Coronavirus cases in India count crosses the 24,000 mark— with 5,062 recovered as of April 25

List of 165 politicians, journalists, military officials and other prominent personalities that China Revival was tracking

<ul><li>In Q3, Signify was 64% carbon neutral and 79% of its revenue came from sustainable products. It will be executing the same programs to reduce its carbon footprint in India to drive sustainable revenues. </li><li>On the other hand, the brand also aims to become an intelligent software company that offers lighting solutions designed for the IoT world. It invests 4.5% of its global budget on R&amp;D and its latest bet is LiFi. </li><li>Signify currently spends only 5% on digital and 55% of its overall marketing spends on TV, here is why...</li></ul>Philips Lighting, for more than a century, has remained synonymous to bulbs across the globe. Being one of the first in its category, Philips started its operations in India back in 1931 and now, after renewing its brand name to Signify Innovations, aims to become an intelligent software company that offers lighting solutions designed for the IoT world. ‘Lighting can now make every home smarter, cities safer and offices more energy efficient’ and Signify aims to drive this change across the world. Currently, the Indian lighting industry is worth Rs 15,000 crore with LED lighting constituting almost 80% of this. Last year, Signify invested 4.5% of its global sales on Research and Development (R&amp;D) and its latest innovative bet is on Light Fidelity (LiFi), a technology in which high quality LED lighting provides a stable and fast broadband Internet connection through light waves. The company has installed 7 LiFi pilot stations in India across different segments and on the other hand, it also aiming to gain 80% of its revenues from sustainable products. While the company is focusing more on innovation and technology, it continues to spend 55% of its marketing monnies on television and only 5% goes to digital. Sumit Padmakar Joshi, Vice Chairman and Managing Director, <keyword id="7600657" type="UNKNOWN" weightage="100" keywordseo="Signify-Innovations-India">Signify Innovations India</keyword>, has led the company through this transformation. He talks to us about the vision for Signify, its plan to recover from the ‘slightly muted’ quarter, making the company sustainable, and much more. Excerpts: Q. What have some of the key highlights of your journey with the brand been? One of the key highlights of my journey here has been the transformation of the company from a bulb manufacturer to a software company, now offering lighting solutions designed for the IoT world. Our new company name – Signify reflects our company’s purpose – the meaning of light. Light is now a language and can be used to transmit data via LiFi or communicate with other devices via the IoT. Moving away from a pure hardware manufacturer, we have transformed into a company that offers not just lighting but also important business insights and data that can help our customers become smarter and more productive. Leading the company through this phase has been an exciting journey so far. Q. Why did the brand change its name from Philips to Signify, considering Philips is a household name in India? Founded as Philips in Eindhoven, the Netherlands, we’ve led the lighting industry with innovations that serve professional and consumer markets for over 127 years. In 2016, we spun off from Philips, becoming a separate company, listed on Amsterdam’s Euronext Stock Exchange. The renaming of our company was the next logical step in our transformation journey since we became a standalone company in 2016. We changed our company name in line with contractual requirements of the Company Name License agreement with Royal Philips, which requires that we change our company name after Royal Philips, who no longer has a controlling interest. Signify will continue to use the Philips brand for its products, under the existing licensing agreement with Royal Philips. The choice of our new company name originates from the way light has become an intelligent language, which connects and conveys meaning. It’s a clear expression of our strategic vision and purpose to unlock the extraordinary potential of light for brighter lives and a better world. We believe that our new name will further shape our company’s profile as both the world leader in lighting and the lighting company for the Internet of Things. Q. We have seen advanced technology and innovations at Signify now, where did Signify source that new technology? We invest heavily in R&amp;D to stay at the forefront of technological developments. In 2018, we invested 4.5% of our global sales in R&amp;D. We spot an opportunity which nobody focuses on and grow in that segment by coming up with futuristic solutions. As a leader in lighting, we innovate, design, build, and deliver world-class lighting systems embedded with intelligence and connected through software to deliver capability to manage, monitor and control lighting assets, enable data harvesting and analysis for improvement of lighting operation and business performance. We are positioning ourselves as the lighting company for the Internet of Things. We recently announced the launch of our Interact IoT platform for connected lighting, which will enable our professional customers to unlock the full potential of their connected lighting assets. The platform delivers new insights to help customers drive operational efficiencies and take more effective decisions. It also supports our company’s strategy to deliver new data-enabled services as value expands from lighting products and systems to services. Q. Talking about innovations, are you seeing LiFi changing the game in India? How has the response been so far? Light Fidelity (LiFi) is a technology in which high quality LED lighting provides a stable and fast broadband Internet connection through light waves. Unlike other forms of wireless communications (WiFi, 4G/5G, Bluetooth, etc.) that use radio waves, LiFi uses the broader spectrum of light waves to transmit and receive data wirelessly. LiFi’s bandwidth is more than 1,000 times the size of the radio spectrum. LiFi works in such a way that each luminaire is equipped with a built-in modem that modulates light at speeds imperceptible to the human eye. The light is detected by a USB access key/dongle plugged into the socket of a laptop or tablet (in the future such technology will be inbuilt into laptops, mobile phones, and devices). The USB access key returns data to the luminaire through an infrared link. While radio frequencies are becoming congested, with more devices trying to connect and overloading networks, the visible light spectrum is an untapped resource with a large bandwidth suitable for stable simultaneous connection for a vast array of Internet of Things devices. With our efforts and constant drive for LiFi in the market, we already have 7 pilot installations in India across different segments, including banks, Information technology, Co-Working spaces, B2G, Infrastructure amongst others. We were also specially invited by the Prime Minister’s Office (PMO) and Government of Gujarat to showcase LiFi as a Futuristic Technology at the Vibrant Gujarat summit which received a footfall of 25,000 delegates, including Central and State Ministers, several corporate houses and government officials. Q. Globally, Signify has been talking about becoming Carbon-neutral. How successful have you been so far? What exactly are you doing in India to become Carbon-neutral? We are taking a leading role to bring better light to the world and to help provide a more sustainable future. We do this by delivering light which is energy efficient, saves resources, and improves lives. At Signify, we also ‘walk the talk’ and commit to becoming carbon neutral by 2020. We are already carbon neutral in 9 markets as of 2019. We have made some bold promises that we’ll deliver on by 2020. 80% of our revenues will be sustainable and we’ll also deliver 2 billion LED lamps and luminaires to the world. As of Q3, 2019, we are 64% carbon neutral and already 79% of our revenues come from sustainable products. 89% of our purchased electricity comes from renewable sources and we are recycling 82% of our manufacturing waste. We are executing the same programs to reduce our carbon footprint in India as well, including driving sustainable revenues, zero waste to landfill, striving for a zero-injury workplace, and building a sustainable supply chain. Q. With your brand repositioning and new brand endorsers, we have seen your focus shifting to smart lighting. What part of revenue do you make from that category now? Which category brings the lion’s share home? In India, smart lighting for homes is a Rs 100 crores+ category and is expected to grow by 45% over the next 3 years as many more houses adopt connected lighting in a major way. We are by far the market leader in this segment as well, as we virtually created this category when we launched our Philips Hue range in India 4 years back. While smart lighting constitutes a very small share of our overall business right now, it has a lot of potential for growth in the future owing to increasing urbanization and internet penetration. Ultimately our focus is on new homes and renovations, where we see a lot of consumers trying out connected lighting for the first time. The biggest categories for our company are LED lighting in both professional and consumer applications. We recently introduced a range of new products for the consumer segment, including our Philips T Beamer, Philips CeilingSecure and Philips EyePro Bulb. For our professional users, we recently introduced lighting solutions such as Interact and LiFi. Q. How has the year been, in terms of business? We witnessed high single digit growth in the first half of this calendar year, and expect growth to be ‘slightly muted’ during the remaining half of this year due to overall economic slowdown in the country. In Q2 we saw some projects getting delayed due to elections in the country, however, we were expecting a recovery but it looks like it is getting slightly delayed. It will take another three-to-six months for things to start picking up in the Indian lighting sector. The current economic slowdown has impacted industries across sectors in India and we are no different. Q. People in rural areas are still not ready to accept LEDs in their lives because of high costs. What are you doing to bring down the cost of your products? Government electrification schemes like Suabhagya are helping even remote towns and villages to have access to electricity. Moreover, with rising rural incomes and penetration of media, aspirations and awareness about new products amongst rural households has increased over the past few years. While rural households still use conventional lighting in a big way, we’re witnessing a steady and growing demand for LEDs from these areas as well, owing to its reduced prices and enhanced awareness about its advantages, such as high durability and lower power consumption. We have launched an LED range of products, Philips Ujjwal, to cater to this audience, offering a better price value suited to their budget. The technical specifications of these products have been specially designed keeping in mind rural lighting requirements and preferences. Q. Can you walk us through your larger marketing strategy for the brand? India is amongst the top 5 markets for Signify globally and we invest a lot in marketing to support our brand and activities. Our spends on TV Advertising in India are by far the highest across all Signify markets, keeping in mind that India has traditionally been a TV-advertising-focused market. 55% of our overall marketing spends in India are towards TV advertising to reach out to our target audience. Our TV advertising in India is biased towards promoting our new product categories like TBulb, Ceiling Secure. In the last two years, we have launched 2 major TV ad campaigns for these two products. 5% of our overall marketing spends are on digital marketing in India, whereas the lighting category’s digital spends in India stand at 3-4%. Majority of our digital marketing spends are towards SEM and lead generation, highlighting our IoT products like Interact, LiFi and Philips Hue. 26% of our overall marketing spends in India are directed towards creating brand awareness and preference. Q. What areas will you focus on going ahead, to amplify growth? The overall market size of the Indian lighting industry is Rs 15,000 crore with LED lighting constituting almost 80% of this. The LED portion of the industry is expected to grow in high single digits. The conventional lighting market is, however, expected to decline in double digits, owing to faster conversion towards LED. It is not possible for companies to deliver on their top-line as well as bottom-line costs without category-first innovations. As a result, we don’t see many companies in India being able to manage that equation successfully. We’ve managed to increase our profitability over the last 3-4 years, thanks to new innovative products like Philips T Beamer, Philips EYE PRO and Philips Smart WiFi LED bulb. We will also focus on expanding our presence in the rural channel with our customized offerings. Our focus is on innovation and expanding the premium segment where nobody focuses on right now. We believe that companies that don’t innovate, that are entering the lighting industry from other backgrounds are going to have a difficult time surviving in this market. However, if the government continues to allow cheap and sub-standard products to be sold in the market, we foresee that it will become a big roadblock for the industry, which can further impact the price point for the whole industry. We are also investing significantly to grow our smart home lighting business in both offline and online channels, through our exclusive Philips Smart Light Hubs and with our presence on all major e-commerce portals. By the end of the year, we expect to double our retail presence for smart lighting in the country with new Philips Smart Light Hubs opening across various cities. In the professional lighting space, we will strive to grow our Interact connected lighting installations in offices, public buildings, retail stores, hotels and landmarks. Signify has already installed 53 million connected light points worldwide and plans for every new LED product it produces to be connectable by 2020. The highly secure, scalable cloud-based Interact platform uses sophisticated and modern data management and data processing capabilities, including machine learning, to bring sense to all manner of data – creating data-enabled services for customers that will deliver benefits beyond illumination. In the coming year, we will focus on new LiFi installations, trying to expand to new user applications. There is a lot of potential for LiFi in India, with millions of internet devices being added into the connected ecosystem every day.

