Author: Dr. Rajendra Pratap Gupta, PhD

A policy leader, author, architect of Functional AI Pyramid- AI Maturity Model Framework. He has played a key role in drafting India’s National Health Policy 2017 , National Education Policy 2020, and is the key architect of Viksit Bharat. Dr. Rajendra has served in advisory and leadership roles across healthcare, digital transformation, artificial intelligence, and internet governance. He is the Founder of Health Parliament and the International Patients’ Union, Chairman of the Academy of Digital Health Sciences, and a leading force behind the Global Digital Health Summit. He also serves on the UN Internet Governance Forum’s Multistakeholder Advisory Group and leads several global initiatives focused on making healthcare more accessible, intelligent, equitable, and future-ready. An author, speaker, and policy innovator, Dr. Gupta’s work focuses on the intersection of human development, technology, AI, and public policy. Twitter handle @rajendragupta

Why the corrupt & incompetent at KVIC are so upset with me :-)

Date : April 02, 2017

From : Rajendra Pratap Gupta , Expert Member (Mktg). KVIC

To : Chief Executive Officer, Khadi & Village Industries Commission

CC : Chairman, Commission Members, Deputy CEO’s & other

concerned officials

Reference : Following up on e-mails sent on Dec 28^th 2016, 26^th Jan 2017, March 01 2017, April 01 2017 & Next steps

________________________________________________________________

The following may be noted and a time bound action plan be submitted to the Commission in the next meeting. Views of other members may be incorporated as and when received.

Data

The following data needs to be collated and presented in the next meeting. I understand that most of the data has already been collected post my email dated 28^th December, 2016.

a) How many stores are owned by KVIC b) how many are not owned by KVIC.

Details with location needed.

What is the turnover per store (city-wise)
How many average footfalls per day – store-wise
Average bill value per customer – store-wise
Number of staff per store
Turnover per employee for each store (total turnover of the store divided by

the number of employees in a store).

Highest moving category per store (break it up into rural / urban / state-wise)
Peak –sales period (festive or discount season) and the categories that sell

during the period

Operational cost per store in various cities
How much is the marketing spend and what are the marketing activities – state and store-wise .
Is the marketing spend different for each store? What is the rationale for marketing budget allocation
Any stores incurring losses . Please provide details
What are the product margins category-wise
Do we have any quality-checks for the products. Please detail the quality control and quality assurance initiatives for various product lines. We need to ensure that the customers get the best value for their money spent at KVIC.
Details of in-house institute / lab for quality checks
Complete competitor / market analysis be done in-house to ensure that we are up-to-date on the evolving market dynamics, and our plans are future proof, keeping the competition in mind. If any competitor analysis has been done in the past, the same be presented in the next meeting

Action plan for 2017

For me, marketing is about activities that support sales; Increase our reach, foot falls, bill value, new customer acquisition, customer retention, customer service, increase sales of slow moving stock, as all this helps to improve profitability and enhances the value of the ‘Khadi’ brand . Also, marketing helps sales, and hence, quality of the products that we sell must also be of the best value to the customer. Hence all activities must cover these over-arching ideas.

Details of special promotions / initiatives to increase store foot-fall, boost sales and profitability for 2017. Success stories of the past should be presented
Details of the new introductions planned  in 2017.
Marketing plan  quarter-wise with objectives for each activity
Which innovations are we trying to improve awareness and usage of Khadi products
One dayKVIC Marketing Workshop to be organized in Delhi within the next 2 months. We must invite (a) All Commission members (b) Three representatives from each Khadi Bhawan ( Incharge / Marketing person / Category head ( if we have ) (c ) Supplier representative of KVIC products across all categories and all partner institutions, and individual experts. Would welcome suggestions from other members on the list of invitees

This workshop aims to brainstorm on ideating the best of marketing strategies to (a) Make KVIC products a household name (b) to ensure that the marketing is able to support the sales as per the vision of the Hon’ble PM (that every Indian must purchase one garment of Khadi every year ) (c) Our bouquet of offering must cater to the needs of the household besides just Khadi d) We must explore online channel for wider reach and catering to the latent / potential needs of KVIC products to every household across the nation and beyond

‘National Khadi Week’ may be observed every year to host events, fashion shows, national essay writing competitions and debates, promote wearing khadi – all activities that rekindle the interest for Khadi . A plan be devised for the same and submitted by 07^th Please let me know if the team wishes to sit with myself and discuss the same. We can start Khadi week once a year and seeing the response , we can plan a Khadi week twice a year. We can have a Winter & Summer Khadi week nationally, across zones, states and districts. This week can also lead to much wider visibility and acceptance with the segments that have remained beyond our reach till now
KVIC Earn While you Learn program .We need to widen our outreach. I suggest that the KVIC marketing and sales team work in tandem on engaging the marketing / MBA interns for selling Khadi / KVIC products to various housing societies and corporates during the summer internship, and we can offer them retail margins on the sales of goods (under KVIC Earn while you Learn program). This can be extended around the year and across the country and not be just limited to MBA graduates but extended to all college going students and other people willing to enroll, besides the students. This will have a multiplier effect on our sales without any financial expenditure, and also, this will extend our outreach beyond our imagination. We can use Aadhaar based verification for employing people under this scheme. We may opt for taking a Rs.10,000 deposit and give them products for Rs.13000.00 (on MRP Value). So, they can earn Rs.3000 on the sale. Many such models can be developed by the team, and i will be happy to assist in developing this program. This can create employment opportunities for people ( part-time and full-time ) … SHGs ( Self-help groups) can also be leveraged for this program.
Khadi Stores at major airports & train stations : before the end of this year, we must be present in major train stations and at least four-six major Indian airports . This will not just help in increasing sales, but it will be a marketing opportunity for travellers ( 30 million people travel by train daily, and millions of travelers use air travel and we must target them post the security hold area only ) . Next step would be open our outlets in major tourist cities of the world by early next year. Need a plan for the same and happy to assist the team on this.
We must consider to participate in large corporate conferences with over 1000+ delegates in audience and take a stall for our products. These stalls must have a POS (point of sales) credit card terminal . We must frame a policy for this.

Also, besides participating in other conferences, KVIC must consider starting the ‘Ideas from India’ or ‘The Idea of India’ conference, an annual mega thought leadership summit, brain-storming ideas about ‘Global peace and Development’. Being sponsored by Khadi India and attended by leading national and international figures, this will become the most sought after conference based on content, and the official dress code for this conference be ‘Khadi wears’.

