NMITLI

CSIR-New Millennium Indian Technology Leadership Initiative (NMITLI) Program  
(Historical Journey from 2000-2019)

Background

Before the advent of globalization and liberalization era, the nation was more focused on self-reliance and indigenous development, which also guided the country’s objectives for technology development. High tariff barriers, limited competition in the domestic markets, poor integration with global markets, less emphasis on exports, greater focus on conserving foreign exchange rather than creating it, all led to an environment where S&T interventions were inward looking and determined by goals such as import substitution, conserving scarce foreign exchange and manufacturing without consideration for cost & level of technology. This resulted in country focusing largely on research areas where knowledgebase was already available and market demand existed. Whilst this approach suited well to the strategic sector(s), where technologies were not available at any cost or denied to us, this did not serve well the ends of competitive technology development. Public R&D institutions largely pursued the objectives of reverse engineering with focus on cost effective processes rather than novel products.

The industrial development model pursued by India, till the late eighties did not effectively encourage original R&D endeavor by industry. As a result, practically not a single technology originated / emerged from India which was globally competitive. The shift in the perception towards R&D began to change with the economic reforms of 1991 and a paradigm shift took place with India’s accession to WTO in 1995. However, accessing globally competitive industrial technology became difficult due to integration of the global trade / economy. Indian industry thus had no option but to develop such technology indigenously to survive. Several schemes for promoting industry-institute partnership for specific technology development initiatives then existed such as PATSER, Homegrown Technology etc. and a new scheme on promoting R&D in pharma industry was evolved in 1994 to address some of the concerns. However, there was none aimed at capturing global leadership position.

Genesis

The genesis of NMITLI was the address of the Hon’ble Prime Minister to the Indian Science Congress, at Pune on 3rd January 2000, wherein he called upon the scientific community to make the 21st Century India’s Century – Ikkeesvin shatabdi Bharat Ke Shatabdi. Dr. R.A. Mashelkar, the then Director General of CSIR submitted a conceptual note to Finance Ministry on February 17, 2000. Thereafter, the Hon’ble Minister for Science & Technology had enlarged upon the theme by exhorting the scientific community (on 21st February, 2000) to take up the challenge to create Indian Science that will lead and not follow.

The Hon’ble Finance Minister followed it up with a determined action. In his Budget - 2000 address to Parliament, he said that: “We must harness our potential in Science and Technology to realize the dream of modern India envisioned by the Prime Minister in his address to the Indian Science Congress last month……I am making a provision of Rs. 50 crore in the budget of the Department of Scientific and Industrial Research for launching a New Millennium Indian Technology Leadership Initiative. It will focus on areas which fulfill national objectives and will be based on partnership between the Government and private sector”.

The responsibility of conceptualizing, evolving and implementing the programme was assigned to the Council of Scientific & Industrial Research (CSIR).

Initiation

CSIR undertook national consultations in evolving the program. These included over 1000 letters from DG, CSIR to various opinion makers from all walks of life, over 65 brain storming meetings in various parts of the country, distribution of about 10,000 posters etc. Based on the responses received and discussions held, CSIR defined the main objective of the NMITLI as “to catalyze innovation centered scientific and technological developments as a vehicle to attain for Indian industry a global leadership position, in selected niche areas in a true ‘Team India’ spirit, by synergizing the best competencies of publicly funded R&D institutions, academia and private industry” and positioned it distinctively with novel features.

Novel Features

The strategy adopted for NMITLI is to obtain an inverse risk-investment profile i.e. low investment - high-risk technology areas (with global leadership potential) with investments increasing as developments take place and the projects move up on the innovation curve with reduction in risks. Therefore, the program has been positioned differently with certain distinctive features. These features have been evolved based on large scale national consultation and due diligence. Some of these are briefly highlighted below:

1. A proactive program - Instead of funding a project based on requests/applications, the program identifies the areas for development based on national consultation and invites best partners from institutions, academia and private sector to play a role in the development;
2. Types of Projects: Both ‘push’ and ‘pull’ type of projects are evolved under NMITLI, which are appropriately named as (i) Nationally Evolved Projects (NEP) and (ii) Industry Originated Projects (IOP);
3. PPP mode - Almost all projects are built in a public-private partnership mode;
4. Emphasis on identifying and building the projects - Greater emphasis is laid on identifying the niche areas and building the projects with the help of best brains in the country. A specially constituted project wise expert group builds the project by interacting with a large number of researchers and stake holders with focus on technology development;
5. S&T inputs - High quality technical inputs are provided at both project development as well as at implementation stage;
6. Monitoring & review system - A two-tier tight monitoring system is introduced to ensure realization of the objectives and deliverables. At the first level is an internal Steering Committee comprising PIs (meets once in 3 months) and at the second level an external independent Monitoring Committee comprising recognized peers (meets at least once in six months). The later committee is entrusted with the responsibilities to recommend: (i) foreclosure or modification of the project or sub component; (ii) inclusion of additional institutional / industrial partners wherever necessary; and (iii) revising the funding support to any / or all implementing partners;
7. IP mapping - The program provides for continuous mapping of the IP scenario for each project and in licensing of IP with a view to building of a portfolio and achieving the leadership position;
8. Foreclosure of projects - the program also provides for foreclosure of the non-performing or non-achievable project components; and
9. Financial support – An innovative feature of the program is that it provides financial support to all players in the project. The support is in the form of grant-in-aid to the institutional partners in public domain and as a soft loan (@3% interest) to the industrial partners.

Management Structure

A dynamic and vibrant management system has been put in place to manage the Program and projects. At the hub of the management structure is the Mission Directorate, which manages the entire program. It interacts with PIs and the Monitoring Committee on one hand and the High Powered Committee, DG, CSIR and Governing Body of CSIR on the other.

Operational changes introduced

While approving the NMITLI scheme in March 2003, the CCEA had authorized the Governing Body of CSIR to effect operational changes (in the operation of the scheme) based on the exigencies of functioning in a dynamic global setting, within the overall financial outlays. Accordingly, the Governing Body of CSIR has introduced operational changes in the operation of the scheme which were felt necessary. These include: (i) Innovative capacity as criteria for NMITLI support to start-up companies; (ii) Rescheduling of loan repayment in select areas; and (iii) Financial support in the intermittent period. Brief details of these are presented below:

1. Innovative capacity as criteria for NMITLI support to startup companies

In case NMITLI restricts itself to consider only (as it does presently) the financial soundness of the company for extending financial support, it would end up supporting those set ups who are already on a strong financial footing. This situation is contrary to scenario world over and would deprive the startup companies bubbling with new and novel ideas, with out-of-box thinking and approach. Further, the risk taking capacities of these companies are much higher and they are eager to embark on newer frontiers in the realm of technology and business. Taking a liberal view on this issue in the light of cherished objectives of NMITLI program, GB, CSIR has decided to support such companies whose innovation capacity are high, utilizing up to 25% of NMITLI funds. To mentor such companies, in addition to existing monitoring mechanism, NMITLI would involve a financial institution like ICICI and one or two Technical Experts for necessary hand holding and regular guidance.

2. Rescheduling of loan repayment in select areas

The financial support under NMITLI is in the form of grant-in-aid to the institutional partners in public domain and as soft loan with 3% interest to the private sector industrial partners. The repayment of the loan component as well as interest by the industry partners is in 10 yearly installments which commences within six months of the completion of the project or within 18 months of release of last installment of loan whichever is earlier. This procedure is being followed where loan repayment has become due.

