Why in the News?

• Binance, one of the world's largest cryptocurrency exchanges, suffered a cyberattack on October 29, resulting in estimated losses of approximately $6.3 billion and raising concerns about cybersecurity and investor protection in the cryptocurrency sector.

What’s in Today’s Article?

• Binance Cyberattack (Background, How It Happened, Recovery of Assets, Implications & Key Challenges)

Understanding the Binance Cyberattack

• Binance is a major global cryptocurrency exchange that facilitates the trading and transfer of digital assets.
• The recent cyberattack exposed vulnerabilities in its operational security infrastructure and resulted in the unauthorised withdrawal of cryptocurrency assets.
• Binance has temporarily paused deposits and withdrawals while conducting security checks. Deposits were subsequently restored.
• The exchange later estimated the losses at approximately $6.3 billion and initiated efforts to freeze and recover the stolen assets.

How the Hack Took Place

• According to Binance's initial investigation, the attack may have involved a compromised laptop belonging to a DevOps engineer.
• The attacker allegedly used access to a service container to submit unauthorised withdrawal transactions.
• Binance's co-CEO maintained that the incident was complex and did not involve the misuse of a single engineer's permissions or a simple one-click vulnerability.
• The company subsequently disclosed additional points of breach. However, it stated that there was no evidence of cryptocurrency wallet private keys being leaked.

Recovery of Stolen Cryptocurrency Assets

• Following the attack, Binance collaborated with industry partners and blockchain companies to freeze the stolen assets.
• Approximately $3 billion worth of assets were reported to have been frozen on-chain.
• Two major stablecoin issuers also participated in the recovery effort:

• Tether: Its CEO reported that the company had frozen more than 1.567 billion USDT.
• Circle: Its CEO announced that the company had frozen more than 800 million USDC.

• Stablecoins are cryptocurrencies designed to maintain a relatively stable value, generally by being pegged to an asset such as the US dollar.
• Binance also committed to covering the stolen funds through its Secure Asset Fund for Users (SAFU) and corporate treasury. The company stated that approximately $5 billion of the affected assets were already available in the exact token assets involved, while the remaining amount was being acquired through market and over-the-counter (OTC) channels.

Implications for the Cryptocurrency Sector

• The Binance hack has raised concerns about the security, transparency and regulatory oversight of cryptocurrency exchanges.
• Cybersecurity and Operational Vulnerabilities
  • The alleged compromise of an employee's laptop highlights the risks associated with internal access privileges, endpoint security and third-party or operational infrastructure.
  • Even when private keys remain secure, vulnerabilities in connected systems can expose exchanges to large-scale financial losses.
• Market Volatility
  • Major cryptocurrency hacks often trigger investor anxiety and uncertainty. Following the incident, Bitcoin, Ethereum's Ether and Binance-linked BNB experienced noticeable, although not drastic, price declines.
  • Such reactions demonstrate how security incidents involving major exchanges can affect confidence across the wider digital-asset market.
• Investor Protection and Regulatory Oversight
  • Cryptocurrency markets operate under varying regulatory frameworks across jurisdictions. Investors may have limited legal protections and face difficulties recovering funds when exchanges experience cyberattacks or operational failures.
  • The incident also adds to Binance's existing regulatory challenges. In 2023, the US Treasury announced historic settlements with the exchange over failures to prevent and report suspicious transactions involving terrorist organisations, ransomware attackers, money launderers and other sanctioned or criminal actors.
  • A cyberattack resulting in billions of dollars in losses could further complicate the exchange's regulatory and operational environment.

Key Challenges in Cryptocurrency Security

• The incident highlights several structural concerns affecting the digital-asset ecosystem:
  • Centralised vulnerabilities: Large exchanges hold and process substantial volumes of digital assets, making them attractive targets for cybercriminals.
  • Insider and access risks: Compromised employee devices and excessive access privileges can create entry points for attackers.
  • Cross-border investigations: Cryptocurrency transactions can move rapidly across international jurisdictions, complicating the tracing and recovery of stolen assets.
  • Regulatory fragmentation: Differences in national laws and enforcement mechanisms create gaps in oversight.
  • Limited investor recourse: Investors may face uncertainty over compensation, liability and dispute resolution following major security incidents.

