Stringent norms set for execution of Kalladi-Meppadi tunnel road project
An expert panel under the Ministry of Environment, Forest and Climate Change (MoEF) that recently granted final clearance for the proposed Kalladi-Meppadi tunnel road project has fixed stringent norms for the project's execution under the direct monitoring of a four-member committee recommended by the District Collector.
A review report will have to be submitted every six months after the commencement of work.
'A notification on the final clearance will be out within a week, which will help us move to the construction phase. The formal construction agreement will be signed following the final clearance,' said Thiruvambady MLA Linto Joseph.
While giving final clearance, the expert panel has laid 60 conditions to reduce environmental impact and address concerns raised by various green bodies about natural calamities in ecologically sensitive areas.
'The norms fixed by the Council for Scientific and Industrial Research and the Central Institute for Mining and Fuel Research will have to be strictly followed at the worksite. Also, suggestions by various government panels related to geology, environment, and mining will have to be considered as such,' said Mr. Joseph. There is also a proposal to establish four ground vibrator monitoring stations to constantly assess the work's impact, he added.
Ensuring proper protection of biodiversity in the project area is another major condition. The construction company will have to ensure that the flow of the Iruvazhinji river is not interrupted. Also, the company will be responsible for the close monitoring of the quality of air in the constructed tunnel.
The ₹2,134-crore project will be completed with the cooperation of the Department of Public Works, Kerala Infrastructure Investment Fund Board, and Konkan Railway Corporation Limited (KRCL). The tendering process had already been completed for the project which will be implemented by Bhopal-based Dilip Buildcon Limited and Kolkota-based Royal Infrastructure.
Meanwhile, N. Badusha, president of Wayanad Prakruthi Samrakshana Samithi, said the Samithi would move the Kerala High Court challenging the clearance for the project. Also, a protest would be staged along with other organisations during Environment Day celebrations in front of the Wayanad Collectorate on June 5,' he said.
It was on October 16, 2000, that the blueprint for the 8.17-km twin tunnel, claimed to be the third longest underpass in the country, was unveiled by Chief Minister Pinarayi Vijayan. To speed up the project execution, the Chief Minister had included it in the list of 30 special projects directly monitored by him.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
The Print
37 minutes ago
- The Print
India's all-party delegations show a problem with our embassies
Governments regularly send foreign affairs ministers or senior officials to convey important and special messages. But the use of all-party parliamentary delegations is a rare practice in diplomacy. I cannot recall any recent example of a country taking such a step. That such delegations were needed to convey India's position on terrorism reflects the limitations of Indian missions abroad in performing this task effectively. My view is that the government was compelled to send these delegations because Indian missions abroad are unable to aggressively promote India's national interests. The decision of the Modi government to send all-party parliamentary delegations to different countries for mobilising support against terrorism, following the ceasefire with Pakistan, has attracted significant public attention. As these delegations are reaching various countries, questions are being raised about why such a step was necessary in the first place. This situation can be attributed to two interrelated factors. One is that successive governments have failed to carry out necessary reforms in the Indian missions abroad. The other is that officials working in Indian embassies get little public recognition back home, which impacts their performance. As a result, the government has to resort to temporary mechanisms such as sending all-party delegations. However, the long-term solution lies in the structural reform of India's missions abroad. Also Read: Sanskrit to satellites, embassies in Delhi are using culture to show ties, get close to India Decolonising the structure of Indian embassies The Indian missions abroad, called high commissions in Commonwealth countries and embassies in others, are primarily responsible for conveying the message of the Indian government. Increasing the efficiency of these missions is crucial, but unfortunately, successive governments have not paid any attention in this regard. Reforms are needed in two directions—decolonisation of the structure of Indian embassies, and the promotion of active over passive leadership. First, the structure of Indian embassies. For example, the Indian High Commission in London still seems to be organised along colonial lines. Presently, six of its officials are designated as ministers. They are minister (counsellor), minister (audit), minister (economic), minister (coordination), and minister (Nehru Centre). Interestingly, the designation of minister is not used by the Indian High Commissions in Australia, New Zealand, or Canada. And only India, Sri Lanka, and Bangladesh have this designation in their London-based high commissions. This practice appears to have been inherited from the