Indian Economy-News & Updates
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Metros make cities livable
30 Aug 2009, 0222 hrs IST, Abhimanyu Chakravorty, ET Bureau
\
etro rail may soon become an integral part of the transportation system in all major metros in India. The world class experience of the mass
rapid transit system, as has been been demonstrated by the Delhi Metro, could be replicated in other major cities in India including Mumbai, Hyderabad, Chennai, Bangalore and Kochi to name a few.
Kolkata spearheaded the development of the metro rail in India. It was the first underground metro railway constructed progressively from 1972-1995 extending over a length of 16.45 km. However, the actual modernisation of the metro rail began with the birth of the Delhi Metro Rail Corporation (DMRC).
Though Delhi Metro Rail Corporation has faced a few hiccups because of the recent mishaps, it has proved that commuters can be given the best of services, and yet ensure that operating profits are made from Day 1.
Giving a general overview of the transport sector of Andhra Pradesh, Hyderabad Metro Rails MD NVS Reddy says In the absence of a reliable, comfortable and efficient public transport system, people are bound to switch to private transport. Hyderbad Metro can thus be an exception and we have full confidence in our model.
The Chennai Metro Rail Limited, a joint venture of government of India and government of Tamil Nadu, will follow the arterial route. According to an official spokesperson the Chennai Metro, rail will connect important landmarks and passenger hubs, which is not there in the mass rapid transit system (MRTS). Public access will be made easy.
Conception technology and signaling systems are different from the MRTS. The estimated cost of this project is Rs 14,600 crore, including escalation, central taxes and interest during the period of construction, but excluding state taxes and value of vacant state government land.
30 Aug 2009, 0222 hrs IST, Abhimanyu Chakravorty, ET Bureau
\
etro rail may soon become an integral part of the transportation system in all major metros in India. The world class experience of the mass
rapid transit system, as has been been demonstrated by the Delhi Metro, could be replicated in other major cities in India including Mumbai, Hyderabad, Chennai, Bangalore and Kochi to name a few.
Kolkata spearheaded the development of the metro rail in India. It was the first underground metro railway constructed progressively from 1972-1995 extending over a length of 16.45 km. However, the actual modernisation of the metro rail began with the birth of the Delhi Metro Rail Corporation (DMRC).
Though Delhi Metro Rail Corporation has faced a few hiccups because of the recent mishaps, it has proved that commuters can be given the best of services, and yet ensure that operating profits are made from Day 1.
Giving a general overview of the transport sector of Andhra Pradesh, Hyderabad Metro Rails MD NVS Reddy says In the absence of a reliable, comfortable and efficient public transport system, people are bound to switch to private transport. Hyderbad Metro can thus be an exception and we have full confidence in our model.
The Chennai Metro Rail Limited, a joint venture of government of India and government of Tamil Nadu, will follow the arterial route. According to an official spokesperson the Chennai Metro, rail will connect important landmarks and passenger hubs, which is not there in the mass rapid transit system (MRTS). Public access will be made easy.
Conception technology and signaling systems are different from the MRTS. The estimated cost of this project is Rs 14,600 crore, including escalation, central taxes and interest during the period of construction, but excluding state taxes and value of vacant state government land.
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DLF, IL&FS Group to Build Delhi-Gurgaon Metro
By NIKHIL GULATI
NEW DELHI -- A consortium of DLF Ltd. and Infrastructure Leasing & Financial Services Ltd. will invest 9 billion rupees ($188 million) to build a metro rail project connecting New Delhi with Gurgaon in neighboring Haryana state.
The two companies have formed a special company to build and operate the metro system for 99 years, said DLF, India's biggest property developer by sales.
This will be the first metro rail project in the country that will be run by a private company, the statement said.
Several states across India are either constructing or considering building metro rail projects as rising vehicular population chokes roads, increasing demand for fast and efficient public transportation systems.
"Today, Gurgaon is a burgeoning city and needs an efficient transportation system," said A.S. Minocha, chairman of DLF Commercial Developers Ltd.
The metro link will ensure easy connectivity between Gurgaon and Delhi and other neighboring areas, he said.
A DLF executive, who didn't wish to be named, said separately that the joint venture plans to raise as much as 7 billion rupees for the project. The time frame and ways to raise the funds will be decided at a later date, the executive said.
Sanjiv Rai, chief executive of ITNL Enso Rail Systems, a unit of IL&FS and DLF's partner in the project, said: "We want to achieve financial closure by six months."
DLF will hold 26% of the joint venture and IL&FS, an infrastructure development and finance company, will own the rest.
As part of the agreement with the Haryana government, the project -- which extends over 6.1 kilometers -- is scheduled to be completed within 30 months.
Rajiv Singh, DLF's vice chairman, told reporters that the metro project may be extended to more than 20 kilometers with an investment of between 20 billion rupees and 30 billion rupees.
By NIKHIL GULATI
NEW DELHI -- A consortium of DLF Ltd. and Infrastructure Leasing & Financial Services Ltd. will invest 9 billion rupees ($188 million) to build a metro rail project connecting New Delhi with Gurgaon in neighboring Haryana state.
The two companies have formed a special company to build and operate the metro system for 99 years, said DLF, India's biggest property developer by sales.
This will be the first metro rail project in the country that will be run by a private company, the statement said.
Several states across India are either constructing or considering building metro rail projects as rising vehicular population chokes roads, increasing demand for fast and efficient public transportation systems.
"Today, Gurgaon is a burgeoning city and needs an efficient transportation system," said A.S. Minocha, chairman of DLF Commercial Developers Ltd.
The metro link will ensure easy connectivity between Gurgaon and Delhi and other neighboring areas, he said.
A DLF executive, who didn't wish to be named, said separately that the joint venture plans to raise as much as 7 billion rupees for the project. The time frame and ways to raise the funds will be decided at a later date, the executive said.
Sanjiv Rai, chief executive of ITNL Enso Rail Systems, a unit of IL&FS and DLF's partner in the project, said: "We want to achieve financial closure by six months."
DLF will hold 26% of the joint venture and IL&FS, an infrastructure development and finance company, will own the rest.
As part of the agreement with the Haryana government, the project -- which extends over 6.1 kilometers -- is scheduled to be completed within 30 months.
Rajiv Singh, DLF's vice chairman, told reporters that the metro project may be extended to more than 20 kilometers with an investment of between 20 billion rupees and 30 billion rupees.
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Reliance Infra gets contract for 2nd Mumbai Metro line
The Rs11,000 cr, 32km corridor will be used by around 1.2 mn passengers every day; to be ready in five years
Madhurima Nandy
Bangalore: Aconsortium of the Anil Ambani-led Reliance Infrastructure Ltd and Reliance Communications Ltd, and Canadas SNC-Lavalin has won the contract for the Rs11,000 crore Mumbai Metro II project to link Navi Mumbai and Charkop and Mankhurd in suburban Mumbai.
Reliance Infrastructure, which is also building the 11km-long, Mumbai Metro I project along Versova-Andheri-Ghatkopar in suburban Mumbai, was the sole bidder for the project.
In May, the consortium had submitted a bid of Rs2,298 crore, which is the grant that it would need from the state and Central governments for the project.
