Ardee Industries Limited, a player in India’s circular economy, has been honoured with the Battery Recycling Excellence Award 2026 – Recycler of the Year at the International Material Recycling Conference (IMRC) 2026 held in Jaipur. The award recognises companies demonstrating outstanding innovation, safety, and scalability in recycling electric vehicle and consumer electronics batteries. It affirms Ardee Industries’ commitment to environmentally responsible recovery and recycling of end-of-life energy storage products and non-ferrous scrap, while reclaiming critical resources from waste streams.
Global Recognition for Lead Quality
In a parallel achievement, Ardee Industries has reached a global milestone with the listing of its pure lead brand, “Ardee Lead 9997”, on the London Metal Exchange (LME). Effective from December 23, 2025, LME has approved Ardee Lead 9997 as “good delivery”, reflecting the company’s adherence to stringent international standards for product quality, consistency, traceability, and responsible production practices.
Driving Sustainability and Resource Security
Operating at the intersection of sustainability, resource security, and industrial growth, Ardee Industries closes the loop across collection, recycling, and production. This approach helps:
*Reduce India’s dependence on imported critical metals
*Strengthen domestic resource security
*Lower the environmental footprint of industrial growth
With an installed recycling capacity of 104,025 metric tons per annum (MTPA) as of March 31, 2025, and a strong track record in producing quality-compliant alloys, Ardee Industries remains aligned with India’s sustainability agenda and the global transition to a circular, resource-efficient economy.
Leading Role in India’s Lead Recycling Sector
Lead is one of the most recycled metals globally, capable of being re-melted multiple times without losing its properties. Over 80% of India’s lead demand is met through secondary (recycled) lead, primarily from used lead-acid batteries (ULABs).
In FY 2025, India produced approximately 1.26 million tonnes of recycled lead, with the recycled lead ingot market valued at around ₹28,800 crore. Applications span automotive batteries, inverters, UPS systems, telecom infrastructure, data centres, renewable energy storage, and industrial uses such as cable sheathing and pigments.
Advanced Manufacturing Facility in Tirupati
Ardee Industries operates a 7.61-acre manufacturing facility in Tirupati district, Andhra Pradesh, equipped with rotary furnaces, refining kettles, casting machines, and pollution control systems for efficient and environmentally responsible lead recycling. The company has nearly doubled its installed capacity from 54,750 MTPA in FY 2023 to 104,025 MTPA in FY 2025, through sustained investments in recycling infrastructure.
Diversified Product Portfolio
Beyond pure lead, Ardee Industries produces customised lead alloys by combining lead with metals such as calcium, antimony, tin, silver, and cadmium, catering to diverse automotive and non-automotive applications. The company is also expanding into plastic, tin, and copper recycling, converting plastic scrap into granules and enhancing refining capabilities for other non-ferrous waste.
Strategic Global Positioning
With growing demand for recycled lead, tin, and copper, particularly from Southeast Asia and South Korea, Ardee Industries’ facility is strategically located near the port, enabling efficient access to domestic and international markets. As per the press release, the Battery Recycling Excellence Award 2026 at IMRC highlights Ardee Industries’ sustained commitment to circular economy principles, innovation, and scalable, responsible recycling practices.
The government has significantly simplified drug development and clinical research approvals, with the Union Ministry of Health and Family Welfare notifying key amendments to the New Drugs and Clinical Trials (NDCT) Rules, 2019. The reforms aim to reduce regulatory burdens, shorten approval timelines, and improve Ease of Doing Business, while safeguarding public health. The changes align with directives to accelerate pharmaceutical innovation and strengthen India’s position as a global hub for drug R&D.
Test Licences Replaced with Faster Intimation Process
Under the amended rules, pharmaceutical companies no longer require a test licence from the Central Drugs Standard Control Organization (CDSCO) to manufacture small, non-commercial quantities of drugs for research, testing, or analysis. Instead, companies can proceed after submitting a prior online intimation to CDSCO. However, this exemption does not apply to high-risk drugs, including cytotoxic drugs, narcotics, and psychotropic substances, for which licensing requirements will continue. Officials estimate that this reform could save at least 90 days in the drug development lifecycle, offering a significant boost to research timelines and innovation. For drug categories where test licences remain mandatory, the statutory processing time has been reduced from 90 days to 45 days. Considering that CDSCO handles 30,000–35,000 test licence applications annually, the reform is expected to substantially ease regulatory pressure across the sector.
Faster Clinical Studies for Generics
Another key reform removes the requirement for prior approval for certain low-risk Bioavailability and Bioequivalence (BA/BE) studies. Companies can now initiate these studies after a simple online intimation to CDSCO, enabling faster start-up, particularly for the generic pharmaceutical industry, which relies heavily on BA/BE trials. CDSCO processes around 4,000–4,500 BA/BE study applications annually, and the revised system is expected to sharply reduce procedural delays, accelerating clinical research timelines.
Digital-First Implementation for Seamless Compliance
To support smooth implementation, the government will introduce new online modules on the National Single Window System (NSWS) and the SUGAM portal. These platforms will allow companies to submit intimations transparently and efficiently, while enabling CDSCO to optimise manpower and improve regulatory efficiency without compromising oversight.
