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Agriculture Technology

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IN THE UT OF JAMMU AND KASHMIR
ROADMAP FOR
HORTICULTURE
DEVELOPMENT
$ Disclaimer
The analysis presented in this report draws on data and information obtained from government departments, official
statistics, stakeholder consultations, field visits, and publicly available secondary sources. All efforts have been made to
ensure accuracy of the information and analysis contained herein, however, neither the institution nor the authors shall be
liable for any inadvertent errors or omissions.
ISBN: 978-81-991080-6-6
Authors:
Dr. Neelam Patel,
Senior Adviser, NITI Aayog
Dr. Babita Singh,
Senior Consultant, NITI Aayog
Dr. Syed Zameer,
Head, Food Science and Technology, Faculty of Horticulture, SKUSAT-Kashmir
Dr. Namrata Thapa,
Consultant-I, NITI Aayog Agriculture Technology Division
NITI Aayog
Govt. of India
Roadmap for Horticulture Development
in the UT of
Jammu and Kashmir
@ 2047 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
x
Table of
Contents
1. Introduction��1
1.1 Background��2
1.2 Geographical and Agro-Climatic Overview of J&K��4
1.2.1 Geography and Demography��4
1.2.2 Agroclimatic Diversity��5
1.2.3 Land-use Pattern��5
1.3 Significance and Scope of Horticulture in Jammu and Kashmir��7
1.4 Objectives ��9
2. Horticulture Overview And Status��11
2.1 Area, Production and Productivity Trends of Fruits�� 13
2.1.1 Change in the area, production, and productivity of major fruits (2004-05 to 2022-23)��14
2.1.2 Decadal Growth Trends in Area, Production and Productivity of Major��16
2.1.3 Identification of District-Wise Clusters of Major Fruits in J&K��21
2.1.4 Comparative Horticultural Performance of J&K vis-à-vis Major Producing States��25
2.1.5 Global Position of J&K’s Key Horticulture Crops��28
2.1.6 Domestic Demand Trends of Fresh Fruits and Dry Fruits��30
2.2 Marketing Arrangements of Major Fruits��33
2.2.1 Marketing Channels of Major Fruits��33
2.2.2 Availability of Marketing Infrastructure in J&K ��34
2.3 Export and import position of India for the Selected Commodities of Relevance to J&K��36
2.3.1 Apple Exports and Imports in India��36
2.3.2 Walnut Exports and Imports in India��37
2.3.3 Almond Exports and Imports in India��38
2.3.4 Saffron Exports and Imports in India��39
2.4 Registered and Unregistered Food Processing Units across the UT of J&K��41
2.4.1 Profiling of Existing Micro Enterprises Ecosystem ��42
2.5 Existing Horticulture Infrastructure ��45
2.6 Existing Schemes and their Performance for the Development of Horticulture in the UT��47
3. Challenges And Opportunities��49
3.1 Regional Constraints: Production To Post-Harvest Challenges��50
3.2 Post-harvest Losses of Major Horticulture Crops in J&K��51 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xi
3.3 Demand and Scope for Value Addition of Major Horticulture Crops in J&K��52
3.3.1 Major Gaps and Challenges in Promoting Processing��53
3.4 Potential of Horticultural Technologies and Adoption Challenges��56
3.4.1 Pre-Harvest��56
3.4.2 Post-Harvest ��56
3.4.3 Constraints in the Adoption of Horticultural Technologies ��60
3.5 Availability and Prospects of NABL Accredited Food Testing Laboratories in the
UT of J&K��60
3.6 Vagaries of Weather and Climate Change ��61
3.6.1 Impact of EWE and Importance of Early Warning System (EWS) in J&K��61
3.6.2 Limited Availability of Irrigation Facilities��62
3.7 SWOT Analysis for Horticulture in the UT of J&K�� 63
4. Strategic Interventions for Horticulture Development in J&K��65
4.1 Strategy I: Productivity Enhancement through Varietal and Technological Shifts��66
4.1.1 Germplasm Management and Utilisation ��66
4.1.2 Introduction of Best-Known Varieties and their Large-Scale Multiplication��66
4.1.3 Breeding for Introgression and Development of Desirable Traits in Commercial Varieties�71
4.1.4 Use of Proven Technologies and Germplasm Exchange��71
4.2 Strategy II: Establishment and upgradation of Hi-Tech Nurseries and Promoting Quality
Seeds and Planting Materials��73
4.2.1 Setting Up Hi-Tech Nurseries and Modern Facilities��74
4.2.2 Ensuring Supply of Quality Planting Material��74
4.2.3 Strategic Approach to Promote Quality Planting Material Production Hubs��75
4.3 Strategy III: Crop Diversification for Sustainable Horticulture Growth �� 76
4.3.1 Promoting Region-specific Crop Diversification ��76
4.4 Strategy-IV: Research and Innovation��80
4.4.1 Promoting Advanced Crop Management Practices��80
4.4.2 Encouraging R&D with National and International Collaboration ��80
4.4.3 Integrating Innovative Technologies for Better Yield and Quality��81
4.4.4 Promoting Off-Season Cultivation��82
4.4.5 Developing Circular Economy Models for Zero Waste ��84
4.4.6 Innovative Product Development from Horticulture, including Niche Crops��86
4.4.7 Quality Improvement Strategies��86
4.5 Strategy-V: Infrastructure Development ��88
4.5.1 Improving Irrigation Facilities��88
4.5.2 Development of Processing Clusters��88
4.5.3 Creation of Farmer-Friendly on-Farm Storage Structures/Collection Centres��89
4.5.4 Establishment of Post-Harvest and Marketing Infrastructure for Fresh and Processed
Products��90
4.5.5 Shift towards Innovative Packaging Strategies��91 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xii
4.6 Strategy-VI: Advancing Sustainable and Green Technology Interventions for Climate-Resil-
ient Horticulture��92
4.6.1 Promoting Sustainable Horticulture Practices��92
4.6.2 Leveraging Green Technologies for Sustainable Horticulture��92
4.7 Strategy-VII: Capacity Building and Training for Improving Skill and Enhancing Output �94
4.7.1 Farmer Training Programs on Modern Horticultural Practices��94
4.7.2 Strengthen Extension Services through Digital and Expert Advisory Services��94
4.7.3 Empowerment of Women and Youth in Horticulture ��95
4.8 Strategy VIII: Market Linkages and Value Chain Development -
Ensuring Higher Income and Access��95
4.8.1 Strengthening Market Connections ��95
4.8.2 Carbon Financing for Tree Crops��96
4.8.3 Branding of the Products - Geographical Indication (GI) Tag��98
4.8.4 Promoting Horti-Tourism and developing Horti-Tourism Circuits ��99
4.9 Strategy-IX: Strengthening of Export Potential��100
4.9.1 Unlocking Export Opportunities through Infrastructure and Quality Standards ��100
4.9.2 Creation of Integrated Export Hubs��100
4.10 Strategy-X: Foster Public-Private Partnership (PPP) for horticulture development��100
4.10.1 Potential Areas for PPP Implementation in the Horticulture Value Chain��100
4.10.2 PPP Mechanisms for Horticulture Development ��101
5. Implementation Roadmap��103
5.1 Phase-wise action plan aligned with strategic interventions ��105
5.1.1 Alignment of Phases with Intervention Horizons��105
5.1.2 Key Identified Components��106
5.1.3 Operation Golden Greens: A Mission Framework for Horticultural
Transformation in J&K��108
5.1.4 Integrated Phase-wise Action Plan��111
5.1.5 Indicative Indicators of Progress for the Sub-missions��123
5.1.6 Institutional Mechanisms For Monitoring And Review��131
Way Forward��133
References��137
Annexures��141 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xiii
List of Tables
Table 1.1Agroclimatic Zones of J&K5
Table 1.2Land Use Patterns in Jammu and Kashmir7
Table 2.1Physical Achievements in Horticulture Crops 12
Table 2.2Trends in Area, Production and Productivity of Fruits in J&K (1980 to 2022) 14
Table 2.3Change in the Area, Production and Productivity of Fruits Between 2004-05 and 2022-2315
Table 2.4Trends in the Area, Production and Productivity of Major Fruits in the UT of J&K (1980-2022)17
Table 2.5Trends in the Area, Production and Productivity of Major Dry Fruits in the UT of J&K (1980-2022)19
Table 2.6Trends in the Area, Production and Productivity of Saffron of UT of J&K 21
Table 2.7District-wise Cluster Profiles of Horticulture Crops in J&K24
Table 2.8Comparative Horticultural Performance of J&K: Area, Production and Yield Profiles (2023-24)27
Table 2.9Trends in Per Capita Consumption (kg/year) of Apples and Dry Fruits (2011-12 to 2023-24)31
Table 2.10Marketing Infrastructure in J&K 34
Table 2.11Trends in Exports and Imports of Apples in India 37
Table 2.12Trends in Export and Import of Walnuts (in-shell and shelled) in India 38
Table 2.13 Trends in Export and Import of Almonds (in-shell and shelled) in India 39
Table 2.14Trends in Export and Import of Saffron in India41
Table 2.15District-wise Distribution of Food Processing Formally Registered Functional Units in J&K43
Table 2.16Classification of Registered Food Processing Units of J&K Based on Their Line of Activity44
Table 2.17Details on Existing Horticulture Infrastructure45
Table 2.18Details on Existing Schemes for Horticulture Development 47
Table 3.1Post-harvest Losses of Major Fruit Crops in J&K51
Table 3.2List of NABL Accredited Food Testing Laboratories in J&K 60
Table 4.1Crop-wise V’arieties Recommended for Large-scale Multiplication in Jammu 67
Table 4.2Crop-wise varieties Recommended for Large-scale Multiplication in Kashmir 70
Table 4.3Traits Available and Recommended for Introgression in Commercial Varieties of Different Crops
Through Various Strategies
71
Table 4.4Status of Proven Technologies and Way Forward72
Table 4.5Proposed Crop Diversification Models in Jammu Region78
Table 4.6Proposed Crop Diversification Models in Kashmir Region78
Table 4.7Projected Cost Estimate of Innovative Products Developed 86
Table 4.8Projected Cost Estimate of Compounds Extracted From by-Products of Niche Horticultural
Crops of J&K
86
Table 4.9Processing Clusters for Fruit Crops Proposed in Each District of J&K 89
Table 4.10Cooling Technology Options for Small-Scale Farmers in Developing Regions 90
Table 5.1Alignment of Phases with Intervention H orizons106
Table 5.2Sub-Missions under Operation Golden Greens108
Table 5.3Component-wise Allocation Matrix110
Table 5.4Convergence of Schemes Across Horticulture Sub-Missions (2026-47)110
Table 5.5Integrated Phase-wise Action Plan111
Table 5.6Indicators of Progress for the Sub-missions (indicative) 123 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xiv
List of Figures
List of Map
Fig. 1.1Jammu and Kashmir (J&K) at a glance4
Fig. 2.2Global Almonds Production and Yield Comparison across Major Producing Regions (2023-24)29
Fig. 2.3Global Walnuts Production and Yield Comparison across Major Producing Regions (2023-24)30
Fig. 2.4Trends in the share of fresh fruits in household expenditure (1999-00 to 2023-24)32
Fig. 2.5Trends in the share of dry fruits in household expenditure (1999-00 to 2023-24)33
Fig. 2.6Existing marketing routes of major fruits34
Fig. 2.7Registered and Unregistered food processing units across the UT of J&K 42
Fig. 2.8Distribution of total registered food processing units in J&K43
Fig. 2.9Share of horticulture-based food processing units across J&K43
Fig. 3.1Post-harvest losses at different stages of handling of Apples52
Fig. 3.2Share of horticulture-based food processing units across J&K52
Fig. 3.3Overview of CA stores of J&K58
Fig. 3.4Net irrigated area in the UT of J&K (2010-11 to 2023-24)62
Fig. 4.1Circular Economy Model85
Fig. 4.2Circular economy approach for the valorisation of Apple fruit86
Fig. 4.3Benefits for farmers through VCM 97
Fig. 5.1Timeline of action for the development of Horticulture in J&K @2047 104
Map 2.1District-wise Horticulture Crop Clusters in J&K22 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xv
List of Abbreviations
and Acronyms
AAS Agro-Meteorological Advisory Services
AEZ Agri Export Zone
AI Artificial Intelligence
AIG Academia-Industry-Government
AMFUs Agromet Field Units
APEDA Agricultural and Processed Food Products Export Development Authority
BMPs Best Management Practices
CA Controlled Atmosphere
CAGR Compound Annual Growth Rate
CBOs Community-Based Organisations
CEA Controlled Environment Agriculture
CEH Controlled Environment Horticulture
CFS Climate Forecast System
CHCs Custom Hiring Centres
CIF Common Infrastructure Facility
CITH Central Institute of Temperate Horticulture
CoE Centre of Excellence
CPP Clean Plant Programme
CSR Corporate Social Responsibility
DAMUs District Agro-Met Units
DIC District Industries Centres
ECC Evaporative Cool Chamber
EWEs Extreme Weather Events
EWS Early Warning System
FPO Farmer Producer Organisation
GAP Good Agricultural Practices
GDP Gross Domestic Product
GFS Global Forecast System
GI Geographical Indication
GIS Geographic Information Systems Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xvi
GKMS Gramin Krishi Mausam Seva
GM Genetic Modification
GoI Government of India
GPS Global Positioning System
GSDP Gross State Domestic Product
HADP Holistic Agriculture Development Program
HBI Horticulture Business Incubator
HDP High Density Planting
HFIG Horticulture Farmers Interest Groups
HID High Intensity Discharge
ICAR Indian Council of Agricultural Research
ICAR-CITH Central Institute of Temperate Horticulture
ICT Information and Communication Technology
IIT Indian Institute of Technology
IoT Internet of Things
IPM Integrated Pest Management
J&K Jammu and Kashmir
KKG Kisan Khidmat Ghar
KPIs Key Performance Indicators
KVKs Krishi Vigyan Kendras
LMTs Lakh Metric Tonnes
LPS Low-Pressure Sodium
M&E Monitoring and Evaluation
MAS Marker-Assisted Selection
MIDH Mission for Integrated Development of Horticulture
ML Machine Learning
MNRE Ministry of New and Renewable Energy
MoEFCC Ministry of Environment, Forest and Climate Change
MoES Ministry of Earth Science
MoJS Ministry of Jal Shakti
MoP Ministry of Power
MoRD Ministry of Rural Development
MV Monetary Value Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xvii
NABL National Accreditation Board for Testing and Calibration Laboratories
NBPGR National Bureau of Plant Genetic Resources
ND Not Documented
NGOs Non-Government Organisations
NHB National Horticulture Board
NPOP National Programme for Organic Production
PA Precision Agriculture
PMFBY Pradhan Mantri Fasal Bima Yojana
PMFME PM Formalisation of Micro Food Processing Enterprises Scheme
PMKISAN Pradhan Mantri Kisan Samman Nidhi
PMKSY Pradhan Mantri Krishi Sinchayee Yojana
POPs Packages of Practices
PPPs Public-Private Partnerships
R&D Research and Development
RBSHs Rural Business and Service Hubs
RFID Radio Frequency Identification
SAUs State Agricultural Universities
SHGs Self Help Groups
SKUAST-J Sher-e-Kashmir University of Agricultural Sciences and Technology - Jammu
SKUAST-K Sher-e-Kashmir University of Agricultural Sciences and Technology - Kashmir
SLUP State Level Upgradation Plan
SMAEs Smallholder Farmers and Small & Medium Agri-enterprises
SMAM Sub-mission on Agriculture Mechanisation
SOPs Standard Operating Procedures
ULO Ultra-Low Oxygen
ULV Ultra Low Volume
UT Union Territory
VCM Voluntary Carbon Markets
YSPUH&F YS Parmar University of Horticulture and Forestry (YSPUH&F)
ZECC Zero Energy Cool Chamber Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xix
The Union Territory (UT) of Jammu and Kashmir (J&K), known as the “Land of Fruits” is endowed
with favourable geographic and climatic conditions that support the cultivation of a wide variety of
horticultural products, including fruits, dry fruits, vegetables, spices, flowers, medicinal and aromatic
plants, and honey. Horticulture, primarily focused on fruits and dry fruits, is the cornerstone of the
rural economy, providing livelihoods for approximately 3.5 million people and contributing 6-7% to
the UT’s GDP. The sector has witnessed remarkable growth, with production increasing from 10,000
tonnes in 1950-51 to 2.64 million tonnes in 2024-25, generating an estimated annual turnover of ₹
10,000 crore.
1
This expansion has been driven by scientific advancements and targeted government
initiatives. J&K has been designated as an Export Zone for Apple and Walnut crops, and is the leading
producer of apples, cherries, walnuts, and almonds in India. The region is also known for producing
high-quality honey, kala zeera, and saffron.
Despite these strengths, J&K’s horticultural products have a limited presence in international markets,
constrained by multiple challenges across the value chain. These include senile orchards with a limited
crop varieties; inadequate production of quality planting material; reliance on imported varieties;
insufficient cultivation area with no classification based on crop suitability; non-uniform produce
(especially in crops like walnuts and almonds); significant post-harvest losses (up to 20-25% in apples);
limited adoption of modern technologies; insufficient marketing strategies, a lack of coordinated sales
and export promotion activities, and fragmented institutional approach. Furthermore, as the sector
confronts growing threats from climate change and opportunities from emerging technologies, the
horticulture sector in J&K must evolve and adapt proactively.
To address these challenges, leverage emerging opportunities and unlock the full potential of J&K’s
horticulture sector, a phase-wise roadmap has been developed. This approach spans short, medium, and
long term horizons, aligning interventions systematically across key identified components such as i)
assessment and planning; ii) research and innovation; iii) skill development and capacity building, iv)
quality planting material, nurseries and germplasm self-reliance, v) hi-tech horticulture production; vi)
crop diversification and high-value crop promotion; vii) digital technology integration; viii) infrastructure
development; ix) market access; x) value addition; xi) financial access and support; and xii) sustainability
and environmental management. The goal is to integrate marginal and small holders into the value
chains, build a resilient, sustainable, competitive, and export-oriented horticulture ecosystem over
time. The roadmap envisions bringing all horticulture-related activities under a unified institutional
framework and leveraging public-private partnerships to drive investment and innovation. A coordinated,
inclusive, and sustainability-driven approach will be key to transforming J&K’s horticulture sector
into a globally competitive and climate-resilient growth engine.
1 Economic Survey 2024-25, J&K
Executive Summary Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xx
The specific objectives of the report are as follows:
1.
To analyse the current status of horticulture in the UT of J&K, including production, productivity
of major crops, exports and imports, schemes, existing infrastructure, and challenges.
2. To identify opportunities for diversification, establishment of crop clusters and expansion of
horticultural crops based on agro-climatic conditions and future demand.
3.
To suggest strategies for infrastructure development, including irrigation facilities, cold storage,
transportation, marketing infrastructure, availability of quality planting materials, certification
and chemical-free production.
4. To identify opportunities for market linkages, value chain development and export to ensure
better returns for horticulture produce.
5. To suggest innovations in horticulture, including the adoption of new technologies and
best practices.
6. To propose strategies for promoting sustainable practices, addressing environmental concerns
and mitigating the impact of climate change.
7. To develop skilled human resources to meet the requirements of horticulture and to enhance
international competitiveness and farmers’ incomes.
8. To explore opportunities for community engagement, stakeholder collaboration and promotion
of horti-tourism to enhance rural development.
9. To suggest a regulatory framework for the smooth functioning of all components of the
horticulture sector.
The key highlights of the report are:
1. Horticulture Overview and Status
(i) Over the past four decades, the area under fruit cultivation (fresh and dry) has expanded
from 1.31 lakh ha in 1980 to 3.44 lakh ha in 2022, registering a CAGR of 2.33%. During
this period, production of fruits has increased over fivefold, from 5.6 lakh tonnes in 1980
to 27.22 lakh tonnes in 2022, growing at a CAGR of 3.82%. However, the productivity
has risen at a slower pace, from 4.3 t/ha in 1980 to 7.91 t/ha in 2022, with a CAGR of
only 1.46%.
This implies that production growth has primarily been driven by an increase in cultivated area
rather than productivity improvements. Given the limited scope for further area expansion,
future development must rely on technology-driven improvements in yield.
(ii) Among the top-performing fruits, Apple dominates, accounting for 50% of the total fruit
area and over 77% of total fruit production in 2022-23. Apple yield (12.5 t/ha) is the highest
among all the fruits. Among dry fruits, walnuts occupy a major proportion of the dry fruit
area (93%) and overall fruit area (25%), and contribute about 12% to total fruit production. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xxi
Declining apple productivity (CAGR of -0.37% from 2020-22 to 2022-23) and area shrinkage
in almond cultivation (CAGR of -2.59% from 1980-81 to 2022-23) raise concerns about
future supply stability of these two crops.
(iii) During 2000-01 to 2021-22, for saffron, the overall CAGR was 1.30% for area, 7.06% for
production and 5.67% for productivity, indicating that productivity improvements have
played a major role in sustaining saffron output despite fluctuations in cultivated area.
(iv)
A spatial classification of major horticulture crops in Jammu & Kashmir has been undertaken
to identify district-wise production clusters in alignment with the revised National Horticulture
Board (NHB) Cluster Development Programme (CDP) guidelines. The clustering approach
is designed to enable economies of scale and facilitate region-specific, crop-focused policy
interventions. Apples and walnuts emerge as the dominant crops with multiple, geographically
dispersed clusters, while pear, cherry, and mango are characterised by more localised and
specialised clusters. Saffron exhibits the highest spatial concentration, forming two distinct
clusters centered in Pulwama and Kishtwar districts.
(v)
A comparative review of horticultural performance across major producing states indicates
J&K’s clear national leadership in apples, walnuts, and almonds, a strong but productivity-
constrained presence in other temperate fruits, and a marginal role in tropical crops. J&K
dominates India’s apple, walnut, and almond sectors, accounting for the majority of national
area and production and ranking first in yields, establishing these crops as its flagship
strengths. In other temperate fruits such as pear, peach, and plum, the UT commands
significant area and production but exhibits relatively lower yields compared to states like
Punjab and Uttarakhand, indicating scope for productivity enhancement. In contrast, J&K’s
contribution to tropical fruits particularly citrus, mango, and ber is minimal, constrained
by agro-climatic conditions and characterised by low yields.
The findings underscore the need for a horticulture strategy focused on improving productivity,
quality, and value addition in apples, walnuts, almonds and other temperate fruits where
J&K enjoys scale and market leadership, while treating tropical fruits as niche, localised
diversification options rather than core growth drivers.
(vi)
A global comparison of Jammu & Kashmir’s key horticultural crops—apples, almonds, and
walnuts shows that while the UT holds national leadership in yields, it remains a relatively
small player in global markets. In apples, J&K outperforms the national average but lags
significantly behind global productivity leaders such as China, Chile, the USA, and Italy,
underscoring substantial scope for yield enhancement and a strategic shift toward a quality
and technology-driven apple economy rather than volume-based competition. In almonds,
J&K accounts for a negligible share of global production but exhibits moderate yields higher
than several traditional Mediterranean countries, suggesting a niche advantage rooted in
agro-climatic suitability and quality potential; productivity gains through improved varieties
and orchard management could strengthen competitiveness despite limited scale. In walnuts,
J&K occupies a second-tier global position, with yields exceeding those of several major
producers such as Türkiye, Mexico, Burkina Faso and comparable to China, but trailing Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xxii
high-performing countries, indicating significant untapped potential. Overall, the analysis
highlights productivity enhancement, quality upgrading, and improved planting material
as key levers for improving J&K’s global positioning in high-value temperate horticulture.
(vii) Per capita consumption of both fresh fruits (notably apples) and dry fruits has risen sharply
between 2011–12 and 2023–24, with particularly strong growth in rural areas. Apple
consumption grew at a CAGR of over 10% in rural areas and 4% in urban areas indicating
a broad-based expansion in domestic demand. While apple consumption has shown minor
recent fluctuations suggesting sensitivity to prices and supply, dry fruits display more stable
and sustained demand, with rural and urban consumption growing at 7.4% and 5.7% per
annum, respectively, reflecting year-round availability and diversified use. At the same
time, the share of household expenditure on fruits has increased steadily, with rural and
urban spending on fresh fruits converging at around 2.5-2.6% of MPCE, and expenditure
on dry fruits rising faster than fresh fruits across both segments. These trends point to
growing health awareness and an expanding rural and semi-urban market base, creating
opportunities to expand domestic markets beyond urban centres through strategies such as
affordable pricing, smaller packaging formats, and value-added product innovations. For
Jammu & Kashmir, this evolving demand profile underscores the urgency of strengthening
supply-side responses, particularly, productivity enhancement in apples and expansion of
area and processing capacity in dry fruits such as almonds, to fully capitalise on rising
domestic demand through targeted production, marketing, and value-chain interventions.
(viii) The marketing system for the sale of fruits in the state is still conventional, characterised
by the dominance of contractors (pre- and post-harvest) and commission agents at the
wholesale level. A major proportion of produce, varying from 67% to 82% depending
on the fruit, is sold through contractors and relatively less through wholesalers (between
8% and 27%).
Despite PAN India initiatives like eNAM, farmers continue to rely on traditional marketing
channels, compelled by a number of factors, including easy access to informal credit from
Arthiyas or functionaries, small marketable surpluses, etc.
Strengthening the collectivisation of farming and marketing activities, coupled with institutional
support for financing smallholders, could enable farmers to access more remunerative
markets and improve their returns. In addition, the development of supporting infrastructure,
including controlled atmosphere (CA) storage facilities and cold chain networks, etc., is
critical for modernising and reforming the marketing arrangements for fruits. Equally
important is the promotion of direct marketing channels such as FARMER-PRODUCER
ORGANISATIONS (FPOs), cooperatives, farmer markets, e-commerce platforms, and
tie-ups with organised retailers, which can reduce intermediaries, offer better price realisation,
and enhance market access for growers.
(ix) The marketing infrastructure for fruits and vegetables in J&K has expanded considerably,
with 5 fully functional terminal mandis and 14 satellite mandis operational across various Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xxiii
districts. Additionally, 5 Apni Mandis are currently functional, providing local farmers
with greater market access.
However, 6 satellite mandis and 7 Apni Mandis are still under development or in the process
of operationalisation. Strengthening and fully operationalising these markets, alongside
improving logistical facilities and market linkages, will be crucial for enhancing farmers’
access to organised markets and ensuring better price realisation for their produce.
(x)
J&K’s major horticultural products - Apple, Walnut, Almond and Saffron- possess significant
global trade potential. However, India’s presence in global markets for these commodities
remains limited, with increasing import dependence and stagnant or declining exports.
(a) While Apple exports from India have shown an increasing trend over the years, the
growth has been much slower compared to imports. The quantity of apples exported
increased from 17,170 tonnes in 2010 to 32,874 tonnes in 2024, registering a growth of
4.75%. However, the export value remained stagnant at around USD 13 million, with
virtually no growth (-0.01%) suggesting declining unit values. In contrast, imports grew
at a significantly higher CAGR of 10.85% in quantity and 9.23% in value, surpassing
the growth rate of exports. Thus, India’s apple trade balance has deteriorated over the
years due to rising import dependency and a sluggish export growth rate. The trade
deficit widened significantly, from USD -108.2 million in 2010 to USD -404.5 million
in 2024. This growing deficit suggests that domestic production of apples is struggling
to meet demand, leading to rising dependence on imports.
Addressing this issue requires a combination of import substitution strategies and export
promotion efforts to strengthen the domestic apple industry. It highlights the need for (i)
Enhancing domestic apple production through improved quality and productivity, with
special emphasis on clonal rootstock multiplication, production of feathered plants and
introduction of superior apple varieties; (ii) Reducing post-harvest losses by expanding
storage and cold-chain infrastructure and establishing modern grading, packaging,
processing and CA storage facilities; (iii) Promoting high-density apple plantations to
improve yield and land productivity; (iv) Strengthening export competitiveness through
better varieties, mechanisation of apple orchards, branding and improved market access.
(b) India’s walnut exports have weakened, with in-shell exports rising modestly (130 tonnes
in 2010 to 333 tonnes in 2024; 6.9% CAGR), but shelled walnut exports decreased
from 7,133 tonnes to 932 tonnes (-13.5% CAGR), reflecting loss of competitiveness.
Export earnings followed a similar trend, with only marginal growth for in-shell
(2.2%) and steep decline for shelled walnuts (-13.5%). At the same time, imports
surged, driven by strong domestic demand. In-shell walnut imports jumped from
17 tonnes in 2010 to 55,448 tonnes in 2024 (78% CAGR), while shelled imports
rose from 2 tonnes to 3,786 tonnes (73.1% CAGR). The higher volume of in-shell
walnut imports compared to shelled walnut imports, indicate that domestic processors
increasingly depend on imported raw walnuts for shelling and value addition. The
trade balance has deteriorated sharply: in-shell walnuts moved from a small surplus Roadmap for Horticulture Development
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of USD 0.33 million in 2010 to a deficit of USD -84.9 million in 2024, while shelled
walnuts shifted from a USD 39.1 million surplus to a USD -14.2 million deficit. This
widening dependence on imports underscores the urgent need for policy support to
boost competitiveness.
Emphasis should be placed on: i) Large-scale production of quality planting material
of improved walnut varieties, particularly under protected structures to ensure high-
quality yields; ii) Harvest management practices to optimise production and quality; iii)
Grading, packaging, processing, and value addition to improve the overall marketability
of domestic walnuts.
(c)
India has been a net importer of almonds (both in-shell and shelled), and this trend has
increased over the period 2010 to 2024. India ranked 1
st
globally among in-shell almond
importing countries and the import volume grew significantly by 11.06%. This surge
reflects India’s rising demand and presents potential opportunities for the domestic
processing industry to expand value-addition. To boost domestic almond production
and competitiveness, there is an urgent need for (i) Large-scale introduction of self-
pollinating varieties such as Independence, Monterey, Carmel, Shasta, and Pyrenees,
which can significantly improve yields; (ii) Strengthening nursery development and
the availability of certified planting material; (iii) Promoting investment in post-
harvest management, including processing and storage facilities, to add value and
improve marketability.
(d)
India’s saffron trade exhibits a distinct pattern where the export quantity was consistently
higher than import quantity between 2010 and 2017, yet the value of imports far
exceeded exports. After 2018, this trend reversed, with imports surpassing exports
in both quantity and value, reflecting the dominance of premium imported saffron
in the domestic market. The quantity of saffron exported rose from 0.43 tonnes in
2010 to 10.19 tonnes in 2024 registering a CAGR of 25.44%. However, export
earnings increased only modestly, from USD 1.5 million to USD 3.61 million, at a
CAGR of 6.49%, suggesting that Indian saffron is fetching lower unit value prices
possibly due to weak branding and positioning. Imports surged from 3.06 tonnes
(USD 4.8 million) in 2010 to 58 tonnes (USD 37.7 million) in 2024, leaving India
a net importer with a widening deficit of USD -34 million in 2024.
Since Kashmir saffron has been granted Geographical Indication (GI) for its unique
attributes, enhancing its visibility and competitiveness is crucial. Initiatives such as
the Indian International Kashmir Saffron Park and dedicated branding campaigns
can help secure premium positioning in global markets. Strengthening domestic
production by increasing area in non-traditional areas with the support of irrigation
systems and improved planting material, enhancing quality, and improving market
linkages could help boost India’s share in the global saffron trade.
(e) Unregistered units represent a dominant share of the food processing sector in J&K,
accounting for nearly 92.59 % of total food processing enterprises. Most of these units Roadmap for Horticulture Development
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fall under the category of micro units. Currently, there is no detailed data regarding
the line of activity of these unregistered/unincorporated food processing enterprises.
A comprehensive documentation indicating processing capacity, ownership structure,
location, investment, employment strength, level of mechanisation and market outreach
etc. should be created to map and understand these enterprises.
These units mostly operate with traditional knowledge and low mechanisation/
automation, contributing to inefficiencies and bottlenecks. Addressing these challenges
requires a focused approach: supporting unregistered units through capacity-building
initiatives, facilitating access to credit and technology, and creating incentives for
voluntary registration over time. In addition, the establishment of food processing
industries under national schemes such as PMFME (Pradhan Mantri Formalisation
of Micro Food Processing Enterprises) and PMKSY (Pradhan Mantri Kisan Sampada
Yojana) can provide a strong institutional framework for modernising the sector.
The horticulture-based processing units- despite the region’s strong production
potential- represent only 39% (872 units) of the total registered units. Within the
horticulture-based enterprises, edible oil processing accounts for the largest share of
35.43%, followed by spice processing (20.87 %) and processing of fruits and vegetables
(20.29 %). There is a significant untapped potential for growth in the processing
segments of horticulture products like walnut/nuts, spices, fruits and vegetables
for primary processing and diversified product development. Post-harvest losses in
J&K are substantial, with apples and vegetables losing 5,00,000 tonnes each (₹1500
crore and ₹1560 crore respectively), cherries suffering the highest percentage losses
(40–49%), and saffron recording high value loss (₹4.8 crore) despite minimal quantity
loss (0.48 tonnes). Thus, a strategic focus on expanding processing capabilities in
the horticulture sector is imperative to prevent post-harvest losses, meet the evolving
demands of the market and leverage horticulture strengths, thereby increasing the
UT’s economy.
2. Strategic Interventions and Implementation Roadmap
The roadmap includes the proposed mission framework “Operation Golden Greens” for horticultural
transformation in J&K. It aims to implement the integrated phase-wise action plan through five
sub-missions, dedicated to i) dry fruits, ii) fresh fruits, iii) vegetables, iv) floriculture and v) minor
crops. The sub-missions are built on twelve identified common components but with differentiated
priorities, allocations and activities aligned to its respective value chain and regional potential.
The implementation plan is organised into three phases - Phase 1 (2026-30), Phase 2 (2030-35)
and Phase 3 (2035-47). These phases align with interventions grouped into three time horizons:
short-term (2026-28) and medium-term (2028-30) actions fall within Phase 1, while long-term
actions (2031 onwards) are implemented through Phases 2 and 3. This phased approach provides
flexibility to adapt interventions based on emerging priorities, technological advancements and
institutional readiness. Phase 1 focuses on building strong foundations and demonstrating early
impact through short and medium-term interventions. Phase 2 targets scaling and consolidation of Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xxvi
infrastructure, institutional frameworks and innovation ecosystems. Phase 3 seeks to institutionalise
a competitive, self-reliant and globally integrated horticulture economy. Further, implementation
actions across the phases are organised under the following key identified components:
(a)
All key actions under the component ‘Assessment and Planning’ are planned for the short
term, indicating that Phase 1 is foundational and focuses on establishing a robust baseline,
planning framework, and institutional alignment. These interventions are designed to lay
the groundwork for medium- and long-term strategies in other components. Key actions
to be taken are:
8Conduct baseline surveys and mapping of horticulture potential in major districts.
8Identify and categorise land suitable for horticulture expansion (district-wise
zoning/ clusters).
8Assess future requirements of seeds and planting material for all horticultural crops
as per the State Horticulture Plan.
8Formulate and notify updated horticulture policies and land use regulations.
8Unify all horticulture activities under the respective Directorate of Horticulture for
Jammu and Kashmir.
(b) The Research and Innovation component is designed as a continuous process, starting
in Phase 1 and scaling over time through Phases 2 and 3. The short-term actions focus on
expanding foundational infrastructure like CoEs, SOPs, and training centers. Medium-
and long-term interventions emphasise partnerships, scaling of innovations, AI-based
tools, and climate-smart research. The approach combines institutional capacity-building,
technology development, and farmer participation, aiming for widespread adoption and
long-term resilience.
8Strengthen, network and functionalise existing Centres of Excellence (COEs) as
district-level innovation hubs.
8Collaborate with national/international institutions for research-led CoEs through joint
projects / MoUs (e.g. Indo-Israeli Agriculture Project (IIAP), Indo-Dutch projects etc.).
8Define quality norms for CoEs and new technologies, setting standardised criteria
for infrastructure, planting material, training and extension.
8Expand specialised CoEs focused on climate-smart technologies and global R&D
partnerships.
8Establish at least 2 regional incubators along with incubation support mechanisms
(through linkages with RKVY-RAFTAAR, NIF), to promote farmer-led innovations
and integrate structured farmer feedback loops into the R&D system. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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8Scale up region-specific technologies for production, post-harvest handling, and
value addition with 50% adoption of selected technologies in the target districts.
8Develop and implement crop-specific Standard Operating Procedures (SOPs) and
Package of Practices (POPs) covering cultivation, disease management and post-
harvest care, tailored to agro-climatic zones following international standards.
8Support the development and field-testing of advanced precision tools and AI (e.g.,
pest detection for walnuts, harvesting tools for saffron, moisture sensors for apples)
in collaboration with research institutes and start-ups.
8Develop and operationalise predictive crop models for at least 3 key crops, using
integrated climate, pest and soil health data, to enable location-specific advisories
for farmers.
8Set up permanent innovation platforms and rapid response systems for climate/pest
shocks in the most vulnerable districts under the National Innovations on Climate
Resilient Agriculture (NICRA) program.
8Establish at least one training centre and an agri-clinic centre in each district, with
additional centres in 25 high-potential horticulture blocks. Integrate with existing
KVKs and agri-extension networks to deliver hands-on training, advisory services,
and digital agri-clinic support.
(c)
Skill Development and Capacity Building component supports the strategic Phases 1, 2,
and 3 by focusing on training, extension services, and empowerment of women and youth
in the horticulture sector. The strategy aims to build a skilled and inclusive horticulture
workforce. Short-term actions focus on launching training, startup incubation, and mobile
extension services. Medium- and long-term actions deepen technical training, introduce
cutting-edge agri-tech certifications, and strengthen institutional support (e.g., CRCs).
8Conduct at least 100 regular training programs annually on modern nursery management,
GAP, IPM, and post-harvest management.
8Train at least 1000 agri-entrepreneurs across all districts and facilitate the incubation
of 100 horticulture-based startups through state-run/ partnered incubation hubs.
8Upskill extension officers in AI, drones, pest management, and satellite monitoring;
offer certification programs in partnership with tech institutions.
8Deploy over 50 mobile agri-advisory vans for on-site farmer support, demonstrations
and best practice dissemination across all districts, with emphasis on remote and
underserved areas.
8Establish at least one Community Resource Centre (CRC) per high-potential horticulture
cluster equipped with training and IT facilities. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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8Design targeted training programs to engage women and youth in agri-business,
horticulture startups, and post-harvest management, ensuring at least 40% female/
youth participation.
8Provide financial and technical support for women and youth-led enterprises in
horticulture, focusing on access to markets, technology, and credit, with over 100
enterprises supported annually.
8Foster women and youth leadership roles in extension services, agri-entrepreneurship,
and decision-making forums through targeted training and mentorship.
(d)
Quality Planting Material, Nurseries, and Germplasm Self-reliance component targets
self-sufficiency in quality planting material, reducing reliance on imports and raising domestic
standards. Phase 1 focuses on regulatory groundwork and foundational infrastructure:
modern nurseries, tissue culture labs, and clean plant centres. Phase 2 and 3 emphasise
scaling systems, regulatory enforcement, and developing export readiness. There’s a strong
push for technology adoption, public-private partnerships, and nursery accreditation to meet
future demand with traceability and quality. Regulatory reforms like the Fruit Nurseries
(Licensing) Act, 1987, are central to sustaining quality and managing imports.
8Amend and strengthen the existing Nursery Act to align with the Model Seed Act,
through the State Legislature, to regulate seed quality, traceability, imports of planting
material, and rootstock propagation.
8Establish modern nurseries (40-50 ha) in each district with hydroponics, aquaponics,
vertical farming, precision farming (automation, micro irrigation), tissue culture and
renewable energy practices.
8Establish at least one tissue culture lab in each agro-climatic zone.
8Identify major crops and varieties dependent on imports; develop and scale germplasm
through R&D institutions and certified nurseries.
8Operationalise clean plant centres for priority crops, ensure supply of pathogen-free,
certified planting material to nurseries and farmers.
8Scale up proven propagation technologies (e.g. rootstock multiplication, feathered
apple plants, walnut/olive propagation) via model nurseries and demonstrations, with
an adoption by at least 50% of the nurseries.
8Upgrade nurseries to meet certification standards for high-density planting systems
and climate-resilient crops.
8Develop around 3 cluster-based model nurseries and 7 seed villages in PPP mode
involving KVKs, private nurseries and FPOs, to meet region-specific planting
material demands. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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8Set up third-party inspection and nursery rating systems to ensure compliance and
traceability.
8Develop and implement export protocols, phytosanitary certification and targeted
market outreach programs for planting material exports in collaboration with DoH,
export promotion councils and certification agencies.
(e)
Hi-Tech Horticulture Production focuses on modernising horticulture practices through
technology integration, resource-efficient systems, and automation. The short and medium
term is geared toward piloting and demonstrating technologies like automated nurseries,
greenhouses, micro-irrigation, and orchard rejuvenation. The long-term focus is on
scaling successful models, increasing adoption, and mechanising key operations to reduce
drudgery and enhance productivity. There is also a strong emphasis on demonstration-
based learning, institutional support through custom hiring centres, and collaboration with
private sector innovators.
8Pilot automated nursery units in 2 districts and scale to 10 districts in the medium
term and expand to all districts in the long term.
8Deploy greenhouse, hydroponics, vertical farming models and precision horticulture
practices on at least 100 demonstration plots statewide.
8Implement orchard rejuvenation programs for old and senile orchards through farmer
training programs, expert consultation services and community-based approaches.
8Expand micro-irrigation systems across horticulture areas to cover 50% of the total
horticulture area by medium term and 75% by long term.
8Strengthen and expand the Custom Hiring Centre (CHC) network by
yEstablishing 100 additional horticulture-focused centres in under-served
clusters, and
y
Upgrading 387 existing CHCs with orchard-specific machinery, and promoting
digital access, skilling, and targeted subsidies under the Sub-Mission on
Agricultural Mechanisation (SMAM).
(f)
Crop Diversification and High-value Crop Promotion aim at broadening the horticulture
base to reduce dependence on a few crops and tap into high-value, niche, and off-season
markets through strategic promotion of traditional, emerging, and sub-tropical crops. The
short term emphasises reviving traditional crops, saffron and olive promotion, and laying
the groundwork for vegetable and flower value chains. Medium- and long-term target
emerging crops like nuts, berries, and temperate fruits, along with tomato, onion and potato
(TOP) crops positioning and processing infrastructure. A key feature is linking production
to value chains through packhouses, branding, and export readiness, with a strong role
for FPOs/SHGs. Roadmap for Horticulture Development
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8Initiate a focused revival program for traditional and lost crops (e.g., kala zeera,
singhara (water chestnut), lotus stem, asafoetida, mushroom) through germplasm
conservation, targeted cultivation in North Kashmir, research trials in partnership
with SKUAST, market promotion campaigns and community-based approaches.
8Enhance saffron productivity to around 7.8 kg/ha by:
yInstalling improved sprinkler/drip irrigation systems across 2,000 hectares;
yDistributing better planting materials (high-yielding corms) to at least 10,000
farmers; and
yPiloting saffron cultivation in non-traditional areas such as Poonch, Kishtwar,
Bandipora, with phased expansion over the next 5 years.
8Develop a complete olive value chain - covering plantation, processing and marketing-
by establishing oil extraction infrastructure and support systems to revive and expand
olive cultivation in potential clusters such as Udhampur, Reasi, Rajouri, Ramban,
Doda, Kishtwar, Baramulla (Uri).
8Introduce and scale up cultivation of high-value nuts and berry crops (such as hazelnut,
chestnut, pecan nut, pistachio, blueberry, raspberry) through active involvement
of SHGs/FPOs.
8Establish grapes and kiwi production clusters in suitable agro-zones (e.g., Ganderbal,
Baramulla, Ramban, Udhampur, Kathua) supported by packhouses and cold storage.
8Develop and implement a marketing strategy to position J&K as a key supplier of
summer TOP crops to northern markets under Operation Greens.
8Establish 3-5 vegetable seed production hubs, develop high-value vegetable production
clusters, and set up minimal processing units in key agro-climatic zones.
8Promote commercial-scale kharif onion and garlic cultivation in identified suitable
zones by establishing post-harvest storage units and securing market tie-ups for
off-season supply.
8Facilitate development of value addition and processing infrastructure for local fruits
(e.g., mango, pomegranate, guava) with branding and shelf-life extension technologies
in key production clusters.
8Standardise bulb production technology for high-value flowers like tulip, gladiolus,
iris, and saffron through collaboration with SKUAST and extension to nurseries
and farmers.
8Promote commercial cultivation of high-value medicinal and aromatic crops for
traditional and alternative medicine markets across key agroclimatic zones under
J&K Aroma Arogya Gram (JAAG) project. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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(g) Digital Technology Integration focuses on mainstreaming digital tools and platforms
across the horticulture value chain in J&K. This component aims to digitally empower
farmers, enable real-time decision-making, and enhance transparency and traceability in
the horticulture supply chain. The short-term focus is on laying the foundation: introducing
traceability tools in select crops and digitising Kisan Khidmat Ghars (KKGs). The medium
and long-term goals include operationalising early warning systems, launching e-market
platforms, and ensuring product compliance with domestic and international quality norms
via testing labs. This digital integration supports other roadmap components like hi-tech
production, exports, extension, and value chain traceability.
8
Establish real-time early warning systems for pest, disease and weather threats in all
districts using remote sensing, AI & IoT tools.
8Deploy precision farming technologies and traceability systems (blockchain, QR
codes) in at least three major horticulture value chains (apple, walnut, saffron).
8Set up regional quality control units and testing labs (chemical residue, MRLs,
phytosanitary norms) in key horticulture clusters.
8Develop and operationalise digital platforms to support e-marketing of fresh and
processed produce, tailored to the needs of farmers, FPOs and local agribusinesses.
8Strengthen KKGs at the panchayat level as digital information hubs and integrate
them with farmer-centric mobile apps to deliver real-time updates on prices, weather,
pest alerts and best practices.
(h) Infrastructure Development aims to upgrade post-harvest, logistics, renewable energy,
and R&D ecosystems across the UT. This component aims to close key infrastructural gaps
from production to export. Phase 1 focuses on foundational infrastructure (cold storages,
warehouses, processing units, solar integration, mechanisation). Phases 2 and 3 introduce
advanced facilities like CA/ULO storage, testing labs, export logistics, and decentralised
renewable grids. The inclusion of renewables, ICT, and quality assurance systems aligns
with the circular economy and export-readiness goals. R&D infrastructure (labs, advisory
systems, packaging institute) reflects a forward-looking approach to product quality and
market competitiveness.
8Develop basic cold storage (0-5°C) and packhouse infrastructure strategically located
in key production areas at the block and district levels.
8Establish at least 5 integrated cold chain hubs in high-value horticulture clusters,
each with linkages to processing units and export terminals.
8Develop modern warehousing facilities with grading and sorting facilities across
major horticulture clusters. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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8Set up advanced CA and ULO storage facilities in at least 3 key production clusters
under Agriculture Infrastructure Fund in North and Central Kashmir, ensuring regional
balance and equitable access.
8Promote crop-specific mechanisation across the value chain - including pre-harvest,
harvest, post-harvest handling, processing, and preservation in the targeted horticulture
clusters through FPOs.
8Establish processing clusters for fruit crops proposed in each district.
8Strengthen first- and last-mile road and rail connectivity to major horticulture clusters
by prioritising them under PM Gati Shakti and state-level infrastructure planning.
8Promote air/ railways freight support and cargo handling for perishables (through
incentives and infrastructure at airports).
8Install solar-powered cold storage, irrigation pumps and packhouses across the districts,
prioritising high-production clusters and leveraging schemes like PM-KUSUM and
Agri-Infra Fund.
8Promote decentralised renewable energy grids in production clusters and nurseries.
8Develop ICT-enabled knowledge dissemination systems (advisory platforms, mobile-
based systems).
8Establish 5-6 regional lab testing and diagnostic centres in key horticulture clusters
and 2-3 agro-processing R&D units linked to SKUASTs to support quality assurance,
pathogen detection, and value-added product development.
8Establish NABL-accredited Food Testing Labs in each Food Park and upgrade existing
labs to meet FSSAI 2006 standards; align with national testing institutions for quality
assurance and consumer safety.
8Establish an Indian Institute of Packaging Centre to design commodity-specific
packaging materials for niche crops and facilitate research, training, and industry
collaboration.
(i) Market Access component aims at improving both domestic and international market
integration for farmers and FPOs in Jammu & Kashmir through infrastructure, capacity
building and certification systems. Short-term interventions include foundational work:
establishing direct markets, enabling e-commerce, initiating branding and certification,
and basic export facilitation. Medium and long-term phases focus on scaling up through
EPZs, export hubs, intelligence systems, and deeper global integration. Integration with
digital platforms (eNAM, e-commerce), branding, and logistics modernisation is central to
linking producers to value chains. Export competitiveness is aimed to be enhanced through
certification systems, testing labs, and training programs, aligned with international standards. Roadmap for Horticulture Development
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8Establish direct marketing channels by promoting farmer markets (at least 2 in each
district), FPO/cooperatives-led markets in key urban and rural/peri-urban areas.
8Facilitate the onboarding of farmers/FPOs onto e-commerce platforms such as Open
Network for Digital Commerce (ONDC) for direct sales.
8Upgrade existing price discovery mechanisms by expanding real-time digital platforms
such as e-NAM, integrating them across mandis (remaining 7), FPOs (around 318),
and e-commerce channels.
8Develop regional branding initiatives and certification schemes such as GI and organic
labels, with the involvement of local communities, FPOs.
8Establish export facilitation centres, one each in Jammu and Kashmir region,
with customs clearance, documentation, financial assistance and real-time market
intelligence; streamline logistics for export promotion.
8Set up export certification centres (for MRL testing, GAP certification, etc) and
compliance systems in both Jammu and Kashmir regions.
8Facilitate product certification (through NPOP, organic, and international food
safety standards).
8Conduct regular capacity building for farmers/exporters (at least 1000 annually)
on global standards and export procedures, tailoring modules by crops and regions.
8Establish intelligence hubs for global demand forecasting, price trends and quality
standard requirements.
8Develop integrated export hubs at the district level (warehousing, aggregation,
processing of high-value crops).
8Set up integrated Export-oriented Processing Zones (EPZs) with processing, cold
storage, packaging, quality labs and customs clearance support.
(j) Value addition component focuses on enhancing value addition through the establishment
of small-scale processing units, industry-scale processing facilities, and branding initiatives
for key products. Short-term and medium-term goals involve setting up small processing
units, developing branding for key horticultural products (e.g., apple, saffron, walnut), and
initiating geographical indication (GI) registration. Long-term phases focus on scaling up
processing capacity through PPPs, continuing brand development, and further promotion
of products both nationally and internationally. A significant emphasis is placed on horti-
tourism, integrating tourism circuits with horticultural production, creating new revenue
streams for farmers while promoting regional products. The goal is to promote branding,
certification, and market linkages that enhance the competitive edge of local horticultural
products in both domestic and international markets. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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8Establish over 100 small-scale minimal processing units (e.g grading, dehydration,
pulp extraction) across key clusters.
8Set up industry-scale processing units in high-potential districts (such as Anantnag,
Baramulla, Pulwama, Jammu, Kathua) through PPPs and Agri Infra Fund.
8Continue development of brand (e.g. for apple, saffron, walnut, cherry) and quality
certification programs.
8Facilitate GI registration for key products and promote them nationally and
internationally.
8Develop horti-tourism circuits in key production districts by partnering with local
communities/cooperatives and the tourism department, and promote regional products.
(k) Financial Access and Support focuses on improving financial access for horticultural
stakeholders, with a focus on smallholders, FPOs, and agripreneurs. Short-term and medium-
term emphasises facilitating easy access to credit, including concessional loans, collateral-
free loans via NABARD’s Credit Guarantee Fund, and subsidised interest schemes for
horticulture loans. Additionally, the creation of a dedicated financing window through
cooperative banks, SHGs, and MFIs is crucial for smallholder support. Long-term actions
focus on further investment promotion, such as establishing a Horticulture Development
Fund to support high-density planting, post-harvest units, and Public-Private Partnerships
(PPPs) for infrastructure and R&D.
8Facilitate easy access to loans at concessional rates, especially for smallholders and FPOs
by expanding KCC coverage and strengthening partnership with banks and NBFCs.
8Leverage NABARD’s Credit Guarantee Fund (₹1,000 crore) to facilitate collateral-
free loans for SHGs, FPOs, and individual farmers.
8Provide subsidised interest schemes for horticulture loans.
8Create a dedicated smallholder financing window through cooperative banks,
SHGs and MFIs.
8Design and implement crop-specific insurance schemes for major horticulture crops
across the districts.
yTarget 60% farmer enrolment, with special outreach and premium support for
marginal and small farmers.
8Create and operationalise a dedicated Horticulture Development Fund, including
support for high-density planting, post-harvest and processing units.
8Promote Public-Private Partnerships models for infrastructure, R&D and processing
investments. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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8Encourage private investment through targeted mechanisms and incentives (e.g.,
viability gap funding).
8Attract Foreign Direct Investment for high-tech horticulture and export-oriented
units by organising investment summits, offering policy incentives and improving
ease of doing business.
(l)
Sustainability and Environmental Management component aim to integrate sustainability
at all levels, focusing on regulatory compliance, sustainable farming practices, climate
resilience, and a circular economy approach. It aims for transitioning to organic, climate-
smart, and waste-reducing practices, with a focus on long-term sustainability, climate
adaptation, and environmental stewardship.
8Draft amendments to the State Forest Act to permit the removal of old/unproductive
trees for orchard rejuvenation.
8Conduct quarterly awareness programs for farmers and forest officials on revised
regulations, best practices for orchard rejuvenation, and compliance requirements,
led by horticulture and forest departments.
8Establish a regulatory mechanism to oversee the implementation of amendments,
ensuring adherence to environmental guidelines and sustainable land use practices.
8Promote organic farming/natural farming models and certification schemes.
yAchieve a 50% reduction in pesticide usage across target areas; bring 40-50% of
agricultural land under organic farming in the long term.
8Implement micro-irrigation, water harvesting and efficient irrigation systems.
yIncrease the area under micro-irrigation to at least 2% of total horticulture area,
focusing on high-density plantation areas (around 10,000 ha).
8Incentivise sustainable practices (carbon farming and eco-labelling) and integrate
into FPOs through capacity building and certification assistance.
8Develop and promote climate-resilient varieties suited for local agro-climatic zones.
8Mainstream integrated pest management, nutrient management and conservation farming.
8Develop district-level disaster management plans.
8Establish early warning systems for extreme weather and pest outbreaks in
horticulture clusters.
8Create climate-resilient farming zones through agro-climatic mapping and targeted
crop planning.
8Scale up agroforestry and mixed farming models combining fruit trees with under-
utilised crops. Roadmap for Horticulture Development
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8Develop carbon sequestration programs as part of a broader climate-smart transition.
8Promote composting and vermicomposting units using horticultural and organic waste
in key horticultural clusters by providing technical training and market linkages for
compost products through FPOs, SHGs and rural entrepreneurs.
8Facilitate R&D and pilot projects through FPOs/cooperatives/SHGs on converting
pruning waste and biomass into biochar or biogas.
8Promote cooperative-led value chains for waste-to-wealth enterprises (e.g., fruit pulp
waste to pectin or animal feed) through capacity building and financial support in
key horticulture clusters.
8Develop policy incentives for circular practices in horticulture (reuse, recovery, recycling).
3. Way Forward
Major recommendations, structured thematically with embedded geographic and agro-climatic
differentiation, follow below:
S.No. ThemeAction
Geographic and Agro-Climatic
Application
1.
Institutional and
Policy Reforms
(Statewide
framework |
Zone-sensitive
implementation)
yUnify all horticulture-related
activities (fruits, vegetables,
floriculture, spices, plantation
crops, apiculture, saffron,
protected cultivation, nurseries,
and seeds) under respective
Directorate of Horticulture for
Jammu and Kashmir to address
institutional fragmentation.
yAmend the Fruit Nurseries
(Licensing) Act, 1987 to
strengthen regulation of planting
material production, certification,
traceability, and imports
yAmend the State Forest Act to
enable orchard rejuvenation while
ensuring ecological safeguards.
yKashmir Valley: Facilitate removal
and replacement of senile apple and
walnut orchards for high-density
rejuvenation using climate-resilient
cultivars.
yJammu Plains: Strengthen nursery
regulation and quality control for
subtropical vegetables, TOP crops, and
imported planting material. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xxxvii
S.No. ThemeAction
Geographic and Agro-Climatic
Application
2.
Nursery and
Planting
Material
Systems
(Zone-specific
specialisation
within a unified
certification
framework)
yEstablish PPP-based model
nurseries, seed villages, and
high-tech nurseries; introduce
standardised certification systems
and capacity-building for modern
nursery management.
yEstablish modern nurseries
(40-50 ha) in each district with
hydroponics, aquaponics, vertical
farming, precision farming
(automation, micro irrigation),
tissue culture and renewable
energy practices.
yEstablish at least one tissue
culture lab in each agro-climatic
zone
yJammu (Subtropical): Nurseries for
TOP crops, garlic, grapes, and off-
season vegetables, with a focus on
heat- and humidity-tolerant varieties.
yKashmir Valley (Temperate): High-
tech nurseries for apples, walnuts, kiwi,
saffron, and floriculture, including
clonal rootstocks.
yCold and High-Altitude Areas (>2500
m): Pilot nurseries for niche crops such
as medicinal herbs, seed potatoes, and
berries.
3.
Productivity
Enhancement
and Crop
Diversification
(Cluster-
based, agro-
ecologically
aligned)
yPromote high-density plantations,
crop-specific SOPs/POPs, and
horticultural clusters to enhance
productivity and profitability.
yJammu Plains:– Subtropical clusters
for grapes, garlic, onion, tomato, and
off-season vegetables
– Revival of water chestnut and lotus
stem in wetland belts
yKashmir Valley:– Temperate fruit
clusters (apple, kiwi, walnut), saffron
belts, and floriculture zones
– Orchard rejuvenation using disease-
resistant, high-yielding cultivars
4.
Research,
Innovation and
Infrastructure
(Centres of
Excellence in
key districts)
yStrengthen, functionalise and
network existing Centres of
Excellence (COEs) and integrate
advanced pre- and post-harvest
technologies across value chains.
yTemperate districts: COEs for apple,
walnut, and saffron; expansion of CA/
ULO storage facilities.
ySubtropical districts: Vegetables-
focussed COEs; packhouses and
grading facilities near transport
corridors.
yAcross zones: Modernisation of
irrigation systems, on-farm storage,
aggregation, and collection centres. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
xxxviii
S.No. ThemeAction
Geographic and Agro-Climatic
Application
5.
Sustainability
and Climate-
Resilient
Practices
(Statewide
adoption with
zone-specific
adaptation)
yPromote organic and natural
farming, climate-resilient
varieties, and circular economy
models aligned with national
sustainability goals.
yJammu (Subtropical): Natural
farming practices combined with crop
residue recycling and water-efficient
irrigation systems.
yKashmir (Temperate): Organic
certification for apples and saffron;
adoption of climate-resilient temperate
cultivars.
6.
Human Capital
Development
and FPO
Strengthening
(Division-wise
targeting)
yStrengthen farmer
training, women and youth
entrepreneurship, and FPO/SHG
capacities across horticulture
value chains.
yJammu Division: Skills development
in vegetable aggregation, grading, and
primary processing.
yKashmir Valley: Training in orchard
management, post-harvest handling,
quality standards, and export
compliance.
yAcross J&K: Digital extension
services, mobile-based advisories,
and improved access to credit and
insurance.
7.
Markets, Value
Addition and
Exports
(cluster-
based export
infrastructure
development)
yStrengthen cold chains,
packaging systems, digital market
integration, and export-oriented
infrastructure to minimise 25-35%
post-harvest losses and boost
off-season supply to northern
markets.
yAll zones: District-level integrated
export hubs with quality certification,
e-commerce, and retail integration.
yJammu Division: Prioritise vegetable
export hubs with minimal processing
and moisture-resistant, low-cost
packaging for vegetables.
yKashmir Valley: Expansion of CA
storage, minimal processing facilities
for apples and kiwi; GI branding and
linkage with horti-tourism.
8.
Community
Engagement,
PPPs and
Horti-Tourism
(Location-
specific
development)
yPromote community participation,
PPP models, and horticulture-
linked tourism to enhance rural
livelihoods.
yKashmir Valley: Apple, saffron, and
floriculture-based tourism circuits
integrated with GI branding.
yJammu Foothills: Vegetable clusters
linked with agro- and rural tourism
pilot initiatives.
Through a phased, inclusive, and innovation-driven approach, the roadmap envisions transforming
J&K into a national and global leader in high-value horticulture by 2047, contributing to India’s vision
of a Viksit Bharat. INTRODUCTION
1 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
2
1.1 Background
Indian horticulture is a dynamic and vital segment of the agricultural landscape, driving economic
growth and ensuring nutritional security. It plays a pivotal role in the country’s agriculture sector,
contributing significantly to its economy
2
and food security. Encompassing a diverse range of
fruits, vegetables, flowers, spices, medicinal and aromatic plants, plantation crops and honey,
the horticulture sector is characterised by its high growth rate
3
and substantial export potential
4
.
India is the second-largest producer of fruits and vegetables globally, with an estimated production
of 367.72 million tonnes in 2024-25 (2
nd
Advance estimate). Horticultural crops cover 29.27
million hectares (2024-25, 2
nd
Advance estimate). The sector provides livelihood to millions
of farmers and supports numerous industries, including food processing, pharmaceuticals, and
cosmetics. Horticultural exports have also shown a consistent upward trend. The Government of
India has launched several initiatives to promote horticulture, such as the Mission for Integrated
Development of Horticulture (MIDH), which aims to enhance productivity, production, improve
quality, and ensure better market access for horticultural produce.
Despite its achievements, the horticulture sector faces challenges such as inadequate infrastructure,
post-harvest losses, and climate change impacts. However, with advancements in technology,
improved management practices, and increased focus on organic farming and sustainability, the
future prospects are promising. With continued support and innovation, the sector is poised for
significant growth in the coming years.
Horticulture is a cornerstone of Jammu and Kashmir’s (J&K) economy, contributing significantly
to the region’s economy and providing livelihood to a substantial portion of its population.
5