While operating the NMITLI Scheme for last few years, some difficulties in the procedure followed have been experienced. These are as follows:

1. Depending upon the progress of the project, if additional work is required to be undertaken in order to fine tune / validate the technology product concept, extension of the project is provided based on Monitoring Committee recommendations. In such cases a situation arises where industrial partner has to pay back loan installments while the project is still under execution. It needs to be corrected, and a provision is required to be introduced so that loan repayment starts only after completion of the project(s).
2. Some projects in the scheme fall under the area of Drugs & Pharmaceuticals. The projects normally start either at ‘Proof of Concept’ stage or at the stage of pre-clinical research. Leads obtained from the above projects have to essentially go through Investigational New Drugs (IND) application and regulatory process (Phase-I, II & III clinical trials in human subjects) before becoming a commercializable product. In the present situation, loan given to industry for projects at the stage of proof of concept/pre-clinical has to be returned while industry is conducting clinical trials on the formulation. Thus, industry needs to invest on two fronts i.e. for clinical trials and for loan repayment. Many a times, NMITLI funds these projects for conducting clinical trials (phase-II projects) also. This creates a situation where on one hand industry is receiving funds for clinical trials and on the other refunding the installment of previous loan.

3. Financial support in the intermittent period

The projects which move from ‘proof of concept’ stage to the next stage require development of a new project. Usually development of such projects and their approvals take considerable time. There was no provision for maintaining desired R&D activities during the intermittent period. Therefore, in order to maintain the pace of desired R&D activities and provide continuity, CSIR decided to provide financial support in the intermittent period to those projects which were recommended to move from one phase to other.

Implementation of NMITLI

Types of Projects

Keeping in view the objectives, NMITLI evolves both ‘push’ and ‘pull’ type of projects, which are appropriately named as (i) Nationally Evolved Projects (NEP); and (ii) Industry Originated Projects (IOP). The selection and development of projects follow a rigorous process with several stages of filtering through expert interventions. The best brains in the country are then entrusted with the responsibility of developing focused projects through intensive consultations and discussions with stake holders. The projects thus developed are considered and reviewed by a specially constituted High Powered Committee (HPC), comprising experts from diverse fields including financial institutions. The recommendation(s) of HPC are finally considered by CSIR Governing Body for necessary approval or otherwise of the project(s).

Flow diagrams for Nationally Evolved Projects (NEP) and Industry Originated Projects (IOP) are given below:

Stringent Selection Process

The Step-wise procedure for both Nationally Evolved Projects (NEP) and Industry Originated Projects (IOP) are briefly given in Annexure-1.

Rigor of scrutiny

Following the step-wise procedures, IOP proposals are subjected to high rigor of scrutiny at different stages. The following table illustrates the rigor of scrutiny applied in case of conceptual proposals received from the industry:

Projects developed

Till 2019, NMITLI has implemented 79 largely networked projects in diverse areas viz. Agriculture, Healthcare, engineering, Energy, Chemicals and Information and Communication Technology. These projects involved 99 industry partners & 318 R&D groups from different institutions. Approximately 1700 researchers were engaged in these projects.

Positioning of NMITLI

The positioning of the projects is shown in Figure below. The constant endeavor of the program is to position the projects in the upper right most quadrant where the technology and markets are less known. Consequently, the risks and rewards associated with the projects are very high. Thus the strategy adopted for NMITLI was to obtain an inverse risk-investment profile, i.e. low investment – high risk technology areas (with global leadership potential) with investments increasing as developments take place and the projects move up on the innovation curve with reduction in risks.

Monitoring and Review

For closely monitoring and reviewing the projects, a two tier system is adopted which ensures realization of the objectives and deliverables. At the first level, there is an internal Steering Committee comprising Principal Investigators (PIs), which meets once in 3 months, monitors and sets its own periodic targets to be achieved. At the second level, an external independent Monitoring Committee comprising recognized peers reviews the project once in six months and guides the project towards its final objectives. Besides reviewing the progress of the project in conformance with the objectives, the later committee is entrusted with the responsibilities to recommend: (i) foreclosure or modification of the project or sub component; (ii) inclusion of additional institutional / industrial partners wherever necessary; and (iii) revising the funding support to any / or all implementing partners.

