1. NASA’s Surya AI: Revolutionizing Space Weather Forecasting
Context: NASA has unveiled Surya, an advanced artificial intelligence (AI) model designed to transform space weather prediction. Developed in partnership with IBM and trained on nearly a decade of Solar Dynamics Observatory (SDO) data, Surya promises early and more accurate forecasts of solar flares and coronal mass ejections (CMEs). These phenomena, if unchecked, can disrupt satellite operations, GPS systems, aviation networks, power grids, and even endanger astronauts in space. By making Surya open-source, NASA seeks to foster global collaboration in strengthening humanity’s resilience against space weather hazards.
Details:
1. Space Weather and Its Risks
Space weather arises from solar eruptions such as solar flares and coronal mass ejections, which release charged particles and magnetic energy into space. When these reach Earth, they can severely impact critical infrastructure. Examples include the 1989 Quebec blackout triggered by a geomagnetic storm and potential risks to aviation routes over polar regions, where communication systems can fail. With increasing reliance on digital infrastructure and satellites, accurate prediction of these events is no longer optional but essential for technological security.
2. How Surya Works
Unlike traditional models that often struggle with the Sun’s complexity, Surya leverages machine learning to identify subtle patterns of solar activity. It can forecast eruptions up to two hours in advance, giving authorities a crucial window to safeguard satellites, reroute flights, or protect power grids. Surya’s architecture combines spectral block layers with a long-short transformer backbone, enabling it to capture both broad solar dynamics and fine details. This hybrid design overcomes memory and computational limitations that previously restricted solar modelling.
3. Scientific Validation
Surya demonstrated its potential by successfully replicating the 2015 St. Patrick’s Day geomagnetic storm, one of the strongest in recent history. The AI model excelled across four research areas:
- Forecasting active region emergence
- Predicting strong solar flares
- Estimating solar wind speeds up to four days in advance
- Forecasting extreme ultraviolet spectra
4. Collaborative Development
The Surya project symbolizes interdisciplinary collaboration. It brought together experts from NASA research centres, universities, IBM, NVIDIA, and the National Science Foundation. Bridging heliophysics with artificial intelligence was key to this innovation. Moreover, NASA’s decision to release Surya as open-source software ensures that researchers worldwide can contribute, refine, and adapt the model to diverse scientific and operational use cases. Such openness underscores the importance of international cooperation in tackling global risks like space weather.
5. Broader Implications
The successful deployment of Surya has implications beyond space weather. Its AI framework may inspire climate science, disaster prediction, and astrophysics research. More importantly, it reinforces how AI-driven tools can safeguard the global economy and critical infrastructure from natural cosmic threats. In the long run, Surya could help ensure safe space exploration missions to the Moon, Mars, and beyond by protecting astronauts from unexpected solar radiation storms.
Conclusion:NASA’s Surya AI is not just a technological achievement; it is a strategic step in planetary resilience. By enabling faster, more accurate, and collaborative forecasting of solar events, Surya enhances humanity’s ability to anticipate and withstand disruptions caused by space weather. Its open-source model ensures that this progress is not confined to one agency but is a shared global asset. As the world becomes increasingly dependent on digital infrastructure, innovations like Surya highlight the intersection of AI, science, and security, a frontier that will shape the future of both Earth and space exploration.
2. Sustainable Power 1404: Iran’s Naval Show of Strength in the Indian Ocean
Context: In August 2025, Iran carried out its first major naval exercise since the June 2025 conflict with Israel. The two-day drill, named “Sustainable Power 1404”, unfolded in the Gulf of Oman and the northern Indian Ocean, featuring warship missile launches against sea-based targets. The exercise serves as a strategic signal of Iran’s military resilience, aiming to rebuild deterrence and maritime strength after recent confrontations with Israel and tensions with the United States.
Details
The naval drill came in the aftermath of the 12-day Iran–Israel war in June 2025. That conflict saw Israeli strikes on Iranian nuclear facilities and air defence systems, while Iran retaliated with missile attacks on Israeli cities and attempted strikes on a US military base in Qatar. By launching Sustainable Power 1404, Iran seeks to project recovery from those setbacks and reassert its position as a regional power in the Persian Gulf and beyond.
Iran framed the exercise as a demonstration of combat readiness, deterrence, and command coordination. According to military officials, the goal was to showcase precision missile capabilities, strengthen inter-unit coordination between naval, air, and electronic warfare forces, and reinforce Iran’s image as a nation that can recover quickly from conflict. The drill was not just military training—it was also a strategic communication tool directed at Israel, the US, and regional states.