office of the Secretary of India during colonial rule. While the positions of secretary and deputy secretary may have been replaced with High Commissioner and Deputy High Commissioner, the remaining designations are unchanged. The designation of minister also creates confusion when Union or state ministers officially visit London. Usually, the embassy 'ministers' receive and accompany them. It causes great confusion for those unfamiliar with the bureaucratic hierarchy. The second issue relates to leadership style. The government needs to ensure that Indian embassies show active rather than passive leadership. Presently, embassies tend to act only after receiving instructions from the government, and their engagement remains very formal. However, they need to be encouraged to engage with the Indian diaspora and other stakeholders informally. Based on my six years of experience in London, I have noticed that purely bureaucratic appointments reduce such engagement. Therefore, the government needs to diversify its officials in Indian missions. It should incorporate professors, journalists, writers, and other young leaders into the pool. I have found, for instance, that the appointment of Amish Tripathi as the Chair of the Nehru Centre in London significantly increased social activities. The centre acts as the cultural wing of the Indian High Commission in London, and it emerged as a premier institution engaged in India's cultural interface with the UK. Coming from a literary background, Tripathi, who served until October 2023, did not concern himself with bureaucratic protocols and met people both formally and informally. This led to a rise in cultural activities and social gatherings at the Nehru Centre. The appointment of diverse professionals in Indian missions abroad is needed for two further reasons. First, the missions increasingly need to engage with the Indian diaspora, which is itself diverse in terms of region, ideology, caste, and profession. A broader mix of professionals in missions will improve outreach. Second, the appointment of diverse professionals will provide them with exposure to foreign policy and diplomacy, which would be beneficial for developing future leaders. Also Read: Countering Pakistan isn't India's only challenge. We need doctrinal clarity on China factor The problem of invisibility The lack of public recognition for the good work done in Indian embassies also discourages officials from showing active leadership. For example, the current Indian High Commissioner in London, Vikram Doraiswami, is the most active one I have seen in comparison with his predecessors. He frequently meets people and actively participates in community events. Yet most Indians would not know his name. Similarly, the security officer of the Commission, Kiran Bhosale, was injured while protecting the Tricolour during a Khalistan protest in 2023. Yet this news found no space in the media. All of these point to a lack of recognition for the work being done in the Indian mission. This too acts as a disincentive to active leadership. To sum up, decolonising Indian missions, promoting active leadership through professional diversification, and increasing recognition for officials would go a long way in making embassies better equipped to fulfil the role they were set up for. Arvind Kumar is a Visiting Lecturer in Politics & International Relations at the University of Hertfordshire, UK. He tweets @arvind_kumar__. Views are personal. (Edited by Asavari Singh)
Mint
2 hours ago
- Mint
How to talk politics at work when you disagree
Since the Pahalgam terror attack in Kashmir last month, Ishaan Kanoi has been discussing politics in his office more than ever. Though Kanoi, 38, usually maintains a 'neutral" stance at work, the recent tension between India and Pakistan forced him to 'break the code". 'I couldn't help myself if anyone spoke against India," says the Mumbai-based sales professional at an IT company. 'While I usually refrain from contributing to political conversations at work, it felt like the right step to defend my country now. It resulted in several arguments with my colleagues." Unlike Kanoi, Ananya Banerjee has always been vocal about her political ideologies at work. In recent weeks, though, her views have resulted in several confrontations, impacting her relationship with co-workers. She has regrets about this. 'There have been several repercussions—a former manager blocked me on social media and started to ignore me at work. He was otherwise very appreciative of my achievements but we now don't see eye to eye. Some other colleagues also choose to ignore me," says Delhi-based Banerjee, 41, who works as a content head at an advertising agency. Also read: The power of hitting pause during a workday Given the political upheaval across the world, it's becoming harder to keep politics out of the workplace. Organisations and employees are embedded in the larger socio-political structure of the country, so they are impacted by it as well, says Ankita Tandon, associate professor (organisational behaviour and human resources), International Management Institute, Delhi. When people come to work, they bring their whole selves: their professional expertise, their personality, their beliefs, their mental models, and their opinions, she adds. 