Cashew Apple Liquor-Based Cough Syrup – A Natural, Safe, & Sustainable Healthcare Solution

The idea of developing a natural cough syrup from Goa’s traditional cashew apple liquor (Feni) brings together science, indigenous knowledge, public health, and farmer welfare. With rising concerns over the ingredients used in conventional cough syrups, there is a growing need to explore safer and more sustainable alternatives. Cashew apple liquor, deeply rooted in Goa’s culture and produced by local communities for generations, offers a promising foundation for such innovation. This proposal highlights the potential for a collaborative effort involving universities, health sciences institutions, industry partners, and government agencies to explore and develop a cashew apple liquor-based cough syrup that is natural, safe, and supportive of sustainable rural livelihoods. Background and Rationale Recent global concerns about harmful ingredients in certain cough syrups have sparked widespread social, political, and economic reactions. This situation underscores the urgent need to explore natural, harmless, and easily available remedies—especially for children. Cashew apple liquor (Feni), with its rich nutritional properties and traditional medicinal uses, presents a unique opportunity. While consuming it directly is an adult matter, using it in small, carefully calibrated concentrations within a medicinal syrup could make it suitable for all age groups. For centuries, humans have used naturally fermented liquors not only for enjoyment but also for easing fear, distress, and minor ailments. In Goa, villagers have long regarded Feni as beneficial, reflected in the well-known Konkani phrase:“Kazoocho Soro Jeevak Boro” – Cashew liquor is good for life. Across India, cashew apple production generates nearly 4 million metric tonnes of fruit, much of which is discarded. Harnessing this underused resource could provide farmers with new income streams while supporting local industry. Why a Natural Alternative Is Needed Children everywhere deserve safe, effective, and accessible healthcare solutions. A cough syrup made from cashew apple liquor can be: – Natural – Farmer-friendly – Sustainable – Easily produced at village level In Goa, Feni is a Geographical Indication product traditionally made in small distilleries by local farmers. Other states can also adopt simplified regulations to support decentralized production. A trust-based system with self-regulation, supplemented by excise oversight, can ensure responsible and viable production. Transporting cashew apples to distant distilleries is often unviable; therefore, a farmer-oriented, village-level approach ensures better outcomes for both producers and consumers. Scientific and Pharmaceutical Considerations Most conventional cough syrups—Zeecof, Coflet EX, Corex, Benadryl, Tus-Q, Ascoril, and others—contain active ingredients such as – dextromethorphan, phenylephrine, chlorpheniramine, codeine, paracetamol, bromhexine, terbutaline, salbutamol, guaifenesin, ambroxol, etc. These medications are effective but must be used cautiously and as directed by healthcare professionals. In contrast, a cough syrup based on cashew apple liquor at 20–22% concentration, combined with a simple sugar base, could reduce reliance on chemical additives while offering natural therapeutic value. Pharmaceutical expertise is essential to ensure safety, dosage accuracy, and compliance with standards. Universities and industry partners should collaborate to incubate and support this innovative product. At least ten pharmaceutical companies may compete to develop a cashew apple liquor-based cough syrup for both the Indian market and export. Implementation and Collaboration A coordinated effort is needed to transform this concept into a viable healthcare product. Steps include: Engaging universities, health sciences institutions, and industry partners Signing a Memorandum of Understanding with key organizations, including IMA Mangalore Conducting detailed studies on formulation, dosage, safety, and efficacy Encouraging research in formats that are: – Scientific – Technological – Technical – Pharmaceutical – WHO-compatible – Designed specifically for human use The overarching goal is to create a cough syrup safe for: – Infants – Children – Adolescents – Adults – Elderly populations Cashew apple processing should become a home industry, where farmers extract juice and ferment it with support from State Excise Departments. International Dimension This project offers an opportunity for integrated collaboration at the global level. The FAO, UNIDO, and WHO, working together with the Government of India, can pioneer a model that links: – Agriculture – Industry – Public health Such inter-agency cooperation would promote sustainable innovation, rural livelihoods, and India’s traditional strengths in natural product development. Conclusion A cashew apple liquor-based cough syrup brings together tradition, science, and sustainability. It offers a path toward a natural, safe, and culturally rooted healthcare solution while enhancing farmers’ incomes and reducing waste. Through coordinated research, responsible production, and international collaboration, this vision can become a transformative model for natural healthcare innovation.
Posted by G Giridhar Prabhu

