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1.

FortuneattheBottomofthepyramid C.K.Pralhad

Thestartingpropositionoftheauthoristhat'ifwestopthinkingofthepoorasvictimsorasaburdenandstartrecognizingthemasresilientandcreativeentrepreneursand valueconsciousconsumers,awholenewworldofopportunitywillopenup.' Link:http://bottomofpyramid.blogspot.com/2007/03/booksummaryfortuneatbottomof.html

EonomicDevelopment Tuesday,March20,2007 BookSummary:TheFortuneattheBottomofthePyramid(BOP) ThisbookbyCKPrahalad,HarveyC.FruehaufProfessorofCorporateStrategyandInternationalBusinessattheUniversityof MichiganBusinessSchooladdressesachallenge thattheauthorhadthrowntohimselfin1995 "Whatarewedoingaboutthepoorestpeopleintheworld?Whycan'twemobilizetheinvestmentcapacityoflargefirmswith theknowledgeandcommitmentofNGOsandthecommunitiesthatneedhelp?Whycan'twecocreatenewsolutions?" Theideasgiveninthebookhadearlierbeenpropoundedinaworkingpaper,called"TheStrategiesfortheBottomofPyramid",whichtheauthorhadproducedwithhis colleague,ProfessorStuHartbutwasconsideredtooradicalforpublicationbyjournals.However,anumberofmanagersatHwelettPackard,DuPont,Monsantoandothers readitontheinternetandaccepteditspremise.Widespreaddiscussionsandacceptancecamewithpublicationoftwoarticles,"TheFortuneattheBottomofthePyramid"in Strategy+Business(January2002)withStuHart,and"ServetheWorld'sPoorProfitably"intheHarvardBusinessReview(September2002)withAllenHammond. Thebookisdividedintothreeparts.Firstpart,'TheFortuneattheBottomofthePyramid'givesaframeworkforactiveengagementoftheprivatesectorattheBottomof Pyramid(BOP)andisdividedintosixchapters.Thestartingpropositionoftheauthoristhat'ifwestopthinkingofthepoorasvictimsorasaburdenandstartrecognizingthem asresilientandcreativeentrepreneursandvalueconsciousconsumers,awholenewworldofopportunitywillopenup.' ThefirstChapteristitled"TheMarketattheBottomofthePyramid"anddiscussestheuniquecharacteroftheBOPmarket.TheBOPasasegmentconsistsofanestimated4 billionpeoplewholiveatbelow$2/day. Theyrepresentalatentmarketforgoodsandservices.ActiveengagementofprivateenterprisesattheBOPisacriticalelementin creatinginclusivecapitalismasprivatesectorcompetitionforthismarketwillfosterattentiontothepoorasconsumers.Theauthorstatesthateachofthegroupsthatis focusingonpovertyalleviation theWorldBank,richcountriesprovidingaid,charitableorganizations,nationalgovernmentsandprivatesector isconditionedbyitsown dominantlogic.ForexampleIndiahadadeepsuspicionabouttheprivatesector.Multinationalcompanies(MNCs)sufferfromdeeplyentrenchedlogicregardingcoststructure, consumersandBOPsector.Thedonorsconsiderprivatesectorgreedy.Alltheseagencieshavecometoanimplicitagreementthatmarketbasedsolutionscannotleadto povertyreductionandeconomicdevelopment. Iftheseagenciescrossthebarriersposedbytheirdominantlogic,awholesetofopportunitiesemergeintermsofBOPmarket,representingamajorengineofgrowthand globaltrade.Thismarkethasitsownsetofcharacteristicswhicharediscussedinthebookasunder: a.ThedominantassumptionisthatthereisnomoneyattheBOP.TherealityisthatBOPofferhugeopportunityduetotheirlargenumbers.BOPconsumersalsopayahigh premiumfortheproductandservicestheyavail. b.ThedominantassumptionisthatdistributionaccesstoBOPmarketsisverydifficultandthereforerepresentsamajorimpedimentfortheparticipationoflargefirmsand MNCs.Therealityisthatwithurbanizationandwidespreadmigrationofpoortothecities,distributionlogisticshavebecomeeasier.Inruralareas,theremaybe"mediadark" areasanddispersedcommunities.Solutionshaveemergedindifferentcontexts ProjectShaktifromHindustanLeverLimitedand"Avonladies"inBrazil.Thesecaseshavebeen discussedindetailinpartIIofthebook(discussedlaterinthisreview). AvonProductsisamultilevelmarketingcompany[5].Traditionallyadirectmarketingcompany[citationneeded],Avon'sfastestgrowingmarketstodayareinChinaandRussia. Thecompany'schairmanandCEOisAndreaJung,whowaspromotedtothepositionin1999.Avon'sproductlinesincludemakeup, bathandskinlotions,antiagingcream, perfumes,aswellasjewelryandclothing. Avonusesbothdoortodoorsalespeople("Avonladies,"primarilyandagrowingnumberofmen)andcatalogstoadvertiseitsproducts.Insomemarkets,Avonproductsare soldprimarilyinretailstores(mostnotablyChina,whichhadbannedalldoortodoorsellingbeforemidDecember2006).Foundedin1886andtodayhaverevenuesofaround 11Billiondollar.

c. Thethirddominantassumptionisthatthepoorarenotbrandconscious.Onthecontrary,thepoorareverybrandconscious.Theyarealsoextremelyvalueconsciousby necessity. d.Contrarytothepopularview,BOPconsumersaregettingconnectedandnetworked.Theyarereadilyexploitingthebenefitsofinformationnetworks. e.Contrarytopopularbelief,theBOPconsumersacceptadvancedtechnologyreadily. Thetasktherefore,istoconvertthepoorintoconsumersthroughmarketdevelopment.Thiswouldrequiregivingthepoorcapacitytoconsumeonasustainablebasis. Philanthropymightfeelgoodbutdoesnotyieldscalableandsustainablesolutions.OneillustrationisinnovativepurchaseschemesofCasasBahia,aretailchainstartedby SamuelKleinin1952inBrazilandCemex,startedbyPatrimonioHoyinMexico.Singleservepackagingbyconsumergoodsmarketersisanotherexample.Theprinciplesin creatingthecapacitytoconsumehasbeendescribedas"ThreeAs" CasasBahia Rather,CasasBahiamakesthemajorityofitsprofitbycharginginterestoninstallmentplanpurchases,makingitpossibleforlowincomecustomerstopurchaseproducts whichtheywouldnotbeabletopayoffinasinglepayment. Anothersalestechniqueofthestoreistolocatecashiersinthebackofthestore,whichrequiresclientstopassbyalltheproductsontheflooreachmonthinordertopaytheir nextmonthlypayment.Salespeoplealsoconsiderthelinesatthecashiersappropriatepotentialsalestargets(whichtheyrefertoasbocasdecaixa"opencashiers").Todayhave morethan500storeswithrevenuesof2billiondollars. i.Affordability:Withoutcompromisingqualityorefficacy ii.Access:Tobeensuredthroughgeographicallyintensivedistribution iii.Availability:Tobeensuredthroughdistributionefficiency. TheidealsituationistocreatecapacitytoearnmoresothatBOPconsumerscanaffordtoconsumemore.ITC'seChoupalisasuccessfulexampleinthisregard. Thecritical requirementistheabilitytoinventwaysthatcantakeintoaccountthevariabilityinthecashflowsofBOPconsumersthatmakesitdifficultforthemtoaccessthetraditional market. TheinvolvementoftheprivatesectorattheBOPcanprovideopportunitiesforthedevelopmentofnewproductsandservices,poorasconsumersgetmoreaccesstoproducts andservicesandacquirethedignityofattentionandchoicesfromtheprivatesectorthatwerepreviouslyreservedforthemiddleclassandrich.Theprerequisiteisthatboth sides,thelargefirmsandtheBOPconsumersdeveloptrust,whichhasbeenmissingtraditionally.

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Chapter2,on"ProductsandServicesfortheBOP"callsforanewphilosophyofproductdevelopmentandinnovationintunewiththerealitiesoftheBOPmarket.Theauthor hasidentified12principlesofInnovationsforBOPMarkets: 1.Priceperformance:Quantumjumpsinthepriceperformancearerequired. 2.HybridSolutions:Advancedandemergingtechnologiesthatarecreativelyblendedwithexistingandrapidlyevolvinginfrastructure. 3.Scalable,transportableacrosscountries,culturesandlanguages:EaseofadoptioninsimilarBOPmarketsisakeyconsiderationforgainingscale. 4.Focusonconservingresources:Eliminate,reduceandrecycleresources. 5.Productdevelopmentmuststartfromadeepunderstandingoffunctionalitynotjustform. 6.Processinnovationsareasimportantasproductinnovations. 7.Deskillingworkiscritical.Productsandservicesmusttakeintoaccountskilllevels,poorinfrastructure,anddifficultyofaccessforserviceinremoteareas. 8.Educationofcustomersonproductusageiskey. 9.Productsmustworkinhostileenvironments. 10.Researchoninterfacesiscriticalgiventhenatureofconsumerpopulation. 11.Innovationsmustreachthepoor designingmethodsforaccessingthepooratlowcostiscritical. 12.Productdevelopersmustfocusonthebroadarchitectureofthesystem theplatform sothatnewfeaturescanbeeasilyincorporated. InnovatingattheBOPmayseemdaunting,butitishighlyrewarding.ItisalsonecessaryfortheMNCswhowanttostayahead ofthecurve.Suchsuccessfulinnovationsare inRelianceTelecomsMonsoonHungama;DrVenkataswamysAravindEyeCaresysteminMadurai;MolecularencapsulationtechnologyforiodizingsaltbyHindustanLevers Limited;AmulsAutomaticMilkCollectionSystemUnits;RamChandraandDrPKSethisJaipurFoot;Deviceagnosticsystemby Voxiva,Peru;ICICIbanksmultichanneldelivery mode;ITCandEIDParrysaccesstofarmersthroughtheirnetworks. Chapter3istitledBOP:AGlobalOpportunity.ItjustifiestheeffortsrequiredforinnovatingforBOPbyidentifyingfour sourceofopportunityforalargefirmthatmakesand efforttounderstandandcatertoBOP: a.SomeBOPmarketsarelargeandattractiveasstandaloneentities. b.ManylocalinnovationscanbeleveragedacrossotherBOPmarkets,creatingaglobalopportunityforlocalinnovations.For example,UnileverhasreplicatedproductsinIndia inotherBOPmarkets lessonsfromdevelopingWheelwereusedtolaunchasimilarproduct,AlainBrazil. c.SomeinnovationsfromtheBOPwillfindapplicationsindevelopedmarkets.TheVoxviasystemfounduseintheU.S.DepartmentofDefenseinitsinoculationprogramme. d.LessonsfromBOPmarketscaninfluencethemanagementpracticesofglobalfirms NirmaandWheeloperateonlowergrossmarginbutyieldahigherreturnoncapita employed. TheBOPmarketposechallengeemergingfromrapidacceptanceofinnovation(aIcurveascomparedtotraditionalScurve. Therapidgrowthdemandsnewapproaches. InnovationssuchasSHGsandShaktiAmmacutcostsdrasticallyandreducerisks. Chapter4,TheEcosystemforWealthCreation,showshowlargefirmscancreateaprivatesectorecosystemandactasanodalfirm.Theauthorhasincludedsocial organizationsofdifferenttypes individualentrepreneurs,SMEs,CooperativesandMNCs.Amarketbasedecosystemforwealthcreationconsistsofthefollowing players: ExtralegalNGOenterprises Microenterprises Smallandmediumenterprises Cooperatives Largelocalfirms MNCs NGOs Everycountryhasalltheseplayers,therelativeimportanceofthesefirmsdiffersacrosscountriesandthepolicymakersfaceadilemmainthisregard Ifwecantpickone sectorforspecialattention,howdowemobilizethewholeecosystem?Alternatively,howdowemovethecompositionoftheecosystemtowardslargefirms?Theauthorsays thatthedebatemustshifttowardsbuildingmarketbasedecosystemsforbroadbasedwealthcreation.TheHLLprojectShaktiandITCsechaupalaresuchexamples.The benefitofprivatesectorecosystemsresultfromtheacceptanceofsanctityofcontractsbyBOPandreductionininequitiesoftraditionalmoneylender,localslumlordbased contractsystem.Theprivatesector,initsdesiretoleverageresourcesandgainmarketcoverage,willinvestnewsystemsdependingonthenatureofthemarket.Thismeans notonlygainingthebenefitsofglobalizationbutalsoacceptingthedisciplinesthatitimposes.Also,opaque,localmoneylenderbasedcontractenforcementandparticipatingin anationalorregionalprivatesectorecosystemarenotcompatible. Chapter5,ReducingCorruption:TransactionGovernanceCapacity,addressestheissueofcorruption.Corruptionisamarketmechanismforprivilegedaccess.Itaddstocost burdenandbusinessuncertainty.TheauthorreferstotheworkofHernandoDeSototitled'TheMysteryofCapital'andestablishesthatsubstantialvalueslieslockedwithinthe underdevelopedsocietiesduetocorruption.ThiscanbeovercomebydevelopingTransactionGovernanceCapacity(TGC)intheBOP. TGCconstitutes a.Lawtoprotecttheproperty; b.Microregulation; c.Socialnorms;andd.Institutionsforenforcement. BOPconsumersliveinavaryingdegreesofTGC arbitrary,thosewherelawsandmarketeconomyexistorwhereallthecomponentsarewelldeveloped.Thespecifications prescribedforbuildingTGCarefourfold: a.Asystemoflawsthatallowsforownershipandtransferofproperty b.Aprocessforchangingthelawsgoverningpropertyrightsthatisclearandunambiguous. c.Asystemofregulationsthataccommodatescomplextransactions. d.Institutionsthatallowthelawstobeimplementedfairly,inatimelyfashionandwithtransparency. AsuccessfulattemptatbuildingTGCisGovernmentofAndhraPradeshsegovernanceinitiative.Here,however,ithasbeendiscoveredthatthelevelofcorruptionhasinitially increasedduringthetransitionperiod.However,oncethetransitiontodigitaldeliveryofserviceandtransferofdatainelectronicmodeismadeandpeoplebecomeconversant

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withthenewtechnology,theaccompanyingtransparencywouldensureanalmostnillevelofcorruption. Giventhecapacitytosolveproblemsofpovertythroughprofit,innovationsarerequiredinproductdesignandinconvertingpoorintomarket.TheprocessgeneratesTCG. Thesefactorscantriggerrapideconomicandsocialdevelopment.TheauthordiscussesthisaspectinChapter6,titledDevelopmentasSocialTransformation. Buildingmarketshelpinbreakingdownbarriersincommunication.Thisisevidentinechoupalmodel.FarmersfromvillagescouldgetinformationfromChicagoBoardofTrade. Oneofthefarmersalsowroteanemailtooneoftheresearcherswhowasassistingtheauthorincompilingthecasestudies.TheBOPconsumersareconstantlyupgradingin theprocessofparticipatinginexpandedmarket,gainaccesstoknowledgeandidentityasindividuals. Anotherwellunderstoodbutpoorlyarticulatedrealityistheroleofwomenindevelopment.Theircriticalroleistobeseen inthecaseofAvonLadies,SHGs,Amulandin Cemex.Anotherfeatureisthatasystemofchecksandbalancesareemerging,thankstocivilsocietyorganizationsandfreepress.Thelastpointtheauthormakesisthatthe socialtransformationshouldleadthepyramidstructuretomorphadiamond.Pyramiddepictsunequaldistributioninthesociety.Adiamondstructurerepresentsaminorityat topandbottomandamajorityofmiddleclass.HequotesNationalCouncilofAppliedEconomicResearchtodiscernsuchtrendinstatessuchGujaratandHaryana.Whilestates likeBiharandOrissashowapyramidtypeofstructure,MaharashtraandPunjabshowaninvertedpyramid.ThispatternislikelytorepeatitselfinruralandurbanIndia.The authorconcludesbyemphasizingthatthebestalliesinfightingpovertyarethepoorthemselvesandalsoconjecturesthattheboldinitiativeswouldleadtoeliminationof povertyby2020. PartIIofthebookisadetaileddiscussiononthesuccessfulinnovationsundertheheadingInnovativePracticesattheBottomofthePyramid.Thecasesarecategorizedinto differentsections 1.TheMarketattheBOP,discussesCasasBahiaandCEMEX; 2.KnownProblemsandKnownSolutions:WhatistheMissingLink,discussesAnnapurnaSaltStoryandHLLsinitiativeinsoapmarketandpublichealth; 3.KnownProblemsandUniqueSolutions;DocumentstheJaipurFootandAravindEyeCareSystem. 4.KnownProblemsandSystemWideReform;DocumentsICICIBanksinnovationinfinance,ITCsechoupalstoreyandTheEICParryStory(onCD); 5.ScalingInnovations:TheVoxivastoryandInnovationsinEnergybyE+CosInvestmentinTecnosol(onCD); 6.CreatingEnablingConditionsfortheDevelopmentofPrivateSector:EGovernanceinAndhraPradesh(onCD). ThecasesarequitedetailedwiththeobjectiveofprovidinginformationabouthowtoinnovateattheBOP.Theauthoralsosaysthatthecasesgoontoestablishthatthereisno mysterytounlockingthepotentialofthesemarkets.Finally,theydemonstratethesizeofthemarket.

2. Naxalism
TheNaxalites,NaxalsorNaksalvadisareMaoistcommunistgroupinIndia,leadersoftheNaxaliteMaoistinsurgency. TheirnamecomesfromthevillageofNaxalbariintheIndianstateofWestBengalwherethemovementoriginated,andthegrouparefarleftradicalcommunists, supportiveofMaoistpoliticalsentimentandideology.Theirorigincanbetracedtothesplitin1967oftheCommunistParty ofIndia(Marxist),leadingtoformationof CommunistPartyofIndia(MarxistLeninist).InitiallythemovementhaditscentreinWestBengal.Inrecentyears,ithasspreadintolessdevelopedareasofruralcentral andeasternIndia,suchasChhattisgarh,OrissaandAndhraPradeshthroughtheactivitiesofundergroundgroupsliketheCommunistPartyofIndia(Maoist).[1] Asof2009,Naxalitesareactiveacrossapproximately220districtsintwentystatesofIndia[2]accountingforabout40percentofIndia'sgeographicalarea,[3]Theyare especiallyconcentratedinanareaknownasthe"Redcorridor",wheretheycontrol92,000squarekilometers.[3]AccordingtoIndia'sintelligenceagency,theResearchand AnalysisWing,20,000armedcadreNaxaliteswereoperatingapartfrom50,000regularcadresworkingintheirvariousmassorganizationsandmillionsofsympathisers,[4] andtheirgrowinginfluencepromptedIndianPrimeMinisterManmohanSinghtodeclarethemasthemostseriousinternalthreat toIndia'snationalsecurity.[5] TheNaxalitesareopposedbyvirtuallyallmainstreamIndianpoliticalgroups.[6].InFebruary2009,Centralgovernmentannounceditsplansforbroad,coordinated operationsinallaffectedstates(Chhattisgarh,Orissa,AndhraPradesh,Maharashtra,Jharkhand,Bihar,UttarPradesh,andWestBengal),toplugallpossibleescaperoutes ofNaxalites. ThetermNaxalitescomesfromNaxalbari,asmallvillageinWestBengal,whereasectionoftheCommunistPartyofIndia(Marxist)(CPM)ledbyCharuMajumdar,Kanu SanyalandJangalSanthalinitiatedaviolentuprisingin1967.OnMay18,1967,theSiliguriKishanSabha,ofwhichJangalwasthepresident,declaredtheirreadinessto adoptarmedstruggletoredistributelandtothelandless[8].Thefollowingweek,asharecroppernearNaxalbarivillagewasattackedbythelandlord'smenoveraland dispute.OnMay24,whenapoliceteamarrivedtoarrestthepeasantleaders,theywereambushedbyagroupoftribalsledby JangalSanthal,andaninspectorwaskilled inahailofarrows.Subsequently,manySanthaltribalsandotherpeasantsjoinedthemovementandstartedattackinglocallandlords.[6] TheideologicalleadershipfortheNaxalbarimovementwasprovidedbyCharuMajumdarwhowasinspiredbythedoctrinesofMao Zedong,andadvocatedthatIndian peasantsandlowerclasstribalsoverthrowthegovernmentandupperclassesthroughthebarrelofthegun.Alargenumberofcityeliteswerealsoattractedtothe ideology,whichspreadthroughMajumdar'swritings,particularlythe'HistoricEightDocuments'whichformedthebasisofNaxaliteideology.[9]In1967'Naxalites' organizedtheAllIndiaCoordinationCommitteeofCommunistRevolutionaries(AICCCR),andlaterbrokeawayfromCPM.Violent'uprisings'wereorganizedinseveral partsofthecountry.In1969AICCCRgavebirthtoCommunistPartyofIndia(MarxistLeninist)(CPI(ML)). PracticallyallNaxalitegroupstracetheirorigintotheCPI(ML).AseparatetendencyfromthebeginningwastheMaoistCommunistCentre,whichevolvedoutofthe DakshinDeshgroup.MCClaterfusedwithPeople'sWarGrouptoformCommunistPartyofIndia(Maoist).AthirdtendencyisthatoftheAndhrarevolutionary communists,whichwasmainlypresentedbyUCCRI(ML),followingthemasslinelegacyofT.NagiReddy.ThattendencybrokewithAICCCRatanearlystage. Duringthe1970sthemovementwasfragmentedintoseveraldisputingfactions.By1980itwasestimatedthataround30Naxalitegroupswereactive,withacombined membershipof30,000.[10]A2004homeministryestimateputsnumbersatthattimeas"9,300hardcoreundergroundcadre[holding]around6,500regularweapons besidealargenumberofunlicensedcountrymadearms".[11]AccordingtoJudithVidalHall(2006),"Morerecentfiguresputthestrengthofthemovementat15,000,and claimtheguerrillascontrolanestimatedonefifthofIndia'sforests,aswellasbeingactivein160ofthecountry's604administrativedistricts."[12]India'sResearchand AnalysisWing,believedin2006that20,000Naxalsarecurrentlyinvolvedinthegrowinginsurgency.[4] Todaysomegroupshavebecomelegalorganisationsparticipatinginparliamentaryelections,suchasCommunistPartyofIndia(MarxistLeninist)Liberation.Others,such asCommunistPartyofIndia(Maoist)andCommunistPartyofIndia(MarxistLeninist)Janashakti,areengagedinarmedguerrillastruggles. On6thApril,2010NaxaliteslaunchedthebiggestassaultinthehistoryoftheNaxalitemovementbykillingover75security personnel.Theattackedwaslaunchedbyupto 1000naxalitesinawellplannedattack,killinganestimated76CRPFpolicemenintwoseparateambushesandwounding50others,inthejunglesofChattisgarh's Dantewadadistrict. TheIndianMinistryofHomeAffairsestimatesthefollowingyearlydeathtollsfromtheviolence: *1996:156deaths *1997:428deaths *1998:270deaths *1999:363deaths *2000:50deaths *2001:100+deaths *2002:140deaths *2003:451deaths *2004:500+deaths *2005:700+deaths

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*2006:750deaths *2007:650deaths *2008:794deaths *2009:1,134deaths AccordingtotheBBC,morethan6,000peoplehavediedduringtherebels'20yearfight. ChhatradharMahato Lalgarhincident

ElusivetriballeaderChhatradharMahato,spearheadinganagitationsinceNovemberlastyearagainstallegedpoliceatrocitiesatLalgarhinWestMidnaporedistrict,was arrestedonSaturday. Mahato,theleaderofPeople'sCommitteeAgainstPoliceAtrocities(PCAPA),wasarrestedfromPirkanearLalgarhwhenhewaspreparingtogiveaninterviewtoa journalist,whowastrailedbythepolice,atoppoliceofficialsaid. Thetriballeader,whohadbeengivingregularinterviewstolocaltelevisionnewschannelswhentheantiMaoistoperationsbycentralparamilitaryforcesandthestate policeatLalgarhbeganonJune19,hadgoneundergroundshortlyafterwards. Thetribalsunderhimhad"liberated"Lalgarhandhadfreerunforninemonthswiththepolicewithdrawingfromcampsbeforethecentralforcesandthelocalpolice recapturedtheareasfromthegripofMaoists,whowereassistingthetribalagitation. TheagitationstartedafterpoliceraidedthehomesoftribalsshortlyafterWestBengalChiefMinisterBuddhadebBhattacharjeeandthenunionministersRamVilas PaswanandJitinPrasadanarrowlyescapedalandmineblastatSalbonionNovembertwo.

GoodExampleofNaxalite:
Varghese(Malayalam:)popularlyknownasNaxalVarghesewasaNaxalitewhofoughtagainsttheatrocitiesoflandlordsandpolicetowardsAdivasipeopleof Wayanadin1960s.HealongwithotherNaxaliteslikeAjitha,SankaranMasterandmanyothersfoughtwithPolicewhotriedtosuppressthembyforce. VarghesealongwithmanyothersfoughtagainstthemisuseandexploitationofilliterateadivasipopeleofWayanadin60s.TheNaxalitesassassinatedmanylandlords includingAdiga,Chekkuanddistributedtheassetsgainedfromthislandlordstothepoor.Thepolicetriedtosuppressitwithpowerandby1970theprotestwasvery weakened. Vellamunda,Wayanad,Kerala

SalwaJudum
SalwaJudum(meaning"PeaceMarch"inGondilanguage)isanantiNaxalite movementinChhattisgarh,India,whichstartedin2005asapeople'sresistancemovement againstthenaxalites,afarleft movementinsomestatesinruralIndiathatisdesignatedbyIndiaasaterrorist organizationonaccountoftheirviolentMaoist activitiesin thestate.TheSalwaJudummovementlaterreceivedbipartisansupportfromboththeoppositionandrulingparties.Afewyearslaterthestategovernmentadoptedthe salwajudummovementinordertorestoredemocraticruletotheregionswherethenaxalites hadestablishedthemselvesbyforce.Naxaliteforceshadcometocontrol partsoftheIndianstateofChhattisgarh byclaimingtowagea"people'swar"againsttheIndianstateallegedlyinfavorofneglectedtribalminoritiesintheregion.They havebeenheavilycriticizedforviolentrevolutionaryactivitiesandviciouscampaignsofterrorism,includingforcedsterilizationandcannibalism. ChhattisgarhstatehasovertheyearstrainedanumberofSPOsor'SpecialPoliceOfficers',fromamongstthetribals,whoarepartofSalwaJuduminthestate,alsowithits formationthestatewitnessedamarkedriseinsuccessagainstNaxaliteaction,asaresultin2008,ChhattisgarhalongwithneighboringJharkhand accountedforover65% ofthetotalnaxalviolenceinthecountry.TheChhattisgarhgovernmentonFebruary5,2009,toldtheSupremeCourtthattheSalwaJudumwasslowlydisappearinginthe State. WithsuccessofcounterstrikesonNaxalitehideoutsinsouthChhattisgarh,Maoist activitiesintheborderingdistrictsofOrissasawarisein2008,thusinFeb2009,the Centralgovernmentannounceditsplansforsimultaneous,coordinatedcounteroperationsinallMaoist extremismhitstates Chhattisgarh,Orissa,AndhraPradesh, Maharashtra,Jharkhand,Bihar,UPandWestBengal,toplugallpossibleescaperoutesofNaxalites.

RecentNews:
ThegovernmentisextremelyunlikelytodeployIAF's`offensivepower'inantiNaxaloperationseventhoughhomeministerPChidambaramonWednesdaysaidthe

mandateaboutnotusingtheforcecouldbe`revisited'iftheneedarose. Seniorgovernmentsourcessaidtheuseofoffensiveairpower`withinourowncountryandagainstourowncitizens',eveniftheywere`threateningwar',wassimplynot onthecardsasthingsstoodnow. Forone,itwouldbea`harshandcontroversialescalatorystep',puttingIndiaonparwith`failingstates'likePakistan,sinceithasnotbeenusedevenincounterterrorism operationsinJ&K. Foranother,unlessbackedbyfoolproofintelligence,offensiveairoperationscouldleadto"alotofcollateraldamage''in termsofinnocentciviliansbeingkilledonthe ground.

TheUnifiedCommunistPartyofNepal(Maoist)(Nepali: ())isapoliticalpartyinNepalthatholdstotheMaoistformof

Communismthatwasfoundedin1994andcurrentlyledbyPushpaKamalDahal,whoiscommonlyknownasPrachanda.Followingmassivepopulardemonstrationsanda prolonged"People'sWar"againstthemonarchy,theCPN(M)becametherulingpartyduringtheNepaleseConstituentAssemblyelection,2008.TheCPN(M)leda coalitiongovernmentuntilMay4,2009whenPrachandaresignedoveraconflictwiththeNepalesePresident,RamBaranYadav,regardingPrachanda'sdecisiontosack theheadoftheNepalesearmy,RookmangudKatawal.

HowtoControlofNaxalism:
Thekillingof75CRPFpersonnelandalocalpolicemaninaNaxaliteambushinDantewadaonTuesdayisawakeupcallforall.OperationGreenHuntlaunchedbythe UnionhomeministrytoflushouttheNaxalshasgonehorriblywrong. Rightfromthewordgoadiscordantnotewasstruckwhenthegovernmentunilaterallydeclaredthatitwoulduse'minimumforce'andnotpermittheuseofIndianAir Forcehelicoptersorthearmyorotherspecialforcesinthebattle. IhadledateamtostudytheNaxalprobleminChhattisgarhinJuly2006.Amajorfindingofthatstudywasthatfacedwithillequippedpoliceforces,theNaxalites [Images ]hadanupperhandandhaveacquiredanimageofbeing'tenfeettall'.Alargenumberof'fencesitters,'mainlyinnocenttribalsjoinedtheNaxalranksasthey areseentobethewinningside. Itisaseldomappreciatedtruismthatbattlesarewonorlostintheminds.Thefighttolastmanlastroundisamyth.InIndia'flagmarches'arearegularfeature.Theidea toletthepotentialadversaryknowtheoverwhelmingforcethatisavailable.'Flagmarches'wouldbemeaninglessifthereis apriordeclarationthattheforcebeing demonstratedisnevergoingtobeused. IncaseoftheongoingarmedactionagainsttheNaxalites,itappearsthatthe'deterrent'effecthasbeendilutedduetosuchdeclarationsthatsomeoftheinstrumentsor coercionavailablewiththegovernmentwillnotbeused.DuringtheKargil[Images ]conflictadecadeago,asimilardeclarationaboutnotcrossingtheLoCoperationally helpedtheenemy. Itisrecommendedthattoredressthebalanceofperception,thefollowingbeconsidered: Toundothedamageduetostatementsaboutthelimitationsonuseofarmedforcetheauthoritiescouldmakeitclearthatwhileatthemomenttheydonotintend tousethearmedforcesorairpower,theoptiontodosoifnecessaryisopen. Todemonstratethenationalresolve,fighteraircraftreccesandphotomissionsmustbeconsideredovertheaffectedarea.Thesemissionsshouldbewidely

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publicised.Amovementoflargebodyoftroops,aroundadivision,couldbeconsideredthroughtheroadnetworkoftheaffectedarea.
ThearmyshouldcarryoutregulartrainingexercisesintheNaxalaffectedareassoastoshowitspresence. SelectedoperationsbyeliteNationalSecurityGuardtoeliminatethetopleadershipoftheNaxalsshouldbeconsidered.

OneofthegreatestworriesinantiNaxaloperationsisthelossoflifeofinnocenttribalswhoareinitduetorealorimaginedpettygrievancesorpropaganda bythe Naxals. AdemonstrationoftheforcebytheStatewillweanawayalargeportionofsympathisersandfencesitters.Thehardcoreideologicallymotivatedcadresarenotlikelytobe affectedbythis,butitwilleasethepathoftheimpendingoperationsbyloweringthemoraleoftheNaxalrankandfileand raisingthatofthepoliceforcesaswellas commonpeople. Thusinordertoachievethepsychologicalgoalofconvincingtheinsurgents/counterinsurgentsthattheyareinnowinsituation,theforceusedhastobeneither minimum(asinasituationofcivicunrest)normaximumasincaseofanalloutwarbetweentwostates,butadequate.Theadequateforcehastobesointermsofboth qualityanddurationandhastobelegitimate. Strategy to deal with the Naxal problem Essentiallythestrategywouldbebasedontheprinciplesof'isolate,containanddisarm/destroy'.Primafacie thisseemssimple,butasthefamouswarhistorianvon Clauswitzhasfamouslysaidthatstrategicissuesseemsimple,thatdoesnotmeantheyareeasy. Thefirstelementofthisstrategy,isolation,willhavephysical,economic,social,psychologicaldimensionwithvarietyofmeansavailableincludinguseofmediaand propaganda.ItisthefirstessentialstepinawaragainsttheNaxals.TheisolationoftheNaxaliteswouldmeancuttingoff sourcesofmoney,supplies,armsand ammunitionandevenprovisions. Themuchcriticisedshiftingofvillagersoutofthecombatzoneisnecessary.AmeasureofpopulationandresourcecontrolcanisolatetheNaxals.Onceseparatedfromthe supportbaseofthetribals,thefullforceofthestateoughttobebroughttobearupontherebels. ItisnecessarytorememberthatintheearlystagesoftheinsurgencyinNagalandandMizoram,airpowerwasusedagainsttherebels.Italsoneedstobereiteratedthat themuchsmallerNaxaliterevoltofthe1970swasbroughtundercontrolnotbytheparamilitaryforcesbutadivisionstrengthforceoftheIndianArmy[Images ]. PrimeMinisterManmohanSingh[Images ]hasoftenstatedthatNaxalismisthegreatestinternalthreatfacingthecountry.WithelementsinNepalandChinese hobnobbingwiththeMaoists,theissueofdealingwithNaxalismhasacquiredgreaturgency. InadditiontheMaoistsinNepalarelikelytoplaythetraditionalNepalesegameofplayingtheChinacardagainstIndia.TheproblemsofNepalareunemploymentand growingpopulation,noneofwhichlenditselftoeasysolutions.Tostemthelikelypublicdisenchantment,theNepaleseMaoistsarelikelytouseIndiabogeyaswellas exportofrevolutiontodistractthepopularmindfromtheregime'sfailures,failuresthatareinherentinthesocioeconomicsituationintheneighbouringcountry. AsIndia'seconomicandmilitarypowergrows,competitionwithChinainSouthEastAsiaaswellasglobalissuesmaywelltempttheChinesetousetheNepaleseproxyto checkmateIndia.NotunlikeitisdoingatpresentwithPakistan. Giventhisgrimscenarioitisnecessarytodealwiththeproblembeforeitassumesthisinternationaldimension.Themeasuresrecommendedaboveareaminimalist optionandevenifnotfullysuccessful,candonoharm. Theonlyadverseimpactcouldbeabadpressintermsof'excessive'threatsbytheState.TheIndianStatecouldwelldowithsomesuchanimagemakeover.Unlesswe wanttowallowinourweakness,whichregardsstrengthasimmoral.
Pastedfrom<http://news.rediff.com/column/2010/apr/07/anilathaleonhowtowinthewaragainstthemaoists.htm>

3. HowAPcontrolledNaxalism.
Foroverfourdecades,AndhrawashometotheMaoists,whohadturnedseveraldistrictsintotheirfortresses.By1985,thegovernmenthaddeclared21ofthestates23 districtsasaffectedbyLeftwinginsurgency.In1989,Greyhounds,anelitecommandoforcewasestablished.Speciallytrainedinjunglewarfareandguerillatactics,the GreyhoundsarecreditedwithalmostwipingouttheMaoistmenaceinthestate. Pastedfrom<http://naxalwatch.blogspot.com/2010/04/redalertinandhrapradesh.html> TheGreyhoundsareanelitecommandoforceofAndhraPradesh,India.Theforcewasraisedin1989tocontroltheMaoistswhoatonetimehadastrongpresencein23 ofthestate's26districts INTRODUCTION TodaythegreatestdangertoIndiasindependenceandflourishingdemocracyisthedangerposedbytheeverwideningzonesof Maoistinfluence.TheMaoistswantto turnbacktheclockofhistorybyahundredyearsandengulfIndiainflames,therebycedinggreatadvantagestoourpredatoryadversarieswhoareplayingawaitinggame likethehungrywolvesofthehighlands.TheMaoistsareevenpreparedtosplitIndiainordertoseizepoweroverwhateverpartstheycaneffectivelycontrol.Thisdanger willgetmagnifiedifevertheIndianArmygetsinvolvedinthepoliticalgametodragitintoantiMaoistoperations.WecannotletthesameerrorcommittedbytheKMT regimeinChinaduringthelastcenturyberepeatedinIndia.SincelawandorderisnormallyaStatesubject,manyoftheStateshavinglargeproportionofpoorandtribal populationhavebeenturningablindeye,andthepoliticianscontractorseliteshavebeendesperatelytryingtoworkouttemporaryarrangementstobuypeace. MaoistsandtheArmedForces TodaytheMaoistsdominatedareasalreadycoverthevastcoal,ironore,andaluminarichminingareas,aswellasmanyvital hydroelectricandirrigationdamproject areasofthecountry,therebydirectlythreateningswiftnationaldevelopmentandvitalinvestments.AstheMaoistscanfreelymovefromoneStatetoanotherthrough theadjacentforestedareas,theyareabletoconcentratetheircadresandstrikewithdreadfuleffectevenonverylargetargetslikeJails,DistrictHQs,largerawmaterial factories,hijacktrains,ordisruptnationalrailandroadcorridorswithimpunity.TheseactscauseafurthertellingdemoralizingeffectontheaffectedStatesPoliceForce, whiletheotherneighbouringStateswatchandthinkthemselvestobeluckythistime.TheCentralGovernmenthasbeenbusykeepingstatisticsandoccasionallytaking politicalmileageinoppositionruledStates,whileitsHomeMinistrysParamilitaryForcesremainsdividedasseveralseparateentitieswithoutanycentralunified controlling,coordinatingandinternalsecurityoperationsdirectingHQ.HadthissituationexistedinsayIran,allthePMFs wouldhavebeenmergedintotheIranian RevolutionaryGuards,andwouldhaveemergedasaneliteforcedreadedbytheiropponentsevenmorethantheircountrysArmy.Inthisquagmireofpoliticalrivalries, bureaucraticinaction,policeempires,andlackofsupportforimaginative,effectivepolicingcoupledwithsimultaneousgovernmentsupporteddevelopmentalschemes, theshiningexampleofAndhraPradeshstandsoutwithintheIndianUnion intacklingtheMaoistsviolenceheadonandwinningthewarhandsdown.TheAndhra PradeshPolicehaveborrowedthemottoofthefamousSelousScouts(ofRhodesia),TheBushWarhastobeFoughtintheBushesandliveduptoit. BackgroundtotheMaoistMovementinIndia ThefirstarmedCommunistmovementinIndiatookplaceintheTelenganaregionofpresentdayAndhraPradeshduringtheearly fifties.Itwasbrutallyputdownafter greatlossoflifeandunleashingofoppressionagainstthepoorpeasants.Themovementsleadersincludedseveralidealists, thoughtheytoocommittedheinousand unpardonablecrimes.TheTelenganaregioneventodayhasproducedthemostdedicatedandcommittedMaoistcadresandleadersinIndia. DuringthelatesixtiesandearlyseventiestheNaxalitemovementstartedandspreadinmanypartsofIndia,mostnotablyinWestBengalandKerala.Butwithinamatter offivetosixyears,thisdangerousandanarchistideologywaseffectivelytackledbytheStatePoliceforcesandmanyofthosewhohadtakenuparmswereeliminated. Generallypeaceprevailedfromthemidseventiesonwards.Leftistideologuescontinuedtheiractivitiesusingdemocraticmeansandformedmanyregionalsplinter groups.Howevertheirmassinfluenceandacceptancewasminimal.FromthemidninetiesmanyarmedradicalCommunistDalamsbecameactiveinthecommon underdevelopedandadjacentforestedareasofBihar,Jharkhand,WestBengal,Orissa,Chathisgarh,MadhyaPradesh,Maharashtra andAndhraPradesh.Howeveritwas theleadersfromAndhraPradeshwhotooktheleadtounifythesegroups,formulatetheircommondogmaandpolicies,startcentralizedarmedtrainingofcorecadres, ensureanefficientarmsandexplosivesprocurementnetwork,coordinatetheintelligencegatheringbyovergroundworkersand sympathizers,anddevelopoperational capabilitiesbasedonhittingweaktargetswithoverwhelminglocalsuperiorityfollowedbyquickdispersal.Theyworkedamongstthepooranddispossessedandacted frequentlyagainsttheexploitersthusgainingastronglocalfollowingandacceptability. MaoistThreatandPolitics TheirmoralealsogotatremendousboostwhentheNepaliMaoistmovementbecameverystrongandentrenchedagainsttheoppressiveandcorruptRoyalrulethere. ThusagreatswatheofMaoistdominatedinfluencecameintobeingbythefirstdecadeofthiscentury.Fundsflowedintotheircoffersfromthemininginterests, contractors,andfromillegaloctroicollections.TheStatesabdicatedtheirauthorityovervastregions,aslongasthesemblanceofnormalcycouldbemaintainedandthe electoralinterestsofthedominantpoliticalpartycouldbetakencareof.Howeverthisfacadehadtocrackoneday,asthedoctrineofpowerdictatesthatthesuperior entityhastokeeponexpandinginordertoensureitsverysurvival,untilabalanceofpowerandhumanfailingscombinetodictatethelimits.Wehavepresentlyreached thisstageinourcountry.TheMaoists,respectiveStateGovernments,andtheCentralGovernmenthaveallbecomeawareofeachothersstrengths,butarenotyetready toraisethestakesanyfurtherandgoalloutfortherequiredpushwhichisessentialtoachievetotalvictory.

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TheSituationinAndhraPradeshduringtheNinetiesandEarlyPartofthisDecade ThenewlyformedTeluguDesamhadstormedtopowerin1989creatingaworldrecordfortheshortestperiodafterregistration asapoliticalparty,foranentitytowinan election.ManypopulistschemeswereundertakenbyNTRamaRaoduringhisfirststintasCM,andheenjoyedvastmasssupport.Duringhisnextterminofficeafter winningpoweragaininthe1994elections,manydeviationsandlaxityofadministrationsetin,besidesfamilysquabbles,whichculminatedinhisbeingunseatedandthe reinsofpowergoingtoNChandrababuNaiduin1995whowasanastutepoliticianandastrongadministrator.SimultaneouslytheMaoistorganisationsbecamestrongall overAndhraPradesh.Manyyouthsflockedtothismovementbothasovergroundworkersaswellasintheranksoftheundergroundarmedcadres.Aparallel administrationwascreatedinmanyMandals(Taluks).ButChandrababuNaidualsorosetotheoccasionandtackledthebullbythehorns.BeingnotpartoftheCentral Government,hedidnotexpectmuchhelpfromtheCentrenordidhewishtobeoverlydependant.Afterseveralbrainstormingsessionswithhiscloseadvisersandnoted securityexperts,hedecideduponatwoprongedapproachofreestablishingthewritoftheciviladministrationandensuringthatdevelopmentalworksarepursued,and secondlystrengtheningandrevitalizingthePoliceForcewhateverbethecosts.TheAndhraPradeshPoliceForceunderwentatotaltransformationinitsworkcultureand levelofaccountabilityandwithinayearstimestartedshowingresultsagainsttheMaoists.TheygainedtheupperhandagainsttheentrenchedMaoistswhotheneither laidlowormigratedtoneighbouringStates,orgoteliminated. TerroristTentaclesInIndia ThisactivistpolicywascontinuedbyhissuccessorYSRajasekharaReddyoftheCongresswhowontheelectionsin2004.YSRs entirefocuswasontheupliftmentofthe ruralpopulation.HespentthecolossalsumofRs50,000croresinsettingupnewirrigationschemesandimprovingtheexistingonesoveraperiodoffiveyears.Slowlythe peasantsbecameKulaksandbenefitedfromStatesponsoredsubsidieslikefreepower,landallotments,heavilysubsidizedhousingschemes,scholarships,freeemergency ambulanceservice,verylowcostGroupHealthInsuranceScheme(Arogyasri) wherethecostsoftreatmentinanyprivatehospitalforanyseriousailmentwasfully reimbursedtothepoor.TheoxygenoftheMaoistsgotturnedoff,asherewasaGovernmentwhichwastotallyfocusedonrural developmentandupliftmentofthepoor classes,eventhoughurbandevelopmentandindustrialsectorsweregravelyneglectedcomparedtothepreviousTeluguDesamgovernment.Butatnotimewassecurity everneglected.TheCentralfundingcomponentscouldbetappedtothefullestextentforvariousschemes,andthishelpedthe Statetousherinevenlargerbudgets. AndhraPradeshtodayhasthelargeststatebudgetinIndia,evenbiggerthanthatofBangladesh. APGovernmentsSuccessfulMethodsAgainsttheMaoistsandItsPoliceTactics TheStatePolicesIntelligenceWinghasbeenseparatedfromthePoliceHQsandmadeanindependentestablishmentreportingdirectlytotheCMsOffice.Itdoesnot haveanyrigidterritorialrestrictionsandcanfollowupanyleads.Theintelligencesetuphasbeenprovidedwithcompetentofficers,amplefunds,andnecessarytechnical backup.Next,mostoftheArmedReservePoliceBattalionshavebeenconvertedintoCommandoUnitsandtheycomeundertheGreyhoundsGroupinghavingaseparate IG.AllnewPoliceinducteeshavetospendtheirfirstfouryearsofserviceintheseGreyhoundUnitsbeforegettingtheirtransfertotheDistrictPoliceEstablishments. MeritoriousservicewiththeGreyhoundUnitshasbeenmadeamandatoryrequirementtogetacceleratedpromotions,includingforfillingupofGradeIOfficerPosts selectionvacanciesintheStateCadre. ThenakedtruthofNaxalism AllGreyhoundpersonnelservinginMaoistaffectedareasweregiven50percentadditionalCommandoPayasincentive.TheGreyhoundsTrainingSchoolwasrevamped andnewTrainingCoursesandMethodologiesintroduced,whichareconductedwithstrictdevotionandsupervision.Suitabletrainingfacilitieshavebeenbuiltupateach GreyhoundsUnitlocationforimpartingrefreshertraining.TheconceptofkeepingoneAdministrativeandSecurityDutiesCompanyandoneTrainingCompanyatalltimes intheBattalionHQhasbeenstrictlyimplemented.MostimportantlytheremainingsixcompaniesweredeployedasthreeJointOperationalBases(JOBs)consistingoftwo companieseach.Experienceprovedthatsinglecompanydeployment wasnotgivingoptimumoperationalresultsnorprovidingthenecessarynucleusforthecivil administrationtofunctionsafelyandeffectivelyintheMaoistaffectedregions. TheseJOBsintheheartofMaoistaffectedareaswerelocatedwithinmutuallysupportingdistances.ItwasnormalforacompleteGreyhoundsBattaliontobedeployed within12gravelyMaoistaffectedMandal(Taluk)areas,asthentheycouldoperatewithoutfearofIEDs,ambushesetc.EachsuchGreyhoundJOBalsohadtwoHome GuardPlatoonswhowererecruitedfromamongstthelocals.Overaperiodoftime,theyactedasguides,interpretersetc,besidesperformingmostoftheroutinegarrison functions,thusfreeingtheGreyhoundsforareadominationandseekencounterpatrollingoperations.EachGreyhoundJOBcouldsendoutuptofourplatoonstrength patrolsout,atanygiventime.HostelfacilitieswerecreatedwithintheJOBfortheGovernmentofficialsofvariousruraldevelopmentdepartmentsaswellasfor contractorsandtheirstafftostayandworkintotalsafety.EachGreyhoundJOBalwayshadaDySP/AsstSPrankedClassIGazettedOfficerasInCharge.Thiscreatedasea changeintheenvironmentandensuredaccountabilityformaintainingsustainedoperations.Withinafewmonthsitself,theMaoistsstartedfeelingasphyxiatedastheir dominationended. CarrotandStick! AnotherimportantfunctionalaspectwasthattheGreyhoundsdidnotreporttoorworkundertheDistrictPolicesetup.TheGreyhoundUnitsreportedtotheSpecialDIG HQInChargeforthatMaoistaffectedRegion,overlapping severaladjacentdistricts.TheiroperationsweresupplementedbyadequateTechnicalIntelligenceTeams workingunderthisSpecialDIGHQ,whichcouldinterceptanywirelesstransmissionmadebytheMaoistsanddotheDirectionFindingFix.Withtheadventofcellular phones,theyalsospecializedintrackingdownMaoistlocationsusingfixesmadefromtwoormorecellphoneTowers.Thisenhancedtheaccuracyofdirectedresponse, andreducedthetimelagfortheGreyhoundpatrolteamstomakeactivecontactwiththeMaoistDalams.ThecreditfordevelopingtheGreyhoundsorganization, selection,trainingandsuccessfultacticsprimarilygoestotheirthenIGDrDurgaPrasad,whocouldoutthinkandoutwitthewellentrenchedMaoistsandalsokeep progressivelyadapting. ThesustainedcampaigncarriedoutbytheAndhraPradeshStatePoliceduring2005tocleartheNallamallaHillsregioninthe heartofAndhraPradeshencompassingthe adjacentforestedareasofKurnool,Prakasam,andKadapadistrictsisaclassicsuccessstoryincounterinsurgencyoperationsinIndia,worthbeingemulatedbyeventhe IndianArmyinJ&K.TheMaoistDalamswerewellembeddedinthisregionforover15yearsandnobodyfromtheGovernmentdaredtogointotheseareas.Four GreyhoundUnitsworkingunderasingleSpecialDIGHQestablished13JOBscoveringthemountainousandforestedterrainofapproximately5000sqkm.Thisworksout toanareacoverageofapproximately400sqkmperJOBatthepeakofoperations.TheMaoistsreactedveryviolentlywithgreatstealth,IEDblasts,assassinationoflocals, andplannedambushes.Butwithinamatterofsixmonths,theweeklyattritionratesstartedtakingtheirtollandtheircadresgotdemoralized,astheyhadtokeeprunning inthejunglesconstantlywithoutgettingshelterandsufficienthelpfromthehabitatedareas.TheGreyhoundswentonimprovingintheirtacticsandmorale.Theirlosses werefewandwereimmediatelyreplacedinbothmenandequipment.AfterayearstimetherewerenomoreMaoistsleftinthis areaandtheywereforcedtogiveupthis legendarybastion.ThereaftertheGreyhoundsstrengththerewasreducedtoonehalfoftheoriginaldeployment.Aftertheperiodofactiveoperationswasover,the GreyhoundsdeploymentintheJOBswasneverbroughtdowntobelowCompanystrengthforverysoundoperationalandfunctionalreasons,andtheMaoistshavesofar notventuredtocomebackintothiserstwhileliberatedzone.TherelievedGreyhoundUnitshavebeenredeployedontotheotherMaoistaffectedinterstateborder areas,wheretheyhaverepeatedtheiroperationalsuccessesanddriventheMaoistsoutofAP.TheneighbouringStatesthenstartedrequestingtheGreyhoundsto operateacrosstheborder. TheBigPicture ThelessonlearntisthatthereisnoarmedinsurgencyinIndiawhichcannotbeputdownwithintwoyears,iftherightproportionofforcesdifferential iscreatedand sustainedlocallyforatleastaperiodofsixmonths.Afterwipingouttheinsurgentsinaparticulararea,50percentoftheSecurityForcescanberedeployedtoanother areatocreatetherightForcesdifferentialthere.TheFrenchtreatisePacificationOperationsinAlgeriawrittenin1963byColDavidGalutaclearlysummarized counterinsurgencyas80percentprotectionofthecivilpopulationbycuttingdownunriskyaccesstothembytheinsurgents,andthebalance20percentoftheeffort tobedirectedinmaintainingasteadyandsustainedattritionrate onweeklyandmonthlybasis.Atnocostshouldthefirstclearedtargetregionbelefttotallydenuded ofSecurityForcesdeployment,otherwisewithinamatterofafewmonths,insurgencyconditionswillbebacktopreviouslevels,andthehardwongainswouldhavesoon gotfritteredaway. TheEconomicsandGoodGovernanceAspectsoftheAntiMaoistOffensiveinAP WhatChandrababuNaiduperfectedasthenewPolicemethodologytotackleandrootoutthearmedMaoistgroupings,thishasbeenexceededinfargreatermeasure andsignificancebyhissuccessor,theLateYSRajasekharReddy(YSR)inhisepochalshiftingofthedirectionofStatespendingtowardstheRuralSector,creationof additionalirrigationpotential(JalayagnamScheme),andseveralPovertyAlleviationProgrammesneverbeforeseeninIndiasinceIndependence.Thetotalallocationsfor RuralSectoractivitiesaredoublethatofforalltheUrbanSector InfrastructureDevelopment,andIndustrialPromotionactivitiescombined.Thisapproachhadnotonly broughtrichpoliticaldividends,butalsohasknockedthewindsoutofallMaoistandNaxalitegroundlevelorganizerseveninthemostremotehamlets.Thepopular sayinggoesthatthoughtheroadsinAndhraPradeshmaystillbefullofpotholes,andtheurbanareasperhapsthedirtiest,butintheruralareasthereisnotasingle memberofapoorhouseholdwhohasnotbenefitedfromatleastthree ofthefollowingfreebies vizsevenhoursofassuredandfreeelectricityforagriculturalactivity, freelowcosthouse,25kgofheavilysubsidizedriceforeachhousehold,VeryLowCost(andallencompassing)HealthInsuranceScheme(Arogyasri),Reimbursementof HigherEducationFeesforlowincomefamilies,andanyonetypeofSocialWelfarePensionfortheAgedorDestitute.YSRnever gavetheleastopportunityorspacetohis politicaldetractorstoexploitanypopularresentment,andhewasalwaysfoundtouringandcheckingtheprogressofdevelopmentactivitiesinallthedistrictsofthisvast State. Conclusion TacklingthelongstandingandburningissueofarmedMaoistviolenceandunquestioneddominationofthevitalrawmaterialsproducingregionsofthecountryhas

