Acute myeloid leukaemia in India: Understanding barriers to care and exploring solutions.

• Cancer is among the greatest health challenges of the current century. The sheer complexity of the disease, and challenges in finding the right course of treatment for each patient have resulted in an ever-increasing burden worldwide.
• Concurrently, intensive research has yielded newer therapies, efficient diagnostic methods, better prognostic methods, and improved disease monitoring and supportive care. However, these advances are not uniform across the world.
• In the case of patients with acute myeloid leukaemia (AML), an aggressive form of blood cancer, these advances only reach a miniscule fraction in low and middle-income countries such as India. Several barriers in accessing, and getting the right care, result in abysmal outcomes for patients and increase the health burden.
• After the United States and China, India had the highest number of cases of AML in 2021. Effective cancer care depends on three critical factors: early screening, accurate diagnosis to determine prognosis and to tailor therapeutic regimens, and timely initiation of treatment to improve survival rates.
• Hence, it is necessary to recognise and address these barriers in AML care to improve the lives of thousands.

The challenges of AML care

• AML is the most common form of leukaemia in adults. It affects the blood and bone marrow, causing the growth of abnormal cells called blasts, which eventually outnumber healthy cells, affecting the production of red blood cells, white blood cells, and platelets. It can progress quickly and even spread to the brain and spinal cord. Hence, early detection and treatment are essential to improve outcomes.
• In India, the situation is unique as patients present with the disease almost a decade earlier (median age 40 years) as compared to high-income countries.
•  Despite being younger, patients present at late stages, have poor nutritional and performance status, and face delays in treatment initiation, leading to poor outcomes.
• Moreover, high incidence rates of fungal infections and multidrug-resistant bacteria during chemotherapy also contribute to mortality rates. Furthermore, the disease is not reported in a large-scale and systematic manner, painting a misleading picture of its real burden.
• Patients face several hurdles during the initial phases of treatment. Some of these include disorganised referral systems, lack of well-equipped diagnostic facilities, inadequate hospital infrastructure, and lack of access to cutting-edge therapies. This impact is more pronounced in rural and semi-urban areas.
•  Additionally, many patients lack access to adequate funding, hindering effective treatment. For those eligible for government schemes, there is a significant delay in receiving financial aid. Furthermore, financial programmes do not cover the initial diagnosis.
• Treatment involves staying for prolonged periods in cities that have state-of-the-art facilities, causing logistical bottlenecks and absenteeism from work for patients and caregivers who travel long distances seeking care.
• These hurdles become more pronounced when the socioeconomic status, location of patients, and choice between public and private hospitals are taken into account, necessitating a more nuanced approach. In tertiary care hospitals that have medical expertise and can provide affordable services, resources are often stretched to the limit when treating patients with cancer.

Addressing the challenges

• While the government has taken several positive steps to make cancer treatment accessible and affordable, such as the Ayushman Bharat scheme, there is more that needs to be done by both the private and public sector to improve outcomes. Strengthening the infrastructural framework can be done at multiple levels depending on the challenges faced. Some of the solutions include:
• Diagnosis: Raising awareness among primary care physicians to facilitate appropriate referrals to specialists, decentralising diagnostics to improve access, ensuring that all cases of AML are registered and reported systematically to facilitate data collection and resource allocation.
• Treatment: Creating and training a healthcare workforce that is dedicated to AML care, preparing standardised guidelines for AML therapy and infection control, forming public-private partnerships to enhance access to resources such as beds, healthcare workers, and labs.
• Policy changes: Forming groups to conduct clinical trials and collect data from different centres, enhancing access to novel drugs, standardisation of quality of generic cancer and anti-microbial drugs, including low and middle-income countries in clinical trials for new drugs.
• For every patient, the journey from diagnosis to treatment is unique, and survival often depends on how easily they can navigate these stages. Several barriers such as access to advanced diagnostics, the availability of treatment options, and financial constraints influence timely and effective treatment.
• Strengthening the healthcare infrastructure around AML care in India is essential to overcome these barriers. By improving early diagnosis, expanding access to innovative treatments, and making care more affordable, the healthcare system can help patients navigate these challenges with ease. In doing so, the country can improve survival rates and ensure that more patients receive the care they need at the right time.

Sonowal inaugurates key waterways terminal in Assam’s Jogighopa

The new terminal will play a major role in logistics and connectivity of Eastern India and boost trilateral trade between India, Bhutan and Bangladesh.

Strategic Location and Economic Impact

• The newly inaugurated terminal in Jogighopa is strategically located and connected to the Multi-Modal Logistics Park. It is expected to serve as an international port of call for Bhutan and Bangladesh, facilitating seamless cargo movement across Assam and the Northeast region. The event was attended by Bhutan’s Minister of Finance, Lyonpo Namgyal Dorji, underscoring the terminal’s regional significance.
• “The IWT terminal at Jogighopa is set to transform connectivity in the region and bolster our trilateral trade with Bhutan and Bangladesh. Its strategic position allows it to act as an economic multiplier for the region, a testament to PM Narendra Modi’s doctrine of ‘Neighbourhood First,’” said Sonowal.
• India’s IWT sector has seen remarkable growth over the past decade. The number of operational national waterways has surged by 767%, while cargo handling has increased by 727%.
• Additionally, multimodal terminals have expanded by 62%, and the budget allocation for inland waterways has grown by 860%. Cargo traffic on national waterways has witnessed an exponential rise, increasing from 18 million tonnes a decade ago to 133 million tonnes in FY 2023-24, with a compound annual growth rate (CAGR) exceeding 22%.