The unique climatic conditions and fertile soils of J&K create an ideal environment for the
cultivation of a wide range of high-quality horticultural crops, including fruits, vegetables,
spices, medicinal and aromatic plants and flowers. In J&K, horticulture (fruits and dry fruits)
covers over 3.45 lakh hectares, with the production of 2.6 million tonnes in 2023-24, making
it a crucial player in India’s horticulture sector. Apples are the most significant fruit crop, with
J&K being the largest apple-producing region in India, contributing over 70% of the country’s
apple production. Other important fruits include pears, cherries, apricots, strawberries, almonds,
and walnuts. The region is also renowned for saffron, with the Pampore area being a significant
hub for this valuable spice, with its high quality and distinct flavour. The region’s horticultural
diversity also includes vegetables such as potatoes, tomatoes, radish, carrots and green vegetables,
along with spices like chillies, garlic and turmeric, kala zeera cultivated using both traditional
and modern farming techniques. Floriculture is also gaining momentum, with an increasing focus
on cultivating tulips, marigolds, and roses. A wide variety of medicinal and aromatic plants are
also produced in both regions.
2 The horticulture sector accounts for 37.6% of the value of output in agriculture (Horticultural Statistics at a glance, 2021)
3 The annual growth rate (2020-21 over 2019-20) of area under horticulture crops and production was 3.75% and 4.41% respectively (Horticultural Statistics at
a glance, 2021)
4 In 2023–24, India’s exports of fresh fruits and vegetables amounted to USD 1,814.58 million, covering both categories—fresh fruits and fresh vegetables. https://
apeda.gov.in/FreshFruitsAndVegetables
5 The contribution of horticulture to GSDP of J&K is about 6-7% and is a source of livelihood for 28% of the total population, providing direct and indirect
employment to around 3.5 million people and supporting nearly 0.7 million families across the UT (Economic Survey, Jammu and Kashmir, 2024-25). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
3
The region’s horticultural products, particularly apples and walnuts, have a significant export
market. In 2023-24, fruits worth over ₹ 2806.22 crore were exported, amounting to a total
quantity of 508.29 thousand tonnes. The government of J&K, with central government support,
has implemented various schemes to promote horticulture. These include the High-Density
Plantation Scheme, which aims to increase productivity and improve quality. Other initiatives
focus on providing subsidies for cold storage facilities, promoting organic farming, and enhancing
market linkages.
Despite its potential, the horticulture sector in J&K faces challenges such as inadequate infrastructure,
transportation issues, and susceptibility to weather-related disruptions. The future of horticulture
in the region looks promising, with ongoing efforts to introduce advanced farming techniques,
expand high-density plantations, and improve cold chain infrastructure to reduce post-harvest
losses. With its diverse agro-climatic conditions suitable for a diverse group of horticulture
crops and significant economic contribution, the sector holds immense potential for growth and
development, driving socio-economic progress in the region.
To harness the immense potential of this sector in J&K, it is essential to develop a comprehensive
road map focused on intensive, technology-driven growth, enhanced quality standards and efficient
post-harvest management. Improving the availability of quality planting materials will be crucial for
ensuring long-term growth and sustainability. Developing clusters for efficient transport, marketing,
and processing of speciality fruits will further maximise profits for growers. The road map sets
clear horticultural goals and outlines strategies focused on leveraging technologies, strengthening
market linkages and promoting value-added products. This roadmap will guide policymakers,
scientists, growers, industrialists, and other stakeholders in optimising the horticultural potential
of J&K. The aim is to achieve higher production, improved productivity and better quality with
greater value realisation year after year, reaching its peak by 2047 in alignment with the vision
of Viksit Bharat. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
4
Figure 1. 1: Jammu and Kashmir (J&K) at a glance
1.2 Geographical and Agro-Climatic Overview Of J&K
1.2.1 Geography and Demography
The UT of J&K is geographically divided into three zones – the mountainous and semi-
mountainous plain known as the Kandi belt, the hills including the Siwalik ranges, and the
mountains of the Kashmir valley and the Pir Panjal range. Major rivers flowing through
J&K include the Chenab, Jhelum and Tawi. Due to its varied topography and location,
the UT experiences extreme climatic variations. The UT comprises two main divisions,
namely, the Jammu division and the Kashmir division. Each region has its own culture,
languages and beliefs.
Located between 32.17” and 36.58” North latitude and 73.26” and 80.30” East longitude,
J&K is a strategically important territory, sharing long borders with Pakistan and China
and characterised primarily by hilly terrain. The UT consists of twenty (20) districts (10
in Jammu and 10 in Kashmir division, 207 Tehsils, 285 Blocks and 4291 Panchayats.
There are as many as 6832 villages and 118 urban areas.
The population of J&K as per Census 2011 was 1.23 crore with a population density of
290 persons per sq. km. The projected population for 2021-22 is estimated at 1.35 crore
(J&K Statistics, 2021). The average land holdings size is 0.59 ha (as per Agriculture
Census, 2015-16) and the net irrigated area is 310.59 thousand ha (2023-24), accounting
for 42% of the net sown area. This indicates that farming in J&K is characterised by
small, fragmented landholdings, and a significant portion of agriculture still relies on Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
5
rainfall, highlighting the need for improved irrigation infrastructure to ensure sustainable
agricultural growth.
1.2.2 Agroclimatic Diversity
J&K exhibits wide climatic variation, ranging from 45 °C in the plains of Jammu division
to as low as -15 °C in the snow-capped mountains of Kashmir. Based on physiographic
characteristics, the UT is broadly divided into two main regions
8the outer Himalayas comprising the Jammu province, and
8the lesser Himalayas comprising the Kashmir Valley.
The UT has four major agro-climatic zones - three in the Jammu region and one in
the Kashmir region, which support a diverse range of fruit crops. In several districts,
overlapping agro-climatic zones allow the coexistence of both subtropical and temperate
fruit crops within the same region. These zones and their corresponding suitable fruit
crops are detailed below (Table 1.1).
Table 1.1: Agroclimatic Zones of J&K
Region
Agro-Climatic
Zone
Altitude
Range (m)
Climatic CharacteristicsCoverage Area
Suitable Fruit
Crops
6
Jammu
Low Altitude
Subtropical
Zone
< 300-1000
Hot summers, good
monsoons, dry winters;
primarily alluvial soils;
max. rainfall July-Sept
Jammu, Samba, the
lower parts of Kathua
and Udhampur
Mango, Litchi,
Citrus, Guava, Ber,
Loquat, Grapes,
Strawberry, Aonla
Mid-Hill /
Intermediate
Zone
1000-1500
Good monsoon rains, wet
and cold winters
Mid-altitude areas
of the Pir Panjal
range: Doda, Poonch,
Rajouri, Udhampur,
Kathua, Ramban
Peach, Plum,
Apricot, Pear, Pecan
nut, Olive, Kiwi
High Hills1500-4000
Severe winters, heavy
monsoon rainfall, major
drainage base: River Chenab
and its tributaries and River
Ravi
Upper parts of Kathua
and the higher reaches
in the Jammu region
Apple, Pear, Peach,
Plum, Apricot,
Walnut, Pecan nut,
Almond
Kashmir
Mid to High
Altitude
Temperate
Zone
-
Dry, warm summers;
wet, severe winters with
snowfall at higher altitudes;
alluvial soils
Entire Kashmir Valley
(such as Anantnag,
Pulwama, Srinagar,
Budgam, Baramulla,
Kupwara)
Apple, Cherry,
Almond, Saffron,
Walnut, Pear,
Apricot, Peach,
Plum
1.2.3 Land-use Pattern
The UT of J&K is basically an agrarian area, and agriculture occupies an important place
in the economy. Agriculture in UT is generally rain-fed, with about 40% irrigated area
in the Jammu division and 60% irrigated area in the Kashmir division. Table 1.1 shows
6 https://hortijmu.jk.gov.in/agroclimate.html (accessed on March 25
th
, 2025) Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
6
that forest area, the largest category of land use, remained relatively stable at around 27%
of the reporting area, with a marginal decrease from 27.39% in 2020-21 to 27.09% in
2022-23. The total area not available for cultivation also fluctuated slightly, accounting
for around 22% of the total reporting area across the years. The area under social forestry
remained stable at 8 thousand ha (0.34%) in 2020-21 and 2021-22 but increased to 14
thousand ha (0.59%) in 2022-23. With the increase in social forestry and a stable forest
area, there is an opportunity to integrate agroforestry systems, where horticultural crops
can grow alongside trees, offering ecological and economic benefits.
The area under uncultivable land excluding fallows (including permanent pastures, grazing
land and waste land) increased from 326 thousand ha (13.86%) in 2020-21 to 347 thousand ha
(14.55%) in 2022-23. Fallow land other than current fallows have remained relatively stable
with a slight decrease from 38 thousand ha (1.62%) in 2020-21 to 37 thousand ha (1.55%)
in 2022-23. The area under current fallows increased over the three years from 82 thousand
ha (3.49%) in 2020-21 to 98 thousand ha (4.11%) in 2022-23. There could be potential for
reclaiming fallow and uncultivable land for horticulture, especially if water management
practices are improved or if the land is suitable for a fruit orchard or medicinal plants.
The net sown area (NSA) remained relatively stable, with a slight decrease from 736
thousand ha (31.30%) in 2020-21 to 733 thousand ha (30.74%) in 2022-23, suggesting
that while the area under cultivation is not shrinking drastically, there is no significant
expansion either. This could reflect saturation in the available land for conventional
agriculture and the need to shift towards intensive agricultural practices, such as better
use of available land, improved crop rotation, and the adoption of high-yielding and
climate-resilient horticultural practices. It also suggests that for the growth in horticulture,
the focus should be on improving productivity.
Thus, the land use trends in J&K suggest a relatively stable base for horticulture, but
growth will depend on better land management, technological advancements and policies
that encourage sustainable agricultural practices.
Table 1.2: Land Use Patterns in Jammu and Kashmir
S.
No.
Use
2020-21 2021-22 2022-23
Area
(000 ha)
% of
reporting
area
Area
% of
reporting
area
Area
(000 ha)
% of
reporting
area
1.Area under Forest644 27.39 646 27.48▲ 646 27.09▼
2.Area not available for cultivation
(a) Area put on non-agricultural
uses
214 9.10 213 9.06 214 8.97
(b) Barren and Uncultivable land295 12.54 295 12.55▲ 302 12.66▲
(c) Marshy & Waterlogged land0.56 0.02 0.41 0.02 0.42 0.02
(d) Land under Still Water 8 0.34 7 0.30▼ 7 0.29▼
Total (2) 517.56 22.01 515.41 21.93 523 21.94 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
7
S.
No.
Use
2020-21 2021-22 2022-23
Area
(000 ha)
% of
reporting
area
Area
% of
reporting
area
Area
(000 ha)
% of
reporting
area
3.Social forestry8 0.34 8 0.34 14 0.59▲
4.Other uncultivable land, excluding fallows
(a) Permanent pastures and other
grazing land
107 4.55 106 4.51▼ 108 4.53▲
(b)
Land under miscellaneous tree
crops not included in the area
sown
64 2.72 63 2.68▼ 66 2.77▲
(c) Culturable waste land 155 6.59 154 6.55▼ 159 6.67▲
Total (4) 326 13.86 323 13.74▼ 347 14.55▲
5.Fallow lands
(a) Fallow lands other than the
current fallows
38 1.62 37 1.57▼ 37 1.55▼
(b) Current fallows 82 3.49 88 3.74▲ 98 4.11▲
Total (5) 120 5.10 125 5.32▲ 135 5.68▲
6.Net Area Sown736 31.30 733 31.19▼ 733 30.74▼
7.Reporting Area2351.56100.002350.41100.002358.50100.00
Source: Jammu and Kashmir Economic Survey 2024-25
1.3 Significance and Scope of Horticulture in Jammu And Kashmir
Building on the unique agro-climatic advantages and established horticulture base, Jammu and
Kashmir has the potential to emerge as a model horticulture economy. With over eight lakh farm
families engaged in the sector, particularly in the Kashmir division, which contributes over 90%
of the fruit production, the sector serves as a vital pillar of rural livelihoods. However, there
is significant untapped potential for the cultivation of subtropical fruits as well as low chilling
cultivars of temperate fruits in mid to high hills of the Jammu division. A strategic focus on
region-specific crop diversification, high-value horticulture, and sustainable intensification can
unlock new avenues for income generation, export growth, and employment creation. Such
diversification can help farmers mitigate risks associated with market fluctuations, climate
variability, and emerging pest and disease pressures.
Quality seeds and planting materials are the backbone of a sound horticulture industry. The
number of hi-tech fruit nurseries has doubled in both J&K regions from 9 and 161 in 2017-18 to
19 and 383, respectively, in 2021-22.
7
However, there remains significant scope for developing
the Jammu region as a hub for nursery production, which is currently at a nascent stage. Given
the perishable nature of horticulture produce, the importance of post-harvest management can
hardly be overemphasised, especially with respect to reducing post-harvest losses and enhancing
7 Economic Survey, Jammu and Kashmir, 2022-23 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
8
value addition. For example, apples, the dominant crop, suffer post-harvest losses ranging from
20-25%. Strengthening the cold chain and value addition infrastructure is therefore essential.
As the sector faces evolving challenges from climate change and increasing opportunities from
emerging technologies, the horticulture sector in J&K must evolve and adapt proactively. Despite
horticulture’s importance, there is currently no well-defined horticulture policy in place. The
policy should propose to introduce desirable fruit cultivars, promote the use of quality seeds
and planting material, encourage high-density plantations and farm mechanisation, support
diversification into high-value crops, and strengthen market linkages. It must also emphasise
soil health management, ecosystem preservation, artificial intelligence applications, enhanced
processing and storage capacity, traceability, value addition, and branding.
Equally important is the integration of sustainable agricultural practices, such as organic and
natural farming, efficient water use through micro-irrigation and integrated pest and nutrient
management, to ensure long-term ecological balance and climate resilience. Promoting agroforestry
and biodiversity-friendly practices can further strengthen sustainability goals.
Participation of marginal and smallholders, who constitute the majority of horticulture producers in
J&K, is essential.
8
Access to extension services, affordable credit, quality inputs, and aggregation
platforms such as Farmer Producer Organisations (FPOs) will be essential to integrate smallholders
into value chains and ensure economies of scale.
In addition, the future of horticulture in the region must be rooted in community engagement
and inclusive development. Rural employment generation, improved living standards, and the
active involvement of rural youth and women through skill development initiatives and producer
organisations should be prioritised. Empowering communities to take ownership of horticulture
value chains will be crucial for achieving scalability, equity, and long-term impact.
Thus, a coordinated, inclusive, and sustainability-driven approach will be key to transforming
J&K’s horticulture sector into a globally competitive and climate-resilient growth engine.
1.4 Objectives
The primary objective of the study is to formulate a roadmap outlining strategies and actionable
recommendations for enhancing horticultural development in the UT of Jammu and Kashmir. The
roadmap will seek to address existing challenges, leverage emerging opportunities and promote sustainable
growth in the sector. The specific objectives are as follows:
1.4.1 To analyse the current status of horticulture in the UT of Jammu and Kashmir,
including production, productivity of major crops, exports and imports, schemes,
existing infrastructure, and challenges.
1.4.2 To identify opportunities for diversification, establishment of crop clusters and
expansion of horticultural crops based on agro-climatic conditions and future demand.
1.4.3 To suggest strategies for infrastructure development, including irrigation facilities,
cold storage, transportation, marketing, availability of quality planting materials,
certification and chemical-free production.
8 In 2015-16, marginal and small holders constituted 95% of the landholdings in J&K (Digest of Statistics, 2023-24). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
9
1.4.4 To identify opportunities for market linkages, value chain development and export to
ensure better returns for horticulture produce.
1.4.5 To suggest innovations in horticulture, including the adoption of new technologies
and best practices.
1.4.6 To propose strategies for promoting sustainable practices, addressing environmental
concerns and mitigating the impact of climate change.
1.4.7 To develop skilled human resources to meet the requirements of horticulture and to
enhance international competitiveness and farmers’ incomes.
1.4.8 To explore opportunities for community engagement, stakeholder collaboration and
promotion of horti-tourism to enhance rural development.
1.4.9 To suggest a regulatory framework for the smooth functioning of all components of
the horticulture sector. HORTICULTURE OVERVIEW
AND STATUS
2 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
12
The horticulture sector in the Union Territory (UT) of Jammu and Kashmir (J&K) is a vital contributor
to the region’s economy, generating ₹10,000 crore annually and supporting around 35 lakh people. With
its favourable climate, J&K is renowned as the “Land of Fruits,” producing a diverse range of crops.
The sector has witnessed significant transformation, focusing on productivity, quality enhancement,
and year-round availability through technological advancements/ interventions and modern farming
practices. Key achievements across the area, production, market connectivity, exports and storage
infrastructure are summarised below in Table 2.1.
In recent years, significant initiatives have focused on adopting High-Density Plantation (HDP)
techniques, rejuvenating old orchards, and promoting local production of quality planting material.
HDP adoption has surged, with 32.49 lakh HDP plants distributed in 2023-24, compared to 6.41 lakh
in 2021-22. This expansion is complemented by efforts to rejuvenate old orchards and promote the
local production of high-quality planting material. Area under horticulture increased modestly from
3.35 lakh ha (2020-21) to 3.45 lakh ha (2023-24), indicating steady expansion. Production rose from
22.30 lakh tonnes to a peak of 27.22 lakh tonnes in 2022-23, before slightly declining to 26.43 lakh
tonnes in 2023-24, suggesting improved productivity with minor fluctuations. High/medium-density
plantations saw a notable increase, with 4776 ha added in 2021-22 and 4023 ha in 2023-24, reflecting
modernisation in planting methods.
Infrastructure development, particularly in cold storage, has also been a priority. In 2023-24, twelve
Controlled Atmosphere (CA) storage units with a 60,000 metric ton capacity were installed, raising the
total to 2.70 lakh metric tons. Expansion plans under the Holistic Agriculture Development Program
(HADP) aim to add 55,000 metric tons over the next five years. The HADP has allocated ₹1,028.21 crore
for horticulture projects, targeting productivity increase and market integration. Digital platforms like
the National Agriculture Market (e-NAM) have enhanced trade efficiency, linking 17 of 24 functional
mandis and facilitating transactions worth ₹416 crore. Food processing units surged from 8 in 2020-21
to 197 in 2023-24, reflecting a strong push for value addition and rural enterprise development. Fruit
exports peaked at 19.05 lakh tonnes in 2022-23, before dropping to 13.67 lakh tonnes in 2023-24, with
total export revenue dropping from ₹8646 crore to ₹5756 crore.
With a focus on modernisation, infrastructure, and market connectivity, J&K’s horticulture sector is
set for sustained growth, positioning the region as a leading hub for high-quality fruit production in
domestic and global markets. However, some volatility in production and exports suggests the need
for greater resilience through climate adaptation and market diversification.
Table 2.1: Physical Achievements in Horticulture Crops
S.No.ParticularsUnit
Years
2020-212021-222022-232023-24
1.Area under major horticulture crops Lakh ha 3.35 3.42▲ 3.44▲ 3.45▲
2.Production of major horticulture cropsLakh tonnes22.3024.31▲ 27.22▲ 26.43▼
3.Area brought under high/medium densityha 880.894776.88▲ 2540.04▼ 4023.00▲ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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S.No.ParticularsUnit
Years
2020-212021-222022-232023-24
4.Mandis are connected with e-NAM Number 4 6▲ 11▲ 17▲
5.Value of trade through e-Mandis ₹ in crore0.14 0.75▲ 32.72▲ 416.39▲
6.
Quantity of Fruit Exported
Fresh fruitLakh tonnes11.8617.13▲ 18.31▲ 13.59▼
Dry fruitLakh tonnes0.0140.012▼ 0.74▲ 0.08▼
Total11.8717.14▲ 19.05▲ 13.67▼
7.
Revenue Earned
Fresh fruit₹ in crore4449 5890▲ 6900▲ 5100▼
Dry fruit₹ in crore561 479▼ 1746▲ 656▼
Total₹ in crore 5010 6369▲ 8646▲ 5756▼
8.CA storage capacitytonnes151286193374▲ 210374▲ 270374▲
9.Food processing units established / upgradedNumber 8 63▲ 124▲ 197▲
Source: Economic Survey, 2024, Government of J&K
The sector is gradually commercialising, creating new jobs and business opportunities for the local
population in hi-tech and high-density farming, pest and disease management, and production of
clonal rootstocks. Developmental initiatives are also geared towards educating farmers on modern
practices, modernising irrigation systems, and diversifying crops with new fruit crops like nectarine
and kiwi and expanding processing infrastructure. However, despite significant gains, challenges such
as market volatility, climate vulnerability, pest outbreaks, and gaps in value addition and branding
persist. Addressing these through targeted policy measures and institutional support will be essential
to secure the sector’s long-term sustainability and competitiveness.
In this context, this chapter offers a comprehensive overview of the horticulture sector in J&K, focusing
on critical aspects of the value chain including area, production, productivity, domestic demand, marketing
arrangements, exports, imports, processing, supporting infrastructure and government schemes.
2.1 Area, Production, and Productivity Trends of Fruits
Over the past four decades, the area under fruit cultivation (fresh and dry) has expanded from
1.31 lakh ha in 1980 to 3.44 lakh ha in 2022, registering a CAGR of 2.33% (Table 2.2). This
reflects a total expansion of 2.13 lakh ha since 1980. During this period, production of the fruits
has increased over fivefold, from 5.63 lakh tonnes in 1980 to 27.22 lakh tonnes in 2022, growing
at a CAGR of 3.82%. However, the productivity has risen at a slower pace, from 4.3 t/ha in 1980
to 7.91 t/ha in 2022, with a CAGR of only 1.46%. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
14
This implies that production growth has primarily been driven by an increase in cultivated area
rather than productivity improvements. Given the limited scope for further area expansion, future
growth must rely on technology-driven improvements in yield.
Table 2.2: Trends in Area, Production and Productivity of Fruits in J&K (1980 to 2022)
YearArea (lakh ha)Production (Lakh tonnes) Productivity (t/ha)
19801.315.634.30
19851.487.925.35
19901.767.704.37
19951.988.614.34
20002.199.324.25
20052.6714.045.25
20103.2522.226.84
20153.3624.877.39
20203.3522.306.66
20223.4427.227.91
CAGR (1980 to 2022) (%) 2.333.821.46
Source: Digest of Statistics (various issues), DE&S, GoJK
2.1.1 Change in the Area, Production, and Productivity of Major Fruits (2004-05 to
2022-23)
The diversification process of the fruit sector in J&K has spurted since 2002-05 with the
introduction of fruits such as peach, plum, citrus, mango, etc. In 2022-23, fruits (both fresh
and dry) occupied as high as 344 thousand ha of area with a production of 2722 thousand
tonnes at the yield level of 7.9 t/ha (Table 2.3). Out of J&K’s total horticultural area of
344 thousand ha, 73.2% is dedicated to fresh fruit and 26.8% to dry fruit cultivation. With
a few exceptions, most fruits have seen an increase in area and production by 2022-23.
Among the top-performing fruits, Apple dominates, accounting for 50% of the total
fruit area and over 78% of total fruit production in 2022-23. Apple yield (12.5 t/ha) is
the highest among all the fruits. Among dry fruits, Walnut occupies a major proportion
of the dry fruit area (93%) and overall fruit area (25%) and contributes only about 12%
to total fruit production. During 2004-05 to 2022-23, Cherry has shown a significant
increase in production, especially on account of productivity gains. All the minor fruits
have gained importance due to an increase in productivity levels.
Some fruits, however, have experienced a decline in cultivation. For instance, the decline of
area under Ber (3.1 thousand ha) and Apricot (0.9 thousand ha) was relatively less whereas
the area under Almond has declined sharply by 10 thousand hectares. Notably, while Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
15
almond area has contracted, production has fallen only marginally due to more than two-
fold increase in productivity suggesting a shift toward fewer but more efficient orchards.
9
Table 2.3: Change in the Area, Production and Productivity of Fruits Between 2004-05 and 2022-23
Year2004-052022-23
Absolute Change since
2004-05
Area
(000 ha)
Produc
tion
(000
tonnes)
Produc
tivity
(t/ha)
Area
(000
ha)
Produc
tion
(000
tonnes)
Produc
tivity
(t/ha)
Area
(000
ha)
Produc
tion (000
tonnes)
Produc
tivity
(t/ha)
Apple 108 1093 10.13 172 2146 12.5 63.7 1053 2.38
Pear 10.54 40.25 3.82 14.32 90.5 6.3 3.8 50.2 2.50
Apricot 4.93 11.98 2.43 4.02 12.0 3.0 -0.9 0.0 0.56
Peach 1.94 2.13 1.10 2.59 8.0 3.1 0.7 5.9 1.99
Plum 3.39 3.71 1.09 4.64 17.7 3.8 1.3 14.0 2.72
Cherry 2.55 7.37 2.89 2.99 22.9 7.7 0.4 15.5 4.76
Citrus Fruits10.4 15.16 1.46 16.03 32.7 2.0 5.6 17.6 0.58
Mango 7.98 13.29 1.67 14.36 31.4 2.2 6.4 18.1 0.52
Ber 7.97 12.8 1.61 4.88 10.2 2.1 -3.1 -2.6 0.48
Other Fresh
Fruits
9.94 17.65 1.78 15.87 34.6 2.2 5.9 17.0 0.41
Total Fresh
Fruits
168 1218 7.27 251.312406 9.6 83.7 1189 2.31
Walnut 74.89 100.6 1.34 86.38303.8 3.5 11.5 203 2.17
Almond 15.43 13.47 0.87 5.43 11.3 2.1 -10.0-2.2 1.21
Other Dry
Fruits
0.42 0.19 0.45 0.63 0.2 0.3 0.2 0.0 -0.20
Total Dry Fruits91 114 1.26 92 315 3.4 1.7 201 2.15
All Fruits258 1332 5.16 344 2722 7.9 85.4 1390 2.76
Source: Digest of Statistics (various issues), DE&S, GoJK
9 Besides other fruits including almonds, J&K has launched Modified High Density Plantation Scheme in 2022 to bring 5500 ha of land under this scheme and it
is aimed to enhance production, productivity and raise farmers’ income. https://hortijmu.jk.gov.in/pdf/REVISED%20MODIFIED%20HIGH%20DENSITY%20
PLANTATION%20SCHEME%20FOR%20APPLE,%20WALNUT,%20ALMOND,%20CHERRY,%20MANGO,%20LITCHI,%20OLIVE%20ETC._compressed.pdf Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
16
2.1.2 Decadal Growth Trends in Area, Production, and Productivity of Major Fresh
and Dry Fruits
Compound annual growth rates (CAGR) have been estimated to examine the decadal
growth trends in area, production and productivity of major fruits. For this analysis,
major fresh fruits including apple, pear and cherry and major dry fruits including walnut
and almond have been considered. For clarity and comparison, the period from 1980-81
to 2022-23 has been divided into four decadal phases: phase I (1980-81 to 1989-90),
phase II (1990-91 to 1999-00), phase III (2000-01 to 2009-10) and phase IV (2010-11
to 2022-23) (Table 2.4 and 2.5).
(i) Fresh Fruits
(a) Apple
The area under apple cultivation increased at a rising pace in the first three phases.
However, the area saw a slower expansion rate of 1.61% in phase IV (Table
2.4). Apple production has exhibited a similar trend, though wide inter-year
fluctuation could be observed, especially in phase II (3.9%) & III (6.88%). Since
1980-81, the production of apples has grown by 3.36%, exceeding the growth
in area (2.52%). The productivity levels of apples (0.81%) have been increasing
at a relatively lower rate compared to area and production, indicating that the
production growth was primarily driven by expansion in cultivated area rather
than productivity. It even declined in phase IV (-0.37%), suggesting possible
challenges in yield improvement.
(b) Pear
The area and production of pears have increased in all the phases in absolute
terms. During 1980-81 to 2022-23, the productivity of pears grew at 5.84%,
driving strong production growth (8.28%) even though area expansion was
moderate (2.31%). In Phase I, a significant productivity surge (18.52%) led to
a remarkable production increase (23.53%) despite a modest area expansion
(4.23%). Except for phase III, strong productivity-led growth was witnessed
in phases II and IV.
(c) Cherry
Among the three fresh fruits, cherry recorded the highest productivity growth
(6.71%) and strong growth in production (9.38%), despite only 2.51% growth
in area expansion during 1980-81 to 2022-23. However, phase IV saw a decline
in area (-1.21%) while productivity rebounded sharply (7.23%), suggesting a
shift towards more efficient, intensive cultivation practices. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
17
Table 2.4: Trends in the Area, Production and Productivity of Major Fruits in the UT of J&K (1980-2022)
Phase Year Area (ha) Production (tonnes)Productivity (t/ha)
(a) Apple
Phase I
1980-81 60286 5363008.91
1989-90 68201 6448149.45
CAGR1.382.070.66
Phase II
1990-91 68723 6581659.58
1999-00 86651 92902210.72
CAGR 2.61 ▲3.90 ▲1.26 ▲
Phase III
2000-01 88149 7513108.53
2009-10 139041 13678059.84
CAGR 5.19 ▲6.88 ▲1.60 ▲
Phase IV
2010-11 141717 185241313.07
2022-23 171610 214635012.51
CAGR 1.61 ▼1.23 ▼-0.37 ▼
Overall CAGR 2.523.360.81
(b) Pear
Phase I
1980-81 549132000.58
1989-90 7969214292.69
CAGR4.2323.5318.52
Phase II
1990-91 8085166652.06
1999-00 9110292413.21
CAGR 1.34 ▼6.45 ▼5.04 ▼
Phase III
2000-01 9169313243.42
2009-10 12400458203.70
CAGR 3.41 ▲4.32 ▼0.88 ▼
Phase IV
2010-11 12540525004.19
2022-23 14320904906.32
CAGR 1.11 ▼4.64 ▲3.49 ▲
Overall CAGR 2.318.285.84 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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Phase Year Area (ha) Production (tonnes)Productivity (t/ha)
(c) Cherry
Phase I
1980-81 10545300.5
1989-90 138735382.55
CAGR3.1023.4819.84
Phase II
1990-91 143841682.9
1999-00 229353162.32
CAGR 5.32 ▲2.74 ▼-2.45 ▼
Phase III
2000-01 236852932.24
2009-10 3400109003.21
CAGR 4.10 ▼8.36 ▲4.08 ▲
Phase IV
2010-11 3460114503.31
2022-23 2990228807.65
CAGR -1.21 ▼5.94 ▼7.23 ▲
Overall CAGR 2.519.386.71
Source: Digest of Statistics, (Various issues), DE&S, GoJK
(ii) Dry fruits
(a) Walnut
Walnut area expanded steadily across the first three phases (growth of 4.23% to
4.49%) but declined in phase IV (-0.32%), possibly due to land constraints or
competition from other crops. Production growth, however, remained positive
across the phases. With phase IV witnessing a notable shift, productivity growth
(5.64%) surpassed area expansion, indicating a successful move toward high-
yielding varieties and improved orchard management.
(b) Almond
The area under almond cultivation has consistently declined after phase I, with
a sharp fall of -9.33% in phase IV. Though productivity gains (9.37% in phase
IV) partially offset the area loss, overall production declined by -0.84% during
this phase. The strong early gains (phase I and II) were driven by productivity
improvements, but the recent trend suggests urgent attention is needed to arrest area
decline through policy interventions and promotion of modern almond orchards. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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Table 2.5: Trends in the Area, Production and Productivity of Major Dry Fruits in the UT of J&K (1980-2022)
Phase Year Area (ha) Production (tonnes)Productivity (t/ha)
(a) Walnut
Phase I
1980-81 26737150000.56
1989-90 39715431251.08
CAGR4.4912.457.57
Phase II
1990-91 40917385831.01
1999-00 59428749061.26
CAGR4.23▼7.65▼2.49▼
Phase III
2000-01 59900833991.39
2009-10 885931542761.74
CAGR4.44 ▲7.07▼2.53▲
Phase IV
2010-11 897891637441.82
2022-23 863803038103.52
CAGR-0.32▼5.29▼5.64▲
Overall CAGR 2.837.434.47
(b) Almond
Phase I
1980-81 1632818600.11
1989-90 1911833740.18
CAGR1.776.845.62
Phase II
1990-91 1919722080.12
1999-00 1881796720.51
CAGR-0.22▼17.84▲17.44▲
Phase III
2000-01 18059109010.61
2009-10 17581125150.71
CAGR-0.30▼1.55▼1.70▼ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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Phase Year Area (ha) Production (tonnes)Productivity (t/ha)
Phase IV
2010-11 17587125110.71
2022-235430113102.08
CAGR-9.33▼-0.84▼9.37▲
Overall CAGR -2.594.397.25
Source: Digest of Statistics, (Various issues), DE&S, GoJK
Thus, the overall growth in fruit (fresh and dry) production in J&K has been mainly
area-driven in the earlier phases, with encouraging shifts towards productivity-led growth
recently (especially in pear, cherry, walnut and almond). However, declining productivity
in apple and area shrinkage in almond cultivation raise concerns for sustainability of
future supply. This is especially critical given that J&K accounts for nearly 79% of
India’s total apple production and about 91% of national almond production (2023-24
final estimates)
10
, making the region’s performance central to the country’s horticultural
output and market stability.
(iii) Saffron
Saffron is an important spice crop grown exclusively in Pulwama, Budgam, Srinagar
and Kishtwar districts of J&K
11
, which ranks second in global saffron production,
contributing 7% to the world’s total saffron production.
12
In 2021-22, J&K produced
approximately 15.04 tonnes from 3715 ha with a yield of 4.05 kg/ha (Table 2.6).
Pampore in Pulwama, known as the “Saffron town of Kashmir,” is a notable cultivation
area. The area under saffron showed an increasing trend during phase I
13
(2000-01 to
2009-10) growing at a rate of 0.65% annually. However, this trend reversed in phase
II (2010-11 to 2021-22), with a decline of -0.17% (Table 2.6). This discouraging
trend in the saffron area, despite the inception of the National Saffron Mission in
2010, needs to be reversed to sustain the economic viability of this high-value crop.
Efforts may be focused on expanding cultivation to non-traditional areas through
improved irrigation systems and quality planting materials.
Despite the decline in cultivated area, both production and productivity of saffron
have shown an increasing trend, though at a slower pace during phase II (2010-22 to
2021-22). During this period, production grew at 4.21%, mainly driven by an increase
in productivity (4.48%). However, this growth was slower than in Phase I (8.85%
production growth and 7.82% productivity growth). Over the entire period (2000-
01 to 2021-22), the overall CAGR was 1.30% for area, 7.06 % for production, and
10 Calculated from data provided in https://agriwelfare.gov.in/en/StatHortEst
11 In 2023-24, Pulwama and Kishtwar accounted for 67% and 33% of total saffron production in J&K (Digest of Statistics, 2023-24).
12 https://iiim.res.in/saffron-production/
13 Based on data availability, the time period of analysis could be considered from 2000-01 to 2021-22, which was divided into two phases: phase I (2000-01 to
2009-10) and phase II (2010-11 to 2021-22). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
21
5.67% for productivity was observed, indicating that productivity improvements have
played a major role in sustaining saffron output despite fluctuations in cultivated area.
Kashmiri saffron, unique for its altitude of 1,600-1,800 m above mean sea level,
received a GI tag in 2020, making it the only saffron with this designation. This
recognition enhances its export market prominence and ensures better prices for
farmers. Kashmiri saffron is distinguished by its longer, thicker stigmas, deep-red
colour, high aroma, bitter flavour and chemical-free processing. To further leverage
the GI tag, efforts must be made to promote Kashmiri saffron as a premium global
brand. Given its unique quality, J&K has the potential to be an Agri-export zone
for saffron.
Table 2.6: Trends in the Area, Production and Productivity of Saffron of UT of J&K
Phase Year Area (000 ha)Production (tonnes)Productivity (kg/ha)
Phase I
2000-01 28313.591.27
2009-10 30007.72.50
CAGR (%) 0.658.857.82
Phase II
2010-11 37859.552.50
2021-22 371515.044.05
CAGR (%) -0.17▼ 4.21▼4.48▼
Overall CAGR (%) 1.307.065.67
Source: Department of Agriculture, Kashmir; https://www.data.gov.in/resource/year-wise-details-production-and-
productivity-saffron-jammu-and-kashmir-2019-20-2021-22
2.1.3 Identification of District-wise Clusters of Major Fruits in J&K
Map 2.1 presents a spatial classification covering major horticulture crops in J&K identified
based on district-level data availability and aligned with the revised National Horticulture
Board (NHB) guidelines under the Cluster Development Programme (CDP)
14
. The clustering
is based on agro-climatic suitability, production concentration, and contiguity of districts,
enabling economies of scale and region-specific policy interventions. Apples and walnuts
emerge as predominant crops with multiple, geographically dispersed clusters, while
pear, cherry and mango form more localised and specialised clusters. Saffron forms two
distinct and highly concentrated cluster, centered in Pulwama and Kishtwar districts.
Table 2.7 summarises district-wise cluster distribution, agro-climatic zones and the crop-
wise area share, production share and productivity levels.
14 https://nhb.gov.in/pdf/CDP_NRGuidelines.pdf Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
22
Map 2.1: District-wise Horticulture Crop Clusters in J&K Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
23
Source: Authors’ computation
Please note that although almonds are an important horticultural crop in Jammu & Kashmir, a separate almond cluster
could not be identified in this analysis as the farm gate value is less than ₹ 100 crore. Similarly, district wise area and
production data on specific vegetables was not available. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
24
Table 2.7: District-wise Cluster Profiles of Horticulture Crops in J&K
S.
No.
Crop
No. of
Clusters
No. of
Districts
District name
Agro-
climatic zone
Area
share (%)
Production
Share (%)
Average
Productivity
(t/ha)
1.Apple
Cluster 1 3
Baramulla,
Kupwara,
Bandipora
Temperate 29.6 38.4 15.6
Cluster 2 3
Budgam,
Shopian,
Pulwama
Temperate 30.7 31.8 12.4
Cluster 3 2
Kulgam,
Anantnag
Temperate 21.6 23.0 12.7
Cluster 4 2
Ganderbal,
Srinagar
Temperate 5.6 5.2 11.1
Cluster 5 3
Ramban, Doda,
Kishtwar
Sub-tropical;
temperate;
intermediate
7.4 1.1 1.8
District Total   100 100 12.0
2.Pear
Cluster 1 3
Baramulla,
Budgam,
Pulwama
Temperate 26.7 44.0 10.4
District Total   100 100 6.3
3.Cherry
Cluster 1 3
Baramulla,
Ganderbal,
Srinagar
Temperate 59.7 68.5 8.4
District Total   100 100 7.4
4.Mango
Cluster 1 3
Jammu,
Udhampur,
Kathua
Sub-tropical;
temperate;
intermediate
76.4 75.7 2.1
District Total   100 100 2.2 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
25
S.
No.
Crop
No. of
Clusters
No. of
Districts
District name
Agro-
climatic zone
Area
share (%)
Production
Share (%)
Average
Productivity
(t/ha)
5.
Walnut

