Nabard SR 2022

SUSTAINABILITY
REPORT 2021-22
View our Sustainability Report
2021-22 online at
www.nabard.org
database.globalreporting.org
Published by
Department of Economic Analysis and Research
NABARD Head Office, Mumbai, India
Overall Guidance
Dr K.C.Badatya, Chief General Manager
Dr Vinod Kumar, General Manager
Content Team
Dr Ashutosh Kumar, Deputy General Manager
Smt Balwinder Kaur, Deputy General Manager
Ms. Neha Gupta, Manager
Consultant
Dr Debesh Roy, Chairman
Institute for Pioneering Insightful Research &
Edutech Pvt. Ltd. (InsPIRE),
Greater Noida, India
https://inspire-solutions.in/
Design
WyattPrism Communications
Reach us at dear@nabard.org; 022 2653 9521
Sustainability Report
2021-22
GRI Standards Compliant
(In accordance: Core)
National Bank for Agriculture and Rural Development

Mumbai, India
दृष्टि ध्येय
ग्रामीण समृद्धि के लिए राष्ट्रीय विकास बैैंक सहभागिता, संधारणीयता और
 समानता पर आधारित वित्तीय और 
गैर-वित्तीय सहयोगोों, नवोन्मेषोों, 
Vision प्रौद्योगिकी और संस्थागत विकास के 
Development Bank of the Nation माध्यम से समृद्धि लाने के लिए कृषि और 
for fostering rural prosperity ग्रामीण विकास का संवर््धन
Mission
Promote sustainable and equitable
agriculture and rural development
through participative financial
and non-financial interventions,
innovations, technology and
institutional development for
securing prosperity
Contents
OUR LEADERSHIP
From the Chairman’s Desk 4
Message from Deputy Managing Director 6
Preface 7
DEFINING THE REPORT

About the Report 9
NABARD’s Sustainability Initiatives: Highlights 10
Our Sustainability Strategies 11
Stakeholder Engagement and Material Topics 14
Accolades, Awards and Recognition 15
ORGANIZATIONAL PROFILE
Genesis and Mandate 16
Governance Structure 17
We have a Pan India Presence 18
Our Ethics, Values and Principles 19
ECONOMIC SUSTAINABILITY
Our Financial Strength 21
Building a Strong and Resilient Rural India 23
ENVIRONMENTAL SUSTAINABILITY
NABARD’s Climate Change Programme 41
Financing Environmental Infrastructure 49
Supporting Watershed Development 50
Sustainability of Tribal Development Programme 52
IN-FOCUS: ECOSYSTEM RESTORATION

Ecosystem Restoration for Healing Nature 56
SOCIAL SUSTAINABILITY
Transforming the Rural Landscape 62
Social Progress through SHG-BLP 64
Financial Inclusion for Inclusive Growth 66
In-house Social Sustainability Initiatives 69
OTHERS
Annexure I: GRI Content Index 70
Annexure II: NABARD & Sustainable Development Goals 71
Annexure III: Subsidiaries of NABARD 73
Abbreviations 74
OUR LEADERSHIP
From the
Chairman’s Desk
United Nations
has declared the
current decade as ‘UN
Decade on Ecosystem
Restoration’ to restore
the ecosystem and
promote sustainable
livelihood. Keeping in
view the importance,
the Seventh edition of
Sustainability Report is
on the theme ‘Ecosystem
Restoration’.
4
OUR LEADERSHIP
As India enters in ‘Amrit Kaal’ and commits to zero net emission by

2070, the time is most opportune to usher in an era of sustainable
and green growth that especially benefits our rural populace. In this
endeavor, NABARD will continue to strive for an effective, robust
natural resource management framework supporting holistic,
sustainable and inclusive development through various initiatives on
climate change, watershed development, tribal development (‘Wadi’
model), etc.
United Nations has declared the current decade as ‘UN Decade on

Ecosystem Restoration’ to restore the ecosystem and promote
sustainable livelihood. Keeping in view the importance, the Seventh
edition of Sustainability Report is on the theme ‘Ecosystem
Restoration’. I am optimistic that NABARD, which is a National
Implementing Entity (NIE) for two important funding arrangements
viz. National Adaptation Fund for Climate Change (NAFCC) and
Adaptation Fund (AF) in addition to being a Direct Access Entity (DAE)
for Green Climate Fund (GCF), will intensify it's efforts in
channelising funds to such projects that attempt to counteract
climate change and promote sustainable livelihood and
development.
I am confident that our development partners, policy planners,

researchers and other stakeholders will find this report resourceful
and useful.
Shaji K. V.
Chairman
5
OUR LEADERSHIP
Message from
Deputy Managing Director
NABARD has also launched

‘JIVA’ to scale up agroecology
as a strategic and transformational
approach in watershed and wadi
projects, thus fostering sustainable
agriculture.
P.V.S. Suryakumar
Deputy Managing Director
Theme of this year’s Sustainability Report is ‘Ecosystem Restoration’ successfully promoting people’s welfare, and environmental
which seems most appropriate. As this report comes in the backdrop sustainability. NABARD has also launched ‘JIVA’ to scale up
of signing of Kunming-Montreal Global Biodiversity Framework agroecology as a strategic and transformational approach in
aiming to protect 30 per cent of the world for nature by 2030. watershed and wadi projects, thus fostering sustainable agriculture.
The whole gamut of NABARD’s functions and activities, unique Going through this brief yet comprehensive report, the readers would
across the world, focuses on the attainment of sustainable gain insight into our multi-faceted development interventions that
development. Our participatory watershed development and orchard- have positively impacted the economy, environment and society.
based livelihoods for the vulnerable tribal population have been
6
OUR LEADERSHIP
Preface
Theme of this report is

‘Ecosystem Restoration’ and
presents a lucid picture of how we
are helping rural India prosper and
adapt to and mitigate the impact
of climate change.
Dr. K. C. Badatya
Chief General Manager
India has assumed the Presidency of G-20 with the theme of ‘One Green Climate Fund (GCF). NABARD has also launched ‘JIVA’ to scale
Earth One Family One Future’ and green development, inclusive and up agroecology as a strategic and transformational approach in
resilient growth as its priorities. This comes at a critical juncture watershed and wadi projects.
when communities across the world are reeling under the impact of
climate change ills on sustainable development and poverty Our Seventh Sustainability Report documents impact of NABARD’s
alleviation. initiatives on social and economic aspects of rural India and the
ground level impact of adaptation and mitigation projects financed
Accelerated and equitable climate action in mitigating, and adapting through NABARD. Theme of this report is ‘Ecosystem Restoration’
to climate change impacts, is critical to sustainable development. and presents a lucid picture of how we are helping rural India prosper
The whole spectrum of NABARD’s functions and initiatives, unique and adapt to and mitigate the impact of climate change.
across the world, focuses on the attainment of sustainable
development and mitigating and adapting to climate change. With immense pleasure, I present Sustainability Report 2021-22
NABARD also has been playing its part well in promoting inclusive with the belief that this will prove a useful document for all our
sustainable development and livelihood through its various stakeholders and partners in the development sphere in India and
development initiatives and its role as National Implementing Entity abroad.
(NIE) for National Adaptation Fund for Climate Change (NAFCC) and
7
8
"The first rule of sustainability is
to align with natural forces, or at
least not try to defy them."
- Paul Hawken
DEFINING THE REPORT

About the Report
NABARD’s Sustainability Report 2021-22, the Seventh in the series, showcases the
major interventions, initiatives and innovations by NABARD which are expected to lead
to economic, environmental and social sustainability, while contributing towards the
achievement of the UN Sustainable Development Goals (SDGs) by 2030.
The report is based on the triple bottom line approach of People, Planet and Profit (PPP),
while reporting Environmental, Social and Governance (ESG) issues of material importance
to NABARD. It follows the extant Global Reporting Initiative (GRI) Standards, and is in
accordance with the ‘core’ option, which is relevant for NABARD. These standards are
presented in Annexure I, and are also covered in various chapters. Further, the report
provides transparent and relevant information on the ‘material aspects’ that are of
significance to us and our stakeholders.
The UN Decade on Ecosystem Restoration (2021-30) aims to prevent, halt and reverse the
degradation of ecosystems on every continent and in every ocean. It aims to end poverty,
combat climate change and prevent mass extinction. It can succeed if everyone in every
country plays a part. NABARD has been intensely involved in ecosystem restoration through
alleviation of climate change impacts, watershed development, and other natural resource
management initiatives. Therefore, it is pertinent that this year’s Sustainability Report
focuses on Ecosystem Restoration.
SUSTAINABILITY
REPORT 2021-22
Our Sustainability Report 2021-22 can be viewed online

at: www.nabard.org and
database.globalreporting.org
9
1 - DEFINING THE REPORT
NABARD’s Sustainability Initiatives:

Highlights As on 31 March 2022
898 Projects,
6,295
benefitting 0.58 million
FPOs
mobilized under
0.97 million 11.89 million 142 million
tribal families under Rural youth skilled for SHGs Savings linked to households covered
PRODUCE Fund and
Tribal Development employment banks (cumulative) under SHG-BLP
Prosperity
PODF –ID Fund

People’s
Fund (TDF)
0.73 million SHG 3,000 additional $1.33 billion

members trained on
$0.38 billion 17.7 million beds after construction (`100.69 billion)
livelihood and micro- rural dwelling units to of 7 medical colleges sanctioned to facilitate
(`28.75 billion)
enterprises through be constructed and upgrade of installation of rural
outstanding under FIF
19,718 MEDPs and under PMAY-G hospitals in rural areas drinking water schemes
LEDPs under NIDA by state governments
$124.55 $111.79 $0.68 million $0.14 billion

$8.04 million million million (`8474.7 (`52 million)
(`10.64 billion)
(`609.4 million) Renewable energy
Sustainability of
(`9,442 million) GCF million) Project outlay Cumulative

Sanctioned by AF of infrastructure
the Planet
grant sanctioned. sanctioned under disbursement under

UNFCCC* sanctioned under
NABARD is DAE NAFCC of MoEF&CC* CCF
RIDF
$1.16 million 3,557 $0.26 billion

(`88 million) (`20.14 billion)
Watershed projects
Climate smart Cumulative
sanctioned, treating
irrigation projects disbursement under
2.59 million hectares
sanctioned watershed projects
$15.71 million $47.17

Financial Sustainability -
billion
$99.92 billion $0.67 (`1,191 million) 0% (`3,575.60 billion)
(`7,574.72 billion) (`50.82 billion) Cumulative
Business per Net NPA
Balance Sheet Profit After Tax disbursement under
Employee
Profit
RIDF
$13.32 billion $20.07 billion $0.42 billion $0.94 billion $0.03 billion
(`1,009.45 billion) (`1,521.36 billion) (`2.56 billion)
(`31.97 billion) (`71.36 billion)
Long term refinance Short term refinance disbursement under
disbursement under disbursement under
disbursement during disbursement during MIF during 2021-22
LTIF during 2021-22 NIDA during 2021-22
2021-22 2021-22
*NABARD is NIE
Note: PRODUCE Fund: Producer Organization Development and Upliftment Corpus Fund; PODF-ID: Producers Organisation Development Fund – Interest Differential; SHG-BLP: Self
Help Group – Bank Linkage Programme; MEDP: Micro Enterprise Development Programme; LEDP: Livelihood and Enterprise Development Programme; FIF: Financial Inclusion
Fund; PMAY-G: Pradhan Mantri Awas Yojana - Gramin; AF: Adaptation Fund; UNFCCC: United Nations Framework Convention on Climate Change; NIE: National Implementing Entity;
GCF: Green Climate Fund; DAE: Direct Access Entity; NAFCC – National Adaptation Fund for Climate Change; MoEF&CC: Ministry of Environment, Forest & Climate Change, GoI; CCF:
Climate Change Fund; RIDF : Rural Infrastructure Development Fund; LTIF: Long Term Irrigation Fund; NIDA: NABARD Infrastructure Development Assistance; MIF: Micro Irrigation Fund.
$ (USD) 1 = ` (INR) 75.8071 as on 31 March 2022 (Source: Financial Benchmarks India Pvt. Ltd.)
10
Our Sustainability
Strategies
NABARD’s Vision “Development bank of the nation for fostering rural prosperity” encapsulates our sustainability strategies. Indeed, during
the past more than four decades, we have been systematically building an empowered and financially inclusive Rural India by touching every
aspect of the Rural Economy through a Triple Bottom Line Approach.
OUR TRIPLE BOTTOM LINE APPROACH
PEOPLE PLANET PROFIT
Promoting inclusive growth for Climate action & Strong financials

income & employment generation natural resource management
Business orientation- refinance,
Building communities for Sustainable agriculture & financing rural infrastructure,
sustainable growth: rural development other direct finance
FPOs, SHGs, JLGs
In-house Zero NPA
Financial inclusion, microfinance, energy efficiency
livelihoods & skill development Profilt ploughed back - funding
developmental programmes
Gender equality &
women empowerment Adequately capitalised
Strong employee welfare

system
NABARD’s economic, environmental and social interventions and investments through various programmes and schemes strongly align with
most of the Sustainable Development Goals (SDGs), viz. alleviating poverty, removal of hunger, climate action, gender equality, reducing
economic inequality, health, education, infrastructure, economic growth, etc. (Annexure II).
11
A. Fostering People’s Prosperity through Developmental B. Economic Sustainability through Business Initiatives
Initiatives
Refinance to banks & rural financial institutions - to facilitate
Creating Sustainable Livelihoods by Microfinance and GLC flow to agriculture, off-farm sectors
Financial Inclusion, and mainstreaming of the disadvantaged,
especially women by ensuring their economic and social RIDF loans to state governments - rural infrastructure
empowerment creation - agriculture & related sector, connectivity, market
infrastructure, social sector (education institutions, healthcare,
drinking water, etc.) - income & employment generation
NIDA loans to state owned institutions, private entities &

MEDPs
SHG-BLP private public partnerships (PPP) - rural infrastructure -
renewable energy, rural connectivity, educational institutions,
healthcare - income & employment generation
RIDF & LTIF loans to state governments - Creating irrigation

E-Shakti Creating potential, increasing agricultural productivity, generating
sustainable income & employment
LEDPs
livelihoods
Micro Irrigation Fund (MIF) - “Per Drop More Crop” -
Enhancing water use efficiency
Comprehensive DIDF - Modernising & augmenting infrastructure in dairy

financial processing sector - increasing milk processing capacity
Collateral free
inclusion loans to JLGs PM Kisan SAMPADA Yojana - Creation of scientific storage
capacity and Mega Food Parks for enhanced income from
agricultural produce
FIDF - creation of fishing harbours to generate additional

Collectivisation and Institution Building for Farmers and employment to sea-going fishermen & persons in shore-based
Artisans: establishments
Dissemination of knowledge Improving quality of rural lives
Promotion Transfer of technology PMAY–G - pucca houses with basic amenities

of Farmers’ Farm innovations SBM–G - toilets under Swachh Bharat Mission
Clubs Capacity building
C. Strategies for Promoting Environmental Sustainability
Credit linkage with banks
Globally, climate change is manifesting in an increased volatility
Awareness creation of extreme weather events. India, along with other developing
Capacity building countries, is vulnerable to this phenomenon, which is adversely
affecting the lives and livelihoods of majority of its population,
Promotion Technical support
especially, the small and marginal farmholders and tenant
of FPOs Professional management farmers, who depend on climate sensitive sectors like agriculture,
Market access fisheries and forestry.
Regulatory requirements
At the COP 26, held at Glasgow, United Kingdom, during November
2021, Hon’ble Prime Minister of India, Shri Narendra Modi,
Skill & entrepreneurship development
announced bolstering of India’s contribution to the global fight
Promotion of rural innovations against climate change with ambitious climate commitments,
Creating including net-zero emissions by 2070 and increasing non-fossil
Marketing of rural produce
Employment fuel capacity to 500 GW by 2030.
Formation of OFPOs
Opportunities
Agri-business inclubation centres NABARD, therefore, continues to accord high priority to the
Rural housing critical challenge of financing for climate change resilience, as
part of its development agenda.
12
Training, consultancy Promoting climate

