Social

UNIT 13 SOCIAL ENTREPRENEURSHIP Entrepreneurship

Structure
13.0 Objectives
13.1 Introduction
13.2 Evolution of Social Entrepreneurship
13.3 Defining Social Entrepreneurship
13.4 Characteristics of Social Entrepreneurs
13.5 Dimensions of Social Entrepreneurship
13.6 Indian Context
13.7 Social Entrepreneurship and Sustainable Development Goals (SDGs)
13.8 Conclusion
13.9 References and Further Readings

13.0 OBJECTIVES
After studying this Unit, you should be able to:
 discuss the evolution of social entrepreneurship;
 define social entrepreneurship;
 describe out the characteristics of social entrepreneurs;
 explain the dimensions of social entrepreneurship;
 briefly describe India’s context with regard to social entrepreneurship; and
 infer the relevance of social entrepreneurship in realising the United Nations
Sustainable Development Goals (SDGs).

13.1 INTRODUCTION
With the aim to tackle social problems like poverty, illiteracy, ill-health, human
rights violations, disability, ecological damage, and corruption etc. citizens across
the world have engaged in various collaborative process with multiple
stakeholders, such as, governments, private institutions, community based
organisations, fund raisers etc. One such process is social entrepreneurship about,
which we shall be discussing in this Unit. Social entrepreneurship has been
referred to, as a social movement, field/domain, and profession. However, ‘Social
Entrepreneurship’, as the name indicates, is absolutely influenced by the
entrepreneurial spirit of business enterprises that exploits opportunities to
enhance social wealth. In fact, social entrepreneurs are people with relentless
mission to tackle social problems. Social entrepreneurs, in pursuit of realising the
mission, will not give up till they are able to transform their ideas into reality.

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Social To illustrate, Mohammad Yunus, the winner of the Nobel Peace Prize, 2006, has
Entrepreneurship
transformed the lives of the deprived communities through social
entrepreneurship. His ‘Grameen Bank’ was founded to provide micro credits for
poor women in rural areas to launch their small business ventures. Indeed,
people involved in social entrepreneurship are those who have powerful ideas to
improve people’s lives and solve social problems on a large scale vis-à-vis cities,
countries, and in some cases across the world. For example, from its humble
beginning in Bangladesh in 1980s, currently, Grameen Foundation has intensified
its world-wide presence through its robust network across the world, especially,
in Asia, sub-Saharan Africa, and Latin America (40 countries).From the
perspective of poor women, microcredit intends to provide them a political,
economic, and social voice through, which they are able to raise their income
levels and confidence that enables them to send their children to school, and also
advance the well being of their family (Horn, 2013).
In this Unit, we shall discuss the concept of Social Entrepreneurship and
characteristics of social entrepreneurs. We shall also discuss the relevance of
social entrepreneurship in realising the United Nations Sustainable Development
Goals (SDGs).

8.2 EVOLUTION OF SOCIAL ENTREPRENEURSHIP

Before discussing about the gradual evolution of social entrepreneurship, let us
discuss about the three sectors of the economy. An economy is divided into three
sectors, namely:
1) Public sector - the government functions with citizen service-orientation. It is
owned by the government.
2) Private sector – it operates on profit motive and privately owned by
individuals.
3) Community or third sector – it intends to create not-for-profit organisations
and strategies for tackling social problems, such as, social entrepreneurship. It
is socially-owned.
Ever since the emergence of social entrepreneurship, as a dynamic approach
within the third sector, more number of citizens have been increasingly taking
lead in tackling social and ecological challenges. Indeed, the third sector
organisations function at different levels from local to national to international
with the view to create social well-being of the society. In Indian context, the role
of third sector with reference to people’s institutions was highlighted in the
Eighth Five Year Plan (1992-97). The Plan mentioned about creating and
strengthening participatory institutions in the domains of poverty-reduction,
planning, health, family, land improvement, efficient land use, watershed
management, animal husbandry etc. Some of third sector organisations include
charity organisations, voluntary and community organisations, social
enterprises/social entrepreneurs, cooperatives, think tanks, and such others.

