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Odisha Clears ₹4,510 Crore Industrial Push to Drive Jobs, Regional Development, and Sectoral Growth

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In a significant move to accelerate industrialization and create large-scale employment, the Odisha government has approved a diverse portfolio of investment projects across the state. The proposals, cleared at the latest meeting of the State Level Single Window Clearance Authority, represent a combined investment of ₹4,510 crore and are expected to generate over 10,000 jobs in 11 districts.

At the forefront of this industrial expansion is Century Plyboards (India) Ltd, which plans to establish a major plywood manufacturing facility in Koraput district. With an investment of ₹870.82 crore, the project is poised to strengthen the wood-based manufacturing ecosystem while also creating employment opportunities in one of the state’s relatively underdeveloped regions.

Complementing this, Pidilite Industries will set up a tile adhesive manufacturing unit in Balasore. Known for its leadership in construction chemicals and adhesives, the company’s investment is expected to support the growing infrastructure and housing demand in eastern India.

In the services and technology domain, PricewaterhouseCoopers (PwC) is set to establish a technology center in Khordha with an investment of ₹60 crore. This project highlights Odisha’s emerging position as a destination for knowledge-based industries and is likely to generate high-skilled employment opportunities.

The approved projects reflect a deliberate strategy by the state government to ensure balanced regional development. Districts such as Koraput, Kalahandi, and Balangir—traditionally considered economically lagging—have received focused attention in this round of approvals. The initiative aligns with the government’s broader vision to distribute industrial growth more evenly across the state.

Beyond these headline investments, the approvals span a wide range of sectors. In textiles, new ventures in weaving and technical fabrics are expected to boost manufacturing capabilities. The pharmaceuticals and medical devices sector will see fresh investments aimed at strengthening healthcare infrastructure and production capacity.

The metals and mining sector continues to attract strong interest, with multiple projects in steel and aluminum processing lined up in districts like Cuttack, Sundargarh, and Keonjhar. Meanwhile, green energy initiatives and chemical manufacturing projects, including a sulphuric acid plant and ethanol production unit, signal a push toward both industrial sustainability and value-added production.

Infrastructure development also forms a key part of the investment landscape. A logistics park in Sambalpur will enhance supply chain efficiency, while several new hospitality projects—including star-category hotels in Koraput, Bolangir, Bhubaneswar, and Puri—are expected to boost tourism and related services.

Overall, the latest round of approvals underscores Odisha’s growing attractiveness as an investment destination. With a mix of manufacturing, services, and infrastructure projects, the state is positioning itself for long-term economic resilience. By combining large-scale investments with a focus on regional inclusivity and employment generation, Odisha is taking a decisive step toward becoming a more balanced and industrially robust economy.

LONDON/HOUSTON/SINGAPORE, 18 March – The Middle East conflict is reinforcing energy security as a central pillar of power planning in Japan and South Korea, with coal generation providing a significant near-term buffer. During the current shoulder season, coal fleets could offset up to 70% of gas-fired generation in Japan and more than 100% in South Korea of the same season last year, according to new analysis from Wood Mackenzie. 

While both markets remain relatively insulated from immediate fuel supply disruption, the crisis is accelerating structural shifts toward nuclear expansion, slower coal retirements and the localisation of clean energy supply chains.  

 

Limited short-term exposure to LNG disruption 

Unlike many Asia-Pacific markets, Japan and South Korea face manageable near-term risk from potential LNG supply disruption through the Qatar–UAE corridor. According to Wood Mackenzie, Japan’s direct exposure to the disruption is around 6%, compared with approximately 15% for South Korea. 

“Diversified procurement and long-term contracts provide Japan and South Korea with multiple layers of protection, delaying the impact of fuel price volatility on power end users,” said Xiaonan Feng, principal analyst, Asia Pacific power and renewables research at Wood Mackenzie. “However, the broader policy implications of the crisis are likely to be long-lasting.” 

In Japan, fuel cost pass-through is delayed by around three to six months due to bilateral pricing mechanisms. In South Korea, the cost-based power pool and retail tariff caps help limit short-term volatility, although this places additional financial strain on Korea Electric Power Corporation (KEPCO). 

Coal provides critical system flexibility 

During the current shoulder season, coal fleets could offset up to 70% of Japan’s and more than 100% of South Korea’s gas-fired generation based on 2025 levels, if utilisation rates increase significantly. This flexibility, however, is seasonal and would decline during peak summer months when coal plants are already operating at higher capacity. 