Jogighopa Terminal: Infrastructure and Capacity

• The Jogighopa terminal plays a crucial role in India’s trade with Bangladesh and Bhutan. It is located 91 km from Gelephu (Bhutan), 108 km from the Bangladesh border, and 147 km from Guwahati.
• Additionally, it serves as a designated Port of Call under the Protocol on Inland Water Transit and Trade (PIWT&T) agreement with Bangladesh. By 2027, the terminal is projected to handle 1.1 million tonnes of cargo annually.
• Developed at a cost of over ₹82 crore, the terminal includes essential facilities such as administrative and customs offices, immigration services, truck parking, a 1,100 sqm covered storage area with backup power, and an 11,000 sqm open storage area.

Growth in River Cruise Tourism

• Beyond cargo transportation, India’s inland waterways are also driving the growth of tourism. The MV Ganga Vilas, the world’s longest river cruise, demonstrated the potential of cruise tourism by traversing 27 river systems across five states and two countries. Over the past decade, the river cruise tourism sector has expanded significantly, with the number of river cruise vessels increasing from just three in 2013-14 to 25 in 2023-24.
• A world-class river cruise terminal is being developed in Guwahati to enhance passenger experiences. Additionally, four dedicated river cruise terminals at Silghat, Bishwanath Ghat, Neamati, and Guijan are under development, offering modern amenities and offshore facilities.
• “The development of inland waterways holds great promise for transforming India’s logistics sector. By leveraging our extensive network of rivers and water bodies, we can create a sustainable, cost-effective, and efficient mode of transportation for goods,” Sonowal added.

Boost to Infrastructure and Legislative Reforms

• The government has undertaken major initiatives to expand and modernize India’s waterways. The ‘Cruise Bharat Mission’ aims to establish 10 sea cruise terminals, 100 river cruise terminals, and five marinas over the next five years. This initiative is expected to double cruise calls and passenger numbers, strengthen regional alliances, and significantly boost sea and river cruise tourism by 2029.
• “Under the leadership of Prime Minister Narendra Modi ji, the government has enacted groundbreaking legislations like the National Waterways Act, 2016, and the Inland Vessels Act, 2021, to empower and enhance the inland waterways transportation ecosystem for both cargo and passenger traffic,” Sonowal said.

Urban Water Transport and the Water Metro Model

• The Inland Waterways Authority of India (IWAI) has outlined plans to strengthen urban water transport by developing water metro projects in 18 cities across 12 states, including Guwahati. This initiative aims to replicate the success of the Kochi Water Metro model, providing efficient and eco-friendly transportation solutions.

Legislative Frameworks

• Inland Waterways Authority of India (IWAI) in 1986 is created under Inland Waterways Authority of India Act, 1985 It is an autonomous organization responsible for development, maintenance and regulation of National Waterways (NWs).
• The Authority primarily undertakes projects for development and maintenance of IWT infrastructure on national waterways through grant received from the Ministry of Ports, Shipping and Waterways.

It presently has five regional offices in

• Guwahati (Assam)
• Patna (Bihar)
• Kochi (Kerala)
• Bhubaneswar (Odisha)
• Kolkata (West Bengal)
• Inland Waterways Authority of India Headquarter: Noida, Uttar Pradesh.
• National Waterways Act, 2016: It has declared 111 inland waterways as ‘National Waterways’ (NWs).
• NW-1 (Haldia – Allahabad on Ganga-Bhagirathi-Hooghly River System)
• NW-2 (Dhubri – Sadiya on River Brahmaputra)
• Inland Vessels Act, 2021: It replaced over 100 years old Inland Vessels Act, 1917 to facilitate harmonised regulation of the inland vessels and their safe navigation

Significance of Inland Water Transport

• Cargo traffic on NWs has witnessed an exponential growth in the last decade. It aids in logistic sector.
• Cruise Bharat Mission aims to significantly increase sea and river cruise travellers by 2029k, boosts tourism sector.

IWT Jogighopa

• It is located on Brahmaputra River, Assam.
• Port of Call: Under Protocol on Inland Water Transit and Trade (PIWT&T) between India and Bangladesh.
• Port of call is an intermediate port where ships customarily stop for supplies, repairs, or transshipment of cargo.

NITI Aayog CEO Subrahmanyam gets one year extension

• The Centre has extended the tenure of NITI Aayog Chief Executive Officer (CEO) B V R Subrahmanyam by one year, according to a Personnel Ministry order.
• Subrahmanyam, a 1987-batch retired Indian Administrative Service (IAS) officer of Chhattisgarh cadre, was in February 2023 appointed to the post for a period of two years. The Appointments Committee of the Cabinet has approved extension in Subrahmanyam''s tenure as NITI Aayog CEO for a period of one year beyond February 24, 2025

What is NITI Aayog?

