ROLE OF CIVIL SOCIETES IN DEVELOPMENT # 2: CHILDHOOD FIRST - THE CRY MOVEMENT

Introduction

In 1979, a young airline purser named Rippan Kapur gathered six friends and ₹50 to start something that would outlive him and transform millions of lives. That seed became CRY – Child Rights and You, India’s most trusted movement for children’s rights. What began as a modest act of compassion has grown into a nationwide force, ensuring that children are not just seen as dependents but as citizens with voices, rights, and futures.

The journey since then has been extraordinary. From a handful of volunteers in Mumbai, CRY now works across 20 states with 144 grassroots partners, impacting more than 4.7 million children. It's programs have ensured that 91% of children in CRY project areas are enrolled in school (well above the national average), 96% of children under five are protected from undernourishment, and 88% of adolescent girls are safeguarded from child marriage. These numbers are not just statistics — they are stories of dignity restored, futures reclaimed, and hope renewed.

Today, CRY stands as a reminder that social entrepreneurship is not about unicorn valuations or venture capital—it is about dignity, justice, and the everyday courage to protect childhood. For parents, it is reassurance that a better world is possible for their children. For students, it is inspiration that even ordinary beginnings can spark extraordinary change.

Education – Why It Matters

• National Context: India has 24.7 crore students enrolled across 14.67 lakh schools (UDISE+ 2025–26) covering Grades 1–12.

  • If GER at secondary stage is 71.7%, that means nearly 28.3% of eligible children are not enrolled at this level.

  • Dropout rate of 7% at secondary translates to about 1.7 million children leaving school in a single year.

  • Retention at 51.9% means almost half of children never complete secondary education — a staggering loss of potential.

• Why is it Important: Education is the most powerful tool to break poverty. Every additional year of schooling raises average wages by 8–10%. Countries with higher secondary completion rates consistently show stronger GDP growth and innovation.

• CRY’s Challenge: It’s not just “convincing families.” It’s fighting poverty, gender bias, distance to schools, and lack of infrastructure. Families often ask, “Why send her to school if she’ll end up married?”

• Live Experiences:

• In Madhya Pradesh, CRY mobilized parents and teachers to reopen a defunct government school. Within two years, dropout rates fell by 40%.

• In Bihar, CRY created “bridge schools” for children who had missed years of education due to labour. Many transitioned back into mainstream schooling, proving recovery is possible.

• In Jharkhand, CRY fought for safe transport for girls, reducing absenteeism by 30%.

Focus on the Girl Child

CRY has made the education and protection of girls a central priority, recognizing that empowering girls transforms families, communities, and the nation.

• National Context: India still faces stark gender gaps — nearly 23% of girls are married before 18, and dropout rates for girls spike at secondary level due to household responsibilities, safety concerns, and social norms.

• Impact:

  • Over the past decade, CRY has helped tens of thousands of girls return to school, many after being pulled into farm work, domestic labour, or even trafficking.

  • In project areas, 88% of adolescent girls are safeguarded from child marriage, compared to a national average of 70%.

  • CRY reports that thousands of girls have completed Class 10 in areas where previously most dropped out after primary school.

• Live Experiences:

  • In Rajasthan, CRY intervened to stop multiple child marriages, reinstating girls into classrooms.

  • In Delhi slums, rescued girls from rag‑picking and prostitution were rehabilitated through bridge schools and vocational training.

  • In Madhya Pradesh, CRY mobilized communities to provide safe transport for girls, reducing absenteeism by 30%.

Health & Nutrition – Why It Matters

• National Context: NFHS‑6 (2026) shows 29.3% of children under five are stunted, 5.2% wasted, and only 15.3% receive adequate diets. That means nearly 85% of young children are nutritionally vulnerable.

• Why is it Important: Malnutrition reduces learning capacity, weakens immunity, and perpetuates poverty. A malnourished child is less likely to succeed academically or economically, weakening national productivity.

• CRY’s Challenge: Poverty, superstition, and broken healthcare systems. Families resist new practices, saying, “We’ve always eaten this way.”

• Live Experiences:

• In Odisha’s tribal belt, CRY introduced mother‑child nutrition workshops. Initially resisted, they eventually cut malnutrition cases by half.

• In West Bengal, CRY partnered with anganwadis to ensure hot meals for preschoolers, improving attendance and health.

• In Uttar Pradesh, CRY trained adolescent girls in nutrition, creating peer educators who spread awareness across villages.

Protection – Why It Matters

• National Context: India still has 10.1 million child labourers (ages 5–14) and 23% of girls married before 18 (UNICEF 2025).

