MoU between Indian Space Research Organisation and the United Arab Emirates Space Agency

The Union Cabinet, chaired by the Prime Minister was apprised of a Memorandum of Understanding (MoU) signed between Indian Space Research Organisation (ISRO) and the United Arab Emirates Space Agency (UAESA) for cooperation in the exploration and user of outer space for peaceful purposes.

The MoU would result in setting up a Joint Working Group with members from ISRO and UAESA, which will further work out the plan of action including the time-frame and the means of implementing this MoU.


Cabinet gives ex-post facto approval to the Amendments in the Constitution (Scheduled Tribes) Order, 1950 to modify the list of Scheduled Tribes (STs) in Assam, Chhattisgarh, Jharkhand, Tamil Nadu, Tripura and Puducherry

Location of tribes is important and is a potential questions in Prelims.

The following communities as per approved modalities were found to be eligible for their inclusion in, exclusion from and other modifications in the list of Scheduled Tribes:

 

Sl.No. State / Union Territory Inclusion / Exclusion / Rectification / Identification Community
1.
Assam
Inclusion
i) Boro, Boro Kachari,
Bodo, Bodo Kachari
ii) Karbi (Mikir)

 

2.
Chhattisgarh

 

 

 

 

 

 

 

Inclusion

 

 

 

 

 

 

 

 

iii) Bhuinya, Bhuiyan, Bhuyan
iv) Dhanuhar / Dhanuwar
v) Kisan
vi) Saunra, Saonra
vii) Dhangad
3.
Jharkhand
Inclusion
viii) Bhogta, Deshwari, Ganjhu, Dautalbandi (Dwalbandi), Patbandi, Raut, Maajhia, Khairi (Kheri)
ix)  Puran

 

4.
Tamil Nadu
Inclusion
 x) Malayali Gounder
xi) Narikoravan,
Kurivikkaran

 

5.
Tripura
Inclusion
xii) Darlong

 

6.
Puducherry
Identification (First Order)
xiii) Irular (including Villi and Vettaikaran)

National Capital Goods Policy (Draft) :-

Background:-

The Union Cabinet, chaired by the Prime Minister has given its approval for National Capital Goods Policy. This is first ever policy for Capital Goods sector with a clear objective of increasing production of capital goods from Rs.2,30,000 crore in 2014-15 to Rs.7,50,000 crore in 2025 and raising direct and indirect employment from the current 8.4 million to 30 million

What is Capital Goods:-

  • Goods that are used in producing other goods, rather than being bought by consumers.They are used to produce consumable goods.
  • “Capital Goods” sector comprises of plant and machinery, equipment / accessories required for manufacture / production, either directly or indirectly, of goods or for rendering services, including those required for replacement, modernization, technological upgradation and expansion.

The Policy:-

  • In a challenging global environment, India has earned the distinction of being one of the fastest growing economies in the world over the last decade. During this period manufacturing sector has exhibited a growth rate of ~7%, and has been a strong contributor to overall GDP growth
  • However GDP contribution of manufacturing at ~18% is still low when compared to other developing countries (25-35%). This promises a significant upside for manufacturing in the coming decades, provided the fundamental enablers to create a vibrant manufacturing ecosystem are in place.
  • Capital goods sector is extremely crucial for the development of the country’s economy for the following two important reasons:-
    • Capital Goods is considered as a strategic sector and development of domestic capabilities is essential from a national self-reliance and security perspective
    • Capital Goods sector has multiplier effect and has a bearing on the growth of user industries as it provides critical inputs, i.e., machinery and equipment to the remaining sectors covered under the manufacturing activity
  • The capital goods sector contributes 12% to the total manufacturing activity (which is about 15% of the GDP).The sector has grown at the rate of 15% per annum over the last decade.
  • Concerns:-
    • The capital goods component in industrial production has lagged in recent years due to slow pace of domestic demand leading to growing dependence on imports and following slow growth in the world economy.Further, in the globalized world and as trade barriers in the form of tariffs are reduced, not all capital goods manufacturers have been able to tap the global opportunity.
  • Vision and Mission:-
    • To increase the share of capital goods contribution from present 12% to 20% of total manufacturing activity by 2025.Become one amongst top 10 capital goods producing nations of the world.
    • To determine enablers and set mission for each enabler, complementing vision. For example enablers such as availability of Finance, Raw Material, Innovation and Technology (R&D), Skills Development, Productivity, Quality & Environment Friendly Manufacturing Practices (No Defect, No Effect), Exports (Share in the Global Markets), Domestic Demand, etc.
    • Creating an Eco-system for globally competitive Capital Goods Sector
    • Creation and Expansion of Market for Capital Goods Sector
    • Promotion of Exports
    • Human Resource Development development in this sector
    • Technology & IPR utilization and realizing the best of technology
    • Introduction of Mandatory Standards to safeguard the sector
    • Focus on SME Development which can empower and employ many

