Category Archives: Business & Economy

Khadi as symbol of Swaraj

Thoughts from the Diary of a Gandhian

On the occasion of 147th birth anniversary of Mahatma Gandhi, here we publish an article titled ‘Khadi as Symbol of Swaraj: Thoughts from the Diary of a Gandhian’ by T. R. Dwarakanath of Srirampura 2nd Stage, Mysuru, highlighting how Khadi had shot to importance and was a means of livelihood in the run-up to freedom, from the diary notes of this correspondent’s father late T. K. Ramakrishna

T. R. Dwarakanath & Late T. K. Ramakrishna
T. R. Dwarakanath & Late T. K. Ramakrishna

by T. R. Dwarakanath

In the second and final article as a sequel to ‘Badanavalu Movement: A Nostalgic Perspective’ (SOM dated May 17, 2015), I wish to share with the esteemed readers some of the thoughts captured as diary notes in 1946 by my father late T. K. Ramakrishna, who was the Manager of Badanavalu Spinning Circle between 1957-61. The 70-year-old manuscript (see photo) throws light on the connotations attached to khadi as symbol of Swaraj that Gandhiji championed in the run up to freedom. It also gives a kaleidoscopic view of life and times in a world that was grappling with the fallout of the Second World War.

The central role of khadi in the lives of people just before independence is indeed noteworthy. To quote from Nehru’s An Autobiography (pp. 61, Allied Publications) “… (The British) Government had decided to crush the movement. Hand-spinning on the charaka was then spreading among the peasantry at the instance of the Congress. A charaka therefore became the symbol of sedition and its owner got into trouble, the charaka itself being often burnt….” It is commemorative and significant that we are revisiting sustainable means of livelihood through the Badanavalu movement spearheaded by Prasanna and other social activists. The English translation of the article follows:

Khadi for forty crore people: Late T. K. Ramakrishna Circa 1946

About forty crore people live in our motherland ‘Bharata Bhoomi.’ Many of them have been haunted by the question, “Is it possible to provide khadi for all the forty crore people of our country?” Despite the many mills in existence in the country, the textile production capacity does not fulfill the needs of our people and such being the situation, the obvious question in the mind of common man is whether mere hand-spinning and hand- weaving is able to cater to the demand. Further, it is natural to ask: What is khadi’s relevance and stature in the present world? What are its basic principles? We should examine these aspects in the right perspective one by one.

Before World War II, it was estimated that the quantity of cloth produced per person in the country was just about twenty yards and apart from domestic production, clothes worth sixty crore rupees were supplied from outside. How do we bridge the deficit by spinning charaka and weaving in handlooms and be self-reliant with it was food for thought. In the year 1940, prior to World War II, there were one crore handlooms in the country. As a consequence of the war, many mills stopped producing textiles for the common man for over five years. Indeed, clothes to fulfill needs of military personnel gained precedence and were produced abundantly.

Further, in the wartime years of 1940-42, the number of handlooms also reduced for the reason that the cost of clothes had escalated significantly and the supply of yarn coming out of mills decreased somewhat. Additionally, market conditions were exploited by unscrupulous businessmen to their advantage by hoarding yarn to create scarcity that had a cascading effect on the prices of essential clothes. People experienced immense difficulties without actually being aware of the ill effects of war.

The situation eased a bit with the intervention of the government. Over a few years later the number of handlooms gradually increased to about 1.5 crores, partially also due to decrease in industrial textile mills resulting in an overall increase in handwoven cloth. Even so its progress was diminished as it became difficult to source sufficient yarn. The prices of clothes continued to remain high. This made us think how to improve the helpless situation in the post-war years.

When Sabaramati Ashram was opened by Gandhiji in 1918, yarn was used to be bought locally and khadi clothes were produced in the ashram although the difficulty in getting yarn locally quite persisted due to invasion from vested interests. Knowing fully well of this circumstance the only option then was to get hanji (sliver) from the mills and spin yarn with charaka by hand. Realising the danger in excessive dependence on mill owners Gandhiji got even the hanji done in the ashram itself. As an offshoot of all these turn of events, the Akhila Bharata Charaka Sangha came into existence with its initial capital of forty lakhs.