“Coal continues to play an important role as a strategic reserve for both countries, particularly during periods of fuel market stress,” Feng said. 

Japan’s position is further supported by the restart of five nuclear reactors since 2022, adding 4.6 GW of baseload capacity that is insulated from fossil fuel price volatility. 

Nuclear policy momentum strengthens  

In Japan, the transition from post-Fukushima nuclear minimisation to expansion is now firmly established, making nuclear power an essential for long-term energy security. This policy shift is expected to provide stable electricity to meet rising demand, particularly from data centres, and reduce reliance on fossil fuel imports. Similarly, in South Korea, nuclear power continues to gain policy and public support. The government has identified nuclear as critical to meeting future electricity demand, with the potential for additional capacity beyond current plans. Decisions on lifetime extensions for approximately 7.8 GW of reactors due to reach design limits by 2030 will be key to the country’s energy mix, according to Wood Mackenzie. 

Renewables strategy shifts toward localisation 

At the same time, both markets are increasingly prioritising domestic supply chains within their energy transition strategies. Japan is reassessing its reliance on imported solar panels while focusing on next-generation technologies such as perovskite cells and expanding offshore wind capacity. South Korea has already moved to favour domestically manufactured equipment in recent offshore wind and battery storage auctions, signalling a shift toward localisation over lowest-cost deployment. 

Outlook is dependent on the duration of the disruption 

The extent of market impact will depend on the duration of the conflict, Wood Mackenzie noted. If disruptions persist into peak summer demand, the effectiveness of coal as a buffer will diminish, increasing exposure to tighter supply conditions. 

A stronger US dollar could also amplify cost pressures by increasing fuel import costs in local currency terms. 

“The immediate risks are manageable, but the long-term direction is clear,” Feng concluded. “Energy security considerations will continue to accelerate nuclear expansion, delay coal retirements and drive greater emphasis on domestic energy supply chains in both markets.” 

Bengaluru, Mar 17: Perfios.ai, India’s leading B2B SaaS TechFin company, today announced the appointment of Nitin Chugh as its MD & Group CEO.

This strategic appointment marks a significant step in Perfios’ evolution as it strengthens its focus on innovation, platform depth, and deeper integration within financial institutions, while continuing to expand their global footprint. Nitin will lead the Perfios Group, comprising Perfios, Clari5, CreditNirvana, and IHX, working closely with the leadership team to drive the company’s long-term vision and growth. The core Perfios business will continue to be led by Sabyasachi Goswami, ensuring strong execution and continuity as the group scales.

 The group brings together complementary capabilities across the financial services lifecycle, with Perfios, which powers intelligent decisioning at scale and speed; Clari5, which enables real-time fraud detection and risk management for banks; CreditNirvana, which drives digital collections and debt resolution; and IHX, which transforms claims across the health insurance ecosystem.

Nitin is a seasoned BFSI leader with nearly three decades of experience across India’s financial services sector. Most recently, as Deputy Managing Director and Head of Digital Banking & Transformation at State Bank of India, he led large-scale digital transformation initiatives, accelerated customer acquisition, and played a pivotal role in shaping the bank’s digital strategy. He previously served as Managing Director & CEO of Ujjivan Small Finance Bank and as Group Head, Digital Banking at HDFC Bank, bringing deep expertise in building high-impact businesses and leading transformation at scale.

Commenting on the announcement, Nitin Chugh, Group MD & CEO, Perfios said,

 “I am excited to lead Perfios at a time when technology is fundamentally reshaping financial services, insurance and healthcare. Perfios has built a strong foundation as an Operating System for BFSI, powering critical decisioning for institutions that shape economies. What excites me is the momentum we are building around AI, with rapidly evolving capabilities across credit decisioning, fraud prevention, risk management, healthcare claims automation, collections, and debt resolution, opening up new possibilities for intelligence and efficiency at scale. I believe this has the potential to play a pivotal role in expanding access to formal finance for underserved segments while improving the speed and quality of financial decisions. I see significant opportunities to deepen our impact across customers and markets, and I look forward to working with the team to accelerate innovation, strengthen our platform capabilities, and deliver meaningful value to our customers and partners.”