'Political discussions are a kind of social interaction. Organisations cannot stop people from engaging in social and political discussions as it might be looked upon as curtailing the right to free speech." Discussing politics at work, however, can be a double-edged sword. While it can serve as an ice-breaker, it can also cause damage. The 2024 State of the Global Workplace Report by analytics and advisory company Gallup, which surveyed 10,000 employees, suggests the same. About 14% of employees in the report claim having political discussions with co-workers has helped them feel included. But 12% say political conversations at work have made them feel uncomfortable. 'In this scenario, organisations can set guidelines for such discussions to happen within certain boundaries," suggests Tandon. 'Us Versus Them' Talk With social media providing a constant stream of political news and commentary, it's natural that employees will bring their political views into the office, says Vigil Thomas, head of human resources at Bengaluru-based digital payments startup, ToneTag. There's another caveat—unchecked political opinions or the spread of misinformation can subtly but significantly, erode team dynamics. 'What starts as a casual remark or a shared link can quickly spiral into deeper issues that affect trust, collaboration and morale," says Thomas. 'When employees share biased or inaccurate political content, it can damage their credibility." Also read: Can AI help employees be happier at work? Heated political discussions also disrupt focus. Meetings can veer off track, time is lost debating unrelated topics, and productivity suffers. Over time, teams may begin to polarise, forming cliques based on ideological alignment. This creates an 'us versus them" environment, making some employees feel excluded and less likely to contribute. So, how can HR professionals and managers manage political discourse in a way that maintains a professional, productive and respectful work environment? 'While fostering an inclusive, open environment where employees can freely express themselves is essential, the workplace must also be a space where focus remains on collaboration, performance and shared goals," says Thomas. 'Disagreements over political views often escalate into personal conflicts." Tandon agrees, adding that verbalisation of strong political opinions and discussion of information circulating on social media can easily escalate into conflicts and confrontations at work. Once that happens, interpersonal relationships can get affected which, in turn, can reflect in changes in team dynamics and team. The involved employees may form negative opinions and lack trust in each other, which is likely to spill over into work. 'There is a strong relationship between interpersonal relationships at work and team cohesion, happiness, satisfaction and performance," says Tandon. Setting an Example Establishing a strong foundation starts with setting clear guidelines about workplace behaviour during the onboarding process, suggests Thomas. 'Emphasise the importance of maintaining respect for differing views while making it clear that political discussions should not overshadow professional responsibilities," he adds. 'Make sure these expectations are reinforced regularly." The goal is not to silence voices but encourage conversations where diverse perspectives are respected, says Sahil Sharma, global chief human resource officer at RateGain, a global provider of AI-powered travel and hospitality SaaS solutions. 'The senior leadership must set the tone that the goal is understanding, not persuading. Provide team members with resources on empathetic listening and constructive communication," he adds. Also read: Be goal-oriented, not task-focused, to get ahead at work In industries where political discourse may be part of the work, such as public policy, social justice, or media, creating designated spaces for employees to express their views is a smart decision. Thomas says, 'These discussions should be voluntary, structured, and moderated to ensure they remain respectful and productive." Organisations must also communicate to their staff that all political opinions are welcome during interpersonal interactions, says Tandon. However, employees must be willing to be sensitive towards each other's viewpoints and emotions, and know when to de-escalate discussions before they become too heated. 'Organisations must firmly communicate that political opinions should not be entertained during work related discussions," she adds. In any case, leaders and managers should model the right behaviour by staying neutral about politically sensitive topics at work, focusing conversations on shared goals and business objectives rather than personal beliefs, suggests Sharma. 'Besides, leaders must consider hosting short awareness sessions on digital literacy and responsible information sharing to prevent the spread of fake news," he says. There must also be a mediation mechanism for conflict resolution should any differences in personal opinions lead to interpersonal conflicts. 'Plus, organisations must create clear guidelines regarding consequences for employees who let interpersonal differences of political opinions seep into workplace coordination and productivity," says Tandon. Lastly, regular training and workshops to foster team trust, open communication and team cooperation across hierarchies can help maintain a positive team environment. 'Proactive policies and respectful boundaries are essential to keep the workplace focused, inclusive and collaborative," says Thomas. Write to us at feedback@ Also read: Do Gen Z workers need etiquette training?