Strengthening India’s Global R&D Leadership
The Ministry of Health emphasized that the amendments balance regulatory trust with safety, allowing faster testing, review, and initiation of studies across the drug development continuum. “These reforms reinforce India’s commitment to trust-based regulation, aligned with the Jan Vishwas Siddhant and global best practices,” the Ministry said. As reported by devdiscourse.com, by reducing timelines and compliance costs, the government aims to promote R&D-led growth, support innovation in the pharmaceutical sector, and enhance India’s attractiveness as a preferred destination for global drug research and development.
Novo Nordisk Global Business Services (GBS) is exploring opportunities to expand India’s role as a comprehensive research hub, potentially covering front-end clinical modelling and early-stage R&D, according to John Dawber, Corporate Vice-President and Managing Director, Novo Nordisk GBS. While discussions with senior leadership in Denmark are ongoing, Dawber emphasised that any expansion into these areas is still at an exploratory stage.
Bengaluru GCC: From Modest Beginnings to Strategic Hub
The Bengaluru Global Capability Centre (GCC), Novo Nordisk’s largest worldwide, has grown from a small team of 200–300 employees 17 years ago to approximately 4,000 today. This growth underscores India’s increasing strategic importance in the Danish drugmaker’s global operations. For perspective, the company’s Mexico City centre employs around 150 people.
Consolidated R&D and Commercial Functions
Dawber highlighted that the Bengaluru GCC already houses a wide spectrum of R&D and commercial functions, including:
*Research and early development
*Medical writing
*Safety and regulatory affairs
*Marketing, pricing, and market access
Analytics and data science
Teams in India now support Novo Nordisk’s entire global portfolio, contributing to both local launches and major international markets, such as the US. “It’s fair to say that no new medicine anywhere in the world today exists without being touched here in Bengaluru,” Dawber noted. Nearly every recent launch has received input from India-based teams across research, development, and commercial functions.
Expanded Scope Beyond Diabetes
As Novo Nordisk’s business has evolved from a diabetes-focused organisation to a broader portfolio spanning metabolism, obesity, rare diseases, and cardiovascular therapies, India’s role within the company has expanded accordingly. Initially driven by cost advantages, the rationale for scaling operations in India has shifted toward access to talent and scalable expertise. Dawber added, however, that while the centre will continue to take on more complex work, headcount growth is expected to moderate from 2026 onward, compared with rapid expansion over the past three years.
Driving Complex Work with Technology
“We’ve reached a critical mass across about 17 different functions,” Dawber said. “Going forward, we plan to handle more complex work but with roughly the same number of people, leveraging technology, AI, and generative AI to optimise delivery.”
India as a Testbed for Digital Health
Separately, Dawber highlighted India’s growing role as a testing ground for digital health, telehealth, and patient support models. As reported by thehindubusinessline.com, the Bengaluru centre collaborates with large-scale Indian health app companies, allowing the organisation to rapidly pilot and refine innovative solutions. Successful models developed in India can then be replicated in other global markets, reinforcing the country’s strategic significance in Novo Nordisk’s global operations.
Swan Defence and Heavy Industries Limited (SDHI) announced the signing of its first newbuild contract for six IMO Type II chemical tankers, each with a capacity of 18,000 deadweight tons (DWT). The vessels will be constructed at SDHI’s revitalised shipyard in Gujarat, marking a major milestone in the shipyard’s renewed operations. Valued at $227 million, the order was placed by leading European shipowner Rederiet Stenersen AS. Notably, this is both SDHI’s first newbuild order and the largest chemical tanker contract ever awarded to an Indian shipyard, underscoring the growing global confidence in India’s commercial shipbuilding capabilities.
Option for Additional Vessels and Delivery Timeline
In addition to the firm order, the agreement includes an option for six additional sister vessels, providing further upside potential. The first tanker is scheduled for delivery within 33 months, with subsequent vessels to be delivered at regular intervals, ensuring a steady production pipeline for the yard.
Advanced Design and Future-Ready Propulsion
The vessels will be designed by Marinform AS and StoGda Ship Design and Engineering and will be classed by DNV. Importantly, the tankers will be built to Ice Class 1A standards, enabling operations in demanding and cold-water environments. Moreover, the ships will feature advanced dual-fuel, LNG-ready hybrid propulsion systems, offering multiple operating modes supported by high levels of automation. This configuration positions the vessels to meet evolving environmental regulations and efficiency requirements.
SDHI Highlights Global Endorsement of Indian Shipbuilding
Vivek Merchant, Director, SDHI, said the contract marks a historic turning point for the shipyard. He noted that the order from Rederiet Stenersen AS reflects strong international confidence in SDHI’s ability to deliver future-ready, high-quality commercial vessels. He further highlighted that the agreement represents not only a major achievement for SDHI but also a strong endorsement of India’s expanding commercial shipbuilding ecosystem.
Merchant also credited progressive maritime policies, including the Shipbuilding Financial Assistance scheme, for enabling Indian private shipyards to compete effectively with global peers. He thanked Rederiet Stenersen AS for placing its trust in SDHI as the two companies begin a long-term partnership.
