Girmitiya Conference 2021

16-17 September, 2021 | Virtual

Event Report

The Girmitiya Conference 2021 was conducted virtually with the support of the Overseas Indian Affairs (OIA-II) Division of the Ministry of External Affairs, on 16-17 Sep. 2021. The conference’s overarching theme was ‘Changing identities, shifting trends, and roles’. Over the two days 38 speakers and over 70 participants debated and discussed the issues, contributions, successes and tribulations of girmitiyas across the world focusing on their history, identity formation, cultural preservation, and their evolving relationship with India. This was perhaps the first conference that brought together Indian descendants from 18 countries and provided a voice for them to express their views.

Inaugural:

83 participants

Shri V Muraleedharan, MoS External Affairs, India

Shri Muraleedharan welcomed the audience to the Girmitiya Conference 2021. He briefly highlighted the history of indentureship, the hardship faced by the the girmitiyas and the successes of their descendants today. He commended their maintenance of ties with India, their affection towards Indian customs, traditions and language. He also mentioned that their efforts and contribution to society in their home countries has not gone unrecognised as many of these countries celebrate them through the declaration of a public holiday or day. He then highlighted how India engages with the diaspora through the Pravasi Bharatiya Divas and many such other programmes. He concluded by wishing the conference success. The text to his speech is available here.

Hon Mrs Kalpana Devi Koonjoo-Shah, Minister for Gender Equality and Family Welfare, Mauritius

Hon Mrs Konjoo-Shah, a granddaughter of indentured labourers herself, said that the conference is important. She informed the gathering that her father was a Minister and a Member of Parliament, that she spoke in Bhojpuri at home, and that despite the success of her father she comes from humble belongings. She shared a brief history of indentureship to Mauritius and of sugar plantations, the right to go back to India being discouraged and the formation of Indian communities in her country. She explained that initially migrants had come from Pondicherry but in the later years they were brought from the Bhojpuri belt. The first migrants had entered Mauritius on 1 August 1834, and this wave would swell after the abolishment of slavery. She addressed themes like what makes you Mauritian? Who is a girmitiya? How did the term come to be? Finally, she explained the role that Indians have played in shaping Mauritius – either through the socialist model that Mauritius is based upon or through the many ways in celebrates Indian festivals. She said that as Mauritius is comprised on 60% Indians, their contribution and efforts do not go missed. She ended by her speech by reading out a moving poem by your forefathers written in Hindi about their time in Mauritius and their longing for their motherland, India.

Session 1: Making of the Girmit (Indentured) Diaspora

100 participants

Dr Bhugwan Singh, Head of Department of Surgery at the University of KwaZulu-Natal

The first slaves to South Africa came from India, largely from Bihar, Uttar Pradesh and Tamil Nadu, which Henry Pollack in his books goes to great detail in outlining. Dr Singh mentioned that Indians were isolated yet had to complete with the elite society. Despite all these hardships, Indians thrived. Indian merchants were treated as British Indians and enjoyed a better status than indentured Indians. He also quoted Chinua Achebe and said ‘lions need their own historians’, implying that Indians need to write their own history. Dr Singh in his presentation showed documents – a colonial number, a British India Passport (which the merchant class had access to, and thereby affording them great mobility and a head start) – the only documents to prove your identity and claim your Indian-ness. He then spoke about apartheid in Africa and claimed that Natal, where he lives, has faced much racism. He concluded by saying that the legacy of anti-Indian racism was legislated (disenfranchising Indians, restricting ownership of land and restricting migration to India) and that representations made to girmitiyas were rhetorical.

Junior Bacchus, Honorary Consul of India to St Vincent and the Grenadines

Following the abolishment of slavery, estate owners in St Vincent and the Grenadines (SVG) needed to find cheap labour. The year was 1845 and the Portugese and Chinese were first brought to SVG. They could not survive the conditions and many were dying. After giving a brief history, Mr Bacchus threw light on the fact that landowners did not treat Indians well. Around 1862 there was racism in the island, which led to riots. Yet, Indians who came to did a lot of good – many set up businesses, became doctors and lawyers, and traded across the island. Slowly, the population of Indians grew to 7000. The first Indian to become a Member of Parliament was Morgan in 1951. He pointed out that many Indians are choosing to migrate from SVG to the US, and their population is dwindling. Yet those who remain continue to be successful business people. Indians prefer to be entrepreneurs rather than work for a boss. In 2006, Mr Bacchus formed the Indian Heritage Foundation to bring together the energies and aspirations of the Indian community. He worked to officially recognise the Indian community through Indians days that are celebrated today. He shared a message that the Prime Minister of SVG shared with the Indian Heritage Foundation and recognised the efforts and contributions of Indians, calling them a “magnificent part” of the society.

 

Dr Kumar Mahabir, Anthropologist, University of Guyana

Dr Mahabir focused his presentation on a unique and often unspoken aspect on indenture – that of military migrants during indentureship: from the battlefields of India to the cane-fields of Guyana. He deconstructed the myth that not all migrants who came to the West Indies were unskilled. He began by giving an overview of the Sepoy Revolt in India, which the British claimed was largely unsuccessful. This mutiny took place at the middle of the indenture period. Through his presentation he tries to understand if some of the ex-soldiers of the Revolt legitimately migrated or secretly escaped to the West Indies in order to flee persecution for mutiny? He tapped into the memories of some of the descendants of these soldiers, as well as looked at literature.

The Revolt was sparked by Mangal Pandey and Rani Lakshmi-Bai of Jhansi. Dr Mahabir showed the audience a clip from Mangal Pandey. He estimates that 20,000 sepoys migrated to the West Indies, and elaborated on how he arrived at the figure. There was in fact a mutiny on board the ship to Guyana, and documents show that 23 to 30 men on the ship “possessed evidence of military training” and that their identity was carefully concealed. It is interesting to note that most of them are from Awadh. On another ship there were records of sepoys as well, and a Guyana newspaper carried a headline – ‘The Sepoys Have Come’. Most of them had to hide so they changed their name and downgraded their cast so that they could run away to these islands. It is for these reasons that Guyana became a hotspot of indentureship and the headquarters of the police in the West Indies. He also provides evidence of women warriors in Guyana, and links it to repeating the attack of Rani Lakshmi-Bai of Jhansi against British armed forces in Uttar Pradesh in 1857.

Session 2: Keeping Indian Culture Alive

85 participants

Appasamy Murugaiyan, Research Officer, Ecole Pratique des Hautes Etudes, France

Mr Murugaiyan spoke about indenture labourers in francophone countries and highlighted an important difference: in British colonies assimilation was never practiced while in Francophone countries assimilation was a general rule, either through language or through the conversion to Catholicism. The important take away here is that Indians lost their cultural identity in francophone countries. Importantly, 85% of descendants in francophone countries are of South Indian descendant – mainly Tamilian and Telugu. Mr Murugaiyan tries to understand how indentured labourers keep their language and culture alive despite the process of assimilation. Every diasporic community chooses identity markers and redefines them based on the emerging realities of its environment. Indian descendants face a challenge in that they have to pick between being Indian or identifying with a regional culture like Tamil, Telugu etc. Many descendants, Mr Murugaiyan claims, do not speak Tamil for example but still feel deeply for that culture. He took the audience through this research where he identifies 12 criteria of culture. In Malaysia and Singapore all 12 criteria are present and therefore have a direct relation to the preservation and transfer of culture where it can felt strongly. However, in Mauritius, Reunion, Martinique and Guadeloupe the number of visible criteria reduces and therefore the presence of Indian culture too is dwindling.

Deoroop Teemal, HSS Trinidad and Tobago

Mr Teemal focused his presentation on Trinidad and Tobago. He gave a few facts on the demographics of Trinidad and revealed that the Hindu population in Trinidad will face a decline if not actively preserved. He said Indian movies had a major impact on Indian culture. Some people among the community were attracted toward Creole culture, and a few others migrated or converted to other religions. By the 1950s Hindi was being taught in schools, and religious pujas were performed in Sanskrit. Bhojpuri and other local languages soon lost their relevance, despite some efforts in reviving them by locals. Indian cuisine remains the major aspect of Indian culture, such as paratha, curry, sabzi, kheer, laddoo and street food such as ‘doubles’. Doubles has perhaps become a national dish in Trinidad and Tobago! In terms of religion, he said temples and mosques are present across the island and Diwali has been declared a national holiday in the country. The Ram Leela tradition is very much alive and is performed in many villages in the islands. Other traditions have unfortunately died. Bollywood music has been very popular although it did to some extent kill local music, particularly Bhojpuri music. Since the declaration of the International Day of Yoga, there has been a revived interest in the practice of yoga and Ayurveda as well. The major challenge in keeping Indian culture alive is in maintaining cultural identity. The politics of the country has a major role to play particularly since the 1950s when ethnic politics has become popular. Since Trinidad’s independence, Indian culture was never a part of the national cultural scene, which favoured African cultural norms. This made saving and keeping Indian culture alive in the islands very difficult.  Since 2000-2015 there has been a slight shift in Trinidad to accept Indian culture more, although there is a lot more to be done to recognise Indian culture.

Padma Mythili Nanduri, Director NSKB Aneasthesiology Services Inc, Barbados

Ms Nanduri began her presentation by describing her own journey to Barbados and went on to give a brief historical background of the country. Barbados will become a Republic in November this year. She pointed out that unlike in many other islands, it was not necessary to bring indentured labourers from India. However, Barbados saw an influx of Guyanese and Trinidadians who came on their own will. There is a Hindu temple built in 1997 where all deities are kept to worship and were brought from Mumbai. Most Hindus do puja regularly and follow Hindu festivals like Holi, but are unable to preform all rituals on a larger scale due to restrictions placed in Barbados. On Sunday’s it is common for Indians to congregate at the mandir, follow strict Indian dress codes, perform puja, sing bhajans, learn tabla, and eat Indian food to keep their identity alive – this is despite many of them probably not even knowing where India is. The feeling of being Indian is that strong! She also elaborated that Indians do a lot of charity in Barbados. She said this is the same even with Indian Muslims in the country, who migrated from the Gujarat region.

Ashook Ramsaran, President Indian Diaspora Council Int’l, USA

Mr Ramsaran gave a brief background of the indenture system and showed pictures of the ships that brought Indians to the various islands, as well as the various documents they brought along with them. He mentioned second journeys to the UK, US, France, The Netherlands and other destinations. He mentioned that most descendants of indentured labourers were able to keep their culture intact, perhaps because of the distance and the longing to connect with India in any way possible – through masala, through respecting parents and elders, from celebrating festivals, and watching movies. He mentioned that Indian Embassies and the ICCR help in preserving the culture, particularly Hindi. Indians he believes learn to easily adapt and assimilate within societies helping them to achieve great success.

Session 3: Girmitiyas and India

75 participants

Dr Kirk Meighoo, Public Relations Officer, United National Congress, Trinidad and Tobago

Dr Meighoo spoke on ‘Girmitiyas and India: A Complex Relationship in Constant Flux”. He began by asking, are girmitiyas Indian? At what point do you lose your connection with the ancestral country? In his case, he has not, despite being the sixth generation Indian in Trinidad. There are small populations in countries like St Lucia and Belize where Indian culture is mostly lost. In Trinidad however, many Indians feel they are Indian despite others (post-1947 Indian migrants to Trinidad) making them feel like they are not. He says if we consider India as a collection of different cultural practices, then Trinidians Indians are very much a part of the Indic being. Trinidan Indians have built Indian villages in Trinidad, they don’t speak the language but have built authentic Indian villages. He said their consciousness has developed differently because the pre-partition culture is very much alive in girmitiya countries. His own perspective is that his roti and dal may not be the same but it is still authentically Indian.

What is girmitiyas relationship to India? He said most Indians are not aware that Indians live in Trinidad! And within the global context of slavery, indentureship is a minor part of history. He however, believes that this migration is central to world history. If the East India Company was the most powerful then this part of history must be important too. At independence however, there was an unfortunate move by Nehru. When asked about the situation of Indians abroad, Nehru declared that they have to decide whether they are Indian or nationals of those countries. Indians in Trinidad looked to protection from the Indian government, which was not reciprocated. This abandonment defined the relationship of girmitiyas and India. He pointed that Indian consciousness is somehow seen as racist and undermining and this prevents some Indian descendants from getting close to India. The same is not felt by Africans – they are free to feel as African as they wish to be.

He ended his presentation by comparing NRIs versus PIOs and feels that the Indian Government pays more attention to NRIs, despite PIOs being more connected to the Indic consciousness.

Ravi Dev, HSS Guyana

Mr Dev mentions that the past is not dead and this seen through features in Guyana. What is the called the coloniality of powers takes three forms – systems of hierarchy, systems of knowledge and conscious systems from which India and the ex-colonised world is still trying to extricate itself from. The most popular among these are race, where the white race is put on top. The feeling of Caucasian-ness needs to go if one wants an equal society. One must not forget that it was Indian capital that was used to build the colonies!

He said that interestingly girmitiyas disappeared from Indian national consciousness after the end of indentureship. Very few movies and academic papers in India work on the topic of girmitiyas. Indian politics also neglected girmitiyas and eventually, India became a mythical land and not a homeland. Girmitiya lands saw the second migration of Indians, reducing girmitiyas to minorities in the girmit countries.

He spoke about the rise of the BJP in India and the importance the government gave to Indian descendants. In particular, he acknowledged the role of late Sushma Swaraj ji in bringing girmitiyas to India and to experience the country. However, girmitiyas asked, ‘what is in it for us?’ He said it is time for India to define who is bharatiya or India. Maybe India should learn from the recently concluded African-CARICOM. Girmitiyas need to be granted a special relationship with India, rather than a second place platform, for all that the community does in maintaining ties with India and keeping its culture alive. Why did India (Bharat) not condemn the rigging of elections in Guyana? He said it disappointed the community by not doing so.

He ended his presentation by giving some recommendations: Bharat has to reciprocate what girmitiyas have done for India; there has to be a quid pro quo and Bharat needs to defend the needs and wants of girmitiyas; India today, does not have the respect of former African colonies because they ignored the security dilemma of local girmitiyas; NRI Indians do not socialise with girmitiya Indians and speak disparagingly of them – they view it as a village culture and ICCR should address this.

Vikash Ramdonee, Acting Rector, Royal College Curepipe, Mauritius

Mr Ramdonee began with his own family history of being a descendant of a girmitiya – he is the son of a farmer who was brought to Mauritius to convert soil to gold. The unique factor that distinguishes the Indian diaspora from the rest is that Indians are hard working. From the Mauritius perspective, India has protected the diaspora. However, it is time for the diaspora now to exert themselves globally. He asked: how can the diaspora help India? He suggests perhaps we should move away from this narrative and asks – how can the diaspora help each other? The diaspora has the responsibility to support other diaspora and should begin to focus on business, economy and development. It is perhaps time to stop romanticising India and look to the girmitiya community to build relationships.

Gabriel Pate, Retired Public Officer, Belize

Mr Pate is a third generation East Indian. His grandparents came to Belize in the last half of the 19th Century. Belize is the only English speaking in the region, and gained independence in 1981. Indians account for 3.5% of the population of Belize. Between 1851-1870 there was a large migration of East Indians to Jamaica. The story of the arrival and survival of East Indians however, is linked to the American Civil War. It was then that 100s of East Indians, called coolies, were brought to work in the cane fields and sugar mills of Southern Belize. India became a faint and distant memory to the East Indians. Indians lost their culture and took up English surnames like Williams, Pate, Jacobs. Most experts believe, from the remnants of the language that remains, early East Indians spoke Bhojpuri.

The East Indian contribution to the growth of Belize has not been acknowledged. Indians are only looked at as dark skinned people. The major problem facing East Indians in Belize today is intermarriage. Only about 5% of East Indians marry within their ethnic group, as about 50% of Indians are related to each other in Belize, given the small numbers. He predicts that in the next two generations, Indians (culture) will cease to exist in the country. Post-independent migrants from India to Belize, like the Sindhis, do not interact with East Indians.

East Indians pioneered the opening of Southern Belize in the 1960s, the military produced two former commanders of Indian descendants, many Indians are teachers in the primary and secondary schools, they are a major force in Methodist churches, they own bus companies, they account for 40% of mechanised rice production in Belize, and they have produced two government ministers over the past eight years. For a population of only 3.5%, Indian descendants have performed very well.

To maintain unity among the East Indians of Belize, Mr Pate established the East Indian Council. Through the Council he hopes to keep Indian culture alive. East Indians cannot loose their culture to another, cannot become a shadow to assimilation. He ended by quoting the Mexican Ambassador who visited Belize and said “you can take an Indian out of India, but you cannot take India out of an India”. Finally, he shared a moving poem he wrote titled “Kaala Paani”.

DAY 2

Session 1: The Burden of History

61 participants

Dr Kamala Lakshmi Naiker, Senior Lecturer, University of Fiji

Dr Naiker began her presentation by giving a short history of the migration of Indians to Fiji with the first ship – Leonidas. Between 1879-1960, some 60,000 indentures arrived in Fiji. For indentured labourers, life as a girmit was hopeless and full of uncertainty. She says there are two common tools in writing history that Fijians have used – the use of language, and constructing narratives. They have used the language of the coloniser and not Hindi to communicate their struggles to the wider world. This is the first burden. Writers have been trying to make their narratives as real as possible. The history of indenture from the beginning was that of suffering. Over the years, the girmit has contributed to nation building in India. She ended her presentation by saying that there is no doubt that the burden of history is felt (both in Fiji as being outsiders, and in India as being rejects), but one must celebrate the successes of the Indian descendants as well. She was sad that the Indian diaspora was forgotten after independence.

Karen Dipnaraine-Saroop, Activist, USA   

Ms Dipnaraine-Saroop spoke on the ‘Resistance, Resilience and Perseverance: A Case Study of Trinidad and Tobago’. She noted that 85% of migrants to Trinidad from India were Hindus and relied on their own memories to preserve Indian culture. Indians were regarded as strange and unwelcome intruders by the western influenced African inhabitants. The governing administration did not pay attention to the education of Indian children because the government believed they would return to India. Eventually, they sent their children to missionary schools and could become a teacher only if they converted to Christianity. Interestingly, many did not want to convert to Christianity as they wanted to preserve their ancient faith. It was only in 1982 that Hindu schools were allowed.  She highlighted how politics, economic oppression, proselytization, and race tensions presented challenges to keeping Indian culture alive. During this time, a transformation was happening within the Hindu community, who began to celebrate Diwali on a large scale. These celebrations brought different Hindu sects under one umbrella and introduced the Indian community to other communities in Trinidad. Mr Dipnaraine-Saroop took the audience on a journey through Trinidad and described how politics, economic oppression and race tensions presented challenges to keeping Indian culture alive.

Dr Nalini Moodley-Diar, Executive Dean, Tshwane University of Technology, South Africa

Dr Moodley-Diar focused her presentation on memory, identity and heritage through a visual or art history background. South Africa is a deeply divided society along the lines of race, language and gender, undermining any sense of tolerance and unity. As recently as August 2021 there were riots with chants “one Indian, one bullet”. She explored the works of Alka Dass, who uses stitching on doilies to thread together heritage and layers of memories. Patriarchy adds another layer of burden of history among Indian South Africans and their experiences in domesticity.  She also looks at the work of Sharlene Khan who explores the many women who committed suicide as the only way to get out of their problems, in her work ‘Drowning Durgas’. Her portrayal of Reshma Chhiba of women’s backs show the transformation of Indian women in South Africa and how they deal with their Indianness – from conservatism to modernism.

Session 2: Voices from the Indian Diaspora

70 participants

Anand Jayrajh, Attorney, South Africa

Mr Jayrajh mentioned that labour, slavery and indenture can be spoken of in the same breath and proceeded to give a brief history of indenture. Voices from the diaspora articulate both positives and negatives like discrimination, typecasting and racism. As the negatives have often been spoken about, Mr Jayrajh focused on the positives – the progress they have made, their hard work, dedication, and their will to succeed. In South Africa, the diaspora finds itself in a situation where they themselves have become a victim on their own successes. Emphasis on education, although important, is not the only common thread among Indian diaspora communities. He also highlighted the social cohesion programme of the South African government.

Ajay Chhabra, CEO Nukhut, UK

Mr Chhabra delivered a personal account of the work that his organisation, NutKhut does, as well as his journey of discovering Fiji through some objects he had collected from his grandparents. He traced his roots from Madhya Pradesh, and described his grandparents journey to Fiji from thumb print to stepping on Fijian soil. He spoke about his role as an actor and his quest for discovering his girmit identity and in preserving it. He also spoke about the work he does to highlight girmit experiences across the world.

Daljeet Maharaj, Secretary Fiji Hindu Society, Fiji

Mr Maharaj is a third generation descendant of an indentured labourer. He briefly described his family’s journey to Fiji from India. He visited India for the first time in 2017 under the the Know India Programme and discovered Indian descendants from other countries as well. He said girmitiyas are also known as jahajis in Fiji and were brought on 87 ships that transported 60,000 Indians including Hindus, Sikhs and Muslims. Indians brought with them Hindi, Telugu and Tamil, built temples, mosques and gurudwaras. Due to differences in dialects it went on to become Fiji-Hindi. He spoke about the work that the Fiji Hindu Society does and shared photos of the festivals celebrated, the chanting of mantras, and the acceptance of Indian culture by natives. He highlighted the achievements of Indians in Fiji – from producing a President, to soccer players and leaders in the culture sphere. He ended his presentation by talking about the challenges that Indo-Fijians face – from coups and insecurity, living in the informal sector, to preserving culture and sanskars and the ability to afford a decent living.

Session 3: Making of the Girmit (Indentured) Diaspora

57 participants

Virendra Gupta, Former Ambassador

Shri Virendra Gupta began his presentation by mentioning that India’s relationship with diaspora and vice versa wasn’t the same as before, like it is at present. It has evolved over some time. He highlighted three distinct aspects of diaspora i.e. the diaspora in the Gulf, the diaspora in developed countries, and the third is the Girmitiya diaspora. The Girmitiya diaspora’s feeling of warmth and attachment to India is unmatched as compared to the other two groups. Despite living very far away the Girmityas have been the most emotionally attached to India. He spoke in length about the movement of the Girmitiyas and how they were dispatched. Such hardships created a sense of brotherhood and solidarity amongst the Girmitiyas. This helped in creating a sense of a new identity. A very strong factor that held them together was their religion. The Girmityas believed and referred strongly to Ramayana and Hanuman Chalisa. Though they held very strongly to the Hindu identity the caste distinction faded when they moved to a new region, and religion indeed became a strong glue to bind them. Lastly, he recommended the role of the Indian diaspora community especially the Girmit community should be highlighted more when one talks about India’s soft power.

Ruben Gowricharn, Professor, VU University Amsterdam, The Netherlands

Dr Gowricharn focused his talk on girmitiya peasants. He filled the gap in literature on the evolution of the diaspora, particularly the transformation of girmitiyas from labourers to business or other fields. What are the distinguishing characteristics of the diaspora? For one they all belong to India, they formed ethnic communities, took their strong sense of religion and identity with them. They formed nascent labour communities on plantations and generally mixed to high degrees except for North and South India division. Suriname was the only country that had only North Indians so the division between North and South Indians was not felt. Women were a minority in all societies but played an important role. In Suriname access to land was practically unlimited as the planters went bankrupt. Indians in Fiji on the other hand had no access to land. He also spoke about the impact of Indian cinemas on the diaspora community. His main argument is that multiple homelands were developed due to migration, mixing of people, English (or local language) education.

Manoranjan Mohanty, Associate Professor, University of the South Pacific, Fiji

Dr Mohanty focused his presentation on Indians in Fiji and pointed out that Indians who arrived in Fiji were very diverse. They came from across India and spoke many languages from Tamil, Telugu and Hindi. Fiji was created as a casteless society and labourers gradually transformed from being bonded labourers to small farm holders. The diaspora was also diverse in terms on religion – Hindus, Muslims and Sikhs had migrated to Fiji. Over time, within Fiji, newer diaspora groups emerged such as the Tamil diaspora who created a space of their own. Architecture in temples also resemble these newer diaspora groups. Dr Mohanty mentioned that languages like Malayalam and Kannada have been lost.

Session 4: Keeping Indian Culture Alive

56 participants

Satish Rai , Director Raivision Films, Australia

Dr Rai shared his experience of tracing his roots to India and was able to visit some of the places his four grandparents are from. He informed the audience that he made a film on girmitiyas in 2019. Mr Rai believes that we can have multiples homes and identities and need not be restricted to one. He considers his Janambhumi to be Fiji, his Karmabhumi as Australia, and Matrabhumi as India. He finds his connection to India very strong as his ancestors belong to the country, and contents most from the diaspora feel the same way. In Fiji, the parents played a very important role in passing on their culture to their children. This is especially true in preserving languages like Bhojpuri and Awadhi that ICCR does not help preserve to as much an extent as Hindi. He mentioned that these languages are losing their popularity to Hindi. He also spoke about the role that religion, folk songs, festivals, wedding rituals and cuisine have played in keeping Indian culture alive.

Selwa Nandan, Secretary of Fiji Girmit Council, Fiji

Mr Nandan focused his presentation on what the Fiji Girmit Multicultural Centre is doing to preserve Indian culture. They have built schools and temples for which they had to make tremendous sacrifices. For that, the present generation is forever indebted to them. He said it is this that ties the present generation to their ancestors and therefore India. The Centre provides training to students at a nominal cost in language and dance among other aspects of Indian culture. Despite the ICCR suspending the support to the centre, it is still continuing and is the largest cultural centre in Fiji. He then spoke about the challenges that the centre is facing (many which were compounded by Covid-19) and the main being external funding.

Sarita Boodhoo, Chairperson of Bhojpuri Speaking Union, Mauritius

Dr Boodhoo began her presentation by singing a song from India’s first generation migrants to Mauritius. Indians have taken with them their culture no matter where they went. The first 36 girmitiyas came to Mauritius from Chota Nagpur and this created a community in Mauritius. Today, every Hindu family in Mauritius has a Tulsi plant in front of their homes and celebrate their Indian-ness with a lot of pride. There are many institutes in Mauritius that have been set up to promote Indian research and culture. In Mauritius, 27 Bhojpuri channels exist, and the joint family system still exists although it is slowly being replaced by a single family unit. She mentioned that dal, saag, katchori, biryani and mithai are the staple food, and that Bihar’s dal puri has become a fast food in Mauritius. She also mentioned that in Mauritius the Girmitiya Arrival Day is celebrated as a national holiday, as is Holi and Diwali. Most Indian villages in Mauritius have mandirs, a neem tree under which stories of Ramayana are told. The names of the descendants themselves are a testament to the fact that Indian culture is alive. Villages and towns in Mauritius are named after Indian villages and cities. Finally, she mentioned that folk songs have been declared as an intangible cultural heritage by UNESCO.

Session 5: Girmitiyas and India

60 participants

Pt Bhuwan Dutt, Pandit, Fiji

Pt Dutt began his presentation by giving a history of India and gave a brief history of the arrival of Indians in Fiji. He asked how many Indians in Fiji returned to India, and how many times has India enquired about the wellbeing of Indians in Fiji. He said that women were not spared on their arrival in these new lands and that bulk of the revenue from the farms fuelled British development. How have these workers been compensated? Thousands of workers lost a permanent connection to India. It is the duty of Indians to look after Indians. He ended is presentation by quoting from the Rig Veda.

Pt Dhunsanker Maharaj, Pandit, South Africa

Pt Maharaj mentioned that talking about girmitiyas is both painful and uplifting at the same. Painful because of the history associated with indenture and the hardships that were endured. Uplifting, because of the courage, determination and resilience that the indentured showed. South Africa as a society has been through tremendous hardship be it racism, segregation or apartheid. Indians had to remind the black South African that Indians had built hundreds of schools and conducted many sewa projects in black townships. This reminded them that Indians are driven by race. Pt Maharaj views the conference as keeping the girmitiya consciousness alive. He said that if you visit South Africa you will notice that Indian culture is thriving. There has also been a longing to connect with India as they viewed it as their motherland and call it Bharat Mata. South African Indians visit India regularly either to visit ashrams, temples, for shopping etc. The problem South Africa faced was that they did not have local Indian schools but instead had to attend Western, Christian schools. Because they were not given the opportunity to learn their history or the opportunity to learn their language, they were robbed of their heritage. Unfortunately, South African schools taught Indians that the White Man was perfect and superior. Therefore, the problem of conversion is also alive. Why is this a problem? Because slowly Indian customs are lost – the emotional bond with India gets lost, social habits change, clothing styles change, food habits change. They are Indians only by looks and eventually abandon their Indian-ness.