Way Forward

• Strengthening cryptocurrency security requires coordinated action by exchanges, regulators, technology providers and law enforcement agencies.
• Stronger access controls: Exchanges should adopt multi-factor authentication, least-privilege access and continuous monitoring of employee devices and systems.
• Independent security audits: Regular penetration testing, vulnerability assessments and third-party audits can help identify weaknesses before they are exploited.
• Transaction monitoring: Exchanges should strengthen real-time detection of unusual withdrawals and suspicious blockchain activity.
• Regulatory cooperation: Cross-border information-sharing and coordinated investigations are essential for tracing stolen digital assets.
• Investor safeguards: Exchanges should maintain transparent asset-reserve disclosures, robust recovery mechanisms and clear compensation policies.
• Incident transparency: Timely disclosure of breaches and detailed technical investigations can help restore investor confidence and improve industry-wide security standards.

Context:

• The Ministry of Steel has released the Draft National Steel Policy: Vision 2047, which aims to make India a globally competitive steel producer and increase steel exports to 45 million tonnes (Mt).
• However, the policy raises a fundamental question: Does India's steel industry derive its competitiveness from efficiency and productivity or from excessive government protection?
• Therefore, India must gradually dismantle protectionist measures, improve mining policy and enhance industrial efficiency to achieve genuine global competitiveness by 2047.

India's Steel Industry - Growth and Profitability:

• Impressive production growth:
  • India has emerged as the world's 2nd-largest steel producer, with production reaching 170 Mt.
  • Its share in global steel production has increased from less than 5% in 2000. However, India remains significantly behind China, which produces 961 Mt.
• High profitability:
  • The average EBITDA-to-sales ratio of the Indian steel industry during 2000–2025 was approximately 15%, around 3–4 percentage points higher than the rest of Indian manufacturing.
  • The profitability of India's three largest steel firms was also 3–4 percentage points higher than that of their major global counterparts during 2015–2024.
  • But, high profitability may reflect protection and policy advantages rather than superior efficiency.

Sources of Protection and Their Economic Costs:

• Cheap domestic iron ore:
  • A 30% export duty on iron ore containing more than 58% iron keeps domestic prices approximately 30–40% below global prices.
  • This effectively transfers value from mineral resources and mining regions to steel manufacturers.
  • Low domestic prices reduce incentives for exploration and mining, leading to economic losses in mineral-rich regions.
• High import tariffs and non-tariff barriers:
  • A 7.5% import tariff, combined with an 11.5% safeguard duty, results in an effective duty of approximately 18%. Comparable tariffs in ASEAN countries are only 3–4%.
  • Quality Control Orders (QCOs) cover 228 steel products, restricting imports and competition.
  • The Gauba Committee reportedly recommended removing 122 products from the QCO list, but only 59 have been suspended so far.
• Higher costs for downstream industries:
  • Domestic steel manufacturers sell hot-rolled coils at a 6–7% premium over Japan, despite Japan being a high-cost producer.
  • This increases input costs for -
    • Construction: Steel accounts for approximately 15% of total project costs.
    • Automobiles: Steel and related products constitute roughly 5% of raw material costs.
    • MSMEs: Higher input costs weaken the competitiveness of smaller industries, particularly export-oriented enterprises.
  • Thus, protection for the steel industry imposes an indirect cost on the broader manufacturing ecosystem.

Impact of Removing Protection - Examined Through Two Alternative Scenarios:

• Policy change (Alternative 1): Reduce tariffs, lowering domestic steel prices by 6%.
  • Impact: Profitability of the largest private sector steel firm reduces by 25%, that of the largest public sector firm drops by 50%, and the fastest-growing large private firm drops by 40%.
• Policy change (Alternative 2): Remove iron ore export duties and purchase ore at global prices.
  • Impact: Profitability of the largest private firm reduces to approx. 7%, that of the fastest-growing private firm drops by 95%, and that of the largest public-sector firm becomes negative.
• The findings indicate that the industry's profitability is highly dependent on policy support.
• Genuine competitiveness requires firms to survive through productivity, innovation and cost efficiency rather than protection.

