AAPI: Newsletter, April 2026

DELHI, April 2026

Index of this Newsletter

INDIA

INDIA & THE WORLD

21. World Bank Warns of 800 Million Job Shortage Amid Ongoing Middle East Conflict
22. MC14: Pressure Mounts on India as WTO Talks Focus on Agriculture, Fisheries and E-Commerce
23. India’s first China trade mission in years
24. 5 Indian airports among top 100 world's best; Singapore's Changi tops list, Delhi's IGI is at...
25. New trade pacts open global doors for India's electronic contract manufacturers

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DELHI, April 2026

NEWSLETTER, April 2026

INDIA

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

1. Delhi's roads may soon eat smog. IIT Madras has a plan to make it happen

India Today Science Desk, 27 Mar. 2026

Key takeaways

Photocatalytic Surfaces: IIT Madras and Delhi Govt plan a six-month pilot using TiO2-coated roads and buildings that break down NO2 and VOCs under sunlight into harmless compounds like water and nitrates.

Urban Application: Surfaces include concrete, asphalt, metal panels, glass, and rooftops; can be mounted like solar panels for continuous pollutant removal.

Potential Impact: Delhi had zero "good" air quality days in 2025; this passive, scalable solution could reduce smog without bans or behavioral changes, offering a long-term fix for the city’s air crisis.

Delhi has a pollution problem that no amount of odd-even schemes or firecracker bans has been able to fully fix. The city recorded zero "good" air quality days in all of 2025, according to data tracked by AQI.in, a real-time air quality monitoring platform.

Now, the Delhi government is betting on a rather extraordinary idea: what if the city's roads, buildings, and pavements could literally digest the smog floating above them?

On March 13, 2026, the Delhi Government signed a Memorandum of Understanding with the Indian Institute of Technology Madras (IIT Madras) to launch a six-month pilot study on photocatalytic surfaces, specifically using titanium dioxide (TiO2). These are smart materials which use light to trigger chemical reactions, destroying pollutants and bacteria.

When exposed to sunlight, the material chemically breaks down nitrogen dioxide (NO2) and volatile organic compounds (VOCs) into far less harmful substances. VOCs are carbon-based chemicals that easily turn into gases or vapours at room temperature.

WHAT IS PHOTOCATALYSIS, AND HOW DOES IT WORK?

Think of TiO2 as a molecular bouncer. When ultraviolet light from sunlight hits it, it generates reactive oxygen species, including hydroxyl radicals and superoxide radicals.

These highly reactive molecules then latch on to nearby pollutants like NO2 and VOCs, oxidising them and converting them into harmless compounds like nitrates and water. The process is entirely passive; no energy input required, no running costs, no switches to flip.

IIT Madras has developed a technique to cure Delhi's smog problem. Could this be the city's most passive and powerful weapon against smog yet? (Photo: Reuters)

TiO2-based photocatalysis, the chemical process in which light accelerates chemical reactions, has been extensively studied for the de-pollution of both indoor and outdoor air, with the unique photocatalytic properties of TiO2 well-documented in converting nitrogen oxides and VOCs under ultraviolet irradiation.

Research published in the journal Materials found that TiO2-coated permeable concrete achieved a maximum nitrogen oxide removal efficiency of 77.5 per cent under laboratory conditions, with outdoor mock-up tests also confirming measurable pollutant reduction under natural light.

CAN SMOG-EATING SURFACES MAKE A DIFFERENCE?

Delhi's air crisis is, in no small part, a NO2 crisis. Vehicular emissions are a major source of NO2 in the city, contributing significantly to the severe AQI levels that regularly push Delhi's air into hazardous categories.

The IIT Madras study, led by Prof. Somnath C Roy from the Department of Physics, will first test these surfaces in a controlled smog chamber before real-world field trials on Delhi's concrete, asphalt, metal panels, glass, and road surfaces.

People cycle, run and walk through thick smog in Delhi. The city recorded zero clean-air days in 2025, making it one of the most persistently polluted capitals in the world. (Photo: Reuters)

The study will also explore mounting TiO2-based panels on rooftops and street-light poles, similar in concept to solar panels, enabling active pollutant removal directly from ambient air.

The exteriors of high-rise buildings, which are largely exposed to the atmosphere, can potentially be coated with these nanomaterials to enable photocatalytic reduction of air pollutants in the surrounding environment.

WHY IS THIS A BIG DEAL FOR DELHI?

Delhi recorded zero "good" air quality days throughout 2025, with residents oscillating between moderate, poor, unhealthy, severe, and hazardous conditions for the entire year, indicating that episodic pollution control measures alone are not reversing the structural crisis.

A passive, infrastructure-based solution that works around the clock, does not require bans or behavioural changes, and can be scaled across the city, is the kind of intervention urban planners have been searching for.

An aerial view of the Delhi skyline shrouded in smog. (Photo: Reuters)

The Delhi government, subject to the study's findings, aims to scale deployment during peak smog months later this year. Whether the "smog-eating city" remains a pilot or becomes a blueprint for urban India depends on what IIT Madras finds over the next six months.

If the science holds up at Delhi's scale, the city's pavements might one day do quietly what no policy has ever properly managed.

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2. India’s metro boom reshapes cities and wallets

Zee; News 18, 16 Mar. 2026

India’s metro rail network has surged from 248 km in 2014 to over 1,143 km in 2026, now serving 26 cities and ranking third globally. Government investment has risen more than fivefold, with studies showing metro access reduces household financial stress by cutting commuting costs. The expansion is transforming urban mobility, boosting economic productivity, and inspiring new models like the Kochi Water Metro for nationwide rollout

India’s meteoric metro expansion

Over the past decade, India’s metro network has grown from 248 km in 2014 to over 1,143 km by 2026, expanding from five to 26 cities. This rapid rollout has made India the third-largest metro system in the world, trailing only China and the US. Government investment rose from Rs 5,798 crore in 2013–14 to Rs 29,550 crore in 2025–26, reflecting a strategic infrastructure push aimed at transforming urban mobility and reducing congestion.

Metro access boosts household finances

A government study found that households in metro-connected areas show better loan repayment discipline due to reduced commuting costs and less reliance on private vehicles. In Delhi, missed home-loan payments dropped by 4.42% and early repayments rose by 1.38% after metro expansion, with similar patterns in Bengaluru and Hyderabad. These savings free up income for debt servicing, strengthening both household financial stability and the broader credit system.

Delhi Metro’s record-breaking ridership

Delhi Metro, the country’s largest network, handled 2,358.03 million passenger journeys in 2025, averaging 64.6 lakh daily trips. It accounts for more than 55% of daily metro journeys in India, underscoring its central role in the national urban transit ecosystem.

Water metro model eyes national rollout

The Kochi Water Metro, connecting 10 islands with electric-hybrid boats, has emerged as a benchmark for eco-friendly urban transport. Feasibility studies led by Kochi Metro Rail Limited for introducing similar systems have been submitted for cities including Kollam and Alappuzha, as well as 18 other locations across 11 states and two Union territories. The initiative aims to expand sustainable water-based mobility as part of integrated urban transport planning

Kochi Water Metro Model Set For National Expansion; Feasibility Studies For Kollam, Alappuzha And 18 Other Indian Cities Submitted

Future scenarios for India’s metro growth

With multiple corridors under construction in cities like Bengaluru, Hyderabad, Pune, and Nagpur, India’s metro network is set for further expansion. In one scenario, sustained investment and integration with national plans like PM GatiShakti could make metros the backbone of urban transport, reducing pollution and boosting productivity. Alternatively, funding or execution delays could slow progress, limiting benefits to high-demand corridors and widening mobility gaps between cities.

3. India's solar manufacturing hits 172 GW. Here's what changed in 10 years

India Today, India Today Science Desk, 29 Mar. 2026

Key takeaways

Massive Growth: In just 10 years, India scaled solar module manufacturing from 3 GW to 172 GW, supported by 27 GW domestic solar cell capacity, powering homes, factories, and cities with 144 GW electricity flowing into the grid.

Rooftop Revolution: Under the PM Surya Ghar Muft Bijli Yojana, nearly 10,000 rooftop solar units are installed daily, totaling 40 lakh installations, with Maharashtra ranking second in adoption.

PLI & Future Targets: The Production Linked Incentive (PLI) scheme boosts domestic production from ingots to panels. By 2026, India aims for 42 GW domestic cell capacity, mandating all solar projects use locally made cells to secure energy independence.

India has quietly pulled off one of the most dramatic energy transformations in the world. In just 10 years, the country has scaled its solar module manufacturing capacity from a modest 3 GW to a staggering 172 GW.

The Union Minister for New and Renewable Energy, Pralhad Joshi, announced this in the Lok Sabha in March.

A solar module is a flat panel, commonly seen on rooftops and open fields, that converts sunlight directly into electricity.

The jump in how many of these panels India can now produce domestically is what makes this milestone remarkable.

HOW MUCH SOLAR POWER DOES INDIA PRODUCE RIGHT NOW?

A decade ago, India depended heavily on imported solar panels to meet its clean energy goals.

Today, the country can manufacture 172 GW worth of solar modules on its own soil, supported by a domestic solar cell capacity of 27 GW.

A solar cell is the small unit inside every panel that does the actual work of converting sunlight into electric current.

India's solar module manufacturing capacity has surged to 172 GW, backed by 27 GW of domestic solar cell production. (Photo: Reuters)

Multiple cells are assembled together to form one module.

The electricity actually flowing from solar sources into India's national grid has reached 144 GW, meaning the infrastructure is not just being built.

It is actively powering homes, factories and cities.

WHAT IS THE PM SURYA GHAR MUFT BIJLI YOJANA?

The solar revolution is no longer confined to sprawling parks in Rajasthan or Gujarat. It is arriving on rooftops.

Under the PM Surya Ghar Muft Bijli Yojana, a government scheme that subsidises rooftop solar installations for households, nearly 10,000 units are being set up every single day across the country.

Under the PM Surya Ghar Muft Bijli Yojana, nearly 10,000 rooftop solar units are being installed across Indian homes every day. (Photo: Reuters)

Since the scheme launched, 40 lakh rooftop installations have been completed. Maharashtra currently ranks second among all states in rooftop solar adoption.

HOW IS THE PLI SCHEME HELPING INDIA MAKE MORE SOLAR PANELS?

The Production Linked Incentive scheme, or PLI, is a government programme that rewards domestic manufacturers with cash incentives based on how much they produce.

The Production Linked Incentive scheme has helped India build a self-reliant solar supply chain, from raw silicon materials to finished panels. (Photo: Reuters)

It has helped India build its own solar supply chain, covering ingots and wafers, which are the raw intermediate materials processed from silicon before cells and modules are made, all the way to the finished panel.

Wind energy capacity has also grown alongside solar, reaching 55 GW.

WHAT ARE INDIA'S SOLAR TARGETS FOR 2026?

From June 1, 2026, all solar energy projects in India, whether run by the government or private companies, will be required to use cells made within the country.

