These systems act as the invisible backbone of infrastructure projects. They provide the stability, access, and structural support needed for workers to build safely and accurately. Among the companies contributing to this important part of construction is Translite Scaffolding Ltd, which supplies engineered scaffolding and formwork systems for infrastructure and industrial projects across India and international markets.

The Role of Scaffolding in Modern Infrastructure

Large infrastructure projects involve complex structural components such as piers, girders, decks, and elevated platforms. During construction, these elements cannot stand independently. Temporary support structures are required to hold materials, provide access to workers, and maintain alignment while permanent structures take shape.

Scaffolding fulfills these roles. It allows construction teams to work safely at height and provides a stable platform for concrete work, reinforcement installation, inspection, and finishing activities. When properly designed and installed, scaffolding helps ensure that the construction process progresses smoothly and efficiently.

In the past, scaffolding was often assembled using basic components adjusted on site. While this approach worked for smaller projects, modern infrastructure demands greater precision and reliability. Today’s projects require engineered systems that behave predictably under load and can be assembled quickly without compromising safety.

The Shift Toward Engineered Access Systems

As infrastructure projects have become larger and more complex, the construction industry has gradually shifted toward modular scaffolding systems. These systems are manufactured with standardized components that connect through defined nodes and joints. This design reduces uncertainty during assembly and allows scaffolding to be installed with greater consistency.

Translite Scaffolding Ltd. operates within this evolving environment by supplying scaffolding systems designed for modern construction needs. The company manufactures and supplies Cuplock and Ringlock scaffolding systems, along with H Frame and Kwik Stage scaffolding for housing projects and oil and natural gas sector requirements.

These systems allow contractors to choose scaffolding configurations suited to the structural demands of a project rather than relying on one universal approach.

Ringlock Systems and Structural Stability

Among the systems supplied by Translite, Ringlock scaffolding is widely used for infrastructure projects that involve heavy loads and elevated work areas. The system is designed with circular rosette connectors that allow multiple horizontal and diagonal members to connect securely at fixed intervals.

Translite manufactures Ringlock scaffolding using mild steel with standardized dimensions, including a 48.30 mm outer diameter tube and 500 mm ring spacing. This configuration supports balanced load distribution and structural stability during construction. Standardization in these systems helps reduce variations during installation. When components are manufactured to consistent specifications, construction teams can assemble scaffolding with greater confidence that it will perform as expected.

Supporting Construction Speed and Efficiency

Infrastructure projects operate under strict timelines. Multiple teams often work simultaneously across different parts of a construction site. Delays in scaffolding installation can disrupt the workflow of several contractors and slow down project progress.

Modular scaffolding systems help address this challenge. Because components are designed to connect through fixed points, they can be assembled and dismantled more efficiently than loosely configured traditional systems. Once a section of work is completed, the same components can be reused in another area of the project. This reusability allows contractors to maintain steady progress across multiple work fronts while reducing material waste and logistical complexity.

Design and Planning for Complex Structures

Temporary structures must support the weight and geometry of permanent structures during construction. For complex infrastructure elements such as pier caps, U girders, I girders, T girders, and box girders, careful planning is essential. Translite provides design support for scaffolding and formwork systems, including layout planning and load calculations tailored to specific project requirements. By addressing these factors during the planning stage, scaffolding systems can be integrated more effectively into the construction sequence.

Design-led planning also reduces the need for on-site improvisation, which can introduce inefficiencies and safety risks. When systems are engineered to match structural conditions from the beginning, construction teams can focus on execution rather than adjustment.

Maintaining Quality Through Standards

Consistency in scaffolding components is critical for maintaining structural reliability. Variations in material quality or dimensions can create instability when components are connected together. Translite manufactures scaffolding systems in accordance with recognized standards such as ISO 9001:2015, IS 1161, and IS 2062. These standards ensure that components meet defined specifications for material strength and manufacturing accuracy. Standardized fabrication helps ensure that scaffolding behaves as a unified structure once assembled. This consistency improves stability and allows site engineers to rely on predictable performance across multiple projects.

Applications Across India’s Infrastructure Projects

India’s infrastructure development spans a wide range of sectors. Urban metro networks require scaffolding for elevated corridors and station construction. Expressway projects rely on temporary support systems during bridge and pier construction. Industrial facilities require staging platforms for structural assembly and maintenance.