Expanding the activities of NMITLI

As India is entering into a new era of R&D activities and innovation led development, new approaches which spur innovation and further development need to be experimented under NMITLI. Accordingly, it is proposed to expand the NMITLI program both horizontally and vertically to experiment newer ways of conducting R&D for innovation. These new approaches are described below:

1. Funding along with industry (50:50 initiatives)

There are many Indian companies who are doing financially very well but do not have the necessary expertise and intellectual resources to develop focused network projects for development of technologies/products in their line of activities. Their efforts need complementation from suitable R&D institutions and guidance from recognized peers to develop and commercialize newer technologies/products. Therefore, NMITLI proposes to leverage its experiential base to encourage and assist such companies for developing network projects for those companies in product/technology development through a specific scheme, proposed to be called as ’NMITLI 50:50 initiatives’. The projects will be developed and implemented with same rigor as that of other NMITLI projects. This initiative would be made applicable to all Indian or foreign companies having manufacturing base in India. It is envisaged to provide 50% financial support from NMITLI as grant and the rest 50% project cost would come from the company for development and commercialization of the technology/product. On successful commercialization of the technology/product, the company shall pay a commensurating royalty to CSIR.

2. Co-financing with Venture Capital Funds

Many venture capitals are limited in scope and risk taking, due to lack of domain knowledge within the organization. Venture Capitals are therefore interested in joining hands with NMITLI, which has strong domain knowledge base, to jointly finance projects. Such projects would be identified and evolved following the procedures established by NMITLI. The funding would be joint with pre-determined ratio, but not more than 50% contribution from NMITLI. These projects are envisaged to be monitored by a joint team of experts as per the NMITLI monitoring mechanism. The proposed funding would follow the venture funding norms. The successes and failures resulting from the projects will be shared on equitable basis. This initiative would encourage venture capital funds to venture into riskier R&D areas.

3. Joint development and support of projects with other departments of science and technology and economic ministries

Many government departments particularly in economic ministries are engaged in research and development activities in areas of relevance to them. These activities often have considerable degree of overlap with other scientific departments. However, these departments’ expertise is limited to undertake multi-disciplinary projects in cutting edge areas requiring wide-spectrum of intellectual and infrastructural inputs. Such multi-disciplinary areas need expertise, inputs and concerted efforts from all concerned government departments to generate IPR, technologies and products besides high quality publications. Therefore, it is proposed to utilize part of the NMITLI funds to generate inter-departmental projects in the XI FY Plan. The proposed scheme apart from generating intellectual capital, technologies and products in cutting edge areas would act as a catalyst to bring better co-ordination among various departments of government in the R&D sphere.

4. Setting up of NMITLI Innovation Centers in selected areas for long term sustained efforts

In many areas, country has limited expertise scattered across different institutions. Such diffused expertise has not led to any worthwhile innovation in those areas. Even the networking of NMITLI would not be very effective in such cases because these areas would require long term commitment and creation of facilities at different locations. Therefore, these areas need long term sustained support with requisite human resource as well as infrastructure, assembled at one place to cross the threshold of intellectual barrier in order to generate globally competitive technologies and products, IPR, and high quality publications. It is thus proposed to set up ‘NMITLI Innovation Centres’ in PPP mode for sustained efforts in some selected areas for example, Photovoltaics, Fuel Cells, White LEDs, Industrial Enzymes, Medical Implants, Vaccine development, Seed Development etc.

These centres would be set up in an identified institution or independently. These centres will work only in the identified area. To attract and retain best talent, the scientists engaged in the activity will receive Salary plus, where salary comes from government and the plus comes from industrial partners. As suggested by EFC, such centres will be created where it utmostly required.

The financial implications for setting up each such centre will be worked out and placed before GB, CSIR for approval.

5. Support to post NMITLI projects

Despite the excellent R&D and developments, the technologies and products developed in the laboratory do not reach to the market due to lack of ‘last mile approach’. The companies need CSIR’s hand holding to develop and package the technologies/products further and commercialized it. The concept of ‘Post-NMITLI’ is being proposed to fulfill the objective of providing financial and technical assistance for pre-commercialization related activities such as scale up, pilot plants, field trials, market seeding of products, market surveys, etc. The proposed assistance in case of industry, would be in the form of soft loan. Even these Post-NMITLI projects would be monitored on the same lines as that of NMITLI vis-à-vis pre-defined objectives.