Hindustan Times
2 hours ago
- Hindustan Times
Nilambur bypoll to be four-cornered contest
The June 19 bypoll in the Nilambur Assembly constituency in Kerala is shaping up to be a fierce four-cornered contest with the addition of PV Anvar and Mohan George as the Trinamool Congress (AITC) and BJP candidates, respectively, in the fray. Anvar, whose resignation in January as a Left-backed Independent lawmaker had forced the bypoll, said on Sunday that he would file his nomination papers on June 2 as an AITC candidate after his persistent efforts to be inducted into the Congress-led UDF proved to be unsuccessful. He said he was forced to take the decision as the UDF 'closed its doors' on him. At a press conference at his home, the former MLA lashed out at Leader of Opposition VD Satheesan, terming him 'autocratic' and accusing him of blocking the path for him to be brought into the UDF. 'This bye-election is an opportunity for the common people of Nilambur to register their protest and grievances against the current LDF dispensation and the chief minister. Particularly, there are hardships being faced by the migrant settlers in hilly areas. We are fighting to win. We will get the anti-incumbency votes against the CM,' Anvar said. Anvar added that the UDF candidate Aryadan Shoukath would not succeed in the bypoll as he does not have the strength to counter the politics of Pinarayi Vijayan. The businessman-politician, who won from Nilambur in 2016 and 2021 as an LDF-backed Independent, broke ranks with the LDF last year after levelling a series of allegations against top cop MR Ajith Kumar and senior CPI(M) leader P Sasi. Once seen as a close confidante of CM Vijayan, Anvar gradually made his opposition to the chief minister the bulwark of his politics. After resigning as MLA, Anvar signalled his support to the UDF and had even said that he would not contest the bypoll. Though he tried relentlessly through talks with various UDF leaders to enter the alliance, it is widely assessed that his personal rivalry with Shoukath, a man he had defeated in 2016, proved to be the sore point in the discussions. Satheesan told reporters on Sunday, 'We closed the door for talks with Anvar because he keeps repeating the same allegations against our candidate Aryadan Shoukath.' Meanwhile, on the eve of the last day for filing nominations, the BJP fielded Mohan George, a lawyer who accepted the party's membership on Sunday and was long associated with the PJ Joseph-led Kerala Congress and Kerala Congress (B). George, a native of Nilambur, is a council member of the Mar Thoma Sabha, a prominent Church in the state, and the vice-president of the Mar Thoma Church in Chungathara. George told reporters after his nomination, 'There will be a strong fight here, no doubt. The BJP has a good influence in Nilambur and we seek the votes of every community. I decided to leave the Kerala Congress party because it is not strong here in Malappuram district.' The BJP, through George's candidacy, is seen as building a bridge with the Christian community in the constituency who are a strong vote-bank and hold influence particularly in the high-range areas. While the bye-election in Nilambur is scheduled on June 19, the votes will be counted on June 23. Swaraj a candidate with 'clean image': Kerala CM CM Pinarayi Vijayan, addressing his first LDF election convention in Nilambur on Sunday, exhorted voters and LDF cadres to back M Swaraj stating that he is a candidate with a clean image. 'He (Swaraj) is known to everyone. You have received the news of his candidacy with a lot of is a candidate with a clean image. He can always ask for votes from anyone with his head held high. Such large public attendance at this convention attests to it,' said the CM. At the same time, the CM also trained his guns on Anvar, saying that his 'betrayal' to the Left forced the bypoll. In his convention speech, the CM listed the achievements of his administration and claimed that the state has become a model for good governance.