Highlights achievements/initiatives of Ministry of Law & Justice in last two years

Disclaimer-Special emphasis should be given to the highlighted keywords and few data.

Initiatives towards Ease of Doing Business

 

  1. To ensure speedy and fair disposal of commercial disputes, a new Act namely, the Commercial Courts, Commercial Division and Commercial Appellate Division of High Courts Act 2015 has been enacted by Parliament. It is Government’s endeavour to make India an investor friendly destination and enhance its ranking in Ease of Doing Business.
  2. The Arbitration and Conciliation Act, 1996 has been amended to make Arbitration as preferred mode for settlement of commercial disputes by making it more user-friendly, cost effective, leading to expeditious disposal of cases. This Bill was pending before the Government since 2003.

 Initiatives towards better management of litigation

 

  1. Draft National Litigation Policy is under formulation to make Government a responsible and efficient litigant. The Draft National Litigation Policy shall facilitate in bringing down unwarranted litigation.
  2.  For proper monitoring of the pending court cases of the entire Government of India, a web portal Legal Information and Management Based System (LIMBS) has been set up.
  3.  19 Law Officers (including AG/SG) and 34 ASGs in High Courts have been appointed. Fresh panels of Counsels were approved for Supreme Court/High Courts/Central Administrative Tribunals/Armed Forces Tribunal/District Courts/Armed Forces Tribunal.

 

Initiatives towards Minimum Government Maximum Governance

 

  1. Four Acts have been enacted to repeal the obsolete and redundant laws. In total the aforesaid four enactments have repealed 1175 Acts. This exercise was taken up after 14 years, earlier being taken up only in the year 2001.
  2. Major exercise for convergence of Tribunals to reduce the number of tribunals is being carried out. High level Inter-Ministerial Group has been constituted for consideration of the issue.

Initiatives towards digital India and e-Governance

 

  1. e-Governance and E-courts usage have started in Income Tax Appellate Tribunal (ITAT) leading to faster disposal of cases with less hassles to litigants. 
  2. Digitisation work of Appeals has been undertaken in ITAT. Once the digitisation work is complete, all the appellate records shall be accessible from any station and any appeal can be taken by e-court in any location.
  3. Web portal named LIMBS has been introduced for Centrally monitoring cases of UoI pending in various courts and Tribunals.

 

Initiatives towards Computerisation of Courts

 

  1. eCourts Mission Mode Project has been taken up for universal computerization of district and subordinate courts with an objective of providing designated services to litigants, lawyers and the judiciary.
  2. eCourts Phase-II projects aims at automation of workflow management, enabling the courts to exercise greater control in management of cases. This will also include installation of touch screen based kiosks, use of e-filing, e-payment and mobile applications and composite set of services through Judicial Service centres.
  3. Case status information in respect of over 6.11 crore pending, decided cases and more than 2.4 crore orders/judgements pertaining to District and Subordinate Courts are available online.