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According to Bornstein (2010) social entrepreneurship, as a phenomenon has Entrepreneurship
evolved due to several crucial changes at the global level. Firstly, the rapid
expansion of the global middle class and capital wealth resulted in funding social
ventures. Secondly, the increase in number of democratic and quasi-democratic
societies enabled the citizens to pursue their freedoms in rectifying the social and
ecological injustices. In fact, the growth of citizen activism bloomed outside the
public and private sector interventions. Thirdly, with the explosion of
Information and Communication Technologies (ICTs) there has been an
increased level of public awareness about the global problems and its impact on
the people and planet. Fourthly, increased accessibility to formal education and
higher education opportunities have eventually enhanced wealth and awareness
levels among the people. Finally, the establishment of rule of law and provision
for wider participation of women and deprived communities with similar needs
and goals in decisions affecting their lives have enhanced social
entrepreneurship, as a global movement. Bornstein (2007) opines that more
people in the contemporary times “have the freedom, time, wealth, health,
exposure, social mobility, and confidence to address social problems in new
bolder ways.”

13.3 DEFINING SOCIAL ENTREPRENEURSHIP

Social Entrepreneurship is relatively a new field, and practitioners and academics
have shared their insights about this field. Let us look into few of the perspectives
on this emerging field below:
According to Alvord, Brown, and Letts (2004), “social entrepreneurship creates
innovative solutions to immediate social problems and mobilises the ideas,
capacities, resources, and social arrangements required for sustainable social
transformations.”
Robinson (2009) “social entrepreneurship as a process includes: the identification
of a specific social problem and a specific solution…to address it.”
Bornstein and Davis (2010) defines social entrepreneurship as a “process by
which citizens build or transform institutions to advance solutions to social
problems, such as, poverty, illness, illiteracy, environmental destruction, human
rights abuses and corruption, in order to make life better for many.”
From the above definitions we can understand that Social Entrepreneurship
entails identifying the pressing social problem(s) and finding a solution through
novel ways. In a way, social entrepreneurship intends to empower the society
(especially the underserved communities) in addressing its problems. Notably,
social entrepreneurship differs from conventional entrepreneurship in that the
primary goal of the social venture is to address social problems and needs that are
unmet. For perspective, the goal of conventional entrepreneurship is not related
to solving social problems rather it focuses only on profit-motive.
Having understood the meaning of Social Entrepreneurship let us understand the
characteristics of social entrepreneurs in the ensuing Section.
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Entrepreneurship 13.4 CHARACTERISTICS OF SOCIAL
ENTREPRENEURS
Drucker (1993) opines that “the social entrepreneur changes the performance
capacity of society”.
Gregory J. Dees (1998), the Father of Social Entrepreneurship Education
characterises the role of a Social Entrepreneur, as a game changer for resolving
the society’s problems by:
 adopting a mission to create and sustain social value (not just private value);
 recognizing and relentlessly pursuing new opportunities to serve the mission;
 engaging in a process of continuous innovation, adaptation, and learning;
 acting boldly without being limited by resources currently at hand; and
 exhibiting a heightened sense of accountability to the constituencies served
and for the outcomes created.
According to Drayton (2002) and Hammonds (2005) the characteristics include
the following:
 having a new idea for solving a critical social problem;
 being creative;
 having an entrepreneurial personality;
 envisioning the broad social impact of the idea; and
 possessing an unquestionable ethical fibre
Bornstein (1998) states that social entrepreneurs are meant to:
 open new possibilities by introducing innovative ideas;
 combine visions with down-to-earth realism;
 be creative and highly ethical problem solvers; and
 exhibit a total commitment to their ideas of social change.
Martin and Osberg (2007) view social entrepreneurs as those who target
underserved, neglected, or highly disadvantaged populations and aim at large-
scale, transformational benefits that accrue either to a significant segment of
society or to society at large.
Kramer (2005) opines that inherent in the definition of the social entrepreneur is
the ability to find a new way of doing things.
From the above definitions we can understand that social entrepreneurs are
people with great vision to serve the society, especially, the needy and
underserved communities. In the process, they are able to encounter any kind of
challenge with grit and determination. The challenges may vary from non-
availability of resources to mobilisation of resources to market their vision to
change resistance. In fact, in the words of Bill Drayton: “Social entrepreneurs are
not content to give a fish or teach how to fish. They will not rest until they have
revolutionized the fishing industry.”
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13.5 DIMENSIONS OF SOCIAL Entrepreneurship
ENTREPRENEURSHIP
Praszkier and Nowak (2012) have identified five dimensions of social
entrepreneurship vis-à-vis social mission, social innovation, social change,
entrepreneurial spirit, and personality. Let us understand the dimensions in the
ensuing paragraphs.
13.5.1 Social Mission
The social entrepreneur’s mission is to generate a positive future for the
underserved communities. Indeed, the notion of social mission defines their
reason of existence in the society. For example, one of the social missions of
Nobel Laureate Muhammad Yunus, the founder of the Grameen Bank is to create
economic and social development from the base of the pyramid. In fact,
Professor Yunus advocated for micro-credit as a human right and as an effective
means for overcoming poverty. He vowed to (i) provide need-based financial
loans to the poor; (ii) educate them the basics of micro-credit; and (iii) leverage
the entrepreneurial capacity of the poor-income households. In 1997, the
Grameen Bank had lent $27 to 42 women basket weavers in Bangladesh without
any collateral security. The women could repay the loan as well as earned a
