1. Transforming Employability: Bridging the Skills Gap in Higher Education via Public-Private Partnerships
ET Gov. 01 Nov. 2025
Employability is a major concern for youth worldwide, including in India.
Today, we are amidst the Fourth Industrial Revolution, or Industry 4.0, as it is widely termed. The rapid rise of social media, digital marketplaces, smart technology, and, more recently, Artificial Intelligence (AI), has not only redefined how and what we consume but also how we work and the skills we need.
Seasoned professionals in various spheres are now queuing to upskill themselves in AI and other emerging technologies and digital platforms. In this scenario, where even experienced people cannot retain their jobs without continuous learning, how can we ensure that students and youth will remain employable?
Concerns about Employability
Employability is a major concern for youth worldwide, including in India. In India, with its numerous languages and varied pace of development across regions, skilling and employability issues come with added layers of complexity. A Mercer Mettl report, which analysed data from 2700 higher education institutions across 31 Indian states and union territories, found that only 42.6% of Indian graduates were employable.
In India, higher education systems which prepare students for jobs and careers are well-established and subsidised. These colleges and universities ensure that even students from marginalised backgrounds have ample opportunities to learn and grow. However, in many cases, the shifts brought upon by Industry 4.0 and technological advancements have outpaced the curricula offered in these learning centres.
Students, particularly those studying in tier 2 and 3 towns and cities, graduate with strong academic credentials, but low exposure to the solutions and skills that make them employable. As a result, they are unable to find their footing in today’s hyper-competitive world. This is where skill development comes in as a critical driver of employability.
Skill Development in India
India has built a comprehensive skilling framework through initiatives such as Skill India Mission, Pradhan Mantri Kaushal Vikas Yojana, and the National Skill Development Corporation. Government’s Industrial and Vocational training institutes further these programmes through their wide network of centres across the country—hence scaling vocational training, enhancing employability, and reaching underserved communities across urban and rural areas.
At the same time, private enterprises, from IT giants to manufacturing leaders, have launched impactful initiatives of their own. Several companies invest in training academies, apprenticeships, and digital platforms to upskill youth. These courses are launched keeping in mind the technical requirements and skill-set needed for roles in the industry.
Where private sector initiatives might lose out on scale and accessibility, the courses offered by the government may miss key components and cutting-edge infrastructure, which is in line with current industry demands. Another issue across the training models is that a majority of courses focus on entry-level trades, such as carpentry, plumbing and repairing air conditioners, etc. While these skills are crucial, we must ask if there are enough courses to upskill existing graduates, who might be overqualified for these trades.
Importance of Public-Private Partnerships for Skilling India
Public-private partnership models are a vital tool that can combine the government’s reach with industry expertise. Especially, in light of these critical gaps, collaborative efforts can create a skilling ecosystem that keeps pace with rapid technological change. Several companies and non-profits are realising the benefits of these joint efforts and forging partnerships to bring relevant skills to a larger number of young people across regions.
One example of effective public-private collaboration is Godrej Enterprises Group’s partnership with government ITIs in 18 states across India. Through MoUs with these institutes, GEG has upgraded workshops and introduced an industry-aligned curriculum.
Alongside traditional trades such as welding, fitting, and electrical work, students are trained in computer numerical control (CNC) simulation, robotics, and Industry 4.0 technologies. These skills enable students, particularly those from tier 2 and 3 city colleges, to gain exposure and understand the real-life applications of their learning.
Soft skills – which include communication and people skills as well as innovation are increasingly important to land and retain jobs. Many students with academic knowledge and technical skills can still face challenges in finding jobs because of a lack of soft skills. Here, interestingly, organisations, along with the government, are increasingly employing AI-based models to democratise learning.
A recent example is Wadhwani Foundation’s partnership with the Directorate General of Training highlights how training trainers is crucial. By equipping over 600 instructors with AI-enabled tools and soft skills modules, the initiative ensures students gain both technical expertise and workplace readiness for an AI-driven future.
While such collaborations are already shaping success stories, their full potential remains untapped. Scaling these models, particularly in smaller towns and underserved regions, will be key to ensuring that India’s young workforce is truly prepared for the future.
The Way Ahead for Youth Skills in India
India’s greatest strength lies in its demographic dividend. The nation’s 65% young population is poised to drive economic growth for decades to come. However, this advantage can only be realised if the youth are equipped with skills that match the pace of evolution in jobs.
Government programmes offer unmatched scale, while private initiatives bring cutting-edge expertise and market alignment. Strong public-private partnerships can bridge the employability gap, ensure training remains relevant, and open pathways to meaningful careers.
(The author is an IAS officer; Views expressed are personal)
2. Malini Agarwal IPS DG: Rajasthan Police initiatives for women's safety and governance
ET Gov. 21 Oct. 2025
Malini Agarwal, a 1994-batch IPS officer, currently serves as Director General (Civil Rights and Anti-Human Trafficking) and also holds additional charge as Director General and Commandant General of Home Guards, Rajasthan Police.
In this conversation with ETGovernment’s Mahima Jain, she outlines how her department is strengthening civil rights enforcement, combating human trafficking, promoting women’s safety, and integrating technology to build a responsive and inclusive policing ecosystem.
Edited excerpts:
As the head of the Civil Rights and Anti-Human Trafficking branch, how does your department function, and how is Rajasthan progressing in these critical areas?
The Civil Rights and Anti-Human Trafficking branch addresses a wide spectrum of issues concerning women, children, and vulnerable sections of society. Our focus spans three major domains — civil rights, human trafficking, and human rights.
Civil rights primarily involve cases of atrocities against weaker sections, including women and children. Human trafficking encompasses rescue, rehabilitation, and prevention efforts related to trafficking in women, children, and bonded labour. Additionally, our mandate includes monitoring violations of human rights to ensure that every citizen receives fair and dignified treatment.
These areas are deeply interconnected — when civil rights are violated, human rights are compromised; and when trafficking occurs, both are affected. Our branch functions through multiple dedicated sections that receive and review grievances from across the state. Given the sensitivity and urgency of these matters, we prioritise complaints and coordinate with field officers to ensure swift redressal.
Rajasthan has shown visible improvement in recent years, particularly in transparency of crime registration, women’s safety mechanisms, and community outreach — which have now become central to our policing philosophy.
Women and child safety have long been top priorities for Rajasthan Police. Could you elaborate on the new initiatives being implemented under your supervision?
Indeed, women and child safety remain among our foremost priorities. A landmark initiative in this direction is the launch of 500 Kalika Patrolling Units across the state. These mobile units, staffed primarily by women police personnel, patrol high-footfall areas such as schools, colleges, bus stands, railway stations, markets, and parks.
Each team is equipped with two-wheelers, mobile devices, and safety gear to respond promptly to distress calls. Whenever a complaint is received at the control room, these units are dispatched immediately. Even otherwise, they maintain constant visibility in public spaces to ensure deterrence and build confidence among women and girls.
Beyond enforcement, these teams also engage in community education. They conduct awareness drives in schools and colleges, teaching young women about safety laws, complaint mechanisms, and self-defence techniques. The idea is to empower them — to make safety both a right and a shared responsibility.
By combining visibility, accessibility, and education, we are creating a safety network that not only deters crime but also encourages women to report incidents without hesitation.
Recently, your department organised a large public exhibition in Jaipur. What was its theme and objective?
We recently organised a public exhibition in Jaipur to raise awareness about the new criminal laws that came into effect on 1 July 2024 — the Bharatiya Nyaya Sanhita (BNS), Bharatiya Nagarik Suraksha Sanhita (BNSS), and Bharatiya Sakshya Adhiniyam (BSA).
The exhibition aimed to educate citizens about the key reforms introduced under these new legislations. Notable features include a dedicated chapter on women and child safety, stronger provisions against organised crime, and new mechanisms like video-conference-based trials to ensure faster and fairer justice delivery.
Through live demonstrations, case illustrations, and interactive sessions, we made these reforms accessible and relatable — especially for students, women’s groups, and community representatives. The overarching goal was to highlight that these changes are not merely procedural but transformational, improving both sensitivity and efficiency in the justice system.
Despite progress, crimes against women remain a concern. What mechanisms or support systems are in place to address these challenges effectively?
Yes, challenges persist, but Rajasthan Police has built a multi-layered and responsive structure to handle such cases. At the foundation are the police stations, where any woman or child can lodge a complaint. From there, cases are supervised through successive levels — the Circle Officer, Additional SP, District SP, and finally Range IG. At the state headquarters, our Civil Rights Branch monitors trends, reviews pending cases, and ensures accountability.
For immediate assistance, we operate several helplines and digital tools. The women’s helpline (1090) runs 24/7, providing direct access to police support. Recently, we also introduced a “Need Help” feature on the RajCop Citizen App. If a woman feels unsafe, she can activate the SOS feature — her GPS location is instantly tracked, her route is monitored, and the nearest patrol team is dispatched for assistance.
This integration of human supervision, digital monitoring, and rapid response ensures that help reaches women in distress without delay. Our aim is not only to respond to crimes but also to prevent them through trust and accessibility.
Artificial intelligence and technology are transforming law enforcement globally. How is Rajasthan Police leveraging AI in its operations?
Technology today is inseparable from policing, and Rajasthan Police has been a frontrunner in adopting tech-driven models of law enforcement. Our Cyber Branch and State Crime Records Bureau (SCRB) are using AI-based tools for facial recognition, criminal pattern analysis, and predictive policing.
AI helps identify repeat offenders, trace absconders, and predict crime hotspots using historical data. In human trafficking cases, AI-assisted mapping allows us to track trafficking routes, analyse suspicious online activity, and connect missing-person data across districts.
Furthermore, AI supports digital evidence analysis, helping investigators review CCTV footage, social media trails, and digital communication at far greater speed and accuracy. This is transforming not only investigation but also prevention and public safety management.
AI is, in many ways, the new intelligence layer of modern policing — enhancing efficiency, accountability, and foresight.
Awareness among women about their rights remains limited. How does your department promote legal literacy and community participation?
Awareness is the foundation of empowerment. Women can only exercise their rights when they know them. That’s why legal literacy and community outreach form an essential part of our strategy.
We conduct awareness campaigns in schools, colleges, and rural areas, focusing on issues such as domestic violence, workplace harassment, cyber safety, and trafficking. Collaboration is key — we work with NGOs, social groups, and other departments to ensure deep community reach.
A distinctive initiative is our Suraksha Sakhis network — a community-based model where local women volunteers serve as the first point of contact between citizens and police. These volunteers — Anganwadi workers, teachers, nurses, doctors, and social workers — help identify cases, counsel victims, and guide them toward official support systems.
This participatory model bridges the gap between citizens and the police, fostering trust, communication, and confidence at the grassroots.
What is your message to women across Rajasthan, and what new initiatives can we expect from your department?
My message to women is simple yet vital: do not remain silent in the face of injustice. If something wrong is happening, report it immediately. Help will come — the system exists to protect you.
We are continuously working to make our police services more accessible, empathetic, and technology-enabled. Future initiatives will focus on expanding stakeholder participation, strengthening self-defence training, and leveraging technology to enhance safety and awareness.
Our goal is to ensure that every woman in Rajasthan feels that the police are not distant authority figures, but partners in her safety and empowerment. A safer, more inclusive state is built on trust — and that trust is what we strive to earn every day.
3. India Financial Sector Reforms: India races to reform financial sector as foreigners pull $17 billion.
ET Gov. 28 Oct. 2025
Rattled by nearly $17 billion in foreign outflows this year, India is doubling down on financial sector reforms in a push to beef up capital buffers and lift investment in the country amid wider worries about the economic hit from US tariffs.
Several measures to anchor foreign participation and boost credit have already been announced by the central bank and market regulator in recent months. These include quicker pathways for companies to list and foreign funds and overseas lenders to enter and rules that allow corporates to borrow more easily and banks to finance mergers.
Other areas of regulatory easing in India's $260 billion financial sector are under discussion to be rolled out over the next six-to-12 months, said six regulatory and market sources with knowledge of the matter.
The possible changes include bolstering capital market participation by mom-and-pop investors in smaller towns and further easing banking regulations, said the sources.
The dismantling of decades-old restrictions comes as Prime Minister Narendra Modi pushes for greater economic self-reliance after concerns about the hit to India's growth from punitive US tariffs unnerved foreign investors.
The sources declined to be named as they were not authorised to speak to the media.
The central bank did not respond to a Reuters request for comment on new possible easing measures. A SEBI spokesperson, in response to Reuters queries, said it has introduced 11 "major reforms" for foreign investors to improve their access to India and enhance India's global competitiveness.
"There is an increased focus on ease of doing business and the regulatory cholesterol clogging up the financial sector is being cleared," said Srini Srinivasan, managing director, Kotak Alternate Asset Managers, which manages $20 billion in assets.
CREATING INVESTOR-FRIENDLY ENVIRONMENT
Foreign investors have net sold nearly $17 billion in Indian equities this year, compared with $124 million in inflows in 2024 and $20 billion in 2023. The sell-off has made India the worst-hit Asian market in terms of foreign portfolio withdrawals.
The gradual loosening in India coincides with the initiatives China has unveiled in recent months, including opening its stock option market to foreign investors and expanding foreign access to its bond repurchase market.
India's economy is seen growing 6.8% in the fiscal year to March 31, 2026, according to the Reserve Bank of India (RBI) estimates, compared to 6.5% in the previous year, but below the central bank's "aspirational" growth of about 8%.
The regulatory changes are intended to be pro-business and revive foreign investment and boost growth, the sources said.
Vikas Pershad, a Singapore-based India portfolio manager in the Asia Pacific Equities team at M&G Investments, which manages $443 billion in client assets, said the regulatory easing and strong growth outlook are among reasons for investors to stay "constructive" on India.
"This year's concerted efforts to ease certain regulatory requirements ... have certainly not gone unnoticed," said Pershad.
"As long-term investors in India, we believe these steps are meaningful in creating a more accessible and investor-friendly environment."
Fresh thinking, closer coordination
The shift comes less than a year after leadership changes at the RBI and SEBI.
Sanjay Malhotra became RBI governor in December and Tuhin Kanta Pandey started as SEBI chief in March.
Both previously worked together in the finance ministry and are focused on reversing years of tight regulation that followed a debt crisis between 2016 and 2018, analysts and insiders say.
In internal meetings this year, Malhotra argued crisis-era rules remained in force long after the shock, likening them to a plaster left on after a fracture healed, according to one source.
Under those changes, banks can now fund acquisitions and lend more against listed debt and equity securities, the central bank announced this month.
Capital buffer requirements for non-bank lenders funding infrastructure have been eased and additional provisions on banks lending to large corporates have been removed.
Long-standing rules limiting lower-rated borrowers from raising debt overseas have also been dismantled.
"The current governor is leaning more towards liberalisation and optimum regulation. Some of these changes are really needed," said HR Khan, former RBI deputy governor.
SEBI's focus includes simplifying foreign investor access and encouraging investment from smaller urban areas, two sources said.
