AAPI: October 2024

DELHI, October 2024

Index of this Newsletter

INDIA

INDIA & THE WORLD

21. New Education Policy: Could foreign education fever hit Indian universities?
22. FM Urges AIIB to Help Poor Nations Avail of Finances
23. Red tape to red carpet: How Rajasthan is attracting investors, nurturing innovation, boosting startups
24. Breaking Language Barriers: Anant National University’s multilingual ADEPT redefines inclusive Design Education
25. Parcel Delivery: Dept of Posts, Amazon collaborate for enhanced transmission, delivery of parcels across India

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DELHI, October 2024

NEWSLETTER, October 2024

INDIA

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

1. Real estate is the powerhouse to transform India: Smart cities, affordable housing, advanced infra

ET Gov. 3 Oct. 2024

"The real estate sector is the provider of the crucial infrastructure that fuels the economic growth of the country.”

The seminar on ‘Make in India for Space and Geospatial Sector,’ was organized by the Geospatial World Chamber of Commerce at Hotel Taj Mansingh in New Delhi on October 1. The former CEO of Niti Aayog, who is currently serving as the G20 Sherpa, Amitabh Kant, was the Chief Guest at the seminar.

In his address, reflecting on the pivotal role that the geospatial sector can play in the country’s economic growth, Kant said, “India, currently the world’s 5th largest economy, is set to become the 3rd largest by overtaking Japan and Germany in the next two and a half years. To achieve our goal of a $30 trillion economy by 2047, significant breakthroughs in sectors like space and geospatial technology will be key drivers of growth."

Rahul Kapoor, Joint Secretary, Ministry of Housing and Urban Affairs, Government of India, was one of the speakers at the Seminar. He participated in an invigorating panel discussion on how geospatial technologies are leading to efficiency and transparency in the planning, construction and maintenance of infrastructure projects.

On the sidelines of the seminar, the author of this article had a conversation with Rahul Kapoor, who is currently serving as the Mission Director in the Smart Cities Mission (SCM), a flagship initiative of the Ministry of Housing and Urban Affairs, aimed at developing cities which deploy smart solutions and advanced infrastructure to create clean and sustainable environments where businesses can thrive and citizens can enjoy a decent quality of life.

The term “smart cities” sometimes creates the impression that these areas might end up becoming the exclusive zones for the wealthy and the upwardly mobile. How inclusive will the smart cities that the Government of India is developing be? Will people from the poor sections, the ones who are not digitally literate, thrive in the smart cities?

Rahul Kapoor, Joint Secretary, Ministry of Housing and Urban Affairs, Government of India

In response to these questions, Rahul Kapoor said, “The Smart City Mission is not focussed on creating bastions of high-tech living. In a smart city, technology is just an enabler for the development of efficient and inclusive systems and services. A city becomes smart when it has the infrastructure and the systems to meet the aspirations of all sections of society.”

“A smart city is basically a city where advanced infrastructure, digital technologies and nature-based solutions are used to address the critical challenges such as urban mobility, urban waste management, climate change and others,” he added. “The smart cities are not about catering to the needs of any particular class; they will meet the aspirations of all the people.”

When asked about the delays that some of the smart city projects in the country are reportedly facing, Rahul Kapoor said, “There are various causes for delays in some of the projects. These causes range from land acquisition issues, legal issues, clearances related issues, and others. During the period of covid pandemic, most projects were getting delayed and the smart city projects were also impacted to a certain extent.”

“But only a small percentage of the projects are facing these delays. Out of about 8000 smart city projects in the country, 7200 have been completed. By March 2025, we plan to complete most of the remaining smart city projects,” he noted.

On the question of what can be done to ensure that people belonging to the lower middle class and the poor class have access to affordable housing in the smart cities, Rahul Kapoor said that the effective implementation of Real Estate Regulation and Development Act-2016 is important.

“The objective of this act is to bring efficiency and transparency in the real estate market and protect the interests of the home buyers. This Act also makes it mandatory for the States and Union Territories to form their own regulator and frame the rules to govern the functioning of the regulator,” Rahul Kapoor said.

He also talked about the reforms that the government has undertaken to ensure that more houses become available on rent. “It is important for our cities to have a robust ecosystem for rental housing. At times houses in urban areas remain vacant because the owners are unwilling to rent them. With affordable rental housing, the poor and the middle class can be empowered and their quality of life can be improved.”

He mentioned that the Pradhan Mantri Awas Yojana-Urban (PMAY-U) 2.0 was approved by the Union Cabinet in August 2024. “The objective of PMAY-U is to provide financial support to the middle class as well as impoverished urban families for building, buying or renting reasonably priced urban homes,” he said.

“To be implemented in five years, the scheme has the target of constructing one crore affordable houses for urban poor and middle-class families in India,” he added.

The Housing and Urban Affairs Minister Hardeep Singh Puri has recently said that the real estate sector is expected to contribute 15% to India’s GDP and is likely to touch a market size of $1 trillion by 2030. He also said that to meet the urban needs of the country, about 25 million units of affordable housing will be required by 2030.

When asked about the contribution that the real estate sector can make in the country’s overall economic growth, Rahul Kapoor said that the real estate sector will play a decisive role. “This sector is already among the biggest job creators in the country. The real estate sector is the provider of the crucial infrastructure that fuels the economic growth of the country.”

2. India’s Moment has ArrIved: Tech CEOs

ET, 24 Sep. 2024

This is India’s moment and the country should seize it, Nvidia chief executive Jensen Huang said after a roundtable in New York between Prime Minister Narendra Modi and leading technology industry CEOs. Sundar Pichai, the CEO of Google and its parent Alphabet, said the Prime Minister has a clear vision of the opportunity that artificial intelligence will create, and is challenging top companies to do more in India.

Huang and Pichai were among 15 chief executives of companies specialising in AI, quantum computing, semiconductors and biotechnology who attended the meeting.

The roundtable was organised by the Massachusetts Institute of Technology School of Engineering. Others included Julie Sweet of Accenture, Shantanu Narayen of Adobe, Lisa Su of AMD and IBM’s Arvind Krishna.

The Prime Minister told the CEOs that India's policy is to promote “AI for All”, underpinned by the technology’s ethical and responsible use, the Ministry of External Affairs said in a news release. He reassured the industry leaders of India's strong commitment to protecting intellectual property and fostering a conducive environment for technology-led innovation and encouraged them to capitalise on India's growth trajectory, pointing to the nation's potential to become the third-largest economy globally.

“Had a fruitful roundtable with tech CEOs in New York, discussing aspects relating to technology, innovation and more. Also highlighted the strides made by India in this field. I am glad to see immense optimism towards India,” Modi wrote on microblogging site X. The meeting also explored opportunities in the Indian startup sector.

Speaking to TV channels after the meeting, Nvidia’s Huang pointed to India’s burgeoning startup ecosystem, huge tech talent and the power of AI that has “democratised computing”, and said this is a “great opportunity” for India to seize.

The AI chip maker, which along with Apple and Microsoft is one of the three most valuable companies in the world, is helping India gain access to some of its most advanced technologies, Huang said. "We're partnering with internet companies like Yotta to create latest generation supercomputers in India for all of the startups,” he said, adding: “This new generation of startups are all based on AI. In order to do so you have to have AI infrastructure."

The company is teaching professionals and students how to upskill into the new world of AI, and is looking “forward to partnering with India in a very deep way”, he said.

Google, Pichai said, has been “robustly investing” in AI in India. “We look forward to doing more with several partnerships and programmes with MeitY (Ministry of Electronics and IT) and the agriculture and health ministries, the central and state governments, and we look forward to doing more in India," he said.

The other CEOs who attended the meeting were Chris Viehbacher of Biogen Inc, Chris Boerner of Bristol Myers Squibb, David A Ricks of Eli Lilly & Co; Enrique Lores of HP Inc, Tim Archer of LAM Research, Noubar Afeyan of Moderna, Hans Vestberg of Verizon, Thomas Caulfield of GlobalFoundries and Martin Schroeter of Kyndryl.

The CEOs participated in a deep dive with the Prime Minister on the evolving technology landscape at a global level and how these cutting-edge technologies are contributing to the wellbeing of people around the world including in India, the ministry’s statement said. They touched upon how technology is being leveraged for innovations, which have the potential to revolutionise the global economy and human development.

Pichai said the PM is thinking of how AI can transform India in a way that benefits the people of the country.

“He challenged us to think about applications in healthcare, education and agriculture, and he's also thinking about infrastructure of India, be it data centres, power, or energy, and investing in India so that India can transition," the Google CEO said after the meeting.

"The Prime Minister has been focussed on transforming India with his digital India vision. He pushed us to continue making in India, designing in India. We're proud to make our Pixel phones manufactured in India,” he said.

MIT professor Anantha Chandrakasan, who chaired the session with the CEOs, affirmed MIT's ongoing commitment to using technology for global good and advancing collaboration between the US and India in critical technology sectors.

3. Vadhvan poised to become largest all-weather deep-water port with a capacity of 298 MMTPA: Sonowal

ET Gov. 27 Sep. 2024

Union Minister of Ports, Shipping and Waterways Sarbananda Sonowal on Wednesday presented an extensive overview of the significant milestones achieved by the ministry during the first 100 days of the current government.

Sonowal briefed the media in New Delhi with the aim of showcasing the ministry's contributions toward transforming India's maritime sector and aligning with the vision of Maritime India Vision 2030 and Maritime Amritkaal Vision 2047.

Stating that under the unwavering guidance of Prime Minister Narendra Modi, whose vision of 'Ports for Prosperity and Ports for Progress' has become the cornerstone of India's maritime transformation, Sonowal highlighted that PM Modi's focus on holistic development and his mantra of 'Transformation through Transportation' are leading to a complete overhaul of India's maritime landscape.

"Prime Minister Narendra Modi Ji's focus on holistic development and his mantra of 'Transformation through Transportation' are creating a paradigm shift in India's maritime sector. This Government's commitment to strengthening maritime infrastructure is paving the way for unprecedented economic growth and generating significant employment opportunities across the country. Waterways are becoming the new highways of India." he added

Sonowal further elaborated on the major initiatives taken by the Ministry under the guidance of PM Modi, highlighting that these are geared toward enhancing port infrastructure, improving ease of doing business, promoting sustainability, and creating employment opportunities.

"After 25 years since the establishment of Kamarajar Port, the addition of Vadhvan Port marks a significant milestone in India's maritime journey, alongside the recent notification of Galathea Bay as a major port. In the next five years, MoPSW projects container handling to reach an impressive 40 million TEUs, creating 2 million job opportunities across the country. JNPA alone will scale up its handling capacity from the current 6.6 million TEUs to 10 million."he said

"Recognizing the strategic importance of shipbuilding and ship repair, the Ministry is developing dedicated clusters in Maharashtra, Kerala, Andhra Pradesh, Odisha, and Gujarat. We are also allocating more than 3,900 acres in Kandla and VOC Port for the development of hydrogen manufacturing hubs, positioning India as a leader in clean energy" Union Minister added

"We are eagerly looking forward to the upcoming 'Sagarmanthan: The Great Ocean Conference,' which will be held in Mumbai this November, further emphasizing focus on ocean sustainability and blue economy growth," he said.

He presented the ministry's accomplishments, focusing on flagship projects that will enhance India's maritime capabilities and contribute to overall sector development.

He underscored the foundation of Vadhvan Port, India's first major port project of the 21st century, poised to become one of the largest all-weather deep-water ports with a capacity of 298 MMTPA.

This mega port is expected to create 1.2 million employment opportunities and place an Indian port among the top 10 container ports globally, significantly improving international shipping connectivity and reducing transit times and costs" he added

Another key project highlighted was the Tuticorin International Container Terminal on the East Coast, which will serve as a major transshipment hub, saving up to USD 200 per container and providing an estimated annual foreign exchange savings of USD 4 million.

The Ease of Doing Business Initiatives introduced several reforms, including the establishment of the Indian Maritime Centre (IMC) to foster policy and operational synergy, the Indian International Maritime Dispute Resolution Centre (IIMDRC) to streamline maritime dispute resolutions, and the Sagar Aankalan Guidelines to benchmark port performance, enhancing global competitiveness. Additionally, the commencement of operations at Cochin Shipyard's International Ship Repair Facility (ISRF), equipped with state-of-the-art ship lifts and workstations, positions India as a global leader in the ship repair market.