• Why is it Important: Child labour and marriage rob children of education, health, and dignity. Protecting them ensures a skilled workforce and stronger social equity.

• CRY’s Challenge: Confronting entrenched traditions and economic pressures. Families often argue, “Marriage protects her; work feeds us.”

• Live Experiences:

• In Rajasthan, CRY stopped the marriage of a 14‑year‑old girl despite fierce resistance. The girl returned to school, inspiring others.

• In Delhi slums, CRY rescued children from rag‑picking and enrolled them in bridge schools.

• In Maharashtra, CRY worked with police to shut down child labour in factories, rehabilitating dozens of children.

Child Participation – Why It Matters

• National Context: India’s NEP 2020 emphasizes student councils and child parliaments. Yet, participation remains tokenistic in many areas.

• Why Important: When children are heard, policies become inclusive. Participation builds democratic values and leadership skills.

• CRY’s Challenge: Adults dismiss children’s voices, saying, “They don’t know better.”

• Live Experiences:

• In Bihar, a children’s parliament demanded toilets in their school. Initially mocked, they persisted until facilities were built.

• In Karnataka, CRY trained children to monitor mid‑day meals, reducing corruption and improving nutrition.

• In Tamil Nadu, children advocated for safer play spaces, leading to municipal investment in parks.

Funding & Expenditure

CRY sustains its work through a mix of individual donations, corporate CSR, and creative campaigns.

• Annual Spend: In FY 2024–25, CRY spent ₹134.5 crore directly on programs (education, health, protection, livelihood).

• Innovative Fundraising: From CRY Greeting Cards in the 1980s to digital campaigns like 'Bachpan Ki Dhun' (music collaborations), CRY constantly reinvents fundraising. It also leverages government schemes — in one Delhi project, a ₹11.9 lakh investment unlocked benefits worth 134 times more through state programs.

People & Volunteers

CRY is powered by a professional team and a vast volunteer network.

• Staff: Includes Regional Directors, program specialists, and advocacy experts.

• Volunteers: Over 10,555 volunteers and 1,264 interns contributed 20.7 lakh hours, reaching 75,000 children in 13 states.

• Partners: Works with 144 grassroots NGOs across 20 states, amplifying reach to 4.7 million children.

Advocacy & Policy Influence

CRY is not just about fieldwork — it is a policy voice.

• National Impact: Played a role in the Right to Education Act (2009).

• Policy Engagement:

  • Member of NITI Aayog’s sub‑committee on Child Rights.

  • Advisory role in the Ministry of Labour and Employment on child labour.

  • Inputs to National Child Protection Policy (2018).

  • Technical support for state child policies in Chhattisgarh, Manipur, Jharkhand.

• Global Recognition: CRY’s research on “Childescents” (15–18 years) was presented at the G20 Summit briefing.

Lessons to be Learnt

• Persistence Matters: Change requires repeated engagement even when communities resist.

• Data + Stories: Statistics convince policymakers, stories inspire communities.

• Community Mobilization: Empowering mothers, children’s parliaments, and local volunteers creates sustainable change.

• Policy + Grassroots: Linking field realities to national policy ensures systemic impact.

• Innovation in Fundraising: Creativity sustains movements — CRY’s campaigns prove that.

Conclusion

CRY’s journey is not a story of easy victories. It is a chronicle of doors slammed shut, traditions challenged, and poverty confronted head‑on. Yet, through persistence, CRY has shown that every child saved from malnutrition, every girl kept in school, every marriage prevented, and every voice amplified is a triumph against indifference.

Education is not just about classrooms — it is about breaking cycles of poverty and preparing India to compete globally. Nutrition is not just about food — it is about giving children the strength to learn, grow, and dream. Protection is not just about laws — it is about courage to stand against exploitation. Participation is not just about councils — it is about teaching democracy at its roots. Together, these pillars form the foundation of a nation that values its children not as dependents, but as citizens.

For parents, CRY is reassurance that a better world is possible for their children. For students, it is inspiration that ordinary beginnings can spark extraordinary change. For society, it is a reminder that social entrepreneurship is not about unicorns or valuations — it is about dignity, justice, and the everyday courage to protect childhood.

The next time we speak of progress, let us remember: a country’s future is written not in its GDP figures, but in the laughter of its children. CRY has proven that when we fight for every child, we fight for the soul of India itself.

