SEARCH - Supplement December 2012 Editorial 7

he year 2011–12 was (as the year is almost ending) a significant year in the lives and times of India and Germany, as the two democracies celebrated 60 years of diplomatic relations. The initiatives that are part of this ‘co-conquering’ have already left a remarkable footprint. What is more exciting is the fact that the year 2012–13 is going to be a landmark year as it is a year of ‘India in Germany’ under the motto ‘Days of India in Germany - Connecting Minds 2012–2013’!

While a lot is happening between these two countries, one tends to agree with Michael Steiner, the German Ambassador to India, when he says, “We can do more!” According to him, Germany and India have become important strategic partners on the global stage. The friendship and trust has grown manifold. But both countries are far from achieving their true capability. The EU is the biggest trading partner for India and Germany is the biggest European trading partner.

And the stats justify this logic. The German Ambassador has a point when he says, “If you account for 20% of the world’s population and only contribute 2% to global trade, but still want 8% growth, you need to open up.”

We now know that in the age of globalisation, we cannot succeed staying in silos, and India is taking steps towards this reality and advantage. The recent decision of the Indian Government to liberalise FDI in aviation and retail was met with cheers from German business houses. German investors know that India is a country which is going up, not down. The question is how steep is the ascent. The German companies are bullish about the brimming domestic demand in India.

But along with success in the Indo-German trade relations, there are some setbacks as well. India’s most ambitious free trade deal with the European Union has hit a major stumbling block. The deal will not be ready for signing any time soon, and will definitely miss the targeted deadline of December 2012. The reason for this deferred decision can be attributed to the fact that such strategic decisions involve negotiations on detailed issues and prompts protecting the interests of companies in both Europe and India. Things get all the more complex as realities are not necessarily identical, because the industries/companies/products are on different levels and life cycles in the demographies involved due to the difference in the maturity of the economies involved.

Then again, as the experts point out aptly, free trade and investment agreement is not something for the next year or even for the next five years. The time horizon for a programme like this is 15 years. This means that the two countries must have strategic interests which are sustained.

With ‘sustained economic relationship’ as a guiding thought, here’s dedicating this edition of ‘Made in Germany’ or ‘MiG’ to TRADE, and here’s bridging the growth barriers between the two super highways!

TCO-CONQUERING IN COMPETING WORLD

Archana Tiwari-Nayuduarchana.nayudu@network18publishing.com

Guest Editorial SEARCH - Supplement December 20128

Michael SteinerGerman Ambassador to India

he German Constitutional Court has decided that the two major instruments in resolving the Euro dept crisis—the

European Stability Mechanism (ESM) and the Fiscal Compact—are in full accordance with the German Constitution.

Th is verdict is good news for Europe. Germany, Europe’s anchor of stability, is now able to ratify the ESM and the Fiscal Compact

and will do so swiftly. Germany is 100% committed to the Euro. Th is is an overwhelming cross-party consensus—from the governing

coalition to the main opposition parties in Germany, from Chancellor Angela Merkel and Foreign Minister Westerwelle to the

Social Democrats and the Green’s Party. Not only in Germany, all over Europe and around the globe, the important political leaders

welcomed the verdict. Also, the Indian industry praised the Court’s decision.

Political backing is essential, but the true litmus test was the international fi nancial market reactions. Th e eagerly awaited verdict

had immediately boosted global stocks from Rome to Frankfurt, from New York to Mumbai. Th e Euro stays near four-month

highs against the dollar—it is the winner of the Court’s decision. Now, we have something I call a true “Elephant’s tool box” to

stabilise the Eurozone. It consists of a powerful triad: First, a maximum fi repower of €780 Billion, which corresponds roughly to

US$1 trillion. Th e ESM paves the way for a sustainable fi nancial assistance to Euro countries in need. Second, the fi scal compact—

in reality, the nucleus for economic governance in the Eurozone and the missing link between the national fi scal policy and the

European monetary policy. Th e Fiscal Compact paves the way to fi scal responsibility of all Euro countries. Th ird, the decision of

the independent European Central Bank to buy—if necessary—unlimited sovereign bonds of countries in need, of course provided

they apply for assistance under the clear rules of the ESM. US$1 trillion; binding fi scal restrictions; unlimited purchase of sovereign

bonds—an Elephant’s tool box indeed!

Th e verdict of the Constitutional Court is a clear signal that Germany is and remains deeply and fi rmly committed to a united Europe.

