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"Happiness can be defined, in part at least, as the fruit of the desire and ability to sacrifice what we want now for what we want eventually" - Stephen Covey

Saturday, February 07, 2026

New Zealand’s Living Standards Framework

 The New Zealand Treasury’s Living Standards Framework (LSF) organizes the assessment of multidimensional well-being into three core levels: Individual and Collective Well-being, Institutions and Governance, and Wealth. These levels are analyzed through four "lenses" or analytical prompts: Distribution, Resilience, Productivity, and Sustainability.

The sources provide the following details regarding these core levels:

1. Individual and Collective Well-being

This level focuses on the personal and shared aspects of life that contribute to well-being. Its dimensions include:

  • Health and Subjective well-being.
  • Knowledge and skills, as well as Cultural capability and belonging.
  • Work, care, and volunteering, and Leisure and play.
  • Housing, Safety, and Environmental amenity.
  • Engagement and voice, and relationships with Family and friends.

2. Institutions and Governance

This level examines the structures and social groups that organize and support society. It specifically includes:

  • Whānau, hapū and iwi, representing extended family and descendant groups in Māori culture.
  • Families and households, Civil society, and Firms and markets.
  • Central and local government and Intergenerational connections.

3. Wealth

The framework considers Wealth as the third core level for assessing long-term well-being.

Context and Application

  • Analytical Lenses: The Treasury uses the four lenses (Distribution, Resilience, Productivity, and Sustainability) to evaluate these levels, helping analysts understand policy impacts, long-term implications, and trade-offs between different options.
  • LSF Dashboard: To monitor these levels, an indicator dashboard was released in 2018 and is updated every six months. It provides data on trends and disaggregates information by sex, ethnicity, and region.
  • Complementary Frameworks: The LSF is not intended to be used in isolation. It is used alongside the He Ara Waiora Framework, which explores well-being from te ao Māori and Pacific perspectives, and aligns with Ngā Tūtohu Aotearoa (Indicators Aotearoa New Zealand).

Within the New Zealand Treasury’s Living Standards Framework (LSF), Analytical Lenses (also referred to as analytical prompts) serve as the primary tools for evaluating the three core levels of well-being: Individual and Collective Well-being, Institutions and Governance, and Wealth.

The sources identify four specific lenses used to examine these levels:

  • Distribution: This lens focuses on how well-being outcomes are spread across different groups. The framework's accompanying dashboard supports this by providing disaggregated data based on sex, ethnicity, and region.
  • Resilience: Analysts use this prompt to assess the ability of systems and populations to withstand or recover from challenges.
  • Productivity: This lens evaluates the efficiency and effectiveness with which resources are used to generate well-being.
  • Sustainability: This prompt is used to consider the long-term implications of policies and whether current well-being can be maintained for future generations.

Role in Policy Development

The Analytical Lenses are integral to the Treasury's mandate of providing economic and financial advice. They assist analysts in the following ways:

  • Systematic Assessment: They provide a structured way to consider the drivers of well-being and the broader impacts of Treasury advice.
  • Evaluating Trade-offs: The lenses help identify and evaluate trade-offs between alternative policy options, such as the tension between immediate productivity gains and long-term sustainability.
  • Evidence-Based Reporting: By utilizing the LSF Dashboard, which updates every six months, analysts can apply these lenses to real-world data, including trends over time and international comparisons, to guide cross-government well-being priorities.

The LSF, including these lenses, is designed to be used alongside other tools like the He Ara Waiora framework to ensure a comprehensive understanding of well-being that includes te ao Māori and Pacific perspectives.


To ensure the Living Standards Framework (LSF) is effective for policy advice and monitoring, the New Zealand Treasury utilizes several implementation tools designed to provide evidence-based insights and practical guidance.

According to the sources, the primary implementation tools and resources include:

1. The LSF Dashboard

The LSF Dashboard is the central monitoring tool developed in 2018 to support the framework.

  • Ongoing Monitoring: It provides an indicator set used to inform well-being reporting and guide advice on cross-government priorities.
  • Regular Updates: The data is updated every six months (typically in April and October) to ensure the information remains relevant for ongoing reporting.
  • Granular Data: Where possible, the dashboard includes trends over time, international comparisons, and data disaggregated by sex, ethnicity, and region.

2. Alignment with National Data Sets

The LSF implementation is supported by and aligned with Ngā Tūtohu Aotearoa (Indicators Aotearoa New Zealand). This is described as a "broad and deep source of well-being data" that supports a wide range of reporting requirements across the government.

3. Integrated Frameworks

The LSF is designed to be used as a tool in conjunction with other frameworks to provide a more comprehensive view of well-being:

  • He Ara Waiora: This framework is used alongside the LSF to ensure that policy advice accounts for te ao Māori and Pacific perspectives.
  • Together, these frameworks provide the evidence base for the Treasury’s financial and economic advice to the Government.

4. Practical Guidance for Agencies

Beyond the data tools, the Treasury provides specific guidance for the practical application of the framework:

  • Agency Planning: There is specific guidance on "Applying a wellbeing approach to agency planning and performance reporting," which helps government departments integrate these concepts into their standard operations.
  • Impact Assessment: The Treasury also shares experience and guidance on impact assessment and how to use the LSF to determine value for money in policy options.

These tools collectively transform the LSF from a conceptual model into a systematic way for analysts to understand the drivers of well-being and evaluate the long-term impacts of their advice.


The Living Standards Framework (LSF) was established in 2011 with the primary purpose of integrating multi-dimensional and long-term understandings of well-being into the New Zealand Treasury’s economic advice to guide policy decisions. It serves as a conceptual tool designed to support analysts in understanding the drivers of well-being and the wider dimensions that must be considered when formulating advice.

Core Purpose and Objectives

  • Systematic Understanding: The LSF provides a structured, evidence-based way to understand well-being drivers and consider the broader impacts of the Treasury’s advice.
  • Evaluating Trade-offs: A critical function of the framework is helping analysts identify and evaluate trade-offs between alternative policy options.
  • Long-term and Distributional Focus: It prompts analysts to think beyond immediate outcomes to consider the long-term and distributional implications of various policies.

Policy Relevance and Application

The framework is highly relevant to the practicalities of government policy and reporting in several ways:

  • Guiding Cross-Government Priorities: The LSF Dashboard, which provides ongoing monitoring through indicators updated every six months, is used to inform well-being reporting and guide advice on cross-government well-being priorities.
  • Economic and Financial Advice: By combining evidence from the LSF with the He Ara Waiora Framework (which provides te ao Māori and Pacific perspectives), the Treasury can provide more holistic economic and financial advice to the Government.
  • Agency Performance: The framework's principles are applied to agency planning and performance reporting, helping government departments align their operations with a well-being approach.
  • Impact Assessment: It is used as a tool for impact assessment and for determining the value for money of different policy options.
  • Data Alignment: To maintain policy relevance, the LSF aligns where possible with Ngā Tūtohu Aotearoa (Indicators Aotearoa New Zealand), a comprehensive source of well-being data used for various reporting requirements.

Because the LSF is not intended to be a comprehensive "catch-all" on its own, its policy relevance is maximized when used alongside other frameworks to ensure a diverse range of perspectives and data are captured in the advice provided to decision-makers.


The New Zealand Treasury first established the Living Standards Framework (LSF) in 2011. Its original purpose was to serve as a conceptual tool to assist analysts in understanding the drivers and various dimensions of well-being, specifically to help them identify trade-offs between different policy options. By incorporating multi-dimensional and long-term perspectives into economic advice, the framework was designed to provide a more holistic guide for policy decisions.

To ensure the framework remained relevant and of high quality, the Treasury implemented a process of periodic reviews, which resulted in significant updates in 2018 and 2021. A key historical development occurred in 2018 with the release of the LSF Dashboard. This indicator set was created to provide ongoing monitoring of well-being outcomes and to help guide policy advice regarding cross-government priorities. Since its inception, the dashboard has been updated every six months (typically in April and October) to support continuous well-being reporting with data that includes historical trends and international comparisons.

The history of the LSF is also defined by its integration with other national frameworks to ensure a more comprehensive view of New Zealand's society:

  • He Ara Waiora: Developed in 2017, this framework is used alongside the LSF to explore well-being from te ao Māori and Pacific perspectives.
  • Ngā Tūtohu Aotearoa: The LSF aligns with these national indicators (Indicators Aotearoa New Zealand) to leverage a "broad and deep source of well-being data" for government reporting requirements.


Korea's Mission-Oriented Plan for Social Problem Solving (2023-2027)

 In the context of Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027), the sources do not explicitly use the term "Policy Core," but they define a central framework centered on five "core problems" (also referred to as missions) that drive the plan's mission-oriented innovation policy.

The Five Core Problems (Missions)

The plan identifies 43 social problems across ten broad domains, but it prioritizes five core social problems for a "whole-of-government mission-oriented approach". These specific missions are:

  • Ageing
  • Cybercrime
  • Reducing fine particle matter
  • Reducing microplastics
  • Reducing household waste

Strategic Framework for Core Problems

These core problems are not just thematic goals; they are managed through a rigorous strategic framework:

  • Mission-Oriented Approach: The plan leverages science and technology (S&T) to address these issues, employing coordinated, cross-sectoral policy and regulatory measures.
  • Targets and Indicators: Each core problem is framed with specific target areas and timebound indicators. For example, the plan aims to reduce pedestrian deaths and injuries per 100,000 elderly people from 103 to 70 by 2027.
  • Implementation Roadmaps: A roadmap consisting of both R&D and non-R&D tasks is established to achieve the defined targets.

Governance and Coordination

To ensure these missions are successfully delivered, the plan introduces specific coordination mechanisms:

  • Flagship Planning Committees: Each of the five missions is assigned a Flagship Planning Committee to enhance cooperation between various ministries.
  • Horizontal Coordination: The plan fosters cross-departmental "horizontal" budgets and collaboration on R&D investment and evaluation.
  • Annual Iteration: Implementation plans are established annually, which include updates on the five core problems and potential revisions based on performance evaluations and changing social needs.

Public and Expert Involvement

The selection and orientation of these core issues were informed by extensive public engagement and expert consultation. This involved big data analysis of public sentiment, news trend modeling, and surveys to ensure the "core" of the policy aligns with salient social problems identified by the Korean public.


In the framework of Korea’s 3rd Comprehensive Plan to Solve Social Problems Based on Science and Technology (2023-2027), the government has identified five "core problems"—also described as missions—that serve as the focal point for a whole-of-government, mission-oriented innovation policy.

