पंजाब केसरी
तरुण विजय
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In Parliament--Tarun Vijay raised issue of Hindu killings in Pakistan . Government must talk to Pakistan about safety of Hindus.
Difficult to cremate their dead and educate kids , Hindus leave Pakistan in large number.
New Delhi, 14th December - Raising the issue of Hindus being tortured and killed in Pakistan in the wake of another killing of a Hindu trader near Multan, yesterday, Shri Tarun Vijay, Member of Parliament, Rajya Sabha and National Spokesperson of BJP demanded in Rajya Sabha today that Government of India must talk to Pakistan Govt. immediately showing concern on the killings of Hindus and provide adequate security to Hindus.
He also asked the Govt. to give immediately work permits to the Pakistani Hindus who have taken refuge in Delhi and other cities to protect their lives and honour.
In a Special Mention in Rajya Sabha today Shri Tarun Vijay said that 4 Hindu Doctors were slaughtered on Eid Day this year in Shikarpur City of Pakistan. After that 28 Hindu families comprising of 151 men, women and children somehow escaped from Pakistan and have taken refuge in Delhi. Before that Member of Sindh Assembly Shri Ram Singh Sodha had left Pakistan with his family. Shri Tarun Vijay said that Hindus who have come from Pakistan informed him that they are often not allowed to cremate their dead and the local Muslims put hurdles at the time of last rites complaining that 'burning a dead body spreads stink that is unbearable to them'. The Leader of the Hindu group Shri Arjun Das said that most of their temples can not have stone images and they have to perform puja inside the temple with paper calendars of Hindu Gods and Goddess hung on a wall. He also said that no Hindu organisation is allowed to open minority schools for Hindus to facilitate education as per their values but instead Hindu children are forced to learn and study Islamiyat.
The Hindus from Pakistan told Shri Tarun Vijay that their children are often made targets of mocking at their religion and gods in the schools. Shri Tarun Vijay demanded that Pakistan Govt. should be immediately conveyed about India's concern on the serious human rights violations of Hindus and other minorities including Christians.
'Where is the boundary?' he asked. 'Where is the animosity?' And the crowd went mad with 'We love you Devsaab' chants.
He always spoke to his young fans with utmost respect and elevated them with his profound love. In Lahore, he said to me, 'Tarunsaab, we are just one people and one land, but we are one heart that throbs across the lines. The Jhelum, the Indus unites us all. It's the bloody army that doesn't want the Pakistani people to be friendly with us. Beware of those men in uniform in 'Pindi.'
History proved that he was right.
He was a Braveheart. He didn't care for the government's revengeful attitude and fought the Emergency, formed filmmakers and actors fronts against the draconian regime and the gagging of the press. He was warned about the negative consequence on his profession for actively participating in a 'political movement' to which he retorted, 'What politics? This is to save India.'
His autobiography, Romancing with Life, released by Dr Manmohan Singh shows him as a person who was romancing life. He lived a full, satisfying and bindaas life. He didn't complain, never used strong words against his worst adversaries or critics.
As a great Indian, he showed the Indian heart that unites all, binds all, and warms up humane chords with limitless love across boundaries.
He was essentially a Star, in every sense of the term, who rose so high and dazzled the people of Indus that he became a Sun of the celluloid world.
Please post Your Tributes to Devsaab here.
BY: CHARLES FISHMAN
The giant retailer's low prices often come with a high cost. Wal-Mart's relentless pressure can crush the companies it does business with and force them to send jobs overseas. Are we shopping our way straight to the unemployment line?
A gallon-sized jar of whole pickles is something to behold. The jar is the size of a small aquarium. The fat green pickles, floating in swampy juice, look reptilian, their shapes exaggerated by the glass. It weighs 12 pounds, too big to carry with one hand. The gallon jar of pickles is a display of abundance and excess; it is entrancing, and also vaguely unsettling. This is the product that Wal-Mart fell in love with: Vlasic's gallon jar of pickles.
Wal-Mart priced it at $2.97--a year's supply of pickles for less than $3! "They were using it as a 'statement' item," says Pat Hunn, who calls himself the "mad scientist" of Vlasic's gallon jar. "Wal-Mart was putting it before consumers, saying, This represents what Wal-Mart's about. You can buy a stinkin' gallon of pickles for $2.97. And it's the nation's number-one brand."