NABARD
services, and policy NABARD’s change adaptation
as NIE for
advocacy on climate Centre for Climate smart agriculture
Adaptation
change adaptation Climate
Fund of Climate resilience &
and mitigation, climate Change
UNFCCC
finance, etc livelihood security
Supporting
Climate Change
Adaptation
Projects on adaptation
actions to combat NABARD as
NABARD as Climate resilient
NIE for NAFCC
challenges of climate DAE for Green development
of MOEF&CC,
change in agriculture, Climate Fund
GoI
water & forestry
Supporting Climate Change Adaptation
WATERSHED TRIBAL
DEVELOPMENT DEVELOPMENT
PROGRAMMES
Resilience against climate variation Sustainable livelihood for tribal families
Management of dryland resources through through wadi (orchard) development
soil & water conservation Soil conservation
Preservation of natural ecosystem from Water resources development
degradation Women/ landless family development
Livelihood development of women/ landless Healthcare
through income generation
Institutional development
Introduction of new and innovative
technologes
Sustainable farming practices for increased
production & productivity
Climate proofing
Crop water budgeting
13
Stakeholder Engagement and

Material Topics
STAKEHOLDER ENGAGEMENT
NABARD engages continuously with a broad spectrum of the policies, while easing their implementation. Our stakeholders
stakeholders at different levels to ensure that our development include, inter alia, Government of India, State Governments,
and business policies reflect the best international practices, Reserve Bank of India, banks, civil society organisations, multilateral
while factoring in the opinions and needs of our stakeholders. developmental agencies, farmers, traders, artisans, and other
The participation process builds understanding and ownership of developmental agencies.
MAJOR STAKEHOLDERS
NABARD
Government of India Reserve Bank of India
(including management & employees)
State Governments/Govt. Corporations Commercial Banks Regional Rural Banks
State Cooperative Banks DCCBs PACS SCARDBs PCARDBs
Farmers, FPOs, SHGs, JLGs, Federations, Agripreneurs, Artisans, Rural Entrepreneurs
International Funding Agencies – KfW, GIZ, Academic Institutions, Universities,
MFIs/NBFCs, NGOs, Trusts
UNFCCC – AF, GCF, etc. Corporate Sector, Private Entities
MATERIAL TOPICS
Material topics reflect our organisation’s significant economic, stakeholders. The following assessment of materiality takes into
environmental and social impact of our various interventions. account the basic expectations expressed within and outside our
They also significantly influence the assessments and decisions of organisation.
ENVIRONMENT GOVERNMENT/STAKEHOLDERS
Climate Action Accountability
Natural Resource Management Profitability
Energy Efficiency Corporate Governance
Risk Management
Material
SOCIETY ECONOMY
Topics
Livelihoods Agricultural Sustainability
Increased Income Rural Prosperity
Wellbeing Rural Infrastructure Creation
Financial Access Rural Credit Growth
Connectivity
EMPLOYEES PARTNERS
Engaging Assignments Ethical Behaviour
Career Development Fair Business Practices
Safe Workplace Credit Worthiness
Compensation Structure Delivery Capability
14
Accolades, Awards and

Recognition
Awards and Accolades Media Presence and Coverage
NABARD bagged second prize for use of Hindi during FY2021 23 media interviews of our Chairman
by Town Official Language Implementation Committee (Bank),
15 press releases generating 300 articles in mainstream dailies
Mumbai
30 branding advertisements in major publications
Our magazine, Srijna, received the Outstanding House Magazine
prize from Ashirwad that promotes Hindi Advertorial on climate change
Sponsored
Hindu Business Line Knowledge Series
11th CMS Vatavaran International Film Festival
Forum on environment and wildlife
In FY2022 NABARD’s YouTube channel (www.youtube.com/
nabardonline)
Crossed 47,000 subscribers globally
Ran 312 films, which collectively received 3.9 million views
over 5.5 million minutes of watch time
NABARD Facebook page has 31,000 followers
Participated in Azadi Ka Amrit Mahotsav and carried the logo on
all publications
15
"Corporate governance is about
promoting corporate fairness,
transparency and accountability."
- J. Wolfensohn
ORGANISATIONAL PROFILE
Genesis
The National Bank for Agriculture and Rural Development (NABARD) was
established on 12 July 1982, under NABARD Act, 1981, as a Development
Financial Institution for fostering rural prosperity.
The paid-up capital of NABARD stood at `170.80 billion ($2.25 billion) as on 31

March 2022, and it is fully owned by the Government of India.
Mandate
NABARD was set up for providing and regulating credit and other facilities for the
promotion and development of agriculture, small-scale industries, cottage and
village industries, handicrafts and other rural crafts and other allied economic
activities in rural areas with a view to promoting integrated rural development
and securing prosperity of rural areas and for matters connected therewith or
incidental thereto.
16
2 - ORGANISATIONAL PROFILE
Governance
Structure
The management and business of NABARD vests with the Board of Directors, appointed by Government of India.
The structure and composition of Board of Directors as on 31 March 2022

Structure of the Board Relevant provision of NABARD Act, 1981 Names of Directors
Appointed under Section 6(1)(a) of
Chairman Dr G.R. Chintala
NABARD Act, 1981
Director from amongst experts in rural economics, rural
development village and cottage industries, or persons
Appointed under Section 6(1)(b) of
having experience in the working of co-operative banks, Dr Urvish Shah
NABARD Act, 1981
regional rural banks or commercial bank, or any other
matter the special knowledge or professional experience
Appointed under Section 6(1)(c) of Dr M.D. Patra
Directors from out of Directors of RBI
NABARD Act, 1981 Ms Revathy Iyer
Shri Sanjay Agarwal
Appointed under Section 6(1)(d) of
Directors from Central Government Shri Nagendra Nath Sinha
NABARD Act, 1981
Shri Sanjeev Kaushik
Shri Alok Sinha
Appointed under Section 6(1)(e) of Smt Jayashree Raghunandan
Directors from State Governments
NABARD Act, 1981 Dr M.V. Rao
Shri J.C. Ramthanga
Appointed under Section 6(1)(g) of
Managing Director This post is vacant
NABARD Act, 1981
Appointed under Section 6(3) of Shri Shaji K.V.
Deputy Managing Directors
NABARD Act, 1981 Shri P.V.S. Suryakumar
Committees of the Board Top Management Oversight

Executive Committee Management Committee
Audit Committee Internal Sanctioning Committees
Project Sanctioning Committee Top Management Team (TMT) Meeting
Risk Management Committee Asset Liability Committee (ALCO)
Information Technology Committee
Review Committee on Non-Cooperative Borrowers
Human Resource Sub-Committee
Premises Committee
Note: Independent/ External auditors are appointed by NABARD to express opinion on the financial statements of NABARD, based on their audit so as to have a true and fair value
of the financial position, financial performance and cash flows of the Bank, and to ensure conformity with standard accounting principles.
17
We have a
Pan India Presence
26 31 418 19
Cluster Offices
Departments Regional Offices District across three states
at Head Office, covering all States & Development viz Punjab, Haryana
Mumbai Union Territories Offices and Tamil Nadu
BANKERS’ INSTITUTE OF
RURAL DEVELOPMENT,
NATIONAL BANK STAFF LUCKNOW, KOLKATA AND
COLLEGE, LUCKNOW Structure MANGALURU
of Training Catering to training and capacity
Catering to training needs
Establishments building needs of bankers, NGOs
of officers of NABARD
& other developmental agencies,
across India and Asia-Pacific
countries
18
Our Ethics,
Values and Principles
During our journey of more than four decades, we have built Vigilance is an integral part of NABARD’s management functions
a stellar reputation of honest, ethical and moral business aimed at ensuring robust systems and work practices, along with
conduct, and dedicated service to nation building. NABARD well laid out processes with effective checks and controls. The
has created a brand image for itself as an institution of Vigilance Cell focuses on preventive vigilance measures through
integrity and impeccable honesty, assigning the utmost continued surveillance and checks, system improvements, as also
importance to the highest moral and ethical values in every sensitisation and attitudinal orientation of staff.
sphere of its work. We have drawn our strength from our
people, values, and systems that have together built our While pursuing our goals of transparency, proactive disclosure,
formidable reputation and credibility that has deeply influenced and compliance to statutory obligations, we have been effectively
our stakeholders. providing information sought under the Right to Information (RTI)
Act, 2005.
Our core set of values underpin all activities in the organization,
instilling leadership with team spirit, coupled with vigilance, We have also adopted a Whistle Blower Policy to ensure the highest
transparency, trust, integrity, excellence, and respect for institutions ethical, moral, and business standards in the course of functioning
and individuals. Our relationship with our client institutions and and to build a lasting and strong culture of corporate governance
beneficiaries is shaped by our values of mutual respect, transparency, within NABARD. The policy empower employees to report any
vigilance, integrity and honesty. unethical practice, behaviour or violation of service rules.
RISK MANAGEMENT
NABARD has established an independent, comprehensive and reliable Risk Governance structure for Integrated Enterprise Risk
Management, covering Credit, Market, Operational and Compliance Risk. Integrated into all its business activities, the structure
ensures the alignment of the borrower’s risk profile with NABARD’s own risk appetite. We have introduced new systems and processes,
and strengthened risk management frameworks, while automating and streamlining the enterprise risk management system (ERMS)
to ensure business performance and continuity.
Procedures have also been laid to periodically place risk assessment and management strategies before the Enterprise Risk
Management Committee, Risk Management Committee of the Board, and the Board of Directors.
19
"We must build an agenda for speedy
yet sustainable economic growth
that is inclusive of all, is respectful of
individuals, responsive to innovation and
responsible towards future generations."
- Shri Narendra Modi
ECONOMIC SUSTAINABILITY
NABARD, in pursuit of its vision of fostering rural prosperity, has been

maintaining a fine balance between sustainable business management and
developmental goals. While traversing its remarkable journey of more than four
decades, NABARD has spearheaded several economically viable, innovative,
and sustainable models with a view to transforming rural India. These include
innovative credit products, developmental and promotional financial assistance,
advisory, consulting, technical and IT-enabled solutions and services.
While maintaining its own financial sustainability, NABARD has diligently pursued
its developmental initiatives, leaving a permanent impact on the lives and
livelihoods of the rural people through its development partners.
20
3 - ECONOMIC SUSTAINABILITY
Our Financial
Strength
Over the past more than four decades NABARD’s financial strength NABARD’s gross income rose by 6% to `367.6 billion ($ 4.85
has been an enabler for making a significant impact in rural billion), and PAT increased by 17.6 % to `50.8 billion ($0.67 billion),
India through various business, developmental and promotional during 2021-22.
interventions, leading to people’s prosperity, environmental
sustainability, and socio-economic development.
NABARD’s balance sheet size has grown by a significant 13.2%

from `6.6 trillion ($0.9 trillion) in 2020-21 to `7.6 trillion ($1.0
trillion) in 2021-22.
(` billion) (` billion)
BALANCE SHEET SIZE (31 MARCH) GROSS INCOME
7574.7 367.6
6578.0
5320.8 346.7
326.9
2019-20 2020-21 2021-22 2019-20 2020-21 2021-22
There has been a continuous improvement in NABARD’s employee productivity during the last three years. The net profit per employee
increased by 18.8% to `16 million ($0.21 million) and business per employee rose by 13.5% to `1,191 million ($15.71 million) in
2021-22 over the previous year.
(` million) (` million)
NET PROFIT PER EMPLOYEE BUSINESS PER EMPLOYEE
16 1191
1030
13
11 787
2019-20 2020-21 2021-22 2019-20 2020-21 2021-22
NABARD is well-capitalised with a Capital to Risk Weighted Assets Ratio (CRAR) of 16.07% as on 31 March 2022 as against a
minimum of 9% stipulated by RBI.
The asset quality of NABARD continued to remain very good with Net Non-Performing Assets at 0% as on 31 March 2022.
21
The share capital of NABARD’s subsidiaries along with the stake of NABARD are presented in the following table.
NABARD’s Share Capital NABARD’s Stake NABARD’s Investment

Subsidiaries (` billion) (%) (` billion)
0.05 100 0.05
1.61 63.1 1.02
1.72 87.5 2.28*
1.24 91.1 1.45*
0.05 100 0.05
0.05 100 0.05
0.05 100 0.05
*Including premium
Through strategic investments NABARD has been promoting and supporting institutions with impact on agriculture sector and benefitting
farmers in particular.
NABARD had invested `10.76 billion ($0.14 billion) in ten companies operating in the agriculture and rural development space, till
31 March 2022.
For supporting the GOI’s ‘Vocal for Local’ initiative, NABARD in 2021-22 made an initial investment of `100 million ($1.32 million) in
GoI’s inclusive e-commerce initiative of Open Network for Digital Commerce (ONDC), which will provide a larger market place to:
FPOs,
SHGs
and others
handloom
artisans
weavers
NABARD also invests in Alternative Investment Funds (AIFs) to facilitate

innovations and technology dissemination in agriculture and rural sectors.
Total commitment by NABARD is `5.28 billion ($0.07 billion) as on
31 March 2022 in 22 funds;
Of which `4.46 billion ($0.06 billion) was disbursed in 2021-22, a
jump of 31.9% over that of the previous year.
22
Building a Strong and

Resilient Rural India
In its more than four-decade journey, NABARD has been playing a significant role in building Rural India, through various business and
developmental initiatives and innovations. Through these initiative Rural India is poised to become strong and resilient.
RURAL INFRASTRUCTURE DEVELOPMENT: STIMULATING GROWTH FOR ACHIEVING SDGS

NABARD has been a major player in the rural infrastructure space during the last more than two and a half decades. It has been playing a
catalytic role in building rural infrastructure by leveraging various funds at its command. Rural infrastructure created out of RIDF, the oldest
among the infrastructure funds managed by NABARD, have led to significant growth in Rural India.
Cumulative sanctions under RIDF (including Bharat Nirman as on 31 March 2022): `4.55 trillion ($0.06 trillion)
Sectoral share of cumulative sanctions under RIDF:
(%)
RIDF - SECTOR-WISE SHARE OF SANCTIONS
43.0
36.8
20.1
Agriculture & Rural Connectivity Social sector

related sector sector
Rural infrastructure development has been further bolstered by other funds managed by NABARD, viz., NIDA, WIF, CFF, LTIF, MIF, DIDF, FIDF
and FPF. The latest fund is the Rural Infrastructure Assistance to State Governments (RIAS) launched in 2020 to support livelihoods in
eastern India under the 5-J approach—Jan (people), Jal (water), Jameen (land), Janwar (livestock), and Jangal (forest).
Infrastructure projects created under these funds will enable the achievement of the following SDGs:
23
Sectors supported by NABARD funded infrastructure projects for stimulating growth

Infrastructure for Agriculture and Allied Sector
Irrigation
`1.4 trillion ($18.5 billion) sanctioned cumulatively up to 2021-22 for more than 3,50,000 projects (since 1994)
RIDF 36.4 million ha irrigation potential created