• National Institution for Transforming India, better known as NITI Aayog, was formed via a resolution of the Union Cabinet on January 1, 2015.
• The government constituted NITI Aayog to replace the Planning Commission, which had been instituted in 1950. 
• • NITI Aayog acts as the quintessential platform of the government of India to bring the states to act together in national interest, and thereby fosters cooperative federalism.
• It is the premier policy think tank of the government of India, providing directional and policy inputs. Apart from designing long-term policies and programmes for the government of India, NITI Aayog also provides relevant strategic and technical advice to the Centre, states, and Union Territories.
• NITI Aayog is developing itself as a state-of-the-art resource centre with the necessary knowledge and skills that will enable it to act with speed, promote research and innovation, provide strategic policy vision for the government, and deal with contingent issues.

Team NITI Aayog

• The Prime Minister is the chairperson of NITI Aayog. The vice chairperson is appointed by the Prime Minister. Currently, there are four full-time members. Four Union ministers are nominated by the Prime Minister as Ex-officio members. Special Invitees are also nominated to NITI Aayog.
• Chief Executive Officer (CEO) is appointed by the Prime Minister for a fixed tenure, in the rank of secretary to the government of India.
• NITI Aayog’s entire gamut of activities can be divided into four main heads:
• i) Policy and Programme Framework
• ii) Cooperative Federalism
• iii) Monitoring and Evaluation
• iv) Think Tank, and Knowledge and Innovation Hub.
• • NITI Aayog plays an integrative role — with the active involvement of states, the civil society, and other think tanks — in development of a shared vision of national priorities and strategies in critical areas of human and economic development.

Governing Council of NITI Aayog

• The Governing Council of NITI Aayog, comprising Chief Ministers of all states and Union Territories with legislatures and Lt Governors of other Union Territories, came into effect on February 16, 2015. 
• The Governing Council is chaired by the Prime Minister. 
• It also includes ex-officio members and special invitees.
• It is the premier body tasked with evolving a shared vision of national priorities and strategies, with the active involvement of states, in shaping the development narrative. 
•  The Governing Council, which embodies the objectives of cooperative federalism, presents a platform to discuss inter-sectoral, inter-departmental and federal issues to accelerate the implementation of the national development agenda.

PM Modi to attend ‘biggest ever’ jhumur event in Guwahati today: All about the tribal dance

• Prime Minister Narendra Modi will witness what has been pegged as the “biggest ever” jhumur (also spelt jhumoir or jhumair) event in history on Monday (February 24). Some 8,600 dancers will perform in Guwahati’s Sarusajai Stadium at the Jhumoir Binandini 2025 to mark the 200th anniversary of Assam’s tea industry.
• While inspecting preparations on Saturday, Chief Minister Himanta Biswa Sarma said that along with the PM, “60 heads of mission and ambassadors of different nations” will also witness the “historic” event that kicks off the Advantage Assam 2.0 summit.
• Here’s all you need to know about jhumur, the traditional dance of Assam’s “tea tribes”.

What is the tea garden community?

• The term “tea tribe” loosely refers to a multi-cultural, multi-ethnic community of tea garden workers and their descendants. These people came from Central India — mostly from present-day Jharkhand, Odisha, Chhattisgarh, and West Bengal — and settled in Assam in the 19th century to work in the tea gardens that the British were setting up.
• This migration was often forced, and even when it was not, it occurred in highly exploitative circumstances. Not only did migrants work under abysmal conditions at the tea gardens for very little pay, but they were also not free to leave. Thousands died of diseases during the journey to Assam and at the tea gardens, and hundreds were killed or brutally punished by British planters for trying to flee the estates
• Today, the descendants of these people are primarily concentrated in districts with a large concentration of tea estates, namely Tinsukia, Dibrugarh, Sivasagar, Charaideo, Golaghat, Lakhimpur, Sonitpur and Udalguri in Upper Assam, and Cachar and Karimganj in the Barak Valley. They currently have Other Backward Classes (OBC) status in the state, although they have long been fighting for Scheduled Tribe (ST) status. Tribes such as the Munda or the Santhal, a part of the larger tea garden community in Assam, have ST status in the states where they originally came from.
• According to the website of Assam’s Directorate of Tea Tribes and Adivasi Welfare, “these people not only constitute a sizable chunk of the population in the state but also play a major role in tea production of the state”. Socio-economically, however, remain marginalised, and among the poorest in the state.

what is the Jhumur dance?

