In the UK, local governments have declared a Climate Emergency, but I struggle to see any tangible changes made to address it. Our daily routines remain unchanged, with roads and shops as crowded as ever, and life carrying on as normal with running water and continuous power in our homes. All comforts remain at our fingertips, and more are continually added. If anything, the increasing abundance of comfort is dulling our lives by disconnecting us from nature and meaningful living.
I have just spent a month in South Africa, visiting places where Mahatma Gandhi and Nelson Mandela lived, including the jails. They both fought against the Apartheid laws imposed by the white ruling community. However, no oppressor ever grants freedom to the oppressed unless the latter rises to challenge the status quo. This was true in South Africa, just as it was in India. Mahatma Gandhi united the people of India to resist British rule for many years, but it was the threat posed by the Indian army, returning from the Second World War and inspired by the leadership of Subhas Chandra Bose, that ultimately won independence. In South Africa, the threat of violence led by Nelson Mandela officially ended Apartheid in April 1994, when Mandela was sworn in as the country’s first Black president.
Mahatma Gandhi was not a politician but a spiritual leader, and his teachings have stood the test of time. In this article, I focus on Gandhi’s advice regarding diet and non-violence. He advocated for a purely vegetarian diet devoid of animal products such as milk, cheese, or eggs—a diet we now call vegan. To lead a meaningful life or achieve spiritual progress, we should cease killing sentient beings that do us no harm simply to satisfy our palate, especially when plenty of other choices are available. There is an apartheid against sentient beings—who will rise to reduce their suffering?
Religious Impediments
Religious ideologies have shaped societal cultures and practices, some of which have included inhumane acts such as animal sacrifices, slavery, the caste system, and restrictive roles for women. Many of these practices are convenient and boastful acts of devotion that ignore basic animal rights and human values. Such cultural practices, consolidated by economic factors, often defy modern ethics.
There is a general reluctance to reinterpret religious texts in progressive ways, but only communities that adapt to contemporary needs will thrive in the long run—others will perish.
In Hindu philosophy, Krishna is closely associated with cows and is also called ‘Gopala,’ meaning protector of cows. For thousands of years, Indian culture, deeply rooted in Vedic philosophy, has distinguished between the worldly (Vyavaharika) view and the spiritual (Paramarthika) view. The spiritual view emphasizes humanity’s intrinsic connection with nature, all life forms, and the environment.
Around 10,000 years ago, our ancestors, including those in India, advanced agriculture using knowledge, tools, and animals such as cows, bulls, water buffaloes, and horses. Among domesticated animals, cows and bulls were most prominent. Rishis (sages) emphasized preventing cruelty toward cattle as a standard for protecting all animals. Associating cattle with Krishna served as a benchmark for others to follow.
In modern times, however, bulls are almost entirely absent from agriculture, while milk demand has surged, leading to excessive cruelty toward cattle. The table below shows the per capita consumption of meat and milk in 2022 in India, the UK, and the USA:
India’s high milk consumption and low beef consumption create economic imbalances, causing misery for farmers and cruelty toward animals. Bulls and calves, deemed unnecessary, are often killed shortly after birth. Cows that stop producing milk after four to five pregnancies lose their economic value and are sold for cheap meat. These cows endure extreme suffering during transport, often without food or water, tethered upright in overcrowded trucks for hundreds of miles.
Some self-proclaimed gurus advocate for gaushalas (cow shelters) by placing a few cows in them, but many of these initiatives are mere shows to raise money.
Poor farm-level economics has also led to unhygienic conditions for farmers, animals, and products like milk and meat. The dairy industry exploits packaging, social media, culture, and religion to promote milk products. India, where lactose intolerance is higher than in Western countries, also has the highest proportion of people suffering from diabetes and heart diseases.
India stands at a critical juncture—it can rise to heal itself, lead the world, and protect the planet.
