Month: December 2023

Decoding The Eastern Frontier Highway: Connecting & Securing The Borderlands

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Introduction:

In the backdrop of strained Indo-China relations, marked by the Doklam crisis and intense skirmishes in Ladakh, a remarkable shift in India’s approach has emerged. No longer a passive observer, India is taking bold steps to fortify its borders and strategic positions. This is especially evident in the construction in the Eastern Corridor of India’s Line of Actual Control (LAC), of the Arunachal Frontier Highway, a colossal infrastructure project unfolding in the northeastern state of Arunachal Pradesh. This essay explores the historical context, the project’s intricacies, its strategic significance, and the geopolitical implications surrounding India’s ambitious initiative.

Background:

The years preceding and following 2020 have showcased a significant shift from India’s historical stance of maintaining a defensive position along its borders. Particularly in the Northeast, the fear of Chinese forces leveraging potential infrastructure in these states had kept India hesitant about proposals for construction for decades. This inertia persisted until a stark realisation dawned: China had been diligently advancing its infrastructure and military presence, even encroaching on Indian territory. The 2023 standard map of the People’s Republic of China shows an inalienable part of India, Arunachal Pradesh, as a part of Chinese territory in south Tibet, home to the People’s Liberation Army’s (PLA) Western Theatre Command.

Strategic Realignment:

Amid escalating tensions and China’s assertive actions, India awoke to the pressing need for a strategic shift back in 2014. The Arunachal Frontier Highway emerged as a response to this imperative, positioning itself just 20 km from the Line of Actual Control (LAC) and international borders. The magnitude of this project cannot be understated, stretching over 1,500 km, with an additional 1,000 km of planned roads and an estimated cost of Rs 40,000 crore, it stands as one of India’s most ambitious and challenging road construction projects.

Strategic Routes and Connectivity:

This “futuristic highway” follows the ‘India-Tibet-China-Myanmar’ border, the McMahon Line, weaving through challenging terrains and bringing connectivity to the remotest corners. Its proximity to the LAC adds a layer of complexity, considering China’s historical objections to the project dating back to 2014, when preliminary approvals were granted from the Prime Miniter’s Office. China’s opposition underscored its sensitivity to any actions that might complicate the border situation. Despite China’s objections and historical sensitivities, the Indian government, led by Kiren Rijiju, has displayed a decisive and forward-looking approach, championing the project in 2014.

Strategic Value and Geopolitical Dynamics:

The Frontier Highway isn’t merely a road, it’s a transformative agent with immense strategic value. Its completion will represent a major capability jump for the Indian military, facilitating seamless and rapid movement of both personnel and equipment to the border areas with an all-weather road adhering to the specifications of a trunk road in this challenging terrain. Chief Minister Pema Khandu aptly expressed its significance, stating that it would aid in “safeguarding the Indo-China-Myanmar border” and “controlling migration from border areas,” in a situation he has described as very different than 1962 for India. The Centre’s allocation for total highway projects in the Northeast, with Arunachal Pradesh receiving Rs 44,000 crore, underscores the government’s commitment to regional development.

The geopolitical implications are evident, especially against China’s substantial infrastructure buildup opposite Arunachal Pradesh. China’s border defence villages in Tibet and expansive infrastructure developments, including the Sichuan-Tibet rail line and highways on the Tibetan Plateau, have both economic and military significance. The ability to swiftly transport troops and equipment becomes a strategic advantage for China in potential conflict scenarios. Chinese President Xi Jinping’s inspection of the Nyingchi railway station during the Ladakh standoff underscores the link between infrastructure development and border stability. India’s response thus includes robust infrastructure development, particularly in Arunachal Pradesh and Sikkim.

Infrastructure Drive and Collaborative Efforts:

The implementation of the Frontier Highway involves a collaborative effort between various agencies, including the Border Roads Organisation (BRO) and the Ministry of Road Transport and Highways (MoRTH). Construction activities are being executed in overlapping phases, targeting a gradual completion by March 2027. MoRTH has outlined a timeline, aiming to complete all necessary approvals and land acquisition processes by March 2025.

This collaborative approach reflects a holistic understanding of the project’s multifaceted significance. Beyond merely enhancing the mobility of the army’s capabilities to go from valley to valley, the Frontier Highway is a linchpin for the development of Arunachal Pradesh, even open it up for tourism, for example. Connecting critical centres such as Tawang, Mago, Upper Subansiri, Upper Siang, Mechuka, Tuting, Dibang Valley, Kibithoo, Changlang, and Dong, it opens pathways for both strategic and civilian access.

Economic and Developmental Impact:

The Frontier Highway holds immense promise for economic and developmental gains. As part of the broader infrastructure push, Arunachal Pradesh is set to have three national highways: the Frontier Highway, the East-West Industrial Corridor Highway, and the Trans-Arunachal Highway. Six interconnectivity corridors have been identified to link National Highway-15 in Assam to both the Trans-Arunachal Highway (NH-13) and the Frontier Highway (NH-913), demonstrating a comprehensive approach to regional development.

The Indian Government’s Vision and Response to China:

The Arunachal Frontier Highway aligns with a broader vision encapsulated in the Vibrant Villages Programme by the government. This programme, aimed at curbing migration from frontier villages, dovetails seamlessly into the objectives of the Frontier Highway, addressing both strategic and developmental imperatives.

Conclusion: The Arunachal Frontier Highway is not just a road; it is a testament to India’s resolve to shape its destiny in the face of evolving geopolitical challenges. The highway embodies a departure from historical inhibitions, a decisive stride into an era where passive observation is replaced by proactive border fortification. The collaborative efforts, comprehensive planning, and adherence to timelines demonstrate India’s commitment to transforming ambitious visions into tangible realities. As the Frontier Highway progresses towards completion, the challenge is more formidable than that faced by China across the border. However, India is also leveraging advanced equipment and technology, embracing progress in the 21st century. In a world marked by dynamic shifts, the Arunachal Frontier Highway stands tall as a symbol of resilience, foresight, and strategic prowess.

Paramparagat Krishi Vikas Yojana: Re-Introducing Traditional Techniques in Farming for Viksit Bharat.

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The concern:

India , still growing and learning through its baby steps in the agricultural sector where it faces various challenges related to soil health. Like excessive use of chemical fertilizers leading to imbalances in soil nutrients and soil degradation over time resulting in decreased productivity and crop yields , that is loss of soil fertility . Unsustainable agricultural practices, include improper land management, contributing to soil erosion and pesticides leading to reduction in the organic matter in the soil, affecting its water retention capacity, and microbial activity.The excessive use of synthetic inputs has made agriculture dependent on non-renewable resources, contributing to environmental concerns and increasing production costs for farmers.

Therefore the scheme was introduced to address these challenges by promoting organic farming practices that focus on soil health, biodiversity, and sustainable agriculture.