Dr Pavitranand Ramhota, Former Officer-in-Charge of Rabindranath Tagore Institute, Mauritius

Dr Ramhota made an important point in that despite the hardships faced by the indentured in Mauritius, there were elements of joy that was the consequence of by being Indian. Marriage for instance, became a high point not just for the marrying couple but also for the community as marriage was accompanied by celebration, song and dance. During marriage, the pundit performs ceremonial functions for the couple but today they are being adapted to suit the changing societies. The best example is that marriage is nowadays solemnised on weekends to ensure that family and friends can participate. The haldi (turmeric) ceremony today is followed by song and dance. In India turmeric is first applied to the feet, however in Mauritius it is first applied to the forehand and feet last. In Mauritius, unlike in India, the birth of the girl child was always celebrated. Caste has come to represent popular discourses. In Mauritius caste is still adhered to in some respects – surnames have disappeared as the first name became the surname making it hard to trace the caste. Caste has not been academically debated or studied in Mauritius. There is fear in Mauritius that talking about caste is like opening a Pandora’s box. He concluded that Indo-Mauritius society has evolved differently from India.

Rajan Nazran, CEO Global India Series, UK

Mr Nazran runs the Global Indian Series to understand what identity means for Indians. The Series tries to understand what it means to be a Person of Indian Origin (PIO) and has learnt that as a community we are often neglected despite all the work and contributions we have made. He briefly highlighted the work that the Global Indian Series has done in brining to the forefront the riots in South Africa against the Indian community in August 2021.

Session 6: Voices From the Indian Diaspora

54 participants

Dr Akshai Mansingh, Dean of Faculty of Sports, University of West Indies, Jamaica

Dr Mansingh’s presentation was visual and he was able to show the audience pictures from his own family’s archives and their journey to Jamaica. He showed the audience a photo of the Ramayana that was taken to Jamaica but was written in Urdu. Through these objects, Indian culture was kept alive. Indians in Jamaica have contributed to the national cuisine through curry, roti. In North Jamaica, Indian jewellery can be found and this was pedalled as a cottage industry from plantation to plantation. Indians engaged in rice cultivation and were active in cricket, perhaps even bringing it to Jamaica. The state denied religion and persecuted Indians by not allowing education and denying health. So much so that in Trinidad a temple had to be built on the sea to circumvent the ban on temples on land. For 400 years Trinidadian Indians were cut off from India – except for when the cricket team would visit West Indies. Interestingly the Indians in the West Indies would root for India and not West Indies! Many Indians who visited or studied in West Indies would belittle local Indians and look down upon them. Indians from India thought they were “cooler” than the local Indians. Today, Indian culture is seen during graduation ceremonies when graduates where sarees, there are no “one day Christians”, Indians are educated, “everybody a smaddy”, chutney music are common. Today the culture is so strong that when an airport opened in Trinidad it was opened with a Hanuman puja and not by the Trinity Cross. Trinidad has seven local Hindi radio stations that are played across the West Indies. Indian Arrival Day is also celebrated in Trinidad with the cultural exposé being completely Trinidadian. The important thing now is get children involved. Interestingly instead of eating on banana leaves, Indians eat on lotus leaves! He cautioned that India has a literate and a growing middle class, and the population is shunning their own language and are looking down at traditional values and culture, family units are becoming decentralised and Indians are no longer proud of their culture. India is a lesson for the West Indies: there needs to be a cultural (re)explanation and (re)education if we Indian culture is to be kept alive, as opposed to only retaining Indian names.

Vishnu Bisram, Political Scientist and Journalist, Guyana

Mr Bisram stated that voices from the Diaspora are about celebration, mourning, of tragedy and of the relationship with mother India or mother Guyana or mother Trinidad. Many from the diaspora are now twice removed from India having migrated to other countries within the Caribbean – to the US, UK and Europe. Most of the voices share a common complaint – the neglect from the Government of India. Hindi is under threat in Fiji and there is very little emphasis on reviving the language or even the culture in these countries. There is nothing to bring the diaspora together via the media or the Indian government– nothing (no platform) to discuss their needs, achievements and challenges. In India there is not much being done to support the girmit diaspora. Engaging with the diaspora is viewed as a burden as it does not bring in much revenue, and is therefore neglected altogether. He said few people care about persevering Indian culture, and India does not seem to be bothered either. There is a paucity of scholars in the diaspora on India. Girmit academics do not get funding for their research. Scholars who do exist focus on their community (like Suriname, Fiji, etc), but very few have travelled far and wide and researched on the girmit community as a whole. There is no journal that focuses on girmits, although Mr Bisram, Mr Ramasaran and Mr Rai (all of whom spoke at this conference) are working hard to launch a journal next month. He said the voices of girmits are voices of disappointment in India – they expect India to do a lot more than what is being done. He suggested there can be regional offices, there can be regional programmes and conferences, yearly meetings in Delhi, meetings in girmit towns rather than in capital cities where girmits do not reside. Perhaps there could even be a think tank that focuses on girmits in India.

Shadel Nyack Compton, Managing Director, Belmont Estate Group of Companies, Grenada

Ms Compton shared her experiences as an Indo-Grenadian. She began by sharing her story of being raised in a household with strong Indian values. Despite studying in the US, she chose to return to Grenada and take care of her farm, which was bought by her grandparents. Her estate celebrates Indian Arrival Day, hosted a museum that showcased India, and tries to replicate pickles from India. 2.2% of Grenada’s population is Indian, 13.3% of whom are of mixed descent. The St George’s University markets heavily to Indian students and lecturers so Grenada is seeing a new wave of Indian migrants. The first Indians arrived in 1857 – 85% remained in Grenada while others migrated to other countries, mostly to Trinidad. A de-cultural programme forced Indians to abandon their culture and religion. Grenada’s small size did not allow Indians to establish an authentic community like seen in Trinidad, Guyana etc. Post indenture, the Indian community really struggled to retain a strong cultural identity. However, they attained significant positions in agriculture, politics, business etc.

What Indian values do we see today despite the degeneration of its culture and heritage? Families still try to hold on to the values, and there are pockets of communities that still live in extended families. The culture of thrift and hard work is evident. Dishes like dal, roti, curry, bhajji are all common dishes in Grenadian cuisine. Many plants like moringa, mango, tamarind, turmeric were brought to Grenada. Music and dance are some influences that Indians tend to hold on to. The most popular influence however is probably cricket.

How does Grenada celebrate India? Indian Arrival Day has been officially recognised as a holiday since 2017; Indian Independence Day and Republic Day are celebrated with the raising of the tricoloured flag; Holi and Paghwa are celebrated; a bust of Mahatma Gandhi stands tall; and Grenada sends young people to the KIP to experience India.

She then spoke about the work that the Indo-Grenadian Heritage Foundation, which she established, does to ensure that Indian culture is represented on the national landscape. India on its part set up an IT Centre, helped in some infrastructure development projects, there is some bilateral trade between the two countries (although there is much more room for this). In 2019 PM Modi pledged that CARICOM will receive a billion dollars from India.

Session 7: The Burden of History

59 participants

Shamshu Deen, Researcher National Archives, Trinidad and Tobago

Mr Deen first defined the the ‘burden of history’ as “demands of all humankind a level of responsibility”, and then went on to quote Rudyard Kipling, who in the white man’s burden said one must care for the conquered. He threw light on documents, general registers, estate registers etc. This is how Indian names entered the mainstream Diaspora country’s documentation. These are the databases that family historians look into to trace roots and help relieve the burden of history. He then spoke about how the diaspora can be connected and said the best way is to find family in India. He showed the audience documents of two brothers – one who went to Fiji and the other to Trinidad. These two people were brothers and came from Faizabad district from India and belonged to the Brahmin caste. The burden of history is so strong that brothers was displaced and unless family historians trace their roots the connections remain lost forever. But problems in tracing roots exist – recruiters wrote wrong information, wrong addresses were given, and some stories of the motherland written by ancestors were falsified or romanticised and cannot be traced to an existing place. In short, he said family history is very important as it helps track migration, satisfies curiosity, provides databases used for other disciplines like economics.

Maurits Hassankhan, Senior Lecturer, Aton de Kom University, Suriname

Mr Hassankhan identifies three burdens of history – identity, position of Indians in their respective home countries (countries of destination like Suriname), and the relation that the diaspora has with India. First, is identity. He asks, are we Indian? Are we Hindustani? Are we Surinamese? Migration to Suriname was from North India, particularly UP and Bihar who spoke Bhojpuri, Maithili, Awadhi etc. Very few were acquainted with Hindi. As people came from different areas, they developed a new language called Hindoostani towards the end of the 19th Century to communicate with each other. When indentured labourers finished their contract they organised themselves into communities and called themselves Hindoostanis, and objected to the usage of the term coolie. He mentioned that on signing the contract, the indentured labourer became a coolie for the European – the term was used for Indian coolies, Vietnamese coolies, Chinese coolies etc. At the end of indenture, they became agriculturalists and therefore objected to the usage of the term coolie.

Dr Baytoram Ramharack, Professor, Nassau Community College, Guyana

Dr Ramharack is a third generation Girmitiya from Guyana, whose grandfather originated from Allahabad and crossed the kala paani in 1930. The mentioned three things that he thinks are very crucial – having a girmitiya university, establishing a database, and the need for a commission of inquiry.

A girmitiya university is crucial to unburden the diaspora from their past. It will provide a place of learning. It will also give a chance for the girmitiyas to write their own history as opposed to the history written by the victor (as proposed by Winston Churchill). The second, is establishing a database like the Indenture Labour Route Project. Documents, archives and artefacts are in terrible condition today and need to be preserved. The third is a need to have a comprehensive commission on inquiry, not to extract monetary compensation from the colonials, but to document the history, something like is done with slavery.

He then narrated a story: Trinidad was born through the independence movement; the leading political party was trying to seek support from countries including from India and was led by Mr Vincent Mahabir. But, the conversation of who Mr Mahabir was never came up. When the government asked him if he is Indian, he replied saying that he is West Indian. In doing this, he misunderstood identity politics. Indians in Trinidad are sometimes confused about who they are.

Valedictory

63 participants

H.E. Mrs S. B. Hanoomanjee, High Commissioner of Mauritius to India

H.E Hanoomanjee thanked the organisers for the invitation to speak at the conference. She mentioned that the theme of the conference is very sensitive given that Mauritius is a land of migrants. Indians came as early as 1730 from Pondicherry and Chennai as settlers, but mass migration began only in 1834, following the abolition of slavery and the institutionalisation of indentured labour. This marked the sad journey of exile across the Indian Ocean. This time, most migration was from the Bhojpuri belt of India.  when they migrated from the Bhojpuri belt of India. The recruiters of that time under British rule played their role in gyring away innocent indentured labourers who were the Girmitiyas. At that time, it was also an opportunity for the Girmitiyas to escape dire conditions of death and farming in India. However, given the high levels of illiteracy, many were misled about where they were departing for and the wages they would receive. This separation is one of the saddest chapters in human history. When the Girmitiyas reached their destination they were brought to work in sugarcane fields shouldering the burden of the economy of the British colony. They bear the burden of separation from their families and the indentured system was not based on a principle of equality and justice. Despite all the hardships they had to face the girmitiyas did not lose hope rather they persevered through blood, sweat, and tears. They contributed to what is today a prosperous Mauritius. The only great things girmitiyas brought with them when they came to Mauritius were their culture, tradition, art, and religion. They brought with them the sacred books of Ramayana and Bhagavad Gita. She noted that even the new generations of the Indian diaspora are actively upholding these values through socio-cultural groups. Mahatma Gandhi when he visited Mauritius in 1901 sowed the seeds of independence in the hearts of the indentured labourers. The descendants of Indian migrants played a crucial role in the emancipation and were largely instrumental in driving the liberation movement for our independence in 1968. Descendants of girmitiyas have come a long way. In the process of nation-building, there was no singular factor more important than the human capital for a small country like Mauritius. Mauritius has nurtured a close affinity with India both at the social and political levels. The High Commissioner paid special tribute to Prime Minister Modi for the highest respect given to the Indian diaspora by granting the status of Overseas Citizen of India (OCI) since January 2017. She also commended the Indian Government’s efforts in bringing people of Indian origin together by advocating the principle of ‘Vasudhaiva Kutumbakum’ – The World Is One Family – and work together in advancing shared values and promoting security, stability and prosperity. Mrs. Hanoomanjee concluded on a very positive note that the diaspora can act as vital agents for development as all the countries gradually move into the knowledge economy, the smart economy, or in the wave of the fourth industrial revolution.

Shri Sanjay Bhattacharyya, Secretary CPV&OIA MEA, India

Mr Bhattacharyya described India’s migratory journey as a “rich history of amazing accomplishments and many adversities”. After giving a brief historical background of indenture and of their condition upon arrival on new lands, Mr Bhattacharyya pointed out that Indian culture was not lost. In fact, despite being many oceans away, Girmitiyas were “strong adherents” of Indian culture, giving them a unique identity today. He mentioned that Girmitiyas have played a significant role in enhancing the stature of India abroad and that they are a part of India’s soft power. The steady presence of Indian diaspora has even given rise to Indo-Caribbean, Indo-Mauritius, Indo-African, Indo-Fijian, and Indo-Malaysian populations – many of whom constitute the largest ethnic groups in some countries. Mr Bhattacharyya highlighted the role that the diaspora has played in shaping their host countries as well as in India through philanthropy, knowledge transfers, investments in innovation and in assisting with development projects. He also commended the hard work and perseverance of the diaspora that helped them hold the highest State and Government positions in the Girmitiya countries, serve in pivotal roles, run successful businesses and other enterprises. Mr Bhattacharyya stated that the Indian government values its extended family, it pays special attention to their needs, recognises their unique status and desire for links with India for which the Government launched the portal, Rishta, which is aimed at the diaspora. Mr Bhattacharyya also highlighted the various schemes and projects that the Government has for the diaspora like the Know India Programme, the Scholarship Programme for Diaspora Children, the Bharat Ko Janniye Quiz, and the Pravasi Bharatiya Divas. Mr Bhattacharyya concluded his address by saying that the Government works to advocate for the growth and benefit of the diaspora under the maxim of 4Cs – care, connect, celebrate and contribute. The entire speech may be read here.

Making of a New India

Atmanirbhar Bharat is a buzzword which has caught the imagination off not just the entrepreneurial class in India but perhaps of every segment of society. To that extent, the governments approach towards self reliance has made a distinct impact and has appealed to one and all, but it must galvanise all stakeholders on the ground—that is, the industry, the policy makers and the bureaucracy, all of whom need to work in unison. And most importantly, the Indian consumer, whose pride in “Make in India” needs to be rekindled and be channelled towards encouraging the industry—much like how Germany, followed by Japan and later Korea and China, did. What is required now is to create an environment of collaboration rather than confrontation, to convert the re-industrialisation of India to a concrete goal.

The Indian MSME (Micro, Small, and Medium Enterprises) sector contributes to about 30 percent of the Indian economy and over 40 percent of the labour force. Numbering over 63 million enterprises, of which 99.5 percent fall in the micro and small category, it stands second in the world only to China.[1] This is thus an important sector requiring specific focus, especially in the manufacturing space, which by itself constitutes about a third of all enterprises. The Government recognises the need for the manufacturing industries to scale up and hence is creating incentives to bolster it. If we wish to achieve an USD 5 trillion economy in the next few years, the manufacturing sector will have to be upscaled, for which our policies should provide appropriate incentives.

Unfortunately, despite the fast pace of economic reforms that have taken place over the last six years, India is still saddled with a humungous quantity of restrictive laws which shackle economic growth. A whole host of regulatory mechanisms are akin to a millstone around the neck of the entrepreneur, which drags the industry down. Certain reforms, like the implementation of the Goods and Services Tax (GST), have come as a blessing, as in one stroke, the industry was freed from the yoke of the provision of laws such as excise, sales tax, octroi, Local Body Tax (LBT) etc., which were hindering every decision and transaction of business. But much more needs to be done, especially in terms of policy interventions. A study of the copper industry makes an interesting case for greater policy interventions to achieve the Atmanirbharta goals.

Case Study: Copper Industry

India has a copper demand of about 1 mtpa, of which 25% comes from scrap, mainly through the unorganised industry with weak/inadequate environmental and quality standards. Of the balance 0.75 mtpa demand, indigenous copper ore production serves about 5% of this requirement (owned by the PSU, Hindustan Copper) and the remainder has to be imported. Capacities available with both Hindalco and Vedanta are adequate to serve India’s entire demand for smelting & refining of copper. However, we need policy reforms to ensure India remains competitive in this field. This sadly is lacking.

India has FTAs with only a few countries from where the ore comes at 0% duty and the remainder comes from countries where duty levied is 2.5% (for copper, with a price of USD 8000-10,000/MT, the margin for a processor is only ~4% – rest is made by the mine/ore supplier). Roughly, India imports more than half of its ore in concentrate form at 0% duty and the balance by paying 2.5% duty

As India moves to e-vehicles, increased electrification, urbanisation and renewables, the demand for copper is expected to rise to 2 mtpa by 2030. Imports for additional copper ore will be from countries where we pay 2.5% duty, which means that about three quarters of India’s copper ore requirements will be sourced from countries where we need to pay duty. At the same time, India has FTAs with Japan, ASEAN and some other countries, and imports refined copper products from them at 0 % duty. Both Japan and ASEAN however, import copper ore mostly from FTA countries where duty is 0 %. In addition, almost 70% of India’s imports of refined copper, is now from FTA countries where duty is 0%.

This makes the Indian smelting and refining industry for copper uncompetitive with imported refined copper. As a result, Indian manufacturers using refined copper find it cheaper to import the product. This differential in pricing structures is a disincentives to the Indian corporate to invest upstream in smelting/refining capacity in India. To build these capabilities and attain self reliance upstream for this critical metal, Indian policy makers need to look ahead and make policies which incentivise the growth of indigenous capability. Without policy boosts, we will be unable to achieve the Prime Minister’s vision of an Atmanirbhar Bharat.

Case Study: Enabling Manufacturing- The Mittelstand Experience

The ‘Mittelstand commonly refers to small and medium-sized enterprises in German-speaking countries, especially in Germany, Austria and Switzerland. These firms are usually defined as enterprises with annual revenues of up to 50 million Euro and a maximum of 500 employees. It would be instructive to see how they achieved world leadership in their expertise areas. Post-World War II, the political leadership, bureaucracy, academia, and entrepreneurs were united by a common purpose of gaining leadership in technology and manufacturing—and that created the miracle. Japan and China followed suit as did developing nations like Korea and Taiwan. Two points stand out in the growth stories of these countries; one, manufacturing was enabled, not shackled; and two, growth was fuelled by the rapid scaling of the small industries into medium ones.[2] In contrast, in India, there was an antipathy to the development of and creation of wealth. This had much to do with the mindsets of the ruling establishment, both at the political and administrative level, which viewed wealth creation as an undesirable element in society, and so imposed regulations that controlled the growth of the manufacturing sector. This thwarted the efforts of our entrepreneurs, whose energies were diverted towards fighting the system, rather than in creating productive value. The government departments were in opposition to, rather than in support of, the Indian entrepreneur, which kept India down for the first half century or so after independence. A socialist mindset glorified poverty and looked at wealth with disdain. The political and bureaucratic class prospered at the expense of the common Indian who remained steeped in poverty. Private enterprise and initiative were all but killed, but crony capitalism grew by leaps and bound.

Since 2014, there has been a concerted effort to change things around, but a lot remains to be done, especially in terms of sensitising the bureaucracy and changing mindsets from exercising control and thwarting growth, to becoming facilitators for the India growth story. India still has a long way to go in this regard.

The Advantage of Scaling

The Mittelstand experience showed the advantage of scaling. Today, the larger corporates in India provide employment to millions of people across the country. The Tata Group and L&T, employ between them, over one million people. Add to this the employment provided by Infosys, Mahindra and Mahindra, Reliance Industries, Wipro, HCL, the Aditya Birla group and a host of private banks, and we come to realise the tremendous contribution of the larger corporate houses to the India growth story.[3] Yet, we continue to rave and rant at these powerhouses of development, rather than seeking to create an environment where the number of large corporate houses can double in a decade. We need a mindset change where the private sector is respected, instead of the other way around. This is where the jobs come from. This is what will create wealth for India. Moreover, the MSME’s too must be encouraged to grow. Scale is a virtue which must be cultivated, not an evil which is to be exorcised. Today, many of the MSMEs which started about 20 years ago, operate more as one-man enterprises, and their business model is floundering.[4] Imagine, if just a million of these enterprises had been enabled and encouraged to upscale to 50-500 employees, based on the Mittelstand model! This would have put India on the world map as a leading industrialised nation, eliminated poverty and unemployment and also reduced many of the social problems that India faces today.

Conclusion

India’s future does not lie in socialist policies which makes beggars out of Indians. We need empowering policies which create wealth and jobs, and which enable each and every Indian to stand on her or his own feet and not depend on handouts for sustenance. That is the India which will be truly Atmanirbhar. And that India can be created through a National Consciousness, to work together for a common cause.

Author Brief Bio:

Maj Gen Dhruv C Katoch is Editor, India Foundation Journal and Director, India Foundation.

References:

[1] https://www.livemint.com/news/india/msmes-the-growth-engines-of-the-indian-economy-11597923225239.html

[2] Samir Kaji, The Future of the Indian MSME and the Manufacturing Sector, India Foundation Journal, Vol II, Issue No 2, March April 2021, available at https://indiafoundation.in/wp-content/uploads/2021/02/March-April-2021-India-Foundation-Journal-1.pdf

[3] Employment stats are available at https://www.statista.com/topics/6583/employment-in-india/#topicHeader__wrapper

[4] Samir Kaji, Note 2.

Preparing a Digital and Future-Ready Workforce

Context

The future of work is unfolding fast. With rapid automation, digitalisation, and re-skilling, organisations are facing an unforeseen workforce challenge. The shelf-life of most skills today has halved, and they are predicted to be rapidly changing in the years to come. The existing organisation structures are no longer optimised to support the changes brought in by the fast-changing skills eco-system. The demographic profile of talent has also been undergoing fundamental changes—with an increasing preference for flexibility and empowerment in their work.

To this heady mix, the complexities of the pandemic were added in 2020. Business continuity was severely challenged which has led to a broad-based stress on jobs and employment. New ways of working like remote and agile were proven to work successfully, leading to more widespread and rapid adoption, while many existing practices around talent attraction, management, and retention are being questioned. All of these changes have super-charged workforce management and engagement into one of the key C-suite priorities today.

The ‘right talent in the right place and at the right time’ was always one of the key mantras to business success. Now, the definition of each of these three parameters has been extended in ways organisations had never thought of before. People are thinking differently about work, and we need to ready ourselves to a ‘brave, new world’.

Future Workforces

The signs had been around for a while – the digital enhancements in different industries, an increasing skills gap in talent globally, rising market volatility, and unique employee demographics. The 2020 pandemic only pushed these triggers and accelerated the need for a future-ready workforce.

According to the World Economic Forum Future of Jobs Study 2020, “85 million jobs may be displaced by a shift in the division of labour between humans and machines” by 2025.1

A closer look at the nature of skills being replaced reveals that higher-order human attributes like emotional intelligence, influence, empathy, and creativity stand irreplaceable even in the jobs of the future. Furthermore, even the best technology can be harnessed only when the employee using it is skilled enough. The future workforce is turning digital, distributed, and diverse. It is rapidly embracing the changes needed and discarding the old to make room for the new.

Having entered this new normal, it is clear that skills are the new yardstick to measure organisational success against. Organisations can no longer prepare for the workforce of the future using methods of the past. To analyse this in detail, we delineate each aspect of the future workforce and identify its changing trajectory from a skill-based lens in terms of three integrated dimensions: ‘who’ forms the right talent, ‘where’ they work, and ‘why’ they contribute to organisational success.

  1. Who:

The right talent is fast becoming available in a variety of forms and shapes – full-time and part-time workers, permanent employees and consultants/freelancers, on-site and fully remote staff, white-collar or blue/ grey collar gig workers, and retirees and independent contractors. This entire ecosystem of new types of workers arising because of digital enablement together form ‘digital employees’. While many of them may possess higher-order digital skills than their non-digital counterparts, it is not just the technology that sets them apart. It is what they can do with that technology and how they can deploy their skills – digital and more – beyond the traditional realm of work.

The changing composition of the workforce also creates increased possibilities and meets critical business challenges at the same time. A recruiter now only needs to focus on whether the talent being interviewed has the right skills needed to deliver the project – irrespective of his/ her preferences in terms of work arrangements, location, or time-zone. In fact, while overall full-time hiring had slowed down in India and globally during 2020, jobs were lost and unemployment averaged at 10%2, the parallel digital employment and gig economy grew to absorb a large chunk of this workforce.

Flexing It, an India-based platform for white collar freelancers saw a 20+% growth in flexible talent positions posted in FY20-21 as compared to the previous financial year indicating an increasing demand for non-traditional work structures and a focus on skill.

  1. Where:

2020 was also the year of remote work, forcing several organisations to embrace extended work-from-home (WFH) overnight. However, it is now clear that a hybrid approach to ‘where’ employees would like to work is the future. Several leading organisations like Novartis, Slack, and Twitter have announced a permanent option for employees to work from home.3 Many others have opted for a hybrid model, and the latest arrangement to join this trend is ‘work-from-anywhere’ (WFA).

Made possible due to greater confidence in work-from-home productivity during the pandemic-induced lockdown, as well as increased digitalisation of organisations and processes around data security, WFA breaks all barriers when it comes to talent attraction and management. When hiring for in-demand or niche skills, a recruiter no longer needs to be restricted to the local talent market or the full-time talent pool. This trend helps take employability and high-quality jobs to talent outside the metros and into Tier 2/3 cities which was a challenge earlier.

  1. Why:

The future workforce has a third dimension that is fast changing – and this is the ‘why’. Professionals entering the workforce today are driven by different and unique motivations. Young professionals are thinking about their careers more sustainably. Enjoying time with family or pursuing their interests, seeking flexi-working options, and participating in meaningful projects are important for them. Millennials and Gen Z workers also embrace organisations that give back to society and follow ethical practices. They want to be able to trust their employer “to treat them fairly in terms of pay, development, and conditions and in return are expected to reflect the culture of the company in their approach and behaviour.”4 Likewise, they expect greater empowerment in their work. Virtual working during the pandemic has also encouraged managers to move away from micro-management to outcome-linked performance management. Once again, digital tools like collaboration software, project management platforms, and productivity tools support this welcome trend.

Digitalisation has enabled organisations to look at talent pools cutting across geographies, age, and other traditional barriers. The workforce strategy of the new normal is driven by the CEOs and the business, with a conscious understanding that the right skills can take their business to its goals and help navigate the volatility better. Many talent decisions are now driven from the top – be it diversity and inclusion agendas, employee assistance, and wellness programs, to people analytics. In the next section, we take a closer look at some of the key drivers that are shaping this emerging picture of future workforces.

Drivers of the Changing Workplace

Having seen the workforce of the future from the lens of the new normal and how it is changing, it is important to understand what drivers have influenced and accelerated these changes. We talk about a few of these below:

  1. Technology

In a PwC survey of 10,029 members of the general population based in China, Germany, India, the UK, and the US, a third of people worldwide expressed worry about losing their jobs to automation and AI.5 However, while Digitisation, Virtual and Augmented Reality, and Robotics are indeed an immediate reality, we find that these technologies are creating newer jobs too. There is an urgent need to re-skill and constantly re-invent ourselves as well as our processes to ensure that more and more employees transition smoothly into sustainable job opportunities.

  1. COVID-19 Pandemic

The unprecedented conditions invoked due to the COVID-19 pandemic have accelerated several work trends that were already in the pipeline. According to the World Economic Forum Future of Jobs Survey 2020, the top business response to COVID-19 was acceleration of the digitalisation of work processes.6 Acceleration of automation of work tasks and implementation of up-skilling/ re-skilling programmes were other key responses that have influenced the workforce of the future to be more agile.

  1. Democratisation of work

The gig economy was already a key workforce trend with a large part of the population opting for it. The unexpected job market outcomes of 2020 drove a significant number of skilled and semi-skilled workers into the open market, who began exploring the benefits of the gig economy. This was further provided impetus by two significant trends:

  • Firstly, we see a vastly increased acceptance by organisations to deconstruct roles into skills and hire talent in the form of an independent consultant or freelancer. This was particularly true for highly paid white-collar gig roles. A recent survey by Flexing It reveals a definite increase in the quality and quantity of roles available in the professional gig economy in India. In the next 5 years, 35%+ organisations expect to have a workforce comprising >15% flexible talent and 90% of the projects that freelancers worked on were of strategic priority.7
  • Secondly, the emergence and scaling-up of effective on-demand talent platforms, that have democratised access to skills and effectively bridged the gap between the employer and the talent. These technology-driven platforms have effectively galvanised demand across white-collar, grey-collar, and blue-collar sectors.

According to the global study by Payoneer, India saw a massive 46% increase in new freelancers between Q1 to Q2, 2020, while emerging as the second-fastest growing economy for freelancers (160% y-o-y revenue growth) last year.8 However, this positive trend comes with its share of watch outs and opportunities to strengthen the gig and digital eco-system. We will discuss these in the next section.

