Affordable aquaculture inputs bring relief to grassroots producers

Mumbai: The GST Council’s decision to reduce tax rates across the fisheries value chain is set to ease financial pressure on a wide range of rural stakeholders. From fish farmers and aquaculturists to small-scale fishers, women’s self-help groups and cooperatives, the reforms offer tangible relief by lowering the cost of essential inputs and equipment. With the revised rates taking effect from September 22, 2025, producers are expected to benefit from reduced operational costs and improved viability. These changes come at a time when fisheries and aquaculture continue to expand rapidly, playing a vital role in rural employment and income generation across India.

Among the most consequential adjustments is the reduction of GST on essential aquaculture equipment and inputs. Diesel engines, pumps, aerators and sprinklers, all critical for pond management and hatchery operations, will now attract 5 per cent GST, down from the earlier 12 to 18 per cent. This change alone is likely to ease capital expenditure for fish farmers and cooperatives, many of whom operate on tight margins and limited access to formal credit.

Similarly, the GST rate on pond conditioning chemicals such as ammonia and micronutrients has been cut to 5 per cent. These inputs are vital for maintaining water quality and ensuring healthy fish growth. Lower taxation on such items reduces the cost of feed and farm-level practices, making aquaculture more accessible to small and marginal producers, including women-led self-help groups that have increasingly entered the sector through government-supported livelihood schemes.

The reforms also extend to seafood processing and value-added products. Prepared or preserved fish and shrimp, including exports, will now be taxed at 5 per cent instead of 12 per cent. This not only makes hygienically processed seafood more affordable for domestic consumers but also improves the competitiveness of Indian seafood in global markets. India’s seafood exports crossed ₹60,000 crore in 2023–24, with shrimp accounting for a significant share. Lower GST on these products supports processing units and job work services, which are often run by cooperatives and small enterprises in coastal and inland regions.

Fishing gear has also seen a rate reduction. Items such as rods, tackle, landing nets and butterfly nets – previously taxed at 12 percent – will now attract 5 per cent GST. This benefits small-scale fishers engaged in capture fisheries and recreational fishing, many of whom rely on affordable gear to sustain their livelihoods. The change is particularly relevant in states with large inland water bodies and coastal communities, where fishing remains a primary source of income.

Composting machines, used for producing organic manure and managing pond waste, are now taxed at 5 per cent. This supports sustainable aquaculture practices and aligns with broader environmental goals, while also reducing input costs for farmers who integrate fish farming with agriculture.

Taken together, these reforms represent a shift toward more inclusive taxation in the fisheries sector. By lowering the cost of inputs and equipment, the government has addressed a key barrier to entry and expansion for small producers. The impact is likely to be most visible in rural areas, where over 3 crore people depend on fisheries and aquaculture for their livelihoods. Many of these are informal workers, women entrepreneurs, and cooperative members who stand to benefit from reduced financial pressure and improved viability.

India produced nearly 195 lakh tonnes of fish in 2024–25, making it the second-largest fish producer globally. Yet the sector’s growth has often been constrained by fragmented supply chains and high input costs. The GST rationalisation helps correct these imbalances, offering a more predictable and affordable framework for producers and processors alike.

While the reforms do not address every structural challenge in the sector, they mark a clear step toward improving rural incomes and supporting the Blue Economy. By easing the financial burden on those at the base of the value chain, the changes reinforce the role of fisheries as a driver of employment, nutrition and export growth.

India’s seafood exports get EU boost with 102 listings, offset US setback

Mumbai: India’s seafood export sector has received a substantial boost with the European Union (EU) approving 102 new fishery establishments for export to its member countries. The move is expected to significantly increase export volumes, generate employment across coastal regions, and strengthen foreign exchange earnings at a time when Indian exporters are grappling with a steep 50% tariff imposed by the United States (US).

The EU’s decision follows a series of bilateral meetings held in Brussels and New Delhi, where senior officials from the Department of Commerce and Union Minister Piyush Goyal engaged with their European counterparts. The outcome reflects renewed confidence in India’s food safety and quality assurance systems, particularly the official control mechanisms implemented by the Export Inspection Council (EIC). These controls have been instrumental in ensuring compliance with the EU’s stringent regulatory standards, especially for aquaculture shrimps and cephalopods such as squid, cuttlefish and octopus.

The inclusion of these 102 establishments in the EU-approved list marks a notable expansion in India’s seafood export capacity. Exporters across coastal states and union territories now have greater access to one of the world’s most quality-sensitive markets, enabling them to diversify product offerings and deepen trade relationships. The timing is critical. With the US tariff hike dampening competitiveness in a key market, the EU’s endorsement offers a counterweight and a viable growth channel for Indian seafood producers.

According to the Ministry of Commerce and Industry, the development is expected to translate into tangible economic gains. Increased export volumes will likely spur job creation in processing, logistics and aquaculture, while higher foreign exchange inflows could help offset trade imbalances exacerbated by protectionist measures elsewhere. The Department of Commerce has reiterated its support for exporters through policy facilitation, infrastructure upgrades and capacity building initiatives.

The EIC and its affiliated agencies continue to play a central role in maintaining India’s reputation as a reliable supplier of high-quality seafood. Their efforts in traceability, hygiene compliance and certification have been key to securing international market access. The EU’s decision also signals a broader environment of mutual trust in product standards between the two regions – a foundation that could support future trade negotiations and sectoral cooperation.

While the US tariff remains a concern for Indian exporters, the EU’s approval of additional establishments offers a timely and strategic opportunity to rebalance trade flows. For India’s seafood industry, this development is more than a regulatory milestone – it is a gateway to sustained growth in a challenging global trade environment.

