PIB Summary- 4th June, 2021 | PIB (Press Information Bureau) Summary - UPSC PDF Download

PLI Scheme for White Goods

Details:

• The Department of Industry and Internal Trade (DPIIT) has notified the Production Linked Incentive (PLI) Scheme for White Goods (Air Conditioners and LED Lights) manufacturers in India.
• The guidelines have been issued for the same.
• The objective of the scheme is to create complete component ecosystem in India and make India an integral part of the global supply chains.
• The Scheme is expected to attract global investments, enhance manufacturing and generate large scale employment opportunities.
• The PLI Scheme will be implemented within the overall financial limits of Rs. 6,238 Crores over a period of 5 years during FY 2021-22 to FY 2028-29.
• Application window is open from June to September 2021.
• Companies meeting the pre-qualification criteria for different target segments will be eligible to participate in the Scheme. Incentives shall be open to companies making brown field or green field investments. Thresholds of cumulative incremental investment and incremental sales of manufactured goods over the base year would have to be met for claiming incentives.

Production Linked Incentive (PLI) Scheme

Production Linked Incentive or PLI scheme is a scheme that aims to give companies incentives on incremental sales from products manufactured in domestic units. The scheme invites foreign companies to set up units in India, however, it also aims to encourage local companies to set up or expand existing manufacturing units and also to generate more employment and cut down the country’s reliance on imports from other countries.

It was launched in April 2020, for the Large Scale Electronics Manufacturing sector, but later towards the end of 2020 was introduced for 10 other sectors. This scheme was introduced in line with India’s Atmanirbhar Bharat campaign. 

PLI Scheme – A Brief Background

• It was introduced as a part of the National Policy on Electronics by the IT Ministry to give incentives of 4-6% to electronic companies, manufacturing electronic components like mobile phones, transistors, diodes, etc. 
• The main aim of this scheme was to invite foreign investors to set up their manufacturing units in India and also promote the local manufacturers to expand their units and generate employment
• The first sector which the PLI scheme had targeted was the Large Scale Electronics Manufacturing in April 2020, and by the end of the year (November 2020), 10 more sectors including food processing, telecom, electronics, textiles, speciality steel, automobiles and auto components, solar photovoltaic modules and white goods such as air conditioners and LEDs were also expanded under the PLI scheme
• As far as the eligibility is concerned, all electronic manufacturing companies which are either Indian or have a registered unit in India will be eligible to apply for the scheme
• In the Union Budget 2021, Finance Minister Nirmala Sitharaman mentioned the inclusion of thirteen more sectors under the PLI Scheme for a period of five years and Rs. 1.97 lakh crores have been allocated for this scheme from Financial Year 2022

Expansion of Production Linked Incentive Scheme

The Union Cabinet chaired by Prime Minister Narendra Modi, on November 11, 2020, approved the introduction of the PLI scheme for the 10 key sectors which can enhance India’s Manufacturing Capabilities and improve exports. 

Given below are the 10 new sectors to which the scheme has been expanded along with the approved financial outlay:

Based on the ten sectors to which the Production Linked Incentive scheme was expanded to, the government aims at achieving the following targets:

• The government aims to make India an integral part of the global supply chain and enhance exports
• India is expected to have a USD 1 trillion digital economy by 2025 as it expects the demand for electronics to increase under its projects like Smart City and Digital India
• The PLI scheme will make the Indian automotive Industry more competitive and will enhance the globalisation of the Indian automotive sector
• The Indian Textile Industry is one of the largest in the world and with this scheme, it shall attract large investment in the sector to further boost domestic manufacturing, especially in the manmade fibre (MMF) segment and technical textiles
• India, being the second-largest producer of steel in the world, introducing it under the PLI scheme will benefit the country as it may expand export opportunities
• Similarly, telecom, solar panels, pharmaceuticals, white goods, and all the other sectors introduced can contribute to the economic growth of the country and make India a manufacturing hub globally