  1. Changing demographic of the workforce

As discussed in the previous section, the changing mindset of the newer workforce is a key changing force in shaping the new economy. The demographics, career preferences, and courage to make sustainable choices that are displayed by the Millennials and Gen Z workers means that organisations need to adapt themselves to suit the career aspirations of this new type of talent.9

These drivers have created a fertile ground for the workplace of the future to emerge from. However, the challenges that had prevented these changes from taking shape over so many years, are still prevalent, especially in an economy like India’s. The Organisation for Economic Co-operation and Development (OECD) forum anticipates that given a very young working population, “the annual demand for new jobs in India is estimated at 12-15 million…with a shortage of between 4-7 million jobs each year.”10 While on the one hand companies finds it difficult to fill their vacancies with capable talent, on the other hand, multiple candidates are looking for suitable opportunities.

The skilling challenge is accentuated by a scarcity of effective technology and tools to bridge the gap between the job seeker, especially beyond the metros, and the job. Added to this the gender disparity of the job market. Women are paid 19% lower11 than their male counterparts for the same job, and the COVID-19 pandemic has only made it worse with the job losses higher amongst women professionals.

In South Asian economies like India, another roadblock that prevents the future-of-work changes from reaching the last mile is the lack of job formalisation. More than 80% of the South Asian workforce “is engaged directly in the informal economy and many more work as informal workers in the formal economy.”12 This prevents an equitable reach of any changes taking place in the order of work. Put together, we have a greater challenge at hand.

These and multiple other challenges have prevented the Indian economy from fully leveraging the new digital workforce. “In order to take full advantage of the employment potential of the digital economy, it is essential to improve and secure digital infrastructure to enable equal access to digital technologies and reduce the digital divide.”13

In the next section therefore, we look ahead at some of the actions we can take to overcome these challenges.

Enabling Change: How can India leverage the future workforce?

Jack Welch once famously quoted – “change before you have to”. The time is upon us when multiple drivers are pushing businesses from all directions to embrace change and adapt into a more agile, future-ready eco-system. However, to enable that this change is sustainable and effective, it needs to be looked at from a holistic perspective.

We analyse it from seven different lenses and what it implies for each of these stakeholders:

 

  1. Corporates
  • Large organisations today are in a strategic position from where they can drive the thinking around skills needed in the futureand the right mix of Traditional and Digital Employees to deliver these. We will still need human employees in a fully automated world – whether to use a technology or develop new ones. Organisations need to be able to map their digital strategy such that they are able to identify the skills needed in the future, constantly update this thinking, and ensure the workforce is getting the support needed to build these skills. These aspects are critical for an organisation alongside using the latest technology.
  • Another area where corporates can play a catalytic role is investing in technology that enables remote and digital workto take place seamlessly and democratically. Adopting technology and digitalisation for the sake of it, leads to short-term and unbalanced results. The pandemic accelerated the digital transformation and forced several organisations to adopt remote work technologies. However, the uneven reach of these reactive measures has impacted workplace productivity as well as inclusivity of different workforce categories. For example, a contract employee working on financial analysis would struggle to safely access confidential data while working from home if her/ his organisation previously relied on on-site data security measures alone. Proactively analysing which technological solution is critical and relevant to the business and industry is, therefore, a key imperative.
  • As we prepare for the future of workforce, the responsibilities of corporates extend beyond just their workplace and industry. They can contribute towards more effective up-skilling of talent entering the workforce. This can be achieved through structured partnerships with academia and skill development initiativesto ensure greater fitment of talent with future jobs and support increased employability in society as a whole. Currently, many corporates look at skill building from a CSR (Corporate Social Responsibility) lens. However, there is a significant business case for corporates in developing meaningful partnerships with higher education institutes. Niche and new-age skills like Big Data, Virtual and Augmented Reality, Quantum Computing, Meta Materials are still in nascent stages. By sharing practical know-how, supporting lab development, and partnering in curriculum design as well as faculty development, corporates that utilise these pioneering technologies can build student interest and capability in parallel and build a talent pipeline for themselves at the same time.
  1. Human Resources professionals and community

HR’s role is undergoing the biggest revolution in decades and the traits that will hold HR in good stead are bringing the outside in and a keen sense of business. The HR community can do this by developing new frames of thinking about core HR processes like Learning, Performance Management, Compensation – for new segments of the workforce. HR today needs to be open to new ways of working and managing a different type of talent – from full-time to part-time, from permanent to gig workers, and even expert advisors. Some of the key imperatives where HR can add immense value in years to come are:

  • How they access non-traditional talent in time to meet business demands?
  • How do they define fair pay for different workgroups?
  • How to ensure people practices meet a hygiene standard across all talent categories?
  • How is talent engaged and aligned to the larger organisational vision across boundaries of generation, age, and geographies?

Fortunately, digitalisation of HR processes has helped a great extent in making this new thinking a reality. Digital transformation is not about technology, it is about what people can do with that technology. For example, advanced HR management systems today can not only help HR and line managers plot what skills are available in the organisation but also identify which talent can be moved or quickly developed to occupy upcoming critical roles. Tools to fairly peg compensation of skills are now available for all segments of talent like full-time, contractual, and specialist advisors. Similarly, learning and development professionals believe that online learning portals have put self-development at the centre of employee engagement.

Considering that a “one size fits all” approach is no longer viable, HR also must learn to listen to people, their needs, and motivations in a more segmented manner. Defining a holistic Employee Value Proposition (EVP) that delivers an enriching experience to all segments of the workforce is the next important role for HR to play as we get future-ready. Every existing and potential employee should resonate with the EVP that HR creates. For example, some organisations have now adapted their Code of Conduct and employee policies to allow for employees to pick up part-time paid gigs in their free time, so that they can follow their passion like music or teaching. These forward-looking HR functions have identified the need for greater flexibility if they have to position themselves as employers of choice in this new world order.

Another role for HR professionals to play as we move rapidly into a new era of digital and distributed work is creating an inclusive culture that supports all groups of talent to perform, wherever they are. All people practices like hiring, learning, and development, performance management, succession planning, compensation, and talent management must accordingly adjust to enable a diverse workforce to operate in tandem with each other, together with achieving the larger vision of the organisation. As per research, diversity and inclusion brings greater innovation and superior business results. According to the 2020 McKinsey research, “Companies whose leaders welcome diverse talents and include multiple perspectives are likely to emerge from the crisis stronger.”14 Inclusion of these varied ideas means HR must build a safe environment for everyone to express their thoughts and bring their whole selves to work.

  1. Higher Education Institutes

Higher education institutes are the primary source of our intellectual capital. As the new normal hits, the students entering the workforce from our institutions, preparing them for the new ways of working becomes crucial. The half-life of skills is only 2 – 5.5 years15 and so by the time a student graduates and enters a workplace, some of the skills she/ he studied at university will become obsolete! The focus of these institutes therefore should be on enabling students to prepare for a different future of work & how they can navigate it. Thankfully, digitalisation has also democratised the learning and re-skilling landscape. Mass Open Online Courses (MOOCs) platforms like Coursera, EdX, and others have enabled learners across the globe to access best-in-class education from the comfort of their homes and at a fraction of the cost of a traditional university degree.

At the same time, a meaningful partnership between higher education institutes and corporates will lead to a win-win understanding of which skills are required for the corporates and developing the talent from the institutes. Structuring programs for corporates on how their leaders and HR can better manage blended and hybrid workforces is also a critical input that academia can provide.

Workers of all categories across India are finding that jobs increasingly require new and adapting digital skills and competencies. However, skill development is still catching up, creating barriers to gainful employment. Higher education institutes can address these challenges by designing out-of-the-box solutions like innovative apprenticeship-based skilling models. These could include fully digital programs in conjunction with industry, which help define how this could scale and map the skills of the future, ensuring higher employability of youth.

  1. Workforce partners & staffing agencies

Some of the largest private sector employers in India are staffing agencies like Quess, Teamlease amongst others. These organisations provide talent on contract to their clients and have a critical role to play in solving for India’s employment challenge. Workforce management and staffing agencies need to go beyond traditional manpower solutions and think about how they offer longevity in careers and skill building for the professionals they staff. They can also explore synergies with flexible talent portals to offer more opportunities for the community. Innovations like these in the industry can help advance the future readiness of the larger talent ecosystem.

Additionally, workforce service providers can consider designing equitable yet unique solutions for specific groups of talent. This can help create an optimised workforce.

  1. Government and Policymakers

As the future of work evolves and businesses go through a VUCA (Volatile, Uncertain, Complex, and Ambiguous) environment, the world will not be simple for workers either who must constantly struggle with job mobility and re-skilling to ensure their relevance in the ever-changing talent market. In a society like India, less than half the active working population have the digital skills required today.16 Even fewer will have awareness of re-skilling parameters and platforms, let alone the ability to pay for it themselves. As a result, the continued state support to encourage skill development and mobility through allocation of funds and/or offering financial incentives to corporates investing in skilling their workforce for the future will be a huge impetus.

There is also a need for government bodies and policymakers to develop guidelines in consultation with industry around the employment of non-traditional workforce like baseline benefits (insurance, medical, retirals), overtime, minimum pay, leave working conditions, etc. Governments across the work are “responding to the dynamic changes in the nature of employment. An example of recent policy intervention is the Freelancer isn’t Free Act in the United States.”17 This enhances protections for freelance workers, including the right to receive a written contract, the right to be paid timely and in full, and the right to be free from retaliation. “Another example is the European Commission’s Late Payments Directive of 2011.”18 India has also taken positive steps in this direction, through the three draft labour codes intended to benefit platform-based gig workers19. When enforced, it will provide the right to the Central Government and State Governments to notify schemes for such workers related to life and disability cover, health and maternity, provident fund, employment injury benefit, housing etc. Such legislation can go a long way in providing the necessary support structures and an equitable work environment for them to perform optimally.

Policymakers can further structural support and incentives for WorkTech platforms and other workforce partners which enable the digital employment ecosystem. Such platforms are helping bridge the gap that has traditionally prevented transparency between organisations and gig and remote talent – whether white collar or blue/ grey collar. Policy measures aimed at incentivising such platforms will democratise access to the digital workforce to a variety of opportunities.

  1. WorkTech and Gig Platforms

The Gig and Digital Employment economy is a rapidly growing and yet relatively new career choice for professionals in India. One of the biggest priorities for WorkTech platforms is to invest in enabling trust in this new model of employment and enhancing adoption. Strengthening the process of verification of candidates, a clear delivery process, and transparent compensation structures can help boost the Digital Employment ecosystem.

As independent workers, gig talent depends on their own initiative to build their skills and keep abreast with technical advances in their domain. WorkTech platforms are strategically placed to create optimised up-skilling initiatives for the gig workforce. By investing in the skilling and financial health of their community members, WorkTech platforms can contribute to ensuring a sustainable career for them.

Finally, WorkTech platforms can also play a significant role in this new normal by creating targeted support models for women professionals to enable them to get back to work. “Female job loss rates due to COVID-19 are about 1.8 times higher than male job loss rates globally”20 The pressures of working from home and managing childcare or virtual schooling fall greater on women.

However, with the increased digitalisation of the workforce and acceptance of remote working, this inequality can be reversed if more women are absorbed into the gig and remote talent framework. WorkTech platforms have a significant role to play here by increasing the diversity of gig projects and creating a larger pool of women talent. Their role in democratising access to suitable projects will remove barriers faced by women today and can help increase India’s Labour Force Participation Rate (LFPR) for women.

  1. Industry bodies

Associations and think tanks like CII, Assocham, and India Foundation have helped navigate the socio-economic thinking around key workforce trends over the years by asking the right questions to corporates, leaders, policymakers, and other stakeholders. Their continued efforts in this direction can enable broader change by sharing best practices and toolkits with the extended corporate community. By generating high-quality research and thought leadership on the future of the workforce, they can create the necessary awareness and pave the way for discussion and subsequent changes.

Industry forums can also play a unique role by facilitating partnerships between members to deliver solutions for Digital and Gig Employees. For example, Insurance companies can support the new gig sector by custom designing solutions with the support of flexible talent platforms. Such cross-pollination in a start-up culture like India can open up opportunities for new intermediaries/ ancillary services like “private insurance cover, training services, licensing help, credit providers and business support.”21

Other critical areas where industry forums can make a difference is enabling suitable corporate-academia or corporate-government partnerships towards skill-building and policy definition. They can decisively lead the thinking on core enabling mechanisms in partnership with members as we steer through the pandemic to take proactive measures towards skilling, job creation, and digitalisation. These measures will require sustained public-private collaboration at scale, which can be led by industry bodies.  

Conclusion

Today we stand at a defining moment in history. Amidst an unprecedented pandemic and an array of opportunities in new digital skills, we have the opportunity to look at the future from a new lens – one of change and renewal. As we look ahead, there is hope yet a need for caution. Our choices and decisions today will impact an entire generation, their livelihoods, and outlook. Herein lies the possibility to make a difference to tomorrow.

Fortunately, we have the right tools and the right mindset as a country. The Industrial Revolution 4.0 has led us to this exciting era where we can leverage humans and machines alongside. We have the ability to up-skill and re-skill our people in the latest technology, manage the best people practices, partner meaningfully with each other and create a society that uplifts every worker and supports their constant renewal in this ever-changing economy. Looking in the right direction, we can lead the narrative on the digital-ready future workforce.

Authors Brief Bio: Ms. Chandrika Pasricha is the Founder and CEO of Flexing It, India’s largest Tech-driven platform enabling the Professional Gig Economy and Ms. Vidhi Kumar is a Senior Consultant in Human Resources Management.

References :

  1. https://www.weforum.org/agenda/2020/10/top-10-work-skills-of-tomorrow-how-long-it-takes-to-learn-them/
  2. https://unemploymentinindia.cmie.com/
  3. https://www.forbes.com/sites/kristinstoller/2021/01/31/never-want-to-go-back-to-the-office-heres-where-you-should-work/?sh=41a4eb5a6712
  4. https://www.pwc.com/gx/en/services/people-organisation/workforce-of-the-future/workforce-of-the-future-the-competing-forces-shaping-2030-pwc.pdf
  5. Ibid
  6. Future of Jobs Survey 2020, World Economic Forum (http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf)
  7. https://www.flexingit.com/think-factory-report/crafting-a-strong-freelancer-proposition-are-organizations-ready/13/
  8. Payoneer study on Freelancing in 2020: An Abundance of Opportunities (https://explore.payoneer.com/en/report/2020-gig-economy-index/)
  9. https://www.hbs.edu/managing-the-future-of-work/Documents/Building_The_On-Demand_Workforce.pdf
  10. https://www.oecd-forum.org/posts/29977-india-inclusive-growth-and-the-employment-challenge
  11. https://www.livemint.com/money/personal-finance/what-is-gender-pay-gap-and-why-is-it-so-wide-in-india-11575356633900.html
  12. https://www.oecd-forum.org/posts/29977-india-inclusive-growth-and-the-employment-challenge
  13. https://www.ilo.org/wcmsp5/groups/public/—asia/—ro-bangkok/—sro-new_delhi/documents/publication/wcms_344607.pdf
  14. How Diversity & Inclusion Matter | McKinsey
  15. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/dttl-hc-english-opentalenteconomy.pdf
  16. Future of Jobs Survey 2020, World Economic Forum

http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf

  1. https://www.flexingit.com/think-factory-report/flexing-it-presents-some-key-trends-on-how-the-freelance-economy-has-been-shaping-in-india/4/
  2. Ibid
  3. https://www.mckinsey.com/featured-insights/future-of-work/covid-19-and-gender-equality-countering-the-regressive-effects
  4. (i) The Occupational Safety, Health and Working Conditions Code, 2020, (ii) The Code on Wages, 2019 (“Wage Code”), and (iii) The Social Security Code, 2020 (“SS Code”) (collectively referred to as (“Labour Codes”))
  5. https://www.flexingit.com/think-factory-report/flexing-it-presents-some-key-trends-on-how-the-freelance-economy-has-been-shaping-in-india/4/by 2025

Critical Technologies for a USD 5 Trillion Economy

Introduction

From technology flows wealth. Technology can thus play a major role in accelerating the Indian economy, but would require focus on attaining leadership in various niche technological fields. India is currently laying emphasis on technologies such as Artificial Intelligence (AI), Internet of Things (IoT), Additive Manufacturing, Drones, etc. This paper, however, looks at certain specific technologies on which India’s focus is either inadequate or absent. Emphasis needs to be laid on these areas too, else India will be left behind, once again, in the technological race.

India’s wealth, till about two centuries ago, was mostly acquired by selling technology driven products to the rest of the world such as cutting edge wootz steel (used for weapon making and making of the famous Damascus steel), high purity zinc, very large ships et al. It is also worth noting that 50% of entire Netherland’s textiles and 80% of its silk came from Bengal in the 17th century. Both textiles and silk are products of technology. India also had great capability in ship building, which literally was driving British shipwrights to starvation. To save its ship building industry, the British resorted to legislation to throttle and kill the Indian shipbuilding industry.

As per the archives of the British parliament, a petition of several ship-builders of Great Yarmouth was presented to the British parliament in February 5, 1813. The petition begged that letting India-built ships to compete with British ships “will render precarious the means of maintaining his Majesty’s navy, and especially of fitting out with dispatch, his Majesty’s fleets on pressing emergencies, and will thereby undermine that great bulwark of our independence and greatness as a nation.” Consequently, the first legislative act of 1813 prohibited ships below 350 tonnes from plying between the Indian colonies and the United Kingdom. That took away 40 per cent of Bengal and Surat built ships out of the lucrative India-England trade. The second Act in 1814 denied Indian-built ships to be registered as British, to trade with the United States and the European continent. This was the “atmanirbhar” steps taken by the British in the 19th century, to protect themselves from the onslaught of the superior Indian ships.

This one piece of technology, ship-building, clearly demonstrates the role of advanced technologies in the export basket of India, till about 18th century. It also underlines how technologically backward nations such as Britain, were able to claw into global technological leadership through a general policy of using a combination of regulations, standards and incentives to protect the domestic uncompetitive, technology-driven industries and to acquire technological competitive advantage. The above example amply demonstrates the role of government in ensuring that its domestic economy gains technological edge. Similar principles have been followed by all the advanced economies, including the USA, Japan, South Korea and China, among other nations of the world.

India has continuously missed “catching the bus” when it comes to industrial technologies. We either betted on too long-term a technology, or remained bystanders to new industrial technologies coming up, and then tried to play catch-up for the next few decades. Even when Indian industry was there at the right time, such as automobiles or television, we almost succeeded in throttling our domestic industry through poor policies, leading to near-death experiences. In other cases, such as the development of the Electric Vehicle (EV) industry and the associated battery industry, while the rest of the key economies globally unleashed a series of government policies towards the end of the first decade of this century, India simply watched. And now, we are playing catch-up in the EV industry, while being heavily dependent on economies such as China for key components and batteries.

What India needs is a dedicated institutionalised approach to acquiring technology. This paper focuses on a set of technologies that are economically critical for India, and on which more policy focus is required than what is being given currently. These technologies are in the cusp of disrupting existing industries and can potentially contribute to more than 5% of the USD 5 trillion economy that India wants to achieve in the near future.

Supersonic Transport Aircrafts

Supersonic passenger aircrafts are the next generation of passenger aircrafts, which will transform aviation. India can ill-afford to sit idle while others take the lead. Since the start of large-scale commercial aviation, the world has been pretty much stuck at commercial flights cruising at mach 0.8 speed. Crossing the sound barrier is a significant technological leap, given the myriad engineering challenges like managing turbulence, change in wing angles and the sonic boom. Due to the sonic boom impact on residential buildings and the nuisance value of the sound produced, the first successful commercial supersonic aircraft, the Concorde, was mandated to fly transatlantic, and was prohibited to have supersonic speeds while flying over land. Sadly, the Concordes were retired after flying for a little over 25 years. They were ultimately marred by a devastating accident, which contributed towards reduced profitability. The last flight took place in 2003, and the remaining Concordes were moth-balled and left at museums, as the operating costs exceeded the earnings.

However, there is a renewed interest now, globally, for supersonic flights, primarily due to time savings. Supersonic flight can cut down the travel time from say London to New York from 6.5 hours to a mere 3.5 hours. One could potentially, fly out in the morning from London to New York, finish work and come back to London before the day ends. Similarly, a Delhi-New York flight can be completed in 8 hours instead of the current 15.5 hours. And with further development of higher speed supersonic flights, these times can be further reduced. Such possibilities have led to a scramble for the development of the next generation of supersonic aircrafts, which are less noisy, more fuel efficient and faster than anything that we have seen earlier. These aircraft can redefine the airlines industry as we know it today.

Among the new crop of startups that have ventured into design, development and manufacturing of supersonic passenger aircrafts, is Boom Supersonic. They are building supersonic aircrafts where the sonic boom will not be noticeable, and their vision is to provide supersonic flights at USD 100 per seat, to anywhere in the world. It is an incredible vision. They are also the front-runners to being adopted by many airlines, including United Airlines, which plans to roll out supersonic routes using the USD 200 m Boom Overture Supersonic aircrafts, by as early as 2029.

Boom Supersonic is joined by startups that are focusing on smaller supersonic business jets, catering to the personal jets/ chartered jet market. Exosonic, again an American startup for supersonic transport aircraft, hopes to receive certification for its supersonic aircraft by 2029. Exosonic has also received a contract from the US Airforce to build the Air Force One for the President of the United States. Hermeus is another American startup which is building what is called a hypersonic aircraft, that can fly at five times the speed of sound. This is indeed the future. It will be having a range of 4,600 miles. It too has received funding from the US Air Force and it too is building an aircraft for Air Force One fleet.

The West Asian economies too, in a bid to diversify away from an oil-based economy, have jumped into the supersonic aircraft fray, with Mubadala, the Emirati sovereign investment fund, joining hands with Russia, to build a new supersonic transport aircraft from scratch. The Russians obviously come with a treasure trove of experience, having built the world’s first supersonic transport aircraft, the Tupulev Tu-144, that flew till 1999. More recently, they have been flying the supersonic Tupulev Tu-160. However, to be successful in the commercial market, the aircrafts need to make economic sense, and so Russia and Mubadala of UAE are going together for a brand new aircraft, built from scratch.

We also have Spike Aerospace, founded by Indian origin American, Vik Kachoria. It has an interesting design as it has no windows, and yet passengers can see everything outside, through a panoramic internal display that is connected to cameras outside. In fact, we also have Tech Mahindra contributing to this project by leveraging its prowess in engineering, optimisation and composites. Some others such as Aerian Supersonic, who have been working on smaller supersonic business jets, but had to suddenly shut shop as funding dried out. These are the vagaries of working on the cutting edge.

India, unfortunately, does not yet have a noticeable transport aircraft manufacturing industry, leave alone a supersonic transport aircraft. Being left behind in almost a trillion-dollar industry, will not do any good to India’s ambitions of becoming a USD 5 trillion economy and more in the near future. More importantly, India will be left out of a very critical technology that will also have strategic applications. Imagine having low sonic boom hypersonic bombers, which may be hard to detect on radars. India cannot afford to be a passive bystander to the fast-developing world of supersonic aviation. We need to act now to get on to this bus.

Artificial Meat and Artificial Agricultural Produce

Artificial meat refers to cultured meat, produced by in vitro cell cultures of animal cells. It is a form of cellular agriculture. It basically takes a single cell of an animal, and reproduces the same in the lab to make large chunks of uniform meat. Cultured meat and its technologies are critical for a world getting deeply impacted by climate change.

The Intergovernmental Panel on Climate Change (IPCC) of the United Nations, in its latest report, highlights the devastating impact climate change will have on the world, which can only be halted if we cut back on greenhouse gas emissions. As livestock, raised for meat consumption, contributes to over 14% of all greenhouse gas emissions, the production of artificial meat will help in fighting the impact of climate change.

By December of 2020, we already had the first restaurant selling cultured meat. This was the “1880” restaurant in Singapore, where cultured meat manufactured by the US firm Eat Just was sold. The first hamburger patty grown directly from cells happened even earlier in 2013, when professor Mark Post at Maastricht University pioneered a proof-of-concept for cultured meat by creating the cultured meat hamburger patty. Since then, other cultured meat prototypes have gained media attention.

Cultured meat is still not a “stabilised” technology. Numerous challenges remain in growing artificial meat at a commercial scale, that completely looks and tastes like real meat and can be produced at a lower cost and with a lower environmental footprint compared to current livestock-based meat production. It also requires fetal bovine serum that involves killing of a pregnant cattle. Although such issues are also getting technologically resolved to produce meat where no animal has to be killed, there are other issues such as being able to grow fat and muscle cells together, just like in real meat. There are also regulatory and ethical challenges. However, cultured meat will have very significant impact on our lives and our food industry at this current juncture when we have extremely inefficient manner of livestock-based meat production that is responsible for significant deforestation and for greenhouse gas emissions. The current livestock-based meat production is both cruel and unsustainable. The world needs to move to slaughter-free meat, which will also help in preserving our environment. India too, can least afford to ignore this technology.

It is interesting to note that the technology used for manufacturing cultured meat can also be used to manufacture fruits and vegetables and cereals and pulses. All agricultural produces can be manufactured in the same manner, thus reducing pressure on land and reversing deforestation. This is critical from an environmental perspective. Also, we would not need to spend enormous amounts on supply-chain and trucking costs in transporting food from rural areas to urban areas as the food can be manufactured in urban factories, thus further reducing greenhouse gas emissions. Such technology also has space applications. Astronauts would not need to carry large amounts of food to space, as they would be able to manufacture them in small petri dishes.

The implications of cultured meat are enormous. Many start-ups and government funded laboratories in US, Europe, Argentina, Australia and Israel are jumping into the fray, and one would not be surprised if China too, also has its own entities doing research and development in this area. However, India with over 16% of the global population, seems to be starkly missing in this race, again letting the bus pass by. We therefore need to look into not only cultured meat but also cultured agri produces.

Quantum Computing

India has already signalled its intent to develop capabilities in quantum computing—a field of computing which leverages the collective properties of quantum states to perform computation. This is based on a branch of physics called Quantum mechanics, where a particle can be in multiple states at the same time, and it explains the aspects of nature at small (atomic and subatomic) scales, for which classical mechanics is insufficient.

Quantum computing is a critical technology because Quantum computers are believed to be able to solve certain computational problems, many times faster than classical computers. Quantum computing is now expected to become mainstream in the next few years as the field shifts toward real-world use in pharmaceutical, data security and other applications.

In the Union Budget announced in February 2020, a sum of Rs 8,000 crore has been allocated for setting up a National Mission on Quantum Technologies & Applications (NM-QTA). It is one of the technologies that India can ill-afford to miss. Indian initiatives must quickly lead to achieving Quantum Supremacy. The term Quantum Supremacy does not describe hegemony but stands for the theoretical case where quantum computers are believed to be able to quickly solve certain problems that no classical computer can solve in any feasible amount of time.

As of now, quantum computing still has a long way to go and a number of technical challenges remain in building a large-scale quantum computer. Sourcing parts for quantum computers is also challenging. Many quantum computers, like the ones made by IBM and Google require Helium-3, which industrially can be made only through nuclear reactions. Also, the special superconducting cables are made only by a Japanese company, Coax Co, thus creating severe vendor dependency and perhaps vendor lock-in.

In October 2019, a Sycamore processor (a Google quantum processor) created in conjunction with Google AI Quantum was reported to have achieved quantum supremacy, with calculations more than 3,000,000 times as fast as those of Summit, an IBM supercomputer that is currently one of the fastest supercomputers in the world. By December 2020, even Chinese universities were reportedly having success in quantum computing. But that still does not imply that it will lead to a multi-billion dollar industry and lead to new jobs getting created, as in the case of supersonic transport aircraft and artificial meat. So why should India spend its scarce resources in quantum computing?

The answer lies in the extremely profound impact on the world that quantum computing will have in the manner we live and interact and do business and banking and communication. It would make all current banking encryption useless, the day it achieves demonstrable quantum supremacy. It would entail reworking of our cybersecurity systems and frameworks. It would have a deep impact on the cybersecurity of not just banks but of entire nations. Nations that do not possess quantum computing technology, will become extremely vulnerable. India cannot be caught in such a situation.

The economic upsides of quantum computing are also very significant. India already has small pockets of expertise, that are developing algorithms for quantum computing. And as India gets around to spend the Rs 8,000 crore of its budgeted money, it must have clear achievable goals so that the money is not frittered away without any outcomes. Also, to be clear, as I have written many times before, technology is not a patent created or bought, neither is it a set of techniques written down in a book. It is a team of humans who are actually working on the technology and improving on it on a daily basis. And hence, a significant amount from that Rs 8,000 crore needs to be spent to create the human resources that can absorb and develop quantum computing. That is why the Japanese have a yardstick of spending 10 dollars on technology assimilation for every dollar of technology procured. India too, needs to change its mechanisms for technology acquisition.

This brings us back to the issue of an institutional structure required for technology acquisition—an empowered body having a national perspective. Otherwise, our efforts will be splintered into multiple bodies and groups, which may even work at cross-purposes, to the detriment of the nation. Only then can we achieve supremacy in quantum computing and other technologies.

Robotics

Robotics is an exploding market, with new players jumping in. India has a nucleus of a very successful robotics private sector, albeit still in early stages. We need to focus on growing this industry to be able to serve unique Indian requirements as well as for exports.