About the scheme:

The Paramparagat Krishi Vikas Yojana (PKVY), launched in 2015 under the Department of Agriculture & Co-operation (DAC), Ministry of Agriculture, Govt of India is an extendedcomponent of Soil Health Management (SHM) under the Centrally Sponsored Scheme (CSS), National Mission on Sustainable Agriculture (NMSA). It aims at supporting and promoting organic farming, in turn resulting in improvement of soil health and reduction in dependency on fertilizers and agricultural chemicals.

Funding pattern under the scheme is in the ratio of 60:40 by the Central and State Governments respectively. In case of North Eastern and Himalayan States, Central Assistance is provided in the ratio of 90:10 (Centre: State) and for Union Territories, the assistance is 100%.

Main objective of the scheme:

The objective is to produce agricultural products free from harmful chemicals and pesticides by adopting eco- friendly and low- cost technologies. Main areas of focus at PKVY in promoting organic farming are :

1. Firstly encouraging the rural youths , farmers, consumers and traders to practice organic farming .

2. Implementation of latest technologies.

3. Utilising expert services from public agricultural research systems.

4. fulfilling the minimum requirement by organising atleast one cluster demonstration in villages.

Implementation of the scheme:

PKVY is implemented in a time frame of three years in line with the PGS-India’s (Participatory Guarantee System) prescribed over a conversion period of 36 months from conventional farm to an organic farm. It promotes organic farming through a cluster approach in order to adopt PGS Certification. This certification allows farmers to certify their organic product, label them and market their products domestically.

Under the scheme the cluster chosen for Organic Farming shall be 20 ha or 50 acres and total financial assistance available for the same would be maximum of Rs.10 lakhs for farmer members , Rs. 4.95 lakh for mobilization and PGS Certification with a subsidy ceiling of one hectare per farmer. Also atleast 30% of the budget allocations need to be earmarked for women beneficiaries/ farmers. There are approx.315 regional councils active under the scheme. Around 8.89 lakh farmers are associated with the Paramparagat Krishi Vikas Yojana, and around 5.31 lakh hectares of area is under organic farming in the country.

Institutional framework:

National level implementation:

PKVY is being implemented by the Organic Farming cell of the Integrated NutrientManagement (Division) of Department of Agriculture; Cooperation and Farmers Welfare (DAC&FW). National Advisory Committee. Members of the NAC committee Regional directors of regional centres.

State level implementation:

State Department of Agriculture and Cooperation has been implementing the scheme at this level with the involvement of Regional Councils that are registered under PGS- India Certification Programme.

District level implementation:

Regional Councils (RCs) within the district anchor the implementation of PKVY. A district may have one or multiple Regional Councils that are legally registered under Societies Act or Public Trust Act.The Collector or the Magistrate can play a major role in motivating farmers to adopt organic farming.

Global impact of the scheme:

The global impact of the scheme could be significant in several aspects:

India making a shift towards organic and sustainable farming practices could serve as a breakthrough for other countries looking forward to address environmental concerns and promote sustainable agriculture. It can contribute globally by reducing the environmental impact of agriculture, including greenhouse gas emission by rejecting usage of chemicals. Contributing to global food security as we adopt sustainable practices. The emphasis on traditional and indigenous farming practices can contribute to the preservation of biodiversity by promoting diverse crop yielding .The production of organic and environmental friendly products through the skin could open new market opportunities globally and may cater to increase the demand of sustainable products in the international markets. Increasing international collaboration can lead to fostering a global community dedicated towards a similar goal. Therefore, the Paramparagat Krishi Vikas Yojana can act as a role model to a sustainable agriculture on a global scale.

Redevelopment of Pavagadh Temple: Unfurling the civilizational glory after 500 years signifying Amrit Kaal.

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The old temple was restored by the Gujarat government in June 2022 when it unfurled the temple flag, built the “shikhar and kalash,” or superstructure and spire, and “amicably shifted” a dargah that had been built atop the temple.

The recent renovation of the 11th-century Kalika Mata Temple complex in Pavagadh, Gujarat, has emerged as a significant topic ahead of the Gujarat Assembly Elections 2022. The Bharatiya Janata Party (BJP) government took the initiative to revitalize this historical temple, sparking discussions about cultural preservation and restoration. Let’s delve into the cultural and historical significance of the Kalika Mata Temple complex, the recent renovation efforts, and the broader implications for the region.

The Kalika Mata Temple, nestled at the summit of Pavagadh Hill in Panchmahal District, holds deep-rooted historical and religious significance. Dating back to the 10th and 11th centuries, this sacred site is an integral part of the Champaner-Pavagadh Archaeological Park. The temple is a prominent pilgrim center and a revered place of worship.

Champaner, the town where the temple is located, was once a kingdom ruled by the Rajputs in the 15th century. The temple is believed to house the toe of the right foot of Ma Sita, designating it as a Shaktipeeth—an important concept in Hinduism symbolizing divine feminine power. The temple complex, spread over 30,000 square feet, is structured over three levels, reflecting the architectural and cultural richness of the bygone era.

Despite its historical importance, the Pavagadh Temple faced various challenges that threatened its integrity. Natural weathering, lack of proper maintenance, and a growing influx of pilgrims took a toll on the structural stability of the temple. Additionally, the delicate carvings and sculptures were at risk of erosion, diminishing the visual and cultural impact of this ancient site.

Recognizing the need for intervention, various stakeholders, including heritage conservationists, local authorities, and cultural enthusiasts, came together to devise a plan for the rejuvenation of the Pavagadh Temple. The goal was not just to restore its physical structure but also to ensure its continued cultural relevance for future generations.

The rejuvenation of the Pavagadh Temple is a multifaceted endeavor that encompasses structural conservation, cultural revival, and community engagement. Several key initiatives have been undertaken to address the challenges faced by this cultural marvel.

The rejuvenation efforts at the Pavagadh Temple have not only safeguarded its cultural significance but have also had a positive impact on tourism. The meticulous restoration of the temple complex has attracted a growing number of tourists, both domestic and international, eager to witness the revival of this cultural gem. The increased footfall has contributed to the local economy, creating a sustainable model where cultural preservation and tourism coexist harmoniously.

The story of the Pavagadh Temple rejuvenation is a shining example of how collective responsibility and concerted efforts can breathe new life into our cultural heritage. Advancing cultural preservation goes beyond mere conservation; it involves actively engaging with local communities, fostering awareness, and ensuring that our rich cultural tapestry remains vibrant for generations to come.

The history narrates that, ‘500 years ago, barbarians damaged the Maa Kali temple in Pavagadh. They damaged the shikhar and broke into the Mahakali temple. No dhwaja unfolded, no shikhar rebuilt for five centuries.

