The NEP 2020 Sets The Stage For A More Inclusive, Future-Ready Education System

She is now spearheading the growth and development of South City International School in Kolkata, the school she herself had studied once. The family she hails from is one of the patrons of the school. Rhea Todi, third generation scion of one of Kolkata’s most prominent business families- Todis (daughter of Ravi Todi), has her active involvement spanned over administrative and strategic responsibilities, with a focus on upgrading the school’s infrastructure and bringing in modern educational approaches. Drawing from her experience in the US, she is dedicated to making education more relevant and impactful for today’s students, ensuring the school remains progressive and aligned with global standards. Overall, Rhea’s contributions reflect her deep commitment to fostering an innovative learning environment.

A Bachelor of Science in Business Administration and a minor in Economics from Chapman University, California, Rhea also serves as a Director at BTL EPC Ltd, part of the Shrachi Group, where she leads the company’s agro division, which supplies agricultural machinery across India. Rhea has also been instrumental in driving the division's expansion and modernization, focusing on increasing market penetration and ensuring the division remains competitive in a rapidly evolving industry. Speaking to Bizz Buzz, exclusively, Rhea narrates her journey, her inspiration and spells out her vision of taking the school and other businesses to the next level

Soon after finishing your studies abroad, you joined your family business. So how did your upbringing in a reputed business family help you in taking up such responsibilities at an early age?

Growing up in a business-oriented family, I had the privilege of witnessing first-hand the passion and dedication that each family member brought to their work. My late grandfather, in particular, was a strong influence, instilling in us a sense of moral responsibility and integrity that has always been a guiding force. Joining the family business felt like a natural extension of these values, and I am grateful to have been included in decision-making processes early on. My family allowed me to learn from experience, especially during my undergraduate studies in California, which helped me develop the confidence to take on leadership roles. What drives me most is a deep desire to keep learning and growing, something I intend to continue throughout my life. The support and values instilled by my family have profoundly shaped my approach to leadership and responsibility.

Did you always want to become a businesswoman and join the family business, or did you have some other plans as well?

I always knew that I wanted to join the family business, but I felt it was important to first build discipline and gather relevant experience from outside before stepping in. I didn’t feel the need to rush, as I wanted to bring something valuable to the table. While studying in California, I took on various roles in sales, marketing, and on-campus tutoring, which gave me diverse insights and practical skills. After returning to India, I worked with Anamika Khanna for a few months, gaining hands-on experience in marketing, logistics, and operations. These experiences prepared me to approach the family business with more confidence and a desire to learn from the ground up rather than starting with a management perspective. I have always aspired to be a businesswoman, and it is especially meaningful for me to contribute to my family’s legacy in a way that is both impactful and fulfilling.

Was it your choice to join the agro business vertical of the group? Was there any particular trigger for that? How are you adding value to this business?

I was somewhat hesitant to take on the agro vertical initially, as it’s a very technical industry, similar to our engineering division, and I didn’t have the specific background knowledge. However, as we observed that the business wasn’t performing to its full potential, I felt it was the right moment to step in. The challenge of reviving the agro division excited me, and I set my sights on achieving a turnover of 100 crores for the financial year. I always find it more fulfilling to work on a business that needs growth and innovation.

To add value, I visited key regions across India, meeting with our dealers and customers to understand their needs first-hand. I also traveled to China to strengthen our supply chain for imported machinery. As a director of Shrachi Agrimech, a part of BTL EPC Ltd, I’ve been driving the expansion into new areas like agri-tech, drone sprayers, and our own power weeder manufacturing. While I also oversee corporate communication for the group, my main focus remains on building the agro division. My leadership involves constant engagement with the team, dealer meetings, and training sessions to keep everyone aligned and motivated. I believe the steps we’ve taken will show their impact by the end of the year, but there’s always more we can strive for.

Joining South City International School was certainly your choice? Wasn't it?

Yes, it was definitely my choice to join South City International School. My late grandfather always had a passion for education and strongly believed in the power of learning to uplift society. His influence, along with my personal experience as a former student at South City International School, made it feel natural to become involved in the school’s journey.

In many ways, my involvement with the school also allows me to connect with my grandfather, as I didn’t have as many opportunities to work closely with him due to my time abroad. Being part of the school feels like a continuation of his vision and values, which I am proud to help carry forward.

The education sector in the country has undergone sea changes over the years. How challenging has been your journey so far?

The education sector in India has indeed evolved significantly, and I feel fortunate that my journey has been more about embracing opportunities than facing challenges. Our overarching approach has been centered on fostering a supportive environment where students can thrive. We prioritize open communication with all stakeholders—students, parents, and staff—ensuring that we address diverse needs while setting clear boundaries.