"Mutual funds have proven to be the right vehicle to get retail investors from smaller cities into capital markets," a SEBI spokesperson said, adding that the regulator is increasing access for more such funds.
While financial sector deregulation is positive, it will take deeper reforms to unleash market forces in the Indian economy, said Ian Simmons, Fiera Capital's London-based senior portfolio manager for global emerging markets strategy.
"The effort towards reviving animal spirits in the private sector comes back to some of the bigger bureaucratic, judicial and tax reforms, geared towards the ease of doing business," said Simmons, whose firm manages $117.6 billion in assets.
4. Textiles Cost Road Map: India Plans Cost Roadmap to Regain Textile Edge over Bangladesh, Vietnam, and China.
ET Gov. 30 Oct. 2025
New Delhi: India is preparing a comprehensive cost roadmap for the textiles sector to align it with global benchmarks, as the country loses ground to rivals such as Bangladesh, Vietnam, and China in terms of price competitiveness. A short-term plan for two years, a medium-term strategy for five years, and a long-term plan would be part of the roadmap, with a focus on mapping cost structures across raw materials, compliance, and taxation.
Besides the high cost of raw materials, India's textile sector faces cost disadvantages compared to its competitors, such as Bangladesh, Vietnam, and China, due to the high costs of logistics and energy.
"The idea is to benchmark India's costs against key global competitors and work on measures to lower the production and export costs and reduce wastage in manufacturing," said an official. India aims to reach $100 billion in textile exports by 2030, up from its current level of around $40 billion.
Both Bangladesh and Vietnam have better labour productivity, more flexible labour laws, and access to duty-free raw materials from many parts of the developed world, as well as duty-free access to Europe. Vietnam also has access to the Chinese market duty-free, while Bangladesh has a wage advantage over India.
Labour productivity in India's competitors is 20-40 per cent higher, industry insiders said. As part of the exercise, the textile ministry will also work on mechanisms to strengthen research and development in fibres, fabrics, technical textiles, sustainable materials and digital traceability.
It has established a committee to explore ways to integrate innovation into branding and design for global markets, and to encourage the incubation of start-ups and design houses focusing on new-age textiles. "Extensive consultations with industry associations, banks, innovation labs, start-ups and international experts would be done," said the official.
India's textile and apparel exports rose 0.39 per cent year-on-year in the first half of FY26. "Removing Quality Control Orders, labour law rationalisation and a free trade agreement with Europe will help reduce costs in a major way," said Sanjay Jain, chairman, Indian Chamber of Commerce, National Expert Committee on Textiles.
The Economic Survey for FY25 stated that the costs for the textile industry are likely to rise over the coming years, driven by a global structural shift toward sustainable sourcing.
5. Farming to banking—at India’s 1st cooperative university, an MBA launchpad for young change-makers
The Print. 7 Nov. 2025 Udit Bubna
Farming to banking—at India’s 1st cooperative university, an MBA launchpad for young change-makers
New Delhi: For 25-year-old Sakshi Nagesh Dhole from Maharashtra, farming is not just a family business—it’s a mission. She dreams of helping farmers boost productivity and improve livelihoods, and uplift marginalised communities through better farm management and innovation.
The university marks a major step to professionalise India’s vast cooperative sector, which encompasses 30 crore members across 8.44 lakh cooperative societies, according to the government.
Apart from an MBA in agribusiness management, the university also offers MBA degrees in cooperative management, and cooperative banking and finance.
For 21-year-old Keshav Sharma from Guna district in Madhya Pradesh, who has enrolled for the MBA course in cooperative banking and finance, the programme is an opportunity to develop knowledge of various financial products and services necessary for agriculture finance in rural India.
“The subjects are well designed to provide comprehensive knowledge of cooperative societies and its workings, and through the village fieldwork segment, I am getting practical knowledge as well,” Sharma told ThePrint.
According to professor Saswata Biswas, director of IRMA and TSU, the objective behind launching these programmes was to bring in professional expertise into the management of cooperatives.
The university marks a major step to professionalise India’s vast cooperative sector, which encompasses 30 crore members across 8.44 lakh cooperative societies, according to the government.
Apart from an MBA in agribusiness management, the university also offers MBA degrees in cooperative management, and cooperative banking and finance.
For 21-year-old Keshav Sharma from Guna district in Madhya Pradesh, who has enrolled for the MBA course in cooperative banking and finance, the programme is an opportunity to develop knowledge of various financial products and services necessary for agriculture finance in rural India.
“The subjects are well designed to provide comprehensive knowledge of cooperative societies and its workings, and through the village fieldwork segment, I am getting practical knowledge as well,” Sharma told ThePrint.
According to professor Saswata Biswas, director of IRMA and TSU, the objective behind launching these programmes was to bring in professional expertise into the management of cooperatives.
“There is a huge gap of professional manpower in the cooperative sector today; these courses will help bridge the gap by providing students with necessary knowledge and expertise related to functioning of cooperatives,” he told ThePrint.
The academic session for the first batch began in August 2025 with 60 students enrolling across the three new MBA programmes. However, the university plans to increase the intake as its infrastructure expands.
“Next academic year, we would have a total of 180 students equally distributed among the three new MBA programmes,” Biswas said. “The aim is to have 1,200 students in one batch once the new TSU campus, the foundation stone for which was laid in July 2025, gets completed.”
While students are showing interest in cooperative management programmes, Biswas said there needs to be more awareness about the university.
According to professor Satyendra Pandey, associate dean of management development programmes at TSU, marketing campaigns are being undertaken to target undergraduate students, alongside webinars for working professionals interested in cooperative management.
“We are also reaching out to students in state public universities and private universities to provide information about TSU and its programmes,” Pandey said.
The creation of TSU is part of a broader series of reforms undertaken by the Ministry of Cooperation, which has been working to modernise India’s cooperative sector since its inception in 2021.
“From the new cooperative policy to the setting up of Bharat Taxi and ongoing modernisation of primary agriculture credit societies (PACS), multiple steps are being taken to transform the cooperative sector,” a senior ministry official told ThePrint, requesting anonymity.
Employment potential of TSU programmes
According to Biswas, the new two-year cooperative MBA programmes offer immense employment potential to students within cooperative societies across India.
“Cooperatives are very active within 18 to 20 different sectors. Diary cooperatives together account for over Rs 1.5 lakh crore of business annually, so there is immense employment potential,” he said.
Sakshi believes the agriculture sector would always have relevance in society as demand for vegetables, fruits and dairy would continue to rise.
“During Covid, many of my relatives were asked to leave from their respective legacy jobs, but the agriculture business was still growing, so there will be job opportunities,” she said.
According to Pandey, urban cooperative banks such as Saraswat Cooperative Bank have already shown interest in students of cooperative banking and finance programme, while Indian Farmers Fertiliser Cooperative has expressed interest in students from the cooperative management stream.
On salary prospects, Biswas said it is too early to speculate as the courses have just begun. “We will only come to know about salary potential in 2027, once all students are market ready,” he said.
For 22-year-old Sumit Bhagat from Vadodara, pursuing an MBA degree in cooperative banking and finance at TSU, it is too early to think about placement and salary prospects in the first year of the programme.
“Currently, my focus is on gaining knowledge and experience, placement will happen in 2027 and I am not thinking about it now,” he told ThePrint.
Curriculum and selection
The new MBA programmes, while having similar foundational courses, would also focus on sector-specific specialisations, said Pandey.
“MBA in agribusiness management would deep dive in subjects related to agriculture finance, risk management and others, while banking and finance programmes would cover subjects related to urban cooperative banks and financial products related to the cooperative sector,” he said.
“The MBA in cooperative management programme will offer specialised courses related to innovation in cooperatives and platform-based services like Bharat Taxi.”
Admission to the cooperative MBA programmes at TSU involves clearing the Common Admission Test (CAT) or Xavier Aptitude Test (XAT) cutoff, followed by a university-conducted written test and personal interview.
“Students applying for cooperative MBA programmes at TSU must have at least 50 percent marks in their undergraduate programme,” Biswas said.
After clearing the entrance exams and written test, shortlisted candidates appear for interviews conducted across 16 state capitals.
Short-term courses
In addition to full-time MBA courses, TSU also plans to launch short-term certification courses from January 2026 aimed at existing employees, directors, and members of cooperatives.
“These courses would help improve efficiency and governance across cooperative bodies by training people already part of the cooperative sector,” Biswas said.
Pandey added that nearly 40 to 50 certification courses, lasting three to six months, are being developed that will be available in both online and offline formats to expand reach while maintaining high quality standards.
The newly formed university has already affiliated seven cooperative institutes across India to create a network of cooperative education and training. These include Vaikunth Mehta National Institute of Cooperative Management, Pune; Institute of Cooperative Management, Jaipur; and others in Imphal (Manipur), Gandhinagar (Gujarat), Chandigarh, Mehsana (Gujarat) and Lucknow (UP).
(Edited by Nida Fatima Siddiqui)
- Agriculture, Fishing and Rural Development
6. Shivraj Singh Chouhan Calls for Strengthening KVKs and Effective Redressal of Farmers’ Complaints
Shivraj Singh Chouhan highlighted that there are currently 731 KVKs nationwide, and while expanding their network, it is essential to strengthen them for the benefit of small farmers.
Union Minister for Agriculture & Farmers’ Welfare and Rural Development, Shivraj Singh Chouhan, chaired two high-level review meetings at Krishi Bhavan, New Delhi, focusing on strengthening the Krishi Vigyan Kendras (KVKs) network and improving the functioning of the agriculture complaint redressal system. Senior officials, including Agriculture Secretary Devesh Chaturvedi, were present at the meeting.
In the first meeting, Chouhan underlined the need to make the 731 KVKs across the country more effective, empowered, and responsive to farmers’ needs. He said that while expanding their network, the government’s priority is to strengthen these centres to better serve small and marginal farmers. KVKs, he added, are the “primary bridge” between agricultural research institutions and the farming community—responsible for disseminating technology, training, and innovations.
The Union Minister directed the Indian Council of Agricultural Research (ICAR) to ensure adequate financial, human, and technical support for all KVKs. He also called for uniformity in training, research, extension, and entrepreneurship promotion across the KVK network. Emphasising the welfare of KVK scientists and staff, Shri Chouhan instructed that their promotions, salaries, and retirement benefits be aligned with academic qualifications and service parity.
Chouhan said that KVKs must actively implement farmer-centric policies and develop model initiatives in integrated farming and natural agriculture. He stressed that “every farmer should benefit from the work of KVKs” and directed coordination with state governments, NITI Aayog, and the Finance Ministry to address institutional and administrative challenges.
Resolution of Farmers’ Complaints
In a separate meeting, the Minister reviewed the complaint portal under the Agriculture Ministry, which receives grievances related to fertilisers, seeds, pesticides, the PM-Fasal Bima Yojana, and the PM-Kisan Portal. Officials reported that over 150 pesticide-related complaints were received, of which 120 were resolved, 11 led to FIRs, and eight company licences were cancelled.
Chouhan instructed that no complaint should be closed without confirming the farmer’s satisfaction. “After every action, the concerned farmer must be contacted to verify the resolution,” he said, adding that dissatisfied farmers’ cases should be re-investigated. He directed that strict timelines be established for complaint resolution to prevent delays.
The Minister further advised officials to identify states where complaints remain high or unresolved and to seek regular feedback from those states. He proposed awarding certificates of appreciation to states and officers showing exemplary performance in complaint redressal.
Highlighting accountability and transparency, Chouhan also supported a proposal for state nodal officers to obtain daily feedback directly from farmers on at least ten complaints. He reiterated that serious complaints may require the Ministry’s direct intervention to ensure farmers’ trust and satisfaction.
7. Agrivoltaics offers dual benefits: Boosting farm income and clean energy generation
Agrivoltaics, the practice of combining agriculture with solar energy generation, is emerging as a solution to land-use conflicts and climate challenges. By producing crops and renewable electricity on the same land, the model enhances land-use efficiency, supports farmers’ incomes, and contributes to sustainable energy goals, though challenges remain in cost, crop yield, and equipment adaptation.
Agrivoltaics — the integration of agriculture and solar energy generation — is being hailed as a sustainable model that could transform the relationship between food production and renewable power. By using the same land to grow crops and generate solar energy, the system promises to boost land-use efficiency and farmer income while advancing clean energy targets.
The U.S. Department of Agriculture (USDA) defines agrivoltaics as the co-location of crops, pastures, or vegetation with solar panels that generate renewable electricity either for on-site use or the power grid. In recent years, concerns over land-use competition have driven global research into this dual-use approach.
According to the Fraunhofer Institute for Solar Energy Systems, global agrivoltaic (AV) capacity surged from just 5 megawatts in 2012 to over 14 gigawatts by 2021. The U.S. alone now hosts more than 2.8 gigawatts of AV installations, with most projects combining solar panels with livestock grazing or horticulture. Europe and Asia are also expanding rapidly — France expects up to 2 gigawatts of AV installations annually from 2026, while China’s Ningxia Province hosts a 1-gigawatt project integrating goji berry farming with solar energy.
Experts say agrivoltaics can help farmers diversify income and adapt to climate change. Solar panels can reduce soil evaporation, lowering irrigation needs and protecting crops in dry or extreme weather. Research at the University of Illinois, Colorado State University, and other institutions suggests that integrating solar systems with crops like soybeans, corn, and sorghum can increase land-use efficiency by 110–130%, depending on configuration.
Economic potential is also significant. Studies in Poland found annual agrivoltaic revenues could be up to 15 times higher than wheat-only farming, with profits from electricity sales offsetting agricultural losses. However, challenges remain — shading can reduce crop yields, and installing elevated or spaced panels raises capital costs.
Despite these hurdles, experts believe the model’s long-term benefits outweigh the costs. As Bruce Branham of the University of Illinois notes, “If we can get food and energy from the same land, we increase our efficiency by 50%. That’s critical when farmland is precious.”
With global energy demands rising and agricultural lands under pressure, agrivoltaics could play a key role in building a sustainable and resilient future.
8. Cooperatives Should Reach Every Village, Every Person: Dr Chandrapal Singh
RuralVoice, 27 Oct. 2025, Harvir Singh
Dr Chandrapal Singh, Chairman of KRIBHCO and President of ICA (Asia-Pacific), emphasises that cooperatives must reach every village and person to strengthen India’s rural economy. He highlights the new cooperative policy, stressing professionalism, youth and women’s participation, transparency, and autonomy. Under his leadership, KRIBHCO has expanded into fertilisers, ethanol, and agro-business, ensuring prosperity through cooperation.
The cooperative movement holds immense importance in India’s economy. With the creation of the new Ministry of Cooperation, the sector has gained fresh momentum. On the occasion of the International Year of Cooperatives 2025, a new cooperative policy was also launched. Dr Chandrapal Singh—Chairman of fertiliser cooperative giant Krishak Bharti Cooperative Limited (KRIBHCO) and President of the International Cooperative Alliance (Asia-Pacific)—firmly believes that cooperatives should reach every village and every household. He stresses that awareness of cooperatives must increase and that cooperative institutions need to be strengthened to compete with multinational corporations. In a conversation with Rural World/Rural Voice Editor-in-Chief Harvir Singh, Dr Yadav discussed the future of cooperatives, the new cooperative policy, and KRIBHCO’s diversification plans. Here are the highlights of the interview:
This interview first appeared in our print publication Rural World magazine's August to October 2025 issue.