The Ministry also successfully executed a landmark Deendayal Port Encroachment Drive, reclaiming 200 acres of encroached land for port-led industrial development. The performance of major ports has improved, with traffic increasing by 4.87% in 2024, and Visakhapatnam Port ranking among the top 20 in the World Bank's Container Port Performance Index. As part of Greening Initiatives, the Ministry launched the Green Tug Transition Programme and allocated land for green hydrogen projects at Deendayal Port. In cruise tourism, the International Cruise Terminal at Visakhapatnam was operationalized, boosting both domestic and international maritime tourism prospects.

The Secretary of the Ministry of Ports, Shipping, and Waterways, T.K. Ramachandran, provided a comprehensive overview of the Ministry's strategic initiatives. He highlighted key reforms aimed at strengthening maritime infrastructure, driving investment, and enhancing ease of doing business.

"In the first 100 days of this Government, the Ministry has taken bold steps to implement key reforms, such as the establishment of the Indian Maritime Centre and the Indian International Maritime Dispute Resolution Centre, both of which will bolster India's standing as a global leader in maritime infrastructure and logistics. We are on track to achieve the ambitious goals of the Maritime India Vision 2030 and Maritime Amritkaal Vision 2047, which focus on sustainable growth, enhanced connectivity, and improving the ease of doing business", mentioned TK Ramachandran, Secretary, MoPSW

Discussions from the 20th Maritime State Development Council Meeting held in September 2024, where the development of mega shipbuilding parks across various states was a focal point was mentioned.

Additionally, MoPSW's sanctioning of the Upgradation of Nagapattinam Port Infrastructure project in August 2024 was noted, which aims to launch a passenger ferry service between Nagapattinam (India) and Kankesanthurai (Sri Lanka), enhancing regional connectivity, trade, tourism, and economic opportunities.

Sonowal, outlined the Ministry's upcoming priorities aimed at further enhancing India's maritime sector. Key initiatives include the commencement of work on the International Container Transshipment Port (ICTP) at Galathea Bay, Great Nicobar Island, which will serve as a major transshipment hub. To strengthen India's self-reliance in shipbuilding, the Shipbuilding Financial Assistance Policy will be expanded, along with the establishment of a Maritime Development Fund to boost domestic ship ownership. The Ministry is also set to enhance operational efficiency through digitalization with the EBS portal (Port Operating System), which will go live at five major ports, reducing logistics costs and streamlining operations.

The notification of the Merchant Shipping Bill, incorporating international best practices for vessel safety, marine pollution, and maritime liabilities, was also mentioned, alongside the Coastal Shipping Bill, which seeks to foster a competitive coastal shipping environment, reduce transportation costs, promote Indian vessels, and integrate maritime transport with inland waterways.

On the sustainability front, the Harit Nauka scheme will promote the transition to green fuels for inland vessels, and hydrogen-powered vessels will be manufactured at Cochin Shipyard. Additionally, the Cruise India Mission will be launched to position India as a premier cruising destination, with the operationalization of the Mormugao Port cruise terminal in Goa to accommodate growing domestic and international cruise tourism.

"As we continue our journey under the visionary leadership of Prime Minister Narendra Modi Ji, we remain committed to transforming India's maritime sector. With our focus on enhancing infrastructure, ease of doing business, and sustainability, we are driving the country toward becoming a global maritime powerhouse", added Sonowal.

The Ministry of Ports, Shipping & Waterways is resolutely focused on achieving the goals set forth under the Maritime India Vision 2030. The efforts are directed toward ensuring sustainable growth, fostering innovation, and creating employment opportunities that will drive India's maritime sector to global prominence.

4. 5-yr Cruise Bharat Mission Unveiled

ET, 1 Oct. 2024

The company’s sales and profits have been plummeting. Dealers stuck with parking lots filled with unsold cars are publicly criticising Stellantis and its CEO in unusually harsh terms. And the union that represents its US factory workers is threatening to go on strike at several plants.

Stellantis, an automotive colossus that owns more than a dozen brands including Chrysler, Fiat, Jeep and Peugeot, is facing challenges at seemingly every turn.

The problems are raising questions about the future of CEO Carlos Tavares. Last week, Stellantis said it was evaluating who should lead the company when his contract expires in 2026. Tavares could remain CEO, Stellantis said, but the statement was hardly a vote of confidence.

Angry dealers

In 2021, PSA merged with Fiat Chrysler, and the combined company adopted the name Stellantis. While the company is based in Amsterdam, its US operations accounted for more than half of Stellantis’s profits in the first six months of 2024.

And the problems are deep, analysts say. According to market research firm Cox Automotive, Jeep and other Stellantis brands raised prices more than other automakers did in recent years and waited longer to offer discounts when demand slowed, making these cars unpalatable to buyers.

Dodge dealers have, on average, 149 days of supply on lots, almost twice the industry average. And dealers are blaming Tavares for this problem. “Reckless short-term decision-making to secure record profits in 2023 has had devastating, yet entirely predictable, consequences in the US,” the Stellantis National D e a ler C ou nci l , wh ich represents the company’s independent car dealers, wrote in a letter to Tavares.

‘You created this problem’

They said Tavares’s decisions favoured short-term profits and helped him qualify for a 50 per cent pay raise last year, earning nearly $40 million. “You created this problem,” they wrote in an unusually direct rebuke.

Stellantis declined to make Tavares available for an interview.

The president of the United Auto Workers, Shawn Fain, has been just as strident in his criticism , accusi ng Tava res of backpedalling on promises to revive operations at a shuttered factory in Illinois, and of planning to move production of the Dodge Durango from Detroit to Canada.

“Either we allow an out-ofcontrol CEO and his billionaire backers who have enjoyed years of record profits to close plant after plant and continue destroying our country,” Fain told union members recently. “Or we stand up.”

The company denied that it was violating any commitments to the UAW and said it had not confirmed plans to move Durango production.

No way forward

The problems at Stellantis also raise doubts about the series of acquisitions during the last decade that made it the fourth-largest carmaker after Toyota, Volkswagen and Hyundai-Kia.

The deal making led by Tavares was supposed to allow the company’s car brands to share the costs of developing new technology and save money by using common components. Those benefits hav enotmate rialised as much as the company hoped, analysts said. (The company disagreed, saying in a statement that combining the automakers had saved $8 billion since 2019.).

5. UP Tourism to focus on spiritual, wellness & heritage to attract domestic, global tourists: Director Prakhar Mishra

ET Gov. 2 Oct. 2024

The Uttar Pradesh tourism department is positioning the state as a global hub for not only religious tourism but also spiritual, wellness and heritage tourism. Prakhar Mishra, Director, UP Tourism, in conversation with ETGovernment’s Arpit Gupta, sheds light on the Uttar Pradesh government's broader strategy to elevate the state’s global standing and attract international tourists, particularly from Buddhist and Hindu communities worldwide.

Edited excerpts:

Which destinations in Uttar Pradesh have experienced the most significant growth in tourist footfall this year, and what factors do you attribute to their success?

Uttar Pradesh is a home to key sites central to Hinduism and Buddhism. The state has been leveraging its rich cultural heritage and religious significance to expand its tourism outreach. With destinations like Varanasi, Ayodhya, and Prayagraj already drawing millions of visitors for religious importance, the tourism department is focusing on providing a deeper, more holistic experience that combines spiritual enlightenment with wellness and cultural immersion.

Varanasi is now a prime destination for international visitors, many of whom come specifically to witness the ancient traditions and spiritual atmosphere of the city. The government is building a momentum to position Uttar Pradesh as a centre for spiritual and wellness tourism.

What strategies is UP Tourism employing to position the state as a global tourism destination and attract more overseas visitors?

Uttar Pradesh holds significant importance in the life of Lord Buddha, with key locations like Sarnath, Shravasti, and Kushinagar marking major milestones in his journey. Recognizing this, the tourism department has intensified focus on developing the Buddhist circuit, aiming to attract the global Buddhist community of over 49 crore people.

We are promoting the Buddhist circuit in Southeast Asian countries, such as Vietnam, Malaysia, and Japan, which have large Buddhist populations. Familiarization trips for tour operators from these regions have already been organized. We are participating in international travel marts to highlight the deep connection that Uttar Pradesh shares with Buddhism.

Major sites in Uttar Pradesh, such as Sarnath, where Lord Buddha gave his first sermon, and Kushinagar, where he attained ‘Mahaparinirvana’, are central to the department’s Buddhist tourism strategy. These sites are being developed with modern amenities, better accessibility, and a focus on improving the visitor experience.

The state government aims to attract 80 crore visitors by 2028. How do you plan to achieve this ambitious target?

Uttar Pradesh boasts of some of the most significant religious sites, including Varanasi, Ayodhya, Mathura, and Prayagraj, and with over a billion Hindus worldwide, the state government is aiming to make these destinations must-visit spots for religious and spiritual journeys.

Varanasi has long been a focal point for religious tourism, but with the massive infrastructural upgrades at Ayodhya, and the revamped Kashi Vishwanath Corridor, we are working to ensure that these cities offer not just religious visits but complete spiritual experiences.

The department’s strategy included continuous branding and promotion of these destinations, ensuring global awareness. “Infrastructure improvements, such as better connectivity, improved visitor facilities, and new attractions, are key to attracting more international visitors. Ayodhya has undergone significant changes and is preparing for a larger influx of tourists in the coming years.

In addition to religious tourism, how is the government promoting the forts and cultural heritage of the Bundelkhand region and other destinations to position Uttar Pradesh as a centre for spiritual and wellness tourism?

In addition to religious tourism, Uttar Pradesh is enhancing its heritage and wellness tourism offerings. The state is home to numerous forts, palaces, and ancient monuments, many of which are being redeveloped as heritage hotels in collaboration with private sector partners. In Bundelkhand, Kalinjar Fort, Jhansi Fort, and other sites are being restored and marketed as prime destinations for heritage and wellness tourism.

We are working with private investors and hoteliers to restore heritage properties and turn them into world-class tourist attractions. This not only preserves our history but also creates new avenues for tourism, especially in regions like Bundelkhand. Uttar Pradesh’s wellness tourism initiatives are centered around its pristine natural landscapes and serene environments.

The UP government’s plans include the development of wellness resorts and eco-tourism projects, offering tourists a unique blend of spiritual healing and natural beauty.

How is the government encouraging collaboration between public and private sectors to enhance tourism infrastructure? What are the policy highlights to attract investment into the tourism infrastructure in UP?

The Uttar Pradesh Tourism Policy, 2022, offers significant incentives for private sector investment, with subsidies of 25-30% on tourism infrastructure projects.

The initiatives have already attracted over 900 projects worth Rs 36,000 crore, focusing on accommodation, hospitality, and other tourism-related infrastructure. The government is fostering partnerships with hotel associations, research institutions, and international hospitality groups to enhance tourist experiences. This includes promoting heritage, wellness, and adventure tourism, especially in lesser-known-regions like Bundelkhand and other ecotourism hotspots.

As the Director of UP Tourism, what message would you like to convey to the social media influencers, travel bloggers, and digital content creators in promoting Uttar Pradesh’s diverse tourist circuits?

To ensure global visibility, the tourism department has ramped up its digital outreach. Collaborations with social media influencers, travel bloggers, and digital content creators have become central to the department’s marketing strategy. Bloggers with significant followings are being invited to promote Uttar Pradesh’s diverse tourist circuits, and digital campaigns are targeting both domestic and international audiences. We are continuously engaging with digital media influencers to create authentic and appealing content that showcases the beauty, spirituality, and cultural richness of the state.

- Agriculture, Fishing and Rural Development

6. Former techie takes paddy farming to next level in Kerala

New Indian Express, 2 Oct. 2024

ALAPPUZHA: In 2018, Sameer P quit his job as IT manager in Saudi Arabia’s Jeddah to live with family in his hometown Mannar in Alappuzha.

When his family faced financial issues, Sameer went to Chennai and launched an IT startup. However, Covid hit and his business tanked. Sameer then took up electrical works and petty contracts under government projects, including CCTV camera installation in Mittayi Theruvu in Kozhikode.

