For sustainable social impact at
Mangalajodi: change processes
enabled by NatWest Bank India
Vineeta Dutta Roy
s part of its broader commitment to sustainable development and climate change
action, the Nat West Group (formerly Royal Bank of Scotland Group) launched its
Supporting Enterprise Programme (SEP) in India in the year 2007. It aimed at
creating income-generating opportunities for indigenous and economically vulnerable
sections of society living in critical natural ecosystems [1].
A
The project was under the leadership of N. Sunil Kumar, a zealous nature lover, with over
two decades of experience in business strategy and public affairs and a specialty in
environmental sustainability. He headed Sustainable Banking at NatWest and was the Head
of NatWest Foundation-India.
Vineeta Dutta Roy is based
at the Department of
Strategy, Innovation and
Entrepreneurship and
Sustainability, Birla Institute
of Management
Technology, Greater Noida,
India.
The Mangalajodi project shared the problems many of NatWest’s other projects in India
presented. Poor communities that relied solely on natural resources for their sustenance slid
deeper into poverty as ecosystems degraded. Lacking alternative sources of livelihood and
facing scantier resources, the communities helplessly caused additional damage to
vulnerable ecosystems when they drew on the resources even more vigorously [2].
Poaching of migratory birds for supplemental income was a massive problem at
Mangalajodi. It was not only rapidly altering the ecosystem suited for the birds for the worse
but also deteriorating the ecology of the landscape as a whole. But unfortunately, measures
to eliminate poaching were only partially successful.
Spearheaded by Sunil, NatWest sowed the seeds of transformational change at Mangalajodi
when it established Mangalajodi Ecotourism Trust (MET) under the project in 2009. A decade
later, the community-owned and run enterprise supported over 500 poorest families and had
created income-generating opportunities and entrepreneurial ventures for many others.
Moreover, poaching became practically negligible, made possible by changed attitudes and
behaviour of the community, who now viewed its environment and biodiversity differently.
However, despite the success, Sunil was uneasy. Mangalajodi today was at crossroads –
on the one hand, its popularity was rising, but, on the other hand, it was becoming
overcrowded and looked ill-managed. Its commercial value had increased and brought in
more land developers, builders and investors. Still, permanent concrete structures were
also coming up unscrupulously. Mangalajodi needed to balance business and
developmental growth and the sustainability of its environment. Additionally, with the rapidly
evolving business environment, MET had to increase its competitiveness.
In preparing his strategic plan, Sunil saw that the community lay at its centre. As custodians
of their environment, it had to rise to its responsibility to voice its views with the local
DOI 10.1108/EEMCS-04-2021-0109
VOL. 12 NO. 2 2022, pp. 1-19, © Emerald Publishing Limited, ISSN 2045-0621
Disclaimer: This case is written
solely for educational purposes
and is not intended to represent
successful or unsuccessful
managerial decision making.
The author/s may have
disguised names; financial and
other recognizable information
to protect confidentiality.
j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 1
government and influence land use, infrastructure, energy and waste management policies.
In addition, as owners of MET, it had to monitor MET’s growth and strategise as competition
grew. In accomplishing these tasks, they needed strong cohesion among themselves and
the collaboration and support of other stakeholders.
For him and his project team, it meant starting the process of instigating change in the
community to enable them to take on these desired roles and responsibilities [3].
Mangalajodi: The Landscape and its Significance
Mangalajodi was a village situated on the North-West corner of the Chilika Lake in the
Khordha district of the eastern Indian state of Odisha. The geography of this remote,
otherwise inconspicuous village was rendered special by the Chilika Lake. Chilika was a
brackish water lagoon and one of the world’s largest wetland ecosystems. It had a mix of
fresh, brackish and marine water ecosystems, which supported rich biodiversity and
provided livelihood to millions of fishers and farmers. It was also the largest wintering
ground for migratory birds on the Indian sub-continent (UNESCO, 2014).
At Mangalajodi, the migratory birds flew in from several parts of Asia, including the Caspian
Sea, Lake Baikal, Aral Sea, Russia, Mongolia, Central and South-East Asia, Ladakh and the
Himalayas. They came in large numbers here, fed and bred in the nutrient-rich waters at
Mangalajodi for almost six months before flying away home (Mishra et al., 2017).