Strengthening the Central Warehousing Corporation

Preamble The Central Warehousing Corporation (CWC) has played a foundational role in developing warehousing infrastructure in coastal Karnataka. It established the Mangalore Warehouse in 1964, which was supported by the Kanara Chamber of Commerce and local merchants as a modern and objective system of dematerialized storage. CWC later expanded into the New Mangalore Port Trust (now New Mangalore Port Authority) and created a Container Freight Station (CFS) in the Panambur customs-bonded area, providing essential storage for import and export cargo and facilitating Customs operations for stuffing and de-stuffing containers. Introduction For the last 65–70 years, CWC has consistently delivered orderly and reliable warehousing services. It has supported the public distribution system in a substantial way, with agencies such as the Food Corporation of India using its facilities effectively. As part of a national policy, CWC is now selling urban properties in congested areas to generate resources and reorient its core functions toward warehousing in regions where demand is highest. This shift supports new expansion, including areas crucial for FCI operations as well as for the dynamic private sector. Strategic Expansion Priorities CWC has been a pioneer in container operations and the establishment of Container Freight Stations. For future growth, certain regions in Dakshina Kannada, Udupi, Uttara Kannada, and Kerala offer substantial potential: Udupi and Uttara Kannada Udupi district, formed 25 years ago, presents an opportunity for a new warehouse at Mookambika Road Station on the Konkan Railway—an ideal location for long-term capacity, potentially serving 25 years of demand. As warehousing demand grows nationwide and the private sector expands aggressively, CWC must secure its position in rural and strategically located areas. In Uttara Kannada, Ankola Station is a suitable location due to its proximity to the Konkan Railway line and the potential for goods distribution in both directions. Rail-Linked Warehousing Corridors Goods arriving via the Konkan Railway can be efficiently unloaded and distributed regionally. Mookambika Road offers favourable conditions for land acquisition. A quadruple line or loop-line principle can be implemented alongside tracks to build warehousing complexes connected to the National Highway. This will allow wagon unloading, container stripping, and support for domestic supply chains where CONCOR is developing new CFSs. Parcel vans attached to trains can enable faster movement of passenger parcels, small business cargo, postal and courier shipments, and e-commerce deliveries. Integrated Logistics in Kerala CWC can extend its reach into northern Kerala with facilities at: – Manjeshwar – Kumbla – Kasargod North – Kasargod South – Up to Feroke Station These locations experience a daily movement of 10,000–12,000 tonnes of sensitive and non-sensitive commodities. Sensitive items include black pepper, arecanut, and other horticultural products, while rubber and latex form a major non-sensitive category. CWC can collaborate with the Rubber Board of India to create specialized storage, potentially extending to Kottayam. Kerala’s high land prices and road congestion necessitate single-track warehousing concepts with access to national highways to ensure efficient movement. Long-Distance Distribution Long-haul cargo distribution, particularly natural rubber, can be routed to northern consumption centres such as Ludhiana. Dedicated containerized parcel services can handle domestic traffic for north–south and east–west corridors. Cereals arrive mostly by bulk transport, while pulses continue to move by road. Expanding in Mangalore The Mangalore region is experiencing rapid growth in plastics, petrochemicals, and specialty products. CWC can secure revenue land near: – Panambur Station, already connected to APMC markets – Mangalore SEZ, including access to Mangalore Refineries and Petrochemicals Additionally, land across the Konkan Railway Corridor is notified for controlled development, enabling new goods and parcel traffic routes under the upcoming Konkan Railway Zone. A dedicated CFS for SEZ input/output handling can be developed, with evacuation via Southern Railway, South Western Railway, and the proposed Konkan Railway Zone. Capacity could reach 3–5 million tonnes annually. Urban Property Optimization CWC owns approximately 17,000 sq. metres of valuable land in Mannagudda, Mangalore, suitable for auction to a cooperative led by the Mangalore Business Committee. The site can support: – Global Capability Centers (GCCs) – Government offices – Residential facilities With its central location and high value, the land offers significant revenue potential. Using architectural planning, bridges can connect two towers across the plots, creating an integrated complex. The potential land value is around ₹60 lakhs per cent (₹60 crores per acre), yielding a notable financial realization. These proceeds can be reinvested into rural warehousing with better rail access across the Konkan region, extending up to Karwar and Ankola. Future infrastructural developments—such as the Ankola–Hubli rail line and Konkan Railway Zone expansions—will further strengthen supply chain efficiency and regional wellbeing. Key Opportunities for CWC a) Mangalore can assimilate global warehousing knowledge, leveraging its strong software ecosystem to support international logistics operations. b) A server facility at Mookambika Road can serve national and international warehousing networks, including Africa, through South–South Cooperation. The New Mangalore Port Authority would support cargo destined for new markets. c) The Mannagudda property can be auctioned after consultation with the district and state administration, developing cooperative facilities that enhance Mangalore’s attractiveness for GCCs. Revenue can support advanced railway-siding-based warehouses and container-handling facilities. d) CWC can establish a Regional Office for South & International operations in Mangalore, supporting precious metal imports (gold and silver) from countries like South Africa and Australia. e) A future GCC in Mangalore can serve Asia-Pacific and Indian Ocean nations, combining modern technology with traditional logistics expertise. It can also act as an SPV for empty container storage, repositioning, and leasing—especially important for South India’s growing trade demand. f) These developments will decentralize infrastructure, reducing pressure on Bengaluru, New Delhi, and Mumbai, while creating a powerful southern logistics and administrative hub. Conclusion CWC has the opportunity to place Mangalore on the divestment list and engage local merchants and citizens in a participatory approach. By shifting core operations to areas with efficient rail–road convergence, warehousing performance can significantly improve. Strengthened port-based warehousing will support rising import and export volumes for mass-consumption goods. As India is poised to increase agricultural output by 50 million tonnes, robust warehousing will be essential for both domestic distribution and international trade.
Posted by G Giridhar Prabhu

