AAPI

DELHI, April 2024

Index of this Newsletter

INDIA

INDIA & THE WORLD

21. Ganges, Brahmaputra among major South Asian river basins to feel impact of climate change: Report
22. Hard to be in India & Not be Excited
23. India's AI development crucial for global markets: Nvidia CEO Huang
24. Indian Aviation Can Support 3 Hubs And Become Largest Travel Market: Air India CEO
25. Finding MIMO: the adventures of Dr. Arogyaswami Paulraj — patriot, scientist, inventor, and visionary

* * *

DELHI, APRIL 2024

NEWSLETTER, APRIL 2024

INDIA

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

1. National Common Mobility Card to now expand as RBI allows issuance of ₹3000 value sans KYC
ET Gov. 19 Mar. 2024

Unlike the closed loop system, which allows the customer to use a card only in a particular metro service, commuters can use an NCMC card for payments at metros, buses, road toll plazas and fuel stations.

There are already around 200 million NCMC-enabled cards issued by 48 banks who are part of this system, but adoption has been limited.

The National Common Mobility Card (NCMC), offering seamless digital payments across multiple public transport systems in the country, has found limited adoption to date. But that may change now, thanks to regulatory latitude over use cases.

The Reserve Bank of India (RBI) has now allowed such cards to be issued with a limit of ₹3,000 without any KYC. This will likely allow more such cards to be issued - and used.

“The new regulatory order on prepaid cards with no KYC should open up the space for more players and make it attractive,” said Ravi Goyal, managing director, AGS Transact.

Mumbai-based AGS Transact offers NCMC services in Bengaluru with RBL Bank. It runs Ongo-branded prepaid cards for this service.

“There are already around 200 million NCMC-enabled cards issued by 48 banks who are part of this system, but adoption has been limited,” a senior banker in the know told ET. “Commuters use closed loop cards for each of the cities in metro stations; very few actually have started using NCMC cards here.”

Unlike the closed loop system, which allows the customer to use a card only in a particular metro service, commuters can use an NCMC card for payments at metros, buses, road toll plazas and fuel stations. Eventually, commuter trains linking suburbs to big cities are also expected to be brought into the fold.

The idea behind NCMC was to replicate the success of Oyster cards in London and Octopus cards in HongKong. But unlike many developed economies, India has a very fragmented public transport system run by each state government. While the idea was novel, the speed of adoption and deployment was hitherto slow, with mobility payments tied to specific platforms.

However, the mobility payments space received a major blow recently after one of the important players - Paytm Payments Bank (PPBL) – was directed to stop basic banking services from March 15. This means that multiple metro companies working with PPBL for payment services must move to other players.

PPBL was offering services for Delhi Metro, Gujarat Metro and Goa Transport Corp.

It was also running digital payments at parking outlets at major airports and other large shopping malls. PPBL was one of the large players in both Fastag and NCMC payments.

Delhi Metro Switch

Delhi Metro (DMRC), one of the largest metro operators in the country, moved to Airtel Payments Bank, two people in the know told ET. They are also looking to work on a multi-bank model in the future, they said. Responding to ET, a DMRC spokesperson said that they will continue to promote NCMC. "At the backend Airtel Bank has already replaced Paytm Payments Bank," the spokesperson said.

Emailed queries to PPBL went unanswered.

Chennai Metro, which was initially working with State Bank of India, issued a fresh tender on March 6 looking for a new financial institution which can offer acquiring and issuing services for NCMC cards.

On February 23, the central bank updated its rules for such cards and said that NCMC enabled cards can be issued by banks and prepaid companies with a limit of Rs 3,000 without any KYC. These cards can only be used for transit payments. Once customers complete the KYC, they can use these cards as normal payment instruments.

AGS Transact has already issued around 40,000 cards through Bengaluru Metro.

“We are targeting to issue 2.5 million such cards in the next two years. We will also start cobranding these cards with popular brands to help in disbursal,” ASG’s Goyal said.

The first cobranded prepaid card issued by AGS Transact is with consumer brand Patanjali.

2. Empowering women for economic growth, literacy, progress towards Sustainable Development Goal 5
ET Gov. 18 Mar. 2024

In addition to being morally responsible, empowering women is strategically important for the nation’s social progress and advancement of societies. Prime Minister Narendra Modi has rightly stated: “When women prosper, the world prospers”.

Finally, the sun is rising for the remaining 48.5% population in India.

In a land where women are called ‘Devi’ and are celebrated, unfortunately the same land also has a history of oppression and suppression of women. So while the hegemonic structures of patriarchy have long dominated the contours of domestic Indian boundaries, outside those, there have been a rising concern amongst the national policy makers over this other half if not better half of the population.

The Indian government has implemented a number of policy measures to guarantee women's social, educational, and economic empowerment through various structural reforms. The National Education Policy (NEP), 2020 places a strong emphasis on gender equality and empowerment (SDG5) and aims to provide all women access to high-quality education and fair equity, with a focus on socially and economically disadvantaged groups.

In addition to being morally responsible, empowering women is strategically important for the nation’s social progress and advancement of societies. Prime Minister Narendra Modi has rightly stated: “When women prosper, the world prospers”.

Keeping that as focus, the Indian government made it a priority to promote "Nari Shakti," albeit women's empowerment, throughout the country, including the urban as well as rural areas. Towards fulfilment of this objective, two such special schemes for the upliftment of Indian women were launched, the ‘Stree Shakti Package’ for rural Indian women and ‘The Women Entrepreneurship Platform’ for the urban Indian women. These schemes are aimed at giving women safe access to financial assistance with various banks and financial institutions.

With women being encouraged to become financially independent and economically resilient, the State Bank of India and the Central Government collaborated to develop the ‘SBI Stree Shakti Yojana’, a loan lending scheme designed to financially support female entrepreneurs. Under this scheme, women entrepreneurs will be able to apply for loans in order to start their own ventures.

Applying for this business loan are women who are either members of cooperative societies or entrepreneurs with a shared capital of at least 51% as directors, shareholders, or partners in a private limited company. Furthermore, women who borrow more than Rs. 2 lakhs, are eligible for a 0.5% interest rate reduction on the current rate, and no special security is needed for loans up to Rs. 5 lakhs for small sector units with an extra 5% concession in the margin. The main goal of the Stree Shakti Scheme is to support rural Indian women's economic development. This would foster a conducive environment to bring about social change leading to social transformation in India.

Another similar scheme being launched to bring gender parity in Indian society is the ‘Women Entrepreneurship Platform’ (WEP), a unique unified access portal that connects women across India to create a supportive ecosystem that helps them achieve their dreams of becoming entrepreneurs. WEP provides services and information that are pertinent to urban female entrepreneurs. Through important collaborations, WEP provides its users with access to workshops, campaigns, and other development opportunities from industry mentors.

Mainly designed for urban women, WEP provides services and information that are pertinent to female entrepreneurs. In order to foster peer learning, WEP also invites entrepreneurs to share their experiences, stories, and challenges of entrepreneurial journeys. The six key benefits accrued by availing the services include networking and community building, financial support, acceleration and incubation support, assistance with taxes and compliances and entrepreneurship training and guidance.

It is believed that such transformative initiatives launched by the Government of India will contribute to not only women's economic growth, agency and wellbeing, but also the overarching goal of achieving SDG5. Finally, the sun is rising for the remaining 48.5% population in India.

(The author is Assistant Professor at BIMTECH; Views are personal)

3. Indian patent office grants record 1 lakh patents in past year
ET Gov. 18 Mar. 2024

Alongside patent grants, there has been a notable surge in GI registrations, demonstrating a threefold increase compared to the previous year. Currently, India boasts 573 registered GIs, with 98 new registrations in the fiscal year 2023-24.

A four-member multi-institutional team of scientists, comprising a scientist from Dr YS Parmar University of Horticulture and Forestry in Himachal Pradesh’s Nauni, has been granted a patent on ‘antifungal properties of nanoparticles’.

The Ministry of Commerce and Industry said on Saturday that the Patent Office has granted an unprecedented one lakh patents within a single year.

As per an official release, in the fiscal year 2023-24 alone, the Patent Office received an all-time high of 90,300 patent applications.

The Patent Office granted over one lakh patents in the last 1 year (15-Mar-2023 to 14-Mar-2024). Every working day, 250 patents were granted, the ministry said.

Alongside patent grants, there has been a notable surge in GI registrations, demonstrating a threefold increase compared to the previous year. Currently, India boasts 573 registered GIs, with 98 new registrations in the fiscal year 2023-24, according to the release.

Additionally, copyright registrations have reached a record-breaking 36,378, underscoring the vast potential within the creative sector.

In the realm of design, the fiscal year 2023-24 witnessed the highest number of registrations to date, totalling 27,819, alongside the final disposal of 30,450 applications.

Noteworthy initiatives such as Toycathon, jointly organized by J&K SCERT and the Indian IP Office, have facilitated the registration of 115 novel designs by J&K school students, according to the release.

The Trade Marks Registry has also redoubled its efforts to expedite trademark protection, committing to issuing examination reports within 30 days of receiving trademark applications.

In parallel, the National Intellectual Property Academy (NIPAM) has played a pivotal role in raising IP awareness, offering training to 24 lakh youths, particularly students and teachers, across over 7,000 institutions in the last two years.

The announcement coincided with the official notification of the Patent Rules, 2024, which introduces several provisions aimed at simplifying the patent prosecution and maintenance processes.

These rules are poised to streamline the acquisition and management of patents, thereby nurturing an environment conducive to innovation and economic growth.

Notable features of the revamped rules include provisions for acknowledging inventors' contributions through a new 'Certificate of Inventorship' and reducing the time limit for filing examination requests to accommodate the fast pace of technological advancements, read the press release.

Highlighting the significance of these developments, government officials emphasized their commitment to enhancing the IP ecosystem and administration in the country.

The Ministry of Commerce and Industry is dedicated to creating an environment that fosters innovation and economic development through robust IP protection mechanisms.

The surge in patent grants reflects India's emergence as a hub for technological innovation, with one technology seeking IP protection every six minutes.
ANI

4. India’s hydropower capacity to increase from current 42GW to 67GW by 2031-32
ET Gov. 8 Apr. 2024

The Indian Meteorological Department (IMD) has predicted higher rainfall in the current financial year. Further, hydropower projects located in the Himalayan region get base flow from the melting snow and any rise in temperature will increase the flow from this source.

Hydroelectric power projects with an aggregate capacity of 15 GW are under construction in the country, which will increase the hydro capacity by more than 50 per cent from 42 GW to 67 GW by 2031-32, the Ministry of Power said on Friday.

The Indian Meteorological Department (IMD) has predicted higher rainfall in the current financial year. Further, hydropower projects located in the Himalayan region get base flow from the melting snow and any rise in temperature will increase the flow from this source, the Ministry said.

Moreover, given the ongoing energy transitions in the country, the development of Pumped Storage Projects (PSPs) assumes importance for providing greater inertia and balancing power to the grid.

PSPs are also known as ‘the Water Battery’, which is an ideal complement to modern clean energy systems.

Currently, PSPs with an aggregate capacity of 2.7 GW are under construction in the county and another 50 GW is under various stages of development. It is projected that PSP capacity shall increase from 4.7 GW to around 55 GW by 2031-32, the official statement said.

According to the ministry, the fall in hydropower generation in 2023-24 as compared to 2022-23 cannot be attributed solely to less rainfall. In the southern region, which contributes approximately 22% of the total hydro energy generated, low rainfall has indeed played a role.

However, the hydroelectric power projects in Northern and Eastern regions, comprising over 60% of total hydro energy generation, have been severely impacted by natural disasters in 2023-24. In July 2023, Himachal Pradesh experienced flash floods, disrupting the operation of many power stations in the area. Besides, flash floods in the Eastern region in October 2023 have further hindered the operation of several hydropower stations, thus affecting the generation severely.

While the lightest rainfall since 2018 resulted in reduced water levels in a few reservoirs, the government is reasonably optimistic about the future.

The IMD prediction of a good monsoon in FY 2024-25 suggests a potential reversal of the trend. This anticipated increase in rainfall could contribute to the replenishment of reservoir capacities that were lost during the scarce rainfall in the previous year.

India is in the midst of an energy transition, marked by significant additions of solar and wind power to the current energy mix. Further, power from solar energy is available during the time of the day that does not coincide with the peak power demand.

Hydroelectric power has always played a significant role in the energy landscape of the country, providing essential peaking support to the electricity grid, thus enhancing the reliability and resilience of the power system.

The development of hydropower projects has been marred by various issues such as natural calamities, geological surprises and contractual disputes, which have resulted in slower hydro capacity addition in recent years.

Nevertheless, aligning with the ambitious targets set forth by India in the Nationally Determined Contributions (NDC) under the COP Paris Agreement, which are aimed at reducing emissions intensity of GDP by 45% from 2005 levels by the year 2030 and achieving 50% of installed electric power capacity from non-fossil-fuel sources by the year 2030, the government has adopted a proactive stance towards hydropower development, striving for accelerated progress, the official statement added.