Welcoming the appointment, V.R. Govindarajan, Co-Founder & Executive Chairman, Perfios, added,

“Nitin brings a rare combination of deep industry expertise and proven leadership in driving transformation at scale. His understanding of the evolving financial ecosystem and his ability to build and lead high-impact platforms make him the right leader for Perfios at this stage of our journey. We are delighted to welcome him and look forward to the next phase of growth under his leadership.”

This appointment further strengthens Perfios’ leadership structure as the company scales its global footprint, advances its technology platforms, and continues to build category leadership in financial services technology.

 

Contributes to community medical services through research on new services that help streamline pharmacists’ operations. By leveraging DX/BPO expertise, works on developing next-generation talent Tokyo, Japan, Mar18:transcosmos announced its partnership with the Tokyo University of Pharmacy and Life Sciences (Location: Tokyo, Japan; President: Yoshihiro Mimaki; TUPLS). The partnership—Partnership Agreement on Promoting Pharmacist Operational Transformation to Address the 2040 Problem—is aimed at promoting the transformation of pharmacists’ operations to address the so-called 2040 Problem, a significant worker shortfall expected in Japan by 2040. From left: Yoshihiro Mimaki, President of TUPLS, and Satoshi Takayama, Corporate Executive Officer, transcosmos [Key points] ●An educational institution and a private-sector company will engage in a cross-industry collaboration and leverage their respective experience and expertise built over the years to resolve challenges in community medical services, including labor and resource shortages, and conduct research on new services that help streamline pharmacists’ operations. ●Discuss measures to enhance operations in communities facing pharmacist shortages and develop pharmaceutical education programs by leveraging expertise in digital transformation (DX) and business process outsourcing (BPO). ●Through education and research that combine professional pharmaceutical knowledge with DX/BPO expertise, contribute to developing next-generation talent who can support an ever-changing medical environment. [Overview] Through this initiative, the two parties will collaborate beyond their respective fields as an educational institution and a private-sector company to contribute to community medical services by utilizing the experience and expertise each party has built over the years. Addressing the 2040 Problem has become an urgent challenge for Japan, as the country is expected to face both increased medical demand and a shortage of medical professionals leading up to 2040, the year when second-generation baby boomers will turn 65 or older. Communities that are expected to face a severe shortage of pharmacists, in particular, must streamline operations while maintaining the quality of medical services with limited human resources. Under this partnership agreement, transcosmos and TUPLS will work closely together and utilize their respective strengths and resources to resolve challenges in community medical services arising from the 2040 Problem, such as workforce and resource shortages, and conduct research on new services that support the streamlining of pharmacists’ operations. More specifically, the two parties will discuss measures to enhance operations in communities facing pharmacist shortages and will work on developing pharmaceutical education programs leveraging expertise in digital transformation (DX) and business process outsourcing (BPO). Through education and research that combine professional pharmaceutical knowledge with DX/BPO expertise, the two parties will also contribute to developing next-generation talent who can support an ever-changing medical environment. As the development of the so-called Community-based Integrated Care System progresses in recent years, pharmacists are expected to actively engage in community medical services and take on wider roles. At the same time, they are expected to adopt new approaches that increase work efficiency through digital technologies and optimize operational processes. transcosmos and TUPLS will promote effective collaboration and drive advanced initiatives to help build a sustainable community-based medical service system toward 2040. [Comments from project representatives] Yoshihiro Mimaki, President, Tokyo University of Pharmacy and Life Sciences “We are excited to have the opportunity to utilize transcosmos’s DX and BPO expertise for student education and research to address challenges that future pharmacists and medical professionals will face, such as operational efficiency and worker shortages. Through this new industry-academia collaboration, we will contribute to resolving challenges in community medical services by promoting education and research that combine pharmaceutical expertise with the latest digital technologies and by developing talent who can support an ever-changing medical environment.” Satoshi Takayama, Corporate Executive Officer, transcosmos inc. “We are delighted with this partnership agreement with the Tokyo University of Pharmacy and Life Sciences, which aims to transform pharmacists’ operations to address the 2040 Problem. We are sincerely grateful for this opportunity to apply our DX and BPO expertise that we have built over the years to the field of pharmacist operational transformation and contribute to resolving challenges in community medical services. We expect that our efforts in research and education through this partnership will help develop next-generation talent who will lead the medical field of the future.” transcosmos is a trademark or registered trademark of transcosmos inc. in Japan and other countries. Other company names and product or service names used here are trademarks or registered trademarks of respective companies.