Signify to make 80% of its revenue from sustainable products in 2020; will continue investing 55% of its marketing monnies on TV

<img class="gwt-Image" src="/photo/47702982.cms" /> 
Making India green is the Centre’s one of the prime objectives. And taking the initiative to a new level is SunEdison, the largest renewable energy development company in the world by generation capacity. As per a news report by The Economic Times, SunEdison has signed a definitive agreement to acquire Mumbai-based Continuum Wind Energy. While currently only 20 GW of wind farms operate in India, this buyout will help achieve Modi’s ambitious target of generating 100 GW renewable energy by 2022. 
 The Belmont, California headquartered SunEdison, which is listed on <keyword id="6357328" type="COMPANY" weightage="20" keywordseo="NASDAQ">Nasdaq</keyword>, will take over 242 MW of operating wind assets that Continuum owns and operates in Maharastra and Gujarat as well as 170 MW of assets under contruction. The company also has 1000 MW of plants in development across 6 states. This will be the third wind buy for SunEdison - In May, they acquired two renewable energy portfolios, including the domestic portfolio of around 100 MW of Spain-based FersaEnergias Renovables, SA. 
 
 
Sun Edison has not disclosed the deal value in any official communication, but sources close to the transaction said Continuum Wind Energy has been valued at Rs 3,720-3,900 crore ($620-650 million), inclusive of its debt. The equity value alone has been pegged at around Rs 1,920 crore ($320 million). Analysts tracking the sector estimate that the company should close FY15 with Rs 400 crore of revenue. The deal is expected to close in the next 6-8 weeks. 
 "India is a core market for SunEdison and offers tremendous growth opportunities in both wind and solar energy. We made a commitment to Prime Minister Modi that we will deliver 15.2 GW of renewable energy by 2022. We are putting our money where our mouth is," Pashupathy Gopalan, President of SunEdison, Asia Pacific told ET on a call from <keyword id="6355117" type="COUNTRY" weightage="20" keywordseo="South-Africa">South Africa</keyword>. 
 Originally founded by an investment banker turned green energy entrepreneuer <keyword id="252259" type="PERSON" weightage="20" keywordseo="Arvind-Bansal">Arvind Bansal</keyword> and his IIM-Ahmedabad classmate Vikash Saraf of Essar Group, Continuum Wind Energy was controlled by <keyword id="48670" type="CITY" weightage="20" keywordseo="Morgan-Stanley">Morgan Stanley</keyword>'s infrastructure focussed private equity fund -- Morgan Stanley Infrastructure (MSI). MSI, a $4 billion global platform, is part of the global <keyword id="6354241" type="COMPANY" weightage="20" keywordseo="Financial-Services">financial services</keyword> firm's direct private investment group. In 2012, MSI had invested $200 million (Rs 1200 crore) into the company through a convertible instrument to buy a majority stake. Till date they have already deployed around $160 million, said sources. 
 
Both MSI and the erstwhile promoters are cashing out post the takeover but Bansal and the senior management will stay on for a minimum transitory period of 3-4 years running the operations, said officials in the know. 
 
"Our aspirations of growth is mutual. With a large strategic like SunEdison, we will now be able to finance our growth and not worry about giving exits like we would have had to with PE partners," said Bansal. "We have in-house development capacities and we build our own projects instead of buying them on a turn-key basis. That's what help us stand out." 
 <keyword id="273896" type="PERSON" weightage="20" keywordseo="Raja-Parthasarathy">Raja Parthasarathy</keyword> and SG Shyam Sundar the two MDs and Co-Heads, MSI in India were not available for comment till the time of going to press. Back of the envelope calculation shows, MSI will make 1.66 times return in 3 years in dollar terms --- commendable considering the sharp depriciation of the rupee in the same period. The founder duo are expected to make a rake in 4.6 times their initial investment, said analysts. 
 
Buoyed by the government's push towards green energy, SunEdison has charted out an ambitious play in India. Gopalan said, of the 15 GW that his company plans to install in India, 10 GW will be solar with the rest predominantly wind. "Solar may be the number 1 resource in India but we are yet to see the best of wind. There is enough room for growth," he added. Earlier this year, the company signed an agreement with Adani Enterprises for a $4 bn JV to build solar panels in Gujarat. 
 