The bidder of the project, which will be built through a public-private partnership model, was entitled to get a maximum of Rs3,064 crore and Reliance Infrastructures bid was substantially less than that.
We have to form a special purpose vehicle for the second line and then sign the concession agreement within 45 days. We are also completing the Mumbai Metro I ahead of schedule, by September 2010, said K.P. Maheshwari, senior vice-president of Reliance Infrastructure.
Once complete, the second Mumbai Metro line will carry around 1.2 million passengers every day. The 32km Metro corridor is also the longest in the Metro network in the city and will be completed in five years.
The letter of intent was handed over to the winning bidder late on Monday night after the executive committee of the Mumbai Metropolitan Region Development Authority approved it.
The six bidders who were earlier in the fray were Reliance Industries Ltd, a consortium of GVK Group and Bombardier Inc., a consortium of Tata Power Co. Ltd and Mitsubishi Corp., a consortium of GE India and Larsen and Toubro Ltd, a consortium of Infrastructure Leasing and Financial Services Ltd and Punj Llyod Ltd and a consortium of the Essar Group and Alstom. However, the Reliance Infrastructure consortium was the only one that made a financial bid.
The Rs11,000 cr, 32km corridor will be used by around 1.2 mn passengers every day; to be ready in five years
Madhurima Nandy
Bangalore: Aconsortium of the Anil Ambani-led Reliance Infrastructure Ltd and Reliance Communications Ltd, and Canadas SNC-Lavalin has won the contract for the Rs11,000 crore Mumbai Metro II project to link Navi Mumbai and Charkop and Mankhurd in suburban Mumbai.
Reliance Infrastructure, which is also building the 11km-long, Mumbai Metro I project along Versova-Andheri-Ghatkopar in suburban Mumbai, was the sole bidder for the project.
In May, the consortium had submitted a bid of Rs2,298 crore, which is the grant that it would need from the state and Central governments for the project.
The bidder of the project, which will be built through a public-private partnership model, was entitled to get a maximum of Rs3,064 crore and Reliance Infrastructures bid was substantially less than that.
We have to form a special purpose vehicle for the second line and then sign the concession agreement within 45 days. We are also completing the Mumbai Metro I ahead of schedule, by September 2010, said K.P. Maheshwari, senior vice-president of Reliance Infrastructure.
Once complete, the second Mumbai Metro line will carry around 1.2 million passengers every day. The 32km Metro corridor is also the longest in the Metro network in the city and will be completed in five years.
The letter of intent was handed over to the winning bidder late on Monday night after the executive committee of the Mumbai Metropolitan Region Development Authority approved it.
The six bidders who were earlier in the fray were Reliance Industries Ltd, a consortium of GVK Group and Bombardier Inc., a consortium of Tata Power Co. Ltd and Mitsubishi Corp., a consortium of GE India and Larsen and Toubro Ltd, a consortium of Infrastructure Leasing and Financial Services Ltd and Punj Llyod Ltd and a consortium of the Essar Group and Alstom. However, the Reliance Infrastructure consortium was the only one that made a financial bid.
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BGR Energy wins Indian fast reactor contract
24 August 2009
BGR Energy Systems Limited has won a turnkey contract from Nuclear Power Corporation of India Limited (NPCIL), for a 415V motor control centre (MCC) package for Indias prototype fast breeder reactor project. The 500MW reactor is being built by Bhartiya Nabhikiya Vidyut Nigam (BHAVINI) at Kalpakkam in Tamil Nadu.
The contract is valued at INR271.4 million and will be completed over 12 months. It includes the supply of complete 415V MCC panels and associated automation systems for the 500MW plant. BGR Energy was successful against the only qualified bidder, Larsen & Toubro in this tender.
BGR Energy is as a joint venture between GEA Energietechnik GmbH and the Promoter, B. G. Raghupathy, to produce and sell online condenser tube cleaning systems, debris filters and rubber cleaning balls used in thermal and nuclear power plants.
24 August 2009
BGR Energy Systems Limited has won a turnkey contract from Nuclear Power Corporation of India Limited (NPCIL), for a 415V motor control centre (MCC) package for Indias prototype fast breeder reactor project. The 500MW reactor is being built by Bhartiya Nabhikiya Vidyut Nigam (BHAVINI) at Kalpakkam in Tamil Nadu.
The contract is valued at INR271.4 million and will be completed over 12 months. It includes the supply of complete 415V MCC panels and associated automation systems for the 500MW plant. BGR Energy was successful against the only qualified bidder, Larsen & Toubro in this tender.
BGR Energy is as a joint venture between GEA Energietechnik GmbH and the Promoter, B. G. Raghupathy, to produce and sell online condenser tube cleaning systems, debris filters and rubber cleaning balls used in thermal and nuclear power plants.
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India Inc Gaining Ground Amongst The Worlds Most Valued Companies
August 28 2009, 04:12:39 IST | RANJAN BISWAS, ERNST & YOUNG
India is now home to nine of the top 300 most valued companies globally as on 30 June 2009, according to a study.
A recent bi-annual analysis of the market capitalization of the most highly valued companies around the world by professional services organization Ernst & Young has some interesting news for India Inc.
--- As per a recent study by Ernst & Young, India is now home to nine of the top 300 most valued companies globally as on 30 June 2009, 80% higher in share compared to just five companies as on 31 December 2008.
--- Highest growth in share amongst Asian countries as well as BRIC peers.
According to the study, the recession has altered the make up of the top 300 global companies by value with a marked move away from the US and Europe to Asia. Whereas the proportion of North American and European companies fell 8% and 3% respectively, as of 30 June 2009, compared to 31 December 2008, the number of Asian companies has increased 16%. Of these Asian companies, the most dramatic growth has been in Indian companies both in count as well as market capitalization.
Compared to 5 companies with a total market cap of USD 147 bn on 31 December 2008, there were 9 Indian companies in the top global 300 with a total market cap of USD 308 bn. This is an increase of 80% in the count of companies and 109% in the market capitalization.
The industry mix of these companies highlights the resilience of the core sectors to the current economic environment. Six of these nine companies come from basic heavy industries such as oil & gas, power and mining, whilst the remaining three come from the services sector. Reliance Industries has the highest market cap, followed by ONGC, NTPC, MMTC and Bharti Airtel. The new entrants in June 2009 were NMDC, State Bank of India, BHEL and Infosys Technologies.
Globally, though, the finance sector is picking up and has been the strongest sector in the top 300. Energy companies are gaining ground, whereas heavy industry and utilities are on the decline.
The total market capitalization of the top 300 global companies increased by 8% or US$1.1trillion from 31 December 2008 to 30 June 2009, highlighting both the slide in stock markets in the first quarter of the year and the steady improvement from March onwards. This is after successive declines of 22% and 33% in market capitalization in the previous two six-month periods, which wiped US$11.3trillion off the value of those companies.
August 28 2009, 04:12:39 IST | RANJAN BISWAS, ERNST & YOUNG
India is now home to nine of the top 300 most valued companies globally as on 30 June 2009, according to a study.
A recent bi-annual analysis of the market capitalization of the most highly valued companies around the world by professional services organization Ernst & Young has some interesting news for India Inc.
--- As per a recent study by Ernst & Young, India is now home to nine of the top 300 most valued companies globally as on 30 June 2009, 80% higher in share compared to just five companies as on 31 December 2008.