Identification of the 5 Core Problems

While the plan identifies a total of 43 social problems across ten broad domains (such as health, environment, and life safety), these five specific issues were selected for prioritized action. The five core missions are:

  • Ageing
  • Cybercrime
  • Reducing fine particle matter
  • Reducing microplastics
  • Reducing household waste

Strategic Framework and Missions

These core problems are distinguished from the broader list of social issues by the intensity and structure of the policy response:

  • Whole-of-Government Approach: These five issues gain priority for a coordinated "whole-of-government mission-oriented approach," which aims to mobilize joint action across different departments and actors.
  • Target-Driven Planning: Each mission is defined by specific target areas and timebound indicators. For example, the mission regarding ageing includes a target to reduce pedestrian deaths and injuries per 100,000 elderly people from 103 down to 70 by the year 2027.
  • Comprehensive Roadmaps: Achievement of these targets is supported by a roadmap that integrates both R&D and non-R&D tasks.

Governance and Horizontal Coordination

The 3rd Comprehensive Plan introduces specific mechanisms to ensure these five missions are successfully delivered:

  • Flagship Planning Committees: Each of the five missions is assigned a dedicated committee to enhance cooperation between various ministries and oversee cross-ministerial collaboration on R&D planning and investment.
  • Horizontal Budgeting: To overcome departmental silos, the plan utilizes cross-departmental "horizontal" budgets, ensuring that funding and evaluation are aligned across the government.
  • Iterative Assessment: The Ministry of Science and ICT reviews the implementation of these missions annually. This allows for the list of problems to be revised or updated based on performance evaluations and the evolution of social needs.

Selection Process

The selection of these core missions was the result of an extensive consultation process designed to ensure high levels of public engagement. This process included participatory surveys, expert consultations, big data analysis of public sentiment, and topic modeling of news trends to track the most salient social problems over time.


The ten broad social problem domains identified in Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027) serve as the organizational framework for the nation's mission-oriented innovation policy. These domains represent the key areas where science and technology (S&T) are leveraged to improve natural, human, and social capital.

The Ten Domains and 43 Social Problems

The plan categorizes Korea's most pressing issues into the following ten domains:

  • Health
  • Environment
  • Culture and leisure
  • Life safety
  • Disaster
  • Energy
  • Housing and transportation
  • Family
  • Education
  • Social integration

Across these ten domains, the government has identified 43 specific social problems that are prioritized to attract R&D investment focus. This structure is designed to direct S&T applications toward well-defined societal objectives within a five-year timeline.

Identification and Selection Process

The selection of these domains and their underlying problems was the result of an extensive consultation process led by the Science, Technology, and Innovation (STI) Office. To ensure the plan addressed the most "salient social problems," the government utilized:

  • Public and Expert Engagement: Participatory processes, surveys, and consultations with ministries and public-private advisory councils.
  • Data-Driven Analysis: Big data analysis of public sentiment and topic modeling of news trends to track how social problems evolve over time.
  • Official Approval: Review by the Public-Private Council for Social Problem Solving and the PACST Deliberative Council.

Role in the Larger Policy Context

In the broader context of the 3rd Comprehensive Plan, these domains provide the field from which five "core problems" (missions) are selected for a more intensive whole-of-government approach. While the ten domains cover a wide spectrum of well-being, the core missions (such as ageing and microplastics) receive additional coordination through Flagship Planning Committees and specialized roadmaps.

Furthermore, the framework is dynamic rather than static. The Ministry of Science and ICT reviews the implementation of the plan annually, which includes potential revisions to the list of 43 social problems within these domains based on performance evaluations and changing social needs. This iterative process allows the government to maintain a sustained commitment to social solutions while remaining adaptable to new challenges.


In the context of Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027), the methodology and governance structures are designed to support a mission-oriented innovation policy that leverages science and technology (S&T) to address complex societal issues,.

Methodology for Identification and Planning

The methodology used to develop the plan emphasizes data-driven analysis and extensive stakeholder engagement to ensure the policy addresses the most salient social problems:

  • Multi-Layered Consultation: The planning process was led by the Science, Technology, and Innovation (STI) Office and involved experts, various ministries, and public-private advisory councils.
  • Data-Driven Problem Identification: To track the evolution of social issues, the government utilized big data analysis of public sentiment, topic modeling of news trends, and forecast surveys.
  • Public Engagement: The plan is characterized by a high level of citizen involvement, utilizing participatory processes and surveys to select priority objectives,.
  • Defining Missions with Targets: For the five "core problems" (missions), the methodology involves setting target areas and timebound indicators (e.g., specific reductions in elderly pedestrian injuries by 2027).
  • Integrated Roadmaps: The strategy for these missions includes a comprehensive roadmap of both R&D and non-R&D tasks.

Governance and Coordination Mechanisms

The governance of the 3rd Plan is structured to overcome departmental silos and ensure a "whole-of-government" approach:

  • Horizontal Coordination: The plan fosters collaboration through cross-departmental "horizontal" budgets and joint planning for R&D investment and evaluation.
  • Flagship Planning Committees: To enhance inter-ministerial cooperation, a dedicated committee is assigned to each of the five core missions,.
  • Oversight and Approval: The draft plan underwent a rigorous review process by ministries, agencies, and local governments before being approved by the Public-Private Council for Social Problem Solving and the PACST Deliberative Council.
  • Diverse Stakeholder Delivery: Implementation involves a broad spectrum of actors, including regional universities, local research institutions, residents, and local governments.

Iterative Management and Continuity

The plan's governance is designed for flexibility and long-term commitment:

  • Annual Iteration: The Ministry of Science and ICT reviews the plan every year, establishing annual implementation plans that include updates on core problems and potential revisions to the list of 43 identified social problems.
  • Performance Evaluation: Ministries may undergo performance evaluations prior to the release of each annual implementation plan.
  • Strategic Timeline: The five-year timeline (2023-2027) allows for strategic planning and investment that extends beyond annual policy and budget cycles, ensuring continuity and the ability to adapt to changing social needs over time.

In the context of Korea’s 3rd Comprehensive Plan to Solve Social Problems (2023-2027), the methodology and governance structures are designed to support a mission-oriented innovation policy that leverages science and technology (S&T) to address complex societal issues,.

Methodology for Identification and Planning

The methodology used to develop the plan emphasizes data-driven analysis and extensive stakeholder engagement to ensure the policy addresses the most salient social problems:

  • Multi-Layered Consultation: The planning process was led by the Science, Technology, and Innovation (STI) Office and involved experts, various ministries, and public-private advisory councils.
  • Data-Driven Problem Identification: To track the evolution of social issues, the government utilized big data analysis of public sentiment, topic modeling of news trends, and forecast surveys.
  • Public Engagement: The plan is characterized by a high level of citizen involvement, utilizing participatory processes and surveys to select priority objectives,.
  • Defining Missions with Targets: For the five "core problems" (missions), the methodology involves setting target areas and timebound indicators (e.g., specific reductions in elderly pedestrian injuries by 2027).
  • Integrated Roadmaps: The strategy for these missions includes a comprehensive roadmap of both R&D and non-R&D tasks.

Governance and Coordination Mechanisms

The governance of the 3rd Plan is structured to overcome departmental silos and ensure a "whole-of-government" approach:

  • Horizontal Coordination: The plan fosters collaboration through cross-departmental "horizontal" budgets and joint planning for R&D investment and evaluation.
  • Flagship Planning Committees: To enhance inter-ministerial cooperation, a dedicated committee is assigned to each of the five core missions,.
  • Oversight and Approval: The draft plan underwent a rigorous review process by ministries, agencies, and local governments before being approved by the Public-Private Council for Social Problem Solving and the PACST Deliberative Council.
  • Diverse Stakeholder Delivery: Implementation involves a broad spectrum of actors, including regional universities, local research institutions, residents, and local governments.

Iterative Management and Continuity

The plan's governance is designed for flexibility and long-term commitment:

  • Annual Iteration: The Ministry of Science and ICT reviews the plan every year, establishing annual implementation plans that include updates on core problems and potential revisions to the list of 43 identified social problems.
  • Performance Evaluation: Ministries may undergo performance evaluations prior to the release of each annual implementation plan.
  • Strategic Timeline: The five-year timeline (2023-2027) allows for strategic planning and investment that extends beyond annual policy and budget cycles, ensuring continuity and the ability to adapt to changing social needs over time.

Housing for a Resilient Urban Future in Indonesia

 Indonesia is experiencing a period of rapid urbanization, with cities now home to 54% of the national population as of 2020, up from 48% in 1990. This trend is projected to continue, with the urban population expected to reach 158.7 million by 2030. While this growth has been a primary driver of productivity and poverty reduction, it has also created significant pressures on housing and infrastructure that must be addressed to ensure a resilient urban future.

The sources highlight the following trends and challenges within the context of Indonesia's urban housing landscape:

1. Demographic and Geographic Concentration

  • Java Island Predominance: Urban development is heavily imbalanced, with a high concentration of Functional Urban Areas (eFUAs) on Java Island. Four of Indonesia's largest metropolitan areas—Jakarta, Surabaya, Bandung, and Surakarta—are located there.
  • Small vs. Large eFUAs: While 69.3% of Indonesia's urban areas are small (fewer than 250,000 inhabitants), 66.3% of the urban population is concentrated in just 19 large metropolitan areas with over 1.5 million residents.

2. The Critical Housing Shortage

  • Scale of the Backlog: Approximately 29.2 million family units in Indonesia either do not own a home or live in inadequate conditions.
  • Urban-Specific Gap: In urban areas specifically, there is a recognized shortage of 4.6 million homes for ownership and a need to renovate 2.1 million inadequate homes.
  • Rising Costs: Housing challenges are exacerbated by rising property prices, which increased by nearly 11% between 2019 and 2024, alongside a 17.7% spike in building material costs.

3. Environmental and Climate Vulnerabilities

As cities expand, they face mounting environmental risks that threaten their long-term resilience:

  • Emissions: The building and transport sectors together account for more than half of Indonesia's energy-related greenhouse gas emissions.
  • Coastal Risks: Nearly 24% of the urban population lives in low-elevation coastal zones vulnerable to sea-level rise and flooding.
  • Extreme Heat: The Urban Heat Island (UHI) effect is intensifying, with Jakarta recording 30 consecutive days over 35°C in 2023.

4. Pathways Toward a Resilient Future

The sources identify several strategic policy pathways to balance the need for mass housing with sustainability:

  • Three Million Housing Programme: This flagship initiative aims to deliver three million affordable units per year. It represents a "unique opportunity" to guide cities toward low-carbon development if implemented with energy-efficiency standards.
  • Compact Urban Development: Shifting toward Transit-Oriented Development (TOD) can reduce environmental footprints and infrastructure costs by concentrating housing near public transport hubs like the MRT in Jakarta or LRT in Palembang.
  • Green Building Regulations: Strengthening the Bangunan Gedung Hijau (BGH) framework is essential. Currently, mandatory compliance is often limited to large non-residential buildings, but expanding these to residential sectors is a key recommendation.
  • Institutional Capacity: The establishment of the Ministry of Housing and Settlement Areas reflects a policy shift to provide dedicated authority and resources to meet these urban challenges.

