DELHI, July 2025

Index of this Newsletter

INDIA

INDIA & THE WORLD

21. New ‘Strategist’ COO at Apple faces the Big Tariff Test
22. Tony Blair holds talks with Delhi CM Rekha Gupta on governance, education reforms
23. $100 Billion: Making Indian Agriculture Globally Competitive
24. 'What a waste': Vinod Khosla says IIT builds unicorns while Europe sits out entirely
25. Prada and Maharashtra Body Plan Talks on Kolhapuri Sandals

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DELHI, July 2025

NEWSLETTER, July 2025

INDIA

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

1. Cashless Treatment Scheme 2025: Government Launches Cashless Treatment Scheme-2025 for Road Accident Victims

ET Gov. 19 Jun. 2025

In a landmark move towards strengthening road safety and emergency healthcare, the Ministry of Road Transport and Highways (MoRTH), with the active support of the National Health Mission, has officially launched the 'Cashless Treatment Scheme-2025.' This ambitious initiative, rolled out under Section 162 of the Motor Vehicles Act, 1988, promises free, cashless treatment up to ₹1.5 lakh for road accident victims during the critical 'Golden Hour'.

The scheme, which was launched on May 5, 2025, promises to cover free treatment costs up to ₹1.5 lakh for up to 7 days in designated hospitals. Any road accident victim brought to a hospital within 24 hours of the incident qualifies for the benefits. Even if a victim is taken to a non-designated hospital, initial stabilisation expenses will still be covered under the scheme, ensuring no delay in emergency care.

Anyone--including family members, Good Samaritans, police, ambulance staff, co-passengers, or even the driver--can bring the injured to a hospital. The focus is on saving lives, not bureaucracy.

The government has put in place a robust implementation structure, with a 10-member Steering Committee at the national level chaired by the MoRTH Secretary, State Road Safety Councils chaired by respective State Transport Ministers, and District Road Safety Committees at the district level, led by the District Magistrates, will ensure on-ground execution. The scheme will be managed through the TMS online portal, which will handle treatment coordination, real-time data reporting, claim verification, payment processing, and grievance redressal.

Payments to hospitals must be made within 10 days of approval. Claims are verified by State Health Agencies and funded via the Motor Vehicle Accident Fund, with contributions from the Central Government and General Insurance Companies.

In addition to the cashless treatment scheme, the government has also reinforced the Hit and Run Motor Accident Compensation Scheme, 2022. Under this scheme, victims or their families will be eligible for compensation of up to ₹2 lakh in case of death and ₹50,000 in case of grievous injury.

Each district has a Hit-and-Run Committee, chaired by the District Magistrate, to ensure timely claim settlement.

To claim compensation, victims or their families will need to report the accident to the police, submit treatment records, ID proof, and bank details, and file an application with the Claim Inquiry Officer. Claims will be processed within a month, and payouts will be made within 15 days of verification.

2. Revolutionizing India's Public Procurement: Call for Transparency and Accountability

ET Gov. 23 Jun. 2025

Despite well laid down guidelines, we often come across cases of lack of transparency in public procurement.

Recently the Supreme Court was surprised when it came to know that L&T had been disqualified on being found technically incompetent by the Mumbai Metropolitan Region Development Authority (MMRDA) for the construction of a road tunnel and an elevated road.

On being pulled up, it was decided to cancel these two tenders worth Rs 14,000 crores. Despite well laid down guidelines, we often come across cases of lack of transparency in public procurement.

Public Procurement in India constitutes 30% of the GDP. Best value for money without any compromise in the desired quality, and open and effective competition are supposed to guide the Public Procurement process. Without timely procurement of quality inputs and consumables at the best price, it is not possible for any organization to achieve its strategic or commercial goals.

The process of procurement has evolved over a long period of time and has been designed to be competitive and transparent. The introduction of technology has helped advance this. When electronic tendering had not started, it was a challenge to even submit the tender documents as there would be musclemen guarding the tender box and access to the office where this was kept.

It is a matter of concern that they are still able to interfere during the process of execution after the contract has been awarded to a firm or contractor. It must be dealt with very strictly as a law-and-order and corruption issue.

The rigging of a tendering process not just results in loss to the exchequer to the tune of billions of dollars every year but it also results in low quality of execution due to the wrong selection of contractors. We have heard of instances of bridges collapsing, roads caving in just after inauguration and equipment malfunction because of low quality etc. Time and cost overrun due to wrong selection of vendors is an important stumbling block on our way to becoming Viksit Bharat.

Earlier, a general complaint about government procurement was that it is done on the lowest price (L1) bid basis, hence low-quality goods and services are procured. To avoid this, single stage bids were restricted only for procurement of goods of simple and standard specifications and for the complicated ones, a two bid system was introduced in the government to ensure purchase of appropriate quality goods, works and services.

The other mischief happening in the single stage bidding was that through negotiations, a bidder having quoted a higher price (and hence liable to rejection) was asked to reduce his bid value to less than that of the L1 bidder (after price discovery) to favour him. To nip this in the bud, CVC has issued guidelines and prohibited negotiation with anyone other than the L1 bidder.

Under the two-bid system, technical and commercial bids are opened first to determine the techno-commercial responsiveness of a bid which examines the capacity and quality of the vendors supplying and executing goods, services and works. Financial bids of only those firms which qualify at this stage are opened.

With all good intentions of the government, the unscrupulous elements still are able to manipulate to favour the chosen ones for quid pro quo or other extraneous considerations. The manipulations done at the time of bid formulation, submission and evaluation are some of the methods used to defraud the exchequer. While the first and third are executed at the seller’s end, the second is done at the buyer’s end.

While framing the Request for Proposal (tender) document, the technical and commercial specification can be made to suit particular suppliers and kill competition or can be tweaked to make some particular supplier eligible to participate. In the Agusta Westland VVIP chopper case, specifications were eased to make a particular vendor qualify at the technical stage.

Similarly, in certain cases specifications are made so stringent that most of the firms are not able to participate and only few big firms are able to qualify.

Once the bids are received and the favoured firm is found facing stiff competition from other vendors, the competitors of that firm can be technically disqualified by the technical committee of experts on some ground or other. This is what seems to have happened in the case of L&T as mentioned above.

Similarly, in a hybrid method of selection called QCBS (Quality and Cost Based Selection), used mainly for selection of consultants, it has been seen that the system can be gamed to select the favourite consultants. Even on the GeM portal, developed by the GoI for procurement of goods and services by government departments, it is possible to manipulate and pick up a chosen supplier for procurement of items valued under Rs 50,000 using the specific ratings for vendors to identify the desired one.

Though the guidelines for procurement have inbuilt checks for ensuring transparency, it seems that some more measures are needed to further tighten the screws. First, a defined window of time to challenge the bid parameters before bidding actually takes place can blunt the efforts to kill competition. There is a system of pre-bid conferences but it is not mandatory.

The choice of technical specification remains the prerogative of the purchaser but such a challenge may help the higher ups in the organization to learn about the shenanigans of the purchase department and take corrective measures. Second, if a bid is rejected on being found techno-commercially unresponsive, grounds of rejection must be communicated to the bidder and a window of opportunity allowed to challenge the same.

It may take some time to do these but will be less time consuming than that spent in litigations, if any. Third, Artificial Intelligence should be used independently to evaluate the techno-commercial responsiveness of the bids. If the result of AI and the technical committee does not match then the matter should be examined at a higher level.

Finally, if it is found that the specifications were rigged or the bid was wrongly evaluated to favour a particular firm, strict punishment must be awarded to all those guilty of doing so, other than imposing heavy pecuniary penalty on them.

(Amit Mohan Prasad is a retired IAS officer. Akaash Mohan, an engineer, is a data enthusiast. Views expressed are personal.)

3. Mumbai's Dharavi Redevelopment and BEST: A Vision for the Future

ET Gov. 25 Jun. 2025

As Additional Chief Secretary and the Officer on Special Duty for the Dharavi Redevelopment Project, SVR Srinivas is leading one of the most ambitious and long-awaited urban transformation efforts in India.

Simultaneously serving as General Manager of BEST, Mumbai’s lifeline public transport system, he occupies a pivotal position at the intersection of infrastructure, mobility, and inclusive development in Maharashtra.

In conversation with ETGovernment’s Puja Banerjee, Srinivas outlines the current progress of the Dharavi Redevelopment Project—from the finalisation of its master plan to the start of on-ground construction and innovative models to safeguard livelihoods.

He also discusses BEST’s modernization journey, including route rationalisation, electric buses, and smart technologies, while reflecting on the challenges of funding, manpower, and sustainability. Drawing from his decades of experience, he shares a vision for Mumbai’s urban evolution and the national implications of success in Dharavi.

Edited excerpts:

What is the status of the Dharavi redevelopment project? What stage of implementation are you at?

The construction has started on the railway land we procured from the Ministry of Railways at a cost of over 1000 crores. Alongside, a socio-economic survey of the entire area is underway; around 100,000 houses have been visited and about 80 to 90,000 have been numbered. The master plan for the Dharavi project has been finalized recently and presented to the Chief Minister and Deputy Chief Minister. The business plan is also finalized, and the infrastructure plan is under revision. We hope the project will proceed smoothly from here.

Dharavi is a massive project with significant costs. Do you think its success could inspire similar redevelopment projects elsewhere?

Success breeds replication. If this project succeeds, it could lead to similar projects not only in Maharashtra but outside the state as well. But first, the project has to succeed, and for that, it must begin properly. This project was conceptualized in the mid-1980s, and now, after about 40 years, it has finally started. Some unique aspects of this project include housing for all residents, unlike previous projects which had eligibility restrictions. Financially, we have structured it through CCPs or CCDs, and corporately, we have a special purpose vehicle (SPV) model with a 20% government stake, unlike developer-driven projects before. Also, we have introduced unique formulas to protect the livelihoods of thousands of industrial and commercial units in Dharavi. These innovations could be adapted for other projects.

Moving to public transportation, BEST is crucial for Mumbai. How do you view the challenges that BEST is facing?

BEST has been vital but faces challenges due to increasing demand. We are procuring new buses and making bus usage more user-friendly and predictable. For example, we partnered with Google Maps to provide live bus arrival and departure times on mobile phones, which is crucial for Mumbai residents who value their time. Another challenge is manpower shortage, especially conductors. We have started optimizing manpower by allowing staff to work across departments, following a recent legal victory. We are also rationalizing bus routes to reduce waiting times, aiming for a maximum wait of 10 to 15 minutes. About 15-20% of routes have been rationalized, with the rest to be done in the next few months.

There is concern that BEST's partnerships and new models might lead to fare hikes. How do you plan to manage revenue without burdening passengers?