Strengthening India Post and the Indian Postal Bank

A Proposal for National Integration and Financial Inclusion India Post stands tall as one of the nation’s most respected institutions — an organisation of national reckoning that touches every citizen from birth to death. It continues to be a trusted carrier of information and a symbol of integration across the country. This proposal seeks to strengthen both India Post and the Indian Postal Bank, transforming them into the backbone of communication, savings, and financial access for every citizen. Summary of the Proposal All postal services should operate on a true cost basis with a 15% surplus, ensuring efficiency and sustainability. The India Postal Bank must serve every citizen, ensuring universal access to banking. India Post can further national integration by offering authentic translation services of laws, rules, and gazettes in all official languages. Every government and official building should provide currency deposit and withdrawal facilities, for both Indian and international currencies. Railway Stations should become hubs for Postal Bank and Postal Services, reviving the spirit of the Railway Mail Service through a modern hub-and-spoke model. The Reserve Bank of India (RBI) may handle all coins and currency from mints and presses, while Postal Banks at railway stations act as currency chests and distribution hubs. India Post may lease BSNL and other government properties for approved official services. The Postal Bank must be compensated for services provided to government agencies. The Postal Services Board can expand into “India Communication Services”, creating new cadres and employment opportunities. Collaboration with the RBI and international postal systems can strengthen communication and currency exchange infrastructure. Postal Services Board Proposal The RBI should be the sole handler of coins and currency, managing chests for all banking entities on a correspondent basis. Every financial institution should open a current account with the Postal Bank solely for cash supply and absorption. The Indian Postal Bank should function as India’s largest narrow bank — collecting savings, offering 0% current accounts and nominal-interest savings accounts, without lending to individuals or institutions. It invests exclusively in central government securities. The Postal Bank can sustain 1.75 lakh employees by collecting savings, disbursing cash, and operating under transparent, fee-based regulations. Expansion of Functions India Post may lease BSNL and government properties to handle approved activities of institutions such as the Election Commission, Parliament Secretariat, Judiciary, and others. The Postal Board can engage UPSC applicants, apprentices, and trainees, especially those preparing for public administration, in structured programs. Within the Parliament Complex, the Postal Board can act as an official communication channel for the Lok Sabha Secretariat, Rajya Sabha Secretariat, Election Commission, Finance Commission, and all constitutional bodies. The Postal Bank should be compensated for all services rendered to government agencies operating on its premises. Development of New Cadres The Postal Services Board can evolve into India Communication Services, creating new cadres through UPSC or direct recruitment. This Cabinet-approved personnel reform can generate large-scale employment while integrating communication and administrative functions across institutions. A multilingual national communication backbone can emerge — using all 23 constitutional languages — positioning India Post as the nation’s authentic communication channel. India Post can serve as the official translator for courts, ensuring accessibility and accuracy in every language. Every government office should host a Post Office counter as a familiar citizen interface, reinforcing India Post’s role as the bridge between people and the State. Collaboration with RBI and International Linkages The Postal Services Board can manage RBI’s backend infrastructure, ensuring citizens’ easy access to the Postal Savings Bank. It can facilitate currency exchange for foreign visitors and during emergencies such as hospital needs or national disasters. Through the Universal Postal Union, India Post can represent India globally — training staff abroad and managing embassy-level communication systems. Personnel Management The Indian Postal Bank, under the Indian Postal Service, should become a channel of national integration and trust. Every railway station should host a secure, well-built postal counter that accepts cash and checks from anyone within its jurisdiction. Each station should have three service counters – outside, inside but before the platform, and within the platform area. Cash deposit machines and ATMs will be installed near parking areas, ensuring convenience for local merchants. This will mean around 24,000 Postal Bank counters across India and 100,000 deposit machines serving railway and transport hubs. Post offices will also handle bus ticket counters, integrating postal and transport functions. The idea is “banking on the go”, enabling merchants to deposit daily collections easily. Postal Banks should operate from 6 AM to 10 PM, with employees working efficient four-hour counter shifts. The RBI should ensure two ATMs per station, distributing new notes and coins in eco-friendly packaging. Around 1.75 lakh employees will manage currency operations, with full access to social security and benefits, ensuring dignity of labour. Employment and Recruitment Anyone aged 21–70 years can opt for part-time or full-time work if they reside within 1–2 km of their assigned post. The proposed workforce includes 1.75 lakh Junior and Senior Officers, recruited through UPSC or direct entry. Work shifts will be organised into four rotations, each lasting four hours. With over 40,000 bus and railway stations, total employment could reach 8 lakh individuals. Students and young people above 18 years can join under an “Earn While You Learn” scheme. A two-year apprenticeship will prepare workers for wider government roles, contributing to a national skills registry. Operations and Expansion The Indian Postal Bank can operate in airports in partnership with the Airport Authority of India. The RBI can authorise it as the sole evacuator of currency from mints and presses to stations and cities. Commercial banks would no longer need to maintain currency chests, as Postal Banks will handle cash logistics securely. With protection from Railway and State Police, every major station can house Postal Bank ATMs and deposit machines.New ₹300 and ₹400 notes may be introduced — ₹300 for farmers and ₹400 as a symbolic wage for security personnel. Express trains could carry Postal Bank compartments for the safe and quick transfer of currency. Integration with state transport cooperatives will strengthen cash movement and public convenience. Conclusion The Indian Postal Bank will maintain strong daily cash flows, mobilising savings automatically from all sectors. With railway stations, bus depots, and airports serving as active financial hubs, this network will create new growth pathways for India. Together, India Post and the Indian Postal Bank can unite communication, finance, and service — generating jobs, ensuring inclusion, and securing the nation’s currency system, all while reaffirming India Post’s role as a true symbol of trust and integration.
Posted by G Giridhar Prabhu

