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Subject: Governance

Important aspects of Society

  • What nation can learn from Kerala in the fight against Covid-19?

    With figures emerging of Kerala’s success in dealing with the Covid-19, the rest of the nation has lessons to learn from it. This article describes the approach adopted by Kerala, and how various factors like robust health infrastructure, past experience etc. are helping it.

    Kerala stands out in India: some figures and facts

    • The COVID curve in Kerala is flattening.
    • Every day, for a week now, the number of recoveries has exceeded the number of new infections.
    • The recovery rate in Kerala is nearly 50 per cent while the all-India average is around 11.
    • While the mortality rate among the infected is 5 per cent in Kerala, the all-India average is 3.4 per cent.
    • The transmission rate of a primary carrier is 6 while in Kerala it is only 0.4.

    With Covid-19, we are in unknown territory in many ways. If Kerala emerges as the success model, the question can be framed from that perspective. So, note down the factors described below that are helping the state in tackling Covid-19 successfully.

    Preparing for the next challenge

    • Kerala is preparing for the next challenge, the outcome of which will determine the result of the war against COVID.
    • Lifting of the lockdown is going to result in an influx of returning migrants from foreign countries and other states.
    • Hundreds of thousands would have to be quarantined, tested and, if positive, treated, ensuring there is no secondary spread.
    • State authorities have already identified accommodation and other facilities for more than two lakh persons.
    • Use of big data analytics: The state is also exploring the possibility of big data analytics to plan a strategy and, if necessary, for reverse quarantining.
    • Authorities have access to WHO data covering nearly two-thirds of the state`s population.
    • Integrating this data with the information currently being generated, we will be able to map vulnerable sections of the population, simulate scenarios and plan ahead.
    • Exit strategy: An exit strategy from the lockdown is being prepared to protect livelihoods and stimulate the economy.

    Strength of the public health system of Kerala

    • The single most important factor that enabled Kerala to be prepared for the COVID is the strength of the public health system.
    • Kerala’s health system is a proud legacy of our past.
    • It has had a big push in infrastructure and equipment investment of around Rs 4,000 crore from the Kerala Infrastructure Investment Fund Board.
    • Five thousand seven hundred and seventy-five new posts have also been created.
    • The Aardram Health Mission was launched with a focus to transform the PHCs into family health centres.
    • Distinctive feature: There is also the distinctive flavour of Kerala — mass participation in preventive and palliative healthcare.
    • Training to health workers: The morale of health personnel has been exceptionally high.
    • Special training, protective gear, scientific duty rotation and, most importantly, societal empathy and solidarity, have all contributed.

    Learning from the past experience

    • Nipah outbreak experience: The recent experiences of successful containment of the Nipah outbreak and management of the two post-flood health situations have provided a kind of herd immunity to the health workers to crisis situations.
    • Covid-19 preparedness: Once news of the Wuhan pandemic came, the Kerala health system scrambled to readiness — the control room was set up, mock drills were organised and the first influx was contained.
    • Once migrants from the Gulf and Europe began to return, things began to get out of hand.
    • But now this battle has been successfully concluded.

    Testing and tracing in Kerala

    • A route map of each COVID positive case is prepared and given publicity, alerting everybody who might have been in contact.
    • The protocol of cycles of intense test, trace, isolate and treatment has been the norm.
    • Kerala has the highest test rate in the country.
    • Break the Chain Campaign to promote social distancing has been successful.
    • Lockdown by itself is not going to contain the COVID spread. It would continue to multiply within households and dormitories.
    • Testing has been woefully insufficient in the national response so far.

    Welfare payment in Kerala more than the rest of the country

    • In Kerala, 55 lakh elderly and disadvantaged have received Rs 8,500 as welfare payments.
    • An equal number of workers have been paid Rs 1,000-3,000 each from the welfare funds.
    • Every family has been provided with a food kit.
    • Interest-free consumption loan of Rs 2,000 crore has been distributed.
    • Besides, nearly 4 lakh meals are distributed every day to the needy from community kitchens set up by local governments.
    • Local governments are also duty-bound to monitor the camps of migrant workers, set up new ones and ensure medicine and food to them.

    Decentralisation paying off in Kerala

    • All the above was not made possible by the state government alone.
    • It is the synergy generated by integrating state government plans and programmes with the local governments, the co-operatives, women neighbourhood groups (Kudumbashree) and civil society organisations that make Kerala distinct.
    • The floods and the pandemic have given testimony for the potential of democratic decentralisation.
    • It is a case of multi-level planning with technical committees and groups working at the state level coordinated by the chief minister.