We are not here to make losses, but also not to make profits. Continuous losses will eventually force us to shut down services. We have requested the government to revise fares, which have not been updated since 2018. Currently, fares up to 5 kilometers are only 20 rupees, which is quite low. We are also introducing battery-operated electric buses to reduce environmental impact. Our current model involves wet leasing buses to reduce upfront capital expenditure. The Brihanmumbai Municipal Corporation (BMC) is supporting us financially with a budget provision of about 1000 crores this year, but our requirements exceed that. We hope for further positive support.

Regarding technology, what new technologies are being adopted in BEST to improve transportation?

Besides the Google Maps integration, we are focusing on battery technology for electric buses, though our batteries are more expensive. On the electric supply side, we have implemented smart metering and smart circuit breakers that can automatically take corrective actions. We have also introduced an Intelligent Traffic Monitoring System (ITMS) that allows tracking and locating every bus via mobile phones. These technologies help us keep services updated and efficient.

With around 30,000 employees, how are you managing manpower and safety concerns?

We are rationalizing manpower by shifting staff between departments to optimize utilization. We are emphasizing driver training, especially for leased drivers, making it compulsory for drivers to have at least two years of experience before deployment. Safety is paramount, and we are addressing it proactively to reduce accidents.

From your extensive experience in infrastructure development, how do you see Mumbai’s urban development evolving?

Infrastructure in Mumbai has transformed significantly over the last 16 years. The Atal Setu has been a game changer, connecting Mumbai to the mainland in about 12 to 15 minutes, which was previously 45 minutes. Public transport is also getting a major boost with the completion of metro lines. Projects like the coastal road are progressing well. I believe in the next five years, Mumbai’s public transport will be robust and comparable to global standards. However, city growth depends not only on infrastructure but also on the overall economic growth of the country. Mumbai contributes about 40% of the income tax revenue, so its development is crucial to national progress.

4. PepsiCo India launches 10 Mitti Jaanch Kendras in West Bengal

RuralVoice, Jun 20, 2025

The launch of soil testing centers was inspired by the need to provide farmers with precise and actionable insights into their soil health

Reaffirming its commitment to regenerative agriculture and environmental stewardship, PepsiCo India announced 10 Mitti Jaanch Kendras (soil testing centers) now operating in West Bengal. These specialized soil testing centers, run by trained women (popularly known as Mitti Didi) provide farmers with faster, more accessible insights into soil health, supporting them to care for their land more effectively.

The launch of soil testing centers was inspired by the need to provide farmers with precise and actionable insights into their soil health. By understanding the nutrient composition, pH levels, and other critical parameters of their soil, farmers can make informed decisions about crop management, fertilizer application, and soil amendments. This targeted approach enhances crop yields.

To bring this thought to life emotionally, PepsiCo India’s Lay’s has also unveiled Mitti Ki Chitthi, a lyrical letter from Mother Earth to the farmer, celebrating the silent, steadfast bond between the soil and those who nurture. As a mother would write to her daughter, the Earth lovingly expresses gratitude, offers wisdom, and gently reminds her of the balance, care, and attention she needs to thrive. Told through evocative visuals and a poetic narrative, the film brings to life the deep, unspoken bond between farmers and the land they nurture — reinforcing that when we care for the Earth, it cares for us in return.

Anukool Joshi, Director Agro at PepsiCo India, added, “Soil is the starting point of everything we do in agriculture, and understanding it well is key to growing quality crops sustainably. With the Mitti Jaanch Kendras, we aim to provide farmers with access to scientific, data-backed insights that help them make better decisions — whether it’s choosing the right nutrients or managing resources efficiently. This initiative is a step forward in our ongoing commitment to supporting farmers with the right tools and knowledge, and Mitti Ki Chitthi beautifully captures the spirit of that relationship between the farmer and the land.”

“I’ve been part of PepsiCo’s farming program for ten years now,” said Tapasi Paul, a farmer from Balitha village in Bankura district. She further added, “This year, I got my soil tested through the ‘Mitti Didi’ project and received the report on time. I applied the recommended fertilizer dosage in my field. As a result, my cultivation costs went down, and soil health improved. On my 4 katha (0.08 acres) of land where I followed the recommendations as per the report, I harvested 27 bags of chip-grade potatoes. In comparison, on the land where I used traditional methods, I got only 5 bags per katha (0.02 acres). I’m thankful to PepsiCo for bringing soil testing to us.”

This spirit of care runs deep in PepsiCo India’s agricultural vision. As an agri-company at heart, PepsiCo works directly and indirectly with over 27,000 farmers across 14 states, championing innovations like Mitti Didi, and Lay’s Smart Farm. From empowering farmers with accessible soil testing to using predictive technology for better yields, every initiative strengthens PepsiCo’s commitment to regenerative agriculture, sustainable sourcing, and better farming practices, ensuring that every packet of Lay’s chips begins with the highest quality potatoes.

5. Priya Nair to be HUL’s First Woman Boss as Jawa Exits

ET, 11 jul. 2025

Hindustan Unilever (HUL) has named Priya Nair, 53, its first woman managing director and chief executive, replacing Rohit Jawa, who will leave after a two-year tenure through which sales of India’s largest consumer goods firm climbed just 2% amid rising competition, while the stock slid 10%.

The changes are effective August 1.

Currently, London-based Nair is the president of the beauty and well-being business at Unilever.

The change of guard at the India unit comes nearly five months after Unilever ousted its global chief executive, Hein Schumacher, within a year and a half at the helm, replacing him with its finance chief, Fernando Fernandez, to speed up the company’s turnaround. Jawa’s was the shortest among all CEO stints at HUL.

“Priya has had an outstanding career in HUL and Unilever. I am certain that with her deep understanding of the Indian market and excellent track record, Priya will take HUL to the next level of performance,” said Nitin Paranjpe, Chairman at HUL.

Nair joined HUL in 1995 and held several sales and marketing roles across home care, beauty & wellbeing, and personal care businesses.

India is the second-biggest market for Unilever, accounting for 12% of global sales. HUL, whose performance is considered a proxy for broader consumer sentiment in India, has been grappling with slow value sales growth, swinging between near-flat and 4% for almost two years. Smaller and niche players have started eating into HUL’s premium portfolio business, especially in beauty and personal-care segments, which now makes up about 35% of the company’s revenue.

HUL now has a market capitalization of ₹5.66 lakh crore, with a 10% value shrinkage through Jawa’s tenure. An MBA from Symbiosis Institute of Business Management, Pune, Nair joined HUL as a management trainee in the consumer insights team.

Before moving to the parent company, she led both home care and beauty and personal care portfolios over the past decade at HUL. She had led the launch of HUL’s rural mobile marketing initiative, ‘Kan Khajura Tesan’, which received three Gold Lion awards at the 2014 Cannes Lions International Festival of Creativity.

"Priya is an exceptional leader. She had played a stellar role as part of my team to grow the home care business in terms of growing market shares and significantly improving the margins. She is not only a very good marketer but is an excellent operator and business person," said Sanjiv Mehta, executive chairman at L Catterton India and former MD at HUL.

Jawa had a 37-year career in Unilever, including an executive vice president role for North Asia and as Chair of Unilever China and the Philippines.

During Jawa's CEO tenure of about two years in India, the company delivered just 2% sales growth amid a slowdown in the broader market and intensifying competition from smaller new-age players.

“Jawa walked into a difficult legacy. The Horlicks integration didn’t deliver the scale or synergies that were anticipated. A string of small acquisitions also failed to move the needle in any meaningful way," said a former director at the company. "More critically, HUL was left flat-footed on its digital and quick commerce strategy—an area where the company is now playing catch-up. While these challenges weren’t of his own making, the cumulative impact made course correction increasingly difficult under his leadership.”

HUL, however, said Jawa introduced the ‘aspire’ strategy to transform portfolios and channels toward high-growth demand spaces. Under his watch, the company also acquired direct to consumer brands Minimalist and Oziva to enter niche sub-segments in beauty and wellbeing. "I would like to thank Rohit for leading the business through tough market conditions and strengthening its foundations for success. The company took decisive actions to sharpen the portfolio and further stepped up its market leadership over the last two years," Paranjpe said.

HUL, with annual revenue of Rs 62,646 crore, built its leadership position by selling mass-priced brands from Sunsilk and Clinic Plus to Lux and Rin.

HUL’s sales volume, or the number of packs sold, rose 2% in the last quarter and in the fiscal year ended March 31. HUL also revised the guidance for near-term margin to 22-23% from its previous forecast of 23-24%.

- Agriculture, Fishing and Rural Development

6. Revitalizing India's Cooperative Sector: PM Modi's Ministry of Cooperation

ET Gov. 5 Jul. 2025

On July 6, 2021, Prime Minister Narendra Modi took a historic step by establishing the Ministry of Cooperation, a visionary move aimed at revitalizing India’s cooperative sector and realizing the dream of Sahkar se Samriddhi—prosperity through cooperation.

Under the dynamic leadership of Union Home Minister and Minister of Cooperation Amit Shah, this new ministry has ushered in a transformative era for cooperatives, strengthening rural economies, empowering farmers, and fostering inclusive growth. As we commemorate the International Day of Cooperatives, it’s an opportune moment to reflect on the path-breaking initiatives launched by the Modi government since 2021 and their profound impact on India’s cooperative landscape.

The creation of the Ministry of Cooperation was a bold response to a long-standing need for a dedicated administrative, legal, and policy framework to bolster the cooperative movement. Previously managed under the Ministry of Agriculture, cooperatives lacked the focused attention required to unlock their full potential. PM Modi, with his unwavering commitment to grassroots development, envisioned cooperatives as a cornerstone of India’s $5 trillion economy dream.

By entrusting Home Minister Amit Shah, a seasoned leader with deep roots in Gujarat’s cooperative movement, with this portfolio, the government signalled its intent to revolutionize the sector. One of the ministry’s flagship initiatives has been the modernization of Primary Agricultural Credit Societies (PACS). Recognizing PACS as the backbone of rural credit systems, the Modi government launched an ambitious plan to computerize 63,000 PACS across India.

This move, championed by Amit Shah, has brought unprecedented transparency and efficiency to rural banking. By digitizing operations, PACS can now offer seamless services, from loan disbursal to digital transactions, ensuring that even the smallest farmers have access to modern financial tools. In Gujarat’s Panchmahal and Banaskantha districts alone, this initiative led to the opening of over 400,000 new bank accounts, with deposits exceeding Rs 500 crore and 24 lakh digital transactions facilitated through 1,732 micro ATMs. Nationwide, over 900,000 new accounts have been opened, with cooperative banks seeing deposits rise by Rs 4,000 crore, a testament to the initiative’s success.

