d - Mahratta Chamber Of Commerce Industries & Agriculture Pune

Editorial
Welcome to the September issue of Sampada, brimming over with reader-friendly information
and ideas.
Motivating people to perform better at work still remains the biggest challenge for the industrial
world. International leadership speaker, Mark Fritz's article in this issue explains how smart leaders
can inspire the feeling of ownership amongst team members through an 'Outcomes' focus.
Dr. Sumit Roy, Pune based TQM and business process improvement consultant, shares the
success story of the implementation of the three SME Lean Clusters, pioneered and facilitated by
MCCIA in the Pune region.
R. Viswanathan, Ambassador of India to Argentina, Paraguay and Uruguay outlines the
fascinating prospects that the Latin American continent offers for Indian industry, especially in the
sectors of information technology, pharmaceuticals, agri-business and agro-chemicals, mining and
minerals, automobiles and oil exploration and energy. MCCIA members could do well to explore
these opportunities.
Dr. Raghunath Mashelkar emphasizes the importance of cultivating a robust 'national
innovation ecosystem' to optimally harness India's innovation potential in bringing about social
and economic transformation through inclusive growth.
Dr. S.V. Bhave, VP – HRD, Bharat Forge Ltd., provides us a glimpse of the unique people
development strategic paradigm that resulted in the company being awarded the prestigious
Golden Peacock HR Excellence Award 2011. MCCIA members certainly can pick up useful tips
from the HR ethos of the world's second largest forging company.
Dr. S.P. Kashyap, noted industrial economist gives an excellent overview of the quiet but stellar
contribution of the MSME sector to the national economy.
The issue is also not without its usual quota of infotainment. Prof. V.H. Koppar and Dr. Sudhir
Rashingkar furnish little known facts and intriguing insights into the history of the Income Tax
Department and the automobile business respectively.
Sampada also pays tribute to Late Shri B.G. Deshmukh, former Cabinet Secretary, who passed
away in August after a long and fulfilling innings.
All this and much more in this issue! Until next month, happy reading.
Anant Sardeshmukh
Executive Director General & Editor, Sampada

Vol. 67th • Issue 6 • September 2011
Founder
Late A. R. Bhat
Mahratta Chamber of Commerce,
Industries & Agriculture
Editor
Anant Sardeshmukh
Executive Editor
Salil Desai
Editorial Committee
Arun Kudale
Deepak Karandikar
Chandrashekhar Chitale
Dr. Sudhir Rashingkar
Govind Patwardhan
Production & Coordination
Pramod Potbhare
Page Layout
G'tech Computers
Cover Page Design
Vivek Sahasrabudhe
Printing
Modern Printing Press
Owner/Printer/Publisher
Anant Sardeshmukh
Executive Director General
Mahratta Chamber of Commerce,
Industries & Agriculture
Pune 411 002.
Tel. : 020-25709000
020-24440371
C o n t
New Paradigms of People Development
6
Why You Never Wash A Rental Car
…and how it can help you to become a better leader
Mark Fritz
10 People Development - The Bharat Forge Way
Dr. S. V. Bhave
13 Transforming SMEs through Lean Clusters
Dr. Sumit Roy
18 Series on Innovative Thoughts (Part 3)
Building a National Innovation Ecosystem
Dr. Raghunath Mashelkar
22 Micro and Small Enterprises in India :
Policy Framework and Contribution to National Economy
Dr. S. P. Kashyap
27 Always Welcome Customer Complaints
Vishwas Kale
29 Latin America Beckons Indian Industry
R. Viswanathan
36 MCCIA Event Highlights - August 2011
18
29

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6
Why You Never Wash A Rental Car
…and how it can help you to become a better leader
When was the last time you people to both take on the Feeling of sophisticated computer systems to
washed a rental car?
Probably never and the
Ownership and retaining that each aircraft to maintain and repair the
ownership is the key for your leadership airplanes. Highly aware of the power of
reason's obvious! It's not your success. It all starts with the right teamwork, he re-organised the entire
responsibility, as it is not YOUR car; and mindset, a mindset of Outcomes & organisation into teams, and assigned
you just don't have that feeling of Ownership (Achievement Ownership). each team a number of airplanes to
ownership.
An Outcomes & Ownership
With this in mind, what happens in Mindset
your organisation when your people
There's a great story that highlights
don't have the feeling of ownership for
the power of your people taking an
what they are doing (and achieving)?
'outcomes' mindset to their work versus
Well, people miss deadlines and display an 'activities' mindset. Many years ago,
a lack of teamwork to resolve problems General Bill Creech took over the TAC –
quickly or simply avoid doing what they Tactical Air Command in the U.S. Air
should be doing. In fact, if you are Force, an organisation then of about
leading people at a distance, you can't 170,000 people spread around the
maintain (to keep flying). The teams
shared best practices with each other
and performance for the whole
organisation increased dramatically.
General Creech went around
visiting all the locations, and was always
asking his people how they liked the
new way of working (in the teams). One
team member replied back with a
question to the general:
even see them not doing what they world which focused on repairing and When is the last time you washed
should be doing. maintaining airplanes. a rental car?
Mark Fritz
For today's leaders who are often When General Creech took over What this team member meant
required to lead people across the organisation, it was organised by was :
distances and cultures, getting your Before : They were activity focused
function, with workers directed by
g§nXm - gßQ>|~a 201

– on their individual activity OUTCOMES drive Ownership, outcomes, you are first talking in the
Now : They are OUTCOME
focused – is the plane flying? Pride
and Ownership drives Commitment. language of achievement, and getting
your people to take ownership of the
achievement (the OUTCOMES).
There's a huge difference when Actually, the General's target was Whereas if you delegate an activity to
YOUR people are outcomes versus beyond OUTCOMES, Ownership and your people, who owns the outcome it
activity focused. Commitment, and to the word PRIDE. supports? You do…the leader, not your
People who have pride in what they do,
An OUTCOMES focus is a focus
people
will do it well; and also continually
on Achievement. Successful leaders therefore focus
search for ways to do it better. In today's
An activities focus is a focus on
on delegating outcomes (not just
world, PRIDE often gets a bad name.
activities) and asking their people for the
'busy'ness.
Ownership
This team member implied that the
That's because pride is often confused
with EGO. Pride without humility is ego.
However…
milestones on how they are going to
achieve them. Your people will take far
more ownership in milestones they give
teams now took ownership for the
Pride + Humility = MAGIC you, than in the milestones you give
outcome (the plane flying), and helped When you instil pride in your people
them.
their fellow team members to fix the and throughout your organisation, they Don't be too quick to provide your
plane faster. Because now they will truly deliver magical performance for people the answers to all their questions
realised that if the plane has 5 problems you. Do your people feel the pride in too! So, here's a question for you. Two
and only 4 problems have been fixed, it's what they do? people are having a conversation, one is
still not flying! In fact, they painted their
team names on the side of the airplanes,
Delegating and Asking Questions
asking all the questions, and one is
giving all the answers. Who controls the
and that signalled real ownership. They Remember, as a leader, when you
conversation? Obviously the one who
realised that : are discussing and delegating
controls the questions! Now, what this
means is that if you are a leader who is
answering your people's questions all
day long, then that means that they are
in control of every conversation with
you! Is that good? Probably not!
Every time you provide an answer
to your people's questions, and you
could have asked some questions for
them to find their own answer, then you
have saved them from thinking.
Save them from thinking, and
you save them from growing.
Also, will your people have more
ownership in your answers than in their
answers?
Now, you can't go all day without
ever giving an answer! However,
getting the right balance of questions
and answers will drive more ownership
in your people.
g§nXm - gßQ>|~a 2017

8
WHY)
Powering the Ownership (the
Getting your people to “own” what
they are achieving is your goal,
especially if you are leading people at a
distance. You're not there to see them
not doing what they should be doing
(and achieving).
There's an equation of success that
really applies to leadership and
ownership, and it's…
WHY > How
Think about it for your own life first.
How many times have you wanted to do
something…the 'how' was difficult and
your WHY just wasn't strong. You didn't
do it, did you? However, you can
probably think back to those times when
your WHY was so strong, that you would
do ANYTHING to do it (& achieve it).
So, here's what happens when this
equation is out of balance (WHY < How).
Your people find the how difficult, but
they don't really have a WHY or
understand it, so then they simply avoid
doing what they know they should be
doing. When you are leading at a
distance, you are not there to see them
not doing it, and pushing them to do.
You need PULL power, and that comes
from the WHY.
Successful leaders communicate a
powerful WHY that creates the PULL
power, and pulls people to WANT to do
what they need to. Push power comes
from the leader's position, with people
feeling they HAVE to do it. When
leaders rely on using too much push
power, their power reduces a little each
time they use it. However, the more
leaders use pull power, the more their
power increases.
Successful leaders use both PULL
(the WHY) and Push (their position) to
g§nXm - gßQ>|~a 201
Personal Development
"I do not think much of a man who is not wiser today than he was yesterday."
- Abraham Lincoln
Learning Every Day
You are never too old to stop learning, and we should all look to learn
something new every day. I had read a number of years ago that a great
question to ask your children each night is: "What did you learn at school
today?"
Let's ask the question of ourselves: What have I learned today?
Leadership Development
"The first responsibility of a leader is to define reality. The last is to say thank you."
- Max DePree
Thank You
Saying "Thank You" is important for leaders. Thank you shows that you
appreciated what your people have done. That appreciation helps your
people to develop pride in their work, and pride is one of the best
motivators of performance.
Thank you - two words with magical powers.
Team & Organisational Development
"No matter what accomplishments you make, somebody helped you."
- Althea Gibson
Team is all about helping each other
You can spot a successful team in minutes. It's the team with members
that are always trying to help each other, and you see it in the behaviours
of everyone. They are asking each other questions and sharing ideas with
each other all the time.
How much have you helped your team members this past week?
Something for Fun
"I find television very educating. Every time somebody turns on the set, I go into
the other room and read a book."
Food
for
T hought
- Groucho Marx
--------------------------------------------------------------------------------------------------------
Food for Thought to help “Fuel” your personal growth from Mark Fritz
( www.markfritzonline.com)
and comes to you through the Academy of Chief
Executives, India – Rakesh Bhargava : rakesh@chiefexecutive.in .

gain achievements from their people. OUTCOMES, and not on discussion (an or else they don't want to take ownership
Outcomes Focused Meetings
activity). on their own.
How many times have you been
Your INBOX is Telling You
The Language of Achievement
asked to attend a meeting, and you've Actually, your inbox could tell you a
heard others say this? (“We need a great deal about your leadership and
Successful leaders think, discuss &
meeting to discuss…..?”) Is discussion whether you are focusing on
delegate OUTCOMES to their people.
an activity or an outcome? Right, an OUTCOMES or not.
They know that discussing in outcomes
activity… That means that most people
and their organisations are framing their
meetings in an activity focus, and not an
outcomes focus. Actually, a meeting
can only have three outcomes…
If you are getting more emails (and
questions) from your people than you
think are necessary, and if those
questions are quite detailed in nature,
then you might not be delegating
is the language of achievement.
When you speak in OUTCOMES
(the language of achievement) in
everything you do (including meetings),
y o u g e t m o r e O W N E R S H I P ,
1. Agreed decision outcomes (and responsibilities), but just
commitment and achievement from
2.
3.
Agreed action
or
Everyone understands the
activities to your people. They don't feel
the ownership for the achievement, so
your organisation.
--------------------------------------------------issue
in a consistent way in order to take
consistent action after the meeting.
they keep coming back to you on the
activities.
Mark Fritz is an international
leadership speaker & Managing
Remember, running poor meetings Also, the level of cc'd emails is a Director of Procedor, an international
equals (in your people's minds) wasting strong indicator that you could have consultancy focused on helping
their time. You get more achieved, more some ownership problems in your international business leaders to
ownership, and more commitment when organisation, as your people feel the achieve even greater success in leading
y o u f o c u s y o u r m e e t i n g s o n need to keep you informed of everything across distances & cultures.
g§nXm - gßQ>|~a 2019

10
PEOPLE DEVELOPMENT -
THE BHARAT FORGE WAY
Dr. S. V. Bhave
The last few years have seen
a paradigm shift in the people
development strategies and
1. Technological capability
2. Enhanced production capacity
3. Strategic acquisition
approach adopted by industry. This is 4. HR development across the
chiefly because of the stiff competition organization
industries face in hiring and retaining 5. Quality of products and processes
quality manpower. The specialized skill 6. Cost competitiveness
sets required by each organization are 7. Fast response to demanding
not readily available in the recruitment customers
market.
As can be seen, HR development across
It has therefore become imperative the organization is considered a critical
for industries to ensure that available
manpower is retained, trained,
component in realizing the company's
vision.
developed and given proper orientation
to meet future business challenges.
Such developmental interventions are
necessary for all levels of employees i.e.
As a first step, the HR Mission of the
company was defined a few years ago,
which states :
from operational level workforce to “We believe that employees are our
senior management. Keeping this strength. We strive to support
objective in mind Bharat Forge Ltd has employees to grow, learn and build
taken a number of steps to support its careers by constantly training,
people development initiatives. upgrading and empowering them for
The key drivers of BFL's vision are :
achieving our business goals. Our
mission is to support employees in
g§nXm - gßQ>|~a 201
The specialized
skill sets
required by each
organization
are not readily
available in the
recruitment
market.

transforming BFL, a great place to • Alignment of HR mission and candidates and the availability of
work with." strategy with the business plan vacancies, these students are
considered for regular recruitment.
Towards this end, effective policies were To facilitate these objectives BFL has 3. C O L L A B O R A T I O N W I T H
formulated and systematically instituted pioneered the following multipronged, TECHNICAL INSTITUTES :
within the organization. innovative approach to people
development :
A. B. S. at BITS,Pilani - With a view to
At BFL, Human Resource promote internal talent, the
Development is looked at in a holistic
way and is considered as an important
contributor to business development.
We believe that only hiring champions
from outside will not serve our purpose.
Thus, in house talent is also provided
with continuous opportunities of
learning and skill enhancement to gear
up for the ever changing business
environment .
1. APPRENTICE SHOP :
With a view to develop “ready to
deploy” operatives and to ensure
improved employee ability, we have
a well equipped 'Apprentice Shop'
which provides training to freshers -
from basics to CNC operation,
which is inclusive of theory,
practical workshops and on the job
training.
company has a collaborative
arrangement with Birla Institute of
Technology (BITS) , Pilani through
which science graduates and
diploma holders in our employment
are given an opportunity to
complete their degree engineering
p r o g r a m k n o w n a s B . S .
(Manufacturing Engineering).
In the light of above, the people
development agenda of the company
focuses on the following core areas :
• Embracing an accelerated
improvement culture within the
organization through continuous
improvement
• Development and empowerment of
existing employees
• Talent Management and retention
• To maintain cordial industrial
relations and ensure employee
participation in business processes
• To motivate employees for
continuous R & D activities
• Involving employees for community
development
2. TALENT PIPELINE PROGRAM :
We always aim to recruit young
degree holder engineers from
engineering colleges that are
situated in the rural parts of the
country. The faculty members of
such engineering colleges are
trained in our company and every
year, through a process of
th th
selection, students from 7 and 8
semester are given specific skill set
technical training at our plants. The
benefit of this initiative is that young
Engineers receive pre-employment
orientation which helps shorten the
learning curve. Subsequently,
depending on the suitability of
B.
C.
M.Sc. (Engineering Business
Management ) at Warwick - In a
bid to generate business leaders,
the company has developed a
diversified business model for high
p o t e n t i a l e m p l o y e e s . A
Memorandum Of Understanding
was signed with the University of
Warwick, UK whereby handpicked
managers are given an opportunity
t o c o m p l e t e t h e i r M . S c .
( E n g i n e e r i n g B u s i n e s s
Management ) program.
M.Tech at IIT Powai, Mumbai –
With the objective of conducting
Technical Research, the company
in collaboration with IIT, Mumbai
“We believe that
employees are our
strength. We strive to
support employees to
grow, learn and build
careers by constantly
training, upgrading and
empowering them for
achieving our business
goals. Our mission is to
support employees in
transforming BFL, a
great place to work
with."
g§nXm - gßQ>|~a 2011

12
BHARAT FORGE WINS
GOLDEN PEACOCK HR EXCELLENCE AWARD - 2011
Bharat Forge Ltd. was honoured with the prestigious “Golden Peacock HR Excellence Award 2011” instituted by
th
Institute of Directors at a glittering function, held in New Delhi on 19 August 2011. Justice M.N. Venkatchaliah,
Former Chief Justice of India handed over the award to the Bharat Forge Team. Bharat Forge was adjudged the
winner in the Engineering Sector category.
Dr. S. V. Bhave and Ms. Leena Deshpande of Bharat Forge receiving the award from
Mr. M. N. Venkatchaliah, Former Chief Justice of India.
has started an M.Tech program with Central Government. Recently we employees) BFL has started
specialization in Materials, have also adopted 2 more ITIs at various CSR activities, in which
M o d e l l i n g S c i e n c e a n d Bhor and Malegaon in Pune district. employees participate voluntarily.
Manufacturing. Through this All the above programs are fully The welfare of women, children and
program, apart from pursuing sponsored by Bharat Forge Ltd.
senior citizens is the focus area of
research, employees get an
opportunity to enhance their
qualification at a premier institute.
F. HR Facilitators Program – As a
part of our out-of-the-box efforts to
strengthen the HR structure at BFL,
these groups.
Most of the above activities are co-
ordinated at our Advanced Learning
D. D i p l o m a i n S a f e t y F i r e we have a unique program known Center which was recently started at
Engineering – Our company as “HR Facilitators Program”. Keshavnagar.
believes in round the clock safety of Through this we have developed a
our employees. To cultivate such team of HR ambassadors in various No wonder, BFL's progressive and
an enlightened safety culture, a one departments. These ambassadors creative people development activities
year full time Diploma in Safety and facilitate various HR initiatives have been rewarded by two HR
Fire Engineering was started in the within the organization. Through Excellence Awards at National Level.
E.
company. This program is
recognized by MSBTE.
Indian Technical Institute (ITI) –
To generate employability in rural
this program we have been
successful in reaching out to the
minds and hearts of employees to
understand their potential.
1.
2.
NIPM National Award For Best
HR Practices in 2009
Golden Peacock HR Excellence
Award in 2011
youth, BFL has set up a world class
ITI at Khed near Pune. This is the
first of its kind institute in India, and
has been greatly appreciated by the
G. Corporate Social Responsibility
– In a spirit of reciprocation towards
business stakeholders (society,
environment, customers and
----------------------------------------------------
Dr. S. V. Bhave is Vice President – HRD
at Bharat Forge Ltd., Pune.
g§nXm - gßQ>|~a 201