    Conclusion

    Though it is too early to declare Kerala as a success story, still there are many lessons to be learned by the rest of the country in its fight against Covid-19.

  • What is Post-intensive Care Syndrome (PICS)?

    • Various news reports in recent weeks have pointed out that for some COVID-19 patients who needed intensive care, the journey to recovery is a long one.
    • After leaving the ICU, they may suffer from what is known as post-intensive care syndrome (PICS), which can happen to any person who has been in the ICU.

    Infectious disease outbreaks, like the current Coronavirus (COVID-19), can be scary and can affect our mental health. This pandemic is going to leave a bigger trauma for those who had lost their dear ones as well those who recovered.

    What is PICS?

    • PICS comprise impairment in cognition, psychological health and physical function of a person who has been in the ICU.
    • Further, such patients may experience neuromuscular weakness, which can manifest itself in the form of poor mobility and recurrent falls.
    • The psychological disability may arise in a person in the form of depression, anxiety and post-traumatic stress disorder (PTSD).

    Its symptoms

    • The most common PICS symptoms are generalized weakness, fatigue, decreased mobility, anxious or depressed mood, sexual dysfunction, sleep disturbances and cognitive issues.
    • These symptoms may last for a few months or many years after recovery, the authors of the aforementioned article note.
    • Patients who develop this may take at least a year to fully recover, until which time they may have difficulty in carrying out everyday tasks such as grooming, dressing, feeding, bathing and walking.

    What causes PICS?

    • A combination of factors can affect aspects of an ICU survivor’s life.
    • PICS may be induced if a person was on prolonged mechanical ventilation, experienced sepsis, multiple organ failure and a prolonged duration of “bed-restore deep sedation”.

    Treatment

    • It is recommended that to avoid PICS, patients’ use of deep sedation is limited and early mobility is encouraged, along with giving them “aggressive” physical and occupational therapy.
    • Further, patients should be given the lowest dose of pain medications when possible and should be put on lung or cardiovascular rehabilitation treatments along with treatments for depression, anxiety and PTSD.

  • Partnership with the private sector in a fight against Covid-19

    The article delineates five areas in which partnership with the private sector is essential to deal effectively with the epidemic and ensure a whole-of-society response. Ensuring the participation of the private sector has been the recurring theme of many op-eds we have come across after the outbreak.

    Significance of private healthcare in India

    • According to the WHO, a critical lesson from the 2014-16 West African Ebola epidemic was that both the public and private sector need to work in tandem in responding to large-scale epidemics.
    • In the COVID-19 response in India, the private sector has to play an even more important role, as it is the dominant provider of health services in the country.
    • The private sector includes the for-profit and not-for-profit segments.
    • The dominance of the private sector in India: The NSSO 71st round data on social consumption of health show that private hospitals, clinics and nursing homes provide over 70 per cent of healthcare.
    • Data on the nearly 1 crore treatments received under the Ayushman Bharat Pradhan Mantri Jan Arogya Yojana (AB PM-JAY) corroborate this finding.
    • AB PM-JAY data shows that over half of all treatments are being availed of from private providers, accounting for over 60 per cent of total disbursements.

    UPSC asked about community-level healthcare intervention in 2018. So, pay attention to the significant role played by the private health sector in India.

    Following five are the areas in which cooperation with the private sector will be essential-

    1 Testing

    • Creating a large and accessible testing infrastructure is the first weapon in the armoury.
    • Countries like South Korea, Singapore, Germany and Japan have been successful at controlling the spread of COVDID-19 and reducing mortality through early detection and quick containment.
    • This has been possible only through widespread testing.
    • India has opened testing up to private labs.
    • Testing has been included under the AB PM-JAY as well.
    • We need to substantially expand testing capacity.
    • This cannot happen without the active participation of the private sector.