The Prime Minister on this occasion said,. The spiritual and cultural grandeur of India is once again being rebuilt, whether it is through Kedar Baba’s Dham or Vishwanath Dham in Kashi. Every Indian is pleased of how New India, with its contemporary goals, is still embracing its rich history and identity with the same fervor and excitement as before. Together with our faith, these spiritual locations are evolving into conduits for new opportunities. As part of our magnificent journey, the Maa Kalika Temple in Pavagadh is being rebuilt. I bow at Maa Mahakali’s feet and offer you all my sincere congratulations on this occasion. Additionally, today’s event represents “Sabka Saath,” “Sabka Vishwas,” and “Sabka Prayas.”

As we celebrate the success of the Pavagadh Temple rejuvenation, it serves as a call to action for similar initiatives across the country. It reminds us that our cultural heritage is not just a relic of the past but a living, breathing entity that requires our unwavering commitment and responsibility. In doing so, we pave the way for a future where our cultural treasures continue to inspire, educate, and unite us across the diverse landscape of India.

Quantum Leap In Metro Rails Post 2014

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The past 10 years have been the golden age for India’s urban rail transit systems. Under the visionary leadership of PM Shri Narendra Modi and the central government’s push on infrastructure development and building smart cities, India’s metro rail sector has seen unprecedented growth.

India’s first metro rail system came up in Kolkata in 1984. It took 18 years for the next metro system to come up when PM Shri Atal Behari Vajpayee inaugurated the Delhi Metro in 2002. The third metro system came only after another 9 years with the Bangalore Metro in 2011. This was followed by the Gurgaon Rapid Metro in 2013. But since 2014, there has been a revolutionary expansion of metro rail to almost every major city in India. Under the Modi Government, on average about 3 new metro rail projects per year have become the norm, and there is data to prove it.

Currently, a total of 27 metro rail systems are operational, under construction or approved in India. Before 2014, just 4 cities had a metro system (Delhi, Gurugram, Bengaluru, Kolkata). As of January 2024, Metro rail is in operation in 16 cities – Delhi, Bengaluru, Ahmedabad, Chennai, Hyderabad, Mumbai, Jaipur, Kanpur, Kochi, Kolkata, Lucknow, Gurugram, Nagpur, Navi Mumbai, Noida, Pune. While 6 projects are under construction in Agra, Bhopal, Meerut, Indore, Patna and Surat. Among the various proposed projects, 5 have been approved for Bhubaneshwar, Gorakhpur, Kozhikode, Nashik and Trivandrum.

Before 2014, a total of just about 229 km of metro rail network was operational in the cities of Delhi-NCR (194 km), Kolkata (28 km) and Bangalore (7 km). In merely 10 years, the Indian metro rail network has witnessed substantial growth, with operational routes spanning 862.16 km, under-construction routes totalling 663.12 km, and approved routes amounting to 244.77 km. Notably, the metro systems vary widely in scale, from the smallest system in Kanpur covering 8.73 km to the largest in Delhi, boasting an extensive 347 km network. These statistics reflect the nation’s commitment to expanding and modernizing its urban transit infrastructure, addressing the increasing demand for efficient and sustainable transportation across different cities.

But what explains the strong contrast between the development of metro systems under the Modi Government versus the previous administrations? The answer can be found in the Metro Rail Policy 2017, which reflects the Modi Government’s vision and strategy for metro expansion.

The Metro Rail Policy 2017

In August 2017, the Modi Government approved the new Metro Rail Policy, emphasizing compact urban development, cost efficiency, and multi-modal integration. The policy aims to address the increasing aspirations for metro rail systems in various cities in a responsible manner. It introduces a significant avenue for private investments in diverse metro operations, making the Public-Private Partnership (PPP) component mandatory to qualify for central assistance in new metro projects. Mandatory private investment and the inclusion of innovative financing methods are imperative to meet the substantial capital requirements of high-capacity metro projects.

Increased Budget

Metro projects are capital-intensive. The majority of metro rail initiatives have received financial backing from the central government in conjunction with state governments, although certain projects have been independently funded by state governments or in conjunction with private partners. Therefore, the budget allocated for metro projects has been huge and gradually increased. It was ₹19,152 crore in 2019-20, ₹20,000 crore in 2020-21, ₹23,500 crore in 2021-22, and ₹23,875 crore in 2022-23. The policy further advocates for financial viability through measures such as multi-modal integration, last-mile connectivity, public-private partnerships, land value capture, and transit-oriented development. Additionally, it stipulates that metro rail projects must achieve a minimum Economic Rate of Return (ERR) of 14%.

Last-mile Connectivity

Considering the lack of last-mile connectivity, the new policy aims to address this issue by concentrating on a 5-kilometre catchment area around metro stations. States are mandated to include commitments in project reports, ensuring the provision of essential last-mile connectivity through feeder services, infrastructure for Non-Motorised Transport like walking and cycling pathways, and the introduction of para-transport facilities. States proposing new metro projects are obligated to outline, in project reports, the specific proposals and investments earmarked for the development of such services.

Urban Transformation

Noting that urban mass transit projects should not merely be seen as “urban transport projects” but more as “urban transformation projects”, the new policy mandates Transit Oriented Development (TOD) to promote compact and dense urban development along metro corridors since TOD reduces travel distances besides enabling efficient land use in urban areas.

Kolkata Metro vs Delhi Metro: A Case Study

While the Kolkata Metro commenced operations in 1984, its conception dates back to 1949-50, with construction starting only in the 1970s. Unfortunately, the project faced significant setbacks, prolonged delays and a budget overrun of 12 times, attributed to political interference, technical challenges, and bureaucratic hurdles. Despite its 40-year history, the Kolkata Metro has managed to establish only a 47.9 km network.

The Delhi Metro in contrast, which started only in 2002, consists of 10 colour-coded lines serving 256 stations, with a total network length of 350.42 km. It is India’s largest and busiest metro rail system and has become a lifeline for the national capital. It is the second metro in the world, after the New York City Subway, to be ISO 14001 certified for environmentally-friendly construction. The network received 35 per cent of its energy from renewable sources by April 2023, which it intends to increase to 50 per cent by 2031.

To avoid problems experienced by the Kolkata Metro, the Delhi Metro Rail Corporation (DMRC) was created as a special-purpose vehicle vested with autonomy and power to execute the large project which involved many technical complexities in a difficult urban environment within a limited time frame. Putting the central and state governments on an equal footing gave an unprecedented level of autonomy and freedom to the company, which had full powers to hire people, decide on tenders, and control funds.

The Delhi Metro model was a vision of the Vajpayee Government, and it has been adopted, modified and implemented by the Modi Government since 2014.

