Latest news with #STPI
Hans India
14 hours ago
- Business
- Hans India
Several startups incubated at Kalpataru addressing mission-critical issues
Visakhapatnam: As India continues its journey towards becoming a digitally empowered economy, the transformation of traditional industries through Industry 4.0 technologies has become a national priority. Working in tandem with this mission, Software Technology Parks of India (STPI) established the Kalpataru Centre of Entrepreneurship (CoE) on Industry 4.0 in Visakhapatnam with the support of key stakeholders like Rashtriya Ispat Nigam Limited and government of Andhra Pradesh. From intelligent manufacturing to predictive maintenance and connected systems, Industry 4.0 represents a shift that is redefining industrial productivity, safety and sustainability. Over the years, the role of STPI has undergone significant evolution. However, the core focus on strengthening India's technology sector has been transformed through the development of its startup ecosystem. It has established 24 Centres of Entrepreneurship (CoEs) nationwide. Furthermore, STPI has supported over 1,400 startups, facilitated the creation of more than 2,200 products, and enabled over 1,086 Intellectual Property Rights (IPR) filings through its domain-specific CoEs and Next Generation Incubation Scheme (NGIS). Kalpataru offers a purpose-built environment for innovation, providing plug-and-play incubation space, conference and discussion rooms, and access to cutting-edge labs. These include specialised facilities for Industrial IoT (IIoT), Artificial Intelligence and Machine Learning, Augmented and Virtual Reality, Industrial Automation, Robotics, Drone Technology, and 3D Printing. This infrastructure serves as the technological backbone for startups developing solutions aligned with Industry 4.0. The CoE, located in the premises of RINL, is backed by a strong consortium of stakeholders, including Hindustan Shipyard Limited (HSL), IIM Visakhapatnam, Andhra University, and various private sector players. The collaboration ensures that startups are not only supported with infrastructure but also guided by real industry needs and academic rigour. STPI CoEs offer 360-degree support across various aspects, including lab infrastructure, mentorship, IP filing, go-to-market strategy, market access, funding, and more. Startups are encouraged to work on real-world challenges identified by PSUs and industries such as RINL, HSL, and C-DAC. This helps bridge the gap between innovation and implementation, ensuring that the solutions developed are immediately relevant and impactful. Within a short span, Kalpataru has made remarkable progress. It has already onboarded 44 startups, who have collectively generated around Rs.4.75 crore in revenue and raised Rs.1 crore in external funding. The CoE has also seen the successful completion of four market-ready products and 13 working prototypes, showcasing its effectiveness in converting ideas into viable solutions. Several startups incubated at Kalpataru are already addressing mission-critical issues for public sector units. One such startup has developed a drone and AI-based platform for structural analysis of chimneys at the RINL. By deploying drones for inspection and using AI for analysis, the solution enhances safety and accuracy while significantly reducing inspection time. Another startup is focused on detecting and predicting jams in chutes in the coke oven areas of the steel plant. Using IIoT sensors and AI-based predictive models, the startup aims to eliminate unplanned downtime and improve operational efficiency. The first phase, involving sensor implementation, has already shown positive results, validating the potential of Industry 4.0 tools in core industrial settings. In the area of inventory management, a third startup is using drones and LIDAR technology to measure the volume of raw materials such as coal and iron ore stored in open yards. By integrating AI algorithms, the solution calculates tonnage and aids in real-time inventory planning for RINL-VSP. This innovation promises to replace manual processes with faster and more accurate data-driven planning. Through Kalpataru, STPI is creating a new model of innovation where public sector challenges meet private sector ingenuity. The initiative stands as a testament to the power of convergence between government, industry, academia, and startups to build future-ready solutions grounded in real-world relevance. As India positions itself to lead the global Industry 4.0 revolution, initiatives like Kalpataru CoE will play a pivotal role in ensuring industries remain competitive, connected, and capable of sustained growth in a digital-first world.