    2 Converting private hospitals into Covid-19-only hospitals

    • As the government deepens its containment efforts, the country will need to rapidly surge the numbers of quarantine units, isolation wards and ICU beds in COVID-19-only
    • It will also need to ensure increased and continued supply of essential medical products — from testing kits, masks and other PPEs to oxygen and ventilators.
    • According to a recent ICMR study, around five per cent of those infected will need intensive care and half of those in intensive care units will need mechanical ventilation.
    • These projections translate into large numbers that considerably exceed the capacity of the government health system.
    • Private hospitals with adequate infrastructure will need to convert in COVID-19-only hospitals.
    • There should be a clear policy framework of designated hospitals, reporting and referral systems and an appropriate payment system.
    • With many government facilities being converted into COVID-19-only hospitals, a large number of non-COVID-19 patients will need facilities and providers to take care of their other urgent, critical or continuing healthcare needs.
    • The AB PM-JAY has started a process to bring on board more hospitals to respond to such needs.

    3 Protecting healthcare workers

    • As more private providers join this fight, a major concern that will arise is keeping healthcare workers from becoming infected.
    • In addition to being at a high risk of contracting the virus, healthcare workers are also potential carriers.
    • Ensuring their protection is of paramount importance.
    • Increasing the production: Companies manufacturing essential medical products such as ventilators, masks will need to crank up their production.
    • Direct support from banks may be needed to keep production and supply chains going.

    4 The private sector has to support the ecosystem driving health system

    • The private sector will need to vigorously support the large ecosystem that drives the health system as the lockdown and ongoing epidemic restrict movement and normal economic activities.
    • Activities such as the production of essential drugs and medical products, logistics to maintain smooth supply need to not only continue but also accelerate.
    • Support for community activities such as night shelters and community kitchens will need to be strengthened.

    5 Collaborate to share knowledge on the epidemic

    • An adequate stage-wise response to the pandemic and its economic, social and political aftermath will require the rapid filling of the many knowledge gaps.
    • Government, private and not-for-profit research institutions need to collaborate to understand the nature of transmission of the virus.
    • They must understand the factors that slow its spread, the most at-risk communities, or the optimal quarantine period.

    In 2015, UPSC asked whether the private health sector could help bridge the gap in providing universal health coverage. A question can be asked based on the same theme but in reference to dealing with the pandemic.

    Conclusion

    The fight against COVID-19 is not a race to a hilltop. It involves the continuous management of an evolving public health crisis that threatens to spawn economic and social crises. These multiple dimensions will require a whole-of-society approach that goes beyond the government alone.

  • TRAI wants set top boxes to be made interoperable

    The Telecom Regulatory Authority of India (TRAI) has recommended that all set-top boxes (STBs) in the country must be interoperable, meaning that consumers should be able to use the same STB across different DTH or cable TV providers.

    The TRAI and Telecom Disputes Settlement and Appellate Tribunal are quite often seen in the news.  Most recent was the dispute risen due to AGR dues.

    TRAI has a wide range of jurisdiction over Telecoms. Keep a track on all such news.

    Why such a recommendation?

    • TRAI noted that while the STBs deployed in the cable TV networks are non-interoperable, those by DTH players complied with licence conditions to support common interface module based interoperability.
    • However, in practice, even in the DTH segment the STBs are not readily interoperable.
    • The lack of interoperability of set-top boxes between different service providers deprives the customer of the freedom to change her/his service provider.
    • It also creates a hindrance to technological innovation, improvement in service quality, and the overall sector growth.

    About TRAI

    • The TRAI is a statutory body set up under section 3 of the Telecom Regulatory Authority of India Act, 1997.
    • It is the regulator of the telecommunications and its tariffs in India.
    • The TRAI Act was amended by an ordinance, effective from 24 January 2000, establishing a Telecom Disputes Settlement and Appellate Tribunal (TDSAT) to take over the adjudicatory and disputes functions from TRAI.
    • TRAI regularly issues orders and directions on various subjects such as tariffs, interconnections, quality of service, DTH services and mobile number portability.

  • What is pooled testing, recommended by the ICMR?

    The Indian Council of Medical Research (ICMR) has issued an advisory for using pooled samples for testing of COVID-19 in order to increase the number of tests conducted by laboratories across the country.

    COVID-19 containment measures are pacing up across the country. However, it is argued that we are lagging in the number of tests to be carried out.  With certain limitations, pooled testing promises an edge over individual testings of suspected patients.

    What is pooled testing?

    • In a pooled testing algorithm, samples of multiple individuals are put together in a tube and screened through the PCR test.
    • In case the pooled test turns out to be positive, individual samples are tested, which is referred to as pool de-convolution.
    • If there’s no positive result, all individual samples in the pool are regarded as negative, resulting in substantial cost savings.

    What the ICMR has recommended?