Initiatives towards Justice Delivery

  1. Appointment of Judges in higher judiciary has been undertaken.  86 additional Judges were made permanent, 51 new judges were appointed and appointment of another 170 is being processed.
  2. Judges’ sanctioned strength of the High Courts has been increased from 906 on  2014 to 1065 as on 2016. In the case of District/Subordinate Courts, the sanctioned strength has been increased from 17,715 at the end of 2012 to 20,502 in December, 2015.
  3. Department of Justice has been implementing a Centrally Sponsored Scheme for Development of Infrastructure Facilities for Judiciary. On account of concerted efforts by all stakeholders, the availability of judicial infrastructure for subordinate courts has increased considerably in the recent past.

Initiatives towards Access to Justice Projects

  1.  300 Paralegal Volunteers of Odisha, 400 Para Legal Volunteers of North Eastern States and 187 Para Legal Volunteers of J&K have been trained under the activities of State Legal Services Authorities.
  2. Legal literacy has been incorporated into National Literacy Mission Authority (NLMA) and activities have been started in States- 62 Districts of Uttar Pradesh and 31 Districts of Rajasthan.
  3. Helpdesks for Juveniles in Observation Homes have been established in Maharashtra.
  4. 50 voice based Legal Information Kiosks have been established in the State of Chhattisgarh and Jharkhand.
  5. 46 Legal Aid Clinics have been established in two most backward districts of Nagaland – Tuensang and Mon.

Other important initiatives

 

  1. 21st Law Commission of India has been reconstituted in September, 2015.  Chairman/Member has been appointed.
  2. The National Legal Services Authority (NALSA) has been constituted to monitor and evaluate the implementation of legal services programmes and to lay down policies and principles for making legal services available under the Act.
  3. More than 15.14 lacs Lok Adalats have been organized in the country since inception. More than 8.25 crore cases including cases pending in the courts as well as those at the pre-litigation stage have been settled in these Lok Adalats.
  4. Promotion of Alternate Dispute Resolution Mechanism through National Legal Services Authority (NALSA) at the national level and State Legal Services Authorities at State level.
  5. DoJ has taken up with all High Courts and Supreme Court for implementation of Incheon strategy to facilitate people with disability.
  6. Proper training to Judicial Officers in international best practices w.r.t. alternate dispute resolution, quick and easy entity structuring, restructuring, incorporation, evolution and exit, tax reforms in the light of Make in India and Start-up India.
  7. Process Re-engineering (PR) exercise taken up to modernize the existing processes and procedures and introduce new processes and procedures to expedite disposal of cases.
  8. 101 Legislative Bills were introduced in the Parliament. 75 Bills have been enacted into Acts and two constitutional Acts were enacted.
Incheon Strategy to “Make the Right Real”
  • 650 millions people with disabilities live in Asia and the pacific

Backgournd:-

Governments of the ESCAP region gathered in Incheon, Republic of Korea in 2012 to chart the course of the new Asian and Pacific Decade of Persons with Disabilities for the period 2013 to 2022. They were joined by representatives of civil society organizations, including organizations of and for persons with disabilities. Also in attendance were representatives of intergovernmental organizations, development cooperation agencies and the United Nations system.

The Incheon Strategy provides the Asian and Pacific region, and the world, with the first set of regionally agreed disability-inclusive development goals.

The Incheon Strategy builds on the Convention on the Rights of Persons with Disabilities and the Biwako Millennium Framework for Action and Biwako Plus Five towards an Inclusive, Barrier-free and Rights-based Society for Persons with Disabilities in Asia and the Pacific.

The Incheon Strategy will enable the Asian and Pacific region to track progress towards improving the quality of life, and the fulfilment of the rights, of the region’s 650 million persons with disabilities, most of whom live in poverty.

Noting that the World Report on Disability estimates that 15 per cent of the population experience some form of disability, which in the Asian and Pacific region equates to 650 million persons with disabilities,with 80 per cent living in developing countries.

