Aims to create a positive impact based on water and power management systems such as drip and sprinkler irrigation and other AgTech solutions Part of the Mahindra Group’s commitment to create a positive impact on society and the environment

Mahindra EPC Irrigation Limited, a pioneer in micro irrigation in India, has enabled savings of an estimated 262 crore litres of water and 8.4 MU (million units) of energy in FY’25. With a commitment to land restoration and drought resilience, Mahindra EPC achieved this feat through its customized micro irrigation systems, community irrigation and agricultural water management projects.

This achievement is an outcome of Mahindra EPC’s broader effort to “Do More with Less” and “Rejuvenating Nature”. This is a key pillar of Mahindra Group’s Sustainability Mandate and aims to safeguard natural resources and play a meaningful role in climate action.

Commenting on the achievement, Ramesh Ramachandran, Managing Director – Mahindra EPC Irrigation Ltd., “Putting farmers first, at Mahindra EPC we aim to drive widespread adoption of micro irrigation. With this milestone we not only enabled significant water savings, but also energy savings, all while continuing to make Indian farming more resilient. Underlining our dedication to environmental stewardship and farmer prosperity, this milestone aligns with the government’s goal of ‘Per Drop, More Crop’, as well as that of the Mahindra Group’s Sustainability Roadmap.”

Mahindra EPC’s innovation in irrigation technologies is part of a broader initiative to address critical issues such as land degradation and drought. By providing farmers with the necessary tools and knowledge for effective water management, Mahindra EPC plays a vital role in boosting agricultural productivity while preserving essential natural resources.

The company provides customized end-to-end water management solutions to individual farmers and communities and supports farmers with modern scientific solutions, through automation, alternative techniques and community related initiatives.

To deliver on various solutions Mahindra EPC has a strong network of over 1,000 channel partners which is supported by its branch offices spread across India. The company is also known for its quality services related to planning, design, installation and agronomy, and it also enables delivery of these services to farmers digitally.

About Mahindra

Founded in 1945, the Mahindra Group is one of the largest and most admired multinational federation of companies with 260000 employees in over 100 countries. It enjoys a leadership position in farm equipment, utility vehicles, information technology and financial services in India and is the world’s largest tractor company by volume. It has a strong presence in renewable energy, agriculture, logistics, hospitality and real estate. The Mahindra Group has a clear focus on leading ESG globally, enabling rural prosperity and enhancing urban living, with a goal to drive positive change in the lives of communities and stakeholders to enable them to Rise.

As Apple deepens its footprint in India, a bigger question emerges—can India move from assembling iconic devices to inventing the next wave of global tech?

By The Cover Story World Global Desk
June 15, 2025

A Factory That Hums with More Than Assembly Lines

It started as a strategic shift. Seeking diversification beyond China, Apple began ramping up iPhone production in India. Now, almost one in five iPhones worldwide is assembled on Indian soil. But this is no longer just a manufacturing story—it’s a turning point in India’s economic and technological narrative.

Apple isn’t just assembling devices in India. It’s building an ecosystem.

Behind every polished phone lies a rising army of local engineers, developers, logistics professionals, and component suppliers. The question now is not whether India can build. It’s whether India can innovate—and whether Apple will be the unlikely spark that ignites that transformation.

Apple’s Ecosystem Effect: More Than Just Jobs

Apple has always been more than a manufacturer—it’s a system-builder. And in India, that system is starting to bear fruit. From industrial training centers to small and mid-sized suppliers learning to meet Cupertino’s famously exacting standards, Apple is indirectly catalyzing a wave of capability upgrades across the board.

When a $3 trillion brand arrives, it doesn’t just bring dollars. It brings discipline, design principles, and the pressure to think bigger.

And India is responding.

Can the iPhone Spark a Nation’s Innovation Renaissance

The Rise of a New Tech Ambition

The Apple effect has galvanized other tech giants, startups, and policymakers to imagine a different future: not just assembling the world’s products, but inventing them. As Apple scales its operations—from assembly lines to developer academies and local app ecosystems—India’s own confidence in design-led innovation is rising.

Indian engineers who once supported backend systems are now contributing to core features, AI tools, and user experience design. The transfer of knowledge is slow, but real.

It’s not far-fetched to imagine a day when an iPhone feature is not only made in India—but imagined here.

From Digital Infrastructure to Digital Ingenuity

Apple’s expansion coincides with India’s bold digital leap. With hundreds of millions now plugged into mobile internet and a vibrant digital payment ecosystem, the conditions are ripe for innovation. The foundations—data access, payment rails, consumer appetite—are robust.

The challenge? Turning those digital roads into runways for takeoff.

Apple has shown that world-class products can be built in India. The next step is world-class ideas.

The R&D Gap: Still a Hurdle to Cross

Despite the momentum, India still trails global peers in research and development investment. While Apple contributes significantly to local employment and technology transfer, building an innovation economy will require bolder steps—deep-tech investments, stronger university-industry ties, and a regulatory environment that rewards invention.

What’s needed is a culture of experimentation—of failing forward. Apple’s presence helps, but the movement must be broader and deeper.

The Bigger Picture: Why Apple’s Bet Matters

Apple’s India story is about more than logistics or cost. It’s a vote of confidence in India’s ability to move up the value chain—from sweat to smarts.