Therein lies the basic conundrum of doing business with the world's largest retailer. By selling a gallon of kosher dills for less than most grocers sell a quart, Wal-Mart may have provided a ser-vice for its customers. But what did it do for Vlasic? The pickle maker had spent decades convincing customers that they should pay a premium for its brand. Now Wal-Mart was practically giving them away. And the fevered buying spree that resulted distorted every aspect of Vlasic's operations, from farm field to factory to financial statement.
Indeed, as Vlasic discovered, the real story of Wal-Mart, the story that never gets told, is the story of the pressure the biggest retailer relentlessly applies to its suppliers in the name of bringing us "every day low prices." It's the story of what that pressure does to the companies Wal-Mart does business with, to U.S. manufacturing, and to the economy as a whole. That story can be found floating in a gallon jar of pickles at Wal-Mart.
Wal-Mart is not just the world's largest retailer. It's the world's largest company--bigger than ExxonMobil, General Motors, and General Electric. The scale can be hard to absorb. Wal-Mart sold $244.5 billion worth of goods last year. It sells in three months what
number-two retailer Home Depot sells in a year. And in its own category of general merchandise and groceries, Wal-Mart no longer has any real rivals. It does more business than Target, Sears, Kmart, J.C. Penney, Safeway, and Kroger combined. "Clearly," says Edward Fox, head of Southern Methodist University's J.C. Penney Center for Retailing Excellence, "Wal-Mart is more powerful than any retailer has ever been." It is, in fact, so big and so furtively powerful as to have become an entirely different order of corporate being.
Wal-Mart wields its power for just one purpose: to bring the lowest possible prices to its customers. At Wal-Mart, that goal is never reached. The retailer has a clear policy for suppliers: On basic products that don't change, the price Wal-Mart will pay, and will charge shoppers, must drop year after year. But what almost no one outside the world of Wal-Mart and its 21,000 suppliers knows is the high cost of those low prices. Wal-Mart has the power to squeeze profit-killing concessions from vendors. To survive in the face of its pricing demands, makers of everything from bras to bicycles to blue jeans have had to lay off employees and close U.S. plants in favor of outsourcing products from overseas.
Of course, U.S. companies have been moving jobs offshore for decades, long before Wal-Mart was a retailing power. But there is no question that the chain is helping accelerate the loss of American jobs to low-wage countries such as China. Wal-Mart, which in the late 1980s and early 1990s trumpeted its claim to "Buy American," has doubled its imports from China in the past five years alone, buying some $12 billion in merchandise in 2002. That's nearly 10% of all Chinese exports to the United States.
One way to think of Wal-Mart is as a vast pipeline that gives non-U.S. companies direct access to the American market. "One of the things that limits or slows the growth of imports is the cost of establishing connections and networks," says Paul Krugman, the Princeton University economist. "Wal-Mart is so big and so centralized that it can all at once hook Chinese and other suppliers into its digital system. So--wham!--you have a large switch to overseas sourcing in a period quicker than under the old rules of retailing."
Steve Dobbins has been bearing the brunt of that switch. He's president and CEO of Carolina Mills, a 75-year-old North Carolina company that supplies thread, yarn, and textile finishing to apparel makers--half of which supply Wal-Mart. Carolina Mills grew steadily until 2000. But in the past three years, as its customers have gone either overseas or out of business, it has shrunk from 17 factories to 7, and from 2,600 employees to 1,200. Dobbins's customers have begun to face imported clothing sold so cheaply to Wal-Mart that they could not compete even if they paid their workers nothing.
"People ask, 'How can it be bad for things to come into the U.S. cheaply? How can it be bad to have a bargain at Wal-Mart?' Sure, it's held inflation down, and it's great to have bargains," says Dobbins. "But you can't buy anything if you're not employed. We are shopping ourselves out of jobs."
The government has sought to sweeten the deal by restricting the entry of Walmart, Carrefour et al to 37 urban centres with a population of one million or more -- but this is no hardship for the multinationals, as it is unlikely that smaller centres figure in their initial rollout plan in any case.
The rationale for the decision is ostensibly to control food prices, as suggested by the Inter-Ministerial Group, IMG, on inflation. Permitting farm-to-fork retail is seen as a means of containing food inflation. India being apparently too resource-poor to achieve this, the retail sector had to be opened to FDI.