Cluster 1 3
Ganderbal,
Pulwama,
Anantnag
Temperate 26.5 38.2 5.1
Cluster 2 3
Bandipore,
Baramulla,
Kupwara
Temperate 14.6 16.2 3.9
Cluster 3 3
Kishtwar, Doda,
Ramban
Sub-tropical;
temperate;
intermediate
19.6 15.3 2.8
Cluster 4 3
Budgam,
Shopian,
Kulgam
Temperate 12.2 15.3 4.5
Cluster 5 3
Poonch, Rajouri,
Reasi
Sub-tropical;
temperate;
intermediate
16.6 9.4 2.0
Cluster 6 2
Udhampur,
Kathua
Sub-tropical;
temperate;
intermediate
10.3 5.3 1.8
District Total   100 100 3.6
6.
Saffron

Cluster 1 1 Pulwama Temperate88.067 66.667 0.0007
Cluster 2 1 Kishtwar
Temperate,
intermediate
6.014 33.333 0.0052
District Total   100 100 0.0009
Source: Authors’ computation based on Digest of Statistics, 2023-24
2.1.4 Comparative Horticultural Performance of J&K vis-à-vis Major Producing
States
This section compares Jammu and Kashmir’s horticultural performance with major
producing states, highlighting its top-ranking leadership in apples, walnuts, and almonds,
moderate performance in other temperate fruits, and marginal role in tropical crops
(Table 2.8).
Apple, Walnut, and Almond: Flagship Strengths
(i) J&K has by far the largest apple area (172.14 thousand ha) and production (2.06
million tonnes), giving it more than half of total apple area and over threequarters
of national production among major states, and ranks 1
st
in yield. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
26
(ii) In walnuts, J&K completely dominates with 86.44 thousand ha (nearly 89% of total
area) and 307.11 thousand tonnes (about 97% of total production), giving it a 1
st

rank in yield.
(iii) In almonds, too J&K leads contributing to 55.86% of total area and 90.8% of total
production and ranks 1
st
in yield.
Other Temperate Fruits: Significant Presence But Sub-Optimal Yield
(i)
For pear, J&K has the largest area (14.35 thousand ha) and production (90.02 thousand
tonnes), contributing the highest share of total area but with lower yield (6.28 t/ha)
and 3
rd
rank in yield compared to Punjab and Uttarakhand.
(ii)
In peach, J&K has moderate area and production compared to Punjab and Uttarakhand.
Its yield (3.07 t/ha) is the lowest among the listed states, placing it 3
rd
in yield ranking
despite 7.45% share in total production.
(iii) In plum, with an area of 4.66 thousand ha, J&K had the highest production (27.51%
in total production) but lower yield (4.01 t/ha) than states such as Punjab (17.64 t/ha
with merely an area of 0.61 thousand ha) and Uttarakhand (4.76 t/ha with an area of
2.63 thousand ha). This indicates that production was mainly driven by area rather
than productivity in case of J&K.
Tropical Fruits: Marginal Role
(i)
For citrus, J&K’s area (16.31 thousand ha) and production (33.7 thousand tonnes) are
very small compared with states like Andhra Pradesh, Madhya Pradesh, Maharashtra
and Punjab, with the lowest yield and last rank in yield, confirming that citrus is not
a strategic crop for the UT.
(ii) J&K’s mango and ber area and production are tiny relative to Uttar Pradesh, Andhra
Pradesh or Madhya Pradesh, and its yields are the lowest, reinforcing that tropical
fruit expansion is constrained by agroclimatic limits.
Implications for J&K Horticulture Strategy
(i) The analysis suggests that J&K’s horticulture strategy should continue to focus on
productivity enhancement and quality improvement in apples, walnuts, almonds, pears
and other temperate fruits where it enjoys scale and market power but lags in yield
relative to hill states such as Uttarakhand (particularly for pear, peach and plum).
(ii)
At the same time, J&K can treat citrus, mango and ber as niche or localised diversification
options rather than major growth drivers, aligning investments in R&D, infrastructure
and value chains primarily with highaltitude temperate horticulture where J&K is
already nationally prominent. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
27
Table 2.8: Comparative Horticultural Performance of J&K: Area, Production and Yield Profiles (2023-24)
Source: Computed from https://agriwelfare.gov.in/en/StatHortEst
Note:
(1)
The ranking for fruits such as citrus, mango is not provided for J&K as it is relatively not a major producer of these fruits.
(2) Saffron has not been considered as J&K is the major and the only producer of saffron in India as per the 2023-24
final estimates Roadmap for Horticulture Development
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2.1.5 Global Position of J&K’s Key Horticulture Crops
This section examines how Jammu & Kashmir’s key horticultural crops
15
particularly
apples, almonds and walnuts, in which J&K ranks first in yield nationally (as was evident in
section 2.1.4), compare with major global producers in terms of production and productivity.
(i) Apples
J&K despite being India’s leading apple-producing region, appears as a small player in
global terms (Fig 2.1). China leads in total production of apples in the world with a yield
of about 24.85 t/ha. Chile (50.9 t/ha), USA (42.9 t/ha), and Italy (41.9 t/ha) lead in terms
of yield but not volume suggesting smaller cultivated areas despite higher productivity.
Iran (20.47 t/ha) achieves a moderate yield, performing significantly better than India and
J&K. However, J&K (12 t/ha) performs better than the national average (9.46 t/ha) and
Russia (10.34 t/ha), but large yield gaps remain when compared to global benchmarks
indicating major opportunity for growth. Thus J&K remains a modest global player in
apples highlighting the need for closing the productivity gap and shift toward a quality
and technology-driven apple economy, rather than competing on global volume.
Fig 2.1: Global Apple Production and Yield Comparison across Major Producing Regions (2023-24)
Source: FAOSTAT; Digest of Statistics, J&K (2023-24)
Note: The size of the bubble indicates share in world production. Yellow colour indicates India while green indicates J&K
(ii) Almonds
J&K is a very small but relatively efficient almond producer in the global context. It has
a meagre share of 0.63% in world production but has a moderate yield level of around
2.07 t/ha, higher than several traditional Mediterranean countries. J&K’s comparative
15 Saffron could not be considered for the analysis due to unavailability of recent global data on production and yield. Roadmap for Horticulture Development
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advantage in almonds stems not from scale but a combination of reasonably good yields
and agro-climatic conditions that can support quality production. Closing the yield gap
with global leaders like the USA (3.21 t/ha) and Australia (6.36 t/ha) through improved
varieties, highdensity planting and better orchard management could significantly upgrade
J&K’s competitiveness, even if its overall share in world production remains modest.
Thus, while J&K currently remains a minor global player in almonds, it has a strong
foundation for yield enhancement, which is essential for strengthening its position in
the global almond market.
Fig 2.2: Global Almonds Production and Yield Comparison across Major Producing Regions (2023-24)
Source: FAOSTAT; Digest of Statistics, J&K (2023-24)
Note: The size of the bubble indicates share in world production. Yellow colour indicates India while green indicates J&K
(iii) Walnuts
China (35.1%) and the USA (18.74%) dominate world walnut output, with high production
levels, while J&K has a modest share16 (7.70%). J&K’s production is comparable to or
higher than countries such as Chile, Mexico, Burkina Faso and possibly close to Türkiye,
placing it in a “second tier” group of producers rather than a marginal player.
J&K also stands out as a moderately high-yield producer with a yield of around 3.55 t/
ha, which places it above several major producers such as Türkiye (2.07 t/ha), Mexico
(1.39 t/ha), Burkina Faso (1.48 t/ha), and even national average (3.27 t/ha). Large-scale
16 Please note that overall, India accounted for 7.97% of global walnut production in 2023-24, making it the fifth largest walnut producer world-wide. Roadmap for Horticulture Development
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leaders such as China (3.93 t/ha) and the USA (4.80 t/ha) combine decent yields with vast
orchard areas, which explain their dominance in world production. Emerging high-yield
countries such as Iran (6.21 t/ha), Chile (4.30 t/ha), Ukraine (7.86 t/ha), Uzbekistan (9.45
t/ha) and Romania (16.18 t/ha) outperform J&K in productivity, indicating significant
scope for improvement in orchard management and planting material quality. Thus,
J&K occupies a second-tier position globally in walnuts, with competitive yields but
considerable untapped potential that could be realised through improved practices.
Fig 2.3: Global Walnuts Production and Yield Comparison across Major Producing Regions (2023-24)
Source: FAOSTAT; Digest of Statistics, J&K (2023-24)
Note: The size of the bubble indicates share in world production. Yellow colour indicates India while green indicates J&K
Overall, the analysis highlights productivity enhancement, quality upgrading, and improved planting
material as key levers for improving J&K’s global positioning in high-value temperate horticulture.
2.1.6 Domestic Demand Trends of Fresh Fruits and Dry Fruits
Understanding domestic demand for fresh and dry fruits is critical for framing sustainable
horticulture strategies in Jammu & Kashmir. The per capita consumption of fruits could
be expected to show an upward trend, driven by rising incomes, urbanisation, and greater
health consciousness. Analysing these patterns helps to identify opportunities for expanding
production, improving supply chains, and investing in value-added products.
(i) Analysis of per capita consumption trends for fresh and dry fruits
An analysis of per capita consumption (kg/year) for major horticulture crops, namely
apples and dry fruits (Table 2.9), reveals important demand-side dynamics that are critical
for aligning production strategies in Jammu & Kashmir. Roadmap for Horticulture Development
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Between 2011-12 and 2023-24, per capita consumption of apples increased significantly
in rural (CAGR of 10.59%) and urban areas (CAGR of 4.37%):
yIn rural areas, it increased from 0.70 kg/year to a peak of 3.26 kg/year in 2022-23,
before slightly declining to 2.33 kg/year in 2023-24
yIn urban areas, it increased from 2.29 kg/year to a peak of 4.97 kg/year in 2022-23,
before slightly declining to 3.83 kg/year in 2023-24.
Similarly, dry fruit consumption grew substantially between 2011-12 to 2023-24:
yRural consumption rose from 1.12 kg/year to 2.63 kg/year (CAGR of 7.40%).
yUrban consumption increased from 1.87 kg/year to 3.65 kg/year (CAGR of 5.72%).
The slight dips observed in 2023-24 for apple consumption is possibly indicative of
potential sensitivity to factors such as price volatility, supply disruptions, or consumer
preference shifts. In contrast, dry fruits continue to exhibit higher per capita consumption,
partly because they are non-perishable, have year-round availability and are consumed in
multiple forms making their demand more stable and less affected by seasonal fluctuations.
Importantly, while urban consumers still consume more than rural consumers, the gap
is narrowing, suggesting a strong emerging demand in rural markets. This trend offers
an opportunity for diversified marketing strategies, improved cold-chain logistics, and
promotion of premium quality, value-added products to cater to expanding rural and
semi-urban demand bases.
The rising domestic demand, especially in the rural segment, underlines the importance of
aligning horticultural production and processing efforts with evolving consumption patterns.
Table 2.9: Trends in Per Capita Consumption (kg/year) of apples and dry fruits (2011-12 to 2023-24)
Source: Computed from various rounds of Household Consumption Expenditure Survey, NSSO
(ii) Share of fresh fruits and dry fruits in household expenditure
The growth in fresh fruits and dry fruits is not just in volume but also in budget allocation,
showing households’ stronger willingness to spend on nutritious foods. Fig 2.1 and Fig 2.2
show the share of fresh fruits and dry fruits in average Monthly Per Capita Expenditure Roadmap for Horticulture Development
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(MPCE) across the rural and urban households from 1999-00 to 2023-24. In rural areas,
the share of spending on fresh fruits steadily increased from 1.42% in 1990-00 to 2.66%
in 2023-24. This suggests the growing importance of fresh fruits in rural diets.
In urban areas, the share of fresh fruits initially declined slightly and then stabilised. It
fell from 1.95% in 1999-00 to 1.68% in 2004-05 but recovered to 2.61% by 2023-24.
There has also been a convergence of rural and urban shares. By 2022-23 and 2023-24,
the share of fresh fruits in rural (2.54%-2.66%) and urban (2.5%-2.61%) MPCE became
almost equal. It shows a promising trend for expanding domestic markets beyond urban
centres and adopting strategies that leverage rural demand, such as affordable pricing,
small packaging units and value-added product innovations.
Fig. 2.4: Trends in the share of fresh fruits in household expenditure (1999-00 to 2023-24)
Source: Compiled from various rounds of Household Consumption Expenditure Survey, NSSO
Concerning the share of dry fruits in MPCE from 1999-00 to 2023-24, there has been a
remarkable rise- almost quadrupling in rural areas (from 0.30% to 1.19%) and more than
doubling in urban areas (from 0.47% to 1.26%) (Fig. 2.2). This rate of increase is higher
than that observed for fresh fruits which was less than twice for both rural and urban
areas. This points towards rising health consciousness, greater year-round availability,
steady prices and higher perceived value of dry fruits in daily diets.
17
Further, although,
urban households are still spending a slightly higher share of MPCE on dry fruits, the
gap between rural and urban narrowed significantly.
17 https://economictimes.indiatimes.com/industry/cons-products/food/more-indians-going-nuts-over-dry-fruits/articleshow/106391857.cms?from=mdr (accessed
on December 19, 2025) Roadmap for Horticulture Development
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Fig. 2.5: Trends in the share of dry fruits in household expenditure (1999-00 to 2023-24)
Source: Compiled from various rounds of Household Consumption Expenditure Survey, NSSO
The rapid growth in per capita consumption and share in household expenditure, especially
among rural consumers, indicates a significant expansion in domestic demand for both
fresh and dry fruits. Notably, the share of dry fruits in household expenditure has risen at
a faster pace that of fresh fruits across both rural and urban households. For J&K, these
demand-side developments emphasise the need for stronger supply-side responses. While
production has generally increased, the pace of supply-side improvements (for instance,
among others, the productivity of apples and area under almonds) will be critical to fully
capitalise on this demand growth through targeted interventions.
2.2 Marketing Arrangements of Major Fruits
2.2.1 Marketing Channels of Major Fruits
The marketing system for the sale of fruits in J&K is still conventional, characterised
by the dominance of contractors (pre- & post-harvest) and commission agents at the
wholesale level. The fruits grown commercially in J&K are being disposed of through
marketing functionaries. As indicated in Fig. 2.3, a major proportion of produce, ranging
from 67% to 82% depending on the fruit, is sold through contractors and relatively less
through wholesalers (between 8% and 27%). Despite pan-India initiatives like eNAM,
farmers continue to rely on traditional marketing channels, compelled by a number of
factors, including easy access to informal credit from Arthiyas or functionaries, small
marketable surpluses, etc.
Strengthening the collectivisation of farming through farmer-producer organisations
(FPOs)/self-help group (SHG) / Primary agricultural credit society (PACS) and marketing
activities, coupled with institutional support for financing smallholders, could enable
farmers to access more remunerative markets and improve their returns. In addition,
the development of supporting infrastructure, including Controlled Atmosphere (CA) Roadmap for Horticulture Development
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storage facilities and cold chain networks, etc. is critical for modernising and reforming
the marketing arrangements for fruits in the territory. Equally important is the promotion
of direct marketing channels such as FPOs, cooperatives, farmer markets, e-commerce
platforms, and tie-ups with organised retailers, which can reduce intermediaries, offer
better price realisation, and enhance market access for growers.
Fig 2.6: Existing marketing routes of major fruits
Source: SKUAST-K
2.2.2 Availability of Marketing Infrastructure in J&K
The marketing infrastructure for fruits and vegetables in J&K has expanded considerably,
with five fully functional terminal mandis and fourteen satellite mandis operational across
various districts (Table 2.10). Additionally, five Apni Mandis are currently functional,
providing local farmers with greater market access. However, six satellite mandis and
seven Apni Mandis are still under development or in the process of operationalisation.
Strengthening and fully operationalising these markets, alongside improving logistical
facilities and market linkages, will be crucial for enhancing farmers’ access to organised
markets and ensuring better price realisation for their produce.
Table 2.10: Marketing Infrastructure in J&K
S.
No.
Category of Markets Functional
Non-Functional /under- development /
under- operationalisation
1.Terminal Markets
1. Narwal
2. Parimpora
3. Aglar Shopian
4. Sopore
5. Jablipora
- Roadmap for Horticulture Development
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S.
No.
Category of Markets Functional
Non-Functional /under- development /
under- operationalisation
2.Satellite Markets
1. Pulwama (Pachhar)
2. Kulgam
3. Charar-i-Shairef
4. Handwara
5. Batingoo
6. Kupwara
7. Zazna (Ganderbal)
8.Baramulla (Kanispora)
9. Bishnah
10. Prichoo (Pulwama)
11. Udhampur
12. Batote
13. Kathua
14. Rajouri
1. Arhama
2. Paryote (Doda)
3. Kremshor
4. Poonch
5. Akhnoor
6. Potushay
3.Apni Mandi
1. Mandi (Poonch)
2. Tapyal (Samba)
3. Mari (Reasi)
4. Kanderi (Doda)
5. Garian (Udhampur)
1. Dayalachak (Chadwal)
2. Pouni (Reasi)
3. Ari (Mendhar)
4. Khanshahib (Budgam)
5. Bani (Kathua)
6. Nunmai (Kulgam)
7. Naidkhai
Source: Agriculture Production Department, GoJK
2.3 Export and Import Position of India for the Selected Commodities of Relevance
to J&K
18
J&K’s major horticultural products, such as Apple, Walnut, Almond and Saffron, possess significant
global trade potential. However, India’s presence in global markets for these commodities remains
limited, with increasing import dependence and stagnant or declining exports.
2.3.1 Apple Exports and Imports in India
Indian apples are exported to countries such as Bangladesh, Nepal, Bhutan, United
Arab Emirates, Saudi Arabia Bahrain, Qatar, Maldives, Kuwait and United Kingdom.
19

Though Apple exports have shown an increasing trend over the years, the growth has
been much slower compared to imports. Table 2.11 presents the export and import trends
of apples in India from 2010 to 2024, highlighting the growing trade deficit over time.
The quantity of apples exported increased from 17,170 tonnes in 2010 to 32,874 tonnes
in 2024, registering a growth of 4.75%. However, the export value remained stagnant
at around USD 13 million, with virtually no growth (-0.01%) suggesting declining unit
18 Please note as detailed export statistics of fruits from J&K is limited, the analysis is based on India’s overall export and import trends for fruits that are
predominantly grown in J&K. This approach provides useful insights but it might not fully capture J&K’s specific contribution to national exports. This also
underscores the need for targeted efforts to enhance and streamline horticultural exports from the region. The period considered for analysis is based on data
availability.
19 As per the World Integrated Trade Solution data base, in 2024, Bangladesh and Nepal accounted for 88.4% share of the total traded value of apples and 97.37%
share of the total traded quantity of apples. Roadmap for Horticulture Development
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values. (Table 2.9). In contrast, imports grew at a significantly higher CAGR of 10.85%
in quantity and 9.23% in value, surpassing the growth rate of exports.
India’s apple imports have surged over the years from 1,22,878 tonnes in the year 2010 to
5,19,652 tonnes in 2024. The import value increased from USD 121.3 million in 2010 to
USD 417.6 million in 2024. This indicates a growing reliance on imported apples to meet
domestic demand. Globally, India ranks 3
rd
among the world’s top apple-importing countries
and meets around 53 % of its apple demand from Iran and Turkey and the rest from countries
such as Afghanistan, United States, South Africa, New Zealand, Poland, Chile and Italy.
20

Thus, India’s apple trade balance has deteriorated over the past 15 years due to rising import
dependency and a sluggish export growth rate. The trade deficit (export value minus import
value) widened significantly, from USD -108.2 million in 2010 to USD -404.5 million in
2024. This growing deficit suggests that domestic production is struggling to meet demand,
leading to rising dependence on imports. Addressing this issue requires a combination of import
substitution strategies and export promotion efforts to strengthen the domestic apple industry.
Table 2.11: Trends in Exports and Imports of Apples in India
Source: UNCOMTRADE
2.3.2 Walnut Exports and Imports in India
The exports of walnuts in-shell increased from 130 tonnes in 2010 to 333 tonnes in 2024,
registering a CAGR of 6.93% (Table 2.12). By contrast, shelled walnut exports declined
sharply, from 7133 tonnes in 2010 to 932 tonnes in 2024, with a CAGR of -13.53%. The
20 World Integrated Trade Solution data base Roadmap for Horticulture Development
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export value of walnuts in-shell increased modestly at 2.22% while it declined for shelled
walnuts (-13.53%), suggesting a loss of India’s competitiveness in shelled walnuts exports.
On the other hand, imports have increased substantially. In-shell walnuts imports surged
from 17 tonnes in 2010 to 55448 tonnes in 2024 (78% CAGR). The imports of shelled
walnuts was a mere 2 tonnes in 2010 which increased to 3786 tonnes in 2024 (73.1%
CAGR). This suggests a rising domestic demand for walnuts, which is being met through
imports. Further, the volume of in-shell walnut imports has remained significantly higher
than shelled walnut imports, indicating that domestic processors increasingly depend on
imported raw walnuts for shelling and value addition. In 2024, India ranked 4
th
among
in-shell walnut importers and 25
th
among shelled walnuts importers globally.
21
Chile and
UAE emerged as the largest suppliers of walnuts to India during 2018-19 to 2022-23.
22