The ministry’s efforts extend beyond digitization. Under PM Modi’s guidance, the government has linked PACS with diverse services like affordable food shops, low-cost medicine outlets, petrol pumps, and LPG distribution, transforming them into multi-purpose entities. This diversification strengthens the three-tier cooperative structure, ensuring that district and state cooperative banks also thrive.

Cooperation Minister Amit Shah’s vision of establishing two lakh PACS in every panchayat is a game-changer, creating a robust network that empowers rural communities and fosters entrepreneurship. This initiative aligns with Modi’s broader goal of inclusive growth, ensuring that cooperatives reach every village and uplift marginalized sections. Another landmark achievement is the launch of White Revolution 2.0, a campaign to bolster the dairy cooperative sector.

With women at the forefront, this initiative has empowered female farmers by enhancing their income through dairy farming. Amit Shah has emphasized that dairy cooperatives, inspired by the success of Gujarat’s Amul model, can drive rural prosperity. The ministry’s focus on animal husbandry also supports PM Modi’s push for natural farming, as animal manure plays a critical role in sustainable agriculture. This synergy between cooperatives and natural farming underscores the government’s holistic approach to rural development.

The establishment of the National Cooperative Export Limited (NCEL) in 2023 is another feather in the ministry’s cap. Spearheaded by Amit Shah, NCEL aims to transform local products into global brands, connecting small farmers to international markets. This initiative has opened new avenues for rural producers, enabling them to compete on a global stage and boosting their incomes. By fostering cooperative-led exports, the Modi government is ensuring that India’s rural economy contributes significantly to the nation’s GDP.

The ministry has also introduced bold financial reforms. Under Shah’s leadership, the Reserve Bank of India doubled the housing loan limits for cooperative banks, enabling them to compete with commercial banks. Rural and urban cooperative banks can now offer doorstep banking services, a move that enhances accessibility for customers. Additionally, cooperative banks have been permitted to lend to commercial real estate and micro-enterprises, broadening their financial scope and supporting small businesses.

These reforms reflect PM Modi’s vision of modernizing cooperatives while preserving their community-driven ethos. Transparency and accountability have been central to the ministry’s agenda. The creation of a national cooperative database is underway, addressing the long-standing issue of fragmented data on cooperatives.

This database will provide a comprehensive repository of cooperative activities, memberships, and financial details, enabling better policy-making and resource allocation. Amit Shah’s emphasis on transparency has also led to reforms like tax exemptions for cooperative sugar mills and reduced surcharges on cooperative entities, ensuring that farmers reap greater benefits. The impact of these initiatives is evident in their tangible outcomes.

The cooperative sector has seen over 60 new initiatives in just three years, with 10 launched in the first 100 days of the Modi government’s third term in 2024. These efforts have created jobs, boosted rural incomes, and strengthened India’s cooperative framework. For instance, the Gujarat model of “Cooperation Amongst Cooperatives” has been hailed as a blueprint for national growth, with Minister Amit Shah advocating its replication across states.

The ministry’s focus on training through Technical Support Units (TSUs) and the formulation of a National Cooperative Policy (2025–2045) further demonstrate its forward-looking approach. As we celebrate the International Day of Cooperatives, the Modi government’s transformative work in the cooperative sector stands as a beacon of hope for millions of farmers, women, and rural entrepreneurs. PM Modi’s vision of Sahkar se Samriddhi has breathed new life into a sector that embodies India’s spirit of collective progress.

Amit Shah’s strategic leadership, rooted in his extensive experience in Gujarat’s cooperative movement, has turned this vision into reality. From modernizing PACS to fostering global exports, the Ministry of Cooperation is paving the way for a stronger, more inclusive India. As the sector continues to evolve, it remains a powerful testament to the Modi government’s commitment to empowering every citizen through the power of cooperation.

(The author is a national spokesperson of BJP, besides being an author; Views expressed are personal)

7. Uttar Pradesh’s First Fruit Winery Opens in Malihabad, Promises Better Returns for Mango Farmers

Rural Voice, 20 Jun. 2025, Sumit Yadav

Uttar Pradesh’s first fruit winery, recently inaugurated in Jallabad village, Malihabad, will use local mangoes and other fruits to produce natural wines.

Mangoes and other fruits from Malihabad in Uttar Pradesh will now be used to produce wine. The state's first fruit winery was recently inaugurated by Principal Secretary Manoj Kumar Singh and Excise Minister Nitin Agrawal (Independent Charge) in Jallabad village of Malihabad. The winery, established by Madhvendra Deo Singh of Mbrosia Nature Living LLP, aims to produce natural wines from mangoes and other locally available fruits.

The state government has decided to grant a complete exemption from excise duty on fruit wine made from local produce for the next five years. On this occasion, the Chief Secretary said that the initiative would be a significant step toward promoting fruit production and entrepreneurship in the state.

Excise Minister Nitin Agrawal commented that the opening of this fruit winery in Malihabad will provide a crucial market for local mango farmers and help the flavours of their mangoes and other fruits gain global recognition.

Madhvendra Deo Singh, MD of Mbrosia Nature Living LLP, stated that their winery will purchase mangoes that traders usually reject or that farmers are forced to sell at throwaway prices. The company will use these mangoes for wine production, thereby providing local farmers with a nearby market and better prices for their produce. In addition to mangoes, Mbrosia plans to produce wine from mulberries, bananas, pears, ginger, and honey.

After completing his MBA in Agricultural Business, Madhvendra worked for a multinational food processing company in Mumbai. In 2012, he returned to his village to assist his father with mango orchards and farming.

Speaking to Rural Voice, he shared that the idea for a winery stemmed from witnessing the challenges mango farmers faced in selling damaged or lower-grade fruit, along with the abundant mango supply in Malihabad. He believes this venture will help showcase the unique taste of Malihabad’s mangoes to the world in the form of wine.

Madhvendra explained that during the mango season, they will procure mangoes from farmers, store the pulp, and use it for wine production throughout the year. The Excise Department has granted the company a license to produce six lakh litres annually. Mbrosia’s Moybi brand of wine is set to launch in Noida on August 2, followed by a nationwide rollout.

8. High yielding, climate resilient varieties of maize, mustard, rice crops released in Odisha

Statesman, 19 Jun. 2025

The Odisha State Seed Sub-Committee meeting, held on Wednesday, announced the release of multiple varieties of high-yielding climate-resilient rice crop, maize and mustard for boosting the agrarian economy and benefit of cultivators.

Three non-paddy varieties, OUAT Kalinga Maize 1 (Khushi), OUAT Kalinga Mustard 2 (Samrudhhi), OUAT Kalinga Mustard 3 (Sidhhi), with high yielding and higher oil content mustard variety was approved for release in the state, said officials.

The OUAT Kalinga Maize 1 (Khushi) variety specification performs well under kharif rain-fed dry spell stress conditions. Besides, it is suitable for cultivation in Maize dominated districts like Nabarangpur. Similarly, OUAT Kalinga Rice-3 (Sampada) is suitable for puff rice having antioxidant properties.

The OUAT Kalinga Rice 12A (Padmaja) is a bio-fortified variety, suitable for organic cultivation. OUAT Kalinga Rice 14 (Shreepada) is also a Bio-fortified variety rich in iron and antioxidants.

The variety will replace farmers demanding the variety “Swarna (MTU-7029”. Likewise, CR Dhan 215 (Indumati) is suitable for aerobic and saline conditions. It can be preferred for coastal districts of the state.

Another variety, CR Dhan 604 (Kalpana) is tolerant of low temperature at seedling stage and terminal heat at reproductive stage. It is also resistant to stem borer, leaf folder and gall midge. This apart, CR Dhan 912 (Ashutosh Mehek) is an aromatic variety resistant to leaf folders and stem borers.

Director Agriculture & Food Production Shubham Saxena, officers from Odisha University of Agriculture and Technology & Agriculture Department attended the meeting.

9. Lower water usage, international demand and an opportunity to grow a third crop: This is why Punjab farmers are going for basmati this year

ToI, 19 Jun. 2025

Amritsar: Lower water usage, international demand and an opportunity to grow a third crop between seasons are spurring farmers in Punjab's Majha region to cultivate basmati despite only marginal differences in earnings compared to traditional paddy.

Last year, basmati fetched an average price of over Rs 3,300 per quintal in the private market, ranging between Rs 2,531 and Rs 3,550. Paddy was sold at around Rs 2,400 per quintal under the minimum support price (MSP) regime. Although paddy offers slightly higher yields, basmati's added advantages are fuelling the shift.

"Unlike paddy, basmati requires significantly less water, which aligns with the govt advisory of promoting sustainable farming amid growing water scarcity. Early-maturing basmati varieties like PUSA 1509 also allow farmers to grow a third crop—typically vegetables such as potatoes or peas—between the wheat and rice cycles, adding to their income," explained Tejinder Singh, chief executive officer of Amar Singh Chawla Wala, makers of the popular Lal Qila basmati brand, said.

Basmati grown in the districts of Amritsar and Gurdaspur, and parts of Tarn Taran commands higher demand compared to other areas, further incentivising farmers. Last year, out of the total 1.8 lakh hectares under paddy cultivation, 1.5 lakh hectares were under premium basmati varieties, while 30,000 hectares were used for traditional paddy.

This year, the agriculture department aims to bring at least 10,000 additional hectares under basmati cultivation. "We're seeing unprecedented interest in basmati, especially in the high-yielding, disease-resistant PUSA 1692 variety, which delivers 22 to 24 quintals per hectare," said Dr Baljinder Singh Bhullar, chief agriculture officer.

10. Maharashtra Seals Rs 31,955 Crore Deal For Green Power Push

PTI, 16 Jul. 2025

Maharashtra government on Tuesday signed four Memoranda of Understanding with private companies to develop pumped storage hydroelectric projects with Rs 31,955 crore investment.(Source: Unsplash).

The Maharashtra government on Tuesday signed four Memoranda of Understanding with private companies to develop pumped storage hydroelectric projects with Rs 31,955 crore investment with the aim of generating 6,450 MW power and 15,000 jobs. The MoUs were signed in the presence of state Chief Minister Devendra Fadnavis at the Vidhan Bhavan, the state legislature complex, here.

Previously, the water resources department had signed MoUs for 46 PSPs with 16 agencies, it said.

With these four MoUs, the total number of projects now stands at 50, with a combined capacity of 68,815 MW, estimated investment of Rs 3.75 lakh crore and potential to generate 1.11 lakh jobs, it said.

As per the statement, the water usage and revenue estimates are - initial water requirement: 19.29 TMC (thousand million cubic feet), annual recharge water: 3.24 TMC, one-time revenue (initial fill): Rs 1,762.21 crore, annual revenue (recharge): Rs1,128.32 crore.