Viksit Bharat @2047

At present, India boasts the world’s third-largest metro network. Projections indicate that within the next 2-3 years, India’s metro network will surpass the operational length of the USA’s, claiming the position of the second-largest metro network globally. The daily ridership across the country’s metro systems has already surpassed 10 million and is expected to exceed 12.5 million within the next year or two. India is experiencing a significant uptick in metro ridership, a trend that is likely to persist as the metro systems continue to evolve. Despite being relatively young, with most systems under a decade old, India’s metros have been strategically planned and operationalized to cater to urban traffic demands for the next century. Early indications demonstrate this transition, with metro rail systems emerging as the preferred mode of commuting, particularly among women and youth.

PM Modi has given the clarion call to have a ‘Viksit Bharat’ (Developed India) by the year 2047, which marks the centenary of India’s independence. In our stride towards that ambitious goal, India’s expanding metro rail systems will play a pivotal role.

Redefining Global Leadership for Viksit Bharat: SAGAR, Neighbourhood First & Act East Policies

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In an ever-changing environment of international relations, India’s diplomatic journey unfolds with strategic evolution, commitment to regional stability and nuanced approach to new challenges. Shifting from a ‘Look East’ policy to a proactive ‘Act East’ policy with a ‘Neighbourhood First’ policy and ‘Security and Growth for All in the Region’ (SAGAR) initiatives jointly emphasize India’s role in shaping geopolitics. India has made remarkable progress in terms of its geopolitical landscape. The Prime Minister of India in the last ten years, has undertaken more than 130 visits covering 70 states around the globe. The idea of ‘Security and Growth for All’ along with efforts in developing the cultural linkages which has shaped the ‘Soft Power Diplomacy’ under the able leadership of Prime Minister Narendra Modi. All these factors have greatly contributed to developing and shaping the landscape of foreign policy of India.

Act East Policy: A Holistic Approach to Indo-Pacific Stability

The Look East policy, which began in 1991, has undergone major changes, including a focus on economic integration with Southeast Asian countries. This reflects a broad and comprehensive strategy that goes beyond economic interests to include socio-cultural cooperation and strategic dimensions. Recent developments such as the India-Vietnam logistics agreement promoting military cooperation demonstrate the emphasis on security of the Act East policy. This represents a departure from the purely economic orientation of the Look East policy, signalling India’s willingness to actively participate in the security architecture of the Indo-Pacific region. Policy changes align to address contemporary challenges and align with like-minded partners, as evidenced by India’s active participation in forums such as the Quad.

Economically, India’s ties with Southeast Asian countries have deepened, with trade reaching $131.57 billion in 2022-23. This economic integration will not only strengthen the bilateral relationship but also position India as a key player in regional economic dynamics. Strategically, the Act East policy highlights India’s commitment to the rules-based international order, particularly in fora such as the Quad, where maritime security is a key concern.

The South China Sea, a critical dimension in maintaining regional stability, underscores the strategic importance of the QUAD. Territorial disputes and militarization in this region by various nations, including China, Vietnam, Philippines, Malaysia, and Taiwan, highlight the need for cooperative measures. The Act East Policy positions India as a close ally of the Australia-UK-USA (AUKUS) alliance, contributing to efforts in overcoming challenges in the South China Sea.

India’s role in safeguarding vital sea lanes and chokepoints in the Indo-Pacific is emphasized, given its robust economy and naval capabilities. The Act East Policy aligns with India’s commitment to a rules-based international order, particularly advocating for the United Nations Convention on the Law of the Sea (UNCLOS) to ensure equal accessibility in the maritime domain.

(INDIA-ASEAN TRADE from 2017-2022)

India’s Trade with ASEAN2017- 182018- 192019- 202020- 212021- 222022- 23
EXPORT (USD Billion)34.2037.4731.5531.4942.3244
%Growth10.479.56-15.82-0.1934.433.95
IMPORT (USD Billion)47.1359.3255.3747.4268.0887.57
%Growth16.0425.86-6.66-14.3643.5728.64
TOTAL (USD Billion)81.3496.8086.9278.90110.4131.57
Source: (Department of Commerce, Government of India)

Neighbourhood First Policy: Prioritizing Regional Relationships

India’s historic ties with its neighbours underpin its “Neighbourhood First” policy, which reflects India’s desire to prioritize regional relations and foster an environment of mutual respect and cooperation. Originating from the Gujral Doctrine in the mid-1990s, this policy is a departure from the “big brother” mentality that recognizes asymmetries and supports policies of convenience and mercy. The policy gained momentum when the NDA government took office in 2014 and under the dynamic leadership of Prime Minister Narendra Modi took the unprecedented step of inviting all SAARC leaders, including those from Pakistan to the swearing-in ceremony. It represents a commitment to promote sustainability in the immediate environment. Credit lines totalling USD 14.37 billion have been extended to countries such as Bangladesh, Nepal, Sri Lanka, Myanmar and the Maldives, with a significant portion earmarked for connectivity projects. This financial and infrastructure support aims to build a mutually beneficial foundation for stability and prosperity.

The policy recognizes the important role of peace in South Asia for development, while stressing that strengthening relations with its neighbours is an immediate priority. This policy actively participates in regional diplomacy and promotes political communication through dialogue and common solutions to bilateral issues. It focuses on communications, economic cooperation, technological cooperation, disaster management, and military and defence cooperation. Initiatives like the Bangladesh-Bhutan-India-Nepal (BBIN) grouping and military exercises like Surya Kiran and Sampriti demonstrate India’s commitment to promoting strong ties and regional security. This policy reinforces India’s commitment to shared development and mutual prosperity.

SAGAR Initiative: An Approach to Maritime Cooperation

The Security and Growth for All in the Region (SAGAR) initiative announced by Prime Minister Narendra Modi reflects India’s commitment to boost cooperation in the Indian Ocean region. SAGAR’s vision is based on several pillars: security, capacity building, collective action, sustainable development and maritime connectivity.

  • Security: SAGAR prioritizes improving coastal security to protect land and sea areas. This is essential for maintaining peace and stability in the Indian Ocean region.

  • Capacity Building: Deepening economic and security cooperation is a key principle in promoting seamless economic trade and maritime security. The plan aims to create the necessary opportunities for sustainable growth.

  • Collective Action: SAGAR promotes collective action to combat threats such as natural disasters, maritime piracy, terrorism and emerging non-state actors. Joint efforts ensure a harmonious response to common challenges.

  • Sustainable Development: Sustainable regional development is a key focus that emphasizes cooperation between countries for mutual growth. SAGAR envisions a region where economic development is balanced with ecological sustainability. 5.

  • Maritime Relations: Trade with countries outside the coasts of India is an important aspect of promoting confidence, respect for maritime rules and peaceful settlement of disputes. SAGAR sees India as a responsible maritime actor contributing to global sustainability.