First Newbuild After Shipyard Revitalisation
Importantly, the order marks the first newbuild contract at India’s largest shipyard following its revitalisation under the new management of Swan Corp Limited, the parent company of SDHI. Sharing the shipowner’s perspective, John Stenersen, Director – Ship Management, Rederiet Stenersen AS, said this is the company’s first newbuilding contract with an Indian shipyard, awarded after a detailed technical and commercial evaluation. As reported by msn.com, he added that the decision reflects strong confidence in SDHI’s infrastructure, engineering capabilities, and execution readiness, as well as its ability to deliver specialised vessels that meet Stenersen’s global standards while remaining cost-competitive.
Honeywell announced that TruAlt Bioenergy Limited will deploy Honeywell’s Ethanol-to-Jet (ETJ) process technology to produce 80,000 tonnes per annum (TPA) of sustainable aviation fuel (SAF) in India. Significantly, the agreement represents a major milestone toward establishing one of India’s first grassroots, dedicated SAF production facilities, using ethanol as the primary feedstock.
Ethanol-to-Jet Technology Enables Scalable SAF Production
At the heart of the collaboration is Honeywell UOP’s Ethanol-to-Jet technology, which enables producers to convert ethanol derived from renewable sources into SAF. As a result, the technology offers a cost-effective and scalable pathway to reduce carbon emissions from air travel. Moreover, the ETJ process integrates seamlessly with existing ethanol production infrastructure and can also be configured to produce renewable diesel, thereby extending decarbonisation benefits to the road transport sector.
Supporting Net-Zero Goals and Energy Self-Reliance
Commenting on the agreement, Ranjit Kulkarni, Vice President and General Manager – Honeywell Process Technology, India, said that the company’s proven ETJ technology will help TruAlt Bioenergy accelerate its sustainability ambitions. He added that the collaboration not only advances net-zero goals but also creates value across India’s agricultural, biofuel, and energy ecosystems, while marking another step in Honeywell’s efforts to strengthen domestic sustainable fuel production.
Alignment with Aatmanirbhar Bharat Vision
Beyond technology deployment, the partnership underscores Honeywell’s alignment with the Government of India’s Aatmanirbhar Bharat vision by promoting home-grown biofuel manufacturing. Once operational, the SAF facility is expected to play a key role in reducing CO₂ emissions from India’s rapidly expanding aviation sector. At the same time, it will support higher farmer incomes by increasing demand for domestically produced bioethanol.
TruAlt Sees SAF as a Farmer-to-Aviation Value Chain
Highlighting the strategic importance of the project, Vijay Nirani, Managing Director, TruAlt Bioenergy Limited, described the agreement as a defining step in building India’s SAF ecosystem. He noted that by leveraging Honeywell’s technology, TruAlt aims to create a scalable, ethanol-based SAF pathway that directly links Indian farmers to the global aviation decarbonisation agenda. According to him, the initiative reflects TruAlt’s belief that India’s energy transition must be anchored in domestic feedstocks, strong industrial capabilities, and inclusive economic value creation, without dependence on external supply chains. As per the press release, additionally, the project is expected to capitalise on India’s geographic and demographic advantages, progressively positioning the country as a major global hub for sustainable aviation fuel production.
The Union Ministry of Environment, Forest and Climate Change (MoEFCC) has notified the Solid Waste Management Rules, 2026, replacing the earlier 2016 framework with stricter compliance norms aimed at reducing landfilling, accelerating recycling, and promoting waste-to-energy solutions.
Notified under the Environment (Protection) Act, 1986, the new rules will come into full force from April 1, 2026, and seek to strengthen scientific waste management nationwide by embedding the principles of the Circular Economy and Extended Producer Responsibility (EPR).
Mandatory Four-Way Segregation at Source
At the core of the revised framework is mandatory segregation of solid waste at source into four distinct categories—wet waste, dry waste, sanitary waste, and special care waste. Wet waste, including kitchen waste, vegetable and fruit peels, meat, and floral waste, will be composted or processed through bio-methanation at nearby facilities. Meanwhile, dry waste such as plastic, paper, metal, glass, wood, and rubber will be routed to Material Recovery Facilities (MRFs) for sorting and recycling.
Sanitary waste, including used diapers, sanitary napkins, and tampons, must be securely wrapped and stored separately. In addition, special care waste—such as paint containers, bulbs, mercury thermometers, and expired medicines—will be collected by authorised agencies or deposited at designated collection centres.
Polluter Pays Principle Strengthened
To ensure compliance, the rules introduce strict enforcement mechanisms grounded in the ‘Polluter Pays’ principle. Environmental compensation will be imposed for violations such as operating without registration, submitting false or forged documents, or following improper solid waste management practices. While the Central Pollution Control Board (CPCB) will issue detailed operational guidelines, State Pollution Control Boards (SPCBs) and Pollution Control Committees (PCCs) will be responsible for levying environmental compensation.
Clear Definition of Bulk Waste Generators
The revised rules clearly define Bulk Waste Generators (BWGs) to streamline accountability. Entities will qualify as BWGs if they meet any of the following thresholds: a floor area of 20,000 square metres or more, water consumption of 40,000 litres per day or more, or solid waste generation of 100 kg per day or more.