Few Initiative in this regard:-

  1. Bali Declaration – On the Enhancement of the Role and Participation of Persons with Disabilities in the ASEAN Community.
  2. Busan Partnership-for Effective Development Cooperation adopted by the Fourth High-level Forum on Aid Effectiveness, Busan, Republic of Korea, which, inter alia, recognized the importance of international commitments on disability for forming the foundation of cooperation for effective development
  3. Beijing Declaration-On Disability-InclusiveDevelopment adopted Beijing Forum with the theme “removing barriers, promoting integration “
  4. United Nations Conferenceon Sustainable Development, entitled “The future we want”,  which was adopted by the Conference identified persons with disabilities and recognized their right to inclusion in measures that accelerate the implementation of sustainable development commitments

incheon

goals

Key principles and policy direction
The Incheon Strategy is based on the principles of the Convention on
the Rights of Persons with Disabilities:

  1. Respect for inherent dignity, individual autonomy, including the freedom to make one’s own choices, and independence of persons;
  2. Non-discrimination;
  3. Full and effective participation and inclusion in society;
  4. Respect for difference and acceptance of persons withdisabilities as part of human diversity and humanity;
  5. Equality of opportunity;
  6. Accessibility;
  7. Equality between men and women;
  8. Respect for the evolving capacities of children with disabilities and respect for the right of children with disabilities to preserve their identities

Target 1.A
Eliminate extreme poverty among persons with disabilities
Target 1.B
Increase work and employment for persons of working age with disabilities who can and want to work
Target 1.C
Increase the participation of persons with disabilities in vocational training and other employment-support programmes funded by governments

Target 2.A
Ensure that persons with disabilities are represented in government decision-making bodies
Target 2.B
Provide reasonable accommodation to enhance the participation of persons with disabilities in the political process

Target 3.A
Increase the accessibility of the physical environment in the national capital that is open to the public
Target 3.B
Enhance the accessibility and usability of public transportation
Target 3.C
Enhance the accessibility and usability of information and communications services
Target 3.D
Halve the proportion of persons with disabilities who need but do not have appropriate assistive devices or products

Target 4.A
Increase access to all health services, including rehabilitation, for all persons with disabilities
Target 4.B
Increase coverage of persons with disabilities within social protection programmes
Target 4.C
Enhance services and programmes, including for personal assistance and peer counselling, that support persons with disabilities, especially those with multiple, extensive and diverse disabilities, in living independently in the community

Target 5.A
Enhance measures for early detection of, and intervention for,children with disabilities from birth to pre-school age
Target 5.B
Halve the gap between children with disabilities and children without disabilities in enrolment rates for primary and secondary education

Target 6.A
Enable girls and women with disabilities to have equitable access to mainstream development opportunities
Target 6.B
Ensure representation of women with disabilities in government decision-making bodies
Target 6.C
Ensure that all girls and women with disabilities have access to sexual and reproductive health services on an equitable basis with girls and women without disabilities
Target 6.D
Increase measures to protect girls and women with disabilities from all forms of violence and abuse

Target 7.A
Strengthen disability-inclusive disaster risk reduction planning
Target 7.B
Strengthen implementation of measures on providing timely and appropriate support to persons with disabilities in responding to disasters

Target 8.A
Produce and disseminate reliable and internationally comparable disability statistics in formats that are accessible by persons with disabilities
Target 8.B
Establish reliable disability statistics by the midpoint of the Decade, 2017, as the source for tracking progress towards the achievement of the goals and targets in the Incheon Strategy

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  • Petrol in India is cheaper than in countries like Hong Kong, Germany and the UK but costlier than in China, Brazil, Japan, the US, Russia, Pakistan and Sri Lanka, a Bank of Baroda Economics Research report showed.

    Rising fuel prices in India have led to considerable debate on which government, state or central, should be lowering their taxes to keep prices under control.