The Ministry of New and Renewable Energy is targeting 42 GW of domestic cell manufacturing capacity by then.

From June 2026, all solar projects in India must use domestically manufactured cells, pushing the country toward a 42 GW cell production target. (Photo: Reuters)

This rule, enforced through a government-approved list of verified manufacturers, is designed to protect India from global supply chain disruptions and price shocks that have previously slowed renewable energy projects.

If the last decade is any indication, India is unlikely to miss the mark.

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4. ONGC begins gas production from $1 billion Daman project

The Economic Times, 30 Mar. 2026

Key takeaways

Project Milestone: ONGC has started gas production from Daman Upside Development Project in the Arabian Sea, sending gas from Platform B-12-24P to the Hazira plant.

Production Capacity: The project targets 21.5 billion cubic meters of gas with a peak output of around 5 million standard cubic meters/day, using 4 new wellhead platforms and 140 km of pipelines.

Execution & Timeline: Completed in under two years, the project highlights strong execution, innovative drilling, and phased ramp-up of production from all wells.

ONGC begins gas production from $1 billion Daman project

New Delhi: State-owned Oil and Natural Gas Corporation (ONGC) has commenced gas production from its Daman Upside Development Project in the Arabian Sea, strengthening India's domestic energy supply amid global disruptions.

In a regulatory filing, the firm said the project, located about 180 kms north-west of Mumbai and about 80 kms south of Pipavav, Gujarat, "achieved a significant milestone on March 29 by monetisation through flowing gas from Platform B-12-24P".

"This platform has been successfully commissioned and gas sent to Hazira Plant," it said, adding that the project was executed in less than two years from the date of award.

The project aims to produce 21.5 billion cubic meters of gas, utilising 4 new wellhead platforms (including B-12-24P) and 140 km of pipelines to send gas to the Hazira plant.

It is expected to reach a peak production of around 5 million standard cubic meters per day.

ONGC, however, did not give current flow rates.

"This (commissioning) has been achieved through strong project execution, innovative use of the drill-deck and strong performance by drilling and production teams. This milestone marks the commencement of gas monetisation from the DUDP (Daman Upside Development Project)," it said.

"Production from all wells will be ramped up in a phased manner."

For more news like this visit The Economic Times.

5. Nvidia rewards 10k India staff, payouts up to 1 crore

ToI, 14 Apr. 2026, Shilpa Phadnis

Key takeaways

Special Stock Grant: Nvidia's 10,000 India employees received the "Jensen Special Grant", offering 25% extra RSUs, with payouts ranging from Rs 5 lakh to Rs 1 crore, vesting over four years.

Equity-Driven Compensation: Stock-based pay accounts for 50%-75% of total compensation, especially for AI and chip design roles, making it a key driver of long-term wealth.

Top Earners: Senior engineers (IC6) earn up to Rs 1.9 crore annually, highlighting the premium for deep technical expertise over managerial roles.

BENGALURU: A majority of Nvidia's 10,000 India-based employees have received CEO Jensen Huang's one-time special stock grant, with payouts ranging from over Rs 5 lakh to as much as Rs 1 crore over the grant period, according to data from US-based salary tracker 6figr. The "Jensen Special Grant," rolled out in 2024, is a one-time stock award that provides employees an additional 25% of their initial restricted stock units (RSUs). The grant vests over four years, with values determined in local currency and converted into US dollars at an exchange rate of Rs 82.9 per dollar. RSUs were allocated based on an average Nvidia share price of $898.2 and will vest over four years, starting with 6.25% on Sept 18, 2024, followed by equal quarterly instalments, ending in 2028. TOI has reviewed a copy of the compensation letter.

In one instance, a mid-level employee in a solutions architecture role (IC2) received eight additional RSUs under the special grant, valued at about Rs 5.3 lakh at the time of allocation. This was in addition to an annual equity grant of 29 RSUs worth roughly Rs 21.5 lakh. The document further shows that the employee's total unvested equity stood at 156 RSUs, valued at over Rs 1.2 crore as of April last year, underlining the growing importance of stock awards as a retention strategy. When TOI reached out to Nvidia regarding the special grant and broader pay structure, the company's spokesperson said, "As a policy, we don't share or comment on employee compensation details."

India is witnessing a fresh wave of dollar millionaires, driven by equity-led compensation at global semiconductor and AI firms. At Nvidia India, stock-based pay can account for 50% to 75% of total compensation, making it the primary driver of long-term wealth creation. For mid- to senior-level roles, particularly in chip design and AI engineering, equity grants often far exceed fixed salaries. Deep technical expertise, especially in hardware and AI, commands a significant premium over managerial tracks, with top engineers earning Rs 2-3 crore in annual compensation, according to 6figr. At the upper end, IC6 engineers form the highest-paid cohort, with software engineers at this level earning an average of about Rs 1.8 crore, and top earners approaching Rs 1.9 crore. "What we're seeing at Nvidia is the emergence of a new compensation philosophy for the AI economy," said Yashveer Rana, co-founder of 6figr.com. "Equity is replacing cash as the dominant lever, tying individuals directly to the upside they help create. Those closest to the models, the chips, and the core technology are not just employees, but stakeholders in the company's future." He added that 6figr's insights are based on verified data from employee-submitted documents and payroll records.

Akhilesh Tuteja, partner and national leader (clients and markets) at KPMG in India, said, "In emerging deep-tech areas like semiconductors and AI, the difference in outcomes between a 'good' engineer and a 'great' one can be significant. In such roles, equity is no longer just a retention tool; it has become the primary wealth creator. As global firms deepen their India footprint, stock-linked compensation is increasingly aligning Indian talent directly with global value creation." At the entry and early-career stages, compensation remains relatively modest. IC1 roles (0-3 years) typically earn Rs 10-22 lakh, while IC2 roles (1-8 years) range from Rs 23-32 lakh. As professionals move into mid-level IC3 roles (4-8 years), pay rises to around Rs 27-51 lakh, with a much wider spread. 6figr's data showed that the 75th percentile reaches about Rs 55 lakh, while the 95th percentile climbs to nearly Rs 85 lakh, reflecting increasing divergence based on skill and performance.

More from The Times of India on their site

- Agriculture, Fishing and Rural Development

6. Dileep Sanghani IFFCO Nano Fertilizer: IFFCO Launches Nationwide Campaign for Nano Fertilizers to Transform Indian Agriculture.

ETGov. 11 Apr. 2026

The campaign, titled the Nano Urvarak Jagrukta Maha Abhiyaan, was formally inaugurated at IFFCO Sadan in New Delhi by Chairman Dileep Sanghani, in the presence of Managing Director K. J. Patel.

New Delhi, April 10: Indian Farmers Fertiliser Cooperative Limited has launched an ambitious nationwide awareness campaign aimed at accelerating the adoption of nano fertilizers across India’s agricultural landscape, positioning the initiative as a critical step toward sustainable farming and reduced import dependence.

The campaign, titled the Nano Urvarak Jagrukta Maha Abhiyaan, was formally inaugurated at IFFCO Sadan in New Delhi by Chairman Dileep Sanghani, in the presence of Managing Director K. J. Patel. Conceived as a large-scale behavioural transformation programme, the initiative seeks to familiarise farmers with next-generation nano fertilizers and promote their efficient usage through training, demonstrations, and last-mile outreach.

Designed to cover 560 districts and 3,477 tehsils across 19 states and Union Territories, the campaign combines physical outreach—through promotional vehicles and field demonstrations—with an integrated multimedia strategy spanning print, television, radio, outdoor, and digital platforms. The scale reflects IFFCO’s intent to move beyond product promotion and embed nano fertilizers within the broader agricultural ecosystem.

The initiative aligns with national priorities articulated under the “Aatmanirbhar Bharat” vision and cooperative-led development frameworks, and draws inspiration from leadership narratives associated with Narendra Modi and Amit Shah. It also complements ongoing policy efforts to modernise agriculture through technology-driven interventions and balanced nutrient management.

A key development underpinning the campaign is the formal notification of Nano NPK Liquid (8-8-10) and Nano NPK Granular (20-10-10) under India’s Fertilizer Control Order (FCO), marking a regulatory milestone for nano-based crop nutrition solutions. This notification signals the institutional acceptance of nanotechnology as a viable and scalable input in Indian agriculture.

Speaking at the launch, Sanghani framed the nano fertilizer transition as a “transformative moment” for Indian farming, emphasising its potential to reconcile productivity with sustainability. He highlighted that nano formulations—such as Nano Urea Plus and Nano DAP—offer significantly higher nutrient use efficiency compared to conventional fertilizers, while also mitigating soil degradation, water pollution, and excessive chemical usage.

The campaign focuses on four core objectives: expanding awareness and adoption of nano fertilizers, training farmers in correct application techniques—particularly foliar spray—reducing dependence on conventional fertilizers, and leveraging the cooperative network for last-mile delivery and education. Acknowledging existing gaps in awareness, Sanghani underscored the importance of field-level demonstrations to build farmer confidence through visible results.

IFFCO’s nano fertilizer portfolio, developed through indigenous research, includes Nano Urea Plus, Nano DAP, Nano NPK variants, Nano Zinc, Nano Copper, and the bio-stimulant DharAmrut. These products operate at the cellular level, enhancing nutrient delivery efficiency while reducing the overall quantity of fertilizer required per acre. The result is lower input costs for farmers alongside improved soil health and environmental outcomes.

The cooperative’s early market traction indicates growing acceptance of these technologies. IFFCO has recorded sales of over 218 lakh bottles of Nano Urea Plus Liquid and more than 64 lakh bottles of Nano DAP Liquid, alongside strong uptake of Nano Zinc and Nano Copper. Notably, these volumes translate into substantial savings in conventional fertilizer usage—reducing logistics burdens, energy consumption, and import dependence.

Beyond domestic deployment, IFFCO is also expanding its global footprint in agri-nanotechnology. Its joint venture nano fertilizer manufacturing facility in Brazil is expected to become operational by June 2026, signalling India’s emergence as a contributor to global agricultural innovation.

IFFCO’s broader transformation strategy integrates nanotechnology with emerging domains such as drone-based application, artificial intelligence, and data-driven farm advisory systems. With fertilizer production exceeding 90 lakh metric tonnes in FY 2025–26 and projected profits crossing ₹4,200 crore, the cooperative is positioning itself not merely as a producer, but as a technology-driven enabler of agricultural modernisation.

As India grapples with the dual imperatives of enhancing farm productivity and ensuring environmental sustainability, the Nano Maha Abhiyaan represents a strategic intervention—one that seeks to shift the paradigm from input intensity to input intelligence, and from scale alone to efficiency and resilience.

7. Farmers’ column: Punjab duo shun wheat-paddy to bet big on veggies — and win big

The Indian Express, 29 Mar. 2026, Anju Agnihotri Chaba

Two farmers in Punjab’s Sangrur district have shifted from the traditional wheat-paddy cycle to diversified vegetable farming. (Express Photo)

Key takeaways

Diversified Crops: Jaswant Singh and Tarsem Singh shifted from wheat-paddy to vegetables like cucumber, pumpkin, garlic, onion, capsicum, potato, and watermelon on 20 acres, ensuring near-continuous production through intercropping and staggered planting.

