For decades, starting a business or setting up an industrial unit in India-and particularly in Jammu and Kashmir-has been weighed down by a labyrinth of formalities. The number of clearances, permits, and procedural hoops required is staggering, and many of them are not only outdated but also virtually impossible to obtain within a reasonable timeframe. In a world where time is a critical business asset, forcing entrepreneurs to run from pillar to post to get operations started is a recipe for economic stagnation.
The meeting, chaired by the Chief Secretary, reviewing the progress on compliance reduction and deregulation reforms recommended by the National Task Force, brings hope that change is not just being talked about but actively pursued. His directive to implement reforms in “mission mode” and ensure no scope for laxity is precisely the kind of urgency this agenda demands. The fact that 434 reform points have already been implemented speaks volumes about how tedious and layered the system has become. It also demonstrates that the Government is willing to give up obsolete processes and even outdated laws to make way for modern, business-friendly systems. The intention is clear – to encourage new business establishments, attract investment, and generate employment. Every new business means additional revenue streams for the state and a boost to the local economy. In a region like J&K, which has unique geographical and socio-economic challenges, the reforms have to be even more practical and tailored to local needs.
One major bottleneck in J&K’s industrial growth has been the issue of land – both in terms of availability and in terms of procedural complexity. Land pools for industries have often been stuck due to rigid zoning regulations, cumbersome change of land use processes, and impractical infrastructural norms. The push for flexible zoning regulations in master plans to facilitate mixed land use is not a luxury but a necessity. Similarly, simplification and digitisation of the CLU process would save months – if not years – for prospective industrialists. The rationalisation of minimum road width norms for industrial units in rural areas is also a sensible reform; insisting on urban-scale road requirements in remote or semi-rural areas often makes projects unviable before they even begin.
Another challenge is the multiplicity of departments involved in starting and running a business. Depending on the type of enterprise, an entrepreneur may need approvals from industries, revenue, environment, labour, municipal bodies, electricity boards, fire services, and more. Each department comes with its own formats, inspections, and timelines – often uncoordinated with each other. This is where the Chief Secretary’s directive to have the Industries & Commerce Department act as a coordinating agency becomes critical. If one department can centralise compliance tracking, assist others in documentation, and flag bottlenecks to the right authority, the reform agenda can move much faster.
The Task Force’s return of certain regulations for “further refinement” also highlights a key reality: reforms on paper are not enough – they must be practical and implementable on the ground. Implementation needs to go hand-in-hand with critical evaluation of whether each requirement is truly necessary in the first place. Here, feedback from those who deal with the system daily is invaluable. By institutionalising regular consultations with stakeholders, the Industries & Commerce Department can identify which compliances are outdated, which can be clubbed, and which can be eliminated altogether, in addition to those already marked.
In today’s digital economy, starting a business should be as barrier-free as possible, with only a few mandatory checks retained for safety, legality, and environmental sustainability. If Singapore can allow company incorporation in under a day, there is no reason why J&K should take months. When reforms are implemented swiftly and meaningfully, they not only attract investors but also send a message that the administration values entrepreneurship and is serious about economic growth. The Government’s intent is evident, but intent must translate into visible change for the citizen. The mission-mode approach, coupled with deregulation and digitisation, could be the catalyst that transforms J&K’s business landscape.
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