McCain Foods India, a leading name in the frozen food industry, has been steadily redefining corporate social responsibility through its deep-rooted commitment to sustainability and inclusive growth. With a strong emphasis on empowering communities, McCain has undertaken impactful initiatives that support smallholder farmers, promote women’s entrepreneurship, and address food insecurity at scale.
Its flagship programs stand as a testament to this vision. Project Utthan, an award-winning initiative, has significantly improved the livelihoods of small-scale farmers by promoting sustainable agricultural practices — resulting in income increases of over 25%. Project Shakti empowers rural women through entrepreneurship, vocational training, and access to microloans, enabling over 500 women annually to build independent sources of income. The company has also contributed over 18 million meals to fight hunger and malnutrition, alongside more than 24,000 hours of employee volunteering. These initiatives are further reinforced by McCain’s unwavering pursuit of environmental sustainability, having achieved zero waste to landfill at its Mehsana plant and sourcing 28% of its electricity from renewables, among other milestones.
To understand the vision and impact behind these initiatives, we spoke with Ms. Saranya Pradhan, Head of Sustainability & Corporate Communications at McCain Foods India, who shared deeper insights into the company's approach to social responsibility, sustainable agriculture, and building resilient communities.
Read the excerpts below.
Q&A
Q. Congratulations on the recent recognition received for Project Utthan. To begin with, could you share the overarching vision that drives McCain’s social responsibility efforts in India and how initiatives like Project Utthan and Project Shakti reflect the company’s purpose beyond business?
A. At McCain India, our social responsibility is rooted in the belief that good business is also good citizenship. Initiatives like Project Utthan and Project Shakti reflect our commitment to building inclusive, resilient rural communities—uplifting livelihoods while fostering sustainable growth across the agri-value chain.
Q. In a country where smallholder farmers face multiple challenges, from climate stress to market volatility; how has Project Utthan managed to not only boost incomes by over 25% but also build long-term resilience? What lessons can other agri-CSR models learn from it?
A. Project Utthan takes a holistic approach—combining agronomy support, access to inputs, water stewardship, and market linkages. This ecosystem approach has led to an income boost and long-term resilience. Key lessons include the power of consistent engagement, data-driven farming, and co-creating solutions with farmers.
A compelling example is Ninama Maheshbhai Manjibhai, a progressive farmer from Modhari in Gujarat’s Sabarkantha district. Through Project Utthan, he adopted sustainable agriculture and livestock practices, including improved fodder grass and mineral mixtures. As a result, he saved ₹10,000 annually, earned ₹18,000 from selling 18,000 BNH-10 stems, and added another ₹25,000 per year by reinvesting in okra farming. These interventions have enabled him to fund his son’s education and build a more secure future—demonstrating how smart, sustainable practices can uplift entire rural families.
In 2024 alone, over 5,000 individuals directly benefited from McCain’s community development programs, with a cumulative outreach of 18,000+ lives touched across rural and semi-urban areas. Under Project Utthan and other initiatives, 228 acres of land were rejuvenated through soil and water conservation, and over 88,000 cubic meters of water saved, improving agricultural efficiency and resilience for the long term.
Q. Women’s economic participation in rural India remains low despite government schemes and NGO efforts. How does Project Shakti break cultural and systemic barriers to foster true entrepreneurship among rural women, and what support structures make this transformation possible?
A. Project Shakti works by identifying local women leaders, training women in entrepreneurial skills, and building community acceptance through peer role models and sustained mentoring. Access to micro-finance and market channels ensures that these women can scale their enterprises and inspire systemic change.
A powerful example is from the scenic Polo Forest in Sabarkantha, Gujarat, where six enterprising women turned a small shop-cum-food outlet into a thriving business, thanks to support from McCain’s community development initiatives. Specializing in local cuisine and regional produce, they offer tourists traditional snacks, homemade pickles, and farm-fresh items—showcasing the culinary heritage of the region while promoting sustainable local livelihoods.
With growing footfall and word-of-mouth popularity, their outlet has become a must-visit stop for forest visitors. For these women, the success goes beyond business—it’s about financial independence and a renewed sense of purpose. Each now contributes meaningfully to her household income, marking a powerful shift in both economic and social dynamics. This initiative is a testament to how grassroots entrepreneurship, when nurtured with the right support, can unlock sustainable impact and community empowerment.
Q. With McCain’s food security efforts contributing 18 million meals and over 24,000 hours of employee volunteering, how do you view the evolving role of corporations in tackling hunger, not just through donations, but by addressing the root causes of food insecurity?
A. Corporates today must go beyond charity to address root causes—like nutrition, livelihoods, and climate resilience. Our contribution of meals is part of a broader food systems approach, where we leverage our supply chain, employee time, and partnerships to build long-term food security.
We’ve also donated 65,000 kg of food, directly supporting food security for vulnerable populations, while our 1,100+ hours of employee volunteering this year reflect the deep organizational commitment to giving back.
Q. Sustainability is often seen as a trade-off with profitability. How has McCain managed to integrate regenerative agriculture, reduce pesticide use, and cut GHG emissions by 30%, while still enhancing productivity and community engagement?
A. Sustainability and profitability are not mutually exclusive. By adopting regenerative agriculture, precision farming, and efficient resource use, we’ve cut GHG emissions and reduced chemical usage, while maintaining strong yields and farmer trust. The key is aligning business value with environmental stewardship.
Q. Could you walk us through the process of embedding sustainability into the operations of the Mehsana plant; achieving zero waste to landfill and increasing renewable energy use? What were some of the key enablers and challenges in this transition?
A. At the Mehsana plant, zero waste to landfill and increased renewable energy are outcomes of process innovation, leadership buy-in, and robust partnerships. Transition challenges included behavior change and infrastructure investments, but a phased roadmap and clear KPIs helped us stay the course.
Q. Employee engagement is often cited but rarely impactful. What does meaningful employee volunteering look like at McCain, and how do you ensure that such engagement goes beyond checklists and creates mutual value for both community and company?
A. At McCain, employee volunteering means skill-based, community-centric projects—from agri-training to youth mentoring. We track outcomes and match employees’ interests with community needs, ensuring volunteering is purposeful and measurable for both sides.
We’ve clocked 1,100+ hours of employee volunteering this year, contributing to real-world, high-impact projects that reflect shared value for both McCain and the communities we serve.
Q. Collaboration is key to scale. Could you share how partnerships—with NGOs, government departments, or local panchayats—have shaped the design or delivery of McCain’s CSR programs? Are there any standout collaborations that made a strategic difference?
A. Collaborations have been central to scale and success. Our partnerships with NGOs like BAIF and PRADAN and local panchayats have enabled hyper-local solutions. A standout example is the public-private initiative under Project Utthan and Project Saksham that brought water-saving irrigation to hundreds of farmers in Gujarat and Madhya Pradesh.
Q. As sustainability targets evolve globally, how is McCain India adapting its ESG metrics and reporting frameworks to maintain transparency and accountability in its operations?
A. McCain India is following global ESG standards while also tailoring our goals and measurements to fit the needs and realities of local communities. Our reporting includes third-party audits, community impact assessments, and digital dashboards that ensure we remain transparent, accountable, and adaptive to evolving standards.
Q. What are McCain India’s top CSR and sustainability priorities for the next five years? Do you foresee leveraging innovations like digital tools, climate-smart farming, or new public-private models to drive deeper impact?
A. Over the next five years, our priorities include scaling climate-smart farming, advancing women’s entrepreneurship, and deepening community nutrition efforts. Digital tools, real-time agronomy, and blended finance models will be central to expanding reach and driving deeper, measurable impact.
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