marginal profit. Currently, the Bank caters to 93 percent of the rural population
(mostly women) in Bangladesh with over nine million members.
13.5.2 Social Innovation
It includes the design and implementation of novel solutions for societal
problems while contributing to well-being of individuals and communities. One
of the practical definitions of social innovation has been given by Mulgan (et.al)
(2008) as “new ideas that work”. For example, seeing the plight of menstruators
in his village who were using unhygienic menstrual absorbents, Arunachalam
Muruganantham, a social innovator from Tamil Nadu, had developed a portable
machine to produce quality sanitary napkins at an affordable rate way back in
2004. One of the key features of the innovation was a vending machine, which
was kept accessible in public places. It was developed with a capacity of 25 pads,
which could dispense single pad with the insertion of a coin. In the Fifth National
Grassroots Innovation Award held in 2009, the mini sanitary napkin making
machine (Muruganantham’s model) won the National Innovation award
(National Innovation Foundation – India, 2009).
13.5.3 Social Change
In social entrepreneurship context, social change seeks to create a positive
change, which involves First-order change and Second-order change. While
First-order change includes changes at personal level to fix social issues, the
Second-order change includes changing the social systems that is responsible for
the issues. On the whole, the sequence of change is wide and sustainable. To
substantiate further, Praszkier and Nowak (2012) opines that it would be difficult
“to separate the element of social innovation from that of social change…social
innovation is the spark and the social change is its long-term and far-reaching 159
Social consequence.” For example, through his social venture, Jayaashree Industries,
Entrepreneurship
Muruganantham was able to foster social change: firstly, poor women became
aware of safe menstruation; secondly, they were able to access hygienic
menstrual pads by which they were able to manage menstruation in a healthy and
dignified manner; thirdly, employment opportunities were provided to over
21,000 oppressed women across the country (The Economic Times, 2017).
To further illustrate, Study Hall Education Foundation (SHEF) is a social
entrepreneurial venture in India that works to provide education to the most
disadvantaged girls. As of 2017, the Founder of SHEF Ms. Urvashi Sahni has
collaborated with over 900 schools and has transformed the lives of over 4 lakh
girls. For her exceptional contribution to girl’s education Ms. Sahni was
felicitated as the ‘Social Entrepreneur of the Year’ Award in 2017 (Bharech, n.d).
In this example, the main customers of social entrepreneurs are the girls from the
disadvantaged groups who otherwise do not possess adequate finance to meet
their educational needs. Indeed, social entrepreneurship has been perceived, as an
instrument to address the victims of social injustices, who are not empowered to
change their misfortunes on their own.
13.5.4 Entrepreneurial Spirit
The term ‘entrepreneur’ has been derived from its French roots ‘entreprendre,’
which means ‘to take into one’s own hands’ or ‘one who undertakes’. In fact, the
term ‘entrepreneurship’ was coined two centuries ago by a French economist
Jean-Baptiste Say, who viewed that the entrepreneur shifts economic resources
from low productive to high productive mode so as to achieve greater yield.
According to Praszkier and Nowak (2012) an entrepreneur is a person “who
undertakes a significant project or activity”. In fact, entrepreneurs have been
perceived, as job creators and not, as job seekers and, as someone who adds value
to the society. The determination to resolve insoluble problems, such as, poverty,
ill-health etc. stimulates for a novel approach, as we have witnessed in the cases
of Professor Muhammad Yunus and Arunachalam Muruganantham. Both of
them were visionaries in their respective domains, as they were able to identify
the root cause of the problem, devise a sustainable strategy, mobilised resources,
build organisations, market their vision, and above all were steadfast until the
change had occurred on a large scale.
13.5.4 Personality
Social entrepreneurs are most likely to be risk-seeking and they view the problem
through a different lens. They never back off from taking risks rather they work
to change the attitude and behaviour of others. In general, social entrepreneurs
resolve those issues that were regarded, as insoluble.
13.5.4.1 Case Example
With the vision to eradicate preventable blindness among poor people,
Dr. Govindappa Venkataswamy founded the Aravind Eye Hospital in Madurai,
Tamil Nadu in 1976. The hospital was named after the spiritual leader Sri
Aurobindo. The hospital’s mission is to deliver quality healthcare at an
affordable rate and free of cost to the needy irrespective of religion, caste,
160 gender, disability etc. At start, the hospital had only 11 beds, however, it had
grown exponentially to conduct 400,000 surgeries per year with most of them Social
Entrepreneurship
free of cost (Krishnan, 2015). Over four decades, the hospital has not
compromised on its social business model that strives to solve blindness problem
irrespective of the patient’s ability to pay. Likewise, it has always attracted and
retained quality doctors and staff. Being the largest eye-care service providers in
the world, Aravind runs on a self-funding healthcare delivery model wherein it is
able to provide free treatment to its 50-60 percent of the ‘non-paying’ patients
from the 40-50 percent of the paying patients without compromising the quality.
According to Krishnan (2015), “Aravind performs 60 percent of volume of
surgeries done by the UK health system but at one-hundredth the cost.” To
further illustrate, the cost of cataract surgery at Aravind could be as low as
US$50 while in United States of America (USA) it would be approximately
US$3,000.The Aravind Model of healthcare has been replicated in Mumbai,
Kolkata and Nepal. In fact, the Government of India has adopted its medical
protocol for training centres across the country(Chaudhary, 2012). To replicate
its model, Aravind has outreached to more than 300 hospitals worldwide
including Latin America, Africa, and Asia (Social business design website).
From the case example we can understand that with proactive vision, preventable
blindness at an affordable cost or free of cost is possible. Nevertheless, the
Aravind Social Business Model has been undertaken as a successful case study
by the Harvard Business School.

