Connect with us

Health

Another Harsh Summer Is Here. How Can India’s Workforce Cope With The Heat? – Forbes India

Published

on

Another Harsh Summer Is Here. How Can India’s Workforce Cope With The Heat? – Forbes India


A file photo of a construction worker drinks water from a container as he takes a break at a construction site during a hot summer day in New Delhi, India
Image: Priyanshu Singh / Reuters

Every year is breaking last year’s record, says Seema Mundoli over the telephone. The professor at Azim Premji University, from their School of Climate Change and Sustainability, was speaking with Forbes India from Delhi on April 21, the day the capital recorded a maximum temperature of 41.3°C, more than the highest temperature of 41°C recorded in April last year. It was also the highest temperature for the month of April since 2022, as per a Times of India report.

“I have the option of not doing fieldwork in the intense afternoon heat, but the worst affected are certainly going to be people who work outside, whether it is construction labour or gig workers, who do not have the option to take time off, because they will lose the day’s wages,” she says.

Up to 75 percent of India’s workforce, or 380 million (38 crore) people, depend on heat-exposed labour, as per a 2022 World Bank report. This largely includes blue-collar and the informal sector workforce in agriculture, construction, manufacturing and delivery services. The report further said that with heat-exposed labour contributing to nearly half of the country’s gross domestic product (GDP), “by 2030, India may account for 34 million of the projected 80 million job losses from heat stress associated productivity decline”.

In January this year, the World Meteorological Organization confirmed that 2024 was the warmest year on record, at about 1.55°C above pre-industrial levels. A month later, heatwaves arrived early in India, which the India Meterological Department (IMD) called the hottest February in 125 years. The IMD further forecast above-normal temperatures in most parts of India between April and June, including extended heatwave episodes that might last 10-11 days in Central and Eastern India.

When the outside body temperature reaches close to your body temperature of 37°C, the body fails to release the internal heat that is generated as part of the basal metabolic rate, and you start to feel heat-stressed, wrote physician and global health expert Dr Chandrakant Lahariya in The Hindu on April 21. “Heat stress can affect multiple organs, including the kidneys, the liver and the brain, and may cause sickness and even death,” he said.

Policies and provisions for the informal workforce

Neeraja Kudrimoti, lead–climate action at non-profit Transform Rural India, is seeing how the heat stress is making it difficult for farmers to work in the field, how it is impacting livestock, availability of food and water, and health, particularly of women. She calls heat-induced stress a “vicious cycle” that not only impacts health, but also the economic security of people in rural areas.

The non-profit works with the bottom 1 lakh villages and marginalised communities across sectors like governance, gender, employment and entrepreneurship, and farm prosperity. Their core presence is in Madhya Pradesh, Uttar Pradesh, Chhattisgarh and Jharkhand. She gives an anecdotal example of how many rural communities dependent on the daily wage employment provided National Rural Employment Guarantee Scheme (MGNREGA)—which is mostly outdoor labour—are unable to work due to the heat. “There is also load-shedding during summers in the villages we work, so farmers dependent on electricity for irrigation also suffer,” she says, adding that high prices of vegetables and food costs add to the income pressure.

A November 2024 study by Saudamini Das and E Somanthan published in Environment Research Letters assessed informal sector workers in Delhi during peak heat in the summer of 2019. They found that apart from income losses and health impacts such as the loss of sleep and more self-reported sickness, the workers faced increased expenses due to requirements for more water, ice and doctor visits. A one-degree increase in mean temperature is associated with a decline in net earnings of about 16 percent, the study said, adding that “net earnings were 40 percent lower during the two heatwaves that occurred during the study period”.

Kudrimoti explains that when heat affects the health of family members, particularly of children and the elderly who are more vulnerable, women often have to stop working and devote themselves to caregiving responsibilities. “This impacts the workforce participation of women,” she says, adding that when water tables dry up due to the heat, it is the women again who are affected, as they have to go long distances to fetch water for the households.