    • ICMR has advised that while more than two samples can be pooled together, the number should not exceed five samples to avoid sample dilution, which can lead to false negatives.
    • This method can be used in areas where the prevalence of COVID-19 is low, which means a positivity rate of less than two per cent.
    • In areas with a positivity rate between two to five per cent, sample pooling of PCR screening may be considered in a community survey of surveillance among asymptomatic individuals.
    • Samples of individuals with known contact with confirmed cases or healthcare workers should not be included in the pooled samples.
    • Also, ICMR has said pooling of sample is not recommended in areas or population with positivity rates of over five per cent.

    Benefits of pooled testing

    • Using this method, substantial costs and testing kits are saved.
    • For instance, if a pooled sample consists of the samples of five individuals and it tests negative, the cost of four testing kits is saved and more number of people are covered with fewer resources.
    • Significantly, pooled screening can also help in tracking down the asymptomatic cases of the disease, thereby tracking community transmission.
    • But in case the sample tests positive, all individuals need to be tested separately.

  • [pib] Swayam Prabha TV Channels

    The HRD Ministry has taken several prompt, new and unique initiatives to ensure that the education of learners should not get affected by the challenging situation arising out of COVID 19. One of them is Swayamprabha TV channels.

    There are various web/portals/apps with peculiar names such as YUKTI, DISHA, SWAYAM etc. Their core purpose is similar with slight differences. Pen them down on a separate sheet under the title various digital HRD initiatives.

    SWAYAM Prabha

    • The SWAYAM Prabha is a group of 32 DTH channels devoted to telecasting of high-quality educational programmes on a 24X7 basis using the GSAT-15 satellite.
    • The channels are uplinked from BISAG, Gandhinagar. The contents are provided by NPTEL, IITs, UGC, CEC, IGNOU, NCERT and NIOS.
    • The INFLIBNET Centre maintains the web portal.
    • Every day, there will be new content for at least 4 hours which would be repeated 5 more times in a day, allowing the students to choose the time of their convenience.

    The DTH Channels shall cover the following:

    Higher Education: Curriculum-based course contents at post-graduate and under-graduate level covering diverse disciplines such as arts, science, commerce, performing arts, social sciences and humanities, engineering, technology, law, medicine, agriculture, etc.

    School education (9-12 levels): Modules for teacher’s training as well as teaching and learning aids for children of India to help them understand the subjects better and also help them in preparing for competitive examinations for admissions to professional degree programmes.

    Curriculum-based courses: These channels can meet the needs of life-long learners of Indian citizens in India and abroad.

    Back2Basics: SWAYAM Portal

    • SWAYAM is a Hindi acronym that stands for “Study Webs of Active-Learning for Young Aspiring Minds” is an Indian Massive open online course (MOOC) platform.
    • It is an initiative launched by the Ministry of HRD, under Digital India to give a coordinated stage and free entry to web courses, covering all advanced education, High School and skill sector courses.
    • It was launched on 9th July 2017 by Honorable President of India.
    • The platform offers free access to everyone and hosts courses from class 9 till post-graduation.
    • It enables professors and faculty of centrally funded institutes like IITs, IIMs, IISERs, etc. to teach students.

  • Using knowledge-era technology to bridge the urban-rural gap

    This article puts forward the idea of using knowledge-era technology to minimise the difference between rural and urban areas. In the first part, it elaborates the reasons and circumstances that led to the neglect of rural areas and development in urban areas. In the next part, the idea of using knowledge-era technologies to close the gaps between rural and urban areas is explored.

    Why Urbanisation is spreading and how it led to the neglect of rural areas?

    • Better opportunities: The tendency to migrate to urban areas has been a natural consequence of better opportunities that got created there — in contrast to life in rural areas becoming increasingly unsustainable.
    • Centralisation: The industrial-era dynamics that led to centralisation in support of mass production or massive scale-up was clearly a major one.
    • This, in turn, also led to the concentration of higher education/capacity building processes to urban centres where there was job growth, quite to the detriment of the much larger rural area.
    • Problems in education and training: The education and training environment became myopic, essentially meeting the manning requirements to run systems created by others.
    • Our education with its inherent problems led to little confidence in creating one’s own systems to address needs independent of others.
    • Demographic dividend: India’s importance grew primarily because of her demographic dividend and the large market that her people constituted and not because of the systems and technologies.
    • Neglect of rural India: Rural India suffered severe neglect in the process, probably as a result of poor job opportunities there and education having lost its role as an enabler of local development.
    • However, the country is learning to create systems and technologies to address her needs. The exercise is, by and large, urban-centric.