13.6 INDIAN CONTEXT

When it comes to Human Development Index (HDI) that quantifies the nation’s
health, education, and standards of living, India ranked 131st among 189
countries in 2020 (Economic Times, 2020). Based on this fact, it can be inferred
that despite being the fastest growing major economy in the world, India is still
grappled with socio-economic issues, such as, poverty, illiteracy, inadequate
healthcare, malnutrition, unemployment etc. In fact, socially and economically
deprived communities have not been able to reap the benefits of its economic
growth of the country.
With the aim to ensure sustainable livelihood for all citizens of the country and to
scale up skilled workforce, the Government of India has come up with the
National Policy on Skill Development and Entrepreneurship in 2015.
Specifically, the Policy intends to create a dynamic entrepreneurial economy so
as to generate wealth and formal wage employment. In fact, such social policy
interventions can be considered as an instrument applied by governments to
support people at the base of the pyramid. One of the core objectives of the
Policy is to empower individuals irrespective of caste, religion, persons with
disabilities, gender, etc. and enable them to actualise their full potential. To
illustrate, the Policy seeks to ensure complete skilling needs of the economically
and socially deprived communities, such as, women, minorities, persons with
disabilities, Scheduled Castes (SCs), Scheduled Tribes (STs), Other Backward
Castes (OBCs), etc. To achieve this, the government seeks to collaborate with
social entrepreneurs and innovators.

