General Studies Paper-3

Context: Recently, the Union Cabinet Committee approved the Digital Agriculture Mission with an outlay of Rs. 2817 Crore, including the central share of Rs. 1940 Crore.

About the Digital Agriculture Mission

• It aims to nurture agri-tech start-ups by harnessing cutting-edge advancements in cloud computing, earth observation, remote sensing, data analytics, and artificial intelligence/machine learning models.
• It is conceived as an umbrella scheme to support digital agriculture initiatives, such as creating Digital Public Infrastructure, implementing the Digital General Crop Estimation Survey (DGCES), and taking up other IT initiatives by the Central Government, State Governments, and Academic and Research Institutions.

Mission’s Roots

• At its core, DAM seeks to transform India’s agricultural landscape by infusing it with digital nutrients.
• Digital Public Infrastructure (DPI) for Agriculture: It aims to provide authenticated demographic details, land holdings, and crop information for cultivators and tenant farmers.
• It’s like giving each farmer a digital identity (akin to Aadhaar) – a trusted ‘Kisan ki Pehchaan’ (a digital Farmer ID) – while connecting them to relevant state and central government databases.
• This data-driven approach promises innovative, farmer-centric services.

Three Pillars of Digital Agriculture Mission

• Agristack: The farmer’s digital toolbox. It’s a federated structure, collaboratively built by various agencies of both central and state governments. Agristack houses three foundational registries:
• Farmers’ Registry: A virtual farmer directory.
• Geo-referenced Village Maps: For every village, with crop details overlaid.
• Crop Sown Registry: A digital ledger of what’s sprouting where.
• Krishi Decision Support System: It provides timely and reliable information to farmers, helping them make informed decisions. It aims to create a comprehensive geospatial system to unify remote sensing-based information on Crops, Soil, Weather, water resources, etc.
• Soil Profile Mapping: It maps soil properties, moisture levels, and nutrient content, empowering precision agriculture.

Significances of Digital Agriculture Mission

• Efficient Services: Farmers will access services and schemes faster, like a well-timed monsoon shower.
• Data-Driven Insights: AI-powered crop predictions and personalised advice are helpful for better interventions and future policy support.
• Inclusive Growth and Employment: It is aiming to have a catalytic effect in creating both direct and indirect employment in the agriculture sector, and is expected to provide employment opportunities to about 2.5 lakh trained local youth and Krishi Sakhis.
• Resilience: When pests strike or drought looms, DAM will be the farmer’s digital scarecrow, alerting them in advance.

Conclusion

• As the sun rises on DAM, India’s agri-tech landscape blossoms. It’s not just about bytes and algorithms; it’s about nurturing the roots that feed our nation.
• Digital Agriculture Mission aligns with this grand vision – nurturing a developed India by 2047 (Viksit Bharat@2047).

General Studies Paper-2

Context: In India, the appointment of judges has long been a matter of debate, closely tied to the challenge of pending cases. As of April 2024, a staggering 60 lakh cases remained pending across various High Courts, while 30% of judicial seats remained vacant.

About the Judicial Appointments (Historical Context)

• Before the National Judicial Appointments Commission (NJAC) Act, 2014, the appointment process was primarily guided by conventions. For instance: The collegium system, where a group of senior judges recommended appointments, played a significant role.
• The senior-most judge of the Supreme Court was traditionally appointed as the Chief Justice of India.

Collegium System

• It is a novel mechanism devised to ensure a democratic system of appointment and transfer of judges. It came into existence through Second and Third Judges Case judgments.
• There is no such law or Constitutional Provision that mentions or defines the collegium system.
• It is headed by the CJI and comprises 4 other senior-most judges of the court.
• High Court (HC) Collegium: An HC collegium is led by its Chief Justice (CJ) and four other senior-most judges of that court.

Evolution of Collegium System

• Article 124: Supreme Court judges should be appointed by the President after consultation with such judges of the High Courts and the Supreme Court as the President may deem necessary.
• The CJI is to be consulted in all appointments except his or her own.
• Article 124(2) of the Constitution of India: Every judge of the Supreme court is appointed by the President of India in consultation with such of the judges of the Supreme court and High courts as the President may deem necessary.
• Article 217: High Court judges should be appointed by the President after consultation with the CJI and the Governor of the state.
• The Chief Justice of the High Court concerned too should be consulted.

However, the actual process has gone through various changes due to the Apex court verdict.