Germany wants more Europe, not less. And we want to have a stable and prosperous Eurozone. Th at requires a solution based on

three pillars, viz., solidarity, fi scal sustainability and growth. Solidarity with countries having liquidity problems is indispensable—

and Germany stands by its Eurozone partners. Just take the approval of the ESM by the German Parliament. Th is entails a German

share of fi nancial guarantees, which correspond to more than 15 % of the Indian Gross Domestic Product. A decision taken with a

two-third majority in both chambers. In doing so, also the main Opposition parties refrained from cheap anti-European populism.

Equally important is fi scal sustainability. Th e ESM ties assistance to strict conditions under the new fi scal compact as it requires the

Eurozone members to adopt national debt-brake rules limiting structural debt to 0.5 % of GDP. Finally, growth. Eurozone members

are actually going through major structural reforms in order to become even more competitive. Europe has decided to no longer ease

the symptoms of the crisis by fi ghting debt with more debt, but to go for better spending and reforms.

Th e verdict of the Constitutional Court is also good news for India. India is fundamentally a power house, but also for India going

it alone is not an option, however strong your economy might become. Th e situation in the Eurozone matters directly to India. As

Europe needs a strong, solid and prosperous India, so does India need a strong, solid and prosperous Europe. Th e EU is India’s

largest trading partner and Germany its biggest trading partner in Europe. Don’t underestimate Europe—its fundamentals are

pretty strong.

Indian economic growth very much depends on foreign investment and international trade. India needs fundamental structural

reforms and a step-by-step market liberalisation as soon as possible. India is actually going through diffi cult economic times, therefore

a EU-India Free Trade Agreement in due time would be a powerful signal to the markets—to the benefi t of both our continents.

So, the verdict is good news for Europe and India! I am confi dent that we will emerge stronger from this crisis and will again be an

engine of growth. Europe is a vibrant continent. Bear in mind that the World Economic Forum’s ‘Global Competitiveness Index’

lists seven European countries in its World Top 10 list.

Yes, the crisis is still not overcome, there is no quick and easy fi x. We need stamina. We need more reforms. But we have already

achieved results unthinkable only two years ago. We are pro-European. And this was now legally certifi ed by the highest judicial

institution in Germany, the Constitutional Court.

T

L

GUEST EDITORIAL8

NEWS12

EDITORIAL7

We will fi nd the product for you. Just type SRCH (space) Name of the

Product and send it to 51818 eg. SRCH (space) Pump and send it

to 51818.

Looking for a Specifi c Product?

h

it

uct?

he

CONTENTS

Product & Advertisers’ IndexAlphabetical Listing Of Products & Advertisers’ Presented In The Issue

36

Opinions & More

Product Update35

BEYOND BOUNDARIESINDO-GERMAN TRADE CONTINUES ITS DREAM RUN

14

‘Times are changing and Indian companies are showing innovative zeal’Werner Deggim,CEO, NORMA Group AG

31

‘By 2020, India is likely to be among the top three markets for passenger cars, commercial vehicles’Dr Wilfried Aulbur,Managing Partner & CEO, Roland Berger Strategy Consultants Pvt Ltd

27

‘Co-operation with the intention of mutual benefit for all involved is the key for a high success rate’Hubert Reilard,MD, EFD induction Pvt Ltd

29

‘The USP of any German product or technology is excellence in engineering’Tosher G Hormusjee,Director, GW Precision Tools India Pvt Ltd

30

‘The objective is to supply cost-optimised products to the Indian automotive industry at global quality standards’Ashwani Aggarwal,President, Brose India

33

INNOVATION AND R&DGERMANY: WHERE INNOVATION COMES HOME

16

KEY INDUSTRIAL SEGMENTSSTRENGTHENING ECONOMIC TIES18

GROWTH AVENUESBRINGING GERMANY TO BUDDING INDIA

20

BUSINESS BASICS‘MSMEs & SMEs WILL PLAY A SIGNIFICANT ROLE IN THE INDUSTRIAL GROWTH OF OUR COUNTRY’

22

TRADE & COMMERCE OPPORTUNITIESGENERATING RICH BUSINESS PROSPECTS

24

‘It is important for India to open the market and economy’