--- Highest growth in share amongst Asian countries as well as BRIC peers.
According to the study, the recession has altered the make up of the top 300 global companies by value with a marked move away from the US and Europe to Asia. Whereas the proportion of North American and European companies fell 8% and 3% respectively, as of 30 June 2009, compared to 31 December 2008, the number of Asian companies has increased 16%. Of these Asian companies, the most dramatic growth has been in Indian companies both in count as well as market capitalization.
Compared to 5 companies with a total market cap of USD 147 bn on 31 December 2008, there were 9 Indian companies in the top global 300 with a total market cap of USD 308 bn. This is an increase of 80% in the count of companies and 109% in the market capitalization.
The industry mix of these companies highlights the resilience of the core sectors to the current economic environment. Six of these nine companies come from basic heavy industries such as oil & gas, power and mining, whilst the remaining three come from the services sector. Reliance Industries has the highest market cap, followed by ONGC, NTPC, MMTC and Bharti Airtel. The new entrants in June 2009 were NMDC, State Bank of India, BHEL and Infosys Technologies.
Globally, though, the finance sector is picking up and has been the strongest sector in the top 300. Energy companies are gaining ground, whereas heavy industry and utilities are on the decline.
The total market capitalization of the top 300 global companies increased by 8% or US$1.1trillion from 31 December 2008 to 30 June 2009, highlighting both the slide in stock markets in the first quarter of the year and the steady improvement from March onwards. This is after successive declines of 22% and 33% in market capitalization in the previous two six-month periods, which wiped US$11.3trillion off the value of those companies.
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Indian economy grows by 6.1 pc in Q1
fullstory
STAFF WRITER 12:36 HRS IST
New Delhi, Aug 31 (PTI) India managed a reasonable economic growth of 6.1 per cent during the first quarter of the current fiscal despite the global financial crisis impacting manufacturing and certain services like hotels.
The Gross Domestic Product (GDP) growth rate during April-June 2009 at 6.1 per cent was higher than 5.8 per cent in the previous quarter, though it witnessed a decline when compared to 7.8 per cent economic expansion recorded during the corresponding period of the last fiscal.
The government and Reserve Bank have been maintaining that the Indian economy will grow by six per cent growth with upward bias. If agriculture growth does not crash and this trend continues, growth this fiscal would be in line with the expectations of the authorities.
Mining and electricity among industrial sector, and financing among services sector posted higher growth of 7.9, 6.2 and 8.
fullstory
STAFF WRITER 12:36 HRS IST
New Delhi, Aug 31 (PTI) India managed a reasonable economic growth of 6.1 per cent during the first quarter of the current fiscal despite the global financial crisis impacting manufacturing and certain services like hotels.
The Gross Domestic Product (GDP) growth rate during April-June 2009 at 6.1 per cent was higher than 5.8 per cent in the previous quarter, though it witnessed a decline when compared to 7.8 per cent economic expansion recorded during the corresponding period of the last fiscal.
The government and Reserve Bank have been maintaining that the Indian economy will grow by six per cent growth with upward bias. If agriculture growth does not crash and this trend continues, growth this fiscal would be in line with the expectations of the authorities.
Mining and electricity among industrial sector, and financing among services sector posted higher growth of 7.9, 6.2 and 8.
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Indian economy to improve in coming quarters: Montek
Growth in the Indian economy is slowly bouncing back, Finance Secretary Ashok Chawla said today
Top stories, Leaders speak, Company News, Sector News, Market talk, Lifestyle, Budget, Market today, Global Indicators
The Finance Secretary said that there is no need for the Government to alter its borrowing plan
India's economy is expected to improve in the coming quarters, deputy chairman of Planning Commission Montek Singh Ahluwalia said on Monday, after government data showed that GDP in the April-June quarter grew faster than expected. "The worst may be over," he said in New Delhi.
Growth in the Indian economy is slowly bouncing back, Finance Secretary Ashok Chawla said today, adding that the country's GDP growth may exceed 6.5% in the fiscal year ending March 31, 2010.
The Finance Secretary said that there is no need for the Government to alter its borrowing plan for this year. "There is no need or justification to alter the borrowing plan," Chawla said in Mumbai today. "There could be changes if there are issues with liquidity, which is not the case."
Separately, the Deputy Governor of the Reserve Bank of India (RBI) Shyamala Gopinath said today that open-market operations (OMO) are among the options it has to reign in the yields. The local financial system has plenty of liquidity, she added.
Growth in the Indian economy is slowly bouncing back, Finance Secretary Ashok Chawla said today
Top stories, Leaders speak, Company News, Sector News, Market talk, Lifestyle, Budget, Market today, Global Indicators
The Finance Secretary said that there is no need for the Government to alter its borrowing plan
India's economy is expected to improve in the coming quarters, deputy chairman of Planning Commission Montek Singh Ahluwalia said on Monday, after government data showed that GDP in the April-June quarter grew faster than expected. "The worst may be over," he said in New Delhi.
Growth in the Indian economy is slowly bouncing back, Finance Secretary Ashok Chawla said today, adding that the country's GDP growth may exceed 6.5% in the fiscal year ending March 31, 2010.
The Finance Secretary said that there is no need for the Government to alter its borrowing plan for this year. "There is no need or justification to alter the borrowing plan," Chawla said in Mumbai today. "There could be changes if there are issues with liquidity, which is not the case."
Separately, the Deputy Governor of the Reserve Bank of India (RBI) Shyamala Gopinath said today that open-market operations (OMO) are among the options it has to reign in the yields. The local financial system has plenty of liquidity, she added.
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Our aim is to connect rural India and have all Panchayats connected with broadband'
'Our aim is to connect rural India and have all Panchayats connected with broadband'
Leslie D'monte & Kirtika Suneja / New Delhi July 7, 2009, 12:33 IST
Sachin Pilot One of the few young members of the UPA government, Sachin Pilot -- Minister of State for the Department of Information Technology (DIT) -- has taken charge of this portfolio at a time when there are great expectations from the information, communications and technology (ICT) industry. In a chat with Leslie Dmonte and Kirtika Suneja, the young minister broadly outlines his vision for the industry even as he's learning the ropes.
Edited excerpts:
How do you go about the task of sharing responsibilities in this ministry?
A Raja oversees everything as cabinet minister. Gurudas Kamat is a senior member and looks after telecom and I oversee IT along with Project Arrow, the flagship programme of the postal department. So, it's a team which requires collective effort.
So what's your vision for the IT sector?
IT refers to taking technology to untouched areas and making it palatable to all. So, people across regions should have access to technology-enabled quality services. We must make an effort to make the life of the common man easy and less cumbersome. Though the economic slowdown in many countries has impacted the Indian IT industry, IT can still be a tool to combat that. The IT sector is still employing people, and that is helpful.
Our aim is to connect rural India and, in three years, to have all Panchayats connected by broadband besides achieving a rural density of 40 per cent (today it's just around 4-5 per cent). My idea of IT is that a common man should be able to pay his bills and access his records, among other things. The concept of IT should not remain elitist or urbane.
How do you plan to go about this task?