Cholesterol-based nanomaterials unlock quantum tech potential

Mumbai: Researchers at the Institute of Nano Science and Technology (INST), Mohali, have developed cholesterol-based nanomaterials that could serve as novel platforms for quantum technologies and spintronic applications. The work, led by Dr Amit Kumar Mondal and supported by the Department of Science and Technology (DST), demonstrates how a biomolecule typically associated with cardiovascular risk can be repurposed to manipulate electron spin, a quantum property central to next-generation electronics.

Dr Amit Kumar Mondal with his team
(Pic Courtesy: PIB)

The team’s approach leverages cholesterol’s intrinsic chirality and molecular flexibility to construct supramolecular frameworks capable of controlling spin orientation. By integrating metal ions into these organic structures, the researchers created nanomaterials that selectively filter electron spins. Crucially, both spin directions can be tuned within a single system, allowing for precise control over spin flow using chemical stimuli. This dual-direction control marks a significant step forward in the design of spintronic materials, which rely on the manipulation of electron spin rather than charge.

Spintronics, short for spin-based electronics, is a field that promises energy-efficient alternatives to conventional semiconductor technologies. Materials that can separate and guide electron spins with high fidelity are essential for developing memory devices, sensors, and quantum computing components. The INST team’s findings, published in Chemistry of Materials, show that cholesterol-based systems offer a chemically tunable route to spin control, potentially reducing the complexity and cost of device fabrication.

The research also underscores the broader potential of biomaterials in quantum applications. Unlike synthetic polymers or inorganic substrates, cholesterol offers a biologically derived, structurally versatile platform that can be modified with relative ease. This opens up possibilities for integrating spintronic functions into bioelectronic devices, where compatibility with living systems is a key requirement.

While the study remains at the materials development stage, its implications are far-reaching. The ability to engineer spin-selective pathways using simple chemical modifications could accelerate the deployment of spin-based components in commercial technologies. Moreover, the use of cholesterol, a widely available and well-characterised molecule, may simplify regulatory and manufacturing hurdles associated with novel quantum materials.

Visualising spintronics: Cholesterol-based nanomaterials
guide electron spin with chemical precision

The work reflects a growing interest in interdisciplinary approaches to quantum engineering, where insights from chemistry, biology, and materials science converge to address longstanding challenges in electronics. As quantum technologies move from theoretical constructs to practical systems, innovations like these will be critical in shaping their scalability and sustainability.

The INST team’s contribution adds a new dimension to the field, positioning cholesterol not just as a biological molecule but as a functional material with quantum relevance. Whether this leads to commercial spintronic devices or remains a foundational advance in materials science, it signals a shift in how researchers think about the building blocks of future electronics.

Readymade garment exporters with high US exposure brace for margin compression as 50% US tariff rate kicks in

Mumbai: Readymade garment (RMG) sector is set to witness a sharp slowdown in revenue growth, with Crisil Ratings projecting a halving to just 3–5% this fiscal. The trigger: a steep 50% tariff imposed by the US on Indian RMG imports, effective August 27, 2025.

The US, which accounted for a third of India’s $16 billion RMG exports last year, is expected to see its share drop to 20–25% as American retailers rework sourcing strategies. Exporters deriving over 40% of their revenue from the US are likely to be hit hardest, with profitability contracting by 300–500 basis points.

While domestic demand -- comprising three-fourths of sectoral revenue -- is expected to grow steadily at 8–10%, Crisil warns that oversupply and tariff-driven disadvantages could dent margins and credit metrics across the board.

Some relief may come from the UK, European Union, and UAE markets, which together form 45% of India’s RMG exports. The recently signed UK Free Trade Agreement (FTA) is expected to boost shipments later this fiscal.

According to Manish Gupta, deputy chief rating officer, Crisil Ratings, if the tariffs hold, RMG exports to the US will see a sharp decline. "In the first quarter of this fiscal, total exports from India rose ~10% on-year to ~$4 billion, with exports to US recording a ~14% growth during the same period. The trend is expected to sustain through August 26, 2025, till the enhanced tariffs kick in.

"Post 50% tariffs, Indian exports to the US may be minimal, despite limited capacity of competing nations in value-added garments and lead time taken by big-box retailers in the US to re-align their sourcing arrangements. Overall, we expect the share of the US in India's RMG exports to fall from 33% last fiscal to 20-25% this fiscal."

Export-driven sectors in India struggle as global demand weakens

Mumbai: India’s export-oriented industries are facing sustained pressure amid weakening global demand, with sectors such as agro-chemicals, textiles, auto components, seafood, cut and polished diamonds, and information technology (IT) services reporting subdued performance. According to ICRA’s latest quarterly outlook, the impact of ongoing geopolitical tensions and elevated US tariffs continues to weigh heavily on external trade sentiment, even as domestic consumption shows signs of resilience.

The credit rating agency expects India Inc. to post modest year-on-year revenue growth of 5–6% in the second quarter of FY2026, broadly in line with the 5.5% increase recorded in the first-quarter. This growth is largely attributed to firm rural demand and structural shifts favouring organised players and premium product categories. However, the export-facing segments remain a drag on overall performance, with limited visibility on near-term recovery.

Kinjal Shah, senior vice president and co-group head – Corporate Ratings at ICRA, noted that while rural consumption has held up, urban demand is yet to recover meaningfully. Despite supportive factors such as income tax relief and easing food inflation, sentiment remains cautious. Shah added that the anticipated rationalisation of Goods and Services Tax (GST) rates could offer some stimulus, but uncertainty around its structure may lead to deferred discretionary purchases, potentially pushing demand into the latter half of the fiscal year.