KVIC, subject to availability of funds, must explore mobile sales outlets – Mobile vans. May be, a pilot can be explored to start with
I have not seen a discussion in our last three meeting on KVIC efforts in social media. Also, a social media strategy as a part of the marketing strategy be initiated . I would suggest that the entire website be revamped. It looks too ‘administrative’ and over cluttered. We must ensure that the website is customer oriented and there is ease of navigation, and we must let people register / leave their email id’s for us to create a database of customers for mailing list and promotions (even at the stores we must start doing this and start capturing the mobile numbers ), so that we can send them e-mailers / SMS for the new launches and offers . This will go a long way in connecting with our customers and boosting our sales
We must replace paper carry bags with Khadi reusable bags, which must be branded with KVIC product and other information etc.. Please explore this option with cost / environment / branding perspective
We must explore giving 5% discount to government employees . Please check the financial impact and FA must present a report in the next meeting
EMI based purchase with SBI and other credit cards be initiated
NCC / NSS / Scouts tie up be initiated for Khadi dress material
Tie up with Indian Medical Association for Aprons of doctors and same for nurses and pharmacists – I have already initiated this
Our Tag line needs to be, ‘ Buy Indian . By Indians and Be Indian’.
USP ( unique selling proposition) of Khadi is that it is, “ Eco-Friendly, Skin Friendly and with a Zero Carbon Foot print’. Same be high-lighted in stores and out of store promotions
Explore setting up of ‘Khadi International Division’ for exports, and operating stores internationally within the current KVIC structure as a separate SBU ( Strategic business unit).
Modi Kurta and Modi Jacket ( under NAMO or Modi brand ) be considered for new launches . Also, as a strategy, we must promote both Nehru and Modi / Namo brand, and based on the initial off-take (sales response), we must replenish the stocks, so that consumer’s choice prevails and we don’t get labeled as biased
Commemorative stamp and envelope be launched by KVIC on KVIC foundation day or during the Khadi week OR two stamps ( one for each Khadi week ) be done
Register all charkhas and looms across the country as a part of the overall IT deployment and adoption
We must get the valuation of ‘Khadi’ as brand done through an independent assessor
Loyalty program be initiated when the IT deployment happens across the KVIC system. Also, a lucky draw be initiated for a certain bill value, which might lead to enhancement of the bill value
KVIC must have its own online sales channel before December 2017. We might start with a few select product range and then expand to all by Mid 2018. This can increase our turnover by 2-5 times. Tie up with Post-office be explored. Also, post man could be wearing Khadi Dress. We must explore the same.
Tie up with MBOs (Multi brand outlets) for Shop-in-shops to increase our outreach and sales . We must not just confine to our stores. Similarly, the franchise model be rolled out within 3-5 months with proper safeguards as pointed in the advertisement and agreement ( mail dated Jan 16/17 , 2017) .
All tourist offices be approached for a mutually beneficial association . We can discuss the details
We must have tailors at major KVIC stores, for ‘made to order’ / ‘custom made’ sales and for increasing employment
Organic products must be an essential offering of Khadi
Tribal products be patronized as ‘Heritage Brand / products’ and sold at airport / international stores / online. This will not only provide a good product line for marketing/ sales, but also provide employment and income and help in lifting the tribal economy over the long run
KVIC must sell charkha’s as souvenirs besides artifacts associated with Mahatma Gandhi, including the bust of Mahatma Gandhi
‘Khadi’ Magazine must be started . It used to be highly popular but seems to have been discontinued . I will take the editorial responsibility
R&D must be given a boost. Need details of all our R&D efforts
During my store visits, I have noticed that proper directions (Neon signs) for trial rooms and product categories are missing in stores .. The same may be attended on priority by April 30^th.
Delhi – Regal store merchandizing (in-store arrangement) needs to be redone. Please discuss
All store employees MUST wear Khadi uniform with Jackets having ‘name badge’. This will help customers to identify sales people and seek help, if needed
Given the poor service levels at all stores, a ‘Mystery Shopper’ program be launched with an outsourced agency . Store sales staff should make a note of the product bouncing, and the same be informed to the inventory management team Also, all stores should have a message plate (sign board) prominently displayed behind every billing counter, “For feedback / complaints , please write to customer@kvic.gov.in “. An email id be created with access provided to designated commission members and Deputy CEO rank official to address customer service related issues immediately.
Tie up be initiated with NIFT ( National Institute of Fashion Technology) for new designs, and the contest be kept open to young creative minds. Same may be promoted on social media. Best designs be crowd-soured and rewarded
Delhi Regal store is overstaffed ( 91 people) when on the other side we have 2 staff at KGB Goa and Bhopal ( Are these the numbers of full time KVIC employees only or are there people on contract basis too ? ). We need to rationalize the staff at each store and see what is the revenue per staff at every store … one of the indicators of bringing productivity at the floor level. Also, the store timing and working days should be as per the local market where it is located.
During my surprise visits to KGB ( Delhi / Mumbai ), I have seen that the staff has been least interested in attending to customers. In fact, at the Regal store, i have seen our sales staff at the basement (cosmetics section, which is a major contributor to sales and profits ) sitting and chatting or playing on their cell phones, counter staff giving wrong information about price and availability to ‘potential’ customers , and the same has been reported to Supervisor / Mr. A.K. Garg .

Mumbai lounge is exceptional in customer service but the Mumbai HQ store is pathetic in customer service. We need to initiate ‘Store staff training program’ and this must be taken up on priority by the marketing team. If in future, i visit a store and find the shop floor people not attending to the customers, i would expect action against the supervisor

ISO certification of Khadi Bhawans and offices must be done before 2017 financial year

Administrative issues

We don’t get any time to discuss in detail the ‘Spot agenda’ items added in our monthly board meetings, and hence justice cannot be done with these ‘spot agendas’. No additional agenda be added on spot for the board meeting, except the one circulated to the members in advance ..
Meeting notes be read out in the end, so that the points missed can be incorporated immediately
Internal discussion forum for all employees be started either through an online forum or as an app for people to exchange views , success stories etc.
I have seen that we are investing too much time in routine administrative issues. As discussed, the CVO (Chief Vigilance Officer) needs to bring the files to the commission only twice (Unless there is an exceptional action item for the members of the commission to deliberate / decide ) . Files should ideally be brought before the commission, 1) during seeking approval for inquiry 2) seeking decision on the final inquiry report 3) and all inquires be time bound. Same should be followed for most of the administrative issues. Commission’s time is being consumed majorly on issues other than forward looking and growth oriented / progressive agenda, and this must be addressed on high priority by the CEO
It is observed that the officials need reminders to respond on queries from the Commission and the same be avoided. Whilst I do understand that all senior officials are busy and overloaded, but a response seeking more time would help rather than ‘No Response’. Also, I have seen the minutes of the previous three meetings I have attended. After each item number, there is an end note ‘Action’, against which the designation of the official is written, which brings forth the accountability of the officials responsible for taking action and this is much appreciated. Also, now onwards, a time for completion (Completion date / completed by and report) be mentioned against each ‘Action’, along with the official responsible for it. Else, it is difficult for the members of the Commission to track what action was taken and when? Also, summary of such decisions of the previous three meetings be placed before the commission on a quarterly basis, so that we know if the organization has worked as per the directions of the commission and timely !.
Commission members need to re-look at the organization structure to make it more efficient and agile, given the pace of high growth . One of the ideas is to move to a ‘Category heads’ organization structure with ‘transformational’ sales target and not just incremental sales growth.