There is a digital divide in our country and through the efforts of the Centre for Development of Advanced Computing (CDAC), we are trying to brigde it by making IT more accessible and amiable to localised societies. For instance, our language initiative for making available free software will end this year when these softwares will be availabe in our 22 official languages. The rollout of 100,000 Common Service Centres (CSCs) by next year is another initiative.
Till now, 40,000 CSCs have already been rolled out. Another initiative relates to the interlinking of research and educational institutes through the National e Governance Plan (NeGP). These are backed by the government and are part of the objective to have all stakeholders on board. These services make the entire process transparent and the life of the poorest man better. However, the support of the state governments is important here.
The CSC initiative is a Public Private Partnership (PPP) one and requires local entrepreneurs. So local entrepreneurship gets a boost. For instance, there are popular services that were not envisioned before. The government provides the logistics support and bandwidth for these projects but it's the entrepreneur who is finally responsible for running the CSCs. We have discovered that most of those who run the CSCs are local graduates besides small firms that have take the task of running these centres.
But you surely need broadband for such services. Why is the government slow in responding?
Yes. You surely need good highways for passenger traffic to move smoothly. The rollout of broadband services can happen in 6-9 months keeping in mind the interest of all stakeholders. This has to be quick else most agendas will face some problems. Also, we have to make sure that there is healthy competition and the government is having deliberations on this.
But delays can affect India's status as an IT superpower...
I agree. India has talented human resources and that makes it a superpower. However, more than being called a superpower, we must also remain a superpower. With the (US and UK) protectionist policies, we need to remain competitive by moving away from commoditisation of services by offering services that the others cant. This can happen by more innovation and training.
Another way of remaining competitive is by having a large portfolio of export destinations. We are looking at other markets like East Asia, Japan, China, Africa and Europe. The government is fully committed to ensure a conducive environment for investments, job creation and growth as IT comprises around 5.8 per cent of GDP.
And what about the hardware industry which lags the software sector?
True. The hardware industry gives more opportunities for employment of semi-skilled people. Hence, our focus is on creating a larger hardware industry. We are on the job.
On the semiconductor policy front, have we given up on the idea of having fab plants?
Not at all. The market conditions are important for this and we are actively looking at the policy to encourage players in this space. The global slowdown did affect the decisions of certain players as far as investments, which are very high, are concerned. But I see matters improving. Moreover, we have the technical expertise, so we will surely look at India having semiconductor fabs. If Taiwan and China can have these fabs, why not India?
Is the DIT pushing for an extension of the tax holiday under the STPI scheme?
The STPI was a fruitful and successful initiative and the government will ensure that growth takes place. It will provide all the legislative and regulatory support to ensure growth.
Where does the domestic market feature in this scheme of things?
The domestic market is at $12.5 billion while the exports are $48 billion. Requirements at the domestic level are different from those at the global level.
What are the other issues that you plan to tackle?
The Universal Service Obligation (USO) Fund is huge and can be deployed at in many places like hilly areas and places where the market couldnt suffice. The roadmap for this is there but there are delivery problems. Otherwise, there were issues in the border areas for telecommunications but now, we have deployed towers on the border areas of Kashmir and the North East till 500 metres.
The draft rules of the IT Act smack of internet censorship that may not be all that desirable...
We are working on the draft rules and there will be a comprehensive legislation to explain the law and best practices of foreign countries. The laws are exhaustive and dynamic so that they can incorporate the latest technological changes. It covers areas like the security of strategic data, cyberterrorism and online fraud. Of course, we are always open to feedback.
'Our aim is to connect rural India and have all Panchayats connected with broadband'
Leslie D'monte & Kirtika Suneja / New Delhi July 7, 2009, 12:33 IST
Sachin Pilot One of the few young members of the UPA government, Sachin Pilot -- Minister of State for the Department of Information Technology (DIT) -- has taken charge of this portfolio at a time when there are great expectations from the information, communications and technology (ICT) industry. In a chat with Leslie Dmonte and Kirtika Suneja, the young minister broadly outlines his vision for the industry even as he's learning the ropes.
Edited excerpts:
How do you go about the task of sharing responsibilities in this ministry?
A Raja oversees everything as cabinet minister. Gurudas Kamat is a senior member and looks after telecom and I oversee IT along with Project Arrow, the flagship programme of the postal department. So, it's a team which requires collective effort.
So what's your vision for the IT sector?
IT refers to taking technology to untouched areas and making it palatable to all. So, people across regions should have access to technology-enabled quality services. We must make an effort to make the life of the common man easy and less cumbersome. Though the economic slowdown in many countries has impacted the Indian IT industry, IT can still be a tool to combat that. The IT sector is still employing people, and that is helpful.
Our aim is to connect rural India and, in three years, to have all Panchayats connected by broadband besides achieving a rural density of 40 per cent (today it's just around 4-5 per cent). My idea of IT is that a common man should be able to pay his bills and access his records, among other things. The concept of IT should not remain elitist or urbane.
How do you plan to go about this task?
There is a digital divide in our country and through the efforts of the Centre for Development of Advanced Computing (CDAC), we are trying to brigde it by making IT more accessible and amiable to localised societies. For instance, our language initiative for making available free software will end this year when these softwares will be availabe in our 22 official languages. The rollout of 100,000 Common Service Centres (CSCs) by next year is another initiative.
Till now, 40,000 CSCs have already been rolled out. Another initiative relates to the interlinking of research and educational institutes through the National e Governance Plan (NeGP). These are backed by the government and are part of the objective to have all stakeholders on board. These services make the entire process transparent and the life of the poorest man better. However, the support of the state governments is important here.
The CSC initiative is a Public Private Partnership (PPP) one and requires local entrepreneurs. So local entrepreneurship gets a boost. For instance, there are popular services that were not envisioned before. The government provides the logistics support and bandwidth for these projects but it's the entrepreneur who is finally responsible for running the CSCs. We have discovered that most of those who run the CSCs are local graduates besides small firms that have take the task of running these centres.
But you surely need broadband for such services. Why is the government slow in responding?
Yes. You surely need good highways for passenger traffic to move smoothly. The rollout of broadband services can happen in 6-9 months keeping in mind the interest of all stakeholders. This has to be quick else most agendas will face some problems. Also, we have to make sure that there is healthy competition and the government is having deliberations on this.
But delays can affect India's status as an IT superpower...
I agree. India has talented human resources and that makes it a superpower. However, more than being called a superpower, we must also remain a superpower. With the (US and UK) protectionist policies, we need to remain competitive by moving away from commoditisation of services by offering services that the others cant. This can happen by more innovation and training.
Another way of remaining competitive is by having a large portfolio of export destinations. We are looking at other markets like East Asia, Japan, China, Africa and Europe. The government is fully committed to ensure a conducive environment for investments, job creation and growth as IT comprises around 5.8 per cent of GDP.
And what about the hardware industry which lags the software sector?
True. The hardware industry gives more opportunities for employment of semi-skilled people. Hence, our focus is on creating a larger hardware industry. We are on the job.
On the semiconductor policy front, have we given up on the idea of having fab plants?
Not at all. The market conditions are important for this and we are actively looking at the policy to encourage players in this space. The global slowdown did affect the decisions of certain players as far as investments, which are very high, are concerned. But I see matters improving. Moreover, we have the technical expertise, so we will surely look at India having semiconductor fabs. If Taiwan and China can have these fabs, why not India?