-You are the Asia-Pacific President of the International Cooperative Alliance (ICA), the first Indian to hold this position. How have you been able to highlight the Indian cooperative sector within ICA, especially since ICA is the most essential cooperative institution in the world?
Not only in India, but across the entire Asia-Pacific region, we organised programs under the International Year of Cooperatives 2022 and continually reviewed their impact. Recently, our Board of Directors met in Guangzhou, China, where we discussed at length the programs held in each country, the government support provided, and their impact on ordinary people. We reviewed the entire region on that basis.
It was also our good fortune that IYC 2025 was inaugurated in India by our Prime Minister, Narendra Modi. His message from India resonated worldwide. Throughout the year, programs were held across countries, and many governments took initiatives to strengthen and expand the cooperative movement. People worldwide embraced this message, and I am confident its results will be visible in the coming years.
-Since the UN’s International Year of Cooperatives 2025 was launched in India, the message spread nationally as well. Will this translate into a more prosperous cooperative sector and greater awareness among people?
Absolutely. Our primary mission is to strengthen the rural economy. For instance, NAFED recently organised a program in Mumbai, attended by the Union Home Minister, the Minister of Agriculture, the Chief Minister of Maharashtra, and other ministers. Many of the foremost cooperative leaders and large farmers also participated. At the program, government ministers explained the initiatives being taken for farmers, while attendees raised questions and concerns.
IFFCO and KRIBHCO have organised similar programs in Indore. Our primary goal is to make farmers prosperous by increasing their field productivity, ensuring easy access to low-interest credit through banks, and providing fertilisers and quality seeds in the right quantities, at fair prices, and on time through IFFCO and KRIBHCO.
-After 23 years, a new cooperative policy has been introduced in 2025. How do you view its provisions and their potential impact on the cooperative movement?
We are delighted that a national-level policy has been prepared after such a long gap. While cooperatives are a state subject and state governments frame their own programs, we have long observed that the cooperative sector was being neglected—even at the state level.
Yet, cooperatives contribute significantly to India’s GDP. Today, the cooperative movement works tirelessly across the country to strengthen the rural economy and make farmers economically resilient. There are around eight lakh cooperative societies in India, covering nearly 90–95% of villages. What we now need is to ensure awareness reaches every individual. Every person must know the benefits of cooperatives.
The new policy has allowed primary cooperative societies to become multipurpose. For example, they can help farmers market their produce more effectively. But this requires professional management. Without professionals, credibility suffers. A professional approach, where performance is linked with members’ share capital, will strengthen institutions and restore their credibility at the grassroots.
-The essence of cooperation is collective creation and sharing of profits, with the mantra of prosperity through cooperation (Sahkar se Samriddhi). What other provisions of the new policy would you like to highlight?
Firstly, we must increase women’s participation in the cooperative movement. Women are not connected enough today. By organizing them into small groups, later transforming them into cooperative societies, and creating awareness, we can harness their enormous potential, which currently remains underutilized.
Secondly, we must keep the cooperative movement youthful by involving the next generation. In this direction, the establishment of Tribhuvan Cooperative University is highly significant. Youth coming out of this university will be well-trained and aware of cooperative values, which will greatly benefit the sector.
Today, educated youth mostly look for private employment. But if 50 of them come together to form a cooperative, they can generate better outcomes—helping producers prosper while providing consumers with quality products at fair prices. This is the era of information technology, and it is the young who can take the movement forward.
We have also demanded that cooperatives be included as a chapter at the high school and intermediate levels. This demand has been incorporated in the new policy. Once cooperative studies are included in curricula, awareness will spread widely, and young people will not only create opportunities for themselves but also uplift farmers and villages.
-How effective do you think the policy will be in bringing professionalism, transparency, and autonomy?
I can say with conviction that the remarkable changes outlined in this policy will yield strong results.
-The new policy also talks about reforms in the cooperative electoral system to ensure transparency…
Yes. For this, the policy proposes the creation of an election authority and electoral rolls. Since shareholders are the real owners, elections must be transparent to keep the democratic spirit intact. The idea is good, but its success will depend on effective implementation.
-Cooperatives are member-owned institutions. How much focus does this policy place on protecting their autonomy?
Autonomy has been emphasized in the policy, and it is vital. But again, its implementation will be the real test. Private players cannot compete with multinational companies on their own. I strongly believe that if cooperatives are strengthened, they will stand firm against multinational competition.
-Since cooperatives are a state subject, most societies come under state acts, although multi-state societies fall under the central registrar. Do you believe states should adopt this umbrella policy in the same spirit?
Yes, states should adopt and implement this policy in their jurisdictions. If states wish to improve it further, that’s welcome. Also, by working under the central policy, they will receive financial support from the Union Government for training, education, and research programs. Irrespective of which political party is in power, the cooperative movement must move forward on this common platform.
-So coordination between states and the Centre will yield better results?
Certainly. We always say that cooperatives are above politics. There is no caste, religion, sect, or party in cooperatives. All members are equal shareholders, and profits or losses are shared equally.
-The government created a separate Ministry of Cooperation and entrusted it to senior cabinet minister Amit Shah. How much impact has this had?
The creation of the Ministry has brought greater focus. Earlier, cooperatives were doubly neglected—firstly because they are a state subject, and secondly because of a lack of awareness. Many people did not even understand the potential benefits of cooperatives. Without awareness, benefits cannot reach the grassroots.
The establishment of Tribhuvan University is a landmark. It is attracting young people towards cooperatives, preparing them as professionals. These trained youth will not only find good employment opportunities but can also successfully run cooperative businesses.
-You have long experience in cooperative leadership. You have headed NCUI, served on the boards of major cooperatives, and led KRIBHCO for years. How do you see KRIBHCO’s journey under your leadership?
When I became Chairman of KRIBHCO in 1999, our production was around 16–18 lakh tonnes. We worked hard and raised it to 24–25 lakh tonnes. We also acquired Oswal’s 11-lakh-tonne capacity unit. At a time when PSUs were being disinvested, we successfully purchased a private company.
Later, we set up a joint fertilizer plant in Oman involving KRIBHCO, RCF, and Oman. After RCF withdrew, IFFCO joined hands with us, and together we established the venture. We also set up three ethanol plants and started KRIBHCO Agri Business to support exports. Our consistent focus has been on farmer welfare, ensuring they benefit from all these initiatives.
-KRIBHCO has expanded continuously and is profitable. How much dividend do you provide to shareholders?
The Act allows a maximum dividend of 20%. Since my tenure as Chairman, we have consistently declared and distributed 20%.
-What steps are being taken to diversify KRIBHCO?
We have established three grain-based ethanol plants in Nellore, Hazira, and Karimnagar (Telangana). These plants use maize and broken rice from farmers to produce ethanol.
-Are there further expansion plans?
Yes. We are setting up a potato processing plant in Shahjahanpur in collaboration with Farm Fry, a European multinational known for French fries. They will supply high-quality seeds to farmers, purchase their potatoes, and after processing, products will be supplied worldwide, including in India.
Additionally, we have proposed a new fertilizer unit at the Shahjahanpur plant, given the growing demand for fertilizers in the country. We also invested in railway infrastructure by building a line in Shahjahanpur and created KRIL (KRIBHCO Infrastructure Limited), which set up four container depots. However, since we lacked expertise in this area, we increased the stake of DP World, and they are now managing it more efficiently.
9. From Soil to Software: How AI is Redefining the Future of Farming
RuralVoice, 27 Oct. 2025, Shravan Inamdar
Artificial Intelligence is transforming Indian agriculture by combining traditional wisdom with modern data tools. From sugarcane farms to rice fields, AI optimizes yields, reduces input costs, and ensures sustainability through precision farming, satellite monitoring, and generative AI chatbots. By turning soil data into actionable insights, AI empowers farmers to boost productivity and build a resilient Agricultural Bharat.
In India's huge farming areas, where rain and hard work have always decided the crops, a new change is happening quietly. From the rich lands of Punjab to the sugarcane farms in Maharashtra, artificial intelligence (AI) is mixing old farming knowledge with new technology. As someone who studies data, we look at how AI, using machine learning (ML) and data tools, is improving crops and changing the whole farming system. With problems like changing weather and more people needing food, AI gives hope. It turns normal soil into smart setups and data into money. This is the story of AI-powered Agricultural Bharat, where innovation meets the earth to feed a billion dreams.
Data Science and Agri-Industrial Optimization
Farming has always had lots of data but not enough useful ideas from it. Farmers use family knowledge, weather signs, and gut feelings to decide things. Now, data tools help pull out helpful info from big sets of data. In India, where more than half the workers are in farming, these tools make farming better from planting seeds to selling crops. By analysing soil health metrics, historical yield data, and market trends, data scientists build predictive models that forecast crop performance with unprecedented accuracy. For instance, ML algorithms process terabytes of data from sensors, drones, and satellites to recommend precise planting schedules, reducing waste and boosting efficiency.
This optimization extends to the Agri-industrial sector, where supply chains are notoriously fragmented. AI-driven platforms integrate data from farms, warehouses, and markets to streamline logistics. In India's sugar industry, for example, AI helps mills by guessing when raw materials will come based on harvest times, which reduces stops and energy use. Such optimizations not only cut operational expenses but also enhance sustainability, aligning with the government's vision of a digitally empowered Bharat.
AI for Increasing Yields and Maximizing Profits
The main way AI helps is by letting farmers grow more crops and earn more. ML models learn from data like weather changes, bug problems, and soil nutrients to give personal tips. Farmers can put their field info into phone apps, and AI gives advice on seed types, fertilizer use, and bug control. This exact farming lowers costs for things like supplies, which are often the biggest expense, while raising the amount grown. Studies say AI can boost crops like rice, wheat, and sugarcane by 15-20%, leading to more money in village areas.
"In the symphony of silicon and soil, AI leads a harvest where every byte blooms into boundless bounty,"
Case Study: AI Optimization in Sugarcane Farming
Take sugarcane farming, a key part of India's Agri-economy, as a prime example. India is the world's second-largest sugarcane producer, yet challenges like erratic weather, soil degradation, and suboptimal practices plague yields. AI leverages satellite imagery from sources like ISRO's EOS series to monitor fields in real-time. These images, processed through computer vision and ML algorithms, detect variations in vegetation indices like NDVI (Normalized Difference Vegetation Index), predicting fertilization cycles with pinpoint accuracy. For instance, if satellite data reveals nitrogen deficiencies in patches of a field, AI recommends targeted urea applications, avoiding blanket fertilization that wastes resources and harms the environment.
Irrigation patterns can also improvise. By integrating satellite data with IoT sensors measuring soil moisture, AI forecasts water needs, optimizing drip or sprinkler systems to conserve precious groundwater—a critical issue in water-stressed regions like Uttar Pradesh. Crop maturity prediction is another game-changer; ML models analyse growth stages from imagery, advising harvest timings to ensure peak sucrose content. Weather forecasts, fused with AI, mitigate risks: if a cyclone is predicted via AI models, farmers receive alerts to harvest early or apply protective measures, slashing losses from 20-30% in extreme events.
AI-driven recommendations go further by improving sugarcane quality. Algorithms analyse historical data on sucrose accumulation, correlating it with variables like temperature, humidity, and nutrient balances. By suggesting the right plant spacing or natural fertilizers, AI can boost sucrose percentages by 5-10%, leading to premium-grade cane. This not only fetches better prices for farmers but elevates sugar production efficiency in mills. Moreover, improved quality enhances by-products like bagasse (for bioenergy) and molasses (for ethanol), creating additional revenue streams.
"AI pulls knowledge from weather and plants, turning simple fields into strong places of success."
Generative AI and Generative Vision
Generative AI is making knowledge easy for Indian farmers. With the chatbots powered by LLM, customized for farmers and agriculture, break down complex concepts in local languages such as Hindi, Tamil, or Marathi. A farmer in Bihar can query, "Kya mera khet mein nitrogen ki kami hai?" (Is there nitrogen deficiency in my field?), and receive simple explanations with visuals, drawing from vast agricultural databases. This bridges the literacy gap, empowering smallholders who lack access to extension services.
Generative vision with large vision models takes this a step further by identifying visual patterns in crops. Drones or smartphone cameras capture images, and AI algorithms detect insects like the top bugs in sugarcane or abnormalities such as plant dying from fungal infections. Early detection enables targeted interventions, reducing pesticide use by 30-40% and preserving beneficial insects. These precautions maintain soil quality by preventing over-chemicalization, which erodes microbial health. In AI-powered Agricultural Bharat, sustainable practices like these ensure long-term fertility, combating issues like salinization in Punjab's fields.
"Like a watchful protector of plants, AI reads the signs from leaves, making sure every crop tells stories of win"
Challenges and the Path Forward
Yet, challenges remain. Data privacy, data collection and infrastructure gaps in remote areas, and the need for farmer training must be addressed. Initiatives like the Digital Agriculture Mission under the Indian government are important, promoting AI tools through Krishi Vigyan Kendras.
As we stand on the cusp of this revolution, AI is not replacing the farmer's work but enhancing it. From soil sensors to software dashboards, it's forging a resilient, profitable future. In AI-powered Agricultural Bharat, every byte of data sows seeds of progress, ensuring that India's farms thrive for generations. The journey from soil to software is just beginning—let's cultivate it together.
(The writer is Data Scientist, Findability Sciences)
10. Amit Shah inaugurates Deep-Sea Fishing Vessels at Mazagon Dock in Mumbai
ET Gov. 28 Oct. 2025
Union Home Minister Amit Shah on Monday inaugurated the state-of-the-art Deep-Sea Fishing Vessels at Mazagon Dock in Maharashtra capital city Mumbai.
Chief Minister Devendra Fadnavis, Deputy Chief Ministers Eknath Shinde and Ajit Pawar, and Union Minister of State Murlidhar Mohol were present on the occasion.
The handing over of the keys of deep-sea fishing vessels to beneficiaries by Union Cooperation Minister Amit Shah marks a historic milestone in cooperative-led deep-sea fishing, which will symbolize India's commitment to self-reliance, sustainability and empowering cooperatives in the fisheries sector.
Deep Sea Fishing Vessels are being given to the beneficiaries under Pradhan Mantri Matsya Sampada Yojna with unit cost of Rs 1.2 crore with financial support from Government of Maharashtra, the National Cooperative Development Corporation (NCDC) and the Department of Fisheries, under the Union Ministry of Fisheries.
This initiative is a testament to the PM Narendra Modi-led Government's commitment to realizing the vision of Aatmanirbhar Bharat and strengthening the Blue Economy. Under the leadership of Prime Minister Modi, it marks a significant step towards modernizing India's Marine fisheries sector, enhancing deep-sea fishing capacity, and promoting cooperative-led growth in coastal regions. It aims to explore fisheries resources in the Indian EEZ and High Seas.