Translite’s scaffolding systems have been used across projects such as metro networks in cities including Delhi, Indore, Patna, and Pune, as well as major highway developments like the Dwarka Expressway and the Ganga Expressway. The company has also contributed scaffolding and formwork systems for industrial facilities and large institutional campuses. In addition, Translite has been associated with the Mumbai–Ahmedabad High-Speed Rail project, which represents one of India’s most ambitious transportation initiatives.

Expanding Beyond Domestic Projects

While infrastructure growth within India continues to expand, the demand for scaffolding systems also extends beyond national borders. Translite supplies scaffolding materials to international markets, including GCC countries such as the United Arab Emirates and Saudi Arabia.

Operating in international markets requires adherence to strict quality and manufacturing standards. This exposure reinforces disciplined fabrication practices and helps ensure consistent performance across projects in different regions. International supply also reflects the broader demand for reliable scaffolding systems capable of supporting complex construction environments.

The Continuing Importance of Temporary Structures

Temporary structures rarely receive public recognition, but their role in construction is essential. Without scaffolding and formwork systems, workers would not have the access and stability required to assemble permanent infrastructure safely. As India continues to build metros, highways, industrial plants, and high-speed rail networks, the importance of engineered scaffolding systems will remain central to project execution. Reliable access systems help ensure that construction progresses safely, efficiently, and with structural accuracy.

Companies such as Translite Scaffolding Ltd. contribute to this process by supplying modular systems, engineering design support, and standardized fabrication. These systems may be dismantled once the project is complete, but during construction they serve as the foundation that allows major infrastructure projects to take shape. In the broader story of India’s development, scaffolding may remain invisible to the public eye. Yet it continues to play a crucial role in supporting the structures that define the nation’s growing infrastructure landscape.

The Gujarat earthquake was not just a disaster. It was a structural failure. Thousands of homes, hospitals, schools and public buildings collapsed because they were not designed to withstand seismic forces. In many places, reinforced concrete behaved like brittle material, crushing occupants instead of protecting them. For a generation of survivors, the earthquake left physical scars, economic losses and psychological trauma that lasted long after the debris was cleared.

The impact went beyond Gujarat. The disaster became a turning point for India’s disaster management ecosystem. It triggered reforms in building codes, emergency response protocols and rehabilitation planning. Institutions were strengthened, technical standards were revised, and disaster risk reduction entered policy conversations more seriously than ever before. Yet, twenty-five years later, the most uncomfortable truth remains: many of the risks exposed in 2001 still exist today.

Nowhere is this more evident than in schools.

During the earthquake, hundreds of school buildings collapsed or were severely damaged. Many were non-engineered structures, built without seismic considerations, even though Gujarat lies in one of India’s most earthquake-prone zones. Classes resumed in temporary shelters, under tin roofs and tarpaulins, while families struggled to rebuild their lives. For children, education was disrupted at a moment when stability mattered most.

In the years that followed, rebuilding schools became a priority. But reconstruction alone was not enough. The disaster highlighted a deeper issue: school safety is not only about buildings, but about preparedness, awareness and systems. A structurally strong school is still unsafe if teachers and students do not know how to respond during an earthquake, if evacuation routes are unclear, or if regular safety drills are absent.

India has more than 1.5 million schools, many located in seismic zones, floodplains, cyclone-prone coasts and landslide-risk areas. Yet disaster preparedness is still unevenly integrated into the education system. While policies exist, implementation often depends on local capacity, funding and awareness. As a result, children remain one of the most vulnerable groups during disasters.

This is where long-term, community-rooted work becomes critical.

In the aftermath of the Gujarat earthquake, SEEDS worked alongside affected communities on recovery and reconstruction efforts, including rebuilding safer schools and promoting disaster-resilient practices. Over time, the organisation expanded its focus beyond response, working on preparedness, school safety audits, teacher training and child-centred disaster risk reduction. The aim was simple but ambitious: to ensure that schools become places of safety, not sites of tragedy, when disasters strike.

The non-profit’s approach recognised that safety cannot be delivered as a one-time intervention. It requires continuous engagement with children, educators, engineers and local authorities. Training teachers to act as first responders, educating students on basic risk awareness, and strengthening school management systems are as important as retrofitting walls or columns. When children understand risk, they also become powerful messengers of safety within their families and communities.

Twenty-five years Gujarat, the relevance of these lessons has only grown. India has witnessed major earthquakes since 2001, from Kashmir to Sikkim, alongside floods, cyclones and heatwaves that increasingly disrupt schooling. Climate change is amplifying existing risks, while rapid urbanisation often prioritises speed over safety. In this context, schools sit at the intersection of risk and responsibility.