Is the DIT pushing for an extension of the tax holiday under the STPI scheme?
The STPI was a fruitful and successful initiative and the government will ensure that growth takes place. It will provide all the legislative and regulatory support to ensure growth.
Where does the domestic market feature in this scheme of things?
The domestic market is at $12.5 billion while the exports are $48 billion. Requirements at the domestic level are different from those at the global level.
What are the other issues that you plan to tackle?
The Universal Service Obligation (USO) Fund is huge and can be deployed at in many places like hilly areas and places where the market couldnt suffice. The roadmap for this is there but there are delivery problems. Otherwise, there were issues in the border areas for telecommunications but now, we have deployed towers on the border areas of Kashmir and the North East till 500 metres.
The draft rules of the IT Act smack of internet censorship that may not be all that desirable...
We are working on the draft rules and there will be a comprehensive legislation to explain the law and best practices of foreign countries. The laws are exhaustive and dynamic so that they can incorporate the latest technological changes. It covers areas like the security of strategic data, cyberterrorism and online fraud. Of course, we are always open to feedback.
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Suzlon enters Bulgarian wind market
29 de agosto de 2009
REVE - Regulacin Elica con Vehculos Elctricos -
Suzlon Energy Ltd has signed an agreement with Technomash Bulgarian Industrial Group to deliver six Suzlon S88 2.1 MW wind turbines to a wind farm in the Varna region in Bulgaria.
Suzlon enters Bulgarian wind market
The wind turbines will be supplied in 2009-10. Erik Winther Pedersen, CEO Suzlon Wind Energy A/S, says: Bulgaria offers an excellent wind regime and supportive investment climate, and we aim to expand the wind power market in the country."
Sumant Sinha, COO Suzlon Energy Limited, adds: This is both an important order and important new market for Suzlon. Europe forms the largest market for wind energy, and we are focused on expanding our footprint in the market.
Bulgaria seems to have very promising renewable development opportunities, and has, according to Suzlon 3400 MW mid-term potential for wind energy development. The Bulgarian government has also announced a generous feed-in tariff for wind energy and has set a maximum of 11% of gross energy consumption to come from renewable energy sources by 2010.
Suzlon, Tata Power gain on hopes of Australian power policy
Power companies, Suzlon and Tata Power have added on hopes of benefitting from Autralian policy. Both the companies have renewable energy projects in Australia.
Australia is planning to implement a law to ensure that 20% of its electricity comes from renewable sources by 2020. Suzlon is a wind-turbine maker and has been active in Australia since 2004. It accounts for 38% of the total installed wind power capacity in Australia.
Meanwhile, Tata Power forayed into geothermal energy by acquiring 10% stake in Australia's Geodynamics for about Rs 165 crore, last year.
Suzlon Energy Ltd. reported a net loss of 4.53 billion rupees ($94.7 million) in the April-June quarter, swinging from a net profit of 93 million rupees in the same period last year amid lower sales and orders postponed by customers.
"Our sales volumes are lower, and fundamentally that has resulted in our operating costs not being fully accounted for," said Sumant Sinha, chief operating officer of the India-based wind-turbine maker.
He said India accounts for 30% to 35% of the company's business excluding its REpower Systems AG arm, and some customers held back on making purchases in the fiscal first quarter ended in June because India's budget was released in July.
The global financial crisis affected international sales as some customers from the U.S. and Europe postponed their orders, Mr. Sinha said.
Total quarterly income was 41.71 billion rupees, up 33% from 31.29 billion rupees a year earlier. Total costs increased 61% to 43.22 billion rupees from 26.89 billion rupees.
As of July 30, Suzlon's orderbook was 83.16 billion rupees for 1,501 megawatts, and the company expects to end the year with an orderbook of 2,400 to 2,600 megawatts. Of the total orderbook, 600 megawatts is from the U.S., 600 from China, 130 from Australia and 120 from Europe.
"Our orderbook continues to show improvement, which gives us better visibility going forward," Mr. Sinha said.
Suzlon's German REpower unit had a confirmed orderbook of 1,231 megawatts and a confirmed order volume of 1.45 billion, or about $2.07 billion, on June 30.
The group's debt position is about 138 billion rupees excluding its recent equity issue and zero-coupon, convertible-bond sale amounting to about 10 billion rupees, Mr. Sinha said. "In addition, we've talked about sale of some of our assets, which will hopefully allow us to improve our debt position," he said.
Mr. Sinha said the company has achieved the technical criteria for wind-turbine blades to supply to REpower in China.
"The blade retrofit program has almost finished and should be completed in August," he said. "Whatever provisions we had made last year will be sufficient and we'll not need to make more provisions."
REpower Apr-Jun 2009 net profit at 2.2 mn Euro
REpower, a subsidiary of Suzlon Energy and German wind turbine company, has announced its numbers for the period of April-June 2009. Its net profit stood at 2.2 million Euro and sales at 300.7 million Euro.
Suzlon to Supply Wind Turbines to Portugal, Spain
The company recently mentioned that it has entered into a pact with EUFER to supply wind turbines to Spain and Portugal. EUFER is a joint venture between Enel Green Energy and Spanish utility Union Fenosa.
Suzlon is expected to supply 2.1 MW turbines for wind farms totalling 224.5 MW. These turbines are installed during the next couple of years. Suzlon, in a related announcement, also said it was setting up a blade manufacturing unit in Andalusia, Spain.
Suzlon, an Indian-owned company, emerged on the global scene in the past decade, and by 2006 had captured almost 8 percent of market share in global wind turbine sales. Suzlon is currently the leading manufacturer of wind turbines for the Indian market, holding some 52.4 percent of market share in India. Suzlons success has made India the developing country leader in advanced wind turbine technology.
Indian company Suzlon, the worlds fifth largest turbine manufacturer, is now also well established in the international wind market beyond India, operating in 20 countries around the world and supplying turbines to projects in Asia, North and South America and Europe.
Suzlon Energy is a wind power company in India. In terms of market share, the company is the largest wind turbine manufacturer in Asia (and the fifth largest worldwide). In terms of net worth, it is the world's most valuable wind power company. With headquarters in Pune, it has several manufacturing sites in India including Pondicherry, Daman, Bhuj and Gandhidham as well as in mainland China, Germany and Belgium. The company is listed on the National Stock Exchange of India and on the Bombay Stock Exchange.
Tulsi Tanti, a former textile manufacturer, with the help of some of his friends of Rajkot moved into wind energy production and founded Suzlon energy after facing increasing electricity costs. Suzlon is actively run by the Chairman and Managing Director, Tulsi Tanti since the initiation of the company. In late July 2008, Suzlon Energy appointed Rohit Modi as President - India Business. In 2003, Suzlon got its first sale in USA, with an order from DanMar & Associates to supply 24 turbines in southwestern Minnesota.
In India, the company has been the market leader for eight years consecutively, installing 53% of the capacity added in 2005. Suzlon offers customers total wind power solutions including consultancy, manufacturing, operations & maintenance services. Suzlon is a multinational company with offices, R&D and technology centers, manufacturing facilities and service support centers spread across the globe.