This category covers government departments, public sector undertakings, institutions, commercial establishments, and large residential societies. These entities must ensure environmentally sound collection, transportation, and processing of the waste they generate, thereby reducing pressure on urban local bodies and encouraging decentralised waste management.
Extended Responsibility for Bulk Waste Generators
Going a step further, the rules introduce Extended Bulk Waste Generator Responsibility, holding large generators directly accountable for the waste they produce. Under this provision, bulk waste generators must process wet waste on-site wherever feasible. If on-site processing is not possible, they must obtain an Extended Bulk Waste Generator Responsibility certificate. Given that BWGs account for nearly 30 per cent of total solid waste generation, this measure is expected to significantly reduce the overall waste burden.
Faster Development of Waste Infrastructure
To accelerate the creation of waste processing and disposal infrastructure, the rules lay down graded criteria for land allocation and facility development. Facilities with an installed capacity exceeding five tonnes per day must maintain a buffer zone within the allotted land. The CPCB will issue detailed guidelines specifying buffer zone dimensions and permissible activities, based on capacity and pollution load.
Digital Monitoring Through Centralised Portal
The new framework mandates the establishment of a centralised online portal to track the entire solid waste management value chain—from waste generation and collection to transportation, processing, disposal, biomining, and bioremediation of legacy dumpsites. All registrations, authorisations, and reporting by waste processing facilities will be conducted digitally through the portal, replacing multi-layered physical submissions. In addition, the rules require regular audits of waste processing facilities, with audit reports uploaded online to ensure transparency and accountability.
Role of Local Bodies and Material Recovery Facilities
Under the revised rules, urban local bodies will continue to oversee waste collection, segregation, and transportation. However, they will now work in closer coordination with Material Recovery Facilities, which have been formally recognised for waste sorting and may also function as collection points for e-waste, sanitary waste, and special care waste. Furthermore, local bodies have been encouraged to generate carbon credits, while the rules mandate special focus on peri-urban and rural areas to ensure comprehensive coverage.
Mandatory Use of Refuse Derived Fuel
To promote energy recovery, the rules mandate the use of Refuse Derived Fuel (RDF) by industries such as cement plants and waste-to-energy facilities that currently rely on solid fuels. The mandated fuel substitution rate will rise from five per cent to fifteen per cent over six years, encouraging the use of high-calorific, non-recyclable waste as an alternative energy source.
Tighter Restrictions on Landfilling
Landfilling norms have been further tightened, restricting disposal strictly to non-recyclable, non-energy recoverable waste and inert material. Local bodies will face higher landfill fees for disposing of unsegregated waste, with costs exceeding those associated with segregation, transportation, and processing of segregated waste. In addition, annual landfill audits by SPCBs and oversight by District Collectors have been mandated to strengthen compliance.
Special Provisions for Hilly Areas and Islands
Recognising regional challenges, the rules introduce special provisions for hilly regions and islands. These include levying user fees on tourists, regulating tourist inflow based on waste management capacity, and setting up designated collection points for non-biodegradable waste. Hotels and restaurants in such areas will also be required to adopt decentralised wet waste processing systems in line with prescribed standards.
Governance and Oversight Mechanism
As reported by theenvironment.in, to ensure effective implementation, the rules provide for the formation of Central and State-level committees. At the State and Union Territory level, committees chaired by Chief Secretaries or Heads of Administration will recommend corrective measures to the CPCB, strengthening coordination, monitoring, and enforcement of the Solid Waste Management Rules, 2026.
Oswal Greenzo Energies Limited, a joint venture between Oswal Energies Limited and Greenzo Energy India Limited, has secured a prestigious EPC contract for a 5 MW Green Hydrogen Plant at Deendayal Port, Kandla, under the Government of India’s Sagarmala Initiative. The scope of work includes design, supply, installation, testing, and commissioning of the facility. Importantly, the project marks India’s first green hydrogen plant at a major port, positioning Deendayal Port as a frontrunner in maritime decarbonisation.
First-of-Its-Kind Project with Expansion Potential
Under the EPC framework, the hydrogen facility will be developed with future scalability in mind. The project includes provisions to expand capacity up to 10 MW, leveraging common infrastructure to ensure cost efficiency and operational flexibility. Once commissioned, the plant is expected to produce around 800 tonnes of green hydrogen annually, supporting clean energy adoption across port operations, logistics, and the mobility sector.
Aligned with National Green Hydrogen Mission
In addition, the project aligns closely with India’s National Green Hydrogen Mission, reinforcing the government’s push toward reducing carbon emissions across hard-to-abate sectors. By integrating green hydrogen into port infrastructure, the initiative represents a critical step in decarbonising maritime, transport, and logistics ecosystems.
Ratan Bokadia, Managing Director, Oswal Energies Limited, said that participating in India’s first port-led green hydrogen project is a proud milestone for the company. He added that the contract strongly validates Oswal Energies’ technical expertise, engineering depth, and execution capabilities in advanced hydrogen systems, while reaffirming the company’s commitment to delivering the project to global standards and supporting India’s clean energy transition.
Engineering Milestone for Indian Industry
A company spokesperson noted that the Deendayal Port project represents a significant milestone for Indian engineering firms in the rapidly evolving green hydrogen sector. The spokesperson reiterated Oswal Energies’ focus on delivering world-class EPC solutions while contributing meaningfully to India’s sustainability and decarbonisation goals.