6. Acquisition of early stage relevant knowledge / IP for portfolio building

External ideas / leads / IP acquisition are assuming greater significance in the chain of innovation and mind to market. The availability of a large number of unencumbered IP (being developed in several laboratories globally) is providing a fillip to this approach. Several countries across the globe are striving to take advantage of the diversity of creativity available in different parts of world and integrate with its own developments to bring out new products / processes for global competitiveness. Since NMITLI aims to provide the Technological Leadership to the Indian industry, it becomes imperative for NMITLI to adopt such practices to achieve its objectives. As recommended by the EFC, such acquisitions shall be limited to carefully chosen areas with a view to creating a portfolio where NMITLI projects are in operation. Before acquiring IP, necessary due diligence will be carried out and the proposal will be placed to competent authority for approval.

7. Crossing the boundaries

It is increasingly being felt that to achieve leadership in niche technology areas, relying totally on internal expertise and capabilities may not be adequate. To achieve the objective of global leadership, it would be helpful to broaden the program by bringing in international expertise. The international expertise may be in the form of (i) expert advice of international experts at various stages of project development and implementation; (ii) involving international companies for product/technology development and commercialization at global scale; and (iii) engaging research institutions and/or CROs across the globe where Indian expertise need outside complementation. Thus, NMITLI seeks to draw upon or outsource the expertise, wherever it is available at a global level. The proposal would inter-alia involve relaxing the condition of Indian institutions and companies could only be partners in the NMITLI as well as releasing funds in foreign currency for drawing upon experts and expertise from abroad. As recommended by the EFC, the provision will be used selectively.

While implementing the proposal, GFR provisions, to the extent possible and feasible shall be followed. Wherever, a change is required, approval of GB, CSIR shall be obtained.

While implementing the proposal, GFR provisions, to the extent possible and feasible shall be followed. Wherever, a change is required, approval of GB, CSIR shall be obtained.

Annexure-1

I. National Consultations

1. Wide-spread and wide-ranging national consultations are held to identify the potential niche ideas. The consultations are usually done through letters from DG, CSIR to eminent personalities in all walks of life.
2. (ii) The suggestions so received are compiled into a database.

II. Selection of suggestions / ideas

The two-tier mechanism as given below:

1. A Screening Committee comprising of experts including senior officers from Government departments with wide exposure over different disciplines shortlist the suggestions / ideas for their conformance to NMITLI objectives;
2. The Screening Committee’s recommendations are placed to DG, CSIR for his consideration, review and confirmation; and
3. The short listed suggestions / ideas are then categorized into different areas, e.g. Agriculture, Biotechnology, Chemicals, Drugs and Pharmaceuticals, Energy, Materials, Information and Communication Technology etc.
4. Separate Expert Groups are constituted by DG, CSIR to consider the short listed suggestions / ideas for selecting those of the few ideas that could provide an advantage to India. Each of the Expert Group has 4-5 experts from the relevant areas;
5. The selected suggestions / ideas are then put up to DG, CSIR for his consideration, review and approval; and
6. Selected ideas are then communicated to all the contributors

In addition, CSIR proactively scout for project ideas through interaction with industry and researchers. This is done by organizing interactive meetings with researchers in specific areas to catalyze potential project ideas. The selected ideas are then taken through a brainstorming meeting and the concepts are placed before DG, CSIR for his consideration and approval. These concepts are then developed into projects following the subsequent steps.

III. Preparation of Project Proposals

1. For each selected idea, a Specialist Expert Group (Champions Group) is commissioned to evolve the selected idea into a project. The Group comprises of three to four experts in the relevant area with at least one of them being from industry, to provide an industrial perspective to the project. The Champions Group is provided a free hand in zeroing in on the niche segment within the selected area, developing it into a project, selecting the (best) partners, project time frame and budget estimates etc.
2. Towards evolving the project, the Champions Group, besides having internal meetings among themselves, have at least one meeting with the domain specific researchers from academia, institutions & industry.