The birds had always been the highlight of Mangalajodi for researchers and wildlife
photographers visiting Mangalajodi when it was practically unknown to the regular tourist.
There were more than 200 species of birds, including some exceedingly rare and even
threatened species. (Ganguly, 2018)
In context: the chequered history of Mangalajodi
Up until the 1990s, the primary occupation of the communities at Mangalajodi was
agriculture and fishing. However, when the Chilika Development Authority (CDA) undertook
the project of restoring the Chilika Lake in 1992, it reported significant degradation of the
Chilika Lake ecology. River basin siltation and falling salinity deteriorated the lagoon’s
health and affected its productivity. It adversely impacted the livelihoods of both the fishers
and the non-fishers who depended on it. Fish landings were dwindling, and waterlogging of
the croplands due to excessive growth of freshwater weeds was making agriculture near
impossible in certain parts of the Chilika land. The poorer communities with scantier
resources found themselves hit harder in such circumstances. Repeated crop failures and
receding fish catches had increased their vulnerability. They found themselves laden with
debt and marginalised as competition for resources in agriculture and fishing intensified
(Sarangi, 2021)
During the same time, the poaching of birds as an alternative source of income started
becoming more visible at Mangalajodi. By 1995, it had become a menace so big that
Mangalajodi was now infamously called the “poacher’s village.”(Shiva Kumar, 2018)
Therefore, it was alarming when the bird numbers were a meagre 6,000 in 1998–1999,
down from earlier comparable estimates of about 300,000 birds during the migratory
seasons (Ganguly, 2018).
On the heels of the crisis, Nanda Kishore Bhujabal, a member of the community and a
poacher himself, somehow realised that the ongoing poaching of birds was not correct. So he
instituted Wild Orissa (an NGO) and started preaching and reforming the poachers with the
help of community volunteers, mostly village elders, opinion leaders, and the youth at
Mangalajodi. He regularly used religious beliefs and pledging in the name of the local deity to
alter behaviour and help the community desist from poaching (Sarangi and Acharya, 2018).
Some efforts of the community members received support from the government and local
administration as well. For instance, when the campaign formed a bird protection and
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j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 12 NO. 2 2022
conservation committee called the “Sree-Sree Mahavir Suraksha Samiti”, the government
offered a stipend to encourage the community to take up guiding as a vocation (Sarangi
and Acharya, 2018).
By October 2002, the Samiti had started imparting a guide training programme. It trained
roughly 30–35 people who got employment accompanying campers and birders visiting
Mangalajodi (Sarangi and Acharya, 2018).
The initiative remained afloat for a few years; however, it could not become a profitable
business opportunity or a sustainable means of alternative livelihood for the community
(Sarangi and Acharya, 2018).
Positive social change by market-based organisations: an integrative framework of change
processes – Stephan et al. (2016)
Market-based organisations play an essential role in addressing growing challenges in
society in areas like public health, education, social inequality and environmental pollution.
Organisations can address these challenges by stimulating change processes that drive
positive social change (PSC) and create lasting social impact.
Positive social change broadly reflects organisations’ activities categorised under largely
separate management research streams. For example, corporate social responsibility (CSR),
social entrepreneurship and BoP have referred implicitly or explicitly to PSC. However, while
research in these three streams has enhanced our understanding of how organisations pursue
social objectives for organisational performance, it has not adequately explained, if at all, the
mechanisms underpinning the change processes outside the organisation’s boundaries.
The integrative framework for change processes unpacks surface- and deep-level PSC
strategies as distinct combinations of change mechanisms enabled and supported by
organisational practices, generating greater conceptual clarity on what “mechanisms” for
PSC might be. The framework uses three change levers, namely, motivation, capability and
opportunity structures (MCO), to highlight important synergies and contingencies between
different change mechanisms and organisational practices, enabling theoretical and
empirical analyses of the effectiveness of PSC projects.
The change processes include:
䊏
Change mechanisms that stimulate behaviour change towards positive social change
in targets external to the organisation – triggered by specific project actions;
䊏
Organisational practices are internal tools and procedures that organisations deploy to
execute PSC projects and which may enable mechanisms;
䊏
PSC strategies are combinations of change mechanisms and enabling organisational
practices that affect PSC targets and trigger transformation outcomes; and
䊏
The change mechanisms and organisational practices have three levers, namely,
motivation, capabilities and opportunity structures.
