India's Superpower Euphoria: Sid Harth

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India Economy

Iron ore exports seen halved

India’s iron ore exports, which fell for the first time in a decade last year, could halve over the next five years as the country feeds the expansion of its steel industry.  Full Article

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Keeping more iron ore at home, India exports seen halved

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By Manolo Serapio Jr and Siddesh Mayenkar

SINGAPORE/MUMBAI | Mon Aug 15, 2011 2:40pm IST

(Reuters) – India’s iron ore exports, which fell for the first time in a decade last year, could halve over the next five years as the country feeds the expansion of its steel industry.

Lower shipments from the world’s No. 3 exporter should help bolster prices that have already more than trebled from late 2008, as massive increases in global supply are only expected to come through by 2015 and demand from top consumer China rises.

“Indian exports are in a structural decline as resource nationalism becomes a bigger driver behind policy. The policy is definitely not encouraging exports,” said Graeme Train, commodity analyst at Macquarie in Shanghai.

In a bid to curb overseas sales, India has raised freight rates and quadrupled export taxes on iron ore fines, the sandy material that typically contains 55-65 percent iron and which comprises around 70 percent of its annual output of about 200 million tonnes.

 

India’s iron ore output and exports, click link.reuters.com/hen23s

Iron ore exports from India fell 17 percent to 97.6 million tonnes in the year to March, largely due to a ban on shipments from the key producing state of Karnataka.

Analysts in a Reuters poll forecast another drop to eight-year lows this year on increased costs and a delay in resumption of shipments from Karnataka, source of around a quarter of India’s exports.

Tight Indian supplies and booming Chinese demand lifted spot iron ore prices to record highs above $190 a tonne in mid-February. They are currently trading near $176.

EXPANDING STEEL SECTOR

The world’s fifth-largest steel producer, India is aiming to lift output to 120 million tonnes by the end of 2012 from nearly 67 million tonnes in 2010, as the likes of steel giants ArcelorMittal and POSCO expand their reach into Asia’s third-largest economy.

India is looking at 8.2 percent growth this fiscal year, after expanding 8.5 percent last year, underscoring the need to boost domestic steel output and consumption of iron ore.

With the expansion in its steel sector, the country’s iron ore exports are forecast to fall to roughly half of the 97.6 million tonnes shipped in the last fiscal year by the year to March 2016, said Gunmeet Singh, analyst for CRU in Mumbai.

India’s traditional steel blast furnaces can use only iron ore lumps, but there is a growing move among steelmakers to invest in more pelletizing and sintering plants that can take the iron ore fines now mostly exported to China.

Singh estimates that the country’s pelletizing capacity will triple to 90 million tonnes in five years and its sintering capacity will increase 55-60 percent from 53 million tonnes.

“In many ways the efforts to prevent exports of iron ore are more to support the domestic steel industry which will benefit from much lower raw material costs,” said Christopher Ellis, analyst with Metal Bulletin.

While land acquisitions remain a big hurdle that could disrupt India’s plans, with protests continuing against POSCO’s planned $12 billion steel mill that was meant to start producing this year, there is a pending bill in parliament aimed at boosting payouts to poor villagers for industrial projects developed on farmland.

MARGIN SQUEEZE, KARNATAKA FREEZE

Apart from imposing higher taxes to stop iron ore exports, India also hiked freight rates twice this year, making carriage costs for exports five times more expensive than those for ore for local consumption.

The increased taxes and tariffs pushed the average cost for Indian iron ore to $100 per tonne, more than double the production cost in Australia and Brazil, said Train.

“That would put Indian material at the top of the cost curve this year. They’re almost better off selling into the domestic market,” said Train.

The higher cost slashed margins of producers, after taking out handling and shipping fees.

“Before the tax hike, miners earned $40 per tonne, but after the tax incursions the margins have diminished to $10-$20,” said Dhruv Goel, managing director at Orissa-based Steel Mint.

“The middle man hardly gets $1 (per tonne).”

Indian exports also suffered from a ban on shipments from the iron-ore rich state of Karnataka, source of around a quarter of the country’s annual exports, from July 2010, as part of the state’s crackdown on illegal mining.

The Supreme Court ordered the ban lifted in April but that order has yet to be carried out with the state government citing procedural delays as it installs monitoring and tracking systems. Political infighting may further progress.

Gavin Montgomery, iron ore analyst at Wood Mackenzie, said he expects Indian shipments to fall to 65 million tonnes by 2015, prompting big suppliers Australia and Brazil to sell more to China and non-traditional exporters to boost shipments.

The burden of producing more to feed China’s demand rests on big suppliers Australia and Brazil.

Brazil’s Vale and Australia’s Rio Tinto and BHP Billiton, which together control around two-thirds of global seaborne supply, are looking to boost their collective output by half to around 1 billion tonnes by 2015.

That will equal China’s import demand by then as high production costs and low-quality iron ore reserves boost its purchases, according to estimates from Wood Mackenzie.

“With iron ore prices staying around $180 a tonne, the supply can come from a lot of different sources. If Indian supply continues to disappoint, we will see continued reliance on both traditional and non-traditional suppliers,” said Montgomery.

($1 = 45.255 rupees)

(Editing by Sugita Katyal)

India Economy

Iron ore exports seen halved

India’s iron ore exports, which fell for the first time in a decade last year, could halve over the next five years as the country feeds the expansion of its steel industry.  Full Article

• Timeline: India’s moves to curb iron ore exports
• Factbox: India’s iron ore output and exports

TIMELINE – India’s moves to curb iron ore exports

 

NEW DELHI | Mon Aug 15, 2011 2:27pm IST

(Reuters) – India’s iron ore exports, which fell for the first time in a decade last year, could halve over the next five years as the country feeds the expansion of its steel industry.

Karnataka banned iron ore shipments in July 2010 and exports have yet to resume despite a Supreme Court order to lift the ban from April 20.

The central government, keen to clamp down on illegal mining and to ensure domestic steelmakers have enough of the raw material, has raised taxes and transport fees to discourage exports but stopped short of a country-wide ban.

Following is a timeline of key developments in India’s iron ore sector since Karnataka, the country’s second-largest producer, introduced its shipments ban:

July 26, 2010 — Karnataka, ruled by the opposition Bharatiya Janata Party, bans shipments of iron ore. The state government had faced pressure from the ruling Congress-led central government to clamp down on illegal mining. Exporters in the state subsequently challenged the ban.

September — Iron ore exports post their sharpest monthly fall in nearly two years after Karnataka’s ban and slow China demand. Exports drop 47 percent from a year earlier to 3.03 million tonnes.

Nov. 19 — Karnataka’s high court upholds the ban on exports.

Nov. 23 — Iron ore miners in the state say they will challenge the ban in the Supreme Court.

Jan. 11, 2011 — Top iron ore producing Orissa says it is considering seeking a ban on exports of the key raw material.

Jan. 20 — The Supreme Court delays its decision on the ban to mid-February.

Jan. 25 — Indian railways announce an increase in freight costs on iron ore for export by 50 percent to 1,500 rupees per tonne.

Jan. 29 — India’s Multi Commodity Exchange (MCX) and Indian Commodity Exchange (ICEX) launch the world’s first iron ore futures contracts. But a ban on foreign players means liquidity is low.

Feb. 10 — Steel Authority of India (SAIL) wins environmental approval for its own iron ore mines in Jharkhand. SAIL says it will be operating in three years and will be key to its future iron ore supply.

Feb. 11 — The Supreme Court again adjourns its hearing on the Karnataka ban, this time to April 4.

Feb. 18 — Chhattisgarh joins Orissa in seeking central government approval to ban iron ore exports.

Feb. 28 — India hikes export duty on iron ore to 20 percent from 5 percent for fines and from 15 percent for lumps in its annual budget.

March 3 — Freight rates are hiked again, this time by 100 rupees per tonne to 1,600 rupees.

March 30 — Indian Railways says it will impose a “busy season” charge of 7 percent on iron ore freight rates from April 1 to June 30 and from Oct. 1 to March 31. The charge will equate to about 150-200 rupees per tonne, one trader says.

April 5 — Supreme Court orders Karnataka state to lift ban on iron ore shipments from April 20.

June 27 — Iron ore exporter Mineral Enterprises Ltd says to call on Supreme Court to uphold lifting of the Karnataka ban which has been delayed by an inquiry into illegal mining.

July 27 — An independent-led inquiry implicates B.S. Yediyurappa, chief minister of Karnataka, in a $3.6 billion illegal iron ore mining scandal.

July 29 — Supreme Court imposes an interim ban on mining in the district of Bellary, a key iron-ore rich region in Karnataka, on concerns of environment degradation.

July 31 — Yediyurappa resigns as Karnataka chief minister.

Aug. 5 — Supreme Court partially lifts iron ore mining ban in Bellary district, allowing state-run NMDC to mine up to 1 million tonnes a month from Aug. 6.

(Compiled by Jo Winterbottom and Manolo Serapio Jr.; Editing by Sugita Katyal)

India Economy

Iron ore exports seen halved

India’s iron ore exports, which fell for the first time in a decade last year, could halve over the next five years as the country feeds the expansion of its steel industry.  Full Article

• Timeline: India’s moves to curb iron ore exports
• Factbox: India’s iron ore output and exports

FACTBOX – India’s iron ore output and exports

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NEW DELHI | Mon Aug 15, 2011 2:37pm IST

(Reuters) – India’s iron ore exports, which fell for the first time in a decade last year, could halve over the next five years as the country feeds the expansion of its steel industry.

Here are some key facts about the Indian iron ore industry:

PRODUCTION:

- India produced 212.6 million tonnes of iron ore in 2010/11 and exported 97.6 million tonnes.

- There are about 500 mines in the country, half of which are operational. These are held by about 80 companies.

- High-grade ores with 62-65 percent iron are produced mainly in the east and south. Low-grade ores with 50-60 percent iron are produced in the west and south.

- The largest mining firm is state-run NMDC, which produces about 29 million tonnes annually, mostly for local sales.

- The steel industry is a big domestic user of iron ore. Many steel companies have captive mines.

EXPORTS:

- India is the world’s third-largest exporter after Australia and Brazil. Goa is India’s biggest exporter.

- China is India’s biggest buyer, with its proximity helping it secure ores with low freight costs. India sells the bulk of its iron ore via the spot market.

- The largest exporting company is Sesa Goa, a unit of London-listed Vedanta Resources.

- Other large producers and exporters are Essel Mining, Rungta Mines, V.M. Salgaocar, MSPL and Chowgule.

- Miners in Goa have lower costs as mines are located near the port, and so avoid road and rail charges.

CHALLENGES:

- In its 2011/12 budget, the federal government hiked export duties on iron ore to 20 percent from 5 percent for fines and from 15 percent for lumps in a bid to cool domestic prices to help steel firms.

- Shipments from Karnataka, source of a quarter of India’s annual exports, have been banned since July 2010 and exports have yet to resume despite a Supreme Court order allowing shipments from April 20.

