Current Affairs – June 27, 2025

{GS1 – A&C – Architecture} Salkhan Fossil Park

• Context (TOI): Salkhan Fossil Park qualifies as a geo-heritage site under IUCN’s 2020 guidelines for “Evolution of Life” & aligns with UNESCO’s 2021 framework on Earth’s history & evolution of life.

• Also known as Sonbhadra Fossils Park, Salkhan Fossil Park is located in Sonbhadra, Uttar Pradesh.
• Location: Near the Kaimur Wildlife Sanctuary, in the Kaimur Range (part of Vindhya range).
• Hosts some of the oldest & best-preserved fossils in the world, dating back approx. 1.4 billion years.
• Fossils include Stromatolites, formed by Cyanobacteria (blue-green algae), indicating early life on Earth.
• These microbial structures record the Great Oxidation Event, when oxygen 1^st began accumulating in Earth’s atmosphere.

Significance

• Offers insights into the early Earth environment through stromatolite variations shaped by ancient water & sediment conditions.
• Helps bridge the Precambrian gap in global fossil record, which represents nearly 85% of Earth’s history.
• Serves as a rare natural archive of life’s early evolution making it globally relevant for scientific research & conservation.

UNESCO World Heritage Sites Recognised for their “Outstanding Universal Value” under the World Heritage Convention. Aim: To protect locations of cultural, historical, scientific or natural significance across the world. Categories: Cultural, Natural & Mixed Heritage sites.

{GS2 – IR – Groupings} India Refuses to Sign SCO Draft Statement

• Context (IE): India’s Defence Minister refused to sign the Shanghai Cooperation Organisation (SCO) draft statement during the defence ministers’ meeting in China.

• The statement excluded reference to the Pahalgam terror attack but highlighted a train hijacking in Pakistan’s Balochistan, prompting India to withdraw from endorsing the joint declaration.

What is the SCO? The Shanghai Cooperation Organisation (SCO) is a Eurasian political, economic, and security alliance. The SCO is the largest regional organization in terms of geographical scope and population. Origin: Formed in 2001 in Shanghai, its origins trace back to the “Shanghai Five” (1996): China, Russia, Kazakhstan, Kyrgyzstan, and Tajikistan. Members: India, China, Russia, Pakistan, Kazakhstan, Kyrgyzstan, Tajikistan, Uzbekistan, Iran, & Belarus. Function: A key function of the SCO is counterterrorism, especially through its Regional Anti-Terrorist Structure (RATS), headquartered in Tashkent.

Significance

• India Reaffirms Anti-Terror Stance: India reaffirmed that terrorism & normal ties cannot coexist, rejecting the statement for omitting Pahalgam attack & urging consistency in global counter-terror narratives.
• Countering China’s Diplomatic Influence: With Russia distracted by Ukraine, China has tightened its grip on the SCO, often shielding Pakistan. India’s move challenges this dominance, asserting its independent voice in a China-led bloc.
• Strategic Autonomy in Action: India’s move underscores its independent foreign policy, willing to assert national interests even in hostile or unbalanced platforms.

Implications for India’s Foreign Policy

• India’s credibility rises among countries frustrated with selective international responses to terrorism.
• Shows India’s non-alignment in practice, not rhetoric.
• Signals to SCO members that India won’t be a silent partner to China-led agenda setting.

{GS2 – IR – Groupings} NATO’s Defence Spending Overhaul

• Context (TH | IE): At 2025 NATO Summit, member states agreed to raise defence spending to 5% of GDP by 2035, amid rising threats from Russia and U.S. pressure.

Strategic Shifts

• Drivers of the Shift: Russian aggression, especially after the 2022 Ukraine invasion, has reshaped NATO’s threat perception. Persistent terrorism threats in unstable regions continue to challenge security.
• Trump’s Pressure: U.S. President Donald Trump reiterated his demand for allies to bear more financial responsibility, warning of a reduced U.S. military footprint if burden-sharing doesn’t improve.
• Support for Ukraine: NATO reaffirmed military and financial support for Ukraine, while stressing continued diplomatic efforts to resolve the conflict.
• European Security Autonomy: As the U.S. shifts strategic focus to the Indo-Pacific and Middle East, Europe is urged to strengthen its own defence capabilities.