Time of India
2 days ago
- Business
- Time of India
STPI creates 2.98 lakh jobs in non-metros up to March 2025: Ashwini Vaishnaw
NEW DELHI: The Software Technology Park of India (STPI), a premier science and technology organisation under the Ministry of Electronics and IT (MeitY), has created about 2.98 lakh jobs in non-metro cities till March 31, 2025, according to an official statement. 'The employment reported by STPI-registered units in non-metro cities is 2,98,250 (as on March 31, 2025). In addition, approximately 9,800 jobs have been reported by startups from non-metro areas that are supported under the CoEs and the Next Generation Incubation Scheme (NGIS),' Union Electronics and IT Minister Ashwini Vaishnaw said in a written reply in Lok Sabha on Wednesday. Since its inception in 1991, the organisation has provided crucial support to expand the IT & IT-enabled Services (IT/ITeS) sector beyond major cities in the country. According to Vaishnaw, of the total 68 STPI centres pan-India, 60 are located in tier-2 and tier-3 cities, and it has established nine new incubation centres in the last five years including in Darbhanga, Jajpur, Koraput, Bhagalpur, Kochi, Davanagere, Kohima, Meerut, and Bhopal. Additionally, STPI has established 15 Centres of Excellence (CoEs) in the last five years in areas such as emerging tech; blockchain; Internet of Things (IoT) in agriculture; and AI/ML, AR/VR, industrial automation industrial robotics, among others, bringing the total to 24 CoEs. List of 9 new STPI incubation centres established in last five yearsSl. NoStateCentre NameYear of Establishment1BiharDarbhanga20252OdishaJajpur20253OdishaKoraput20254BiharBhagalpur20245KeralaKochi20246KarnatakaDavanagere20227NagalandKohima20218Uttar PradeshMeerut20219Madhya PradeshBhopal2020Source: Press Information Bureau 'With a total outlay of ₹4,45.77 crore, STPI has supported 1,121 startups through various schemes/programs. ₹39.86 crore was disbursed as direct funding to 590 startups during the last three financial years,' Vaishnaw said. According to the union minister, the total software exports achieved by STPI-registered units is approximately ₹10.64 lakh crore in FY25. Citing data from the IT industry association, NASSCOM (National Association of Software and Service Companies), Vaishnaw said India's IT/technology industry has witnessed significant growth and transformation between 2019 and 2025. As per NASSCOM, the industry's total revenue jumped from $177 billion in FY19 to $283 billion in FY25, while employment also increased from 4.14 million people to 5.8 million people during the same period.
Time of India
3 days ago
- Business
- Time of India
IT exports climb 12.5% to $224 billion in FY25: MeitY
India's information technology exports rose 12.48% in fiscal 2024-25, accelerating from the prior year's 2.83% growth, to an estimated $224.4 billion from $199.5 billion, the Ministry of Electronics and Information Technology ( MeitY ) informed Parliament on Wednesday, citing data from industry body Nasscom Despite the pandemic and trade war-induced volatility, IT exports had remained on the growth path for the past 5-years. However, the growth rates had swung wildly, from 3.4% in FY21 to 17.01% in FY22, 8.98% in FY23 and 2.83% in government credits the expansion in IT exports to its Software Technology Park of India (STPI) scheme. STPI-registered units recorded Rs 10.64 lakh crore of exports in Centre has expanded the scheme beyond major cities, with as many as 60 of the 68 STPI centres now being located in tier-2 and -3 cities, MeitY said. These units employed 298,000 people in non-metro cities as on March the past fiscal year, 15 new Centres of Entrepreneurship (CoEs) have been established, bringing the total number to 24, the ministry said. Across these CoEs, startups had reported 9,800 jobs in non-metro a total outlay of Rs 445.77 crore, STPI has so far supported 1,121 startups through various schemes and programmes of MeitY. Of this amount, Rs 39.86 crore was disbursed as direct funding to 590 startups during the last three financial years, the ministry the last five years, STPI has established nine new incubation centres in locations such as Bihar's Bhagalpur and Darbhanga, Odisha's Jajpur and Koraput, and Nagaland's capital Kohima, it added.