It is important to recognize that participation in NEP category of NMITLI projects is not by application, but by invitation. Further, individuals who suggested an area may or may not be part of the research project

IV. Involvement of Industrial Partners

Some of the approaches among others that are followed to enlist the industry partners are:

1. Industrial partners are invited for the brainstorming meeting at the time of evolving the projects;
2. Where the industry participation in the brainstorming meeting is minimal or nil, CSIR specially addresses letters to the firms in that industry sector for soliciting their interest;
3. Earlier TNBD and now Mission Directorate at CSIR independently also interacts with the relevant industries and solicit their participation in the project; and
4. Firms that show interest in participating in the program are enlisted in the projects.

V. Approvals

1. The final project as developed is submitted for consideration of a High-Powered Committee (HPC), which is constituted by DG, CSIR. In facilitating the HPC to arrive at a decision, the Champions are invited to make a presentation to the HPC; and
2. The project proposal along with HPC comments / recommendations including the funding aspect is then put up to DG, CSIR / GB(SFC) / EFC as appropriate for final consideration and approval.

VI. Disbursal of Funds

A MOU / legal agreement is entered among the partners and funds are then released to implement the project

Step-wise procedure for developing Industry Originated Projects (IOP) under NMITLI

I. Soliciting conceptual ideas/proposals

1. Through press advertisement in leading national newspapers inviting conceptual proposals from Indian industry under the scheme; and
2. Letters from CSIR are addressed to a large number of Indian industries inviting conceptual ideas / proposals for support under the scheme.

II. Selection of conceptual proposals

1. Compilation of the conceptual ideas / proposals received within the specified time; and
2. Prima facie evaluation of the conceptual ideas / proposals for their conformance to NMITLI objectives by a committee of experts drawn from different fields (set up by DG, CSIR).
3. Assessment of short listed conceptual ideas / proposals by a committee of eminent technical domain experts (minimum of 3 experts) rated on 1 to 10 scale for further consideration and examination; and
4. Selection of top rated one or two ideas based on average rating with a minimum rating of 5) in each broad area

III. Development of conceptual ideas into projects

Development of selected idea / conceptual proposal into project proposal with the guidance of national experts and concerned industry partner. CSIR identifies and provides these experts for helping the industry to build the proposal.

IV. Approvals

1. The final project proposal as developed is submitted to the High-Powered Committee for consideration and recommendation; and
2.  
3. The project proposal along with HPC recommendations is then put up to DG, CSIR/SFC(GB)/EFC, as appropriate for final consideration and approval.

V. Disbursal of Funds

An agreement is entered among the partners and then funds are released to partners for implementation of the project.

Annexure-2

Annexure-3

Annexure-4

Annexure-5

Annexure-6

Annexure-7

NMITLI Projects in Implementation since FY 2020-21:

• Development of Innovative eco-friendly / formaldehyde free Fluorescent Pigments for vast array of water and solvent based applications;
• Development of Novel DPP IV Inhibitor – Phase III Study;
• Developing Dental Implants for Advanced and Critical Applications;
• Development, Manufacturing and Marketing of Micro Raman Spectrometer System with Additional Capabilities of carrying out Photo-Luminescence Spectroscopy and Optical Emission Spectroscopy;
• Development of Novel Antistroke Phyto-pharmaceutical formulation from the roots of a Ashwagandha variety, NMITLI-118; and
• Industrially scalable Ashwagandha (Withania Somnifera) charged formulation for better bone health

NMITLI COVID Projects under Implementation since FY 2020-21:

Considering the crisis due to coronavirus pandemic, CSIR had given a call for proposals from Indian industry under the NMITLI Scheme, especially focusing on coronavirus. CSIR has received 231 proposals by the due date advertised on the CSIR website.

The projects under implementation since FY 2020-21 are:

• Generation of neutralizing human monoclonal antibodies against the SARS-Cov2 virus as a threapeutic strategy to contain the COVID-19 pandemic
• Development of Mycobacterium W for Covid-19: Safety and Efficacy Trial in critically ill, hospitalized and at risk patients
• Development of Ayurveda based botanical drugs for prophylaxis and management of the New Corona Virus Disease (COVID-19)
• Development of an inactivated SARS-CoV2 vaccine for COVID-19 (ICoV2Vac)
• Design and Development of a portable personal Air Purifying Respiratory Device