5. Minimum Wage to Living Wage: India Plans Shift
ET, 25 Mar. 2024

India is preparing to replace the minimum wage with living wage by 2025 and has sought technical assistance from the International Labour Organization (ILO) to create a framework for estimating and operationalising these, ET has learnt.

Living wages – a minimum income necessary for a worker to meet their basic needs, factoring in key social expenditure by an individual such as housing, food, healthcare, education and clothing – were endorsed by the ILO earlier this month. These would be higher than basic minimum wages.

“We could go beyond minimum wages in a year,” a senior government official told ET.

The ILO had agreed on the reform at its 350th governing body meeting in Geneva that concluded on March 14.

There are over 500 million workers in India and 90% of them are in the unorganised sector where many draw a daily minimum wage of ₹176 or more, depending on the state where they work. However, this national wage floor — not revised since 2017 — is not binding on states and hence it’s even less than ₹176 in a few states.

The Code on Wages, passed in 2019 but yet to be implemented, proposes a wage floor which will be binding on all states once the Code is implemented.

India is a founding member of ILO and a permanent member of its governing body since 1922.

New Delhi is striving towards achieving the sustainable development goals (SDGs) by 2030 and there is a view that replacing minimum wages with living wages could fast-track India’s efforts to pull millions of its people out of poverty while ensuring their wellbeing, officials said.

“We have sought help from ILO for capacity building, systemic collection of data and evidence of the positive economic outcomes resulting from the implementation of living wages,” the official quoted above said.

Labour secretary Sumita Dawra, in her intervention on the issue at the ILO, had proposed that the UN body must take into account health, education and standard of living as key indicators to arrive at a definition of living wages for developing countries as these measures are used to assess the national multidimensional poverty in India.

“National Multidimensional Poverty Index in India measures simultaneous deprivations across the three equally weighted dimensions of health, education and standard of living that are represented by 12 sustainable development goals-aligned indicators,” she said in her intervention.

“Living wage definition must incorporate these dimensions,” she said, pointing out that the standard of living component must include the components of economic, social and demographic factors.

- Agriculture, Fishing and Rural Development

6. Fashion, grocery to capture 2/3rd of e-commerce by 2027: Falguni Nayar
IBEF- March 19, 2024

According to Falguni Nayar, founder, executive chairperson, and chief executive officer of beauty and fashion brand Nykaa, it is projected that by 2030, fashion, grocery, and general merchandise will make up two-thirds of the overall e-commerce demand. Speaking at the Startup Mahakumbh in New Delhi on Monday, Nayar noted that India is currently at a stage akin to where China stood 15 years ago.

She emphasized that there is a noticeable shift in consumption behaviour at this critical juncture. Anticipating an S-curve trajectory in per capita income growth from US$ 2,500 today to US$ 5,500 by 2030, like China's historical trends, Nayar expects the beauty and personal care (BPC) per capita expenditure to increase from US$ 15 presently to US$ 50 by 2030.

The trend of consumer behaviour is gradually moving towards this projection, with fashion being the second largest category bought online after electronics. By 2027, it is foreseen that fashion, grocery, and general merchandise will collectively account for two-thirds of the e-commerce market, signalling significant potential and opportunities for expansion.

Disclaimer: This information has been collected through secondary research and IBEF is not responsible for any errors in the same.

7. Bloom Fresh holds first open day in India
Eurofruit, 20 Mar. 2024, Maura Maxwell

Hosted by Sahyadri Farms, the event was an opportunity to present its table grape varietals to Indian growers

Bloom Fresh International has held its first open day in India since its creation last year. The event drew nearly 50 licensed growers and nurseries as well as executives and commercial managers from the Bloom team.

It was hosted by Sahyadri Farms, India’s largest fruit and vegetable value chain, where Bloom has several commercial fields for five of its table grape varietals.

India is the world’s most populous country and a top producer and exporter of table grapes to markets like the Netherlands, UK, Germany, and the Middle East, among others. Bloom currently has 80ha of its grapes planted there and sees plenty of potential to supply both the domestic and international markets with its varietals.

Additionally, India has enabled Bloom to fulfil a crucial harvest window between April and June and supply table grape varieties during a period that has traditionally been a challenge in the past in Europe.

“We are very proud to work with Indian growers and introduce our innovative, healthy, and delicious table grape varietals to this market, to cover local production, and open an earlier commercial window in Europe and the UK,” said Karen Smit-Lotriet, commercial lead for Bloom in India.

“There is a big demand in the country to replace the older legacy varieties with new tasty and crunchy table grapes, which are in high demand from all the major global retailers. Approximately 90 per cent of plantings in India are white seedless varieties, which in turn enables Bloom to offer a myriad of flavours, colours, and tasting sensations to excite consumers throughout the country.”

The Open Day included a tasting of several of Bloom’s varieties including Ivory, Timpson, Allison, and Timco as well as tours of the Sahyadri vineyards. Afterward, attendees were treated to lectures focusing on innovations in table grape breeding, growing, and licensing techniques.

Paresh Bhayani, director of grape exporter Panacea Energizers, has started testing plantations of five new varieties from Bloom, including Allison and Timco. “What I have understood after 20 years [in the industry] is that market demand for new varieties is growing more and more. In India, awareness of this demand has increased, and more farmers are interested in them,” he said in a recent interview.

Bloom said a key aspect of its breeding programme is how grower-friendly the new varieties are as growers in India and around the world require highly productive and easy-to-grow cultivars to help them optimize costs and remain profitable.

“Bloom varieties have shown excellent potential in trial blocks in India. Our growers are very curious and attended the first Bloom Fresh India open day to learn more about how to grow these varieties in India’s subtropical conditions,” said Preetam Chandratreya, CEO of PC Foods, who attended the event.

“We have done our first commercial plantation, and we are waiting for the first crop. PC Foods along with our large group of experienced grape growers and agronomists are committed to making this a huge success.”

8. Transformative Policy Initiative
ET, 21 Mar. 2024

As a startup entrepreneur dedicated to revolutionizing the agricultural sector through the countrywide adoption of electric tractors, I believe that GoI’s new EV policy will herald a transformative era in this new-age industry.
The policy’s provisions, including duty concessions for companies investing a minimum of $500 mn in EV manufacturing units and mechanisms to reduce customs duties on limited imports of EV products, are poised to spur innovation in the EV sector.

At the core of our startup’s mission lies a commitment to sustainability, efficiency and empowerment. We envision a future where tractor owners across the country will have access to cutting-edge tech that boosts productivity while minimizing environmental impact. The introduction of new EV designs aligns perfectly with our vision, fostering an environment conducive to growth and development in the burgeoning EV market. The stipulated minimum investment requirement underscores GoI’s dedication to attracting capital into the EV sector.

This framework not only bolsters investor confidence but also charts a clear path for both new and established players. The surge in the number of EV manufacturers in India since 2021, which stood at 380, highlights the growing momentum in the sector. Moreover, the reduction in customs duties on limited imports of EV products signifies the industry’s overall quality. By curbing critical imports, the policy encourages collaboration and knowledge exchange with international partners, aligning with global efforts to combat climate change and reduce reliance on fossil fuels.

For startups like ours, spearheading indigenous EV solutions, this presents an invaluable opportunity to leverage global expertise and expedite technological advancements toward localised production under the Make in India initiative. Nevertheless, while the new EV policy marks a significant stride forward, challenges persist on the road ahead. u Holistic approach The success and scalability of Indian EV startups hinge on access to affordable financing, infrastructure development and skill-enhancement initiatives.

Thus, policymakers must adopt a holistic approach that addresses regulatory barriers and market dynamics comprehensively. u Cross-sector collaboration We recognize that as we progress to the production and commercialization stages, an enabling environment supportive of innovation and entrepreneurship is imperative. Government collaboration with industry stakeholders and academia can effectively address the challenges confronting the Indian EV sector, unlocking its full potential. For example, engineers who design and build EVs need to be competent in mechanical engineering, electrical and electronics engineering, and computer programming. Industry must collaborate with universities to build these skills in their faculty and students so that students are ready to enter the EV workforce.

There has been some movement on this front. For instance, IIT-Madras has collaborated with industry experts to launch a comprehensive course on electric mobility, and IIT-Hyderabad has worked with auto industry to launch a full-fledged online M.Tech (three years) on EV tech. But there is room to do much, much more. uEV infra keyInfrastructure development, coupled with regulatory support for EV adoption nationwide, is paramount. This entails the gov establishing charging stations, implementing smart grid networks and promoting RE sources.

A robust infrastructure ecosystem can facilitate India’s transition to a cleaner, more sustainable future, while fostering job creation and economic growth. u Green technicians Additionally, initiatives aimed at enhancing skills and building capacity are indispensable for the long-term sustainability of the EV ecosystem. Investing in education, training, and research and development is essential to cultivating a skilled workforce capable of driving innovation and global competitiveness. According to some experts, even if a modest 5% of this workforce is to be trained on EV technologies in the short term, that’s a need for over amillion trained personnel.

In 2022, GoI set ambitious targets for expanding the electric mobility sector in the country, aiming for 70% penetration in commercial cars, 30% in private cars, 40% in buses, and 80% in two- and three-wheelers by 2030. Achieving these targets could yield substantial energy savings and emissions reductions, further underscoring the significance of the new EV policy. The new EV policy in India signifies a paradigm shift for the country. With the right encouragement, partnerships and innovation, we can lead India’s transition to EV adoption, paving the way for a more environmentally friendly and prosperous future.

9. AI is Spying on Food We Throw Away
ET, 8 April, 2024

A hotel chain installs a camera in its trash bins to spy on what guests are tossing. Turns out its breakfast croissants are too big. Many are going to waste — along with profits.

A supermarket can suddenly see, hidden in its own sales data, that yellow onions aren’t selling as fast as red onions and are more likely to be trashed.

The brains behind both of these efforts: Artificial intelligence.

It’s part of an emerging industry that’s trying to cash in on a senseless human problem: The huge amount of uneaten food that goes from supermarkets and restaurants to the dumpster. Much of that, if it’s not composted, ends up in landfills where it decays, sending potent planet-warming greenhouse gases into the atmosphere.

Enter a new business opportunity. A company called Winnow has developed the AI tool that spies on restaurant garbage. Another, company, Afresh, digests supermarket data to look for wasteful mismatches between what a store is stocking, and what people are buying.

AI has a dirty environmental footprint of its own. Crunching huge amounts of data requires huge amounts of electricity. Nor can AI (yet) alter what the human brain has come to expect in modern, industrial societies: an abundance of fresh avocados at the supermarket all year, an ever-expanding variety of tiny plastic yogurt cups, heaving platters of nachos on happy hour menus.

The two companies are part of an emerging industry trying to address a problem created by the modern food industry. In the United States, a third of food that’s grown is never eaten.

Globally, 1 billion metric tons of food went to waste in 2022, according to the U.N. Environment Program. Food waste accounts for 8% to 10% of global greenhouse gas emissions, roughly equal to emissions from aviation and shipping combined.

“It’s a problem that literally gets swept away,” said Marc Zornes, the founder of Winnow, which works with restaurants, hotels and institutional caterers.

Adding to the problem: confusing “best by” and “sell by” labels on food products that result in perfectly edible foods going into the trash.

Signs of progress are emerging from a group of supermarket chains that voluntarily pledged to reduce food waste in their operations in the Western United States and Canada. Between 2019 and 2022, the eight chains that are a part of the Pacific Coast Food Waste Commitment project reported a 25% decline in their total volumes of unsold food.

They also reported donating more food to charities and sending more of their waste to compost facilities, which are scarce, instead of landfills.

“It demonstrates that the national goal to cut food waste in half by 2030 may, in fact, be possible, but we would need dramatically more action across all food-system sectors for that to happen.” said Dana Gunders, head of Refed, a research and advocacy group that tracks the voluntary project’s data.

There are many new tools now to help retailers cut waste. Some startups, like Apeel and Mori, offer coatings for fresh produce so they don’t spoil as fast. An app ca

lled Flashfood connects customers to discounted foods at grocery stores, similar to Too Good to Go, which connects customers to restaurants and grocers selling excess food at a discount.

How Many Eggs This Week?
Afresh’s technology grinds around six years of sales data on every product in the fresh foods section of a grocery store it works with. Its AI tool can divine when people buy avocados, and at what price. It can mash that up with data on how quickly avocados spoil and in turn advise how many avocados to stock.

If Easter egg painting season traditionally brings more egg sales, it can calculate how many more cases of eggs the store should order, and also, how many more bell peppers because shoppers usually make omelets with the extra eggs at home.

While an experienced store manager would likely know this, said Matt Schwartz, co-founder of Afresh, the AI would offer more precise information about many more products. It could recommend, for instance, that the store manager order 105 cases of eggs the week before Easter, rather than 110. “Every one case matters,” he said.

Also, said Suzanne Long, the sustainability chief for Albertson’s, which uses Afresh technology, experienced store managers are increasingly rare. “What the AI is doing is giving us the preciseness. Not just ‘I need to order onion’ but ‘this type of onion,’” she said.

Long said the chain has reduced food waste but declined to say by how much.