Production Linked Incentive Scheme for Large Scale Electronics Manufacturing

• The first phase of the PLI scheme was dedicated to the Large Scale Electronics Manufacturing sector and the scheme proposed to increase the manufacturing of mobile phones in India along with setting up their Assembly, Testing, Marking and Packaging (ATMP) units
• The total cost proposed for the scheme was INR 40,995 crore
• It was set up to benefit a few global investors and mainly the domestic manufacturers in India
• With high potential for employment generation, the scheme can help employee over 2 lakh people in 5 years in the electronics manufacturing sector
• Till date, in the case of electronics, the assembling of objects was done in India, while the production was done outside. With the PLI scheme and Make in India campaign, the electronics can be made ad assembled in the domestic industries itself
• The production of mobile phones in the country has gone up significantly from around INR 18,900 crore in 2014-15 to INR 1,70,000 crore in 2018-19 and the domestic demand is almost completely being met out of domestic production. With PLI, this can be increased even further

The table given below shows the financial outlay as per the first phase of the Production Linked Incentive (PLI) Scheme:

Production Linked Incentive Scheme for Pharmaceuticals

• PLI scheme for Pharmaceuticals was introduced for a period of five years between FY 2020-21 to 2028-29. Total incremental sales of Rs.2,94,000 crore and total incremental exports of Rs.1,96,000 crore are estimated during six years from 2022-23 to 2027-28
• The scheme is expected to generate employment for both skilled and unskilled personnel, estimated at 20,000 direct and 80,000 indirect jobs as a result of growth in the sector
• The duration of the scheme will be from FY 2020-21 to FY 2028-29. This will include the period for processing of applications (FY 2020-21), an optional gestation period of one year (FY 2021-22), an incentive for 6 years and FY 2028-29 for disbursal of incentive for sales of FY 2027-28

INS Sandhayak

About INS Sandhayak:

• INS Sandhayak, the Navy’s oldest hydrographic survey ship was decommissioned after rendering 40 years of service to the nation.
• INS Sandhayak undertook over 200 major hydrographic surveys in the Western and Eastern coasts of the Indian peninsula, the Andaman Sea, and surveys in neighbouring countries including Sri Lanka, Myanmar and Bangladesh.
• The ship also took part in important operations like Operation Pawan in Sri Lanka (1987), Operation Rainbow for Humanitarian Assistance in the aftermath of the Tsunami in 2004 and the maiden Indo-US HADR Exercise Tiger-Triumph in 2019.
• Note:- Hydrographic survey is the science of measurement and description of features which affect maritime navigation, marine construction, dredging, offshore oil exploration/offshore oil drilling and related activities.

Model Panchayat Citizens Charter

Details:

• A Model Panchayat Citizens Charter/framework for delivery of services across the 29 sectors, aligning actions with localised Sustainable Development Goals (SDGs) has been prepared by the Ministry of Panchayati Raj in collaboration with the National Institute of Rural Development & Panchayati Raj (NIRDPR).
• The Citizen Charter would ensure transparent and effective delivery of public services for sustainable development and enhanced citizen service experiences.
• The basic objective of the Gram Panchayat Citizen Charter is to empower the citizens in relation to public services and to improve the quality of services without any prejudice, and in accordance with the expectations of the citizens.

Citizen’s Charter – Introduction

The Citizen’s Charter is a voluntary and written document that spells out the service provider’s efforts taken to focus on their commitment towards fulfilling the needs of the citizens/customers. 

• It also includes how citizens can redress any grievances.
• It includes what the citizens can expect out of the service provider.
• The concept is that the charter preserves the trust between the service provider and the citizens/users.

The concept of a citizen’s charter was initiated by former British Prime Minister John Major in the year 1991. It was started as a national programme intended to improve the quality of public services. In 1998, in the UK, the concept was renamed ‘Services First’.

Principles of Citizen’s Charter (As originally framed)

Quality – Improving service quality.

Choice – Wherever possible.