School safety must move from being a project-based initiative to a core part of educational planning. This means investing in safer construction, yes, but also embedding disaster preparedness into curricula, teacher training and school governance. It means regular safety drills that are taken seriously, clear accountability for building standards, and inclusive planning that considers children with disabilities.

SEEDS continues to work with governments, schools and communities to strengthen these systems, drawing on lessons from Gujarat and subsequent disasters. But the responsibility cannot rest with any single institution. Protecting children requires collective commitment – from policymakers who set standards, from engineers who design structures, from educators who shape behaviour, and from communities who demand safety as a right.

Twenty-five years ago, the Gujarat earthquake forced India to confront its vulnerability. Today, it offers an opportunity to measure how far we have come – and how far we still need to go. If the legacy of that day is to mean anything, it must be reflected in schools that stand firm, children who know how to respond, and systems that prioritise safety before tragedy strikes.

Commenting on the transaction, Mr Dibyajyoti Pattanaik, Director Annapurna Finacne Private Limited said, “This transaction is more than fundraising—it’s a defining milestone for our institution. In a challenging global and liquidity environment, its size and timing reflect strong confidence in Annapurna’s model and governance. Diversified, long-term global capital strengthens our balance sheet and reinforces our commitment to sustainable financial inclusion, women empowerment and climate resilience in India.”

This transaction builds on the company’s USD 109.5 million syndicated loan facility concluded last year, also led by Standard Chartered Bank, and reflects sustained market confidence in Annapurna Finance’s business model, governance framework, and execution strength.

Annapurna Finance Private Limited (AFPL) is one of India’s leading non-banking financial companies and ranks as the fourth-largest NBFC–MFI in the country, anchored in a strong customer-centric and responsible lending framework, Annapurna combines a wide on-ground distribution network with technology-enabled processes to enhance access, efficiency, and transparency. The institution remains committed to advancing sustainable financial inclusion by expanding formal credit access, strengthening household resilience, and supporting micro-entrepreneurship across its operational footprint.

The premiere will be graced by the Prime Minister of Malaysia, Anwar Ibrahim, along with members of the Cabinet, ambassadors and high commissioners representing several nations. The Malaysian Prime Minister, who has previously viewed the film, returns once again, this time in the presence of an international diplomatic audience, underscoring the growing global resonance of a story rooted in love, sacrifice and human unity.

Malaysia becomes the historic starting point for the film’s first overseas release, ahead of its Valentine’s weekend commercial opening on February 13, 2026 across Malaysia and Indonesia. This milestone marks a defining chapter in the international journey of a film that has steadily evolved into a cultural bridge between nations.

The journey then leads to the premiere in Mumbai on February 18, 2026 at Jio World Drive Mall, where the film will be showcased by the BRICS Media Forum in association with The Times of Russia. This marks the first time a BRICS platform formally presents ‘Taj Mahal: An Eternal Love Story’. The occasion is accompanied by a BRICS cultural ambassadorship being conferred upon producer-director Akbar Khan in recognition of his contribution to cross-cultural storytelling and cultural diplomacy.

The official state visit of Narendra Modi to Malaysia on February 7, 2026 is unrelated to the film and remains a purely diplomatic engagement. However, the close timing of the global premiere of Taj Mahal: An Eternal Love Story devoted to love, peace and shared heritage, followed by a high-level bilateral visit between two friendly nations, creates a striking alignment of events.

This timing reflects the deeper cultural fabric connecting India and Malaysia, two vibrant, democratic, multilingual and multi-religious societies bound by longstanding historical ties and people-to-people relationships.

Speaking ahead of the premiere, Akbar Khan said, “I have always believed that cinema has the power to speak where politics cannot, to remind us of our shared humanity. It is deeply moving that this film begins its international journey from Malaysia, in an atmosphere of friendship, openness and cultural respect. If there is a message in this moment, it is that love and culture can travel across borders far more gently and far more powerfully than anything else.”

The world gala premiere is being attended by the film’s principal cast and international guests, with Kuala Lumpur serving as the springboard for a global rollout that will subsequently extend to Russia, Central Asia, the Middle East, Europe, China, Japan and Turkey, including dubbed versions for key international markets.

In Kuala Lumpur, ‘Taj Mahal: An Eternal Love Story’ does more than open on the red carpet. It opens a new chapter where cinema, culture and destiny meet on common ground.