In view to accelerate cooperative-led deep-sea fishing initiatives through cooperatives and FFPOs, a Joint Working Group (JWG) has been constituted by the Department of Fisheries, Ministry of Fisheries, Animal Husbandry and Dairying, Government of India and Department of Cooperatives, Ministry of Cooperation, Government of India.
India's marine fisheries sector has traditionally operated on a modest scale, with fishermen relying on conventional vessels and techniques, typically venturing only up to 40-60 nautical miles from the coastline. This limited operational range has constrained catch volumes and economic returns.
This initiative will empower fisheries cooperative societies and FFPOs to sustainably harness the vast potential of India's Exclusive Economic Zone (EEZ) and High Seas, particularly in regions like Lakshadweep and Andaman and Nicobar Islands. It is expected to unlock new opportunities in high-value fisheries such as tuna, thereby enhancing India's seafood exports and strengthening coastal livelihoods.
The inauguration of deep-sea fishing vessels at Mazagon Dock represents a pivotal moment in the modernization of India's marine fisheries infrastructure. These newly constructed vessels are equipped with advanced technologies that enable sustainable harvesting of marine resources, ensuring minimal ecological disruption while maximizing economic returns. The integration of onboard digital systems will enhance traceability, safety, and operational efficiency, aligning India's marine practices with global standards of responsible fishing.
A central focus of the event is the strengthening of fisheries cooperatives, which play a vital role in empowering coastal communities. The initiative supports the development and scaling of Fish Farmer Producer Organizations (FFPOs) and cooperative societies, enabling them to function as self-reliant entities. Importantly, the initiative places strong emphasis on promoting women-led cooperative enterprises, recognizing their critical role in driving inclusive growth, leadership, and socio-economic transformation in coastal communities.
The event also highlights the convergence of government schemes and institutional support mechanisms aimed at transforming the fisheries landscape. The schemes like Pradhan Mantri Matsya Sampada Yojana (PMMSY) and the Fisheries and Aquaculture Infrastructure Development Fund (FIDF) are instrumental in developing cold-chain and value-chain infrastructure for marine produce, enhancing the quality, shelf-life, and marketability of fishery products. Additionally, efforts are being made to improve market access, ensuring better price realization and economic sustainability.
Finally, the strategic role of fisheries cooperatives in advancing India's Blue Economy and securing coastal livelihoods will be underscored. The deep-sea fishing initiative is expected to generate substantial employment opportunities in coastal belts, contributing to socio-economic upliftment. It will also bolster India's seafood exports, reinforcing the country's position in global marine trade. By promoting sustainable fishing practices and responsible resource management, the initiative supports national goals of food and nutritional security, while safeguarding the long-term health of marine ecosystems.
- Industry and Manufacture
11. Juikar Pratik Chandrashekhar: Rajasthan's Tech-Driven Urban Sanitation Revolution
ETGov. 20 Oct. 2025
Juikar Pratik Chandrashekhar, State Mission Director of Swachh Bharat Mission (Urban), and Director of Local Bodies and Joint Secretary in the Local Self Government Department, Government of Rajasthan, stands at the helm of one of India’s most ambitious urban transformation drives.
In his dual capacity, he oversees a vast spectrum of initiatives—from solid and liquid waste management to digital governance reforms—aimed at creating sustainable, inclusive, and technologically advanced cities. Under his leadership, Swachh Bharat Mission 2.0 in Rajasthan has evolved beyond the toilet-centric goals of its first phase to embrace a holistic model of urban cleanliness, resource recovery, and environmental stewardship.
In this conversation with ETGovernment’s Mahima Jain, he shares insights on the state’s integrated approach to sanitation, smart waste management, and the digital innovations reshaping urban governance.
Edited excerpts:
You are serving as the State Mission Director of Swachh Bharat Mission (Urban) and also hold additional charge as Director of Local Bodies. Can you walk us through your key responsibilities and the major initiatives your departments are currently undertaking?
I oversee a wide spectrum of urban governance and sanitation initiatives. For Swachh Bharat Mission 2.0, our focus has shifted significantly from the first phase, which was largely centered on constructing toilets, to creating sustainable, garbage-free cities.
While SBM 1.0 was about building individual toilets and some basic sewage treatment, SBM 2.0 is far more comprehensive. The mission now focuses on solid and liquid waste management, ensuring that urban centers not only have adequate sanitation infrastructure but are also equipped to manage and process waste efficiently. A critical component of this is a star-ranking system, rating cities from three to five stars based on their cleanliness and waste management effectiveness.
Under solid waste management, we are constructing over 200 advanced plants across Rajasthan. These plants are designed to segregate waste into organic matter, plastics, and scrap metals. Plastics are repurposed as industrial fuel, organic matter is converted into compost for agricultural use, and scrap metals are recycled. In addition, we are establishing material recovery centers that act as smaller-scale sorting units, and we are addressing legacy waste that has accumulated over decades. Vacated dumping yard lands will be converted into parks or other useful community spaces, thus reclaiming urban land.
Toilets remain a core focus. While earlier efforts concentrated on individual household toilets, we are now implementing community toilets, including six-seat units designed for women and children. A budget announcement has been made for 500 “pink toilets” exclusively for women, featuring air-conditioning, feeding rooms, bathrooms, and changing areas. We are also introducing aspirational toilets with attached shops, the revenue from which will support the maintenance costs, making them self-sustaining.
In liquid waste management, we are constructing 65 Faecal Sludge Treatment Plants (FSTPs) in municipalities lacking sewerage networks, alongside over 30 Sewage Treatment Plants (STPs). These projects are being executed in coordination with the AMRUT Mission and the Rajasthan Urban Infrastructure Development Project (RUIDP).
On the Local Bodies side, my role is multifaceted. As Director, I act as the overall administrator and project execution authority for all urban local bodies (ULBs) in Rajasthan. This involves staffing, postings, and monitoring of urban development projects, including AMRUT projects with an investment of around ₹20,000 crores. Projects funded by international institutions like the World Bank and Asian Development Bank, as well as various budget announcements for streetlights, sewerage networks, drainage, roads, community halls, and sports complexes, are implemented through this office. Additionally, the execution of MOUs under initiatives like “Rising Rajasthan,” including land allotments for urban development, falls under our purview.
Waste management seems to be a key focus. Could you elaborate on some of the ongoing projects in this area?
Waste management is indeed one of the most critical functions of urban local bodies. In Jaipur and Jodhpur, we are commissioning waste-to-energy plants, which convert solid waste into usable energy. We are also implementing five compressed biogas projects to process organic waste into bio-CNG. These projects are being executed in public-private partnership (PPP) mode with major PSUs such as Gail India and Indian Oil, combining technology with private sector efficiency.
We are also centralizing waste collection vehicles across all ULBs. A control and command center is being established in Jaipur to track garbage collection vehicles, including auto-dippers, ensuring that waste collection is fully monitored. This ICCC (Integrated Command and Control Center) along with a vehicle tracking system will help achieve complete door-to-door waste collection.
In addition, we are setting up Waste Wealth Parks in 40 ULBs, where scrap materials will be processed and repurposed. Around 2 lakh streetlights are being installed across various municipalities, which further enhances urban infrastructure. Drainage and sewerage projects are also in progress in major cities, with the government releasing substantial funds and actively pushing for tendering and execution. While exact figures are still being verified, around ₹300-400 crore of budget announcements are in advanced stages of implementation.
Technology and digital governance are increasingly central to urban management. How is your department leveraging these tools?
Technology has become a cornerstone of our urban governance strategy. We have already digitized approximately 19 citizen-centric services, which include property-related certifications, birth certificates, EWS certificates, trade licenses, fire NOCs, shop approvals, and urban development tax payments.
Our next step is the creation of a unified urban portal integrating all urban-related agencies, expected to offer 25-30 services in a single platform. Citizen grievance redressal, previously a manual or contact-portal-based system, will also be migrated online, including through apps, WhatsApp, and AI-powered chatbots that allow users to report issues in natural language.
Geotagging has been implemented across Swachh Bharat Mission projects to monitor real-time progress. We are also integrating AI into monitoring cleanliness through video analytics. Cleanliness inspectors can now record videos of streets, which AI models analyze to detect garbage levels, enabling objective Swachh Survekshan rankings without relying solely on manual reporting.
Moreover, all urban services are moving to an online platform, allowing citizens and administrators to monitor projects and municipal operations in real-time. This digital-first approach enhances transparency, accountability, and efficiency.
Are there any new policy initiatives or infrastructural projects that have shown significant results in the field?
One notable initiative is the “Shahari seva shivir ,” which aims to address long-pending issues in urban settlements, particularly in Kachchi Bastis (informal settlements). By relaxing certain procedural requirements, we were able to bring nearly 10,000 properties into the formal urban framework, providing significant relief to citizens.
We are also streamlining urban development laws and rules to reduce bureaucratic complexity, ensuring quicker approvals and efficient governance. A major policy focus is improving Urban Development tax (UD tax) collection, which has traditionally been low in Rajasthan, around 10-20%. By digitizing the process and improving compliance, we aim to increase collections significantly.
Additionally, garbage collection vehicles are being centralized for rental deployment across ULBs. Cities that previously had insufficient fleets will now receive the required vehicles, ensuring 100% door-to-door collection.
Another landmark initiative is the Waste Segregation Action Plan launched on 2nd October. The target is to achieve segregation of organic and non-organic waste in 50% of wards by next year, eventually extending to 100% coverage across all ULBs. This policy not only improves cleanliness rankings but also optimizes waste processing efficiency.
What is the envisioned impact of these projects and policies on the future of urban sanitation and waste management in Rajasthan?
The vision is clear: transforming cities into zero-waste dumping centers. We are constructing over 200 solid waste management plants, and more than 150 out of 314 ULBs are expected to become zero-waste cities. The plants are designed to handle waste volumes exceeding current requirements, with a futuristic outlook for the next 30 years.
Liquid waste management is also a key focus. FSTPs will address faecal sludge disposal, while policies on wastewater reuse provide affordable water for industries, agriculture, and gardening, especially in water-scarce regions. By enabling industries and municipalities to access treated wastewater at reduced rates, we aim to conserve freshwater resources while improving wastewater management.
These initiatives, when combined with AI-based monitoring, vehicle tracking systems, and geotagging, ensure a comprehensive approach to urban sanitation and waste management. The long-term goal is to create cities that are not only clean but also sustainable, technologically advanced, and resilient to future challenges.
Provide some details about the budget and scale of these projects under Swachh Bharat Mission 2.0?
The Swachh Bharat Mission 2.0 in Rajasthan is a substantial program with a combined budget of ₹3,800 crores, funded jointly by the central government, state government, and urban local bodies. This budget supports the construction of over 200 solid waste management plants, 65 FSTPs, and more than 30 STPs, alongside associated infrastructure such as material recovery centers, community toilets, and streetlights.
As of now, approximately 60% of municipalities have operationalized these facilities, and the remaining plants are expected to be completed next year. The scale and scope of the mission are unprecedented in Rajasthan, promising a long-term impact on waste management, sanitation, and overall urban quality of life. With integrated digital monitoring and AI-powered tools, we aim to track, analyze, and continuously improve these projects for years to come.
12. India Maritime Week 2025: A Landmark Event for Port Modernisation and Global Maritime Ambitions
ET Gov. 31 Oct. 2025
With over 85 countries participating in IMW 2025, and MoUs worth “lakhs of crores” signed, PM Modi stressed that the world is betting on India’s maritime ambitions.
At the heart of a gathering that brought together CEOs, policymakers and maritime nations, Prime Minister Narendra Modi declared that “when the global seas are rough, the world looks for a steady lighthouse - India is well poised to play that role with strength and stability.”
He delivered the remarks during the India Maritime Week 2025 (IMW 2025) in Mumbai, describing the country’s maritime reforms as a leap into the future rather than incremental change.
Modi said India has replaced “over a century-old colonial shipping laws with modern, futuristic laws suited for the 21st century.”
He emphasised that India’s ports are now counted “among the most efficient in the developing world, and in many cases are performing even better than those in the developed world.”
Highlighting key operational improvements, the Prime Minister said container-dwell time has been reduced to under three days, vessel turnaround has dropped from 96 to 48 hours, and inland-waterway cargo movement has risen over 700 per cent with operational waterways jumping from three to 32.
With over 85 countries participating in IMW 2025, and MoUs worth “lakhs of crores” signed, Modi stressed that the world is betting on India’s maritime ambitions.
India’s Maritime Moment
Union Home & Cooperation Minister Amit Shah inaugurated the event, calling it India’s “Maritime Moment” and asserting that the historic Gateway of India is transforming into the “Gateway of the World.”
Shah cited India’s 11,000 km coastline, its 23.7 lakh sq. km Exclusive Economic Zone and the fact that coastal states contribute nearly 60 per cent of GDP as evidence of India’s maritime heft.
He said that with over 100 countries, more than one lakh delegates, 350 speakers and 500 companies attending, IMW 2025 showcased investment prospects of up to ₹10 lakh crore in the maritime and allied sectors.
Shah argued that through its strategic location, democratic stability and naval capabilities, India is positioned as a bridge between the Indo-Pacific and the Global South, aligning maritime policy with security, stability and self-reliance.
Focus on Ports, Ship-Building and Inland Waterways
On stage, the government’s vision was underscored in tangible terms. In his remarks, the Prime Minister flagged the commissioning of Vizhinjam Port, India’s first deep-water trans-shipment hub, where the world’s largest container vessel has already berthed.
At Jawaharlal Nehru Port Trust (JNPT), Phase 2 of the Bharat Mumbai Container Terminal has doubled capacity, making it India’s largest container port, enabled through what the PM described as “the largest FDI in port infrastructure” with Singaporean partners.
He pointed out the launch of a megawatt-scale green hydrogen facility at Kandla Port, signalling that the future of ports is both cargo-heavy and green.
On ship-building, Modi announced the granting of infrastructure-asset status to large ships, unlocking access to cheaper financing, and revealed a ₹70,000 crore investment to build ship-yards, develop maritime skills, and generate millions of jobs.
At the same time, the government has set an ambitious goal to quadruple capacity at major ports, and flagged the development of a new mega-port at Vadhavan Port in Maharashtra with an estimated cost of ₹76,000 crore.
Deals, Depth and the Inland Element
IMW 2025 also saw major MoUs being signed: Syama Prasad Mookerjee Port Kolkata announced over ₹48,000 crore in strategic partnerships covering dredging, bulk-terminals and river-front development.
In Odisha, a ₹12,200 crore agreement to operationalise National Waterways 5 and 64 was inked - the first major inland-waterway deal under the Maritime India Vision, aimed at reducing freight costs and road/rail congestion.
State-Level Momentum and Global Engagement
Maharashtra Chief Minister Devendra Fadnavis underscored his state’s role in realising the vision. He pointed out that with JNPT handling 10 million TEUs and the upcoming Vadhavan port, Maharashtra intends to anchor India’s blue-economy ambitions and emerge as a maritime super-power.