Over the years, Akhila Bharata Charaka Sanghas provided employment opportunities to about 4.5 crore people in about fifty thousand villages across the country. Wages to the extent of seven crore rupees were distributed. There is not a single cooperative institution in the world that provided employment at such a scale. We need to encourage such institutions in India as our country is not as economically strong as England. We have to provide more employment with least capital investment. Unlike America, we are a country with large human capital and therefore our dependence on machines could be minimal. In the circumstances as ours, unemployment due to mechanisation of textile production is dangerous for it robs of an opportunity to keep people employed and help sustainable living with other essential things.

Our country’s total requirement of cloth is about 800 crore yards. It is not difficult for a weaver to weave 800 yards a year. This translates to a requirement of one crore handloom weavers to fulfill the country’s needs. Now we do have as much handlooms but there is still a need to increase them. Secondly, around 55 lakh bales of cotton is required to produce as much cloth. India’s production volume of cotton currently is about 60 lakh bales. Therefore, we are self-sufficient with respect to cotton production.

Let us examine how we are positioned in spinning. For the targeted quantity of cloth, about 3,200 crore spun yarn is required. At about two hours a hank to spin a total of 6,400 crore hours would be required in a year. That amounts to about 20 crore man hours a day. Therefore, theoretically it is just sufficient if everyone in the country commits to spin for half-an-hour. Assuming that out of the whole population of about 40 crores, there are 11 crore farmers and about five crore people are involved in other forms of employment. Farmers typically have no agricultural activity for about three months a year. Should they all be able to contribute to spinning at two hours per day, the nation already gets about 22 crore man hours of spinning effort.

Further, realistically assuming that of the remaining population, about half of them contribute to spinning at one hour per day we would end up having an additional effort of 12 crore man hours. Going by an extra margin to about 32 crore man hours a day instead of twenty crore, we are still comfortably placed with 44 crore man hours to produce the desired quantity of cloth and by doing so khadi can be supplied to whole of India. By spinning for about half-an-hour a day and making clothes ourselves, we would save at least Rs. 20 from what would have otherwise been expended.

During the pre-war period, China was importing cloth from Japan that has stopped now. Due to scarcity of cloth, China is following the Indian model. In fact, it is interesting to note that the Chinese have named their looms the Gandhi Loom. “Khadi is not a symbol of slavery but a symbol of Swaraj,” the truth that Gandhiji spelled should be understood well by people. In order to maintain peace and harmony in our country we must be self-sufficient in all respects. The present ad hoc government is moving in this direction. As an example, let us consider the Madras province khadi industry that has been setup in twenty five hoblis (village clusters) at a cost of three crores. In a year or two, most textile mills will be out of business or there’s a chance that people will themselves reject machine-produced cloth. This is what will lead to Village Republic as Gandhiji has propounded. Our government should achieve all these objectives in totality.

2nd October 1946 Bapu’s 78th Birthday

[T. R. Dwarakanath can be contacted on Mob: 9448363395]

source: http://www.starofmysore.com / Star of Mysore / Home> Feature Articles / Friday – October 02nd, 2015

Kairus F. Irani passes away

Kairus F. Irani
Kairus F. Irani

Mysuru :

Kairus F. Irani (52), youngest son of late F.K. Irani, founder of Ideal Jawa factory in city, who was residing at ‘EFKAYS,’ Karanji Lake Road, near Vasanth Mahal in Nazarbad, passed away following brief illness at Vikram Hospital here this morning. He was a bachelor.

A member of Mysore Race Club (MRC), Kairus leaves behind his sister Morvarid, brother Raian F. Irani and a host of relatives and friends. Kairus was admitted to Vikram Hospital on Tuesday where he passed away early this morning.

Last rites will be performed at the Parsi Burial Grounds, opposite Ganapathy Sachchidananda Ashram on Nanjangud Road here at 4 pm today, according to family sources.