ICRA’s analysis covers 585 listed non-financial companies, whose aggregate performance in the first-quarter FY2026 reflected the broader trends. Revenue growth was driven by consumption-linked sectors including consumer durables, retail, hotels, and gems and jewellery, as well as infrastructure-oriented industries such as cement, capital goods, and construction. These segments had posted muted results in the same quarter last year due to election-related disruptions.

Sequentially, however, revenues declined by 4.1% in the first-quarter following a seasonally strong fourth-quarter. The drop was led by sectors such as real estate, construction, capital goods, hotels, and airlines. Export-heavy industries, meanwhile, continued to struggle with weak demand and pricing pressure. In particular, agro-chemicals and textiles have been hit by inventory overhangs and sluggish orders from key markets, while seafood and diamond exports remain vulnerable to trade restrictions and shifting consumer preferences abroad.

The IT services sector, traditionally a strong performer, has also seen a moderation in growth due to delayed client spending and cautious hiring in developed markets. Auto component manufacturers are grappling with lower export volumes and margin compression, exacerbated by currency volatility and elevated input costs.

Despite these challenges, India Inc.’s operating profit margins are expected to remain steady in the 18–18.2% range in the second-quarter, supported by softening commodity prices including crude oil and coal. In the first-quarter, margins stood at 18.1% year-on-year, with gains in telecom, cement, and real estate offset by declines in auto, consumer durables, and metals and mining. On a sequential basis, margins fell by 28 basis points, with sectors such as hotels, power, and capital goods affected by cost pressures and the early onset of monsoons.

Interest coverage ratios are projected to improve slightly to 4.9–5.1 times in the second-quarter, up from 4.9 times in the first-quarter, aided by festive season demand and gradual transmission of policy rate cuts. However, ICRA notes that higher working capital requirements have led to increased interest costs, particularly in sectors with elevated inventory levels and delayed receivables.

Private sector capital expenditure remains cautious, with the uncertain global environment prompting delays in broader investment cycles. Nonetheless, select areas such as electronics, semiconductors, and electric vehicles continue to attract capital, supported by targeted policy incentives and long-term growth prospects. Government spending is expected to provide some support to overall investment activity, although the scope for further expansion may narrow in subsequent quarters following front-loaded outlays in the first-quarter.

The outlook for export-oriented sectors remains clouded by external risks, and any meaningful recovery will depend on stabilisation in global trade conditions and improved demand from key markets. In the interim, domestic consumption and structural shifts within India’s economy are likely to remain the primary drivers of corporate performance.

US tariff hike puts $19 billion of MSME exports at risk; textiles, diamonds, seafood most exposed

Mumbai, August 20, 2025: India’s micro, small and medium enterprises (MSMEs) are bracing for a sharp blow as the United States doubles import tariffs on a wide range of Indian goods starting August 27. The move raises the total duty to 50%, threatening the competitiveness of sectors where MSMEs dominate both production and export volumes.

According to Crisil Intelligence, textiles, gems and jewellery, seafood and chemicals, which together account for nearly a quarter of India’s exports to the US, are among the worst hit. MSMEs contribute over 70% of output in these industries, and many operate on thin margins with limited ability to absorb cost shocks.

The Tirupur garment cluster, responsible for over 30% of India’s readymade garment exports, faces a steep climb. With 30% of its shipments headed to the US, the new tariff regime pushes the effective duty on Indian garments to 61%, compared to just 31% for competitors in Bangladesh and Vietnam. After two years of sluggish growth, the sector’s modest recovery now hangs in the balance.

Surat’s diamond polishing units, which account for more than 80% of India’s diamond exports, are similarly exposed. Diamonds make up over half of India’s gems and jewellery exports, and the US is the largest buyer, taking in nearly a third. A prolonged downturn could impact thousands of MSMEs clustered around Surat.

Seafood exporters face a tough battle too. With tariffs doubling to 50%, Indian suppliers will struggle to compete with Ecuador, which enjoys a lower 15% duty and proximity to the US market.

In chemicals, MSMEs with a 40% market share are disadvantaged against Japanese and South Korean firms that face lower tariffs and have stronger trade ties with the US.

Auto component MSMEs may see a more limited impact. While the US accounts for just 3.5% of India’s total production, certain segments, especially gearbox and transmission parts, have up to 40% exposure and could feel the pinch.

Crisil Intelligence estimates that about $19 billion worth of exports across textiles, chemicals, seafood and auto components are now at risk. Domestic demand is projected to rise by $10 billion in these industries, offering partial relief. In gems and jewellery, rising gold prices and steady domestic consumption may cushion the revenue impact, even if export volumes decline.

Some sectors remain insulated. Pharmaceuticals, which represent 12% of India’s exports to the US, are exempt from the new tariffs. Steel MSMEs are also largely unaffected, as they produce long products while US imports are concentrated in flat products. The US accounts for just 1% of India’s steel exports.

Still, the timing of the tariff hike is challenging. Exporters are already grappling with slowing global demand and shrinking margins. For small businesses with limited pricing power, the ability to withstand further cost pressures is thin. To navigate the turbulence, diversification will be key.

India’s recently concluded trade agreement with the United Kingdom offers a potential lifeline, especially for MSMEs in textiles, seafood, gems and jewellery, leather and pharmaceuticals. The deal enhances competitiveness against regional rivals and could help offset losses in the US market. Ongoing negotiations with the European Union may further support market diversification.

About Me

Content Writing, Editing & Content Development Professional

Freelance: Nov 2019 - Present.

A content writing, editing and content development professional, I work with some of the leading business houses, multinational companies (Indian and International), business and investment advisory, media and entertainment, and communications firms. Projects undertaken include thought leadership articles (for mid– and top–management executives), people stories, marketing features, opinionated pieces (for business owners and top–management executives), content for internal communications, microsite, intranet platforms, newsletters for internal circulation and content curation for news portals/ websites among others.

