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Bengaluru: Last week, <keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="265" meta.entityid="Google">Google</keyword> unveiled a series of new AI-powered partnerships aimed at advancing healthcare, <keyword id="19895783" type="General" weightage="20" keywordseo="sustainability" source="keywords">sustainability</keyword>, and agriculture in India The tech giant is collaborating with both local and international organisations to implement AI-driven solutions in <keyword id="21690244" type="General" weightage="20" keywordseo="diabetic-retinopathy" source="keywords">diabetic retinopathy</keyword> screening, urban waste management, and agricultural development. According to Google, these announcements were made during a roundtable in Bengaluru, marking the fifth anniversary of Google's Research Lab in the city. This follows the 10th edition of the Google for India event, which showcased the potential of AI to benefit individuals, businesses, and society at large. Dr Manish Gupta, Research Director of Google DeepMind, stated, "Collaborating with key Indian organisations, our focused research in India across language understanding, healthcare, agriculture, and sustainability is helping tackle many of the country's unique challenges and creating AI-led solutions that will improve billions of lives." Google is working with <keyword id="23588208" type="General" weightage="20" keywordseo="Forus-Health" source="keywords" meta.keywordsubtype="org" meta.entityname="Forus Health" meta.hostid="265" meta.entityid="Forus Health">Forus Health</keyword> and AuroLab in India and Perceptra in Thailand to provide 6 million AI-assisted screenings for diabetic retinopathy over the next decade. These screenings aim to detect and prevent blindness in diabetic patients, particularly in resource-limited communities. The AI model has already supported over 600,000 screenings worldwide, with initial research and deployment carried out in India. Sunny Virmani, Group Product Manager, Health AI Research at Google, remarked, "From our initial research to the first patient screening in Madurai, India, we've been committed to translating AI's potential into meaningful change for people globally. And now the partnerships with Forus Health, AuroLab, and Perceptra are helping us expand on this commitment, as a global network of innovators comes together to eradicate preventable blindness due to diabetic retinopathy." Google's CircularNet, an AI-driven computer vision model for waste management, is being deployed in partnership with Bengaluru-based Saahas Zero Waste. CircularNet helps identify and sort plastic waste, facilitating recycling and reducing the strain on landfills. Powered by Google's TensorFlow, the model has shown approximately 85% accuracy in detecting plastic waste during a pilot programme, potentially boosting revenue for material recovery facilities by 10-12%. To support data-driven decision-making in agriculture, Google is also opening its Agricultural Landscape Understanding (ALU) Research API to developers. The API leverages satellite imagery and machine learning to provide farm-level insights, such as field boundaries, water bodies, and vegetation. The technology aims to optimise resource allocation and guide sustainable farming practices in India. (ANI)

Google announces AI-led collaborations for India's health, sustainability, and agriculture sectors

<ul class="summary-list"><li>Yi Ke Cao did her first internship at a hedge fund when she was 16.</li><li>Cao says the two week stint, though brief, was a pivotal moment in her career development.</li></ul>This as-told-to essay is based on a conversation with <a target="_blank" class="" href="https://www.linkedin.com/in/yi-ke-cao-12b769201/">Yi Ke Cao</a>, 20, a sophomore at Singapore's Nanyang Technological University. Cao started her internship journey back in secondary school when she interned at a hedge fund. The following has been edited for length and clarity. Business Insider has verified her education and employment history.My parents both worked in finance. When I was much younger, like most kids, I didn't have much of an idea of what my path in the working world would look like. But my folks told me stories about corporate finance and what it was like being a part of the industry. That sparked my interest in the field.I'm not gonna lie. Money was one of the key draws of the sector, though for me, it wasn't the only thing that mattered.When it came to looking for a job, I knew I wanted to work for an employer that could give me a positive work-life balance and hopefully a place with a good environment and great colleagues.That said, I wasn't dead set on working in finance from the get-go. I didn't have any practical experience back then, but I was keen to explore what a career in finance would look like.<h2 id="b70bf579-92f5-4c54-80e2-5486a3ba892c">Joining a hedge fund as their youngest intern</h2>Unexpectedly, an opportunity to intern at a hedge fund came to me when I was 16.I was still a secondary school student when I received a list of internship opportunities from my school as part of their work experience programme.That was when I chanced upon a two-week stint with a Singapore-based hedge fund, Modular Asset Management.This was during the COVID-19 pandemic, so most of the internships listed were remote positions. But the position with Modular Asset Management was different — it was held on-site.I figured it would be a great opportunity for me to gain some exposure to the industry and broaden my network.As part of my application, I sent in my resume and a video introduction. I managed to secure the internship after I was shortlisted and passed an interview with my future mentor and supervisor.To be honest, I don't think I had the best resume out of the 10 other candidates I was competing against. For instance, I didn't have as many on-paper achievements. However, my mentor said she decided to take a chance on me because I seemed curious and willing to learn.I started my internship in December 2020 and was the youngest intern there.<h2 id="2d29c6a0-d211-4bcf-bda6-44413156b087">Getting over my imposter syndrome</h2><div type="image" title="Yi Ke typing on her laptop at Singapore's Nanyang Technological University campus." height="2164" width="3843" msid="113831398" hostid="261" sizebytes="1044676"></div>The first few days of my internship were terrifying.I felt overwhelmed by the new environment. I didn't know what my colleagues were expecting from me because I had no prior knowledge or technical skills to offer.I did try my best to contribute to the team. I had a foundational knowledge of Excel, but the learning curve was steep. I had to pick up advanced Excel techniques in a matter of days so I could help my supervisor compile profit and loss sheets.That experience has benefited me to this day — I use the Excel techniques I learned at my internship in business school now.And though I didn't contribute to major projects at the hedge fund, I was still able to get a better sense of how its different departments worked together.I got to sit in on strategic discussions between departments and witness part of their decision-making process as traders. I began to see how meticulous and exacting you have to be if you wanted to be a good portfolio manager.<h2 id="2639d674-d076-49c4-8035-4e93138ce7d8">Interning at the fund as a 16-year-old was a pivotal moment in my career development</h2>Looking back, interning at the hedge fund was a pivotal moment in my life.Besides giving me early exposure to a professional working environment, it helped me confirm my interest in a finance career and solidified my decision to go to business school.If I could turn back the clock, I would have done more internships as a teenager. Even though the work scope would likely have been limited, it would still have been good exposure for me.Most people don't know what they want to do for a living at 16. But by interning earlier, I think one can gain a better understanding of the corporate world.