- Industry and Manufacture

11. Nutrition Start-up Nuvie Raises $450K Pre-Seed Funding Led by PedalStart

RuralVoice, 19 June 2025

Nuvie aims to build a leading "Better-For-You" brand, offering protein-rich, guilt-free snacks and treats that taste as good as, or better than, their conventional counterparts.

Food and beverage start-up Nuvie has raised over ₹3.8 crore (USD 450,000) in its maiden pre-seed funding round. The round was led by start-up accelerator PedalStart, with participation from prominent entrepreneurs and angel investors.

Notable investors include Mukesh Bansal (Founder, Myntra, Cult.fit), Ayyappan R (Founder & CEO, FirstClub; ex-CEO, Cleartrip), Chanakya Gupta (Co-Founder, Tuco Kids; ex-SVP, Flipkart), and Arun Sharma (Co-Founder & CPO, Qlub UAE).

Founded in 2023, Nuvie is positioning itself as a “Better-For-You” brand that offers high-protein, guilt-free versions of traditional treats—combining nutrition with taste. The company has already launched a lactose-free Ready-to-Drink Protein Shake in three flavours, with plans to introduce five more variants. Upcoming products include a protein chocolate bar and what it claims will be India’s first protein-infused cold coffee, dubbed "Proffee."

The funds will primarily be used for new product development, brand-building, and content creation, with a portion allocated to expanding distribution and unlocking new growth opportunities.

Nuvie has shown strong early momentum, generating monthly revenues of over ₹10 lakh within the first month of launch. With this fundraise, the start-up aims to close calendar year 2025 with an annual recurring revenue (ARR) of ₹10 crore.

“We’re elated to raise our pre-seed round, a significant milestone in our journey to reimagine healthy eating,” said Prashant Paliwal and Hem Narayan, Co-Founders of Nuvie. “This capital will empower us to double down on product innovation and strengthen our market presence as we gear up for our next phase of growth.”

Commenting on the investment, Manas Pal and Aditya Darolia, Co-Founders of PedalStart, said, “Despite the rising demand for healthy foods in India, the sector still lacks tasty and convenient options. Nuvie stands out with its innovative approach and commitment to making nutritious products more appealing to first-time health-conscious consumers.”

With a clear focus on innovation and lifestyle-led wellness, Nuvie aims to lead a new movement in India’s health food segment—where eating healthy no longer means compromising on taste.

12. Unlocking Urban Potential: The Crucial Role of PPPs in India’s Emerging Cities

ET Gov. 21 Jun. 2025

For these cities to truly become engines of economic decentralisation and social mobility, the infrastructure push must go deeper—into housing, healthcare, education, and energy.

Smaller cities in India are experiencing a change that has never been seen before. Places like Surat, Coimbatore, Ranchi, and Vishakhapatnam are bracing an urban swell not many expected before. These cities are no longer just support systems to metro hubs, they are migration magnets in their own right. As young workers, entrepreneurs, and students move out of overcrowded metros in search of opportunity and affordability, a new urban chapter is being written. However, there is one big problem - the roads, homes, transit, and services in these cities aren't quite ready.

The Gap: Rapid Urbanisation in Smaller Cities

The numbers speak volumes. According to a UN-Habitat report, India's urban population is expected to reach 600 million by 2030. What's critical is that a sizeable chunk of this growth will take place outside the megacities. In theory, this shift could decongest metros and spread economic activity more evenly. But in practice, most Tier 2 and Tier 3 cities are struggling to cope with the pace.

Primary infrastructure like housing, water supply, public transport, and waste management is currently buckling under pressure. The mismatch between population growth and civic capacity is glaring. Urban sprawl continues without adequate planning, and essential services are stretched thin. In some cities, garbage collection hasn't kept pace with rising waste levels, while in others, public transportation poses a real challenge. If unaddressed, it may impede progress rather than enable it.

The Need: Planned and Inclusive Development

Tackling urban issues demands careful, forward-looking planning instead of relying on short-term or fragmented fixes. These cities need sustained investment in smart governance, sustainable housing, and efficient public transportation, far beyond the construction of flyovers and drainage systems. The objective must be to build cities capable of accommodating growth without compromising livability.

However, this is precisely where the limitations of the public sector become evident. The scale and complexity of infrastructure required cannot be addressed through government funding alone. Furthermore, bureaucracy by itself cannot create resilient cities quickly enough. Collaboration is essential for this. A workable model for sharing risk, pooling resources, and combining the best aspects of both industries is provided by public-private partnerships or PPPs.

How PPPs Are Bridging the Gap

It is clear that the government is pushing for growth driven by infrastructure. The amount spent on capital investments in the Union Budget 2025–2026 was ₹11.21 lakh crore, or roughly 3.1% of GDP. This is about having a big vision, not just about having a lot of money. India is attempting to rewire its construction process with flagship projects like Gati Shakti and the National Infrastructure Pipeline (NIP), emphasizing multimodal connectivity, improved logistics, and quicker project clearances.

The results are beginning to show. Since 2014, India has seen a 60% rise in national highways, a twofold increase in operational airports, and fourfold growth in metro rail infrastructure. Much of this has been possible because the government didn't go it alone. Over 1,500 PPP projects, worth ₹10 lakh crore, have been undertaken since the 1990s, according to the Department of Economic Affairs. Under NIP alone, nearly 22% of infrastructure funding is expected to come from PPPs.

Why PPPs Work for Tier 2 and 3 Cities

The benefits of PPPs are particularly sharp in smaller cities where administrative capacity and public funds are often limited. By partnering with the private sector, governments can deliver projects faster and with better technology. Private players bring in not just capital but also efficiency, innovation, and long-term accountability.

More importantly, the financial burden doesn't fall entirely on the exchequer. PPPs spread the risks, ensuring that maintenance and service delivery continue even after the ribbon is cut. For cities aiming to launch smart infrastructure—from waste recycling to electric public transport—PPPs offer the flexibility and expertise that traditional government departments often lack.

Notable PPP Successes in Smaller Cities

Some cities are already showing what's possible when PPPs are implemented well. Indore, consistently ranked among India's cleanest cities, has used PPPs to upgrade its waste management systems, run an electric bus fleet, and build a real-time urban command control centre.

In Karnataka, the Hubballi-Dharwad Bus Rapid Transit System (BRTS) was developed under a PPP model, dramatically improving commute times and passenger experience. Similarly, the Nagpur Metro, a hybrid PPP involving central, state, and private funding, has set a new benchmark for mobility in non-metro cities.

Ongoing Contributions by Private Sector Leaders

Private players are gradually becoming more involved in the evolution of emerging cities, with some beginning to partner with civic bodies to reimagine public infrastructure. In places like Delhi and Uttar Pradesh, early signs of progress are already visible. There’s more attention now on connecting commercial areas better and improving public transport options. For example, some bus stations are getting updates to make them more comfortable and easier to use. These changes aren’t happening all at once — progress is gradual, and there are still challenges. But overall, it shows that city planning is beginning to focus more on what people actually need day to day. It’s a step forward, even if there’s a long way to go.

Why the Future Looks Promising

PPPs have already proven their worth in enabling faster and smarter infrastructure development across Tier 2 and 3 cities. However, this is just the beginning. For these cities to truly become engines of economic decentralisation and social mobility, the infrastructure push must go deeper—into housing, healthcare, education, and energy.

13. Gujarat Electronics Component Manufacturing Policy: Gujarat's New Electronics Component Manufacturing Policy to Attract ₹35,000 Cr Investment

ET Gov. 23 Jun. 2025

Chief Minister Bhupendra Patel stated that the policy reflects Gujarat’s identity as a progressive, policy-driven state under the visionary leadership of Prime Minister Narendra Modi. “With GECMS-2025, Gujarat will not only drive Make in India but also play a pivotal role in building global supply resilience,” he said.

Ahmedabad: Gujarat Government has announced the Gujarat Electronics Component Manufacturing Policy-2025 (GECMS-2025).

Announced by Chief Minister Bhupendra Patel, the policy is aligned with the Central Government’s Electronics Component Manufacturing Scheme (ECMS), and it aims to attract over ₹35,000 crore in new investments and generate high-skilled employment in the state’s expanding electronics ecosystem.

With a focus on reducing import dependency and enhancing India’s presence in global electronics value chains, the policy offers robust incentives to industries engaged in the production of multi-layer and HDI printed circuit boards, lithium-ion cells, display and camera modules, SMD passive components, electromechanical parts, and specialized machinery.

A key feature of GECMS-2025 is its convergence with the Centre’s ECMS scheme. Projects approved by the Ministry of Electronics and Information Technology (MeitY) and located in Gujarat will be eligible for 100% central assistance, alongside parallel state incentives. These benefits will be streamlined through a single-window approval mechanism, ensuring faster clearances and disbursal. The Gujarat government has committed to disbursing its share of incentives within 30 working days of the Centre’s release.

Gujarat has already established itself as a leading manufacturing destination, with four semiconductor units operational and a growing ecosystem of suppliers. The new policy aims to catalyse the upstream value chain, supporting domestic manufacturing and enhancing exports.

The policy includes turnover-linked incentives for a period of six years and promotes research and innovation. Recognised institutions in Gujarat can receive up to ₹12.5 crore in assistance to establish Centres of Excellence, Finishing Schools, and Applied Research Laboratories.

Applications under GECMS-2025 will be accepted until 31st July 2025. Projects that have been approved under the ECMS and are based in Gujarat will automatically qualify for benefits under this policy. Units currently availing benefits under the Gujarat Electronics Policy 2022-28 will not be eligible, avoiding duplication of support.

Further, the state will provide need-based assistance for the development and modernisation of common infrastructure and logistics within electronics clusters.

The Gujarat State Electronics Mission (GSEM) will serve as the nodal agency for policy implementation, handling approvals, disbursements, and monitoring. The policy will remain in force for the same duration as the central ECMS scheme.

Industry experts have welcomed the policy as a timely boost to India’s electronics sector ambitions, especially as global manufacturers seek alternatives to existing supply hubs.

14. FMCG Cos Roll Out the Red Carpet for Kiranas

ET, 23 Jun. 2025

Leading companies like ITC, Nestle, Coca-Cola, Tata Consumer, Dabur and Parle are making fresh moves to improve trade and relationships with general trade distributors, such as supplying more premium products and offering higher margins amid rapid growth but increased scrutiny on quick commerce.

Agencies

This is a reversal from last year, when companies had slashed stocking in general trade amid a protracted slowdown which saw quick-commerce companies gain share for not just impulse categories such as soft drinks and snacks, but also large staples packs of 5 kg and 10 kg.