Winnow installs cameras above garbage bins in restaurant kitchens. The images are fed into an algorithm that can tell the difference between a half-pan of lasagna (valuable) and a banana peel (not so much). A group of Hilton Hotels that rolled out the tool recently learned many of its breakfast pastries were too big — and also that baked beans were commonly left unfinished.

Refed, the research group, found in its 2022 estimates that 70% of wasted food at restaurants is food that’s left on the plate, signaling a need to reconsider portion sizes.

Zornes works mainly with hotels and cafeterias. He estimates restaurants waste between 5% and 15% of the food they buy. “This is an obvious problem everyone knows about,” Zornes said. “It’s clearly a problem we’re not fixing.”

10. Syngenta inaugurates seed health lab in India
Asiafruit, 23 Mar. 2024,

Hyderabad facility supports the country’s ambition to become a key global seed exporter.
Syngenta Vegetable Seeds has inaugurated a new seed health laboratory in Hyderabad, India.

According to the group, the state-of-the-art lab is one of the most advanced seed testing facilities in the world and represents India’s first dedicated seed health lab.

The facility will serve growers in India, across the Asia Pacific region and beyond.

Located in Nuthankal village near Hyderabad, the lab becomes part of Syngenta’s global network of vegetable seed quality control labs.

This includes centres of excellence in the US and the Netherlands, which supports Syngenta’s mission to deliver the highest quality vegetable seed products to growers around the world.

“High-quality, healthy seed is the foundation of success in the field for our customers,” said Nishchint Bhatia, head of Asia Pacific for Syngenta Vegetable Seeds.

“This investment highlights our commitment to ensuring growers have a reliable supply of healthy, disease-free seed,” he noted. ”This world-class facility also supports ‘Make in India’ and India’s growing leadership role in agriculture and vision to become a key global seed exporter.”

Built for US$2.4m (INR 20 Cr), the 6,500ft2 facility is currently capable of processing 12,000 virus/bacterial tests per year with capacity to expand with future growth.

Syngenta said that the the facility is compliant with seed health test regulations in India and will be aligned with international accreditation programmes such as International Seed Health Initiative (ISHI) and Naktuinbouw Authorized Laboratories (NAL).

The lab is also seeking export certification and local accreditation with the National Accreditation Board for Testing and Calibration Laboratories (NABL).

“Global seed stewardship and promoting seed health in the global movement of seeds is critical to protecting the integrity of growers’ crops and safeguarding global supply chains and global food security,” said Erik Postma, global head of quality management for Syngenta Vegetable Seeds and Flowers.

“Detailed care must be taken with every seed that makes it to a grower,” he confirmed. ”This is a shared responsibility of the entire seed industry, which is why we’re proud to offer our seed testing services to other seed companies to support international phytosanitary standards.”

Syngenta’s Hyderabad site was first established in 2009 and is home to more than 250 full-time and seasonal employees and workers supporting seed processing, quality control and supply operations.

- Industry and Manufacture

11. Global toy majors shifting focus from China to India, exports jumped 239%
IBEF Mar. 18, 2024

The transformation of India's toy industry presents a significant opportunity amid China's declining dominance in manufacturing. From FY15 to FY23, India witnessed a remarkable surge in toy exports by 239% and a corresponding 52% decrease in imports, positioning the country as a net exporter.

This growth is attributed to mandatory compliance with Bureau of Indian Standards (BIS) specifications, protective measures, and a strategic shift in sourcing strategies towards a China-Plus-One approach. Major global brands like Hasbro and Mattel increasingly turn to India for their sourcing needs, while manufacturers like Dream Plast and Microplast redirect their focus from China to India.

Riding on supportive policies like BIS compliance and a substantial increase in basic customs duty to 70%, India's toy industry is experiencing rapid expansion.

Companies like Funskool have witnessed a surge in production, with approximately 60% of their output catering to export markets across 33 countries. Similarly, distributors and exporters like R P Associates note a significant influx of buyers transitioning from Chinese sourcing to explore India as an alternative market. With entities like Microplast and Incas also establishing operations in India, the country is solidifying its position as a preferred destination for toy manufacturing and sourcing, signalling promising growth prospects for the industry.

Disclaimer: This information has been collected through secondary research and IBEF is not responsible for any errors in the same.

12. Samsung Nears Another Milestone in Smartphone Biz
ET, 21, Mar. 2024

Samsung India is poised to surpass Rs80,000 crore in total smartphone revenue this financial year, propelled by about 12% sales volume growth widely outperforming a subdued domestic market, said two people aware of the matter.

The company accelerated sales spurred by premiumisation with average handset selling prices rising by 22%, higher than the industry average of 17%. The share of no-cost EMI purchases has also increased from 54% to 60% during the year, said Akshay Rao, mobile experience business general manager at Samsung India. Tenure for no-cost EMI schemes too rose to 18 months from 12 months earlier.

Rao, however, declined to share or confirm the revenue performance for FY24.

“In value terms, our mobile phone domestic sales have grown by 12%, which is much ahead of the industry growth rate of 8-10%. Our goal is to continue to grow ahead of the market. This will be possible due to higher focus on 5G handsets. For instance, in 2023, around 60% of our smartphone shipments to India were 5G handsets which we want to grow to 75% this calendar year,” said Rao.

An industry executive said Samsung's mobile phone exports are likely to have slowed this year due to recessionary conditions globally and consumers refraining from spending in several markets, which forced many handset makers including Samsung to adjust production.

In 2022-23, Samsung India’s mobile phone business had raked in revenue of Rs70,292 crore (exports and domestic sales), as per filings to the Registrar of Companies. The figure surpassed standalone revenues of ITC (Rs70,251 crore) and HUL (Rs59,144 crore).

The filings showed Samsung India achieved Rs37,486 crore worth of exports, which included exports of handsets, its components and other electronic products. Samsung has not disclosed product wise export sales.

As per Counterpoint Research, the Korean electronics giant outperformed Chinese brands to become India’s top smartphone brand in 2023 by unit shipments, regaining the pole position for the first time since 2017. Samsung closed the year with 18% market share, followed closely by Vivo at 17%, Xiaomi at 16.5% and Realme at 12%.

The researcher also said Samsung’s arch-rival Apple shipments in India crossed the 10-million sales unit mark in 2023, becoming the top handset company by revenue for the first time ever in a calendar year. Samsung was the largest by revenue till 2022.

Rao said Samsung would aim to wrest back leadership even by revenue in 2024 by growing faster than the market and strong performance of its A-series handsets.

“We are also focusing a lot more on the Rs30,000-50,000 segment which is the fastest growing right now by launching smartphones with flagship innovations at affordable price points. Our A-series handsets aim to democratise innovation,” he said.

Samsung sells the A-series handsets in the Rs8,700 to Rs46,000 price band. It is not only the company’s largest selling series but also for the industry for the past two years.

13. India on the path to its next industrial revolution Industry 4.0, say analysts
ET Gov. 27 Mar. 2024

Multi-nationals are either ramping up capacity or setting up plants to transform India into another export hub for their global supply chains; small industries are moving up to mid-size, and mid-size to large, in the process creating momentum in the capex cycle.

Growth would also be driven by new-age themes such as energy efficiency, de-carbonisation and digitalisation.

India is on the path to its next industrial revolution, Industry 4.0, as per analysts at Anand Rathi Share and Stock Brokers. Multi-nationals are either ramping up capacity or setting up plants to transform India into another export hub for their global supply chains; small industries are moving up to mid-size, and mid-size to large, in the process creating momentum in the capex cycle, the brokerage firm said.

This capex cycle is expected to be driven by core and new-age industries with impetus from public and private spending. However, till now, demand from many core industries has been subdued (cement, metal, mining, textiles, chemicals, pharma, etc.); meanwhile, demand from power T&D, urban infrastructure and the Railways has been robust. The latter falls under the purview of the government and has seen record investment. This, we believe has created the perfect condition for pulling in private investment, the Anand Rathi analysts said.

The Indian economy has grown significantly in recent years, growth coming chiefly from higher government spending. Gross Fixed Capital Formation (GFCF), as percent of GDP, touched a many-year high in Q3 FY24. Such higher spending in turn started, in the otherwise soft capital goods sector, a new cycle based on expectation of growth coming not only from traditional core industries but also from new-age ones. The government-induced capex was expected to "crowd-in" private investment, and we are now seeing green-shoots in private capex, the analysts said.

"We believe that this cycle for capital goods would be of many years and longer than previous ones. This time, growth would also be driven by new-age themes such as energy efficiency, de-carbonisation and digitalisation. These themes, as a result, are driving demand for technologically-advanced products in power transmission, renewables, the Railways and metro-rail, data centres, digital industries, power solutions," they said.

This space represents opportunities for companies. These include opportunities of Rs 300 billion in Vande Bharat till FY26.

"We estimate this based on the FY22 budget target and tenders awarded till now. Of this, we estimate Rs 120 billion potential for propulsion systems," the firm said.

It also includes opportunities of Rs 1.5 trillion in inter-state transmission systems till FY27, based on the CEA’s latest electrification plan. This includes sub-systems and transmission lines.

In addition, there is a Rs 4.4 trillion potential from the PLI scheme till FY28. We estimate total investments under PLI scheme at Rs 5.5 trillion (Rs 1.1 trillion already made), analysts said.

It also represents opportunities of Rs 376 bn in data centres till FY26. This is the development cost based on past transactions and an estimated 1,800 MW of cumulative capacity by FY26. Of this, 45 per cent would be in power distribution and electrification, the analysts said.

14. From Diversity to Dynamism: How India's decentralized innovation strategy can reshape the global economy
ET Gov. 5 Apr. 2024

The world is increasingly veering towards knowledge-based technologies, diminishing the dominance of ground-level manufacturing, and the shift plays to India’s strengths: a growing infrastructure network, a youthful and increasingly skilled workforce, a growing domestic market with rising prosperity, and a comfort level with Western business practices.

India's trajectory towards becoming a global economic powerhouse makes it necessary to blend high-tech manufacturing with a robust knowledge-based industry.

At a time when global dynamics are rapidly shifting, the emergence of India as a pivotal player on the world stage is both anticipated and crucial. As nations navigate through a maze of economic, technological, and geopolitical changes, India’s path to prominence is often compared to the trajectory taken by China over the past few decades. However, this comparison, while instructive, can be misleading. India’s ascent should not be a mirror image of China’s journey. In contrast, India must carve out a distinct and adaptive path that acknowledges the unique challenges and opportunities of our times.

China’s meteoric rise to economic superpower status can be divided into three distinct phases. Initially, it focused on developing its manufacturing capabilities, bolstered by substantial investments in infrastructure and an abundance of low-cost labor. The second phase saw China opening its doors to foreign investment, leveraging the allure of its vast domestic market. The final phase marked a strategic pivot towards enhancing education and pouring resources into innovation and research. Crucially, China harnessed its expansive diaspora, which played a crucial role in connecting the country with global markets, easing knowledge transfer, and attracting investment.

India, while drawing lessons from China’s experience, stands at the edge of a different global context. The world is increasingly veering towards knowledge-based technologies, diminishing the dominance of ground-level manufacturing. This shift plays to India’s strengths: a growing infrastructure network, a youthful and increasingly skilled workforce, a growing domestic market with rising prosperity, and a comfort level with Western business practices. Moreover, the Indian diaspora’s significant presence in leadership positions across global organizations presents a potent force for India’s global integration and influence.

To navigate this landscape successfully, India must focus on a few key areas. First, there is an urgent need to raise education standards and commit to substantial investments in research and development. This effort should not solely rely on government or corporate funding but should also encourage private and international partnerships. India’s aim should be not just to participate in the knowledge economy but to lead in innovation and technological advancement.

The flow of capital into India presents a nuanced picture. While Western markets have been keen on stock market investments, the tangible, on-ground investments have predominantly come from East Asian countries such as Korea and Japan. This discrepancy reflects the lingering skepticism among Western multinationals, often attributed to their past experiences with India’s bureaucratic red tape and corruption. To alter this perception, India must streamline its regulatory framework, ensuring a more transparent, efficient, and investor-friendly environment.

Moreover, India’s strategy to attract more foreign investment should leverage its inherent strengths distinctively. Unlike China, which emphasized its manufacturing capabilities, India should highlight its capacity for innovation, its digital economy potential, and its role as a hub for high-tech services. In addition, India’s cultural and political affinity with the West can be a unique selling proposition, facilitating deeper economic and strategic ties.

As India stands on the brink of another electoral cycle, the narrative surrounding its future becomes even more significant. The projection of a positive and constructive vision for India’s role in the world, one that emphasizes its democratic values, commitment to innovation, and openness to global partnerships, will be crucial. This narrative should not only aim to inspire confidence among its citizens but also to reassure international stakeholders of India’s role as a reliable and dynamic partner.

India's trajectory towards becoming a global economic powerhouse makes it necessary to blend high-tech manufacturing with a robust knowledge-based industry. This synergy is essential, as it allows India to diversify its economic base, reduce vulnerability to global market shifts, and maximize its demographic dividend. High-tech manufacturing, characterized by its intensive use of technology and innovation, offers India the opportunity to embed itself in global value chains in sectors such as electronics, pharmaceuticals, and automobiles. This, however, requires a steadfast commitment to research and development (R&D), to foster innovation and sustain competitiveness.