- Port infrastructure is poor and vessels can wait up to seven days to load cargo.

- Indian prices generally follow the global market, dominated by Australian and Brazilian miners, with China buying on a spot basis for its low-grade ore needs.

- Slower exports could mean a surge in stocks of fines, complicating storage problems at mines. The Karnataka ban led to an estimated 15 million tonnes of unsold stocks of low-grade ore lying in the mines as of late July this year.

FUTURES

- The world’s first iron ore futures debuted in India on Jan. 29, but volumes have been muted as participation of foreign players is not allowed.

Sources: Federation of Indian Mineral Industries, industry members and Ministry of Mines.

(Compiled by Manolo Serapio Jr.; Editing by Sugita Katyal)

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…and I am Sid Harth@mysistereileen.com

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India's Superpower Euphoria: Sid Harth

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Sensex, Rupee Slide, Bonds Climb as Global Recession Fears Spark Selloff

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By Rajhkumar K Shaaw and Jeanette Rodrigues - Aug 5, 2011 7:49 AM ET

Indian stocks tumbled, rupee fell and bonds climbed on concern the global economy may lapse into recession even as accelerating inflation prompts the central bank to extend interest-rate increases.

Reliance Industries Ltd. (RIL), India’s most valuable company, sank to its lowest price since April 2009. Infosys Ltd., the second-largest software maker, slid to its lowest in 14 months. The rupee is set for its biggest weekly loss in three months. The yield on the 7.8 percent bonds due April 2021 dropped 15 basis points this week, or 0.15 percentage point, to 8.31 percent, according to the central bank’s trading system.

“If there’s going to be some catastrophe in Europe or the U.S. then in the near term all global markets are going to get hit,” Sunil Singhania, head of equities at Reliance Capital Asset Management Ltd., India’s biggest money manager, said in an interview. Reliance Mutual Fund has $23 billion in assets.

The Bombay Stock Exchange Sensitive Index, or Sensex, lost 387.31, or 2.2 percent, to 17,305.87, the lowest since June 11, 2010, at the 3:30 p.m. close in Mumbai. The gauge retreated 4.9 percent this week, the most since October 2009. The S&P CNX Nifty Index lost 2.3 percent to 5,211.25. Its August futures settled at 5,220. The BSE 200 Index sank 2.1 percent.

Global stocks sank for an eighth day, the longest losing streak since January 2010, and commodities fell, erasing the Standard & Poor’s GSCI index’s gains for the year, on concern the U.S. recovery is faltering. Bonds jumped, driving Treasury 10-year yields to a 10-month low.

The U.S. added 85,000 jobs last month, leaving the 9.2 percent unemployment rate unchanged, according to economists surveyed before data today that will cap a week of economic reports that showed the recovery is slowing.

‘Threshold Level’

India may extend rate increases, after the central bank boosted the repurchase rate 11 times since 2010, even as counterparts in Europe, Japan and Switzerland add cash into their economies or seek to stem appreciating exchange rates to support expansion. Price gains are “far above the threshold level” and policy makers need to curb growth to slow price gains, central bank Governor Duvvuri Subbarao said yesterday.

Reliance Industries shed 2.5 percent to 792 rupees, its lowest since April 2009. Sterlite Industries (India) Ltd., the largest copper and zinc maker, retreated 6.3 percent to 141.45 rupees. The stock has lost 18 percent in nine days, its longest losing streak in at least two decades.

Infosys tumbled 4.4 percent to 2,591.2 rupees. Its August futures settled at 2,600.70 rupees. Tata Consultancy Services Ltd. (TCS) slumped 3.5 percent to 1,057.95 rupees. The two companies get more than 90 percent of their sales from overseas.

‘Dollar Strength’

“Risk-aversion emanating from the U.S. data has led to a very weak domestic stock market and increasing worries about capital inflows,” J. Moses Harding, executive vice president at IndusInd Bank Ltd., said in Mumbai. “The dollar strength we saw yesterday also worked against the rupee.”

The rupee weakened 0.4 percent to 44.74 per dollar. It fell to 44.85 earlier, the weakest level since June 29.

The Dollar Index, which tracks the U.S. currency against those of six trading partners, rose 1.7 percent yesterday, the most since June, and Treasuries advanced as investors favored the safest assets. It is little changed today.

Offshore forwards indicate the rupee will trade at 45.19 to the dollar in three months, compared with expectations for a rate of 44.99 yesterday.

India’s 10-year bonds rose, driving yields down this week by the most since June, as investors sought the relative safety of government debt.

‘Powerful Benefit’

Oil fell to the lowest in eight months in New York, set for the biggest weekly decline since May. Futures dropped as much as 4.3 percent after slumping 5.8 percent yesterday. India depends on imports to meet almost 80 percent of energy demand.

“The drop in oil is a powerful benefit for India, which has not been factored in this market fall,” Sankaran Naren, chief investment officer for equities at ICICI Prudential Asset Management Co., India’s third-largest money manager, said in an interview to Bloomberg UTV. Naren said he’s using the declines in share prices to reduce cash holdings across funds.

The Sensex has lost 16 percent this year, the second-worst performer after Brazil’s Bovespa Index among major indexes in the 10 biggest markets, on concern higher borrowing costs will erode earnings. The decline has almost erased gains of 17.4 percent in 2010. Companies on the gauge trade at 14 times 2012 earnings, down from 21.5 times in March 2010, last year’s high.

Earnings reported by nine out of 20 Sensex companies, or 45 percent, have lagged behind analyst estimates for the three months ended June. That compares with 33 percent that missed forecasts in the previous quarter.

Overseas investors sold a net 8.01 billion rupees ($180.5 million) of Indian equities on Aug. 3, paring their investment in stocks this year to 93.6 billion rupees, according to data on the website of the regulator.

To contact the reporters on this story: Rajhkumar K Shaaw in Mumbai at rshaaw@bloomberg.net; Jeanette Rodrigues in Mumbai at jrodrigues26@bloomberg.net.

To contact the editors responsible for this story: Darren Boey at dboey@bloomberg.net; James Regan at jregan19@bloomberg.net.

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India's Superpower Euphoria: Sid Harth

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India’s Superpower Euphoria: Sid Harth

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5 Aug, 2011, 06.00PM IST, PTI

BSE Sensex: Stock crash erodes over Rs 1.3 lakh crore from investor wealth

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Read more on »TCS|Stock crash|Reliance Industries Ltd.|NTPC|investor|ICICI bank|BSE sensex|Bharti Airtel

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MUMBAI: The investors were left poorer by over Rs 1.33 lakh crore after today’s stock market crash, even as the market managed to recover nearly half of the losses suffered earlier during the day.The plunge in investors’ wealth, which is notional in nature and is measured in terms of cumulative value of all listed stocks, was more than Rs 2.5 lakh crore at one point of time when the benchmark Sensex had plunged over 700 points to below the 17,000-point level.

However, the markets managed to recover nearly half of the losses and some buying at lower levels in afternoon trade helped the Sensex close 387.31 points down at Rs 17,305.87.

Still, at the end of the day, the total investors’ wealth stood at Rs 6,349,524.09 crore — down from Rs 6,482,649.67 at the end of yesterday’s market closing, as per the BSE data.

The cumulative losses for investors over the past four trading sessions is estimated at about Rs 4 lakh crore, as the Sensex fell by about 1,000 points in this period.

In today’s trade, only three out of 30 Sensex stocks managed to register gains. Together, the market value of all the 30 Sensex companies fell by more than Rs 56,000 crore.

Some of the biggest losses were seen in blue-chips like TCS, Reliance Industries, Infosys, NTPC, ICICI Bank and Bharti Airtel.

While TCS lost more than Rs 7,800 crore, RIL and Infosys lost about Rs 6,800 crore each. While NTPC lost over Rs 4,000 crore, BHEL saw its market value dipping by about Rs 3,500 crore and companies like Bharti Airtel and ICICI Bank lost about Rs 3,000 crore each.

However, ONGC added about Rs 2,500 crore to its market value, while modest gains of about Rs 200 crore was seen by Cipla and Hindalco each.

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BSE Sensex: Stock crash erodes over Rs 1.3 lakh crore from investor wealth

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Sid Harth Harth (USA)

On May 22, 2006, the SENSEX plunged by 1100 points during intra-day trading, leading to the suspension of trading for the first time since May 17, 2004. Investors lost Rs 6 lakh crore ($131 billion) within seven trading sessions On July 23, 2007, the SENSEX touched 15,733 points. On July 27, 2007 a huge correction because of selling by Foreign Institutional Investors and global cues to come back to 15,160 points by noon. BSE SENSEX fell by 615 points in a single day on August 1, 2007. On October 17, 2007 within a minute of opening trade, the SENSEX crashed by 1744 points or about 9% of its value – This led to automatic suspension of trade for 1 hour. On October 18, 2007, the SENSEX tumbled by 717.43 points — 3.83 per cent — to 17998.39. The next day the SENSEX fell 438.41 points to settle at 17559.98. from 17226.18. On October 23, 2007, a 879-point gain. On January 21, 2008, the SENSEX lost 1,408 points. Recovered to close at 17,605.40 after day’s low of 16,963.96. The BSE SENSEX dropped from 19,013 on Monday morning to 16,730 by Tuesday evening or a two day fall of 13.9%. …and I am Sid Harth

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Sid Harth Harth (USA)

On May 22, 2006, the SENSEX plunged by 1100 points during intra-day trading, leading to the suspension of trading for the first time since May 17, 2004. Investors lost Rs 6 lakh crore ($131 billion) within seven trading sessions On July 23, 2007, the SENSEX touched 15,733 points. On July 27, 2007 a huge correction because of selling by Foreign Institutional Investors and global cues to come back to 15,160 points by noon. BSE SENSEX fell by 615 points in a single day on August 1, 2007. On October 17, 2007 within a minute of opening trade, the SENSEX crashed by 1744 points or about 9% of its value – This led to automatic suspension of trade for 1 hour. On October 18, 2007, the SENSEX tumbled by 717.43 points — 3.83 per cent — to 17998.39. The next day the SENSEX fell 438.41 points to settle at 17559.98. from 17226.18. On October 23, 2007, a 879-point gain. On January 21, 2008, the SENSEX lost 1,408 points. Recovered to close at 17,605.40 after day’s low of 16,963.96. The BSE SENSEX dropped from 19,013 on Monday morning to 16,730 by Tuesday evening or a two day fall of 13.9%.