#CRYIndia, #ChildRights, #EducationForAll, #GirlChildEmpowerment, #StopChildLabour, #EndChildMarriage, #NutritionMatters, #HealthyChildhoods, #ChildProtection, #ChildParticipation, #GrassrootsChange, #VolunteerForChildren, #PolicyAdvocacy, #SocialEntrepreneurship, #CommunityMobilization, #RightToEducation, #FutureOfIndia, #ChildrenFirst, #NationBuilding, #ImpactStories, #EveryChildCounts, #HopeForChildren

MONDAY MAVERICKS #18 : THE GODREJ LEGACY

 

Introduction: The Godrej Legacy

In the closing years of the 19th century, when India was still under colonial rule, two brothers — Ardeshir and Pirojsha Godrej — planted the seeds of what would become one of the nation’s most trusted names. Born out of integrity and innovation, the Godrej enterprise began not as a grand industrial empire but as a determined experiment: locks that could withstand India’s climate, and later, soaps that respected Indian values.

What set Godrej apart was not merely its products but its philosophy. Ardeshir, who abandoned law rather than compromise on truth, infused his ventures with the same uncompromising honesty. The company’s early contributions — from the leverless lock to the vegetable oil soap — were more than commercial successes; they were statements of self-reliance during the Swadeshi movement.

Over time, Godrej grew into a multi-sector powerhouse, spanning consumer goods, real estate, aerospace, and defense. Yet, at its core, it remained a trustee of values, channeling profits into philanthropy and nation-building. To speak of Godrej is to speak of a legacy where enterprise meets ethics, and where every innovation carries the imprint of a larger purpose.

Parsi Pioneers of Progress - The shared heritage of Godrej and Tata.

At the dawn of modern Indian industry, the Parsi community produced visionaries whose enterprises were inseparable from the nation’s destiny. The Tatas built steel plants, power stations, and institutions of learning, seeing industry as the scaffolding of progress. The Godrejs, meanwhile, turned everyday products into emblems of self‑reliance — locks that secured homes, soaps that respected cultural values, and safes that symbolized trust.

What united them was a philosophy of trusteeship: wealth was not private property but a responsibility to society. Jamsetji Tata’s endowments created universities and research centers; Ardeshir Godrej donated profits to the Tilak Swaraj Fund, aligning commerce with the freedom struggle. Both families demonstrated that entrepreneurship could be a moral act, where innovation and integrity were harnessed to build a nation.

While Tata’s vision stretched toward heavy industry and infrastructure, Godrej’s genius lay in consumer‑centric innovation. Tata Steel and Tata Power became the backbone of India’s industrial economy, while Godrej’s locks, safes, and soaps became part of everyday life, embedding trust and self‑reliance into households. This contrast reveals two complementary paths of nation‑building: one through macro‑scale industry, the other through micro‑scale products that touched millions directly. Both approaches were rooted in the Parsi ethos of trusteeship, where enterprise was inseparable from ethics. Tata endowed universities and research institutions; Godrej built Pirojshanagar, an industrial township that embodied community living. Together, they show how Indian entrepreneurship was not just about profit but about crafting a cultural and civic identity for a nation in transition.

Swadeshi Innovations: Products with Purpose

At a time when imported goods dominated Indian markets, the Godrej brothers chose to innovate with cultural sensitivity and national pride. Their leverless locks became symbols of reliability, outperforming British imports in India’s humid climate. But the true breakthrough came in 1918 with the launch of the world’s first vegetable oil soap — a product that respected Indian values by avoiding animal fat, unlike colonial tallow‑based soaps.

The invention of Godrej’s vegetable oil soap was not an accident — it was a deliberate, planned innovation born out of cultural sensitivity and years of experimentation. Ardeshir Godrej consciously sought to replace animal fat (tallow) in soaps with vegetable oils, aligning with Indian values and the Swadeshi spirit.  Imported soaps in the early 20th century relied on animal fat, which was unacceptable to many Indian households. Ardeshir recognized this gap and saw an opportunity to create a product that respected local values. He spent considerable time experimenting with vegetable oils as a base, determined to prove that a non‑tallow soap could be both effective and commercially viable. After persistent trials, he succeeded in creating the world’s first commercial vegetable oil soap which was launched during the Spanish Flu in 1918. With humility, he named it Godrej No. 2, believing he could still improve it further. Later, Godrej No. 1 became the flagship brand.

This wasn’t just a business decision; it was a Swadeshi statement. By offering a homegrown alternative, Godrej empowered Indian households to participate in the freedom struggle through everyday choices. The soap, branded Godrej No. 1, became more than a commodity — it was a cultural emblem of self‑reliance and dignity.alternative, Godrej empowered Indian households to participate in the freedom struggle through everyday choices. The soap, branded Godrej No. 1, became more than a commodity — it was a cultural emblem of self‑reliance and dignity.