A large number of people including MRC members and ex-employees of Ideal Jawa paid their last respects.

source: http://www.starofmysore.com / Star of Mysore / Home> General News / October 01st, 2015

Post Offices to go paperless

Core System Integration (CSI) pilot project to be launched at 70 POs in Mysuru Division tomorrow

The staff of Central Post Office in Nehru Circle in city are seen upgrading for the CSI project to be launched in Mysuru Division tomorrow
The staff of Central Post Office in Nehru Circle in city are seen upgrading for the CSI project to be launched in Mysuru Division tomorrow

Mysuru :

The Department of Posts (DoP), in its attempt to integrate all solutions implemented under the IT Modernisation Project across different channels, levels and locations, is all set to implement the Core System Integration (CSI), a pilot project, in Mysuru Division tomorrow — the first in the country.

A special software has been created by Tata Consultancy Services (TCS) for this project.

The objectives of CSI are: To lay down a robust IT infrastructure; Implement software applications for various business areas of the department like Mail Operations, HR, etc. and to provide IT-enabled services to the rural community among others.

It is envisaged that CSI will be responsible for overall integration of the solution and thus accountable for successful implementation of India Post-2012 project across channels, across various levels and locations, and for all business operations and supporting functions of DoP.

In addition to the overall responsibility as mentioned above, the CSI will have direct delivery responsibility for mail and logistics operations, enterprise wide human resources and payroll, finance and accounts, and customer interaction management services.

The CSI shall ensure that the components that are delivered to the end-users are seamlessly integrated onto a common front-end and are successfully deployed onto the client hardware. The pilot project will be implemented in all 40 Post Offices in the city and 30 in Mysuru Division.

Meanwhile, Senior Post Master of Mysuru HPO H.S. Hunagund, speaking to SOM this morning, said that in view of the implementation of the project tomorrow, all the Post Offices in the city remained closed today to upgrade to the new system.

With the launching of CSI, the customers will get good and speedy service, he said and added that almost all services of the Postal Department would go online from tomorrow.

source: http://www.starofmysore.com / Star of Mysore / Home> General News / Wednesday – September 30th, 2015

Belagavi foundry cluster bags one more UNIDO project

Belagavi :

One more project has been sanctioned to the Belagavi Foundry Cluster (BFC) on behalf of United Nations Industrial Development Organization (UNIDO) and Bureau of Energy Efficiency (BEE) in the union power ministry.

Project is about promoting energy efficiency and renewable energy in energy intensive foundry units in Belagavi. Project aims at implementing energy efficiency practices and technologies, besides providing renewable energy options to help achieve higher energy performance to foundry industries.

In this regard, team from UNIDO will be visiting BFC on Friday. The team lead by Ayumi Fujino, representative of UNIDO and regional director for South Asia.

source: http://www.timesofindia.indiatimes.com / The Times of India / News Home> City> Bengaluru / by Ravindra Uppar, TNN / September 24th, 2015

Cultivation of red cabbage turns lucrative

Hubballi :

Streetside Chinese snack makers would struggle to find red cabbage, which is not grown in the district, and the cost of the leaf flower is high, too, because it would be imported from neighbouring districts and states.

To cover this deficit, local farmers are beginning to grow red cabbage, having discovered that it is lucrative. There are other such crops, too, which are attractively priced. Snack stalls use red cabbage extensively to garnish Chinese dishes like gobi manchurian, noodles and salads, and in its absence, looked for alternatives.

Anitha Golappanavar, a resident of Managundi of Dharwad, has taken up cultivation of this infrequently grown vegetable, with technical aid from the horticulture department. “I studied the marketing strategy of red cabbage and learnt the mechanisms of growing it with their assistance. It can be easily grown as we grow common cabbage in the Dharwad climate,” she said.

She added that it has limited marketing network, so she found a way to market it online, because it has a good market in Mumbai, Mangaluru and Delhi. “I was inspired by a documentary on a private TV channel and got information on the internet. It’s an experiment in our land; my husband is also an employee of the horticulture department, and technically supported me to grow it with drip irrigation. The seeds were brought from Mysuru.”

Arun, food manager at Denissons Hotel, said red cabbage is used for garnishing salads and snacks, and is costlier than the regular green-white cabbage. “We used to bring them from Bengaluru, Belagavi and other parts of the state. If it’s available in the local market, it is helpful for us, especially street vendors,” he said.