Time of India
23-07-2025
- Business
- Time of India
More domestic capital flowing into start-up ecosystem compared to Covid period: STPI DG Arvind Kumar
The Software Technology Parks of India (STPI), an autonomous society under the Ministry of Electronics and Information Technology (MeitY), Government of India, was formed in 1991 with the aim to promote the IT/ITeS industry, foster innovation, support research and development (R&D), and encourage start-ups across the country. STPI has been actively working on strengthening India's start-up ecosystem by providing support and resources through its Next Generation Incubation Scheme (NGIS) and domain-specific Centres of Entrepreneurship (CoE). Arvind Kumar , Director General of STPI, talks to ET Digital about the organisation's initiatives that are shaping the future of India's technology and start-up ecosystem. Edited excerpts: Explore courses from Top Institutes in Please select course: Select a Course Category Data Analytics Operations Management Design Thinking Leadership CXO healthcare Management MCA Project Management Finance Technology Product Management Artificial Intelligence Degree Data Science MBA PGDM Digital Marketing Data Science Cybersecurity Healthcare Others Public Policy others Skills you'll gain: Data Analysis & Visualization Predictive Analytics & Machine Learning Business Intelligence & Data-Driven Decision Making Analytics Strategy & Implementation Duration: 12 Weeks Indian School of Business Applied Business Analytics Starts on Jun 13, 2024 Get Details Economic Times (ET): Tell us about STPI's initiatives in the tier II and III cities. Arvind Kumar (AK) : We have 67 STPI centres in India, with 59 located in tier II and III cities. We also have 24 CoEs (Centres of Entrepreneurship) across the country. Most of these are in tier III cities. So, these 24 centres of entrepreneurship are domain specific. These are different from other incubators because other incubators are generally for all kinds of start-ups. But we have domain-specific or technology-specific centres. For example, we have CoE in Bengaluru for artificial intelligence (AI), medtech in Lucknow, and blockchain in Gurugram. We have created 8 COEs in the Northeast, including Kohima, Shillong, Itanagar, Agartala, Gangtok, and Guwahati. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like No annual fees for life UnionBank Credit Card Apply Now Undo Our scheme NGIS (Next Generation Incubation Scheme) is particularly for tier II and tier III cities. Under this scheme, we are supporting around 700 start-ups. Here, we provide Rs 25 lakh and incubation space at 12 locations to those who are selected. Along with this, we also provide mentorship and global connections to them. In the past three years, we have taken 25 to 30 start-ups to Silicon Valley along with this TiE Silicon Valley program. Live Events ET: What are some of the key challenges these entrepreneurs typically face? AK: When I meet investors and other stakeholders in the industry, they say that even though the start-up has a very good solution, they don't know how to pitch. This realisation came to us three years back and since then, we have been working with these start-ups, teaching them how to pitch right. We first did 90 days of intensive mentorship with them, where they got to understand how to talk to investors as well as those outside the country. An important factor here is also to be ESG (Environmental, Social, Governance)-compliant. So, in this mentorship programme, we have a number of mentors who are experts in climate change or in ESG, and they guide them on how to go and how to show your pitch to outside investors, assuring them that you are indeed ESG compliant. ET: Recently in an event, you mentioned that STPI was unable to meet its start-up target. What have you been able to analyse here? AK: So, we have the NGIS scheme, which was for three years. We need to fund around 200 start-ups in these three years. That was our target, but we were able to fund only 135 start-ups. Then we analysed the problem. This fund needs to be dispersed through the fund manager, and sometimes these start-ups are not even an official company yet; they don't have chartered accountants. It takes time. Sometimes they don't know what the shareholders agreement (SHA) is, so we have to make the SHA for them. And even then, they are sometimes not aware of the implications of some small conditions of SHA. When we select to disperse the Rs 25 lakh fund, we have to sign this agreement. Then sometimes they get this advice from somewhere that this will be bad for them, and they should remove themselves from the SHA. While we had selected more than 300 start-ups, we were able to onboard only 135 due to lack of awareness and compliance issues. Because it takes a lot of time. ET: The MeitY Secretary S. Krishnan had also recently said that a lot of innovations coming from start-ups are adopted by big tech companies and taken forward. And sometimes they are not able to find new start-ups to populate incubation centres. So, what has been your experience? AK: Not lack of ideas, but lack of awareness, like I said. So, they have ideas, but they don't know which incubator they should have. Sometimes one start-up may get incubated at 10 places. They may also get funded from 10 places. Sometimes, they are unable to present their ideas to any incubator or any fund investor. The problem is they aren't able to pitch the ideas before the right incubator based on what exactly they are looking at. Every incubator is offering something different. Every fund investor is offering something different. Some could be incubation equity and some could be investment equity. As a start-up, you are busier in building technical things but may not be able to identify incubators. ET: What kind of start-up sentiment are you seeing today, in terms of funding, ideas, and products, compared to a few years back when there was a funding winter? AK: The best of the time was actually the Covid-19 period, about four years back. So, 2021 was the best period when a start-up was getting a lot of funding. Once this period was over, there was a funding winter. Back then, most of the fund investors were from outside. India's capital was not moving towards the start-up ecosystem. Indian investors were looking at the stock market, real estate, and gold as investment options. While the Indian innovators were creating start-ups, HNIs (high net-worth individuals) in their fifties with a lot of money did not have start-ups in their investment portfolio. So, the big change that I can see today is now domestic capital is moving towards the start-up ecosystem. Now, domestic people who have money want to invest. Now they have a lot of awareness about start-ups. They are looking for a good start-up to invest in. So that is why today funding is not a major issue. Funding is coming from all corners. So, there is positive sentiment towards funding as of now.