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Moneycontrol » News » Markets » Local Markets Bears haunt: Sensex cracks over 600 points Published on Fri, Aug 05, 2011 at 12:18 |  Source : Moneycontrol.com Updated at Fri, Aug 05, 2011 at 12:30 Merrill Lynch FAs www.totalmerrill.com/careers Opportunity Is Right In Front OfYou. Become A Financial Advisor.       Ads by Google Like this story, share it with millions of investors on M3 1 1 3Share 0 inShare Share on Tumblr ALSO READ See Key Market Stats – Top Gainers/ Losers, Most Actives, Highs/Lows See how Global Markets are trading Indian ADRs At 12:10 hours IST, the 30-share BSE Sensex cracked 608 points to 17,086 and the 50-share NSE Nifty plunged 185 points to 5,145. About 22 shares fell for every one share that gained on the National Stock Exchange. Among sectors, the BSE IT, Realty and Metal indices were down 4-5%. Auto, Power, Capital Goods, Bank, FMCG and Oil & Gas indices fell 2-3%. At 11:59 hours IST: It’s mayhem: Nifty at 52-week low; IT hit hard Benchmark NSE Nifty tumbled 167 points to 5,164 and the BSE Sensex lost 550 points to 17,142. Market breadth deteriorated further; about 21 shares declined for every one share gained. The Nifty has touched a 52-week low today led by sell-off in 49 stocks. Heavyweights Reliance Industries, ITC, ICICI Bank, Bharti Airtel and SBI were down 2-3.5%. Technology stocks were under extreme selling pressure. TCS and Infosys lost more than 5.5% on fears of US recession. Wipro lost nearly 4%. At 11:49 hours IST: Sensex loses 570 pts; all sectoral indices in red The 30-share BSE Sensex lost 572 points to 17,120 and the 50-share NSE Nifty fell 172 points to 5,159 on the back of mayhem in global markets. All sectoral indices were on sellers’ radar. About 19 shares were falling for every one share gaining on the National Stock Exchange. Asian markets were under extreme pressure, falling 2-5.5%. The US markets had closed down 4-5% yesterday. Mark Matthews of Julius Baer feels the next few days will be critical for global markets. The US markets plunged sharply, with the Dow down more than 500 points, in its worst one-day drop since December 2008. “There could be further global correction due to sentiment damage,” Matthews said. At 11:41 hours IST: Sensex nosedives 550 pts; Nifty at 52-week low The 30-share BSE Sensex nosedived further on the back of panic selling, falling over 553 points to 17,140. The 50-share NSE Nifty has hit 52-week low, losing 168 points to 5,163. Heavyweights TCS, Reliance Industries, Infosys, Bharti Airtel, ICICI Bank, ITC, L&T and SBI crashed 2-6%. Sterlite Industries was the biggest loser, falling over 7%. About 1242 shares declined as against 76 shares declined on the National Stock Exchange. At 11:24 hours IST: Sensex tanks 445 pts; ONGC, BPCL in green Benchmark Sensex maintained a loss of more than 400 points led by sell-off across the globe. All sectoral indices were under selling pressure. However, only ONGC and BPCL were in the green. The BSE benchmark Sensex fell 445 points to 17,247 and the NSE benchmark Nifty tanked 136 points to 5,195. Top losers were Sterlite Industries, Reliance Infrastructure, Jaiprakash Associates, M&M, TCS and HCL Tech, which lost 5-7% each. Midcaps like Gujarat NRE Coke, Jubilant Foodworks, Delta Corp, Sujana Towers and BF Utilities lost 6-11%. At 10:44 hours IST: Massacre continues; Nifty struggles at 5200 The BSE benchmark Sensex has taken a big knock today following a crash in global markets on fears of the world’s largest economy—US seeing another recession despite the recent increase in debt limit. The 50-share NSE Nifty was struggling to hold the 5200-levels. It was trading at 5,199, down 131 points and the 30-share BSE Sensex dipped a drastic 429 points to 17,264. Howver, portfolio manager PN Vijay says that today maybe the ‘last tough day’ for investors. “I see some resolution, going forward from today’s mayhem,” he says. Vijay further says that right now no one is taking note to the strong fundamentals of a strong domestic consumption story. He sees no impact on India’s macro aspects, compared to other emerging markets like Korea or Taiwan, as we are not dependent on Europe and US demand. Asian markets like Hang Seng, Nikkei, Taiwan, Kospi and Straits Times were down between 3.6% and 5%. China’s Shanghai slipped nearly 2%. The US markets plunged 4-5% yesterday. Back to India, all sectoral indices were in the red. The BSE Realty, Metal, IT, Auto, Power, Bank and Capital Goods indices fell 2-3%. Technology stocks were taking major beating. TCS, HCL Tech and Infosys lost nearly 4%. Wipro was down 1.6%. Reliance Industries, NTPC, ICICI Bank, ITC, SBI, Bharti and L&T were down 1-3%. Sterlite Industries, Cairn and Reliance Infrastructure were major losers, falling 5%. However, BPCL and ONGC gained 1-2% on the back of fall in crude oil prices to USD 86 a barrel. About 17 shares were falling for every one share rising on National Stock Exchange.   Tags: sensex, nifty, markets 1 2 Next page » Futures Charts & Quotes Receive Free Futures Market Tools.   Charts, Quotes & News. Sign up Now! www.MFGlobal.com/Futures Day Trading Stock Alerts See Our Successful Alerts. No Spam.   Get Our Day Trading Alerts Today! www.gladiatorstocks.com Ads by Google PREVIOUS STORY Sell your home, save tax NEXT STORY Glenmark Generics gets US FDA nod for hypertension drug Comments Do you see market overcoming the loss anytime soon? The loss of BSE Sensex and NSE Nifty cannot be a news worth printing. Usually, it is couched in such banal terms as “on the back of mayhem in global markets.” or in other variations of te theme, “on Global cues.” If Indian economy were as strong as proclaimed by Dr Manmohan Singh, the economist prime minister and duly supported by India’s jaded Finance Minister, Pranab Mukherjee, why all this display of dependency upon global markets? Something is very seriously wrong here. I think the speculators sitting pretty outside India and some inside India drive the market down to pick up stock at a lower rate. More or less an exercise in futility. ,,,and I am Sid Harth@mysistereileen.com   Entities: Dhirubhai Ambani, BSE Sensex, Nifty

GET QUOTE News MOST POPULAR TOP NEWS US less than 3 years away from being Greece: Walker Diesel’s dream run ending: Which auto firms will be hurt?    Hang on for 1 more day; almost through with the pain: Vijay    Nifty below 5400: Experts say mkt not in a mood to change    Avoid Andhra Bank, UCO Bank, Dena Bank: Angel Broking     FACTS Global Says On CNBC-TV18 Growing Pessimism In US Economy Impacting Crude Prices The latest earning numbers FIRST on CNBC-TV18 Videos Aug 5 2011, 10:52 Nifty may break below 5200 level, says HDFC Securities - in MARKET OUTLOOK Aug 4 2011, 13:54 All illegal mining should be stopped, says Coal Minister - in Business Interviews Aug 5 2011, 11:20 | Source: CNBC-TV18 Perdaman lawsuit hearing by Sept-end: Lanco Infra Aug 4 2011, 15:36 | Source: CNBC-TV18 Jindal Poly mulls 2-3% price hike in near future   Corporate Announcements see all » Subscribe to Moneycontrol Newsletters Moneycontrol.com offers you a choice of various sectoral and other newsletters for FREE!

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• July 30, 2011, 9:24 AM IST

India’s Public Health Crisis: The Government Responds

• Article
• Video
• Comments

By Geeta Anand

Indian government officials say the country’s public health infrastructure is sorely deficient, but they argue it is improving because of several initiatives underway.

Megha Bahree/The Wall Street Journal

India’s dilapidated public health infrastructure now faces the dual burden of chronic diseases that accompany more affluent lifestyles—diabetes and heart disease.

They acknowledge the government has spent too little–around 1% of gross domestic product–on public health. But they say India will likely double that proportion to at least 2% in the five-year plan beginning in 2012.

“Now you will see more improvements,” said Anuradha Gupta, joint secretary of reproductive and child health at the National Rural Health Mission, a division of the Indian health ministry. But, she added in an interview: “There is still a very long road to cover.”

The poor state of public health, outlined in an exhaustive government report in 2005, led to the creation of the National Rural Health Mission, which is charged with improving healthcare in rural India, where the majority of the 1.2 billion people still reside. That health mission has spear-headed several grassroots programs to improve primary healthcare, and India’s high rates of maternal mortality and infant mortality have declined in recent years. Still, these rates remain far higher than many other emerging economies.

K. Srinath Reddy, head of the Public Health Foundation of India, a public-private partnership focusing on research and training, says India’s failure to develop a strong public health system has left it struggling with developing world problems—such as high rates of infant and child mortality as well as infectious diseases, such as malaria and tuberculosis.

On top of these developing world problems, India’s dilapidated public health infrastructure now faces the dual burden of chronic diseases that accompany more affluent lifestyles—diabetes and heart disease.

“This results in the dual burden being more acutely felt” in India, Dr. Reddy said. “The total neglect of public health has conspired to create this crisis in India’s health.”

P.K. Pradhan, managing director of the National Rural Health Mission, says in an interview that the agency has focused on improving primary healthcare by creating a new cadre of first-line medical officers, one for every 1,000 people, known as accredited social health activists. These part-time workers, chosen from the communities where they live, serve as the liaisons with the government’s public healthcare system.

But because healthcare in India is the primary responsibility of the states, Mr. Pradhan says his health mission’s job is limited to conceptualizing these types of programs and funding them. Implementation falls to the states.

Indeed, much of the burden for public health falls on states, and while some, such as Gujarat, have made strides, many others, such as Uttar Pradesh, in central India, are performing poorly.

A team of central government investigators who visited 11 districts in Uttar Pradesh in May found gross misuse of funds from Mr. Pradhan’s health mission by state and local authorities as well as “irregularities” in the way no-bid contracts were awarded for everything from hospital cleaning to drinking water supply, according to a summary of the investigators’ report reviewed by The Wall Street Journal.

According to the report, 620 of the 779 ambulances the state purchased were lying idle at a warehouse and more than 50% of government funds allocated between 2009 and 2011 had not yet been spent

Mr. Pradhan says misuse of funds was not widespread but limited to Uttar Pradesh, and that many states were doing a great job of implementing his health mission programs.

Among the programs he touted were a series of incentives offered to health activists in an effort to improve maternal and child health. The government gives these health activists 350 rupees, or about $8, for every mother brought into a hospital to deliver a baby, he says.

The health mission also offers cash incentives to the mothers themselves for delivering their babies in hospitals: 1,400 rupees, or about $32, for every child born in a hospital, Mr. Pradhan says.

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Mr. Pradhan says the program has been so successful that 17 million women delivered their babies in hospitals in 2010, compared to just 750,000 in 2006.

Still, he and Ms. Gupta acknowledge that many women show up at these government hospitals to find them overcrowded, understaffed and lacking medicines and supplies. They say these problems would be solved in coming years as the government focuses more on funding infrastructure improvements and training doctors and nurses, who are in extreme short supply in India.

“The glass is half full. We still need to fill it up completely,” Ms. Gupta said.