Reforms for Global Competitiveness:

• Calibrated liberalisation to strengthen export competitiveness:
  • Reduce import duties over five years to ASEAN levels.
  • Remove unnecessary QCOs, particularly those identified by the Gauba Committee.
  • Introduce greater competition to encourage productivity, innovation and cost reduction.
  • Lessons from other industries:
    • Pharmaceutical and automobile component tariffs declined from approximately 40% in 2000 to 10–15% in 2023.
    • India's share in global automobile component exports increased from 0.2% in 2003 to 1.5% in 2024.
    • Its pharmaceutical export share increased from 0.7% to 2%.
• Consider strategic privatisation:
• The profitability gap between private and public-sector steel firms suggests potential efficiency and governance problems in public-sector enterprises.
• Market-share trends since 2000 - SAIL (declined from 30% to 10%), JSW Steel (increased from 1% to 12%), and Tata Steel (maintained approx. 11–13%).
• Privatisation of selected SAIL plants could improve efficiency, corporate governance and fiscal outcomes while retaining strategic oversight.
• Remove iron ore export duty:
  • Abolish the 30% export duty on high-grade iron ore. Allow domestic miners to realise international prices.
  • Encourage exploration, investment and efficient resource allocation. Expose steelmakers to global input prices, encouraging productivity improvements.
• Overhaul mining policy:
  • India has explored only around 10% of its obvious geological potential.
  • The existing mining regime discourages exploration because discoveries must be surrendered for future auctions, with discoverers receiving limited incentives.
  • Suggested reforms -
    • Adopt exploration-friendly policies followed by Australia and other mineral-rich countries.
    • Provide adequate incentives and predictable rights to mining explorers.
    • Accelerate new mine development.
    • Increase mining's contribution to GDP and improve resource utilisation.

Conclusion:

• India's steel industry has achieved remarkable growth since Jamsetji Tata established the foundations of modern steel production in 1912, overcoming colonial scepticism about India's industrial capabilities.
• The Draft National Steel Policy: Vision 2047 must build upon this legacy by promoting efficiency, technological innovation, competitive input markets and export orientation.
• A phased transition from protection-led profitability to productivity-led competitiveness is essential for sustainable industrial growth.

Context

• India’s transition towards renewable energy is transforming its economy, energy security, and environmental sustainability.
• Solar power is reaching households, farmers, and businesses, reducing electricity expenses and creating employment opportunities.
• With solar capacity increasing from 2.8 GW in 2014 to approximately 171 GW, India is advancing towards Viksit Bharat by 2047 and its target of 500 GW of non-fossil fuel capacity by 2030.

Achievements in India’s Solar Energy Revolution

• Expansion of Rooftop Solar
  • The PM Surya Ghar Muft Bijli Yojana has enabled over 65 lakh households to adopt rooftop solar, with more than 21 lakh receiving zero electricity bills.
  • This reduces household expenses and encourages citizens to become energy producers rather than merely consumers, while promoting technical knowledge and entrepreneurship.
• Falling Solar Power Costs
  • Solar electricity costs have declined from approximately ₹8–₹10 per unit in 2014 to as low as ₹2.15.
  • Technological improvements, economies of scale, and government initiatives such as PM-KUSUM have strengthened affordability and expanded adoption.
• Progress Towards Renewable Energy Targets
  • India has achieved its earlier target of obtaining 50% of installed electricity capacity from non-fossil sources ahead of schedule.
  • However, installed capacity alone does not guarantee reliable electricity; effective storage, transmission, and grid management remain essential.