Transforming SMEs through Lean Clusters
O th
Dr. Sumit Roy
n 10 February, 2011 at identification and elimination of waste, to encompass many more. The time
S u m a n t M o o l g a o k a r improving employee participation and frame of implementation was stated to
Auditorium of MCCIA, Pune a work culture among others.
be one year initially which was reduced
Kaizen and Pokayoke meet was going
on. Some shop-floor operators were
trying to explain in Marathi to a group of
hundred odd operators from various
other `lean cluster' companies about
how they came out with a new idea of
reducing loading time of sheet metal
and eliminating human fatigue. This was
a part of lean cluster fifth phase agenda
for Pune based Auto Cluster
companies. Till now, three such clusters
have been launched by MCCIA as a part
A b o u t L e a n M a n u f a c t u r i n g
Competitiveness Scheme (LMCS):
The Development Commissioner,
Ministry of Micro, Small & Medium
Enterprises (DC-MSME), Government
of India has been entrusted with the
responsibility of implementing Lean
Manufacturing Scheme for the benefit of
MSME during the 11th Plan Period. The
objective of the Scheme is to enhance
the manufacturing competitiveness of
MSME through application of various
to ten months later on.
Formation and management of SME
Clusters: The Scheme has been kept
open to all the units throughout the
country which qualify as Micro, Small or
Medium as per the definition of the
MSME Act 2006. The units are required
to form a cluster comprising of around
10 companies and formalize their
association by forming a SPV (special
purpose vehicle).
of MSME Lean initiative project. Lean Lean Manufacturing (LM) techniques. So far three such clusters have been
initiative basically improves a company's The Ministry of MSME proposed to form formed by MCCIA, Pune facilitating
response time to customer needs 100 mini clusters in phase 1 on pilot formation of SPVs under the following
through a series of measures including basis which may be expanded later on names:
g§nXm - gßQ>|~a 2013

14
Lean initiative basically
improves company's
response time to
customer needs through
a series of measures
including identification
and elimination of waste,
improving employee
participation and work
culture among others.
1. Pune Lean Manufacturing reports from time to time to tier 2 which The Pune Lean Manufacturing
nd
Cluster Ltd. formed on 2 are called National Monitoring and Cluster Ltd comprises of ten
April 2010
Implementation units (NMIU). National companies. All the ten companies are
2. White Goods Cluster, Pune
th
formed on 28 November
2010
Productivity Council works as NMIU.
NMIU conducts periodic assessment in
companies to verify implementation as
per planned agenda and reports to tier 3
located at MIDC, Bhosari within a
diameter of 5 kms except one company
which is located at Chakan. Most of
these companies deal with press parts
3. Machining and Press Parts which is the highest level. Tier 3 although three companies manufacture
Lean Manufacturing Cluster comprises of wide representation from springs, furniture and textile parts.
th
approved on 27 July 2011 various stakeholders, industry experts, Essentially, this cluster meets most of
and started functioning from nominees of bodies, etc. the basic requirements of cluster
August 2011
In the cluster scheme of
management, SPV works as tier 1
which supervises the progress in
companies and submits required
A maximum of 80% of the project cost
for each cluster is borne by the
Government and the rest 20% is
contributed by the SPV. The assistance
is limited to the first year of the scheme.
formation which requires the companies
to be from similar manufacturing
groups, size and geographic location
having a common set of objectives. This
cluster successfully completed its five
phases of implementation after 12
months and due to demand from the
p a r t i c i p a t i n g c o m p a n i e s , h a s
commenced their second year journey.
g§nXm - gßQ>|~a 201
The White Goods Cluster, Pune
comprises of ten companies most of
which are suppliers to Godrej and
Boyce, Shirwal. However, unlike the
first cluster this cluster is scattered over
a much wider area geographically
including Shirwal, Satara, Shahpur and
Daman. The majority of these
companies are in the business of plastic
moulding parts. Due to wide-spread
geographical location of the companies

it is quite challenging to monitor this
cluster. However, high level of
enthusiasm among the CEOs has
ensured meaningful participation and
turn-around among the cluster
companies. This cluster is about to
th
complete its 9 month of participation
and has stepped into its final phase.
The Machining and Press Parts
Lean Manufacturing Cluster also
comprises of ten companies and are all
located around Bhosari, Chikhali and
Chakan industrial areas. Barring one or
two companies all are in the business of
press parts and machining. This cluster
is in its first phase i.e. diagnostic phase.
Approach adopted to implement
L e a n : To m a t e r i a l i z e l e a n
implementation in SMEs, hand-holding
on the shop-floor is more important
than classroom training. Keeping this in
mind maximum time is spent on shopfloor
demonstrations. Apart from this,
every month training, review and visits
are organized to systematically lead the
cluster group towards attainment of
cluster objectives. Broadly the approach
for implementation could be divided in
the following phases :
1. Diagnostic study report preparation
2. Organization setting and 5S
prelims
Comments of SME Chairman, MCCIA, Pune
Ever since I took over as Chairman SME, I wanted to speak the language the
entrepreneur wanted to hear and do JUST that what was effective.
Entrepreneurs in excess of 50 in numbers responded to the very first appeal we
mailed to 400 listed SMEs. In line with our VISION we have worked painstakingly to
ensure success in the Lean journey which has been achieved by all members of Auto
Cluster. Cluster II is not far behind. They are putting in long hours to meet targets.
Cluster III members will experience a similar joy.
Finally we will have a Cluster of manufacturers in Pune which we all could be proud
off and showcase to the world their competitive edge. All through MCCIA efforts.
- Deepak Karandikar,
SME Chairman, MCCIA, Pune
g§nXm - gßQ>|~a 2015

16
appearance. It becomes more
production-friendly with improved
material flow. Appropriate scoring
methodology is adopted to understand
a n d m o n i t o r t h e p r o g r e s s o f
implementation for the three Ss.
Standardization: Seiketsu (fourth S
stands for standardization) is taken
care of in the standardization phase.
There are several instances where Five
S implementation back tracks and
results become non-sustainable due to
lack of standardization. Without incompany
standardization at various
levels and departments, five S efforts
cannot be sustained. Shitsuke (fifth S
stands for self-discipline) is not pursued
in the first year as it takes more time to
internalise.
3. Seiri, Seiton & SMED, Seiso (first Seiri, Seiton & SMED, Seiso: For a
three phases of Five S) lean journey to take place Seiri (first S
Problem Solving, Kaizen and Poka
4. Standardisation (including the stands for sorting), Seiton (second S
Yoke: After standardization, employee
Fourth S) stands for systematic arrangement) and
involvement through Kaizen and
5. Problem Solving, Kaizen and Poka Seiso (third S stands for shining) should
mistake proofing (Pokayoke) are
Yoke be implemented in sequence and no
focussed. The approach to Kaizen is
step should be skipped or compromised
made through Muda (waste), Muri
Diagnostic study reports highlight
as it would result in collapse of the entire
(fatigue) and Mura (unevenness).
specific gaps in each company based
initiative. SMED (single minute
Problems related to customer complaints
on which an approach paper is written
exchange of die) should be initiated
and internal rejections are identified and
to document the roadmap to implement
during Seiton stage. During this phase,
addressed through problem solving
lean. Diagnostic study reports indicate
t h e s h o p - f l o o r u n d e r g o e s a
approach.
milestones for each phase and each
transformation in its layout and
company and a summary of strengths
and weaknesses.
Organization setting and 5S
prelims: An improvement structure is
developed in each company to
facilitate implementation of lean
practices in the company. The data
structure for 19 parameters is
developed for collection, analysis and
display of data on the company display
board. These parameters include;
inventory management, quality
parameters, five S scores, breakdown
time, accident severity and frequency,
etc. Main gaps in organisational
structure and role responsibilities are
also addressed in this phase.
g§nXm - gßQ>|~a 201

Shining Example
Before - Dt. 7/4/2010
After - Dt. 15/8/2010
Results achieved: All companies sales of 4 Lakhs through increase in show-cased to any dignitary and visitor.
have reported excellent benefits on productivity annually. These companies would be symbolic of
most of the parameters after 12
months' implementation. The highlights
of benefits from some of the companies
are:
Vishwadeep Press Parts – Overall
searching time reduced by 25% and
breakdown reduced by 40%.
attainment of world-class excellence in
all spheres of manufacturing. This Lean
Initiative scheme has definitely proved
to be a boon to materialize this vision.
Dali and Samir Engineering Pvt. Ltd. –
Investment worth Rs 9.7 Lakhs could
be avoided just by saving area out of
e x i s t i n g s h op-floor space for
commissioning of a Silencer line.
In general, all companies reported
improvement in work culture, use of
data, decision making, cleanliness
level, employee motivation, changeover
time, clarity in role responsibility, etc.
This movement is expected to cascade
to many more SME clusters ushering a
overall change in work culture, the way
business is managed, products are
manufactured and delivered.
Nitin Pressing – Declared a savings of
15 Lakhs through reduction of
inventory.
Conclusions: Before beginning the
c l u s t e r i m p l e m e n t a t i o n , S M E
Chairman of MCCIA, Mr. Deepak
Karandikar during a conversation
----------------------------------------------------
Dr. Sumit Roy, PhD is a Business
Process Improvement and TQM
counsellor and he can be reached at
Unitech Texmech – Achieved 52% shared his vision of developing world-
sumitroy.quality@gmail.com
savings in WIP inventory. Increased class SMEs at Pune which could be
g§nXm - gßQ>|~a 2017

18
Series on Innovative Thoughts (Part 3)
Building a National Innovation Ecosystem
The next 10 years would be
dedicated as a decade of
innovation.
Thus ended the address by the
President of India to conclude her
address to the Parliament on June 4,
2009. Later that month, on June 7, US
President Barrack Obama, in his Cairo
address, said “Education and
innovation will be the currency of the
21st century.” The first Global
Innovation Leaders Summit (I-20),
fashioned on the lines of G-20, was also
held in San Francisco between June 3 -
5. I was invited to represent India. I-20
accepted Norway’s suggestion of
introducing a Nobel Prize for Innovation .
So ‘innovation’ dominated the agenda
from New Delhi to Cairo to San
Francisco in 2009!
Indeed, innovation has started really
becoming the theme all around. The
European Union (EU) declared 2009 as
the ‘Year of Creativity and Innovation’.
The names of the ministries of science
and technology in countries like
Australia, Spain, South Africa, Malaysia
UK and others, have been changed to
explicity include the word ‘innovation’.
Argentina now has a ‘Ministry of
Science, Technology & Productive
Innovation’!
processes and services. market place? That’s because India
Why is innovation suddenly becoming
a global trend? Innovation Led Growth,
Innovation Led Recovery, Innovation
Led Competitiveness are not mere
slogans, they are a palpable reality. The
power of innovation to create social and
economic transformation has been well
recognized.
Innovation is all about converting
ideas into new or improved products,
Unfortunately India’s world ranking on
innovation is low. The World Economic
Forum (WEF) has produced an
Innovation Capacity Index for 134
countries in 2008. The ranking is - India
(35), as against Brazil (27), China (25),
UK (14), South Korea (9), USA (6) and
Japan (2).
Why do we fail in completing the
journey from an Indian mind to an Indian
lacks a robust national innovation
ecosystem. The essential elements of a
powerful ecosystem comprise physical,
intellectual and cultural constructs.
Beyond mere research labs it includes
idea incubators, technology parks, a
conducive intellectual property rights’
regime, enlightened regulatory
systems, academics who believe in not
just ‘publish or perish’, but ‘patent,
publish and prosper’, potent inventor-
g§nXm - gßQ>|~a 201
Dr. Raghunath Mashelkar
Innovation is all about converting ideas into
new or improved products, processes and services.

investor engagement, ‘ad’venture The demand can grow by stimulating
capital, and passionate innovation policies, which will induce commercial
leaders. enterprises to undertake more and more
First and foremost, for a robust
R&D. The creation of a competitive
national innovation ecosystem, we
environment after India liberalized itself
require researchers. The global in 1991 has made a huge difference.
population of R&D researchers per Neither Indica nor Nano would have
million people in 2006 was – India (119), seen the light of the day otherwise.
China (715), South Korea (3723), US India making its patent laws TRIPS
(4628) and Japan (5300). Quite clearly, compliant in 2005 lead the Indian
we need to increase our numbers by an pharmaceutical industry to move from
order of magnitude. Both supply and copying molecules to creating new
demand need to increase. molecules, and now hundreds of Ph.Ds
The government is trying to increase
are in demand.
the supply by creating new Indian A robust innovation ecosystem
Institutes of Sciences, Education and
Research, new IITs, new Central
Universities, and other interventions,
which is very laudable. One million
scholarships through Department of
Science & Technology’s INSPIRE
programme for young students is an
means knowledge partnership between
industry and academia. WEF 2008
report shows that in terms of industry-
academia interaction, the ranking is -
India (45), as against China (23), Japan
(21), South Korea (12), UK (9) and USA
But things are beginning to move.
The government has approved the
publicly funded R&D Bill 2007, modeled
on the US Bayh Dole Act, which was
responsible for transforming the
landscape of the university-industry
excellent beginning to motivate the best
(1). Therefore, India has a long way to interaction and making academia patent
young minds to turn to science. But we go in creating organic and vibrant savvy. The share of US universities in
need to do even more.
linkages. patenting prior to 1980 had remained
Why do we fail in
completing the
journey from
an Indian mind
to an Indian
market place?
That’s because
India lacks
a robust
national innovation
ecosystem.
A robust
innovation
ecosystem
means knowledge
partnership
between
industry and
academia.
g§nXm - gßQ>|~a 2019

20
stagnant for long at 0.003% but it play a major role in helping the Indian Inclusive innovation will mean ‘getting
increased 10 fold in 15 years. It boosted innovation ecosystem improve. more from less, for more and more
technopreneurship in the academic
A robust national innovation
community.
ecosystem needs innovative technology
A robust national ecosystem also and financing mechanisms. What is
recognizes that Saraswati (Goddess of missing in India is angel funding - early
knowledge) and Lakshmi (Goddess of stage financing. Venture capital dealing
wealth) should coexist. George with technological innovation really
Whitesides of Harvard University is the needs to be ‘ad’venture capital! When
highest cited scientist in the world, but CSIR created the New Millennium
has co-founded over a dozen
Indian Technological Leadership
people’. This means the design and
development of products and services
with more performance, from less
material, less cost, less time, less
environmental pollution and for the
benefit of not just a privileged few but for
more and more human beings on this
planet; in fact all 4 billion people, whose
income levels are less than 2 dollars a
companies, which have a combined
First and foremost,
Initiative (NMITLI), it was, in fact, the
market capitalization of about $20
government providing the early stage So far, corporates worked hard
b i l l i o n ! S u c h a c a d e m i c
financing on ideas that were risky. towards more (productivity) from less
entrepreneurship does not exist in India.
Today NMITLI has some world class resource (human, physical, financial
The government’s above mentioned
technological breakthroughs to its capital) for more (profit, shareholder
initiative, which, in effect, allows
credit. With more than 100 private value). But now they must also
academic researchers to convert
sector companies partnering with over embrace inclusive innovation by getting
knowledge into equity, is the right step
200 public institutions, it is the largest more (performance) for less (cost) for
forward. But we need some major
Indian innovation network ever. We more and more (people).
mindset changes amongst our
academics too!
require many more NMITLIs. When it came to products and
The national innovation ecosystem
gets hurt when there are obstacles to
innovation due to bureaucratic hurdles,
rigid rather than enlightened regulatory
frameworks, non-competitive and
monopolistic practices, etc. Our
research institutes lack autonomy,
flexibility and freedom to operate today.
The President of India has proposed
the idea of the “decade of Innovation”.
The Indian Government has committed
itself to “inclusive growth”. Including
hundreds of millions of resource poor
Indians, who are `excluded’ from access
to the essential necessities of life is
crucial. These dual thrusts of the
s e r v i c e s , “ h i g h p r i c e – h i g h
performance” was reserved for the rich.
“Low price – low performance” was, of
course, for the resource-poor. Can we
change this price-performance
paradigm to say that we will build “low
price – high performance” for the
resource poor? Yes, we can.
Their governance structures need to ‘decade of innovation’ and ‘inclusive An excellent example of inclusive
change dramatically. Government growth’ should be combined to embark innovation is the ‘Nano’. Tata’s people’s
departments and ministries dealing with on “innovation led inclusive growth” or in car – Nano is the most inexpensive car
tax, customs, IP laws, standards can short “inclusive innovation”. ($ 2000) in the world with exceptional
g§nXm - gßQ>|~a 201
day.
for a robust
national innovation
ecosystem,
we require
researchers.

So far,
corporates worked
hard towards more
(productivity) from
less resource
(human, physical,
financial capital)
for more (profit,
shareholder value).
But now they must
also embrace
inclusive innovation
by getting more
(performance)
for less (cost)
for more and
more (people).
The President of India has
proposed the idea of the “decade
of Innovation”. The Indian
Government has committed itself
to “inclusive growth”. Including
hundreds of millions of resource
poor Indians, who are `excluded’
from access to the essential
necessities of life is crucial.
These dual thrusts of the ‘decade
of innovation’ and ‘inclusive
growth’ should be combined to
embark on “innovation led
inclusive growth” or in short
“inclusive innovation”.
fuel efficiency and emission standards and Gupta’s pioneering Shodh Yatras in villages.
yet a vehicle with amazing comfort. This The research by Marico Innovation
means ‘more from less’ – but its affordable Foundation on typically Indian innovation
price also means Nano is designed for ‘for has effectively showcased how some
more and more people’ and not the Indians make the seemingly impossible
exclusive few.
possible. Examples range from Arvind Eye
Care to Cavincare - perfect instances of
The real challenge will be that even if we
succeed in creating a ‘National Innovation
‘more from less for more’.
Ecosystem’ how do we create a ‘National During our independence movement,
Inclusive Innovation Ecosystem’? We must freedom had become the obsession for
create incentives that will shift this focus every Indian. We need to now launch a
from ‘exclusive’ to ‘inclusive’. We must national innovation movement, so that
ensure that the best of minds work on innovation becomes every Indian’s
solving the problems of the poor.
st
obsession. Then the dream of 21 century
being innovative India’s century will
The unique aptitude of almost every
Indian for innovation that leads to ‘more from
certainly come true.
less for more’ became evident to me while -------------------------------------------------------chairing
the National Innovation Foundation
and Marico Innovation Foundation. That
even an ordinary Indian in a remote village
can innovate has been demonstrated by Anil
Dr. Raghunath Mashelkar, FRS, is president
of the Global Research Alliance
g§nXm - gßQ>|~a 20121