At the ministerial and country-session levels, global players from over 85 countries engaged in specialised forums on ship-building, inland waterways, digital logistics and maritime human capital, signalling that India’s maritime strategy extends well beyond national shores.
13. Ford to invest Rs 3,250 crore in India defying Trump’s local push
ET, 31 Oct. 2025
Ford Motor Co. plans to invest about Rs 3,250 crore ($370 million) in India to churn out new engines, a person familiar with the matter said, as the US carmaker resuscitates a factory it shut down four years ago.
The Maraimalai Nagar manufacturing site in the southern Indian state of Tamil Nadu will be retooled to make high-end engines for export markets with an annual capacity of over 200,000 units, said the person, asking not to be named as the plans are private. The engines will not be exported to the US, but it’s unclear which countries they will be sent to, the person said, adding an announcement is expected as early as this week.
Ford’s decision reflects renewed confidence in India as a manufacturing base from Chief Executive Officer Jim Farley and comes as it pivots from a previous focus on electric vehicles. The Dearborn, Michigan-based company first set up manufacturing near Chennai in 1995 and added a second plant in Sanand, Gujarat, in 2015.
Toyota steps up India expansion with new SUVs, rural push as profit surges
The US automaker, which first signaled its interest in resuming local production in India a year ago, has been preparing the investment for months against a backdrop of heightened tensions between New Delhi and Washington. US President Donald Trump placed a 50% tariff on Indian imports earlier this year in a trade standoff, and has lashed out at the Asian country’s purchase of Russian oil.
The move comes even as Trump made boosting manufacturing in the US — especially where the automotive industry is concerned — a signature policy goal. Ford caught flack from the president during his first term for a plan to increase output outside the US, but more recently won praise from him after announcing major investments at its domestic plants.
Ford declined to comment.
Nissan CEO Ivan Espinosa drives global overhaul, bets big on India
Shortly after becoming CEO in 2020, Farley pulled the plug on a deal with Mahindra & Mahindra Ltd. that would have kept Ford vehicles on Indian roads. He abandoned the market altogether less than a year later, saying it could no longer pour capital into marginal markets like India and Brazil that provided little or no return.
By by the time it exited, Ford racked up losses totaling over $2 billion. It ultimately sold off the Sanand vehicle plant to Tata Motors, which now builds EVs there. In 2020, Ford’s chief US rival, General Motors Co., also ceased production in India, three years after shifting to an export-only business model.
14. Empowering Mobility in India: The Urgent Need for High-Quality Prosthetics
ET Gov. 6 Nov. 2025
The future of prosthetics in India cannot be built on compromises — it must be built on courage, creativity, and compassion.
November 5 marks International Prosthetics and Orthotics Day (IPOD) — a day to honour innovation, human resilience, and the transformative power of science that restores mobility and dignity.
For a country like India, where millions live with limb loss due to accidents, diabetes, infections, or congenital conditions, this day is not just symbolic; it is a call to action.
The conversation around prosthetics in India has for too long been defined by affordability rather than suitability. While affordability is important in a developing economy, it should not come at the cost of functionality, safety, or human comfort.
The idea that low-cost prosthetics are inherently “inclusive” is deeply flawed. What inclusion truly demands is access to high-quality, world-class prosthetics that enhance independence, restore dignity, and enable individuals to fully participate in life — not just survive it.
Science and Innovation Must Drive Inclusion
India has made remarkable strides in medical technology, biotechnology, and digital innovation. Yet, prosthetics remain a space where innovation is often overshadowed by cost-cutting. This is not because of lack of talent — Indian engineers and designers have the potential to revolutionize this field — but because the public discourse and procurement priorities often prioritize “cheap” over “capable.”
Prosthetics are not mere tools; they are an extension of the human body. They must be precise, durable, and biomechanically suited to each individual’s needs. Every person’s body dynamics, gait, and weight distribution are unique — one-size-fits-all doesn’t apply here. The right prosthetic can mean the difference between a life of dependency and a life of purpose.
We must, therefore, build a national mindset that values innovation and human-centric design. The Make in India and Atmanirbhar Bharat visions give us the perfect framework to champion Made-in-India, World-Class Prosthetics — not just affordable for India, but export-ready for the world.
A Systemic Approach: Integrating Prosthetics into Ayushman Bharat
The Ayushman Bharat Pradhan Mantri Jan Arogya Yojana (AB-PMJAY) has redefined access to healthcare for millions. However, prosthetics and orthotics remain outside its structured framework in most states. This could change.
Integrating prosthetics under Ayushman Bharat will ensure that every individual who needs a prosthetic limb or orthotic device receives it through a structured, quality-assured mechanism. This would also standardize manufacturing benchmarks and clinical fitting processes, ensuring that only approved and high-quality devices reach beneficiaries.
Furthermore, integrating prosthetic rehabilitation into Health and Wellness Centres under Ayushman Bharat would decentralize access — allowing even rural populations to receive physiotherapy, fitting, and counselling support closer to home.
Public Procurement Should Prioritise Quality
A significant barrier to quality prosthetics in India is the public procurement model, which often rewards the lowest bidder (L1) instead of the best solution. This has led to a race to the bottom — where cost becomes the only criterion and innovation suffers.
India needs a Quality-First Procurement Framework for assistive devices, similar to how pharmaceuticals and medical equipment are regulated. Cost-effectiveness should mean value for money, not cheap at any cost. A prosthetic limb should be judged not by its price tag but by its precision, comfort, durability, and ability to restore full mobility.
A Call for Industry–Government–Research Collaboration
India’s medical device ecosystem is rapidly evolving, but prosthetics and orthotics deserve focused policy attention. We must promote R&D through incentives, public–private partnerships, and dedicated innovation grants. Engineering institutions, medical colleges, and prosthetic design firms must collaborate to create indigenous, affordable, and high-quality designs.
At Parashar Industries, we have witnessed firsthand how innovation transforms lives. With each improved model, each material advancement, and each design refinement, a new possibility emerges — for a child to walk again, a soldier to stand tall, or a worker to reclaim independence.
Redefining Dignity through Design
Inclusion is not just about access — it’s about aspiration. We must ensure that those who rely on prosthetics are not reminded of their limitations but empowered by their possibilities. The narrative should shift from “low-cost solutions for the disabled” to “high-quality innovations for human potential.”
As India steps into the Amrit Kaal, it must reaffirm its commitment to science, innovation, and human dignity. The future of prosthetics in India cannot be built on compromises — it must be built on courage, creativity, and compassion.
Because when we restore mobility, we don’t just give someone a limb — we give them life itself.
(Tuhin A. Sinha is National Spokesperson, BJP; Nagender Parashar is Director & Chief Designer, Parashar Industries; Views expressed are personal)
15. Robot-making firm wins contract from the US; Vijay Kedia has a stake
News nine, live, 8 Nov. 2025, Avijit Ghosal
If the US deal can be completed to the satisfaciton of the client, it can open up the global market for the company.© Avijit Ghosal
Kolkata: Affordable Robotic & Automation is a company that specialises in automation solutions for different industries but has a focus on the automotive sector. It has skills that enables it to design, manufacture and install automated systems like assembly lines, welding cells and material handling equipment. It is also n expert in setting up automated car parking systems for all sorts of buildings — residential and commercial.
Vijay Kedia's stake
Veteran investor Vijay Kedia holds 7.39% stake in Affordable Robotics and Automation Limited. He holds 831,043 shares, which are worth about Rs 20.1 crore. In the last financial year, Affordable Robotics and Automation reported consolidated revenue of Rs 162.56 crore and suffered a net loss of Rs 11.65 crore.
Global markets in sight
The robots that Affordable Robotics and Automation are required to supply are actually autonomous forklifts. These would be designed and programmed for 24×7 safe operation. They incorporate technologies such as LiDAR-based navigation, real-time obstacle detection, and precision control algorithms. These machines will run on i-ware controller and are capable of integrating with warehouse management systems (WMS) and ERP platforms through AI and swarm robotics. These have been developed in-house by the company. These are expected to improve productivity, material movement and reduce operational costs. If the order is executed to the client's satisfaction, it could lead to the company's expansion into markets outside India.
(Disclaimer: This article is only meant to provide information. TV9 does not recommend buying or selling shares or subscriptions of any IPO, Mutual Funds, precious metals, commodities, REITs, INVITs, any form of alternative investment instruments or crypto assets.)
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16. Google's $15 billion AI hub in Vizag: Sundar Pichai's largest investment outside US
ET Gov. 20 Oct. 2025
Google CEO Sundar Pichai on Thursday said the $15 billion AI hub being established in Visakhapatnam (Vizag) is the company's largest ever AI investment outside the US, emphasising that such an investment could completely transform the region.
On October 14, Google said the investment will be over the next five years (2026-2030) and would mark the company's first AI hub in the country, combining powerful gigawatt-scale data centre operations, new large-scale energy sources, and an expanded fibre-optic network, with potential to accelerate AI-driven transformation across sectors.
"All of us are in this world of trying to give people access to technology, and you see that step change that comes with it," Pichai said in a conversation with Salesforce CEO Marc Benioff at Dreamforce, Salesforce's annual technology event. "And with AI, we have a chance to do a step even more."
He reminisced about taking train journeys through South India growing up and spoke of the 'beautiful coast town' of Vizag where Google is making this massive investment.
"We announced our largest ever AI investment outside the US, a $15 billion one gigawatt plus data centre, 80% powered by clean energy with subsea cables going in," he said.
When asked about what it was like for Google, which was leading the AI race at the time, to then have OpenAI come in and disrupt the status quo, Pichai said Google had already made significant progress on AI products, including an internal version of a chatbot.
"But you're right, credit to OpenAI, they put it out first," he said. "We knew in a different world, we would've probably launched our chatbot maybe a few months down the line. We hadn't quite gotten it to a level where you could put it out and people would've been OK with Google putting out that product. It still had a lot of issues at that time."
He also said that Google had already been heavily investing in AI, from its research teams to producing its own chips to infrastructure, and that it was already well-positioned when ChatGPT was released.
But shortly after ChatGPT's launch, Pichai said Google was not immediately releasing a chatbot competitor because it had greater reputational risk than OpenAI. In March 2023, Google released its chatbot. It was initially called Bard and later renamed to Gemini.
"We kickstarted Gemini. We brought Google Brain and Google DeepMind together, and we've been rapidly iterating. Since then, we have Gemini 2.5 outside, and we are working on Gemini 3.0, which we will release this year. The progress has been extraordinary. And I think the progress in 2026 is going to be even more exciting than 2025, so I couldn't be more excited."
Further, Pichai has projected the advent of the quantum computing era within the next decade. He said Google plans to have a commercially viable quantum computer within a few years.
“I am very optimistic and confident about the realisation of quantum computing in 10 years,” he said.
However, in the tech industry, there are concerns that the commercialisation of quantum computers could potentially undermine existing encryption and security systems.
"I am confident that within 3–5 years, we will reach a point where we need to adapt to quantum computing from an encryption perspective," he said. "Everyone needs to be mindful of the issue that there could be a very serious trust gap at the moment when vulnerabilities arise at all points, including cryptocurrencies."
17. CPTA: Boosting India's Exports Through Cross-Border Paperless Trade Initiatives
ET Gov. 4 Nov. 2025
India's logistics performance and digital trade facilitation measures have improved steadily, but gaps remain in legal and technical readiness.
India stands to reduce trade costs and significantly boost export competitiveness by embracing paperless trading systems, with such initiatives expected to cut trade costs of economies in the Asia-Pacific region by about 25 per cent, according to a joint report by policy think tanks ICRIER and RIS.
Cross-border paperless trade, which builds on the broader idea of paperless trade and refers to conducting trade through electronic communication, is gaining momentum regionally with the Framework Agreement on Facilitation of Cross-Border Paperless Trade in Asia and the Pacific (CPTA) being a key driver.
Countries joining this agreement benefit from streamlined trade procedures, lower logistics costs, and improved regulatory cooperation.
As of January 2025, 16 countries are a part of the CPTA. India has taken multiple domestic reforms, including the Single Window Interface for Facilitating Trade (SWIFT) and electronic handling of indirect tax documents, yet it has not joined the CPTA so far.
"Digitalisation has transformed India's trade ecosystem, but the next step lies in seamless cross-border integration," said Arpita Mukherjee, Professor, Indian Council for Research on International Economic Relations (ICRIER).
The report, launched during the second Asia-Pacific E-commerce Policy Summit organised by ICRIER and UNESCAP here, highlighted that accession to the CPTA would enhance India's global trade integration, especially benefiting exporters and micro, small, and medium enterprises (MSMEs) by reducing red tape and simplifying customs procedures.
India's logistics performance and digital trade facilitation measures have improved steadily, but gaps remain in legal and technical readiness, particularly regarding interoperability with other countries' systems and cross-border data exchange.
Joining the CPTA offers India policy flexibility without requiring immediate overhaul of laws or systems, allowing gradual implementation of reforms aligned with international standards and enhanced capacity-building.
18. India: The Emerging Hub for Climate Technology Innovation
ET Gov. 4 Nov. 2025
The big question for the next ten years is whether India can maintain its forward momentum and genuinely guide the Global South towards a future where sustainability, equity, and growth coexist?
When it comes to climate technology, the spotlight has largely shone on the United States, Europe, and China.
Yet another contender is quietly positioning itself to shape the next wave of innovation: India. With a unique mix of policy momentum, market scale, and entrepreneurial energy, the South Asian giant may well become the hub for climate tech in emerging markets.
India’s appeal is both obvious and paradoxical. The world’s third-largest emitter, it still has per-capita emissions that are a fraction of those in the West. That combination creates both urgency and opportunity.
The government has set ambitious targets: 500 gigawatts of renewable energy capacity by 2030, net-zero emissions by 2070, and the mass deployment of electric vehicles. Turning these targets into functioning markets will require technological solutions at unprecedented scale; a challenge that startups and investors are beginning to embrace.
The country’s demographic dividend amplifies its potential. A young, digitally literate workforce is already developing innovations in solar power, battery storage, smart grids, and clean mobility. Indian entrepreneurs are masters of “frugal innovation,” devising solutions that are cost-effective and scalable, precisely what emerging markets demand. Unlike the capital-intensive models of Silicon Valley or Beijing, these approaches are built to function in contexts where resources are limited but ambition is not.
Financing, long a bottleneck, is finally catching up. Venture capital in India’s climate tech sector has grown tenfold over the past five years, drawing attention from global investors. The attraction is clear: India offers a testing ground for solutions that can leapfrog legacy infrastructure, from off-grid solar to micro-mobility networks. Early signs suggest that innovations experimented here could be exported across Asia, Africa, and Latin America.
Challenges remain. Policy uncertainty, grid constraints, and capital inefficiencies could slow the pace of growth. Scaling climate technology in a country of more than a billion people is never straightforward. Yet history suggests that necessity plus ingenuity can yield surprises. Just as India leapfrogged landlines with mobile phones, it could do the same with renewable energy, sustainable agriculture, and electric transport.