SunEdison has been scaling up especially in wind. Globally too, they are adding to their wind portfolio significantly through large buyouts. Last November, it agreed to take over First Wind, one of the largest wind power developers in the United States, for $2.4 billion - making it the largest player in one shot. That aquisition will expand SunEdison's project installation pipeline for 2015 by an estimated 500 megawatts. 
 MSI and Bansal had mandated investment banks in 2013 to secure additional equity funding of close to $200 million from PE or strategic players. However discussions then with global utility firms like GDF and some from <keyword id="8695" type="COUNTRY" weightage="20" keywordseo="Malaysia">Malaysia</keyword> and <keyword id="3739" type="COUNTRY" weightage="20" keywordseo="Thailand">Thailand</keyword> did not progress much. More recently, talks with Malaysia's SWF Khazanah and IFC - an existing lender of the company - had also evaluated the prospect of coming on board. 
 
Other than being a cleaner option and a massive employment generating opportunity, prospects of renewable energy has improved considerably since the economics of green power has improved considerably. Wind power is almost close to grid parity as it almost comparable to imported coal in terms of cost. The prices of turbines and other equipment have also come down over the last few years. So have the prices for solar panels. 
 Foreign investors too are also becoming for perceptive to the opportunities. Earlier this February Sembcorp Utilities, a wholly owned subsidiary of <keyword id="158901" type="COMPANY" weightage="20" keywordseo="Sembcorp-Industries">Sembcorp Industries</keyword>, Singapore's leading utilities and marine group, took a controlling 60% stake in <keyword id="836163" type="COMPANY" weightage="20" keywordseo="Green-Infra">Green Infra</keyword> - a leading renewable energy platform -- from its private equity owners IDFC Alternatives for Rs 1051 crore. This was their first investment in the space in India, after backing two coastal thermal coal projects in Andhra Pradesh since 2011. This was also the first and only FDI into the power sector in India in the last one year of the <keyword id="6387077" type="ORGANIZATION" weightage="20" keywordseo="Narendra-Modi-government">Narendra Modi government</keyword>.

One step for SunEdison, a giant step for making India greener

<img class="gwt-Image" src="/photo/40492221.cms" /> <keyword id="6358826" type="COUNTRY" weightage="100" keywordseo="Russia">Russia</keyword>'s ban on food imports — meat, fish, fruits, vegetables, milk and milk products — from the US, EU, Canada, Norway and Australia in retaliation to Western sanctions imposed over Russia has further dented its already weakened credential as a democratic nation. 
 
Russia started sending signals of a potential journey back to a medieval, puritan authoritarian regime soon after Vladimir Putin retuned to assume his second stint as President in May 2012 — the repressive law passed by the Russian Parliament to smother gay relationships and the unilateral annexation of Crimea, which resulted in Russia’s exclusion from G8 implied the plunge was imminent. The ban on Western food for a year is the last nail in the coffin. 
 The immediate tremors of the <keyword id="2443491" type="UNKNOWN" weightage="100" keywordseo="Food-ban">food ban</keyword> are to be felt by Russians themselves who have already begun to feel the pinch — hard-to-replace items like Grana Padano cheese from Italy and ham from Spain have started vanishing from menus and restaurant operators are staring at possible shutdowns as about 50% of the ingredients used by them are imported. The Russian franchise operator of Papa John's, which has 74 outlets in the country, is planning to freeze growth plans while McDonald's has started seeing a dip in sales from the region. The disappearance of Italian mozzarella, Australian rib-eye, Finnish yogurt and American drumsticks from restaurants and supermarket shelves only points to the long ordeal that Russians may have to bear with as prices of all foods, which have already been surging uncontrollably northward, will now go through the roof. 
 
It isn't only Russians and Russian restaurants that are feeling the brunt of the ban. The country imported food worth $15.8 billion from the EU in 2013 and exports of sanctioned products from Europe to Russia were worth $6.5 billion. Russia was the biggest consumer of fruit and vegetables from the EU and the second biggest buyer of poultry from the US — obviously food exports to Russia from the EU and the US will be hit hard. While the EU is preparing to slow down its cheese and butter production, Australian meat suppliers are scouting for markets to replace Russia. 
 
Also, inflation, which is currently over 7% on a yearly basis, is likely to surge, forcing the Central Bank of Russia to raise interest rates, currently at 8%. This is besides further weakness of the Russian ruble, which fell 6.7% against the US dollar in the last four weeks. 
 
In addition, a further flare-up of regional tension is going to be costly for Russia as well as neighbours. Ukraine has already threatened to block Russian oil and gas supplies to Europe. Although Ukraine does not receive gas from Russia, it acts as a channel for its neighbour's customers in Europe (Ukraine transported 86.1 billion cubic meters of Russian natural gas and 15.6 million metric tons of oil in 2013). It may also ban Russian planes from its airspace and snap defense cooperation. 
 
However, the sanctions crisis will enhance trade between Russia and its key allies, especially the BRICS countries — Brazil, Russia, India, China and South Africa. As an immediate alternative, Russia is likely to turn to Brazil, the world’s largest meat exporter, for supply of chicken and beef, though at a higher price point as Brazil does not produce enough to immediately meet the Russian appetite. 
 
The ban is also likely to open up new opportunities for Indian exporters of dairy products, fresh vegetables and poultry. For instance, Gujarat Co-operative Milk Marketing Federation, the owner of Amul brand, has been exporting skimmed milk powder (SMP) to Russia. India’s exports of SMP to Russia have grown 10 times to about 3,120 tonnes during 2013-14 from previous year’s 310 tonnes and the ban of Western food imports is likely to help expand these numbers. 
 
Putin’s first stint as president was marked by unprecedented prosperity in Russia, driven by a surge in energy prices. This helped Putin cement his stature as the sole centre of power and stifle opposition to his move to control media and dismantle the electoral system. The nouveau riche, who began to relish the unexpected boom, preferred to ignore the country’s plunge into camouflaged autocracy and gleefully thronged the ‘western restaurant outlets’ that spread their presence across the country. The ban on western foods is also Putin’s way of taking vengeance on the country’s café society which, Putin suspects, is in cohorts with the West. 
 
The West’s sanctions are designed to bring in a regime change in Russia. But considering the closed nature of the system built by the former KGB sleuth, it will take time for the outside world to ascertain even if the rigours of sanctions trigger a deep unrest among the Russian elite that can eventually unseat Putin.

Why Russia’s
Food Ban Signals Its Plunge Into Camouflaged Autocracy

<img class="gwt-Image" src="/photo/47297071.cms" />Modi Government is about to complete one year in office and one year is a significant time for understanding the intent and to some extent the performance of any government. <keyword id="2403978" type="ORGANIZATION" weightage="80" keywordseo="The-Modi-government">The Modi government</keyword> had won the election on the plank of development and its promise to bring ‘acche din’. The article tries to trace some of the promises that were made and the performance of the government during the previous year under various broad themes. 
 