Saralamma, senior assistant director of the horticulture department, said details of the grower and supplier, contractor and user of the flower are easily available on websites. The crop could a get good a price in the market and the climate of the district is suitable for growing it, too.

source: http://www.timesofindia.indiatime.com / The Times of India / News Home> City> Hubballi / TNN, September 07th, 2015

Nominated as Advisory Panel Member of Finance Ministry

NarasimhmurthyBF15sept2015

Mysuru :

The Ministry of Finance, Department of Economic Affairs (Currency and Coinage Division), New Delhi, has nominated Star of Mysore columnist Prof. A.V. Narasimha Murthy (AVN), former Head, Department of Ancient History and Archaeology, University of Mysore, as a member of its newly-constituted Advisory Committee.

The Committee will advise the government on various matters including the shape, size, weight, metal, face value of the money, cost of production of the coins, etc.

Prof. AVN is an expert in ancient Indian coinage and has written many books on the subject. He was the Chairman of the Numismatic Society of India (Varanasi) and General Secretary of South Indian Numismatic Society (Chennai) and has been honoured with many awards for his contribution to Indian coinage.

Currently the Chairman of BVB, Mysuru, Prof. AVN was recently honoured with the title Karnataka Puratatva Ratna by Chief Minister Siddharamaiah.

source: http://www.starofmysore.com / Star of Mysore / Home> General News / Tuesday – September 15th, 2015

Strategic crude oil caverns await their day in the sun

CrudeOilBF14sept2015

Mangaluru, the only port city in Karnataka, is already in the world map for its educational institutions, medical colleges, birthplaces of five banks (including four nationalised banks), the only refinery in Karnataka, and for the lone urea manufacturing facility in Karnataka — among many other firsts.

Now, as the work on the underground rock caverns for strategic storage of oil is almost complete, coastal districts Dakshina Kannada and Udupi are in the news again.

While oil major Royal Dutch Shell is said to be in talks to lease India’s new strategic oil caverns at Permude (near Mangaluru in Dakshina Kannada district) and Padur (in Udupi district), the authority concerned — Indian Strategic Petroleum Reserves (ISPRL), a wholly owned subsidiary under Oil Industry Development Board (OIDB) of the Union Ministry of Petroleum — is taking all steps to speed up the work on both the projects to meet the December 2015 deadline.

In fact, out of the three underground rock caverns in India, one is in Visakhapatnam (9.75 million barrels capacity, which is ready for commissioning), while the other two are in Permude (11 million barrels) and Padur (16.12 million barrels). In all, 36.87 million barrels of crude (five million tonnes). The three facilities will be able to store crude for 12 days in case of emergency.

As on date, if all refineries in India are put together, they will be able to store crude oil for only three days of consumption. Hence, when the three facilities are commissioned, India will be able to store crude for 15 days of consumption, much less compared with developed nations which store crude oil for up to 90 days of consumption in their underground caverns.

At both the sites, underground work is almost over. What remains are electrification and laying of pipelines. Awaiting completion are pipeline work extending to nearly 4 km (of the 12 km) from shore to Permude, and 34 km (of the total 36 km) from Permude to Padur. The existing, 17-km-long  pipeline from mid-sea mooring system to seashore, presently being used by Mangalore Refineries and Petrochemicals (MRPL), will be used for shipment of crude oil to ISPRL caverns as well.

The beginning

It may be recalled that the government of India proposed to construct the underground cavern storage at Mangaluru based on the detailed feasibility report prepared by Engineers India (EIL) along with Geostock Engineers, France. SKE&C, part of the $138.7-billion South Korean SK Group, with vast experience in the construction of such caverns, tied up with Karam Chand Thapar (KCT) for the execution of the project worth Rs 403.5 crore.

In case of Padur, there are two underground rock cavern divisions, each with 8.6 million barrel capacity worth Rs 375 crore each. While one is being constructed by SKE&C-KCT, the other is being constructed by Hindustan Construction Company (HCC). Work on both cavern divisions is complete and has been sealed a few months ago.

While the work on the underground rock cavern in Mangaluru began in April 2009, the work on the Padur caverns began in May 2010.

tnam, Mangaluru, and Padur are Rs 1,178.35 crore, Rs 1,227 crore and Rs 1,693 crore respectively, and the total cost of all three projects is Rs 4,098.35 crore.