The trade balance in walnuts in-shell shifted from a small surplus of USD 0.33 million
in 2010 to a large deficit of USD -84.9 million in 2024. Similarly, the shelled walnut
trade surplus of USD 39.1 million in 2010 turned into a deficit of USD -14.2 million in
2024. These widening deficits highlight India’s growing import dependence and the need
for policy intervention to boost domestic production, improve productivity and enhance
branding efforts to regain competitiveness.
Table 2.12: Trends in Export and Import of Walnuts (in-shell and shelled) in India
Source: UNCOMTRADE
21 World Integrated Trade Solution data base
22 https://pib.gov.in/PressReleasePage.aspx?PRID=1956692#:~:text=This%20measure%20will%20not%20result%20in%20any,on%20domestic%20apple%2C%20
walnut%20and%20almond%20producers.&text=Similarly%2C%20in%20the%20case%20of%20walnuts%2C%20the,UAE%20became%20the%20largest%20
exporters%20to%20India. (accessed on march 28
th
, 2025) Roadmap for Horticulture Development
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2.3.3 Almond Exports and Imports in India
India has been a net importer of almonds (both in-shell and shelled), and this trend has
increased over the period 2010 to 2024 (Table 2.13). The import quantity of in-shell
almonds expanded from 62,053 tonnes in 2010 to 269,522 tonnes in 2024, registering
a CAGR of 11.06%. Import value of in-shell almonds rose at 10.60%, from USD 244.5
million in 2010 to over USD 1 billion in 2024. In 2024, India imported approximately
92% of the in-shell almonds from the USA and ranked 1
st
globally among in-shell almonds
importing countries.23 This surge reflects India’s rising demand and presents potential
opportunities for the domestic processing industry to expand value-addition. On the
export side, in-shell almond exports remained negligible, despite a high growth rate,
reaching 89 tonnes in 2024.
In contrast, import quantity of shelled almonds grew modestly at 4.42%, from 7,210 tonnes
in 2010 to 13,207 tonnes in 2024 while the import value increased at 4.27%. Similar to
the pattern observed for walnuts, the volume of in-shelled almond imports was higher
than that of shelled almond imports. In 2024, India ranked 15
th
among global importers
of shelled almonds, with major suppliers including Australia, Afghanistan and Iran.
Exports of shelled almonds recorded growth in quantity (8.34%) and value (12.50%),
rising from 78 tonnes (USD 0.35 million) in 2010 to 240 tonnes (USD 1.82 million)
in 2024. However, exports remain marginal compared to import, highlighting India’s
limited role in the global almond market. As a result, the trade balance has remained
negative over time, highlighting increased dependence on almond imports, particularly
for in-shell almonds.
India’s production of almonds is around 11000 tonnes, and about 91 % of the almond
production comes from J&K alone. Ex-ante assessment of the crop can greatly help in
increasing the production, which in turn can meet the domestic demand for almonds and
thereby serve as a viable option for import substitution.
23 https://wits.worldbank.org/trade/comtrade/en/country/IND/year/2023/tradeflow/Imports/partner/ALL/product/080211# (accessed on April 1
st
, 2025) Roadmap for Horticulture Development
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Table 2.13: Trends in Export and Import of Almonds (in-shell and shelled) in India
Source: UNCOMTRADE
2.3.4 Saffron Exports and Imports in India
In 2024, India ranked 3
rd
among the world’s top saffron-importing countries, with an
import value of USD 37.65 million, and a global import share of 11.74%.
24
The top
position was held by the European Union with an import value of USD 77.12 million
and a share of 24.06%. India primarily imports saffron from Afghanistan and Iran. On
the export side, India ranked 5
th
among saffron exporting countries with a global export
share of 2.6% in value terms. India’s saffron is mainly exported to countries such as the
UAE, the US and Australia, among others.
25
India’s saffron trade exhibits a distinct pattern where the export quantity was consistently
higher than import quantity between 2010 and 2017, yet the value of imports far exceeded
exports (Table 2.14). After 2018, this trend reversed, with imports surpassing exports in both
quantity and value, reflecting the dominance of premium imported saffron in the domestic
market. The quantity of saffron exported rose from 0.43 tonnes in 2010 to 10.19 tonnes in
2024 registering a CAGR of 25.44%. However, export earnings increased only modestly,
from USD 1.5 million to USD 3.61 million, at a CAGR of 6.49%, suggesting that Indian
saffron is fetching lower unit value prices possibly due to weak branding and positioning.
Import quantity grew at 23.38%, from 3.06 tonnes in 2010 to 58.01 tonnes in 2024
whereas import value surged from USD 4.76 million to USD 37.65 million (15.92%).
This indicates strong domestic demand for premium imported saffron varieties.
24 https://wits.worldbank.org/trade/comtrade/en/country/ALL/year/2024/tradeflow/Imports/partner/WLD/product/091020# (accessed on December 20, 2025)
25 https://wits.worldbank.org/trade/comtrade/en/country/IND/year/2023/tradeflow/Exports/partner/ALL/product/091020 (accessed on April 1
st
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India has remained a net importer in value terms, with the deficit widening from USD
-3.26 million in 2010 to USD -34.04 million in 2024.
Since Kashmir saffron has been granted Geographical Indication (GI) for its unique
attributes, enhancing its visibility and competitiveness is crucial. Initiatives such as the
Indian International Kashmir Saffron Park and dedicated branding campaigns can help
secure premium positioning in global markets. Strengthening domestic production by
increasing area in non-traditional areas with the support of irrigation systems and improved
planting material, enhancing quality, and improving market linkages could help boost
India’s share in the global saffron trade.
Table 2.14: Trends in Export and Import of Saffron in India
Source: UNCOMTRADE
Thus, to transform J&K’s horticultural exports, India needs a two-pronged strategy:
• Strengthening domestic production and value addition for import substitutions and
• Enhancing export competitiveness through branding, quality improvement and market access. Roadmap for Horticulture Development
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2.4 Registered and Unregistered Food Processing Units Across the UT of J&K
The food processing industry in UT of J&K is at a nascent stage. According to the data
from the District Industries Centre, there are around 2247 registered food processing units,
while around 28089 units are unregistered. Considering both registered and unregistered/
unincorporated units, the total number of micro/small food processing units in UT is pegged
at 30336. It is also estimated that close to 95-97% of total units are micro units (Directorate
of Horticulture, J&K).
Currently, there is no detailed data regarding the line of activity of these unregistered/unincorporated
food processing enterprises. A comprehensive documentation indicating processing capacity,
ownership structure, location, investment, employment strength, level of mechanisation, market
outreach etc. should be created to map and understand these enterprises.
Unregistered units represent a dominant share of the sector, accounting for nearly 92.59 % (Fig.
2.4) of total food processing enterprises. Most of these units fall under the category of micro-
manufacturing units in terms of their investment in plant and machinery and turnover. They
mostly operate with traditional knowledge and lack availability of mechanisation/automation,
contributing to inefficiencies and bottlenecks in the current food production and processing system.
Addressing these challenges requires a focused approach: supporting unregistered units through
capacity-building initiatives, facilitating access to credit and technology, and creating incentives
for voluntary registration over time. In addition, the establishment of food processing industries
under national schemes such as PMFME (Pradhan Mantri Formalisation of Micro Food Processing
Enterprises) and PMKSY (Pradhan Mantri Kisan SAMPADA Yojana) can provide a strong
institutional framework for modernising the sector. These efforts will help to strengthen micro-
entrepreneurs and enable their sustainable and inclusive integration into the formal economy.
Fig. 2.7: Registered and Unregistered Food Processing Units Across the UT of J&K
Source: MOFPI website, DIC Roadmap for Horticulture Development
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2.4.1 Profiling of Existing Micro Enterprises Ecosystem
As per the District Industries Centres (DIC) data, the total number of registered food
processing units in the UT are 2247, with 31% in Jammu followed by Srinagar (17%)
and Anantnag (14.6%) (Table 2.15).
Table 2.15: District-wise Distribution of Food Processing Formally Registered Functional Units in J&K
Source: Based on DIC (District Industries Centre) data & SLUP report prepared under PMFME scheme
Fig. 2.8: Distribution of Total Registered
Food Processing Units in J&K
Fig. 2.9: Share of Horticulture-based
Food Processing Units Across J&K
Source: DIC (District Industries Centre) data & SLUP report Roadmap for Horticulture Development
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With 1375 registered units (61% of the total registered units) (Table 2.14), the non-
horticultural sector dominates, indicating a robust presence of processing activities, possibly
attributed to higher consumer demand and market dynamics. In contrast, the horticulture-
based processing units, despite the region’s strong production potential, represent only
39% (872 units) of the total registered units (Table 2.16). Within the horticulture-based
enterprises, edible oil processing accounts for the largest share of 35.43% followed by
spice processing (20.87 %) and processing of fruits and vegetables (20.29 %) in the
distribution of horticulture-based enterprises in the UT (Fig. 2.5).
Table 2.16: Classification of Registered Food Processing Units of J&K Based on their Line of Activity
Source: Based on DIC (District Industries Centre) data & SLUP report
There is a significant untapped potential for growth in the processing segments of
horticulture products like walnut/nuts, spices and fruits and vegetables for primary
processing and diversified product development. Thus, a strategic focus on expanding
processing capabilities in the horticulture sector is imperative to prevent post-harvest
losses, meet the evolving demands of the market and leverage horticulture strengths,
thereby increasing the UT’s economy. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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2.5 Existing Horticulture Infrastructure
The details about the existing horticulture infrastructure in J&K are provided in Table 2.17.
Table 2.17: Details on Existing Horticulture Infrastructure
Infrastructure Details
Hi-Tech Nursery
Infrastructure
Department Nurseries
• 138 government nurseries (Kashmir: 70; Jammu: 68); mostly accredited by the National
Horticulture Board (NHB).
Private Nurseries:
• 316 registered private nurseries (Kashmir: 290; Jammu: 26); registered with the depart-
ment, and around half are accredited
Two Centres of Excellence for fruits (CoEs):
• One CoE each in Kashmir and Jammu (Udheywala).
• Equipped with facilities such as:
»High-quality fruit plant production
»Micro-irrigation systems
»High-tech greenhouse technology
»Tissue culture laboratory
»Bio-control laboratory
»Weather forecasting units
• Serve as technology demonstration and training centres for farmers/growers.
Mega Nurseries and New Initiatives:
• One Mega Fruit Plant Nursery at Chakrohi, Jammu (40 ha area).
• One Plant Entry Quarantine Facility being set up at Marta, District Udhampur, facilitates
the import of fruit plants/rootstocks.
• One Mega nursery for temperate fruits is under development at Sarthal Bani.
• To meet demand for high-density plantations in 12 fruit crops and bring 5,500 ha under
cultivation over the next 5 years
Food Parks
2 sanctioned food parks
• Located in District Srinagar and District Jammu.
3 proposed food parks
• In Districts Baramulla, Pulwama, and Udhampur.
Industrial Parks
• 10 industrial parks across the UT.
• Designed to support clusters of commercial and industrial activity.
• Serve as hubs for processing, manufacturing, and agri-industrial investments. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
45
Infrastructure Details
Agro-export Zone
• J&K designated as an Agri Export Zone for apples and walnuts.
• J&K’s dominance:
»Over 90% of India’s walnut production.
»Around 77% of India’s apple production.
Food Testing Labs
3 operational food testing labs
• Located in the Districts of Srinagar, Pulwama, and Jammu.
Accreditation
• Labs in Srinagar and Jammu were accredited by NABL in 2021 under ISO/IEC 17025:2017
(chemical testing only).
Challenges
• Limited accreditation and facilities.
• Inadequate to meet the testing needs of all food processing units.
• Need for improved quality assurance infrastructure.
Controlled
Atmosphere
Facility
• J&K contributes over 70% of India’s apple production.
Major producing districts
• South: Anantnag, Shopian, Kulgam, Pulwama.
• North: Kupwara, Baramulla.
Existing CA storage
• 60 units with a total capacity of 2.70 lakh tonnes.
• Predominantly located in Southern Kashmir.
Challenges
• Inaccessible for growers in North and Central Kashmir.
• Establish CA storage units in North and Central Kashmir to ensure balanced access.
Integration of
mandis on eNAM
Total Mandis: 24 functional mandis
»19 Terminal/Satellite Mandis
»5 Apni Mandis
Integration status
»All 17 functional wholesale mandis integrated with e-NAM by 2023-24.
»All 5 functional wholesale mandis in the Jammu region integrated.
»13 mandis (6 Satellite and 7 Apni Mandis) in various stages of development/operation-
alisation.
»2 new wholesale mandis to be integrated with e-NAM in 2024-25.
• More mandi infrastructure in the Kashmir region than in Jammu as the Kashmir region
produces the lion’s share of fruit production.
Note: The list is indicative and not exhaustive. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
46
2.6 Existing Schemes and their Performance for the Development of Horticulture in
the UT
The UT has adopted a comprehensive approach to horticulture development, combining infrastructure
creation, financial support, and digital services (Table 2.16). Key initiatives, such as MIDH and
HADP, focus on strengthening the value chain, while schemes like PMFME and UT CAPEX
promote youth-led enterprises. Integration with e-NAM, mobile apps, and online services has
improved market access and service delivery. The high uptake of these schemes reflects strong
implementation, with further potential for synergy and convergence across interventions.
Table 2.18: Details on Existing Schemes for Horticulture Development
Scheme/InitiativeKey FeaturesPerformance/Outcomes
Mission for Integrated
Development of
Horticulture (MIDH)
• Holistic support for horticulture value chain
(including honey, bamboo)
• Facilitating integrated growth
and diversification in horticulture
HADP Project –
Strengthening of
Agricultural Marketing
• ₹426.62 crore investment approved
• Creation of mandi infrastructure, compost units,
induction of reefer/pickup vans, hi-tech grading
lines, scientific packaging, creation of Agriculture
branding centres/market intelligence envisaged.
• CA storage (55,000 tonnes) &
cold storage (12,000 tonnes)
created
Subsidy for Grading &
Packaging (UT CAPEX)
• 50% subsidy for modern grading & packaging
techniques
• 682 unemployed youth benefited
in 2022-23 and 2023-24
PM Formalisation of
Micro Food Processing
Enterprises (PMFME)
• Credit-linked capital subsidy to micro food
processing units
• Boosts value addition and
promotes rural entrepreneurship
e-NAM Integration
• Digital trading platform for agri/horti produce
• Mandi digitalisation
• 17 Mandis onboarded
• Over 51,000 growers/traders,
commission agents, FPOs
registered
• Trade worth ₹450 crore conducted
Online Support
Services
• Pradhan Mantri Krishi Sinchayee Yojana (PMKSY)
facilitates online registration for irrigation services
• Sub-mission on Agriculture Mechanisation (SMAM)
allows farmers to register online for agricultural
machinery (tractors), Custom Hiring Centres (CHCs),
and hi-tech machinery hubs. online applications for
licensing of pesticides/ fertilisers.
• Online registration for crop insurance through
Pradhan Mantri Fasal Bima Yojana (PMFBY)
and income support under Pradhan Mantri Kisan
Samman Nidhi (PM-KISAN)
• Range of online services aimed
at benefiting farmers and
agricultural stakeholders in J&K
• The Directorate endeavours
to enhance horticultural and
agricultural productivity, promote
sustainability, and support the
livelihoods of farmers in J&K.
Mobile Apps (MKisan,
AgriMarket)
• Provides farmers with market information, weather
forecasts, pest control advisories
• Informed decision-making
for planting, harvesting, and
marketing
Note: The list is indicative and not exhaustive. Detailed information regarding
various existing schemes is attached as Annexure III. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
47 3
CHALLENGES AND
OPPORTUNITIES Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
50
The horticulture sector serves as a crucial economic pillar for J&K. However, despite their
historical reputation and high-quality attributes, the horticultural commodities face a range of
challenges in production, processing, marketing and trade integration. Productivity constraints,
post-harvest losses, rising imports, branding issues and limited global market access are key
hurdles that have hindered their full potential.
At the same time, there are emerging opportunities driven by rising domestic consumption, global
demand for high-quality food products, technological advancements in cultivation and processing,
government support schemes, and increasing consumer preference for health-oriented foods. The
GI recognition of Kashmir saffron, the growing popularity of high-density apple plantations, and
rising interest in sustainable and organic production methods further offer strategic openings to
reposition J&K’s produce in both national and international markets.
The chapter examines the challenges and opportunities in order to enhance the competitiveness
and resilience of J&K’s horticultural economy.
3.1 Regional Constraints: Production to Post-Harvest Challenges
In Jammu division, fruit cultivation has the potential to become a highly viable economic activity,
particularly with targeted interventions. However, the sector faces notable constraints:
High production costs coupled with a lack of assured irrigation, as over 70% area in Jammu region is rainfed.
Limited post-harvest management and processing facilities result in reduced economic returns, especially
for small landholders.
Although there are vast underutilised areas, the lack of infrastructure and investment restricts the
expansion and intensification of fruit crops such as walnut, apple, mango, citrus, and stone fruits.
High-value niche crops like strawberry, dragon fruit, kiwi, and cherry, though cultivated on a small
scale, have transformational potential if appropriately scaled.
In the Kashmir region,
Most orchards are planted with seedling rootstocks at traditional spacing, which results in low productivity.
There is a pressing need for orchard rejuvenation, replacing old and senile orchards with modern high-
density plantations using dwarf or exotic rootstocks.
Drip irrigation systems need to be scaled up to maximise water use efficiency to utilise limited
irrigation water.
Additional systemic constraints across both regions include:
Land use shifts: Diversion of land towards other uses from agriculture.
Climate variability: Emerging as a serious concern, increasing risks for farmers.
Unscientific cultivation practices persist, including:
yIndiscriminate use of chemical inputs,
yLack of adherence to proper pesticide application schedules,
yInadequate awareness about chemical-free (organic and natural farming) produce demand in the
international markets. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
51
Gaps in input support and extension services include:
yLack of access to quality seeds and planting materials.
yInsufficient handholding for the scientific use of agri-inputs, particularly in guiding the judicious
use of fertilisers and pesticides.
Product testing and compliance with food safety norms are not widely practiced, and farmer awareness
regarding residue testing remains very low.
Weak value chain links: Poor coordination from production to marketing, with marketing arrangements
often controlled by traders, with a limited role for FPOs or cooperatives or PACS.
Post-harvest losses remain high due to poor handling practices, lack of timely domestic transportation,
inadequate cold chain infrastructure, and limited CA storage facilities.
Slow adoption of modern techniques: A sluggish transition to a high-density orcharding system and
modern technology use.
3.2 Post-Harvest Losses of Major Horticulture Crops in J&K
Processing of major fruits is less than 1% overall
26
; however, 2-3 % processing in apples, 12-16%
in cherries and 30-40% in apricots is done in the region. Table 3.1 highlights significant post-
harvest losses in J&K’s major fruit crops, with apples and vegetables experiencing the highest
absolute losses (5,00,000 tonnes each), resulting in monetary losses of ₹1500 crore and ₹1560
crore, respectively. Notably, cherries face the highest percentage losses (40-49%) while saffron,
despite minimal quantity loss (0.48 tonnes), incurs a high monetary loss of ₹ 4.8 crore due to its
premium value. Figs. 3.1 and 3.2 provide details about post-harvest losses at different stages of
handling apples and walnuts, respectively.
Table 3.1: Post-Harvest Losses of Major Fruit Crops in J&K
Source: Directorate of Horticulture, Kashmir
26 https://www.nabard.org/auth/writereaddata/careernotices/2310201921Horticulture.pdf Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
52
Fig. 3.1: Post-harvest Losses at Different Stages
of Handling of Apples
Fig. 3.2: Share of Horticulture-based
Food Processing Units Across J&K
The sector faces challenges such as a lack of awareness, poor accessibility to innovative and
good agricultural practices (GAP), poor cold supply chain infrastructure, and market volatility,
leading to the loss of around 35-40% of total production. Developing post-harvest technologies
is essential to extend shelf life, enhance value addition, ensure wider consumer availability and
tap export potential. Strengthening these technologies will also help to preserve surplus produce
during glut periods, supporting horticulture growth. There is a very high degree of wastage due
to improper handling, storage, marketing, and processing and distribution systems.
To reduce comparatively higher food losses in horticulture, the supply chain needs improvement,
especially through village-level decentralised aggregation hubs to collect perishable fruits and
vegetables. These hubs should have basic facilities like pre-conditioning and packaging systems,
staging cold stores, reefer vehicles, etc.
3.3 Demand and Scope for Value Addition of Major Horticulture Crops in J&K
The demand for processed food is rising with population growth, urbanisation and changing
consumer preferences.
27
Ethnic food products are gaining popularity, creating niche markets and
investment opportunities in value-added activities, which can create jobs in food processing and
related sectors such as transportation, distribution and retailing. India’s food processing sector
has been growing at an annual rate of around 5.35% during the last eight years ending 2022-
23 and has made significant contribution to GVA (₹1.92 lakh crore), employment (20.68 lakh
in 2021-22) and export (23.4% share in agri-food export in 2023-24).
28
However, processing
levels remain low in India at 4.5% for fruits and 2.7% for vegetables compared to 30% of food
processed in China, and 60-80% in Western countries.
29
27 https://face-cii.in/wp-content/uploads/2021/09/Food-Processing-Report-2019.pdf (accessed on 3
rd
April 2025)
28 https://pib.gov.in/PressReleasePage.aspx?PRID=2036980 (accessed on 3
rd
April 2025)
29 Economic Survey, 2023-24, Government of India. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
53
J&K has significant potential for food processing, given its rich agricultural resources. There
is significant potential for food processing units to produce juice concentrates, jams, jellies,
marmalades, and other value-added products from apples, pears, cherries, plums, and apricots.
Despite these opportunities, local producers often remain suppliers of primary products rather
than diversifying into value-added goods.
3.3.1 Major Gaps and Challenges in Promoting Processing
Maximising the horticulture potential and improving the horticulture value chain requires
addressing infrastructure gaps, technological limitations, quality control issues, financial
constraints, skill gaps, and market access barriers. This calls for coordinated efforts
involving government agencies, industry, financial institutions, research organisations,
and development partners.
(i) Infrastructure Deficiency
Inadequate Cold Storage Facilities and Integrated Pack Houses:
yOut of the total apple production of 21.4 lakh metric tons in 2023, around 9-10 lakh tons were of
A-class quality. About half of this was sold directly in mandis, while the rest was stored in cold storage.
yExisting facilities could not accommodate all the high-quality apples.
yJ&K has around 60 CA (Controlled Atmosphere) Stores, all equipped with integrated packhouses
and advanced graders.
yAdditionally, around 5 standalone Integrated Pack Houses have been established.
yEfficient monitoring and expansion of storage and handling infrastructure are essential to optimise
the value chain.
Lack of Advanced Machinery in Processing Units:
yOf the over 2,000 registered food processing units in J&K, only 11% are engaged in horticultural
processing, focusing mainly on apples and walnuts.
yProcessing units for spices and other horticultural products largely rely on traditional machinery
and packaging systems.
yThis often results in a decline in the quality of final products.
Deficiency in Transportation Networks and Cold Chain Logistics:
• Inadequate transportation infrastructure, especially for perishables, hampers timely and cost-effective
distribution in domestic and export markets.
• Weak cold chain logistics and poor last-mile connectivity increase costs and product losses.
• Strengthening transportation networks (e.g., reefer vans) and cold chain logistics is crucial for expanding
market reach and improving efficiency.
Lack of Aseptic Processing Facility:
• Absence of aseptic technology limits J&K’s ability to preserve the quality and safety of horticultural
produce.
• This results in higher contamination risks, spoilage, and post-harvest losses.
• Lack of such facilities impedes compliance with stringent quality standards and limits access to premium
domestic and international markets.
• The shortage of modern facilities and trained personnel further complicates the implementation of
efficient processing solutions. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
54
(ii) Technology Adoption Challenges
High Initial Investment Costs:
y
High costs of processing equipment (e.g., vacuum coolers, cryogenic grinding machines) deter adoption,
especially among rural enterprises.
yLimited access to affordable financing, subsidies, and incentives hampers modernisation efforts.
y
Long payback periods and inadequate servicing options in the Kashmir Valley further discourage investment
in advanced technology.
Limited Technical Know-how:
y
Lack of technical knowledge among small farmers and cooperatives restricts the use of modern processing
techniques and proper equipment handling.
yInadequate understanding of quality control measures affects productivity, product quality, and
competitiveness.
yTargeted training programs, workshops, and access to technical resources are essential to enhance
technology adoption.
(iii) Quality and Standards Compliance
Inadequate Quality Assurance Mechanisms:
y
Ensuring consistent product quality and food safety is challenging, especially in small-scale and informal
processing units.
yLimited access to quality testing facilities and certification programs hampers compliance with
market standards.
yThis limits consumer trust and restricts the marketability of processed horticultural products.
Barriers to Market Access and Certification:
yCompliance with international standards and certifications is complex and expensive for small processors.
yLack of access to market intelligence, guidance on regulatory requirements, and efficient marketing
channels restricts export opportunities.
y
These limitations hinder market diversification and reduce potential revenue for horticultural enterprises.
(iv) Value Chain Coordination
Fragmented Value Chains:
yThe horticulture value chain in J&K is fragmented, with weak linkages between producers, processors,
traders, and retailers.
yLimited coordination leads to inefficiencies, information asymmetry, high transaction costs, and missed
opportunities for value addition and market integration.
yThese gaps often result in poor-quality produce and reduced profitability.
Supply Chain Logistics Issues:
yInadequate logistics in storage, handling, transportation, and distribution hampers efficient delivery of
processed products.
yWeak supply chain management leads to delays, product loss, and operational bottlenecks.
yImproved logistics planning, inventory management, and coordination among stakeholders can enhance
overall supply chain efficiency. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
55
(v) Market and Export Challenges
Lack of Market Information and Intelligence:
y
Limited access to reliable market information, consumer preferences, and trends affects strategic decision-
making and product positioning.
y
Strengthening market intelligence systems, conducting market research, and improving linkages are vital
for identifying opportunities and enhancing competitiveness.
Low Export Readiness:
y
Exporters face challenges in meeting international standards related to product quality, packaging, labelling,
and certifications.
yLack of knowledge and support on export procedures limits access to global markets.
yCapacity-building, export promotion programs, and technical assistance are needed to improve export
readiness and broaden market reach.
Addressing these major gaps and challenges in promoting processing in J&K’s horticulture
sector requires a comprehensive approach involving investments in infrastructure, technology,
skills development, quality assurance systems, market access, value chain coordination,
and export facilitation. Collaborative efforts between government agencies, industry
stakeholders, research institutions, and development partners are essential to overcome
these challenges and unlock the full potential of processing in enhancing value addition,
market competitiveness, and sustainability in the horticulture value chain.
3.4 Potential of Horticultural Technologies and Adoption Challenges
3.4.1 Pre-Harvest
Plant Propagation Management:
ySeveral advanced propagation technologies are available in India and abroad, but adoption in J&K
remains very low.
yRootstock multiplication on a large scale is practiced in only 20-30 nurseries.
yFeathered plant development in apples is limited to just 10-15 nurseries.
yWalnut propagation under poly-house conditions (with over 80% success rate) is also adopted by only
10-15 nurseries.
yOlive plant production is confined to 3-5 nurseries.
yStrengthening technology transfer, commercialisation, and adoption through networking, collaboration,
and viable business models is essential.
Soil and Crop Health Management:
yWhile fertilisers and pesticides are applied as per general recommendations, baseline diagnostics such
as disease incidence and nutrient deficiency assessments are often overlooked.
yThis reduces the precision and effectiveness of nutrient and pest management strategies.
Water Resource Management Practices:
y
Technologies such as micro-irrigation, drip systems, and rainwater harvesting hold potential for improved
water use efficiency. However, adoption is limited and mostly restricted to few crops.
yFor example, micro-irrigation is recommended for high-density apple plantations but is not widely used
for other horticultural crops. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
56
Pollination Management:
y
Standardised technologies for effective pollination (bee colony density, polliniser ratios, placement, mode
of pollination, suitable species) exist for crops like apple, pear, almond, cherry, olive, and kiwifruit.
y
Despite this, less than 5% of farmers in J&K are effectively implementing pollination management practices.
Other Technologies:
yA wide range of technologies in varietal development, varietal characterisation, germplasm conservation,
biotechnology, micro-propagation, and post-harvest management are available.
y
However, these technologies face significant adoption barriers, including awareness gaps, limited technical
capacity, and a lack of support mechanisms.
3.4.2 Post-Harvest
(i) Existing Post-Harvest Handling Practices for Apples
In J&K, apples are manually harvested using woven wicker baskets (up to 5 kg capacity)
and iron ladders for taller trees. Apples are sorted and graded based on size and colour,
often exposed to sunlight and rain due to limited shed availability. No pre-cooling is done
to remove field heat. Fruits having 80% or above red colour are grouped under grade A
and fruits with less than 80% colour are considered as grade B. A fruit with abnormal
size, diseases, bruises and mechanical injuries is grouped under grade C and considered
as culled fruit. Grades A and B are packed in 10-20 kg wooden boxes with paddy straw
and used newspaper for cushioning. Stems are removed using cast iron scissors, except
for the American Trel variety. Packed apples are manually loaded onto trucks. About
40% of apples are sold locally, while the rest 60% are sent to markets outside the UT.
Only 2-3% of culled fruit is processed for concentrate production.
(ii) Scientific Post-Harvest Handling of Apples
• Storage of Apples in CA Stores
8Pack House Operations: Over the past seven years, the Horticulture
Department Kashmir has constructed 3490 pack houses for cleaning, grading
and packing their produce. However, these pack-houses are not constructed
on scientific lines and lack proper facilities for pre-cooling, grading, sorting
and packing. Therefore, the Department should work in consultation and
coordination with the experts in the sector.
8Modern CA Stores: J&K has a 60 CA stores with a 2.70 Lakh tonnes capacity
primarily for Grade A and B apples. The present CA storage capacity is
insufficient, creating a bottleneck in the value chain.
8Processing of Culled Apples: About 15-20% of total production are culled
and sold at a cheaper price, with many apples left un-harvested. Given the
surplus, there is the potential for a mega plant to process 65,000-70,000
tonnes of C-grade apples in 80-90 days, producing 6,500-7,000 tonnes of
concentrate and 50 kg of pectin daily, adding economic value. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
57
High Tech Apple Grading Line
Pack-house Operations
Fig. 3.3: Overview of CA stores of J&K
(iii) Existing Post-Harvest Handling Practices in Walnuts
Traditional walnut harvesting involves beating branches using 15-16 foot wooden stick,
leading to nut breakage, bud damage, and worker injuries. Nuts falling on wet ground
develop discolouration, affecting marketability. Nuts dropping from 30-40 feet suffer
additional breakage and loss due to the uneven, sloped terrain, making collection labour-
intensive. Overall, 3-5% of nuts are lost due to breakage, mould growth and pilferage
during harvesting and heaping. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
58
De-hulling is done manually by rubbing walnuts together, beating with wooden logs
or using knives, causing 1-2% breakage. This task, performed by 3-4 labourers, stains
worker’s hands with jugulone dye. Washing nuts in running water with wooden logs or
by trampling causes 1-1.5% breakage.
Drying takes 7-10 days; and losses occur due to bird and rodent damage (0.5-1%).
Traditional storage in gunny bags causes rancidity and darkening (0.5-1% loss). Pricing
depends on size, shell thickness and colour. Overall, the traditional method is labour-
intensive, unsafe, and results in significant product loss and quality issues.
(iv) Scientific Post-Harvest Handling of Walnuts
By scientifically handling and adding value to broken or dark-coloured walnut kernels
through the production of walnut butter and oil, the system offers significant economic
benefits. These high-value products can stabilise the rural economy and boost the walnut
industry in J&K, creating employment opportunities and reducing post-harvest losses. The
adoption of this modern processing approach ensures consistent quality and reduces the
labour-intensive nature of traditional methods, fostering overall regional development.
To minimise post-harvest losses, maintain quality, and overcome the drudgery, boredom,
and other constraints associated with traditional post-harvest handling of walnuts, a model
walnut processing unit has been developed. The model walnut processing unit includes
advanced equipment such as a walnut dehuller-cum-washer, grader, cracker, kernel grader,
vacuum packaging, shrink wrapping machines, solar tunnel drier, cabinet dryer, walnut
butter making machines, and oil extraction machines. This integrated system improves
the efficiency of walnut processing and enhances the product’s cosmetic value, leading
to higher market prices.
(v) Existing Post-Harvest Handling Practices for Saffron
To produce 1 kg of dry saffron, 1,60,000 flowers (approx.) are needed, generating about
350 kg of petals. From 1 kg of fresh saffron flowers, only 15-20 grams of dried saffron
is obtained. Cultivation requires about 210 man-days per hectare for corm digging and
collection, and 170 man-days per hectare for flower harvesting and stigma separation.
Farmers harvest flowers in woven baskets and sell them to traders, who handle post-
harvest operations. Stigmas and styles are separated and dried indoors with a fan for
6-8 days to prevent colour fading. Petals are typically discarded. Conditioning involves
spraying water for 17-18 hours. Stigmas are manually separated from styles, which are
sometimes dyed for adulteration. Manual winnowing and hand rubbing are used to process
stigmas, which are then packed in ½ to 5-gram plastic containers. During processing, 2%
of saffron becomes powder (chura), and six labourers are needed to process 1.25 kg of
saffron. Average post-harvest losses during various stages of saffron handling typically
range from 2-3%. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
59
(vi) Scientific Post-Harvest Handling of Saffron
To improve saffron processing and quality in J&K, the India International Kashmir Saffron
Trading Centre (IIKSTC) at Dussu Pampore has been established under National Saffron
Mission.
30
This high-tech saffron/spice park provides facilities for stigma separation, drying,
grading, packaging and marketing, ensuring scientific handling and preventing adulteration.
Additionally, an Advanced Research Station for Saffron and Seed Spices in SKUSAT, Kashmir
focusses on developing and disseminating innovative saffron cultivation technologies.
Saffron growers should adopt modern drying techniques to preserve pigment concentration
and maintain quality. Effective methods include solar saffron dryer, hot air dryer, solar
tunnel saffron dryer. These methods achieve a temperature range of 40-50 ºC , reducing
drying time to 4-7 hours, ensuring superior saffron quality.
3.4.3 Constraints in the Adoption of Horticultural Technologies
Technological and knowledge barriers:
yLack of location-specific and need-based technologies.
yLack of proper technical guidance and thus limited technical know-how
Infrastructure and market challenges:
yLack of inputs for technology adoption in local markets.
yLow market prices and high perishablility of horticultural products
Financial barriers:
yHigh cost of technologies (e.g. High-Density Plantation of Apple Orchard: Initial cost of establishment
> ₹ 39.70 lakh/ha).
yLack of need-based credit support system for technology adoption

Environmental and climatic constraints:
yShortage of water at critical stages of irrigation; no monsoons and erratic rainfall
ySevere winters with very low temperature and snow-covered fields
3.5 Availability and Prospects of NABL Accredited Food Testing Laboratories in the
UT of J&K
J&K has limited number (three) of NABL accredited Food Testing Laboratories (Table 3.2).
However, the region has been focusing on enhancing its food safety infrastructure, and recent
efforts have seen some progress in establishing accredited labs.
Table 3.2: List of NABL accredited Food Testing Laboratories in J&K
S. No. NameAddress Govt./Private
Whether NABL
Accredited
Whether FSSAI
certified
1. Food Testing Laboratory Jammu Govt. YesYes
2. Food Testing LaboratorySrinagar Govt. YesYes
3. Food Testing LaboratoryIUST-Awantipora Govt. YesNo
30 https://krishiscience.co.in/storage/app/finalpdf/Ha4NiAFakF1lS5g7Ui5E25LmGfbQlO3YDEcxx75b.pdf (accessed on April 3
rd
, 2025). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
60
The existing laboratories are primarily focused on addressing the specific needs of the region,
including testing for common contaminants and quality parameters of few locally produced
food items. Various initiatives have been launched by the J&K Government, to ensure that the
region’s food products meet national and international safety standards.
Future Prospects of NABL Accredited Food Testing Laboratories in J&K
• Expansion of Laboratory Network
• Upgradation of existing food testing
laboratories
• NABL accreditation
• Focus on High-Value Crops
• Improving Export Quality Compliance
• Enhancing Collaboration and Partnerships
• Regulatory and Policy Support
• Public Awareness and Education
• Sustainable Practices
• Training and Capacity Building
• Collaboration with Educational Institutions
It is proposed to establish one NABL accredited Food Testing lab in each Food Park, creating
centralised testing facilities for nearby food processing units. Additionally, upgrading existing
labs with better infrastructure, equipment, and manpower is essential to meet the Food Safety
and Standards Act 2006 requirements, aligning them with top national testing and research
institutions for quality assurance and consumer safety.
3.6 Vagaries of Weather and Climate Change
The frequency of Extreme Weather Events (EWEs) such as heavy rains, flash floods, heat waves,
and thunderstorms has increased globally, including in J&K. Between 2010-2022, J&K experienced
2,863 EWEs.
31
Erratic snowfall has caused major agricultural losses, notably in 2018 and 2019,
destroying apple orchards and resulting in estimated damages of about ₹500 crore (2018) and
₹2,250 crore (2019).
32
In 2023, unseasonal rainfall and hailstorms led to a 50% cherry crop loss.
33