With the increasing demand and the advantage of being an end-to-end solution provider in its field of activity, Suzlon plans to increase its presence within India, and around the world. It already has a presenc in over 40 locations around the world including Australia, China, Europe, India, New Zealand, South Korea, Spain and the USA.
Suzlon has design and R&D teams and facilities in Germany, India and The Netherlands to retrofit blades for clients. The international sales business of Suzlon is managed out of Aarhus, Denmark, while its global management office is in Amsterdam.Suzlon Rotor Corporation in 2006 began producing the blades in Pipestone, Minnesota in the United States. Among its clients is Wind Capital Group.
In the year 2006, Suzlon reached a definitive agreement for acquisition of Belgium firm Hansen Transmissions, specializing in gearboxes for wind turbines, for $565 million. In 2007, the company purchased a controlling stake in Germany's REpower which valued the firm at US$ 1.6 billion. In June 2007, Suzlon had signed a contract with Edison Mission Energy (EME) of US for delivery of 150 wind turbines of 2.1 MW in 2008 and a similar volume to be delivered in 2009. EME had an option not to purchase the 150 turbines due to be delivered in 2009, which it has chosen to exercise.
29 de agosto de 2009
REVE - Regulacin Elica con Vehculos Elctricos -
Suzlon Energy Ltd has signed an agreement with Technomash Bulgarian Industrial Group to deliver six Suzlon S88 2.1 MW wind turbines to a wind farm in the Varna region in Bulgaria.
Suzlon enters Bulgarian wind market
The wind turbines will be supplied in 2009-10. Erik Winther Pedersen, CEO Suzlon Wind Energy A/S, says: Bulgaria offers an excellent wind regime and supportive investment climate, and we aim to expand the wind power market in the country."
Sumant Sinha, COO Suzlon Energy Limited, adds: This is both an important order and important new market for Suzlon. Europe forms the largest market for wind energy, and we are focused on expanding our footprint in the market.
Bulgaria seems to have very promising renewable development opportunities, and has, according to Suzlon 3400 MW mid-term potential for wind energy development. The Bulgarian government has also announced a generous feed-in tariff for wind energy and has set a maximum of 11% of gross energy consumption to come from renewable energy sources by 2010.
Suzlon, Tata Power gain on hopes of Australian power policy
Power companies, Suzlon and Tata Power have added on hopes of benefitting from Autralian policy. Both the companies have renewable energy projects in Australia.
Australia is planning to implement a law to ensure that 20% of its electricity comes from renewable sources by 2020. Suzlon is a wind-turbine maker and has been active in Australia since 2004. It accounts for 38% of the total installed wind power capacity in Australia.
Meanwhile, Tata Power forayed into geothermal energy by acquiring 10% stake in Australia's Geodynamics for about Rs 165 crore, last year.
Suzlon Energy Ltd. reported a net loss of 4.53 billion rupees ($94.7 million) in the April-June quarter, swinging from a net profit of 93 million rupees in the same period last year amid lower sales and orders postponed by customers.
"Our sales volumes are lower, and fundamentally that has resulted in our operating costs not being fully accounted for," said Sumant Sinha, chief operating officer of the India-based wind-turbine maker.
He said India accounts for 30% to 35% of the company's business excluding its REpower Systems AG arm, and some customers held back on making purchases in the fiscal first quarter ended in June because India's budget was released in July.
The global financial crisis affected international sales as some customers from the U.S. and Europe postponed their orders, Mr. Sinha said.
Total quarterly income was 41.71 billion rupees, up 33% from 31.29 billion rupees a year earlier. Total costs increased 61% to 43.22 billion rupees from 26.89 billion rupees.
As of July 30, Suzlon's orderbook was 83.16 billion rupees for 1,501 megawatts, and the company expects to end the year with an orderbook of 2,400 to 2,600 megawatts. Of the total orderbook, 600 megawatts is from the U.S., 600 from China, 130 from Australia and 120 from Europe.
"Our orderbook continues to show improvement, which gives us better visibility going forward," Mr. Sinha said.
Suzlon's German REpower unit had a confirmed orderbook of 1,231 megawatts and a confirmed order volume of 1.45 billion, or about $2.07 billion, on June 30.
The group's debt position is about 138 billion rupees excluding its recent equity issue and zero-coupon, convertible-bond sale amounting to about 10 billion rupees, Mr. Sinha said. "In addition, we've talked about sale of some of our assets, which will hopefully allow us to improve our debt position," he said.
Mr. Sinha said the company has achieved the technical criteria for wind-turbine blades to supply to REpower in China.
"The blade retrofit program has almost finished and should be completed in August," he said. "Whatever provisions we had made last year will be sufficient and we'll not need to make more provisions."
REpower Apr-Jun 2009 net profit at 2.2 mn Euro
REpower, a subsidiary of Suzlon Energy and German wind turbine company, has announced its numbers for the period of April-June 2009. Its net profit stood at 2.2 million Euro and sales at 300.7 million Euro.
Suzlon to Supply Wind Turbines to Portugal, Spain
The company recently mentioned that it has entered into a pact with EUFER to supply wind turbines to Spain and Portugal. EUFER is a joint venture between Enel Green Energy and Spanish utility Union Fenosa.
Suzlon is expected to supply 2.1 MW turbines for wind farms totalling 224.5 MW. These turbines are installed during the next couple of years. Suzlon, in a related announcement, also said it was setting up a blade manufacturing unit in Andalusia, Spain.
Suzlon, an Indian-owned company, emerged on the global scene in the past decade, and by 2006 had captured almost 8 percent of market share in global wind turbine sales. Suzlon is currently the leading manufacturer of wind turbines for the Indian market, holding some 52.4 percent of market share in India. Suzlons success has made India the developing country leader in advanced wind turbine technology.
Indian company Suzlon, the worlds fifth largest turbine manufacturer, is now also well established in the international wind market beyond India, operating in 20 countries around the world and supplying turbines to projects in Asia, North and South America and Europe.
Suzlon Energy is a wind power company in India. In terms of market share, the company is the largest wind turbine manufacturer in Asia (and the fifth largest worldwide). In terms of net worth, it is the world's most valuable wind power company. With headquarters in Pune, it has several manufacturing sites in India including Pondicherry, Daman, Bhuj and Gandhidham as well as in mainland China, Germany and Belgium. The company is listed on the National Stock Exchange of India and on the Bombay Stock Exchange.
Tulsi Tanti, a former textile manufacturer, with the help of some of his friends of Rajkot moved into wind energy production and founded Suzlon energy after facing increasing electricity costs. Suzlon is actively run by the Chairman and Managing Director, Tulsi Tanti since the initiation of the company. In late July 2008, Suzlon Energy appointed Rohit Modi as President - India Business. In 2003, Suzlon got its first sale in USA, with an order from DanMar & Associates to supply 24 turbines in southwestern Minnesota.
In India, the company has been the market leader for eight years consecutively, installing 53% of the capacity added in 2005. Suzlon offers customers total wind power solutions including consultancy, manufacturing, operations & maintenance services. Suzlon is a multinational company with offices, R&D and technology centers, manufacturing facilities and service support centers spread across the globe.
With the increasing demand and the advantage of being an end-to-end solution provider in its field of activity, Suzlon plans to increase its presence within India, and around the world. It already has a presenc in over 40 locations around the world including Australia, China, Europe, India, New Zealand, South Korea, Spain and the USA.