Challenges

• Budgetary Constraints: Nations like Spain, Belgium, and Slovakia expressed difficulty in meeting targets, citing economic stress.
• Unequal Threat Perceptions: Countries like Hungary remain unconvinced of Russia’s threat, causing internal fissures.
• Social Trade-offs: Many governments are diverting welfare and development budgets toward defence spending.

Implication for India

While India is not a NATO member, the shift in NATO’s posture may influence:

• Security Architecture Realignment: India must note the West’s evolving security posture and the growing focus on self-reliance within alliances.
• Strategic Opportunities: As the Indo-Pacific becomes increasingly militarised, NATO’s assertiveness could shape future engagements with regional blocs like QUAD and AUKUS.
• Defence Industry Implications: The rise in NATO defence budgets presents export and joint venture opportunities for Indian defence manufacturers.

{GS2 – MoHUA – Schemes} 10 Years of AMRUT

• Context (PIB): Atal Mission for Rejuvenation and Urban Transformation (AMRUT) completed 10 years.

About AMRUT

• AMRUT was launched in June 2015 and extended till March 2021.
• The scheme covered 500 selected cities and reached about 60% of India’s urban population.
• It is a Centrally Sponsored Scheme implemented by Ministry of Housing and Urban Affairs (MoHUA).
• States submitted State Annual Action Plans (SAAPs), approved annually by MoHUA for project funding.
• Urban Local Bodies (ULBs) were responsible for executing projects under the supervision of State governments and MoHUA.
• The mission aimed to:
  • Provide universal access to water and sewerage
  • Improve green urban spaces, and
  • Reduce pollution through non-motorised transport and public infrastructure.

Components of AMRUT

• Water and Sewerage: Expansion of pipelines, meters, and treatment systems.
• Stormwater Drainage: Infrastructure to prevent urban flooding.
• Non-Motorised Transit: Footpaths and cycle tracks for cleaner mobility.
• Urban Green Zones: Development of parks and open spaces.
• Institutional Reforms: Capacity building (CCBP) and real-time tracking via SCADA.

SCADA (Supervisory Control and Data Acquisition): Enables real-time monitoring of water and sewer systems, facilitating better service delivery and leak detection.

AMRUT 2.0

• Launched in 2021 for five years ending in 2026.
• It covers ~4,900 statutory towns, targeting ~10.5 crore urban citizens.
• Each city prepares a City Water Balance Plan (CWBP) for water reuse, waterbody revival, and groundwater recharge.
• ULBs continue to implement projects under the supervision of the States and MoHUA.
• Objectives of AMRUT 2.0:
  • To provide universal water and sewerage coverage,
  • Ensure water reuse,
  • Promote a circular economy of water, and
  • Enable climate-resilient, digitally governed cities.

Key Features of AMRUT 2.0

• Pey Jal Survekshan: Ranks cities on water equity, reuse, and mapping.
• Technology Sub-Mission: Promotes SCADA, smart meters, and water-sector start-ups.
• Jal Hi AMRIT: Encourages reuse of treated wastewater through efficient STP operations.
• Ease of Living Reforms: Targets non-revenue water, digitised permits, and double-entry accounting.
• IEC Campaigns: Information, Education, and Communication; Public outreach programme.
• Digital Monitoring: Real-time tracking via SCADA, GIS tools, and dashboards.

Achievements of AMRUT Mission

Water and Sewer Access

• Tap Water Coverage: ~2.03 crore household connections provided.
• Sewerage Coverage: ~1.5 crore household connections achieved.

Treatment Infrastructure

• Water Treatment Plants (WTP): ~10,647 MLD capacity sanctioned.
• Sewage Treatment Plants (STP): ~6,739 MLD capacity approved.
• Rejuvenated Water Bodies: 3,576 lakes and ponds restored (~1.19 lakh acres).