The PSC strategies are:
䊏
Deep-level positive social change strategies affected through deep-level route change
mechanisms and supported by enabling organisation practices.
Deep-level PSC involves close engagement with targets, and change in targets’ behaviour
is based on altered beliefs, attitudes and meanings. Deep-level strategies rely on
mechanisms that stimulate targets to change their behaviour, motivated by their own volition
and based on deliberation (i.e. intrinsic motivation):
䊏
Surface-level strategies affected through surface-level route change mechanisms
loosely coupled with organisation practices.
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j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 3
Surface-Level PSC engages with targets by giving incentives and pressures (extrinsic
motivators). However, these surface-level mechanisms are not found to be linked to
organisational strategies.
Social impact enabled by NatWest at Mangalajodi: viewed through the lens of the
integrative framework of change processes
With Sunil at the helm of affairs at NatWest Foundation India, NatWest launched its
Supporting Enterprises Programme (SEP) in India in 2007. Its purpose was to support
indigenous, economically vulnerable and excluded communities living in fragile natural
ecosystems by creating livelihood opportunities for them while strengthening conservation
efforts in these ecosystems through community support.
The migratory bird population decline in Odisha in the backdrop of a weakening ecosystem,
the issue of persisting rampant poaching in the Mangalajodi village and the dire need to
establish livelihood options that weaned the village away from poaching, for Sunil, mirrored
the objectives of SEP.
NatWest Foundation began its work in Mangalajodi in early 2008, with preliminary
knowledge-building activities including gathering baseline information and data on the
situation, conducting need analyses through Participatory Rural Appraisal exercises (PRA),
Focused Group Discussions (FGDs) and dialogues with Gram Sabha [4] members and the
local community [5].
A project, Sunil believed, had to be co-owned by significant stakeholders in the region and
had to be designed co-creatively. On his part, he networked with important actors at
Mangalajodi to understand local realities and gather perspectives. Simultaneously, he brought
in Indian Grameen Services, an NGO with expertise in generating innovative solutions for
livelihood for the rural poor. Sanjib Sarangi headed the NGO. He was a prolific engineer and
strategist who specialised in executing natural resources-based livelihood projects [6].
While NatWest Bank India would provide the overall strategic direction and funding for the
Ecotourism Project, including the CSR funds of NatWest Foundation, the Indian Grameen
Services would execute the project on the ground [7]:
1.
Mechanisms and supporting organisational strategies for motivating the community
to change.
Motivation mechanisms – project actions:
䊏
Communicating and educating targets so that targets experience them as meaningful
(personally relevant and essential).
䊏
Incentivising through financial rewards or coercive pressure to conform to the
behaviour of others who are seen as representing the norm.
Motivation practices – enabling NatWest practices:
䊏
by building inspiring shared visions to instil a sense of positive collective identity and purpose;
䊏
motivating feedback by generating quick wins (small demonstrable achievements),
allowing members to celebrate successes and creating momentum; and
䊏
providing evaluation to motivate information sharing about progress towards project
goals.
The Mangalajodi Ecotourism Trust was established in 2009 with a governance and
management structure that promptly translated into a collective identity for the community.
It comprised an eight-member Board of Trustees and a general body of 51 individual
members – all of them were Mangalajodi residents belonging to roughly 100 families who
had been persevering in the bird protection and conservation mission in the late 1990s [8].
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j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 12 NO. 2 2022
MET involved and consulted various institutional stakeholders for activities relating to village
developmental plans, suggestions for project area development, destination improvement
and administrative support. At the state level, these included Forest and Environment and
Tourism departments and at the district level – the departments of Revenue, Panchayati
Raj, Water Resources and Fisheries. The NatWest Foundation was its private sector partner
helping with policy formulation and providing financial support, while the Indian Grameen
Services was its NGO partner. In addition, it regularly engaged with the Chilika
Development Authority, the village committees, Panchayati Raj representatives and other
ecotourism institutions related to various project components [9].
The Board convened monthly meetings and took decisions unanimously, formally approved
by its President and the Chair. The Treasurer recorded all matters related to financial
planning, audit and presentation of accounts and shared them among all the members. The
Trust members convened an Annual General Meeting to elect new Trustees and general
members [10]:
2.
