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By:

Akhilesh Sinha

25 June 2025 at 2:53:54 pm

Nadda's strategic meet signals urgency for chemical sector

New Delhi: As war simmers across the volatile landscape of West Asia, whether in the form of a direct confrontation between Israel, United States and Iran, or through Iran's hybrid warfare involving groups like Hezbollah and the Houthis, the tremors are no longer confined to the region's borders. They are coursing through the arteries of the global economy. India's chemicals and petrochemicals sector, heavily dependent on this region for critical raw materials, finds itself among the earliest...

Nadda's strategic meet signals urgency for chemical sector

New Delhi: As war simmers across the volatile landscape of West Asia, whether in the form of a direct confrontation between Israel, United States and Iran, or through Iran's hybrid warfare involving groups like Hezbollah and the Houthis, the tremors are no longer confined to the region's borders. They are coursing through the arteries of the global economy. India's chemicals and petrochemicals sector, heavily dependent on this region for critical raw materials, finds itself among the earliest and hardest hit by this geopolitical turbulence. It is in this backdrop that the recent meeting convened by Union Minister for Chemicals and Fertilisers J. P. Nadda at Kartavya Bhavan must be seen not as a routine consultation, but as a signal of strategic urgency. India's ambition to scale this sector from its current valuation of $220 billion to $1 trillion by 2040, and further to $1.5 trillion by 2047, will remain aspirational unless the country confronts its structural vulnerabilities with clarity and resolve. India today ranks as the world's sixth-largest producer of chemicals and the third-largest in Asia. The sector contributes 6-7 percent to GDP and underpins a wide spectrum of industries, from agriculture and pharmaceuticals to automobiles, construction, and electronics. It would be no exaggeration to call it the backbone of modern industrial India. Yet, embedded within this strength is a paradox. India's share in the global chemical value chain (GVC) stands at a modest 3.5 percent. A trade deficit of $31 billion in 2023 underscores a deeper issue: while India produces at scale, it remains marginal in high-value segments. This imbalance becomes starkly visible when disruptions in West Asia choke the supply of key feedstocks, shaking the very foundations of domestic industry. Supply Disruption The current crisis has laid this fragility bare. Disruptions in the supply of LNG, LPG, and sulfur have led to production cuts of 30-50 percent in several segments. With nearly 65 percent of sulfur imports sourced from the Middle East, the ripple effects have extended beyond chemicals to fertilisers, plastics, textiles, and other downstream industries. Strategic chokepoints such as the Strait of Hormuz have witnessed disruptions, pushing shipping costs up by 20-30 percent and adding further strain to cost structures. This is precisely where Nadda's emphasis on supply chain diversification and resilience appears prescient. In today's world, self-reliance cannot mean isolation; it must translate into strategic flexibility. While India imports crude oil from as many as 41 countries, several critical inputs for the chemical industry remain concentrated in a handful of sources, arguably the sector's most significant vulnerability. Opportunity Ahead A recent report by NITI Aayog outlines a pathway to convert this vulnerability into opportunity. It envisions raising India's GVC share to 5-6 percent by 2030 and to 12 percent by 2040. If achieved, the sector could not only reach the $1 trillion mark but also generate over 700,000 jobs. However, this transformation will demand more than policy intent, it will require sustained investment and disciplined execution. The most pressing challenge lies in research and innovation. India currently spends just 0.7 percent of industry revenue on R&D, compared to a global average of 2.3 percent. This gap explains why the country remains largely confined to basic chemicals, even as the world moves toward specialty and high-value products. Bridging this divide is essential if India is to climb the value chain. Equally constraining is the fragmented nature of the industry. Dominated by MSMEs with limited access to capital and technology, the sector struggles to compete globally. Cluster-based development models offer a pragmatic way forward, such as PCPIRs and the proposed chemical parks.

Learning to Fall: On-the-Job Training in the Sky

Overcoming fear and embracing adventure comes to those who keep calm and control their minds. Do you have what it takes?

We gain job skills and knowledge by actively performing tasks, usually under the guidance of experienced colleagues. This hands-on method, known as On-the-Job Training (OJT), goes beyond theory, involving direct use of tools and processes. Quality OJT is key for newcomers to build a strong foundation and grow into experts over time.