I interned at a hedge fund when I was 16. It was the smartest decision I made as a teen, and it set me on the path to a career in finance.

The Budget 2024-2025 announcement by Union Finance Minister <keyword id="19916618" type="General" weightage="20" keywordseo="Nirmala-Sitharaman" source="keywords">Nirmala Sitharaman</keyword> saw productivity and resilience in <keyword id="19931887" type="General" weightage="20" keywordseo="agriculture" source="keywords">agriculture</keyword> being prioritised above all else. With a desire to turn focus on <keyword id="19934969" type="General" weightage="20" keywordseo="farmers" source="keywords">farmers</keyword>, or Annadatas, ₹1.52 lakh crore has been allocated for agriculture and its allied sectors. This is quite an increase from the Interim Budget announcement of ₹1.27 lakh crore in February 2024. It is being speculated that this substantial focus on the agricultural sector stems from the BJP's vote share dipping in semi-urban and rural areas during the recent Lok Sabha elections. In fact, when Prime Minister <keyword id="19895781" type="General" weightage="20" keywordseo="narendra-modi" source="keywords">Narendra Modi</keyword> returned for a third term in office, the first file he signed was for the release of the 17th instalment of the PM <keyword id="22000840" type="General" weightage="20" keywordseo="kisan-nidhi" source="keywords">Kisan Nidhi</keyword> scheme, ET reported. However, the government's commitment to transforming agriculture and potentially the lives of Indian farmers could lead to the agricultural sector growing at 3.7% in the current fiscal, compared to 1.4% last year, as per the CII. <h2>Key initiatives in agriculture</h2>Transforming Agriculture Research The government is set to conduct a comprehensive review of the agricultural research framework, with an emphasis on enhancing productivity and developing climate-resilient crop varieties. Funding will be allocated on a challenge basis, including to private sector initiatives. This research will be overseen by domain experts from both governmental and non-governmental organizations. Release of New Varieties A total of 109 new high-yielding and climate-resilient varieties of 32 field and horticulture crops will be introduced for farmers to cultivate. Promoting Natural Farming In the next two years, the government plans to transition one crore farmers to natural farming practices, supported by certification and branding efforts. This initiative will be carried out through scientific institutions and willing <keyword id="20030597" type="General" weightage="20" keywordseo="gram-panchayats" source="keywords">gram panchayats</keyword>, with 10,000 bio-input resource centers to be established based on need. Missions for Pulses and Oilseeds To achieve self-sufficiency in pulses and oilseeds, the government will strengthen their production, storage, and marketing. As outlined in the interim budget, a strategy is being implemented to attain 'atmanirbharta' (self-reliance) for oilseeds like mustard, groundnut, sesame, soybean, and sunflower. <div type="Article" hostid="261" msid="111930255" title="Economic Survey calls for urgent agricultural reforms; cites growth hurdles" mstype="2" mssubtype="0"></div>Vegetable Production &amp; Supply Chains Large-scale clusters for vegetable production will be developed near major consumption centers. The government will support Farmer-Producer Organizations, cooperatives, and startups to streamline the vegetable supply chain, including collection, storage, and marketing. Digital Public Infrastructure for Agriculture Building on the success of a pilot project, the government, in partnership with states, will facilitate the implementation of Digital Public Infrastructure (DPI) for agriculture over the next three years. This year, a digital crop survey for Kharif crops will be conducted in 400 districts, integrating details of six crore farmers and their lands into registries. Additionally, Jan Samarth-based Kisan Credit Cards will be issued in five states. Shrimp Production &amp; Export Financial support will be provided to establish a network of Nucleus Breeding Centres for shrimp broodstocks. NABARD will facilitate financing for shrimp farming, processing, and export. National Cooperation Policy A new National Cooperation Policy will be introduced to promote systematic and comprehensive development of the cooperative sector. This policy aims to fast-track rural economic growth and create large-scale employment opportunities. <h2>Budget allocation highlights</h2><ul><li>PM-Kisan Samman Nidhi: Will be retaining its allocation of ₹60,000 crore to provide direct financial assistance to 11.8 crore small and marginal farmers.</li><li>Pradhan Mantri Fasal Bima Yojana: Allocated funds to provide crop insurance to four crore farmers, protecting them from adverse weather conditions.</li><li>e-NAM Expansion: Integration of 1,361 mandis into the e-NAM platform to enhance market efficiency and transparency, benefiting 1.8 crore farmers with an expected trading volume of ₹3 lakh crore.</li></ul><h2>Government committed to Polavaram irrigation project in Andhra Pradesh</h2>The Finance Minister said that the government is fully committed to financing and expeditiously completing the Polavaram irrigation project, which is considered a lifeline for Andhra Pradesh and its farmers. <h2>Future directions</h2>The government aims to increase public and private investment in post-harvest infrastructure and supply chains, promoting aggregation, modern storage, and efficient processing to reduce losses and improve food security. Additionally, the dairy and fisheries sectors will see significant development, with initiatives to boost productivity and exports, contributing to a sustainable and prosperous agricultural ecosystem. <div type="Article" hostid="261" msid="111951205" title="Budget 2024-25: Changes to tax slabs, increased standard deduction and other changes to direct taxation" mstype="2" mssubtype="0"></div>

What does Union Budget 2024-2025 have in store for farmers and the agricultural sector?