Invest in Research
Investment in R&D is the key to this equation. It enables the creation of high-value products, improves manufacturing processes, and catalyzes the growth of knowledge-intensive services.

Moreover, it attracts foreign direct investment, drawing global players eager to tap into India's fast-growing market and skilled workforce. The government, along with the private sector, must prioritize and incentivize R&D expenditure, streamline patent processes, and bolster industry-academia collaborations. By cultivating an ecosystem that nurtures innovation and leverages India’s strengths in information technology and software services, the country can rise to the forefront of global economic leaders, showcasing a model that is both dynamic and sustainable.

India's aspiration to become a global economic power also necessitates a strategic choice between centralized and decentralized models of innovation. The centralized approach, exemplified by China, involves significant state direction and investment in specific sectors and technologies, often leading to rapid scale and development. However, India’s democratic political system and diverse economic landscape make a decentralized approach, akin to that of the United States, not only preferable but fundamentally more suited to its cultural and political fabric.

The decentralized model of innovation thrives on the principles of autonomy, competition, and diversity, fostering an environment where multiple stakeholders, including startups, academic institutions, and private enterprises, contribute to the innovation ecosystem. This model encourages a bottom-up approach, where ideas and projects can emerge from the most unexpected places, driven by the entrepreneurial spirit and diverse perspectives that characterize India's regions and communities.

Moreover, a decentralized approach aligns with India's federal structure, where states can become incubators for innovation, tailoring their strategies to their unique strengths and challenges. This competition among states not only propels them forward but also creates a network of specialized innovation hubs across the country, from Bangalore’s IT and biotechnology sectors to Hyderabad’s pharmaceuticals and biotech industries, and Pune’s automotive excellence.

Culturally, India thrives on diversity and the free flow of ideas. A decentralized innovation model leverages this strength, allowing for a multitude of voices and perspectives to shape its technological and economic future. This inclusivity enhances creativity and resilience, enabling India to navigate the complexities of global economic and technological shifts more effectively.

Further, embracing a decentralized model does not preclude strategic national priorities or negate the role of the central government. On the contrary, it necessitates a supportive framework that fosters innovation across the board. This includes policies that encourage investment in R&D, protect intellectual property, facilitate ease of doing business, and build an innovative digital infrastructure.

India's path to becoming a global economic powerhouse through innovation is best served by a decentralized model. This approach not only aligns with India's democratic system and cultural diversity but also offers a flexible and resilient framework to foster innovation across multiple sectors and regions. By nurturing an ecosystem that values diversity, autonomy, and entrepreneurial spirit, India can unlock its full potential, driving sustainable growth and development in the digital age.

15. As GCC Thrives, Broadridge Floats Plan for India Unit
ET, 13 Apr. 2024

Currently, a third of the company’s total global workforce of 15,000 is based in capability centres in Bengaluru and Hyderabad. Broadridge doesn’t have an India business yet but only operates the two capability centres.

Starting an India business is one of the company’s top priorities, and it is carefully studying the market to devise a smart entry strategy for offering its capital markets and wealth management solutions to Indian players, said Tim Gokey, chief executive officer of Broadridge, a global fintech leader processing about $10 trillion in daily fixed income and equity trade volumes.

Currently, a third of the company’s total global workforce of 15,000 is based in capability centres in Bengaluru and Hyderabad. Broadridge doesn’t have an India business yet but only operates the two capability centres.

Gokey said while the India capability centres may have initially functioned as cost units, they have since evolved into a major hub of intellectual capital for the company.

“We conduct a substantial amount of our AI and blockchain work within its confines, with over half of our technology team based in India. We have great engineers who are making a significant difference in all of our products worldwide. Additionally, our operations teams here serve as the backbone for many of our businesses,” he said.

“From an India perspective, we are shifting our focus from just being a Global Capability Centre (GCC) to becoming a Transformation Centre,” said Sheenam Ohrie, CEO of Broadridge India.

Commenting on the India Stack, a set of APIs that have broadened access to financial services in India, Gokey said, “What India has accomplished is truly incredible. It serves as a real model for much of the world, offering significant advantages for India’s future. It may be challenging for developed countries to replicate because they have to start from scratch, potentially allowing India to leapfrog ahead of other nations. Given the ability to leverage modern technology to establish a foundational identity and efficiently link products to it, I anticipate this will confer a substantial advantage to India in the future,” he said.

Gokey said Broadridge has made about 45 acquisitions of smaller companies with promising technologies and is also exploring opportunities with Indian startups.

“A good chunk of those have been outside the US We have previously looked at Indian companies. We never got across the finish line. But I think with the present India leadership, that may be something that we are able to do,” he said.

The company is currently mentoring three startups through the startup incubator T-Hub and about seven startups through the Indian School of Business (ISB) in India.

Asked how Broadridge is responding to growing demands from companies with vendors to incorporate AI into their solutions, Gokey said, “It’s impractical for each client to implement AI solutions individually, so we are integrating AI across all our products. Currently, we have 27 different AI initiatives underway throughout the company. Given our focus on industry-specific solutions in niche areas, AI will undoubtedly play a crucial role in our future endeavours.”

- Services (Education, Healthcare, IT, R&D, Tourism, etc.)

16. Alta Cap Looking to Invest over $1 b in India’s Educational Infra
ET, 19 Mar. 2024

Investment and asset management firm Alta Capital is looking to invest more than $1 billion in top cities across India over the next 3-4 years as it sharpens its focus on the country’s rapidly growing educational infrastructure, said a top company official.

The firm has already invested over $1 billion across warehousing, managed workspaces, student housing and educational infrastructure businesses in less than a year of operations till December, which also marked its purchase of education infrastructure development services company Cappella Educore for $200 million. Alta Capital had earlier acquired Goldman Sachs’ and Warburg Pincus’ 100% stake in student housing platform Good Host Spaces for $320 million in the largest-ever student housing deal in the country.

“We are planning to invest $1 billion in India's burgeoning education infrastructure sector in the next 3-4 years. The market for quality education is worth $16 billion in India and is growing at 10% annually given the importance attached to education and skill development. This speaks volumes about the market size and need for private capital to shape the future of education,” Siddhartha Gupta, founder and managing partner, Alta Capital, told ET.

There is a renewed interest in investing in the Indian educational sector. With a rising population and growing demand for quality education, both private and institutional investors are flocking to capitalise on this lucrative sector. Government initiatives to promote education and skill development have further fuelled the attractiveness of investing in educational infrastructure.

Alta Capital will use the Good Host Spaces’ platform to acquire new educational infrastructure assets with its planned investment. The investment will be made through global private equity firm Hillhouse Investments’ subsidiary Rava Partners that raised a more than $2.7 billion fund in 2023 to invest in real estate assets in Asia.

Founded by Gupta, former MD of Blackstone India, Alta Cap is the sole operating partner of Rava in India.

The firm’s current asset portfolio in educational infrastructure spans six major Indian cities with over 5 million sq ft covering 45,000 students. Of this, Cappella has 13 schools in Bangalore and Hyderabad with 2 million sq ft assets with 25,000 students. Good Host Spaces has 3 million sq ft with 20,000 beds across four universities.

“One out of every five students going to school is an Indian in the current scenario. Around 500 million students are seeking educational support and of which, 300 million are receiving the same. Out of this, less than 1% or 2.5 million is our target market who seek quality education in private schools,” Gupta said, highlighting the market potential.

Apart from focusing on educational infrastructure, Alta Capital will also continue to support its existing investment themes including warehousing and managed workspaces, he added.

It has so far invested $200 million in Pragati Warehousing and $325 million in managed workspace provider Table Space in addition to its acquisitions of Good Host Spaces and Cappella Educore.

17. Three projects with net investment of ₹1.25 lakh cr herald the rise of India’s semicon ecosystem: CEO ISM
ET Gov. 18, Marc. 2024

"By 2030, the global semiconductor demand will cross $1 trillion. In India the demand will be close to $110 billion by 2030. This means 10% of the total global demand will be from India."

"The work on the Micron project is on schedule, and we expect production to start from December this year or in the first quarter of 2025": Akash Tripathi, CEO, India Semiconductor Mission.

On February 29, the Union Cabinet chaired by Prime Minister Narendra Modi approved the establishment of three semiconductor projects under the programme for ‘Development of Semiconductors and Display Manufacturing Ecosystems in India’.

The three projects include the Tata-PSMC chip foundry in Dholera, Gujarat, that will have capacity of 50,000 wafers per month, the Tata OSAT facility in Morigaon, Assam, that will have a capacity of 48 million packaging per day, and the CG Power-Renesas plant in Sanand, Gujarat, that will have the capacity of 15 million chips per day.

Being developed with a total investment of ₹1.25 lakh crore, these three projects are expected to start production by 2027 and generate 20 thousand advanced technology jobs and about 60 thousand indirect jobs.

For the India Semiconductor Mission (ISM) the three projects inaugurated by the Prime Minister, on March 13, are a giant leap forward. ISM is serving as a nodal agency for the efficient and transparent implementation of the government’s schemes for building a vibrant semiconductor and display design and innovation ecosystem in the country.

Akash Tripathi, CEO, India Semiconductor Mission, Ministry of Electronics and Information Technology, Government of India, in conversation with Anoop Verma, Editor (Desk), ETGovernment, sheds light on the advances being made in developing a vibrant semiconductor ecosystem in the country. Tripathi is also the CEO of MyGov.

Edited excerpts:

MyGov was started in 2014 to encourage citizen participation and engagement in the process of governance. To what extent has this objective been achieved?

MyGov is the world's largest citizen engagement platform. In 2014, the platform was started with the vision of crowdsourcing ideas, involving citizens in various policies and schemes. A significant part of the initial vision has been achieved. MyGov is a whole-of-government programme–it projects the initiatives of all the ministries and departments. As we speak, MyGov has garnered over 4.73 crore registered members or sathis. It takes up the government's campaigns and we hold discussions on the new initiatives of various ministries.

To cite an example, when the National Education Policy was being launched, it was put for discussion on the MyGov platform. We received 15.7 lakh suggestions at that time. In the Parkisha Pe Chrarcha programme this year, participation was of over 2.26 crore people. Last year around 38 lakhs participated. Mann ki Baat, in which the Honorable Prime Minister shares his thoughts on pressing national issues, is a regular programme. For any big campaign–be it swachhata, volunteering, water conservation, international year of millet, Mission Life, Chandrayaan–MyGov plays a seminal role in engaging the citizens.

The Government of India is making a major push for growing the semiconductor industry. Did the problems in the global semiconductor supply chain during the corona pandemic influence the government’s decision to develop semiconductor production units in the country?
During the period of corona pandemic, there was a major disruption in the global semiconductor supply chain. At that time, the decision was taken by the government to develop resilient domestic sources for the supply of semiconductors. Major efforts have been made since the 1960s to put India on the world’s semiconductor map. Unfortunately, those results did not bear fruit. In 2021, the Central Government launched the India Semiconductor Mission. PLI schemes and other incentives for the investors in the semiconductor space were also launched. All these initiatives have led to remarkable progress. The US company Micron is setting up a large manufacturing facility in Gujarat. The work on the Micron project is on schedule, and we expect production to start from December this year or in the first quarter of 2025. Micron is also building a mini plant whose production will start earlier, by June or July this year.

On March 13, the Prime Minister laid the foundation of 3 semiconductor facilities worth ₹1.25 lakh crore. What is the timeline for the completion of these projects? What kind of impact can these projects have on the semiconductor ecosystem in the country?

We had recently sent proposals for three large projects to the Union Cabinet. These projects with a combined investment of ₹1.25 lakh crore were approved. The three semiconductor plants include the Tata-PSMC chip foundry with investment of ₹91,000 crore, the Tata OSAT facility with investment of ₹27,000 crore, and the CG Power-Renesas with investment of ₹7,600 crore. On March 13, the Prime Minister laid the foundation stone for these three semiconductor plants. The Tata-PSMC chip foundry is coming up at the Dholera Special Investment Region (DSIR) in Gujarat. The Tata OSAT facility is coming up at Morigaon in Assam, and the CG Power-Renesas at Sanand in Gujarat. These three mega-projects showcase the growth of India’s semiconductor ecosystem.

"To have a holistic semiconductor ecosystem, you have to do well in product design as well as manufacturing."

The Tata-PSMC chip foundry being developed by Tata Electronics Private Limited (TEPL) is a major project. What are the key expectations from this project?

It is a big semiconductor manufacturing facility, with the capacity to produce 50,000 wafers per month. The partner of TEPL in this project, PSMC of Taiwan, is a reliable player in the semiconductor industry. PSMC happens to be the world's fifth-largest pure play foundry. We expect the Tata-PSMC chip foundry to start producing from 2027. They have assembled a highly competent and motivated technical team. Highly qualified professionals with years of experience working in world’s top semiconductor companies are now working for Tata-PSMC. The Tatas have also made investments for developing indigenous packaging technologies. Once all these facilities start producing, the semiconductor ecosystem will be strengthened and will get a firm footing in India.