“We also prepared rice powder for ‘puttu’ and appam and got orders from Gulf countries. I sold them under my ‘Gramam’, he says.

While Uma and Jyothi varieties give higher yield, cultivating them is profitable only if the yield is around 2000kg an acre, says Sameer.

“However, vagaries of nature play a major role in production. High heat during flowering time will reduce production. If the conditions are favourable, one acre will give yield upto 2,500kg and generate good profit for farmers,” he says.

400KG YIELD LAST SEASON

In 2020, he received a small contract to construct a motor base in Kuttanad. While the construction was going on, Sameer came to know about around 20 acres of barren paddy land nearby. It inspired him to begin paddy cultivation. Now, he is cultivating paddy on 670 acres in Mannar, Chennithala and different parts of Cherthala taluk in Alappuzha. Last season, he carried out pokkali paddy farming and got a yield of around 400kg which he sold for Rs 100 per kg

7. United Arab Emirates wishes to set up food processing facilities in India and approximately USD 2 billion is the initial commitment

ANI, 9 Oct. 2024

MUMBAI: United Arab Emirates wishes to set up food processing facilities in India and approximately USD 2 billion is the initial commitment it has made towards it, Commerce Minister Piyush Goyal said on Monday, briefing reporters on the '12th Meeting of India-UAE High-level Task Force on Investments'.

Goyal said that the USD 2 billion food park investment will happen in the next two to two-and-a-half years.

"It has been under discussion for a very long time that UAE would like to invest in setting up food processing facilities in India to enable the availability of high-quality products suitable to the UAE taste in India using Indian farmers' products and to be sold in the UAE," Goyal told reporters.

The Joint Task Force was established in 2013 to promote trade, investment, and economic ties between India and the UAE.

"Approximately USD 2 billion is the initial commitment that UAE has made to invest in the food processing industry and the food park logistics that will be required to move the material to the Gulf, to UAE particularly," he said.

"We have agreed to set up a small working group between the central government, the state governments involved, and the UAE to take forward this establishment of the food corridor between the two countries on a mission mode basis."

During the high-level meeting, Goyal said both countries discussed several emerging sectors like data centers and artificial intelligence, co-investing in renewable energy and transmission infrastructure for solar and wind power in India.

India and UAE will set up investment promotion offices in both countries, Goyal announced today. UAE has offered to provide free of cost the location for the office.

"We have agreed that UAE will be setting up a similar office co-located with the Invest India office in New Delhi, which we will offer them free of cost," Goyal added.

"This will help create a single window of information, a single window for approvals, and a window of opportunity will open up between UAE and India with these two offices being set up."

Among other things, Goyal announced that the Indian Institute of Foreign Trade (IIFT) will set up a campus in the UAE.

"The IIFT will soon be launching some courses and gradually progressing to set up a full campus of the Indian Institute of Foreign Trade, the first overseas campus of IIFT anywhere in the world," Goyal said.

UAE is the seventh largest with a share of 3 per cent in the total Foreign Direct Investment (FDI) received in India, with a cumulative investment of approximately USD 19 billion from April 2000 to June 2024. India also makes 5 per cent of its total Overseas Direct Investments in UAE from April 2000 to August 2024.

8. Dairy a Sensitive Sector, No Plans to Open it up in Any FTA: Goyal

ET, 26 Sep. 2024

Dairy is a sensitive sector and India does not plan to give any duty concessions to any country in free trade agreements (FTAs), commerce and industry minister Piyush Goyal said on Wednesday.

Emphasising that dairy involves the livelihood of small farmers, he said India has not given any duty concessions in the dairy sector even to Switzerland and Norway under the EFTA (European Free Trade Association) trade pact, which was signed in March.

With Australia too, the dairy sector was discussed but India clearly conveyed the sensitivities involved, he said. “Our average holding with the farmer is small. It is a 2-3 acre farm with three-four live stocks whereas Australia’s farms and their dairy farms are both very large and it would be near impossible for these large and small farms to compete with each other on a common footing,” Goyal said in a conference in Adelaide. The minister is in Australia for bilateral talks to promote trade and investments.

He said the dairy sector is open for trade but there are certain customs duties imposed on it. “Dairy is such a sensitive sector that in any of our FTAs across the world, we have not been able to open up the sector with duty concessions,” Goyal said.

India and Australia implemented an interim trade agreement in December 2022 and are now negotiating a comprehensive economic cooperation agreement.

“We have neither opened up dairy for Europe nor are planning to open up... nor have we opened it even with Switzerland and Norway with whom we have recently signed EFTA trade agreement,” Goyal said.

EFTA comprises Iceland, Liechtenstein, Norway and Switzerland.

“This is the agreement that Switzerland has signed without any component of dairy in it,” Goyal said.

Asked about the farm sector, Australia’s trade and tourism minister Don Farrell said his country was seeking duty cuts for commodities such as chickpeas, pistachio and apples. “Some of the difficult issues, we have put them to one side,” he said.

Australia is the 25th largest investor in India, with foreign direct investments of $1.5 billion between April 2000 and June 2024.

9. Agriculture to play key role in making UP a $1 trillion economy

ET Gov. 2 Oct. 2024

The government is addressing disparities in crop yields across different districts, working to bring below-average production to the national level, and elevating high-performing crops to match the best-producing regions in the country.

LUCKNOW: The agriculture sector is set to play pivotal in realizing Chief Minister Yogi Adityanath's goal of making Uttar Pradesh a one-trillion-dollar economy. The UP government is tirelessly working to strengthen the agricultural sector, providing unwavering support to farmers right from making seeds available to them to marketing their produce.

In the fiscal year 2023-24, the agriculture and allied sectors contributed Rs 5.98 lakh crore to Uttar Pradesh’s GDP. Departmental data projects this figure will rise to approximately Rs 7.24 lakh crore in 2024, making up around one-fourth of the state's total GDP. These statistics underscore the critical role of agriculture in Uttar Pradesh’s economy.

The necessary infrastructure—expressways, national highways, and the nation’s only inland waterway—is in place to further boost agricultural growth. The government is addressing disparities in crop yields across different districts, working to bring below-average production to the national level, and elevating high-performing crops to match the best-producing regions in the country.

A key initiative is the UP AGREES (Uttar Pradesh Agriculture Growth and Rural Enterprise Ecosystem Strengthening) Project, supported by the World Bank, focusing on Bundelkhand and Purvanchal—areas with relatively lower agricultural productivity. The six-year scheme, with a budget of Rs 4,000 crore, aims to increase productivity in these regions by approximately 30%.

The government is also prioritizing the Seed Park Scheme, the "One Block One Crop" initiative for horticulture, restructuring of milk cooperatives, appointing a senior administrative officer as Director General in the Fisheries Department, and promoting the use of technology in farming to enhance overall agricultural output.

To support the growth of the agriculture sector, Uttar Pradesh boasts five agricultural universities and 89 Krishi Vigyan Kendras (KVKs) affiliated with various universities. Additionally, initiatives like "The Million Farmers School," organized at the Nyaya Panchayat level before each Rabi and Kharif season, along with seminars and farmers' fairs at divisional and district levels, are proving beneficial to farmers.

The government is also building an agricultural college in Gonda, a farming university in Kushinagar, and veterinary colleges in Bhadohi and Gorakhpur. These efforts reflect the Yogi government's commitment to the comprehensive development of the agricultural sector.

Chief Minister Yogi Adityanath frequently highlights that Uttar Pradesh holds immense potential for agricultural improvement. With nine agro-climatic zones, the state is naturally suited for diverse crops, horticulture, and vegetable farming. As the most populous state, there is an abundant labor force, and the market demand is high. Major rivers like the Ganga, Yamuna, and Saryu provide a year-round water supply.

Uttar Pradesh also leads the nation with the largest cultivable land area (166 lakh hectares), over 80% of which is irrigated. Agriculture is the primary livelihood for nearly 3 crore families. The state ranks first in the country for food grain and milk production, and second and third in the production of fruits and flowers, respectively. The Yogi government aims to unlock even greater potential in these areas, positioning agriculture as a key contributor to Uttar Pradesh’s one-trillion-dollar economy vision.

10. India’s bioeconomy projected to reach $300 billion by 2030: Jitendra Singh

ET Gov., 13 Oct. 2024

India’s bioeconomy grew more than $150 billion in 2023 and is expected to reach $300 billion by 2030, according to the Union Minister Jitendra Singh.

Inaugurating India’s first demonstration facility for biopolymers in Pune on Sunday, Jitendra Singh said this is a pioneering effort in developing indigenously integrated technology for the production of Polylactic Acid (PLA) bioplastic.

“This marks a pivotal development for India’s commitment to sustainable solutions. This demonstrates India’s resolve to transition from fossil-based plastics to eco-friendly alternatives, crucial for addressing the global plastic pollution crisis,” the minister told the gathering.

India now ranks 12th in the world in biotech and third in Asia-Pacific.

"We are the largest vaccine manufacturer and the third largest startup ecosystem,” said the minister, adding that the biotech ecosystem in the country is emerging at a rapid pace with the setting up of 95 bio-incubators and increasing numbers of biotech startups.

The biotech startups have experienced remarkable growth, increasing from just about 50 in 2014 to over 8,500 in 2023.

“The rise of biotech startups is pivotal for our future economy. These efforts place India at the forefront of the global bioplastics movement, showing the world how biotechnology can contribute to a cleaner, more sustainable future,” said Singh.

The country has emerged as a highly alluring destination on a global scale, propelled by Prime Minister Narendra Modi's visionary endeavour to establish the country as “Atmanirbhar”.

Speaking about the partnerships between industry, academia, and government, the minister said that it is crucial for translating innovative ideas into real-world solutions and fostering innovation through research and development.

“This Pune facility symbolises a new chapter for India’s bioeconomy. It showcases our ability to lead in technological innovation and offers a sustainable pathway to reducing environmental impact,” the minister noted.

The government's ‘BioE3 Policy’ is an important step forward towards sustainable growth in the backdrop of climate change, depleting non-renewable resources and unsustainable waste generation.

- Industry and Manufacture

11. Road Map Ready to Make Textiles $350 b Industry by 2030

ET, 28 Sep. 2024

India has made a road map for its textile industry to grow to $350 billion by 2030 from around $164 billion now and create 4.5-6 crore jobs, textiles minister Giriraj Singh said Friday. At the ministry’s 100-day programme, he also said that the seven PM.

Mega Integrated Textile Region and Apparel (MITRA) parks approved earlier will have investment to the tune of ₹70,000 crore when fully functional, thereby creating 21 lakh jobs.

“To reach a size of $350 billion in the coming days, we need man-made fabric, whether it be synthetic, viscose or natural fibre, we are preparing for everything,” Singh said, adding that over 350 brands globally procure clothes from India.

Singh also said that neither Bangladesh nor Vietnam was ever a challenge for India’s textile exports and “there is this havoc being created about Bangladesh (posing a challenge to India's textile industry”.

Setting a target of 50,000 metric tonne production and employment generation of 1 crore by 2030, he said that cultivation of silk is linked to employment generation of farmers.

India aims to achieve $600 billion of textile exports by 2047 from $44 billion in FY22 and the domestic market to grow to $1.8 trillion from $110 billion in 2022

Officials said around a dozen companies are set to start receiving incentives under the Production Linked Incentive (PLI) scheme for the textile sector in the current financial year amid signs of a recovery in textile exports in August.

“The government will start disbursing the textile PLI incentives from this year,” said textile secretary Rachna Shah, adding that a call is being taken on the next edition of the PLI scheme. The current scheme covers technical textiles and manmade fibre products.

12. Airlines Load Big Cargo Plans for India

ET, 24 Sep. 2024

Indian and international airlines are ramping up cargo operations in India, driven by booming exports, the “China Plus One” strategy, and the rapid growth of ecommerce.

Key export sectors include electronics, pharmaceuticals, and perishables, with companies like DHL predicting a 20% annual growth rate in the industry. “We're bullish,” said Etihad CEO Antonoaldo Neves, highlighting that cargo potential from India.

DHL CEO Pablo Ciano also identified significant growth areas in contract logistics and cross-border trade, emphasising that India's finished goods exports are growing at “20% year over year.” The logistics landscape is evolving, with increased investments in warehousing and fulfillment centers tailored to sectors like life sciences and healthcare.