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becomeanurgentnationalissuewhichcannolongerbeprocrastinatedorwishedaway.TheMaoistshavecleverlyplayeduponthesentimentsanddecadesof developmentalneglectexperiencedbythepoorpeopleinremoteregions,tobuildupastrongbaseofsympathizers,dedicatedovergroundworkers,andmost significantly armedDalamsconsistingofbattlehardenedcadreswhohavealreadytastedsuccessandhavenofearoftheSecurityForces. Theycannowconvergeinto BattalionorBrigadesizedgroupingsattheirtimeandplaceofchoosing.WitheachpassingdaythePoliceForcesoftheaffectedStatesgrowmorelimpandholdthe Maoistsingreaterdread.TheMaoistsareclearlywinningthebattleofthemindandtheyonlyhavetowaittoincreaseinstrength.AtthisratetheMaoistproblemwill soonstartpullingdownthecountrysfavourableGDPgrowthratebyatleastonetotwopercent.ItistruethatLawandOrderisaStatesubject,buttheCentrecannot washitshandaway,especiallyinareaswherethereisnolawandorderleftandtheaffectedStatesareaskingforhelp.AntiMaoistoperationscannotbetreatedlikethe hurriedandnonorganicadditionaldeploymentofParamilitaryForcesduringelectiontime.Itisnopointassigningsomeadditionalnumberof PMFCompaniescollected fromdifferentUnitsfrommanypartsofthecountry,tobeplacedatthedisposalofthedistrictadministrationforshortperiods.Thedistrictpolicesetuphaveneitherthe competencenortherequiredfocusandskillstocarryoutfullfledgedantiinsurgencyoperationsattheirlevel.WhatisessentiallyrequiredistoworkouttheCIGrid deploymentbasedonJOBs,andtheStatePolice/CentralPMFSpecialDIGHQsshouldbemadeinchargeofoperations,ashadbeendoneinAndhraPradesh.Toensure accountability,coordination,andwillingcooperationofalltheavailableForces,thereisthedireneedtosetupasingleempowered DGlevelHQoftheCentralPMFto coordinatewiththerespectiveStatePoliceHQs.ThereshouldbeamethodworkedoutsothatthedeploymentoftheCentralHomeMinistryForcesshouldnotlastmore thanaperiodoftwoyears, duringwhichtimetheStatePoliceForcesmustgetsufficientlybuiltupandtrainedontheGreyhoundspattern,torelievethempermanently. ThisimpliesthatthedeploymentpatternoftheCentralPMFshastochangeeveryyear,sothatthecorrectForcesdifferentialcanbecreatedinthespecifiedareas.The PMFshavetheobviousdisadvantageofnotknowingthelocallanguageandcustoms,thereforeadequatelocalStatePoliceorHomeGuardsshouldbeattachedtothem. TheMaoistmenacecansurelybedefeatedbyadoptingapanIndia activistandsustaineddevelopmentalapproach,piecemealandsporadiccampaignswillsurelyfail miserably. Pastedfrom<http://naxalwatch.blogspot.com/2010/04/tacklingmaoistsandhraparadigm.html> DNAarticle HowAndhraPradeshfoughtandwonagainstMaoists AndhraPradeshhasbeenhugelysuccessfulinfightingMaoistsforthepastfouryears.PeopleattributethistotheGreyhounds,acommandoforce,butthatispartlytrue. WhatactuallyworkedwasasolidantiMaoiststrategy.Butthatdidnothappenovernight. TheultraLeftrearedtheirheadin1980withtheformationofPeoplesWarGroup(PWG).AndhradidnothaveacoherentpolicyforMaoists,whotookadvantageofthis. Everyelection,theultraLeftandtheirsympathiserswouldpersuadeanimportantpoliticalpartyintobelievingthattheirsupportiscritical.Thewooingwasovertand covert.Anolivebranchwouldbeextendedbytheparty,peacetalkswouldbepromised,andacoupleofmonthslater,talkswouldbreakdown. Beforethe2004statepolls,thegovernmentofferedpeacetalks.Whilethetalkswereon,PWGmergedwithCPI(ML)andMCCinSeptembertoformtheCPI(Maoist),a formidableforce.Postelection,talksbrokedown. AndhrasfightagainstMaoistswassuccessfulbecauseby1997,therewasapoliticalconsensusthatviolencecanbeendedbydeterminedaction.Someoutstandingpolice officerspersuadedpoliticalpartiesabouttheneedforastrongresponse.TheystudiedthemodusoperandiofMaoists,howtheywereexploitingdisparities,inequalities andsocialtensionsinremoteareastoreachtheirgoalofoverthrowingthegovernment. Maoiststookadvantageofslowjusticedeliverytosetupkangaroocourts,theyfocusedonwomensissuesonlytoattractthemintothefold,identifiednewissuesto spreadtheirinfluenceandexploitedpolicebrutality.Maoistsalsoextortedmoneyfromthesamecontractorsandbusinessmentheycondemnedinpublic. But,policeknewthatamerecrackdownwontdo.ThegovernmenthadtomakepeoplerealisethatMaoistsweredisruptiveandithadtopushitsmachinerytoremote areasandsetupschools,dispensaries,policestations,etc.Slowly,thegovernmentwasabletocreateastrategycoveringtheaspectsofpoliticalresponse,securityand development. Themainplankofthesecurityresponsewasintelligence,openingadequatepolicestations,betteruseofresourcesforpolicemodernisation,agoodsurrenderand rehabilitationscheme,stepsformassmobilisationandrehabilitationofaffectedcivilians. ThesuccessfulimplementationofantiMaoistpolicydependedon(1)UnderstandingthenatureofMaoists,(2)Evolvingaconsensusthatastatecannotshirkits responsibilityand(3)Showingthepoliticalwilltocraftaclearandcomprehensivepolicy. OtherstatesmighthavetocreatesimilarparadigmsiftheyhavetocurbMaoists. Pastedfrom<http://www.dnaindia.com/india/comment_howandhrapradeshfoughtandwonagainstmaoists_1370281>

4. Pareto80:20Rule
TheParetoprinciple (alsoknownasthe8020rule,[1] thelawofthevitalfew, andtheprincipleoffactorsparsity)statesthat,formanyevents,roughly80%oftheeffects comefrom20%ofthecauses TheParetoprinciple(alsoknownasthe8020rule,[1]thelawofthevitalfew,andtheprincipleoffactorsparsity)statesthat,formanyevents,roughly80%ofthe effects comefrom20%ofthecauses.[2][3]BusinessmanagementthinkerJosephM.JuransuggestedtheprincipleandnameditafterItalianeconomistVilfredoPareto,who observedin1906that80%ofthelandinItalywasownedby20%ofthepopulation;hedevelopedtheprinciplebyobservingthat20%ofthepeapodsinhisgarden contained80%ofthepeas.[3]Itisacommonruleofthumbinbusiness;e.g.,"80%ofyoursalescomefrom20%ofyourclients."Mathematically,wheresomethingis sharedamongasufficientlylargesetofparticipants,theremustbeanumberkbetween50and100suchthatk%istakenby(100 k)%oftheparticipants.kmayvary from50(inthecaseofequaldistribution,i.e.100%ofthepopulationisassignedthesamevalue)tonearly100(whenatinynumberofparticipantsaccountforalmostall oftheresource).Thereisnothingspecialaboutthenumber80%mathematically,butmanyrealsystemshaveksomewherearound thisregionofintermediateimbalance indistribution. TheParetoprincipleisonlytangentiallyrelatedtoParetoefficiency,whichwasalsointroducedbythesameeconomist.Paretodevelopedbothconceptsinthecontextof thedistributionofincomeandwealthamongthepopulation. http://en.wikipedia.org/wiki/Pareto_principle http://www.80-20presentationrule.com/whatisrule.html

5. RTEAct RighttoEducation
http://en.wikipedia.org/wiki/The_Right_of_Children_to_Free_and_Compulsory_Education_Act TheRightofChildrentoFreeandCompulsoryEducationAct,whichwaspassedbytheIndianparliamenton4August2009,describesthemodalitiesoftheprovisionof freeandcompulsoryeducationforchildrenbetween6and14inIndiaunderArticle21AoftheIndianConstitution.Indiabecameoneof135countriestomakeeducationa fundamentalrightofeverychildwhentheactcameintoforceon1April2010 HIGHLIGHTS TheActmakeseducationafundamentalrightofeverychildbetweentheagesof6to14andspecifiesminimumnormsingovernmentschools.Itrequiresthereservation of25%ofplacesinprivateschoolsforchildrenfrompoorfamilies,prohibitsunrecognizedschoolsfrompractice,andmakesprovisionsfornodonationorcapitationfees andnointerviewofthechildorparentforadmission.[14][15]TheActalsoprovidesthatnochildshallbeheldback,expelled,orrequiredtopassaboardexamination untilthecompletionofelementaryeducation.Thereisalsoaprovisionforspecialtrainingofschooldropoutstobringthemuptoparwithstudentsofthesameage.The RighttoEducationofpersonswithdisabilitiesuntil18yearsofagehasalsobeenmadeafundamentalright.TheActprovidesfortheestablishmentoftheNational CommissionforProtectionofChildRights,andStateCommissionsforsupervisingproperimplementationoftheact,lookingaftercomplaintsandprotectionofChild Rights.Otherprovisionsregardingimprovementofschoolinfrastructure,teacherstudentratioandfacultyaremadeintheAct. AcommitteesetuptostudythefundsrequirementandfundingestimatedthatRs1.71trillion(US$38.2billion)wouldberequiredinthenextfiveyearstoimplementthe Act,andthegovernmentagreedtosharingthefundingforimplementingthelawintheratioof65to35betweentheCentralGovernmentandthestates,andaratioof90 to10forthenortheasternstates.

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Criticism: TheSocietyforUnaidedPrivateSchools,RajasthanpetitionedtheSupremeCourtofIndiaclaimingtheactviolatestheconstitutionalrightofprivatemanagementstorun theirinstitutionswithoutgovernmentalinterference.[17]TheBillhasbeenalsobeencriticizedforexcludingchildrenundersixyearsofage MAHARASHTRA: Righttoeducationishere,butMaharashtraisn'tprepared TheRightofChildrentoFreeandCompulsoryEducationAct,2009,hastakeneffect,butexpertssayMaharashtraisillpreparedtoimplementitsrevolutionaryprovisions, owingtoalackoffunds,shortageofteachersandpoorinfrastructure. Youmayalsowanttosee JMAbhyankar,formerprojectdirectorofSarvaShikshanAbhiyan,said,ThestategovernmentknewtheRTEActwillbeimplementedthisyear,buttheyareyettoallot fundstoimplementit.FortyfivepercentofthefundsforRTEhavetobeprovidedbythestate,butthestatesrecentbudgethasignoredRTE. EducationistVasantKalpande,formerstateboardchairman,saidthepriorityshouldbeallocationoffunds.Theyneedtoestimatetherequirementandcalculatethe statesshare,hesaid.Aproperplaniscritical. ButSnehalataDeshmukh,formervicechancellorofMumbaiUniversity,saiditwasunlikelythatthestatewouldbeabletoimplementitthisyear.Theonlywayto allocate moneywouldbetomakeasupplementarybudget,butthat,too,wouldmeanadelayinimplementationoftheact. Abhyankarsaidthehugedisparitiesineducationrequireurgentattention.Whileinsomeprivateschools,thestudentteacherratiois20:1,ingovernmentandaided schools,itis60:1orworse. BalasahebKale,vicepresidentoftheMaharashtraSchoolTeachersAssociation,said,Thenumberofteachersshouldgoup.Butifyouhireteachersoncontractforthree yearsforjustRs3,000amonth,whywouldanybodybeinterested? Kalesaidmostschoolsalsofacedifficultyingettingteacherspostssanctionedforgrants.Ifsuchisthecondition,thestatewouldnotbeabletodojusticetotheact,he said. RameshJoshi,deputygeneralsecretaryoftheAllIndiaFederationofTeachersOrganisationandgeneralsecretaryoftheBMCTeachersUnion,said,Teachertrainingis anarealongneglected.Weneedtoscaleuptrainingprogrammes. Expertscitethelackofpoliticalwill.Idontthinkthestatehastheintentiontoimplementtheact,norwilltherebeanytransparencyasover70%ofoureducational institutionsarerunbypoliticians,saidJayantJain,president,ForumforFairnessinEducation.HesaidtheCentreshould appointindependentmonitoringcommittees headedbyjudicialauthorities. AdvocateAmitKarkhanissaidthegovernmentwillhavetosetuparedressalmechanismtoimplementtheact.Astudentindistresscanfileawritpetitionifhehasbeen deniedadmissioninaschool,buthowmanypoorstudentscanaffordtodoso? StateswantCentretopickupthetabforEducationAct Afterwinningkudos,theManmohanSinghgovernmentisfacingdemandsfromseveralstatestopickupbulkofthemultibilliontab... NEWDELHI:Afterwinningkudos,theManmohanSinghgovernmentisfacingdemandsfromseveralstatestopickupbulkofthemultibilliontabforimplementingthe landmarkRighttoEducationActforwhichteachershortageandinfrastructureareotherkeychallenges. ArealitycheckhasshownthatthatalmostallstategovernmentswanttheCentretoincreaseitsproposedsharefrom55percenttobetween75percentand90percent. BiharandArunachalPradeshwanttheCentretoprovidecentpercentfunds. ThestatesarehoweveronewiththeCentretomoveforwardinprovidingfreeandcompulsoryeducationtoallchildrenbetween theagesof6and14,sayingthenew initiativewasunique,welcome,revolutionaryandlongoverdue.ThenewlawhascomeintoforceonApril1. ButfundstofixtheeducationsysteminahistoricinitiativewhichwillentailexpenditureofRs1.71lakhcroreforthenextfiveyearsiscreatingsomeuneaseamongthe states. StateslikedBiharwanttheCentretoprovide100percentfunding.SomestateslikethemostpopulousstateofUttarPradesh areseeking90percentfundingwhilesome wanttheCentressharetobeincreasedtoatleast75percent.TheUniongovernmentatpresenthasmootedaCentrestatefundsharingpatternof55:45. ThestateslacksufficientresourcestoimplementtheRighttoEducationActanditistheresponsibilityoftheCentretomeetcentpercentexpenditureonthishead,said theBiharChiefMinister,MrNitishKumar. Karnataka,MadhyaPradesh,Gujarathavealsoexpressedreservationsaboutthehugefinancialburdenthepathbreakinglegislationwillentailforthem. However,stateslikeMaharashtraandAndhraPradeshhadnoproblemwiththefundingformulamootedbytheCentre. Maharashtrahasnoproblemwiththispattern(5545),saidthestateSchoolEducationMinister,MrBalasahebThorat. StateslikeKeralaareencounteringauniqueproblem.Theissueisoftheminimumagelimitoffiveyearsforthechildrento beadmittedtothefirststandard. Doubtswerealsoexpressedwhetherprivateschoolswillwaivefeesfor25percentofthechildren. Amajorchallengeismeetingtheshortageoffivelakhteachers,stateministerssaid.TheministersalsosaiditwillbeensuredthatchildlabourersarecoveredunderRTE. Stategovernmentassessment: Maharashtra:WearereadyforthetaskforimplementingtheRighttoEducationAct,saysMrThorat.Hedoesnotforeseeamajorproblemonteachershortageasthere isadequatemanpowerinthestate.About1.37lakhchildrenbetween6and14yearswhoneverwenttoschoolwillbenefit. Bihar:Thestatewouldneed3.30lakhmoreteachersand1.8lakhadditionalclassroomstoimplementtheAct.PreliminaryestimatesbytheBihargovernmentsuggestthat itwillrequirearoundRs20,000croretoimplementtheAct,saystheHRDMinister,MrHarinarayanSingh. UttarPradesh:TheChiefMinister,MsMayawatihasaccusedtheCentreofoverlookingpracticalaspectsofimplementingtheActbynotarrangingmoneyforits implementation. ThefinancialpositionofthestatemaynotpermitlargeexpenditureonRTEAct.IwouldurgeyoutofundtheActtotheextentof90percent,MsMayawatisaidina lettertothePrimeMinister,DrManmohanSingh. WestBengal:Wewanta7525Centrestatefundingpattern,saystheEducationMinister,MrParthaDey.Thestategovernmentisfillinguponelakhvacanciesfor teachersandover5Opercentoftherecruitmentiscomplete.Wedonotenjoysufficientcontroloverprivateschoolstoforcethemtoreservequotaaslaiddowninthe Act,MrDeysaid. AndhraPradesh:Wearepreparedforthetask,saysthestateSecondaryEducationMinister,MrDMVPrasadaRao.Healsosaidthereisnoshortageofteacherssincein someplacesitisoverstaffed.MrRaohasdoubtsaboutensuringaschoolineveryneighbourhood. Wehavetoworktowardsimprovinginfrastructureatschoolswhichlackbasicamenities. Rajasthan:Itwillbeensuredthatnoschoolisallowedtofunctionwithoutrecognitionbyendofnextacademicsessions(June2011),saystheprincipalsecretary(school education),DrLalitPanwar.Statefavours75:25funding. Goa:Fundingnotanissue,saysasenioreducationdepartmentofficial,MrGPBhatt.WehaveattainedallthecriteriaprescribedunderRTE,hesaid. Haryana:Wewant75:25funding,saystheEducationMinister,MsGeetaBhukkal,addingweareintheprocessofdefiningneighbourhoods.MsBhukkalsaida mechanismwouldbeputinplacetonotifyneighbourhoodfreeschoolsandfeebasedschools. Gujarat:Itismeaninglesstoaskstatestoshare45percentfundingtoimplementthecentrallaw.Thereshouldbepatternof75:25funding.Thereshouldnotbeany disparityregardingfundinglikewehaveinSarvaSikshaAbhiyanprogramme,saystheEducationMinister,MrRamanlalVora. Orissa:Wedemand90:10funding,saystheSchoolEducationMinister,MrPratapJena.OrissawillrequireaboutRs16,000croreforimplementationoftheRTEAct,he said,addingapoorstatelikeOrissacannotaffordthis. TamilNadu:TheSchoolEducationMinister,MrThangamThennarassudoesnotanticipateshortageofteachers.Thestateneededonlyonethousandmoreteachers,he said. ArunachalPradesh:Shortageofqualityteachersabigproblem,saystheEducationMinister,MrBosiramSiram.Mostschoolsdo nothavequalityinfrastructure,saidMr Siram.

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Free&CompulsoryeducationforeveryChildatlast
Category: Article: Home\ Miscellaneous\ HumanRights

FreeAndCompulsoryEducationForEveryChild. AtLast!! ThefirstlawoncompulsoryeducationwasintroducedbytheStateofBarodain1906whereas,thefirstdocumenteduseofthewordrightinthecontextofelementary educationappearedinaletterwrittenbyRabindranathTagoreintheyear1908.In1937,MahatmaGandhimootedtheideaofselfsupportingbasiceducationfora periodofsevenyearsthroughvocationalandmanualtraining. Even,ourConstitutionalFramerswantedtomakeprovisionforthisright,butthisintentwasfinallypassedasArticle45underDirectivePrinciplesofStatePolicy,whichare notenforceablebytheCourts.However,theyear2002,witnessedachangeintheConstitution,broughtinbythe86thAmendmentAct,2002whichmadeprimary educationafundamentalrightthroughtheinclusionofnewArticle21A. Now,finallyin2009,theRightofChildrentoFreeandCompulsoryEducationAct,2009ispassedbytheUnionParliament.ItreceivedthePresidentassenton26thAugust, 2009.Now,everychildoftheageof614yearswillhavetherighttofreeandcompulsoryeducationinaneighbourhoodschooltillcompletionofhis/herelementary education. TheActisfragmentedintothirtysevensectionswhicharecategorizedintosevenchaptersandoneschedule.ThePreambleoftheActexpresslypromisestoprovidefor freeandcompulsoryeducationtoallchildrenoftheageofsixtofourteenyears. Freeeducationinthesensethatthechildrenoftheprescribedagegroupshallbeexemptedfromanyfees,chargesorexpenses,whichwillpreventhimorherfrom pursuingelementaryeducation.Compulsoryinrespectofcompulsoryadmission,attendanceandcompletionoftheelementaryeducationforsuchchildren.However, thisfreeandcompulsoryelementaryeducationisrestrictedtoeducationfromClass1to8only! TheActcoverschildrenwhoarealready6yearsold.Therefore,itseemstobecontradictingSupremeCourt'sjudgmentinUnnikrishnancasein1993,givingallchildren upto14yearsofage,aFundamentalRighttoEducation.Preschoolsupportisessentialforchildren,andignoringthemlessthansixyearsofagecouldleadtothe promotionofchildlabourandotherformsofdiscrimination.Howfaristhisjustifiedorwarranted? TheDraftsmenseemstohavebeenwellacquaintedwiththehugepopulationandconcurrentlytheilliteracyratesinourcountry,fortheActtakesintoconsideration,the childrenwhoareeithernotadmitted,orwhohavenotcompletedtheirelementaryeducationforanyreason.Insuchcases,thatchildwillbeadmittedinaclass appropriatetohis/herageandarightisvestedinsuchchildrentoreceivespecialtrainingandmoreover,thechildsoadmittedtoelementaryeducationwillbeentitledto freeeducationtillcompletionofelementaryeducationevenafterfourteenyears,whichIfeelisthebestpartoftheAct. Moreover,thedisadvantagedandeconomicallyweakersectionshavealsobeenconsidered.TheActprovidesfortwentyfivepercentreservationsofseatsinall,including privateunaidedschoolsforpoorchildrenintheneighbourhoodforwhichthegovernmentwouldreimburse/paybackthemoneytowardstheseseats.However,the formulaforarrivingattherateshasnotbeenreflected.Moreover,atthisjuncture,aquestionthatarisesisthatwhenthe poorare75%,whyonly25%reservationfor theirchildreninprivateschools?Isntthisviolatestherighttoequalityguaranteedtoall. Movingontothedisabledchildren,thelawseemslittleconscious,butsomeaspectsseemstobemissing.Asithasnotdetailedonthefacilitiesneededtoenablethese childrenwithdisabilitiestoattendschool.Moreover,intheAct,'disability'hasthemeaningassignedbythePersonswithDisabilitiesAct,1995,butitfailstocoversuch otherdisabilitiesasdefinedbytheNationalTrustAct,1999i.e.,excludingchildrenwithmentalandlearningdisabilities. Tosomeextent,itseemstoviolatetheminoritiesrighttoestablishandadministereducationalinstitutionoftheirchoice.TheprovisionsregardingtheManagement CommitteeundertheActareinconsistentwiththeserights.Therefore,theGovernmentislikelytoamendthisSection,toexempttheminorityinstitutionsfrom implementingadmissionquotaandgivethemrighttoformgoverningbodyoftheirchoice. LittlediscriminationagainstprivateschoolsisreflectedintheAct,asprivateschoolsarerequiredtogetrecognitionafterfulfillingvariousinfrastructurenorms,whereas, thegovernmentschoolsareautomaticallyrecognized.Lookingatitinadifferentperspective,itseemsastheActisindirectlyofferingscopeforcorruptionastheseprivate schoolscanbesetuponlyaftercertificationofrecognitionfromtheauthorityasmaybeprescribed.Wouldntthisleadto anInspectorRaj? Well,toaccomplishthegoalsoffreeandcompulsoryelementaryeducation,theActdispensestheresponsibilitiesbetweenthe Government,localauthoritiesandthe Guardiansoftherespectivelychildren.WheretheappropriateGovernmentandthelocalauthorityareundertheresponsibility toestablishaneighbourhoodschoolfor everychildwithinthreeyearsfromthecommencementofthisAct,thedutyofeveryparent/guardianistoadmithisorherchildorwardintheneighbourhoodschoolfor elementaryeducation. NecessaryprotectionoftherightsofthechildunderthislawisensuredbytheNationalCommissionforProtectionofChildRightsandtheStateCommissionforProtection ofChildRightswhichhasbeengivenwidepowers.Furthermore,ifanypersonhasanygrievancerelatingtotherightsofachildunderthisAct,suchpersonmaymakea writtencomplainttothelocalauthorityhavingjurisdiction. Primaryeducationforchildrenisperhapsthemostimportantconstituentoflifeasbecausehumanlifecyclerequiresthatthebasiccompetenciesandlifeskillsbe acquiredatanearlyage.Now,itistobeseen,ashowfarthisimperativelawwouldbesuccessfulenoughtocoverthelarge numberofchildreninourcountry,whoare mainlythevictimsofchildlabourandpoverty.Legislationalonewillnotamendthisneglect.Concertedefforts,byeverycitizen,isdemandedtoachievethedesired,so thatitdoesntresultsinthelawmerelyonpaper,whichIbelieveitwillnot. ThepurposeofthisArticleisnottodefythisrevolutionarylawwhichisstilltopursueitsgoalsandneitheritisintendedtobeatreatiseoneducationalpolicyorassuch.

6. RTIAct
RTIInternationally: TheRighttoInformation,commonlyunderstoodastherighttoaccessinformationheldbypublicbodiesininternationalparlance,wasadoptedby13countriesin1990. However,thisnumbernowisupwardsof70,andthisActisunderactiveunderactiveconsiderationinanother2030countries.In1990,nointerGovernmental organisationhadrecognisedtheRighttoInformation,andnowallmultilateraldevelopmentbanksandanumberofotherinternationalfinancialinstitutionshaveadopted informationdisclosurepolicies.In1990,theRighttoInformationwasseenpredominantlyasanadministrativegovernancereform,whereastodayitisincreasinglybeing seenasafundamentalhumanright22.

TheActspecifiesthatcitizenshavearightto: *requestanyinformation(asdefined). *takecopiesofdocuments. *inspectdocuments,worksandrecords. *takecertifiedsamplesofmaterialsofwork. *obtaininformationinformofprintouts,diskettes,floppies,tapes,videocassettes'orinanyotherelectronicmode'orthroughprintouts. Whatisnotopentodisclosure? Thefollowingisexemptfromdisclosure[S.8)]

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*information,disclosureofwhichwouldprejudiciallyaffectthesovereigntyandintegrityofIndia,thesecurity,*strategic,scientificoreconomic"interestsoftheState, relationwithforeignStateorleadtoincitementofanoffence; *informationwhichhasbeenexpresslyforbiddentobepublishedbyanycourtoflawortribunalorthedisclosureofwhichmayconstitutecontemptofcourt; *information,thedisclosureofwhichwouldcauseabreachofprivilegeofParliamentortheStateLegislature; *informationincludingcommercialconfidence,tradesecretsorintellectualproperty,thedisclosureofwhichwouldharmthe competitivepositionofathirdparty, unlessthecompetentauthorityissatisfiedthatlargerpublicinterestwarrantsthedisclosureofsuchinformation; *informationavailabletoapersoninhisfiduciaryrelationship,unlessthecompetentauthorityissatisfiedthatthelargerpublicinterestwarrantsthedisclosureofsuch information; *informationreceivedinconfidencefromforeignGovernment; *information,thedisclosureofwhichwouldendangerthelifeorphysicalsafetyofanypersonoridentifythesourceofinformationorassistancegiveninconfidencefor lawenforcementorsecuritypurposes; *informationwhichwouldimpedetheprocessofinvestigationorapprehensionorprosecutionofoffenders; *cabinetpapersincludingrecordsofdeliberationsoftheCouncilofMinisters,Secretariesandotherofficers; *informationwhichrelatestopersonalinformationthedisclosureofwhichhasnorelationshiptoanypublicactivityorinterest,orwhichwouldcauseunwarranted invasionoftheprivacyoftheindividual(butitisalsoprovidedthattheinformationwhichcannotbedeniedtotheParliamentoraStateLegislatureshallnotbedeniedby thisexemption); *Notwithstandinganyoftheexemptionslistedabove,apublicauthoritymayallowaccesstoinformation,ifpublicinterestindisclosureoutweighstheharmtothe protectedinterests.(NB:Thisprovisionisqualifiedbytheprovisotosubsection11(1)oftheActwhichexemptsdisclosureof"tradeorcommercialsecretsprotectedby law"underthisclausewhenreadalongwith8(1)(d) AdditionalPoints: AsurpriserevelationattheconferencewasthatPakistanwasaheadofIndiabythreeyearsinframinganRTIlaw.Pakistanfirstpromulgatedafreedomofinformation ordinancein1997,which,however,lapsedforwantofinterest.In2002,GeneralPervezMusharaffpushedtheidea,resultinginafreshpresidentialordinancein2002.It hassincebecomepartofthe17thAmendmenttotheConstitutionandenjoysthestatusoflaw. InFebruary2004,thePakistangovernmenttheFreedomofInformationRules,2004,whichnowappliestoallpublicbodies. Nepalpassedtheinformationlawin2007,followedbyBangladeshin2009.Bhutan.MaldivesandSriLankahaveyettopassaninformationlaworimplementanyother instrumentoftransparency. StudyshowslittleevidenceofmisuseorfrivolityinRTIcases October31st,2009PostedinAnnouncements PRESSRELEASE:forimmediatepublication GovernmentallegesRTIisbeingmisusedandusedfrivolously,butwhereistheevidence? Notmorethan50decisionsofinformationcommissionsin2008involvedgroundsofmisuseorfrivolousness,showsnationwidestudy NewDelhi,Oct.31:CanRTIbemisused?WhatshouldbeconsideredasthemisuseofRTI? AmidallegationsthatsomepeoplearefilingRTIapplicationstosettlepersonalscoresortosatisfytheirwhimsandfancies,itisinstructivetostudythedecisionsmadeby variousinformationcommissioners. AsubordinateofaseniorofficerfiledanRTIapplication,seekingsomeinformationfromhisboss.Thebossdidnotrespond. InthehearingbeforePNVijayaKumarof KeralaInformationCommission,theseniorpleadedthattheapplicanthadfiledRTIjusttoharasshimandthattheapplicanthimselfwasthecustodianofinformation requested. Theinformationcommissionerpassedthefollowingorder. Itmaybetruethat,therequestermaybeasubordinate.Itmaybetruethat,hewantedallthequestionstotroubletheofficerconcerned.Itmaybetruethattheperson whohadaccesstotherecordshimselfismakingtherequest.Butthesearenotgroundstowithholdtheinformation.Therefore,theinformationshouldhavebeen furnishedbythePublicInformationOfficerwithinthetimelimit.Therewasadelayofmorethan4months.Butthedelaywas limitedto100days.Therefore,the CommissioniscompelledtoawardthemaximumpenaltyofRs.25,000/ tothePublicInformationOfficer.ThePublicInformationOfficershallremittheamountwithin30 daysofthereceiptofthisorder NationalRTIAwardsSecretariatanalyzedalmost52,000decisionsmadebyinformationcommissionsacrossthecountryintheyear2008.M.M.AnsarioftheCentral InformationCommission(CIC)istheonlyinformationcommissionerwhohasallegedinmanycasesthattherewasmisuseofRTIorthattheinformationsoughtwas frivolous. Barringhim,therewouldnotbemorethan50ordersfromacrossthecountry,wheretheinformationcommissionershavealleged misuseofRTIorfeltthatthe informationsoughtwasfrivolous. Therefore,theallegationoftheCentralGovernmentthatalargenumberofRTIapplicationswerefrivolousisnotborneoutbyfacts. NationalRTIAwardsSecretariathasadatabaseofallorderspassedbyvariousinformationcommissionersintheyear2008.Asimplesearchforthewordfrivolous provesthepoint. ICsrejectinglargenumberofcasesonpettytechnicalgrounds October28th,2009PostedinPressReleases PRESSRELEASE:forimmediatepublication Informationcommissionersrejectlargenumberofappealsontechnicalgrounds NosignatureorphotocopiesofRTIapplicationmissing;sotheapplicationisrejected Technicalrejectionsarebadlydiscouraginginformationseekers,showsthestudyofinformationcommissions NewDelhi,Oct.28:InformationCommissionershavefoundauniquewayofdealingwithmountingpendencies.Manycommissioners sometimeseventheirregistries rejecttheappealsorcomplaintsononeortheothertechnicalgroundwithoutholdinganyhearings,showsthenationwidestudyofinformationcommissionsdoneby NationalRTIAwardsSecretariat. MaharashtraInformationCommissionerVijayBaburaoBorgetopsthelistofinformationCommissionersforrejectingmaximumnumberofapplications.Herejected almost3604appeals/complaintsintheyear2008,i.e.74%ofthetotalcasesreceivedbyhim.HiscolleagueVilasPatilrejected1008cases,roughly54%ofthetotalcases receivedbyhim. AndhraPradeshInformationCommissionersCDArhaandASRaorejectedalmost50%ofthecasesreceivedbythem. Thesecaseswererejectedmostlyontechnicalgrounds thattheappellant/complainanthadnotsignedatappropriateplace,eachpaperhadnotbeenselfattested, sufficientnumberofphotocopieshadnotbeenattached,copyoftheproofoffilingRTIapplicationorfirstappealhadnotbeenattached,etc.

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CDArhaandASRaowouldprobablyhaveonebelievethattheirlargenumbersofrejectionsontechnicalgroundswerebecause ofverycomplexrulesforfilingappeals andcomplaintsatthestateinformationcommission. Thesamerules,however,havenotcompelledtheirowncolleaguesDileepReddyandKSRaotorejectappealsandcomplaints;ReddyandRaohardlyrejectedanycaseon technicalgrounds. Whereas,inrejectingappealsandcomplaints,theinformationcommissionerdirectstheappellant/complainanttosatisfyalltechnicalobjectionsbeforeresubmittinghis case,thestudyshowsthatveryfewsuchcaseswerefiledbackagain.Manycaseswererejectedmultipletimesononeoranothertechnicalobjection. CentralInformationCommission(CIC)hadbeenatthetopabouttwoyearsagoinrejectingcasesontechnicalgrounds.InApril2007,57.96%ofappeals/complaints receivedatCICwererejectedontechnicalgrounds. Rejectionfiguresroseto63.76%inJune2007.IntheperiodfromJanuarytoJune2007,13,152appealsandcomplaintswerereceivedbytheCIC,outofwhich8229were rejectedduetotechnicaldeficiencies.Only4823wereregistered!Thatmeansnearlytwooutofthreeappealsandcomplaintswerenotregistered!Facedwithalotof criticismearlier,theCICtoldtheNationalRTIAwardsSecretariatrecentlythattheyhadstoppedmaintainingthesefigures! WithwidespreadilliteracyandignoranceaboutlawinIndia,shouldtheappealsandcomplaintsofcommoncitizensberejected insuchlargenumbers?Shouldntthe informationcommissionershandholdthecitizensinthespiritoftheRighttoInformationAct,2005?IfSupremeCourtofIndiacanacceptanythingwrittenonapostcard asawritpetition,whyshouldinformationcommissionersremainhideboundbypettyproceduresandkeepdenyingcitizenstheir righttoinformation?

RighttoInformation AnAntiCorruptionTool
Category: Article: Home\ Miscellaneous

RighttoInformation AnAntiCorruptionTool Basically,thisarticletalksabouttransparencyincludingrighttoinformationandalsohowitdoesworkasananti corruptiontool.Themotivebehindwritingthisarticleis toclearsomeoftheconceptsofthereadersaswellasoftheauthorherself. Nodemocraticgovernmentcansurvivewithoutaccountabilityandthebasicpostulateofaccountabilityisthatthepeopleshouldhaveinformationaboutthefunctioning ofgovernment.ItisonlyifpeopleknowhowGovernmentisfunctioningthattheycanfulfilltherolewhichdemocracyassigns tothemandmakedemocracyareally effectiveparticipatorydemocracy. Thus,righttoinformationandtransparencyintheGovernmentsystemisasmuchimportantasairandwaterforsurvivingofhumanbeing. WhatisTransparency? TRANSPARENCYisnotavagueorimpossibleconcept.Wecanhavetransparencyineachandeverysphereofourlife.Butbeforediscussingthatfirstofallweshould understandthatwhatdoesTRANSPARENCYmeans?Actuallytransparencyisclarity. Here,itisclarityofinformation,whichmeanseverythingshouldbeopenanddisclosedtoall.Wethepeoplethatarethecommoncitizensputourfaithinthesystem expectingthemtoworkefficiently,fairlyandimpartially.Buttodaytheevilofcorruptionhasincreasedsomuchthatwehaveforgottenabouttransparencyinthesystem. Incountrieswherethelawisgoodonpaperbuthasbeenintroducedaspartofatopdowngovernmentreformplan,internationalinitiativeorlobbyingfromacivil society,implementationhasprovedslow. ObjectbehindTransparency. ThebasicobjectbehindTransparencyistocurbtheevilofcorruptionandincreaseopennessofthegovernmentdepartments.Todaymostofthegovernmentdepartments keepsecrecyintheproceedingssothatnoonecanidentifytheirmistakesandkeepacheckonthem.Theapproachofthesedepartmentsis:everythingissecretunless permittedtobedisclosed. TransparencyInternationalsays,accesstoinformation,isparticularlychallengingwherecountrieshavebeenunderformsof colonial rulesystemsmarkedbya preoccupationwithsecrecy,withtheinformationofthemostmenialtypebeingscrupulouslyguarded,andwithaccountabilitynottotheirpeoples,buttoremote metropolitancapitals.Onregainingindependence,thesecountriesinheritedadministrativesystemsandofficialsobsessedwithsecrecy. WhatisRighttoInformation? Apopulargovernmentwithoutpopularinformationorthemeansofobtainingitisbutaprologuetoafarceortragedyorperhapsboth.Knowledgewillforevergovern ignorance,andpeoplewhomeantobetheirowngovernorsmustarmthemselveswiththepowerknowledgegives. JAMESMEDISON OpennessandaccessibilityofpeopletoinformationaboutthefunctioningofthegovernmentisavitalcomponentofDemocracy.Inmostofthedemocraticcountries,the righttoknowisnowalegalright.Democracyisnolongerperceivedasaformofthegovernmentwherepeoplevoteagovernmentinoffice,atregularintervalsandretire intopassivityaftertheelectionsareheld.Todaypeoplewanttohaveasayinthemannertheyaregovernedinthemajorissuesaffectingtheirlives.Andsuchparticipation canbeeffectiveonlyifthepeoplehaveproperinformationaboutthewaythegovernmentbusinessistransacted. TheRighttoInformationisafundamentalHumanRight.ItisthekeytoDEMOCRACYandDEVELOPMENT,makingparticipatorydemocracymeaningful,cementingtrustin government,supportingpeople centereddevelopment,facilitatingequitableeconomicgrowth,tacklingcorruptionandbolsteringmediacapacity RighttoInformationisapartoffundamentalrightsunderArticle19(1)oftheConstitutionofIndia.Article19(1)saysthateverycitizenhasfreedomofspeechand expression.Asearlyasin1976,theSupremeCourtsaidinthecaseofRajNarainv.StateofUP,thatpeoplecannotspeakor expressthemselvesunlesstheyknow. Therefore,righttoinformationisembeddedinarticle19.Inthesamecase,SupremeCourtfurthersaidthatIndiaisademocraticcountry.Peoplearethemasters. Therefore,themastershavearighttoknowhowthegovernments,meanttoservethem,arefunctioning.Further,everycitizen paystaxes.Evenabeggaronthestreet paystax(intheformofsalestax,excisedutyetc)whenhebuysapieceofsoapfromthemarket.Thecitizenstherefore,havearighttoknowhowtheirmoneywasbeing spent RighttoInformationAct,2005empowerseverycitizento: AskanyquestionsfromtheGovernmentorseekanyinformation Takecopiesofanygovernmentdocuments Inspectanygovernmentdocuments. InspectanyGovernmentworks TakesamplesofmaterialsofanyGovernmentwork. Thus,insimplewordsRIGHTTOINFORMATIONisarighttoknow. RelationbetweenTransparencyandRighttoInformation. TRANSPARENCYandRIGHTTOINFORMATIONhasacleansingeffectonthefunctioningofthegovernmentandhelpsinkeepingacheckoncorruption. Theentiresystemhasbecomesorottenthatifallofusindividuallyandtogetherdonotdoourbit,itwillneverimprove.Therefore,ifwanttochangethesystemwehave tobeapartofthatsystem. TransparencyandRighttoInformationareinterconnectedsomuchthatifeitherofthemisnottherethantheothercanalsonotexist.RighttoInformationisvery essentialfordemocracy.Itisapartofourfundamentalright.Forpeopletoparticipateingovernance,theprerequisiteisthattheyfirstknowwhatisgoingon.

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AttheInternationallevel,RighttoInformationanditsaspectsfindarticulationasinalienablefundamentalhumanrightinmostimportantbasichumanrightsdocuments, namely,theUDHR,theInternationalcovenantoneconomic,socialandculturalrights. Conclusion WhetherRighttoInformationhasmadeTransparencystrongerorweaker? Positively,RighttoInformationhasworkedasameanstomaintaintransparencyandclarityinthesystem.Ithasworkedasananti corruptiontool.Butthenalsoalmost 50to60percentofthecitizensdontknowabouttheirrighttoinformationandhowuseitfortheirbenefit.Andastheydontknowabouttheirrightsotheyalsocannot useitandthusitisineffectiveinmanyareas. Themainreasonfornotbeingtheirtransparencyinthesystemisthecorruption.Corruptionisamultifacetedandcomplexphenomenon.Today,inIndiacorruptionhas penetrateddeepintothesystemandreceivessupportfromthetop,asaresulthonestandrightofficerswhotrytoexposecorruptionareoftenharassedbythishigher authorities.Thetentaclesofcorruptionarewidespreadanddeeprootedanditisprevalentineveryfacetofsocietybeiteconomic,political,administrativeorsocial. Thus,responsiblecitizensofoursocietymustfightagainstcorruptionthroughRIGHTTOINFORMATIONandmoreandmoretransparencycanbeachievedinthesystem. Suggestion FollowingaresomeofthesuggestionsbytheauthortocurbtheevilofcorruptionthoughRighttoInformationandthustransparencycanbemaintained. C.Rajagopalacharihadobserved,Nationalcharacteristhekeystoneonwhichreststhefateandfutureofourpublicaffairs.Nationalcharacterdependson,and,infact, isanindividualmorality.thereisasloganfromBHAGWADGITAwhichstates:Yadyadacaratisrestgastattadevetarojanah;sayatpramanamkurutelokastadanuvartate whichmeanswhateveranoblemandoes,isfollowedbyothers;whateverhesetsupasastandard,isadoptedbytheworld. Thecorevalueofourdemocracysuchasjustice,liberty,equalityandfraternityisrootedinmoralandethicalvalues.We needtoreinforcethevaluesofDHARMAinthe society. Weneedtolaunchapowerfulnationalmovementspearheadedbyourspiritualgurus,civilsocietiesandenlightenedcitizens sothatthepoliticalandadministrative leadershipisforcedtositback,takesnoteandinitiativesactualmeasurestogetridofcorruption.

7. NREGS
TheMahatmaGandhiNationalRuralEmploymentGuaranteeActaimsatenhancingthelivehoodsecurityofpeopleinruralareasbyguaranteeinghundreddaysofwage employmentinafinancialyeartoaruralhouseholdwhoseadultmembersvolunteertodounskilledmanualwork.ReadStoriesfromthefield SomeStatsofNREGS Employment providedtoHHS : 5.24[Crore] Persondays[inCrore] Total : 282.03 SCs : 86.6[30.7%] STs : 57.57[20.41%] Women : 137.17[48.64%] Others : 137.86[48.88%] Totalworkstakenup : 45.89Lakhs. Workscompleted : 20.72Lakhs. Worksinprogress : 25.17Lakhs. USandG20countriespraisingNREGS Arecord49millionruralhouseholdsinIndiawereprovidedemploymentwithaninvestmentofUSD7.19billionunderaflagshipschemeinlastfiscal,whichhaschecked distressmigration,MinisterofLabourandEmploymentMallikarjunKhargesaidtoday. AddressingameetingofLabourandEmploymentMinistersfromG20countries,KhargesaidMahatmaGandhiNationalRuralEmploymentGuaranteeSchemehasalso created"GreenJobs"as70percentworksrelatetowaterconservation,waterharvesting,restoration,renovationanddesiltingofwaterbodies;droughtproofingi.E. Plantation&afforestation. Indiasambitiousjobguaranteeschemefortheruralpoor,theNREGS,waspraisedasinnovativeanddynamicbyUSLabourSecretaryHildaSoliswhosaidWashington hopedtolearnfromit. PraisefromSoliscameaslabourministersfromtheworlds20leadingeconomies,concludedatwodaymeetinghereWednesdaywithamandatetohelpcreatejobsas mostindustrialnationsaregrapplingwithhighunemploymentrates,evenastheireconomiesemergefromatwoyearrecession. TheG20ministersrecommendedafivepointprogrammewithaccelerationtojobcreationtoensureasustainedrecoveryandfuturegrowthatthetop. Theministers,includingIndianLabourandEmploymentMinisterMallikarjunKharge,laterpresentedtheirrecommendationstoPresidentBarackObamaatameetingat theWhiteHouse. Earlierattheconference,KhargemadeadetailedpresentationontheMahatmaGandhiNationalRuralEmploymentGuaranteeScheme(NREGS)whichguarantees100 daysemploymenttoamemberofruralpoorfamily,andtheRashtriyaSwasthyaBimaYojana,ahealthinsuranceforverypoorfamilies. Khargespresentationgenerateddiscussionamongthelabourministerswhowantedtolearnmoreaboutthesetwoschemes,which hadtouchedthelivesofsuchalarge numberofbeneficiaries,Indianofficialssaid. Theywerealsointerestedinlearningabouthowtechnologywasusedtoreachtheruralmassesinremoteareas.Thelabourministersfromothercountriessoughtvarious detailsabouttheachievementsundertheseschemes. (http://www.nrega.nic.in/netnrega/home.aspx)

8. NRHM
Recognizing the importance of Health in the process of economic and social development and improving the quality of life of our citizens, the Government of India had resolved to launch the National Rural Health Mission to carry out necessary architectural correction in the basic health care delivery system. Read 5 years of NRHM (http://mohfw.nic.in/NRHM.htm

9. Tata Visionstatement 10. MaslowsHierarchyofNeed

Maslow'shierarchyofneedsisatheoryinpsychology,proposedbyAbrahamMaslowinhis1943paperATheoryofHumanMotivation.[2]Maslowsubsequentlyextended

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theideatoincludehisobservationsofhumans'innatecuriosity.HistheoriesparallelmanyothertheoriesofhumanDevelopmentalpsychology,allofwhichfocuson describingthestagesofgrowthinhumans. MaslowstudiedwhathecalledexemplarypeoplesuchasAlbertEinstein,JaneAddams,EleanorRoosevelt,andFrederickDouglassratherthanmentallyillorneurotic people,writingthat"thestudyofcrippled,stunted,immature,andunhealthyspecimenscanyieldonlyacripplepsychologyandacripplephilosophy."[3]Maslowalso studiedthehealthiest1%ofthecollegestudentpopulation.[citationneeded] Maslow'stheorywasfullyexpressedinhis1954bookMotivationandPersonality. Deficiencyneeds ThelowerfourlayersofthepyramidcontainwhatMaslowcalled"deficiencyneeds"or"dneeds":physiological(includingsexuality),securityofposition,friendshipand love,andesteem.Withtheexceptionofthelowest(physiological)needs,ifthese"deficiencyneeds"arenotmet,thebodygivesnophysicalindicationbuttheindividual feelsanxiousandtense. [edit]Physiologicalneeds Forthemostpart,physiologicalneedsareobvioustheyaretheliteralrequirementsforhumansurvival.Iftheserequirementsarenotmet(withtheexceptionof clothing,shelter,andsexualactivity),thehumanbodysimplycannotcontinuetofunction. Physiologicalneedsinclude: *Breathing *Food *Homeostasis Air,water,andfoodaremetabolicrequirementsforsurvivalinallanimals,includinghumans.Clothingandshelterprovidenecessaryprotectionfromtheelements.The intensityofthehumansexualinstinctisshapedmorebysexualcompetitionthanmaintainingabirthrateadequatetosurvivalofthespecies. [edit]Safetyneeds Withtheirphysicalneedsrelativelysatisfied,theindividual'ssafetyneedstakeprecedenceanddominatebehavior.Theseneedshavetodowithpeople'syearningfora predictable,orderlyworldinwhichinjusticeandinconsistencyareundercontrol,thefamiliarfrequentandtheunfamiliarrare.Intheworldofwork,thesesafetyneeds manifestthemselvesinsuchthingsasapreferenceforjobsecurity,grievanceproceduresforprotectingtheindividualfromunilateralauthority,savingsaccounts, insurancepolicies,andthelike. Formostofhumanhistorymanyindividualshavefoundtheirsafetyneedsunmet,butasof2009[update]"FirstWorld"societiesprovidemostwiththeirsatisfaction, althoughthepoormustoftenstilladdresstheseneeds. SafetyandSecurityneedsinclude: *Personalsecurity *Financialsecurity *Healthandwellbeing *Safetynetagainstaccidents/illnessandtheiradverseimpacts [edit]LoveandBelonging Afterphysiologicalandsafetyneedsarefulfilled,thethirdlayerofhumanneedsaresocialandinvolvefeelingsofbelongingness.ThisaspectofMaslow'shierarchy involvesemotionallybasedrelationshipsingeneral,suchas: *Friendship *Intimacy *Family Humansneedtofeelasenseofbelongingandacceptance,whetheritcomesfromalargesocialgroup,suchasclubs,officeculture,religiousgroups,professional organizations,sportsteams,gangs("Safetyinnumbers"),orsmallsocialconnections(familymembers,intimatepartners,mentors,closecolleagues,confidants).They needtoloveandbeloved(sexuallyandnonsexually)byothers.Intheabsenceoftheseelements,manypeoplebecomesusceptibletoloneliness,socialanxiety,and clinicaldepression.Thisneedforbelongingcanoftenovercomethephysiologicalandsecurityneeds,dependingonthestrengthofthepeerpressure;ananorexic,for example,mayignoretheneedtoeatandthesecurityofhealthforafeelingofcontrolandbelonging. [edit]Esteem Allhumanshaveaneedtoberespectedandtohaveselfesteemandselfrespect.Alsoknownasthebelongingneed,esteempresentsthenormalhumandesiretobe acceptedandvaluedbyothers.Peopleneedtoengagethemselvestogainrecognitionandhaveanactivityoractivitiesthatgivethepersonasenseofcontribution,tofeel acceptedandselfvalued,beitinaprofessionorhobby.Imbalancesatthislevelcanresultinlowselfesteemoraninferioritycomplex.Peoplewithlowselfesteemneed respectfromothers.Theymayseekfameorglory,whichagaindependsonothers.Note,however,thatmanypeoplewithlowselfesteemwillnotbeabletoimprove theirviewofthemselvessimplybyreceivingfame,respect,andgloryexternally,butmustfirstacceptthemselvesinternally.Psychologicalimbalancessuchasdepression canalsopreventonefromobtainingselfesteemonbothlevels. Mostpeoplehaveaneedforastableselfrespectandselfesteem.Maslownotedtwoversionsofesteemneeds,aloweroneandahigherone.Theloweroneistheneed fortherespectofothers,theneedforstatus,recognition,fame,prestige,andattention.Thehigheroneistheneedforselfrespect,theneedforstrength,competence, mastery,selfconfidence,independenceandfreedom.Thelatteronerankshigherbecauseitrestsmoreoninnercompetencewonthroughexperience.Deprivationof theseneedscanleadtoaninferioritycomplex,weaknessandhelplessness. Maslowstressesthedangersassociatedwithselfesteembasedonfameandouterrecognitioninsteadofinnercompetence. [edit]Selfactualization Whatamancanbe,hemustbe.[6]Thisformsthebasisoftheperceivedneedforselfactualization.Thislevelofneedpertainstowhataperson'sfullpotentialisand realizingthatpotential.Maslowdescribesthisdesireasthedesiretobecomemoreandmorewhatoneis,tobecomeeverythingthatoneiscapableofbecoming.[7]Thisis abroaddefinitionoftheneedforselfactualization,butwhenappliedtoindividualstheneedisspecific.Forexampleoneindividualmayhavethestrongdesireto become anidealparent,inanotheritmaybeexpressedathletically,andinanotheritmaybeexpressedinpainting,pictures,orinventions.[8]Asmentionedbefore,inorderto reachaclearunderstandingofthislevelofneedonemustfirstnotonlyachievethepreviousneeds,physiological,safety,love,andesteem,butmastertheseneeds.Below areMaslowsdescriptionsofaselfactualizedpersonsdifferentneedsandpersonalitytraits. MaslowwasaprofessorofDr.WayneDyer.DyersuggeststhatMaslowtaughthimtwowaysofunderstandingselfactualization:1)tobefreeofthegoodopinionof others;2)todothingsnotsimplyfortheoutcomebutbecauseit'sthereasonyouarehereonearth.[9] Maslowalsostatesthateventhoughtheseareexamplesofhowthequestforknowledgeisseparatefrombasicneedshewarnsthatthesetwohierarchiesare interrelatedratherthansharplyseparated(Maslow97).Thismeansthatthislevelofneedaswellasthenextandhighestlevelarenotstrict,separate,levelsbutclosely relatedtoothersandthisispossiblythereasonthatthesetwolevelsofneedareleftoutofmosttextbooks. [edit]Marketing CoursesinmarketingteachMaslow'shierarchyasoneofthefirsttheoriesasabasisforunderstandingconsumers'motivesforaction.Marketershavehistoricallylooked towardsconsumers'needstodefinetheiractionsinthemarket.Ifproducersdesignproductsmeetingconsumerneeds,consumerswillmoreoftenchoosethoseproducts