A former business journalist, I have extensive experience working with business-to-business (B2B) and business-to-consumer (B2C) media houses. I've developed expertise in writing consumption-based news, developments and trends in addition to editing and developing content across a variety of consumer and services industries.

As an independent consultant/ advisor, I work with micro, small and medium enterprises (MSMEs) in identifying ways, means and tools to address their communication needs. 

Total Work Experience: 26 years -- The Gramophone Co. (HMV), The Indian Express Newspapers - Business Publications Division (IE-BPD), Diligent Media Corp (DNA Money), Mahajan & Aibara Management Consultants, and Freelance Content Writer & Editor.

Independent Business Journalist Work Portfolio:

• Self-published EXCLUSIVE business stories, interviews, trends and features on ashishktiwari.com.

• Contributed business stories, interviews and features for YourStory.com, Free Press Journal and TurnOfSpeed.in.

Sectors Covered:

• Retail and eCommerce.

• Fast Moving Consumer Goods (FMCG).

• Consumer Durables / Electronics

• Hospitality, Travel & Tourism.

• Foodservice / Restaurants / Beverages / QSRs / Online Food Delivery.

• Start-Ups / Entrepreneurship.

• Angel / Seed / Venture Capital / Private Equity.

• Real Estate, Infrastructure, Cement.

• Business of Media & Entertainment.

• Advertising, Marketing / Branding.

• Healthcare, Pharmaceuticals.

• Stories related to consumerism in India.

Contact: ashishktiwari.1976@gmail.com / hello@ashishktiwari.com.

Only 44% of rural India willing to pay for COVID-19 vaccine doses

As the country waits anxiously for the official launch of the coronavirus vaccine including those from Indian pharmaceutical companies, a survey of Rural India by Gaon Connection (GC) reveals that 44% of the respondent households were willing to pay for the vaccine. While 36% said they wouldn’t and 20% said they were not sure.

Of those willing to pay for the vaccine in rural India, two-third were open to shelling out less than Rs 500 for two doses and just 8% were comfortable paying Rs 1,000 more. Also, over than 33% respondents said their elderly parents would be the first to get vaccinated.

The findings are a part GC’s third rural survey titled the ‘COVID-19 Vaccine and Rural India’. Conducted across 60 districts in 16 states and one union territory, the face-to-face rapid survey comprised a sample size of 6,040 households and was conducted between December 1 and December 10, 2020.

The survey also asked rural citizens if the government had to prioritise vaccination, who should be given the top priority to which 43.5% respondents said it should be the doctors and nurses.

The GC survey also showed that over 51% respondents believe the COVID-19 disease was a “conspiracy by China”, 22% said it was due to failure of people to take precautions and 18% felt the government failed to contain the spread.

While jobs and incomes were impacted, half of the survey respondents said spend on buying / consuming packaged immunity boosting products viz. Chyawanprash, Giloy, Kaadah, Vitamin tablets, etc. has increased during the pandemic. That’s not all, the coronavirus outbreak altered the food habits of rural citizens. Almost 70% stopped eating outside food, over 33% were consuming more vegetables and 30% were having more fruits in their daily diet.

Around one-fourth of the total respondent households reported that samples from at least one member of their household was taken for the testing of COVID-19. The proportion of such households was the highest (42.6%) in the east-and-northeast zone, whereas it was the lowest in the north zone (10.9%).

Of the 25.9% respondent households who reported their family member(s) getting tested for COVID-19, more than half, that is 59%, said at least one person in their household had tested positive for the coronavirus. Overall, 15% of the total 6,040 respondent households reported at least one person in their household/friend circle testing positive for COVID 19.

Overall, some 15% rural households reported at least one person in their household / friend circle testing positive for COVID 19.

Those keen for more details on the survey can download the full report published under the title ‘The Rural Report 3: COVID-19 Vaccine and Rural India’ from www.ruraldata.in.

(The writer is a Mumbai-based independent business journalist and has extensively covered diversified consumer businesses over the last two decades. He can be reached at hello@ashishktiwari.com)

'Colaborate' will spearhead the Gig Economy that’s set to take India by storm: Dominic CostaBir, director, Hospitality Training Institute

An entrepreneur since the 5th standard and an alumnus of the Institute of Hotel Management (IHM), Mumbai (1990 batch), Dominic CostaBir started the Hospitality Training Institute (HTI) in 2002, post his 12-year stint in hospitality operations. In the last over 16 years, HTI has conducted various training programmes including team building, behavioural leadership and entrepreneurship across India and international markets like Mauritius, Kingdom of Saudi Arabia (KSA), Philippines, Sri Lanka, Nepal, UAE and Maldives. An avid reader and a believer of ‘preaching only what he practices’, CostaBir talks about the company’s training business, new initiatives, the challenges and opportunities it presents and more. Edited excerpts...

What is the nature of business conducted under HTI?
Customer-facing personnel viz. waiters, front office staff and housekeepers handle customers, bring in sales and make or break a brand thereby making the biggest impact on hospitality and food service businesses. The question to ask however is that, are the staff members motivated and trained enough to convert walk-in customers to loyal patrons? HTI, through specially designed training programmes -- in both soft skills and job skills, has been working in this area and helping personnel working in restaurants, hotels, hospitals and retail businesses to achieve the desired goals.

You’ve recently introduced the Colaborate platform. What’s it all about? What made you enter this space?
Colaborate is the solution to the current economic crises. The Colaborate App connects companies and professionals on a freelance basis (internationally called the Gig Economy). Organisations face lower risk in restarting operations, while retired professionals, stay-at-home moms, teen students and out-of-work professionals can conveniently earn sustenance.