Urban Efficiency and Innovation

• LED Streetlights: ~99 lakh installed, saving ~666 crore kWh.
• CO₂ Reduction: ~46 lakh tonnes of emissions reduced.
• SCADA Integration: 1,722 projects enabled with SCADA (1,487 water, 235 sewer).
• Municipal Bonds: ₹4,984 crore raised by 13 ULBs.
• Start-Up Pilots: ~120 start-ups mapped to ~80 cities.

{GS2 – MoPR – Initiatives} Training of Trainers Programme

• Context (DDN): The Ministry of Panchayati Raj (MoPR) launched a Training of Trainers (ToT) programme under the Rashtriya Gram Swaraj Abhiyan (RGSA) to improve Own Source Revenue (OSR) mobilisation by Panchayats.

• Purpose: To train master trainers in OSR generation and project execution under RGSA.

Master Trainers: State-nominated officials trained to lead Panchayat-level capacity building. Framework for Financial Empowerment of Panchayats Art 243H: Allows State Legislatures to empower Panchayats to levy taxes and fees. Art 243I: Mandates State Finance Commissions every 5 years to review Panchayat finances. Art 280(3): Directs Finance Commission to recommend measures to augment Panchayat resources. Sources of Revenue for PRIs Current Status: In 2022–23, OSR contributed only ~1% of total PRI revenue. Tax Sources: Property tax, professional tax, building license fees, land use conversion charges, etc. Non-Tax Sources: Water charges, market fees, service charges, interest income, etc.

Rashtriya Gram Swaraj Abhiyan (RGSA)

• Centrally Sponsored Scheme by Ministry of Panchayati Raj, launched in 2018, revamped in 2022, and extended till March 2026.
• Coverage: Covers all States/UTs; targets ~3 lakh Panchayats.

RGSA Objectives

• Strengthen PRI governance to ensure the effective implementation of the SDGs.
• Improve institutional capacity and strengthen Gram Sabhas.
• Support financial empowerment via OSR practices.

RGSA Components

• Central: Incentivisation, e-Panchayat tools (e-Gram Swaraj, PRIASoft), and ICT infrastructure.
• State: Capacity building, HR support, and Gram Sabha engagement.

{GS2 – Social Sector – Education} Foreign Universities in India

• Context (TH): Foreign universities are entering India under UGC’s 2023 rules & NEP 2020 mark a major higher education reform. Campuses are being set up in GIFT City & Navi Mumbai to boost internationalisation.

• Models like NYU Abu Dhabi & Yale-NUS show success through local ties, state support & autonomy.

Why Foreign Universities are Eyeing India?

Push factors

• Demographic Transition: Countries like the U.K., Canada & Australia face shrinking domestic student populations due to falling birth rates.
• Financial Pressures: Cuts in public education funding have made universities increasingly reliant on higher-paying international students.
• Policy Constraints: Recent visa restrictions & enrolment caps in countries like Canada & U.K. are pushing universities to seek new markets.

Pull factors

• India’s Demography: India youth bulge (40+ million students enrolled; Gross Enrolment Ratio ~30%), indicating untapped potential.
• Growing middle class make premium international education more financially viable.
• Quality Gap: While top institutions like IITs/IIMs exist, most Indian Higher Education Instituutions lack global-quality teaching & research standards.
• Rising aspirations: Students wanting international credentials but not planning to migrate may prefer branch campuses in India.
• Enabling Reforms: The UGC’s Foreign Higher Education Institutes (FHEI) Regulations 2023 grant top 500 global universities autonomy in operations, curriculum & hiring. NEP 2020’s framework encourages global academic partnerships & knowledge exchange.

Anticipated Benefits

• Rising academic standards: Foreign institutions brings modern pedagogy, global faculty expertise, interdisciplinary curricula & research emphasis.
• Economical: With Indian students spending nearly $60 billion annually on studying abroad, local campuses can reduce foreign exchange outflows.
  • Students gain access to global credentials at lower costs, eliminating the need for expensive overseas education.
• Mitigate Brain Drain: Availability of world-class education within India may encourage students to stay minimizing the outflow of skilled youth.
• Facilitate Industry-Academia Linkages: These campuses can serve as collaboration hubs for sectors like AI, climate science, fintech & liberal arts, fostering research & innovation.