14.4 billion person-days of non-recurring employment generated
`271.20 billion ($3.6 billion) sanctioned cumulatively up to 2021-22 since inception
NIDA 2.12 million ha irrigation potential created up to 2021-22

Cumulative number of projects: 15
`851.27 billion ($11.2 billion) sanctioned cumulatively up to 2021-22 since inception

2.27 million ha of additional irrigation potential created up to 2020-21
LTIF
About 1.5 million ha of cultivable command area developed under Command Area Development and Water Management
Programme
`39.7 billion ($0.52 billion) sanctioned up to 2021-22 [`20.8 billion ($0.27 billion) disbursed]
Corpus augmented by `50 billion ($0.66 billion) in Union Budget 2021-22 (in addition to `50 billion ($0.66 billion) in
MIF 2019-20)
Micro-irrigation projects sanctioned envisage a coverage of 1.3 million ha in seven states, viz., Andhra Pradesh, Gujarat,
Haryana, Punjab, Tamil Nadu, Uttarakhand, and West Bengal
Note: $1 = `75.3859 on 31 March 2020; $1 = `75.8071 on 31 March 2022
24
Construction of Salt Water Exclusion Regulator-cum-Bridge across Kariangode River at

Showcase 3.1 Palayi Valavu in Kasaragod District, Kerala
Objective: As the Kariangode river is a feeder route of the proposed state

To control the intrusion of saline water into the upstream side of the waterway from Kasaragod to Thiruvananthapuram, there is a
regulator for providing benefits like irrigation, ground water recharge provision in the structure for lock arrangement which permits
and drinking water. smooth entry of vessels or boats from upstream to downstream
without affecting the prevention of salinity intrusion.
The Project: Impact:
An area of 4,866 hectares is benefitting from the project.
Total Financial Outlay: `650 million ($8.6 million)
Population benefitted is about 50,000.
RIDF Loan: `617.5 million ($8.1 million)
Local bodies benefitted from the project include Nieswaram
The site is located across Kariangod river, 5 Km upstream of Muncipality, Kinanoor-Karinthalam Panchayat, West Eleri
Kariangod bridge on NH 66 between Cheruvathur and Nileswaram. Panchayat, East Eleri Panchayat, Kayyur-Cheemeni Panchayat
The total length of the Regulator is 227 metres and the carriage and Cheruvathur Panchayat.
way of the bridge comes to 7.50 metres. 16 regulating shutters The upstream portion of the regulator is fresh water. Intrusion of
and 2 lock shutters have been installed. saline water has been restricted compared to previous years.
This regulator-cum-bridge connects road way from Nileswaram to Ground water recharge and increased availability of drinking
Kayyur and Cheruvathur Grama Panchayats and acts as a bypass water, have been ensured.
road for NH 66.
25
Infrastructure for Livestock Sector - Dairy Infrastructure for Livestock Sector – Fisheries and Aquaculture
NABARD set up the Dairy Processing and Infrastructure GoI’s Fisheries and Aquaculture Infrastructure Development
Development Fund (DIDF) with the total corpus of `80.04 billion Fund (FIDF) aims to achieve 8%–9% of sustained growth to reach
($1.05 billion). 20 million tonne in fish production by FY2023.
NABARD extends loans to National Dairy Development Board and NABARD as one of the nodal loaning entities under FIDF, will
National Cooperative Development Corporation for a 5-year period infuse `26 billion ($0.34 billion) through state governments to
(FY2019–FY2023) for them to on-lend to eligible end-borrowers, fund public infrastructure, viz., fishing harbours and fish landing
viz., cooperative milk unions, state cooperative dairy federations, centres.
multi-state milk cooperatives, milk producer companies, SHGs,
Since its inception in FY2020, 35 projects have been supported
and FPOs, registered under Cooperative/Companies.
with a cumulative sanction of `12.6 billion ($0.17 billion).
NABARD sanctioned `37.81 billion ($0.5 billion) [disbursed:
Cumulative disbursement: `3.66 billion ($0.05 billion) across
`13.49 billion ($0.2 billion)] for 21 projects with a up to FY2022
4 states.
under DIDF to develop and modernise milk processing facilities.
In FY2022 NABARD sanctioned `3.64 billion ($0.05 billion) Infrastructure for Rural Connectivity
[disbursed: `1.19 billion ($0.02 billion)] to assist six milk unions
~0.51 million km road length (cumulative)
in Telangana, Haryana, Punjab, Kerala, Madhya Pradesh, and
Bihar to RIDF ~1.29 million metre bridge length (cumulative)
create 162 LLPD of processing capacity; >6.55 billion man-days of on-recurring employment
modernise the current 6.8 LLPD capacity of plants; ~7,410 km road length
generate 2,776.5 metric tonne per day (MTPD) of value- NIDA ~127 km of road length upgraded
added products; and
>7.9 km bridge length
augment chilling infrastructure (3.5 LLPD) and milk
powder processing capacity (330 MTPD).
facilitated linkages reduced travel
to value chains time
Infrastructure for Livestock Sector – Animal Husbandry Rural
enhanced credit spurred economic
Under the Animal Husbandry Infrastructure Development connectivity
access activity
projects have
Fund (AHIDF) [with a corpus of `150 billion ($1.98 billion)] ensured better improved market
interest subvention of 3% is being extended to all eligible access to healthcare access
entities, with a credit guarantee @25% of the project cost from
NABSANRAKSHAN, a NABARD subsidiary.
Loans from commercial banks up to 90% of project cost are Post-harvest infrastructure
being extended to private companies; micro, small, and medium
NABARD has been supporting investments in post-harvest
enterprises; FPOs; and individual entrepreneurs to set up
infrastructure to help enhance shelf-life and reduce wastage and
dairy processing, meat processing, and value-added product
loss of produce while satisfying the consumer tastes and needs.
manufacturing units.
26
Agri-storage Rural Marketing
Rural marketing infrastructure helps link producers with markets,

Integrated value chain ensuring food availability, disintermediation, de-risking, and
7,593 storage structures
projects for fruits & augmenting of income.
(5,550 completed)
vegetables
NABARD has been supporting rural haats, marts, and exhibitions
towards securing better rural incomes and expanding marketing
Modern, scientific and opportunities.
0.61 million MT storage
earthquake resistent
capacity created
warehouses in NER Rural haats, marts, and exhibitions sanctioned by NABARD
during FY2022:
Online trading platform 42 rural haats - grant of `62.08 million ($0.82 million)
111,162 storage structures
projects of Agriculture 63 rural marts – grant of `26.77 million ($0.35 million)
geo-tagged & linked to
Produce & Livestock
centralised database 14 exhibitions across India - 2,000 daily average footfall
Marketing Committee
and `0.35 million ($0.004 million) average sales
Web-based agri-storage information system
for farmers/ traders/ producers to locate Going forward, NABARD envisages:
warehouses within a radius of 30km through
Kisan Bhandar mobile app increasing resilience of agri-value chains through post-harvest
infrastructure;
improving social infrastructure across rural India with special
emphasis on drinking water supply and sanitation;
Food processing
enhancement of last-mile connectivity through ropeways and ROB
NABARD has committed `7.81 billion ($0.1 billion) in financial
on railway crossings in addition to roads and bridges;
support since 2014 (up to 2021-22) for projects in 16 states
including the NER. sustainable development through rural infrastructure with a
special focus on the NER, Jammu & Kashmir, Ladakh, and other
NABARD’s Food Processing Fund has played a crucial role in hilly states;
minimising food wastage, diversifying and expanding value addition,
directed policy action to enhance RIDF allocation towards
and linking farmers to consumers.
central, eastern, and north-eastern states for balanced regional
development; impetus for renewable energy and climate-smart
14 mega food parks in 8 agro-processing clusters in solutions in agriculture and related sectors to contribute to the
12 states 2 states achievement of SDGs; and
7 operational 1 nearing completion
encouraging micro-irrigation interventions so that they gain the
critical mass needed to deliver largescale water efficiency to
water deficit regions in the country.
13 food processing units in
7 states - 2 completed
27
Enhancing Ground Level Credit through Refinance Support

NABARD provides short term, medium term and long-term refinance to banks, rural financial institutions and non-banking financial companies
for enabling credit growth in farm sector and off-farm sector. This support enables increase in production, income and employment in the
rural areas.
Ground level impact of

refinance
Long term NABARD’s

investment refinance
Short term refinance
credit ensures capital disbursement of
helps increase ground
formation in agriculture `2.68 trillion
level credit and supports
& leads to increase in ($0.35 trillion)
resilient growth in
production, productivity is 15.7% of the total
agriculture
and income of rual ground level
households credit
Refinance - Highlights 2021-22
Refinance
Short Term outstanding
Long Term Refinance
Refinance (31 March 2022)
`1.16 trillion
`1.52 trillion `3.91 trillion
($0.015 trillion)
($0.02 trillion) ($0.05 trillion)
25.2% increase over
41.5% increase 18.2% increase
previous year
over previous year over
31 March 2021
28
Other Credit Products Fostering Sustainable Livelihood for Tribal Communities through
Credit facility to federations WADI Projects
Credit facility to federations (CFF) provides ST credit to agricultural Project aim

marketing federations, civil supplies corporations, dairy cooperatives To provide sustainable livelihoods to tribal communities and
/ milk unions / federations, etc., for input supply, seed processing, reduce distress migration through Wadis
procurement, marketing, and supply chain management of
agricultural and allied commodities.
Project outcome
Total sanction under CFF during 2021-22: Benefitted 0.58 million tribal families across 0.55 million acre
`364.36 billion ($4.81 billion) of land in 28 States/UTs
Disbursement: `464.34 billion ($6.12 billion)

No. of trees planted:
No. of projects since
inception: 898
28 million
Direct refinance assistance to DCCBs (~50 plants/ wadi)
Direct refinance assistance (DRA) is available to ‘A’ or ‘B’ rated
district central cooperative banks (DCCBs)
Total grant sanctioned: Disbbursement:
Working capital loans to state cooperative banks and DCCBs
`25.41 billion `18.02 billion
against pledge limits to cooperative and private sugar factories
($0.33 billion) ($0.24 billion)
Sanctions in FY2022: `185.21 billion ($2.44 billion)
Transformational Rural Livelihoods Models Sanctions during 2021-22 Disbursement during

NABARD during the past more than four decades has been 63 projects 2021-22 `1.14 billion
conceptualising, designing and implementing innovative, and `1.63 billion ($0.02 billion) ($0.01 billion)
transformational and economically sustainable models for inclusive
development of Rural India, viz. Tribal Development, SHG-Bank
Linkage Programme, Joint Liability Groups, promotion of FPOs and
OFPOs, etc.
29
Showcase 3.2 Tribal Development Fund improving farming, improving lives
The Project: Wanaparthy Maathota TDF project, Mandal: Atmakur, Non-Wadi Projects for Tribal Development
District: Warangal, Telangana NABARD also extended support to non-wadi projects as under:
N. Thukaram Naik, aged 48 years, resides in Balakistur Thanda Agri-allied activities, viz., sericulture, apiculture, animal
village, Atmakur Mandal in Warangal district, Telangana. husbandry, and micro-enterprise development
Include more landless tribals and tap the potential of other
Prior to the project, the farmer used to cultivate only rainfed crops income generation activities
like jowar, red gram, bajra, millets and castor in his land. He had no
water source for irrigation, and so he used to keep his land fallow 10 non-wadi projects sanctioned
in case of delayed monsoon. Sometimes crop was damaged due to
Bihar:
drought or non-availability of water. His earning from one crop per
1 mushroom cultivation,
acre ranged between `2,000 and `5,000. His family members were
apiculture, and animal
migrating to nearby cities for employment. husbandry
Jharkhand: Assam:
Impact of the project: 2 lac cultivation 1 sericulture
After the intervention of NABARD, Naik was supported with
Banganapalle mango plant material along with Sapota with
border plantation of teak, black jamun, and drumstick.
He was also supported for digging of bore well in his land and
yearly maintenance cost towards compost, neem cake, irrigation
labour wages and fertilizer application labour wages. West Bengal:
Now the farmer is cultivating inter crops like, groundnut, red gram Telangana: 3 animal
and vegetables. 1 animal husbandry
husbandry Odisha:
From one acre of land, Naik is earning `84,000.
3 animal husbandry
Crop Income (`) Kerala: and apiculture
Groundnut in Rabi 54,000 1 animal The above map is not to scale and is
husbandry for illustrative purposes only.
Mango 22,500
Vegetables 7,500
Total income from one acre 84,000
Naik has erected a fence for the garden.

Now no member of his family is migrating to cities for employment.
30
Microfinance and Financial Inclusion for Sustainable Livelihoods

SHG-Bank Linkage Programme (SHG-BLP)
SHG-BLP pioneered by NABARD in 1992, has emerged as the largest microfinance programme in the world, involving organising the rural
poor, especially women, into groups, developing savings habits among them and making hassle free credit readily available to them to meet
their financial needs.
Impact of 30 years of SHG-BLP (as on 31 March 2022)
Lives of
through `997 billon 6.7 million `1.51
142 million 11.9 million `472 billion
annual loan SHGs with loan trillion loan
households deposits
SHGs offtake outstanding outstanding
touched
Empowering Women SHGs
6.3
10.4 with `938 billion million `1.42
million exclusive trillion loan
`421 billion annual loan WSHGs with
women SHGs loan outstanding outstanding
(89.2%) offtake (94%)
(87.4%) (94%) (94%)
E-Shakti: Creating a Digital Ecosystem for SHGs Livelihood Development and Empowerment of Women and Youth
The E-Shakti project was launched by NABARD in the year 2015 in NABARD’s focus on skilling women (in mature self-help groups) and
line with Government of India’s mission of “Digital India”. youth of rural India for sustainable livelihoods is driven by Livelihood
and Enterprise Development Programme (LEDP) (Showcase 3.3) and
E-Shakti milestones during 2021-22 Micro-Enterprise Development Programme (MEDP). LEDPs follow a
participatory approach to skill building encompassing the entire
Data digitalised on value chain. MEDPs help SHG members diversify into newer areas to
SHGs credit linked with banks increase their incomes.
E Shakti portal
~1.27 million SHGs
0.72 million (56% SHGs) as
on 31 March 2022
~1.46 million members
Monthly data update under

focused approach SMS alerts in 10 languages
(since 1 July 2021) to SHG members on their
~0.83 million SHGs across banking transactions
15 states and 1 UT
31
Showcase 3.3 Dharwad’s own Kasuti, now revived
Challenges: Dharwad Kasuti, a centuries old craft of hand- The Impact: The trained women are now part of the Off Farm Producer
embroidery, is a dying art due to the limited number of trained Organisation named Sakhi Saphalya Crafts Producer Company Ltd.
artisans and competition from cheaper and faster machine- The OFPO has a membership base of 300 women artisans across
embroidery. However, with a growing domestic and international Dharwad district. With a mission to tap the niche and international
market for hand embroidery products, there is a huge livelihood markets, the OFPO has already expanded its customer base both in
opportunity for the unskilled, semi-literate/illiterate, poverty-stricken domestic and international markets. Through the OFPO, the trained
women in rural areas, if they are trained into a skilled workforce who artisans receive job-works for weaving Kasuti motifs on various
can be gainfully and productively employed. products viz., sarees, kurtas, dupattas, purses, etc. The women are
more confident and independently visit District Head Quarters on
Interventions: A Livelihood Enterprise Development Programme weekly/fortnightly basis to collect fabric for work or return finished
(LEDP) with a grant assistance of `0.66 million, for training 90 product. The artisan women also commanded respect and found
mature SHG members from Dharwad district, Karnataka, was voice for their needs and requirements in the family and society and
sanctioned to IDF SHG Federation in 2021 by NABARD. also are earning additional income. The initially hesitant artisans
now enthusiastically participate and display their work in various
90 women were trained in three batches for a period of two exhibitions/melas sponsored by NABARD.
weeks each. The process involved convincing families of
women in identified villages about the Kasuti Skill training, Way Forward: The following aspects shall be instrumental for the
convenience of working from home and resultant income generation. women artisans in order to improve their livelihood;
Resource persons were identified for imparting basic and advanced
Online/social media marketing
training in Kasuti weaving and motif designing. Entrepreneurship
development inputs viz., pricing, quality check, etc. were also Tie-ups with corporates
imparted to enable sustainable entrepreneurship development after Continuous development of product design with changing
the training. market trends
Gudar bag Table cloth Natural dyeing
32
Promotion of Joint Liability Groups (JLGs) Empowering Farmers through Collectives