Indian Express
19-07-2025
- Business
- Indian Express
I sent India's first email, and that excitement has not faded: BV Naidu, Chairman, Karnataka Digital Economy Mission
BV Naidu is the Chairman of the Karnataka Digital Economy Mission (KDEM), an organisation working as a knowledge bridge between the Karnataka Government, IT industry, and tech sector in the state. One of KDEM's initiatives is the 'Beyond Bengaluru' programme, which aims to tap into the potential of emerging cities outside the state capital. By nurturing growth and attracting investments, it drives the tech economy in these emerging clusters. He is also the founder of StartupXseed Ventures, funding deeptech, B2B, early-stage startups, and the founder of The GAIN, a non-profit accelerator focused on innovation. A former director of the Software Technology Parks of India (STPI), an organisation under the Government of India, established to promote software exports from the country, BV Naidu has been a pivotal figure in the growth of the IT industry in Bengaluru. BV Naidu spoke to on his journey through the IT industry in India, the challenges incubators and startups face, and the role of governments in promoting tech clusters in Tier 2 and Tier 3 cities. Edited excerpts: Venkatesh Kannaiah: What were some highlights of your journey in India's IT industry? BV Naidu: My career began in 1987 when I joined the then Department of Electronics, now the Ministry of Electronics and Information Technology. One of my proudest moments was sending India's first email from my PC, an achievement marking the start of digital communications in the country. I was part of the founding team of ERNET (Education and Research Network of India), which connected universities and research institutions, laying the foundation for India's internet infrastructure. The project was supported by the United Nations Development Programme (UNDP). One unforgettable moment was demonstrating the working of an email to then Prime Minister Chandra Shekhar. It is possible he was the first Indian prime minister to engage with this technology, and I still recall the excitement as we showcased this new tool. In 1992, I moved to Bengaluru as part of the Software Technology Parks of India (STPI) to tackle the software industry's biggest bottlenecks. At the time, companies faced delays of up to a year to secure a 64 kbps line, essential for global connectivity. Companies like IBM and Wipro needed reliable communication to compete internationally. I helped establish India's first commercial internet service in Bangalore's Electronic City and provided instant connectivity to small and medium-sized companies. I also broke the monopoly of the then Videsh Sanchar Nigam Limited (VSNL) by setting up an international satellite gateway in Bengaluru's Electronics City to connect Bengaluru directly to the US, bypassing traditional barriers, and also established a multi-access radio network to link software firms' offices in the city to this infrastructure. This helped them communicate seamlessly with overseas markets. In 1993, I facilitated India's first video conferencing, connecting Bengaluru with WorldCom's CEO in New York. These early initiatives were about building trust in India's capabilities. Venkatesh Kannaiah: You have been with Software Technology Parks of India for 15 years. Can you tell us the changes you brought about and their impact? BV Naidu: As the head of STPI Bangalore, I saw an opportunity to redefine the organisation's role. STPI was tasked with promoting software exports and monitoring compliance. But I had a vision of it as a proactive enabler, removing barriers to industry growth. One of my key interventions was helping streamline customs processes. Software companies needed duty-free imports, but delays and inefficiencies were common. I took responsibility for bonding and debonding imported goods, ensuring my team handled these processes efficiently. This shielded companies from customs-related hassles, allowing them to focus on the core business of software exports. From 1998-2001, I expanded STPI's reach beyond Bengaluru, establishing centres in Mysore, Mangalore, and Hubli. From 2004-2006, I expanded the footprint of STPI to Tirupati, Vijayawada, Visakhapatnam, and Kakinada. These centres provided communication infrastructure, regulatory support, and incubation facilities. Beyond infrastructure, I helped draft Karnataka's first IT policy in 1998 and launched in 1998, an event that showcased the city's tech capabilities. As a founding trustee of the International Institute of Information Technology, Bangalore (IIIT-B), I helped establish a model for industry-academia