India, home to nearly 1.4 billion people, holds a pivotal role in the global transition towards a greener future, said Jitendra Singh, Union Minister of State (Independent Charge) for Ministry of Science and Technology and Ministry of Earth Sciences, while addressing the 10th Sustainable Business Futures Summit 2026.

The minister said that India stands at a decisive stage in the global shift towards a green economy, and its development trajectory will significantly influence the success of worldwide sustainability efforts.

“With a large share of the world’s population, India’s progress will play a critical role in shaping the outcome of the global green transition,” he said, adding that the country now has both an opportunity and responsibility to emerge as a leading driver of sustainable development powered by clean energy and green technologies.

Green Infrastructure as Growth Engine

Highlighting the country’s future growth strategy, Singh said green infrastructure will be a central pillar of India’s economic expansion in the coming decades. According to him, the global economy is increasingly moving towards recycling, regeneration and environmentally sustainable technologies, and India is aligning its development pathway with these priorities.

He noted that India’s economic journey over the past decade has been marked by a strong expansion of its innovation ecosystem. The country now hosts over two lakh startups, placing it among the world’s leading startup ecosystems.

Notably, nearly half of these startups are emerging from Tier-II and Tier-III cities, indicating a significant shift in entrepreneurial activity beyond traditional metropolitan hubs.

Clean Energy for Emerging Technologies

The minister also emphasised the need for a robust clean energy ecosystem to support emerging sectors such as data centres and artificial intelligence, which require reliable and continuous energy supply.

In this context, Singh highlighted the significance of the SHANTI Act, describing it as a major reform that opens India’s nuclear energy sector to wider participation, including private players, and enables the expansion of clean and dependable power generation.

Integrated Approach to Green Transition

India’s approach to sustainability, Singh said, is based on an integrated strategy that combines technological innovation, economic growth and environmental protection.

This includes:

• Development of next-generation energy systems

• Advanced energy storage technologies

• Flexible and digitally enabled power grids capable of integrating multiple energy sources such as solar, wind, nuclear and hydrogen

• Climate modelling and risk analytics

• Sustainable construction technologies

Net Zero and Sustainable Lifestyles

Referring to policy direction from Narendra Modi, Singh reiterated that India has committed to achieving net-zero emissions by 2070. He also highlighted the importance of the Lifestyle for Environment (LiFE) initiative, which promotes sustainable consumption and environmentally responsible lifestyles.

According to the minister, this reflects India’s broader vision of inclusive and responsible growth aligned with global environmental priorities.

Circular Economy and Collaborative Action

Singh also underscored the growing importance of circular economy practices, noting that innovative waste-to-wealth initiatives are helping redefine the concept of waste by converting it into economic and environmental value.

Looking ahead, he said future infrastructure development must prioritise climate resilience, sustainable urban systems, clean mobility solutions and water security, supported by collaboration between government, industry and research institutions.

“The era of working in silos is over,” Singh said, stressing that collective action and partnerships will be critical for achieving long-term sustainability and building a green future.

The Union government’s recent release of over ₹1,789 crore in untied grants to rural local bodies across five states marks another step in strengthening grassroots governance in India. The funds, disbursed under the recommendations of the Fifteenth Finance Commission, will benefit Panchayati Raj Institutions (PRIs) and Rural Local Bodies (RLBs) in Chhattisgarh, Gujarat, Madhya Pradesh, Telangana and Maharashtra.

While the announcement appears routine—Finance Commission grants are released regularly—its broader significance lies in how these funds are reshaping fiscal decentralisation and accountability in India’s rural governance framework.

Strengthening the Fiscal Backbone of Panchayats

India’s Panchayati Raj system comprises more than 2.6 lakh Gram Panchayats, making it one of the largest grassroots governance networks in the world. However, many of these institutions historically struggled with limited financial autonomy and dependence on state governments.

Finance Commission grants have gradually become a crucial funding source for rural local bodies. The 15th Finance Commission recommended over ₹2.36 lakh crore for rural local bodies between FY 2021 and FY 2026, making it one of the largest fiscal transfers aimed directly at local governance.

The latest release of ₹1,789 crore reflects the Centre’s continued push to ensure that funds reach local institutions capable of delivering essential services and development works in villages.