JLGs are informal groups, positioned as a strategic intervention to The formation of FPOs has been an effective mechanism for
facilitate banks to provide collateral free credit to small/marginal/ the transformation of smallholders into viable agri-business
tenant farmers and asset-less poor. entrepreneurs.
NABARD extends financial support for awareness creation and NABARD has been extending financial support for the formation
capacity building of all stakeholders, along with extending 100% of FPOs, their capacity building/handholding, credit facilitation,
refinance support to the financing banks. and market.
JLGs from FY2012 to FY2022 increased pan India at a CAGR of Up to FY2022 NABARD has cumulatively formed 6,295 FPOs and
49.7% and outstanding loans by 54%. sanctioned `9.53 billion ($0.12 billion) for their handholding and
capacity building.
NABARD launched the ‘Business Model Scheme on Financing
JLGs’ in 2017 under which it signed 91 MOUs with RRBs (58), By collaborating through FPOs farmers acquire better capacity
SCBs (26), StCBs (9), and JLG promoting institutions/NGOs (9) to for and access to technical know-how on crop planning and
increase credit flow to JLGs. management, inputs, credit, post-harvest management, value
addition, etc.
Grant support by NABARD to small finance banks (SFBs) and
private banks is expected to further scale up JLG financing. It is expected that there will be 10,000 additional FPOs under
Government of India’s (GOI) Central Sector Scheme till 2027-28.
33
Showcase 3.4 Utthan Mustard Producer Company Limited
A Project for formation and handholding of FPO was sanctioned to The FPC has license for sale of various inputs and charges a nominal
Samajik Uthhan Sansthan, Bharatpur Rajasthan in January 2016 amount on each bag of seeds & fertilizers and 8-10% margin on
under PRODUCE fund of NABARD. The project period was 3 years with pesticide for nearly 1200 members. Member of FPO avail all these
financial support of `0.9 million towards registration cost, awareness, inputs below market price and also save their transportation cost.
capacity building and assisting FPO to form market linkages. It was Non-member farmers are also availing these services.
expected that the farmers would utilise the economies of scale to
reduce input cost and collective sale of produce by FPO would result
in enhance the incomes. Outcome
Samajik Utthan Sansthan, Bharatpur was selected as the POPI Adoption of new farming techniques by FPO members.
due to its prior experience in the area of Astvan and nearby villages Supplying quality agri-inputs timely to the FPO members at a
of Bharatpur. The FPC Utthan Mustard Producer Company Ltd cheaper rate.
was registered under Companies Act in March 2016. The FPC has
848 members. Reduction in cost of cultivation of the FPO members.
Improved yield.
With the involvement of dedicated Directors (who were farmers
without any previous business experience) and CEO of FPO & Beneficial services through FPO to the members.
overall guidance from POPI and NABARD, the FPC started business Access to Government Scheme for FPO members.
with collection and marketing of agri-inputs (seeds, fertilizers &
pesticides) and procurement of mustard and wheat. The FPC also Helped the farmers to enhance their incomes of operation.
acquired license for sale of agri-inputs. The major benefits accrued are in the form of availability
of best quality seeds, fertilizers, and pesticides at lower
The main business of the FPC is agricultural input supply to its cost through adoption of new techniques and agricultural
members. The input supply through IFFCO, IPL, RSC NSC, etc. practices.
includes fertilizers, seeds, bio-inputs and pesticides.
34
Showcase 3.5 Agricultural product marketing by FPO during COVID-19 lockdown
Small and fragmented land holdings, inadequate access to critical seasonal crops, lack of storage and direct marketing facilities. The
agri-inputs, low marketable surplus coupled with long supply chains COVID-19 outbreak and subsequent lockdown played havoc in the
having multiple intermediaries, etc. pose major challenges for the farmers’ income.
farmers in Nadia district of West Bengal. The FPO model has resulted
in fall in the cost of crop cultivation while the producers have realised Initiatives and Outcome: Vivekananda Agriculture Producer Trust
remunerative prices for their produce, due to bulk marketing and came forward in this situation and arranged marketing of the
better linkages. farmers produce by entering into a tie-up arrangement with Sufal
Bangla, a marketing outlet under the aegis of Paschim Banga Agri
Project Area: Ranaghat-II block is situated around 90 km away Marketing Corporation, Government of West Bengal. The FPO used
from Kolkata and 30 km from Krishnanagar, the district to send vegetables, aromatic rice, honey, etc. to Sufal Bangla. During
headquarters of Nadia. The farmers of the block cultivate paddy, lockdown, the FPO got its first order to supply 1,000 litre mustard oil
pulses, mustard, vegetables and flowers like tuberose, marigold, to Sufal Bangla and successfully supplied its first consignment.
rose etc. In 2016, NABARD promoted an FPO named Vivekananda
Agriculture Producer Trust in that area initially with 50 farmers, Cashing in on the capacity building efforts and financial support
gradually increasing the membership to 800 with the help of an NGO of NABARD, Vivekananda Agriculture Producer Trust evolved into a
called Daluabari VSPUS. Farmers Producer Company (Vivekananda Agri- Farmers Producer
Company Limited) from a farmer’s club to a one-stop solution
Challenges: The farmers used to get low returns due to low provider for its members and farming community of Ranaghat-II and
volume of produce and distress sale due to surplus production of adjacent blocks of Nadia.
Consignment of Mustard Oil by the FP
Promoting Financial Inclusion

Financial inclusion is a national priority and an enabler of digital and payment acceptance infrastructure and drives digital and
inclusive growth. The rural population does not only need to know financial awareness activities.
its financial rights, dues, and opportunities but also must avoid the
dragnet of informal lending that has impoverished it for generations. The Financial Inclusion Fund (FIF) aim to subsidise the cost of digital
infrastructure for banks.
NABARD supports the creation of financial inclusion infrastructure
in banks that helps in speedier financial transactions. It also builds
35
Our current interventions under FIF
Deployment
SCB branches + SFBs + PBs in schools and colleges in SFDs + milk societies in all districts
RRBs in schools and colleges in SFDs + fixed BC points/branches + milk societies in all
Micro-ATMs
districts
RCBs+ PACS+ milk societies and other non-credit societies
PoS & mPoS Devices In Tier III–VI centres of all banks
Dual Authentication Interface BC points for SHG transactions (SCBs including SFBs, PBs, and RRBs)
BHIM Aadhar Pay Devices All banks
On-board
RRBs
BHIM UPI
RCBs
Public Financial Management System RCBs
RRBs
Bharat Bill Payment System
RCBs
RRBs
Central KYC Registry
RCBs
Support
Positive Payment System RCBs
RRBs
RuPay Card Activation with Green PIN
RCBs
RRBs
AUA/KUA licence
RCBs
Note: AUA = Authentication User Agency; BC = Banking Correspondence; BHIM = Bharat Interface for Money; KUA = KYC User Agency; KYC = Know Your Customer; mPoS = mobile
Point of Sale; PACS = Primary Agricultural Credit Societies; PB = Private Bank; PoS = Point of Sale; RCB = Rural Cooperative Bank; RRB = Regional Rural Bank; SCB = Scheduled
Commercial Bank; SFB = Small Finance Bank; SFD = Special Focus District; SHG = Self-Help Group; UPI = Unified Payments Interface.
36
Showcase 3.6 ATM Mobile Van – Jammu & Kashmir
Beneficiaries: J&K State Cooperative Bank Ltd. and the rural the vans on several occasions at famous tourist spots like the
population of Kashmir region of UT of J&K. Tulip Garden of Srinagar, near hospitals and at various business
centres like Batamaloo, Jehangir Chowk, etc, where the people
Challenges faced started doing the transactions on regular basis through the
Low level of financial literacy in rural hinterland of Kashmir region. ATM Mobile vans. Every day at least fifty to sixty transactions were
made on each ATM.
Lack of accessibility to banking facilities in rural areas.
Tourist places near the urban centres also lacked banking Despite several odds, like frequent internet blockages and law and
outlets/facilities. order issues, the bank carried out several literacy campaigns under
FLC initiative of NABARD. The campaigns were carried out in the
Solution provided with support from FIF: 02 Mobile Vans remote areas of district Srinagar, Ganderbal and Budgam covering
Impact: 02 mobile ATM vans were sanctioned to J&K State almost all the blocks, and several campaigns were organised for
Cooperative Bank with the assistance of NABARD in June 2018 school children and senior citizens. Besides financial literacy, the
to enable J&K SCB to provide better services to its customers. vans have also helped the bank in financial inclusion, image building
The objective was to utilise the vans in spreading financial and and marketing of its banking products in difficult climatic conditions
digital literacy especially among rural masses. J&K SCB used and inaccessible terrain.
37
Showcase 3.7 Financial Literacy to Migrant Labourers
Background: Financial Literacy Programmes

Kerala is home to more than 30 lakh migrant labourers and with The programmes were conducted in locations such as work
new ones making an entry on a daily basis, the numbers are growing sites of migrants, their dwellings and branches of ESAF SFB. The
significantly year on year. With low levels of literacy, these groups branch managers of the Bank conducted the programmes. The
have scarce financial literacy nor have adequate know how to banner and the literature were made in Hindi/Bangla so that the
manage their hard-earned wages in a way that can help them secure migrant labourers could easily understand. Customers could open
their future, once they are back to their place of origin. Majority bank account during the programmes and were taught to make
of migrant workers in Kerala are from West Bengal, Assam, Uttar remittances back home using digital products such as PUI, QR code,
Pradesh, Bihar, Odisha and Tamil Nadu. It is also believed that these mobile banking, *99#, etc.
migrant workers face issues like non-payment or delayed payments.
Win-Win Situation for Bank and Customer
Issues of Migrants: All-out efforts have been made to provide access to banking services
that suit their requirements, while making them feel comfortable in
Every year millions of women and men leave their homes looking
using them without the barriers of language, communication literacy
for jobs with higher wages and better life opportunities for
or the like. ESAF has benefited through a long standing and closer
themselves and their family. relationships with the migrant segment as they would appreciate
These remittances, whether they are sent within or across borders, the convenient of access and ease with which they use the banking
are often a major financial resource for creating enterprises products and services, viz., savings account, remittance, RD, FD,
and jobs, providing education to siblings or children and social and insurance, which can help the migrant population.
protection for the families left behind. However, in practice,
remittances tend to be also used for daily consumption and the
acquisition of consumer durables. This may not always maximize
the net benefits to the household or to the local community.
Many migrant workers and their families lack basic literacy and
numeracy skills, especially women.
Kanjirapilly, Kottayam
Labour migration may come with high costs and risks, including
labour exploitation, indebtedness and human trafficking. Supporting Off-Farm Development
Many of the migrant labourers do not have electoral or aadhaar Marketing initiatives
card, which create a barrier in approaching formal financial NABARD has been supporting producers in both farm and off-farm
institutions. sectors to market their produce effectively by setting up rural haats,
rural marts, and participation of artisans and crafts people in
NABARD Support to ESAF Small Finance Bank (SFB) national or regional level exhibitions and melas.
ESAF SFB approached NABARD for support under FIF to conduct Off-Farm Producers’ Organisations
special financial literacy camps to migrant labourers. 20 Financial
NABARD has been promoting OFPOs to deliver the benefits of
literacy programmes were sanctioned to ESAF SFB with a financial
collectivisation and economies of scale to the rural non-farm sector.
assistance of `0.1 million.
During 2021-22, 18 OFPOs were sanctioned with grant support of
`121 million.
ESAF has realised that for inclusive development and growth, the
expansion of financial services to all sections of society is of utmost It has been observed that before NABARD’s intervention, low-income
importance. A focused approach has been adopted to run the weavers suffered due to the absence of product aggregation, poor
Financial and Digital Literacy Programme. Financial literacy camps bargaining power, obsolete designs, and limited market in remote
for migrant labourers were organised during December 2019 and areas. Therefore, OFPOs have been creating alternative livelihood
January 2020. opportunities in Rural India (Showcase 3.8).
38
Showcase 3.8 Weaving a Design for a Brighter Future - Maheshwar Artisans Producers Company Limited (MAPCL)
Maheshwar Handlooms rose to prominence during the reign of Women weavers have also gained confidence and are ready
Rani Ahilya Bai Holkar (1767-1795). However, the subsequent to take up leadership role with their increasing participation in
advent of cheap factory-made fabrics disrupted the weaving decision making related to finances and markets.
tradition. The weavers also faced multiple challenges like
dependency on intermediate dealers for marketing opportunities, Way Forward:
skill deficit of contract weavers working on low wages, lack of
Setting up of a rural mart, which will provide a platform
participation of women weavers in decision-making & lack of access
to institutional credit. where they can aggregate and sell their products directly.
Aggressive usage E-Commerce platforms and social media
Solutions: Understanding the needs of weavers, NABARD promoted for marketing and feedback mechanism.
an Off-Farm Producer Organization (OFPO) - Maheshwar Artisans Continuously develop designs and quality according to
Producers Company Limited (MAPCL) in Maheshwar, District
market trends.
Khargone, Madhya Pradesh, with a grant assistance of `2.5 million
in the year 2020-21 with support of POPI, Manthan Gramin Evam Focus on increasing the share capital to boost eligibility of
Samaj Sewa Samiti, which mobilised 500 weavers and organised OFPO for linkage with institutional credit.
them to form a company. Under the guidance of NABARD, the POPI Motivate women weavers to join the OFPO and be included
took concerted efforts to provide various benefits to weavers in terms as Board of Directors (BoDs).
of skill, raw material, credit and marketing through convergence with
schemes of handloom ecosystem.
The success of MAPCL not only reflects the benefits that accrued
Interventions: to 500 weavers, but also provides a template for weaving an
institutional framework based on convergence that creates a sure
Skill: Skill upgradation of around 200 weavers of MAPCL was
shot design for the sector.
completed under SAMARTH programme of handloom department
of Government of Madhya Pradesh.
Raw material: Provision of yarn cards to OFPO members has
helped them to receive raw materials at subsidized rates, thus
increasing their profit margin.
Credit: The OFPO members, particularly women, were organized
into JLGs, which were financed, by Madhya Pradesh Gramin Bank
(RRB) - to the tune of `12.50 lakh to 5 JLGs.
Market: OFPO made effective use of NABARD sponsored
exhibitions in Ahmedabad, Vijayawada, Bengaluru, Bhopal etc. to
market its product at remuneration prices. The OFPO has also
listed its products on E-commerce platforms such as Flipkart.
Impact:
With 230 shareholders and a share capital of `0.23 million,
the OFPO had an estimated turnover of `0.8 million during
2021-2022.
The planned convergence of skill, credit and market availability
has transformed the mindset of those weavers working on daily
wage to become entrepreneurs themselves.
Access to markets through National and state level exhibitions has
enabled the weavers to overcome barriers caused by monopoly of
“Formation of OFPO has given me a positive momentum
intermediate dealers and sell products at competitive rates with
to go ahead” Smt.Gayatri Bai Verma, OFPO member
improved profit margin.
39
"Climate change is moving faster
than we are, but we don't give up
because we know that climate action
is the only path"
- Antonio Guterres
ENVIRONMENTAL
SUSTAINABILITY
Environmental & Social Policy (ESP) and Gender Policy of NABARD
NABARD’s commitment towards promotion of sustainable, equitable and inclusive
development is built upon a strong Environmental & Social Policy (ESP) and Gender
Policy, through a strong network of monitoring and assessing the environmental, social
and gender impacts of various projects and interventions of the organization.
The Performance Standards of ESP and Gender Policy