collaboration. These initiatives transformed Bengaluru into a global tech hub and set a precedent for other cities. Venkatesh Kannaiah: What are your thoughts on the effectiveness of different incubation models? BV Naidu: Over the years, I have closely observed the strengths and weaknesses of incubation models in India. They are of three types: academic-led, government-supported, and corporate, each with different challenges. Academic incubators, hosted by institutions like IITs and IIMs, struggle to translate research into market-friendly products. Professors, while brilliant in their fields, often lack a commercial outlook needed to guide startups to scale. Despite significant government funding, the return on investment is low. There are exceptions like IIM Ahmedabad, IIT Chennai, and IISc Bangalore, but overall, academic incubators fall short of their potential. There is a certain disconnect between theoretical research and practical applications. Government-supported incubators and some backed by industry organisations have substantial budgets and infrastructure. However, many turn into co-working spaces or event management hubs, losing sight of their core mission to nurture startups. They offer good facilities, but the focus often shifts to branding rather than fostering entrepreneurial success. This dilution of purpose limits their impact. Corporate incubators run by multinational firms have deep pockets and brand recognition. But some of these incubators are partly corporate branding initiatives, and there may not be sufficient commitment to innovation. While some corporate incubators perform well, many prioritise their parent company's image over tangible outcomes. We need more and more tech practitioner/entrepreneur-driven incubators for passion to take centre-stage and make a difference. Venkatesh Kannaiah: Tell us about your accelerator, The GAIN, and how it is different? BV Naidu: Our approach at The GAIN, which was started in 2019, has been different. We ran a cohort programme with the Government of India, supporting 29 companies without taking equity, a rarity in the incubation space. Our acceleration support outperformed larger, better-funded programmes, earning recognition from the Startup India Seed Fund. We also pioneered cross-border acceleration, bringing Korean and Israeli startups to Bengaluru. These startups, often tech-savvy but lacking market access, found joint venture partners in India. I believe the key to effective incubation lies in passion and professionalism, unlike academic or corporate models, where external priorities often dominate. Venkatesh Kannaiah: As the Chairman of the Karnataka Digital Economy Mission, what is your focus? BV Naidu: You must understand the logic behind the founding of the Karnataka Digital Economy Mission (KDEM). Technology moves at a breakneck speed, and government officials often struggle to keep pace with the changes. Moreover, their job roles keep changing. KDEM is a unique industry initiative with the participation of various industry associations working with the support of the government. This has attracted corporate talent to work alongside the government, bridging the gap between industry needs and support policy implementation. It is like a knowledge bridge, and the goal is to sustain Karnataka's leadership in the digital economy. KDEM drives innovation across three verticals: IT/Global Capability Centres (GCCs), Electronic System Design and Manufacturing (ESDM), and startups and innovation. We also focus on two horizontals: talent development and the mission of 'Beyond Bengaluru'. Startups in regions like Mysore, Mangalore, and Hubli often feel that they are not up to the mark. To change this perception, we identified over 400 startups in these clusters and launched initiatives to energise them. Through the Karnataka Accelerator Network, we established a mother accelerator in Bengaluru that supports regional accelerators in smaller cities. This network has been a game-changer, with over 40% of participants in the Elevate programme — a government-backed startup initiative — coming from Beyond Bengaluru clusters. We also organise tech shows to showcase these startups, much like the events, which began in 1998 and have now transformed into the Bangalore Tech Summit, a large global event. These events at these clusters put regional startups in the spotlight, attracting investors and partners. We also promote global tech centres, similar to Bengaluru's ITPL, to draw anchor companies to these regions. For instance, we helped IBM establish a presence in Mysore, where they now employ 600 people, with plans to scale to 2,000 by