Economy- The government has been helped by what a prominent editor termed ‘acche sitare’, ‘good luck’. It is no doubt true that fall in commodity prices in general and crude oil, in particular, helped the government reign in the <keyword id="6365485" type="UNKNOWN" weightage="80" keywordseo="fiscal-deficit">fiscal deficit</keyword> and give it headway to make fiscal policies for the country. The fiscal deficit target for 2015-16 has been the pegged by the budget to 3.9%. While this is little above than recommendations of the Fourteenth <keyword id="74136" type="ORGANIZATION" weightage="80" keywordseo="finance-commission">Finance Commission</keyword> ( which recommended it to be 3.6 percent of the <keyword id="35050" type="CITY" weightage="80" keywordseo="gdp">GDP</keyword>), the government has understandably batted for growth. The government still is slowly but surely moving towards the limit set by FRBM (Fiscal Responsibility and Budgetary Management) Act, 2003 that pegged the target at a maximum level of 3% of the GDP. The government has also tried to help the <keyword id="34412" type="ORGANIZATION" weightage="80" keywordseo="economy">economy</keyword> gain momentum by enabling legislation for reforms. These included trying to go in for a major reform in the indirect taxation regime as well as accepting the recommendations of Fourteenth <keyword id="25455" type="ORGANIZATION" weightage="80" keywordseo="finance">Finance</keyword> Commission in respect to revenue sharing with states. It was ostensibly done to ensure a spirit of ‘cooperative federalism’ between states and center, as well as greater financial devolution to states. The figure now stands at 42% of the total revenue collection up from the earlier 32%. Also, the year saw growth forecasts been revised for India by a number of International Bodies and agencies. The IMF revised its forecasts to 7.5 % In 2015 in its WEO April 2015 forecast. It was up from the 6.4 projected for 2015 in the WEO April 2014 forecast. Similarly, the Asian Development Bank in its Asian Development Outlook 2015, indicated a bettering economy with less than 5 percent core <keyword id="22195" type="COMPANY" weightage="80" keywordseo="Inflation">inflation</keyword>. They also alluded to the new monetary policy framework according to which RBI, India's central bank is to play the role of price stabilization primarily while being mindful of growth. With the policy framework in place, the central bank will be maintaining the inflation target of 4±2 % from FY 2016 onwards. Thus with an overall bettering situation a total score of 7.5 out of 10. 
 
Foreign Engagement and Defence- Foreign engagement was by far the area where the most vigorous activity and keen intent were observed. The sphere saw initiatives undertaken by the PM himself to make India more noticeable as well as more integrated with the International sphere. It included among many things, trips to foreign countries both in the neighbourhood as well as to countries like Germany, France, Australia, US, Canada and most recently beginning May 14, 2015 his trip to China. The engagement also saw a large number of foreign dignitaries coming to India from across the world. The engagement also saw bilateral agreements as well as plans to invest in India's development by countries and companies abroad, most notably by Japan, US and China. Also, steps to resolve contentious issues have been undertaken pertaining to the border areas with neighbours. It includes the recently passed Bangladesh Land Accord Bill that envisages transferring enclaves and demarcation of the boundary along the present porous borders. Also, in the broad sphere of defence the decision to acquire 36 Rafale fighter jets is a welcome step. More such acquisitions will have to be made since these 36 planes would add just two squadrons to thirty-five squadrons that IAF has. It is below an authorized strength of forty-two which will be down to twenty- five by 2022. It means we must speed up the process of defense acquisitions since there is urgent need to upgrade and modernize the armed forces and security apparatus in India. Overall a score of 8.5 out of 10 foreign engagement and 7.5 out of 10 on defence. 
 
 
Agriculture- Here the government has not been able to do that well, and it is understandable because there has been erratic weather accentuated by some mismanagement by the government. The sector is critical as most people are dependent on it for employment. Added to the weather were the issues of land acquisition and urea availability to farmers. Land Acquisition Bill though being blocked by the opposition on the farmer rights plank is linked directly to the development of clusters and employment of youth for especially rural areas. The focus of the government seems to be the development of irrigation facilities under its Pradhanmantri Krishi Sinchai Yojana. A fund was proposed to be set up for marginalized farmers with a corpus of Rs. 25000 crores in NABARD. An overall score of 6.5 on 10. 
 
Industrial policy and power- Industrial policy saw a continuity from the previous regime. The National Manufacturing Policy (NMP) was hailed by the 'Make in India' as the 'most comprehensive and significant policy initiative of the government'. The 'Make in India' is an initiative that is critically dependent on other factors. These include availability of land, ease of doing business as well as removal of inverse duty structures that make imports of finished products cheaper than finished products. Apart from this labour policies that favour flexibility in hiring and firing are also seen to be the main bottlenecks. While the government has taken some steps to rectify, these bottlenecks outcomes are yet to be seen. Similarly, the <keyword id="44528" type="ORGANIZATION" weightage="80" keywordseo="FDI">FDI</keyword> policy has seen incremental reforms with the opening up of <keyword id="35450" type="COMPANY" weightage="80" keywordseo="insurance">insurance</keyword> and defence sectors further to 49% from the earlier limit of 26%. Both these are positive steps for the economy. Greater structural changes could have been undertaken in these spheres especially with the mandate, but nonetheless significant work is been done. In the power sector, much has been achieved. It included the successful auction of the coal mines, which is slated to rope in a massive 15 lakh crore over the 30-year timeframe if all the mines are auctioned and are working at optimum output. Apart from this coal production was at an all-time high as well as the government seems on track to meet the power requirements of the country. Overall a score of 6.5 for industries and a score of 8 for power out of 10. 
 
Education- The countries' education system can broadly be classified under two broad areas- higher education and school education. There are several schemes that are operational under these. The government in the past one-year has come up with several new initiatives including the Beti-Bachao Beti Padhao Abhiyan, Swachh Vidyalaya and GIS Mapping of schools and has opened several new institutions. However, the fact remains that despite all government’s initiatives most people if given a choice, prefer private schooling since it gives their children a competitive edge later on in their careers. The governments of the past have failed in this and correcting this anomaly will take time. Also, in respect to higher education the government seems keen to have holistic development with several new AIIMS, IIM and IIT like institutions being opened in states that have a paucity of these. What remains to seen is how quality and not just quantity is pursued within these institutions while ensuring regional development. An overall score of 6.5 on 10. 
 
Infrastructure- The primary focus of the government in this sphere is up-gradation of existing and quick development of new infrastructure. The first can be observed in the push for railway up-gradation and improvement in customer service. The second can be observed more in the highways sector with the minister setting himself a target of 30 km a day by 2017. In March this year 11 km of roads were being laid. The broad ambit of infrastructure covers the development of roads, highways, ports, airport, waterways, canals, and railways. It is too early to judge the government's progress on the same however the fact that there is clearance for projects worth close to Rs. 6 lakh Crore across 10 key sectors. It shows intent on the part of government for infrastructure development. Overall a score of 7.5 on 10. 
 
Social Schemes- The social schemes of the government have been particularly impressive. These include the <keyword id="2494045" type="UNKNOWN" weightage="80" keywordseo="jan-dhan">Jan Dhan</keyword> Yojana, Pradhan Mantri Jivan Jyoti Bima Yojana (PMJJBY) Pradhan Mantri Suraksha Bima Yojana (PMSBY) and Atal Pension Yojana and many other social missions like the <keyword id="6562839" type="UNKNOWN" weightage="80" keywordseo="Swacch-Bharat-Mission">Swacch Bharat Mission</keyword> and the Clean Ganga Mission. For the Jan Dhan Yojana already around 12.5 crore accounts have been opened along with a capital infusion of Rs 10,500 crore into the system. The three recently launched social security schemes (namely the (PMJJBY), Pradhan Mantri Suraksha Bima Yojana ) and Atal Pension Yojana) have got nearly 6.5 crore subscriptions. It is because (PMJJBY) scheme offers Rs. 2 lakh cover for a mere 330 Rs. Per year (provided bank account holders are from age 18-50). Under the (PMSBY), renewable one-year accident cum disability cover of Rs. 2 lakh is provided for Rs.12 premium every year. The Atal Pension Yojana is aimed at those people who work in the unorganised sector and do not fall under the ambit of regular pension. The scheme offers pension under various brackets depending on the contribution made over a period. The scheme is for people in the age bracket 18-40 years. The social focus of the government is also evident from the fact the government has continued with previous schemes and linked them with technology for targeted interventions. The JAM (Jan Dhan Account, Aadhaar Cards and Mobiles) number Trinity as mentioned in the budget speech is an example of the same. The government seems to have a social focus for benefit to poor. An overall score of 8 on 10. 
 