25Rajesh Nath,MD, VDMA India

Ulrich Ackermann,MD – Foreign Trade, VDMA

FOUNDER & EDITOR, NETWORK 18Raghav Bahl

PRESIDENT & EDITORIAL DIRECTOR, TV 18Senthil Chengalvarayan

EXECUTIVE EDITORArchana Tiwari-Nayudu

EDITORIAL TEAMKimberley D’Mello, Nishi Rath, Prateek Sur,

Arindam Ghosh (Delhi), Suprita Anupam (Bengaluru), Avinash Pandey, Dharitri Dalvi, Rishab Kothari

ASSISTANT ART DIRECTORVaruna Naik

DESIGN TEAMSanjay Dalvi

CHIEF PHOTOGRAPHERMexy Xavier

PHOTOGRAPHYNeha Mithbawkar, Joshua Navalkar

BUSINESS CONTROLLERSLovey Fernandes, Akshata Rane, Shefali Mahant,

Deepak Bhatia, Ashish Kukreti, Shwetha ME, Jayashree N

PRINTINGEXECUTIVE VICE PRESIDENT

Ananth R Iyer

ASSISTANT GENERAL MANAGER - PPCShekhar Khot

PRODUCTION TEAMSurekha Karmarkar, Ravikumar Potdar

Ravi Salian, Sanjay Shelar

OVERSEAS CONTACTRingier Trade Media Ltd CHINA

1001 Tower 3, Donghai Plaza, 1486 Nanjing Road, West, Shanghai 200040, China Tel: +86-21 6289 – 5533 Ext. 368, Fax: +86-21 6247 – 4855

(Craig Shibinsky) Email: craig@ringier.com.hkRingier Trade Media Ltd HONG KONG

9/F, Cheong Sun Tower, 118 Wing Lok Street, Sheung Wan, Hong Kong Tel: +852 2369 – 8788 Ext. 21, Fax: +852 2869 – 5919

(Octavia Au-Yeung) Email: octavia@ringier.com.hkRingier Trade Media Ltd TAIWAN

Room 3, Fl. 12, No. 303, Chung Ming S. Rd., Taichung, TaiwanTel: +886-4 2329 – 7318 Ext. 16, Fax: +886-4 2310 – 7167

(Sydney La) Email: sydneylai@ringier.com.hkRingier Trade Media Ltd GERMANY, AUSTRIA, SWITZERLAND

Tel: +41-44 734 0472, Fax: +41 44 734 0680Email: info@islerannoncen.ch

USA Tel: (513) 527-8800 Fax: (513) 527-8801

Email: dhight@gardnerweb.com

USA Alfredo Domador, 6505 Blue Lagoon Drive, Suite 430 Miami, FL. 33126, USA

Tel: (305) 448-6875, Fax: (305) 448-9942

GROUP CEO, NETWORK 18B Sai Kumar

CEO-NETWORK 18 PUBLISHINGSandeep Khosla

EVP-HUMAN RESOURCESSanjeev Kumar Singh

ASSOCIATE VICE PRESIDENTSudhanva Jategaonkar

ADVERTISING SALESShashin Bhagat (Ahmedabad)shashin.bhagat@network18publishing.comMahadev B (Bengaluru)mahadev.b@network18publishing.comHari Hara Subramaniam (Chennai)hari.s@network18publishing.comBalakrishnan S (Coimbatore)Balakrishnan.s@network18publishing.comMukesh Yadav (Delhi)mukesh.yadav@network18publishing.comDominic Dsouza (Hyderabad)dominic.dsouza@network18publishing.comAmeya Gokhale (Indore)ameya.gokhale@network18publishing.comSandeep Arora (Jaipur)sandeep.arora@network18publishing.comAbhik Ghosal (Kolkata)abhik.ghosal@network18publishing.comInder Dhingra (Ludhiana)inder.dhingra@network18publishing.comOlwin Desouza (Mumbai)olwin.desouza@network18publishing.comRohit Dass (Pune)rohit.dass@network18publishing.comVipul Modha (Rajkot)vipul.modha@network18publishing.comChirag Pathak (Vadodara)chirag.pathak@network18publishing.com

MARKETING TEAMGanesh Mahale, Prachi Mutha, Akshaya Jadhav

NEWSSTAND AND SUBSCRIPTIONSDISTRIBUTION HEADSunil Nair

DEPUTY GENERAL MANAGERManoj Palsay

SENIOR MANAGER - SUBSCRIPTIONSSheetal Kotawdekar

CO-ORDINATORSRahul Mankar, Anant Shirke, Sarita Quadros,Chaitali Parkar, Kamlesh Mathkar, Vaibhav Ghavale