Other horticultural crops have also suffered, impacting both yield and quality.
3.6.1 Impact of EWE and Importance of Early Warning System (EWS) in J&K
Climatic variability, including unseasonal snowfall, hailstorms, and strong winds, has
severely impacted fruit growers by disrupting pollination, fruit set, and harvesting. These
events also affect post-harvest activities like sorting, packaging, and marketing, causing
tree damage and reduced yields. Accurate weather forecasting is crucial for protecting
crops, livestock, and property. Short-term forecasts help farmers adapt daily operations,
reducing weather-related losses, while long-term forecasts aid in crop selection and
planning, improving farmers’ livelihoods in regions with unpredictable rainfall.
The Agro-Meteorological Advisory Services (AAS) project, under the Gramin Krishi
Mausam Sewa (GKMS) scheme, enhances agricultural productivity through localised
weather advisories. Led by IMD under MoES, in collaboration with ICAR, IITs, and
31 https://mausamjournal.imd.gov.in/index.php/MAUSAM/article/view/6147 (accessed on August 21, 2025)
32 https://www.researchgate.net/publication/345362260_Impacts_of_Erratic_Snowfall_on_Apple_Orchards_in_Kashmir_Valley_India#:~:text=Abstract%20
and%20Figures,an%20average%20of%20~35%25. (accessed on August 21, 2025)
33 https://www.deccanherald.com/india/weather-vagaries-cause-50-loss-to-cherry-production-in-kashmir-1228535.html?utm_source (accessed on
August 21, 2025) Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
61
State Agricultural Universities, it integrates weather, soil, and crop data to help farmers
make informed decisions. The project issues district to national-level advisories based
on high-resolution forecasts from models like GFS and CFS. AAS bulletins (692 nos.),
prepared by AMFUs and DAMUs in KVKs, offer crop-specific guidance on sowing,
pesticide use, and irrigation. State Composite Bulletins help identify distressed regions,
while National Bulletins, compiled by the National Agromet Advisory Service Centre,
Pune, support policy decisions, benefiting millions of farmers.
3.6.2 Limited Availability of Irrigation Facilities
Irrigation is vital for horticulture, providing consistent water for optimal crop growth, stress
management, and nutrient uptake. Micro irrigation like drip and sprinkler irrigation are
preferred over conventional methods due to their efficiency, reduced water wastage, and
environmental sustainability. Use of micro-irrigation enhanced water efficiency, crop quality,
and year-round cultivation, particularly for high-value crops like apples and saffron in the UT.
However, in 2022-23, only 42.24 % of gross cropped area in J&K is irrigated
34
. Between
2015-16 and 2023-24, the area covered under micro-irrigation in J&K was only 1,104
ha accounting for a mere 0.01% of the total area covered under micro-irrigation in the
country, including both drip and sprinkler systems
35
. Specifically, only 700 ha area is
under micro-irrigation under High Density Plantation Scheme only, highlighting the need
for greater adoption of mechanised irrigation in horticulture.
Despite the critical importance of irrigation, Fig. 3.4 shows stagnation in the expansion of
net irrigated area, which has remained largely between 311 and 325 thousand hectares, with
only a temporary spike in 2015-16 (356 thousand ha) during 2010-11 to 2023-24.
36
The
recent plateau in irrigated area reinforces the urgency of promoting policy interventions like
micro-irrigation to sustainably enhance irrigation coverage and efficiency. Mechanisation in
irrigation remains minimal in J&K, largely due to limited farm power, fragmented land holdings,
reliance on traditional water resources, and economic non-viability of advanced irrigation
systems - further emphasising the need for targeted support and awareness among growers.
34 Land Use Statistics at a Glance, 2023-24
35 https://www.pib.gov.in/Pressreleaseshare.aspx?PRID=2003188&utm
36 Considering the sources of irrigation, analysis of the Land Use Statistics 2023-24 data reveals a decline in canal irrigation over the years, even though it continues
to account for the major share (85%) of total irrigation. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
62
Fig. 3.4: Net irrigated area in the UT of J&K (2010-11 to 2023-24)
Source: Digest of Statistics (2023-24), Directorate of Economics and Statistics, J&K
3.7 SWOT Analysis for Horticulture in the UT of J&K
Strengths
yUnique temperate climate suitable for
cultivating high value crops with offseason
production window.
y
Niche crop diversity/ specialty crops suitable
for growing under Natural Farming conditions
yClimate diversity ranging from sub-tropical
to temperate
y
Huge national market and strategic proximity
to global markets like Middle East Asia,
Bangladesh, Sri Lanka which are fastest
growing fruit importers.
yClimate change advantage with Himalayas
acting as a buffer for changes and source for
water in the form of perineal glaciers.
y
GI branding and heritage products to dominate
premium niche.
Weakness
yOld and traditional orchards with monopoly of
few varieties having limited market demand and
consumer acceptability.
y
Inadequate production of quality plating material and
thus rely on import of material from other countries.
yNon-descriptive varieties in crops like walnut,
almond etc leading to non-uniformity of produce
with high level of heterogeneity.
yPoor post-harvest handling leading to huge post-
harvest losses and limited market.
yLack of marketing strategies like packaging,
branding, description, labelling, storage etc.
y
Limited use of technology and high cost of adoption
of modern technology.
yLack of sufficient cold storage facilities and thus
proper cold chain is not followed leading to narrow
window for marketing.
yLack of sale and export promotion activities.
y
High transportation cost, exorbitant air freight cost
and poor airfreight capacity.
y
Less area under cultivation and unclassified regions
based on crop suitability. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
63
Opportunities
yA growing market for horticulture crops at
national and international level in which
demand exceeds the supply and the world
demand is estimated to grow.
y
The high production costs in developed countries
provide opportunity as they rely largely on
imports to meet their domestic demand.
y
Huge diversity in existing germplasm of crops
like walnut, almond, apple, pear, apricot etc can
be harnessed for identifying and developing
new high value and high demand varieties.
y
Potential for domestic production of quality planting
material support by Government for reducing
import and making opportunities for export.
yReplacement of non-descriptive germplasm
with new varieties having more commerce and
acceptability.
yImproved consumption habits of fruits and
vegetables due to nutritional benefits and thus
create an opportunity for enhancing domestic
consumption and market.
yCrop diversification in diverse regions like
tropical, temperate, and sub-temperate as per
the suitability.
Threats
yInternational competition in quality and prices of
horticultural crops and thus leading to huge imports
at lower prices.
yExtreme winters in Kashmir region leading to
restriction of activities and limitation of crop
production during that season.
yClimate change and its impact on disease and pest
incidence, productivity, suitability for crop growth etc.
yIntroduction of new diseases and pests by breaching
Post Entry Quarantine measures during import of
large quality of planting material.
yLimited export potential of produce due to poor
quality and higher pesticide residues Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
64 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
65
4
STRATEGIC INTERVENTIONS
FOR HORTICULTURE
DEVELOPMENT IN J&K Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
66
This chapter explores strategic interventions proposed for transforming J&K’s horticulture sector,
focusing on modernisation, infrastructure development, technology adoption, and policy reforms. By
leveraging high-density plantations, precision farming, improved cold storage, and enhanced market
access, these initiatives aim to boost productivity, ensure sustainability, reduce import dependence
and position J&K as a leading horticulture hub in national and global markets. The various strategies
dealt are given in this chapter.
4.1 Strategy I: Productivity Enhancement through Varietal and Technological Shifts
In the face of global population growth and environmental challenges, enhancing productivity
is crucial for horticultural crops. Advancements in plant breeding and technology, focusing on
developing superior varieties and adopting innovative cultivation practices, are reshaping the sector.
4.1.1 Germplasm Management and Utilisation
Germplasm existing in the UT possesses some important traits which have not yet been
utilised to its potential. To utilise the untapped germplasm wealth of horticultural crops
and enrichment of resources following strategies may be followed:
Collection of Indigenous Germplasm and its Use: Indigenous germplasm of horticultural crops needs to be
collected, registered and protected. The collection should be done through ICAR-NBPGR, New Delhi, across
the UT/ hot spot areas of diversity.
Germplasm Conservation: Germplasm conservation (field / in-vitro / cryopreservation) at NAGS, ICAR-
NBPGR, New Delhi, and crop-wise centres for excellence should be done in replicates. Germplasm conservation
centres at two locations should be made for all horticultural crops to avoid the loss due to any natural calamity
or climate change.
Germplasm Introduction, Export and Exchange: Enrichment of trait-specific germplasm from countries
of their origin/diversity should be done for their utilisation. Diversity in clonally propagated crops like saffron
should be increased through introduction from countries like Iran, Afghanistan and Spain etc.
Breeding for Trait Introgression and Exploitation of Phytonutrient Potential: Development of new varieties/
hybrids by introgression of traits like fruit quality, disease resistance, abiotic stress tolerance, etc. should be done to
ensure nutritional security and improved quality. Import of germplasm can be reduced significantly by developing
varieties with specific traits fulfilling the requirements of consumer acceptability and market demand.
Use of Crop Wild Relatives: Traits which have been lost through gene flow in commercial varieties need to
be recovered through sue of wild relatives. Pan-genomic studies will ensure the recovery and tracing the genes
related to disease resistance, adaptability etc., available in wild relatives of the horticultural crops.
4.1.2 Introduction of Best-Known Varieties and their Large-Scale Multiplication
Research institutions such as ICAR-CITH, Srinagar; SKUAST-K, Srinagar, etc., have evaluated
and identified promising horticultural varieties with the highest consumer acceptability and
market demand for Jammu (Table 4.1) and Kashmir’s agro-climatic conditions (Table 4.2).
These varieties should be prioritised for large-scale multiplication and commercialisation.
Table 4.1: Crop-wise Varieties Recommended for Large-scale Multiplication in Jammu Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
67
S.No.FruitsFive Best Varieties Identified
Yield Potential of
Each Variety
Agro-Climatic
Zone
Districts
1.Apple
Red Chief
37
17 kg/plant Temperate
Kishtwar, Doda, Ramban,
Udhampur, Rajouri
Gala Redlum20 kg/plant Temperate
Gala Schniga-Schnico
38
28 kg/plant Temperate
Dark Baron Gala50-60 t/ha Temperate
King Roat
39
23 kg/plant Temperate
2. Pear
Max Red Bartlett
40
36 kg/plant Temperate Ramban, Doda
William
41
30-40 kg/plantTemperate
Kishtwar, Doda, Ramban,
Udhampur Rajouri
Conference25-30 t/ha Temperate
Kashmiri Nakh35-40 t/ha Temperate
Flemish Beauty37 kg/plant Temperate
3.Plum
Santa Rosa25-30 t/ha Mid Hills Udhampur, Reasi
Mariposa
42
58 kg/plant Mid HillsPoonch, Rajouri, Ramban
Frontier18-22 t/ha Mid hills
Methley15-20 t/ha Mid hills
Kali Amritsari
43
36 kg/plant
Subtropical
areas
Doda, Kishtwar
4.
Sweet
Cherry
Misri (Bigarreau Noir
Grossa)
44
7 t/ha Temperate
Double (Bigarreau Napoleon)10-12 t/ha Temperate
Stella8–12 t/ha Temperate
Black heartTemperate
Van/Sam5-6 t/ha Temperate
5.Apricot
New Castle25 kg/tree Temperate Ramban, Doda,
Early shiplay
45
9.46 t/ha Temperate Udhamur, Reasi
Kaisha
46
23 kg/tree Temperate Rajouri, Poonch
Saffaida36 kg/tree Temperate
Charmagaz32 kg/tree Temperate
6.Peach
July Elberta18-20 t/ha Temperate Udhampur, Reasi
Red Haven20-25 t/ha Temperate Rajouri, Poonch
Florda Sun
47
75kg/plant Temperate
Sharbati100-120 kg/plantSubtropical
Shan-e-Punjab70 kg/plant Subtropical Jammu, Kathua
37 https://doi.org/10.9734/ijpss/2024/v36i125201
38 https://www.mdpi.com/2073-4395/10/4/458?utm
39 https://krishikosh.egranth.ac.in/items/99f5f4ac-0c6a-45ea-a199-6918bac4d463
40 https://academicjournals.org/journal/AJAR/article-full-text/07B907A51184/1000
41 https://agritech.tnau.ac.in/horticulture/horti_fruits_pear.html?utm_
42 https://www.tropicalplantresearch.com/archives/2018/vol5issue1/11.pdf
43 https://www.mdpi.com/2223-7747/11/22/3081
44 https://doi.org/10.24154/jhs.v14i1.694
45 https://epubs.icar.org.in/index.php/IJAgS/article/view/81594/33901
46 https://aatcc.peerjournals.net/wp-content/uploads/2025/07/Performance-of-some-Apricot-Prunus-armeniaca-L.-Germplasm-Accessions-for-Morphological-and-
Physiological-Characters-under-Cold-Dry-Temperate-Conditions-of-Lahaul-and-Spiti-valley.pdf (obtained yield potential for New Castle, Kaisha, Saffaida
and Charmagaz)
47 https://agritech.tnau.ac.in/horticulture/pdf/tech_bulletin/national/Checklist_of_CommercialFruits-18-01-13.pdf Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
68
S.No.FruitsFive Best Varieties Identified
Yield Potential of
Each Variety
Agro-Climatic
Zone
Districts
7.
Al-
mond
IXLTemperate Doda, Kishtwar
Non Pariel3-4 t/ha Temperate Rajouri, Udhampur
Makhdoom3-4 t/ha Temperate Ramban
ParbatTemperate
GovindTemperate Doda, Ramban
8.Walnut
Chandler
48
4-5 t/ha Temperate
Kishtwar, Doda, Ramban,
Udhampur rajouri
CITH 13-4 t/ha Temperate
CITH -23-4 t/ha Temperate
Franquette30-50 kg/plantTemperate
BhushanTemperate
9.Mango
Pusa Arunima50-60kg/plant Subtropical Jammu,Samba
Pusa Shreshtha50-60kg/plant Subtropical Kathua,Reasi
Pusa Pitambar40-50kg/plant Subtropical
Mallika60-80kg/plant Subtropical
Chausa60-80kg/plant Subtropical
10.Guava
Taiwan Pink150-160kg/plantSubtropical Jammu, Samba
Lalit120-125kg/plantSubtropical Kathua,Reasi
Hisar safeda120-125 kg/plantSubtropical Udhampur, Reasi
Shweta120-125 kg/plantSubtropical
L-49125-130 kg/plantSubtropical
11.
Man-
darin
Kinnow80kg/plant Subtropical Jammu, Samba
Punjab kinnow-145-55kg/plant Subtropical Kathua
Nagpur Mandarin50-60kg/plant Subtropical Udhampur
Daisy50kg/plant Subtropical
W murcott50 kg/plant Subtropical
12.
Sweet
Orange
Jaffa50 kg/plant Subtropical Jammu, Samba
Mausambi40 kg/plant Subtropical Jammu, Samba
Malta40kg/plant Subtropical Kathua
Blood red45kg/plant Subtropical Udhampur
Early Gold45kg/plant Subtropical Rajouri, Reasi
13.Lime
Kagzi Lime60 kg/plant Subtropical Samba, Kathua
Kagzi Kalan50-60kg/plant Subtropical Rajouri, Reasi
Promalin50kg/plant Subtropical Reasi, Udhampur
Pusa Udit50 kg/plant Subtropical Ramban
Pusa Abhinav50kg/plant Subtropical
14.Lemon
Baramasi60-80 kg/plant
Subtropical/
Mid Hills
Jammu, Samba
Eureka60 kg/plant
Subtropical/
Mid Hills
Udhampur, Reasi
15.
Grape
fruit
Duncan100kg/plant Subtropical Jammu, Samba
Foster80-100 kg/plantSubtropical Kathua, Udhampur
48 https://www.walnuts-bulgaria.com/english/grafted-trees/chandler/ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
69
S.No.FruitsFive Best Varieties Identified
Yield Potential of
Each Variety
Agro-Climatic
Zone
Districts
16.
Pecan
nut
Mahan40-60 kg/plant Mid Hills Poonch, Rajouri
BurkettMid Hills Udhampur
NellisMid Hills
Local selection SJP-Mid Hills
17.
Kiwi
Fruit
Allison45 kg/plant Mid Hills Poonch, Rajouri
Hayward30 kg/plant Mid Hills Udhampur
Abbott32 kg/plant Mid Hills
Bruno42 kg/plant Mid Hills
Matua and Tomuri male
49
Mid Hills
18.
Pome-
granate
Bhagwa40-50 kg/plant Mid Hills Udhampur,
Kandhari40-50 kg/plant Mid Hills Reasi, Rajouri
Ganesh40-50 kg/plant Mid Hills Ramban
Mridulla40-50 kg/plant Mid Hills
Jalore Seedless 40-50 kg/plant Mid Hills
Source: SKUAST- Jammu
In addition to the crops and their specific varieties suggested for adoption in the Jammu
and Kashmir region, several other crops are emerging as high-potential options in the
subtropical and mid-hill areas. These include dragon fruit in Jammu and Samba, strawberry
in Kathua and Samba, Blueberry and Avocado in Rajouri and Reasi, and olives in Ramban
and Kishtwar. These crops further strengthen the scope for crop diversification in the region.
Table 4.2: Crop-wise Varieties Recommended for Large-Scale Multiplication in Kashmir
S.NoFruits
Five Best Varieties
Identified
Yield Potential of
Each Variety
Agro-Climatic
Zone
Districts
1.
Apple
(i) Gala SchniCo Red 50-60 t/ha Temperate All districts Kashmir Zone
(ii) Dark Baron Gala 50-60 t/ha Temperate All districts Kashmir Zone
(iii) King Roat 45-50 t/ha Temperate All districts Kashmir Zone
(iv) Jeromine 45-50 t/ha Temperate All districts Kashmir Zone
(v) Zad 145-50 t/ha Temperate All districts Kashmir Zone
2.
Pear
(i) Carmine 25-30 t/ha Temperate All districts Kashmir Zone
(ii) Red Bartlett 25-30 t/ha Temperate All districts Kashmir Zone
(iii)Conference 25-30 t/ha Temperate All districts Kashmir Zone
(iv) Doyenne-du
Comice
25-30 t/ha Temperate All districts Kashmir Zone
(v) Kashmiri Nakh 35-40 t/ha
Temperate/
Intermediate
All districts Kashmir Zone
49 Tomuri (male) variety has been recommended as a pollinator for the high yielding kiwi cultivars https://agrianic.com/guides/guide-to-kiwi-varieties/#:~:text=Tomuri%20
(Male%20Pollinator),Why%20Grow%20Tomuri? Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
70
S.NoFruits
Five Best Varieties
Identified
Yield Potential of
Each Variety
Agro-Climatic
Zone
Districts
3.
Plum
(i) Santa Rosa 20–25 t/ha Temperate All districts – Kashmir Zone
(ii) Frontier 18–22 t/ha Temperate All districts – Kashmir Zone
(iii) Stanley 20–25 t/ha Temperate All districts – Kashmir Zone
(iv) Methley 15–20 t/ha Temperate All districts – Kashmir Zone
(v) Black Amber 20–25 t/ha Temperate All districts – Kashmir Zone
4.
Sweet
Cherry
(i) Stella 8–12 t/ha Temperate All districts – Kashmir Zone
(ii) Bing10–12 t/ha Temperate All districts – Kashmir Zone
(iii) Rainier 8–10 t/ha Temperate All districts – Kashmir Zone
(iv) Lapins 12–15 t/ha Temperate All districts – Kashmir Zone
(v) Regina 10–12 t/ha Temperate All districts – Kashmir Zone
5.
Apricot
(i) CITH Apricot 1 15-18 t/ha Temperate All districts – Kashmir Zone
(ii) CITH Apricot 2 18-20 t/ha Temperate All districts – Kashmir Zone
(iii) New Castle 12–15 t/ha Temperate All districts – Kashmir Zone
(iv) Harcot 12-15 t/ha Temperate All districts – Kashmir Zone
(v) Rival12-15 t/ha Temperate All districts – Kashmir Zone
6.
Peach
(i) Redhaven 20–25 t/ha
Temperate/
Intermediate
All districts – Kashmir Zone
(ii) Elberta 18–22 t/ha
Temperate/
Intermediate
All districts – Kashmir Zone
(iii)July Elberta 18–20 t/ha
Temperate/
Intermediate
All districts – Kashmir Zone
(iv) JH Hale 15–20 t/ha
Temperate/
Intermediate
All districts – Kashmir Zone
(v) Florida sun 15–18 t/ha
Temperate/
Intermediate
All districts – Kashmir Zone
7.
Almond
(i) Waris 3.0 - 4.0 t/haTemperate All districts – Kashmir Zone
(ii) Makhdoom 3.0 - 4.0 t/haTemperate All districts – Kashmir Zone
(iii) Pranyaj 3.0 - 4.0 t/haTemperate All districts – Kashmir Zone
(iv) Shalimar 3.0 - 4.0 t/haTemperate All districts – Kashmir Zone
(v) Non-pareil 3.0- 4.0 t/haTemperate All districts – Kashmir Zone
8.
Walnut
(i) CITH-W1 3–4 t/ha Temperate All districts – Kashmir Zone
(ii) CITH-W2 3–4 t/ha Temperate All districts – Kashmir Zone
(iii)CITH-W3 3–4 t/ha Temperate All districts – Kashmir Zone
(iv)Sulaiman 2.5–3.5 t/ha Temperate All districts – Kashmir Zone
(v) Hamadan 2.5–3.5 t/ha Temperate All districts – Kashmir Zone
Source: SKUAST-Kashmir
4.1.3 Breeding for Introgression and Development of Desirable Traits in Commercial
Varieties
In order to address the existing gaps in trait availability in horticultural crops, focused
breeding programs may be undertaken. Trait-specific introgression is essential for developing
varieties that address the issues related to disease resistance, climate adaptability, consumer Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
71
preferences and market demand. Special traits should be introgressed in crops like apple
(scab resistance, enhanced shelf life), pear (scab resistance, self-fruitfulness), walnut
(lateral bearing), almond (self-fruitfulness, late blooming), cherry (self-fruitfulness),
apricot (sweet kernel, drying type varieties) etc. (Table 4.3).
Table 4.3: Traits available and Recommended for Introgression in Commercial
Varieties of Different Crops Through Various Strategies
S. NoCrop Trait Gene Source Breeding strategy
1. Apple
Scab resistance Vf (Rvi6) Prima, M. floribunda MAB / Cisgenics
Fire blight resistanceDm-1 M. floribunda Cisgenics
Alternaria resistanceAlt-1 M. seiversii Cisgenics
Precocity TFL Not known Genome editing
Columnar nature CoWijcikMAB
Woolly apple
aphid resistance
Er Northern Spy Cisgenics
Rosy apple
aphid resistance
Smh M. robusta Cisgenics
Rosy curling
aphid resistance
Sd
Malus
robusta, ‘McIntosh
Cisgenics/MAB
2. Pear
Scab resistance Rvn/Rvi1
Pyrus ussuriensis,
Bartlett (Williams),
Beurre Hardy
MAB
Pear psylla resistancePy/Rvp1
Karamanka,
Jerisbasma, Vodenjac
Hybridisation /MAB
3. Walnut
Lateral bearing L Chandler, Fernor Hybridisation/MAB
Precocity Jrhd1 Not knownMAB
4.Almond
Self-fruitfulness Sf
Independence,
Shasta, Tuono
Hybridisation/MAB
Late blooming Lb
Tardy Nonpareil,
Ferragnese, Ferralise
Hybridisation/MAB
Sweet kernel Ma/Sk Prunus fenzliana Cisgenics
5. Cherry Self-fruitfulness Sf
Stella,
Sweetheart, Lapins
Hybridisation/MAB
6. Apricot Sweet kernel Ma/Sk Prunus brigantina Cisgenics
4.1.4 Use of Proven Technologies and Germplasm Exchange
Technological advancements play a pivotal role in driving innovation, enhancing productivity,
and safeguarding genetic diversity. From production, protection, post-harvest management,
structural engineering, precision breeding techniques, and advanced germplasm exchange
networks, the integration of cutting-edge technologies enables fruit growers, breeders,
and researchers to unlock new frontiers of excellence and sustainability. Technologies
that have shown promise for enhancing the yield and quality of fruit crops are to be used
and exchanged across the fruit-growing areas to ensure nutritional security (Table 4.4).
Modern technologies have transformed the field of horticulture in many ways, enabling
farmers to improve efficiency, productivity, and sustainability. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
72
Precision Farming Technologies: GPS, drones and sensors help farmers to monitor and analyse their crops,
soil, and weather conditions with high precision, leading to optimised crop yields and reduced waste.
Automation and Robotics: Improve productivity, reduce labour costs,
and minimise environmental impact.
Biotechnology: Advances such as genome editing, marker-assisted breeding, molecular diagnosis and prognoses,
allele mining, genetic fidelity testing, virus indexing, etc., have enabled farmers to produce crops that are more
resistant to pests, diseases, and adverse environmental conditions, leading to higher crop yields and improved
food quality and safety.
Data analytics and artificial intelligence provide valuable insights and predictions about crop growth, yields,
and disease outbreaks, helping farmers to make informed decisions.
Sensors and IoT Devices: Electronic nose sensors, electrochemical sensors, and biosensors offer rapid and
precise plant health assessments, enabling timely interventions.
Cloud Computing and Big Data Analytics: Easy access to real-time data empowers farmers to make informed
decisions, optimise inputs, reduce costs and increase profitability.
Moving forward, establishing robust germplasm exchange networks and partnerships
with national and international research organisations will be crucial to access superior
genetic material and best-in-class technologies.
Table 4.4: Status of Proven Technologies and Way Forward
Name of the
Technology
Present Status of Adoption ImpactWay-forward
High-Density
Plantation
Adopted in apple (>3000 ha)
Increases yield (up to 50-60
t/ha) and quality
Application in other
crops
Production of
feathered plants
Developed for apple only
Improves plant canopy and
induces precocity
Application in other
crops
Clonal rootstock
multiplication under
protected conditions
Developed for apple clonal
rootstock through air-
layering and mounding
Increases multiplication rates
five times, and hence the
revenue.
Need large-scale
commercialisation to
reduce imports.
Propagation of
walnut under
polyhouse
Adopted by farmers and
nurserymen
Increases the success rate by
85%
Need infrastructure
support for farmers
Rejuvenation of old
and senile orchards
Standardised for apple and
almond
Improves yield and quality
Replacement of old
varieties with new ones
in other crops.
Virus diagnosis
through
multiplexing
Done for apple viruses
(ApMV, ApNMV, ASPV &
ASGV)
Simultaneous detection of
multiple viruses and thus
saves time and inputs.
Multiplexing for other
viruses in other fruit
crops Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
73
Name of the
Technology
Present Status of Adoption ImpactWay-forward
Canopy
management of
orchards
Specified for fruits and
nuts, and timely refinements
are being done with more
advanced systems like Tall
Spindle in apple; tatura
trellis in peach; espalier
system in grapes, apple,
and pear; Kniffin system in
grapes
Increases the yield and
quality of fruits. The number
of grade A fruits is increased
with better marker demand
and consumer acceptability
due to better light penetration
and diffusion.
Adoption by
the farmers and
infrastructure support
are required.
Pollination
management
Number of pollinators and
proportion of pollinisers
standardised in cross-
pollinated crops like apple,
pear, almond, cherry etc.
Increases the yield and
ensures better returns.
Awareness and support
with respect to the
exact requirements of
pollinator and polliniser
is needed.
Fruit load
management
Technologies for thinning
and fruit drop management
standardised in crops like
apple, pear, cherry, peach
etc.
Optimum fruit size and
quality
Recommendations for
time and dosage of
chemicals, and also for
manual thinning SOPs
and procedures, need to
be developed.
Smart sprayer-
Target-sensing
sprayers
Standardised in apple
in other apple-growing
countries
Reduced application rates of
pesticides and non-subject
orchard soil deposition
The same system
should be adopted in
the apple-growing
states of India
Use of artificial
neural networks
Developed in apples in other
apple-growing countries
Effective identification of
pests by analysis of a model.
The same system
should be adopted in
India
Application of the
plant protection
product system
with measurement
sensing
All crops
Precise application of
chemicals and directing the
air flow and the dosage rate
properly to each tree canopy.
New projects and
programmes need to be
initiated.
Use of robotics,
sensors, AI and
drones
Programmes initiated in
India by ICAR, SAUs,
IITs, and CDAC for
apple harvesting, nutrient
scheduling, pesticide
application, etc.
Increases the production
efficacy and saves inputs and
labour.
Awareness, training,
and a participatory
approach in the PPP
may be initiated.
Available and proven technologies should be scaled up, commercialised, popularised
and adopted on a large scale with immediate action through public-private partnership,
farmer participatory approaches, trainings, workshops, use of cooperatives, custom
hiring centres for modern equipment access, etc. However, shortly, emphasis should be
given on the development and use of modern technologies and machinery in horticulture
through international and national collaborations, envisaging new projects, programmes Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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and schemes. Bridging critical gaps in productivity, quality, and domestic availability
and export readiness hinges on targeted technological interventions.
4.2 Strategy II: Establishment and Upgradation of Hi-Tech Nurseries and Promoting
Quality Seeds and Planting Materials
Nurseries are the backbone of horticulture, focusing on plant propagation and early-stage crop
development. Most farmers use their own or local market seedlings, often leading to poor field
performance. Further, the demand for quality planting material is expected to rise rapidly with
replanting, expansion, and high-density plantation schemes. The establishment of hi-tech nurseries
will optimise resource use, enhance crop turnover, foster innovation, and support sustainable
pest management, significantly boosting productivity, quality, and sustainability in horticulture.
4.2.1 Setting up Hi-Tech Nurseries and Modern Facilities
Key Steps for Establishing Hi-Tech Nurseries:
Site Selection and Infrastructure Development: Identify suitable sites and establish polyhouses/greenhouses,
climate control systems, and advanced irrigation facilities.
Integration of Modern Technologies: Incorporate sensor-based monitoring, automated rota, and controlled-en-
vironment systems. Follow biosecurity measures.
Crop Selection and Propagation Systems: Focus on market-driven crops and adopt best practices in seedling
and cutting propagation.
Capacity Building and Continuous Improvement: Train nursery managers and workers, and regularly up-
grade technologies and practices.
Modern Facilities in a Hi-Tech Nursery: Modern hi-tech nurseries need to be equipped with state-
of-the-art facilities to ensure optimal propagation conditions, resource efficiency and automation:
Irrigation system: Drip irrigation, sprinkler irrigation, boom irrigation, misting/fogging, flooding and draining
table, capillary mat, hose pipe watering and hand watering unit.
Sensors: Temperature sensor (thermostat, thermistor, circuitry), humidity sensor, light sensor, artificial leaf sen-
sors, balance arm sensors and radiant energy sensors required.
Fertigation unit: To apply water-soluble fertilisers to the plants through micro-irrigation (constant feed or inter-
mittent application) using a venturi or multiple head injectors.
Heating unit: Unit heaters (vertical or horizontal), heat convector, radiant heater (normal or infra-red), overhead
forced air, bottom radiating, steam heater, heating stove, thermal screen, warm water pipes etc., controlled by
thermostat. A warm water heating system or bench heating system is used for root zone heating. Nowadays, solar
heating systems is gaining importance.
Cooling unit: Fan-Pad systems, fan-tube ventilation, fogging/misting unit, evaporative swamp cooler, retract-
able roof, roll-up walls, shading, liquid shade paint, forced air ventilation system, horizontal airflow fans, etc.
Agro-chemical application unit: Portable sprayer, duster, fumigator, ultra-volume applicators (mist blower,
spinning disk ULV applicator, electrostatic ULV applicator), vibrajet, controlled droplet applicator, aerosol ap-
plicator, fogger, root media feeder, etc.
Photoperiodic lighting: High-intensity discharge (HID) lamps and low-pressure sodium (LPS) lamps for con-
trolled germination and flowering.
Propagation and nursery tools: Budding and grafting knife, garden knife, secateurs, scissors, pruning shears,
sprayers, spade, rake, water hose, watering can, hoe, weeder, soil scoop, trowel, etc. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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Digital and automation technologies:
• Sensor and AI-based greenhouse automation
• Robotics and drones for greenhouse management, like weeding, harvesting, spraying
• Greenhouse and nursery management software: Use of IT tools for greenhouse operation, expert system and
record keeping.
4.2.2 Ensuring Supply of Quality Planting Material
To ensure the supply of quality planting material following is needed:
Enforcement of the Nursery Registration Act: Enforcement of Nursery Registration Act is essential to be
enforced and followed. The Department of Horticulture must exercise comprehensive oversight over both
public and private nurseries to ensure the production and availability of quality planting material.
Accreditation: Each nursery needs to be accredited by a national-level accreditation agency, such as the
National Horticulture Board, to standardise quality and operational practices. A dashboard may be developed
to onboard all private and public nurseries and their online registration.
Establishment of Mother Orchards: Establishment of Mother Orchards for strengthening of bud wood.
Efficient Monitoring: Each nursery in the public sector should be headed by a Horticulture Development
Officer, and he/she shall be responsible for monitoring the raising of the plant material in the private sector
nurseries within their jurisdiction.
Optimum Infrastructure: Nurseries in the public as well as private sectors must be supported with essential
infrastructure. The visits of experts must be mandatory at least twice a year for operating a nursery.
Mass Multiplication: Growing of plants by tissue culture technology must be prioritised both in the public
as well as private sectors. Mass multiplication of plants is to be encouraged.
Establishment of Quality Control Labs, Disease Diagnosis, Soil and Water Analysis Labs: Facilities
like plant material quality control labs, disease diagnosis, soil and water analysis labs must be developed
to cater to different zones.
Implementation of a Robust Certification and Traceability System: An efficient certification system of
the quality planting material needs to be developed for traceability.
4.2.3 Strategic Approach to Promote Quality Planting Material Production Hubs
Hi-tech Nurseries
• Production potential should be more than 1 lakh plants/year.
• Development of Mother blocks of new elite varieties (scion and rootstock varieties).
• Geo-tagging of all plants for traceability and genuineness.
• QR coding of each plant for real-time scanning of details.
• Registration with NHB/ Development departments and Clean Plant Programme (CPP) network (in future).
• Establishment of crop-specific nurseries (diverse crops including new generation crops like blueberry,
plumcots, olive, kiwi fruit, prunes, etc.).
Micro Propagation or Tissue, or in Vitro Culture
• Protocols for large-scale production of virus-free planting material need to be applied in crops like apple,
walnut and other crops having a huge demand for planting material.
Quality, Fidelity and Standard Testing
• Production of high-quality plants (feathered and knip trees in apple) should be tested before their
commercialisation.
• The fidelity and true-to-type nature of plants need to be ensured by employing the latest molecular tools. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
76
Disease Diagnosis and Management Facilities
• Laboratory facility with the art for virus indexing (immune molecular testing), disease diagnosis and
prognosis.
• Disease management strategies/protocols for the production and supply of disease-free planting material.
Marketing and Record Management
• Current marketing systems for nursery plants are inadequate. To enhance value realisation:
• Nurserymen should emphasise production and quality of the planting materials (free from pests and diseases,
uniform in size and high in vigour).
• Proper and attractive packing for graded saplings, accompanied by nice labelling with an attractive display
for nursery plants at the sale counter, is necessary.
• Plants should be handled carefully during transport to avoid damage to the planting materials, to reach the
customers in a better condition, which will fetch a better price.
• The nursery should supply the catalogue or pamphlets containing the detailed information related to planting,
handling and management of the plants offered for sale (use of blockchain technology).
• Nurseries should be accredited by NHB.
To ensure year-round availability of disease-free, high-quality planting material, the
following measures are proposed:
Establish modern (Hi-Tech) nurseries across districts, each spanning 40-50 ha.
Develop these nurseries integrating cutting-edge technologies like hydroponics, aquaponics, vertical farming,
precision farming and tissue culture units.
Adoption of renewable energy solutions, including solar panels and biogas plants, to promote environmental
sustainability.
Implement practices like rainwater harvesting and waste-to-energy conversion to reinforce the commitment to
sustainable farming practices.
Planting material hubs in both regions (Jammu and Kashmir) are crucial for the region’s
horticulture development. These hubs serve as centres for the production and distribution
of high-quality seeds, seedlings, and other planting materials to local farmers. They
ensure that farmers have access to resilient and productive varieties of crops suited to
the region’s climate and soil conditions, ultimately boosting agricultural productivity
and livelihoods in the area. These hubs also play a vital role in promoting sustainable
farming practices and enhancing food security in the region.
4.3 Strategy III: Crop Diversification for Sustainable Horticulture Growth
Crop diversification is a multifaceted strategy that involves cultivating a variety of crops within a
particular area/region rather than relying solely on a single crop. This approach offers numerous
benefits to the farming communities, including reduced risk of crop failure due to pests, diseases, or
adverse weather conditions, improved soil health, enhanced resilience to climate change, and increased
economic returns through access to diverse markets. In J&K, where agro-climatic zones vary from
temperate to sub-tropical, crop diversification can unlock significant ecological and economic benefits.
Implementing crop diversification requires a systematic approach, which involves careful planning,
assessment of local conditions, market analysis, risk management, and collaboration among
stakeholders. By leveraging local agro-climatic conditions, identifying potential clusters and Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
77
aligning with market opportunities, and stakeholder collaboration, farmers can promote sustainable
agricultural development and enhance their economic returns over the long term.
4.3.1 Promoting Region-Specific Crop Diversification
The diverse agro-climatic zones of J&K offer a unique opportunity to expand and optimise
horticulture across temperate, mid-hill and sub-tropical regions. By focusing on regionally
suitable crops such as apples, saffron, walnuts, cherries, and apricots in the temperate
zones, alongside promoting vegetables, flowers, and medicinal plants in the lower altitudes,
the UT can capitalise on its natural strengths.
(i) Diversification Through Minor and Underutilised Fruit Crops
The identification, characterisation, conservation and sustainable utilisation of new and
underutilised fruit species are key to improving productivity and sustainability. Variability
in climatic conditions and increasing frequency of short-term aberrations have raised
uncertainty, vulnerability and risk in horticultural investments. With rising temperatures
due to climate change, meeting winter chill requirements critical for many temperate
fruit and nut crops will become increasingly difficult to cultivate.
The agro-ecological/phyto-geographical diversity of Western Himalayan Regions supports
a wide array of both cultivated, underutilised and wild temperate horticultural crops. This
has led to the development of a rich natural population at both species and genotypic
levels. In the present context of climate change, diversification through the cultivation
of underutilised horticultural crops is one of the possible solutions, as their cultivation
can bridge the gap between rising demand and limited supply.
Recommended Strategies for Promoting Minor and Underutilised Fruit Crops are:
Planned exploration of minor temperate fruit species and wild taxa with commercial potential.
Introduction of new crops and varieties with traits suited to local agro-climatic conditions.
Development of agronomic practices tailored to minor fruit crops once established in field gene banks.
Conservation strategies include both in situ and ex-situ approaches, such as field gene banks, in vitro conservation,
and cryopreservation.
Molecular characterisation of underutilised fruit species to identify useful genes and molecular markers for future
breeding efforts.
Exploration of value addition and product diversification to expand economic uses of minor crops.
Given the UT’s climatic diversity, government support is essential for promoting high-
value crops suited to specific regions. For instance:
• Blueberries in acidic soils (pH < 5)
• Almonds can be promoted in the Karewa areas
•
Kiwi and olives in regions with extended summers (e.g., Ramban in Jammu, Uri in Kashmir)
• Kala Zeera in Gurez
• Saffron in Pulwama and Kishtwar Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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(ii) Crop Diversification Strategies
Inclusion of new generation fruit crops: Introduce and promote crops like blueberry, hazelnut, pecan, pista-
chio, dragon fruit, persimmon, kiwifruit, olive, blackberry, gooseberry, ber, sea buckthorn etc. to the existing
fruits crop profile including apple, pear, cherry, apricot, peach, plum, nectarine, prune, strawberry.
Promotion of water-efficient, organic crops: Encourage crops that can be grown organically with limited
water use, like olive, kiwi fruit, hazelnut, etc.
Shift toward high-yielding, high-value crops that meet national and international market demands from
low-yielding and low-value crops.
Promotion of energy-efficient crops: Favour fruit crops that offer higher energy efficiency in production and
post-harvest management.
Based on a comprehensive assessment of the key factors influencing crop selection for
adoption across different agro-climatic zones of the Jammu and Kashmir region, the
following recommendations are proposed, as presented in Tables 4.5 and 4.6.
Table 4.5: Proposed Crop Diversification Models in Jammu Region
S.
No.
Key focus
crops
Agro-climatic
zone
Districts
Suggested
coverage
in next 5
years
Proposed Crop
Diversification Models
1.Mango
Subtropical
zone
Jammu, Samba, Kathua,
Udhampur
100 ha
Mango hybrids in high
density 5X5m with
seasonal vegetables/
strawberry as intercrops
2.Guava
Subtropical and
intermediate
zone
Jammu, Samba, Kathua,
Udhampur, Reasi, Rajouri
250 ha
Best Guava Cultivars
with seasonal vegetables
intercrops
3.Citrus
Subtropical and
intermediate
zone
Jammu, Samba, Kathua,
Udhampur, Reasi, Rajouri
250 ha
Sweet Orange cultivation,
Lime cultivation, Kinnow
in lower belts
4.Walnut
Intermediate to
temperate
Rajouri, Reasi Udhampur,
Ramban, Kishtwar, Doda,
Poonch and Kathua
100 ha
Lateral bearing cultivars
grafted plants.
5.Pecan nut
Intermediate
zone
Rajouri, Reasi Udhampur,
Ramban, Kishtwar, Doda,
Poonch
50 ha
Fertile cultivars/Grafted
plants
6.Apple
Temperate
areas/mid hills
Doda, Kishtwar, Rajouri,
Reasi, Udhampur, Kathua
500 ha
High density and medium
density orcharding on
clonal rootstocks
7.Pear
Temperate
areas/mid hills
Doda, Kishtwar, Rajouri,
Reasi, Udhampur, Kathua
100 ha
Best cultivars in higher
densities
8.Stone fruits
Temperate
areas/mid hills
Doda, Kishtwar, Rajouri,
Reasi, Udhampur, Kathua
100 ha
Peach/plum/apricots/
prunes
9.Kiwi fruitMid Hills
Udhampur, Rajouri, Reasi,
Kathua, Poonch, Ramban
100 ha
Best cultivars in higher
densities Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
79
S.
No.
Key focus
crops
Agro-climatic
zone
Districts
Suggested
coverage
in next 5
years
Proposed Crop
Diversification Models
10.Blue BerriesMid hills Reasi, Udhampur, Rajouri10 ha Imported varieties
11.
Almonds/
hazelnuts
Mid hills/
Temperate hills
Kishtwar/Udhampur,
Rajouri, Ramban, Doda
10 ha Imported cultivars
12.
Persimmon
and
Pomegranates
Mid hills
Rajouri, Udhampur,
Ramban, Kathua, Reasi
25 ha
Best cultivars in higher
densities
13.Avocado Mid hills
Rajouri, Udhampur,
Ramban, Kathua, Reasi
10 ha
Imported varieties to be
tried
Source: SKUAST- Jammu
Table 4.6: Proposed Crop Diversification Models in Kashmir Region
S.
No.
Key focus
crops
Agro-
climatic zone
Districts
Suggested coverage
in next 5 years
Proposed Crop
Diversification Models
1.
Apple (High-
density),
apple
traiditional,
Walnut, Pear
Temperate
Kashmir Valley:
Srinagar, Budgam,
Ganderbal, Baramulla,
Kupwara, Anantnag,
Kulgam, Shopian,
Pulwama
Expand HD orchards
by 25–30%,
rejuvenate old
orchards, introduce
spur-type cultivars
Apple–Walnut–Pear
integrated orchards;
HD Apple + Berry
hedgerows; Intercropping
with shade-tolerant
vegetables/herbs
2.
Cherry, Plum,
Apricot
Temperate
Ganderbal, Srinagar,
Baramulla, Kupwara,
Tangdhar, Karnah
Increase area by
3000–4000 ha,
develop cluster-
based production
Stone fruit blocks;
Cherry–Apricot-Plum
rotational orchards;
Off-season fresh fruit
production
3.
Almond,
Fig, Pecan,
Persimmon
Intermediate/
Temperate
Transition
Rajouri, Poonch,
Udhampur, Ramban,
Doda
Introduce new nut
crops in 1500–2000
ha
Almond–Fig orchards;
Dryland Nut Blocks;
Persimmon + Fodder tree
agroforestry
4.
Kiwifruit,
Olive and
stone fruits
Intermediate/
Temperate
Transition
Ramban, Baramulla
(Uri)
Introduce new
varieties of kiwi and
olive in about 150-
200 ha
Kiwifruit-Olive-peach-
plum
5.
Citrus
(Kinnow,
Lemon,
Lime)
Subtropical
Jammu, Kathua,
Samba, Udhampur,
Reasi
Expand area under
improved/certified
planting material by
5000 ha
Citrus–Guava multi-
tier system; Lemon +
Vegetable + Citrus
6.
Guava,
Aonla,
Avacado,
Ber,
Pomegranate
Subtropical/
Dry
Jammu Division:
Kathua, Samba,
Jammu, Reasi
Increase area by
7000 ha
Arid Fruit Blocks; Ber–
Guava–Pomegranate
model; Pomegranate +
Medicinal Plants Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
80
S.
No.
Key focus
crops
Agro-
climatic zone
Districts
Suggested coverage
in next 5 years
Proposed Crop
Diversification Models
7.
Blueberries,
blackberries,
strawberry
and other
minor crops
Temperate
Foothills having soil
pH range of <5.5 (for
blueberries) and >6.5
for other minor crops.
Introduce berries in
about 1000 ha (both
open and controlled)
HD orchards with berry
understory; Strawberry
tunnels; Berry +
floriculture integration
8.
Vegetables
(Exotic,
Off-season,
Hydroponic/
Aquaponic)
All zonesAll districts
Increase protected
cultivation by
6000–8000 units
Floating vegetable
gardens (Dal/Nigeen);
Off-season polyhouse
vegetables; Aquaponics +
leafy greens
9.
Floriculture
(Lavender,
Marigold,
Gladiolus)
Intermediate/
Temperate
Kulgam, Pulwama,
Budgam, Doda, Kathua
Area expansion in
3000 ha
Lavender–Apple
intercropping; Cut-flower
clusters; flower gardens
(Lavender, Marigold,
Gladiolus)
10.
Saffron and
High-value
Spices
Temperate/
Intermediate
Pampore, Pulwama,
Budgam, Kishtwar
Expand saffron to
new uplands (1500
ha), strengthen GI
value chain
Saffron–Almond–Rose
spice model; Drip-based
precision saffron blocks
11.
Kala Zeera,
potato,
vegetable
root crops,
early
maturity
crops
TemperateBandipora (Gurez) 200 ha
Kala zeera - potato - root
vegetables - beans
12.
Spices,
organic
vegetables,
subtropical
horticultural
crops
including
dragon fruit.
Subtropical/
Intermediate
Kathua, Jammu,
Samba, Udhampur and
Doda
500 ha
Species - vegetables -
dragon fruit’ Dragon fruit
+ Aloe vera (low-water
intercrop
Source: SKUAST-Kashmir
4.4 Strategy-IV: Research and Innovation
In view of the evolving climate conditions, resource constraints, rising market demands, and
rapid technological advancements, strengthening research and innovation is critical for achieving
sustainable growth in J&K’s horticulture sector and supporting farmers, including smallholders,
in adapting to future challenges.
4.4.1 Promoting Advanced Crop Management Practices
Advanced crop management practices encompass a range of innovative techniques and
strategies aimed at optimising crop yield, quality, and sustainability. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
81
Some of the key advanced crop management practices for high yield and quality are:
• Precision Agriculture
• Integrated Crop Management (ICM)
• Conservation Agriculture
• Smart Irrigation Techniques
• Climate-Smart Agriculture
• Canopy Management
• Pollination Management
• Orchard Nutrition Management
• Orchard Floor Management
• Orchard Irrigation Management
Key action areas include:
Promote the adoption of advanced crop management practices through Krishi Vigyan Kendras (KVKs), farmer field
schools and local horticulture innovation hubs.
Build farmers’ capacity through on-field demonstrations, targeted training programs and extension activities on best
agronomic practices.
Facilitate access to affordable finance to enable farmers, particularly smallholders, to invest in advanced crop manage-
ment practices.
4.4.2 Encouraging R&D with National and International Collaboration
Encouraging national and international collaborations in horticulture is crucial for leveraging
digital technologies to transform the industry. By encouraging partnerships and sharing
knowledge, stakeholders can enhance productivity, sustainability and resilience. Continued
investment in collaborative R&D will be a key to addressing challenges of climate change,
promoting sustainable practices and ensuring long-term viability.
(i) Pre-Harvest
Proposed Collaborations:
National Collaboration in Horticultural R&D: Foster partnerships among government agencies, research
institutions, universities, extension services, industry associations, and farmers to facilitate knowledge exchange,
capacity building, and technology transfer.
International Collaboration in Horticultural R&D: Promote cooperation among countries, research organi-
sations, and development agencies via joint research projects, exchange programs, workshops, and technology
transfer agreements.
Harnessing Digital Horticulture through Collaboration: Advance plant breeding, genetic engineering, and
biotechnology to develop resilient, stress-tolerant, and nutritious plant varieties by jointly developing and vali-
dating digital tools tailored to local needs.
(ii) Post-Harvest
R&D is crucial for advancing post-harvest processing in J&K’s horticulture sector. It
enhances product quality, extends shelf life, adds value through innovation, reduces waste,
and improves market competitiveness. Key areas to enhance post-harvest processing are:
Infrastructure and Facility Improvement: Upgrade and modernise facilities like cold storage units, packaging
centres and processing plants with energy-efficient technologies and automation.
Quality Enhancement and Preservation Techniques: Develop methods such as vacuum cooling, modified
atmosphere packaging, and innovative preservation techniques.
Value Addition and Product Diversification: Promote research and innovation to create processed products like
juices, jams, and dehydrated fruits to meet market demands and explore export opportunities. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
82
Waste Reduction and By-product Utilisation: Minimise post-harvest losses and find innovative uses for by-
products to enhance sustainability.
Quality Standards and Certification: Establish and enforce standards for food safety, labelling, and traceability
to build consumer trust and facilitate market access.
Capacity Building and Knowledge Transfer: Provide training and support for stakeholders through extension
programs and workshops.
Innovation and Entrepreneurship: Foster innovation in horticulture through research grants, incubators, and
support for Agri-tech startups.
Digital Horticulture Initiatives: Implement IoT devices, digital platforms for quality assessment, blockchain for
traceability, and data analytics for predictive modelling to optimise efficiency and reduce waste.
International Collaboration: Bridge technological gaps and enhance knowledge exchange through global
partnerships.
4.4.3 Integrating Innovative Technologies for Better Yield and Quality
Innovation has always been at the forefront of horticultural advancement, driving
improvements in yield, quality, sustainability, traceability and market competitiveness.
Key strategies include:
Precision Agriculture: Use of GIS, GPS, drone technologies and soil sensors to optimise input application (e.g.,
water, fertilisers, pesticides) and maximise resource use efficiency.
Biotechnology and Genetic Engineering: Apply advanced breeding techniques such as marker-assisted
selection (MAS), gene editing (e.g., CRISPR-Cas9), and genetic modification (GM) to develop high-yielding,
stress-tolerant horticultural crops.
Digital Agriculture and Big Data Analytics: Deploy data-driven approaches and digital technologies such
as remote sensing, Internet of Things (IoT), artificial intelligence (AI) and machine learning (ML) to optimise
farming practices and decision-making processes. By collecting and analysing large volumes of data on soil,
weather, crop health and machinery performance, digital agriculture enables farmers to make timely and informed
decisions.
Controlled Environment Horticulture (CEH): Promote hydroponics, vertical farming and climate-controlled
greenhouse models to enhance year-round production and reduce climate vulnerability.
Robotics and Automation: Integrate drone, robotic planters, harvesters and smart sprayers to ensure operational
efficiency.
Blockchain and Traceability: Establish end-to-end blockchain-based systems for tracking and tracing agricultural
products throughout the supply chain. This enhances trust, transparency, and accountability, leading to improved
market access, premium pricing, and consumer confidence in the quality and safety of agricultural products.
The integration of innovative technologies holds immense potential for transforming
horticulture in J&K. By harnessing precision horticulture, biotechnology, digital agriculture,
controlled environment horticulture, robotics and blockchain, farmers can optimise
production practices, minimise risk, and meet the evolving demands of consumers and
markets. Collaboration among stakeholders, supportive policies, and investments in
research and development are essential for accelerating the adoption and integration of
innovative technologies in agriculture. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
83
4.4.4 Promoting Off-Season Cultivation
Promoting off-season cultivation in the UT is crucial for ensuring food security, enhancing
farmer income and reducing reliance on seasonal crops. To achieve this, concerted efforts
are needed across various fronts.
Collaborations with research institutions can drive the development of new crop varieties
adaptable to off-season conditions. Knowledge dissemination on best practices and market
linkages can ensure farmers have access to markets for their off-season produce. Supportive
policies and regulations, such as favourable pricing mechanisms and tax incentives, can
create an enabling environment for off-season cultivation. By implementing these strategies
in a coordinated manner, the UT can harness the potential of off-season cultivation to
mitigate climate risks, increase productivity, and improve livelihoods.
(i) Strategies to Promote Off-Season Cultivation
Financial Incentives: Offer financial incentives such as subsidies, grants, and low-interest loans to farmers
for investing in infrastructure for off-season cultivation, such as polyhouses, greenhouses, and drip irrigation
systems.
Technical Support: Provide farmers with technical assistance, training programs, and access to experts to help
them adopt modern cultivation techniques suited for off-season production.
Research and Development: Invest in R&D to develop new varieties of crops that are suitable for off-season
cultivation and can thrive in controlled environments. Collaborate with agricultural universities and research
institutions to conduct studies and trials.
Extension Services: Strengthen agricultural extension services to disseminate information and best practices
related to off-season cultivation. Conduct workshops, seminars, and field demonstrations to educate farmers
about the benefits and methods of off-season production.
Market Linkages: Facilitate market linkages for off-season produce by establishing partnerships with retailers,
wholesalers, and food processing companies. Create marketing channels and distribution networks to ensure that
farmers have access to markets for their off-season crops.
Policy Support: Develop supportive policies and regulations that incentivise off-season cultivation, such as
favourable pricing mechanisms, tax incentives, and insurance schemes to mitigate risks associated with climate
variability.
Awareness Campaigns: Launch awareness campaigns targeting farmers, policy makers, and consumers to
highlight the importance of off-season cultivation in enhancing food security, generating income, and mitigating
the effects of climate change.
Demonstration Farms: Establish demonstration farms or model farms where farmers can observe first-hand
benefits and techniques of off-season cultivation. These farms can serve as learning centres and hubs for
knowledge exchange.
Partnerships: Foster partnerships between government agencies, private sector stakeholders, research institutions,
non-governmental organisations, and community groups to promote off-season cultivation collaboratively. Pool
resources, expertise and networks to achieve common goals.
Monitoring and Evaluation: Implement robust monitoring and evaluation mechanisms to track the progress
and impact of off-season cultivation initiatives. Use data and feedback to refine strategies and allocate resources
effectively.
There are several advantages to off-season farming for customers, producers, and
environment. Farmers can raise their income and production by lengthening their growing Roadmap for Horticulture Development
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seasons. Furthermore, growing produce in off-season minimises the need to import it
from distant locations, reducing transportation expenses and carbon emissions. Off-
season farming also benefits local economies and fosters food security by offering a
steady supply of fresh, locally grown produce. By promoting off-season cultivation
as part of a broader innovation ecosystem in horticulture, J&K can improve climate
resilience, diversify cropping systems and boost rural livelihoods through science-led,
market-driven strategies.
4.4.5 Developing Circular Economy Models for Zero Waste
A circular economy minimises waste and maximises resource efficiency by keeping
products and materials in use for as long as possible. Implementing a circular economy
approach is crucial for holistic horticulture development in J&K. This strategy focuses on
reducing waste, maximising resource efficiency, and promoting sustainability. Adopting
horticultural waste valorisation in the form of bioactive products for use in pharma and
cosmetic industries not only reduces environmental impact but also opens up high-value
economic opportunities. It conserves resources, enhances resilience to climate change and
supports national and global sustainability goals. Embracing circular economy principles
also fosters community engagement and ensures long-term growth while preserving the
region’s unique ecosystems.
(i) Pre-requisites for Developing Circular Economy Models
Baseline Assessment and Stakeholder Engagement: Conduct a comprehensive assessment of current waste
generation practices and management systems across the horticulture sector. Engage with key stakeholders, in-
cluding farmers, processors, government agencies, and waste management experts, to understand existing prac-
tices, challenges and potential interventions.
Identification of Waste Streams and Valorisation Opportunities: Identify major waste streams generated
across the horticulture value chain, such as crop residues, fruit and vegetable discards, packaging waste, etc.
Assess the potential for valorisation through recycling, composting, bio-energy production, and other circular
economy approaches.
Research and Innovation: Allocate resources for research and innovation to develop technologies and processes
for the efficient utilisation of horticultural waste. Collaboration with research institutions, universities, and tech-
nology providers to explore innovative solutions for waste valorisation and resource recovery.
Capacity Building and Training: Develop training programs and capacity-building initiatives to educate stake-
holders about circular economy principles and sustainable waste management. Support farmers, FPOs, proces-
sors, and waste management professionals through skill development and technical assistance for adopting ze-
ro-waste practices.
Policy and Regulatory Framework: Review and revise policies and regulations to encourage circular practices
in horticulture. Introduce incentives for waste valorisation, enforce compliance with environmental standards and
align with broader circular economy missions at national and global levels.
Demonstration Projects and Pilot Initiatives: Launch pilot projects to showcase viable circular models in key
horticulture zones. These demonstration sites can serve as learning hubs, illustrating the benefits of zero-waste
strategies and enabling replication across the UT.
Market Development and Value Chain Integration: Explore opportunities to integrate circular economy prin-
ciples into horticulture value chains, including collaboration with agro-industrial clusters and food processing
units. Promote the development of markets for recycled products, organic fertilisers, bio-energy, and other val-
ue-added products derived from horticultural waste. Roadmap for Horticulture Development
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Resource Mobilisation and Investment: Leverage government schemes, international development finance,
CSR funding, and private investments to build infrastructure and technologies required for circular models. Offer
financial incentives, credit access, and risk mitigation tools to encourage private participation.
Monitoring and Evaluation: Set up performance indicators (e.g., waste reduction rates, resource recovery
levels, and carbon savings) to assess progress. Conduct periodic evaluations to identify gaps and recalibrate
strategies as needed.
Knowledge Sharing and Collaboration: Foster multi-stakeholder collaboration through seminars, innovation
challenges, and knowledge-sharing platforms. Promote successful case studies and enable cross-learning among
districts and institutions.
Fig 4.1: Circular Economy Model
A circular economy model for apple valorisation illustrates how waste can be transformed into
valuable co-products (Fig. 4.3). This includes the use of energy-efficient juicers, water recycling
systems, and the conversion of apple pomace, seeds, and peels into bioactive compounds,
dietary fibre, seed proteins, or bioactive peptides through green extraction procedures, or
directly to animal feed or bio-fuels. Extracted polyphenols can be used in functional foods or
dietary supplements, thus reducing environmental waste while generating high-value revenue
streams and improving the sustainability of the apple industry.
By embedding circular economy principles in the horticulture sector, J&K can transform
waste into wealth, drive innovation-led growth, and lead the way in sustainable agriculture
transitions. Roadmap for Horticulture Development
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Fig. 4.2: Circular Economy Approach for the Valorisation of Apple Fruit
4.4.6 Innovative Product Development from Horticulture, including Niche Crops
There is a huge potential for processing and value addition of horticulture crops. By moving
towards tertiary processing, new value-added products can be developed, which can yield
high returns. Converting C-grade fruits into existing processed products or developing
new ones can significantly boost the economy. A significant amount of agro-industrial
waste from niche crops is generated, which can be utilised for the development of various
value-added products in a circular economy approach. For e.g. Walnut shells can be
converted to activated carbon, which fetches good prices in the local market. Similarly,
various agro-wastes can be utilised for the development of innovative products based
on economic and scientific feasibility. Some of the innovative value-added products
developed from waste generated after the processing of niche crops are provided in
Tables 4.7 and 4.8.
Table 4.7: Projected Cost Estimate of Innovative Products Developed
S.
No.
Final
product
developed
Raw material
utilised
Rate of raw
material (₹.
Per kg)
Recovery
rate (%)
Amount
of product
developed (kg)
Rate of final
processed
product (₹ per
kg)
Increase
(%)
1
Apple
Powder
25000 kg of
C-grade apples
60 60 15,000 1000 90
2
Walnut
Butter
7000 kg
broken walnut
kernel
800 80 5,600 1200 150
3
Activated
Carbon
10,6,512 kg of
walnut shell
- 70 75,000 200 _ Roadmap for Horticulture Development
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Table 4.8: Projected Cost Estimate Of Compounds Extracted From
By-products of Niche Horticultural Crops of J&K
S.
No.
Type of raw
material used
Raw material
utilised
(tonnes)
Recovery
rate (%)
The quantity
of product
developed (kg)
Final product
developed
Rate of final
processed
product
(₹ per kg)
1 Apple pomace 70,000 50 35,000 Apple Pectin 2000
2 Walnut hull 66570 40 26,628 Juglone dye 800
3 Saffron petals
1.76
50 0.875
Saffron extract
powder
2000
4.4.7 Quality Improvement Strategies
To enhance the quality and marketability of horticultural produce in J&K, the following
improvement framework is proposed:
Baseline Assessment and Stakeholder Engagement: Assess current practices and challenges in quality man-
agement. Engage farmers, processors, researchers, and agencies to identify gaps and solutions.
Identification of Priority Crops and Quality Parameters: Identify priority horticultural crops grown in the
region, such as apples, cherries, saffron, almonds, walnuts, and citrus fruits. Define key quality metrics like size,
colour, texture, nutritional value, and shelf-life.
Research and Development: Allocate resources for R&D initiatives focused on improving the quality of hor -
ticultural crops. Collaborate with agricultural research institutions, universities, and industry experts to develop
new varieties, cultivation techniques, and post-harvest management practices.
Capacity Building and Training: Develop training programs and capacity-building initiatives farmers and
stakeholders in Good Agricultural Practices (GAP), efficient irrigation, pest/disease management, harvesting
methods and sustainable farming practices to enhance quality.
Infrastructure Development: Invest in cold chains, processing units, transportation and packaging centers
aligned with global standards.
Quality Assurance and Certification: Establish quality assurance mechanisms throughout the horticulture value
chain, including pre-harvest, harvest, post-harvest, and distribution stages. Encourage farmers and producers to
obtain certifications such as Global GAP, Organic, and Fair Trade to ensure quality and sustainability.
Branding and Market Access: Position J&K horticulture as a premium brand. Leverage GI tags and cultural
value for differentiation in domestic and global markets.
Monitoring and Evaluation: Establish monitoring and evaluation mechanisms to track the implementation and
impact of quality improvement strategies. Regularly assess key performance indicators (crop yields, post-harvest
losses, market acceptance, farmer income, consumer satisfaction).
Policy Support and Collaboration: Advocate for supportive policies and regulatory frameworks that incentivise
quality improvement initiatives and foster collaboration among stakeholders. Engage with government agencies,
industry associations, and research organisations to coordinate efforts, share knowledge, and address systemic
barriers to quality enhancement.
The framework for policy and support will focus on financing, insurance, and regulatory
support tailored to smallholders, while establishing a dedicated regulatory body for
quality standards. Roadmap for Horticulture Development
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Financing Support for Smallholders
• Offer subsidised loans through government schemes for smallholders to invest in inputs, irrigation systems,
post-harvest infrastructure, and agroforestry models.
• Enable small and marginal farmers to access credit without land or high-value assets as collateral.
• Collaborate with regional banks and NGOs to introduce microcredit facilities for smallholder cooperatives.
• Provide grants for young and aspiring horticulturists to adopt innovative and climate-smart practices.
• Introduce mobile-based platforms for loan applications, insurance claims, and subsidy disbursements.
Crop Insurance and Risk Management
• Introducing weather-based crop insurance policies that protect farmers against climate-induced risks, such as
frost, hailstorms, and erratic rainfall.
• Market-linked Insurance against price volatility to stabilise incomes when market prices fall below a threshold.
• Customisable Plans to offer insurance tailored to horticultural crops like apples, cherries, walnuts, and saffron,
addressing their specific risks.
Regulatory Support and Quality Standards
• Horticulture Development and Quality Standards Authority (HDQSA) to be established
Regulate and enforce quality standards for produce, packaging, and processing.
Certify organic and sustainable farming practices to improve market competitiveness.
Monitor the use of pesticides and fertilisers to align with global safety norms.
Promote Geographical Indication (GI) tagging for regional products.
• Quality Control Infrastructure
Establish testing laboratories for soil, water, and produce quality at district levels.
Develop regional certification centers for organic and export-quality horticultural products.
Monitoring and Evaluation Framework
Develop a performance monitoring system for policies and programs, tracking key indicators like
productivity, farmer incomes, and adoption rates of sustainable practices.
Set up grievance redressal mechanisms to address farmer concerns related to loans, insurance, or market
access.
These strategies shall help the UT of J&K to implement effective quality improvement strategies for
horticultural crops, enhancing the competitiveness, sustainability, and value of its horticulture sector.
4.5 Strategy-V: Infrastructure Development
There is a need to shift from an extensive system to an intensive cultivation system. All components
of horticulture in the value chain, starting from seeds and planting materials till it reaches the
consumers, must be upgraded, i.e., production of planting material, crop management practices,
irrigation, crop protection, harvesting, post-harvest management, value addition, grading, packaging,
marketing, branding and transportation.
4.5.1 Improving Irrigation Facilities
Irrigation is the backbone of successful orcharding. Almost 40% area in Kashmir and
more than 70% area in the Jammu region is rain-fed. Under these tough conditions,
plantings do not survive and do not attain optimal bearing. Augmenting existing irrigation
infrastructure is the need of the hour, and it should include: Roadmap for Horticulture Development
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Soil water conservation: Increase the use of plastic mulches to conserve soil moisture and suppress weed growth.
Water storage solutions: Promote the creation of water harvesting ponds, small tanks and plastic water tanks for
rainwater storage, ensuring water availability during dry periods. Incentives/aids must be provided to growers for
establishing these structures in their enterprises.
Micro-irrigation and use of advanced equipment: Facilitate the installation of low-cost drip irrigation and
advanced delivery systems in orchards, enabling precise water management. These systems can be automated to
apply water based on plant needs.
Alongside infrastructure support, thorough training must be provided to growers on the operation and
maintenance of hi-tech irrigation equipment, ensuring sustainable and efficient usage.
4.5.2 Development of Processing Clusters
Due to a lack of awareness of scientific methods of harvesting, handling, processing and
preservation practices, a major portion of the horticultural produce in J&K is either wasted
or sold at throwaway prices. In order to reduce the post-harvest losses, it is imperative
to introduce mechanisation within the available framework. Furthermore, there is a need
to establish processing clusters in different districts of J&K for processing and value
addition of horticultural produce (Table 4.9).
Table 4.9: Processing Clusters for Fruit Crops Proposed in each District of J&K
S.NoDistrictCommodities / Crops
Processing
Cluster Proposed
1.AnantnagWalnut, Apple, Pear, Apricot, Peach, Plum, Cherry, Pomegranate 1
2.Bandipora
Apple, Potato, Water Chestnut, Kaala Zeera, Walnut, Pomegranate, Pear,
Apricot, Peach, Plum, Cherry
1
3.Srinagar
Apple, Pear, Cherry, Saffron, Almond, plum, walnut, honey, Peach,
Strawberry, Pomegranate, Quince,
1
4.BaramullaApple, Pear, Walnut, Cherry, Vegetables, Apricot, Peach, Plum, Almond. 1
5.Budgam
Apple, Pear, Walnut, Almond, Saffron, vegetables, Plum, Cherry,
Pomegranate.
1
6.KupwaraWalnut, Apple, Pear, Apricot, Peach, Plum1
7.Shopian
Apple, Walnut, Cherry, Pear, vegetables, Peach, Plum, Grapes,
Pomegranate
1
8.Poonch Apple, Pear, Plum, Peach, Apricot, Pomegranate, Amla1
9.Rajouri
Pear, Mango, Apricot, Plum, Lime, Lemon, Guava, Apple, Peach, Anola,
Pomegranate, Fig, Walnut
1
10.Jammu
Mango, Citrus, Strawberry, Anola, Ber, Vegetables, Honey, Guava, Plum,
Litchi, Pomegranate, Jackfruit
1
11.Udhampur
Mango, Citrus, Pear, Guava, Apple, Pear, Peach, Plum, Litchi, Ber,
Anola, Pomegranate, Walnut
1
12.Doda Walnut, Apple, Pear, Apricot1
13.Kulgam Apple, Walnut, Pear, Vegetables, Apricot, Peach, Plum, Cherry 1 Roadmap for Horticulture Development
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S.NoDistrictCommodities / Crops
Processing
Cluster Proposed
14.PulwamaApple, Walnut, Pear, Saffron, Apricot, Peach, Plum, Cherry, Almond1
15.KishtwarWalnut, Apple, Apricot, Mushroom, Saffron, Pear, Peach, Plum 1
16.Ganderbal
Apple, Cherry, Walnut, Pear, Vegetables, Apricot, Peach, Plum, Cherry,
Grapes, Pomegranate
1
17.Samba Mushroom, Mango, Guava, Ber, Strawberry, Anola, Dragon fruit, Citrus1
18.Kathua
Spice crops, Mango, Citrus, Pear, Guava, Dragon fruit, Litchi, Apple,
Peach, Grapes, Ber, Anola, Pomegranate, Walnut
1
19.Ramban Honey, Apple, Pear, Apricot, Peach, Plum, Pomegranate, Quince, Walnut1
20.Reasi
Spices, Citrus, Guava, Mango, Apple, Mushrooms, Pear, Peach, Plum,
Mango, Ber, Guava, Walnut
1
Total20
4.5.3 Creation of Farmer-Friendly on-Farm Storage Structures/Collection Centres
Developing storage structures for horticultural produce is crucial to reduce postharvest
losses, particularly for small farmers lacking on-farm storage and processing facilities
(Table 4.10). For the UTs remotely located farmers, low-cost storage solutions are vital
to manage gluts, stabilise prices, and mitigate shortages. The storage of horticultural
produce is more complex than grain storage due to the high initial moisture content,
which increases the risk of insect and fungal problems. Effective storage structures,
from traditional clamps and cellars to modern evaporative cooling and solar-powered
chambers, help maintain quality and freshness during transit. These structures reduce
spoilage, preserve nutritional value, and minimise post-harvest losses, enhancing shelf
life and reducing food waste. Implementing affordable, effective storage structures can
significantly enhance productivity and economic stability for small farmers. Various
types of storage systems for fresh produce are described below.
(i) Evaporative Cool Chambers
Evaporative cooling occurs when air passes over a wet surface, causing water to evaporate
and absorb heat, thus lowering the surrounding temperature.
Pot-in-pot Cooler: A small pot placed inside a larger water-filled pot; food stored in the inner pot stays cool
through evaporation.
Charcoal Cooler: A wooden frame with mesh and charcoal filling; water-soaked charcoal cools stored food.
Mounted outdoors and designed to deter pests.
Evaporative Cool Chamber (ECC) / Zero Energy Cool Chamber (ZECC): An electricity-free, low-cost stor-
age option made from bricks, sand, and bamboo, reduces temperature by 10-15°C and raises humidity to 90-95%,
extending the shelf life of fruits and vegetables, ideal for marginal and small farmers in hot, dry areas. Roadmap for Horticulture Development
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Table 4.10: Cooling Technology Options for Small-scale Farmers in Developing Regions
Cooling Technology Description Temperature range Energy options
Passive or evaporative
cooling
Operates in areas of dry and
low humidity
10-25°C
No fuel (does not require
electricity); architectural measures
(shade creation, fountains, etc.)
Absorption
refrigeration
Thermal-driven technology <10°C Solar; kerosene
Refrigerators (Vapour
compression)
Electricity-driven and,
therefore, dependent on a
reliable electricity supply
0°C
Grid; diesel; renewable sources
(hydro, solar, batteries, etc.)
4.5.4 Establishment of Post-Harvest and Marketing Infrastructure for Fresh and
Processed Products
Inefficiencies in marketing infrastructure lead to post-harvest losses, limited reach,
and lower farmer incomes. Marketing systems are dynamic and competitive, requiring
continuous improvement. Improving marketing chains will boost productivity, reduce
cultivation/production costs, and drive employment, agricultural growth, farmer welfare,
and economic prosperity in rural areas.
(i) Building the Pillars of a Strong Infrastructure
Establishment of Cold Chain Network: Establish a network of cold storage, refrigerated warehouses, and
reefer transportation to minimise spoilage and extend shelf life.
Investment in Processing Units: Promote investments in food processing units to add value to produce, extend
product life, create jobs and enhance farmers’ incomes.
Developing E-commerce Platforms for Agri-produce: Develop online marketplaces for fresh and processed
produce to connect farmers directly to consumers and businesses, improving market access, enhancing
transparency and ensuring better price realisation.
Strengthening Market Institutions: Modernise existing Mandis (agricultural markets) with improved
infrastructure, grading facilities, and market information systems to ensure fair pricing and efficient transactions.
Promoting Farmers’ Markets: Organise farmers’ markets in strategic areas throughout J&K to provide farmers a
direct avenue to market and sell their fresh produce to consumers. These markets facilitate the timely distribution
and sale of fruits and vegetables, contributing to the farmers’ income.
Promoting Online Platforms: Creating mobile applications and dedicated websites for the sale of fresh produce,
enhancing consumer access to locally grown produce and opening new marketing avenues for farmers.
Strengthen Cooperative Marketing: Encourage the formation of farmer-producer groups and cooperatives
to improve farmers’ bargaining power, facilitate joint marketing initiatives, and enable investment in branding,
packaging and promotion to differentiate their products.
Quality Certification and Branding: Implement quality certification programs for fresh produce to build
consumer trust regarding product quality and safety and to enhance brand value in both domestic and external
markets.
4.5.5 Shift towards Innovative Packaging Strategies
Proper packaging protects produce from physical damage during transportation, handling,
and storage, reducing post-harvest losses and maintaining quality. It also preserves the
nutritional value, appearance, and flavour of fresh produce by controlling factors like Roadmap for Horticulture Development
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moisture, temperature, and air exposure. In addition to extending shelf life, good packaging
helps prevent contamination and ensures food safety. A well-designed packaging improves
marketability; functional packaging can appeal to consumers, convey product information,
and fetch higher returns. Strategies to shift towards innovative packaging include:
Assessment of Current Packaging Practices: Undertake a comprehensive assessment of existing packaging
practices in the horticulture sector of J&K.
Research & Development: Allocate resources for R&D, focused on innovative packaging materials and
techniques. Collaborate with research institutions, universities, and industry experts to explore sustainable and
cost-effective packaging solutions tailored to the region’s horticulture produce.
Identification of Key Packaging Requirements: Identify specific packaging requirements for various
horticultural products, taking into account product characteristics, shelf-life, transportation constraints, and
market demands.
Promotion of Eco-Friendly Practices: Encourage the adoption of eco-friendly packaging materials such as
biodegradable plastics, recyclable containers, and biobased films. Raise awareness among stakeholders about the
environmental benefits of sustainable packaging options.
Capacity Building and Training: Conduct training programs and workshops for horticulturalists, farmers and
packaging professionals on best practices in packaging.
Integration of Technology: Explore the integration of technology-driven solutions such as smart packaging
sensors and blockchain for traceability and quality assurance. Invest in infrastructure for cold chain logistics and
temperature-controlled storage facilities to maintain product freshness.
Regulatory Framework and Standards: Develop and implement regulatory frameworks and quality standards
for horticultural packaging in line with international best practices. Ensure compliance with food safety regulations
and certification requirements to enhance credibility and market access.
Partnership and Collaboration: Encourage partnerships with packaging industry stakeholders, including
manufacturers, suppliers, and distributors, to support the adoption and scaling up of innovative packaging
solutions.
Branding and Market Access: Facilitate market access through improved packaging that meets the quality and
aesthetic preferences of target consumers. Invest in branding and marketing to highlight the unique attributes of
J&K’s horticultural produce emphasising superior packaging and quality.
Monitoring and Evaluation: Establish mechanisms for regular monitoring and evaluation of the implementation
of innovative packaging strategies. Measure key performance indicators such as product quality, shelf-life
extension, cost effectiveness, and environmental impact to assess the effectiveness.
Establishment of Indian Institute of Packaging (IIP) Centre: Establish IIP centre in J&K dedicated to
designing commodity-specific packaging materials for niche crops/commodities of J&K. This centre will serve
as a hub for research, design, training and industry collaboration in packaging innovation.
4.6 Strategy-VI: Advancing Sustainable and Green Technology Interventions for
Climate-Resilient Horticulture
4.6.1 Promoting Sustainable Horticulture Practices
Adopting sustainable horticulture practices enhances soil fertility, reduces dependence
on chemical inputs, increases water-use efficiency, preserves biodiversity and strengthens
rural livelihoods and provides better market opportunities. Roadmap for Horticulture Development
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The key strategic actions could include:
Encourage the Widespread Adoption of environmentally responsible techniques such as:
Organic Farming, Natural Farming, and Regenerative Agriculture; Integrated Pest Management (IPM); Water
Conservation and Management; Soil Health Management Practices; Biodiversity Enhancement Initiatives; Pre-
cision Horticulture for optimising plant and soil health
Capacity Building: Address knowledge gaps through targeted training programs, farmer field schools, and
extension services.
Financial Incentives: Provide subsidies, grants, or low-interest loans to ease the financial burden of transition-
ing to sustainable practices.
Policy and Regulatory Support: Develop and implement enabling policies that encourage sustainable practic -
es, provide certifications, and promote eco-friendly products.
Research and Innovation: Invest in R&D to improve the understanding of long-term impacts, develop cli -
mate-resilient horticulture models, and harness technology for better resource management.
Stakeholder Engagement: Foster collaboration among farmers, private sector players, research institutions, and
government bodies to drive collective action toward sustainability.
4.6.2 Leveraging Green Technologies for Sustainable Horticulture
To ensure environmental conservation, enhance resource efficiency, and provide economic
benefits in horticulture, a strategy focused on promoting green technologies is essential.
This strategy seeks to optimise the use of water, soil, and energy resources, minimise
chemical inputs, boost crop resilience and yields, and enhance food safety and nutritional
quality. Green technologies enable a shift toward sustainable horticultural practices across
both pre-harvest and post-harvest stages, contributing to a resilient and eco-friendly
horticultural sector.
(i) Pre-Harvest Interventions:
Water Conservation: Promote drip irrigation, micro-sprinklers, rainwater harvesting, soil moisture sensors, and water
recycling systems to enhance water-use efficiency and reduce dependency on freshwater sources.
Renewable Energy Adoption: Support the deployment of solar-powered pumps, greenhouses, and the exploration of
bioenergy and wind energy sources to minimise carbon footprints and operational costs.
Soil and Crop Health Management: Scale up organic and natural farming methods, promote bio-fertilisers, Integrat -
ed Pest Management (IPM), crop rotation, intercropping, sanitation measures, netting, pheromone traps and, sticky
traps and eco-friendly pest control technologies like neem oil and biopesticides to improve soil and ecosystem health.
Climate-Resilient Cropping Systems: Encourage adoption of drought- and temperature-tolerant crop varieties,
greenhouse farming, and climate-smart agricultural practices to enhance resilience against environmental stresses.
Establishing Early Warning Systems: Facilitate real-time, data-driven decision-making through agro-meteorolog-
ical stations, remote sensing, GIS technologies, mobile applications, and digital alert systems for pest, disease, and
irrigation management.
Promotion of Organic/Natural Farming: Expand organic and natural farming practices adapted to regional contexts
to improve ecological sustainability, reduce input costs, and enhance product quality. For example, the YS Parmar Uni-
versity of Horticulture and Forestry (YSPUH&F) in Solan, Himachal Pradesh, has developed a comprehensive natural
farming package for apples, which has been shown to increase apple yields. Roadmap for Horticulture Development
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(ii) Post-Harvest Interventions:
Renewable Energy-Powered Systems: Promote solar drying (widely used for drying fruits like mangoes, apples,
walnuts and apricots), solar-powered cold storage units
50
, and the use of biogas and biomass in processing units to
reduce energy costs and post-harvest losses.
Water and Energy Efficiency: Implement closed-loop water recycling systems (in apple juice processing plants),
energy-efficient refrigeration, green refrigerants (CO₂, ammonia instead of Chlorofluorocarbons), and heat recovery
technologies in processing plants (such as in fruit pulping and drying units) to minimise environmental impact.
Sustainable Packaging: Support the development and adoption of biodegradable, edible, and compostable packaging
alternatives (e.g., corn starch and seaweed-based materials, banana leaves, bagasse-based containers) to reduce plastic
waste in horticulture markets and processing industries.
Eco-friendly Preservation and Processing Techniques: Encourage the use of cold plasma, ozone treatment (for fresh
cut fruits), and high-pressure processing (HPP) methods (eg. For fruit juices and purees) for food safety, preservation,
and quality enhancement without chemical reliance.
Waste Reduction and By-product Utilisation: Promote zero-waste processing models by converting fruit waste into
value-added products such as pectin
51
(widely used in jam and jelly production), essential oils (for cosmetics and health
products), animal feed, and compost, enhancing resource efficiency and profitability.
Thus, there is a need for the expansion of renewable energy-based processing units,
particularly solar-powered cold storage and drying facilities in horticultural clusters in
J&K. Scaling up sustainable packaging initiatives and replicating the best practices by
implementing policies to phase out plastic packaging in the processed fruit industry is another
important step. Promoting green technology in food processing ensures environmental
sustainability while supporting economic growth.
4.7 Strategy-VII: Capacity Building and Training for Improving Skill and Enhancing
Output
4.7.1 Farmer Training Programs on Modern Horticultural Practices
The objective is to empower farmers to effectively address their daily challenges. Capacity
building brings improved food safety, diversified income sources, community development,
rural-urban migration mitigation, resilience to climate change, market access and trade
opportunities, poverty alleviation, women’s empowerment, preservation of indigenous
knowledge, incentives for youth, etc.
Some important areas for which training of farmers needs to be conducted for enhancing
their know-how, skills and output are listed below:
50 In Kashmir, solar-powered cold storage units have been introduced to store apples and cherries, reducing post-harvest losses.
51 In apple processing, pomace (the leftover pulp after juice extraction) is converted into pectin. In fact, a zero-waste apple processing unit in Himachal Pradesh
utilises every part of the fruit, producing juice for beverages, apple fibre for food supplements, peels for pectin extraction, and seeds for oil production. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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(a) Entrepreneurship and Leadership Development
Programme for Horticulture Entrepreneurs
(b) Protected cultivation of horticultural crops
(c) Modern Horticulture Intervention
(d) Natural Farming
(e)
Improved production technology of fruit crops
(f) Propagation techniques
(g) Post-harvest handling and value addition of
temperate fruits
(h) Business development, entrepreneurship and
market linkages
(i) HDP and canopy management (Plant
Architectural Design)
(j) Good Agriculture Practices
(k) Horticulture-Based Integrated Farming System
and Nursery Raising
(l) Agri-preneurship
(m) Community-Based Natural Resource Management
(n) Integrated Farming System
(o) Value Chain Development
(p) Post-harvest management and value addition
4.7.2 Strengthen Extension Services through Digital and Expert Advisory Services
The integration of digital platforms in agriculture has revolutionised extension services,
providing farmers with unprecedented access to information and support. Through mobile
apps, SMS services, and online portals, farmers can access knowledge on crop cultivation,
market trends, and weather forecasts, empowering them to make informed decisions
and improve productivity. Direct communication with experts and virtual workshops
promotes collaboration and inclusivity, reaching farmers in remote areas. The key focus
areas include
Access to Information: Provide farmers with real-time updates on weather, prices, crop management and best
practices via mobile apps, SMS and online portals.
Market Access: Facilitate direct communication between farmers and buyers, improving price transparency and
farmers’ bargaining power.
Financial Inclusion: Promote digital financial services such as mobile banking, insurance and credit products
for improved risk management.
Extension Services: Deliver personalised advisory services, including direct expert consultations and virtual
workshops, overcoming geographical barriers and promoting sustainable practices.
Data Collection and Analysis: Utilise mobile technology for real-time data collection to support evidence-based
decision-making and planning.
Challenges such as connectivity, affordability, and digital literacy must be addressed
to ensure all farmers benefit from mobile technology for agricultural development and
inclusive growth. Furthermore, data-driven decision-making enhances the effectiveness
and sustainability of agricultural practices.
4.7.3 Empowerment of Women and Youth in Horticulture
The objective is to empower women and youth by equipping them with technical,
entrepreneurial, and financial skills to actively participate in the horticulture sector.
Enhancing their capacity will not only create employment and self-reliance but also
foster innovation and leadership in horticulture. Targeted initiatives will help women
and youth transition from farm workers to farm entrepreneurs and agribusiness owners. Roadmap for Horticulture Development
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The key focus areas include:
Skill Development: Training on modern horticultural practices, value addition, organic farming, nursery
management, and integrated farming systems.
Entrepreneurship Development: Capacity-building programs on business planning, value chain management,
marketing strategies, and start-up creation.
Access to Credit and Finance: Facilitation of credit linkages through government schemes (e.g., PM Formalisation
of Micro Food Processing Enterprises (PM-FME), Stand-Up India, MUDRA Yojana).
Exposure and Confidence Building: Organise visits to trade fairs, successful enterprises, and centres of
excellence to enhance exposure to best practices.
Start-up Promotion: Mentorship and handholding support for women- and youth-led horticulture start-ups.
4.8 Strategy VIII: Market Linkages and Value Chain Development - Ensuring Higher
Income and Access
4.8.1 Strengthening Market Connections
Strengthening market connections for farmers will ensure food security, empower rural
communities, and develop a more sustainable agricultural ecosystem. A strong market can
provide a pathway to a higher income as well as quality inputs that can give better yields.
(i) Strategies for Stronger Market Connections
Farmer Collectives and Cooperatives: Facilitate the formation of strong FARMER- PRODUCER
ORGANISATIONS (FPOs) to pool resources, negotiate better prices, ensure quality control and develop
collective marketing channels.
Cluster-based Farming: Promote cluster-based farming models to ensure guaranteed prices, technical support
and secure market access for farmers.
Direct Marketing Channels: Enable farmers to access farmers’ markets, establish local marketing outlets and
leverage e-commerce platforms like eNAM to widen their customer base.
Value Addition and Branding: Train farmers in basic processing, packaging and branding techniques to extend
shelf life, create value-added products and command premium prices. Promote Geographical Indications (GI)
registration for unique local produce.
Capacity Building and Training: Provide training in marketing skills, negotiation, post-harvest management,
accounting and digital literacy.
Optimising the Value Chain: Develop infrastructure for post-harvest handling, cold storage, transportation and
logistics to minimise spoilage and improve delivery efficiency.
Information and Branding: Support farmers in using digital marketing tools (social media platforms/well-
designed websites), establish traceability systems and build strong brand identities (creating logo, using
consistent messaging, emphasising unique qualities of the produce) linked to quality and sustainability.
(ii) Linking Farmers/FPOs with the Markets
Empowering producer organisations to overcome scale disadvantages is also key to enhancing
smallholders’ participation in various marketing schemes. Strategies to connect farmers
and FPOs with markets, which will promote a more equitable and profitable ecosystem. Roadmap for Horticulture Development
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Leverage Government Support Programs:
• Utilise the Central Sector Scheme for Formation and Promotion of 10,000 FPOs to establish new FPOs in
horticulture and allied sectors in J&K.
52
• Access credit and capacity-building support through NABARD’s initiatives, including the Rs. 1,000 crore
Credit Guarantee Fund for collateral-free loans.
FPOs as Catalysts for Horticulture Growth:
• Identify and nurture product-specific FPOs (e.g., saffron, walnuts, basmati rice) in high-potential districts.
• Promote mechanisation, quality enhancement, and area expansion through targeted support to these FPOs.
Design and Execute Comprehensive Marketing Strategies:
• Help FPOs develop marketing and logistics plans, including setting up warehouses, pack-houses, and cold
chains.
• Guide FPOs on developing credit policies, managing post-sales services, and establishing direct buyer
linkages.
Support from Government Departments and Corporates for market linkages:
• Facilitate FPO participation in government preferential procurement programs (e.g., under MIDH, PMFME)
• Connect FPOs with corporate buyers for direct procurement or buy-back arrangements.
Overcoming these challenges requires a multi-pronged approach involving capacity building
of FPOs, fostering trust with market players, and investing in rural infrastructure. The
future of the agricultural sector depends on the success of FPOs, which can transform
marginal and smallholder farming into market-oriented commercial enterprises with
dedicated support. The UT’s agricultural policy had identified the potential to create 300
FPOs across the region.53 Linking farmers / FPOs to markets is crucial for improving
farm incomes, reducing post-harvest losses, and ensuring food security. By adopting
the given strategies, stakeholders can bridge the gap between producers and consumers,
creating a more efficient, profitable and equitable agricultural market system.
4.8.2 Carbon Financing for Tree Crops
The horticulture sector in J&K holds significant potential for carbon financing, combining
economic gains for farmers with environmental benefits. By assigning value to carbon
emissions, carbon financing can promote climate-smart practices, improve soil health,
and create additional income streams through carbon credit trading. The region’s rich
diversity of fruit crops positions it well to benefit from carbon markets.
The Ministry of Agriculture and Farmers Welfare (2024) has introduced a framework to
encourage small and marginal farmers to participate in Voluntary Carbon Markets (VCM).54
While global and domestic interest in carbon trading is growing, as seen in initiatives like
Agro Forestry in Araku Valley, Andhra Pradesh; Vivo Certified Project by VCCSL in India
focusing on Mango cultivation, etc., challenges remain in scaling VCM effectively. A strong
market-based mechanism is essential to unlock the sector’s full potential.
52 NABARD has promoted around 80 FPOs in J&K, benefiting approximately 10,000 farmers. These FPOs are involved in a variety of products such as saffron,
walnut, almond, maize, basmati rice, mushroom, organic vegetables, and honey.
53 https://jkrajbhawan.nic.in/pdf/prrel/pdf/Lt%20Governor%20Announces%20Three%20New%20Schemes-%20Holistic%20Development%20of%20Agriculture%20
&%20Allied%20Sectors,%20Aspirational%20Towns%20and%20Aspirational%20Panchayat.pdf (accessed on 5
th
May, 2025)
54 https://faolex.fao.org/docs/pdf/IND227223.pdf Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
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Fig 4.3: Benefits for Farmers through VCM
(i) Strategies for Promoting VCM
Empowering Smallholder Farmers: Strengthen FPOs, CBOs, NGOs, and private entrepreneurs to enable
collective action, improve access to training, credit, and markets, and facilitate farmer aggregation for VCM
participation.
Leveraging CSR: Mobilise CSR funds from companies for carbon sequestration initiatives, fostering partnerships
between enterprises, NGOs, and farming communities.
Government Collaboration: Align efforts with ministries like MoEFCC, MNRE, MoRD, and MoJS for policy
support, regulatory frameworks, and enabling conditions for carbon projects.
Capacity Building for Carbon Projects: Conduct training programs for farmers, field staff, and project
developers to ensure technical expertise, trust-building, and adherence to carbon market standards.
KVKs as VCM Hubs: Position KVKs to lead VCM initiatives, disseminate technologies, raise awareness, and
standardise carbon practices across agro-climatic zones.
Developing a Domestic VCM: Establish a J&K Voluntary Carbon Market with transparent trading systems
to drive farmer participation. A multi-stakeholder accelerator, including agri-companies, NABARD, and
foundations, can support financing, implementation, and capacity building.
Incentivising Best Practices: Promote sustainable agricultural practices through incentives and robust monitoring
to enhance soil organic carbon and optimise resource use.
Carbon Offset Program: Support creation of large-scale, verifiable carbon credits through government-backed
programs ensuring farmer participation.
Addressing Challenges: Tackle adoption, monitoring, and credit calculation barriers at farm and aggregate levels
to operationalise farm-level VCM projects effectively.
These comprehensive approaches aim to establish a robust carbon financing model tailored to the
J&K horticultural sector, promoting sustainability and resilience against climate change. Adoption of
proposed strategies can position J&K at the forefront of sustainable agricultural practices, ensuring
resilient livelihoods and contributing positively to global climate goals.
4.8.3 Branding of the Products - Geographical Indication (GI) Tag
GIs play a key role in protecting products from specific regions, enhancing national branding,
and preventing un-authorised use or imitation. GIs safeguard products’ identity, preserve
traditional knowledge, and provide economic benefits by empowering local communities
and preserving cultural heritage. India’s Geographical Indications of Goods Act, 1999,
ensures GI registration and protection. Roadmap for Horticulture Development
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Establish a Unique Brand Identity: Develop a distinctive visual identity for each GI product that highlights its
unique origin and characteristics. This should include a well-recognised logo, specific colours, and typographic
styles that convey the product’s heritage and quality.
Create and Promote a Common GI Seal: Implement a standardised GI seal that can be used across all GI-
tagged products.
Develop Product-Specific Campaigns: Tailor marketing campaigns to the specific attributes and stories of each
GI product. Emphasise unique production methods, cultural heritage, and the local environment’s influence on
the product’s characteristics.
Enhance Online Presence: Build dedicated websites for each GI product category to provide detailed information,
stories, and the historical context of the products. Utilise e-commerce platforms to facilitate direct sales and
reduce the reliance on intermediaries.
Utilise Mass Media and Awareness Campaigns: Run awareness campaigns about GI value and its socio-
economic impact.
Engage with Consumers through Events: Participate in national and international exhibitions, craft fairs, and
haats (local markets) to directly engage with consumers. Use these platforms for live demonstrations, tasting
sessions, and interactive storytelling about the GI products.
Collaborate with Retail and Design Partners: Partner with retailers and designers to create exclusive lines
featuring GI products for broadening market reach and position GI products within premium segments.
Encourage Community engagement: Involve local producers and artisans in the branding process to ensure that
it represents their culture and craftsmanship. This participatory approach helps in maintaining the authenticity of
the branding strategy.
Strengthen Legal Protection: Monitor and act against misuse by setting up a dedicated legal cell to handle
infringements effectively.
Continuous Quality Assurance: Implement rigorous quality control measures, including self-audits and third-
party checks, to ensure that all GI-tagged products meet specified standards consistently.
Educate and Train Producers: Organise workshops and training sessions for producers on best practices in
production, branding, and marketing. Introduce technology upgrades and innovations in packaging to enhance
product appeal and shelf-life.
Leverage Technology and Innovation: Employ modern marketing techniques such as augmented reality,
interactive web experiences and storytelling to create engaging consumer interactions.
By implementing these branding strategies, GI-tagged products can enhance their market visibility, build
consumer trust, and ultimately achieve a premium positioning both in domestic and international markets.
Also, GI products can build strong brands that not only attract but also retain customer loyalty, thereby
securing a sustainable market share and enhancing the livelihoods of the local communities involved.
4.8.4 Promoting Horti-Tourism and Developing Horti-Tourism Circuits
Promoting horticulture tourism in J&K will provide farmers with new revenue streams,
promote eco-friendly tourism, and strengthen the region’s economy. Developing horti-
tourism circuits in the horticultural landscapes of J&K involves creating interconnected
routes that showcase the region’s diverse horticultural offerings while providing memorable
experiences for tourists.
y
Focus Areas: could include Apple orchards (Sopore, Shopian), saffron fields (Pampore),
and citrus/mango belts (Kathua, Samba, Udhampur). Roadmap for Horticulture Development
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yActivities: Farm visits, fruit picking, orchard stays, culinary workshops, harvest
festivals, and natural farming / organic farming demonstrations.
(i) Strategic Components for Promoting Horti-tourism Circuits:
Infrastructure Development: On-farm guesthouses, farm cafes, rural road connectivity, signage, interpretive
centres highlighting horticultural heritage.
Tourism Experience: Integrated horticulture, cultural programs (music, crafts, cuisine), hiking, and nature walks.
Product Development: Orchard tours, Apple and Saffron Festivals, local produce markets, hands-on farming
experiences.
Marketing: Branding J&K’s horti-tourism, digital campaigns, collaboration with travel agencies, participation
in tourism expos.
Community Participation: Farmer training in hospitality, promotion of women-led enterprises, and cooperatives
for service management.
Sustainability Measures: Promotion of natural farming/ organic farming, waste management systems, eco-
friendly tourism practices.
Monitoring and Evaluation: Track tourist footfall, community benefits, and feedback to refine circuits and
strategies.
Policy Advocacy and Support: Advocate for supportive policies like tax incentives, grants, and infrastructure
funding for horti-tourism. Develop long-term growth plans and integrate horticulture tourism into J&K’s
broader tourism strategy. Offer subsidies, low-interest loans, and incentives for eco-friendly initiatives. Ensure
coordination across agriculture, horticulture, and tourism departments.
Scaling Up and Replication: Document and share successful horti-tourism models, expand projects to new
regions, and align with national tourism campaigns to attract wider audiences. Promote inter-state collaborations
for integrated horticulture-tourism networks.
Promoting horticulture tourism in J&K has the potential to transform the region’s economy by merging
its rich horticultural heritage with eco-tourism. By implementing these strategies, J&K can attract
a new class of tourists interested in sustainable tourism and cultural experiences, while providing
economic benefits and preserving the unique traditions of the region.
4.9 Strategy-IX: Strengthening of Export Potential
4.9.1 Unlocking Export Opportunities through Infrastructure and Quality
Standards
(i) Strategies For Enhancing the Export of the Produce are Given Below:
Market analysis and intelligence: Conduct comprehensive market research to understand demand patterns,
consumer preferences, regulatory requirements and competition in target export markets.
Infrastructure development: Strengthen transportation networks, build cold chain systems, and enhance stor-
age and packaging capacities to maintain the quality and shelf life of produce.
Cluster formation and supply chain optimisation: Organise producers into clusters to streamline operations,
achieve economies of scale, and improve market access, particularly for small and marginal farmers.
Value addition and quality enhancement: Promote setting up of facilities for cleaning, grading, packaging, and
minimal processing as per international standards to enhance product value and competitiveness. Roadmap for Horticulture Development
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Certification and quality assurance: Facilitate certification of products through schemes like the National
Programme for Organic Production (NPOP) and international food safety certifications to differentiate products
and build consumer trust.
Trade facilitation services: Establish export facilitation centres at hubs to support exporters with customs clear-
ance, documentation, financial assistance and real-time market intelligence.
Capacity building and skill development: Conduct regular training programs for farmers, exporters and other
stakeholders on global quality standards, export procedures and best practices.
Government incentives and policy support: Facilitate trade through government incentives including reductions
in air cargo tariffs, support through export-promotion schemes, and funding for infrastructure development etc.
4.9.2 Creation of Integrated Export Hubs
To enhance the export competitiveness of horticultural products and stimulate rural
economic activity, a focused strategy on the creation of district-level Export Hubs is
proposed. These hubs will serve as integrated centres for aggregation, value addition,
quality assurance, and market access.
Creation of Export Hubs: Establish warehousing facilities at each District Headquarters
(under one roof) with integrated services like cooling, grading, packaging, processing,
testing and transportation, especially for unattended but high-value products such as
saffron, honey, cherry, lavender, apricot, peach, besides other fresh produce.
This integrated approach will not only improve the quality and volume of exports
but also strengthen the rural economy and position J&K as a key player in the global
horticultural trade.
4.10 Strategy-X: Foster Public-Private Partnership (PPP) for Horticulture
Development
4.10.1 Potential Areas for PPP Implementation in the Horticulture Value Chain
PPPs can play a transformative role in J&K’s horticulture sector by improving efficiency,
reducing post-harvest losses, enhancing value addition, and ensuring better market access.
Strategic PPP interventions along the horticulture value chain (from input supply to final
market access) are outlined below:
Pre-Harvest and Production Support: Private investment in certified nurseries and tissue culture labs can
provide high-quality planting materials, ensuring better yields and disease resistance.
Mechanisation and Custom Hiring Centres: The establishment of mechanisation and custom hiring centres for
services such as pruning, grading, and irrigation can reduce labour costs and improve efficiency.
Climate-Resilient Farming and Precision Agriculture: Climate-resilient farming techniques, including
precision agriculture, AI-based farm advisories, and IoT-enabled irrigation, can further enhance productivity
while optimising resource use.
Post-Harvest Management and Value Addition: Private sector participation in cold chain development, storage
infrastructure, and food processing units is crucial to reducing losses and enhancing value addition. Private
companies can also collaborate with farmer cooperatives to establish branding and packaging solutions. Roadmap for Horticulture Development
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Market Linkages and Export Promotion: Private sector investment in online marketplaces, e-commerce
platforms, and blockchain-enabled traceability solutions can connect J&K’s horticulture products with national
and international buyers. Developing export-oriented infrastructure, such as residue testing labs, irradiation units,
and certified export houses, can facilitate compliance with global quality standards, enhancing the competitiveness
of J&K’s horticulture produce in foreign markets.
4.10.1 PPP Mechanisms for Horticulture Development
(i) Institutional Framework for PPP Implementation
Policy and Regulatory Support: A robust institutional framework must be established, beginning with strong
policy and regulatory support.
• Develop a J&K Horticulture PPP Policy which clearly defines the roles and responsibilities of stakeholders,
investment incentives, and operational guidelines with clear investment guidelines.
• A single-window clearance system can further enhance the ease of doing business by facilitating quick
approvals for private investments in horticulture.
Key Stakeholders: Effective PPP implementation requires coordinated efforts from government agencies, private
enterprises, farmer organisations and research institutions.
• Government agencies: Departments such as the J&K Horticulture Department, J&K Agriculture Production
Department and bodies such as J&K Horticulture Produce Marketing and Processing Corporation (JKHPMC)
can play a key role in guiding, monitoring and supporting PPP initiatives.
• Private sector: Agri-tech firms, input suppliers, logistics providers, and food processing companies play a
crucial role in bringing in investments in modern technologies and market linkages.
• Farmers Organisations: Farmer participation, particularly through FPOs, is essential to ensure that PPP
initiatives benefit small and marginal farmers while promoting inclusive growth.
• Research institutions, such as ICAR, SKUAST-K, SKUAST-J, and KVKs, can contribute through scientific
expertise, improved farming techniques, and climate-resilient solutions and capacity building.
(ii) PPP Models for Horticulture Development
Various PPP models can be adopted to enhance horticulture development in J&K, tailored
to different aspects of the value chain.
Build-Operate-Transfer (BOT) model: Useful for establishing cold chains, storage units, and food processing
facilities, where private companies invest, operate the infrastructure for a designated period with farmer
cooperatives.
Viability Gap Funding (VGF) model: The government provides partial financial assistance to private firms
investing in essential but commercially less attractive infrastructure, such as rural agri-markets and decentralised
pack houses.
Joint Venture (JV) Model: Joint ventures between the government and private sector can be utilised to develop
high-tech horticulture projects, including tissue culture labs for disease-free planting materials.
Cluster-based farming and buyback agreements: Provide farmers with assured procurement, ensuring stable
incomes and reduced market risks. Roadmap for Horticulture Development
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(iii) Financial Support and Incentives
Government support: The government can offer capital subsidies for infrastructure development, low-interest
loans through NABARD and tax benefits for horticulture-based processed products to encourage private
participation.
Incentives: Private sector stakeholders can be incentivised through revenue-sharing models, concessional land
leasing arrangements, and fast-track approval mechanisms for PPP projects.
(iv) Governance and Monitoring Mechanism
A robust governance and monitoring mechanism is essential to ensure transparency,
accountability, and the effective implementation of PPP projects.
Establish a State-Level PPP Monitoring Committee that can oversee project execution, coordinate among stake-
holders, track investments, and ensure timely interventions when required.
Engage independent performance auditing agencies to periodically assess the impact and operational efficiency
of PPP initiatives.
Set up a farmer grievance redressal mechanism to promptly address issues faced by farmers, ensuring transpar-
ency and safeguarding farmer interests throughout the project lifecycle. 5
IMPLEMENTATION
ROADMAP Roadmap for Horticulture Development
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To translate the strategic interventions into measurable and impactful outcomes, a clear and actionable
implementation roadmap is essential. This chapter outlines a three-phased implementation plan structured
around short, medium and long-term intervention horizons, detailing key identified components, priority
actions, indicative timelines and institutional mechanisms required for the successful realisation of the
proposed strategies. The roadmap emphasises building capacities, ensuring stakeholder coordination,
integrating digital technologies, mobilising diverse financial resources (including PPPs), and creating
a supportive policy environment. It also places strong focus on fostering innovation, smallholder
inclusion, sustainability, skill development and climate resilience across the horticultural value chain.
The roadmap also includes the proposed mission framework “Operation Golden Greens” for horticultural
transformation in J&K. It aims to implement the integrated phase-wise action plan through five sub-
missions, dedicated to i) dry fruits, ii) fresh fruits, iii) vegetables, iv) floriculture and v) minor crops.
The implementation plan is organised into three phases - Phase 1 (2026-30), Phase 2 (2030-35) and
Phase 3 (2035-47). These phases align with interventions grouped into three time horizons: short-term
(2026-28) and medium-term (2028-30) actions fall within Phase 1, while long-term actions (2031
onwards) are implemented through Phases 2 and 3. This phased approach provides flexibility to adapt
interventions based on emerging priorities, technological advancements and institutional readiness.
Through this approach, the roadmap aims to drive sustainable transformation of the horticulture sector,
ensure inclusive growth, enhance competitiveness in domestic and international markets and build
resilience against emerging challenges.
By 2047, the horticulture sector in J&K will be positioned as a key driver of economic growth, rural
income generation, and employment (Fig. 5.1). The region, endowed with rich soil and diverse agro-
climatic conditions, will focus on expanding its horticulture output (fruits, vegetables, floriculture,
medicinal and aromatic plants, spices etc.) while ensuring sustainable agricultural practices and the
adoption of modern technologies.
Fig. 5.1: Timeline of action for the development of Horticulture in J&K @2047 Roadmap for Horticulture Development
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5.1 Phase-Wise Action Plan Aligned with Strategic Interventions
The implementation roadmap is structured around three strategic phases:
Within this phased structure, interventions are grouped into the following time horizons:
yShort-Term (0-2 years| 2026-28) – Strengthen foundational systems and initiate quick-
impact interventions
Focus areas include initiating comprehensive baseline mapping, establishing regulatory
clarity, improving access to quality planting materials, and launching targeted support
schemes (such as subsidies, crop insurance, and credit access) to ease input-side constraints.
yMedium-Term (3-5 years | 2028-30) – Expand infrastructure, consolidate value chains,
and scale innovation
The emphasis shifts to enhancing productivity and market linkages through the expansion
of critical infrastructure (pack houses, cold chains), promoting farmer aggregation via
FPOs, fostering value addition and processing, and encouraging adoption of sustainable
and climate-resilient practices (e.g., natural farming).
yLong-Term (6+ years| 2031 onwards) – Institutionalise transformation and
enhance resilience
The objective is to build a competitive, self-sufficient, inclusive, and export-ready
horticulture economy. It will focus on integrating with national and global markets,
securing farmer incomes, leveraging digital technologies, fostering innovation, and
ensuring environmental sustainability throughout the value chain.
5.1.1 Alignment of Phases with Intervention Horizons
Each phase incorporates interventions grouped by three-time horizons, wherein Phase
1 includes short and medium-term intervention horizons, whereas Phases 2 and 3 are
consolidated into a single long-term (2031 onwards) intervention horizon (Table 5.1). Roadmap for Horticulture Development
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Table 5.1: Alignment of Phases with Intervention Horizons
Phases (Macro) Intervention Horizons (Micro) Purpose
Phase 1: 2026–2030
Short-term (0–2 years) → 2026–2028
Lay the foundation and initiate the
transformation
Medium-term (3–5 years) → 2028-2030
Phase 2: 2030–2035
Long-term (6+ years from start) → overlaps
with Phase 2
Consolidate infrastructure, institutionalise
reforms, and build scale
Phase 3: 2035–2047Long-term (continuation)
Deepen resilience, innovation, and global
competitiveness
5.1.2 Key Identified Components
Further, implementation actions across the phases are organised under the following key
identified components:
Assessment and planning: All key actions under this component are planned for the short-term, indicating that
Phase 1 is foundational and focuses on establishing a robust baseline, planning framework, and institutional
alignment. These interventions are designed to lay the groundwork for medium- and long-term strategies in other
components.
Research and innovation: Research and innovation are designed as a continuous process, starting in Phase 1 and
scaling over time through Phases 2 and 3. The short-term and medium-term actions focus on setting up foundational
infrastructure like CoEs, SOPs, and training centres. Long-term interventions emphasise partnerships, scaling of
innovations, AI-based tools, and climate-smart research. The approach combines institutional capacity-building,
technology development, and farmer participation, aiming for widespread adoption and long-term resilience.
Skill development and capacity building: This component supports Phases 1, 2, and 3 by focusing on training,
extension services, and empowerment of women and youth in the horticulture sector. The strategy aims to build
a skilled and inclusive horticulture workforce. Short-term actions focus on launching training, startup incubation,
and mobile extension services. Medium- and long-term actions deepen technical training, introduce cutting-edge
agri-tech certifications, and strengthen institutional support (e.g., CRCs).
Quality planting material, nurseries and germplasm self-reliance: This component targets self-sufficiency
in quality planting material, reducing reliance on imports and raising domestic standards. Phase 1 focusses on
foundational infrastructure: modern nurseries, tissue culture labs, clean plant centres, and regulatory groundwork.
Phase 2 and 3 emphasise scaling systems, regulatory enforcement, and developing export readiness. There’s
a strong push for technology adoption, public-private partnerships, and nursery accreditation to meet future
demand with traceability and quality. Regulatory reforms like a Nursery Act are central to sustaining quality and
managing imports.
Hi-tech horticulture production: This component focuses on modernising horticulture practices through
technology integration, resource-efficient systems, and automation. The short and medium term is geared toward
piloting and demonstrating technologies like automated nurseries, greenhouses, micro-irrigation, and orchard
rejuvenation. The long-term focus is on scaling successful models, increasing adoption, and mechanising key
operations to reduce drudgery and enhance productivity. There is also a strong emphasis on demonstration-based
learning, institutional support through custom hiring centres, and collaboration with private sector innovators.
Crop diversification and high-value crop promotion: aims at broadening the horticulture base to reduce
dependence on a few crops and tap into high-value, niche, and off-season markets through strategic promotion
of traditional, emerging, and sub-tropical crops. The short term emphasises reviving traditional crops, saffron
and olive promotion, and laying groundwork for vegetable and flower value chains. Medium- and long-term
target emerging crops like nuts, berries, and temperate fruits, along with TOP crops positioning and processing
infrastructure. A key feature is linking production to value chains through packhouses, branding, and export
readiness, with a strong role for FPOs/SHGs. Roadmap for Horticulture Development
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Digital technology integration: focuses on mainstreaming digital tools and platforms across the horticulture
value chain in J&K. This component aims to digitally empower farmers, enable real-time decision-making, and
enhance transparency and traceability in the horticulture supply chain. The short-term focus is on laying the
foundation: introducing traceability tools in select crops and digitising KKGs. The medium and long-term goals
include operationalising early warning systems, launching e-market platforms, and ensuring produce compliance
with domestic and international quality norms via testing labs. This digital integration supports other roadmap
components like high-tech production, exports, extension, and value chain traceability.
Infrastructure development: This component aims to upgrade post-harvest, logistics, renewable energy, and
R&D ecosystems across the UT. It aims to close key infrastructural gaps from production to export. Phase
1 focuses on foundational infrastructure (cold storages, warehouses, processing units, solar integration,
mechanisation). Phases 2 and 3 introduce advanced facilities like CA/ULO storage, testing labs, export logistics,
and decentralised renewable grids. The inclusion of renewables, ICT, and quality assurance systems aligns
with the circular economy and export-readiness goals. R&D infrastructure (labs, advisory systems, packaging
institute) reflects a forward-looking approach to product quality and market competitiveness.
Market access: is aimed at improving both domestic and international market integration for farmers and FPOs
in Jammu & Kashmir, through infrastructure, capacity building and certification systems. Short-term goals include
foundational work: establishing direct markets, enabling e-commerce, initiating branding and certification, and
basic export facilitation. Medium and long-term phases focus on scaling up through EPZs, export hubs, intelligence
systems, and deeper global integration. Integration with digital platforms (eNAM, e-commerce), branding, and
logistics modernisation is central to linking producers to value chains. Export competitiveness is aimed to be
enhanced through certification systems, testing labs, and training programs, aligned with international standards.
Value addition: The component focuses on enhancing value addition through the establishment of small-scale
processing units, industry-scale processing facilities, and branding initiatives for key products. Short-term and
medium-term goals involve setting up small processing units, developing branding for key horticultural products
(e.g., apple, saffron, walnut), and initiating geographical indication (GI) registration. Long-term phases focus on
scaling up processing capacity through PPPs, continuing brand development, and further promotion of products
both nationally and internationally. A significant emphasis is placed on horti-tourism, integrating tourism circuits
with horticultural production, creating new revenue streams for farmers while promoting regional products.
The goal is to promote branding, certification, and market linkages that enhance the competitive edge of local
horticultural products in both domestic and international markets.
Financial access and support: aims to improve financial access for horticultural stakeholders, with a focus
on smallholders, FPOs, and agripreneurs. Short-term and medium-term emphasises facilitating easy access to
credit, including concessional loans, collateral-free loans via NABARD’s Credit Guarantee Fund, and subsidised
interest schemes for horticulture loans. Additionally, the creation of a dedicated financing window through
cooperative banks, SHGs, and MFIs is crucial for smallholder support. Long-term actions focus on further
investment promotion, such as establishing a Horticulture Development Fund to support high-density planting,
post-harvest units, and Public-Private Partnerships (PPPs) for infrastructure and R&D.
Sustainability and environmental management: The component aims to integrate sustainability at all levels,
focusing on regulatory compliance, sustainable farming practices, climate resilience, and a circular economy
approach. It aims for transitioning to organic, climate-smart, and waste-reducing practices, with a focus on long-
term sustainability, climate adaptation, and environmental stewardship.
Effective coordination and integration across these components are essential to ensure
sustainable growth and maximise impact.
5.1.3 Operation Golden Greens: A Mission Framework for Horticultural
Transformation in J&K
“Operation Golden Greens” is proposed as a flagship mission to drive horticultural
transformation across J&K, fostering sustainable growth, boosting rural livelihoods and
enhancing ecological resilience. It aims to strengthen end-to-end value chains from Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
110
germplasm to market and is inclusive of all key horticultural segments, namely i) dry
fruits, ii) fresh fruits, iii) vegetables, iv) floriculture and v) minor crops.
The umbrella mission is structured around five crop-specific sub-missions, each aligned to
the aforementioned ten strategies and implemented through twelve common components
(as identified in section 5.1.2). This integrated approach aligns with the existing national/
state frameworks, including the Mission for Integrated Development for Horticulture
(MIDH)
55
, Holistic Agriculture Development Programme (HADP)
56
, National Centre
for Cold-Chain Development guidelines
57
.
By leveraging existing institutional strengths and tailoring interventions to regional
agro-climatic diversity, Operation Golden Greens aims to position Jammu and Kashmir
as a hub of high-value, climate-resilient horticulture, with a strong focus on empowering
local communities and strengthening rural economies.
Mission Structure
The details of the sub-missions under Operation Golden Greens (Table 5.2) are as follows:
Table 5.2: Sub-Missions under Operation Golden Greens
Sub-Missions Focus Area
Sub-Mission on Dry Fruits:
Focussed on Walnuts, Almonds,
Hazelnuts, Chestnuts, Pecan
Nuts, Pistachios, etc.
Dry fruits (26.8% of horticultural area) require intense focus on post-harvest
handling and processing due to their high value and low volume.
This sub-mission focuses on strengthening the production, processing
and export potential of key dry fruits through varietal improvement, value
addition and GI-based branding to enhance global competitiveness.
Sub-Mission on Fresh Fruits:
Targeting Apple, Pear, Apricot,
Cherry, Plum, Peach, Mango,
Pomegranate, Guava, Grapes,
Kiwi, Olives etc.
Fresh fruits being the dominant sector (73.2% of area), the mission is geared
toward doubling productivity via High Density Plantation and strengthening
export logistics. It supports integrated orchard management, cold-chain
expansion, digital traceability to improve quality, reduce losses and boost
farmers’ incomes.
55 https://nhb.gov.in/writereaddata/082825102800MIDH%20Guideline%202025.pdf
56 https://hadp.jk.gov.in/pdfs/ig.pdf
57 https://nccd.gov.in/uploads/ENGINEERING_GUIDELINES_AND_MINIMUM_SYSTEM_STANDARDS_FOR_IMPLEMENTATION_IN_COLD_CHAIN_
COMPONENTS_Second_Print_2d4bc6727d.pdf Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
111
Sub-Mission on Vegetables:
Covering protected and open-
field cultivation of vegetables
This mission focuses on enhancing nutritional security and achieving year-
round supply through intensive protected cultivation and local cluster
development.
It promotes improved seed systems, efficient resource use and aggregation
models to strengthen value chains and market access.
Sub-Mission on Floriculture:
Promoting flowers, bulbs and
decorative plants
Floriculture is a high-priority, employment-generating sector requiring
highly specialised planting material and logistics.
This sub-mission supports cut flower and ornamental plant cultivation,
nursery infrastructure, post-harvest handling, market development- with a
focus on women-led enterprises and eco-tourism linkages.
Sub-Mission on Minor Crops:
including Kala Zeera, Singhara
(water chestnut), Lotus stem,
Saffron (convergent with the
National Saffron Mission),
Medicinal and Aromatic Plants
(MAPs), Honey, etc.
Leveraging niche, high-value crops require higher investment in research
and processing infrastructure.
This sub-mission targets resilient value chains for niche crops, MAPs,
apiculture products through scientific cultivation, quality certification and
market access- especially benefitting tribal and remote communities.
All sub-missions under Operation Golden Greens adopts the standardised set of 12
components (A to L). The proportional budgetary allocation has been adjusted to reflect the
unique value chain needs and comparative advantages of each horticultural sector (Table
5.3). Using standardised Components allows each sub-mission to allocate varying weights
and financial support to common elements based on local priorities and sectoral needs.
For example, the Sub-Mission on Dry Fruits may place greater emphasis on Component
J (Value Addition), while the Sub-Mission on Fresh Fruits would prioritise Component
E (Hi-Tech Production), despite both utilising all 12 common components. Particularly,
the allocation prioritises capital-intensive areas like infrastructure development, quality
planting materials and hi-tech production, which could be expected to have immediate
impact on productivity and value chain enhancement.
Importantly, the component-wise allocation is flexible and may deviate from the indicative proportions
outlined in the mission’s allocation matrix, allowing for adaptive planning based on evolving sectoral
needs, ground-level realties and stakeholder inputs.
Table 5.3: Component-wise Allocation Matrix
S.
No
Component (A-L)
Dry Fruits
(%)
Fresh Fruits
(%)
Vegetables
(%)
Floriculture
(%)
Minor Crops
(%)
A.Assessment and planning 3 2 3 4 3
B. Research and Innovation 4 3 5 15 10
C.
Skill development and
capacity building
5 5 10 10 5
D.
Quality planting material,
nurseries and germplasm
self-reliance
15 20 10 25 15
E.
Hi-Tech horticulture
production
10 25 20 15 5 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
112
S.
No
Component (A-L)
Dry Fruits
(%)
Fresh Fruits
(%)
Vegetables
(%)
Floriculture
(%)
Minor Crops
(%)
F.
Crop diversification and
high-value crop promotion
3 1 5 1 15
G.
Digital technology
integration
4 4 4 2 4
H.Infrastructure development30 20 15 10 10
I.Market access10 10 15 10 10
J.Value addition14 5 10 5 20
K.
Financial access and
support
1 1 2 1 1
L.
Sustainability and
environmental management
1 4 1 2 2
Total100 100 100 100 100
Table 5.4 outlines the sub-mission wise convergence of national and UT level schemes to support the
holistic development of the horticulture sector. It identifies key programmes that can be leveraged
together to strengthen infrastructure, enhance productivity and promote value addition across different
crop segments.
Table 5.4: Convergence of Schemes Across Horticulture Sub-Missions (2026-47)
S.No.Sub-Mission Relevant Schemes for Convergence
I
Dry Fruits
HADP, MIDH, Agriculture Infrastructure Fund (AIF), Pradhan Mantri Formalisation of Mi-
cro Food Processing Enterprises (PMFME), J&K Rural Employment Generation Programme
(REGP), J&K Competitiveness Improvement Project (JKCIP), NHB
II