Contract Signing at Gandhidham
The contract was formally signed on 28 January 2026 at Gandhidham, in the presence of Mr. Ratan Bokadia, Managing Director, Oswal Energies Limited; Mr. Kushal Agarwal, Executive Director, Greenzo Energy India Limited; and Mr. Sushil Kumar Singh, Chairman, Deendayal Port Authority.
Ports as Catalysts for Hydrogen Adoption
Highlighting the broader impact, Kushal Agarwal, Executive Director, Greenzo Energy India Limited, stated that ports represent a critical convergence of industry, logistics, and energy consumption. He emphasized that deploying green hydrogen at this scale within a port ecosystem demonstrates how clean hydrogen can be effectively integrated into high-throughput, mission-critical infrastructure, while advancing commercially viable solutions aligned with India’s long-term decarbonisation roadmap.
Strengthening India’s Green Hydrogen Ecosystem
As per the press release, overall, the project reinforces the Oswal–Greenzo JV’s growing role in delivering scalable, indigenous, and future-ready green hydrogen infrastructure. With strong capabilities in hydrogen technologies, renewable integration, and innovation-driven solutions, the JV is well positioned to support India’s transition toward a low-carbon and sustainable energy future, while also addressing global market opportunities.
Every once in a while comes a new idea, a new thought, which fires new thinking and imagination, creating to the contribution of new worlds and/or newer ways of doing.
This book is based on such an innovation process on innovation. Not that innovation is not known. It is. But how to go about it differently, to make the results of innovation accessible to even the lower strata of society. This book is about innovation with humanitarian face. Rooted in deep scientific thinking yet animated by human empathy, this book presents a powerful framework for innovation that is not only technologically advanced but also socially inclusive and environmentally sustainable.
Expectedly, this book is authored by Padma Vibhushan Dr. Raghunath Mashelkar, the doyen of Indian science, maverick innovation thinker who totally revolutionised the R&D process while as Director of NCL and later as Director General of CSIR, which manages 44 R&D labs in India. He is ably supported by his co-author Sushil Borde, President of Anjani Mashelkar Foundation. At CSIR, Dr. Mashelkar had unveiled his vision 2001 the central theme of which is that R&D should result in business and bring in revenues rather than being an activity for its own sake.
Redefining the Purpose of Innovation
This book redefines the purpose and objectives of innovation. The thrust of the book through its 16 chapters is that the fruits of innovation should not be only for the elites or well to do but it should also be accessible in terms of affordability right down to the poor. Then only there can be equitable economic growth in India, where income inequalities are increasing. So abinitio the process of innovation should consider the cost factor. This maverick thinking is propounded in this book abbreviated as MLM – More From Less For More. This can happen only when there is empathy in creation. The book places significant emphasis on the social responsibility of innovation.
In the rapidly evolving world of science, technology, and industry, the quest for innovation that is not only groundbreaking but also inclusive and sustainable is more urgent than ever. The authors address this very challenge in their book.
At its core, the book presents the MLM framework as both a philosophy and a practical guide to contemporary innovation. The acronym itself—“More from Less for More”—encapsulates a three- fold promise: achieving greater outcomes with fewer inputs, and ensuring these benefits reach more people. Mashelkar and Borde argue persuasively that the future of innovation lies not merely in creating new products or processes, but in leveraging technology to improve efficiency, sustainability, and accessibility simultaneously. The central thesis resonates with pressing global imperatives: environmental sustainability, equitable access to healthcare, and the judicious use of natural resources.
At the outset itself the book defines the central idea in innovation:
More from more is only for the Excellence should not be the privilege only for a few.
Less from less is just to cater to the poor, which compromises on quality, could be substandard and thus denies the poor the dignity, aspirations and
Whereas more from less leveraging latest technologies, creativity and efficiency serves for more or for all classes of It is meant for everyone, everywhere based on equitability, profitability and sustainability. Only this mode of doing innovation can enhance prosperity for the largest number of people. For this strategy to succeed, as it is showing to be taking off, attitudinal change is required in innovation and belief in contrarian ways of converting ideas into products and services.
Gandhian Engineering
Dr. Mashelkar credits the MLM idea to be based on Mahatma Gandhi’s philosophy referring to two of his tenets “Every invention of science should be made for the benefit of all” and the second that ‘The earth provides enough to satisfy every man’s need but not every man’s greed!’. Dr Mashelkar expounded this in 2008 in a lecture to the Australian Academy of Technological Sciences and Engineering (ATSE) where he was elected as the first Indian as Foreign Fellow.
Of these tenets of Gandhi, the first, Dr Mashelkar attributes to affordability and the second to sustainability and combining these two as Gandhian Engineering – which is intended to save the world and is India’s gift to the world in the twenty first century.
The book’s proposal of third way of innovating — inclusive innovation — is grounded in what Mashelkar previously framed as Gandhian Engineering: solutions that are affordable, sustainable, high-quality, and accessible to all, especially the underserved.
The MLM Framework: From Philosophy to Practice
The book gets into action mode laying out how to get MLM going. It needs business models to be innovative and transformational for maximising the outreach and efficiency.