The exercise involved surface and subsurface warships, missile defence systems, air units, and electronic warfare brigades. Key highlights included the frigate IRIS Sabalan and the vessel IRIS Ganaveh launching Nasir and Qadir cruise missiles at naval targets, demonstrating Iran’s long-range
strike capabilities. The deployment of electronic warfare units simulated modern hybrid combat, while the integration of surface ships, submarines, and air support signaled a shift towards networked, multi-dimensional warfare.
The drill is widely interpreted as a counter-message to Israel, which has conducted exercises simulating strikes on Iranian nuclear facilities. For Iran, this was about reasserting maritime influence in the Gulf of Oman and northern Indian Ocean, demonstrating its readiness to retaliate against external threats, and
sending a signal to neighboring Gulf states and global powers that Iran remains a key security actor in crucial energy trade corridors. Given the Indian Ocean’s importance for global oil shipments, Iran’s military signaling carries implications for global energy security as well.
Large-scale drills like Sustainable Power 1404 are intended to boost morale among Iran’s armed forces, which recently endured heavy losses. By showcasing integrated operations with missiles, warships, and air units, Iran wants to prove its military adaptability and psychological resilience. At the same time, the exercise compels regional rivals and international observers to reassess the balance of naval power in West Asia.Conclusion: Iran’s Sustainable Power 1404 exercise is more than a routine military drill—it is a strategic performance aimed at restoring deterrence after the June 2025 conflict with Israel. By combining missile launches, naval coordination, and electronic warfare elements, Iran has sought to signal its resilience, readiness, and influence in vital maritime zones. For regional geopolitics, the drill underscores the fragile balance of power in the Gulf and the Indian Ocean, where rivalries between Iran, Israel, and the US could shape the future security architecture. The exercise thus reaffirms how military posturing and symbolic displays play a decisive role in contemporary Middle Eastern geopolitics.
3. India Elected Chairman of Asia-Pacific Broadcasting Board
Context: In August 2025, India achieved a significant milestone by being elected Chairman of the Executive Board of the Asia-Pacific Institute for Broadcasting Development (AIBD). The election took place during the 23rd AIBD General Conference in Phuket, Thailand, where India secured the highest number of votes. This marks India’s return to the top leadership role after almost a decade, reinforcing its growing influence in regional and global broadcasting governance.
Details
India’s leadership at AIBD has gained new strength with this election. Until August 2025, India already held the position of President of the AIBD General Conference, and now its election as Chairman of the Executive Board consolidates a dual leadership role. This demonstrates the trust and confidence of member countries in India’s vision for international media cooperation. Under India’s stewardship, AIBD is expected to see enhanced collaboration among broadcasters, improved content-sharing frameworks, and greater emphasis on media-led development in the Asia-Pacific region.
The Asia-Pacific Institute for Broadcasting Development was founded in 1977 under the guidance of UNESCO as a unique inter-governmental organisation for broadcasters. With 92 member organisations from 45 countries, including 26 government members and 44 affiliates spanning Asia-Pacific, Europe, Africa, Arab States, and North America, it serves as a global platform for policy exchange, capacity-
building, and resource-sharing. India is a founding member, represented by Prasar Bharati, the country’s public service broadcaster, which has been instrumental in building cross-border media cooperation.
The 23rd AIBD General Conference was held from 19 to 21 August 2025 in Phuket, Thailand, chaired by Gaurav Dwivedi, CEO of Prasar Bharati and current President of the General Conference. The theme of the event, “Media for People, Peace & Prosperity,” highlighted the transformative role of media in advancing sustainable development and fostering dialogue across societies. The conference saw wide participation from international broadcasters and policymakers, who discussed policy frameworks, training modules, and content collaboration strategies for future cooperation.
India’s election as Chairman is significant for multiple reasons. It reflects the growing recognition of India’s broadcasting capabilities and its role in setting global media standards. It strengthens India’s ability to shape AIBD policies and programmes, particularly in areas of digital media expansion, content diversity, and knowledge-sharing initiatives. It also highlights international trust in Prasar Bharati’s model of public service broadcasting, which balances development priorities with independent and diverse media. This election is not only a diplomatic win but also a soft-power achievement, reinforcing India’s five-decade-long partnership with AIBD and its commitment to fostering inclusive, cooperative, and sustainable media ecosystems.
Conclusion: India’s election as Chairman of the AIBD Executive Board is a powerful symbol of its emerging leadership in global media governance. It consolidates India’s voice in shaping broadcasting standards, strengthening international partnerships, and fostering collaboration across the Asia-Pacific. With this dual leadership role, India is positioned to guide AIBD towards greater inclusivity, innovation, and regional integration in broadcasting. At a time when media plays a decisive role in development, diplomacy, and democracy, this milestone marks India’s rise as a key stakeholder in the future of global information flows.