Assessment and management of environmental and social risks and impacts
Labour and working conditions
Resource efficiency and pollution prevention
Community, health, safety and security
Land acquisition and involuntary resettlement
Biodiversity conservation and sustainable management of
living natural resources
Indigenous people
Cultural heritage
Gender equality and women’s empowerment
Access and equity; and protection of human rights
40
4 - ENVIRONMENTAL SUSTAINABILITY
NABARD’s Climate Change

Programme
NABARD continues to play a prominent role in implementing A glimpse of NABARD’s climate change related initiatives
climate solutions, as the National Implementing Entity (NIE) for National Implementing Entity Country Exchange Programme
the Adaptation Fund (AF) under the United Nations Framework 2021 by Adaptation Fund Board.
Conventions on Climate Change and the National Adaptation Fund
Digital dossier on NABARD climate change success stories.
for Climate Change (NAFCC) of Government of India. It is also the
Direct Access Entity (DAE) to the Green Climate Fund. NABARD received in-principle approval for a GCF-funded project
on enhancing energy efficiency of the MSME sector with a
NABARD’s role involves ideating, facilitating, funding, and promoting financial outlay of $30 million (`6,938 million).
a range of measures to alleviate the impacts of climate change in The Asia–Pacific policy forum of APRACA on ‘Promoting Climate-
tune with global and national priorities. Resilient Financial Services to Agriculture and SMEs’ was held
under the chairmanship of Dr G.R. Chintala, Chairman, NABARD.
NABARD-mediated (or initiated) funding of climate change `17.5 million ($0.23 million) support from NABARD’s Climate
projects Change Fund for the following:
(Cumulative as on 31 March 2022)
training and capacity building by Centre for Climate Change,
Projects by fund Bankers Institute of Rural Development, Lucknow;
Sanctioned Disbursed
type & No. sponsoring World Sustainable Development Summit, World
`609 million `438 million Water Summit, regional conferences/seminars on climate
AF: 8 change awareness, etc.;
($8.03 million) ($5.78 million)
`8,475 million `5,192 million building solar model farm at Krishi Vigyan Kendra, Delhi;
NAFCC: 30
($111.80 million) ($68.49 million) a study on e-waste management in Sikkim; and
`9,442 million `4,024 million generating awareness about mangroves, coastal ecosystem,
GCF: 2
($124.55 million) ($53.08 million) and livelihood opportunities in Goa.
`52 million
CCF -
($0.68 million)
Adaptation Fund
Project Locations
Climate Smart Agriculture

for Sustainable Livelihoods
Climate Proofing of Watersheds
Uttarakhand
Tamil Nadu & Rajasthan
$969,570
$1,344,155
Building Adaptive
Capacity in KPC
Madhya Pradesh Enhancing Adaptive Capacity of
$2,556,093 S&M Farmers
West Bengal
Building Adaptive Capacity $2,510,854
of Small Inland Fishermen
Conservation and Management of
Madhya Pradesh
Coastal Resourves
$1,790,500
Andhra Pradesh
$689,264
The above map is not to scale and is for illustrative purposes only.
41
Showcase 4.1 Adaptation Fund: Uttarakhand
Name of the Project: Climate Smart

Actions and Strategies in North
Western Himalayan Region for
Sustainable Livelihoods of Agriculture-
Dependent Hill Communities
Location: 10 Villages in Champawat
District of Uttarakhand State
Project Finance: $0.97 million
Duration: 4 Years (2015-2019)
Extended up to 2021; completed
Project Beneficiaries: 1,357 families
of Small and Marginal farmers having
land holding < 2 ha
Project Approach:
Implemented in 10 villages of Champawat district of Uttarakhand where average annual income per household is only `28,000
(US $476).
Baseline vulnerability assessment of the project sites and community mobilization are carried out during project planning.
Water efficiency improvement measures like rejuvenation of natural springs, construction of roof top rain water harvesting systems, drip
and sprinkler method of irrigation.
Promotion of climate smart farming technologies for horticulture, protected cultivation, tree farming, conservation of agro-bio diversity, etc.
with the use of traditional knowledge.
Improved livestock breeding and management services and multi stakeholder's consultation for capacity building.
42
Successful Impacts: Construction of 200 low-cost polyhouses and plantation of

Climate adaptation strategy planned for 10 village clusters of 30,000 fruit trees along with fodder plantation in 100 ha area.
Champawat District of Uttarakhand. SHGs established under the project played major role by stitching
Adoption of climate smart farm practices by 800 families and thousands of masks to meet the shortfall during COVID-19
rejuvenation of 15 water springs. pandemic.
Constructed 150 Roof Top Rain Water Harvesting structures and Way Forward:
development of Drip and Sprinkler method in 20,000 sq.m area.
Replication and upscaling of climate smart agricultural
Harvested 22.5 lakh litres of rain water through Roof Top Rain practices for improving livelihood
Water Harvesting measures.
NAFCC Projects
Project Locations
Climate Resilient Agriculture Climate Smart Agriculture

Jammu and Kashmir Himachal Pradesh
[`22.52 Crore] [`20 Crore]
Climate Resilient Climate Smart Agriculture
Livestock Management Bihar
Punjab [`23.07 Crore]
[`17.4 Crore]
Water Management
Climate Smart Agriculture Sikkim
Haryana [Rs. 24.67 Crore]
[`22.1 Crore]
Ecosystem Management
Adaptation through Assam
Ecosystem Services [`24.57 Crore]
Uttar Pradesh
[`19.8 Crore] Springshed Development
Arunachal Pradesh
Water Harvesting [`23.92 Crore]
Rajasthan
[`24.98 Crore] Conservation of indigenous
Rice Varieties
Crop Residue Nagaland
Management [`24.67 Crore]
Regional Project
[`120.66 Crore] Carbon positive eco village
Water and Livelihood Security Manipur
Gujarat [`10 Crore]
[`21.36 Crore]
Sustainable Agriculture
Restoration of Degraded landscapes Mizoram
Regional Project [`10.38 Crore]
[`126.1 Crore]
Springshed Development
Climate Smart Villages Meghalaya
Madhya Pradesh [`22.92 Crore]
[`24.88 Crore]
Sustainable Water Supply
Efficient Water Management West Bengal
Maharashtra [`23.12 Crore]
[`22.95 Crore]
Climate Resilent Forestry
Climate Resilient Agriculture Jharkhand
Telangana [`24.73 Crore]
[`24 Crore]
Water Conservation
Conservation of Indigenous Livestock
Odisha
Karnataka
[`20 Crore]
[`24.22 Crore]
Integrated Farming System Climate Adaptation of Wetlands
Kerala Chhattisgarh
[`25 Crore] [`21.47 Crore]
Climate Proofing of Watersheds Climate Resilient Dairy Development

Tamil Nadu Andhra Pradesh
[`23.8 Crore] [`12.71 Crore]
Rehabilitation of Coral Habitats Integrated Surface Water Management
Tamil Nadu Puducherry
[`24.74 Crore] [`16.76 Crore]
43
Showcase 4.2 NAFCC: Kerala
Project Area:
Name of the Project: Promotion of Integrated
There is a pressing need to revive the traditional brackish water paddy-shrimp
Farming System of Kaipad and Pokkali in Coastal
farming system called integrated Pokkali-Kaipad farming in the context of Climate
Wet Lands of Kerala
Change. The term Pokkali of Central Kerala refers to a salt tolerant rice cultivar
Project Focus: Coastline Wetland Management grown in the coastal saline soils of Kerala. Kaipad system of North Kerala refers
to sustainable rice cultivation with aquaculture in brackish water marshes.
Project Location: Pokkali and Kaipad Coastal
Wetlands in Kannur, Ernakulam, Thrissur and
The traditional rotational farming system of paddy and shrimps, has reduced
Alappuzha Districts, Kerala
from 25,000 ha to about 2,200 ha in the last 3 decades. About 5,765 ha of
Project Finance: `250 million ($3.75 million) Pokkali land has become un-utilisable or is partially utilised due to broken bunds
and insufficient bund height in many places as a result of increase in high tide
Duration: 3 years (2016-2019) Extended up to
level.
2021; Completed
Executing Entity: Agency for Development of To address the above coastal ecosystem vulnerabilities, the given project
Aquaculture, Kerala (ADAK) envisions to promote integrated farming system of Pokkali and Kaipad where
saline tolerant paddy is cultivated along with integration of fishery as an
Project Beneficiaries: 250 households of the opportunity to upscale climate resilient farming practice, ensure food security,
project areas and promote livelihood generation.
44
Project Approach:
Climate Change Vulnerability studies of coastal communities Construction of strong earthen bunds and sluice gates at regular
and ecosystems along with popularization of traditional farming intervals for controlling water flow due to sea level rise, flood and
system. sudden tidal surges on account of climate change.
Introduction of integrated farming system of Pokkali and Kaipad Cultivation of tall varieties of salt tolerant paddy and integrating
in an area of 600 ha. (300 ha of Kaipad land from Kannur fishery with Euryhaline fish/shrimp species.
District and 300 ha of Pokkali land from Ernakulam, Thrissur and
Alappuzha districts).
Integrated Farming System of Kaipad and Pokkali in Coastal Wet Lands of Kerala
Successful Impacts:
Reclamation of 300 ha of Kaipad lands in Northern Kerala, Simultaneous production of 1,800 tonnes of rice and 540 tonnes
300 ha of the Pokkali fields and undertaking the practice of of shrimp/fish during a monsoon season.
traditional rotational farming of paddy and shrimps system.
Construction of 17 km long earthen bund to check ingress of Way Forward:
saline water and flood water. Replication and upscaling of climate smart agricultural
Generation of a minimum of 2,64,000 man-days of employment practices for improving livelihood
annually.
45
Showcase 4.3 NAFCC: Sikkim
Name of the Project: Addressing

Climate Change Vulnerability of Water
Sector at Gram Panchayat Level in
Drought Prone areas of Sikkim
Project Focus: Water Security
Location: 74 Gram Panchayat Units
(GPUs) in South Sikkim and West
Sikkim districts
Project Finance: `246.7 million
($3.29 million)
Duration: 3 years (2017-2020)
Completed
Name of Executing Entity: Rural
Management and Development
Department (RMDD), Govt. of Sikkim
Project Beneficiaries: 40,000
households with 0.2 million population
Project Approach:
The project has been implemented in South and West districts of Sikkim. The project undertook trainings on preparation and implementation
of Village Water Security Plans (VWSPs) for Gram Panchayat, updating of database for village springs atlas, construction of Roof top water
harvesting structures, Community water storage reservoirs to store night and excess monsoon discharge of the springs. Construction of solid
waste recovery unit and fodder and horticulture development works has also been carried out in the project.
46
47
Successful Impacts:
The project’s climate resilient spring shed rejuvenation work has About 2220 participants have been sensitized on climate change and
benefited 40,000 households with 0.2 million population. water conservation measures. Prepared VWSP in 74 GPs.
Construction of 10,000 litre capacity Individual Household level Dhara Vikas activities have provided 32776 man-days of
Water Harvesting tanks has augmented water storage capacity of employment, fodder development- 316535 man-days of
reservoir by 13.8 million litres and has generated 1,89,060 man- employment, and horticulture development- 662490 man-days
days of employment. of employment respectively.
Dhara Vikas or artificial springs recharge activities has been Way Forward
taken up across 6 blocks of the project covering 482 ha. area.
Replication and upscaling of climate smart agricultural
This has resulted in augmentation of an annual water recharge practices for improving livelihood
capacity of 723 million litre.
GCF Projects
Project Locations
Pan India Odisha
Mitigation Project Adaptation Project

Line of Credit for Solar rooftop Ground water recharge and Solar
segment for Commercial, Micro Irrigation to ensure food
Industrial and Residential security and enhance resilience in
Housing sectors vulnerable tribal areas of Odisha
Location: Pan India Location: Odisha

Executing Entity: Tata Cleantech Capital Limited Executing Entity: Govt. of Odisha
Project Outlay: $250 million; GCF Loan: $100 million Project Outlay: $166.3 million; GCF Grant: $34.4 million
48
Financing Environmental
Infrastructure
NABARD has financed state governments through RIDF to create renewable energy and climate-smart irrigation projects, by leveraging its
unique position to unlock immense opportunities.
Renewable Energy (including NER) Climate-Smart Irrigation
`10.64 billion `0.09 billion

Sanction
($0.14 billion) ($0.001 billion)
Number of projects 15,250 9
Cultivable command area development
78,800 409
envisaged (ha)
Employment generated (million person days) 14.67 0.08
Population benefitted (million) 1.46 0.001
49
Supporting Watershed
Development
NABARD’s watershed projects have been impactful and sustainable due to mandatory people’s participation in planning and
implementation of the projects. These participatory watershed projects since 1990s aimed at de-risking the earnings of farmers in
rainfed farming systems.
Cumulative no. of projects sanctioned Cumulative disbursement:

Area covered:
(31 March 2022): `20.14 billion
2.59 million ha
3,557 in 28 states ($0.26 billion)
Achievements during FY2022
Covering
156 Projects 0.13 million
sanctioned
ha
`1.09 billion
48 KfW
disbursed
soil projects
($0.014 billion)
Including
31 springshed
development
50
Showcase 4.4 KfW Soil (SEWOH II) project - Groundwater recharge - Conservation of base flow through Sub-surface Dykes
Sub surface dyke or underground dam is a subsurface barrier subsurface dykes were constructed in Cholayil thodu and one
across stream which retards the base flow and store water upstream dyke each at Cheriyil thodu and Manlumpuram thodu. Total cost
(of the dyke), below ground surface. They are found suitable for incurred for constructing these sub surface dykes was `0.16 million
providing sustainable drinking/irrigation water supplies for local (`0.13 million grant assistance and `0.03 million of community
communities, without any loss of cultivable land and without contribution).
affecting the local ecology.
Preliminary observations carried out in the area indicate that the
The intermittent streams viz., Cheriyil thodu, Cholayail thodu dyke has been effective in conserving ground water in the upstream
and Manlumpuram thodu pass through the Nattukal watershed, side, which is evident from the increase in water level of wells
Palakkad district, Kerala. During the non-flow season, four compared to previous years.
51
Sustainability of
Tribal Development Programme
NABARD instituted TDF during 2003-04 with a corpus of `0.5 billion, from its profits, with a view to providing sustainable livelihoods for the
tribal households.
Tribal Development Programme is pro-environment with the cultivation of predominantly long duration horticultural crops, which can provide
sustainable income to the tribal families over a period of 30-40 years.
`18.02 billion TDF has touched > 0.58 million

($0.24 billion) disbursed tribal farm-dependent families
Cumulative sanctions by NABARD Wadis covering >0.55 million

`25.41 billion ($0.33 billion) acre have been developed
Progress
under TDF
NABARD partnered with (As on 31 March 898 projects in
499 project implementing agencies 2022) 28 states & UTs
Estimated to sequester 28 million trees