Some of the levers needed for the mechanism of business transformation are: Embracing hitech. And this is the very opportune time with many digitalised and other advanced technologies coming together to enable the process. Effective corporate and government policies are needed to catalyse MLM. Internal work processes need to be reengineered. Innovating on product delivery is equally important and so also leveraging shared assets among collaborators.
One of the book’s most compelling insights is that constraints are not barriers, but catalysts. When resources are limited, creativity flourishes. The authors show how reorganizing constraints—rather than lamenting them—can unlock breakthrough innovation. Above all everything depends on conviction and visionary leadership for MLM. There are chapters elaborating on each one of this.
The book says how to get MLM right is based on an ASSURED framework, which is extensively explained in this book. It stands for A – Affordable, S – Scalable, S – Sustainability, U – Universal, R – Rapid, E – Excellent and D – Distinctive.
Real World Examples of MLM
One of the strengths of the book is its rich tapestry of real-world examples. It starts off with the successful story of Reliance Jio’s telecom, how a sunset industry was turned around not as mere telephony but as a diverse platform from knowledge sharing to shopping to movies etc on their handsets.
Another example is of Deepseek from China, which incorporates the sensational Artificial Intelligence making it affordable for everyone. The authors explore innovations ranging from industrial processes and chemical engineering breakthroughs to advances in healthcare, fitness, and even sewage management. For instance, they discuss how cutting-edge technologies can transform traditional manufacturing practices to reduce waste while improving output. Healthcare features prominently, with gripping examples of low- cost diagnostics, advanced imaging, and scalable health technologies that maintain clinical excellence while dramatically reducing costs. The discussion on sustainable urban sanitation solutions replacing manual scavenging with robotics is equally compelling, illustrating that MLM principles can enhance quality of life in areas often neglected by conventional innovation frameworks.
The review underscores that in each case, the inno- vation did not settle for minimal or second-class so- lutions for the poor: instead, it reimagined the entire value chain to deliver excellence at price points previ- ously deemed unthinkable. By meshing narrative with analysis, the authors transform abstract theory into a compelling blueprint for systemic change.
Another remarkable feature of the book is its vision- ary approach to technology adoption. Mashelkar and Borde emphasize the strategic use of emerging tech- nologies, including artificial intelligence, biotechnolo- gy, and advanced materials, to maximize resource effi- ciency. Yet they caution against viewing technology as an end in itself.
Wide Acknowledgement
The book has also struck a chord with India’s industrial and entrepreneurial community. Leading figures such as Mukesh Ambani, Anand Mahindra, Narayana Murthy, Nandan Nilekani, and Dr. Soumya Swaminathan have publicly praised the work, underscoring its relevance across sectors. Their endorsements highlight a key message of the book: MLM is not just a scientific or policy-oriented concept; it is a practical, scalable model that businesses and governments can embrace to drive inclusive growth. The book’s high profile launch itself became a testament to this cross-sector resonance, bringing together stalwarts from industry, academia, and public health, all converging around the shared vision of more efficient, equitable innovation.
Delightfully Readable
The book is delightfully readable, written in simple anecdotal story like narratives enabling quick and easy reading. The writing style deserves special mention. Mashelkar and Borde avoid the dense prose that often characterizes scientific literature. Instead, they employ narrative techniques that make the book accessible and enjoyable. Case studies and anecdotes are used strategically to illustrate key principles, while short, punchy sentences keep the reader engaged. The result is a book that educates as it entertains, making complex ideas like process optimization, cost-effective scalability, and sustainable innovation intuitively understandable. Even readers who may not have a background in science or engineering can appreciate the practical lessons embedded in the text.
Global Significance
The book also delves into the broader implications of MLM for global development. The authors highlight that in an era of climate change, resource constraints, and widening inequalities, innovation must transcend the narrow focus on profit maximization. Instead, it must embrace principles of sustainability, resilience, and social equity. MLM provides a framework for thinking about how scientific and technological advances can generate shared prosperity, not just economic growth for the elite. The emphasis on inclusivity aligns with India’s developmental goals, as well as global agendas such as the United Nations Sustainable Development Goals.
From a strategic perspective, the book is a manifesto for 21st-century innovation. It challenges both individuals and institutions to rethink the way they approach problem-solving, research, and product development. By advocating for efficiency without compromise, scalability without exclusivity, and profitability without inequity, the book presents a holistic vision of progress.
This makes it particularly relevant not only to scientists and technologists but also to policymakers, business leaders, and educators seeking models that integrate economic, social, and environmental outcomes.
Value to Diverse Stakeholders
From the outset, the authors make it clear that MLM is not an abstract ideal but a pragmatic approach that has to be applied successfully across diverse sectors. The book’s practical value lies in its strategic insights for diverse stakeholders:
Businesses: A call to rethink product and service design beyond traditional market segmentation, embedding equity as a competitive advantage.
Governments: A blueprint for crafting innovation policies that incentivize inclusive outputs rather than exclusive technological prestige.
Academia: A foundational text for curricula in innovation studies, public policy, and sustainable development.
Entrepreneurs and Technologists: A challenge and toolkit for building solutions that scale without exacerbating inequality.