Meanwhile, Mr. Pradhan says his health mission was adding incentives to draw even more mothers into hospitals. He says there were still nine million at-home births in 2010. During the next few months, he says, the government would begin offering mothers another 1,200 rupees, $27, to cover the cost of transportation to hospital.

Millions of Indians are still so poor that the cost of traveling to a hospital is an impediment to delivering a baby there.

India’s maternal death rate has improved, to 230 deaths per 100,000 births in 2008 from 280 in 2005, according to World Bank data. But its record is still worse than 116 other countries and far worse than China, which improved to 38 maternal deaths per 100,000 births from 44 during the same time period.

India has made some strides in reducing infant mortality but still lags behind many other emerging economies and poorer countries. Infant mortality in India fell to 50 per 1,000 babies in 2009 from 57 in 2005, according to World Bank data, but India’s rate is higher than China and Brazil, both of which lost 17 babies per 1,000 born in 2009. India also ranks behind some of its neighbors, including Bangladesh and Sri Lanka, the same data shows.

To improve India’s high rate of infant mortality, Mr. Pradhan says, his health mission is also giving health activists cash incentives of 250 rupees, or about $6, for every baby that doesn’t die in its first 28 days of life.

To improve critically ill babies’ chances of survival, Mr. Pradhan says, the mission has offered states financing for the construction of special newborn care units in district hospitals. So far, 243 units have been set up in district hospitals, equipped with incubators and ventilators, he says. By next year, he says he hopes all district hospitals in India will have such centers.

Because clean water and good sanitation are vital to improving public health, Mr. Pradhan says, his mission also offers cash incentives of 10,000 rupees, or $226, to local governing bodies–known as panchayats, for every village health and sanitation committee that gets started. Mr. Pradhan says 440,000 such committees have formed in recent years.

He acknowledges the government’s last comprehensive assessment of healthcare in India called for an increase in the proportion of government spending on healthcare to 2% from 1%, and that this has not happened in the intervening six years since the 2005 report was written.

But Mr. Pradhan says he has recommended that the government, in its next five-year plan that is currently being written for 2012-17, aim to increase the proportion of GDP spent on healthcare to 3%. He says he expects the government will at least reach 2%.

In the years ahead, his health mission will focus on improving district hospitals, which must be better equipped and staffed so sick babies aren’t rushed from there to city hospitals that are already overcrowded, he says. By the time premature and low-birth weight babies arrive at city hospitals that are equipped to save them, they are often too sick to save, he says.

“So what starts out as a low birth weight problem that can be solved ends up as a crisis with infections and malnutrition and the baby can’t be saved,” he said.

India’s ruling coalition, led by the Congress party, has been espousing “inclusive growth” and has adopted several major social programs to try to improve life in rural India. But other social programs have taken priority.

“We have so many competing social priorities that have required enormous expenditure,” Ms. Gupta said. The government had spent millions of dollars on initiatives to improve education and rural employment. It also plans to massively increase food subsidies.

“Given the vastness of the country, improvement takes time,” said Mr. Pradhan. “But things are improving.”

–Diksha Sahni and Amol Sharma contributed to this post.

Q&A

On Monday, Aug. 1, Amol Sharma, Geeta Anand, Megha Bahree and Krishna Pokharel — the reporters who worked on this story — will be answering your questions about India’s public health crisis. Tweet @wsjindia with the hashtag #FlawedMiracle or email your questions to indiarealtime@wsj.com. They’ll blog the answers between 4 and 7pm IST, 6:30 and 9:30 am EST on blogs.wsj.com/indiarealtime

Read more in on our series Flawed Miracle here.

Add a Comment

My dear Amol Sharma, Geeta Anand, Megha Bahree and Krishna Pokharel,

Long time no see. How are you guys shaping the world up, Oops, INDIAREALTIME time-up, Oops, Time-Out?

I have a bad habit of making fun. As a matter of fact, Fun & Games is my middle name. Actually, I ain't got none.

Back to the basics:

here we go again. Watch out. Wear your thinking caps, Oops, construction workers' extra durable and strong hats. Things are gonna be rough. Tough. Lots of rumbling. Tumbling. Pulling hair in frustration, on your part, not mine, you silly gang of four winged cherubs, Oops, honorable, hardworking, minimum wage workers at, Oops, @wsj.com

I am going to excerpt some dangerous words out of a hat, Oops, out of your nice article to show what is and what isn't kosher in journalism.

1. Indian government officials say the country’s public health infrastructure is sorely deficient, but they argue it is improving because of several initiatives underway.

Anything that starts with: " Indian government officials say" should be thrown out of the window, Oops, in the garbage bin. That is how much truth in whatever Indian Government says.

Any adjective that is worth putting in a sentence to make it believable by either the said Indian government and/or wsj reporters is suspect. For instance: "sorely deficient," Ditch it. Throw it in the incinerator. Banish it to Siberia.

Terms like, "they argue" are inconsequential, Oops, worthless, Oops, contagion, Oops, contradictory. Hence, show out the wsj doors, make it revolving doors.

Enough for the first lesson.

Your answers to my test are expected between 4 and 7pm IST, 6:30 and 9:30 am EST on blogs.wsj.com/indiarealtime

Have a nice day. Oops, sleepless nights till such a time and such a day as mentioned above materializes.

...and I am Sid Harth@mysistereileen.com

About India Real Time

• India Real Time offers quick analysis and insights into the broad range of developments in business, markets, the economy, politics, culture, sports, and entertainment that take place every single day in the world’s largest democracy. Regular posts from Wall Street Journal and Dow Jones Newswires reporters around the country provide a unique take on the main stories in the news, shed light on what else mattered and why, and give global readers a snapshot of what Indians have been talking about all week. You can contact the editors at indiarealtime@wsj.com or follow India Real Time on Twitter and Facebook.Check out the main contributors to the blog and their bios here.
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• HEALTH INDUSTRY
• JULY 30, 2011

.The Ailing Health of a Growing Nation

 

By AMOL SHARMA, GEETA ANAND and MEGHA BAHREE

JODHPUR, India—Mohammad Arif visited his wife, Ruksana, in the labor ward of Umaid Hospital here on Feb. 13. She was to have a cesarean-section the next day. It would be her first child.

"You're going to deliver on Valentine's Day," Mr. Arif told his wife.

"Everything will be fine, with God's will," she said.

Hospital Needs Lifeline

View Slideshow

Krishna Pokharel/The Wall Street Journal

A nurse at Umaid Hospital in Jodhpur, India, tends to a newborn with complications in the hospital nursery in July.

Instead, the young family fell victim to the dysfunction plaguing India's public-health system, an overstretched and underfunded patchwork on which the vast majority of India's 1.2 billion people rely.

On Valentine's Day, 20-year-old Ms. Ruksana gave birth to a baby girl. But the young mother's bleeding couldn't be stopped. Umaid Hospital was about to descend into crisis: Up and down the maternity ward, new mothers were mysteriously starting to die.

A few days later, Ms. Ruksana's doctor, Ranjana Desai, pulled Mr. Arif aside and told him, "Along with medicines, she also needs your prayers."

India supplies doctors to hospitals the world over. Within India itself, a thriving private health-care industry—serving a growing middle class and the wealthy—is a byproduct of the nation's economic ascendancy. By some important measures, India's health is improving: Over two decades, life expectancy has risen to 64 years in 2008 from 58 in 1991. Infant mortality has declined as well.

Poor families in India who can't afford private hospitals must rely on the severely underfund public health system, often with disastrous results. WSJ's Pracheta Sharma reports from Calcutta.

Yet maternal and infant health remains an area where India particularly lags behind. Last month in the state of Bihar, 49 children died from an unidentified viral infection over a few weeks in three districts. A month ago at a hospital in the city of Kolkata, 22 babies died in four days.

India's infant-mortality rate—50 deaths per 1,000 births—is worse than Brazil's and China's. India's poorer neighbor, Bangladesh, also does better.

Overall, the nation's vast, government-run health system can be a dangerous place. Hospitals are decades out of date, short-staffed and filthy. Patients frequently sleep two to a bed. The Indian government invests only 1% of gross domestic product in health care, according to the Organization for Economic Cooperation and Development. Only seven countries spend less.

The nation faces a health crisis on two fronts, experts say. Not only has it failed to solve developing-world health problems such as high infant mortality and malaria, but now it also faces a sharp rise in rich-country health problems, such as diabetes. India has 50 million diabetics, the most of any country, as diets and lifestyles have changed amid rising prosperity.

Efforts to improve maternal health are having unintended consequences. In 2005 India started paying women $30 to have their babies in hospitals instead of at home. Partly as a result, last year hospitals performed 17 million deliveries, up from just 750,000 in 2006. Many hospitals simply can't handle the traffic, government and hospital officials say.

Related

• India's Quack Doctors Pick Up the Slack
• One Family's Futile Quest to Get Help for Their Baby

Overall, India's central government set a goal in 2005 of doubling national health-care expenditures to 2% of GDP. It has fallen far short of that, officials say, partly because of the need to improve other social programs, such as education.

"We have so many competing social priorities," says Anuradha Gupta, a senior official at the health ministry who works on maternal and child issues.

Umaid Hospital, constructed in 1937 in an Art Deco style, stands in the heart of Jodhpur, a historic fortress-city of 1.4 million in the western state of Rajasthan, one of India's poorest. Funded by the government, Umaid provides care to the poor and specializes in women and children.

The hospital performs 20,000 deliveries a year—about one every 30 minutes—a more-than-tripling since 2003, says Superintendent Narendra Chhangani. Most births occur in a labor room barely changed in some three-quarters of a century. The hospital's 400 obstetrics beds are served by 15 gynecologists, Dr. Chhangani says, half the number needed.

View Full Image

The Wall Street Journal

Nurses and a cat at North 24 Parganas District Hospital, where one pediatrician sees about 500 kids a day.

Recruiting new doctors is tough, Dr. Chhangani says, because the pay is low and conditions are poor. Patients' families sleep on floors and in a courtyard next to the labor wards. The smell of urine hangs in the corridors. Wobbly ceiling fans stir the air.

In February, a government survey of the hospital found that needles weren't always disinfected and noted an incident of a rat bite in the nursery. Dr. Chhangani says the report exaggerated the hospital's hygiene problems and didn't reflect the practical realities of an urban Indian hospital.

Those realities can create an environment ripe for the kind of disaster that struck in February, just as Mr. Arif arrived with his pregnant wife, Ms. Ruksana. She checked in to Umaid on Feb. 4.

Ms. Ruksana, 5-foot-2-inches, was herself born in the countryside outside Jodhpur. She completed the fifth grade before her father pulled her out of school to help with chores.

When she was 15, she had an arranged marriage with Mr. Arif but didn't move in with him for another two years because she was so young. The day Ms. Ruksana found out she was pregnant last year, she and Mr. Arif went to celebrate at a fair with folk singers and food stalls, enjoying a fast-food dish of buttered bread and thick vegetable curry.