22
Micro and Small Enterprises in India :
Policy Framework and Contribution to National Economy
Dr. S. P. Kashyap
Introduction outcomes and to a large extent ignores isolated, or dependent (large firms or
the impact of endogenous impulses. It is merchant capital), or inter-dependent
The micro small-sized enterprise sector plausible that in a labour surplus (as part of a community of small firms)
in India has been the subject of much situation, especially in rural areas existence. These issues no doubt
discussion. This sector covers a very because of land constraints, a large deserve a thorough examination. In this
wide spectrum of manufacturing number of small enterprises would paper we outline the public policy
activities, ranging from simple craft- sprout as workers sought non- framework for micro and small
based household units in rural areas to agricultural employment as wage enterprises (MSE) and portray the
small manufacturing units in urban earners or as self employed. There is broad contours of their contribution to
areas that compete with large-sized ample evidence that indicates that rural national economy.
units in terms of products and employment has undergone a structural
technology. The major objective of change in favour of the non-farm sector. Policy framework for small
Indian policy with regard to the enterprise development
promotion of small enterprises has been Indian studies have also been
employment generation, besides excessively preoccupied with the “large India had a strong craft tradition which
several other equity objectives. It was versus small” debate and implicitly was badly bruised, though not
presumed that these objectives would assume a lonely existence for small extinguished, by the onslaught of
not be fulfilled by the promotion of large- firms. The policy formulation process industrialization during the colonial
scale enterprises alone, which primarily and research in this area did not pay period. The policy in the post-colonial
aimed to strengthen the capital base of adequate attention to the fact that the period aimed at the revitalization of
the economy, particularly in the public s u r v i v a l , g r o w t h a n d r e l a t i v e small and village enterprises so that
sector. The literature in this area has performance of small firms would these could play an important role in the
concentrated mainly on policy-induced depend upon whether they led an overall process of development. Official
g§nXm - gßQ>|~a 201

pronouncements often assumed that the intended developmental goals. The sized enterprises. Several protective
the emergence of a strong small policy package contains various measures have therefore been
enterprise sector would help in the promotional and protective devices introduced. First, the scale of production
following ways: which are handled by a comprehensive is demarcated for the purposes of
institutional structure. Separate boards official assistance. The cut-off point,
• generating large-scale employment, exist for hand loom weaving, however, has changed from time to time
wage goods and incomes in a fairly handicrafts, and coir; there is a Khadi (Table 1). During the Janata regime
dispersed manner; (coarse handspun cotton cloth) and (First Non-Congress Government after
• mobilizing dormant skills and Village Industries Commission to look independence) in 1977, a new category
resources, and enhancing the after the khadi and other village designated as “tiny” enterprises, having
supply of entrepreneurship; enterprises (hand pounding of rice, investment in plant and machinery up to
• energizing village economies and extraction of edible oil, gur and Rs. 0.1 million located in towns with a
aiding the process of backward khandsari - a form of unrefined sugar - population of less than 50,000, was
area development; palm gur, leather, soap, hand-made created. In 1980, the investment limit for
• playing an important role in the paper, etc.); the Ministry of Micro, Small “tiny” enterprises was raised to Rs.0.2
overall process of industrialization and Medium Enterprise to help the million. This limit was subsequently
without disturbing the ecological growth of rest of the small-scale raised to Rs. 0.5 million and the
balance. enterprises. locational restrictions were removed.
It is clear that not all the components of District (an administrative unit) The policy document (1991) also
the small-scale sector, such as village, industries centers have been set up to recognized industry-related services
cottage and modern enterprises, were facilitate the growth of the small and and business enterprises, irrespective
able to move at the same pace towards medium enterprise sector. Such an o f t h e i r l o c a t i o n , a s a k i n t o
the intended objectives. The reason for elaborate institutional framework has manufacturing industries with an
packing these diverse components of b e e n r e s p o n s i b l e f o r s e v e r a l investment ceiling corresponding to
small firms into the same policy basket promotional measures such as an “tiny” enterprises. It was also noted that
is rooted in the colonial period. The ambitious industrial estate programme, small-sized enterprises, other than
approach towards small-sized artisan and entrepreneurial training “tiny” enterprises, would be entitled to
enterprises, almost as part of the programmes, and various other one-time benefits (preference in land
struggle for independence, has been enabling devices - concessional allocation/power connection, skill and
swayed by two divergent streams of finance, help in procuring critical inputs, technology upgrading facilities)
thought. Gandhians have been keen on and technical and marketing help. The whereas the “tiny” enterprises would be
the protection and expansion of official programme is one of the most sustained on a continuous basis in
traditional, mainly rural, household comprehensive in the Third World and terms of easier access to institutional
enterprises. The other strand of thinking covers, at least on paper, almost every finance, priority in the government
has been largely shaped by the report phase of entrepreneurial activity: choice purchase programme and relaxation of
of the Ford Foundation Team of product and site, technical and the provisions of labour laws.
[Government of India, 1954], which financial help in the installation of
emphasized the role of modern small- machinery, provision of raw materials, The current state of affairs is shaped by
scale units as an organic component of and help in marketing and so on. Micro Small Medium Enterprises
the emerging industrial structure. Development Act, 2006 (MSME Act,
The policy frame also recognises that, 2006). The act apart from considerably
The policy frame constitutes an attempt despite all the promotional measures, enhancing investment limits for various
to steer the highly diverse structure of the small scale units would not be able categories, also makes micro and small
the MSE in a desirable direction to meet to withstand competition from large- enterprises sector more inclusive by
Table – 1
Investment limit (applicable only to plant and machinery, Rs. Million)
1966 0.5 1.0
1975 1.0 1.5
1977 1.0 1.5 0.1
1980 2.0 2.5 0.2
1988 3.5 4.5
1991 6.0 7.5 7.5 0.5
Source: S P Kashyap, (1992)
Normal Ancillaries Export oriented Tiny units
g§nXm - gßQ>|~a 20123

24
Table – 2
Definition of Micro, Small and Medium Enterprises (Manufacturing and Services), 2006 onwards
Manufacturing Sector
Enterprises Investment in plant & machinery
Micro Enterprises Does not exceed twenty five lakh rupees
Small Enterprises More than twenty five lakh rupees but does not exceed five crore rupees
Medium Enterprises More than five crore rupees but does not exceed ten crore rupees
Enterprises Investment in equipments
Service Sector
Micro Enterprises Does not exceed rupees ten lakh
Small Enterprises More than ten lakh rupees but does not exceed two crore rupees
Medium Enterprises More than two crore rupees but does not exceed five crore rupees
Source : Micro, Small and Medium Enterprises Act, 2006
inducting medium size enterprises and include: exclusive purchase from small- development programmes. Since these
disaggregating services to have sized units (358 items); general price clusters usually specialize in a single
correspondence with manufacturing preference (about 15 per cent) over activity, it is possible to design
activities. Details are shown in Table – 2. large units; power subsidies; excise composite programmes meeting their
concessions (no excise for sales upon inter related needs.”
The other major plank of protective Rs. 10 million). In addition, small firms
policy is the reservation device for small are generally not covered by the fairly The Eleventh Five Year Plan (Vol. III,
and village enterprises. Initially (1967) stringent labour laws or could easily 2008; P 127) defines cluster as a
47 products were put on the reserved circumvent these laws due to the “………… sectoral and geographical
list, which was expanded to include 800 absence of an organized labour force c o n c e n t r a t i o n o f e n t e r p r i s e s ,
products during the Janata (non – and indifferent (deliberate or induced) institutions, service providers and
Congress) regime. Such an expansion, implementation. related regulated bodies engaged in the
w h i c h w a s t o s o m e e x t e n t production of homogeneous or interdisaggregation
of established product Amongst the various promotional related products and faced with
divisions, reflected the official policy at devices the recent Small Industry common opportunities and threats.”
that time which categorically stated : “It Cluster Development Programme
is the policy of the Government that deserves to be mentioned. A committee As per the current estimates, there are
whatever can be produced by small and appointed by the Government of India in over 6000 clusters and can be classified
village industries must only be so 1999 to review the policies to promote into three broad categories, namely (i)
produced”. Since 1977, depending small scale enterprises strongly argued High technology clusters (very few at
upon the recommendations of an i n f a v o u r o f p r o m o t i n g a n d present) targeting innovation for
Advisory Committee, products are strengthening clusters. The Report (P. existence. (ii) Traditional manufacturing
added and deleted from the reservation 80) states “Clusters are appropriate clusters (around 400 plus) targeting
list. The updated list at the beginning of units for focused development of a large competitiveness and consequent
the Eleventh Five Year Plan included number of enterprises in a way that employment, and (iii) Low-tech micro
114 items. The other facets of protection lowers the cost of administration of enterprise poverty intensive clusters
g§nXm - gßQ>|~a 201

(around 6000) that have both
employment as well as poverty
implications.
Contribution of MSE Sector
The MSE sector no doubt is a vital part
of Indian Economy. According to
Eleventh Five Year Plan (Vol. III, P 195)
the MSE sector accounts for “…… 95%
of the industrial units …………. and 34%
of exports. They manufacture over 6000
product ranging from handloom sarees,
carpets, soaps to pickles, papads and
machine parts for large industries.” The
plan further states that (p. 199), “Non
traditional products account for more
that 95% of the SSI exports. The
performance of garments, leather and
gems and jewelry units has been
remarkable in the last decade…. sector
dominates in export of sports goods,
ready made garments, woollen
garments and knitwear, plastic
products, processed foods and leather
products.”
One is not sure as to how far the
performance of small sized enterprises
in India is shaped by an elaborate
package of promotional and protective
devices. It is difficult to establish even a
rough correspondence between the
instruments of policy and their outcome.
However, an essential step towards
understanding the various facets of
small firm growth would be to have an
assessment of the relative importance
of these enterprises as part of the
industrial system. It may be noted that
the information lacks precision and
diverse data sources depicting size
class changes often lack mutual
consistency. In addition, several studies
point out that small enterprises tend to
conceal income and employment and
the large size units often use MSE
Sector as ‘Parking Place’ to take
advantage of concessions meant for
small size units.
Contribution to National Income
Given this caveat, the relative share of
small-sized enterprises can be
assessed in terms of its contribution to
value added and employment. In both
cases we study, to the extent possible,
the relative share of MSE sector as part
of the industrial economy, which in turn
is treated as part of the total economy. It
is seen that the relative share of the
secondary sector (manufacturing,
construction and power generation) in
terms of value added rose rapidly up to
the mid-1960s from 14.0 per cent to
Table – 3
Gross Domestic Product at Factor Cost by Industry of origin of constant
(1999-00) – Prices Percentage Share
Year Primary Secondary Tertiary
1950 - 51 56.7 13.7 29.6
1962 - 63 49.2 18.5 32.3
1966 - 67 44.1 21.2 34.7
1972 - 73 42.9 22.9 34.1
1977 - 78 42.3 23.3 34.4
1983 - 84 38.7 24.4 37.7
1987 - 88 32.9 26.1 41.1
1993 - 94 31.0 26.3 42.8
1999 - 00 25.2 26.7 48.1
2004 - 05 20.2 26.1 53.7
2007 - 08 19.3 26.3 54.4
Source: Derived from Economic Survey – 2010-11
Table – 4
Relative Share of Registered and Unregistered Enterprises the value added
by Manufacturing (1999-00 prices)
Percentage Share
Year Registered Unregistered
1979 – 80 52.6 47.4
1996 – 97 66.6 33.4
2007 – 08 67.6 32.4
Source : Mazumdar (2011)
Table – 5
Sectoral Shares in Employment in India – 1972-73 to 2004-05
Sectoral Shares in Employment (%)
Year Primary Manufacturing Secondary Tertiary
1972 - 73 73.9 8.8 11.3 14.7
1977 - 78 71.0 10.2 12.6 16.3
1983 - 84 68.3 10.7 13.8 17.6
1987 - 88 64.8 11.1 15.9 19.1
1993 - 94 63.9 10.7 15.0 21.1
1999 - 00 60.2 11.0 16.2 23.7
2004 - 05 56.5 12.2 18.7 24.8
Source: Bhalla (2009)
g§nXm - gßQ>|~a 20125

26
about 21 per cent (Table 3). Since then,
its relative share (particularly since
1987-88) has tended to stagnate. The
primary sector (agriculture and allied,
and mining), despite year-to-year
fluctuations, lost its relative share
continuously. The tertiary sector (trade,
transport, finance and public services)
gained continuously and after the mid-
1970s almost exclusively. This sector
the world over has an organizational
bias towards small size. India, too,
despite ever-expanding public services
which fall into the domain of the
organized sector, is expected to share
this bias. By 2007-2008, the primary
sector accounted for less than one-fifth
of GDP, secondary sector one-fourth
and the rest (more than half) of GDP
originated in the tertiary sector.
How did this growth experience affect
the fortune of small size enterprises? It
is seen that the relative importance of
unregistered enterprises declined
rapidly during 1979-80 to 1996-97. The
f o l l o w i n g d e c a d e w i t n e s s e d
unregistered enterprises holding their
own accounting for about one-third of
value added by the manufacturing
sector. It may be noted that the
manufacturing sector as a whole
contributes about 15% of GDP.
Employment Aspects : Table – 5 gives
sectoral shares in employment over a
thirty year period. The employment of
primary sector (Agriculture and allied,
declined from 74 per cent in 1973-74 to
57 per cent in 2004-05 (Table-5). This is
rather modest compared to the steep fall
in the share of income of agriculture
sector (see Table-3). It may be noted
that decline in agriculture employment,
to a large extent, is accounted by the
urbanization. The pace of occupational
diversification in rural areas has been
much less pronounced. The major gain
in employment share has been in the
tertiary sector (10 percent points),
followed by the secondary sector (7.4
percentage points). The gain of
manufacturing per se (part of secondary
sector) was modest – 3.4 percentage
points (Table – 5).
How was the modest gain in
manufacturing employment shared by
organized and unorganized sectors?
Table – 6 shows that during three
decades the share of employment of the
organized sector declined from 27
percent to 11 per cent. The share has
declined during the hey day of reforms
and high growth. No wonder organized
g§nXm - gßQ>|~a 201
Table – 6
Share of Unorganized and Organized Sectors in Manufacturing Employment:
1974-75 to 2004-05
Percentage to Total
Year Unorganized Organized
1974 - 75 72.6 27.4
1984 - 85 82.4 17.6
1993 - 94 86.2 13.8
1999 - 00 87.1 12.9
2004 - 05 89.2 10.8
Source: Kashyap (1992), Papola (2009)
sector is accused of having ‘job less’
growth. The unorganized sector
References
accounted for almost nine-tenth of
manufacturing employment. The
employment gains in the MSE sector
seem to have been accompanied by
relatively falling labour productivity.
1. Bhalla, G.S. (2009), “Is Growth Sans
Industrialization Sustainable?” S.R.
Hashim et. al. (ed.) Indian Industrial
Development and Globalization,
New Delhi : ISID and Academic
Concluding Remarks
Foundation.
There is no doubt that MSE sector
shows bewildering variety in terms of
products (over 6000 products),
technological orientation and capacity to
2. Government of India, Planning
Commission (2008), Eleventh Five
Year Plan – Vol. 1 and Vol. 3; New
Delhi: Oxford University Press.
meet the requirements of home and
foreign markets. The sector occupies an
important and in terms of employment
share, even a dominant place in the total
3. Government of India (2011),
Economic Survey – 2010-11, New
Delhi : Oxford University Press.
industrial economy. Unfortunately this
domination is accompanied by falling
income share. Several studies
(Kashyap, 1992) indicate that,
exceptions apart, most of the small firms
are invisible and resemble sweat-shops.
Often their existence depends upon
4. Kashyap, S.P. (1992), Recent
D e v e l o p m e n t i n t h e S m a l l
Enterprises Sector in India:
Economic and Social Aspects, No.
DP/48, Geneva: International
Institute of Labour Studies.
cutting labour costs and they are not in a
position to introduce technological
changes. It is also clear that labour
legislation alone is not the answer.
Ultimately, a reasonably high order of
sustained growth, tilted in favour of
labour-intensive commodities, would be
5. Mazumdar, Surajit (2011), Industry
and Services in Growth and
Structural Change in India : Some
unexplored Features (mimeo), New
Delhi : Institute for Studies in
Industrial Development.
the lasting solution through its impact on
the labour supply. But there is strong
reason to believe that labour standards
are to some extent a function of firm size,
high labour surplus, and also the way
6. Papola, T.S. (2009), “Industry and
Employment : Dissecting Recent
Indian Experience,” S.R. Hashim et.
al. (ed.) as cited above.
production is organized. Much depends
on whether a firm has a lonely (standalone)
existence or exists as an
large firm or a part of an industrial
cluster. The relationship between
organizational forms and labour
standards deserves to be probed in the
Indian context.
----------------------------------------------------
appendage of merchant capital or a S. P. Kashyap is a noted industrial
economist and former Director of Sardar
Patel Institute of Social & Economic
Research, Ahmedabad.

ALWAYS
WELCOME
CUSTOMER
COMPLAINTS
Vishwas Kale
Most organizations look at
c o m p l a i n t s r a i s e d b y
customers with contempt. But
temper and respond positively, most
complaints can be quickly and
painlessly resolved. Complaints’ system
customer knows what exactly is
happening and when they shall hear
from you. Then stick to the timetable you
the reality is dissatisfied customers help must be properly publicized - you should have given.
you improve your business. Let us devote the same resources to
approach customer complaints with a publicizing your complaints’ systems as Be sensitive to people’s desire for
new perspective. you would to any other service you offer. confidentiality and respect this
All customer contact staff should be wherever possible. Make sure that you
Most unhappy customers do not bother trained to respond positively to act on complaints and escalate them
to complain. The people who complain complaints not just the nominated wherever necessary . Most importantly,
are often just trying to help. Be grateful complaints’ redressal staff. It should be tell customers what you have done as a
to them. Complaining customers usually physically easy for a customer to result of their contacting you. Ensure
want to do so informally which means complain. Complaints’ points should be that information received from
verbally - not in writing. Complaints are manned outside normal office hours and complaints is circulated to all the people
often expressed in colourful language - toll free phone lines or free postal in your organization who could learn
but this is not because complainants are addresses should be available for from it.
aggressive. Most complainants just people who cannot complain in person.
want to be listened to, given an
Complaint Handling Essentials
explanation of what went wrong, an Complaint procedures should be kept
apology and an assurance that things simple with no more than two to three The customer truly is always right - even
will be put right. stages. Try to resolve most complaints when he is wrong. Make a realistic
at the first, informal stage. The faster a estimate of how many complaints you
Customer Friendly Complaints' complaint is resolved, the more likely might expect to handle and then staff up
Systems the customer is to be happy with the
resolution. If a complaint cannot be
to meet this.
If you are prepared to listen, keep your resolved instantly, make sure the Train your staff (that includes other
g§nXm - gßQ>|~a 20127

28
Most complainants
just want to be listened
to, given an explanation
of what went wrong,
an apology and
an assurance that
things will be put right.
managers and probably you too). Do not accurate picture of the problem on positively encourage them to do so.
use complaints as a disciplinary tool. If which to base any further action, but
you are unhappy with the way your staff also gives complainants’ the satisfaction Complaints should be properly recorded
works, have the courage to tell them so of voicing their complaints and and there should be a system of
yourself - do not expect your customers confidence that they are being listened management back up to support staff
to do your job for you. to seriously (providing in effect ‘oral
acknowledgement’).
dealing with difficult complaints.
Be positive. Handling complaints
Handling telephone complaints is cost
properly is not difficult and makes a Do listen sympathetically. Maintain effective and efficient but customers
more pleasant environment for your eye contact. Nod. Don’t appear have to be able to find the number
customers, your staff and you. uninterested. Don’t keep looking at easily. Be positive, open and friendly
your watch and breaking off from your and most complainants will respond.
Do not say : customer to deal with other people, Analyze the pattern of complaints.
• Do you have any complaint? answer the phone or discuss anything Consider a computerized system if this
• Is there anything wrong with else with other staff.
will help.
•
•
the product / service?
I s e v e r y t h i n g t o y o u r
satisfaction?
Are you enjoying your meal?
Do take responsibility for the
situation. Make solving the problem a
challenge to show how good you can be
- not a chore to be passed on to
Make sure that the lessons
l e a r n e d f r o m y o u r
complaints’ analysis are
Do say :
• If you could change one thing
about this product / service,
what would that be?
someone else.
Do not blame other people from your
organization. The customer is not
circulated to everyone who
can learn from them.
Remember, there is no
• How could we have made you
more comfortable?
interested in your internal politics. better teacher than a
complaining customer.
• Have you any suggestions Do be flexible - if a small concession
about how the service could be resolves a bigger problem - make that
improved? concession.
----------------------------------------------------
Mr Vishwas Kale is Managing Director,
Everyone who is likely to receive oral Do not say ‘It’s company policy’ as an Vijayesh Instruments Pvt Ltd, Pune
complaints should be coached in active excuse for not taking action. If you really
listening skills. Not only does this can’t help, explain why. People are
training empower your staff to obtain an reluctant to complain. You will need to
g§nXm - gßQ>|~a 201