India’s Diplomatic Development: Strategic Realignment

In short, India’s diplomatic journey from ‘Look East’ to ‘Act East’ and simultaneous adherence to the Neighbourhood First policy and the SAGAR initiative represents a strategic realignment that prioritizes stability and cooperation. Share the prosperity. Policy East positions India as a key player in the Indo-Pacific region, proactively addressing the region’s challenges and opportunities.

In addition, the Neighbourhood First policy reinforces India’s commitment to maintain strong and respectful relations with its immediate neighbours. The SAGAR initiative provides an overall framework for cooperation in the Indian Ocean region with a focus on security, capacity building, collective action, sustainable development and maritime connectivity. These diplomatic initiatives serve as important examples as India navigates the complex dynamics of the global geopolitical environment. They highlight India’s adaptability to new challenges, its commitment to promoting sustainability and its evolving role as a responsible global actor. In an era where the Indo-Pacific region plays a pivotal role in global geopolitics, India’s diplomatic developments demonstrate India’s strategic foresight and commitment to regional stability and cooperation. As the Indo-Pacific becomes increasingly relevant in global geopolitics, India’s diplomatic developments serve as an important example to further shape the discourse on regional stability and cooperation and adapt to new challenges and opportunities.

Realising Atmanirbhar Bharat: The 2nd Largest Mobile Phone Manufacturer Globally

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With the Indian economy racing towards becoming the third largest in the world with its unprecedented growth in all its spheres, its digital footprint cannot remain behind. Mobile phones being the new tool to access not just the portal of knowledge, but also to network with the whole world need a newer vision and will to manufacture it within one’s own territory. Presently, 71% of the Indian population uses smartphones in India. Also, the average time that an Indian user spends on their smartphone in a single day is 4.9 hours. With the growing population, mainly the demand of the aspirational youth needs to be catered to with a Make in India spirit. How has India faired in this arduous endeavour of manufacturing mobiles in its domestic market space, what is its global impact, and what would be the road ahead is an interesting question to look into.

The Journey Embarked

India has come a long way in mobile phone manufacturing. We have seen local manufacturing increase over the years to meet domestic demand. In May 2017, the Indian government announced the Phased Manufacturing Programme (PMP) to promote the domestic production of mobile handsets. This initiative helped build a robust indigenous mobile manufacturing ecosystem and incentivised the players to build large-scale manufacturing. The PMP has successfully helped in nudging companies to move toward manufacturing from direct imports.

Today the telecom & allied industries are amongst the top employment generators in India. From just 3 mobile phone factories in 2014, India now has become the second largest mobile phone producer in the world. The target of the Union Government is to increase electronics manufacturing capacity to Rs. 24 lakh crore by 2025-26, which will also help create over 10 lakh jobs. India accounts for 30 million smartphone purchases every quarter, and this percentage keeps increasing multiple times a year. It also witnessed a sharp decline in the import of mobile phones at ₹600 crores during the first quarter of FY22, while it was as high as ₹3,100 crores during the same period in FY21.

In 2022, more than 98% of shipments in the overall Indian market were ‘Made in India’, compared to just 19% when the current government took over in 2014. We have also seen increasing local value addition and supply chain development in the country. Local value addition in India currently stands at an average of more than 15%, compared to the low single digits eight years ago. Many companies are establishing their units in the country for manufacturing mobile phones and components, leading to growing investments, increasing jobs, and overall ecosystem development. The government now intends to capitalize on its various schemes to make India a ‘semiconductor manufacturing and export hub’. In the future, we may see increasing production, especially for smartphones, as India aims to bridge the urban-rural digital divide and become a mobile phone exporting powerhouse.

The World is Using Made-in-India Mobiles

Exporting would be a far-off dream for a country that ‘just’ assembled mobiles a few years ago. Mobile phone exports in 2015-16 were near zero. Due to India’s flexible and accommodative policies and determined mindset, exports have crossed the $5-billion mark within seven months of FY23 and are estimated to be worth $9 billion in FY23. Also, the external conditions of major mobile manufacturers like China, Taiwan, and South Korea are seeing sluggish economic growth in the aftermath of the COVID-19 pandemic. This needs to be capitalised by capturing a substantial share of the market by increasing our capabilities. Honourable Prime Minister has said, “The world is seeing India with a ray of hope. India believes in taking everyone together.” This is India’s time; we must capitalise on it to build a sustainable and glorious future for our young generations. The world now recognises India’s technological strength and capacity; it’s time to sustain and concretise this perception.

Image Source: Research Unit, PIB, MoIB, GoI

The Promising Road Ahead

India envisions an ambitious plan to scale annual mobile manufacturing to $126 billion by 2025-26. Currently, PLI has approved production of over Rs.9,00,000 crore, which is a significant amount that can be put in the necessary capital. The Government’s dynamic policies, i.e., adapting with time and following a bar-bell strategy, will pave the way further for the mobile manufacturing industry. India’s heavy internal demand and the Government’s progressive plans are attracting FDI and interest from other countries; India is becoming the preferred destination for the world and is an emerging ‘ray of hope’. Booming mobile manufacturing is a critical step in India’s Digital revolution, a revolution that is changing every Indian’s life, transforming our way of life, and catering to the demands of the world by storm.

The mobile industry’s success story underscores India’s capacity to transition from being predominantly import-dependent to emerging as the key manufacturer of mobiles on the global level. As India establishes its status as a manufacturing hub for mobile devices, the “Made in India” tag has now become a co-terminus with quality and innovation. As these indigenous smartphones ascend to new heights, they symbolize a transformative journey towards economic growth, and technological prowess in the realm of mobile manufacturing.

How New India is Strengthening Global Defense Ties in Amrit Kaal?

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India’s substantial investment in defence prompts scrutiny amid diverse socio-economic challenges. While a robust defence is crucial, allocating significant financial resources raises questions. The vast border shared with seven neighbouring countries poses unique challenges, underscoring the synergy between the Army, Navy, and Air Force. In navigating evolving warfare marked by cyber threats and asymmetrical challenges, Paramilitary Forces face internal conflicts and political complexities.

India solidifies its global defence stance with a robust allocation of INR 5.94 trillion (USD 73.8 billion) in the 2023 defence budget, highlighting a steadfast commitment to safeguarding sovereignty. A noteworthy 53% of the budget is dedicated to personnel and pensions. Recognizing historical limitations in the public sector, a positive shift towards empowering the private sector in defence manufacturing and innovation is underway. Achieving a harmonious balance between fiscal prudence and a vision for a self-reliant, technologically advanced defence apparatus is pivotal for ensuring national security.

Present Scenario

India’s security journey reflects resilience and strategic brilliance, evolving from a defensive stance to proactive war prevention. It emerges as a global player, navigating nuclear debates, countering terrorism, and fostering crucial alliances. With diplomatic finesse, India stands as a beacon of socio-economic growth and a steadfast guardian of peace amid shifting global dynamics.