The program also coincides with the 25th anniversary of the Satpuda Education Group, marking over two decades of contribution to technical education and workforce development.

Addressing the Employment Gap Through Structured Intervention

Each year, India produces more than 70 lakh technical graduates from ITI, Polytechnic, and Engineering institutions. Despite this volume, systemic issues persist:

• Over 80% of candidates lack professionally structured profiles
• Employers face difficulties accessing verified talent
• Educational institutions often operate without digital placement tracking systems

Jobsahi has been designed to address these gaps through a unified, technology-driven employment ecosystem that connects job seekers, recruiters, and institutions on a single verified platform.

Jobsahi: A National Digital Employment Infrastructure

Jobsahi is a next-generation digital employment and placement ecosystem, developed with a mobile-first and Bharat-centric approach. Operated under Satpuda Skilltech Private Limited, the platform is institutionally guided by the Satpuda Education Group and governed by Maharana Pratap Shikshan Samiti.

Guided by its philosophy “Job Aapki Jeb Mein,” Jobsahi focuses on trust, transparency, and verification. It is positioned not merely as a job portal, but as a National Employability Infrastructure capable of supporting structured hiring, digital placement governance, and scalable workforce solutions.

Large-Scale Direct Hiring: Open Mega Campus Drive

As part of this initiative, an Open Mega Campus Drive will be organized on 25 January 2026 at Satpuda Engineering College, Manjhapur, Balaghat. The drive will host more than 100 reputed companies, collectively offering over 8,000 direct employment opportunities.

The drive is open to candidates from ITI, Polytechnic, Engineering, 10th–12th pass, and Graduate backgrounds. Recruitment will be conducted through direct interviews, ensuring no involvement of agents, intermediaries, or misleading online processes.

Participation is open to youth from Balaghat, surrounding districts, and other states across India, with all hiring decisions made directly by participating companies through a transparent, merit-based process.

Digital Enablement and Career Guidance

On 26 January 2026, the initiative will progress with the official launch of the Jobsahi mobile application. The launch will be accompanied by Expert Talks, Industry Interactions, and Career Guidance Sessions, offering insights into evolving job markets, emerging skill requirements, and sustainable career pathways.

The day will also feature cultural and commemorative programs celebrating 25 years of the Satpuda Education Group, acknowledging its educational legacy and long-standing social impact.

Functional Architecture of the Jobsahi Platform

Jobsahi integrates multiple stakeholders through a structured digital framework that includes:

• Job Seeker Mobile App: Free resume creation, job discovery, and alerts
• Recruiter Dashboard: Verified hiring tools, smart filters, and analytics
• Institute Dashboard: Digital placement tracking and reporting
• Admin Panel: Verification, governance, and fraud prevention
• Skill and Content Module: Employability enhancement resources
• Support and Communication Layer: Transparent coordination mechanisms

Institutional Foundation and Educational Legacy

The Satpuda Education Group brings over 26 years of experience in technical education and skill development. The group operates 20+ educational institutions, trains 10,000+ students annually, and has contributed to 50,000+ placements.

Its institutions are recognized by AICTE, RGPV, CBSE, and DGT (NCVT), providing Jobsahi with strong institutional credibility and nationwide reach.

Leadership and Strategic Oversight

Jobsahi is led by Sanjeev Mishra (Co-Founder & CEO), Anshul Jaiswal (Co-Founder & COO), and Nitesh Sadarangani (CTO). Strategic direction and expansion guidance are provided by senior advisors Bhuvan Damahe, Kishor Kumar Bhandari, Vivekanand Tiwari, and Muktanand Gautam (Chief Business Growth & Expansion Advisor).

A Step Toward a Transparent Employment Future

The Balaghat initiative represents a structured effort to strengthen India’s employment ecosystem by combining institutional credibility, industry participation, and digital infrastructure. Through Jobsahi, the initiative aims to create a sustainable, inclusive, and verifiable pathway connecting education to employment at scale.

The evening featured a notable confluence of cinema and philosophy. Yogi Priyavrata Animesh Ji, Founder of the OOJ Foundation, presented legendary actress Sharmila Tagore with “The

Fire” – a volume from the Foundation’s Element Series. The gesture symbolized a “philosophical alignment” between the transformative power of cinema and the elemental forces of nature depicted in Satyajit Ray’s work.