“For general trade, we have made a wider portfolio of premium packs,” Sandeep Sule, divisional chief executive, trade marketing and distribution at ITC, which makes and sells Engage perfume and Master Chef ready-to-cook and frozen foods, said. “We have reconfigured our supply chain and distribution infrastructure for wider availability of premium packs in general trade and created value offers for premium general trade outlets with merchandising support,” Sule added.

India has 13 million kirana stores, which continue to contribute over 90% to overall sales of makers of grocery products, though sales contribution from quick-commerce platforms such as Blinkt, Zepto, Instamart and BB Now have been growing in high double digits. Recent months have seen general trade distributors highlighting “differences” with grocery makers, alleging that the latter “have been favouring quick commerce over traditional trade with deep discounts and differentiated margins.”

Last week, Dabur India chief executive Mohit Malhotra met general trade distributors to commit fresh investments to neighbourhood stores. “We are now investing in new tools and programmes to empower general trade stockists; these range from predictive analytics for demand planning to simplified onboarding and claims processing systems,” he said.

Coca-Cola is escalating its “Coke buddy platform,” which allows retailers to self-order stocks, to make pricing, promotions and delivery tracking transparent with general trade, the company said. “Coca-Cola is empowering general trade via our super power retailer programme. Now, close to one million retailers in India and Southwest Asia are ordering on this platform,” a spokesperson for the beverages maker said.

On June 16, the All India Consumer Products Distributors Federation (AICPDF) wrote an open letter to FMCG companies alleging “lack of binding agreements with distributors and vendors.” The entity, which represents over 4.5 lakh distributors and 13 million kirana retailers, asked companies for “a single, channel-agnostic market operating price” across general trade, quick commerce or modern trade.

“We follow a GT-first (General Trade-first) policy. Among our latest initiatives is to escalate replenishment of stocks with trade partners, so their returns on investment are optimised, and their capital is put to best use,” said Mayank Shah, vice president of Parle Products.

Faster stocking cycles reduce storage costs, directly improving return on investment.

A spokesperson for packaged foods maker Nestle India said the company “is actively enhancing its direct coverage and further deepening its relationships, as traditional trade remains the cornerstone of its business.”

Sunil D’Souza, MD at Tata Consumer Products, said in a recent earnings call that it has “increased retail margins” on some of its brands in general trade to build momentum back under the business.

15. Country Delight Launches Oats Beverage – A Plant-Based Alternative

Team RuralVoice, 24, 2025

Made from high-quality Australian oats and free from chemical additives, preservatives, and added sugars, this product naturally contains fiber, vitamins, and minerals, making it an ideal choice for lactose-intolerant individuals, fitness enthusiasts, and health-conscious consumers

Country Delight, today announced the launch of its all-new Oats Beverage, marking its foray into the rapidly growing plant-based drink segment. Designed for health-conscious consumers seeking a nutritious and affordable alternative, Country Delight’s Oats beverage is crafted with the same commitment to purity, quality, and freshness that the brand is known for, said in a release issued by the company.

India's widespread lactose intolerance affecting a vast number of the population meets its match in the affordable oats beverage - a smooth, Lactose-free alternative that doesn't compromise on taste. With increasing consumer demand for plant-based alternatives, Country Delight’s Oats Beverage is set to redefine the segment with its rich taste, premium ingredients, and unmatched nutritional benefits. Made from high-quality Australian oats and free from chemical additives, preservatives, and added sugars, this product naturally contains fiber, vitamins, and minerals, making it an ideal choice for lactose-intolerant individuals, fitness enthusiasts, and health-conscious consumers.

Oat Beverage is naturally lactose-free, making it an ideal choice for individuals with lactose intolerance. Oat Beverage provides a gentler digestive experience without triggering lactose-related sensitivity.

Many plant-based drinks rely on soy or nuts (almond, cashew), which are common allergens. Country Delight’s oat beverage is: Nut-free Soy-free, produced in a strict allergen-controlled facility with segregation protocols to prevent cross-contamination.

Oat beverage is gentler on digestion due to: Soluble fiber Beta- glucan, which aids gut health and promotes smoother digestion. No lactose or casein, which can cause inflammation and digestive discomfort in sensitive individuals.

Country Delight’s oat beverage is: Unsweetened, with no artificial sweeteners. Free from added preservatives, ensuring it is natural and premium. Made with plant-based ingredients i.e Oats, chia etc., providing a wholesome, minimally processed beverage.

Chakradhar Gade, CEO & Co-Founder, Country Delight, said, “At Country Delight, we are constantly innovating to meet the evolving needs of our consumers. With the launch of Oats Beverage, we aim to provide a nutritious, plant-based alternative without compromising on taste or quality. Our mission has always been to make India live better, and this product is another step towards offering wholesome, nutritious food choices”.

Country Delight has grown from a dairy brand to a complete kitchen essentials provider, offering fresh fruits, vegetables, daily groceries, and now, plant-based beverages. The introduction of Oats beverage strengthens its position in the health and wellness segment, catering to modern consumers who prioritize nutrient-dense foods.

Country Delight's Oats Beverage is priced at ₹40 for a 400ml pack and will be available for order through the Country Delight app.

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

16. Job Done Right to Boost Employment

ET, 2 Jul. 2025

The cabinet approved a ₹99,446 crore Employment-Linked Incentive (ELI) scheme to promote the creation of over 35 million formal jobs over two years. The benefits are focused on first-time job creation in the manufacturing sector. The move is aimed at formalisation of the workforce and bolstering savings and social security.

TIL Creatives

The cabinet also approved a ₹1 lakh crore Research Development And Innovation (RDI) scheme.

It is aimed at providing long-term financing or refinancing at low to zero interest to bolster private sector investment in the three areas.

The government intends to catalyse job creation in all sectors, particularly in manufacturing, besides incentivising youth to join the workforce for the first time, said an official statement following the cabinet decisions on Tuesday.

“An important outcome of the scheme will also be formalisation of the country’s workforce by extending social security coverage for crores of young men and women,” it said.

The ELI scheme was unveiled in the 2024 budget as part of the Prime Minister’s package of five schemes to facilitate employment, skilling and other opportunities for 41 million youth with a total outlay of ₹2 lakh crore. The programme will cover jobs created between August 1 this year and July 31, 2027. Part A of the scheme will focus on first timers, Part B on employers.

Under the scheme, first-time employees will get a month’s wage, subject to a cap of ₹15,000. Employers will be given incentives for a period of two years for generating additional employment, with extended benefits for another two years for the manufacturing sector.

The ministry of labour and employment expects 19.2 million beneficiaries of the scheme to be first timers entering the workforce. The incentives to employers are expected to create jobs for an additional 26 million.

The scheme will be implemented by the Employees’ Provident Fund Organisation (EPFO).

“It’s a promising step towards enhancing employment opportunities,” said Puneet Gupta, tax partner, EY India. “This forward-thinking initiative streamlines the previous framework into two impactful schemes aimed at driving job creation and supporting first-time employees.”

Under Part A, first-time employees with a salary of up to Rs 1 lakh and registered with EPFO will get one month’s EPF wage, up to ₹15,000, in two instalments. The first instalment will be payable after six months of service and the second after 12 months as well as the completion of a financial literacy programme by the employee.

To encourage saving, a portion of the incentive will be kept in a savings instrument or deposit account for a fixed period and can be withdrawn by the employee at a later date.

Under Part B, the government will incentivise employers, by up to ₹3,000 per month, for two years, for each additional employee with salary up to Rs 1 lakh with sustained employment for at least six months. For the manufacturing sector, incentives will be extended to the third and fourth years as well.

17. Meet The Air Potato: Saharanpur Farmer Grows Spud On A Vine, Not Underground

News 18, 19, Jun. 2025, Sameeksha Sharma

Farmers in Saharanpur, Uttar Pradesh, are known for their innovative farming methods. One such farmer, Rajendra Atal, has stunned everyone with a new variety of potato that grows not underground, but above the ground—aptly named the ‘Air Potato’.

The Air Potato, originally found in parts of Asia and Africa and believed to be native to Nigeria, grows on fast-spreading vines rather than underground. It begins growing rapidly after the monsoon and is typically harvested in the winter season. The vegetable is versatile, it can be cooked, roasted, or even boiled, and tastes just as good as regular potatoes.

Though the Air Potato is traditionally grown in Uttarakhand and other hilly areas, Atal is now working to bring its cultivation to Saharanpur. With declining production and concerns over the variety becoming extinct, efforts are being made to conserve and promote it.

Speaking to Local18, Rajendra Atal said, “Shakambhari University is supporting us in our agricultural innovations. Everyone knows that traditional potatoes grow underground. However, some Jain communities avoid underground vegetables. Our institute has developed a potato that grows above ground on a vine, offering an alternative.”

The Air Potato resembles the regular potato in colour, shape, and taste. Atal is preparing saplings to distribute to local farmers at prices ranging from Rs 50 to Rs 100. A single vine of the Air Potato can yield between 5 kg and 10 kg. Given its rarity and unique growth method, it also commands a higher market price—between Rs 70 and Rs 100 per kg during the season.

With plans underway to expand its cultivation in Saharanpur, the Air Potato could soon become a profitable and eco-friendly farming option for local growers.

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18. AI, The Doctor’s New Stethoscope

ET, 24 Jun. 2025

AI is increasingly turning into an ally in healthcare, playing a greater role in diagnosis, early detection and even drug discovery. AI adoption rates are growing across clinics and hospitals, find Puran Choudhary and Swathi Moorthy

Artificial intelligence (AI) is emerging as an unlikely ally for India’s healthcare sector grappling with rising hospital patient loads and limited medical staff. With AI tackling routine tasks such as insurance claims and structuring clinical data, doctors say they now have more time to focus on what matters most - ‘the patient.’ Hospital chains like Apollo, Manipal, and Narayana Health are adopting AI tools for diagnosis, early detection, and even drug discovery, either by building the technology in-house or through partnerships with new-age startups. Most of these solutions are helping streamline post-surgery care and improve patient engagement, according to experts.

India’s AI healthcare market is growing at 40.6% compounded annually, with a current market size of $1.6 billion, Nasscom and Kantar said in a recent report, highlighting growing AI adoption among healthcare service providers. Experts say AI adoption is mainly aimed at driving operational efficiency, boosting revenues. For one, in the radiology department, AI tools can cut workloads by more than half, doctors told ET. Industry watchers pointed out that only large hospital chains or academic institutions are currently deploying AI for clinical trials, with targeted partnerships. Government hospitals are dependent on private hospitals and technology companies for experimenting with AI.