The book’s appeal to such a wide readership underscores its ambition: not merely to diagnose contemporary challenges but to offer actionable levers for transforming innovation ecosystems.
Conclusion: Innovation that Serves Humanity
In conclusion, More from Less for More (MLM) Innovations: Holy Grail is an insightful, timely, and inspiring work that combines scientific rigor with a humanistic outlook. Raghunath Mashelkar and Sushil Borde have crafted a book that is both intellectually stimulating and practically valuable. By advocating for innovation that is efficient, sustainable, and inclusive, they provide a blueprint for creating technologies and processes that truly benefit society at large. The Book will be an indispensable resource for anyone interested in understanding how science and technology can drive equitable prosperity.
Accolades on the MLM book
At a glittering function held at the Taj Mahal Palace hotel in Mumbai in Dec ’25 at the book release function, Chief Guest Mukesh Ambani, Chairman and Managing Director of Reliance Industries Ltd, quoted Dr. Mashelkar’s advice to him long back that “Reliance must become a deep-tech company. But it should be different from those in advance countries. The formula he suggested was ‘Extreme Affordability which he called Gandhian Engineering’. And this is what is described in his latest book with his famous mantra: ‘More from Less for More’. Produce MORE using the latest technologies, with LESS natural and financial resources to benefit More and More people is nothing but a philosophy that he has practiced for 30 years”. The book release function was attended by Hon. Minister Chandrakant Patil, captains of industry, leaders of the scientific world and renowned scientists like Padma Vibhushan Prof. MM Sharma, Mr. Nadir Godrej, Harsh Mariwala, Sulajja Motwani and others.
Mukesh said that at Reliance they have taken up his vision. Ambani continued on what Dr. Mashelkar whom he addressed as ‘Doc’ told him: “Technology without compassion is just machinery. Technology with compassion becomes a social movement”. “We implemented his advice in Jio. Jio laid the foundation of Digital India with extreme affordability”. Mukesh also informed that Doc was the first to really bring in the Reliance Innovation Council, where we brought in a lot of Nobel Laureates, global thinkers to motivate us on what local innovation means. This we started in the year 2000. It was his idea. That Reliance Innovation Council, with grassroot capabilities in Reliance, have now spread, and they have become a movement. They are now basically our culture.
Mukesh added, “Now under his guidance, Reliance New Energy is determined to make green and clean energy available in abundance and affordable to every Indian. He has taught all of us to see Reliance not as an industrial company, but as science company and so we have over 100,000 technical professionals in Reliance at the threshold of being a deep innovation, deeptech sci- ence led company”.
Nadir Godrej gave a poetic rendering extolling Dr. Mashelkar and MLM.
Otheraccoladesforthebookhavebeenpouringin:
“This book by my elder brother Dr. Mashelkarji and dear Sunil beautifully resonates with my lifelong efforts for globalizing compassion. More from Less for More is, at its heart, a profound compassionate action- proving how innovation can achieve access equality despite income inequality of the poorest and the most marginalized.” –Kailash Satyarthi, Nobel Peace Laureate, 2014.
“This book is a visionary guide to creating a sustainable, equitable future. By challenging outdated paradigms, it offers a transformative strategy to ensure innovation benefits all, transcending boundaries.” –AnandMahindra, Chairman, Mahindra Group.
Prof. MM Sharma & Dr. Mashelkar
“In an era of rising inequality and resource constraints, this book shows how nations can grow responsibly-serving more people with fewer resources, without compro on quality or ambition. It is an essential reading for anyone committed to building a just, sustainable and prosperous society”.-Narayana Murthy, Co-founder, Infosys.
“Few have done more to champion inclusive innovation than Dr. Mashlekar. In More from Less for more, he and Sushil borde offer an inspiring and practical guide to creating a fu- ture where access and excellence go hand in hand. Both a call to action and a guide, this book is a powerful read with a deep sense of purpose” –Kiran Mazumdar-Shaw, Executive Chairperson and Managing Director, Biocon.
“The future of the world depends on inclusive innovations that work at population scale. This book provides a timely and actionable blueprint on how to achieve that.” –Nandan Nilekani, Co-founder and Chairman, Infosys, and founding Chairman, UIDAI (aadhaar).
“A very timely, useful and effective contribution from Dr. Mashelkar and Sushil. The authors have beautifully captured the imagination on indigenous development, local needs, traditional wisdom, decen- tralization, simplicity, affordability and scalability”. –Sam Pitroda, Former Chairman, Telecom Mission and National Knowledge.
Prof. MM Sharma, Hon. Minister Chandrakant Patil, Mukesh Ambani, Dr. Mashelkar
“At a time of unprecedented technological capabil- ity, widening economic divides and concerns about sustainability, More from less for More offers a com- pelling blueprint for reimagining progress. Dr. R.A. Mashelkar, visionary scientist, institution builder, and amongst our top thinkers, distils decades of experience into a single transformative idea-MLM-not merely as a framework for innovation, but as a moral compass for inclusive growth”. –Kiran Karnik, Author, Columnist and founder President, NASSCOM
“Stories of imaginative leaps that created novel and re-imagined products for everyone jump off the page. These stories will inspire tomorrow’s products, destined to become the new normal.” –Alan Finkel, Australia’s former chief scientist; neuroscientist, engineer, entrepreneur and entrepreneur advisor.