Mechanisms and supporting organisational strategies to build capability in
community for executing change.
Capability mechanisms:
䊏
Training and encouragement
Capability practices: building on local knowledge, harnessing local capacity and involving
relevant stakeholders:
䊏
Project’s effort to mobilising alliances and networks by connecting and coordinating
diverse stakeholders for a broader scale and reach.
䊏
Developing the project skill base by developing project members’ skills to engage with
new types of partners and stakeholders while also leveraging existing skills and
competencies within an organisation.
The MET rented land belonging to a village member to establish its lodging facilities and
recruited boatmen, guides and auto drivers from amongst the community. Additionally,
NatWest supported MET to build infrastructures like cottages, dormitories, tents and
amenities like boats, bird-watching equipment and watchtowers (Sarangi, 2021).
The Indian Grameen Services (IGS) built and enhanced the skills set of newer community
members and existing members of MET by imparting regular training sessions in hospitality,
housekeeping, good hygiene and soft skills. It offered lessons in book-keeping and
marketing and refresher courses on Guiding. It reinforced the community’s pride in its birds
and educated them on how ecosystem sustainability related to a community’s health, wellbeing and prosperity. IGS also helped set up a conservation team comprising the Forest
Department, the Chilka Development Authority (CDA), members from MET and villagers,
who conducted patrolling of the wetlands using natural waterways and traditional boats.
Together, they gathered information about poachers’ sightings, traps, trapped birds and
fishing nets and coordinated with the forest department while taking tourists on birding
trips [11].
The efforts paid, Mangalajodi did well in achieving near-zero incidences of poaching, and
bird numbers hosted by the Lake improved dramatically (Table 1).
Source: Company documents used with permission
Lately observed by Sunil and Sanjib, “the commercial activities at Mangalajodi had
increased manifold following increased visitor traffic; additionally, the untapped potential of
tourism business at Mangalajodi had begun attracting new entrants. So while things could
look good from an economic standpoint for a while, they came at a cost the community
could ill afford in the long-term” [14].
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j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 5
Table 1 Poaching incidents at Mangalajodi as compared to those in the tangri range
Year
Incidences at Tangri Range
Incidences at
Mangalajodi section
Bird census
10
05
11
15
12
11
07
09
07
01
02
01
02
02
00
00
01
00
2,03,805
2,10,482
1,10,544
1,62,756
2,48,307
2,94,415
2,73,917
2,93,119
3,01,012
2011–2012
2012–2013
2013–2014
2014–2015
2015–2016
2016–2017
2017–2018
2018–2019
2019–2020
Source: Company documents used with permission
Given his apprehensions, Sunil commissioned a scientific study by the Wildlife Conservation
Society of India (WCSI). The study would assess the environmental health of Mangalajodi
and prescribe clear benchmarks for the ecological and social carrying capacity of
ecotourism at Mangalajodi. The report highlighted the following [15]:
䊏
Agricultural runoff, sewage from public sanitation facilities and households, grease,
detergent and untreated wastewater drained Chilika lake. The place lacked sewage
treatment and solid waste handling systems.
䊏
Uncontrolled Phragmites spread in the marshes forming thick matty coverage on the
Lake’s surface; they blocked sunlight, reduced the ducks’ swimming area and choked
channels in the lagoon.
䊏
Increased number of tourists at Mangalajodi overloaded available lodging, water, food,
sanitation and waste management facilities.
䊏
Several permanent built infrastructures fitted with air conditioning were contrary to the
established practice of making lodges with materials such as bamboo, mud, stone and
grass.
䊏
Heavy and indiscriminate use of packaged drinking water and Styrofoam cutlery led to
unsightly garbage dumps.
䊏
Local shopkeepers chose to burn or bury the accumulated waste.
䊏
Congestion in several water channels made managing boat rides quite chaotic.
䊏
The recent addition of a concrete jetty that provided boarding points for the boats and
parking spaces for tourist vehicles became a menace for the birds. As a result, all birds
withdrew from perch points along the jetty road.
䊏
Bird behaviour had altered due to disturbance from the approaching boats. Some
stopped feeding; others flapped their wings or walked away and flushed.