What's the size of the industry being addressed with this initiative?
In India, it is still very nascent hence the right time to foray. While the concept is picking steam, the impact of COVID-19 pandemic across businesses and job market(s) is set to bring the gig economy to the fore in the country.

Internationally though, the gig economy is trending. An estimated 36% of US workers are giggers and 33% of companies extensively use gig workers. As per MasterCard, US giggers contributed $1.28 trillion to the economy in 2018; about 5% of the US gross domestic product (GDP) and a whopping 44% of the global gig economy. Gigs are more popular with age groups 18-24 and 55-64 (76%) as compared to 68% for 45-54 year-olds. In fact, American financial services firm Payoneer has said that Philippines is the only country to have more female gig workers (62%) followed by the US with 47%.

Interestingly, as per a study, the US gig economy is growing three times faster than the traditional model. Consequently, PeoplePerHour (a leading gig economy company) has reported a significant jump in year-on-year new gig workers in Japan (513%), Spain (329%) and the UK (300%) since the COVID-19 outbreak. In India, apparently 97% of people are open to gig work.

What's the current and future growth rate for platforms (digital and non-digital) operating in this sector?
This space is still very unorganised hence statistics are not available. However, global trends indicate a huge shift in favour of the gig economy and gig culture. As per CNBC, the US has about 170 gig economy companies and bigger entities like Upwork, Airbnb, Uber, Amazon and Etsy are driving the numbers up. The gig economy is expected to grow by an impressive 17.4% compounded annual growth rate (CAGR) by 2023. And as per most predictions, gig workers will outnumber traditional workers in the next decade or so.

In India, who are the key players – digital and non-digital – catering to this market at present?
The gig economy participants in India mainly comprised your housemaids or house cooks; the plumbers, masons, carpenters who sit at nakas (junctions or labour chawrahas), the banquet casual workers etc. Over the past few years, we've started seeing some organised activity from the likes of  Uber, Ola, Swiggy, Zomato, Urban Clap and so on. However, their business model is business-to-customer (B2C) centric.

And your platform caters to the business to business (B2B) space?
There are two segments actually. The first one involves astute owners and top management of companies that see value in shifting fixed costs (salaries) to a variable cost. This way, sales (rise or drop) are directly and proportionately linked to manpower costs. Smart businesses have already shifted to an asset light model (leasing property) and now will run on a HR (human resource) light model.

The second segment comprises individual entrepreneurs or professional freelance workers called liberated associates (LAs) who would love to work, but want it their way. Choose the time, place, hours of work and yes; the fees that suit them. They may also be explorers at heart who are bored by repetition. These could be retired professionals, stay-at-home moms or teen students looking for temp work to earn pocket-money or sustenance. Out-of-work professionals could also use Colaborate as a stop-gap arrangement till the economy picks up and full-time jobs are available.

Tell us about some of the pain points Colaborate is attempting to address?
Traditionally, there’s inherent distrust between employers and employees. Employers find staff disloyal, complacent and unappreciative of wages/ benefits. Staff feel neglected, underpaid and overworked. The uncertainty and volatility caused by Covid-19 has made matters worse. Owners can’t commit permanent employment or even annual wages. Job security is non-existent for staff.

Due to the pandemic, growth for the first time in decades has turned negative and an estimated 1.3 crore have lost jobs. At least twice that number are on salaries today ranging from 10% to 50% of what they were earning pre-pandemic. Many small and medium entrepreneurs under the burden of steep rentals, high interest, equated monthly installments (EMIs) and fixed salaries have shut down forever. And many large companies and conglomerates are desperately looking to restructure loans, raise debt to pay salaries and are still loss making. Indigo Airlines, for instance, has posted a quarterly loss of Rs 1,1195 crore.

Colaborate allows both to reengage in real time using tech as the driver. Companies need not commit annual or monthly salaries, can hire exactly as per production/ sales demand, and are relieved of statutory compliance  viz. employees' provident fund (PF), employee state insurance (ESIC), professional tax (PT), gratuity etc. On the other hand, post nine months of lockdown and work-from-home, people have realised that their fast-paced and economically rewarding lifestyle costed them dearly. They had compromised on freedom, family time, health and work-life balance. Colaborate is the way to reclaim their lives and freedom.

The app facilitates flexibility of choosing the time, location, organisation, type of work, hours per day etc. It allows one to explore or experiment with organisations and even type of work. You are not committed to the gig (task) for a year or month – just short stints. If the liberated associate likes the work and they (companies/ business owners) like the LA’s work, they can continue. If not, dissociate.

Briefly tell us about the key offerings?
Colaborate creates a direct link between companies and professional freelance workers. They engage on low time commitment (as low as four-hour shifts) and since it's a B2B engagement, there are no compliance hassles either. Negotiations in the form of bids and offers (BO) are made based on skill set, needs, availability – demand and supply. Companies and LAs rate each other and directly affect employment demand and fees. Companies’ fixed costs are now variable, lowering break-even point and wage bill while LAs are not dependent on one organisation. Hard-work and cooperation are rewarded by increased demand and fees.

What all went into putting Colaborate together to ensure the offerings meet the requirements of the end user(s)?
Most of the aspects are part of any app launch in terms of look, feel, being user-friendly, interactive and multi-lingual. But we are also building in hooks via surprises. For example, the BO feature is a negotiation that is done in real time, auction style. So, when an LA makes a bid, he isn’t sure if it will come through or not. And when a company places an offer, they want the gig to be picked up at the best deal possible to control their costs.

This will require a sharp business acumen, knowing when to cut your bid or raise your offer. The barter system will bring in elements of fun and excitement. Imagine you could pick up a gig as a receptionist in an exotic location and get paid too. Now, imagine your partner or spouse could also be with you as s/he may be doing a gig in their kitchen or as part of their housekeeping crew. Exciting to say the least, right?