<ul class="summary-list"><li>Job titles in the $4.3 trillion hedge-fund industry vary greatly from firm to firm.</li><li>The lack of uniformity allows both firms and employees to present themselves in the best light.</li></ul>The well-publicized battle between David Einhorn's Greenlight Capital and its former employee James Fishback can seem, to industry outsiders especially, a bit trivial.While Fishback's <a target="_blank" href="https://www.businessinsider.com/greenlight-former-macro-analyst-sues-david-einhorn-2024-10">most recent legal filing claims age discrimination</a> and asks for at least $5 million from his old firm, the genesis of the messy dispute involves Fishback's title during the two-plus years he spent at Greenlight.He said he was the firm's head of macro. The firm said he was just an analyst — and an <a target="_blank" href="https://www.businessinsider.com/david-einhorns-files-lawsuit-against-james-fishback-2024-6">unproductive one at that</a>. Lawsuits, spiteful tweets, and plenty of memes <a target="_blank" href="https://www.businessinsider.com/david-einhorn-greenlight-lawsuit-james-fishback-2024-5">ensued</a>.While the disagreement is on the extreme end of the spectrum, hedge-fund industry veterans say title confusion, inflation, and misalignment are rampant.Titles within banks and private equity firms follow a de facto industry standard. A managing director at Morgan Stanley does more or less the same thing an MD at Goldman Sachs does.This is not the case in the hedge-fund world.While the biggest managers <a target="_blank" href="https://www.businessinsider.com/morgan-stanley-prime-brokerage-novick-shaw-startup-hedge-fund-mistakes-2024-9">have become more institutional</a>, the $4.3 trillion industry is more opaque and founder-led than other sections of finance.Hedge funds are a disparate group spanning firms with thousands of people worldwide and new launches with a pair of analysts and a Bloomberg terminal. This lack of uniformity and the relentless war for talent has firms and employees alike taking advantage of the ambiguity.Fishback, for example, references not an offer letter or an internal HR system to prove his title in his legal filings but an email sent to a third party by Greenlight's chief operating officer offhandedly referring to Fishback as the firm's "head of macro."Recruiters and hiring managers at big-name funds say candidates constantly give themselves more prestigious-sounding titles on LinkedIn. A dozen headhunters, fund executives, consultants, and others who spoke with Business Insider argued that as firms build out the non-investment sides of their businesses to support their growth, titles will only get more inflated."It's extremely tough to know who's real and who isn't," said one longtime recruiter who mostly focuses on quant firms and large multistrategy managers."An MD title at the banks, that means something. An MD title at a hedge fund doesn't mean anything."<h2 id="731f7cfe-0e1f-42aa-921c-ef631afc0183">Global heads, chairmen, investment officers, and more</h2>As one person who works in a hiring position at a large multistrategy firm told BI, "titles are free" — and firms use them. Industry insiders said a title could be a carrot for recruiting or retention, especially as the biggest funds become more institutional and add more non-investment roles to their firms.More than 200 people who work at the $64 billion firm Citadel have a title on LinkedIn that deems them the "head" of some part of the business, for example. That's roughly one out of every 14 people within the hedge fund — and doesn't include its founder, Ken Griffin; its chief operating officer, Gerald Beeson; and others on the leadership team.A person close to the Miami-based firm said Citadel's flat structure means that no matter an individual's title, the internal expectations to produce are very high.This person added that Citadel's pursuit of top external talent — the firm just hired Apple's top recruiter, Sjoerd Gehring, to be its chief people officer, and it poached Google's Paul Darrah this year to be its chief workplace officer — means some accomplished employees receive big titles to match their experience.Jose Gamez, for example, spent nearly 20 years working as a chef at several Four Seasons hotels, including five years leading the kitchen at <a target="_blank" href="https://www.nytimes.com/2020/04/07/us/coronavirus-citadel-securities-four-seasons-florida.html">the one in Palm Beach that Citadel Securities took over</a> during the pandemic. He's now the global head of culinary and executive chef for Citadel and Citadel Securities.Even for investing talent, titles can be tricky to understand from the outside, in many cases, because of the differing internal structures across the industry that obscure who actually makes trading decisions.Rokos has two dozen employees with the title "investment officer" in their LinkedIn profiles. A person familiar with the London-based firm said that while these employees sit somewhere between an analyst and a portfolio manager, the fact that its billionaire founder, Chris Rokos, makes all investment calls for the fund complicates titles. The manager declined to comment.At the <a target="_blank" href="https://www.businessinsider.com/who-bobby-jain-has-hired-jain-capital-hedge-fund-launch-2023-12">newly launched Jain Global</a>, there is a chairman of fundamental equities, Paul Enright, and a chief investment officer of fundamental equities, Townie Wells. Wells, a person familiar with the matter said, manages a portfolio on top of running the business, while Enright is more focused on mentorship and talent development.The chairman title is uncommon in hedge funds, especially for an individual business within a multistrategy manager, but the person close to Jain said it was what made the most sense for Enright, a former Viking Global portfolio manager who had been running his own money for years and decided to come back to the industry to work at the new fund.Firms can also tweak common industry titles internally.Millennium, for example, has ditched the sub-PM title, elevating those who once held that role to PM. These individuals, though, report to a senior PM, who can oversee several PMs within a pod.A person close to the firm said that as Millennium has grown, individual investing teams have become broader, necessitating more structure. All the teams at Millennium — there are more than 300 — are led by a senior PM, and it's not uncommon for PMs working under a senior PM to own part of the book and take risk themselves.In some cases, however, a PM's responsibilities can be more akin to those of a senior analyst or a sub-PM — but a PM title sounds better to external candidates."People will join because they want to be a PM," one recruiter said. "They know the power in that title."<h2 id="80e6436b-e9f6-4264-9dc3-db69994eef27">Keeping it under wraps</h2>Plenty of funds intentionally keep roles vague and closely monitor what their team members are publicly sharing about themselves.At Coatue, executives sign off on what employees put as their title on LinkedIn, people familiar with the firm's operations said. Members of Tiger Global's front-office team use "investor" as their title on LinkedIn instead of a more specific role.Quants like Marshall Wace, D.E. Shaw, and Two Sigma are famously guarded about their internal workings. At each firm, dozens of employees use catchall titles like "quantitative researcher" that can span experience levels.Both sides can be frustrating, especially for headhunters and business development pros at large firms trying to grow their teams.Oversharing or exaggerating titles can lead to inflated salaries and outside offers that aren't commensurate with a prospect's actual experience. Vague titles, on the other hand, can leave allocators struggling to understand what exactly their fees are paying for. Internally, employees who lack ownership of a specific sector or business find that their end-of-year bonuses are left to the whim of the founder.Fund executives and recruiters alike believe that the industry's institutionalization will eventually codify titles across firms. <a target="_blank" href="https://www.businessinsider.com/how-to-get-a-hedge-fund-job-point72-academy-applicants-2022-1">Talent-development programs at firms like Point72</a> and more structured <a target="_blank" href="https://www.businessinsider.com/why-elliott-alums-are-launching-their-own-funds-2024-8">career-development paths at managers like Elliott</a> already feel more like private equity or banking than the Wild West hedge-fund days of yore.Don Steinbrugge, the CEO of the hedge-fund consultancy Agecroft Partners, said lofty-sounding roles without equivalent responsibilities — like a vice president of a bank — would have their match in hedge funds."Titles are something that's very important to people. It's something that impacts their reputation in the industry," Steinbrugge said."Over time, people will have titles that sound more important."