AI IN HOSPITALS

“One of the big opportunities for AI in India is making healthcare more accessible in vernacular languages, given the nuance in how symptoms are described across regions,” said Apollo CEO Dr Madhu Sasidhar. Apollo is using its Clinical Intelligence Engine, combined with ambient listening tools, saving more than 2–3 hours of documentation work every day for its medical staff. Big tech firms such as Google, Microsoft, and IBM have also partnered with Indian hospital chains to co-develop AI-driven medical tools. Google is collaborating with A r av i n d E ye Hospital for AIbased diabetic retinopathy detection, while IBM Watson is supporti n g M a n i p a l Hospitals in cancer treatment planning.

At Narayana Health, which specialises in cardiac care, LLMs are being deployed to improve operational efficiency and predict clinical outcomes. One of its key projects is a machine learning model to predict sudden cardiac arrests in ICUs. “Since ICUs monitor 60-70 parameters at once, interactions between them can become complex. Our model provides a continuous cardiac arrest risk score and explains why the patient’s condition may be deteriorating, giving doctors a several-hour advance warning,” said Vivek Rajagopal, group chief analytics and AI officer at Narayana Health. The tool is currently in early-stage deployment in select ICUs.

Not just hospitals, startups are also rapidly developing AI-driven solutions anticipating partnerships with hospitals and clinics. In 2024, the healthcare sector raised $1.13 billion in funding, according to market intelligence platform Kredible, with diagnostics, telemedicine, and digital health seeing significant traction.

HOSPITALS & STARTUP PARTNERSHIPS

4baseCare, a Bengaluru-based precision oncology startup, is working with more than 250 hospitals to carry out precision diagnostic cancer treatment for people belonging to South Asia using a series of DNA and next generation sequencing tests, which were so far based on Caucasian or White people.

AIIMS Jammu has partnered with the startup to establish a Centre for Advanced Genomics and Precision Medicine, for cancer diagnosis and treatment. Spovum Technologies, incubated at IISc, Bengaluru, is using AI to improve outcomes in assisted reproductive technologies, especially in IVF procedures.

“Globally, around 5% of oocytes get damaged during manual handling. With RoboICSI, we’ve demonstrated zero percent degeneration,” said Ramnath Babu, cofounder. The startup has already supported more than 2,000 procedures and it currently works with 41 IVF clinics across India. Similarly, Garbhini-GA2, an AI model developed by IIT Madras and the Translational Health Science and Technology Institute, aims to precisely estimate gestational age in the second and third trimesters of pregnancy for the Indian population, which was previously measured using Caucasian models.

CHALLENGES

While AI adoption is on the rise, experts cautioned that healthcare organisations will need to develop governance frameworks to monitor its performance and outcomes over time. Patient data security is also a major concern as India’s existing healthcare system lacks data protection measures.

Experts expect special provisions for healthcare data in the impending Personal Data Protection Bill to provide some direction. Hitesh Goswami, cofounder, 4baseCare highlighted systemic challenges in greater adoption of AI in the healthcare sector. Similar pain points were noted by hospital chains. “Healthcare always moves slower because of the stakes involved, ” said a doctor helping startups develop AI tools.

18. Revitalizing Rajasthan Tourism: Shilpgram Redevelopment and Festival Expansion

ET Gov. 25 Jun. 2025

Deputy Chief Minister Diya Kumari chaired a high-level review meeting at the State Secretariat to assess the progress of tourism-focused initiatives, with a special focus on the redevelopment of Shilpgram and the expansion of traditional festivals.

Shilpgram to Become Year-Round Cultural Hub

The meeting emphasized the strategic redevelopment of Shilpgram, located within the Jawahar Kala Kendra complex in Jaipur. The Deputy CM directed the tourism department to prepare a long-term master plan that envisions Shilpgram as a permanent, year-round hub for cultural exchange and artisanal livelihoods.

"Rajasthan's heritage is not just about monuments; it's about people and traditions," said Diya Kumari. "We aim to create a space where local artists can regularly engage with the public, perform, exhibit, and sell their work—thus reviving our intangible cultural assets."

The government reiterated its commitment to preserving cultural identity while scaling up tourism infrastructure. Diya Kumari stressed that tourism development must be pursued in tandem with the conservation of traditional art forms, craft skills, and historical sites to ensure sustainable and inclusive growth.

Revamping the Teej Festival Experience

A key outcome of the meeting was the decision to scale up this year’s Teej Festival into a two-day event, with enhanced programming and broader outreach aimed at drawing both domestic and international tourists. The objective is to position the festival as a major cultural attraction that reflects Rajasthan’s rich folk traditions and artistic expressions.

Restoration of Heritage Sites Across Rajasthan

The meeting also reviewed the status of several heritage restoration projects, including the Jamway Mata temple precinct and ancient stepwells in various districts.

Instructions were issued to involve conservation experts and adhere to global best practices in heritage preservation. Projects under the Government of India’s 'SASAKI' scheme—such as those concerning Amer, Nahargarh, and Jal Mahal—were reviewed for progress and execution timelines.

Among those attending the meeting were Rajesh Sharma (Joint Director, Tourism Development), Lalit Kumar (Special Officer), Alka Meena (ADG, Jawahar Kala Kendra), Puneeta Singh (Joint Director, Fairs and Festivals), and Upendra Singh Shekhawat (Deputy Director, Tourism), along with other senior tourism department officials.

The government’s renewed focus on integrating culture and tourism aims to not only boost Rajasthan’s appeal as a premier heritage destination but also to empower rural artisans and sustain the living traditions that define the state’s unique identity.

The redevelopment of Shilpgram and the elevation of festivals like Teej are expected to become key drivers in this transformation.

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19. Rajasthan's Healthcare Revolution: AI, Accessibility, and Ayushman Schemes

ET Gov. 01 Jul. 2025

Rajasthan is undergoing a transformative shift in its healthcare landscape, driven by a vision of universal health coverage, strengthened infrastructure, and technology-led service delivery. At the forefront of this effort is Gayatri Rathore, Principal Secretary, Department of Medical, Health & Family Welfare, Government of Rajasthan, who is steering a comprehensive strategy to make healthcare in the state both affordable and accessible.

In this wide-ranging conversation with ETGovernment’s Mahima Jain, Rathore explains how the government is translating key budget announcements into actionable reforms on the ground — from the expansion of insurance coverage under schemes like the Mukhyamantri Ayushman Arogya Yojana to the use of AI in monitoring disease trends and processing insurance claims. She outlines Rajasthan’s progress in digital health innovation, its emerging role as a hub for medical value travel, and the strong momentum in public-private partnerships.

Rathore also elaborates on the state’s shift toward preventive and promotive care, as well as the integration of traditional systems like Ayurveda into the broader healthcare framework. With significant investments secured during the Rising Rajasthan and Invest Rajasthan summits, Rajasthan is positioning itself as a national leader in healthcare delivery, medical education, and holistic wellness.

Edited excerpts:

As Principal Secretary of the Health Department, how do you see the implementation of announcements? What is the impact of these initiatives on the ground level?

Under the leadership of our Chief Minister and the guidance of our Health Minister, the government is committed to providing affordable and accessible healthcare to every citizen of Rajasthan. Most budget announcements revolve around two core objectives — achieving universal health coverage and making healthcare affordable.

A major thrust in this year’s budget is on strengthening infrastructure. This includes enhancement of manpower, upgradation of sub-centres, PHCs, CHCs, sub-district and district hospitals, and bolstering of health insurance schemes like the Mukhyamantri Aayushmaan Aarogya Yojna and Ayushman Bharat.

Seventy-three new medical packages have been added this year — including for pediatric care, oncology, and complex surgeries such as robotic interventions. Accessibility has also been prioritized through digital tools. For instance, we've launched an app that allows beneficiaries to view their entitlements using their PM-JAY or Jan Aadhaar number. Additionally, hospitals now use QR-based systems so patients can check available services at a glance.

Another critical reform is portability. Inbound portability is already live — allowing Rajasthan natives residing in other states like Madhya Pradesh, Gujarat, or Uttar Pradesh to return home and access free treatment here. We are in active discussion with the National Health Authority (NHA) to enable outbound portability too. Since the system is entirely cashless, we are working to synchronize the state’s Transaction Management System (TMS) with that of the NHA to overcome some remaining technical challenges.

Further, the state is progressing on infrastructure expansion. Sanctions for new district hospitals and upgraded facilities have been received from the Finance Department. For many, Detailed Project Reports (DPRs) and tenders have been completed, and physical construction will commence shortly.

Rajasthan is pursuing access and affordability — by investing in infrastructure, enhancing manpower and diagnostics, and widening private sector participation under various health insurance schemes.

Rajasthan is becoming a preferred destination for medical tourism. What do you attribute this to, and how is the government planning to expand this further?

I would say what we're promoting is Medical Value Travel rather than conventional medical tourism. People who come for treatment are often under emotional and financial stress, so the term value travel is more appropriate.

Rajasthan has developed strong capabilities in organ transplants, cardiac care, and holistic wellness — all without the long waiting times that patients often encounter in Delhi or other metros. Jaipur, in particular, benefits from proximity to the national capital while offering world-class treatment in both public and private hospitals.

We’ve already drafted a Medical Value Travel Policy, which is soon to be presented to the Cabinet. Once approved, this will offer a structured framework for private players, healthcare professionals, and allied services to grow this sector in Rajasthan.

During the "Invest Rajasthan" summit, we saw encouraging investor sentiment. Numerous MoUs were signed for setting up tertiary and specialized care hospitals. With these investments materializing, we are confident that Rajasthan will emerge as a leading destination for medical value travel.

Artificial Intelligence is transforming healthcare. How is Rajasthan adopting AI in its public health ecosystem?

AI is becoming central to healthcare strategy, though it can’t replace human professionals. In Rajasthan, we’re integrating AI primarily through Electronic Health Records (EHR) linked to the Ayushman Bharat Digital Health Mission. This ensures that patient histories and diagnostic records are accessible anytime, anywhere, avoiding duplication and improving continuity of care.

We’re also leveraging AI to monitor seasonal disease outbreaks and demographic health patterns. For example, our Integrated Health Management System (IHMS) uses AI-generated triggers to alert us about emerging disease trends in specific areas or age groups.

Most significantly, AI is being used to streamline claim processing in our insurance schemes. With nearly ₹2,300 crore in annual outflows and 1.33 crore families under the Mukhyamantri Ayushman Arogya Yojana, automated checks are essential to flag fraudulent or duplicate claims. These systems also help us analyze the health-seeking behaviors of different population segments, enabling more targeted interventions.

In addition, our RHGS scheme for government employees and pensioners is also seeing similar AI-driven improvements. Across the board — whether in insurance, diagnostics, or disease surveillance — AI and ML tools are enhancing the efficiency and integrity of healthcare delivery in Rajasthan.

What role is public-private partnership (PPP) playing in the state’s healthcare system, and how are these models evolving?