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overthoseofcompetitors.Whicheverproductbetterfillsthevoidcreatedbytheneedwillbechosenmorefrequently,thusincreasingsales.Thismakesthemodel relevanttotranspersonalbusinessstudies. [edit]Criticisms IntheirextensivereviewofresearchbasedonMaslow'stheory,WahbaandBridgewellfoundlittleevidencefortherankingof needsMaslowdescribed,orevenforthe existenceofadefinitehierarchyatall.[10]ChileaneconomistandphilosopherManfredMaxNeefhasalsoarguedfundamentalhumanneedsarenonhierarchical,andare ontologicallyuniversalandinvariantinnaturepartoftheconditionofbeinghuman;poverty,heargues,mayresultfromanyoneoftheseneedsbeingfrustrated,denied orunfulfilled.[citationneeded] Theorderinwhichthehierarchyisarranged(withselfactualisationasthehighestorderneed)hasbeencriticisedasbeingethnocentricbyGeertHofstede.[11] [clarificationneeded] Hewasalsoheavilycriticizedforhislimitedtestingofonly100students.[citationneeded]

Psychologist Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper "A Theory of Human Motivation"1 and his subsequent book, Motivation and Personality.2 This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other needs. http://www.netmba.com/mgmt/ob/motivation/maslow/ http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs

11. IndiraAwaasYojana
INDIRA AWAAS YOJANA With a view to meeting the housing needs of the rural poor, Indira Awaas Yojana (IAY) was launched in May 1985 as a sub-scheme of Jawahar Rozgar Yojana. It is being implemented as an independent scheme since 1 January 1996. The Indira Awaas Yojana aims at helping rural people below the poverty-line belonging to SCs/STs, freed bonded labourers and non-SC/ST categories in construction of dwelling units and up gradation of existing unserviceable kutcha houses by providing grant-in-aid. From 1995-96, the IAY benefits have been extended to widows or next-of-kin of defence personnel killed in action. Benefits have also been extended to ex-servicemen and retired members of the paramilitary forces as long as they fulfill the normal eligibility conditions of Indira Awaas Yojana. Under the scheme allotment of the house is done in the name of the female member of the households or in the joint names of husband and wife. A minimum of 60 % of funds are to be utilized for construction of houses for the SC/ST people. Further, 60% of the IAY allocation is meant for benefiting SC/ST families, 3% for physically handicapped and 15% for minorities. 5% of the central allocation can be utilized for meeting exigencies arising out of natural calamities and other emergent situations like riot, arson, fire, rehabilitation etc. Assistance for construction of new house is provided at the rate of Rs. 35000/-and Rs. 38,000/- per unit in the plain and hilly/ difficult areas respectively. IAY houses have also been included under the differential rate of interest (DRI) scheme for lending by Nationalized Banks upto Rs.20,000/- per unit at an interest rate of 4% in addition to financial assistance provided under IAY. Selection of beneficiaries under IAY is done from the permanent IAY waitlist prepared out of the BPL Lists and approved by the Gram Sabha. Selection of construction technology, materials and design is left entirely to the choice of beneficiaries. Sanitary latrine and smokeless chulha are integral to an IAY house. For construction of sanitary latrine, the beneficiary can avail of the existing assistance from the Total Sanitation Campaign (TSC) Funds, in addition to the financial assistance provided under Indira Awaas Yojana. IAY is a scheme channeled through Panchayati Raj and the Panchayati Raj Institutions(PRIs) are centric to implementation of IAY scheme. The role of PRI in implementation of the scheme are: The Zilla Parishad/ DRDAs on the basis of allocation made and targets fixed decide the number of houses to be constructed/upgraded Panchayat-wise

The ZP/DRDAs intimate the same to Gram Panchayats. Thereafter, beneficiaries are selected from the Permanent Waitlist approved by the Gram Sabha as per guidelines/priorities fixed restricting the number to the targets fixed A list is sent to the Panchayat Samiti for information and records The activities undertaken at Panchayat level are as below: Timely selection of beneficiaries Transparency in selection of beneficiaries Timely payment of financial assistance to the selected beneficiaries & Monitoring of progress of house construction. Display of BPL/IAY waitlist in a public place

In order to introduce transparency in selection of beneficiaries permanent IAY waitlists have to be prepared gram panchayat wise by the States/UTs. These lists contain the name of deserving BPL families who need IAY houses in order of their poverty status based on the latest BPL list . IAY has been converged with Rajiv Gandhi Grameen Vidyutikaran Yojana under which one free electricity connection is provided. Similarly, the Scheme has been converged with Total Sanitation Campaign (TSC) Funds for providing financial assistance for construction of a sanitary latrine alongwith the IAY house. Convergence is encouraged with insurance scheme like Aam Admin Bima Yojana and Janshree Bima Yojana . Efforts are on to converge with other schemes of the Ministry of Rural Development namely, Swarana Jayanti Gram Swarojgar Yojana (SGSY), National Rural Employment Guarantee Scheme (NREGS), Accelerated Rural Water Supply Programme (ARWSP) . Convergence of IAY is also envisaged with schemes of other Ministries such as those of Ministry of Panchayat Raj, Ministry of New and Renewable Energy Sources for Smokeless Chullahs and solar lighting, bio-gas and clean fuel, Ministry of Labour for enrollment under health insurance scheme, Ministry of Environment and

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Forest for provision of kitchen garden and fruit-bearing trees etc. Since inception in 1985, 212.95 lakh houses have been constructed with funding of Rs.52927.26 crore. A total of 71.75 lakh house (120%) were constructed under I phase of Bharat Nirman (2005-2009) (up Sept 09). The Central allocation for IAY during 2008-09 was Rs 8800 crore which includes Rs. 3050 crore provided as part of economic stimulus package released at the end of the year 2008-09. In 2008-09, 21.32 lakh house (100.32%) were constructed as against target of 21.21 lakh house. The Central allocation for the current Financial Year i.e 2009-10 is Rs. 8800.00 crore. This year amount plus the amount of released as stimulus package at the end of 2008-09 will enable construction of 40.52 lakh houses, which is the target for the year 2009-10. For the current year 2009-10 till now Rs. 4058.37 crore have been released as Ist installment to 585 districts out of the llocation of 8800 crore. Progress Report of the Scheme is available online. Further, a Task Force was constituted under the Chairpersonship of Joint Secretary (Rural Housing) by the Ministry of Rural Development for examining various issues relating to construction of IAY houses particularly relating to improving the quality of IAY houses and to understand the best practices followed across the States in the implementation of IAY. The recommendations of the Task Force are as below: 1. Design & quality of the House

1.1 Efforts should be made to ensure that the IAY house is a pucca one with permanent walls and permanent roofing. The permanent nature of the walls and roofing shall be determined in a manner such that the house: (i) (ii) (iii) 1.2 (i) (ii) (iii) (iv) is able to withstand the weather conditions of the place throughout the year has minimum level of disaster resistant technology to be able to withstand minor earthquakes, cyclone, floods etc. has walls that are plastered at least externally to ensure durability. It is also desirable that the IAY house have: Adequate space for pursuing livelihood activities; A verandah; Stair case to go to the top of the house; Rain water harvesting system

1.3 Each State Government is required to finalise type designs for the IAY house along with technical and material specifications based on the above principles. It is not necessary to have only one type design and one state can adopt more than one type designs depending upon local conditions. The type designs once finalized by the State Government will be required to be communicated to the Central Government for information and record. 1.4 It is essential that for all the type designs approved by the State Government, the State Government takes responsibility and trains sufficient number of masons and other mechanics for execution of the house as per the type designs. Similarly, the State Government shall also have a programme to ensure that sufficient tools and materials required for construction of the houses as per type design like centering material etc. are available in each district for execution of the IAY houses. The systematic education programme shall not only train the masons but also the beneficiaries. 2. Spatial spread of the programme

2.1 As far as possible, the States shall follow the cluster approach to facilitate better supervision, convergence of schemes ad economies in purchase. For this purpose, all the villages in a district/block may be divided into three groups and each group of villages may be provided funds every year. In this way, all the villages will be covered in three years. Thereafter first group of villages may again be taken up in the fourth year if there is still housing shortage, and so on. 3. Unit cost

3.1 As soon as the beneficiary is finalized under IAY for sanction by the District Collector/DM/DC, on the consent of the beneficiary, a application form will be filled up simultaneously by the DRDA/concerned implementing agency for loan under DRI Scheme. All IAY applications for loan facility under DRI Scheme shall be forwarded to the concerned service area bank. The concerned bank should be given a time limit of (30 days) to accept the application or reject the application, giving reasons. The access to DRI scheme should be appropriately reviewed in DLCC/BLCC and separately by the DRDA and District Collector for necessary action. 4. Basic amenities

4.1 In addition to providing sanitary latrine in every house by dovetailing funds from Total Sanitation Campaign (TSC), IAY scheme should also have convergence with DWS for providing drinking water, with Rajiv Gandhi Gramin Vidyutikaran Yojana for providing free electricity connection, with Insurance companies for Jan Shree/Aam Admi Bima and beneficiaries should be encouraged to use clean fuel as well as have kitchen gardens. 5. Release of Funds

5.1 The funds should be released either in two or three instalments. Ideally, the funds should be distributed to the beneficiaries in two instalments, first instalment with the sanction order and the second instalment when the construction reaches the lintel level. It is critical that each State Government clearly define the stage-wise payment system along with the system to be in place for verification of the stage of construction. Each State Government may operationalize a computerized information system for recording of the stage of construction and the release of funds. 6. 6.1 Technical Supervision, Monitoring and Transparency Technical supervision shall be provided at least at the foundation and the roof laying stages.

6.2 The Government of India has already entrusted the responsibility of developing computerized information system which will enable not only monitoring of the timely execution of the work but also the stage-wise progress and disbursement of funds. The State Governments shall operationalize the software as soon as it is developed. 6.3 In addition, it is suggested that to deal with complaints, an effective complaint Monitoring System with adequate staff should be set up at the state level which can visit, independent of the regular execution wing and give a report to the implementing agencies about the short-comings/shortfalls, for effective redressal. 6.4 System of social auditing of the Scheme shall be introduced by the State Governments.

CREDIT CUM-SUBSIDY SCHEME (CCSS) The Credit-Cum-Subsidy Scheme for Rural Housing was launched w.e.f. 1.4.1999. The Scheme targets rural families having annual income upto Rs. 32,000/While subsidy is restricted to Rs.12,500/- the maximum loan amount that can be availed is Rs. 50,000/- The subsidy portion is shared by the Centre and the state in 75:25 ratio. The loan portion is to be disbursed by the commercial banks, housing finance institutions etc. From the year 2002-2003, the Central allocation under IAY/CCSS has been combined and no separate allocation and target are made to the Scheme and option is given to the States /districts to utilize the funds under the Scheme from IAY. Upto 20% of the IAY funds earmarked for upgradation could be utilized for implementation of this Scheme also. INNOVATIVE STREAM FOR RURAL HOUSING AND HABITAT DEVELOPMENT

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This scheme has been discontinued with effect from 1.4.2004 RURAL BUILDING CENTRES This Scheme has been discontinued with effect from 1.4.2004 INCENTIVISING THE STATE GOVERNMENTS FOR PROVIDING HOMESTEAD SITES TO THE RURAL BPLHOUSEHOLDS AS PART OF INDIRA AWAAS YOJANA (IAY) A Scheme for incentivising the State Governments for providing homestead sites to the rural BPL households as part of Indira Awaas Yojana (IAY) has been rolled out. The main objective of this Scheme is to provide homestead sites to those rural BPL households who do not have either agricultural land or a plot of land to construct a house. All States/UTs have been asked to submit proposal to get funds for this scheme. The Basic parameters for providing homestead sites to the rural BPL households as part of IAY are given below:

(i) For the purpose of allotting homestead sites, the beneficiaries will be selected only from the Permanent IAY Waitlists as per their priority in the list. Only those BPL households who have neither land nor housesite, will be eligible. (ii) In the first instance, the State Government will regularize the land as a homestead site if it is presently occupied by a BPL household and if regularization is permissible as per the existing acts and rules. (iii) If this is not the case, State Government will allot suitable Government land as homestead site to the eligible BPL household. The Government land includes community land (gocher etc.), land belonging to panchayats or other local authorities. (iv) In case suitable Government land is not available for allotment as homestead sites, private land may be purchased or acquired for this purpose. (v) However, before taking up land purchase or land acquisition, competent authority will certify that it was not possible to regularize occupied land, if any or that there is no suitable government land for allotment as homestead sites. (vi) Financial assistance of Rs. 10,000/- per beneficiary or actual, whichever is less, will be provided for purchase/acquisition of a homestead site of an area around 100-250 sq.mt. (vii) Funding will be shared by Centre and States in the ratio of 50:50 while in the case of UTs Central Government will fund 100%. (viii) If the amount per beneficiary falls short, the balance amount will be contributed by the State Government. (ix) First instalment of the funds will be released only after the State certifies that it has no land to provide to the rural BPL either through regularization or through transfer and that it has identified the land meant for acquisition /purchase. Subsequent installments would be released when the States take possession of the land. (x) BPL families allotted land through purchase would be, to the extent feasible, provided house construction assistance in the same year.

(xi) The State Governments will be incentivised by allocating additional funds under IAY to the extent beneficiaries are provided with homestead site by way of regularization, allotment or purchase/acquisition. If necessary, a provision will be made in the guidelines to keep a portion of IAY funds apart for incentivising the States. The unspent amount, if any, out of this component will be distributed to the better performing districts. (xii) The States will be expected to provide funds for the proposed scheme over and above their existing budget for similar initiatives. This is also subject to the condition that the States should continue to budget for the Scheme an amount not less than their previous years budget.

The objective of IAY is primarily to provide grant for construction of houses to members of Scheduled Castes/Scheduled Tribes, freed bonded labourers and also to non-SC/ST rural poor below the poverty line. http://rural.nic.in/rh.htm http://megcnrd.gov.in/forms/IAY.pdf

12. PortersfiveForceModel 13. BCGMatrix

BCGGrowthShareMatrix

Companiesthatarelargeenoughtobeorganizedintostrategicbusinessunitsfacethechallengeofallocatingresourcesamongthoseunits.Intheearly1970'stheBoston ConsultingGroupdevelopedamodelformanagingaportfolioofdifferentbusinessunits(ormajorproductlines).TheBCGgrowthsharematrixdisplaysthevarious businessunitsonagraphofthemarketgrowthratevs.marketsharerelativetocompetitors:

BCGGrowthShareMatrix Resourcesareallocatedtobusinessunitsaccordingtowheretheyaresituatedonthegridasfollows:

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* CashCow abusinessunitthathasalargemarketshareinamature,slowgrowingindustry.Cashcowsrequirelittleinvestmentandgeneratecashthatcanbeusedto investinotherbusinessunits. * Star abusinessunitthathasalargemarketshareinafastgrowingindustry.Starsmaygeneratecash,butbecausethemarketisgrowingrapidlytheyrequire investmenttomaintaintheirlead.Ifsuccessful,astarwillbecomeacashcowwhenitsindustrymatures. * QuestionMark(orProblemChild) abusinessunitthathasasmallmarketshareinahighgrowthmarket.Thesebusinessunitsrequireresourcestogrowmarketshare, butwhethertheywillsucceedandbecomestarsisunknown. * Dog abusinessunitthathasasmallmarketshareinamatureindustry.Adogmaynotrequiresubstantialcash,butittiesupcapitalthatcouldbetterbedeployed elsewhere.Unlessadoghassomeotherstrategicpurpose,itshouldbeliquidatedifthereislittleprospectforittogainmarketshare. TheBCGmatrixprovidesaframeworkforallocatingresourcesamongdifferentbusinessunitsandallowsonetocomparemanybusinessunitsataglance.However,the approachhasreceivedsomenegativecriticismforthefollowingreasons: * Thelinkbetweenmarketshareandprofitabilityisquestionablesinceincreasingmarketsharecanbeveryexpensive. * Theapproachmayoveremphasizehighgrowth,sinceitignoresthepotentialofdecliningmarkets. * Themodelconsidersmarketgrowthratetobeagiven.Inpracticethefirmmaybeabletogrowthemarket. TheseissuesareaddressedbytheGE/McKinseyMatrix,whichconsidersmarketgrowthratetobeonlyoneofmanyfactorsthatmakeanindustryattractive,andwhich considersrelativemarketsharetobeonlyoneofmanyfactorsdescribingthecompetitivestrengthofthebusinessunit. RecommendedReading TheBostonConsultingGroup,PerspectivesonStrategy PerspectivesonStrategycontainsBruceHenderson'soriginalwritingsontheBCGgrowthsharematrix.Specificarticlesinclude: *TheProductPortfolio introducesthegrowthsharematrixanditsdynamics,includingthesuccesssequenceandthedisastersequence. *CashTraps explainswhythemajorityofproductsarecashtraps. *TheStarofthePortfolio andwhymarketshareissoimportant. *AnatomyoftheCashCow includingthebuyingandsellingofmarketshareforcashcows. *TheCorporatePortfolio discussingtheadvantagesofdiversifiedcompanies. *RenaissanceofthePortfolio aftertheportfolioconcept'sfallingoutoffavor,thisarticlemakesthecaseforitsreturn. Growthsharematrix FromWikipedia,thefreeencyclopedia Jumpto:navigation,search TheBCGmatrix(akaB.C.G.analysis,BCGmatrix,BostonBox,BostonMatrix,BostonConsultingGroupanalysis,portfoliodiagram)isachartthathadbeencreatedby BruceHendersonfortheBostonConsultingGroupin1968tohelpcorporationswithanalyzingtheirbusinessunitsorproductlines.Thishelpsthecompanyallocate resourcesandisusedasananalyticaltoolinbrandmarketing,productmanagement,strategicmanagement,andportfolioanalysis.[1] Folioplotofexampledataset LikeAnsoff'smatrix,theBostonMatrixisawellknowntoolforthemarketingmanager.ItwasdevelopedbythelargeUSconsultinggroupandisanapproachtoproduct portfolioplanning.Ithastwocontrollingaspectnamelyrelativemarketshare(meaningrelativetoyourcompetition)andmarketgrowth. Youwouldlookateachindividualproductinyourrange(orportfolio)andplaceitontothematrix.Youwoulddothisforeveryproductintherange.Youcanthenplotthe productsofyourrivalstogiverelativemarketshare. Thisissimplisticinmanywaysandthematrixhassomeunderstandablelimitationsthatwillbeconsideredlater.Eachcellhasitsownnameasfollows. Dogs.Theseareproductswithalowshareofalowgrowthmarket.Thesearethecanineversionof'realturkeys!'.Theydonotgeneratecashforthecompany,theytend toabsorbit.Getridoftheseproducts. CashCows.Theseareproductswithahighshareofalowgrowthmarket.CashCowsgeneratemorethanisinvestedinthem.Sokeeptheminyourportfolioofproducts forthetimebeing. ProblemChildren.Theseareproductswithalowshareofahighgrowthmarket.Theyconsumeresourcesandgeneratelittleinreturn.Theyabsorbmostmoneyasyou attempttoincreasemarketshare. Stars.Theseareproductsthatareinhighgrowthmarketswitharelativelyhighshareofthatmarket.Starstendtogenerate highamountsofincome.Keepandbuildyour stars. Lookforsomekindofbalancewithinyourportfolio.TrynottohaveanyDogs.CashCows,ProblemChildrenandStarsneedtobekeptinakindofequilibrium.Thefunds generatedbyyourCashCowsisusedtoturnproblemchildrenintoStars,whichmayeventuallybecomeCashCows.SomeoftheProblemChildrenwillbecomeDogs,and thismeansthatyouwillneedalargercontributionfromthesuccessfulproductstocompensateforthefailures. ProblemswithTheBostonMatrix.Thereisanassumptionthathigherratesofprofitaredirectlyrelatedtohighratesofmarketshare.Thismaynotalwaysbethecase. WhenBoeinglaunchanewjet,itmaygainahighmarketsharequicklybutitstillhastocoververyhighdevelopmentcostsItisnormallyappliedtoStrategicBusinessUnits (SBUs).Theseareareasofthebusinessratherthanproducts.Forexample,FordownLandroverintheUK.ThisisanSBUnota singleproduct.Thereisanotherassumption thatSBUswillcooperate.Thisisnotalwaysthecase.Themainproblemisthatitoversimplifiesacomplexsetofdecision.Becareful.UsetheMatrixasaplanningtooland alwaysrelyonyourgutfeeling. PracticaluseoftheBCGMatrix Foreachproductorservice,the'area'ofthecirclerepresentsthevalueofitssales.TheBCGMatrixthusoffersaveryuseful'map'oftheorganization'sproduct(orservice) strengthsandweaknesses,atleastintermsofcurrentprofitability,aswellasthelikelycashflows.

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Theneedwhichpromptedthisideawas,indeed,thatofmanagingcashflow.Itwasreasonedthatoneofthemainindicatorsofcashgenerationwasrelativemarketshare, andonewhichpointedtocashusagewasthatofmarketgrowthrate. Derivativescanalsobeusedtocreatea'productportfolio'analysisofservices.SoInformationSystemservicescanbetreatedaccordingly.[citationneeded] Relativemarketshare Thisindicateslikelycashgeneration,becausethehigherthesharethemorecashwillbegenerated.Asaresultof'economiesofscale'(abasicassumptionoftheBCG Matrix),itisassumedthattheseearningswillgrowfasterthehighertheshare.Theexactmeasureisthebrand'ssharerelativetoitslargestcompetitor.Thus,ifthebrand hadashareof20percent,andthelargestcompetitorhadthesame,theratiowouldbe1:1.Ifthelargestcompetitorhadashareof60percent;however,theratiowould be1:3,implyingthattheorganization'sbrandwasinarelativelyweakposition.Ifthelargestcompetitoronlyhadashareof5percent,theratiowouldbe4:1,implying thatthebrandownedwasinarelativelystrongposition,whichmightbereflectedinprofitsandcashflows.Ifthistechniqueisusedinpractice,thisscaleislogarithmic, notlinear. Ontheotherhand,exactlywhatisahighrelativeshareisamatterofsomedebate.Thebestevidenceisthatthemoststableposition(atleastinFastMovingConsumer GoodsFMCGmarkets)isforthebrandleadertohaveasharedoublethatofthesecondbrand,andtriplethatofthethird.Brandleadersinthispositiontendtobevery stableandprofitable;theRuleof123. Thereasonforchoosingrelativemarketshare,ratherthanjustprofits,isthatitcarriesmoreinformationthanjustcashflow.Itshowswherethebrandispositioned againstitsmaincompetitors,andindicateswhereitmightbelikelytogointhefuture.Itcanalsoshowwhattypeofmarketingactivitiesmightbeexpectedtobe effective.[citationneeded] Marketgrowthrate Rapidlygrowinginrapidlygrowingmarkets,arewhatorganizationsstrivefor;but,aswehaveseen,thepenaltyisthatthey areusuallynetcashusers theyrequire investment.Thereasonforthisisoftenbecausethegrowthisbeing'bought'bythehighinvestment,inthereasonableexpectationthatahighmarketsharewill eventuallyturnintoasoundinvestmentinfutureprofits.Thetheorybehindthematrixassumes,therefore,thatahighergrowthrateisindicativeofaccompanying demandsoninvestment.Thecutoffpointisusuallychosenas10percentperannum.Determiningthiscutoffpoint,therateabovewhichthegrowthisdeemedtobe significant(andlikelytoleadtoextrademandsoncash)isacriticalrequirementofthetechnique;andonethat,again,makestheuseoftheBCGMatrixproblematicalin someproductareas.Whatismore,theevidence,[2]fromFMCGmarketsatleast,isthatthemosttypicalpatternisofverylowgrowth,lessthan1percentperannum. ThisisoutsidetherangenormallyconsideredinBCGMatrixwork,whichmaymakeapplicationofthisformofanalysisunworkableinmanymarkets.[citationneeded] Whereitcanbeapplied,however,themarketgrowthratesaysmoreaboutthebrandpositionthanjustitscashflow.Itisagoodindicatorofthatmarket'sstrength,ofits futurepotential(ofits'maturity'intermsofthemarketlifecycle),andalsoofitsattractivenesstofuturecompetitors.Itcanalsobeusedingrowthanalysis.[citation needed] Criticalevaluation Thematrixranksonlymarketshareandindustrygrowthrate,andonlyimpliesactualprofitability,thepurposeofanybusiness.(Itiscertainlypossiblethataparticulardog canbeprofitablewithoutcashinfusionsrequired,andthereforeshouldberetainedandnotsold.)Thematrixalsooverlooksotherelementsofindustry.Withthisorany othersuchanalyticaltool,rankingbusinessunitshasasubjectiveelementinvolvingguessworkaboutthefuture,particularlywithrespecttogrowthrates.Unlessthe rankingsareapproachedwithrigorandscepticism,optimisticevaluationscanleadtoadotcommentalityinwhicheventhemostdubiousbusinessesareclassifiedas "questionmarks"withgoodprospects;enthusiasticmanagersmayclaimthatcashmustbethrownatthesebusinessesimmediatelyinordertoturnthemintostars, beforegrowthratesslowandit'stoolate.Poordefinitionofabusiness'smarketwillleadtosomedogsbeingmisclassified ascashbulls. AsoriginallypracticedbytheBostonConsultingGroup,[2]thematrixwasundoubtedlyausefultool,inthosefewsituationswhereitcouldbeapplied,forgraphically illustratingcashflows.Ifusedwiththisdegreeofsophisticationitsusewouldstillbevalid.However,laterpractitioners havetendedtooversimplifyitsmessages.In particular,thelaterapplicationofthenames(problemchildren,stars,cashcowsanddogs)hastendedtoovershadowallelseandisoftenwhatmoststudents,and practitioners,remember. Thisisunfortunate,sincesuchsimplisticusecontainsatleasttwomajorproblems: 'Minorityapplicability'.Thecashflowtechniquesareonlyapplicabletoaverylimitednumberofmarkets(wheregrowthisrelativelyhigh,andadefinitepatternofproduct lifecyclescanbeobserved,suchasthatofethicalpharmaceuticals).Inthemajorityofmarkets,usemaygivemisleadingresults. 'Milkingcashbulls'.Perhapstheworstimplicationofthelaterdevelopmentsisthatthe(brandleader)cashbullsshouldbe milkedtofundnewbrands.Thisisnotwhat researchintotheFMCGmarketshasshowntobethecase.Thebrandleader'spositionistheone,aboveall,tobedefended,notleastsincebrandsinthispositionwill probablyoutperformanynumberofnewlylaunchedbrands.Suchbrandleaderswill,ofcourse,generatelargecashflows;buttheyshouldnotbe`milked'tosuchan extentthattheirpositionisjeopardized.Inanycase,thechanceofthenewbrandsachievingsimilarbrandleadershipmaybeslimcertainlyfarlessthanthepopular perceptionoftheBostonMatrixwouldimply. Perhapsthemostimportantdanger[2]is,however,thattheapparentimplicationofitsfourquadrantformisthatthereshouldbebalanceofproductsorservicesacross allfourquadrants;andthatis,indeed,themainmessagethatitisintendedtoconvey.Thus,moneymustbedivertedfrom`cashcows'tofundthe`stars'ofthefuture, since`cashcows'willinevitablydeclinetobecome`dogs'.Thereisanalmostmesmericinevitabilityaboutthewholeprocess.Itfocusesattention,andfunding,ontothe `stars'.Itpresumes,andalmostdemands,that`cashbulls'willturninto`dogs'. Therealityisthatitisonlythe`cashbulls'thatarereallyimportantalltheotherelementsaresupportingactors.Itisafoolishvendorwhodivertsfundsfroma`cashcow' whentheseareneededtoextendthelifeofthat`product'.Althoughitisnecessarytorecognizea`dog'whenitappears(at leastbeforeitbitesyou)itwouldbefoolishin theextremetocreateoneinordertobalanceupthepicture.Thevendor,whohasmostofhis(orher)productsinthe`cashcow'quadrant,shouldconsiderhimself(or herself)fortunateindeed,andanexcellentmarketer,althoughheorshemightalsoconsidercreatingafewstarsasaninsurancepolicyagainstunexpectedfuture developmentsand,perhaps,toaddsomeextragrowth.Thereisalsoacommonmisconceptionthat'dogs'areawasteofresources.Inmanymarkets'dogs'canbe consideredlossleadersthatwhilenotthemselvesprofitablewillleadtoincreasedsalesinotherprofitableareas. Alternatives Aswithmostmarketingtechniques,thereareanumberofalternativeofferingsvyingwiththeBCGMatrixalthoughthisappearstobethemostwidelyused(oratleast mostwidelytaughtandthenprobably'not'used).ThenextmostwidelyreportedtechniqueisthatdevelopedbyMcKinseyandGeneralElectric,whichisathreecellby threecellmatrixusingthedimensionsof`industryattractiveness'and`businessstrengths'.ThisapproachessomeofthesameissuesastheBCGMatrixbutfroma differentdirectionandinamorecomplexway(whichmaybewhyitisusedless,orisatleastlesswidelytaught).PerhapsthemostpracticalapproachisthatoftheBoston ConsultingGroup'sAdvantageMatrix,whichtheconsultancyreportedlyuseditselfthoughitislittleknownamongstthewider population. Otheruses Theinitialintentofthegrowthsharematrixwastoevaluatebusinessunits,butthesameevaluationcanbemadeforproductlinesoranyothercashgeneratingentities. Thisshouldonlybeattemptedforreallinesthathaveasufficienthistorytoallowsomeprediction;ifthecorporationhasmadeonlyafewproductsandcalledthema productline,thesamplevariancewillbetoohighforthissortofanalysistobemeaningful.

14. HLLsProjectShakti

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ProjectShakti OrganisationName Unilever Problem Approximately700millionpeople,or70%ofIndia'spopulation,liveinaround650,000villagesinruralareas.90%oftheruralpopulationisconcentratedinvillageswitha populationoflessthan2,000people.Inrecentyears,NGOsandgovernmentbodieshavebeenworkingtogethertoestablishselfhelpgroupsforwomeninthesevillages toalleviateruralpoverty.Supportedbymicrocredit,thesegroupscanhaveasignificantimpactinalleviatingruralpovertybyenablingwomentobecomeentrepreneurs andbringingmuchneededadditionalincometoruralhouseholds.Successforthegroups,however,dependsnotonlyonaccesstothissmallscalefunding,butalsoon findingviableandsustainableinvestmentopportunities,whicharefew andfarinmanypartsofruralIndia. Solution ProjectShakti(meaning"strength")connectsselfhelpgroupswithbusinessopportunities.HindustanLeverLtd(HLL),Unilever'scompanyinIndia,offersthewomen groupsthechancetobecomeverylocal,smallscalesellersofitsproducts.Withaloanfromaselfhelpgrouporamicrofinancebank(facilitatedbyHLL),each entrepreneurbuysasmallstockofitemssuchaslifebuoysoap,wheeldetergentorclinicshampoo,whicharethensolddirect toconsumersintheirhomes.Workingin conjunctionwiththelocaldistrictauthorities,HLLprovidesfreetrainingonthebasicsofbusinessmanagementandsellingtechniques.Ongoingsupportoncethebusiness isupandrunningisalsoprovided.Manyofthewomenhavelittleornoeducationandnoexperienceofrunningabusinesssosuchtrainingsupportisanessential componentinenablingthebusinesstosucceed. Benefits *ProjectShaktiwaspilotedin2002in50villagesinthestateofAndhraPradesh;bytheendof2004therewereover12,000 entrepreneursin50,000villagesacross12 states;bytheendof2005HLLaimstohavetrained25,000womenin100,000villages.Onaverage,eachShaktientrepreneurearnsenougheachmonthtoapproximately doubletheirprevioushouseholdincome thismakesasignificantdifferencetofamilylivingstandards. *Throughthenatureoftheproductssold,theprojectishelpingtoincreaseawarenessonhealth,hygieneandnutrition,thusimprovingthestandardoflivingofthe ruralcommunity.Inaddition,healtheducatorsknownas`ShaktiVanis',talktoselfhelpgroupsaboutHLL'sbrandsandtheimportanceofgoodnutritionandhygiene practicesincombatingdiseases. *Learningsfromthepilotstageoftheprojectindicatedthattherewasasignificantneedforinformationamongsttherural communityinareassuchasagriculture, education,healthandhygiene,veterinary,etc.In2003HLLpilotedIShakti,anITbasedruralinformationserviceprovidingaccesstothesekeyruralinformationneeds. Currently,thereareover400IShaktikiosksanditisplannedtohave3,000ofsuchkiosksinplacebytheendof2005.

Mumbai:ConsumptionofHindustanLevers(HLL)productsinruralhouseholdshasincreasedby1520%afterthemultinationalkickedoffProjectShaktiin2001.Thisis partofthefindingsfromadipstickconductedbymarketresearchfirmIMRBtoascertaintheimpactofProjectShaktionHLLsfinancials. ProjectShaktiisaruralinitiativebythecompanywhichseekstoempowerunderprivilegedruralwomenbyprovidingincomegeneratingopportunities.Thedipstickwas arandomlyselectedsampleinareaswhereProjectShaktioperates.Asperthefindings,therehasbeenanincreaseinmarketshareofHLLstoothpaste(Pepsodent), personalwash(Lifebuoy,RexonaandBreeze),washingpowder(Wheel)andtea(BrookeBond)categories.Further,penetrationof iodizedsalt(Annapurna)andskincream (Fair&LovelyandPonds)issaidtohavegoneup.TherehasalsobeenanincreaseintheregularusageofHLLbrands,thestudyreveals. Shaktitargetssmallvillageswithpopulationof2000peopleorless.Itaimsatcreatinglivelihoodsforruralwomen,organisedinselfhelpgroups(SHGs),toimprovetheir standardsofliving.Shaktiprovidescriticallyneededadditionalincometothesewomenandtheirfamilies,byequippingandtrainingthemtobecomeanextendedarmof thecompanysoperation.TheincomeistothetuneofRs700Rs800permonthperperson.ThisincomeishigherinAndhraPradesh. SalesthroughProjectShakticontribute1015%ofHLLsruralsales.Ithasalsohelpedusinreplacingandwipingoutcounterfeits,saidHLLexecutivedirector,new venturesandmarketingservices,DalipSehgal. Ruralsalescontributearound40%toHLLsoverallsaleswhichwereatRs9,927croreincalendaryear2004. ThroughProjectShakti,thecompanyhasalmostdoubleditsdirectcoverageinruralIndiawiththeprojectextendingupto70,000villages,inchingclosertotheonelakh mark.ThenumberofShaktidealersShaktiAmmas,astheyarereferredtohasgoneupto17,000,withtheprojectednumberbeing25,000byDecemberthisyear. Thepotentialisanotheronelakhdirectcoveragein23years.Beyondthis,however,itmaynotbeviable,saidSehgal.WithShaktibecomingabiggerbranditself,it enablesthecompanytogetbetterrecognitionofitsentireproductportfolio.Werealisedthatphysicalpresenceisimportant.Brandsaliencyforourleadingbrandshas goneupbynearly40%,Sehgaladded. ThenextbigtaskathandforHLListoimproveliteracyamong150oddShaktiAmmasunderapilotwhichisbeingcarriedoutinAndhraPradesh.Itisasixweek programmeandHLLishopefulthatthiswouldbringaboutbetterunderstandingofthebusinessamongthewomen.Forthesewomen,anincreaseinearningshasalsoled toastatusinthesociety,anaspirationaltoolwhichmarketerslatchontoforenhancingsalesofconsumerproducts. Meanwhile,iShakti,anotherlegofProjectShaktiwhichisanInternetbasedruralinformationserviceaimstoexpanditsbaseto3,500kiosksacrossAndhraPradesh. WIDERFOOTPRINT ConsumptionofHLLproductsinruralareshasincreasedby1520%sincethelaunchofProjectShakti. ThecompanyhasalmostdoubleditsdirectcoverageinruralIndiawiththeprojectextendingupto70,000villages. TheincomeearnedundertheprojectisaroundRs700Rs800permonthperperson. HLLProjectShaktiToCoverAllRuralIndia Mumbai,March1::ConsumerproductsgiantHindustanLeverLtd(HLL)isquietlyworkingonamammothtaskofreachingouttothelastruralconsumerinthedeepest partofIndiashinterland.Themission:todeepenitsrootsandcoverthewholeofruralIndiabytheendof2005.Thevehicle:ProjectShakti. Aspartofitsnewventures,ProjectShaktihadinitiallystartedoperatinginruralpartsofAndhraPradesh,empoweringwomenthroughselfhelpgroupstoincrease awarenessofHLLsproducts.TheprojecthasnowbeenextendedtoMadhyaPradesh,Gujarat,Karnataka,TamilNadu,Chattissgarh,UttarPradeshandOrissa,which,as planned,willcover100millionruralpopulation. ProjectShaktiwillbeourvehicletodeepenourruralreachtotheentireruralIndia,MSBanga,chairman,HLL,toldFE. HLLhasmarrieditsruralpenetrationprogrammewithProjectShaktitoachievebetterresults,ascoveragethroughthestockistroutewillnotbeaseffectiveasusingthe ruralwomenfolkasagentsformarketingitsproducts,inamannerwhichissimilartodoortodoorselling. In10yearsfromtoday,ProjectShaktiwillcontributeinamajorwaytoHLLssales,saidMrBanga. HLLcurrentlydrawsalargersalescontributionfromtheurbanmarket,ofabout60percent,evenastheRs10,138croremakerofLifebuoy,SurfExcelandLuxis consideredtohavethelargestruralbackbone itskeystrength amongconsumerproductcompanies.Launchofthismajormegaoffensivetoincreaserural penetrationto100percentwouldeventuallyleadtoHLLssalescontributioncomingfromtheruralmarkettogowellbeyond50percent.Statisticsshowthatthereare oversixlakhvillagesinIndia,withapopulationofover650million. ThemultinationalhadaboutsixyearsbacklaunchedProjectBharat,amassiveruralsamplinginitiativeintwophases.AccordingtoMrBanga,thecurrentplanwillbeata muchmorelargerscaleascomparedtoProjectBharat. ThecompanyhadearlieralsolaunchedOperationStreamlinetofurtherincreaseitsruralreachwiththehelpofruralsubstockists.Ithadappointed6,000suchsub stockists,withthedistributionnetworkdirectlycoveringabout50,000villagesreachingabout250millionconsumers. Since70percentofthecountryspopulationresidesinruralIndia,penetrationintothiscriticalmarketiseverymarketersdream.

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15. GreenRevolution
GreenRevolution refers to a series of research, development, and technology transfer initiatives, occurring between 1943 and the late 1970s, that increased industrialized agriculture production in many developing nations. Why Green Revolution The world's worst recorded food disaster happened in 1943 in British-ruled India. Known as the Bengal Famine, an estimated four million people died of hunger that year alone in eastern India (that included today's Bangladesh). The initial theory put forward to 'explain' that catastrophe was that there as an acute shortfall in food production in the area. However, Indian economist Amartya Sen (recipient of the Nobel Prize for Economics, 1998) has established that while food shortage was a contributor to the problem, a more potent factor was the result of hysteria related to World War II which made food supply a low priority for the British rulers. The hysteria was further exploited by Indian traders who hoarded food in order to sell at higher prices. Nevertheless, when the British left India four years later in 1947, India continued to be haunted by memories of the Bengal Famine. It was therefore natural that food security was a paramount item on free India's agenda. This awareness led, on one hand, to the Green Revolution in India and, on the other, legislative measures to ensure that businessmen would never again be able to hoard food for reasons of profit.

However, the term "Green Revolution" is applied to the period from 1967 to 1978. Between 1947 and 1967, efforts at achieving food self-sufficiency were not entirely successful. Efforts until 1967 largely concentrated on expanding the farming areas. But starvation deaths were still being reported in the newspapers. In a perfect case of Malthusian economics, population was growing at a much faster rate than food production. This called for drastic action to increase yield. The action came in the form of the Green Revolution.

The term "Green Revolution" is a general one that is applied to successful agricultural experiments in many Third World countries. It is NOT specific to India. But it was most successful in India. What was the Green Revolution in India? There were three basic elements in the method of the Green Revolution: (1) Continued expansion of farming areas; (2) Double-cropping existing farmland; (3) Using seeds with improved genetics. Continued expansion of farming areas As mentioned above, the area of land under cultivation was being increased right from 1947. But this was not enough in meeting with rising demand. Other methods were required. Yet, the expansion of cultivable land also had to continue. So, the Green Revolution continued with this quantitative expansion of farmlands. However, this is NOT the most striking feature of the Revolution. Double-cropping existing farmland Double-cropping was a primary feature of the Green Revolution. Instead of one crop season per year, the decision was made to have two crop seasons per year. The oneseason-per-year practice was based on the fact that there is only natural monsoon per year. This was correct. So, there had to be two "monsoons" per year. One would be the natural monsoon and the other an artificial 'monsoon.' The artificial monsoon came in the form of huge irrigation facilities. Dams were built to arrest large volumes of natural monsoon water which were earlier being wasted. Simple irrigation techniques were also adopted. Using seeds with superior genetics This was the scientific aspect of the Green Revolution. The Indian Council for Agricultural Research (which was established by the British in 1929 but was not known to have done any significant research) was re-organized in 1965 and then again in 1973. It developed new strains of high yield value (HYV) seeds, mainly wheat and rice but also millet and corn. The most noteworthy HYV seed was the K68 variety for wheat. The credit for developing this strain goes to Dr. M.P. Singh who is also regarded as the hero of India's Green revolution. Statistical Results of the Green Revolution (1) The Green Revolution resulted in a record grain output of 131 million tons in 1978-79. This established India as one of the world's biggest agricultural producers. No other country in the world which attempted the Green Revolution recorded such level of success. India also became an exporter of food grains around that time. (2) Yield per unit of farmland improved by more than 30 per cent between 1947 (when India gained political independence) and 1979 when the Green Revolution was considered to have delivered its goods. (3) The crop area under HYV varieties grew from seven per cent to 22 per cent of the total cultivated area during the 10 years of the Green Revolution. More than 70 per cent of the wheat crop area, 35 per cent of the rice crop area and 20 per cent of the millet and corn crop area, used the HYV seeds. Economic results of the Green Revolution (1) Crop areas under high-yield varieties needed more water, more fertilizer, more pesticides, fungicides and certain other chemicals. This spurred the growth of the local manufacturing sector. Such industrial growth created new jobs and contributed to the country's GDP. (2) The increase in irrigation created need for new dams to harness monsoon water. The water stored was used to create hydro-electric power. This in turn boosted industrial growth, created jobs and improved the quality of life of the people in villages. (3) India paid back all loans it had taken from the World Bank and its affiliates for the purpose of the Green Revolution. This improved India's creditworthiness in the eyes of the lending agencies. (4) Some developed countries, especially Canada, which were facing a shortage in agricultural labour, were so impressed by the results of India's Green Revolution that they asked the Indian government to supply them with farmers experienced in the methods of the Green Revolution. Many farmers from Punjab and Haryana states in northern India were thus sent to Canada where they settled (That's why Canada today has many Punjabi-speaking citizens of Indian origin). These people remitted part of their incomes to their relatives in India. This not only helped the relatives but also added, albeit modestly, to India's foreign exchange earnings. Sociological results of the Green Revolution The Green Revolution created plenty of jobs not only for agricultural workers but also industrial workers by the creation of lateral facilities such as factories and hydroelectric power stations as explained above.

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Political results of the Green Revolution (1) India transformed itself from a starving nation to an exporter of food. This earned admiration for India in the comity of nations, especially in the Third World. (2) The Green Revolution was one factor that made Mrs. Indira Gandhi (1917-84) and her party, the Indian National Congress, a very powerful political force in India (it would however be wrong to say that it was the only reason). Limitations of the Green Revolution (1) Even today, India's agricultural output sometimes falls short of demand. The Green Revolution, howsoever impressive, has thus NOT succeeded in making India totally and permanently self-sufficient in food. In 1979 and 1987, India faced severe drought conditions due to poor monsoon; this raised questions about the whether the Green Revolution was really a long-term achievement. In 1998, India had to import onions. Last year, India imported sugar. However, in today's globalised economic scenario, 100 per cent self-sufficiency is not considered as vital a target as it was when the world political climate was more dangerous due to the Cold War. (2) India has failed to extend the concept of high-yield value seeds to all crops or all regions. In terms of crops, it remain largely confined to foodgrains only, not to all kinds of agricultural produce. In regional terms, only Punjab and Haryana states showed the best results of the Green Revolution. The eastern plains of the River Ganges in West Bengal state also showed reasonably good results. But results were less impressive in other parts of India. (3) Nothing like the Bengal Famine can happen in India again. But it is disturbing to note that even today, there are places like Kalahandi (in India's eastern state of Orissa) where famine-like conditions have been existing for many years and where some starvation deaths have also been reported. Of course, this is due to reasons other than availability of food in India, but the very fact that some people are still starving in India (whatever the reason may be), brings into question whether the Green Revolution has failed in its overall social objectives though it has been a resounding success in terms of agricultural production. (4) The Green Revolution cannot therefore be considered to be a 100 percent success.

----------------------The Green Revolution The world's worst recorded food disaster occurred in 1943 in British-ruled India. Known as the Bengal Famine, an estimated 4 million people died of hunger that year in eastern India (which included today's Bangladesh). Initially, this catastrophe was attributed to an acute shortfall in food production in the area. However, Indian economist Amartya Sen (recipient of the Nobel Prize for Economics, 1998) has established that while food shortage was a contributor to the problem, a more potent factor was the result of hysteria related to World War II, which made food supply a low priority for the British rulers. Bengal famine When the British left India in 1947, India continued to be haunted by memories of the Bengal Famine. It was therefore natural that food security was one of the main items on free India's agenda. This awareness led, on one hand, to the Green Revolution in India and, on the other, legislative measures to ensure that businessmen would never again be able to hoard food for reasons of profit. The Green Revolution, spreading over the period from1967/68 to 1977/78, changed Indias status from a food-deficient country to one of the world's leading agricultural nations. Until 1967 the government largely concentrated on expanding the farming areas. But the population was growing at a much faster rate than food production. This called for an immediate and drastic action to increase yield. The action came in the form of the Green Revolution. The term Green Revolution is a general one that is applied to successful agricultural experiments in many developing countries. India is one of the countries where it was most successful. Green revolution There were three basic elements in the method of the Green Revolution bullet.gif (62 bytes) Continuing expansion of farming areas bullet.gif (62 bytes) Double-cropping in the existing farmland bullet.gif (62 bytes) Using seeds with improved genetics. The area of land under cultivation was being increased from 1947 itself. But this was not enough to meet the rising demand. Though other methods were required, the expansion of cultivable land also had to continue. So, the Green Revolution continued with this quantitative expansion of farmlands. Double cropping was a primary feature of the Green Revolution. Instead of one crop season per year, the decision was made to have two crop seasons per year. The oneseason-per-year practice was based on the fact that there is only one rainy season annually. Water for the second phase now came from huge irrigation projects. Dams were built and other simple irrigation techniques were also adopted. Using seeds with superior genetics was the scientific aspect of the Green Revolution. The Indian Council for Agricultural Research (which was established by the British in 1929) was reorganized in 1965 and then again in 1973. It developed new strains of high yield variety seeds, mainly wheat and rice and also millet and corn. The Green Revolution was a technology package comprising material components of improved high yielding varieties of two staple cereals (rice and wheat), irrigation or controlled water supply and improved moisture utilization, fertilizers, and pesticides, and associated management skills. Benefits Thanks to the new seeds, tens of millions of extra tonnes of grain a year are being harvested. Benefits The Green Revolution resulted in a record grain output of 131 million tonnes in 1978/79. This established India as one of the world's biggest agricultural producers. Yield per unit of farmland improved by more than 30% between1947 (when India gained political independence) and 1979. The crop area under high yielding varieties of wheat and rice grew considerably during the Green Revolution. The Green Revolution also created plenty of jobs not only for agricultural workers but also industrial workers by the creation of related facilities such as factories and hydroelectric power stations.

Shortcomings In spite of this, India's agricultural output sometimes falls short of demand even today. India has failed to extend the concept of high yield value seeds to all crops or all regions. In terms of crops, it remains largely confined to foodgrains only, not to all kinds of agricultural produce. Salinity In regional terms, only the states of Punjab and Haryana showed the best results of the Green Revolution. The eastern plains of the River Ganges in West Bengal also showed reasonably good results. But results were less impressive in other parts of India. The Green Revolution has created some problems mainly to adverse impacts on the environment. The increasing use of agrochemical-based pest and weed control in some crops has affected the surrounding environment as well as human health. Increase in the area under irrigation has led to rise in the salinity of the land. Although high yielding varieties had their plus points, it has led to significant genetic erosion. Since the beginning of agriculture, people have been working to improving seed quality and variety. But the term Green Revolution was coined in the 1960s after

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improved varieties of wheat dramatically increased yields in test plots in northwest Mexico. The reason why these modern varieties produced more than traditional varieties was that they were more responsive to controlled irrigation and to petrochemical fertilizers. With a big boost from the international agricultural research centres created by the Rockefeller and Ford Foundations, the miracle seeds quickly spread to Asia, and soon new strains of rice and corn were developed as well. By the 1970s the new seeds, accompanied by chemical fertilizers, pesticides, and, for the most part, irrigation, had replaced the traditional farming practices of millions of farmers in developing countries. By the 1990s, almost 75% of the area under rice cultivation in Aisa was growing these new varieties. The same was true for almost half of the wheat planted in Africa and more than half of that in Latin America and Asia, and more than 50% of the world's corn as well. Overall, a very large percentage of farmers in the developing world were using Green Revolution seeds, with the greatest use found in Asia, followed by Latin America. ------------------------------------

The end of India's green revolution? Farmer walks across parched land in northern India Many farmers are seeing the available water diminish India's "green revolution" allowed the country to produce enough food to feed its population - but 40 years on, is this revolution unravelling? The Green Revolution was a deliberate, all-out attempt to become self-sufficient in basic food crops. For 40 years, a country once notorious for its famines has been able to feed itself, despite the relentless growth in its population. But now, doubts are being raised as to how long this situation can continue. As India seeks to modernise, wheat fields and rice paddies may be outdated. "India today is in what I would call the greatest agrarian crisis since the eve of the Green Revolution," author Palagummi Sainath, one of India's leading authorities on rural affairs, told BBC World Service's One Planet programme. "Its effect is manifest in many ways. You have the lowest levels of growth in agricultural production in decades - it is the first time that the population growth rate has outstripped the agricultural production growth rate. "You also have the lowest levels of employment ever seen in rural India since we started keeping data on the subject. "You have millions of people migrating to towns and cities in search of jobs that don't exist, because the mills are closed, the factories are shut, and hundreds of thousands of units have wound up. "You have a tremendous recipe for chaos which is entirely driven by policy. It has very little to do with drought and natural calamity." Turning point The 1968 Green Revolution saw annual wheat production rise from 10 million tonnes to 17 million virtually overnight, and continue to increase to a point where it now stands at 73 million tonnes. But the arrival of the boat, Furnace Australia, in the port of Chennai last month marked a turning point for India.