Why Untied Grants Matter

A significant feature of this release is that it primarily consists of Untied Grants, which give local governments flexibility to address location-specific development needs.

Unlike centrally sponsored schemes that come with strict guidelines, untied funds can be used across the 29 subjects listed in the Eleventh Schedule of the Constitution, including rural infrastructure, local roads, agriculture support services, drinking water, sanitation, and community assets.

This flexibility is critical because rural development needs vary widely—from water management in drought-prone regions to sanitation infrastructure in densely populated villages.

Compliance-Driven Funding

Another key aspect of the grant release is that fund disbursement is tied to compliance and financial accountability.

The grants are recommended by the Ministry of Panchayati Raj and the Department of Drinking Water and Sanitation under the Ministry of Jal Shakti, and then released by the Ministry of Finance.

States receive funds in two installments each year, but only after meeting eligibility conditions such as:

• Submission of utilisation certificates for previous grants

• Completion of audits

• Uploading development plans on digital governance platforms

• Compliance with financial reporting systems

The fact that a portion of funds released in this cycle represents previously withheld installments highlights how the system is increasingly linking fiscal transfers to governance performance.

Regional Implications

Among the five beneficiary states, Madhya Pradesh and Gujarat received the largest shares, reflecting their large number of Panchayati Raj institutions.

In Chhattisgarh and Telangana, the grants will help support local governance in predominantly rural regions where Panchayats play a central role in delivering public services.

Meanwhile, the release of withheld funds to Maharashtra indicates improved compliance by local bodies that had earlier missed eligibility requirements.

Beyond Funding: Improving Service Delivery

Although Finance Commission grants are often seen as fiscal transfers, their impact goes beyond funding. The grants are designed to improve service delivery outcomes at the local level, particularly in areas such as sanitation, drinking water supply and rural infrastructure.

Tied grants, which accompany untied grants in the Finance Commission framework, focus specifically on water and sanitation services—two sectors where Panchayats have a direct implementation role.

This aligns with national programmes such as rural sanitation and drinking water initiatives, where local institutions are expected to manage and maintain assets over the long term.

The Bigger Governance Shift

The latest grant release also reflects a broader shift in India’s governance model toward decentralised development and digital transparency.

Over the past few years, digital platforms have been introduced to track Panchayat finances, planning and audits, making it easier for the Centre and states to monitor fund utilisation.

As a result, rural local bodies are gradually transitioning from being passive recipients of funds to accountable local governments responsible for planning and execution.

A Continuing Experiment in Decentralisation

India’s Panchayati Raj system has often been described as one of the most ambitious decentralisation experiments in the world. However, its success depends heavily on whether local institutions receive adequate financial resources and the capacity to use them effectively.

The latest Finance Commission grant release underscores the Centre’s commitment to strengthening this system—but it also highlights the growing emphasis on performance, compliance and accountability.

If implemented effectively, such fiscal transfers could help transform Panchayats into more responsive institutions capable of addressing the diverse development needs of rural India.

India’s rural local governance system has received a major financial push under the recommendations of the Fifteenth Finance Commission, which has allocated substantial grants to Rural Local Bodies (RLBs) during the award period from FY 2020–21 to FY 2025–26.

The 15th Finance Commission recommended ₹60,750 crore for FY 2020–21 (interim period) and ₹2,36,805 crore for the period FY 2021–2026 to support rural local governance institutions such as Gram Panchayats, Block Panchayats and District Panchayats. These grants aim to strengthen grassroots democracy, improve local service delivery and support development at the village level.

Allocation Framework for Rural Local Bodies

The fund allocation framework developed by the Finance Commission is based on a population–area formula, with 90% weightage given to population and 10% to geographical area for inter-state distribution.

Within states, the distribution among different tiers of Panchayati Raj institutions is guided by the recommendations of the respective State Finance Commissions and must fall within the following ranges:

For states with a two-tier system—comprising only village and district panchayats—the distribution bands are:

Where State Finance Commission recommendations are unavailable, state governments determine the distribution within these bands.

Eligibility Conditions for Grant Release

The release of grants is linked to several mandatory conditions set by the Ministry of Finance to ensure transparency, accountability and effective utilisation of funds.

Key conditions include:

• Constitution of elected Rural Local Bodies, except in areas where constitutional provisions do not apply.

• Uploading annual development plans on the eGramSwaraj portal.

• Mandatory onboarding of RLBs on eGramSwaraj–PFMS for financial transactions.

