harparkar has many natural resources. Salt is one of the major ones. Despite the availability of this highly-in-demand mineral, the current practice is selling raw, unprocessed salt at ridiculously low prices. This model has long failed to benefit the local economy or its labour force. The people of Thar remain deprived of the true economic value of their resources. The labourers receive only nominal daily wages (mazdoori) while middlemen and urban wholesalers reap the profits.

The Thari people get very little in return. At salt lakes like Saran Lake near Diplo, local communities collect sea salt by hand, just as they’ve done for countless generations. About 20 kilometres east, lies the Rann — a large salt marsh that shines white under the sun. Thar is also home to several other salt lakes including Mokhai, Dagu, Dagu Two, Hathani and Dabhru. These places hold much value, yet the local people still struggle to get the support and opportunities they deserve. Tharparkar gives a lot and receives little.

For long, Thar has faced this challenge. There is a need now for a strategic shift toward salt refining, processing and packaging under a Thar brand. Such an initiative will be sustainable and locally rooted, supporting income generation, employment and regional pride. There is a strong economic rationale for the change. First, we need to introduce branded products: Rann Salt, Thar Salt, Salt from Parkar etc.

Currently, raw salt is sold at a low price, losing its market potential. At every mine, raw salt is extracted in bulk — such as from the Saran Salt Mine — and sold by the tonne to wholesale traders, who transport it to urban centres. Local producers have little to no power to negotiate the price.

This is not rocket science. India purchases raw salt from us and sells it at a much higher price as iodised and packaged salt. In Thar, there is a lack of awareness around value addition. There is a need to develop a mindset and understanding that salt should not leave the region in its raw form. Currently, it is neither cleaned and processed nor packaged locally. In the absence of branding and refinement, its economic value is low.

Exploitation of labour is a major issue. Local labourers are engaged in the physically demanding work under harsh conditions. They are compensated with very low wages. They lack access to long-term employment, fringe benefits and opportunities for skill development. They handle tonnes of salt without being aware of its market value.

One of the major issues here is the ownership of the industry. There are no significant local investors or enterprises in the salt industry. The lack of capital and infrastructure has prevented the development of a formal supply chain for value-added salt products. Middlemen from other areas purchase the raw salt, refine it in Hyderabad and Karachi, and sell it to the end user. The region where the salt is produced continues to suffer neglect and underdevelopment. We need to innovate and argue for change — to refine and package salt locally.

If we succeed in establishing a local salt brand, it will create jobs and support skill development in the community. Focusing on refining and packaging salt within Thar will directly generate hundreds of jobs in mining, processing, quality control, logistics and marketing. Providing skills training in industrial operations, packaging design and quality assurance can open long-term employment pathways for Thari youth, empowering them with sustainable livelihoods.

The second issue to focus on is raising the incomes of local households. By acquiring more value in the supply chain — from mining to the finished, packaged product — local stakeholders, including labourers, small-scale producers and entrepreneurs, can benefit directly. Profits that currently go to middlemen can circulate within the community and strengthen the local economy.

Local entrepreneurs need to establish small-scale industries. They should submit proposals for regional branding and global market development. With proper branding under a name like Thar Salt, the product can be positioned as organic, mineral-rich and eco-friendly. It can then tap into the growing global demand for natural and artisanal food products. Thar’s story, culture and unique landscape can enhance the brand identity and create emotional appeal for conscious consumers around the world.

Now is the perfect time to start with local brands that support only Thar, its people and the district’s economy.

Keeping environmental sustainability in mind, there is a need to install solar-powered refining technologies that align with Thar’s natural conditions and the global push for sustainable production. This will also keep the operational costs down and the carbon footprint small. These facts can then be leveraged as marketing strengths in international markets.

While the potential is immense, there are some real-world challenges that need to be addressed. One of the main priorities should be focusing on capital investment. There are currently no major investors interested in salt refining in Thar. Financial constraints are preventing the development of industrial-grade infrastructure, which is crucial for the industry’s growth.

The first challenge is the lack of technical knowledge. The local workforce is not trained in refining and packaging processes. Capacity-building programmes are needed to equip them with the necessary skills.

For years, local models have not been prioritised. There has been little sense of ownership and no pilot projects. Rather than waiting for external investors, a few pilot-scale, community-led models can be developed with the support of local companies, government schemes and diaspora investments.

For example, a small, solar-powered salt refining and packaging unit can be set up in Diplo or near the Saran Salt Mine. Local community organisations can manage its operation, with technical support from academic or private sector partners. The packaged salt, branded as Thar Salt, can then be marketed both in Pakistan and internationally.

Next, we need to introduce women-led salt packaging cooperatives at the household level to spur economic growth. Women’s cooperatives can be trained in hygienic packaging, label design and inventory management. Empowering women as part of the supply chain not only boosts the local economy but also adds a social impact component that international buyers highly value.

With right support, Thar Salt has the potential to become a globally recognised product. To achieve this, we need to follow a clear, step-by-step roadmap. First, we need to establish a small-scale salt refining and packaging factory in Diplo.

For sustainability, there is a need to utilise solar energy for operations to keep the cost low and align with sustainability goals.

Key components of a salt factory will include crushers and washers, drying and grading machines, a packaging line and a quality control laboratory.

There is a need to create a strong brand narrative rooted in Thar’s heritage, purity and eco-consciousness. The packaging should reflect the local culture, perhaps incorporating traditional motifs and colours.

Next, we need to collaborate with marketing experts to ensure food safety certification, ISO standards, and Halal certification for international export. The target markets will include organic and gourmet food stores in Europe, the Middle East and North America.

There is a need for strategic thinking to create a successful model for salt refining in Tharparkar. This can be achieved by partnering with local universities for research and innovation; collaborating with development agencies for funding and training; engaging with diplomatic missions for export facilitation; and leveraging e-commerce platforms for global reach. Through these partnerships and mutual coordination, we can drive economic development in Thar. Profits should be reinvested into education, health and infrastructure in salt-producing villages. A shareholding model can ensure that labourers and local communities directly benefit from the success of the salt industry.

There is a need to develop a salt strategy for sustainable Thar. These mines have been exploited for years but they have only benefited middlemen. It’s time now to focus on the local population. The goal should be attainment of dignity, empowerment and a sustainable local industry.

The proposed strategy demands vision, investment and collaboration — but the rewards can be transformative. It promises jobs, incomes and hope for a region that has long been marginalised despite its abundant natural wealth. It is time to shift the narrative from “exploitation” to “refinement, ownership, and prosperity” for Thar.

The writer, based in Umerkot, has more than 13 years of experience in the development sector. He can be reached at shewaram@live.com.