The document provides an overview of pesticides and agrochemicals in India. It discusses the Indian agrochemical market size and growth rate. It outlines the industry structure, including the number of technical manufacturers, formulators, and distributors. It also examines challenges faced and opportunities in the industry. The document then provides recommendations for various stakeholders, including the need for product innovation, farmer solutions, and integrated pest management.

1. Pesticides &
Agrochemicals
SDCS Final Project Presentation
PRESENTED BY:
SUKRIT DHUP (UM15115)
SURESH PADHIARI (UM15116)
SWAPNIKA DAS (UM15117)
SWAYAM PRAKASH ROUT (UM15118)
TAPAS RANJAN TRIPATHY (UM15119)
TRISHA ANAND (UM15120)

2. Indian Agrochemical Market Overview
1. The Indian crop protection industry was estimated to be USD 4.75 billion in FY15.
2. Expected to grow at a CAGR of 12% to reach USD 7.5 billion by FY19.
3. Exports currently constitute more than 50% of Indian crop protection Domestic market and grows at 16%
CAGR
4. Domestic grows at 8% CAGR.
5. Globally, India is fourth largest producer of crop protection chemicals, after United States, Japan and China.
Industry Structure & Competitive Landscape
1. The Indian crop protection industry is dominated by generic products with more than 80% of molecules
being non-patented. This results in very low entry barriers for the industry.
2. There are about 125 technical grade manufacturers, including about 10 multinationals,
3. There are about 800 formulators.
4. Around 145,000 distributors in India.
5. More than 60 technical grade pesticides are being manufactured indigenously.
125 Technical Grade
Manufacturers
800 Formulators 145000 Distributors End Use Customers
Challenges Faced Opportunities
Non Genuine Products Export Opportunities
Stringent Regulations Decline of the Japanese
industry
Low focus on R&D Growth in
Herbicides/Fungicides
Lack of Awareness Low Pesticide Consumption
Long gestation period for new
products
Labor Shortage
Challenges & Opportunities
2

3. Imperatives for Various Stakeholders
Agrochemical Companies
Product Innovation: Product innovation needs to
capture emerging market trends and match International
standards. Indian companies usually spend 1-2% of their
turnover on R&D as compared to global companies which
spend 10-12% of their turnover on R&D.
End to end farmer solution: Companies should look
for opportunities to provide a comprehensive agro
offering or one stop solution ranging from procurement
to distribution, to the farmer.
Leverage on IT and Telecommunications: Companies
could leverage the existing IT and Telecommunication
Infrastructure to promote the use of products.
Integrated Pest Management: Integrated Pest
Management (IPM) is a sustainable approach to pest
management by combination of biological, mechanical,
physical and chemical methods.
Govt. & Regulatory
Bodies
Non-genuine pesticides are a critical challenge which not only impact the industry
image but also hamper the crop productivity and soil fertility. Apart from
Agrochemical companies, Government and Regulatory bodies have to play a critical
role for not only achieving increased reach of agrochemicals amongst the farmers
but making sure them only sustainable and environment friendly products reaches
3

4. SUSTAINABLE CONSUMPTION
Sustainable consumption is the use of
products and services that have a minimal
impact on the environment so future
generations can meet their needs.
Why should we care?
The rise of consumer societies - Sustainable
Consumption
• Culture of consumption
• Management of shared resources
• Tragedy of commons
• Bio-piracy: the exploitative appropriation
of indigenous forms of knowledge by
commercial actors
• Eco Patent Commons: a collective of
patents on technology that facilitate the
use of existing innovation that is
protective of the environment
(membership from 11 companies
including HP, IBM, Nokia, Sony and
Xerox)
Taking advantage of the opportunities
Mobilizing the whole company
Stakeholders are asking for it -
Risk profile is changing
No longer only for high risk companies
Acting as a point of differentiation
If you want to
make
sustainability an
integral part of
your business,
you must
identify
material
sustainability
issues, develop
a sustainability
strategy and
form
sustainability
targets
Sustainability
Strategy
Impacts
Corporate
Brand &
Ranking as
Employer of
Choice
Existing in
the long
run
Reduction in
Operating &
Mnfr Costs
Proactive
Mgmt of
Business
Risks
whysustainabilitymakes business
senseSocial
Employee development, attract
quality employees, satisfy customer
needs
Environment
Preserve resources,
Recycle, Reuse, reduce
wastes
Health & Safety
Employees, customers,
communities, beneficial
products
Financial
Impact investment,
profitable to be
sustainable
Governance
Well run business,
transparent reporting
SUSTAINABLE
BUSINESS
4

5. How to identify leading companies ?
look at if the activities make sense
Look at the approach to sustainability
Look at how they engage
Look at the future
Look at who is driving the change
Look at the resources allocated to sustainability
How they report
Why do companies fail?
Business
Society
CSR in
generic
ways
CSR aligned to
firm’s strategy
Functional perspective
Business case
• What is the problem/
business situation?
Challenges
• That have the
potential to make the
proposed solution
non-implementable
• How to mitigate
Trends & new
ideas
• That might have the
potential to address
the problem
Tips & resources
• What is the potential
opportunity and
sources of facilitation
KPI in sustainability driven companies
e.g. % of paper recycled
The International
Sustainability
Indicators Network
Measuring social impact- we need
inputs, outputs, outcomes, impacts
(outcome less an estimate of what
would have happened in the absence of
your programme)
5