Suzlon has design and R&D teams and facilities in Germany, India and The Netherlands to retrofit blades for clients. The international sales business of Suzlon is managed out of Aarhus, Denmark, while its global management office is in Amsterdam.Suzlon Rotor Corporation in 2006 began producing the blades in Pipestone, Minnesota in the United States. Among its clients is Wind Capital Group.
In the year 2006, Suzlon reached a definitive agreement for acquisition of Belgium firm Hansen Transmissions, specializing in gearboxes for wind turbines, for $565 million. In 2007, the company purchased a controlling stake in Germany's REpower which valued the firm at US$ 1.6 billion. In June 2007, Suzlon had signed a contract with Edison Mission Energy (EME) of US for delivery of 150 wind turbines of 2.1 MW in 2008 and a similar volume to be delivered in 2009. EME had an option not to purchase the 150 turbines due to be delivered in 2009, which it has chosen to exercise.
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I'm Happy to say both India and China have out performed all the developed nations.
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IIT-Delhi earns more from research than government grants
IIT-Delhi earns more from research than government grants- Education-Services-News By Industry-News-The Economic Times
30 Aug 2009, 1704 hrs IST, IANS
NEW DELHI: Contrary to perceptions that Indian Institutes of Technology (IITs) are not doing enough research, IIT-Delhi has earned over Rs.102
crore (Rs.1.2 billion) in a year from research projects -- more than what the government gives it as annual grant.
Sponsored research saw a major growth in the number of projects as well as in revenue earning during 2008-09.
"The earning from sponsored research is growing year after year. Now our earnings are more than the government's recurring aid of Rs.100 crore to us. This is a landmark," M. Balakrishnan, dean of post-graduate studies at IIT-Delhi, told IANS.
He said the top technology school has managed to earn Rs.102.81 crore (Rs.1.28 billion) last year up from Rs.28.2 crore (Rs.282 million) in 2004-05 and Rs.84 crore (Rs.840 million) in 2007-08.
"This is contrary to belief that we are very poor on research output," Balakrishnan said.
The number of sponsored research projects has gone up from 87 in 2005 to 138 in the last fiscal. Similarly, IIT Delhi also helped corporates in nearly 700 consultancy jobs.
Balakrishnan said that during the 2008-09 period, the faculty undertook 27 international projects including seven from US defence aircraft manufacturer Lockheed Martin.
Other foreign bodies who came to IIT-Delhi for help include Canada's International Development Research Centre and departments of science and technology of Germany and Britain. Organisations from Sri Lanka, Kenya, France, Switzerland and Japan too got involved with the top engineering school for research work.
Among Indian organisations, Bharti Airtel, Aeronautical Development Agency, Indian Council of Agricultural Research and various central and state government ministries sought IIT-Delhi's assistance to seek solutions.
IIT-Delhi earns more from research than government grants- Education-Services-News By Industry-News-The Economic Times
30 Aug 2009, 1704 hrs IST, IANS
NEW DELHI: Contrary to perceptions that Indian Institutes of Technology (IITs) are not doing enough research, IIT-Delhi has earned over Rs.102
crore (Rs.1.2 billion) in a year from research projects -- more than what the government gives it as annual grant.
Sponsored research saw a major growth in the number of projects as well as in revenue earning during 2008-09.
"The earning from sponsored research is growing year after year. Now our earnings are more than the government's recurring aid of Rs.100 crore to us. This is a landmark," M. Balakrishnan, dean of post-graduate studies at IIT-Delhi, told IANS.
He said the top technology school has managed to earn Rs.102.81 crore (Rs.1.28 billion) last year up from Rs.28.2 crore (Rs.282 million) in 2004-05 and Rs.84 crore (Rs.840 million) in 2007-08.
"This is contrary to belief that we are very poor on research output," Balakrishnan said.
The number of sponsored research projects has gone up from 87 in 2005 to 138 in the last fiscal. Similarly, IIT Delhi also helped corporates in nearly 700 consultancy jobs.
Balakrishnan said that during the 2008-09 period, the faculty undertook 27 international projects including seven from US defence aircraft manufacturer Lockheed Martin.
Other foreign bodies who came to IIT-Delhi for help include Canada's International Development Research Centre and departments of science and technology of Germany and Britain. Organisations from Sri Lanka, Kenya, France, Switzerland and Japan too got involved with the top engineering school for research work.
Among Indian organisations, Bharti Airtel, Aeronautical Development Agency, Indian Council of Agricultural Research and various central and state government ministries sought IIT-Delhi's assistance to seek solutions.
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IIT-Gandhinagar envisions being research-oriented institute
IIT-Gandhinagar envisions being research-oriented institute - dnaindia.com
DNA Correspondent
Sunday, August 30, 2009 8:43 IST
The Indian Institute of Technology Gandhinagar (IIT-G) has started focusing on establishing the institute as a preferred destination for research students by initiating quality research activities on the campus.
The institute, which was established in 2008, has just received its second batch of undergraduate students, but is already working on lines of creating a centre for research. The institute organised a one-day brainstorming workshop on 'Perspectives of Research at IIT-G in the Near Future: a Vision,' on Saturday.
During the course of this workshop, the institute emerged successful in developing valuable insight on the theme. A number of distinguished personalities from prestigious institutes conducted a brainstorming session on various issues with the faculty of IIT-G.
As many as 41 participants from various institutes like IIT-Bombay, Physical Research Laboratory, IIT-Kanpur and Sardar Patel University, had attended the workshop. The participants were from different branches of engineering, science and humanities like aerospace engineering, chemical engineering, chemistry, civil engineering, physics, electrical engineering, mathematics, economics, philosophy and English.
Talking about the future research activities in the institute, prof Sudhir Jain, director of IIT-G, emphasised on doing things differently. He said in his presentation that there is a dire need to change from being teaching schools to becoming teaching-research schools, and research should be more relevant to society because it can provide solution to local problems.
He also provided data and figures of research papers produced by various premium technology and science education institutes of the country and comparative data of other South Asian countries.
The workshop also discussed the degree of emphasis that should be placed on basic research, applied research and research with societal relevance. After the presentations were over, participants suggested some short-term and long term goals. It was discussed that due emphasis should be given to inter-disciplinary and inter-institutional research prospects.
Development of world class infrastructure for research and recruitment of proactive and research oriented faculty was also pronounced. The institution has plans to hold more such workshops in the future.
IIT-Gandhinagar envisions being research-oriented institute - dnaindia.com
DNA Correspondent
Sunday, August 30, 2009 8:43 IST
The Indian Institute of Technology Gandhinagar (IIT-G) has started focusing on establishing the institute as a preferred destination for research students by initiating quality research activities on the campus.
The institute, which was established in 2008, has just received its second batch of undergraduate students, but is already working on lines of creating a centre for research. The institute organised a one-day brainstorming workshop on 'Perspectives of Research at IIT-G in the Near Future: a Vision,' on Saturday.
During the course of this workshop, the institute emerged successful in developing valuable insight on the theme. A number of distinguished personalities from prestigious institutes conducted a brainstorming session on various issues with the faculty of IIT-G.