4. RBI Liquidity Management Framework Review
Context: In 2025, the Reserve Bank of India (RBI) released a report by its Internal Working Group (IWG) reviewing the liquidity management framework. The move is significant as liquidity management lies at the core of effective monetary policy. The objective is to ensure smoother control over short-term interest rates, reduce market volatility, and strengthen the transmission of monetary signals across the economy. This review comes against the backdrop of challenges like volatile government cash balances, fluctuating currency flows, and persistent structural liquidity surplus in the banking system.
Details
One of the most important recommendations is the discontinuation of the 14-day variable rate repo/reverse repo as the main liquidity operation. Banks are reluctant to park funds for 14 days due to uncertainty in forecasting liquidity requirements. Instead, the report suggests weekly main operations complemented by flexible fine-tuning tools, which would allow RBI to manage short-term mismatches more efficiently and stabilize market liquidity.
The IWG endorsed retaining the Weighted Average Call Rate (WACR) as the operating target of monetary policy. However, the declining activity in the overnight call money market, where WACR is determined, has weakened RBI’s grip over short-term interest rates. This problem has been aggravated by the narrowing of the interest rate corridor, which discouraged inter-bank borrowing and made banks more dependent on RBI. The report stresses the need to strike a balance between corridor width and market vibrancy, ensuring both stability and active participation in the money market.
The report highlighted the importance of reserve requirements and averaging mechanisms in stabilizing call money rates. By allowing banks to average their Cash Reserve Ratio (CRR) over the maintenance period, RBI provides flexibility to absorb sudden shocks from government cash flows or currency
fluctuations. However, banks tend to maintain higher daily reserves than required, underusing this flexibility. The IWG suggested that lowering daily minimum reserve requirements could increase arbitrage opportunities, reduce volatility in interest rates, and make liquidity management more efficient.
The role of Standalone Primary Dealers (SPDs) was another area of concern. SPDs often borrow heavily in the call money market but lack access to the Marginal Standing Facility (MSF), which sometimes pushes rates beyond the corridor limits during tight liquidity. While rejecting MSF access for SPDs, the report recommended phasing out their participation in the call money market and encouraging them to use alternative borrowing channels. This shift would reduce distortions and enhance stability, while allowing SPDs to continue playing their role in government securities markets.
A recurring challenge highlighted is the issue of structural surplus liquidity in the system. Large surpluses cause the WACR to deviate from the policy rate, sometimes even breaching corridor limits. This weakens monetary transmission and creates uncertainty in financial markets. To address this, the RBI needs to strengthen liquidity tools to keep the operating target aligned with the policy rate, thereby ensuring smooth and predictable monetary transmission across interest rates and asset classes.
Another major debate concerns the corridor width, currently at 50 basis points. While a narrow corridor reduces volatility, it discourages inter-bank activity, as banks prefer dealing directly with RBI. The IWG called for empirical evaluation of corridor trade-offs, suggesting that a calibrated adjustment in corridor width may revive inter-bank vibrancy without destabilizing interest rates.
Conclusion: The IWG’s review of the RBI liquidity management framework underlines the need for a more flexible, transparent, and responsive system. Moving away from rigid 14-day repos, recalibrating reserve requirements, and rethinking corridor width can strengthen RBI’s control over short-term interest rates. Addressing structural liquidity surpluses and reducing distortions from SPDs are critical for smoother monetary transmission. At a time when monetary policy effectiveness is crucial for sustaining growth and stability, these reforms can help RBI strike the right balance between market vibrancy and stability, making India’s financial system more resilient and future-ready.
5. I-T Bill 2025 Gets Presidential Assent, To Be Effective from April 1, 2026
Context: In August 2025, the President of India, Droupadi Murmu, gave her assent to the Income-Tax Act (I-T Act), 2025, notified by the Ministry of Law and Justice (MoLJ). This Act will replace the old Income-Tax Act, 1961, which has governed India’s direct tax regime for more than six decades. The new law will come into force from April 1, 2026, ushering in a modernized and simplified tax framework aimed at improving compliance and reducing litigation.
Details:
The Income-Tax Act, 1961, though robust, had become outdated due to the growing complexity of the economy and repeated amendments over the years. With over 800 sections, lengthy provisions, and complicated compliance requirements, it was often criticized as being too cumbersome for taxpayers and prone to ambiguities. The I-T Act, 2025 seeks to correct these flaws by offering a simpler, clearer, and more efficient law without altering tax rates.