What's in a title? How hedge funds and their employees use the industry's lack of consistency to their advantage

The <keyword id="19987636" type="General" weightage="20" keywordseo="Bihar-government" source="keywords">Bihar government</keyword> is making serious efforts to give a fillip to <keyword id="23049947" type="General" weightage="20" keywordseo="small-scale-and-medium-enterprises" source="Orion">small-scale and medium enterprises</keyword> which would play a crucial role in the overall <keyword id="352701" type="General" weightage="20" keywordseo="economic-development" source="Orion">economic development</keyword> of the state, a top official of the Industries department said. Around Rs 2,900 crore have been disbursed to nearly 74,540 beneficiaries under two schemes, one of which was launched only last year, for promoting Micro, Small and Medium Enterprises ( <keyword id="19910977" type="General" weightage="100" keywordseo="MSMEs" source="keywords">MSMEs</keyword>) in the state, the official said. <keyword id="19903647" type="General" weightage="20" keywordseo="bihar" source="keywords">Bihar</keyword> has a strong MSME base. To promote innovation ecosystem and unlock the enormous entrepreneurial potential of the state, the Mukhya Mantri Udyami Yojana (MMUY) and <keyword id="23049946" type="General" weightage="20" keywordseo="Bihar-Laghu-Udyami-Yojana" source="keywords">Bihar Laghu Udyami Yojana</keyword> (BLUY) were launched in 2018 and 2023 respectively focusing on promotion of MSMEs in the state. "A total of Rs 2,697 crore was disbursed to 34,441 beneficiaries from 2018 till now under MMUY. Similarly, till date Rs 200 crore of the first instalment has been disbursed to 40,099 beneficiaries under BLUY", Secretary, Department of Industries, Bandana Preyashi told PTI. On the one hand, Bihar is getting big ticket investments for major manufacturing units and on the other hand, the state government is also enabling an ecosystem where the MSMEs can thrive on the ground level for the benefit of the rural economy, Preyashi said. The Bihar Laghu Udyami Yojana aims to provide job opportunities to at least one member of poor families whose monthly income is less than Rs 6,000 a month, she said. The state government is providing Rs 2 lakh to each beneficiary in three instalments to set up and run micro and small industrial and processing units, Preyashi said. The government's objective is promotion of MSMEs through awareness, training and handholding support, the Industries secretary said. The state government is encouraging entrepreneurs and investors through the provision of a safe and sound work environment and basic infrastructural facilities which include land, roads, electricity, and water availability, she said. The Industries secretary further said, "With new policies of the state government, Bihar is witnessing significant investment promotion activities, reinforcing its position as an emerging business and industrial hub in the country. During the Bihar Business Connect 2023, 278 companies signed MoUs, committing to investments totalling Rs 50,530 crore." the secretary said. The state government has implemented the Bihar Industrial Investment Promotion Policy (BIPP), Bihar Logistics Policy 2023, Ethanol Production Incentive Policy 2021 and Textile and Leather Policy 2022 to promote industrial growth and investment in the state. "Under these policies, stage-1 clearance was given to 481 applications, with a proposed investment amount of Rs 4,512.85 crore. A total of 175 units were given clearance for financial incentives with an investment of Rs 2,195.10 crore, an all-time high, since the inception of the state investment promotion policies," she said. In 2023-24, 255 startups were recognized in the state and a total of Rs 11.92 crore has been disbursed as seed funding to these startups. From April 2023 to January 2024, Bihar Industrial Area Development Authority (BIADA) allotted plots/sheds to 427 units having a total investment size of Rs 6,145 crore covering 492 acres of land and also creating 35,224 employment in the state, said the secretary. "Infrastructure development in industrial areas was given top priority. Funds of Rs 409.33 crore were approved under Part I and Rs 212.68 crore for construction of unity mall under special assistance to states in 2023-24. In the current financial year of 2024-25,149 units have been granted stage I clearance for a proposed investment amount in Rs 3,950.48 crore in Bihar State Investment Promotion Board", she said. At present, Bihar's proposal to establish a multi-sector Special Economic Zone (SEZ) in Nawanagar and Kumarbagh has been approved by the Government of India. "Authorities concerned are also working on the establishment of Export Promotion Councils (EPCs) in Bihar that will help Bihari Exporters to expand their businesses to international markets", said the secretary. Bihar Chief Minister <keyword id="19907431" type="General" weightage="20" keywordseo="nitish-kumar" source="keywords">Nitish Kumar</keyword> on August 3 this year laid the foundation stone for Rs 1,600 crore cement grinding unit of Ambuja Concrete North Private Limited, a subsidiary of Adani group's Ambuja Cements, in Warisaliganj block in Nawada district. This is considered the largest investment in the state by a cement industry player. "The project is expected to create 250 direct jobs and 1,000 indirect jobs on the site. The project will meet the growing infrastructure needs of Bihar. Adani Group has decided to invest additional Rs 5,500 crore in Bihar in various sectors, including cement manufacturing (in Muzaffarpur), logistics (near Patna) and projects related to agro-industry in Araria, Kishanganj and Begusarai. A total of 40,000 employment will be generated by these investments", said the statement issued by the CMO after the conclusion of the event on August 4.

Bihar government disburses Rs 2,900 crore to 74,540 beneficiaries for promoting MSMEs: Official

