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Histories of science in India are revisitations of the colonial question. Science is ideology to be unraveled and exposed--as modernity and progress making or violence and oppression making--depending on where you stand on the interpretive spectrum. It has been seen as ideologically driven practice, as a mode of knowledge production whose history is inseparable from the social and political uses to which it is tethered. In the colonial as well as the postcolonial context, science and technology have been seen as the "ideology of empire," "tools of empire," "tentacles of progress," and "reasons of state." Yet science and technology are practices and bodies of knowledge that inhabitants of the subcontinent have engaged with enthusiasm, that they have used to invent themselves in their global, national, and individual lives. We know remarkably little about the histories of these complex engagements. A departure from current historiographical preoccupations is called for to map and explain the lives, institutions, practices, and stories of science on the subcontinent as they connect with, and where they break away from, the world at large.
Modern History is a subject many of us find boring or difficult to learn. But why is it important? In every Prelims there are about 5 to 10 questions from Modern History. The return on investment is also very high in Modern History. That is, we are sure to get back as many marks as the time we invest in learning it. Even though questions are harder and less in number as opposed to Ancient & Medieval History, Modern History is sure to gain us more marks if we use the below strategy. The strategy discussed here is guaranteed to not only make modern history interesting for us but also easier to cover in just 10 days.
Acts like, Government of India Act, Charter Act, Regulating Act, and so on, and what all they entail, the years they were passed, the Governor Generals of time are all important to be noted under this list.
Changes made by the British, how Indians slowly started to participate in the struggle, formation of Congress, emergence of Gandhi, Satyagrahas, non-cooperation movement, civil disobedience movement, Bengal partition, and so on, all come under the list of events in Modern History.
There are two books that can aid us in our study of Modern History. The first is Tamil Nadu Class 12 History textbook and the second is A Brief History of Modern India by Rajiv Ahir. While the first one is the old spectrum, the second is new and is bigger.
If we follow the below breakdown of days to go through the spectrum of Modern History, it will take us only 10 days or a maximum of 12 days to cover it for Prelims. As we are going through the spectrum we should also prepare notes of about 10 to 20 pages of A4 size paper including all important details as points.
If we are reading Modern History for the first time, we should start with Tamil Nadu Class 12 History book. It consists of 20 chapters in very simple language and is easy to understand. There is also a short analysis at the end of each chapter about that topic. These analyses are important for our essays in Mains. It will take us only 2 days to cover the entire spectrum in the textbook.
A Brief History of Modern India contains both India before and after independence. It is very important for both Prelims and Mains. After the TN 12th book, this will give us a better understanding of the philosophy of the British. It will also be easier to learn if we think of it as an interesting novel.
Most Modern History questions come from after the Revolt of 1857. Unit 5 and 6 cover this part of history, the beginning of modern nationalism in India. Most of us will relate to these units because we have seen movies or visited places that are important to the Indian freedom struggle. Both the units can be covered in 1 day as they are very interesting and easy to remember.
Unit 9 and after is more important from the Mains perspective. It deals with economic impact, development of Indian press, development of education, peasant movement, and so on. Enough knowledge of these events for Prelims can be gained from the TN history textbook.
Following this strategy and sticking to the time table will ensure that we complete Modern History in less than 12 days. It will also ensure that we retain it in our memory. This is a fool-proof way to cover Modern History for our exams.
The pandemic has upended all aspects of our lives and spared no business; every sector has had to adapt to remain afloat. In this rapidly changing environment, business continuity has been critical and organisations have had to quickly build resilience to tackle distressed situations. No one was prepared for the all-permeating impacts of the coronavirus. What this pandemic has taught us is that organisations need to lead with their values, protect their people, be customer-centric and focus on business continuity to overcome any significant crisis. As a business leader, my response to this pandemic is based on established culture and values, which have steered us through our 155-year history and will continue to guide us in a post-Covid world.
Our core values - do the right thing, put people first, and reach higher - serve as Cargill's North Star as we navigate Covid-19. When we use these values to guide our decisions, it allows us to move quicker, with more agility and consistency around the world. Our experience in dealing with crises and issues, from world wars to hurricanes, typhoons and other natural disasters, has helped us effectively address the impact of the coronavirus on our people, our customers, our suppliers and communities where we operate.
For us, putting people ahead of profit is sine qua non and is deeply embedded in our culture. It is both empowering and enabling. When faced with the pandemic, there was little ambiguity that important decisions would need to be taken without worrying about budgets. Whatever was required for our people, got done. We closed facilities if we could not operate them safely.
We moved fast, were early in getting tests and acquiring PPE kits to protect our people, which allowed us to manage the inevitable outbreaks. We took every precaution to keep our people safe at our production facilities and leaned on the counsel of medical experts in helping us prioritise health and well-being. Our presence in 70 countries enabled us to learn from countries hit early by the virus and allowed us to adopt best-operating practices as the world learned about dealing with the pandemic, including adding mental health support for employees. Our commitment to our employees is now stronger than ever. A people-first strategy and staying true to our corporate values helped Cargill navigate the crisis collectively as an organisation, with 155,000 employees completing the essential work of producing and moving food to family tables around the world during a global pandemic.
We adopted new ways of working to help our customers navigate and succeed in this new marketplace. We reaped dividend from (re)organising our functions into global delivery organisations rather than fragmented smaller organisation blocks. By being always on and maintaining open lines of communication across our company and with our customers, we were able to quickly address supply chain interruptions. This was critical because our customers depended on the resilience and agility of Cargill's diversified portfolio and the resilience of our employees, farmers, customers, and frontline workers.
Any talk of the food system without talking about agriculture is incomplete. We knew for our customers to successfully navigate a pandemic, we needed to maintain the whole system - from the farm level to the infrastructure that enables food - to move freely around the world. We assisted customers in finding alternative options when they faced supply restrictions. In China, for example, we helped the largest hog and yellow chicken producer identify transportation and sourcing options to get enough soybean meal to their herds. In The Philippines, a chocolate drink plant idled because of lack of access to cocoa powder. Cargill delivered the cocoa powder in special packaging to allow the business to reopen. We can only do this with the help of governments who keep borders open and allow food to move from where it is produced to where it is needed. By designating food as essential, governments across APAC enabled this agility and kept the food system viable for producers and consumers.
APAC is an important region for Cargill because that is where the world's largest populations live and where companies have the greatest growth opportunities. Despite Covid-19, we understood that Asia's food supply chain is resilient, allowing us to focus on innovation and growth in the region.
As a food company, we are committed to creating healthy, nutritious, and safe products for our customers and consumers. Through innovation and virtual engagements, we were able to launch new products during Covid-19. In April 2020, Cargill introduced a new plant-based protein brand PlantEver? with KFC for consumers in China to provide our customers new food options. We also helped our customers find e-commerce routes to wider markets, bringing products to Alibaba and through Facebook in The Philippines and Thailand. Cargill's PrimeWaters is now the top seafood brand on Amazon Marketplace, with 4x lift during Covid-19. These innovations had twin benefits: they helped many of our customers not only survive but grow, and allowed us to enter new markets in the Asia-Pacific.
Focusing on our animal nutrition customers, we brought innovation forward that focused on farm productivity and animal welfare. In The Philippines, we launched Cargill 360 Protection, a holistic approach to protect swine farms from African Swine Fever (ASF), as well as strengthen the immunity of the herd by focusing on farm biosecurity. Over 286,000 farmers in the region joined live webcasts during the pandemic to learn about swine nutrition and biosecurity practices. Through our supply chain and manufacturing process efficiency, and managing commodity price risk, we are helping our customers pare costs, which is critical for their financial success during the pandemic.
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