It was probably a bit of a splurge. Their household of seven, including an extended family of relatives, earns a total of less than $100 a month dyeing and ironing scarves and bedsheets from a nearby factory.

At Umaid Hospital, doctors decided Ms. Ruksana, partly because of her size, should have a C-section. She delivered her baby girl on the afternoon of Feb. 14. Her name: Mehek, which means "fragrance."

Q&A

On Monday, Aug. 1, Amol Sharma, Geeta Anand, Megha Bahree and Krishna Pokharel — the reporters who worked on this story — will be answering your questions about India's public health crisis. Tweet @wsjindia with the hashtag #FlawedMiracle or email your questions to indiarealtime@wsj.com. They'll blog the answers between 4 and 7pm IST, 6:30 and 9:30 am EST on blogs.wsj.com/indiarealtime

Read more in on our series Flawed Miracle here.

Ms. Ruksana left the operating room in high spirits. But late that night, she noticed the dressing over the stitches was wet.

She was bleeding at the site of her wound. It got worse overnight. The doctors on duty couldn't stop the blood.

The next morning, Dr. Desai, a senior gynecologist at Umaid, came to see Ms. Ruksana. Her blood was taking 10 times longer than normal to clot. Her arms showed green patches, indicating heavy internal bleeding.

Her husband, Mr. Arif, a shy 25-year-old who speaks just above a whisper, nervously asked Dr. Desai, "Why is this happening? What's going on?"

Dr. Desai was already having a busy week, as usual. Her team of four gynecologists routinely sees 350 patients per week. Interrupting her examination of Ms. Ruksana, she raced to a nearby ward to tend to a woman stricken with jaundice whose dead fetus needed to be surgically removed.

Dr. Desai, who has two decades' experience, couldn't explain Ms. Ruksana's condition. But the doctor says she had a sinking feeling. In the previous two days alone, four women at Umaid had died from uncontrollable postpartum bleeding. Typically, the hospital averaged five or six maternal deaths per month. Dr. Desai called in other gynecologists and the region's top internal medicine specialist.

The hospital's blood bank didn't have enough blood on hand, so Mr. Arif says doctors told him he needed to come up with 10 vials for his wife's transfusions. He raced to round up relatives and friends to give blood.

How India Stacks Up

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Late that afternoon, Ms. Ruksana transferred to Mahatma Gandhi Hospital, another government institution in Jodhpur that handles critical cases. Dr. Desai searched online for clues to the problem. She phoned obstetricians as far away as Boston. "I was traumatized, I was losing confidence," Dr. Desai says.

The next day, Feb. 16, more patients emerged with uncontrollable bleeding, and two died.

Dr. Chhangani, the hospital's superintendent, says that up to that point his gynecologists had been telling him they believed the deaths were due to ordinary complications. But by Feb. 16, he says, he was anxious. He called his superior, Dr. R.K. Aseri, the principal of nearby Dr. S.N. Medical College, which oversees the local public hospitals.

"Something unnatural is going on," said Dr. Chhangani. "We are worried."

Dr. Aseri assembled a group of local specialists. After a 3½-hour meeting, they decided that all drugs used in deliveries should be swapped out in case they were infected.

That evening, Dr. Chhangani and Dr. Aseri visited Umaid's operating room and labor room and made an impassioned plea to the staff for proper hygiene. "You should always put on your mask and change your shoes when you enter the operating theater," Dr. Chhangani says he told hospital staff. "Don't allow anyone in who shouldn't be there."

Some doctors suggested shutting down the operating rooms until the mystery was solved. Dr. Desai said in a recent interview that such a move simply wasn't realistic. "There are so many poor patients here. They can't afford to go anywhere else."

The next few days, more patients died and still more fell ill. Ms. Ruksana was now one of three of Dr. Desai's patients suffering from mysterious, severe postoperative complications. Dr. Desai gave Mr. Arif a grim update one afternoon. "Her condition is very critical. We're failing to understand why we can't stop the bleeding."

View Full Image

The Wall Street Journal

Moksuda Siddiki learns of the death of her baby—one of 22 to die at a Kolkata hospital in just four days.

The crisis depleted the hospital's already low supplies of surgical caps, face masks and other basic gear. So hospital staffers told the relatives of critically ill patients to go buy their own.

Families were instructed to bring back gloves, syringes, catheters, an abdominal drain and other items, according to a survey by a human-rights group, the People's Union for Civil Liberties, and health-care activists. Some families said they spent anywhere from a few hundred dollars to several thousand dollars of their own money on the supplies, according to the report.

Dr. Chhangani calls it an "exaggeration" that families had to buy their own medical supplies.

As the crisis escalated, tempers flared. Family members roamed the corridors, shouting at doctors and demanding explanations for why their loved ones were dying and why they were being asked to provide their own blood and hospital supplies.

At the Mahatma Gandhi Hospital intensive-care unit, Ms. Ruksana suffered kidney failure and septic shock. But she was hanging on.

Dr. Chhangani, Umaid's superintendent, increasingly focused on the possibility of contaminated medications. On Feb. 22—seven days after Ms. Ruksana first began bleeding uncontrollably—a lab technician reported finding contamination in bottles of saline solution administered intravenously after blood loss or surgery. The fluid was infected with bacteria that produce lethal endotoxins, chemicals that can cause multiple organ failure.

The finding was too late for Ms. Ruksana. That day, she died.

Over the course of a month, she and 15 other new mothers died at Umaid Hospital. Two gravely ill women survived.

Mr. Arif and his relatives pooled $10 to hire a car to take her body home. They held a funeral that afternoon, attended by about 100 family and friends.

Dr. Desai, who says she had been suffering nightmares about Ms. Ruksana and her other patients, spoke to Mr. Arif the day of the funeral. Mr. Arif tried to soothe her. "Whatever had to happen has happened. It was God's will. Don't cry," he says he told the doctor.

For Mr. Arif, raising Mehek without her mother hasn't been easy. He has been getting help from his sister and from Ms. Ruksana's family. One afternoon in July, he made the 65-mile journey from Jodhpur to Ms. Ruksana's hometown, where Mehek had been staying with the in-laws for a few days. Ms. Ruksana's parents and their 10 children share a small house with two bedrooms and one bathroom with a coconut-size sink.

On a scorching afternoon, family gathered in the living room to play with Mehek, now five months old, sporting a small dot on her eyebrow to ward off evil spirits. Ms. Ruksana's mother, Jareena Bano, looking down at Mehek in her lap, says simply, "She's our Ruksana now."

There was plenty of blame to go around in Umaid Hospital's wave of deaths. India's Central Drugs Laboratory, a government facility in the city of Kolkata, determined that the IV fluid, made by Parenteral Surgicals Ltd. of Indore, was contaminated with dangerous bacteria.

Authorities arrested a quality-control official at Parenteral, Sanjay Shah, on charges of conspiracy, poisoning and violations of India's Drugs and Cosmetics Act of 1940. He is in jail pending trial. His lawyer, Mahendra Singhvi, declined to comment.

In a statement, Parenteral's director, Manoj Khandelwal, blamed the hospital, saying poor storage of the IV bottles at Umaid Hospital was the likely cause of the contamination. He also said there was no concrete evidence that the IV fluids caused the deaths.

Dr. Chhangani denies the hospital erred in storage. He says a shipment of 4,000 IV bottles from Parenteral arrived in early February and the fluids were so badly needed that they weren't stored before being distributed to labor wards.

A state government investigation into the Jodhpur deaths blamed the hospital staff for lax procurement of medicines. One issue identified by the investigators: Parenteral wasn't on the hospital's list of approved IV vendors, but when a supplier shipped Parenteral products, the hospital didn't catch the error.

Umaid's head of gynecology and the employees running the hospital's drug store have been suspended indefinitely. A separate report by the central health ministry accused Umaid officials of "callousness" for moving too slowly to investigate the deaths.

In recent months, at least two hospitals in the same state, Rajasthan, said they found fungus contamination in bottles of IV fluids made by other manufacturers.

Officials in two other states also recently seized contaminated IV fluid from hospitals. In one case, patients themselves noticed a fungus growing in the IVs and alerted officials. There were no deaths; the problems were apparently caught early enough.

Dr. Chhangani is now spending more than $500,000 in state funds on renovations that will, among other things, double the Umaid labor ward's capacity to 80 beds, create a proper waiting room and coat the walls with antibacterial paint.

One afternoon earlier this year, a government official paid a visit to Mr. Arif's house. He had come to deliver the standard government payment to close the matter of the death of his wife, Ms. Ruksana: a check for 500,000 rupees, or about $11,000.

—Krishna Pokharel contributed to this article.

Write to Amol Sharma at amol.sharma@wsj.com, Geeta Anand at geeta.anand@wsj.com and Megha Bahree at megha.bahree@wsj.com

 

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• July 30, 2011, 9:24 AM IST

India’s Public Health Crisis: The Government Responds

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By Geeta Anand

Indian government officials say the country’s public health infrastructure is sorely deficient, but they argue it is improving because of several initiatives underway.

Megha Bahree/The Wall Street Journal

India’s dilapidated public health infrastructure now faces the dual burden of chronic diseases that accompany more affluent lifestyles—diabetes and heart disease.

They acknowledge the government has spent too little–around 1% of gross domestic product–on public health. But they say India will likely double that proportion to at least 2% in the five-year plan beginning in 2012.

“Now you will see more improvements,” said Anuradha Gupta, joint secretary of reproductive and child health at the National Rural Health Mission, a division of the Indian health ministry. But, she added in an interview: “There is still a very long road to cover.”

The poor state of public health, outlined in an exhaustive government report in 2005, led to the creation of the National Rural Health Mission, which is charged with improving healthcare in rural India, where the majority of the 1.2 billion people still reside. That health mission has spear-headed several grassroots programs to improve primary healthcare, and India’s high rates of maternal mortality and infant mortality have declined in recent years. Still, these rates remain far higher than many other emerging economies.

K. Srinath Reddy, head of the Public Health Foundation of India, a public-private partnership focusing on research and training, says India’s failure to develop a strong public health system has left it struggling with developing world problems—such as high rates of infant and child mortality as well as infectious diseases, such as malaria and tuberculosis.

On top of these developing world problems, India’s dilapidated public health infrastructure now faces the dual burden of chronic diseases that accompany more affluent lifestyles—diabetes and heart disease.

“This results in the dual burden being more acutely felt” in India, Dr. Reddy said. “The total neglect of public health has conspired to create this crisis in India’s health.”

P.K. Pradhan, managing director of the National Rural Health Mission, says in an interview that the agency has focused on improving primary healthcare by creating a new cadre of first-line medical officers, one for every 1,000 people, known as accredited social health activists. These part-time workers, chosen from the communities where they live, serve as the liaisons with the government’s public healthcare system.