From Safes to Society: Expansion and Impact

After locks and soaps, the Godrej brothers moved into safes and security solutions, earning a reputation for reliability that made their products a staple in banks, businesses, and homes. By mid‑20th century, the group diversified into furniture, appliances, and office equipment, embedding the Godrej name into everyday Indian life.

Yet their vision went beyond products. In 1940s Mumbai, they developed Pirojshanagar in Vikhroli, an industrial township that combined factories with housing, schools, and green spaces. This was not just industrial expansion — it was community building, reflecting their belief that enterprise should uplift society.

In later decades, Godrej ventured into real estate, aerospace collaborations with ISRO, and defense manufacturing, proving their adaptability across generations. Today, the group spans consumer goods, real estate, agriculture, and high‑tech industries, still anchored in the founding values of trust, integrity, and innovation.

Philanthropic Legacy: Trusteeship in Action

The Godrej family believed that enterprise was never just about profit — it was about responsibility to society. Ardeshir Godrej set the tone early by donating profits to the Tilak Swaraj Fund, directly supporting India’s freedom struggle. That spirit of trusteeship continued across generations.

• Godrej Trusts: Today, nearly 15% of the group’s shares are held in trusts that fund education, healthcare, and environmental initiatives.

• Community building: Pirojshanagar in Vikhroli was designed not just as an industrial hub but as a township with housing, schools, and green spaces — a living example of corporate responsibility.

• Environmental stewardship: Long before sustainability became a buzzword, Godrej preserved mangroves in Vikhroli, making it one of Mumbai’s largest green lungs.

• Social impact: From vocational training to rural development, their initiatives reflect a commitment to uplift communities across India.

Founders: The Visionaries

• Ardeshir Godrej (1868–1936): Lawyer turned entrepreneur, he pioneered the leverless lock and the world’s first vegetable oil soap. His refusal to compromise on truth and his donations to the Tilak Swaraj Fund set the ethical foundation of the group.

• Pirojsha Burjorji Godrej (1871–1959): Joined his brother in 1906, expanded into safes, furniture, and industrial ventures. He laid the groundwork for diversification and community building, including the development of Pirojshanagar in Vikhroli.

Second Generation: Building Scale

• Burjor Godrej, Sohrab Godrej, and Naval Godrej: Sons of Pirojsha, they carried forward the business after Ardeshir’s death. They consolidated operations, expanded into appliances and office equipment, and strengthened the group’s industrial base.

Third Generation: Modernisation and Globalisation

• Adi Godrej: Chairman emeritus, he professionalized the group, expanded into consumer goods, real estate, and agro‑products, and positioned Godrej as a global brand.

• Nadir Godrej: Chairman of Godrej Agrovet and Godrej Industries, known for his scientific approach and sustainability initiatives.

• Jamshyd Godrej: Chairman of Godrej & Boyce, he spearheaded diversification into aerospace, defense, and engineering, while championing environmental conservation (notably the Vikhroli mangroves).

• Smita Crishna Godrej: Major shareholder, active in philanthropy and cultural initiatives.

Fourth Generation: The Future Leaders

• Nisaba Godrej: Chairperson of Godrej Consumer Products, driving innovation in FMCG and sustainability.

• Pirojsha Adi Godrej: CEO of Godrej Properties, leading real estate expansion with eco‑friendly projects.

• Tanya Dubash: Chief Brand Officer, shaping Godrej’s identity and consumer connect.

• Nyrika Holkar: Executive Director at Godrej & Boyce, representing the next wave of leadership in engineering and manufacturing.

Legacy of Leadership

Each generation of Godrej leaders has expanded the group’s footprint — from locks and soaps to aerospace and real estate — while preserving the founding values of integrity, innovation, and trusteeship. Their leadership model is unique: a blend of family stewardship and professional management, ensuring continuity and adaptability across eras.

Lessons for Entrepreneurs

The Godrej journey offers timeless insights for those shaping ventures today:

• Integrity as foundation: Ardeshir’s refusal to compromise on truth shows that credibility is the most enduring capital.

• Innovation with purpose: The vegetable oil soap wasn’t just a product — it was a cultural statement. Entrepreneurs must align innovation with societal values.

• Nation‑building mindset: Both Godrej and Tata prove that businesses thrive when they see themselves as architects of progress, not just profit.

• Adaptability across generations: From locks to aerospace, Godrej’s ability to diversify shows the importance of evolving with time while staying true to core values.

• Trusteeship and community: Wealth as responsibility — building townships, preserving mangroves, and funding education — demonstrates how enterprise can uplift society.