The sources conclude that Indonesia's continued urbanization and large-scale housing investments offer a critical opportunity to shape more resilient, sustainable, and inclusive cities if managed through integrated land use and climate-proof planning.


Indonesia faces a monumental housing crisis, with approximately 29.2 million family units either lacking a home entirely or living in inadequate conditions. Within the context of a resilient urban future, these challenges are compounded by rising economic costs, environmental vulnerabilities, and institutional hurdles.

1. The Scale of the Housing Backlog

The sources categorize Indonesia's housing deficit into two primary areas:

  • Ownership Backlog (Quantity): An estimated 12.6 million families do not own a home. In urban centers, there is a recognized shortage of 4.6 million homes for ownership.
  • Adequate Housing Backlog (Quality): Approximately 16.6 million families live in dwellings that fail to meet basic standards for living space, clean water, proper sanitation, or durable building materials. In cities, at least 2.1 million homes require urgent renovation.

2. Economic Barriers and Urban Sprawl

Providing housing is increasingly difficult due to a widening gap between wages and property costs:

  • Rising Costs: Between 2019 and 2024, residential property prices rose by 10.9%, while the cost of building materials spiked by 17.7%.
  • Spatial Inequality: Because land near urban cores has become unaffordable, subsidized housing is increasingly pushed to peripheral areas. This forces low-income residents into long commutes and creates "urban sprawl," which increases infrastructure costs by up to 40%.
  • Infrastructure Lag: Rapid residential expansion is outstripping the delivery of essential services like transport, water, and sanitation, leading to increased congestion and reduced well-being.

3. Environmental Risks and Resilience

Resilient urban planning is hindered by the fact that a significant portion of the population lives in high-risk areas:

  • Coastal and Flood Risks: Nearly 24% of the urban population resides in low-elevation coastal zones vulnerable to sea-level rise. Furthermore, many of the country's 38,000 hectares of slums are located in flood-prone or landslide-prone corridors.
  • Heat Stress: The Urban Heat Island (UHI) effect is intensifying, with residents exposed to an average of 363 days of heat stress per year.

4. Governance and Policy Obstacles

The sources identify several institutional challenges that prevent efficient housing delivery:

  • Land Tenure Uncertainty: Current public land lease regulations (HGB) often limit initial periods to 30 years with uncertain renewal terms. This lack of long-term certainty discourages private developers from investing in large-scale urban housing projects.
  • Institutional Fragmentation: Housing policy is split across multiple agencies, including the Ministry of Housing and Settlement Areas, the Ministry of Public Works, and Bappenas. This fragmentation, combined with recent budget cuts—such as the reduction of the Housing Ministry's 2025 budget from IDR 5.27 trillion to IDR 1.61 trillion—constrains the government's ability to meet ambitious targets.

5. Strategic Pathways Forward

To address these challenges, the sources suggest leveraging the Three Million Housing Programme as a catalyst for reform. Key recommendations include:

  • Transit-Oriented Development (TOD): Concentrating affordable housing near public transport hubs to reduce emissions and improve job accessibility.
  • Green Building Standards: Gradually extending mandatory Bangunan Gedung Hijau (BGH) regulations to the residential sector to avoid locking cities into a high-emissions future.
  • In-Situ Upgrading: Focusing on community-led resilience in existing settlements rather than relocation, which often disrupts livelihoods.

Indonesian cities are currently grappling with significant environmental pressures that threaten the long-term sustainability of their urban growth. While urbanization has historically driven economic expansion, it has also led to rising greenhouse gas (GHG) emissions, increased climate vulnerabilities, and severe pollution.

The sources detail these environmental challenges across several key dimensions:

1. Climate Mitigation: Rising Emissions and Energy Demand

  • Sectoral Contribution: As of 2023, the building and transport sectors together accounted for more than half of Indonesia's energy-related GHG emissions. Energy-related $CO_2$ emissions from these sectors more than doubled over the last three decades.
  • Cooling Demand: Driven by rising temperatures and improved living standards, the share of the population owning an air conditioning unit is expected to jump from 14% in 2023 to 85% by 2050. Consequently, electricity demand for cooling in buildings is projected to be 11 times higher in 2050 than in 2022.
  • Emissions Growth: Between 2000 and 2022, Indonesia’s total GHG emissions (excluding land use) increased by 109%, contrasting with a 12.3% decrease across OECD countries during the same period.

2. Climate Adaptation: Flooding and Heat Stress

  • Coastal Vulnerability: Nearly one-quarter (24%) of Indonesia's urban population—roughly 34 million people—lives in low-elevation coastal zones (LECZ) below 10 meters, making them highly vulnerable to sea-level rise and storm surges.
  • Flooding Risks: The share of built-up areas exposed to floods has increased, and annual river flood damage in urban areas is estimated to reach USD 15 billion by 2030 under high-emission scenarios.
  • Extreme Heat: The Urban Heat Island (UHI) effect is intensifying due to high population density and heat-retaining materials. Indonesians were exposed to an average of 363 days of heat stress per year between 2019 and 2023, and Jakarta recorded 30 consecutive days over 35°C in 2023.

3. Pollution and Resource Management

  • Air Quality: The residential sector is the largest source of fine particulate matter (PM2.5) in urban centers, contributing 46% of total emissions in 2020. This pollution has severe health impacts; in Jakarta alone, it is estimated that 7,390 residents die prematurely every year due to high PM2.5 levels.
  • Water Quality: Around 70% of rivers in Indonesia are polluted, primarily due to untreated domestic wastewater. National wastewater treatment coverage was estimated at just 14% as of 2016.
  • Waste Crisis: Only about 10% of waste is properly managed, with 70% of total waste remaining unmanaged outside formal collection systems. Landfills across the country are projected to reach full capacity by 2030.

4. Strategic Pathways for a Resilient Future

The sources emphasize that the government's Three Million Housing Programme offers a "unique opportunity" to shift these trends. Key strategies identified include:

  • Transit-Oriented Development (TOD): Reducing environmental footprints by concentrating housing near public transport nodes like the MRT and LRT.
  • Green Building Standards: Gradually expanding the Bangunan Gedung Hijau (BGH) framework beyond large commercial buildings to include the residential sector.
  • Nature-Based Solutions (NbS): Systematically integrating green infrastructure—such as mangrove belts, infiltration wells, and green open spaces—to mitigate heat and flood risks while improving biodiversity.
  • Hazard-Sensitive Planning: Using digitalized spatial plans (RDTR) and hazard maps to direct new housing construction away from disaster-prone land.


The sources identify four primary policy and governance pathways to balance Indonesia's urgent need for affordable housing with long-term sustainable and resilient urban development goals. These pathways leverage the Three Million Housing Programme as a catalyst for systemic change.

1. Efficient and Integrated Use of Urban Land

Optimizing urban space is essential to meet housing demand while reducing environmental footprints.

  • Transit-Oriented Development (TOD): Policies should expand TOD beyond major rail stations to include Bus Rapid Transit (BRT) and Light Rail Transit (LRT) nodes. This model supports higher density, mixed-use development, and reduces car dependency.
  • Reforming Land Leases: Current public land lease regulations (HGB) often have short durations (30–40 years) and uncertain renewal terms, which discourages private investment. Reforming these systems to provide long-term certainty is seen as critical for attracting private capital for large-scale urban projects.
  • Strengthening Perumnas: Expanding the mandate of the state-owned housing developer, Perumnas, would allow it to move beyond individual plot development and act as an integrated urban development agency involved in land management and infrastructure provision.

2. Mainstreaming Energy Efficiency and Decarbonization

Mass housing development must avoid locking cities into a high-emissions trajectory.

  • Green Building Standards (BGH): The sources recommend a "step-by-step" approach to tighten and broaden regulations, gradually extending mandatory green building requirements from large commercial buildings to the residential sector.
  • Certified Materials (SNI): Mandating the use of SNI-certified materials in building codes and public procurement can ensure structural safety and accelerate the adoption of energy-efficient components like high-performance insulation.
  • Technical Capacity: To support these standards, the government must address the shortage of certified architects, green building assessors, and energy auditors, especially in smaller cities, through targeted training and knowledge-transfer initiatives.

3. Fostering Resilient Urban Development

Policy must steer new construction away from hazard-prone areas and upgrade existing settlements for climate safety.

  • Hazard Mapping and Spatial Planning: Accelerating the preparation and digital integration of Detailed Spatial Plans (RDTR) is essential for enforcing zoning that restricts development in disaster-prone locations.
  • Community-Led Adaptation: Programs like ProKlim (Climate Village) and KOTAKU (Slum Upgrading) should be integrated with city-scale planning to provide in-situ resilience measures like improved drainage and early-warning systems.
  • Nature-Based Solutions (NbS): Regulations should systematically integrate green infrastructure—such as mangrove belts, pocket parks, and permeable sidewalks—into urban planning to mitigate heat and flood risks while improving public amenities.

4. Institutional Capacity and Policy Alignment

A whole-of-government approach is required to align housing delivery with sustainability goals.

  • Institutional Framework: The establishment of the Ministry of Housing and Settlement Areas reflects a policy shift toward dedicated authority. However, formalizing an inter-ministerial co-ordination mechanism (like the Housing Task Force) is recommended to align projects across various agencies.
  • Planning Alignment: The sources emphasize embedding the Three Million Housing Programme within the Long-Term (RPJPN) and Medium-Term (RPJMN) National Development Plans, with measurable indicators for energy efficiency and emission reductions.
  • Data Granularity: Implementing One Data Indonesia (SDI) is critical to harmonize data collection. Policymakers need more granular, neighbourhood-level data on building age, structural integrity, and climate exposure to target interventions effectively.

Friday, February 06, 2026

Newspaper Summary 070226

 Rise of the auto-narrative By Avantika Bhuyan

Across the world, charged geopolitics and widespread crackdowns on freedom of expression are deeply impacting the art world. This polarization is visible in the exclusion of certain works, such as the temporary closure of Tom Vattakuzhy’s exhibition at the Kochi-Muziris Biennale following protests, and the blocking of Gabrielle Goliath’s entry for the 2026 Venice Biennale. Historically, artists have always responded to conflict, with movements like Dadaism and Surrealism arising from the turmoil of World War I. In India, the trauma of Partition shaped the practices of artists like Satish Gujral and Haren Das, while the communal violence of the 1990s led others to adopt the role of "artist as witness".

Today, a significant development in the Global South is the rise of the auto-narrative in both theme and materiality. Artists are increasingly speaking from their personal, ancestral, and direct communal experiences, asserting the right to tell their stories on their own terms. Curators and artists alike are moving away from narrow labels like "queer" or "anti-caste" to explore complex intersections through a deeply personal lens.

Key voices in this movement include artists such as Sajan Mani, Saviya Lopes, Rajyashri Goody, Parag Tandel, Rah Naqvi, and Vikrant Bhise. Shaunak Mahbubani, a curator working between Germany and India, explores this shift in the show Autopoiesis: A Song for Resuscitation at Arthshila Goa. This exhibition features artists who engage with "poetic utterances to revive wounded archives".