But because healthcare in India is the primary responsibility of the states, Mr. Pradhan says his health mission’s job is limited to conceptualizing these types of programs and funding them. Implementation falls to the states.

Indeed, much of the burden for public health falls on states, and while some, such as Gujarat, have made strides, many others, such as Uttar Pradesh, in central India, are performing poorly.

A team of central government investigators who visited 11 districts in Uttar Pradesh in May found gross misuse of funds from Mr. Pradhan’s health mission by state and local authorities as well as “irregularities” in the way no-bid contracts were awarded for everything from hospital cleaning to drinking water supply, according to a summary of the investigators’ report reviewed by The Wall Street Journal.

According to the report, 620 of the 779 ambulances the state purchased were lying idle at a warehouse and more than 50% of government funds allocated between 2009 and 2011 had not yet been spent

Mr. Pradhan says misuse of funds was not widespread but limited to Uttar Pradesh, and that many states were doing a great job of implementing his health mission programs.

Among the programs he touted were a series of incentives offered to health activists in an effort to improve maternal and child health. The government gives these health activists 350 rupees, or about $8, for every mother brought into a hospital to deliver a baby, he says.

The health mission also offers cash incentives to the mothers themselves for delivering their babies in hospitals: 1,400 rupees, or about $32, for every child born in a hospital, Mr. Pradhan says.

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Mr. Pradhan says the program has been so successful that 17 million women delivered their babies in hospitals in 2010, compared to just 750,000 in 2006.

Still, he and Ms. Gupta acknowledge that many women show up at these government hospitals to find them overcrowded, understaffed and lacking medicines and supplies. They say these problems would be solved in coming years as the government focuses more on funding infrastructure improvements and training doctors and nurses, who are in extreme short supply in India.

“The glass is half full. We still need to fill it up completely,” Ms. Gupta said.

Meanwhile, Mr. Pradhan says his health mission was adding incentives to draw even more mothers into hospitals. He says there were still nine million at-home births in 2010. During the next few months, he says, the government would begin offering mothers another 1,200 rupees, $27, to cover the cost of transportation to hospital.

Millions of Indians are still so poor that the cost of traveling to a hospital is an impediment to delivering a baby there.

India’s maternal death rate has improved, to 230 deaths per 100,000 births in 2008 from 280 in 2005, according to World Bank data. But its record is still worse than 116 other countries and far worse than China, which improved to 38 maternal deaths per 100,000 births from 44 during the same time period.

India has made some strides in reducing infant mortality but still lags behind many other emerging economies and poorer countries. Infant mortality in India fell to 50 per 1,000 babies in 2009 from 57 in 2005, according to World Bank data, but India’s rate is higher than China and Brazil, both of which lost 17 babies per 1,000 born in 2009. India also ranks behind some of its neighbors, including Bangladesh and Sri Lanka, the same data shows.

To improve India’s high rate of infant mortality, Mr. Pradhan says, his health mission is also giving health activists cash incentives of 250 rupees, or about $6, for every baby that doesn’t die in its first 28 days of life.

To improve critically ill babies’ chances of survival, Mr. Pradhan says, the mission has offered states financing for the construction of special newborn care units in district hospitals. So far, 243 units have been set up in district hospitals, equipped with incubators and ventilators, he says. By next year, he says he hopes all district hospitals in India will have such centers.

Because clean water and good sanitation are vital to improving public health, Mr. Pradhan says, his mission also offers cash incentives of 10,000 rupees, or $226, to local governing bodies–known as panchayats, for every village health and sanitation committee that gets started. Mr. Pradhan says 440,000 such committees have formed in recent years.

He acknowledges the government’s last comprehensive assessment of healthcare in India called for an increase in the proportion of government spending on healthcare to 2% from 1%, and that this has not happened in the intervening six years since the 2005 report was written.

But Mr. Pradhan says he has recommended that the government, in its next five-year plan that is currently being written for 2012-17, aim to increase the proportion of GDP spent on healthcare to 3%. He says he expects the government will at least reach 2%.

In the years ahead, his health mission will focus on improving district hospitals, which must be better equipped and staffed so sick babies aren’t rushed from there to city hospitals that are already overcrowded, he says. By the time premature and low-birth weight babies arrive at city hospitals that are equipped to save them, they are often too sick to save, he says.

“So what starts out as a low birth weight problem that can be solved ends up as a crisis with infections and malnutrition and the baby can’t be saved,” he said.

India’s ruling coalition, led by the Congress party, has been espousing “inclusive growth” and has adopted several major social programs to try to improve life in rural India. But other social programs have taken priority.

“We have so many competing social priorities that have required enormous expenditure,” Ms. Gupta said. The government had spent millions of dollars on initiatives to improve education and rural employment. It also plans to massively increase food subsidies.

“Given the vastness of the country, improvement takes time,” said Mr. Pradhan. “But things are improving.”

–Diksha Sahni and Amol Sharma contributed to this post.

Q&A

On Monday, Aug. 1, Amol Sharma, Geeta Anand, Megha Bahree and Krishna Pokharel — the reporters who worked on this story — will be answering your questions about India’s public health crisis. Tweet @wsjindia with the hashtag #FlawedMiracle or email your questions to indiarealtime@wsj.com. They’ll blog the answers between 4 and 7pm IST, 6:30 and 9:30 am EST on blogs.wsj.com/indiarealtime

Read more in on our series Flawed Miracle here.

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My dear Amol Sharma, Geeta Anand, Megha Bahree and Krishna Pokharel,

Long time no see. How are you guys shaping the world up, Oops, INDIAREALTIME time-up, Oops, Time-Out?

I have a bad habit of making fun. As a matter of fact, Fun & Games is my middle name. Actually, I ain't got none.

Back to the basics:

here we go again. Watch out. Wear your thinking caps, Oops, construction workers' extra durable and strong hats. Things are gonna be rough. Tough. Lots of rumbling. Tumbling. Pulling hair in frustration, on your part, not mine, you silly gang of four winged cherubs, Oops, honorable, hardworking, minimum wage workers at, Oops, @wsj.com

I am going to excerpt some dangerous words out of a hat, Oops, out of your nice article to show what is and what isn't kosher in journalism.

1. Indian government officials say the country’s public health infrastructure is sorely deficient, but they argue it is improving because of several initiatives underway.

Anything that starts with: " Indian government officials say" should be thrown out of the window, Oops, in the garbage bin. That is how much truth in whatever Indian Government says.

Any adjective that is worth putting in a sentence to make it believable by either the said Indian government and/or wsj reporters is suspect. For instance: "sorely deficient," Ditch it. Throw it in the incinerator. Banish it to Siberia.

Terms like, "they argue" are inconsequential, Oops, worthless, Oops, contagion, Oops, contradictory. Hence, show out the wsj doors, make it revolving doors.

Enough for the first lesson.

Your answers to my test are expected between 4 and 7pm IST, 6:30 and 9:30 am EST on blogs.wsj.com/indiarealtime

Have a nice day. Oops, sleepless nights till such a time and such a day as mentioned above materializes.

...and I am Sid Harth@mysistereileen.com

About India Real Time

• India Real Time offers quick analysis and insights into the broad range of developments in business, markets, the economy, politics, culture, sports, and entertainment that take place every single day in the world’s largest democracy. Regular posts from Wall Street Journal and Dow Jones Newswires reporters around the country provide a unique take on the main stories in the news, shed light on what else mattered and why, and give global readers a snapshot of what Indians have been talking about all week. You can contact the editors at indiarealtime@wsj.com or follow India Real Time on Twitter and Facebook.Check out the main contributors to the blog and their bios here.
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What Anshu Jain’s Appointment Says About Deutsche Bank

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By Paul Beckett

Another Indian has ascended to the top of an old-world company: Anshu Jain, longtime head of investment banking at Deutsche Bank AG, was named co-chief executive of the giant German lender. And once again, there are signs that the fact that he is Indian is an issue.

Reuters

Anshu Jain, the longtime head of investment banking at Deutsche Bank AG, was named co-chief executive of the company.

London-based Mr. Jain, 48 years old, was named co-CEO with Germany head Jurgen Fitschen, 62 years old. Mr. Jain is expected to run the operational side of the bank and set long-term strategy while Mr. Fitschen is expected to manage the bank’s relationships in Germany.

Many will point out that co-CEOs at the top of big banks haven’t a good track record: Think Sanford Weill and John Reed atop the newly-created Citigroup Inc. in the late 1990s. It was a disaster and soon enough Mr. Reed was forced out. But what we’re interested in is the extent to which Mr. Jain’s nationality was a factor in how the roles were decided and why the board chose dual CEOS.

Indeed, Mr. Jain appears to conscious of his outsider status even though he has worked at Deutsche Bank for 16 years: The WSJ story on his appointment said that appointing Mr. Jain alone would be too much of a culture shock and it noted that he is expected to set up a residence in Frankfurt and is learning German. It also noted that Mr.  Jain’s Indian origin and lack of fluency in German language and culture could make it hard for the German public and media to digest his new position.

This brought to mind other instances where Indians and Europeans have clashed on culture. In 2006, when Mittal Steel Co., run by India’s own Lakshmi Mittal, made a successful bid for Arcelor SA of Luxembourg, he was criticized by Arcelor’s then-chief executive, Guy Dolle, as lacking “European cultural values.” Tata’s Indian Hotels unit in 2007 saw signs of prejudice in the reluctance of Orient-Express Hotels of the U.K. to accept overtures for cooperation even though Indian Hotels was a major shareholder. And Tata’s big recent acquisitions in the U.K. – of Corus, a steelmaker, and Jaguar Land Rover, a car maker – have prompted some local unease about transferring ownership of companies perceived as national assets to an Indian firm.

Yet, this is not the sort of thing that happens in the globalized world of finance. Indian-born Vikram Pandit has been the chief executive of Citigroup for years – and, while he has been criticized by many for his handling of the bank, his national origin hasn’t been raised as a major issue. Ajay Banga, another son of Indian and former Citigroup executive, last year was named head of MasterCard International without his Indian-ness being an issue at all. So why should Mr. Jain’s Indian origin be an issue in his new job?

The answer says a lot more about Deutsche Bank than it does about Anshu Jain. And the answer is that Deutsche Bank’s unique status as a national lender – the predominant national lender in Europe’s biggest economy – gives it the trappings of the kind of industrial company where an Indian presence has been an issue in other instances across Europe. (We might note that, in the Indian takeover cases mentioned above, the initial skepticism about Indian ownership has been overcome.)

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Deutsche is so engrained in the German polity and industry that anyone but a German running it is still bound to create waves, even in high finance: The bank has a unique position as an almost public lender, even though it is shareholder-owned; and it retains powerful, entrenched employee unions unlike any other bank that is a major player on Wall Street and in the City of London.

If this is any reassurance to Mr. Jain, it appears to be more that he is not German than the fact that he is Indian that matters: When the current CEO, Josef Ackermann, joined the bank, he was criticized in some quarters for being too alien to German sensibilities to effectively manage this national treasure. And he was a native German speaker from Switzerland.

