“Under the visionary leadership of Prime Minister Narendra Modi, women entrepreneurs are building successful brands, creating employment opportunities and becoming powerful drivers of India’s journey towards Viksit Bharat 2047.”

India’s startup revolution is not merely a story of technology, venture capital and unicorn valuations. It is also a story of women who challenged conventional business models, entered traditionally male-dominated sectors, built consumer trust and transformed everyday problems into successful enterprises.

From beauty and personal care to healthcare, financial technology, real estate and sustainable food, women entrepreneurs are demonstrating that economic growth becomes more inclusive and resilient when women move from being participants in the economy to becoming its creators, innovators and leaders.

The women behind brands such as Nykaa, SUGAR Cosmetics, Mamaearth, LimeRoad, MobiKwik, Slurrp Farm and other emerging enterprises represent an important dimension of India’s development journey. Their stories reveal how entrepreneurial ambition, digital infrastructure, changing consumer aspirations and a supportive policy environment are reshaping the country’s economic landscape.

This is not simply a story of women succeeding in business. It is a story of women expanding India’s productive capacity, creating employment, strengthening domestic brands and contributing to the national aspiration of Viksit Bharat 2047.

1. The scale of India’s women-led entrepreneurial movement

The numbers indicate that women are becoming an increasingly important part of India’s formal startup ecosystem. According to the Government of India’s Press Information Bureau, as of 31 March 2026, more than 1.07 lakh recognised startups had at least one woman director or partner, representing approximately 48% of all DPIIT-recognised startups. The same release reported that recognised startups had generated over 23.36 lakh direct jobs. These figures establish the scale of women’s participation, although having a woman director or partner does not necessarily mean that a business is majority-owned or controlled by women.

This distinction matters. Women’s entrepreneurial contribution should not be measured only by the number of companies they establish. It should also be assessed through their role in innovation, capital formation, formal employment, supply-chain development, consumer access and the creation of businesses capable of competing in national and international markets.

2. How the Modi government has strengthened the entrepreneurial ecosystem

The growth of women’s entrepreneurship has several drivers, including individual talent, private investment, changing consumer behaviour, digital adoption and public policy. The Modi government’s contribution is best understood as building an enabling ecosystem rather than attributing the success of individual companies to any single scheme.

A. Startup India and a culture of enterprise

Launched on 16 January 2016, Startup India sought to move the economy towards job creation through entrepreneurship. DPIIT recognition can provide eligible startups access to benefits such as intellectual-property facilitation, self-certification under specified laws, easier public procurement norms and eligible tax benefits. This framework helps reduce some of the barriers faced by new businesses.

B. Seed funding, venture capital and credit support

Early-stage businesses often struggle to finance prototypes, product testing and market entry. The Startup India Seed Fund Scheme, Fund of Funds for Startups and Credit Guarantee Scheme for Startups address different stages and financing needs. As of 31 October 2025, government-reported support included approximately ₹284.79 crore approved for 1,635 women-led startups through incubators under the Seed Fund Scheme, and ₹2,838.9 crore invested in 154 women-led startups by funds supported under the Fund of Funds mechanism during the reported period. These are distinct forms of support and should not be added together as direct government grants.

C. Stand-Up India and access to bank credit

Stand-Up India was launched in 2016 to facilitate bank loans of ₹10 lakh to ₹1 crore for eligible greenfield enterprises promoted by women and Scheduled Caste or Scheduled Tribe entrepreneurs. It recognised that business ownership requires access to finance, not merely encouragement. The scheme’s eligibility rules and lending conditions apply, so it should not be interpreted as an unconditional grant.

D. Mentorship, networks and capacity building

The Women Entrepreneurship Platform and Startup India’s women-focused initiatives help connect entrepreneurs with mentors, information, networks and funding opportunities. Startup India’s Women for Startups workshops, conducted across 22 states between November 2022 and November 2023, engaged more than 1,400 aspiring and existing women entrepreneurs and included pitching and fundraising support. Such interventions matter because capital alone cannot substitute for market knowledge, managerial capability and professional networks.

E. Digital public infrastructure and market access

Digital payments, widespread smartphone adoption, online commerce and digital identity infrastructure have helped lower the friction involved in reaching customers and accepting payments. UPI, in particular, has become a critical part of India’s digital payments ecosystem. These developments are not women-specific policies, but they create opportunities for women-led ventures to operate beyond traditional geographical boundaries and serve customers across India. Their impact depends on connectivity, digital literacy, consumer trust and access to working capital.

The larger policy lesson is that entrepreneurship flourishes when ambition is matched by institutions. The government can improve access to finance, reduce regulatory friction, support incubation and expand digital infrastructure. Entrepreneurs must then convert these opportunities into commercially viable products, trusted brands and sustainable businesses.

3. The women and the startups reshaping India’s markets

The businesses featured in the image represent different dimensions of India’s entrepreneurial transformation. Some have created consumer brands, others have built digital marketplaces or financial platforms, and some have addressed specific gaps in nutrition and women’s economic participation. Their contribution lies in identifying unmet needs and building organisations around them.

A. Falguni Nayar and Nykaa (Beauty, lifestyle and digital commerce)

Founded in 2012, Nykaa transformed beauty retail by combining e-commerce with product discovery, expert-led content and an expanding physical retail presence. Falguni Nayar, who brought extensive investment-banking experience to entrepreneurship, identified an opportunity in a market where product authenticity, consumer education and access to a broad selection of beauty products mattered. Nykaa’s development into a multi-channel beauty and lifestyle business illustrates how an Indian enterprise can build consumer trust, create a recognisable domestic brand and scale through technology. Its journey also challenges the assumption that entrepreneurship is primarily the domain of young founders in software and engineering.

B. Vineeta Singh and SUGAR Cosmetics (Beauty products and consumer branding)

SUGAR Cosmetics, co-founded by Vineeta Singh and Kaushik Mukherjee, built its identity around contemporary beauty products and a distinctive brand proposition for Indian consumers. Singh’s entrepreneurial journey demonstrates the importance of persistence, product-market fit and learning from unsuccessful business experiments. The company has used digital channels and e-commerce platforms to reach consumers while developing a broader beauty brand. Its story illustrates how women entrepreneurs can compete in a crowded consumer market by combining customer insight, brand positioning and execution rather than relying solely on the appeal of a product.

C. Ghazal Alagh and Mamaearth (Personal care and purpose-led brands)

Ghazal Alagh co-founded Honasa Consumer with Varun Alagh in 2016, with Mamaearth emerging from a focus on parenting and personal-care needs. The business subsequently expanded into a portfolio of beauty and personal-care brands. Ghazal’s role in product innovation and brand development illustrates how a consumer problem can become the starting point for a scalable enterprise. The broader lesson is that successful branding requires more than attractive packaging or digital advertising. It demands an understanding of consumer expectations, product development, distribution and the ability to sustain trust as a company grows.

D. Suchi Mukherjee and LimeRoad (Fashion discovery and social commerce)

LimeRoad, founded by Suchi Mukherjee, sought to make online fashion discovery more interactive through curated product collections and user-generated styling ideas. The venture reflected a wider shift in Indian retail, where consumers increasingly discover products through digital communities rather than relying exclusively on conventional catalogues and stores. Mukherjee’s entrepreneurial story highlights the role of design, technology and consumer behaviour in building differentiated platforms. It also demonstrates that innovation can occur in how customers discover and evaluate products, not only in the products themselves.

