{"id":107764,"date":"2026-06-11T18:04:48","date_gmt":"2026-06-11T12:34:48","guid":{"rendered":"https:\/\/vajiramandravi.com\/current-affairs\/?p=107764"},"modified":"2026-06-11T18:04:48","modified_gmt":"2026-06-11T12:34:48","slug":"privatisation","status":"publish","type":"post","link":"https:\/\/vajiramandravi.com\/current-affairs\/privatisation\/","title":{"rendered":"Privatisation, Meaning, Types, Evolution, Significance, Challenges"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">In India, privatisation has emerged as a major component of economic reforms aimed at enhancing efficiency, improving competitiveness, reducing fiscal burden, and accelerating economic growth. It forms an important pillar of India\u2019s transition from a state-led mixed economy to a market-driven economy.<\/span><\/p>\n<h2><b>Privatisation Meaning\u00a0<\/b><\/h2>\n<p><b>Privatisation<\/b><span style=\"font-weight: 400;\"> refers to the transfer of ownership, management, control, or operational responsibility of a public sector enterprise (PSE) from the government to private entities.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">It expands the role of private enterprise in sectors traditionally dominated by the state, with the <\/span><b>objective<\/b><span style=\"font-weight: 400;\"> of <\/span><b>improving efficiency, competitiveness, innovation, and resource allocation.<\/b><\/p>\n<h2><b>Types of Privatisation<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Privatisation can take different forms depending on the extent of ownership transfer and private sector participation.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Strategic Disinvestment<\/b><span style=\"font-weight: 400;\">: The government sells a majority stake and transfers management control to a private entity.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Examples<\/b><span style=\"font-weight: 400;\">: Air India (2022), BALCO (2001)<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Minority Stake Disinvestment (Partial Privatisation)<\/b><span style=\"font-weight: 400;\">: The government sells part of its shares but retains majority ownership and control.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Examples<\/b><span style=\"font-weight: 400;\">: LIC IPO (2022)<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Denationalisation (Complete Privatisation)<\/b><span style=\"font-weight: 400;\">: The government completely exits an enterprise by transferring full ownership and management to the private sector.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Example<\/b><span style=\"font-weight: 400;\">: Air India<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Asset Monetisation<\/b><span style=\"font-weight: 400;\">: Private firms are allowed to operate and earn revenue from public assets for a fixed period, while ownership remains with the government.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Examples<\/b><span style=\"font-weight: 400;\">: National Monetisation Pipeline (NMP), NHAI\u2019s TOT Model.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Public-Private Partnership (PPP)<\/b><span style=\"font-weight: 400;\">: The government and private sector jointly develop and manage infrastructure or public services, sharing risks and rewards.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Examples<\/b><span style=\"font-weight: 400;\">: Delhi Airport, Mumbai Airport, Metro Rail projects.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Management Contracts and Leasing<\/b><span style=\"font-weight: 400;\">: Ownership remains with the government, but operations and management are handed over to private firms.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Examples<\/b><span style=\"font-weight: 400;\">: Container terminals at ports, tourism properties.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Outsourcing or Contracting Out<\/b><span style=\"font-weight: 400;\">: Specific services are outsourced to private agencies while overall responsibility remains with the government.<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>Examples<\/b><span style=\"font-weight: 400;\">: Security services, housekeeping, IT services, e-governance projects.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h2><b>Difference Between Privatisation and Disinvestment<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Although the terms privatisation and disinvestment are often used interchangeably, they are not the same. <\/span><b>Disinvestment<\/b><span style=\"font-weight: 400;\"> refers to the sale of government equity in a public sector enterprise, whereas <\/span><b>privatisation<\/b><span style=\"font-weight: 400;\"> involves the transfer of ownership and management control from the government to the private sector.<\/span><\/p>\n<table style=\"width: 97.2935%;\">\n<tbody>\n<tr>\n<td style=\"text-align: center; width: 17.8357%;\"><b>Basis<\/b><\/td>\n<td style=\"text-align: center; width: 35.8189%;\"><b>Disinvestment<\/b><\/td>\n<td style=\"text-align: center; width: 42.8385%;\"><b>Privatisation<\/b><\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Meaning<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">Sale or dilution of the government\u2019s stake in a Public Sector Enterprise (PSE).<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">Transfer of ownership and management control of a PSE to private entities.<\/span><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Government Ownership<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">The government may continue to hold majority ownership.<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">The government relinquishes majority ownership.<\/span><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Management Control<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">Usually remains with the government.