• First Judges Case, 1981 (S P Gupta Vs Union of India): A seven judge Constitution Bench held that the President of India is the final authority to appoint and he need not follow the advice of the judges whom he consults.
• It meant ‘consultation is not concurrence’.
• Second Judges Case, 1993 (Supreme Court Advocates-on-Record Association Vs Union of India): A nine-judge Constitution Bench overruled the decision given in SP Gupta Case and devised a specific procedure called ‘Collegium System’ for the appointment and transfer of judges in the higher judiciary.
• It accorded Primacy to the CJI in matters of appointment and transfers while also ruling that the term ‘consultation’ would not diminish the primary role of the CJI in judicial appointments.
• The role of the CJI is primal in nature because this being a topic within the judicial family, the executive cannot have an equal say in the matter. (Article 50 of Constitution of India: Separation of powers between Judiciary and Executive)
• Third Judges Case (1998): The 1993 decision was reaffirmed with minor modifications in 1998, on a reference made by the President under Article 143 of the Constitution.
• It was held that the recommendation of appointment etc should be made by the chief justice of India and his four senior most colleagues instead of earlier two and is referred to as the Collegium.
• Both 1993 decision and 1998 opinion lay down that the senior most judge of the SC should be made as CJI.
• Fourth Judges Case (2015): The constitutional validity of both the Ninety-Ninth Constitutional Amendment and the NJAC Act, 2014, was challenged in the Supreme Court in 2015.
• A constitutional bench of five judges with a majority of 4:1 struck down the NJAC, declaring them unconstitutional and void, stating that it posed a threat to the independence of the judiciary.

Collegium System vs. NJAC

• The collegium system, where senior judges recommend appointments, has been the prevailing method. However, it has faced criticism for its lack of transparency, accountability, and nepotism.
• In 2014, the NJAC Act sought to replace the collegium system. The NJAC would have included members from both the judiciary and the executive, aiming for a balanced approach.

However, the NJAC faced legal challenges, and in 2015, the Supreme Court declared it unconstitutional. Consequently, the collegium system was reinstated as the primary mechanism for judicial appointments.

• Some legal professionals argue that the NJAC could be a better system, especially if we want faster appointments.

Why Reform Needed in Judiciary?

• Charges of Nepotism and Favouritism: The Collegium does not provide any guidelines in selecting the candidates for the judge position of the Supreme Court because of which it leads to wide scope for nepotism and favouritism.
• It may lead to the wrong choice of the candidate while overlooking the right candidate.
• Misuse of Power: In India, three organs work partially independently but they keep check and balance and control on the excessive powers of any organ. Collegium gives the immense power to Judiciary to appoint Judges, and misuse of powers could happen.
• Lack of Transparency: Collegium system leads to non-transparency of the judicial system, which is very harmful for the regulation of law and order in the country.
• Inequitable representation of backward and minority communities: As per the data available with the Union Law Ministry, out of 537 appointments to High courts between 2018 and 2022, 424 (79%) were from the general category (upper caste), 57 (11%) were from Other Backward Castes (OBCs), 15 (2.8%) were from Scheduled Castes (SCs) and 7 (1.3%) were from Scheduled Tribes (STs).
• There is no provision for reservation in judicial appointments from marginalised communities to ensure social diversity, as the government appoints only those persons as judges of Supreme Court and high courts who are recommended by the SC collegium.
• Issue of Social Diversity: In the last three decades, the collegium system has failed to address the issue of social diversity in higher judiciary, as originally devised by the Supreme Court.
• Judicial Vacancies: Presently, India has 25 High courts with a total sanctioned strength of 1,114 judges, and only 782 judges are working while the remaining 332 judges’ posts are vacant.
• Lack of Representation of Women: Only 107 judges, or 13% of all HC judges, are female. There are currently four women justices out of the sitting 33 in the Supreme Court.
• Additionally, delays in appointments often arise due to disagreements between the executive and the judiciary.

Way Forward: Suggested Reform

• Consultation and Consensus: Before finalising any plan, all relevant stakeholders—judiciary, legislature, civil society, and Bar Associations—should be consulted.
• There should be focus on the inclusivity of marginalised sections of society including women while appointing in the higher judiciary.
• Reform the Memorandum of procedure (MoP): There is a need to reform the MoP for the appointment of the Chief Justice of India, Judges of the Supreme Court and High Courts.
• Creating a Cadre of Public Service for Retired Judges: Another interesting proposal is to create a cadre of public service for retired judges. From this pool, appointments could be made to constitutional and statutory posts, as well as special assignments.
• These judges would continue to receive the full pay and facilities of a Supreme Court judge for life.
• Comprehensive Judicial Reform: Beyond appointments, India needs comprehensive judicial reform. Our current system faces challenges related to enforcement of contracts, high litigation costs, and inconsistency in judicial outcomes.
• Addressing these issues would contribute to a more efficient and effective judiciary.

Lessons from Other Countries

• Many countries have commissions responsible for judicial appointments. These commissions typically involve members from the judiciary, legal academia, politicians, and laypersons.
• For instance, the U.K. established the Judicial Appointments Commission, which oversees nominations for judges in England and Wales.
• Learning from these international models, India could explore a similar committee-based approach to ensure a broader perspective and reduce delays.