LATIN AMERICA BECKONS INDIAN INDUSTRY
R. Viswanathan
Latin America is a large
market of 20 countries, 556
million people, 4.7 trillion
down but bottom-up. The masses, with
their new-found voting power elect
those who promise to make a change in
percentage of GDP has been brought
down to 28.5% in 2010 from 58.2% in
2002. The governments have paid off
dollars of GDP, 8400 dollars per capita their lives, through an inclusive their major external debts and there are
income, 896 billion dollars of exports development agenda. With this political no more¨ IMF cases¨ in the region. In
and 793 billion imports. change, millions of Latin Americans fact, Brazil and Argentina paid their
have been pulled out from below the debts off to IMF ahead of schedule.
In the past, Latin America had poverty line. Brazil has become a creditor to IMF
suffered military dictatorships, hyper
now! Governments and companies
inflation, volatile currencies and The region has tamed inflation have been successfully raising
excessive external debt burden. But decisively and has kept it in single digit resources through issue of bonds in
now the region has definitely overcome in the last decade. The average rate of local currencies. Domestic saving rates
the past curses of instability, inflation of the region was 6.2 % in 2010. in the region have started going up and
unpredictability and cycles of booms The currencies and exchange rates there is a conscious determination to
and busts. have become stable and predictable. avoid reliance on external resources.
Foreign Exchange Reserves of the
D e m o c r a c y h a s i r r e v e r s i b l y Many currencies including the region have been steadily increasing
replaced military dictatorship in most Brazilian Real and Chilean Peso have from 163 billion dollars in 2001 to 614
countries. The political and economic been appreciating in recent years. billion in 2010. Foreign Direct
agenda of the region is no longer top- Gross public debt of the region as a Investment has increased from 38
g§nXm - gßQ>|~a 20129

30
billion dollars in 2003 to 78 billion in The regional GDP grew by an countries with figures for 2010:
2010. Five countries namely Chile, annual average of 5 percent in the
Mexico, Brazil, Peru and Panama have period 2003-8. Due to the global Advantage India – Opportunities in
been upgraded in recent years to crisis, the GDP contracted by 1.9% in Latin America:
investment grade by the Sovereign 2009 but bounced back to 6% growth in
Rating Agencies. 2010. Brazil´s growth in 2010 was There is a fundamental change in
7.7% and that of the other three the mindset of the Latin Americans
Moreover, the markets of the region Mercosur countries over 8.4 %.
towards India. Their fascination with
have withstood the shock of global Indian culture has now been combined
crisis with only moderate adverse Brazil has become the fifth largest with their admiration for the new India,
impact because of the resilience of the economy in 2011, with a GDP of 2.2 growing fast as a large market and
economies and better regulatory, trillion dollars. All these developments global IT power.
monetary and fiscal polices. It is now set make Latin America an ideal investment Latin Americans are also inspired
on a more sustainable course of stability destination and market for Indian by India's pluralistic democracy,
and growth with strong macroeconomic companies.
spiritual gurus, yoga and meditation
fundamentals, single digit inflation, and feel comfortable in dealing with
lower external debt and predictable The following table gives an overview Indian businessmen.
exchange rates. of the markets of Latin American
Grouping Country Population GDP Total Imports Total exports
(millions) (bn. $) 2010 (bn. $) 2010 (bn $) 2010
Mercosur Argentina 40 353 48 84
Brazil 189 2002 181 201
Paraguay 6 17 10.2 5.1
Uruguay 3.4 40 7.3 6.7
Special member Venezuela 28 343 42 102
Andean Community Bolivia 10 18 4.5 6.3
Colombia 48 283 40 42
Ecuador 14 55 19 16
Peru 29 153 28 34
Associate Chile 17 188 49 67
Central American
Integration System
(SICA) Costa Rica 4 34 16 11
Guatemala 14 40 14.5 9.5
Honduras 7 15 9.5 7
Nicaragua 6 7 5.5 4
El Salvador 7 21 9.5 5.8
Panama 3 26 17 11.2
Belize 0.3 1.3 1.2 0.8
Dominican Republic 9.5 51 16.5 7.3
NAFTA Mexico 110 1026 274 271
Others Cuba 11 15 4.5
Total 556.2 4673.3 792.7 896.2
g§nXm - gßQ>|~a 201

They are attracted by the new region. Large mining and energy advanced technologies and best
paradigm of high growth and the investment plans of Brazil, Peru and practices.
emerging economic profile of India. Colombia offer new opportunities for
They see the growing population and Indian companies. Indian companies including NRI
consumption of India as a new companies have invested 12 billion
opportunity for their exports. They have Latin America contributes to dollars in the region in pharmaceuticals,
started taking India seriously as a large, India´s food and energy security, with energy, agrochemicals, IT, steel, mining,
growing and long term market and a its supply of edible oil and crude agribusiness and other areas. There is
global economic power. petroleum. It is also an important source more scope for investment.
of supply of minerals to India.
Latin Americans are fascinated by IT companies of India have
the Indian acquisition of western crown Brazil is the leading trading established software development
jewels such as Jaguar and Ritz Carlton. partner of India, followed by Mexico, centres, BPOs and KPOs, employing
They are impressed by the twelve billion Argentina, Chile and Colombia. 18,000 Latin Americans in ten countries.
dollar Indian investment in Latin
America, which contribute to their India´s trade with Latin America India´s exports to Latin America
employment, exports and industry. The increased to 23 billion dollars in 2010
governments on the continent are from 2.6 billion in 2001. This is poised to C h e m i c a l s , b u l k d r u g s ,
happy that Indian IT companies employ grow exponentially, given the p h a r m a c e u t i c a l s , d i e s e l o i l ,
18,000 Latin American youth and train favourable mindset of Latin Americans automobiles, tractors, auto parts, two
and prepare them for the new towards India. and three wheelers, equipments and
information society. Most of the Indian machinery, medical and scientific
operations are headed by Latin India´s exports to the region have instruments, hand tools, machine tools,
American country managers. This is increased from 1.5 billion dollars in optic fibers, blank CDs and DVDs, tyres,
seen as more than employment. It is a 2001 to 9 billion in 2010. Still it is a small electrical items, leather products, plastic
contribution to human resource portion of Latin America´s total imports products, sports items, spices,
development of Latin America. which were 793 billion dollars in 2010. ayurvedic and herbal products, textiles,
The target should be 25 billion dollars by handicrafts and incense sticks.
Therefore it is an opportune time to 2015. Chemicals including bulk drugs form the
step up promotion of exports to and largest part of India´s exports.
investment in Latin America. Indian T h e P r e f e r e n t i a l T r a d e
companies should formulate long term Agreements with Mercosur and Chile The main export to Brazil is diesel
strategies based on the future potential have given a boost to trade. Mercosur oil by Reliance. In 2010 the value of oil
of the region and not on its past history. is becoming a global powerhouse in exported was 1.7 billion dollars,
agriculture with its large production and accounting for 40 percent of India´s total
Already, Indian industry has surplus for exports, vast fertile land exports to the country.
sensed the huge prospects of the area, abundant water resources,
India's trade with the major markets of Latin America (figures in million dollars) below:
Country India’s Imports India’s Exports
2005 2006 2007 2008 2009 2010 2005 2006 2007 2008 2009 2010
Brazil 1137 937 958 1102 3415 3492 1203 1470 2200 3564 2191 4242
Mexico 522 671 868 1587 1085 1000 957 1125 1127 1363 1140 1600
Argentina 739 929 859 836 876 2032 261 303 384 492 342 496
Chile 493 1489 2211 1744 908 1600 134 164 208 478 278 350
Colombia 5 64 80 16 449 370 248 346 476 529 504 700
Peru 79 102 210 281 72 230 122 146 252 504 304 470
Venezuela 35 850 489 3700 2260 5000 98 131 95 195 213 400
g§nXm - gßQ>|~a 20131

32
Preferential trade agreements of
India :
Chile: India signed a PTA with
Chile in 2006. This has become
effective from 2007. Under this India
gives preferential duties to 276 Chilean
export items while Chile reciprocates for
296 Indian items. Negotiations have
been started to deepen and widen the
PTA.
Mercosur: The India-Mercosur
PTA which was signed in 2005 came
into effect in June 2009. Duty discounts
offered for 452 Indian exports: For 394
products: 10%, for 45 products: 20 %,
for 13 products: 100%. Duty discounts
offered on 450 Mercosur exports: For 93
products: 10%, for 336 products: 20%,
for 21 products: 100%.
Indian imports from Latin America: fifty percent of India´s total imports from
Mexico, Venezuela, Brazil, Colombia
India and Mercosur have decided
to expand and deepen the PTA. In the
first round of talks held in Delhi in April
2010 the two sides exchanged lists of
new products to be covered under the
PTA. This is to be followed up in the next
round in 2011.
Petroleum crude, copper, soy oil,
sunflower oil, minerals, sugar, ethanol,
and Ecuador. Reliance imported about
300,000 barrels a day of crude on
Lines of Credit (LOC)
precious and semi precious stones,
agro products, leather, wool, metal
scrap, wood, equipment and machinery,
aircrafts (from Brazil), wine and fresh
fruits.
Petroleum crude, edible oil and
copper are the top three items
accounting for over three fourths of the
total imports from Latin America.
Imports of these three items are
expected to increase in the coming
years in view of the growing gap
between demand and domestic
average from Latin America in 2010.
Essar has also started imports of crude
oil from Venezuela.
Argentina is the major source of
edible oil and it is followed by Brazil
and Paraguay. Wheat is occasionally
imported from Argentina while sugar is
sourced from Brazil, whenever there is
shortfall in India. In 2010, India imported
1.8 billion dollars worth of soy oil from
Argentina. There is scope to source
pulses, ethanol and biodiesel from
Brazil, Argentina, Uruguay and
The Government of India has
extended a 30 million dollars
concessional LOC to Honduras in
2006. Under this, the Honduran
Government has bought trucks,
vehicles, telecom and medical
equipment. In May 2008, India extended
80 million dollar concessional LOC to
Central American countries. In 2009
India gave a 30 million dollar LOC to
Bolivia, though these two LOCs have
not been utilised yet. In 2010, a LOC of 5
million dollar was given to Cuba.
production in India.
Paraguay.
Export-Import Bank of India has
Latin America has become a new
regular source for India´s crude oil
imports in the last ten years. Venezuela
has become the eighth largest supplier
of crude oil to India. The crude oil
imports of Reliance accounts for over
Copper is the predominant item of
India´s mineral imports from Latin
America. Most of it comes from Chile in
the form of copper concentrates.
Copper imports from Chile amounted to
1.5 billion dollars in 2010.
extended commercial LOCs of 10
million dollars each to the following
Latin American banks: UniBanco and
Bradesco banks of Brazil, Colombian
Eximbank, Bancomext of Mexico
Andean Devlopment Corporation, and
Central American Integration Bank. As
g§nXm - gßQ>|~a 201

and when these limited amounts of European clients. They use the Latin South America and especially
LOCs are exhausted Eximbank will Americans to reach out to the 40 million Brazil, Argentina, Uruguay and
replenish them with new lines of credit. strong Hispanic market of US. The Paraguay offer opportunities for Indian
Indian companies have also got acquisition of farmland. This region has
Focus LAC programme
contracts from local Latin American very large areas of fertile land and has
companies. 26 percent of the world´s fresh water
This is a special trade promotion
reserves. The region can increase the
initiative of the commerce ministry of Leading Indian IT majors with a area of cultivation by 100 million
India implemented in collaboration with presence in Latin America include hectares. They have a large surplus
business, since 1997. Under this, there TCS, Aegis, Wipro, Infosys, Mahindra production for exports and their
are a number of proactive measures, Satyam, Patni, HCL, Cognizant along population and consumption are
including financial support for Indian with several smaller Indian IT firms who relatively small. The region has high
companies to explore the LAC market, have set up operations spread across yields, advanced technologies, best
for participation in trade fairs, market the continent.
practices, infrastructure and logistics for
studies and BSMs. Financial support is
agribusiness.
also given for LAC importers to visit Pharmaceuticals
India for reverse BSMs. The support is
Indian companies can grow
provided through export promotion Indian companies have established oilseeds, pulses, wheat, sugarcane
councils and trade and industry bodies manufacturing units in Brazil, Mexico and take back to India edible oil, pulses,
only and not directly to individual and Argentina and have marketing sugar, fuel ethanol and biodiesel. Indian
companies. offices in other countries. These include c o m p a n i e s c a n a l s o a c q u i r e
Ranbaxy, Torrent, Dr. Reddy's, Zydus commercial forests and take back
Indian investment and joint Cadila, Glenmark, Cipla, Lupin, Emcure timber and paper pulp, which are regular
ventures in Latin America whereas smaller pharmaceutical
companies are actively looking for
imports of India.
Indian companies including NRI acquisition/joint ventures in the region. Meanwhile agrochemical majors
firms have invested about 12 billion
like United Phosphorus Ltd., IFFCO
d o l l a r s i n t h e r e g i o n i n I T, Agribusiness and Agrochemicals and Punjab Chemicals have also
pharmaceuticals, agro-chemicals,
acquired companies or have made
steel, mining, agribusiness and other Shree Renuka Sugars Ltd has strategic investments for fertilizer
sectors. More investment is expected to invested 350 million dollars in the production (potash, urea, potassium
flow in the coming years as a number of acquisition of two sugar groups and has chloride) in Argentina and Peru.
Indian companies have shown interest become one among the top five sugar
in entering the region. producers in Brazil.
Information Technology
Indian IT companies have
established software development
centres, BPOs, KPOs and Call Centres
in ten countries (Argentina, Brazil, Chile,
Uruguay, Mexico, Colombia, Peru,
Ecuador, Costa Rica and Guatemala) of
the region, employing 18,000 Latin
Americans. The Indian companies have
developed a new near-shore business
model of 12/12 in which they service
their North American clients for 12 hours
from the same time zone operations in
Latin America and the remaining 12
hours from India. The Indian companies
leverage the multilingual skills of Latin
Americans who speak Spanish,
Portuguese and Italian to service
g§nXm - gßQ>|~a 20133

34
Energy Other Indian companies with long
term stakes in Latin America's energy
Non conventional Energy:
OVL (ONGC Videsh Ltd) has sector are Bharat Petro Resources, In the non-conventional energy
acquired off-shore oil fields for about subsidiary of BPCL, along with sector, Brazil has emerged as a global
500 million dollars in Brazil. Videocon International, Reliance, Jindal pioneer and leader in fuel ethanol and
and Assam Company. more countries in the region are
OVL, IOC (Indian Oil Corporation)
following their lead. Argentina is the
and Oil India are also part of a South America is becoming a leading exporter of biodiesel produced
consortium in the exploration and major player in the global petroleum from soya. Many projects are coming up
production of oil in the Orinoco region of market. Brazil has discovered large in the arid areas of Brazil, Argentina, and
Venezuela. With an 18% share, the new reserves of oil and is set to become Paraguay as well as in Central America
Indian investment in this project is 2.18 a significant exporter. Venezuela is and Caribbean to grow jatropha for
billion dollars. The field will start already the Saudi Arabia of the region biodiesel. Indian companies can enter
producing 400,000 bpd of which the with its reserves of over 200 billion this sector for investment and joint
Indian consortium is entitled to 72,000 barrels. Mexico, Ecuador and Argentina ventures.
bpd for 25 years. OVL also has also export crude oil. Colombia and
significant investments in Cuba and Peru also have sizeable oil reserves and Suzlon Energy Ltd of India has set
Columbia and is exploring opportunities are under-explored.
up a 225 MW wind energy project in
in Ecuador and Argentina. north east Brazil.
g§nXm - gßQ>|~a 201
Mining and Minerals
This is another sector in which
Indian companies have begun making
inroads in Latin America, which is
endowed with rich reserves of minerals
such as copper, iron ore, gold, silver and
diamond. India will need more of these
to fuel its high growth and consumption
in the coming decades. There is scope
for mining ventures in Argentina, Brazil,
Chile, Bolivia, Colombia and Peru.
Companies like Jindal Group,
Aditya Birla Group, Tega Industries
Limited, Essar Group, Arcelor Mittal,
NALCO, Indo Borax and Ispat Group
have set up diverse ventures and made
acquisitions for mining iron ore,
aluminium, copper, borax as well as for
manufacturing steel.
Automobiles
Latin America offers a huge scope
for collaborative ventures for the Indian
automobile industry. Auto majors like
Mahindra, Tata Motors, Sonalika, Bajaj,
TVS, Hero Group have either already
entered into joint ventures or are
aggressively exploring strategic
partnerships in the region.