<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">Transferred to the private sector.<\/span><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Objective<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">Revenue mobilisation, widening public ownership, and improving corporate governance.<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">Enhancing efficiency, productivity, competitiveness, and reducing government involvement in business.<\/span><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Extent of Change<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">Partial reduction in government stake.<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">Fundamental change in ownership and control structure.<\/span><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Nature<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">Financial transaction.<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">Structural and managerial reform.<\/span><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 17.8357%;\">\n<p><b>Government Role After Process<\/b><\/p>\n<\/td>\n<td style=\"width: 35.8189%;\">\n<p><span style=\"font-weight: 400;\">Continues as majority shareholder in many cases.<\/span><\/p>\n<\/td>\n<td style=\"width: 42.8385%;\">\n<p><span style=\"font-weight: 400;\">Becomes a minority shareholder or exits completely.<\/span><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2><b>Historical Background of Privatisation in India<\/b><\/h2>\n<h3><b>Phase I: State-led Development Model (1947\u20131991)<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">After Independence, India adopted a <\/span><strong><a href=\"https:\/\/vajiramandravi.com\/current-affairs\/mixed-economy\/\" target=\"_blank\">mixed economy<\/a><\/strong><span style=\"font-weight: 400;\"> model influenced by socialist planning, wherein the public sector occupied the \u201ccommanding heights\u201d of the economy. The <\/span><b>Industrial Policy Resolution of 1956 <\/b><span style=\"font-weight: 400;\">reserved several strategic industries for the state, leading to the rapid expansion of PSUs in sectors such as steel, coal, banking, power, telecommunications, and heavy engineering.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">While these enterprises played a crucial role in nation-building and industrialisation, over time many suffered from low productivity, excessive bureaucratic control, political interference, overstaffing, and mounting financial losses.<\/span><\/p>\n<h3><b>Phase II: Economic Reforms and Disinvestment (1991\u20132004)<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">The Balance of Payments crisis of 1991compelled India to initiate the LPG reforms &#8211; <\/span><a href=\"https:\/\/vajiramandravi.com\/current-affairs\/liberalization\/\" target=\"_blank\"><b>Liberalisation<\/b><\/a><b>, Privatisation, and <\/b><a href=\"https:\/\/vajiramandravi.com\/upsc-exam\/globalisation\/\" target=\"_blank\"><b>Globalisation<\/b><\/a><span style=\"font-weight: 400;\">. The Narasimha Rao Government reduced the exclusive domain of the public sector and initiated disinvestment in government-owned enterprises.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The creation of the <\/span><b>Disinvestment Commission (1996) <\/b><span style=\"font-weight: 400;\">and strategic sales during the Vajpayee Government marked the first serious attempt at privatisation.<\/span><\/p>\n<h3><b>Phase III: Limited Privatisation (2004\u20132014)<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">During this phase, the focus shifted largely towards minority stake dilution rather than strategic sales. While significant resources were mobilised through <\/span><a href=\"https:\/\/vajiramandravi.com\/current-affairs\/initial-public-offering\/\" target=\"_blank\"><span style=\"font-weight: 400;\"><strong>Initial Public Offering (IPOs)<\/strong><\/span><\/a><span style=\"font-weight: 400;\"> and <\/span><span style=\"font-weight: 400;\"><strong>Follow-on Public Offering.<\/strong><\/span><\/p>\n<p><strong><a href=\"https:\/\/vajiramandravi.com\/current-affairs\/what-is-follow-on-public-offer-fpo\/\" target=\"_blank\">(FPOs)<\/a><\/strong><span style=\"font-weight: 400;\"><strong>,<\/strong> management control remained with the government.<\/span><\/p>\n<h3><b>Phase IV: Strategic Privatisation and Asset Monetisation (2014\u2013Present)<\/b><\/h3>\n<p><span style=\"font-weight: 400;\">The recent phase has witnessed a renewed emphasis on strategic disinvestment, privatisation of non-strategic PSUs, and monetisation of public assets through the <\/span><a href=\"https:\/\/vajiramandravi.com\/current-affairs\/national-monetisation-pipeline\/\" target=\"_blank\"><span style=\"font-weight: 400;\"><strong>National Monetisation Pipeline<\/strong><\/span><\/a><span style=\"font-weight: 400;\">. The <\/span><b>New Public Sector Enterprise Policy (2021)<\/b><span style=\"font-weight: 400;\"> represents the most comprehensive privatisation framework adopted by India so far.<\/span><\/p>\n<h2><b>Significance of Privatisation<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Privatisation is a structural reform that seeks to improve efficiency, strengthen public finances, enhance service delivery, and enable the government to focus on its core developmental responsibilities.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Enhances Economic Efficiency<\/b><span style=\"font-weight: 400;\">: Privatisation introduces professional management, market discipline, and performance-based decision-making, leading to higher productivity and better resource utilisation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Strengthens Public Finances<\/b><span style=\"font-weight: 400;\">: Privatisation reduces the burden of funding loss-making PSUs and generates resources for development.