Will the semiconductors being produced in these facilities be for domestic consumption or for export?
We have a huge domestic demand for semiconductors. By 2030, it has been estimated that the global semiconductor demand will cross $1 trillion. In India the demand will be close to $110 billion by 2030. This means 10% of the global demand will be in India itself. A significant part of what we produce will be consumed in the country and the rest will be exported. We have significant tie ups with global technology players who will source their semiconductor requirements from India.

The India Semiconductor Mission aims to facilitate the development of a vibrant semiconductor and display ecosystem in the country. For this purpose ISM has been given a significant allocation of ₹76,000 crore. To what extent have you been able to deploy these funds for growing the semiconductor industry?

We have an outlay of around ₹76,000 crore and we have so far sanctioned four projects. The incentive that we have to offer to these projects comes close to ₹59,000 crores. We have ₹1000 crore outlay for design linked incentive, which goes to support design startups. We have a huge design ecosystem in the country. More than 20% of design engineers are Indians. Along with encouraging the manufacturing of semiconductors, we also want to develop the design ecosystem. We have another 15 projects that are in the pipeline. So deployment of funds is not a problem–in fact, the semiconductor ecosystem in the country is growing at such a fast pace that we will need more funds to fuel the growth.

The legacy chips are the mainstay of consumer products, select military hardware, heavy machinery and automobiles. China has a monopoly on these legacy chips. Are you taking steps to encourage manufacture of legacy chips in India?

We are encouraging the production of legacy nodes and also the mature nodes. For many years, legacy chips will continue to be used so their production is critical. In the Tata-PSMC chip foundry both legacy and mature nodes will be produced. They will be producing 28 nm and 40 nm mature nodes. At the same time, 90 nm legacy nodes will also be produced.

Does the government have a strategy for promoting the manufacture of compound semiconductors?
Along with silicon fab, we are also supporting compound semiconductors like Gallium Nitride (GaN) and Silicon Carbide (SiC). We have very good proposals for the compound semiconductor space. In higher voltages we need compound semiconductors like GaN and SiC. In the niche area of compound semiconductors, India has the opportunity of quickly emerging as a global leader. There is a huge demand for compound semiconductors in India and globally.

How are we doing in the area of semiconductor design? What initiatives is the government taking to further improve India’s hold on design aspects?

To have a holistic semiconductor ecosystem, you have to do well in product design as well as manufacturing. You design a chip for a particular task. Once the chip has been designed, it has to be manufactured. As of now the chips designed in India used to go to plants in other parts of the world for manufacturing. But once the domestic manufacturing plants start operating, the chips designed in India can be manufactured in India. We are supporting the startups in the design space by providing incentives.

A large semiconductor manufacturing facility needs the support of a lot of ancillary industries. What kind of industrial ecosystem do you see developing around the semiconductor plants that are coming up in India?

The ancillary units include those providing raw materials including speciality chemicals and gasses used in the process of fabrication, assembly, marking, testing, and packaging of semiconductor chips. There are also a large number of service providers. You can expect 170 to 180 ancillary industries to come up to serve a large semiconductor plant. I will give one example–that of Micron in Gujarat. Recently we have approved a project of Simmtech which is a large Korean substrate manufacturer. They are now investing close to ₹1,250 crore to set up their manufacturing plant in Sanand, Gujarat.

18. Not Participating in India would be a Big Miss
ET, 15 Apr. 2024, PTI

Tata Consultancy Services (TCS) is excited about opportunities in its home market, buoyed by the ₹15,000-crore mega deal win from BSNL, which boosted the showing for India’s largest software services exporter in the previous quarter.

“We believe India’s expected growth to be 7-8%; (it) has so many opportunities. If you don't participate in India, then you will be missing out in a big way over a period of time,” K Krithivasan, chief executive at TCS, told ET. In contrast, some of its peers have chosen not to focus on India, arguing that it’s a tough market to crack.

Krithivasan said the acute downturn in global technology spending since the pandemic, specifically in the US, could ease slightly after this year’s presidential elections — offering a glimmer of hope for India’s $250-billion IT services industry.

The US accounts for nearly half of TCS’ revenue and any recovery there augurs well for the Mumbai-headquartered company, which snagged a record $13.2 billion of deals in the previous quarter.

A confident-sounding Krithivasan — who will complete a year at the helm of TCS in June — said his agenda now is to bring back growth for the $29-billion company.

In addition to India, where TCS’ business grew by over 37% in the fourth quarter of FY24, the company is increasing its focus on new markets such as the Middle East, Africa and Latin America. Demand in these regions acts as a cushion for growth during tough times. “We expect these markets to grow faster on a sustained basis for a longer period. So, we will actually be increasing our focus (there),” the CEO said.

Pointing out that several markets in the Asia Pacific region are becoming “growth markets,” Krithivasan said the company is seeing demand across Thailand, the Middle East and Saudi Arabia.

“Latin America has traditionally done well, but we believe we can do much more,” he said. “They are not easy. You need to stay with them, and they have a different set of factors at play, but you have to work and make it happen.”

TCS, which is the largest software exporter globally after Accenture, is “more optimistic” about demand reviving in the “medium term” for India’s beleaguered IT industry.

The pain in the sector is “bottoming out” since key verticals of banking and financial services have not shrunk significantly even as demand remains under stress, according to Krithivasan. “…From the deal wins, global footprint and our conversations, we believe that particularly from BFSI (banking, financial services and insurance), there are opportunities in some geographies that will help us drive growth,” said the 59-year-old, while recommending caution.

“I don't want to call out if it (demand) will happen, or turn positive, in the immediate quarter, but in the medium term, we are becoming more optimistic,” he said in a post-earnings conversation with ET.

Last Friday, TCS said its net profit grew 9.1% on-year to Rs 12,434 crore in the final quarter of 2023-24, beating expectations. The strong performance came on the back of increased efficiency, productivity gains and lower subcontracting costs. TCS recorded a 3.5% increase in revenue year-on-year to Rs 61,237 crore. The year was marked by plunging demand for technology services globally due to macroeconomic uncertainty and geopolitical strife.

For the entire fiscal year, TCS reported revenue of Rs 2.4 lakh crore, up 6.8% on-year and 3.4% in constant currency. The net income came in at Rs 45,908 crore, up 8.9% on-year.

Responding to queries on the prevailing uncertainty in the US market, Krithivasan said that “once the market knows what the new government’s policies are, they (businesses) will take appropriate decisions. I'm not attributing all the uncertainty to that, but some amount of certainty also (definitely) will come in.”

TCS reported operating margins of 26% and a net profit margin of 20.3%, which is the highest in the industry. Despite a price-competitive market, where some companies are reportedly picking loss-making contracts or deals at 0% margins to bolster their growth numbers, TCS has managed to keep margins high through better execution.

“This quarter, the biggest margin improvement came from reduction of subcontractor expenses and utilisation improvement,” said Krithivasan.

While the IT services firm will continue to pick deals that are win-win for the company as well as for customers, “there are some deals we may do for a lesser margin because we see there is a long-term potential. But (it) must have a strategic reason; we will not just do it to shore up our topline,” said the CEO.

19. Homegrown products built on DPI to propel India towards $5 trillion economy: Experts
ET Gov. 2 Apr. 2024

The matured DPIs enabled a value creation of $31.8 billion, equivalent to 0.9 per cent of India's GDP in 2022, according to a Nasscom-led study that came out last month.

India's interoperable and open-source DPIs are now being adopted or considered by over 30 countries to enhance social and financial inclusion.

Homegrown solutions and products built on top of the digital public infrastructure (DPI) by young entrepreneurs will pave the path towards India becoming a $5 trillion economy, industry experts said on Sunday.

With successful mass adoption and larger economic impact, DPIs are impacting approximately 1.3 billion citizens, covering 97 per cent of India's population.

The matured DPIs enabled a value creation of $31.8 billion, equivalent to 0.9 per cent of India's GDP in 2022, according to a Nasscom-led study that came out last month.

"Digital technology is creating an enabler for the larger ecosystem in India, whether it is in healthcare or agriculture. What is most exciting for me is in the space of education," Mayank Kumar, Co-founder and MD of edtech platform upGrad, told IANS.

"A robust digital infrastructure has been laid across the country. Multiple companies and entrepreneurs can now build strong solutions on top of that which will pave the path towards India being a $5 trillion and a $10 trillion economy in the coming future," Kumar added.

India's interoperable and open-source DPIs are now being adopted or considered by over 30 countries to enhance social and financial inclusion.

According to experts, DPI provides a close-up approach to fostering digital inclusion and contributing to economic growth at scale.

"Think of 'India stack' as a bridge between the physical infrastructure such as broadband and an array of digital services that's contributing to digital adoption at scale - ranging from identity (Aadhaar) to payments to health care, among others," Prabhu Ram, Head, Industry Intelligence Group at market intelligence firm CMR, told IANS.

20. Bridging the Gap: How universities can play catalysts in making India global AI leader
ET Gov. 3 Apr. 2024

By strategically aligning their academic programs and research endeavors with the mission's objectives, universities can emerge as invaluable allies in India's pursuit of AI supremacy.

India's AI Mission presents a significant opportunity for the nation to assert itself as a global leader in AI technology.

The Union Cabinet has approved a significant investment of ₹10,371.92 crore for the national-level India AI mission, demonstrating a bold commitment to propelling AI innovation and positioning India as a global leader in the AI landscape. This strategic move aligns with the visionary mandates of 'Making AI in India' and 'Making AI Work for India', underlining the nation's dedication to technological advancement.

The India AI mission aims to cultivate a robust ecosystem conducive to AI innovation by forging strategic partnerships and launching impactful programs across public and private sectors. Spearheading this initiative is the Independent Business Division, empowered to drive multifaceted initiatives under the aegis of the Digital India Corporation (DIC).

Key components include establishing the IndiaAI Innovation Centre, providing IndiaAI Compute Capacity, nurturing IndiaAI Future Skills, facilitating IndiaAI Application Development, and creating the IndiaAI Datasets Platform. Additionally, there will be focused efforts on fostering IndiaAI Startup Financing and advancing Safe and Trusted AI technologies.

India's AI market reached over $4.1 billion in 2023, with Machine Learning (ML) dominating at $2.7 billion. AI's transformative potential in enhancing productivity through process simplification and automation is significant, particularly in sectors like technology. Core pillars of the mission encompass employment, innovation, responsible AI, and AI for development. An AI data platform will provide seamless access to non-personal data platforms for Indian startups and researchers, among others.

Universities, as repositories of knowledge and intellectual prowess, play a crucial role in driving the India AI Mission forward. By strategically aligning their academic programs and research endeavors with the mission's objectives, universities can emerge as invaluable allies in India's pursuit of AI supremacy.

Leveraging their expertise, universities can pioneer the development of AI models with a humanistic ethos, fostering societal advancement. They serve as transdisciplinary learning hubs, bridging the gap between academia and industry by collaborating to refine and enhance AI models, enriching the quality of AI solutions and fostering innovation. Alliance University stands as a notable proponent of the India AI Mission, actively contributing to its advancement. The university's commitment to skill development, cutting-edge research, and holistic education mirrors the mission's objectives.

A recent milestone in Alliance University's journey was the hosting of a pioneering AI & Society confest by its Liberal Arts & Design School. This event, drawing together scholars and practitioners, served as a platform for exploring the multifaceted implications of AI across various domains. Through interactive exhibitions and installations, delving into critical topics such as AI & Warfare, AI & Mental Health, AI & Media, and AI & Design, underscoring Alliance University's commitment to fostering dialogue and innovation in AI research.

Moreover, Alliance University offers tailored programs catering to professionals across sectors, ensuring their relevance in the evolving AI landscape. These programs encompass a wide range of disciplines including, AI in Materials Engineering, BTech in AI and Data Science, BTech in AI and ML, BTech in Data Analytics, Artificial Intelligence (Computer Application), BCA (Honors) in AI and ML, and BCA (Honors) in Data Science. In addition to our academic offerings, we have implemented AI proctored examinations, employing technology-enabled monitoring software to supervise students throughout their exams, covering the entire duration from start to finish. Also, we utilize assistive technologies like text-to-speech which provide valuable support to students with visual impairments or learning disabilities. By offering these inclusive features, we aim to create an environment where all students can excel academically, regardless of their individual challenges or needs. These measures not only enrich the academic experience but also address the diverse needs of our student body, fostering equal opportunities for all.

Our AU Technology Business Incubator (TBI) center serves as a cornerstone in fostering innovation and entrepreneurship. It offers essential resources such as infrastructure, mentorship, funding access, and market validation services. Currently, TBI is incubating 10 startups, all specializing in AI-based ventures ranging from Electric Vehicle Technology to Fintech, Additive Manufacturing, IoT, Dream Home, and Robotics. This initiative underscores our commitment to bridging the gap between academic research and practical applications, thereby significantly contributing to scientific progress and economic development.

Research at Alliance University's Centers of Excellence (COEs) drives collaborative endeavors, fostering innovation and offering solutions to pertinent challenges across sectors. The Intel Centre of Excellence (CoE) enhances learning in market-relevant areas, providing essential skills to meet industry demands. Alliance University's faculty contributes significantly to AI-related research, furthering knowledge dissemination and transformation. A few notable papers include 'Enhancing Student Engagement in Online Learning through Facial Expression Analysis and Complex Emotion Recognition using Deep Learning', 'Role of Artificial Intelligence and Machine Learning Algorithms for Energy Efficiency Applications' among others.