We are a small and a cohesive team and we must ensure that we do the best possible to achieve the vision set for KVIC

Thanking you once again for all your support, and assuring you of the best of attention and support at all times

Best regards

Rajendra Pratap Gupta

Expert Member (Mktg)

Khadi & Village Industries Commission

Continue reading “Why the corrupt & incompetent at KVIC are so upset with me :-)” →

Towards a New Economic Model

The distributed growth model . A keynote delivered on the invite of the World Bank in Algeria in June 2018

Rules for innovators & Innovation

Innovation as a basic instinct for India to be an ‘Innovation Capital’

The recently released ‘GE Global Innovation Barometer 2018’ (GIB), is a good reference document. As always, being published by a corporate, it will have its share of ‘business interests’ at its core to ensure that the government and corporates think in a manner that helps the businesses, but a few points of the report are really important!!

As a student and a practitioner of innovation, I write this article to clear some basics about innovation

According to GIB,

The top five innovation conducive countries have the five largest GDPs; USA, Japan Germany, China and the U.K.
India is amongst the countries where multinationals are the main driver for innovation and going by the historical tracking data at a global level, this had the largest increase from 2014 to 2018
When it comes to SMEs being the main driver for innovation in a country (Historical tracking data at a global level); Germany comes to the top, and India is amongst the bottom (10 %)
In emerging economies, governments are now not seen to be driving innovation as much as they were in 2014.

When India is trying to grow to a 10 trillion-dollar economy over a decade, we cannot ignore the above facts. India has to become a pioneering leader in innovation to have a sustainable growth and become a strong economy as we cannot achieve our goals without innovation. The government needs to take the lead for innovation! Instead of MNCs driving innovation in India, it must be the MSMEs which should be majorly driving it.

In 2016, the World Bank said that, 69 % of the jobs in India are under threat due to automation, and that’s a part of the natural evolution and maturity; but another fact that we should remember is, that if India innovates in MSME, agriculture, education, health, smart cities, tourism and services sector, we will create more jobs than we can ever think of. Every household can have a decent job in the next 10 years and for that, we need the ‘India Innovation Mission’. Innovation is not prescriptive i.e. we cannot issue a G.O (Government Order) that India will innovate from tomorrow.

Let’s understand some basics about innovation:

Innovation is not about incremental change or tweaking some processes. It is about massive change that disrupts and transforms a sector forever. Example;

Digital Photography transformed photography sector
Mobile phones changed the communication sector and created a massive impact
Kindle transformed how we read, and the publishing sector
Indian Space Research Organization (ISRO) transformed how we send satellites in space cost effectively, and India has become a world leader in PSLV launches.
Mars Orbiter Mission (MOM) is a wonderful example of how India innovated against odds. I call it the ‘MOM model of innovation’, wherein, we landed at Mars at the cost of USD 74 million versus a USD 674 million Maven of the US, and much cheaper than the movie ‘Gravity’ that costed USD 100 million!! Moreover, we landed in our very first attempt!!
Aravind hospitals transformed cataract surgery

Any Innovation needs to qualify a few basic criteria;

Changes the sector forever
Creates a mass impact
Affects the entire value chain
Disrupts the price- market – usage
Is asset light
Is Scalable and stimulates further innovation

Innovation can be in three spheres; product (mobiles), process (Ola, Uber) and system (Toyota).

India presents a unique opportunity to innovative in almost every sector. Everything in India that can be touched has the potential to be innovated and transformed. Since we have huge population to cater to, and we have resource crunch in terms of finances and infrastructure; the only way India can survive is by innovating, and the challenges in India present a fertile ground, making India a melting pot for innovation.

So, how do we go about making India the innovation capital? India needs to set up the India Innovation Mission (I²M), under which, we address the following;

Top priority – change the work place setting, culture and environment.
Education system has to transform. As a member of the National Education Policy committee, I have made specific recommendations. If implemented, it will be a great contributor
Government needs to change the way it interfaces with the public and how it functions. Authoritative culture is against the basic tenets of innovation

A lot to learn from the USA: I have travelled most of the world, and I observed that USA remains a leader in innovation, and we can learn a lot from the US. I arrived at the following six commandments for making an organization/institution/ country innovative;

No hierarchy based protocols & no formalities amongst colleagues
Flexibility in approach in all spheres of functioning.
Self-development – quality time with family and for self
Meritocracy based system
Failure is not a taboo
Availability of capital

Innovation cannot be enforced externally and has to be inculcated as an ‘intrinsic quality’, facilitated by a conducive ‘ecosystem’, with ‘planned efforts’. In India, under the I²M, we need to bring a massive and planned change

More so, with PM Modi’s vision of a New India , India will have to become the Innovation capital of the world and Innovation has to be the basic instinct . The same principles apply to every developed and developing country to become an innovative country.

We should remember; Earlier, we innovated when we got into a problem, now if we don’t innovate, we will get into a problem.

Prof. Rajendra Pratap Gupta holds a master degree in innovation & change management, is a Distinguished Professor of Innovation @ a Central University

India needs a “Distributed Growth Model” – Growth Alone will not suffice

“Distributed Growth model” is the need of the hour. Growth alone will not suffice.

India’s budget preparation is in the final leg and it will be unveiled soon. Last two budgets have put the focus correctly; by giving thrust to rural development, agriculture and infrastructure, but the bureaucratic red-tape has been an impediment. We have a long way to go and we need to evolve a new model – the ‘Distributed growth model’. All these decades, we have chased the ever-elusive “double digit” growth, but we are not going to achieve that with the current approach.

