Prime Minister Narendra Modi’s address to the nation understandably made the news for the economic package and reforms. But, there was also an important reference, which not many would have noticed but is nonetheless vital to understanding how the times ahead will play out. I am talking about Modi’s mentioning of Kutch post the 2001 quake.

We all know the trail of devastation the people of Kutch witnessed after that fateful morning of January 26, 2001. The regional, national and international media had written obituaries of the region, which was also amongst the most backward in Gujarat. However, the next decade became Kutch’s decade of progress, and not decay. The reason behind this was the unique approach of then Chief Minister Modi.

When the earthquake struck Kutch, while everyone was rushing as far away as possible from the region, one man was desperate to head to ground zero — to be among the people and help. It was Modi, then a general secretary of the BJP. Later that year, when he took over as chief minister, the top priority was rebuilding Kutch and streamlining the rescue operations. New chief ministers usually have a “honeymoon period” but destiny had different plans for Modi.

How did Modi do it? The answer lies is a multi-pronged approach but, most importantly, by thinking out of the box, empowering and assisting the local communities.

A key challenge was the lack of houses. Village after village, town after town, one could only see destroyed houses. There was a severe shortage of masons as well. The Gujarat government acted swiftly and integrated the local communities, made small teams, gave each team kits and focussed on building homes. Gradually, brick by brick, the housing challenge was overcome. The number of houses increased — the houses were bigger than earlier, and they were also built as per local requirements.

Compare this to the handling of the post-earthquake scenario in Latur where, even years after the earthquake, housing was inadequate and there were deficiencies in the toilet construction programme.

The other subject Modi stressed on was the building of schools. He said, come what may, we need the schooling infrastructure back on track. Generations had left the people of Kutch to their fate. This was a district known for its desert and the border with Pakistan (Registan and Pakistan). Post the earthquake, Modi was determined to change this perception of Kutch. During one of his earlier visits to the region, as CM, Modi had said that he wanted to change this narrative of linking Kutch with Pakistan.

Modi had then reimagined the agriculture sector in Kutch. In the years after the earthquake, Kutch began to export mangoes, dates and pomegranates. An elaborate irrigation network was set up and, gradually, water from the Narmada reached the region.

Back in the day, it was tough to convince anybody to visit Kutch. “What is there to see?”, people would ask. Then came the Rann Utsav, which showcased the culture, traditions and cuisine of Kutch. A boost was given to the local handicraft industry as well. This contributed to an economic resurgence. Dairy and cooperatives, which were the bastion of a select few, came to Kutch in a big way. The basic constraints of roads, railways and highway infrastructure were corrected and overcome at a record pace.

Nobody had imagined that in less than a decade, Kutch would make its way to being one of India’s most prosperous and progressive districts.

It was Modi who, through his work in Kutch, reimagined India’s disaster management apparatus. He set the processes that made it easier for governments to cope with disasters. Before the Kutch earthquake, disaster management was a subject usually with the agriculture department — because our definition of disasters never went beyond floods and droughts. In 2003, the Gujarat Assembly passed the Gujarat State Disaster Management Act, thus becoming the first state to have a legal and regulatory framework for disaster management. It was now the home ministry that would have control over disaster management considering the several nuances involved in coping with disasters. The UPA government replicated this and passed the Disaster Management Act, 2005. This Act, like in Gujarat, set up provisions to create the NDMA.

Recently, when Modi highlighted the need to reimagine how we look at the health, education and tourism sectors in the post-COVID era, it reminded me of his work in Kutch. What is being planned are long-term measures, not aimed at merely fixing the damage, but future-proofing the nation against similar challenges.

Modi’s Kutch experience is relevant today because it instils hope — that even the most disastrous of situations can lead to promising opportunities with the right kind of leadership. It also gives a peek into how Modi can provide statesmanship in the time of crises. He rises above short-term considerations of rebuilding. He does not merely repair, he reignites the development trajectory through active community participation. He did it in Kutch, and he will surely do it now.

 

Author Name: Shashiranjan Yadav

Disclaimer:

This article was first published in The Indian Express.

It is part of an endeavour to collect stories which narrate or recount people’s anecdotes/opinion/analysis on Prime Minister Shri Narendra Modi & his impact on lives of people.