“This book offers an inspiring vision of how cutting-edge technology and innovative thinking can be harnessed to drive true disruption in public health. The book goes beyond philosophy – it provides clear levers and pathways to make affordable, inclusive healthcare a reality.” –Dr Soumya Swaminathan,former chief scientist, World Health Organization.
NadirGodrej’sPoeticRenderingonDrMashelkarandMLM
Dr. Mashelkar, he constantly pioneered a new way, having been born on New Year’s Day.
His early life was rough and tough, but this good student learned his stuff. He started as a chemical engineer, but became a scientific seer.
He has honorary doctorates galore. No other Indian now has more.
Yes, Abdul Kalam earlier led, but recently, Dr. Mashelkar forged ahead. This book is ideal to commemorate his achievements, which are truly great. At UDCT, he got his start.
Professor M.M. Sharma played a major part.
Many brilliant graduates we see building India’s chemical industry.
Dr. Mashelkar helped industry for sure, but he went on to do much more. Promoting industry was indeed a goal.
At Reliance, he played a major role.
He helped me on the Goodridge Aggregate Board, and with innovative R&D, we scored. But a greater contribution is what we see in building our nation’s R&D.
His six-year stint at NCL really worked out very well.
Global clients from many shores constantly thronged their doors. But Indian research truly went far when he headed CSIR.
And Dr. Mashelkar always played a great role in achieving this noble goal. His brilliant reforms of IPR carried India very far.
Traditional knowledge was always prized, but now the IPR is recognized.
Mashelkar pursued this with intellectual rigor, firm conviction, and purposeful vigour.
As he taught in institutions all over the world,
India’s rising scientific brand was unfurled.
Through the Anjani Mashelkar Foundation, he promoted inclusive innovation. They provide whatever help is sought with an extensive network of support. Amazing innovation is what one sees from each of the brilliant awardees.
Many, of course, attempt to try, but their standards are set very high.
High tech for the poor is their aim. Each year, they seem to up their game. Good solutions are applied.
The benefits spread far and wide.
Let us build on his legacy. Pursuing science is the key.
With the help of cutting-edge R&D, a Viksit Bharat is what we’ll see.
And it will be a glorious show. Not only will the economy grow,
the benefits we hope will flow to everyone, both high and low.
For he has shown us the way to a newer and brighter day.
Cairn Oil & Gas, a subsidiary of Vedanta Ltd, has discovered natural gas reserves in the Ambe offshore block in western India. This announcement marks another milestone in the company’s ongoing exploration efforts in shallow waters off the Gujarat coast.
Details of the Discovery
The gas discovery occurred in the Ambe-2A appraisal well, which lies beneath the main gas-bearing zone within the Miocene-Tarkeshwar formation. The company informed the Directorate General of Hydrocarbons (DGH) and the Ministry of Petroleum and Natural Gas about this find, indicating it meets regulatory and reporting standards.
Moreover, the Ambe block (officially CB/OSDSF/AMBE/2021) spans approximately 728.19 square kilometres and was awarded to Cairn during the Discovered Small Field (DSF) bidding round III in September 2022. The company holds 100% participating interest in this block.
Development Plans and Future Work
As per Business World, Cairn is currently evaluating the commercial viability of the discovery and plans to drill two additional wells as part of its ongoing drilling programme. This work will help determine whether a full field development plan can proceed.
In addition, Cairn expects that if developed successfully, this gas find could boost domestic energy output and contribute to India’s energy self-reliance objectives by expanding gas production capacity.
Broader Context and Significance
This natural gas discovery aligns with broader trends in India’s hydrocarbon exploration strategy, particularly focusing on previously discovered small fields that are now being appraised and monetised. Cairn had originally identified the Ambe area decades ago but has only now confirmed new gas potential within the block.
Overall, these developments reinforce Cairn Oil & Gas’s role in helping meet India’s domestic energy needs through strategic exploration and continued investment in offshore assets.
JSW Energy has announced bold plans to enter the nuclear power sector. The company aims to build its first nuclear power plant by 2030, marking a significant shift from its traditional focus on thermal and renewable energy.
Exploring Reactor Technologies
To achieve this goal, JSW Energy is actively evaluating multiple reactor options. Specifically, it is considering large pressurised heavy water reactors (PHWRs) with about 700 MW capacity, as well as 1,000 MW reactors. Additionally, the company is studying small modular reactors (SMRs) to determine the most efficient and cost-effective approach.
Before full-scale construction begins, JSW Energy plans to build a pilot plant. This step will help the team understand the operational challenges and refine execution strategies based on real-world learning.
Site Selection and Strategic Considerations
Site selection is already in progress, although JSW has kept location details confidential. As the company evaluates sites and technology, it will also focus on cost control and schedule adherence to ensure timely completion.
Source Credibility
Midway through its announcement, JSW Energy’s strategy and timeline were confirmed as per The Economic Times, reinforcing that this initiative reflects serious planning in India’s evolving energy landscape.
What Comes Next
Once JSW finalises technology and secures land, it will move into full construction. The company expects nuclear power to eventually complement its existing energy portfolio, helping it balance between baseload reliability and sustainable growth.
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