Bottlenecks

• Short-Term Impact: Enrolment is expected to remain limited in the short to mid-term.
• Affordability Barrier: Home country fee structures may exclude average Indian students.
• Regulatory Complexities like land acquisition, faculty hiring norms & accreditation recognition could pose roadblocks despite UGC’s liberalized rules.
• Mixed Global Record: Past attempts in countries like Malaysia, UAE & China saw closures or underperformance raising concerns about sustainability in India.

Future Roadmap

• Inclusive Pricing Models: Encourage tiered fee structures, need-based scholarships & financial aid to improve access for diverse student groups.
• Quality Oversight: UGC & NAAC must ensure foreign campuses maintain international standards while aligning with India’s academic ethos.
• Collaboration Mandate: Promote partnerships between foreign universities & Indian HEIs, industries & research bodies for contextualised learning.
• Periodic Review: Set up a national-level system to evaluate academic quality, research productivity, student satisfaction & job outcomes.

{GS2 – Social Sector – Health} WHO Global Tobacco Epidemic report

• Context (HT): WHO 2025 report says tobacco control now protects 6.1 billion people but urges stronger action to close policy gaps.

• Global Tobacco Epidemic 2025 report is developed by WHO with Bloomberg Philanthropies.
• It focuses on six proven WHO MPOWER tobacco control measures to reduce tobacco use. MPOWER policy consists of 6 strategies:
  1. M: Monitor tobacco use & prevention policies.
  2. P: Protect people from tobacco smoke.
  3. O: Offer help to quit tobacco.
  4. W: Warn about the dangers of tobacco.
  5. E: Enforce bans on advertising, promotion & sponsorship.
  6. R: Raise taxes on tobacco.

Findings

• 4 countries have achieved the full MPOWER package while 7 are only one measure away.
• India has best-practice-level graphic health warning labels in 2024.
• On the ˋW’ measure, India has been in the highest group since 2016. On the ‘E’ measure, India has banned direct and indirect tobacco advertising, promotion and sponsorships.

Tobacco consumption

• Usage: 22.3% of the global population used tobacco, nearly 80% users living in low & middle income countries. India has over 270 million tobacco users.
• Gender & Youth Trends: Tobacco use among women increased by 2.1% (2015–2021), while student use (13–15 years) has declined.
• Affordability: Integrated GST structure & stagnant tax rates have made cigarettes more accessible.
• Health Cost: Tobacco use cost India 1.04% of GDP, with smoking alone contributing 74% of this burden.
• Hotspots: Major cultivation states include Andhra Pradesh, Karnataka & Gujarat.

Impact of Tobacco Consumption

• Environmental Damage: Cultivation leads to rapid soil nutrient depletion & deforestation.
  • With upto 5.4 kg of wood needed to process just 1 kg of tobacco.
• Waste Generation: Consumption & production generates 1.7 lakh tonnes of waste annually in India.
• Economic Loss: Tobacco use exceeds India’s health budget & consumtion over 1% of GDP.
• Healthcare Strain: Treatment of tobacco-related diseases accounts for 5.3% of total health expenditure.
• Occupational Hazard: Over 6 million workers in the tobacco industry face health risks due to nicotine absorption through the skin.

Challenges in Ending Tobacco Epidemic

• Weak Regulation: Many smokeless & smuggled products evade COTPA provisions, penalties (e.g., ₹5,000 fine for packaging violations) remain unchanged since 2003.
• Surrogate Advertising: Brands use indirect promotions (e.g., elaichi ads) to bypass bans seen in events like the ICC World Cup 2023.
• Poor Implementation: Lack of staffing, monitoring & resources has made NTCP ineffective in reducing tobacco use.
• Industry Interference: Government stake in ITC (7.8%) & lobbying by tobacco firms pose a conflict of interest in policymaking.
• Tax Inefficiency: Low taxes & loopholes make tobacco cheaper over time, especially bidis & Smokeless Tobacco Products (SLTs).