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>For example<\/b><span style=\"font-weight: 400;\">: The sale of Air India for \u20b918,000 crore ended decades of taxpayer-funded bailouts<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Improves Quality of Goods and Services<\/b><span style=\"font-weight: 400;\">: Competition encourages firms to focus on customer satisfaction, innovation, and service quality.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>For example <\/b><span style=\"font-weight: 400;\">: India\u2019s broadband subscriber base increased from 295 million in FY17 to over 964 million in FY24, largely driven by private sector participation.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Attracts Investment and Technology<\/b><span style=\"font-weight: 400;\">: Private ownership facilitates capital infusion, technological modernisation, and adoption of global best practices.\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Promotes Competition and Consumer Welfare<\/b><span style=\"font-weight: 400;\">: Greater private participation reduces monopoly power, lowers prices, and expands consumer choice.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Private telecom operators account for over 90% of the wireless market, helping India become the world\u2019s second-largest mobile broadband market.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Allows Government to Focus on Core Functions<\/b><span style=\"font-weight: 400;\">: Privatisation enables the government to concentrate on governance, welfare, infrastructure, and national security instead of managing commercial enterprises.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">The New PSE Policy, 2021 aims to limit government presence mainly to strategic sectors.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Encourages Innovation and Entrepreneurship<\/b><span style=\"font-weight: 400;\">: Private firms are more responsive to technological change and market opportunities.\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Unlocks Value from Public Assets<\/b><span style=\"font-weight: 400;\">: Privatisation and asset monetisation ensure productive utilisation of public assets.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>For example<\/b><span style=\"font-weight: 400;\">: NMP Phase-I achieved around \u20b95.3 lakh crore (89% of the \u20b96 lakh crore target), while NMP 2.0 targets \u20b916.72 lakh crore during FY26\u201330.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Boosts Infrastructure Development and Economic Growth<\/b><span style=\"font-weight: 400;\">: Private participation mobilises investment for airports, roads, logistics, and energy infrastructure, supporting higher growth.\u00a0<\/span><\/li>\n<\/ul>\n<h2><b>Challenges of Privatisation<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">While privatisation can improve efficiency and attract investment, its implementation faces several economic, social, and institutional challenges that need careful management.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Risk of Undervaluation of Public Assets<\/b><span style=\"font-weight: 400;\">: Public assets built over decades may be sold below their true value due to market fluctuations, weak valuation mechanisms, or limited bidder participation, resulting in loss of public wealth.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Employment and Labour Concerns<\/b><span style=\"font-weight: 400;\">: Privatisation often leads to workforce rationalisation, voluntary retirement schemes (VRS), and restructuring, creating fears of job losses and reduced job security among employees.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><span style=\"font-weight: 400;\">Protests during BALCO disinvestment and concerns surrounding Air India privatisation illustrate this challenge.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Monopoly and Market Concentration<\/b><span style=\"font-weight: 400;\">: Privatisation may replace a public monopoly with a private monopoly if adequate competition and regulatory safeguards are absent.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>For example<\/b><span style=\"font-weight: 400;\">: The telecom sector\u2019s increasing concentration around a few major players highlights this concern.<\/span><\/li>\n<\/ul>\n<\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Social Equity and Accessibility Issues<\/b><span style=\"font-weight: 400;\">: Private firms primarily focus on profitability and may neglect remote, rural, or economically weaker sections where service delivery is less profitable, affecting equitable access to essential services.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Political and Trade Union Resistance<\/b><span style=\"font-weight: 400;\">: Privatisation often faces opposition from political parties, employee unions, and civil society groups due to concerns regarding job losses, national assets, and social welfare, delaying reform initiatives.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Regulatory and Institutional Weaknesses<\/b><span style=\"font-weight: 400;\">: Weak regulatory institutions may lead to monopoly pricing, poor service standards, or regulatory capture, undermining the benefits of privatisation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Strategic and National Security Concerns<\/b><span style=\"font-weight: 400;\">: Privatisation of enterprises operating in sectors such as defence, banking, energy, and telecommunications may raise concerns regarding national security and strategic autonomy.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Regional Development Concerns<\/b><span style=\"font-weight: 400;\">: Many PSUs were established in backward regions to promote balanced regional development. Private owners may prioritise profitability over regional objectives, potentially widening regional disparities.