Standards – Specifically mention what to expect and how to go about if standards are not met.

Value – For taxpayers’ money.

Accountability – At the level of the individual and the organization.

Transparency – Transparency in rules/schemes/procedures/grievances.

After the adoption by the UK, several other countries adopted a citizen’s charter under different names and forms. The basic idea was the same, however, to enhance the quality of services offered to the public, and have transparency and accountability in public services.

The 6 principles as laid out by the government in the UK, were later elaborated in 1998. The Labour government, then, brought out the following nine principles of Service Delivery:

1. Set standards of service
2. Be open and provide full information
3. Consult and involve
4. Encourage access and the promotion of choice
5. Treat all fairly
6. Put things right when they go wrong
7. Use resources effectively
8. Innovate and improve
9. Work with other providers

Citizen’s Charter in India

In India, the concept of citizen’s charter was first adopted at a ‘Conference of Chief Ministers of various States and Union Territories’ held in May 1997 in the national capital.

• A major outcome of the conference was a decision to formulate Citizen’s Charters by the central and state governments, beginning with sectors with a large public interface such as the railways, telecom, posts, PDS, etc.
• The charters were mandated to include service standards, the time limit that the people can expect to be served, mechanisms for redressing grievances, and a provision for unbiased scrutiny by consumer/citizen groups.
• The task of coordination, formulation, and operationalization of citizen’s charters are done by the Department of Administrative Reforms and Public Grievances (DARPG).
• In India, in this context, citizens can mean not only citizens but also all stakeholders such as customers, clients, beneficiaries, ministries/departments/organizations, state/UT governments, etc.
• The Indian model of citizen’s charter is an adaptation from the UK model. One additional component of the charter in the Indian version is the inclusion of the point ‘expectation from clients’.
• The DARPG website lists more than 700 charters adopted by various government agencies across India.
• The Right of Citizens for Time Bound Delivery of Goods and Services and Redressal of their Grievances Bill, 2011 (Citizens Charter) was introduced in the Lok Sabha in December 2011. It was referred to a Standing Committee which submitted its report in 2012. The bill, however, lapsed due to the dissolution of the Lok Sabha in 2014.
• Citizen’s charters are not legally enforceable documents. They are just guidelines to enhance service delivery to citizens.

Citizen’s Charter Components

A good citizen’s charter should include the following details:

• Organization’s vision and mission statements.
• A business carried out and other such details of the organization.
• Explain who are citizens and clients.
• Statement of services including quality, time-frame, etc. offered to citizens and how to get those services.
• Grievance redressal mechanisms.
• Expectations from citizens/clients.
• Additional commitments like the amount of compensation in case of service delivery failure.

Other Elements of a Good Citizen’s Charter

• Should be in simple language
• The focus should be on the requirements of the customers
• There should be periodic review
• Reliability should be imbibed – that is, consistency in performance/delivery

Objectives of Citizen’s Charters

The basic objective of the citizen’s charters is to empower citizens through the delivery of public services.

• Improve the quality of public services
• Ensuring transparency and right to information
• Save the time of both the customer and the service provider
• Have clear targets for all levels of services

Features of Citizen’s Charters

The salient features of a citizen’s charter are given below:

• Lays down clear standards for the delivery of services. The standards should be measurable, time-bound, relevant, specific, and accurate.
• Gives full information about the services, in simple language, as to what services are available, level of quality to expect, grievance mechanism, etc.
• Wherever possible, the charter should offer a choice of services to the clients.
• It should also be made with regular consultation with all stakeholders including customers, to ascertain the quality standards.
• It should encourage a culture of courtesy and helpfulness among the personnel of the service provider.

Significance of Citizen’s Charters

Citizen’s charters are significant in that they empower citizens when it comes to public services.

• It boosts accountability in the delivery of public services.
• It enhances good governance. It improves the effectiveness of organizations by having measurable standards.
• It augments the quality of services delivered by incorporating an internal and external monitoring entity.
• Being citizen-centric, it creates a professional and customer-oriented environment for the delivery of services.
• It also helps boost the morale of the staff.
• It enhances transparency and openness.