In the post-2014 era

India’s foreign policy has undergone a dynamic transformation, marked by a renewed vigour in global engagement. Strengthening ties with traditional allies like Israel, France, the UK, Japan, the USA, and South Korea, India has also ventured into uncharted diplomatic territories, building relationships in West Asia, New Zealand, and Australia. This diplomatic finesse, characterized by the policies of ‘Acting East’ and ‘Looking West,’ underscores India’s proactive and adaptable approach on the global stage. In the 21st century, India’s commitment to ‘India First’ positions the nation as a key player for a positive and impactful future in the international arena.

Strong Ties

India’s post-2014 global engagements depict a strategic ballet across continents, weaving diplomatic ties and fostering collaborations that underscore the nation’s expanding influence. The landmark Chabahar Agreement with Iran signalled a pivotal shift, fostering regional connectivity. Saudi Arabia’s highest civilian honour bestowed upon PM Narendra Modi solidified ties, exemplified by increased Haj pilgrimage quotas. Ventures into Doha emphasized economic collaboration in the hydrocarbon sector. Joining the Ashgabat Agreement diversified connectivity between Central Asia and the Persian Gulf. Engagements with Australia and New Zealand showcased a multifaceted global approach, from defence partnerships and strategic initiatives to supporting UN Security Council campaigns. Agreements like LEMOA and COMCASA with the US elevated India’s defence capabilities, while PM Modi’s ties with Russian President bring a geo-strategic dimension with the imminent induction of advanced S-400 Triumph missile systems. These diplomatic manoeuvres reflect a nuanced foreign policy, positioning India as a key player in the evolving world.

Following the Pulwama attack and subsequent air strikes, global leaders rallied in solidarity, spotlighting the success of India’s diplomatic initiatives. PM Modi’s personal efforts, coupled with India’s soft power and robust ties, establish the nation as a formidable force on the world stage.

Recent Policy Decisions for Capability Development in the Defence Sector

The recent policy decisions outlined by the Ministry of Defence (MoD) exhibit a strategic shift towards bolstering India’s self-reliance in defence. Key measures include the appointment of the Chief of Defence Staff (CDS) and the establishment of the Department of Military Affairs (DMA), signalling a proactive approach to military leadership. The imposition of a ‘negative list’ banning imports of 101 defence-related items and the augmentation of the FDI limit to 74% underscore the commitment to indigenization. Additionally, a focus on domestic procurement, innovation, and technology development, evident in earmarking 63% of the capital modernization budget for acquisitions from local sources, showcases a determined effort to boost the domestic defence industry. The ban on imports of 108 additional defence items and the overhaul of Ordnance Factories further emphasize the pursuit of self-reliance. While these reforms demonstrate a positive intent, a thorough review is essential to assess their implementation challenges and overall impact.

India’s pursuit of self-reliance in defence faces a challenge – balancing the need for operational readiness with the time-consuming process of indigenous development. The recent negative import lists signify a strategic attempt to navigate the complex balance, focusing on self-reliance while addressing immediate security needs.

The Prime Minister highlights the Defence sector’s key role in ‘Make in India.’ The DAP 2020, aligned with Atmanirbhar Bharat, focuses on design, indigenous content, innovation, MSMEs, and global manufacturing. Yet, balancing these goals with operational readiness in limited budgets requires careful consideration. Achieving success hinges on a strategic equilibrium between ambitious objectives and bolstering armed forces’ capabilities.

In recent years, India’s defence budget has ranged from 1.5% to 1.65% of GDP, constituting 13% to 14% of the Union Government’s expenditure. The capital budget, covering various defence aspects, is approximately INR 1.1 to 1.35 Lakh Crores or USD 15-18 billion. However, with around 90% allocated to committed liabilities, there’s a meagre amount available for armed forces’ modernization and capability development.

Industry Orientation to Future Battlefield

India’s pursuit of robust defence industrial base necessitates a comprehensive framework, considering various interconnected factors. The evolving nature of future wars in the subcontinent, with a shift toward cyber warfare, space, and AI-driven technologies, highlights the need for an adaptive strategy. Recent conflicts between Armenia – Azerbaijan, and Israel-Hamas conflict underscore this changing war-fighting landscape.

Joint military-industry efforts are crucial for future. Choosing between traditional and emerging technologies is key, with existing market saturation potentially hindering industry investments. Past research, like Delhi Policy Group’s “Informationised Warfare with Boots on Ground,” lay groundwork for future battle concepts. Aligning supply and demand, considering incremental export growth, is necessary. Crafting an updated capability development plan in line with indicative budgets is vital, given India’s planned defence spending of USD 130 billion over the next 7-8 years. Balancing capacities for efficiency are essential.


Planning India’s defence industry size is crucial to avoid monopolies or fragmentation. Learning from the US, consolidation fosters healthy competition. Recent concerns about major consolidation in the US highlight limited competition. Restructuring India’s Ordnance Factories, regrouping 41 companies into seven entities, is a positive move. Downsizing inefficiencies and regrouping streamline production. Privatization and partnerships enhance competitiveness and innovation in the industry.

CONCLUSION

The drive for self-reliance in defence, or Atmanirbharta, is a commendable goal, marked by increased collaboration with industry, defence export boosts, acquisition reforms, and R&D transformations. However, a pragmatic balance is necessary to ensure armed forces remain prepared for external security threats. The year 2023 proved pivotal for the Ministry of Defence (MoD), aligning with Prime Minister Narendra Modi’s vision for a strong, secure, and self-reliant India. Significant strides were made in ‘Aatmanirbharta,’ witnessing record defence exports and production highs. Border infrastructure strengthening, harnessing Nari Shakti, and prioritizing Ex-Servicemen Welfare underscore MoD’s commitment.

UDAN: Transforming Indian Skies, Connecting Destinations & Dreams from 74 in 2014 to 149 Airports in 2023.

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In January 2024, InterGlobe Aviation Ltd revealed that passengers pay Rs 5.48 per km for IndiGo flights, cheaper than Ola’s Rs 9/km. PM Narendra Modi expressed pride in making air travel more affordable than taxis, realizing the dream of connecting small towns with big cities.

PM Modi’s words underscore the remarkable 7-year transformation of India’s Aviation Industry through UDAN since 2016. In May 2021, a mere 21 lakh Indians took to the skies. Fast forward to December 2023, 517 routes have linked 76 airports, 9 Heliports, and 2 Water Aerodromes, providing affordable travel to over 130 lakh individuals in previously underserved or unserved locations. UDAN has brought a paradigm shift in the Indian aviation industry making it people friendly and less of an elite man’s domain.

The rise of Kolhapur, a Tier II city, attracting over 39,000 air passengers post-UDAN’s launch reflects India’s untapped potential. UDAN embodies inclusivity and the aspirations of New India taking flight. Beyond connectivity, UDAN fosters regional development which is echoed by an International Civil Aviation Organization report suggesting that improved air services spur a 3% economic growth and 6% employment rise.