She says that while rural communities themselves take initiatives like tree plantations, low-cost water harvesting structures and building mud houses to protect themselves from the heat as they work outdoors, there should be “integrated and sustained efforts” from the government. This includes upgrading infrastructure, and providing help like provision of shade, water and sanitation, and health care facilities, apart from a financial safety net for daily wage labourers—like an insurance provision—that will protect them even if they miss a day’s work due to heat.

Also read: Blazing summer, harsh temperature may heat up food prices, crimp consumption again

What are companies up to?

While informal sector workers are largely dependent on government action to address heat stress, formal sector workers—regular, part-time or contractual—are dependent on informed, sensitive action from their companies.

Aditya Narayan Mishra, managing director and CEO of CIEL HR, a human resources solutions provider, identifies consumer goods, manufacturing, construction, quick commerce delivery, supply chain logistics and sales executives as some of the heat-exposed sectors and roles. In his experience, companies, particularly larger ones, are educating their employees about heat-related precautions, hydration, and stress prevention. They are rescheduling activities to avoid outdoor work at peak times, improving ventilation systems, scheduling breaks during the day, and some are providing innovative products like cooling helmets or jackets to employees. “It [these efforts] go from the company’s P&L and hence, there is some hesitation, naturally. But companies that understand employee wellbeing do it. Large companies, of course, want to build a strong employer brand, and can also afford it compared to small and medium-sized organisations,” he says.

For instance, manufacturing company CEAT conducts awareness drives led by factory medical officers at their manufacturing facilities. These include circulars, and daily safety briefings where precautionary measures and symptoms of heat-related illnesses are discussed, says Somraj Roy, chief human resource officer (CHRO). “We also emphasise dietary support during this period, providing nimbu paani (lemon water) at regular intervals, and including dahi (curd) in meals to maintain hydration and internal cooling,” he says, adding there is a car / mobility policy for field sales employees to reduce their exposure to harsh outdoor conditions. The company has around 8,000 employees, including management and associates, and the sales and manufacturing teams represent more than 50 percent of their employee base. They operate six manufacturing facilities across India.

The Aditya Birla Group launched a programme to tackle heat stress among employees in December 2023, as per a note on their website. As part of this, they conducted qualitative assessments at 56 sites, including Hindalco, cement, pulp and fibre, chemicals and textiles, covering 1,732 workplaces, identifying high-risk areas. Here, they implemented solutions like rest areas, adjusted work schedules and cool drinking water. A quantitative assessment was done with thermal work limit (TWL) equipment to implement control measures in critical zones, and psychological monitoring identified 711 high-risk employees at 34 sites, who were  “given special attention or reassigned to cooler areas during peak summer months”, the note says.

While companies tend to wait for policy signals, by taking initiatives like reducing heat stress among employees they can set signals that can inform policies, says Hisham Mundol, chief advisor, India, Environmental Defense Fund, a US-based non-profit environmental advocacy group. “Oftentimes, the government picks up best practices from companies. A notable example is how companies with progressive policies for their migrant labour force showed that they can reduce turnover and improve productivity,” he says.

According to him, there is still a lack of urgency among stakeholders because heat stress is not a 365-day problem. “Heat stress and heatwaves are happening more frequently, but it is still for a limited period. Once the rains come in July and things stabilise, people tend to take their foot off the accelerator, when in fact, that should be the time you build your heat shelters, come up with policies, or plan water stations,” he says.

Mundoli of Azim Premji University says that how we respond to heat stress points to a larger question of how we imagine the running of our cities in the long-term. She says implementation of heat action plans is essential to safeguard the formal and informal sector workforce in the long-run. In 2013, Ahmedabad became the first municipal corporation in Asia to develop a heat action plan. Since then, more than 23 states and around 140 cites have city and state-level heat action plans, according to Dr Lahariya in The Hindu.