6. Ralli Brothers
started operations
in Greece in 19th
century
The
agrochemical
business in
India started
only after 1948
Currently, the
parent company
is Tata
Chemicals and
subsidiaries
include
Metahelix Life
Sciences
Limited & Zero
Waste Agro
Organics
Limited
Rallis India Limited
Evolution
• Bio nutrients ; both macro and micro enables good root growth
Gluco Beta
• Rooting stimulant; Yield enhancement
Ralligold
• Water soluble Boron for cotton, vegetables, oilseeds, fruits
Solubor
• Organic plant growth stimulator; reduces flower droppings
Tata Bahaar
• Immediate green effect and improves stress tolerance
Tata Uphaar
• Multi micronutrient mixture for foliar applications
Tracel
Products
 Complete phase out of red triangle (extremely toxic) products
 More water based formulations to reduce environmental impact
 Supporting farmers in improving yield by initiatives like ‘More Pulses
Programs’ (handholding exercises)
 Conservation: Conservation of Energy by optimizing use of energy at
workplace
• CO2 Reduction: Through various solvent reduction initiatives
• Adopting various renewable sources of energy
• Reduction & Reuse: Reduce and Reuse wastes
• Zero Liq. Discharge from manufacturing units; recycled water
• Wealth fromWaste: Waste converted into useful By-Products
• Employed a strong ‘champion’ team at corporate level to drive various
sustainability initiatives in their respective locations. 6

7. Business overview
• Incorporated on 2001
• Headquartered at Monheim am Rhein, Germany
• Provides solutions for crop and seeds protection
and non-agricultural pest control.
For FY2014,
R&D expenses $1.29 billion
Revenue $12.63 billion
Bayer CropScience in agrochemicals market in
India
• Headquartered in Mumbai, India
• Engages in AgriCare business, which involves the
manufacture, distribution, and sale of insecticides,
weedicides, and other related agrochemical products
• Manufacturing facility in Himatnagar, Gujarat, India.
Global Market Share Indian Market Share
Global Carbon Emissions
Bayer CropScience
Bayer CropScience proudly
proclaims its commitment to
farming by helping farmers
provide safe, high quality,
affordable food, produced in a
sustainable way using less water
and energy, whilst promoting
biodiversity.
It calls itself an R&D based
company that invests its time,
energy and money into
addressing some of the many
challenges faced by farmers and
the industry.

8. Why sustainability?
• Adverse effect on the
environment and human
health
• Cause of imbalance in soil
biology
• Reported cases of human
intoxication by pesticides in
Brazil: 2178 in 2007  4537 in
2013
• Governments worldwide
putting emphasis on
economic, environmental, and
social sustainability in the
agriculture sector.
• Farmers depending on organic
practices and have initiated
efforts to optimize soil
productivity while
simultaneously preserving
their ability to function as a
healthy medium.
• Shift toward organic
alternatives such as bio
pesticides.
Bayer CropScience
Sustainability Practices
Energy Efficiency Target:
Between 2012 and 2020,
Bayer intends to cut its
specific greenhouse gas
emissions by 20% and
improve its energy
efficiency by 10%.
e3 - Sustainable Cotton
Initiative
Verification programs
documenting the farms where
quality cotton is produced with
environmentally responsible,
economically viable and socially
equitable methods.
Investment in Biopesticide
Acquired AgraQuest, a US-
based biotechnology
company and Prophyta
Biologischer Pflanzenschutz,
a supplier of biological crop
protection products.
Sustainable Potato Venture
Collaborated with Farm Frites
and started a partnership to
support a bottom-up approach
with potato farmers
addressing value-adding
sustainable potato-growing
practices at individual farm
level.
Bayer Labhsutra to
help farmers achieve
better return on
investment by adopting
Bayer’s integrated
solutions which include
Bayer's ‘Seed to Harvest’
packages.
Bayer GrowPro Programme
A pilot project, which promotes
mechanical transplanting of rice.
Customized Bayer Healthy Seedlings
are transplanted in the field for a rice
farmer followed up by an on-field
advisory team from Bayer Crop
Protection solutions.
Grape Project Model
Weather-based advisory
model to manage
residues in grapes
through Bayer spray
program jointly with the
National Research
Centre for Grape.
CIMMYT-Bayer
collaboration to focus on
agriculture-based
management in rice-wheat
rotation and smart farm
mechanization to make farm
management more efficient
and productive.
Global
India
8

9. •Monsanto India Limited (MIL) - a subsidiary of the Monsanto Company, USA
With a presence of more than six decades in India, MIL is committed to help
the Indian farmer produce more while conserving sustainably and to be
successful.
Monsanto proudly projects itself as a sustainable agriculture company,
committed to deliver products that help farmers grow better crops throughout
the world.
They have recently joined The World Business Council for Sustainable
Development to further boost their efforts towards a sustainable world for all.
About MONSANTO
Monsanto
9