“Too many economists spoil the budget”. We had a world-class economist running the country for a decade, we had the best economists running the RBI and the erstwhile Planning Commission, and we still could not achieve double digit growth, and floundered. So, it’s time to have a fresh look at our economic approach. A mere change in the interest rates have not done anything, and will not. Economy is not about tax collections, interest rates or money supply alone, it is much more. ‘Text book economists’ do not understand the country’s complexities, and neither they do good to the economy, or to economics. Also, the general perception is, that only 3 % pay taxes. Yes, 3 percent may be paying direct taxes but every citizen of India pays taxes indirectly when s/he purchases a product from the market. With GST implemented, all the more! So, to use this reason of low tax payer’s base is wrongfully placed.

It is time we considered a model that leads to growth which percolates downwards and spreads wide, that what I call as, ‘Distributed Growth model”. How do we make it happen?

Let’s look at the following data;

More money in the hands of the poor : There are about 250 million households in India and of these, about 25 % are BPL. So, we need to continue and enhance their earnings with “Mission 62.5 million households”.
Agriculture : The number of cultivators and agricultural labourers added together make up around 263 million or 22% of the population (@1.2 Bn population based on 2011 census). Investment in ‘Irrigation’, in agri-allied sectors, and in setting up forward linkages with markets in towns, and for exports is the need. Special ‘Agri-infra & Irrigation mission’ project is needed to fire the most important engine of our growth – Agriculture.
MSME : As per the annual report of the MSME Ministry (2015-16), MSME sector employs about 80 million people in about 36.1 million units. Out of these, units in rural areas are 20 million and number of women enterprises are 2.6 million. MSME needs to expand more to semi-urban and rural areas and engage youth and women entrepreneurs, and also boost MSMEs expansion in food processing, agriculture based and allied segments, high-end tooling, IOT and niche manufacturing. MSME is where massive employment and income gets generated. It will not only ensure success of ‘Make in India’, but most importantly, as the MSME employees themselves are the customers of “Make in India’, it will create ‘customers’ for such products. With such customers available, ‘Make in India’ will be a grand success. MSME is the second engine of the economy that needs to be fired up
Six states (Bihar, Uttar Pradesh, Rajasthan, Madhya Pradesh, Jharkhand and Chhattisgarh) have 42 percent of population and 56 % of the total population growth. Luckily, all these are under BJP. We need to invest more in uplifting the economy of these states. Lower growth in these states can drag down the overall growth of the country.
Retailers number 13 million and we need to carefully tread FDI in online and retail segments. 100 % Investment in Retail for daily use products might be myopic, and the policy makers need to be careful if BJP wants to run this country for another 25 years! Also, we need to create innovative models to explore, to seek investments in retail and grow the standalone stores at the same time
Tourism: India has about 10 million tourist arrivals and this can become 5 times. Imagine the number of hotels & convention centres, cabs, guides etc. that will come up and the best part, without any Government investment, as the private sector will invest seeing the business potential. Government must focus on tourism as a job creator and a foreign exchange earner. India has so much to offer to global and domestic tourists! Focus on ASEAN and expand beyond .

Health & Education

Recent study had revealed that 50 million go below poverty line due to healthcare costs. Also, it is a known fact that most of the ‘educated’ are not ‘skilled enough’ to do the jobs that the country needs as its economy evolves. Hence, education and health needs investment. If the workforce is not healthy and competent, how can the economy be strong? In fact, anecdotally (since I am not an economist by training), I would take the liberty of stating that GDP growth would be equal to the GDP spends on education, and health! Our healthcare system and education system is in shambles and it needs massive investment. For achieving ‘distributed growth model’, investment in health and education are a precondition.

Strongest thing about India’s economy is ‘1.34 billion consumers’, who run the consumption story (growth engine) for the country, and we add about 18 million new consumers every year. With more opportunities for consumers from Agriculture, MSME and Tourism; and assuring them with quality health and education; we will fire the economy to grow 10 percent a year, and that too, sustainably.

I see foreign trained economist keep warning India about the Fiscal discipline. If the investments are going in areas outlined above and not in opex, we must not worry. Even if the fiscal deficit reaches 5 percent, investments in these sectors will payback, and our economy will be amongst the 3rd largest in a decade. USA is a case in point. It is too big an economy and though its fiscal arithmetic is baffling, does it worry about its ratings or deficit!!?

In oil rich Gulf countries, GDP and GDP per capita appears fantastic as statistics, but since the oil fields are in the hands of a few royal families, the wealth gets concentrated in a few hands. Recently, the annual Oxfam survey has found that the wealthiest 1 % Indians garnered 73 % of the wealth created in 2017. This is due to the ‘Concentrated Growth model’. So growth alone with not suffice , and we need ‘distributed growth’. In the “Distributed Growth” model lies the answer. India should move to this model before the gap between ‘have’s’ and ‘have nots’ increases more!

What the policy makers must aim is on enhancing the income and money in the hands of consumers by creating more avenues to work, earn and spend. This will happen if we invest in agriculture and value addition in allied agro based industries, MSME, tourism, infra, health & education.

Lastly, let us not forget, electorate will evaluate Modi government’s performance on health, education, employment, electricity and inflation. These hold the key to a massive win in 2019.

Good economics is long term politics!

Rajendra Pratap Gupta is a leading public policy expert. Views are personal

De-bureaucratization, the next big move

http://businessworld.in/article/De-Bureaucratisation-Next-Surgical-Strike-An-Open-Letter-To-PM-Modi/20-01-2017-111803/#.WIRQb4rRa8c.facebook

Hon’ble Prime Minister Modi,

Namaste Sir,

Your time is very valuable and hence instead of seeking a personal appointment, I am writing this letter to you.

Peter Huntsman, CEO, Huntsman Corporation, US, said at the recently concluded ‘Vibrant Gujarat’ summit, which was inaugurated by prime minister Narendra Modi, that “Mr. PM, you visited our country in June and there are many of us who wished you would have stayed and taken over leadership of our country”.

This is the first time in history that any head of state would have received such a compliment and it is not easy to come by, and that too, for a developing country! This speaks volumes of how much the world believes in your exemplary leadership and seeks your guidance as a Vishwa Guru! I have always said that you have brought a lot of trust and respect to our country in the short span that you have been at the helm, and I am sure, what we have seen till now, is just 10 per cent of what you can do, and that you will totally transform the country over the next 10 years.