Virgin Atlantic has also ramped up its services, launching a new route from London Heathrow to Bengaluru and adding a second daily flight to Mumbai, “After Covid, people have become accustomed to buying online, including from international sources.” The airline plans to increase cargo capacity significantly, citing India as its fastest-growing cargo market. Its chief commercial officer, Juha Järvinen, said, “What is really changing in cargo is the ecommerce space; it's booming.” With the pandemic accelerating online shopping, traffic from international sources is expected to increase. Virgin Atlantic recently launched new services to Bengaluru and Mumbai, pointing to India's potential as a major cargo hub.

Etihad is expanding its cargo operations, operating five freighters alongside passenger services and exploring potential joint ventures in India. Neves noted, “The airline's operations in India have performed well,” leading to optimism about the market's future. Etihad is restructuring its cargo into four regions, with India as a “top priority.” Neves emphasised that the integration of freighters with passenger services enhances overall operations and expressed confidence in India's cargo potential, especially with “heavy investments in manufacturing.”

Despite this growth, India's air cargo penetration remains below the global average, with only 23.9% in FY24 compared to approximately 35% globally. This indicates a significant opportunity for expansion. Järvinen explained, “We are now suspending our Shanghai operation. So India will be an increasingly significant cargo origin for us."

Key airports like Kempegowda International Airport in Bengaluru are crucial in this expansion. The airport reported exporting 47,041 metric tonnes of chicken products in FY24, capturing 44% of the perishable cargo market in South India. Satyaki Raghunath, COO of Bangalore International Airport, said, "Our focus is on improving infrastructure and services to meet the increasing demand."

However, the domestic air cargo market remains dominated by belly cargo, which accounts for around 80% of traffic, while dedicated cargo airlines like Blue Dart and Quikjet operate on a limited scale.

Although, Indian carriers, such as IndiGo, are capitalising on this upward trend by expanding their freight operations to meet the rising demand from e-commerce, pharmaceuticals, manufacturing, electronics, and agriculture. Mark Justin Patrick Sutch, Chief Commercial Officer of CarGo, said, "Our cargo operations have shown positive momentum," with domestic tonnage up 10% and international tonnage rising 4%, particularly on routes to Istanbul. He explained the importance of increasing cargo in "lean" sectors outside peak demand.

13. Pharma sector in India: The roadmap for sustainability, efficiency & high productivity

ET Gov. 24 Sep. 2024

Despite the progress made, the journey towards sustainability in the pharmaceutical industry is fraught with challenges.

India’s pharmaceutical sector, a cornerstone of the global healthcare landscape, has been pivotal in research, innovation, and cost-effective drug production. With an annual turnover of $42.34 billion in 2021-22, the industry has made significant contributions, accounting for nearly 1.32% of the Gross Value Added (GVA) to the Indian economy in 2020-21.

As the third-largest producer of pharmaceuticals by volume globally, India plays a crucial role in the supply of generic medicines, vaccines, and active pharmaceutical ingredients (APIs) worldwide. However, as the industry evolves, there is a growing recognition of the need to integrate sustainable practices into business strategies and investor decisions, ensuring long-term growth while mitigating environmental impact.

The Imperative for Sustainability in Indian Pharma

India’s pharmaceutical industry, with its vast production capabilities, contributes significantly to global healthcare. The country is the largest provider of generic medicines, occupying a 20% share of global supply by volume and leading vaccine production with a 60% market share.

Despite these achievements, the sector faces increasing scrutiny regarding its environmental footprint, particularly in terms of energy consumption, waste generation, and water usage.

The transition to sustainable practices in the pharmaceutical industry is not just an ethical obligation but also a strategic necessity. As global regulatory landscapes evolve and consumer awareness about environmental issues grows, Indian pharma companies must align with these trends to maintain their competitive edge in international markets.

Failure to do so could result in lost opportunities, especially in markets where sustainability is becoming a non-negotiable criterion for business operations.

Potential Challenges

This transition towards sustainable practices can however be financially challenging for Indian pharmaceutical companies, especially in a highly competitive and cost-sensitive market. The initial investments required for adopting green technologies, optimising manufacturing processes, and implementing waste management systems can be substantial.

This may lead to increased production costs, potentially impacting the affordability of medicines, a critical concern in both domestic and international markets.

However, industry experts argue that the long-term benefits of sustainability far outweigh the initial costs, highlighting that while the upfront investment might be high, eco-friendly practices can lead to reduced energy consumption, waste reduction, and increased operational efficiency over time. These efficiencies can translate into significant cost savings, making the business case for sustainability more compelling.

Moreover, as global regulations increasingly emphasise sustainability, aligning with these expectations is essential for Indian pharma companies to avoid market access barriers and maintain their position in international markets. The growing demand for sustainable products among consumers also presents an opportunity for companies to differentiate themselves and justify a measured increase in prices for environmentally conscious buyers.

The Role of Government Support and R&D

Government support plays a crucial role in facilitating the pharmaceutical industry’s transition to sustainable practices. Policies that provide tax incentives, grants, or subsidies can alleviate the financial burden on companies and accelerate the adoption of eco-friendly production methods. The Economic Survey 2022-23 underscored the importance of such measures, highlighting the government’s commitment to fostering research and innovation in the sector.

Investment in R&D focused on green technologies and innovative solutions is key to reducing costs and enhancing competitiveness. Collaborative efforts among pharma companies, raw material suppliers, and research institutions can help distribute the financial burden of transitioning to eco-friendly practices. These collaborations can also lead to the development of new technologies that make sustainable practices more accessible and cost-effective.

Engaging the Supply Chain in Climate Action

The pharmaceutical industry’s supply chain is integral to achieving sustainability goals. With over 500 API manufacturers contributing about 8% of the global API industry, the supply chain’s environmental impact is significant. Engaging suppliers in climate action and decarbonisation efforts is therefore critical to reducing the overall carbon footprint of the industry.

Pharmaceutical companies can conduct comprehensive assessments of their supply chains, prioritise sourcing from suppliers committed to sustainability, and provide technical support to help them transition to greener practices.

By rewarding suppliers who make significant progress in reducing emissions, companies can create incentives for others to follow suit. Transparent reporting on emission reduction efforts and sustainable practices throughout the value chain can build trust and accountability among stakeholders.

Sustainability in Indian Pharma

A report by My Green Lab, released at COP27, highlights that North American and European pharmaceutical companies generally have lower carbon emissions than those in APAC, partly due to the outsourcing of manufacturing and differences in energy grids. However, there is a gradual improvement as companies adopt greener technologies and processes.

The Indian pharmaceutical industry is under pressure to meet sustainability targets. Despite significant growth, the industry, which produces 55% more GHG emissions than the automotive sector, faces challenges in aligning with sustainable development goals. The Department of Pharmaceuticals (GoI) has embedded sustainability in its mission, but Indian pharma companies must accelerate their efforts to achieve future targets.

Indian pharma companies are increasingly focusing on sustainability, with 38% having dedicated ESG reports. However, most companies still integrate sustainability objectives into broader corporate reports. The ESG leader board analysis by CRISIL indicates that no Indian pharma companies are currently classified as ESG leaders, although none are considered weak.

However, some Indian pharmaceutical companies have already taken commendable steps towards sustainability, setting examples for the industry. Sun Pharma, for instance, has implemented measures to reduce water and energy consumption in its manufacturing processes and has initiatives to promote recycling and waste reduction. Similarly, Dr. Reddy’s Laboratories has adopted green chemistry practices to minimise the environmental impact of its operations and focuses on reducing carbon emissions and improving energy efficiency.

Cipla and Lupin have also made significant strides in sustainability. Cipla has implemented water and energy conservation measures and engages in responsible waste management practices, while Lupin has focused on green packaging solutions to reduce the environmental impact of its products. These initiatives not only contribute to environmental conservation but also enhance the companies’ brand reputation and competitiveness in a market increasingly driven by sustainability.

The Path Forward

Despite the progress made, the journey towards sustainability in the pharmaceutical industry is fraught with challenges. Economic barriers, technological limitations, and a lack of awareness among stakeholders are significant obstacles that must be addressed. Companies need to adopt a phased approach to implementing sustainable practices, focusing on high-impact areas first and gradually expanding their efforts.

Continued research and development, interdisciplinary collaboration, and investment in cutting-edge innovations are essential to overcoming technological limitations. Education and awareness initiatives can empower stakeholders across the value chain to make informed decisions and advocate for sustainability. Moreover, integrating sustainability into business strategies and investor decisions can ensure the long-term viability of the industry in a world increasingly focused on environmental responsibility.

Conclusion

India’s pharmaceutical industry stands at a critical juncture where sustainable practices are no longer optional but imperative for future growth and competitiveness. By embracing sustainability, the industry can not only reduce its environmental impact but also enhance its operational efficiency, meet global regulatory standards, and cater to the growing demand for eco-friendly products.

The path to sustainability may be challenging, but with the right strategies, collaborations, and government support, the Indian pharmaceutical sector can continue to thrive while safeguarding the planet for future generations.

(Dr. Kirit P. Solanki is ex-Member of Parliament, Lok Sabha, Dr Kaviraj Singh is Founder and Managing Director, Earthood; Views are personal)

14. India’s electronics ambition grows to $500 billion: PM Modi sets the target for next 6 years

ET Gov. 30 Sep. 2024

“When the chips are down, you can bet on India": PM Modi said at SEMICON India 2024.

“In 21st-century India, the chips are never down,” Prime Minister Narendra Modi said during his address at the SEMICON India 2024, on September 11. He added that the India of today assures the world that when “the chips are down, you can bet on India.”

Organized by the India Semiconductor Mission (ISM), which functions under the aegis of the Ministry of Electronics and Information Technology (MeitY), the SEMICON India 2024 was backed by SEMI and important industry associations. The theme of the three day conference (September 11 to 13) was: “Shaping the Semiconductor Future.”

As the theme would suggest, the idea behind the SEMICON India 2024 was to establish India as the nation that is in a position to shape the future of the semiconductor industry. It has been the vision of the Modi government to develop the country into a global hub for semiconductor design, manufacturing and technology development.

During his address, the Prime Minister highlighted that India’s contribution to the world of designing is as high as 20% and is growing continuously. He noted that India is creating a semiconductor workforce of 85,000 technicians, engineers and R&D experts. “India is focused on making its students and professionals industry ready,” he said.

Touching upon the area of Research & Development, which is vital for the growth of the high-tech electronics industry, the Prime Minister mentioned that the government has created a special research fund of INR 1 trillion.

The author of this article caught up with S. Krishnan, Secretary, Ministry of Electronics & Information Technology, Government of India, to have his views on the potential for growth in electronics and semiconductor manufacturing in India.

When asked about the developments that he was expecting in the electronics space in the next five to six years, S. Krishnan said, “As you would be aware, the Electronics and IT Minister, Shri Ashwini Vaishnaw, has said that the government will launch a new scheme to help set up a sustainable electronics component ecosystem in the country. The government is working to democratize technology to ensure that a few global firms do not control the technological and business developments in the electronics space.”

Touching upon what the Prime Minister had said during his address at the SEMICON India 2024, Secretary S. Krishnan added, “The Hon’ble Prime Minister set the target of more than trebling electronics manufacturing in India to $500 billion by 2030 and creating 6 million new jobs. To achieve this goal, the entire electronics manufacturing value chain will be established in India and the sector will have to grow at an annual rate of around 22%. We will not only make semiconductor chips but also finished products.”

In his address at the SEMICON India 2024, the Prime Minister showcased India's electronics industry as a means of achieving inclusive and sustainable growth. “The meaning of chips in India is not just limited to technology; the chips are also a medium to fulfill the aspirations of crores of citizens,” he said.

He emphasized that the world’s finest digital public infrastructure was built upon it. “This small chip is doing big things to ensure last-mile delivery in India,” the Prime Minister said.

“For an aspirational country like ours, semiconductor is a sector we deeply value. That is why we are strengthening our digital public infrastructure. Be it India's UPI, Rupay Card, Digi Locker or Digi Yatra, multiple digital platforms have become a part of the everyday life of the people of India,” Modi noted.