India’s climate tech sector is emerging as a major opportunity for entrepreneurs and investors, propelled by rapid economic growth and the pressing need for sustainable solutions. Ranked seventh globally in climate vulnerability, the country faces the twin challenge of building large-scale infrastructure while keeping solutions affordable for consumers who are often price sensitive. This forces innovations to be both cost-effective and scalable, especially for the most vulnerable populations.
A few important shifts are shaping how this story unfolds. Investment is maturing: Early-stage start-ups still attract most of the funding, but investors are beginning to see the need for long term capital that helps companies grow beyond pilots and prototypes.
Business models are evolving: Many start-ups are focusing on business to business solutions such as decarbonizing industrial supply chains or electrifying fleets, since direct consumer markets can be tough to scale in a price sensitive economy. Yet affordable consumer products can still succeed when they are built with local needs in mind.
And in agriculture, which employs over half of India’s workforce, climate innovation is starting to take hold. Companies are turning farm waste into sustainable materials, improving irrigation systems, and giving small farmers access to digital tools, financing, and markets, boosting both incomes and resilience.
Perhaps the most exciting shift is how India is beginning to define a new kind of climate leadership for the Global South. Its approach is not about importing Western models but creating its own, leaner, cheaper, and better suited to local realities. Whether it is electric two wheelers, community solar projects, or energy efficient construction, India is showing how developing countries can grow without repeating the mistakes of the past.
Government policy will continue to play a major role. Clearer regulations, public investment, and targeted procurement could speed up adoption and create stable markets. India’s success in solar power and digital infrastructure shows how consistent government support can unlock massive innovation.
For investors, entrepreneurs, and policymakers, India’s climate tech sector represents something much bigger than a national opportunity. It is a glimpse into how the developing world can grow sustainably and on its own terms.
If the next wave of the global green revolution is going to take shape in emerging markets, India might just be the one leading the charge.
The emergence of India as a centre for climate technology is a striking illustration of how countries may use the VUCA world's inherent complexity, ambiguity, volatility, and uncertainty to their strategic advantage. India is not only responding to climate realities, but also predicting and influencing them by combining its population dividend with ambitious policymaking and entrepreneurial agility.
Its approach to inclusive, scalable, and cost-effective innovation shows a deep comprehension of strategic foresight by identifying early warning signs, taking risks, and integrating technology with long-term sustainability.
India's climate tech ecosystem provides a live laboratory for anticipatory strategy in a time when conventional growth models are being challenged. Here, investors, startups, and policymakers collaborate to develop adaptable solutions for clean mobility, renewable energy, and climate-resilient agriculture. The combination of global finance, digital empowerment, and young talent portends not only an industrial shift but also a shift in civilisation towards sustainable development.
But as India seizes this chance, the challenge is to remain coherent in the face of swift change, making sure that innovation doesn't lag behind regulations and inclusion doesn't lag behind investment.
The big question for the next ten years is whether India can maintain its forward momentum and genuinely guide the Global South towards a future where sustainability, equity, and growth coexist?
19. Rajasthan's Innovative Tourism Strategy: Building a World-Class Ecosystem
ETGov. 5 Nov. 2025
Rajasthan, the land of royal forts, desert landscapes, and timeless traditions, continues to hold its place as one of India’s most sought-after destinations for travelers from across the world.
With its palaces transformed into heritage hotels, thriving cultural festivals, and a growing focus on digital innovation, the State is redefining what it means to blend legacy with modern tourism.
Under the leadership of Rajesh Yadav, Principal Secretary, Tourism Department, Government of Rajasthan, a comprehensive vision is being executed to position Rajasthan as a globally competitive and sustainable tourism brand.
From creating a ₹5,000 crore Tourism Infrastructure and Capacity Building Fund to developing AI-enabled tourism apps, enhancing last-mile connectivity, and crafting specialized policies for wedding, film, and rural tourism, Rajasthan is undergoing a major transformation. Yadav emphasizes that the State’s approach now goes beyond traditional sightseeing — it aims to offer immersive, responsible, and tech-driven experiences that celebrate both people and places.
In this conversation with ETGovernment’s Mahima Jain, Rajesh Yadav discusses Rajasthan’s evolving tourism strategy, key infrastructure and policy interventions, sustainability initiatives, and the vision for 2025–26 that seeks to elevate Rajasthan’s heritage and hospitality to global standards.
Edited excerpts:
Rajasthan has consistently ranked among India’s top tourist destinations. What are the key strategies the Tourism Department is implementing to sustain this momentum and attract high-value domestic and international visitors?
Rajasthan has always been synonymous with India’s rich cultural and heritage landscape, and our focus now is on elevating this reputation to a truly global level. In line with the Prime Minister’s vision for each state to develop at least one world-class destination, Rajasthan has identified four to five destinations to be developed as global-level tourist destinations under the guidance of the Ministry of Tourism.
To sustain this momentum, the Department has created the Rajasthan Tourism Infrastructure and Capacity Building Fund (RTICF) with an allocation of ₹5,000 crore. This fund supports large-scale projects across heritage conservation, infrastructure, and marketing. Additionally, ₹900 crore has been earmarked for upgrading 16 cities into “smart cities” with improved tourism facilities.
Equally important is experience enhancement. Projects such as the revitalization of the Amer–Nahargarh–Jal Mahal corridor, the upgradation of Albert Hall Museum to global standards, and pilgrim infrastructure development at over 200 temples, including Khatu Shyam Ji, Karni Mata, and Malaseri, reflect our focus on quality, cleanliness, and sustainability.
The Department is also developing a new ‘Rajasthan Tourism App’ integrating an AI chatbot, AR/VR experiences, trip planners, and SOS features to create seamless digital accessibility for tourists. Combined with initiatives in safety, guide training, and destination management, these interventions aim to position Rajasthan not just as a leading Indian destination but as a globally competitive tourism brand offering world-class experiences rooted in heritage.
With weddings, heritage stays, and experiential travel on the rise, how is the state promoting niche segments like wedding tourism, film tourism, and rural tourism?
Rajasthan has naturally evolved as India’s premier destination for weddings, films, and cultural experiences, and we are now formalizing this leadership through dedicated policies and events.
Under the “Wed in India” initiative, Rajasthan continues to lead with Udaipur, Jodhpur, Jaipur, and Jaisalmer emerging as top global wedding destinations. The Department organized the first-ever ‘Wed in India Expo’ in 2024 along with the Great Indian Travel Bazaar (GITB) in collaboration with FICCI, supported by digital campaigns like “Romance of Rajasthan” and “Rajasthan – Lage Kuch Apna Sa.” These efforts have showcased Rajasthan’s royal ambience and hospitality, driving high-value tourism.
We are also preparing to unveil a dedicated “Wed in Rajasthan” theme at GITB 2026, highlighting lesser-known wedding destinations such as Sambhar (Jaipur), Bundi, Banswara, and the Shekhawati region. Simultaneously, the upcoming Rajasthan Film Tourism Policy 2025 proposes to provide more incentives for film shooting in the State, promote Rajasthani language films, offer additional incentives for films awarded at national and international film festivals, and simplify the online process for shooting permissions. This will encourage greater cinematic visibility for our monuments, forts, and culture.
In rural and cultural tourism, the Department is promoting local artisans, intangible heritage, and homestays. More than 1,500 artists have been trained under the UNESCO collaboration to ensure community-led, sustainable tourism experiences. These combined initiatives ensure that every segment — from weddings to films to rural crafts — becomes a pillar of Rajasthan’s evolving tourism identity.
Our Rural Tourism Policy provides fiscal incentives and benefits for setting up rural tourism units (tourist accommodation in rural areas), agro-tourism, and caravan tourism in rural areas so that tourists can experience rural lifestyles, rich culture, traditional costumes, art, and craft.
Infrastructure and connectivity are crucial for tourism growth. What recent developments have been made to improve last-mile connectivity to lesser-known destinations across Rajasthan?
Connectivity and ease of travel are at the heart of Rajasthan’s tourism strategy. Over the past year, the Department has worked closely with NHAI, PWD, and other agencies to strengthen both road and air connectivity across the state.
Major expressways such as the Delhi–Jaipur Expressway, Amritsar–Jamnagar Corridor, and Bikaner–Jodhpur section have drastically reduced travel time and improved access to almost all tourist destinations in the State. Additionally, the Public Works Department (PWD) has allocated substantial funds to improve last-mile connectivity to tourist destinations across Rajasthan.
To enhance visitor mobility within cities, Hop-on Hop-off Bus Services have been announced in the 2025–26 Budget, and the Transport Department is in the process of launching these services in Jaipur and other major tourist cities in Rajasthan. Additionally, Rajasthan is coordinating with NHAI under the Parvatmala Project for the development of ropeway projects at selected tourist destinations in the State.
On the digital front, the Online Booking Management System (OBMS) developed by DOIT&C integrates ticketing for monuments, museums, and RTDC tours. This has significantly simplified the visitor journey from planning to on-ground experience.
Digital promotion and global visibility have become vital in the tourism sector. How is Rajasthan leveraging technology and social media to reach new audiences and showcase its diverse experiences?
Rajasthan Tourism has adopted a forward-looking digital strategy aimed at enhancing both visibility and visitor engagement. The approach goes beyond promotion — it’s about integrating technology into the entire tourist experience, from planning to post-visit interaction.
A next-generation Rajasthan Tourism Mobile App is being developed to serve as a one-stop digital platform for travelers. The app will feature AI-enabled assistance, immersive AR/VR-based previews of destinations, trip planners, SOS support, and digital maps — ensuring that tourists have reliable, real-time information at their fingertips.
Social media and digital storytelling form another vital component of Rajasthan’s outreach. Under the Rajasthan Social Media Policy 2024, the Department is collaborating with creators and digital influencers to present authentic narratives of Rajasthan — from its heritage and wildlife to emerging experiences in art, cuisine, and festivals. This helps connect with younger audiences who discover destinations online.
The upcoming Rajasthan Tourism Policy 2025 further institutionalizes these efforts through provisions for digital branding, online tourism business listings, and global marketing partnerships. The overarching goal is to make Rajasthan one of India’s most technologically advanced and digitally discoverable tourism destinations — where tradition meets innovation to create meaningful and memorable travel experiences.
Sustainability and heritage conservation are key themes globally. What initiatives has the department taken to promote eco-friendly tourism and preserve Rajasthan’s heritage assets?
Rajasthan’s tourism strategy places equal emphasis on sustainability and heritage conservation. Recognizing that our monuments and natural landscapes are our greatest assets, the Department has initiated multiple efforts to ensure responsible and eco-friendly tourism development.
A major step is the proposed rollout of “Plastic-Free Tourist Destinations,” which will begin on a pilot basis across select heritage sites. Alongside this, dedicated cleaning services and improved waste management systems, in collaboration with urban local bodies, are proposed to maintain hygiene and cleanliness standards.
The Department’s collaboration with UNESCO has trained over 1,500 local artists and artisans in western Rajasthan to preserve intangible cultural heritage — including crafts, performances, and traditional art forms — ensuring that local communities benefit directly from tourism. Under the RTICF and Smart City Missions, large investments are being made to upgrade infrastructure with an eco-sensitive approach. Moreover, the upcoming Tourism Policy 2025 includes provisions for conservation laws for havelis and heritage structures, eco-adventure tourism, and recognition through State Tourism Awards for responsible operators.
Through these efforts, Rajasthan aims to lead by example — showing that preserving heritage and promoting sustainability are not parallel goals but interlinked pathways to long-term tourism excellence.
Looking ahead, what are the department’s major focus areas or flagship projects planned for 2025–26 to further strengthen Rajasthan’s position as India’s leading tourism destination?
The coming year marks an important phase for Rajasthan Tourism as we consolidate ongoing initiatives and introduce new flagship projects to elevate the State’s tourism ecosystem to global standards. A key focus area is the rollout of major policy frameworks — the Rajasthan Tourism Policy 2025 and Rajasthan Film Tourism Policy 2025, which are in advanced stages of formulation, and the Rajasthan Tourism Unit Policy 2024, which was announced in December to attract new investments in the sector. Together, these policies form a comprehensive roadmap covering infrastructure development, promotion, skilling, and sustainability.
Under RTICF, major tourism infrastructure projects are being executed, including over 350 tourist destinations across the State such as the Albert Hall Museum upgradation, Maharana Pratap Circuit, Tribal Circuit, Shri Krishna Gaman Path, Meera Bai Temple Corridor, Punchari Ka Lautha (Govardhan Parikrama), Jaisalmer Desert Circuit, and Pushkar.
Looking ahead, the Department will continue to strengthen digital outreach, visitor facilitation, a 24×7 tourist helpline, and an expanded Tourist Assistance Force with gender diversity. The emphasis remains on developing sustainable, high-value tourism experiences that integrate Rajasthan’s cultural richness with modern infrastructure and global best practices. Our vision is clear — to position Rajasthan as a destination that seamlessly blends heritage, innovation, and hospitality, setting new benchmarks for tourism excellence in India.
20. Investing in Accessibility: Sminu Jindal's Vision for an Inclusive India
ET Gov. 6 Nov. 2025
Accessibility lies at the intersection of equity, economics, and national development. It is not merely a social imperative but a structural precondition for inclusive growth. In India’s pursuit of becoming a developed nation, accessibility must transcend the conventional boundaries of welfare and enter the realm of strategic planning—informing how we design cities, build infrastructure, and frame public policy.
Few individuals have contributed more to mainstreaming this perspective than Sminu Jindal, the Managing Director of Jindal Saw Ltd, which is part of $40 billion diversified O.P. Jindal Group. Sminu Jindal has spent over two decades redefining accessibility as both an ethical and economic necessity. Through Svayam, the not-for-profit initiative she founded in 2000, and serves as Chairperson, the idea of accessibility has evolved from a marginal concern to a vital component of India’s developmental discourse.
In this conversation with ETGovernment’s Anoop Verma, Jindal reflects on the philosophical meaning of accessibility, the institutional barriers that impede progress, and the urgent need to embed inclusion at the heart of India’s growth narrative.
Edited excerpts:
How do you define accessibility in the Indian context—where resources are limited, and even able-bodied citizens face infrastructural challenges?
Accessibility, as I see it, is an enabler. Many argue that in countries like the U.S. or in Europe, accessibility is easier to achieve because their populations are smaller. But I see it the other way around—if governments in countries with fewer people can make accessibility work for their citizens, then why can’t we, where far more people stand to benefit?
In India, manpower is not our problem—it’s our greatest asset. That asset must have the opportunity to go out and earn an income because it contributes to the GDP of the country. When we make environments and infrastructure accessible, we are not just helping a small group of people; we are expanding participation in the economy.
Accessibility must be viewed not as an expense but as an investment. When we talk about accessible toilets, accessible housing, or transport infrastructure, we are also creating employment for builders, designers, and access auditors. In essence, accessibility turns disability into ability—and inclusion into growth.
Svayam was founded over 25 years ago with a clear social vision. What were the key challenges you faced in trying to achieve that vision?