The Next Phase: Expanding Solar Energy Infrastructure

• PM-KUSUM 2.0 and Agricultural Solarisation
  • More than 30 lakh standalone solar pumps have reportedly been installed under PM-KUSUM.
  • Agricultural solarisation reduces dependence on conventional electricity and diesel.
  • Agri-photovoltaics, which combines farming with solar generation, can improve land-use efficiency and diversify farmers’ incomes.
• Rooftop Solar and Green Transmission Corridors
  • India must expand rooftop installations, strengthen Green Energy Corridors, and digitise electricity networks.
  • Cooperation between the Union government, States, and private companies is necessary to integrate renewable power efficiently.

Four Pillars of India’s Renewable Energy Expansion

• Capital and Investment
  • Achieving 500 GW of non-fossil capacity requires approximately $220 billion in investment.
  • Private enterprises, institutional investors, and foreign investors must complement public funding.
  • Making rooftop installations and solar pumps bankable assets can attract long-term capital.
• Domestic Manufacturing
  • Production-linked incentives have strengthened solar module manufacturing, with capacity exceeding 225 GW.
  • India must expand domestic production of solar cells, wafers, and polysilicon to reduce import dependence.
  • The National Green Hydrogen Mission, targeting five million tonnes of annual production by 2030, can further promote industrial decarbonisation.
• Energy Storage and Grid Modernisation
  • India may require 236 GWh of battery storage by 2031–32. Batteries, pumped-storage hydropower, and smart grids can balance intermittent solar generation.
  • Modern transmission infrastructure is essential for delivering renewable electricity reliably.
• Human Capital and Green Employment
  • Rooftop solar generates employment for engineers, electricians, installers, and maintenance workers.
  • It can create green jobs for youth, expand rural employment, and increase women's participation.
  • Vocational training, apprenticeships, and recognised qualifications are necessary to develop a skilled workforce.

India's International Leadership in Renewable Energy

• G20 and BRICS Cooperation
  • India has promoted renewable energy cooperation through the G20 and BRICS.
  • Initiatives supporting solar photovoltaics, smart grids, and storage can encourage technology sharing, investment, and manufacturing partnerships, particularly among developing countries.
• International Solar Alliance
  • The International Solar Alliance (ISA), launched by India and France in 2015, promotes global solar deployment.
  • Its training programmes, centres of excellence, and Africa Solar Facility support skills development and investment mobilisation, particularly across developing economies.

Bharat Renewable Energy Summit and Global Cooperation

• The Bharat Renewable Energy Summit and Expo 2026, scheduled for November 2–5, provides a platform for cooperation on solar power, green hydrogen, and energy storage.
• Solar irrigation, reliable electricity, and reduced fuel-import dependence can strengthen developing countries' energy and food security.
• This reflects Vasudhaiva Kutumbakam, the principle of the world as one family.

Challenges and the Way Forward

• India faces challenges involving financing, import dependence, inadequate storage, transmission constraints, and uneven rooftop solar adoption.
• Financially sustainable distribution companies, predictable policies, and stronger domestic supply chains are essential.
• Affordable financing, environmental safeguards, and responsible water management must accompany expansion.

Conclusion

• India's solar transformation is creating economic opportunities while strengthening energy security and reducing electricity costs.
• Achieving its renewable energy ambitions requires investment, manufacturing, storage, infrastructure, and skilled human resources.
• By combining domestic innovation with international cooperation, India can advance towards Viksit Bharat by 2047 and contribute to a sustainable global energy future.

Why in news?

The Ministry of Labour and Employment has notified the constitution of two key bodies: the National Social Security Board (NSSB) for unorganised workers (40 members) and a separate NSSB for gig and platform workers (22 members).

Both boards are tasked with designing, monitoring, and recommending welfare schemes to bridge India’s long-standing social security gap for workers outside the formal employment structure.

What’s in Today’s Article?

• Background: The Code on Social Security
• Composition of the Boards
• Functions and Powers of the Boards
• The Social Security Fund: Who Pays, and for What?
• Expanded EPFO Coverage: A Major Structural Shift
• What Changes for Gig Workers Specifically?

Background: The Code on Social Security

• Notified last year (November 2025), alongside three other labour codes, the Code on Social Security merged nine existing social security laws to cover both organised and unorganised sectors.
• For the first time, the Code legally defined “gig workers” and “platform workers.”
• It mandated a national registration system and a dedicated social security fund for unorganised and gig workers.