Mundol of Environmental Defense Fund says that not all cities have heat action plans, and even in ones that do, it has not been adequately budgeted or costed for. “Sometimes, there is a knee-jerk reaction, where in the middle of a heatwave, you want to see the status of your heat action plan. But you cannot act in four hours. You need months to act on it,” he says, adding that temperatures are rising, and heatwaves are happening every year, so having dedicated budgets, and having more senior-level oversight on whether the plan is being implemented will go a long way. While short-term measures are necessary, in the long-term, he says, “you cannot shelter or hydrate your way out of heatwaves. You have to reduce the amount of greenhouse gases you are pumping in”.



Source link

Continue Reading
Comments

Health

Photo Of The Day: Pahalgam Terror Attack Aftermath – Forbes India

Published

on


A woman crosses a Border Security Force (BSF) checkpoint at the Attari-Wagah border crossing on the India-Pakistan border, near Amritsar, India, April 25, 2025. India has announced the closure of the Attari border for all movement as part of heightened security measures against Pakistan following the Pahalgam terror attacks. The closure will affect cross-border trade worth Rs 3,800 crore between India and Pakistan.

Image: Pawan Kumar / Reuters



Source link

Continue Reading

Health

Sonia Dasgupta: A Queen’s Gambit Approach To Business – Forbes India

Published

on


Sonia Dasgupta, Managing director and CEO, Investment Banking, JM Financial
Image: Mexy Xavier

 

The Queen’s Gambit as a strategy is a calculated risk that provides a chess player with a competitive edge. For Sonia Dasgupta, managing director and CEO, investment banking, JM Financial, it isn’t just a move but her entire approach to business. In a career spanning almost 30 years, she has consistently shown her ability to make daring moves and drive growth in the face of uncertainty.

Dasgupta has been a pivotal force in driving the success of JM Financial’s investment banking division, which she has been heading since April 2022. Under her leadership, the company has achieved milestones, including groundbreaking transactions. She has held key leadership positions at the company, including head of FIG (financial institution group) coverage, head of M&A origination, and head of group borrowings.

Sanjiv Bajaj, chairman and managing director, Bajaj Finserv, says, “I have had the pleasure of working with Dasgupta for over two decades across numerous fundraising and M&A deals. With her vast experience, she is able to structure deals with a clear customer focus.” He adds that she works with passion, looking for the best outcomes from every deal. “She has an excellent acumen and leads with clarity and conviction, making her an effective leader. She is a believer in building lasting relationships and I am confident she will take her firm to greater heights, providing inspiration to others.”

Born and raised in Mumbai, Dasgupta was part of a family of six siblings where education and intellectual pursuits were valued. Her mother, a homemaker and a writer of Hindi literature, and her father, a lawyer with a strong emphasis on academics, instilled in her a deep respect for knowledge and learning, she says.

“There was no differentiation in the academic ask from the boys and girls. The soft conditioning was that engineering was not a career path for women, even though gender equality was a conditioning in the family,” Dasgupta says.

Click here for the full list

But when she failed to get into her dream passion medicine despite being a class topper, her love for math and her adaptability led her to a new path. She completed her graduation in economics from St Xavier’s followed by an MBA from IIM-Ahmedabad.

Even as she was doing her MBA, the year 1994 marked a turning point for her.  It was a time when the Indian capital markets were opening up to foreign institutional investors (FIIs), transforming the landscape. She joined JM Financial soon after, in 1995.

Dasgupta recounts her first boss and mentor, veteran investment banker Nimesh Kampani (chairman of JM Financial Group), never differentiated between the genders for the M&A deals. “It was so similar to how I was brought up,” Dasgupta says.

Also read: It’s important to think about human impact; it’s not only about buying and selling bonds: Franklin Templeton’s Sonal Desai

But she feels fortunate to have had several senior women leaders as role models, including Radhika Haribhakti (a banking veteran formerly at JM Morgan Stanley and from IIM-Ahmedabad), and Dipti Neelakantan (former group COO, JM Financial).

It’s important for women to find their way up, she says. “If they are not there at the mid-level jobs, they are not in the reckoning for the senior jobs. They do not hang in there [enough]. Women need to find their role models and build self-confidence from within,” she says.

