~ ocro ======::::::li:=-The 3rd International Conference on O-CHA() Culture and Science.~00iA JS-04 TEA IN N. K. Jain International Society ofTea Science, A-298 Sarita Vihar, New Delhi, India 110076 Ph: +91-11-2694-9142, Fax: PP +91-11-2694-2222, email: [email protected]

Summary The British started tea plantations in India in 1839 with seeds brought from . The quality of the indigenous tea Camellia sinesis var assamica, was recognized in 1839. India is the largest tea producer, averaging 842 million kg or 26% of global production, grown in 129,027 holdings, 92% ofwhich are> 10 ha. North India contributes 3/4th of total production with Y4 th from South India., India consumes 77% of its produce, leaving only 200 mkg for its shrinking exports. A decade long cost-price squeeze led to economic crisis, rendering many units unsustainable. Strategies ofits scientific management are suggested.

Keywords: Indian Tea, Production, Export, Consumption, Cost price squeeze; Crisis management.

INTRODUCTION The British started tea plantations in 1839 with seeds brought from China after the Opium Wars threatened their 'home' supplies. The indigenous tea Camellia sinesis var assamica was grown since times immemorial, by the tribes in North East India. It was (re) discovered in 1823 but rejected as a wild plant, until 1839 when the quality of tea made from these "wild" assamica bushes was established at London Auctions. Tea plantation activity spread very quickly. In 2005 India recorded a production of 929 million kilo tea, grown on an area of 523,000 hectares, spread over 1,29,027 units, of which over 92% were less than 10 ha and only 8% (1661) were large estates in private or corporate sectors. North India contributes 76% crop while South produces 24% tea. The tea industry employs 1200,000 workers, most of who are women and from underprivileged groups. India drinks 3/4th ofits produce, leaving only 200 million kilos for its shrinking export, which form mere 13% ofthe global trade.

GLOBAL STATUS (2000-2005) OF INDIAN TEA During the last 5 years 2001-2005 India led world production averaging 842 million kg i. e.26.2 % ofthe global crop with only 18.5 % ofthe world tea area (Table 1). India is the leading tea grower, producing>1/4 Countries Area Prod. Export Consumption Yield of the global crop and consuming (% ofown (Kg/ha) th production) 3/4 of of their own production. Global 150.6 3214 1468 1746 rn. kg. 1145 However, Srilanka and Kenya are Total tho Ha. rn. kl!. m. kl!. (55%) India 18.5 % 26.2% 13.0% 77.2% 1695 the leading exporters with 36 % China 43.5% 22.2 % 16.2% 66.7% 652 share, though they produce merely Sri Lanka 6.7% 9.3% 19.2% 6.0% 1729 Kenya 4,8% 8.5% 17.0% 8.2% 2264 18% of the world's tea crop but Indonesia 5.4 % 5.1 % 6.7% 39.6% 1136 their consumption is only 6-8% of Table 1: Status oflndian Tea in the Global context their produce. (Average of2001-200S)

PROFILE OF INDIAN TEA Indian is famous for its muscatel flavor while tea is known for cup character. The area, production and productivity of Indian tea recorded a consistent rate of growth (Fig 1) between the years 1950 and 2000, after which there was a slow down. However, the Internal consumption of tea absorbed all the increase in crop, leaving only ca. 200 million kilos for exports, which gradually dwindled as a percentage of its own 1= 2000 ~0ClC0Xl production, from 80% in 1950 to 22.8% 1800 '"~eo