The compensation bug

When contacted, Karnataka Industrial Area Development Board (KIADB) Special Land Acquisition Officer Dase Gowda said that nearly 1,250 notices have been issued to provide compensation for owners of the land through which the 48-km-long pipelines would pass through.

Though 1,250 notices have been issued, the affected persons/families are only 600 (400 in DK from 17 villages, and 200 in Udupi from seven villages) as notices have been issued to all the persons whose name appears on RTC (rights, tenancy, and crop inspection) documents in the proposed land through which the pipeline passes. Interestingly, only 40 persons/families have availed the compensation in DK and 12 persons/families in Udupi district so far, amounting to Rs 55 lakh (out of the Rs 2.5 crore released in the first phase).

“While many could not claim compensation due to lack of documents, improper documents, or lack of documents on inheritance, others want more compensation,” Gowda said. He claimed that the compensation provided in the case of ISPRL pipeline is 10-fold of what is usually paid in such cases. This was done to expedite the pipeline work, he said.

“Under Right of Use (RoU), landowners are free to grow any crop, including paddy, ragi, vegetables, or do any other activity except construct permanent structures (homes) and plant saplings which could grow into huge trees. Though only 10 per cent of market value is given as compensation for RoU, it has been now raised 10-fold. Despite this, many are not coming forward, perhaps due to misguidance by a few leaders,” he rued.

To another query, Gowda said that if the persons concerned fail to accept the compensation, the only other option was to deposit the amount in court as it is a national project. Owners can move court whenever they want settlement, he said.

When contacted over phone, ISPRL Chief Executive Officer Rajan K Pillai said the special purpose vehicle (SPV) is trying its best to complete the project by December 2015. When pointed out that as on date, hardly 10 per cent of persons/families have availed the compensation and work on the pipeline could be started only after that, he said he is trying his best. “We have given the deadline to the contractor and we hope to complete the project by December 2015,” he said. Sources in the district administration, however, said that the completion of the pipeline may be delayed by a few more months, though nothing is impossible.

Once all the work is completed, attention would turn to filling up these three caverns with 36.87 million barrels of crude oil. By some estimates, it will cost more than Rs 25,000 crore. Considering the fact that oil prices are ruling low at present, the speedy completion of the project and quick purchase of crude oil would save a tidy sum for the exchequer.

source: http://www.deccanherald.com / Deccan Herald / Home> Supplements> Economy & Business / by Ronald Anil Fernandes / DHNS – September 14th, 2015

The successful book store you haven’t heard of

It’s not all bad news for those who love to browse through aisles of books

Sapna Book House, Gandhinagar, is a gateway to 1980s’ Bangalore. Photo: Hemant Mishra/Mint
Sapna Book House, Gandhinagar, is a gateway to 1980s’ Bangalore. Photo: Hemant Mishra/Mint

In the Mumbai of the late 1950s-early 1960s, a Gujarati porter worked at the Victoria Terminus railway station for almost a decade. He quit to marry and moved to Bengaluru to work as a peon at a pocket book distribution company. Over the years he rose through the ranks and was made store manager when the company set up shop in Chennai in the mid-1960s. By this time he was entrenched in the book trade and interacting directly with distributors. In 1967, encouraged by his wife, he broke away and started selling books out of a small paan shop in Gandhinagar, Bengaluru. That was his entry into the book-store business.

Nijesh Shah, who is narrating this tale about his grandparents, says their dream was always to educate the next generation because they were not educated. The book store was named Sapna for that dream and because they once ate an amazing meal after a particularly tiring day at a Chennai restaurant called Swapna.

Long before Barnes and Noble realized it would have to sell more than just books, Sapna Book House—now India’s biggest book chain by revenue and space—had started stocking everything under the sun. Alongside books of course.

At its 40,000 sq. ft store in Gandhinagar, the gateway to 1980s’ Bangalore, the National Film Development Corporation of India’s Cinemas of India DVDs jostle with party supplies, water bottles, plastic globes, Kannada music, Learn to Speak a language DVDs, Philips headphones, shiny clutches, photo frames, ugly vases, torches, stationery, baby products, chocolate, textbooks for every possible exam, idols and anything else you can think of (they recently stopped selling cosmetic jewellery).