As many as 41 participants from various institutes like IIT-Bombay, Physical Research Laboratory, IIT-Kanpur and Sardar Patel University, had attended the workshop. The participants were from different branches of engineering, science and humanities like aerospace engineering, chemical engineering, chemistry, civil engineering, physics, electrical engineering, mathematics, economics, philosophy and English.
Talking about the future research activities in the institute, prof Sudhir Jain, director of IIT-G, emphasised on doing things differently. He said in his presentation that there is a dire need to change from being teaching schools to becoming teaching-research schools, and research should be more relevant to society because it can provide solution to local problems.
He also provided data and figures of research papers produced by various premium technology and science education institutes of the country and comparative data of other South Asian countries.
The workshop also discussed the degree of emphasis that should be placed on basic research, applied research and research with societal relevance. After the presentations were over, participants suggested some short-term and long term goals. It was discussed that due emphasis should be given to inter-disciplinary and inter-institutional research prospects.
Development of world class infrastructure for research and recruitment of proactive and research oriented faculty was also pronounced. The institution has plans to hold more such workshops in the future.
IndiaNews98
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- Aug 30, 2009
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Cloned milk and cereals
Anand Sankar / New Delhi August 22, 2009, 0:26 IST
Cloned milk and cereals
Garimas might be an enviable life. Her sanitised environment is air-conditioned, shes fussed over and clearly enjoys it, she rushes to meet her visitors, and her diet is carefully supervised. Yet, two months after her birth, she has basked in rather a muted limelight, as indeed has the modest laboratory where this water buffalo was cloned.
It is more than a decade since Dolly the sheep, the worlds first large cloned mammal, made headlines. Garimas arrival on June 6, 2009, has created rather less fuss, not just because cloning has grown in the intervening decade, with even monkeys, mules, horses and camels recently added to the list in scientific laboratories around the world. That is a long step from the time that a tadpole, in 1952, and a carp, in 1963, became the first cloned living beings in the history of mankind. Since then, controlled experiments have been used to collect data and research species, with large-scale cloning left to commercial interests. For now, that is restricted to pet cats and dogs in California, at prices starting at $20,000.
Garima cost only a fraction of such sums. In fact, the very existence of Garima, Indias first surviving cloned living being, is a marvellous result not of the technology that made it possible which is growing by leaps and bounds as much as it is of the modest scale and spend of the operation. Garima was created by scientists at the National Dairy Research Institute (NDRI), located in Karnal, a nondescript town in Haryana hardly the place youd associate with cutting-edge scientific research. This is only the first step in our project, beams Dr Suresh K Singla, the lead scientist, betraying a hint of relief. We are hoping to study the calf for its whole life. Garima will have to cross several hurdles for the experiment to prove a success. For example, an earlier cloned calf, born in February, died within 24 hours of its birth.
Dollys story was path-breaking because it saw textbook theory being converted to life. But Garimas story is no less ingenious, if typically Indian. The water buffalo calf began not, as many might presume, in a spotless laboratory, but in a rather more unhygienic abattoir on the outskirts of New Delhi. The egg which produced Garima (Step Zero in lab parlance) was taken from buffalos slaughtered for their meat. The ovaries of the buffalos usually discarded as entrails were harvested by the scientists and transported to the research institute.
This has been the routine for the cloning project, which began way back in 1994. The eggs, when cleaned and separated, made their way into a tiny lab in the heart of the NDRI campus. Here the team of scientists Drs Suresh K Singla, R S Manik, M S Chauhan, P Palta, Shiv Prasad, R A Shah and Aman George went to work with a technique they had adapted especially for Indian conditions. Initially, we tried the Dolly method. But after several years of frustrating failures, the method was abandoned, recalls Dr Singla. Their technique has been christened the hand-guided method.
The main drawback of the Dolly method was the requirement of highly specialised, thus prohibitively expensive, laboratory tools, to which the Indian team realised it was unlikely to have access. It instead decided to adapt the efforts of Gabor Vajta, professor and senior scientist at the Danish Institute of Agricultural Sciences (DIAS) who had sought to lower the cost of cloning. Vajta demonstrated his method with horses, cattle and pigs. Hand-guided cloning needs just a micro manipulator, a device used to work on microscopic organisms, and that was available at NDRI.
Anand Sankar / New Delhi August 22, 2009, 0:26 IST
Cloned milk and cereals
Garimas might be an enviable life. Her sanitised environment is air-conditioned, shes fussed over and clearly enjoys it, she rushes to meet her visitors, and her diet is carefully supervised. Yet, two months after her birth, she has basked in rather a muted limelight, as indeed has the modest laboratory where this water buffalo was cloned.
It is more than a decade since Dolly the sheep, the worlds first large cloned mammal, made headlines. Garimas arrival on June 6, 2009, has created rather less fuss, not just because cloning has grown in the intervening decade, with even monkeys, mules, horses and camels recently added to the list in scientific laboratories around the world. That is a long step from the time that a tadpole, in 1952, and a carp, in 1963, became the first cloned living beings in the history of mankind. Since then, controlled experiments have been used to collect data and research species, with large-scale cloning left to commercial interests. For now, that is restricted to pet cats and dogs in California, at prices starting at $20,000.
Garima cost only a fraction of such sums. In fact, the very existence of Garima, Indias first surviving cloned living being, is a marvellous result not of the technology that made it possible which is growing by leaps and bounds as much as it is of the modest scale and spend of the operation. Garima was created by scientists at the National Dairy Research Institute (NDRI), located in Karnal, a nondescript town in Haryana hardly the place youd associate with cutting-edge scientific research. This is only the first step in our project, beams Dr Suresh K Singla, the lead scientist, betraying a hint of relief. We are hoping to study the calf for its whole life. Garima will have to cross several hurdles for the experiment to prove a success. For example, an earlier cloned calf, born in February, died within 24 hours of its birth.
Dollys story was path-breaking because it saw textbook theory being converted to life. But Garimas story is no less ingenious, if typically Indian. The water buffalo calf began not, as many might presume, in a spotless laboratory, but in a rather more unhygienic abattoir on the outskirts of New Delhi. The egg which produced Garima (Step Zero in lab parlance) was taken from buffalos slaughtered for their meat. The ovaries of the buffalos usually discarded as entrails were harvested by the scientists and transported to the research institute.
This has been the routine for the cloning project, which began way back in 1994. The eggs, when cleaned and separated, made their way into a tiny lab in the heart of the NDRI campus. Here the team of scientists Drs Suresh K Singla, R S Manik, M S Chauhan, P Palta, Shiv Prasad, R A Shah and Aman George went to work with a technique they had adapted especially for Indian conditions. Initially, we tried the Dolly method. But after several years of frustrating failures, the method was abandoned, recalls Dr Singla. Their technique has been christened the hand-guided method.
The main drawback of the Dolly method was the requirement of highly specialised, thus prohibitively expensive, laboratory tools, to which the Indian team realised it was unlikely to have access. It instead decided to adapt the efforts of Gabor Vajta, professor and senior scientist at the Danish Institute of Agricultural Sciences (DIAS) who had sought to lower the cost of cloning. Vajta demonstrated his method with horses, cattle and pigs. Hand-guided cloning needs just a micro manipulator, a device used to work on microscopic organisms, and that was available at NDRI.
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