PPP is integral to our healthcare expansion strategy. The Mukhyamantri Ayushman Arogya Yojana is a perfect example of successful collaboration. We empanel private hospitals based on their specialties, enabling beneficiaries to access treatment — sometimes even beyond ₹25 lakh in extreme cases — at no cost. The entire cost is reimbursed by the government, while infrastructure and human resources are handled by private hospitals.

Similarly, under the RGHS scheme, a large number of private hospitals are empanelled for government employees and pensioners. These arrangements combine government scale with private efficiency — a true win-win.

Another noteworthy model is in diagnostics. The government provides infrastructure, while private partners bring advanced equipment and trained staff to deliver services at nominal costs. This ensures affordability without compromising quality. We believe these PPP models will remain central to Rajasthan’s healthcare growth.

You mentioned the government’s preventive healthcare focus. Could you elaborate on how Rajasthan is transitioning toward promotive and preventive care?

We are indeed shifting from a regulatory, curative model to a preventive and promotive health system. This is necessary because lifestyle diseases — like hypertension, diabetes, and non-alcoholic fatty liver — are rising dramatically, partly due to urban lifestyles and dietary habits.

Our outreach programs now emphasize awareness around obesity, especially in school-aged children. We are working with the Education Department to integrate health and nutrition literacy into the school curriculum. It’s a paradox — on one hand, we deal with malnutrition; on the other, childhood obesity is also emerging. Parents need to understand that processed and fast food should be replaced by traditional, homemade diets. Millets, as advocated by our Hon’ble Prime Minister under the ‘Shree Anna’ initiative, are a part of this revival.

At the village level, we are strengthening sub-centres and PHCs into Ayushman Arogya Mandirs. Community Health Officers (CHOs) are now focusing on screening and managing non-communicable diseases — catching lifestyle conditions early, before they become life-threatening.

Wellness tourism is gaining attention. How do you see the role of Ayurveda and traditional medicine in Rajasthan’s healthcare strategy?

We are strongly promoting a holistic approach to healthcare. While allopathy plays a crucial role in acute interventions and surgeries, Ayurveda and other AYUSH systems are invaluable for long-term wellness, prevention, and lifestyle modification.

As part of the Rising Rajasthan summit, we signed several MoUs specifically in the AYUSH sector. Though it's a separate department, we are working closely to ensure synergy between modern and traditional systems. Holistic health retreats, naturopathy centers, and yoga programs are being integrated into mainstream healthcare delivery.

We believe that combining Ayurveda with allopathy gives patients the flexibility to choose what works best for them — creating a comprehensive, patient-centric system. Investor sentiment is extremely positive. At the Rising Rajasthan summit, we received MoUs worth ₹11,000 crore in the health sector alone. For medical education, that number climbs even higher — close to ₹17,000 crore. The AYUSH sector too saw strong interest.

These investments reflect the confidence that healthcare professionals, hospital chains, and wellness entrepreneurs have in Rajasthan's potential. With robust policy support, strong infrastructure, and a conducive business environment, Rajasthan is poised to become a national leader in healthcare delivery, medical education, and value-based medical travel.

20. Rebooting Rides in Paradise: Goa’s new transit policy to improve tourism and mobility

ET Gov. 24 Jun. 2025

Goa’s Guidelines are indeed commendable for holistically addressing the lack of affordable, fair and equitable public transit options.

With world-renowned serene beaches and a fusion of Konkani and Portuguese cultures, influenced by bohemian elements, Goa remains a major tourist attraction for Indians and foreigners alike.

The smallest state in India, with an area of just 3,702 square kilometres, welcomed more than one crore tourists last year, seven times the state's population of 15 lakh. The four lakh-plus foreigners also contribute to bringing in crucial foreign exchange earnings for the state.

Goa has just two districts -North Goa and South Goa. The former includes the capital city of Panaji and major commercial hubs, while the latter beckons with less crowded beaches, waterfalls, and other natural attractions.

However, public transit within Goa remains a significant challenge, notwithstanding its new swanky airport and the enhanced in-land connectivity thanks to highways and the Konkan Railway. This situation is essentially due to supply-side constraints and a legacy business model of taxi operators predicated on high fare – low volume, a headache for locals as well as for tourists. In fact, it is a major cause behind the one-fourth drop in tourist arrivals during 2023 as compared to pre-pandemic levels despite the ‘revenge tourism’ trend prevalent then.

New beginnings

Hence, the draft Transport Aggregator Guidelines, recently published by the Goa Government, is a whiff of fresh air - coming straight from the Arabian Sea. And extra kudos for using the official gazette instead of an obscure presence on a microsite! It aims to enable transit aggregators to serve as a bridge between passengers and drivers, leveraging technology to enhance both the availability and affordability of public transit options for passengers while also ensuring the interests of drivers.

Essentially, just like in other states, aggregator apps will allow passengers to avail rides anytime, anywhere within Goa. Options would include taxis, autorickshaws and even two-wheelers. More importantly, based on the estimated reporting time and the fare for different services and categories on offer, passengers can make an informed choice. GPS-enabled trips would allow live tracking not to mention check the unscrupulous practices like unnecessary detours.

The guidelines state that for every trip, the owner must receive the same fare as prescribed by the state government, subject to a minimum of three kilometres. This would ensure that app-based vehicles do not have an unfair ‘fare’ advantage over metered taxis or autos.

Next, just like a passenger has a choice of multiple aggregators, the same vehicle can multi-home to more than one aggregator, thereby offering similar choice to the owner-driver. The mandate for aggregators to settle payments within 72 hours and providing health insurance cover of at least Rs 10 lakh per annum per driver are valuable measures that provide opportunities for creating dignified livelihoods with a social security net.

Thumbs up for female drivers

In perhaps the first of its kind anywhere in the country, there are innovative incentives to encourage greater participation of the female workforce. These include an extension of healthcare insurance to family members, up to 100 per cent reimbursement of insurance premiums and a subsidy of up to Rs 1 lakh for electric vehicle (EV) purchase by a female owner-cum-driver.

In fact, even the license renewal fee of Rs 5 lakh payable by the aggregators would be waived, provided that the aggregator’s fleet includes at least 20 per cent female drivers. Reimbursement of insurance premiums, EV purchase subsidies, and even the waiver of license fee renewal – all these financial incentives are based on tangible parameters, such as completing 500 trips in a year.

The two-tiered grievance redressal mechanism – firstly at the aggregator level and secondly, for escalations to be dealt with by the government’s committee is a welcome move, facilitating greater transparency.

Room for Improvement

Admittedly, there are a couple of areas where the guidelines should be tweaked. One, the waiver in the license fee should be calibrated to the percentage of female drivers rather than using the 20 per cent threshold in a binary manner. Two, Rs 50,000 fee for issuing duplicate aggregator license or mere change of address is an odd proposition, considering that the license could very well be digitally issued and amended.

Goa’s Guidelines are indeed commendable for holistically addressing the lack of affordable, fair and equitable public transit options. What’s more, unlike the well-intentioned but heavy-handed approaches towards tariff regulations and EV inductions being mandated by many other states, Goa’s policy is a great case study of using nudge, to achieve policy objectives that even Nobel Laureate, Richard Thaler may find noteworthy.

INDIA and the World

21. New ‘Strategist’ COO at Apple faces the Big Tariff Test

ET, 10 Jul. 2025

Sabih Khan, newly appointed chief operating officer of Apple, will have to perfect a “balancing act” as the phone maker lagging in the artificial intelligence race looks to reorder its global supply chain, multiple researchers and analysts told ET.

Regarded a “brilliant strategist” by chief executive Tim Cook, the 58-year-old is the latest in a growing posse of Indian origin executives occupying C-suites at top US technology corporations.

Khan was born in Uttar Pradesh’s Moradabad, and joined Apple in 1995, when it was still known for personal computers and not the iconic iPhone. Currently, he is senior vice-president of operations, overseeing global supply chains and ensuring product quality.

His ascension comes at a particularly tumultuous time for the Cupertino-based phonemaker, as it faces Washington’s ire over global expansion of its manufacturing, including in India. US President Donald Trump has threatened steep tariffs on Apple products if it does not bring production back home.

“The Trump tariff black cloud is a big issue with China and India that Sabih will have to tackle,” said Daniel Ives, MD and senior equity research analyst at Wedbush Securities. “Also, a lot of challenges on the AI front, with Apple way behind. We see acquisitions on the horizon.”

But Khan’s primary challenge will remain “rewriting (Apple's supply chain) playbook for a multipolar world,” said Anurag Agarwal, founder of market research firm Techaisle.

He said this is because the ‘China+1’ strategy of diversifying into India and Vietnam is not a straightforward process. “While the COO role at any global company is demanding, taking the operational reins of Apple right now is akin to being asked to redesign a spaceship’s engine while it navigates an asteroid field,” said Agarwal.

“Khan is not just stepping into a role; he is stepping into the house that Cook built (as the former COO) —a house that now spans the globe and is beset by tremors.”

Khan is drawing encomiums as more Indian-origin CEOs join the ranks of top technology executives, including 47-year-old Vaibhav Taneja, who was appointed as Tesla’s Chief financial officer in 2023 but made headlines in May when he surpassed the paychecks of top CEOs like Satya Nadella and Sundar Pichai.

Khan will take charge from the current COO, Jeff Williams, later this month as part of what Apple has described as a “long-planned succession.” Williams has long been touted to be Cook’s successor.

In a statement on Tuesday, Cook said that “while overseeing Apple’s supply chain, (Khan) has helped pioneer new technologies in advanced manufacturing, overseen the expansion of Apple’s manufacturing footprint in the US, and helped ensure Apple can be nimble in response to global challenges.”

The handset maker has significantly expanded its footprint in India in recent times.

The country has become an important part of its diversification away from China, with exports going up. ET reported on March 31 that Foxconn is aiming to assemble 25-30 million units in 2025, which is more than double their output last year.

Reports also suggested that most of these iPhones are making their way directly to the US. In May, Cook said a majority of iPhones sold in the US this quarter will be sourced from India.

Experts are of the view that perfecting a balancing act between the US and China, where Apple has most of its operations, will likely be at the top of the new COO’s agenda. Furthermore, he needs to meet the audacious goal of making the entire supply chain carbon neutral by 2030.

Techaisle’s Agarwal said the ultimate test for Khan will be to ensure iPhones, MacBooks and Vision Pros are on shelves and at doorsteps on time, at the expected quality, and without sudden price shocks. He called Khan's work the “silent, beating heart of Apple.”

Recently, reports of the recall of 300 Chinese engineers from the India facility of Apple contract manufacturer Foxconn’s India facility, at the behest of Beijing, sparked concerns locally. China's powerful place in the supply chain can put the brakes on India's ambitions to become a key part of Apple's global value chain, analysts said.