New releases from John Green, Amitav Ghosh, Harper Lee, Alex Rutherford, Anuja Chauhan and Ravinder Singh are all in attendance. They have Avirook Sen’s Aarushi, Raghu Karnad’s Farthest Field and The Complete Tales Of Peter Rabbit. You may not find a single Philip Roth novel and they don’t stock “long tail” authors like Shakespeare (they are available on order) but they do have the recently released Natural Born Heroes by Christopher McDougall and all the Tintin comics you could possibly want.

This is a typical mix across 14 book stores or 350,000 sq. ft of retail space in Karnataka and Tamil Nadu (three more stores will open in Karnataka soon). If you live outside these two states you probably haven’t even heard of Sapna Book House, though it has been around for a while, only starting to add a store or two every year in the last decade. You’ll soon spot stores in Pune, the birthplace of Crossword.

Don’t be hasty in mistaking Sapna Book House for a book store run by people who know nothing about books. The chain’s merchandise manager, an ex-India Book House employee, clearly has a theory (probably accurate) about what most urban Indians read.

Nijesh Shah, a third generation member of the family that runs Sapna, says they see the chaos in the publishing world as an opportunity. “We look at a book store as a community-building exercise. It’s about being with your family in one place. That will never go out of style.”

I know it’s not on any literary pilgrim’s Bengaluru Book Stores itinerary. You won’t find that unbeatable mix of old and new that you are guaranteed at Blossom Book House or the smaller Bookworm down the road. Select, which celebrated 60 years last month, was where scientist C.V. Raman apparently shopped. India’s oldest book store, Higginbotham’s, is represented here too.

The city also has its share of glorious new indie readaways, all opened in the last few years. Atta Galatta, which started as a regional language book store, has evolved into a literary living room; after success at Mumbai’s Prithvi Theatre, Paperback set up shop at the Ranga Shankara theatre; and Lightroom will always be my favourite children’s book store. Aashti Mudnani, who founded it two and a half years ago, says social media has affected sales in recent months. “It’s really changed things for us. People used to come for reccos but increasingly they are getting that information off the Internet,” she says.

Incidentally, I know you wept tears of blood when Delhi’s Fact & Fiction announced its impending closure but indie book stores have seen a revival around the world. In the US, for example, registered indie members of the American Booksellers Association increased from 1,651 in 2009 to 2,094 in 2014.

Now don’t wrinkle your nose because I’m discussing Sapna alongside your favourite book haunts. This “book mall” will certainly be in the reckoning if there’s ever an award for most successful book store in post-independence India.

When Sapna set up a publishing unit in 1980, it also entered the education business. “We would take the curriculum from universities, pursue professors to write guides for us and then sample out titles to students free of cost,” says Shah.

The business grew dramatically, and in 1985 they moved from an 800 sq. ft store to a 10,000 sq. ft store in Gandhinagar. “Everyone mocked us. People came to see what this giant book store was selling and they found only books,” says Shah. The Gandhinagar store expanded fourfold by 2005.

There are lots of reasons Sapna is successful. It has large-format stores; its education business accounts for 80% of online sales and takes up 20% of in-store space; and it has an online presence in addition to its stores.

The Sapna Group dabbles in everything from self-publishing to distribution to e-books and audio books; it has a very successful Kannada language publishing unit and also produces Tamil titles. The company even exports children’s and educational books to Ghana and Nigeria and is working with the Ghanaian government on the school curriculum.

Newer stores have play zones for Wii buyers; and by the end of this year you will be able to explore the 15 million titles available through a digital kiosk in stores.

“There’s nothing unique in the model. It’s a very heavily textbook-oriented store. A general book buyer will not really go there to look for books,” says Hemu Ramaiah, who founded the Landmark chain of book stores in 1987 and sold it to the Tatas in 2005. Ramaiah still believes there’s room for a huge book-store model, one whose owners are not scared to hold inventory. “In-depth inventory is completely missing from any book store in India today. It’s a huge tragedy. Everybody who’s a good reader is being let down,” she says.

In their heyday, some of the large- format Landmark stores were known to do an annual business of Rs.50 crore on their mix of books, music, films and stationery. A decade on, Landmark seems almost certainly on the verge of shutdown. “I feel sad that they couldn’t take the idea forward,” says Ramaiah.