Best Practices

• In the USA: The appointments are made by the President. Judges of the Supreme Court are nominated by the President and confirmed by the United States Senate.
• In Germany: The appointment of the Judges is made through the process of the election. Half the members of the Federal Constitutional Court are elected by the executive and half by the legislative.
• In the UK: The SC Judges are appointed by a five peoples selection commission. That committee consists of the SC President, his deputy and one member each appointed by the JACs which consist of lay persons, members of judiciary and the bar; of England, Scotland and Northern Ireland.

Conclusion

• Achieving a balance between judicial independence, transparency, and efficiency is crucial. Reforming the process of judicial appointments requires thoughtful consideration and collaboration among all stakeholders.

General Studies Paper-3

Context: Recently, Non-profit groups in Europe have taken legal action against the European Commission, arguing that the European Union’s (EU) 2030 emission targets are falling short of the ambitious goals set by the Paris Agreement.

About the Paris Agreement (2015)

• It was adopted during the UN Climate Change Conference (COP21) in Paris, France in 2015.
• It represents a collective effort by 196 Parties to address the urgent challenge of global warming.

Temperature Goals

• The overarching goal of the Paris Agreement is to limit the increase in the global average temperature to well below 2°C above pre-industrial levels.
• Additionally, there’s a strong emphasis on efforts to limit the temperature rise to an even more ambitious target: 1.5°C above pre-industrial levels.
• Why the Focus on 1.5°C: Scientific evidence from the Intergovernmental Panel on Climate Change (IPCC) suggests that crossing the 1.5°C threshold could lead to severe climate impacts, including more frequent and intense droughts, heatwaves, and extreme rainfall events.

Emission Reductions

• To achieve these temperature goals, countries commit to reducing their greenhouse gas emissions.
• The Agreement recognises that emissions must peak before 2025 at the latest and decline by 43% by 2030 to stay on track for the 1.5°C target.

Nationally Determined Contributions (NDCs)

• Each country communicates its climate action plan through its NDC.
• NDCs outline both mitigation (emission reduction) and adaptation measures.
• Countries are encouraged to progressively enhance the ambition of their NDCs over time.

Long-Term Strategies

• The Paris Agreement invites countries to formulate and submit long-term low greenhouse gas emission development strategies (LT-LEDS).
• While not mandatory, these LT-LEDS provide a vision for future development and align with the NDCs.

Global Cooperation and Support

• The Agreement establishes a framework for financial, technical, and capacity-building support to countries.
• Developed nations pledge to assist developing countries in their climate efforts.

Five-Year Review Cycle

• The Paris Agreement operates on a five-year cycle.
• Countries periodically update their NDCs, aiming for increased ambition with each iteration.

What are the challenges faced by the EU?

• Inadequate Targets: CAN-Europe and GLAN contend that the EU’s emission reduction goals are insufficient to meet the Paris Agreement’s objective of limiting global warming to 1.5°C.
• It marks the first time the EU courts will scrutinise the adequacy of the bloc’s climate targets.
• Science-Based Approach: The European Court of Human Rights previously emphasised that states must adopt science-based emissions targets consistent with the 1.5°C goal.
• However, the EU’s 2030 targets were not derived from the best available climate science, a point that the Commission has not contested in its defence.
• Request for Internal Review: In August 2023, GLAN and CAN-Europe submitted a Request for Internal Review (RIR) regarding the Annual Emissions Allocations (AEA) set by the European Commission for individual member states.
• Unfortunately, the Commission denied the request, leading to the legal case filed on February 27, 2024.

Urgency

• Climate Crisis: Given the urgency of the climate crisis, the court has granted this case priority status, scheduling it for a hearing in 2025.
• AEAs related to emissions covered by the EU Effort-Sharing Regulation, which sets national goals for reducing greenhouse gas emissions in sectors like transport, buildings, agriculture, small industry, and waste.
• Lack of Scientific Assessment: The heart of the legal challenge lies in the EU’s failure to conduct a proper scientific assessment of the necessary emissions reductions to keep global warming below 1.5°C.
• The targets currently in place are deemed insufficient and could lead to a disastrous 3°C rise by 2100 if all nations follow similar paths.

What’s at Stake?

• Raising Emissions Reduction Ambition: If successful, this legal challenge could prompt the EU and its member states to significantly raise their emissions reduction ambitions.
• Aligning with EU environmental regulations is crucial to meeting the Paris Agreement’s goals.
• Global Impact: The EU’s actions matter globally. As one of the largest economies and a major emitter, the EU’s commitment to aggressive climate targets sends a powerful signal to other nations.

General Studies Paper-2

Context: A new survey by the Centre for Policy Research (CPR) found that the relations between India and Pakistan are unlikely to become better in future.