• Completion of audits through the AuditOnline platform.

• Availability of provisional accounts on eGramSwaraj.

• Constitution and operationalisation of State Finance Commissions by states.

States must also transfer funds to Panchayats within 10 working days after receiving them from the Union Government. Delays beyond this period require payment of interest by the state government.

Digital Governance Tools for Panchayats

To strengthen financial transparency and monitoring, the Ministry of Panchayati Raj introduced the eGramSwaraj application in April 2020. The platform supports planning, budgeting, accounting and auditing functions of Panchayats.

Additionally, the AuditOnline platform enables digital auditing of Panchayat accounts and financial records, helping improve accountability in rural governance.

Strong Adoption of Digital Systems

The latest data for FY 2025–26 indicates widespread adoption of these digital platforms across the country:

• 2,54,604 Gram Panchayats (96.36%) uploaded their Gram Panchayat Development Plans (GPDPs) on eGramSwaraj.

• 2,42,871 Panchayats (91.92%) transferred ₹38,491 crore to vendors using the eGramSwaraj–PFMS interface.

• For FY 2024–25, over 2.58 lakh Panchayati Raj Institutions closed their annual accounts, while 1.63 lakh generated audit reports.

Role of Key Ministries

The implementation of these grants involves two nodal ministries:

• Ministry of Panchayati Raj — responsible for recommending release of Untied (Basic) Grants.

• Department of Drinking Water and Sanitation — responsible for recommending Tied Grants, largely linked to water and sanitation services.

Grants are released in two instalments each year, and subsequent instalments are approved only after states submit a Grant Transfer Certificate (GTC) and meet the prescribed eligibility conditions.

State-Wise Disbursement Trends

Between FY 2020–21 and FY 2025–26, a total allocation of ₹2,97,555 crore was recommended for Rural Local Bodies across states, out of which ₹2,67,250.78 crore has been released.

Large states such as Uttar Pradesh, Maharashtra, Tamil Nadu, Rajasthan and West Bengal have received the highest allocations, reflecting their population size and rural governance requirements.

Strengthening Grassroots Democracy

The Finance Commission’s grant framework represents one of the largest fiscal transfers to local governments in India. By linking funding with digital governance, auditing requirements and planning processes, the initiative aims to ensure that Panchayats become more accountable, financially empowered and capable of driving rural development.

The details were shared by Rajiv Ranjan Singh, Union Minister for Ministry of Panchayati Raj, in a written reply in the Lok Sabha on March 17, 2026.

India’s rapid expansion in solar energy capacity has been one of the defining features of its clean energy transition. However, alongside this growth, policymakers and industry experts are beginning to focus on an emerging challenge: managing the growing volume of end-of-life solar panels and ensuring that renewable energy infrastructure does not create a new environmental burden.

Estimates supported by the Ministry of New and Renewable Energy (MNRE) and prepared by the Council on Energy, Environment and Water suggest that cumulative waste from existing and projected solar photovoltaic installations in India could reach around 600 kilo-tonnes by 2030. As India accelerates towards ambitious renewable energy targets, this figure highlights the need for a robust ecosystem for recycling, recovery of materials, and sustainable disposal.

Recognising this challenge, the government has begun taking steps to promote domestic recycling capacity and strengthen circular economy practices in the solar sector. The objective is not only to manage waste responsibly but also to recover valuable materials such as silicon, aluminium, glass and critical minerals that can be reused in the clean energy value chain.

 

A key policy framework supporting this transition is the E-Waste (Management) Rules, 2022, notified by the Ministry of Environment, Forest and Climate Change. The rules provide for environmentally sound management of electronic waste generated from electrical and electronic equipment, including solar photovoltaic panels. Under the regulations, manufacturers and producers are required to take responsibility for the lifecycle of their products through the Extended Producer Responsibility (EPR) mechanism.

To operationalise this framework, the Central Pollution Control Board has launched an online Extended Producer Responsibility (EPR) portal, which enables producers to register, track and fulfil their recycling obligations for e-waste.

Beyond regulatory measures, the government is also working to encourage innovation and technology development in the recycling space. The MNRE has constituted a Committee on Circular Economy in Solar Panels to prepare action plans for transitioning the sector from a linear “produce-use-discard” model to a circular system where materials are continuously reused.