Today, robots are playing an increasingly critical role in lives of people, be it in

manufacturing, or in the services sector as receptionists, nurses, firefighters or as soldiers. Robotics has now reached a level where a combination of technologies will make the robotics industry explode in the near future. We have artificial intelligence combining with speech technologies, sensors and all-pervasive connectivity, leading to more powerful and more useful robots getting created. In the not-too-distant future, we will also have autonomous vehicle.

Robotics is thus another “big bus” that we are poised to miss, if we do not act now. While the country does have numerous startups and deep skills in robotics, it is not enough to be able to get any significant slice of the global robotics market. Moreover, India needs robots for its own unique usage, such as replacing dangerous manual scavenging with robots, or tackling terrorism. For that matter, even though India is a young nation with perhaps the largest population of people below 24, we are also home to one of the largest populations of the old, who would need support through robotics. Robotics can also play a key role in providing quality education and also in other fields such as healthcare, agriculture, mining etc.

Globally, the robotics market size, valued at USD103.95 billion in 2019, is projected to grow to USD 209 billion by 2025. This is a conservative estimate. With the maturing of the enabling technologies and greater adoption of robotics in emerging economies, the size of the robotics market is set to explode. In fact, in October 2017, Saudi Arabia even granted citizenship to a robot named Sophia, making it the first robot citizen of the world.

With new-age players like Tesla, GreyOrange (an Indian company) etc. entering the global robotics market to join the earlier entrants like ABB, Hitachi and Mitsubishi, the market will further democratise and expand. From an Indian policy perspective, robotics has figured in Indian Economic Survey 2017-18 as a priority area, but it has drawn limited attention in terms of policy or plan. In parallel, the developments in private sector and few research institutions in India has been laudable. In the paper, “Robotics in India”, published in the Journals of India, several impediments had been identified for development of robotics in India. These include lack of a robotics hardware ecosystem resulting in imports of most of the components for robotics. In addition, regulatory issues on dual-use certifications is leading to challenges in certifications. The high import duties (in some cases), and bottlenecks in customs as part of the permission driven environments, is also playing a deadening hand.

India also has many financial disincentives built in. Any company which imports robots into India, currently pays about 26.85% tax (7.5 basic customs duty plus 18% GST). This is a serious impediment to mass adoption of robots, which is compounded by limited availability of critical human resources. According to the FICCI-TSMG Advanced Manufacturing Survey 2016, lack of quality human resources with necessary skills and expertise to work with advanced manufacturing technologies, negatively impacts the ability to undertake cutting edge R&D in India. There is also a significant mindset shift required in order to grow the industry. In spite of the Government’s focus on robotics lately, the notion that robots will destroy jobs, severely hampers an enthusiastic adoption of the technology and the growth of the market. Fortunately, India has a strong IT base, that can provide the fuel to propel the robotics industry. India must therefore, leverage its advantages to be able to be a net exporter of robots in the near future and quickly harness policy and regulatory tools to achieve global leadership in robotics.

Central Bank Digital Currency

The movement towards Central Bank Digital Currency has potential to transform flow of money. However, myriad issues need to be solved before such an instrument can be brought in. There has been a raging debate on cryptocurrencies since the creation of the Bitcoin. A cryptocurrency is a secure digital store of value and hence is a possible alternative to currencies. However, there are multiple issues with cryptocurrencies that need to be resolved, before they can truly emerge as an alternative to currency.

The legal status of cryptocurrency, in most places, is that of a commodity. Just as one is free to buy or sell commodities like gold, silver, pulses, grains etc, one is free to buy and sell digital stores of value, that is cryptocurrencies, as long as it is not harmful. This is where some of the issues with cryptocurrency come up. They seem to have aspects that are harmful to the financial sector.

In a recent case, a Chinese national was caught money-laundering using the crypto exchange WazirX. He had bought cryptos (short for cryptocurrency) on the WazirX exchange and converted them into dollars on the Binance exchange, outside of India, which enabled him to siphon money out of India (WazirX and Binance shared the same digital store of value). These are the challenges of using cryptocurrency from a monetary management perspective. Any economic offender fugitive can simply convert money earned from illegal operations into a crypto, put it on a pen drive, and fly out with that money. Unfortunately, this is what makes cryptos popular. Essentially, there is anonymity attached to crypto, and hence its use is preferred for doing illegal transactions. Governments and law enforcement agencies are trying to plug these loopholes in the cryptos, and make them workable currencies.

The legal-comic part of the WazirX case is that the Directors cannot be charged for complicity in foreign exchange violation. The legal position is that cryptocurrencies are considered as a commodity and not as a currency in India. Hence, as no currencies are involved, no foreign exchange violation has taken place! This comic angle actually demonstrates that cryptos cannot be glibly treated as commodities either, as they are far more powerful. One can transport the equivalent of 10 tonnes of gold in a small 10 gram pen drive, by using crypto, and no customs in the world can catch it.

However, even if these issues of money-laundering and funding of terrorism are addressed, there is still the issue of central banks, such as the Reserve Bank of India (RBI), losing an important monetary tool, wherein the Central Bank could “print money” and increase the money supply at times such as the current times where the government has funds pressures due to the Covid-19 pandemic. A non-sovereign crypto, that is a crypto that is not under the control of any government, takes away the power to exercise these important monetary tools, as extra cryptos cannot be released. Those who support early adoption of cryptos, in fact see this as a positive feature, since it prevents an irresponsible central bank and an irresponsible government from printing excess money which would have an inflationary impact and would be tantamount to “stealing” money from people’s pockets. However, in certain circumstances, such as the current post-pandemic economic situation where demand has dimmed and the vulnerable sections of the society need cash in hand, it is important to print money and provide such support, so that the economy survives. A crypto prevents such a step from being taken, thereby threatening the entire economy.

Can we take the best of the cryptocurrency, mitigate its risks and create something more robust, wherein people can actually use the cryptocurrency and increase efficiency in the economy? This is where the concept of Central Bank Digital Currency or CBDC comes in. CBDC is a concept wherein the central bank issues a cryptocurrency that can possibly be pegged to a fiat currency, or managed in a different manner, but under the control and monitoring of the Central Bank, so that issues of KYC (Know Your Customer), AML (Anti Money Laundering), CFT (Combating Financing of Terrorism) and monetary policy issues could be addressed, especially for large value transactions. However, by taking away anonymity in CBDC, one also takes away some of the attractiveness of the crypto. But then it is anonymity that is the bane of crypto from a law enforcement perspective, that a CBDC will solve.

However, a CBDC by itself is not a panacea for crypto adoption. A CBDC still poses issues that need to be resolved. So, if India adopts a CBDC—let’s just call it ‘IndiaCoin’ for now—the first to get impacted would be the banks. Large transactions would no longer be needed to be routed through banks or the hordes of neo-banking startups. So, the banks would have to reinvent themselves to stay relevant, as a considerable part of their business will get hit. In fact, the US Federal Reserve Bank and the Massachusetts Institute of Technology’s Digital Currency Initiative will soon be publishing the first stage of their work to determine whether a Fed virtual currency would work on a practical level. This would also be seen as a response to China’s CBDC as well as a response to the plethora of cryptocurrencies that are all over the place.

Replacing the multitude of cryptocurrencies with a single CBDC resembles the step the federal government of US took in the 19th century, when it stopped the circulation of various currencies issued by a plethora of banks in the US, and replaced them with a single currency, the US Dollar, issued by the Federal Reserve Bank.

An ‘IndiaCoin’ CBDC would help in many national initiatives such as DBT (Direct Benefit Transfer), wherein support to the vulnerable can be transferred directly to them, without the need of a banking intermediary, thereby increasing the efficiency. Businesses and civic society can issue payments directly to each other, without the need to go through banks, and save enormous costs. But it also comes with the fear that during any crisis, people can quickly withdraw large amounts of money from banks, into a simple small pen drive, and that can lead to a run on the banks and thus lead to a banking crisis and failure of the financial systems. Also, it is not really clear if an ‘IndiaCoin’ would be cheaper than paper currency, since the cost of running the cryptos is supposed to be very high, depending on what algorithm is used.

However, many of these issues are solvable. And once solved, an ‘IndiaCoin’ would bring in tremendous benefits to the economy, with payments being pushed into the background as they would get linked to smart-contracts, smart vehicles, smart roads and so on, where automatic triggers would lead to flow of payments. It is a welcome move that Indian institutions and the government are discussing such a possibility, and are treading carefully forward rather than rushing in.

Accelerating Atmanirbhar

We need a policy to accelerate self-reliance in India, similar to what the British adopted in the 18th century, to protect its fledgling industries from competition. The policy should enable an environment whereby the required goods and services can be created from within the country, rather than getting them from other economies. However, it is neither to be confused with the erstwhile “License Raj” that hollowed out India, nor with the “Great Leap Forward” of China, that took its economy back by a whopping -25%. Atmanirbhar, therefore, can be looked at as a campaign to create robust world-class industries in India, that would make India competitive globally in a range of goods and services.

The campaign is based on the five pillars of economy, infrastructure, systems, demography and demand and is fuelled by packages that provide support to MSME’s, the poor including farmers, agriculture and new horizons of growth and finally, government reforms, to act as enablers.

What is holding back accelerated adoption of Atmanirbhar? Specifically, for the government market, we continue to see procurement frameworks skewed against local suppliers, despite the push by the Prime Minister’s Office. In almost every government department (Both Centre and the States), there are numerous cases where foreign suppliers are favoured over Indian suppliers. This bias is brought about by tweaking the procurement requirements/ tender documents by putting in criteria that is impossible for Indian players to meet such as the Indian player needs to be in business in the given industry for over 25 years. Or, the participating supplier must have provided the goods or services to at least two governments outside of India. Such pre-qualification criteria are abundant in government procurement documents and appear to favour foreign suppliers.

It is important to identify the steps needed to provide a level playing field to domestic players and to ensure that such superfluous criteria are not brought into government procurement. There are a lot of steps that can be taken through policy measures, once the problem is recognised. To begin with, there needs to be an appellate authority with requisite teeth, where tenders or procurement norms that are discriminatory to Indian players and which do not provide any apparent benefit to the government or the public, can be brought up for seeking redressal. This would make it easier for smaller players and startups to demand a level playing field through a set-out process. Such an appellate body can possibly be in the lines of the National Human Rights Commission, with adequate suo moto powers, to immediately rectify any violation of a level playing field for domestic players.

However, a Atmanirbhar Commission will not be sufficient to make India Atmanirbhar. More needs to be done and one can borrow from the policies adopted by the Defence Procurement Procedure 2016 (DPP 2016), which progressively follows the DPP 2013. DPP 2016 was updated to a more progressive DPP 2020, in order to aggressively promote increasing indigenous manufacturing and reducing timelines for the procurement of defence equipment. It is important to reduce the timelines for procurement, not just from the government perspective, but also from the perspective of domestic players, who have limited ability to pursue government deals that have a long sales cycle, going into multiple years, if not a decade. The long procurement cycle itself is a big deterrent to domestic players, as they do not have alternate markets to depend on, and are extremely dependent on being successful in the Indian market, before being accepted in any other market.

The key features of DPP 2016 that needs to be adopted to accelerate the Atmanirbhar campaign, is the concept of Make II. The ‘Make’ procedure for indigenous design, development and manufacture of defence equipment/ weapon systems, was simplified in 2016 and promulgated in DPP-2016. A new sub-category ‘Make-II (Industry Funded)’ was introduced under this procedure with primary focus upon development of equipment/system/platform or their upgrades or their subsystems/sub-assembly/assemblies/components with focus on import substitution. In this subcategory, no Government funding is envisaged for prototype development purposes but has assurance of orders on successful development and trials of the prototype. This is the key policy measure that needs to be adopted for government procurement of civilian goods and services. It reduces the risks of domestic players in developing cutting edge goods and services.

Under the defence Make II procedure, successful development would result in acquisition, from successful Development Agency/Agencies, through the ‘Buy Indian–IDDM (Indigenously Designed, Developed and Manufactured)’ category with a minimum of 40% domestic content, through open commercial bids. Cases where innovative solutions have been offered are to be accepted, even if there is only a single individual or firm involved. If we can have a similar program for civilian procurement, it would eliminate much of the “creative” procurement norms that infest government procurement, and tilts the process in favour of foreign suppliers.

At the end of the day, the other side of the coin of Atmanirbhar is access to domestic market. Domestic players cannot invest into products and services without access to domestic markets, especially the government market that makes up roughly 20% of all procurements in the economy. With handicaps such as higher cost of capital and infrastructure that throttles production and logistics, domestic players already have the pitch queered against them. Adopting Atmanirbhar policies that nudge the state governments to procure from domestic players and provide level playing fields to them, would surely accelerate the Atmanirbhar campaign. Such a policy must include an appellate authority for seeking redressal related to unfair procurement norms and a procurement policy that mimics the Make II policy of the DPP 2016.

Conclusion

New technologies are emerging on the horizon which will significantly disrupt existing industries. This provides a good opportunity for India to enter into these industries on the back of the new disrupting technologies to lay the foundation of India’s future economy. Will India continue to be a technology importer or will India be the leader of technology-based exports, as India was till the 18th century, will depend on whether we are able to take the appropriate steps now.

To gain dominance in the given technologies, India must have an institutional framework to doggedly pursue technology acquisition through all means possible. Such a framework is in addition to the Atmanirbhar campaign that India already has. Only then can India surge ahead in dominance of key technologies in a short period of time.

Author Brief Bio:

Dr Jaijit Bhattacharya is a noted expert in technology policies and technology-led societal transformation. A recipient of the prestigious APJ Abdul Kalam Award for innovation in Governance, he is currently President of Centre for Digital Economy Policy Research. He is also CEO of Zerone Microsystems Pvt Ltd, a deep-tech startup in the fintech sector.

Bibliography:

  1. http://www.alephbookcompany.com/an-era-of-darkness-chapter-1-the-looting-of-india/?utm_source=rss&utm_medium=rss&utm_campaign=an-era-of-darkness-chapter-1-the-looting-of-india
  2. https://hansard.parliament.uk/Commons/1813-02-05/debates/0403ad19-bd4b-473a-a0f1-c7bb75bdd403/PetitionsRespectingTheRenewalOfTheEastIndiaCompanySCharter%E2%80%94FromTheMerchantsOfEdinburgh%E2%80%94ShipbuildersOfYarmouth%E2%80%94GlasgowChamberOfCommerce%E2%80%94MerchantsHouseO?highlight=indian-built%20ships#contribution-0fad3b51-38b7-4ca2-baac-8491c6414153
  3. https://hansard.parliament.uk/Commons/1815-06-06/debates/e8128619-b674-4dd2-a6c9-aef026fe0dcd/EastIndiaShipsRegistryBill
  4. https://www.airbus.com/newsroom/press-releases/en/2018/03/india-demand-for-new-aircraft-forecast-at-1-750-over-20-years.html
  5. https://en.wikipedia.org/wiki/Supersonic_transport
  6. Jaijit Bhattacharya, Supersonic Flight: Can India Afford Not Catching The Next Bus?, https://www.outlookindia.com/website/story/india-news-supersonic-flight-india-is-missing-our-on-catching-the-next-bus/389402
  7. United plans supersonic passenger flights by 2029 – BBC News, https://www.bbc.com/news/technology-57361193
  8. Supersonic and hypersonic commercial flights firmly in view, https://www.dw.com/en/a-new-supersonic-travel-age-supersonic-and-hypersonic-commercial-flights-coming-soon-to-the-skies/a-57129527
  9. Here are the planes being built to bring back supersonic travel, https://www.cnbc.com/2019/01/18/boeing-boom-aerion-bring-back-supersonic-travel.html
  10. Russia and UAE Will Join Forces to Create Supersonic Passenger Plane, https://www.globaltimes.cn/page/202102/1216407.shtml
  11. Jaijit Bhattacharya, Can India Afford To Miss The Artificial Meat Bus?, https://www.outlookindia.com/website/story/opinion-can-india-afford-to-miss-the-artificial-meat-bus/391091
  12. Cultured meat – Wikipedia, https://en.wikipedia.org/wiki/Cultured_meat
  13. Future fillet – The University of Chicago Magazine, http://magazine.uchicago.edu/0906/features/future_fillet.shtml
  14. Test tube meat on the menu?, https://www.nature.com/articles/nbt1009-873.pdf?origin=ppub
  15. Jason Matheny, Commentary In Vitro-Cultured Meat Production, https://www.researchgate.net/publication/7746539_Commentary_In_Vitro-Cultured_Meat_Production
  16. Jaijit Bhattacharya, The Quantum Supremacy, https://www.outlookindia.com/website/story/opinion-is-india-prepared-for-quantum-computing/391741
  17. “Robotics in India”, Journals of India, https://journalsofindia.com/robotics-in-india/
  18. https://www.statista.com/statistics/760190/worldwide-robotics-market-revenue/

Transformation Through Energy Storage, E-Mobility & Batteries

Homegrown Aluminium-based solutions are India’s best bet as we aim for manufacturing leadership in E-mobility and clean energy storage

Energy for the Future

The past decade has witnessed an increasingly powerful momentum in renewable energy. The rapid demand for energy for urbanisation and industrialisation in the developing world could have been hard on the environment, but relentless efforts to improve energy efficiency and the decisive shift to clean energy has mitigated some of that adverse impact. Technological advances in renewables and supportive policies from the government have also augured well for the environment.

This new era of energy will see a significant shift towards decentralised energy production and significant investment in energy management and storage. Technology shifts in battery storage, cell chemistry along with rapid advances in electric mobility have opened new vistas. Some of the energy storage available today are batteries (lead-acid, sodium sulphur, Ni-based, Li-based, Aluminium based, flow batteries etc.), fuel cells, capacitors/super capacitors, superconducting magnetic energy storage, flywheel storage, solar fuel, pumped hydroelectric storage, compressed air energy storage, thermal energy storage etc.

Every technology has its advantages and drawbacks and needs to be chosen with an eye on intended application, cost, and environmental impact.

The Indian context

India’s dependence on fossil fuels has made it the world’s third-biggest emitter of greenhouse gases[1] and its cities regularly top the rankings for polluted air, putting its population at the risk of lung diseases and premature death.

India has pledged a 33-35% reduction in GDP emissions intensity from 2005 levels by committing to source 40% of its energy needs from clean energy by 2030[2]. For that to happen, a massive expansion in electric mobility and renewable energy is needed. It is also important to note that India imports oil to cover over 80 percent of its transport fuel and the country will be well served if transport fuel consumption is substantially reduced.

Against this backdrop, a shift to e-mobility is not just a necessity but also an opportunity for India to position itself as a global leader in exporting battery and e-mobility technologies and solutions.

E Mobility – Indian perspective

The Indian automobile industry is unique with two wheelers dominating the personal mobility segment.

  • Two-wheelers constitute nearly 80% of the total vehicles on road.
  • Three-wheelers (passenger and goods), including tempos ~ 5% of the total vehicles. This is expected to be the fastest growing segment.
  • Premium four wheelers (cars) are only ~ 2% of total sales.

Globally, most of the technology development has focused on the premium end of the market; this offers India a window of opportunity to create a policy environment to promote green technology solutions for the domestic market which can be leveraged globally.

Leadership in EVs

India should develop the ambition to establish technological and manufacturing leadership in the small EV segment like two wheelers, three wheelers and small cars. These smaller vehicles require a distinct set of technological and industrial capabilities, energy networks and business models and here, India can leverage domestic scale advantage to create solutions for the world.

To fuel this segment, the Indian government has envisioned the conversion of two and three wheelers into 100% electric ones by 2030[3]. However, in India, most players have based their solutions on assembling Lithium-ion batteries using imported cells from China, Korea and Japan, resulting in high-cost E-mobility solutions.

Existing policy frameworks – FAME

The government had introduced the Faster Adoption and Manufacturing of Hybrid and Electric Vehicles (FAME -2) scheme in 2015 to boost E mobility by 2020[4]. The outlay of Rs 10,000 Cr was to be used in offering incentives for the purchase of these electric buses, 2, 3 and 4 wheelers. Recently, the government extended the scheme to 2024, with a major thrust on 2 & 3 wheelers and E-buses. The outlay will now also support the creation of a battery-charging infrastructure across the country[5].

The scheme is gaining popularity because of the availability of better charging infrastructure and better vehicles from manufacturers. In fact, many start-ups and established players have announced large investments in this sector. Though EVs have picked up speed, the supply chain for batteries hasn’t been as responsive.

Local Battery Landscape

For mass adoption of EVs to become a reality, they must be able to rival internal combustion engines (ICEs) and be cost competitive. The main driver of incremental costs for EVs is the battery pack, which for a 500km range/60kWh capacity costs 2-3X the cost of ICE engine. If we consider the cost of electric motor and inverter, the gap is wider.

Large battery pack costs need to drop to about $100/kwh from current $150-$200/Kwh to turn things around. A key driver for battery cost decline (in $/kwh) is energy density improvement (in Wh/kg). This is powered by improvements in the chemistry and in the engineering of the cells.

Lithium-ion enjoys a head start, but not without challenges

Lithium-Ion batteries have had a head start over other types of batteries because of high-power density, long life, low self-discharge and low maintenance costs. However, these batteries also come with baggage: Cobalt, an integral element of most Lithium-Ion batteries is a difficult input owing to scarce availability, need for careful handling and cost. Plus, there are big environmental concerns around mining of these minerals including lithium and the toxicity of the compounds used in the battery’s electrodes. Moreover, L-ion technology is reaching its limit in terms of energy density (the amount of energy it can store by weight or volume). Last, the end-of-life management for lithium-ion batteries pose significant challenges as recycling is currently not commercially viable.

Smarter alternatives India must consider

Hence, sustainable alternatives for energy carriers need to be built with elements which are abundant and relatively inexpensive. A few options being considered are:

  • Hydrogen: Recognised as one of the most promising energy carriers, this can be produced by steam reforming of methane or natural gas, or electrolysis of water which is abundant. However, hydrogen also has issues especially for the transportation segment because of storage and safety concerns.
  • Aluminium: Aluminium-based energy generation technologies are being researched for more than 50 years now. Aluminium is looked upon as a promising candidate for large-scale integration in energy storage technology options globally, and unlike hydrogen, it is easy to transport and store. It has several key advantages which make it suitable as a prospective energy carrier such as:
    • Abundant availability
    • Recyclability – Aluminium is 100% recyclable thus reducing dependence on primary aluminium and most importantly
    • Electrochemical energy: Aluminium has high electrochemical equivalent value of 2.98 Ah/g (electrical output per unit mass) which is second highest after lithium (3.86 Ah/g) and higher than other active metals such as zinc (0.82 Ah/g) and magnesium (2.20 Ah/g). and
    • Stability, when aluminium is exposed to the atmosphere, it is immediately covered by an oxide film which protects metal from further corrosion, thus providing the safety of its storage and transportation. Also, under neutral-ambient conditions, there is negligible self-discharge of aluminium due to the presence of the oxide film.
    • Low environmental impact.

Focus on battery giga-factories must consider alternatives to Li-ion batteries

The Indian government has taken many steps to indigenise the entire value chain for E-Mobility. NITI Aayog has announced a target of 50 GWh and would support the establishment of three to ten giga-factories of 20 GWh to 5 GWh capacity each in the country. The manufacturers would be given a grace period of five years from notification of the scheme to ensure adequate localisation[6].

Many state governments have announced schemes to encourage E-Mobility, have offered matching subsidies and are willing to support strengthening of EV infrastructure. This has encouraged established players and start-ups to commit resources to develop world-class E- Mobility technologies and solutions. Many have announced plans to invest across the battery value chain.

Government agencies CECRI, CSIR, DRDO, ARCI and other R&D centres too have stepped into the fray to build indigenous supply chains. Most of their efforts today are focused on Lithium-ion battery and indigenisation of anode materials like graphite and copper foils or cathode materials like aluminium foils.  A few companies are working on the battery chemistry aspects to improve the battery properties. Battery management systems is another critical area, where Indian companies have made good progress, given the IT expertise of the country.

  • A major challenge for India in developing cells is the lack of critical raw material and import dependence on Lithium, Nickel, and Cobalt. Today, China controls most of these resources. What then, must India focus on?
  • Right Choice: Selecting the right battery chemistry is critical as batteries dictate the costs of electric vehicles. The strategy should be to use battery chemistry with optimised cost and performance at Indian temperatures. India should encourage local manufacturing of such battery cells.
  • Exploring new chemistries: India has been late in securing mines which produce these materials and now should focus on recycling of used batteries. It should aim to become the capital of ‘urban mining’. This is crucial given the expected size of the Indian market and the fact that many batteries will be used in 2 & 3 wheelers becoming a headache for the environment once the battery life expires.
  • Above all, India must focus on developing battery technologies using abundantly available local materials such as Aluminium, especially considering the focus on E- Mobility and renewables.

Aluminium based batteries the right choice for India

The above considerations make Aluminium-based batteries the best choice for India given that the country is among top 10 bauxite players globally with over 600 Mn tonnes in reserves. Indian companies can manufacture all the-aluminium constituents locally. Let us consider Aluminium air and ion batteries.

Al Air Batteries

The battery works by tapping electricity generated when aluminium plates react with oxygen in the air[7]. It has one of the highest energy densities for a battery. It is stable, does not pose fire hazard and is environment friendly. It also provides a much longer range, potentially over 1500 Km. While it cannot be charged these batteries can be recycled to produce aluminium in a close loop. To make this technology commercially viable, an infrastructure for swapping and collection must be incentivised by the government. In India, Israeli company Phinergy and IOCL have announced a JV to this effect, which holds plenty of promise.

Al Ion Batteries

A fast-emerging technology, Al ion batteries is built along the same lines of Li-ion batteries. An Australian company is talking about Al-ion batteries that can be charged 60X faster than lithium-ion batteries and provide much longer range. These are expected to be safer, greener and more durable as compared with Lithium-ion batteries.

From the Indian perspective, these advances are significant indicators how the philosophy of Atmanirbhar Bharat can be translated into action. Demand from electric transport and renewable energy storage means India could provide a market big enough for aluminium-air batteries to be established as an alternative to the Li-ion based technologies.

Use of Aluminium in EVs beyond Batteries

Aluminium foil is extensively used as a current collector (substrate) for cathode materials coating in Lithium-ion batteries. However, due to its unique properties, it is also used in cell tabs and containers. Many manufacturers extensively use battery boxes made from aluminium alloys, conforming to the lightweight design and strength of end-use applications. Many modern EVs use aluminium in rolled or extruded forms to design battery enclosures. The high-strength extrudable aluminium alloys provide excellent strength, rigidity and allow for complex designs to take shape.

There is also a direct relationship between vehicle curb weight and the energy requirement in Wh/Kg for electric vehicle driving range. Light-weighting is essential for E-mobility given the high cost of battery and issues surrounding range. Light weighting through aluminisation is an established criteria in the auto industry and its importance is only growing as we switch from ICEs to EVs.

The Way Forward

India should aggressively promote development and commercialisation of aluminium-based solutions for battery technologies and electric vehicles. In addition to already announced policies to promote indigenisation of battery and EV technology it will be prudent to work on policies that:

  1. Promote “Make in India” and localise manufacturing of the entire value system of EVs, including electronic component manufacturing and EV charging infrastructure.
  2. Incentives based on share of local value added and materials in total cost of manufacturing.
  3. Clear policy position on end-of-life EV and battery directives to ensure close loop recycling technology, like the ones based on aluminium, becomes commercially viable.
  4. Incentivise private sector to develop aluminium based battery solutions and recycling ecosystem through a collaborative innovation fund.
  5. Indigenous development of Al based batteries (Al Air/Al ion) with academia/government body (ISRO/DRDO) and with Aluminium industry participation.
  6. Funding and ecosystem development initiatives like – NITI Aayog supported and CSIR funded Project “ICeNGESS” (Innovation Centre for Next Generation Energy Storage Solutions) which at present only includes LiB can also be instituted or extended to include Al based batteries[8]. This will enable identifying and establishing a supply chain for Al based batteries.

Exciting times ahead

In the coming days, India can make rapid strides in energy storage and E-mobility; hence it is imperative to develop/redesign the current ecosystem to achieve these goals. India is ranked fourth globally in installed renewable power capacity, with solar and wind power leading the way[9]. It has set a goal to generate 450 gigawatts of renewable energy by 2030 – five times the current capacity[10]. This means that India would generate 60% of its electricity from non-fossil fuel sources by 2030[11].

With around 300 sunny days a year, India has the potential to lead the world in solar electricity, which will be less expensive than existing coal-fired power by 2030, even when paired with battery storage. In fact, in 2021 the growth rate is expected to be 47% YOY with an expected addition of 1875 MW.

This ambition would call for innovation, partnerships, and significant capital. The private sector has a major role to play in building collaborative partnerships to achieve sustainability goals and ensuring inclusive growth for all. The industry partners are willing to invest and will need support considering the large investment and long gestation periods. The government is taking active steps in the form of policy support, incentive schemes to promote the storage industry. Encouragement for research towards technology development of aluminium based batteries, academia – industry partnerships, creation of battery swapping infrastructure are some of the steps along with focused performance-based linked incentives will go a long way in achieving the desired goals and heralding the era of ‘Atmanirbhar Bharat’.