Composition of the Boards

• National Social Security Board (Unorganised Workers) — 40 members:
  • Chairperson: Union Minister for Labour and Employment
  • Vice-Chairperson: Secretary, Ministry of Labour and Employment
  • Includes employee and employer representatives.
  • Nominated Members:
    • Unorganised sector workers: 7 representatives representing workers in the unorganised sector
    • Employers of unorganised sector: 7 representatives representing employers
    • Eminent persons from civil society: 7 representatives
    • Parliamentary representatives: 2 members representing the Lok Sabha and 1 member representing the Rajya Sabha (3 total)
    • Central Government Ministries and Departments: 10 members representing concerned central ministries and departments
    • State Governments: 5 members representing State Governments
    • Union Territories: 1 member representing the Union territories [1, 2]
• National Social Security Board (Gig and Platform Workers) — 22 members:
  • Union Labour Minister chairs it; Labour Secretary serves as Vice-Chairperson (same structure as the unorganised workers’ board).
  • Industry representation: Aggregators and quick-commerce operators like Eternal (Zomato’s parent), Zepto, Swiggy, and Urban Company.
  • Worker representation: BMS, the Indian Federation of App-Based Transport Workers (IFAT), and the National Front of Indian Trade Unions (NFITU).

Functions and Powers of the Boards

• As per the Code, the NSSB must meet at least thrice a year.
• Core mandate: Recommend that the Central government frame suitable schemes for different categories of unorganised, gig, and platform workers.
• Key Responsibilities
  • Monitor social welfare schemes for unorganised workers.
  • Review expenditure from the social security fund and its accounts.
  • Review record-keeping functions related to gig workers’ welfare schemes performed at the state level.
  • Advise the Central government on matters arising from administering the Code.
  • Undertake other functions as assigned by the Central government from time to time.

The Social Security Fund: Who Pays, and for What?

• The Code envisions a Social Security Fund for gig and platform workers, funded through:
  • Central and State government contributions.
  • Corporate Social Responsibility (CSR) funds.
  • Fines collected through compounding.
• Aggregator Contributions: Companies like Amazon, Flipkart, Swiggy, and Zomato must contribute 1-2% of their annual turnover to the fund — with total contribution capped at 5% of the amount payable to workers.
• Covered benefits the Centre may frame schemes for include:
  • Life and disability cover.
  • Accident insurance.
  • Health and maternity benefits.
  • Old age protection.
  • Crèche facilities.

Expanded EPFO Coverage: A Major Structural Shift

• EPFO (Employees’ Provident Fund Organisation) provisions now apply to all establishments with 20+ employees, regardless of industry type.
• Previously, EPFO applied only to establishments listed in Schedule 1 of the Act — primarily manufacturing sector entities.
• This restriction has been removed under the Code on Social Security, bringing both organised and unorganised sector workers under the social security umbrella.
• Schemes will be funded wholly or partly by Central/State governments or CSR contributions.

What Changes for Gig Workers Specifically?

• Gig and platform workers will receive social security cover for the first time in India’s labour history.
• Mandatory Registration: Platforms must work with the government to register all gig and platform workers.
• Technology Enabler: Registration will use an Aadhaar-linked Universal Account Number (UAN) — ensuring benefits remain portable across states, crucial given gig workers’ frequent inter-state mobility for work.
• Scale of Impact: As per NITI Aayog, India’s gig economy is projected to employ 2.35 crore (23.5 million) workers by 2029-30 — making this reform potentially transformative for a rapidly growing workforce segment.

Conclusion

The notification of these two Social Security Boards operationalises one of the most significant labour reforms in recent Indian history — extending formal social security protections to a workforce segment that has historically operated entirely outside such safeguards.

By mandating aggregator contributions, enabling portable Aadhaar-linked registration, and expanding EPFO coverage beyond manufacturing-sector limits, the Code addresses a genuine structural gap as India’s gig economy approaches a projected 2.35 crore workers by 2029-30.