 JM Financial’s ECM (equity capital market) closed 42 deals cumulatively raising approximately ₹88,996 crore in 2024. Under Dasgupta’s leadership, the ECM team advised on a wide range of transactions, initial public offerings, follow-on public offers, rights issues, and qualified institutional placements.

The year was strong for JM Financial in M&A and PE transactions with 17 deals worth over ₹41,800 crore across various sectors. It advised Shriram Finance and other shareholders on the sale of Shriram Housing Finance to Warburg Pincus, marking the largest all-cash buyout transaction in the affordable housing segment.

It also advised Advanta on its fundraise from Alpha Wave, which was the largest PE fundraise in the agri & allied space in India. JM Financial advised SeQuent Scientific on its merger with Viyash Lifesciences and its subsidiaries, creating a unique platform with a leadership position in the Animal Healthcare space. It was involved in advising JSW Infra on its acquisition of Navkar Corp, enabling the company to foray into logistics and other value-added services.

 Going ahead, Dasgupta says the focus on 2025 will be to retain talent and expand the investment banking team at JM Financial. For 2025, she has set a strong growth target of her business segment at JM Financial.

The group also hopes to grow its large and mid-cap corporate clientele by five times to 2,000 in the next seven years, Vishal Kampani, the non-executive vice chairman of the group, has said, betting big on the financial and structured credit businesses.

Dasgupta is confident India is the place to invest. “In the last two to three years, private equity investors have done so many exits from Indian companies that they realised this is a country where they can invest and also make money,” she says. She is expecting larger M&A transactions and ECM deals across sectors such as renewables, financial services, auto, auto components, industrials and consumer health care.

(This story appears in the 18 April, 2025 issue
of Forbes India. To visit our Archives, click here.)



Source link

Continue Reading

Health

The Mosquito Effect: how malarial chaos influenced human history

Published

on


April 25 has been recognised globally by the World Health Organization (WHO) as World Malaria Day (previously African Malaria Day), since 2006 to highlight the need for continued investment and innovation. The “butterfly effect” from chaos theory might result in a Tornado, but the “mosquito effect” (through the parasite it carries) has fundamentally altered human migration patterns, enabling European colonisation and reshaping the geopolitical landscape of entire continents. The mosquito, a seemingly insignificant insect, wielded astonishing power and profoundly altered human civilisation. Malaria, derived from the Italian “mala aria,” meaning “bad air”, is a saga of discovery, colonisation, human suffering and scientific breakthroughs.

Miasma to parasite

Before modern science unravelled malaria’s secrets, people believed it was caused by miasma—poisonous air emanating from marshes. It wasn’t until 1880 that the French military doctor Alphonse Laveran observed the malaria parasite from the blood of soldiers who had succumbed to fever in Algeria. However, identifying the parasite was just the first puzzle; the full picture of malaria’s transmission remained elusive. In 1885-86, Camillo Golgi and Angelo Celli demonstrated the cyclical nature of the fever in relation to the parasite. In 1892, Ettore Marchiafava further characterised the five species of the parasite, distinguishing Plasmodium falciparum from others. Of notable mention is Patrick Manson, often regarded as the ‘father of tropical medicine,’ who first established the role of mosquitoes in disease transmission with filariasis and later mentored Ronald Ross. In 1894, Manson hypothesised that mosquitoes could transmit malaria, too. Ross, inspired by Manson’s theory, identified the parasite in the gut of the Anopheles mosquito after studying avian malaria in birds in 1897. His breakthrough paved the way for understanding human disease. Giovanni Battista Grassi made significant contributions by linking human malaria to the female Anopheles mosquito in 1898. By 1898, the complete transmission cycle of malaria was scientifically understood.