• The downturn in ties between India and Pakistan since 2016, after which no high-level bilateral talks have been held, is clearly mirrored in the survey.
• Previous surveys in 2011 and 2013 had indicated a much higher optimism for reconciliation in the subcontinent.

Brief on India- Pakistan Relations

• India-Pakistan relations are complex and have been marked by periods of tension, conflict, and occasional cooperation since the two countries gained independence from Britain in 1947.

Timeline

• Partition and Early Conflicts: The partition of British India into India and Pakistan in 1947 led to large-scale migrations and violence.
• The first major conflict came with the First Kashmir War (1947-48) over the disputed region of Jammu and Kashmir.
• Wars and Conflicts: The two countries fought three more major wars:
• 1965 War: Another conflict over Kashmir, resulting in a UN-mandated ceasefire.
• 1971 War: Resulted in the independence of Bangladesh (formerly East Pakistan) after a brutal conflict.
• 1999 Kargil Conflict: A brief but intense conflict in the Kargil district of Kashmir where India emerged victorious.
• Nuclearization: Both countries conducted nuclear tests in 1998, this has added a new dimension to the strategic calculus.
• Peace Efforts and Dialogues: There have been numerous attempts at dialogue and peace-building, including the Agra Summit (2001) and the Lahore Summit (1999).

However, progress has often been stymied by various issues, including terrorism and cross-border violence by Pakistan.

• Terrorism and Security Issues: Attacks like the 2001 Indian Parliament attack and the 2008 Mumbai attacks have significantly strained relations.
• The Inter-Services Intelligence (ISI) of Pakistan has been accused of playing a role in several terrorist attacks in India.
• Pulwama Attack: In February 2019, an attack on a convoy of Indian paramilitary forces in Pulwama, Kashmir, killed at least forty soldiers.
• The attack, claimed by the Pakistani militant group JeM, was the deadliest in Kashmir in three decades.
• India retaliated by conducting an air strike that targeted terrorist training camps within Pakistani territory.
• Current Dynamics: The relations remain strained, with sporadic dialogue and efforts at normalization, but ongoing issues like the Kashmir dispute, cross-border terrorism, and political tensions continue to dominate the relationship.

Areas of Cooperation

• Indus Water Treaty: This treaty, established in 1960, governs the use of the Indus River and its tributaries.
• Despite ongoing disputes, it has largely been successful in managing water resources between the two countries.
• Kartarpur Corridor Agreement (2019): An Agreement between India and Pakistan for the facilitation of pilgrims to visit Gurdwara Darbar Sahib Kartarpur, Pakistan, was signed in 2019 in order to fulfill the the long-standing demand of the pilgrims to have easy and smooth access to the holy Gurudwara.
• Cricket: Cricket matches between India and Pakistan often attract widespread attention and have sometimes been used as a platform to ease tensions and foster goodwill.
• Bilateral Talks: Periodic diplomatic dialogues and summits, despite their ups and downs, provide platforms for addressing various issues and finding common ground.
• Peace Agreements: Simla Agreement (1972), Lahore Summit Declaration (1999), Agra Summit (2001) are the major peace establishing agreements signed between both the countries.

Way Ahead

• Both countries have significant internal and external challenges that impact their bilateral relations.
• In keeping with its “Neighbourhood First Policy”, India desires normal neighbourly relations with Pakistan.
• India has made clear that it will not compromise on issues relating to national security and will take firm and decisive steps to deal with all attempts to undermine India’s security and territorial integrity.

General Studies Paper-3

Context: The recently concluded Paris Olympics saw the Indian contingent return with six medals, with overall ranking of 71st out of 84 countries highlighted the discrepancy between investment and outcomes.

About

• India celebrated the achievements of athletes like Neeraj Chopra (who secured a silver medal), Manu Bhaker (with two bronze medals in shooting), and the hockey team (adding a bronze) in the Paris Olympics.
• However, there were disappointments—particularly in badminton, where no medals were won, and weightlifting, where Mirabhai Chanu narrowly missed the podium with a fourth-place finish.
• Earlier, India sent our largest-ever contingent (124 athletes) to Tokyo 2020, but returned with just 7 medals, including Neeraj Chopra’s historic javelin gold. Still, India ranked a rather dismal 47th.
• Abhinav Bindra’s 10m rifle shooting Gold in 2008 was a breakthrough—an individual shining bright amidst the team sports.
• Our golden era was in hockey, where we clinched eight gold medals. But that was a while ago—like, pre-Independence era.
• Despite the encouraging signs, India’s total tally of 41 Olympic medals since its debut in 1900 is a stark reminder of the need for introspection and strategic planning.

Why does India struggle to secure more medals at the Olympics?