FDI enthusiasts say the entry of Wal-Mart and its ilk will ensure that the producer gets a better price, the consumer gets cheaper products (as the company purchases directly from the farmgate, there is no middleman) and jobs and infrastructure are created.
This rosy picture must be taken with a pinch of salt. To begin with, the FDI proposal was initiated long before food inflation became an issue, so clearly it has been pushed through because of considerations other than rising prices.
Essentially, a vertical integration of the food supply chain is proposed on the assumption that it will have a positive impact on all the stakeholders. The caveat that 50 per cent of investment must be in the rural sector is meaningless; building a supply chain from farmgate to shelf would naturally entail investment in storage and transportation infrastructure in rural areas wherever the supply bases are located.
The primary producers are expected to get better prices. But nowhere in the world have the farmers who supply goods to big retail chains benefitted. It is difficult to understand how they would benefit, when players like Wal-Mart look for the cheapest possible suppliers. To sell cheap, they buy even cheaper. To begin with, they might offer better remuneration, but that would be only until traditional channels like ahratiyas are eliminated and the farmers have no choice but to sell to Big Retail -- at any price. In his book Stuffed & Starved,.
The contention that FDI will create jobs is also open to question, as it is more likely to create large-scale unemployment. The unorganised retail trade in India accounts for over 40 million jobs and 98 per cent of the total trade. This includes pansaaris, kirana shops, hardware stores, convenience stores, weekly haats, paan and tobacco shops, as well as a whole range of teh-bazaari (pavement vendors). It is informal, with credit traditionally extended on trust and based on an intricate web of relationships.
The majority of consumers, who buy essentials from their neighbourhood stores on credit and pay bills on a monthly basis, will also suffer with the disruption of the traditional system.
Hundreds of thousands of people who earn their livelihood from the 12 million existing retail outlets may be put out of business by Big Retail. Some may find employment with Big Retail although this is doubtful given their lack of language skills or education -- the minimum requirement for staff at any sizeable store is a command of English. Even if they did, there would not be enough jobs to go around.
Global retail giants are highly capital intensive and create fewer jobs. A single Wal-Mart store could put tens of thousands of mom and pop stores out of business -- as it did in the US -- while generating perhaps 3,000 jobs.
Traditional retail will struggle with the likes of Wal-Mart and lose, because Big Retail with its deep pockets, would resort to predatory pricing. Nor should we expect ethical practices from multinational players.
In a highly publicised case, the Punjab excise and taxation department raided 'Best Price,' a joint venture between Bharti and Wal-Mart. The company was only licensed for wholesale cash-and-carry trading, in which 100 per cent FDI is allowed. According to press reports, it was found to be carrying out retail trade through the issue of membership cards to those who did not have a valid VAT number.
Drawbacks to allowing FDI in retail were pointed out by the Standing Committee of Parliament in June 2009. In the absence of a level playing field between Indian retail and the MNCs, it suggested comprehensive steps to strengthen the former before opening the gates to FDI. Otherwise, it said, the economy would suffer and widespread unemployment would lead to social unrest.
The third great myth about FDI in retail is that it will improve infrastructure by attracting investment in storage and transportation. Why Indian companies in the retail sector have not invested in the back-end along with the front-end is yet to be explained.
Indian economy was dominated by the services sector, accounting for 58 per cent of the Gross Domestic Product (GDP), and it was not ready for FDI in the retail sector.
1. There will be monopoly of big retails houses and small shops will be squeezed.
2. Farmer will have to supply at the price these retails so demand as a small farmers will have no bargaining power.
3. Threat to food security of the nation.
4. Will kill more than 40 crore jobs.
5. Craving of luxury and unnecessary items will increase causing less inclination for savings.
6. Lower of savings will lead to problems such as faced by west.
7. Chinese model is not best suited to india because they are manufacturing economy while we are a service base economy.
8. No guarantee that best practices will be followed by large retail houses.
9. Lots of dotcoms will have to close shop since Amazon and others will kill such marginal players.
10. Small states will suffer the most in the long run(states such as Uttrakhand).
11. Lead to greater corruption and other unethical practices. as larger players know how to bend the rules in their favor.
12. Well increase social disparity and the middle class which has been the motor of our growth will be substantially hit.