Proposal for a Planned Exit from the Urea Subsidy

Introduction India’s fertiliser subsidy system, especially for urea, has ensured affordable access for farmers for decades. However, this subsidy now poses structural, fiscal, and environmental challenges. Urea remains disproportionately cheap compared to other fertilisers, encouraging overuse and soil nutrient imbalance. A gradual, well-structured exit from the subsidy is essential to ensure fiscal prudence, environmental sustainability, and agricultural productivity, without hurting farmers’ income or food security. Background India consumes about 35 million tonnes of urea annually, with more than 70% under price control. The current subsidy regime distorts the fertiliser market, discourages balanced nutrient use, and drains public finances. Moreover, excessive urea use leads to soil degradation and environmental stress, while the subsidy discourages innovation and efficiency in fertiliser production. The government has made progress in direct benefit transfer (DBT) for fertiliser payments and promoting alternative nutrients like nano-urea, but the system remains heavily dependent on large-scale subsidy disbursements. A planned withdrawal over several years—combined with technology, logistics, and communication reforms—can enable a smooth transition. Rationale for Exit The key reasons for a planned exit include: – Rationalising public expenditure and freeing fiscal space for infrastructure, irrigation, and rural livelihoods. – Encouraging farmers to use balanced fertiliser combinations, improving soil health and long-term productivity. – Enhancing transparency and reducing leakages through efficient delivery systems. – Aligning fertiliser pricing with actual production and transportation costs. – Promoting innovation, efficiency, and private participation in fertiliser production and distribution. Proposed Framework for a Gradual Exit The exit must be phased, ensuring minimal disruption and clear communication. The following framework combines administrative, financial, and technological measures for an orderly transition. Stage One – Foundation for Reform A baseline year should be established to identify regional fertiliser usage, soil health status, and crop requirements. The first step would be to strengthen data collection through soil health cards and integrate fertiliser distribution with digital systems. India Post, Indian Railways, and the Common Service Centre (CSC) network can form the backbone of this logistics and monitoring system. Existing DBT mechanisms should be redesigned so that farmers receive targeted support directly in their accounts, instead of the subsidy going to fertiliser companies. This allows gradual correction of urea prices without immediately burdening farmers. Communication will play a vital role. The Ministry of Chemicals and Fertilisers, along with the Ministry of Agriculture and Department of Posts, should jointly handle information campaigns to explain the rationale, benefits, and stages of change. Messaging should be farmer-friendly, multilingual, and supported by extension officers and Krishi Vigyan Kendras. Stage Two – Controlled Price Correction and Nutrient Balancing Once DBT to farmers is in place, urea prices can be increased modestly in a predictable manner—perhaps 5–10% annually. Simultaneously, farmers should receive a compensatory cash transfer for two to three years, gradually tapered off as the market stabilises. At this stage, promotion of balanced fertiliser use becomes essential. Excessive urea usage can be corrected through incentives for complex fertilisers (NPK) and organic alternatives. Public campaigns can highlight that balanced nutrients improve yields, reduce input costs, and enhance soil fertility. This phase must also encourage increased production and distribution of nano-urea and other efficient formulations. These are lighter, easier to transport, and reduce nitrogen losses. Scaling up nano-urea production and its integration into the distribution system through Railways and India Post will improve access across regions. Stage Three – Liberalisation and Market Reform As subsidies taper down, the fertiliser market can be gradually liberalised. Domestic manufacturers and importers should compete under transparent pricing. Government oversight will remain for quality control, safety, and environmental standards. Railways can play a crucial role in ensuring efficient bulk movement of fertilisers, using a hub-and-spoke model where central warehouses supply district-level depots. India Post can handle last-mile logistics, ensuring supply even in remote areas, while also tracking sales and usage through digital receipts. To prevent sudden price shocks, buffer stocks and regional reserves can be maintained. Farmers’ cooperatives and state agencies can handle temporary procurement if prices spike abnormally. This ensures food security and confidence during the transition. Institutional and Administrative Measures A Urea Transition Coordination Committee should be set up with representatives from key ministries—Chemicals and Fertilisers, Agriculture, Finance, Railways, and Communications. It will coordinate implementation, track impact, and ensure corrective action. The use of technology—GPS mapping, online fertiliser tracking, and e-market platforms—should be expanded to ensure transparency. Integration with the Aadhaar will allow direct monitoring of subsidy transfers and farmer reach. District-level agricultural officers should work with post offices and Panchayats to identify farmers, verify land holdings, and ensure correct cash transfers. Special outreach efforts should be made in areas heavily dependent on urea-based farming, such as paddy and sugarcane belts. Safeguards for Farmers Farmer incomes must remain protected. The transition should ensure that total production costs do not rise sharply. Compensation transfers during the initial years will prevent shocks. Additional support through MSP adjustments, crop insurance, and targeted irrigation subsidies can offset input cost increases. Encouraging adoption of bio-fertilisers, composting, and integrated nutrient management will reduce dependency on chemical fertilisers. These initiatives can be supported under existing government schemes, ensuring continuity of farm productivity. Small and marginal farmers should be given priority in cash transfers and technical training. Farmer Producer Organisations (FPOs) and cooperatives can act as intermediaries, helping farmers understand nutrient balancing and efficient input use. Financial and Economic Benefits A phased exit can save the government over ₹1 lakh crore annually in the long run. These savings can be redirected to rural infrastructure, agricultural R&D, and soil rejuvenation programs. Reducing urea overuse will also cut import dependency, conserve foreign exchange, and improve environmental sustainability. Moreover, transparent fertiliser pricing will attract private investment and competition, improving efficiency and reducing administrative burdens on the government. Use of Public Systems for Delivery The Indian Railways can act as the main carrier for bulk fertiliser movement, ensuring timely supply to regional depots. Railways’ data systems can track shipments, costs, and leakages. India Post, with its vast rural reach, can deliver fertilisers to small farmers and act as an information and distribution hub. Its digital infrastructure allows real-time updates, grievance redressal, and delivery authentication. This collaboration between Railways and India Post will modernise fertiliser logistics, strengthen public institutions, and build transparency in the entire supply chain. Communication and Farmer Outreach The success of this plan depends on how well it is communicated. Farmers must feel part of the process, not victims of reform. Messaging should highlight how direct transfers empower them to make independent choices. Radio, television, and local campaigns through Panchayats should explain how soil health, balanced fertilisation, and direct benefit transfer will strengthen agriculture. Training sessions and demonstration farms can help farmers witness the benefits of reduced urea dependency. Agricultural universities and Krishi Vigyan Kendras can lead these initiatives. Environmental and Soil Health Impact India’s heavy urea usage has caused nitrogen imbalance, declining soil organic content, and water contamination. A controlled reduction, combined with bio-fertilisers and composting, will restore soil structure and reduce pollution. Promotion of integrated nutrient management—combining organic and chemical sources—will ensure sustainable yields. These environmental benefits, combined with fiscal savings, make the reform both economically and ecologically essential. Conclusion India’s fertiliser subsidy system has served its historical purpose but now needs restructuring. A planned, phased exit from urea subsidy—supported by direct transfers, logistics reform, and farmer outreach—will create a more balanced, efficient, and sustainable agricultural economy. The proposed transition is not an abrupt withdrawal but a gradual reallocation of resources. Farmers remain central to this reform; their incomes and productivity must be safeguarded. By using India’s strong public networks—the Railways, Postal Service, and Digital India infrastructure—the transition can be executed smoothly. This initiative can become a model for rational, transparent reform in India’s subsidy architecture—combining fiscal responsibility, environmental care, and farmers’ empowerment.
Posted by G Giridhar Prabhu