Urbanization and Urban development- The urbanization and urban development received an increased thrust under the 100 Smart City project. The thrust of the present government is not only on up gradation of brownfield cities but also development of new greenfield cities. Traditionally, India has been slow to urbanize, and at present 32 percent of people reside in urban areas. However, the quality of urban life has seen a precipitous decline in the past few decades. The government's smart city initiative is a step aimed at understanding and absorbing the migration of people from rural to urban areas. However, the implementation of the project holds the key. Success in greenfield development is critically linked to land acquisition. Also, will the 'smart cities' improve liveability for the ever-burgeoning population remains to be seen? The project is ambitious in scope and the past year has seen some activity with the launch of the GIFT city in Gujarat and work on cities of DMIDC. An overall score of 6.5 on 10. 
 
Health and Environment- Health along with education have been two areas where successive governments have faltered. The system in India needs a drastic overhaul and increased spending by the government. Also there is a severe shortage of trained personnel in the sector. Add to this the decrepit facilities in rural areas that forces one to look at ways and means to better delivery. The activity in the health ministry was seen to be rather subdued. However, the taxation on cigarettes ensures that a majority of population reconsiders decision to buy cigarettes. The quality of air and the general pollution levels in Indian cities pose serious health issues for all residents. Disease patterns are also changing and this calls for a comprehensive approach to healthcare access and delivery. Not much has been done in this regard. An overall score of 6 on 10. 
 
<keyword id="107737" type="ORGANIZATION" weightage="80" keywordseo="Entrepreneurship">Entrepreneurship</keyword> and Employment- For the first time a separate ministry for entrepreneurship has seen the light of the day. This fact along with the fact that skilling are the main thrust areas of the ministry make it clear that the government is in sync with the present ground reality. A million people will enter the workforce every month over the next decade. So it becomes imperative that India produces jobs for its burgeoning workforce. That will not just come from formal and informal sector but will require a thrust for entrepreneurship. Similarly, thrust for skilling is imperative. Further, a draft policy on skill development and entrepreneurship has already been made and put out for public consultation. Though much remains to be seen in terms of its impact the direction and intent, in this case, seems to be spot on. An overall score of 7.5 on 10. 
 
Overall, in assessing the performance, the government seems to have taken cognizance of the major challenges facing India in multiple spheres and taken requisite steps. It seems to be headed in the right direction. It augurs well for India in the medium to long term. Much will depend on the speed of legislation, decision-making and implementation over the next four years. 
 
(Dr. Amit Kapoor is President and CEO of India Council on Competitiveness and Honorary Chairman of Institute for Competitiveness, India. He tweets @kautiliya and can be contacted at <a href="mailto:amit.kapoor@competitiveness.in">amit.kapoor@competitiveness.in</a>. The article is co-authored with Sankalp Sharma who is Senior Researcher at Institute for Competitiveness)