Financial Success: Their move increased profits by 130–140%, with per-acre earnings of Rs 1.5–2.5 lakh and daily cash flow from local mandis, transforming farming into a full-time business.

Sustainable & Innovative: The duo uses 60–70% less water, generates rural employment, raises their own nursery, and explores allied activities like dairy and beekeeping, gaining recognition from Punjab Agricultural University and winning the Chief Minister's Award.

In Punjab’s Sangrur district, two farmers are quietly challenging the wheat-paddy cycle of agriculture. Overcoming a deeply entrenched fear if failure, Jaswant Singh (43) and his cousin Tarsem Singh (50), both from Bhundar Bhaini village in Munak tehsil, have transformed their livelihood by pooling land, and embracing diversified vegetable farming.

Only two years ago, the duo made a decisive break from tradition to cultivate vegetables on 20 acres, including eight acres owned by Jaswant, five by Tarsem, and seven that they took on lease. The move marked a sharp departure from the region’s dominant cropping system and allowed them to experiment at scale.

“For years, I wanted to move away from wheat and paddy but didn’t have the courage to face market risks alone. I discussed it with Tarsem, who too wanted to do something new to enhance his income,” said Jaswant Singh. “When we decided to do it together, it gave us confidence. Farming alone feels uncertain, but together, we felt stronger.”

That shared approach has paid off. Where wheat and paddy once yielded modest, seasonal returns, the farmers now grow a wide range of vegetables, including cucumber, pumpkin, bottle gourd, green chilli, garlic, onion, capsicum, potato, watermelon, bitter gourd, okra, brinjal and cauliflower. Their fields reflect a shift not just in crops, but in mindset as they now save water, generate employment, and earning a respectable income.

Central to their success is intensive land use and careful crop planning. They practice intercropping, combining vegetables like cucumber and pumpkin with maize, and stagger planting cycles so that one crop overlaps with the next. This ensures near-continuous production, with the land lying fallow for barely a month each year.

Farmer Jaswant Singh (left) and Tarsem Singh working in their field at village Bhundar Bhaini in Sangrur. (Express Photo)

Unlike the wheat-paddy system, which generates income only twice a year, vegetable farming provides them with daily earnings. “Now, it’s like running a business,” Jaswant said. “We work 8 to 10 hours every day. My son Jashannot Singh (doing graduation) and wife Gurmeet Kaur too lend support and the returns reflect that effort.”

The financial turnaround has been significant. Earlier, the 20-acre operation generated around Rs 14–15 lakh annually after expenses and lease costs. Today, today there is no limit to earnings. Profits have risen by an estimated 130–140 per cent. The farmers report per-acre earnings of Rs 1.5 lakh to Rs 2.5 lakh after expenses, depending on the crop and season.

Equally important is the steady cash flow. The pair harvest fresh produce daily and sell it at local mandis, ensuring liquidity and reducing dependence on seasonal payouts. Family members have also become actively involved, turning farming into a full-time enterprise.

Beyond income, the shift has delivered environmental gains. According to Tarsem Singh, their diversified model uses 60–70 per cent less water than paddy cultivation, something crucial to a state grappling with groundwater depletion.

“Working together also helps us manage risk,” he said. “If one crop fails in the market, others compensate. It gives stability.”

Their farm continues to evolve. Currently, they have dedicated one acre to cucumber and green chilli, two acres each to pumpkin, potato, watermelon, one acre each to garlic, bell pepper, and smaller areas under onion, bitter gourd, and okra. Jaswant has also begun raising his own nursery to cut input costs and generate additional income through seedling sales.

The farm has also become a source of rural employment, engaging between five and 25 labourers daily depending on the season. The farmers are exploring allied activities such as dairy and plan to revive beekeeping, which Jaswant had previously pursued before losing all his 100 boxes in the 2023 floods.

Their efforts have drawn attention from agricultural experts. Punjab Agricultural University (PAU) has been supporting them with new seed varieties for trial, and Jaswant Singh was recently honoured with Chief Minister's Award in Agriculture for the year 2025-26 for his work in crop diversification

Vice Chancellor, PAU, Dr. Satbir Singh Gosal, said that diverse farming is the need of the hour, and Jaswant Singh has shown the way. He said that the university has been been motivating farmers to diversify at least some part of their land under other cash crops to enhance income and come out of the wheat and paddy cycle.

For the two cousins, meanwhile, what began as an experiment has become a sustainable model. “We have no intention of going back,” Jaswant said. “Pooling resources and diversifying crops has changed everything for us. It can do the same for others too.”

More from The Indian Express on their site

8. Grain Bowl To Green Innovation: Innovative Agricultural Practices Transforming Haryana into Sustainable Farming Hub

ET Gov. 8 Apr. 2026

Haryana, a surplus producer of wheat and rice, plays a vital role in strengthening India’s Public Distribution System.

Haryana was carved out of Punjab on November 1, 1966 occupying just 1.4% of India’s land area. At the very outset, the government prioritized rural road connectivity, reliable electricity supply and availability of irrigation & safe drinking water— clearly reflecting its “Agriculture and Farmers’ Friendly Vision”.

To further strengthen this vision, Haryana Agricultural University (HAU) was also established in 1970 (Later renamed as Chaudhary Charan Singh Haryana Agriculture University) which played a crucial role in empowering state’s agriculture sector by comprehensively advancing human resource development and research on crop production, animal husbandry, veterinary, horticulture, agri-engineering, forestry, basic sciences, home sciences and allied sectors.

Working closely with the government of Haryana, ICAR and other supportive institutions like Plant Variety Protection and Farmers Rights Authority (PPV & FRA), NABARD etc., the university actively participated in transfer of knowledge/ technologies to stakeholders and translating government policies into impactful outcomes.

The relentless toil of Haryana’s farmers, the brilliance of its agricultural scientists, and the dedication of field functionaries—combined with farmerscentric government policies—have collectively constructed the unique agrarian distinctiveness and altered small footprints of state into a robust and vibrant model of education, research & extension.

Within just a few years, Haryana transformed into a surplus producer of wheat and rice, playing a vital role in strengthening India’s Public Distribution System (PDS) and ensuring national food security. Alongside Punjab and western Uttar Pradesh, it emerged as part of the country’s powerful “grain bowl,” supplying staple crops that sustain millions.

In this change over, the state incautiously embraced a model of high-input farming mainly rice-wheat and cotton-wheat cropping systems. This approach relied heavily on chemical fertilizers, pesticides, and water-intensive practices, which initially boosted productivity and helped achieve food security.

The excessive dependence on external inputs led to soil degradation, declining groundwater levels, reduced biodiversity, and long-term harm to the sustainability of the agricultural ecosystem. This situation forced us to think for diversification in Haryana agriculture.

Diversification in agriculture

Diversification in Haryana’s agriculture is not just about replacement of one crop by another —it is closely tied to the United Nations’ Sustainable Development Goals (SDGs). The SDGs promote farmers’ welfare, tackle climate change, ensure food and nutritional security, foster ecological balance to support long-term sustainability of this sector.

Haryana is known for its dynamic farmers and youth who display initiatives, courage and readiness to embrace new technologies and entrepreneurship. Therefore, the agricultural landscape of the state is evolving into a multi-sectoral model integrating farming systems combining crop production with dairying, poultry, fisheries, horticulture, beekeeping, etc. providing multiple and stable sources of income. Additionally, a push towards natural farming, organic farming and agro-processing industries enables value addition and access to premium markets (agriharyana.gov.in).

The adoption of modern irrigation techniques like drip and sprinkler systems along with mechanization and use of modern digital tools have enhanced efficiency and reduced costs of production.

Government support through MSP, better marketing facilities such as e-NAM, subsidies, crop insurance, and farmer training programs further ensure income security. These measures are slowly but definitely transforming agriculture in Haryana into a more profitable, sustainable, and appealing occupation.

Youth Exodus A Threatening Issue for Haryana Agriculture

Beyond the groundwater depletion, rising climate risks, soil degradation, low returns on investment and other ecological and economic strains, the most alarming challenge being witnessed now is a steady exodus of young male from rural Haryana human resource eroding the very backbone of its future farming.

An example of youth exodus from village Durana, Ditrict Jind is eye opener for planners and researchers. From the total population of 3000 people, about 250 youth have migrated from the village and every student after class 12th dreams to migrate either to another country or to metro-cities. This craze is wildly spreading from one village to another in the state leaving farming largely in the hands of ageing farmers.

Youth migration from villages to cities and abroad can indeed be positive when driven by genuine opportunities for education, skill development, and entrepreneurship. However, if migration is merely fuelled by craze or glamour, it risks draining rural areas of their most energetic workforce, thereby harming agriculture and weakening the rural economy.

In this context, market-oriented agriculture would act like a check-dam against such exodus. By aligning farming with market demand—through value addition, diversification, contract farming, agri-processing, and export linkages—villages can generate attractive income streams and dignified employment. This may transform agriculture into a competitive, rewarding profession. Women’s participation in Haryana agriculture is indispensable.

However, barriers such as lack of recognition to their labour, little say in decision making and restricted access to resources limit their potential. Addressing these challenges through inclusive policies and empowerment initiatives are crucial for the future of agriculture in Haryana.

A Silent Revolution Behind the Curtain

Several key schemes and incentives for diversification in agriculture are being pursued systematically by the government. A number of farmers are also experimenting with diversification continuously.

These efforts are reshaping cropping patterns, introducing new technologies, and opening markets for non-traditional produce. Yet, many of the most important initiatives remain underhighlighted, despite their potential to transform rural livelihoods and ensure longterm sustainability. Some of them may be exemplified as under:

The IPR Protection and Commercialization: Haryana Agriculture University (HAU) was the first State Agriculture University in the country in adopting ICAR guidelines in 2006-2007 to push forward the Intellectual Property Rights (IPR) protection, commercialization of technologies and promoting literacy on IPR. The University brought in its own Policy and Regulations along with introduction of compulsory courses for PG students on aforesaid subjects.

The university also established NAIP funded “Business Planning and Development Unit” in 2009. These initiatives triggered awareness to innovate and commercialize the technologies. The University also took the lead in organizing awareness programs in collaboration with ICAR and Michigan State University, USA, PPV & FRA, NRDC for the scientists of all ICAR institutes and SAUs. The continued nurturing resulted into filling of over 200 applications for IP protection. Consequently, 24 Patents, 16 Copyrights, 16 Designs, & 01 Trademark have been granted legal protection (https://hau.ac.in/department/MjA=/NzQ=) so far.

