India can define the narratives, capture the global markets and set the standards in agriculture

Climate and agriculture scientists have warned that India’s farmers may soon face productivity losses of 10-20 per cent for rice, 6-23 per cent for wheat and up to 40 per cent for pulses by 2050. Rising temperatures, erratic rainfall and soil degradation pose a threat to the food security of 1.5 billion Indians.

Yet, a different story unfolds in the farms with an increasing number of progressive farmers leveraging soil-sensors, weather monitoring and smart micro-irrigation systems to achieve 25-30 per cent higher yields, while reducing water consumption by 40 per cent. They represent the vanguard of India’s agricultural transformation, one powered by cutting-edge solutions by a new generation of Agriculture Tech or AgTech. This is India’s AgTech moment. And we cannot afford to miss it.

Indian AgTech is promising to not only solve our food security challenge but also solve it for the other countries in Asia and Africa, and establish India as a global leader in AgTech solutions. This is a daunting target, considering that 68 per cent of agriculture is rainfed, average land holding is less than 0.75 hectares, limited mechanisation and increased risk of extreme weather events and climate change. But, with more than 2,500 AgTech start-ups that range from precision farming, supply chain and logistics optimisation, digital marketplaces and e-commerce, quality management and traceability and fintech solutions for financial inclusion, India arguably has the best enabling ecosystem to scale AgTech.

The numbers are compelling. The global AgTech market, currently valued at $21 billion, is experiencing robust growth. India’s unique combination of digital infrastructure, innovative financial systems and deep agricultural expertise positions us to capture a significant share of this expanding market and drive change in the ways the world produces its food.

Recognising this potential, the government has also offered significant backing through an accelerator fund in 2023 to the creation of foundational digital public infrastructures (DPIs) like AgriStack, focused on farmer and farmland registries, crop sown registry and a unified farmer service interface. But to unlock the full potential of the AgTech sector to not only resolve the Indian agriculture challenges but also make India a leader in helping the world achieve global agri-food goals, there are a few persistent challenges we must address with a phased, strategic long-term plan.

The way ahead

Our greatest asset lies in existing networks. India has about 40,000 farmer-producer organisations – a collective of small, marginal and landless farmers, to increase their income and provide better market access. These FPOs are a robust pathway to reach small farmers who work with minimum resources. Strengthening the digital and data access for these FPOs will be the first step to ensuring the solutions are reaching the last mile. Simultaneously, using networks like district-level krishi vigyan kendras (KVK), which train farmers on traditional methods of farming, must also be transformed. We must also build regional AgTech Innovation Hubs that can help translate all available solutions to the local context and ensure a more equitable use.

Phase two must ensure wider adoption of the technological solutions. Precision agriculture, including drones, sensors, AI analytics, must be used at scale across millions of smallholder farms. Here is where the digital literacy of FPOs must be strengthened. Success here positions Indian AgTech companies to export solutions globally, targeting a potential $10 billion market in countries facing similar agricultural challenges.

By 2047, India can not only accelerate and climate-proof its own agriculture and food systems for its growing population but also set global benchmarks

But we must also tread with caution. As we embrace a more digital way of agriculture, strong data protection mechanisms must be put in place. We must also work on financial innovations to enable the marginalised farmer to use the technology and be protected from climate risks through products such as parametric insurance.

Moment for leadership

By 2047, India can not only accelerate and climate-proof its own agriculture and food systems for its growing population but also set global benchmarks. Countries across the Global South are watching India’s agricultural transformation. They represent not just potential markets for Indian AgTech solutions, but partners in building resilient food systems. India must also take cues on policy enablers and ecosystem builders from countries like China, which have been able to pioneer and establish themselves as leaders in the global solar industry or the Electric Vehicles market.

Indian AgTechs are not just tools for our own agriculture transformation but also our moral obligation to the 2 billion smallholder farmers across the Global South. With the right roadmap and robust implementation, India can define the narratives, capture the global markets and set the standards in agriculture and climate adaptation in the world.

The author is managing director-climate and energy, Intellecap

Mumbai, 7th Oct, 2025: When the Textile Recovery Facility (TRF) in Bengaluru opened its doors a year ago under the Saamuhika Shakti initiative, in August 2024, it was built on a simple but ambitious vision: to create an inclusive, circular textile waste management business that generates livelihoods for waste picker communities while reducing the environmental burden of textile waste. The TRF was started by Indumathi, a waste picker turned waste entrepreneur, with support from Circular Apparel Innovation Factory (CAIF), an Intellecap initiative and its implementation partner, Hasiru Dala. This initiative is part of CAIF’s flagship Closing the Loop on Textile Waste (CTL) Program.
Today, looking back at twelve months of experimentation, agility, and determination, the TRF is not just a facility—it has grown into an ‘at-scale’ model of aggregating post-consumer textile waste, has built a brand for itself, and has become a testing ground for pathways toward economic viability.