INFLATION MEASUREMENTS

Introduction: In response to Question No. 4 of the Discussion Paper on the Review of the Monetary Policy Framework – “Should the target inflation level be removed, and only a range be maintained within the overall ambit of maintaining flexibility without undermining credibility?” This blog argues that India’s economic reality requires a shift towards a flexible range instead of a rigid inflation target. India’s diversity, the complexities of its economy, and the lived experiences of its people make it imperative that inflation is not viewed as a narrow statistic but as a broad, dynamic measure reflective of real conditions. Inflation: Beyond Numbers In the Indian context, inflation should be measured across a broad spectrum. No single location or market – whether production or consumption – can represent the vast diversity of the Indian economy. Prices, when conveyed in real-time through appropriate media, could transform the construction of indices into a people’s initiative. Here, the writings of Professor B. R. Shenoy remain highly relevant. He famously said: “We are, instead, seeking to make the traders scapegoat. Monopolies and semi-monopolies apart, contrary to popular belief and the emphatic assertions of administrators, traders have no more control on the prices than the thermometer has on temperature.” This clarity is what India needs today – to recognize that inflation reflects deeper structural realities, not just surface-level “culprits.” Historical Context India has faced persistently high inflation since 1957, in sharp contrast to the pre-1936 period, when the rupee maintained strong purchasing power. The difference between classical and modern economists is striking. Classical economics, much like generalist medicine, offered broad theories, while today’s macroeconomics resembles specialized surgery – sophisticated, data-heavy, and often discussed in academic conferences worldwide. India itself has transformed: from the Planning Commission to NITI Aayog, with over 120 think tanks and the Department of Economics and Statistics harnessing data nationwide. Yet, inflation has remained a subject of debate, discussion, and contention – even cynicism – among citizens and commentators alike. Why a Flexible Range Matters The Discussion Paper itself acknowledges that no single measure of inflation suffices. The Reserve Bank of India’s analyses now resemble forecasting the monsoon – algebraic models, GDP comparisons, international parallels, and projections.In such an environment, a rigid target risks losing both relevance and credibility. A flexible range, by contrast, would capture India’s diversity while maintaining the central bank’s credibility. Currency, Employment, and Prosperity Inflation cannot be managed in isolation. Monetary policy must also address employment generation – ensuring every able-bodied person has access to dignified work. Respect for currency – treating money as not only a medium of exchange, but also a store and measure of value. Savings and professions – honoring the contributions of both traditional and modern professions, as well as farmers and workers in the so-called “unorganized” sector. Radical proposals – such as introducing new denominations (₹300, ₹400) to symbolize the value of farmers’ and workers’ contributions – could reinforce this respect. Equally, proposals such as 23 new RBI regional offices would enhance inclusivity by reflecting India’s diversity in its financial governance. Rethinking Inflation Measurement One drastic and radical proposal is that inflation measurement should not be conducted by the Government or the RBI. Instead, an independent and broader process should handle this responsibility, while the RBI and Government merely respond to the results. This decentralization would improve credibility and public confidence. Building Public Trust For monetary policy to succeed, public trust in currency must be restored. Some steps include: – Redeeming damaged notes easily at post offices. – Encouraging deposits in Postal and Grameen Banks. – Mobilizing ₹5–7 lakh crore into postal accounts without disruptive demonetization. – Reassuring citizens that ₹500 notes will not be demonetized. – Deploying 30,000–40,000 local messengers (not celebrities) to build trust. – Preventing misuse of cooperative banks. – Counterfeit currency should be dealt with through intelligence operations, not by penalizing innocent citizens. From Poverty Elimination to Prosperity Creation India must go beyond a constant rhetoric of “poverty alleviation.” The real goal should be prosperity creation – rooted in employment, savings, currency stability, and flexible inflation management. Food inflation, given its seasonal nature, could even be measured through a separate index for production and consumption regions. The Role of Technology and CitizensInflation management must evolve into a real-time, citizen-driven initiative. – Homemakers monitoring household prices. – Farmers and traders reporting agricultural trades. – Manufacturers sharing production costs. – Service providers reporting fees. All of this could be enabled by dedicated apps, processed by PARAM supercomputers, with daily insights generated for policymakers. Beyond “War on Inflation” Inflation is often framed in adversarial, militaristic terms – a “war” to be fought. But this language is misplaced. Civilian issues require calm, precise action, not war metaphors. Here, India’s cultural philosophy offers guidance. Praxeology (theory of action) and the Bhagavad Gita’s Karma (theory of action) both emphasize constructive, disciplined engagement – not hostility. The Way Forward India is a professed market economy. Prices ultimately move with demand and supply, and consumer choice is the ultimate determinant. Thus, while the government’s role remains the promotion of economic efficiency, inflation management must be anchored in discipline, self-discipline, and informed citizen participation. The flexible range approach ensures that monetary policy remains credible, realistic, and aligned with India’s needs. Conclusion Inflation targeting in India must evolve. A rigid point target neither reflects India’s diversity nor inspires confidence. Instead, a flexible range, combined with a renewed focus on employment, respect for currency, financial inclusion, and citizen participation, will serve India better. Ultimately, monetary policy must not be about battling inflation as an enemy, but about enabling prosperity. As in cricket, where concentration is always “on the ball,” policymakers too must stay focused – not distracted by excessive commentary, but guided by clarity, discipline, and purpose. India’s future lies in anchoring inflation flexibly while empowering citizens, fostering employment, and building prosperity.
Posted by G Giridhar Prabhu