The University is regularly disseminating several technologies through non-exclusive licence agreements and MoUs. It also established “Agri-Business Incubator” supported by centrally sponsored scheme RKVY-RAFTAAR aiming at promoting agri-entrepreneurship/start-ups. This has greatly strengthened university’s access to progressive farmers, entrepreneurs and other stakeholders. In fact, the saplings planted earlier are now growing stronger symbolizing competitiveness amongst departments for innovations and technology led growth.

Research-Walk in Rural Haryana: The pioneering work done by the former students of HAU Dr. Anil Gupta and Dr. Kamal Jeet, under the umbrella of the Honey Bee Network, has remarkably contributed to bring the grassroots innovations and Indigenous Technical Knowledge (ITK) in focus and ensured that they are systematically documented.

These efforts also helped in uplifting farmer-led ingenuity as a recognized force in agricultural development. The Shodh Yatra (Research Walk) led by Dr. Kamal Jeet, is a unique and powerful movement to celebrate rural innovations, traditional wisdom and farmer-driven creativity. He has unearthed a rich reservoir of local knowledge that continues to shape sustainable and diversified agriculture. Undoubtedly, his Yatra inspires youth and farmers to think inventively and perform with confidence.

The Path-breaking Farmers in Haryana: Sri Kanwal Singh Chauhan, a visionary farmer from Atterna village in Sonipat, Haryana, helped in diversification in cropping pattern by pioneering baby corn and sweet corn cultivation and inspired thousands of farmers across Haryana and neighbouring states to follow suit.

Farmers in Haryana are increasingly opting for baby corn, sweet corn and now pope corn cultivation and writing success stories on diversification. For this outstanding contribution, he was honoured with the prestigious Padma Shri Award in 2019.

Strawberry farming in Haryana is emerging as a profitable alternative to traditional crops. The leading farmers are in districts like Hisar and Mahendragarh earning up to ₹20–25 lakh annually from small holdings. The crop requires relatively low investment, grows well in Haryana’s climate, and fetches high market prices due to strong demand.

Mr Dharambir Kamboj, a farmer-innovator from Yamunanagar, Haryana, is the creator of low-cost multipurpose food processing machines that are popular among FPOs and rural entrepreneurs. It can process over 100 types of products—from fruits, vegetables, herbs, and spices to medicinal plants—into juices, jams, pickles, powders, and extracts. His innovation empowered small & marginal farmers and village-level enterprises in reducing wastage, add value to their crops, and creating branded products.

Cultivation of Moringa (Sahjan/Drumstick) is gaining popularity among Haryana farmers as profitable diversification crops. The “Husband-Wife Moringa Farm” of Jitender and Sarla Manns’ in Sonipat district is one of the pioneering examples of how Haryana farmers are diversifying and building strong brands to capture high-value wellness markets.

Sri Ishwar Singh Kundu of Kaithal district stands as a shining example of how farmers themselves can become innovators and leaders of change. His farmer-led innovations were about harnessing local knowledge, testing new ideas in the field, and building confidence among farmers to trust their own ingenuity. By promoting self-reliance and collective problem-solving ideas, Kundu inculcated “Farmer as Scientist,” spirit amongst farmers showing that progress in agriculture can begin right at the grassroots.

Late Dr. Surendra Dalal, Agriculture Development Officer, worked at Nidana village, Jind, Haryana and pioneered integrated pest management (IPM) technology in cotton. His “Keet Saksharta Mission” (Insect Literacy Mission) empowered rural women to reduce pesticide dependence, improve yields, and make cotton farming more sustainable. By involving women, he not only reduced pesticide dependence but also created a sustainable and community-driven model of agricultural diversification.

Renu Sangwan of Jhajjar district has transformed dairy farming into a model of innovation, earning national recognition for her entrepreneurial spirit. Her determination and innovation turned a village dairy into an example of rural empowerment.

Haryana’s progressive farmers have transformed village ponds and waterlogged lands into highly productive aquaculture systems making the state as India’s leader in inland fish productivity at over 7,200 kg per hectare per year. Their innovations in carp polyculture, saline soil utilization, and hatchery development have set national benchmarks (dof.gov.in/static/uploads/2025/08/).

Mushroom cultivation in Haryana has also emerged as a highly successful venture, boosting farmer incomes, creating rural employment, and promoting sustainable agriculture through waste recycling. The strong research and training support from the Haryana Agro Industries Corporation (HAIC) are empowering farmers.

Farmers Turning Agri-Waste into Wealth

Haryana farmers are showing the way with smart, farmer-friendly solutions to agri-waste management. Instead of burning rice straw and stubble, many farmers are turning it into wealth—using Happy Seeder and rotavator to mix it back into the soil, improving fertility. Some are selling straw to biomass plants and bio-CNG units, where it becomes clean energy and extra income. Solar pumps and biogas plants are helping villages cut diesel costs and power their farms sustainably. These steps are also supporting India’s “Net Zero 2070” goals.

Epilogue

The agriculture sector is increasingly becoming technology-driven. Harnessing the collective wisdom of creative farmers, scientific institutions including IITs and dedicated field functionaries would spark momentum of adoption of latest technologies in Haryana agriculture.

However, the efforts must be rooted through judicious use of resources, sensitivity to climate change, alignment with evolving market demands, and above all, the welfare of farmers. The experts’ committees have also recommended fostering collaboration between farmers and the private sector, anchored in mutual trust, to leverage private expertise in advancing modern storage infrastructure, establishing value & supply chains and skill development.

Implementation of National Education Policy (NEP) 2020 would further help in developing skilled human resources as per needs of the 21st century.

(The author is Professor (Retd), CCS Haryana Agriculture University, Hisar and Ex consultant Haryana Farmers’ Commission; Views expressed are personal)

9. PLI food scheme beats jobs goal

The New Indian Express, 30 Mar. 2026

PLI Scheme for Food Processing Industries Sees Rs 9,207 Crore Investment

India’s Production Linked Incentive scheme for food processing has outperformed expectations, generating 3.29 lakh jobs—31% above its target—alongside Rs 9,207 crore in investments. The initiative has created 35 lakh metric tonnes of annual processing capacity and driven strong export and sales growth. Its success highlights the sector’s potential to transform agricultural output into high-value, globally competitive products.

Record-breaking job creation under PLISFPI

The Production Linked Incentive Scheme for Food Processing Industries (PLISFPI) has generated 3.29 lakh jobs—131% of its original 2.5 lakh target—through direct and indirect employment. This accounts for nearly 42% of all jobs created under India’s 14 PLI sectors, despite the food processing sector receiving only 8–9% of total PLI subsidies. This outsized employment impact suggests the scheme’s strong labour absorption capacity compared to other manufacturing sectors. The Economic Times

Investment surge and capacity boost

Under PLISFPI, 168 approved applicants, including 69 MSMEs, have collectively invested Rs 9,207 crore, leading to the creation of 35 lakh metric tonnes per annum of new processing and preservation capacity. Incentives worth Rs 2,714.79 crore have been released so far, reflecting about a quarter of the scheme’s planned financial support. The scale of capacity addition indicates significant progress in reducing post-harvest losses and expanding value-added production. The Economic Times Transforming farm output into global products

India processes only 12–13% of its agricultural produce, leaving vast scope for value addition. PLISFPI targets high-potential segments like ready-to-eat foods, processed fruits and vegetables, and marine products, while encouraging innovation and millet-based products. By linking MSMEs, cooperatives, and organic producers to modern supply chains, the scheme aims to create global food manufacturing champions and boost farmer incomes. The Economic Times + 2

Future scenarios for PLISFPI impact

If current momentum continues, India could see a surge in processed food exports and stronger rural-urban economic linkages, positioning the country as a global food hub. Alternatively, without sustained policy support and infrastructure scaling, gains could plateau, limiting the sector’s ability to absorb surplus farm output. The scheme’s trajectory will influence both agricultural profitability and India’s manufacturing competitiveness.

10. FICCI-Grant Thornton Report Charts Roadmap for High Value Horticulture Growth by 2030

RuralVoice, 12 Apr. 2026

A joint FICCI and Grant Thornton report outlines a three-phase roadmap to 2030 focusing on productivity, processing, and exports, aiming to boost farmer incomes, strengthen value chains, and position India as a global horticulture leader.

Industry body FICCI and advisory firm Grant Thornton India have unveiled a roadmap to accelerate the growth of India’s horticulture sector by 2030. Titled “Vision 2030: Focusing on High-Value Horticulture for Aatmanirbhar Bharat”, the report outlines strategies to boost productivity, strengthen value addition, and enhance India’s global competitiveness. The report was presented at the National Horticulture Summit.

The summit highlighted that horticulture has emerged as the most dynamic segment of India’s agriculture sector, contributing nearly one-third to the country’s agricultural Gross Value Added (GVA). Notably, horticulture production has already surpassed foodgrain output, reflecting a structural shift in the sector.

Driven by rising domestic demand, expanding export opportunities, and increasing crop diversification by farmers, the sector continues to register strong growth. Experts noted that better income prospects and improved market linkages are encouraging farmers to shift towards high-value crops such as fruits, vegetables, spices, and other horticultural produce.

Horticulture Emerges as Growth Engine

The report says, India’s horticulture sector has emerged as a major pillar of agriculture, contributing nearly one-third to the country’s agricultural Gross Value Added (GVA). Total production reached 367.72 million metric tons in 2024-25, surpassing foodgrain output and reflecting a structural shift towards high-value crops. Vegetables account for the largest share at 219.67 million tons, followed by fruits at 114.51 million tons, while other horticultural crops contribute over 33 million tons. India is now the world’s second-largest producer of fruits and vegetables, with productivity improving steadily to 12.56 MT per hectare.

The sector is also gaining strength in exports and infrastructure development. Fresh fruit and vegetable exports touched USD 1.81 billion in 2024-25, with significant growth in both volume and value in recent years, alongside strong performance in processed products. To support this expansion, the government has identified 1,710 horticulture clusters and developed over 55,000 post-harvest infrastructure facilities, along with 58 Centres of Excellence. However, post-harvest losses of 8-15% remain a key challenge, highlighting the need for further investment in storage and supply chain efficiency.

Shift from Volume to Value-Led Growth

A key takeaway from the summit was the need to transition from volume-led agricultural growth to a value-driven model. The report emphasises that future growth will depend on improving quality, traceability, and market alignment rather than merely increasing output. High-value horticulture, supported by technology, research, and innovation, is seen as the pathway to enhance farmer incomes and strengthen India’s position in global agri-value chains. However, the sector continues to face structural challenges, including gaps in quality planting material, ageing orchards, fragmented post-harvest systems, and uneven standards.

Three-Phase Roadmap to 2030

The report outlines a three-phase strategy to transform the horticulture ecosystem:

Foundation Phase (2026-27): Focus on improving productivity through quality planting material, orchard rejuvenation, and cluster-based development.

Scale Phase (2027-29): Strengthen post-harvest infrastructure, processing facilities, and supply chain efficiency to reduce losses and improve value realisation.

Premiumisation Phase (2029-30): Position India as a global supplier of premium horticulture products through branding, exports, and global partnerships.