The ministry has also launched an Innovation Challenge for Circularity in Renewable Energy Technologies – Batteries and Solar Photovoltaic under the Renewable Energy Research and Technology Development programme. The initiative is designed to promote research and entrepreneurial innovation in areas such as recycling technologies, second-life applications for solar components, and circular product design.

At the same time, the Department of Science and Technology has issued a call for research proposals focused on recovery and recycling of end-of-life solar PV modules. The initiative aims to foster collaborations between academia and industry to develop economically viable recycling technologies and specialised equipment.

Another important policy push is coming from the Ministry of Mines, which has launched a ₹1,500-crore recycling incentive scheme under the National Critical Mineral Mission. The programme seeks to build domestic capacity to recover critical minerals from e-waste, lithium-ion battery waste, and components of end-of-life vehicles—an effort that aligns closely with India’s broader clean-energy supply chain strategy.

The emerging policy framework reflects a broader realisation that the clean energy transition must also incorporate sustainable material management. Solar panels typically have a lifespan of 20 to 25 years, meaning that the earliest large-scale installations in India will begin reaching the end of their operational life within this decade.

Industry experts note that building recycling capacity now will help India avoid future environmental risks while also creating new economic opportunities. The recovery of valuable materials from solar panels can reduce dependence on imported raw materials and support the domestic manufacturing ecosystem.

As India expands its solar capacity to meet its renewable energy targets, the next phase of the sector’s evolution will involve integrating sustainability across the entire lifecycle of solar technologies—from manufacturing and installation to recycling and resource recovery.

The government’s focus on circular economy practices indicates that the solar revolution is no longer only about generating clean power. It is increasingly about ensuring that the clean energy ecosystem itself remains sustainable for decades to come.

This information was shared by Shripad Yesso Naik, Minister of State for the Ministry of New and Renewable Energy, in a written reply in the Rajya Sabha on March 17.

New Delhi, March 18: In a major step to strengthen rural drinking water governance, the Government of India has signed reform-linked Memorandums of Understanding (MoUs) with the states of Rajasthan and Madhya Pradesh under the extended phase of the Jal Jeevan Mission (JJM) 2.0. The agreements mark the formal rollout of the reform-based implementation framework of the mission, which was approved by the Union Cabinet on March 10, 2026.

The MoU with Rajasthan was signed in the presence of Union Minister of Jal Shakti C. R. Patil, Chief Minister Bhajan Lal Sharma, and Minister of State for Jal Shakti V. Somanna. The ceremony was attended by Rajasthan’s Public Health Engineering Department (PHED) Minister Kanhaiya Lal Choudhary and senior officials from both the Centre and the state government.

Later in the day, a similar MoU was signed with Madhya Pradesh in the presence of Union Minister C. R. Patil and Chief Minister Mohan Yadav, who joined the event through video conferencing. Madhya Pradesh PHED Minister Sampatiya Uikey and other senior officials were also present.

Senior officials from the Department of Drinking Water and Sanitation (DDWS), including Secretary Ashok K. K. Meena and Additional Secretary and Mission Director (NJJM) Kamal Kishore Soan, attended the MoU signing ceremonies.

For Rajasthan, the agreement was signed between Swati Meena Naik, Joint Secretary (Water), DDWS, and Akhil Arora, Additional Chief Secretary, PHED Rajasthan. For Madhya Pradesh, the MoU was signed between Swati Meena Naik and P. Narahari, Principal Secretary, PHED Madhya Pradesh.

Addressing the gathering, Union Minister C. R. Patil reiterated the Union government’s zero-tolerance policy toward corruption and stressed that quality, transparency and accountability must guide all works under the Jal Jeevan Mission. He urged both states to maintain strict quality standards to ensure that water supply assets remain functional and sustainable in the long term.

Highlighting the different water challenges faced by the two states—including water scarcity in Rajasthan and diverse hydro-geological conditions in Madhya Pradesh—the minister praised both governments for proactively adopting the reform-linked framework.

He also emphasised that effective implementation of the mission would significantly reduce the burden on women and girls, particularly in water-stressed rural regions, while ensuring reliable and safe drinking water supply for households.

Rajasthan Chief Minister Bhajan Lal Sharma reaffirmed the state’s commitment to implementing Jal Jeevan Mission reforms with a focus on timely execution, institutional strengthening and long-term sustainability of rural drinking water systems.