The earlier governments kept singing the slogan of ‘Garibi Hatao’ for decades, but, actually, they neither had the will nor the vision to do so. You have clearly shown that your focus is clear and you have clearly articulated the path to Garibi Hatao by your vision to provide water, electricity, house (with toilet) and access to every Indian by 2022. Moreover, the last budget set the direction for empowered citizens and developed India by focusing on rural development, agriculture and infrastructure. Rather than promising to people, you have decided to work hard and deliver, and this had been missing in the country and because of which, the people have lost confidence in politics and politicians both. You have a big responsibility of not just running the country as our most revered Prime Minister but a bigger goal to bring back the trust in politics and politicians

We have recently seen that you stand for your principles. Demonetization and the surgical strikes have proven that you will not hesitate to take tough decisions in the interest of the poor and to safeguard the nation. A few in the opposition have talked against demonetization. Post demonetization, we are clear about where the money is! Else, the so called world class economists talked about double digit growth and fooled us for years without even knowing how much money was in the system and where! Now other countries are considering to implement demonetization.

While you have initiated some big changes and more are likely to follow post the budget and the assembly elections, it would be pertinent here to state that the biggest drag on Rajiv Gandhi and Dr. Manmohan Singh Government was the same bureaucracy that we have inherited and which failed them, and it will fail this government as well if we don’t get rid of this imperial legacy – bureaucracy. We are beholden to bureaucracy as if, without them, the government cannot function, but the history proves that bureaucracy has ensured a status quo for this nation and worked on the principle of ‘I, me and myself’. Actually, the current bureaucratic set up is a bottleneck for fostering innovation and enterprise.

Let me quote;

“Rajiv wanted to revolutionize the bureaucracy and make things more efficient”. –Mark Tully in an interview

“You have sought a change in the manner in which this country is run and reform of administration to improve the quality of services will be our immediate priority”. Dr. Manmohan Singh, June 2004

Some of these leaders identified the real problem in India for implementing reforms as the failure of the bureaucracy to implement, and which let them down. I have written about the need and the path to transform the bureaucracy.

Also, am submitting the following for your kind consideration;

* ACR system be changed to CPR (Comprehensive Performance Review, wherein, 50 % of the appraisal depends on the individual performance, 25 % on the department’s / Ministry’s performance and 25% on the overall government’s performance).

* All posts, starting with the Joint Secretary, to be on a 5-year contract, based on annual comprehensive performance review, linked to implementation of the budget announcements and yearly plans. No bureaucrat be appointed as Secretary who has less than a year to retire & a bureaucrat at the level of Secretary have a fixed tenure based on yearly comprehensive assessment

* Start the lateral entry and compare the performance of career bureaucrats and professionals inducted in the government

* Sack the non-performing secretaries to send a strong message.

* This reform cannot be left to bureaucrats, as they will never let it happen. Also, if this is not done, it will be the biggest setback to the Modi Administration and will cost dearly.

In the USA, key officials come with the incoming President and are aligned to his vision. Also, the USA, U.K. and New Zealand governments have transformed bureaucracy to make their nations innovative and growth oriented.

Jairam Ramesh was bang on when he said, ‘the responsibility for bringing in reforms and change cannot be outsourced to bureaucrats and technocrats, as reforms, in essence, is a political enterprise”.
In the past, the political leadership could never deliver on getting rid of bureaucracy, despite the identification of the problem and only made statements from time to time to reform the bureaucracy. We are hopeful that, with a leader like Modi at the helm, we can now see this major reform becoming a reality, which will unlock the true potential of every Indian, and if this happens, in 2019, you can plan the mission of 400 plus for Lok Sabha.

Rajendra Pratap Gupta

Disclaimer: The views expressed are based on facts and experience and personal

How to reform the Bureaucracy

Kill bureaucracy to convert Red tape toRed Carpet

On May 28^th, I wrote the article in the ET; ‘Bureaucrat Mukt Bharat (http://blogs.economictimes.indiatimes.com/et-commentary/steel-frame-of-bureaucracy-is-an-obstacle-to-development-its-time-to-rehaul-it/).

On Independence day, we heard the Hon’ble PM saying that his Government’s motto is to reform, perform and transform. Also, on 01st September, Carnegie Endowment for International Peace wrote, “India’s economy has grown rapidly in recent years, but the country’s bureaucratic quality is widely perceived to be either stagnant or in decline”. A former PM had once said about the Indian Civil Service (ICS) , the earlier avatar of IAS; “as neither Indian, nor civil, nor a service.”

I think it is time to re-look at overhauling the bureaucracy, if we wish to realize the vision of Modi’s idea of India

We need speed, we need efficiency and we need effectiveness in our entire chain of command. This is the pre-requisite in realizing the vision of the greatest statesman – Modi.

We have had a mixed bag of experience with the bureaucracy in implementing some of the key announcements from the Hon’ble Prime Minister, and the commitment on budget announcements and schemes. I have the following suggestions;

The reason our bureaucracy fails is because of the following;

Unlike the politician, who have to go to the electorate every five years seeking ‘votes’ as his ‘appraisal’ for the performance, bureaucrats come with a ‘seniority based promotion’ and a defined retirement age and hence, they are least bothered for their performance reviews and also that these ACRs (Annual Confidential Reports) for performance reviews can be ‘managed’.
Also, since bureaucrats make the ACRs of these bureaucrats, the norm is ‘do no harm’, and they are generally rated between 8-10 in the ACRs and the chain continues year after year, badge after badge. Actually, now there is no merit in looking at these ACRs. Even the most corrupt and inefficient officers had the best of ACRs
Most of the bureaucrats are there for ‘authority’ and ‘administration’, and not development. Their approach is to ‘control’ and ‘Govern’ and not – ‘work as a team’ for ‘development’.
Also, if one gauges the real working of majority of these bureaucrats, they don’t work for anyone, but they work for themselves, and then, there are ego’s, differences, grudges and dislikes for other bureaucrats. So there is never a ‘team approach’ in whatever they do and this drags the performance of the Government.
Bureaucrats are more ‘procedure driven’ than ‘Outcome driven’. They focus more on following procedures and not necessarily on the outcome or performance, and that is why files take months to travel from one desk to another. Famously, one of the best performing Minister, Sh. Nitin Gadkari said on 09^thMay 2016, that it took him a 9-month wait for an approval for an automated parking. This is when Sh. Nitin Gadkari ji is known for being really fast in getting things done within the bureaucracy, and hence we can imagine what other ministers must be facing!

So, the time has come when we think out of the box and overhaul this system. Else, in 2019, our biggest failure will be because of the inefficient and unaccountable bureaucracy who will fail to implement Government’s key schemes.

We need to focus on the team approach; ‘One India, One team, one Goal’, that touches and transforms life till the last man standing in the line.