However, the real test will lie in implementation — particularly ensuring that board composition remains genuinely representative of worker interests, and that the promised benefits translate into accessible, timely support for a workforce often characterised by precarious, fragmented employment.

Why in news?

A helicopter carrying six people, including the pilot, crashed while returning from Badrinath to Dehradun recently, amid adverse weather conditions — all six confirmed dead.

This latest tragedy has once again spotlighted the safety risks associated with helicopter operations in one of India’s most challenging flying environments, raising urgent questions about India’s helicopter-based pilgrimage tourism.

What’s in Today’s Article?

• The Scale of the Problem
• Why Uttarakhand’s Terrain Makes Flying So Dangerous?
• Regulatory and Air Traffic Management Gaps
• Do Commercial Pressures Compromise Safety?

The Scale of the Problem

• As per Ministry of Civil Aviation (MoCA) data (shared with Parliament, July 2025): of 12 helicopter accidents nationwide since 2020, 7 occurred in Uttarakhand alone.
• Fatality statistics are starker: Of 30 total deaths in helicopter crashes during this period, 21 occurred in Uttarakhand.
• Last summer saw at least 5 incidents within just a couple of months, including multiple fatal crashes — prompting the state administration, UCADA, MoCA, and DGCA to announce safety audits and temporary operational pauses.

Why Uttarakhand’s Terrain Makes Flying So Dangerous

• Much of the Char Dham route passes through deep valleys surrounded by steep mountains, leaving little room to manoeuvre — especially when weather deteriorates suddenly or technical problems arise.
• Mountainous terrain disrupts wind patterns, causing sudden turbulence that’s hard to predict.
• Areas are prone to rapid visibility changes from cloud movement, mist, and unpredictable rain.
• Helicopters here primarily operate under Visual Flight Rules (VFR) — pilots must fly visually, maintaining visibility and separation from terrain without instrument-based guidance.
• Key Risk: Controlled Flight Into Terrain (CFIT) — when a pilot-controlled aircraft unintentionally strikes terrain. This was the probable cause in the June 2025 Gaurikund crash, where the helicopter reportedly flew despite poor visibility and extensive clouding.
• Localised Weather Data Gap: Weather readings at a base like Guptkashi may not reflect actual conditions at Kedarnath or in connecting valleys — a district-level forecast cannot tell a pilot if a specific valley entrance is safe to enter at a given moment.

Regulatory and Air Traffic Management Gaps

• In narrow mountain valleys with multiple helicopters operating simultaneously, proper air traffic control is critical — but many Uttarakhand helipads lack this infrastructure.
• Pilots often rely on radio communications and relayed information rather than formal air traffic control.
• Jurisdictional Divide:
  • DGCA (Directorate General of Civil Aviation) regulates airspace nationally (aviation is a Union List subject).
  • Uttarakhand Civil Aviation Development Authority (UCADA), established 2013, coordinates with helicopter operators at the state level.
• Parliamentary Standing Committee on Transport, Tourism and Culture (August 2025 report) flagged this starkly:
  • DGCA’s role is primarily licensing, issuing safety guidelines to UCADA but not exercising direct, continuous supervision over daily operations.
  • This creates jurisdictional ambiguity, with DGCA appearing to have ceded direct oversight of a hazardous aviation activity to a state-level body whose capacity and expertise have been questioned.
  • The Committee called this a symptom of a “larger and more dangerous structural flaw” — a “fractured and ambiguous regulatory command structure” in India’s aviation governance.

Do Commercial Pressures Compromise Safety?

• Helicopter services have grown alongside religious tourism, offering pilgrims faster, easier access to remote Himalayan shrines.
• This creates concentrated flight activity during the short pilgrimage season (just a few months annually).
• High Traffic Volumes Demand: effective coordination, reliable communications, clear departure/arrival procedures, and accurate weather data — gaps in any of these leave pilots managing complexity with inadequate information.
• During peak demand, helicopters run repeated shuttle trips, and the economics of short-duration operations can incentivise maximising daily trip counts.
• Expert Concerns: Commercial pressure may encourage flights in poor weather, inadequate technical checks, and continued operations despite warnings.
• Pilot fatigue is a significant but under-monitored risk — repeated flights in demanding terrain require constant reassessment of conditions, terrain, aircraft performance, and air traffic.
• A DGCA operations circular governs safety for pilgrimage helicopter flights, placing responsibility on operators — but recurring accidents raise doubts about enforcement effectiveness.