This phased approach aims to build “Brand India” in global horticulture markets and enhance farmer incomes through better integration with value chains.

Technology and Innovation as Key Drivers

The summit stressed the importance of technology adoption across the value chain—from production to marketing. Advanced tools such as AI-based advisory systems, drones, precision irrigation, and digital traceability are expected to improve productivity, quality, and transparency. Technology-driven interventions are also seen as critical for meeting global quality standards and enhancing export competitiveness.

Policy Support and Public-Private Collaboration

The report highlights that coordinated efforts between government, industry, and farmers will be essential to realise the sector’s potential. It calls for stronger public-private partnerships, increased private sector participation, and better alignment of policies and investments. Initiatives such as cluster development, Centres of Excellence, and improved access to finance and markets are expected to play a key role in scaling high-value horticulture.

Export Potential and Global Positioning

India’s horticulture exports have shown strong growth, supported by improved infrastructure, branding, and traceability systems. The country exported fresh fruits and vegetables worth over USD 1.8 billion in 2024-25, along with significant volumes of processed products. With its diverse agro-climatic conditions and expanding production base, India is well-positioned to emerge as a major global supplier of high-quality horticulture products.

Challenges and Way Forward

Despite its growth, the sector faces persistent challenges such as import dependence in certain high-value crops, underutilised processing capacity, and fragmented value chains. The report stresses that addressing these bottlenecks through systemic reforms and mission-mode implementation will be critical to unlocking the sector’s full potential.

- Industry and Manufacture

11. Couldn't afford to fail: Woman starts business with Rs 9,240, now runs clothing brand earning Rs 23–57 crore yearly

Moneycontrol, 15 Mar. Shweta Singh

Key takeaways

Determination & Hardship: Dong Na, a single mother from Zhengzhou, started with just Rs 9,240 and no savings, working long hours and managing every detail herself to support her child.

Business Growth: She began selling clothes at street stalls, later expanding to retail stores, creating a popular brand blending Chinese tradition with modern design.

Financial Success: Her brand now earns Rs 23–57 crore yearly, with ambitions to reach Rs 114 crore, inspiring many online with her entrepreneurial journey.

A young single mother in China turned a street stall and just Rs 9,240 (US$100 / 700 yuan) into a thriving nationwide clothing brand. Earning tens of millions of yuan each year (≈ Rs 23–57 crore), the “new Chinese-style clothing” brand has become an online inspiration.

Born in the 1990s in Zhengzhou, Henan province, Dong Na has caught the public eye with her business story.

According to the South China Morning Post, in 2012, Dong became a single mother with no savings and no stable income. She said she had borrowed from relatives to afford milk powder for her child, whose age and personal details have not been disclosed.

She recalled being in her early twenties when, unlike her carefree peers, she had to raise a child on her own. “I could not afford to fail. If I failed, my child would have no one to rely on,” said Dong.

“I can be poor, but my child cannot be poor. This belief helped me endure the toughest period of my life,” she added.

To support her family, Dong turned to night markets, which demanded low capital and few contacts.

She invested all her savings, just Rs 9,240, to start selling clothes at street stalls, beginning her journey as an entrepreneur. Dong told Henan Media Group that her early days were extremely tough.

To save money, she started waking up at 5 am to buy stock, then sold clothes outside a vegetable market at night and slept only 3 to 4 hours a day. She personally managed every step, including bargaining and carrying heavy goods.

Caring for her child while running the stall was tough. Sometimes she pushed her sleeping child through quiet streets late at night. Her determination helped the business grow steadily.

Moving beyond street stalls, she now runs retail stores and has built a popular brand blending Chinese tradition with contemporary design.

With stores across the country, the brand’s sales continue to rise, and she now earns over Rs 11.4 crore a year (10 million yuan).

Dong shared her goal of reaching Rs 114 crore this year (100 million yuan), and her journey has inspired many online.

One person said, “Only she knows how much hardship she endured along the way. This single mother is incredibly powerful.”

Another wrote, “When someone puts all their energy into raising their child and making a living, they can become unbelievably strong.”

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

16. Healthcare stock: How India's largest consumable medical devices exporter is expanding globally

16 March 2026, Leon Mendonca

Key takeaways

Global Reach: Supplies 225+ medical devices across 125+ countries through 950+ distributors, specializing in infusion therapy, renal, cardiology, and critical care.

Innovation & R&D: Over 100 R&D professionals, 390+ patents, launching 30+ new products annually, including drug-eluting stents and advanced cardiology devices.

Manufacturing & Expansion: Operates 15 units in 5 countries, expanding facilities in Haridwar, Palwal, and Greater Noida, targeting critical care, neonatal, cardiology, and orthopaedic products for global markets.

Healthcare Stock: How India's Largest Consumable Medical Devices Exporter Is Expanding Globally

India, March 15 -- Poly Medicure Limited has today become the most prominent medical device company in India, particularly in the field of consumable medical devices. Over the past decade, the company has become the largest exporter of consumable medical devices from India. The company supplies medical devices to various medical institutions worldwide. The company has developed a strong platform for itself with over 225 medical devices in the field of medical devices, including 13 medical specialities.

The company has become prominent in the fields of infusion therapy, renal, cardiology, and critical care medical devices. Today, the medical devices of the company are distributed in over 125+ countries through its network of over 950 distributors. The company has established itself in the medical field, including the healthcare industries of Europe, America, and other developing countries. The company has established itself through its 15 manufacturing units located in five different countries.

The company's focus on high-volume hospital consumables such as IV cannulas, catheters, and dialysis products has helped the company carve out a strong niche for itself in the global medical device market. The company is also the largest IV cannula manufacturer in the world.

Expansion Through Innovation and Acquisitions

Another major pillar of the company's global expansion strategy has been innovation and product diversification. Poly Medicure has significantly increased its focus on research and development. The company has over 100 R&D professionals in India and Europe and more than 390 patents. The company has been able to launch over 30 new products per annum with a robust R&D pipeline of future devices.

The company is also moving up the technology curve by venturing into more lucrative segments of the industry, including cardiology and orthopaedics. In the past two years, Poly Medicure has launched drug-eluting stents in the Indian market and has started clinical trials in India and Europe, marking the company's foray into the high-end cardiovascular market. The company is thereby leveraging the huge and growing market in the global medical technology industry.

Another major factor for the company's global expansion has been acquisitions. Poly Medicure has made acquisitions in European countries of several medical device manufacturers, including Plan1Health, Pendracare, and Citieffe. These acquisitions have helped the company gain expertise and strengthen its presence in these countries.

Scaling Manufacturing and Global Distribution

As part of its strategy for the growing global footprint, Poly Medicure is investing in the expansion of its manufacturing infrastructure. The second manufacturing unit located at Haridwar has already become operational, and the company is developing another unit at Palwal in the state of Haryana, which is expected to become operational in FY27. The company is also developing units in the region of the upcoming airport at Greater Noida.

As part of the strategy for growth, Poly Medicure is also investing in the development of its product offerings. The company is developing various critical care medical devices, neonatal equipment, and cardiology products, in addition to developing orthopaedic trauma products targeting the global market, including the United States and Europe.

As part of its strategy for growth, Poly Medicure is developing itself into a global medical technology company rather than just being a consumables company. As the demand for medical technology continues to grow globally, the strategy for growth that the company is employing could play an important role in the growth story of the company in the years ahead.

17. Drug regulator calls on Indian pharma to move beyond generics, address dependence on bulk imports

28 Mar. 2026, Sneha Richhariya

New Delhi: India should move beyond its role as a global hub for generic medicines and build a pharmaceutical ecosystem driven by innovation that is “feasible and sustainable”, the country’s top drug regulator said Friday.

Speaking at the 9th edition of PharmaMed 2026, organised by the PHD Chamber of Commerce and Industry in collaboration with the Department of Pharmaceuticals, Ministry of Chemicals and Fertilisers in New Delhi, Dr Annam Visala, joint drugs controller at the Central Drugs Standard Control Organisation, the country’s national regulatory authority for drugs, medical devices and cosmetics, said, “India needs to move towards innovation, with sustainability emerging as a key priority in the production of key starting materials (KSMs) and active pharmaceutical ingredients (APIs).”

APIs are the compounds in medicines that deliver the intended therapeutic effect, while KSMs are the basic chemical building blocks used to manufacture these APIs.

Visala noted that a large share of APIs imported into India are antibiotics and fermentation-based products, along with niche chemicals used in areas such as reproductive health, highlighting gaps in domestic manufacturing.

The comments come at a time when India accounts for about one-fifth of global generic drug supply and nearly 40 per cent of generics used in the United States. However, this strength in finished formulations continues to rely on imported APIs.

A report, ‘National API Capacity Building—Vision 2047’, released by the PHD Chamber of Commerce and Industry at the event, highlights the scale of the challenge. China’s share in India’s API imports has risen from less than 1 per cent in 1990-91 to about 68 per cent in 2020-21. For commonly used generic medicines such as penicillin, ciprofloxacin and paracetamol, dependence exceeds 90 per cent.

Visala said there is significant scope for improvement through research in sustainability and green chemistry, particularly by reducing the use of solvents in drug manufacturing and making the process more environmentally friendly.

The PHDCCI report attributes this dependence to structural shifts over the past three decades. Until the 1990s, India was largely self-sufficient in API production, supported by policies such as the Patents Act, 1970. However, economic liberalisation made imports cheaper due to lower tariffs and fewer restrictions, prompting companies to shift towards higher-margin finished formulations.

At the same time, China scaled up manufacturing with lower costs, cheaper financing and stronger state support, producing APIs at 35–40 per cent lower costs than India.

Alongside supply-side concerns, policymakers also highlighted the need to build a stronger innovation ecosystem. Satyaprakash T. L., Joint Secretary at the Department of Pharmaceuticals, said plans to establish 1,000 clinical trial sites would improve efficiency and reduce costs while strengthening research capacity.

“Dependence on imported bulk drugs should be addressed through indigenous enzymatic engineering, and leveraging 8,000+ STEM (Science, Technology, Engineering, and Mathematics) institutions and 3,00,000 researchers,” he said.

Visala said regulatory reforms—such as updated rules for new drugs and clinical trials, faster approval processes, and stricter manufacturing standards aligned with global norms—were introduced to support this shift and became mandatory from January 2026. She also said India could become a hub for global clinical trials due to its large and diverse patient population and new rules requiring registration of contract research organisations.

She also noted that the regulator has brought in legislation mandating the registration of contract research organisations (CROs) and other stakeholders involved in clinical research.

“It’s not just the bioavailability and bioequivalence (BA/BE) study centres, but all sponsors involved in clinical research are required to register,” she said.

CROs are companies that conduct and manage clinical trials on behalf of pharmaceutical firms, while BA/BE studies are tests that check how a drug is absorbed and performs in the body compared to a reference medicine. The requirement ensures greater oversight and accountability across all entities involved in clinical research.