• Potential vs. Performance: India, with its whopping population of 1.4 billion, should theoretically be an Olympic powerhouse. But alas, potential doesn’t always translate into podium finishes.
• Funding and Training: India’s Ministry of Sports and the Sports Authority of India invested ₹470 crore across 16 disciplines for athlete training. Despite this funding, the overall performance left room for introspection.
• The discrepancy between investment and outcomes is evident when its overall ranking—71st out of 84 countries. It raises questions about the effectiveness of our strategies.
• Mass Participation: While India has made strides, mass participation remains a challenge. We need more accessible sports facilities, especially in rural areas, to encourage widespread engagement.
• Sporting Culture: Cultivating a sporting culture from an early age is crucial. Schools, colleges, and local communities must actively promote sports beyond academics.
• Diverse Sports: India’s sporting ecosystem should embrace a variety of sports. While cricket dominates, disciplines like badminton, wrestling, athletics, and boxing have seen remarkable growth.
• Infrastructure Maintenance: Developing infrastructure is essential, but maintaining and upgrading existing facilities is equally important.

Changing Landscape

• Sports Authority of India (SAI): It plays a crucial role in developing sports infrastructure. It manages various sports facilities, provides coaching, and promotes talent across the country. Regional centres and academies set up by SAI contribute significantly to nurturing young athletes.
• Inclusivity and Diversity in Sports: India is focusing on inclusivity and diversity in sports. Initiatives like the Khelo India Games, Khelo India Youth Games, Khelo India Winter Games, and the upcoming Khelo India Para Games are nurturing talent across various disciplines.
• Khelo India Scheme: Launched in 2018, it aims to create a robust sports ecosystem at the grassroots level. It provides financial support for training and development, identifying and nurturing talent across different sports. Through this scheme, young athletes get a platform to showcase their skills.
• Out of the 117 athletes representing India in Paris, 28 were Khelo India athletes.
• Sports Infrastructure: India now boasts approximately 100 sports facilities that meet international standards. These include stadiums, sports complexes, college and university grounds, community centres, and private facilities.
• The National Investment Pipeline (NIP) and the National Monetization Pipeline (NMP) are two key initiatives to further enhance sports infrastructure:
• NIP: Over 90 NIP projects for stadiums and sports complexes are underway, with a total investment of $1.49 billion. Private sector participation is encouraged, with a 21% share in project implementation.
• NMP: Two national stadiums and two SAI regional centres are earmarked for monetization. The mode of monetization involves operation, management, and development agreements (OMDA) with private concessionaires.
• Private Players Participation: The sports bureaucracy, once underfunded and stained by corruption, is now getting some attention. Private ventures are stepping in, training elite athletes with upward trajectories.

Target Olympic Podium Scheme (TOPS)

• The TOPS program was launched in 2014 with a clear mission: to identify, groom, and prepare potential medal prospects for the Olympics, and to elevate India’s medal prospects. It includes:
• Elite Athlete Identification: The heart of TOPS lies in identifying elite athletes who have the potential to stand on the Olympic podium. A committee — the TOPS Elite Athletes’ Identification Committee — was formed to meticulously select these athletes. The focus is on sports that are deemed ‘High-Priority’ including archery, badminton, boxing, hockey, shooting, and wrestling.
• Financial Support: Once identified, these athletes receive targeted assistance. The scheme aims to add a premium to their preparations, ensuring they have the necessary resources for rigorous training and competition. Financial disbursements are made to support customised training programs tailored to each athlete’s needs.

Conclusion and Way Ahead: Improve India’s Global Standing in Sports

• Promoting Fitness at the Grassroots Level; Integrating Schools; Broadcasting More Sports; Corporate sponsorship, investment, and philanthropy; Upgrading Sports Infrastructure are crucial.
• NITI Aayog suggests including sports in school curriculum, roping in world-class coaches, and improving infrastructure through public-private partnerships.
• Strategic planning, improved infrastructure, and scientific training methods are essential. Additionally, addressing the mental and emotional aspects of competing at the highest level is crucial.
• After all, it’s not just about physical prowess; it’s about mental resilience, too.
• India confirmed its commitment about hosting the 2036 Summer Olympics along with expressing its willingness to host the 2029 Youth Olympics. It comes with significant challenges. Infrastructure, logistics, and ensuring a seamless experience for athletes and spectators—all of these factors need meticulous planning. But as our Prime Minister rightly said, India will leave “no stone unturned” in its efforts to bid for this prestigious event.
• After this, India will become only the fourth Asian country to host the Olympic Games.

India’s Olympic challenge is multifaceted. It’s about more than just medals; it’s about nurturing a culture of sports, supporting our athletes, and aiming for excellence

General Studies Paper-2

Context: The Gender Budget reached 1% of GDP estimates in 2024-25 for the first time.

Women-led development remains at the core of announcements made by the Finance Minister (FM) in this year’s Budget.

Overall allocations currently stand at more than ₹3 lakh crore for pro-women programmes.