Specific examples of this practice include:

  • Jahangir Jani: A series of abstract mixed media paintings created by burning everyday materials to "purge the memories of past queer lovers".
  • Priyageetha Dia: A CGI video performance where a plantation erupts in flames to the beats of Oppari (a Tamil Dalit funeral practice), protesting the historical atrocities against indentured laborers.
  • Sajan Mani: Hailing from a family of rubber tappers, he uses his physical labor to enliven radical anti-caste poetry on a 15ft hanging scroll.
  • Saviya Lopes: Transmutes a large archive of documents and photos from her grandfather’s migration onto muslin cloth to challenge national boundaries.
  • Awadesh Tamrakar: Incorporates materials used in making copper utensils—the craft of his community—to discuss belonging and displacement.
  • Al-Qawi Nanawati: Uses the clothes of her late mother to create her own paper as a means of catharsis.

Ultimately, the "auto-narrative" is not rooted in individualism. By centering their lived experiences, these artists are making space for collective healing, using their work to articulate the pain stored within and respond to rising inequality and geopolitical tensions.


Digital tools come into play, making the canvas kinetic By Meera Menezes

Artist Shailesh B.R. explains that his initial attraction to kinetic sculptures was sparked by "electricity" after his remote village in Karnataka was finally connected to the grid in 1996. His first creation was a drawing machine made by tying pens to a remote-controlled toy car, an experiment that opened the possibility of using machines as part of the artistic gesture. Since then, Shailesh has completed a residency at CERN in Geneva and held a solo exhibition, The Sky in the Palm, at Vadehra Art Gallery in Delhi. His works often critique social conventions, such as Let’s Make a Choice: Swayamvara, a machine that "accepts" or "rejects" viewers as suitable marriage candidates based on its programming. In another piece, Prayer Machine 2.0, the social commentary arises from the repetitive behavior of the connected devices themselves.

Shailesh is part of a growing group of younger artists using technology to further innovation in material and theme. Curators like Jess Baxter of London’s Tate Modern believe that AI has fundamentally shifted how we trust what we see, leading more artists to either use or critique these advanced tools. For instance, 34-year-old Agrawal uses technology as both his subject and material to highlight its integration into sociopolitical landscapes. At the Bengaluru Hubba, his performance Ritual Robots—Havan at the Data Kund featured a robotic arm performing a traditional religious ritual inside an AI data center.

L.N. Tallur also delved deeply into machine learning and AI during the pandemic, resulting in exhibitions like Chirag-e-AI and Neti-Neti: Glitch in the Code. Tallur is fascinated by the tension between precision and unpredictability, noting that while machines promise accuracy, they can also produce unexpected "glitches". His recent work includes Mud Pixel, Dead Pixel, where whirring tires splattered mud on walls, and DataWeave 2025, a bronze sculpture of Mahatma Gandhi created with dhokra artisans using a layering process he compares to 3D printing.

Other practitioners focus on machine-driven movement using lower-tech materials. Kausik Mukhopadhyay, inspired by Swiss artist Jean Tinguely, uses discarded household objects and outdated technological equipment to create complex assemblages. He believes that adding movement makes art appear less "cerebral and scary," breaking down the "pretentious seriousness" that can sometimes act as a barrier to audience interaction.

Institutions are also prioritizing the study of technology's role in art. The Khoj International Artists’ Association is currently hosting Are You Human, an exhibition exploring how technology reorganizes human identity, gender, and caste. Featured interactive works include Gondwana, a durational virtual reality (VR) experience by Ben Andrews and Emma Roberts that transports visitors into an Australian rainforest to witness the impact of human intervention. As these artists push the boundaries of human-machine interaction, they continue to face deeper metaphysical questions about the nature of reality.


Black carrots can visually transform a dish By Nandita Iyer Double Tested

After a five-hour workshop, a message from a neighbor about extra black carrots immediately caught my attention. These carrots are notoriously difficult to find in Bengaluru, and I was surprised to learn they were available via a quick-commerce app for delivery in just 15 minutes. I promptly ordered two kilos for myself.

While a friend shared a recipe for Awadhi-style black gajar ka halwa, a winter staple in regions like Lucknow, I found that the true appeal lies in the visual transformation. Even if the taste is familiar, the dramatic color cues the senses differently, changing one's perception of the recipe. It serves as a reminder that eating is as much about sight and expectation as it is about flavor.

In the kitchen, black carrots can be used much like orange ones, though they turn a classic carrot cake into moody purple hues. Despite some social media claims that these are "GMO," they are actually heirloom varieties that predate the orange carrot by centuries. Orange carrots were only developed in the 17th century by Dutch farmers, likely through the selective breeding of yellow and white strains.

The deep black-purple color of these heirloom carrots comes from anthocyanins, which are water-soluble pigments and powerful antioxidants. Peeling or chopping them releases an inky purple juice that feels theatrical and can even dye your fingers purple. Ultimately, this ingredient is a piece of history finding its way back into modern kitchens.

LACTO-FERMENTED BLACK CARROT PICKLES Makes 1 jar

  • Ingredients: 3 black carrots, 1 large clove garlic, 2 cups filtered water, 14g salt.
  • Method: Wash and peel the carrots, then cut them into batons. Place the peels at the bottom of a wide-mouthed glass jar and pack the batons and garlic on top. Mix the salt and water and pour until the carrots are fully immersed. Close the lid tightly and set aside for three days; once bubbles appear and the taste is tangy, they are ready to be refrigerated. For added flavor, consider adding fennel seeds.

THREE-CARROT SALAD Serves 2-4

  • Ingredients: 2 medium black carrots, 1 medium red carrot, 1 small orange carrot, 1 tsp white sesame seeds, 1 tbsp chopped parsley or carrot greens.
  • Dressing: 1 tbsp olive oil, 1/2 tsp grated ginger, 1 tsp honey, 1/2 tsp salt, 2 tsp apple cider or balsamic vinegar, pinch of red chili flakes.
  • Method: Peel and shave the carrots into noodles using a julienne peeler. Whisk the dressing ingredients until thick and creamy. Toss the noodles in the dressing and top with sesame seeds and greens.

US deal buzz lifts D-Street as investors await details By Abhinaba Saha & Mayur Bhalerao Mumbai

Indian equities logged their strongest weekly performance in 38 weeks, emerging as the world’s top-performing major market following the announcement of a US–India trade deal, despite its finer details remaining unclear.

Headline-driven optimism lifted both the Nifty 50 and the Sensex by 3.5% over a week that featured a special Sunday trading session for the Union budget. As of the week's close, the Nifty 50 stood at 25,693.70 and the Sensex at 83,580.40. This performance represents the benchmarks’ best weekly showing since May 2025.

Turbulence and Triggers The rally was marked by significant volatility, with the indices recording both their steepest single-day fall and biggest single-day jump in nine months within the same week.

  • Budget Day (1 February): Benchmarks fell nearly 2% as investors felt the government’s proposals lacked growth-reviving "firepower". Sentiment was further dampened by a surprise hike in the securities transaction tax (STT) on derivatives trading.
  • Trade Deal Breakthrough: Sentiment shifted dramatically after US President Donald Trump announced a breakthrough in trade negotiations, easing uncertainty. This news catapulted the index 2.5% on 3 February alone.

FPI Activity and Market Sentiment Foreign portfolio investors (FPIs), who had sold nearly ₹36,000 crore worth of equities in January, turned into net buyers, injecting ₹9,442 crore in the first week of February. Meanwhile, the India VIX, Dalal Street’s "fear gauge," plunged 19% over the week, indicating a sharp drop in risk aversion.

Sectoral Performance: IT vs. The Broader Market While India emerged as a top global performer, IT stocks were the week’s worst performers. The BSE IT index slid nearly 7% after the AI firm Anthropic unveiled new plugins for its Claude Cowork platform, stoking fears that automation might encroach on core services provided by Indian IT firms.

  • Infosys Ltd fell 9.2%.
  • Tata Consultancy Services fell 8%.

In contrast, the broader market staged a broad-based rally led by utilities and power stocks (up 10%) and real estate (up nearly 8%). Analysts noted that power companies are expected to benefit from surging demand and Budget-related tax holidays for data centre investments.

Outlook Experts expect markets to consolidate around current levels in the coming week, though caution remains due to elevated geopolitical uncertainty and persistent concerns regarding valuations and earnings weakness. Analysts suggest that the investor mood now hinges on the "fine print" of the bilateral trade pact.


FEARLESS, NOT RECKLESS Defending champions India seek right balance between aggressive intent and tactical maturity as they open campaign against the USA today By Anand Vasu

There was still time for a few jokes. Especially when it was put to Suryakumar Yadav that his team’s opening game against the USA was a battle between the Green Card and the Aadhaar Card, given how many Indian-origin players are in the opposition. Surya has played with several of them in Mumbai himself.

But when the action begins, every ball will be a serious matter, even if Surya doesn’t stop smiling at any stage. “When you’re playing at home, there is always added pressure,” Surya conceded. “I’m not running away from the fact. There will be nerves. But there will be a lot of cheer around. You’re playing at home, there are people backing you... I’ve told my boys the same thing: Let’s give them a good time. Let’s give them entertainment.”

The brand of cricket India have played in T20Is over the last many months, there will be no shortage of entertainment. Given that India play USA, Namibia, the Netherlands, and potentially Pakistan in the first round, there was the suggestion that they had it easy. “I don’t see any weak teams in the competition. It’s a format where one or two batters or bowlers can make a difference,” said Surya.

The real challenge, though, will not be the opposition. It will be up to India to stay true to their brand of fearless cricket in the World Cup. In the past, India have been guilty of pushing the boundaries in bilateral series, when there is less at stake, only to revert to a more conservative approach in global tournaments. The weight of expectations is something only the players will fully understand. “No one has defended the title. No one has won on home soil,” said Surya. “But you have to be in the present... You have to stay grounded, because when you’re playing at home, you want to give people more than they expect, and that, at times, might force a mistake.”

The fact of the matter is that India’s legion of fans expect their team to win every time it takes the field. This means that even if early results go their way, the pressure will build rather than ease. “There is already enough pressure from outside,” Surya said, only half in jest. “When we are on the field, we just want to be relaxed... Auto-pilot switches on when you come to the ground.”

The first call had to be taken even before a ball was bowled, with Harshit Rana being ruled out by a knee injury. India fancy Rana’s lower-order hitting on top of his bowling, and Mohammad Siraj, the replacement, does not wield the willow with as much assurance. “It’s a big blow obviously because you make a squad of 15 players with a lot of combinations in mind,” explained Surya. “If he is not available... then we will set other combinations. We have enough players, enough combinations.”

There was a time when upcoming teams fought through rigorous competition to make it to a World Cup and then found themselves well out of their depth. But the 20-over game has narrowed that gap. The expansion of the T20 World Cup to 20 teams has also meant more players are getting chances to make a name for themselves on the global stage.