    The rise in fuel prices is mainly due to the global price of crude oil (raw material for making petrol and diesel) going up. Further, a stronger dollar has added to the cost of crude oil.

    Amongst comparable countries (per capita wise), prices in India are higher than those in Vietnam, Kenya, Ukraine, Bangladesh, Nepal, Pakistan, Sri Lanka, and Venezuela. Countries that are major oil producers have much lower prices.

    In the report, the Philippines has a comparable petrol price but has a per capita income higher than India by over 50 per cent.

    Countries which have a lower per capita income like Kenya, Bangladesh, Nepal, Pakistan, and Venezuela have much lower prices of petrol and hence are impacted less than India.

    “Therefore there is still a strong case for the government to consider lowering the taxes on fuel to protect the interest of the people,” the report argued.

    India is the world’s third-biggest oil consuming and importing nation. It imports 85 per cent of its oil needs and so prices retail fuel at import parity rates.

    With the global surge in energy prices, the cost of producing petrol, diesel and other petroleum products also went up for oil companies in India.

    They raised petrol and diesel prices by Rs 10 a litre in just over a fortnight beginning March 22 but hit a pause button soon after as the move faced criticism and the opposition parties asked the government to cut taxes instead.

    India imports most of its oil from a group of countries called the ‘OPEC +’ (i.e, Iran, Iraq, Saudi Arabia, Venezuela, Kuwait, United Arab Emirates, Russia, etc), which produces 40% of the world’s crude oil.

    As they have the power to dictate fuel supply and prices, their decision of limiting the global supply reduces supply in India, thus raising prices

    The government charges about 167% tax (excise) on petrol and 129% on diesel as compared to US (20%), UK (62%), Italy and Germany (65%).

    The abominable excise duty is 2/3rd of the cost, and the base price, dealer commission and freight form the rest.

    Here is an approximate break-up (in Rs):

    a)Base Price

    39

    b)Freight

    0.34

    c) Price Charged to Dealers = (a+b)

    39.34

    d) Excise Duty

    40.17

    e) Dealer Commission

    4.68

    f) VAT

    25.35

    g) Retail Selling Price

    109.54

     

    Looked closely, much of the cost of petrol and diesel is due to higher tax rate by govt, specifically excise duty.

    So the question is why government is not reducing the prices ?

    India, being a developing country, it does require gigantic amount of funding for its infrastructure projects as well as welfare schemes.

    However, we as a society is yet to be tax-compliant. Many people evade the direct tax and that’s the reason why govt’s hands are tied. Govt. needs the money to fund various programs and at the same time it is not generating enough revenue from direct taxes.

    That’s the reason why, govt is bumping up its revenue through higher indirect taxes such as GST or excise duty as in the case of petrol and diesel.

    Direct taxes are progressive as it taxes according to an individuals’ income however indirect tax such as excise duty or GST are regressive in the sense that the poorest of the poor and richest of the rich have to pay the same amount.

    Does not matter, if you are an auto-driver or owner of a Mercedes, end of the day both pay the same price for petrol/diesel-that’s why it is regressive in nature.

    But unlike direct tax where tax evasion is rampant, indirect tax can not be evaded due to their very nature and as long as huge no of Indians keep evading direct taxes, indirect tax such as excise duty will be difficult for the govt to reduce, because it may reduce the revenue and hamper may programs of the govt.

  • Globally, around 80% of wastewater flows back into the ecosystem without being treated or reused, according to the United Nations.

    This can pose a significant environmental and health threat.

    In the absence of cost-effective, sustainable, disruptive water management solutions, about 70% of sewage is discharged untreated into India’s water bodies.

    A staggering 21% of diseases are caused by contaminated water in India, according to the World Bank, and one in five children die before their fifth birthday because of poor sanitation and hygiene conditions, according to Startup India.

    As we confront these public health challenges emerging out of environmental concerns, expanding the scope of public health/environmental engineering science becomes pivotal.