Authors Brief Bio: Nilesh Koul is Senior President Marketing, Business Development & Strategic Initiatives, Hindalco and Sagar Dhamorikar is Joint President Innovation and Business Development, Hindalco

References:

[1] https://www.reuters.com/article/us-iea-emissions-idUSKBN2AU0G8

[2] India’s Intended Nationally Determined Contributions – Towards Climate Justice

http://moef.gov.in/wp-content/uploads/2018/04/revised-PPT-Press-Conference-INDC-v5.pdf

[3] India aims to become 100% e-vehicle nation by 2030,

https://economictimes.indiatimes.com/india-aims-to-become-100-e-vehicle-nation-by-2030-piyush-goyal/articleshow/51551706.cms?from=mdr

[4] National Automotive Board (NAB), www.heavyindustry.gov.in, FAME INDIA II Scheme: Ministry of Heavy Industries, (dhi.nic.in)), https://fame-india.gov.in/

[5] FAME INDIA II Scheme: Ministry of Heavy Industries, Ministry of Heavy Industries,

https://fame-india.gov.in/

[6]MAKING INDIA AATMANIRBHAR IN ADVANCE BATTERY STORAGE, NITI Aayog http://www.niti.gov.in/making-india-aatmanirbhar-advance-battery-storage

[7] India Gives Aluminium Battery a Chance to Take on Lithium in Electric Vehicles

https://gadgets.ndtv.com/transportation/news/electric-vehicle-car-ev-india-aluminium-lithium-replacement-indian-oil-phinergy-2477690

[8] PURE EV Partners With CSIR-CECRI To Indigenise Lithium-Ion Battery Tech For EVs,

[9] India’s renewable power capacity is the fourth largest in the world, Narendra Modi,

https://energy.economictimes.indiatimes.com/news/renewable/indias-renewable-power-capacity-is-the-fourth-largest-in-the-world-says-pm-modi/79430910

[10] India predicts 450GW of Renewable capacity by 2030,

[11] India can lead the world in solar-based growth

https://www.weforum.org/agenda/2021/07/india-can-lead-the-world-in-solar-based-growth/

A Technology Driven Maritime Vision for India

In the Maritime India Summit 2021 held in March 2021, the Prime Minister, Shri Narendra Modi, while inaugurating the event, spoke of India’s intent to emerge as a leading Blue Economy of the world and invited the world to be a part of India’s growth story[1]. Most significantly, the prime Minister asserted that India will shed the piecemeal approach adopted so far and will and focus holistically on the entire sector. Later, the Prime Minister released the ‘Maritime India Vision 2030,’ a 10 year roadmap for the development of the maritime sector and unveiled the plaque of ‘Sagar-Manthan: Mercantile Maritime Domain Awareness Centre (MM-DAC)’, an information sharing mechanism to enhance regional maritime security, improve SAR (Search and Rescue) capability and protect the maritime environment.

Earlier, in 2010, the previous government had promulgated a ‘Maritime Agenda 2010-2020,’ which was also a 10 year roadmap with clearly defined milestones.[2] At first glance itself, that agenda had seemed too ambitious but it was hoped that the government was serious about walking the talk. Many aspects of this agenda got absorbed into Sagarmala,[3] the port-led maritime infrastructure programme promulgated by the present government in 2015, which continues to be a work in progress with a 20 year timeline. Disappointingly however, at the end of 2020, India had fallen far short of the intended milestones across the entire maritime sector and had barely improved its global standing as a maritime power.

Indias Maritime Credentials

India has been blessed with a favourable maritime geography. Its peninsular geographic conformation notwithstanding, it is essentially a maritime nation with a 7,516 km long coastline with nine coastal states and four coastal Union Territories. More than 200 million Indians live in the country’s coastal districts with a large majority of them dependent on the sea for their sustenance and economic well-being. It has a 2 million sq. km plus Exclusive Economic Zone (EEZ) which is rich in resources and a future source of sustenance. This expanse, however, remains largely unexplored. The 75,000 sq. km allocated to India in the Central Indian Ocean region for poly-metallic nodule exploration also remains untapped.[4]

India is also heavily dependent on the sea for its energy requirements. Over 85% of India’s crude oil and over 50% of gas is seaborne and most of its indigenous efforts are focussed on offshore exploration. Refined petroleum goods, which constitute the largest percentage of India’s exports, also transit over the sea. Hence, India’s energy security and the security of India’s energy are dependent on the sea. More than 90% of India’s trade by volume and over 75% by value travels over the sea and is serviced by a network of 13 major ports and over 200 non-major ports. The development of coastal shipping and inland waterways which was almost non-existent until a few years ago is continuing to progress but needs to gather more momentum.

The two strategically important island territories of the Andaman and Nicobar Islands in the east and the Lakshadweep group on the west besides being a security asset also offer tremendous potential for progressing India’s economic maritime initiatives including investment in marine tourism. However, the delicate and fragile ecological balance will need to be carefully maintained and regulated to reap long-term benefits.

With such impeccable maritime credentials and its dependence on the maritime domain, not only for its economic well-being, but also for its future development and national security, meeting the milestones outlined in the Maritime Vision 2030 document is an imperative that can no longer be put on the back burner.

The Maritime Development Challenge

India is presently languishing well below global standards in almost all parameters of maritime power. The Indian Navy may rank amongst the best in the world and is central to India’s maritime aspirations but it is only one of the many constituents that define maritime power.

India’s development story faces numerous socio-economic challenges. India’s manufacturing capability has been lagging in recent years and we are yet to become a global manufacturing hub in any significant sector. In the maritime sector, India’s share of global shipbuilding is less than 1% and is far short of the 5% target outlined in the Maritime Agenda 2010-2020. Despite the high volume of national trade passing through its ports, not even one Indian port figures in the world’s top 25 ports (Jawaharlal Nehru Port Trust – JNPT- off Mumbai is ranked 28th) or even in the first 10 in Asia. Its ship repair industry is uneconomical and lags far behind in global best practices with the result that even Indian flagged vessels prefer to dock in foreign ship repair yards.

In 2019, as per the statistics issued by the Shipping Ministry, India’s Merchant Fleet stood at 1,429 vessels with a total tonnage of 12.746 million tons. These impressive numbers however paint a misleading picture as only 9.7% of India’s foreign trade and 59% of its coastal trade is carried on Indian ships, which not only results in a massive outflow of foreign exchange (estimated at USD 50 Bn) but is also a strategic vulnerability the country can ill afford. Further, a majority of these ships are more than 20 years old and hence uneconomical to operate in the contemporary technology-intensive environment. Its fishing fleet is antiquated and is still dominated by traditional practices with little state support for improving its efficiency and catch. The country’s marine resources also remain largely untapped for want of adequate effort.

India aspires to become a USD 5 trillion economy by 2024, an increase of more than 40% over the current USD 3 trillion within the next three years.[5] This is indeed an ambitious goal and will require an extraordinary national effort at every level, both within the government and out of it. The country’s growth as an economic powerhouse is inextricably linked to its rise as a maritime power and therefore depends on its ability to harness its tremendous maritime potential with timely and efficient implementation of the ambitious targets laid down in the Maritime Vision 2030 and the Sagarmala programme. The SAGAR Doctrine (an acronym for Security And Growth for All in the Region) enunciated by the Prime Minister during his visit to Mauritius in June 2015 as an inclusive capacity building architecture with the countries in the Indian Ocean Region for the safety and security of the region’s maritime interests, also forms an important constituent as it highlights the close linkage between security and economic growth. This doctrine is aimed at achieving the latter while ensuring the former.

Meeting these lofty objectives will require intent, resources and most importantly, technology. While the intent has been spelt out in the documents and it is understood that a sum of about Rs 3 lakh crore (USD 41.44 Bn) has been set aside as a dedicated Maritime Development Fund to meet the targets of the Maritime Vision 2030, it is the effective and efficient utilisation of technology that will be the key to realising these goals.

This paper will attempt to provide an overview of how present and emerging technologies can be applied as effective force multipliers in achieving the milestones laid out in Maritime Vision 2030, which is now the official policy document for shaping India’s maritime future in this decade.

Maritime Vision 2030

The India Brand Equity Foundation[6] in its report titled ‘India’s Maritime Sector – Rising Above the Waves’ has identified 10 key themes in the Vision document. These include the development of best-in-class port infrastructure, enhancement of logistic efficiency through technology and innovation, strengthening the policy and institutional framework, enhancement of the global share in shipbuilding, ship repair and recycling, improvement in  the inland waterways infrastructure, promotion of marine tourism, to become a world leader in ensuring a safe and sustainable maritime sector and enhancement of India’s global standing in maritime cooperation, world class education, research  and training.

Underlining these themes are two fundamental requirements viz, infrastructure augmentation and technology infusion. The infrastructure augmentation highlighted in the document includes the following:

  • The setting up of three mega ports with a capacity of over 300 million tonnes of cargo, mainly in Gujarat, Maharashtra and Odisha and developing a West Bengal cluster with a major investment of Rs 80,000 crore (USD 11.05 Bn).
  • A 3-fold increase in cargo transhipment within the country from the existing 25% to about 75% through development of transhipment hubs Kanyakumari and Campbell Bays and through Vizhinjam port.
  • Rationalising vessel-related charges to bring on par with global ports through Enterprise Business System (EBS) and a National Maritime Logistics Portal and expediting the entire process through digitisation and other innovative technology driven value additions.
  • Increasing the draught to 14-18 metres with at least three ports at over 18 metres to enable the berthing of larger vessels.
  • Introducing Green initiatives including enhancing renewable energy to over 60% from the present level of about 10%.
  • Promoting ‘waste to wealth’ through sustainable practices in ship recycling and and dredging.

Each of these activities is underscored by technology which will drive these initiatives. The world is now poised on the cusp of the Industrial Revolution 4.0 which is ushering in an era of new technologies that is transforming the industrial landscape in unimaginable ways. The pace of change due to the exponential rise in computing power is breathtaking and is driving these technologies, termed ‘disruptive’ to highlight their ability to alter the status quo and shake industry out of its comfort zone of business as usual. These are also going to impact the maritime domain across all sectors towards increasing efficiencies, supporting the country’s Blue Economy and climate change initiatives and reducing the investment in human and resource capital. The maritime economy is going to be one of the main drivers of the global economy in the 21st century and efficient use of this technology in the maritime domain is going to benefit humanity in many ways.

The rapid advancement in global engineering technologies over the last half century found numerous applications in the maritime sector, which led to the modernisation of ports, improved efficiency in ship turnaround times, containerisation and enhanced port security. In the ship building sector too, this included automation, 3D modelling of ship design, modular construction, usage of composites and lighter materials, and enhanced efficiency in the manufacturing process in shipyards. Adoption of these technologies, while cost effective, were extremely capital intensive. India was unable to capitalise on this and Indian industry was unable to make the necessary investments in overhauling the existing infrastructure due to economic constraints, the high cost of capital, an unresponsive bureaucratic machinery and above all, the lack of a competitive environment.

For India, with its underlying strength in IT, the Industrial Revolution 4.0 presents an opportunity to leapfrog the technology curve by leveraging its IT skills towards developing the competitive edge. Nowhere is this more relevant than in the maritime sector where India stands on a transformational cusp of realising its ambitions as a maritime power of reckoning.

Port Infrastructure

Elevating India’s present ports to global best-in-class standards in the space of less than a decade is a challenging task. Not only does this involve modernising the existing ports but also optimising the limited resources towards building three new ports outlined in the Vision Document for enhancing the nation’s cargo capacity. Coastal shipping and inland waterways are also being developed as alternate means for the transportation of goods within the country and to serve as a feeder to the bigger ports. Hence, the non-major ports, some of which lack even rudimentary infrastructure will also have to be upgraded, both with a technologically efficient infrastructure and introduction of contemporary technologies.

A ‘Major Ports Authority Bill’ is under discussion in Parliament. This will supersede the existing Act that has been in force since 1963 which has become archaic in the technologically advanced and competitive working environment. This Bill has proposed greater functional autonomy in the running of ports, streamlining of the decision-making process and revising the existing institutional framework to align with the contemporary environment.

Indian ports need to focus their attention on streamlining their operations, reducing the turnaround time of ships, improving the security architecture and ensuring an increase in their throughput. The use of artificial intelligence to prioritise cargo movement, ensure cargo bay optimisation and the speedy movement of goods can affect savings in hundreds of crores of rupees, improve the cargo handling figures with more ships being able to berth, and streamline the flow of goods between ports and from ship to shore. India has identified transhipment as one of the priority areas in the Maritime Vision 2030.

Artificial Intelligence (AI) can be used to streamline and prioritise the transhipment of containers, thus reducing the turnaround time of ships and the congestion of ships waiting their turn. Automation of the loading process and cargo distribution with the use of AI can reduce the empty spaces, rearrange cargo when loading and unloading to ensure the equitable distribution of weight, hitherto done by lengthy calculations that always had scope for error, and thus also reducing risk for the vessel at sea

The use of Data Analytics, which offers a solution based on the ability to analyse vast quantity of data facilitated by the computing capacity and speed, can enhance efficiencies in port operations by analysing numerous parameters and offering solutions related to cargo movement, container data, weight distribution etc.

Shipbuilding

The global shipbuilding industry is extremely competitive and India has found itself on the back foot with less than 1% share of global shipbuilding. This is mainly attributable to archaic shipbuilding practices in antiquated shipyards and a non-competitive environment. Hence, Indian shipyards have been found sadly wanting in competing with the modern shipyards in China, Japan and South Korea where efficient practices backed by government support in the form of subsidies has helped them corner more than 95% of the global shipbuilding demand.[7] In the last decade, despite the stated aim of cornering 5% of the global shipbuilding market, the shipbuilding industry is yet to be provided an enabling environment. Bureaucratic apathy and lack of encouragement and incentives to compete globally, has in fact led to three large private shipyards shutting down due to financial insolvency.

Enhancement in the global share of shipbuilding has been reiterated in the Vision 2030 document but our inability to reach even 10% of the shipbuilding target laid out in the Maritime Agenda 2010-2020 should serve as a reminder of the challenge ahead, which mere policy pronouncements with ambitious figures will not achieve. Shipbuilding is a long lead-time activity and requires sustained and timely support.

The Industrial Revolution 4.0 has provided an opportunity to revitalise the shipbuilding sector in the country. India‘s existing shipyards are in dire need of modernisation and should be provided the support to make the transformation into a modern automated facility with efficient practices backed by technology. The effective application of emerging technologies could change the complexion of India’s shipbuilding industry by the end of this decade. Technologies like 3D Printing are now being used worldwide to not only optimise shipbuilding costs and enhance efficiency but also in simplifying complexities in ship design and recreating components and parts thus shortening the supply chain leading to cost and time savings in new ship manufacture and repair.

The use of robotics has benefited from digitalisation. Shipyards are increasingly using robots in their production system to increase the speed and scale of production and optimise costly human resource. Robots are now performing tasks like pipe inspections and hull cleaning which ensures better and uniform quality of work to more exacting and specific standards. The use of Virtual and Augmented Reality (AR) in shipbuilding to minimise physical wastage, validate and improve complex shipbuilding processes and streamlining the hull dynamics and stability calculations during the design process. The creation of a ‘digital twin using AR is also finding many applications in the shipbuilding eco-system.

The use of alternate fuels, the adoption of Fuel Optimisation Systems etc are being used by shipbuilders to offer cleaner and more efficient ships. The use of LNG as an alternative fuel to diesel reportedly reduces carbon emissions by up to 25%.

The shipbuilding industry is  focussing its attention on Smart Ships Solutions with cyber being used to enable data from sensors in various areas of the ship be monitored towards encouraging the use of more efficient practices on board. Smart ships are a reality and could usher in a paradigm shift in ship operations. Shipbuilding and merchant shipping are strategic assets. India must therefore create an eco-system, which encourages Indian shipyards to build modern, efficient and cost effective vessels for Indian shipping companies. This would be a win-win for the sector and would enable both to become globally competitive while simultaneously retaining the strategic advantage in the face of the inevitable maritime security challenges to our trade and sovereignty.

Shipping

The shipping industry is adapting rapidly to modern technologies with a focus on autonomy,  the IoT and Data Analytics. These ‘smart’ ship technologies are transforming the existing paradigm with the entire maritime industry and eco-system moving in this direction. The use of autonomous systems combined with the automation on board will provide the human element a wider range of options and system generated optimal solutions. IoT and increasing use of the cloud is enabling greater flow of information from ashore and better decision making afloat. Various spaces on board can be accessed with the help of an app or with remote monitoring. In the event of an emergency, this access would enable timely corrective action to be initiated. Similarly, the control of hatch doors, bays, bulkhead systems and hydraulics can be done remotely.

Data Analytics is helping to access the enormous quantities of data towards enhancing efficiency and outputs while enabling savings and optimising time management, all of which are critical to the shipping industry. The digital analysis of oceanographic data and weather patterns, to increase both safety and economy in routing ships and minimising delays due to inclement weather or adverse ocean conditions through digital charts and electronic chart display systems, is now a standard feature on board ships.

The focus on autonomous systems is finding applications in the maritime domain. Autonomous merchant vessels are now in an active stage of development. Autonomous steering and navigation systems are being integrated with port traffic management schemes through AI and machine learning to facilitate smoother entry and exit of ships from congested ports and restricted waters. Smart ship technologies are being effectively applied for collision avoidance and safe navigation.

Similarly, Integrated Platform Management Systems and smart propulsion are enabling remote management and health monitoring of propulsion, machinery spaces and auxiliary systems on board thus reducing time lost due to equipment failure and safe and optimal exploitation of on-board machinery. Shipping is also set to gain from the increasing use of blockchain technology to enable better supply chain management with the ease of data transfer for tracking the movement of cargo.

A revolutionary technology that can indirectly impact global shipping is the idea of a Hyper-loop Transportation System. Conceptualised by Elon Musk for rapid transportation of people and light goods, the Prime Minister and the Maharashtra government have expressed keenness in setting up a hyper-loop system between Pune and Mumbai including the airport and the JNPT Port and have signed up with the Virgin Group to develop the project. It is believed that this proposed hyper-loop will reduce accidents, effect time and cost savings worth USD 55 billion over a period of 30 years and will help reduce greenhouse gas emission by approximately 86,000 tons/year. It will also build a more efficient supply chain.[8]

These innovative technologies are just the tip of the iceberg. Shipping is changing at an extraordinary pace with these technology solutions signalling a global renaissance in an industry that has been critical to the development of mankind.  India, with its ancient maritime heritage can and must keep pace with this transformation. Shipping is also an important source of employment. India’s global share of seafarers is about 12% at present. Reaching the intended level of 20% by 2030 will require great deal more to be done to improve the quality of training.  The use of modern technological tools like Big Data, IoT, VR/AR  etc can effectively ensure that the training of Indian seafarers is aligned with global standards and is able to ensure that our seafarers can compete with the best in an increasingly sophisticated technological environment on board ships.

Ship Repair and Ship Recycling

Amongst the other themes highlighted in the Maritime Vision, ship repair is closely linked to shipbuilding. Technology can provide cost effective solutions to make India a ship repair hub, which could begin with Indian ship owners making Indian yards their preferred choice. Similarly, India’s ship recycling industry, which at one time was very active, found itself at the wrong end of environmental concerns because of crude and archaic practices. In December 2019, India acceded to the IMO drafted Hong Kong Convention, which has laid down the global standards for safe and environmentally sound ship recycling[9]. India and Turkey are the only two among the five top ship-recycling nations in the world to accede to this Convention which should help India regain pole position without the accompanying environmental hazards.

Perhaps more than anything else in the maritime domain, technology will play a leading role in furthering the Blue Economy and sustainable development of the oceans. India has been at the forefront in promoting the UN Sustainable Development Goals as a responsible regional power and many of its capacity building initiatives in the region are aimed at checking climate change and illegal exploitation of the oceans. India must use the benefits of modern technology to harness the power of the oceans for alternate sources of energy and livelihood. There is a plan to establish a regulatory framework aligned to both, our sovereign concerns as well as the international regulatory framework and the creation of a maritime authority to bring about the cohesion, synergy and efficiency in the approach to the maritime domain as highlighted by the Prime Minister earlier this year. This has been lacking so far because of the multitude of ministries, departments and organisations linked to the maritime domain with differing priorities of their own. Technology will be the most effective tool in ensuring the robustness of this maritime governance and regulatory architecture.

India has also taken the lead in developing partnerships with other countries, which have pioneered ‘green’ technologies. One such is Denmark with whom India is engaging in a number of areas related to the maritime domain including the setting up of a Maritime Knowledge Cluster.

Conclusion

The advent of modern technology will bring about major improvements in the maritime eco-system but the application of these transformative technologies will require both intent and effort, to ensure result-oriented progress in research, development and innovation across the spectrum of maritime activity within the country.  Successful adoption of these technologies will depend upon the policy framework, the regulatory structure, the concern for the environment and the streamlining of processes to drive down costs and improve efficiency. The Global Maritime Technology Trends 2030[10] has highlighted two scenarios which will shape the future of shipping; the first will originate from within the industry to use technology for commercial advantages and the second will be from other related sectors including design and safety.

Maritime power is an important constituent of a country’s comprehensive national power. As the world turns increasingly to the sea for its future sustenance and development, the importance of the maritime sector is set to grow. India, despite its impressive maritime credentials has been unable to leverage this effectively into becoming a leading global maritime power. As India seeks to become a USD 5 trillion economy and the Prime Minister on more than one occasion, has articulated his vision of India as a maritime power, it has to take a leadership role in the region. The backbone of the technology revolution is Information Technology, which India with its strength in IT, must leverage to drive India’s maritime economy at the desired pace to achieve the objectives laid down in the Maritime Vision 2030.

Author Brief Bio: Commodore Anil Jai Singh is the Vice President of the Indian Maritime Foundation. 

Reference

[1] www.pmindia.gov.in dated 02 March 2021.

[2] www.pib.gov.in/newsite/Print Release dated 13 January 2011.

[3] www.Sagarmala.gov.in>projects

[4] PIB, Ministry of Earth Sciences GoI, 21 August 2017

[5] Economic Times dated 04 February 2020 “Govt sticks to USD 5 Trillion economy target”

[6] www.ibef.org IBEF Report “India’s Maritime Sector, Rising Above the Waves”

[7] www.brsbrokers.com/assets/BRS Review_2021_Shipbuilding.pdf dated 18 December 2020

[8] www.indianexpress.com/article dated 27 December 2020.

[9] www.imo.org/en/MediaCentre/PressBriefings dated 28 November 2019

[10] Global Marine Technology Trends 2030 ©2015 Lloyds Register,Qinetiq and University of Southampton.

The Underwater Domain Awareness Framework: Infinite Possibilities in the New Global Era

Abstract:

The 21st century global order has witnessed a significant shift towards the maritime domain, geopolitically and geo-strategically. The Indo-Pacific strategic space has gained importance and increasing number of nations are beginning to maintain their strategic presence in the region. The strategic deployment of assets has political, economic and military connotations. The Indo-Pacific strategic construct and the corresponding formation of Quadrilateral Security Dialogue (QUAD), puts India in a significant position within the global power play. However, the “Indo” part of the Indo-Pacific must be understood in its entire strategic context. The Indian establishment on its part has shown strategic intent in line with the global expectations. The “Security and Growth for All in the Region” (SAGAR) declaration by Prime Minister Modi, is the first major geopolitical declaration by India, to be diplomatically seen as the leader in the Indian Ocean Region (IOR). The Government of India, on its part, has further announced multiple mega projects like the “Sagarmala”, “Bharatmala”, “Inland Water Transport (IWT)” and many more to realise the SAGAR vision on ground. Maritime governance is a critical aspect that merits attention to manage the surge in maritime activities on all fronts. The Maritime Domain Awareness (MDA) is a term that has the potential to enable enhanced governance, however the conventional MDA has remained security driven and failed to penetrate into the other stakeholders. The second major drawback of the MDA has been that it has remained on surface. Given the vast undersea resources along with disruptive means available today to access the underwater domain, this is a major limitation. A comprehensive safe, secure, sustainable growth model that can address all the challenges and opportunities is required.

The Maritime Research Centre (MRC), Pune has proposed a comprehensive Underwater Domain Awareness (UDA) framework. This encourages pooling of resources and synergising of efforts across the stakeholders, namely maritime security, blue economy, marine environment & disaster management and science & technology. The UDA framework adequately addresses the policy, technology & innovation and human resource development requirements to be able to project India as a major maritime nation globally. India, with its geo-strategic location and vast maritime frontiers, cannot afford to remain a continental nation anymore. Massive acoustic capacity and capability building on multiple fronts is inescapable. In this paper, we present the infinite possibilities in the new global order. The Indo part of the Indo-Pacific and how India needs to gear-up in this new strategic context has been elaborated in depth. Young India is a massive resource. This could however become a huge challenge, if we as a community, fail to channelize their energy and aspirations in a constructive manner. “Maritime India with more Depth Underwater” is probably the way forward.

Introduction

The Indo-Pacific strategic construct has increasingly found more and more resonance among the global powers. Initiated by the Japanese Prime Minister Shinzo Abe, while delivering his address to the Indian Parliament in 2007, he referred to the “confluence” of the Indian and Pacific Oceans as “the dynamic coupling as seas of freedom and of prosperity” in the “broader Asia” [1]. It got symbolically linked to the “Quadrilateral Security Dialogue”, referred to as the QUAD, comprising of Australia, Japan, India and the US. The QUAD regained its relevance geopolitically during the pandemic with the growing assertion by China in global matters. The obvious belligerence from the Chinese, has probably brought the erstwhile dominant global powers to align themselves either way. The Germans and the French have also announced their participation in the Indo-Pacific strategic interaction [2].

The role of India in the Indo-Pacific strategic construct is significant in many ways. It brings India in the centre stage of global power play and India can no longer choose to remain a silent spectator. The Indo-Pacific is an outright maritime strategic construct and thus, India has to evolve itself as a major maritime power. The Indo-Pacific is defined as the tropical littoral waters of the Indian Ocean and the Pacific Ocean as shown in figure-1 [3]. The term tropical littoral waters bring with it, multiple unique challenges and opportunities. The “Indo” part of the Indo-Pacific demands that India invests significantly in its maritime capacity and capability building to remain a major player in the IOR and beyond [4].

Fig. 1 The Indo-Pacific Region: tropical Littoral Waters [3]

The Government of India on its part has displayed significant strategic intent to alter the continental policy outlook, it has been criticised of, since Independence. The SAGAR vision announced by the Prime Minster has been regarded as the most significant strategic declaration with a regional outlook, far beyond its national boundaries. This vision, as stated by the Prime Minister, in his address to the Shangri La Dialogue at Singapore in 2018 has the following aspects behind the broad vision [5, 6]:

(a)     It acknowledges the security concerns that we face in the region due to the political instability and the socio-economic status of the IOR rim nations.

(b)     It recognises the tremendous economic potential that exists for the nations in the region to harness.

(c)      It emphasises the need for regional consolidation and bringing together nations in the region and prevent extra-regional powers from meddling in our internal matters.

(d)     It attempts to revive the rich maritime heritage we shared and rekindle the sense of pride in our rich culture and traditions.

The Government of India has matched up the big SAGAR declaration, with mega projects like the “Sagarmala”, “Bharatmala”, “Inland Water Transport (IWT)” and more, to prioritise the maritime capacity and capability building. Significant policy incentives have also been offered and additionally, multiple legislations have been brought-in, to demonstrate aggressive push by the government on multiple fronts [7, 8].

The Maritime Domain Awareness (MDA) is a term used in the global parlance for effective maritime governance. MDA is rooted in the ability to effectively monitor what is going on, at any moment in the entire maritime space. The MDA, as defined by the International Maritime Organization (IMO), is the effective understanding of anything associated with the maritime domain that could impact the security, safety, economy or the environment [9, 10]. The MDA, globally, remained a security construct and continued to be driven by the maritime forces with far less transparency and minimal involvement of the other stakeholders. Even from a security construct, the underwater component of MDA that could be referred to as Underwater Domain Awareness (UDA) has remained neglected and fragmented even on a global scale [11].

Challenges and Opportunities

There are political, economic and military connotations of the Indo-Pacific construct, given the geopolitical and geo-strategic realities of the times we are in. To achieve a comprehensive safe, secure and sustainable growth model, for good maritime governance, we need to be aware of these ground realities. The tropical littoral waters are blessed with abundant undersea resources, both living and non-living, available for exploitation. The economic abundance coupled with political instability and corresponding lack of maritime governance makes it a perfect mix for extra-regional powers to get involved and exploit the region for their narrow-vested interest. The global energy reserves in the Middle-East and the growing economies in South East Asia, with vast energy requirements, ensures a steady flow of shipping lines from west to east and back with the finished goods. Thus, the Indo-Pacific has become a critical sea route for the global powers to maintain their military presence to ensure their strategic autonomy [12, 13].

