Bihar’s 2026 Budget reflects a development approach that combines long-standing welfare programmes with newer priorities such as employment, women’s economic participation, infrastructure, tourism and water management. The state has provided for total expenditure of ₹3,47,589.76 crore in 2026 , including scheme expenditure of ₹1,22,155.42 crore.
Micro and Small Enterprises (MSEs) represent the engine of India’s credit growth, industrial expansion, and formal employment generation (Ministry of Micro, Small and Medium Enterprises [MSME], 2020; Reserve Bank of India, 2023). However, MSEs have operated under structural financial disadvantages, particularly regarding debt flexibility and capital mobility.
India’s journey towards Viksit Bharat 2047 will be built as much on the quality of its infrastructure as on the size of its economy. Roads, railways, ports, energy systems, urban networks and digital infrastructure form the productive backbone through which investment translates into productivity and competitiveness. Yet this ambition faces a less visible constraint: the availability of finance that matches the scale, risk and time horizon of infrastructure projects. India’s infrastructure-financing landscape is gradually shifting from historical dependence on bank credit towards a more diversified ecosystem of non-bank finance and capital-market instruments.
Rajasthan, with geographical area of 3,42,239 sq km as largest state and 7.9 crore population as seventh most populous, is characterised by sixty percent Thar desert, scattered habitations, low population density in western districts of Barmer and Jaisalmer, tribal concentration in southern districts of Udaipur, Banswara, Dungarpur and Pratapgarh, and high incidence of drought and groundwater stress. These structural features make effective welfare delivery central to state development strategy.
Should every business be inspected in the same way?Imagine two food businesses operating under the same regulatory framework.
India’s investment-management landscape has traditionally offered mutual funds for relatively standardised pooled investments and Portfolio Management Services (PMS) for investors seeking greater portfolio flexibility. SEBI identified a regulatory gap between these two products: investors seeking more sophisticated strategies could require greater flexibility than conventional mutual funds provide, while PMS involves a substantially higher minimum investment.
In the Economic Survey 2016–17, the idea of a centralised ‘bad bank' for India was first floated on the background of legacy non-performing assets (NPAs) that had built up in the public sector banks as a result of the infrastructure and corporate loan surge between 2008 and 2014. The idea of a ‘bad bank' is to buy and manage the stressed assets so that banks can realign their balance sheets and concentrate on their core business of lending and specialised institutions can focus on value recovery.