India will take nothing for granted, in the full knowledge that complacency could be disastrous. They will have to walk a tightrope—knowing exactly what’s at stake, but not looking down to see the kind of damage that wobble can set off—and Surya’s method is to keep smiling. Keeping anxiety at bay will be crucial in a month-long campaign.


Cries in the Urban Wilderness Silk Stalkings By Reshmi Dasgupta

Some months ago, I became painfully aware of the deteriorating mental health of a childhood friend. Divorced, estranged from her close family, and unemployed after Covid, she was in crisis. Yet I soon realised there was nothing that I, as just a friend, could do. As per Indian laws, only the person or immediate family can directly intervene to help those with mental health problems. So, all I could do was provide her family with relevant contacts and hope they did the needful.

This week, India was aghast at the suicide of three teenage sisters in the National Capital Region, who had been drawn into the dangerous world of online games. The three, the oldest of whom was only 16, had immersed themselves in what the media has described as “Korean culture” and stopped going to school and even interacting with their parents. Oddly, that seemed to raise no red flags in either their wider family or among the neighbours in the condominium they lived in.

But why should three young sisters become so totally immersed in a fantasy-scape when there was a real world for them to interact with? It indicates a profound disconnect with their surroundings even in the midst of a crowded residential complex. That is not normal by any standard and merited serious action by parents or even concerned neighbours. But neither set of grownups did anything to address the issue.

When the sisters dropped out of school, why did no teacher, counsellor, or administrator raise queries, fearing abuse, trafficking, or child marriage if not any mental health problems? Did these girls have no classmates alarmed by their withdrawal from the world? Have notions of “privacy” and individual “space” reached western proportions even in India? Or like me, did everyone desist because authorities would not listen as they had no legal locus to intervene?

In various notes and messages the girls left behind, the word ‘loneliness’ stands out. Feelings of isolation and abandonment are closely linked to it. These three words are at the heart of even my childhood friend’s crisis. Sadly, the government has no safety net for mentally stressed people with no personal support systems, irrespective of the strata of society they come from. There is no mechanism for suo motu intervention. Middle-class Indians appear to be the most vulnerable.

With eerie prescience, the Economic Survey presented just the week before these suicides identified mental health as a major concern, highlighting social media addiction among Indians aged 15-24. It said anxiety, depression, low self-esteem, and stress linked to cyberbullying are rising, and digital addiction among adolescents is impacting academic performance, social interactions, and sleep. Being mentioned in the Survey indicates just how widespread the problem is.

Finance Minister Nirmala Sitharaman announced that North India will finally get a National Institute for Mental Health and Neurological Sciences (NIMHANS) like the one in Bengaluru, and that Ranchi and Tezpur will be upgraded to regional apex institutions. While this will be a boon for treatment and research, what about prevention and pre-emption? For that, the basic intervention protocol needs to change. And there has to be a safety net for those who have no one to turn to.

Simon & Garfunkel’s Sound of Silence poignantly encapsulated the emotional and social isolation of America over 60 years ago. The opening line, “Hello darkness, my old friend,” reflects the mindset of far too many Indians today. “Fools, said I, you do not know / Silence like a cancer grows / Hear my words that I might teach you / Take my arms that I might reach you…” it goes. I can hear my friend’s silent cry in those lines; she and I sang that so often as schoolgirls.


RBI Holds Rate at 5.25%, Retains Neutral Stance By Our Bureau Mumbai

The Reserve Bank of India (RBI) on Friday kept interest rates and its monetary policy stance unchanged, as expected by the majority of economists. The Monetary Policy Committee (MPC) voted unanimously to maintain the benchmark repo rate at 5.25% and retained its ‘neutral’ stance, citing a combination of strong economic growth and benign inflation.

Economic Growth and the ‘Goldilocks’ Spot Governor Sanjay Malhotra stated that the Indian economy remains in a period of robust growth, describing the current environment as a "Goldilocks" spot. On the back of strong domestic demand and recent trade deals, the central bank raised its GDP growth projection for fiscal year 2026 (FY26) to 7.4%, up from the previous estimate of 7.3%. Malhotra noted that recent bilateral and multilateral trade agreements, including those with the European Union and Oman, are expected to further boost investment and sustain growth momentum.

Inflation Outlook While the RBI marginally raised its inflation projection for FY26 to 2.1% (from 2.0% earlier), retail inflation remains well within the bank's tolerance band. December’s retail inflation stood at 1.33%, and the governor indicated that underlying inflation, excluding the impact of rising precious metal prices, continues to be low. The MPC remains committed to a long-term inflation target of 4%.

New Consumer Protection Measures A significant portion of the policy announcement focused on safeguarding bank customers from the rising threat of digital fraud.

  • Fraud Compensation: The RBI proposed a framework to compensate victims of small-value digital frauds for 85% of their loss, capped at ₹25,000.
  • OTP Compromise: This compensation will be available even in cases where a one-time password (OTP) was compromised.
  • One-Time Relief: The governor clarified that this is a one-time "forgiveness" measure intended to educate customers; those who make the same mistake twice will not be eligible for further compensation.
  • Mis-selling and Recovery: New draft guidelines will be issued to curb the mis-selling of financial products and to regulate the conduct of loan recovery agents.

Market and Sectoral Impact The RBI unlocked a fresh source of funding for the property sector by allowing commercial banks to lend directly to Real Estate Investment Trusts (REITs) for the first time. This move provides REITs with a cheaper alternative to expensive bond markets.

In other regulatory moves, the RBI proposed exempting small NBFCs with asset sizes below ₹1,000 crore from registration requirements if they do not access public funds. Additionally, the ₹2.5 lakh crore limit for FPI investments under the Voluntary Retention Route (VRR) was removed to provide more operational flexibility to foreign investors.

Following the announcement, benchmark 10-year government bond yields rose to 6.73%, as markets reacted to the absence of fresh liquidity measures.


Iranians Have Their Own Mind Zan, zendegi, azadi By Maryam Aslany

Oxford: Iran recently underwent one of the most intensive episodes of state murder in history, with reports suggesting over 33,000 people were killed within 48 hours. As the internet is partially restored, videos are emerging of a reality described as "genocide under digital darkness". At least 42,000 people were arrested during the protests, and many now await execution.

Despite this vast state violence, the situation has received limited international media coverage. One reason for this perceived abandonment appears to be the defiant rallying cry used by many Iranians: "Javid shah!" (Long live the king!). Many in the West seem more offended by this phrase than by the atrocities committed by the regime.

Reza Pahlavi, the exiled crown prince, has increasingly become the accepted figurehead of the Iranian freedom struggle. Iranians find themselves frequently asked to justify their political decisions to Western interrogators who question Pahlavi’s legitimacy or baselessly claim he intends to build a new dictatorship. At the recent Jaipur Literature Festival, Western journalists were noted for contemptuously "psychoanalysing" the Iranian mindset, reflecting a suspicion that their political desires stem from intellectual deficiency rather than a genuine pursuit of secular government and democracy.

Iranians believe Pahlavi can provide a stable transition, and the prince intends to hold a referendum to decide the future form of government. On the ground, voices suggest such a referendum would likely result in a constitutional monarchy, which is Iran’s oldest institution. This tradition is not opposed to democracy; the Constitutional Revolution of 1906 previously split power between a monarch and an elected parliament.

The progress made toward democracy was interrupted in 1979 when the new regime decided political authority could only come from God. The current uprising seeks to correct this disastrous turn. Ironically, many of the furious diatribes against Iran’s political hopes come from Britain, a country whose own constitutional monarchy has symbolised democracy for three centuries. Other highly responsible international members—such as the Netherlands, Belgium, Norway, Denmark, and Sweden—are also constitutional monarchies.

Westerners appear to believe that the privileges of constitutional monarchies are for them alone. Western media seems unable to grasp the implications of their own professed values of self-determination, which hold that it is up to each population to choose its own form of government. The role of the international community is not to "psychoanalyse" these choices, but to accept the choices of an oppressed population and support their struggle.


Panel to Align Tax Computation with Accounting Standards By Anuradha Shukla & Banikinkar Pattanayak New Delhi

The corporate affairs ministry and Central Board of Direct Taxes (CBDT) will jointly set up a panel by March-end to pursue aligning tax computation rules with accounting standards and lessen India Inc’s compliance burden. The move, proposed by Finance and Corporate Affairs Minister Nirmala Sitharaman in the budget last week, is also aimed at reducing litigation caused by any perceived divergence between the accounting and tax frameworks.

Panel Composition and Budget Proposal Apart from senior officials from the corporate affairs ministry and CBDT, the panel will also comprise industry representatives and members of the Institute of Chartered Accountants of India (ICAI). Sitharaman had proposed incorporating requirements of Income Computation and Disclosure Standards (ICDS) into the Indian Accounting Standards (Ind AS) itself. “Separate accounting requirements based on ICDS will be done away with from the tax year 2027-28,” she said in her budget speech.

The Burden of Parallel Systems Currently, companies effectively maintain two sets of numbers: one for statutory reporting under the Companies Act and Ind AS, and another for determining taxable income under the Income-tax Act using ICDS. This parallel system has led to extensive year-end reconciliations, higher compliance and advisory costs, and frequent disputes with tax authorities. ICAI President Charanjot Singh Nanda told ET that the formation of the panel is “aimed at aligning financial reporting and tax computation frameworks more closely”.

ICDS vs. Ind AS ICDS are a set of 10 tax-specific standards issued by the government to govern how income is computed for tax purposes. Ind AS are financial reporting standards applied in the preparation and presentation of general-purpose financial statements. Tax experts noted that a major share of direct tax disputes stem from interpretational gaps between these two standards in areas such as revenue recognition, provisions, foreign exchange treatment, and long-term contracts.

Origins and Outlook The decision to form the panel emerged during consultations of Parliament’s joint committee on income-tax following repeated stakeholder representations on simplifying book-tax differences. Kinjal Bhutta, treasurer at the Bombay Chartered Accountants Society (BCAS), stated that a "simplified and well-executed unified system can materially reduce the time, effort and cost of compliance". If successful, this convergence could reduce duplication of effort, improve certainty for taxpayers, and streamline administration for the tax department.


Standard Chartered Sells Office Property in BKC for ₹197 crore By Kailash Babar Mumbai

Standard Chartered Bank has sold one of its office properties in the Parinee Crescenzo commercial tower at Mumbai’s Bandra Kurla Complex (BKC) to Advanced Realty for ₹197 crore.

The Deal Details The property involved in the transaction includes:

  • Chargeable Area: 28,516 sq ft.
  • Carpet Area: 27,003 sq ft.
  • Parking: 27 car parking slots.
  • Rate: The deal was finalized at approximately ₹69,084 per sq ft on the chargeable area.

The transaction was registered on February 2, according to documents accessed through the realty data analytics platform Propstack.