Fresh Fruits
HADP, MIDH, PMFME, AIF, National Horticulture Board (NHB) schemes, Pradhan Mantri
Krishi Sinchayee Yojana (PMKSY), Sub-Mission on Agricultural Mechanisation (SMAM),
JKCIP
III
Vegetables
HADP, MIDH, PMFME, AIF, Agricultural Marketing Infrastructure (AMI), PMKSY, J&K
Rural Livelihoods Mission (UMEED- JKRLM), JKCIP
IV
Floriculture
HADP, MIDH, PMFME, AIF, Sub-Mission on Seed and Planting Material (SMSP), Rashtriya
Krishi Vikas Yojana (RKVY), UMEED- JKRLM, JKCIP, CSIR-Aroma Mission, National
Skill Development Mission (NSDM), Tourism Convergence (State/UT schemes)
V
Minor Crops
HADP, MIDH, PMFME, AIF, RKVY, Dedicated MAPs Project Fund, CAPEX, UMEED-
JKRLM, National Beekeeping and Honey Mission (NBHM), Tribal Sub-Plan (TSP), National
Saffron Mission (NSM), National Ayush Misson (NAM), JKCIP
5.1.4 Integrated Phase-wise Action Plan
The integrated phase-wise action plan provides a consolidated view of interventions
across all key components. Table 5.5 provides detailed short-term, medium-term and
long-term interventions across the identified components along with the corresponding
lead agencies/departments. These are mapped to the broader strategic phases as outlined
in Table 5.1. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
113
It is important to note this integrated plan is sector-wise in scope and not specific to any
individual sub-mission. Each sub-mission adopts the same twelve components (A-L)
but with differentiated priorities, allocations and activities aligned to its respective value
chain and regional potential (as shown in Table 5.3).
Table 5.5: Integrated Phase-wise Action Plan
(i) Component: Assessment and Planning
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-term
(2028-30)
Long-term
(2031 onwards)
Assessment
Conduct baseline surveys and mapping of
horticulture potential in major districts
√
Land zoning
Identify and categorise land suitable for
horticulture expansion (district-wise
zoning)
√
Seeds and
Planting
Material
Needs
Assessment
Assess future requirements of seeds and
planting material for all horticultural crops
as per the State Horticulture Plan
√
Policy
Reforms
Formulate and notify updated horticulture
policies and land use regulations
√
Institutional
restructuring
Bring all horticulture-related crops and
activities (fruits, vegetables, spices,
floriculture, saffron, medicinal and
aromatic plants, protected cultivation, seed
and planting material management) under
respective Directorate of Horticulture for
Jammu and Kashmir regions
√
Lead
Agencies /
Departments
Department of Horticulture (DoH), State Planning Development & Monitoring Department,
Ministry of Agriculture & Farmers Welfare Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
114
(ii) Component: Research and Innovation
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-term
(2028-30)
Long-term
(2031 onwards)
Centre
of
Excellence

