Uttarakhand CMO: Champawat Women Run Footwear Unit
Synopsis
Key Takeaways
In a remote gram panchayat tucked into the hills of Champawat district, a group of rural women has turned a simple manufacturing idea into a steady income stream. The Chief Minister's Office of Uttarakhand highlighted on Saturday, October 17, 2026, how members of the Saraswati Self Help Group in Jaul Gram Panchayat are independently operating a unit that produces chappals and crocs-style footwear — and earning from it.
Posting in Hindi, the CMO noted: 'चम्पावत के ग्राम पंचायत जौल में सरस्वती स्वयं सहायता समूह की महिलाएं चप्पल और क्रॉक्स निर्माण यूनिट का संचालन कर आय अर्जित कर रही है।' — 'Women of the Saraswati Self Help Group in Jaul Gram Panchayat, Champawat, are earning income by running a chappal and crocs manufacturing unit.'From SHG to shop floor: what Jaul's women built
Self-help groups of this kind are the backbone of rural women's economic empowerment across India's hill states. The National Rural Livelihoods Mission (NRLM), launched by the central government in 2011, laid the framework — federating women into groups, linking them to credit, and seeding micro-enterprise activity in villages that formal industry rarely reaches. Uttarakhand, with its dispersed hilly terrain and limited factory employment, has leaned especially hard on this model.
The Saraswati SHG's footwear unit is a concrete expression of that framework in action. Rather than agricultural labour alone, the women are engaged in manufacturing — cutting, assembling, and finishing footwear for local markets. It is a modest enterprise by industrial standards. It is not modest at all by the standards of Jaul.
Champawat's quiet economic shift
Champawat district has seen growing state attention to community-led livelihood programmes in recent years. Small manufacturing units run by SHGs — whether producing agarbatti, handicrafts, or now footwear — represent a deliberate state strategy to anchor women's income inside their own villages, reducing dependence on seasonal migration that pulls family members out of Uttarakhand's hill districts every year.
Footwear is an interesting product choice: it addresses a daily-use need, has predictable local demand, requires relatively low capital investment, and scales with group capacity. The choice of crocs-style foam footwear — lightweight, cheap to produce, popular in rural markets — signals that the group is targeting accessible price points, not niche crafts markets.
If the Saraswati model proves replicable, it offers Uttarakhand's planners a template: find the product-market fit, anchor the unit at panchayat level, and let the group run it. The hill state has the SHG network. It now has at least one more proof of concept.