    For India to achieve its sustainable development goals of clean water and sanitation and to address the growing demands for water consumption and preservation of both surface water bodies and groundwater resources, it is essential to find and implement innovative ways of treating wastewater.

    It is in this context why the specialised cadre of public health engineers, also known as sanitation engineers or environmental engineers, is best suited to provide the growing urban and rural water supply and to manage solid waste and wastewater.

    Traditionally, engineering and public health have been understood as different fields.

    Currently in India, civil engineering incorporates a course or two on environmental engineering for students to learn about wastewater management as a part of their pre-service and in-service training.

    Most often, civil engineers do not have adequate skills to address public health problems. And public health professionals do not have adequate engineering skills.

     

    India aims to supply 55 litres of water per person per day by 2024 under its Jal Jeevan Mission to install functional household tap connections.

    The goal of reaching every rural household with functional tap water can be achieved in a sustainable and resilient manner only if the cadre of public health engineers is expanded and strengthened.

    In India, public health engineering is executed by the Public Works Department or by health officials.

    This differs from international trends. To manage a wastewater treatment plant in Europe, for example, a candidate must specialise in wastewater engineering. 

    Furthermore, public health engineering should be developed as an interdisciplinary field. Engineers can significantly contribute to public health in defining what is possible, identifying limitations, and shaping workable solutions with a problem-solving approach.

    Similarly, public health professionals can contribute to engineering through well-researched understanding of health issues, measured risks and how course correction can be initiated.

    Once both meet, a public health engineer can identify a health risk, work on developing concrete solutions such as new health and safety practices or specialised equipment, in order to correct the safety concern..

     

    There is no doubt that the majority of diseases are water-related, transmitted through consumption of contaminated water, vectors breeding in stagnated water, or lack of adequate quantity of good quality water for proper personal hygiene.

    Diseases cannot be contained unless we provide good quality and  adequate quantity of water. Most of the world’s diseases can be prevented by considering this.

    Training our young minds towards creating sustainable water management systems would be the first step.

    Currently, institutions like the Indian Institute of Technology, Madras (IIT-M) are considering initiating public health engineering as a separate discipline.

    To leverage this opportunity even further, India needs to scale up in the same direction.

    Consider this hypothetical situation: Rajalakshmi, from a remote Karnataka village spots a business opportunity.

    She knows that flowers, discarded in the thousands by temples can be handcrafted into incense sticks.

    She wants to find a market for the product and hopefully, employ some people to help her. Soon enough though, she discovers that starting a business is a herculean task for a person like her.

    There is a laborious process of rules and regulations to go through, bribes to pay on the way and no actual means to transport her product to its market.

    After making her first batch of agarbathis and taking it to Bengaluru by bus, she decides the venture is not easy and gives up.

    On the flipside of this is a young entrepreneur in Bengaluru. Let’s call him Deepak. He wants to start an internet-based business selling sustainably made agarbathis.

    He has no trouble getting investors and to mobilise supply chains. His paperwork is over in a matter of days and his business is set up quickly and ready to grow.

    Never mind that the business is built on aggregation of small sellers who will not see half the profit .

    Is this scenario really all that hypothetical or emblematic of how we think about entrepreneurship in India?

    Between our national obsession with unicorns on one side and glorifying the person running a pakora stall for survival as an example of viable entrepreneurship on the other, is the middle ground in entrepreneurship—a space that should have seen millions of thriving small and medium businesses, but remains so sparsely occupied that you could almost miss it.

    If we are to achieve meaningful economic growth in our country, we need to incorporate, in our national conversation on entrepreneurship, ways of addressing the missing middle.

    Spread out across India’s small towns and cities, this is a class of entrepreneurs that have been hit by a triple wave over the last five years, buffeted first by the inadvertent fallout of demonetization, being unprepared for GST, and then by the endless pain of the covid-19 pandemic.