E. Upasana Taku and MobiKwik (Fintech and digital payments)

Upasana Taku co-founded MobiKwik with Bipin Preet Singh in 2009, when India’s digital payments market was still developing. The company evolved into a financial technology platform offering digital payments and other financial services. Taku’s journey is especially significant because fintech demands expertise in technology, risk management, regulation, customer acquisition and financial operations. The wider expansion of digital payments has helped businesses of different sizes participate in a more connected commercial economy. MobiKwik’s trajectory demonstrates the role of entrepreneurial execution in developing financial products for a rapidly changing Indian market.

F. Meghana Narayan and Shauravi Malik of Slurrp Farm (Nutrition, food innovation and millets)

Slurrp Farm was founded by Meghana Narayan and Shauravi Malik to offer convenient food products built around ingredients such as millets, lentils and other grains. Their business addresses a consumer challenge at the intersection of nutrition, convenience and children’s eating habits. Its emphasis on indigenous grains also connects modern consumer branding with India’s agricultural diversity. Millets can offer agronomic advantages in suitable growing conditions, although their actual environmental benefits depend on the crop, location and farming practices. The venture demonstrates how women-led businesses can connect household needs with opportunities for farmers, food processing and value addition.

G. Ruchi Kalra and Oxyzo (Business finance and SME lending)

Ruchi Kalra co-founded Oxyzo Financial Services, which provides financing solutions to small and medium-sized enterprises. While consumer brands often receive the greatest public attention, business finance is equally important to India’s growth because smaller enterprises need working capital, credit and the ability to manage cash flows. Oxyzo operates in this less visible but economically significant part of the startup ecosystem. Its focus on SME financing illustrates how women entrepreneurs are building businesses that support other businesses, strengthen supply chains and address financing gaps in the productive economy.

H. Mehak Sagar and WedMeGood (Wedding services and the digital marketplace)

Mehak Sagar co-founded WedMeGood with Anand Shahani in 2014 after their own wedding-planning experience revealed how difficult it could be to discover and coordinate wedding services. The platform connects couples with vendors and helps them explore venues, photography, décor and other services. Its model illustrates how India’s large wedding economy can generate opportunities for digital intermediation and service-sector entrepreneurship. Beyond the platform itself, such marketplaces can improve discoverability for smaller service providers and help organise a fragmented market.

I. Kanika Gupta Shori and Square Yards (Real estate technology and housing transactions)

Kanika Gupta Shori is the co-founder and COO of Square Yards, a real estate marketplace that uses technology and an offline network to facilitate property transactions. Real estate is a complex sector in which consumers must navigate fragmented information, documentation, financing and multiple intermediaries. Digital platforms can make property discovery and transaction support more accessible, although the quality of outcomes depends on transparency and service execution. Shori’s work highlights the role of women in building technology-enabled businesses in sectors traditionally associated with capital-intensive operations and male-dominated leadership.

J. Radhika Ghai and Kindlife (Beauty, wellness and consumer discovery)

Radhika Ghai is associated with Kindlife, a platform focused on beauty, personal care and wellness products. The platform addresses a modern consumer challenge by bringing products and discovery into one digital destination. Its business model reflects a broader opportunity in India’s expanding self-care market, where consumers seek curated selections, product information and convenient access to emerging brands. This category illustrates how entrepreneurship can create value by reducing the time and uncertainty involved in product discovery. Kindlife’s current founding team also includes co-founders Vidit Jain and Manasa Garemella, illustrating the collaborative nature of startup building.

K. Sairee Chahal and SHEROES (Women’s economic participation and entrepreneurship)

Sairee Chahal founded SHEROES and Mahila Money to help women access communities, employment opportunities, learning and financial resources. Her work addresses a fundamental challenge in women’s entrepreneurship, namely that business ambition can be constrained by limited networks, unequal access to capital and a lack of supportive professional environments. By building digital platforms centred on women’s participation, Chahal has helped bring these barriers into the entrepreneurial conversation. Her ventures demonstrate that some businesses create value not only by selling products, but also by widening access to opportunities and economic participation.

4. What these entrepreneurial journeys tell us about India’s development model

Women are creating markets, not merely entering them. Nykaa transformed beauty discovery, Slurrp Farm built a proposition around convenient nutrition, and WedMeGood organised the discovery of wedding services. Each identified a consumer problem and developed a business model around it.

Technology is enabling businesses to scale. Digital commerce, payments and online marketplaces have widened access to customers and suppliers. Public digital infrastructure and private innovation reinforce each other, although neither guarantees commercial success.

Women are entering technically demanding sectors. The journeys of Upasana Taku in fintech, Ruchi Kalra in business finance and Kanika Gupta Shori in real estate technology challenge outdated assumptions about women’s suitability for complex business leadership.

Entrepreneurship can strengthen supply chains. Food brands can create opportunities for agricultural producers, fintech platforms can serve merchants, and marketplaces can improve access to customers for service providers. The strongest development outcomes occur when business growth generates productive economic activity beyond the company’s immediate workforce.

Successful founders can change aspirations. When women build nationally recognised enterprises, they expand the range of possibilities that young women, students and aspiring entrepreneurs can imagine for themselves.

5. The road ahead towards Viksit Bharat 2047

The next stage of India’s startup journey must move beyond celebrating a handful of prominent founders. The objective should be to create an entrepreneurial ecosystem in which women from smaller cities, rural communities, disadvantaged backgrounds and non-metropolitan educational institutions can also build and scale sustainable enterprises.

This requires continued attention to affordable credit, access to equity capital, professional mentorship, digital literacy, intellectual-property protection, business networks, childcare support and safer working environments. It also requires better measurement of women’s actual ownership, leadership, access to finance and business survival, rather than relying solely on the presence of a woman director.

Government schemes can create opportunities, but their ultimate success depends on whether entrepreneurs can access them, whether funding reaches viable businesses and whether enterprises can grow without becoming excessively dependent on subsidies or promotional support.

For India, women’s entrepreneurship is therefore not simply a question of social empowerment. It is a question of national economic capacity. A country aspiring to become a developed economy cannot afford to underutilise the talent, creativity and leadership of half its population.

The Modi government’s startup policies, credit-support mechanisms, digital infrastructure and women-focused entrepreneurship initiatives have contributed to building an enabling environment. The responsibility now is to deepen this progress, improve access to capital and ensure that the next generation of women founders can move from local innovation to national scale and global competitiveness.

The ultimate measure of success will not be how many women appear on startup lists or at entrepreneurial events. It will be how many can build enduring businesses, employ people, innovate, compete globally and create prosperity for their communities.

India’s women entrepreneurs are already demonstrating what is possible. Their stories deserve recognition not as exceptions to the national growth story, but as an integral part of it.

Viksit Bharat 2047 will be stronger when women are not merely included in India’s economic transformation, but are among the people leading it.

The post THE WOMEN BEHIND INDIA’S STARTUP STORY appeared first on VisionViksitBharat.