“Cinema is more than entertainment; it is a medium for awakening,” stated Yogi Ji during the panel. This perspective resonates with the OOJ philosophy, which emphasizes the interplay of the five elements (Fire, Water, Earth, Air, and Space) in human experience. The event, supported by Shri Arijit Dutta of Priya Cinema Entertainment and Piyali Films, highlighted film restoration as a “sacred act of stewardship” for future global generations.

They optimize for launches, traction, fundraising cycles, and exits. Their timelines are shaped by pitch decks and market windows. What rarely enters the conversation is durability—whether what’s being built will still matter a decade from now.

Dhawal Laheri operates on a different clock.

For more than twenty years, he has approached business less as a race and more as an engineering problem—focused on building systems that can withstand regulatory shifts, market volatility, and technological change. His work spans sports, digital finance, AI, global networking, and emerging economic models, but the common thread is not diversification. It’s structure.

Rather than asking what will sell next year, Dhawal’s work consistently asks a harder question: What infrastructure will the next generation of global business require?

Thinking Beyond Companies

Where many founders build companies to compete within defined industries, Dhawal has focused on designing the connective tissue between them. 

Identity, payments, participation, data, and trust—these elements increasingly overlap across sectors. Dhawal’s ventures are built around this convergence, forming ecosystems where technology, capital, and human interaction are not siloed but integrated.

People close to his work describe his approach as infrastructure-first. Products and platforms emerge from that foundation, but they are not the end goal. The system is.

“There’s a noticeable difference,” says one observer familiar with his strategy. “Most people build features. Dhawal builds frameworks.”

Why Silence Is Part of the Strategy

In an era where visibility is often mistaken for validation, Dhawal’s preference for operating quietly has been deliberate.

His ventures have typically been bootstrapped, tested across multiple regions, and refined under real operational conditions before being discussed publicly. Regulatory alignment, scalability, and long-term viability are addressed early—often long before market attention arrives.

This restraint reduces exposure to hype cycles and allows decisions to be driven by architecture rather than optics. When platforms emerge from this process, they tend to do so fully formed—less as experiments and more as infrastructure ready for use.

“They don’t feel rushed,” notes one associate. “They feel prepared.”

A Global-First Assumption

Another defining characteristic of Dhawal’s work is a global baseline. Expansion is not treated as a future phase; it’s built into the design.

Across finance, sports engagement, and digital identity, localization, compliance, and cross-border functionality are embedded from the start. This reflects an understanding that future markets will not be separated by geography as much as by the quality of their systems.

As businesses increasingly operate across jurisdictions, the ability to scale without fragmentation becomes a competitive advantage. Dhawal’s work anticipates this reality rather than reacting to it.

Operating Ahead of Market Language

Many of the themes present in Dhawal’s ventures—borderless value movement, AI-assisted participation, tokenized engagement, unified digital identity—have only recently entered mainstream business discourse. In his work, they have been foundational for years.

This timing gap often leaves markets struggling to categorize what’s being built. But that ambiguity is temporary. History suggests that categories emerge after systems are already in place.

“He’s not early to trends,” says one individual familiar with his trajectory. “He’s early to the conditions that make those trends inevitable.”

Influence Without Visibility

Dhawal operates within a highly selective international network spanning investors, policymakers, technologists, and operators across more than 100 countries. Entry into this circle is based less on proximity and more on shared long-term thinking and execution discipline.

Influence here is quiet. It moves through alignment rather than announcement. Ideas circulate, systems integrate, and outcomes surface later—often without obvious attribution.

This low-profile approach reflects a broader philosophy: visibility follows impact, not the other way around.

The Advantage of the Long View

As industries converge and digital infrastructure becomes the backbone of global commerce, the difference between short-term growth and long-term relevance becomes clearer.

Dhawal Laheri’s work sits firmly in the latter category.

What he is engineering may not yet have a single, agreed-upon label. But as global business continues to evolve toward interconnected systems rather than isolated platforms, the value of infrastructure designed with patience—and foresight—becomes difficult to ignore.

Some builders chase markets.

Others prepare for what comes after them.

The long view, it seems, still has its advantages.

Marking a moment of pride for India, Dr. Jain was also invited as a Guest Speaker at this globally significant platform. From the historic stage of Oxford University, he delivered an impactful and thought-provoking address, introducing the global audience to India’s advanced modern homoeopathy and the unique treatment philosophy of Aarogya Super Speciality Modern Homoeopathic Clinic.

In his address, Dr Jain emphasised a holistic understanding of health, presenting it not merely as freedom from disease but as the art of living a meaningful and fulfilling life. He stated:

“I believe life is meant to be lived, not merely endured. The true purpose of medicine is not just to remove illness, but to restore hope and the joy of living.”