<ul class="summary-list"><li>Quant giant D.E. Shaw has hired people from non-traditional finance backgrounds for decades.</li><li>The firm's head of recruiting told BI he looks for certain traits when hiring, including "learning agility."</li></ul>It was 2011, and Tim Willenken had just spent the past 12 years — four as an undergrad and eight in a doctoral program — preparing to be a philosophy professor.There was just one problem: He didn't want to be in academia anymore.He "had no idea where to start" looking for a job, knowing just about the professions he had been exposed to in graduate school — doctors, lawyers, and professors, he told Business Insider.To learn about what else was out there, he went through his Facebook friends list and called people working at companies in roles he hadn't heard of before. He eventually spoke to an old college friend he knew through debate club who had previously worked at D.E. Shaw."That was the first time I'd heard of the firm," said Willenken, a senior vice president in the D.E. Shaw's corporate development unit. "I think I'd had one conversation about what a hedge fund was when I applied." D.E. Shaw, started in 1988 by now-billionaire computer scientist David Shaw in New York, is remarkably secretive even for the guarded world of hedge funds, but what little has leaked paints the manager as being on the <a target="_blank" class="" href="https://www.businessinsider.com/first-half-quant-returns-from-de-shaw-two-sigma-renaissance-2024-7">cutting edge</a> of quant finance.While working at the $60 billion fund is now the goal for many finance-focused students at <a target="_blank" class="" href="https://www.businessinsider.com/de-shaws-summer-internship-recruitment-interview-tips-2023-4">top universities</a> and a destination for quants, the manager has also maintained its long history of hiring non-traditional talent. Early hires included crime fiction writer Charles Ardai and Amazon founder Jeff Bezos, and the manager now boasts on its website that employees come "by way of academia, Silicon Valley, or an NGO."Other hedge funds are also hoping to convince academics, technologists, and others to join their ranks instead of staying in their field or working in Big Tech as they grow and compete to have best-in-class talent rosters. These offers are not just down to compensation, which is handsome at hedge funds.The firm's head of recruiting, Jeremy Reff, a former English major at Harvard who has worked at the fund for nearly two decades, is in charge of continuing and improving on this tradition of non-traditional hires. While some who join D.E. Shaw may require additional training or a longer runway to get up to speed, he said, the return on these hires outstrips the costs."There are benefits to having a beginner's mindset," he said, and the firm's expansion into different investment strategy types, such as <a target="_blank" class="" href="https://www.prnewswire.com/news-releases/the-d-e-shaw-group-raises-combined-1-1-billion-for-two-new-funds-focused-on-private-market-opportunities-301746589.html">private investing</a> and discretionary global macro, can be attributed to the curious nature of these hires.  The reality, though, is that a lot of roles don't have exact equivalents to other parts of the industry, so people from outside finance are not on that much different footing as those with more traditional finance backgrounds, he said. "We are looking for traits and attributes more than one particular skill," he said.<h2 id="1ec22262-b503-4604-bafe-92fe9e0ecb78">Mentorship, prerequisites, and 'learning agility'</h2>While the firm is happy to invest ample time in training talented recruits, certain roles still require certain skills. For example, knowing how to program is a must if you're applying to be a <a target="_blank" class="" href="https://www.businessinsider.com/wall-street-top-technology-projects-goldman-blackstone-morgan-stanley-2024-8#d-e-shaw-s-generative-ai-approach-encourages-programmers-to-build-their-own-tools-4">software engineer</a>, Reff said.The firm's learning and development team is structured to get people up to speed on financial markets and where the firm sits within them. The rotational associates program lets new hires work for different teams in different roles so new employees can get a sense of where they fit best.The real learning happens on the job though."The only real way to learn is to get your hands dirty," Willenken said.Reff's job is to find people who can keep up. The interview process is designed to test potential at the firm, including creativity and "learning agility.""There are thousands of indicators for success that we use," he said. "No one is hired solely based on their résumé."   The firm used to consider <a target="_blank" class="" href="https://nymag.com/intelligencer/2019/09/david-e-shaw-college-donations.html">standardized test scores</a> as part of its hiring process but has phased them out over the last few years. "They aren't predictive of success," Reff said.The résumés are generally reviewed blindly, meaning names are not attached to the qualifications and experience.   The process has changed significantly since Reff was hired in 2006, two years after graduating from undergrad; he recalled speaking to his interviewer for a while about the Spanish novel "Don Quixote." Now, it's a more structured process, incorporating industry best practices with the firm's internal metrics and "secret sauce."  "We don't get it 100% correct, of course, and are always tinkering with it," he said.<h2 id="067dcf50-7ee4-431a-b455-7435b3922f71">Academics, doctors, and veterans</h2>The end result is that driven people find their place in the firm, one way or another. Ana Díaz Rivero, a quantitative researcher, "never had an interest in finance," but wanted to leave academia after getting her doctorate in physics.Her role allowed her to "continue pursuing academic research without being in academia," she said."A lot of the skills and tools we use are very similar. The principles behind how we do research are very similar," she said.For those who have joined the firm after working in a non-finance field, incorporating past abilities and skills into their current roles was a big selling point.For some, the biggest carryover from their former careers is habits they learned, like Lindsay Temes's military-trained punctuality and organizational skills. For others, like Dr. Omar Ali, a healthcare specialist on the fundamental equities team, there's more overlap.<div type="image" title="Lindsey Temes sits at a table, writing on a notepad" height="2667" width="4000" msid="114980202" hostid="261" sizebytes="1074078"></div>Temes, a vice president in the COO Group, spent more than a decade in the Air Force before leaving in 2018 to attend graduate programs at Harvard and MIT.As a Pat Tillman Foundation scholar, a program named for the late former football player-turned-soldier that covers veterans' education expenses, she was introduced to D.E. Shaw and found it was a place where she "would be valued and heard."  She overcame some initial hesitancy about financial services thanks to employees from non-traditional backgrounds who stressed that her role wasn't going to be "static."  A former doctor for the UK's National Health Service, Ali said that "the day-to-day is certainly different than working in medicine," but the jump to finance wasn't as daunting as it can seem from the outside.<div type="image" title="Dr. Omar Ali smiles while sitting in a conference room" height="1525" width="2000" msid="114980199" hostid="261" sizebytes="230880"></div>He said firms that focus on their employees' talents and not on fitting people into specific boxes make the transition easy."My real value is not my ability to navigate a balance sheet, it's my practical expertise in the field and my background," he said.<h2 id="900d026f-556a-4784-8b67-9629236daaba">Don't want to 'win' on compensation</h2>Hedge funds are known for paying their employees well, especially compared to fields like academia or government work.Job postings show positions such as a software developer making $200,000 a year, and a summer internship on the fundamental research team for college students is offering $18,000 a month in salary, plus overtime, along with a $10,000 signing bonus, a $10,000 housing allowance, and thousands of dollars in stipends for "self-study" materials and technology equipment.But Reff said, "I never want to win on solely compensation," and those who have joined from outside finance say they were drawn to the firm for a number of reasons beyond pay.Díaz Rivero and Ali knew of D.E. Shaw Research, a computational drug discovery company led by Shaw, which put the hedge fund on their radar. Willenken, the doctor of philosophy, appreciated that his role included the parts of academia he enjoyed most without the siloed approach academic research roles typically require.Timelines are tighter and there's more collaboration on the corporate development team, he said, and "the questions are a little more concrete than in philosophy." But he is using the same muscles to search for answers to questions that don't have easy answers.   "There's not a lot of low-hanging fruit. If there was an obvious answer, someone would have thought of it by now," he said.Reff has a shorthand he uses with potential recruits to describe the firm: "These are a bunch of people who really want to get things right."  "I think that's very attractive to people in a lot of different fields," he said.