0.61 million ton CO2/ year (~50 plants/ wadi)
63 `1.63 billion
new projects sanctioned ($0.02 billion) sanctioned
TDP during 2021-22
`1.14 billion 24,000

($0.015 billion) disbursed families to benefit
52
Showcase 4.5 Bagan Development Project in Sikkim
no perennial source of water. Different farm implements such

Project: TDF-Wadi, sanctioned by NABARD in 2020-21 as Knapsack sprayer for foliar application of bio-pesticides and
Location: South Sikkim bio-fertilizers, secateurs for pruning of fruit crops, rose can, fruit
harvester, plastic crates were also benefitted by the farmers.
Champion: Krishi Vigyan Kendra, South Sikkim Namthang, located

Impact:
at Namthang which is 26 km from Namchi, district Head Quarters.
Land use pattern: Before the initiation of the project, most of
Beneficiaries-target group of the initiative: The project was the farmers practiced mono cropping or either left their land
initiated for the socio-economic development of the Scheduled barren. With the implementation of the project fruit-based
Tribe population to bring 400 acres of land under orange and guava cropping system was introduced and barren lands were brought
plantation through orchard-based farming system for sustainable to cultivation thereby increasing the cropping intensity.
development of livelihood in eleven villages namely Upper Kateng,
Soil fertility: With the introduction legumes as intercrops,
Lower Kateng, Upper Bokrang, Lower Bokrang, Ruchung, Palitam,
application of bio-fertilizers and organic manures such as
Rabitar, Rabikhola, Manghim, Kabrey, and Makarjong in South
vermicompost and Madhyam compost, inclusion of crop rotation
Sikkim.
brought about an increase in the soil fertility status of the Wadi
villages.
Challenges faced: As per survey and secondary data reports
affirms that about 90% of the respondents are directly involved in Improved crop production practices: High yielding crop varieties
agriculture, horticulture and allied activities their major source of of fruits and vegetables were introduced in the villages along with
income for the family. South Sikkim falls under the dry belt of Sikkim improved technologies on better crop management practices,
and depend entirely on the rain water for irrigation as there is no organic plant protection measures by which the farmers were
perennial source of water due to the highly undulating topography. able to fetch increased yield.
Solution provided with support: The implementation of the Bagan Water management facilities: As South Sikkim falls in the
Development Project in the selected tribal villages of South Sikkim dry belt; the irrigation need was met up by the project with
proved to be a boon for the farmers by providing them a platform in the construction of water harvesting structure-Jalkund and
the holistic development in the farming sector. distribution of polypipes.
With the introduction of high yielding varieties and disease-free Capacity building programme: Capacity building programmes
planting material of Guava and Sikkim Mandarin, the farmers were also conducted for the farmers, farm women and rural
were able to get return from the 4th year onwards. youth. Interstate exposure visits were also organized to motivate
the farmers in fruit-based cropping system to get better economic
During the project period, the importance of soil reclamation returns. For the women farmers, capacity building programmes
with Krishi Chun and other organic compost like Vermicompost
such as candle making and beautician were also held.
and Madhyam compost were also made known to the farmers.
Method demonstrations on production of vermicompost and Improvement in health status: Due to the yearly health camps
Madhyam compost were also conducted; as a result, the farmers organized during the project period, the farmers were able to
adopted the technology and were able to produce the manure for give an importance to their overall health so as to overcome their
their fruit orchard as well as the intercrops cultivated by them. health problems and work efficiently.
The fruit-based cropping system included the cultivation of kharif Mobilization of Farmers Club, SHGs: The different farmers
and rabi vegetables as intercrops, by which the farmers were and women groups were mobilized through this project and the
able to get an additional income. The technologies on proper group activities were also enhanced. The groups also took part in
cultivation practices of the intercrops were also disseminated to various exhibitions, Krishi Mela, etc and some even got rewards
the farmers and so the farmers were made acquainted with the which helped in boosting up their motivation toward farming.
newer technologies of crop cultivation.
Formation of FPO: Farmers Producer Organisation was also
About 150 households benefitted with water harvesting structure- formed in collaboration with NABARD and an organic outlet
Jalkund in collaboration with the State Horticulture Department at Namthang Bazar was also opened up by the Producer
and poly-pipes were also distributed to the farmers to meet the Organization. This organic outlet gave an opportunity to the
irrigation need as South Sikkim falls under the dry belt of Sikkim farmers to sell their produce without having to wait for the
and depend entirely on the rain water for irrigation as there is weekly haats.
53
Credit linkage: The project helped the farmers to be well villages, giving an opportunity to the village youth for employment
acquainted with Kisan Credit Card and Joint Liability Group, and enhancing their skills. The farmers also got a chance to
thereby facilitating the credit linkage. develop their communication and interpersonal skills through the
various interaction and training programmes held throughout the
Employment generation: Field Assistants were appointed for
project period.
the supervision of the project from the project implemented
Bagan at Farmers Field
Guava Orchard Intercropping of beans in orange and guava orchards
54
"It is our collective and individual
responsibility to preserve and tend to
the world in which we all live"
- The Dalai Lama
IN-FOCUS:
ECOSYSTEM RESTORATION
The UN Decade on Ecosystem Restoration (2021-30) aims to prevent,
halt and reverse the degradation of ecosystems on every continent and in
every ocean. It aims to end poverty, combat climate change and prevent
mass extinction. It can succeed if everyone in every country plays a part.
NABARD has been intensely involved in ecosystem restoration through

alleviation of climate change impacts, watershed development, and other
natural resource management initiatives.
55
5 - IN-FOCUS: ECOSYSTEM RESTORATION
Ecosystem Restoration for

Healing Nature
The well-being of humanity depends on healthy ecosystems. Nature The UN Decade calls for a transformative way of working and seeks to
purifies the air we breathe, regulates our climate, cleans our catalyse a global movement. It recognizes that restoration cannot be
water and provides us with food and medicine. However, decades achieved without the participation of the whole of society and needs
of unrelenting economic growth have been at the expense of our to be self-driven, participatory, and carried out in a decentralized
natural resources. manner, following guiding principles on ecosystem protection and
restoration.
While global response to the threats of climate change has
gained momentum, it is imperative that human action is rooted In achieving restoration both at pace and at scale, there is a need
in restoration of the world’s degraded and destroyed ecosystems. to overcome the various barriers to large-scale restoration. The
Extensive ecosystem restoration is increasingly seen as being central UN Decade has identified the following primary barriers to scaling
to conserving biodiversity and stabilizing the climate of the Earth. restoration:
With a window for action becoming ever so small, in halting and
limited awareness of societies of the negative effects of
reversing the trends of biodiversity loss and ecosystem degradation,
ecosystem degradation and conversely the benefits of investing
the UN Decade hopes to inspire a global movement, a generation
into restoration;
for restoration.
lack of financing for restoration;
Ecological restoration is the art and science of helping degraded shortage of legislation and policies that incentivise ecosystem
natural areas recover to healthy condition and function. Efforts restoration;
towards ecosystem restoration emerged after centuries of extraction limited technical knowledge and capacity for ecosystem
and consumption of natural resources, viz., forests, rivers and restoration;
streams to a dangerous extent. This drive towards ecological
restoration also created jobs for engineers, surveyors, hydrologists limited investment into long-term research.
and foresters as well as opportunities for investors, construction
companies and others who specialize in rehabilitating nature.
Healthy ecosystems, viz., forests, rivers and lakes, oceans and 15%
coasts, mountains, grasslands and peatlands, farmlands and urban converted lands in priority areas could avoid
landscapes, provide us with ecosystem services, the numerous
benefits that humans and other life forms gain from a well-functioning 60%
ecosystem. These include benefits such as food, fibre, medicine, of expected extinctions while sequestering
climate regulation, water purification, fresh air, and aesthetic value.
299
Policymakers must look for innovative procurement mechanisms gigatonnes of CO2 -
to be used in conjunction with the increased level of private-sector
capital focused on providing high-quality ecological restoration. With 30%
sound scientific methodologies, robust implementation standards of the total CO2 increase in the atmosphere, or 14%
and reliable financial assurances, the true public benefits of flood of total emissions, since the Industrial Revolution
and storm surge reduction, infrastructure asset protection and
community resiliency can be realised with greater effectiveness. (“Global priority areas for ecosystem restoration” by
Strassburg et al, Nature 14 October 2020)
As communities cope with increasingly frequent and severe
floods, cyclones, and other natural disasters, investments in green
infrastructure such in flood prone and coastal areas to improve
resilience. Land degradation in the form of soil erosion and
fertility decline has affected agricultural activities, and therefore,
rehabilitating degraded soils assumes great importance.
56
India holds promise on the Decade on Ecosystem Restoration In India, restoration targets are reflected is several of its flagship
programmes. The National Afforestation Programme (NAP) is
United Nations Environment Programme (UNEP) has found that for
focused on the rehabilitation of degraded forests and afforestation
every dollar that is invested into restoration, at least $9 of economic
around forests. Further, the National Mission for a Green India (GIM)
benefits can be expected in return.
under the National Action Plan on Climate Change (NAPCC) is aimed
at improving and increasing tree cover as a climate adaptation and
Given that approximately 30% of India’s land area, i.e., 96.4 million
mitigation strategy.
hectares (mha) stands degraded, scaling up ecosystem restoration
will address these complex and wide-ranging issues including
A key focus of the National Biodiversity Action Plan is also to
biodiversity, climate, livelihoods, and food security in the country.
implement strategies for the reduction in rates of degradation,
fragmentation and loss of natural habitats. Recognition that natural
Recognising the importance of restoration to the socio-economic
resources are intrinsically linked to rural livelihoods is also reflected
wellbeing of the country, as well as to the attainment of Sustainable
in flagship schemes like the Mahatma Gandhi National Rural
Development Goals, India has made substantial commitments to
Employment Guarantee Scheme (MGNREGS) and the National Rural
restoration. It joined the Bonn Challenge in 2015 with a pledge to
Livelihood Mission (NRLM).
restore 13 mha of degraded and deforested land by 2020 and an
additional 8 mha by 2030. This was further increased to a target
NABARD and Ecosystem Restoration
of 26 mha by 2030 during the Conference of Parties (CoP) of the
United Nations Convention on Combating Desertification (UNCCD) During the last four decades, NABARD has been deeply involved in
held in Delhi in September 2019. India has committed in its NDC to ecosystem restoration through various initiatives, viz., alleviation of
create an additional carbon sink of 2.5-3.0 billion tonnes of carbon climate change impacts, watershed development, and other natural
dioxide equivalent through additional forest and tree cover by 2030. resource management efforts.
One of the largest remaining areas of mangroves in the world, the Climate Change and Ecosystem Restoration
Sundarbans supports an exceptional level of biodiversity in both
Our unique position as National Implementing Entity (NIE) for National
the terrestrial and marine environments. Studies have shown
Adaptation Fund for Climate Change (NAFCC) and Adaptation Fund
that mangrove forests can absorb four to five times more carbon
(AF) and Direct Access Entity (DAE) for Green Climate Fund (GCF),
emissions than landed tropical forests. It has also been revealed
provides us with resources and domain knowledge and experience
that mangroves can act as buffer for Ocean acidification and act
to play a significant role in combating climate change and furthering
as sink for micro-plastics. India is committed to conservation and
ecosystem restoration.
restoration of natural ecosystems; and has strong commitments
towards conservation and management of mangroves.
57
Showcase 5.1 Adaptation Fund: Andhra Pradesh
Name of the Project: Conservation

and Management of Coastal Resources
as a Potential Adaptation Strategy for
Sea Level Rise
Project Focus: Coastal Resources
Management
Location: Sorlagondi, Nalli and
Basavanipalem Villages of Krishna
Mangrove Wetlands area of Andhra
Pradesh
Project Finance: $0.69 million
Duration: 4 Years (2015-2019)
Extended up to 2021; Completed
Project Beneficiaries: Direct: 3,905
farmers of the Project Villages; Indirect:
1.29 million people inhabiting in and
around the Krishna and Godavari delta
region of Andhra Pradesh
Project Approach:
Restoration of the degraded mangroves
is carried out in degraded, saline, and
unprotected mangrove areas Nursery
raised mangrove saplings are planted 2
m apart along the canals at about 20 cm
down the slope in 100 ha area.
The aquaculture ponds are modified to
provide about 40% of the area for raising
mangrove plantation and 60% of the
water area for fish cultivation.
The native multiple mangrove species
are grown to avoid ingress of sea water,
coastline stabilization, and livelihood
protection.
Demonstration of Integrated Mangrove
Fishery Farming Systems (IMFFS) is done
in the lands owned by small aqua farmers
and model is showcased to sustain
income from the fish farming.
Village Level Institution (VLI) is
established at the village / hamlet level
to plan, implement, and monitor project
activities. Interventions for restoration of degraded mangroves and
aquaculture as adaptation strategies against sea level rise
58
Successful Impacts
Restoration of degraded mangroves in 200 ha area along the Knowledge development through publication of resource
Krishna estuary. materials viz., pamphlets, brochures, posters, etc.
Orientation to 1,500 people on Climate Change, Sea Level Rise,
Adaptation Capacity building. Way Forward
Establishment of mangrove nursery in 3 villages for ensuring Replication and upscaling of successful adaptation
supply of mangrove seedlings. strategies against the risk of sea level rise
Demonstration of two models of IMFFS with the participation of
local community members and other stakeholders.
Rehabilitating degraded soils

NABARD has been collaborating with KfW since 2017 to rehabilitate and regenerate degraded soils, especially in areas with
communities vulnerable to climate change impact.
Phase I of the three phase project has resulted in groundwater recharge of 6–30 feet; employment of over 102 person-days per
annum; adoption of intercropping, mixed cropping, Azolla cultivation, and SRI; increase in yield of groundnut, paddy, and pigeon pea;
and improved food security and nutrition.
Impact of the KfW soil project
Soil health & Sustainable NRM,

Soil & water
productivity farming practices, and
conservation
food security
Groundwater level raised by 74.1% beneficiaries took 53.2% beneficiaries reported

6-30 feet through low- cost up soil testing & adopted increase in number of crops
recharging structures recommendations grown; 47% reported increase in
Average employment of 45.7% respondents adopted cultivated area
101.6 person-days generated intercropping, mixed cropping, 73.2% beneficiaries reported
annually Azolla cultivation, SRI, new and improvement in nutrition due to
improved varieties, etc. new practices
Yield increased for groundnut Increased per capita consumption
(89.6%), paddy (10.7%), and of milk and chicken/meat - 40.3%
pigeon pea (47.6%) beneficiaries reported increase in
owned livestock (milch animals
and poultry)
Capacity building & knowledge