The biggest challenge has been changing the mindset—getting people to look beyond disability when they think about accessibility. That’s why I prefer the term reduced mobility instead of disability. Reduced mobility can be permanent or temporary—it affects the elderly, pregnant women, or anyone recovering from an injury.
Over the last 25 years, the most difficult task has been to convince people that accessibility benefits everyone. Unfortunately, people often realize its importance only when they themselves face mobility issues—and by then, it’s too late to act. Accessibility must be built into the planning stage. It should be seen as a long-term investment in a better quality of life for all, not as an afterthought or financial burden.
Svayam has worked with government bodies, heritage sites, and transport agencies. Which projects do you consider most transformative?
Svayam together with ASI received the National Tourism Award of Excellence for making the World Heritage Site of Qutub Minar, New Delhi as “Most Accessible & Disabled Friendly Historical Monument” in 2009.
Interestingly, I didn’t start with a detailed roadmap, but I always knew that for any idea to sustain, it must have economic value. The journey began when physicist Stephen Hawking visited India and couldn’t access the Qutub Minar, Red Fort, or Taj Mahal. As a citizen, that hurt me deeply.
Our first project was to make Qutub Minar accessible—the first World Heritage Site in India to achieve this. It took 200 visits to convince the Archaeological Survey of India, but once completed, a newspaper article revealed that Qutub Minar’s revenue had surpassed that of Red Fort and Humayun’s Tomb combined. That validated my conviction that accessibility adds value.
Since then, we’ve worked across housing, education, and public spaces—showing that accessibility can transform every sector.
You’ve also led an “Accessible Family Toilet” project in rural India. How did that initiative come about?
That project was an eye-opener. Accessibility discussions usually focus on urban India—smart cities, smart mobility—but 70% of our population lives in rural areas. We noticed that while India had become open defecation-free, many elderly people and those with arthritis still struggled with the small, enclosed toilets being built under the scheme.
We designed accessible family toilets and trained local masons to build them. We didn’t offer them for free; we provided small loans, which were repaid in full. Today, these toilets exist in 135 districts—a strong validation that even rural India values and benefits from accessibility when it’s designed thoughtfully.
What systemic barriers continue to hinder India’s progress towards a universally accessible environment?
Two major issues—lack of awareness and lack of standardization. Everyone interprets accessibility differently. One facility may be convenient for the visually impaired but unusable for someone using crutches; another might ignore the needs of people who are deaf or hard of hearing.
We need universal design standards. For example, installing Braille signage inside public toilets makes little sense. Instead, layouts should follow predictable, standardized formats. Similarly, in one train, I saw grab bars that moved sideways instead of vertically—posing a safety hazard. These errors occur when there’s good intent but poor understanding.
So yes, the biggest barrier is the absence of universal standards—and the need for greater awareness about how to make spaces truly accessible.
Svayam has worked closely with the Government of India under the Accessible India Campaign. What impact have these efforts had on policy and implementation?
We have audited more than 340 public buildings as part of the Accessible India Campaign and contributed to various policy frameworks. Yet, implementation remains a major gap. Buildings may be audited, but repairs or retrofits are rarely completed.
Even today, not a single hospital in India—public or private—has a fully accessible washroom. Without such basic facilities, we are relying on bedpans when patients should be encouraged to move around. We need enforceable timelines—say, five years—for public and private institutions to upgrade facilities.
Financial disincentives also work. If heavy penalties were imposed on non-compliant buildings, accessibility would quickly become a priority. Laws without enforcement have little impact.
You often say accessibility is not just for persons with disabilities but for everyone. How can policymakers and the private sector internalize this broader vision?
Awareness is key. Most people think accessibility is only for the disabled. We must change the language and narrative—talk about reduced mobility instead. It includes the elderly, new mothers, war veterans, and even accident victims.
In India, people often look at disability with pity, calling it “bure karm.” Our Prime Minister changed that narrative by using the term Divyangjan—but we must go further. Accessibility is about enabling everyone to live with dignity and independence. It’s not charity—it’s nation-building.
Should India’s National Building Code and Harmonised Guidelines be reformed to strengthen accessibility standards?
Svayam has worked with the Ministry of Housing and Urban Affairs, the Bureau of Indian Standards, and the Smart Cities Mission on these frameworks. But the problem is multi-layered—what’s mandated at the central level often fails at the state, district, or village level.
Rules exist, but they lack enforcement. For example, a school refusing admission to a child with a disability technically violates CBSE norms—but where can parents go to complain? There’s no functional grievance redressal system.
We don’t need to halt business or development, but we must demand compliance within reasonable timelines. Give institutions three, five, or seven years—but make sure new buildings adhere to accessibility norms. Otherwise, we’ll keep creating “bad infrastructure” for the future.
As Managing Director of Jindal SAW Ltd, what factors have driven the company’s transformation into a global leader?
India has always been cost-conscious, and that gives us a global edge. My father founded the pipe business with the vision of reducing India’s dependence on imports and saving foreign exchange.
We focused on advanced technology while maintaining cost efficiency. That balance helped us become a market leader. Today, Jindal SAW is among the largest pipe manufacturers in the world, serving critical sectors like oil, gas, water, and infrastructure.
The company has diversified into sustainable energy and rail infrastructure. How do these ventures align with national priorities?
Our waste-to-energy initiatives align directly with India’s sustainability goals. It’s a challenging business, but we’re proud to be the country’s largest WtE operator—with eight operational plants generating around 200 megawatts, and more projects in the pipeline.
We’re also exploring water and renewable energy solutions. All these align perfectly with India’s vision for cleaner growth and resource efficiency.
How do you see India’s steel and pipe industry evolving over the next decade, especially under the “Viksit Bharat 2047” vision?
Steel will remain the backbone of India’s infrastructure growth. The sector must become more robust and technologically advanced, especially for oil, gas, and carbon capture applications. As we move toward clean energy and large-scale infrastructure development, demand for high-quality steel and pipes will only grow.
India’s future is bright—we just need to ensure quality and innovation keep pace with ambition.
India is growing rapidly toward becoming a global leader. How can we ensure that people with accessibility challenges are not left behind?
True growth is inclusive growth. Our government’s vision of Sabka Saath, Sabka Vikas embodies that spirit. We cannot move forward while leaving a segment of our population behind. Every citizen—regardless of ability—must be part of the nation’s progress.
If we integrate accessibility into every plan, we won’t need to take a step backward tomorrow to fix what we neglected today.
Finally, what message would you like to share with policymakers and industry leaders?
Our Prime Minister’s goal of a $5 trillion economy is inspiring. But I often say there’s another trillion waiting on the table—accessible India could unlock it. Accessibility is not a burden; it’s an untapped opportunity for national growth.
If we can include every citizen in the process of nation-building, India’s rise will be not just rapid—but truly equitable.
India and the World
21. India and Brazil Strengthen Economic Ties with $20 Billion Trade Target by 2030
ET Gov. 18 Oct. 2025
India and Brazil on Thursday agreed to deepen their economic engagement by expanding the scope of their Preferential Trade Agreement (PTA) under the Mercosur framework. As a part of this effort, the two countries have set a new bilateral trade target of $20 billion by 2030, up from $12 billion in 2024.
At the India-Brazil Business Dialogue in New Delhi, Brazil’s Vice President and Minister for Development, Industry, Trade & Services, Geraldo Alckmin, said the two nations were “complementary, not competitive” during the event jointly organised by FICCI, ApexBrasil, and CNI. “This year, India's exports to Brazil grew over 30 per cent, and Brazil's exports are also growing. We will exceed the foreign trade target of $20 billion by 2030,” he said.
Alckmin said both nations are working to expand cooperation through investment facilitation and double taxation avoidance, while including non-tariff and broader economic issues in the reworked trade pact. “We want to broaden the Preferential Trade Agreement and strengthen long-term cooperation in civil and defence areas,” he added.
Commerce and Industry Minister Piyush Goyal said the two countries share a long-standing and trusted partnership that has continued to strengthen across trade and investment. Brazil is India’s largest trading partner in South America. He highlighted the potential to expand cooperation in areas such as energy, agriculture, technology, and manufacturing.
“India and Brazil enjoy a warm and deep relationship built on shared values and complementary strengths. The dialogue today is another step toward taking this partnership to the next level,” Goyal said. He added that both sides are working to upgrade the existing trade framework to cover new areas of mutual interest. He said that India’s broader engagement with the Mercosur bloc aims to ensure smoother market access and greater private sector participation.
Goyal also pointed out that the government remains focused on strengthening the overall business environment. “We have done free trade agreements with many developed countries in the last three years. It clearly shows that India is the favoured and preferred destination for both investment and bilateral trade,” he said.
Digital partnership and investment opportunities
Alckmin announced that Brazil is ready to launch a digital partnership with India focusing on artificial intelligence (AI), high-performance computing, and technology start-ups.
“This digital partnership will be a driving force for the new green and digital economy, creating more jobs and technological sovereignty. Brazil is also working on implementing e-visa facilities to ease business and travel,” he said.
He added that Brazil has welcomed Indian investment in various sectors such as automotive, information technology (IT), renewables, clean energy, healthcare, aerospace, agriculture, semiconductors, and digital innovation.
Notably, this development comes as India continues to pursue free trade agreements (FTAs) with several advanced economies. Goyal said India is in active talks for new trade pacts with the US, the European Union (EU), Chile, Peru, New Zealand, and Oman, in addition to agreements already signed with other nations.
The meeting coincided with World Food Day, with Goyal highlighting the shared agricultural strengths of both nations as leading food producers contributing to global food security. The minister expressed optimism that the dialogue would lead to greater collaboration in agri-business and food processing between the two nations.
Harsha Vardhan Agarwal, President of FICCI, in his address, described India and Brazil as “natural partners” in reshaping global governance, citing common positions in IBSA, BRICS, and the G20 on issues such as food security, energy transition, and climate action.
As part of the meet, a formal India-Brazil joint declaration was also exchanged. It stated that the expansion must be “substantial”, covering both tariff and non-tariff measures, with strong participation from the private sector. Both sides acknowledged that meeting the $20 billion target will require structural changes beyond tariff adjustments, given the scale and diversity of sectors involved—including IT, agriculture, defence and clean energy. Meanwhile, Frederico Lamego of CNI announced the revival of a dedicated India-Brazil Business Council to create an “actionable agenda” for industry.
22. HAL- Hindustan Aeronautics Limited: MiG-Sukhoi plant in Nashik to build LCA Tejas now.
ET Gov. 18 Oct. 2025
After producing almost a thousand Soviet-origin fighters—from the iconic MiG-21 to the in-service Su-30MKI—India’s largest combat aircraft manufacturing complex at Nashik has entered a new era focused on indigenous platforms.
The plant’s sprawling hangars, once home to the assembly lines that made 575 of the legendary MiG-21s, have been completely refurbished. New jigs, fixtures, and tooling now support the production of Indian-designed fighter jets and trainers, marking a step towards self-reliance in military aviation. Defence minister Rajnath Singh will preside over the first public flight of the locally-built LCA Mk1A from Nashik on Friday, symbolically closing a six-decade chapter of dependence on imported combat aircraft.
HAL’s new production line at Nashik will initially manufacture eight LCA Mk1A jets a year, with the potential for rapid scale-up. Along with two other operational lines in Bengaluru, the company will have a combined capacity of 24 fighters annually. The Air Force, however, requires a national capacity of 30-40 fighters per year to offset the phasing out of legacy fleets.
While most of Nashik’s infrastructure now serves the LCA and the indigenous HTT-40 basic trainer programmes, a portion remains dedicated to the Su-30MKI to fulfil an upcoming order for 15 aircraft.
The facility’s transformation—spanning 1.3 million square feet—has been completed with an investment of ₹500 crore and incorporation of advanced manufacturing technologies. “The additional assembly line is fully operational with over 30 structure assembly jigs for major LCA Mk1A modules such as centre fuselage, front fuselage, rear fuselage, wings, and air intake,” officials said.
23. ISRO to launch 6.5-tonne US BlueBird-6 satellite before year-end
ET Gov. 24 Oct. 2025
New Delhi, Indian Space Research Organization (ISRO) is gearing up for another collaboration with the US, with its BlueBird-6 satellite, and a 6.5-tonne weighing satellite is expected to be launched by the year-end, said ISRO chairman Dr. V. Narayanan on Thursday.
The collaboration comes on the heels of the successful launch of the NASA-ISRO Synthetic Aperture Radar Mission (NISAR) by ISRO in July.
"Blue Bird is a communication satellite. We have received the satellite, and we are working for the launch, and the launch vehicle build-up is going on," Narayanan told IANS during a media briefing for ESTIC-2025.
"The date will be announced by the Prime Minister at the appropriate time," he said, adding, "we are targeting to accomplish before this year's end".
The Block 2 BlueBird communications satellite, developed by the US-based AST SpaceMobile, will be launched from the Satish Dhawan Space Centre, Sriharikota, on board India's most powerful rocket LVM3.
BlueBird-6 is one of the heaviest commercial satellites, weighing 6.5 tonnes. The Low Earth Orbit (LEO) satellite arrived in India from the US on October 19.
Meanwhile, Narayanan also spoke about the Gaganyaan mission, the progress made under the country's first human spaceflight mission.
Narayanan revealed that development work for the Gaganyaan Mission is nearing completion, "with about 85 to 90 per cent of subsystem-level activities finalised".
"We are now conducting integrated tests and software validation. Three uncrewed missions will be launched before the crewed flight to ensure full safety and system reliability," the ISRO Chief told IANS.
Emerging Science, Technology and Innovation Conclave (ESTIC 2025), scheduled from November 3 to November 5, at Bharat Mandapam, will be inaugurated by Prime Minister Narendra Modi.
The event will focus on accelerating breakthroughs in key scientific domains and fostering collaborations across sectors.
Speaking about the conclave, Narayanan said that the event is not only for ISRO, but for the entire science and technology departments of the country.
"There are 13 science and technology departments involved. The event will mainly showcase our potential, appreciate talents, also understand the vision of each department, what is in the store, and how the Indian industry start-up ecosystems are contributing to the science and technology area, how the academia is involved," the ISRO Chief said.
Dr. A. Rajarajan, Director of the Vikram Sarabhai Space Centre (VSSC), Thiruvananthapuram, stressed the need for a lunar module launch vehicle to enable the landing of an Indian on Chandrayaan by 2040.
"We have configured a Lunar Module Launch Vehicle (LMLV), which is in the initial stages of design and configuration. It requires a 75,000 kg payload capability of LEO," Rajarajan told IANS.
"We are taking care of advancing the manufacturing capability of this vehicle in all aspects," he added, while emphasising the need for industry collaborations.
"Any vehicle development is challenging. It has its own cycle time. We have to put an ecosystem in place to manufacture everything, incorporate all the advancements that have happened all over the world to be on par in 2040," Rajarajan said.
ESTIC 2025 is expected to unite Nobel Laureates, industry leaders, young innovators, women entrepreneurs, and emerging science leaders to define the next frontiers of science and technological innovation.