Re-defining the Appraisal System: As of now, we have an appraisal system that looks at ACRs, which only counts for an individual’s performance. If the performance and payment of the bureaucrat was based besides his individual performance (50% weightage) , the performance of his department / ministry (25%weightage) and the overall performance of the Government (25% weightage) , then the bureaucrats would work as a team and give up the siloed approach . So the first change is;

Move from ACR to CPR (Comprehensive Performance Review), which includes

Individual Performance Review (IPR). Based on the yearly goals/ deliverables assigned

A) Secretary’s goal should be decided by the Minister of the department
B) Deliverables of the Joint Secretary and above decided by the Secretary of the department and the chain follows down

Department’s Performance Review (DPR). Overall departmental review be based on the goals set for the year for the department / Ministry
Government Performance Review (GPR). This is the overall performance rating of the Government based on the

a) facts / data based self assessment by the Ministry / department (10 % weightage)
b) Annual online survey taken by the citizens, for all the departments / ministries at the central level (15 % weightage)

Weightage for each level of review for the Comprehensive Performance Review (CPR) :

Individual Performance Review (IPR) should have 50 percent weightage
Department’s Performance Review (DPR) should have 25 percent weightage
Government Performance Review (GPR) should have 25 percent weightage

Increments, variable pay/ incentives and promotions of officials should be based on CPR

Implementation: Can be in a phased manner ;

Option 1: We could start the IPR (Individual Performance Review) & DPR (Department’s Performance Review) from 2017 at the Joint Secretary level, and the CPR (which includes the overall Government review) can start from 2018
Option 2: CPR (Comprehensive Performance Review) can start at the Secretary level from 2017
Move to the Joint Secretary level from 2018
From 2019, the same can applied to employees holding the post of director rank in the government – Central
Option 3: Have CPR only for Secretaries in 2017, and rest can be in a phased manner

Parameters for IPR could be picked up from what is already defined under ACR, but it must be more specific like;

For Defining / planning time bound quantifiable and measurable deliverables for the year (20 % weightage)
Completion of targets within the time frame (20 % weightage)
Completion of targets without increase in budgets (15 % weightage)
Utilization of funds (15 % weightage)
Disposal of files & Grievances (15 % weightage)
Innovations (15 % weightage)

For any of the misses, the weightage be objectively apportioned.

Department’s Performance Review (DPR)

Every department must define / plan its key yearly deliverables / priorities. This must be done by the TEAM – Minister in-charge and officers up to the rank of Joint Secretary (20 % weightage)
Completion of targets within the time frame (25 % weightage)
Completion of targets without increase in budgets (20 % weightage)
Utilization of funds (20 % weightage)
Disposal of grievances (15 % weightage)

For any of the misses, the weightage be objectively apportioned.

Government Performance Review (GPR)

A part for the GPR be based on actual data / facts, and must be done by an independent government agency (40 percent weightage) and the rest must be based on public perception (60%) ; or it can be made (50 %) of actual assessment by an independent agency and (50 %) by public voting ;

Implementation of key schemes goals Vs. achievements (10 % weightage)
Meeting the Inflation target (5 % weightage)
Fiscal deficit (5 % weightage)
GDP Growth (5 % weightage)
Utilization of funds (5 % weightage)
Disposal of grievances (10 % weightage)

The government works for the citizens, and finally it is the citizens who are the best judge of its performance. Parameters 1-6 above can be objectively judged with data / facts, and others can be subjectively judged by the citizens under Jan Bhagidhari Assessment (JBA) through online voting.

At the end, it is the Government ‘for the people’, so the people must rate the Government on overall performance through public voting, after Government presents its self- appraisals on the points mentioned from 1-6 above.

The voting should be open for 30 days for the public to vote by a missed call from their registered mobile number on a toll free number; (60 % weightage should be assigned to public perception / judgment on performance) and 40 % on self appraisal / independent assessment by the Government.

Major change in bureaucracy is about making it a ‘performance based contractual service’: Also, one reaches the rank of Joint Secretary after a minimum service of 17 years. Joint Secretary is the actual ‘official’ who runs the show for the Government on a day-to-day basis, but if one sees the performance of the Joint Secretary, in a real sense, s/he does not feel accountable to anyone. The reality is, that now they are more driven by authority and administration and less by duty and development.

The biggest bane of bureaucracy is their job security and on one can demote them or remove them. When politicians have to go every five years for their performance review and renewing their term before the electorate, why should the top officials not undergo a review and renew based on their performance? Let us give them job security, but for performers. The Government is serious about a ‘Big Change’, and has to go and seek appraisal from the voters in 2019, but most of the bureaucrats are not as serious. They have been used to seeing government after government for decades. For them, this is all routine office work but for the Government, it is an implementation emergency. This is the only way to bridge the divide and bring about a cultural change for performance, accountability and rewards. Today, only the politicians are accountable but not bureaucrats! And it is time to change and fix the accountability based transparent review process / system.

All officers of the rank of Joint Secretary and above must be put on a 5-year contract, based on their performance review, with a performance based financial incentive for their outstanding work. So, the salary structure should have a fixed pay and a variable component . If they fail to live up to the performance standards (IPR) below 80 % for three years (out of five year term), they must be relieved. Let us not forget that the ‘Best are first to be hired and last to be fired’. So no worry for the best performers, rest should worry about themselves.

Even, Nirmal Kumar Mukarji, the last serving Indian Civil Service (ICS) officer in India who retired as Cabinet Secretary in 1980, as chief guest at the Indian Administrative Service’s 50th Anniversary celebrations 1997, had called for an end to the all-India tenured services.

Also, PS to the Minister is considered an important bureaucrat but he is a junior IAS. (below the rank of Joint Secretary), and hence s/he plays safe dealing with his seniors, as one day he might have to work under them, and the loser in this case always is the Minister. So, we need to consider that the PS to the Minister be a Special Secretary rank .

eOffice & eFile – Files are taking months to move from one table to another . e-Office / eFile concept must be implemented. No file should take more than three weeks and pass more than three levels. If there is a delay of more than a week, the note should be made on the file justifying the reasons for delay

Modi has the intent, the will and the vision and he is working really hard. Will his administrative system be able to catch up? There is a big difference in how the minister and the common man are handled by the bureaucrats. So the first impression here, should not be the last impression! Bureaucracy is slowly putting red tape to the red carpet !

Modi rightly said recently, “We cannot march through the twenty first century with the administrative systems of the nineteenth century”. If we see, we still have ‘Collectors’ in post British India, and this itself shows that the bureaucracy is still in 19^th Century! A senior IAS wrote to me, ‘Modi is ahead of time’ and I said ‘ Yes, Modi is definitely ahead of time but unfortunately, the bureaucracy is still in the 19^th century’. When Modi was thinking of Planning Commission, he made a profound statement, “Sometime it is better to build a new house than to repair the old one”. May be the same approach is needed for the ‘institution’ called bureaucracy. Do we repair the old house or / and build another one. The transition is critical and we have no time to lose. It needs to start soon and there should be a time bound plan to implement it

Rajendra Pratap Gupta

Kill Bureaucracy to save this country

How to reform Bureaucracy in India

Media Will face a crisis of existence in a decade

The world is going digital, and this is not just about changing reading habits , it is also about the changing business landscape . We need to look at this ‘digitization’ more deeply.