Assessing one year of Modi
Government: 6/10 leaving scope for major improvement

Full transcript of PM Narendra Modi's TV interview

<img src="https://static-ssl.businessinsider.com/image/54971d46ecad04023207b23f-1200-924/narendra-modi-29.jpg" border="0" alt="Narendra Modi">Hindustan Times/Getty ImagesPrime Minister Narendra Modi pays tributes to freedom fighter Veer Savarkar on 131st birth anniversary at Parliament House on May 28, 2014 in New Delhi, India. </img>In 1906, in a lodging house for Indian students in Highgate, a pleasant area of north London, a young lawyer called Mohandas Karamchand Gandhi dropped in on a law student called Vinayak Damodar Savarkar, who happened to be frying prawns at the time. Savarkar offered Gandhi some of his meal; Gandhi, a vegetarian, refused. Savarkar allegedly retorted that only a fool would attempt to resist the British without being fortified by animal protein.
The meeting is said to have begun hostilities between the two young Indian nationalists; whether or not the story is apocryphal, there were real reasons for antipathy.
The two men had very different approaches to the struggle against Britain. Gandhi, who became leader of the Indian National Congress (INC), was a pacifist with an inclusive attitude towards Muslims and Christians. Savarkar, who would lead the Hindu Mahasabha, was a right-wing majoritarian who spawned the idea of hindutva, or Hindu-ness--the belief that the Hindu identity is inseparable from the Indian identity. Congress eclipsed the Mahasabha and, since history belongs to the victors, the story of India's independence movement became one of non-violence. But the strand of thought that Savarkar represented was more important than is generally recognised, and is enjoying a revival.
A member of the Mahasabha broke away to form the paramilitary Rashtriya Swayamsevak Sangh (RSS), or national volunteer organisation, in 1925, modelled, some say, on the British army. A social rather than explicitly political organisation, it presented itself as the world's largest non-governmental group, in which like-minded, khaki-uniformed men could gather for dawn calisthenics. It recruited boys at an impressionable age, as the Jesuits did, the better to inculcate them with discipline and with passion for the cause. One such was the eight-year-old Narendra Modi. The future prime minister attended training sessions with the RSS, was subsequently inducted as a cadet, and in 1985 was assigned by the RSS to its political wing, the Bharatiya Janata Party, which he rose to lead.
Mr Modi is India's strongest leader since Indira Gandhi, and its most controversial. The source of controversy is his failure in 2002, when chief minister of Gujarat, to avert a massacre of Muslims, which opponents attribute to a hostility to Muslims born of the ideology that Savarkar spawned. Mr Modi has never apologised for the massacre, though he said last year that he felt regret over them, as he would at seeing a puppy run over in the street. Nor has he made any attempt to distance himself from the RSS.
The RSS, meanwhile, is becoming more overtly political. Mohan Bhagwat, its current leader, is somewhat in the mould of Savarkar, paraphrasing his beliefs and promoting Hindutva. In August this year Mr Bhagwat directly echoed Savarkar by saying all who live in "Hindustan" are in fact Hindus, whatever Muslims, Christians or secular Hindus might say. More striking, the RSS leader has switched the organisation's methods. Now, far from eschewing party politics, the group has become an enthusiastic and effective actor within it. The RSS's millions of members and volunteers (no one knows just how many active ones there really are) played a big role in electing the BJP by a landslide in 2014. At least 19 ministers in government, including Mr Modi, have a background in the RSS. Its leaders are seconded to senior posts in the party too. So the ideas of the man who inspired the RSS matter more than ever before.
<h3>The naked jumper</h3>
The lawyer described by a British official in 1906 as "a small man with an intelligent face and a nervous manner" does not sound like the muscular hero that Indian nationalists crave, but Savarkar clearly had a certain dash. In 1910, while he was in London, he was charged with conspiring to wage war against the king and with providing weapons used to assassinate a Briton in the Indian civil service, sentenced to two life terms--50 years--in jail and sent back to India. While the steamship "Morea" was berthed in Marseille harbour, he slipped away from his guards, leapt, almost naked, into the sea and swam ashore. Unfortunately for the eulogists, he was promptly caught by French police and bundled back to the ship.
His daring did, however, win him fame, and also created legal history. France's government, annoyed that Britain had overseen an arrest on its territory, wanted Savarkar returned. Britain refused so the matter went to the Permanent Court of Arbitration at The Hague. It ruled his arrest was indeed "irregular", but decided Savarkar might as well stay in India. The case was one of the earliest heard by the tribunal.
Savarkar's next stop was the Andaman Islands--a group of islands in the Bay of Bengal. This palm-fringed tropical paradise served as a penal colony for the British. Cellular Jail in the capital, Port Blair, is now a memorial for freedom campaigners. In a park opposite stands a row of statues of independence heroes. One is of a slender man with a pinched face behind round spectacles. A pen protrudes from his jacket pocket, one hand rests on a part-furled umbrella and the other wags a finger at the sky. You might mistake him for a prissy bank manager, but a plaque identifies him as Vinayak Damodar Savarkar. The park is named after him.
Ranjit Savarkar, his great-nephew, who runs the Savarkar trust, says that he showed great fortitude in jail. A trained yogi, he overcame thoughts of suicide. Other inmates nicknamed him "Barrister Babu", for his London legal training. Already a published historian and poet, he used Cellular Jail to work on his writing--literally: he wrote on its walls. He spent a decade there before being moved to the mainland in 1921. He was subsequently freed, after pledging to keep out of politics--a promise which the ideology he was developing in jail suggests he did not intend to keep.
A fierce nationalist, he adored Guiseppe Mazzini, who fought for the unification of Italy, writing about him in the hope of inspiring resistance to the British in India. Savarkar believed that India is really composed of, and must only be run by, Hindus. In his 1924 book, "Hindutva", he drew on cultural, philosophical and religious practices of ancient Hinduism, a rich faith that allows immense variety in how it is followed. But he also distinguished the ideology of hindutva--an attempt to unite disparate Hindus in a political project--from the religion. He himself was an atheist, and disapproved of aspects of traditional Hindu belief, dismissing cow worship as superstitious--a stance that would upset many today. He was an early outspoken opponent of caste discrimination. In the 1920s and 1930s others among the emerging Indian political elite opposed "untouchability", the rejection as sub-human of those considered "below caste". But Savarkar went further, saying modern India should drop altogether the idea of dividing people by caste.
His attitude towards Muslims, who made up a quarter of the population before partition, and other non-Hindus was less liberal. He regarded them as alien and separate, in effect not as real Indians. He was fiercely opposed to the formation of Pakistan and what his great-nephew calls the "appeasement" of Muslims. He believed that they, along with the Europeans, had crushed Hindus for a millennium--a sentiment echoed by Mr Modi in an address to parliament after his election this year, when he spoke of ending "1,200 years of slave mentality" in India.
Aside from his view of Muslims, the big difference between Savarkar and the nationalists in the INC lay in their contrasting attitudes to violence. He also wrote one of the first Indian accounts of the uprising in 1857, centred in Delhi. Known as the "Mutiny" to the British, it is referred to by many Indians as the "first war of independence"--echoing the title of Savarkar's book, "The Indian War of Independence". It was a gruesome episode, in which hundreds of thousands were killed, but Savarkar was untroubled by the violence, and seemed to justify the murders of British women and children. His works are steeped in a desire for revenge against those who have humiliated Hindus, and his frustration with the passivity of his co-religionists: "I want all Hindus to get themselves re-animated and re-born into a martial race." In his early years, he circulated manuals on bomb making. He approved of--and probably assisted in--the assassination of colonial administrators. He was suspected, for example, of encouraging a student radical who shot dead Sir Curzon Wyllie, a government official, one summer night on a Kensington street in 1909.
<h3>Rewriting history</h3>
<img src="https://static-ssl.businessinsider.com/image/54971c4e69bedd2367d1449f-1200-924/gandhi-4.jpg" border="0" alt="gandhi" width="800">AP/James A. Mills</img>
Today, some Indians adulate him. On the day your correspondent called in at Cellular Jail, a party of jovial men in their 80s and 90s, an official "Eminent Committee of Freedom Fighters", was also visiting. Among the last surviving veterans who battled the British in the Quit India movement in the 1940s, they raised gnarled fists to chant "Jai Hind", posed for pictures and praised Savarkar as strong. The local MP called veer (brave) Savarkar a "ferocious, dangerous man who frightened off the British". Rashida Iqbal, the jail's curator, assessed him as "one of the most important freedom fighters". Port Blair's airport, like the park, bears his name. Some 2,000km away, in his native Maharashtra, a street and a park in Mumbai also each carry his name. (In London a blue plaque identifies his former home in Highgate.)
Savarkar's enthusiasm for violence sits uncomfortably with conventional ideas of how India got its independence. India's first prime minister, Jawaharlal Nehru, and then the Congress party (successor to the INC) promoted a pacifist narrative of history, the idea that Gandhi and the likes of B.R. Ambedkar, a social reformer who inspired the Modern Buddhist Movement, triumphed through non-violent resistance. That meant downplaying the bloodshed of 1857, in which atrocities were perpetrated by both sides, and also the roles of Savarkar, Subhas Chandra Bose and Vallabhbhai Patel.
Bose, the Bengali leader of an Indian National Army against the British in the second world war and an ally of Hitler and imperial Japan, led some 40,000 soldiers against the British. (He didn't get far, though the Japanese briefly handed him control of the Andamans.) Patel, the "Iron Man of India", had the Bismarckian task of uniting the country. He oversaw the integration of 562 princely states into India, threatening and using military force. Operation Polo in 1948, a five-day conquest of Hyderabad, a wealthy and Muslim-run state in the south, was bloody indeed. Official estimates, only made public in 2013, suggest the fighting and subsequent Hindu-Muslim clashes there killed between 27,000 and 40,000 people. Some historians claim the real toll might have been five times higher.
The way the story of Indian independence is told is beginning to change. Mr Modi and the BJP are keen to celebrate muscular, nationalist figures. Patel is likely to have a much higher profile in future: in the national budget, in July 2014, the government set aside $32m to erect a statue of him in Gujarat, twice the size of the Statue of Liberty, by 2018. And while Mr Modi frequently invokes Gandhi's name and beliefs, he refers almost as often to Swami Vivekananda, a 19th-century nationalist who revived Hinduism and promoted it abroad. Mr Modi is said to be named after him (the swami was originally called Narendra Nath Datta) and frequently poses before his photograph. Vivekananda's ideas on invigorating Hinduism foreshadowed Savarkar's hindutva project.
Savarkar's profile is lower, but is also rising. Educational comics, hagiographies and patriotic films retell parts of his life story. In 2008 Mr Modi, then chief minister of Gujarat, inaugurated a website (savarkar.org) that promotes a man "largely unknown to the masses because of the vicious propaganda against him and misunderstanding around him that has been created over several decades", and in 2012 he launched a Gujarati-language biopic. A previous BJP-led government put Savarkar's portrait in parliament. On his birthday this year, May 28th, the prime minister paid homage to him there. Mr Modi tweeted about Savarkar's "tireless efforts towards the regeneration of our motherland". Ranjit Savarkar's group plans various events to mark the 50th anniversary of Savarkar's death in 1966. (Aged 83, he submitted to what he called atmaarpan--refusing food, water or medicine in order to die. It took 20 days.)
Yet Savarkar remains immensely divisive. He was a fiercely outspoken critic of Gandhi, still India's top national hero: he called Gandhi weak, a "sissy" and far too willing to collaborate with Britain. Gandhian talk of man's common humanity he regarded as utopian to the point of naivety. In articles from the 1920s to the 1940s Savarkar lambasted Gandhi as a "crazy lunatic" who "happens to babble...[about] compassion, forgiveness", yet "notwithstanding his sublime and broad heart, the Mahatma has a very narrow and immature head." Gandhi promoted ahimsa, a Buddhist rejection of violence which Savarkar called "mealy-mouthed". He said Gandhi was a hypocrite for supporting violence by the British against Germany in the first world war. Nor did he cheer Gandhi's prominent backing for the Ottoman Caliphate Movement, designed to win Indian Muslims to oppose British colonial rule.
Over the years, Savarkar was eclipsed by his rival. During the 1920s and 1930s, the INC benefited from its ability to claim plausibly that it spoke for Muslims as well as Hindus, which made it a more credible interlocutor with the colonial authorities. Perhaps more important, it had an impressive organisation and, in Gandhi and later in Nehru, accomplished political leaders.
By the mid 1940s Savarkar and his supporters in the Mahasabha (which he led until his death) had a new gripe against Gandhi. They were enraged at the prospect of Pakistan seceding from India. Gandhi, in their eyes, did nothing to stop that "vivisection". Worse, he seemed to favour Pakistan when it sent forces to violently seize Kashmir, evidence to Savarkar that warlike Muslims were again crushing passive Hindus. When Nehru applied economic sanctions on Pakistan (refusing to pass on its share of central-bank funds from before independence), Gandhi launched a fast in protest and forced him to back down. To Savarkar's followers in the Mahasabha, that constituted national betrayal.
On January 30th 1948 Gandhi was assassinated in Delhi. The killer, Nathuram Godse, was a member of the Mahasabha, edited its newspaper and was an associate of Savarkar's. Godse's explanation of his actions echoed Savarkar: he said he murdered Gandhi for his "false notions of Hindu-Muslim unity" and in fury over the secession of Pakistan. Savarkar was arrested and tried as a plotter in the murder. He denied all and was acquitted. That did not convince everybody. As the leader of the Mahasabha, who had praised the efficacy of violence and railed against Muslims, it was reasonable to suspect he had at least inspired Gandhi's killer. A.G. Noorani, author of a book on Savarkar and Godse, goes further. He draws a parallel to the Kensington murder of Wylie in 1909, saying the elder man had twice pressed others to pull the trigger. "I would definitely call him complicit in the assassination of Gandhi," he concludes. He points, too, to an official commission of inquiry into Gandhi's death, in the late 1960s, which drew on testimony unavailable at the original trial. It found the evidence was "destructive of any theory other than the conspiracy to murder by Savarkar and his group". Following Gandhi's murder the RSS was also banned, for a year. Yet the final reason why Savarkar should remain unacceptable in modern India goes beyond suspicion over Gandhi's murder. It lies in his attitude to his fellow, non-Hindu, Indians. In his own writing he relates joyfully how as a 12-year-old boy he led a gang of schoolmates to stone his village mosque and smash its windows and tiles, in the aftermath of Hindu-Muslim riots. Relating how "we vandalised the mosque to our heart's content", he adds that when confronted by Muslim boys, he and his pals wielded knives and sticks and chased them away.
Throughout his writing he sets out Muslims as savage, immoral, sensual and eager to destroy the Hindu way of life. In 1937 he wrote of there being "two antagonistic nations living side by side in India", an idea that relies on using religion as the defining characteristic of any Indian, one utterly against the secular constitution of India. And while he occasionally wrote admiringly of the political and religious fervour of Islam, or rather of Muslim political leaders, he did so to encourage his fellow Hindus to match or exceed it.
In India today the fear of communal clashes--between Hindus and Muslims--should not be overblown. But it is never far away. Especially before elections, parties exploit religious tensions. Those who promote hindutva and echo Savarkar whip up stories of "love jihad", alleging that Muslim men convert large numbers of Hindu women by seducing them. Earlier this month a BJP parliamentarian praised Godse as a "patriot" equal to Gandhi. Members of the increasingly influential RSS feel emboldened. Such majoritarian politics, when a larger religious group sets out to absorb or flatten a minority, is utterly destructive. One need only look at the failure of Pakistan as a reminder of that. Sarvarkar could be a brilliant, eloquent and progressive leader. He could also be extremist, violent and divisive. If his influence grows, India's tolerance and moderation will be at risk.
"Notwithstanding his...broad heart, the Mahatma has a very narrow and immature head," wrote Savarkar
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Savarkar (back row, second left) was arrested and tried as a plotter in Gandhi's murder. He was acquitted
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Narendra Modi's Mentor Thought Gandhi Was A Sissy