In his response to the author, Secretary S. Krishnan also talked about the initiatives that the Ministry of Electronics and Information Technology is taking to ensure that all sections of society are able to benefit from the developments in IT and electronics sectors. He mentioned the Bhashini project that MeitY is running for facilitating real time translations into myriad Indian languages through advanced digital technologies, including AI.

“India is a nation of immense linguistic diversity—the eighth schedule of the Indian constitution lists 22 languages. The idea behind Bhashini is to enable people of various linguistic backgrounds to access various services in their own language. Bhashini is ensuring that no one in the country is digitally excluded because of his linguistic background,” S. Krishnan said.

“Through Bhashini the government is aiming to empower people who speak in local languages. All will be able to participate in the nation’s growth and development,” he added.

15. DAE inaugurates MACE, Asia’s largest, world’s highest imaging Cherenkov observatory in Ladakh

ET Gov. 10 Oct. 2024

The Major Atmospheric Cherenkov Experiment (MACE) observatory has been inaugurated by Dr Ajit Kumar Mohanty, Secretary DAE & Chairman of the Atomic Energy Commission, at Hanle, Ladakh, last week on October 4. MACE is the largest imaging Cherenkov telescope in Asia. Located at an altitude of ~4,300 m, it is also the highest of its kind in the world.

The telescope is indigenously built by BARC with support from ECIL and other Indian industry partners. The inaugural of MACE Observatory was a part of the Platinum Jubilee year celebrations of the DAE. The event commenced with the unveiling of commemorative plaques by Dr Mohanty at the MACE site at Hanle, Ladakh, thereby officially inaugurating the MACE observatory, the Department of Atomic Energy (DAE) said in a statement on Tuesday.

In his inaugural address, Mohanty applauded the collective effort that brought the MACE telescope to fruition. He stated that the MACE observatory is a monumental achievement for India, and it places our nation at the forefront of cosmic-ray research globally. He further added that this telescope will allow us to study high-energy gamma rays, paving the way for deeper understanding of the universe’s most energetic events. He emphasised the significant role that MACE project plays not only in advancing scientific research but also in supporting the socio-economic development of Ladakh. Students were encouraged to explore careers in astronomy and astrophysics, with Dr Mohanty expressing hope that the MACE project would inspire future generations of Indian astronomers, scientists, and engineers. He also paid tribute to India’s pioneering contributions to the field, including the work of Dr Homi J. Bhabha, whose legacy continues to inspire India’s cosmic-ray research.

Ajay Ramesh Sule, Additional Secretary, DAE, stressed the importance of balancing tourism and scientific activities within the Hanle Dark Sky Reserve (HDSR) and encouraged students to pursue careers in science and technology.

Dr Annapurni Subramaniam, Director, Indian Institute of Astrophysics (IIA), highlighted the fruitful collaborative efforts between several constituent Units of DAE and the IIA.

Sajjad Hussain Mufti, Chief Conservator of Forests, UT Ladakh, outlined the key features of the Hanle Dark Sky Reserve and the focus on community engagement. He reaffirmed the UT administration’s unwavering commitment to supporting DAE’s scientific activities.

Dr SM Yusuf, Director, Physics Group, BARC, in his welcome address, emphasized the importance of the MACE telescope in advancing India’s space and cosmic-ray research capabilities. The vote of thanks was delivered by Dr KK Yadav, Head of Astrophysical Sciences Division of BARC, followed by a visit to the state-of-the-art MACE Control Room. The dignitaries present on the occasion interacted with the team of astronomers and technicians.

A pictorial compilation documenting the journey of the MACE project was also released on the occasion. Dr Mohanty felicitated the representatives of the Nambardars (village leaders), the school headmaster, and the venerable Lama of the Handle Gompa.

A special film on the MACE telescope was screened, showcasing the scientific and technological advancements made during the project. The day concluded with a guided tour of the MACE Observatory, giving attendees an exclusive look at the world-class observatory that establishes India on the global advanced astronomy map.

The inauguration of the MACE telescope marks a significant step forward for Indian astrophysics and cosmic-ray research. Situated at an altitude of ~4,300 m, the MACE telescope will observe high-energy gamma rays, contributing to global efforts to understand the most energetic phenomena in the universe, such as supernovae, black holes, and gamma-ray bursts. This facility will also complement global observatories, strengthening India’s position in the field of multi messenger astronomy.

Looking ahead, the MACE project aims to foster international collaborations, advancing India’s contributions to space research and bolstering India’s position in the global scientific community. The observatory will also serve as a beacon of inspiration for future generations of Indian scientists, encouraging them to explore new frontiers in astrophysics, the DAE added.

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

16. Affordability is critical when it comes to patient care: GE HealthCare’s Sarawate

ET, 19, Sep. 2024

GE HealthCare is riding high on the India opportunity. Speaking exclusively to ET Prime, Chaitanya Sarawate, president and CEO of GE HealthCare South Asia and managing director of Wipro GE Healthcare, discusses why the magic is in building localised products.

Chaitanya Sarawate wears two hats, but his mandate is clear. As president and CEO of GE HealthCare South Asia and managing director of Wipro GE Healthcare, he is to ride the India opportunity. That magic is in building localised products. Just back from a whirlwind trip, Sarawate is a man in a hurry. As he sits down for a discussion with ET Prime, his sleeves folded, the phone rings intermittently. The enthusiasm to handle everything pushes him to the edge of the chair. Sarawate is a hands-on leader and a CEO who breaks the barriers and senses the market pulse. Here are some deep insights of his work in the edited excerpts below.

Q: Few global medical devices companies have understood the needs of India and so manufacturing has not been of high priority. What works for GE HealthCare?

A: Historically, GE HealthCare’s philosophy has been to operate as a global multinational that is not solely centered in the US. That comes with a commitment to long-term presence. In India, GE HealthCare operates through a 51:49 joint venture with Wipro, which has its heart purely in India. Wipro’s philosophy emphasises long-term value, looking beyond quarterly results to the next decade or even two decades. These philosophies drive our approach as a healthcare company, focusing on regions with large populations where significant patient demand exists.

Q: Does GE HealthCare’s idea of a localised company mean devices modified for lower cost?

A: It is exactly that. The key for a global player is how do you manage the cost differentials? Is that where you probably say this is how much you can go, or do you think it can go down further? The way you reduce the cost of a product is essentially in three processes.

First, how you design the product to include only the essentials for patient care. It means a person who did not have access to care earlier, now has. So, how you design the product is critical.

An example is the CT scan that has moving x-ray tube, and anytime anything moves, there is a risk of a potential breakdown. This led us to use 3D printing while reducing the number of components resulting in a decline of failure rates.

Second, manufacturing in the most efficient fashion in our factory, enabling us in cost and wastage reduction. Our factories have adopted a law that enables us to reduce and manage waste better.

Third, distribution of services. We ensure the distribution must be done as efficiently as possible, and for that we have GenWorks as one of our distributors. So, each of these elements must be addressed to achieve our goals.

Our product portfolio is extensive, catering to customer segments that require additional features, especially for complex cases. These products are priced competitively. Additionally, we offer products designed for patients transitioning from no care to minimal care.

Q: You also ride on the inherent advantage of low manufacturing cost here?

A: We prioritise economies for growth which is investing more in healthcare. Ethically building for the long term aligns both the partners. The joint venture with Wipro, now in its 32nd year, thrives because our shared values emphasise meeting local requirements and serving local patient populations effectively. Looking back to 1992, when the Indian economy was just opening up, three factors — the ethos, patient pool, and investment — were crucial and significantly contributed to the industry’s growth over the years.

At Wipro GE Healthcare, we have the capability to locally manufacture using indigenous engineering, and we have invested in a robust distribution network. Our partnerships with customers have evolved.

Q: Medical devices are very costly and smaller Indian hospitals do not afford those. How do you want to change that disparity?

A: Affordability is critical and often decides between those receiving care or not, rather than the type of care received. Our portfolio since 2014 reflects this focus, with over 30+ launches here. For example, our Lullaby baby warmer helps maintain newborn body temperature, crucial for preventing conditions like sepsis. This is a big need we filled by studying the market closely. Our CT designed for traumas and strokes emergencies has been crucial in saving lives. It has been successfully deployed in several small towns enabling scans for the first time. This initiative has made CT scans accessible at affordable prices, benefiting both patients and healthcare providers alike.

Q: Can you tell us about GE HealthCare’s India operations? (Wipro GE Healthcare’s revenues for the fiscal year ended March 2023 was INR7,135 crore, with PAT of INR450 crore, according to Tofler database)

A: We have three verticals. Vertical one is the distribution entity or business that largely sells capital equipment used in hospital facilities. The distribution entity especially sells and services the capital equipment that GE HealthCare produces. The second vertical is manufacturing that makes the same capital equipment either for the local market or to export. We have four plants – three with Wipro GE Healthcare JV and one with Bharat Electronics which is a government enterprise and that’s the long-standing JV manufacturing tube generators and detectors.

One of our plants was introduced recently under the PLI scheme, which is under the Wipro GE Healthcare JV. The third vertical is our engineering development vertical, the largest R&D center outside of the US focused on designing and developing products for both local and global markets.

Q: How does the R&D centre operate here?

A: We developed the first PET CT designed to aid timely cancer diagnosis and treatment evaluation. The technology significantly reduces the time and cost associated with cancer care. The PET CT allows for timely adjustments to treatment plans, enhancing patient outcomes. This portfolio expansion aligns with our commitment to advancing healthcare accessibility and efficacy. There are many such interesting innovations in the pipeline suited to Indian needs.

Q: GE HealthCare announced a fresh infusion of INR8,000 crore in India with the goal to reach underserved populations. Give us the details.

A: As we progressed, we realised that we could leverage the local talent who are likely to have a better understanding of the market. However, integrating expertise from other regions involved in product development is equally crucial. The collaboration bridges the engineering landscape in the US and with the core technology capabilities here, integrating software development and local market insights. The INR8,000 crore investment will stretch over a few years and go into manufacturing and product development.

Q: GE HealthCare has a partnership with the Indian Institute of Science for the development of algorithms and software. What is this all about?

A: Our association with IISc has been around for several years. In our engineering business, we have many students from IISc. We give scholarships to students there — Indian Institute of Science in a way is our home technology school. We also have professors from IISc who come on sabbatical in our engineering sector. Now we want to go a step further and want to start co-developing algorithms, software, etc. which can essentially solve one of three problems. Efficiency of care, throughput, and third one is making sure to integrate information from different healthcare modalities to be able to enable appropriate diagnosis. This is not something that can be done in silos, and we need academic partnerships to be able to build some of the algorithms and ideas for this algorithm can come from anywhere.

17. Foxconn lines up Billion Dollar Screen Presence

ET, 25, Sep. 2024

Foxconn is evaluating an investment of about $1 billion to set up an assembling unit for smartphone display modules in Tamil Nadu, according to people aware of developments.

This will be the first such facility to be set up by the Taiwanese contract manufacturer in India, from where it plans to primarily cater to Apple for the iconic iPhone.

However, Foxconn's model is going to be one wherein even other contract manufacturers—Pegatron or Tata Electronics, for instance—can use components from this unit rather than import modules that are assembled in China, said those cited above.

While there is no fixed timeline, people in the know told ET the company wanted the facility up and running “as soon as possible.”

Queries sent to Foxconn remained unanswered as of press time on Tuesday.

“Foxconn has picked up about 500,000 square feet at a plug and play facility at the ESR Oragadam Industrial & Logistics Park, which is right next to their smartphone assembly unit near Chennai,” one person cited above told ET.

Experts are of the view that Foxconn’s proposed unit will definitely push India up the value chain in electronic assembly and manufacturing.

“While phone assembly gives you a local value add of about 5%, display assembly will give additional value add of 2-3%,” said Tarun Pathak, research director at Counterpoint. “It all boils down to (how much of) the value addition will happen in India.”

With Foxconn also set to assemble Google Pixel phones in India, the new unit is being viewed as a strategic move to smoothen the process further.

The Taiwanese major is aggressively expanding its smartphone business in India, while also looking to dominate in sectors like information and communication technology (ICT), electric vehicles, batteries, semiconductors and more.