䊏
Tourists were littering, making noises, smoking, playing loud music, walking in the
wetlands, going too close to the birds, and feeding them, which was unhealthy for
birds. It could seriously impact their breeding and offspring’ survival.
The way forward
The biological and social carrying capacity report by WCS was the first step Sunil had taken
in the direction of sustaining the positive social change NatWest had succeeded in creating
at Mangalajodi. It gave Sunil a scientific basis to emphasise the need to have a wellthought-out plan of ecotourism with regulatory mechanisms to curtail its adverse impacts.
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j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 12 NO. 2 2022
However, the real challenge was to operationalise the sentiments through effective
leadership by the community. At the most fundamental level, it involved a mindset change
in the community. An aware, collective and unified front was how the community could
exercise its legally vested rights to shape decisions that affected them. It required
informing, educating, supporting and empowering the community to rise to these
expectations. Says Sunil, “We envisage having an intensive engagement with stakeholders
of MET and the community at large, including outreach to Wetland and Birdlife enthusiasts,
to elicit their comments. At the local self-government institution level, we plan stakeholder
consultations with the Grama Sabha where the community could voice its opinions. We want
the discussions to be in the presence of UNWTO, WCS, Department of Forests and Wildlife
Conservation, Chilika Development Authority and IGS and NatWest India Foundation
members. It would increase the chances of effective stakeholder advocacy and be an
excellent opportunity to have expert advice on Ecotourism guideline formulations.
Subsequently, we want to introduce discussions with the Gram Sabha to enforce a selfgoverning policy of ecotourism management at Mangalajodi” [16]. Among other action
points, Sunil asserted a special status for Mangalajodi, which ensured that the government
focused on sustainable water usage, low energy dependence and generating less waste in
development at Mangalajodi. Furthermore, formulating a Biodiversity Management
Committee was essential to oversee ecotourism activities offered by community enterprises
and act on the listing, conservation, management, and preservation of the village and
wetland. “Last but not least, we want to see MET become more competitive and innovative
as it grows.” (Kumar, 2020):
1. Mechanisms and supporting organisational strategies to build opportunity structures
for executing change.
Empowerment through opportunity mechanisms.
Allow targets to participate in and shape relevant strategic decisions affecting them:
䊏
The project shares information proactively and transparently and allows targets access
to relevant information.
䊏
The project makes resources available to targets to empower them to engage in more
positive behaviour.
䊏
The project facilitates collaboration among unconnected actors to build social capital,
enabling targets to access new resources and perspectives. In addition, the project
facilitates building on existing relationships and networks for cohesion and social
support, empowering targets.
Empowerment through opportunity practices:
䊏
creating inclusive project governance structures;
䊏
leveraging project relationships with multiple partners and connections to powerful
actors, including the government, for concerted efforts at PSC, even building advocacy
for the project to enable legislative changes;
䊏
build a sustainable project resource base and engage in innovation to do so; and
䊏
innovate to create new opportunities by developing new products and services for poor
communities.
MET collaborated with travel agencies and Odisha Tourism Development Corporation
(OTDC) for promotion and marketing. It became active on digital and print booking
platforms and was marketed directly through phone calls and emails. It explored travel
expositions in addition to setting up its website to address the specific needs of birders and
conservationists [12].
VOL. 12 NO. 2 2022
j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 7
Table 2 Revenue generated by MET since 2010
Year
Total revenue generated (INR million)
No. of tourists
70,019
4,60,590
7,97,511
9,58,449
13,47,469
12,75,072
16,23,213
17,64,360
22,33,898
350
815
1,062
1,126
1,466
1,305
1,535
1,815
2,000
2010–2011
2011–2012
2012–2013
2013–2014
2014–2015
2015–2016
2016–2017
2017–2018
2018–2019
Source: Company documents used with permission
Table 3
Period
Since the inception of the project
2009–2020
Company
contribution
Financial: 100% by the company
Non-financial: Employee time and skill through volunteering
INR 2,41,63,115/-
Source: Company documents used with permission
MET was now financially sustainable, having grown its revenues and increased its tourist
influx. As a result, it achieved operational profitability in 2017–2018 and successfully
generated a corpus of INR 1,250,000. In addition, it was supporting over 500 households
besides positively impacting the local economy [13].