• The tea garden community brought a motley collection of cultural practices from their homelands to Assam. Of particular note in this regard is the jhumur tradition.
• Jhumur is the folk dance of the Sadan ethnolinguistic group, who trace their origins to the Chotanagpur region.
• Today it occupies a central place in what are known as “tea garden festivals” or festivals celebrated by tea garden workers in Assam. The most important ones are the Tushu Puja and Karam Puja, which celebrate the oncoming harvest.
• Women are the main dancers and singers, while men play traditional instruments such as madal, dhol, or dhak (drums), cymbals, flutes, and shehnai. The attire worn varies from community to community, although red and white sarees are particularly popular among women.
• Dancers stand shoulder-to-shoulder and move in coordinated patterns with precise footwork while singing couplets in their native languages — Nagpuri, Khortha and Kurmali. These have evolved in Assam to borrow heavily from Assamese
• While set to upbeat tunes and lively rhythms, the subject of Jhumur songs in Assam, however, can often be grim. “These songs bring to life, and unravel the fissures in the lives of tea plantation workers… [and] tells us a lot about… [their] history of migration and the exploitative labour relations mar their lives,” Nidhi Gogoi, a research scholar at the Gauhati University, wrote in her paper ‘Jhumur folk tradition: A socio-cultural identity of tea community in Assam’ (2022).
• The tradition thus also acts as a means of social cohesion, more so given the history of displacement of the tea garden communities. It aided them in not only retaining aspects of their culture and identity but also in making sense of the world their ancestors found themselves in.

 How big The digital transformation and efficiency of India’s direct benefit transfer model

• India’s welfare system has undergone a profound transformation in recent years as technology has been channeled to manage long-standing challenges such as bureaucratic inefficiencies, administrative leakages, and corruption.
• For decades, social assistance programs—whether in the form of cash or in-kind transfers—suffered from complex processes and significant fund losses, with studies revealing that out of every 1 rupee allocated, only about 15 paisa reached the intended beneficiary.
• This inefficiency was particularly striking given that India dedicates nearly 3%-4% of its GDP to subsidies (Economic Survey, 2017-18) and social support programs aimed at uplifting its citizens.
•  However, systemic challenges in effectively identifying the true beneficiaries, coupled with delays in delivery, result in a significant loss of resources—equivalent to nearly half (Policy Paper, National Institute of Public Finance and Policy) of these allocated funds each year.
• In response, the government introduced the Direct Benefit Transfer (DBT) system in 2013, a transformative initiative aimed at delivering benefits directly to citizens’ bank accounts while minimizing human intervention
• The DBT framework is built on the robust ‘JAM’ trinity of Jan Dhan Yojana, Aadhaar, and mobile connectivity.
• This integrated system has enabled the direct crediting of subsidies and benefits into beneficiaries’ bank accounts, dramatically reducing the scope for corruption and administrative mismanagement. With the digitalization of beneficiary databases, the government has effectively weeded out ghost accounts and reduced duplications, ensuring proper resource allocation
• Financial inclusion received a significant boost with the launch of the Jan Dhan Yojana in 2014, which, coupled with the exponential increase in mobile connectivity, laid the groundwork for the rapid expansion of the DBT system.
•  Central to this digital revolution is the Aadhaar system, launched in 2009 and now recognized as the largest biometric identity program in the world. By streamlining the verification process and eliminating duplicate records, Aadhaar has been instrumental in ensuring that social assistance reaches the correct beneficiaries.
• Previously, complex documentation requirements and multiple forms of identification for various schemes created obstacles for efficient service delivery. With Aadhaar now linked to programs such as the Mahatma Gandhi National Rural Employment Guarantee Scheme (MGNREGS), ration cards, and other social welfare initiatives, the process has become far more coherent and targeted. As of 14th August 2024, over 53 crore Jan Dhan accounts had been opened, addressing the critical issue of an unbanked population.
• The surge in mobile phone usage, evidenced by an increase in teledensity from 68.64% in 2013 to approximately 85.4% on 31st August 2024 further highlights the effectiveness of the ‘JAM’ approach. By linking Aadhaar with bank accounts and mobile phones, the government has created a seamless infrastructure that underpins the DBT mechanism.
• The technical process of DBT involves Aadhaar-based authentication—using demographic data, one-time passwords, or biometric verification—to map beneficiaries’ details to their bank accounts via the Aadhaar Payment Bridge of the National Payments Corporation of India (NPCI). Since its initial rollout covering 28 schemes in 2013-14, the DBT mission has expanded dramatically, now encompassing over 320 schemes .
• The total funds transferred have surged from approximately ₹7,300 crore to ₹6,91,300 crore in 2023-24, and the number of beneficiaries has grown from 11 crore to nearly 176 crore over the same period (Table 2). During the COVID-19 pandemic, the system’s scalability was particularly evident, as beneficiary coverage increased from 145 crore in FY2019-20 to 180 crore in FY2020-21, emphasizing the infrastructure’s capacity to adapt rapidly to emergent needs.
• The evolution of DBT has been marked by its expanding scope, beginning with student scholarships and support for women, children, and workers, and gradually incorporating a diverse array of welfare schemes.
• MGNREGS, which guarantees at least 100 days of manual labor at notified wages, generally suffered from significant wage payment delays due to cumbersome processes.
• The introduction of the Aadhaar-Based Payment System (ABPS) under DBT has dramatically improved payment timelines, with timely payment disbursements rising from 50.09% in 2012-13 to over 98% by 2024-25
• Beyond direct cash transfers, Aadhaar has enabled access to a range of critical services. In the healthcare sector, for instance, the Ayushman Bharat-Pradhan Mantri Jan Aarogya Yojana (PMJAY) employs Aadhaar-based eKYC to facilitate a paperless process for cashless hospitalization benefits, while the ‘One Nation One Ration Card’ initiative has leveraged electronic point-of-sale devices and biometric scanners to ensure that subsidized food grains are accessible nationwide.
• Moreover, Aadhaar serves as a universal identifier that integrates various government databases, such as those for unorganized workers—via the e-Shram portal—and for senior citizens, who can now generate a digital life certificate through Aadhaar-based biometric authentication using applications like Jeevan Praman.
• The far-reaching impact of these technological advancements is evident in the diverse range of beneficiaries served. Women have gained enhanced support through schemes such as the Pradhan Mantri Matru Vandana Yojana (PMMVY) and LPG gas subsidies, while educational initiatives have provided scholarships worth ₹8,584 crore to around 50 lakh students in FY2023.
• Similarly, social assistance programs like the National Social Assistance Programme (NSAP) have extended benefits amounting to ₹3,546 crore to over 3.81 crore citizens, including the elderly, widowed, and persons with disabilities. The creation of more than 30 crore e-Shram cards as on date has enriched the understanding of the unorganized workforce , and initiatives like the Digital Health ID under the Ayushman Bharat Digital Health Mission empower every citizen to build a comprehensive digital health footprint through secure Aadhaar-based authentication.