Why quant giant D.E. Shaw seeks out academics, doctors, and veterans to work at the $60 billion hedge fund

<ul class="summary-list"><li>There's an important stipulation on <a target="_blank" class="" href="https://www.businessinsider.com/openai-investors-softbank-ark-tiger-global-2024-10">OpenAI</a>'s historic $6.6 billion funding round.</li><li>The startup has two years to become for-profit, or it might have to give investors their money back.</li></ul>OpenAI's historically large $6.6 billion funding round is bringing in checks from some of the biggest <a target="_blank" class="" href="https://www.businessinsider.com/openai-investors-latest-funding-round-2024-10">technology and venture capital investors</a>.But there's reportedly one condition on the round that could undo it all.If the ChatGPT-maker doesn't complete its transition to a for-profit company within two years, investors in the latest round could ask for their money back, <a target="_blank" class="" href="https://www.axios.com/2024/09/26/openai-nonprofit-governance-shift">multiple</a> <a target="_blank" class="" href="https://www.nytimes.com/2024/10/02/technology/openai-valuation-150-billion.html">outlets</a> have said.When it was founded in 2015, OpenAI was a nonprofit. In 2019, it added a for-profit arm to raise money, but it said it would still focus on creating safe artificial general intelligence that benefits humanity.Then, OpenAI confirmed last month that the company would become an entirely <a target="_blank" class="" href="https://www.businessinsider.com/what-openai-needs-to-do-to-become-for-profit-altman-2024-9#">for-profit entity</a> over the next two years, ruffling some tech fans' feathers.Making that change could lead to government challenges to the process in court, Jill Horwitz, a professor at the University of California, Los Angeles School of Law, told Business Insider in an interview.Any assets that OpenAI holds right now under its nonprofit structure are "dedicated to a charitable purpose," Horwitz said. "Even if they're billions of dollars, as in OpenAI, they are perpetually dedicated to those purposes.""Assets that are legally required to be devoted to charitable purposes do not convert to for-profit purposes," Horwitz added. "In a sense, the for-profit needs to buy out the nonprofit interest."OpenAI is registered as a nonprofit in Delaware, a state where many nonprofits and for-profit companies choose to incorporate. But given OpenAI's assets and operations in California, that state's attorney general "has the power to ensure that charitable assets are not used for for-profit purposes," said Horwitz.And the Internal Revenue Service could also challenge the transition, Horwitz said."The regulators have a duty to protect the public interest, and the public has an interest in charitable assets remaining devoted to charitable ends," she said.Alexander Reid, a partner at the law firm BakerHostetler, sees OpenAI's transition to a fully for-profit company as a complex one that could be complicated further not only by regulators but also internally."If one director thinks the other directors are breaching the mission and making a decision that's not in the best interests of the nonprofit, they can sue" on behalf of the company, said Reid, who specializes in the regulation of nonprofit organizations.The biggest obstacle for OpenAI, Reid said, will be "getting clarity about how this helps" the company's mission "and getting unanimity and alignment on the board and with the regulators that this is the right thing to do."Reid said the SEC will focus on whether investors are informed of the risks, the IRS will look into whether tax laws are being followed, and the attorneys general will want to know if the transition for for-profit is fair, reasonable, and in the best interests of the nonprofit.But "if there's disagreement within the entity, then it's much harder for the regulators to approve it," he said.Still, the legal experts said that though OpenAI's transition to a for-profit company is a complicated one, it's doable.Reid said that it's possible OpenAI can get the transition done within the two-year timeframe."When things are this important, you can usually get the attention of the regulators in question," said Reid. "You can get the SEC and the IRS and the California attorney general and whoever else you might need to focus on the transaction and devote the resources to approving it in a way that more routine transactions can take longer."He continued, "When there's this much market interest, and the amounts are so significant, and the government's interest is so significant, I think you can expect things to move faster, potentially.""It really depends on what the regulators do," said Horwitz.OpenAI did not immediately respond to a request for comment.Earlier this year, <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-throws-down-gauntlet-sam-altman-openai-lawsuit-2024-3">Elon Musk</a>, a cofounder of OpenAI, sued the startup and two other cofounders, Sam Altman and Greg Brockman. Musk claimed that OpenAI wasn't sticking to its mission as a nonprofit. <a target="_blank" class="" href="https://www.businessinsider.com/elon-musk-drops-lawsuit-against-sam-altman-and-openai-2024-6">Musk dropped the lawsuit</a> in June.Employees, board members, and others associated with OpenAI have also clashed over how quickly the company should be developing and releasing its products and what kind of oversight its technology needs. Those debates intensified after OpenAI launched <a target="_blank" class="" href="https://www.businessinsider.com/chatgpt-may-be-fastest-growing-app-in-history-ubs-study-2023-2#:~:text=ChatGPT%20may%20be%20the%20fastest%2Dgrowing%20app%20in%20history%20with,easy%20access%20and%20faster%20responses.">ChatGPT</a>, which attracted 100 million users in about two months, in 2022.Last November, some members of OpenAI's board of directors removed Sam Altman as the company's CEO. But Altman got his job back, and <a target="_blank" class="" href="https://www.businessinsider.com/former-openai-board-members-challenge-self-governance-sam-altman-2024-5">two board members</a> who argued for his ouster left their roles.Since then, several <a target="_blank" class="" href="https://www.businessinsider.com/openai-leaders-who-left-since-2023-sam-altman-leadership-struggle-2024-9#helen-toner-1">high-level employees have left OpenAI</a>, including some of its co-founders.

There's a catch in OpenAI's $6.6 billion funding deal that no one is talking about

<keyword id="19896016" type="General" weightage="20" keywordseo="new-delhi" source="keywords">New Delhi</keyword>, The outlay for the <keyword id="20865625" type="General" weightage="20" keywordseo="tea-development-and-promotion-scheme" source="keywords">Tea Development and Promotion Scheme</keyword> has been increased by 82 per cent to Rs 528.97 crore for the next two financial years, the government said on Thursday. The scheme is aimed at supporting the development of improved varieties for increasing the production and quality of tea. Under the scheme, the setting up of 800 self-help groups and 330 farmer-producer organisations (FPO) in the next two financial years (2024-26) has been proposed, Amardeep <keyword id="20865624" type="General" weightage="20" keywordseo="singh-bhatia" source="keywords">Singh Bhatia</keyword>, Additional Secretary in the <keyword id="19992661" type="General" weightage="20" keywordseo="department-of-commerce" source="keywords">Department of Commerce</keyword> said, adding that the outlay has been increased from Rs 2.7 crore to Rs 105.5 crore for this purpose. "Outlay for the scheme has been increased by 82 per cent from Rs 290.81 crore to Rs 528.97 crore for the next two financial years (2024-25 and 2025-26)," he told reporters here. He said that a significant increase in outlay has been made to promote Indian Tea in both domestic and international markets. The funds for the promotion of tea have been increased to Rs 72.42 crore. For setting up blending and packaging units for value addition, Bhatia said Rs 40 crore has been allocated. "The objective is to increase exports, especially in value-added segments and consumption of quality tea," he said adding a new component of technological interventions for tea plantation has been included for activities like precision farming, drone surveillance, traceability and blockchain, and digitization of activities of <keyword id="20037006" type="General" weightage="20" keywordseo="tea-board" source="keywords">Tea Board</keyword>. India is the third largest exporter of tea in the world. The exports dipped by over 4 per cent to USD 673 million during April-January this fiscal.