If India succeeds, it won’t just be a nation where iPhones are made. It’ll be a place where ideas that power future generations of iPhones—and much more—are born.

In Apple’s glass and steel manufacturing floors, India sees its own reflection. Not just as a supplier, but as a creator.

And in that mirror lies the future.

As global regulators close in, the aviation giant faces renewed questions about safety culture, aging jets, and its accountability in modern air travel.

Ahmedabad, India — 6:12 PM, June 12.

The sky was cloudless. The runway dry. Air India Flight AI171, a routine journey from Ahmedabad to London via Mumbai, began its takeoff roll on Runway 23. Within seconds, the 11-year-old Boeing 787‑8 lifted into the air—and just as quickly began to fall.

What followed was less a crash than an unraveling.

The jet reached just over 625 feet, faltered, slowed mid-climb, and nose-dived into the city below, igniting homes, cars, and 241 lives in an instant. Only one passenger survived—pulled from wreckage that should never have existed.

The world, once again, is asking: Is Boeing building safe airplanes?

Dreamliner or Dangerliner? The Questions Boeing Must Answer Now

A Company Haunted by Its Own Legacy

Boeing called the 787 Dreamliner “the future of flight.” Lighter, more efficient, driven by algorithms and automation, it promised a new era of safety and performance. That was 2011. This is 2025.

And now, the Dreamliner has had its first fatal crash.

To some, it’s a tragic anomaly. To others—especially families of the victims and skeptical aviation experts—it looks a lot like history repeating itself. From the 737 MAX crisis to Dreamliner production complaints, Boeing is once again under a magnifying glass it helped create.

The Final Seconds: A Failure in the Sky—or on the Ground?

Black box data recovered within 48 hours shows something went very wrong. The engines failed to generate enough thrust. The aircraft’s landing gear never retracted. The flaps, crucial for takeoff lift, may not have deployed at all.

Combined, these oversights are a death sentence for any aircraft trying to climb.

But what caused them? Was it pilot error? System failure? A bug in the flight management computer? Or a deeper issue—one that Boeing has yet to publicly acknowledge?

Inside the Failure Matrix

1. Thrust Loss at Low Altitude

Boeing’s engine-thrust management systems are designed to perform even under stress. But this plane lost altitude less than a minute after takeoff—suggesting a catastrophic malfunction. Could it have been fuel contamination? Engine wear? Or an unresponsive auto-throttle system?

2. No Flap Deployment

Footage shows flaps, which help the plane lift off at lower speeds, were likely not engaged. Boeing’s cockpit design includes visual and audio cues if flaps are misconfigured. But no emergency call referenced them. Did the crew miss the warning—or did the warning never come?

3. Gear Down = Drag Up

The landing gear remained deployed. This isn’t just inefficient—it’s dangerous. Gear-down flight increases drag and reduces speed. Again, the system should alert the pilots. But what if it didn’t?

Aging Aircraft or Aging Assumptions?

This 787 had flown for over a decade. In aviation, that’s not uncommon. But Boeing’s internal guidance for long-term maintenance may not have accounted for high-heat, high-humidity, high-cycle usage in regions like South Asia.

Did Air India follow Boeing’s protocols to the letter? Did Boeing monitor compliance, or is this another blind spot in how manufacturers manage aging fleets?

Boeing’s Trust Deficit

The problem for Boeing isn’t just mechanical—it’s reputational. In the wake of the 737 MAX disasters, the company promised transparency, accountability, and safety-first design. But now, faced with another fatal incident, those promises ring hollow.

Boeing has not yet offered a detailed public response. Executives canceled planned appearances at the Paris Air Show. Investigators from India, the U.S., and the U.K. are combing through telemetry. And every hour without answers makes the silence feel strategic.

Who’s Watching the Watchers?

India’s Directorate General of Civil Aviation has already ordered fleet-wide 787 inspections. The U.S. FAA and Europe’s EASA are reportedly waiting for early findings—one of which may be whether automation and alerts on the Dreamliner are failing silently.

Experts warn: If this crash turns out to involve Boeing’s automation logic, or pilot interface confusion—again—then every Dreamliner may need upgrades.

The Global Fallout

With over 1,100 Dreamliners in operation, carriers from ANA to British Airways are watching closely. Insurance markets are already adjusting risk profiles. Pilots are revisiting checklists. Safety regulators are preparing contingencies.

And passengers? They’re boarding Dreamliners every day—some with no idea they’re flying in an aircraft under international investigation.

❓ Six Questions That Could Decide Boeing’s Fate

1. What caused the engine thrust drop seconds after takeoff?

2. Did cockpit warnings fail to alert pilots about flap or gear issues?

3. Where is the Cockpit Voice Recorder, and why hasn’t it been found?

4. Did Air India follow Boeing’s maintenance guidelines—or exceed their limits?

5. Will regulators now demand design changes to 787 takeoff automation?

6. Is Boeing willing to confront the truth before the world does it for them?

The Dreamliner Has Landed in a New Reality

In the aviation world, perception is survival. For Boeing, this crash may mark a tipping point. If a design flaw is confirmed, the repercussions could dwarf the MAX disaster.

The world doesn’t just need answers. It needs accountability. It needs proof that when tragedy strikes, Boeing will lead—not hide.

Until then, the Dreamliner will carry a new burden every time it lifts off:
Not just passengers, but doubt.