Conclusion: The Maverick Spirit

The Godrej story is not just about a family business; it is about values shaping destiny. From Ardeshir’s leverless lock to Nisaba’s sustainability‑driven FMCG leadership, the group has shown that entrepreneurship is most powerful when it fuses integrity, innovation, and nation‑building.

In the pantheon of Indian industrial pioneers, Godrej stands as a Maverick of trust and progress — proving that even the smallest innovations can carry the weight of a nation’s aspirations.

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ROLE OF CIVIL SOCIETES IN DEVELOPMENT # 1: PRATHAM: THE FIRST STEP TOWARDS LEARNING

Ms. Farida Lambay, Founder of Pratham

Mr. Madhav Chavan, Founder of Pratham

Introduction

In a dusty classroom on the outskirts of Mumbai, a child stares at a sentence on the blackboard. The words blur together, letters without meaning. Then a volunteer kneels beside him, guiding finger to syllable, sound to sense. Slowly, the sentence unlocks. That moment — a child discovering the power of reading — is the heartbeat of Pratham Education Foundation.

Founded in 1994 with the simple but radical mission “every child in school and learning well,” Pratham began as a community initiative supported by the Municipal Corporation of Greater Mumbai and UNICEF. It was never about building grand institutions; it was about building bridges — between citizens and classrooms, between policy and practice, between children and the future.

ORIGIN STORY

• Birth of the idea (1993–1995): Conceived in UNICEF’s Mumbai office, Pratham was envisioned as a tripartite partnership between government, corporate leaders, and citizens. The Municipal Commissioner of Mumbai, Sharad Kale, convened a meeting with education officials, UNICEF representatives, and philanthropists. The outcome was the creation of the Pratham Mumbai Education Initiative Trust, officially registered in January 1995.

• Founders: Madhav Chavan (adult literacy pioneer) and Farida Lambay (faculty at Nirmala Niketan College of Social Work) became co‑founders. Industrialist S.P. Godrej was appointed Chairperson, and ICICI’s N. Vaghul later championed Pratham’s scale in the corporate world.

• Early DNA: Pratham’s first programs were community‑based preschools (balwadis) in Mumbai slums, run in temples, offices, and homes. Its frugal, volunteer‑driven model emphasized scale and replicability.

IMPACT

Scale

• Geographic Reach: Pratham operates in 23 states and union territories across India, with international chapters in the US, UK, Germany, Sweden, and Australia.

• Schools in India: Pratham works directly with tens of thousands of schools through remedial learning programs, community balwadis, and government partnerships. Exact state‑wise breakdowns vary annually, but ASER surveys cover nearly every rural district in India.

• Students:

• Primary & Secondary: In 2024–25, Pratham directly engaged 710,000 children through its programs, while government partnerships extended reach to 7.4 million children.

• Gender Split: Girls form a significant proportion of beneficiaries. In the Second Chance program, 28,821 girls and women were enrolled between 2023–25, with pass rates rising to 75%. Boys dominate in remedial literacy camps, but gender parity is steadily improving.

• COVID‑19 Innovation: “Karona: Thodi Masti, Thodi Padhai” (2020) used WhatsApp, Zoom, and phone calls to keep children engaged during lockdowns.

• COVID‑19 Innovation: “Karona: Thodi Masti, Thodi Padhai” (2020) used WhatsApp, Zoom, and phone calls to keep children engaged during lockdowns.

• Global Reach: From a single Mumbai slum initiative, Pratham now influences education policy and practice in 30+ countries worldwide.

• Global Reach: From a single Mumbai slum initiative, Pratham now influences education policy and practice in 30+ countries worldwide.

• International Schools: Through chapters abroad, Pratham connects diaspora communities to support education in India rather than running schools overseas. Its TaRL Africa initiative (with J‑PAL) has reached hundreds of schools in Ghana, Kenya, and Zambia, covering tens of thousands of children.

• Children Covered (Gender‑wise abroad): In TaRL Africa pilots, girls represent nearly half of participants, reflecting the program’s emphasis on equitable access.

Teaching at the Right Level (TaRL)

• Origin: Developed from the 1996 Balsakhi program in Mumbai slums.

• Method: Groups children by learning ability rather than age or grade, focusing on foundational literacy and numeracy.

• Adoption: Implemented by governments across multiple Indian states and replicated internationally (e.g., TaRL Africa with J‑PAL).

• Impact: Millions of children have moved from non‑readers to fluent readers through this model.

Annual Status of Education Report (ASER)

• Launch: Began in 2005.

• Scale: Mobilizes 25,000+ volunteers annually to measure literacy and numeracy in nearly every rural district of India.

• Impact: Shifted national discourse from enrollment to learning outcomes. ASER data is now cited by policymakers, researchers, and international agencies as a benchmark for citizen‑led accountability.