Climate change risk mitigation
management
63.5% beneficiaries trained on soil management, 39.2% increase in farm machinery usage by beneficiaries
cultivation and irrigation practices, organic farming, Fodder availability increased by 2.6 months
water budgeting, integrated nutrient and pest
Access to weather-based agro-advisories via NICE
management, crop rotation, crop diseases, bee
platform for 24,560 beneficiaries
keeping, dairy, poultry, goat farming, and gender
sensitisation 29.5% respondents reported better access to markets
70% respondents reported improved climate change
adaptation capacity of communities
59
Showcase 5.2 KfW Soil (SEWOH II) project - Organic farming of vegetables
Mery Manki, a poor woman farmer of Ghaghari Village, Mery Manki has set up a compost unit near her house with three
Saraiyahat Block, Dumka District, owned a plot of land, about drums of 200 litres each containing Jeevamrut, Waste decomposer,
1.50 acres. She traditionally cultivated paddy and millets and Amritpani. Apart from this, she is also preparing vermicompost
without the use of synthetic fertilizers and pesticides. Due to in her field. Farmer applied these organic composts and fertilizers in
low nutrient status and pests & diseases, the farmer her SRI-cultivated paddy and finger millets during the Kharif season.
received very low yields from the crops. Watershed She was enthusiastic and took a step further by undertaking high-
Organisation Trust (WOTR) is implementing the KfW Soil value crop cultivation in the Kharif and Rabi seasons for additional
Project in Bamni Watershed. She was an active member of income under the guidance of a project implementing agency,
training programmes supported by NABARD for vegetable cultivation WOTR. In Kharif, she had transplanted tomato in 0.081 acres and
under the project. She has also participated in training on got an additional income of `50,000 and in Rabi, she has cultivated
chemical-free pest management, soil fertility management, and cabbage, cauliflower, chili, and pea and got returns of `30,000. This
organic farming. Post-training programmes, she started practicing organic method of farming is an inspiration for other farmers in her
organic farming and learned the preparation of organic inputs area as it reduces the input costs and is also eco-friendly for the
for better results. environment and health.
60
"Businesses must reconnect company
success with social progress."
- Michael Porter
SOCIAL SUSTAINABILITY
NABARD has pioneered a whole gamut of innovative and sustainable
developmental models which have led to significant improvement in living
standards and empowerment of women and weaker sections of Rural
India. Creation of rural infrastructure, innovations in farm and off-farm
sectors; education; promotion of ICT-based interventions; consolidation
and convergence with government programmes; leveraging CSR funds;
rural start-ups; use of IoT/ AI, skill development, etc., have been driving the
social sustainability agenda of NABARD.
61
6 - SOCIAL SUSTAINABILITY
Transforming the
Rural Landscape
NABARD actively supports and finances Expected outputs of social sector projects under NIDA (as on 31 March 2022) are as under:
several social sector and other infrastructure
projects aimed at improving the quality
of life, viz., education, health, drinking
water, rural housing, sanitation, electricity
transmission, and renewable energy.
Communication
Social sector constituted 32.7% of total Rural Housing
loans sanctioned under RIDF tranche XXVII Network to connect
Construction of 0.35
(FY2022). The major share of these loans 30,000 plus government
million rural dwelling units
has been extended towards drinking water office & free internet to 20
under PMAY-G
projects (67%), followed by education lakh households in Kerala
(18.8%), and healthcare (12.8%).
In FY2022, in line with GOI priority, an

amount of `100.7 billion ($1.33 billion)
was sanctioned to facilitate the installation Education
of rural drinking water schemes by state Rural Health
700 additional annual
governments. Out of this, `62.56 billion 3,000 additional beds
MBBS graduates
(`0.82 billion) in aggregate for 18 proposals (after construction of 7
7,880 additional annual
was sanctioned to benefit 2.8 crore persons medical colleges and
graduates in other
in 13,954 villages across 10 states under upgrade of hospotals)
Jal Jeevan Mission. disciplines
NABARD has extended loans for rural housing under Pradhan Mantri Awaas Yojana–Gramin (PMAY–G) since 2017–18 and for household
toilets under Swachh Bharat Mission–Gramin (SBM–G) during FY2019 and FY2020 towards part funding of GOI share.
These social sector projects have paved a way towards achievement of the following SDGs:
62
Showcase 6.1 Punjab Tops the Performance Index in School Education with RIDF Support
Objective: The department is implementing the infrastructure projects

through decentralised mode, i.e., School Management
To provide safe class rooms, safe drinking water to school children
Committees (SMCs).
in rural areas. Punjab aims for universalization of Elementary and
Secondary school education by achieving 100% Gross Enrollment
Impact:
Ratio (GER), 100% Net Enrollment Ratio (NER), 100% retention and
Zero dropout of the school age population. The state scored 929 points out of 1000 to rise to the top spot
in the Performance Grading Index (PGI) for the year 2019-20
The Project: improving its rank form 7th position. A 15 per cent increase in
government school enrolment in Punjab this year, notwithstanding
Total Financial Outlay: `6,869.8 million ($90.6 million)
the pandemic, testifies to the success.
RIDF Loan: `6,541.3 million ($86.3 million) under various tranches Creation of wide gamut of school infrastructure under RIDF
since 2007-08 has contributed in the State to become the only State to
score 150/150 under “Infrastructure & Facilities” category of
RIDF assistance for educational infrastructure as a part of social
Performance Grading Index.
sector was started from the year 1998-99.
RIDF support resulted in enhanced accessibility in 58% of
Conforming to the provisions of the RTE Act, 2009 and the
the villages in the state covering 48% of students enrolled in
guidelines of Govt. of India on “Safety of School Children”, safe
the state.
school building with sufficient infrastructure, including good
classrooms.
School Infra
created under
RIDF
8888 1501
Additional Classrooms EduSat Schools
1482 1184
Toilets Science Labs
594 1500
Activity Rooms RO Units for
Drinking Water
2
Meritorius Schools
The glimpses of School infrastructure created under RIDF
63
Social Progress
through SHG-BLP
Showcase 6.2 My Pad My Right project in Uttarkashi district, Uttarakhand
Challenges: Women of Gyansu area of Uttarkashi district of Impact: Rajeshwari SHG formed under NABARD’s support is currently
Uttarakhand, were mobilized to form groups and linked with banks operating the unit and has so far made more than 12,000 sanitary
under NABARD’s SHG-Bank Linkage Programme. They have been pads. The SHG members were highly appreciative of the MPMR
traditionally doing stitching and knitting and that too in a sporadic project and informed that they were selling the product through
manner. The women of the district work very hard but lack self- their acquaintances and through informal networks including sales
confidence, and subjects like menstrual hygiene were never given to students of inter colleges and degree colleges. The NGO is also
any adequate consideration. A specific intervention was needed to helping the SHG in marketing of the sanitary pads.
help them to take a leap in an entrepreneurial mode.
Perhaps the most important impact of the intervention has been
Interventions: Uttarkashi district was selected as one among that the women of the SHGs have come out of their houses, and
the 30 districts for implementation of the project - “My Pad My have gained confidence to put forth their views. The medical camp
Right” (MPMR) for production of sanitary pads. The project was and trainings have spread the message of importance of menstrual
sanctioned by NABFOUNDATION to NGO-Association for an Integral hygiene and sanitary pads.
Mankind (AIM) in Gyansu area of the district. After launching of the
programme, the machines were received and installed. Phase-1 of
Way Forward:
training programme (medical camp for 100 women and training for
30 SHG members) was conducted during March 2021. Phase-2 Based on the feedback from the SHG women and the NGO
of the training was conducted in April 2021 for six groups with 5 in the phase-II of the project, they aim to use semi-automatic
members each and they started the production of the sanitary pads. or automatic machines, with minor changes in the product
The members worked in a team spirit carefully weighing, cutting, so as to suit better the demand in the market. The NGO and
gluing and making the pads. AIM played a crucial role in facilitating SHG are looking forward to open an outlet in Gyansu market
the programme. which would give better visibility to their product.
64
Showcase 6.3 Empowering women through entrepreneurship development
Challenges: Mou Gupta is a member of Baidyapara Maa Padma Impact: With financial support of Bankura DCCB, Chhatna branch
WSHG at Baidyapara village, in Bankura district of West Bengal. While she has established a tailoring shop at Chhana Bazar. She is able
working as a dress designer, she faced the following challenges: to earn `10,000/- per month from the shop. The socio-economic
She and her family were living in acute poverty condition of her family has improved substantially with her income
support.
Lack of modern design
She had idea about proper market linkage
Way Forward:
Absence of any financial support
Mou wants to be a successful entrepreneur with her tailoring
She had no skill on information technology
work. She is trying to get some work order for supply of school
dress for children from the Government of West Bengal. If
Intervention: Mou has a Diploma on tailoring from ITI, Chhatna,
she gets supply order from the state government, she will
and was trained under a NABARD-supported MEDP - Dress Design
be able to create employment opportunities for other SHG
Development Programme. After completion of all these trainings,
members in her group.
she developed her confidence to become a successful garments
maker in her locality.
65
Financial Inclusion for

Inclusive Growth
Showcase 6.4 Banking the Unbanked
The villagers of Madan (Dangiya), Tehsil Palanpur, district for providing door-step banking facility to villagers of Madan
Banaskantha, Gujarat were primarily engaged in dairy farming and (Dangiya). In no time, Banaskantha DCCB took advantage of
milk trading activity. The milk trading activity involved reception, the scheme offered under Financial Inclusion Fund, NABARD
testing, local and sample milk sale and dispatch of milk to the and installed Demo Mobile Van equipped with mini-ATM outside
milk union. The milk union had to pay prices of milk procured to the Madan (Dangiya) Milk Cooperative Society. The villagers of
Madan (Dangiya) Milk Cooperative Society who in turn had to pay Madan (Dangiya), breathed a sigh of relief as the mobile van had
its members (villagers) at fortnightly intervals. Until 2019, the milk rescued them from long distance travel and offered a door- step
cooperative society members had to travel a distance of 17 km banking facility.
to reach HQ Banaskanatha DCCB to withdraw money from their
accounts. This was a major challenge for villagers which the DCCB
Furthermore, the Demo Mobile Van was used by the Banaskanatha
wanted to address so as to pay all the milk cooperative society
DCCB for imparting financial and digital literacy for all the
members on time.
villagers of Madan (Dangiya) that had enabled them to transact,
operate the ATM seamlessly and secure their futures by subscribing
At this juncture, DDM, NABARD, Palanpur, offered a solution to to social security scheme of Government of India viz, PMJJBY and
Banaskantha DCCB and guided them to deploy Demo Mobile Van PMSBY.
66
Showcase 6.5 Financial Literacy Programmes for students – Project Young Champions
East Godavari district of Andhra Pradesh is good in education related The importance of all such concepts is also explained along with
indicators and has many educational institutions that provide some case studies and stories.
education in different fields.
The branch officials explain the students about various documents
Champion: Bank branch officers and Financial Literacy Counsellors required for opening account in the Bank. The students are
motivated to open accounts with the bank and accounts are opened
Beneficiaries-target group of the initiative: School Students during the camps. These accounts are especially helpful in receiving
the scholarships. To cultivate the habit of savings from tender age,
Challenges faced: students are motivated to save small amounts even if it is in small
The students had no idea about various services provided by the denominations.
Bank
Impact: A separate account code has been created for school
They knew about some aspects such as ATM cards etc. through
children and named as Young Champ. As the part of this initiative,
their parents but were unaware about the basic financial concepts
in 2019-20, the bank has approached 31 schools where around
such as savings, investment, credit, remittances etc.
5000 students participated in the camps.
Lack of such basic financial knowledge from early age results into
financial mis-management in later years The programme has not only resulted in opening of accounts for
students but also of their parents and relatives who approached
Solution provided with support from FIF: To make children aware bank branch after getting information in such camps.
about the financial management from early age, the bank branch
officers along with FLC counsellors are conducting Financial and The benefits of government schemes such as scholarship are routed
Digital Literacy Camps in the schools for students of 8, 9 and 10 through these accounts. The students feel more confident about
classes (Age group of 13-15 years). using digital transaction modes such as ATM, PoS, mobile banking,
UPI, etc. and approaching the banks for any financial need.
The Financial Literacy counsellors explain students about various
concepts related to financial management such as savings, credit, The understanding of financial concepts from early ages are expected
investments, insurance, digital transactions through mobile, internet, to make people prudent in their financial management and will lead
ATM, PoS, micro-ATM, etc. and other services provided by the Bank. to making better financial decisions.
67
Skill, Earn and Sustain

Complementing with GoI’s Skill India initiative, NABARD has developed a structured approach for addressing the skill gap in rural India
through demand- and outcome-based programmes. NABARD has partnered with multiple stakeholders in the skill development ecosystem
to increase the rate of wage/self-employment in the rural areas.
Micro-Enterprise Livelihood and Enterprise Skill Development Programme (SDP)

Development Programme (MEDP) Development Programme (LEDP)
Training in micro-enterprise Training in end-to-end sustainable Training in skills leading to

activities livelihood solutions wage/self-employment
FY2022
769 MEDPs 357 LEDPs Number of Programmes: 234

Trained 25,745 Trained 46,823 Trained 6230
SHG members SHG members Grant `118.3 million
Grant `73.67 million Grant `138.1 million
Cumulative
19,203 MEDPs 1,641 LEDPs Trained 0.97 million

Trained 0.55 million Trained 0.18 million 35950 programmes
SHG members SHG members Grant `1.86 billion
Grant `424.63 million Grant `771.4 million
Supporting start-up and innovation ecosystem To support business ideas generated in the rural sector, seven
rural business incubation centres (RBICs) with assistance of
NABARD extends end-to-end assistance and grant support in setting
`633 million have been sanctioned. Each RBIC is at a different
up rural agri-business incubation centres (ABIC) at agricultural
stage.
universities and similar institutions.
These incubation centres supported 697 incubators and 225
NABARD set up a `1 billion Catalytic Capital Fund in FY2020 to start-ups, as on 31 March 2022.
support agricultural and rural start-ups in ‘Death Valley’ phase
The centres have been able to directly and indirectly benefit
through incubation centres and NABARD subsidiaries. Of the
0.3 million farmers and youth. The centres have also helped in
`100 million sanctioned from this fund, NABARD disbursed `60
establishing connect of 150 investors with the incubators for
million to NABKISAN Finance Limited (a subsidiary) and Madurai
funding support.
Agri-Business Incubation Forum.
With the aim of boosting the investment ecosystem for agri- and
food-tech systems, NABVENTURES, a wholly owned subsidiary
was seeded by NABARD with `5 billion in FY2019 to invest in early
to mid-stage start-ups.
68
In-house Social Sustainability

Initiatives
Staffing pattern
NABARD has been ensuring adequate representation of the weaker sections of society in the organisation. The staff position belonging to
SC, ST, SC, OBC and PWD employees, as on 31 March 2022 is presented below.
Cadre Total Of which PwD ExS

General OBC SC ST EWS
A 2,129 1,130 445 335 195 24 53 38
B 641 385 105 92 57 2 20 29
C 380 143 58 124 55 0 22 18
Total 3,150 1,658 608 551 307 26 95 85
Note: EWS = Economically Weaker Section; ExS = Ex-Servicemen; OBC = Other Backward Classes; PwD = Person with Disability; SC = Scheduled Caste; ST = Scheduled Tribe.
Training and development

NABARD’s training policies and programmes create an atmosphere of learning and upskilling of not just its own staff but also client
institutions.
Training programmes for our own staff conducted by NABARD’s training institutions NBSC and BIRD, and also and other reputed
institutions during FY 2022 are presented below.
51
1,682 175 146
officers took up professional
officers completed at least officers were deputed to Grade A and B officers
and distant learning courses
one module of 49 off-the-shelf recruited during the year
from reputed institutes
NabScholar (e-learning capacity building underwent induction
under Incentive
platform) programmes training in rural banking
Study Scheme
236 3,119
226 SC/ST/OBC 3,119 staff members were
candidates received
candidates received trained through
pre-recruitment training
pre-promotion training 123 programmes
69
OTHERS
Annexure I
GRI Content Index
GRI Standards – In Accordance: Core
GRI Standards Disclosure Page No.
Universal Standards
GRI 101 Foundation Report’s Profile Reporting principles - In-accordance ‘Core’ 11
GRI 102 General Disclosures
GRI 102-14 Statements from Senior Decision Makers: Messages from Chairman & DMDs; 4-7
Preface by CGM
GRI 102 Highlights 2021-22 Accolades, Awards and Recognition 15
GRI 102-15 Sustainability Strategies 11-13
GRI 102-21, 102-40 Stakeholder Engagement & Materiality Definition 14
GRI 102-1, 102-2, 102-3, Organizational Profile 17-18