One of the most important highlights is that the new Act does not impose any new taxes but instead focuses on removing redundant provisions and streamlining processes. The number of sections has been reduced from 819 in the 1961 Act to 536, while the number of chapters has been cut down from 47 to 23. This rationalization is expected to improve the ease of doing business and reduce compliance burden on both individuals and corporations.
The modernization of legal drafting is another standout feature. The total word count of the law has been reduced from 5.12 lakh words to 2.6 lakh, making it more concise and readable. Additionally, for the first time, the Act incorporates 39 new tables and 40 new formulas for clarity. These will serve as ready reference tools for taxpayers, accountants, and tax officers, minimizing the scope for interpretational disputes.
A major conceptual change introduced by the Act is the replacement of the terms “Assessment Year (AY)” and “Financial Year (FY)” with a single, uniform term – “Tax Year.” This will help avoid confusion that often arose between the two, ensuring greater simplicity and uniformity in reporting and compliance.
Importantly, the new law emphasizes technology integration and digital compliance. With India pushing towards a fully digital economy, the I-T Act, 2025 is designed to be compatible with modern digital tax administration systems. This includes streamlined e-filing, automated assessments, and AI-driven compliance monitoring, which will bring greater transparency and reduce human interface in tax administration.
By modernizing tax administration, reducing complexity, and ensuring legal clarity, the new Act also aligns with India’s broader economic vision of “ease of living and ease of business.” It represents a shift from a regime of control and suspicion to one of trust and facilitation, ensuring that taxation supports, rather than hinders, economic growth.
ConclusionThe Income-Tax Act, 2025 marks a watershed moment in India’s tax history. By simplifying provisions, cutting down sections, removing redundancies, and introducing modern tools, it provides a cleaner and more accessible framework for taxpayers. While it does not change tax rates, its emphasis on clarity, compliance, and digitalization makes it a forward-looking law. The Act reflects India’s evolving economic ambitions and its intent to create a taxpayer-friendly, transparent, and efficient system. Effective from April 1, 2026, it will replace a six-decade-old regime and is expected to bring India’s direct taxation in line with global best practices.
6. Formation of High-Powered Groups (HPGs) to Drive Viksit Bharat Vision
Context: To accelerate India’s economic transformation and achieve the Viksit Bharat 2047 goal, the government has set up two High-Powered Groups (HPGs) under the chairmanship of Rajiv Gauba, Cabinet Secretary. These groups are tasked with steering next-generation reforms, enhancing competitiveness, and driving regulatory changes in the non-financial sector.
Details
Panel 1: Focused on Viksit Bharat vision, this panel will chalk out reforms and strategies to transform India into a developed nation by 2047.
Panel 2: Dedicated to regulatory reforms in the non-financial sector, this group will address bottlenecks, improve ease of doing business, and promote efficiency in governance and industry.
The composition of HPGs reflects a mix of government and industry expertise. It includes secretaries of the Department for Promotion of Industry and Internal Trade (DPIIT), Ministry of Commerce & Industry (MoCI), Ministry of Finance (MoF), MSME Ministry, and the Ministry of Power (MoP). Industry chambers are also represented through Director Generals of CII, FICCI, and ASSOCHAM.
Additionally, eminent leaders like Dr. Pawan Kumar (IN-SPACe), Manish Sabharwal (TeamLease HR firm), and Janmejay Sinha (Boston Consulting Group India) are part of the panels, ensuring that both policy and industry perspectives are incorporated.
Oversight and Coordination : The HPGs work in close collaboration with ministerial committees led by Union Home Minister Amit Shah, Defence Minister Rajnath Singh, and the Ministry of Defence (MoD). This ensures high-level political backing and expedited implementation of reforms.
A special State-level deregulation committee, headed by Cabinet Secretary T.V.S. Swaminathan, has also been constituted to resolve regulatory hurdles between states, thereby ensuring uniformity and reducing compliance costs across regions.
Significance
The creation of HPGs marks a significant step in institutional reform and policy-driven governance. By integrating bureaucratic leadership, industry chambers, and private sector experts, the government aims to create a collaborative reform model. The focus on regulatory efficiency, ease of doing business, and future-ready governance aligns with India’s ambition to become a $10 trillion economy by 2047.
Conclusion:
The High-Powered Groups represent a new era of governance reforms where policy, industry, and administration converge. Their work will be crucial in streamlining regulations, boosting economic competitiveness, and ensuring India’s transformation into a Viksit Bharat by 2047.