Conclusion

• Since 2014, India’s welfare system has seen notable changes, a true testament to the government’s committed efforts to improve governance and ensure financial inclusion. By integrating technology, including the mass adoption of Aadhaar, an expansion in mobile services, and the community-driven Jan Dhan Yojana, the government has redesigned how social benefits are distributed.
• Central to this transformation is the Direct Benefit Transfer (DBT) system, supported by the powerful JAM trinity. This approach has drastically minimized the loss of funds due to leakage and mismanagement, guaranteeing that more resources reach the people they are meant to benefit.
• The move towards a digital-first welfare system demonstrates a forward-thinking strategy where technology and evidence-based policies work together to enhance transparency, inclusivity, and timeliness in public services.

Chhatrapati Shivaji Maharaj Jayanti 2025: Know the history, significance, and celebrations

• Chhatrapati Shivaji Maharaj Jayanti celebrates the birth anniversary of the prominent Maratha warrior king and founder of the Maratha Empire, Chhatrapati Shivaji Maharaj. Also known as Shiv Jayanti, it is a significant occasion in India, especially in the state of Maharashtra.
• It is marked on February 19 every year; Shivaji Maharaj was born on the same date in 1630;

Chhatrapati Shivaji Maharaj Jayanti 2025: History.

• Born as Shivaji Bhosale (1630-1680 CE), Chhatrapati Shivaji Maharaj was a prominent warrior king and founder of the Maratha Empire, widely admired for his progressive leadership, military acumen, and fight for Swarajya (self-rule).
• Shivaji’s efforts to free India from foreign rule and emphasis on good governance have earned him the standing of a national hero.
• To honour his principles and contributions, the celebration of Chhatrapati Shivaji Maharaj Jayanti began in 1870 after discovering his tomb at Raigad Fort, which was further elaborated by freedom fighter Bal Gangadhar Tilak, to bring Shivaji Maharaj’s contributions to public consciousness during India’s struggle for independence.

Historical Background of Shivaji Maharaj

• Birth of Shivaji Maharaj
• Shivaji Maharaj was born on 19th February 1630 at Shivneri Fort, which is located near Pune in Maharashtra, India. He was born to Shahaji Bhonsle, a Maratha general in the service of the Bijapur Sultanate, and Jijabai, a deeply religious and strong-willed woman who greatly influenced his character and future leadership.
• Shivaji''s birth at Shivneri Fort holds special significance as it was a stronghold of the Maratha family, symbolising the resilience and spirit of the Maratha warriors that Shivaji would embody throughout his life.

Early Life and Upbringing

• Shivaji Maharaj’s early years were shaped by his mother, Jijabai, who instilled values of bravery, justice, and devotion to religion, teaching him key texts like the Ramayana and Mahabharata.
• Her guidance helped him develop a deep respect for Hindu culture and the need for an independent Maratha kingdom. Additionally, his mentor, Dadoji Kond Deo, played a crucial role in his military education, teaching him skills in horse riding, sword fighting, and strategic thinking, which later helped him defeat larger enemies like the Mughal Empire.

Shivaji Maharaj’s Rise and Military Prowess

• Shivaji Maharaj’s leadership emerged early, with his first victory at age 16, capturing Torna Fort in 1645. His use of guerrilla tactics helped him conquer key forts and regions, outsmarting larger enemy forces.
• Beyond military success, Shivaji was an astute administrator, promoting local governance, religious tolerance, and inclusive policies, earning the loyalty of his subjects. His conquests spanned across Maharashtra, Karnataka, and Tamil Nadu, and he built a disciplined, resilient army.
• Committed to justice and the welfare of common people, Shivaji’s leadership was characterized by resilience, determination, and national pride. His birth anniversary, Shivaji Maharaj Jayanti, honors his remarkable legacy.

