Why India Must Re-Centre Diet Diversity

Step into any Indian city and the paradox of plenty is hard to miss. From street stalls to fine dining, global fast-food chains to homegrown cafés, the options are limitless. Households can summon any cuisine to their doorsteps in minutes, and supermarket shelves are stacked high with choices for every budget and taste.

But beneath this abundance lies a sobering truth: the access and availability that should have translated into better nourishment and stronger health has instead fuelled a silent crisis. Rising obesity, diabetes, and hypertension now sit alongside widespread malnutrition and anaemia. The heart of the problem is this: we continue to equate more food, and more calories, with better nutrition, when what truly matters is the balance of what’s on our plates.

India today faces not just this double burden of malnutrition (undernutrition on one side and harmful excess on the other) but increasingly a triple burden that also includes hidden hunger from micronutrient deficiencies. The numbers are telling.

More than half of Indian women are anaemic, even as obesity among women has nearly doubled in the past 15 years. Rates among men have risen almost as sharply. Abdominal obesity, often overlooked by standard weight measures, is also spreading, particularly among women. These trends fuel a vicious cycle: poor diets weaken immunity and productivity, which in turn reduce incomes and reinforce poor food choices. Meanwhile, unhealthy diets and sedentary lifestyles are driving a surge in diabetes and cardiovascular disease, already responsible for most deaths in the country. Clearly, abundance has not translated into nourishment, and breaking this cycle means rethinking what we put on our plates.

Nutrition is not only about filling stomachs; it is about ensuring both variety and frequency of the right foods, including micronutrients, dietary fibre, and phytonutrients that protect against cardiovascular disease, diabetes, cancers, and even cognitive decline. Yet, fewer than one in ten children in India receive the Minimum Adequate Diet (MAD), which combines dietary diversity with meal frequency. Indian diets overall remain heavily cereal-based, with far too few fruits, vegetables, pulses, and nuts making it to our plates, even in wealthier households, while poorer families fare far worse. The consequences are visible.

The National Institute of Nutrition estimates that over half of India’s disease burden is linked to poor diets, with growing evidence that high consumption of foods high in fat, sugar, and salt (HFSS) is a major contributor to obesity, diabetes, and heart disease. Unless we move beyond calorie security to true nutrient adequacy, India will remain trapped in cycles of poor health and rising healthcare costs.

Yet making this shift from calorie security to nutrient adequacy is far from simple, because India’s food environment and systems are stacked against it. Foods high in fat, sugar, and salt (HFSS) are cheap, convenient, and aggressively marketed, while fresh fruits, vegetables, and pulses remain harder to access, and for many, simply unaffordable. In fact, more than 75% of Indians cannot afford a diet that meets recommended food group diversity and nutrient adequacy. Cultural preferences and taste habits also play a role, often reinforcing high-carbohydrate, low-diversity diets. Access to diverse and nutrient-rich foods remains uneven; urban areas benefit from supermarkets and modern retail, while rural households often depend on seasonal availability, limited market variety, and what they can grow themselves.

At a systemic level, policies and subsidies have long favoured cereals, leaving other nutrient-rich foods underproduced and underconsumed. Even where there is a policy push for healthier diets, implementation is uneven. Infrastructure gaps and affordability barriers make it hard to translate intent into impact. These challenges show that the problem is not awareness but access, affordability, and systemic support, making it clear that piecemeal fixes will not be enough.

If India is to escape this trap, the answer lies in reshaping our food systems so that diverse, nutritious diets become accessible, affordable, and desirable. Achieving this demands coordinated action across policy, markets, and communities. Three levers are particularly critical:

1. Policy and Production Realignment

India should shift incentives from cereals to diverse, climate-resilient crops like pulses, fruits, vegetables, and millets to enhance nutrition and food system resilience against climate challenges. The 2023 International Year of Millets sparked interest, but sustained efforts are needed. Strengthening Farmer Producer Organisations (FPOs) and local value chains can deliver diverse, nutrient-rich foods affordably while ensuring fair farmer returns. Projects like ‘RESILIENCE’ in Odisha and Assam and the Mission Organic Value Chain Development for the North-Eastern region show how crop diversification, climate-smart practices, and better market linkages can boost farmer incomes and local access to healthy foods.

2. Food-Environment Regulation

India’s food environment needs a reset so that healthier choices become the easier choices. This requires curbing aggressive marketing of unhealthy HFSS (high-fat, sugar, salt) foods, introducing clear front-of-pack labelling. Regulatory measures such as lowering salt and eliminating trans-fats in packaged foods, along with procurement rules that prioritise local crops, can further shift what the market supplies in favour of public health.

3. Community and Social-Protection Action

Lasting change depends on shaping behaviour and making diverse diets aspirational. The RajPusht model in Rajasthan, combining cash transfers to pregnant and lactating women with behaviour change communication, shows how social protection combined with targeted messaging can improve household food choices. Community platforms such as women’s collectives, village health committees, counselling by frontline workers, and engaging men in food-related decisions can encourage healthier diet practices, promote locally available foods, and shift social norms toward diet diversity.

Equally critical is embedding dietary diversity into public food programmes — the PM Poshan, Supplementary Nutrition at Anganwadis, and the Public Distribution System (PDS), for healthy eating for children and families, generate steady demand for farmer livelihood and strengthening local food systems.

