Make in India at 12 – Manufacturing Growth, Achievements and Challenges

Make in India

Make in India Latest News

  • Make in India, launched on 25 September 2014, has completed 12 years amid significant gains in manufacturing capacity but continuing challenges in investment, exports and the sector's overall economic contribution.

Make in India: Objectives and Evolution

  • Make in India was launched to position India as a global hub for manufacturing, design and innovation. 
  • Its initial focus was on facilitating investment, fostering innovation, developing infrastructure and improving business processes.
  • The initiative was later expanded under Make in India 2.0, which covers 27 sectors, including 15 manufacturing and 12 services sectors. 
  • The manufacturing ecosystem has also been supported by initiatives such as the Production Linked Incentive (PLI) schemes, National Single Window System (NSWS), PM GatiShakti and India Industrial Land Bank.

Manufacturing Growth and Sectoral Gains

  • Manufacturing GVA at constant prices recorded a 10.88% CAGR between 2022-23 and 2025-26 under the revised national accounts series.
  •  The manufacturing component of the Index of Industrial Production also grew 7% during April-July 2026 compared with the corresponding period of 2025. 
  • Several sectors have recorded substantial increases:
  • Electronics
    • Electronics production increased nearly sevenfold, from approximately Rs. 1.9 lakh crore in 2014-15 to Rs. 13.11 lakh crore in 2025-26. 
    • Mobile-phone production increased around 33 times, from Rs. 18,000 crore to Rs. 6.27 lakh crore, making India the world's second-largest mobile-phone manufacturer by volume. 
  • Automobiles and Pharmaceuticals
    • Vehicle production reached 31.03 million units in 2024-25, around 33% higher than in 2014-15. 
    • India's pharmaceutical industry recorded annual turnover of Rs. 4,71,898 crore in 2024-25, while domestic medical-device manufacturing increased from Rs. 28,000 crore in 2019-20 to Rs. 41,500 crore. 
  • Steel and Defence
    • Crude steel production increased from 81.7 million tonnes in 2014-15 to 170 million tonnes in 2025-26. 
    • Indigenous defence production rose from Rs. 46,429 crore to Rs. 1.78 lakh crore over the same period. 
  • Components and Strategic Technologies
    • Manufacturing capabilities are increasingly extending beyond finished goods. 
    • Solar-module manufacturing capacity rose from 2.3 GW in 2014 to 192 GW by June 2026, while solar-cell capacity increased from 1.2 GW to about 30 GW. 
    • India has also developed indigenous microprocessors for space applications and established a pilot facility for Nd-Fe-B rare-earth permanent magnets. 

Investment and PLI Schemes

  • The 14 PLI schemes attracted Rs. 2.40 lakh crore in investment, generated more than Rs. 22.66 lakh crore in production and sales, supported over Rs. 15.20 lakh crore in exports and created more than 14 lakh jobs as of June 2026. 
  • However, the gains are concentrated. Solar modules, pharmaceuticals, automobiles and components, speciality steel and large-scale electronics account for nearly 83% of PLI investment. 

Key Challenges

  • The broader data presents a more mixed picture. Manufacturing has not materially increased its share of India's economic output, employment or global exports over the period examined. 
  • Under the revised national accounts, its share in GVA increased only marginally from 14.6% in 2022-23 to 15.6% in 2025-26. 
  • Non-petroleum goods exports increased from $253.5 billion in 2014-15 to $388.3 billion in 2025-26, but India's share of global merchandise exports remained around 1.7%, the same level as in 2013. 
  • Private-sector GFCF as a share of GDP has declined in recent years. Manufacturing FDI has also grown more slowly than overall FDI in seven of the 12 years examined. 
  • Capacity utilisation has improved but remains below the 80% level generally associated with fresh capacity creation. 

Recent Policy Push

  • The next phase increasingly focuses on domestic value addition and strategic capabilities. 
  • Semicon 2.0 has an allocation of Rs. 1,27,500 crore for semiconductor design, manufacturing, packaging, materials, equipment, research and talent. 
  • BHAVYA has Rs. 33,660 crore for 100 investment-ready industrial parks, while Rs. 7,280 crore has been allocated for integrated manufacturing of sintered rare-earth permanent magnets. 