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Social Indeed, for the purpose of alleviating the social problems, the Policy seeks to
Entrepreneurship
promote social entrepreneurship and grassroots innovations. Through social
entrepreneurship the Policy entails the poor to access investors, banks etc. thus
enabling the deprived communities to be active participants rather than passive
recipients. To foster social entrepreneurship at a large scale and to encourage the
growing entrepreneurial aspirations of the citizens, the Policy intends to create a
vibrant ecosystem. Some of them involves:
 To encourage universities and academic institutions to launch a course on
Social Entrepreneurship (including distance education) so as to promote more
vibrant spaces for aspiring youths and citizens;
 To promote social venture fund so as to facilitate budding social
entrepreneurs to access credit;
 To create social business incubators across the country.
In this regard, social entrepreneurship as a development process can generate a
positive impact on society, especially, to the socially and economically deprived
communities by providing varied solutions to socio-economic challenges. For
example, under the Deendayal Disabled Rehabilitation Scheme (DDRS), the
Department of Disability Affairs, Ministry of Social Justice and Empowerment
had provided grant-in-aids to the third sector for vocational training, sheltered
workshops, special schools for Persons with Disabilities (PwD), home-based
rehabilitation programmes etc.
From the discussion above you can understand that governments are open and
active to collaborate with non-state actors like social entrepreneurs.

13.7 SOCIAL ENTREPRENEURSHIP AND

SUSTAINABLE DEVELOPMENT GOALS (SDGS)
Global goals or also known as Agenda 2030 is a universal call adopted in 2015
with the commitment to end poverty, protect planet and promote peace and well-
being through partnerships at multiple levels. The SDGs caters to the social
problems, such as, poverty, non-accessibility to quality education and healthcare,
environment degradation etc. According to United Nations Development
Programme (UNDP), “the creativity, knowhow, technology and financial
resources from all of society is necessary to achieve the SDGs in every context
(UNDP Website).” Having understood that social entrepreneurship as an
effective instrument in resolving social problems, it can be inferred that social
entrepreneurship has also the potential to realise the SDGs.
In this context, United Nations has committed itself to coordinate and facilitate
with Catalyst 2030, a network of social change innovators to accelerate progress
towards the United Nations Sustainable Development Goals (SDGs). Catalyst
2030 believe to co-create and support infrastructure for achieving SDGs. This
global movement was started in 2019 involving social entrepreneurs, Non-
Government Organisations (NGOs), intermediaries, funders, and other social
change innovators. It aims to build meaningful partnerships among global and
local stakeholders at multiple levels. One of their objectives is to catalyse
collaborations by improving connectivity and transparency between social
entrepreneurs so that they would reach out to more projects and partnerships
162 (Catalyst2030 Website).
 Social
ACTIVITY Entrepreneurship
Explore the following link and discuss about the inspiring stories of social
entrepreneurs with your family and friends: https://changecreator.com/8-famous-
social-entrepreneurs-need-know/

13.8 CONCLUSION
Social entrepreneurship is a global phenomenon and social entrepreneurs are
spread across the world encountering the social problems being faced by the
poor. In this context, social entrepreneurship provides the needed key to unlock
the potentials of the poor. Social entrepreneurs are mainly dissatisfied with
change resistance and therefore keep identifying opportunities for social change.
Historically, the organisations working to solve social issues have been labelled
as ‘not for profit’ and ‘NGOs’, however, today they have been identified as ‘the
third sector’. Social entrepreneurship indeed has become an established
profession/vocation and as a mainstream process of development not just in
developed countries but increasingly in countries of Asia, Africa, and Latin
America. In fact, the rise of social entrepreneurialism has brought a fundamental
change in the governance dynamics wherein informed and enterprising citizens
(representing the third sector) collaborate with government to deliver public
services.