India's AI Mission presents a significant opportunity for the nation to assert itself as a global leader in AI technology. By strengthening partnerships with institutions like Alliance University and leveraging their expertise and resources, the government can magnify the impact of its initiatives and expedite AI innovation nationwide. Through collaborative efforts spanning government, academia, and industry, India can pave the way towards a future powered by AI, driving economic growth, societal advancement, and ensuring inclusive access to the transformative potential of this technology.

India and the World

21. Ganges, Brahmaputra among major South Asian river basins to feel impact of climate change: Report
ET Gov. 20 Mar. 2024, PTI

Rapid industrialisation, urbanisation and intensive agricultural practices have exacted a toll on the river's ecological health. The indiscriminate discharge of sewage and industrial waste has severely polluted the water, posing significant risks to both human health and the environment.

The Hindu Kush Himalayas (HKH) are the freshwater sources of South Asia and parts of Southeast Asia. Water originating from their snow, glaciers and rainfall feed the 10 largest river systems in Asia.

The alarming impact of climate change will be felt on South Asia's major river basins, including the Ganges, Indus and Brahmaputra, according to a new report. It also noted that the critical intersection of anthropogenic activities and shifting climate patterns can spell dire consequences for about a billion people in the area.

According to the report -- "Elevating River Basin Governance and Cooperation in the HKH Region" -- on these three rivers, there is an immediate need for a climate-resilient approach to river basin management.

The Hindu Kush Himalayas (HKH) are the freshwater sources of South Asia and parts of Southeast Asia. Water originating from their snow, glaciers and rainfall feed the 10 largest river systems in Asia.

The Ganges basin, often regarded as sacred and essential to more than 600 million people across the Indian subcontinent, is facing mounting environmental threats. Rapid industrialisation, urbanisation and intensive agricultural practices have exacted a toll on the river's ecological health. The indiscriminate discharge of sewage and industrial waste has severely polluted the water, posing significant risks to both human health and the environment, the report said.

Alongside these anthropogenic activities, the impacts of climate change are exacerbating existing challenges, particularly in the form of escalating flooding and droughts, it said.

The monsoon season -- critical for replenishing water resources -- now brings devastating floods while dry seasons worsen water scarcity, especially in downstream areas such as Bangladesh. These climate-related hazards disproportionately affect vulnerable groups, including women, people with disabilities and marginalised communities, the report added.

Similarly, the Indus river -- a lifeline for more than 268 million people across Pakistan, India, Afghanistan and China -- is under unprecedented stress due to climate change. Rising temperatures, erratic monsoons and environmental degradation are pushing the basin towards a crisis point.

The scale of climate change impacts in the Indus basin is overwhelming, undermining food security, livelihoods and water security, the report said.

Variations in the timing and intensity of monsoon rains are already having profound impacts on the health and sustainability of the basin.

On top of that, environmental degradation, including increasing agricultural and industrial pollution, is degrading the riverine environment, adversely affecting freshwater fisheries and eroding the ecological health of the river, the report said.

These challenges are compounded by existing socioeconomic vulnerabilities, further exacerbating the plight of marginalised communities, it added.

In the Brahmaputra basin, climate change -- coupled with dams and development work -- is poised to escalate flooding and droughts, particularly in its lower basin.

Glacial melt rates are expected to rise, impacting water availability across the region. While currently there are no major water diversions in the basin, upstream dam construction and climate change projections are likely to reduce dry season flows in downstream areas, affecting millions of lives, the report stated.

The vulnerability of women, poor, indigenous and marginalised communities is set to escalate as changing socioeconomic drivers converge with projected climate impacts, it added.

According to the report, despite the urgent need for collective action, governance within these basins remains fragmented, with limited multilateral agreements facilitating basin-wide collaboration. Existing treaties and agreements have often failed to address the broader impacts of climate change or involve marginalised stakeholders.

As these agreements approach expiration, there is an opportunity to adopt more inclusive and resilient approaches to basin governance, leveraging diverse perspectives and expertise, it added.

The report advocates that long-term strategies must prioritise adaptive infrastructure, flexible governance structures and inclusive policies to ensure reliable water supply amid climatic uncertainties.

Recognising the transboundary nature of climate impacts, the report stressed on the paramount importance of regional cooperation. Initiatives such as the "HKH Call to Action" provide a framework for collaborative action, fostering trust among basin states and informing evidence-based decision-making.

It also called for a bottom-up approach involving local communities, deeming it essential for effective climate adaptation, with programmes such as "Indus Calling" empowering communities with information and tools for better water management and resilience building.

The report advocated for collaborative action and inclusive policies to address the urgent challenges posed by climate change on major river basins in South Asia.

Only through collective efforts can these regions navigate the complexities of climate change and safeguard the livelihoods of millions across the region, the report said.

22. Hard to be in India & Not be Excited
ET, 20 Mar. 2024

When Adani Group stocks came under pressure last year following the Hindenburg Research report, Florida-based GQG Partners took a $1.87 billion bet in three group companies.

The decision was against the grain — the cumulative value of the conglomerate’s stocks had fallen by more than $150 billion at one point — but GQG’s confidence capital helped soothe nerves.

Unknown to many, Jefferies was busy playing matchmaker behind the scenes.

As sole broker on India’s largest block trade — GQG’s $1.1-billion stake purchase in Adani Power as part of the larger investment — this was a breakout moment for Wall Street’s “challenger” investment bank here in India. When most other advisors were pulling back, Jefferies chose to pull out all the stops for its client.

“I saw at a very early age how fragile companies can be,” Richard Handler, chief executive of Jefferies for 24 years, told ET during his recent, maiden trip to the country. He’s upbeat about India, as he says, “It's hard to be here and not be excited — the human capital and smarts of the population as well as leadership of the conglomerates.”

“I saw at an early age how you can always see the best in people and the worst in people in times of strife,” said Handler of Jefferies. “Everyone is your best friend when you're on top of the world. But you can only judge who's really with you when you are in a period of dislocation.”

Perhaps this had something to do with surviving “a horrendous false attack in 2011” by what he once described “as a corrupt and incompetent rating agency analyst.”

At 62, Handler is one of the longest surviving Wall Street corner office occupants. As he put it, “I always give people the benefit of doubt. And when you do your own work and come to conclusions, it’s much easier then to go back to your principles of empathy and partnership.”

The Jefferies growth story too has had its twists, growing rapidly through acquisitions of boutique firms in the 2000s and then itself getting merged into secretive investment platform Leucadia National in 2012. (Leucadia National is now known as Jefferies Financial Group.) This came after bear attacks following the collapse of brokerage MF Global, sparking doubts about Jefferies’ own exposure to the eurozone debt crisis.

“We were a challenger the day I walked in the door, and we’ll be one for many decades into the future,” Handler said.

Jefferies has plenty of room to make bold bets. While peers have been reducing their workforce, it has been bulking up. It has added 21 managing directors in investment banking since the start of its 2023 fiscal year, with senior recruits predominantly coming from European firms Barclays and Credit Suisse, including in India, with the aim to diversify beyond being just a top equities house.

This is where a stronger global alliance with Sumitomo Mitsui Banking Corporation (SMBC) comes in. This collaboration, still in its early days, will help Jefferies and SMBC work together to advise and lend to investment-grade companies globally. Having already teamed up on cross-border mergers and acquisitions as well as leveraged finance, this will be a force multiplier for the debt underwriting business catering to larger companies, which have historically worked with the likes of Goldman Sachs and JPMorgan Chase.

“SMBC is a remarkably strong global bank. They have a fortress of a balance sheet. Jefferies, on the other hand, has a great set of super high-quality industry expert investment bankers in all verticals,” said Handler. “We have a full service — sales, trading, research, both equity and fixed income. And we have the capability of working with SMBC to bring those services to clients and do transactions for our clients.”

It’s taken “two decades” to enter the top 10 list of M&A outfits, first in the US and then Europe, Handler said. “These last five years have given us the opportunity to go truly global throughout Asia, Canada and parts of South America,” he said. “A trading business helps you reach clients. We methodically complement that with research and then, banking. Once you bring all the products and services together, you become full service.”

For India, Handler’s message to the team has been: “You are in the right country at the right time.”

He said India is following a progression similar to the US, which will make the financial markets more robust. “There will be increased transparency, improved technology, thorough regulatory oversight, a strong legal system and real accountability to shareholders,” he said. “All this takes time, but is coming, and you have many of those pieces in place already. I think it will just get more sophisticated, more ingrained and more institutionalized.”

23. India's AI development crucial for global markets: Nvidia CEO Huang
MINT, 20 Mar 2024, Shouvik Das

Huang highlighted the transformative impact of the country's 10,000-GPU initiative on accelerating AI development and adoption

San Jose: Nvidia's chief executive Jensen Huang, on Tuesday, expressed significant interest in participating in India's ambitious plan to establish a 10,000-GPU processing cluster for indigenous artificial intelligence computing requirements.

This initiative not only presents Nvidia with an opportunity to tap into India's rapidly growing market, but also highlights the government's commitment to upskilling the country's tech workforce, he said.

Huang also emphasized the government's clear vision of positioning India as a center for value creation rather than merely being "the back room for global firms".

“AI is used across engineering, marketing, sales, finance, business operations, strategies and more—all of this is the front office. And, India is looking to be a part of the front office here," Huang said during a press interaction, a day after Nvidia unveiled its latest graphic processing unit, Blackwell, designed to meet the increasing AI processing demand globally.

In a bid to counter GPU supply constraints and mitigate the steep acquisition costs, the Indian government on 7 March approved the allocation of ₹10,372-crore ($1.2 billion) for several key initiatives, such as the development of domain-specific AI models, and establishing and maintaining an open-source dataset covering all 22 official Indic languages.

The Centre is also planning to establish a public-private partnership (PPP) for AI computing, granting access to 10,000 GPUs for domestic research, academia, enterprises, and startups.

Getting domestic AI development right could propel India's rise to prominence in the global technology market, Huang said. “Prime Minister Narendra Modi told me that India should not export flour to import bread—this makes perfect sense. Why export raw material, only to import the value-added product? Why export India’s data, only to import AI?"

Data, hailed by many as the currency of the modern world, is crucial for training AI models, with GPUs playing a vital role in the infrastructure. And, India's emergence as a market of global significance is driven by its substantial volumes of data.

According to Telecom Regulatory Authority of India (Trai)’s latest subscriber report on 22 February, India has more than 900 million broadband users, underscoring the vast data reservoir that could fuel the world's AI demands.

In April 2023, Mint reported that applied research projects at top engineering institutes, which relied on indigenously-developed AI models, faced widespread challenges due to inadequate AI computing infrastructure, and a shortage of funds to procure additional GPUs.

Nvidia's valuation has soared over 300% in a year, surpassing $2 trillion on 23 February. Currently, it ranks as the world's third-most valuable company, with its GPUs struggling to meet soaring global demand.

In India, several companies have already partnered Nvidia to harness its AI-specific GPUs. Mumbai-headquartered Tata Communications is collaborating with the firm to establish a cloud platform for AI services.

Yotta Infrastructure, a data center provider backed by the Hiranandani Group, has secured an order worth nearly $1 billion for GPU chips. Sunil Gupta, chief executive, confirmed to Mint on Monday that the order will include the new Blackwell chip by October.

Analysts, however, said that the effects of Nvidia's latest GPUs might unfold gradually over the long term.

“Nvidia’s latest GPU announcement impacts large or extra-large data centre providers. While a few such providers are rapidly expanding their services in India, big investments are yet to be done. We saw one announcement earlier this year to buy GPUs from Nvidia." said Anushree Verma, director analyst for emerging technologies at Gartner.

"With the advanced GPUs, it will take some time—both to establish the need (for them), and (also gather) resources for this scale of infrastructure investment. I don’t see this impacting India’s market in the near future."

Hence, while private companies evaluate returns on investments in AI infrastructure, the Centre's AI mission could provide Nvidia with a readily available demand for GPUs to capitalize on.

On 9 March, Mint reported that investing in India’s AI GPU infrastructure could offer global technology majors, including Nvidia, a strategic vantage point—opening up prioritized access to India’s vast AI applications, end-users and enterprise marketplaces. This will be crucial, as Nvidia seeks to sustain demand and safeguard its growth and market valuation.

(The author is in San Jose to attend GTC 2024, on invitation of Nvidia)

24. Indian Aviation Can Support 3 Hubs And Become Largest Travel Market: Air India CEO

ABP News Bureau, 21 Mar. 2024

Indian aviation industry can easily support at least one more international hub apart from Mumbai and Delhi, Air India CEO, Campbell Wilson said on Wednesday. The airline executive noted that the airline sector in the country was growing at a rapid pace and could support more hubs.

Speaking at an industry event in Gurugram, Wilson said, “India can be home to at least three hubs and plenty of point-to-point services,” reported Bloomberg. He added that the Indian market remained one of the unique ones as ‘there aren’t many other markets like India in the world. Northern India has a good east to west flow, while southern India can offer an Asia to Africa or Australia-Europe flow.’