His words resonated deeply with international delegates, academicians, healthcare leaders, and members associated with the United Nations, earning widespread appreciation.

Dr. Arpit Chopra Jain currently serves as the Homeopathic Representative for BRICS (Russia) and is the founder of Aarogya Super Speciality Modern Homoeopathic Clinic, based in Indore, India. With over 20 years of clinical experience, he has successfully treated thousands of patients suffering from complex and critical conditions such as cancer, kidney failure, aplastic anemia, coma, and other life-threatening disorders, contributing to a progressive and results-oriented medical approach in modern homeopathy.

Previously, Dr. Jain has received numerous national and international accolades. He has been honored on prestigious platforms in India by Hon’ble Vice President Shri Jagdeep Dhankhar, Union Health Minister Shri J.P. Nadda, and other distinguished dignitaries. His mission is to establish modern homeopathy as a scientifically validated, effective, and human-centric healthcare system on a global scale.

Receiving this honor at a world-renowned institution like Oxford University stands not only as a personal milestone for Dr. Arpit Chopra Jain but also as a proud moment for Indian homeopathy, symbolizing a historic step toward global recognition of India’s medical wisdom and innovation.

In India, the first casualty of a disaster is rarely the home or the harvest, it’s visibility. For millions who live on the frontlines of climate vulnerability, being unseen in data is the first aftershock. It is this invisibility what Akshvi, an initiative by the non-profit Sustainable Environment and Ecological Development Society (SEEDS), seeks to end by giving survivors something they have rarely had, the right to record their own losses.

Every year, India loses billions to climate-linked disasters. Cyclones tear through Odisha, flash floods sweep Uttarakhand, and heatwaves push Delhi to its limits. Yet in official records, these catastrophes are reduced to tidy spreadsheets, numbers stripped of names.

Beneath those columns lies a harsher truth. In India, visibility equals entitlement. Relief funds, compensation, and rehabilitation depend on whether your name appears on a list compiled by a handful of officials. For the poor, women, Dalits, and migrants, their names often do not make it to the list. Data, in this sense – decides who gets help and who does not. That is the quiet revolution Akshvi is trying to spark, shifting disaster data directly into a citizen’s hands.

Akshvi short for Aapda Kshati Vivaran, or ‘description of disaster losses’ is a digital disaster wallet that enables families to document what they lose when calamity strikes. Whether it is a collapsed roof, loss of livestock, or a child’s lost textbooks. Akshvi allows people to report damages through WhatsApp, a simple phone call, or with help from trained community volunteers. Built for low-connectivity environments, Akshvi extends digital governance to those with the least access to technology yet the most to lose when disasters hit.

The concept is deceptively simple but profoundly transformative – to democratise disaster data. Instead of waiting, families can record their losses in real time. In its pilot phase between 2022 and 2023, Akshvi was deployed across five districts in Uttar Pradesh, Assam, and West Bengal, including after Cyclone Dana where more than 2,300 households participated.

Independent validation recorded a 98 percent match between self-reported and field-verified data, demonstrating that communities are fully capable of generating credible and accurate records of their own losses. Recent pilots have also played a critical role in shaping Akshvi into a grounded, responsive system rather than a theoretical design. Across different hazard contexts, from post-cyclone damage in West Bengal to recurring riverine floods in Assam and heavy rainfall-triggered displacement in rural Uttar Pradesh, we tested multiple onboarding flows, volunteer training models, and verification mechanisms.

The results revealed a strong willingness among households to self-report when the process is simple and accessible. It also brought to the fore essential design learnings. For example, the need for multilingual support, simplified question pathways, offline functionality, and clear communication about how data will be used. These insights continue to refine Akshvi’s evolution, not as a static platform, but as a learning system built iteratively alongside the communities it aims to serve. The platform is being built to eventually host 300 million disaster wallets, a scale that could transform India’s disaster management landscape.

For decades, disaster relief in India has been based on assessments. Akshvi flips that equation, letting people document their own losses, economic, physical and emotional, restoring agency and dignity. The mother in Assam who lost her home can upload that detail herself. The farmer in Bundelkhand who lost not just his crop but also an ancestral well can record that too.

It’s not charity. It’s citizenship.

Once aggregated, this data creates a bottom-up ledger of loss that is invaluable for policy, planning, and justice. Officials can identify communities with recurring vulnerabilities. Insurers can design fairer products. Climate negotiators can finally back their claims for compensation with ground truth.