The political instability has given space to non-state actors, some of whom are being used both by the regional powers and extra-regional powers as regular instruments of diplomatic influence in the region. The non-state actors with an asymmetric and disruptive technological edge are a formidable force to deal with using conventional military means. Security, thus becomes a major cause of concern from a governance perspective. The extra-regional powers at times, also find it easy to use the security bogey to push their military hardware at high cost to these nations in the region. Many nations in the region with meagre economic resources and massive socio-economic burden, are the biggest spenders on military hardware. The socio-economic quagmire, coupled with political instability, makes it easy for the extra-regional powers to keep the polity within and the governments in the region fragmented, and allows them to exploit the situation to their benefit. The misplaced priorities politically, makes it difficult to evolve effective governance mechanisms and reverse the vicious cycle. Maritime terrorism, piracy, IUU (Illegal, Unreported & Unregulated) fishing, unsustainable maritime activities and more, are thus on the rise and threatening the sustainable development goals across multiple dimensions. Political instability and overall lack of synergy at all levels negatively impacts maritime governance. [14, 15].

The economic aspect further has multiple dimensions and dynamics. The abundant undersea resources coupled with lack of knowhow and effective governance mechanism is a deadly recipe for higher political interference by the extra-regional powers. Nations with vast coastlines are not the major players in shipping, shipbuilding and ship-repairs. They have occupied the lower end of the spectrum by offering to be ship-breaking yards. The undersea resources are not being exploited in a sustainable manner in the absence of a regulatory framework. The extra-regional powers are having a free run-in term of exploiting the undersea domain for resources and multiple other blue economic returns. Lack of big investments and minimal application of high-end science & technology tools has ensured unviable and unsustainable ways of undersea exploration and exploitation. The fragmented geopolitics does not allow the nations in the region to come together in any way to build mega initiatives. The demographic bulge in the region is not getting channelised into constructive nation building activities. This leads to youth getting vested into non-productive and at times even into anti-national activities. [16, 17]

The security bogey has become a major curse for the region. The spending on the security forces has become a significant drain into the national economy. The lack of indigenous Research & Development (R&D) in the tropical littoral waters with unique characteristics has meant over-dependence on the imported military hardware at very high cost and minimal effectiveness on ground. The brute force method of maintaining high numbers in terms of human resources and other assets among the security forces with minimal induction of the modern systems is no match to the disruptive and emerging technology means being deployed by the non-state actors. We have already had multiple incidents in the past where major attacks have been launched from the sea route and more recently the drone attack in an Air Force base is the manifestation of the larger asymmetry that exists and complete shift from the conventional rules of engagement. Low Intensity Conflict (LIC) is the order of the day and is only likely to get stealthier with higher element of surprise [4, 12].

The fragmented approach among the stakeholders and turf wars among the policy makers is a sure recipe for disaster. The consolidation on all fronts is a problem and thus, the capacity and capability building remain a low priority. In the absence of consolidation, we will always be short of resources for S&T (write full form of S&T) and local site-specific R&D. Every stakeholder is spending significant amount of resources and effort in building their own infrastructure and that is never enough to match up to the real requirements on the ground [18].

Underwater Domain Awareness Framework

The concept of Underwater Domain Awareness (UDA) in a more specific sense will translate to our eagerness to know what is happening in the undersea realm of our maritime areas. This keenness for undersea awareness from the security perspective means defending our Sea Lines of Communication (SLOC), coastal waters and varied maritime assets against the proliferation of submarines and mine capabilities intended to limit the access to the seas and littoral waters. However, just the military requirement may not be the only motivation to generate undersea domain awareness. The earth’s undersea geophysical activities have a lot of relevance to the wellbeing of humankind and monitoring of such activities could provide vital clues to minimise the impact of devastating natural calamities. The commercial activities in the undersea realm need precise inputs on the availability of resources to be able to effectively and efficiently explore and exploit them for economic gains. The regulators on the other hand need to know the pattern of exploitation to manage a sustainable plan. With so much of activities, commercial and military, there is significant impact on the environment. Any conservation initiative needs to precisely estimate the habitat degradation and species vulnerability caused by these activities and assess the ecosystem status. The scientific and the research community needs to engage and continuously update our knowledge and access of the multiple aspects of the undersea domain. Fig. 2, presents a comprehensive perspective of the UDA framework. The underlying requirement for all the stakeholders is to know the developments in the undersea domain, make sense out of these developments and then respond effectively and efficiently to them before they take shape of an event.

Fig. 2 Comprehensive Perspective of Undersea Domain Awareness

The UDA framework on a comprehensive scale needs to be understood in its horizontal and vertical construct. The horizontal construct would be the resource availability in terms of technology, infrastructure, capability and capacity specific to the stakeholders or otherwise. The stakeholders represented by the four faces of the cube will have their specific requirements, however the core will remain the acoustic capacity and capability. The vertical construct is the hierarchy of establishing a comprehensive UDA. The first level or the ground level would be the sensing of the undersea domain for threats, resources and activities. The second level would be making sense of the data generated to plan security strategies, conservation plans and resource utilisation plans. The next level would be to formulate and monitor regulatory framework at the local, national and global level.

Figure 2 gives a comprehensive way forward for the stakeholders to engage and interact. The individual cubes represent specific aspects that need to be addressed. The User-Academia-Industry partnership can be seamlessly formulated based on the user requirement, academic inputs and the industry interface represented by the specific cube. It will enable more focused approach and well-defined interactive framework. Given the appropriate impetus, the UDA framework can address multiple challenges being faced by the nation today. Meaningful engagement of young India for nation building is probably the most critical aspect that deserves attention. Multi-disciplinary and multi-functional entities can interact and contribute to seamlessly synergise their efforts towards a larger national goal.

Acoustic Capacity & Capability Building

The acoustic means are the only way to generate domain awareness in the undersea region. The acoustic capacity and capability building pertains to managing the challenges and opportunities of the tropical littoral waters. The cold waters in the temperate and polar regions ensured that the sound axis (axis of minimal sound speed) was at shallow depths (as low as 50 m near the pole). This meant that the acoustic propagation remained concentrated around this sound axis, thereby ensuring minimal interaction with the surface and the bottom of the sea. On the contrary, the depth of sound axis in the tropical littoral waters is in the range of 1500 m (compared to the 100 m in the temperate region), thus there is significant interaction of the acoustic propagation with the two boundaries. This is one reason why littoral is a term used along with tropical in warm waters. The high interaction with the surface and the bottom means a severe degradation in the signal quality and high uncertainty in sonar performance. The high biodiversity in the tropical waters also ensures higher attenuation on the acoustic signal during propagation. The diurnal and seasonal variation in the underwater parameters further adds to the fluctuations in the acoustic propagation characteristics [19, 4].

The only way to minimise uncertainties in sonar performance is to build acoustic models that can predict underwater channel behaviour based on environmental parameters. These models will have to be validated across varying sea conditions and also across varying applications. The typical system for any domain awareness consisting of to see, to understand and to share, holds good here as well; however, the connotations may vary [20, 21].

To see includes the sensors that will gather information across the entire EEZ and beyond. The underwater sensors and their capabilities to see far, will be a major concern. The vast area cannot be mapped by conventional sensors alone. In any case, initiating a massive security exercise to deploy sensors is impractical, resource wise, and also may not go down well with the regional sensitivities, diplomatically. We will have to deploy strategies that are able to collect data from all possible seagoing vessels or enterprises and integrate it to the data centre. Environmental and academic research is a very potent means to camouflage security missions. We require platforms that will deploy the sensors at appropriate locations to adequately sense the region and collect the data for further analysis. These platforms could be surface or sub-surface that can reach the location along with the sensor and minimal interference from their own operations. Autonomous Underwater Vehicles (AUVs) could be more cost-effective for a large-scale UDA initiative. Even static sensor suite could be deployed for data collection for long durations. A mix of Commercially-Off-The-Shelf (COTS) equipment for data collection and also specific prototype design of sensor and data acquisition systems may have to be developed to be installed across static and dynamic platforms to map the entire area.

To understand or analysis is a critical component that may be able to overcome some of the deficiencies of data collection. The analysis could be centralised or distributed based on the resource availability and strategy deployed for data acquisition. The first concern would be to minimise underwater channel distortions from the received data and also ensuring data integrity by verifying the corruption and errors. Deep learning methods are available today that can manage multiple data sets and provide the big picture. Also, High Performance Computing (HPC) infrastructure will be required to manage the Big Data in real time. The advanced underwater acoustics and signal processing may be deployed at the centralised facility or the distributed nodes.

The stakeholders may be integrated to this entire programme in a very covert manner to tap their data collection into the big infrastructure. The smart programme being implemented is a very unique model for this purpose. All kinds of data collection will seamlessly get channelised into the central systems with safeguards for data privacy for the individual users and metadata will be available for security analysis and policy formulation. Digital India already addresses many of the issues related to digital data and its handling. Digital Ocean should be our national priority.

To share or the networking of the systems for seamless data and information flow from source and destination to the central system is a critical component. The real time processing and networking is the key for any meaningful impact. The networking in the RF domain has progressed sufficiently to meet the requirement. The sensor networks have to be configured to bring the underwater signals above water to take advantage of the advances in RF. The old fashioned SOSUS systems (Sound Surveillance System) and the likes are thing of the past and need to evolve into their modern forms like DRAPES. We have to work on a very innovative model that is a mix of DRAPE (Deep Reconnaissance And Prevention of Emergencies) Systems and others, keeping in mind the tropical littoral issues and also the high traffic density in the IOR [22].

Way Ahead

The broad UDA framework needs to be dissected into individual S&T areas that have relevance across multiple sectors and applications. In this section we try to present few such areas that are representative to the vast UDA framework across the marine and the freshwater systems.

Underwater Radiated Noise (URN) Management is one of the most critical areas across military and non-military applications. The increasing shipping traffic across varied sectors starting from cargo in the high seas to coastal and inland waterways has huge impact on the underwater acoustic characteristics. The radiated noise from the marine vessels generates low frequency sound that overwhelms the low frequency spectrum of the ambient noise in the water bodies. The low frequency noise suffers minimum attenuation in the underwater domain so has significant impact over thousands of kilometres. Any underwater deployment of sonars for surveillance or marine mammal monitoring gets severely degraded due to poor Signal-to-Noise Ratio (SNR). Acoustic stealth for military deployment of platforms and acoustic habitat degradation for marine mammal conservation requires effective URN management. The shipbuilding and ship repair also needs to take note of the URN management aspects and deliver ships with requisite URN levels. Opportunities in this domain exist from URN measure & analysis to prediction and deception/alteration. Given the size of the shipping fleet in the merchant marine and the naval warships, this is a huge area available for technology as well as policy intervention. Acoustic capacity & capability building has innumerable dimensions as seen in Figure-3, which presents multiple aspects of the URN management and also brings all the stakeholders together in a seamless manner [23].

Fig. 3 Underwater Radiated Noise (URN) Framework

Sediment Management is another major opportunity for significant military and non-military applications. The broad areas of concern are freshwater resource management, flood control, navigation for inland water transport, port management, deployment of military vehicles in water bodies and more. There is significant military requirement in terms of logistics and movement of military assets across water bodies. Maintaining safe navigation and all-weather access across these water bodies could be a major challenge. There has been significant focus on port-led growth under the Sagarmala initiative and also the multimodal connectivity across waterways. These require massive acoustic capacity and capability building to ensure uninterrupted operations in our waterbodies.

Sediment management originates from prediction and prevention of the siltation process, de-siltation and also disposal of the silt. The tropical littoral waters have very high flow which causes high siltation. De-siltation needs to be done in a scientific manner to ensure viability of the projects. The acoustic survey and sediment classification is the key to the entire process. The volume of silt is a huge challenge from the perspective of removal and disposal. The dredging has multiple options with varying cost based on the nature of the silt. The disposal of the silt has become an impediment given the logistics cost and also non-availability of dumping ground. Precise sediment classification can ensure economic viability of the entire de-siltation process. There is significant wealth in the silt and with proper sediment management, this could turn out into a waste to wealth story. Figure-4, presents the multiple aspects of the sediment management framework. The stakeholders can seamlessly synergise and pool their resources to manage this effectively. The policy and technology interventions can be managed efficiently with enhanced acoustic capacity and capability building for sediment management [24].

Fig. 4 Sediment Management Framework

Aquaculture and Digital Oceans. The aquaculture industry in India has significant potential as a blue economy opportunity. The tropical littoral waters are known breeding grounds for shrimp farming and given the high value of shrimps in the global market, it a huge opportunity. However, shrimp farming is a high-risk venture due to disease outbreaks, environmental fluctuations, lack of scientific awareness and more. The small farmers are unable to sustain this venture, in the absence of financial support from the insurance companies and also banks. The unorganised sectors have a challenge to grow due to inadequate policy support from the governments as well. India, with a coastline of over 7,500 km, has a massive opportunity to build this industry and help the community to engage in productive ventures. Digital oceans is the only way forward to develop deeper understanding of the underwater conditions and fluctuations. Once we understand the patterns, the uncertainties of the environment and the production outputs could be minimised with better interventions. The lower uncertainties and enhanced predictability of the entire process will encourage participation of the financial entities to support such sectors. The policy and technology interventions for enhanced and sustainable aquaculture is a major requirement. India has failed to take advantage of its vast tropical littoral waters due to lack of prioritising of the digital ocean initiative. The acoustic capacity and capability building is again a key requirement for Digital Ocean, and if managed well could be a significant export opportunity of the Skill India initiative [25].

There is a substantial strategic angle to shrimp habitats and generating deeper understanding of their soundscape. They are known to be the loudest of the creatures with vocalisation ranging beyond 200 dB ref 1 μPa at 1 m. Even the biggest mammal on earth, the blue whale vocalisation is of the order of 196 dB ref 1 μPa at 1 m. The whales are in few numbers (in single digits) in a group, whereas the shrimps are in millions in a shrimp bed. There have been incidents in the past when a submarine has been acoustically swamped due to snapping shrimp vocalisation. The Indo-Pacific region is going to be a major maritime theatre for submarine deployment. The nations within have also acquired strategic submarines and Underwater Domain Awareness (UDA) for submarine deployment requires no emphasis. There are multiple other aspects of UDA that need to be prioritised for strategic security purposes ranging from maritime intelligence against undersea intrusions, effective deployment of subsea vehicles, mitigating the sub-optimal sonar performance to more demand high priority in the ongoing geopolitical and geo-strategic developments.

Conclusion

The high-end technology developments globally have taken place during the Cold War period. Even the underwater technology developments have largely taken place as part of the super-power rivalry. The Americans and the Russians have deployed huge resources to generate better understanding of the undersea domain for ensuring enhanced sonar performance. However, the engagement during the Cold War period were in the temperate and polar regions. The Cold War had different geopolitical and geo-strategic realities. Military spending was not questioned and military projects did not require any environmental clearances as well. The post-Cold War era has completely different political scenario. Even in the US and other democracies, the leaders have to balance socio-economic requirements along with national security requirements. The environmental clearances cannot be bypassed for national security projects. Pooling of resources and synergising of efforts across the stakeholders is the only way ahead. Geo-economics has taken the high ground and geopolitics has to match the economic growth engine trajectory.

The tropical littoral challenges and opportunities have to be driven by S&T and site-specific R&D. This requires high infrastructure investments and long-term commitment to develop the know-how. User-Industry-Academia partnership is inescapable. All the stakeholders have to be committed on a long-term basis to this model. Beyond the nations, the regional frameworks will make more sense and also keep the extra-regional powers at bay. The fragmented stakeholder interactions within the nations and also in the region is a major impediment to ensuring higher synergy. Digital Oceans driven by the UDA framework can be a game changer. It will be a paradigm shift for ensuring safe, secure, sustainable growth for all in the Indo-Pacific region.

India has taken multiple steps to build maritime infrastructure and the SAGAR vision demonstrates significant seriousness on the part of the Government of India. A User-Academia-Industry partnership model is presented in figure-5, for realising the Digital Ocean dream. It binds together multiple announcements from the Government of India and also the stakeholders both in the marine and the freshwater systems.

Fig. 5 User-Academia-Industry Partnership for the UDA Framework

Figure-5, brings all the core R&D domains on one side of the funnel and the government initiatives on the other, to provide the three main pillars of the UDA framework. The effective policy intervention, innovative technology support and the acoustic capacity & capability all seamlessly will come together across the stakeholders. The UDA framework proposed by the MRC has significant merit for a whole of nation approach. The above User-Academic-Industry interface can be implemented on ground with the setting up of a Centre of Excellence to build on all the five major requirements of research, academia, skilling, incubation and policy. The details of the COE is attached in Enclosure-1. (Where is Enclosure 1)

The SAGAR vision of the Prime Minister is better served by effective realisation of the UDA framework in a comprehensive manner. China is aggressively trying to make inroads into the IOR and to counter them will not be easy. The Whole-of-Nation Approach is extremely critical given the geo-political and geo-strategic realities. Beginning with the IOR and then the Indo-Pacific region will require the support of UDA framework. India can play a leadership role in the region and ensure that the extra-regional powers are kept away with enhanced S&T superiority and local site-specific R&D.

Author Brief Bio: Dr(Cdr) Arnab Das is Founder & Director, Maritime Research Centre (MRC), Pune

References

[1]      “Confluence of the Two Seas”, Ministry of Foreign Affairs Japan. August 22, 2007. Speech by H.E. Mr. Shinzo Abe, Prime Minister of Japan at the Parliament of the Republic of India. Available at https://www.mofa.go.jp/region/asia-paci/pmv0708/speech-2.html.

[2]     https://thediplomat.com/tag/quadrilateral-security-dialogue/.

[3]     https://en.wikipedia.org/wiki/Indo-Pacific#/media/File:Indo-Pacific_biogeographic_region_map-en.png.

[4]     Arnab Das and D.S.P. Varma, “Ocean Governance in the Indian Ocean Region – An Alternate Perspective”, Maritime Affairs, 2015, pp. 1–19.

[5]     http://indiafoundation.in/sagar-indias-vision-for-the-indian-ocean-region/.

[6]     Blog Post by Alyssa Ayres, from Asia Unbound: A Few Thoughts on Narendra Modi’s Shangri-La Dialogue Speech, June 1, 2018. Available at https://www.cfr.org/blog/few-thoughts-narendra-modis-shangri-la-dialogue-speech.

[7]https://niti.gov.in/writereaddata/files/document_publication/Indian%20Ocean%20Region_v6(1).pdf

[8]https://www.indiannavy.nic.in/sites/default/files/Indian_Maritime_Security_Strategy_Document_25Jan16.pdf.

[9]     Joseph L. Nimmich and Dana A. Goward, Maritime Domain Awareness: The Key to Maritime Security, International Law Studies – Vol 83, Global Legal Challenges: Command of the Commons, Strategic Communications and Natural Disasters, Edited by Michael D. Carsten, 2007. Available at https://www.usnwc.edu/Research—Gaming/International-Law/New-International-Law-Studies-(Blue-Book)-Series/International-Law-Blue-Book-Articles.aspx?Volume=83.

[10]   “Amendments to the International Aeronautical and Maritime Search and Rescue (IAMSAR) Manual”International Maritime Organization. MSC.1/Circ.1367 24 May 2010. Available at http://www.imo.org/blast/blastDataHelper.asp?data_id=29093&filename=1367.pdf.

[11]   Cdr Steven C. Boraz, U.S. Navy, “Maritime Domain Awareness
Myths and Realities”, Naval War College Review, Summer 2009, Vol. 62, No. 3.

[12]   Arnab Das (2016), “Impact of Maritime Security Policies on the Marine
Ecosystem”, Maritime Affairs: Journal of the National Maritime Foundation of India, 12:2, 89-98.

[13]   Arnab Das, “Marine Eco-Concern and its Impact on the Indian Maritime Strategy”, Chapter 5, MRC Press Feb 2017.

[14]   Sarabjeet Singh Parmar, “Maritime Security in the Indian Ocean A Changing Kaleidoscope”, Journal of Defence Studies, Vol. 7, No. 4, October–December 2013, pp. 11–26.

[15]   Alok Bansal (2010) Maritime Threat Perceptions: Non-State Actors in the Indian Ocean Region, Maritime Affairs: Journal of the National Maritime Foundation of India, 6:1, 10-27.

[16]   SHARACHCHANDRA M. Lele, “Sustainable Development: A Critical Review”, World Development, Vol. 19, No. 6, pp. 607-621, 1991.

[17]   Joris Larik et al., “Blue Growth and Sustainable Development in Indian Ocean Governance,” The Hague Institute for Global Justice Policy Brief, 2017.

[18]   Dr. P. K. Ghosh & Sripathy Narayan, “Maritime Capacity of India: Strengths and Challenges” Observer Research Foundation. Available at https://www.orfonline.org/wp-content/uploads/2012/12/Maritime Capacity_of_India.pdf.

[19]   Paul C Etter, “Underwater Acoustic Modelling and Simulation”, Fourth Edition, CRC Press, 2013, Taylor and Francis Group.

[20]   Arnab Das, “Marine Eco-concern and its Impact on the Indian Maritime Strategy,” Journal of Defence Studies, Vol 8, No. 2, Apr 2014.

[21]   Arnab Das, “New Perspective for Oceanographic Studies in the Indian Ocean Region,” Journal of Defence Studies, Vol 8, No. 1, Jan 2014.

[22]   Steven Stashwick, “US Navy Upgrading Undersea Sub-Detecting Sensor Network”, The Diplomat, November 04, 2016. Available at https://thediplomat.com/2016/11/us-navy-upgrading-undersea-sub-detecting-sensor-network/.

[23]   Arnab Das (2019) Underwater radiated noise: A new perspective in the Indian Ocean region, Maritime Affairs: Journal of the National Maritime Foundation of India, 15:1, 65-77, DOI: 10.1080/09733159.2019.1625225.

[24]https://mrc.foundationforuda.in/documents/researchNotes/Interns/Report%20on%20Sediment%20Management%20Framework%20for%20Tropical%20Littoral%20Waters.pdf

[25]https://mrc.foundationforuda.in/documents/researchNotes/Interns/APY%20Analysis%20for%20Shrimp%20Farming.pdf

Counter Drone Systems: An Opportunity for Self-Reliance

India’s Jammu airbase was subjected to two explosions at 1.27 AM and 1.32 AM on June 27, 2021 that were caused by two armed drones.[i] The incident is being investigated by Indian security agencies to ascertain motive, plot and players behind the attack. Simultaneously, induction of counter-drone systems to prepare for such attacks in future is being pursued. Some questions which have come up post the attack are:

  • Why have small armed drones become a new challenge?
  • Should India ban drone operations?
  • Does India have counter drone capability?
  • What should India do to build indigenous counter drone capability?

Small Armed Drones: An Evolving Threat

India has witnessed increased rogue drone activity along its Western border with Pakistan in recent years. However, armed attack on a military installation has occurred for the first time, increasing the sub-conventional threat level. Today, advances made in the filed of artificial intelligence (AI), sensors, weapons systems and navigation technologies have increased accuracy, lethality and effectiveness of small armed drones, enabling them to operate intelligently and undertake complex missions individually, collaboratively and as swarms. The impact of these technologies was demonstrated in the employment of drone swarms by the Israeli military in combat operations against Palestinian Hamas fighters for the first time in May 2021.[ii] China too has developed armed Unmanned Aircraft Systems (UAS) swarms, which presents a challenge for India.

Air Defence systems across the world have been geared to countering the threat posed by large and fast-moving flying machines and not for detecting small, slow and low flying drones. The small size, extensive use of carbon composites, plastics, low radar signatures and insignificant noise levels of electric motors make it difficult for the existing air defence system to detect and neutralise small drones. These limitations came to the fore when drones were used in an attempted assassination attempt on the Venezuelan President, Nicolas Maduro in 2018. Drones were also used to attack Russian air bases in Syria in 2018, the Aramco oil facility of Saudi Arabia in 2019 and the Azerbaijan-Armenia conflict in 2020. Despite the attack on the Saudi oil facility in 2019, the Saudi’s were unable to prevent another attack by drones on King Khalid International Airport in 2021, despite possessing an advanced air defence network.[iii] Neither could Russia prevent drone attacks in Syria despite being one of the largest defence equipment manufacturers.

India has a comprehensive Air Defence network, but its ability to detect small, slow, low flying drones is under development. This capability was however showcased at the Aero-India-2021 exhibition in Bangalore. The systems are undergoing operational and validation trials and are yet to be inducted into the field force. The parallel evolution of drone and counter drone technologies makes the threat of small rogue armed drones an evolving one that would require continuous and urgent research, development, and up-gradation of counter drone technologies.

Ban Versus Enabling Policy

The mere introduction of regulations is unlikely to deter an adversary or radicalised non-state actors from employing rogue drones. The Jammu drone attack could not be prevented despite promulgation of stringent UAS Rules on March 12, 2021. It may however be necessary to place certain restrictions in sensitive areas to identify potential threats. Also, defence forces must have the right to shoot down drones that violate red zones and operate over prohibited areas.

As a follow up to review of UAS Rules-2021, Ministry of Civil Aviation (MOCA) released draft drone rules-2021 on July 15, 2021[iv] to replace UAS Rules-2021. This indicates the sensitivity of the political leadership in providing an enabling environment to the drone sector. It also indicates the inability of senior leadership in MOCA in addressing concerns of the domestic industry. There are 20,600 registered drone users while number of unregistered users is much higher and unmapped.[v] However, there is a need to be cautious here as often liberalisation of rules without careful deliberations helps importers and assemblers more than domestic manufacturers.

Counter Drone Technologies

Counter drone technologies are premised on detection of drones and their subsequent neutralisation, though both hardball and soft kill options.

  • Small, slow, low flying drones can e detected by short range radar, Electro-Optic (EO), Infra-Red (IR) and acoustic detection systems. Radar has the potential to provide non-cooperative detection capability without the active support of target drones. The Radio Frequency (RF) systems provide detection at relatively shorter ranges but are effective only if rogue drone is emitting RF signal. The EO and IR systems are passive detection systems that provide visual detection by day and night respectively but they have lesser ranges than RF systems and radar. The EO/IR sensors are useful for revalidation (secondary validation) of the threat, followed by terminal tracking and launching of counter measures. Lastly, acoustic systems use acoustic signatures to detect small drones at close ranges but are effective if there is no conflicting noise in the vicinity and noise profile of the rogue drone is recorded in the library of the detection system.
  • Neutralisation. Drone neutralisation systems can broadly be divided into ‘soft kill’ and ‘hard kill’ systems. The former involves neutralisation of sensors, control and navigation systems through jamming, spoofing, or making rogue drones land away from their intended target, sending them back, or capturing them. This is achieved by jamming and spoofing Global Positioning Systems (GPS), jamming their radio frequencies (that are used by drone operators for controlling the drones), and for jamming or spoofing of internal communication of drone swarms. The jammers can be ground based as well as placed on airborne platforms. However, jamming has some inherent disadvantages as it may jam own drones and other users in that area. Therefore, power of jammer and intended areas of jamming have to be clearly defined.[vi] The hard kill systems being developed include lasers, microwave systems and physical destruction by guns, missiles, or suicide drones. Today, most counter drone systems being developed are hybrid systems comprising multiple detection and neutralisation systems. These include combinations of radar, RF, EO/ IR detection systems; lasers, RF jammers, drone nets, guns, suicide drones, defender drone swarms and other neutralisation systems that are integrated into one system. Such systems require automation for critical decision making in real time, though human interface would also be required to prevent counter drone systems from being duped with newer innovations.

Airborne Counter Drone Systems

Small armed drones, individually or in collaboration may outsmart a flying platform and overcome speed disadvantage by concealing their approach and intelligent routing by using artificial intelligence. On the other hand, slow moving manoeuvrable flying platforms like helicopters and trainer aircraft, when equipped with suitable counter drone systems would be able to defend themselves when airborne, as well as provide airborne protection during national and international events and other contingencies.

As of now, most aircraft systems are not suited to take on small, slow and low flying drones. India had armed Cheetah helicopters with guns and three 70 mm rockets and named it Lancer. However, these helicopters did not have detection systems to detect rogue drones.[vii] While India is currently developing a number of land-based hybrid counter drone systems, there is no known project to develop airborne counter drone system. As such systems are being developed globally, India too needs to start such programmes, else it be left behind and be forced to import the same.

Air Defence

The responsibility for Air Defence (AD) rests with the Indian Air Force (IAF). The Army and Navy have certain embedded operational AD capability for protection during operations. The air threat in the past was posed by fast and large flying machines, whose detection distance varied from hundreds of kilometres to tens of kilometres. However, threat posed by small, slow, low flying drones has reduced detection distances to below tens of kilometres, which makes it impossible for the IAF to provide air defence against such threats in all parts of the country.

Besides hard and soft kill options discussed earlier, the drone threat can be mitigated through effective intelligence operations to apprehend the operator, which would prevent the drone from getting airborne. Therefore, police (of various states and union territories), para-military forces and other agencies involved in providing security to VAs and VPs would become new players in the AD network. Also, there may be a requirement to formulate simple but digitised mechanism to track legal drones without becoming unduly intrusive for the industry.