A Year of Resilience, Agility, and Improvisation

The TRF’s first year was not without challenges. Building a circular textile waste model meant navigating uncharted waters—scaling collection, navigating unpredictable markets, and evolving partnerships. Yet, resilience has been the hallmark of this journey.

Scaling Collection

• By January 2025, the Hub-and-Spoke model had taken its final form, with one TRF serving as the hub and 16 Dry Waste Collection Centres (DWCCs) functioning as spokes. Together, they collected over 30 MT of textile waste in January and reached a peak in April 2025 by collecting more than 51 MT of textile waste in a single month, showcasing the potential of decentralized waste management systems when they work in sync.
• Improvisation played a key role. The TRF piloted new waste streams, like tailoring waste from Shivaji Nagar, ensuring material segregation at source and supplying consistent feedstock to downcyclers in Tiruppur
• As part of the ‘Got Old Clothes’ campaign led by Saamuhika Shakti partner BBC Media Action, CAIF, in collaboration with Hasiru Dala, introduced an on-call textile collection service. Enabled through a dedicated WhatsApp number supported by a chatbot, this service facilitates the channeling of textile waste to both the Textile Recovery Facility (TRF) and Dry Waste Collection Centres (DWCCs), thereby broadening sourcing channels and strengthening the overall collection system.
• The TRF made a dedicated effort to include free-roaming waste pickers as part of the operations and empower as well as motivate them. One inspiring story came from Anitha, a free-roaming waste picker who, after visiting the TRF, mobilized her community to collect over 2.3 MT of textile waste—a clear example of grassroots ownership of the place-based circular economy model
• To establish an ‘at-scale’ aggregation model, the collection channels have been expanded to educational institutions, housing societies , hostels, book stores (eg. Atta Galatta) etc.

Navigating Unpredictable Markets

While scaling collection channels, the TRF also simultaneously focused on creating market linkages. The TRF secured its first bulk sales of post-consumer polyester and blended textiles (~9 MT in January) to buyers from Coimbatore/Tiruppur who repurpose the waste into industrial applications such as filler materials and building materials. By February, shipments scaled to ~30 MT, reinforcing the facility’s role as a bridge between waste recovery and industrial demand. However, owing to certain externalities, the bulk orders started to dry down. The TRF remained agile, took a decision not to tamper with the collection momentum, and resorted to renting extra space to store the polyester/blended textile waste. Over time, the bulk orders started to re-emerge.

Another avenue explored is the ‘Skills-as-a-Service’ model, developed in collaboration with Sambhav Foundation. In this model, leading upcyclers source post-consumer textile waste from the TRF. The waste is then directed to Sambhav Foundation’s Livelihood Resource Centres (LRCs), where women from waste picker families, trained in tailoring and related skills, transform it into finished products based on the upcyclers’ work orders. This collaboration not only creates a new revenue stream for the TRF but also generates dignified livelihood opportunities for women from waste picker communities

The TRF explores every avenue to maximize revenue — channeling higher-quality textile waste into resale and thrift markets (B2C), while ensuring that lower-quality waste is repurposed into business solutions such as industrial wipes (B2B). This diversification has allowed the facility to adapt, improvise, and sustain operations even when bulk orders slowed down.

Evolving Partnerships

The TRF is actively building partnerships with diverse stakeholders to strengthen and diversify its collection channels. Recent collaborations include Bangalore Apartments’ Federation (BAF), which facilitated the collection of over 500 kg of high-quality, resale-worthy textile waste, and multiple educational institutions, further expanding sourcing opportunities. By engaging a wider network of partners, TRF is ensuring a steady inflow of materials across quality segments while deepening its reach in the community.

he Textile Collection Drive, organised with Atta Galatta, saw citizens travel from across Bengaluru to responsibly discard their textile waste for recycling and upcycling, preventing it from ending up in landfills. | PC: Saamuhika Shakti

‍Indumathi at TRF: Leading with Heart, Inspiring Change

Behind the facility’s operations is a growing symbol of leadership Indumathi, a waste picker turned entrepreneur, whose journey embodies the transformative spirit of the TRF. Today, Indumathi is more than an individual; she is becoming a transformative voice for dignity, inclusion, and innovation in circular fashion. In the last one year, Indumathi represented the TRF at Bharat Tex 2025 and had the opportunity to present about her work and journey to the honourable Prime Minister of India at the event. Indumathi has also been featured in podcasts, YouTube channels, and prominent media like The Hindu.