A consulting firm executive tracking the sector said it was “significant” for a manufacturer to assemble display modules in India. India currently relies heavily on imports for its display needs, which contributes to increased input costs and supply chain complexities.

The executive estimated that imports of display modules come predominantly from China—60-65% across segments and up to around 90% in specific segments—and South Korea, the second-largest supplier at 20-25%. “By setting up local assembly operations, manufacturers can reduce their time to market or supply cycles for brands, reducing lead their (own) times and costs,” he said.

Some of the key players in display modules are Samsung Display (South Korea), BOE Technology (China), LG Display (South Korea), Tianma Microelectronics (China), AU Optronics (Taiwan), and Japan Display (Japan).

Currently, the largest smartphone display module assemblers in India are Chinese players TCL CSOT in Tirupati, Andhra Pradesh, and TXD (India) Technology, in Bawal, Haryana. CSOT has been assembling display modules for Samsung and Xiaomi, while TXD caters to Vivo and Oppo.

Experts point to challenges that India-based units will encounter, including issues around supply of components, which mostly originate from China. Further, India does not have a well-developed skillset familiar with advanced display technologies, which might hinder scale-up of operations.

Foxconn deepening its supply chain in India ties into Apple's aggressive diversification from China. The Cupertino-based tech giant has been sharpening its focus on India through partners like Foxconn, who have been significantly expanding operations.

18. Tech giants Google, Nvidia to enhance AI focus, investments in India

PTI, ET Gov. 25 Sep. 2024

Technology giants Google and Nvidia will enhance their engagement in India with more focus on leveraging artificial intelligence technology in the country, top officials of the companies said on Monday after meeting Prime Minister Narendra Modi. Graphics Processing Unit (GPU) major Nvidia CEO Jensen Huang said the Prime Minister has always been keen on learning about artificial intelligence, its potential and opportunities for India.

"I have enjoyed so many meetings with the Prime Minister. He's such an incredible student, and every time I see him, he wants to learn about technology, artificial intelligence, the potential and opportunity for India, the impact on India, society and industry," Huang said.

Huang's Nvidia is estimated to have 88 per cent market share in the GPU segment which is in huge demand for AI workloads across the world.

He said India is home to some of the world's greatest computer scientists which is a great opportunity.

"Artificial Intelligence is also a new industry, a new manufacturing industry. I'm looking forward to partnering with India in a very deep way to make that possible. We have many partnerships with India. For one, we're helping India gain access to our most advanced technologies," Huang said.

Nvidia has partnered with Yotta Data Services which plans to scale up its GPU stable to 32,768 units by the end of 2025.

Huang said India is the home of the third-largest startup economy and the work of all new generations of startups is based on AI.

"Every IIT has an Nvidia AI Center of Excellence. We're teaching professionals. We're teaching students how to upskill into this new world of AI. AI is a very complicated technology, but in the end it enables a country to take advantage of the technology in a way that has never been possible before. AI really democratised computing. This is India's moment, you have to seize," Huang said.

Google CEO Sundar Pichai said the Prime Minister has been focused on transforming India with his Digital India vision and pushed the company to make in India and design in India.

"He challenged us to think about applications in healthcare, education, agriculture, and he's also thinking about the infrastructure of India, be it data centres, power, energy and investing to make sure India can transition. We are robustly investing in AI in India, and we look forward to doing more," Pichai said.

He said that the PM has asked Google to do more in the field of AI and wants to make sure AI is there to benefit the people of India.

"He has a clear vision, both in terms of the opportunity that AI will create, but he wants to make sure ultimately, AI is there to benefit the people of India and he has a clear vision, that it should all be in the service of people of India. He is challenging us to do more," Pichai said.

The meeting took place at the Lotte New York Palace Hotel on Sunday during the second leg of Modi's three-day US visit.

The Prime Minister participated in the roundtable with CEOs of US-based firms working on cutting-edge technologies such as AI, quantum computing and semiconductors.

19. Vivo's decade of impact: Driving India's smartphone manufacturing and socio- -economic growth

ET Gov. 25 Sep. 2024

With over 120 million vivo smartphones facilitating access to the digital ecosystem, vivo has played a critical role in advancing the Digital India vision.

India’s smartphone manufacturing sector has witnessed unprecedented growth over the last decade, establishing itself as a key player in the global market.

According to a recent report by the India Brand Equity Foundation (IBEF), smartphones have become the fourth-largest export item from India, with a remarkable 42% growth, reaching US$ 15.6 billion in FY24. This boom can be attributed to several factors, including government initiatives like 'Make in India,' the rise in local manufacturing, and the strategic investments made by global and local brands.

Among the key players driving India's smartphone manufacturing growth, vivo has emerged as a significant contributor. vivo was one of the first smartphone companies to transition into local manufacturing in 2015, underscoring its strategic commitment to the Indian market.

This move has not only bolstered India's self-reliance but also played a meaningful role in expanding the country’s economic footprint through smartphone exports.

As vivo completes a decade of operations in India, its impact on the country’s growth story is evident. The recent edition of vivo’s annual impact report titled ‘vivo India Impact Report 2023’ focuses on vivo’s impact on India and highlights cumulative impact across ten different areas, including local value addition, exports, Make in India, CSR and employment, among others.

Vivo’s impact on India's Mobile Ecosystem

The government's 'Make in India' initiative, launched in 2014, has reshaped the smartphone industry.

The vivo India Impact Report 2023 highlights ten key areas where the brand has made substantial contributions to the country in the last ten years. These ten pillars, as highlighted in the report, underscore the brand’s transformative impact and its forward-looking vision for the future.

Make in India: Promoting local manufacturing

The government's 'Make in India' initiative, launched in 2014, has reshaped the smartphone industry. Over 99% of smartphones shipped in India in 2023 are locally manufactured, representing a significant leap from the 26% recorded in 2014, and vivo has played a significant role in the manufacturing ecosystem. (Source: Counterpoint Research)

vivo’s commitment to the ‘Make in India’ initiative is evident from its rapid transition to local manufacturing shortly after entering the Indian market. vivo has invested over ₹3,500 crores in its Indian operations, manufacturing more than 150 million smartphones locally. This commitment to local production has not only contributed to India's industrial growth but directly benefited over 15,000 Indians through employment at vivo’s manufacturing facility over the past 9+ years.

Localisation: Building a self-reliant ecosystem

In tandem with the Indian government’s push for self-reliance, encapsulated in the 'Atmanirbhar Bharat' (Self-Reliant India) initiative, vivo has taken significant strides in localising its supply chain. The government’s efforts to encourage localisation aim to reduce dependence on imports, increase local value addition, and enhance the overall resilience of India’s manufacturing sector.

vivo’s partnerships with over 30 Indian suppliers have been instrumental in this regard, fostering a self-reliant smartphone manufacturing ecosystem that upholds the highest quality standards. By creating direct and indirect employment opportunities for over 4,000 Indians, these partnerships not only support the local economy but also align with the government's objective of building a robust, homegrown industrial base.

Exports: Taking India to the global stage

The Indian government has been actively promoting exports as a means to enhance the country’s global economic standing. Initiatives like the 'Make in India' program are designed not just to meet domestic demand but also to position India as a key player in global markets. vivo’s efforts to boost smartphone exports are directly aligned with this vision.

Since 2022, the cumulative value of vivo smartphones exported from India has exceeded ₹400 crores. These numbers underscore the company’s contribution in enhancing India’s global trade relationships and contributing to the country’s foreign exchange reserves.

By leveraging India’s growing manufacturing capabilities to meet international demand, vivo is helping to place India at the forefront of the global electronics supply chain. This not only supports the government’s export-led growth strategy but also reinforces India’s reputation as a manufacturing powerhouse capable of producing high-quality products for global markets.

Empowering the Digital India vision & bridging the digital divide

With over 120 million vivo smartphones facilitating access to the digital ecosystem, vivo has played a critical role in advancing the Digital India vision. Moreover, through collaborations with micro-financing partners, vivo has added over 1.2 million users to India's smartphone base since 2019, contributing significantly to the Digital India initiative and ensuring that the benefits of technology reach even the most remote corners of the country.

India-centric innovations: Tailoring products to local needs

Over the years, vivo has introduced multiple innovations inspired by interactions with Indian consumers.

Since entering the Indian market, vivo has focussed on crafting exceptional products tailored to the needs of Indian consumers. To understand the Indian market and its demands, vivo established a Consumer Research and Insights team.

They conduct over 100 studies annually, engaging with 1,00,000 individuals in major cities. These meaningful interactions with consumers have helped vivo focus on bringing innovations that have captured the attention of Indian consumers.

Empowering distribution channels

India's retail market is one of the world's fastest-growing, contributing over 10% to the nation's GDP and employing over 40 million individuals. According to the National Association of Software and Service Companies (NASSCOM), the sector is poised to generate 25 million new jobs by 2030.

Vivo’s commitment to its partners is evident in its continuous efforts to improve its products, services, and overall retail experience. Over the last 10 years, vivo India has strengthened its distribution network with more than 70,000 retail touchpoints, with cumulative earnings of retailers exceeding ₹15,000 crores over the last nine years by selling vivo smartphones (Source: Counterpoint Research1). Around 10,000 vivo India retailers clock an annual turnover of over ₹ 1 crore.

Robust after-sales service network across India

Vivo’s commitment to customer satisfaction extends beyond the purchase experience. With over 650 authorised service centres across 500+ cities, supported by 2,500+ trained service centre staff, vivo has established a solid after-sales service network that ensures a prompt and reliable customer experience across the country.

CSR initiatives that positively impact lives

Vivo’s commitment to social responsibility extends beyond business. Through various CSR initiatives, vivo has positively impacted the lives of over 2.5 million people across India. These initiatives focus on community building and sustainable growth, showcasing the brand’s dedication to empowering and uplifting communities.

Technology and Innovation Initiatives vivo Ignite Awards, Women in STEM, and vivo For Education are some of the initiatives that are aimed at uplifting different sections of society.

Workforce empowerment: Generating employment and growth

Vivo’s commitment to its employees is demonstrated through its efforts to foster a vibrant and growth-oriented work environment. In 2023 alone, the brand provided 14,000+ training hours to nearly 1000 employees while generating around 2 lakh jobs in India (directly and indirectly) over the last 10 years. This reflects the brand’s dedication to creating opportunities and fostering a vibrant workforce.

Vivo’s vision for tomorrow: The brand’s long-term commitment

As vivo continues to expand its operations in India, the brand remains steadfast in its belief in the country’s boundless potential. Over the next decade, vivo plans to localise various aspects of its business further, strengthening its contribution to the nation's economic and technological advancement and cementing its role as a key player in the nation’s development.

Summing up

In a rapidly evolving economy, vivo’s decade-long journey exemplifies how a brand can integrate with national priorities to drive mutual growth. Looking ahead, the brand remains steadfast in its vision to continue contributing to India’s development and be a long-term partner to India’s vision of becoming a manufacturing hub.

To access the full report and get further insights on vivo India’s decadal impact in India’s growth story, click here.

(This article is generated and published by the ET Spotlight team. You can get in touch with them on etspotlight@timesinternet.in) (This article is part of ETGovernment's Brand Connect Initiative)

20. India’s Small Cities Offer Big Room for Marriott’s Growth

ET, 4 Oct. 2024

Marriott International, the world’s largest hospitality company by number of rooms, expects a sharp growth surge in India, currently the company’s fifth-biggest market.

Speaking to ET, David S Marriott, chairman of Marriott International, said there is strong potential to expand the company’s operations across India, especially in untapped markets.

Marriott has 153 operational hotels totalling more than 29,000 rooms spanning 17 brands in India. It is now planning to launch its luxury lifestyle brand EDITION in India with the first hotel in Mumbai’s Bandra Kurla Complex.

David S Marriott is only the third chairman in the company's 97-year history, preceded by his father JW Marriott, Jr. (Bill) and grandfather JW Marriott. “The team is on track to double the number of signings they've ever had in India. Growing up in the 80s, I saw the company grow at an incredible pace in the US. A few years ago, we saw that same kind of explosive growth in China, and now we’re witnessing it here in India,” said Marriott in an interview. “When you consider that India has 1.4 billion people and a middle class the size of the entire population of the US, it's ripe for growth.”