SERVICESSUBSCRIPTION SERVICES For subscription queries, write tochaitali.parkar@infomedia18.in or call +91 22 30034631-34 or toll free 1800 200 1021PERMISSIONS For subscription to copy or reuse material from SEARCH,Write to search@network18publishing.com• Monthly Issue Price: ` 100 • Annual Subscription: ` 799

Views and opinions expressed in this magazine are not necessarily those of Network18 Media & Investments Ltd (Network18)*, its publisher and/or editors. We at Network18 do our best to verify the information published but do not take any responsibility for the absolute accuracy of the information. Network18 does not accept the responsibility for any investment or other decision taken by readers on the basis of information provided herein. Network18 does not take responsibility for returning unsolicited material sent without due postal stamps for return postage. No part of this magazine can be reproduced without the prior written permission of the publisher. Network18 reserves the right to use the information published herein in any manner whatsoever.

Publishing

Printed by Mohan Gajria and published by Lakshmi Narasimhan on behalf of Network18.Executive Editor: Archana Tiwari-Nayudu

Printed at Infomedia 18 Ltd, Plot no.3, Sector 7, off Sion-Panvel Road, Nerul, Navi Mumbai 400 706, and published at Network18, ‘A’ Wing, Ruby House, J K Sawant Marg, Dadar (W), Mumbai - 400 028.

SEARCH is registered with the Registrar of Newspapers of India under No. 67827/98. Network18 does not take any responsibility for loss or damage incurred or suffered by any subscriber of this magazine as a result of his/her accepting any invitation/offer published in this edition.

* ownership of this magazine stand transferred from Infomedia18 Limited (Infomedia18) to Network18 Media & Investments Limited (Network18) in pursuance of the scheme of arrangement between Network18 and Infomedia18 and their respective shareholders and creditors, as approved by the Hon’ble High Court of Delhi and the necessary approval of Ministry of Information and Broadcasting is being obtained.

NEWS, VIEWS & ANALYSISNEWS, VIEWS & ANALYSISL A T E S T H A P P E N I N G S I N T H E W O R L D O F M A N U F A C T U R I N G

The German Ambassador to India

Michael Steiner conferred the

prestigious ‘Bundesverdienstkreuz’,

Germany’s ‘Cross of the Order of

Merit’, to businessman Babasaheb

Kalyani and writer Kiran Nagarkar.

Through this Order, Germany

acknowledges the personal commitment

and the outstanding contribution of the

two awardees to Indo-German relations

over the past decades. Steiner said, “The

strategic partnership between India and

Germany is no hollow phrase. It can be

spelled out in ever so many trusted and

long-term relations—be it in politics,

science & technology, education,

vocational training, or the arts. The

recipients of today’s award cover a large

scope of these relations.”

Babasaheb Kalyani is one of India’s

most successful businessmen, who is also

deeply connected with Germany. Not

only has Kalyani led his company Bharat

Forge to become the largest exporter of

automotive components from India, he

has also led a remarkable turnaround of

German medium-sized company, Carl

Dan. Peddinghaus, which he made into

a profitable new venture by the name of

‘CDP Kalyani’. In establishing a master

degree course for engineering at Pune

University, together with the University

of Kaiserslautern (Germany), Kalyani

has set a landmark for Indo-German

academic relations. He currently serves

on the boards of various prestigious

German companies and supports

NGOs as well as charitable institutes.

On the other hand, Nagarkar, who

is one of India’s best known authors

in Germany was also honoured.

Nagarkar’s works, which have been

widely translated in German, make a

colourful, complex and in many ways

a complicated society tangible to our

senses. His books, particulary ‘God’s

Little Soldiers’ was a bestseller in

Germany, offering a unique insight

into the world of extremism.Bestowing

the honour upon Nagarkar, Steiner

said, “At the crossroads between our

cultures, he became a major voice of

India in Germany, and I trust, also a

resounding voice of Germany in India.”

Steiner added that while the two men

come from very different backgrounds,

yet at the same time, they both are ‘true

friends of Germany, refined interpreters

between our societies, bridgebuilders in

the word’s most nobel meaning”.

Apollo Logisolutions, a subsidiary of

Apollo International Group, is going

to invest `500 crore in expanding its

presence across India in the next three

years through acquisitions and greenfield

projects. The company recently signed

up a 60:40 joint venture with Germany

based $2 billion Fiege Logistics. The

new company called Apollo Fiege will

provide integrated logistics services like

customs brokerage, freight forwarding,

transportation, etc.