<img class="gwt-Image" src="/photo/34071511.cms" />Her paternal grandmother, Kokilaben, stood by husband Dhirubhai but never joined him as he redefined the boundaries of Indian entrepreneurship. Her father’s sisters, or her aunts, were married early into business houses, with little discussion about joining the business: Dipti into the Salgaocar family and Nina into the Kothari family. Her mother, Nita, broke the mould somewhat and has done a fair bit on the business end of the group. But Isha Ambani, 22, is poised to redraw the family-business construct for Reliance women scions. 
 
Last week, ET reported the only daughter of Reliance Industries owner Mukesh Ambani had joined global consultancy McKinsey in the US. Isha, a Yale graduate in psychology and South Asian studies, had joined her father at the Reliance annual general meeting in Mumbai last year. While the company declined comment, corporate observers say the McKinsey stint is probably a stepping stone to larger things in the family business empire. 
 Across India Inc, more and more women scions can be seen at the frontline of their family business. There are some who have made a mark: like Nisa <keyword id="6369697" type="COMPANY" weightage="40" keywordseo="Godrej">Godrej</keyword> and Tanya Dubash at the Godrej Group. There are some who are asserting themselves: like Radhika Piramal, the 34-year-old, Harvard-educated managing director of VIP Industries. 
 
And there’s a new lot stepping in: like 30-year-old Gursimran Mann, managing director of Simbhaoli Sugars, and the first woman in four generations of the family to play a hands-on role in its business. According to business historian Gita Piramal, who is also the mother of Radhika Piramal, 20 years ago, she predicted it would take two generations before Indian women in the family business became the done thing. “I find it has taken one generation to do so,” she says. 
 
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Three Pivots Of Change 
 
“It is a belated effect of what is happening in society,” says Ashvini Chopra, MD &amp; CEO of Universal Trustees, a firm that helps business families in succession planning. When it comes to women in business, this change pivots around three aspects. 
 
The first is education. “Parents who would typically give professional education, including overseas exposure, only to their sons are now also encouraging daughters,” says Prabir Jha, chief HR officer, Reliance Group, speaking in general and not in reference to the Ambani family. “Their entry into business responsibilities is then a logical corollary.” 
 
Secondly, family size is shrinking. Joint families are becoming nuclear, resulting in a fall in the number of male heirs. “In many families it’s a father and son and daughter like situation. And daughters are the heir apparent,” says Kavil Ramachandran, Thomas Schmidheiny Chair professor of family business and wealth management at Indian School of Business. “Also many families are realising that girls are as good as, or better than, boys in performance.” 
 
For some like Sulajja Firodia Motwani, vice-chairperson of Kinetic Engineering, all this was a given. “A combination of a good atmosphere at home, freedom to do what we wanted and treating daughters like sons encouraged me to get into the family business,” she says. While she feels this is how it should be, Piramal says it’s still not the case in all families and inequalities manifest themselves in many forms. “We are only half way there,” she says. “There are several prominent business families where daughters are not at the forefront of handling businesses in terms of true equality.” 
 
That leads to the third pivot of change: an amendment in the Hindu Succession (Amendment) Act, in 2005, which removed gender discrimination in inheritance in Hindu joint families. Previously, only the male line, down to the great-grandson, had inheritance rights. The amendment gives women an equal share in the family business. “Even women married before 1994 can come back and claim equal rights into the family business as well as inherited assets,” says Sameer Tapia, senior partner at ALMT Legal. 
 

	But the exciting, radical change is happening in operations, and Tapia offers some sense of its magnitude. “We have at least 40 per cent family-business clients where women are playing an active role in the family business, and are part of crucial strategy or execution teams.” And many, like the four women profiled here, are leaving an imprint. 
	 

	 
	 
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Through the Ranks 
 
Unlike many, if not most, women scions in India, Lakshmi Venu had a point of reference on the gender question. Her mother, Mallika Srinivasan, is the chairperson and chief executive of tractor company Tractors and Farm Equipment Limited. But Lakshmi, 31, gravitated towards the businesses managed by her father, Venu Srinivasan—auto-component company Sundaram-Clayton and two-wheeler firm TVS Motor. In 2010, Lakshmi was inducted as director-strategy and whole-time director of Sundaram-Clayton. In May 2011, she was also made vice-president in charge of global business strategy at Sundaram-Clayton. 
 
It capped close to a decade of her involvement with the family business. Back in 2003, Lakshmi joined as a management trainee in Sundaram Auto Components. She also did stints in business strategy, design, corporate affairs, and sales and marketing at TVS Motor. Lakshmi declined comment for this profile. 
 