Strengthen, network and functionalise existing
Centres of Excellence (COEs) as district-level
innovation hubs.
√ √
Collaborate with national/international
institutions for research-led CoEs through joint
projects/MoUs (e.g. Indo-Israeli Agriculture
Project (IIAP), Indo-Dutch projects etc.)
√ √
Define quality norms for CoEs and new technologies
setting standardised criteria for infrastructure,
planting material, training and extension.
√ √
Expand specialised CoEs focussed on climate-
smart technologies and global R&D partnerships
√ √
Technology
scaling
and
innovation
Establish at least 2 regional incubators along with
incubation support mechanisms (through linkages
with RKVY-RAFTAAR, NIF), to promote
farmer-led innovations and integrate structured
farmer feedback loops into the R&D system.
√ √
Scale up region-specific technologies for production,
post-harvest handling, and value addition with 50%
adoption of select technologies in target districts.
√ √
Develop and implement crop-specific Standard
Operating Procedures (SOPs) and Package of
Practices (POPs) covering cultivation, disease
management and post-harvest care, tailored to
agro-climatic zones.
√ √ √
Support the development and field-testing of
advanced precision tools and AI (e.g., pest
detection for walnuts, harvesting tools for saffron,
moisture sensors for apples), in collaboration
with research institutes and start-ups.
√ √
Develop and operationalise predictive crop
models for at least 3 key crops, using integrated
climate, pest and soil health data, to enable
location-specific advisories for farmers.
√ √
Set up permanent innovation platforms and rapid
response systems for climate/pest shocks in most
vulnerable districts under National Innovations on
Climate Resilient Agriculture (NICRA) program.
√ √
Training
and extension
on new
technologies
Establish at least one training centre and agri-
clinic centre in each district, with additional
centres in 25 high-potential horticulture blocks.
Integrate with existing KVKs and agri-extension
networks to deliver hands-on training, advisory
services, and digital agri-clinic support.
√ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
115
Lead
Agencies /
Departments
ICAR, SKUST-K, SKUAST-J, Department of Horticulture, Ministry of Agriculture & Farmers
Welfare
(iii) Component: Skill Development and Capacity Building
Focus areaKey actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-term
(2028-30)
Long-term
(2031 onwards)
Training
Programs
Conduct at least 100 regular training programs
annually on modern nursery management, GAP,
IPM, post-harvest management.
√ √ √
Train at least 1000 agri-entrepreneurs across
all districts and facilitate the incubation of 100
horticulture-based startups through state-run/
partnered incubation hubs.
√ √ √
Upskill extension officers in AI, drones, pest
management, and satellite monitoring; offer
certification programs in partnership with tech
institutions
√ √
Extension
Services
Deploy over 50 mobile agri-advisory vans for
on-site farmer support, demonstrations and best
practice dissemination across all districts, with
emphasis on remote and underserved areas.
√ √ √
Establish at least one Community Resource Centre
per high-potential horticulture clusters equipped
with training and IT facilities
√ √
Empowering
women
and youth
Design targeted training programs to engage
women and youth in agri-business, horticulture
startups, and post-harvest management ensuring at
least 40% female/youth participation.
√ √ √
Provide financial and technical support for women
and youth-led enterprises in horticulture, focusing
on access to markets, technology, and credit with
over 100 enterprises supported annually.
√ √ √
Foster women and youth leadership roles in
extension services, agri-entrepreneurship, and
decision-making forums through targeted training
and mentorship.
√ √
Lead
Agencies /
Departments
Agricultural Technology Management Agency (ATMA), DoH, ICAR, Ministry of Skill
Development & Entrepreneurship (MSDE), KVKs, State Agriculture Department Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
116
(iv) Component: Quality Planting Material, Nurseries, and Germplasm Self-reliance
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-term
(2028-30)
Long-term
(2031 onwards)
Regulatory
reforms
Amend and strengthen the existing Nursery Act to
align with the Model Seed Act, through the State
Legislature, to regulate seed quality, traceability,
variety imports, and rootstock propagation.
√ √
Modern
Nurseries
Establish modern nurseries (40-50 ha) in each
district with hydroponics, aquaponics, vertical
farming, precision farming (automation, micro
irrigation), tissue culture and renewable energy
practices.
√ √ √
Tissue culture
labs
Establish at least one tissue culture lab in each
agro-climatic zone
√ √
Zero-import
strategy
Identify major crops and varieties dependent on
imports; develop and scale germplasm through
R&D institutions and certified nurseries
√ √
Clean Plant
Programme
implementation Operationalise clean plant centres for priority
crops, ensure supply of pathogen-free, certified
geotag planting material to nurseries and farmers.
√ √ √
Propagation
technology
adoption
Scale up proven propagation technologies (e.g.
rootstock multiplication, feathered apple plants,
walnut/olive propagation) via model nurseries and
demonstrations, with an adoption by at least 50%
of the nurseries.
√ √
Accredited
Nurseries
Upgrade nurseries to meet certification standards
for high-density planting systems and climate-
resilient crops.
√ √ √
Seed villages
and model
nurseries
Develop around 3 cluster-based model nurseries
and 7 seed villages in PPP mode involving KVKs,
private nurseries and FPOs, to meet region-specific
planting material demands
√ √ √
Quality
assurance
Set up third-party inspection and nursery rating
systems to ensure compliance and traceability
√ √ √
Export-Ready
Systems
Develop and implement export protocols,
phytosanitary certification and targeted market
outreach programs for planting material exports,
in collaboration with DoH, export promotion
councils and certification agencies.
√ √
Lead Agencies
/ Departments
Department of Horticulture (DoH), NHB, SKUAST, ICAR institutes, MIDH, Directorate of Plant
Protection, Quarantine and Storage, APEDA, Private sector partners Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
117
(v) Component: Hi-Tech Horticulture Production
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-term
(2028-30)
Long-term
(2031 onwards)
Hi Tech
Horticulture
implementa-
tion
Pilot automated nursery units in 2 districts and
scale to 10 districts by the medium term, and
expand to all districts in the long term
√ √ √
Deploy greenhouse, hydroponics, vertical
farming models and precision horticulture
practices on at least 100 demonstration plots in
the state
√ √ √
Implement orchard rejuvenation programs for
old and senile orchards through farmer training
programs, expert consultation services and
community-based approaches.
√ √ √
Expand micro-irrigation systems across
horticulture areas to cover 50% of the total
horticulture area by the medium term and 75% by
the long term
√ √ √
Strengthen and expand the Custom Hiring Centre
(CHC) network by
a) Establishing 100 additional horticulture-
focused centres in underserved clusters, and
b) Upgrading 387 existing CHCs with orchard-
specific machinery, and promoting digital access,
skilling, and targeted subsidies under Sub-Mission
on Agricultural Mechanisation (SMAM).
√ √ √
Lead
Agencies /
Departments
Department of Horticulture (DoH), Ministry of Food Processing Industries (MoFPI), ICAR
Institutes, Private Sector Partners
(vi) Component: Crop Diversification and High-value Crop Promotion
Focus AreaKey Actions
Phase 1 Phase 2 &3
Short-term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Conservation of
Traditional and
Extinct Crops
(e.g., kala zeera,
singhara (water
chestnut),
lotus stem,
asafoetida,
mushroom)
Initiate a focused revival program for traditional
and lost crops through: germplasm conservation,
targeted cultivation in North Kashmir, research
trials in partnership with SKUSAT, market
promotion campaigns and community-based
approaches.
√ √ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
118
Focus AreaKey Actions
Phase 1 Phase 2 &3
Short-term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Saffron
Expansion
Enhance saffron productivity to around 7.8 kg/
ha by:
• installing improved sprinkler/drip irrigation
systems across 2,000 hectares;
• distributing better planting materials (high-
yielding corms) to at least 10,000 farmers;
and
• piloting saffron cultivation in non-
traditional areas such as Poonch,
Bandipora, with phased expansion over the
next 5 years.
√ √ √
Olive Value
Chain
Development
Develop a complete olive value chain, covering
plantation, processing, and marketing, by
establishing oil extraction infrastructure
and support systems to revive and expand
olive cultivation in potential regions such as
Udhampur, Reasi, Rajouri, Ramban, Doda,
Kishtwar, and Baramulla (Uri).
√ √
Diversification
into New Nut
and Berry Crops
Introduce and scale up cultivation of high-value
nuts and berry crops (such as hazelnut, chestnut,
pecan nut, pistachio, blueberry, raspberry)
through active involvement of SHGs/FPOs.
√ √
Development of
Temperate Fruit
Clusters
Establish grapes and kiwi production clusters in
suitable agro-climatic zones (e.g., Ganderbal,
Baramulla, Ramban, Udhampur, Kathua)
supported by packhouses and cold storage.
√ √
Strategic
Promotion of
TOP Crops
(Tomato, Onion,
Potato)
Develop and implement a marketing strategy
to position J&K as the key supplier of summer
TOP crops to northern markets under Operation
Greens.
√ √
Vegetable
Production and
Seed Hubs
Establish 3-5 vegetable seed production hubs,
develop high-value vegetable production
clusters, and set up minimal processing units in
key agro-climatic zones.
√ √
Kharif Onion
and Garlic
Promotion
Promote commercial-scale kharif onion and
garlic cultivation in identified suitable zones
by establishing post-harvest storage units and
securing market tie-ups for off-season supply.
√ √
Sub-Tropical
Fruit Value
Addition
Facilitate development of value addition and
processing infrastructure for local fruits (e.g.,
mango, pomegranate, guava) with branding
and shelf-life extension technologies in key
production clusters.
√ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
119
Focus AreaKey Actions
Phase 1 Phase 2 &3
Short-term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Flower Crop
Technology
Standardisation
Standardise bulb production technology for
high-value flowers like tulip, gladiolus, iris, and
saffron through collaboration with SKUAST
and extension to nurseries and farmers.
√ √
Medicinal and
Aromatic Crop
Promotion
Promote commercial cultivation of high-value
medicinal and aromatic crops for traditional
and alternative medicine markets across key
agroclimatic zones under the J&K Aroma
Arogya Gram (JAAG) project.
√ √
Lead Agencies /
Departments
Department of Horticulture (DoH), JK Horticulture Produce Marketing and Processing
Corporation (JKHPMC), NHB, SKUAST, ICAR institutes, MIDH,
(vii) Component: Digital Technology Integration
Focus areaKey actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-term
(2028-30)
Long-term
(2031 onwards)
Early warning
systems
Establish real-time early warning systems
for pest, disease and weather threats in all
districts using remote sensing, AI & IoT tools
√√
Traceability
Deploy precision farming technologies and
traceability systems (blockchain, QR codes)
in at least three major horticulture value
chains (apple, walnut, saffron)
√ √√
Set up regional quality control units and
testing labs (chemical residue, MRLs,
phytosanitary norms) in key horticulture
clusters.
√√
Digital
Platforms
Develop and operationalise digital platforms
to support e-marketing of fresh and processed
produce, tailored to the needs of farmers,
FPOs and local agribusinesses.
√√
Strengthen Kisan Khidmat Ghars (KKGs)
at the panchayat level as digital information
hubs and integrate them with farmer-centric
mobile apps to deliver real-time updates on
prices, weather, pest alerts and best practices
√ √√
Lead Agencies /
Departments
Ministry of Electronics and Information Technology (MeitY), DoH, ICAR, Indian Meteorological
Department (IMD), State Agri Depts, FSSAI, NIC, Ministry of Agriculture & Farmers Welfare,
State IT Departments Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
120
(viii) Component: Infrastructure Development
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-
term
(2026-28)
Medium-
term
(2028-30)
Long-term
(2031
onwards)
Cold
Storage and
Warehousing
Develop basic cold storage (0-5°C) and packhouse
infrastructure strategically located in key production
areas at the block and district level.
√
Establish at least 5 integrated cold chain hubs in
high-value horticulture clusters, each with linkages to
processing units and export terminals.
√ √
Develop modern warehousing facilities with grading
and sorting facilities across major horticulture clusters.
√ √
Set up advanced CA and ULO storage facilities in at
least 3 key production clusters under Agri Infra Fund in
North and Central Kashmir, ensuring regional balance
and equitable access.
√ √
Promote crop-specific mechanisation across the value
chain, including pre-harvest, harvest, post-harvest
handling, processing, and preservation in targeted
horticulture clusters through FPOs.
√
Establish processing clusters for the fruit crops
proposed in each district
√ √
Transportation
and Logistics
Strengthen first- and last-mile road and rail connectivity
to major horticulture clusters by prioritising them
under PM Gati Shakti and state-level infrastructure
planning
√ √ √
Promote air freight support and cargo handling for
perishables through incentives and infrastructure at airports
√ √ √
Renewable
energy
integration
Install solar-powered cold storage, irrigation pumps
and packhouses across the districts, prioritising high-
production clusters and leveraging schemes like PM-
KUSUM and Agri-Infra Fund.
√ √ √
Promote decentralised renewable energy grids in
production clusters and nurseries
√ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
121
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-
term
(2026-28)
Medium-
term
(2028-30)
Long-term
(2031
onwards)
Knowledge
and R&D
infrastructure
Develop ICT-enabled knowledge dissemination
systems (advisory platforms, mobile-based systems)
√ √ √
Establish 5–6 regional lab testing and diagnostic centres
in key horticulture clusters and 2–3 agro-processing
R&D units linked to SKUASTs to support quality
assurance, pathogen detection, and value-added product
development.
√ √
Establish NABL-accredited Food Testing Labs in each
Food Park and upgrade existing labs to meet FSSAI
2006 standards; align with national testing institutions
for quality assurance and consumer safety
√ √
Establish an Indian Institute of Packaging Centre to
design commodity-specific packaging materials for
niche crops and facilitate research, training, and industry
collaboration.
√
Lead
Agencies /
Departments
Ministry of Food Processing Industries (MoFPI), NHB, State Horticulture Department, Ministry
of Road, Transport and Highways, Ministry of Civil Aviation, APEDA, Ministry of New and
Renewable Energy (MNRE), Food Safety and Standards Authority of India (FSSAI), National
Accreditation Board for Testing and Calibration Laboratories (NABL)
(ix) Component: Market Access
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Domestic
market
linkages
Establish direct marketing channels by promoting
farmer markets (at least 2 in each district), FPO/
cooperatives-led markets in key urban and rural/peri-
urban areas.
√ √ √
Facilitate the onboarding of farmers/FPOs onto
e-commerce platforms such as Open Network for
Digital Commerce (ONDC) for direct sales
√ √ √
Upgrade existing price discovery mechanisms
by expanding real-time digital platforms such as
e-NAM, integrating them across mandis (remaining
7), FPOs (around 318), and e-commerce channels.
√ √
Develop regional branding initiatives and certification
schemes – such as GI and organic labels - with the
involvement of local communities, FPOs.
√ √ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
122
Focus AreaKey Actions
Phase 1 Phase2 &3
Short-term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Export
facilitation
Foundational infrastructure and services
Establish export facilitation centres one each in
Jammu and Kashmir region, with customs clearance,
documentation, financial assistance and real-time
market intelligence; streamline logistics for export
promotion.
√ √ √
Set up export certification centres (for MRL testing,
GAP certification, etc.) and compliance systems in
both Jammu and Kashmir regions.
√ √
Facilitate product certification (through NPOP,
organic, and international food safety standards)
√ √ √
Institutional and knowledge systems
Conduct regular capacity building for farmers/
exporters (at least 1000 annually) on global standards
and export procedures tailoring modules by crops
and regions.
√ √ √
Establish intelligence hubs for global demand
forecasting, price trends and quality standard
requirements
√ √
Export infrastructure scaling up
Develop integrated export hubs at the district level
(warehousing, aggregation, processing of high-value
crops)
√ √ √
Set up integrated Export-Oriented Processing Zones
(EPZs) with processing, cold storage, packaging,
quality labs and customs clearance support
√ √
Lead
Agencies /
Departments
APEDA, Jammu Kashmir Trade Promotion Organisation (JKTPO), Small Farmers’ Agribusiness
Consortium (SFAC), J&K Horticultural Produce Marketing & Processing Corporation Ltd
(JKHPMC), DoH, Ministry of Commerce and Industry, MoFPI, State Agriculture Marketing Board,
eNAM Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
123
(x) Component: Value Addition
Focus areaKey actions
Phase 1 Phase2 &3
Short-
term
(2026-28)
Medi-
um-term
(2028-30)
Long-term
(2031 on-
wards)
Value
Addition and
Branding
Establish over 100 small-scale minimal processing
units (e.g. grading, dehydration, pulp extraction)
across key clusters
√ √
Set up industry-scale horticulture processing units
in high-potential districts (such as Anantnag,
Baramulla, Pulwama, Jammu, Kathua) through
PPPs and Agri Infra Fund
√
Continue development of brand (e.g for apple, saffron,
walnut, cherry) and quality certification programs
√ √ √
Facilitate GI registration for key products and
promote them nationally and internationally.
√ √
Tourism and
experience-
based value
addition
Develop horti-tourism circuits in key production
districts by partnering with local communities/
cooperatives and the tourism department, and
promote regional products.
√ √ √
Lead Agen-
cies / Depart-
ments
MoFPI, DoH, APEDA, FSSSAI, Ministry of Mirco, Small and Medium Enterprises, State Agro
Industries Development Corporation, Department of Tourism (J&K).
(xi) Component: Financial Access and Support
Focus areaKey actions
Phase 1 Phase2 &3
Short-
term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Credit
Facilities
Facilitate easy access to loans at concessional rates,
especially for smallholders and FPOs, by expanding
KCC coverage and strengthening partnerships with
banks and NBFCs.
√ √ √
Leverage NABARD’s Credit Guarantee Fund
(₹1,000 crore) to facilitate collateral-free loans for
SHGs, FPOs, and individual farmers
√ √
Provide subsidised interest schemes for horticulture
loans
√ √
Create a dedicated smallholder financing window
through cooperative banks, SHGs and MFIs
√ √ √
Insurance
Design and implement crop-specific insurance
schemes for major horticulture crops across the
districts.
√ √ √
Target 100% farmer enrolment, with special
outreach and premium support for marginal and
small farmers
√ √ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
124
Focus areaKey actions
Phase 1 Phase2 &3
Short-
term
(2026-28)
Medium-
term
(2028-30)
Long-
term (2031
onwards)
Investment
Promotion
Create and operationalise a dedicated Horticulture
Development Fund, including support for high-
density planting, post-harvest and processing units
√ √
Promote Public-Private Partnerships models for
infrastructure, R&D and processing investments
√ √ √
Encourage private investment through targeted
mechanisms and incentives (e.g., viability gap
funding)
√ √
Attract Foreign Direct Investment for high-tech
horticulture and export-oriented units by organising
investment summits, offering policy incentives and
improving ease of doing business.
√ √
Lead Agencies
/ Departments
NABARD, DoH, Ministry of Agriculture & Farmers Welfare, Department for Promotion of Industry
and Internal Trade (DPIIT), MoFPI, Small Industries Development Bank of India (SIDBI), State
Agri Depts, Private Partners
(xii) Component: Sustainability and Environmental Management
Focus areaKey actions
Phase 1
Phase2
&3
Short-
term
(2026-
28)
Medium-
term
(2028-30)
Long-
term
(2031
onwards)
Land use
regulation and
environmental
compliance
Draft amendments to the State Forest Act to permit the
removal of old/unproductive trees for orchard rejuvenation
√
Conduct quarterly awareness programs for farmers and
forest officials on revised regulations, best practices for
orchard rejuvenation, and compliance requirements, led
by horticulture and forest departments.
√ √
Establish a regulatory mechanism to oversee the
implementation of amendments, ensuring adherence to
environmental guidelines and sustainable land use practices.
√ √ √
Sustainable
Practices
Promote organic farming/natural farming models and
certification schemes
Achieve a 50% reduction in pesticide usage across target
areas; bring 40-50% of agricultural land under chemical-
free crops in the long term.√ √ √
Implement micro-irrigation, water harvesting and efficient
irrigation systems
Increase the area under micro-irrigation to at least 2%
of total horticulture area, focussing on high-density
plantation areas (around 10,000 ha)
√ √ √
Incentivise sustainable practices (carbon farming and
eco-labelling) and integrate into FPOs through capacity
building and certification assistance.
√ √ √ Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
125
Focus areaKey actions
Phase 1
Phase2
&3
Short-
term
(2026-
28)
Medium-
term
(2028-30)
Long-
term
(2031
onwards)
Climate
Resilience
Develop and promote climate-resilient varieties suited for
local agro-climatic zones
√ √ √
Mainstream integrated pest management, nutrient
management and conservation farming
√ √ √
Develop district-level disaster management plans√ √ √
Establish early warning systems for extreme weather and
pest outbreaks in horticulture clusters
√ √
Create climate-resilient farming zones through agro-
climatic mapping and targeted crop planning
√ √
Scale up agroforestry and mixed farming models
combining fruit trees with underutilised crops
√ √
Develop carbon sequestration programs as part of a
broader climate-smart transition
√ √
Circular
economy
Promote composting and vermicomposting units using
horticultural and organic waste in key horticultural
clusters by providing technical training and market
linkages for compost products through FPOs, SHGs and
rural entrepreneurs.
√ √
Facilitate R&D and pilot projects through FPOs/
cooperatives/SHGs on converting pruning waste and
biomass into biochar or biogas.√ √
Promote cooperative-led value chains for waste-to-wealth
enterprises (e.g., fruit pulp waste to pectin or animal feed)
through capacity building and financial support in key
horticulture clusters.
√ √
Develop policy incentives for circular practices in
horticulture (reuse, recovery, recycling)
√ √
Lead Agencies /
Departments
Department of Horticulture (DoH), National Centre for Organic Farming (NCOF), ICAR,
Ministry of Environment, Forest and Climate Change (MoEFCC), Pradhan Mantri Kisan Sinchai
Yojana (PMKSY), State Agriculture & Irrigation Departments
5.1.5 Indicative Indicators of Progress for the Sub-missions
Given the long-term horizon and agro-climatic diversity of Jammu & Kashmir, the following
indicative progress indicators are proposed to track both outputs (e.g. infrastructure
created, services delivered) and outcomes (e.g. productivity gains, income improvements),
enabling phased monitoring and adaptive implementation of the sub-missions (Table 5.6). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
126
Table 5.6: Indicators of Progress for the Sub-missions (indicative)
(i) Dry fruits
S.
No.
Components Phase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
A.
Assessment
and Planning
• Districts with completed
profiling and crop
suitability maps (% of total
dry-fruit districts).