Operational Continuity The Parinee Crescenzo tower currently houses a diverse mix of multinationals, banks, financial services firms, and professional services companies. While Standard Chartered has sold this specific property, it retains other office space within the same tower and will continue to operate from that location. The bank declined to comment on the sale.

Market Context: Shift to Asset-Light Strategies Industry experts note that this sale reflects a broader trend of portfolio rebalancing by major corporations and financial institutions. Many occupiers are moving toward asset-light strategies, choosing to monetize owned real estate to unlock capital while preferring long-term leases over direct ownership.

BKC remains one of Mumbai’s most resilient and sought-after office markets due to its central location and concentration of high-profile financial, legal, and technology firms. Despite varied momentum across Indian cities, BKC continues to attract strong interest from both investors and end-users due to scarce new supply and sustained demand.



Thursday, February 05, 2026

Newspaper Summary 060226

 

AWS India cuts 400 jobs at AI platform Bedrock as Amazon rejigs global ops

Sanjana B, Bengaluru

As Amazon recalibrates its global operations, AWS India is facing the heat as the company is said to have laid off nearly 400 of the 450 Bedrock employees in Chennai and Bengaluru, according to sources familiar with the matter. Amazon Bedrock is a platform for building generative AI applications and agents at production scale.

According to an internal email from AWS Vice-President Barry Cooks, seen by businessline, the changes are part of a broader push to implement a new strategy aimed at more closely aligning the company with its customers. His mail said that the company is betting on SageMaker as the "front door" for AI training and customisation, high-performance computing (HPC) workloads, and quantum experimentation at AWS. He added that there are other changes in the teams that the leaders will roll out. Amazon SageMaker is a fully managed service designed to simplify the process of building, training, and deploying machine learning (ML) models.

‘NOT AS MANY HIT’ On the layoffs, an AWS spokesperson said, “This estimate is wildly incorrect and exaggerates the number of Bedrock-focused employees impacted in India. We’ve been working to strengthen our organisation by reducing layers, increasing ownership, and removing bureaucracy. This is helping us operate like the world’s largest start-up and let people who work at Amazon have even more ownership and even bigger impact. We have a strong team working on Bedrock, and we will continue to hire essential roles to develop this popular service for customers. We also continue to invest in Bedrock as it is a meaningful and growing business for AWS, powering generative AI applications for more than 100,000 organizations worldwide”.

Sources also shared that the layoffs have affected AWS and other units within Amazon in multiple locations, including the Bay Area and New York in the US, and Bengaluru, Hyderabad, Chennai, and Pune in India. businessline had earlier reported that Amazon India will lay off around 1,100 employees as part of the global restructuring plans.

HIRING AND FIRING In a blog post on January 28, Amazon said it was laying off approximately 16,000 employees. This follows an earlier round in October that saw roughly 14,000 staff lose their jobs. According to media reports, these reductions were largely concentrated in corporate and technology-facing roles, including teams across AWS, retail operations, and internal support functions.

However, during the company’s Q3 2025 results, Amazon had announced that it plans to add hundreds of thousands of seasonal jobs this holiday season, including 250,000 in the US and 150,000 in India. Overall, the company has 1,532,000 employees globally.


After stellar 2025, Cognizant announces 100% bonus for staff

Our Bureau, Chennai

Cognizant Technology Solutions has approved a 100 per cent bonus payout for its employees after closing 2025 with 6.4 per cent growth. The decision follows six straight quarters of organic revenue rise for the company.

In an internal email seen by businessline, CEO S Ravi Kumar credited the staff for this positive performance. He stated, “Our 2025 results are a direct outcome of your hustle, disciplined execution and commitment to our clients and to Cognizant. To recognise this effort, I am pleased to share that we have authorised funding our discretionary bonus programme at 100 per cent”. During a post-earnings call, Kumar added that the company wanted to reward its employees for their "extraordinary performance," resulting in the highest bonus accrued this year.

BETTER THAN PEERS The company reported its December quarter results on Wednesday, showing an 18.7 per cent increase in net profit to $648 million. Revenue for Q4CY25 reached $5.33 billion, representing a 3.8 per cent growth in constant currency (cc). This growth rate was notably higher than that of its top-tier Indian IT services peers—TCS, Infosys, and Wipro.

PROMOTIONS AND SKILLING Beyond financial rewards, the company maintained a strong focus on career development and training:

  • Promotions: Cognizant promoted over 35,000 associates in 2025, bringing the total number of promotions to more than one lakh over the last three years.
  • AI Training: Approximately 3.4 lakh employees completed AI skilling during this same three-year period.
  • Headcount: As of December 31, 2025, the company's total headcount stood at 3,51,600, an increase of 14,800 year-on-year and 1,800 sequentially.

‘I-T return forms may capture only relevant data’

Shishir Sinha, New Delhi

The Income Tax department has adopted a new mantra focused on taxpayer trust, supported by simpler forms, streamlined rules, and structural reforms. CBDT Chairman Ravi Agrawal stated that when income is reported accurately, the need for enforcement diminishes. By choosing collaboration over confrontation, the department aims to provide the certainty and clarity that naturally drive compliance.

SMART FORMS AND AUTO-POPULATION Regarding the new rules and forms based on the Income Tax Act 2025, Agrawal noted that while they have not yet been notified, the general philosophy involves leveraging processes from agencies outside the department. For example, the requirement for Form 60 when opening a bank account without a PAN is being rationalized since banks are now computerized and already capture necessary data attributes.

Another major focus is ensuring consistency between audit reports and returns. The goal is to design audit reports so that some components can be pre-populated in the return itself. Agrawal explained that the vision is for taxpayers to use “smart forms” that capture only relevant data. Irrelevant data will be identified and excluded, while the remaining data points will be converted into a format that supports meaningful analysis. The department is exploring if information reported in one form can be auto-populated into another, specifically between the audit report and the ITR form, to ensure consistency.

LITIGATION MANAGEMENT On litigation management, Agrawal reported significant progress. The department started the year with 5.4 lakh cases pending at the first appellate stage and disposed of 1,53,000 cases between April and January this fiscal year, representing a 40 per cent reduction.

Fundamental changes made in the Budget to curb pendency and minimize litigation include:

  • Clubbing proceedings: Assessment and penalty proceedings, which previously took many years to resolve separately, are being combined into one, nearly halving the number of litigations.
  • Additional window for resolution: Taxpayers now have an option to pay additional tax and close an issue even after receiving a notice or after an assessment is completed. The department believes taxpayers may prefer this early resolution over lengthy appeals.

SAFE HARBOUR PROVISIONS The Budget also addressed uncertainty in safe harbour provisions for the software industry. Previously, different verticals like IT-ITES, knowledge processing outsourcing (KPO), and contract R&D had different tax rates, leading to fears of interchangeable classification by the department. These categories have now been brought under one umbrella with a uniform rate of 15.5 per cent, providing the certainty required to impact FDI positively.


India may increase coal imports from US under bilateral trade deal

Rishi Ranjan Kala, New Delhi

As the India-US bilateral trade deal nears formalisation, New Delhi is expected to increase its energy commodities purchases from Washington, including more coal, particularly metallurgical—a key ingredient for the steel industry.

Washington accounted for more than 8 per cent of India’s cumulative coal imports in FY25, which industry players, analysts, and government officials indicate could easily be topped up to 10 per cent. However, a senior government official explained that freight costs from the US are higher compared to markets such as Australia, Indonesia, South Africa, or Russia. “My sense is that any decision to buy more US coal would be largely driven by geopolitics, not economics. There is room to grow if we are considering expanding purchases with respect to the bilateral trade deal,” the official added.

RISING TRADE VOLUME India has been continuously increasing its energy trade with the US since 2025. For instance, India imported 8.48 million tonnes (mt) of coking coal from the US in FY25. During the April-November period of FY26, it imported a little over 6 mt. Similarly, overall imports from Washington stood at 20.14 mt in FY25, while during the first eight months of FY26, they reached 15.34 mt.

According to US Energy Information Administration (EIA) data, India’s thermal coal imports from the US have risen in the last five years. India imported 14.38 mt and 13.25 mt of coal from the US in 2023 and 2024, respectively—the highest in more than a decade. Furthermore, India’s coal imports from the US averaged 10.60 mt during 2020-2024, compared to an average of 6 mt during 2015-2019.

CRITICAL MINERALS The push for purchasing more coal comes at a time when the Coal Ministry has notified coking coal as a critical mineral. Even though India holds the world’s fourth-largest coal reserve, it lacks sufficient domestic supply of certain required grades.

SHIFTING DYNAMICS In a September 2025 report, the EIA noted that Russia offset decreased coal exports to European markets by increasing shipments to Asia, mainly China, India, and South Korea. Russia’s exports to India have increased significantly in recent years, rising from about 8.3 mt in 2020 to about 22.5 mt in 2024.


Does fiscal consolidation rest on firm ground?

Sankalpa Bhattacharjee & Amarendu Nandy

Fiscal consolidation is a widely accepted objective of macroeconomic policy, especially in an environment of elevated public debt and heightened global uncertainty. A credible consolidation path can strengthen macroeconomic stability by anchoring expectations and preserving debt sustainability. Budget 2026 signals this intent with a fiscal deficit target of 4.3 per cent of GDP, a steady commitment to public capital expenditure, and a projected decline in the debt-to-GDP ratio to 55.6 per cent. However, whether this plan ultimately proves effective depends on the composition, financing, and durability of the adjustment; on current evidence, the foundation appears more fragile than headline numbers suggest.

FINANCIAL DETAILS AND DEFICITS Analysis of the government’s finances for FY27 shows revenue receipts budgeted at approximately ₹35.33 lakh crore against estimated revenue expenditure of around ₹41.25 lakh crore, implying a revenue deficit of nearly ₹5.92 lakh crore (around 1.5 per cent of GDP). This suggests a substantial share of borrowing continues to finance routine consumption—such as salaries, pensions, and subsidies—rather than asset creation. While capital expenditure is budgeted at ₹12.22 lakh crore (3.1 per cent of GDP), it is partly debt-financed, meaning the headline fiscal deficit may understate how much borrowing supports non-productive expenditure.

DEBT AND REVENUE CONSTRAINTS Fiscal consolidation is increasingly constrained by past debt. In FY27, interest payments are budgeted at ₹14.03 lakh crore, absorbing around 40 per cent of revenue receipts and nearly 26.3 per cent of central expenditure. This pre-commitment of revenues means adjustments are likely to occur through compressing discretionary spending rather than reconfiguring the expenditure base.

Furthermore, the quality of consolidation is limited by revenue composition. Net tax revenues, after statutory devolution to States, account for over 80 per cent of total revenue receipts, but the tax base remains narrow and concentrated in personal income tax and GST. Non-tax revenues (budgeted at around ₹6.7 lakh crore) increasingly rely on dividends from public sector enterprises and the RBI, indicating an over-dependence on contingent inflows.