Before 2015, a mere 65 airports were constructed over 67 years, averaging one per year. The focus was primarily on six metro cities, capturing 65% air connectivity and 61% air traffic. However, since 2017, 9 airports are constructed and made operational every year, redistributing 70% of the load to small and medium cities. The surge in air traffic has slashed airline operating costs by 12-13%, rendering air travel more affordable. It is mesmerizing to know that UDAN allows travelers to fly to and from remote airports such as Hubballi and Baldota in Karnataka, Burnpur in West Bengal, Darbhanga in Bihar, Hissar in Haryana, and Kannur in Kerala, to mention a few.

Going further UDAN, aligning with “growth through inclusion,” reduces urban-rural disparity, transforming the aviation sector from over-regulation to an open, liberal, and investment-friendly industry in India. Today the aviation industry witnesses growth in passenger, freight, and aircraft movement, paving the way for India to potentially become the world’s largest domestic civil aviation market in 10 to 15 years, as noted by Union Minister Jayant Sinha. The International Air Transport Association (IATA) anticipates India to surpass the UK and secure the third position in terms of Air travel by 2025.

Launched in 2016, this transformative scheme aimed to connect underserved and unserved airports in the country and has undergone several modifications in the past 7 years. Initially capping travel costs at Rs 2,500 for distances less than 500 kms, subsequent versions expanded connectivity. UDAN 2 launched in 2017 involved major players like SpiceJet, IndiGo, Jet Airways, Air India’s Alliance Air, and helicopter operators like Heligo Charters, Heritage Aviation, Pawan Hans, and Skyone Airways, enhancing accessibility to remote areas. UDAN 3 targeted hilly and remote regions, while UDAN 4 extended connectivity to islands. UDAN 5 was the one which helped in further liberalizing air travel by focusing upon Category-2 (20-80 seats) and Category-3 (>80 seats) aircrafts.

Apart from a superb connectivity scheme, UDAN is a unique collaborative model involving all stakeholders. While government-administered, it actively partners with states, airlines, and airports. Stakeholders contribute through monetary or non-monetary incentives, and the Indian government provides budgetary support for infrastructure.

The scheme’s intent becomes evident as airlines initiate operations on routes with limited immediate commercial viability, driven by their faith in the government’s collective efforts to bring prosperity. Airports have waived charges for parking, navigation, and terminal services. States have reduced VAT to 1%, offering electricity, water, and utilities at concessional rates. The Central government, through Viability Gap Funding, ensures profitability for airlines while reflecting a true spirit of ‘collaborative federalism’. The substantial Rs 1228 crores subsidy signifies the government’s dedication to making air travel accessible, swiftly propelling the common man towards their dreams.

UDAN encapsulates the logic that an increased connectivity will lead to the development of remote areas, enhance trade and commerce, and expand tourism. The major success of UDAN is the fact that it has attracted no litigation till date and all the differences between stakeholders have been resolved within the realm of the administrative framework on the premise of mutual trust and a zeel towards the betterment of India. Only a few government schemes can claim such a distinction.

Taking a step further, UDAN has also launched its versions of Krishi UDAN, Lifeline UDAN and International UDAN widening the scope of the scheme towards enhancing cargo logistics at high-potential airports for perishable agricultural produce, supply of medical facilities and connecting non-metro cities with international airports. For example, during the covid lockdown in 2020, Lifeline UDAN allowed airlines to participate in the shipment of medical cargo without losing time and to the satisfaction of health authorities at the Centre and states. An ability to fine-tune and adapt the framework to address new challenges is clearly a key strength of this policy approach.

A few years ago, inclusive growth in aviation would have sounded conjectural but today UDAN has not just given our aviation sector a new outlook but has helped in bringing in employment, improved ease of doing business, boosted the economy and led to a rise in domestic tourism.

In conclusion, while witnessing rapid growth in air traffic, the UDAN scheme’s significance is underscored by the fact that 95% of the country’s population is yet to experience air travel. With plans to operationalize 1000 new routes, introduce 100 airports, establish 10 water aerodromes and capacity enhancements, UDAN has provided us valuable lessons on inclusivity, collaboration, adaptability and resilience.

Mission Amrit Sarovar: Reviving India’s water wealth in Amrit Kaal

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In a country where water scarcity is a pressing concern, initiatives like Mission Amrit Sarovar shine as beacons of hope for a sustainable future. Launched on April 24, 2022, with the noble objective of conserving water for generations to come, Mission Amrit Sarovar embarked on a journey to develop or rejuvenate 75 Amrit Sarovars (ponds) in each district of India, totaling approximately 50,000 across the nation. Interestingly, surpassing the target was achieved in May 2023 and by December 2023, 68,500 sites were completed from 84,177 sites started. It shows the scale and speed of the Bharat in Amrit Kaal.

Vision and Objectives:

At the heart of Mission Amrit Sarovar lies a vision of holistic water conservation, community engagement, and socio-economic development. By focusing on the rejuvenation of traditional water bodies and the creation of new ones, the mission aimed not only to replenish water resources but also to create livelihood opportunities and foster community cohesion.

Implementation Strategy:

From its inception, Mission Amrit Sarovar adopted a “Whole of Government” approach, drawing participation from various ministries including Rural Development, Jal Shakti, Culture, Panchayati Raj, and Environment, Forest & Climate Change. Additionally, technical organizations such as Bhaskaracharya National Institute for Space Applications and Geo-informatics (BISAG-N) played a pivotal role in leveraging technology for effective implementation.

Key Features and Achievements:

People’s Participation: Central to the success of Mission Amrit Sarovar was the active involvement of citizens and non-governmental resources. Through initiatives like crowd funding and Corporate Social Responsibility (CSR) funds, communities were empowered to contribute to the conservation efforts, fostering a sense of ownership and responsibility towards water resources.

Infrastructure Development: The mission not only focused on water conservation but also utilized soil excavated from the water bodies to boost infrastructure projects. By engaging ministries like Railways and Road Transport & Highways, Mission Amrit Sarovar facilitated the efficient utilization of resources for the broader development agenda of the nation.

Livelihood Generation: Each Amrit Sarovar was envisioned not just as a water body but as a source of livelihood for the surrounding communities. Activities such as irrigation, fisheries, duckery, and water tourism were promoted, unlocking the economic potential of these water bodies and uplifting the socio-economic status of the local populace.

Cultural Significance: In line with the ethos of Azadi ka Amrit Mahotsav, Mission Amrit Sarovar celebrated India’s cultural heritage by incorporating elements like flag hoisting ceremonies on Independence Day. The association of freedom fighters, martyrs’ families, and Padma awardees added a layer of reverence and patriotism to the mission’s endeavors.