102-4, 102-5, 102-6, 102-7,
102-8
GRI 102-16, 102-17 Ethics, Values & Principles 19
GRI 102-18 Governance Structure 17-18
GRI 102-30 Risk Management 19
Topic Specific Disclosure – Economic Sustainability - GRI 200
GRI 201-1 Direct Economic Values Generated 21-22
GRI 203-1 Indirect Economic Impacts 23-39
Topic Specific Disclosure – Environmental Sustainability - GRI 300
GRI 304-2 Significant impacts of activities, products and services on biodiversity 40-60
GRI 303 Water Conservation 42-54
Topic Specific Disclosure – Social Sustainability GRI - 400
GRI 400 Social impacts of activities 61-69
GRI 401-1, 401-2, 404-1, Employment, benefits to employees, diversity of employees, training of employees 69
405-1
70
OTHERS
Annexure II
NABARD and Sustainable
Development Goals
SDGs NABARD’s Interventions Page No. SDGs NABARD’s Interventions Page No.
31- 33,39, RIDF 23-27, 62-63
SHG-BLP, JLG
64-65,68
Financial Inclusion 31, 35, 37, 66
RIDF, NIDA, LTIF, MIF, DIDF, FPF 23-27, 62-63
Refinance 28-29 MEDP, LEDP 31-32, 65, 68
CFF 29
Watershed Development 41, 50-51, 60 31- 33,39,
SHG-BLP, JLG
TDF (Wadi & Non-Wadi) 30, 52-53 64-65,68
FPOs 34-35 Refinance 28-29
Financial Inclusion 31, 35, 37, 66 TDF (Wadi & Non-Wadi) 30, 52-53
Climate Change 41-60 FPOs 34-35
OFD & OFPO 32, 38-39 Financial Inclusion 31, 35, 37, 66
MEDP, LEDP 31-32, 65, 68 OFD & OFPO 32, 38-39

Climate Change 41-60
31- 33,39, MEDP, LEDP 31-32, 65, 68

SHG-BLP, JLG
64-65,68
RIDF, NIDA 23-27, 62-63
Refinance 28-29
CFF 29
Watershed Development 41, 50-51, 60
TDF (Wadi & Non-Wadi) 30, 52-53
FPOs 34-35
RIDF, NIDA 23-27, 62-63
Climate Change 41-60 Climate Change 41-60
OFD & OFPO 32, 38-39
MEDP, LEDP 31-32, 65, 68
31- 33,39,
SHG-BLP, JLG
64-65,68
TDF (Wadi & Non-Wadi) 34-35
MEDP, LEDP 31-32, 65, 68
71
OTHERS
SDGs NABARD’s Interventions Page No. SDGs NABARD’s Interventions Page No.
31- 33,39, 31- 33,39,
SHG-BLP, JLG SHG-BLP, JLG
64-65,68 64-65,68
RIDF, NIDA, LTIF, MIF, DIDF, FPF 23-27, 62-63 FPOs 34-35
Refinance 28-29 MEDP, LEDP 31-32, 65, 68
Watershed Development 41, 50-51, 60 Climate Change 41-60
TDF (Wadi & Non-Wadi) 30, 52-53
FPOs 34-35 Climate Change 41-60
Financial Inclusion 31, 35, 37, 66 Watershed Development 41, 50-51, 60
Climate Change 41-60 RIDF, NIDA 23-27, 62-63
OFD & OFPO 32, 38-39 TDF (Wadi & Non-Wadi) 34-35
MEDP, LEDP 31-32, 65, 68

Refinance 28-29
31- 33,39,
SHG-BLP, JLG Watershed Development 41, 50-51, 60
64-65,68
TDF (Wadi & Non-Wadi) 34-35
FPOs 34-35
OFD & OFPO 32, 38-39
MEDP, LEDP 31-32, 65, 68
72
OTHERS
Annexure III
Subsidiaries of NABARD
NABKISAN NABVENTURES Ltd. manages the NABVENTURES Fund-I (Fund), a
NABKISAN Finance Limited (NABKISAN) was incorporated under the Category II AIF, with a target base corpus of `5 billion, and a green
Companies Act, 1956 in 1997 and notified as a Non-Banking Finance shoe option of additional `2 billion.
Company (NBFC) by RBI. It is promoted with equity participation from
NABCONS
NABARD and others like Govt. of Tamil Nadu, Commercial Banks and
a few Corporates / Individuals. It provides support for livelihood/ NABARD Consultancy Services (NABCONS) NABCONS was
income generating activities by extending credit to Panchayat Level established in 2003 and registered under the Company’s Act,
Federations, Trusts, Societies and Section 8 companies/MFIs for 1956. It is a wholly owned subsidiary promoted by NABARD with an
on-lending to its member SHGs, JLGs. NABKISAN presently has authorized capital of `250 million and paid-up capital of `50 million.
operations in 21 States across the country. The balance sheet size In tune with NABARD’s mission to bring about rural prosperity,
touched `14 billion posting a year-on-year growth of 19% during NABCONS is engaged in providing consultancy in all spheres of
2021-22. agriculture, rural development and allied areas. It has a PAN India
presence and its clientele includes Central, State and Foreign
NABSAMRUDDHI Finance Limited (NABSAMRUDDHI) was Governments, International Organisations, Corporates, MNCs, etc. In
incorporated under Companies Act, 1956 in 1997 and registered FY 2022, NABCONS registered a growth of 30% in its revenues and
as Non-Banking Financial Company with the RBI. It is promoted with 28% in the net profit, despite the pandemic. In FY 2022, NABCONS
equity participation from NABARD, Union Bank of India, Canara Bank, contracted 179 assignments with a total value of `1.52 billion with
Government of Andhra Pradesh, Government of Telangana, Andhra focus on programmes under AtmaNirbhar Bharat Abhiyaan.
Pradesh State Cooperative Bank, Telangana State Cooperative
Apex Bank and a few Industrial Houses / individuals. During FY22, NABFOUNDATION, a Section 8 Company is wholly owned by NABARD,
Company achieved Asset Under Management (AUM) of `8.35 set up under Companies Act, 2013 in 2019 with an objective to
billion as against the target of `7.50 billion, registering a healthy implement NABARD’s developmental initiatives and to network,
growth of 16% over last year’s AUM of `7.18 billion, inspite of the coordinate and collaborate with other organizations to execute
challenging macro-economic environment due to disruptions caused projects for CSR activities. The Company acquired 12A and 80G
by COVID pandemic and resultant surplus liquidity in the system certification making them eligible to receive funds from individuals
impacting the demand side factors for the company. The objective and other corporates to take up developmental activities under CSR
of NABSAMRUDDHI is to provide credit facilities to individuals and mode. Four significant projects were initiated by NABFOUNDATION
legal entities for promotion, expansion, commercialization and during the year viz., MY PAD| MY RIGHT – aimed at Women’s
modernisation of enterprises and individuals engaged in non- Hygiene, Project NEW (NER Entrepreneur World) – a directory for
farm activities including microfinance, MSME, housing, education, skilled youth and Entrepreneurs in Northeast India, Meghalaya Hills
transport, etc. Broom Farmers Producers Organization (MHBFPO) – a community-
based Broomstick Production Centre and Farm Based Livelihood
NABFINS Education & Learning School in Meghalaya.
NABFINS Limited (NABFINS) is a subsidiary of NABARD, incorporated
NABSANRAKSHAN Trustee Private Limited, a wholly-owned
under Companies Act, 1956 in 1997 with equity participation from
subsidiary of NABARD, was incorporated on 13 November 2020
NABARD, Government of Karnataka, Canara Bank, Union Bank of
with an authorized capital of `1 billion and paid-up capital of `500
India, Bank of Baroda, Dhanalakshmi Bank and Federal Bank. It is a
million. NABSANRAKSHAN has been established to manage various
non-deposit taking NBFC registered with the Reserve Bank of India
credit guarantee funds of Government of India, State Governments,
and shall operate throughout India. The main objectives of NABFINS
etc. It aims to promote flow of institutional credit to desired sectors
are to provide financial services in two broad areas of agriculture
thereby contributing towards sustainable and equitable agriculture
and microfinance. It provides credit and other facilities for promotion,
and rural development. A two-tier architecture has been set up with
expansion, commercialization and modernization of agriculture and
NABSANRAKSHAN and multiple credit guarantee funds under its
allied activities. It provides micro finance services (with or without
management are housed in separate Trusts. One such trust viz.,
thrift) and other facilities to needy and disadvantageous sections
Credit Guarantee Fund Trust for Animal Husbandry and Dairying
of the society in both rural and urban areas. The company has 200
(CGFTAHD) has been registered by GoI with NABSANRAKSHAN
branches across 16 States of India and covers more than 6.13 lakh
as the Trustee. The objective of this Trust is to operationalise the
households.
Credit Guarantee Fund of `7.5 billion under Animal Husbandry
NABVENTURES Limited, a wholly-owned subsidiary of NABARD, Infrastructure Development Fund (AHIDF) announced under GoI’s
is an Asset Management Company focussed on management Atmanirbhar package. GoI has contributed `500 million as the first-
of Alternative Investment Funds (AIFs), set up under Companies year contribution to the Trust.
Act, 2013 in 2018 with an initial capital of `50 million. Presently,
73
OTHERS
Abbreviations
AF Adaptation Fund MEDPs Micro Enterprise Development Programmes

AFB Adaptation Fund Board MFP Mega Food Park
AIF Alternative Investment Funds MoEF&CC Ministry of Environment, Forest & Climate
ALCO Asset Liability Committee Change
BC Business Correspondent MoU Memorandum of Understanding
CAGR Compounded Annual Growth Rate MP Madhya Pradesh
CGM Chief General Manager MT Metric Tonne
CoP Conference of Parties NABARD National Bank for Agriculture and Rural
Development
CRAR Capital to Risk Weighted Assets Ratio
NABCONS NABARD Consultancy Services
DAE Direct Access Entity
NABFINS NABARD Financial Services Ltd
DDMs District Development Managers
NABKISAN / NABKISAN Finance Limited
DIDF Dairy Processing and Infrastructure
NKFL
Development Fund
NABSAMRUDDHI NABSAMRUDDHI Finance Limited
DLTCs District Level Technical Committees
/NFL
DMD Deputy Managing Director
NAFCC National Adaptation Fund for Climate Change
ESP Environmental & Social Policy
NBFCs Non-banking Finance Companies
FI Financial Inclusion
NBSC National Bank Staff College
FIF Financial Inclusion Fund
NGOs Non-Governmental Organisations
FLCs Financial Literacy Centres
NIDA NABARD Infrastructure Development
FPF Food Processing Fund Assistance
FPOs Farmer Producer Organizations NIE National Implementing Entity
GCF Green Climate Fund NPA Non-Preforming Asset
GDP Gross Domestic Product OFPOs Off-Farm Producer Organizations
GoI Government of India PACS Primary Agricultural Credit Societies
HO Head Office PAT Profit after Tax
HRMD Human Resources Management Department PCARDBs Primary Cooperative Agriculture and Rural
JLGs Joint Liability Groups Development Banks
KfW Kreditanstalt für Wiederaufbau PHC Primary Health Centre
LEDP Livelihood and Enterprise Development PMAY-G Pradhan Mantri Awaas Yojana (Gramin)
Programme PRODUCE Producer Organization Development and
LT Long-term Upliftment Corpus
LTIF Long Term Irrigation Fund RBI Reserve Bank of India
MC Management Committee RFIs Rural Financial Institutions
74
OTHERS
RIDF Rural Infrastructure Development Fund SIDBI Small Industries Development Bank of India
ROs Regional Offices TDF Tribal Development Fund
RRBs Regional Rural Banks TEs Training Establishments
RTI Right to Information TMT Top Management Team
SAPCC State Action Plans on Climate Change UNFCCC United Nations Framework Convention on
Climate Change
SBM-G Swachh Bharat Mission- Gramin
USD US Dollar
SCARDBs State Cooperative Agriculture and Rural
Development Banks UT Union Territory
SDGs Sustainable Development Goals WDF Watershed Development Fund
SFD Special Focus Districts WIF Warehouse Infrastructure Fund
SHG-BLP Self Help Group- Bank Linkage Programme WSHG Women Self-Help Group
SHGs Self Help Groups
75
Notes
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National Bank for Agriculture and Rural Development
Plot No. C-24. ‘G’ block, Bandra-Kurla Complex, Bandra (E), Mumbai - 400051
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SUSTAINABILITY

National Bank for Agriculture and Rural Development

DEFINING THE REPORT

IN-FOCUS: ECOSYSTEM RESTORATION

As India enters in ‘Amrit Kaal’ and commits to zero net emission by

United Nations has declared the current decade as ‘UN Decade on

I am confident that our development partners, policy planners,

NABARD has also launched

Theme of this report is

DEFINING THE REPORT

Our Sustainability Report 2021-22 can be viewed online

NABARD’s Sustainability Initiatives:

PODF –ID Fund

0.73 million SHG 3,000 additional $1.33 billion

$124.55 $111.79 $0.68 million $0.14 billion

(`9,442 million) GCF million) Project outlay Cumulative

grant sanctioned. sanctioned under disbursement under

$1.16 million 3,557 $0.26 billion

$15.71 million $47.17

OUR TRIPLE BOTTOM LINE APPROACH

PEOPLE PLANET PROFIT

Promoting inclusive growth for Climate action & Strong financials

Strong employee welfare

NIDA loans to state owned institutions, private entities &

RIDF & LTIF loans to state governments - Creating irrigation

Comprehensive DIDF - Modernising & augmenting infrastructure in dairy

FIDF - creation of fishing harbours to generate additional

Dissemination of knowledge Improving quality of rural lives

Promotion Transfer of technology PMAY–G - pucca houses with basic amenities

Training, consultancy Promoting climate

Supporting Climate Change Adaptation

Stakeholder Engagement and

Accolades, Awards and

The paid-up capital of NABARD stood at `170.80 billion ($2.25 billion) as on 31

The structure and composition of Board of Directors as on 31 March 2022

Committees of the Board Top Management Oversight

NABARD, in pursuit of its vision of fostering rural prosperity, has been

NABARD’s balance sheet size has grown by a significant 13.2%

2019-20 2020-21 2021-22 2019-20 2020-21 2021-22

2019-20 2020-21 2021-22 2019-20 2020-21 2021-22

NABARD’s Share Capital NABARD’s Stake NABARD’s Investment

0.05 100 0.05

1.61 63.1 1.02

1.72 87.5 2.28*

1.24 91.1 1.45*

0.05 100 0.05

0.05 100 0.05

0.05 100 0.05

NABARD also invests in Alternative Investment Funds (AIFs) to facilitate

Building a Strong and

RURAL INFRASTRUCTURE DEVELOPMENT: STIMULATING GROWTH FOR ACHIEVING SDGS

Agriculture & Rural Connectivity Social sector

Sectors supported by NABARD funded infrastructure projects for stimulating growth

RIDF 36.4 million ha irrigation potential created

`271.20 billion ($3.6 billion) sanctioned cumulatively up to 2021-22 since inception

NIDA 2.12 million ha irrigation potential created up to 2021-22

`851.27 billion ($11.2 billion) sanctioned cumulatively up to 2021-22 since inception

Construction of Salt Water Exclusion Regulator-cum-Bridge across Kariangode River at