 

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Shaping the next chapter of the Indian story
September 27, 2025

Praise has been showered on Prime Minister Narendra Modi’s charismatic presence and organisational leadership. Less understood and known is the professionalism which characterises his work — a relentless work ethic that has evolved over decades when he was the Chief Minister of Gujarat and later Prime Minister of India.

What sets him apart is not a talent for spectacle but a discipline that turns vision into durable systems. It is action anchored in duty, measured by difference on the ground.

A charter for shared work

That ethic framed the Prime Minister’s Independence Day address from the Red Fort, this year. It was a charter for shared work: citizens, scientists, start-ups and States were invited to co-author Viksit Bharat. Ambitions in deep technology, clean growth and resilient supply chains were set out as practical programmes, with Jan Bhagidari, the partnership between a platform-building state and an enterprising people, as the method.

The recent simplification of the Goods and Services Tax (GST) structure reflects this method. By paring down slabs and ironing out friction points, the GST Council has lowered compliance costs for small firms and quickened pass-through to households. The Prime Minister’s focus was not on abstract revenue curves but on whether the average citizen or small trader would feel the change quickly. This instinct echoes the cooperative federalism that has guided the GST Council: States and the Centre debating rigorously, but all working within a system that adapts to conditions rather than remaining frozen. Policy is treated as a living instrument, tuned to the economy’s rhythm rather than a monument preserved for symmetry on paper.

I recently requested a 15- minute slot to meet the Prime Minister and was struck by the depth and range that he brought to the discussion — micro details and macro linkages that were held together in a single frame. It turned into a 45 minute meeting. Colleagues told me later that he had spent more than two hours preparing, reading through notes, data and counter-arguments. That level of homework is the working norm he sets for himself and expects of the system.

A focus on the citizen

Much of India’s recent progress rests on plumbing and systems which are designed to ensure dignity to our citizens. The triad of digital identity, universal bank accounts and real-time payments has turned inclusion into infrastructure. Benefits move directly to verified citizens, leakages shrink by design, small businesses enjoy predictable cash flow, and policy is tuned by data rather than anecdote. Antyodaya — the rise of the last citizen — becomes a standard, not a slogan and remains the litmus test of every scheme, programme and file that makes it to the Prime Minister’s Office.

I had the privilege to witness this once again, recently, at Numaligarh, Assam, during the launch of India’s first bamboo-based 2G ethanol plant. Standing with engineers, farmers and technical experts, the Prime Minister’s queries went straight to the hinge points: how will farmer payments be credited the same day? Can genetic engineering create bamboo that grows faster and increases the length of bamboo stem between nodes? Can critical enzymes be indigenised? Is every component of bamboo, stalk, leaf, residue, being put to economic use, from ethanol to furfural to green acetic acid?

The discussion was not limited to technology. It widened to logistics, the resilience of the supply chain, and the global carbon footprint. There was clarity of brief, precision in detail and insistence that the last person in the chain must be the first beneficiary.

The same clarity animates India’s economic statecraft. In energy, a diversified supplier basket and calm, firm purchasing have kept India’s interests secure in volatile times. On more than one occasion abroad, I carried a strikingly simple brief: secure supplies, maintain affordability, and keep Indian consumers at the centre. That clarity was respected, and negotiations moved forward more smoothly.

National security, too, has been approached without theatre. Operations that are conducted with resolve and restraint — clear aim, operational freedom to the forces, protection of innocents. The ethic is identical: do the hard work, let outcomes speak.

The work culture

Behind these choices lies a distinctive working style. Discussions are civil but unsparing; competing views are welcomed, drift is not. After hearing the room, he reduces a thick dossier to the essential alternatives, assigns responsibility and names the metric that will decide success. The best argument, not the loudest, prevails; preparation is rewarded; follow-up is relentless.

It is no accident that the Prime Minister’s birthday falls on Vishwakarma Jayanti, the day of the divine architect. The parallel is not literal but instructive: in public life, the most enduring monuments are institutions, platforms and standards. For the citizen, performance is a benefit that arrives on time and a price that stays fair. For the enterprise, it is policy clarity and a credible path to expand. For the state, it is systems that hold under stress and improve with use. That is the measure by which Narendra Modi should be seen, shaping the next chapter of the Indian story.

Hardeep S. Puri is Union Minister for Petroleum and Natural Gas, Government of India