Who knows when someone will set up this giant dream book store where we can lose ourselves in the racks every Sunday. Until then we have Sapna Book House.

Priya Ramani will share what’s making her feel angsty/agreeable every fortnight. She tweets at @priyaramani and posts on Instagram as babyjaanramani.

source: http://www.livemint.com / Live Mint / Home> Leisure> Cranky Customer / by Priya Ramani / Saturday – September 12th, 2015

Mysore Fashion Week : A visual treat for Fashionistas in city

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The fashion aficionados in the city got to witness some of the best designers in the country showcasing their designs at Season 2 of Mysore Fashion Week which was held at Country Inn & Suites in city from Sept. 4 to 6. The event attracted people from all age groups who thronged the venue to catch a glimpse of some imposing designers.

Mysore Fashion Week, presented by C. Krishniah Chetty & Sons, was the brainchild of city-based fashion designer Jayanthi Ballal who along with her colleagues worked hard to come out with the event which has now put our city among the cities known for fashion extravaganza.

Following the success of season 1, Jayanthi had been working for the past six months for season 2 holding meetings with the sponsors, partners, fashion designers and others involved.

Speaking to Star of Mysore, Jayanthi Ballal said that organising fashion week needs a lot of hard work and dedication. “Everything, right from the ramp, models, music has to be perfect. People working in the backstage are the most important. The entire fashion week is dependent on them,” added Jayanthi.

The season 2 of Mysore Fashion Week witnessed a total of 40 models, including 13 super models from Mumbai, walking the ramp for various designers during the three-day extravaganza. Among the super model was also Gazi (Rouhalllah Quazim) who is popularly known as Raymond Gazi.

“Gazi just flew down to Mysuru for Mysore Fashion Week. During our interaction over phone, he said that Mysore Fashion Week-1 had been lucky for him that fetched him the famous Raymond Ad and he just wanted to walk the ramp again in Mysuru,” adds Jayanthi.

This season witnessed celebrity show-stoppers such as Amala Paul, Sanjana, Parul Yadav, Vidyut Jamwal and others. The show also featured fashion designers including Yogesh Choudary from Delhi, Mona Shroff from Hong Kong, Reshma Kunhi, Pinky Kachhela and others. The highlight of the three-day event was the grand finale by Jayanthi Ballal, who showcased a traditional collection as a tribute to Mysuru’s heritage. Bollywood actress Soha Ali Khan, the show-stopper for Jayanthi Ballal, flaunted a gorgeous red Kanjeevaram saree which had the embroidery of the Dasara procession. Speaking about the saree, Jayanthi Ballal said that it took around 25 days for her to complete the embroidery works and added that every designer loved the works of the fellow designers which is special.

She also added that the season 3 of the Mysuru Fashion Week would be much bigger and better.

We also hope that Mysuru gets a place in the fashion world with bigger fashion week next year.

source: http://www.starofmysore.com / Star of Mysore /Home> General News / Saturday – September 12th, 2015

‘We want to solve unmet medical needs’

Stempeutics Research is India’s leading regenerative medicine (stem cell) company. B N Manohar, its MD and CEO, recently sat down with Deccan Herald’s Georgy S Thomas to explain how regenerative medicines give hope to people who have no other options. Excerpts:

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What are stem cells?

The human body is made up of three categories of cells: germ cells, somatic cells, and stem cells. Somatic cells, which have two copies of each chromosome, make up most of the human body. There are 220 types of somatic cells. Germ line cells are any line of cells that give rise to eggs and sperm. The rudimentary stem cells normally transform into somatic cells. But for some reason, some stem cells are still found as leftovers in adults. They have the ability to regenerate other cells. Also, stems cells can be allogenic, which means your stem cell can go to anyone in the world; whereas your blood cannot be of use to others without a match.

When was your company formed?

In 2006.

Who are the promoters?

Manipal Group, initially. Subsequently, in 2009, we entered into a strategic alliance with Cipla. Manipal  Group is well known in education and healthcare. What we are doing is novel product development. So we felt the need to have a good pharma partner. Cipla owns 49 per cent equity, and Manipal Group is the 51-per cent majority partner.