International Awards & Recognition

• Skoll Award for Social Entrepreneurship (2011, USA)

  • Recognition: For Pratham’s Teaching at the Right Level (TaRL) innovation.

  • Impact Validated: Demonstrated scalable classroom reform improving literacy and numeracy.

• BBVA Foundation Frontiers of Knowledge Award (2013, Spain)

  • Recognition: For the Annual Status of Education Report (ASER).

  • Impact Validated: Highlighted Pratham’s role in shifting policy focus from enrollment to learning outcomes.

• Lui Che Woo Prize – Welfare Betterment Category (2018, Hong Kong)

  • Recognition: For Pratham’s contribution to eliminating illiteracy.

  • Impact Validated: Acknowledged Pratham’s reach across India and replication of its models internationally.

Girls in Pratham’s Programs

Second Chance Initiative

• Purpose: Helps girls and women who dropped out of school to re‑enter the system and complete Grade 10.

• Enrollment (2023–2025):

  • Year 1 (2023–24): 11,399 girls and women enrolled; 4,788 passed Grade 10 exams (68% pass rate).

  • Year 2 (2024–25): 17,422 enrolled; pass percentage improved to 75%.

  • Cumulative (2023–25): 28,821 girls and women supported.

Outcomes

• Grade 10 Certification: Thousands of girls now hold certificates enabling higher education, vocational training, and jobs.

• Further Studies: 75% of alumni expressed intent to pursue higher education; 670 enrolled in Grade 11 in 2024–25.

• Vocational Pathways: Alumni trained in tailoring, healthcare, hospitality, and automotive maintenance.

• Digital Literacy: Everyday skills packages include digital and financial literacy.

Wider Reach

• Beyond Second Chance, Pratham’s direct engagement programs reached 710,000 children in 2024–25, with government partnerships extending to 7.4 million children across 17 states.

• Girls form a significant proportion of these beneficiaries, especially in literacy camps and community learning initiatives.

Citizen Role in Pratham

• Who qualifies:

  • Students — college or university students can volunteer in remedial teaching, literacy camps, or ASER surveys.

  • Professionals — teachers, corporate employees, or social workers can mentor, train, or connect Pratham with CSR networks.

  • Community members — parents, retired citizens, or local leaders can host balwadis, mobilize children, or support surveys.

• How to apply:

  • Through the Pratham volunteer registration portal.

  • For ASER surveys, citizens can sign up via Pratham’s ASER Centre website.

  • Corporate professionals can connect through CSR partnerships.

• Duration of engagement:

  • Short‑term: 1–2 weeks for ASER surveys or literacy drives.

  • Medium‑term: 2–3 months for structured teaching fellowships or internships.

  • Long‑term: 6 months or more for sustained involvement in community learning centers or program management.

• Roles available:

• Remedial teachers — help children catch up in reading and arithmetic.

• Survey volunteers — collect data on learning outcomes in villages.

• Mentors — guide children in soft skills, career awareness, or vocational pathways.

• Campaigners— support awareness drives and fundraising.

Civil Society Strengthening Government

• Policy Influence: Pratham’s Annual Status of Education Report (ASER) became the government’s mirror. By revealing that millions of children in Grade 5 could not read Grade 2 texts, ASER forced ministries to shift focus from enrollment to learning outcomes. This directly shaped the Right to Education Act (2009) implementation and subsequent literacy missions.

• Government Partnerships:

  • In 17 states, Pratham’s Teaching at the Right Level (TaRL) model was adopted by state education departments.

  • Programs like Read India were scaled through government schools, reaching 7.4 million children in 2024–25.

  • During COVID‑19, Pratham worked with state governments to deliver digital content via WhatsApp and radio, ensuring continuity of learning.

• Capacity Building: Pratham trained government teachers in remedial pedagogy, helping them identify learning gaps and group children by ability. This strengthened the public system’s ability to deliver foundational literacy.

• Citizen‑Government Bridge: By mobilizing 25,000+ volunteers annually for ASER surveys, Pratham created a feedback loop where citizens themselves held the government accountable for literacy outcomes.

• Gender Focus: Through the Second Chance program, Pratham supported 28,821 girls and women (2023–25) to complete Grade 10, complementing government schemes like Beti Bachao, Beti Padhao.