On June 5th 2016, we saw the news that, now the Audit Bureau of Circulations (ABC) — an independent body that provides audited newspaper and magazine circulation — is foraying into the measurement of digital properties, to track audience in the online space.This is going to create the biggest shakeup in the media industry. If people are spending more time online, the money will follow there and so, print media will either have to evolve new business models or face crisis of existence. Also, it means that the advertisement spends will now be in the hands of American giants like Google , Facebook etc. This is cause of serious concern .

Let us look at some more facts about how this evolution is taking place

One of the top global magazines;Newsweek, after 80 years, ended its print edition in Dec 2012. This signaled the direction to where the print media is headed about three years ago

Also, Let us take the case of book stores; Barnes & Nobles, Borders and Amazon. Barnes & Nobles was the largest book store in the world in 1997 (19 years ago) and at one time,Barnes and Noble and Borders controlled 25 % of the book market. But now, Barnes & Nobles (which started in 1886-130 years ago), is making losses and the valuations have dropped to USD 719 million. Also, Borders went out of business last year after being in business for 45 years. Amazon which started as a book store in 1994, 22 years ago, is valued at USD 88 billion. The industry went upside down in the past two decades, and we even don’t need a publisher now…. times are changing andthe message is clear .

Changing Role of Media – The Political dimension: Media is now not just a platform, it is a tool If you wish to fight an MLA election in Uttar Pradesh next year, you need to have 25000 followers online to seek an election ticket .

Also, over the past few years, we have seen that the government policies were withdrawn due to the ‘hue and cry’ in social media. So, the online / digital media has a new veto power in politics

Politicians are now reaching out to the audience via twitter and providing relief.The online media is also personalized and interactive, and delivers on the target.This is flipping the power in the hands of the consumer

Social media is very important for politicians as not only,it connects them to their audience, it amplifies their reach, knowledge and impact

Old media could cover news and the new media has the power to create news. This makes it a great tool

My personal experience: How media has changed personally for me? I stopped reading the print newspapers a few months ago,because;

1. During my travels , the news papers would pile up in my study and it was tough to catch up with the unread newspapers

2. With online newspapers ,I can forward ( email ) or save important news

3. I can read when I am traveling and news from any part of the world in any part of the world

4. Also, it is updated live … I don’t have to wait for my newspaper vendor to come late or bring a wet newspaper during rains,and wait for the magazine to come every fortnight or month, when I need and can read the news instantly

5. I can comment and put forth my views. So, the old media is passive media and the new media is active and interactive …. It makes sense to be using new media. Digital media has an edge over the traditional print media

6. Above all, It is free

The new age mediais bottoms up and not top down. You can ‘buy’ the new age media ..‘Trending’ will size you up Also, the new media is smaller and crisper. I don’t have to read the entire news, I can read the headline and go into the content based on my interest

I believe that in the next few years, twitter will become a news-channel or newspaper, and so will your TV transition into live app on phone, or Youtube may make way for multiple TV channels.

The media world will change faster than we can think Media has evolved from being a newsmaker to career maker and a policy maker The flip side of the new media is same as old age media … it is getting over crowded too fast. Luckily, it is asset-light to withstand balance sheet pressures

Now, the ‘virtual’ world Is the ‘real world’, and at this time, digital media is complementing the print media but in the near future, it has the potential to replace it, andwe cannot rule out its progression from prominence to dominance in the next few years Digital is successful because of ‘edge’ and not ‘age’ and those who do not take corrective steps, will face a crisis of relevance and existence both

(Rajendra Pratap Gupta is a leading public policy expert. Views are personal ) –

Media will face a crisis of existence in a decade

Bureaucracy Mukt Bharat

Time to change ?

http://blogs.economictimes.indiatimes.com/et-commentary/steel-frame-of-bureaucracy-is-an-obstacle-to-development-its-time-to-rehaul-it/

Last year at the Economic Times Global Business Summit, finance minister Arun Jaitley had said that “the creeping acquisition of Rajya Sabha is on”. The thumping victory in Assam and an increased vote share across states show that the BJP government at the Centre is marching towards its goal. Also, the party seems closer to the goal of ‘Congress-Mukt Bharat’ after the latest assembly polls.

However, these results need introspection from all political parties. While the results have led to comments from party veterans like Digvijaya Singh’s observation that Congress needs “a major surgery” and Satyavrat Chaturvedi’s similar prognosis involving “a cardiac surgery”, the Narendra Modi government needs to conduct an open heart surgery for a ‘Bureaucrat-Mukt Bharat’. In 2014, India had voted in Modi to spearhead radical change, end corruption, execute citizen-friendly policies and administration, provide development with jobs, and lower prices.

The prime minister started well by meeting the secretaries and not his ministers. But somehow, the bureaucracy, after a while, started ignoring the ministers, as they had direct access to the PMO. I know of a minister who lost his portfolio because the secretary of the department made repeated complaints against this honest man who took a tough stand on irregularities happening in the ministry. Finally, the bureaucrat succeeded in ousting the minister.

I had a meeting with an additional secretary in the presence of a Cabinet minister. We discussed a few programmes that could be implemented on a priority basis. The additional secretary had a problem for every solution we proposed. He provided reasons as to why a major programme could not be implemented. And when we provided a workable solution for each one of his ‘problems’, he finally agreed on a timeline — without ever delivering. During the meeting, he kept flaunting that he had just returned from a meeting at the PMO.

Dragging the Nation Down
Then there was a senior technocrat in a ministry whom I met last month. He immediately told me to send him an email and promised that he would get the job done. The email was forwarded to his junior for action only after nine days! And this, despite clear instructions from the Cabinet minister a few days before. Most bureaucrats don’t seem to be bothered with the job at hand.

When people single out politicians for corruption and non-performance, I beg to differ. The bureaucracy runs the government. If the bureaucrats did their jobs well without fear or favour, we would not have straggled so far behind China. We have been terribly let down by the bureaucracy. There are always exceptions, of course. But they are far and few between.

Bureaucracy has still not got out of the officer culture that they have been used to for about 60 years of Congress rule. The role and orientation of the civil services has to change. Bureaucrats need to give up their role of ‘administrators’ and work on becoming ‘developers’.