Notably, Air India last year inked one of the largest-ever aircraft purchasing deal in aviation history when it placed an order for 470 aircraft from Airbus SE and Boeing Co. The aviation sector in India has the potential to become one of the world’s largest travel markets with the ever-growing consumer class and booming economic growth.

Other carriers in India, including IndiGo and Akasa, have ordered over 1,100 aircraft and about $12 billion is being invested towards developing more than 72 new airports in the country by 2025.

In the last six months, Air India has received delivery of one new aircraft every six days and will keep taking these deliveries over the next one year. In March itself, Wilson revealed, the carrier received 11 new Boeing 777s, 3 Airbus A350s, and nearly 15 Boeing 737 Maxs.

“At the time of privatization, Air India had 43 wide-body aircraft for a population of 1.3 billion. Singapore had 150 wide-body aircraft, Dubai had 250. That gives you a sense of how grossly underserved the Indian market was by Indian airlines,” Wilson noted.

Parent firm Tata Group will be merging Air India Express and AIX Connect into one entity, and Air India and Vistara into another. The Competition and Consumer Commission of Singapore also gave its approval to the merger between Air India and Vistara earlier this month.

25. Finding MIMO: the adventures of Dr. Arogyaswami Paulraj — patriot, scientist, inventor, and visionary
ET, 14 Apr. 2024

Few know that an Indian professor invented MIMO, the building block of today’s 4G, 5G, and Wi-Fi networks. On one plane, it’s the story of a small-town boy’s rise to the global stage via two disparate institutions — the Indian Navy and Stanford University. On another, it’s a journey in which serendipity complemented an urge to challenge the frontiers of technology.

It was March 1960. A young, enthusiastic, and academically brilliant boy sat for the NDA exam and qualified. Though he didn’t fancy a career in defence services, he joined the academy in early 1961.

For someone with an academic bent to be enrolled at an institution where the focus was on sports, horse riding, gymnastics, and drills was unusual. Even his instructors at the academy would often tell him that he had made a wrong choice.

But it was too late to back out. Moreover, there was no alternative that he could think of.

That’s how Arogyaswami J Paulraj became “a navy officer by chance”.

Many years later, he would go to IIT Delhi for higher studies, and get exposed to the world of science, mathematics, and technology, eventually becoming “a scientist by choice”.

That puts him in a unique position — a brilliant scientist familiar to many in defence-services circles, and to some in the telecom industry, given his prodigious inventions.

Even though the world uses one of his inventions every day, Paulraj remains a face in the crowd for many.

A proud Indian at heart, the highly decorated former commodore of the Indian Navy has a string of accolades to his credit — the Padma Bhushan; two top honours in the telecommunications industry, the Marconi Prize and IEEE Alexander Graham Bell Medal; and a member of the USPTO’s National Inventors Hall of Fame. Yet, the professor emeritus of Stanford University’s Department of Electrical Engineering is one of the humblest souls one would come across.

If you are reading this on a smartphone using a 4G/LTE or 5G network, or on a laptop using a Wi-Fi network, you are using one of his greatest inventions that changed the way we communicate and remain connected. Paulraj is the inventor of “multiple input, multiple output” technology, or MIMO, without which today’s 4G, 5G, and Wi-Fi networks would not have been possible.

But, the road to MIMO’s invention was anything but linear. On one plane, Paulraj’s story is that of a small-town boy’s rise to the global stage via two disparate institutions — the Indian Navy and Stanford University. On another, it’s a journey in which serendipity complemented an urge to challenge the frontiers of technology. Here’s the tale, with its several twists and turns.

Calculus, Sputnik-1, and Russian kidnappers
Born on April 14, 1944, in Pollachi, a small town near Coimbatore in Tamil Nadu, Paul (as he is commonly known) is one of the six siblings. His father, Sinappan Arogyaswami, joined the Indian Navy soon after Paul’s birth. Paul did his early schooling in Mumbai, Coimbatore, and Cochin.

He completed his high school at the age of 15 from a boarding school called Montfort in Yercaud. Paul was a top-ranking student with a keen interest in Maths and Physics. When he came across Calculus, it caught his imagination. But, Calculus was not taught in schools back then, so he started exploring the subject on his own.

It won’t be wrong to say that this was the time the foundation of a genius started getting built.

Retired colonel Arul Raj, Paul’s younger brother, says, ”Paul was a genius since childhood, and I was more a playful child and not academically that bright.” When his father used to point this out to him, Arul would jokingly say, “All the brain went to my elder brother.”

Paul’s academic excellence had put him in funny situations at times. In 1957, when he was in high school, the Soviets launched the first Sputnik. Around that time, some Russians came to visit Yercaud. There were rumours in the school that they had come to kidnap Paul to work on their space programme because of his talent. The incident still brings a broad smile to his face.

A PhD with a twist
In 1959, after finishing high school, Paul joined a pre-university course at Loyola College in Chennai. He always fancied a career in Maths and Physics. But lack of guidance, coupled with limited financial resources, ultimately led him to join the National Defence Academy (NDA), which was completely free, given his father’s navy background.

Defence services was not the career he wanted, given his academic interests. Even the NDA faculty would tell him that he was in the wrong place. Nonetheless, he graduated at the top of his batch, bagging the president’s gold medal and achieving the position of academy cadet captain.

But his knack for science and technology stayed alive. In 1964, he joined the Naval College of Engineering at Lonavala and opted for the Electrical Engineering branch. While this professional training programme wouldn’t earn him a BE degree, he was the top student during the five years he spent at the institute.

It didn’t take long for the navy officials to figure out Paul’s academic genius. Although the lack of a formal BE degree made him ineligible for enrolment in a higher engineering course, the navy nominated him for the ME course at IIT Delhi. Professor PV Indiresan, who later became Paul’s mentor, impressed with his academic excellence, convinced the IIT Delhi senate to waive the requirement of a BE degree.

According to Paul, he was probably the first officer from the navy to get such an exemption. Later, the government decreed that the professional training received by former NDA officers was equivalent to a BE degree. Many bright navy officers benefitted from this move, which redefined the course of the Indian Navy.

But destiny had other plans for Paul.
Indiresan soon figured out that Paul’s aptitude was way above the ME curriculum. He suggested transferring Paul to a PhD programme. But, the big hurdle was to convince the higher-ups in the navy.

He wrote to the then vice-chief of naval staff, vice-admiral Krishnan to allow Paul to shift to a PhD programme instead of an ME. “The navy does not need scientists,” the vice-admiral wrote on the file, rejecting the proposal.

However, after a lot of persuasion, the navy relented on the condition that Paul would be given only two years — the duration of the ME course — to finish his research work. By the time Indiresan got all the approvals, only 18 months were left for the research work, but in yet another show of brilliance, Paul completed it within that time frame. Under normal circumstances, it would have taken at least four years to complete a PhD.

Years later, Paul’s wife Nirmala remembers meeting some of his IIT Delhi professors. “We used to hide from this guy [Paul] because he would have read two chapters ahead of what we were teaching. We used to keep our fingers crossed that he doesn’t start asking questions,” they told her.

At IIT Delhi, Paul had the opportunity to meet professor Thomas Kailath, another mentor and later a colleague at Stanford University, who visited the campus to teach filtering theory, which eventually became Paul’s research area. Kailath was so impressed by Paul’s thesis on non-linear and linear filtering that he invited him to Stanford University to deliver lectures.

The PhD flagged off Paul’s amazing and diverse achievements in the field.

A submarine attack opens up new horizons
As they say, things happen for a reason. Joining the Indian Navy had turned out to be a boon in disguise for Paul.

After finishing his PhD research, Paul returned to the navy in 1971. His thesis work was still pending, and he wanted to stay at IIT Delhi for another year to finish it, but the navy was planning a sea duty for him. On Paul’s request, the navy agreed and posted him at Navy Headquarters in Delhi. He had a busy routine — a day job at the Navy Headquarters and nights at the IIT Delhi library writing his thesis.

But destiny had other plans.
In December 1971, the Indo-Pak war broke out. The Indian Navy frigate, INS Khukri, fitted with a prototype of the Sonar 170B modified by Bhabha Atomic Research Centre (BARC), was on a combat-patrol mission when it was sunk in a torpedo action. The sonar was unable to detect the enemy submarine and India lost over 200 brave soldiers, many of whom Paul knew.

In an official navy history record, Paul reminisces that the morning after the sinking of INS Khukri, commodore Chatterjee, who was director of the electrical engineering department at Navy Headquarters, asked him if he knew anything about Sonars. “I don't remember what I told him, but later that afternoon, I accompanied him to Bombay,” Paul recalls.

Chatterjee recommended Paul to lead the Sonar 170B project to improve its performance. Paul noticed some shortcomings in BARC’s approach and proposed to develop an alternative receiver technology using advanced signal processing. The navy also agreed to his request to allow him to work on the project at IIT Delhi.

After some initial hiccups, Paul and his team developed a new technology for Sonar 170B within three months. After extensive trials, the navy approved the new model for deployment in its fleet. Alongside, Paul finished writing his PhD thesis and submitted it around the middle of 1973.

In 1974, Paul received the Vishisht Seva Medal for “distinguished service of a high order” for successfully leading the project to improve the performance of sonar 170B.

A specialist in anti-submarine warfare, the former chief of naval staff, retired admiral Vishnu Bhagwat, collaborated with Paul on sonar-technology development.

He vividly remembers that when he requested Paul to fund higher studies of a couple of brilliant navy officers several years later, he immediately agreed. “I wanted to build an army of mini-Paulrajs across the Indian Navy,” he says.

Admiral Bhagwat is well-known for his support for greater indigenisation of the Indian Navy’s technology base. Emphasising the importance of having in-house technology experts, he adds, “If the opponent is technologically so ahead that you can’t take it on, that’s a threat.”

On his part, Paul says, “I admire and share admiral Bhagwat’s lifelong quest for greater and authentic indigenisation of the Indian Navy’s technology base.”

APSOH: inexperienced team, limited resources, so what?
After the sonar project, Paul went for a research fellowship programme on signal-processing algorithms at Loughborough University, UK, in 1974. The navy used to send Paul on many such programmes when he was not involved in any major project. ”When they didn’t know what to do with him, they sent him off,” says Nirmala Paulraj jokingly.

Paul spent a year and a half at Loughborough University and on orders from the Naval Headquarters, he visited some sonar manufacturers in the UK and France at the end of the programme to assess the design and performance of the new panoramic sonars.

On his return, Paul approached senior navy officers with a proposal to develop indigenous next-generation panoramic fleet sonar. Initially, the navy was reluctant, but given the remarkable success of the Sonar 170B project, he was given the green signal. This time, the project was much bigger and more complex.

The navy assigned Paul to DRDO’s Naval Physical and Oceanographic Lab (NPOL) in Cochin in 1976 to lead the development of this new sonar. The project was codenamed APSOH (advanced panoramic sonar hull-mounted).

At first, NPOL didn’t involve Paul in the panoramic sonar project it was already working on. Paul recalls that the poor history of relations between service officers and the R&D community could have been the reason for this.

NPOL had ordered a computer from the US, and it arrived damaged. While at Loughborough University, Paul built a minicomputer by himself and wrote an assembly code for its operating system. He wrote a new boot code for the damaged computer and fixed it. This did the trick, and he was involved in the sonar-project team, which he eventually led and delivered successfully. The project took seven years to complete.

According to Paul, APSOH was the biggest military electronics project in India at that time and one of the biggest indigenous technology commitments from Indian defence services. Improved variations of APSOH are still deployed in the navy’s warships.

In the official navy history, Paul recorded his thoughts on APSOH in retrospect: “Now that I lead aspects of wireless technology at a worldwide level, I have a better understanding of the technology development process in the developed countries. I sometimes compare APSOH with other achievements I see in my new field. I am always amazed as to how such an inexperienced team, with such few resources, pulled off this major project in such a short period. APSOH was an impossible dream that came true for many of us.”

In 1984, Paul received Ati Vishisht Seva Medal for “distinguished service of an exceptional order” for the development and commissioning of APSOH.

Undying ESPRIT
After the APSOH project was completed, the navy rewarded Paul with a two-year fully sponsored sabbatical anywhere in the world to explore new areas. Paul requested professor Kailath to let him join his group at Stanford University. Initially, Kailath declined, saying that he may not be a good fit, as he was more of a practical engineer, and his group worked more on theoretical concepts. But later, on Paul’s persistence, he allowed him to join as visiting faculty. In 1983, Paul moved to Stanford along with his family.

Kailath’s group was working on the estimation of direction-of-arrival (DOA) of multiple signals using antenna arrays. Paul had worked on DOA estimation of a single signal during the APSOH project. The problem at Stanford involved multiple signals, and Paul developed a new approach to solve the DOA problem through an algorithm called ESPRIT (Estimation of Signal Parameters via Rotational Invariance Technique). His hands-on experience of working on sonar projects, combined with an advanced mathematical approach, resulted in a revolutionary solution.