next year. This creates a snowball effect, encouraging other companies to follow suit. We are helping create a cluster seed fund under KITVEN (Karnataka IT fund). This fund combines government contributions with investments from local industry leaders, ensuring that regional startups have the capital and mentorship needed to compete. By focusing on these emerging tech clusters, we are democratising and decentralising innovation. Our approach is industry-driven, with senior corporate leaders guiding each vertical. This ensures that our initiatives are grounded in real-world needs. Venkatesh Kannaiah: Should the development of tech clusters at Tier-2 and Tier-3 cities be left to market forces, or should the government play a role? BV Naidu: I firmly believe that markets alone cannot drive the development of emerging tech clusters, what others call Tier-2 and Tier-3 cities. The government must act as an enabler, creating the conditions for growth. I have stopped using the terms Tier-2 and Tier-3 because they demean these regions. Instead, I call them emerging tech clusters, emphasising their potential. Take Mysore as an example. We attracted IBM by crafting a value proposition of lower operational costs, reduced attrition rates, and access to talent. My team at KDEM worked closely with IBM to demonstrate the return on investment. This sparked a ripple effect, drawing other companies to the region. The government is also creating a two-lakh square feet Global Tech Centre in Mysore, and it has generated a lot of interest in the industry. The Mysore cluster is also bringing in US companies to the Chamarajanagar district of Karnataka, which is generally considered a backward district. In Mangalore, we have encouraged local entrepreneurs to build high-quality co-working spaces. These outcomes do not happen by chance. Governments must show the path by providing infrastructure, attracting anchor companies, and fostering talent. In Hubli and Belagavi, we are replicating this model, creating global tech centres and co-working spaces to drive growth. Small incentives like rental reimbursement, reimbursement of PF, power tariff concession, and stamp duty exemptions on land are helpful, but companies do not come for incentives alone. They look at long-term ROI — lower costs, stable talent, and market access. Without government intervention to seed these ecosystems, progress would be slow. Venkatesh Kannaiah: How do you see Bengaluru's tech ecosystem evolving over the next 10 years? BV Naidu: I am optimistic about Bengaluru's future as a tech hub. The city contributes over 35-40% of India's tech output, and despite infrastructure challenges, like any other growing city, its talent pool and growing domestic market will sustain its growth. Initiatives in emerging fields like quantum computing and robotics, such as the ARTPARK at IISc, are positioning Bengaluru at the forefront of innovation. Beyond Bengaluru, clusters like Mysore, Mangalore, and Hubli are adding to this momentum. Together, Karnataka will maintain its leadership in India's tech landscape. Venkatesh Kannaiah: What are your thoughts on AI and its impact on jobs? BV Naidu: When it comes to AI and jobs, I am not concerned. I have seen the industry navigate disruptions like Y2K in 2000, the Dotcom bust in 2001-2002, and the Lehman Brothers crash in 2008. Each time, people feared the end of tech jobs. Each time, new opportunities emerged. AI will follow a similar path, creating new roles and skills if we embrace change. Moreover, it provides a bigger platform for our startups to perform. I am of the school of thought that sees AI as a catalyst for innovation, not a threat. Some worry about job losses, but I believe reskilling is the key. By equipping our workforce with AI-related skills, we can turn this disruption into an opportunity. Venkatesh Kannaiah: How has the government-industry-academia relationship evolved, and what makes Karnataka unique? BV Naidu: In Karnataka, the government-industry-academia relationship is a model for others. I've been part of this transformation, starting with my time at STPI, when we requested Narayana Murthy in 1997 to be the chairman of the STPI Executive Board. We had ensured that industry voices shaped our strategies. Now, all the vision groups of the Government of Karnataka are driven by industry leaders, and initiatives like KDEM have cemented this collaboration. Unlike other states, where government, industry, and academia often operate in silos, in Karnataka, it is a tight-knit partnership. Other states like Uttar Pradesh and Maharashtra are looking to replicate KDEM's model, showing that we are doing things right.
