Beyond the Stereotypical Scientist
When we hear “mission-critical” at ISRO, it's easy to picture a senior rocket scientist. While they are vital, the reality is far broader. Today’s space missions are complex ecosystems of diverse expertise. This includes software engineers writing millions
of lines of code for flight control, cybersecurity experts protecting ground and space assets from threats, and materials scientists developing alloys that can withstand extreme temperatures. It also covers specialists in propulsion, avionics, robotics, and AI/machine learning who are essential for projects like the Gaganyaan human spaceflight mission and future planetary explorations. Losing even a few of these individuals can create knowledge gaps that are difficult to fill, as they hold years of institutional memory and hands-on experience with systems unique to ISRO.
The Pull of the Private Space Race
For decades, a career at ISRO was a contract of prestige and national purpose that often outweighed monetary rewards. However, the landscape has changed dramatically. The Indian government's decision in 2020 to open the space sector to private players has led to a boom, with over 1,200 space-tech startups like Skyroot Aerospace and Agnikul Cosmos emerging. These private firms, often founded by former ISRO scientists, are aggressively recruiting experienced talent. They offer significantly higher salaries, stock options, faster career progression, and a more agile work environment with less bureaucracy. An entry-level ISRO scientist's salary struggles to compete with what private tech firms offer, and the disparity grows wider for senior, experienced personnel. This creates a powerful pull, turning what was once a 'brain drain' to other countries into an internal migration to the burgeoning domestic private sector.
Attrition by the Numbers
While attrition is normal in any large organisation, recent trends at ISRO have raised concerns. Reports from mid-2026 indicate that over 100 scientists and engineers, many from critical centres like the U R Rao Satellite Centre (URSC) and the Vikram Sarabhai Space Centre (VSSC), have resigned in just a few months. Between 2012 and 2024, around 700 employees are said to have left the organisation. The issue isn't just the quantity, but the quality of talent leaving. Many of those departing are senior figures with deep, mission-specific knowledge on projects like Gaganyaan and Chandrayaan, which is not easily replaceable with new recruits. The loss of this expertise threatens to disrupt mission timelines and continuity.
ISRO's Counter-Measures
The government and ISRO are not sitting idle. In response to the recent wave of resignations, the Department of Space has tightened the rules, requiring high-level approval for resignations or voluntary retirements of personnel involved in critical missions. While this may slow the exits in the short term, experts argue it doesn't address the root causes. On a more proactive front, ISRO is undertaking large recruitment drives, with plans to induct hundreds of new personnel to fill vacancies and build its future talent pipeline. There have also been cadre reviews to create more higher-grade positions and discussions around performance-related incentives, though fundamentally changing government pay structures remains a complex challenge. The long-term solution may lie in creating a more collaborative ecosystem where talent can move between the public and private sectors, allowing for a circulation of expertise.