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THE HINDUJA PLAYBOOK: VISIONARY DIVERSIFICATION AND INSTITUTION BUILDING FOR INDIA’S FUTURE

Background

Entrepreneurship is often described as risk‑taking, but for India’s legacy business families it was something deeper — a visionary streak to build institutions before the nation itself was fully industrialized. The Hinduja family exemplifies this spirit. Starting from modest trading ventures in Mumbai and Iran, they expanded into banking, automotive, energy, healthcare, and media — long before globalization became a buzzword. Their entrepreneurial streak was not about chasing trends; it was about anticipating needs, diversifying boldly, and carrying Indian values into global markets. In doing so, they laid invisible foundations for a progressive, industrialized, and globally connected India.

What set the Hindujas apart was their instinct to diversify early and fearlessly. While many Indian business families stayed confined to one sector, they ventured into automotive with Ashok Leyland, banking with IndusInd Bank, energy with Gulf Oil, and healthcare with P.D. Hinduja Hospital**. Each move was not just opportunistic but strategic — they anticipated India’s growing need for mobility, finance, energy security, and healthcare infrastructure. Their entrepreneurial streaks were marked by:

• Global foresight — setting up operations in Iran and later Europe, decades before globalization became mainstream.

• Risk appetite — entering industries that required heavy capital and long gestation periods, yet building them into national assets.

• Family stewardship — keeping leadership within the family while professionalizing management, ensuring continuity and trust.

• Philanthropic grounding — investing in hospitals, education, and social causes, proving that enterprise and social responsibility can coexist.

In hindsight, whether or not they consciously knew it, these ventures were laying the foundation for a progressive, industrialized India — creating jobs, infrastructure, and credibility for Indian business on the global stage.

Origins of the Hinduja Enterprise

• Cross‑border trade beginnings In 1914, Parmanand Deepchand Hinduja established the family’s first trading venture in Mumbai, later expanding into Iran. At a time when most Indian businesses were confined to local markets, this bold move into international trade demonstrated a rare entrepreneurial foresight. By dealing in commodities, textiles, and traditional goods, the Hindujas positioned themselves as early ambassadors of Indian commerce abroad.

• Risk‑taking spirit Choosing Iran as a base was unconventional and risky — politically volatile, culturally different, and geographically distant. Yet, the Hindujas thrived by adapting to local conditions, building trust with partners, and proving that Indian enterprise could succeed in foreign markets. This willingness to embrace uncertainty became a hallmark of their entrepreneurial streak.

• Family stewardship and values From the very beginning, the business was run as a family enterprise. Decisions were collective, responsibilities shared, and values deeply rooted in Indian traditions of trust and integrity. This stewardship ensured continuity across generations, while also embedding cultural grounding into every venture.

• Adaptability and diversification As India’s economy evolved, the Hindujas shifted from pure trading into industrial ventures. They recognized that India’s future lay in manufacturing, infrastructure, and services — and began laying the groundwork for entry into sectors like automotive, banking, and energy. Their adaptability showed that entrepreneurship is not static; it is about anticipating change and moving ahead of the curve.

• Nation‑building instinct Even in their early ventures, the Hindujas were indirectly contributing to India’s industrial progress. By creating jobs, building networks, and establishing credibility abroad, they were laying invisible foundations for a progressive, industrialized India — long before independence or economic liberalization.

The Hinduja Group’s diversification story is not just narrative — it is backed by concrete timelines, valuations, and growth trajectories across sectors. From Ashok Leyland’s turnaround in the late 1980s to IndusInd Bank’s rise as a top private lender, Gulf Oil’s steady expansion in lubricants, and P.D. Hinduja Hospital’s evolution into a 520‑bed tertiary care institution, each venture reflects measurable growth and institutional impact.

Ashok Leyland

• Acquisition: 1987 — Hindujas acquired ~39% stake from Rover Group for under £30 million.

• Turnaround: Infused ₹100+ crore between 1987–1990, modernized Ennore & Hosur plants.

• Growth: Vehicle production rose from 4,000 (1987) to 40,000 (1995), crossing 100,000 by 2007.

• Current Scale (FY26): Consolidated revenue ~₹2,35,800 crore, PAT ₹19,200 crore, EBITDA margin 16.8%.

IndusInd Bank

• Founded: April 1994, inaugurated by Finance Minister Manmohan Singh. Initial capital: USD 35 million.

• IPO: 1997, raised USD 30 million.

• Merger: 2004 — merged with Ashok Leyland Finance.

• Major Acquisition: Bharat Financial Inclusion Ltd (2019) for ₹15,000 crore, expanding microfinance reach.

• Current Scale (FY25): Revenue ₹56,351 crore, Net income ₹2,575 crore, Assets ₹5.54 lakh crore, Employees ~45,000.

Gulf Oil Lubricants India

• Legacy: Gulf Oil brand >120 years globally; Hinduja entry in India in 1980s.