• There has been a remarkable 218.8 percent rise in the budget allocation for women’s welfare from FY14 to FY25.

What is Gender Budgeting?

• Gender budgeting is a strategy that includes gender considerations in the budgeting
• It was first introduced in 2005-06.
• It involves analysing and allocating budget resources in a way that addresses the specific needs and priorities of women and girls and promotes gender-sensitive policies and programs.

Gender Budget 2023-24

• The previous Gender Budgets consistently reported an average share of 5% of the total budgetary allocations.
• This year the share of allocations to pro-women schemes stands at approximately 8% of the total budget expenditure for 2024-25, which is way above the usual trends.
• The Gender Budget is divided into three parts.
• While Part A covers schemes with 100% provision for women, Part B includes schemes with 30-99% allocations for women.
• For the first time ever, Part C includes schemes with allocations of up to 30% for women.

Significance

• The Economic Survey highlights the importance of women-led development, starting with the health and education of the girl child.
• Key indicators show progress in this area, with the national sex ratio at birth (SRB) improving from 918 to 930, and the maternal mortality rate decreasing from 130 to 97 per lakh live births.

Women’s participation in skill development has increased.

• Under the Pradhan Mantri Kaushal Vikas Yojana (PMKVY), it grew from 42.7 per cent in FY16 to 52.3 per cent in FY24.
• The Jan Shikshan Sansthan (JSS) Scheme has 82 percent female beneficiaries.
• Women’s involvement in Industrial Training Institutes (ITIs) and National Skill Training Institutes (NSTIs) rose from 9.8 per cent in FY16 to 13.3 percent in FY24.
• In the National Apprenticeship Promotion Scheme (NAPS), it went up from 7.7 percent in FY17 to 20.8 per cent in FY24.

Government initiatives

• Mission Shakti is a women empowerment programme launched by the Ministry of Women and Child Development (MWCD) for the period 2021-2025.
• It aims to strengthen interventions for women’s welfare, safety, and empowerment, making women equal partners in nation-building.
• Initiatives like Beti Bachao, Beti Padhao, Sukanya Samriddhi Yojana, Janani Shishu Suraksha Karyakram, and PM Matru Vandana Yojana have also contributed to significant improvements in the welfare and empowerment of women and girls.
• The Mission Saksham Anganwadi and Poshan 2.0 programmes focus on improving women’s health beyond just calorie intake and improving overall health and immunity with proper micronutrients.
• The Women in Science and Engineering-KIRAN (WISE KIRAN) program has supported nearly 1,962 women scientists from 2018 to 2023.

Conclusion

• Incorporating explanations for allocations in GBS would not only ensure accounting accuracy but will help in gender audits and provide pathways for improved gender outcomes in government programmes.
• Several years of advocating for improved reporting in the GBS by experts is reflected in the inclusion of a third part.
• Gender responsive budgeting is a powerful tool to close the gender gaps in an economy.

General Studies Paper-3

Context: The recent extreme weather events have put the focus back on the country’s weather prediction capabilities and ways to improve them.

Weather Prediction in India

• India, at present, depends on satellite data and computer models for weather prediction. The Indian Meteorological Department (IMD) uses the INSAT series of satellites and supercomputers.
• In India three satellites, INSAT-3D, INSAT-3DR and INSAT-3DS are used mainly for meteorological observations.
• Forecasters use satellite data around cloud motion, cloud top temperature, and water vapor content that help in rainfall estimation, weather forecasting, and tracking cyclones.

Initiatives taken to improve the efficiency

• The ‘National Monsoon Mission’ was set out in 2012 to move the nation over to a system that relies more on real-time, on-the-ground data gathering.
• The IMD is also increasingly using Doppler radars to improve efficiency in predictions. The number of Doppler radars has increased from 15 in 2013 to 37 in 2023.
• Doppler radars are used to predict rainfall in the immediate vicinity, making predictions more timely and accurate.
• The weather agency is now using manned and automatic weather stations, aircraft, ships, weather balloons, ocean buoys and satellites to gather information on atmospheric temperature, pressure humidity, wind speed and direction and sea surface temperatures.
• The data is then fed into a supercomputer at the Indian Institute of Tropical Meteorology in Pune.
• The Ministry of Agriculture & Farmers Welfare have initiated the weather information network and data system (WINDS) under which more than 200,000 ground stations will be installed, to generate long-term, hyper-local weather data.