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Fiscal Dependence on Disinvestment Receipts<\/b><span style=\"font-weight: 400;\">: Governments may treat privatisation primarily as a revenue-generation tool rather than a structural reform, leading to short-term fiscal gains at the cost of long-term strategic considerations.\u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Complex and Slow Implementation Process<\/b><span style=\"font-weight: 400;\">: Privatisation involves multiple approvals, valuation exercises, legal clearances, and stakeholder consultations, often leading to delays.\u00a0<\/span>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"2\"><b>For example<\/b><span style=\"font-weight: 400;\">: The prolonged strategic disinvestment process of IDBI Bank and the shelving of BPCL privatisation demonstrate these difficulties.<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h2><b>Way Forward\u00a0<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Privatisation should not be viewed merely as a revenue-generating exercise but as a strategic reform aimed at improving efficiency, promoting competition, and safeguarding public interest. A balanced and transparent approach is essential to maximise its benefits.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Adopt a Sector-Specific Approach<\/b><span style=\"font-weight: 400;\">: Privatisation should be pursued in non-strategic sectors while ensuring adequate government presence in critical areas such as defence, atomic energy, and national security, in line with the New PSE Policy, 2021.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Ensure Transparent and Fair Valuation<\/b><span style=\"font-weight: 400;\">: Independent valuation, competitive bidding, and public disclosure of transactions should be adopted to prevent undervaluation of public assets and enhance public trust.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Strengthen Regulatory Institutions<\/b><span style=\"font-weight: 400;\">: Strong regulators such as TRAI, CCI, RBI, IRDAI, and PNGRB are essential to prevent monopolistic practices, protect consumers, and ensure fair competition after privatisation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Protect Workers\u2019 Interests<\/b><span style=\"font-weight: 400;\">: Comprehensive rehabilitation measures, including reskilling, redeployment, social security benefits, and attractive VRS packages, should accompany privatisation to minimise labour-related concerns.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Promote Competition, Not Private Monopolies<\/b><span style=\"font-weight: 400;\">: Privatisation should create competitive markets rather than replacing public monopolies with private ones. Effective competition policy and antitrust regulation are crucial in this regard.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Prioritise Corporate Governance Reforms<\/b><span style=\"font-weight: 400;\">: Before privatisation, PSUs should be restructured through professional boards, greater managerial autonomy, and improved governance practices to enhance their value and attractiveness.<\/span><\/li>\n<li><b>Focus on Long-Term Value Creation<\/b><span style=\"font-weight: 400;\">: Disinvestment should be guided by efficiency and productivity gains rather than short-term fiscal considerations. Asset sales must support broader economic and developmental objectives.<\/span><\/li>\n<li><b>Leverage Asset Monetisation and PPP Models<\/b><span style=\"font-weight: 400;\">: Where full privatisation is not desirable, models such as Public-Private Partnerships (PPP) and National Monetisation Pipeline (NMP) can improve efficiency while retaining public ownership of strategic assets.<\/span><\/li>\n<li><b>Establish a Professional Asset Management Framework<\/b><span style=\"font-weight: 400;\">: India can consider a Temasek Holdings (Singapore) or Khazanah Nasional (Malaysia)-type model to professionally manage government investments and maximise returns from public assets.<\/span><\/li>\n<li><b>Align Privatisation with Viksit Bharat 2047<\/b><span style=\"font-weight: 400;\">: Privatisation should complement broader goals of economic growth, infrastructure development, employment generation, ease of doing business, and global competitiveness.<\/span><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Privatisation in India transfers public enterprises to private ownership. Know its meaning, types, benefits, challenges and role in economic growth.<\/p>\n","protected":false},"author":25,"featured_media":107781,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[786],"tags":[8080],"class_list":{"0":"post-107764","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-general-studies","8":"tag-privatisation","9":"no-featured-image-padding"},"acf":[],"_links":{"self":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts\/107764","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/users\/25"}],"replies":[{"embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/comments?post=107764"}],"version-history":[{"count":7,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts\/107764\/revisions"}],"predecessor-version":[{"id":107777,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/posts\/107764\/revisions\/107777"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/media\/107781"}],"wp:attachment":[{"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/media?parent=107764"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/categories?post=107764"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/vajiramandravi.com\/current-affairs\/wp-json\/wp\/v2\/tags?post=107764"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}