Challenges and Opportunities: While Mission Amrit Sarovar has made significant strides in water conservation, several challenges remain. Issues such as sustainable maintenance of the rejuvenated water bodies, equitable distribution of resources, and climate change adaptation call for continuous innovation and collaboration. However, amidst these challenges lie opportunities for further expansion and refinement of the mission. Leveraging emerging technologies like remote sensing and Geographic Information Systems (GIS) can enhance monitoring and evaluation efforts, ensuring the long-term sustainability of the water conservation initiatives.

Conclusion:

Mission Amrit Sarovar stands as a testament to India’s commitment towards water conservation and sustainable development. By harnessing the collective strength of government agencies, civil society, and technological advancements, the mission has not only replenished water resources but also rejuvenated communities and preserved cultural heritage. As we commemorate the achievements of Mission Amrit Sarovar, let us reaffirm our pledge to safeguard our precious water resources for the prosperity of future generations. Together, we can continue to chart a path towards a water-secure and resilient India. In the journey towards water conservation, Mission Amrit Sarovar is not merely a milestone but a beacon guiding us towards a more sustainable and prosperous future.

How Atal Innovation Mission is paving the pathway to a Viksit Bharat?

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Precisely! Atal Incubation Mission is a flagship initiative of NITI Aayog, Government of India, to promote a culture of innovation and entrepreneurship in Bharat. It was started in 2016 with a holistic approach to creating an ecosystem of entrepreneurship in universities, research institutions and private and MSME sectors. With 620+ startups incubated in AIC/EIC, 14,000+ jobs created, 150+ MSMEs empowered, 900+ events and 350+ training conducted, 500+ mentors and 350+ collaborated with, AIM continues to soar great heights. However, this isn’t the highlight of the initiative.

A vision to ‘Cultivate one Million Children in India as Neoteric Innovators’, the Atal Tinkering Labs fosters curiosity, creativity and imagination in young minds. It inculcates a design-first mindset, computational thinking, adaptive learning, physical computing, etc., to acquire a problem solving, tinkering and innovative outlook. Currently, Atal Tinkering Labs stands tall with 10,000 labs spanning 722 districts with more than 6,200+ Mentors of Change, 1.1+ crore students actively engaged in ATL and 16 Lakh+ innovation projects created.

Atal Tinkering Labs will pave the road for prosperity not only in Amrit Kaal but for Ananta Kaal. Here’s how they are doing it and its impact on the Nation –

  1. Atal Tinkering Labs: An idea – ATL as an idea itself inspires the change you want to see in a prosperous society driven by the youth. Deepali Upadhyay, programme director, Atal Innovation Mission, NITI Aayog, at a recent event said, “The 21st century skills, innovation, problem solving creativity are integral for our youth to imbibe for a successful future.” Thus, encouraging a positive change. Safe to say, the Tata, Adani and Pichhai groups don’t seem the Tata’s, Adani’s and Pichai’s don’t seem a rare goal but a more obvious outcome of the initiative.
  2. Youth-centric initiative – From classroom to the real world, ATL is a gamechanger for young trailblazers as the innovative ecosystem provides learning and activity-based teaching. Essentially, they are guided through certain stages:
    a. Research and ideation
    b. Problem identification & design thinking
    c. Solution technological development
    d. Proof of concept

Harnessing the power of youth is the trump card and this project is a testament to that. Young tinkers, Hannah Reethu Sojan, Anncila Reji, Annlin Bijoy, and Anjeleena VJ, class IX students at St Mary’s Convent Girls Higher Secondary School, Thrissur, built ‘Smart Goggles’ that helped visually challenged students in their school. Built with an ultrasonic sensor that triggers a buzzer after identifying obstacles in its way, this project enables them to be independent and confident. “From soldering to coding, we have learnt a lot in the tinkering lab in this one year,” as the students expressed their one-of-its-kind experience.

  1. Innovation and skill development – Children are provided with educational ‘do it yourself’ kits and equipment on – science, electronics, robotics, open-source microcontroller boards, sensors, 3D printers and computers. They are also provided with meeting rooms and video conferencing facilities that merge the gap between them, their mentors and other stakeholders. Ideas such as ‘Smart Car Parking System’, ‘Automated Smart Home Solution’, ‘Railway Accident Prevention System’, ‘RFID-based attendance system for students’, and Height measurement device, are celebrated.
  2. Mentors for Change – More than 6,200+ Mentors for Change guide the young innovators of India and provide them with expertise on a human centric design approach, computational thinking, physical computing, etc. Not only that, they also invest in them through various on-ground activities too, helping them to deliver only the best.
  3. The confidence of being an entrepreneur – Skills such as identification of cause, research on the cause, crafting problem-solving solutions, design thinking and many more help students create the perfect POC. These POCs can eventually be converted into full size business projects. Knowing ‘what’ and ‘how’ from a young age with the right exposure and knowledge system in place, equips them with the right entrepreneur skills that help the dream and vision of a self-sustaining economy in New India.
  4. Empowering Rural India – ATLs aren’t just limited to posh metropolitan and cosmopolitan cities but extend to rural and remote regions too, creating an equal opportunity for all. One such example that deserves a spotlight is the ‘Smart Farming System’ that addresses water scarcity and wildlife threats in Kerala. Created by Aswathy NG, Annliya Deepak, and Maria CJ, class IX students at St Paul’s CEHSS in Kuriachira, Thrissur. They also came first in the ‘Grand Student Innovation Showcase 2024’ event which commemorated a year of the first Public-Private Partnership (PPP) model of Atal Innovation Mission by NITI Aayog and OPPO India at St Paul’s CEHSS.
  5. Opportunities known and unknown at the ATL – Right from the ATL Community day that invites the community,the ATL innovation ecosystem, ATL School of the Month that encourages students to innovate on specific themes to ATL festival that promotes real problem solving and creation of innovative prototypes to ATL Tinkering and Innovation Marathon which is an annual nationwide challenge related to national importance, all of them lead to opportunities that are larger than life itself. ISRO adopting 100 ATLs across the country. Limitless opportunities await and young Bharatiyas are here for it.

‘Good’ is an understatement when you talk about Atal Tinkering Labs.
ATL has become a force to be reckoned with. Dr Jitendra Singh, Union Minister of State (Independent Charge) for Science & Technology; MoS PMO, Personnel, Public Grievances, Pensions, Space, and Atomic Energy, inaugurated the New Delhi Municipal Council’s (NDMC) Schools Annual Science Fair at NDCC Convention Center where he highlighted how ATL is fostering innovation amongst school children and expressed confidence that young innovators would contribute to making India a global tech hub by 2047.
New India isn’t just ready for Amrit Kaal but for Ananta Kaal. Swarnim Bharat is the making.

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