Utilisation of Gold

The Reserve Bank of India must take a contrarian step on selling and using its reserves in the form of gold. An Immediate, Two-Pronged Release It needs to quietly release 25 metric tonnes of gold in consultation in the physical market, and another 30 metric tonnes for exporters and users for utilisation in the export agenda. This can be done through two state-owned entities: Central Bank of India and Exim Bank of India. Such a move would temper international markets and high expectations. Rationalising Gold Holdings One way of rationalising the asset agenda is that private hoards in India are much larger, and the Reserve Bank of India need not hold the current level of holdings. State-owned banks can manage the flow and stocks of gold, which will channel the gold in organised forms and curb smuggling. Recycled gold also needs to be addressed as a useful activity. Gold for Bilateral Trade and Traceability Gold is an asset class which can be used to address bilateral trade. Government and state-owned banks can purchase up to 290 metric tonnes of gold from the USA duty-free, and service the Indian markets only with freshly mined gold with India markings and embedded identifiers. This will make the gold traceable to any extent. Redefining Bank Roles State-owned banks can be barred from giving gold loans, with this activity managed entirely by non-state actors. At the same time, state-owned banks can back state-owned entities to enter into progressive custodianship of warehoused metals. The Objective of Immediate Action The immediate step should be to sell the gold quietly next week in India. The objective would be: a) To neutralise the India Rupee premium and make it available at world cost. b) To supply to neutralise losses in Gold Redemption Bonds due to unusual price increases. Profits will be available next year as RBI surplus. Indian household assets remain safe, except those accrued through criminal activities. If world markets react, it is best to remain calm – it is a heated market. A Geostrategic Shift: From London to Tokyo Additionally, move London gold to Tokyo and lend it to Indian banks, which can borrow in the Yen–Rupee pair, or not. The Yen can then be utilised by Japanese companies in India for shipbuilding, engines, boats of all descriptions, and Fujitsu supercomputers for government applications. Japanese companies, with Indian government assistance, can also support archaeology and heritage protection. Cooperation in “wholesale banking” in Okinawa can help shorten air trips. Up to 200,000 families can go on two- to three-month work visas and vice versa.Japanese-built cruise vessels till 2040 can support Eastern Asia Pacific needs. There can also be collaboration in Chile and Argentina for goods and services, as well as currency printing and arrangements.
Posted by G Giridhar Prabhu