How challenging (regulatory/ non-regulatory) was putting together this platform?
Initially, India’s stringent labour laws and conservative approach to reforms was the biggest hurdle. However, on September 29, 2020, the Ministry Of Law And Justice passed The Code On Social Security, 2020 that identifies gig and platform workers as persons who work and earn outside of traditional employer-employee relationship. This means not only is the ‘gig system’ legal, it is free from traditional statutory compliance. However, the code clarifies that the Government may frame schemes for gig workers and their families to provide such benefits.

How much have you invested in the business so far and how did you go about funding it?
The entire seed capital (less than a crore) has been internally raised and includes a bit of debt. We opted out of seed or angel funding as we felt this would compromise on speed, due to the inherent distractions they’d bring. Also, investors bring in second guessing and opinions that weigh heavily towards finance / return on investment (ROI) and marketing. Whereas at an early stage product development and proof of concept are more important.

Who are your main competitors? How is your business different from them?
Essentially, we are in Blue Oceans as our product has no competition. All existing portals target full-time employment and interns (three months and above). Colaborate is the only one targeting gig workers and popularising the gig culture. We will also be the first to spearhead the ‘Gig Economy’ that’s trending globally and set to take India by storm. So, we have absolutely no direct competition in India.

Internationally, there are products that are similar but due to our Bids & Offers (with barter) component, it makes us unique. We will also be adding more unique features gradually. Also, bear in mind that the app was planned and being developed well before the new Social Security Code was released. No one could have imagined that these radical labour reforms would be announced. So we have the first mover advantage and intend to increase the lead.

Some state governments as well as individuals like actor Sonu Sood have already launched apps that connect businesses with people looking for work. How does your platform compare with such existing offerings in the market?
Yes, there are apps, too many actually, that connect companies to those looking for full-time employment and internship. We are not in that space. Our focus is on getting the gig economy and gig culture to take off in India. The Colaborate App clearly will tap into grossly underutilised resources: retired professionals, stay-at-home moms, teen students and out-of-work professionals. It will also catalyse restarting the economy as large and small businesses will be able to mitigate the risk by lowering their fixed manpower costs.

When are you planning to launch the Colaborate platform? In which markets?
As soon as we get the approval for the SMS template from the government. The metros are the primary target and part of our go-to-market strategy. However, in the long term we want to penetrate villages and Tier III cities with less than 10 lakh population. We want to connect companies to them as we feel they have a lot of underutilised talent and hold tremendous potential.

Any plans launch it in international markets as well?
We are already in talks with potential partners in the US, UK and Canada. However, these markets already have a developed gig economy, so despite our unique app, it would be tougher to penetrate. The more exciting markets for us are Nepal, Sri Lanka, Bangladesh, Malaysia, Indonesia and Philippines. We are still in the process of identifying potential partners.

What's your go-to-market strategy for this platform?
The app will not be available on the play store or the cloud and is only available via an invitation link. Non-profit Institutes, Associations and Federations will be authorised to invite their member organisations. The members that sign-up will invite LAs (ex-employees, students known to them, family members of employees etc.) to the platform. We will also authorise colleges and NGOs to invite their students and beneficiaries as LAs. Besides this, the parent organisation will also invite organisations and appropriate LAs on their own.

Tell us about the various revenue streams from this app?
Colaborate is a subscription model and here we have two main revenue streams – annually Rs 250/- from LAs and Rs 4,750/- from companies. This is the introductory pricing for companies, later we will increase their subscription amount to a more practical number. We have smaller revenue streams in the pipeline viz. pay-per-use for companies (Rs 10), advertisement, SMS / email blasts and promotional video uploads for LAs (Rs 50).

Take us through your growth strategy and expansion plan over the coming months in this fiscal and next.
Over the next four months, we expect the sign-up to be small but steady and are targeting a little over 1,000 companies and 50,000 LAs. Next fiscal, we should onboard close to 10 times that number – this is factoring the app gaining popularity, moving to other industries like retail, travel, manufacturing etc. and most importantly the economy kicking in.

How many businesses and gig workers/ professionals are currently enrolled on your platform?
The actual launch (app ready for download and use) is still to happen. However, we did a soft launch on October 16, 2020, and we've been conducting presentations on the App since. So far, we have received strong verbal commitments from over 1,000 hotels and restaurants -- reputable chains both domestic and international. We have not pitched Colaborate to LAs directly but over 20 colleges and NGO are eagerly awaiting the app and through them, our guess is about 5,000 LAs should sign up in the first month itself.

What steps have you incorporated to ensure users of this platform are verified businesses and individuals/ professionals?
Colaborate will have to be downloaded via an invitation link and companies will be directly invited by HTI or authorised Associations and Federations. Liberated associates (LAs) too will be invited by HTI or by companies that have signed up on the app. LAs will have to upload their Aadhar, PAN Card and Certificates to be scrutinised by companies. LAs could boost their demand by uploading a Police Clearance Certificate too. Later, the ‘rating system’ would provide a fair idea as to how professional the company and LAs are.

What measures have you taken to ensure data privacy and prevent data misuse?
All data has been protected using advance technology and security features. However, we suggest that companies or LAs do not share confidential information that would be a health or safety risk, or photos/ videos that could be misused. We are also not asking for details linked to credit or debit card.