Conclusion

Uttarakhand’s helicopter tragedies don’t stem from one single failure. They result from many weaknesses coming together. The terrain is treacherous. The weather is unpredictable. Local weather forecasting remains inadequate. Air traffic management is fragmented. On top of this, the national regulator’s oversight role stays mostly advisory, not operational.

The Parliamentary Standing Committee’s findings point to something deeper. This isn’t just an isolated aviation safety issue. It reflects a broader governance gap. This gap exists between central regulators and state-level implementation bodies.

Two things need to change. First, DGCA and UCADA’s roles need clearer separation. Genuine, continuous safety supervision must replace periodic licensing checks. Second, commercial pressures during the pilgrimage season need better balance against safety protocols. Until both happen, the Himalayan skies above Char Dham will likely remain among India’s most dangerous flying corridors.

About Sinhagad Fort:

• Sinhagad, earlier known as ‘Kondhana’, is a fortress located near Pune, Maharashtra.
• It was built in a strategic location and was surrounded by several other forts like Torna Fort, Purandar Fort, and Rajgad Fort.
• History:
  • It was originally known as Kondhana and was named after the sage Kaundinya.
  • It has changed hands multiple times, with rulers from different dynasties leaving their mark.
  • Mohammed bin Tughalaq captured the fort from the Koli tribal chieftain, Nag Naik, in 1340 CE.
  • In 1496 CE, Malik Ahmad, the founder of the Nizam Shahi dynasty, took control of the fort.
  • Nearly 200 years later, the Maratha leader Shahaji Bhonsale captured the fort.
  • In 1647 CE, Shivaji held the stronghold.
  • In 1665 CE, as per the Treaty of Purandar, Shivaji handed over Sinhagad to the Mughals.
  • The fort’s famous chapter unfolded in 1670 when Chhatrapati Shivaji Maharaj orchestrated a daring mission to reclaim the fort from the Mughals.
  • The Battle of Sinhagad was led by the fearless Tanaji Malusare ( Shivaji’s favorite general), who, along with his brave warriors, scaled the steep cliffs under the cover of darkness.
  • Despite putting up a fierce fight, Tanaji succumbed to his injuries.
  • When Shivaji Maharaj heard of Tanaji’s sacrifice, he famously remarked, “Gad ala, pan Sinha gela” (The fort is won, but the lion is lost).
  • In honor of his valiant warrior, Shivaji Maharaj honoured the fort with the name Sinhagad Fort, or Lion’s Fort.
  • The fort remained under the control of the Marathas until 1818 CE, when it was surrendered to the British after the Third Anglo-Maratha War.
  • The fort was later used as a retreat for many European residents of Pune.
• Architecture:
  • It is a marvel of Maratha architecture and engineering.
  • It comprises a strong fortified wall which runs for almost 2 miles.
  • The fort features two main entrances—the Pune Darwaza, facing Pune, and the Kalyan Darwaza, opening towards the Konkan region—both showcasing intricate stonework and strategic placement for enhanced security.
  • It has an advanced water storage system, which includes ancient rainwater harvesting techniques and natural reservoirs that ensure a continuous water supply.
  • The fort has several bastions, ramparts, walls, and gates that enclose its premises.
  • The fort also houses a temple dedicated to Goddess Kali, a brewery, some military sheds, and the tombs of Rajaram Chhatrapati (Shivaji’s youngest son) and Tanaji Malusare.

About Dopamine:

• Dopamine is a hormone and a type of neurotransmitter, or chemical messenger, made in your brain.
• It is a nitrogen-containing organic compound.
• The nervous system uses it to send messages between nerve cells. These messages also travel between the brain and the rest of the body. 
• It is often referred to as the “feel-good” chemical in the brain.
• High or low dopamine levels are associated with diseases including Parkinson’s disease, restless legs syndrome, and attention deficit hyperactivity disorder (ADHD).
• Dopamine is found in humans as well as animals, including both vertebrates and invertebrates.