But how do you do OJT while free-falling from the sky? How do you train for jumping from a functioning aircraft, thousands of feet above the ground? A Formula One driver climbs the ranks—karting, then F4, F3, and F2—before reaching F1. A typist doesn’t start at 100 words per minute, and a fighter pilot first trains in gliders and turboprops before soloing a jet. OJT is almost always gradual and supervised.


When falling, gravity treats novices and experts the same, pulling all down equally, even first-time solo skydivers. In 12 seconds, a stable belly-to-earth position reaches terminal velocity—about 193 km/h (200 ft/s). After that, you fall roughly 1,000 feet every five seconds. Even in the first ten seconds—the slowest phase—you drop about 1,000 feet. It’s during this brief solo fall that beginners must learn on the job, without an instructor.


We were 30 paratroopers who began skydiving training in February 1994. After five static line jumps from 1,250 feet AGL, we each did two jumps with a D-5 parachute from 2,500 feet. The D-5’s stabiliser chute deploys by static line before the main canopy, giving more air time. Ground training, led by experienced instructors, ran alongside. We practiced freefall positions—spread-eagle, semi-frog, and full frog—on mats to build muscle memory and drilled responses to high-speed and low-speed emergencies. Still, nothing truly prepared us for the real plunge.


The spread-eagle position—with arms and legs extended—gives beginners maximum stability, helping them maintain a belly-to-earth posture. Tumbling or spinning causes disorientation and danger, so presence of mind is crucial. Our first three jumps were one-second freefalls in spread-eagle, then pulling the ripcord to deploy ram-air parachutes. We counted aloud—“one thousand” to “five thousand”—before pulling the ripcord on the right harness side. Stability ensures clean deployment; instability risks lines wrapping around limbs or body, causing malfunctions.


The day arrived. As sunlight lit the Drop Zone, our AN-32 climbed to 5,000 feet AGL. The ramp opened, and we ran through emergency checks. One by one, we grabbed the centre bar, faced inward, and stood on the edge—ready for the instructor’s “thumbs up and go.” Within minutes, all had exited and completed our first five-second delay freefall. From the deafening aircraft to the sudden stillness of open sky, with the AN-32 fading behind, it was a true butterflies-in-the-stomach moment.


By the end of the first second, training took over. After one tumble from the slipstream, I stabilised face down, watching the Earth as I counted to five thousand. I pulled the ripcord and, seconds later, hung securely under a sky-blue canopy. The fall had been stable and well-controlled. Compared to those five thrilling seconds, flying the canopy and landing felt like a walk in the park.


The second, third, and fourth jumps followed quickly, and our confidence grew. By the fifth, improved body awareness let us read altimeters—impossible at first. We stopped counting seconds, instead monitoring the altimeter and pulling at the right altitude.


We began doing “flick exits”—stepping out and instantly stabilising. Freefall delays increased to 7, 10, 15 seconds, and more. Our positions shifted to Semi-Frog and Full Frog, offering smaller profiles and better manoeuvrability. Soon we were turning, tracking forward and back, and watching others fall.


By the tenth jump, we executed “dive exits”—headfirst, straight towards Earth—an indescribable experience. Instructors watched each jump from the ramp for the first 6–7 seconds and gave feedback in debriefs. Most corrected faults and moved on. Sadly, three couldn’t stabilise the tenth jump and had to withdraw.


The rest of us progressed to High-Altitude High Opening (HAHO) jumps with oxygen and battle loads, including night and standoff jumps, and later to High-Altitude Low Opening (HALO) jumps with 50–55 seconds of freefall. By the end of our 50-jump course, freefall felt routine. Many more jumps would follow, and each was its own adventure.


There were no body cams, no GoPros to record falls, and no Vertical Wind Tunnels (VWTs) to simulate freefall on the ground. There were no replays—just you and the sky. Minor mistakes could be corrected, but major errors weren’t an option—they could be fatal. You had to learn by taking the plunge, staying calm, and trusting your training.


Skydiving OJT in those days was pure adrenaline—an unmatched rush. I was among the lucky few to learn the ropes in such thrilling times.


(The writer is an Indian Army veteran and Vice President CRM, ANSEC HR Services Ltd. He is a skydiver and a specialist in Security and Risk Management. Views personal.)

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