भारत में भी कुछ वर्गों को भारतीय अर्थव्यवस्था में आए इस उछाल पर आश्चर्य हो रहा है एवं वे यह विश्वास नहीं कर पा रहे हैं कि वैश्विक स्तर पर बिगड़े हुए हालातों के बीच भारतीय अर्थव्यवस्था विश्व में बड़ी अर्थव्यवस्थाओं के बीच सबसे तेज गति से आगे बढ़ती अर्थव्यवस्था कैसे बनी रह सकती है। इस तरह के प्रशन्नों का उत्तर पाने के लिए हाल ही के समय में भारतीय अर्थव्यवस्था के विभिन्न क्षेत्रों में हो रहे परिवर्तनों को हमें समझना होगा।

वित्तीय वर्ष 2026-27 की प्रथम तिमाही (अप्रेल-जून 2026) के दौरान भारत के सकल घरेलू उत्पाद में 7.8 प्रतिशत की वृद्धि हासिल की गई है, इसमें अर्थव्यवस्था के समस्त क्षेत्रों का योगदान स्पष्टतः दिखाई दे रहा है। उक्त वृद्धि दर किसी एक विशेष कारण के चलते सम्भव नहीं हुई है। विनिर्माण के क्षेत्र में वृद्धि दर 8.3 प्रतिशत से बढ़कर 9.2 प्रतिशत की रही है, निर्माण के क्षेत्र में वृद्धि दर 5.2 प्रतिशत से बढ़कर 7.7 प्रतिशत, सेवा क्षेत्र में 8 प्रतिशत से बढ़कर 10 प्रतिशत, निजी उपभोग में 6.8 प्रतिशत से बढ़कर 7.1 प्रतिशत, सकल पूंजी निर्माण में 5.8 प्रतिशत से बढ़कर 11.9 प्रतिशत, वित्तीय क्षेत्र में 12.1 प्रतिशत, व्यापार, होटेल एवं यातायात के क्षेत्र में 8.5 प्रतिशत, कृषि के क्षेत्र में 3.6 प्रतिशत की वृद्धि दर रही है। इसी अवधि में सकल घरेलू उत्पाद का आकार भी 80.32 लाख करोड़ रुपए से बढ़कर 88.27 लाख करोड़ रुपए का हो गया है। इस प्रकार के विकास को विस्तृत आधार वाला विकास कहा जाता है।

किसी भी देश में सकल घरेलू उत्पाद में वृद्धि का आश्य यह है कि उस देश में आर्थिक गतिविधियाँ तेजी पकड़ रही हैं। आर्थिक गतिविधियों के बढ़ने से उस देश में कर संग्रहण की राशि में भी वृद्धि दृष्टिगोचर होनी चाहिए। भारत में हाल ही के समय में कर संग्रहण में भी सराहनीय सुधार हुआ है। वस्तु एवं सेवा कर संग्रहण माह अगस्त 2026 में 14.8 प्रतिशत की वृद्धि के साथ 2 लाख करोड़ रुपए के स्तर तक पहुंच गया है। आंतरिक वस्तु एवं सेवा कर संग्रहण 9 प्रतिशत की वृद्धि के साथ 1.37 लाख करोड़ रुपए के स्तर पर पहुंचा है तो वहीं आयात वस्तु एवं सेवा कर संग्रहण 29 प्रतिशत की वृद्धि दर्ज करते हुए 0.62 लाख करोड़ रुपए के स्तर पर पहुंच गया है। इसी प्रकार, आय कर की विवरणी फाइल करने वाले नागरिकों की संख्या में भी अतुलनीय वृद्धि दर्ज हुई है और वित्तीय वर्ष 2025-26 वर्ष के लिए आय कर की विवरणी फाइल करने वाले नागरिकों की संख्या 7.80 करोड़ के स्तर को पार कर गई है, जो पिछले वर्ष 7.30 करोड़ के स्तर तक ही पहुंच सकी थी।

अन्य देशों में सकल घरेलू उत्पाद में दर्ज की गई वृद्धि दर की तुलना यदि भारत में दर्ज हुई वृद्धि दर से करते हैं तो ध्यान में आता है कि भारत में सकल घरेलू उत्पाद में वृद्धि दर 7.8 प्रतिशत की रही है, सिंगापुर में 5.9 प्रतिशत, चीन में 4.3 प्रतिशत, दक्षिणी कोरीया में 3.7 प्रतिशत, अमेरिका में 2.1 प्रतिशत, यूनाइटेड किंगडम में 2.1 प्रतिशत, जर्मनी में 1 प्रतिशत की वृद्धि दर्ज हुई है। वैश्विक स्तर पर सकल घरेलू उत्पाद में औसत वृद्धि दर लगभग 3 प्रतिशत की रही है। इसी कारण से यह कहा जा रहा है कि पूरे विश्व में भारत की अर्थव्यवस्था सबसे तेज गति से आगे बढ़ती अर्थव्यवस्था बन गई है। और तो और, भारत ने अंतरराष्ट्रीय संस्थानों (विश्व व्यापार संगठन, विश्व बैंक, अंतरराष्ट्रीय मुद्रा कोष, ऐशियन विकास बैंक) द्वारा पूर्व में दिए गए अनुमानों से भी आगे बढ़कर आर्थिक विकास दर को हासिल किया है। भारतीय रिजर्व बैंक ने भी भारत के सकल घरेलू उत्पाद में 7 प्रतिशत की वृद्धि दर का अनुमान लगाया था एवं भारतीय अर्थशास्त्रियों ने 7.1 प्रतिशत की वृद्धि दर का अनुमान लगाया था। उक्त समस्त अनुमानों को पीछे छोड़ते हुए भारत ने आर्थिक विकास किया है।

भारतीय कम्पनियों द्वारा अपने व्यवसाय एवं लाभप्रदता में हासिल की गई वृद्धि दर से भी यह झलकता है कि भारतीय अर्थव्यवस्था एक तरह से अपने सुनहरे दौर से गुजर रही है। निजी गैर वित्तीय कंपनियों के परिचालन लाभ में आकर्षक 19.3 प्रतिशत की वृद्धि दर्ज हुई है। स्टॉक मार्केट में सूचिबद्ध विनिर्माण इकाईयों के परिचालन लाभ में 21.3 प्रतिशत की वृद्धि दर्ज हुई है। यात्री वाहनों की जुलाई 2026 माह में बिक्री 34.3 प्रतिशत की महत्वपूर्ण वृद्धि के साथ 4.58 लाख इकाईयों के स्तर को पार कर गई है। ट्रैक्टर की बिक्री भी 28.1 प्रतिशत की वृद्धि दर्ज करते हुए 1.17 लाख इकाईयों के स्तर से ऊपर रही है। दो पहिया वाहनों की बिक्री 28.3 प्रतिशत की आकर्षक वृद्धि दर्ज की गई और यह 18.18 लाख इकाईयों के स्तर से ऊपर निकल गई है। डिजिटल भुगतान की संख्या में 16.6 प्रतिशत की वृद्धि एवं राशि में 18.2 प्रतिशत की वृद्धि दर्ज हुई हैं। जुलाई 2026 माह में ही बिजली की मांग में 10.7 प्रतिशत की वृद्धि दर्ज हुई है। डीजल की खपत में भी 10 प्रतिशत की वृद्धि दर्ज हुई है। उक्त समस्त आंकड़ों से यह सिद्ध होता है कि भारत में आर्थिक गतिविधियाँ अपने चरम स्तर पर पहुंच रहीं हैं और इनमे आकर्षक वृद्धि दर लगातार बनी हुई है। इसी के चलते ही भारत के सकल घरेलू उत्पाद में लगभग 8 प्रतिशत की वृद्धि दर होते हुए दिखाई दे रही है। इस आलेख में दिए गए आकड़ों को किसी एक संस्थान ने नहीं जारी किया है बल्कि अलग अलग विभिन्न संस्थानों द्वारा इन्हें जारी किया गया है और यह भारत के विकास को एक ही दिशा में अर्थात ऊपर की ओर जाता हुआ दिखा रहे हैं।