Shweta Khandelwal serves as the Vice President IPE Global and is a public health nutrition expert working in the space of maternal and child health for more than 20 years. Shoba Suri is Senior Fellow, Health Initiative, Observer Research Foundation. Vinaina Suri leads Communications and Outreach at IPE Global’s Social and Economic Empowerment Practice. She has over 17 years of experience in health and impact-led initiatives. Views expressed in the above piece are personal and solely that of the authors. 

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Anandroop Bahadur

Group Head – Human Resources

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Human Resource Expertise, HR Strategy, Oragnisational Design, Talent & Leadership Development, Policy Governance

Anandroop Bahadur is a seasoned HR leader and strategic advisor with nearly two decades of experience across the development, consulting, and social impact ecosystem. She brings a strong blend of deep technical HR expertise, organizational design acumen, and a people-centric ethos to her work.

At IPE Global, Anandroop leads the Group Human Resources function across IPE Global and its associated entities, including Triple Line Consulting and IPE Africa. Her focus is on strengthening organizational foundations, enabling leadership effectiveness, and building scalable people systems aligned with the organisation’s global growth ambitions. Her remit spans HR strategy, organizational design, talent and leadership development, compensation and performance frameworks, policy governance, safeguarding, and culture integration across geographies.

Over the course of her career, Anandroop has held senior HR leadership and consulting roles with organisations such as Clinton Health Access Initiative (CHAI), Ford Foundation, NASSCOM Foundation, Central Square Foundation, Amity Education Group, and other international institutions. She has advised leadership teams and boards through periods of scale, transition, and transformation, and has led HR operations in high-growth, high-complexity environments.

She holds an Executive Degree in Human Resources from XLRI Jamshedpur and is a SHRM–SCP (Senior Certified Professional), reflecting her grounding in global HR standards and best practices. She has also completed advanced executive and leadership programmes, including training in coaching and organisational transformation, and is an ICF-trained executive coach, currently working towards her ACC credential.

 

Nikos Papachristodoulou

Nikos Papachristodoulou

Director

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Urban, Infrastructure, Disaster and Climate Resilience, Inclusive Growth

Nikos has expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. He oversees and manages projects for Triple Line’s cities and infrastructure portfolio.

Nikos is an urban specialist, with principal areas of expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. Over the past 12 years he has worked for a range of clients including the World Bank, FCDO, EU, USAID, Cities Alliance, Global Green Growth Institute (GGGI), Norwegian Refugee Council (NRC), and local authorities.

Nikos’s work has incorporated the full spectrum of the project cycle, from analytics and programme scoping and design, through implementation, and evaluation and learning.

He has a high level of familiarity with HMG business cases and ODA eligibility criteria having led and supported the development of FCDO’s urbanisation strategy and options for future investments in Somalia’s cities, Prosperity Fund Global Future Cities Programme (GFCP) scoping in Nigeria, and the development of the business case for an urban resilience programme in Tanzania.

Nikos also brings excellent understanding of World Bank latest trends and procedures as a result of his involvement in a number of analytics and technical assistance projects, including on informal settlements upgrading in Mogadishu, climate change adaptation planning in Latin American and Caribbean cities, assessment of the climate resilience of Dar es Salaam’s transport infrastructure, spatial development in Nigeria, and preparation of a handbook on integrated urban flood risk management.

Nikos holds a BSc in Economics from the University of Piraeus and an MSc in Social Development Practice from the Development Planning Unit at University College London (UCL).

 

Ricardo Pinto

Ricardo Pinto

Associate Director

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Private Sector Development, Regulatory Reform, Regional and Local Economy

Ricardo has 35 years´ experience in private sector development, regulatory reform, regional and local economic development in the European Union, Western Balkans, Easter Partnership Countries, Middle East, Africa, etc. He is tasked with developing our strategic operations in continental Europe and Ukraine.

Ricardo is a seasoned international development professional with over 30 years of experience designing and delivering Private Sector Development and economic growth initiatives across more than 50 countries spanning Central, Eastern and Southeast Europe, the CIS, Africa, MEDA, and Asia. He holds both a bachelor’s degree and PhD from the London School of Economics and Political Science (LSE) and is a Certified Management Consultant (CMC).

Ricardo brings a unique combination of strategic insight and practical implementation expertise. He has led high-impact assignments for key development institutions, including the European Commission, OECD, GIZ, FCDO/DFID, UNDP, UNCTAD, EBRD, ILO, ADB, World Bank, USAID, and Danida.

With a deep and practical understanding of institutional architecture, policy environment, and post-conflict recovery dynamics, and a career spanning over 30 years across transition economies, Ricardo brings not only technical depth but also a trusted reputation among donors, policymakers and peers.He is leading Triple Line’s strategic expansion into continental Europe, including Ukraine, while strengthening our credibility across the broader region and beyond. Proven Expertise Across Our Core Pillars. Ricardo’s work focuses on the areas central to Triple Line’s evolving service offering: Governance & Institutional Reform: advising public institutions on regulatory impact, policy reform, and donor coordination, Private Sector Development: strategy development for SME ecosystems, innovation, and competitiveness, Infrastructure Enabling Conditions: support for investment climate improvement and regional/local economic development and Cross-cutting themes, including green transition, women’s economic empowerment, and inclusive growth

 
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