Challenges

• Lack of weather monitoring ground stations: Currently, IMD operates around 800 automatic weather stations (AWS), 1,500 automatic rain gauges (ARG) and 37 doppler weather radars (DWR).
• This is against the total requirements of more than 3,00,000 ground stations (AWS/ARG) and around 70 DWRs.
• Lack of coordination: Several Indian State governments and private companies operate a significant network of ground stations (more than 20,000), many of which are not currently used by IMD due to inaccessibility and/or reliability of the data.
• Extreme Weather Events: Events, such as extreme rainfall, landslides, and cloudbursts, have become more frequent due to climate change. These events are highly localized and erratic, making them difficult to predict with existing weather simulation models.
• Outdated Prediction Models: Currently, most of the prediction software used in forecasting are based on the global forecasting system and weather research and forecasting models, both of which are not the most modern.
• Forecasting weather in the tropics is more challenging than in areas that are farther from the equator, because of greater variability in weather phenomena.
• Predicting large-scale systems like monsoons, cyclones, or heat waves is easier due to their widespread nature. However localized events like cloudbursts and sudden, unexpected weather phenomena are much harder to forecast accurately
• Need for precision: IMD currently has the ability to forecast weather events over a 12 km x 12 km area. This grid is larger than most Indian cities.
• For hyper-local forecasts there is a need for 1 km x 1 km forecast.

Way Ahead

• Predicting weather events with a high level of accuracy has become increasingly important in India, one of the most vulnerable nations to climate change.
• There is an urgent need for an integrated system to fill the data gaps. New ground stations will have to be installed and the available data have to be shared seamlessly.
• Also the focus should be on greater integration of artificial intelligence and machine learning (AI/ML) in weather forecasting to get more accurate results.

General Studies Paper-2

Context

Government has approved 12 new industrial smart cities under the National Industrial Corridor Development Programme (NICDP).

About the New Industrial Smart Cities Project

• The projects span across ten states and are strategically planned along six major corridors.
• These are Khurpia in Uttrakhand, Gaya in Bihar, Rajpura-Patiala in Punjab, Zaheerabad in Telangana, Dighi in Maharashtra, Orvakal and Kopparthy in Andhra Pradesh, Palakkad in Kerela, Jodhpur-Pali in Rajasthan, and Agra and Prayagraj in Uttar Pradesh.

Key Highlights:

• Strategic Investments: NICDP is designed to foster a vibrant industrial ecosystem by facilitating investments from both large anchor industries and Micro, Small, and Medium Enterprises (MSMEs).
• These industrial nodes will act as catalysts for achieving $2 trillion in exports by 2030, reflecting the government’s vision of a self-reliant and globally competitive India.
• Smart Cities and Modern Infrastructure: The new industrial cities will be developed as greenfield smart cities of global standards, built “ahead of demand” on the ‘plug-n-play’ and ‘walk-to-work’ concepts.
• This approach ensures that the cities are equipped with advanced infrastructure that supports sustainable and efficient industrial operations.
• Area Approach on PM GatiShakti: Aligned with the PM GatiShakti National Master Plan, the projects will feature multi-modal connectivity infrastructure, ensuring seamless movement of people, goods, and services.
• The industrial cities are envisioned to be growth centers for transformation of the whole region.

Significance

• By positioning India as a strong player in the Global Value Chains (GVC), the NICDP will provide developed land parcels ready for immediate allotment, making it easier for domestic and international investors to set up manufacturing units in India.
• These projects are designed to attract substantial investments, with expectations of approximately Rs 1.52 trillion from both large anchor industries and MSMEs (micro, small and medium enterprises).
• Economic Impact and Employment Generation: This initiative is projected to generate 1 million direct and 3 million indirect jobs.
• Commitment to Sustainable Development: By providing quality, reliable, and sustainable infrastructure, the government aims to create industrial cities that are not just hubs of economic activity but also models of environmental stewardship.
• National Industrial Corridor Development Programme
• It is India’s most ambitious infrastructure programme aiming to develop new industrial cities as “Smart Cities” and converging next generation technologies across infrastructure sectors.
• These are aimed at development of futuristic industrial cities in India which can compete with the best manufacturing and investment destinations in the world.
• The same will create employment opportunities and economic growth leading to overall socio-economic development.
• 32 Projects in 4 Phases under 11 Corridors forming part of National Infrastructure Pipeline

Conclusion

• The approval of 12 new industrial nodes under the NICDP marks a significant milestone in India’s journey towards becoming a global manufacturing powerhouse.
• In addition to these new sanctions, the NICDP has already seen the completion of four projects, with another four currently under implementation.
• This continued progress highlights the government’s commitment to transforming India’s industrial sector and fostering a vibrant, sustainable, and inclusive economic environment.

General Studies Paper-2

Context: India’s External Affairs Minister S. Jaishankar co-chaired the 9th India-Brazil Joint Commission with his Brazilian counterpart Mauro Vieira in New Delhi.

About

• India’s External Affairs Minister said that The India-Brazil strategic partnership has “deepened and diversified” over the years. It spans defense, space, security, technology, and people-to-people relations, strengthening ties across various domains.
• India reiterated its full support to the Brazilian G20 presidency as it is currently the chair of the bloc.
• The G20 presidency was relayed to Brazil by India last year.