“Medicines account for a significant share of out-of-pocket healthcare expenses, making the pharmaceutical industry central to equity and financial protection,” said Dr Vinod K. Paul of NITI Aayog at the event. He added that with a stronger focus on research and innovation, India has the potential to lead globally.

To address the issue, the government has launched schemes such as the Production Linked Incentive (PLI) and bulk drug parks to boost local manufacturing.

The PLI scheme offers financial incentives to pharmaceutical companies based on how much they produce within India. The idea is to make domestic manufacturing more competitive by rewarding firms for scaling up production of key drug ingredients.

Bulk drug parks, on the other hand, are large, dedicated industrial zones where companies can manufacture these ingredients with shared infrastructure, such as common utilities, waste treatment, and testing facilities. This helps reduce costs and improves efficiency, especially for smaller manufacturers.

However, progress has been uneven. The PHDCCI report says that around 35 per cent of participating firms have exited the PLI scheme, and China’s share in imports increased from 70 per cent to 72 per cent between 2019 and 2022.

The report says that financial incentives alone won’t be enough. India will need increased investment in research, support for smaller manufacturers, faster approvals, and stronger collaboration between industry and academia.

The success, the report says, could add Rs 30,000–40,000 crore a year to government revenue, create over 5 lakh jobs, and cut $4–6 billion in foreign exchange spending.

(Edited by Viny Mishra)

18. India’s biologics dream hits Chinese wall

The Times of India, 1 Apr. 2026, Rupali Mukherjee

Key takeaways

Biologics Competition: Indian firms struggle as China dominates biotech supply chains, securing over half of recent US project deals, highlighting India’s entry barriers in complex biologics.

Capability Gaps: Success in generics relied on cost efficiency, but biologics require deep R&D, specialized talent, and advanced manufacturing, demanding a shift from cost leadership to capability leadership.

Market Potential: With $232B in biosimilars patents expiring (2025–2034), India’s exports could grow from $0.8B today to $30–35B by 2047, if gaps in cell line engineering, IP, and commercial-scale production are addressed.

NEW DELHI: Indian firms hoping to ride the global biologics boom are finding the path far tougher than expected, as China tightens its grip further on biotech supply chains. Recent data suggests Chinese companies have bagged more than half of several recent project deals from US biotech companies, underscoring the challenge for Indian players trying to break into complex biologics.

Unlike generics, where India leveraged cost efficiency and scale to capture global markets, biologics demand deep R&D capabilities, sophisticated manufacturing infrastructure and specialised talent, raising both entry barriers and financial risks, analysts say.

Over the last few years, China has rapidly emerged as a major force in biotech, with biologics accounting for about 42% of its new drug approvals in 2023, up from 9% in 2015, cementing its position in global supply chains for complex niche biologics. Against this backdrop, Indian companies will need to recalibrate strategy if they are to carve out a meaningful share in advanced therapies.

K V Subramaniam, president, Reliance Life Sciences, said: “In last seven years, China has come from behind and forged way ahead of India in biopharmaceuticals, driven by mission-driven govt policy, fast-track regulatory approvals and clearance of a huge drug approval backlog.”

“Recent project flows suggest Chinese companies have been able to secure more than half of their new orders from US-biotech companies, indicating Chinese companies’ operational scale, cost competitiveness and established capabilities remain unmatched,’’ said Tausif Shaikh, India analyst pharma and healthcare at BNP Paribas.

Market research firm, IQVIA estimates 118 biologics are losing patent protection in the US (2025–2034), representing a ~$232B global biosimilar market. India’s biosimilar exports, currently around $0.8 billion, are projected to grow five-fold to $4.2 billion by 2030, and then potentially to $30–35 billion by 2047.

Shreehas Tambe, CEO & MD, Biocon says, said, “India’s biosimilars industry is at a pivotal stage — the early years were defined by cost efficiency and established India as a reliable producer of high-quality generic medicines at scale. The next phase will evolve from cost leadership to capability leadership.’’

“Though India has the broad capability, it has to address gaps such as cell line engineering depth, legal/IP plus market access firepower in the US, manufacturing at commercial scale of newer modalities from hybrid science like cell and gene therapies,’’ said Suresh Subramanian, national life sciences leader, EY-Parthenon India.

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19. European firm eyeing ISRO's rockets to launch internet satellites

India Today, 31 Mar. 2026, TT Science Desk

Key takeaways

Strategic Partnership: Eutelsat is in talks with ISRO to diversify launch options beyond SpaceX and Ariane, aiming to challenge Starlink.

Global Expansion: Following its merger with OneWeb, Eutelsat seeks reliable launches for hundreds of satellites, leveraging ISRO's proven LVM3 rocket capabilities.

Cost & Market Advantage: Partnering with India offers financial efficiency, supporting Eutelsat’s growth while India strengthens its commercial space economy targeting $44 billion by 2033.

In a significant move for the global space economy, European satellite giant Eutelsat is in talks with the Indian Space Research Organisation (Isro) to expand its launch options.

As reported in Reuters, the France-based company is looking to diversify its partners beyond SpaceX and Europe's Ariane rockets to challenge Elon Musk's Starlink.

This potential partnership highlights India's growing influence as a reliable and cost-effective hub for high-tech space missions.

The discussions come at a time when France and India are rapidly deepening their cooperation in defence and maritime security.

French President Emmanuel Macron recently emphasised the need for strategic autonomy in space, suggesting that relying solely on non-European providers is a risky path.

By teaming up with Isro, Eutelsat aims to secure its future launch capacity well in advance.

WILL ISRO HELP EUTELSAT CHALLENGE STARLINK?

Eutelsat recently merged with OneWeb, a satellite internet startup backed by Britain and India's Bharti Group. Before this merger, Isro successfully launched 72 OneWeb satellites on its Launch Vehicle Mark-III (LVM3) rocket, proving the reliability of Indian heavy-lift vehicles.

These satellites, which are roughly the size of a domestic refrigerator, provide high-speed internet to governments and businesses across the globe.

Eutelsat currently operates 650 satellites but expects to cross the 1,000-mark very soon.

According to the Reuters report, Airbus is currently building 440 new satellites for the fleet, and the company requires a steady stream of rockets to get them into orbit.

HOW IS INDIA CHANGING THE GLOBAL SPACE MARKET?

New Delhi is currently repositioning its space programme to shift routine manufacturing and commercial activity to the private sector.

While Isro focuses on advanced research and deep-space exploration, the government targets a domestic space economy worth 44 billion dollars by 2033.

For Eutelsat, accessing the Indian market is a strategic priority.

The company has already secured 5 billion euros in refinancing, ensuring it remains fully funded through 2031.

With launch costs typically making up 30 to 40 per cent of total satellite programme expenses, a deal with India could provide the financial efficiency France needs to compete in the crowded satellite internet sector.

20. Higher education in India: how great institutions power great nations

Hindustan Times, Siddarth Sharma

Key takeaways

Key Institutions: Prominent institutions like IISc and NCPA have been pivotal in addressing India's challenges and fostering cultural values.

Philanthropic Impact: Long-term philanthropy, exemplified by the Tata Trusts, has nurtured new organizations that contribute to healthcare, education, and technology.

Global Challenges: Institutions must evolve to tackle pressing issues like the climate crisis and AI evolution, becoming platforms for collaborative solutions.

Behind many of India’s most remarkable achievements lies a common force: High-quality institutions that empower generations to build paths that once seemed impossible. From designing AI-powered mosquito-tracking systems that prevent disease outbreaks to breakthroughs in space exploration to artists from rural India performing on world-class stages, these milestones are not incidental. They are visible outcomes of decades of collective effort, deep, purpose-driven investment in the centres of excellence we have incubated and nurtured, and unwavering belief in human potential.

Born of visionary intent to confront India’s defining challenges, and to reinforce its cultural mores and civilisational values, institutions such as the Indian Institute of Science (IISc), Bengaluru. and the National Centre for Performing Arts (NCPA), stand out as multi-generational legacies of impact. Across the decades, philanthropic leadership in India has not only supported existing centres of excellence but also actively incubated new institutions that address the emerging needs of our society.

Examples such as the Tata Institute of Fundamental Research (TIFR), Tata Memorial Centre and the Tata Institute of Social Sciences, illustrate how long-term philanthropy, rooted in partnership and mentorship, has helped seed early-stage organisations that have grown into nationally and globally recognised pillars of progress. This commitment to institutional incubation, from ideation, sustained mentorship, investment, and collaborative networks, has enabled pathbreaking solutions and empowered new generations of talent across health care, education, technology, and social sciences, contributing to India’s transformation.

The true imprint of such institutions does not reside only in history books or research papers. It lives in the stories of those who carry these learnings into the world — scientists, artists, and changemakers whose ideas, nurtured first in classrooms or laboratories, ripple outward, touching lives, shifting systems, and quietly rewriting what’s possible. We see it in rockets that carry hope and in breakthroughs in energy, health, and climate action.

Our past shows us what this looks like. Nobel Prize laureate CV Raman’s leadership at IISc, Jayant Narlikar’s stewardship of the Inter-University Centre for Astronomy & Astrophysics (IUCAA), Pune, and Homi Bhabha and JRD Tata’s vision for TIFR — all left us stronger than before. They turned fledgling institutions into engines of discovery, built ecosystems that nurtured innovation, and laid the foundations for India’s scientific self-reliance. We stand on the shoulders of such visionaries — inspired not just to protect their enduring impact, but to extend it.

As the nature of our challenges evolves, so must our institutions. India’s aspirations multiply, and more Indians rise to meet them. The problems we face today cannot be solved in silos, be it the climate crisis, the AI evolution, or antimicrobial resistance. Consider this: By 2050, India could lose almost 3% of its annual GDP due to climate-induced productivity losses. At the same time, India’s share of the global workforce is set to grow dramatically, creating both opportunities and responsibilities. These intersecting realities demand institutions that go beyond producing knowledge. They must break disciplinary boundaries and bring together technology, communities, and policy under one roof.

The role our institutions play in solving global problems has never been more crucial. The climate crisis is redrawing coastlines and straining health systems. In 2024 alone, 5.4 million people in India were internally displaced due to disasters like floods and storms, the highest in more than a decade. In such times, these must be more than places of learning. They must become platforms where diverse voices come together to co-create solutions at scale.

Institutions act as connectors and enablers: meeting people where they are and opening doors to a more equitable future. As Nobel Prize laureates Daron Acemoglu and James A Robinson remind us in Why Nations Fail, inclusive, adaptive, and resilient institutions, and not growth alone, make progress lasting and fair.

The true strength of institutions will be measured when knowledge translates into action. During the recent pandemic, Indian institutions were central to enabling the delivery of Covid-19 vaccine doses nationwide. Over two billion doses were administered, in turn protecting millions of people and strengthening public health systems. Similarly, in the clean energy sector, collaborations between scientists, universities and industry helped reduce the cost of solar power by more than 80% over the past decade, powering rural communities and driving livelihoods.