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My following comment was censored by the mother-fucking wsj editors. Enjoy.

My dear Paul,****Bucket you are, indeed. You are falling into wsj clap-trap like all those Desis on this wsj blog, namely, INDIAREALTIME. High time it is to define "Indian."Let me take a scenic route. usually I do.

President Bill Clinton is an "Indian," period.

His birth father was said to be a Gypsy. All Gypsies came from India or whatever names that piece of real estate called in the history. Let us start with the most famous of them all. "Hindostan." A Farsi, oops, Persian term made popular by the, then, rulers of India. Turkish Empire, falsely called Mongol, oops, Mughal dynasty.

In the days, make it ancient days, one Behram was the emperor of the, then, Persia. Of very pious and religious type, he ordered his subjects to have some good times. Just like president Barack Husain Obama. The problem was almost all his subjects from whom he collected taxes were farmers and/or dirt-farmers working for the Persian noblemen and couturiers, oops, courtiers.

They never had fun. Just like our red-neck Republicans of today. They made a deputation to visit the emperor Behram and posited to him most humbly. Give us some training, oops, technical training. For instance: singing and dancing, make it singing, dancing, prancing and pontificating. Just like our red-neck Republicans of today.

Behram scratched his head, oops, his curly, oops, make it hurly-burly and curly beard and said: "Oh ye vizier. Come on down. You are the new participant on the price is right." oops, something of that genre.

A fat, oops, make it a rotund Vizier came running, oops, trundling down from his high chair. "may Allah be praised, oops, ther wasn't no Allah in Behram's time. make it Zarathustra. Your imperial majesty's wish is my order. Go ahead. make my day."

Behram: "You old bandicoot, you. Go."
Vizier: "Where to, MiLord?"
Behram: To Hindostan, you stupid, where else? The foreign land of milk and honey, mafia and Black money, oops, make it the land of "bootshikan,' (translated as: the land where they worship images.)."
Vizier: "What for?"
Behram: "To haul in them stupid idiots who know how to make money, oops, black money, oops, Mary, oops, merry.
Vizier: "Going, going, going, gone."
Behram: "Hussh."
Vizier: (In Hindostan) "MiLord?"
King od Sindh, oops, Hind: Welcome my esteemed guest from Persia. What a nice surprise. How may I redirect your call, oops, your inquiry?"
Vizier: Give me some of your noted singers, dancers, flute and lute players, rope climbers, snake charmers, rope walkers and some exra triple X street walkers, yeah them too. My emperor is having a religious fit, oops, feast and wants all these street trash to entertain him and his harried and tired subjects."
King of Hind: "No problemo. nada. Yo. You idiot. Go get some street trash. make it quick. Double time. Mmarch. "
Vizier: (Now back in Behram's imperial court) Huzoor? Banda hazeer."
Behram: "What the hell have you got here?"
Vizier: (Surprised) "Your Hindoo trash. What else?"

One of that original Hindoo (Gypsy trash was the forefather of Bill Clinton.

LED, oops, QED: "Bill Clinton is an Indian." The same as "Another Indian has ascended to the top of an old-world company: Anshu Jain,"

The End.

...and I am Sid Harth@mysistereileen.com

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• • • 2:09 pm July 26, 2011
    • Sara Smith wrote:

    I am glad that the true talent shines through the race mask!

• •  
    • • 2:07 pm July 26, 2011
      • Sara Smith wrote:

      I am glad that true talent shines through the race mask!

  ...and I am Sid Harth @mysistereileen.com

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Deutsche Names Two as Co-CEOs

German Bank Will Pair Indian-Born Jain With German Head Fitschen; Ackermann Moves to Board

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By LAURA STEVENS

FRANKFURT—Straddling its twin roles as a global investment-banking powerhouse and huge German lender, Deutsche Bank AG on Monday resolved months of indecision over its leadership by appointing two top executives to succeed CEO Josef Ackermann.

Anshu Jain, Deutsche Bank's India-born, London-based head of investment banking, and Germany head Jürgen Fitschen, 62 years old, were named co-chief executives—a compromise solution that could complicate decision-making at the top.

Mr. Jain, 48, is expected to run the operational side of the bank and to play the leading role in setting its long-term strategy, while Mr. Fitschen is expected to manage the bank's corporate, public and political relationships in Germany, according to analysts and people familiar with the bank's plans.

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Bloomberg NewsAnshu Jain

After a decade as Deutsche's undisputed leader, Mr. Ackermann will step down as CEO in 2012 but remain at the bank in a senior role. Deutsche said Mr. Ackermann will join its supervisory board, something the powerful employees' union had lobbied for to ensure stability. The plan is for Mr. Ackermann to replace Clemens Börsig, its current chairman and a longtime rival

The two-year-long succession race at Deutsche has been closely watched on Wall Street and in its home country because of the bank's influence on both global finance and the domestic economy.

In Germany, Deutsche plays a unique role, thanks to its unequaled size and its history as the leading representative of German finance in the public realm.

Outside its home market, Deutsche has become one of a handful of leading finance houses, thanks to acquisitions such as the takeover of the Bankers Trust, a U.S, investment bank, in the late 1990s, and strong organic growth.

The bank is resorting to a dual CEO structure for the fourth time in its history, despite the potential for conflict and even a power struggle between the two, because handing the reins to Mr. Jain alone was seen as too much of a culture shock, according to people familiar with the matter.

Mr. Jain's lack of German-language and cultural fluency could make him hard to digest for parts of the German public and media. Even the Swiss Mr. Ackermann—a native German speaker—was criticized by some observers for being too foreign and insufficiently familiar with German political sensibilities when he became CEO.

Mr. Ackermann's move upstairs will still need approval from 25% of the bank's shareholders. Many people inside and outside the bank have been critical of the 63-year-old Mr. Ackermann's failure to find a successor earlier. Observers have also been surprised by the prospect he might join the supervisory board, something he has denied for years that he would want to do.

"I am willing to join the supervisory board next year and take on its chairmanship in order to continue serving the bank in this new capacity," Mr. Ackermann said in a prepared statement Monday.

Mr. Jain's contract will be extended for five years through 2017, while Mr. Fitschen's will be extended by three years until 2015. The bank added that Rainer Neske, head of retail banking, will also extend his contract by five years.

After 16 years with Deutsche, Mr. Jain is expected to shake up the status quo, imposing a demanding, performance-driven culture in the staid German areas of the operation, according to people familiar with the matter.

Mr. Jain's investment-banking division already produces about 75% of the bank's profits. During his tenure, the investment bank has transformed itself into a top-tier operation that is the largest of its kind by revenue in Europe and one of the top five players globally in equities and fixed income.

Mr. Jain, a hard-charging executive who has a reputation as a tough taskmaster, is credited with helping steer Deutsche Bank through the 2008 financial crisis and its aftermath relatively unscathed. Unlike many other European and U.S. banks, Deutsche didn't need a government bailout.

Analysts and people close to the bank expect Mr. Jain to overhaul its asset-management and the private-banking divisions—two underperforming operations largely grounded in the bank's home country of Germany.

"He's a very strong leader. He's charismatic. He's very demanding. He has a good vision, he communicates his vision well, and he's a good speaker," said a former management-board member.

"My personal view is, if you're able to run an investment bank, where you have to manage a lot of egos generally, then you're able to manage a bank," said Kian Abouhossein, an analyst with J.P. Morgan who has covered Deutsche Bank for several years.

Mr. Jain was born in 1963 to a middle-class Indian family and was raised in Delhi. After earning his bachelor's degree in economics from the University of Delhi, he moved to the U.S. at age 19 and completed an M.B.A. in finance at the University of Massachusetts Amherst. Mr. Jain worked at U.S. banks, including Merrill Lynch, before joining Deutsche Bank's investment bank in London in 1995.

He came to the forefront at the bank after the 2000 plane-crash death of investment-banking head Edson Mitchell. In 2001, Mr. Jain was promoted to head of fixed income at Deutsche and later was co-head of investment banking, with Michael Cohrs, for six years. He became the first Indian on Deutsche's management board in 2009. In 2010, after Mr. Cohrs left the bank, Mr. Jain took over as sole head of the corporate and investment-banking division, an operation that encompasses about 15,500 employees and accounts for about three-quarters of the bank's profits.

Mr. Jain, a cricket enthusiast and nature lover, is expected to set up a residence in Frankfurt, where Deutsche Bank has its headquarters, although, like Mr. Ackermann, he is likely to spend much of his time globe-trotting. Mr. Jain is learning German.

Write to Laura Stevens at laura.stevens@wsj.com

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You are here: Home » India

Death toll in UP train accident rises to 53

Faiz Rahman Siddiqui & Abhinav Malhotra, TNN & Agencies | Jul 11, 2011, 08.22am IST

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Read more:Train derailed|Kalka mail|Howrah-Kalka Mail|Fatehpur accident

UP train disaster: Death toll rises to 53

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FATEHPUR (UP): The death toll of Delhi-bound Kalka Mail’s derailment on Sunday went up to 53 with 15 more bodies, including that of a Swedish national, being recovered from the mangled compartments of the ill-fated train.”53 bodies, including that of a Swedish national, have been recovered so far. About 250 are undergoing treatment at a hospital here,” SP Fatehpur Ram Bharose said, adding those who were seriously injured have been referred to Kanpur.

Bharose said the deceased Swedish national has been identified as Wick from the statement of his injured compatriot Oscar, who was also travelling with him.

There is one more passenger from Sweden, who is reportedly missing, the SP said, quoting Oscar.

The derailment took place at 12.20 pm yesterday when the packed train from Howrah reached near Malwa station, nearly 120 kms from Lucknow. The train was moving at a speed of 108 km/hour.

Rescue operations continued throughout the night to extricate the trapped passengers and bodies from the damaged AC and other compartments.

“By tomorrow morning, the Howrah-Delhi route should be cleared off,” Railway Board Chairman Vinay Mittal said, adding that an inquiry by the Chief Commissioner of Railway Safety (Lucknow) Prashant Kumar has been ordered.

Mittal said there was no fault in the track and the cabinman had told him that when the train was close to pole number 927/23, its engine started shaking and emitting smoke, soon after which the mishap took place.

According to survivors and eyewitnesses, the driver applied emergency brakes. The driver himself is critically injured and not in a position to say what made him apply the brakes. Railway officials confirm that the train was hurtling at the maximum speed of around 108-110 km per hour and did not rule out sabotage. Traffic was hit in the busy Delhi-Howrah corridor with 13 trains cancelled and 25 diverted.

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Ranjit (Mysore)
35 mins ago (11:15 AM)
Decentralise and deregulate the rail system. Invite private companies to operate railways and build their own networks. It is similar to the changes done in airline sector. China has trains running at 300 km per hour. Hard headed indians have to change or suffer. No point playing the blame game.