विदेशी संस्थागत निवेशक जो अभी तक भारत के पूंजी बाजार से अपने निवेश को निकाल रहे थे उन्होंने भारत के शेयर बाजार में जुलाई 2026 माह में 210 करोड़ अमेरिकी डॉलर एवं अगस्त 2026 माह में 310 करोड़ अमेरिकी डॉलर का निवेश किया है, जबकि मार्च से जून 2026 की अवधि में विदेशी संस्थागत निवेशकों ने भारतीय पूंजी बाजार से 2700 करोड़ अमेरिकी डॉलर की राशि निकाल ली थी। हालांकि अभी यह कहना जल्दबाजी होगी कि विदेश संस्थागत निवेशक भारतीय पूंजी बाजार में लौट आए हैं, परंतु इस संदर्भ में ट्रेंड तो परिवर्तित होता हुआ दिखाई दे रहा है। विदेशी संस्थागत निवेशकों ने वित्तीय वर्ष 2025-26 में भारत के शेयर बाजार से 1.53 लाख करोड़ रुपए की राशि निकाली थी। स्ट्रेट ओफ होर्मुज लगातार कुछ माह तक बंद रहा है, तुलनात्मक रूप से तेल के बहुत कम जहाज इस मार्ग से निकल पाए हैं जिससे कच्चे तेल की आपूर्ति बहुत बड़े स्तर पर प्रभावित रही है। ट्रम्प प्रशासन द्वारा भारत सहित विश्व के कई देशों द्वारा अमेरिका को किए जाने वाले निर्यात के उत्पादों पर भारी मात्रा में आयात कर लगाए हैं।

उक्त वर्णित समस्त विपरीत परिस्थितियों के बीच न केवल भारत सकल घरेलू उत्पाद में वृद्धि हो रही है बल्कि भारत से विभिन्न उत्पादों के निर्यात में भी आकर्षक वृद्धि दर्ज हो रही है, और निर्यात के क्षेत्र में भी भारतीय उत्पाद धूम मचाते हुए दिखाई दे रहे हैं। जुलाई 2026 माह में इलेक्ट्रॉनिक्स उत्पादों का निर्यात 57.4 प्रतिशत से बढ़ा है, केमिकल उत्पादों का निर्यात 14.4 प्रतिशत बढ़ा है, मशीनरी एवं इक्विप्मेंट उत्पादों का निर्यात 12.1 प्रतिशत बढ़ा हैं, पूंजीगत वस्तुओं का उत्पादन 16.1 प्रतिशत बढ़ा है, बिजली के इक्विप्मेंट का उत्पाद 28.3 प्रतिशत से बढ़ा है। विश्व व्यापार संगठन ने तो वैश्विक व्यापार के अनुमानों को 2.5 प्रतिशत से घटाकर 0.5 प्रतिशत कर दिया था, अर्थात 80 प्रतिशत की कमी, परंतु भारत के निर्यात तेजी से बढ़ रहे हैं।

भारतीय रिजर्व बैंक के केएलईएम द्वारा प्रदान की गई जानकारी के अनुसार, वित्तीय वर्ष 2023-24 सहित पूर्व के 9 वर्षों में भारत में 1.9 करोड़ रोजगार के अवसर प्रतिवर्ष निर्मित किए गए हैं। वित्तीय वर्ष 2023-24 में निर्मित रोजगार के अवसरों में मातृशक्ति की भागीदारी 41.7 प्रतिशत की रही है। भारत में प्रति व्यक्ति आय भी लगभग 2900 अमेरिकी डॉलर के स्तर पर शीघ्र ही पहुंचने वाली है। विभिन्न वस्तुओं एवं सेवाओं के निर्यात में 12 प्रतिशत की वृद्धि दर्ज हो रही है। भारत ने 40 देशों के साथ मुक्त व्यापार समझौते सम्पन्न कर लिए हैं अथवा सम्पन्न करने की ओर तेजी से आगे बढ़ रहा है। वित्तीय वर्ष 2027-28 में भारत विश्व की तीसरी सबसे बड़ी अर्थव्यवस्था बनने की ओर अग्रसर है।

भारत की अर्थ के लगभग समस्त क्षेत्रों में आकर्षक वृद्धि हम समस्त भारतीयों के लिए गर्व एवं आनंद का विषय होना चाहिए एवं इसमें और अधिक सुधार करने की दृष्टि से भारतीय अर्थव्यवस्था में हमें किसी भी प्रकार का व्यवधान खड़ा नहीं करना चाहिए, विशेष रूप से भारत के युवाओं (जेन-जी) को तो भारत की आर्थिक प्रगति में अपने योगदान को बढ़ाने के लिए गम्भीरता से विचार करना चाहिए।

The post अर्थ के लगभग समस्त क्षेत्रों में भारत की प्रगति अतुलनीय है appeared first on VisionViksitBharat.

आपको यह जानकर आश्चर्य होगा कि ब्रिक्स की स्थापना अमेरिका में हुई है। वर्ष 2006 में न्यूयॉर्क में संयुक्त राष्ट्र महासभा (यूएनजीए) के मौके पर ब्रिक विदेश मंत्रियों की पहली बैठक में ब्रिक को औपचारिक रूप दिया गया था। ब्रिक का पहिला उद्घाटन शिखर सम्मेलन वर्ष 2009 में रूस के येकातेरिनबर्ग में आयोजित किया गया था। वर्ष 2010 में न्यूयॉर्क में ब्रिक विदेश मंत्रियों की बैठक में दक्षिण अफ्रीका को शामिल करने के साथ ब्रिक को ब्रिक्स में विस्तारित करने पर सहमति हुई थी। तदनुसार, दक्षिण अफ्रीका ने 2011 में सान्या में तीसरे ब्रिक्स शिखर सम्मेलन में भाग लिया। मिस्र, इथियोपिया, ईरान, सऊदी अरब और संयुक्त अरब अमीरात जनवरी 2024 से और इंडोनेशिया जनवरी 2025 में ब्रिकस के पूर्ण सदस्य बने। इसके बाद बेलारूस, बोलीविया, कजाकिस्तान, क्यूबा, मलेशिया, नाइजीरिया, थाईलैंड, युगांडा, उज्बेकिस्तान और वियतनाम 2025 में भागीदार देशों के रूप में ब्रिक्स में शामिल हुए।