Major Highlights of India and Brazil Relations

• Strategic Partnership: Relations were established in 1948, and the two countries have been Strategic Partners since 2006.
• Both sides also have several Joint Working Groups to take forward sectoral cooperation.
• Trade Relations: In 2022, the bilateral trade expanded by 32% to US$15.2 billion (India’s exports US$8.8 billion & Imports – US$6.4 billion).
• India and Brazil have established Trade Monitoring Mechanism as an institutional mechanism to monitor and identify bottlenecks in bilateral trade and take appropriate measures to address them.
• Defence & Security Cooperation: India and Brazil signed an agreement in 2003 for cooperation in defense. Meetings of the Joint Defence Committee (JDC) are held as an institutionalized mechanism for defense cooperation.
• Security Cooperation: India and Brazil established a Strategic Dialogue mechanism in 2006 to cover regional and global issues of mutual concern.
• The two countries have an Extradition Treaty, Mutual Legal Assistance Treaty in Criminal Matters and an Agreement of Transfer of Sentenced Persons in place.
• Space Cooperation: India and Brazil signed a framework agreement for peaceful use of outer space in 2004 as well an Agreement for inter-institutional cooperation between the space agencies.
• Both countries have been collaborating in Data sharing and satellite tracking of Indian satellites.
• Multifora Relations: India and Brazil share a very close and multifaceted relationship both at bilateral level as well as in plurilateral fora such as BRICS, BASIC (a bloc consisting of Brazil, South Africa, India and China), G-20, G-4, IBSA, International Solar Alliance, as well as in the larger multilateral bodies such as the UN, WTO, UNESCO, and WIPO.

Challenges in the Relations

• Geopolitical Competition: Both India and Brazil are emerging powers with aspirations for greater global influence. This leads to competition, particularly in international forums like the United Nations, where both countries seek greater representation and influence.
• Trade Barriers: Trade between India and Brazil has not reached its full potential, partly due to various trade barriers and protectionist measures in both countries. These barriers hinder the growth of bilateral trade and investment.
• Infrastructure and Connectivity: Improving infrastructure and connectivity between the two countries remains a challenge.

Way Ahead

• Overcoming the challenges requires sustained diplomatic efforts, enhanced economic cooperation, and a commitment to finding common ground on global issues.
• Despite the obstacles, the potential benefits of a stronger India-Brazil partnership make overcoming these challenges a worthwhile endeavor.

General Studies Paper-2

Context: The Pradhan Mantri Jan Dhan Yojana (PMJDY), launched in 2014 under the Ministry of Finance has completed a decade of successful implementation.

About

• PMJDY being the largest financial inclusion initiative to provide support to the marginalised and economically backward sections through its financial inclusion interventions.
• PMJDY provides one basic bank account for every unbanked adult.

Key Features of the Jan Dhan Yojana 

• Under the PMJDY, individuals can open a basic savings bank deposit (BSBD) account at any bank branch or through a Business Correspondent (‘Bank Mitra’).

Key benefits of the scheme include:

• No requirement to maintain a minimum balance in PMJDY accounts;
• Interest earned on deposits in PMJDY accounts;
• Provision of a RuPay Debit card to account holders;
• Accident insurance cover of Rs 100,000 (increased to Rs 200,000 for new accounts opened after August 28, 2018) with the RuPay card;
• Overdraft facility of up to Rs 10,000 for eligible account holders;
• Eligibility for Direct Benefit Transfer (DBT), Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY), Pradhan Mantri Suraksha Bima Yojana (PMSBY), Atal Pension Yojana (APY), and Micro Units Development and Refinance Agency Bank (MUDRA) scheme.

Significance

• The PMJDY serves as a platform for hassle-free subsidies/payments made by the government to the intended beneficiary without any middlemen, seamless transactions, and savings accumulation.
• They have been crucial in providing life and accident insurance to millions of unorganized sector workers through Jan Suraksha schemes (micro insurance schemes).

Successful Implementation of the Scheme

• The success of the initiative is reflected in 53 crore people having been brought into the formal banking system through the opening of Jan Dhan Accounts.
• These bank accounts have garnered a deposit balance of Rs. 2.3 lakh crore, and resulted in the issuance of over 36 crore free-of-cost RuPay cards, which also provide for a ₹2 lakh accident insurance cover.
• 67% of the accounts have been opened in rural or semi-urban areas, and 55% of accounts have been opened by women.

Conclusion

• PMJDY’s success highlights its mission-mode approach, regulatory support, public-private partnerships, and the importance of digital public infrastructure like Aadhaar for biometric identification.
• Account holders can now show saving patterns, which makes them eligible for loans from banks and financial institutions.
• PMJDY being the world’s largest financial inclusion scheme, with its transformative power and its digital innovations have revolutionised financial inclusion in India.