24. Agricultural Sovereignty U.S. Tariffs: India's Pursuit of Agricultural Sovereignty in the Face of U.S. Tariffs
ET Gov. 27 Oct. 2025
Prime Minister Narendra Modi interacts with farmers during the Special Krishi Programme at the Indian Agricultural Research Institute.
As India and the United States negotiate to expand bilateral trade from US$128.78 billion (2022–23) to US$ 500 billion annually by 2030, agriculture has emerged as a contentious area. The U.S. has been aggressively pressing for deeper access to India’s vast agri-market—an unrealistic demand that has unsettled Indian farmers.
In his Independence Day address on 15 August 2025 Prime Minister Narendra Modi, as a matter of policy, pledged to “stand like a wall” to protect farmers’ interests. His determined assertion reaffirmed India’s “Farmer First” policy, earning widespread appreciation domestically and globally.
Even within the U.S., many policymakers and economists, including Jeffrey Sachs, criticized President Donald Trump’s tariff threats on Indian goods—calling them “bizarre and self-destructive.” Nevertheless, on 26 August 2025, Trump announced a 25+25% tariff on Indian exports.
Instead of deterring India, this challenge has fortified nation’s determination. Farmers, scientists, and policymakers have viewed this as an opportunity for agricultural transformation and self-reliance.
Understanding the U.S. Demand
Over the past decade, the U.S. has repeatedly sought entry into India’s US$ 452 billion agricultural market (expected to reach US$ 563 billion by 2030). American farmers—facing domestic surpluses in soybean, corn, wheat, fruits, dairy, poultry, and meat—see India’s 1.46 billion consumers as a lifeline for their struggling agribusiness sector.
Capturing even a fraction of India’s market would deliver major economic and political dividends to U.S. leadership. The U.S. advantage, however, is based on unfair competition.
U.S. agriculture benefits from annual domestic subsidies often exceeding $20 billion, which creates an artificially low price point for their commodities. India cannot permit this highly subsidized, mechanized competition to devastate its domestic sector.
Why India Cannot Open Its Farm Sector
For India, agriculture is far more than a commercial venture—it is a cornerstone of food and nutritional security and the primary livelihood for 45per cent of the workforce. The sector anchors rural stability, employment, and the Viksit Bharat @2047 vision.
Opening Indian markets to highly subsidized, mechanized U.S. agriculture would distress domestic farmers and reverse decades of progress. India has already learnt this lesson. Liberalizing imports of edible oils and pulses in the 1990s discouraged local production, pushing import dependence to 57 per cent of edible oil consumption (worth ₹1.38 lakh crore) and pulses (worth ₹42,629 crore).
Of late, government allowed duty free import of cotton from September to December 2025 which resulted into forcing farmers to sell their produce much below the MSP. Thus, cotton growers are facing heavy losses this year. Entry of US maize, soybean, ethanol, dairy, or poultry sectors would similarly disrupt energy self-sufficiency, domestic value chains, and farm incomes.
The Protective Shield of MSP
Importantly, the Minimum Support Price (MSP) mechanism and India’s public stockholding program are non-negotiable protective measures. These initiatives ensure a guaranteed income for small and marginal farmers, serving as a critical safeguard against the price volatility triggered by subsidized international commodities.
Dismantling or diluting this framework to satisfy trade partners would undermine the economic security and livelihoods of millions of small- and marginal farmers across the country.
Self-Reliance: The Shield Against Import Disruption
Agriculture currently contributes 15–18 per cent to India’s GDP, and could soon exceed 20 per cent with the right policy, infrastructure, and innovation support. The government’s rising budgetary allocation—from ₹21,933 crores in 2013–14 to ₹1.22 lakh crore in 2024–25—reflects a strong commitment to farm growth.
Several new initiatives that are pivotal and aim to fortify domestic production, reduce imports, and build resilience are important and given below:
Cotton Mission to boost productivity and quality.
National Mission on Edible Oils–Oilseeds (2024–31) to achieve self-reliance in key oilseeds.
Dalhan Atma Nirbharta Mission (₹11,440 crore) for pulses.
Pradhan Mantri Fasal Bima Yojana (PMFBY) for comprehensive food and income security through crop insurance. PM Dhan Dhanya Krishi Yojana (₹24,000 crore) for food and nutrition security.
Animal Husbandry, Fisheries, and Food Processing Schemes (₹5,450 crore).
PM Kisan Sampada Yojana for modern food processing infrastructure and value chain development.
Reforming Agricultural Trade and Exports
Before the U.S. tariff escalation, India had planned to raise agricultural exports from US$ 51.9 billion (2024–25) to US$ 100 billion by 2035. Exports to the U.S. stood at US$ 5.7 billion (11% of total), with over half potentially affected by tariffs.
In the long term, India needs to open its markets, at least proportionate to the access it wants from foreign markets. For this, there is a need for reforming trade and export policies. To sustain export growth, India must transition from being a protected economy to a globally competitive one by:
Diversifying and upgrading its export portfolio with high-value processed products.
Supporting MSMEs, FPOs, and SHGs in processing, branding, cold chains, and logistics.
Expanding market promotion in ASEAN, Africa, EU, and Middle East.
Ensuring stable export policies and avoid frequent bans.
Meeting SPS and TBT standards through modern testing, traceability, and certification.
Strengthening the ease-of-doing business, innovation incentives, and start-up ecosystems.
Pursuing the Paroda Committee (2019) recommendations for smallholder empowerment and technological literacy.
Empowering the New-Age Farmer
Sustained farm transformation depends not on subsidies but on knowledge, skills, and innovation. Farmers must be equipped to adopt climate-resilient technologies, diversify production, and engage with modern value chains.
Agri-startups in mechanization, logistics, food processing, and marketing have already begun attracting educated youth by offering dignity, profitability, and purpose.
The High-Powered Committee on KVKs (2014), chaired by Dr RS Paroda, recommended transforming all 731 KVKs and 691 ATMA centres into “Knowledge–Skill–Innovation Hubs.” The Workshop on Motivating and Attracting Youth in Agriculture (MAYA) also proposed reforms such as:
Revamping agricultural curricula.
Institutional support for entrepreneurship.
Vocational training in ICT, high-value crops, and supply chain management.
The Viksit Bharat vision is heavily reliant on digital public infrastructure (DPI) in agriculture. Initiatives related to digital services will provide personalized advisory services, credit access, and market linkages, ensuring that technological advances are inclusive and scalable across India’s millions of smallholder farmers.
Reimagining Agricultural Education
Future agriculture will be knowledge-intensive, driven by artificial intelligence (AI), biotechnology, robotics, drones, block chain, and precision farming.
Integrating agriculture with science, engineering, technology and mathematics (STEM) disciplines will nurture innovators capable of creating indigenous as well as globally competitive solutions. However, such transformation demands robust funding for higher education and research, ensuring that technology-driven agriculture remains inclusive and sustainable.
Building Cooperative Strength
Smallholders farmers often struggle to adopt technology due to lack of awareness and limited financial resources. Strengthening Primary Agricultural Credit Societies (PACS) and linking them with Farmers’ Producers Organizations (FPOs) and Self-Help Groups (SHGs) can provide credit access, storage, and equipment on a custom-hiring basis. An integrated production-to-marketing cooperative network can drastically improve farmers’ profitability and resilience.
Protecting India’s Agricultural Identity
India must safeguard its domestic agriculture and food industries by improving efficiency and competitiveness. Promoting “Make in India” agri-brands and instilling consumer confidence in local products is a step in the right direction.
Ultimately, India’s success will hinge on its ability to swiftly address tariff and non-tariff barriers, enhance policy frameworks and infrastructure, and establish its farm sector as a globally reliable, competitive, and self-reliant system.
Not Merely a Slogan
The “Farmer First” policy is not merely a slogan—it is the foundation of India’s food security, rural stability, and national sovereignty. Yielding to current trade pressure from the USA, opening gates for cotton, corn, soybean, dairy products, meat etc. are likely to affect Indian farmers adversely, especially when efforts are towards self-reliance.
Instead, policy support to grow GM food crops like corn and soybean will help increase production more efficiently and economically making our agriculture globally competitive.
The Bt cotton success stories are shining examples. With a well-planned coordinated and long term EXIM Policy-India stands to gain enormously but would need a bold policy environment and a strong push to scale aggressively 'Make in India' innovations.
(Dr R. S. Paroda is Chairman, Trust for Advancement of Agricultural Sciences, and Former DG, ICAR and Secretary, Department of Agricultural Research & Education, GoI; Dr Ram Srivastava is Professor (Retd.), Haryana Agricultural University, and Consultant, Trust for Advancement of Agricultural Sciences)
25. Law with Labs: Shaping the Future of Techno-Legal Experts in a Digital World
ET Gov. 17 Nov. 2025
Law with labs & T-model
In an age shaped by Artificial Intelligence (AI), quantum computing, digital surveillance, and hyper-connectivity, the protection of privacy and personal data has become a global necessity.
Data is now a strategic asset, often described as the new oil, and its misuse can jeopardize not only individual’s rights but also national security and corporate integrity. As data protection and cybersecurity emerge as twin pillars of modern governance, countries worldwide struggle to build frameworks that ensure technological growth while safeguarding civil liberties.
Yet a foundational challenge persists, since technology and law continue to evolve in isolation. Academic curricula, professional training systems, and capacity-building institutions rarely integrate legal understanding with technological capability. As a result, judges, prosecutors, defence lawyers, and industry professionals often grapple with scientific evidence, digital processes, and algorithmic systems without adequate technical literacy.
This gap has had dire consequences. Across the world, including in technologically advanced nations like the United States and the United Kingdom, innocent people have been convicted based on flawed forensic practices, junk science, and misinterpreted digital and other forensic evidence.
The need of the hour is therefore clear to build an interdisciplinary educational and professional model that brings law and technology together. This is precisely the gap addressed by the innovative concept of “Law with Labs,” pioneered by the author Dr. GK Goswami, with his vast experience as a senior police officer, forensic science academician, Fulbright scholar, and leading authority on wrongful convictions and legal-forensic integration.
The Rise of Data Protection Norms and the Growing Compliance Burden
Technological advancements have transformed every aspect of human life, but they have also raised unprecedented questions about privacy and data integrity. India took a historic leap in 2017 when the Supreme Court, in Justice K.S. Puttaswamy (Retd.) v. Union of India, declared the Right to Privacy a fundamental right under Article 21 of the Indian Constitution. This judgment laid the constitutional foundation for India’s data protection regime. The stakes in cyber security and data protection are enormous.
Globally, the European Union set the gold standard with the General Data Protection Regulation (GDPR) in 2018, inspiring national data protection laws around the world. India followed with the Digital Personal Data Protection Act (DPDP Act), 2023, and recently enacted the DPDP Rules, 2025.
GDPR imposes penalties for data breach up to 50 million euros or 4% of global turnover, while India’s DPDP Act prescribes penalties up to ₹250 crore. Such stringent compliance requirements mean that companies cannot rely solely on legal teams or IT professionals working in silos. Instead, industries now need tech professionals with legal literacy and lawyers with technological competence. Moreover, Article 25 of GDPR on “Legality of Design” and “Privacy by Design” shifts liability towards manufacturers and technology developers, making techno-legal literacy indispensable across sectors.
“Law with Labs”: A Pioneering Solution
Recognizing this widening gap more than a decade ago, the author conceptualized the pioneering model of “Law with Labs”, a well-structured interdisciplinary approach to equip students, professionals, and practitioners with both legal acumen and technological hands-on skills. This innovation is grounded in real-world experience as a police officer leading complex investigations and as a scholar deeply engaged in forensic science, digital evidence, and wrongful conviction research across India, the United States, and the United Kingdom.
What “Law with Labs” Offers:
For Technologists: Engineering and computer science students learn essential legal foundations mainly data protection law, cybercrime laws, digital evidence procedures, compliance frameworks, and courtroom processes including moot-court simulations.
For Law Students: Legal learners acquire hands-on experience inside real or simulated forensic laboratories—DNA profiling, fingerprinting, digital forensics, document analysis, and AI-based investigative tools.
For Universities and Industry: The model helps institutions redesign curricula to produce graduates who are not only academically strong but also industry-ready, compliance-oriented, and technologically fluent.
“Law with Labs” is not merely a teaching tool, but it is a governance innovation, offering a framework for future-ready justice systems, safer digital ecosystems, and more ethically aligned technological development.
T-Model of Skill Development: Preparing Youth for Employability
Across the world, industries consistently report a growing mismatch between academic learning and professional expectations. To address this challenge, the T-Model of skill development has emerged as a powerful tool. In T-Model: the vertical bar represents depth: expertise in a specialized domain. The horizontal bar represents breadth: cross-disciplinary understanding and flexible skills. A young professional with T-shaped skills is adaptable, innovative, and capable of working across sectors.
Vertical (Depth) Skills may include Cyber forensics, network security, coding, AI systems, DNA analysis, digital investigation, system design, simulation, or automation. Horizontal (Breadth) Skills may include Legal compliance, data protection principles, digital literacy, problem-solving, communication, social media management, ethics, and critical thinking. This combination makes graduates highly employable, industry-aligned, and capable of meeting evolving technological and legal challenges.
Integrating “Law with Labs” with the T-Model: A Transformational Framework
It is further proposed that “Law with Labs” innovation seamlessly integrates into the T-Model, enhancing both depth and breadth.
Breadth (Law): Legal Literacy for Technologists where students gain in the Basics of the IT Act, DPDP Act and global data protection norms, Digital evidence rules, Cybercrime investigation procedures, Compliance mechanisms for emerging technologies, AI governance principles, and Courtroom procedures involving scientific evidence. This ensures that engineers, developers, and technologists are legally compliant, ethically aware, and industry-ready.
Depth (Labs): Technical Literacy for law students and legal professionals obtain training in Cyber forensic tools, Malware and intrusion analysis, Data recovery and log analysis, Digital chain-of-custody, DNA, fingerprint, document, and trace evidence, and AI-enabled crime detection systems.
This builds a rare but crucial skill set especially for lawyers who understand science and technology not theoretically, but practically. Together, the two models create a holistic skill ecosystem that enhances employability, strengthens legal governance, and improves industry-academia collaboration. This model may further be efficiently expanded for social science streams and other disciplines as well.
Conclusion: A Futuristic Vision for Viksit Bharat
The integration of “Law with Labs” innovation with the T-Model skill framework can shape a new generation of professionals - techno-legal thinkers who can navigate the complexities of AI, digital evidence, cybersecurity, and regulatory compliance. Industry bodies, academic institutions, and policymakers should adopt this model to build a future-ready workforce.
Its potential extends beyond engineering and law into management, medicine, social sciences, and public administration. As India moves towards the vision of Viksit Bharat, this innovation offers a powerful pathway for an education system where law meets technology, science serves justice, social science serves morality with modernity, and youth become globally competitive, poised, and ethically grounded in our social value system.
(The author is Founding Director, Uttar Pradesh State Institute of Forensic Science, Lucknow and former senior IPS officer; Views expressed are personal)
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