भारत के प्रधानमंत्री ने अपने उदबोधन में उक्त ब्रिक्स शिखर सम्मेलन में कई आवश्यक एवं महत्वपूर्ण विषयों की ओर समस्त सदस्यों का ध्यान आकर्षित किया है। अमेरिका के राष्ट्रपति डॉनल्ड ट्रम्प ने विभिन्न देशों से अमेरिका को होने वाले कई उत्पादों के निर्यात पर भारी भरकम टैरिफ लगाया था, इसी प्रकार चीन ने भी आवश्यक मिनरल के निर्यात पर कुछ प्रतिबंध लगाए थे, इस प्रकार की स्थित पुनः न बनें इस हेतु यह सुझाव दिया गया है कि तकनीकी एवं आवश्यक मिनेरल्स को विभिन्न देशों द्वारा हथियार की तरह इस्तेमाल नहीं करना चाहिए इसका सीधा सीधा विपरीत प्रभाव विकासशील देशों के विकास पर पड़ता है। जब हम वैश्विक स्तर पर एक परिवार की बात करते हैं तो प्राकृतिक संसाधनों पर इस धरा पर निवासरत पूरी मानवजाति का समान अधिकार है। इसके उपयोग को कुछ देशों द्वारा रोका नहीं जाना चाहिए। भारतीय सनातन संस्कृति में तो प्रकृति को मां के समान माना जाता है, अतः प्रकृति का शोषण नहीं बल्कि आवश्यकता अनुसार दोहन होना चाहिए। विकास और पर्यावरण के बीच संतुलन भी आवश्यक है। विकास और पर्यावरण एक दूसरे के खिलाफ नहीं हैं केवल आवश्यता है कि दोनों के बीच संतुलन स्थापित किया जाय। हाल ही के समय में महामारी, जलवायु आपदाओं एवं सप्लाई चैन में रुकावटों ने दिखाया है कि विभिन्न देश एक दूसरे पर किस प्रकार निर्भर है। एक देश में आया संकट दूसरे देश को भी प्रभावित करता हुआ दिखाई दे रहा है। ब्रिक्स के सदस्य देशों को आपस में सहयोग बढ़ाने तथा सप्लाई चैन को मजबूती प्रदान करने की ओर अपना ध्यान केंद्रित करना चाहिए।

ब्रिक्स के सदस्य देशों के बीच आपस में छोटे कारोबारों को बढ़ावा दिए जाने के प्रयास किए जाने चाहिए और उन्हें नए बाजार और पर्याप्त वित्त की सुविधा उपलब्ध कराए जाने के प्रयास भी होने चाहिए ताकि रोजगार के नए अवसर निर्मित हों और अंतिम पंक्ति पर खड़े नागरिकों को गरीबी रेखा से ऊपर लाया जा सके। इसके लिए “ब्रिक्स कनेक्ट” के माध्यम से गरीब नागरिकों को काम के लिए आवश्यक कौशल सीखने, रोजगार के अवसर बढ़ाने एवं मातृशक्ति को अधिक काम के मौके देने का प्रयास किया जाना चाहिए। छोटे कारोबारियों को मदद पहुंचाने के उद्देश्य से BRICS MSME पोर्टल प्रारम्भ किया गया है। इससे छोटे कारोबारी नए बाजारों से जुड़ सकेंगें। ब्रिक्स देशों में कार्य कर रहे स्टार्टअप्स को आपस में जोड़ने के लिए ब्रिक्स इनक्युबेटर नेट्वर्क बनाया जा सकता है। इसी प्रकार, नए और बड़े स्तर के नवाचार को बढ़ावा देने के उद्देश्य से ब्रिक्स स्टार्टअप इनोवेशन फंड भी बनाया जा सकता है। ब्रिक्स देश आपस में कारोबार को सरल बनाने के उद्देश्य से स्थानीय मुद्राओं में व्यापार को बढ़ाने का प्रयास कर रहे हैं और अमेरिकी डॉलर का इस्तेमाल कम करने का प्रयास कर रहे हैं। इसके साथ साथ, अलग अलग देशों के ऑनलाइन डिजिटल पेमेंट सिस्टम को आपस में जोड़ने का प्रयास भी किया जा रहा है। इससे एक देश के नागरिकों को दूसरे देश के नागरिकों को राशि भेजना बहुत आसान होगा और अमेरिकी डॉलर की आवश्यकता कम होगी।

ब्रिक्स स्थापना से भारत को विशेष लाभ हुआ है। सामरिक दृष्टि से भारत का वैश्विक स्तर पर महत्व बढ़ा है। भारत आज न केवल ब्रिक्स बल्कि जी-20, जी-7, क्वाड, एससीओ जैसे वैश्विक संस्थानों में भी सक्रिय भूमिका निभा रहा है। इससे वैश्विक स्तर पर भारत की साख बढ़ी है एवं अन्य देश आंज भारत की आवाज को गम्भीरता से सुन रहे हैं। विभिन्न देशों के नागरिक आज सनातन संस्कृति के संस्कारों को अपनाने हेतु लालायित हैं क्योंकि इस संदर्भ में भारत के व्यवहार से ये देश अत्यधिक प्रभावित हैं। साथ ही, भारत को कई प्रकार के आर्थिक लाभ भी होने जा रहे हैं और भारत में विदेशी निवेश बढ़ने की सम्भावना बनी है। ब्रिक्स के 21 सदस्य देशों के बीच आपसी समझदारी बढ़ी है और इससे इन देशों के बीच आर्थिक साझेदारी भी बढ़ेगी। आतंकवाद के खिलाफ मजबूत संदेश गया है कि भारत किसी भी कीमत पर आतंकवाद को पनपने नहीं देगा। नई दिल्ली घोषणापत्र में रूस एवं चीन सहित समस्त ब्रिक्स सदस्य देशों ने पहलगाम आतंकी हमले की निंदा भी की है। इसमें यह भी कहा गया है कि आतंकियों को पनाह देने वालों के खिलाफ मिलकर कार्यवाही करनी चाहिए। साथ ही, आतंकियों तक पहुंचने वाली फंडिंग को रोकने और उन्हें सुरक्षित ठिकाने देने वालों पर भी कार्यवाही की जानी चाहिए।

भारत आज ग्लोबल साउथ की आवाज बन रहा है। इस क्षेत्र के देश भारत पर भरोसा करने लगे हैं। इससे भारतीय रुपए की वैश्विक स्तर पर साख बढ़ सकती है क्योंकि ब्रिक्स के सदस्य देश आपस में स्थानीय मुद्रा में व्यापार को बढ़ावा देने के प्रयास कर रहे हैं। यूपीआई एवं रूपे कार्ड की स्वीकार्यता कई देशों में अब बढ़ रही है। आपस में स्थानीय मुद्रा में व्यापार करने से भारतीय रुपए को मजबूती मिलेगी एवं इससे मंहगाई बढ़ने की गति कम होगी। ब्रिक्स ने वर्ष 2015 में डेवलपमेंट बैंक (एनडीबी) की स्थापना की थी। इस बैंक ने भारत को 10,000 करोड़ अमेरिकी डॉलर से अधिक की राशि का ऋण प्रदान किया है। इस ऋणराशि का उपयोग मुंबई मेट्रो लाइन डालने के लिया किया जा रहा है। इंदौर में मेट्रो भी इसी ऋण से बनी है। दिल्ली-गाजियाबाद क्षेत्रीय रेल्वे लाइन इसी ऋण से बिछाई गई है। कुल मिलाकर भारत में आधारभूत संरचना खड़ी करने में ब्रिक्स द्वारा स्थापित उक्त बैंक का महत्वपूर्ण योगदान है।

The post ब्रिक्स से भारत को क्या लाभ appeared first on VisionViksitBharat.

India’s Growing PNG Infrastructure

Piped Natural Gas is delivered directly to households through the City Gas Distribution network. The CGD system consists of transmission-linked distribution infrastructure, steel and MDPE pipelines, service lines, meters, regulators and other associated facilities supplying gas to domestic, commercial and industrial consumers.
India has made significant progress in expanding this infrastructure. PNGRB data show that the country had 17,546,911 domestic PNG connections as of July 2026, while the Government of India reported approximately 1.74 crore domestic PNG connections as of 18 August 2026. PNGRB has authorised CGD entities across 309 Geographical Areas (GAs) covering the mainland of India.
However, the existing base remains considerably below the long-term potential of the sector. PNGRB’s Minimum Work Programme has set an ambitious target of approximately 12.63 crore domestic PNG connections, along with extensive pipeline and CNG infrastructure expansion.
This gap demonstrates the scale of the opportunity. India is no longer at the stage where the primary challenge is simply identifying the importance of CGD. The challenge is now to accelerate network penetration, household conversion and active consumption.

