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  2. Economic and Social Development

Comparing Happiness: Finland vs India

Published on: 19-Nov-2025

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Comparing Happiness: Finland vs India

Article Summary

Summary of World Happiness Report Insights

World Happiness Ranking:

  • Finland ranks as the happiest country for the eighth consecutive year (2025 World Happiness Report).
  • India ranks 118th with a score of 4.389 out of 10, while Pakistan ranks 109th despite its economic difficulties.

Economic Context:

  • India has a GDP of $3.7 trillion, making it the fifth-largest economy globally.
  • Pakistan's GDP is approximately $375 billion, about 10% of India's GDP.
  • India is widely recognized as the world’s fastest-growing major economy, with advancements in its digital economy and infrastructure.

Happiness Metrics:

  • The report's findings are based on the Gallup World Poll's Cantril Ladder, which considers:
    • GDP per capita
    • Social support
    • Life expectancy
    • Freedom
    • Generosity
    • Corruption perception

Perception of Happiness:

  • Happiness is not solely determined by economic success; psychological and social factors play vital roles.
  • Societies with low expectations might report higher happiness levels despite hardships.
  • Democratic societies like India may report lower happiness due to higher aspirations and media scrutiny.

Trends in Happiness:

  • The U.S. has fallen to 24th despite immense wealth, while Nordic countries with high taxes and social trust top the rankings.
  • The happiness index may reflect perceptions shaped by community trust rather than just fiscal metrics.

Challenges in India:

  • Approximately 19% of global young adults report having no one to rely on, indicating a rising social disconnect.
  • India’s fluctuating happiness rank (from 94th to 144th over a decade) suggests the impact of governance and social issues, with a peak post-COVID recovery in 2022.

Judicial and Governmental Insights:

  • Institutional vs. community trust matters significantly; trust in public institutions is crucial for perceived happiness.
  • India's low score may indicate self-aware democracy seeking improvements.

Strategies for Improvement:

  • To improve happiness, India should:
    1. Rebuild Social Capital: Create community spaces, enhance inter-generational ties, and foster social connections.
    2. Restore Institutional Trust: Simplify public services for better transparency and interaction with citizens.
    3. Recognize Mental Health: Treat mental health investments as economic policy, as the WHO cites a $4 return for every $1 spent.

Cultural and Policy Implications:

  • Happiness is now viewed across governance sectors, with initiatives like Tele-MANAS (mental health) and Mind India promoting emotional resilience.
  • The concept of Gross National Happiness (GNH) is emphasized alongside economic growth.

Conclusion:

India's position on the happiness index indicates a collective aspiration for improvement in quality of life, governance, and overall satisfaction rather than an absolute measure of unhappiness. The findings suggest potential paths toward enhancing societal well-being through community trust, institutional reform, and mental health recognition.

Key Terms & Concepts

World Happiness Report 2025Global happiness ranking report
FinlandRanked happiest country
IndiaRanked 118th in happiness
PakistanRanked higher than India
$3.7 trillionIndia's GDP
$375 billionPakistan's GDP
Gallup World Poll’s Cantril LadderMethod to measure happiness
19%Young adults lacking support
2022Post-COVID recovery phase
Pradhan Mantri Garib Kalyan YojanaWelfare program in India
Tele-MANASMental health program
WHOHealth organization estimates
Gross National Happiness (GNH)

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Tata Sons Faces Leadership Challenges

Tata Sons Pvt. Ltd. Overview

Establishment and Structure:

  • Established in December 1917; transitioned from public company to private in 2017.
  • Headquarters: Bombay House, South Mumbai.
  • Governed by a Board of Directors led by (executive chairman).
Alternative happiness measure
4:1Return on mental health investment
N. Chandrasekaran

Ownership:

  • Majority owned (66%) by Tata Trusts, which are philanthropic entities established from Tata family contributions.
  • Other shareholders: Shapoorji Pallonji Group (18%), Tata Group companies (13%), individuals (3%) mainly from the Tata family.

Financial Performance (FY2026):

  • Standalone profit: ₹31,961 crore (up 22% YoY).
  • Revenue: ₹42,367 crore (up 9.1% YoY).
  • Consolidated revenue: ₹16.24 lakh crore; profit rose 52% to ₹1.71 lakh crore.

Distinct Business Model:

  • Operates independently managed companies, including TCS, Tata Steel, Tata Motors, and more, reflecting a unique mix of philanthropy and business.

Current Issues Facing Tata Sons

Leadership and Governance Disputes:

  • Conflict regarding the re-appointment of N. Chandrasekaran as executive chairman for a third term starting February 2027.
  • Tata Trusts’ chairman Noel Tata opposes the re-appointment and has raised governance concerns.
  • Majority shareholder Tata Trusts seeks to keep Tata Sons private due to philanthropic goals, contrary to the board's preference for compliance with regulatory mandates.