The new counter drone systems would need to be integrated with existing Integrated Air Command and Control System (IACCS) of the IAF. On the other hand, legacy air defence systems of sister Services may need to be modified to integrate new counter drone systems. In addition, integration of police, CAPF, PMF and other forces protecting VAs and VPs in the air defence network also needs to be examined. Accordingly, protocols for operations, SOPs, training patterns, etc. would need to be formulated. The synergy and integration between existing air defence network and new players would become another key pillar of counter drone eco-system. However, an AD network comprising multiple security organisations with diverse cultures, training, and operations philosophies would pose new challenges, which would have to be overcome.

Counter drone technologies can mitigate a threat but cannot eliminate it. There would be a need to impose deterrence against potential users of such systems. This would require political resolve and developing offensive capability.[viii]

Procurement Versus Development Dilemma

The existing approach of procuring best products and stipulating tight timelines for induction of defence equipment are two major reasons for struggle of Indian industry in replacing foreign OEMs. Indian manufacturers lack infrastructure, scale of manufacturing and funding to compete with big players and their products do not match up to what is available across the world. But if we continue with imports, then the defence industry will never grow, making us continually dependent on foreign powers. Obviously, a strategy is needed to get out of this impasse. With respect to the manufacture of counter drone systems, the following questions need to be answered:

  • Can Indian companies provide counter drone solutions?
  • What is the role of stakeholders in the government and users in facilitating development of indigenous capability?

The status of indigenous capability in counter drone technologies, role of users and large industrial entities, factors contributing to failure of domestic industry and way forward to make India self-reliant is discussed below.

Indigenous Capability

India’s Defence Research and Development Organisation (DRDO), in collaboration with private and public sector entities has developed a D-4 hybrid counter drone system comprising both hard and soft kill systems. Its detection systems comprise radar providing 360 degrees detection up to 4 km, RF system up to 3 km and Electro Optic/Infra-Red system up to 2 km, while its neutralisation systems comprise of RF/ Global Navigation Satellite System (GNSS) jammer having a range of 3 km and laser for physical destruction of rogue drones up to a range of 1 km. DRDO demonstrated its system to National Security Guard (NSG) as well as deployed it on VVIP protection duties in the last one year. However, there was a lack of participation in the development of the above by the user agencies, namely the defence forces.[ix] This lacuna needs to be plugged.

DRDO has taken BEL as the production partner and would benefit from its expertise. On its part, BEL has collaborated with Grene Robotics to jointly develop AI based autonomous Operating System (OS), which is named as air defence dome.[x] Grene Robotics OS is an AI based platform that would provide air defence cover through a unified, distributed, wide area coverage system named as “Indrajal”. It integrates radars, EO/IR, Electronic Support Measures (ESM), jammers and third-party weapon systems and enables local and networked command and control operations with autonomous counter drone capability. However, companies like Grene Robotics are small companies that need handholding by large private and public sector companies to improve manufacturing quality and scale up production for large orders.[xi] It would invigorate the defence sector if such hand holding takes place for niche technologies being provided by small companies and new start ups. Some of the startups which have excelled are Big Bang Boom Solutions, which has developed Anti-Drone Defence System that comprises RF and EO detectors and RF jammer,[xii] the Gurutvaa Systems Private Limited, which has developed a spoof emitter and a hand held jammer which can carried in backpack as well as installed on a vehicle,[xiii] Zen Technologies Private Limited, whose counter drone system is evolving into a multiple sensor system comprising three detection systems[xiv] and Mikrobotix, which manufactures micro and small drones that carry variety of payloads, and has indigenously developed a suicide quad copter drone using cameras and artificial intelligence for counter drone role.[xv] There are other small players too in this field such as VEM Technologies, Timetooth Technologies and EDITH Defence systems, which indicates a bright future for domestic manufacturing.[xvi]

The bigger names in the Indian defence sector are also showing an interest in drone and counter drone technologies. Towards this end, L&T has tied up with ideaForge[xvii], while Reliance Industries has acquired majority stake in Indian drone start up Asteria Aerospace.[xviii] Adani Defence and aerospace[xix] has collaborated with Elbit systems of Israel to manufacture drones and sell its counter drone system in India. Similarly, Jugapro,[xx] a company known for selling hanger doors, has collaborated with the US startup company Fortem Technologies to sell its counter drone systems. However, in the counter drone domain, the investment of big companies in research and development of counter drone technologies has been negligible, which needs to change.

The DRDO has developed 1-kW, 10-kW and 20-kW laser weapons, while Bhabha Atomic Research Centre (BARC) has developed high power purse electron accelerator kilo ampere linear injector (KALI-5000) capable of generating 650 keV energy with electron beam power of 40 GW. It has also developed microwave systems having a frequency range of 3-5 GHz and power of 1-2 GW.[xxi] The challenge for Indian developers would be in miniaturisation these systems for ease of transportation on ground and carriage by aircraft to develop airborne counter drone systems.

Why Domestic Industry Fails?

As stated earlier, India’s public and private defence sector is caught in a bind. The defence requirements are immediate while indigenous production capacity is constrained in terms of levels of R&D and inability to produce equipment of matching capability in the available time. The foreign OEM thus bags the order, which in turn adversely impacts the domestic innovators who have been involved in research, design, development and manufacturing of counter drone systems. It is thus a make-or-break situation for the Indian industry and innovators who are mostly start-ups & MSMEs. A few of them have proven their capability by winning technological challenges presented by defence forces through iDEX, Technology Development Fund (TDF) and Mehar Baba competition. However, survival of domestic innovators and manufacturers depends upon the orders received from defence forces, their only customer; otherwise, they would disappear from Indian drone and counter drone manufacturing landscape.

Indian innovators struggle to compete with leading global manufacturers when users and policy makers from defence place large orders with tight timelines for supply. The aspiration for acquiring the best by the defence forces is well understood, but it hurts the Atmanirbhar Bharat mission. In addition, the introduction of seemingly liberal provisions in the policy that open up business (import) and simplify compliance on the pretext of competition, suits import and foreign OEMs. Foreign OEMs export in large numbers and sell them in India at cheap rates till indigenous products become uneconomical and indigenous manufacturers close their business.

Against these Qualitative Requirements, most Indian companies do not qualify, despite having some of the cutting-edge technologies and capabilities. As a result, foreign OEMs win tenders in a seemingly fair way. This is how domestic industry and innovators, despite being promising, fail to survive due to lack of support system in India and absence of handholding culture. On the other hand, Global OEMs win the contract and acquire Intellectual Property Rights of promising Indian innovators. This is an example of how not to support domestic industry, which needs to change.

A case study of the aviation industry in this regard is instructive. HAL had developed the HF-24 Marut fighter-bomber aircraft in the 1960s. It was the first Indian-developed jet aircraft, but its production was shelved in favour of assembling the Soviet Union made MiG-21 fighter jets in India. This made India dependent on the latter. As a result, capability of HAL in due course was downgraded from high value design and development establishment to a low value assembly company. It took India almost five decades to correct this anomaly when Light Combat Aircraft (LCA) came into being. LCA was the outcome of indigenous effort and not foreign coproduction collaboration. Therefore, any attempt to acquire large number of counter-drone systems, including through Make in India, would have an adverse impact on domestic counter drone industry. We therefore need to keep India’s long-term interests in mind in our procurement policy.

Building Indigenous Counter Drone Capability

We need an enabling environment to keep talent in India. Many Indians have excelled abroad, such as Satya Nadella of Microsoft and Sunder Pichai of Google, but even so, India’s Information Technology (IT) and auto industry have not yet become design and development hubs of the world and have remained relatively low value service industries. India is yet to have its own versions of Google, Microsoft, Facebook, Twitter, etc. as also cars with global presence. We therefore need to focus on developing indigenous technological capabilities by providing an enabling ecosystem to domestic industry and creating preferential mechanism for inducting domestic products.

India’s former President, Late Shri APJ Abdul Kalam warned that Make in India is “Quite Ambitious” and that it has to be ensured that India does not become the low-cost, low-value assembly line of the World.[xxii] Today, India is at a critical juncture where it needs to induct large number of counter drone systems for multiple security agencies. It would be prudent to take into account the above caution of our former President, while formulating strategy for building this capability.

Ground Systems. Indian public and private sector companies have developed a number of detection and neutralisation systems; however, these systems individually are not holistic systems and do not provide assured detection and neutralisation. A few manufacturers collaborated with fellow manufacturers by leveraging their respective strengths to develop hybrid counter-drone systems; however, some gaps still exist. Also, counter drone systems required for static army and air force formations would be different from those required to protect moving convoys and ships. Protection of ships that are continuously rolling and pitching when docked as well as while moving over open seas would be an entirely different challenge and would require gyro-stabilisation as well as modifications in software and hardware. The civil aviation and other security agencies would prefer armed rogue drones to be captured or escorted to safe locations so that they do not pose threat to airport, aircraft, passengers, VAs and VPs. Lastly, while developing countermeasures against small drones, designers need to consider that loitering munitions, and other manned and unmanned aircraft would also be operating within the same airspace. Therefore, counter drone systems should not only be able to counter small rogue drones but also integrate with air defence systems and provide seamless defence against all air threats, without disrupting normal peace time air operations.[xxiii]

Airborne Counter Drone Systems. These systems would provide much needed mobility and enhance range and effectiveness of counter capability. The airborne counter drone platform could be another drone, helicopter or an aircraft. Smart air defence drone with necessary detection and neutralisation sensors would be the best choice to counter rogue small drones. Therefore, it would be prudent to equip helicopters and other aircraft with counter drone capability to protect them from drone attacks as well as to neutralise rogue drones. Light Utility Helicopter (LUH), Light Combat Helicopters (LCH) and Hindustan Turbo Trainer-40 (HTT-40) are three potential platforms that could be equipped with counter drone systems. They are ideally suited to undertake counter drone tasks during national and international events and in specific threat scenarios due to their slow speed handling characteristics, high manoeuvrability, ability to launch quickly and adequate payload carrying capability.

Indian industry has adequate potential to produce drone and counter drone systems in India. However, their expertise is dispersed as they are developing different elements of counter drone systems in silos, which need to be integrated. To build a holistic counter-drone system, there is a need to integrate multiple detection and neutralisation systems developed by different public and private sector companies, which can be achieved by leveraging following technology development programs:

  • iDEX conducted by Defence Innovation Organisation has open competition, Defence Innovation Start up Challenge (DISC) and iDEX 4 fauji. Industry, individual innovators, academia and R&D institutions have opportunity to participate in each of these competitions where grants up to 50% of project cost with maximum up to Rs 1.5 crore are given.[xxiv]
  • DRDO provides funding under Technology Development Fund (TDF) for self-reliance in defence technologies covering up to 90% of the project cost and a development period of two years.[xxv]
  • Department of Science and Technology (DST)’s Device Development Program (DDP) provides funding for indigenous development and manufacturing of devices and has identified drones and anti-drone devices as key areas for development in 2020.[xxvi]
  • Global Innovation and Technology Alliance (GITA), a Public Private Partnership (PPP) program, provides funding up to 50 % of expenditure on R&D for new technology / products in partnership with industries from Canada, Israel, Korea, Italy, Spain, Sweden for delivering marketable products and services to Indian and global markets.[xxvii]

Mehar Baba and iDEX competitions are conducted by IAF and DIO respectively. Mehar Baba provides larger funding while iDEX not only provides lower funding but also requires equal share of funding by the participants. Mehar Baba competition provides equal opportunity to DRDO, Defence Public Sector Units (DPSU)s, academia, individual innovators and private sector entities to develop urgently needed as well as niche technologies while in iDEX, DRDO & DPSUs do not participate. These competitions facilitate transformation of an idea into a product and induction into defence forces if found suitable. This is exactly what is needed in India.[xxviii] However, these competitions, despite their promise, have following limitations:

  • The quantity and timelines for procurement of product from winners of iDEX and Mehar Baba competitions are not defined, which is a major limitation. As a result, transformation of innovative prototype into finished products and commercialisation is hampered. The winners of these competitions are unable to cope with the huge cost of development and delay in lack of procurement by their only buyer, i.e. the military.
  • The funding provided by Defence Innovation Organisation (DIO) under iDEX is limited to 50% of the project cost with an upper limit of Rs 1.5 crore. Also, iDEX and Mehar Baba participants are expected to produce quality equivalent to global OEMs like Raytheon, Elbit, etc., who get much higher funding from their respective militaries, DARPA, Defence Innovation Unit (DIU) and equivalent organisations. Development of some of the high technology defence equipment requires much higher funding and current limit is inadequate to support development of high cost defence technologies.

Mehar Baba Competition was launched in 2018; however, launch of second edition is still awaited. Whether it was lack of leadership, ownership, foresight or absence of follow-on plan, an end to Mehar Baba Competition, one of the most progressive innovation projects of India, would be a tragedy for defence innovation in India.

In a welcome development, Ministry of Electronics and Information Technology (MeitY), in partnership with Border Security Force, launched BSF High Tech Undertaking for Maximising Innovation (BHUMI) Grand Challenge on July 02, 2021, to identify impactful solutions from startups to address three problem statements, out of which one of them relates to development of Anti Drone Technology.[xxix] This is the first time BSF is leading the development of innovative technologies, which is a good beginning and it should be transformed into an annual challenge with certain procurement assurance to develop niche technologies indigenously.

Individual and uncoordinated development, trials and procurement by defence Services, their field formations, CAPFs, BCAS (MOCA), NSG and other security forces provides opportunity to foreign OEMs and their Indian supplier to sell their products by out-manoeuvring domestic manufacturers, which needs to be corrected.

The key challenge to capability building in India is lack of involvement of users in the development projects as partners. The defence forces of leading defence-manufacturing nations not only provide funding for research projects but also involve their personnel in technology development with their industry as owners. The gaps between expectations of users and systems developed by Indian public and private sector entities becomes a major limitation when competing against leading global OEMs, who fine tune their systems while working closely with their defence forces.

Indian counter-drone industry led by small startups, individual innovators and MSMEs lacks capability to scale up production and expand business. They would need funding and expertise of big business houses to scale up production and formulate business strategies. The lack of investment by Indian industry provides foreign entities an opportunity to entice bright minds, which leads to brain and technology drain.[xxx] High technology investments can bring disproportionate results as was seen in the case of FLIR, thermal sensor manufacturer of the US, which acquired Prox Dynamics, a Norwegian drone company that had developed black hornet nano drones for $134 million and thereafter became leading supplier of these drones.[xxxi] Indian companies investing in Indian start-ups is thus a win-win situation for both as big industrial houses would gain from their foray into niche high value technologies, while start-ups, individual innovators and MSMEs would obtain much needed funding as well as expertise for scaling up production as well as for making their business and export strategies.

Way Forward

Much can be done to make India self-reliant in the field of counter-drone technology. This is an emerging market which has great potential to boost Indian manufacturing and job creation. As of now, domestic capabilities are dispersed among various public and private sector entities, which if harnessed can address India’s counter drone system requirements. Therefore, the following is recommended:

  • Design bureaus of defence forces, and technical departments of police, security forces and MOCA may launch Mehar Baba or equivalent programs to develop pre-identified variants of counter drone systems with hard and soft kill capabilities that meet specific requirements of air, ground and naval forces, CAPFs, BCAS (MOCA) and other security agencies and facilitate their procurement through a single process. This counter drone system, in consonance with other air defence systems, should provide holistic air defence capability against all air threats.
  • One of the programs, led by technical department of MOCA and MHA, should focus on developing counter drone systems that capture or take the rogue drone to safe locations or escort them out of danger areas in order to protect civil airports, urban population and strategic assets.
  • IAF, IA and HAL should examine technical feasibility of integrating counter drone systems on LUH, LCH & HTT-40 aircraft and initiate their development as counter drone platforms.
  • iDEX and Mehar Baba competitions amount is recommended to be increased to Rs 50 and Rs 200 crore respectively.
  • Enhance funding for development of proof of concept of indigenously designed prototypes emerging out of competitive mechanisms like iDEX and Mehar Baba.
  • Use Problem Definition Statement (PDS) as base to acquire assured quantity of products within a given timeline and give preference for procurement to indigenously designed products under Mehar Baba and iDEX.
  • MoD should launch a challenge to miniaturise and increase efficiency of lasers and adopt them for operations as ground, vehicle based and aircraft-based counter drone systems.
  • Development, miniaturisation and operationalisation of microwave counter drone systems should be given high priority due to swarm threat from adversaries.
  • MoD and MHA should carry out joint assessment of existing air defence system of defence forces and corresponding elements in police, para-military and other forces, gaps in technology, procedures, and training, and prepare a roadmap to fill gaps and correct anomalies.
  • MoD, MHA and MOCA should involve technically qualified personnel from defence, CAPFs, MOCA and other security agencies in the research, design and development teams of indigenous projects undertaken by DRDO, DPSUs, DST, Private Industry and Academia as required.
  • Make Qualitative Requirements (QRs) realistic in Request for Proposals (RFPs); allow liberal delivery time for indigenously designed products and avoid emergency procurements from foreign OEMs. This would help to make India self-reliant.
  • MoD, MOCA and DST, in collaboration with industry, may identify technology and capability gaps in areas such as sensors, motors and other systems (that India is dependent on through import) and indigenise them in a phased manner.
  • Large Indian corporates should invest in R&D as well as handhold promising start-ups, individual innovators and MSMEs for further research, improving quality, scaling up production and export in international market.

Conclusion

By publishing draft drone rules on July 15, 2021, India has shown that it would not be deterred by drone threat to build a domestic drone industry; however, the devil lies in details and understanding the gap between intent and execution.

They many challenges that the counter drone industry faces have ben enumerated in this paper. These challenges need to be addressed on priority. Of special significance is the need to provide an enabling environment for the industry, user interface in the R&D phase, hand holding of the smaller players and framing rules which can push forward, the Prime Ministers directive to make India truly Atmanirbhar.

The threat of small-armed drones is a challenge as well as unique opportunity to harness diverse capabilities available with public and private sector entities to build robust counter drone systems and networks not only for India but also for export to friendly foreign countries. This is an opportunity which India must grasp by addressing administrative, bureaucratic and policy hurdles, and taking ownership of indigenous projects.

Author Brief Bio:

Group Captain Rajiv Kumar Narang VM, was commissioned in the helicopter stream of the Indian Air Force (IAF) in December 1989. He has flown more than 4700 hours over varied terrain comprising Siachen Glacier, mountainous regions of Himalayas, deserts and plains of India. He is a flying supervisor, qualified aircraft accident investigator and an alumnus of the prestigious DefenceServices Staff College (DSSC), Wellington, India. He has served in staff appointments at Air Headquarters and Headquarters Integrated Defence Staff (HQ IDS). He was awarded Vayu Sena Medal (VM) for meritorious service in 2000. He has served as Research/ Senior Fellow at the Centre for Air Power Studies (CAPS) from September 2014 to April 2019.

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[xii] Big Bang Boom Anti Drone Defence System, Big Bang Boom Solutions,   http://bigbangboom.com/our-projects/, accessed on July 25, 2021.

[xiii] Grurutvaa https://idex.gov.in/showcase-cpt/458, accessed on

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[xv] Harish Alladi, http://www.mikrobotix.com/productdetails04.html, accessed on August

[xvi] Andhra Pradesh: TTD to Deploy DRDO’s Anti-Drone Systems to protect Tirumala Temple, July 24, 2021, https://swarajyamag.com/insta/andhra-pradesh-ttd-to-deploy-drdos-anti-drone-system-to-protect-tirumala-temple, accessed on August 04, 2021.

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[xviii] Reliance buys majority stake in drone company, Geospatial News, May 06, 2020, https://www.geospatialworld.net/news/reliance-acquires-asteria-aerospace-with-51-78-stake/, accessed on August 01, 2021.

[xix] Adani Defence and Aerospace, https://www.adanidefence.com/unmanned-aerial-systems, accessed on August 01, 2021.

[xx] Jugapro Sky Dome Systems, http://jugapro.com/?page_id=5031, accessed on August 01, 2021.

[xxi] Dr Rajeshwari Pillari Rajagopalan, What are India’s Plans for Directed Energy Weapons?, The Diplomat,  September 24, 2020, https://thediplomat.com/2020/09/what-are-indias-plans-for-directed-energy-weapons/, accessed on August 04, 2021.

[xxii] APJ Abdul Kalam’s word of caution on ‘Make in India’, October 26, 2015, https://economictimes.indiatimes.com/news/politics-and-nation/apj-abdul-kalams-word-of-caution-on-make-in-india/articleshow/49438728.cms?from=mdr, accessed on August 03, 2021.

[xxiii] Grene Robotics develops India’s 1st autonomous drone defence dome system – ‘Indrajaal’, BusinessToday.in, June 28, 2021, https://www.businesstoday.in/latest/economy-politics/story/grene-robotics-develops-indias-1st-autonomous-drone-defence-dome-system-indrajaal-299926-2021-06-28, accessed on August 05, 2021.

[xxiv] Scheme for iDEX, https://idex.gov.in/sites/default/files/2021-06/iDEX%20scheme%2004.06.2021_3.pdf, accessed on August 09, 2021.

[xxv] Technology Development Fund, https://tdf.drdo.gov.in/scheme, accessed on August 08, 2021.

[xxvi] Device Development Program-2020, https://dst.gov.in/sites/default/files/DDP%20Format-2020_0.pdf, accessed on August 08, 2021.

[xxvii] Global Innovation and Technology Alliance (GITA), https://gita.org.in/, accessed on August 08, 2021

[xxviii] IAF’s Mehar Baba Prize, India’s first competition in defence sector: All you need to know, The Indian Express, October 16, 2021, https://indianexpress.com/article/india/iafs-mehar-baba-prize-indias-first-competition-in-defence-sector-all-you-need-to-know-5404071/?fbclid=IwAR1vGCGcfhnw7SmzscDHzh7lYOU-9uFhNRQYQWu4x7nq40OLI1c2FZQpxKY, accessed on July 24, 2021.

[xxix] BHUMI, BSF Grand Challenge, https://app.thebizplanner.com/public/application/inc/60ddb7ec76b190674a4117e5, accessed on August 02, 2021.

[xxx] Thales And IIIT-Delhi Sign An MoU On Open Hardware Research And Development, BW Education, July 28, 2021, http://bweducation.businessworld.in/article/Thales-And-IIIT-Delhi-Sign-An-MoU-On-Open-Hardware-Research-And-Development/28-07-2021-398285/, accessed on August 08, 2021.

[xxxi] April Glaser, The company behind these pocket-sized military surveillance drones just got bought for $134 million, Vox,  December 01, 2016, https://www.vox.com/2016/12/1/13813220/drone-military-surveillance-acquisition-black-hornet-flir-prox-dynamics, accessed on August 09, 2021.

Interview with Prof. M. Jagadesh Kumar, Vice-Chancellor, Jawaharlal Nehru University

Apurv Mishra: There is a view amongst policymakers, academics and business leaders that we are living through what they call a fourth industrial revolution, which is the result of a fusion of several technologies that are blurring the lines between our physical, digital and biological world. Do you agree with this assessment?

Prof. M. Jagadesh Kumar: The evolution of technologies from the Industrial Revolution, began with using steam, then moved to electricity, and then to electronics and communication engineering. There was a distinct separation between these technologies. The foundations of the present industrial revolution is off course based on the earlier technologies, but the shift from Industry 3.0 to Industry 4.0 has happened at a much faster rate. The rapidity of change is such that human societies may actually find it difficult to absorb those technologies. There is thus a need to focus not just on specific technologies, but also on their impact on human life, and on how we interact with each other and with the environment around us. Greater awareness is required among the users of this technology so that they are prepared for change. That is why there is a lot of discussion on the impact of industry 4.0 on human societies.

Apurv Mishra: What is your assessment of the disruption that these emerging technologies will bring upon the Indian economy and society, given that we are a developing country that is trying to showcase its leadership in the field of technology.

Prof. M. Jagadesh Kumar: We need to look at the challenges that our country is facing today. One of course is security. Today we talk about not only the physical security at our borders but also cyber security. So, the physical and cyber domains need to be secured. It is also important to take care of our health system in the country. So, can we develop technologies that will make the health systems more affordable and more accessible to our population across the country? In agriculture, water usage is very heavy and consumes nearly 70 percent of the available fresh water. We need to innovate and produce high yield varieties of food grains, with reduced water consumption. Education is another important area, where we face the challenge of how to reach out to young 300 million students and meet their aspirations in universities and other learning institutions. If we build our universities and educational institutes at whatever rate that is physically possible for us then it may take another 100 years to meet everybody’s aspirations. That is why we need to look at alternate ways of reaching out to people by making our education more holistic and more flexible. Digital platforms could provide an answer. The new national education policy talks about various additional knowledge, which will be integrated and featured on these platforms, so that education becomes affordable and accessible to all. Another important area is the environment and the impact of climate change. Put together, security, health, agriculture, education and environment are prime concerns and these form the acronym SHAPE. So, if you want to shape the future of our country, these are the five areas where we need to do really innovative research.

Apurv Mishra: How well equipped are we to deal with these challenges. I am reminded of a 2015 quotation by Mr. Narayan Murthy where he said at the convocation ceremony of IAC Bangalore that “There has not been a single invention from India in the last 60 years that has become a household name globally, nor any idea that led to the earth-shaking invention to delight global citizens. Our youngsters have not done much impactful research work despite being equal to their counterparts in intellect and energy in western universities.” How do you assess the contribution of Indian universities to the field of science and technology since independence?

Prof. M. Jagadesh Kumar: I would rather prefer the term, Life Transforming Technologies, than some imaginary earth-shaking inventions. Over the last 50 years, there have been several life-transforming technologies developed in our country. The simplest example is the dairy cooperative societies that was started in Gujarat. All along we were thinking that only cow milk is suitable for producing milk powder. Dr Kurien and his team developed the technology for using buffalo milk to produce milk powder. That’s a life-transforming technology which has helped many farmers. Other examples abound, such as the development of highly efficient and pest-resistant seeds to help our farmers, which gave us the green revolution. There have been several formal and informal innovations that have been taking place in our country and I do not see our country lagging behind in terms of entrepreneurship. Today, India is rated as having the third largest entrepreneurial ecosystem. Many individuals in India are focused on becoming entrepreneurs, instead of taking up a job. There is a great future in terms of developing new technologies and becoming a leader in the world, but I also would like to state that the days of a scientist, sitting alone in a lab, looking through the microscope, and then coming up with a kind of eureka kind of invention, are over. Today, for scientists to come up with innovative ideas, they should be able to work in teams and with unlike minds. That is the only way we can come up with innovations. In India, we have taken several steps to encourage this kind of multi-disciplinary research in several universities. I would like to see more life-transforming technologies being developed in our country, which will positively impact the lives of the people down to the last person in the village. Many such things are happening and we need to be optimistic and hopeful, rather than being pessimistic.

Apurv Mishra: Let me now talk to you about some specific technologies that are on the verge of disrupting societies and economies around the world and let me start with your own subject area which is nanotechnology. Scholars, typically when they look at the lifecycle of technologies, use a four-phase framework where each technology goes to an R&D phase, an ascent phase a maturity phase and then eventually moves towards obsolescence. Where do you place developments in nanotechnology in this framework and which application of nanotechnology, do you think has the greatest potential to change our world in the coming years.

Prof. M. Jagadesh Kumar: You are absolutely right. Any new technology that is being developed has these four cycles. In the case of nanotechnology, actually, there was too much hype. But fortunately, over a period of time, the technology matured. And now we know there are certain segments which can be developed at a rapid pace using nanotechnology. All of us are familiar with semiconductor technology which has advanced rapidly, is affordable and which has revolutionised communication technologies, affecting the lifestyle of everybody in the country. But there are other areas where nanotechnology can be a very futuristic opportunity for us. One is quantum computing, which is going to be a real necessity for us in future, especially with the collection and the storage of data. In today’s time, to process the data, we need extremely fast computers and only quantum computing can do that. Now, in quantum computing, there are several things that we need to do. One is, of course, using nanotechnology to develop these qubits and then the next challenge for us is how do you connect these cubits using interconnects. Today, in semiconductor technology, we are already facing a brick wall in terms of the speed of the processors, primarily because of the interconnect delays.  So tomorrow, if we want to develop extremely efficient quantum computers then how are we going to connect these qubits, is going to be another technological challenge. And the third most important thing is developing efficient algorithms because there will be qubit errors that will be generated when the data is transferred across the qubits, so you need efficient algorithms. It is a multidisciplinary approach, requiring electrical engineers, material scientists, physicists and computer scientists amongst others. In the last budget, INR 8000 crore was allotted for developing quantum computing in our country. Another area where nanotechnology will play a very disruptive role is in the pharmaceutical industry, in developing vaccines and drugs and in understanding the molecular structure of drugs. All this can be done using nanotechnology. In agriculture, nanotechnology will bring a revolution in terms of developing plants, which are pest resistant and which consume low quantities of water. So, there are many exciting possibilities with nanotechnology.

Apurv Mishra: Another technology that is generating a lot of hype is a new gene-editing technology called CRISPR whose pioneers got the Nobel Prize for Chemistry last year. This technology, in fact, got a lot of attention from mainstream media in 2018, when a Chinese scientist in Shanghai used CRISPR to create two gene-edited babies who were resistant to HIV. How do you assess the risks and rewards of the widespread use of gene editing?