13.9 REFERENCES AND FURTHER READINGS

Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social entrepreneurship and
societal transformation: An exploratory study. The Journal of Applied Behavioral
Science, 40(3).
Bharech, Anuja (n.d). 8 Amazing Social Entrepreneurs in India who are
Changing the Face of Urban India. Retrieved from: https://digest.myhq.in/social-
entrepreneurs-in-india/
Bornstein, D. (1998, January). Changing the World on a Shoestring. The Atlantic
Monthly, 281: 34–39.
Bornstein, D. (2007). How to change the world: Social entrepreneurs and the
power of new ideas. New York: Oxford University Press.
Bornstein, D., & Davis, S. (2010). Social entrepreneurship: What Everyone
Needs to Know? New York: Oxford University Press.
British Council (October, 2015). Social Enterprise: An Overview of the Policy
Framework in India. Retrieved from: https://www.britishcouncil.org/sites/
default/files/social_enterprise_policy_landscape_in_india_british_council.pdf
Catalyst2030. https://catalyst2030.net/
Chaudhary, Bhupinder (et.al). (2012). Right to Sight: A Management Case Study
on Aravind Eye Hospitals, http://www.zenithresearch.org.in/images/stories/pdf/
2012/Jan/ZIJMR/36%20Bhupinder%20Chaudhary%20Right%20to%20Sight.pdf
Dees, J. G. (1998). The Meaning of Social Entrepreneurship.
https://centers.fuqua.duke.edu/case/wp-content/uploads/sites/7/2015/03/Article_
Dees_MeaningofSocialEntrepreneurship_2001.pdf
Drayton, W. (2002). The Citizen Sector: Becoming as entrepreneurial and
competitive as business. California Management Review, 44(3)
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Social Drucker, F. Peter. (1993). Innovation and Entrepreneurship. Harper Business:
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Economic Diplomacy Division. (2017). 20 Mission Driven Social Impact
Innovations. https://mea.gov.in/Uploads/PublicationDocs/27933_Final_Coffee_
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Hammonds, K. H. (2005, January 1). A Lever Long Enough to Move the World.
Fast Company, 90. Retrieved from http://www.fastcompany.com/magazine/
90/open ashoka.html.
Horn, M. Denise. (2013). Democratic Governance and Social Entrepreneurship.
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Kickull, Jill and Lyons, S. Thomas. (2012). Understanding Social
Entrepreneurship. Routledge: New York
Kramer, M. R. (2005). Measuring innovation: Evaluation in the field of social
entrepreneurship.
Krishnan, Aravind. (2015). https://digital.hbs.edu/platform-rctom/submission/
aravind-eye-care-system-mcdonaldization-of-eye-care/
Martin, R. L., & Osberg, S. (2007). Social entrepreneurship: The case for
definition.
Stanford Social Innovation Review, Spring 2007: 29–39
Mulgan,G., Tucker, S., Ali R.,& Sanders B. (2008). Social innovation: What it
is,why it matters and how it can be accelerated. Skoll Center for Social
Entrepreneurship working paper. Retrieved from http://www.youngfound
ation.org/files/images/03 07 What it is SAID .pdf.
Ministry of Skill Development and Entrepreneurship. (2015).
https://www.msde.gov.in/sites/default/files/2019-09/National%20Policy%20on%
20Skill%20Development%20and%20Entreprenurship%20Final.pdf
National Innovation Foundation – India. (2009). Mini Sanitary Napkin Making
Machine. Retrieved from: http://nif.org.in/upload/innovation/5th/10-mini-
sanitary-napkin-making.pdf
Praszkier, Ryszard and Nowak, Andrzej. (2012). Social Entrepreneurship Theory
and Practice. Cambridge University Press: New York
Robinson, Jeffrey, Johanna Mair, and Kai Hockerts, editors. International
Perspectives on Social Entrepreneurship, New York: Palgrave Macmillan, 2009.
Social business design. Aravind Business Model Eradicating needless blindness
in India. https://socialbusinessdesign.org/aravind-business-model-case-study/
The Skoll Foundation. Retrieved November 11, 2010, http://www.foundation
strategy.com/documents/Measuring%20Innovation.pdf.
The Economic Times (27th April, 2017). Meet Arunachalam Muruganantham,
Retrieved from: https://economictimes.indiatimes.com/news/politics-and-
nation/meet-arunachalam-muruganantham-the-man-who-wore-a-sanitary-pad-to-
break-a-taboo/padma-shri-winner/slideshow/58340301.cms
The Economic Times (17th December, 2020). India ranks 131 in United Nations'
Human Development Index https://economictimes.indiatimes.com/news/politics-
and-nation/india-ranks-131-in-united-nations-human-development-
index/articleshow/79763286.cms
UNDP.https://www.undp.org/sustainable-development goals?c_src=CENTRAL
164 &c_src2=GSR