Govt hikes funds for tea development, promotion by 82% to ₹528.97 cr for 2024-26

Markets regulator <keyword id="19901201" type="General" weightage="100" keywordseo="Sebi" source="keywords" meta.keywordsubtype="org" meta.entityname="Sebi" meta.hostid="153" meta.entityid="Sebi">SEBI</keyword> has asked the <keyword id="20677983" type="General" weightage="20" keywordseo="mutual-fund-industry" source="keywords">mutual fund industry</keyword> to proactively conduct stress tests, a key component of <keyword id="20383727" type="General" weightage="20" keywordseo="risk-management" source="keywords">risk management</keyword> for the financial sector, which will help strengthen the ecosystem, its whole-time member Ananth Narayan Gopalakrishnan said on Friday. The regulator's stress testing emphasizes the need to assess and manage liquidity risks, especially in small and midcap equity schemes. Speaking at a mutual fund event, Gopalakrishnan highlighted the importance of modelling stress scenarios not just for individual schemes or fund houses, but for the entire mutual fund ecosystem. "It is also important to model stress scenarios for the entire composite mutual fund ecosystem. I would strongly encourage the industry and <keyword id="20090036" type="General" weightage="20" keywordseo="AMFI" source="keywords" meta.keywordsubtype="org" meta.entityname="AMFI" meta.hostid="153" meta.entityid="AMFI">AMFI</keyword> to take the lead and proactively conduct objective and credible industry wide stress tests. themselves," Gopalakrishnan said. He also emphasized the need to find better ways to communicate the risks associated with different mutual fund schemes. The SEBI official mentioned that while the current risk measurement system is straightforward and has had a significant impact, it doesn't fully capture the differences in risks among various investment schemes. According to him, many schemes are just labelled as high risk, even though they have different kinds of risks. The goal is to improve this system to better reflect those differences, while keeping it simple and easy to understand. One possible approach is to consider the portfolio's volatility and liquidity from stress tests to give a clearer picture. "While ensuring simplicity and ease of understanding remains a key objective, perhaps the underlying volatility of the portfolio along with the liquidity of the portfolio from stress tests could be used to provide better colour all around," he added. This comes at a time when the holdings of mutual funds by <keyword id="20234284" type="General" weightage="20" keywordseo="domestic-institutional-investors" source="keywords">Domestic Institutional Investors</keyword> (DIIs) and individuals have risen from about 54.3% of free float of all mid cap and small cap companies, as of March 2020 to 60.6% as of March 2024. Several fund houses have proactively stopped lump sum investments in some small-cap schemes and also capped the amount that can be invested through <keyword id="20675888" type="General" weightage="20" keywordseo="systematic-investment-plan" source="keywords">Systematic Investment Plan</keyword> (SIP) into small-cap schemes. He also highlighted the potential mismatch between the demand for paper and the supply of fresh paper coming into the ecosystem. Gopalakrishnan said the industry can make more progress in streamlining operations and improving efficiency for investors. "At a time when instantaneous fund transfers have become ubiquitous in our country, perhaps we should look to improve our internal processes and the security settlement ecosystem, to ensure that funds are passed on to investors on the day of the settlement itself, rather than a day after or two days after," he added. Over the last few years, the mutual fund industry has made impressive strides, and is now playing a crucial role in channeling financial savings towards risk capital formation. This was driven by stable macros, increased formalization, robust corporate earnings, digitisation and user friendly access. Moreover, the number of mutual fund investors has grown significantly from about 2 crore as of March 2019 to nearly 4.7 crore as of June 2024, an impressive compounded annual growth rate of 18% during that period. Gopalakrishnan mentioned that several exciting initiatives are in the works, developed with input from all stakeholders. These include a proposed low-ticket SIP, further breaking down regular SIPs into smaller, more accessible units (sachetisation and tokenization), and the introduction of "mutual funds lite" regulations. These new regulations will simplify rules for passively managed funds, reducing the compliance burden and encouraging competition and innovation. Additionally, a new class of higher-risk schemes is proposed for investors with a greater capacity to handle risk.