“We feel fortunate to have gotten in early and established strong brands like JW Marriott in India. It’s exciting, but not entirely surprising that India has such great potential,” he added.

Marriott said the chain’s market share is ‘strong’ in India, claiming that it has more hotel rooms than any other hospitality company. “In India, we’ve even got more hotel rooms than Taj. They may have more properties, but we have a larger room count,” he said.

On prospects of the Indian market, Marriott said, “I think you’re at the beginning of a growth phase of quality hospitality. There’s tremendous potential for growth, and, in my opinion, we haven’t even scratched the surface in India.”

“There’s a huge blank canvas for us in secondary and tertiary markets, as well as many other locations across the country where we aren’t present yet,” he added.

Globally, Marriott International has 9,000 properties comprising nearly 1.66 million rooms. The company reported total revenues of $7 billion in 2023, up 14% from 2022.

Rajeev Menon, president of Asia Pacific (excluding China) at Marriott International, said 2024 has been a record year of growth in India, especially from a property signing perspective. “In just the first nine months, our team has signed over 5,000 rooms in India. What's even more telling is that 80% of those signings are in the luxury and premium space, highlighting the strong desire for high-end brands in the market,” he added.

Discussing the sustained post-pandemic travel boom, Marriott said, “I believe we’re entering the true golden age of travel, partly due to increased accessibility to destinations worldwide. People are now choosing to spend their money on experiences rather than big homes or luxury goods — they seek memories that last.”

Marriott highlighted two key milestones that were crucial for the company in the last 7-10 years: the acquisition of Starwood Hotels & Resorts and a strategic shift toward leisure. “Now, I believe we’re heading into a third, which involves upgrading our reservation system, property management system, and the technology that supports our loyalty programme,” he said.

India and the World

21. New Education Policy: Could foreign education fever hit Indian universities?

ET Gov. 24 Sep. 2024

The University of Southampton is the first UK university to establish a campus in India and will start offering courses by 2025.

The New Education Policy (NEP 2020) has envisioned that top universities in the world will be facilitated to operate in India to enable Indian students to obtain foreign qualifications at affordable cost and make India an attractive global study destination. The University of Southampton is the first UK university to establish a campus in India and will start offering courses by 2025.

The UGC under the UGC Act 1956 released the draft UGC regulations 2023 setting up and operating campuses of foreign higher educational institutions in India. Under this, foreign universities will have full freedom to decide the fee structure and admission criteria for both Indian and overseas students. The government will have no say in this matter. They will not be expected to mandatorily follow reservation policies in admissions. For the appointment of faculty, they will have the autonomy to recruit faculty and staff members from India and abroad.

This will certainly improve India’s ranking on the global education index. Indian students will get the standard of education abroad while living in their home country. There will be a boost in employment. Also, better opportunities might be available for students if foreign companies would participate in placements. Students will have a variety of options at their disposal to choose from. Better research opportunities and foreign collaborations will be available. The influx of foreign universities may stimulate innovation and competition, forcing Indian institutions to upscale. Most importantly foreign institutional investment would stay in India.

Such a rosy picture with hidden thorns! All of this would be termed as a crowning achievement in history. Provided, all that is met on the top of which it is being deployed. The foundation layer or the assumptions that India thinks would be in place are the ones that need to be taken care of first. Only then can we think of reaping these benefits. To do this policy formulation is a must where there must be clear terms and conditions in favour of Indian students. Otherwise, the scenario would not change much apart from just that the students would be able to stay with their families in India and wouldn’t have to travel abroad.

The pertinent question here is: By allowing these universities to establish themselves in India are we promoting Western culture over Indian sovereignty? A bright outlook is that NEP's linkages to foreign universities aim to enhance the quality of education by introducing global standards and perspectives. Foreign universities can provide unique educational experiences, specialized programs and international networks that may not be as readily available within India. However, when the autonomy of running these institutions will be there then will they not promote their culture? Are we returning to a pre-independence era of British influence? Why can’t we elevate our standards, implement policies, reskill, and attract foreign educators so that we can match the standards of foreign universities? The state-of-the-art architecture, the facilities, the leadership, and the curriculum need to be upscale & restructured, here so that even foreign students crave to enter Indian universities.

One thing needs to be understood, that an A-class university in the USA such as Stanford University has been established there for years, among their people, their culture with their native currency and their regular amenities. The same university may be established but then it will be established here in India, in a different country, among different people, with different currency arrangements and with different facilities. Certainly! The result would not be as similar as anticipated. We often hear dominos in the US are much better than dominos in India. The size of the pizza, the taste, and the crust are juicier and bigger with extra cheese in the USA than in India. The same can be applied to institutions.

There must be the formation of stringent policies. Since the power of governing resides in their hands, they may use it for their ends. How? As we know, the rupee is much weaker than foreign currency. So definitely, to establish their campus and to pay foreign teachers, will cost them much less than that of foreign nations. Therefore, employment may or may not increase. On the other hand, if they recruit teachers from India itself then, how will the foreign education standard be met? If it had, then Indian institutes would be no less and there wouldn’t have been any foreign migration.

As far as students are concerned, if the fee is yet not decided and again in their jurisdiction, it would be reasonable only then can a common parent be able to afford it. Otherwise what was the scenario earlier that only the rich were able to afford the education abroad, the same will happen within India also. Moreover, many students have the mentality that the same course is offered at a much lower fee in an Indian university then why not opt for an Indian institute rather than paying a three times higher price?

The primary purpose of education is to broaden a person's worldview. One significant aspect of this is understanding the diverse factors that influence life, including financial stability, often achieved through employment. The pursuit of higher education, including foreign study and competitive rankings, is often driven by the desire to secure a well-paying job. While a foreign university in India may offer opportunities to work for top-tier companies, the salaries and job prospects may not always match those available abroad, particularly in regions like Silicon Valley. This can lead to continued foreign migration, even if foreign universities are allowed to operate in India. Additionally, if a student fails to secure a job after graduating from a prestigious foreign university in India, the financial burden and challenges of seeking employment elsewhere can be significant.

To address this issue, similar companies should participate in Indian recruitment and offer competitive salaries comparable to those euros and pounds. Otherwise, students may not justify the high costs of studying abroad in India if the job outcomes are not equivalent. All this must be laid explicitly on paper in the form of policies and should be implemented diligently.

This foreign university model can only work if the same state-of-the-art facilities, pedagogy, professors, placements and the governing body are similar to the foreign campus along with a nominal fee structure. Only then would it be beneficial for students and India. Otherwise, after a few years, they’ll prove to be just like other private universities which are expensive yet fancy for pudding heads!

22. FM Urges AIIB to Help Poor Nations Avail of Finances

ET, 26 Sep. 2024

Finance minister Nirmala Sitharaman on Wednesday called on the Asian Infrastructure Investment Bank (AIIB) to further bolster its client-centric approach and help member nations, especially the low-income ones, avail of financial resources through technical and other services.

Her exhortation came at a meeting with AIIB president Jin Liqun in Samarkand (Uzbekistan), ahead of the multilateral institution’s 9th Annual Meeting of the Board of Governors there.

“India being the second largest shareholder and the largest client, the AIIB President appreciated India’s contributions to the governance and overall growth of the bank and expressed (the desire) to explore opportunities to further strengthen the ties with India,” the finance ministry said in a post on X (formerly Twitter).

In a meeting with Qatar’s finance minister Ali bin Ahmed Al Kuwari earlier in the day, Sitharaman pitched for greater investments by Qatari entities in India’s energy, infrastructure, logistics, food and hospitality sectors, in addition to start-ups.

In a separate post on X, the ministry said the discussions between the two ministers centered around bilateral trade, investments, digital public infrastructure, bilateral investment treaty, among others.

India remains the world’s fastest growing major economy, “which makes it an excellent destination for investment opportunities”, Sitharaman said.

The International Monetary Fund has forecast India’s economic growth to touch 7% and 6.5% in this fiscal and the next, respectively, more than double the global averages.

Al Kuwari, who is also in Samarkand for the AIIB meeting, welcomed the idea of exploring the huge potential of FDI in India, the ministry said in the post on X.

As a multilateral development bank focused on Asia, AIIB’s investments in infrastructure and other productive sectors seek to foster sustainable economic development, create wealth and improve infrastructure connectivity.

Red tape to red carpet: How Rajasthan is attracting investors, nurturing innovation, boosting startups

ET Gov. 27 Sep.2024

"The state government is placing a strong emphasis on nurturing innovation from a young age. By establishing Atal Innovation Centers in schools, Rajasthan is encouraging children to think creatively and explore new ideas early in their educational journey": Rajyavardhan Singh Rathore.

Rajyavardhan Singh Rathore, Minister of Industries and Commerce, Information Technology and Communications, Youth Affairs and Sports, Skills, Planning and Entrepreneurship, and Soldier Welfare, Government of Rajasthan, in an exclusive interview with ETGovernment, sheds light on Rajasthan's "Rising Rajasthan" campaign which is aimed at transforming the state into a global business and investment hub.

With a strong focus on reducing the cost of business, fostering startups, and building business-friendly infrastructure, Rajasthan is positioning itself as a key player in sectors like renewable energy, IT, manufacturing, and tourism. Rathore highlights the proactive steps taken by the government, such as easing regulatory policies, identifying high-potential sectors, and establishing global partnerships.

The conversation also delves into the state's efforts to boost employment, skill development, and sports infrastructure, all with the ultimate goal of creating a dynamic and inclusive economy.

Edited excerpts:

What are the key focus areas for the Rising Rajasthan campaign?

The Prime Minister in the last couple of years has focused on economic revitalization and development of India. India is now one of the most stable countries politically and governance-wise. These factors, along with our focus on self-reliance, bring in foreign investments and create an environment for entrepreneurship, skill development, and startups. Our emphasis on production in India brings technology here and allows our business community to manufacture things that weren’t happening earlier. We have schemes like the PLI – Productivity Linked Incentive. These initiatives create an environment of economic revitalization and development.

It’s imperative for states to be part of this movement. In Rajasthan, we have a brief history of investment summits. The previous government conducted their summit in the fourth year of their governance, presumably for headlines with no time to bring it to execution. We, on the other hand, ensured that our investment summit occurred in the very first year, even though we faced time constraints with the 2024 elections. We aimed to convert MOUs to actual groundbreaking, to give life to MOUs and bring them to execution.

Reducing the cost of doing business in the state would be attractive to most investors. How do you plan to reduce the cost of doing business in the state?

We’ve also overhauled our policies significantly – from logistics to land aggregation, apparel and textile, petrochemical parks, and more. We’ve identified sectors that Rajasthan is well-suited for, such as tourism, IT, textiles, agro-processing, education and skilling, infrastructure, engineering, manufacturing, renewable energy, logistics, petrochemicals, and mining. Additionally, we’ve focused on newer sectors like green hydrogen and renewable energy.

Rajasthan is geographically blessed, with 500 kilometers of the freight corridor passing through the state. We want to leverage this along with a strong political will. We've transitioned from red tape to a red carpet approach. We have deputed 25 IAS officers to 25 countries as single points of contact, focusing on international outreach. This has never been done before, and we are targeting non-resident Rajasthanis worldwide. Our goal is to generate massive employment across all levels, from startups to manufacturing.

The state government is going global and connecting with several countries. How challenging will it be to engage with these countries and accommodate foreign companies to fit into India’s business environment?

The only challenge is to erase the memories of the previous government. In the past, a few individuals had personal interests when it came to investments. Our approach is different, focusing on the state’s interests. If we’re giving land, we’re not auctioning it, as that raises costs and turns it into real estate rather than an actual investment. If you bring in technology that benefits Rajasthan and its youth, we’ll offer land at cheaper rates because we want to reduce the cost of doing business. Rajasthan and its youth become partners in this process.

The challenge is mainly to overcome the poor memories of the previous government. Otherwise, every country is now looking up to India, and challenges are limited, thanks to the favorable environment created by the Prime Minister. For instance, Switzerland has to invest $100 billion in the next 10 years in India due to a free trade agreement. Switzerland has the technology but lacks land and market, which we have in abundance. It’s a win-win situation, particularly in renewable energy, which is crucial for Europe. The world sees India positively now, and this is the time to invest in Rajasthan.