Important Battles

• Shivaji Maharaj fought several key battles that not only strengthened his kingdom but also expanded the Maratha Empire.
• Battle of Pratapgad (1659): A historic battle fought between Shivaji Maharaj and the Adilshahi general Afzal Khan near the Pratapgad Fort in Satara, Maharashtra.
• Battle of Pavan Khind (1660): A strategic defense led by Baji Prabhu Deshpande at Pavan Khind near Vishalgad against Siddi Masud of the Adilshahi.
• Sacking of Surat (1664): Shivaji raided the Mughal-controlled Surat in Gujarat, leading to a significant victory over Inayat Khan, a Mughal captain.
• Battle of Purandar (1665): Fought between the Mughal Empire and the Maratha Empire; the Treaty of Purandar was signed afterward.
• Battle of Sinhagad (1670): Tanaji Malusare, a Maratha commander, successfully recaptured Sinhagad Fort near Pune, defeating Udaybhan Rathod of the Mughal army.
• Battle of Kalyan (1682-83): Bahadur Khan of the Mughal Empire defeated the Marathas at Kalyan.
• Battle of Sangamner (1679): The final battle in which Shivaji Maharaj himself participated, marking the end of a significant phase in his military campaigns.

Importance of Shivaji Maharaj Jayanti

• Shivaji Maharaj Jayanti, celebrated on February 19, holds cultural significance, especially in Maharashtra, where it symbolizes Maratha pride. The day features processions, reenactments, speeches, and decorations, fostering unity.
• It honors Shivaji’s leadership, reforms, and military innovations, such as guerrilla warfare and fort-building. He promoted inclusive governance, justice, religious harmony, and cultural preservation.
• The day inspires future generations with ideals of courage, patriotism, and self-determination, celebrating Shivaji’s lasting impact on India’s cultural and political history.

Chhatrapati Shivaji Maharaj Jayanti History

• Chhatrapati Shivaji Maharaj Jayanti was first initiated by Mahatma Jyotirao Phule in 1870 to highlight Shivaji''s contributions to uniting India. Phule aimed to inspire Indians during British colonial rule by bringing Shivaji''s legacy into focus.
• Later, Bal Gangadhar Tilak popularised the celebration, linking Shivaji''s values of unity, self-rule, and bravery to the freedom struggle.
• Celebrated every year on February 19, the day marks Shivaji''s birth in 1630 and is observed with processions, reenactments, and cultural programs. It honours his leadership, courage, and vision for an independent kingdom.

Celebration of Shivaji Maharaj Jayanti in Detail

• Military Innovations: Shivaji Maharaj revolutionised Indian warfare with his use of guerrilla tactics, utilising the Sahyadri mountains for strategic advantage. He built over 300 forts for defence, including Raigad and Sinhagad. He also established a strong intelligence network to outsmart his enemies.
• Administrative Reforms: Shivaji''s governance was innovative, including an efficient tax system and a people-centered judiciary. He created India’s first modern navy and promoted inclusive governance, appointing individuals based on merit rather than caste or religion.
• Religious Tolerance: Despite being a devout Hindu, Shivaji promoted religious harmony, respecting all faiths. His army was diverse, and he protected religious sites and ensured the safety of women during military campaignS

Shivaji Maharaj''s Influence on India’s Freedom Struggle

• Shivaji Maharaj''s life and legacy served as a powerful source of inspiration for Indian leaders during the freedom struggle.
• Symbol of Resistance:
• Shivaji Maharaj’s defiance of the Mughal Empire and other foreign powers showcased the spirit of independence and self-rule.
• He became a symbol of national pride and resistance against oppression.

Admired by Freedom Fighters:

• Leaders like Bal Gangadhar Tilak, who famously declared "Swaraj is my birthright," drew directly from Shivaji Maharaj’s ideals.
• Subhas Chandra Bose and Veer Savarkar often cited Shivaji Maharaj as an inspiration for their revolutionary efforts.

Inspiration for Military Strategy:

• Shivaji Maharaj’s use of guerrilla tactics influenced Indian leaders and freedom fighters to adopt similar strategies against the British.

Tributes and Honors

• Shivaji Maharaj’s legacy is honored through numerous statues, monuments, and institutions.

Statues and Monuments

• Chhatrapati Shivaji Maharaj Terminus (Mumbai): A UNESCO World Heritage Site, this iconic railway station is named after him.
• Shivaji Maharaj Statue: A colossal statue being constructed off the Mumbai coast will be one of the tallest statues in the world, symbolizing his enduring legacy.

Cultural and Educational Recognition

• Various schools, colleges, and universities are named after Shivaji Maharaj, reflecting his importance as a historical and cultural icon.
• His life and deeds are celebrated in books, movies, and television series, spreading his legacy to new generations.