Keywords:
Sustainability,
Entrepreneurship,
Corporate social
responsibility,
Business development
In January 2018, MET was conferred the responsible tourism award by the United Nations
World Tourism Organisation (UNWTO). It secured pride of place as a viable, communitybased ecotourism operator. In addition, the community received recognition as a custodian
of nature and was appreciated for its knowledge and resourcefulness (Patnaik, 2018)
(Table 2).
By 2020, NatWest had supported the enterprise with both financial and non-financial aid as
follows (Table 3):
Notes
1. RBS Foundation India (2018–2019). Annual Report. RBS Foundation India.
2. RBS Foundation India (2018–2019). Annual Report. RBS Foundation India.
3. Based on Personal telephonic and virtual Interviews conducted by the Author: Kumar (2020).
4. Available at: https://vikaspedia.in/social-welfare/community-power/role-of-gram-sabha/functionsand-responsibilities-of-gram-sabha
5. Based on Personal telephonic and virtual Interviews conducted by the Author: Kumar (2020) and
Sarangi (2021).
6. Based on Personal telephonic and virtual Interviews conducted by the Author: Kumar (2020) and
Sarangi (2021).
7. Based on Personal telephonic and virtual Interviews conducted by the Author: Kumar (2020)
Sarangi (2021).
8. Internal Company Document-Governance Assessment of Mangalajodi Ecotourism Trust (2020).
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j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 12 NO. 2 2022
9. Internal Company Document-Governance Assessment of Mangalajodi Ecotourism Trust (2020).
10. Internal Company Document-Governance Assessment of Mangalajodi Ecotourism Trust (2020).
11. Internal Company Document (2020).
12. As per information provided by Mr. Sanjib Sarangi in his interview, conducted by the Author.
13. As per information provided by Mr. Sanjib Sarangi in his interview, conducted by the Author.
14. Based on Personal telephonic and virtual Interviews conducted by the Author:
Kumar (2020)
Sarangi (2021)
Based on Personal telephonic and virtual Interviews conducted by the Author:
Kumar (2020)
Sarangi (2021)
15. Internal Company Document, used with permission – Ecotourism Carrying Capacity Assessment
Communication (2020).
16. Kumar (2020)
References
Ganguly, N. (2018). Lost in magical Mangalajodi. The Hindu, Retrieved from www.thehindu.com/life-andstyle/travel/road-less-travelled-lost-in-magical-mangalajodi/article22508283.ece Accessed 15 March
2020
Kumar, S. N. (2020). Head sustainable banking India, NatWest group and head NatWest India
foundation. Personal interview conducted by the Author on May 20, 2020.
Mishra, G. A., Senapati, J., & Sarangi, S. (2017). Poachers turned into protectors: A case study on
community based ecotourism at Mangalajodi, Odisha. International Journal of Economics and
Management Science, 3(1), 88–98.
Patnaik, S. (2018). In Odisha, poachers turn protectors – and UN takes note. The Indian Express,
Retrieved from https://indianexpress.com/article/india/in-odisha-poachers-turn-protectors-and-un-tak
es-note-5060197/ Accessed 2 May 2020
Sarangi, S. (2021). Associate vice president, Indian Grameen services. Personal interview conducted by
the Author on August 24, 2020.
Sarangi, S., & Acharya, S. (2018). Poacher’s village to birds’ paradise of Mangalajodi: Biodiversity
conservation by ecotourism initiatives at Odisha. Vista International Journal of Energy, Environment&
Engineering, 3(4), 69–77.
Shiva Kumar, N. (2018). Chilika lake-wings at work and villagers on vigil. Business Line, Chilika lake, once
a hunter’s paradise, is brimming with water birds again – The Hindu Accessed 24 April 2020
Stephan, U., Patterson, M., Kelly, C., & Mair, J. (2016). Organizations driving positive social change: A
review and an integrative framework of change processes. Journal of Management, 42(5), 1250–1281.
doi: 10.1177/0149206316633268.
UNESCO. (2014). Chilika lake. Retrieved from https://whc.unesco.org/en/tentativelists/5896/ Accessed
15 March 2020
Corresponding author
Vineeta Dutta Roy can be contacted at: vineeta.roy2015@gmail.com
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