Similarly, Madhya Pradesh Chief Minister Mohan Yadav said the state would fully align with the national reform agenda and work toward strengthening governance systems, improving service delivery and achieving the goal of 24×7 drinking water supply in rural areas.

The MoUs outline 11 key structural reform areas aimed at strengthening governance and sustainability in rural drinking water systems. These include institutional architecture for water governance, service utility frameworks, technical compliance in scheme implementation, citizen-centric water quality governance, water source sustainability, digital data governance, participatory governance through community involvement, capacity building, human resource development, operational and financial sustainability of water supply systems, and research and innovation.

A key feature of the reform framework is a Gram Panchayat-led model of water governance, under which completed piped water supply schemes will be handed over to Gram Panchayats and Village Water and Sanitation Committees (VWSCs) through the “Jal Arpan” process.

The MoU also calls for operationalising a Decision Support System (DSS) developed by DDWS as a digital planning tool for districts and Gram Panchayats to improve water source sustainability and planning.

In addition, the agreement provides for “Jal Seva Aankalan” at the Gram Panchayat level to assess service delivery and share results with citizens through the Meri Panchayat mobile application.

The reform agenda also includes the Jal Utsav initiative, a nationwide awareness campaign celebrating the importance of water through three tiers—Jal Mahotsav at the national level, Rajya Jal Utsav or Nadi Utsav at the state level, and Lok Jal Utsav at the Gram Panchayat level. As part of this initiative, National Jal Mahotsav 2026 began with a nationwide Jal Arpan event on March 8, 2026, and will culminate on March 22, World Water Day. The national event held on March 11 was attended by the President of India Droupadi Murmu.

The extension of Jal Jeevan Mission until December 2028 with enhanced financial outlay aims to shift the programme’s focus toward assured service delivery, water quality, system functionality, sustainability and community ownership.

Through the reform-linked framework, the government aims to ensure that every rural household receives adequate, safe drinking water on a regular basis, strengthening community participation and improving living standards while contributing to long-term water security under the national vision of Viksit Bharat @2047.

New Delhi, March 18: The Government of India is implementing the “Enhancement of Competitiveness in the Indian Capital Goods Sector – Phase II” scheme to strengthen domestic manufacturing capabilities and support the growth of a globally competitive capital goods industry.

The scheme, implemented by the Ministry of Heavy Industries, has a total financial outlay of ₹1,207 crore, including ₹975 crore in budgetary support from the government and ₹232 crore contribution from industry stakeholders.

The initiative aims to develop a robust ecosystem for the capital goods sector by promoting research, innovation, skill development, and advanced manufacturing technologies.

According to the ministry, the scheme focuses on five key objectives: building a strong and globally competitive capital goods sector, establishing a sustainable ecosystem for research and manufacturing innovation through technology portals, enhancing skill levels of existing manpower while expanding the pool of highly skilled professionals, promoting smart manufacturing and adoption of Industry 4.0 technologies, and encouraging progressive indigenisation of technologies used in capital goods production.

So far, 29 projects have been sanctioned under the scheme. These include seven Centres of Excellence (CoEs), four Common Engineering Facility Centres (CEFCs), six Testing and Certification Centres, nine Industry Accelerators for Technology Development, and three projects focused on creating qualification packs for skill levels six and above.

The scheme builds on the outcomes of its earlier phase. A third-party evaluation of Phase I was conducted by an expert committee chaired by S. Chaudhary. The committee observed that the first phase helped address technological and infrastructure requirements of the capital goods sector to a certain extent.

However, the committee recommended scaling up the initiative to support the broader needs of the capital goods industry across the country. Expanding the programme, it noted, would generate a stronger impact in advancing the government’s Make in India initiative and strengthening domestic manufacturing capabilities.

Following these recommendations, the government formally notified the Phase II version of the scheme on January 25, 2022, aimed at expanding its scope and impact.

To ensure effective implementation, the ministry has constituted a Project Review and Monitoring Committee (PRMC) for each approved project. These committees are responsible for regularly reviewing progress and ensuring that project objectives are achieved in line with the scheme’s goals.

The initiative is expected to play a crucial role in boosting technology development, strengthening manufacturing infrastructure, and promoting innovation within India’s capital goods sector.

This information was provided by Bhupathiraju Srinivasa Varma, Minister of State for Ministry of Heavy Industries, in a written reply in the Lok Sabha on March 17.