Cognitive Dissonance
Cognitive dissonance occurs when a person’s behavior conflicts with their beliefs, values, or knowledge. Over the past 50 years, industrial (factory) farming has intensified, leveraging technological, scientific, and economic advancements to maximize productivity. However, this comes at the expense of severe animal cruelty, environmental degradation, and health risks.
For instance, chickens that stop laying eggs and cows that stop producing milk are slaughtered. Many cows on UK farms are so weakened by repeated births and poor diets that they can no longer stand. These “spent” animals are sold for cheap meat, often destined for fast food markets.
The negative impacts of industrial farming include:
- Ethical concerns: Animal cruelty (e.g., suffocating male chicks or slaughtering diseased animals).
- Environmental degradation: Greenhouse gas emissions and deforestation for animal feed.
- Health risks: Zoonotic diseases and antibiotic resistance.
Supply chains are designed to make animal products convenient and affordable, but they rely on consumer demand. Companies like Just Eat encourage mindless consumption, removing the effort and thought involved in food preparation. This disconnect shields consumers from unethical practices, harming both health and the environment.
Activists, educators, and charities in India, the UK, and the USA are working to reverse these trends.
Krishna often depicted with calves and bulls as much as cows!
Non-Violation of Dharma (Duty)
It is impossible to live a life entirely free of violence—walking on grass, gardening, or even vacuuming a house can inadvertently harm insects. Even plant-based diets involve some level of harm. However, a plant-based diet aligns with the principle of "least violence." This is why I prefer the term non-violation over non-violence.
Mahatma Gandhi, in his autobiography, states that humans need no milk beyond their mother’s milk and should sustain themselves on sun-dried fruits and nuts. Such a diet represents an ideal alignment of knowledge, thought, words, and actions—a hallmark of spirituality.
(Dr Prabodh Mistry (prabodh.mistry@gmail.com) qualified as a biochemical engineer, with a PhD from Imperial College London in 1985 and has a deep interest in applying human values in education, science and technology. He works as an environmental consultant, teaches mathematics and is a proponent of Sathya Sai Education in Human Values.)
Anurag Bajpayee's Gradiant: The water company tackling a global crisis
In a world increasingly defined by scarcity, one resource is emerging as the most quietly decisive factor in the future of industry, sustainability, and even geopolitics: water. Yet, while the headlines are dominated by energy transition and climate pledges, few companies working behind the scenes on water issues have attracted much public attention. One of them is Gradiant, a Boston-based firm that has, over the past decade, grown into a key player in the underappreciated but critical sector of industrial water treatment.
A Company Born from MIT, and from Urgency
Founded in 2013 by Anurag Bajpayee and Prakash Govindan, two researchers with strong ties to the Massachusetts Institute of Technology (MIT), Gradiant began as a scrappy start-up with a deceptively simple premise: make water work harder. At a time when discussions about climate change were centred almost exclusively on carbon emissions and renewable energy, the trio saw water scarcity looming in the background.
Their insight was that some of the world’s largest industries—semiconductors, pharmaceuticals, chemicals, food and beverage—were facing acute water-related challenges long before the general public grasped the issue. “Without water, these industries don’t just slow down; they stop,” Bajpayee has often remarked. What Gradiant offered was not just a way to save water, but a way to rethink how it is used, recycled, and valued.
The Engineers Behind the Mission
Anurag Bajpayee, the company’s CEO, whose academic path took him to MIT, where he completed a PhD in Mechanical Engineering focused on water treatment technologies. It was there that he met Govindan, a fellow engineer and now Gradiant's co-founder and COO, whose expertise complemented his in fluid mechanics and process engineering.
Unlike many founders who drift towards the language of venture capital and corporate strategy, Anurag Bajpayee and his team remained grounded in the technical problem: how to make industrial water treatment more efficient, more affordable, and more sustainable. The company still bears the imprint of its founders’ engineering roots. Gradiant is less Silicon Valley startup and more MIT lab, albeit one that has quietly expanded across Asia, the Middle East, Europe and North America.