Akshvi arrives at a critical moment. India’s climate emergencies are accelerating. The year 2024 was among the hottest years on record, and floods displaced more than 12 million people. Over 75 per cent of Indian districts are classified as vulnerable to recurring hazards like floods, droughts, landslides, heatwaves, etc. Between 2019 and 2023, India incurred over US$ 56 billion in climate-induced damage.

Yet most loss assessments still rely on outdated, paper-based methods. The focus remains on infrastructure, not livelihoods, even though the informal economy employs nearly 90 per cent of India’s workforce. When a small farmer loses tools or a street vendor’s stock is washed away, those losses rarely make it to any official list.

What is not recorded cannot be compensated.  What is not compensated cannot be rebuilt. In that sense, Akshvi is not just a data innovation; it is a measure of justice.

At a time when climate adaptation budgets are stretched, and relief systems remain slow, India has quietly built one of the world’s most advanced digital infrastructures, from Aadhaar to UPI to CoWIN. Akshvi builds on that same DNA, with a mission to empower people in disaster recovery through digital technology.

Combining India’s technological capacity with its humanitarian tradition, Akshvi reimagines disaster response not as relief from above but as resilience from below, a citizen-led data movement rooted in local truth.

India’s National Disaster Management Plan (2019) and its National Adaptation Communication to the UN both call for systematic tracking of loss and damage. Yet no integrated, ground-up database exists. Akshvi fills that gap with a citizen-driven architecture that complements official systems. Its granular data can strengthen national planning, inform international ‘Loss and Damage’ negotiations, and bolster India’s case for climate adaptation finance. It offers something the world’s largest democracy has long lacked, a credible, verifiable, human-centred account of what disasters truly cost.

Akshvi’s real promise lies not in faster aid but in deeper accountability. Once loss data becomes transparent and verifiable, it is harder for damage to be undercounted or for funds to be diverted.

When scaled, Akshvi would evolve into a national loss registry, linked to relief, insurance, and social protection systems. Imagine a future where a farmer’s self-reported flood loss automatically triggers a micro-insurance payout, or where government aid flows based on real-time verified data instead of weeks-old estimates.

That is the next frontier of disaster management, not just reacting but anticipating. Not just rebuilding, but rebalancing. The result, fewer shocks, faster recovery, and better use of scarce relief funds.

What’s remarkable about Akshvi is where it comes from, not Silicon Valley or Geneva, but India’s floodplains and drought-prone districts. It is an Indian innovation for an Indian reality, complex, diverse, imperfect, but deeply human.

As climate disasters intensify, the politics of loss and compensation is becoming global. Developing countries rightly argue that those who did the least to cause climate change are paying its highest human cost. To claim justice, one must first count the cost.

That’s where Akshvi is a framework that could help India and the Global South build a credible evidence base for climate negotiations. It brings clarity to data, every household ledger becomes testimony to lived climate impact. Akshvi offers a blueprint for climate accountability, scalable and people-first.

It is fitting that India, a nation that digitised payments, vaccinations, and identity at scale, might also digitise the right to be counted after disaster. When the next flood hits, families will not  have to wait to be discovered by surveyors. They will already have a record, a proof, a voice.

Akshvi is not just about numbers or software. It is about who gets seen. It is more than a wallet it is a mirror reflecting the lived realities of climate change, from the ground up. When a woman in Bihar records her flooded field, or a mason in Odisha notes the collapse of his workshop, they are not just entering data they are reclaiming visibility, agency, and dignity.

If India can scale that empowerment, it could rewrite its disaster story, from one of top-down relief to one of shared responsibility and informed resilience. In the years to come, Akshvi will prove that resilience does not begin with a relief package, but with a simple, radical act of being counted.

The five-member delegation included Mr Anup Sanjay Dhotre, Mr Putta Mahesh Kumar, Mr Sirgapoor Niranjan Reddy, Mr Gowaal Kagada Padavi, and Ms Priya Saroj, the youngest MP in India at just 26. Representatives from UN Women and the Royal Norwegian Embassy in New Delhi were also present, underscoring the significance of the bilateral engagement.

Showcasing Arctic Excellence in Healthcare Innovation

Prof. Agarwal offered the delegation an in-depth look at the medtech ecosystem thriving at UiT, one of the world’s northernmost universities. Her presentation centred on Spermotile, the groundbreaking fertility-tech device she founded, which uses AI-driven motion analytics and microfluidic engineering to enhance sperm selection during IVF/ICSI.