SEBI asks mutual fund industry to proactively conduct stress test

According to a new analysis, <keyword id="19895063" type="General" weightage="20" keywordseo="India" source="keywords">India</keyword> contributed $1.28 billion in <keyword id="20000757" type="General" weightage="20" keywordseo="climate-finance" source="keywords">climate finance</keyword> through <keyword id="20401772" type="General" weightage="20" keywordseo="multilateral-development-banks" source="keywords">multilateral development banks</keyword> (MDBs) in 2022, surpassing the contributions of many developed countries. The study, conducted by the UK-based think tank ODI and the <keyword id="23038658" type="General" weightage="20" keywordseo="Zurich-Climate-Resilience-Alliance" source="Orion">Zurich Climate Resilience Alliance</keyword>, comes amid a renewed push by some developed countries to broaden the donor base for climate finance to include developing countries like China and <keyword id="50996" type="General" weightage="20" keywordseo="Saudi-Arabia" source="Orion">Saudi Arabia</keyword>. The report reveals that only 12 developed countries provided their fair share of international climate finance in 2022. These countries are -- Norway, France, Luxembourg, Germany, Sweden, Denmark, Switzerland, Japan, the Netherlands, Austria, Belgium and Finland. Researchers noted that the significant gap in climate finance is largely due to the United States failing to contribute its fair share. Australia, Spain, Canada and the United Kingdom also performed relatively poorly in this regard. The analysis has identified the top 30 non-Annex II countries that provided substantial climate finance to developing countries in 2022 through multilateral contributions to development banks and climate funds. This group includes former economies in transition like Poland and Russia, countries that have achieved high-income status since 1992, such as Chile, Kuwait, Saudi Arabia and South Korea, and middle-income countries with large populations, including Brazil, China, India, Indonesia, Mexico, Nigeria, the Philippines and Pakistan. India provided $1.287 billion in climate finance to other developing countries through MDBs in 2022, a sum larger than what was contributed by some developed countries like Greece ($0.23 billion), Portugal ($0.23 billion), Ireland ($0.3 billion) and New Zealand ($0.27 billion). China provided $ 2.52 billion in climate finance through MDBs in 2022, Brazil gave $ 1.135 billion, South Korea gave $1.13 billion and Argentina gave $1.01 billion. According to the United Nations Framework Convention on Climate Change (<keyword id="21931277" type="General" weightage="20" keywordseo="UNFCCC" source="keywords">UNFCCC</keyword>), adopted in 1992, high-income, industrialised countries (referred to as Annex-II countries) are responsible for providing finance and technology to help developing countries combat and adapt to climate change. These countries, including the US, Canada, Japan, Australia, New Zealand and European Union (EU) member states, such as Germany, France and the UK, have historically benefitted from industrialisation and contributed the most to greenhouse gas emissions. At COP15 in Copenhagen in 2009, these developed countries pledged to jointly provide $100 billion each year by 2020 to help developing countries mitigate and adapt to climate change. However, this target has not been fully met, leading to a significant finance gap. This shortfall has eroded trust and hindered climate action in developing countries. In May, the Organisation for Economic Cooperation and Development (<keyword id="19916574" type="General" weightage="20" keywordseo="OECD" source="keywords">OECD</keyword>) claimed that developed countries had met the long-standing $ 100 billion-a-year promise by providing nearly $ 116 billion in climate finance to developing countries in 2022, with nearly 70 % of the money given in the form of loans. The ODI researchers pointed out that many developed countries, despite performing well in terms of climate-finance contributions, would make "markedly less progress towards meeting their fair share if the finance provided was accounted for on grant-equivalence terms" -- in other words, if it reflected their real fiscal effort. The report calls for the inclusion of a "burden-sharing mechanism" in the New Collective Quantified Goal (NCQG) to provide clarity on each country's obligations and hold countries accountable. The NCQG refers to the new, larger amount that developed nations must mobilise annually, starting 2025, to support climate action in developing countries. Countries are expected to finalise the NCQG at this year's UN climate conference -- <keyword id="20082972" type="General" weightage="20" keywordseo="COP29" source="keywords">COP29</keyword> -- in Baku, Azerbaijan in November. The current $100 billion annual climate-finance goal is a collective commitment by developed countries. Its collective nature has meant that individual developed countries are not accountable for specific sums of money, potentially reducing the overall amount of climate finance provided due to the lack of individual scrutiny. The inclusion of a burden-sharing arrangement among developed countries could potentially strengthen the NCQG by fostering greater accountability and trust among parties, according to the ODI researchers. Many developing countries, including India, have recently advocated for such an arrangement to enhance accountability among developed countries.

India provided more climate finance in 2022 than many rich nations, noted recent report

<keyword id="19955404" type="General" weightage="20" keywordseo="finance" source="keywords">Finance</keyword> Minister <keyword id="19916618" type="General" weightage="20" keywordseo="nirmala-sitharaman" source="keywords">Nirmala Sitharaman</keyword> presented the Union <keyword id="19936553" type="General" weightage="100" keywordseo="budget" source="keywords">Budget</keyword> 2024-25 on Tuesday, outlining a detailed financial roadmap aimed at driving economic growth and ensuring fiscal stability. The budget reveals a comprehensive picture of government revenues and expenditures, highlighting major <keyword id="20439675" type="General" weightage="20" keywordseo="allocations" source="keywords">allocations</keyword> to key <keyword id="20353247" type="General" weightage="20" keywordseo="sectors" source="keywords">sectors</keyword> and <keyword id="19915334" type="General" weightage="20" keywordseo="schemes" source="keywords">schemes</keyword>. The <keyword id="19945274" type="General" weightage="20" keywordseo="revenue" source="keywords">revenue</keyword> to the government is generated from multiple sectors. Income tax contributes 19 per cent, borrowings and liabilities stand as the largest source at 27 per cent, and <keyword id="19951327" type="General" weightage="20" keywordseo="gst" source="keywords">GST</keyword> along with other taxes accounts for 18 per cent. Corporation taxes contribute 17 per cent, followed by non-tax receipts at 9 per cent, customs at 4 per cent, excise duty at 5 per cent, and non-debt capital receipts at 1 per cent. On the <keyword id="19936655" type="General" weightage="20" keywordseo="expenditure" source="keywords">expenditure</keyword> side, the budget outlines significant allocations to various public sectors. Interest payments consume 19 per cent of the total expenditure, central sector schemes account for 16 per cent, and states' tax devolution takes up 21 per cent. Subsidies represent 6 per cent of the spending, while defence expenditures stand at 8 per cent. The Finance Commission and other transfers take up 9 per cent, centrally sponsored schemes another 8 per cent, pensions 4 per cent, and other expenses 9 per cent. In terms of sector-specific allocations, defence receives the highest allocation at Rs 4,54,773 crore. Rural development is allocated Rs 2,65,808 crore, reflecting the government's focus on boosting rural economies. Agriculture is set to receive Rs 1,51,851 crore, while home affairs are allocated Rs 1,50,983 crore, underscoring the importance of internal security. Education, a critical sector for future growth, is allocated Rs 1,25,638 crore. The IT and Telecom sector, pivotal for digital transformation, receives Rs 1,16,342 crore. Health is allocated Rs 89,287 crore, emphasising the ongoing commitment to improving healthcare infrastructure. The energy sector is earmarked Rs 68,769 crore, social welfare Rs 56,501 crore, and commerce and industry Rs 47,559 crore. The budget also highlights significant increases in allocations to major schemes. The Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) sees an increase from Rs 60,000 crore in FY23-24 to Rs 86,000 crore in FY24-25, aimed at enhancing rural employment. Nuclear power projects receive a boost from Rs 442 crore to Rs 2,228 crore, while the development of semiconductors sees a substantial increase from Rs 3,000 crore to Rs 6,900 crore, underscoring the push towards technological advancement. Direct Benefit Transfer for LPG is allocated Rs 1,500 crore, up from Rs 180 crore, to support energy access. Solar power allocation doubles from Rs 4,970 crore to Rs 10,000 crore, reflecting the government's commitment to renewable energy. This budget, with its detailed allocations and revenue plans, underscores the government's strategy to foster economic resilience, technological advancement, and sustainable growth.

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