DEPENDENCE ON WINDFALLS The growing reliance on RBI surplus transfers—such as the ₹2.69 lakh crore dividend in FY25—highlights a significant vulnerability. While legitimate, these transfers are contingent on financial market conditions. Treating these windfalls as quasi-structural revenues risks obscuring underlying fiscal weaknesses.

CAPITAL EXPENDITURE AND HUMAN DEVELOPMENT While public capital expenditure is the centerpiece of the Budget's narrative, as a share of GDP it remains flat at 3.1 per cent. In an economy marked by underemployment, the growth multipliers from this spending cannot be assumed to rise indefinitely without complementary reforms.

The trade-offs are most visible in human development:

  • Health: Union expenditure for FY27 is budgeted at approximately ₹1.06 lakh crore (0.27 per cent of GDP). Total public health spending remains below 1.4 per cent of GDP, far short of the 2.5 per cent National Health Policy target.
  • Education: Union spending is around ₹1.39 lakh crore (0.35 per cent of GDP). Combined public spending on education (4.1-4.6 per cent of GDP) remains well below the 6 per cent benchmark set by the National Education Policy.

In effect, consolidation is being achieved by postponing investment in human capital, which weakens the growth base required for durable fiscal sustainability. While numerical targets may stabilize ratios in the short term, the strategy remains exposed to growth slowdowns without deeper investments in human capital and revenue capacity.


Don’t neglect higher education

Anajalikirshna Sudhakaran & Aswathy Rachel Varughese

India’s demographic dividend is often presented as a national asset that can propel growth for decades, but the RBI’s latest State Finances report urges a look beyond this optimism. By mapping fiscal behaviour, the report reveals that while demographic transitions differ sharply across States, education spending responses do not, often in ways that may weaken rather than strengthen the demographic dividend.

MANY TRANSITIONS The RBI groups States based on the share of the population aged 60 and above: youthful States (below 10 per cent), intermediate States (10-15 per cent), and ageing States (above 15 per cent). Kerala and Tamil Nadu have already crossed into the ageing category, with more than half of India’s States projected to follow by 2036. Conversely, States like Bihar, Uttar Pradesh, Madhya Pradesh, and Jharkhand will remain youthful much longer, supplying labour to the national economy well into the 2040s.

Ideally, this staggered transition should result in differentiated fiscal strategies; however, data show that education is steadily losing fiscal priority across all demographic cohorts. The growth rate of education expenditure slows in line with ageing: average y-o-y spending growth is 6.1 per cent in youthful States, 5.1 per cent in intermediate States, and 4.1 per cent in ageing States (2014-2024).

COMPOSITION OF EXPENDITURE The deeper concern lies in the composition of what States spend on. Across all groups, school education overwhelmingly dominates budgets. On average, youthful States devote nearly 87 per cent of education expenditure to school education, leaving just over 11 per cent for higher education. Even in ageing States, school education absorbs about 80 per cent of the total. While Kerala, Jharkhand, and Haryana allocate relatively higher shares to higher education, they remain exceptions.

HIGHER EDUCATION VITAL This imbalance is critical because labour markets reward skills, credentials, and adaptability far more than years of schooling alone. While school education builds foundational capabilities, higher education and advanced skilling determine employability, productivity, and innovation. Expanding school enrolment without commensurate investment in universities and research creates a bottleneck at the point of labour market entry.

International experience from East Asian economies shows that successful conversion of demographic dividends required combining universal schooling with strong investments in tertiary education and vocational training. In contrast, India overall spends roughly 85 per cent of its education budget on school education and barely 11 per cent on higher education.

STRATEGIC NEGLECT The irony is that many youthful States enjoy better revenue mobilisation and lower committed expenditure ratios, providing the fiscal headroom to invest in higher education. Yet, education’s share within social sector expenditure has declined as budgets tilt towards subsidies, transfers, and urban services. This strategic neglect at a moment when capacity should be expanding risks causing educated unemployment, informality, migration distress, and weaker tax buoyancy.

Intermediate States must rebalance before ageing pressures harden, while ageing States face a trap where rising pension and healthcare obligations compress discretionary spending. Cutting back on higher education undermines the productivity growth essential to sustain revenues with a shrinking workforce.

BEYOND DEFICITS One reason higher education receives limited attention is that it is complex, capital-intensive, and slower to yield results compared to the visible and decentralised nature of school education. Its returns accrue over time, making it vulnerable in a fiscal discourse dominated by short-term deficit and debt metrics.

WAY FORWARD A demographic dividend without higher education is a wasting asset. Ageing is already slowing education spending, and youthful States are neglecting higher education rather than compensating. If demographic change is destiny, then higher-level education policy is the instrument through which States can shape that destiny rather than merely reacting to it.


SEBI proposes reforms to broaden ambit of REITs, InvITs

Our Bureau, Mumbai

The Securities and Exchange Board of India (SEBI) has proposed measures for Real Estate Investment Trusts (REITs) and Infrastructure Investment Trusts (InvITs) to provide operational and financial flexibility, reduce concentration and refinancing risk, and expand their investible universe. The regulator also aims to bring parity between public and private InvITs.

In a consultation paper floated on Thursday, the regulator suggested allowing privately listed InvITs to invest up to 10 per cent of their asset value in pure greenfield projects, bringing them on par with public InvITs.

OPERATIONAL FLEXIBILITY AND DEBT REFINANCING To lower the cost of capital and support long-term asset quality, the paper proposes expanding the utilization of funds when leverage exceeds 49 per cent. This would cover uses such as:

  • Capacity augmentation and performance enhancement.
  • Non-routine, concession-mandated maintenance.
  • Refinancing of existing debt, provided it is limited to the principal only and does not result in an increase in net borrowings.

Under existing regulations, if total consolidated borrowings exceed 49 per cent of asset value, additional debt can only be used for the acquisition or development of infrastructure projects, with no current clarity on its use for refinancing or improvements.

INVESTMENT IN LIQUID SCHEMES Another significant proposal allows REITs and InvITs to invest in liquid mutual fund schemes with higher risk levels. Currently, they are restricted to schemes with a credit value risk rating of over 12 (representing the lowest risk of default). The new proposal would allow investments in schemes with a credit risk value of 10 or above.

REVISING SPV DEFINITIONS The draft paper recommends amending the definition of a special purpose vehicle (SPV) to allow InvITs to continue holding these entities even after their concession periods have been terminated. This would apply specifically to projects under public-private partnership (PPP).

Currently, once a concession period expires, the SPV no longer holds the asset and ceases to qualify as an SPV. The new proposal is subject to the condition that the InvIT must exit or repurpose the SPV within a year of termination, accompanied by enhanced disclosures for both the InvIT and the SPV.


Mamata Advances Enhanced Payouts to Women Ahead of State Election

Jayatri Nag, Kolkata

Chief Minister Mamata Banerjee announced on Thursday that the West Bengal government will begin distributing enhanced benefits under the ‘Lakshmir Bhandar’ scheme starting in February 2026, ahead of the state elections. The Trinamool Congress (TMC), which successfully secured victories in the 2021 and 2024 elections by garnering women’s votes through schemes like Lakshmir Bhandar, aims to replicate this strategy.

BENEFICIARY REACH AND ENHANCEMENTS The state’s portfolio of welfare programs has now exceeded 100. According to the state budget:

  • Current Reach: Approximately 2.21 crore women are already receiving benefits under the scheme.
  • New Inclusions: An additional 20.62 lakh women, whose applications were recently received, have been added to the program.
  • Increased Payouts: To further support approximately 2.42 crore women, all beneficiaries will be entitled to an additional ₹500 per month effective February 2026.

Finance Minister Chandrima Bhattacharya noted that these measures are intended to "strengthen the hands" of women across the state.

OTHER WOMEN-CENTRIC INITIATIVES In addition to the West Bengal scheme, other sources highlight various women-focused policy developments:

  • Bihar’s Welfare Scheme: The Mukhyamantri Mahila Rojgar Yojana in Bihar proposed transferring ₹10,000 directly to one woman in every family. Reports indicated that 1.56 crore women eventually received payments under this scheme.
  • Healthcare and Innovation: Mainstream policy agendas are increasingly incorporating women’s health, focusing on research and standardisation from menstrual care to mental well-being to create pathways for women-led innovation.
  • Infrastructure Support: Budget proposals include loan-linked capital subsidies for women-led groups and FPOs to establish veterinary and para-veterinary infrastructure, aimed at improving income stability.
  • Fund Utilisation: Despite these initiatives, the Ministry of Women and Child Development was noted as one of the departments with lower fund utilisation in FY26, contributing to expenditure savings.

Water storage in major reservoirs drops further to 67% of capacity

Our Bureau, Chennai

Storage in India’s 166 major reservoirs dropped further this week to 67 per cent of the capacity even as the level in all the five regions dropped below 80 per cent this week. According to the Central Water Commission (CWC), the level dropped to 66.63 per cent of the 183.565 billion cubic metres (BCM) capacity at 122.313 BCM. It was, however, 8.5 percentage points higher than a year ago and 25 percentage points more than normal (last 10 years storage).

DEFICIENT RAINFALL Four reservoirs continued to be filled to capacity, while storage in 53 reservoirs was above 80 per cent of the capacity. According to the India Meteorological Department (IMD), 71 per cent of the 727 districts received deficient or no rainfall since the beginning of the year. Overall, the country has received 31 per cent deficient rainfall so far this year.

REGIONAL BREAKDOWN The storage levels across different regions are as follows:

  • Southern Region: In the 47 reservoirs here, the level dropped below 60 per cent of the 55.288 BCM capacity to 32.710 BCM. This is lower than last year's storage of 60.3 per cent.
  • Western Zone: Storage in this region, while the highest among all regions, dropped below 80 per cent this week.
  • Northern Region: In these 11 reservoirs, the level stood at 62 per cent or 12.29 BCM of the 19.836 BCM capacity.
  • Central Region: In the 28 reservoirs here, the level was at 69 per cent of the 48.588 BCM capacity at 33.581 BCM.

MORE DROP LIKELY With the IMD not projecting any major rainfall event over the next weeks, the storage levels will likely continue to drop further.


‘India is now using ‘lean innovation’ in high-tech — it’s sparked by our economics and geopolitics from both East and West’

Jaideep Prabhu, Professor of Marketing at Cambridge University's Judge Business School, discussed the evolution of 'frugal innovation' in India during a conversation with Srijana Mitra Das in ET Evoke.

Q. What is your new work ‘Lean Spark’ about? A. Co-authored with Mukesh Sud and Priyank Narayan, this work discusses a phenomenon now termed ‘high-tech jugaad’, or relatively simple innovation reaching a new level in India. This is no longer about quick fixes or improvisation; it is intentional and strategic. Entrepreneurs and large organisations are deliberately applying elements of ‘jugaad,’ such as frugality, to achieve scaled solutions with long-term global impact.