Indian farmer We don't get anything out of wheat or rice Anil, farmer in Haryana, India's "bread basket" The vessel was carrying the first consignment of half a million tonnes of wheat from Australia. In all, the Indian government is seeking to import three and a half million tonnes of wheat this year, to boost dwindling reserves. The government puts the need to import down to a poor harvest last year, caused by bad weather. But critics believe the problems go deeper than that, and are rooted in India's farmers now using their land to grow "cash crops" - products such as coffee and cotton - rather than staple food crops. In particular, it is becoming increasingly hard to make a living out of wheat, a problem particularly acute in Haryana and Punjab, two states which alone account for 60% of India's wheat output. "We don't get anything out of wheat or rice, but we get good prices for mushroom," said Anil, one farmer who has switched from growing wheat. "When we were growing wheat, the situation was really bad - we didn't get anything. But with the mushroom crop, we get some profit - one acre of mushroom gets the same money as ten acres of wheat." 'No crisis' In Haryana, traditionally India's bread basket, another family of farmers has a similar story. "The water level has gone down - we don't get enough water to irrigate the fields," said Tejpal Chohan, one of a family of farmers who have changed their crops recently. Rice being harvested in paddy fields Fewer farmers are now interested in rice and wheat "It's becoming a desert here. The paddy crop is not good quality either." "Now, farmers are opting for mushrooms and sweet corn - the new crops for this area. The situation is the same for every farmer." He added that, while there has not yet been a major impact on food crops being grown in the state, it is only a matter of time. "There is definitely a difference now," he said. "In mushroom and baby corn, we get three or four crops a year - with wheat and rice, we only get one crop in a season." But Palagummi Sainath warned that while this economic argument may seem compelling, it is potentially "disastrous." "A lot of countries outside of India would like us to grow the kind of stuff they can't grow in their climates. "They can't grow coffee and pepper in their climates. But India's food crop is declining, hunger is rising. "The input costs of cash crops are much higher than a food crop. When the worst comes to the worst, you can eat your food crop. You can't eat your cotton." However, Haryana's chief minister, Bhupinder Singh Hooda, stressed the government is still keen to see the state diversify. "India is a vast and big country, and I don't think there will be any decline in wheat production," he said. "We are going for a second revolution. Our farmers are very hard-working, and the policies of the government are very good.

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"I don't see any crisis." ----------------------------The Green Revolution in the Punjab By Vandana Shiva From The Ecologist, Vol. 21, No. 2, March-April 1991 reproduced by permission of the Editor The Green Revolution has been a failure. It has led to reduced genetic diversity, increased vulnerability to pests, soil erosion, water shortages, reduced soil fertility, micronutrient deficiencies, soil contamination, reduced availability of nutritious food crops for the local population, the displacement of vast numbers of small farmers from their land, rural impoverishment and increased tensions and conflicts. The beneficiaries have been the agrochemical industry, large petrochemical companies, manufacturers of agricultural machinery, dam builders and large landowners. The miracle seeds of the Green Revolution have become mechanisms for breeding new pests and creating new diseases. In 1970, Norman Borlaug was awarded the Nobel Peace Prize for his work in developing high-yielding varieties (HYVs) of wheat. The Green Revolution, launched by Borlaugs miracle seeds, is often credited with having transformed India from a begging bowl to a bread basket., and the Punjab is frequently cited as the Green Revolutions most celebrated success story. Yet, far from bringing prosperity, two decades of the Green Revolution have left the Punjab riddled with discontent and violence. Instead of abundance, the Punjab is beset with diseased soils, pest-infested crops, waterlogged deserts and indebted and discontented farmers. Instead of peace, the Punjab has inherited conflict and violence. Origins It has often been argued that the Green Revolution provided the only way in which India (and, indeed, the rest of the Third World) could have increased food availability. Yet, until the 1960s, India was successfully pursuing an agricultural development policy based on strengthening the ecological base of agriculture and the self-reliance of peasants. Land reform was viewed as a political necessity and, following independence, most states initiated measures to secure tenure for tenant cultivators, to fix reasonable rents and to abolish the zamindari (landlord) system. Ceilings on land holdings were also introduced. In 1951, at a seminar organized by the Ministry of Agriculture, a detailed farming strategythe land transformation programme was put forward. The strategy recognized the need to plan from the bottom, to consider every individual village and sometimes every individual field. The programme achieved major successes. Indeed, the rate of growth of total crop production was higher during this period than in the years following the introduction of the Green Revolution. However, while Indian scientists and policy makers were working out self-reliant and ecologically sound alternatives for the regeneration of agriculture in India, another vision of agricultural development was taking shape within the international aid agencies and large US foundations. Alarmed by growing peasant unrest in the newly independent countries of Asia, agencies like the World Bank, the Rockefeller and Ford Foundations, the US Agency for International Development and others looked towards the intensification of agriculture as a means of stabilizing the countryside - and in particular of defusing the call for a wider redistribution of land and other resources. Above all, the US wished to avoid other Asian countries following in the revolutionary footsteps of China. In 1961, the Ford Foundation thus launched its Intensive Agricultural Development Programme in India, intended to release Indian agriculture from the shackles of the past through the introduction of modern intensive chemical farming. Adding to the perceived geopolitical need to intensify agriculture was pressure from western agrochemical companies anxious to ensure higher fertilizer consumption overseas. Since the early 1950s, the Ford Foundation had been pushing for increased fertilizer use by Indian farmers, as had the World Bank and USAID - with some success. Whilst the governments First Five Year Plan viewed artificial fertilizers as supplementary to organic manures, the second and subsequent plans gave a direct and crucial role to fertilizers. But native varieties of wheat tend to lodge, or fall over, when subject to intensive fertilizer applications. The new dwarf varieties developed by Borlaug, however, were specifically designed to overcome this problem: shorter and stiffer stemmed, they could absorb chemical fertilizer, to which they were highly receptive, without lodging. By the mid 1960s, Indias agricultural policies were geared to pushing the introduction of the new miracle seeds developed by Borlaug. The programme came to be known as the New Agricultural Strategy. It concentrated on one-tenth of the arable land, and initially on only one cropwheat. By 1968, nearly half the wheat planted came from Borlaugs dwarf varieties. A host of new institutions were established to provide the research required to develop further the Green Revolution, to disseminate the seeds, and to educate people in the appropriate agricultural techniques. By 1969, the Rockefeller Foundation, in co-operation with the Ford Foundation, had established the Centro International de Agriculture Tropical (CIAT) in Colombia and the International Institute for Tropical Agriculture (IITA) in Nigeria. In 197 1, at the initiative of Robert McNamara, the President of the World Bank, the Consultative Group on International Agricultural Research (CGIAR) was formed to finance the growing network of international agricultural centres (IARCs). Since 1971, nine more IARCs have been added to the CGIAR system. Over the last two decades, FAO has played a key role in promoting the Green Revolution package of improved seeds, agrochemicals and irrigation schemes. The Myth of High Yields The term high-yielding varieties is a misnomer, because it implies that the new seeds are high yielding of themselves. The distinguishing feature of the seeds, however, is that they are highly responsive to certain key inputs such as fertilizers and irrigation water. The term high responsive varieties is thus more appropriate. In the absence of additional inputs of fertilizers and water, the new seeds perform worse than indigenous varieties. The gain in output is insignificant compared to the increase in inputs. The measurement of output is also biased by restricting it to the marketable elements of crops. But, in a country like India, crops have traditionally been bred to produce not just food for humans, but fodder for animals and organic fertilizer for soils. In the breeding strategy for the Green Revolution, multiple uses of plant biomass seem to have been consciously sacrificed for a single use. An increase in the marketable output of grain has been achieved at the cost of a decrease in the biomass available for animals and soils from, for example, stems and leaves, and a decrease in ecosystem productivity due to the over-use of resources. Significantly, much of the increased yield obtained by planting the new HYV varieties consists of water. Increasing the nitrogen uptake of plants through using artificial fertilizers upsets their carbon/ nitrogen balance, causing metabolic problems to which the plant reacts primarily by taking up extra water. India is a centre of genetic diversity of rice. Out of this diversity, Indian peasants and tribals have selected and improved many indigenous high yielding varieties. Comparative studies of 22 rice growing systems have shown that indigenous systems are more efficient when inputs of labour and energy are taken into account.2 Loss of Diversity Diversity is a central principle of traditional agriculture in the Punjab, as in the rest of India. Such diversity contributed to ecological stability, and hence to ecosystem productivity. The lower the diversity in an ecosystem, the higher its vulnerability to pests and disease. The Green Revolution package has reduced genetic diversity at two levels. First, it replaced mixtures and rotations of crops like wheat, maize, millets, pulses and oil seeds with monocultures of wheat and rice. Second, the introduced wheat and rice varieties came from a very narrow genetic base. Of the thousands of dwarf varieties bred by Borlaug, only three were eventually used in the Green Revolution. On this narrow and alien genetic base the food supplies of millions are precariously perched. Increasing Pesticide Use Because of their narrow genetic base, HYVs are inherently vulnerable to major pests and diseases. As the Central Rice Research Institute, in Cuttack, India, notes of rice: The introduction of high yielding varieties has brought about a marked change in the status of insect pests like gall midge, brown planthopper, leaf-folder, whore maggot, etc. Most of the high-yielding varieties released so far are susceptible to major pests with a crop loss of 30- 100 per cent.3 Even where new varieties are specially bred for resistance to disease, breakdown in resistance can occur rapidly and in some instances replacement varieties may be required every three years or so.4 In the Punjab, the rice variety PR 106, which currently accounts for 80 per cent of the area under rice cultivation, was considered resistant to whitebacked planthopper and stem rot when it was introduced in 1976. It has since become susceptible to both diseases, in addition to succumbing to rice leaf-folder, hispa, stemborer and several other insect pests. The natural vulnerability of HYVs to pests has been exacerbated by other aspects of the Green Revolution package. Large-scale monoculture provides a large and often permanent niche for pests, turning minor diseases into epidemics; in addition, fertilizers have been found to lower plants resistance to pests. The result has been a massive increase in the use of pesticides, in itself creating still further pest problems due to the emergence of pesticide-resistant pests and a reduction in the natural checks on pest populations. The miracle seeds of the Green Revolution have thus become mechanisms for breeding new pests and creating new diseases. Yet the costs of pesticides or of breeding new resistant varieties was never counted as part of the miracle of the new seeds. Soil Erosion Over the centuries, the fertility of the Indo-Gangetic plains was preserved through treating the soil as a living system, with soil-depleting crops being rotated with soil

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building legumes. Twenty years of Farmers Training and Education Schemes, however, have transformed the Punjab fanner into an efficient, if unwilling, soil bandit. Marginal land or forests have been cleared to make way for the expansion of agriculture; rotations have been abandoned; and cropland is now used to grow soil depleting crops year-in, year-out. Since the start of the Green Revolution, the area under wheat, for example, has nearly doubled and the area under rice has increased five-fold. During the same period, the area under legumes has been reduced by half. Today, 84 per cent of the Punjab is under cultivation, as against 42 per cent for India as a whole. Only four per cent of the Punjab is now forest, most of this being plantations of Eucalyptus.5 The result of such agricultural intensification has been a downward spiraling of agricultural land use - from legume to wheat to wasteland.6 The removal of legumes from cropping patterns, for example, has removed a major source of free nitrogen from the soil. In addition, the new HYVs reduce the supply of fodder and organic fertilizer available to farmers. Traditional varieties of sorghum yield six pounds of straw per acre for every pound of grain. By contrast modem rice varieties produce equivalent amounts of grain and straw. This has contributed to the thirty-fold rise in fertilizer consumption in the state since the inception of the Green Revolution. Increased fertilizer use, however, has not compensated for the over-use of the soil. High-yielding varieties rapidly deplete micronutrients from soils and chemical fertilizers (unlike organic manures which contain a wide range of trace elements) cannot compensate for the loss. Micronutrient deficiencies of zinc, iron, copper, manganese, magnesium, molybdenum and boron are thus common. In recent surveys, over half of the 8706 soil samples from the Punjab exhibited zinc deficiency, reducing yields of rice, wheat and maize by up to 3.9 tonnes per hectare. Partly as a result of soil deficiencies, the productivity of wheat and rice has declined in many districts in the Punjab, in spite of increasing levels of fertilizer application. Water Shortages Traditionally, irrigation was only used in the Punjab as an insurance against crop failure in times of severe drought. The new seeds, however, need intensive irrigation as an essential input for crop yields. Although high-yielding varieties of wheat may yield over 40 per cent more than traditional varieties, they need about three times as much water. In terms of water use, therefore, they are less than half as productive.7 One result of the Green Revolution has therefore been to create conflicts over diminishing water resources. Where crops are dependent on groundwater for irrigation, the water table is declining at an estimated rate of one-third to half a metre per year. A recent survey by the Punjab Directorate of Water Resources, has shown that 60 out of the 118 development blocks in the state cannot sustain any further increase in the number of tube wells. Social Impact Although the Green Revolution brought initial financial rewards to many farmers, especially the more prosperous ones, those rewards were closely linked to high subsidies and price support. Such subsidies could not be continued indefinitely and farmers in the Punjab are now facing increasing indebtedness. Indeed, there is evidence of a decline in farmers real income per hectare from 1978-79 onwards. The increased capital intensity of fanningin particular the need to purchase inputshas generated new inequalities between those who could use the new technology profitably, and those for whom it turned into an instrument of dispossession. Small farmerswho make up nearly half of the farming populationhave been particularly badly hit. A survey carried out between 1976 and 1978 indicates that small farmers households were running into an annual average deficit of around 1500 rupees. Between 1970 and 1980, the number of small holdings in the Punjab declined by nearly a quarter due to their economic non-viability.8 The prime beneficiaries have been larger farmers and agrochemical companies. As peasants have become more and more dependent on off-farm inputs, so they have become increasingly dependent on those companies that control the inputs. HYV seeds are illustrative. Unlike the traditional high yielding varieties which have co-evolved with local ecosystems, the Green Revolution HYVs have to be replaced frequently. After three to five years life in the field, they become susceptible to diseases and pests. Obsolescence replaces sustainability. And the peasant becomes dependent on the seed merchants (see Box). The further commercialization of seeds has been actively encouraged by the World Bank, despite widespread resistance from farmers who prefer to retain and exchange seeds among themselves, outside the market framework. Since 1969, the World Bank has made four loans to the National Seeds Project. The fourth loandisbursed in 1988was specifically intended to encourage the involvement of the private sector, including multinational corporations, in seed production. Such involvement was considered necessary because sustained demand for seeds did not expand as expected, constraining the development of the fledgling industry. Intensive irrigation has led to the need for large-scale storage systems, centralizing control over water supplies and leading to both local and inter-state water conflicts. Despite a succession of water-sharing agreements between the Punjab, Rajasthan and Haryana, there is increasing conflict over both the availability of water and its quality. In the Punjab, farmers are actively campaigning to halt the construction of the Sutles-Yamuna Link Canal, which will take water to Haryana to irrigate 300,000 hectares for Green Revolution agriculture, whilst in Haryana, local politicians are lobbying hard for its completion. In 1986, irate farmers in the Ropar district of the Punjab, where the Link Canal begins, virtually forced the Irrigation Department to abandon work on the project. In May 1988, 30 labourers were killed at one of the construction sites. The worsening lot of the peasantry in the Punjab, which is largely made up of Sikhs, has undoubtedly contributed to the development of Punjab nationalism. Many complain that the Punjab is being treated like a colony in order to provide cheap food for urban elites elsewhere in India. A representative of a Punjab farming organ stated in 1984: For the past three years, we have increasingly lost money from sowing all our acreage with wheat. We have been held hostage to feed the rest of India. We are determined that this will change. A Second Revolution There are two options available for getting out of the crisis of food production in the Punjab. One is to continue down the road of further intensification; the other is to make food production economically and ecologically viable again, by reducing input costs. Sadly, the Indian government appears to have adopted the former strategy, seeking to solve the problems of the first Green Revolution by launching a second. The strategy and rhetoric are the same; farmers are being encouraged to replace the old technologies of the first revolution with the new biotechnologies of the second; and to substitute wheat and rice grown for domestic consumption with fruit and vegetables for the export market. The production of staple foods is being virtually ignored. Like the first Green Revolution, the second is being promoted on the promise of peace and prosperity. It is highly unlikely that the second revolution can succeed where the first failed. -----------------------Norman Borlaug (March 25, 1914 - September 12, 2009) is known as the father of the Green Revolution. His work with high-yield, disease-resistant wheat varieties is credited with saving as many as a billion people from starvation worldwide. Borlaug was awarded the Nobel Peace Prize in 1970 in recognition of his contributions to world peace through increasing food supply.

He is one of only five people to receive the Congressional Gold Medal, the Presidential Medal of Freedom and the Nobel Peace Prize. The others are Mother Teresa, Nelson Mandela, Martin Luther King Jr. and Elie Wiesel. Borlaug is a distinguished professor at Texas A&M University, where he continues to fight world hunger. He spoke with Nobel Laureates editor Nathan Gardels in April of 2009. Q: As the father of the original Green Revolution of the '60s and '70s, you are now calling for a second revolution. What happened to the first Green Revolution, and why is it important that we initiate a new one? Norman Borlaug: We made great strides toward global food security in the first Green Revolution by bringing improved agricultural techniques, new high-yielding seeds and modern technology to poor, under-developed and developing countries. But in the next 50 years we're going to have to produce more food than we have in the last 10,000 years, and that is a daunting task. The first Green Revolution hasn't been won. In fact, the successes of that first revolution may have led to a false sense of security about our ability to bring worldwide food security.

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Q. Why is it vital that we act now to ensure future global food security? Norman Borlaug: When I was born 95 years ago, the world population was about 1.6 billion. Now we're rapidly approaching 7 billion. We need to find ways to employ technology and science to increase production to feed a hungry planet. Along with a worldwide decline in living standards, we have already experienced a worldwide food price crisis and there have been food riots in Haiti, Egypt and Bangladesh. If we do not recognize those as a possible portent of things to come and ignore their significance, failing to act promptly, the consequences could be devastating for all of us. Q: What are some of the areas and food security issues that require the most immediate and serious attention? Norman Borlaug: There are numerous African countries, especially countries in sub-Saharan Africa, in a food security crisis. Other countries include India, Pakistan Bangladesh, Egypt, Yemen and Afghanistan in the Near and Middle East, China, Myanmar and Laos in Asia, Honduras and Bolivia in Latin America, and Haiti in the Caribbean. There is also the potential for a widespread problem with wheat rust, which has already affected harvests in East Africa and Yemen and could destroy a significant portion of a major crop for many developing countries if left unchecked. In fact, almost anywhere in the world where agricultural production is insufficient for the existing population and production is seriously affected by disease, global warming, a lack of agricultural infrastructure, an exodus from family farming, or an absence of technology or government support, there is need for attention. Q: The global economic situation is causing many developed countries to turn toward more domestic concerns. How is this affecting global food security? Norman Borlaug: The worldwide financial meltdown has caused many developed countries to reduce funding and take their eyes off the issue of global food security when they should be providing more assistance instead of less. The ever-increasing interdependence of the world's nations means wherever there is a problem with food access and availability -or worse, malnutrition and starvation -- it affects all of us. As I have said on many occasions, peace cannot be built on empty stomachs. As the world leader in agriculture, this also presents the U.S. with remarkable opportunity in the realm of international relations. Q: Whom do you see as the "foot soldiers" in this new Green Revolution? Norman Borlaug: Developing nations need the help of agricultural scientists, researchers, policymakers and others to improve agricultural production. Now more than ever, I feel young professionals in agriculture and agribusiness need to become involved in contributing to global food security by sharing their knowledge and bringing agricultural leadership to less-developed counties. Thomas Jefferson once said, "Every generation needs a new revolution," and I feel there is no greater effort toward which members of this current generation can devote their time, talent and education than toward helping fight world hunger and establishing a sustainable global food security.

Norman Borlaug: The Man Who Changed Everything Norman Borlaug (March 25, 1914 - September 12, 2009) Norman Borlaug, a plainspoken Iowa farm boy who worked his way through the University of Minnesota during the Depression. His death at 95 came at the end of a life as rich as the bountiful fields he left across the world. To quote the citation that came with his Nobel Prize in 1970, "More than any other single person of this age, he has helped provide bread for a hungry world." Interview with India's Environment Minister Jayshree Bajoria India and China have long maintained their economic growth will suffer if they accept binding emission targets under an international agreement on climate change. Instead, they have called for mitigation commitments by the developed world and financial support from rich countries to help developing countries adapt to climate change. Religious Groups Push for Climate Change Legislation Dan Gilgoff American religious traditions have emerged as a large part of the environmental movement. The stepped-up environmental efforts of religious groups in Washington have paralleled a grass-roots effort among religious Americans to green their congregations. A Fishy Tale - California Uproar over Water Victor Davis Hanson Nearly a quarter-million acres worth of federal irrigation deliveries have been cut from big farms of the west side of the San Joaquin Valley. The water in large part is being diverted to the salty San Francisco Bay and the delta to improve marine ecology. The result is that many crops have gone unplanted. Farm income is down. Thousands of farm laborers are unemployed. Growers and workers are now livid at environmentalists, federal bureaucrats and judges for worrying more about fish than about people and food growing Even Skeptics Should Heed These Climate-Change Warnings Robyn Blumner To Global Warming Holdouts and Oil Drilling Enthusiasts: OK, maybe you don't care or believe that within a couple of generations global warming's effects on sea levels will swamp the world's coastlines, displacing hundreds of millions of people. However, you might want to get behind the push for alternative energy and a reduced carbon 'bootprint,' because our military says it's essential for American security

http://www.ihavenet.com/Norman-Borlaug-Population-Growth-Requires-Second-Green-Revolution.html http://livingheritage.org/green-revolution.htm http://news.bbc.co.uk/2/hi/south_asia/4994590.stm http://www.indiaonestop.com/Greenrevolution.htm http://edugreen.teri.res.in/explore/bio/green.htm

16. WhiteRevolution

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OperationFloodwasaruraldevelopmentprogrammestartedbyIndia'sNationalDairyDevelopmentBoard(NDDB)in1970.Oneofthelargestofitskind,theprogramme objectivewastocreateanationwidemilkgrid. ItresultedinmakingIndiathelargestproducerofmilkandmilkproducts,andhenceisalsocalledtheWhiteRevolutionofIndia.Italsohelpedreducemalpracticesbymilk tradersandmerchants.ThisrevolutionfollowedtheIndiangreenrevolutionandhelpedinalleviatingpovertyandfaminelevelsfromtheirdangerousproportionsinIndia duringtheera. GujaratbasedAmul(AnandMilkUnionLimited)wastheenginebehindthesuccessofOperationFlood[citationneeded]andinturnbecameamegacompanybasedonthe cooperativeapproach.VergheseKurien(chairmanofNDDBatthattime),then33,gavetheprofessionalmanagementskillsandnecessarythrusttothecooperative,andis consideredthearchitectofIndia's'WhiteRevolution'(OperationFlood).HisworkhasbeenrecognisedbytheawardofaPadmaBhushan,theRamonMagsaysayAward forCommunityLeadership,theCarnegieWatelerWorldPeacePrize,andtheWorldFoodPrize Introduction OperationFloodhashelpeddairyfarmers,directtheirowndevelopment,placingcontroloftheresourcestheycreateintheir ownhands.A'NationalMilkGrid',linksmilk producersthroughoutIndiawithconsumersinover700townsandcities,reducingseasonalandregionalpricevariationswhile ensuringthattheproducergetsamajor shareofthepriceconsumerspay. ThebedrockofOperationFloodhasbeenvillagemilkproducers'cooperatives,whichprocuremilkandprovideinputsandservices,makingmodernmanagementand technologyavailabletomembers.OperationFlood'sobjectivesincluded: *Increasemilkproduction("afloodofmilk") *Augmentruralincomes *Fairpricesforconsumers ProgrammeImplementation OperationFloodwasimplementedinthreephases. [edit]PhaseI PhaseI(19701980)wasfinancedbythesaleofskimmedmilkpowderandbutteroildonatedbytheEuropeanUnion(thentheEuropeanEconomicCommunity)through theWorldFoodProgramme.NDDBplannedtheprogrammeandnegotiatedthedetailsofEECassistance. Duringitsfirstphase,OperationFloodlinked18ofIndia'spremiermilkshedswithconsumersinIndia'smajormetropolitancities:Delhi,Mumbai,KolkataandChennai. Thusestablishingmotherdairiesinfourmetros. Operationflood,alsoreferredtoasWhiteRevolutionisagiganticprojectpropoundedbyGovernmentofIndiafordevelopingdairyindustryinthecountry.The OperationFlood 1originallymeanttobecompletedin1975,actuallytheperiodofaboutnineyearsfrom197079,atatotalcostofRs.116corers. AsstartofoperationFlood1in1970certainsetofaimswerekeptinviewfortheimplementationoftheprogrammers.Improvementbymilkmarketingtheorganized dairysectorinthemetropolitancitiesBombay,Calcutta,Madras,Delhi.Theobjectivesofcommandingshareofmilkmarketandspeedupdevelopmentofdairyanimals respectivelyhinterlandsofruralareaswithaviewtoincreasebothproductionandprocurement. [edit]PhaseII OperationFloodPhaseII(19811985)increasedthemilkshedsfrom18to136;290urbanmarketsexpandedtheoutletsformilk.Bytheendof1985,aselfsustaining systemof43,000villagecooperativeswith42.5lakhmilkproducerswerecovered.Domesticmilkpowderproductionincreasedfrom22,000tonsinthepreprojectyearto 140,000tonsby1989,alloftheincreasecomingfromdairiessetupunderOperationFlood.InthiswayEECgiftsandWorldBankloanhelpedpromoteselfreliance.Direct marketingofmilkbyproducers'cooperativesincreasedbyseveralmillionlitresaday. [edit]PhaseIII PhaseIII(19851996)enableddairycooperativestoexpandandstrengthentheinfrastructurerequiredtoprocureandmarketincreasingvolumesofmilk.Veterinaryfirst aidhealthcareservices,feedandartificialinseminationservicesforcooperativememberswereextended,alongwithintensifiedmembereducation. OperationFlood'sPhaseIIIconsolidatedIndia'sdairycooperativemovement,adding30,000newdairycooperativestothe42,000existingsocietiesorganizedduring PhaseII.Milkshedspeakedto173in198889withthenumbersofwomenmembersandWomen'sDairyCooperativeSocietiesincreasingsignificantly. PhaseIIIgaveincreasedemphasistoresearchanddevelopmentinanimalhealthandanimalnutrition.Innovationslikevaccine forTheileriosis,bypassingproteinfeedand ureamolassesmineralblocks,allcontributedtotheenhancedproductivityofmilchanimals. [edit]Summary Fromtheoutset,OperationFloodwasconceivedandimplementedasmuchmorethanadairyprogramme.Rather,dairyingwasseen asaninstrumentofdevelopment, generatingemploymentandregularincomesformillionsofruralpeople. AWorldBankReport1997says: OperationFloodcanbeviewedasatwentyyearexperimentconfirmingtheRuralDevelopmentVision [edit]Criticisms Thissectionmaycontainoriginalresearch.Pleaseimproveitbyverifyingtheclaimsmadeandaddingreferences.Statementsconsistingonlyoforiginalresearchmay beremoved.Moredetailsmaybeavailableonthetalkpage.(October2008) Somecriticsoftheproject(cf.RamdasandGhotge,2006)arguethattheemphasisonforeigncowbreedshasbeeninstrumental inthedecimationofIndianbreeds. Foreignbreedsgivehigheryields,butrequiremorefeedandarenotsuitedtoIndianconditions.Criticsalsoarguethatthe focusonthedairysectorduringthisperiod cameattheexpenseofdevelopment,research,andextensionworkinotherareasofIndianagriculture.[who?]ThereisalsothecriticismthattheproductfromtheWhite Revolution,namelymilkanddairyproducts(likefoodgrainsfromtheharvestsusingGreenRevolutionmethodsandpractices)isqualitatively,notexactly'technically', inferiortotheproductobtainedemployingtraditionalmethodsandpracticesgearedtosmallerpopulationlevelswhichhadonlytobe'scaledup'forlargerpopulations. OperationFloodwasaruraldevelopmentprogrammestartedby India'sNationalDairyDevelopmentBoard(NDDB) in1970.Oneofthelargestofitskind,theprogramme objectivewastocreateanationwidemilk grid. ItresultedinmakingIndiathelargestproducerofmilkandmilkproducts,andhenceisalsocalledtheWhiteRevolutionofIndia.Italsohelpedreducemalpracticesby milktradersandmerchants.ThisrevolutionfollowedtheIndiangreenrevolution andhelpedinalleviatingpovertyandfaminelevelsfromtheirdangerousproportionsin Indiaduringtheera. THEsuccessoftheAmulbrandnamehas,nodoubt,resultedinmybeingaskedtocommentonitshistoryandthereasonsforitssuccess.Ihave,therefore,reflectedon thelonghistoryofthebrandtoseeifIcoulddistilreasonswhyAmulisanamewidelyrecognisedandrespected,notjustinourcitiesandtowns,butinourvillagesaswell. Probablytheeasy,butnonethelesswrong,answeristhatAmulhasbeenadvertisedwell.CertainlyithashelpedthatthoseresponsibleforkeepingtheAmulnameinthe publiceyehaveusedconsiderableimaginationand,ifIdosayso,ThetasteofIndiaisnothingshortofbrilliant.However,thereismuchmoretoit.

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Asuccessfulconsumerproductistheobjectofthousands,eventensofthousandsoftransactionseveryday.Inthesetransactions,thebrandnameservesinlieuofa contract.Itistheassurancetothebuyerthatherspecificationswillbemet.Itisthesellersassurancethatqualityisbeingprovidedatafairprice. IfAmulhasbecomeasuccessfulbrand if,inthetradelingo,itenjoysbrandequity thenitisbecausewehavehonouredourcontractwithconsumersforclosetofifty years.Ifwehadfailedtodoso,thenAmulwouldhavebeenconsignedtothedustbinofhistory,alongwiththousandsofotherbrands. Thetoughpartoftheuseofabrandasacontractisthateverydayisarenewal;if,justonce,thebrandfailstomeetthe customersexpectationsor,moreexactly,ifitfails todelightthecustomer,thenthecontractlosesitsvalue.IfAmulssalescontinuetorise,itisbecausethatcontracthas beenhonoured,againandagain.Iwouldliketo thinkthatthegranddaughtersofsomeofourfirstcustomersarenowcontractingwithustobuytheirbutter,cheese,babyfood,chocolatesandotherfineAmul products.ItisalsoafactthatwhenwefirstthoughtofexportingtoWestAsiaandeventotheUnitedStates,itwasbecauseoftheloyaltyofAmulcustomerswho,even whenfarfromhome,stillcravedourtasteofIndia. Whatgoesintothecontractthatisabrandname?Firstisquality.Nobrandsurviveslongifitsqualitydoesnotequalor exceedwhatthebuyerexpects.Theresimplycan benocompromise.Thatstheessenceofthecontract.Inthecaseofafoodproduct,thismeansthatthebrandmustalwaysrepresentthehighesthygienic,bacteriological andorganolepticstandards.Itmusttastegood,anditmustbegood. Second,thecontractrequiresvalueformoney.IfourcustomerbuysanAmulproduct,shegetswhatshepaysfor,andmore.We havealwaystakenprideinthefactthat whileweearnagoodincomeforourowners thedairyfarmersofGujarat wedontdoitatthecostofexploitingtheconsumer.Evenwhenadverseconditionshave reducedsuppliesofproductslikebutter,wehaveresistedthecommonpracticeofraisingprices,chargingwhatthemarketwouldbear.Rather,wehavekeptpricesfair anddoneourbesttoensurethatretailersdonotgainattheconsumers expense.

Thethirdelementofthecontractisavailability.Abrandshouldbeavailablewhenandwherethecustomerwantsit.Thereis nobenefitachievedincreatingapositive brandimage,andthenbeingunabletosupplythecustomerwhowantstobuyit.Inourcase,overtheyearswehavebuiltwhat isprobablythenationsfinestdistribution network.Wereachhundredsofcitiesandtownsthroughacoldchainthatnotonlyensuresthatourproductsareavailable,buttheyreachthecustomeratthefarthest endofthecountrywiththesamequalityasyouwouldfindinAhmedabadorVadodara. Thefourthpartofthecontractisservice.Wehaveacommitmenttototalquality.But,occasionally,wemaymakeamistake or,ourcustomermaythinkwevemadea mistake,andthecustomer,astheysay,isalwaysright.Thatiswhy,forAmul,everycustomercomplaintmustbeheard notjustlistenedto.And,everycustomer complaintmustberectifiedtotheextenthumanlypossible. Forclosetofiftyyearsnow,Amulhashonoureditscontractwiththeconsumer.ThecontractthatissymbolisedbytheAmulbrandmeansquality.Itmeansvaluefor money.Itmeansavailability.Anditmeansservice.

HowdidtheAmulbrandbecomewhatitis?Toanswerthat,wemustjourneybackintime,tothehistorybooks,tothetimeofIndiasindependencebecauseAmulsbirth isindeliblylinkedtothefreedommovementinIndia.ItwasSardarVallabhbhaiPatelwhosaidthatifthefarmersofIndiaaretogeteconomicfreedomthentheymustget outoftheclutchesofthemiddlemen. ThefirstAmulcooperativewastheresultofafarmersmeetinginSamarkha(Kairadistrict,Gujarat)on4January1946,calledbyMorarjiDesaiundertheadvicefrom SardarVallabhbhaiPatel,tofightrapaciousmilkcontractors.ItwasSardarsvisiontoorganisefarmers,tohavethemgaincontroloverproduction,procurementand marketingbyentrustingthetaskofmanagingthesetoqualifiedprofessionals,therebyeliminatingthemiddlemen,thebaneinfarmersprosperity. ThedecisionwastakenthatdayinJanuary1946:Milkproducerscooperativesinvillages,federatedintoadistrictunion,shouldalonehandlethesaleofmilkfromKairato thegovernmentrunBombayMilkScheme.ThiswastheoriginoftheAnandpatternofcooperatives.Thecolonialgovernmentrefusedtodealwiththecooperative.The farmerscalledamilkstrike.Afterfifteendaysthegovernmentcapitulated.ThiswasthebeginningofKairaDistrictCooperativeMilkProducersUnionLtd.,Anand, registeredon14December1946. OriginallytheAnandpatternincludeddairycooperativesocietiesatthevillagelevel,andaprocessingunitcalledaunionatthedistrictlevel.InspiredbytheKairaUnion, similarmilkunionscameupinotherdistrictstoo.In1973,inordertomarkettheirproductsmoreeffectivelyandeconomically,theyformedtheGujaratCooperativeMilk MarketingFederationLimited(GCMMFLtd.).GCMMFbecamethesolemarketeroftheoriginalrangeofAmulproductsincludingmilkpowderandbutter.Thatrangehas sincegrowntoincludeicecream,ghee,cheese,chocolates,shrikhand,paneer,andsoon.TheseproductshavemadeAmulaleadingfoodbrandinIndia.

ThebrandnameAMUL,fromtheSanskritAmoolya,meaningpriceless,wassuggestedbyaqualitycontrolexpertinAnand.ThefirstproductswiththeAmulbrandname werelaunchedin1955.Sincethen,theyhavebeeninuseinmillionsofhomesinallpartsofIndia,andbeyond.TodayAmulisasymbolofmanythings:Ofhighquality productssoldatreasonableprices,ofavailability,ofservice. Thereissomethingmore,though,thatmakestheAmulbrandspecialandthatsomethingisthereasonforourcommitmenttoqualityandvalueformoney.Amulisthe brandnameof2millionfarmers,membersof10,000villagedairycooperativesocietiesthroughoutGujarat.ThisistheheartofAmul,itiswhatgivesstrengthtoAmul,and itiswhatissospecialabouttheAmulsaga. IntheearlydaysofKairaUniontherewasnodearthofcynics.Couldnativeshandlesophisticateddairyequipment?Couldwesternstylemilkproductsbeprocessedfrom buffalomilk?Couldahumblefarmerscooperativemarketbutterandcheesetosophisticatedurbanconsumers?TheAmulteam farmersandprofessionals confoundedthecynicsbyprocessingavarietyofhighgradedairyproducts,severalofthemforthefirsttimefrombuffalomilk,andmarketingthemnationallyagainst toughcompetition.

Whatbeganwaybackin1946wasreallyanefforttocarveoutatrulyIndiancompanythatwouldhavetheinvolvementofmillionsofIndiansandplacedirectcontrolin thehandsofthefarmers.Itwasamandateforproducing,owningandmarketingandaboveall,buildingyourowntrulyIndianBrand.Andsuccessfullyatthat. Youwillappreciatethatwhenthelivesoflakhsoffarmersdependonabrand,andwhenyourhistoryisgroundedintheIndependencemovement,whennotonly competitorsbutevenyourowngovernmentquestionsyou,thenyourresolvetobethebestislikethefineststeel. Amul,therefore,isabrandwithadifference.Thatdifferencemanifestsitselfinalargerthanlifepurpose.Thepurpose freedomtofarmersbygivingtotalcontrolover procurement,productionandmarketing.Amulandallothermilkproductsproducedbycooperativeswereborninstruggle.Itwastheproducers struggleforcommand overtheresourcesthattheycreate,astruggletoobtainequitablereturnsandastruggleforliberationfromdependenceonmiddlemen.Itwasastruggleagainst exploitation.Arefusaltobecoweddowninthefaceofwhatothersbelievedtobetheimpossible. Amulsbirthwasthusaharbingeroftheeconomicindependenceofourfarmerbrethren.Amulsmissionwasthedevelopmentoffarmers,nutritiontothenation,and heartinheart,therealdevelopmentofIndia. GivenIndiasvastgeographicalspread,thecountryhadveryfewdairyplantsatthetimeofindependence.AsthethenPrimeMinisterLalBahadurShastrihadsaid,One Amulisnotsufficient.ManyAmulsaretheneedofthehour.ThisledtoreplicationoftheAnandpatternthroughtheOperationFloodprogrammewhichhas,amongst others,threemajorachievementstoitscredit,namely:makingdairyingIndiaslargestselfsustainableruralemploymentprogramme,bringingIndiaclosetoself sufficiencyinmilkproduction,andtreblingthenationsmilkproductionwithinaspanoftwoandahalfdecadestomakeIndiatheworldslargestmilkproducer.

Today,173milkproducerscooperativeunionsand22federationsplayamajorroleinmeetingthedemandforpackedmilkandmilkproducts.Qualitypackedmilkisnow availableinmorethan1,000citiesthroughoutthelengthandbreadthofIndia.Andthisismilkwithadifference pasteurized,packaged,branded,ownedbyfarmers carryingthemilkdroplogo,likeAmul,asymbolofquality.

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OverthecourseofOperationFlood,milkhasbeentransformedfromacommodityintoabrand,frominsufficientproductiontoselfsufficientproduction,fromrationing toplentifulavailability,fromloose,unhygienicmilktomilkthatispureandsure,fromsubjugationtoasymboloffarmerseconomicindependence,tobeingthe consumersgreatestinsurancepolicyforgoodhealth. Whatofthefuture?Indiaspopulationhasrisenfrom350millionin1950to1,000milliontoday.Ascitiesdrawpeopletonewemploymentopportunities,thecurrent urbanruralratioof26:74islikelytobecome33:67bytheyear2010.Asperavailableprojections,thepopulationbytheyear2010wouldtouch1,190millionpeople.This meansthatbytheyear2010,ruralIndiawillberequiredtosupportsome800millionpeople,anincreaseof11%over1999s720millionruralpeople.

Basedonthecurrentpopulationdemographicsandprojections,weestimatethattherewillbe260millionwomenintheagegroupof1559yearsinIndiabytheyear 2010andthiswouldfurtherincreaseto302millionbytheyear2020,ofwhichonly100millionwouldbeliterate.Thismeans thatruralwomenwillcomprise21%of Indiastotalpopulation.Inourcountry,mostruralwomencontributetoagriculturalanddairyingactivities apartfromthehouseholdwork andtheiractivitiesarenot includedinIndiasGDPdespitetheirsignificantcontribution.Dairyingis,therefore,veryimportanttoourruralwomen.Formany,itistheirmainsourceofemployment andincome,incomesthattheyoftenmanagethemselves. Populationgivesusonepicture.Theotherisprovidedbythedemandforhouseholdcommodities.By2010,thenationalrequirementforfoodgrainswilltouch266million metricton,risingto343mmtby2020.Formilk,estimatedconsumptionwillbe153mmtby2010and271mmtby2020.Foredibleoils,demandwillsoarto9mmtby 2010and13mmtby2020. Itshouldbeclearthatagriculturewillremainthemostimportantengineofoureconomy.Amulanditscooperativesisterbrandsareawareofthischallenge.Thefuture, theysay,isatbestamystery.But,itshouldbeclearthattheneedsofanationonthemovemustbemet.Thecountryisyoung.Therearemoreworkingwomen.The needsofanevergrowingpopulationhavetobemetwithsustainableeconomicdevelopment.Andthedemandformilkandmilkproducts,therefore,isonlygoingtogrow further.Couplethiswiththenutritionalneedsofthenewandtheoldgenerationsanditisequallyclearthattherewillbe aneedformorevalueaddedmilkproducts.This callsforproductiontobeenhancedatevenfasterratethanitisatpresent. Thereisalsosomethingveryspecialaboutmilk,somethingwhichrequiresthatanybrandformilkandmilkproductstoactnotsimplyasaseller,butasatrustee.Milkis notawhitegoodorabrowngood.Itisnotsomethingpeoplesavetheirentirelivesinordertobuy likeacar,orahouse.Milkisnotastatussymbol;ratheritisthe symbolofnutrition.Milkisanearlycompletefood,providingprotein,vitamins,mineralsandothernutrientssoessentialtomaintaininggoodhealth. Werealisethevalueofmilkonthedaythemilkmandoesnotbringittoourdoorstep,whenourchildrenhavetogotoschool withoutit,whenwegowithoutourdailycup ofcoffeeortea.Andwhatwouldourlivesbelikewithoutghee,butter,cheese,curd,lassi,chaasandthelike.Milkisnot onlyaningredientinourfavouriterecipes,itisan essentialingredientoflifeitself.And,byitsveryindispensablenature,ithasoneofthebiggestmarkets awhopping82mmtataveryconservativeconsumptionofjust 214gramsperdayperpersoninIndiaalone. Ourcommitmenttotheproducer,andourcontractwiththeconsumerarethereasonsweareconfidentthatcooperativebrands,likeAmul,willhaveanevenbiggerrole toplayinthenextfiftyyears.Resourcesneedtobedeployedwithapurposeandacommitmenttodeliverbetterresults.Thereisnolimitforamarketingexercisethen.It mustbuildIndiaanditscultureasecondtimeround.AnIndia,thatisthelandofourdreams. OperationFloodleadingtoWhiteRevolution: *ProjectTiranga OperationFloodwasaruraldevelopmentprogrammestartedbyIndia'sNationalDairyDevelopmentBoard(NDDB)in1970.Oneofthelargestofitskind,theprogramme objectivewastocreateanationwidemilkgrid. ItresultedinmakingIndiaoneofthelargestproducersofmilkandmilkproducts,andhenceisalsocalledtheWhiteRevolutionofIndia.Italsohelpedreducemalpractices bymilktradersandmerchants. VargheseKurien(chairmanofNDDBatthattime),then33,gavetheprofessionalmanagementskillsandnecessarythrusttothe cooperative,andisconsideredthe architectofIndia'sWhiteRevolution(OperationFlood). ThebedrockofOperationFloodhasbeenvillagemilkproducers'cooperatives,whichprocuremilkandprovideinputsandservices,makingmodernmanagementand technologyavailabletomembers.OperationFlood'sobjectivesincluded: Increasemilkproduction("afloodofmilk") Augmentruralincomes Fairpricesforconsumers ProgrammeImplementation: OperationFloodwasimplementedinthreephases. PhaseI Traditionally,Indiahasbeenanimporterofdairyproducts.PhaseI(19701980)wasfinancedbythesaleofskimmedmilkpowderandbutteroilgiftedbytheEuropean Union(thentheEuropeanEconomicCommunity)throughtheWorldFoodProgramme.NDDBplannedtheprogrammeandnegotiatedthedetailsofEECassistance. Duringitsfirstphase,OperationFloodlinked18ofIndia'spremiermilkshedswithconsumersinIndia'smajormetropolitancities:Delhi,Mumbai,kolkataandChennai, thusestablishingmotherdairiesinfourmetros. PhaseII OperationFloodPhaseII(19811985)increasedthemilkshedsfrom18to136;290urbanmarketsexpandedtheoutletsformilk.Bytheendof1985,aselfsustaining systemof43,000villagecooperativeswith4.25millionmilkproducerswerecovered.Domesticmilkpowderproductionincreasedfrom22,000tonsinthepreprojectyear to140,000tonsby1989,alloftheincreasecomingfromdairiessetupunderOperationFlood.InthiswayEECgiftsandWorldBankloanhelpedpromoteselfreliance. Directmarketingofmilkbyproducers'cooperativesincreasedbyseveralmillionlitresaday. OperationFloodwasjointlysponsoredbytheEuropeanEconomicCommunity,theWorldBank,andIndia'sNationalDairyDevelopmentBoard.TheUNDPprovided technicalassistancebysendingforeignexperts,consultants,andequipmenttoIndia.TheWorldBankanditsaffiliatessupportedagriculturalextension,social(community based)forestry,agriculturalcredit,dairydevelopment,horticulture,seeddevelopment,rainfedfishfarms,storage,marketing,andirrigation. PhaseIII JPEGImagePhaseIII(19851996)enableddairycooperativestoexpandandstrengthentheinfrastructurerequiredtoprocureandmarketincreasingvolumesofmilk. Veterinaryfirstaidhealthcareservices,feedandartificialinseminationservicesforcooperativememberswereextended,alongwithintensifiedmembereducation. OperationFlood'sPhaseIIIconsolidatedIndia'sdairycooperativemovement,adding30,000newdairycooperativestothe42,000existingsocietiesorganizedduring

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PhaseII.Milkshedspeakedto173in198889withthenumbersofwomenmembersandWomen'sDairyCooperativeSocietiesincreasingsignificantly. TheWomen'sDairyCooperativeLeadershipProgramme(WDCLP)waslaunchedin1995asapilotprogrammewiththeobjectiveofstrengtheningthedairycooperative movementbysignificantlyincreasingwomen'sparticipationasactivemembersandasleadersinthegovernanceofcooperativesocieties,unionsandfederations. NDDBprovidesassistancetomilkproducers'cooperativeunionsinconductingseveralactivitiestoachieveWDCLPobjectives.TheWDCLPencouragescooperativemilk producers'unionstoidentifywomenstafftoparticipateintrainingdesignedtodeveloptheirlatentpotential.Inthevillage,akeystrategyistrainingandpositioninga localwomanasaresourcepersontoencourageandsupportwomen'sinvolvementintheirdairycooperative. PhaseIIIgaveincreasedemphasistoresearchanddevelopmentinanimalhealthandanimalnutrition.Innovationslikevaccine forTheileriosis,bypassingproteinfeedand ureamolassesmineralblocks,allcontributedtotheenhancedproductivityofmilchanimals. Farreachingconsequences: Theyear199596markedtheterminationofOperationFloodIII,fundedbyaWorldBankloan,EECfoodaidandinternalresourcesofNDDB.Attheconclusionof OperationFloodIII,72,744DCSsin170milkshedsofthecountry,havingatotalmembershipof93.14lakhhadbeenorganized. Thetargetssethaveeitherbeeneffectively achievedorexceeded.However,procurementtargetscouldnotbereachedasprivateagenciesstartedprocuringmilkfromthecooperativevillages,followingthenew delicensingpolicyundertheGovernment'sprogramofeconomicliberalization. Theconditionsforlongtermgrowthinprocurementhavebeencreated.Anassuredmarketandremunerativeproducerpricesforrawmilk,technicalinputservices includingAI,balancedcattlefeedandemergencyveterinaryhealthserviceshaveallcontributedtosustainedincreasesinmilkproduction.Threestateoftheartdairies designedtoproducequalityproductsforboththedomesticandexportmarketshavebeencommissioned. WhilethedemandformilkwasrisingunderOperationFloodthetotalcattlepopulationremainedmoreorlessstatic.Ifmilkproductionhadtobeincreased Thebuffaloandmilkbreedsofcattlehadtobeupgraded Nondescriptcowshadtobecrossbredwithexoticsementoincreasetheirmilkproductiontomakethemmoreefficientconvertersoffeed. Withthisobjectiveinmind,thrustwasgiventointensiveresearchanddevelopmentinanimalhusbandry.Today,animalbreedingisanintegrationofthreemajor areas,artificialinseminationandquantitativegenetictechniques,embryotransferandembryomicromanipulationtechniquesandbiotechnologyandgenetics engineering.Theoptimalgeneticimprovementcanbeachievedbymakinguseofdevelopmentsineachoftheseareas. OperationFloodwhichstartedin1970,concludeditsThirdPhasein1996.LookingatwhatOperationFloodhasachievedinmilk,notsimplyattheapplicationof scienceandtechnology,thoughbothhaveplayedarole,notlookingsimplyatthecreationoffarmerownedstructures,thoughsuchstructureshavebeennecessaryto success,butatallofthis,combinedwiththeorchestrationofallpoliciesandprogramsthataffectproduction.Further,theyensuretotheextentpossible,thatthese supportmechanismstrengthenefforts,ratherthanstandasobstacles. Costreductionandtechnologymanagement Modernizationofprocessandplanttechnology Interventionsforproductivityincrease FrontiertechnologieslikeDNAvaccinesandgeneticallyengineeredbovinesomatotropin,embryotransfertechnologyandinvitrofertilizationofoocytes ThestoryofOperationFloodcanbeseenthroughthreeangles.Oneistoconsiderwhatitdidtothedairyindustry.Anotherpointofviewisfromtheeyesofthesmall farmer.ithasrevoultionizedtheirwayoflife.OperationFloodhasalsoestablishedapatternofsuccessforothercountriestofollow.
MilkproductioninIndiaincreasedfrom17milliontonsin195051to84.6milliontonsin200102andisexpectedtoreach88milliontonsduring200203(GOI,2003).Therefore,from beingarecipientofmassivematerialsupportfromtheWorldFoodProgramandEuropeanCommunityinthe1960s,Indiahasrapidlypositioneditselfastheworld'slargestproducerof milk.MilkproductioninIndiaduringthelastfivedecadesisshowninFigure2.1andTables2.1and2.2.

http://www.india-seminar.com/2001/498/498%20verghese%20kurien.htm http://www.sankalpindia.net/drupal/operation-flood-leading-white-revolution http://www.indiaenvironmentportal.org.in/node/2193

17. ThomasFriedman
World is Flat - The World Is Flat: A Brief History of the Twenty-First Century is an international bestselling book by Thomas L. Friedman that analyzes globalization, primarily in the early 21st century. The title is a metaphor for viewing the world as a level playing field in terms of commerce, where all competitors have an equal opportunity. As the first edition cover illustration indicates, the title also alludes to the perceptual shift required for countries, companies and individuals to remain competitive in a global market where historical and geographical divisions are becoming increasingly irrelevant. http://www.greece.k12.ny.us/flat/FLAT%20Notes.pdf http://www.thomaslfriedman.com/

18. BRIC
TheBRICsummit,whichwilltakeplaceinBrazilonApril1516,2010,isayoungforumthatneverthelesshasgainedgreatinternationalrecognitionfromtheoutset.And thisisnosurprise,sinceitsmembercountriescomprise26percentoftheworld'sterritory,42percentoftheworld'spopulationand14.6percentoftheworld'sGDP.In recentyears,BRIC'sshareinglobaleconomicdevelopmenthasexceeded50percent. WhatplacedoesRussiaholdinthisgroupofstates? Overcomingtheimpactoftheglobalcrisis,ourcountryisfollowingthepathofcomprehensiverenovationatthesametime.Ourkeyobjectiveistoachievesustainable economicgrowthandanincreaseintheincomeofcitizensonthebasisofadiversifiedeconomy,modernisedtechnologiesandaninnovativedevelopmentmodel.We increasinglyinvestinfurtherouterspaceexploration,energyefficiencyimprovement,developmentofnuclearandalternative energy,information,telecommunications andnewmedicaltechnologiesanddrugdevelopment.Weattachgreatimportancetoprocessingofminerals,whichconstituteRussia'sriches,aswellasagricultural production.IamconvincedthatourBRICpartnerswillfindtheseRussianachievementsuseful. Forourpart,wehavebeenfollowingwithinterestandappreciationthedynamicdevelopmentofotheralliancemembers.Acombinationoftherelativecompetitive advantagesofourcountriesisbeneficialtoallinmanyfields,andoffersusuniqueincentivesforcooperation.Manyofsuchadvantageshavealreadybeenmadeuseof. Hereisoneexample.AtarecentmeetinginMoscowouragricultureministershavedecidedtoestablishajointdatabasetoassessthestateoffoodsecurityintheBRIC countriesandpromotecooperationinthefieldofdevelopmentandexchangeofagriculturaltechnologies.Suchtechnologiesareintendedtoreducethenegativeclimate impactonfoodsecurity,andensureadaptationofagriculturalindustrytoclimatechange. Therearealsowideopportunitiesformultilateralcooperationinthefieldofnuclearenergy,aircraftengineering,explorationanduseofouterspaceand nanotechnologies.SuchcooperationcanbeenhancedthroughestablishingfinancialinteractionoftheBRICcountries,inparticularintheformofagreementsontheuseof nationalcurrenciesinmutualtrade.