How do you ensure businesses are offering fair compensation to gig workers/ professionals on the platform? What SOPs have you put in place to address this issue?
Going by the brand name Colaborate, it’s imperative that the platform creates a win-win for all. We will be working with Associations/ Federations to address this concern and also take regular inputs from LAs to ensure that certain lower ‘circuits’ are not breached. About six months into the launch will allow us to understand the prevailing Bids & Offers (history) and provide benchmark ‘rates’ – High, Average and Low. These rates will naturally fluctuate with the season/ demand and supply. Overall, Colaborate would not like to ‘mess’ with free-market demand and supply, but we would stay alert to groups or cartel formation and take appropriate action to ensure fairness.

What measures have you put in place to ensure transparency in dealings between businesses and gig workers/ professionals?
We are also encouraging LAs and companies to deal only through the app so that both will be secured as there’s proof of the gig requirements and remuneration. This also provides us the deal (Bids & Offers) details. Six months into the app launch, we will get a certain history of prevailing Bids & Offers and this will be made visible to all. Based on an algorithm, we would provide the 'High', 'Average' and 'Low' rate for a designation during the season.

How are you planning to address the Red Flags (issues) that'll be raised by businesses and gig workers/ professionals on your platform while availing of each other's services?
Colaborate is the liaison, the connector or the ‘market place’. Overall, we will not be getting involved with disputes as we are not providing services on a commission basis. However, we are also providing the framework for free and fair dealing and based on loopholes spotted, we will keep upgrading the app.

Some systems provided are the Rating – now if an organisation is constantly treating LAs badly or delaying/ denying payment, the other LAs will avoid them. Colaborate will also take action against such organisations by removing them from the app. Similarly if an LA gets a bad rating for punctuality, professionalism or being a bad team player, s/he will not be in demand. And if an LA is ‘blacklisted’ by three organisations that s/he does gigs for, they will be off the app.

There is a perception that businesses exploit workers/ professionals in the name of gig assignments – more work, less compensation. What's your take on this?
Perspective is important. If you compare the gig culture to permanent employment, it appears exploitative. In traditional employee-employer relationship, if an employee wants to leave a company, s/he resigns. Can an employer who does not need an employee just sack them?

If an organisation does well, employees feel ‘entitled’ to a higher bonus or incentives. Yet if an organisation is crashing, they can’t reduce salaries or benefits. Staff often refuse to multitask e.g. a driver won’t help with loading; a cook refuses to serve. Now, in the gig culture, the company will offer less if they are doing badly. They will expect multitasking. They won’t hire if there’s no work.

In fact, companies are also treated this way by consumers. If they don’t give them what, where, when or how they want - that too at a price they want - they take their business elsewhere. An organisation has to stay ‘relevant’ by meeting customer expectations; is that exploitation by consumers? And if an organisation is going bankrupt, then who suffers?

Consumers go to the competitors. Owners suffer for some time before they set up another business. The biggest to suffer are the staff – look at the graveyard – Kingfisher, Centaur Hotel, news media (online, print and television) companies and the Mills of Mumbai.

There are currently no government rules/ guidelines that protect the interest of gig workers/ professionals. In such a scenario, how do they protect their professional interests?
Colaborate will be building in various schemes like we have tied up with an insurance company that will give us accident cover of Rs 1 lakh for just Rs 200. The Training Tsunami is offering online skill upgradation programmes. We intend to tie up with the State Bank of India (SBI) for PPF (voluntary contribution), a finance company for housing and vehicle loans, and an insurance company for health/ medical cover. Naturally, since we are the pioneers in the organised ‘gig economy’ space (in Asia), we need out-of-box thinking and solutions. Given the era we live in, I don’t think it will take too long for dynamic and progressive organisations to Colaborate with us.

What's your strategy to keep exploitation of gig workers/ professionals at bay? What processes have you put in place to fool proof this aspect?
As far as exploitation goes, I have answered it above. With respect to ‘fool proof’, we would be the biggest fools to think we have a fool proof system in place. The idea is to be alert and responsive – spot the problem, and respond with a fast and practical solution.

Cartelisation (by business owners) is another concern associated with such platforms. How do you intend to deal with this issue?
In an app like ours, cartelisation is difficult given the fact that there are multiple buyers and sellers. However, as mentioned earlier, if we sense this, we will respond with a solution as cartelisation is not collaborative and that can’t be tolerated.

While businesses are likely to benefit from on-demand hiring and reduce their employee costs, how will the gig worker/ professional benefit from it financially?
I don’t think business will save too much in terms of costs as they will end up providing higher remuneration to make gig work lucrative. But the main benefit is a shift from the ‘fixed cost’ of manning to a variable component. So, higher sales will call for higher manning and vice versa. This increases the probability of the business being sustainable, viable and flexible. The business can respond faster to shifts in market demand and supply, and the vagaries of nature.

On the other hand, the gig worker may not earn more – that’s not the idea. The idea is to offer them flexibility to choose the time, place, duration, organisation and compensation that they wish to work for. They can change fields easily. They are not tied down by contracts or long-term commitments. Gig satisfaction is the aim and it is to be provided through freedom – liberation.

How will your platform help gig workers grow professionally considering it's not full-time employment, there is no concrete visibility on increasing one's earnings, there will be no climbing the ladder (professionally) – particularly for lower end jobs?
Clambering for promotion is a primary reason for dissatisfaction at the workplace – ruins team work too. Often organisations even promote only to ‘hold on to staff’ and the staff end up doing the same job as before. I’ve seen letters from organisations that effectively said: “You are promoted, but will continue to do the same job as before and will not demand a different seat/ cabin or more staff under you…”

In a gig economy, a person won’t be hired for a senior position than the one he/ she is qualified for. How do they grow? Simple, they undergo training programmes and/ or take up the senior position, initially at the old ‘rate’ or even a lower fee. They learn the ropes like an intern and then when they are actually qualified, they ‘bid’ for a higher fee. It is like a new and improved product or service – the market must recognise that the product is indeed a better product before they will pay more for it. So initially the company offers it at a lower rate.