Other areas: The Minister of Mines and Energy Mining investment in Peru
of Brazil announced in February 2011 amounted to US$4.02 billion in 2010
Dynamic plans are also underway
by several other Indian companies like
Havell's, Godrej, Videocon, BEML,
that Brazil would invest 270 billion
dollars in the next two decades in the
mining sector and triple the production
of gold, iron and copper by 2030. This
and this is expected to increase in the
coming years. Analysts predict that in
2011 and 2012 alone, at least USD29
billion of mining investment will go into
Essel Propack, Pidilite, Vijai Electricals
offers opportunities for investment as Peru and Colombia.
and others to tap the business and
industrial potential of Latin America,
through acquisitions and tie-ups.
well as exports of mining machinery and
materials.
Argentina, Brazil, Uruguay and
Paraguay are expanding the area of
PRAJ industries of Pune has
executed ethanol projects worth 35
million dollars in Colombia. They have
entered into a JV with a Brazilian
company to build a new ethanol plant in
Brazil. Kirloskar is also planning
investments in Argentina.
Investment in commercial forestry
and paper pulp in Argentina, Brazil,
Uruguay and Chile can yield plentiful
timber and paper pulp.
Indian companies should acquire
farmland in the region to grow soy,
sunflower, pulses and sugarcane to
agriculture and increasing their output,
encouraged by the high prices and
demand as well as by the long term
concern of global food and energy
security. This is good news for Indian
exporters of agrochemicals and
equipments and machinery such as
tractors.
Suggested focus areas in Latin
America for Indian investors and
source edible oil, pulses, sugar and biofuels.
Indeed Latin America is a land of
exporters
immense possibilities and beckons the
The Colombian Minister of Energy best of Indian industry.
Indian companies should target
Brazil for projects and supply of
materials for the 200 billion dollars
infrastructure projects for the World Cup
2014 and the Olympics 2016. They
should also focus on the opportunities in
the five year plan to spend 220 billion
dollars by Petrobras (this is the largest
corporate investment plan in the world
at this moment) in petroleum exploration
and production.
and Mining announced in August 2010
that he expected investment of 28
billion dollars in oil exploration and
production in the next four years and
increase in the oil production to 1.4
million bpd by 2014 from 963,000 bpd in
June 2010. Colombia is emerging as
South America's third-largest oil
producer behind Brazil and Venezuela.
This opens up opportunities for Indian
investors and exporters.
-------------------------------------------------
Note: The views expressed here are
personal and do not reflect those of the
government.
-------------------------------------------------
R. Viswanathan is Ambassador of
India to Argentina, Uruguay and
Paraguay since 2007.
g§nXm - gßQ>|~a 20135

36
MCCIA Event Highlights – August 2011
Showcasing Business Opportunities in Canada
The International Business & Relations Committee of
MCCIA hosted a seminar – 'Doing Business with Canada'
th
on 25 August jointly organized by the Consul General of
Canada, Indo Canadian Business Chamber and EEPC
(Government of India).
The objective of the seminar was to enable MCCIA
members and companies from the Pune region to explore
possibilities in Canada pertaining to trade, investment, joint
ventures, representation in India etc. for sectors such as
automotive, plastics, biotechnology, aerospace, information
& telecommunications technology and life sciences.
Mr. Nicolas Lepage, Senior Trade Commissioner,
Consulate General of Canada in Mumbai and Ms. Nadira
Hamid, COO, Indo Canadian Business Chamber addressed
participants on this occasion.
Detailed presentations on business opportunities in
Manitoba, Quebec and British Columbia Provinces of
Canada were also made by their respective representatives
in India.
This was followed by a presentation on the “India Show”,
an initiative of the Ministry of Commerce & Industry which is
being organized by EEPC (set up by Government of India) in
Toronto, Canada between 17-20 October, 2011 with the
support of High Commission of India in Canada and High
Commission of Canada, New Delhi.
This event is synchronized with the largest and most
famous industrial exhibition in North America – Canadian
Manufacturing Technology Show (CMTS 2011) at Toronto,
Canada scheduled on the same dates. India has been
declared a strategic partner for the Show. The year 2011 has
been declared as the “Year of India in Canada” by the Prime
Ministers of both countries giving added significance to the
event.
MCCIA, in association with The Academy of Chief Executives, India, invited Mark Fritz, an international speaker and consultant
th
to conduct a one day workshop - “Achieve Greater Leadership Success Using the Power of Ownership” on 5 August at Hotel Le
Meridien, Pune. In a highly interactive session, Mark Fritz outlined the 'Outcomes' approach and demonstrated through
innovative case studies how smart leaders can inspire the feeling of ownership amongst team members to achieve individual and
organizational success. The workshop was well attended by Pune corporates with participants from companies like Neilsoft,
KPIT Cummins, Deloitte, Saertex India, Duroshox, Rinder India, Magna Steyr and others.
g§nXm - gßQ>|~a 201
Mr. Nicolas Lepage, Consul and Senior Trade Commissioner for
Canada in Mumbai addressing the participants at the Seminar
on Doing business with Canada.
Mr. S. K. Jain – Vice President, MCCIA
welcoming Mr Nicolas Lepage
Workshop by International Motivational Speaker

Seminar on Simulation Systems for Defence Services:
The Defence Committee of MCCIA in partnership with NASSCOM organized a one-day Seminar on “Simulation Systems in
th
Defence: Opportunities for Indian Industry ” on 26 August.
The objective of this seminar was threefold:
1. To increase awareness about emerging technologies for simulation systems including gaming.
2. Development of simulators in defence services, based on evolving training requirements, simulation based equipment
acquisition, product design & future trends.
3. To project competencies and capabilities of Indian industry to leverage the emerging technologies, equipment needs
and business opportunities in simulation systems.
Brig (Retd) S.B. Ghorpade, Chairman, Defence
Committee, MCCIA observed that simulators have
increased operational efficiency while minimizing the
overall expenditure of training personnel at all levels
and system life cycle cost.
The Chief Guest, Mr. A.M. Datar, Director ARDE, Pune
focused on the latest technologies available with
ARDE and invited industries to join hands with the
organization.
Mr. Jayant D. Patil, Executive VP, L&T elaborated on
the various initiatives taken by the company in
providing simulation solutions to the Indian Army, Navy
and Air Force.
Representatives of all 3 services, which included Brig.
T.S.A. Narayanan, Commandant, Simulator
Development Division, Secunderabad, Capt. B. R.
Singh (IN) from the Naval HQ, Gp. Capt. Ashutosh Dixit, VM, VSM from the Air HQ, Dr. K. M. Rajan, from ARDE, Pune and Mr.
K.S.N. Murthy, Controller, CQA (Radars & Systems), conducted the technical sessions and provided the roadmap for simulation
requirements in Defence.
Speakers from L & T, Strategic Systems Complex, ANSYS Software Pvt. Ltd, Altair India and National Instruments also made
presentations on various cutting edge solutions that can be offered to defence services. Over 60 delegates and participants from
Zensar, Tata Technologies, Bricmont, KPIT Cummins, MEL Systems and other companies attended the seminar.
Interaction Meet for Food Processing Industry
with BDS Providers / Consultants
As part of its efforts to support MSMEs, MCCIA organized a full-day interactive platform "BDS Clinic", for the food processing
th
industry on 18 August, in which a panel of 23 BDS (Business Development Service) providers / consultants in various fields gave
participants spot advice on Quality improvement, Quality certification, ISO 22000 Implementation, HACCP / FSMS, Product
Development, New Technologies, Testing and Certification, Packaging Machinery, Labeling, Bar Coding, Regulatory matters,
Food Laws and amendments in FSSA, IPR and Patents, opportunities for domestic & international marketing including market
research and other issues.
Over 100 participants from the food industry, including farmers attended the programme.
MCCIA Event Highlights – August 2011
g§nXm - gßQ>|~a 20137

38
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Amnë`mH$S>o Z°Zmo hr Jar~m§Mr JmS>r 1 cmImV ñdmV§Í`mZ§Va 4-5 XeHo$ hmoË`m. {VWo AmVm OZac _moQ>g©À`m Ñ{ï>Zo Mm§Jco Amho A
ho ñdßZ Q>mQ>m§Zr nyU© Ho$co. nU Ë`mAmYr {VMm AZoH$ Xoe {dXoer _m°S>oëg {X_Vrg hOa AgoM {déÕ ~mOyZo åhUVm òB©c.'
H$maImZm Hw$R>o Agmdm dm Zgmdm `mdéZ AmhoV. 50-60 cmIm§Mr dm ¹${MV H$mc© ~|g Am{U Jm°Q>{cE~ S>mB_ca `
am_mÙ KS>co. ~§JmcZo {Ocm ZmH$maco {Vcm H$moQ>rÀ`mda qH$_V Agcocr JmS>r ^maVmV XmoZ O_©Z CÚmoOH$m§Zr 185-86 gmcr
JwOamWZo Odi Ho$co d AmVm hrM JmS>r AmVm ghO {dH$cr OmV Amho. n{hcr _moQ>maJmS>r {dH${gV Ho$cr. Vmon`ªV hr
Xoem~mhoahr {dH«$sgmR>r OmV Amho. Aem `m _moQ>maJmS>rZo Ho$di 125 Mma MmH$mda MmcUmar ñd`§M{cV JmS>r H$er
B§½c§S>_Yrc O°½`wAma c±S> amoìha H§$nZr Q>mQ>m§Zr dfmªÀ`m H$mcmdYrV àdmgmÀ`m joÌmV OJ^a Agoc `m~Ôc H$moUmcmM gai H$ënZ
IaoXr Ho$cr d AmVm Ë`m§Mo CËnmXZ ^maVmVhr H«$m§Vr KS>dyZ AmUcr Amho. cmoH$m§Mo amhUr_mZ ZìhVr. nU `m XmoKm§Zr {Vcm _wV©ñdén {Xc
g§nXm - gßQ>|~a 20145

46
EH$m Zì`m H«$m§{VMr gwédmV Pmcr. S>r Mmcy Pmco d ~m°ZoQ>Mm AmH$ma Ë`mda Adc§~yZ H$aÊ`mV Amcr.
S>m`Z ~m¡Vmo `m \«|$M H§$nZrZo n{hco N>moQ>oImZr amhÿ cmJcm. 1927 n`ªV Aem XrS> H$moQ>r JmS>çm§Mo
noQ>´moc B§{OZ gwé Ho$co d 1890 _Üò VrZ {c_mo{PZ JmS>çm§_wio Aem JmS>çmVrc CËnmXZ Pmco. Omo EH$ Cƒ m§H$ hmoV
MmH$s JmS>çm§da Ë`mMr MmMUr KoÊ`mV Amcr gmò r, gOmdQ> dJ¡aoV ^a nS>cr. ~§X XadmOm 1970_Üò \$moŠ gd°JZo "~rQ>c' JmS
d _J gm`H$crgmaIr Q>m`g© d ñnmoŠ ` d N>VmÀ`m `m JmS>çm cmoH${à` Pmë`m d cmoH$ Ë`m§hÿZ A{YH$ CËnmXZ H$éZ Vmo _moS
Agcocr JmS>r Ë`mZo {dH${gV Ë`m§Zm hì`m Ë`m gmoB© Ë`mV H$éZ KoD$ cmJco. _m°S>oc Q>r Zo A_o[aH$Z ZmJ[aH$m§Zm J
Ho$cr.ZmJ[aH$m§Zr ehamV dmnaÊ`mgmR>r d EH$mZo Va JmS>rV Q>m°`coQ>hr V`ma H$éZ KoVco. MmcdÊ`mMr {eñV cmdcr
¹${MV Jmdm~mhoa M¸$a _maÊ`mgmR>r {VMm Va EH$mZo dm°e ~o{gZ ~gdyZ Ë`mV Ja_ d W§S> _moQ>maJmS>çm§gmR>rMo Img h_añVo
Cn`moJ Mmcy Ho$cm. 1891 _Üò \«$mÝg_ÜòM nmUr {_ioc Aer ì`dñWm H$éZ KoVcr. H$aÊ`mV Amco d _moQ>maJmS>çm `m§À`m CË
àW_ B§{OZ ~gdcocr JmS>r n°ZhmS>© coìhmgmoZo H$moUr _ÚmMo ~ma, Va H$moUr {~N>mZo Ë`mV {dH«$s, dmna d VXZwf§{JH$ gmò r gw{dYm
~mOmamV Amcr d VoìhmnmgZ B§{OZ nwT>o ~gdyZ KoVco. 1907 _Üò amoëg am°BgMr A_o[aH$m ho OJmVco _moR>o Am¡Úmo{JH$ d
~gdÊ`mMr àWm éT> Pmcr. 1901 _Üò "{gëìha KmoñQ>' hr JmS>r ~mOmamV Amcr d amï>´ ~Zco. amï>´mMr VmH$X àM§S> dmT>cr.
S>mB_ca ~|g `m§Zrhr nwT>o B§{OZ ~gdcocr JmS>r JmS>çm§§Vrc Eofmam_mMm na_moƒ q~Xÿ Ë`m§Zr _mÌ A_o[aH$Z cmoH$m§Zm gd© àH$ma
~mOmamV AmUcr. A{YH$ Aídeº$s JmR>cm. `mCcQ> A_o[aHo$Vrc Q>r - \$moS>© hr hdm_mZmV MmcUmar ~§X d Mmc{dÊ`mg g
{_idÊ`mgmR>r _J B§{OZmMr g§»`m dmT>dUo JmS>r gd©gm_mÝ`m§gmR>r åhUyZ Img {dH${gV d Amam_Xm`r JmS>r hdr hmoVr. 1920 Z§Va
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o
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Aem ~§X JmS>çm§Mo CËnmXZ dmT>co d "goXmZ'
JmS>çm§Mr g§»`m dmT>cr. nwdu JmS>r Mmcy
H$am`cm B§{OZ hmVmZo {\$adyZ H«±$qH$J H$am`cm
cmJm`Mo. 1912 _Üò H°${S>cH$ H§$nZrZo
BcopŠ Q>´H$ goë\$ ñQ>mQ>©aMm Cn`moJ JmS>çm§VyZ
Mmcy Ho$cm d cmoH$m§Mm JmS>r Mmcy H$aÊ`mMm
Ìmg Ë`m_wio dmMcm. 1924 _Üò
a _moQ>maJmS>çm§da cmdÊ`mgmR>r goë`ycmoO
, c°H$aMm Cn`moJ àW_ H$aÊ`mV Amcm Va
wio 1925 _Üò àW_M H«$mo{_`_ ßcoQ>g² Cn`moJmV
Z AmUë`m Joë`m. 1924 _Üò H«$m`ñca H§$nZrZo
àW_ a~ar Q>m`g©Mo à_mUrH$aU Ho$co, Va
1929 _Üò OZac _moQ>g©Zr ghO ~XcVm
òVrc Ago {JAg© Agcocr {JAa ~m°Š g à_mU AmVm _moR>o Pmco Amho. Xþgar g_ñ`m emoYÊ`mMo H$m_ Mmcy Amho. Ë`mV XJS>r
{dH${gV Ho$cm. JmS>çm§Mr {Z`m©V H$aÊ`mVhr dmhZm§À`m Ywam_wio hmoUmao hdoVrc àXÿfU. `mMo H$moiemMm Cn`moJ, ImÚVoco, gm¡aCOm© dJ¡aoMm
A_o[aH$Z H§$nÝ`m AmKmS>rda hmoË`m d _J à_mUhr dmT>co d OmJ{VH$ nmVirda _J dmna H$gm H$aVm òB©c ho nm{hco OmV Amho.
Ë`m§Zm ñnYm© XoÊ`mgmR>r `wamon_Yrc H$mhr Ë`mÑ{ï>Zo à`ËZ Mmcy Pmco. H$mg©À`m _mJUrda ~«mPrc_Üò D$gmÀ`m _irnmgyZ V`ma hmoUmao
CËnmXH$m§Zr Ë`m§MrM Z¸$c H$am`Mm à`ËZ ~è`mM _`m©Xm d {Z`§ÌUo Amcr. àXÿfUm§Mo AëH$mohmoc B§YZ åhUyZ dmnaco OmV Amho.
Ho$cm. {~«Q>Z Ë`mV AmKmS>rda hmoVm. "~o~r {Z`_ Amco. doJm§da {Z`§ÌUo Amcr. A_o[aHo$V B§YZmEodOr BcopŠ Q>´H$ _moQ>g© dmnéZ d Ë`m
Am°ñQ>rZ' hr Ë`m H§$nZrMr 1920 _Yrc OZVm AmOhr hm`doda 5 _¡c à{VK§Q>m (8{H$_r) ~Q° >è`md§ a MmcdZy nmhÊ`mM o à`mJo hmVo AmhVo .
H$ma Oer hmoVr VerM hmoVr, "~wcZmoO _m°arg hr doJ_`m©Xm AmOhr Amho.^maVmVhr Ë`mV XrK©H$mi drO XoD$ eH$Vrc Aem ~°Q>è`m
H$m°dcr' Ë`m_wio JmS>rMo ñdßZ doJ_`m©Xm AmhoV nU Ë`mMo nmcZ \$mago H$moUr d Ë`m§Zm ghOJË`m [aMmO© H$aÊ`mMr `§ÌUm ho
_Ü`_dJùm§À`m AmdmŠ `mV Amho. {edm` `m H$aVmZm {XgV Zmhr. `mVco _moR>o AmdmhZ Amho. Aem JmS>çm
JmS>çm gwc^ hßË`mda (AJXr AmR>dS>çmV 2 H$ma CÚmoJmV OgOer àJVr hmoV Jocr Amë`m Va YwamMo àXÿfU g§nwï>mV òB©c.
nm¢S>) XoUohr Ë`m§Zr Mmcy Ho$co. Ver AZoH$ gw{dYm, àH$ma, a§J d J«mhH$m§Zm n{hë`m _hm`wÕmZ§Va H$maÀ`m aMZoV
Xþgè`m _hm`wÕmZ§Va Va H$maÀ`m _mJUrV n`m©` CncãY Pmco. H$ma_Üò ao{S>Amo, gwc^Vm òÊ`mgmR>r A{YH$ n«`ËZ Mmcy hmoVo.
àM§S> dmT> Pmcr. nmümË` amï´mV KaQ>r {H$_mZ grS>rßcoAa d AmVm Q>rìhrhr AmcoV. àdmgmg Ë`m_mJo _moQ>maàdmg gwIXm`H$ d gwa{jV
EH$ JmS>r Agm`MrM, Va A_o[aHo$V hoM à_mU OmVmZm añË`m§Mo, _mJ©Xe©Z H$aUmar ìhmdm ho CÔoe hmoVo. 1923 _Üò ñQw>S>~oH$aZo
2 Vo 4 JmS>çm ho hmoVo. 1970 _Üò OJ^a gw_mao OrnrAmaEg nÕV Amcr Amho. g§JUH$ d g§nyU© ñQ>rcMm gm§JmS>m Agcocr JmS>r
3 H$moQ>r JmS>çm Xadfu V`ma hmoV hmoË`m. Va Ë`m BcoŠ Q>´m°{ZH$ CnH$aUm§Mm dmT>Vm dmna hmoD$ {dH${gV Ho$cr. Ë`mAmYr cmH$S>mMm Cn`moJhr
XeH$mÀ`m eodQ>r JmS>çm§Mr EHw$U g§»`m cmJë`mZo H$ma MmcdUo dm Ë`mV ~gUo A{YH$ Ho$cm OmV hmoVm. 1925 _Üò \«$mÝg_Üò
24.3 H$moQ>r n`ªV Jocr. _mÌ `m_wio AnKmVmMo gwgø Pmco Amho. JmS>rVrc {H$Vr B§{OÝg {gQ>´moEZ_o AgoM Ho$co. hm`S>´m°{cH$ (VocmÀ`m
à_mUhr dmT>co. 1971 _Üò A_o[aHo$V 10 JaOoà_mUo MmcdmdrV ho g§JUH$ R>ady eH$Vmo. Xm~mda MmcUmao) ~oëg1921 _Üò A_o[aHo$V
cmImV 493 Va OnmZ_Üò 250 _mUgo H$ma Ë`m_wio B§YZmMr ~MV hmoVo. noQ>´moc-{S>PocÀ`m S>çyg~J©Zo AmUco. 1923-24 Z§Va A_o[aH$Z
AnKmVmV _¥Ë`w_wIr nS>V hmoVr. ^maVmVhr ho dmT>Ë`m Q>§MmB© d {H$_Vr_wio Ë`m§Zm n`m©`r B§YZo H§$nÝ`m§Zr Mmar MmH$m§da dmnaVm òVrc Ago
g§nXm - gßQ>|~a 20147