    UPSC asked about the quality of urban life in 2014, and the trends of labour migration in 2015. This article touched upon both of these themes.

    Using the knowledge-era technology to close the urban-rural gap

    • We are now in the knowledge era.
    • And knowledge-era technologies, in contrast to industrial-era technologies, promote democratisation (social media, for example) and facilitate decentralisation (work from home).
    • It should thus be possible for an adequately educated and trained youth residing in a rural domain to support a significant part of the manufacturing and service needs of urban areas.
    • Just as an urban youth can support a significant part of the knowledge and application needs in rural areas.
    • With technologies like additive manufacture, internet of things, and artificial intelligence, well-trained people can address needs in both urban and rural areas from wherever they are.
    • Thus, the knowledge era should, in principle, become a significant income leveller between the urban and rural domains, with a large rise in the overall national income.
    • As we focus on capacity building of rural youth, the opportunities in rural areas should, in principle, become higher than those in urban areas since the rural segment can now benefit from all three sectors of the economy- agriculture, manufacturing and services.

    The idea of “cillage”

    • In the knowledge era, with emphasis on capability and capacity building of rural youth in terms of holistic education, appropriate technology and enhanced livelihood, there is a possibility for a more balanced distribution of income as well as population.
    • This would, however, need knowledge bridges to be built between cities and villages, and the creation of an ecosystem which has been conceptualised as a “cillage” — a synergistic combination of city and village.
    • Bridging the knowledge gap between a city and a village would also bridge the income gap between the two.
    • This will also lead to a faster bridging of the gap between the average individual income in India and that in industrially advanced countries.
    • Democratisation promoted by knowledge technologies, if properly leveraged, can in principle reduce disparities, which, unfortunately, are on the rise today.

    How to realise the idea of cillage?

    • Integrated and holistic approach: Developing a “cillage” ecosystem would need a rooted and integrated approach to holistic education and research, technology development and management, as well as technology-enabled rural livelihood enhancement.
    • It would take a while for the rural youth to become empowered enough to convert the challenges into opportunities in rural areas.
    • The emergence of a new-age society is an inevitability.
    • How soon the rural domain can embrace it and how concurrently, comprehensively that can happen, is the real challenge.
    • That will decide whether India will gain in the knowledge era or lag as it did in the industrial era.

    Look at one more question from 2015-“Smart cities in India cannot sustain without smart villages. Discuss this statement in the backdrop of rural-urban integration”.  The ideas discussed here in this article help us to deal with such questions.

    Can Covid-19 speed up the realisation of cillage?

    • The process could also be seen as the migration of a set of experiences and skills to villages.
    • We can look at this as a potential two-way bridge for a new relationship between cities and villages.
    • It will be the bridge in which not all need to return to cities, but can rather meet the needs of cities as well as villages by remaining in villages.
    • Several initiatives will be needed to realise such a possibility.
    • Facilitating a number of new skills, technologies and support systems that can further leverage current capabilities of these people for starting a new enterprise would be important.
    • Immediate arrangements to facilitate their livelihood, and leveraging their present capabilities could help retain at least some of these people in villages.
    • It could trigger a faster movement towards an inevitable long-term equilibrium.
    • Going forward, we should take knowledge activities to a higher level so that the products and services created by these people become more competitive.
    • Looking at disruptive technologies for exploiting local opportunities should follow.

    Conclusion

    Given that the new normal after Covid-19 would, in any case, be quite different, the right course would be to channelise the stimulus caused by this crisis towards accelerating the shift to a new normal. This will not only help a more dispersed population, but will also reduce disparities and lead to faster growth of the economy.

  • Is the Centre’s lockdown different from a state’s lockdown?

    The central government has extended the 21-day nationwide lockdown by two more weeks. Before this, some states had already ordered to extend the lockdown till the end of this month.

    How do the two lockdowns differ?

    Newspapers are flooded up with news on lockdowns. The two lockdowns are fundamentally different from each other. Such difference sparks a thought in the mind of question framers.

    1) State lockdowns

    • As per the Constitution, subjects of law and order and public health lie with state governments.
    • Additionally, the Epidemic Diseases Act of 1897, which many states have invoked to order a lockdown, empowers them to prescribe temporary regulations to prevent the outbreak and spread of disease.