Read about the Measures to Control Tobacco

Way Forward

• Update COTPA: Revise fines, include rules on surrogate ads & extend regulations to films, OTT & gaming content.
• Increase Taxes: Raise tobacco taxes to meet WHO’s 75% retail price benchmark & reduce affordability.
• Offer incentives & training for tobacco farmers to switch to sustainable crops like jowar.
• Ban Products: Prohibit sale of single cigarettes & regulate flavoured nicotine items targeting youth.

2025 Bloomberg Philanthropies Awards for Global Tobacco Control Given to India, Mauritius, Mexico, Montenegro, Philippines and Ukraine. India was presented the ‘O’ category award for promoting tobacco cessation.

{GS3 – Agri – Crops} International Potato Centre at Agra

• Context (IE): The Cabinet approved the CIP–South Asia Regional Centre (CIP–SARC) at Agra, Uttar Pradesh, to promote climate-resilient potato cultivation across South Asia.
• The CSARC will focus on the development of climate resilient, disease-free new varieties.

About International Potato Centre (CIP)

• CIP is a global research organisation founded in 1971 dedicated to improving potato, sweet potato and Andean roots and tubers cultivation for sustainable agriculture and nutrition.
• Headquarters: Lima, Peru.
• Mandate: Focuses on food security, nutrition, climate resilience, and poverty reduction.
• Germplasm bank: Hosts the global gene bank in Lima.
• Regional presence: Has two regional centres in Asia—China (2017) and India (2025).

About Potato (Solanum tuberosum)

• Native to the Andes in Latin America. It was introduced in India by the Portuguese in the 17th century.
• It is the 3^rd most available food crop in the world after rice and wheat.
• Nutritional value: Rich in carbohydrates, vitamin C, potassium, and fibre.
• Traits: Short-duration, high-yielding, and widely consumed.

Cultivation Profile

• Growing season: Mainly a Rabi crop (Oct–Mar) in northern India.
• Climate needs: Ideal growth at 24°C; tuber formation at 20°C; yield drops above 30°C.
• Soil preference: Needs well-drained alluvial soils; Indo-Gangetic plains produce 85%.
• Crop risks: Prone to late blight, tuber moth, and heat stress.

Production Status

• India is the 2nd largest global producer and consumer after China.
  • India and China produce about one-third of the world’s output.
• Top states: Major producers include Uttar Pradesh, West Bengal, and Bihar.

Potato R&D Institutions in India ICAR–Central Potato Research Institute (ICAR–CPRI), Shimla: Research on improved varieties and disease control. ICAR–Central Tuber Crops Research Institute (ICAR–CTCRI), Thiruvananthapuram: Works on sweet potato and other tropical tuber crops.

{GS3 – Envi – Conservation} Management Effectiveness Evaluation Report

• Context (TH): MoEFCC released the 2020–25 Management Effectiveness Evaluation (MEE) report in collaboration with the Wildlife Institute of India (WII).

• Management Effectiveness Evaluation is a global tool used to assess the management quality of Protected Areas (PAs) through conservation results.
• Scope: This cycle covered 438 terrestrial PAs and 113 Coastal and Marine Protected Areas (CMPAs).
• Indicators: Based on 30 indicators across six elements — Context, Planning, Inputs, Process, Outputs, and Outcomes.
• Rating Categories: PAs are rated as Very Good (≥75%), Good (60–74%), Fair (41–59%), and Poor (≤40%)
• Model Basis: Built on the IUCN–WCPA (World Commission on Protected Areas) framework.

Key Findings

• Overall Score: The average MEE score was 64.41%, rated as Good. 84 out of 438 PAs (~19.2%) received a Very Good rating.
• Kerala scored 76.22%, the only state rated Very Good.
• Karnataka, Punjab, Himachal Pradesh — all rated Good.
• Chandigarh scored 85.16%, the highest among all regions.
• Ladakh scored 34.9%, the only region rated Poor.
• Top Rated PAs: Eravikulam NP (Kerala), Dachigam NP (J&K), Bandli WLS (Himachal Pradesh).
• Poorly Rated PAs: Hemis NP (Ladakh), Ringba–Roba WLS (Arunachal Pradesh), Jai Prakash Narayan Bird WLS (Bihar).