I keep hearing that bureaucrats are afraid of taking decisions due to the fear of being hauled up by the Comptroller and Auditor General (CAG), the Central Vigilance Commission (CVC) and the Central Bureau of Investigation. But aren’t these institutions also in the hands of their fellow officers? Why on earth are bureaucrats afraid of bureaucrats?

It is time for the officer to learn a few lessons from the armed forces. Soldiers join the army knowing well that while working for the country, they can lose their lives. The working conditions for soldiers are not as comfortable as that of bureaucrats and neither do most of their pay scales match those of bureaucrats. And, bureaucrats are also soldiers for development and they should not worry about action against if they discharge their duty impartially and without fear or favour.

If people don’t have the passion and commitment for the country, or if they join the civil services for a job that gives them only authority as an administrator — or only for a safe job with a good retirement plan — don’t join the administrative services. Modi has a grand vision and is a man of action. So, either the bureaucrats rally behind the prime minister’s vision and implement his government’s idea of India by focusing on development with passion. Or we get rid of them.

Goodbye to Bureaucrats
Union road transportation minister Nitin Gadkari has got rid of bureaucrats in his ministry in key positions while having achieved a lot in a ministry considered tough to handle. Could Gadkari’s prowess as a minister have anything to do with the fact that his private secretary and key members of staff are from outside the Indian Administrative Service (IAS)?

So, we need to get rid of the British Raj-era kind of bureaucracy and its officer culture. Otherwise, the bureaucracy will be the biggest bottleneck for implementing the vision of the Modi government with the country paying a price it cannot afford. Fortunately, the prime minister has three years left in his current tenure. So, the next goal for the government should be a ‘Bureaucrat-Mukt Bharat’.

The writer is a public policy expert

DISCLAIMER : Views expressed above are the author’s own.

Published in The Economic Times on 28th May, 2016

Packaging sells and also kills !

We heard the famous marketing quote that , ‘ packaging sells’, but the story for most of the India’s middle class, who eat on roadside eateries is somewhat different , and the new message is ‘packaging kills’ , and more so, when food gets garnished with lead and other hazardous chemicals !

India is a foodie nation, and with the rising middle class, our eating habits are changing. There is an increasing tendency to eat food outside, and India, predominantly being a middle class nation, our preference is for road side eateries and small or mid size restaurants. But what goes unnoticed is; the newspapers used in packing food items, or the printed material on tea bags, and the potential dangers associated with them.

It is a fact, that the newspapers are printed with ink that is dissolved on it with the help of chemical solvents. Studies have shown that printing ink from newspapers can easily gets into foods wrapped or served in them and this is dangerous for health. The solvents used in ink are potentially carcinogenic.

Also, newspapers and cardboard boxes used for packaged foods are made of recycled paper, which may be contaminated with harmful chemicals like di-isobutyl phthalate and di-n-butyl phthalate that can cause digestive problems and also lead to severe toxicity.

It is a fact that the recycled paper used has printing ink residues. These un-cleaned residues have found to contain hormone disruptors like benzophenones and mineral oils which can interfere with reproductive cycle of women.

Through the print based packaging, there is an exposure to organic chemicals called aryl amines, such as benzidine, Naphthylamine and 4-Aminobiphenyl, which are associated with high risks of bladder and lung cancer. Apart from these, printing inks also contain colorants, pigments, binders, additives and photo-initiators, which have harmful effects.
It is also believed, that the mineral oil-based printing inks for newspapers contain mineral oils, which consists of various types of hydrocarbon molecules that can exist as Mineral Oil Saturated Hydrocarbons (MOSH) and Mineral Oil Aromatic Hydrocarbons (MOAH). These hydrocarbons usually convert into gases by evaporation that eventually penetrates food items.
Newspapers are usually produced by a system called offset-web printing, which requires a certain consistency of the ink (it needs to be very thick) and a particular means of drying. For the former, mineral oils (petroleum-based) and solvents such as methanol, benzene and toluene are used; and for the latter, heavy metal (Cobalt)-based drying agents are used. None of these should be used in food packaging, as they are also classified as harmful and can be dangerous for health if consumed.
According to the FAO / WHO, Joint Expert Committee on Food Additives, the safe upper limit for the MOSH in foodstuffs is 0.6mg/kg. Older people, teenagers, children and people with compromised vital organs and immune system are at a greater risk of acquiring cancer-related health complications.
Another problem lies in the plastic bags used in takeaways. These bags are made of polyethylene (polythene) and the principal potential ‘migrant’ agent is ethylene. There are a number of potential additives to polythene, such as anti-static agents, ultra-violet protection and flame-retardants. These additives can be very dangerous if they find way into the takeaway food, which usually happens.
According to an article in the British Medical Journal, ‘Food packaging and migration of food contact materials: will epidemiologists rise to the neotoxic challenge? J. Epidemiol’ by Muncke J, et al. (Feb 2014), scientists say that most food contact materials (FCMs) are not inert. Chemicals contained in the FCM, such as monomers, additives, processing aids or reaction by-products, can diffuse into foods and this chemical diffusion is accelerated by warm temperature, and in India, the temperatures can touch as high as 45 degrees Celsius.
The scientists believe that FCMs are a significant source of chemical food contamination. As a result, humans consuming packaged or processed foods are chronically exposed to synthetic chemicals throughout their lives.
Formaldehyde, another known carcinogen, is widely present at low levels in plastic bottles made of polyethylene terephthalate. Other chemicals known to disrupt hormone production and used in food and drink packaging include; Bisphenol A, tributyltin, triclosan and phthalates.
There is an increase in the use of tea bags, and while using teabags, sometimes people squeeze the teabag using the label at the end of the loop. This can leak the ink from the label. I would recommend that the guidelines be framed and implemented to warn people of the same and prevent this practice
I also suggest that based on the facts available, it might be worthwhile banning the use of plastics, recycled materials and newspapers for food packing.

The FSSAI must act immediately and frame guidelines to control wrapping of fried foods in newspapers, banning the use of plastic bags for takeaways, and other practices that are harmful.
Further, it must mandate the use of ‘food packaging grade’ butter paper or aluminum foil for packaging food. We need to act on this without losing any further time
DISCLAIMER: The views expressed are solely of the author and ETHealthworld.com do not necessarily subscribe to it. ETHealthworld.com shall not be responsible for any damage caused to any person/organisation directly or indirectly.

About Rajendra Pratap Gupta

Rajendra Pratap Gupta is a global healthcare leader and a revered public policy expert, and is the author of the Healthcare best selling book, ‘ Healthcare Reforms in India – Making up for the lost decades’ . @rajendragupta

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About Rajendra Pratap Gupta

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