What Gradiant Actually Does
The company specializes in designing and building bespoke water treatment and reuse systems for industrial clients. Its technologies are aimed at enabling factories and plants to reclaim water that would otherwise be discarded as waste, reducing both the amount of water withdrawn from natural sources and the volume of contaminated water discharged.
At the heart of Gradiant’s portfolio are proprietary technologies such as Counter Flow Reverse Osmosis (CFRO), Carrier Gas Extraction (CGE) and Selective Ion Recovery (SIR), developed from the Gradiant founders’ early research at MIT. Unlike traditional methods like reverse osmosis, these systems are designed to handle highly contaminated or complex wastewater streams, enabling clients to extract clean water even from previously unusable sources.
But Gradiant does not sell “one-size-fits-all” machines. Each project is tailored to the customer’s unique needs. For a semiconductor plant in Singapore, this might mean achieving ultrapure water reuse levels of 98%; for a food and beverage factory in Texas, it might be about safely treating wastewater for discharge while minimising energy consumption. The company's approach—sometimes called "solutioneering" internally—is both its competitive advantage and its raison d'être.
Expansion Without the Usual Hype
Gradiant’s growth has been quietly impressive. From its first commercial project in the oil and gas sector, it has gone on to complete over 500 installations worldwide. The company has raised more than $400 million in funding from a mix of institutional investors and private equity firms, achieving so-called “unicorn” status, with a valuation reportedly over $1 billion.
Unlike many green tech firms, Gradiant’s expansion has not been accompanied by flashy marketing campaigns or grandiose statements. Instead, the company has preferred to build credibility client by client, particularly in Asia, where water-intensive industries and growing environmental pressures make its services indispensable. Anurag Bajpayee, never one to speak in superlatives, frames the company’s expansion as a “response to urgent need” rather than a triumph of business.
Inside Gradiant’s Operations
At its core, Gradiant is still an engineering-first company. Anurag Bajpayee and Govindan, both technically trained and heavily involved in the company’s operations, have instilled a culture where R&D is not just a department but the lifeblood of the business. The firm currently holds more than 250 patents globally, a testament to its ongoing commitment to innovation.
But Gradiant’s success is not just about technology. The company has differentiated itself by offering not just equipment but full-service solutions, including project design, construction, operations, and maintenance. This full-stack approach has been particularly attractive to clients in highly regulated industries, who need water management solutions that work seamlessly and reliably without requiring deep in-house expertise.
Gradiant’s clients include some of the world’s largest manufacturers, including Fortune 500 companies in sectors like microelectronics, pharmaceuticals, and energy. Some, like semiconductor producers, rely on Gradiant to help them meet stringent water reuse targets while maintaining ultra-clean production environments.
Navigating a Changing World
Gradiant operates at the intersection of several converging trends: climate change, regulatory pressure, and industrial decarbonisation. In many regions, water scarcity has become the limiting factor for industrial growth, sometimes more than energy availability or supply chain constraints.
While public attention often focuses on domestic water use, it is industries that consume the lion’s share of freshwater. Gradiant's pitch is straightforward: industries will have to do more with less, and Gradiant offers the tools to make that possible.
Anurag Bajpayee is keenly aware of the paradox that water, despite being vital, is often underpriced and undervalued, especially when compared to energy. “We don’t pay what it’s worth, only what it costs,” he told an audience at a recent conference. Yet, the landscape is shifting. Regulators, investors, and companies themselves are increasingly acknowledging water as both a business risk and a social responsibility.
What's Next for Gradiant?
Looking ahead, Gradiant appears poised to play a central role as industries adapt to water scarcity. Yet, Anurag Bajpayee remains cautious about the hype cycle. "The problem we’re working on isn’t going anywhere," he says. "It’s not a question of innovation alone, but of execution—of making sure these solutions actually reach the places that need them most."
In an era where water risk is increasingly material to business, Gradiant’s quiet, technically grounded approach may prove to be exactly what is needed.
(The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of Eastern Eye. The publication does not endorse or take responsibility for the accuracy of any statements made by the author.)