Embraer in India

A Proposal for Integrated Regional Development Introduction: The Brazilian aircraft company Embraer is steadily advancing in the global civil aviation market. With India emerging as one of the fastest-growing aviation hubs in the world, the opportunity to bring Embraer into India is not only timely but strategically significant. By combining Embraer’s expertise with India’s competitive advantages, this partnership can catalyze long-term development in aviation, logistics, services, and regional connectivity. This proposal outlines how Embraer can establish operations in India, with Goa as its headquarters, Kolhapur as a potential assembly hub, and extended integration across ports, states, and industries. It also highlights how such a collaboration can be aligned with India’s 30-year economic vision. India’s Advantage in Aviation Partnerships India has steadily built capacity in manufacturing, design, and maintenance of critical spaces, making it a natural partner for a global player like Embraer. Government collaboration, both at central and state levels, is essential. Institutions like IFCI can play a catalytic role, perhaps through a subsidiary acting as Embraer’s advisory and general sales agent for a 30-year period. Embraer has expressed interest in investing in India. A central Navratna PSU could participate as a minority partner, with total stakeholder equity capped at 26%. Such an arrangement would encourage Embraer while ensuring domestic participation. Over time, high-net-worth individuals and private enterprises in India could also collaborate to strengthen transportation services, driving incremental improvements for decades. Goa and Maharashtra: A Strategic Base Goa emerges as a natural choice for Embraer’s India headquarters. Dabolim airport, originally a military facility, already has the infrastructure and symbolic significance to host such a base. With Brazil currently holding the G20 Presidency, the Goa-Brazil connection can be strengthened by inviting Embraer to set up operations here. However, while Goa provides the headquarters advantage, Kolhapur airport in Maharashtra offers the land required for aircraft assembly. With around 1,000,000 square feet of available space, Kolhapur can support Embraer’s manufacturing and testing facilities. Together, Goa and Maharashtra can create a powerful ecosystem — Goa handling leadership, services, and training, while Kolhapur manages assembly and operations. Expanding Regional Connectivity – Dabolim and Mopa airports can anchor a broader aviation strategy. – Women pilot training and validation centres could be established with DGCA’s support, encouraging India’s growing pool of female pilots. – UDAN regional flights can connect smaller destinations within 45–60 minutes, including new-generation connections to GCC nations. – Cargo capacity can be utilized to transport fruits, vegetables, and other products from Maharashtra and nearby regions, extending to Mopa for added efficiency. This model leverages the 150 km hinterland from the Goa-Maharashtra border, opening space for enterprise, population absorption, and industry-related growth. National and Global Extensions The proposal goes beyond Goa and Maharashtra. Nashik can be linked through dedicated flights, complementing HAL’s expansion. Kota in Rajasthan, with its underutilized old airport, could host additional Embraer assembly and testing facilities. The long-term business potential is immense — Embraer’s operations in India could generate about ₹100,000 crores over 30 years. Partnerships through CII and the Goa Chamber of Commerce can connect with Brazilian counterparts, establishing joint ventures outside Fortaleza in Ceará state. Globally, a South-South aviation and logistics corridor can emerge — linking Fortaleza to Senegal, Ethiopia, and onward to Goa. Embraer’s cargo planes would also boost India’s trade links with Europe, GCC nations, Egypt, Israel, Mauritius, South Africa, and Mozambique. Integration with Ports, Shipbuilding, and Containers Western India’s ports — Vasco da Gama, New Mangalore, and Cochin — can play a major role in this ecosystem. Cochin Shipyard is already expanding and can complement Goan enterprises in building smaller aircraft components. India’s container industry has immediate potential for 2 million containers. Goa, with its proximity to ports and rail networks like the Konkan Railway, can emerge as a container hub. Converting the Mormugao Steel Limited campus into a container manufacturing SEZ, supported by PLI incentives, will add significant value. Building a Services-Driven Economy in Goa For Goa, the Embraer partnership is more than aviation — it is about transforming into a services-led economy. Taxi electrification: Incentivizing 20% of Goa’s 18,000 taxis to switch to EVs. Interstate permits: Agreements with Maharashtra (2,000 permits) and Karnataka (1,000 permits) to boost regional movement. Residential development: 10,000 new homes and 10,000 guest rooms in South Goa for sustainable growth. Lounge networks: Rest stops every 10 km with EV charging, hygiene facilities, and 24-hour services. Taxi drivers can also serve as couriers for government and postal services, improving efficiency and reducing costs. This, combined with pooling systems and minibuses for peak demand, will ease congestion and generate revenue. Economic and Employment Impact The numbers tell their own story: ₹500 crores in new vehicle sales could generate ₹140 crores in GST for Goa. 5,000 new EVs and minibuses could create fresh mobility services. Lounge and charging facilities can generate employment for 10–15 Goans each, supporting hourly wages of ₹100–₹150. Long-term, 50% of Goa’s taxi fleet can become electric, with central support programs boosting innovation. IT and Government Infrastructure Goa can also attract IT and server facilities. Hosting data centres for the Income Tax Department, GST, RBI, SEBI, and other agencies will decentralize India’s IT load from congested Delhi NCR. With investments of ₹5,000 crores, Goa can support hardware and software projects, strengthening resilience against disruptions like fog, earthquakes, or agitations. Conclusion Embraer’s entry into India, anchored in Goa and Maharashtra, represents more than aviation growth. It is an opportunity to align aviation with logistics, services, IT, and sustainable living. Goa, with its service-oriented culture and strategic geography, can become a hub of peace, prosperity, and enterprise — extending its influence into neighboring districts and linking India to Brazil, Africa, and beyond. This integrated development proposal demonstrates how India’s aviation future can also drive regional harmony, sustainable employment, and innovation for the next 30 years.
Posted by G Giridhar Prabhu