• Growth: Revenue rose from ₹16,522 crore (FY21) to ₹39,913 crore (FY26); Net income grew from ₹2,001 crore (FY21) to ₹3,509 crore (FY26).

• FY26 Performance: Consolidated revenue ₹4,056 crore, EBITDA ₹510 crore, dividend ₹51/share.

• Market Position: Among top 3 lubricant brands in India, with 85,000+ touchpoints and exports to 25+ countries.

P.D. Hinduja Hospital

• Origins: 1951 — outdoor clinic for refugees; 1953 — National Hospital with 30 beds.

• Expansion: 1986 — 300‑bed tertiary care hospital commissioned with Massachusetts General Hospital collaboration.

• Current Scale (2024–25): ~520 beds across Mahim & Khar campuses, 300+ consultants, 3,600 staff, 50+ specialties.

• Research: Recognized by India’s Department of Scientific & Industrial Research; collaborations with Stanford, NIH, King’s College London.

Hinduja Global Solutions

• Founded: 1990s, expanded into ITES and BPO.

• Scale: Employs 42,000+ across 7 countries; revenues >USD 900 million (FY25).

• Impact: Positioned India as a credible outsourcing hub before the IT boom.

How the Hindujas inculcated entrepreneurship in the family

• Family stewardship: From Parmanand Hinduja (founder, 1914) onwards, business was treated as a collective responsibility. Decisions were shared, values reinforced, and younger members were mentored into leadership roles.

• Global exposure: Successive generations were placed in different geographies (Iran, UK, India, Europe) to learn adaptability and cross‑cultural business skills.

• Value transmission: Trust, integrity, and philanthropy were emphasized as non‑negotiables. Entrepreneurship was framed not just as profit‑making but as service to society.

• Professionalization: While leadership stayed within the family, they consistently hired professional managers, teaching younger Hindujas to balance family oversight with modern corporate governance.

Contribution to India’s growth

• Industrial backbone: Through Ashok Leyland, they powered public transport and defense logistics.

• Financial democratization: With IndusInd Bank, they expanded access to modern banking for SMEs and the middle class.

• Energy resilience: Gulf Oil ensured industrial continuity through lubricants and downstream energy.

• Healthcare infrastructure: P.D. Hinduja Hospital set benchmarks for tertiary care and medical research.

• Knowledge economy: Hinduja Global Solutions positioned India globally in outsourcing and ITES.

• Employment: Across ventures, they employ 200,000+ people in 38 countries, directly contributing to India’s credibility as a global business hub.

Vision for business and India

• Business vision: Diversify boldly into sectors that anticipate future needs — mobility, finance, energy, healthcare, knowledge.

• National vision: Entrepreneurship as nation‑building. Their ventures were designed to strengthen India’s industrial, social, and global standing.

• Global vision: Carry Indian values abroad — integrity, trust, and philanthropy — while embedding India into global supply chains and service networks.

Key lessons for entrepreneurs on diversification

• Timing matters: Diversify when your core business is stable enough to support risk. Hindujas moved from trading to automotive only after building credibility abroad.

• Sector choice: Pick industries that are systemic enablers — transport, finance, energy, healthcare — not just trendy niches.

• Partnerships: Collaborate with global players (e.g., Iveco with Ashok Leyland) to bring expertise and credibility.

• Cultural fit: Respect the ethos of acquired companies; stewardship is as important as capital.

• Long‑term investment: Infuse capital, modernize, and innovate — don’t chase short‑term gains.

• Philanthropy as strategy: Blend profit with purpose; healthcare and education investments build goodwill and resilience.

Universal Hinduja Lessons for Modern Entrepreneurs

• Diversify only when your core business is stable.

• Choose systemic sectors that enable growth for others.

• Blend profit with purpose — philanthropy strengthens resilience.

• Anticipate global trends before they become mainstream.

• Build ventures that outlast generations, not just valuations.

Conclusion: The Hinduja Playbook for Modern Entrepreneurship

The Hinduja family’s journey shows that entrepreneurship is not merely about risk‑taking or chasing trends — it is about visionary diversification, institution‑building, and nation‑building. From Ashok Leyland powering India’s mobility, IndusInd Bank democratizing finance, Gulf Oil strengthening energy resilience, P.D. Hinduja Hospital blending profit with purpose, to Hinduja Global Solutions positioning India in the knowledge economy — each venture was a pillar of India’s industrial and social progress.

Their vision was clear:

• For business: anticipate needs, diversify boldly, and professionalize stewardship.

• For India: build institutions that create jobs, credibility, and infrastructure.

• For the world: carry Indian values abroad while embedding India into global supply chains.

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