About National Institute of Plant Genome Research (NIPGR):

• It is an autonomous institution under the Biotechnology Research and Innovation Council (BRIC) of the Department of Biotechnology, Ministry of Science and Technology.
• Location: New Delhi
• Mandate: To undertake, promote, and coordinate research; train workers; and serve as an information resource in identified aspects of plant genomics to build a frontline institution.
• Objectives:
  • To conduct high-quality research in frontier areas of plant genomics and molecular biology, with the aim of having practical application in crop improvement;
  • To utilize molecular biology and omics approaches along with tissue culture and genetic engineering technology to identify important genes/proteins/metabolites and manipulate these for generating plants with improved agronomic characters, biotic/abiotic stress tolerance, and enhanced nutritional value
  • To take up any fundamental work related to gene regulation, systems biology, and mapping that would aid in achieving the above mandate
  • Development of molecular markers for monitoring important traits
  • Production and testing of transgenic and gene-edited plants
  • Identification of genes that are vital for the survival of the pathogens, and targeting them for pathogen resistance
  • Knowledge generation and innovation, including publications and patents
  • Knowledge dissemination for human resource development at all levels (Ph.D., post-doctoral researchers, postgraduate trainees and young scientists) through advanced training workshops, symposia, seminars, and scientists exchange programmes
  • To impart advance training module in plant genetic engineering and genome analysis
  • To undertake collaborative programmes with international institutes those are engaged in plant genome research and develop close linkages.

Key Facts about Biotechnology Research and Innovation Council (BRIC):

• It is an Apex Autonomous Body established as a registered Society.
• Nodal Ministry: Ministry of Science and Technology.
• It was formed by subsuming 14 Autonomous Institutes of the Department of Biotechnology (DBT).
• BRIC aims to provide a centralized and unified governance mechanism for the administration of its research institutions through intra-mural core grants.
• It emphasizes multi-disciplinary research support from basic discovery to application in areas of strength within the DBT institutions.
• BRIC seeks to nurture the next generation of scientific leaders by enabling the pursuit of knowledge and innovation in globally competitive and nationally relevant ecosystems.
• Objectives:
• Promoting cutting-edge research in biotechnology aligned with national priorities.
• Fostering innovation and translation across institutional boundaries.
• Developing indigenous technologies and capabilities in line with the principles of Atmanirbhar Bharat.

About Mekedatu Project:

• It is a multi-purpose (drinking water and power) project involving the construction of a balancing reservoir near Kanakapura in the Ramanagara district, Karnataka.
• The project is proposed at the confluence of the Cauvery River with its tributary Arkavathi.
• The project envisages using water annually for drinking-water supply to Bengaluru and surrounding areas and generating hydropower.
• Issue:
  • The dispute over the project is rooted in the broader Cauvery water-sharing conflict between Karnataka and Tamil Nadu.
  • Tamil Nadu, the lower riparian state, has been opposing the project, raising apprehensions that the state would be affected if the project takes shape.
  • Tamil Nadu says, Mekedatu area represents the last free point in Karnataka from where Cauvery water flows unrestricted into Tamil Nadu, and the Mekedatu dam project is an attempt by Karnataka to block this free flow of water.

About INS Kesari:

• INS Kesari (L15) is a Shardul Class Landing Ship Tank (LST) of the Indian Navy.
• The ship was built by Garden Reach Shipbuilders and Engineers (GRSE), Kolkata.
• It was commissioned into the Indian Navy in 2008.
• It is the second ship of the Shardul class after INS Shardul, with INS Airavat completing the three-ship class.
• The ship is designed for amphibious operations, including the transportation of troops and equipment.
  • It can carry tanks, armoured vehicles, stores, and around 500 personnel and can put them ashore directly on a beach.
• Their large cargo decks also make them a regular choice for humanitarian assistance and disaster relief missions.