Prof. M. Jagadesh Kumar: In gene editing, we identify a targeted part of DNA, remove it from the DNA and replace it with the other material there.  The work of the Chinese researchers in 2018 led to the birth of two girls, but there was huge consternation across the world. The outcry was not against the technology, but on the potential for its misuse. While research is important and should be encouraged, the ethical standpoint should also be kept in mind. If we develop proper ethical standards on how we use the outcome of the research, then we should promote our efforts to do innovative research in all areas.

Apurv Mishra: There is an American biologist, Mr. Edward Wilson, who famously said that the real problem of humanity is that we have paleolithic emotions, medieval institutions and godlike technology. When you look at the terrific potential of some of these emerging technologies like gene editing, experiments with viruses in government labs, the creation of artificial intelligence, development of unmanned aerial and terrestrial vehicles, then, is there a case to be made for drawing red lines on scientific research by governments. Are their certain kinds of experiments that governments should not allow scientists to work on, or are these expectations of imposing moral limits on technology, wrong?

Prof. M. Jagadesh Kumar: Our human mind is always in search of free-thinking. It always likes freedom. It doesn’t like curbs and that is how human societies have evolved. I think all areas of scientific research should be encouraged. Doing research is exploring our free minds. There should not be any curb on that but regulation is required when we want to use the product of this scientific research and we need a clear and ethical framework to decide on that. I will give you one simple example. When 30 or 40 years ago, scientists invented the cochlear implant for deaf persons, they thought they invented a great device. However, many deaf people approached them and questioned them on the need for such a device, stating that they were happy in their own world! Obviously, there was a disconnect, which should be avoided. When we do research, the stakeholders also need to be involved. Currently, what happens is that scientists sit in their labs and develop some great technologies, which they think is great for society. This process needs to be democratised by involving the stakeholders. In my view, I think any government regulation, which will affect the basic research itself may not be a good idea, but there should be regulations on how this technology will be used for human welfare.

Apurv Mishra: Given that you are describing the scientific process, we have today, multidisciplinary teams, sometimes working across geographies, on a particular research area. Is there a case to be made that it is even futile to expect governments to regulate scientific developments and experiments?

 

Prof. M. Jagadesh Kumar: Human nature is to explore. Human nature doesn’t like to be bounded. So, therefore, any measures that we take, if it goes against human nature, will not be able to build any happy harmonious human societies.

Apurv Mishra: While talking about the role of governments in developing technological capabilities, two of India’s biggest success stories in this field are India’s space program and nuclear program, both of which were led by our government institutions. What are the lessons that we can learn from the success of these two programs to develop our technological capabilities in other critical areas?

Prof. M. Jagadesh Kumar: One clear lesson is that you can start from ground zero and become leaders in a specific technology. The other lessons that we had to learn from this experiment is that simply duplicating these experiments is not enough, because both the situation and the eco-system have changed. Take for example space technology, in which we are so successful. The components of successful Space Technology relate to good and very efficient propellers, small weight, high-efficiency fuels, heat resistant materials to make heat resistant shields for the rockets or for the vehicles which are re-entering into our atmosphere and so on. This is the greatest opportunity for us to involve other industries which can actually work on these areas. Therefore, besides government organisations, we need to encourage several other industries, the peripheral industries but central to the operation of the space program, to develop their technologies. The government must now act more like a catalyst to build and develop an ecosystem and not a similar kind of organisation. Once we develop the ecosystem, then several such industries will sprout and become big trees, strengthening our industrial ecosystem.

Apurv Mishra: There are two other technologies that are getting a lot of mainstream attention from the media these days. You spoke about the initial hype associated with nanotechnology. Gartner is a sort of firm which comes out with this annual hype cycle for emerging technologies to discern hype, from what’s commercially viable as far as technology is concerned. Can you share your views on the expectations that we should have from blockchain which is a technology that is getting a lot of attention from media these days? Do you think that it will fulfil the potential that people are talking about in transforming our lives?

Prof. M. Jagadesh Kumar: Our minds are conditioned to the existing technologies so when new technologies are developed then some technologies may create some kind of fear in our minds that it may disrupt our existing systems. So, we have only two options. One option is to keep away from data and technology. The other way is to master the technology so that it can be effectively used. Therefore, Blockchain is something that we cannot keep away from and especially when we have a globally interconnected world. We cannot remain as an isolated entity without getting affected. So, my feeling is that we need to get into blockchain technology and see how effectively we can use and integrate ourselves with the rest of the world. Who knows in future what new technologies will sprout on the horizon. If you want to deliver vaccines to some remote place then you can use unmanned vehicles and or if you want to secure your border or if you want to monitor the movement of any enemy troops, then we will have to develop our own technologies. There could be some time lag in terms of developing the technologies, as in the past we missed the semiconductor technology bus. But today, semiconductor technology has become so centralised. In fact, more than 60% of the chips are produced only from some of the Asian countries so they have become highly centralised and penetrating that may become a challenging task. Today we are talking about electronic waste. Where do you dump all these mobile phones and microprocessors because you use inorganic semiconductors in which we use a lot of plastic and the metals in these chips. So people are now looking to use organic semiconductors which are biodegradable, to make our electronic systems. We need to look around for such futuristic technologies and start early, so that we become leaders in those technologies in the world.

Apurv Mishra: The IPCC’s 4000-page report on climate change has made dire predictions about our medium to long-term future as a species, unless an immediate course correction is brought about. What role can technology play in mitigating global warming, and what is India’s role in developing these technologies for a more sustainable way of life?

Prof. M. Jagadesh Kumar: One of the reasons why climate change is happening is how we are leading our own lives. Today, we have come to believe that more consumption means more development, and we need to move away from that kind of attitude. We need to preserve our resources and use them as little as possible through reuse, recycle, kind of means. And we also need to think about our future generations and the world we are leaving behind for them. This is where some technologies can play a significant role. For example, we need to look at alternate ways to generate energy. Today, our focus is on renewable energy resources, such as solar power, wind power etc. Towards that end, we are now producing over a quarter of our requirement of energy using renewable energy resources. If we continue on the same path, India may actually become a role model for the rest of the world on how to generate energy using environmentally friendly means. So, there are several such technologies that we need to develop in order to control climate change. In India, we are also emphasising the use of electric vehicles. So, in the next 10-20 or 30 years, as we will see more electric vehicles moving on our roads, cutting down all the smoke that comes out of these vehicles. But here, there is another opportunity for us as a country. If you use electric vehicles, if you use solar power, you also require efficient batteries, and there is a lot of work that needs to be done. If we look at the last 150 years, the advancements that are taking place in battery technologies are not comparable to similar advances that have taken place in semiconductor technology or the pharmaceutical industry and so on. The materials that are required for making these batteries also is another challenge for us. Today we talk about lithium batteries, and there are only three or four countries that have huge deposits of lithium. So, instead of following the same path and in developing lithium ion-based batteries, we need to look at simple but efficient technologies like sodium batteries as sodium is abundantly available. And if we use sodium air batteries, their volume and weight also will come down. There are many such opportunities for us to develop new technologies in order to minimise or slow down the impact of climate change,

Apurv Mishra: The role of rare earth metals in the semiconductor industry has resulted in almost a global race between countries to acquire mines where these rare earth materials and minerals are produced. So, I want to ask you a larger philosophical question on the relationship between technology and society and its impact on individuals. In his seminal work, Future Shock, the futurist Alvin Toffler, predicted that the anxieties of a world are upended by rapidly emerging technologies. He spoke about how the root cause of most social problems in the times to come, would be the result of an accelerated rate of technological and social change that could leave people disconnected and suffering from what he called ‘shattering stress and disorientation’. How have his predictions about social paralysis, disorientation induced by rapid technological change held up?

Prof. M. Jagadesh Kumar: 100 or 200 years ago, if you look at the lifestyle of the people you know then they met the requirements for their family and themselves. If there was some surplus, it was shared with neighbours and that helped us in developing better relations with each other. But today, we have moved from such a situation of abundance to scarcity. Once that happens, there is so much competition among ourselves to access these scarce resources. The role of technology, therefore, should be to create that abundance so that human values such as compassion, sharing and loving each other, come to the fore. New technologies should not force us to lead a life of anxiety and mindless competition; rather, we should focus on improving not just the standard of living, but the quality of living. Also, we should focus on the importance of the diversity that we have, instead of indulging in identity politics. So, technology alone will not be able to provide the desired results for building human societies. We also have to look at the very nature of human beings, and then integrate these two in an effective manner. People need to understand the meaning of values and ethics. So, these values have to be instilled right from childhood, so that when they become adults, they become productive human beings in whatever work they do.

Apurv Mishra: What role do you think our civilisational values have in creating a society like this and in minimising the impact of “Future Shock on individuals and societies”?

Prof. M. Jagadesh Kumar: We need to focus on spiritual values. Sometimes it is also important for us to become philosophical, We do have a long civilisational continuity in our country. In addition to developing physically and materialistically, we must also give equal importance to the spiritual aspects of our life. In order to do that, it is important that we expose our students to the basic elements of philosophy in their school years. Philosophical issues will shape how we interact with each other. So, that is the reason why I strongly feel that both in the teacher training programs and right from childhood, elements of philosophy need to be taught to everybody.

Apurv Mishra: Thank You

Brief Bio:

Prof. Mamidala Jagadesh Kumar is an Academician, Administrator and Author who is currently the Vice-Chancellor of Jawaharlal Nehru University (JNU) and a professor in the Department of Electrical Engineering at IIT Delhi. And Mr Apurv Mishra is Senior Research Fellow at India Foundation.

Lessons on Administration from Ancient India

Today, however impressive the strategy is, to make it work in scale and with effectiveness, implementation is key. The best strategy can come to naught, even be counterproductive if implemented poorly. There are many changes in technology that have made it easier to implement and administrate policies today. However, the essential characteristics of human nature – our thoughts and feelings — continue to be the same though the context is different. The past therefore becomes a useful tool to give us insights into how administration occurred in ancient, more complex times. Let us take a few examples from about 1000 years ago, found on the walls of temples in Tamil Nadu.

Why temples and why Tamil Nadu? Today, we see temples as primarily religious institutions. Perhaps some will also see them as repositories of art and architecture. In ancient times they were much more than that. Every aspect of government we have today and also the work done by NGOs, was performed by the temple for the local community. Temples provided employment, stored grain, safeguarded communal facilities, provided health and educational facilities and collected taxes / disbursed social schemes of the ruling king. The other vital role they played was in emotionally uniting the community. Kings therefore, found it expedient to identify themselves with God and the palaces with temples to increase the emotional connect and legitimacy to their rule.

Using the temple, the kings were able to get commitment from their people in addition to mere compliance (which is more temporary and harder to impose). Of course, rulers and subjects were also deeply moved by faith, but this socio-political motive cannot be ignored and must be seen as politically and economically expedient rather than “good” or “bad”. Temples in Tamil Nadu have the maximum number of inscriptions on their walls. Every line is only about the political/economic/social affairs of the community. There is no religious or philosophical text and therefore they become very unbiased records to study. Sadly, in other states, the inscriptions have seldom survived. While the inscriptions have been translated, published and discussed since the 19th century, they have not made it to mainstream discussions and remain only in largely academic or history-enthusiast circles.

For those who are keen to learn more about Indian techniques of administration, they provide a wealth of ideas and information, relevant for today. For this article, let us take a few examples. First, around setting process in place and secondly on implementation and compliance.

A note on the organisation of the administration will be relevant. About 1000 years ago, at the height of the Chola power over Tamil Nadu, which also included parts of Karnataka, Telangana and Kerala, the general structure was far more federal in nature than it is today. The king was expected to provide security from external aggression and internal civil war. All the other matters of life were governed locally by elected representatives who were either land owners and or merchants or tradesmen. Maintenance of water bodies, relief from floods and drought were all local issues. At best a king would support by reducing or waiving taxes. The local bodies were even powerful enough to alter their rules of membership and elections as seen in the inscriptions of Manur (Tenkasi) and Uttiramerur. In a way, “minimum government and maximum governance was the unsaid way of work. The significant decisions connected to these communities were engraved on the walls of temples with the date, and the signature of witnesses. These are known as inscriptions or epigraphs. They give us truthful and unbiased information on actual issues that came up with formulation and implementation of strategy.

Creation of a Strategy

The largest land owner in the community was the temple. The income from the temple land, paddy, was given to the king (which was either taken to the capital or stored on his behalf in the temple itself), and the temple – which used it to pay salaries. Temples would also have land that was fallow and not cultivated. To increase their income, temples were always looking for long term leases of fallow land to those who will bring it under cultivation and pay taxes from that. These taxes could be either as produce or as copper coins.

There are several inscriptions on the mechanics of setting up a system like this. Here are some examples. Tirukolakudi is in Sivaganga district in southern Tamil Nadu. Although it is close to Karaikudi, famous as a tourist spot, it receives no tourists and pilgrims come only on important festival days. The main shrine is a cave temple that is stylistically dated to at least 9th CE or earlier. It is one of the rare cave temples in the Pandya region and is remarkably hewn out of the parent hill rock and fully aligned and proportional. This has since been added to with subsidiary shrines. Below this, next to a beautiful pool of spring water is a smaller cave with an early bas relief of Ganesa; one of the oldest in the region. There are more temples further down and at the foot of the hill. All these temples are plain structures and have only 1 or 2 additional cells for pilgrims to stand and worship. We have no bhakti literature verses on these temples. At the top of the hill is a small shrine for Muruga or Karthikeya. Apart from the inscriptions, the temples are in a very scenic setting and deserve much more attention from pilgrims, tourists and researchers of medieval Indian history and politics. There are 82 inscriptions found on the walls of the various temples or on the rock of the hill itself.

An important inscription from 129 CE (ARE 1916, C66), in the reign of the Pandya king Jatavarman Sundara Pandya temple gives us an idea of the method a strategy was thought through. The long inscription is in Tamil and says, the Maheswaras, Sri Rudras, Devakanni (those who have leased out temple lands for cultivation), temple accountants gave some temple land to one Sundara Pandya Narasingadevan. He was allowed to enjoy them provided he would repair the water sources that had fallen into disuse, clear the jungle and for this use, he will pay a land tax or melvaram to the temple. The tax was dependent on the crop. It was 1/3rd of the produce for tinai (foxtail millet) , varagu (kodo millet), ellu (sesame), payaru (lentil), kuruvai (short term rice crop), Karumbu (sugarcane), kozhundu, karunai, manjal (turmeric), inji (Ginger), sengazhuneer (lotus), vazhai (banana), vazhathalai (banana tree leaves to use as eating plates?), poosani (pumpkin) etc and for trees like ma (mango), pala (jack fruit), nathai , elumichai (lemon), kulaviruli, nelli (Gooseberry), iluppai (Madhuca Longiflora) etc., The tax was 1/5th for crops like coconut, areca palms and 1/7th for dry crops according to yield. This gives us a glimpse of crops cultivated at that time. The inclusion of lemon/lime is interesting for this period.

For land that he has brought into cultivation by clearing the jungle, he had to pay 1/10th in the first year, 1/9th in the second year, 1/8th in the third year and 1/7th in the fourth year and after that a permanent tax of 1/3rd. This accounts for the effort he has to invest to make the land cultivable and is therefore fair on his efforts and the temple which was the land owner. The system can be compared to the SEZ policy of governments today. The inscription also specifies that the temple share belongs to the king and can be disposed in his pleasure.

Srirangam has the world’s largest temple and in this island and adjoining areas, the Kaveri River was prone to flooding. Land had to be reclaimed for cultivation and the similar method as above was used multiple times to show that this was a common practice across kingdoms in the Tamil country. From the reign of the Chola king, Kulotunga I (1070-1122), is an interesting donation from Arayan Sendan who lived in Ponpari village. He purchased leased land from the temple and in return funded a large orchard of jackfruit and kamugu (areca nut) trees. Also in the orchard were champak, karumugai (Cananga odorata) bushes and a pond for Sathapathi – a 1000 petal lotus. From the garden, a garland was required to be sent to the temple expressly for the night time puja.

Human nature being human nature, things were not always perfect, there were many instances when the fears of human beings made them put their selfish self-interest over the need of what was good for the community. This was punished either at the local level or by the king. Any act that resulted in reduction of revenue for the king or a threat to national security received quick and brutal punishment. Others were dealt with locally and decisions depended on the caste of the person (higher the caste, higher the punishment) or the economic prosperity of the convicted. Fines were the norm and the most severe punishment was social ostracism. There are many inscriptions on crimes and punishment that show that the justice procedure was far swifter and harsher than today.

The local assemblies performed the role of both enacting legislation and settling disputes. Since it was an agricultural economy, most disputes were connected with land boundaries and irrigation rights and issues. Criminal cases were not uncommon. History textbooks have traditionally told us the brahmins were the “priestly class”, but the inscriptions give us a more nuanced picture. The educated brahmin was well versed in the nyaya shastra or law books. That was the reason they were useful to the king – they ensured that justice was dispensed locally so that cases did not get escalated to the king who was the final judge. Today our higher courts are burdened with cases – the king wanted to avoid this and therefore supported brahmins, especially those well versed to play the role of a judge.

A 930 CE Chola inscription in the temple of Tiruninravur, Chennai is connected to the constitution and service of the judiciary. The village assembly met together and decided that the judges were elected from among themselves, provided they were qualified in legal treatises. They would serve for one year and would not serve after that for five years either as a judge or even in an administrative committee. The restriction of the five-year interval was reduced to two years in the case of relatives like fathers, brothers, or sons of those who had served before. This meant that even the relatives of a sitting judge were not permitted to take that position for two years after their relative was a judge.

The people who got together to decide this is also interesting. They were all land owners which meant they had a direct stake in the issue and all the various sub committees (variyam) were represented. The members included – the judicial assembly, the committee that maintained all water tanks that were common property of the village, the garden (orchard or oil yielding trees?) maintenance committee, the experts in shastras and the “distinguished people” or “visishta peru makkal” of the village. Sitting judges were debarred from holding other offices for their term, received one kunri of gold as payment, were expected to settle and hand over accounts at the end of the term to the committee and a fine of 20 gold coins were imposed on violators.

The Manur inscription deals with the constitution of a legislative and judicial committee. The Ambalanatha Swami temple is on a slightly raised part of land in the village of Manur. The temple is only locally known and is a small one with very few devotees. It is largely unknown outside the village and is similar to the thousands of other temples that dot the rural landscape of India. The interior of the temple is also plain and simple. Between the entrance and the main shrine are rows of pillars. One of them has a long inscription in Tamil script and Grantha script. The inscription is from the 35th reginal year of Pandya King Maranjadaiyan.  Not much is known about the king and the pillar has been painted many times over so even reading the text now is difficult. The pillar has no artistic value but the inscription is of enormous value for India.

The context can be surmised from the seven clauses in the inscription as follows. The original character of the village landowners seems to have undergone a change over the years. The composition of the Sabha had also had to change keeping this in mind.  In doing so, the rights of the descendants of the original land owners had to be safeguarded as well as those of the new landowners – who had either come into the village by purchasing land or as the sons-in-law of the original land owners.

The village is mentioned as Mananilainallur in Kalaikudi Nadu. The village is referred to as a Brahmadeyam – a village created by a king by giving a large parcel of land to a group of Brahmins who in turn split the shares, auctioned it to various communities and created a new village. The general body meeting was announced by beat of drum and conducted in the sacred place called Govardhana (possibly the raised area on which the temple stands?). The Vyavasta or resolution was as follows:

  • The permanent members who had veto powers would include one person from the family of each of the original shareholders. They also had to be conversant with mantra brahmana inclusive of one dharma and be of good conduct. They could participate in all Mahasabha
  • The above privileges in the Sabha were extended to those who already owned shares by purchase or gift or dowry provided they also had the same educational qualifications and were of good conduct.
  • For the future, regardless of how they acquired property, – by purchase or gift or dowry, they cannot excersise the above powers and only be ordinary members. Depending on their property they can take part in in the deliberations at 1/4th, ½ and 3/4th.
  • Those who purchased shares from the original shareholders, had to learn and pass an exam of an entire Veda including the parisista for membership of the first category.
  • Those who purchased property/had rights to it by other means were to be bound by this agreement.
  • Those who have no full-fledged power (sravanai) could not be in any of the subcommittees (Variyams) that worked under the mahasabha for the village.
  • Sabha members who frequently obstructed proceedings by casting negative votes, were find five kasu (copper or gold coins, possibly copper) but would not lose their rights per this agreement.

While the actual working of the Sabha and the nature of the subcommittees are not documented, the entrance criteria, the rules for efficient transactions are remarkable for that period. Even more remarkable is that such far reaching political and judicial decisions of self-governance could be taken by a small village. Even by today’s standards of federalism, such autonomy is impossible to see.

How was corruption handled?

Human nature being what it is, corruption issues wasn’t very different then as it is now. Some inscriptions deal with how corruption was handled. Tiruvotriyur near Chennai has a large temple and was wealthy in the old days due to the salt pans and the port. The temple has a few inscriptions connected to corruption. In the 14th CE, several temple employees had stolen property that belonged to the temple. When this was discovered, many of them had died by then. The king’s judicial officers seized land and houses belonging to them and auctioned them off. Kalavupattam was a fine levied on those who had made deliberate errors in measuring grain. Another inscription makes mention of how, in a periodic audit in the times of a Chola king, the pon variyam or the committee that received taxes in gold was found to have made errors in both the quantity of gold they had and the quality. A lengthy enquiry convicted the members and they were socially ostracised and their lands and houses sold to pay for the principal and interest of the missing amount. In another case in Tiruneermalai temple, the temple treasury box had several gold coins missing. However, the box was sealed and the door to the room was sealed and stamped as well. So, this was clearly an inside job. The priest and a watchman confessed and their land was taken away, rights they had in the temple revoked and they were asked to leave the village. In some occasions, the property of relatives of the guilty party were also not spared.

Criminal cases are also to be found. A frequent case is of two people going out for a hunt and one dies. If there is strong evidence that it was a mistake then the guilty is asked to fund an expiatory oil lamp for the temple and endow it with some land or animals to defray the expenses.

Conclusion

The past is past and the future is the future, never the two shall meet. However, the past is the root for the fruit of the future and looking at the way issues were managed, give us the following insights –

  • Political authority used a strong emotional, feeling related bond to connect with people and maintain legitimacy and reduce ideological opposition.
  • Temples were used as local institutions and were vested with rights and duties.
  • Except for tax collection and security, all issues were locally managed through elected representatives.
  • Decisions were largely taken in a transparent manner after a lot of discussion and deliberation and meticulously recorded.
  • Punishments were strict, swift and followed established procedures and were not whimsical decisions taken by old men sitting under a tree.
  • The general principal was that the good of the larger community was more important than individual good.
  • One hopes that a deeper study of such administrative can inform policy formulation and implementation in India today.

Author Brief Bio: Pradeep Chakravarthy is a graduate of the London School of Economics and is in the last stages of his PhD research on administration in the mediaeval period and its relevance for today. He is the author of seven books with three more in press. He has worked in HR/Learning and development with Infosys and McKinsey and now works with organisations to help change behaviour and culture through Indic wisdom from history, mythology and philosophy. He is based out of Chennai.

International Symposium on JAMMU & KASHMIR AND LADAKH: Development Dynamics and Future Trajectories

Report of the
INTERNATIONAL SYMPOSIUM
on
Jammu & Kashmir and Ladakh:
Developmental Dynamics and Future Trajectories
23-24 August 2021
Organised by:
Swami Vivekananda Cultural Centre, Embassy of India, Seoul
Institutional Partners:
Institute of East and West Studies, Yonsei University,
Indian Council for Cultural Relations, India Foundation and
Jammu-Kashmir Study Centre

 

India, in its journey of nation building and democratic consolidation in the last seven decades, has faced and overcome several challenges. One of the most complex issues has been the situation in Jammu & Kashmir and Ladakh. The erstwhile State has been witness to several conflicts in the post-independence years. This pristine land, truly known as ‘’Heaven on Earth’’ is also an epitome of India’s secular identity, comprising as it does – Hindu majority Jammu, Muslim majority Kashmir and Buddhist majority Ladakh.

On August 5, 2019, the Indian Parliament enacted legislation to re-organise the erstwhile State of Jammu & Kashmir into Union Territories of Jammu & Kashmir and the Ladakh. Thereafter, a slew of legislation and policy measures have been introduced to accelerate the pace of socio-economic development in the two Union Territories to bring them to the same level of progress as in the rest of the country. A three-tier system of grassroots level democracy has been established with the conduct of elections of the Panchayati Raj institutions including District Development Councils in 2020.

As India’s democracy turns 75 years old on August 15, 2022, we plan to celebrate this milestone by commemorating significant landmarks in the political history of India. The socio-political dynamics leading to the birth of the two young Union Territories of Jammu & Kashmir and Ladakh and its future trajectory would be one such significant landmark.

Republic of Korea (ROK) has a vast experience of developing the villages through its past movements like saemaul undong (new village movement) and also of trying to bridge the political and development gaps between its different regions, such as in the Gyeongsang and Jeolla provinces. Some of these vast experiences of ROK can be relevant for the political and development of the Union Territories of Jammu & Kashmir and the Ladakh. With the changes in the policy pertaining to investment, and other activities in Jammu & Kashmir and the Ladakh, a large number of opportunities for Korean companies are opened, particularly in the sectors of agriculture, horticulture, tourism development, hydropower, sports, and renewable energy.

Embassy of India, Seoul and Indian Council for Cultural Relations in association with Institute of East and West Studies, Yonsei University, India Foundation and Jammu-Kashmir Study Centre organised a Two-Day International Symposium on Jammu & Kashmir and Ladakh on 23-24 August 2021. The event was inaugurated by addresses from Radha Krishna Mathur, Hon’ble Lieutenant Governor, UT of Ladakh, Sripriya Ranganathan, Ambassador of India to Republic of Korea and Suh Seung-hwan, President, Yonsei University.

The first session was themed as ‘Historical Significance’. The session was chaired by Miseong Woo, Director, Institute of East and West Studies, Yonsei University and the speakers were K N Pandita, Former Professor & Member, Jammu-Kashmir Study Center and Myung-sob Kim, Professor of Political Science at Yonsei University. The second session was themed as ‘Evolving Internal Security Situation and Challenges’. The session was chaired by Aayushi Ketkar, Special Centre for National Security Studies, Jawaharlal Nehru University; Member, Jammu Kashmir Study Centre and the speakers were Soumya Chaturvedi, Senior Research Fellow, India Foundation and Jae-sung Choi, Professor at the Department of Social Welfare at Yonsei University.

The third session was themed as ‘Development Models and Unique Socio-Cultural Ethos’. The session was chaired by Major General Dhruv C Katoch, Director, India Foundation and the speakers were Smriti Kak, Journalist, Hindustan Times and Doowon Lee, Professor at the School of Economics, Yonsei University. The fourth session was themed as ‘New Growth and Developmental Models’. The session was chaired by Shakti Sinha, Honorary Director, Atal Bihari Vajpayee Institute of Policy Research and International Studies, MS University; Distinguished Fellow, India Foundation and the speakers were Dipankar Sengupta, Professor of Economics at the University of Jammu and Sangtu Ko, Professor of Area Studies at Yonsei University. The fifth session was themed as ‘Quest for Gender Equity and Social Justice’. The session was chaired by Byung-won Woo, Director, Leadership Center, Institute of East and West Studies, Yonsei University and the speakers were Shakti Munshi, Secretary, Jammu Kashmir Study Centre (Mumbai) and Yoon-kyung Nah, Professor at the Department of Anthropology, Yonsei University and Director of Gender Equality Education Promotion Council of Korea.

The valedictory session was graced by the address of Manoj Sinha, Hon’ble Lieutenant Governor of Jammu and Kashmir; Ram Madhav, Member, Board of Governors, India Foundation; Dinesh K. Patnaik, Director General, ICCR, New Delhi; Jawahar Lal Kaul, President, Jammu Kashmir Study Centre and Captain Alok Bansal, Director, India Foundation.

Virtual Round Table Conference on Drones as a New Security Challenge

India Foundation organised a Virtual Round Table Conference on “Drones as a New Security Challenge” on 07 July 2021. The conference was addressed by a panel of experts. Group Captain Kishor Kumar Khera, Former Fighter Pilot, Indian Air Force delivered the address on “Drones in Hybrid Warfare”. Dr Ely Karmon, Senior Research Scholar, International Institute of Counter Terrorism, IDC, Herzliya, Israel, delivered an address on “Drones and Terrorism”. AVM Manmohan Bahadur, Former Additional Director General, Centre for Air Power Studies, spoke about “Terror Drones: Challenges and Responses”. Prof. V Kamakoti, Member, National Security Advisory Board; Chair National Artificial Intelligence Task Force, delivered his address on “Drone Warfare and Indian Preparedness”. The conference was well attended by domain experts, government officials, tech entrepreneurs, experts, scholars and academics.

Script of Dr Ely Karmon’s Presentation

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