In a most welcome move, the Union Cabinet has decided to disallow the use of the red beacon on vehicles on India’s roads. Starting May 1, only vehicles on emergency services, such as ambulances, fire trucks and police cars, will be permitted the use of a beacon — from now, a blue-coloured one.
So-called dignitaries will no longer have the privilege of announcing their exalted status on the road by sporting beacons on their passenger vehicles. For this, the Central Motor Vehicles Rules of 1989 are to be amended, so that the Central and State governments lose the power to nominate categories of persons for the red-beacon distinction.
As a symbol of an assault on India’s over-reaching VIP culture, this is a good beginning. The flashing red beacon has become so closely associated with unchecked official power that in popular culture it is often all that is depicted to establish a character’s place in the hierarchy.
In fact, it is seen to be such a symbol of arrival in the country’s power structure that at a workshop for first-time MPs in 2009, one of the main demands made was that cars with red beacons be allotted to them. Such demands have also made its very denial a low-hanging fruit for regimes seeking to establish their street cred as men and women of the people. For instance, over the last three years, governments in Delhi, Uttar Pradesh and Punjab, each of a different political hue, have limited the use of the red beacon.
But to meaningfully begin to dismantle India’s VIP culture, doing away with status symbols such as red beacons is not enough.
For one, this accessory is just one category among privileges that maintain a colonial-era overhang on the country’s democracy, by publicly enforcing a subject-ruler separation. From pat-downs avoided at the security gate at an airport to a freer pass at the toll-gate on a highway, there are numerous ways in which the culture of entitlement is asserted.
Such visible reminders of a feudal separation apart, the power of official proximity is experienced by citizens most intimately while accessing government services — from getting a bed at a state hospital, or a seat for one’s child in school, to cutting the waiting time for, say, a passport or an Aadhaar identity proof.
To be, or to know, ‘somebody’ is far too often perceived as a requisite to getting one’s rightful due in a political economy of shortages, sloth and rent-seeking. To refresh Indian democracy, the state needs to stop protecting MPs who coast along on “don’t you know who I am” bullying. But yet more importantly, it must also reform procedures and the work culture to provide a level playing field to citizens to get what is theirs by right.
Take-away from the editorial-
- Few critical words such as-
- subject-ruler separation
- colonial hangover
- culture of entitlement
- feudal separation
- A Powerful statement-
- To be, or to know, ‘somebody’ is far too often perceived as a requisite to getting one’s rightful due in a political economy of shortages, sloth and rent-seeking.
- Internalize these words and sentences so as to use them appropriately.In exam one barely has 7-8 mins to answer a question, and it essentially acts as a constraint on writing good statements/critical words unless one has internalized it.
- It has been our core value that in order to write effective and good answer one need to inculcate good reading habits, but only reading will not help if the critical aspects/words are not internalized and reproduced in the exam in real time. To meet the quality standards of UPSC it is a must.
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.