Special Events for Shivaji Maharaj Jayanti

• Shivaji Maharaj Jayanti is celebrated with grandeur across Maharashtra and other parts of India where his legacy is cherished. The day reflects his indomitable spirit, his contributions to Indian history, and the pride he instilled in his people.
• Raigad Fort Events: Raigad Fort, the site of Shivaji Maharaj’s coronation, hosts commemorative ceremonies with floral tributes, cultural performances like Povadas, and reenactments of significant moments from his life.
• Shivneri Fort Celebrations: At Shivneri Fort, Shivaji’s birthplace, grand processions, historical tours, and storytelling sessions about his mother, Jijabai, are organized to highlight his early influences.
• Sindhudurg Fort Events: Sindhudurg Fort, a symbol of Shivaji’s naval prowess, features maritime tributes, cultural programs, and exhibitions on his contributions to the navy.
• Kolhapur Celebrations: In Kolhapur, public gatherings, competitions, and educational programs honor Shivaji Maharaj’s legacy, especially his administrative brilliance.
• Mumbai Celebrations: Mumbai hosts grand parades with traditional performances, along with illuminated landmarks like the Chhatrapati Shivaji Maharaj Terminus, celebrating his enduring legacy.

How can Indian farmers be weaned away from urea, DAP and potash?

• Capping or even reducing the consumption of urea, di-ammonium phosphate (DAP) and muriate of potash (MOP) has become a strategic imperative of sorts for India.
• The primary reason: All these fertilisers are imported, whether directly or as inputs for domestic manufacturing.
• MOP is wholly imported from countries such as Canada, Russia, Jordan, Israel, Turkmenistan and Belarus, as India has no mineable potash reserves.
•  In urea, India’s production meets over 85% of its consumption demand, but the plants mostly run on liquefied natural gas imported from Qatar, US, UAE or Angola.
• DAP is imported in the form of finished fertiliser (mainly from Saudi Arabia, China, Morocco, Russia and Jordan) as well as raw material (rock phosphate from Jordan, Morocco, Togo, Egypt and Algeria; sulphur from UAE, Qatar and Oman) and intermediate chemicals (phosphoric acid from Jordan, Morocco, Senegal and Tunisia; ammonia from Saudi Arabia, Qatar, Oman and Indonesia)
• Import dependence – made worse by the rupee’s depreciation – apart, a second reason for limiting urea, DAP and MOP usage is that they are high-analysis fertilisers: Urea and MOP contain 46% nitrogen (N) and 60% potash (P) respectively. DAP has 46% phosphorous (P) plus 18% N.
• Most crops don’t require fertilises with such high percentage of individual nutrients. They need balanced fertilisation – products with nutrients in the right quantities and ratios for effective absorption through the plant roots and leaves.
• These include not only N, P and K, but also secondary nutrients (sulphur, calcium and magnesium) and micronutrients (zinc, iron, copper, boron, manganese and molybdenum). Weaning away farmers from high-analysis fertilisers also translates into more efficient use of imported material and scarce foreign exchange.

An effective DAP replacement

• A good example is 20:20:0:13 or ammonium phosphate sulphate (APS). A complex fertiliser with 20% N, 20% P, 0% K and 13% sulphur (S), it has emerged as an effective substitute for DAP, despite having less than half of the latter’s P content.
• DAP is manufactured by importing merchant-grade phosphoric acid with 52-54% P content and reacting it with ammonia (the source of N). The end-product has 18% N and 46% P.
• But companies can, instead, import rock phosphate with 28-36% P and react it with sulphuric acid. The resultant “weak” phosphoric acid, with only 27-29% P, is further reacted with ammonia and sulphuric acid to produce 20:20:0:13. Alternatively, they can import normal “strong” phosphoric acid, while using less of it for simultaneously reacting with sulphuric acid (the source of S) and ammonia to make APS.
• “The idea is not to waste expensive phosphoric acid. Making one tonne of DAP requires about 460 kg of phosphoric acid and 220 kg of ammonia. Here, you use only 220-230 kg of phosphoric acid, 220 kg of ammonia and 1,200 kg of sulphuric acid to get one tonne of 20:20:0:13,”
• Substitution drivers
• APS, is good enough for oilseeds, pulses, maize, cotton, onion, chilly and all such “sulphur-hungry” crops. Even the P and K nutrient requirement of potato can be effectively met through 10:26:26:0 or 12:32:16:0 complex fertilisers: “We should reserve DAP use only for wheat, rice and sugarcane”.
• Sales of 20:20:0:13 recorded a 32.4% jump, from 4.9 million tonnes (mt) in April-January 2024-25 to 6.5 mt in April-January 2023-24, while dipping by 14.1% for DAP . The current fiscal (April-March) could end with all-time-high APS sales of 7 mt and DAP at 9 mt, the lowest since 2016-17.
• APS has become India’s third largest-consumed fertiliser after urea and DAP. It has overtaken single super phosphate (SSP), previously the most popular alternative to DAP. SSP, which contains 16% P and 11% S, is manufactured by reacting rock phosphate directly with sulphuric acid.
• APS was traditionally consumed in the South (60% share) and West (Maharashtra, Madhya Pradesh and Gujarat). But in the last 4-5 years, its acceptability has increased inthe East and even North, and across crops. It is a stable product with P in water-soluble form, besides having N (not present in SSP) and S (absent in DAP),” said N. Suresh Krishnan, chairman of the Fertiliser Association of India.