ESPRIT is a topic still taught in universities. Professor Helmut Bolcskei, chair of the Mathematical Information Sciences at ETH, Zurich, says, “ESPRIT is not often mentioned, but it’s a famous invention. I still teach it to my students. It is such an elegant algorithm.”

In 1986, Paul returned to India and founded the Centre for Artificial Intelligence and Robotics in Bengaluru. Briefly thereafter, DRDO proposed his name to lead India’s ambitious light combat aircraft (LCA) project. But, given his past experience with bureaucratic bottlenecks, Paul proposed a different operating structure for the efficient management of the LCA project, which was eventually stalled.

He was later deputed as chief scientist at Bharat Electronics (BEL), where he started two central research labs. During this time, he also built another lab, the Centre for Development of Advanced Computing, in Bengaluru.

That was when Paul started to think about moving to an academic career. But changing course at the age of 46 and his service background posed challenges.

Hinting at how politics within organisations and bureaucracy impacted him, Nirmala Paulraj says, “Stress was never from work. Stress was always from people causing problems.”

Retired admiral RH Tahiliani, former chief of the naval staff in one of the official navy histories, has shared his disappointment with the circumstances that led to Paul’s decision to move to the US: “His departure for Stanford University was a major loss for our country and the circumstances that led to his move may explain why we have so few Nobel laureates from India.”

MIMO’s link with rain and a haircut
In 1991, Paul took early retirement from the navy and approached Kailath again for a post-doc position at Stanford. Kailath offered him a research associate position at Stanford for the interim.

While many were disappointed about him leaving the country, Paul, with his characteristic optimism, always looked at the positives. At the Marconi Prize event, he said, “Coming to Stanford was one of the most fortunate breaks in my life. I am very grateful for the opportunity.”

At Stanford, renowned math professor Gene Golub was working on a project for the US Air Force to intercept and separate interfering signals arriving from different directions. He involved Paul in this project.

Paul built a prototype to analyse and understand the signals in the real world instead of using software-based simulators. Using cordless phones as different signal sources and a base station with multiple antennas to receive signals, he experimented with a range of signal-separating algorithms. The system was able to parse the signals effectively when the phones were far apart, but failed when they were too close.

And then it started raining.
The team moved the set-up indoors and to its surprise, the system was capable of separating the signals even when the phones were just next to each other. Paul started to think of the logical explanation behind this. It didn’t take him long to figure out that it was the multiple-path propagation of signals that bounced from the walls and arrived at a different angle at the base station (despite the phones being next to each other) that helped the receiver separate them. Though this finding didn’t help in cracking the US Air Force problem, it planted the seed for the invention of MIMO.

One day, as he was thinking about this interesting finding while having a haircut, a Eureka moment happened: What if he put two antennas on the transmitter and use two antennas on the receiver side and send two data streams on the same frequency channel? Wouldn’t the data rate be doubled?

Thus, MIMO was born.
Recalling the incident in one of his interviews, Paul, with characteristic humility, said, “It was rain and some good fortune that led to MIMO’s invention.”

Later, he did some mathematical calculations and figured out that by having multiple antennas (say, n) on each side of the radio link, the capacity of the link could be increased n times without any additional power.

Although companies and investors back then were sceptical about the idea, Paul would go on to have the last laugh and successfully demonstrated MIMO’s feasibility when he founded his first company Iospan Wireless.

Paul explains MIMO thus: “MIMO multiplied the link speed of wireless networks manifold and also improved their range and reliability. MIMO’s speed-up is 4x in most current deployments, with options for 8x. Today’s pervasive 4G-5G mobile and Wi-Fi networks would be impossible without MIMO.”

MIMO-powered wireless networks enable 6.5 billion smartphone users to access the Internet, as well as connect billions of IoT devices. Industry groups estimate the global economic value of wireless networks in 2021 to be around USD7.8 trillion.

“MIMO was a gamechanger for wireless communications. It was what enabled high-speed, high-reliability wireless communications, not only in cellular but also in Wi-Fi,” says Andrea Goldsmith, dean at the School of Engineering and Applied Science at Princeton University, US.

Goldsmith is among the most influential electrical engineering professors in the US. She serves on many of the nation’s advisory positions, including the Presidential Committee on Science and Technology, and is on the board of several companies, including Intel, Medtronic, and Crown Castle. She and Paul were colleagues at Stanford for more than two decades.

It was September 6, 1994, exactly 29 years ago, when the United States Patent and Trademark Office granted the patent for MIMO’s invention to Paul, with Thomas Kailath as co-inventor.

A rare combination
While Paul’s strength in theoretical aspects was nurtured by his mentor, professor Kailath, at Stanford University, his inclination towards developing solutions and applications comes from professor Indiresan, his mentor at IIT Delhi.

Admiral Bhagwat aptly captures this unique combination when he says, “He has this unique ability to carry a concept into mathematical formulations, and then convert it into an experimental project, and convert that project with the technology and the materials available to have the best-in-class product.”

Soundararajan echoes the thought, “He is that rare genius who is not only a scientist, but a visionary and a leader in the true sense of the term.”

Professor Bolcskei of ETH, Zurich, agrees. “He’s an absolutely impressive systems engineer. He combines that with a deep mastery of physics and mathematics. These three things together make him a singular figure … which for a scientist is very rare. That singles him out.”

Bolcskei, well known for his contributions to the theory of MIMO communications and deep neural networks, was a post-doctoral researcher with Paul’s group at Stanford in the late 1990s. “I have watched with pride his contributions at the highest levels to the theoretical foundations of signal processing,” says Paul about Bolcskei.

Bolcskei says he tries to adopt Paul’s constructive mindset — one that is only interested in substance. “If something goes wrong, he will just say, ‘How can we move forward?’ There will never be a clean-up, or trying to know who was responsible. He cares about people. He understands that people are who they are, and we all make mistakes.”

The sentiment is echoed by Aruna Sundararajan, former telecom secretary, Department of Telecom, and chairperson of the Digital Communications Commission. “For him, only the cause matters. He doesn’t look at personalities, he doesn’t look at personal setbacks. He is like Arjuna, who only sees his target,” she says.

“The IAS cadre has produced several outstanding officers, but Aruna Sundararajan stands out even within this elite club. Her intelligence, dedication, and judgement while leading tech-heavy departments have served India very well,” Paul says about her capabilities.

For Paul, it is the collective, and not the individual, that matters. It’s never about him. “He's incredibly humble. He’s also incredibly generous. He spends a lot of his time promoting other people, promoting students, and promoting colleagues.” says Goldsmith. “As a scientist, what differentiates him is his vision and depth of knowledge. There are very few people that span such a broad range of experiences.”

At the felicitation ceremony of the Marconi Prize, professor John Cioffi, the inventor of DSL technology and a colleague of Paul at Stanford, said, “Paul’s technical capability is almost unparalleled. Such people are pretty rare.”

Nirmala Paulraj puts across Paul’s brilliance in a different way, “I used to be a quiz champion. But now, I don’t even Google, I just ask Paulraj and the answer is there. My Google is Paulraj.”

Given all the interactions I have had with Paul, I can say with certainty that he has an aura that none can miss.

Honours and accolades
In all, 265 patents are registered with the US Patent and Trademark Office that have Paul’s name as the inventor or co-inventor. Besides, he has won a host of awards in India and abroad.

While the list is long, here are some of the most prestigious awards and honours that he has received:

National Inventors Hall of Fame, 2018: Paul was inducted into the US Patent and Trademark Office National Inventors Hall of Fame for the invention of MIMO. Over the past 50 years, 624 scientists have made it to the list. They include Thomas Alva Edison, Guglielmo Marconi, Alexander Graham Bell, Claude Shannon, Nikola Tesla, the Wright Brothers, and Steve Jobs.
Marconi Fellow, 2014: Again, the invention of MIMO fetched Paul this award, considered the Nobel Prize equivalent for technology pioneers. There are 56 Marconi fellows globally, including Martin Cooper, for inventing the handheld mobile phone; Vinton G Cerf, and Robert Kahn, known as fathers of the Internet, for designing TCP/IP protocols; Tim Berners-Lee, for inventing the World Wide Web; John Cioffi, for inventing DSL; professor Yash Pal, for applying modern communications technology to meet the needs of Indian villagers; and Lawrence Page and Sergey Brin for founding Google.
IEEE Alexander Graham Bell Medal, 2011: Awarded for exceptional contribution to communications and networking sciences and engineering, Paul received this prize for the application of MIMO in wireless communication systems. There are 55 recipients of this award globally.
Padma Bhushan, 2010: Paul received India’s third-highest national award for his contributions to the Indian Navy.

“In telecom, there are two top recognitions — the IEEE Alexander Graham Bell Medal, which has a bias towards theoretical contributions, and the Marconi Prize, which honours contributions that convert breakthrough ideas into products benefiting billions of people. I am incredibly honoured to have won both,” Paul said during his address at the Marconi Prize felicitation event.

The family man
While juggling between the sonar 170B project and completing his PhD thesis, Paul got married in February 1973 to Nirmala. Earlier this year, they celebrated their 50 years of togetherness. According to Paul, his wife has always been his biggest support. “It has been 50 years of married life and Nimi has persevered in supporting the family through life’s inevitable challenges,” says Paul.

They are blessed with two daughters. Mallika, who is into environmental sciences, graduated from Stanford and later studied at LSE, London. Nirupa, who studied medicine at Manipal, and is a physician in Las Vegas.

Paul always wanted both his daughters to explore technical careers and study at Stanford, but now his only hope is from the grandchildren, who Nirmala Paulraj says hide whenever he brings up this discussion.

Nirmala Paulraj says senior officers from the armed services would often tell her, “You have to be the one to make the sacrifice to allow him to achieve his potential.” Now, with great pride, she says, “I feel I have done that.”

Though on a lighter note, Nirmala says, “Behind every successful man, there is a disgruntled wife.” But given the way things have worked out for Paul, she adds that she is very happy and proud to be the disgruntled one.

Commenting about his reserved nature, his brother, colonel Arul Raj, says, “When we all get together, we crack jokes and pull each other’s leg. He is quiet and more philosophical. But that is his nature.”

Arul is India’s foremost military painter. His war paintings adorn many iconic locations – the Rashtrapati Bhawan, Service Headquarters, and military museums and offices. The new National War Memorial in Delhi has six large bas-relief bronze murals of war scenes, which all are based on his paintings.

Commending the legendary talents of his younger brother, Paul says, “He is the pride of our family. And we all love him.”

His heart still beats for India
“I’m not ready to stop work yet. My biggest challenge is finding time for all the things I want to do,” Paul said when he received the Marconi Prize in 2014. About a decade later, he still feels the same.

About to be an octogenarian in a few months, Paul continues to work for the betterment of India. ”I wish I was younger because there is so much to do.”

Commenting on Paul’s love for his country of origin, admiral Bhagwat says, “He is a patriot of high order … a national treasure.”

Paul has articulated an ambitious vision for India and shared it with the Indian government at the prime-ministerial level. He strongly believes that India has the potential and resources to build an ecosystem of world-class universities that will help brilliant scientists and engineers to stay in the country and innovate.

Colonel Arul Raj adds that Paul “has this great dream to see this country [India] come up”.

Paul was the chair of the steering committee of the High-Level Forum for 5G in India, which played an instrumental role in the country’s 5G journey.

He is also on the advisory committee of India Semiconductor Mission, chairing the Fabless Chip Design segment.

Paul identifies semiconductors, aerospace particularly commercial jets, new-molecule pharmaceuticals, advanced instrumentation, and biotechnology as the core areas on which India should focus. He strongly believes that academia, industry, and the government need to work together to make this happen. On this, Soundararajan says, “He knows exactly where each capability is available. He knows the strengths and weaknesses of Indian academia. He knows the strengths and weaknesses of Indian industry. He knows how our policy environment is structured.”

Paul is clued on to developments on the ground. He travels to India almost every other month. He interacts with professors, students, top industry executives, government officials, and policy makers. He wants the government to find ways to target just 5% of the global value chain. That, he says, will be enough to serve as the launchpad for further progress.

“My dream for India is to one day become a leader in innovation-driven advanced-technology industries,” says Paul. He wants it to be a nation with research universities that contribute to human advancement at the highest levels. “An India that rises to become an influential and respected nation – not just for its economic and technological progress, but also for its high values and the way it cares for the least of its citizens. A nation that is a beacon for peace, hope, and reconciliation for all humanity,” is how he sums up his vision.

To make this vision a reality, here’s his advice to the youth of the country: “Nothing worthwhile is ever easy. A worthwhile goal takes hard work, patience, and perseverance. Hard work comes more easily if we love what we do, and we usually acquire that if we are good at doing it. But finding what we are good at is also not easy. More likely, it comes from working hard at something worthwhile which slowly turns into the work we love. Once we find that, many things will fall into place.” He sums up by saying, ”Great people are just ordinary people with an extraordinary amount of determination.”

Paul is a living example of how hard work, perseverance, patience, and determination can lead one to the greatest heights. Given all the contributions that he has made to the country and to the world, it won’t be wrong to say that he is like an Einstein or Newton of today.

As the author of this profile, I feel honoured having met this living legend in person and it was an absolute pleasure to pen down his momentous contributions.

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AAPI

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