IT and electronics, including the semiconductor industry, are heavily promoted by the Prime Minister. What are the opportunities for the IT and electronics sector in Rajasthan, and how easy is it for them to operate in the state?

In the field of engineering systems and design, Rajasthan holds vast potential, offering significant opportunities for companies to establish a strong presence. The state is actively working to foster this potential by creating a conducive environment for businesses, particularly in IT and IT services, where there are equally large prospects.

To support this growth, Rajasthan is heavily investing in infrastructure development, making it easier for companies to set up operations. This includes offering plug-and-play facilities that allow businesses to begin functioning almost immediately. Additionally, training and research centers are being established to provide the necessary resources for innovation and workforce development. These centers will be accessible to companies across different sectors, ensuring that businesses not only have the space to operate but also the support to grow and evolve.

What kind of potential does Rajasthan have for data centers and for emerging technologies like AI?

The state is uniquely positioned to accommodate hyper data centers, which are crucial for the ongoing global digital transformation. These data centers require two key resources: renewable energy and large tracts of land—both of which Rajasthan offers in abundance. With its vast stretches of available land and a significant focus on renewable energy sources like solar and wind, the state is perfectly equipped to meet the needs of energy-hungry industries. Furthermore, Rajasthan's renewable energy capacity aligns well with the global shift towards sustainable practices, making it an ideal location for businesses that prioritize green energy.

This combination of resources positions Rajasthan as a key player in the internet revolution, especially in the fast-growing sectors of artificial intelligence (AI) and big data. The state’s proactive approach in supporting companies that specialize in AI, data analysis, and related fields is helping it become a hub for technological advancement. With ample land, clean energy, and cutting-edge infrastructure, Rajasthan is well-prepared to support businesses looking to capitalize on the AI and data boom, ensuring that the state becomes a critical node in the global digital network.

What is your vision for the sports infrastructure in the state?

We will focus on sports equipment manufacturing while creating basic-level stadiums across districts, ensuring every 10 districts have one. We aim to increase the number of stadiums and have trained coaches. A sports university, Maranatha Sports University, is being set up, along with five affiliated colleges across the state. Additionally, we’re partnering with the education department to train physical education teachers. At the grassroots level, schools will play a key role in fostering a sporting culture.

At the level of excellence, we’re identifying universities with good infrastructure to create academies, where education and high-quality training will be provided. We’re also working in PPP mode with corporate partners to open centers of excellence. While we’re preparing for the 2028 Olympics, we’re also focusing on the 2036 Olympics. We’ll conduct talent hunts for 10-year-olds with the physical attributes needed to become champions. By the time they’re 22, they’ll be ready for the 2036 Olympics. For immediate athletes, Rajasthan will support them under a scheme similar to the central government’s Target Olympic Podium Scheme.

Rajasthan has a lot of budding startups. What are your plans for supporting startups that are being promoted by the youth of the state?

The most crucial factor for fostering growth in Rajasthan is creating a business-friendly environment that actively encourages industries from various sectors to set up their operations in the state. By focusing on key industries such as pharmaceuticals, healthcare, defense, and agro-processing, Rajasthan is positioning itself as a hub for diverse industries. When these sectors establish themselves in the region, it naturally creates a ripple effect, attracting a wide range of startups that specialize in providing innovative solutions to meet the needs of these larger companies. This interconnected ecosystem is essential for driving overall economic growth and nurturing entrepreneurship.

To further support this vision, the state is heavily investing in infrastructure development that caters specifically to startups. For instance, plug-and-play facilities are being developed across all divisions of Rajasthan. This type of infrastructure allows startups to quickly set up operations without needing to worry about the logistical complexities of building their own offices or facilities. It provides them with a ready-made, functional workspace, enabling them to focus entirely on innovation and business growth from day one. This also helps in creating a supportive and dynamic environment for startups to flourish across the state.

To be really innovative the youngsters have to be trained from a young age. What steps are you taking to nurture innovation from an early age?

The state government is placing a strong emphasis on nurturing innovation from a young age. By establishing Atal Innovation Centers in schools, Rajasthan is encouraging children to think creatively and explore new ideas early in their educational journey. These centers serve as a platform for students to tinker with technology, experiment with new concepts, and foster a culture of innovation.

The goal is to develop the next generation of thinkers, creators, and entrepreneurs who will contribute to Rajasthan’s growing economy in the future. Moreover, the government is also ensuring that there is direct support for startups by actively facilitating their integration into the local economy. One of the most important steps in this direction is ensuring that the government itself is a significant customer for these startups.

By mandating that the state of Rajasthan buys products and services from startups, the government is not only offering financial support but also validating their solutions in the market. This initiative is crucial for helping startups gain credibility, grow their business, and ultimately succeed. With a focus on creating a holistic and supportive environment, Rajasthan is building a robust ecosystem for startups to thrive and contribute meaningfully to the state’s economic progress.

24. Breaking Language Barriers: Anant National University’s multilingual ADEPT redefines inclusive Design Education

ET Gov. 4 Oct. 2024

Anant National University’s introduction of ADEPT (Anant Design Entrance and Proficiency Test) has set a new standard for inclusivity in design education. As India’s first multilingual design entrance test, ADEPT is conducted in five languages: English, Hindi, Gujarati, Bengali, and Tamil, challenging the conventional reliance on English in assessing design aptitude. This initiative opens doors for aspiring designers from diverse linguistic backgrounds, fostering a more inclusive environment for creativity and innovation, says Dr Anunaya Chaubey, Provost, Anant National University.

In an exclusive interview with ETGovernment, Dr Chaubey said: "The university’s DesignX approach emphasizes not just aesthetics but critical thinking, community immersion, and interdisciplinary problem-solving. ADEPT allows candidates from various cultural backgrounds to combine their traditional artistic knowledge with contemporary design, enriching the creative landscape with new perspectives and innovative solutions. This diversity enhances both the cultural and intellectual vibrancy of design projects, further expanding the design landscape."

Edited excerpts:

Given the growing recognition of inclusive design education, how does Anant National University’s multilingual ADEPT differentiate itself from similar initiatives at other universities in India?

Anant National University has been working on addressing issues such as accessibility, affordability and quality standardisation of education through various initiatives. ADEPT - Anant Design Entrance and Proficiency Test is one such initiative. It is India’s first and only multilingual design entrance test, conducted in five languages, including English, Hindi, Gujarati, Bengali and Tamil. It is for the first time in India that any design institution checks for aptitude in creativity and innovation in languages other than English, which is the norm.

This initiative shows Anant’s commitment to inclusivity and equal opportunities for aspiring designers from diverse linguistic backgrounds. By expanding assessment options, Anant fosters inclusivity and democratises access to design education, opening doors to a broader range of talent.

ADEPT goes beyond the traditional way of evaluation. It assesses a candidate’s critical thinking, design aptitude, holistic approach and overall awareness of societal and global dynamics.

How do you envision the impact of multilingual ADEPT on the diversity of students admitted to Anant?

In December 2023, Anant introduced ADEPT, a step taken so that each student had the chance to showcase their creative talent and critical thinking potential in a language they are most comfortable with.

The result of this initiative created history for us as we welcomed the largest Bachelor of Design class in our young history. The BDes Class of 2028 has 475 young, creative and brilliant minds from 4 nationalities, 30 Indian states and 283 cities. 77% of the Class of 2028 identifies as female.

Other than academic excellence, this batch demonstrates exceptional achievements in sports - triathletes, black belts in Karate and Taekwondo; national level athletes in swimming, wrestling and judo; performing artists Odissi and Bharatnatyam dancers, vocalists and musicians; polyglots - languages like French, Japanese, Sanskrit and scores of other Indian languages. The Class of 2028 has a Guinness world record holder, a Pradhan Mantri Rashtriya Bal Puraskar awardee, international English Olympiad gold medalists, entrepreneurs, artists and film producers.

What specific skills or qualities do you find most important in assessing a candidate's suitability for a design programme?

Design is not just about aesthetics but about communicating, innovating and problem-solving. It’s a discipline that extends far beyond the common perception of mere ornamentation and aesthetics. It is a discipline that merges creativity with critical thinking, fosters an interdisciplinary understanding of community, integrates technology and prepares individuals to become adept problem solvers.

We look for young minds who understand real-world issues and can think critically and creatively to find solutions. Our DesignX way helps young designers develop a better understanding of the context we live in through community immersion, innovation and collaboration. The core of our pedagogy is sustainable design multiplied by a host of knowledge disciplines and technology to make problem-solving impactful.

Does offering ADEPT in multiple languages have any implications for the cultural diversity of design projects and the overall design landscape?

Since only 15% of the Indian population speaks or is fluent in English, limiting design education to this language excludes a vast pool of talent. However, ADEPT enables young minds from diverse cultural backgrounds to enter the design mainstream, giving them access to formal design education. Combining their artistic and traditional knowledge with contemporary design training unlocks new possibilities and perspectives, enriching the creative landscape.

This inclusion also fosters diversity, bringing together unique art forms, artisan cultures and regional design practices. The cross-pollination of ideas among designers from different cultures will introduce fresh concepts, leading to innovation and new creative avenues. The result will be a more vibrant and dynamic design landscape reflective of global diversity. It will expand the design canvas to incorporate a broader range of cultural expressions and solutions.

What were the primary challenges faced in implementing ADEPT, and what opportunities have arisen as a result?

Overcoming the perception of giving an exam in a language other than English was surely a challenge. Anant launched huge awareness campaigns to educate students about the inclusivity and value of such options. Another challenge was ensuring that bright and creative students from different linguistic backgrounds felt comfortable expressing themselves. We restructured and expanded our curriculum and enhanced support facilities to accommodate their needs, creating a truly inclusive learning environment.

While ADEPT has been well-received, it’s crucial for other institutions to adopt similar admissions processes to make quality education more accessible.

ADEPT has made it possible to bring a diverse pool of talent from across India under one roof, enhancing the learning environment and giving way to more innovative ideas and solutions to problems. It has also allowed Anant National University to collaborate and share its expertise with other institutions to adopt similar inclusive approaches. ADEPT has also strengthened Anant’s commitment to pushing the boundaries of innovation in design education. By embracing diverse languages and backgrounds, the university fosters an environment where students are trained not just as designers but as solutionaries – revolutionary thinkers with a solution-oriented mindset.

25. Parcel Delivery: Dept of Posts, Amazon collaborate for enhanced transmission, delivery of parcels across India

ET Gov. 6 Oct. 2024

In a significant development aimed at strengthening logistics and e-commerce in India, the Department of Posts (DoP) under the Ministry of Communications and Amazon Seller Services Pvt Ltd on Friday signed a memorandum of understanding (MoU) to deepen their collaboration.

Amazon and the Department of Posts have been working together since 2013, utilizing DoP’s network for parcel transmission. The Department of Posts, with its deep reach, and Amazon, one of the world’s largest e-commerce companies, together seek to empower India’s growing e-commerce sector by enhancing logistical capabilities, supporting job creation, and contributing to economic growth, the Ministry of Communications said in a statement.

The agreement builds on a longstanding partnership, with Amazon leveraging the extensive postal network for the transmission and delivery of parcels across India. The signing was witnessed by senior officials from both organizations, marking a key step towards enhancing business operations, capacity sharing, and network utilization.

Key Highlights of the MoU

Objective: To jointly explore opportunities in logistics and business expansion, enabling Amazon to increase the use of DoP's extensive postal network for parcel delivery across India.

Increased Collaboration: The MoU outlines key areas of cooperation, including synchronization of logistics operations, knowledge-sharing, and capacity-sharing opportunities.

Regular Review Mechanisms: Both parties will conduct quarterly reviews to monitor the progress of their collaboration and explore new avenues for strengthening their partnership.

Benefits to Amazon

Amazon will gain increased access to DoP’s extensive infrastructure, which includes over 1.6 lakh post offices, making it possible to reach customers even in the most remote regions. This partnership will streamline Amazon’s logistics operations and support its growing e-commerce needs.

Benefits to the Department of Posts

The collaboration will bolster DoP’s parcel business by scaling up parcel transmission and delivery. By working closely with Amazon, DoP will enhance its expertise in e-commerce logistics and drive efficiency in its operations, supporting India’s broader goal of becoming a global logistics hub.

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