However, there are some drawbacks also associated with these charters. They are mentioned in the below section.

Challenges faced in implementing Citizen’s Charters in India

• A general perception is that these are seen as a mere formality. There is no involvement from the personnel and citizens and the whole exercise is carried out because it was a command from the top.
• It can overburden organizations and government agencies. It might also divert the attention of the personnel from their work.
• Improper training of the staff leads to the charter being merely drafted and not implemented properly.
• In certain cases, unrealistic charters are drafted. This can lead to expectations not being met.
• The citizen’s charter is not legally enforceable. This has made them ineffective in a real sense.
• Generally, the charters are drafted unilaterally by the service provider without taking into consideration the opinions and feedback of the customers. NGOs are also not consulted.
• There is also a lack of infrastructure in the country to go side-by-side with this initiative.
• There is a need for a team effort to implement the charter in its true spirit. There is a hierarchy gap between officers and field staff, which leads to a lack of coordination and motivation.
• The charters are not periodically revised.
• It is also seen that the needs of the disabled and senior citizens are not taken into account while framing.
• Sometimes, the rules and procedures are found to be excessively complicated.
• There is a lack of awareness among the public about citizen’s charters. 
• Standards defined are generally not measurable making the whole exercise ineffective.
• It is seen that organizations themselves are not keen to implement and adhere to their charters.
• There is a tendency to have a uniform citizen’s charter for all agencies, departments, etc. under the same parent organization. The charter should be customized as per the needs and functioning of the particular office/agency.
• There are only a few more than 700 charters adopted in the country. It is still a long way to go in terms of universal charter adoption.

2nd ARC Recommendations

The Second Administrative Reforms Commission (AC) had made recommendations to improve the effectiveness of citizen’s charters. Some of the recommendations are:

• They should specify the remedy/compensation in the case of any default in meeting the standards mentioned in the charters.
• Charters should restrict a few promises that can be kept rather than have a long unfulfilled list.
• Before making a charter, the organization should restructure its set-up and processes.
• There should not be a uniform charter across organizations. They should be local and customized.
• All stakeholders must be kept on board while drafting the charters.
• Commitments made should be firm and there should be a citizen-friendly redressal mechanism.
• Officers should be held accountable if commitments made are not fulfilled.
• The citizen’s charters should be reviewed and revised regularly.

Reforms for Citizen Charter to make them Effective

• Not everyone fits in the same mold: Citizen Charter should be formulated as a decentralized activity with the head office providing only broad guidelines.
• Wide consultation process: formulation of Citizen Charter should be done after extensive consultations within the organization followed by meaningful dialogue with civil society.
• Commitments of the firms should be made: Citizen Charter should be precise and must make firm commitments of service delivery standards to the citizens or consumers in quantifiable terms wherever possible.
• Provide Redressal mechanism in case of default: Citizen charter should clearly lay down the relief which the organization is bound to provide if it has defaulted on the promised standards of delivery.
• Periodic evaluation: A citizen charter should be evaluated from time to time preferably through an external agency.
• Officers to be held accountable for results: In cases where there is a default in adhering to the Citizen Charter,  fix specific responsibility.
• Society should be a part of it: To help in improvement in the contents of the Charter, Civil Society should be included in it. They should be a part of the process, its adherence as well as in educating the citizens about the importance of the vital mechanism of the Citizen Charter.

Way Forward

• A Citizens’ Charter is a means to an end it cannot be an end in itself. It is a tool to ensure that the citizen is always at the heart of any service delivery mechanism.
• Drawing from best practice models such as the Sevottam Model (a Service Delivery Excellence Model) can help Citizen’s Charter in becoming more citizen-centric.