How much capital have you raised?

So far around Rs 200 crore. Every quarter, I raise funds from the promoters in proportion to their equity stake.

What are your revenues?

Zero. Today we are still a pre-revenue company and we are likely to generate revenues in this financial year. So far we have been spending money to develop this product for about eight years.

What is the difference between biotech and stem cell technology?

Traditional medicines are derived from chemicals. Biotechnology makes use of biology: you have vaccines, then gene therapy, cell therapy, and tissue engineering. That’s how the whole  field is advancing. Ours is a part of biotech, but in a niche area.

Which is the biggest stem cell firm?

There are different biotech and pharma companies entering the stem cell area. The biggest pure-play stem cell company is probably Australia’s Mesoblast. It is not making much of revenues (AUD 23.75 million) yet, but the market value of the listed company is more than a billion AUD, probably in recognition of its potential.

Do you have any competitors in India?

In India, there is Reliance Life Sciences. But it is not focused like us in bringing out a New Biological Entity or NBE. Our NBE is MSC or mesenchymal stromo cell.

How many drugs are you working on?

We are working on only one drug called Stempeucel. Unlike chemicals, stem cells are multipotent. Like the embryonic stem cell which can turn into any of 220 different somatic cells, our MSC derived from bone marrow is pluripotent, meaning it can do multiple jobs in our body.

Which stage is this drug in?

Stempeucel has completed pre-clinical safety tests in animals, and Phase-1 and Phase-2 trials in more than 200 humans. We have now moved the drug controller general of India (DCGI) to directly go into production and marketing by skipping Phase-3. DCGI is actively considering it.

In pre-clinical trials, we had to prove the drug’s safety and efficacy. The safety trials were done at National Institute of Nutrition (NIN), Hyderabad, and Syngene, Bengaluru. While we were doing this, being the first to attempt an NBE in India, we chose to work with DCGI to form a regulatory framework.

Is there a regulatory framework now­­­­­?

It is there now. Over a period of 7-8 years we worked with the DCGI to create the framework.The guidelines have been published and feedback has been received from the public. Now Parliament will have to amend the Drugs and Cosmetics Act to bring in the changes.

What disease is Stempeucel targeting?

We are focusing on a condition called CLI or critical limb ischemia.

What is it?

Like a heart attack, it is known as leg attack. The arteries get blocked, you will have severe pain and will not be able to walk. Even when you sit, there will be severe pain and any ulcers won’t heal because there is no proper blood flow. Ultimately, it may lead to amputation. More than 10 million people suffer from CLI in India.

Is Stempeucel an injection?

Yes. We give around 40 injections around the leg in a one-time administration, and also around the ulcer.

How many milligrams?

Each one is 0.5 ml, and 2 ml around the ulcer. We have measured at the six-month interval and seen dramatic results. So based on this we went to the government to fast-track the approval process. Something similar to the orphan drug designation (ODD) and ATMP (advanced therapy medicinal product) processes in Europe. Incidentally, we have received both ATMP and ODD approvals.

It seems you have received some patents too. What are they all about?

The patents are for our novel process in making the NBE. We have applied in 18 countries and has so far received patents in seven countries — the US, Australia, China, New Zealand, Singapore, Japan, and South Africa.

How much will a Stempeucel vial cost?

We are yet to finalise the price. For instance, one 100-million cell vial of stem cell drug Prochymal by US company Osiris costs about $15,000. Our goal is to reduce the price to between $2,000 and $3,000.

How many employees are there in your organisation?

Currently 39. The mix is seven PhD biotechnologists, 30 scientists, two medical doctors.

Do you need a fresh infusion of funds?

We are looking for a strategic partner. After receiving ODD and ATMP approvals, we have been asked to do a pivotal trial in Europe. It costs up to $30 million to do even a simple clinical trial there. So we need a bigger partner, preferably a pharma.

What is your five-year goal?

Ultimately, our goal is to provide solutions for major unmet medical needs. For that, we have to be financially strong as well. We hope to become a $100-million company in five years.

source: http://www.deccanherald.com / Deccan Herald / Home> Supplements> Economy & Business / by Georgy S Thomas / DHNS – September 07th, 2015