48
~«oŠ g AmUco. 1956 _Üò {S>ñH$ ~«oH$ dmnaUo nmH©$ hdoV. JmS>çm§Mr {dH«$s, XwéñVr `m~mV XmoZ Vèhm AmhoV. añË`mÀ`m
Mmc yPmc.o S>Zcmn° Z o 1972 _Ü` ogâo Q>r Q>m`g© H$aÊ`mgmR>r J°aoOog hdrV. JmS>rVco gm_mZ ~mOyZo JmS>r MmcdÊ`mV ^maV / Am{
{dH${gV Ho$co. gñnoÝeZ _Üò pñ਽g, a~a d ~XcÊ`mgmR>r XþH$mZo hdrV Ago EH$ Zm XmoZ Am{\«$Ho$Vrc AZoH$ Xoe OnmZ, {~«Q>Z h
nwT>o hm`S>´m°{cH$ aMZm dmnamV AmUcr Jocr. AZoH$ JaOm {Z_m©U Pmë`m d _moQ>ma dmhVwH$sMo (Ë`mVco AZoH$ Xoe nyduÀ`m {~
_moQ>mJmS>çm§À`m emoYm_wio AÝ` ~m~tH$S>o {Z`§ÌU ho EH$ emóM ~Z Joco. Xþgè`m A{YnË`mImcMo hmoVo.) Va A_o[aH$m, ~h
cj Úm`cm cmJco. Ë`m MmcdÊ`mgmR>r Q>m`g© _hm`wÕmZ§Va A_o[aH$Z emgZmZo Xoem§VJ©V gd © àw mno , X{jU A_[o aH$m, H$°ZS>m, Amñ° Q>{ó c
Mm§Jco, g§a{jV d gwa{jV hdoV, JmS>r àeñV añË`m§Mo OmioM {Z_m©U Ho$co d Ë`m_wio dJa¡ o Xeo `Vo mV. Ë`m_iw o Ë`m Ë`m Xeo mZ§ m
MmcdUmao Mm§Jco à{e{jV hdo d Ë`mcm `mo½` _moQ>madmhVwH$ gwc^ Pmcr. Amnë`mH$S>o gd© JmS>çm Ë`m Ë`m Xeo mV {dH$mì`m cmJVmV.
Ë`m gwa{jVoZo MmcdVm òVo Zm ho nmhÊ`mgmR>r Xoemcm OmoS>Umao nyd©-n{ü_, X{jU-CÎma JmS>r R>odÊ`mgmR>r gmd©O{ZH$ {R>H$mU
narjm hdr, JmS>çm§Zm ghO AmoiIVm `mdo amï>´r` _hm_mJ© AmVm òD$ KmVco AmhoV. OmJoMr g_ñ`m AmVm JmS>çm§À`m dmT
`mgmR>r àËòH$ dmhZmcm emgH$s` {Z`_m§Zwgma EŠ gàog do \$º$ 2-3 AmhoV d BVa amï>´r` amÁ` g§»ò_wio gd©M {R>H$mUr OmUdy cmJcr
JmS>r H«$_m§H$ {Xcm Omdm. JmS>r_wio AnKmV añË`m§Mr Xem XþX©emM åhUVm òB©c Aer ~mhoa nS>VmZm JmS>r C^r H$am`cm OmJ
Pmcm dm ZwH$gmZ Pmco Va {d_m hdm. {Z`_ Amho. dmhVwH$sMr {eñV ZmdmMr Jmoï> \$maer Amhoo ho nmhÿZ gd© Jmoï>r R>adë`m
_moS>Umè`m§Zm {ejm hdr, {XemXe©H$, nhm`cm {_iV Zmhr d Ë`m_wio dmhVwH$ A_o[aH$m(`yEg) hr _moQ>maJmS>çm§Mr OZ
doJXe©H$ \$cH$ hdoV. dmhVwH$ {Z`§ÌH$ {Xdo Imoi§~m, AnKmVmMo à_mU àM§S> Amho. AmVm åhQ>cr Va Ë`m XoemV `m CÚmoJm§Zm
hdoV. JmS>r añË`mÀ`m Hw$R>ë`m ~mOwZo ~m§Ym/dmnam VÎdmda añVo~m§YUrMo H$m_ AS>MUtMo àg§J Amco. H§$nÝ`m
Mmcdm`Mr `mMr g_mZ nÕV hdr. JmS>çm Amnë`mH$S>o _moR>çm à_mUmda éOdco OmV {XdmiImoarH$S>o Joë`m. H«$m`ñc
Cä`m H$aÊ`mgmR>r nm{H©$JMr ì`dñWm, H$ma Amho. JmS>r H$moUË`m ~mOwZo Mmcdm`Mr H§$nZrcm cr Am`mH$moH$m Zo H$go da A
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YmoaUo eodQ>r `m CÚmoJmMo {hV nmhÿZ {VH$S>o gwc^Vm Amcr. ñWm{ZH$ VgoM OdiÀ`m d AmOhr _moQ>aJmS>r MmcdÊ`mMo cm`goÝg
R>adcr OmVmV. VrZ dfmªnydu Amcoë`m _moR>çm cm§~ në`mÀ`m JmS>çm Mmcy Pmë`mZo {_idUo ho {Xì` AgVo d Vo {Z`_ _moS>ë`m
_§§XrV hm CÚmoJ {Q>H$mdm åhUyZ {VWo gaH$macm ZmJ[aH$m§Mm àdmg gwIH$a Pmcm. àdmgr aÔ hmoVo hr {ejm ZmJ[aH$m§Zm n§Jy ~ZdyZ Q>mH
Img gdcVr d `moOZm Úmì`m cmJë`m. dmhVyH$sV ~g_Üò A{YH$m{YH$ gwYmaUm hmoV ^maVmV _moQ>matMm In dmT>Vmo AmhoM Va nwU
dmT>Ë`m CËnmXZ IMm©_wio JmS>çm§À`m qH$_Vr AmhoV. dmVmZwHw$crV, Q>rìhr dm pìh{S>Amo AmVm _moQ>maJmS>çm§À`m CËnmXZmMo ^maVmVco
dmT>VmV d _J In KQ>Vmo. VrM Jmoï> VodT>çm Agcoë`m, Pmonm`Mr gmo` Agcoë`m _hÎdmMo H|$Ð ~Zco Amho. Ë`mcm ^maVm
qH$_Vr dmT>ë`mZohr KQ>Vo. XUXUrV JmS>çm AmVm ~g àdmg `m_wio "S>oQ>´m°B©Q>' åhQ>co OmVo d Ë`m_wio nwÊ`mMm
MmaMmH$sÀ`m `m emoYmZo Ho$di gwIH$a KS>V AmhoV. `m gd© àH$mamV hmoUmar Moham_moham ~XcyZ OmUma Amho. noQ>´moc
_moQ>maJmS>çm§À`m {Z{_©VrV d Ë`m_wio dmhVyH$ CcmT>mc d amoOJma{Z{_©Vr àM§S> Amho. cîH$ar {S>PoëgÀ`m qH$_Vr dmT>VmhoV. WmoS>o {Xdg
gwYmaUoV \$aH$ nS>cm EdT>oM Zmhr, Va H$m_mgmR>r Q>´°Š g d ~gMm Cn`moJ gd©M Xoe cmoH$ Hw$aHw$a H$aVmV d _J gd© W§S> nS
_mcdmhVwH$ d _moR>r àdmgrdmhVyH$ `mgmR>r _moR>çm à_mUmda H$aV AmhoV. ^mdmT> nMdcr OmVo. eodQ>r "McVr H$m
Q>´Š g d ~gog `m§Mo CËnmXZ dmT>co. Q>´H$_wio EH§$XarV _moQ>maJmS>çm§Mo CËnmXZ Mmcy Zm_ JmS>r' hoM Iao R>aVo.
_mcdmhVyH$ OcX, gwc^ d OmñV ImÌrMr Pmë`mnmgyZ Joë`m gw_mao 125 dfm©V `m
Pmcr. ^maVmV AmVm aoëdonoojm Q>´Š gZo hmoUmar CÚmoJmV Pmcocr àM§S> gwYmaUm, dmT>, - S>m°. gwYra amqeJH$a
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g§nXm - gßQ>|~a 20149

50
S>moio ho CÚmMo AmoiInÌ
nbr Iar AmoiI XS>dyZ R>odyZ, emar[aH$ d¡{eîQ>ço Zm|XdyZ, ‘~m`mo_o{Q´>H$’ Zmhr. Ë`m_wio hr nÕV AmVm doJmZo bmoH${à`
nmM-doJdoJù`m ì`º$s¨À`m àH$maMr AmoiInÌo {Xbr OmVmV. _Zwî`mÀ`m hmoVo Amho.
ê$nmZo dmdê$Z, emhOmoJnUo OÝ_mnmgyZ _¥Ë`yn`ªV H$Yrhr Z ~XbUmar
\$gdUmè`m ì`{º$aoIodaMo JmObobo _amR>r XmoZM emar[aH$ d¡{eîQ>ço gmYmaUnUo gm§JVm S>moù`m§~Ôb {b{hboë`m eoamoemàr qH$dm
ZmQ>H$ åhUOo ‘Vmo _r ZìhoM’. ho ZmQ>H$ {b{hbo òVrb - ~moQ>m§daÀ`m aofm Am{U S>moù`m§À`m H${dËdmMr `mXr H$am`Mr Pmbr Va
Jobo Ë`m H$mimVbo AmoiI nQ>dÊ`mMo _mJ©, nS>ÚmMr aMZm. ~moQ>m§darb aofm C\©$ A§Jw{b_wÐm H$aUmè`mMo S>moio XwIVrb BVH$s Ë`m§Mr g§»`m
AmOÀ`m BboŠ Q´>m°{ZH$ gmYZm§À`m VwbZoV, ~XbV ZmhrV ho Iao Agbo Var Ë`m§dê$Z àM§S> Amho. ‘ho Z`Z AJXr ~mo bo H$mhrVar. ’
AJXrM àmW{_H$ åhQ>bo nm{hOoV, na§Vw Aem AmoiI nQ>dUo Oam ÌmgmMo nS>Vo - g§e{`V qH$dm ‘S>moù`m§V dmM _mÂ`m Vy JrV ^mdZm§Mo ’ .
VèhoZo \$gdUyH$ H$aUmè`m ì`º$s AmOhr ì`º$sÀ`m ~moQ>m§Mo R>go ¿`m, Ë`m§Mr VÁkm§H$Sy>Z øm§gma»`m ^mdJrVm§nmgyZ ‘Am§Yim _maVmo
AmT>iVmV. Ë`m ImoQ>r dm ~ZmdQ> AmoiInÌo, nS>VmiUr H$am.doi OmVmo. øm aofm§BVHo$M
S>moim’ ømgma»`m {dZmoXm§n`ªV ZOaoMm gd©Ì
nmgnmoQ>© B.Jmoï>r brb`m dmnê$Z ~hþVoH$ gd© A{ÛVr` d¡{eîQ>ç åhUOo ì`º$sMo S>moio.
g§Mma Amho. _ZmVë`m ^mdZm bndÊ`mMm
AS>MUtVyZ _mJ© H$mT>rV AgVmV. ho S>moù`mMr ñH$°Z Ho$bobr à{V_m dmnê$Z AmoiI
{H$Vrhr à`ËZ H$obm Var S>moio gmW XoV ZmhrV
OmUdë`mZo AmVm {d{dY gaH$mar Am{U nQ>dUo ì`mdhm[aH$ÑîQ>çm gmò rMo Amho Am{U
Am{U g_moarb ì`º$sÀ`m S>moù`m§H$So>
ImOJr nmVù`m§da, g§~§{YV ì`º$sMr Ë`m_Üò H$mhr Vm§{ÌH$ _`m©Xm qH$dm AS>MUhr
g§nXm - gßQ>|~a 201
S>m°. XrnH$ {eH$manya