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Inourview,jointeconomicsecuritymeasuresarealsoimportant,suchasmutualinformationexchangeonpossiblespeculative attacksatcurrency,stockandcommodity exchanges. WeappreciatetheactiveandcreativeeffortsoftheBrazilianchairmanshipthatbroughtBRICcooperationtoaqualitativelynewlevel.BRIChasrecentlyheldanumberof veryusefulmeetingsoffinanceministers,seniorrepresentativesonsecurityissuesandofficialsofdevelopmentbanks.What isespeciallyimportantisthatour cooperationisexpandingduetoinvolvementofbusinesscommunitiesandcivilsociety.Today,Brazilishostingthemeetingofrepresentativesofcommercialbanks,as wellasofthebusinessforumandconferenceofscientificandresearchcentresofthe"quartet". SincethefirstfullscaleBRICsummitinYekaterinburg(June16,2009),wehavemanagedtomakeagoodstartinmanyareasofworkthatwehaveidentified.Thus,our statesareactiveintheGroupofTwentythathasbecomethemainmechanismforcoordinationofinternationaleffortsaimedatestablishinganewsystemofglobal economicgovernance.Thankstoacommonapproach,wesucceededintheredistributionof5percentofvotingsharesintheIMFand3percentintheWorldBankin favourofemerginganddevelopingeconomiesattheG20summitatPittsburgh.Weadvocatetheadoptionofclear"rulesofthegame"thatwouldensureequitable participationforallG20membersinitsactivities. Inaddition,BRICcountrieswillbepushingforasuccessfulaccomplishmentofthelongoverduereformsoftheBrettonWoodssystemnowunderway.Ibelievewecould alsojoinoureffortstopromotethedevelopmentoftheG20actionprogrammeinthepostcrisisperiodandmakeourjointcontributiontothiswork. Bystrengtheningtheeconomicframeworkofthemultipolarworld,BRICcountriesareobjectivelycontributingtocreatingconditionsforstrengtheninginternational security.Weshareanimperativethattheinternationalcommunityshouldresolveconflictsthroughpoliticodiplomaticandlegalmeans,ratherthantheuseofmilitary force.Inourview,itisnecessarytostrengthencollectiveprinciplesininternationalrelationsandtoestablishajustanddemocraticworldorder. Russia,China,IndiaandBrazilactivelycooperatewithintheUnitedNations.ThemostnotableexampleiscosponsorshipbythesestatesofUNGeneralAssembly resolutionsonmattersrelatedtothepreventionofplacementofanykindsofweaponsinouterspaceandnonuseofforceagainstouterspaceobjects. Iamconfidentthatcooperationamongourcountrieshasagreatfuture.Althoughwearejustatthebeginning,thesolidfoundationofourdialogueintheBRICformat reliableandmutuallybeneficialpartnershipsallowsustocountonthesuccessofthispromisingforumforthebenefitofourcountriesandpeoples.

In economics, BRIC (typically rendered as "the BRICs" or "the BRIC countries") is a grouping acronym that refers to the related economies of Brazil, Russia, India, and China. http://www2.goldmansachs.com/ideas/brics/drivers-of-global-consumption-doc.pdf http://www.usindiafriendship.net/viewpoints1/Indias_Rising_Growth_Potential.pdf

19. GrameenBank Microfinance

TheGrameenBank(Bengali:g )isamicrofinanceorganizationandcommunitydevelopmentbankstartedinBangladeshthatmakessmallloans(knownas microcreditor"grameencredit"[4])totheimpoverishedwithoutrequiringcollateral.Theword"Grameen",derivedfromtheword"gram"or"village",means"of the village".Thesystemofthisbankisbasedontheideathatthepoorhaveskillsthatareunderutilized.Agroupbasedcreditapproachisappliedwhichutilizesthepeer pressurewithinthegrouptoensuretheborrowersfollowthroughandusecautioninconductingtheirfinancialaffairswithstrictdiscipline,ensuringrepaymenteventually andallowingtheborrowerstodevelopgoodcreditstanding.Thebankalsoacceptsdeposits,providesotherservices,andruns severaldevelopmentorientedbusinesses includingfabric,telephoneandenergycompanies.Anotherdistinctivefeatureofthebank'screditprogramisthatasignificantmajorityofitsborrowersarewomen. TheoriginofGrameenBankcanbetracedbackto1976whenProfessorMuhammadYunus,aFulbrightscholaratVanderbiltUniversityandProfessoratUniversityof Chittagong,launchedaresearchprojecttoexaminethepossibilityofdesigningacreditdeliverysystemtoprovidebankingservicestargetedtotheruralpoor.InOctober 1983,theGrameenBankProjectwastransformedintoanindependentbankbygovernmentlegislation.Theorganizationanditsfounder,MuhammadYunus,werejointly awardedtheNobelPeacePrizein2006;[5]theorganisation'sLowcostHousingProgrammewonaWorldHabitatAwardin1998.

16Decisions WeshallfollowandadvancethefourprinciplesofGrameenBank:Discipline,Unity,CourageandHardwork inallwalksofourlives. 1. Prosperityweshallbringtoourfamilies. 2. Weshallnotliveindilapidatedhouses.Weshallrepairourhousesandworktowardsconstructingnewhousesattheearliest. 3. Weshallgrowvegetablesalltheyearround.Weshalleatplentyofthemandsellthesurplus. 4. Duringtheplantationseasons,weshallplantasmanyseedlingsaspossible. 5. Weshallplantokeepourfamiliessmall.Weshallminimizeourexpenditures.Weshalllookafterourhealth. 6. Weshalleducateourchildrenandensurethattheycanearntopayfortheireducation. 7. Weshallalwayskeepourchildrenandtheenvironmentclean. 8. Weshallbuildandusepitlatrines. 9. Weshalldrinkwaterfromtubewells.Ifitisnotavailable,weshallboilwaterorusealum. 10. Weshallnottakeanydowryatoursons'weddings,neithershallwegiveanydowryatourdaughter'swedding.Weshallkeepourcentrefreefromthecurseof dowry.Weshallnotpracticechildmarriage. 11. Weshallnotinflictanyinjusticeonanyone,neithershallweallowanyonetodoso. 12. Weshallcollectivelyundertakebiggerinvestmentsforhigherincomes. 13. Weshallalwaysbereadytohelpeachother.Ifanyoneisindifficulty,weshallallhelphimorher. 14. Ifwecometoknowofanybreachofdisciplineinanycentre,weshallallgothereandhelprestorediscipline. 15. Weshalltakepartinallsocialactivitiescollectively.

Operationalstatistics OneunusualfeatureoftheGrameenBankisthatitisownedbythepoorborrowersofthebank,mostofwhomarewomen.Ofthe totalequityofthebank,theborrowers own94%,andtheremaining6%isownedbytheGovernmentofBangladesh.[3] Thebankhasgrownsignificantlybetween20032007.AsofOctober2007,thetotalborrowersofthebanknumber7.34million,and97%ofthosearewomen.[3]The numberofborrowershasmorethandoubledsince2003,whenthebankhadonly3.12millionmembers.[25]Similargrowthcanbeobservedinthenumberofvillages covered.AsofOctober2007,theBankhasastaffofover24,703employeesand2,468branchescovering80,257villages,[3]up from43,681villagescoveredin2003.[25] Sinceitsinception,thebankhasdistributedTk347.75billion(USD6.55billion)inloans.Outofthis,Tk313.11billion(USD5.87billion)hasbeenrepaid.[3]Thebankclaims aloanrecoveryrateof98.35%,upfromthe95%recoveryrateclaimedin1998.[26]TheWallStreetJournal,inNovember,2001,publishedanarticleexpressingdoubt aboutthe95%recoveryratefrom1996andtheaccountingpracticesthatGrameenusedtodeterminethisrate. Criticism SudhirendarSharma,adevelopmentanalyst,claimstheBankhas"landedpoorcommunitiesinaperpetualdebttrap",[37]andthatitsultimatebenefitgoestothe corporationsthatsellcapitalgoodsandinfrastructuretotheborrowers.[38]IthasattractedcriticismfromtheformerPrimeMinisterofBangladesh,SheikhHasina,who commented,"Thereisnodifferencebetweenusurers[Yunus]andcorruptpeople."[39] HasinatouchesupononecriticismofGrameenBank:thehighrateofinterestitdemandsfromthoseseekingcredit.[40]Similartoallmicrofinanceinstitutes,theinterest

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chargedbyGrameenBankishighcomparedtothatoftraditionalbanks,asGrameen'sinterest(reducingbalancebasis)onitsmaincreditproductisabout20%.[41]The MisesInstitute'sJeffreyTuckerhascriticizedtheBank,[42]assertingitandothersbasedontheGrameenmodelarenoteconomicallyviableanddependonsubsidiesin ordertooperate,thusessentiallybecominganotherexampleofwelfare.TheydisregardYunus'claimsthatheisworkingagainstsubsidizedeconomy,givingborrowersthe opportunitytomakebusiness.AnothersourceofcriticismisthatoftheGrameen'sSixteenDecisions.[43]Critics[who?]saythebank'sSixteenDecisionsforcefamiliesand borrowerstoabidebytherulesandregulationssetforthbythebank.However,theydonotmakeclearwhytheleadingprinciples(unity,courage,disciplineandhard work;andsomeadditionalrulesthataresetupbythebank,likelivinginhealthyhousesingoodrepair,notdrinkingunsafewaterorrefusingtogivedowriesfor daughters)canbebadforborrowers.Theymostlyobjecttotherequisiteofhavingtomakeaborrowerclubtocoverdefaults, whichtheydisqualifyasatotalitariantool, insteadofacommunitybuildingstrategy.DavidRoodman[44]andJonathanMorduch[45]disagreedwithastatisticonceoftencitedbyYunus,that5%oftheGrameen borrowersgetoutofpovertyeveryyear.Reanalyzingtheunderlyingstudy,theyobtainedoppositeresults.Buttheydidnotinterpretthesetoimplythatlendingto womenmadefamiliespoorer.Rather,thenegativecausalitymaygotheotherway:womeninricherfamiliesmayborrowless. Microfinanceistheprovisionoffinancialservicestolowincomeclients,includingconsumersandtheselfemployed,whotraditionallylackaccesstobankingandrelated services. Morebroadly,itisamovementwhoseobjectis"aworldinwhichasmanypoorandnearpoorhouseholdsaspossiblehavepermanentaccesstoanappropriaterangeof highqualityfinancialservices,includingnotjustcreditbutalsosavings,insurance,andfundtransfers."[1]Thosewhopromotemicrofinancegenerallybelievethatsuch accesswillhelppoorpeopleoutofpoverty.

20. SharadBabu(IIMA) Catering

SarathBabu,amealiondollarbaby Humblebeginningsseldompay.ButESarathBabuwillnotbuythat.Forthis28yearold,ragstorichesisnotjustanotheradage.Itshisveryfoundationofsuccess.From asluminChennaitothetopechelonsofacademiawithanenrolmentinchemicalengineeringatBITSPilaniandIIMA,andnowasthestewardofhisFoodKingCatering business,Sarathhascomealongway.HishumilityperhapsmadehimrejectseveralhighbrowoffersfromMNCsafterhisMBA.That,inaway,wasthegenesisofFood KingCateringwithapaltryRs2,000seedmoney. Today,hisfoodbusinessspanssixlocationswithaRs9croreturnovertobootandsettoclockRs20crorebyyearend.ForSarath,hismother,whooncesoldidlisonthe pavementsofChennaiandworkedasanayah,isapillarofstrength.Hersacrificeeggsmeon,saysSarath.Apartfrombringingupfourchildren,Sarathsmotherworked asacookforthemiddaymealschemefor11yearsandgotpaidjustarupeeeachday. HavingcompletedSSLC,shemovedontoteachunderthesameschemeforfiveyears.Eventhen,hersalarywasinsufficient.So Sarathsmomsoughtrefugeinthefood businesstosupplementhermeagerincome.Assherolleddoughintheformofidlis,dosas,bhajjisandappams,itwasSarathsjobtosellthemintheneighbourhood.For kidslivinginaslum,idlisforbreakfastissomethingveryspecial,saysSaratheventothisday. Anaturalentranttothefoodbusinesswithacquiredacumeninchildhood,Sarathhastrainedhissighthigher.Fromthecurrent250people,hesaimingtorecruit2,000 peoplebynextyear,andprobably,5,000inthenexttwoyears. Initially,hiscateringbusiness,withtwounitsinAhmedabad,wasRs2,000perdayinthered.ButIburntthemidnightoilliterallytogetasolution,Sarathsays.Its worthamentionherethatSarathspentmostofhischildhoodinthedark,withoutelectricity.Hefocusedonvolumesratherthanspartanservings,andstartedtaking contractsfrominstitutionsandcompanies. Tobaganorder,SarathevensleptontheplatformofMumbaisrailwaystation.ThatsoneofmyfinestnightsIveeverhad,Sarathreminisces.Today,FoodKingis targeting100clients,including50topinstitutionsand50corporatesforthesnacksbusiness SouthIndian,NorthIndianandChinesefood. Foodbusinessisnotjustaboutsellingbutalsotakingcareofqualityandthepeopleassociatedwithit,Sarathpointsout. HenowenvisionsFoodKingsPalace(foodmalls) acrosscitieswhereallkindsofIndianfoodwouldbeservedateconomicalrates.Andhowdoeshemanagehisteam?Iaskthemtowritetheirdreamsonapieceof paperandadvisethemtothinkofdevelopingthemselves,saysSarath. Ishereallyworriedaboutinflationorpriceriseinfoodproducts?Whenmostoftherestaurantshaveincreasedtheirprices,Sarathseesanopportunitytoserveata cheaperprice.Sourcingfromoneplacemakesalotofdifference.Iwilltapthisopportunity,saysSarath.Today,hedrivesaChevrolettotakehismotherforarideto overseehisbusinessunitsinChennai.Next,Iwanttobuildahouseformymother,saysSarath.

21. S.D.Tendulkar BPL

THETendulkarCommitteehadbeensetupaftertheMarch2009NationalDevelopmentCouncilmeeting,tolookintothemethodologyforestimatingpoverty,because therewaswidespreadcriticismthatthePlanningCommissionwasproducingunrealisticallylowpovertyestimates.FurtherthegovernmentusingtheCommissions estimateshasbeenclaiminglargereductioninpovertyinbothruralandurbanIndiaundereconomicreforms,eventhoughtheunemploymentsituationwasgetting worse,foodgrainconsumptionandclothconsumptionwerefalling,averagecalorieintakeaswellasproteinintakeshoweddeclineandtherewasconsiderableagrarian distress. Theseofficialclaimsofpovertyreductionwerebasedonanincorrectmethodofpovertyestimationandinreality,povertyhasbeenrisingunderreformsinbothruraland urbanareas,withtheruralsituationworseningmore. By20045nearlytwothirdsofurbanpersonswereinpoverty,unabletospendenoughtoobtainevenamodest nutritionstandardof2100caloriesenergydailywhiletheruralpopulationsimilarlywasnotabletoaffordtheofficialruralnutritionnormof2400caloriesandthepoverty hadreached87percent,thehighesteverinthreedecades. Sincesomepeoplethink2400caloriesistoohighforaruralnormeventhoughitistheofficialnorm,wecan consideralso2200calories:70percentofruralpersonswereunabletoreachthislevelcomparedto59percentin19934,sopovertywhateverthenormapplied,hasrisen sharply.TheofficialPlanningCommissionpovertyestimatesusingthesameconsumptionspendingdatahoweverwereverylow,only28.3percentruraland25.7percent urbanin20045.ThepublicwasnotinformedthattheCommissionhadquietlyabandoneditsowndeclarednutritionnormslongagoinactualpractice,anditslowpoverty estimateswerepossibleonlybytakingsuchunrealisticallylowpovertylinesthatthenutritionallevelitpermittedby20045wasonly1820caloriesruraland1795 caloriesurban,farbelowitsownstatednorms. Anyonecandoawaywithpovertyonpapersimplybyloweringtheconsumptionstandardagainstwhichpovertyismeasured,andiftheloweringgoesfarenough, estimatedpovertywillbecomezeroeventhoughinrealityitishighandrising.Butthisisneitheranacademicallycorrectmethodnorisitanethicalmethodofestimating poverty.Itisveryunfortunatethatacademicshaveengagedthemselvesinsuchsocalledestimationprocedureswhichviolatelogicalprinciples.Supposethatitis claimedbyacollegethatitsacademicperformancehasimproveddramatically,becausethepercentageofstudentswhofailthe examinationeveryyearhasreducedfrom say40percentin1973to15percentby2005.Oninvestigationitisfoundthatthepassmarkhasbeenquietlyandsteadily loweredeveryfiveyears,withoutanyone knowingit,fromsay50percentin1973atwhich40percentofstudentshadfailed,to20percentby2005atwhich15percentofstudentsfailed.Howeverthereal proportionoffailures(thoseunabletogetthe50percentmark)hasgoneup.Clearlytheclaimofimprovedperformanceisfalsebecausewecannotvalidlycompare figuresovertimewhenthestandarditselfisaltered.Loweringthestandardwillproduceautomaticdeclineintheproportion offailuresbutthisisafalsedecline.Andno onecanrespectthepeoplewhofollowsuchanillogicalprocedure,whichbecomesunethicaltobootwhenimprovedperformanceisclaimedonitsbasis. Officialpovertyestimationsuffersfromexactlythesameproblem.Whiletheoreticallythedefinitionofpovertylineisthat whichobservestotalmonthlyspendingonall goodsandserviceswhosefoodspendingpartallowesapersontoobtainthenutritionnorm,theactualpracticeofestimationbytheCommissionwasdifferent.Itapplied itsowndefinitiononlyonce,fortheyear19734tocalculatecorrectpovertylines,Rs49forruralIndiaandRs56.4forurbanIndiaatwhichthenutritionrequirements weresatisfied.Afterthatithasneverappliedthecorrectdefinitionsoeverypovertylineandpovertypercentageitgavefrom1978onwardshasbeenincorrect.It

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calculatedthelaterpovertylinesbyapplyingaruralandurbanconsumerpriceindextothesesums,Rs49andRs56.4,toupdatethemtolateryearsthelatestbeing 20045.Buttheconsumerpriceindexdoesnotmeasurethecostoflivingcorrectly,asaresultthepovertylinesweremoreandmoreunderstated,andrepeatedlowering hastakenplaceinthenutritionlevelwhichcanbeactuallyobtainedatthesemoreandmoreunderstatedpovertylines.ThetruepovertylineswhichIcallthedirect povertylinesatwhichthenutritionnormscanbeobtained,aremorethandoubletheofficialonesby20045. ThereadercanrefertotheTablestoseethatbecausethepovertylineswereincreasinglylowerthecalorieintakeobtainableatthesepovertylineshasbeenlowered continuouslyfromtheoriginalleveltoaround1800by2005.Thelowerthepovertyline,thelowerwillbethepercentageofpersonsfallingbelowit.Thisisthereasonfor theofficialclaimofpovertydeclinewhichisnotonlyspuriousbutisunethical.Theprocessofunderestimationhasbeengoingonforthirtyyearssoby2005theofficial povertylineshavebecomenothingbutajoke,atRs12perdayruralandRs18perdayurban.Theymeasuredestitution,notpoverty.Buttheseincreasingly underestimatedpovertylineswereveryconvenientforagovernmentwishingtoclaimimprovedperformanceandpovertyreductionundereconomicreformseven thoughtherealitywastheopposite.Continuouslyloweringthestandardmeantthatautomaticallytheproportionofpersonsbelowthealteringstandard,woulddecline by10percentagepointseverydecaderegardlessofwhatwasactuallyhappeningtopovertyatthegroundlevel.Theofficialfigureswouldalwaysshowdeclineevenif actuallypovertywasrisingasithasbeenwhenwemeasureitcorrectlybykeepingthestandard(thenutritionnorms)constant.(Onlythe1980swererelativelybetterand urbanpovertyinrealitydidseeaverysmalldecline). TheTendulkarCommitteehadagoldenopportunitytocorrecttheestimationprocedureandregaintheethicalpositiontheCommissionhaslost.Butunfortunatelyithas chosentothrowawaytheopportunityandstaywiththebogusprocedure,whichisfundamentallydisloyaltotheinterestsoftheIndianpeoplesinceitautomatically producesfalsepovertyreductionwhenthegroundrealityistheopposite. TheCommitteehasretainedtheexistinggrosslyunrealisticurbanpovertylineofRs18perday (bytakingthemixedrecallperioditisraisedbyRe1perdaybutthisdoesnotaffectnutritionsincetheextraspendingisonnonfooditems).Itbetraystheinterestsofthe Indianpeoplebyexplicitlyjustifyingtheloweringoftheurbannutritionstandardto1795caloriesactuallyobtainableatthispovertyline,fromtheearlier2100calories norm,sayingthattheUnitedNationsFoodandAgricultureOrganisationhasdeclaredbelow1800caloriestobeanadequatenormforIndia.But1800caloriesismuch lowerthanthenormithadgivenearlierandmuchlowerthanthenormswhichcontinuetobeappliedtomoredevelopedcountries. So,ineffectwearebeingtoldbythe CommitteethatIndiansdeservehungerandshouldlearntolivewithit.ButwhoistheFAOtodictatewhatanadequatenutritionstandardforurbanIndiansshouldbe? AndwhyshouldthePlanningCommissiongiveupthe2100caloriesnormwhichhadbeensetaftercarefulconsiderationbyanutritionexpertgrouponthebasisofthe IndianCouncilforMedicalResearchrecommendations?Thisissimplytryingtojustifytheunjustifiable,thesteadyloweringofthestandardwhichhasproducedthefalse urbanpovertydeclineintheeconomicreformsperiodbecausetheurbanpovertylinehasbeenloweredtoalevelallowingbelow1800caloriesperday.Inthestatesof Assam,PunjabandKeralatheofficialurbanpovertylinesareevenlowerthantheaverageandallowedcalorieintakeofonly1485,1435and1300caloriesrespectively.Can theTendulkarCommitteedaretojustifytheselevelsbyappealingtoFAOauthority? TheTendulkarCommitteesonlyattempttoappeasecriticismistoraisethepovertylineforruralIndiafromjustbelowRs12perdaytoRs13.8perdayonacomparable basistotheearlierpovertylines(onmixedrecallbasisitisraisedbyafurtherRe1perdaybutthisisnotrelevantforthenutritionstandardsinceitistheextrarecorded spendingonnonfooditems).Thisraisestheruralpovertypercentageto41.8for20045.Ithasreworkedthepovertypercentagefor19934tobe50.1thusobtainingthe sameorderofdeclineinpovertyasbeforeoverthereformsperiod.Thosewhoarehailingtheriseintheruralpovertyestimateto41.8asapositivemove,donotrealise thatinamatterofamere12to15monthsfromnow,whentheresultsofthe66thRounddatafor200910becomeavailable,thePlanningCommissionwilloncemore claimruralpovertyreductionfromitsnew41.8percentto,ataninformedguess,around3536percent. Inrealityruralpovertywouldhaveriseninthelastfiveyearsgiven theeffectsofworldrecessionandofrapidfoodpriceinflation.ButtheCommissionwillestimateandclaimpovertyreductionneverthelessjustasbefore,becauseithas retainedfullythebasiclogicalerrorinitsestimationprocedure.InfactthenewmethodsuggestedbytheTendulkarCommitteeofcalculatingpriceindiceswithalower weightforfoodislikelytounderstatetheactualriseinthecostofliving,toanevengreaterextentthanearlierpriceindicesdid. Whatisthetaskoftheprogressivemovement?Firstandforemost,itsintellectualsshouldtrytoconsciouslyinoculatethemselvesagainstthevirusofacademic corruption ofacceptinglogicallyincorrectestimationmethodsuncriticallyandtherebybetrayingtheinterestsofthemassoftheIndianpeople,merelybecausethose misguidedlyengagedinmakingtheseincorrectestimateshappentobetheirownpeers,ortheirfriends.Whatthehaplessandincreasingimpoverishedmassofour peopleneedareorganicintellectualswhoarestrongenoughtothinkindependentlyandrigorously,andnotbehegemonisedthemselvesbythepervasiveintellectual dishonestyorcontaminatedbytheopportunismwhichisrampantinthecorridorsofstatepower.Second,theobjectiveconditionsofrapidfoodpriceriseandlossof employmentunderglobalrecession,israisingpovertyandreducingfurthertheaccesstobasicnecessitiesforthebulkofthepopulation.Campaignsarenecessarytogrow morefoodgrains,operateanexpandedanduniversalpublicprocurementanddistributionsystem,curbpricespeculation,takemeasurestostabilisepricestogrowerand consumer,raisepurchasingpowerthroughmorethoroughimplementationofemploymentguaranteeincludingurbanemploymentschemeswhicharenecessarygiven thecontinuingriseinurbanpoverty. Table1 RuralPovertyinIndia,AllIndia1983to20045includingrevisedestimatesbyTendulkarCommittee

Note:Thepovertylinesmarkedwithasterix,arecomparablewithotherofficialpovertylinesintheTable.ThesePLscorrespondtotherevisedpovertypercentagesfor 19934and20045presentedintheTendulkarReport,andhavebeenobtainedbythisauthorfromtheogivesforthetwoyears.TheMRPpoverty linefor19934willbe aboutRs,255. Table2 UrbanPovertyinIndia19734to20045

AccordingtoProfTendulkarsfindings,in200405,37percentofthecountryspopulationwaslivingbelowthepovertyline.Thisfigureissignificantlyhigherthanthe

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figurereleasedbythePlanningCommission,accordingtowhich27.5percentarebelowthepovertyline.ProfTendulkarsfigureofheadcountishigherbecauseofthe largerbasketofconsumption,whichincludesexpenditureoneducationandhealthbythepoor. http://redbarricade.blogspot.com/2010/01/definitionofpovertyabsenceof.html DefinitionofPoverty:AbsenceOfAUniformStatisticalMeasure ByAshwaniMahajan THEgovernmenthasfrequentlybeenprovidingdifferingfiguresabouttheextentofpovertyinIndia.Andthismakesitdifficulttogaugetheextentoreventhe approximatefigure.Periodicchangesinthedefinitionofthepovertylinemaketheissueevenmorecomplicated. Itisobviousthatintheabsenceofauniformstatistical measureofpoverty,alleviationprogrammescannotbemeaningful. Thegovernmentadoptsvariousmeasurestoreducepoverty.Kerosene,cheapergrainandotherfooditemsaremadeavailablethroughthePublicDistributionSystem. Theruralandurbanemploymentprogrammesandfreemedicalfacilitiesareamongtheotherprogrammesthathavebeentakenup. Thegovernmentsproposedfood securitylegislationisalsoonthesamelines.Peoplebelowthepovertylinewouldhavetherighttodrawfoodatsubsidised prices. Ironicallyenough,thegovernmentisyettoidentifythoselivingbelowthepovertyline.ThereportoftheSaxenaCommittee, constitutedbytheunionministryofrural development,isparticularlyshocking.Infact,49.1percentofthepopulation,accordingtothisreport,existsbelowthepovertyline.Anestimated23percentofthepoor donothavearationcard,letalonetheBPLcard.Thereporthasrevealedthat17.4percentofthecardsareheldbytherich.Thecommitteehasrecommendedthatthe governmentshouldundertakeanationalsurveytoidentifythepoor. PovertyLineBaskets LastDecember,ProfSDTendulkar,theformerchiefeconomicadvisertothePrimeMinister,submittedthereportoftheexpert grouptoreviewtheMethodologyfor EstimationofPoverty.ThereportnotedthattheexistingallIndiaruralandurbanofficialpovertylineswereoriginallydefinedintermsofthepercapitatotalconsumer expenditureat197374marketprices.Itwasadjustedovertimeinkeepingwiththepricefluctuations.Butthe197374baselinecontinuedtobethereferencepointsfor povertylinebaskets(PLB)ofgoodsandservices.TheseallIndiaruralandurbanPLBswereanchoredinthepercapitacalorienormsof2400(rural)and2100(urban)per day.However,theycoveredtheconsumptionofallgoodsandservicesincorporatedintheruralandurbanpovertylinebaskets. AccordingtoProfTendulkarsfindings,in200405,37percentofthecountryspopulationwaslivingbelowthepovertyline.Thisfigureissignificantlyhigherthanthe figurereleasedbythePlanningCommission,accordingtowhich27.5percentarebelowthepovertyline.ProfTendulkarsfigureofheadcountishigherbecauseofthe largerbasketofconsumption,whichincludesexpenditureoneducationandhealthbythepoor. Earlierstudiesonredefiningpovertyhavealsotakennoteofthesevariablesandhavesuggestedsuitablemodificationsinthedefinitionofthepovertyline.Prof Tendulkarsreportissignificantasitgivesofficialsanctiontothesame.HehasrecommendedthatthePlanningCommissionandtheNationalSampleSurveyOrganisation (NSSO)makesuitablechangesintheirapproachindefiningthepovertyline. TheNSSO,whichconductsasamplesurveyofconsumerspending,estimatedthatthepeoplelivingthebelowpovertylineconstitutedonly28.3percentofthepopulation in200405.Incontrasttothisfigure,theArjunSenGuptaCommittee,formedbythegovernmentfortheunorganisedsector,statedthatmorethan77percentofthe peopleareforcedtoliveonRs20orlessperday.Thisisinsufficientevenfortheminimumrequirementofapersonsfood,health,shelterandclothing.Clearly,morethan 77percentofthepeoplecannotmeettheirbasicneeds.ButthegovernmentalwaystriestounderestimatetheBPLfigure.Thisisonlytoconveytheimpressionthatthe numberofthepoorisconstantlydeclining. Accordingtoofficialstatisticsin197374,320millionor55percentofthepopulationwaslivingbelowthepovertyline.Goingbythe2004projection,itdeclined to28per cent.Thetaskofdefiningpovertyandthepovertylinerestswiththegovernmenteconomists.Logically,suchadefinitionmustidentifytheruralpoor.Andtheofficial definitionhasbeenwidelycriticisedinthepast. Theproblemarosein199394and19902000.Theconsumerexpendituredata,usedbythegovernmenttoestimatepoverty,indicatedafewernumberofpeoplebelow thepovertyline.Andwithoutanysignificantimprovementintheconditionofthepoor.Criticssaythatthefiguresusedbythegovernmentshowedthatpovertydeclined overnight. Ifthecaloriebaseddefinitionistrulyimplemented,then80percentoftheruraland50percentoftheurbanpopulationwouldbefoundconsuminglessthan 2400and2100caloriesrespectively. Thisimpliesthatthegovernmentalwaystriestounderestimatethenumberofthecountryspoor.Andthisisdonebyjuggling the data. Pangsofhunger AccordingtotheUN,220millionpeopleinIndiasufferthepangsofhunger.Theproblemisprevalentinallagegroups...frominfantstotheold.Foodproductionhasbeen declining,foodimportsarerisingandfoodinsecuritydeepening.Whereasthepercapitaavailabilityoffoodgrainwas190kg perpersonperannumin197980,itdeclined toonly186kgin200405.Since200405,therisingpricesoffoodhavemademattersworse. AccordingtotheFoodandAgricultureOrganisation,about100millionpeoplehavealreadymovedtothecategoryofhungryallovertheworldfrom200405to200708. ProfTendulkarsexpertgrouphasrightlyrecommendedthatdefinitionofthepovertylinebechangedandanewmethodologybe adoptedincorporatingchangesinthe priceindex.Theconsumptionbasealsoneedstobeexpandedbyincludingtheexpenditureonhealthandeducation. Thedefinitionofpovertywillthennotbeperfect,butitwouldbeaforwardprogressionfromamerestarvationlinetoabetterdefinedpovertyline.Thusfar,the governmentspolicieshavebeenbasedonilldefinedparameters.Second,itwillbeforcedtospendmoremoneyonwelfare.Inthelongrun,ProfTendulkarsreportwill setabenchmarkindeterminingthemethodologyfortheassessmentofpoverty.

22. Chinasgrowth 11.9%lastquarter.

TheeconomyofthePeople'sRepublicofChinaisthethirdlargestintheworld,aftertheUnitedStatesandJapanwithanominalGDPofUS$4.91trillionwhenmeasured inexchangerateterms.ItisthesecondlargestintheworldafterthatoftheU.S.withaGDPof$8.77trillionwhenmeasuredonapurchasingpowerparity(PPP)basis. Chinaisthefastestgrowingmajoreconomyintheworld,andhashadthefastestgrowingmajoreconomyforthepast30yearswithanaverageannualGDPgrowthrateof over10%.Thecountry'spercapitaincomeisat$3,677(nominal,98thof178economies),and$6,567(PPP,99thof178economies)in2009,accordingtotheIMF.Chinais thesecondlargesttradingnationintheworldandthelargestexporterandsecondlargestimporterofgoods. Inthemodernera,China'sinfluenceintheworldeconomywasminimaluntilthelate1980s.Atthattime,economicreformsbegunafter1978begantogenerate significantandsteadygrowthininvestment,consumptionandstandardsofliving.Chinanowparticipatesextensivelyintheworldmarketandprivatesectorcompanies playamajorroleintheeconomy.Since1978hundredsofmillionshavebeenliftedoutofpoverty:AccordingtoChina'sofficialstatistics,thepovertyratefellfrom53%in 1981[3]to2.5%in2005.However,10.8%ofpeoplestillliveonlessthan$1aday(PPPadjusted).[4]Theinfantmortalityratefell39.5%between1990and2005,[5]and maternalmortalityby41.1%.[6]Accesstotelephonesduringtheperiodrosemorethan94fold,to57.1% Area:3,696,100sqmi,9,572,900sqkm.Population(2008):1,324,681,000.Density(2008):personspersqmi358.4,personspersqkm138.4. Urban(2006):43.9%.Sexdistribution(2006):male51.52%;female48.48%. Agebreakdown(2004):under15,19.3%;1529,22.1%;3044,27.2%;4559,19.0%;6074,9.6%;7584,2.4%;85andover,0.4%. Birthrateper1,000population(2006):12.1(worldavg.20.3).Deathrateper1,000population(2006):6.8(worldavg.8.6). Literacy(2000):percentageoftotalpopulationages15andoverliterate90.9%;malesliterate95.1%;femalesliterate86.5%. Majorimportsources:Japan14.6%;SouthKorea11.3%;Taiwan11.0%;Chinesefreetradezones9.3%;US7.5%;Germany4.8%;Malaysia3.0%;Australia2.4%;Thailand 2.3%;Philippines2.2%.Exports(2006;f.o.b.):US$968,936,000,000Majorexportdestinations:US21.0%;HongKong16.0%;Japan9.5%;SouthKorea4.6%;Germany 4.2%;TheNetherlands3.2%;UK2.5%;Singapore2.4%;Taiwan2.1%;Italy1.6%.

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23. CopenhagenSummit
Copenhagenclimatesummitundoneby'arrogance' ByRichardBlack Environmentcorrespondent,BBCNews Chinacoolingtower WesternnationsfailedtounderstandhowChinaworks,saysLordStern The"disappointing"outcomeofDecember'sclimatesummitwaslargelydownto"arrogance"onthepartofrichcountries,accordingtoLordStern. TheeconomisttoldBBCNewsthattheUSandEUnationshadnotunderstoodwellenoughtheconcernsofpoorernations. But,hesaid,thesummithadledtoanumberofcountriesoutliningwhattheywerepreparedtodotocurbemissions. SeventythreecountrieshavenowsigneduptothenonbindingCopenhagenAccord,thesummit'soutcomedocument. Theweaknatureofthedocumentledmanytocondemnthesummitasafailure;butLordSternsaidthatviewwasmistaken. "ThefactofCopenhagenandthesettingofthedeadlinetwoyearspreviouslyatBalididconcentrateminds,anditdidlead...toquitespecificplansfromcountriesthat hadn'tsetthemoutbefore,"hesaid. Therealityisdifferentfromhalfayearago GroHarlemBrundtland UNspecialenvoyonclimatechange Stillreal,stillaproblem "Sothisprocesshasitselfbeenakeypartofcountriesstatingwhattheirintentionsonemissionsreductionsare countriesthathadnotstatedthembefore,including ChinaandtheUS. "SothatwasaproductoftheUNFCCC(UNclimateconvention)processthatweshouldrespect." TheformerWorldBankchiefeconomistandauthoroftheinfluential2006reviewintotheeconomicsofclimatechangewasspeakingtoBBCNewsfollowingalectureat theLondonSchoolofEconomics(LSE),wherehenowchairstheGranthamResearchInstituteonClimateChangeandtheEnvironment. Duringthelecture,hecomparedtheatmosphereattheCopenhagensummittostudentpoliticsinthe1960s "chaotic,wearing,tiring,disappointing" andsaiditwasone inwhichcountrieshadlittleroomforrealnegotiating. However,hesaid,itwasvitaltostickwiththeUNprocess,whateveritsfrustrations.

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Twintracks HavingfailedtoagreeatreatytosupplantorsupplementtheKyotoProtocol,andhavingfailedtosetatimetableforagreeingsuchatreaty,opinionsareinevitablyspliton howcountriesseekingstrongercurbsongreenhousegasemissionsshouldmoveforward. LordStern Itcouldhavebeenmuchbetterhandledbytherichcountries LordStern SpeakinginBrussels,GroHarlemBrundtland theUN'sspecialenvoyonclimatechange suggestedtherewouldnowbeatwintrackapproach,withsomeofthe importantdiscussionstakingplaceoutsidetheUNFCCCumbrella. Shealsoacknowledgedthatthetalkshadprovedmuchmoreproblematicalthansomegovernments particularlyintheEU hadanticipated. "Theygotthemessagethatitwasmuchmorecomplicatedthan[theyhadbelieved],andthattheyhavetoworkwithBrazilandChinaandothers,notonlyinthebroad frameworkofUNnegotiationsbutalsomoredirectlyandpragmatically,"shesaid. "Therealityisdifferentfromhalfayearago." LordSternagreedthatwhathedescribedasthe"disappointing"outcomeoftheCopenhagentalkswaslargelydowntorichnations'failuretounderstanddeveloping worldpositionsandconcerns. "[Therewas]lessarrogancethaninpreviousyears wehave,Ithink,movedbeyondtheG8worldtotheG20worldwheremorecountriesareinvolved but[therewas] stillarroganceanditcouldhavebeenmuchbetterhandledbytherichcountries,"hesaid. TheEUlimiteditsroomformanoeuvre,hesaid,becausetoomanyoftheleadingpoliticalfigureswantedtodemonstratethattheywereleading. Brassfrompockets ThemostconcretepartoftheCopenhagenAccordisanagreementthatrichercountriesshouldraisefundstohelppoorernationsadapttoclimateimpactsand"green" theireconomies. LordSternisamemberofthegroupsetupbyUNSecretaryGeneralBanKimoontoadviseonhowtoraise$100bn(66bn)peryearby2020usingvarious"innovative mechanisms"thatcouldincludetaxesoninternationalaviationandbankingtransactions. Buttheimmediateobjective,hesuggested,wastoenacttheshorttermpromiseofproviding$30bnovertheperiod201012fromthepublicpursesofwesternnations. Ifthatmoneydidnotstarttomovefairlyquickly,hesaid,thatwouldfurthererodetrustamongdevelopingcountries. SpeakinginBrusselsduringameetingwithEUleaders,Mexico'senvironmentsecretaryJuanRafaelElviraendorsedthepoint. "ThedevelopingworldneedstoseeclearsignalstohavesomethingintheirhandsatCancun,"hesaid. TheMexicancoastalcitywillhostthisyear'sUNFCCCsummit. "Thedevelopingcountrieswanttoseethismoneyunblocked;theislandnationsespeciallyarewaitingforthisfunding,"said MrElvira. Howandwherethesefundsaretobedisbursedhasyettobedecided.

WhydidCopenhagenfailtodeliveraclimatedeal? ClimatesculptureinCopenhagen(Image:AFP) Thesummitfailedtodeliverawaytohaltdangerousclimatechange About45,000travelledtotheUNclimatesummitinCopenhagen thevastmajorityconvincedoftheneedforanewglobalagreementonclimatechange. Sowhydidthesummitendwithoutone,justanacknowledgementofadealstruckbyfivenations,ledbytheUS. AndwhydiddelegatesleavetheDanishcapitalwithoutagreementthatsomethingsignificantlystrongershouldemergenextyear? OurenvironmentcorrespondentRichardBlacklooksateightreasonsthatmighthaveplayedapart. 1.KEYGOVERNMENTSDONOTWANTAGLOBALDEAL Untiltheendofthissummit,itappearedthatallgovernmentswantedtokeepthekeystocombatingclimatechangewithinthe UNclimateconvention. Intheend,adealwasstruckbehindcloseddoors,notbytheconference Implicitintheconvention,though,istheideathatgovernmentstakeaccountofeachothers'positionsandactuallynegotiate. ThathappenedattheKyotosummit.Developednationsarrivedarguingforawiderangeofdesiredoutcomes;duringnegotiations,positionsconverged,andanegotiated dealwasdone. InCopenhagen,everyonetalked;butnoonereallylistened. TheendofthemeetingsawleadersoftheUSandtheBASICgroupofcountries(Brazil,SouthAfrica,IndiaandChina)hammeringoutalastminutedealinabackroomas thoughtheninemonthsoftalksleadinguptothissummit,andtheBaliActionPlantowhichtheyhadallcommittedtwoyears previously,didnotexist. Overthelastfewyears,statementsonclimatechangehavebeenmadeinotherbodiessuchastheG8,MajorEconomiesForum(MEF)andAsiaPacificEconomicCo operationforum(APEC),whichdonothaveformalnegotiations,andwhereoutcomesarenotlegallybinding. Itappearsnowthatthisisthearrangementpreferredbythebigcountries(meaningtheUSandtheBASICgroup).Languageinthe"CopenhagenAccord"couldhavebeen takenfrom indeed,somepassageswerereportedlytakenfrom,viathemechanismofcopyingandpasting G8andMEFdeclarations. Thelogicalconclusionisthatthisisthearrangementthatthebigplayersnowprefer aninformalsetting,whereeachcountrysayswhatitispreparedtodo where nothingisnegotiatedandnothingislegallybinding. 2.THEUSPOLITICALSYSTEM

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JustabouteveryothercountryinvolvedintheUNtalkshasasinglechainofcommand;whenthepresidentorprimeministerspeaks,heorsheisabletomake commitmentsfortheentiregovernment. NotsotheUS.ThepresidentisnotabletopledgeanythingthatCongresswillnotsupport,andhisinabilitytostepuptheUSofferinCopenhagenwasprobablythesingle biggestimpedimenttootherpartiesimprovingtheirs. Viewedinternationally,theUSeffectivelyhastwogovernments,eachwithpowerofvetoovertheother. Doubtlessthefoundingfathershadtheirreasons.ButitmakestheUSanationapartintheseprocesses,oftenunabletostatewhatitspositionisortomovethatposition anightmareforothercountries'negotiators. 3.BADTIMING AlthoughtheBaliActionPlanwasdrawnuptwoyearsago,itisonlyoneyearsinceBarackObamaenteredtheWhiteHouseandinitiatedattemptstocurbUScarbon emissions. BarackObama(Image:AFP) CopenhagenprobablycameayeartooearlyinBarackObama'spresidency Heisalsoattemptingmajorhealthcarereforms;andbothmeasuresareprovinghighlydifficult. IftheCopenhagensummithadcomeayearlater,perhapsMrObamawouldhavebeenabletospeakfromfirmerground,andperhapsoffersomeindicationoffurther actiondowntheline indicationsthatmighthaveinducedothercountriestostepuptheirownoffers. Asitis,hewasinapositiontooffernothing andothercountriesrespondedinkind. 4.THEHOSTGOVERNMENT Inmanyways,Denmarkwasanexcellentsummithost.Copenhagenwasafriendlyandcapablecity,transportlinksworked,Bella Centerfoodoutletsremainedopen throughthelongnegotiatingnights. DanishPrimeMinisterLarsLokkeRasmussen(left)chatswithfellowormerCOP15PresidentConnieHedegaard Developingnationsaccusedthehostsofholdingtalksbehindcloseddoors Climatenegotiations'suspended' ButthegovernmentofLarsLokkeRasmussengotthingsbadly,badlywrong. Evenbeforethesummitbegan,hisofficeputforwardadraftpoliticaldeclarationtoaselectgroupof"importantcountries" therebyannoyingeverycountrynotonthe list,includingmostoftheonesthatfeelseriouslythreatenedbyclimateimpacts. ThechiefDanishnegotiatorThomasBeckerwassackedjustweeksbeforethesummitamidtalesofahugeriftbetweenMrRasmussen'sofficeandtheclimatedepartment ofministerConnieHedegaard.Thisdestroyedtheatmosphereoftrustthatdevelopingcountrynegotiatorshadestablishedwith MrBecker. Procedurally,thesummitwasafarce,withtheDanestryingtohurrythingsalongsothataconclusioncouldbereached,bringingprotestafterprotestfromsomeofthe developingcountriesthathadpresumedeverythingonthetablewouldbeproperlynegotiated.Suspensionsofsessionsbecameroutine. Despitetheroastingtheyhadreceivedoverthefirst"Danishtext",repeatedlythehostssaidtheywerepreparingnewdocuments whichshouldhavebeenthejobofthe independentchairsofthevariousnegotiatingstrands. China'schiefnegotiatorwasbarredbysecurityforthefirstthreedaysofthemeeting aseriousissuethatshouldhavebeensortedoutafterdayone.Thiswassaidto havelefttheChinesedelegationinhighdudgeon. WhenMrRasmussentookoverforthehighleveltalks,itbecamequicklyevidentthatheunderstoodneithertheclimateconventionitselfnorthepoliticsoftheissue. ExperiencedobserverssaidtheyhadrarelyseenaUNsummitmoreineptlychaired. Itishardtoescapetheconclusionthattheprimeminister'sofficeenvisagedthesummitasanopportunitytocoverDenmarkandMrRasmusseninglory a"madein Denmark"pactthatwouldsolveclimatechange. Mostofus,Isuspect,willrememberthecityandpeopleofCopenhagenwithsomeaffection.Butitislikelythathistorywilljudgethatthegovernment'spoliticalhandling ofthesummitcoveredtheprimeministerinsomethingmarkedlylessfragrantthanglory. 5.THEWEATHER Although"climatesceptical"issuesmadehardlyastirintheplenarysessions,anydelegatewaveringastothescientificcredibilityofthe"climatethreat"wouldhardly havebeenconvincedbythefreezingweatherand onthelastfewdays thesnowthatblanketedroutesfromcitycentretoBellaCenter. Reportingthatthe"noughties"hadbeenthewarmestdecadesinceinstrumentalrecordsbegan,theWorldMeteorologicalOrganization(WMO)noted"exceptinpartsof NorthAmerica". IftheUSpublichadexperiencedthesearingheatandprolongeddroughtsandseriouslyperturbedrainfallpatternsseeninothercornersoftheglobe,wouldtheyhave pressedtheirsenatorsharderonclimateactionoverthepastfewyears? 6.24HOURNEWSCULTURE Thewaythisdealwasconcoctedandannouncedwasperhapsthelogicalconclusionofanewsculturewhereinitismoreimportanttobeamaspeakingpresidentliveinto peoples'homesfromtheothersideoftheworldthanitistoevaluatewhathashappenedandgiveabalancedaccount. Copenhagensummit'smediacentre(Image:AFP) Thousandsofjournalistscoveredeverytwistandturnatthesummit TheObamaWhiteHousemountedasurgicalstrikeofastoundingeffectiveness(andastoundingcynicism)thatsawthepresidentannouncingadealliveonTVbefore anyone evenmostofthegovernmentsinvolvedinthetalks knewadealhadbeendone. ThenewswentfirsttotheWhiteHouselobbyjournaliststravellingwiththepresident.Withduerespect,theyarenotaswellequippedtoaskcriticalquestionsasthe environmentspecialistswhohadspenttheprevioustwoweeksattheBellaCenter. Aftertheevent,ofcourse,journalistsporedoverthedetails.Buttheagendahadalreadybeenset;bythetimethosearticlesemerged,anyonewhowasnotparticularly interestedintheissuewouldhavecometobelievethatadealonclimatechangehadbeendone,withtheUSprovidingleadershiptotheglobalcommunity. The24hourlivenewsculturedidnotmaketheCopenhagenAccord.ButitsexistenceofferedtheWhiteHouseawaytokeeptheaccord'schiefarchitectawayfromall meaningfulscrutinywhiletellingtheworldofhistriumph.