B.
Research and
Innovation
• Germplasm accessions
evaluated (no.) and
varietal trials initiated (no.
locations/cultivars).
• Formal collaborations/
MoUs with ICAR/NBPGR
and SKUAST (no)
• Promising varieties
released/recommended
(no.) and area under new
cultivars (ha, % of dry-
fruit area).
• On-farm research-
demonstration plots
established (no)
• Productivity gain over
baseline for key dry fruits
(%).
• Share of area under climate-
resilient / improved cultivars
(%).
C.
Skill
Development
& Capacity
Building
• Farmers, women, and
youth trained (no., sex-
disaggregated).
• Functional Farmer Field
Schools / learning sites
(no.)
• Producers certified
in good agricultural
practices/post-harvest (%
of dry-fruit farmers).
• Active local trainers
/ master trainers
developed (no.)
• Share of farmers regularly
adopting recommended
practices (%).
• Increase in average farmer
income from dry fruits
compared to baseline (%).
D.
Quality
Planting
Material,
Nurseries &
Germplasm
Self-Reliance
• Hi-tech nurseries
and mother orchards
established/upgraded (no.).
• Annual certified planting
material production (no.
plants) vs. estimated
demand (% met)
• Nurseries meeting
quality certification
standards (%).
• Share of planting
material sourced within
J&K (% self-reliance
• Export-quality planting
material lines developed
(no.).
• Sustained replacement rate
of old orchards with certified
material (% area per year)
E.
Hi-Tech
Horticulture
Production
• Area of old almond/walnut
orchards rejuvenated (ha).
• New high-density
plantations established (ha)
and polyhouse area (ha)
• Average yield per hectare
in rejuvenated and high-
density orchards vs.
baseline (% increase).
• Share of dry-fruit area
under hi-tech practices
(%).
• Reduced yield variability
over years (%).
• Share of total dry-fruit
output from high-density /
rejuvenated orchards (%).
F.
Crop
Diversification
& High-
Value Crop
Promotion
• Additional area brought
under diversified dry-fruit
and associated high-value
crops (ha).
• Number of diversification
demonstration plots and
farmer groups engaged
• Proportion of farm
income from diversified
crops vs. traditional
monocrops (%).
• Districts with established
diversification clusters
(no.).
• Share of diversified crops in
total dry-fruit export/value
(%).
• Risk reduction in farmer
income (year-to-year income
variability %). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
127
S.
No.
Components Phase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
G.
Digital
Technology
Integration
• Digital advisory/extension
app users (no. dry-fruit
farmers)
• Pilot orchards with
sensor-based monitoring /
precision plant protection
(no.).
• Coverage of digital
advisories (% of dry-
fruit area under digital
services).
• Reduction in pesticide
use or spray frequency
due to precision tools
(%).
• Integrated digital traceability
for dry-fruit value
chains (share of export
consignments traceable %).
• Decision-support tools
institutionalised within DoH
(no. tools in regular use).
H.
Infrastructure
Development
• Pack houses, village
aggregation hubs and cold
rooms installed (no., MT
capacity).
• Reefer vehicles deployed
for dry fruits (no.).
• Share of marketed dry
fruits routed through
improved infrastructure
(% of marketed surplus).
• Reduction in post-
harvest losses for dry
fruits (% vs. baseline).
• Export hubs operating at or
above planned utilisation (%
capacity use).
• Private investments
leveraged in storage and
logistics (₹ or % of total
investment)
I.Market Access
• Dry-fruit FPOs formed/
strengthened (no., active
membership).
• Mandis and e-platforms
offering dedicated dry-fruit
trading channels (no.).
• Direct market / organised
buyer linkages for FPOs
(no. contracts, volume
handled).
• Share of farmers selling
through FPOs or digital
platforms (%).
• Realised farm-gate price
increase for major dry fruits
over baseline (%).
• Share of dry-fruit output
entering premium or export
markets (%).
J.Value Addition
• New/modernised dry-fruit
processing and grading–
packing units (no.,
installed capacity).
• Farmer/SHG groups
engaged in value-addition
activities (no.).
• Proportion of dry-fruit
production processed or
graded–packed (% of
volume).
• New branded/value-
added products launched
(no.).
• Share of value-added
products in total dry-fruit
revenue (%).
• Increase in per-unit value
realisation compared to raw,
unprocessed produce (%).
K.
Financial
Access &
Support
• Dry-fruit farmers linked
to institutional credit (no.,
loan volume).
• Insurance pilots launched
(no. schemes, farmers
covered).
• Insurance penetration
among dry-fruit farmers
(% of eligible farmers).
• Sustained credit flow to dry-
fruit sector (₹ per year,
CAGR).
• Share of losses compensated
through risk/insurance
instruments (% of reported
losses).
L.
Sustainability
&
Environmental
Management
• State Forest Act amended
to permit removal of old/
unproductive trees for
orchard rejuvenation.
• Area under micro/drip
irrigation in dry-fruit
orchards (ha).
• Demonstration plots of
climate-resilient/organic
management (no.).
• Share of dry-fruit area
under climate-resilient
varieties and water-
efficient systems (%).
• Certified organic or
residue-safe dry-fruit
area (ha).
• Long-term improvement in
water-use efficiency and soil
health indicators in orchards
(% change from baseline).
• Share of dry-fruit exports
meeting international
sustainability organic
standards (%). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
128
(ii) Fresh fruits
S.
No.
Components Phase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
A
Assessment and
Planning
• % of fresh-fruit districts with
completed GIS based orchard
surveys and resource maps.

B
Research and
Innovation
• Number of collaborative R&D
projects with ICAR/NBPGR/
IIHR and SKUAST.
• Number of climate-
resilient and high-yielding
varieties released/
recommended for J&K.
• % of fresh-fruit area under
released / recommended
cultivars.
• Productivity gain over
baseline for major
fruits (% increase in
tons/ha).
C
Skill
Development
& Capacity
Building
• Farmers trained through FFS,
KVK demos, and exposure
visits (no., sex- and youth-
disaggregated).
• Number of FPO leaders and
orchard managers receiving
certified skills in production
and post-harvest.
• % of orchardists
adopting recommended
GAP/INM/IPM and
scientific post-harvest
practices.
• Number of certified
master trainers
functioning at district/
block level.
• Increase in average
net income per fruit
grower over baseline
(%).
• % of FPOs and
producer groups
with professional
management and
technical staff.
D
Quality Planting
Material,
Nurseries &
Germplasm Self-
Reliance
• Number of hi-tech nurseries,
tissue-culture labs, and clonal
rootstock units established/
upgraded.
• Annual production of certified
planting material vs. total
requirement (% demand met).
• % of nurseries accredited
/ certified under national
or UT standards.
• Share of fresh-fruit
planting material sourced
from accredited J&K
nurseries (% self-
reliance).
• Annual share of new/
replanted orchards
using certified
planting material (%
of area).
• Number of export-
compliant planting
material lines or elite
rootstocks maintained.
E
Hi-Tech
Horticulture
Production
• Area brought under high-
density plantations and
rejuvenated orchards (ha).
• Area under mechanised
operations, precision irrigation,
and fertigation (ha).
• Average yield in high-
density and rejuvenated
orchards vs. traditional
systems (% increase).
• % of total fresh-fruit area
under hi-tech production
packages.
• Stability of production
(reduction in
inter-annual yield
variability %).
• Share of total fruit
output from hi-tech
orchards (% of
production).
F
Crop
Diversification &
High-Value Crop
Promotion
• Additional area under kiwi, and
other promoted fruits (ha).
• Number of climate-resilient
varietal trials and diversification
demonstrations conducted.
• Share of diversified/
high-value fruits in total
fresh-fruit area and value
(%).
• Number of functional
diversification clusters
with input, advisory, and
market arrangements.
• Share of diversified/
high-value fruits in
export volume/value
(%).
• Reduction in
income volatility for
diversified growers
compared to baseline
(%). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
129
S.
No.
Components Phase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
G
Digital
Technology
Integration
• Number of farmers registered
on e-extension, weather
advisory, and traceability apps.
• Number of orchards using IoT-
based monitoring or real-time
pest–disease alert systems.
• Coverage of digital
advisories (% of fresh-
fruit area or farmers).
• Reduction in pesticide
applications or input
costs due to decision-
support tools (%).
• % of export
consignments or
premium-market
lots with end-to-end
digital traceability.
• Number of digital
platforms integrated
with department
Management
Information System
(MIS) for routine
planning and
monitoring.
H
Infrastructure
Development
• New CA stores, pack houses,
pre-cooling units, NABL
labs, and aggregation centres
established (no., total MT
capacity).
• Number of reefer vans
operational and mandis
upgraded for fresh-fruit
handling.
• Share of marketed fruit
volume routed through
improved cold-chain and
pack-house infrastructure
(%).
• Reduction in post-
harvest losses for apples
and other key fruits
compared to baseline
(%).
• Capacity utilisation
of CA, cold-chain,
and labs (%).
• Private and PPP
investment mobilised
in post-harvest and
logistics (₹ or % of
total).
IMarket Access
• Fresh-fruit FPOs formed/
strengthened (no., active
members and business
turnover).
• Number of e-commerce
linkages, rural/satellite mandis,
and brand campaigns initiated.
• % of fresh-fruit output
marketed through FPOs,
organised buyers, or
digital platforms.
• Number and volume
of export facilitation
transactions supported.
• Average farm-gate
price realisation vs.
baseline (% increase)
for major fruits.
• Share of produce
entering premium
domestic and export
markets (%).
JValue Addition
• Number and installed capacity
of modern processing units and
micro-processing enterprises.
• Number of PMFME/PMKSY-
linked fresh-fruit processing
projects sanctioned and
operational.
• Share of fresh-fruit
production processed
(pulp, juice, dehydration,
etc.) as % of total
volume.
• Number of branded/
value-added products
launched and actively
marketed.
• Share of processing
and value-added
products in total
sector revenue (%).
• Increase in per-unit
value realisation
compared to sale of
raw fruit (%).
K
Financial Access
& Support
• Volume of horticulture loans
disbursed and beneficiaries
covered under interest-
subvention / credit-linked
schemes.
• Number of technology-
financing and insurance
products customised for
orchards.
• % of fresh-fruit farmers
with active institutional
credit and/or insurance
cover.
• Claims settled under
horticulture insurance
as % of reported eligible
losses.
• Sustained annual
credit flow to fresh-
fruit horticulture (₹,
growth rate).
• Share of sectoral risk
managed through
formal financial
instruments (%). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
130
S.
No.
Components Phase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
L
Sustainability &
Environmental
Management
• Area under organic or low-
chemical fresh-fruit production
and micro-irrigation (ha).
• Number of pilots on waste
utilisation (pomace, pruning
biomass) and biodiversity
conservation sites.
• % of fresh-fruit area
under certified/verified
sustainable or organic
standards.
• Reduction in water use
and chemical load per
unit of production (% vs.
baseline).
• Number of operational
carbon/biodiversity
certification projects
and total area covered
(ha).
• Share of certified
sustainable/organic
fruit in export and
premium domestic
markets (%).
(iii) Vegetables
S.
No.
ComponentsPhase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
A
Assessment and
Planning
• Districts with mapped
vegetable clusters and
crop-suitability layers (%
of districts).

B
Research and
Innovation
• New high-yield, short-
cycle, disease-resistant
and climate-resilient
varieties/lines under
testing (no.).
• Joint trials with ICAR–
IIHR, SKUAST and
private firms initiated
(no. of collaborative
trials).
• Released/recommended
varieties for open-
field and protected
cultivation (no.).
• Area under
recommended varieties
(% of vegetable area).
• Yield gain in key
vegetables over
baseline (% increase).
• Share of area under
climate-resilient/
disease-tolerant
varieties (%).
C
Skill Development &
Capacity Building
• Farmers (women, youth)
trained in protected
cultivation, post-harvest
and marketing (no.).
• Farmer field schools and
demo farms established
(no.).
• Certified skilled
growers and
entrepreneurs under
PMFME/other schemes
(no.).
• Adoption of
recommended practices
in clusters (% of trained
farmers).
• Increase in average
net income from
vegetables per
participating household
(%).
• Share of FPO/
SHG members with
advanced skills or
certification (%).
D
Quality Planting
Material, Nurseries
& Germplasm Self-
Reliance
• Seed villages established
(no.) and hybrid seed
production volume
(tons).
• Functional nurseries and
community seed banks
(no.).
• Share of seed demand
met from local quality
seed/nursery systems
(%).
• Nurseries meeting
quality certification/
accreditation standards
(%).
• Stability of seed supply
• Share of vegetable area
sown with certified/
improved seed (%). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
131
S.
No.
ComponentsPhase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
E
Hi-Tech Horticulture
Production
• Area under polyhouses,
shade nets and drip/
fertigation (ha).
• Number of climate-
resilient production
demonstrations
established.
• Yield improvement in
protected vs open-field
systems (%).
• % of cluster area under
hi-tech production
packages.
• Share of total vegetable
production originating
from hi-tech/protected
systems (%).
• Reduction in
production variability
due to weather shocks
(%).
F
Crop Diversification
& High-Value Crop
Promotion
• Area under high-value
vegetables and off-season
production (ha).
• Number of crop-rotation
pilots with pulses and
spices.
• Share of high-value
vegetables in total
vegetable area and
value (%).
• Number of functional
diversification
clusters with input,
advisory, and market
arrangements.
• Share of high-value
vegetables in export
volume/value (%).
• Reduction in income
volatility for diversified
growers compared to
baseline (%).
G
Digital Technology
Integration
• Number of farmers
registered on
e-extension, weather
advisory, and traceability
apps.
• Number of farms/
protected units using
IoT-based monitoring or
real-time pest–disease
alert systems.
• Coverage of digital
advisories (% of
vegetables area or
farmers).
• Reduction in pesticide
applications or input
costs due to decision-
support tools (%).
• % of export
consignments or
premium-market lots
with end-to-end digital
traceability.
• Number of digital
platforms integrated
with department MIS
for routine planning
and monitoring.
H
Infrastructure
Development
• Cold-chain, pack houses,
pre-cooling units, NABL
labs, and aggregation
centres established (no.,
total MT capacity).
• Number of reefer vans
operational and mandis
upgraded for vegetables
handling.
• Share of marketed
vegetables volume
routed through
improved cold-chain
and pack-house
infrastructure (%).
• Reduction in post-
harvest losses for
vegetables compared to
baseline (%).
• Capacity utilisation of
CA, cold-chain, and
labs (%).
• Private and PPP
investment mobilised
in post-harvest and
logistics (₹ or % of
total).
IMarket Access
• Vegetables FPOs formed/
strengthened (no., active
members and business
turnover).
• Number of e-commerce
linkages, rural/satellite
mandis, and brand
campaigns initiated.
• % of vegetables
marketed through
FPOs, organised
buyers, or digital
platforms.
• Number and volume
of export facilitation
transactions supported.
• Average farm-gate
price realisation vs.
baseline (% increase)
for major vegetables.
• Share of produce
entering premium
domestic and export
markets (%) such as
organic or processed
vegetable markets. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
132
S.
No.
ComponentsPhase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
JValue Addition
• Number and installed
capacity of modern
processing units and
micro-processing
enterprises.
• Share of fresh-vegetable
production processed
(frozen, canned,
dehydration, etc.) as %
of total volume.
• Number of branded/
value-added products
launched and actively
marketed.
• Share of processing
and value-added
products in total sector
revenue (%).
• Increase in per-unit
value realisation
compared to sale of raw
vegetables (%).
K
Financial Access &
Support
• Volume of horticulture
loans disbursed and
beneficiaries covered
under interest-subvention
/ credit-linked schemes.
• Number of technology-
financing and insurance
products customised for
vegetable crops/protected
cultivation units.
• % of vegetables
farmers with active
institutional credit and/
or insurance cover.
• Claims settled under
horticulture insurance
as % of reported
eligible losses.
• Sustained annual credit
flow to vegetables (Rs,
growth rate).
• Share of sectoral risk
managed through
formal financial
instruments (%).
L
Sustainability &
Environmental
Management
• Area under organic or
low-chemical vegetables
production and micro-
irrigation (ha).
• Number of pilots
on vegetable waste
utilisation and
biodiversity conservation
sites.
• % of vegetables area
under certified/verified
sustainable or organic
standards.
• Quantified reduction
in water use and
chemical load per unit
of production (% vs.
baseline).
• Number of operational
carbon/biodiversity
certification projects
and total area covered
(ha).
• Share of certified
sustainable/organic
vegetables in export
and premium domestic
markets (%).
(iv) Floriculture
S.
No.ComponentsPhase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
A
Assessment and
Planning
• Districts with floriculture
baseline surveys
completed (% of potential
districts).

B
Research and
Innovation
• Flower species/varieties
evaluated under local
conditions (no.).
• MoUs with ICAR–IIHR,
CSIR–National Botanical
Research Institute
(NBRI), SKUAST,
private breeders (no.)
• New varieties/hybrids
recommended (no.) and
area under improved
varieties (ha, %).
• Demonstration of
climate-controlled
production systems
(no.).
• Yield and quality
improvement over
baseline (% stem
length, vase life, bud
size).
• Share of climate-
resilient / low-input
flower varieties (%
area). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
133
S.
No.ComponentsPhase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
C
Skill Development &
Capacity Building
• Farmers/SHGs trained in
floriculture practices (no.,
% women).
• Certified master trainers
/ nursery technicians
developed (no.).
• Producers certified in
GAP / post-harvest
handling (% of flower
growers).
•
Share of growers
consistently adopting
recommended practices
(%).
• Increase in average
income from
floriculture over
baseline (%).
D
Hi-Tech Horticulture
Production
• Area under protected
cultivation (polyhouse,
net house) (ha).
• Open-field floriculture
clusters developed (no.).
• Yield and quality
improvement in
protected vs open
systems (%).
• Share of floriculture
area under hi-tech
practices (%).
• Reduction in seasonal
variability (%).
• Share of export-grade
flowers in total output
(%).
E
Crop Diversification
& High-Value Crop
Promotion
• Area diversified into
high-value cut flowers,
bulbs, ornamentals (ha).
• Number of floriculture-
based enterprises
(nursery, landscaping,
bouquet units).
• Share of income from
diversified floriculture
activities (%).
• Eco-tourism–linked
flower clusters
established (no.).
• Risk reduction in
farmer income (%
variability).
• Share of non-
traditional flowers in
total floriculture value
(%).
F
Digital Technology
Integration
• Growers using digital
advisories / market apps
(no.).
• Pilot units with sensor-
based climate control
(no.).
• Area under digital
monitoring and
advisory services (%).
• Reduction in input use
(water, fertiliser) due to
precision systems (%).
• Digital traceability for
premium/export flower
consignments (%).
G
Infrastructure
Development
• Flower pack houses,
grading units, pre-cooling
facilities established
(no.).
• Cold-chain capacity
created (MT).
• Share of marketed
flowers routed through
cold-chain (%).
• Reduction in post-
harvest losses (%).
• Export-oriented
flower logistics
hubs operational (%
utilisation).
• Private investment
leveraged (₹ or % of
total).
HMarket Access
• Floriculture FPOs/SHGs
formed or strengthened
(no.).
• Dedicated flower mandis
/ auction platforms
created (no.).
• Organised buyer
contracts secured (no.,
volume).
• Share of growers
selling through
collective platforms
(%).
• Farm-gate price
improvement over
baseline (%).
• Share of output sold
in premium/export
markets (%).
IValue Addition
• Units for bouquet-
making, drying, essential
oils, decorative products
(no.).
• SHGs engaged in
floriculture value addition
(no.).
• Share of floriculture
output value-added
(%).
• New branded
floriculture products
launched (no.).
• Share of value-added
products in total
floriculture revenue
(%).
• Increase in per-unit
value realisation (%). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
134
S.
No.ComponentsPhase 1 (2026-30) Phase 2 (2030-35) Phase 3 (2035-47)
J
Financial Access &
Support
• Floriculture enterprises
linked to credit (no., ₹).
• Insurance / risk pilots
launched (no.).
• Insurance coverage
among floriculture
growers (%).
• Sustained credit flow
to floriculture sector (₹
CAGR).
• Share of losses
compensated through
insurance (%).
K
Sustainability &
Environmental
Management
• Area under water-efficient
irrigation systems (ha).
• Women-led floriculture
enterprises supported
(no.).
• Certified organic /
residue-safe flower area
(ha).
• Reduction in water and
chemical use (%).
• Share of floriculture
exports meeting
sustainability
standards (%).
(v) Minor Crops
S.
No.
Components
Phase 1
(2026-30)
Phase 2
(2030-35)
Phase 3
(2035-47)
A
Assessment and
Planning
• Baseline mapping of minor crops
by agro-ecology and community (%
districts).
• Crop-specific development plans
notified (no.).

B
Research and
Innovation
• Germplasm accessions characterised
(no.).
• Research partnerships with CSIR–
(Central Institute of Medicinal and
Aromatic Plants (CIMAP), SKUAST,
universities (no.).
• Improved varieties /
cultivation protocols
released (no.).
• Area under improved
practices (%).
• Productivity gains over
baseline (%).
• Share of climate-
resilient / low-input
varieties (%).
C
Skill Development &
Capacity Building
• Farmers/collectors trained (no., %
tribal/women).
• Community resource persons
developed (no.).
• Producers certified
in GAP / organic /
MAP standards (%).
• Adoption of
recommended
practices (%).
• Income increase from
minor crops over
baseline (%).
D
Quality Planting
Material, Nurseries
& Germplasm Self-
Reliance
• MAP nurseries, saffron corm units,
kala zeera seed systems established
(no.).
• Beekeeping colonies supported (no.).
• Share of quality-
certified inputs (%).
• Local self-reliance
in planting material /
colonies (%).
• Sustained replacement
and quality
maintenance rate (%).
E
Hi-Tech Horticulture
Production
• Area under scientific cultivation /
managed collection (ha).
• Demonstration plots established (no.).
• Yield improvement
over baseline (%).
• Share of total output
from scientific systems
(%).
F
Crop Diversification
& High-Value Crop
Promotion
• Area integrated with farming systems
(ha).
• Number of households adopting
minor crops (no.).
• Share of household
income from minor
crops (%).
• Reduction in
livelihood risk (%
income variability).
G
Digital Technology
Integration
• Digital registries for producers and
collectors (no.).
• Pilot traceability systems for saffron,
MAPs, honey (no.).
• Coverage of digital
traceability (%
production).
• Export consignments
fully traceable (%). Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
135
S.
No.
Components
Phase 1
(2026-30)
Phase 2
(2030-35)
Phase 3
(2035-47)
H
Infrastructure
Development
•
Primary processing units (drying,
distillation, grading) established (no.).• Reduction in post-
harvest losses (%).
• Processing capacity
utilisation (%).
I Market Access
• FPOs / producer collectives formed
(no.).
• GI / branding initiatives supported
(no.).
• Direct buyer/export
linkages established
(no.).
• Share of produce
sold through
organised channels
(%).
• Price premium over
baseline (%).
• Share of production
entering premium/
export markets (%).
JValue Addition
• Value-added units (essential
oils, extracts, honey processing)
established (no.).
• Share of minor crops
processed/value-
added (%).
• Increase in value
realisation (%).
K
Financial Access &
Support
• Producers linked to credit and grants
(no., ₹).
• Insurance / price-
support coverage
(%).
• Sustained investment
flow into minor crop
sector (₹, CAGR).
L
Sustainability &
Environmental
Management
• Area under organic / sustainable
certification (ha).
• Tribal and women beneficiaries (%).
• Biodiversity
conservation
indicators (no.
species conserved).
• Long-term livelihood
and ecosystem
resilience indicators
(% improvement).
5.1.6 Institutional Mechanisms For Monitoring And Review
To ensure alignment with the roadmap’s goals and to assess implementation effectiveness,
regular progress reviews and strategy recalibration should be conducted every 3 to 5
years. These reviews could be anchored in the indicative progress indicators outlined
in section 5.1.5 and informed by emerging evidence, field-level learning, and evolving
market and climatic conditions. The Department of Horticulture may serve as the nodal
agency for monitoring and review, in coordination with the State Planning Development
and Monitoring Department, and NABARD, among others. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
136 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
137
6
WAY FORWARD Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
138
Jammu & Kashmir’s horticulture sector thrives on unique heterogeneity spanning subtropical Jammu
plains ideal for TOP vegetables and off-season crops, temperate Kashmir Valley dominating apples,
walnuts, and saffron, and high-altitude zones suited for berries and medicinal plants. This geographic
and agro-climatic diversity creates unparalleled opportunities for year-round production, climate-
resilient diversification, and premium exports, but also requires tailored interventions to fully unlock
this potential.
The report presents a comprehensive strategy for advancing this sector through advanced technologies,
robust infrastructure, and enhanced market linkages. These multifaceted interventions will not only
improve productivity and profitability but also ensure that the horticultural industry in J&K remains
competitive and sustainable in the global market. Importantly, these efforts also include targeted
support for smallholders, ensuring that they benefit from capacity-building, access to resources, and
market linkages.
Through this phased, inclusive, and innovation-driven approach, the roadmap envisions transforming
J&K into a national and global leader in high-value horticulture by 2047, contributing to India’s vision
of Viksit Bharat.
Major recommendations structured thematically, with geographic and agro-climatic differentiation
embedded within each theme, wherever relevant, are outlined as follows:
S.
No.
ThemeActionGeographic and Agro-Climatic Application
A
Institutional
and Policy
Reforms
(Statewide
framework |
Zone-sensitive
implementation)
• Unify all horticulture-related
activities (fruits, vegetables,
floriculture, spices, plantation
crops, apiculture, saffron, protected
cultivation, nurseries, and seeds)
under respective Directorate
of Horticulture for Jammu and
Kashmir to address institutional
fragmentation.
• Amend the Fruit Nurseries
(Licensing) Act, 1987 to
strengthen regulation of planting
material production, certification,
traceability, and imports;
• Amend the State Forest Act to
enable orchard rejuvenation while
ensuring ecological safeguards.
• Kashmir Valley: Facilitate removal and
replacement of senile apple and walnut orchards
for high-density rejuvenation using climate-
resilient cultivars.
• Jammu Plains: Strengthen nursery regulation
and quality control for subtropical vegetables,
TOP crops, and imported planting material. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
139
S.
No.
ThemeActionGeographic and Agro-Climatic Application
B
Nursery and
Planting
Material
Systems
(Zone-specific
specialisation
within a unified
certification
framework)
• Establish PPP-based model
nurseries, seed villages, and
high-tech nurseries; introduce
standardised certification systems
and capacity-building for modern
nursery management.
• Establish modern nurseries (40-50
ha) in each district with hydroponics,
aquaponics, vertical farming,
precision farming (automation,
micro irrigation), tissue culture and
renewable energy practices.
• Establish at least one tissue culture
lab in each agro-climatic zone
• Jammu (Subtropical): Nurseries for TOP
crops, garlic, and off-season vegetables, with a
focus on heat- and humidity-tolerant varieties.
• Kashmir Valley (Temperate): High-tech
nurseries for apples, walnuts, kiwi, saffron, and
floriculture, including clonal rootstocks.
• Cold and High-Altitude Areas (>2500 m):
Pilot nurseries for niche crops such as medicinal
herbs, seed potatoes, and berries.
C
Productivity
Enhancement
and Crop
Diversification
(Cluster-
based, agro-
ecologically
aligned)
Promote high-density plantations,
crop-specific SOPs/POPs, and
horticultural clusters to enhance
productivity and profitability.
• Jammu Plains:
- Subtropical clusters for grapes, garlic, onion,
tomato, and off-season vegetables.
- Introduction of other high value crops like
blueberries, avocado in sub-tropical and mid-hills.
- Revival of water chestnut and lotus stem in
wetland belts’
• Kashmir Valley:
- Temperate fruit clusters (apple, kiwi, walnut),
saffron belts, and floriculture zones.
- Orchard rejuvenation using disease-resistant,
high-yielding cultivars
D
Research,
Innovation and
Infrastructure
(Centres of
Excellence in key
districts)
Strengthen, functionalise and
network existing Centres of
Excellence (COEs) and integrate
advanced pre- and post-harvest
technologies across value chains.
• Temperate districts: COEs for apple, walnut,
and saffron; expansion of CA/ULO storage
facilities.
• Subtropical districts: Vegetables-focused
COEs; packhouses and grading facilities near
transport corridors.
• Across zones: Modernisation of irrigation systems,
on-farm storage, aggregation, and collection centers.
E
Sustainability
and Climate-
Resilient
Practices
(Statewide
adoption with
zone-specific
adaptation)
Promote organic and natural
farming, climate-resilient varieties,
and circular economy models
aligned with national sustainability
goals.
• Jammu (Subtropical): Natural farming
practices combined with crop residue recycling
and water-efficient irrigation systems.
• Kashmir (Temperate): Organic certification for
apples and saffron; adoption of climate-resilient
temperate cultivars. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
140
S.
No.
ThemeActionGeographic and Agro-Climatic Application
F
Human Capital
Development
and FPO
Strengthening
(Division-wise
targeting)
Strengthen farmer training, women
and youth entrepreneurship,
and FPO/SHG capacities across
horticulture value chains.
• Jammu Division: Skills development in
vegetable aggregation, grading, and primary
processing.
• Kashmir Valley: Training in orchard
management, post-harvest handling, quality
standards, and export compliance.
• Across J&K: Digital extension services, mobile-
based advisories, and improved access to credit
and insurance.
G
Markets,
Value Addition
and Exports
(cluster-
based export
infrastructure
development)
Strengthen cold chains, packaging
systems, digital market integration,
and export-oriented infrastructure
to minimise 25-35% post-harvest
losses and boost off-season supply
to northern markets.
• Jammu Division: Prioritise vegetable export
hubs with minimal processing and moisture-
resistant, low-cost packaging for vegetables.
• Kashmir Valley: Expansion of CA storage,
minimal processing facilities for apples and kiwi;
GI branding and linkage with horti-tourism.
• All zones: District-level integrated export hubs
with quality certification, e-commerce, and retail
integration.
H
Community
Engagement,
PPPs and
Horti-Tourism
(Location-
specific
development)
Promote community participation,
PPP models, and horticulture-linked
tourism to enhance rural livelihoods.
• Jammu Foothills: Vegetable clusters linked
with agro- and rural tourism pilot initiatives.
• Kashmir Valley: Apple, saffron, and floriculture-
based tourism circuits integrated with GI
branding. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
141
7
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in the UT of Jammu and Kashmir @ 2047
142
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Development & World Ecology, 20(5):416-425.
• The Working Group on Horticulture Development for the tenth five year plan. Planning
Commission. June 2001. Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
145
8
ANNEXURES Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
146
Annexure-I
Composition of the Experts Group Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
147 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
148 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
149 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
150
Annexure II Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
151 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
152
Annexure III
Major schemes of the Horticulture Department – J&K
S.No.Scheme Activity/Component UnitIncentives (₹. in Lac)Remarks
1
CAPEX
Plantation Support:
(a) Area Expansion (Plantation) ha
50% Subsidy up to
Max. ₹ 50,000/ha
(b) High-density plantation (Temperate)ha
80% subsidy on cost
of plants
(c) Revised Modified H.D. Plantationha
50% of the project
cost
(d) Promotion of Strawberry Ka
50% Subsidy up to
Max. ₹13,000/K
(e)
Promotion of Aloe-Vera in the Private
Sector
ha
50% Subsidy up to
Max. ₹75,000/ha
2
Capital Support for Farm Machinery/
Tools/(Mechanisation)

(a)
108-Subsidy Support for Farm Machinery
/Tool and Mechanisation
Project Based
3Product Development /Market Support
(a)
108- Support for establishment of Fruit/
Dry Fruit Processing Units (machinery
part only- Project Based)
No.
Subsidy 50% and
a maximum up to
₹10.00 Lacs
4Creation of Water Sources
(a)
Individual Tubewell/Borewell/Shallow
Well/Water harvesting system for storage
of water etc.
No.
Subsidy@ 50% cost
limited to ₹0.90 Lac
Subsidy@ of
90% cost limited
to ₹3.00 Lac is
proposed
S. No Scheme Private Sector Unit Incentives
Remarks
(a)
HADP (P-21)
Root Stock Bank Nos 80% subsidy to the limit of ₹ 56/plant
(b)Mother Block ha 80% subsidy on the project cost
(c)Protected Cultivation Nos
80% subsidy i.e. ₹15.59 Lakh/
Unit(160 sq. mts unit)
(d)
Plant Propagation
unit
Nos50% Subsidy to the limit of ₹ 65/plant
(e)
Rejuvenation of
Senile orchards
ha
50% subsidy to the limit of ₹ 6.0 lakh/
ha Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
153
S.
No.
SchemeActivity/ComponentUnit
Incentives
(₹in Lac)
Remarks
1
RAINFED AREA DEVELOPMENT HADP (P-15)
Development of Agriculture/ Horticulture & Animal/ Sheep
husbandry Department.
Pattern @ 50
% of the cost
max up to
(a)
Technological demonstrations/ interventions w.r.t. Horticulture
Agro forestry using critical inputs based on production
constraints at each pilot project site
No. 0.15
(b)
Expanding Area coverage under Micro-irrigation (Drip,
Sprinkler, Rainguns)
No. 1.20
(c)
Gravity Feed drip irrigation systems using plastic tanks (1000-
1500 litters capacity) mounted on a raised single stand for
1Kanal area
No. 0.50
(d)
Water Storage Tanks/ Portable Geo Tanks/ Poly Tanks/ Flexi
Water tanks
No. 1.80
(e) Creation of Water Irrigation Sources (Deep Bore Wells) No. 3.00
(f) Roof-top rainwater harvesting structures No. 1.50
(g) Establishment of Custom Hiring Centres/ Farm Machinery BanksNo. 8.00
(h) Farm Equipment (distribution to Farmers) No. 0.05
2 Market-linked Supply Chain Development and Value Addition
(a)
Creating Post Harvest Handling facilities, Transportation of
Harvested produce (Vending Carts/ Ref. Van/Air-controlled
Sale Outlets Units)
No. 0.75
(b)
Adding value through Agro processing/ Creation of storage
infrastructure in rural areas (of size 10m x 5m)
No. 2.00
(c) Creation of a small processing unit/ pack house (9m x 6m) No. 2.00
(d)
Bringing in Marketing Reforms (Establishment/ Strengthening
of Mandis)
No. 2.50
3 Capacity Building and R&D support
(a)
Formation of Self-Help Groups and capacity building of
farmers (trainings/ workshops/ field days etc)
No. 0.50
S.
No.
Scheme Activity/ ComponentUnit
Incentives (₹in Lac)
Pattern @ 50 % of
the cost max upto
Remarks
1
Farm Mechanisation For
Resource Use Efficiency In
Hill Agriculture Hadp (P-9)
CultivatorNo. 0.200
The subsidy component will be as per the
SMAM guidelines
2 RotavatorNo. 0.504
3 Brush Cutter No. 0.30
4 Power Tiller No. 0.85
5 Battery Operated SprayerNo. 0.03 Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
154
S.
No.
Scheme Activity/ ComponentUnit
Incentives (₹in Lac)
Pattern @ 50 % of
the cost max upto
Remarks
1
MIDH
Creation of Water Sources
(a)
Water harvesting system
for individuals for storage
of water in 20 X 20 X 3 m
Pond/Tubewell/Dug well @
100/cum (Hilly Area)
No.
50% of the cost
limited to Max. of
₹0.90 lacs
Due to small/marginal land holdings of
majority of the farmers in the UT, water
harvesting systems of 20x20x3 m are not
feasible. Instead the geo tanks dug well
/ borewell/Tubewell / Poly line tanks
need to be incorporated/introduced in the
scheme. The subsidy on the WHS need to
be enhanced as in the hilly dry land region
of the UT farmers are economically very
poor. The water table is low and in the
rocky terrain the estimated cost of WHS
for 1 ha ranges from 4-6 lacs. Hence,
90% subsidy with a max. limit of 3 lacs
is proposed(On prorata basis) so that the
Plantation potential of rain fed areas can
be fully exploited.
2 Integrated Post Harvest Management
(a) Pack HouseNo.
50% of the cost
limited to Max. of
₹2.00 lacs
(b)
Preservation Unit (Low
Cost)
No.
50% of the cost
limited to Max. of
₹1.00 lacs
3 Human Resource Development/Training of Farmers
(a)
Within State (₹1000/day per
farmer including transport)
Man
days
0.01
5 Protected Cultivation
(a) Naturally Ventilated System
(i)
Tubular Structure ( 50%
cost for a max area 4000
sq m per beneficiary-Hilly
Area)
Sq.Mtr 0.006095
Subsidy @ 90 % on Tubular structure
(Semi hi tech ) is proposed on the actual
estimates for small and marginal farmers
(b) Shade Net House
(i)
Tubular Structure ( 50%
cost for a max area 4000 sq
m per beneficiary)
Sq.Mtr 0.00408
Subsidy @ 90 % on Tubular structure
(Semi hi tech ) is proposed on the actual
estimates for small and marginal farmers
(ii)
Anti Bird/Anti hail nets
(50% of the total cost
limited to 5000sq m per
beneficiary)
Sq.Mtr 0.000175
Subsidy @ 90 % on Anti Bird/Anti Hail
nets is proposed on the actual estimates
for small and marginal farmers
6 Organic Farming
(a) Vermi Compost Unit Nos.
50% of the cost
limited to Max. of

₹ 0.50 lac
7 Horticulture Mechanisation
(a) Tractor upto 20 PTO HPNos 1.00
Subsidy @ 50% is proposed max upto

₹ 2.00 lacs
(b) Power tiller below 8 BHP Nos 0.50
(c)
Power Tiller (8 BHP and
above)
Nos 0.75
Subsidy @ 50% is proposed max upto

₹ 0.85 lacs Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
155
S.
No.
Scheme Activity/ ComponentUnit
Incentives (₹in Lac)
Pattern @ 50 % of
the cost max upto
Remarks
8
Establishment of new
Gardens (Area Expansion
normal spacing)

(a)
Without Integration
60:20:20
ha 0.18 Due to increase in prices of planting
material and other components the
incentive is proposed to be increased to

₹ 0.50 lac/Ha. to the tune of 50% subsidy
which ever is less.
(i) Incentives I
st
Year ha 0.06
(ii) Incentives 2
nd
Year ha 0.06
S.
No.
Scheme Activity/Component Unit Incentives Remarks
A
RKVY
Soil Samples-Collection,
Testing, Printing &
Distribution of Soil Health
Cards by MSTL & others
STLs.-
i
Soil Samples-Collection,
Testing, Printing &
Distribution of Soil Health
Cards by MSTL & other
STLs @ 300/per Sample
No.
B
Creation of water
Resources (Borewell/Dug
well/tank/ponds)
No.
₹ 0.90 Lac as per
MIDH guidelines
Due to small/marginal land holdings of
majority of the farmers in the UT, water
harvesting systems of 20x20x3 m are not
feasible. Instead the geo tanks dug well
/ borewell/Tubewell / Poly line tanks
need to be incorporated/introduced in the
scheme. The subsidy on the WHS need to
be enhanced as in the hilly dry land region
of the UT farmers are economically very
poor. The water table is low and in the
rocky terrain the estimated cost of WHS
for 1 ha ranges from 4-6 lacs. Hence,
90% subsidy with a max. limit of 3 lacs
is proposed(On prorata basis) so that the
Plantation potential of rain fed areas can
be fully exploited.
S.
No.
Scheme Activity/Component Unit
Incentives
(₹ in Lac)
Remarks
1
TBOs
Integrated Development of Nurseries and Plantation
(a)
Olive (No. of plants per Ha
200)
ha ₹48000/ha
(b)
Wild Apricot (No. of Plants
per Ha 400)
ha ₹16000/ha
2 Horticulture Hand ToolsNos.
50% Subsidy up to
Max. ₹10,000/No.
3
Power Knap Sack/ Power
Operated Sprayer (Capacity
above 16 Lts.)
Nos.
50% Subsidy up to
Max. ₹5,000/No.
Incentive @ ₹10,000/-per unit is
proposed Roadmap for Horticulture Development
in the UT of Jammu and Kashmir @ 2047
156
1
SMAM
Financial Assistance for
Procurement of Agriculture
Machinery & Equipment

Remarks
(a) Tractor (40-70 PTOHP) Nos.
₹2.00 Lacs or 50% of the
cost whichever is less
(b)
Power Tiller (8 BHP and
above)
Nos.
50% for Women, SC, ST,
Small & marginal Farmers
limited to ₹0.85 lakh
40%for other farmers cost
limited to ₹0.70 lakh
(c) Power Tiller Below (8 BHP)Nos.
For Women, SC, ST,
Small & marginal
Farmers, limited to
₹0.65 lakh.
40% for other farmers, cost
limited to ₹0.50 lakh
(d) Tractor Driven Equipments Nos.
50% for Women, SC,
ST, Small & marginal
Farmers limited to
₹ 0.30 lakh
(e) Garden Hand Tools Nos.
50% for SC, ST, Small &
marginal Farmers limited to
₹0.012 lakh.
50% Subsidy on the
cost of soil augur and
rain guns need to be
in cooperated in the
scheme
40% for other farmers cost
limited to ₹0.010lakh.
2Inter cultivation Equipment
(a)
Mannual Knap Sack/ Foot/
battery operated sprayer
8-12lts.

40% for other farmers cost
limited to ₹0.0060 lakh.
(b)
Powered Knap Sack Sprayer
above 16 lts

40% for other farmers cost
limited to ₹0.08 lakh
3Self-propelled /other Power Driven Horticultural Machinery
(a)
Chain Saw/Wheel Barrow/
Mango Gardner Planter
Nos.
50% for Women, SC, ST,
Small & marginal Farmers
limited to ₹0.75 lakh
40% for other farmers cost
limited to ₹0.60 lakh
4Establishment of Farm Machinery Banks for Custom Hiring
(a)
Establishment of Custom
Hiring Centre up to ₹ 10 Lakh
Nos.40% limited to ₹ 4.00 lakh
5
Promotion of Farm
Mechanisation in selected
Villages

(a)
Farm Machinery Banks with
minimum 8 farmers /bank
Nos.80% limited to ₹8.00 lakh

Roadmap for Horticulture Development in the UT of Jammu and Kashmir