Paddy and Rice

Why the Distinction Matters for India’s Farmers and Global Trade In the complex worlds of policy and agricultural practice, it is absolutely crucial to distinguish the basic agricultural produce: Paddy. Often, in the hustle and bustle of India, these fundamental basics are overlooked. So, let’s be clear. What Exactly is Paddy? In agriculture, “The term ‘paddy’ refers to rice that is still in its husk. It is the harvested rice grain that has not yet been milled to remove the outer husk.” () The farmer grows paddy. Rice is the product obtained only after the husk is separated. This distinction must never be confused in any form of policy or practice. For the farmer, the goal is simple: to grow enough paddy for family consumption. The surplus is then sold in exchange for money to sustain a livelihood. It is a cereal basic to life, with wheat being the primary alternate, though other choices are available for daily consumption. The Dignity of the Farmer and Their Choices Economics must be applied hand-in-hand with social and political objectives in the conduct of the State’s affairs, or the Government as we call it. The dignity of the individual needs to prevail when we discuss the farmer, his produce, and how to make his life better. It fundamentally comes down to the choices the farmer can make at the time of planting. As producers, farming families take significant risks when they plant their seed or seedlings—sometimes out of necessity, sometimes out of habit. We must create a system that honors and supports these choices. A Vision for Export: Evacuating Paddy, Not Just Rice India needs to export 10 million metric tonnes of paddy every year, in addition to rice. Why? The reason is threefold: evacuate, evacuate, evacuate and, in doing so, create an infrastructure to mill rice within importing nations. This strategy allows India to avoid direct rivalry in the world trade of milled rice. Instead, India can provide a steady supply, allowing rice surpluses from other nations like the USA to dissipate around the world based on natural demand. This market need not be subject to harmful speculation or volatility. Both US and Indian farmers have choices and, based on forecasts, can grow any crop they see fit. Building Resilient Buffer Stocks Abroad It is now time to consider that buffer stocks should be held at destination points. Each importing nation should have at least one year’s equivalent of consumption, milled at convenient locations. The logic behind this is sound: Rice is best milled after at least 9 months to one year of aging. There is more consistency in the safety of rice stored as paddy than in the storage of milled rice, which is best consumed within days or weeks. A household can store about 3 months’ worth of milled rice, but not more without risking infestation. (Note: Insect repellents need not be synthetic – there are natural options that can be approved by regulatory and sanitary/phytosanitary authorities.) The Practical Advantages of Paddy Export The logistical benefits are clear: – Paddy can be exported in bulk using ventilated marine containers by liners. – Rice has to be bagged, which is more costly and labor-intensive. The milling industry can export second-hand or first-hand machines to African nations that are importers. Governments can encourage the establishment of free zones as hubs and trading centres, making paddy available to millers at any time, whether in spot or forward markets. The advantage for India is immense: paddy exports can happen immediately after harvest. The essential aging process can take place during transit and at the destination. This means precious working capital need not be allocated to prolonged storage of paddy by the Government or private traders. Farmers or traders can evacuate paddy directly to ports or SEZ-based warehousing. A terminal market in rupees can be established with the Forward Markets Commission (with State Government approval) within the customs-bonded premises of ports. Financing a New Global System Indian enterprise, through institutions like Exim Bank and NABARD, can extend investment guarantee protection to millers in consuming nations, enabling them to undertake milling locally. Working capital management can be arranged by Indian commercial banks with correspondent relationships abroad, providing up to 80 percent of the value for shipment or storage. Once the rice is milled, the consumption function is taken care of by local consumers. This elegant system effectively eliminates all consumption-related issues for India. A Proposal for Leadership India’s trade relationship with the UAE has always been strong. The Indian Cabinet can pass a resolution for exporting 5 million metric tonnes of paddy – of any quality or variety that the farming community chooses to part with. When the UAE agrees to hold reserves for itself and for the region, including Africa, all nations prosper. In such a system, Australia and the US can also export their paddy. Rice, with its quality assured, will seamlessly find its way to any part of the consuming world. This is a vision for a more stable, dignified, and efficient global food system, starting with the simple, crucial distinction between paddy and rice.
Posted by G Giridhar Prabhu

Political Terminology

Rethinking How We Communicate In public life, there’s a familiar refrain: when questioned by members of the press, many politicians, elected representatives, or ministers respond with the standard line — “the matter is politically motivated.” Interestingly, the word politics itself contains the word ethical. Yet, in practice, the connection between politics and ethics often seems strained. Part of the problem lies with the media, and how narratives are perpetuated and framed. In English, the word political often causes misunderstanding. This makes it all the more important for spokespeople to have clear guidelines on the synonyms or terms they use. Communication Guidelines for Elected Representatives To avoid confusion and ensure clarity, the following measures could be considered: Elected representatives should speak only with Doordarshan. If they wish to speak in their native language, it should be broadcast on Doordarshan only. Establishing the Indian Communication Service (ICS) The President of India could establish a dedicated Indian Communication Service (ICS) to strengthen the government’s communication infrastructure. Its mandate would include: Sole responsibility for the publication of Gazette notifications Management of NICNET to world-class and international standards, using Indian technology Installation of a mainframe computer with nodes to store government files securely — both in digital and physical form — with archival and recovery systems All operations carried out within Central Government property Clarifying Roles: Elected Representatives vs Politicians When elected representatives use the term political, it should refer to their role in the political management of the nation — a role in which they have sworn an oath to protect the Constitution. Elected representatives: Must always be recognised as elected representatives Should not be equated with politicians who: – Belong to party systems – Aspire to become future elected representatives – Work their way up through the party agenda It is important to remember that even without a political party, any person can still contest elections and win as an independent candidate. Language and Definition Matter India has 23 official languages. This linguistic diversity makes it essential for the Ministry of Information and Broadcasting and the Ministry of Communication to jointly frame and define the meanings of critical terms used in press statements. By doing so, we can avoid misinterpretations and bring communication back to its intended clarity and purpose.
Posted by G Giridhar Prabhu