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7.EUPOLITICS ForabouttwohoursonFridaynight,theEUheldthefateoftheObamaBASIC"accord"initshands,asleaderswhohadbeensideswipedbytheafternoon'sdiplomatic coupd'etatstruggledtomakesenseofwhathadhappenedanddecidetheappropriateresponse. EuropeanCommissionpresidentJoseManuelBarroso(Image:AP) TheEUcalledthedealdisappointing,sowhydidthe27nationblocacceptit? IftheEUhaddeclinedtoendorsethedealatthatpoint,asubstantialnumberofdevelopingcountrieswouldhavefollowedsuit,andtheaccordwouldnowbesimplyan informalagreementbetweenahandfulofcountries symbolisingthefailureofthesummittoagreeanythingclosetotheEU'sminimumrequirements,andputtingsome beefbehindEurope'sinsistencethatsomethingsignificantmustbeachievednexttimearound. SowhydidtheEUendorsesuchanemasculateddocument,giventhatseveralleadersbeforehandhaddeclaredthatnodealwould bebetterthanaweakdeal? Theanswerprobablyliesinamixture inproportionsthatcanonlybeguessedat ofthreefactors: Politicsasusual ienevergoagainsttheUS,particularlytheObamaUS,andalwaysemergewithsomethingtoclaimasasuccess EUexpansion,whichhasincreasedtheproportionofgovernmentsintheblocthatareunconvincedoftheargumentsforconstrainingemissions ThefactthatimportantEUnations,inparticularFranceandtheUK,hadinvestedsignificantpoliticalcapitalinpreparingthegroundforadeal tyingupapactonfinance withEthiopia'sPresidentMelesZenawi,andmountingamajordiplomaticpushonThursdaywhenitappearedthingsmightunravel. HavingpreparedthebedforUSandChineseleadersandhavinghopedtoshareitwiththemasequalpartners,acquiescingtoanoutcomethatitdidnotwantannounced inamannerthatgaveitnorespectarguablyleavestheEUcastinaroleratherlessdignifiedthatitmighthaveimagined. 8.CAMPAIGNERSGOTTHEIRSTRATEGIESWRONG Anincredibleamountofmessagingandconsultationwentonbehindthescenesintherunuptothismeeting,asvastnumbersofcampaigngroupsfromalloverthe planetstrivedtocoordinatetheir"messaging"inordertomaximisethechancesofachievingtheirdesiredoutcome. Themessaginghadbeen initsbroadestterms topraiseChina,India,Brazilandtheothermajordevelopingcountriesthatpledgedtoconstrainthegrowthintheir emissions;togoeasyonBarackObama;andtolambastthecountries(Canada,Russia,theEU)thatcampaignersfeltcouldandshoulddomore. Now,postmortemsarebeingheld,andallthosepositionsareupforreview.USgroupsarestillgivingMrObamamorebrickbatsthanbouquets,forfearofwrecking Congressionallegislation butachangeofstanceispossible. HavingseenthedealemergethattherealleadersofChina,Indiaandtheotherlargedevelopingcountriesevidentlywanted,howwillthosecountriesnowbetreated? HowdoyoucampaigninChina orinSaudiArabia,anotherinfluentialcountrythatemergedwithafavourableoutcome? Thesituationisespeciallydemandingforthoseorganisationsthathavetraditionallysupportedthedevelopingworldonarangeofissuesagainstwhattheyseeasthe west'sdamagingdominance. AfterCopenhagen,thereisno"developingworld" thereareseveral.Respondingtothisnewworldorderisachallengeforcampaigngroups,asitwillbeforpoliticiansin theoldcentresofworldpower. WhydoyouthinkCopenhagenfailedtodeliveradeal?Youcansendusyourviewsusingtheformbelow: Aselectionofyourcommentsmaybepublished,displayingyournameandlocationunlessyoustateotherwiseintheboxbelow. Yourcomments: Westernleadersdon'thaveanymandatefromvotersforimplementingtheradicalpoliciesrequiredtolimitatmosphericC02.AndtheChineseleadershipwon't implementanymeasuresthatmightfermentpopularopposition.Sohowcouldthisconferencehaveever"succeeded"? David,Wallasey,UK TheCopenhagensummitonclimatechangefailedforonlyasimplereason:thelackofpoliticalwilltounderstand,recogniseandacceptthescientificevidenceandthe worldwidedailyhavocthatistestimonyoftherealityofclimatechange. GervaisMarcel,Valetta,Malta Itfailedtodeliverbecausetacklingclimatechangeiscontrarytotheinfiniteeconomicgrowththeorythatunderpinscapitalisteconomicsandwesternconsumerism. However,asweliveonafiniteplanet,somethingwillhavetogive. MrRHiggins,Northumberland,UK Copenhagenfailedtodeliveradealbecausehumanshaveforgottenhumanity. ShyamGodar,Belgium Iwouldaddthefollowingreasons:1Climatecontrolenthusiasts"avantlalettre"areinclinedtooverstatetheirownopinionasbeingtherightone.2Themotivationfrom manycountries'governmentstoparticipateinclimatecontroltalksismoney.3Congressesdonotmakedecisions.4Manyindividualpartieshadmadestatementstothe publicinadvancewhatkindofdealshouldberealised,andthereforetheywereimprisonedbytheirownprematurepositions. GertEussen,Oostende,Belgium Theverypremisethattheconferenceisbasedonisfaulty.ManmadeglobalwarmingdrivenbyCO2isbunk. DavidGuy,Rehovot,Israel Themorepoliticalanissuegets,themoreperverteditgets.Climatechangeisapoliticalhoaxandscientificfraud.Thewholethingstinks,anybindingagreementsoncuts inCO2emissionswouldonlyhaveledtooppressionandmisery. AndersEricsson,Mariestad,Sweden MrBlackmakesveryinsightfulobservationsoneightpoints.Buthehasoverlookedaninthpoint,onewhichwascompletelyandinexplicablyoverlookedatCopenhagen.If theparticipantshadinvokedthespectreofPeakOil,thedelegateswouldhavehadasecondimperativetoaction.Thepeaking ofglobaloilproduction,decliningexport capacity,decliningnetenergyandthelackofviablesubstitutesforpetroleum thesefourissuesareadditionalreasonswhyweneedurgentandcooperativeactionto beginthetransition. RickMunroe,HoweIsland,Ontario,Canada

Copenhagendealreactioninquotes USPresidentBarackObamahasreachedwhathecalleda"meaningful"dealwithChina,India,BrazilandSouthAfricaonclimatechange.

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ButtheagreementstruckonthelastdayoftheCopenhagenconferencedoesnotsetspecificemissionreductionsandisnotlegallybinding. Belowarereactionsfromkeyfiguresattheconferenceandnongovernmentalorganisations. Developedcountries Developingnations Nongovernmentalgroups DEVELOPEDCOUNTRIES BARACKOBAMA,USPRESIDENT We'regoingtohavetobuildonthemomentumthatwe'veestablishedhereinCopenhagentoensurethatinternationalactionto significantlyreduceemissionsis sustainedandsufficientovertime.We'vecomealongwaybutwehavemuchfurthertogo. GORDONBROWN,UKPRIMEMINISTER Wehavemadeastart.Ibelievethatwhatweneedtofollowuponquicklyisensuringalegallybindingoutcome. JOSEMANUELBARROSO,EUCOMMISSIONPRESIDENT Iwillnothidemydisappointmentregardingthenonbindingnatureoftheagreementhere.Inthatrespectthedocumentfallsfarshortofourexpectations. NICOLASSARKOZY,FRENCHPRESIDENT Thetextwehaveisnotperfect...Ifwehadnodeal,thatwouldmeanthattwocountriesasimportantasIndiaandChinawouldbefreedfromanytypeofcontract...the UnitedStates,whichisnotinKyoto,wouldbefreeofanytypeofcontract.That'swhyacontractisabsolutelyvital. Backtostory DEVELOPINGNATIONS XIEZHENHUA,HEADOFCHINA'SDELEGATION Themeetinghashadapositiveresult,everyoneshouldbehappy.Afternegotiationsbothsideshavemanagedtopreservetheir bottomline.FortheChinesethiswasour sovereigntyandournationalinterest. SERGIOSERRA,BRAZIL'SCLIMATECHANGEAMBASSADOR It'sverydisappointing,Iwouldsay,butitisnotafailure...ifweagreetomeetagainanddealwiththeissuesthatarestillpending.Wehaveabigjobaheadtoavoid climatechangethrougheffectiveemissionsreductiontargetsandthiswasnotdonehere. LUMUMBASTANISLAUSDIAPING,HEADOFG77GROUP [Thedrafttext]asksAfricatosignasuicidepact,anincinerationpactinordertomaintaintheeconomicdominanceofafewcountries.Itisasolutionbasedonvalues,the verysamevaluesinouropinionthatfunnelledsixmillionpeopleinEuropeintofurnaces. IANFRY,TUVALU'SLEADNEGOTIATOR Itlookslikewearebeingoffered30piecesofsilvertobetrayourpeopleandourfuture. MOHAMEDNASHEED,MALDIVES'PRESIDENT Anythingabove1.5degrees,theMaldivesandmanysmallislandsandlowlyingislandswouldvanish.Itisforthisreasonthatwetriedveryhardduringthecourseofthe lasttwodaystohave1.5degreesinthedocument.Iamsosorrythatthiswasblatantlyobstructedbybigemittingcountries. CLAUDIASALERNOCALDERA,VENEZUELANDELEGATE Iaskwhether undertheeyeoftheUNsecretarygeneral youaregoingtoendorsethiscoupd'etatagainsttheauthorityoftheUnitedNations. DESSIMAWILLIAMS,ASSOCIATIONOFSMALLISLANDSTATES Welostourvigorouscommitmentfromotherpartiesto[atemperaturetargetof]1.5C. Wewerenotabletosecurealegallybindingoutcome.Wewerenotabletosecuremidtermtargets,apeakingyearandmanyotherfactorsthatAOSISbelievesiscrucial tooursurvival. Backtostory NONGOVERNMENTALGROUPS NNIMMOBASSEY,FRIENDSOFTHEEARTHINTERNATIONAL Copenhagenhasbeenanabjectfailure.Justicehasnotbeendone.Bydelayingaction,richcountrieshavecondemnedmillionsoftheworld'spoorestpeopletohunger, sufferingandlossoflifeasclimatechangeaccelerates.Theblameforthisdisastrousoutcomeissquarelyonthedevelopednations. JOHNSAUVEN,GREENPEACEUK ThecityofCopenhagenisacrimescenetonight,withtheguiltymenandwomenfleeingtotheairport.Therearenotargetsforcarboncutsandnoagreementonalegally bindingtreaty.Itseemstherearetoofewpoliticiansinthisworldcapableoflookingbeyondthehorizonoftheirownnarrowselfinterest,letalonecaringmuchforthe millionsofpeoplewhoarefacingdownthethreatofclimatechange. JOHNASHE,CHAIROFKYOTOPROTOCOLTALKS Givenwherewestartedandtheexpectationsforthisconference,anythinglessthanalegallybindingandagreedoutcomefallsfarshortofthemark.Onthetheother hand...perhapsthebarwassettoohighandthefactthatthere'snowadeal...perhapsgivesussomethingtohangourhaton.

CopenhagenclimatedealmeetsqualifiedUNwelcome UNSecretaryGeneralBanKimoonhailstheagreement UNSecretaryGeneralBanKimoonhaswelcomedaUSbackedclimatedealinCopenhagenasan"essentialbeginning". Buthesaidtheaccord,reachedwithkeynationsincludingChinaandBrazil,mustbemadelegallybindingnextyear.

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Afterintensewrangling,delegatespassedamotionsimplytakingnoteofthedeal,withoutformallyadoptingit. Thepactdidnotwinunanimoussupport,amidoutragefromsomedevelopingnationswhosaiditlackedspecifictargetsforreducingcarbonemissions. USLEDCOPENHAGENDEAL *Noreferencetolegallybindingagreement *Recognisestheneedtolimitglobaltemperaturesrisingnomorethan2Cabovepreindustriallevels *Developedcountriesto"setagoalofmobilisingjointly$100bnayearby2020toaddresstheneedsofdevelopingcountries" *Ontransparency:EmergingnationsmonitorowneffortsandreporttoUNeverytwoyears.Someinternationalchecks *Nodetailedframeworkoncarbonmarkets "variousapproaches"willbepursued

Theaccordincludesarecognitiontolimittemperaturerisestolessthan2Candpromisestodeliver$30bn(18.5bn)ofaidfordevelopingnationsoverthenextthree years. Itoutlinesagoalofproviding$100bnayearby2020tohelppoorcountriescopewiththeimpactsofclimatechange. Theagreementalsoincludesamethodforverifyingindustrialisednations'reductionofemissions.TheUShadinsistedthatChinadroppeditsresistancetothismeasure. ButtheBBC'senvironmentcorrespondentRichardBlacksaystheCopenhagenAccordlooksunlikelytocontaintemperaturerisestowithinthe2C(3.6F)thresholdthatUN scientistssayisneededtoavertseriousclimatechange. USPresidentBarackObamadescribednegotiationsas"extremelydifficultandcomplex",butsaidtheyhadlaid"thefoundation forinternationalactionintheyearsto come". "Thisprogressdidnotcomeeasily,andweknowthatprogressonthisparticularaspectofclimatechangenegotiationsisnot enough,"headded. 'Toothlessfailure' SeveralSouthAmericancountries,suchasNicaraguaandVenezuela,wereamongagroupsayingtheagreementhadnotbeenreachedthroughproperprocess.

ATTHESCENE MinistersandscientistsandcampaignerswhodedicatedhugeswathesofthelastyeartomakingatoughdealhappenwatchedaghastasChineseandUSleadersand theirentouragesflewin,tookovertheagendaandemergedwithwhatwasbasicallytheirownprivatedeal,withleadersannouncingitliveontelevisionbeforeothers realisedithadhappened. Asyou'dexpect,leadersfromEUcountriesandthedevelopingworldthatreallydon'tlikethisdealhavebeenassumingrictusgrinsandtellingusit'sa"goodfirststep". Problemis,Baliin2007wasthe"firststep";cometothat,Rioin1992wasthe"firststep".Wherewegofromhereisn'tclearatthemoment.

Afteranallnightnegotiatingmarathon,the193nationtwoweekconferenceendedat1426GMTonSaturday. "TheconferencedecidestotakenoteoftheCopenhagenAccordofDecember18,2009,"thechairmanoftheplenarysessionoftheUNFrameworkConventiononClimate Change(UNFCCC)declaredearlierintheday,swiftlybangingdownhisgavel. Environmentalcampaignersandaidagenciesbrandedthedealtoothlessandafailure. RobertBailey,ofOxfamInternational,said:"Itistoolatetosavethesummit,butit'snottoolatetosavetheplanetanditspeople." MrBantoldjournalists:"Itmaynotbeeverythingwehopedfor,butthisdecisionoftheConferenceofPartiesisanessentialbeginning." TheCopenhagenAccordisbasedonaproposaltabledonFridaybyaUSledgroupoffivenations includingChina,India,BrazilandSouthAfrica. TheUK'sClimateChangeSecretaryEdMilibandsaiditwasveryimportantthattheadoptionoftheaccordwouldallowtheflow ofmoneytobegin. But,hesaid:"Werecognisetherecouldhavebeenmoreambitioninpartsofthisagreement.Thereforewehavegottodriveforwardashardaswecantowardsbotha legallybindingtreatyandthatambition."

Delegateshadbattledthroughthenighttopreventthetalksendingwithoutclinchinganagreement. ThedealwaslambastedbysomedevelopingnationswhenitwasputtoafullsessionoftheUNFCCC. ThemainoppositioncamefromtheALBAblocofLatinAmericancountriestowhichNicaraguaandVenezuelabelong,alongwithCuba,EcuadorandBolivia. VenezuelandelegateClaudiaSalernoCalderasaidthedealwasa"coupd'etatagainsttheauthorityoftheUnitedNations". Climate'holocaust' LumumbaStanislausDiAping,theSudanesenegotiator,saidtheaccordspelled"incineration"forAfricaandcomparedittotheNazissending"6millionpeopleinto furnaces"intheHolocaust.

Graphicofglobalwarmingprojection(Image:BBC) Copenhageningraphics Globalwarming:Afutureglimpse ButtheAfricanUnionbackedthedealandhisstatementwasdenouncedbyotherdelegations. Inafurthertwist,saysBBCenvironmentreporterMattMcGrath,thereistobealistofthosecountriesinfavourandagainstonthefrontofthefinaldocument,withsome expertssuggestingmoneywillonlyflowtothosewhosayyes. Duringthesummit,smallislandnationsandvulnerablecoastalcountrieshaddemandedabindingdealtolimitemissionstoalevelpreventingtemperaturesrisesabove 1.5C(2.7F)overpreindustriallevels.

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24. SakhiMandalYojana
ProjectObectives Enablethepoorwomen,particularlyinruralareasofGujarattoimprovetheiraccesstoresourcesandconsequentlystrengthenlivelihoodsandqualityoflife. *Formationofwomenselfhelpgroupsbasedonthriftandcreditprinciples. *Facilitatingsustainedaccessofpoortofinancialservicesandconsequentlyacceleratetheprocessofeconomicdevelopment. *Promotehumancapitaldevelopmentandensurewelfareofwomeninwhichtheyparticipateinmakingdecisions. *Convergenceofservicesandbenefitofvariousgovernmentdepartmentthusdevelopaframeworkofawiderrangepartnershipinmicrofinancedevelopment. ProjectArea *EntireStateofGujarat TimeFrame *ThreeYear From200607toJanauary2010 TotalBudget *Rs.94crore(inclusiveofRs.50croreforRevolvingFundGrant@Rs.5000pergroup)forthreeyears. ImplementingStrategy *Theimplementingstrategywouldbebroadlydividedintotwoparts. 1.TrackingandCreditlinkageofexistingSMGroups 2.Formation,nurturing&linkageofnewSMGroups *FormationofnewSakhiMandalandrevivetheexistingSakhiMandalthroughICDS(85%)andNGOs.(15%) GoalsEnvisagedForFormationAndNurturingOfSakhiMandal *TotrackexistingreportedSHGs(1.44lakh) *Tocreditlinkadditional25,000existingSHGs(35,000alreadycreditlinked) *Toformadditional1.40lakhSHGs *Tocreditlink1lakhnewSHGs Incentives Incentives:ICDS *AnganwadiWorkers@Rs.1500pergroup (SBa/c300,CreditLinkage700,Repayment500) *Supervisors&ACDPOs@Rs.3000per50groups (SBa/c500,CreditLinkage1500,Repayment1000) *CDPOs@Rs.6000per300groups (SBa/c1000,CreditLinkage3000,Repayment2000) Incentives:NGO Incentives@Rs.3000pergrouptobepaidinstages *OnacceptanceofTermsandConditionsRs.300/ (10%) *OpeningofSBa/cRs.600/ (20%) *CreditlinkageRs.900/ (30%) *RepaymentRs.900/ (30%) *EvaluationRs.300/ (10%) *250socialworkers oneperblock&1perdistrict(7500permonthincludingSalary,TA,DA,Stationary&otherofficeexpenses)

SuccessStoriesofSakhiMandal

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Microfinance GujaratEnablethepoorwomen,particularlyinruralareasofGujarattoimprovetheiraccesstoresourcesandconsequentlystrengthenlivelihoodsandqualityoflife. http://www.ruraldev.gujarat.gov.in/pdfs/SAKHIMANDALGR.pdf

25. LijjatPapad
ShriMahilaGrihaUdyogLijjatPapad,popularlyknownasLijjat,isanIndian,women'sorganizationinvolvedinmanufacturing ofvariousfastmovingconsumergoods.The organization'smainobjectiveisempowermentofwomenbyprovidingthememploymentopportunities.Startedintheyear1959withaseedcapitalofRs.80,Lijjattoday hasanannualturnoverofaroundRs.500crore(Rs.5billion)[2],withRs.250croreinexportsandprovidesemploymenttoaround42,000employees.Lijjatishead quarteredinMumbaiandhas67branchesand35divisionsalloverIndia. Lijjatisprimarilyacottageindustry,urbanbyitsorigin,thathasspreadtotheruralareas[4].Itisconsideredasoneofthemostremarkableentrepreneurialinitiativesby womenthatisidentifiedwithfemaleempowermentinIndia. HISTORY LijjatwasthebrainchildofsevensemiliterateGujaratihousewivesfromBombay(nowMumbai).ThewomenlivedinLohanaNiwas,agroupoffivebuildingsinGirgaum. Theywantedtostartaventuretocreateasustainablelivelihoodusingtheonlyskilltheyhadi.e.cooking.Thesevenwomen wereJaswantibenJamnadasPopat, ParvatibenRamdasThodani,UjambenNarandasKundalia,Banuben.N.Tanna,LagubenAmritlarGokani,JayabenV.Vithalani,andonemoreladywhosenameisnot known[6]. ThewomenborrowedRs80fromChaganlalKaramsiParekh,amemberoftheServantsofIndiaSocietyandasocialworker[6].Theytookoveralossmakingpapadmaking venturebyoneLaxmidasbhai[7]andboughtthenecessaryingredientsandthebasicinfrastructurerequiredtomanufacturepapads.OnMarch15,1959,theygatheredon theterraceoftheirbuildingandstartedwiththeproductionof4packetsofPapads[8].Theystartedsellingthepapadstoa knownmerchantinBhuleshwar.Fromthe beginning,thewomenhaddecidedthattheywouldnotapproachanyonefordonationsorhelp,eveniftheorganizationincurred losses[9]. ChaganlalKaramsiParekh,popularlyknownasChaganbapa,becametheirguide[4].Initially,thewomenweremakingtwodifferentqualitiesofpapads,inordertosellthe inferioroneatacheaperrate.Chaganbapaadvisedthemtomakeastandardpapadandaskedthemnevertocompromiseonquality.Heemphasizedtothemthe importanceofrunningitasabusinessenterpriseandmaintainingproperaccounts[10]. Lijjatexpandedasacooperativesystem.Initially,evenyoungergirlscouldjoin,butlatereighteenwasfixedastheminimumageofentry.Withinthreemonthstherewere about25womenmakingpapads.Soonthewomenboughtsomeequipmentforthebusiness,likeutensils,cupboards,stoves,etc.Inthefirstyear,theorganization's annualsaleswereRs.6196[11].Thebrokenpapadsweredistributedamongneighbours[7]. Duringthefirstyear,thewomenhadtostopproductionforfourmonthsduringtherainyseasonastherainswouldpreventthedryingofthepapads[4].Thenextyear, theysolvedtheproblembybuyingacotandastove.Thepapadswerekeptonthecotandthestovebelowthecotsothattheprocessofdryingcouldtakeplaceinspiteof therains[6]. Thegroupgotconsiderablepublicitythroughwordofmouthandarticlesinvernacularnewspapers.Thispublicityhelpeditincreaseitsmembership.Bythesecondyearof itsformation,100to150womenhadjoinedthegroup,andbytheendofthethirdyearithadmorethan300members[6].Bythistime,theterraceofsevenfounders couldnolongeraccommodatethemembersandtheingredients,sothekneadedflourwasdistributedamongthememberswhowould takeittotheirhomesandmake papads[4].Thepapadswerebroughtbackforweighingandpackaging. AnattempttostartabranchinMaladsuburbofMumbai,in1961,wasunsuccessful[12].In1962,thenameLijjat(Gujaratifor "tasty")waschosenbythegroupforits products.ThenamewassuggestedbyDhirajbenRuparel,waschoseninacontestheldforthepurpose,withprizemoneyofRs.5[7].TheorganizationwasnamedShri MahilaGrihaUdyogLijjatPapad[6].InmanyIndianlanguages,Mahilameanswomen,Grihameanshome,Udyogmeansindustry.By196263,itsannualsalesofpapads touchedRs.1.82lakh[4]. InJuly1966,LijjatregistereditselfasasocietyundertheSocietiesRegistrationAct1860[6].Inthesamemonth,onChaganbapa'srecommendation,UNDeodhar,the chairmanofKVICpersonallyinspectedtheLijjat[4].KVICorKhadiDevelopmentandVillageIndustriesCommissionisastatutorybodysetupbytheGovernmentofIndia fordevelopmentofruralindustries.InSeptember1966,KVICformallyrecognizedLijjatasaunitbelongingtothe"processingofcerealsandpulsesindustrygroup"under theKhadiandVillageIndustriesAct.Itwasalsorecognizedasa"villageindustry".In1966,KVICgranteditaworkingcapitalofRs.8lakhs(0.8million)andwasallowed certaintaxexemptions[6]. AnattempttostartabranchinSanglitown,in1966,wasunsuccessful[12].ThefirstbranchoutsideMaharashtrawasestablishedatValod,Gujaratin1968[11].After

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1970s,Lijjatsetupflourmills(1975),printingdivision(1977)andpolypropylenepackingdivision(1978).Thegroupalsoinitiatedsomeunsuccessfulventuressuchas cottageleather(1979),matches(1979),andagarbattis(incensesticks)[13]. InJuly1979,thegeneralsecretaryofatradeuniontriedtointerfereinLijjat'saffairs,makingcertaindemandsonbehalf ofafewmembersisters.L.C.Joshi,Labour AdvocateofBombayandawellknownindustrialrelationsexpert,wascalledforconsultations.Inhisobservationson"WhoownsLijjat?",heclarifiedthat membersisters werecompetenttotakeadecisionfortheirownanditwasnotopenforanoutsideagencytointerferewiththeinternalworkingofLijjat[14]. In1985,theLijjatbranchatJabalpurwastakenoverbyoneShantilalShahashisownunit,whichheranwiththehelpofaSanchalika(branchhead),whowaswifeofhis employee.Lijjatwentthroughtremendouspressuresandcourtstayorderstoretrievethesituation[15]. In1987,LijjatpurchasednewpremisesatKamalApartmentsinBandra,asuburbofMumbai.TheregisteredofficeshiftedtotheBandrawitheffectfromJuly1988[7].In 1988,LijjatenteredthesoapmarketwithSasadetergentandsoap[16]..SasahadannualsalesofRs500million,accountingfor17percentofLijjat'stotalturnoverin1998. InMarch1996,the50thbranchofLijjatwasinaugratedinMumbai[17]. In1980s,Lijjatalsostartedtakingpartinseveraltradefairsandexhibitions,whichimproveitssalesandmadethebrandname"Lijjat"wellknownamongthepeople[7]. Theadvertisingwasundertakenthroughthevernacularnewspapers,televisionandradio.Theinstitutionsponsoredprogramsandgaveawaygiftsforthewinnersof specificshowsinthetelevision[18].ThemoneyforadvertisementswasspentbythePolypropyleneDivision,whichrecoveredthesamebyaddingittothepriceofthe bagsthatitsuppliedtoallthebranchesanddivisionsthroughoutIndia[19]. Inthe1980sand1990s,Lijjatstartedattractedattentionofforeignvisitorsandofficials.TheVicePresidentofUganda,Dr.SpeciosaWandiraKazibwe,visitedLijjat's centralofficeinJanuary1996,sinceshewantedtostartasimilarinstitutioninUganda[20].Lijjatstartedexportingitsproductswiththehelpofmerchantimportersinthe UnitedKingdom,theUnitedStates,theMiddleEast,Singapore,theNetherlandsThailand,andothercountries.ItsannualexportsaccountedformorethanUS$2.4million in2001[11][21].Asitspopularitygrow,LijjatstartedfacingtheproblemoffakeLijjatpapadsbeingintroducedinthemarket.InJune2001,threepersonswerearrestedin thisconnection,inBihar[4].Lijjat'swebsiteexplainstheidentificationfeaturesoforiginalLijjatpapads. Lijjatreceivedthe"BestVillageIndustriesInstitution"awardfromKVICfortheperiod199899to200001[22].In2002,the"BusinesswomanoftheYear"awardwasgiven to"TheWomenBehindLijjatPapad"atTheEconomicTimesAwardsforCorporateExcellence[23].Attheawardsceremony,thePresidentofLijjaturgedtheState GovernmentsofMaharashtraandPunjabtoreconsidertheirdecisionofwithdrawingthetaxexemptiononLijjat'sSasaDetergent. In2002,LijjathadaturnoverofRs3billionandexportsworthRs.100million.Itemployed42,000peoplein62divisionsalloverthecountry[6].The62ndbranchbecame operationalatJammuandKashmirin2002,enrollingover150members[11]. In2003,Lijjatreceivedthe"BestVillageIndustryInstitution"[22].ItalsoreceivedthePHDCCIBrandEquityAward2005[24]. Lijjatmarksits50thyearofexistenceonMarch15,2009.[25]. ShriMahilaGrihaUdyoghasdiversifieditsvariousactivities.Besidesit'sworldfamouspapadsitalsocurrentlyhas * AFlourDivisionatVashi(Mumbai)whereflourismilledfromUdadDalandMoongDal.

*AMasalaDivisionatCottongreen(alongwithaQualityControlLaboratory)atthesameplacewheredifferentkindsofspicepowderslikeTurmeric,Chillies, CorianderandreadymixmasalaandlikeGaramMasala,TeaMasala,PavBhajiMasala,PunjabiCholeMasalaetc.arepreparedandpackedinconsumerpacks. *APrintingDivisionalsoatthesameplace. *LijjatAdvertisingDivisionatBandra(Mumbai) *AKhakhraDivisionatBuhari(DistValod) *ChapatiDivisionsatWadala,Borivali,Mulund&Kandivali(HanumanNagar) *APolypropylenesetupatKashiMiraRoad. *AVadiproducingfactoryatValod. *ABakeryDivisionatValod. *ADetergentPowderandCakesmanufacturingunitatPune(Sanaswadi)andHyderabad.

26. Successfulwomenentrepreneurs
SoniaGandhi:OneofthefrontrunnersandmostsuccessfulrunnersinthearenaofIndianpolitics,SoniaGandhiisknownfor hercharismaandpersonality.Herpolitical wisdom,skillandactionshavehelpedherclimbtheladderofsuccesswithinashortspan.Sheisstillcontinuingthelegacy oftherenownedGandhifamilywithherpolitical vision.Thishasmadeheroneofthemostrespectedpoliticalfiguresacrosstheglobe. KiranBedi:KiranBediwasperhapsthefirstpersonwhobrokethemyththatwomencannotbepoliceofficers.Hercourage,stamina,willpowerandresponsibilitywon heraccoladesfromallsectors.HerdedicationtoreformthepolicesysteminIndiaandalsoherassociationwithvarioussocialactivitieswonhertheRamonMagsaysay Award. BarkhaDutt:BarkhaDuttisperhapsoneofthegreatestnewsandmediapersonalitiesinIndia.Herkeennewssense,courage, dedicationhasmadeheraknownnamein everynookandcornerofthecountry.FromthearmybarracksofKashmirtothestreetsofIndia,herfinesseandexpertisein deliveringnewshasmadeherstandabove thecrowd. SaniaMirza:SaniaMirzahasmadeIndiaproudinthetennisplatformbyherskillsandtenacity.Thisbeautifulteenagerfrom Hyderabadhasconsistentlyperformedin majorATPtournamentsandisalsoaknownfaceinthemediaforhercharm. ShahnazHussain:ShebroughtthebreezeofrevolutioninthefieldofbeautytreatmentinIndia.Herherbalbeautytreatments havewonaccoladesallovertheworldand haveadornedwomenfordecades.ThebeautychainofShahnazHussainisknownforawiderangeoftreatmentsandherbalcosmeticsofferingstunningresults.Shehas clienteleincludingalltherenownedwomenpersonalitiesroundtheworld.IndiraGandhi,thefirstwomanPrimeMinisterofIndiaisalsooneofherwellknownclients. RituKumar:Agreatnameinthefashionarea,RituKumarhasmadeawonderfulpresencewithheruniquedressesandcreations.Herstyleanduniquenesshaswonher praisesinvariousfashioneventsacrosstheglobe. EktaKapoor:HerKseriesserialsarepopularamongalmostallfamiliesinIndia.ThedaughterofwellknownstarJeetendra,shehasmadeagreatnameintheIndian televisionindustrywithherBalajjiTelefilms. RavinaRajKohli:SheisoneofthemostcharismaticmediapersonalityandtheexPresidentofSTARNews.RavinaRajKholibroughtanewdimensiontotheIndianmedia industrythroughherskill,creativityandmanagementqualities. IndraKrishnamurthyNooyi:PerhapsthemaindrivingforcebehindthesuccessofPepsiinIndia,IndraKrishnamurthyNooyihas climbedtheladdertobecomeoneofthe leadingbusinesspersonalities.Herstrategies,decisionsandmanagerialskillshavemadeherbecomethenewbusinessmodelofIndia. 1.HILLARYCLINTON HillaryRodhamClinton(bornonOctober26,1947inChicago,Illinois)realizedyourstudiesinWellesleyCollegeandfaculty ofRightofUniversityofyale,whereitknewto seriouswhomyourhusband,BillClinton,whowasapresidentoftheUnitedStates.YournameofsinglewomanwasHillaryDianeRodham.

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AtpresentsheisasenatorforNewYork,sinceitoccupiesfromJanuary3,2001.ItwasreelectedinthelegislativeelectionsofNovember,2006.From1993until2001she wasthefirstladyoftheUnitedStates,likethewifeofthepresidentBillClinton.HeisamemberoftheDemocraticParty. ThesenatorisfavoritewomanturnsintothefirstcandidatetothepresidencyoftheUnitedStatesfortheDemocraticPartyintheelectionsof2008.InJanuary,2007he announcedthathewillcompeteintheprimaryonesoftheDemocraticPartyforthecandidacyofyourpartytothepresidencyoftheUSA.Hillarywouldbethefirst electedwomanpresidentifitwins. 2.JOANNEKATHLEENROWLING ThesecondonethatwelocateinthislistisJoanneKathleenRowling(Yacht,theUnitedKingdom,July31,1965)thereisthe authoressofthefantastichistoryofHarry Potter,thechildanorphanmagician.Yourpublisher,Bloomsbury,wantedthatshewasusingyourinitialsinthefrontofthe booksofHarryPotter,indicatingthata femininenameinthefrontwouldattractlesstheinterestofthechildren,thereforehedecidedtousethenameofyourgrandmother,Kathleen,likethesecondinitial. In2004,themagazinedidForbesindicatethattheRowlingfortunewasamountingto576millionpoundssterling(845millions of?,1144milliondollars),turninginthe onlypersonthatthereisinthelistForbesofthousandmillionaire,inUS,writingbooks.ThewriterobtainedtheAwardthePrinceofAsturiasoftheConcordintheyear 2003. 3.CAROLINAFARRIER MariaCarolinaJosefinaPacaninsandChild(Caracas,Venezuela,January8,1939),thenCarolinaHerreraforyourmarriagewithReinaldoHerrera,isaninternational fashionabledesigner. Fashionabledesignerandbusinesswomanwhofoundedherownempirein1980withabiginternationalsuccess.EstablishedinNewYorkfromtheyear1981,Carolina Herreraledtothequality,betweentheyear1970,1980and1990uptotoday,toturnintooneofthewomenbetterdressedin theworld. 4.ANGELAMERKEL Continuingwiththeworldofthepolitics,andinthesamekeynoteasHillaryClinton,itistheshiftofAngelaMerkel,otheroneofthemostsuccessfulwomenoftheworld inthesemoments.AngelaDorotheaMerkel(July17,1954inHamburg)isaGermanpolitics,chancellorofyourcountryfrom2005thathappenedtoGerhardSchroder. MerkelisamemberandthepresidentoftheChristianDemocraticUnionofGermany(CDUforyourinitialsinGerman)from2000,practisingsimultaneouslylikedeputyof theBundestag.SheisadoctorofPhysicsfortheCentralInstituteofChemistandPhysicistoftheAcademyoftheSciences(197890).AlsoheknowsperfectlyEnglishand Russian.AwomanattheheadofoneofthemostimportantpotencyfromthewholeEuropeisasuccessundoubtedly. 5.YELENAISINBAYEVA YelenaGadschiyevnaIsinbayeva (June3,1982inVolgograd,Russia).RussianathletespecialistinhopwithjumpingpolethatistheOlympian,worldandEuropean championcurrentofthistest,inadditiontopossessingtheworldrecordsomuchoutdoors(5.01m)asincoveredtrack(4.93m) TheIAAF(InternationalFederationofAthletics,foryourinitialsinEnglish)electedherasthebestathleteoftheyearin 2004and2005.Alsoin2007ithasreceivedthe prestigiousAwardLaureustothebestfemininesportswomanoftheyear.Forthreeyearsshecanonlyremainfirst.Incredible. 6.JULIAROBERTS TheactressescastofHollywoodistremendouslyenormousandtheonlyoneofthemostimportantmightbehere.Forpast,presentandcacheJuliaRobertsdeservesit. TheAmericanwasborninSmyrna,inGeorgia,onOctober28,1967.ItmadedebutonthebigscreeninredBlood(BloodRed)in 1986directedbyyourbrother(Eric Roberts)andbyDennisHopper. Butitwasin1990,alongwithRichardGere,whenitgaveanincrediblehop.RobertsinterpretedaprostituteinPrettyWoman,withwhichitobtainedanominationtothe scar.YouraffectionatepersonageinPrettyWomanseducedpublicandcriticism.AtthattimeactressbestfullofHollywoodhadturnedintothewithasalaryofbetween 16and17milliondollarsformovie.Ithasalwaysbeenamillionaireclaimfortheboxoffices.FinallyErinBrockovichobtainedtheOscarintheyear2000thankstothe movie. 7.GREENGAGESCHIFFER HerSchifferthemostwishedwomanoftheworldwasoflengthandwithmoresuccessduringalmostthewhole90s.ThisbeautifulGermanmodelwasbornonAugust 25,1970,inRheinberg,RhinelandoftheNorteWestfalia. Itbeganworkingofmodelin1987,afterbeingdiscoveredbyanagentinanightclubinDsseldorf.Weekslateritappearedinelle.Inshortweathersheshapedfor Chanel.Atthebeginningoftheyear1990itposedforbannersofthepantsoflightweightmixedfibreGuessintheUnitedStates.SchifferspeaksGerman,Englishand French. 8.MADONNA MadonnaLouiseVeronicaCicconeFortinRitchie,betterknownasMadonna,isasinging,ballerina,producer,actress,composer,fashionabledesigner,writerand,lately, directorofAmericanmovies.HewasborninBayCity,Michigan,onAugust16,1958. Madonnaisanartisticiconofinternationalcharacteroflasttwodecades.Popsstarworldwideknownforreinventingyourimgen,foryourambition,innovationand provocationinyourmusicalvideosandspectacles,foryourpersonalandlaborcontroversieswithcertainsocialpersonalitiesandforthecontinuoususeofpolitical, religiousandsexualsymbolsalongyourmusicalcareer.ItisnotnecessarytosayanymoretoconsidertheNorthAmericanto beoneofthemostsuccessfulwomenofthe world. 9.MARIASHARAPOVA SharapovaisatennisplayerandRussianprofessionalmodelborninNyagan,Siberia.Yourparents,whoareoriginallyofGomel,Belorussia,emigratedtoRussiain1986for fearofthatthedaughterwhowasstilltobebornwassufferingsomedisorderaftertheAccidentofChernbil,happenedto300kmofyourhearth. Sharapovaisatpresentthetennisplayernumberfiveoftheworld.Thenumberonebecamein2004andatthebeginningof2007.Yoursuccesstakesrootinthatin additiontoyourenormousbeautysheisanexcellenttennisplayer.Itbegantoplaythetennisthankstothefactthatyourunclehimrgalakidlingsracket.Successful MartinaNavratilova,bettertennisplayerofthe80,recommendeditthatitwasleavingtotheUnitedStatessothatyourcareerastennisplayerbegan. 10.BEYONCKNOWLES BeyoncGiselleKnowles,bornonSeptember4,1981inHouston(Texas),isasingingofPop,R&Bandsoul,composer,recordCoproducer,actress,American,better knownbyyourfirstnameBeyonc.HeacquiredreputationonhavingbelongedtothegroupDestinysChild. WinneroftenAwardsGrammy?7assoloistand3withDestinysChild?theyhavemadeexponentsofthegenreoneofthemostsuccessfulR&B.Anotherwomanwho,in theactulidad,isofindisputablesuccess.Also,alsoithashadappearancesintheworldofthemovies

27. ITCEchoupal
Apowerfulillustrationofcorporatestrategylinkingbusinesspurposetolargersocietalpurpose,eChoupalleveragestheInternettoempowersmallandmarginal

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farmers whoconstituteamajorityofthe75%ofthepopulationbelowthepovertyline. Byprovidingthemwithfarmingknowhowandservices,timelyandrelevantweatherinformation,transparentpricediscoveryandaccesstowidermarkets,eChoupal enabledeconomiccapacitytoproliferateatthebaseoftheruraleconomy. Today4millionfarmersuseeChoupaltoadvantage bargainingasvirtualbuyers cooperatives,adoptingbestpractices,matchinguptofoodsafetynorms. eChoupal Statescovered Villagescovered No.ofeChoupals Farmerseempowered Now 10 40,000 6,500 4million

Apowerfulillustrationofcorporatestrategylinkingbusinesspurposetolargersocietalpurpose,eChoupalleveragestheInternettoempowersmallandmarginal farmers whoconstituteamajorityofthe75%ofthepopulationbelowthepovertyline. Byprovidingthemwithfarmingknowhowandservices,timelyandrelevantweatherinformation,transparentpricediscoveryandaccesstowidermarkets,eChoupal enabledeconomiccapacitytoproliferateatthebaseoftheruraleconomy. Today4millionfarmersuseeChoupaltoadvantage bargainingasvirtualbuyers cooperatives,adoptingbestpractices,matchinguptofoodsafetynorms.Beinglinked tofuturesmarketsishelpingsmallfarmerstobettermanagerisk.eChoupalhasbeenspeciallycitedintheGovernmentofIndiasEconomicSurveyof200607,forits transformationalimpactonrurallives. ITCsstrategicintentistodevelopeChoupalasasignificanttwowaymultidimensionaldeliverychannel,efficientlycarryinggoodsandservicesoutofandintoruralIndia. Byprogressivelylinkingthedigitalinfrastructuretoaphysicalnetworkofruralbusinesshubsandagroextensionservices,ITCistransformingthewayfarmersdobusiness, andthewayruralmarketswork. Thenetworkof6,500eChoupalcentresspreadacross40,000villageshasemergedasthegatewayofanexpandingspectrumofcommoditiesleavingfarms wheat,rice, pulses,soya,maize,spices,coffee,aquaproducts.ThereverseflowcarriesFMCG,durables,automotivesandbankingservicesbacktovillages.

ITChascontinuedtobuildnewinfrastructurebysupplementingthefarmgatepresenceofeChoupalwithnewphysicalinfrastructure ruralmarketinghubscalled ChoupalSaagars,positionedwithintractorabledistanceof30eChoupalcentresandtheirusercommunities. TheeChoupal ChoupalSaagarhubandspokecombinationisunprecedentedgrassrootsclickandmortarinfrastructuretransportingrurallocal economiestoanewlevel ofproductivityandconsumption.

ChoupalSaagarsofferacombinationofservicestoruralIndia. Madetodesignagribusinesshubs,theyfunctionas: 1.ITCagrisourcingcentresprovidingfarmersatransparentbestpricesaleswindow, 2.shoppingcentresbringingarangeofproductscomparabletourbanlevelsofchoice,and 3.facilitationcentresdeliveringahostoffarmrelatedservices training,soiltesting,productqualitycertification,medicalandclinicalservices,cafeteriaandfuel station.24ChoupalSaagarhubsarealreadyinoperationin3states,togrowto100by2010. Springboardforcompetitivefarming Thedigitalandphysicalinfrastructurehasathirddimension.ItgalvanisesITCsconstantagencyforpropagatingadoptionofbestpracticesinfarmingandsoilandwater management. In200607,ITCsuniquepaidChoupalKhetPradarshanfarmextensionserviceconductedover15,000Fielddemonstrationsin9states.Thiscontinuousinteraction sustainstherisingtideofproductivitychanneledbytheclickandmortarinfrastructure. The1milliontonsofwheatsourcedbyITCovereChoupal strategicallysupportingitspackagedfoodsbusiness makeseChoupalrobustandopen,asuccessful applicationofbusinesslogictoservealargercause.

CriticalProblems:VitalSolutions

MissionSunehraKal,ITCsruralcapacitybuildingprogramme,nowactivein11States,empowersruralcommunitiestoadopt sustainablechangesthatmakethemeconomicallycompetitiveandsociallysecure. Intheruralcommunitieswherethemissionhasputdownrootsthereisanewspiritofoptimismandconfidence.Peoplehaveaugmentedanddiversifiedtheirlivelihoods. Educationforchildren,employmentforwomen,sanitationandfamilyhealthhavetakenonanewurgency.Everyfamilyandeveryfarmhasresourcestobuildabetter future.Stagnationanddeteriorationhavegivenwaytochangeandimprovement. Toaccomplishthischange,ITCtargetsfourproblems,whichitbelievesarethefundamentalobstaclestoproductivityandgrowthinthefarmsector: 1.Lossofproductivitythroughsoilerosioncausedbyintensificationoflanduseand declineofwatertablesandforestresources. 2.Dependenceonoutmodedfarmpracticesandinferiorinputs. 3.Lossanddisruptionoffarmincomesandnonavailabilityofalternativelivelihoods. 4.Inadequateaccesstoprimaryeducationandhealthcare.

ITCsmissionistobuildcommunitybasedcapacitytoremovetheseadverseconditions andcreatethebasisforrenewedagrarianprosperity: *helpfarmerstoachievehigherfarmproductivity, *enablecommunitiestodevelopandmanagewater,soilandforestresourcesforlongtermecologicalsecurity, *empowerruralmenandwomenbycreatingnewnonfarmlivelihoods, *facilitatedevelopmentofinfrastructureforprimaryeducation,healthandsanitation. ITCenablesfarmerstoimplementsolutionsthataresustainablebecausetheyare 1.mutuallyreinforcing, 2.basedonknowledgetransferandcooperativeapplicationoftechnology,

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3.dependentonmobilisationandoptimisationoflocalresources. Thedeliverymodelmobilisesafourwaypartnershipbetweenvillagecommunities,specialistNGOs,theGovernmentandITC,bringingtoeveryinitiativethebestrelevant managementandtechnicalexpertise. ITChasalsoworkedwithStateGovernmentsinpioneeringpublicprivatepartnerships.InAndhraPradesh,3,596hectaresofwastelandhavebeendevelopedsofar throughacollaborationwiththeStateGovernmentsruralpovertyreductionproject,IndiraKranthiPadham,anditsComprehensiveLandDevelopmentprogramme.ITC hasalsosignedalandmarkagreementwiththeGovernmentofRajasthantobring5,000hectaresundersoilandmoistureconservationinthedroughtproneBhilwara district. Byaugmentingwaterresourcesandforestcoverandfosteringorganicsoilmanagement,ITChasenhancedfarmproductivity.Ithassimultaneouslyopenedupnew avenuesofnonfarmincomeandemploymenttoreducepressureonland. ITCeChoupalanideaforupliftmentofruralIndia eChoupalisaninitiativeofITCLimited(alargemultibusinessconglomerateinIndia)tolinkdirectlywithruralfarmersforprocurementofagricultural/aquaculture producelikesoybeans,wheat,coffee,andprawns.eChoupalwasconceivedtotacklethechallengesposedbytheuniquefeaturesofIndianagriculture,characterizedby fragmentedfarms,weakinfrastructureandtheinvolvementofnumerousintermediaries. Apowerfulillustrationofcorporatestrategylinkingbusinesspurposetolargersocietalpurpose,eChoupalleveragestheInternettoempowersmallandmarginal farmers whoconstituteamajorityofthe75%ofthepopulationbelowthepovertyline. ProblemsBeforeeChoupalwasintroduced: Traditionally,thesecommoditieswereprocuredinmandis(majoragriculturalmarketingcentersinruralareasofIndia),wherethemiddlemanusedtomakemostofthe profit.Thesemiddlemenusedunscientificandsometimesoutrightunfairmeanstojudgethequalityoftheproducttosettheprice.Differenceinpriceforgoodquality andinferiorqualitywasless,andhencetherewasnoincentiveforthefarmerstoinvestandproducegoodqualityoutput.WitheChoupal,thefarmershaveachoiceand theexploitativepowerofthemiddlemanisneutralised. ICTplatformthatfacilitatesflowofinformationandknowledge,andsupportsmarkettransactionsonline. *IttransmitsInformation(weather,prices,news), *IttransfersKnowledge(farmmanagement,riskmanagement) *ItfacilitatessalesofFarmInputs(screenedforquality)and *ItoffersthechoiceofanalternativeOutputmarketingchannel(convenience,lowertransactioncosts)tothefarmerrightathisdoorstep *Itisaninterlockingnetworkofpartnerships(ITC+MetDept+Universities+InputCOs+Sanyojaks,theerstwhileCommissionAgents)bringingthebestinclassin information,knowledgeandinputs. eChoupalis,thus,distributedtransactionplatformthatbringstogethersellers,buyersalongwithinformationandserviceproviders.echoupalisamodelwithanumber ofnonconventionalcharacteristicsnamely: *customercentric *capableofbeingusedformanycommoditiesandmultipletransactions *easilyscalableonceitisverified *useslocaltalentandlocalpeopleanddevelopslocalleaders *canbeextendedtolocalaswellasglobalprocurers *stimulateslocalentrepreneurstoextendtheirinnovativeness *usesalltheexistinginstitutionsandlegalframeworksand *manyotherscanjointhemarketastransactiontimeislow. CriticalSuccessFactors TheeChoupalexperiencehighlightsthatICTplatformscanprovideruralconnectivityandecommercesupport.Theseplatformshaveenormouspotentialprovidedthey areconceptualizedforthespecificneedsofthecommunityandbusiness.SomeoftheelementsthathelpedtheeChoupaltoworksuccessfullyarediscussedbelow: Comprehensiveknowledgeofruralmarkets:Ruralmarketsarebotheconomicandsocialnetworksandthereisastrongconnectionbetweentheoperationofsocialand economictransactions.Understandingtheoperationsisvitalbeforethesystemsareconceptualized.Useoflocalpopulation,asmuchaspossiblehelpedthenetworkto gettheacceptanceclosely. DesigningaWinWintransactionmodel:ThesuccessofeChoupalcomesfromtheconditioninwhichboththefarmerandtheprocessorsharethebenefitscomingoutof theeliminationofmiddlemenandhenceduetotimelyinformationavailability. Leveragingthelogisticschannels:Theexistinglogisticsoftheruralmarketsareleveragedbuttheyarenotabletoexploit theinformationasymmetry(unlikethatina conventionalmarket).Inthatsenseechoupalusesthelocalinstitutionsbuteliminatestheinformationasymmetrythattheyusedpreviously. SelectionofSanchalak:BoththeselectionofSanchalakandtheacceptanceofSanchalakbythecommunityareverycriticalforthesuccessofeChoupal.ITCusedatrial anderrormethodfordevelopingtheprocedureforselectingSanchalaks.IntheplatformterminologySanchalakistheinterfaceformaintainingtheplatform.Forthe farmertheSanchalakistheeChoupal.TrainingandsensitizinghimforthecrucialrolehasbeenthemainreasonfortheacceptanceoftheSanchalakbythefarmers. Sanchalak,thus,actsasthecoordinatoroftheknowledgecommunity,andarepresentativeoffarmingcommunity. Evolvinganappropriateuserinterface:TheTechnologyinterfaceusedinruralareashastobeverysimple.Interfacehastobetriedforruralsettingsandonlyafterits validationithastobeused.Firstly,onehastounderstandtheuserpatternandsecondly,ithastobetried,testedandvalidated.Forexample,farmersdonotunderstand theconceptofinsurance.eChoupalevolvedasimpleinterfacingarrangementthatafarmercanunderstand. Bottomupmodelforentrepreneurship:eChoupalencouragesenormousamountofcreativityatthelocallevelalongwithlocalentrepreneurshipstimulation.Thefarmer andSanchalakarefreetousetheechoupalanddevelopnewuses.eChoupalunleashesthecreativespiritintheruralIndia. http://www.squamble.com/2009/08/10/itc-e-choupal-an-idea-for-upliftment-of-rural-india/ http://www.itcportal.com/rural-development/echoupal.htm

28. GurcharanDas IndiaUnbound

IndiaUnboundByGurucharanDas(357pagebook)884words "Itiswonderfulbook greatmixtureofmemoir,economicanalysis,socialinvestigation,politicalscrutinyandmanagerialoutlookbeingthrowninto theunderstanding India,"NobelLaureateAmartyaSen Abstract AfterIndiareceivingindependencein1947,India'sfirstPrimeMinisterJawaharlalNehruattemptedtobringabouteconomicgrowththroughtheagencyofthestatebut failed.

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Nehruoverregulatedtheprivateenterprisewithworstcontrolsproducingnobenefitbutsuccessfullyexpandededucationfacilitiesandhissuccessorsstubbornly persistedwiththesamepolicies. Nowtherearesome10percentoftheIndianswhoknewEnglish.Nehruwantedtobuildacastelesssocietyofsocialistpattern andpushedthroughtheHinduCodeBill liberatingwomengivingequalshare. Nehru'sinfrastructureadjustmentsinsocialandeducationcontributedtopresentsuccessfulinformationeconomy. Economicgrowthwasonly1percentduringfirsthalfofthe20thcenturybut4.4percentgrowthwasfoundinthesecondhalfinwhich3.5percentbetween1950and 1975,acceleratingineightiesto5.6percentandafterreformsin199,ittouched7.5percent. IndianRailwaysby1947becamemorethan50,000mileslong,employingsomemillionwith9,000locomotives,225,000freightcarsandsome16,000passengercoaches butitscontributiontoeconomicgrowthwasminimal. AlexanderthegreatdefeatedIndia,whosesoldiersofdifferentcasteslackedcoordination.ThispoorteamworkranthroughoutIndianhistory Some17Importantprivateindustrieswereneverallowedtotakeofftill1991reforms.TheTatasmade119proposalsbetween1960and1989andallthemwereendedin trashcans. AdityaBirladynamicinheritorofBirlaempiredecidedtoexpandoutsideIndiasettingupcompaniesinThailand,Malaysia,IndonesiaandthePhilippines. On27May,1964NehrudiedandnewPrimeMinisterLalBahdurSastriinheritedafoodcrisisbutFoodandAgricultureMinister C.Subramaniumsnewwheatseedand15 percentpriceincreasejackedupthewheatproductionmakingIndiasitonamountainofgrains. In1966LalBahdurSastridiedandNehrusdaughterIndiraGandhisucceededhimburyingthefarmersreformsplacingmorehurdlesontheprivatesector. Accordingtolawnobodycouldfireaworkerfornotworkingresultinginworkethicbeingdeclinedandproductivityplummeted.ScootersIndiaLimitedhadpaid3000 workersupto1992thoughtheyneverbuiltascooterforprecedingtenyears. Chinachangedovertocompetitionin1978whileIndia'sbrightesteconomistsandadvisersdefendeditseconomictyrannygivingnointellectualbackingtotheprivate sector. SamPatrodagotafootholdinIndiaduringMrs.Gandhiregimeandrevolutionizedthetelecomindustrytosomeextent.HecarriedonfurtherduringRajivGandhitenor whichendedin1989.Thereafter,hehadtoleavetheCountry. ByJuly,1991,IndiareachedbankruptcyandPrimeMinisterNarasimhaRaopickedReserveBankofIndia(RBI)GovernorManmohan Singhasthefinanceministerwho calledforimmediatedrasticreformstopullthecountryoutofeconomicquagmire. PartofthenationsgoldreserveswereflowntoLondontoprovidecollateralfor2.2billiondollaremergencyloanfromtheIMF.MeanwhiletheIndianrupeewasdevalued by20percent.ManmohanSinghemphaticallytoldCommerceMinisterP.ChambaramandCommerceSecretaryMontekSinghAhluwaliayatofollowsuitimmediately. Theydecidedtodoawaywiththeimportlicensingetc.andweresoonreadywithliberalizedtradeproposals.ManmohanSinghwaspleasedwiththeproposalswhich wereapprovedbytheprimeministersendingclearsignalsthatIndiawasopeningupandmovingtoamarketorientedeconomy.However,theannouncementdenoted thatthenewproposalswereonlyacontinuationofNehrusocialism. AnilAmbaniofReliance,oneoftheTopmostCompaniesofIndia,saysitwasnoteconomicreform,itwasaeconomicrevolution.Somecalleditsecondindependence Foreignexchangereservesshotupfrom1billiondollarsinJuly1991to20billionin19921993.Foreigninvestmentbegantodoubleeachyearanditrosefrom150million to03billionby1997.EconomicTimesweresoldonly100,000in1989butbyMarch1994ittouched500,000mark. PalapuriJainshavecapturedhalftheworldmarketshareofuncutdiamonds.AdityaBirlaGroupistheworld'slargestproducerofrayon,SteelGiantLaumiMittalisricher thantheQueenofEngland.TajandOberoihavecreatedworldclasshotelchains;India'ssoftwarecompanieshavethebestsoftwareEngineersintheworldandIndian entrepreneursinSiliconValleyareattheheartofInternetrevolution.Ofthe19topglobalsoftwarecompaniesthathasachievedhighestcertificationforquality,asmany as12wereIndianChains. Reformagendaisconstantlyderailedbythevestedinterests.Politicianslackthecouragetoprivatizehugelossmakingpublicsectorforlosingthevoteoforganizedlabor. Nowthattheknowledgeagehastakenover,itmayhelpIndiatoriseupandtransformthecountry.40percentIndiansremainilliterate.Itwouldbeeasiertolookafter thepooriftheirnumberscamedownto15percentfrom40or50percent.Indianmiddleclasshadgrownfrom10percentto20percentandmajorityofthepopulation wouldsoonbemiddleclass.Primaryeducationandprimaryhealthcarearethemostpowerfulwaystoeradicatepoverty.