From Infrastructure Creation to Active Connections

One of the central challenges of the PNG sector is the difference between a connection being technically available and a household actually becoming an active consumer.
A pipeline may reach a residential society or neighbourhood, but individual households may not immediately begin using PNG. Delays can arise because of installation costs, consumer awareness, tenancy arrangements, household preferences, technical processes or uncertainty about the economics of conversion.
The new incentive scheme directly addresses this issue.
Under the scheme, eligible CGD entities receive an additional allocation of 200 Standard Cubic Metres (SCM) of domestically produced, lower-priced APM gas for every incremental billed domestic PNG connection achieved above the threshold prescribed for the respective Geographical Area. The scheme is structured in two tranches over a six-month performance period.
The economic mechanism is particularly important. CGD entities currently procure LNG for part of their transport-sector requirements. The additional APM gas allocation can substitute for relatively costlier LNG, thereby reducing the overall gas-sourcing cost of the participating entity. According to the government, this can potentially reduce the payback period on domestic PNG connection-related capital expenditure from around 10 years to approximately three years.
This creates an important alignment between private-sector economics and public policy objectives. In other words, the government is not merely subsidising connections. It is attempting to improve the commercial case for CGD companies to invest more aggressively in household PNG expansion.

Why the Incentive Architecture Matters

Infrastructure projects require significant upfront investment, while financial returns often accumulate gradually. This is particularly true for household gas distribution because consumption per individual domestic connection is relatively small compared with industrial consumers.
The incentive mechanism therefore addresses a classic infrastructure challenge: high initial capital expenditure combined with a long payback period.
If the additional gas allocation materially improves the economics of incremental domestic connections, CGD companies can potentially accelerate last-mile pipeline expansion, conversion of unbilled connections, household activation, customer acquisition and network utilisation.
The policy therefore has the potential to create a multiplier effect. More active customers improve network utilisation; higher utilisation improves asset economics; improved economics can support further network expansion.
This creates the possibility of a positive cycle of infrastructure → connection → consumption → better utilisation → further investment.

PNG and the Clean Cooking Transition

The household-energy dimension makes the scheme particularly relevant from a public-policy perspective.
The World Health Organization estimates that approximately 2.1 billion people globally still cook using polluting fuels and inefficient technologies, including biomass, coal and kerosene. Household air pollution was associated with an estimated 2.9 million premature deaths in 2021, with women and children facing particularly high exposure because of their greater involvement and time spent around household cooking activities.
Natural gas is recognised by WHO as one of the cleaner household cooking options, alongside electricity, LPG, biogas and other qualifying technologies.
For India, therefore, the expansion of modern cooking energy is not simply an energy-market issue. It is connected with public health, household welfare, gender outcomes, productivity and urban liveability.
PNG offers several practical advantages. Households do not need to store cylinders or arrange periodic cylinder deliveries. Gas is supplied through an underground distribution system and consumption is measured through a meter. For households with reliable network access, this can provide greater convenience and continuity of supply.
At the same time, policy communication should remain balanced. Natural gas is cleaner at the point of use than many traditional solid fuels, but it remains a fossil fuel. Consequently, PNG should be viewed as an important part of India’s energy-transition pathway, rather than the ultimate endpoint of decarbonisation.

PNG and India’s Emerging Gas Economy

The expansion of household PNG is also connected to India’s wider ambition to increase the role of natural gas in the economy.
The International Energy Agency estimates that India’s natural gas consumption could increase by nearly 60% between 2023 and 2030, reaching around 103 billion cubic metres annually by 2030. The CGD sector is expected to be one of the principal drivers of this growth.
The IEA also highlights an important structural challenge. India’s domestic natural gas production met approximately half of demand in 2023, but domestic production is expected to grow only moderately through 2030. Consequently, LNG imports are projected to increase substantially, potentially reaching around 64–65 bcm annually by 2030.
This creates an important policy consideration.
India must expand natural gas infrastructure while simultaneously ensuring that increasing gas demand does not create excessive vulnerability to international LNG price volatility.
The answer lies in diversification—greater domestic production, strategic LNG procurement, improved pipeline infrastructure, energy efficiency and the gradual integration of alternative gases such as biomethane and compressed biogas.

The Role of State Governments

The success of PNG expansion cannot depend on the Union Government and CGD companies alone.
State-level taxation, permissions, road restoration requirements, right-of-way processes and municipal approvals can substantially influence the cost and speed of network development.
The government is encouraging states to rationalise VAT on natural gas towards 5%, with several states already taking steps in this direction. Lower taxation can improve the affordability of PNG for consumers and strengthen its competitiveness with alternative fuels.
Similarly, faster regulatory approvals and standardised processes for pipeline development can reduce project delays.
This highlights a larger principle of infrastructure policy: energy transition requires institutional coordination as much as financial investment.
The Centre, states, municipal authorities, regulators and CGD entities must work within a predictable framework if India is to realise the full potential of its CGD network.

The Importance of Consumer-Centric Digitalisation

The next stage of PNG expansion should also be driven by digital public infrastructure.
The government is developing a Unified PNG Registration Portal to provide a single-window mechanism for applying for and tracking domestic PNG connections.
Such a platform can reduce friction for consumers by allowing them to monitor applications, installation status, documentation and service requests digitally.
For policy effectiveness, however, digitalisation should go beyond registration.
A future platform could provide consumers with transparent information on connection charges, applicable tariffs, monthly consumption, billing history, complaint resolution, safety guidelines, estimated conversion costs and comparative household energy expenditure.
Such transparency can increase consumer confidence and reduce uncertainty during the transition from LPG or other fuels to PNG.

Learning from PNG Drive 2.0

The incentive scheme also builds on the momentum created by the government’s National PNG Drive 2.0, conducted from January to June 2026 to accelerate domestic PNG adoption across Geographical Areas. The campaign is part of a broader effort to move the sector from network creation towards household-level adoption.
This progression is significant.
Policy campaigns can generate awareness and registrations, while economic incentives can encourage CGD entities to invest in the infrastructure required to fulfil that demand.
The most effective approach therefore combines consumer awareness + infrastructure + regulatory facilitation + commercial incentives.

Policy Priorities for the Next Phase

The new incentive scheme is a positive step, but its long-term impact will depend on how outcomes are measured.
First, policy evaluation should focus on active billed consumers rather than connections alone. A connection that remains unused provides limited economic or social value.
Second, the government should track GA-wise performance to identify regions where infrastructure expansion is commercially viable but household adoption remains weak.
Third, affordability must remain central. Lower VAT, transparent tariffs and reasonable connection charges can improve household adoption.
Fourth, safety and service quality should receive equal attention. Rapid expansion should not compromise technical standards, maintenance or consumer safety.
Fifth, India should begin preparing CGD networks for a gradually diversified gas future. Biomethane, compressed biogas and potentially hydrogen blending could become relevant components of the long-term gas ecosystem. Government-supported research has already demonstrated the technical potential of hydrogen blending in PNG networks under controlled conditions.
Finally, the scheme should be evaluated on the basis of additionality—that is, how many incremental connections were created because of the incentive rather than connections that would have occurred anyway.