    2) Centre’s lockdown

    • The lockdown ordered by the centre is implemented under the Disaster Management Act, 2005.
    • The Union home ministry, in compliance with the NDMAs order can issue orders for the lockdown under Section 10(2)(l) of the DMA.

  • Taiwan: a role model for pandemic management

    As many nations struggle to keep COVID-19 infection numbers down, the island of Taiwan presents an example of how to be prepared in the event of a pandemic. As the global total of infections has neared 700,000, with over 30,000 deaths, Taiwan’s count stood at 300, with only 5 deaths.

    When you read through this article, try and map the best practices which could be incorporated in India. You might have to tweak a few. UPSC Mains may ask a question on “what could be done better etc.” and this is where you shine!

    Taiwan Model of Healthcare Management

    • Located less than 150 kilometres from the original viral source – China – Taiwan has seen far fewer cases of the coronavirus in the past month, with a much lower infection rate.
    • It is also worth noting the practices utilized by Taiwan’s hospitals as they seek to curb the virus and protect patients and medics.

    Following were the not so exceptional measures which helped Taiwan authorities contain coronavirus:

    1) Smaller staff groups

    • One of the early steps taken was the reduction of the workgroup sizes within medical facilities.
    • This reduces the risk of a community spread within the hospital emerging from infected patients being treated.
    • Depending on the size of the staff handling an area of the hospital, and the number of patients being overseen there, one infection could jeopardize the safety of an entire ward.

    2) Traffic control in hospitals

    • Hospitals were establishing separate entrances and exits for in- and out-patients to help prevent the spread of infection via regular hospital traffic.
    • In effect, hospital entry began to resemble airport customs, with visitors passing through a temperature checkpoint and showing IDs before admittance.

    3) Maintaining a high bed-per-capita ratio

    • Many countries have found that they do not have nearly enough hospital beds to care for patients suffering from a highly infectious disease like COVID-19.
    • In response, Taiwan has nearly 1,000 negative pressure isolation rooms (an isolation technique used in hospitals to prevent cross-contamination from room to room) available, with the capacity to add significantly more through room reconfigurations.
    • This is a remarkably high number, given the relatively small population of the island, and speaks to the country’s preparedness and advanced medical infrastructure.

    4) Best public health policy

    • Finally, Taiwan has benefited greatly from the close coordination between its hospitals and central government.
    • Within the country’s nationalized healthcare system, every citizen and resident is assigned a health card, embedded with a computer chip reflecting their identity and medical history.

    Significance of the Taiwanese model

    • Taiwan’s biggest success can be attributed to how ready the country and its hospitals were from Day-1, while other states were still assessing whether the virus was a threat to them at all.
    • Many of these countermeasures can be easily duplicated by India.
    • However, the willingness and effectiveness with which doctors and medical officials have worked to cooperate with each other and the public is a testament to the country’s smart and rational approach to healthcare and disease prevention.

  • Covid-19 donations to CM Relief Fund won’t qualify as CSR

    The corporate affairs ministry has clarified that COVID-19 donations to CM Relief Fund won’t qualify as CSR contributions.

    Contributions considered under CSR

    • According to the ministry, contributions made to the State Disaster Management Authority to combat COVID-19 would qualify as CSR expenditure.
    • The contributions by companies to PM-CARES Fund to tackle the pandemic would be considered as CSR.
    • Ex-gratia payments made to temporary, casual and daily wage workers by companies will be considered as CSR expenditure under the company’s law, provided that such payments are over and above disbursement of wages.
    • The contribution towards ‘Chief Minister’s Relief Fund’ or ‘State Relief Fund for COVID-19’ would not be considered as spending towards CSR work.

    Note: Please remember or make note of the various contributions complying for CSR.

    Back2Basics: CSR in India

    • India is the first country in the world to make corporate social responsibility (CSR) mandatory, following an amendment to the Companies Act, 2013 in April 2014.
    • Prior to that, the CSR clause was voluntary for companies, though it was mandatory to disclose their CSR spending to shareholders.
    • Businesses can invest their profits in areas such as education, poverty, gender equality, and hunger as part of any CSR compliance.
    • Under the Companies Act, 2013, certain classes of profitable entities are required to spent at least 2 per cent of their three-year average annual net profit towards CSR activities.
    • Under Section 135 of the Companies Act, 2013, every company having net worth of at least ₹500 crore, turnover of ₹1,000 crore or more, or a minimum net profit of ₹5 crore during the immediately preceding financial year, has to make CSR expenditure.