nm{hë`mZo Amnë`mbm {VMo Iao {dMma VarXoIrb, Xhm bmIm§V EImÚmM nS>VmiUrV òVo. øm H$m_mgmR>r CnméU åhUOo BÝ\«$maoS
OmUdVmV ho gË` Amho. åhUyZM H$Xm{MV àíZ JS>~S> hmoÊ`mMr eŠ `Vm Agë`mZo, eara-àH$maMo àH$me{H$aU dmnaVmV. g§~§{YV
{dMmaUmè`mÀ`m S>moù`m§V nmhÿZ CÎma Z XoUmar AmoiI nS>VmiUr H$aÊ`mgmR>r ao{Q>Zm-ho \$ma ì`º$sZo ñH°$ZaÀ`m q^Jmbm S>moim bmdbm
ì`º$s ImoQ>o ~mobV Amho Ago AZw_mZ à^mdr gmYZ _mZbo OmVo. (Amnbo S>moio VnmgUmè`m ZoÌVÁkmH$So>
gmYmaUnUo H$mT>bo OmVo Am{U Vo AJXrM gmYmaU AemM aMZoMo `§Ì AgVo) H$s H$_r
MwH$rMo ZgVo ! AS>MUrV AmUmè`m ao{Q>ZmMm dmna AmoiInS>VmiUrgmR>r eº$sMo BÝ\«$maoS> {H$aU ao{Q>Zmda {d{eï> {XeoZo
n[apñWVrV gmnS>boë`m ì`º$s ~aoMXm - H$aÊ`mMr g§H$ënZm àW_ S>m°. H$mb©Q>Z gm`_Z gmoS>bo OmVmV. Km~ê$ ZH$m, øm_wio S>moù`mg
AJXr ñdV… À`mhr ZH$iV - MQ>H$Z Am{U S>m°. BPmS>moa JmoëS>ñQ>rZ øm§Zm nydu H$moUVrhr BOm hmoV Zmhr. øm {H$aUm§Mm _mJ©
S>moù`m§da H$mim Jm°Jb MT>dVmV ho AmnU åhUOo 1935 _ÜòM gwMbr hmoVr. Ë`m§Zr Vem Ë`m `§ÌmZo R>adyZ {Xbobm AgVmo. da
H$Xm{MV nm{hbo Agob. ~XbË`m ^mdZm§Mo AWm©Mm EH$ ‘nona’ XoIrb Ý`y`m°H©$À`m EH$m gm§{JVë`mà_mUo ao{Q>Zm_Yrb aº$dm{hÝ`m hm
à{Vq~ XmIdUmè`m S>moù`m§Mr aMZm _mÌ Z d¡ÚH$s` _m{gH$mV N>mnbm hmoVm, na§Vw hr àH$me VwbZoZo A{YH$ à_mUmV emofyZ KoVmV.
~XbUmar AgVo Am{U ømbm H$maU g§H$ënZm VËH$mbrZ n[apñWVrnojm Oam Ë`m§MoH$Sy>Z hm àH$me namd{V©V hmoÊ`mMo à_mU
S>moù`mVrb nS>Xm C\©$ ao{Q>Zm. ‘nwT>Mr’ Agë`mZo, `mo½` V§ÌkmZmÀ`m ~XbVo. øm ~XbË`m namdV©ZmMo g§JUH$s`
A^mdm_wio, _mJo nS>br; na§Vw EH$Xm ho V§ÌkmZ g§Ho$VZmV ê$nm§Va H$ê$Z Vo So>Q>m~og_Üò
ao{Q>Zm (åhUOo _mZdr S>moù`mV _mJrb CnbãY Pmë`mda, 1975 _Üò, ao{Q>Zb gmR>dbo OmVo.
~mOybm Agbobm AË`§V nmVi nS>Xm. hm ñH°$Za ho `§Ì ApñVËdmV Ambo. 1976 _Üò
A{Vgyú_ MoVmnoetZr _|XyVrb {d{eï> H|$Ðmbm am°~Q>© {hb øm§Zr ‘Am`’So>pÝQ>Q>r
ao{Q>Zb ñH°$ZaMm AmoiInS>VmiUrgmR>r
(EyeDentity)
OmoS>bobm AgVmo. ao{Q>Zmbm aº$nwadR>m hr H§$nZr ñWmnZ Ho$br Am{U øm `§ÌUoV
Cn`moJ Ho$bm OmVmoM - gÜ`m Mmby Agboë`m
H$aÊ`mgmR>r {VŠ `mM gyú_ aº$dm{hÝ`m§Mo gwYmaUm H$aÊ`mÀ`m H$m_mV ñdV… bm nyU© doi
`yAm`S>r åhUOoM AmYma AmoiInÌ
Omio AgVo (S>moù`mV \$ma Yyi qH$dm agm`Zo PmoHy$Z {Xbo. 1978 _Üò ao{Q>Zb ñH°$ZaMo noQ>§Q>
`moOZo_Üò øm nÕVrMm dmna Ho$bm OmV Amho.
B. Joë`mg AmnU OmoaOmoamV S>moio MmoiVmo. KoÊ`mV Ambo Va 1981 nmgyZ Ë`mÀ`m ì`mnmar
naXoem§Vë`m ~hþVoH$ gd©M _hÎdmÀ`m gaH$mar
VodT>çmZohr Ë`m§n¡H$s H$mhr \w$Q>VmV Am{U CËnmXZmbm gwê$dmV Pmbr.
Am{U {Z_gaH$mar CÚmoJm§V ao{Q>Zb ñH°$Z
Ë`m_wio S>moio bmb {XgVmV) àËòH$ ì`º$sMm
dmnaVmV (Zmgm, grAmÈ B. ImOJr joÌmVhr
ao{Q>Zm EH$_od ì`º$sbm g§~YrV AgVmo. Owù`m ao{Q>ZmMr à{V_m KoÊ`mgmR>r dmnaboë`m øm V§ÌmMo dmT>Vo _hÎd Am{U dmna Amho.
_wbm§Mr MohaonÅ>r B.gmaIr Agbr Var ao{Q>Zb ñH°$ZÛmao ì`º$sÀ`m ao{Q>ZmMo A{ÛVr` Vwé§JmVë`m H¡$Úm§Mr Zm|X R>odVmZm Va H$YrH$Yr
~moQ>m§darb aofm Am{U ao{Q>ZmMr aMZm EQ>rE_ `§Ìm_Üò H$mS©> gaH$dë`mZ§Vahr Aer
‘{MÌ’ aoH$m°S©> Ho$bo OmVo. ao{Q>Zm_Yë`m aº$noer,
doJdoJirM AgVo.AWm©V _mo{Vq~Xy, AmgnmgÀ`m noetÀ`m _mZmZo, MQ>H$Z àH$me ‘ZoÌn„ dr’ {dMmabr OmD$ eH$Vo.
A{VJ§^ra _Yw_oh qH$dm VËg_ amoJmZo emofyZ KoVmV Am{U Ë`m_wio, {d{eï> Amnë`mH$So> (BVahr H$mhr Xoem§V) ImoQ>r
ao{Q>ZmÀ`m aMZoV WmoS>m\$ma \$aH$ nS>Vmo. àH$mèmoOZo_m\©$V Ë`m§Mr aMZm bJo M {XgyZ hOoar XmIdyZ, amoOJma h_rgma»`m,
S>moù`mV \$ma
Yyi qH$dm agm`Zo B.
Joë`mg AmnU OmoaOmoamV
S>moio MmoiVmo.
VodT>çmZohr Ë`m§n¡H$s
H$mhr aŠ Vdm{hÝ`m \w$Q>VmV
Am{U Ë`m_wio S>moio
bmb {XgVmV.
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g_mOH$ë`mUH$mar `moOZm§_Ybo n¡go hS>n Ho$bo g§JUH$mnmgyZ bm§~ AgVmZm
OmVmV qH$dm OmñVrÀ`m dñVy nXamV nmSy>Z Ë`m_Yrb H$mhr _m{hVrMr
KoVë`m OmVmV. ao{Q>Zb ñH°$Z_wio bm^mWuMr AmnUm§g JaO ^mgbr Va BVa
AMyH$ AmoiI nQ>dVm òV Agë`mZo ^{dî`mV H$moUmbm gm§JyZ Vr {_idVm
Aem VèhoÀ`m Im~y{Jarbm Amim ~gob Aer òV Zmhr. nmgdS©>À`m ~m~V
Amem H$ê$`m. eŠ ` Amho - Z§Va nwZ… Vmo
~Xbm åhUOo Pmbo.
d¡ÚH$s` joÌm_Üòhr ao{Q>Zb ñH°$ZMo ^anya
Cn`moJ AmhoV. AZoH$ amoJm§Mm n[aUm_ Agmo. Va øm N>moQ>oImZr
S>moù`m§da hmoVmo - CXm. ES>g, JwáamoJ, q\$JaqàQ> ñH°$Zaà_mUoM
{hdVmn, H$m§{OÊ`m Ago g§gJ©OÝ` amoJ qH$dm `yEg~r àH$maMm Am`[ag
aº$j`, {bå\$mo_m, {gH$b gob A°{Z{_`m (ñH°$Za hmo`mo (Hoyos)
AZwdm§{eH$ amoJ. øm amoJm§Mr bjUo S>moù`m§Mm H§$nZrZo ~Zdbm Amho - hmò mo
pñWVrdê$Z AmoiIVm òVmV. H§$OpñQ>ìh Am`bm°H$ Am`[ag ñH°$Za
öXàmoJ, E°WoamoñŠ boam°{gmaIr J§^ra XwIUr Ago Ë`mMo Zmd Amho.
Va S>moù`m§V h_Img à{Vq~{~V hmoVmV. ao{Q>Zmà_mUoM ~w~wimMr
à{V_mhr nS>VmiUrgmR>r
AWm©V H$moUVrhr Jmoï> e§^a Q>¸o$ n[anyU© dmnaVm òVo Am{U Vr
ZgVoM. Ë`mMà_mUo øm V§ÌmÀ`mhr H$mhr XoIrb OdiOdi ao{Q>Z-
_`m©Xm AmhoVM. AmÎmM AmnU ñH°$qZJBVH$sM ^ademMr amoIÊ`m_Üò øm nmoQ>}~b ñH°$ZaMr _moR>r
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ao{Q>ZmÀ`m ñdê$nmV \$aH$ nS>Vmo. J§^ra N>moQ>m, hmVmÀ`m ~moQ>mEdT>m ñH°$Za dmnam`bm ~w~wimÀ`m à{V_obm ñH°$ZaÛmao EH$ {d{eï>
ñdê$nmÀ`m {VaionUm_wiohr øm `§ÌmMo arqS>J gmonm nS>Vmo, BVa ~m`mo_o{Q´>H$ nÕVtnojm hm g§»`m àXmZ Ho$br OmUma Agë`mZo {VMr
MwHy$ eH$Vo. g§~§{YV ì`º$s ao{Q>Zm ñH°$ZaÀ`m OmñV ^ademMm Amho Am{U ømbm \$gdUo ~ZmdQ> àV H$mT>Uo AeŠ `M Amho. AmVm
g_moa Agob VaM nS>VmiUr eŠ ` AgVo, OdiOdi AeŠ ` Amho Agm hmò mo H§$nZrMm AJXr Q>moH$mÀ`m eŠ `VoMmhr {dMma H$ê$ -
{edm` ao{Q>Zb ñH°$ZaMr Oam MT>r qH$_V B. Xmdm B. Amho. H$maU ~moQ>m§darb aofm doJù`m MmoamZo g§~§{YV ì`º$sMm S>moimM H$mTy>Z
na§Vw Varhr ao{Q>Zb ñH°$Z hr nÕVr AmÎmn`ªV AmoiIÊ`mMo gw_mao 20 doJdoJio {ZH$f ñH°$ZanwT>o Yabm Va. Varhr Cn`moJ hmoUma
dmnaboë`m nS>VmiUrÀ`m gd© nÕVtnojm AgVmV Va XmoZ ì`º$s¨À`m ~w~wim§À`m Zmhr H$maU S>moim hm AË`§V g§doXZerb
{Z{d©dmXnUo loð> Amho, {Vbm C„ ÿ ~ZdUo à{V_m§Mr VwbZm gw_mao 20 {d{^Þ _wÔ`m§da Ad`d Amho. Aem H$mT>boë`m S>moù`mVrb
{VHo$go gmono Zmhr.
H$aVm òVo, {edm` `yEg~r ñdê$nmV Agë`mZo noer bJo M _ê$ bmJVmV Am{U ~w~wi gnmQ>
Vmo MQ>H$Z H$moR>ohr ZoVm òVmo Am{U H$moUË`mhr hmoD$ bmJVo. Ë`m_wio øm ñH°Za_Üò Ë`mMr
gÜ`mÀ`m O_mÝ`mV àËòH$ BboŠ Q´>m°{ZH$ BVa gmYZmbm OmoSy>Z dmnaVm òVmo. gmo~VÀ`m doJirM à{V_m V`ma hmoB©b Or _yi H«$_m§H$mer
gmYZmMm AmH$ma N>moQ>m hmoV Mmbm Amho øm N>m`m{MÌmV XmIdë`mà_mUo Vmo g§~§{YV à{V_oer OwiUma Zmhr. Ibmg!
Am{U H$m`©j_Vm dmT>Vo Amho ho AmnU g§JUH$mÀ`m Q>o~bmda, nopÝgb-ñQ>±S>à_mUo
nmhVmoM. ao{Q>Zb ñH°$ZaXoIrb ømbm AndmX C^m H$ê$Z R>odVm òB©b qH$dm b°nQ>m°nÀ`m {d{dYa§Jr H$m°ÝQ>°Š Q> boÝgog dmnaUmè`m
H$go AgVrb? AmoiInS>VmiUrMo Xwgao ñH«$sZda AS>H$dVm òB©b. øm gmYZmÛmao \°$eZo~b dmnaH$Ë`mªZm _mÌ AmoiI
{VHo$M _hÎdmMo V§Ì Amnë`m b°nQ>m°nda EH$Xm dmnaH$Ë`m©Zo ñdV… Mr AmoiI àñWm{nV nS>VmiUrMr hr nÕV Oam J¡agmò rMr R>aUma ho
(So>ñH$Q>m°ndahr) AdVabobo Amnë`m Ü`mZmV Ho$br H$s Vmo XyañW nÕVrZo \o$g~wH$gma»`m {ZpíMV! Aem ì`º$s¨Zr g§JUH$mMm nmgdS©>
Ambo Agob. ~amo~a, ~moQ>mÀ`m R>emdê$Z do~gmBQ>da bm°JBZ hmoD$ eHo$b, Amnbo ~±H$- bjmV R>odbobmM ~am!
dmnaH$Ë`m©bm AmoiIUmar àUmbr C\©$ ImVo Mmbdy eHo$b. hmò Aem KQ>Zm AmnU
q\$JaqàQ> ñH°$Za. ømZo nmgdS©> bjmV AmÎmn`ªV \$º$ {dkmZmYm[aV B§J«Or
-
R>odÊ`mMm CÚmoJ VgoM Amnbm nmgdS©> {MÌnQ>m§VM nmhmV Ambmo, na§Vw bdH$aM Ë`m
‘nidyZ’ qH$dm Ë`m~m~VMm A§XmO ~m§YyZ àË`jmV òUma AmhoV. òË`m H$mhr dfmªV S>m°. XrnH$ {eH$manya
H$moUr Amnbm g§JUH$ gwê$ H$aÊ`mMm YmoH$m g§JUH$s` _m{hVrÀ`m Va gmoS>mM, deepak@deepakshikarpur.com
Q>iVmo ho AJXr Iao Amho, na§Vw g_Om AmnU àË`jmVë`mhr Mmoè`m Am{U AZ{YH¥$V àdoe
g§nXm - gßQ>|~a 201

aoëdo àdmem§À`m gmoB©H$[aVm _amR>m Moå~aV\o© _ÜàoëdoH$So> {d{dY àñVmd
lr. Mm§X_b na_ma
eãXm§H$Z : namJ Hw$bH$Uu d M§ÐeoIa nmR>H$
_amR>m Moå~a Jobr AZoH$ df} _Ü` _mñQ>a ßbmZ_Üò ñdV§Ì Q>{_©ZbMr VaVyX Agë`mZo `m_wio M|~aZo gwM{dboë`m
aoëdoÀ`m joÌr` aoëdo Cn^moº$m H$aÊ`mV Ambr AgyZ, gXa Q>{_©Zb doim§_Üò _w§~B©gmR>r ZdrZ JmS>çm gwé
g„ mJma g{_VrMr àmXo{eH$ n[adhZ H$m`m©b`mÀ`m g_moa H$aUo eŠ ` Zmhr Ago aoëdoH$Sy>Z gm§JÊ`mV
(PoS>Amàwgrgr) g^mgX AgyZ, aoëdo añVm AWdm nmg©b Am°{\$gOdi hmoD$ eH$Vo Ambo. VargwÕm `m~m~VrV à`ËZ H$amdoV
dmhVyH$ g{_VrMo AÜ`j lr. Mm§X_b na_ma Ago _Ü` aoëdoMo gaì`dñWmnH$, A e r A mJ«hmMr {dZ§Vr gaì`dñWmnH
Moå~aV\o© gXa g{_Vrda à{V{Z{YËd H$aVmV.
AbrH$So>M _w§~B© òWo nma nS>boë`m
lr. Hw$b^yfU `m§Zr gm§{JVbo. nwUoH$am§À`m dVrZo {dZ§Vr H$aÊ`mV Ambr.
PoS>AmàwgrgrÀ`m 12 ì`m ~¡R>H$sV 2) nwUo-_w§~B© Xaå`mZ XwnmaÀ`m d 3) nwUo-_w§~B© Xaå`mZ ñdÀN>VmJ¥hmMr gmò
Moå~aV\o© nwUo {d^mJmVrb àdmem§À`m g§Ü`mH$miÀ`m doiog aoëdoJmS>çm Agboë`m ZdrZ AmYw{ZH$ E_BE_`w
gmoB©H$[aVm AZoH$ _hËdmÀ`m gyMZm _m§S>ë`m Zgë`mZo àdmem§À`m gmoB©H$[aVm Xwnmar 10 (JmS>çm gwé H$amì`mV. H$O©V-Hw$bm© `m
Joë`m.gXa gyMZm d Ë`mda _Ü` aoëdo H$Sy>Z Vo 1.30 Xaå`mZ EH$ VgoM 12.30 Vo 2 _mJm©daMr JmS>çm§Mr JXu bjmV KoVm `m
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àM§S> à_mUmV dmT>br AgyZ gÜ`mÀ`m H$amì`mV Aer _mJUr H$aÊ`mV Ambr. Ý`mì`mV, Ago gwM{dÊ`mV Ambo.
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JmS>çm§gmR>r ñdV§Ì Q>{_©Zb C^mamdo Ago VgoM g§Ü`mH$miÀ`m doiog _w§~B©-H$O©V CnbãY ZmhrV. `mda, gXa àñVmd aoëdo
gwM{dÊ`mV Ambo. nwUo ñWmZH$mÀ`m Xaå`mZ CnZJar` OmñV dmhVyH$ _§Ìmb`mH$So> gmXa Ho$bm OmB©b d _Ü`
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aoëdoÀ`m A{YH$mè`m§Zr `m àñVmdmg
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hmVr ¿`mdo,Ago gyM{dÊ`mV Ambo. (894), gmobmnya (95) d nwUo (505)
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Agboë`m _`m©Xm `mMm {dMma H$ê$Z · {S>Pob bmoH$mo eoS> : Hw$bm©, H$ë`mU, nwUo
nwÊ`mhÿZ {ZKUmè`m d nwÊ`mn`ªV òÊ`mµè`m · BE_`w eoS> : H$idm, Hw$bm©, gmZnmS>m
bm§~ në`m§À`m JmS>çm§gmR>r XmoZ ñdV§Ì · dH©$em°n :naob, _mQw>§Jm, Hw$S©>ydmS>r, Zm{eH$ amoS>, _Z_mS>, ^wgmdi, ^mÌim
Q>{_©Zg ~m§YÊ`mV `mdo Aer _mJUr · gZ 2010-1 _Üò Mmby Ho$boë`m ZdrZ JmS>çm§Mr g§»`m 21 (5 Xwam§Vmo, 1 nyU©
H$aÊ`mV Ambr. gXa ZdrZ Q>{_©Zg, dmVmZwHw$brV d AÝ` 15)
IS>H$s qH$dm bmoUmdim Am{U _m§Oar
qH$dm Xm¢S> òWo C^maÊ`mV `mdrV Ago 8)nwUo-{_aO _mJm©dê$Z H$moëhmnya d h¡Xam~mX, bIZm¡, Ònyan`ªV gwé H$aUo Aem
gwM{dÊ`mV Ambo. _w§~B©V _Üàoëdoda X{jUoH$So> hmoUmar àdmgr d _mb dmhVyH$ AÝ` {d{dY _mJÊ`m M|~aÀ`m aoëdo añVm
VrZ ( XmXa d Hw$bm©) d npíM_ aoëdoda d ^{dî`mV hmoUmar dmT> bjmV KoD$Z dmhVyH$ g{_VrZo aoëdo _§Ìmb`mH$So> gmXa
XmoZ (g|Q´>b d dm§Ðo) Q>{_©Zg AmhoV VgoM nwUo-{_aO _mJm©Mo XwnXarH$aU H$ê$Z Ho$ë`m AmhoV.
ZmJnyabm 2 Q>{_©Zg AmhoV. Ë`mMo {dÚwVrH$aU H$aÊ`mV `mdo, Ago
gwM{dÊ`mV Ambo.
nwUo {d^mJmVrb àdmem§À`m JaOm§Mm {dMma
6)nwUo-Xm¢S> _mJm©À`m {dÚwVrH$aUmMo H$m_
H$éZ gXa _mJÊ`m§Mm aoëdo _§Ìmb` d aoëdo
Jobr AZoH$ df} aIS>bo AgyZ Vo Ëd[aV 9)nwÊ`mMm dmT>Vm {dñVma bjmV KoVm nwUo-~moS>m©H$So> nmR>nwamdm H$aÊ`mV òUma Amho.
nyU© H$amdo `mgmR>r _amR>m M|~aMr aoëdo OoOwar Xaå`mZ godm gwé H$aÊ`mV `mdr,
añVm dmhVyH$ g{_Vr gV nmR>nwamdm Ago gwM{dÊ`mV Ambo. Moå~aV\o© Ho$boë`m {deof à`ËZm§_wio aoëdo
H$aV Amho.gXa _mJm©Mo {dÚwVrH$aU àdmem§Zm nwUo-bmoUmdim-nwUo Xaå`mZ
VmVS>rZo nyU© H$aÊ`mV `mdo Ago Moå~aV\o© `m ì`{V[aº$, naVrÀ`m àdmgmMo gmYo {VH$sQ> CnZJar` godoMr EH$ dmT>rd \o$ar (CnZJar`
nwÝhm AmJ«hmZo gm§JÊ`mV Ambo. XoÊ`mMr I§{S>V H$aÊ`mV Ambobr ì`dñWm JmS>r), nwUo-h¡Xam~mX eVmãXr JmS>r, nwUo-
nwÝhm gwé H$amdr, nwUo-Xm¢S> Xaå`mZ JmS>çm§Mm Ah_Xm~mX Xyam§Vmo EŠ ñàog d nwUo-ÒnyagmR>r
7)bmoUmdim d Xm¢S> hr ñWmZHo$ gÜ`m doJ dmT>{dÊ`mgmR>r {g¾b ì`dñWoMo ZdrZ JmS>r, Aem dmT>rd godm§Mm bm^ Pmbm
AZwH«$_o _w§~B© d gmobmnya {d^mJmV AmYw{ZH$sH$aU H$aÊ`mV `mdo d `m _mJm©da Amho.
AmhoV. `m_wio _Ü` aoëdoMm nwUo {d^mJ `m JmS>çm§Mr g§»`m dmT>dmdr Ago AÝ` àñVmd
ñWmZmH$m§da àdmem§gmR>r Amdí`H$ Ë`m _amR>m Moå~aV\o© gmXa H$aÊ`mV Ambo. `mnyduhr _amR>m M|~aV\o© à`ËZmZo nwUo-H$moMrZ
gmoB©gw{dYm {Z_m©U H$ê$ eH$V Zmhr. `m JmS>r (H$moH$U aoëdo_mJm©dê$Z), nwUo-ZmJnya
H$maUmñVd gXa ñWmZHo$ AZwH«$_o _w§~B© d `m{edm`, aoëdoñWmZH$mda ñWmZH$mÀ`m EŠ ñàog, H$moëhmnya-Ah_Xm~mX EŠ ñàog,
gmobmnya {d^mJmVyZ nwUo {d^mJmH$So> dJ© ZmdmMr CX²KmofUm H$aUo, nwUo aoëdo ñWmZH$mÀ`m nwUo-H$moMrZ nyUm© EŠ ñàog JmS>rÀ`m dmT>rd,
H$aÊ`mV `mdrV OoUoH$ê$Z nwUo {d^mJ AmYw{ZH$maUmMm AmamIS>m ËdarV A§_bmV Aem _mJÊ`m _mÝ` Pmë`m AmhoV.
`mo½` Vr H$m`©dmhr H$ê$ eHo$b. VgoM AmUo, nwUo-bmoUmdim Xaå`mZ Vrgam
-
Xm¢S>-aoëdo _mJ© gmobmnya {d^mJmVyZ nwUo aoëdo_mJ© Q>mH$Uo, Am¡Úmo{JH$ _mbmMr dmhVyH$ lr. Mm§X_b na_ma,
{d^mJmH$So> dJ© H$aÊ`mV `mdo Aerhr H$aÊ`mÀ`m Ñï>rZo amo amo (amobAm°Z amob Am°\$) AÜ`j : aoëdo, añVo dmhVyH$ g{_Vr,
gyMZm H$aÊ`mV Ambr. gpìh©g nwUo Vo {X„ r, H$bH$Îm, MoÞB©, {Ìd|Ð_, _amR>m Moå~a
g§nXm - gßQ>|~a 201