{GS3 – S&T – Defence} Joint Instruction by the Chief of Defence Staff

• Context (ET): The Chief of Defence Staff (CDS) and the Secretary, Department of Military Affairs (DMA) are now empowered to issue joint instructions to the Army, Navy, and Air Force.

• Each service previously issued its own directives without a common operational chain.

What is Jointness and Integration?

• Jointness means coordinated use of Army, Navy & Air Force resources while maintaining their distinct roles. It aims to reduce duplication, improve efficiency & ensure cohesive functioning during operations.
• Integration involves structurally combining elements of the three forces under unified command setups.
• Essential for establishing Integrated Theatre Commands for geography or task based operations.
• Recognized as one of the nine top priorities for defence reforms in 2025 as the “Year of Defence Reforms.”

Objectives of the Joint Instructions

• Improve Interoperability: Enables seamless operations across the Army, Navy, and Air Force.
• Institutionalise Jointness: Promotes unified structures and decision-making.
• Centralised Command Flow: Establishes a single point of authority.
• Reduce Redundancy: Avoids conflicting or duplicate orders.
• Modernise Warfare: Aligns with integrated and network-centric operations.

Implications of the Move

• Path to Theatre Commands: Joint directives pave the way for integrated geographic commands.
• Unified Inter-Service Orders: Prevents conflicting instructions between the Army, Navy, and Air Force.
• Rapid Crisis Response: Ensures faster coordination in emergencies, such as surgical strikes.
• Efficient Procurement: Enables collective capital acquisition decisions.
• Resource Optimisation: Utilisation of common airbases, ports, and command infrastructure.
• Modern Threat Preparedness: Supports integration of cyber, space, and AI-based warfare.

Initiatives for Interoperability Enhancement Interoperability is the ability of various services to collaborate using shared systems and protocols. Joint Exercises: Tri-service drills (e.g., amphibious ops) using unified planning platforms. Common Logistics: Shared fuel depots, maintenance hubs, and transport fleets across services. Digital Networks: Unified battlefield communication and real-time command data-sharing. Standard Equipment: Joint procurement of radios, UAVs, and software compatible across services. Initiatives for Enhancing Jointness Jointness is the coordinated use of planning, command, training, and staffing among all military branches. Integrated Commands: e.g., Andaman & Nicobar Command with unified land, air, and sea elements. Joint Training: National Defence Academy (NDA) model replicated in tri-service war colleges. Combined Planning Units: DMA-led teams for joint operational strategies. Shared Human Resources: Medical, logistics, and cyber teams function across all services.

Chief of Defence Staff (CDS)

• Initial Proposal: Recommended by the 2001 Group of Ministers after the Kargil Review Committee.
• Reform Panel: Reaffirmed by Shekatkar Committee (2016).
• First CDS: General Bipin Rawat (appointed in 2019).

Rank and Status

• Four-Star Officer: Appointed as a four-star General, equivalent in rank to the service chiefs.
  • Primus Inter Pares: First among equals with the three Chiefs of Staff.
• Secretary Rank: Heads the Department of Military Affairs (DMA) within the Ministry of Defence.
• Budget Role: Oversees the revenue budget of the three services.
  • Capital Budget: Managed by the Defence Secretary.
• Oversight: Exercises administrative control over Cyber, Space, and Special Operations commands.

Appointment

• Appointed By: Appointments Committee of the Cabinet, chaired by the Prime Minister.
• Eligibility: 3-star officers or retired 4-star officers.
• Age Limit: Maximum age is 65 years.
• Tenure: Serves up to age 65; no fixed term limit.

