harish iyer

The provision of a 15.5% Return on Equity under regulated tariff mechanism allowed by CERC and SERCs played an important role in attracting investment during periods of power shortage. However, since this remains among the highest rates globally, it now merits reconsideration—especially in the context of reforming the sector towards a more market-based framework and ensuring a level playing field. My following blog deals with the challenges associated with high RoE. https://lnkd.in/g3wkBuvJ

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“As practitioners, we have to move BCC beyond campaigns. It must be embedded into systems, measured for impact, and shaped by the communities it serves”- Shreya Ralli, Director - Communications At the Behaviour Change Communication (BCC) Summit 2025, hosted by the Centre for Social and Behaviour Change (CSBC) in New Delhi, American India Foundation Trust's Technical Advisory Group member, Shreya Ralli, joined the panel “Improving Public Health and #Nutrition through Behaviourally Informed Messaging.” Drawing on over a decade of AIF’s work in maternal and newborn #health through the #MANSI program, she shared how dignity-centred, trust-based, and locally rooted communication can dismantle misinformation, shift entrenched norms, and strengthen uptake of life-saving services. Global evidence reinforces this approach. Targeted BCC interventions have been shown to significantly improve #maternalhealth behaviors and service utilization, with interpersonal outreach by frontline workers outperforming mass media in reaching communities most in need. For AIF, #BCC is not an adjunct to program delivery. It is a strategic lever embedded in every stage of intervention design and implementation. From challenging myths around institutional delivery to equipping frontline health workers with culturally resonant narratives, our approach is grounded in responsiveness, co-creation, and sustained community engagement. It is this integration of evidence, systems thinking, and lived realities that enables real, measurable change. We thank CSBC for convening this important dialogue and for amplifying the role of behaviorally informed communication in advancing public health outcomes. #HealthEquity #PublicHealth #DevelopmentCommunication Kavita Srivastava

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 Haritika Proudly Launches “Project Treedom 2.0” with Support from Standard Chartered Bank and the Indian Army Haritika is proud to have taken up a large-scale afforestation initiative—Project Treedom 2.0—with the invaluable support of Standard Chartered Bank, India, and the Indian Army. This ambitious project is a testament to the power of collaborative action for a greener and more sustainable future. Project Treedom 2.0 aims to plant 1 million native trees across four Indian Army establishments located in Gwalior, Babina, Sagar, and Ahmednagar. Through this initiative, we seek to restore ecological balance, enhance green cover, and tackle pressing environmental challenges such as water scarcity and climate change in northern and central India. Key Highlights: Plantation Targets: Gwalior – 200,000 trees Babina – 300,000 trees Sagar – 300,000 trees Ahmednagar – 200,000 trees Innovative Practices: Agroforestry models Sustainable carbon sequestration Biodiversity conservation Drip and solar-powered irrigation systems Impact & Outcomes: Estimated 447,023 tons of CO₂ sequestered annually Enhanced biodiversity and improved ecosystem services Provision of fruit-bearing and medicinal plant resources Expected survival rate of 70–80% over the next 20 years Preparatory work for the project began in August 2024, including comprehensive site surveys, pit preparation, and installation of water management systems. This project builds on the success of Project Treedom Phase 1 (2023), which saw the plantation of 1 million trees across degraded and arid lands throughout India. We extend our heartfelt gratitude to Standard Chartered Bank and the Indian Army for their unwavering support and partnership. Their commitment to sustainability and environmental stewardship continues to inspire meaningful change and resilience in our communities.

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India's ambitious urban future depends fundamentally on strong and resilient governance. However, an emerging concern is the growing reliance on external consultants, which, if not strategically managed, could impact institutional capacity and long-term sustainability. The increasing integration of a "consultant culture" within public institutions and policy think tanks—often with unclear lines of accountability—risks diluting institutional memory and weakening policy continuity. Consultants undoubtedly bring specialised expertise and play an essential role in bridging knowledge and capacity gaps. However, their engagement must complement—not substitute—the core functions of public institutions. The critical policy roles and policy narratives should remain within the purview of a strong and capable public system. There is an urgent need to recalibrate this balance by investing in internal capacity development and by establishing robust standards for how consultants are engaged. Such measures will help ensure that external expertise reinforces governance frameworks, rather than unintentionally undermining them. I am pleased to share that some of these reflections were featured in Dainik Jagran today. #UrbanIndia #PublicAdmin #CapacityFirst #StrategicGovernance #DainikJagran #UrbanGovernance #India #CapacityBuilding #InstitutionalIntegrity

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