Prior to Apple, Sabih worked as an applications development engineer and key account technical leader at GE Plastics. He earned a bachelor’s degree in economics and mechanical engineering from Tufts University and a master’s degree in mechanical engineering from Rensselaer Polytechnic Institute.

Apple CFO Kevan Parekh is also of Indian origin. He was the company’s vice president of financial planning and analysis and became CFO on January 1 this year, replacing Luca Maestri.

Sanjeev Joshipura, executive director at Indiaspora, said, “At this time of tectonic geopolitical shifts, supply chain disruptions, and the increasing penetration of artificial intelligence into varied realms of life, being elevated to the chief operating officer role at a global mega corporation like Apple is a remarkably impressive accomplishment."

22. Tony Blair holds talks with Delhi CM Rekha Gupta on governance, education reforms

ET Gov. 21 Jun. 2025

Former UK prime minister Tony Blair called on chief minister Rekha Gupta at Delhi Secretariat on Thursday. The courtesy meeting was marked by a wide-ranging discussion on strengthening democratic institutions, innovation in governance, urban transformation and education reforms, stated the chief minister's office.

Welcoming Blair, founder of Tony Blair Institute for Global Change, to Delhi, Gupta briefed him on the city's comprehensive development initiatives under the vision of Viksit Delhi. She elaborated on the govt's citizen-centric approach in modernising public services, enhancing digital governance, improving education and healthcare systems, empowering women and advancing environmental sustainability.

Blair commended the progressive strides being made in Delhi and expressed keen interest in its reforms in school education, green policy innovations and the use of digital platforms for public service delivery.

Gupta described the interaction as an enriching exchange of ideas and best practices. She highlighted the importance of learning from global experiences and acknowledged the Tony Blair institute's role in supporting democratic governance worldwide. She added that Delhi govt and the institute would explore avenues of collaboration to strengthen governance models and build a future-ready, citizen-first capital city.

23. $100 Billion: Making Indian Agriculture Globally Competitive

Rural Voice, 25 Jun. 2025, Prof. Rakesh Mohan Joshi

Agriculture in India is crucial to the livelihood of its people, employing over 45% of the population and contributing 18% to the GDP. Moreover, food security and self-sufficiency are critical for the world’s most populous country, India, with 1.42 billion people. India’s agricultural production is largely consumed domestically to feed its massive and growing population, unlike developed economies where major production is sold in international markets. Indian agriculture is characterised by fragmented landholdings, high vulnerability to climatic fluctuations, low productivity, and market inefficiencies. Despite these challenges, India has emerged as the world’s largest producer of various agro-commodities such as milk, pulses, jute, rice, sugarcane, wheat, cotton, etc.

India has come a long way from being a net importer of agricultural commodities like foodgrains to the world’s largest exporter of rice, accounting for about 40% of the world market share. India’s agro-exports grew impressively from $7.5 billion in 2000-01 to $53.1 billion in 2022-23 at a compound annual growth rate (CAGR) of 8%, despite restrictions imposed from time to time in terms of quantity or minimum export prices on commodities such as rice, sugar, and wheat.

Over the years, India has been heavily dependent on imports of edible oils and pulses, which in value terms exerts considerable drag on India’s trade balance in agri-trade. In 2024, India’s agricultural exports increased by 6.5%, whereas imports surged by 18.7%, leading to a rise in India’s agri-trade deficit. Major agri-exports such as marine products, non-basmati rice, sugar, basmati rice, and spices contribute over 50% of India’s total agro-exports.

Key Challenges to Agro-Exports:

FAO indices on agri-commodity prices and World Bank commodity price indices indicate a declining trend in agri-commodity prices in real terms. The World Bank forecasts about a 7% decline in world food prices in 2025, followed by a further 1% decline in 2026. This makes it imperative to make Indian agriculture competitive at every stage of the value chain to ensure agri-produce is globally competitive in international markets.

The perishable nature of agri-food products faces significant challenges from supply chain bottlenecks, especially related to cold-chain, storage, transportation, and processing. Indian agriculture suffers from systemic issues that need to be addressed holistically. Supply chain constraints owing to inefficient storage and transportation lead to considerable post-harvest losses of about 15-20%.

Developed markets are increasingly protectionist, erecting insurmountable non-tariff barriers in the form of stringent quality standards, restrictions on fertilizers and pesticides, and sustainability requirements.

Need for a Comprehensive Strategy and Meticulous Implementation:

To harness India’s full potential in agro-exports, it is essential to address supply chain inefficiencies and reduce wastage both on farms and across the supply chain. Focus should be on value addition and processed food exports rather than commodities with little value addition. Identifying and diversifying into new markets in light of emerging geopolitical sensitivities should form an integral part of India’s agro-export strategy.

India needs to improve productivity significantly, reduce the phased use of agro-chemicals, shift towards organic production, and use water efficiently while ensuring production volume gains. This requires the efficient integration of innovative scientific techniques for production and water harvesting, leveraging AI technology and next-generation agricultural technologies.

India must also shift focus from foodgrain production and exports towards horticulture and value-added products with longer shelf lives and higher margins.

India’s One District One Product (ODOP) strategy requires effective implementation, leveraging inherent efficiencies and synergies.

Both state and central governments need to develop schemes facilitating these objectives at the farm and supply chain levels, integrating various agencies. Government departments should function in a coordinated, holistic exports promotion strategy rather than in silos.

India must be cautious in entering new trade agreements to ensure market access benefits with clarity on non-tariff barriers. Considerable efforts are needed to upgrade quality to meet emerging trade barriers and minimise rejection of consignments at destination markets.

Special caution is warranted as developed countries such as the USA, EU, Australia, and New Zealand are keenly eyeing India’s vast consumer market of 1.42 billion people.

The recent unpredictable US tariff regime—with a 26% tariff on India and differential reciprocal tariffs on other countries—has complicated international trade analytics. Under this regime, tariffs on Vietnam and Thailand increased, making Indian rice more competitive, but later all tariffs were paused.

The international market is becoming more complex with differential reciprocal tariffs, especially higher tariffs on China, which may reduce China’s dependence on US agro-imports and compel US producers to find alternative markets. This necessitates timely monitoring of import tariffs across countries, especially competitors and major markets. Governments, promotional agencies, and exporters alike need to vigilantly track international markets and adopt dynamic trade strategies.

(Writer is Vice Chancellor, Indian Institute of Foreign Trade, New Delhi)

24. 'What a waste': Vinod Khosla says IIT builds unicorns while Europe sits out entirely

Business Today Desk, 29 Jun. 2025

Stanford, Harvard—and the Indian Institute of Technology. That’s the elite trio topping the global list of unicorn startup founders’ alma maters, according to a new report shared by top Silicon Valley investor Vinod Khosla.

But while the US dominates the top 10, it’s India’s IIT that stands out as the only non-Western institution cracking the upper ranks—and outperforming every European university.

With India producing 69 unicorn founders—third globally behind the US and China—IIT’s role is clear: it’s the beating heart of India’s tech entrepreneurship pipeline, even as it continues to punch far above its weight on the global stage.

In a post on X, Khosla called the absence of any European university in the top 20 “a waste of talent suppressed by cultural mores,” highlighting a stark contrast in how nations convert academic excellence into entrepreneurial firepower.

The data, sourced from Mojo Mortgages, analyzed where founders of 300+ unicorn startups—those valued at $1 billion or more—went to college. Stanford leads with 63 alumni who’ve founded unicorns, followed by Harvard (39). But in third place, ahead of UC Berkeley, MIT, and Columbia, sits the Indian Institute of Technology with 36 unicorn founders.

This puts IIT not just at the top of the Indian contingent but as a global force in innovation, second only to two Ivy League giants. The Indian Institute of Management also made the top 10, giving India two entries—matching China’s Tsinghua and Peking.

Khosla’s framing underscores the IITs’ outsize impact despite comparatively limited resources and modest funding ecosystems. “No surprise that Stanford, Harvard and Indian Institute of Technology are top 3,” he wrote.

The report found most unicorn founders held business or STEM degrees—MBAs, computer science, engineering, and economics were the most common. While 462 held undergraduate degrees, 230 also completed postgrad studies.

25. Prada and Maharashtra Body Plan Talks on Kolhapuri Sandals

ET, 3 July 2025

Italian luxury fashion house Prada is set to hold a high-level virtual meeting with the Maharashtra Chamber of Commerce, Industry and Agriculture (MACCIA) to discuss the future course of collaboration on a Kolhapuri chappal-inspired line of men’s sandals. The meeting is likely to take place on July 11, according to a senior official at the industry body.

Senior leaders from Prada, including Lorenzo Bertelli, head of corporate social responsibility, and Roberto Massardi, chief business development officer, are expected to attend, according to an email reviewed by ET.

In a letter dated June 30, Maharashtra’s apex trade body proposed the formation of a joint working group comprising representatives from Prada, MACCIA, and local artisan organisations to take the discussion forward. Lalit Gandhi, president of MACCIA, suggested that the group focus on developing co-branded limited-edition collections rooted in traditional Kolhapuri designs; implementing skill development and training programs for rural artisans aligned with global standards; establishing a cultural exchange initiative to foster design innovation between Italian and Indian artisans; exploring the possibility of setting up a ‘Prada Artisan Excellence Lab’ in Kolhapur or Mumbai; and supporting a fair trade value chain that provides sustainable economic benefits to the artisan community.

“This initiative will not only set a global benchmark for ethical fashion but also demonstrate how heritage and innovation can harmoniously co-exist,” Gandhi wrote in the letter, further suggesting an in-person or virtual meeting.

On July 2, Elena Usan, the Prada Group Marketing Secretary Office Coordinator, confirmed a video call with key leaders from the group to explore the next steps in an hour-long meeting.

MACCIA had first written to Prada on June 25, urging the brand to acknowledge the inspiration behind its recent Spring Summer 2026 menswear collection featuring sandals inspired by Kolhapuri chappals and explore fair compensation or collaboration with Indian artisans.

In response, Lorenzo Bertelli acknowledged the traditional craftsmanship and clarified that the collection was still in the early stages of development, with no confirmation on its production or commercialisation. Prada’s acknowledgement came amid backlash on social media and mounting pressure from authorities for failing to acknowledge the Indian artisans and heritage behind the design at the Milan show.

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Sunday, 20 July 2025

Newsletter, July 2025

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

– AGRICULTURE, FISHING & RURAL DEVELOPMENT

– INDUSTRY, MANUFACTURE

– SERVICES (IT, R&D, Tourism, Healthcare, etc.)

NEWSLETTER, July 2025

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

- Agriculture, Fishing and Rural Development

- Industry and Manufacture

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

INDIA and the World