Institutions are not just systems or structures: they are catalysts for dreams and launchpads for human potential. They are the reasons that a young girl in Jharkhand dreams of curing cancer, or a first-generation student from Uttarakhand can lead clean energy research, or a musician from Rajasthan is able to share their art with the world on the stages of NCPA. In nurturing such aspirations, these centres build the very foundations of a more inclusive India — empowering citizens to contribute to the nation’s transformation.

However, despite being living, breathing ecosystems and the country’s inheritance to our children, they remain persistently under-resourced. Funding gaps restrict innovation, limit infrastructure, and constrain the next generation of innovators. This is where the Tata Trusts has shown that philanthropy can make a difference. Today, it continues to drive progress where it is needed most — whether enabling new research, funding early-stage innovation, or building collaborative platforms.

The future of our institutions will not be written by policymakers or philanthropists alone, but by how each of us chooses to support and reimagine them. Nations are not built overnight, but generation by generation, through institutions that evolve, endure, and empower. Our work today shapes tomorrow’s India. It is guided by promises we keep, to serve as architects of enduring foundations.

Siddharth Sharma is CEO, Tata Trusts. The views expressed are personal. This is part of a series for Nobel Prize Dialogue India 2025 that will be held in Bengaluru and Mumbai on November 3 and 5, in partnership with Tata Trusts.

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INDIA and the World

21. World Bank Warns of 800 Million Job Shortage Amid Ongoing Middle East Conflict

ET Gov. 14 Abr. 2026

Global finance officials meet amid Middle East war concerns. World Bank President Ajay Banga highlights a critical future job shortage for 1.2 billion young people in developing nations.

The Middle East war will dominate global finance officials' talks this week in Washington, but World Bank President Ajay Banga is sounding the alarm about a bigger, looming crisis: a huge gap in jobs for the 1.2 billion people who will reach working age in developing countries in the next 10 to 15 years.

At current trajectories, those economies will generate only about 400 million jobs, leaving a deficit of 800 million jobs, Banga told Reuters.

The former Mastercard CEO admits that focusing people on the long-term is daunting, given a series ‌of short-term shocks that have ⁠buffeted the ⁠global economy since the COVID-19 pandemic, the most recent being the war in the Middle East.

He says he's determined to ensure that finance officials stay focused on those longer-term challenges like creating jobs, connecting people to the electricity grid and ensuring access to clean water. "We have to walk and chew gum at the same time. Short-velocity cycle is what we're going through. Longer velocity is this jobs circumstance or water," Banga said in an interview taped on Friday.

War overshadows other concerns

Thousands of finance officials from around the globe will gather in Washington this week for the spring meetings of the World Bank and the International Monetary Fund under the shadow of the U.S.-Israel war with Iran that threatens to slow global growth and jack up inflation. The extent of the hit to the economy will depend on the durability of a two-week ⁠ceasefire announced by ‌President Donald Trump last week, just hours before promised strikes that Trump said would destroy Iran's civilization.

improving job creation The ceasefire has halted most attacks. But it has not ended Iran's effective blockade of the Strait of Hormuz, which has caused the biggest-ever disruption to global energy supplies, or calmed a parallel ⁠war between Israel and Iran-backed Hezbollah in Lebanon.

Improving job creation

The World Bank's governing body, the Development Committee, outlined plans to work with developing countries to streamline policy and regulatory conditions that have hampered investment and job creation for years.

Discussions will touch on transparency around permits, anti-corruption, labor law, land law, impediments to opening a business, logistics, better trade systems, and non-price barriers in trade, Banga said.

He is upbeat that solutions can be found to help find employment - and dignity - for young people and create opportunities for private companies catering to their needs. "I don't know that you can ever get to a situation of utopia and everybody is taken care of in the coming 15 years. I would doubt that's going to happen, but if you don't do it, the implications are quite severe in terms of illegal migration and instability," Banga said. United Nations data showed more than 117 million people ‌were displaced worldwide as of 2025.

Banga said companies in developing countries themselves were starting to expand globally, including India's Reliance Industries and the Mahindra Group, and Dangote in Nigeria.

Banga said his discussions with officials in developing countries showed their interest in creating more - and better jobs - for the next generation.

In addition to jobs, water will be a ⁠big focus. The World Bank, in conjunction with other development banks, is set to announce a push to ensure that one billion more people have secure access to clean water, adding to existing initiatives to connect 300 million households in Africa with electricity, and to improve health care.

Pulling in the private sector

The World Bank focused on human and physical infrastructure required for the jobs creation push during last fall's meetings of the IMF and World Bank, and will continue the cycle with an emphasis on attracting private sector investment during this fall's meetings in Bangkok, Banga said. The bank identified five sectors that would benefit from investment and are not reliant on global trade or outsourcing from developed countries: infrastructure, agriculture for small farmers, primary health care, tourism and value-added manufacturing. Those sectors are less likely to be immediately affected by advancements in artificial intelligence, he said.

"The problem is, we can't do this alone. We've got to get this snowball to roll downhill, gathering a lot of snow as it goes along, to reach that amazing number of 800 million," he said. (Reporting by Andrea Shalal; editing by David Gaffen)

22. MC14: Pressure Mounts on India as WTO Talks Focus on Agriculture, Fisheries and E-Commerce

RuralVoice, Mar 28, 2026

At the WTO 14th Ministerial Conference (MC14), divisions sharpen over e-commerce duties and investment facilitation. The Global Trade Research Initiative flags rising pressure on India as developed nations push key agendas. Limited progress is expected in agriculture and fisheries, with outcomes likely to be modest compromises amid deepening global trade rifts.

The third day of the WTO’s 14th Ministerial Conference at Yaoundé, Cameroon is emerging as pivotal, with ministers meeting across four tracks - agriculture, fisheries subsidies, investment facilitation and e-commerce - alongside open sessions where countries will spell out their positions. Meanwhile, Commerce and Industries Minister Piyush Goyal said on the 2nd day of conference that consensus-based decision-making is the bedrock of the WTO’s legitimacy. Goyal emphasised that WTO reforms must address the asymmetries from the Uruguay Round. He also stressed on the importance of all Members to have a fair opportunity to build productive capacity, create employment, and participate meaningfully in global trade.

Breakthroughs remain unlikely, but today’s talks are expected to shape the final outcome. According to Delhi-based think tank Global Trade Research Initiative (GTRI), the sharpest divide is over the e-commerce moratorium on customs duties. The U.S., backed by Jamieson Greer, is pushing for a permanent extension, while India and other developing countries oppose it, citing revenue loss and policy constraints. A temporary compromise of 2-4 years appears the most likely outcome.

On the Investment Facilitation for Development (IFD) pact, India now stands nearly alone as resistance from others weakens, with Turkey dropping its opposition. Pressure on New Delhi is expected to intensify in small-group “green room” meetings and through direct engagement by the DG WTO. India’s concern is less about the pact itself than the precedent it sets- opening the door to plurilateral deals that once embedded within the WTO, act as Trojan horses, gradually reshaping the institution’s multilateral character.

In agriculture, some members, including the Cairns Group, are expected to push for a fresh negotiating mandate, effectively resetting the agenda. Such a move could sideline existing mandates, including those central to India’s position. No outcome is expected on India’s demand for a permanent solution on public stockholding (PSH) for food security.

Little progress is expected on fisheries subsidies, where divisions persist.

With tensions spanning digital trade, IFD and plurilateral agreements, today’s discussions are set to determine whether MC14 ends in a modest compromise or exposes deeper fractures within the WTO.

What Goyal said on Day 2

Speaking on the issue of ‘Decision making including past mandates’, Goyal emphasised that consensus-based decision-making is the bedrock of the WTO’s legitimacy, and it is important for the WTO not to ignore the sovereign right of each member to not bind itself to rules which they do not agree to. While underlining the importance of rebuilding trust for overcoming challenges in reaching decisions through consensus, India stressed on the importance of the WTO to undertake a careful stock-take of the current impasse and its underlying causes, while ensuring discussions remain transparent, inclusive and Member-driven. India also highlighted that an integrated multilateral trading system cannot thrive alongside fragmentation within its own institutional framework.

On the ‘Level playing field issues’, Goyal emphasised that discussions must take into account the asymmetries from the Uruguay Round. India focused on the need for long pending issues like food security, PSH, SSM on Cotton to be prioritised while taking up new issues to address the structural asymmetries. Highlighting the continued dysfunction of the dispute settlement system, India emphasised that without effective adjudication, rules lose their enforceability, thereby disproportionately disadvantaging smaller economies. India also cautioned against weaponising transparency to justify trade retaliation or challenge legitimate domestic policies. Instead, it should be accompanied by meaningful and sustained capacity-building support, ensuring that all Members can meet obligations fairly and effectively. India also stressed on the importance of all Members to have a fair opportunity to build productive capacity, create employment, and participate meaningfully in global trade.

The day concluded with a Ministerial Plenary Session on WTO Reform Transparency. Speaking during this session, Commerce Secretary, Shri Rajesh Agrawal, extended India’s support for a time-bound restart of reform efforts with milestones, based on a more robust evidentiary analysis and through engagement with submissions and Ministerial Decisions. India unequivocally called for eschewing cherry-picking issues and proliferating preconceived and prejudged positions. India also highlighted the need to give greater importance to the role of WTO Committees, which, through their lived and learned experiences, can contribute to an exhaustive stocktake through a bottom-up approach. While cautioning against plurilaterals fragmenting the multilateral trading system, Shri Agrawal called for the consensus process to be premised on the principles of openness, transparency, inclusivity, participative and member-driven.

On the sidelines of the second day of the MC14 meetings, Shri Goyal held bilateral meetings with his counterparts from US, China, Korea, Switzerland, New Zealand, Canada, Morocco and Oman. Discussions were focused on the MC 14 agenda as well as on matters related to deepening bilateral trade ties.

23. India’s first China trade mission in years

ToI, et al, 1 Apr. 2026

An Indian business delegation has arrived in China for the first time since the 2020 border clash, signalling a cautious revival in bilateral economic engagement. The visit coincides with eased investment rules for Chinese capital and expanded air connectivity, pointing to a broader strategic recalibration. However, security concerns, including a new ban on Chinese-component CCTV cameras, underscore the persistent tensions shaping the relationship.

First trade mission since Ladakh standoff

An Indian business delegation from the Punjab, Haryana, Delhi Chambers of Commerce and Industry (PHDCCI) is visiting China from March 29 to April 4, the first such trip since ties froze after the 2020 Eastern Ladakh military clash. The delegation is engaging with companies in Shanghai, Zhejiang, and Jiangsu to explore partnerships in renewable energy, electric vehicles, infrastructure, and IT. This follows high-level Modi–Xi meetings in 2024 and 2025 that began thawing relations, aiming to align economic cooperation with India’s 2047 development vision.

Investment rules eased for Chinese capital

India’s March 2026 revision of Press Note 3 allows non-controlling stakes of up to about 10% from land-bordering countries, including China, under the automatic route. The policy, introduced in 2020 to prevent opportunistic takeovers, had constrained capital flows; the update clarifies beneficial ownership and streamlines approvals. Analysts link the shift to a $161 billion untapped export opportunity to China, suggesting a cautious move toward deeper economic engagement while safeguarding security interests.