Way Forward

  • India's manufacturing strategy needs to move from increasing production to building competitive domestic value chains. 
  • Greater private investment, stronger component ecosystems, higher capacity utilisation, technology development and deeper integration with global value chains will be important.

Conclusion

  • Twelve years of Make in India have created significant manufacturing capabilities across electronics, automobiles, pharmaceuticals, steel, defence and strategic technologies. 
  • However, the evidence also shows that these gains have not yet translated into a proportionate increase in manufacturing's share of economic output, investment and global exports. 
  • The next phase must therefore focus on broad-based and technology-intensive manufacturing growth.

Source: TH | PIB

Make in India FAQs

Q1: When was Make in India launched?

Ans: Make in India was launched on 25 September 2014 to establish India as a global manufacturing, design and innovation hub.

Q2: How many sectors are covered under Make in India 2.0?

Ans: Make in India 2.0 covers 27 sectors, comprising 15 manufacturing and 12 services sectors.

Q3: How much investment has the PLI scheme attracted?

Ans: The 14 PLI schemes attracted ₹2.40 lakh crore in investment as of June 2026.

Q4: What is India's share of global merchandise exports?

Ans: India's share of global merchandise exports remained around 1.7% in 2025-26, similar to its share in 2013.

Q5: What is the major challenge for Make in India?

Ans: The major challenge is converting sector-specific production gains into broader growth in manufacturing's output, investment, employment and global export share.

Chief Election Commissioner Gyanesh Kumar Removal Process

Chief Election Commissioner

Chief Election Commissioner Latest News

  • The Opposition will soon move a motion in both Houses of Parliament to remove Chief Election Commissioner (CEC) Gyanesh Kumar. 
  • This follows an Indian Express investigation revealing internal criticisms raised by Election Commissioners Sukhbir Singh Sandhu and Vivek Joshi against the ECI's decisions and processes over recent months.

Structure of the Election Commission

  • The ECI has three Election Commissioners, including the CEC.
    • The CEC is "first among equals" — not necessarily the seniormost member.
    • Decisions are to be taken unanimously by all three, as far as possible.
  • This structural detail matters because internal dissent from two Commissioners against the CEC's decisions is itself unusual and significant.

How Election Commissioners Are Appointed

How a CEC Can Be Removed

  • The removal bar is deliberately set very high, to shield the ECI from political pressure.
  • Constitutional Basis - Article 324(5) states the CEC can be removed only "in like manner and on the like grounds as a Judge of the Supreme Court." 
    • This is echoed in Section 11(2) of the 2023 Act. 
    • Notably, any other Election Commissioner can be removed only on the CEC's own recommendation — a different, lower threshold.
  • Grounds For Removal - Borrowing from Article 124(4) (the process for removing a Supreme Court judge), removal requires "proved misbehaviour or incapacity."
    • Misbehaviour can include corrupt practices or abuse of office. 
    • Courts have interpreted this to also cover actions incompatible with the CEC's office, or failure to discharge official duties.
    • Incapacity refers to an inability to perform duties.

Also Read:- Election Commission SIR Row

The Step-by-Step Removal Process

  • Notice of Motion - Members of Parliament must bring a notice of motion explicitly alleging misbehaviour or incapacity.
  • Admission Threshold - The motion needs signatures from at least 100 MPs in the Lok Sabha or 50 MPs in the Rajya Sabha to be admitted.
  • Presiding Officer's Discretion - The Speaker/Chairman can consult people and materials before deciding whether to admit or reject the motion.
  • Inquiry - If admitted, a committee is formed to investigate the evidence of misbehaviour or incapacity.
  • Parliamentary Vote - The motion must be passed by a two-thirds majority "present and voting" in both Houses.
  • Presidential Order - Once passed, the President orders the removal. At this final stage, the President has no discretion — the President acts strictly on Parliament's advice.

Has a CEC Ever Been Removed?