    As we finally appear to be reaching some level of normality, now is the opportune time to identify the kind of industries that make up this layer, the opportunities they should be afforded, and the best ways to scale up their functioning in the shortest time frame.

    But, why pay so much attention to these industries when we should be celebrating, as we do, our booming startup space?

    It is indeed true that India has the third largest number of unicorns in the world now, adding 42 in 2021 alone. Braving all the disruptions of the pandemic, it was a year in which Indian startups raised $24.1 billion in equity investments, according to a NASSCOM-Zinnov report last year.

    However, this is a story of lopsided growth.

    The cities of Bengaluru, Delhi/NCR, and Mumbai together claim three-fourths of these startup deals while emerging hubs like Ahmedabad, Coimbatore, and Jaipur account for the rest.

    This leap in the startup space has created 6.6 lakh direct jobs and a few million indirect jobs. Is that good enough for a country that sends 12 million fresh graduates to its workforce every year?

    It doesn’t even make a dent on arguably our biggest unemployment in recent history—in April 2020 when the country shutdown to battle covid-19.

    Technology-intensive start-ups are constrained in their ability to create jobs—and hybrid work models and artificial intelligence (AI) have further accelerated unemployment. 

    What we need to focus on, therefore, is the labour-intensive micro, small and medium enterprise (MSME). Here, we begin to get to a definitional notion of what we called the mundane middle and the problems it currently faces.

    India has an estimated 63 million enterprises. But, out of 100 companies, 95 are micro enterprises—employing less than five people, four are small to medium and barely one is large.

    The questions to ask are: why are Indian MSMEs failing to grow from micro to small and medium and then be spurred on to make the leap into large companies?

     

    At the Global Alliance for Mass Entrepreneurship (GAME), we have advocated for a National Mission for Mass Entrepreneurship, the need for which is more pronounced now than ever before.

    Whenever India has worked to achieve a significant economic milestone in a limited span of time, it has worked best in mission mode. Think of the Green Revolution or Operation Flood.

    From across various states, there are enough examples of approaches that work to catalyse mass entrepreneurship.

    The introduction of entrepreneurship mindset curriculum (EMC) in schools through alliance mode of working by a number of agencies has shown significant improvement in academic and life outcomes.

    Through creative teaching methods, students are encouraged to inculcate 21st century skills like creativity, problem solving, critical thinking and leadership which are not only foundational for entrepreneurship but essential to thrive in our complex world.

    Udhyam Learning Foundation has been involved with the Government of Delhi since 2018 to help young people across over 1,000 schools to develop an entrepreneurial mindset.

    One pilot programme introduced the concept of ‘seed money’ and saw 41 students turn their ideas into profit-making ventures. Other programmes teach qualities like grit and resourcefulness.

    If you think these are isolated examples, consider some larger data trends.

    The Observer Research Foundation and The World Economic Forum released the Young India and Work: A Survey of Youth Aspirations in 2018.

    When asked which type of work arrangement they prefer, 49% of the youth surveyed said they prefer a job in the public sector.

    However, 38% selected self-employment as an entrepreneur as their ideal type of job. The spirit of entrepreneurship is latent and waiting to be unleashed.

    The same can be said for building networks of successful women entrepreneurs—so crucial when the participation of women in the Indian economy has declined to an abysmal 20%.

    The majority of India’s 63 million firms are informal —fewer than 20% are registered for GST.

    Research shows that companies that start out as formal enterprises become two-three times more productive than a similar informal business.

    So why do firms prefer to be informal? In most cases, it’s because of the sheer cost and difficulty of complying with the different regulations.

    We have academia and non-profits working as ecosystem enablers providing insights and evidence-based models for growth. We have large private corporations and philanthropic and funding agencies ready to invest.

    It should be in the scope of a National Mass Entrepreneurship Mission to bring all of them together to work in mission mode so that the gap between thought leadership and action can finally be bridged.