Through her leadership, Indumathi has mentored others in identifying fabrics, sorting waste, and building market-ready products. She has also engaged with young changemakers—hosting school students at the TRF to demonstrate how waste can be turned into value-added products.

Her presence and expertise have highlighted the human dimension of the TRF story, showing that circular economy solutions are not just about technology, but also about people and communities.

Over the last few years, I have seen a massive transformation in my own life, from being a waste picker to becoming an operator and entrepreneur. I speak as a single waste picker, but there are millions of us worldwide. We are part of this world and if we do not organise ourselves into strong collectives, we cannot bring change. I dream of a better future for us. Waste pickers should no longer be invisible to society. — Indumathi, a waste picker turned operator and entrepreneur; as featured in It Matters, H&M Foundation’s newsletter

These collaborations amplify the message that Indumathi—and, by extension, the TRF—is a credible partner for brands, industries, and consumers looking to support inclusive circular solutions.

Journey Toward Economic Viability and Sustainability: Testing Different Waters

For any new model, sustainability is as much about economics as it is about setting up processes. Over the past year, the TRF has systematically tested different waters to chart its pathway to viability and sustainability.

Achieving break-even has been the north star for the TRF. The revenue being earned is being fully injected into the business as operational expenses.

A key learning has been that forward integration and venturing into the secondary material business are going to be key to maximising revenue. The TRF is piloting the production of industrial wipes from post-consumer textiles, targeting sectors like automotive, paints, and pharmaceuticals. It also showcased samples at Toyota’s Green Exhibition and explored partnerships for scaling wipes production. Parallelly, visits from global players like Decathlon and Syre highlighted the TRF’s potential to become part of the global supply chains of the textile industry. Lastly, the TRF is establishing a ‘Textile Processing Unit’ to shred polyester/blended textile waste to increase its acceptance to allied industries like the mattress-making industry and textile-board making industry.

On the B2C front, pop-up thrift stores have been rolled out, starting with the Hasiru Habba festival, where pre-loved garments found eager buyers and generated revenue.

Thrifting Pilot at Hasiru Habba. | PC: Saamuhika Shakti

‍The model was scaled up as Navajeevana Thrift Pop-Up Store at the Lalbagh Flower Festival marking the first public-facing initiative of this kind. Over 12 days, the pop-up sold 115 kg of quality pre-loved clothing diverted from landfills, generating over Rs 26,000 in revenues. On average, each piece of pre-loved clothing generated three times more revenue compared to selling it to resellers. This pilot established the fact that Thrifting is going to be an important avenue to reach the economic viability of the TRF.

The Navajeevana Thrift Pop-Up Store at the Lalbagh Flower Festival in August 2025. | PC: Hasiru Dala

‍These thrift experiments are helping assess demand, refine product curation, and expand the consumer-facing side of the circular model.

• A dedicated resource has been onboarded at the TRF to conduct rigorous market scouting, meeting potential buyers, show samples and crack business deals. The resource is also actively involved in setting up and managing pop up thrift stores.
• The other aspect of sustainability and viability is about building capacity. The team from Hasiru Dala, CAIF’s implementation partner, has been closely associated with the TRF operations from the beginning- especially for record keeping and market linkages. These skills are gradually being passed to the TRF staff through training, handholding, and supportive supervision.

These steps underline that viability is not just about one revenue stream but about creating an ecosystem where multiple pathways—bulk sales, B2B products, thrift markets, upcycled goods—are integrated to stabilize and grow the model.‍

Road Ahead: From Proof of Concept to Scalable Blueprint

Over the past year, the TRF in Bengaluru has demonstrated that community-led circular models are not only possible but also powerful. Through strategic collaborations with Saamuhika Shakti partners BBC Media Action, Hasiru Dala, and Sambhav Foundation as well as with community and educational institutions, the TRF has expanded its collection channels, diversified revenue streams, and laid the foundation of a system that is resilient, adaptable, and rooted in dignity for waste pickers.

As the TRF enters its second year, the focus is on strengthening economic viability by scaling tested models, expanding partnerships with brands and industries to integrate textile recovery into mainstream supply chains, and deepening grassroots ownership so that more waste pickers see this work not merely as survival, but as opportunity. The TRF’s story so far is one of resilience, collaboration, and economic experimentation, and its future promises consolidation, scale, and systemic impact—turning Bengaluru’s textile waste challenge into a model of circular innovation for the country and beyond.

Read it on Saamuhika Shakti’s Quarterly Edition, Sept 2025 Issue- Click Here