J{V_mZ ñnY}V
Cƒ {ejUmMr
^y{_H$m S>m°. lr{Zdmg Omoer
gÜ`m {ejUmMo OmJ{VH$sH$aU hr H$Yr Zìho EdT>o _moR>çm à_mUmda _hËd àmá H$aUo.
g§H$ënZm éT> Pmcocr Amho. Zdo Pmco Amho. Aem pñWVrV ^maVr` g_mO _mJo 3. {ejU XoUo Am{U gm§ñH¥${VH$ Ñ{ï>H$moZmV
OmJ{VH$ g§X^© cjmV KoVm `mnwT>o amhUo AmË_KmVH$snUmMo R>aoc. Aem ñdV:cm g_O{dÊ`mgmR>r gmø H$aUo.
OmJ{VH$ {ejU (Global Education) hr OmJ{VH$sH$aUmÀ`m à{H«$òV ^maVr` 4. ~wÕrdmXmcm ~i XoUo hr Vr H$m`} AmhoV.
g§H$ënZm cjmV KoD$ZM Cƒ {ejUmMo g_mOmg_moarc AmìhmZo Xya H$éZ H$ë`mUH$mar OmJ{VH$sH$aUm_wio ~hþgm§ñH¥${VH$,
{Z`moOZ, àemgZ Am{U A§_c~OmdUr g§H$ënZoH$S>o ZoÊ`mgmR>r Cƒ {ejUmMo `moJXmZ ~hþemIr` AgUmè`m {d{dY Xoem§Vrc
R>admdr cmJUma Amho. OmJ{VH$sH$aU ho H«$_àmá R>aVo. aMZm§_Üò nXdrYa {dÚmÏ`mªZm H$m_ H$amdo
_wimV EH$ Am{W©H$ gwYmaUm§Mo n°Ho$O `m Am{W©H$ OmJ{VH$sH$aUmÀ`m `wJmV cmJV Amho. Ë`mgmR>r Ë`m§Zm AZoH$ H$m¡eëò
ñdénmV nwT>o Amco. Ë`mV CXmarH$aU, {dÚmnrR>m§Zm {d{dY H$m`}nma nmS>mdr cmJV {eHy$Z ¿`mdr cmJVmV. `mMm J§^ra n[aUm_
ImOJrH$aU, ì`mnmarH$aU Am{U {dH|$ÐrH$aU AmhoV, `mMmhr {dga nS>Vm H$m_m Zò. Cƒ {ejUmda hmoV Amho. OmJ{VH$
`m§Mm g_mdoe Amho. nU AmVm Ë`mMr ì`már Cƒ {ejU Am{U Am{W©H$ gj_Vm `mH$S>o AW©ì`dñWocm Amdí`H$ Agcocr
dñVw, godm _m{hVr, g§H$ënZm, {ejU, kmZ Xwc©j H$éZ O_Uma Zmhr. OmJ{VH$sH$aU, g§dmXH$m¡eëòhr Ë`m§Zm AmË_gmV H$amdr
Am{U _mZdr _wëò Aem doJdoJù`m joÌmV _m{hVr`wJ Am{U ~XcVo Am§Vamï>´r` cmJVmV.
{dñV¥V hmoV Amho. OmJ{VH$sH$aUmMr ì`már amOH$maU `m§Mmhr {dMma {dÚmnrR>m§Zm H$amdm ì`mdgm{`H$ qH$dm V§ÌkmZm{df`H$
OgOer dmT>V OmB©c VgVer OJmMr cmJV Amho. `mVrc ~XcË`m àdmhmV gm_rc {df`m§ZmM {dÚmnrR>o A{YH$ _hÎd XoV AmhoV
g§H$ënZm EH$ chmZ IoS>o (Global Village) Z hmoUo åhUOo ^{dî`mVrc g§Yr XdS>Uo R>aoc. Ë`m_Yrc AÜ`mnZ nÕV hr emim§_Yrc
Aer hmoV OmB©c. Cƒ {ejUmMr CËnmXH$Vm Cƒ {ejUmVrc ñWyc AW© AW©emómÀ`m AÜ`mnZ nÕVrnojm doJir Amho.
kmZg_¥Õ hmoV Jocr Va Cƒ {ejU ho amÁ` d ^y{_Ho$VyZhr ^{dî`mVrc {dÚmnrR>m§Mr ^y{_H$m {dÚmnrR>m§nmgyZ g§emoYZ Xya hmoD$ cmJco Ag
amï´ g_¥ÕrMo _m¡{cH$ hË`ma hmoD$ eH$Vo. nmhmdr cmJUma Amho. V§ÌkmZmAmYmarV ho H$m_ {deof g§emoYZ g§ñWm nma nmSy> cmJë
H$moUË`mhr XoemMr d amÁ`mMr àJVr XOo}Xma ~mOmanoRoV gh^mJr hmoÊ`mMr Cnojm AmhoV. amoOJma Am{U ^aVrgmR>rÀ`m e¡j{UH$
Am{U JwUdÎmnyU© {ejUm{edm` Ho$di {dÚmnrR>m§H$S>o ì`º$ hmoV Amho. Ë`m Ë`m ZrVrda ^a {Xë`mZo ho KS>V Amho. ~wÕr_mZ
Ag§^d Amho. gm_m{OH$ d d¡km{ZH$ {d^mJmVrc Am{W©H$ pñWVrVyZ {dÚmnrR>m§H$S>o {dÚmÏ`mªZm e¡j{UH$ joÌmV H$[aAa
{dH$mgmMo geº$ _mÜ`_ _mZco OmUmao nm{hco OmB©c. Ë`m {d^mJm§V J§wVdUyH$ H$aÊ`mMrhr BÀN>m am{hcocr Zmhr. g§Yr Amcr
Cƒ {ejU hr AmOMr ^maVmVrc AmH${f©V H$aUo, Am{W©H$ ì`dhma dmT>{dUo gm°âQ>doAa ~y_ OJ^amV {Z_mU Pmco Ë`mdoir
_hm{dÚmc`rZ {dÚmÏ`mªZm 8 Vo 9 Am{U amoOJma {Z{_©Vr ho Am{W©H$ dmT>rMo {ZH$f Amnë`mH$S>o Hw$ec _Zwî`~i V`ma hmoVo. Ë
Q>Š Š `m§n`ªVM CncãY hmoV Amho. 90 _mZco OmVmV. `m gd© n[apñWVrV Cƒ {ejU cmQ>oda AmnU ñdma Pmcmo. Oo MrZcm gmY
Q>Š Š `m§nojm A{YH$ {dÚmWu Cƒ {ejUmnmgyZ Hw$R>o Amho. Zmhr Vo Amnë`mcm gmYco.
d§{MV AgUo ho {dÚmÏ`mªÀ`mM Zìho Va ^maVr` A°cH$m°Q> ng©Ýg `m§Zr {X A_o[aH$Z `w{Zìh{g©Q>r ^{dî`H$mimVrc AmìhmZo g_moa R>oD$Z Ë`
g_mOmÀ`m VgoM XoemÀ`mhr {hVmMo Zmhr; `m nwñVH$mV {dÚmnrR>m§Zr H$amd`mMr Mma AmìhmZm§er èñdrnUo XmoZ hmV H$é eHo$c
qH$~hÿZm Vo A{dH${gV AdñWoMo {ZXe©H$ _hËdmMr H$m`}Z_yX Ho$cr AmhoV. Aer {nT>r {Z_m©U H$aÊ`mgmR>r {ejUmÀ`m
_mZco OmV Amho. EH${dgmì`m eVH$m_Üò 1. g§emoYZ Am{U VéU emókm§Zm _XV H$aUo.joÌmV H$m` H$aVmo AmhmoV? AmO hr {nT
kmZ{Z{_©Vr, kmZ Cn`moOZ d kmZ g§àofUmg 2. {ejUmVrc H$[àagmR>r {dÚmÏ`mªZm V`ma emim H$m°coOmV {eH$Vo Amho. VrM _wco C
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56
_hmgÎm Pmcoë`m Xoem§À`m _w»` àdmhmV Ë`mgmR>r EH$ _hËdmMo _mÜ`_ R>aoc, gwYmaUm H$aUo.
AgVrc. Ë`m H$mimV Ë`m§Zm OJÊ`mgmR>r, Ë`m B§Q>a°pŠ Q>ìh {_S>r`m, _mo~mB©c, g§JUH$, g|Q>ć ~moS>© Am°\$ A§S>aJ«°Á`wEQ> ñWmnZ H$aU
H$mimVrc AmìhmZo nocÊ`mgmR>r Or gmYZo Q>r.ìhr., hr gmar _mÜ`_o n[aUm_H$maH$ arVrZo Cƒ {ejU KoD$ BpÀN>Umè`m gd
hdr, Ë`mgmR>r Ë`m§Zm {ejUmZo g_¥Õ Am{U dmnaVm òVrc. Cƒ {ejUmMr g_mZ g§Yr XoUo. amï>´r` kmZ
gj_ H$am`cm hdo. Ë`mgmR>r AmnU H$m` amï>´r` kmZ Am`moJmMr ^y{_H$m : Am`moJmMr ^yy{_H$m cjmV KoD$Z Cƒ
{Z`moOZ Ho$co Amho. `mMm {dMma H$aUo A{^àoV ^maV gaH$maZo ñWmnZ Ho$coë`m amï>´r` kmZ {ejUmMo {Z`moOZ hmoUo JaOoMo R>aVo.
Amho. Am`moJmMr (National Knowledge 1ì`m `moOZoZ§Va {ejU ho g_mOmV
_m{hVr V§ÌkmZmÀ`m dmnamZo g§nyU© Commission) `m~m~VMr R>mog ^y{_H$m BWo g_VmdmX (Equalises) KQ>H$ åhUyZ H$aVo.
gmjaVm : C„ oI H$aUo `mo½` R>aoc. amï>´r` kmZ Am`moJmMo 1ì`m `moOZoAIoa (207 Vo 2012)
e¡j{UH$ H«$m§Vr ho Amnë`mnwT>o AmOMo AÜ`j g°_ {nÌmoXm `m§Zr n§VàYmZm§Zm Cƒ {ejUm_Üò OmUmè`m§Mo à_mU gÜ`mÀ`m
gJù`mV _hÎdmMo AmìhmZ Amho Am{U Ë`m {chrcoë`m Cƒ {ejUm{df`r nÌmV åhQ>co 10 Q>Š Š `m§déZ 15 Q>Š Š `m§da nmohmoMoc. `m
H«$m§Vrcm OmoS> hdr g§JUH$ gmjaVoMr. Ho$di H$s, Higher education has made a doJmZo OmJ{VH$sH$aUmMm ñnYm©Ë_H$ `wJmV d
gmja AgUo ho AmOMo cú` Zmhr. AmOhr significant, contribution to economic kmZH|$ÐmV g_mOm_Üò (Knowledge-
Amnco {ejU gd©Xya nmohmoMcoco Zmhr. XoemV development, social progress and
Centered Society) gj_ d à~i AgUo
political democracy in independent
AmOhr 35 H$moQ>r cmoH$m§Zm {c{hVm dmMVm òV India. But there is a serious cause for A{Zdm`© Pmco Amho.
Zmhr. e§^a Q>¸o$ gmjaVm hm n{hcm Q>ßnm Am{U concern at this juncture. The proportion EHy$UM Cƒ {ejUmÀ`m `moJXmZmZo
of our population, in the relevant age
JwUdÎmnyU© {ejU (¹$m{cQ>r EÁ`wHo$eZ) group that enters the work of higher OmJ{VH$sH$aUmÀ`m à{H«$òV ^maVr`
Xygam, Ë`mgmR>rMo V§ÌkmZ {dH${gV Ho$coco education in terms of the number of g_mOmg_moarc g_ñ`m Xya H$éZ, AgUmar
places in universities are simply not
Amho. Amnë`mcm CncãYhr Amho. Ho$di 90 AmìhmZo pñdH$méZ, Ë`mda `mo½` _mJ© H$mT>Uo
adequate in relations to our needs.
VmgmV g§JUH$ Hw$Umcmhr gmja H$é eH$Vmo, Large segment of our population just do JaOoMo dmQ>Vo. H$maU ^maVmÀ`m e¡j{UH$
BVHo$ à^mdr Am{U gwc^ V§ÌkmZ CncãY not have access to higher education. joÌmV qMVm dmQ>mdr Aer pñWVr {Z_m©U Pmcr
What is more, the quality of higher
Amho. _pëQ>{_S>r`m g§JUH$mÀ`m _mÜ`_mVyZ education in most of our universities Amho. Cƒ {ejUmÀ`m g§ñWmË_H$ à{H«$òV
_mV¥^mfoV ho {ejU {dZm{ejH$ {_iy eH$Vo. leaves much to be desired. We believe Am_wcmJ« ~Xc hmoV AgyZ, kmZ XoÊ`mÀ`m
that an exphasis on expansion and
Am°ZcmB©Z EÁ`wHo$eZ Vo hoM. `m V§ÌkmZmÀ`m AmVmn`ªVÀ`m A{^OmV _wë`m§Zm AcrH$S>À`m
reform of our school system is
~imdaM Amnë`mcm gmjaVoMo C{Ôï> JmR>Vm necessary to ensure that world of higher H$mimV Y¸o$ ~gV AmhoV. doJù`mM
òD$ eHo$c. education (Higher education letter to gm§ñH¥${VH$ _wë`mÛmao ho ~Xc KS>V AmhoV.
PM, 24th November 2006, National
Xwgam _hÎdmMm _wÔm, {S>ñQ>Ýg EÁ`wHo$eZ, Knowledge Commission, New Delhi.) {ejU g§ñWm§Zm MQ>H$Z Am{W©H$ \$m`Xm
àmW{_H$ emim§Moo g§JUrH$aU Ho$co Va AJXr kmZAm`moJmZo {dñVma (Expansion), CÎm_Vm {_idyZ XoUmao Am{U {dÚmÏ`mªZm ZmoH$arÀ`m
IoS>çmnmS>çmn`ªV AmnU CÎm_ àmW{_H$ (Excellence) Am{U g_m{dï>rH$aU g§Yr ghOnUo {_idyZ XoUmao ~mOmanoR>r` _yë`
{ejU nmohMdy eHy$. {deofV: J«m_rU ^mJmV (Inclusion) Aer {ejU Cƒ {ejUmMr `m_mJo Amho. nma§nm[aH$ {dÚmnrR>m§Zm Ë`m§Mm
Á`m H$mhr {ejUmÀ`m ÌwQ>r AmhoV, Ë`m Xya {ÌgyMr gm§{JVcr Amho. Ë`mVrc à_wI _wÔo VmoM Vmo _wIdQ>m ~XcÊ`mMo g§Ho$V XoV Amho.
H$éZ CÎm_ {ejUmMm n`m©` gmÜ` H$aVm òB©c. Imcrcà_mUo - åhUOoM OmJ{VH$sH$aUmÀ`m à{H«$òMm
emim§À`m g§JUH$rH$aUmV AmXe© AÜ`Z {dñVma (Expansion) : ì`mnH$ ñVamda {ejUmÀ`m A{^OmV _wë`m§dahr n[aUm_
AÜ`mnZ Am{U ì`dñWmnZ `m VrZ Jmoï>r Cƒ {ejU ì`dñWoMm {dñVma Am{U Pmcocm {XgVmo Amho. Cƒ {ejUm_Üò
gmYVm òB©c. _hmamï>´ Zm°coO H$m°nm}aoeZÀ`m amï>´ñVamda 150 {dÚmnrR>m§Mr {Z{_©Vr H$éZ _hËdmMr ^y{_H$m ~OmdUmè`m AmYw{ZH$
_mÜ`_mVyZ hm à`moJ hmoV Amho. CncãY Cƒ {ejUmVrc Zm|XUrMo à_mU B.g. 2015 {dÚmnrR>m§Zm {dMma H$éZ AZoH$ ZdZdrZ
AÚ`mdV V§ÌkmZmMm {ejUmÀ`m ì`mnH$ _Üò {H$_mZ 15 Q>¸o$da AmUo Amdí`H$ Aä`mgH«$_ gwé H$amdo cmJVrc. g§»`mË_H$
àgmamgmR>r H$gm Cn`moJ H$aVm òB©c hoM AmVm Amho. ÑîQ>`m, Cƒ {ejUm~amo~aM àmW{_H$
AmìhmZ Amho. ho AmìhmZ AmnU èñdrnUo Cƒ {ejUmda OrnrS>rÀ`m (Gross {ejUmMo gmd©{ÌH$sH$aU AOyZhr gmÜ` Z
nocy eH$Vmo; Va hoM V§ÌkmZ AmOÀ`m Demostic Product) 1.5 Q>¸o$ IM© {ZYm©[aV hmoUo ho ^maVmMo _moR>o Anè Amho.
{ejUmcm nyaH$ R>aoc Am{U ^{dî`mV H$amdm. 50 amï>´r` {dÚmnrR>m§Mr ñWmnZm H$aUo
n`m©`hr! d B§{S>n|S>§Q> ao½`wcoQ>ar A°Wmo[aQ>r \$m°a hmà -
EH$mdoiog eoH$S>mo emioVë`m {dÚmÏ`mªn`ªV EÁ`wHo$eZ (IRAHE) ñWmnZ H$aUo. S>m°. lr{Zdmg Omoer
XO}Xma {ejU nmohmoMoc. _mÌ Vo EH$gwar Zgoc. {dÚmnrR>m§Mr gÚpñWVr ~XcyZ Ë`m_Üò àmMm`© , AmQ>©g², H$m°_g©, gm`Ýg H$m°boO,
B§Q>a°pŠ Q>ìh EÁ`wHo$eZ ho Ë`mMo gyÌ Am{U nm`m^yV gw{dYm, g§emoYZ, Aä`mgH«$_ `mV Mm§XdS>
g§nXm - gßQ>|~a 201

èmMm _mJ© XmI{dUmao -
èñdr XwH$mZXmar
ñVH$ àma§^mnmgyZ Vo eodQ>n`ªV dmMZr`
Amho. {deof åhUOo Amnë`m amoOÀ`m
ì`dhmamVrc _mZdr n¡cy nwñVH$mV CcJSy>Z
XmI{dÊ`mV Amco AmhoV.
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MCCIA Industrial Merit Awards
Mahratta Chamber of Commerce Industries & Agriculture has instituted various Industrial Merit Awards for innovative
product/process/design/service or import substitute items; women entrepreneurs ; development of new product, design or
prototype or for import substitute item; Environmental Pollution Control in Industries in Maharashtra & Corporate Social
Responsibility (CSR). These awards are mainly to give encouragement and recognition to MSME sector, however,
corporates and medium enterprises are also eligible to apply.
Do you have it in you to be a winner?
Do you know somebody who could be a potential winner?
Give us your application / referrals / feedback
G. S. Parkhe Industrial Merit Awards : For a new product/process/service/design or
import substitute items that one has developed
Harimalini Joshi Award : For a new products and design
Ramabai Joshi Award : For a Women Entrepreneurs / products or appliance useful for domestic purpose
MCCIA - Dr. R. J. Rathi Award : For Environmental Pollution Control in Industries in Maharashtra
B. G. Deshmukh IAS Award : For Corporate Social Responsibility (CSR )
Please contact with your feedback to :-
Mr. Anant Sardeshmukh,
Executive Director General
Mahratta Chamber of Commerce, Industries and Agriculture
5th Floor, 'A' Wing, MCCIA Trade Tower, Senapati Bapat Road, Pune 411 016,
Tel. No. 020 – 25709000, Fax : 25709021 Email: adg@mcciapune.com, Website: www.mcciapune.com
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