  • No. No Chief Election Commissioner has ever been impeached in India.
  • A recent attempt failed at the first hurdle. In March 2026, the Opposition in submitting impeachment motions in both Houses — 130 MPs signed in the Lok Sabha, 63 in the Rajya Sabha. 
  • These motions cited the ECI's ongoing Special Intensive Revision (SIR) of electoral rolls, alleging "partisan and discriminatory conduct" by the CEC and "obstruction of investigation into electoral fraud and SIR."
  • In April 2026, both the Rajya Sabha Chairman and Lok Sabha Speaker rejected these impeachment motions, without assigning any reason — a decision the Opposition criticised.

What's New Now

  • The fresh push follows the Indian Express investigation's revelation that the two other Election Commissioners themselves raised internal concerns about SIR-related processes.
  • This development gives the Opposition's renewed demand for removal additional weight, since the criticism now comes from within the Commission itself, not only from political rivals.

Conclusion

  • The removal bar for a CEC is constitutionally identical to that for a Supreme Court judge — by design, nearly impossible to clear. That very difficulty is meant to protect the ECI's independence from political vendettas. 
  • But when internal dissent from sitting Commissioners joins the Opposition's criticism, the question shifts from procedure to substance: is this safeguard protecting independence, or shielding unaccountability?

Source: IE

Chief Election Commissioner FAQs

Q1: How can the Chief Election Commissioner be removed from office?

Ans: The Chief Election Commissioner can be removed through a parliamentary process based on proved misbehaviour or incapacity, followed by a presidential removal order.

Q2: What grounds are required to remove the Chief Election Commissioner?

Ans: The Chief Election Commissioner can be removed only for proved misbehaviour or incapacity, following the constitutional standard applicable to Supreme Court judges.

Q3: How many MPs must support a removal motion?

Ans: A removal motion requires signatures from at least 100 Lok Sabha MPs or 50 Rajya Sabha MPs before it can be admitted.

Q4: What majority is required to remove the Chief Election Commissioner?

Ans: Removal requires the motion to secure a two-thirds majority of members present and voting in both Houses of Parliament.

Q5: Has any Chief Election Commissioner ever been removed in India?

Ans: No Chief Election Commissioner has ever been removed in India, although removal motions were submitted in both Houses during March 2026.

Blue Bonds in India: Financing the Ocean Economy Through Capital Markets

Blue Bonds

Blue Bonds Latest News

  • India's maiden blue bond, under the Sagarmala programme, seeks to bring the ocean economy to the capital markets. Doubts linger on its timing, given signs of hardening global interest rates. 
  • As much as ₹1,000 crore is slated to be raised through a blue bond issuance by Sagarmala Finance Corporation Ltd. (SMFCL), the financing arm associated with Sagarmala — one of the critical components of India's mammoth multimodal infrastructure programme, PM GatiShakti.

About Blue Bond

  • Like a conventional bond, a blue bond is an instrument through which an issuer raises money from investors, promising periodic interest and repayment of principal at maturity. 
  • The difference lies in its environmental purpose: proceeds must go towards clearly identified water- and ocean-related projects.
  • Key requirements for issuers:
    • A framework explaining where the money will be invested.
    • Impact measurement mechanisms.
    • Periodic reporting, to avoid "bluewashing" — the water-sector equivalent of greenwashing.
      • Greenwashing is the deceptive practice of making a product, service, or company appear more environmentally friendly than it actually is.
  • The Securities and Exchange Board of India (SEBI) has already recognised blue bonds as part of sustainable finance instruments and highlighted their potential for India's blue economy.

Why Sagarmala Needs This Bond

  • The government aims to significantly increase the maritime sector's contribution to GDP by expanding ports, inland waterways, shipbuilding and coastal infrastructure — all of which require massive capital.
  • For SMFCL specifically, the bond serves a strategic financial purpose: correcting an asset-liability mismatch. 
  • Its infrastructure loans span around 12 years, while its existing borrowing tenure is shorter. A longer-duration bond would:
    • Better match the maturity of assets and liabilities.
    • Diversify borrowing sources.
    • Attract investors such as insurance companies, pension funds, and global sustainability-focused funds.