Indian Railways

Background:

• Indian Railways is working to become the largest Green Railways in the world and is moving towards becoming a “net zero carbon emitter” before 2030.
• With a vision to become environment-friendly, efficient, cost-effective, punctual and modern, the IR has been taking steps ranging from electrification to saving animals from getting injured on railway tracks.

Steps taken by Railways to become “Green”:

• Dedicated Freight Corridors are being developed as a low carbon green transportation network with a long-term low carbon roadmap, which will enable it to adopt more energy efficient and carbon-friendly technologies, processes and practices.
• MoU signed between IR and the Confederation of Indian Industry in 2016 for the facilitation of green initiatives on IR.
  • Green certification mainly covers assessment of parameters having direct bearing on the environment, such as, energy conservation measures, use of renewable energy, Green House Gas emission reduction, water conservation, waste management, material conservation, recycling, etc.
  • Many railway stations and buildings have acquired the ‘green certification’.
• Indian Railways has incorporated Climate Change features in its own risk assessments and disaster management protocols.
• The Environment Sustainability Report published by IR and subsidiary units each year sets up a framework document defining strategies and focus points in the context of climate change, the issues at stake, and steps for dealing with them.
  • It helps railways to support government commitments such as the Paris agreement on climate change, the UN Sustainable Development Goals and National Disaster Management Plans.

India’s First Indigenous Tumour Antigen SPAG9

Details:

• India’s first indigenous tumour antigen SPAG9 was discovered by Dr Anil Suri in 1998 who is heading the Cancer Research Program at NII (National Institute of Immunology, New Delhi).
  • The Cancer Research Program is funded by the Department of Biotechnology (DBT).
• The SPAG9 antigen has received the trademark ASPAGNIITM.
• Currently, ASPAGNIITM is being used in dendritic cell (DC) based immunotherapy in cervical, ovarian cancer and will also be used in breast cancer.

DC-based Immunotherapy:

• Immunotherapy is a new approach that exploits the body’s inner capability to put up a fight against cancer.
• With this approach, either the immune system is given a boost, or the T cells are “trained’’ to identify recalcitrant cancer cells and kill them.
• In this personalised intervention, those patients expressing SPAG9 protein can be treated with DC-based vaccine approach.
• In DC-based vaccine, patient’s cells called monocytes from their blood are collected and modified into what are called dendritic cells.
• These dendritic cells are primed with ASPAGNIITM and are injected back to the patient to help the ‘fighter’ cells, or T-cells, in the body to kill the cancer cells.
• DC-based immunotherapy is safe, affordable and can promote antitumor immune responses and prolonged survival of cancer patients.

Background:

• Cancer kills 8.51 lakh people in India every year.
• According to the WHO, one in 10 Indians will develop cancer during their lifetime, and one in 15 will die of cancer.

SAGE Initiative

About the SAGE Initiative:

• The SAGE portal will be a “one-stop access” for elderly care products and services by credible start-ups.
• The portal is open for applications and start-ups will be selected on the basis of innovative products and services, which they should be able to provide across sectors such as health, housing, care centres, apart from technological access linked to finances, food and wealth management, and legal guidance.
• The SAGE programme and SAGE portal have been launched with a view to help those persons who are interested in entrepreneurship in the field of providing services for elderly care.
• The SAGE project aims to identify, evaluate, verify, aggregate, and deliver products, solutions and services directly to the stakeholders. The Ministry will act as a facilitator, enabling the elderly to access the products through these identified start-ups.
• On the recommendation of the committee set up for the purpose, up to Rs 1 crore will be given to start-ups for elderly care.
• The Ministry has designed SAGE programme as per the suggestions of the Empowered Committee on start-ups for the elderly to solicit the involvement of youth and their innovative ideas for elderly care.
• An allocation of Rs 25 crores has been made for the SAGE project in the current financial year i.e. 2021-22.

Background:

• India’s elderly population is on the rise, and as per surveys, the share of elders, as a percentage of the total population in the country, is expected to increase from around 7.5% in 2001 to almost 12.5% by 2026, and surpass 19.5% by 2050.