Q. Can you provide examples of this intentional simplicity? A. Aadhaar is a primary example, envisioned from its design phase to include every Indian by remaining highly affordable and simple. These principles were subsequently applied to UPI and digital commerce, and are now being utilized in AI.

Another example is ISRO, which operates with a budget considerably smaller than that of NASA or China's space agency. Despite resource constraints, ISRO’s focused, simple objectives have produced impressive outcomes, powering a burgeoning space sector with 'lean spark' startups, agricultural AI tools using satellite data, and fintech ventures. India is also seeing a growth in intellectual property (IP)-backed products, where science-led ideas are commercialized using frugal principles.

Q. Will the foundation of frugality endure with a new generation that spends more and saves less? A. Despite current growth, India remains a lower-middle-income country where large numbers of people still earn relatively little. Our economics naturally favours frugal innovation, as commercial success often depends on offering products at affordable prices to obtain volume. Even affluent minds behind projects like the UID understood that for such systems to work, they had to be sensitive to the logistics of reaching disenfranchised groups.

Q. How does ‘jugaad’ in India compare with innovation in China? A. China's innovation is largely state-driven, moving fast to grow rich. However, China also demonstrates frugal innovation when faced with constraints. For example, DeepSeek faced hardware constraints due to US trade restrictions on high-end GPUs, leading them to focus on software-led innovation using human talent and open-source tricks.

Q. Is geopolitics an impetus or a restraint on innovation? A. It is both. ISRO landed a spacecraft on the moon’s southern pole at a fraction of the cost, demonstrating strength, yet India still lacks the massive satellite constellations possessed by the US and China. Facing a fraught neighbourhood, geopolitics push India to do more with fewer resources. We are moving toward renewables and need frugal innovation to replace scarce commodities, such as innovating around thorium for nuclear power. A crisis, whether from the pressures of China or shifting global leadership, can spark ingenuity.

Q. Does India have a ‘big picture’ for innovation like the US or China? A. The US has decades of investment in security and a lively entrepreneurial ecosystem, while China has an omnipotent state with deep pockets focused on technological independence. India is largely a bottom-up country, whereas China is top-down. India’s demographics, macroeconomics, and geopolitical experiences make us intentionally frugal and scalable. While we currently look more like a mosaic or a palimpsest of many layers, a clearer big picture will emerge as this approach expands across sectors.


India’s multi-engine growth push

With a sharp focus on execution, the Union Budget 2026-27 signals how the nation plans to convert ambition into durable economic growth

Artha Neog

A broader policy approach underpins this year’s economic agenda, with execution taking centre stage. The Union Budget 2026–27 spreads its focus across sectors, reinforcing the foundations of jobs, consumption and competitiveness. Manufacturing gets a targeted push through cluster-led development and innovation-driven localisation. Industry experts, such as Arun Malhotra, note that the focus on areas like sports goods manufacturing successfully links local production with design excellence and materials science.

HEALTHCARE AND LOGISTICS Healthcare and women’s wellness have also moved into the mainstream policy agenda. By emphasizing research and standardisation in women’s health—ranging from menstrual care to mental well-being—the Budget creates tangible pathways for women-led innovation.

These ambitions are further supported by logistics reforms aimed at increasing speed and certainty. Key measures include the recognition of trusted importers and the implementation of factory-to-port clearance through electronic sealing.

TOURISM AND INFRASTRUCTURE Tourism has emerged as a major growth lever, supported by regulatory easing. The Budget’s focus on rail and road expansion, particularly connecting Tier-2 and Tier-3 cities and temple towns, is expected to significantly boost regional tourism.

Infrastructure-led growth remains the backbone of the Union Budget, providing confidence-building measures for both lenders and investors. At a macro level, the scale of public spending underlines a clear intent to sustain economic momentum. The increase in public capital expenditure to ₹12.2 lakh crore in FY27 is viewed as a critical trigger to crowd in private investment and accelerate on-ground delivery.

AN INTEGRATED APPROACH Taken together, the Budget signals a more integrated growth approach, blending infrastructure with human capital, logistics efficiency with manufacturing depth, and wellness with workforce productivity.

KEY GROWTH PILLARS

  • Tax and regulatory simplification to improve the ease of doing business.
  • Support for manufacturing, trade, and faster logistics clearances.
  • Skilling, tourism, and emerging sectors to drive jobs and growth.

Rate Cuts Came, but Bond Yields Didn’t Quite Follow the Script

Rozebud Gonsalves, Mumbai

Indian bond yields have failed to faithfully mirror the reduction of policy rates in the current easing cycle that began a year ago. Experts attribute this rare deviation from precedents to a lack of clarity on a glide path to terminal rates and a sustained supply of debt paper, particularly from states. However, the transmission of rate cuts is visible in the consuming end of the borrowing spectrum, such as loans for homes, cars, or small businesses, which are typically benchmarked to the repo rate and repriced immediately.

MUTED TRANSMISSION Indian policy rates have eased by 125 basis points (bps) since February 2025, following Governor Sanjay Malhotra taking office in December 2024. Despite this, benchmark yields have barely moved, marking a clear departure from previous easing cycles.

For comparison:

  • 2020: Yields eased 73 bps against a repo rate cut of 115 bps.
  • 2019: Yields eased 119 bps versus a rate cut of 135 bps.
  • 2017: Yields eased 196 bps against a cycle of 200 bps.

In the current cycle, the 10-year paper, which traded between 6.69 per cent and 6.72 per cent in February 2025 before policy easing began, is trading at similar levels a year and multiple reductions later.

RETAIL BORROWING AND DEPOSITS While bond yields remained sticky, Reserve Bank of India (RBI) data for December showed that loans benchmarked to external gauges have benefited from transmission:

  • Fresh Loans: Rates eased 112 bps to 8.28 per cent.
  • Outstanding Loans: Rates eased 74 bps to 9.06 per cent.
  • Fresh Deposits: Rates eased 82 bps to 5.67 per cent.
  • Outstanding Deposits: Rates eased 34 bps to 6.68 per cent.

Policy rates were reduced throughout the past year to safeguard the economy against high US tariffs and a global trade slowdown.

STANCE AND LIQUIDITY CHALLENGES A significant factor in the elevated yields was the quick shift in policy stance. Following a larger-than-expected 50 bps cut in June 2025, the stance was changed from accommodative to neutral in just two months. Alok Singh, head of treasury at CSB Bank, noted that this change triggered selling in long-tenor bonds as markets reassessed growth projections.

Furthermore, while the RBI injected liquidity via open market operations (OMO) and foreign exchange swaps, the surplus in the banking system was inconsistent. "Without a glide path, liquidity becomes crucial. The RBI injected funds but couldn’t maintain a sustained surplus, so it offered little support to funding costs or yields," Singh added.

A treasury head at a large private bank observed that central banks typically cut gradually and hold an accommodative stance longer, but in this cycle, they reverted to neutral too quickly.


Big US Banks Boost Washington Lobbying Muscle

Reuters

Lobbying spend by major US banks jumped 12 per cent in 2025, marking the largest increase in more than a decade, as the industry intensified efforts to navigate significant policy shifts under the Trump administration. Among banks with at least $50 billion in assets, 38 reported lobbying last year, collectively spending $86.8 million along with seven of their top trade groups to influence the White House, federal agencies, and lawmakers.

DRIVERS OF EXPENDITURE The surge in spending—the highest since the post-2008 financial crash era in 2011—comes as regulators work on a sweeping overhaul of capital rules and potentially transformative fintech and crypto policies. Ed Mills, a policy analyst at Raymond James, noted that in such an active environment, banks want to ensure they are "fully at the table" to shape the agenda.

Wildcards and "Affordability Politics" While much of the administration's agenda is seen as positive for banks, President Trump himself has proved a wildcard, accusing banks of "politicized debanking" and pushing populist policies like credit card interest rate caps. One lobbyist noted that the rise of "affordability politics" and bills limiting credit card swipe fees have been a significant shock to the industry.

THE CRYPTO THREAT A major driver for the increased vigilance is competition from the digital asset sector. The crypto lobby's spend surged 66 per cent in 2025 to $40.6 million as it successfully pushed for stablecoin legislation and regulatory clarity. The power and policy gains of the crypto industry have become a source of "alarm and frustration" for many banks, prompting some to call for a more aggressive stance.

WHITE HOUSE WHISPERERS To navigate this new landscape, banks have aggressively hired lobbyists with close personal and political ties to the White House:

  • Bank of America hired Bryan Lanza, a former communications director for Trump’s transition team.
  • Morgan Stanley hired Jeffrey Miller, a prominent Trump fundraiser.
  • JPMorgan retained Ballard Partners, the firm where White House Chief of Staff Susie Wiles previously worked.

ADMINISTRATION RESPONSE In response to these industry efforts, White House spokesman Kush Desai stated that the administration would not create "undue handouts or carveouts," asserting that the President’s only guiding special interest is the "best interest of the American people".

Despite the jump in spending, banks are still routinely outspent in Washington by the defense, telecommunications, and insurance industries.

The rise, fall and rise of a social media giant

For an app that was once dismissed as nothing more than a platform for teenagers’ dance videos, TikTok has become a juggernaut with two billion active users worldwide. Here’s a timeline of the app’s meteoric rise and the challenges it had to face along the way:

  • 2014: Alex Zhu and Luyu Yang launch Musical.ly, allowing users to upload 15-second videos of them singing along to popular songs.
  • 2015: Musical.ly takes the top spot in Apple app store downloads in the US.
  • 2016: Musical.ly users appear on the cover of Billboard, which notes the app is “changing the music industry”.
  • 2017: In September, ByteDance launches TikTok in Indonesia. Two months later, ByteDance buys Musical.ly for $1 billion.
  • 2018: Musical.ly merges with TikTok. By year-end, TikTok surpasses Facebook, Instagram, Snapchat, and YouTube in monthly downloads for the first time.
  • 2019: US senators raise concerns over potential security risks from China-based platforms. The US Department of Defense and Marine Corps begin blocking the app or asking personnel to remove it from phones.
  • 2020: TikTok becomes the app of choice during pandemic lockdowns. In September, the US announces it will ban several Chinese-owned apps, including TikTok.
  • 2022: ByteDance admits that employees, including some based in China, inappropriately obtained data from US TikTok users.
  • 2023: The US Department of Justice investigates ByteDance over possible surveillance. US lawmakers grill TikTok CEO Shou Chew for five hours regarding ties to China and data privacy.
  • 2024: US lawmakers pass a bill to ban TikTok or force its sale to non-Chinese owners; President Joe Biden signs it into law.
  • 2025: The US Supreme Court upholds the law, and the app goes dark in the US. Re-elected President Donald Trump signs an executive order to delay enforcement but confirms the company will be sold.
  • 2026: ByteDance announces a deal with non-Chinese investors to create a "new" TikTok. Investors include Oracle, MGX (an Emirati firm), Silver Lake, and Michael Dell.