10. •They produce modified crop-seeds like cotton, corn, fruits,
oilseeds and even vegetables. They aim to promote the yield of the
land of the farm and also the efficiency thus reducing the costs.
Apart from seeds Monsanto also manufactures herbicides which
help the consumers remove unnecessary weed growing alongside
the crops.
It is committed to reporting in accordance with the Global
Reporting Initiative and supporting the recently released United
Nations Sustainable Development Goals.
MONSANTO and Sustainability
Monsanto
10

11. •Project 1: SHARE Programs- Sustainable Yield Initiative- Project
SHARE- Sustainable Agriculture and Market Integration through
Farmer Producer Organizations (FPOs)
Project 2: Impacting Livelihoods through improved farming and
integrated land and water resource development
Project 3: Kitchen Garden Project and School Nutrition Project
Sustainable practices in India
Monsanto
11

12. At the core of Monsanto’s business is a commitment to sound science
and innovation, which enables their research team to deliver high-
quality products that provide benefits to farmers and the
environment.
To meet 2030 commitments - new vision for agriculture built upon
three pillars
Pillars : advanced breeding | biotechnology | improved
agronomic practices
Goals of feeding, clothing and fuelling the world.
Future Commitments
Monsanto
12

13. Since the 1950s, Dow’s agricultural business has been
discovering, developing and bringing sustainable
solutions to market for the growing world.
Company is committed to helping farmers increase their
crop productivity through higher yields, better varieties,
and targeted weed, insect, and disease control.
Their products and services balance the needs of boosting
agricultural productivity while preserving the
environment.
About DOW
Dow Chemicals
13

14. DOW and Sustainability
Dow provides world-class portfolio of leading-edge,
sustainable solutions for modern agriculture
Insecticides
Herbicides
Fungicides
Fumigants
Pest Managements
Nitrogen Stabilizers
Seeds, Traits, and Oils
Dow Chemicals
14

15. •Project 1:Discovering and developing solutions that help preserve the
quality of our land, water and air
Project 2:Mitigating our environmental impact in manufacturing,
packaging and shipping
Project 3: Contributing to community success through meaningful
collaborations
Sustainable practices in India
Dow Chemicals
15

16. By 2025, Dow will deliver $1 billion in value through projects that are
good for business and good for ecosystems.
By 2020, all R&D, capital and real estate projects at Dow will be
screened using Nature’s Future Value assessments, a tool we
developed with The Nature Conservancy to measure the value of
ecosystem services.
We will support the development of an increasingly chemistry literate
society through our commitment to STEM (Science, Technology,
Engineering, Math) education, utilizing the passion and expertise of
our trained employee volunteers, Dow STEM Ambassadors.
Future Commitments
Dow Chemicals
16

17. International best practices Indian best practices
• 4 R nutrient stewardship:
i. Right Source: Balanced supply of essential nutrients
ii. Right Rate: Decisions based on soil nutrient supply and plant
demand
iii. Right Time: Decisions based on dynamics of crop uptake, soil
supply, nutrient loss risks, and field operation logistics
iv. Right Place: Address root-soil dynamics and nutrient
movement
• Integrated Nutrient Management Division (INM) [Ministry of
Agriculture] mandated to ensure:
• adequate availability of quality fertilizers to farmers
• periodical demand assessment and timely supply
• promoting integrated nutrient management
• soil test-based judicious and balanced use of chemical fertilizers in
conjunction with organic manures and bio-fertilizers
• promotion of organic farming
• Ensuring quality control of fertilizers through implementation of
Fertilizer Order
• Reduce phosphorus losses to protect and restore water-related ecosystems
• Nitrous Oxide Emission Reduction Protocol (NERP): Nitrogen fertilizer
is responsible for emission of nitrous oxide emissions, but it is also the main
driver of yield in modern high production systems – Critical balance to be
maintained
• Urea Deep Placement (UDP) - Method of fertilizer application wherein
fertilizer is compressed into pellets that are then placed underground in the
root zone of plants (rice cultivation)
• It increases fertilizer use efficiency by acting as a low-cost, slow-release
fertilizer product.
• Improving energy efficiency in ammonia production: Overall, an
ammonia plant built today uses some 30% less energy per ton of ammonia
produced than one built 40 years ago. Restructuring has rewarded more
efficient producers
• Integrated Pest Management or IPM - Systems approach to reducing
damage caused by pests to an acceptable level without harming the
environment
• IPM combines biological, cultural, physical and chemical tools to minimize
economic costs and health, and environmental risks.
• Includes adoption of pest-resistant varieties of crops, biological and physical
control methods, bio pesticides, and when absolutely necessary, non-toxic
chemical pesticide
• Carbon Capture and Storage (CCS): CO2 is currently captured at a number
of ammonia production sites for use in the manufacture of urea or in other
industrial value chains. The expansion of CCS in ammonia production could
be supported by appropriate policy decisions.
17
Best practices worldwide

18. 18