One of the key aspects of our approach is to remain adaptable in the face of changing educational expectations and parenting styles. We recognize the importance of creating an inclusive atmosphere that nurtures not just academic growth but also personal development. Moreover, with the vast availability of information on the internet, it's essential to make learning engaging and enjoyable, helping students stay motivated and connected to the educational process.

While the journey has been largely positive, it requires continuous effort to keep everyone satisfied. Overall, I believe that our commitment to understanding and responding to our community’s evolving needs is essential in helping students reach their full potential.

Sometimes, people say there is no alternative to offline/physical classroom teaching, sometimes they say online education is the future, and sometimes people say the hybrid model is the way forward. What is your take on this?

Having navigated the hybrid learning environment during my time in America, I see value in online education. Yet, I believe high school students are still in the process of developing the skills necessary to thrive in a hybrid model. College students possess a level of maturity and experience that helps them prioritize their education, while high schoolers can easily feel overwhelmed with social interactions and extracurricular activities.

While it's important for schools to have the capacity for hybrid teaching, I feel it shouldn't be the standard approach for this age group at this moment. As technology evolves, the hybrid model might become more effective and accepted in the future, but for now, a more traditional learning approach may serve our younger students better.

What is your take on the New Education Policy (NEP) 2020's pedagogy?

The New Education Policy (NEP) 2020 marks a significant shift in India’s educational landscape, embracing a learner-centric approach that prioritizes the individual needs and interests of students. This policy prepares them for a rapidly evolving world by emphasizing adaptable skills and conceptual understanding.

One of the key strengths of the NEP is its commitment to quality education, establishing high standards for curriculum design, teacher training, and assessment practices. It also promotes inclusivity by addressing gaps in access and recognizing diverse learning needs.

Additionally, the NEP fosters holistic development by integrating co-curricular activities, sports, and vocational education, acknowledging that learning extends beyond academics. The emphasis on experiential learning encourages students to engage actively with their education, enhancing critical thinking and problem-solving skills.

Furthermore, the policy advocates for digital integration, recognizing technology's transformative role in enhancing educational experiences. Flexible pathways allow students to tailor their education based on interests and aptitudes, while teacher empowerment is prioritized through professional development and support. In essence, the NEP 2020 lays the groundwork for a more inclusive, engaging, and future-ready education system that aims to nurture well-rounded individuals.

What are the changes you have brought in at South City International since you took up the reins? What are your plans to take it to the next level? What are its current USPs?

At South City International School, we take pride in our secure and expansive 3.5+ acre campus, which features CCTV surveillance and state-of-the-art facilities. Our commitment to quality education is reflected in our affiliations with both the CISCE and Cambridge boards, alongside our "Unmesh" wing, which offers NIOS for specially abled children. These elements define our school’s unique selling points and demonstrate our dedication to fostering an inclusive educational environment.

To enhance our offerings, we have introduced several initiatives:

Toddler Zone: A dedicated area for children aged 2+, creating a comprehensive solution for families as well daycare facilities.

School ERP System: This implementation has streamlined communication and access for students and parents, making information more readily available.

New Clubs: We have launched initiatives focused on entrepreneurship, visual arts, and social outreach, encouraging creativity and innovation among our students.

Expanded Language Offerings: We are in progress of introducing German, French, Spanish, and Mandarin, to broaden their cultural horizons.

Curriculum Enrichment: The integration of robotics and gymnastics has enriched our students' learning journeys, while we are actively upgrading our classrooms and laboratories. Plans are also in place to introduce specialized labs for math and social sciences.

Sports Facilities Expansion: We are introducing a pickleball court and have plans to add facilities for hockey, tennis, and squash.

Looking ahead, we aspire to increase our enrollment to over 2000 students, making SCIS the top choice for families. I sincerely appreciate the unwavering support from our principal, Ms. Satabdi Bhattacharjee, who shares our vision, as well as the insights from our board of directors. Together, we aim to cultivate an enriching environment where every student can excel.

Do you have any plans to have more branches, or would you restrict yourself to only one school?

At this moment, our primary focus is on South City International School. We are dedicated to refining and enhancing every aspect of our existing institution to ensure it reaches its fullest potential. While we believe in the value of expansion, our current priority is to make SCIS the best version of itself before considering any additional branches. However, the future is always open to possibilities, and we remain flexible in our approach.

Any plans to foray into higher education or any other discipline in education, going forward? What are your scale-up/expansion plans?

At this moment, we do not have immediate plans to expand into higher education; however, we are actively exploring various avenues to enhance our current offerings. We are establishing partnerships with different consulates, which will allow us to provide more opportunities for study abroad programs.

Additionally, we aim to develop our role as a center for competitive exams like NEET and JEE, providing dedicated support for students preparing for these important milestones. While these initiatives are still in the pipeline, we are committed to implementing ideas that will enrich the educational experience for our students over time.

Our focus remains on building a strong foundation at South City International School, and as we grow, we will continue to explore opportunities for expansion in higher education and other disciplines.