Roles and Responsibilities of CDS

• DMA Head: Oversees key tri-service policy, staffing, training, and reforms.
• Principal Military Advisor: Advises the Defence Minister on joint operational matters.
• Permanent COSC Chair: Leads the Chiefs of Staff Committee permanently.
• NCA Role: Advises the Nuclear Command Authority on strategic deterrence.
• Tri-Agency Oversight: Controls Cyber, Space, and Special Operations agencies.
• Parliament Role: Answers Parliament on tri-service defence matters.
• DAC Member: Member of Defence Acquisition Council, chaired by the Defence Minister.
• DPC Member: Member of Defence Planning Committee, chaired by the National Security Advisor.
• No Field Command: Holds no operational command; has functional oversight.

Main Functions of CDS

• Acquisition Planning: Prepares 5-Year DCAP and 2-Year Roll-on Acquisition Plan.
• Capital Prioritisation: Ranks acquisition proposals across the Army, Navy, and Air Force.
• Promote Indigenisation: Advocates wider use of Indian-made defence products.
• Command Restructuring: Facilitates the creation of theatre commands and resource reallocation.
• Joint Procurement: Leads equipment standardisation across all three services.
• Planning Linkage: Connects MoD, Finance, and Armed Forces for policy alignment.

Defence Capital Acquisition Plan (DCAP): A five-year plan outlining long-term capital procurement priorities for all three services. 2-Year Roll-On Acquisition Plan: A rolling document updated annually, covering capital acquisition needs for the current and following year.

{Prelims – PIN} Tansen

• Context (IE): The Madhya Pradesh HC rejected a plea seeking religious & cultural activities at the tomb of Hazrat Sheikh Muhammad Ghaus in Gwalior.

Credits: Pinterest

About Tansen

• Born as Ramtanu Pandey in a Hindu Gaur Brahmin family in Gwalior.
• Disciple of Swami Haridas, a renowned composer from Vrindavan & court musician of Raja Man Singh Tomar of Gwalior.
• His early patron was Raja Ramchandra Singh of Rewa, where he served before joining the Mughal court.
• Joined Akbar’s court around 1562, at the age of 60 & was named one of the Navaratnas (nine jewels).
• Awarded the title “Mian” by Akbar meaning “learned man”, wheareas “Tansen” was earlier given by Raja Vikramjit of Gwalior.
• Death: Tansen died in 1586 and was buried near his Sufi master Muhammad Ghaus in Gwalior.

Contributions

• Master of Dhrupad, the oldest style of Hindustani classical music.
• Created & popularised several ragas like Miyan ki Todi, Miyan ki Malhar & Darbari Kanada.
• Played a key role in founding the Gwalior Gharana, the oldest gharana of Hindustani classical music.
• Composed songs in Braj Bhasha, often based on Hindu Puranic themes & dedicated to deities like Saraswati, Ganesha, Surya, Shiva & Vishnu.
• He was also an instrumentalist, who improved & popularised the rabab (of Central Asian origin).

{Prelims – S&T – Defence} Adamya FPV

• Context (PIB): Adamya, an indigenously built Fast Patrol Vessel (FPV), was inducted into the Indian Coast Guard (ICG). It is the first of eight vessels under the 08–FPV Project.
• A FPV is a high-speed ship used for coastal patrol, surveillance & rescue missions.

About Adamya

• First Indian FPV with Controllable Pitch Propellers (CPP) for improved speed and manoeuvrability.
• Construction: Built by Goa Shipyard Limited with over 60% indigenous content under Make in India.
• Deployment: Used for patrol, SAR, law enforcement, and environmental protection.
• Armament: Armed with a naval gun and remote-controlled guns with fire-control systems.
• Dual Certification: Holds dual accreditation from the American Bureau of Shipping (ABS) and the Indian Register of Shipping (IRS).

Credit: Wikipedia

About 08–FPV Project

• Overview: A modernization initiative to induct eight indigenous FPVs into the ICG fleet.
• Contract: Signed in 2022 under the Buy (Indian–IDDM) category.
• Builder: All eight vessels are being built by Goa Shipyard Limited.
• Vessels: Includes Adamya, Akshar, Amulya, Akshay, and Achal; three more are under construction.

Buy (Indian–IDDM): A procurement category for equipment that is Indigenously Designed, Developed, and Manufactured in India.