What's your timeline like for making this venture profitable? What are the revenue projections like?
We aim to be PAT positive in roughly 18 months i.e. March 2022. However, we have plans to expand internationally – Asia and Europe, so depending on the timeline and budgets, that are yet to be finalised, we could be delayed by another 12 to 18 months. Revenue projected in the first 12 months is Rs 14 crore and we aim to double it in the next 12 months.

What are your business/ services expansion plans and timeline for achieving them?
We want to dominate and consolidate our position in the Indian hospitality space in the next five years. In the first two years, we also aim to make our presence felt in travel, retail and entertainment with a similar product. Six months later we will be releasing a product with specific iterations to suit the manufacturing industry and have begun working with a Subject Matter Expert (SME) on this. Once proof of concept has been established, we aim to enter other markets.

(The writer is a Mumbai-based independent business journalist and has extensively covered diversified consumer businesses over the last two decades. He can be reached at hello@ashishktiwari.com)

Mall development partners offered complete rent waiver for lockdown period for almost 60% cinemas, says Ajay Bijli, CMD, PVR Ltd

PVR Cinemas, which reported consolidated losses of Rs 184 crore for the July to September quarter of fiscal 2020-21, said that the company is in active discussions with mall developers to negotiate lease rentals and common area maintenance (CAM) charges. This was necessary due to the fact that all of PVR’s 831 screens continued to be non operational during the second quarter of the current fiscal i.e Q2 FY'21.

According to a top company executive, the company’s discussions (on lease rentals and CAM charges) with mall developers have been very successful. “We have been in active engagement with all our development partners for discussion on rent and CAM. So far settlements have been reached for almost 60% of cinemas (with mall developers / partners) offering complete rent waiver for lockdown period and significant discounts on rent post reopening,” said Ajay Bijli, chairman and managing director, PVR Ltd during an earnings call earlier today.

The multiplex chain operator also clarified that discounts on lease rentals and CAM charges, post reopening of cinemas, have been offered by mall developers / partners only till March 31, 2021. It is very likely that PVR management will have to engage in fresh discussion to negotiate lease rentals and CAM after taking into account the market situation at the end of this fiscal.     

 

Furthermore, discussions are on with remaining developers and the company management is expecting to close the negotiations successfully once cinemas are allowed to reopen in states that are yet to give it a go ahead. Towards September end, the Ministry of Home Affairs (MHA) had issued unlocked 5.0 guidelines allowing cinemas to reopen from October 15, 2020, onward, with 50% capacity. So far 16 states and Union Territories (UTs) where PVR has presence have permitted cinemas to restart operations.

 

“Of the total 831 PVR screens, 575 plus have received permissions to reopen. We are eagerly awaiting now for the reopening of other states specifically Maharashtra and Telangana so that business can gradually get back to normal. We're taking all possible precautions, so that both our customers and employees feel safe while visiting their favorite PVR cinema,” said Bijli.

On the overall liquidity part, the PVR management is quite confident and is using a judicious mix of debt and equity to meet its capital requirement. In fact, as of October 31, 2020, the company has over Rs 550 crore of liquidity available, which is sufficient to sustain its operation and meet all its obligations. 

In terms of strategies adopted by the multiplex chain operator to woo back patrons to its cinemas, the company management has rolled out several celebrity promotions and offers.

Among some of the measures being adopted to get back cinema goes to its properties include, opportunity for private screenings, film festivals and a fresh new menu to enhance the overall movie watching experience. “Many of our patrons have responded positively and we are fully prepared to give them the same immersive movie viewing experience the way we've done before,” said Bijli.

 

Talking about the company's Q2 FY'21 business performance, Bijli said, the cinema industry continued to remain shut throughout Q2 FY21 and the company’s results reflect the same. “PVR had almost nil revenue during the quarter from the core movie exhibition business and almost 100% revenue decline. The company reported losses in the second driven by the continuing fixed costs,” said Bijli.

On the personnel expenses front, the company management continued with manpower rationalisation measures wherein overall headcount was brought down to 6,241 on September 30, 2020 as against 11,073 on March 31, 2020. The company management doesn't intend to ramp up the headcount till the time the occupancy levels come back to pre-COVID levels and will continue to operate the business with the current employee base. PVR Cinemas also implemented temporary salary cuts of between 25% and 50% across the organisation.

During the first half of fiscal 2020-21, the company incurred one time expenses of Rs 8.6 crore on account of full and final settlement for employees who left the organisation.

Consolidated revenues of quarter ended September 30, 2020, declined almost 89% at Rs 111 crore, as against Rs 979 crore during the corresponding period last year. Consolidated earnings before interest, tax, depreciation and amortisation (ebitda) loss for the quarter was Rs 14 crore as against a positive ebitda of Rs 324 crore in Q2 FY'20. Consolidated loss, after tax for the quarter stood at Rs 184 crore as compared to a profit of Rs 48 crores during the corresponding period last year.

“After adjusting for impact of Ind AS 116, leases, revenue ebitda and PAT of the company would have been Rs 44 crore and Rs (81) crore and Rs 116 crore respectively,” said Bijli.

The company continued with a strategy of aggressively controlling costs, as well as augment liquidity. With these efforts PVR was able to reduce its fixed costs by over 70% in Q2 FY'21, as compared to Q2 FY'20 excluding rent and CAM charges. Monthly fixed costs, excluding rent and CAM dropped to Rs 24 crore in the quarter as against Rs 86 crore in Q2 FY'20.

(The writer is a Mumbai-based independent business journalist and has extensively covered diversified consumer businesses over the last two decades. He can be reached at hello@ashishktiwari.com)