The technology, already recognised internationally for its clinical promise, captured the attention of the Indian MPs, who emphasised its potential to strengthen India’s booming assisted-reproduction sector.

From India and Singapore to the Arctic Circle: A Global Innovation Journey

The delegation also learned about Prof. Agarwal’s academic and scientific trajectory—from earning the prestigious Gold Medal at IIT (ISM) Dhanbad to completing her PhD at the National University of Singapore and pursuing a postdoctoral fellowship at the Singapore-MIT Alliance. These experiences, she shared, shaped her approach to translational research, leadership, and cross-cultural collaboration.

Now a leading innovation figure in northern Norway, she has secured more than €23 million in research funding and built a 20-member interdisciplinary research group focused on AI diagnostics, advanced optical imaging, and sustainable health technologies.

Strengthening India–Norway Research Partnerships

The visit formed an important step in deepening Indo-Norwegian cooperation in health innovation, education, gender equity, and sustainable development. The MPs engaged in discussions about potential collaborations between Indian institutions and UiT, particularly in medtech research and innovation-led student mobility.

Prof. Agarwal’s work, both as a scientist and entrepreneur, served as a compelling example of how international academic pathways can fuel breakthrough research with far-reaching societal impact.

As India continues to prioritize digital health, fertility science, and technology-led governance, exchanges like this are expected to accelerate joint innovation efforts. The Tromsø programme highlighted not only Norway’s strengths in human-centric innovation but also India’s growing interest in Arctic research and technological collaboration.

Born on 19 April 1987 in Chilakaluripet, Andhra Pradesh, Rao began his journey with modest roots and an ambition to create meaningful global impact. His academic achievements, including an LLB from Glocal University, equipped him with the knowledge of compliance, governance, and international regulatory frameworks that today shape his consultancy’s services.

Expanding Global Horizons Through Strategic Consulting

Headquartered in Dubai, BNR Management Consultancy FZCO has grown into a well-regarded advisory firm offering comprehensive business solutions. The consultancy specializes in:

• Corporate structuring and offshore/onshore company formation
• International business expansion
• Market entry strategy and global positioning
• Regulatory compliance, governance, and legal advisory
• Strategic investment and cross-border business development

Under Rao’s leadership, the firm has overseen projects and partnerships across the UAE, India, Africa, and Europe, supporting diverse industries including hospitality, real estate, import–export, and corporate services.

“Our mission is to help businesses operate globally with confidence and sustainable vision,” Rao said. “The right strategic approach can transform companies into global contenders.”

A Trusted Name in Corporate Strategy

With a reputation built on precision, transparency, and relationship-driven advisory, Rao has become a respected name in the UAE’s competitive business environment. His ability to simplify complex international business frameworks has attracted entrepreneurs and organizations seeking clarity, efficiency, and long-term growth.

Industry peers note his growing influence as a strategist capable of aligning business structures with global opportunities.

Grounded Values, Global Impact

Despite his international footprint, Rao remains closely connected to his early life values. Raised by his parents Hari Babu, a farmer, and Poornavathi, a homemaker, he credits his discipline and resilience to his upbringing in Andhra Pradesh.

Rao is married to Madhuri Latha, and together they have two sons, Charvik and Tathvik. He currently resides in the UAE, where he continues to expand the global reach of BNR Management Consultancy FZCO.

About BNR Management Consultancy FZCO

BNR Management Consultancy FZCO is a Dubai-based corporate advisory firm specializing in global business consulting, corporate structuring, compliance, and market expansion. The firm provides tailored solutions for clients across the Middle East, Asia, Europe, and Africa, supporting strategic growth and international market entry.

Written with a light, conversational tone, the book gives readers a glimpse into moments of trial, discovery, and laughter that shaped Jahaan’s journey in the food and beverage industry. From finding creativity in failure to laughing through challenges, “The CEO from Last Bench” reflects the quirks and chaos behind building something meaningful in India’s ever-evolving business world.

Through this book, Jahaan Khurana also draws parallels from his entrepreneurial ventures — from Roti Aur Boti and Six Pack Momos to The Rolling Plate, each brand representing a phase of his growth. His upcoming brand, Fat Boy Burger, finds a mention as the next chapter of his journey — a promise of what’s yet to come.

“The CEO from Last Bench” stands out not as a business manual but as a heartfelt reflection told with warmth, humour, and relatability. It reminds readers that no dream is too small, no start too ordinary, and no setback too final.