India Unbound is a book written by Gurcharan Das. The author offers a view of the economic and social transformation of India. It describes the author's prescriptions to aid India's rise from poverty to prosperity. Much of the book is devoted to a criticism of Nehruvian socialism, which the author charges with having hobbled the Indian economy until 1991, when P. V. Narasimha Rao, the then Indian Prime minister, instituted sweeping liberal reforms that led to greater economic growth. The change in policy during 1991 was a direct effect of the fiscal crisis that resulted in India declaring itself bankrupt and asking the World Bank for monetary assistance. http://www.shvoong.com/books/175548-india-unbound/ http://www.vedpuriswar.org/book_review/India%20Unbound.pdf

29. WomensReservationBill
Women'sReservationBillortheTheConstitution(108thAmendment)Bill,isapendingbillinIndiawhichproposestoprovide 'thirtythreepercentofallseatsinthe LowerhouseofParliamentofIndiatheLokSabhaandstatelegislativeassembliesshallbereservedforwomen.TheUpperHouseRajyaSabhapassediton9Mar2010[1]. Theseatstobereservedinrotationwillbedeterminedbydrawoflotsinsuchawaythataseatshallbereservedonlyonce inthreeconsecutivegeneralelections. Contents Womenget33%reservationingrampanchayat(meaningvillageassembly,whichisaformoflocalvillagegovernment)andmunicipalelections.Thereisalongtermplan toextendthisreservationtoparliamentandlegislativeassemblies.[2][3][4]Inaddition,womeninIndiagetreservationorpreferentialtreatmentsineducationandjobs. CertainmenconsiderthispreferentialtreatmentofwomeninIndiaasdiscriminationagainsttheminadmissionstoschools,colleges,anduniversities.Forinstance,several lawschoolsinIndiahavea30%reservationforfemales.[5]ProgressivepoliticalopinioninIndiaisstronglyinfavourofprovidingpreferentialtreatmenttowomeninorder tocreatealevelplayingfieldforallofitscitizens. TheWomen'sreservationBillwaspassedbytheRajyaSabhaon9March2010byamajorityvoteof186membersinfavourand1against[1].ItwillnowgototheLok Sabha,andifpassedthere,wouldbeimplemented. Possiblebenefits *Morewomenparticipationinpoliticsandsociety. *SocialnormsinIndiastronglyfavourmen,therefore,reservationforwomenisexpectedtocreateequalopportunityformen andwomen. *Duetofemalefoeticideandissuesrelatedtowomen'shealth,sexratioinIndiaisalarmingat1.06malesperfemale.[6].Itisexpectedthiswillchangethesocietyto giveequalstatustowomen.

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*Womenaresupposedlymoreresistanttocorruption.therefore,thisbillmightprovetobeafactorrestrainingthegrowthofcorruption.

Possibledrawbacks Thissectionmaycontainoriginalresearch.Pleaseimproveitbyverifyingtheclaimsmadeandaddingreferences.Statementsconsistingonlyoforiginalresearchmay beremoved.Moredetailsmaybeavailableonthetalkpage.(March2010) PassingtheWomenReservationBillmaycausebiasinthedemocraticprocessbecauseofthefollowingreasons: *Itmayhurttheselfrespectofwomenwhohavecomeupontheirownability,itmayresultinlesserrespectforwomeninthesociety.Itmayalsobringdownthe qualityofleaders. *Itislikelytobegin/increasethehatredbetweengendersasmalemayfeeldeprivedofcertainprivileges,inturncreatemoresocialissues. *Partieswillbeforcedtofindwomenwhetherornotthewomenidentifywiththeoverallpartyagendaandtherestoftheissuesconcerningallcitizens,asopposedto justwomensissues.Therearenoprovisionstopreventdiscriminationagainstmenbecauseoffindingwomenwhoareinclinedtowardswomensissuesalone,or,inother words,biasedagainstmen. *Powerfulmalemembersofpartieswillbetemptedtofindfemalerelativestoreservetheseatforthemselvesduringthefollowingcycle. *Itisfearedthatreservationwouldonlyhelpwomenoftheelitistgroupstogainseats,thereforecausingfurtherdiscriminationandunderrepresentationtothepoor andbackwardclasses(AccordingtoaNationalElectionStudy,68percentoftoday'swomenMPsarecrorepatis).
SOMEPOINTSFORMPAGALGUY:

Women'sreservationbill
NotparticularlyIndia,buttheworldingeneralhasbeenbiasedagainstwomensincealongtime.So,womenwerenotsupposedtobecapableofhandlingresponsibilities

andwerethe'Fairer'orrather'Inferior'sex.But,inthelastcenturythethinkinghaschangedglobally.TheIndianfemalehastimeandagaindemonstratedthatsheisinno wayinferiortotheIndianmale.SowehaveexamplesofIndiraGandhi,KalpanaChawla,KalpanaMorparia,ShobhaDe,RenukaRamnath etcinourcountrywhohaveshown theworldthatwomencanwalkasconfidentlyasmencan.Wenowhavewomenleadingthedomainsofpolictics,business,science,art.Andneedlesstosaythathas changedthewaymenlookatthesesuccessfulwomen. HoweverthepointwearediscussinghereisabouttheWomenReservationBill.Somyfriendsheremayarguethatinthiseqaulworld,dowereallyneedreservation.Tothis IwouldliketohighlightthefactthatalthoughtheUrbanwomanmaybehavingfairopportunities,themajorityofIndianwomentheruralIndianwomenarestill helpless.IfeverwewanttoseeanIndiawithzerogenderdiscrimination,someincentivesmustbeprovided.Inmyopinionthisbillisonesteptowardsthatend.

Wefeelcomfortindiscussingaboutwomen,thepooretcinthecozyconfinesofourposhoffices,howeverifweweretohavea holisticviewwrttheseissues,wemust

considertheruralindiaseriously.TheurbanindiamaybeashiningIndia,buttheIndianvillageisstillnotso.Howmanyofoursistersareburntalivedailyforpettyissues likedowry?IstheIndianvillageaseducatedandopenmindedasourcities?No.IftheruralIndianladyhastoempowerherself,shewillneedsomehelpinitially.And consideringthefactthatmorethan33%oftheIndianpopulationconsistsofwomen,thisreservationisnotanabsurdityatall. Ifmorewomenshout(ofcwecanthelpit,therightwordisdiscussbutshoutingismorepractical)intheparliament,morewomencentricissueswillbebroughtin.

Women's Reservation Bill or the The Constitution (108th Amendment) Bill, is a pending bill in India which proposes to provide 'thirty three per cent of all seats in the Lower house of Parliament of India the Lok Sabha and state legislative assemblies shall be reserved for women. The Upper House Rajya Sabha passed it on 9 Mar 2010 [1]. http://timesofindia.indiatimes.com/india/Rajya-Sabha-votes-on-Womens-Reservation-Bill/articleshow/5663003.cms

30. IndiasDemocracySetup 31. UIDScheme

WhatexactlyisUID TheUID(UniqueIdentity)projectisoneofthemostambitiousprojectsoftheUPAgovernment.ThemovetosetuptheUIDAuthorityofIndia(UIDAI),undertheaegisof thePlanningCommission,isaimedatprovidingauniqueidentitytothetargetedpopulationoftheflagshipschemestoensure thatthebenefitsreachthem. Theuniqueidentificationnumberwouldensurethatanylacunaintheseschemesisremovedsothatthebenefitsdonotreachthosetheyarenotmeantfor. Also,theUIDprogrammewillprovideanidentitycardtoeverycitizentoestablishcitizenshipandaddresssecurityconcerns. Nilekani'smandate TheauthoritywillidentifythetargetedgroupsforvariousUPAgovernment'svariousflagshipprogrammes.ItwillworkinclosecoordinationwithHomeMinistry'sNational PopulationRegisterthroughtheRegistrarGeneraloftheCensus,inaccordancewiththeIndianCitizenshipAct.TheflagshipschemesoftheUPAincludetheNationalRural EmploymentGuaranteeScheme,SarvaShikshaAbhiyaan,NationalRuralHealthMissionandBharatNirman. AccordingtoAmbikaSoni,informationandbroadcastingminister,"TheauthorityshallhavetheresponsibilitiestolaydownplansandpoliciestoimplementtheUnique IdentificationScheme(UID),shallownandoperatetheUniqueIdentificationNumberdatabaseandberesponsibleforitsupdationandmaintenanceonanongoingbasis." Onecardforallneeds Theidentitycardsproposedwillbesmartcardswhichwillcarryinformationofeachandeveryindividual,his/herfingerbiometricsaswellasaphotograph.Aunique NationalIdentityNumberwillbeassignedtoeachindividualincludingthosebelow18yearsofage. Thegovernmentwillspendaround$6billionondevelopingsmartcardsapartfromamammothcitizendatabase. PilotState Karnatakahasreportedlybeenchosenasthepilotstatetoimplementtheproject.TheNationalAuthorityforUniqueIdentity(NAUI),setupunderthePlanning Commission,hasaskedthestatetoimplementtheprogrammeonasmallscaletocoordinatedataonpeople,fromdifferentagencies. TheprogrammeinKarnatakaisbeingcarriedoutbytheDepartmentofegovernance,whichwillbeidentifyingdistricts,bothurbanandrural,togatherthedatabasesand checktheircompatibility. Timelines Thebroadideaistogetallthebirths,deaths,marriages,passportdata,bankaccountdata,rationcarddataintoonedatabase.Thiswillhelpalltheseofficestojusttap intothecentraldatabaseasandwhenrequiredandupdatetheiraccounts. Thegovernmentisreportedlylookingatathreeyeartermtocompletetheentireprogramme.

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BonanzaforITcos ThenationalIDcardprojectisexpectedtoprovideanimpetustothedomesticdemandforinformationtechnologyproductsand solutions,andwillhelpcompaniessuch asTCS,InfosysandWiprogainmorebusinessatatimewhentheirtopexportmarketsofUSandEuropeareunderrecession. FlawsthatmayoccurinUID SubmittedbyRameshon01/15/2010 00:38:00AM. ThenationisyettorectifythemistakescommittedinissuingofvoterIDcards.ThebasicblundercommittedduringissuingofelectionIDwasthatthejobwasdoneby personswhocouldnotunderstand/readthelocallanguage.(e.g.inTamilnaduthecardswereissuedbypersonsfromAndhrawhohadproficiencyinTelugualone).The photosinVoterIDcardstoowereverymuchblurred/takeninadifferentangle.Digitalcamerasmaybeusedinsteadofwebcamerastoenhancethequalityofphotos. DependingonBankpassbooksforcollectionofdatawilldefeattheauthenticityoftheUID'sbecauseBanker'sarelenientincomplyingwithKYCnormsforoldaccounts (courtesy:shortageofmanpower,misunderstandingofKYCnormsbyexistingcustomers).AnyabnormalspurtintransactionsmustbeimmediatelyreportedtoFIU&RBI bythebanksautomatically.(withCoreBankingSolutionsthisispossible). ThumbimpressionshouldbeincorporatedinUID.ThiswillhelptopreventbreachofsecuritybyfakeUID's.Allpolicebeatsshouldbeprovidedwithacomputerconected toaserveratnationallevel.UID'smustbemadecompulsoryforreservationoftraveltickets,employment. Newtechnologyshouldbeexploredtotrackthemovementsofsuspicious/notoriouspersons. Projectedcostsandbusinessopportunities OneestimateofthecosttocompletelyrolloutNationalIDstoallIndianresidentsabovetheageof18hasbeenplacedatRs150,000crore(US$33.45billion).[13]A differentestimateputsitatUS$6billion.[14]AsumofRs.100crore(US$22.3million)wasapprovedinthe20092010unionbudgettofundtheagencyforitsfirstyearof existence.[1].UIDhasreceivedahugeboostwithDrPranabMukherjee,MinisterofFinance,allocatingRs1900croretotheUniqueIdentificationAuthorityofIndia (UIDAI)for201011. Initialestimatesprojectthattheinitiativewillcreate1000newjobsinthecountry,andbusinessopportunitiesworthRs6,500crore(US$1.45billion)inthefirstphase[8] ofimplementation. Criticism Therearemanypotentialprivacyfalloutsofthisproject,nottheleastofwhichistriggeredbytheGovernment'sofficialplantolinkthedatabasestogether. Althoughthereissometimesatensionbetweenindividualprivacyrightsandnationalsecurity,internationallawandIndiasdomesticlawexpresslysetastandardintort lawandthroughconstitutionallawtoprotectanindividualsprivacyfromunlawfulinvasion.UndertheInternationalCovenantonCivilandPoliticalRights(ICCPR),ratified byIndia,anindividualsrighttoprivacyisprotectedfromarbitraryorunlawfulinterferencebythestate. TheSupremeCourtalsoheldtherighttoprivacytobeimplicitunderarticle21oftheIndianConstitutioninRajgopalv.StateofTamilNadu.Moreover,Indiahasenacteda numberoflawsthatprovidesomeprotectionforprivacy.ForexampletheHinduMarriageAct,theCopyrightAct,JuvenileJustice(CareandProtectionofChildren)Act, 2000andtheCodeofCriminalProcedureallplacerestrictionsonthereleaseofpersonalinformation.PrivacyisakeyconcernwithrespecttotheMNICschemeasallofan individualspersonalinformationwillbestoredinonedatabasewherethepossibilityofcorruptionandexploitationofdata isfargreaterthanwhenhavingthe informationdisbursed. Risksthatarisefromthiscentralisationincludepossibleerrorsinthecollectionofinformation,recordingofinaccuratedata,corruptionofdatafromanonymoussources, andunauthorisedaccesstoordisclosureofpersonalinformation.Othercountrieswithnationalidentificationsystemshaveconfrontednumerousproblemswithsimilar riskssuchastradingandsellingofinformation,andIndia,whichhasnogenerallyestablisheddataprotectionlawssuchastheU.S.FederalPrivacyStatuteortheEuropean DirectiveonDataProtection,isillequippedtodealwithsuchproblems.ThecentralisednatureofdatacollectioninherentintheMNICproposalonlyheightenstheriskof misuseofpersonalinformationandthereforepotentiallyviolatesprivacyrights.Inconsiderationoftherisksinvolvedinthecreationofacentralizeddatabaseofpersonal information,itisimperativethatsuchaprogrammenotbeestablishedwithoutthepropermechanismstoensurethesecurityofeachindividualsprivacyrights. Unfortunately,IndiasproposedMNICprogrammelacksanyprovisionforjudicialreviewatthepresenttime.Withoutcredibleandindependentoversight,thereisariskof missioncreepforMNICs;thegovernmentmayaddfeaturesandadditionaldatatotheMNICdatabasebureaucraticallyandreflexively,withoutreevaluatingtheeffects onprivacyineachinstance.Implementation. TheFallaciesAndPossibleAbusesOfUIDProjectOfIndia UniqueidentificationprojectofIndia(UIDProjectofIndia)hasbeeninlimelightforbothpositiveandnegativereasons.Onthepositivesidewehavethebenefitsofusing theUIDsystem.Onthenegativesidewehavecivillibertyissuesandsecurityissues.Theexpertsarealsodividedonthisissue.SomehaverejoicedtheutilityofUIDproject whereasothersarewaryaboutthepotentialmisusesofthesame. AccordingtoPraveenDalal,ManagingPartnerofPerry4LawandprecursorofCivilLibertiesIssuesofUIDProjectTheUIDprojectisaveryambitiousandusefulproject ofgovernmentofIndia.Itsutilityandpotentialcannotbedoubtedinanycircumstances.However,thewayitisimplementedraisesseriousdoubtsaboutthepurposeas wellasthelegalityofthesame. ItisadmittedbytheuniqueidentificationauthorityofIndia(UIDAI)itselfthatthereisnolegalframeworkthatiscurrentlysupportingtheUIDprojectofIndia.Further, therearenosafeguardsforpreventionofviolationofcivillibertiesandsecuritybreaches.Therearealsoseriousissues ofesurveillance. TheUIDdatabasewouldbecentralformanycovertaswellaspublicpurposes.Theintelligenceagencies,lawenforcementagencies,etcwouldhaveaccesstothis databasewithoutanydueprocessoflaw.ThereisalmostnolegalframeworkforlawenforcementandintelligenceagenciesinIndiaandabsolutelynoneforUIDAI.In thesecircumstances,personalandcrucialinformationisboundtobemisusedinallprobabilities,warnPraveenDalal. ThereshouldbemechanismtokeepawatchuponUIDprojectingeneralandUIDAIinparticular.TheUIDWatchInitiativebyPerry4Lawisagoodinitiativeinthis regard.IthasbeendesignedtocoverallthepossibleusesandmisuseofUIDprojectofIndia.EventherelationshipofUIDprojectwithnationalintelligencegrid (NATGRID),CrimeandCriminalTrackingNetwork&Systems(CCTNS)Project,NationalCounterTerrorismCentre(NCTC),etcwould becoveredbythisinitiative.The initiativewouldalsohelpinformulatingproperlegalframeworkforUIDprojectofIndiaifthegovernmentwishestodoso. ThebenefitsofUIDprojectaretoonumeroustobeignored.Theonlyrequirementtomakeitasuccessistoproceedlegallyaswellasreasonably.Theforced implementationofUIDprojectwithoutproperlegalframeworkandsafeguardswouldonlyprovecounterproductive,opinesDalal.

UIDProjectOfIndiaIsViolatingCivilLibertiesOfIndians TheUniqueIdentificationAuthorityofIndia(UIDAI)hasnotbeenlegallyconstituteddespiteaclearmandate.EventheofficialsiteofUIDismentioningthatithasyetto formulaterulesandregulationsinthisregard.Intheabsenceofjustandreasonablelaw(s)tosupporttheUIDprojectofIndia,itwouldviolatetheHumanRightsand FundamentalRightsofthecitizensofIndia,saytechnolegalexpertslikePraveenDalal.IndiamustkeepinmindthemandatesofHumanRightsProtectioninCyberspace whileimplementingprojectsthathavenolegalsanctionandbacking. ThesecurityandprivacyissuesofUIDAIhavebeenraisedtimesandagain.TomakethematterworstneitherUIDAInoritsfunctionsarelegallyvalidandconstitutionally sound.InitspresentformtheyareviolativeofnotonlythesacrosanctHumanRightsbutalsotheFundamentalRightsconferredbytheConstitutionofIndia(COI),says PraveenDalal.

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ThefirstandforemostevilofUIDAIwithoutaproperlegalframeworkisthatitwouldviolatetheRighttoPrivacyasconferredunderArticle21oftheConstitution.This isnotexpresslymentionedinitbutthesamehasbeenenunciatedbywayofjudicialinterpretationbytheSupremeCourtofIndia.IndiaisasignatorytotheInternational covenantoncivilandpoliticalrights,1966.Article17thereofprovidesfortherightofprivacy.Article17oftheinternationalcovenantdoesnotgocontrarytoanypartof ourmunicipallaw.Article21has,therefore,tobeinterpretedinconformitywiththeinternationallaw. EventheDataProtectionrequirementswouldposebigchallengebeforeIndia.TheamountofdatacollectedforbyUIDAIwouldbetremendous.Presently,Indiadoes nothaveeitheralegalframeworkortechnicalcapabilitiestoaccommodatethedemandsoftheproposedfunctionsofUIDAI. ThemainaimoftheproposedprojectbyUIDProjectseemstobetostrengthentheESurveillanceCapabilitiesofIndia.WiththepassageofITAct2008Indiahasnow officiallybecomeanendemicesurveillancesociety.Theamendmentshaveprovidedunregulated,unconstitutionalandarbitraryesurveillancepowerstoGovernmentof Indiaanditsagenciesandinstrumentalities.ThefactisthatIndiahasbecomeanEPoliceState,statestheICTTrendsofIndia2009. Privacyrightsarevaluableandmustnotbeviolatedbythegovernmentunderthegarbofnationalsecurity.TheUIDAIProject mustkeepalltheseaspectsinmindbefore beingfinallyimplementedinIndia.
TIMEEDITORIAL

TheUIDprojecthasanewname:Aadhaar,whichmeanssupport.Thechairmanoftheprojectsaidthenamewaschosenbecauseit couldeffectivelycommunicatethe scheme's"transformationalpotentialanditspromisetoresidents". ThescopeoftheUIDprojectisimmense.ItseekstogiveeachIndiancitizena16digituniquenumberbeginningFebruarynextyear,whichshouldhelppeopleaccess statesponsoredwelfareschemesmoreeasily.Asforthegovernment,theUIDprojectcouldhelptostreamlineitsdeliverysystems.Thechallengeistomakesurethat Aadhaardeliversonthepromise.WelfareschemesinIndiaflounderformanyreasons.Amajorreasonisthatdeliverysystemsfailtoreachtheintendedbeneficiaries. Needycitizensfacedifficultiesinconvincingstateagenciesthattheyoughttobetherealbeneficiaries.Middlemencompoundtheproblem.So,rationcardsareforgedand signaturesmanipulatedleadingtomassivecorruptioninwelfareprogrammesasvariedasthepublicdistributionsystemandthenationalemploymentguaranteescheme. Hopefully,Aadhaarwillchangeallthis.Afoolproofidentificationsystemwouldideallyhelpboththegovernmentaswellasthecitizen.Welfarepolicieslikedirectcash transfertothepoorcouldbeimplementedifaUIDnumbercouldbeconnectedtoabankaccount.SuchschemeshavehelpedcountrieslikeBraziltoreducethenumberof poorpeoplesubstantiallyandquickly.However,India'sexperienceinissuingidentificationdocumentseventonichegroupshasbeenfarfromsatisfactory.Caremustbe takentoensurethatAadhaarcards,unlikesayPANcardsforincometaxassessees,areeasytoobtainandfoolproof.

The Multipurpose National Identity Card (MNIC) project is an initiative of the Indian government to create a national ID for every Indian citizen with the objective of increasing national security, managing citizen identity and facilitating e-governance. http://en.wikipedia.org/wiki/Multipurpose_National_Identity_Card\\ http://pib.nic.in/release/release.asp?relid=44711\

32. SwayamShikshanPrayog(SSP)
http://www.sspindia.org/about.htm
Swayam Shikshan Prayog (SSP), meaning Self Education for Empowerment, is a learning and development organization based in Mumbai. Working to transform this mass-scale disaster recovery into a development opportunity, SSP mobilized grassroots women's groups in reconstruction and local governance. About Us Swayam Shikshan Prayog (SSP), meaning Self Education for Empowerment, is a learning and development organization based in Mumbai. SSP translates its mission by providing technical support and access to social and economic opportunities and promoting community driven entities and forging partnerships with institutional actors. Latur.. In 1993, Latur and parts of rural Maharashtra suffered a massive earthquake which claimed over 11,000 lives and damaged over 200,000 houses. Working to transform this mass-scale disaster recovery into a development opportunity, SSP mobilized grassroots women's groups in reconstruction and local governance. And Beyond Today, SSP combined operations in ten of the most disaster prone districts in Maharashtra,Gujarat (2001) and Tamilnadu (2004) reach out to over 3,00,000 families. SSP has scaled up by partnering with women's savings and credit groups to promote livelihoods and enterprises for food and renewable energy and facilitated access to improved basic services- health, water and sanitation. STRENGTHS Practices that promote income generation and self-sufficiency Savings, Credit and Microfinance The cumulative savings of women in the SHG network supported by SSP stands at Rs 6.8 million. Federations unite the growing network of women who are increasingly linked to local institutions, banks, and business opportunities. Today, the local federations/ groups are key partners with the two year old Sakhi Samudaya Kosh SSK or Women's Community Bank a Micro Finance Institution. SSK provides loans of Rs 104 million to over 16,000 women for small business/trade and agriculture. For poor women, launching of the MFI meant ready access to capital and enhanced creditworthiness in the eye of banks and improved access to markets. Social Network Enterprise In the last three years, SSP has moved steadily from a microenterprise strategy to setting up social businesses that provide sustainable livelihoods and incomes to women. A shift was made from grant based projects to market based strategies for achieving development goals through two initiatives business development support (BDS) services and social network enterprise (CBE). The BDS has been instrumental in streamlining social business by conducting customer surveys, market integration, and providing technical support to villagelevel entrepreneurs. Future plans include, incubation of women led small enterprises in the food/nutrition, health and energy sectors which have a ready market linked to SSP and the network's operational areas. SSP has built a social network for enterprise and development on three pillars: * Core Constituency: grassroots women, households and communities * Core Sectors: food, energy, water and sanitation, health services, micro credit and micro insurance * Core Competencies: social mobilization, grassroots women's network, participatory training and peer to peer learning All the social enterprises have enhanced opportunities for increased incomes and savings and improved health and food security. The grassroots distribution network of over 800 village level entrepreneurs Jyotis for energy, Laxmis for retailing groceries and Arogya Sakhis for health delivers products and information meeting everyday household needs of 63,000 customers, mainly women and their families in the rural and urban areas in Maharashtra. Average income growth per entrepreneur stands at 33% above the baseline. Significant among these efforts, is the co-creation of a partnership model for the BOP market with large companies such as BP Energy and recently with Godrej. The use of Oorja cooking appliances and clean fuel has led to awareness on energy conservation and reduced indoor air pollution in 50,000 rural homes, leading to savings of Rs 7.7 million in household monthly incomes. Safe Health, Water and Sanitation Using participatory mapping, women's groups identified lack of safe health, water and sanitation services, as their topmost prioties to lobby local Panchayats, and district authorities. Swanirman or self-reliance is at the centre of SSP's initiative in collaboration with local Panchayats to place demonstration funds for community driven pilots around disaster reduction, climate change and organic agriculture and food security. The Swanirman Committees women SHG leaders and male local panchayat representatives select projects that are innovative or scale up through peer exchanges on a range of concerns such as hazard mapping, vegetable producer groups, traditional seed processing and collective plans for toilet construction and so on.

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SSP's partnership with the Government to redesign the water sector reform resulted in community driven plans and contracts with resources for creating facilities and later for operations and maintenance in 220 villages in Maharashtra and Gujarat. A strong belief in ending open defecation, as a means of restoring dignity for women and improving health of women and children has led SSP to promote lead villages and champions as the recipe to create Clean Villages covering 2,00,000 families in these two states. In pursuit of affordable services to the poor, SSP has promoted a Community Health Fund that pools savings for over 10,000 members and in turn provides referral services and cover for hospital expenses. The Fund protects families from health shocks and promotes solidarity in case of emergencies. Improved health is at the heart of SSP's strategy to promote women's governance groups that monitor public/ private health centres, and build partnerships to provide door step services for preventive health, maternal health care, HIV/AIDS, etc. Access to health insurance has led to total annual savings of Rs. 4 million for 9000 families. Building Community Resilience Disaster crisis represents both danger and an impetus long-term development. SSP is committed to building resilience in the face of sudden climate change and increased disaster risk. In the last decade, SSP and its grassroots networks have led the innovation and transfer of community led recovery by restoring livelihoods, educating owners on safe construction, training masons and setting up sustainable federations and enterprises. In recognition, SSP leads the Global efforts on Community Resilience with Groots International and the Huairou Commision to build community trainers and working with the UNDP and ProVention. In India, SSP is founder member of the National Alliance on DRR- disaster risk reduction and has initiated a Community Disaster Resilience Fund that places funds directly in the hands of local groups and governments. Strong institutional capacity and a growing infrastructure SSP believes strongly in the importance of building and strengthening strong community institutions such as SHGs and federations. Over the years the service delivery infrastructure of SSP has expanded and built significant capacity for poor women and their families. As a result, women are empowered beyond microfinance to participate in initiatives that support entrepreneurship and allow womens groups to play key role in planning and designing of primary health care services, education for children and adolescent girls, water and sanitation facilities in the context of local governance. Technical and programmatic expertise Like development, building human and technical expertise is a dynamic process. SSP has consistently focused effort on refining the knowledge and tools available to people at all levels of its network. The following help enhance SSP competencies and functionality. * Breadth of Board member expertise Board members and advisory clusters represent rich experience in matters of financial management and development, governance, health, water, energy, policy advocacy and public administration. * Executive leadership Prema Gopalan, founder and executive director of SSP, has two decades of managerial and field level development expertise. * Multifaceted management team SSPs management team includes select advisors, an administrator and an experienced project team leader that designs and monitors operational approaches. * Strong program support - All senior team leaders have over five years of expertise in social mobilisation, institution-building, sector development and business development services. * Qualified local teams District level resource teams are organized to provide technical and administrative expertise to colleagues and partners. * Well qualified coordinators District and sector coordinators have experience in a broad array of disciplines, including civil engineering, environmental science, commerce and sociology. * Community Resource Teams Federations, local associations of microfinance leaders, farmer-experts and entrepreneurs are trained to transfer expertise to districts and states. Skill Base * * * * * * * Developing organizational capacity for social entreprenuership Investing in new/innovative business models with the potential for producing social change, economic benefits and determining prospects for sustainability Instituting necessary structures and traning relevant participants for key roles Maintaining MIS, a technical database Conducting surveys to determine need, demand and geographic disbursemnt of supply Implementing mechanisms for business processes and streamlined product distribution Convening expert working groups of sector specialists to participate in planning

SELECTED HONORS AND AWARDS 2008: Finalist for the Social Entrepreneur of the Year 2008: Award of the Khemka Foundation with UNDP and Schwab selected from 140 entries in India. 2008: Award Winner in Changemakers Competition for Scaling up Water and Sanitation selected from 265 entries from 54 countries. 2007: Short listed among 25 entries from 240 entries in social business for the Marico Innovation for India Award 2007: Recipient of the Mary Fran Myers Gender and Disaster Award. Prema Gopalan, Founder - Director of SSP, is recognized as an expert in community driven, gender equitable disaster response and resilience initiatives. 2005: SSP nominated to the Advisory Panel of IED Independent Evaluation Division of the World Bank, Washington to critically examine and provide recommendations from evaluation findings of disaster response projects for last twenty years. Governing Board Members 1. 2. 3. 4. 5. 6. 7. Ms. Prema Gopalan - Chairperson Mr. Ranjan Nehru - Treasurer Mr. Adolph Furtado - Member Ms. Girija Srinivasan - Member Mr. V.C. Nadarajan - Member Mr. Sampath Kumar - Member Mr. Nisheeth Kumar - Member

FUNDING SUPPORT * * * * * * * * * * * * * American Jewish World Service AVERT Society CITIGROUP GROOTS International HIVOS Netherlands Huairou Commission F ord Foundation Government of Gujarat (WASMO) Government of Maharashtra Maharashtra State AIDS Control Society Misereor Germany OXFAM India Sir Ratan Tata Trust

NETWORKS AND PARTNERSHIPS BP Energy India Ltd., Godrej India Pvt. Ltd. Ashoka Foundation, Covenant Centre for Development, IDPMS, Intellecap, Knowledge Linkgs, Start Up !, Swasth India Services, Tide Technocrats and Uplift India Association. SSP is a Steering Committee member of GROOTS International, a network of autonomous grassroots women's organisations across forty countries. She facilitates Disaster Watch - a Global Working Group of the Huairou Commission that seeks to highlight grassroots women's disaster reduction initiatives and upstream lessons from local to global through exchanges, dialogue workshops and www.disasterwatch.net. Coordinate the Community Disaster Resilience Fund - Global Pilot Project started in India in October 2008 with endorsement from the National Disaster Management Authority (NDMA) supported by the Groots International and ProVention. Consortium Principal stakeholder in the GFDRR initiated South - South Cooperation project to foster learning and capacity building in these countries and regions in

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partnership with the NDMA and CEPREDENAC.

Sakhi Group of Social Enterprises Overview Opportunities for reaching the poorest areas the developing world rely on delivering information, products and services to remote rural communities. Through social businesses such as microfinance, rural mobile technology, retail, women's groups in rural areas have been consistently effective mechanisms through which new livelihood opportunities and capabilities can be developed in these poor communities. It is clear, that the potential skill development and capabilities to create lasting social impact by grassroots women's groups and their networks has not been fully reached or recognized. Swayam Shikshan Prayog (SSP) is promoting rural "social enterprise" by partnering with it's network of grassroots of women in the self help group network. These social enterprises centrally involve women entrepreneurs who have survived disasters after the Latur and Gujarat earthquakes (1993 and 2001 and tsunami 2004 respectively). With the facilitation of SSP, networks of rural women entrepreneurs now earn sustainable incomes in retail businesses in renewable home energy products in partnership with BP Energy, food essentials and health funds with others. SSP stimulates enabling business environments through it's bouquet of incubation and business development services that aligns networks of women entrepreneurs, village institutions, and corporations to launch profitable enterprises that are governed by a triple bottom line: * Financial - Everyone in the value chain makes a profit. * Environmental - All enterprises are rooted in the principles of clean, renewable energy. * Social - All businesses fortify the development of village communities and ensure inclusion of debutant entrepreneurs in networks of financial and social capital. Sakhi Group of Social Enterprises 1. SSP has nurtured 850 women retail entrepreneurs in as many rural communities, through its Sakhi Retail Co. in rural Maharashtra. For the Sakhi the village level entrepreneur it has ensured more than 33% income growth in the last year alone. A social enterprise based on revenue model, it has partnered with BP Energy to co-develop stoves and clean fuel, and now sells, markets, and distributes biomass stoves to 60,000 households across rural Maharastra. The grassroots women network trained to act as marketers, offer after sales service and "below-the-line" advertisers in one. Read more... 2. Through Sakhi Samudaya Kosh its community driven micro finance entity, SSP has launched over 16,000 women in start up self employment in agriculture, dairy and small trades and businesses. Turnover of micro finance operations are up to Rs. 140 million over the last two years alone. Read more ... 3. Setting up a Rural B- School, building and training micro -entrepreneurs and starting an Incubator for rural enterprises to enhance opportunities for women and young girls are key goals of the entity SSEN Sakhi Social Enterprise Network launched recently. Read more ... 4. The Sakhi Community Health Trust Fund an initiative for rural families with low access to affordable health to benefit from cashless health insurance and doorstep health services resulting in improved health security. SSP fostered a community driven Health Trust and partnered with SIS Swasth India Services an for profit health venture to co develop both products and mechanisms that will reach out preventive health services and provide hospital cover together with insurance companies. Read more ... All operations launched by SSP are premised on 4 Cs: * Customer- focus - Customers/Members drive the integrated value chain. * Capacity Building - Women entrepreneurs train at all levels to be successful at business and leading social initiatives. * Connectivity -Women entrepreneurs' are linked to their networks and are empowered * Community Impact - Social enterprises work on lowering costs, stabilizing business models. This is done by first providing decent incomes to entrepreneurs, reinvesting even minimum profits and promoting social change. Organizational strengths The key strength of SSP is its close connections to and knowledge of the local communities and the social network and trust relationships with over 1,300 communities. Most of the teams are locally recruited and grassroots women are both trainers and leaders of the Federations and actively participate by investing in and providing valuable feedback for effectiveness of the enterprises. Currently, SSP works in six districts in Maharashtra and two each in Gujarat and Tamilandu. SSP has facilitated the formation of 5,000 self-help groups, with a membership of over 60,000. It has a potential direct outreach to 300,000 households. And SSP's network is known for expertise in health, water, sanitation, and building disaster resilience. With strengthened training and infrastructure, the SSP network itself could be an invaluable partner to government, businesses and organizations hoping to reach households.

BestPractices
Microfinance Sustainable Livelihoods Water and Sanitation Community Health Building Community Resilience Local Planning and Governance ----------------------------------------------------------------------------Microfinance Building business and giving back to the community: Baby Shiral is the President of her Self Help Group for the past 4 years and owner of her own sari retail shop, She has significantly improved her life since she became a part of SSP. She has studied upto 12th standard and soon after got married and now has two children. Read more Induba belongs to the Darbar community of the Kutch region and now is the president of an SHG and a Federation member. Read more...

Sustainable Livelihoods Maya Shriral has been a Jyoti in her village, Ter, for one year At age 30, Maya is married with two children and actively seeking out ways to bring additional income to her family aside from farming, their main source of income. Before becoming a Jyoti, Maya was an SHG member but had very little business experience. She studied through grade 12 and since marriage has spent most of her time caring for her home and her family. Read more... My Identity changed: Sarita Wade is an entrepreneur of Ausa village since August 2007. She had sold 134 biomass appliances in last four months. Read more Sakhi Retail with Nutrition programme of Anganwadi: Sakhi Retail unit of Nanded district is working in two talukas includes 25 villages and with 1000 customers. Nutrition program is going on in Anganwadis. SHG members took initiative to get the contract of making nutritious food. Read more Collision of Enterprise Development training: Read more Four businesses at a time: Asha's journey began after joining a Self help group. Thinking of starting a business, she attended EAP trainings conducted by BDSS and federation. First she started her business with a Coin Box PCO with her own investment. Read more Kesarben's business has reached a point of top score among other grocery shops. Read more...

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Kassiben started her business with a small amount of money and as the time passed, her business flourished and now she earns a hefty amount of money per month. Read more..

Water and Sanitation Women's Groups Takes Initiative in Health and Sanitation, Sonankupam village, Cuddalore District, Tamil Nadu. A story of a village that traversed the path from apathy to vision of a clean village and a healthier tomorrow. Read more... A Clean Village - Shivgandh, Gujarat Read more... Community Health My priority for my family health: Read more Triveni Sangam - Three SHG women named Jeevniben Rajput, Lassuben Rabbarri, and Induba took the lead and placed to hold the PHC staff responsible and accountable to rural villagers. Read more.. Building Community Resilience A Study of effect of delayed monsoon on village life, Loha village, Nanded District. Read more... The villagers of Bolegaon, Latur district speak about the effects of climatic changes on village life. Read more... Formation of the Village Disaster Relief Committee: From this incidence, they learned the lesson of the importance of having a VDRC committee in the village and finally villagers decided to form the VDRC in the village. Read more Rising above the waters, together we swim A story of how tsunami survivors took the lead to provide emergency relief to the flood affected peoples in Poovalai village, Tamil Nadu, India nine months after they had experienced one. Read more...

Local Planning and Governance Women from the self- help groups take a lead in village development The Self Help Group in Halasi village in Nilanga taluka in Latur district provided women an opportunity to actively be involved in community development. The women in the village were able to assist in the improvement of education, the closing of village liquor stores and improve drinking water supply, and .. Read more... And organic farming increased The use of organic fertilizers and pesticides in the village of Dhorale, Barshi taluka in Solapur increased income generation from farming and provided the villager food free of poisonous chemical pesticides. Read more... An ideal primary health center of Katgaon village in Tuljapur taluka, Osmanabad After Ramchandra Potdar donated his land to the Primary Health Centre, villagers became involved in improving health services. Doctors also became available around the clock, and the villagers donated the center beds, small cupboards, mosquito nets, mats, TV sets, and water filters. Solar panels were also installed for hot water, and there was a decrease in contagious diseases. Read more... Women empowerment by self-help groups: Within Dhanegaon village in Latur district, the local money lending system was abolished, and instead replaced by self help groups. SHGs empowered women, and provide them an opportunity to start their own entrerprise. Women from SHGs also built home toilets and play an influential role in community. Read more... Khamgaon, a village (Barshi taluka, Solapur district) famous for onions After villagers were trained by agriculture department, they decided to collectively grow alternate crops on their fields. As a result of this, they are now growing onions, grapes, resins, and bor fruits, and have increased employment in the region and the profits of the farmers Read more... Pardi is a small village in Loha, Nanded. Pardi was the first village within the Nanded district to implement the water supply scheme successfully and now regularly supplied water to the village. The project was implemented in 2001 with a total cost of Rs 25 lakhs. Read more... Nutrition Food making competition: October 2nd is Gandhi Jayanti day and it is a holiday for the schools. All girls gathered together in the Hanuman Mandir on 2nd October, 2008. Read more Marketing of Women Produce: One of the objectives of the Swanirman is to create a market source to the village level products. SHG women from Didsinghe formed a milk society in their own village as a result of cooperation of women members. Read more After the intervention of Mogi Behn, the conditions of the village began to change and turned into the good path. Read more...

33. BlueOceanStrategy
BlueOceanStrategyisabusinessstrategybookwrittenbyW.ChanKimandReneMauborgneofTheBlueOceanStrategyInstituteatINSEAD,oneofthetopEuropean businessschools.Thebookillustratesthehighgrowthandprofitsanorganizationcangeneratebycreatingnewdemandinanuncontestedmarketspace,ora"Blue Ocean",thanbycompetingheadtoheadwithothersuppliersforknowncustomersinanexistingindustry.[1]Basedon15yearsofresearch,theauthorsused150 successfulstrategicmovesspanning120yearsofbusinesshistoryandacross30industriestobringtheBlueOceanStrategytheorytolife.Thebookhassoldmorethana millioncopiesinitsfirstyearofpublicationandisbeingpublishedin41languages Concept CirqueduSoleil anexampleofcreatinganewmarketspace,byblendingoperaandballetwiththecircusformatwhileeliminatingstarperformerandanimals Themetaphorofredandblueoceansdescribesthemarketuniverse. RedOceansarealltheindustriesinexistencetodaytheknownmarketspace.Intheredoceans,industryboundariesaredefinedandaccepted,andthecompetitiverules ofthegameareknown.Herecompaniestrytooutperformtheirrivalstograbagreatershareofproductorservicedemand.As themarketspacegetscrowded,prospects forprofitsandgrowtharereduced.Productsbecomecommoditiesorniche,andcutthroatcompetitionturnstheoceanbloody.Hence,thetermredoceans.[3] Blueoceans,incontrast,denotealltheindustriesnotinexistencetodaytheunknownmarketspace,untaintedbycompetition.Inblueoceans,demandiscreatedrather thanfoughtover.Thereisampleopportunityforgrowththatisbothprofitableandrapid.Inblueoceans,competitionisirrelevantbecausetherulesofthegameare waitingtobeset.Blueoceanisananalogytodescribethewider,deeperpotentialofmarketspacethatisnotyetexplored. [3] ThecornerstoneofBlueOceanStrategyis'ValueInnovation'.Ablueoceaniscreatedwhenacompanyachievesvalueinnovationthatcreatesvaluesimultaneouslyfor boththebuyerandthecompany.Theinnovation(inproduct,service,ordelivery)mustraiseandcreatevalueforthemarket, whilesimultaneouslyreducingoreliminating featuresorservicesthatarelessvaluedbythecurrentorfuturemarket.TheauthorscriticizeMichaelPorter'sideathatsuccessfulbusinessesareeitherlowcostproviders ornicheplayers.Instead,theyproposefindingvaluethatcrossesconventionalmarketsegmentationandofferingvalueandlowercost. EducatorCharlesW.L.Hillproposedthisideain1988andclaimedthatPorter'smodelwasflawedbecausedifferentiationcan beameansforfirmstoachievelowcost.He proposedthatacombinationofdifferentiationandlowcostmightbenecessaryforfirmstoachieveasustainablecompetitive advantage.

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Manyothershaveproposedsimilarstrategies.Forexample,SwedisheducatorsJonasRidderstrleandKjellNordstrmintheir1999bookFunkyBusinessfollowasimilar lineofreasoning.Forexample,"competingfactors"inBlueOceanStrategyaresimilartothedefinitionof"finiteandinfinitedimensions"inFunkyBusiness.JustasBlue OceanStrategyclaimsthataRedOceanStrategydoesnotguaranteesuccess,FunkyBusinessexplainedthat"CompetitiveStrategyistheroutetonowhere".Funky Businessarguesthatfirmsneedtocreate"SensationalStrategies".JustlikeBlueOceanStrategy,aSensationalStrategyisabout"playingadifferentgame"accordingto RidderstraleandNordstrom.RidderstraleandNordstromalsoclaimthattheaimofcompaniesistocreatetemporarymonopolies.KimandMauborgneexplainthatthe aimofcompaniesistocreateblueoceans,thatwilleventuallyturnred.Thisisthesameideaexpressedintheformofananalogy.RidderstrleandNordstrmalso claimedin1999that"intheslowgrowth1990sovercapacityisthenorminmostbusinesses".KimandMauborgneclaimthatblueoceanstrategymakessenseinaworld wheresupplyexceedsdemand. EXAMPLES A)PARASPHARMAhasgrownovertheyearsbycreatinganewcategoryofproductsaltogether. 1.MOOV 2.MRS.MARINO 3.LIVON 4.LIPGUARD 5.ItchGuard 6.DermiCooletc AndalltheseproductsaredoingsowellanditsshareintheFMCGsectorissubstantial. Franklyspeaking,ParasisoneofmyfavoritesinFMCGsphereinIndia.Theyhavecreatedaspaceforthemselves. B)CavinKareusedthisin1984forthefirsttimewhenhelaunchedSachetsinIndia.ThefirstlaunchwasChikSachetsforas lowas50paisa.Andtheygotabigmarketby targetingthebottomofPyramid. C)TherewasanarticleinEconomicTimes "LGMobilestodiveinto'BlueOcean',plantotakeonrivals" D)Fordintroducedtheassemblyline,whichreplacedskilledcraftsmenwithordinaryunskilledlaborers,whoworkedonesmall taskfasterandmoreefficiently,cuttingthe timetomakeaModelTfromtwentyonedaystofourdaysandcuttinglaborhoursby60percent E)DeccanAirlines:Theyintroduced EverydayLowPricesconceptinIndianAirlines.Theticketwereaslowas$10.Sotheyenteredaspacewithnocompetitionin airlines atthatpointoftime.Nowitslikearedocean. Socompanieshavetokeepinnovatingtocomeupwithundisputednewareas. F)KingfisherAirlines:TheyhaveusedthewholeexperienceastheirUSP.Theyhavecreatedablueoceanwithinaredone.Kingfisherredefinedthetravelexperiencefor businessandfirstclasstravelers.ThisisalsowhatVirginused.AccordingtoVirgin,itsnotjustgettingfromoneairporttoanother,buttheexperienceyouhavefrom whenyouleaveyourhometowhenyouarrive.Soitincludesgroundtransportation,andoptionsliketakingashoweronarrivalinsteadofgoingtoahotel. G)SkinCareinIndia:WhenFMCGcompaniesinIndiasawthatthepersonal skincaremarketisgettingsaturatedandtherearemanyplayerscompeting,theyenteredin serviceindustry.MaricostartedKayaSkinClinic.Herethemarginsaremoreandplayersareless.ButinfuturewewillslowlymoreFMCGplayersenteringintothisspace tomakeitRedOcean. Sothesedays,oneneedtothinkstrategicallyandhaveinnovativeacumen.Thiswillhelpalltheplayerstogrowwithoutmuchofcompetition justlookoutforunfulfilled needsorcreatenewneeds.

Someoftheotherexamplesinclude: 20%timeatgoogle attheplantlevelintoyota Toyotakirloskargroup scorttrolley' Oneofthemostcompactlinesintheassembly,where20differentpartsarehandledinonly2squaremeterofspace,accessingdifferentpartsinsuchacrampedspace wasaproblem. Thatswhenateamcameupwiththeideaofanescorttrolley,whichstoresthevariouspartsandmovesalongtheassemblyline.Theinnovationresultedinsavingover 20minutesdailyontheline,therebyincreasingefficienciesofproduction.Theythenwentastepfurtherbyreducingthespaceofthetrolleytohalfbyusageofbothsides ofthetrolley. PCsinthesubRs10000categoryshiftedthePCbattletoadifferentzonealtogether Sony'swalkmanrevolutionsedthewaywelistenedtomusic Appleipod Dellcomputers starbuckscoffeeshops CNN'srealtimenews24/7in1980 IKEAwouldbeanexampleinAmerica.BeforeIKEAtheretailersoffurniturewereeitherpricedhighwithlotsofcustomerservice.TheseretailerswereThomasville,Rooms ToGo,Haverty's,etc.....TheotherfurnitureretailerswereWalMart,KMart,OfficeDepot. IKEAofferedreasonablypricedfurniturewithagoodselectionandlaboveaveragequalityaccompaniedwithlittlecustomerservice.Ifyoudrawaretaildiagramofprice andselectionandgivefoursegments,youwillseethattheHighPriceandHighSelectionsegmentwasfullaswellasthelow priceandlittleselectionsegment.IKEA becametheloneretaileroflowpricedhighselectionfurniture. 1.RevaelectriccarcameoutadmistthebattleofAutomobilegiantsforamoreenvironmentallyandfuelefficientcar. 2.RedBullEnergydrinkchangedthewaypeopleusetoseetheColas.(carbonatedsoftdrinks) 3.TopRamenNoodles 4.BritishAirwaysconceptofBusinessClassintheirairways. 5.ToyotaPriusHybridsedan.

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6.Nestle'sInstantCoffee. 7.Dovesoap(P&G) madeof100%moisturisers. 8.Amway NetworkMarketing

1)Nirma:Withtheirlaunchofcheapwashingpowder,theycapturedamarketthatHLLignoredandevensneeredat.Theygrewlargeenoughtoactuallystealmarket sharefromHLL'sSurf. 2)HimalayaDrugs:Theycreatedanentirelynewmarketofconsumerswhoprefermedicallyprovenherbalmedicine.Followingtheirlead,allFMCGmajorscameoutwith theirownlittleherbalrange! 3)AravindEyeHospital:Perfectedtheartofeyecaretosuchalevelthattheirdoctorsperformphenomenallyhighnumberof operationskeepingtheircosts/patientlow! Cateredtopeoplethatjustcouldneveraffordprivatehospitals.

AcquirNewMarketbyusingNewstrategy Therearesomanycompaniesaroundtheworldareusingthisstrategytoplacetherepositioninnewmarket.IhavefewexamplesandtheyarethepartofBlueOcean strategy. 1.CirqueduSoleil:Anentertainmentcompanyfoundedin1984byGuyLalibertandDanielGauthier.Ithasbeendescribedas themoderncircus,andfocusesupona storylineaswellasamazingperformances. 1.1AfterdoingtheresrachintheEntertainmentindustryCirqueduSoleilcamewithnewconcepts.CirqueduSoleilstartusingthehumanasperformersanddoesnot makeuseofanimals. Theystartusingnewconceptofcombineelementsofstreetperformances,circus,opera,ballet,androckmusic.Cirqueshowsdonotuseprerecordedmusic;allmusicis playedlive. 1.2CirqueintroducedtheuseofbungiecordstoaerialactsandcreatedamodifiedtumblingtrampolinecalledaPowerTrack, bothofwhichhavesincebeenadoptedby othercircuses.