Important Caveat

  • Not all Sagarmala projects qualify for blue bond financing — only those demonstrating measurable ocean or water-related sustainability outcomes are eligible. 
  • It should be noted that the proposed ₹1,000 crore issuance represents just 0.17% of Sagarmala's total identified project cost (over ₹6 lakh crore). 
  • Its significance lies in the precedent it sets, since infrastructure financing with long gestation periods has traditionally relied on bank loans, budgetary support and conventional bonds.

Who Stands to Benefit

  • Sagarmala has identified over 200 projects under coastal shipping and inland water transport. Key beneficiary segments:
    • Ro-Ro and Ro-Pax ferry services
    • Inland water terminals
    • Coastal cargo movement
    • Cruise infrastructure — including terminals at Mumbai, Kochi and Chennai
  • Port modernisation is the largest investment segment under Sagarmala, worth nearly ₹2.9 lakh crore. 
  • Future investments could include energy-efficient cargo handling, electrification of port operations, shore power facilities for vessels, and cleaner logistics systems. 
  • Fishing harbour upgrades and coastal livelihood programmes, needing more modest capital, are also well-suited to blue bond financing.

Global Experience with Blue Bonds

  • According to the World Bank, cumulative blue bond issuance crossed $15 billion by mid-2025, up sharply from about $222 million in 2018. 
  • Most issuances have come from emerging markets with large marine ecosystems and climate vulnerability.
    • October 2018 - Seychelles, with World Bank support, issued the world's first sovereign blue bond.
    • 2019 - Nordic Investment Bank issued one of the earliest institutional blue bonds.
    • 2021 - Belize restructured ~$553 million of external debt with support from The Nature Conservancy — billed as the largest ocean conservation-linked transaction.
  • The US, despite deep municipal bond markets, has historically lagged Asia and Europe in blue-labelled issuance, though activity is rising. 
  • Asia-Pacific now accounts for the largest share of cumulative blue and water-labelled bonds.

Why Blue Bonds Lag Behind Green Bonds

  • Several structural challenges hold the segment back:
    • No standard definition — there is no universally accepted "blue taxonomy," unlike established green bond standards.
    • Valuation difficulty — it is hard to attach pecuniary value to coral restoration, biodiversity improvement, or fish stock recovery.
    • Narrow investor base — most blue bonds are bought by specialised impact investors, not mainstream pension funds.
    • Project readiness gap — many countries have ocean strategies but lack investment-ready projects.

India's Blue Bond Pipeline

  • India's pipeline of potential blue bond issuers is still at an early stage. Unlike green bonds — where Indian issuers have already raised thousands of crores — blue bonds are only now moving from concept to first issuance.
  • The Scale of Opportunity: No official market-size forecast exists yet, since large-scale issuance hasn't begun. But the potential is significant — India has a coastline of about 7,500 km, and around 95% of trade by volume moves through maritime routes.

Conclusion

  • SMFCL's blue bond is small in size but large in intent — the first test of whether India's ocean economy can tap capital markets directly. 
  • Its success will determine whether blue bonds become a mainstream infrastructure financing tool, or remain a niche sustainability product limited to specialised investors.

Source: TH

Blue Bonds FAQs

Q1: What are blue bonds?

Ans: Blue bonds are debt instruments that raise capital for clearly identified ocean- and water-related projects while requiring impact measurement and periodic reporting.

Q2: Why is India issuing blue bonds through Sagarmala?

Ans: Blue bonds can provide Sagarmala with longer-duration financing, diversify borrowing sources and better match infrastructure loans with their long-term asset maturities.

Q3: How much is India's proposed blue bond issuance?

Ans: India's proposed blue bond issuance through Sagarmala Finance Corporation Ltd. is ₹1,000 crore, representing a small share of identified Sagarmala projects.

Q4: What projects can receive blue bond financing?

Ans: Eligible projects include sustainable ports, inland waterways, cleaner logistics, energy-efficient cargo handling, fishing harbour upgrades and coastal livelihood programmes.

Q5: Why do blue bonds lag behind green bonds?

Ans: Blue bonds face challenges including the absence of a universal taxonomy, difficult environmental valuation, limited investors and insufficient investment-ready ocean projects.

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