PNG Within the Viksit Bharat 2047 Vision

The Viksit Bharat 2047 vision is fundamentally about building an India that is economically stronger, socially inclusive, technologically advanced and supported by modern infrastructure.
Clean and reliable household energy is an important component of that vision.
India already has a massive LPG ecosystem. PPAC reports approximately 329.95 million active domestic LPG connections and 105.73 million PMUY connections as of August 2026. Therefore, the future of household energy should not be framed as a simple contest between LPG and PNG.
Instead, India should pursue a multi-fuel clean-cooking strategy.
PNG can play a particularly strong role in cities, apartment complexes, industrialising urban centres and areas where CGD infrastructure can be developed economically. LPG will continue to remain important in areas where pipeline networks are not practical, while electricity, biogas and other clean technologies can complement both.
The objective should be to provide every household with safe, affordable, reliable and cleaner cooking choices.The Incentive Scheme for Promotion of Domestic PNG Connections represents an important evolution in India’s CGD policy. Its most significant contribution is the attempt to align the commercial incentives of CGD companies with the national objective of expanding clean household energy. By linking incremental billed connections with additional APM gas allocation, the scheme seeks to address one of the key economic barriers to domestic PNG expansion.
With approximately 1.74 crore domestic PNG connections already in place, 309 authorised Geographical Areas and a long-term PNGRB target of around 12.63 crore connections, the scale of India’s future PNG opportunity is enormous.
But the ultimate measure of success will not be the number of kilometres of pipeline laid or connections technically installed.
The real measure will be the number of Indian households that actually use PNG regularly, affordably and safely.
For Viksit Bharat 2047, that is the larger policy lesson: infrastructure becomes meaningful when it improves everyday life.
The transition from LPG cylinders and traditional fuels towards convenient piped energy, where economically and technically appropriate, can contribute to cleaner kitchens, more efficient urban infrastructure and a more resilient energy system.
The new incentive scheme can therefore be viewed not merely as a gas-sector intervention, but as part of a broader strategy to build a cleaner, connected and energy-secure India.
As India moves towards 2047, the objective should be clear: expanding access, improving affordability, strengthening energy security and ensuring that every infrastructure investment ultimately delivers measurable value to the citizen.

The post PNG for Viksit Bharat: Incentivising Clean Energy Adoption appeared first on VisionViksitBharat.

This changing energy landscape makes the oil and gas sector strategically important even as India accelerates renewable energy deployment. In June 2025, non-fossil sources accounted for 50% of India’s cumulative installed electricity capacity, five years ahead of the country’s 2030 target under its Nationally Determined Contribution. Yet electricity capacity and total primary energy consumption are different measures. Coal, oil and natural gas continue to provide the majority of India’s overall energy supply.

Within this broader system, natural gas has an important role to play. It can support industrial competitiveness, urban energy access, transport diversification and the integration of variable renewable energy while India simultaneously develops solar, wind, nuclear, hydrogen, bioenergy and energy-storage systems.

Natural Gas and India’s Energy-Mix Ambition

The Government of India has set a policy objective of increasing natural gas’s share in the country’s primary energy mix from approximately 6.7% to 15% by 2030. The ambition is significant because the global average share of natural gas in primary energy has historically been considerably higher than India’s level.

The challenge, however, is not simply to increase gas consumption. India must develop a competitive and resilient gas ecosystem covering domestic production, LNG imports, pipelines, city gas distribution, storage, markets and end-use infrastructure.

The scale of the opportunity is illustrated by the IEA’s India Gas Market Report: Outlook to 2030, published in February 2025. The report forecasts Indian natural gas demand to rise by almost 60% between 2023 and 2030, reaching approximately 103 billion cubic metres annually by the end of the decade. Natural gas demand had already increased by more than 10% in both 2023 and 2024, according to the IEA.

India’s domestic gas market has also expanded materially. According to the Petroleum Planning & Analysis Cell, natural gas consumption increased from approximately 60 billion cubic metres in 2022-23 to 67.5 billion cubic metres in 2023-24. In 2024-25, consumption increased further to approximately 72.3 billion cubic metres, while gross domestic production was around 36 billion cubic metres.

This gap between domestic production and consumption demonstrates why LNG will remain an important part of India’s energy security architecture.

PNG: Bringing Natural Gas to the Consumer

One of the most visible dimensions of India’s gas transition is the expansion of Piped Natural Gas, or PNG.

Unlike fuels delivered through individual cylinders or liquid fuels transported by road, PNG creates a continuous energy-delivery system connected directly to consumers. It can serve households, commercial establishments and industrial users.

The scale of the City Gas Distribution expansion is substantial. The Petroleum and Natural Gas Regulatory Board, or PNGRB, has authorised CGD development across 307 Geographical Areas, covering nearly the entire mainland of India and reaching around 784 districts across 34 States and Union Territories. The infrastructure continues to expand rapidly.

As of 31 January 2026, PNGRB reported approximately 1.62 crore domestic PNG connections and 8,616 CNG stations, together with approximately 6.30 lakh inch-km of CGD pipeline infrastructure.

By July 2026, PNGRB data indicated approximately 1.75 crore domestic PNG connections and 9,096 CNG stations.

The long-term target is much larger. PNGRB’s Minimum Work Programme envisages around 12.63 crore PNG domestic connections, 18,336 CNG stations and 5.46 lakh inch-km of CGD pipeline infrastructure by 2034.

This means that the next phase of the gas transition will be less about introducing gas only into India’s largest metropolitan centres and more about achieving reliable last-mile connectivity across emerging cities, industrial clusters and smaller urban markets.

CNG and the Transformation of Urban Mobility

CNG represents another important application of natural gas. India’s transport sector is simultaneously moving toward electric mobility, biofuels and other low-carbon technologies. CNG therefore should not be viewed as the only solution to transport decarisation.

Nevertheless, it has an important role in segments where battery-electric solutions may take longer to scale, particularly in commercial fleets, buses, taxis and high-utilisation urban vehicles.

The expansion of CNG infrastructure demonstrates the changing character of urban energy systems. More than 9,000 CNG stations were already operating by July 2026, according to PNGRB.

The policy challenge is to ensure that CNG expansion is economically efficient and does not lock capital into infrastructure that becomes underutilised as electric mobility accelerates. This calls for a differentiated approach: passenger vehicles may electrify rapidly, while heavy-duty transport, long-distance freight and other high-utilisation segments may require a portfolio involving CNG, LNG, bio-CNG, hydrogen and electricity.

LNG: The International Dimension of India’s Gas Security

Liquefied Natural Gas is strategically important because India cannot currently meet all of its natural gas requirements through domestic production. PPAC data show that LNG imports increased from approximately 26.3 billion cubic metres in 2022-23 to 31.8 billion cubic metres in 2023-24. Natural gas import dependence, based on consumption, reached around 47% in 2023-24 and approximately 50% in 2024-25.

This dependence creates both an opportunity and a vulnerability. LNG provides India access to a geographically diversified global gas market. Cargoes can be sourced from different producing regions, allowing India to reduce dependence on any single supplier. At the same time, LNG prices are influenced by global demand, weather, geopolitical developments, shipping costs, liquefaction capacity and competition from markets in Asia and Europe.

Consequently, the expansion of LNG infrastructure must be accompanied by a broader energy-security strategy. India currently has eight operational LNG terminals with combined regasification capacity of approximately 52.7 million tonnes per annum, according to the Ministry of Petroleum and Natural Gas. PNGRB data also show that utilisation varies substantially among terminals, indicating that increasing capacity alone does not automatically translate into greater gas consumption.