Before these discoveries, European colonial efforts in Africa were severely constrained by extraordinarily high mortality rates. In coastal African colonial trade posts, European troop mortality averaged 500 deaths per 1,000 soldiers annually in the 1800s, with those venturing inland facing even worse prospects of up to 60% mortality. In 1865, a British parliamentary committee recommended withdrawing from West Africa altogether due to disease threats. When the Gold Coast (modern Ghana) became a colony in 1874, the first three candidates declined the governor’s position due to “health concerns”, and the fourth died of malaria within a month of taking office. Consequently, until 1870, European powers controlled only 10% of the African continent, with settlements primarily restricted to coastal areas. Africa was known as “the white man’s grave,” a place where European colonial ambitions perished.

The correlation between understanding malaria and colonial expansion is striking. As scientists decoded malaria’s mysteries between 1880 and 1900, European powers dramatically expanded their control across Africa. Following the 1884 Berlin Conference, which regulated European colonisation and trade in Africa, the “Scramble for Africa” accelerated rapidly. By 1914, European powers had seized control of nearly 90% of the continent, with only Liberia, Ethiopia, and a few more maintaining independence. This was no coincidence. With knowledge about malaria transmission, colonial administrators implemented targeted prevention strategies for European settlements: draining mosquito-breeding swamps, establishing segregated European quarters, and creating hill stations at higher elevations with fewer mosquitoes. Scientific findings about malaria transmission quickly percolated into colonial policy. By 1901, the British adopted a policy of segregated living based on new knowledge about Anopheles mosquitoes and the racist perception of Africans as disease reservoirs.

Scramble for Africa

King Leopold II of Belgium epitomised this exploitation in the brutal colonisation of the Congo. Equipped with quinine, mosquito nets, and a scientific understanding of malaria, European troops subdued resistance and established lucrative colonies. Quinine, derived from the bark of the Cinchona tree, was discovered during Portuguese conquests in South America. Its use post-1880s was guided by scientific understanding. But, the success of colonizing Africa was not purely biological. Innovations and technology to build railroads, steamships, enhanced rifles, and telegraphs helped navigate and control vast territories. But, knowledge about malaria transmission was the “keystone technology”. It neutralised nature’s deadliest resistance, allowing soldiers to survive and civil servants to administer colonial machinery.

The impact of malaria extended beyond Africa. In the trans-Atlantic slave trade, Africans with a natural genetic resistance to malaria were preferred labour in malaria-infested regions like the Caribbean and the Americas. Consequently, they were traded at higher prices than European labourers, who succumbed to the disease. It created a racialised labour economy, the aftershocks of which echo even today. The modern racial tensions in American and European societies bear this genetic legacy. The valuation of African bodies not only established brutal slavery systems but also seeded pseudo-scientific justifications for racial superiority. Thus, malaria contributed to the present long-standing racial prejudices and social structures.

Malaria today

With quinine as a base, more refined drugs like chloroquine and artemisinin followed. Insecticide-treated bed nets and indoor spraying revolutionised prevention. Today, the malaria vaccine RTS,S brings new hope, though challenges persist. Malaria remains treatable, but Africa still shoulders 94% of the global burdens (as per the WHO World Malaria Report 2024). Beyond medicine, malaria is increasingly considered in modern environmental impact assessments. Deforestation, water stagnation, and climate change influence mosquito habitats, making disease control part of ecological planning.

While colonial empires have dissolved, malaria’s grip remains strong, particularly in Africa. Today, malaria continues to afflict approximately 263 million people annually, killing over 600,000, with Africa reporting 95% of the mortality. Although the death toll has decreased substantially, in absolute numbers, malaria remains a major public health challenge. The history of the discovery of malaria transmission is a powerful reminder that scientific breakthroughs can have complex and contradictory impacts. The discoveries that eventually saved millions of lives also enabled colonial exploitation. Knowledge intended to heal the troops was wielded to subjugate the natives.

(Dr. C. Aravinda is an academic and public health physician. The views expressed are personal. aravindaaiimsjr10@hotmail.com)



Source link

Continue Reading

Trending

Copyright © 2025 Republic Diary. All rights reserved.

Exit mobile version