2.Gmail:GmailisafreewebmailandPOPemailserviceprovidedbyGoogle.Itishavingcompetitionfromhotmail.com,yahoo.com,outlookexpress,applemailandAIM Mailserviceprovider. 2.1Realesedon1stApril2004andbecomefamousfromeverycornerofworld.After2yearsofsuccesstillusinghisBetaPolicyforsignup.Thepurposeoftheinvitation systemistoreducetheamountofabuse. 2.2ItisalsopossibletosignupifonehaveamobilephonefromAustralia,Indonesia,Malaysia,Singapore,Thailand,Turkey,NewZealand,PhilippinesortheUnitedStates viaSMSSignup. 2.3GoogleCalender,Autosaveenhancement,OptionDots,Keyboardshortcutandseveralotherfuturemakesgmailoneofthefaviourateaccessingaccountfordayto daylife.

3.Wii7thgenerationvideogameconsole,announcedonApril27,2006:Thesystemisuniqueinthattheconsole'scontroller, candetectitspositionandorientationin threedimensionalspace. 3.1BackwardCompetability,virtualconsol,wiiconeect24,Parentalcontrolmakesthemmoreattractiveinbusiness. 3.2NintendohasstatedthattheWiiwillbecheaperthanthePS3andXbox360,withthebasicXbox360at$299USDandthebasicPS3at$499. 3.3WiihaveastandbymodeentitledWiiConnect24,inwhichitisconnectedtotheInternetandcanreceivemessagesandupdateswhilenotconsumingmuchpower. 3.4ThereadvantagesOverXboxandPS3broughBigmarketsuccess.

4.EasyJetisalowcostairlineofficiallyknownaseasyJetAirlineCompanyLimited,basedatLondonLutonAirport. 4.1EasyJetanditsRepublicofIrelandbasedrivalRyanairarebyfarthelargestlowcostairlinesinEurope,andtherivalrybetweenthem. 4.2Thetwocompanieshaveslightlydifferentstrategies.easyJetfliesmainlytoleadingairportswhileRyanairusesfarmoresecondaryairportstoreducecosts.

SKumar, Asyouknowthemarketsthatareverycompetitiveandyouhavetocutyourpricesalotarecalledredoceansandthenewmarketsorpoorlycompetitiveunestructured marketsarecalledblueoceans.AboveexamplesaregivingtheideaofNewMarketwithNewProductStrategy. ButifyouuseAnsoffsMatrixtoanybusinessitwillbefarmorebettertojudgethemarketforlongtermrelationship.Bychoosingblueoceansabovecompanieshadmade theirproductandservicetostandovertheotherproductsbecausetheyhavenocompetitioninyourleagueorcalllesscompetition.

34. HUL:ProjectShakti
HULProjectShakti WaytomakeanImpact IsthisthetimetolookbackandseewhatProjectShaktihasachievedsofar?ForHUL,theFMCGimagesgiant,thereisalwaysaprideinseeingtheprogresswhich ProjectShaktihaSshowninpastfewyears. ThemissionofreachingouttoeachandeveryruralconsumerthroughProjectShaktiwaslookinglikeamammothtaskintheinitialyears,butHULthroughitsproper planningandcommitmenttomakethatinitiativecounthasbeenabletomakeadifferenceinthelivesofmillionsoffolksin RuralIndiabyofferingthemanopportunity

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whichtheywerewaitingfor. ProjectShaktiwasastrategicvehicleofHindustanUnileverLimited(HUL)toachievebetterruralpenetration.Todayitcontributesinamajorwaytotheoverallsalesof thisFMCGmajor.Thisinnovativechannelofdistributionofcompanysproductstoruralconsumershasbeensuccessfulbecause ofitsabilitytoreachouttopeopleliving inevenremotestofareas.Ithasahugenetworkinvillages,districts,andhasthousandsofentrepreneursalongwithmillionsofruralconsumers. TheProjectaimstocover5lakhsvillagesandisgunningforhavingonelakhsentrepreneursunderitsbeltbytheendof2010.Itismoreofawinwininitiativeasitnotonly helpsincatalysingthedevelopmentinRuralIndiabutalsobenefitstheoverallsalesofHULbyreachingto600million. Thewholeprojectworksonthreeinterconnectedinitiatives: *TheShaktiEntrepreneurProgramme:Ithelpsincreationofincomegeneratingcapabilitiesintheruralwomenbyofferingthemmicroenterpriseopportunitieswhich canbesustainableinthelongterm. *TheShaktiVaniProgramme:Thisprogrammedealswithspreadingawarenessaboutpracticesinhealthandinfoabouthygienicissues.Thishasbeenphenomenalin termsofimprovingthequalityoflifeinruralIndia. *TheiShaktiCommunityPortal:Thisoffersrelevantinformationaboutempowermentofruralcommunities. TheproperintegrationamongstabovethreeinitiativeshasbeenthemajorfactorbehindthesuccessstoryofProjectShakti.Itsreachcanbeeasilymeasurebythefact thatalmosteighthouseholdsineverytenuseproductsofthisFMCGgiant. Itisoftensaidthatwhenyouareleaderinthemarket,youalwayslookfornewavenues,newareasforbetteropportunity.ThisisexactlywhatHULdid.Theyhadmarket leadershipin200405andthisprojectgavethemanopportunitytotapthelargestuntappedmarketinIndia. BeingthefrontrunnerinenteringintoRuralIndia,thepasthasbeenfullofsuccessforProjectShakti.Thenextmilliondollarquestionwouldbe Whatnext?Is implementingtheconceptinhinterlandsofothercountriesareoncards? HUL:ProjectShaktibusinessmodeloverview Withtheurbanmarketsaturated,FMCGcompaniesarenowtargetingtheruralmarkets.Inspiteoftheincomeimbalancebetween urbanandruralIndia,ruralholdsgreat potentialsince70%ofIndiaspopulationlivesthere.Duetotherecentgovernmentmeasureslikewaiverofloans,nationalruralemploymentguaranteeschemeand increasingminimumsupportprice,disposableincomeinruralIndiahasbeenrapidlyincreasing.However,ruralmarketspresenttheirownsetsofproblems.Theseinclude poorinfrastructure,dispersedsettlements,lackofeducationandavirtuallynonexistentmediumforcommunication.Furthermore,retailerscannotbepresentinallthe centresasmanyofthemaresosmallthatitmakesthemeconomicallyunfeasible. HindustanUnileverLimited(HUL)totapthismarketconceivedofProjectShakti.Thisprojectwasstartedin2001withtheaimofincreasingthecompanysrural distributionreachaswellasprovidingruralwomenwithincomegeneratingopportunities.Thisisacasewherethesocialgoalsarehelpingachievebusinessgoals. TherecruitmentofaShaktiEntrepreneurorShaktiAmma(SA)beginswiththeexecutivesofHULidentifyingtheuncoveredvillage.Therepresentativeofthecompany meetsthepanchayatandthevillageheadandidentifythewomanwhotheybelievewillbesuitableasaSA.Aftertrainingshe isaskedtoputupRs20,000asinvestment whichisusedtobuyproductsforselling.Theproductsarethensolddoortodoororthroughpettyshopsathome.OnanaverageaShaktiAmmamakesa10%marginon theproductsshesells. AninitiativewhichhelpssupportProjectShaktiistheShaktiVaniprogramme.Underthisprogramme,trainedcommunicatorsvisitschoolsandvillagecongregationsto drivemessagesonsanitation,goodhygienepracticesandwomenempowerment.ThisservesasaruralcommunicationvehicleandhelpstheSAintheirsales. ThemainadvantageoftheShaktiprogrammeforHULishavingmorefeetontheground.ShaktiAmmasareabletoreachfarflungareas,whichwereeconomically unviableforthecompanytotaponitsown,besidesbeingabrandambassadorforthecompany.Moreover,thecompanyhasready consumersintheSAswhobecome usersoftheproductsbesidessellingthem. Althoughthecompanyhasbeensuccessfulintheinitiativeandhasbeenscalingup,itfacesproblemsfromtimetotimeforwhichitcomesupwithinnovativesolutions. Forexample,aproblemfacedbyHULwasthattheSAsweremoreinclinedtostayathomeandsellratherthangoingfromdoortodoorsincethereisastigmaattachedto directselling.Moreover,menwerenotliabletogotoawomanshouseandbuyproducts.ThecompanycounteredthisproblembyhostingShaktiDays.Hereanartificial marketplacewascreatedwithmusicandpromotionandtheladieswereabletoselltheirproductsinafewhourswithoutencounteringanystigmaorbias. ThismodelhasbeenthegrowthdriverforHULandpresentlyabouthalfofHULsFMCGsalescomefromruralmarkets.TheShaktinetworkattheendof2008was45,000 Ammascovering100,000+villagesacross15statesreaching3mhomes.Thelongtermaimofthecompanyistohave100,000Ammascovering500,000villagesand reaching600mpeople.Wefeelthatwiththisinitiative,HULhasbeensuccessfulinmaintainingitsdistributionreachadvantageoveritscompetitors.Thisprogrammewill helpprovideHULwithagrowingcustomerbasewhichwillbenefitthecompanyforyearstocome.

35. PURA(ProvidingUrbanAmenitiesinRuralAreas) APJAbdulKalam(Vision2020)

ProvidingUrbanAmenitiestoRuralAreas(PURA)isastrategyforruraldevelopmentinIndia.ConceptgivenbyformerpresidentDr.A.P.J.AbdulKalam.andframedby Prof.Emerson. PURAproposesthaturbaninfrastructureandservicesbeprovidedinruralhubstocreateeconomicopportunitiesoutsideofcities.Physicalconnectivitybyprovidingroads electronicconnectivitybyprovidingcommunicationnetworkandknowledgeconnectivitybyestablishingprofessionalandTechnicalinstitutionswillhavetobedoneinan integratedwaysothateconomicconnectivitywillemanate.TheIndiancentralgovernmenthasbeenrunningpilotPURAprograms inseveralstatessince2004

Urbanamenities,ruralambience P.V.Indiresan ThePresidentmaybeanevangelistforPURAandthePrimeMinistermaywant5000oftheseurbanisedruralsettlements,butforthattheGovernmentneedstoreinvent itself.PURArequiresthecooperationofvariousministries,andpolicychangestoinfuseconfidenceamonginvestorstoshift fromlargecitiestothePURAs,saysP.V. Indiresan. THEPresident,MrAbdulKalam,hasbeenpropagatingtheconceptofPURA(ProvidingUrbanamenitiesinRuralAreas),whichhehasmadethecoreofhisVision2020, withmissionaryzeal.Duringthe50thbirthdaycelebrationsofMataAmritanandamayi(Amma),thePresidenttoldtheassembledCEOs:"Iexplainedtoher(Amma)the villagedevelopmentstrategiesofProvidingUrbanfacilitiesinRuralAreas(PURA)consistingoffourconnectivities:physical,electronic,knowledgeandeconomic connectivitytoenhancetheprosperityofclustersofvillagesintheruralareas.AmmalistenedpatientlyandwhenIfinished,turnedtomewithasmileandtoldmethat somethingbasicwasmissing.Shewentontoexplaintherichcultureandcivilisationalheritageofthousandsofyearsthatourcountryisproudof;thetraditionalbondsin awellknitfamilysystem,wherelove,affection,mutualhelpandservicearetheprevailingemotions.Hence,thedevelopmenteffort intheruralareahastohaveafocus onthespiritualwayoflife." HereisanewinterpretationofVision,anewmeaningtotheideaofVision2020.Asamatterofinterest,theyoungstudentvolunteerwhoreceivedmeattheKochi airportlistenedtomyexplanationofPURAandremarkedthattheschemewasessentiallyonethatdependsonpartnershipamong businesspersons,socialservice

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agencies,thegovernmentandthepublic.Forthatreason,hesuggestedthattheletterPinPURAshouldstandforPartnership.Evidently,thephilosophythatAmma espouseshaspercolateddowntothelevelofhumblevolunteerstoo. Takinguphissuggestion,inmypresentationtotheCEOs,IdescribedPURAasPartnershipforUrbanamenitieswithRuralAmbience.ThatkindofPURAappearstobean improvementonatopdownPURAthatisvisualisedasonethatmerelyProvidesUrbanamenitiesinRuralAreas. Whatisruralambience?Abriefanswerwouldbethatruralambiencehastwouniquecharacteristics.Itisinwardlooking;villagershaveintimatehumancontactwiththeir neighbours,evenwithemployers.Theyshareeachothers'joysandsorrows.Iftheyworkunderanemployer,thoseemployerstooliveinthesameenvironmentasthe workersdo.Howeverbadtheemployers,thereishumancontactbetweenemployerandemployeeeveryday.Incities,organisationstendtobelarge;mostemployeesdo notevenknowwhotheiremployersare.Theworkatmosphereismechanical,dehumanised.Inconsequence,neighboursdonothave muchtoshareamongthemselves, leastofall,workexperiences. Aboveall,themoststrikingcontrastbetweenvillagesandcitiesarisesinconnectionwiththemannerofreachingtheplaceofwork.Invillages,workersusuallywalkto work.Afewmaytakeacycle.Eventherichwhomayhavemotorisedvehiclesusethemforoccasionalbusinessorforsocialpurposesandnotfordailycommuting.In cities,almostwithoutexception,everyonecommutesoverlongdistancesandforlongperiodsoftime,attimes,asmuchastwohourseachway. Commutingimposesthemostextensiveandperniciouscostsoncities.Itcostsmoney,asmuchaslakhsofrupeesperemployeetorunbusesandtrains,andtobuild flyoversandmetros.Commutingwastestimetoo.Typically,inmetros,commutersspendtwoyearsormoreoftheirlivesintravellingtowork,anddosoundertrying conditions.Thathurtstheirpsychologytotheextentcommuterstendtobecomeselfcentred,moreinterestedinthemselvesthaninothers.Itdiminishessocial cohesivenesswithlonghoursspentawayatworkandincommuting,destroyingfamilytogetherness.Eventhecultureisaffected;urbandwellersarelessinterestedinthe richnessoftradition,inspirituality. Neitheristheexistingruralambienceperfect.Citiesofferprivacy;villagesdonot.Villagersmayknowtheiremployersbut employerscouldbeinhumanwithoutany opportunityforredress.Citiesofferhighwages,avarietyofjobopportunitiesthatcatertoeverytasteandcapability.Villagejobspaylittle,andofferlittlescopeforvaried talents.Villagelifecanbestultifying,notrichandvariedascitylightsare.Thatiswhyruralambienceisnotenough;weneedurbanamenitiestoo. Citiesofferwiderangingjobopportunitieswithsuchalargevarietythatvirtuallyeverykindoftalentfindsscope.Thenumberstooaresolargethatbothhusbandsand wivescanbeconfidentofsecuringsatisfactoryemployment.Citiesofferalsobetterresidences,piped,protectedwatersupply,aswellsasmorestableelectricity, Then,aVisionthatmeshesurbanamenitieswithruralambiencecanbedescribedintermsofahabitatwhereeventhepoorestliveinmodernresidencesfittedwithpiped water,modernsanitation,smokelessfuel,andreliableelectricsupply.Thereisnotechnicalprobleminprovidingtheseamenitiesinvillagesaswellastheyareincities.In fact,thecostswillbemuchless.Whileurbanisationisnotneededatallforassuringanyoftheseamenities,jobsandmarketsareadifferentmatteraltogether.Bothof themneedlargecatchmentpopulations thelargerthebetter. Then,theproblemofcombiningurbanamenitieswithruralambienceboilsdowntothequestionoflinkingtogetherlargepopulationswithouttheneedtocommutelong distanceseachdaytowork,andtoinducingneighbourstosharetheirjoysandsorrowstogether.Thesolutiontobothminimisingdailycommutingontheonehandand promotingneighbourlinessontheotherissimpleandthesameforboth:Makeitarulethateveryemployergetsspacebothforworkandemployeeresidencesinonelot, withinwalkingdistanceofeachother. Thissolutionisnotunusual.ManyinstitutionsincludingtheIITs,laboratoriesoftheDRDO,space,CSIRandatomicenergyestablishmentsaswellasmanyagriculture basedindustrieshaveworkplaceandresidencesclosetogether.Thosecampusesattracthighlyqualifiedexpertsofferingamenitiesasgoodasanyintheworld.Forthe reasonallresidentsarelinkedtothesameemployer,theysharemanyjoysandsorrowstogether.Thoughsophisticated,thosecampusesareessentiallyvillages.They inculcatethekindofneighbourlinessthatisthehallmarkofruralambience. Ruralambiencemeansalsothatgreenfieldsshouldbewithinsight.Forthatreason,PURAisconfinedtoastripnofartherthen500metresoftheroadthatstringsthe campuses.Thatwillguaranteethatresidenceswillbewithinwalkingdistance,notmorethan500metres,fromopenfieldsononeside,andahighwayontheother. ThatiswhyPURAisdevisedasacollectionofvillagesizedcampuses,eachoneenjoyingallfourconnectivitiesthatPresidentKalamadvocates.Theyarestringedtogether intheformofagarlandwitharingroadasthestring.Everypointwillthenbeurbanbecauseitwillbewithinwalkingdistanceoftheringroadthatconnectsacitysized population.Itisalsoruralbecauseeachisacampuswherepeoplehavecommoninterests.Further,theyarealsowithinwalkingdistanceofwide,openfields. Unfortunately,therearestillculturalproblemstocontend.Forinstance,inseveralStates,governmentshaveprovidedlavatoriesatvirtuallynocosttotheowner.Rural folktakeadvantageofthesubsidiesofferedtogetthembuilt,butusethemtohousecattleorstorematerial.Governmentshaveprovidedhandpumpstoo;manyvillagers usethemtowashbuffalos,andbatheintheunhygienicpondsasbefore.Schoolshavebeenprovided,butparentsdonotsendtheirchildren,particularlygirlchildren. Hospitalshavebeenbuiltbutdoctorsneverattendthem.Villageshavemanyamenitiesonpaperbutnotintruth. Attheotherend,entrepreneursdonotwanttoinvestintheruralareas.AstheCEOSummitinKochishowed,theydonotwant tohaveanythingtodowiththe government.PURAneedseveryonetoparticipate,notworkinisolation.Thus,ruraldevelopmentisnotmerelyasupplyproblem butonebesetwithpeculiardifficultieson thedemandsidetoo. Peoplemisuseamenitiesbecausetheyareverypoor.Theydonothaveacoupleofthousandrupeestosparetobuildastoreroom,andsousealavatoryforthepurpose. Thesolutionistogetthemsuchwellpayingjobsthattheycanaffordnottousebathrooms,toiletsandthelikeforotherpurposes.Thatwillbecomepossibleonlywhen jobsarecreatedintheorganisedsector.Inturn,thatrequiresthecooperationoflargeentrepreneurs. Letusfacefacts:PresidentKalammaybeanevangelistforPURA;thePrimeMinistermaywant5000PURAs.Botharegoingtoseemanyroadblocksaheadofthem.Itis notenoughforthegovernmenttobuildaringroad;itshouldmakeitfirstrate,capableofhandlingfuturetrafficthatcouldgrowtoimpressivevolumes.Preventing encroachmentofthatroad thebaneofallroadsinthecountry willrequireanewmodelofhighwaymanagement.Policychangesareneededtoinfuseconfidence amonginvestors,particularlytopersuadethemtoshifttheiroperationsfromlargecitiestoPURAs.PURAisalsoacomplexoperation;itrequiresthecooperationofa numberofministriesbothattheCentreandintheStates.Forallthesereasons,beforePURAcansucceed,thegovernmentwillhavetoreinventitself.

36. CSR
CorporateSocialResponsibility:InitiativesandExamples AnandCorporateServicesLimited Anandhasalongstandingcommitmenttoaddressingtheneedsofthesociety,inviewofitsbeliefthatforanyeconomicdevelopmenttobemeaningful,thebenefitsfrom thebusinessmusttrickledowntothesocietyatlarge.Anandisofthefirmviewthatthecorporategoalsmustbealignedwiththelargersocietalgoals.25yearsago,the SNSFoundation,anexpressionofAnandscorporatesocialresponsibility,wasborn.TheobjectiveofSNSfoundationwascomprehensivecommunitydevelopment.The Foundationhascreatedprogramsinthefieldsofhealth,education,naturalresourcemanagementandlifeskillstraining,onlytomakesurethatfellowhumanscould breatheeasy. ThelongtermgoalofAnandCSRistoimplementconceptslikeZeroToleranceZoneforChildLabour,ZeroWasteZoneusing strategieslikeReduce,RecycleandReuse notonlyatAnand/SNSFlocationsbutextendtoAnandresidentialareas. AptechLimited AptechLimited,aleadingeducationplayerwithaglobalpresence,hasplayedanextensiveandsustainedroleinencouragingandfosteringeducationthroughoutthe countrysinceinception.Asaglobalplayerwithcompletesolutionsprovidingcapability,Aptechhasalonghistoryofparticipatingincommunityactivities.Ithas,in

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associationwithleadingNGOs,providedcomputersatschools,educationtotheunderprivilegedandconductedtrainingandawarenesscamps. AptechstudentsdonatedpartoftheproceedsfromthesaleoftheirartworktoNGOs.Topropagateeducationamongallsectionsofthesocietythroughoutthecountry, especiallytheunderprivileged,AptechfosterstieupswithleadingNGOsthroughoutthecountry,includingtheBarrackpurbasedNGO,Udayan,aresidentialschoolfor childrenofleprosypatientsinBarrackpur,establishedin1970.Thecompanystronglybelievesthateducationisanintegralpartofthecountryssocialfabricandworks towardssupportingbasiceducationandbasiccomputerliteracyamongsttheunderprivilegedchildreninIndia. AvonCycleLimited ThepoorandignorantofIndiasruralpopulationturntonearesttownsandcitiesforhealthcare.Theyfaceindifferenceandexploitation.Hopegiveswaytodespair.This gaveinspirationtoAVONforlocatingMATAKAUSHALYADEVI,PAHWACHARITABLEHOSPITAL.Mr.SohanLalPahwa,AVON'sChairmanandPrincipalTrusteeofthe hospital,spentagoodpartofhisworkinglifedevotedtophilanthropy.Thehospital,inits5thyearofinception,hasrisentoserveamodelhealthcarefacilityboastingof someboldexperimentsinitsveryearlyyearsofexistence.ItssupportsinceinceptionhasbeenoftheorderofRs.3croretodateanditcontinuesuninterrupted.Reaching outtotheneedyfartherafield,thehospitalholdsregularcampsinsurroundingvillagestopropagatescientificapproachtohealthcare.Recentlythehospitaltookthesocial responsibilityconceptastepfurtherandformulatedaschemetitled'CelebratedFemaleChild'toenableandinspirepositive andenduringenvironmentforsociety'sall consumingpassionfor'sonsonly'toend. CISCOSystemInc. PhilanthropyatCiscoisaboutbuildingstrongandproductiveglobalcommunities communitiesinwhicheveryindividualhasthemeanstolive,theopportunitytolearn, andthechancetogiveback.Thecompanypursuesastrongtriplebottomlinewhichisdescribedasprofits,peopleandpresence.Thecompanypromotesacultureof charitablegivingandconnectsemployeestononprofitorganizationsservingthecommunitieswheretheylive.Ciscoinvestsitsbestinclassnetworkingequipmentto thosenonprofitorganizationsthatbestputittoworkfortheircommunities,eventuatinginpositiveglobalimpact.Ittakes itsresponsibilityseriouslyasaglobalcitizen. EducationisatopcorporatepriorityforCisco,asitisthekeytoprosperityandopportunity. ICICIBankLtd TheSocialInitiativesGroup(SIG)ofICICIBankLtdworkswithamissiontobuildthecapacitiesofthepoorestofthepoortoparticipateinthelargereconomy.Thegroup identifiesandsupportsinitiativesdesignedtobreaktheintergenerationalcycleofpoorhealthandnutrition,ensureessentialearlychildhoodeducationandschoolingas wellasaccesstobasicfinancialservices.Thus,bypromotingearlychildhealth,catalyzinguniversalelementaryeducationandmaximizingaccesstomicrofinancialservices, ICICIBankbelievesthatitcanbuildthecapacitiesofIndiaspoortoparticipateinlargersocioeconomicprocessesandtherebyspurtheoveralldevelopmentofthe country.TheSIGworksbyunderstandingthestatusofexistingsystemsofservicedeliveryandidentifyingcriticalknowledge andpracticegapsintheirfunctioning.It locatescosteffectiveandscalableinitiativesandapproachesthathavethepotentialtoaddressthesegapsandsupportsresearchtounderstandtheirimpact.Thisis undertakenincollaborationwithresearchagencies,nongovernmentalorganisations(NGOs),companies,governmentdepartments,localstakeholdersandinternational organisations. InfosysTechnologiesLimited Infosysisactivelyinvolvedinvariouscommunitydevelopmentprograms.Infosyspromoted,in1996,theInfosysFoundationasa notforprofittrusttowhichitcontributes upto1%PATeveryyear.Additionally,theEducationandResearchDepartment(E&R)atInfosysalsoworkswithemployeevolunteersoncommunitydevelopmentprojects. Infosysleadershiphassetexamplesintheareaofcorporatecitizenshipandhasinvolveditselfactivelyinkeynationalbodies.Theyhavetakeninitiativestoworkinthe areasofResearchandEducation,CommunityService,RuralReachProgramme,Employment,WelfareactivitiesundertakenbytheInfosysFoundation,Healthcareforthe poor,EducationandArts&Culture. ITCLimited ITCpartneredtheIndianfarmerforclosetoacentury.ITCisnowengagedinelevatingthispartnershiptoanewparadigmby leveraginginformationtechnologythrough itstrailblazing'eChoupal'initiative.ITCissignificantlywideningitsfarmerpartnershipstoembraceahostofvalueaddingactivities:creatinglivelihoods byhelpingpoortribalsmaketheirwastelandsproductive;investinginrainwaterharvestingtobringmuchneededirrigationtoparcheddrylands;empoweringrural womenbyhelpingthemevolveintoentrepreneurs;andprovidinginfrastructuralsupporttomakeschoolsexcitingforvillagechildren.Throughtheseruralpartnerships, ITCtouchesthelivesofnearly3millionvillagersacrossIndia. Mahindra&Mahindra TheK.C.MahindraEducationTrustwasestablishedin1953bylateMr.K.C.Mahindrawithanobjectivetopromoteeducation.Itsvisionistotransformthelivesofpeople inIndiathrougheducation,financialassistanceandrecognitiontothem,acrossagegroupsandacrossincomestrata.TheK.C.MahindraEducationTrustundertakesa numberofeducationinitiatives,whichmakeadifferencetothelivesofdeservingstudents.TheTrusthasprovidedmorethanRs.7.5Croreintheformofgrants, scholarshipsandloans.Itpromoteseducationmainlybythewayofscholarships.TheNanhiKaliprojecthasover3,300childrenunderit.Weaimtoincreasethenumberof NanhiKalis(children)to10,000inthenext2years,byreachingouttotheunderprivilegedchildrenespeciallyinruralareas. SatyamComputerServicesLimited Alambana(support)isthecorporatesocialresponsibilityarmofSatyamComputerServicesLimited,formedtosupportandstrengthenthevulnerableandunderprivileged sectionsinurbanIndia.RegisteredasSatyamAlambanaTrustin2000,Alambanaaimsattransformingthequalityoflifeamong urbanpopulation.Alambana'sservicesare directedprimarilyatthedisadvantagedsectionsinallthecitiesthatSatyamhasofficesin.VolunteersfromamongSatyamassociatesandtheirfamilymembersleadthe servicesandperformtherequiredtasks. TataConsultancyServices TheAdultLiteracyProgram(ALP)wasconceivedandsetupbyDr.FCKohlialongwithProf.PNMurthyandProf.KesavNoriofTataConsultancyServicesinMay2000to addresstheproblemofilliteracy.ALPbelievesilliteracyisamajorsocialconcernaffectingathirdoftheIndianpopulationcomprisingoldandyoungadults.Toaccelerate therateoflearning,itusesaTCSdesignedComputerBasedFunctionalLiteracyMethod(CBFL),aninnovativeteachingstrategythatusesmultimediasoftwaretoteach adultstoreadwithinabout40learninghours. DalmiaCement(Bharat)Limited ThewatersourceforthevillagesinandaroundtheDalmiaCementfactoryisdependentonrains.Duringsummermonths,thevillagers,particularlywomenfolk,travel longdistancestofetchwaterfordrinkingandotherpurposes.Consideringthedifficultiesandhardshipfacedbythepeople, thecompany,afterdiscussingwiththevillage eldersandconcernedGovernmentauthorities,tooktheinitiativeofmakingwateravailable by:

Providingdeepborewells.Sofar,45borewellshave beenprovidedinvariousvillages,namelyKallakudi, Palanganathan,Malvoi,Elakkurichi,Muthuvathur, Pullabmadi,Edayathankudietc.Approximately,300 to400peoplegetadequatedrinkingwaterfromeach borewell. Watertankstostorethewater. Rainandseepagewaterisharvestedinthequarries

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ofthecompanyispumpedintoatankandsupplied toinhabitants. 44,000treeswereplantedandnurturedoveraperiod ofeightyears.Thepresenceoflargetreesandvast greeneryhasconsiderablyimprovedtheecologyinthe area. DCMShriramConsolidatedLimited ShriramFertilisersandChemicals,isaunitofDSCL,locatedatKota,475kms.Overthelast3decades,variousinitiativeshavebeenundertakenbytheunit,intheHadoti region(Kota,Bundi,Jhalawardistricts)inICU,ambulances,familyplanning,medicalassistance;schools,scholarships,emphasisongirlchildeducation;watertopeopleand infrastructure. GoodearthEducationFoundation(GEF) WorkofGEFwasinitiatedin1996withaprojectintheRaiBareillydistrictinUttarPradesh.Thefouryearprojectcovered63governmentschoolsandbenefited15,000 children.GEFiscurrentlyimplementingprojectsinThanedistrict,Maharashtra(in56schools&balwadis),AlwarDistrict,Rajasthan(thisProjectisbeingimplementedin partnershipwiththeNGOBodhShikshaSamiti,covering71schools&balwadis)andSolandistrict,HimachalPradesh(10Balwadis).GEFObjectivesincludeprovidingequal opportunitiesinpreprimary&primaryeducationtoallchildren,andqualityofeducationbyensuringthatitisrelevant,effectiveandactivitybased.

HindustanConstructionCompany(HCC) HCCplaysanactiveroleinCSRinitiativesinthefieldsofHealth,Education,DisasterManagement,andEnvironment.Disaster ResourceNetworkDRNisaworldwide initiative,promotedbytheWorldEconomicForum(WEF).TrainedvolunteersandequipmentresourcesfromEngineeringConstruction&Logisticscompanieswill complementtheexistingeffortsofGovernment,NGO'sandInternationalOrganizationsindisastermanagement.ItwasduringtheWEFannualmeetthatthemassive earthquakestruckGujaratinJanuary2001.Theneedforatrainedandeffectiveparticipationfromindustrywasfirstfeltthere.ThemembersofEngineeringandLogistics segmentofWEFcametogethertoestablishthisnetwork.Theideawasfurtherstrengthenedduringthe9/11incidentwhereagaintheindustryparticipatedintherelief operations.DRNWorldwidewasformallylaunchedinNewYorkinJanuary2002.Andshortlythereafter,DRN IndiaInitiativewaslaunched. IndiaAluminiumCompanyLimited TheWomen'sEmpowermentprojectwasinitiatedbyIndalMuriinJharkhandwheretheCompanyoperatesanaluminarefiningplant.Itwasimplementedincollaboration withanNGO,CAREJharkhand.Thecentralproblemthisprojecthasattemptedtoaddressistheverylowsocioeconomicconditionoftheruralandtribalpopulationof Silliblockcausedbylowagriculturalproductivity,lackoforlowcashincome,unresponsivehealth/IntegratedChildDevelopmentServices(ICDS)schemes.TheProjecthas helpedsetuparound100SelfHelpGroupssofar,whicharerunningsuccessfullywithmemberstrainedinvariousvocationalincomegeneratingskills,agricultural methodsforbetteryieldsandhealthcareinitiatives.About2000womenhavebeenbroughtintothefoldofthisactivityhelpingtoimprovenotjusttheirownlivesbutthe qualityoflifeoftheirchildrenandfamiliesaswell. TheIndalWomen'sEmpowerment&ChildCareproject employedintegratedpackageofstrategiesandinterventions, suchas:

EstablishmentandStrengtheningofSelfHelp Groups(SHG)in30strategicallyselectedvillages; Promo onofNutri onGardensandimprovedland/ agriculturalandnaturalresourcemanagementpractices; and Crea onofdemandforimprovedICDS/health servicesthroughSelfHelpGroupsandstrengthening ICDS/HealthDepartment'sservicedelivery
JCBIndiaLtd. JCBIndiaadoptedaGovernmentschool,inthevicinityofthecompanypremisesasitssocialresponsibility.Theystronglybelievethatchildrenarethefoundationofour nationandtheycouldbehelped,wecouldbuildabettercommunityandsocietytomorrow.Thereasonforadoptingthisparticularschoolwasthepoormanagementof theschoolintermsofinfrastructure,resourcesandqualityofeducation.Thecompanyscommitmenttotheschoolgoesmuchbeyondjustprovidingmonetarysupport towardsinfrastructureandmaintenanceofschoolbuilding. Larsen&Toubro(L&T)Limited ConsideringthatconstructionindustryisthesecondlargestemployerinIndiaafteragriculture,employingabout32millionstrongworkforce,L&Tsetouttoregulateand promoteConstructionVocationalTraining(CVT)inIndiabyestablishingaConstructionSkillsTrainingInstitute(CSTI)ona5.5acreland,closetoitsConstructionDivision HeadquartersatManapakkam,Chennai.CSTIimparts,totallyfreeofcost,basictraininginformwork,carpentry,masonry,barbending,plumbingandsanitary,scaffolder andelectricalwiremantradestoawidespectrumoftheruralpoor. AsaresultofthegoodresponseitreceivedinChennai,CSTIsetupabranchatPanvel,Mumbai,initiallyofferingtraininginformwork,carpentryandmasonrytrades.The ManapakkamandPanvelfacilitiestogetherprovidetrainingtoabout300candidatesannuallywhoareinductedafteraprocessofselection,theminimumqualification beingtenthstandard.Sinceinception,thesetwounitshaveproducedabout2,000skilledworkmeninvarioustrades,withaboutsixtypercentofthembeingdeployedto L&Tsjobsitesspreadacrossthecountry.Thesuccessofthistraininginitiativedemonstratesthatadoptionofsystematictrainingtechniquesareboundtoyieldefficient andskilledpersonnelintheshortestpossibletime,andinthepowertoconvertthepotentialoftheRuralYouthinConstructionandupgradingRuraEconomyinasmall way

AWayOfCorporateLife Theministryofcorporateaffairsreleasedadocument,CorporateSocialResponsibilityVoluntaryGuidelines2009,sometimeago.Inanutshell,thisdocumenturgescorporate IndiatovoluntarilyadoptCSRsothatstatutoryregulationsmaynotbeimposed,somethingthepresentgovernmentseemsreluctanttodo.Italsosuggeststhatthisstance couldberevisitedinayear'stimetoreviewthescenariobasedontheresponsereceivedfromvariousindustries. Inessence,thedocumentwasapositive,forwardthinkingmovebythegovernmentasisevidentfromitsviewthatCSRmustnotbeseenasphilanthropyand,infact,needsto bestatedinwritingandmergedwithcorebusinessvisionandgoals.Itfurtherstatedtheneedtosetgoalsandmetricstomeasureperformanceinthisarea,setinplace independentauditsofthesame,andtocommunicateCSRactivitiesandspendstointernalandexternalstakeholders. Thecoreelementsofthepaperaresomewhatopenendedrelatingtostakeholderrights,humanrights,ethicalfunctioning,environmentandsocialandinclusivedevelopment. Ontheotherhand,theimplementationmechanismsaremorefocusedandstructured.PartnershipswithNGOs,knowledgesharingbetweenfirmsandcollaborationarethe threemainthrustsintermsofimplementationofCSRrelatedactivities. SomeimportantrecommendationsarethatcompaniesmustcommitanddedicateacertainpercentageofprofitstoCSRandthosethatdonotdosooughttocommunicateto

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theirshareholderstheirreasonforsoabstaining.Itisfurthersuggestedthatcompaniesshouldtrytoactivelyinfluencetheirsupplychaininthismatter.Thedocumentsuggests thatcompaniesshouldnetworkwithpeers,exchangeinformationonCSRandcollaborateamongstthemselvesandrelevantcivilsocietyorganisationswherenecessary. Theseguidelinesareexplicitlyvoluntary.However,itismentionedthatunlesstheindustryresponseandactionareswiftandpositive,thegovernmentmayconsidermakingthe samemandatory.Twoaspectscomeimmediatelytomindwhenfacedwithsuchascenario.One,sincegovernmentsareinfluencedbytheneedsofthecorporatecommunity, newlawsthatconstraincorporatebehaviourareonlylikelytobeestablishediftheyalignwith(oratleastdonotundermine)competitiveopportunitiesforthemajormarket players.Acaseinpointisthereactionofindustriestothetalkofaffirmativeaction. Second,nomatterhowcomprehensiverulesandregulationsare,theyareineffectiveunlessregularlymonitoredtoensurecompliance.Forcrediblemonitoringsystems,there hastobetransparencyandindependence,bothofwhichmustbytheirverynaturebevoluntaryforthemostpart. Whilethegovernmentmustrealisethatitsroleshouldessentiallyremainthatofafacilitator,thecorporatesectormustrealisethatorganisationscansuccessfullyand profitablyaddressallthreeelementsofthe'triplebottomline'and,indoingso,becomeinnovative.Management,innovation andsustainabilityresearchisincreasingly demonstratingthatsustainabilitycanopendoorstonewbusinessmodelsandengagenewmarkets.Thishastobedonebystrengtheninglinkswithsupplychains,andengaging withlocalcommunities,governments,NGOsandevencompetitorsaslaiddownbythegovernmentdocument. WhileIndiaInchasbeenprogressiveaboutCSR,notallcompanieshaveactiveengagementsinthisareaanditisunlikelythatallwill,atleastnotvoluntarily.However,the numberofcompaniesthathavemadepubliccommitmentstoenvironmentalprotection,socialjusticeandequityaswellaseconomicdevelopmentisincreasinglyontherise andcontinuestogrow.Thistrendwillbereinforcedifshareholdersandotherstakeholderssupportandrewardcompaniesthat conducttheiroperationsinthespiritof sustainability. AquestionthatcomestomindatthispointiswhetherstakeholderssuchascustomersandcivilsocietyhavepowerandinfluenceovercorporateIndiainthismatter.The answerisno.InIndia,customersdonotjudgecompaniesbasedonCSRactivitiesbutonbrandequity.Assuch,domesticconsumerconsciousnessinrelationtocleaner technologies,communitydevelopment,diversitypolicies,etc,isnonexistent. Further,theroleofcivilsocietyinthisareaascomparedtoitsinfluenceandlobbyintheWestislimited.Whiletherehavebeeninstancesofcivilsocietyorganisations influencingindustries,thesehavebeenfewandfarbetween.Also,thesehavehadmoretodowiththenegativeconsequencesofacompanyoranindustry'sactions(suchas pollutioncontrolorinfantfood)ratherthanapushtoconstructivework.WithestimatesofclosetotwomillionNGOsinthe country,itisimperativethatthesectororganises itselftoactasanindependentauditoradvisingandinformingcorporateIndiaaboutitsperformanceandlags. TheemergingglobalrealityforbusinessesisthatCSRcannolongerbeviewedasanoptionalproject,buthastobeseenasanintrinsicpartofbusiness,awayoflife.TheCSR guidelinesaremorelikelytosucceedbecausetheyhaveabasisonindustryconsensusanddialogue,andthisissomethingthe governmentwilldowelltokeepinmind.

DiscussIt:IsCorporateSocialResponsibilitysustainablefromabusinessperspective? AshimaSekhri OneofthefirstthingsthatyoucoulddotoarmyourselfwellforacombatintheGDarenaistogetyourfactsright!Theexpositionthatfollowsisanattempttofamiliarizeyou withfactsandperspectivesonapopularGDtopiconcorporatesocialresponsibility,whichshouldgiveyouenoughfoddertoformyourownopinionsonthesame. SomecommondefinitionsofCorporateSocialResponsibility(CSR) *Corporatesocialresponsibility(CSR)isacommitmentbyanorganizationtobehaveethicallyandcontributetoeconomicdevelopment,whileimprovingthequalityoflifeof itsandtheirfamilies,aswellasthelocalcommunityatlarge. *CSRistheconceptwherebyorganizationstakeresponsibilityfortheirimpactonsocietyandtheenvironment. *CSRisatermusedtoexpressanorganizationtakingresponsibilityfortheimpactofitsactivitiesuponitsemployees,customers,communityandtheenvironment.Itisoften usedinthecontextofvoluntaryimprovement,commitmentsandperformancereporting. Fromallthreedefinitionsabove,itisclearthatCSRimpliesvoluntaryactionsthatareundertakenbycompanies actionswhichaffectsocietyandallstakeholderspositively. CorporateSocialResponsibilityerrbutwhy? Mostcompaniesstartandrunforthepurposeofmakingprofitsandallactivitiesundertakenbythecompanyanditsemployees subsequentlyareforthepurposeofenhancing salesandprofits.Why,then,docompaniesgetintoexpensiveCSRinitiatives?Itisadebatableissuebutsomeofthepossibleintentionsaregivenbelow: *ToearnGoodwill Itissometimesimportantforcompaniestogaingoodwill,asthatcouldbecomeakeydecidingfactorforshareholderswhomighthaveseveralcompaniestopickfrom.From avaluationperspectivetoo,companieswhicharehighoncorporatesocialresponsibilityarevaluedatmorethanthosethatdon't.Inaway,CSRformsapartofanunwritten ruleforlargecompaniesiftheywanttoimpressshareholdersandkeepinvestorshappy. *TogivebacktoSociety SometimesCSRisagenuineactofgratitudewherethepromotersorshareholdersofacompanydecidetogivebacktosocietywhattheyhavegainedfromit.TheTatas presentabrilliantexampleinCSRinitiativesasthenumberofCSRinitiativestheyareattachedtoshowstheirdedicationtothecause.AsurveyconductedbyanIndianwebsite estimatedthattheTataGroupspentRs.1.5billiononcommunitydevelopmentandsocialservicesduringthefiscal200102 thehighesteverbyanycorporatehouseinIndia. *ToincreaseSales Sometimes,CSRcouldbeamarketingtool;forexample,therearemanycampaignsthesedaysthatpromoteproductssayingthatacertainpercentageoftheMRPofthe productwouldgotoanaffiliatedcause.Thisistwopronged,becausewhileitisallforagoodcause,itisalsodirectlytargetedatincreasingsalesforthecompany.Thisis becomingapopularstrategyforconsumerproducts,beingimplementedmostlybyFastMovingConsumerGoods(FMCG)companieslikeProcter&GambleandUnitedLever. *ToGainRecognition Attimescelebritiesorcompaniesattachthemselvestosocialcausesforthepublicityandrecognitionitoffersthem.Forinstance,thebrandrecallofStandardChartered BankinIndia,oratleasttheWesternpartofit,increasedsubstantiallyeversinceitdecidedtoattachitselfpermanently totheMumbaiMarathonwhichsupportshundredsof socialcausesandfacilitatesfundcollectionforseveralhundredNGOs.WhilethisassociationhasestablishedStandardCharteredasalikeablebrandbecauseofitspositive impactonseveralsocialcauses(throughtheMarathon),thisrecognitionhasalsopositivelyaffectedbusinessfortheorganization. StatusofCSRincurrentcorporateworld TherewasatimewhenCSRactivitieswereconductedbyfirmsandlargeorganizationsforaltruisticpurposesalone,butthisisnolongerthecase.CSRhasnowtypicallybecome thepurviewofthetopmanagersinacompanyanddecisionspertainingtosuchactivitiesareusuallymadekeepingtheoverall brandingandsalesstrategyoftheorganizationin mind.ThereareeconomicbenefitsofCSRthatareseenintheshorttermandthelongtermaswellbyorganizations.ByengaginginCSRactivities,thefirmstandstogainoneor allofthefollowing: *ByadoptingCSRinitiatives,thecompanygainsrespectfromallemployees,thusleadingtoloyaltyandlowattritionratesamongemployees.Thisalsomakesthecompany anattractivedestinationfortalentedhumanresources. *BymakingCSRapartofbusinessstrategy,thecompanypleasesallmembersofsociety,thusleadingtobetterstakeholderrelationswhichwouldencompassrelationswith customers,vendors,suppliers,governmentbodies,otherregulatoryauthoritiesetc. *WhenexternalstakeholderssuchascustomersarehappywiththecompanysCSRinitiativesandarepleasedwiththeirvalues,thisautomaticallymakesthecompanys brandsdearertothecustomer,thusincreasingsales. *WhenCSRactivitybyacompanyisreflectedinadoptionorpromotionofenvironmentallyfriendlypractices,itisbeneficialbecauseitmakesprocessesandpeoplemore productivewiththesameamountofworkputin.Thisalsoleadstosavingofhugeexpenses,thusresultinginlargerprofitswithsamesales. Acompanysgoodwillorimageisconsideredanimportantandintangibleassetwhichtakesalotoftimetobuildandholdstremendousvalue.Topmanagementacross companiesrealizethatthisimagemustbeprotectedandenhancedasitmostdefinitelyimpactssalesandprofitspositively.Acompanysgoodgesturesandimagesometimes

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givethecompanyanedgeovercompetition. TheFutureofCSR ThereareanumberoffactorsthatensurethatCSRwill,inthenear,futureenjoymoreandmorefocusfromalargernumberofcorporatesthanbefore.Someofthesereasons areelaboratedbelow: *Timesarechanging,andfast.Socialawarenessisatanalltimehigh,thankstothenumerousattemptstodamageourcountryinsoulandinspirit.Citizenawarenessand expectationsareheightenedandasaresult,theyappreciatebrandsandcompanieswhodomorefortheunderprivileged. *Thereisanincreasingfocusonsocialcriteriaasoneofinfluencingfactorsforinvestorswhentheyarelookingatacompanyanditsprofileforthepurposeofinvestment. *Globalwarmingandenvironmentdegradationareurgentconcernsthatmostindividuals,customersandstakeholdersaredeeply concernedabout.Ifacompanyundertakes CSRinitiativestoaddressthisissue,itislikelytopositivelyimpactsalesandrevenueofthecompanysignificantly. *Theimpactofnewinformationandcommunicationtechnologiesonthetransparencyandcirculationofinformationonbusiness activityislikelytomakeCSRmoreand morerelevantintimestocome. However,havingmadeallthesepointsinfavourofCSR,itwouldalsobefairtopointoutthatitbecomesverydifficulttomonitor,regulateandevaluatetheactualoutcomesof acompanysengagementinsuchactivity.InspiteofeffortsbytheUnitedNationstocomeupwithauniversallyrecognized,commondefinitionofstandard,nothingmuchhas beenaccomplishedyetinthisregard.Butthisisagrowingconcernandisbeingsolvedindifferentways.Forexample,over85%oflargeCanadianandAmericancorporations haveatypeofvoluntarycodeofconduct,whichtheyfollowandusetoregulateandevaluateCSRactivitiesundertakenbythem. DoubtsonCSR EventhoughalotofprogresshascomeaboutintermsofthenumberofcorporateentitieswhohavetakenupCSRactivitiesin abigway,thereisastillanaggingdoubt (especiallyamongtheNGOsector)abouttheintentionsofsuchactivities.NGOsareoftenpubliclyskepticalabouttheCSRmovementandtermitcorporatedodginginstead. Theyseeitasanecessarytoolforbrandbuildingthesedays.ManyNGOsareoftheopinionthateventhoughitmightbedifficulttoensurethatallcorporatesdoengagein someamountofCSRactivities,thereshouldbesomeminimumstandardssetasaframeworktodecidewhetheranactionoractivityqualifiestobecategorizedasCSRactivity. SomerecentexamplesofCSRwhichcouldalsobetermedquasimarketing *ZeeTVrewardswomenachieversonceinayearintheirprogramcalledAstitva.Veryfewpeopleknowthatthisactivitywasstartedduringthosedayswhenaserialon Zeewasverypopular.Theserialwasbasedonaladydoctorslife,herproblemsandlife.TheserialsnamewasAstitva. *Procter&Gambleimplementedamassivemarketingcampaignsometimebackthattoldconsumersthatiftheypurchasedanyoftheirproducts,aproportionofthe proceedswouldbespentontheeducationofanunderprivilegedchild. *TataTeahaslaunchedacampaigncalledJagoRe,whichencouragesvotingamongtheyouthofthecountry. *HindustanPetroleumhasstartedacampaignthatpromotesgoodhabitsthatwouldresultinthesavingoffuel. OtherformsofCSR TherearealsoseveralothernotsoflashywaysofdoingCSRactivities,suchas: *Thereareseveralconstructionmajorswhoareknowntomaintainpublicutilitiessuchasparks,walkingpromenadesetcforthebenefitofthegeneralpublic.Oneexample isHiranandaniConstructions,whichusuallyundertakesbeautificationandmaintenanceofpublicplacesaspartofitsCSRactivity *Maricogroupofcompanieshasalsoearnedalotofgoodwill,astheykeepsponsoringandorganizingculturaleventsforthe youth,tryingtopromotelesspopulardanceand otherartforms *Mostcompaniesofferstakestotheiremployeesfortheirwellbeing.Pensionfunds,stakes,payingforeducationexpensesofemployeeschildrencouldbeconsideredpart ofsocialresponsibilitytowardsemployees NewTrends Unfortunately,CSRisalsoamuchmisusedtooltoday,asmanypeopleuseittofloutnormsandrules.CSRhasbecomemoreofafadthanarealintentiontogiveback somethingtosociety.Asanexample,onemaycitetheinstanceofseveralPublicRelation(PR)companiesthathaveopenedaseparateCSRdepartmenttocashinonthistrend. CSRinsuchcasescouldbemoreaboutaphotoopandlessabouttherealintentionofbeingpartofsomethinggood.Themomenttragedyofanykindstrikes,PRfirmsgointo theoverdrivethinkingofwaysandmeanstomarketeventsaroundit(intheformofcandlemarches,charityevents,fundraisingconcertsandsometimesplainpress conferencespromotingthecompany/productinadisguisedform). Opinions Accordingtoa2004surveyheldin10countriesbyAPCOWorldwide,"PositiveCSRinformationhasled72%oftherespondentstopurchaseacompany'sproductorservicesand 61%torecommendthecompanytoothers.Conversely,negativeCSRnewshasled60%toboycottacompany'sproductsandservices." SpeakingontheneedforCSRandalsotheneedtostopjudgingcompanieswholookforbenefitsforthemselvesintheseactivities,RobertMurphy,anAustrianeconomistonce said,Companiescandowellbydoinggood,andthat'sOK.Itwilltakeacollectivecommitmenttodowhatwecantoensurethesustainabilityoftheplanet." SoisCSRreallysustainablefromabusinessperspective,especiallynow? SomecorporatesarguethattheentirepurposeofCSRistoincreasegoodwillandvisibility,whichwillultimatelyleadtobetterprofitsandmoresales;butifsalesdoesnotpick upthentherereallyisntanypoint.Thecurrentglobalrecessionisbeingperceivedtobeattheinitialstageofthecycle andmosteconomistsareoftheopinionthatthe economicdownturnislikelytolastatleastanothercoupleofyears.Insuchascenario,costandexpensesarebeingreduced drastically.CSRisboundtosufferdramaticallyin theprocess,astheaxeislikelytofallonthebudgetskeptasideforCSRactivities.Someoptimisticanalystsandsocialactivistsfeelthattheremightbecutsonexpenditurefor CSRactivities,butthatwouldbemoreduetogenuinereasonsbroughtonbylesssurplus.SotheyfeelthatthereductioninCSRactivitieswouldnotbebecausesalesarelow andhencethereisnopointinCSR,butratherbecausesalesarelowandhencethecompaniesareunabletoallocatelargefunds. ButtherearealsosomewhobelievethatbehemothsliketheTataswillcontinuesettinggoodexamplesinCSRbyincreasingtheirCSRexpenditure,astheyhavedonebefore, irrespectiveoftheeconomicconditionandtheperformanceoftheirgroupcompanies.Someorganizations,infact,feelthatCSRisacorepartoftheirsurvivalstrategyduring thisrecession.CompanieslikeCadburyInternationalhavecommittedthemselvestospending1%ofpretaxprofittoCSRactivities,bymeansofcash,volunteertimeandin kindbenefits.Therehavealsobeensomesurveystoshowthat95%ofallmultinationalcorporatesfeelthatCSRhastocontinuedespiteeconomicconditions.Thatsgoodnews foroneandall!

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