But senior auto industry professional RL Ravichandran, who has worked in a senior position in TVS Motors, says Lakshmi was interested in the business from early on. Even with her impeccable academic qualifications, he adds, she earned her way through various roles. “(It’s why)…there was no resistance from employees when she was inducted on to the board.” 
 
Speaking on the condition of anonymity, a senior TVS manager who interacts with Lakshmi describes her as “level-headed” and “business-like”. She currently manages the entire component business, which includes die cast, rubber, plastics and seats. “She is handling the business well and it is showing results,” he adds. Unlike Lakshmi, brother Sudarshan Venu, 24, had an easier entry into Sundaram-Clayton, joining its board in 2011. 
 
According to VG Ramakrishnan, managing director of Frost &amp; Sullivan, a consultancy, it’s a good sign when scions spend time in the business rather than being parachuted into it. “Children are being groomed to take over executive roles and responsibilities right from the beginning as part of effective succession planning,” he says. “It shows the progressive nature of these companies.” 
 
 In 2011, Lakshmi married Rohan Murty, son of <keyword id="6354512" type="CITY" weightage="40" keywordseo="Infosys">Infosys</keyword> co-founder Narayana Murthy. Her lineage aside, she is seen as a leader in her own right. Anil Singhvi, founder and director of Institutional Investor Advisory Services, a proxy shareholder advisory firm, has been baying against the tendency of business families to induct women scions into the board simply to meet the new rule of minimum women representation. But for Lakshmi, he says: “She is competent to take the business forward.” 
	 

	 
	 
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When a 21-year-old Bhairavi Jani returned from the US in 2000, after a year of working as a supply-chain consultant in KPMG’s Washington DC office, she battled two stereotypes as she tried to make her mark in the male-dominated Indian logistics business industry: gender and age. “There were people who did not want to work with me, who thought I was probably amusing myself for a few years before being married off,” she says. “And then there were customers, even MNCs, who refused to give business to a young woman, who they were sure would fail miserably at logistics planning.” 
 
Her father had thrown her into the deep end, and told Jani to learn to swim. Instead of making her a part of Blue Dart, his flagship before he sold it to DHL in 2004, Tushar Jani stumped his elder daughter by asking her to set up her own venture. “His view was that people from family-owned businesses tend to take things for granted,” says Jani, now 34. “Going through the pain of setting up a venture would teach me two things: never be afraid to take risks and value what it takes to sustain a business.” 
 So, Jani set up i3pl, to provide end-to-end logistics services to corporate clients. After initially struggling for business, i3pl obtained its first client in M&amp;M, and subsequently signed up British Petroleum, Sara Lee and <keyword id="60299" type="CITY" weightage="40" keywordseo="Walt-Disney">Walt Disney</keyword>, among others. Jani roped in partners in 2003 and, in a planned exit, sold out to them in 2005. 
 
That same year, Jani assumed the role of group director for the SCA Group, which has four verticals: warehousing, supply chain technology, cargo handling and freight forwarding, and shipping, respectively. At present, she provides strategic and operational guidance, operating as a link between the board and professionals; she also directs new projects and is in charge of joint ventures and alliances. 
 
Jani set up the warehousing vertical, via a company called Transmart India, in 2007. Percy Dhunjisha, a former CFO of Blue Dart Express and a person who had worked closely with her father, was her mentor there. He describes her as a searching and questioning manager. “Bhairavi’s management style is, forethought is better than afterthought,” he says. “She does not accept things as they are presented, but will often probe enough with questions to determine whether there is an alternate way of doing things and whether the same has been considered before arriving at the solution presented.” 
 
At SCA, she has her father’s backing. “Daughters are as astute and sharp in financial management, balance sheet and P&amp;L [profit and loss] accounting, says Tushar Jani. “I have always believed in that. Therefore, Bhairavi has always been given full charge of our projects and companies, including P&amp;L responsibility. And like any CEO, she has been answerable to the board.” 
 

	Gender and age still come up in conversations, though. Even today, there are few women in the logistics industry, and Jani still has to face issues of equality with male colleagues and work-life balance. “But I am confident that women in leadership roles in business will pick up sharply,” she concludes. 
	 

	 
	 
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Set up in 1933, Simbhaoli Sugars has seen four generations of the Mann family nurture it. But in that journey, women from the family, though present as shareholders and promoter-directors, were conspicuously absent on the frontline. Gursimran Mann, belonging to the fourth generation, changed that. 
 In 2005, just 21 and out of college, she joined Simbhaoli— a business with inert appeal to the young and a workforce in which women made up less than 1%. In doing so, she was turning her back on options available to her like consulting and investment banking. She even considered joining a consumer products or an agri-trading company, having done internships with Nestle, <keyword id="76102" type="COMPANY" weightage="40" keywordseo="Cargill">Cargill</keyword> and ED&amp;F Man. 
 
“It was my decision,” says Mann. She grew up in the Simbhaoli factory compound, in rural Uttar Pradesh, listening to conversations about the business and watching sugar being made. “This background, combined with my training in economics, made me realise the opportunity that existed for me to help grow the business further.” The only child, she did not immediately start reporting to her father and chairman Gurmit Mann. Joining as a trainee, Mann worked in various departments—factory, farm operations and trading —reporting to different people. 
 
“My promotions were not on auto mode,” she says. After completing her MBA from London Business School, Mann became an executive director in 2012 and managing director in July 2013. At Simbhaoli, she counts among her achievements increasing asset utilisation, partnering with global sugar trading company ED&amp;F Man, setting up sugar refinery on the Gujarat coast to tap the import-export play, reducing the cyclical nature of the sugar business by pushing the power and the alcohol business, building a consulting vertical that advises other companies on all things sugar, and raising new capital from private equity. “She has taken the challenge to professionalise the business,” says Devin Narang, India MD of Singapore-based PE fund Sindicatum, which has invested in the company. 
 

	For Mann, it’s all in a day’s work. “There is an overall social and cultural change, leading to a change in mindset among business families regarding acceptance of daughters to take charge,” she says. 
	 

	 
	 
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The middle of three daughters, Arathi Krishna was the first women in her family to join the business, in 1989, when she was just 20. “I had an easy transition into the company,” says Krishna, now joint managing director of auto-component major Sundram Fasteners. “I was easily accepted by employees.” Acceptance from the industry has followed. The 45-year-old spearheads the Rs 2,651 crore company’s domestic business. 
 “This is a logical succession,” says Sonu Iyer, partner &amp; diversity and inclusiveness leader, <keyword id="151258" type="CITY" weightage="40" keywordseo="Ernst-Young-India">Ernst &amp; Young India</keyword>, a consultancy. “The daughters [younger sister Arundathi is in charge of overseas operations and business development] have grown up in an entrepreneurial set up, and it’s only natural for them to be entrepreneurs and also do it better.” 
 
According to Arathi, her parents gave her an environment to flourish and the freedom to choose. “There was no difference between a son or a daughter,” she says. “My parents are very progressive, willing to take risks and pushed us to pursue our interests. But they never pushed us into the business.” Arathi did an MBA from the US. She stayed on, first to work in automotive strategy with a consulting company and then with Sundram Fasteners for five years. “I knew I would, at some point, come back and join the business,” she says. 
 
“So, I took up jobs in the US that were related to the business. I wanted to make myself worthy when I came back to join the business.” Arathi returned to India in 2006, and became joint MD in 2011. Arathi counts among her achievements making the workforce at Sundram Fastners younger, and the work culture more performance-based and technology oriented. Around 2005, the average age of the Sundram workforce was 40 years; it’s now down to 35 years. 
 
In her earlier years, at industry meets, Arathi would feel out of sorts in what was essentially a man’s world. “But then, I felt it was tougher to work in a Japanese or a Korean company,” she says. At present, 10% of Sundram’s workforce is made of women. “We have always believed in equality at the workplace. We are promoting more women to join the manufacturing ranks in the company.”

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