Regulatory Developments

RBI Decision (September 11, 2026):

  • Rejected Tata Sons' application for voluntary surrender of its Certificate of Registration to be classified as an unregistered Core Investment Company (CIC).
  • Directed compliance with regulations applicable to upper-layer non-banking finance companies (NBFCs), implying mandatory stock exchange listing.
  • This regulatory decision has intensified tensions within the board and Tata Trusts over governance and operational independence.

Historical Context

Past Conflicts:

  • Echoes the 2016 boardroom battle leading to the ousting of then chairman Cyrus Mistry, where significant influence was maintained by Ratan Tata.
  • The current scenario mirrors past disputes, suggesting a potential for legal battles between a majority stakeholder and the governing board.

Future Implications

Ownership Model and Philanthropy:

  • Ongoing disputes raise concerns about the survival of Tata's unique ownership model that combines commercial and philanthropic interests.
  • The outcome of these conflicts may redefine Tata Sons' operational structure and strategic direction in the competitive landscape.

Key Takeaways

  • Significant dichotomy in priorities between the board and majority shareholders.
  • Critical regulatory decisions may push Tata Sons towards becoming publicly listed, contradicting traditional practices tied with philanthropic integrity.
  • The resolution of ongoing conflicts will shape the future trajectory of Tata Sons and its affiliated enterprises.
Punjab's Struggle Against Drug Addiction
Economic and Social Development19-Sep-2026

Punjab's Struggle Against Drug Addiction

Summary of Key Points Related to Addiction and Governance in Punjab

Addiction Context in Punjab

  • Over 1 million individuals registered at government de-addiction clinics in Punjab.
  • Historical context: Afeem (opium) and its cultural use have been prevalent for over 200 years; substance use has deep roots in community traditions.

Nature of Addiction

  • Opioids (e.g., opium, heroin) affect brain receptors; heroin leads to quicker addiction compared to opium due to its rapid impact on the body.
  • Addiction is often misunderstood; treatment requires more than willpower—it's a complex biological condition influenced by substance chemistry.

Urgency and Governance in Addressing Addiction

  • Governance failure: Current measures have not broken existing drug supply networks.
  • Technological measures: Recommendations for border control include:
    • Detection grids
    • Counter-drone systems
    • Improved forensic capabilities to trace drug origins

Budget and Resource Allocation

  • The funding directed towards de-addiction programs in Punjab is inadequate:
    • The entire budget for de-addiction is described as a "rounding error" relative to other priority areas (e.g., power subsidy).
    • There is a lack of specialists: Punjab has a deficit of psychiatrists and counselors.

Economic and Employment Factors

  • An emphasis on providing jobs for recovering addicts to prevent relapse.
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Recovery Potential

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  • Continuous support and medical assistance post-recovery are critical, with noted high relapse rates occurring 18 months after treatment.

Conclusions and Recommendations

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  • Importance of prioritizing investments in mental health treatment and de-addiction services in Punjab to curb the crisis.

This summary provides an analytical view of the addiction situation in Punjab, highlighting the need for substantial reforms, resource allocation, and a shift in societal understanding of addiction as a medical rather than purely moral crisis.

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  1. Scheme Approval:

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  2. Financial Outlay:

    • Total financial outlay for the extended period is ₹3.15 lakh crore.
  3. Assistance Amount:

    • Each eligible farmer receives ₹6,000 per year as financial assistance.
  4. Direct Transfers:

    • Over ₹4.47 lakh crore transferred directly to farmers' bank accounts in 23 instalments since the scheme's launch in February 2019.
  5. Beneficiaries:

    • Under the 23rd instalment, over 9.49 crore farmers benefited, with ₹18,984 crore released.
    • Approximately one-quarter of beneficiaries are women farmers, who have received more than ₹1.06 lakh crore.
  6. Objectives of the Scheme:

    • Aims to provide timely and transparent income support to eligible farmer families through the Direct Benefit Transfer (DBT) system.
    • Encourages farmers to invest in agricultural inputs such as seeds, fertilizers, irrigation, and machinery.
    • Helps reduce dependence on informal credit and enhances the financial stability of rural households.
  7. Government's Commitment:

    • The continuation of PM-KISAN underlines the government’s belief that the prosperity of farmers is central to national prosperity.
  8. Impact on Agricultural Investment:

    • The assistance has reportedly enabled farmers to make timely investments in agriculture, thereby increasing their productive capacity.

This structured approach by the government aims at reinforcing the socio-economic condition of the agricultural sector, showcasing the significance of structured financial support for farmers in India.