Air connectivity expands with new routes

Air travel between India and China is set for a boost, with IndiGo starting daily Kolkata–Shanghai flights from March 29, China Southern Airlines launching a Guangzhou–Delhi service in the summer-autumn schedule, China Eastern Airlines resuming Kunming–Kolkata flights from April 18, and Air China beginning Beijing–Delhi flights from April 21. These additions will directly link major commercial and cultural hubs in both countries. The increased connectivity is expected to facilitate business travel and people-to-people exchanges as both sides work to stabilise relations. News18

India, China linked by new direct flights in big air connectivity push.| Details here

Security tensions persist despite thaw

From April 1, 2026, India will ban internet-connected CCTV cameras using Chinese components, citing cybersecurity risks and the need to reduce reliance on foreign tech in critical sectors. Brands like Hikvision and Dahua, once holding a third of the market, will be shut out of the connected segment. The move, years in the making, shows that while economic ties are warming, strategic mistrust and security-driven decoupling in sensitive industries continue. Times Now

24. 5 Indian airports among top 100 world's best; Singapore's Changi tops list, Delhi's IGI is at...

Hindustan Times, 30 Mar. 2026, Arya Mishra

Key takeaways

Indian Airports in Top 100: Five Indian airports made the list, with Delhi's IGI Airport ranked 28th, Bangalore's Kempegowda at 41st, Goa's Manohar at 64th, and Mumbai's Chhatrapati Shivaji at 66th. Delhi IGI also named best airport in India & South Asia.

Changi Airport Excellence: Singapore's Changi Airport tops the world for the 14th time, recognized for dining, immigration service, and as a major international hub with attractions like the tallest indoor waterfall, Jewel.

Global Contenders: Other top airports include Incheon (Seoul), Tokyo Haneda & Narita, and Hong Kong, highlighting Asia’s dominance in airport quality and services.

Delhi's Indira Gandhi International (IGI) Airport, which has been ranked 28th this year, rose up four spots.

Singapore's Changi Airport has topped the list of world's best airports for the fourteenth time since 2000 at the Skytrax World Airport Awards 2026.

The airport was also named the World’s Best Airport Dining, the World’s Best Airport in the 60–70 Million Passenger Category, the World’s Best Airport Immigration Service, and the Best Airport in Asia.

Five Indian airports figure in the list of top 100 world's best airports, with Delhi's Indira Gandhi International (IGI) Airport included in the world's top 30 .

Indian airports among world's top 100

There are five Indian airports among the world's top 100, including Delhi's Indira Gandhi International (IGI) Airport, which has been ranked 28th this year. The airport, which was at the 32nd spot earlier, rose four spots this year. It was also named the best airport in India & South Asia.

Bangalore's Kempegowda International Airport took the 41st spot, and was also recognised as the ‘Best Regional Airport in India & South Asia’ for third consecutive year at Skytrax World Airport Awards 2026.

Goa's Manohar International Airport was ranked 64th, and Mumbai's Chhatrapati Shivaji Maharaj International Airport took the 66th spot, with both also climbing up from their earlier spots.

Why did Changi retains world's best airport title?

The Changi airport, which has retained the world's best airport title for the 14th times, is not just an airport but also serves as a destination, which has inside it several gardens, art and entertainment areas, ANI news agency reported. The tallest indoor waterfall, the Jewel, is one of the most recognisable sights for tourists.

The airport is also a major connecting hub for international travel, providing a smoother experience for connecting flights to Southeast Asia. Singapore also offers various accommodation facilities for different budgets. Among the top five airports are Incheon International Airport in Seoul, Tokyo's Haneda and Narita and Hong Kong.

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25. New trade pacts open global doors for India's electronic contract manufacturers

Live Mint, 31 Mar. 2026

Key takeaways

Trade Advantages: Recent pacts with the US, EU, UK, GCC, and EFTA countries give Indian electronic contract manufacturers lowest tariffs (~18%), boosting competitiveness versus China, Vietnam, and Mexico.

Strategic Imperatives: Companies must focus on cost, quality, innovation, compliance, and Industry 4.0 adoption, while strengthening marketing, prototyping, and back-office operations to capture global markets.

Market Potential: Huge opportunities exist in industrial electronics and automotive electronics, especially in the US ($60-70B automotive) and EU ($20-25B industrial) sectors, requiring tailored strategies for each region.

The trade agreements recently signed by India with the US, EU, EFTA countries (Switzerland, Norway, Iceland & Liechtenstein), UK, & GCC have opened up never-before-seen opportunities for the Indian electronic contract manufacturing sector.

Among competing countries, India has the lowest tariff rate at ~18%. Comparatively, Indonesia’s tariff is ~19%, Vietnam (~20%), Malaysia (~20%), Taiwan (~32%), China (~ 34%+ additional duties) and Sri Lanka (~ 44%).

This means lower landed costs for Indian-made PCBs, subassemblies, and consumer electronics — improving competitiveness versus Chinese, Vietnamese, and Mexican suppliers.

This, coupled with the intent of global companies to diversify their supply chain, clearly offers a once-in-a-lifetime opportunity to Indian companies to become an integral part of the global electronic supply chain.

The journey is exciting, but capturing markets from competition will require the Indian companies to put their best foot forward in terms of cost, quality, consistency, innovation, compliance, sustainability, and an extraordinarily strong sourcing setup.

India exported electronic goods worth $38.6 billion in 2025, which is expected to grow to $46-50 billion in 2026. The growth in exports has been impressive — a CAGR of ~25% over the past 10 years, but India still services only ~1% of the available market. Mobile phones account for ~60% of the total. The US was the largest market with ~60%.

Indian companies must strategize to capture the available opportunity – a one-fit strategy to meet requirements of all markets will not work. We need to have separate strategies for the US and the EU — the two biggest markets.

What Indian companies need to do

First, they must beef up their marketing presence in the target geographies. In parallel, strengthen back-office operations especially the Quote Cell. This is the key to win customers, as global companies, unlike Indian customers, may not give a second chance to match target prices.

They need to streamline prototyping capabilities, as time to market is of critical importance. This would entail significant investments in tool room capabilities.

Strengthening the manufacturing, quality, cyber security, and EDI interface capabilities is critical. Companies should adopt Industry 4.0 standards, smart factories, and IOT-enabled quality control systems to meet the reliability requirements of customers in the EU and the US.

The EU deal includes a dedicated digital trade framework — protection for data transfers, IP, and design ownership. This is critical for joint R&D, design services and cloud-based manufacturing control systems used by EMS companies.

Both pacts include green technology cooperation and financing pipelines, enabling Indian EMS companies to access low-cost funds for investments in sustainable/renewable powered manufacturing processes.

Further, Indian companies must ensure that requisite quality certifications are in place. These should include industry-specific and process-specific certifications apart from the general quality certifications. Such certifications should be taken from reputable certifying agencies. The companies should especially prepare for EU REACH, RoHS, and ESG disclosure requirements.

Companies should build internal audit systems for traceability, ethical sourcing and labour standards as non-compliance could nullify duty benefits. They should be prepared to have warehouses in target geographies to cater to the customers’ just-in-time needs.

Integration facility or box build infrastructure may have to be provided in or near the country of the customer. This would also facilitate providing timely post sale services to clients.

The two biggest segments (outside mobile phones) that can be catered to by Indian companies are industrial electronics and automotive electronics. Each sector is discussed separately for the US and EU in the succeeding paragraphs.

For the US: Industrial electronics

The US imported industrial PCBA worth $30 billion in 2023 with Taiwan, accounting for ~40-42% and China, South Korea, Vietnam, Malaysia & Mexico accounting for another ~40-45%, with the balance coming in from the rest of the world. Industrial sensors, robotics controllers, motor drives, power supplies, electronics for renewable energy etc. constitute the bulk of PCB assemblies imported in the US.

PCBAs imported by the US are used in industrial & automation, electrical equipment and power management, industrial equipment and machinery, industrial electronics /sensors & instruments, power supplies, and telecom & networking – routers, base station modules

For the US: Automotive electronics

ADAS and safety systems, infotainment and navigation, powertrain control units, EV battery management systems lighting, cluster boards, safety sensors etc. This market is valued at approximately$60-70 billion in 2024.

Automotive electronics are imported by OEMs, tier-1 suppliers and EMS companies.

The OEM market is estimated at ~$20-25 billion per annum. It will be tough and a long journey for Indian EMS companies to become vendors to these OEMs. Companies should plan this with a three-five-year time horizon. These OEMs look for a solution and may not be interested in plain build-to-print services. Few among the Indian EMS players who are currently geared up should opt for this alternative.

The tier-1 supplier market is estimated at $35-40 billion annually. This segment offers the biggest opportunity to Indian EMS companies. Some of them have presence in India and since few of the Indian EMS companies are already part of the domestic supply chain, it becomes comparatively easier to enter and integrate with their global supply chains.

As for EMS companies, some of the leading US companies that import automotive electronics include Jabil, Flex, Sanmina, Celestica, Benchmark, & Plexus. Since almost all of them have presence in the APAC region, Indian EMS players do not offer anything unique for these companies to migrate their supply chain.

For the EU: Industrial electronics

Total EU demand for PCB assemblies is estimated at ~$120-130 billion, out of which approximately ~$60 billion is met from domestic production. Industrial electronics & power supplies typically represent 25-30% of EMS demand, which translates into a market size of $20-25.

This includes boards used in Industrial automation Systems, Power supplies and converters, Renewable energy inverters , Motor drives , Industrial Control equipment, Telecom & DC Power Systems.

For the EU: Automotive electronics

The European automotive PCB market is estimated at ~$2-2.5 billion annually, out of which 60-70% is met through imports. ADAS systems, electric vehicle power electronics, battery management systems, infotainment & telematics, and engine & body control modules constitute the bulk of imports.

In a nutshell, the market opportunity is humungous, but it will have to be captured with a clear-cut strategy based on each company’s competencies. Each account will have to be nurtured with care so that its full potential can be realized.

Companies should not blindly jump into it, but initiate action once they are assured about their ability to meet the customer requirements. One misstep at the start of the journey can delay the process by a couple of years.

The companies should prepare short term (1-2 years), medium term (2-5 years) and long term (5+ years) plans such that in five to six years, the Indian companies can offer the full stack of services — electronic design, manufacturing, full ownership of supply chain and responsibility of the life cycle of the product.

Jasbir Singh Gujral is Managing Director, Syrma SGS

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AAPI

Pages

Tuesday, 14 April 2026

Newsletter, April 2026

– GENERAL POLICY, INFRASTRUCTURES, COUNTRY FINANCES, ETC.

– AGRICULTURE, FISHING & RURAL DEVELOPMENT

– INDUSTRY, MANUFACTURE

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

NEWSLETTER, April 2026

– 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

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