The road ahead

• This fiscal (2024-25) should see sales of NPKS complex fertilisers touch 14 mt, almost double the 7.3 mt of 2013-14. Much of it is courtesy of 20:20:0:13, which is steadily replacing DAP.
• A similar marketing push is necessary for 10:26:26:0, 12:32:16:0, 15:15:15:0 and 14:35:14:0, so as to minimise direct application of MOP and selling only after incorporating into these complexes.
• The ultimate goal, to repeat, must be to cap, if not reduce, consumption of all high-analysis fertilisers. That includes urea; farmers need to be nudged towards nutrient use efficiency with a view to maximise the bang for the buck (read foreign exchange).

IN-SPACe unveils Rs 500 crore technology adoption fund to boost India’s space startups and innovation

• The Indian National Space Promotion and Authorization Centre (IN-SPACe), an arm of the Department of Space (DoS), has launched a new fund with a corpus of Rs 500 crore to support the growth of India’s space startups.
• The Technology Adoption Fund (TAF) aims to accelerate the development of indigenous space technology, reducing reliance on imported solutions. It will invest in domestic research and development and strengthen collaboration between government agencies and the private sector, positioning India as a key global player in the space industry.
• “The fund will offer financial support of up to 60 per cent of the project cost for startups and MSMEs, and 40 per cent for larger industries, with a maximum funding cap of Rs 25 Crores per project,” said Dr Pawan Goenka, Chairman, IN-SPACe.
• Goenka said the fund is designed to enable “innovators to bridge the gap between early-stage development and commercialisation”.
• “This support will enable companies to refine their technologies, enhance production processes, and meet market demands both within India and abroad. Our focus is on enabling practical solutions that can be quickly integrated into the space ecosystem,” he added.
• The fund will also support the transition of early-stage space technologies developed by Indian companies into commercially viable products.
• With TAF, IN-SPACe aims to support a wide range of outcomes — from the development of new space products to the creation of intellectual property that can drive future research and development.
• The fund will help promote advanced space technologies and contribute to job creation along with economic growth.
• By funding projects that have the potential to become commercial successes, IN-SPACe is taking concrete steps toward strengthening India’s position in the global space sector. The TAF is also open to all eligible Non-Government Entities (NGEs)/companies that are ready to demonstrate the commercial potential of their innovations.
• The fund will also provide partial funding to NGEs. In addition to financial support, the initiative will provide technical guidance and mentoring opportunities, which will help companies navigate challenges during the product development phase.
• This comprehensive support framework is intended to ensure that innovative ideas are not only protected and refined but also brought to market efficiently.
• “The launch of this forward-looking fund by IN-SPACe is a major step toward enabling start-ups to accelerate their journey from concept to commercialisation,” said Lt. Gen. AK Bhatt (retd.), Director General, Indian Space Association (ISpA), while welcoming the initiative.

 What is IN-SPACe?

• Indian National Space Promotion and Authorisation Centre (IN-SPACe) is a single-window, independent, nodal agency that functions as an autonomous agency in the Department of Space (DOS). 
• It was created for promoting, authorising and overseeing the activities of non-government entities (NGEs) in the space sector.
• As the space sector was opened up to private enterprises and startups to undertake space activities to promote, handhold, regulate and authorise their activities, an autonomous nodal agency attached to the Department of Space was formed. 
• This will enhance the diffusion of space technology and boost the space economy within the country. 
• IN-SPACe will permit and oversee the activities of private enterprises and startups.It regulates space activities, including the building of launch vehicles and satellites and providing space-based services as per the definition of space activities.
• The agency acts as an interface between ISRO and NGEs and assesses how to utilise India’s space resources better and increase space-based activities. 
• It permits the sharing of space infrastructure of ISRO and the establishment of temporary facilities within the premises of ISRO.
• It also assesses the needs and demands of private players, including educational and research institutions, and explores ways to accommodate these requirements in consultation with ISRO.

Purpose of the Technology Adoption Fund

• The fund will offer financial support of up to 60 per cent of the project cost for startups and MSMEs, and 40 per cent for larger industries, with a maximum funding cap of Rs 25 crores per project.
• The fund is open to all eligible non-government entities that are ready to demonstrate the commercial potential of their innovations. 
• By providing partial funding to non-government entities (NGEs), the Technology Adoption Fund will support the transition of innovative ideas from the drawing board to a market-ready stage.
• In addition to financial support, the initiative will provide technical guidance and mentoring opportunities, which will help companies navigate challenges during the product development phase. 
•  Investing in domestic research and development, the TAF will help build a strong partnership between government bodies and the private sector and position India as a reliable global partner in the space industry.
• With this fund, IN-SPACe aims to support a wide range of outcomes —  from the development of new space products to the creation of intellectual property that can drive future research and development.