Landscapes: Climate determines the Area under Production Yield No. Of Region tea landscape of tea fields The flood (Million Kgs) (Kg/ha) Holdings (The hal plains of Brahmaputra are covered North India 407.5 (78 %) 700.97(76%) 1720 60629 with vast flat tea fields, shaded by Assam 272.0 474.14 1743 43293 broad-leafed albizzias against West Bengal 114.5 214.66 1875 8709 sunburn in windless summers, while Others 21.0 12.17 580 8627 the cool and steep hills of South India 115.5 (22%) 227.01(24%) 1965 68398 Dmjeeling need no shade trees. In Tamil Nadu 76.3 154.6 2030 62213 1984, Kangra bushes were cabbage Kerala 37.1 67.03 1802 6153 shaped with many vacancies and Karnataka 2.1 5.38 2527 32 weeds overran tea bushes. In 2007, All India 523.0 927.98 1774 129027 some tea fields were transformed like the model farm. But 47% area Table 2: REGIONAL SPREAD OF TEA IN INDIA (2005) of still remain undeveloped. Nilgiris tea in tropical South is protected with thin foliage of silver oak trees and is distinguished by spraying lanes, cut between every 7 tea rows, necessitated by frequent sprays to control devastating blister blight, while the Highlands in Munar of Western Ghats are cool enough to obviate the need of shade trees. TEA R&D Value of research for tea as an agro-based industry was recognized quite early. Four tea research institutes working in India today, are: Tocklai, UPASI, DTRC and IHBT. Tocklai Experimental Station: Tocklai set up in the year 1911 in North East India is the oldest and the largest tea research institute in the world. Seven substations and a staff of 339, including 64 scientists, serve its 760 member estates, in North East India. Tocklai was the first to develop clonal tea varieties and seed stocks, which now occupy 48% ofthe area under tea in North East India. With major research breakthroughs in pest & weed control, shade regulation, drainage and standardization of nutrient application, the average yield of North East India, which was 400 kglha in 1900 AD went up to 1800 kglha in the year 2000. The ergonomic and time & motion studies on the tea pluckers are path breaking. There is a paradigm shift in Toc1dai researches from tea yield to quality and value addition and emphasis on biotechnology based plant improvement, pesticide residue and biological control, computer controlled and energy saving processing. Over a long period, Tocklai research is estimated to yield 200 fold returns on investment. UPASI Tea Research Institute: founded in 1926, Year Area Production Productivity in S. India, serves its 143 member estates and 12000 Hectare! M.Kg. Kl!I'ha 1960 73,998 77,7775 1.051 small holder growers from its seven regional 1970 74,007 101,169 1,367 stations, with a strength of 42 scientists and 1980 75,047 131,095 1,747 1990 75,559 173,207 2,292 advisory officers and 45 supporting staff. UPASI 2000 1,13,199 204,522 1,807 has released 29 clones and 5 biclonal seed stocks. 2004 1,15,211 230,781 2003 The unique R&D contributions include pre-nursery Table 3: IMPACT OF UPASI ON TEA grafting for composite plants, rejuvenation of PRODUCTION IN SOUTH INDIA severely stem-canker damaged bushes, replanting without rehabilitation, ratio manuring, phytohormones for crop regulation, effective control of rampant shot hole borer / devastating blister blight, and rational introduction of plucking shears during peak cropping periods: several innovative processing techniques have also been developed. The success of UPASI Research and Advisory Services is reflected in the crop increases in South India (table 3) CSIR Institute of Himalayan Bioresource Technology: IHBT was established in 1984 in 18 100 N.W. India as a multidisciplinary 16 Production 90 regional resource development ~14 80 institute. For resuscitation of 2000 ~ 12 \ 1\ 70 hectares of dilapidated micro tea 8 IV Price 60 plantations in , 8'10 50 r'f . . f c 8 " commumty participatIOn 0 1600 ~ 6 V t'- / 40 smallholder growers was modeled on ~ v 30 ~ 4 demonstration of known technologies ~ 20 2 10 on farmers' fields. IHBT developed o ..j-L.r-LtJI...t-A--rLt.Lt-l4.Lt-.l-t-J4R+.A.t.LtJ4Lt-4-L.tA-t-L1.LtJ4-'+ 0 techniques 0 f consolidation by 1985198719891991 1993199519971999200120032005 transplanting 130-year-old bushes and YEAR pruning at ground level to build up a Fig 2: Production and Price of Kangra Tea new productive bush in one season. The long-term impact of IHBT on productivity and valuation of Kangra tea is shown in fig.2. The Palampur group holds 5 patents of value added products and gene transfer. It is also leading the entire Indian biotechnology programmes in gene mapping and clonal finger printing at IHBT.

CHALLENGE FACING TEA INDUSTRY OF INDIA: THE ECONOMIC CRISIS:

The cost-price squeeze: During the last 1~ decade, the widening difference between the rising costs ofproduction and declining tea prices led to an unprecedented economic crisis due to the cost-price squeeze. The loss rice (Rs<1

Strategies of Crisis Management: A 5-pronged approach to scientific management of the economic crisis comprises of Cost reduction, Improving realization, Enforcing ISO standards Value addition and Information sharing. Several avenues are available for Cost reduction in field and factory. In field, plucking Jabor wages account for 50% ofthe Cost of Production, and can be reduced without affecting quality by implementing time and motion studies for deployment of pluckers and by rational introduction of mechanized plucking at peak crop periods. In factory, energy costs can be reduced by proper maintenance and integrated working of machines: fuel, accounting for 40% ofprocessing costs, can be economized 75% by gasification. Pesticide residues depress realization and can be minimized by rationalizing pesticides and substitution with bio-control agents, particularly by adopting organic tea growing. Ifelimination of substandard tea from global trade by enforcement of ISO standards or the industrial use of low quality tea for value added pharmaceuticals and industrial products, can reduce tea supplies by 1-3 %, the products will fetch higher income and the global tea prices will be stabilized. Japan and China are leading the world for research in value addition to low quality tea. Information sharing is sin qua non of progress in research. Methods must be devised to share information across the language barrier as 50% of tea research is published in Chinese and Japanese languages, which are not accessible to readers ofEnglish literature.

ACKNOWLEDGEMENT The author is obliged to the for most of the data, to Tocklai, UPASI and IHBT for details of the impact of their research and for photographs - some also came from Goomtee TE. The financial grant of the ICOS, Taiyakagku, & University of Shizuoka made it possible for me to attend the OCHA 2007. The help of Mahesh and my son Manu in making this presentation is acknowledged.