The more important objective is therefore to create an integrated system connecting LNG terminals with the national pipeline network and demand centres.

From Regional Pipelines to a National Gas Grid

Infrastructure is the physical foundation of India’s gas economy. PNGRB data show that by December 2025 approximately 34,273 km of natural gas pipelines had been authorised, of which around 27,427 km were operational. This represents a major transformation from the fragmented pipeline network that existed in earlier decades.

The concept of “One Nation, One Gas Grid” is particularly important because India’s gas resources and demand centres are geographically separated. LNG terminals are concentrated along coastal regions, while domestic production comes from specific sedimentary basins. Major industrial and consumption centres are distributed across the country.

A national pipeline system can therefore improve connectivity between sources and consumers. The introduction of a unified tariff framework is another important institutional development. PNGRB implemented unified tariff arrangements to reduce the disadvantage faced by consumers located far from major gas sources and to support the creation of a more integrated national market.

The strategic objective is not simply to build more kilometres of pipeline. It is to improve utilisation, connectivity, market access and affordability.

Natural Gas and Industrial Competitiveness

Natural gas has applications across fertiliser, refining, petrochemicals, ceramics, glass, steel, city gas, food processing and other industries. For industrial users, energy costs directly influence international competitiveness. Reliable gas supply can also reduce dependence on more carbon-intensive liquid fuels in applications where switching is technically and economically feasible.

The IEA expects industrial activity to remain one of the principal drivers of India’s energy-demand growth through 2030. This creates a substantial potential market for natural gas, particularly where gas can substitute for higher-emission fuels without undermining cost competitiveness.

However, affordability remains critical. Imported LNG can become expensive during periods of tight global supply. Therefore, India’s gas strategy must combine domestic production, long-term LNG contracts, spot-market procurement, diversified suppliers, pipeline connectivity and efficient gas markets.

Domestic Production and Energy Security

Increasing domestic natural gas production is one of the most important requirements for India’s 15% gas-share ambition. PPAC data indicate that gross domestic natural gas production increased from approximately 28.7 billion cubic metres in 2020-21 to around 36 billion cubic metres in 2023-24. Yet production growth has not been sufficient to eliminate import dependence.

India has consequently pursued exploration and production reforms, including the Hydrocarbon Exploration and Licensing Policy and the Open Acreage Licensing Policy. By August 2025, 172 exploration blocks covering approximately 378,652 square kilometres had been awarded under OALP rounds I to IX, while OALP Round X offered another 25 blocks covering approximately 191,986 square kilometres.

The objective should be to improve the conversion of geological potential into commercially viable production while maintaining appropriate environmental and safety standards. Greater domestic production would strengthen energy security, reduce exposure to international LNG prices and retain more economic value within India.

Safety, Technology and Skilled Human Capital

The expansion of gas infrastructure creates another strategic requirement: safety. Natural gas pipelines, LNG terminals, CGD networks and CNG stations operate within technically complex environments. The quality of engineering, welding, inspection, corrosion management, pressure testing, emergency response and integrity management directly affects public safety and system reliability.

PNGRB has established Technical Standards and Specifications, including safety standards, covering natural gas pipelines, CGD networks, LNG facilities and other downstream infrastructure. Its framework includes pipeline integrity management, third-party conformity assessment and emergency response and disaster-management requirements.

The scale of future infrastructure therefore creates demand for engineers, inspectors, safety professionals, technicians, data specialists and skilled operations personnel.

India’s gas transition is consequently not only an energy transition. It is also a technology, infrastructure and human-capital transition.

Natural Gas and the Green Transition

Natural gas should neither be presented as a permanent substitute for renewable energy nor dismissed as irrelevant to the energy transition. Its role needs to be assessed pragmatically. India is targeting 500 GW of non-fossil electricity capacity by 2030 and has committed to achieving net-zero emissions by 2070. At the same time, electricity demand is growing rapidly and renewable generation is variable.

The IEA expects solar PV to meet around half of India’s additional electricity-demand growth through 2030, while coal, wind, nuclear, hydropower and gas provide the remainder. This suggests that India’s future energy system will be diversified rather than dependent on a single technology.

Gas-fired power generation may have a role in providing flexibility during periods when renewable output is insufficient, although the economics of gas-based power remain challenging when LNG prices are high.

The environmental case for natural gas must also be considered carefully. Gas combustion generally produces less carbon dioxide per unit of energy than coal, but methane leakage across the gas and LNG value chain can materially affect climate performance. The IEA has highlighted the importance of methane abatement, reducing flaring, improving process efficiency and addressing emissions across production, transmission, liquefaction, shipping and regasification.

Therefore, a credible gas strategy must include methane measurement, leak detection and repair, improved operational efficiency and stronger emissions management.

Preparing Gas Infrastructure for the Future

An important strategic question is whether today’s gas infrastructure can support tomorrow’s low-carbon economy. There is growing interest in hydrogen blending, renewable gases, biomethane and compressed biogas. PNGRB has examined regulatory and technical requirements associated with hydrogen blending in natural gas pipelines, including potential modifications to technical and integrity-management standards.

This creates the possibility that parts of the gas infrastructure developed during the 2020s could eventually become components of a broader multi-molecule energy network. Such an approach could improve the long-term value of infrastructure investment, provided technical standards, economics and safety requirements are rigorously evaluated.

Energy Infrastructure for Viksit Bharat 2047

The central lesson from India’s energy journey is that the transition cannot be reduced to a choice between fossil fuels and renewables. India needs energy security, affordability, reliability and sustainability simultaneously. Natural gas, PNG and LNG can contribute to this objective by diversifying the energy mix, strengthening industrial competitiveness, supporting cleaner urban fuel systems and providing flexibility as renewable energy expands.

But natural gas must be developed within a wider energy architecture that includes solar, wind, hydro, nuclear, bioenergy, green hydrogen, electric mobility, energy storage and energy efficiency. For Viksit Bharat 2047, the strategic priority should therefore be an integrated energy system rather than fuel-by-fuel policymaking.

The evidence already points toward a major transformation. Natural gas consumption has risen substantially; domestic production has expanded; LNG infrastructure has grown; the national pipeline network is approaching a truly integrated grid; and CGD infrastructure is reaching hundreds of geographical areas and districts.

The next challenge is quality of expansion.

India will need to ensure that every kilometre of pipeline is safe, every LNG terminal is efficiently utilised, every gas connection is economically viable, domestic production becomes more competitive, LNG procurement is diversified, methane emissions are controlled and skilled manpower keeps pace with infrastructure growth.

Natural gas is unlikely to be the final destination of India’s energy transition. Nor should it be treated as merely a transitional fuel with no strategic significance. Its more important role is as a flexible component of India’s evolving energy architecture.

As India moves toward Viksit Bharat 2047, the real objective should be to create an energy system that is resilient enough to withstand global shocks, affordable enough to support inclusive growth, flexible enough to integrate new technologies and sustainable enough to support India’s long-term climate commitments.

India’s energy story, therefore, is ultimately not just about oil, gas or electricity. It is about building the infrastructure, institutions, technology, skills and strategic capabilities required to power a large and increasingly sophisticated economy. The expansion of PNG, CNG, LNG and natural-gas pipelines represents one important chapter in that larger national journey.

The post India’s Energy Journey: The Growing Role of Natural Gas, PNG and LNG appeared first on VisionViksitBharat.