Agree (1)Disagree (1)Recommend (0)Offensive

suresh (kuwait)
38 mins ago (11:12 AM)
1.2 billion is the population, still running on the same old British laid tracks with some upgradation. This is like living in a centuries old building, carrying out small repairs & praying to god for safety. The country is happy with some progress in aviation industry. But our life line is in Railways. We should build New exclusive tracks with modern facilities for passengers, for this we need to spend some money from pocket. We are happy that there is no hike in rly. fares. We travel with family on long distances twice or thrice in a year. We should not come in the dirty politics of not raising the fares & slowly killing the life line of the country. Instead we should be investing in railways, which is the greatest infrastructure / back bone for country like us. We should also learn from our neighbour’s- they realised this & on fast track on railway projects.

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deepak garg (hissar)
48 mins ago (11:02 AM)
Shaitan ka saath doge to aise hi log marenge…. Give vote to right candidates…. We only voted for this highly corrupted party….. Votes have been casted on the basis of cast, money, religion and region…. Then what better results can be expected…

Agree (3)Disagree (1)Recommend (1)Offensive

vivek (Fatehpur)
1 hr ago (10:48 AM)
Every train run with full of passengers.Not even a single seat is empty then how can the railway department be in loss.If it is not so why the government is bothering to fix fare charges instead of security .There is no advanced security system.When government will wake up?Is it waiting for more people to be killed in train miss happenings?

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Doc 73 (Ludhiana)
1 hr ago (10:30 AM)
The railway minister of state and the secretary should resign. The officers in charge of the railways safety system should be given a fixed time to overhaul the system. After that he should be accountable for every incident, however small. The media should not let the screws loose after a few days as happens with most of the other incidents. For God’s sake we are dealing with peoples lives here. There should be zero tolerance whenever a life is at risk.

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The news about a railway accident, the quick packets of hefty compensation is sort of a “C’est deja pas mal, French for Hindi “chalta hain.” The discussion on this kind of gruesome news is as usual, “no esta nada mal. as tu ete en  l’Inde? ya has estado en l’Inde. Spanish for Hindi “chalta hain. kyaa aap kabhi indiyaa gaye the? han main main indiya gaya thaa.”

Yes, me too.

The Indian railways system has been updated many times over since I rode my first passenger train with my mother. I remember that ride. The train was called Manmad-Bombay Passenger train. For the people, of the people and all ‘aam aadami.’ Manmad, at that time was a bigger and a better station on the “Great Indian Peninsular, GIP” railway company. A private company when it was started.

The first rail track was laid from the current Chhatrapati, oops, ‘veer jijamata’ railway shed. With a great pomp and circumstance, the governor of Bombay, his large entourage, invited guests of honor, prominent local, oops, Indian and British citizens along with their own entorage.

Including but not limited to, holy Hindu cows, a couple-three she goats, one ‘kakakuvvaa,’ a talking parrot for the running, yard by furlong by mile stone after mile stone,

One Jewish Rabbi, of Bene Israeli Mosque, oops Dargah, oops, Temple Hessed from Byculla, three Hindu priests, one a Konkanastha Brahmin,  the second a Deshastha Brahmin and the third a Karhade Brahmin, ready to chant Sanskrit mantras in case of an accident.

Two Muslim Mullahs, one a Sunni and the other, Shia.

One Parsi, ‘ janeoo’ tied around his rotund belly under his white long coat, usually called a Parsi ‘bandh galaa’ with a pair of Parsi style trousers, a walking stick made of Mahogany dark wood and decorated, oops, carved by the finest Muslim carvers from Mysore.

A dozen Christian priests, from several Christian dominations, oops, denominations then harvesting the Hindoo souls in earnest in Bombay.

An Anglican, Baptist, Mormon, Presbyterian, Russian and Greek Orthodox, Lutheran, Roman Catholic.

After the Police band played the Stars and Stripes, oops, Hail Britannia, the first smoke belching engine gave a final, oops, first push, oops, pull with a loud toot on the horn, oops, yell, oops, ‘shitty’ the six compartments train chugged its way to a distant and very wild town called Thana, Marathi for a station.

The rest is a history.

Coming back to my first ride, it was more dramatic, thrilling, ride since, I never stepped outside of my ancestral house to see the real world. The world of magnificence, joy and very educative and learning experience for a two year-old kid. I wish to take that same train again, sometime before I die.

It stopped at every crossing for poor farmers with their traveling cows, she goats, chickens, couple of wives, couple dozens of their children, beggars, bloggers, bagel makers, oops, bakers, checkers, oops ticket checkers, musicians, bards and Babus in their first class compartment.

Bon Voyage. Fini.

…and I am Sid Harth@mysistereileen.com

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Posted on July 11, 2011

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11 Jul, 2011, 04.41AM IST,ET Bureau

Apex court ruling on Salwa Judum

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The Supreme Court’s July 5 ruling asking the government of Chhattisgarh to disband its so-called Special Police Officers has a bearing on the entire conduct of anti-insurgency operations across the country. The Union government as well as state governments will do well to take this fully on board, to avoid further raps from the judiciary. At the operational level, the Court has delegitimised and demobilised the armed bands used by the government against Maoists, and asked the Centre to not fund such militias.It has also called for an inquiry by the Central Bureau of Investigation into excesses conducted by one such militia in Chhattisgarh. At a more general level, the Court takes up and refutes the view that Constitution, its values, rights and provisions can be held in abeyance while containing insurgents. The state upholds and acts in the name of the law against those who challenge the constitutional order itself, and is obliged to follow the spirit and letter of the law. The Court also comes down heavily on the failure of the state to modulate its counter-insurgency strategy to accommodate the role of its own moral and functional lapses in giving rise to widespread violent resistance by sections of the poor against deprivation and dispossession. This is welcome vindication of the capacity of the institutions of democracy to perform checks and balances on one another to deepen democracy.That said, it is unfortunate that the Court chose to pass facile judgment on economic paradigms and development strategies. By describing India’s current set of policies as neo-liberal, the Court gave legitimacy to populist rants on the subject. That the Union government can today spend .`12 lakh crore to advance popular welfare stems wholly from the success of the policies the Court dismissed as privatisation leading to emaciated state capacity to finance vital functions. The Court fails to distinguish between economic reforms and the unreformed, degenerate politics that aborts much of the emancipatory potential of economic reforms. This failure is a disservice to itself and to the nation as a whole.

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11 Jul, 2011, 04.41AM IST,ET Bureau

Apex court ruling on Salwa Judum

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Read more on »Supreme Court|Special Police Officers|apex court

RELATED ARTICLES

• Salwa Judum is unconstitutional, says SC
• Supreme Court stops Chhattisgarh from using tribals in Salwa Judum
• State can’t arm people to fight Naxals: SC

The Supreme Court’s July 5 ruling asking the government of Chhattisgarh to disband its so-called Special Police Officers has a bearing on the entire conduct of anti-insurgency operations across the country. The Union government as well as state governments will do well to take this fully on board, to avoid further raps from the judiciary. At the operational level, the Court has delegitimised and demobilised the armed bands used by the government against Maoists, and asked the Centre to not fund such militias.It has also called for an inquiry by the Central Bureau of Investigation into excesses conducted by one such militia in Chhattisgarh. At a more general level, the Court takes up and refutes the view that Constitution, its values, rights and provisions can be held in abeyance while containing insurgents. The state upholds and acts in the name of the law against those who challenge the constitutional order itself, and is obliged to follow the spirit and letter of the law. The Court also comes down heavily on the failure of the state to modulate its counter-insurgency strategy to accommodate the role of its own moral and functional lapses in giving rise to widespread violent resistance by sections of the poor against deprivation and dispossession. This is welcome vindication of the capacity of the institutions of democracy to perform checks and balances on one another to deepen democracy.That said, it is unfortunate that the Court chose to pass facile judgment on economic paradigms and development strategies. By describing India’s current set of policies as neo-liberal, the Court gave legitimacy to populist rants on the subject. That the Union government can today spend .`12 lakh crore to advance popular welfare stems wholly from the success of the policies the Court dismissed as privatisation leading to emaciated state capacity to finance vital functions. The Court fails to distinguish between economic reforms and the unreformed, degenerate politics that aborts much of the emancipatory potential of economic reforms. This failure is a disservice to itself and to the nation as a whole.

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Profit-sharing policy for coal

For far too long mineral concessions have remained quite unrevised, thus depriving mineral-rich states of substantial funds for poverty alleviation.

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Sid Harth Harth (USA)TET for TAT? Please allow me. Your last paragraph, quoted here for the posterity. To wit: “That said, it is unfortunate that the Court chose to pass facile judgment on economic paradigms and development strategies. By describing India’s current set of policies as neo-liberal, the Court gave legitimacy to populist rants on the subject. That the Union government can today spend .`12 lakh crore to advance popular welfare stems wholly from the success of the policies the Court dismissed as privatisation leading to emaciated state capacity to finance vital functions. The Court fails to distinguish between economic reforms and the unreformed, degenerate politics that aborts much of the emancipatory potential of economic reforms. This failure is a disservice to itself and to the nation as a whole.” That said, it is unfortunate that TET (Editors. oops, night watchman) chose to pass facile judgment on economic paradigms and development strategies. TET gave legitimacy to the rich and famous capitalists, oops, industrialists, oops, the right wing rabble-rousing TET advertisers, oops, sponsors’ rants on the subject. That the Union government can today spend .`12 lakh crore to advance popular welfare stems wholly from the success of the policies the TET dismissed as privatisation leading to engorged state capacity to finance vital functions. The TET fails to distinguish between economic reforms and the unreformed, degenerate politics…snipped the rest here..

…and I am Sid Harth

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TET for TAT?

Please allow me.

Your last paragraph, quoted here for the posterity. To wit:

“That said, it is unfortunate that the Court chose to pass facile judgment on economic paradigms and development strategies. By describing India’s current set of policies as neo-liberal, the Court gave legitimacy to populist rants on the subject.

That the Union government can today spend .`12 lakh crore to advance popular welfare stems wholly from the success of the policies the Court dismissed as privatisation leading to emaciated state capacity to finance vital functions. The Court fails to distinguish between economic reforms and the unreformed, degenerate politics that aborts much of the emancipatory potential of economic reforms. This failure is a disservice to itself and to the nation as a whole.”

That said, it is unfortunate that TET  (Editors. oops, night watchman)  chose to pass facile judgment on economic paradigms and development strategies.

TET gave legitimacy to the rich and famous capitalists, oops, industrialists, oops, the right wing rabble-rousing TET advertisers, oops, sponsors’ rants on the subject.

That the Union government can today spend .`12 lakh crore to advance popular welfare stems wholly from the success of the policies the TET dismissed as privatisation leading to engorged state capacity to finance vital functions.

The TET fails to distinguish between economic reforms and the unreformed, degenerate politics…snipped the rest here..

…and I am Sid Harth@mysistereileen.com

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