The logistics company has been

operating a container freight station

(CFS) at the Jawaharlal Nehru Port

for about four years and is planning to

set up its network of seven container

freight stations across India. Four out

of these will be operational by the end

of 2013 in locations including Delhi

and Chennai.

Apollo Logisolutions is hoping to

benefit from Fiege’s expertise in the

logistics sector especially in sectors like

automobile, luxury and e-commerce.

Company’s clientele includes Swatch,

Aurbindo Pharma and Home Shop 18

among others.

By March 2013, Apollo Fiege will

have offices across 20 locations in India

and make an investment of about $10

million in the next two to three years.

As a part of its expansion, the company

will set up 28 warehouses through lease

agreements and partnerships in key

locations.

GERMANY CONFERS ‘CROSS OF THE ORDER OF MERIT’ ON BABA KALYANI AND KIRAN NAGARKAR

APOLLO LOGISOLUTIONS FORMS JV WITH GERMAN LOGISTICS COMPANY FIEGE

NORMA GROUP INAUGURATES NEW PLANT IN TALEGAON

NEAR PUNE NORMA Group, an international

market and technology leader

for engineered joining technology,

officially recently opened its new

production plant in Talegaon near

Pune. With the new 6,500 sqm

facility, NORMA Group enhances

its production capacities in order

to cater to the increased demand in

India and Asia for connectors and

joining elements.

“We have been present in

India for many years with our

business evolving greatly. The

opening of this facility is a logical

step for us in adjusting our

capacities to the growing demand

for our joining technology solutions

in the Indian market and the

entire Asia Pacific region,” said

John Stephenson, COO & President

– Asia-Pacific, NORMA Group.

“In the new facility in Talegaon,

we will expand our engineering

services. This increase means that

we can support the design work

for NORMA Group in many

regions of the world including

Australia, Europe, Japan, Korea,

and North America,” Stephenson

added.

The new site is equipped with the

latest production technologies from

NORMA Group and ensures safe

and responsible operations for the

employees working in Talegaon.

The products manufactured

in the facility comprise of hose

and pipe connecting components

like flexible nylon tubing for

various applications such as fuel

lines and crankcase ventilation.

Customers from the aerospace,

automotive, railway, shipbuilding,

chemical, infrastructure and various

other industries across India and

Asia-Pacific will be served from the

Talegaon plant.

NEWS, VIEWS & ANALYSISL A T E S T H A P P E N I N G S I N T H E W O R L D O F M A N U F A C T U R I N G

German drugs and chemicals group

Merck KGaA plans to make its

Indian chemicals units in Navi

Mumbai to cater to markets in select

product segments, apart from being

a customer training and application

development location.

Merck currently has seven such

competence centres located in

Germany, Japan, Taiwan, Korea,

Brazil, China and the US. The

Indian unit will be its eighth and

will be part of the global network of

Merck’s production and application

training centres.

By being a global competence

centre, the Navi Mumbai

facility will also provide consumer

training to its local and foreign

clients, apart from being an

international sourcing base for

performance chemicals such as effect

pigments and cosmetics.

The product segment that the

German group is targeting at

this centre primarily caters

to industries such as paint,

packaging and printing, brand

protection including anti-counterfeit

solutions, and cosmetics. The local

market for performance chemicals

including pigments, plastics and

printing material, cosmetics and

others is approximately worth

`20,000 crore.

Merck currently operates

two entities in India—Merck

Ltd, which is listed on local

stock exchanges, and Merck

Specialities Pvt. Ltd, a wholly

owned unit. Both these companies

are into making and selling of drugs

and chemicals.

The parent is also looking at

acquisition opportunities in India in

the pharmaceuticals and chemicals

space.

German testing and certification

company TÜV SÜD has set up a

laboratory in India, equipped to

meet requirements across sectors,

from nutritional products and food

supplements to leather and toys to

jewellery.

The €1.7 billion company has 10

labs in the country, but the new lab

located in Gurgaon will be a hub to

service companies in North India,

similar to an existing hub in Bengaluru

for companies in South India. Its other

labs are located close to industrial

clusters, like Ambur in Tamil Nadu

that exports leather products; or labs

to certify textile and apparel, located in

Mumbai, Delhi and Bengaluru.

The company will invest €5 million

(about `35 crore) in the new lab and

the other satellite labs. The company

clocked revenues of € 20 million (`140

crore) in 2011.

An accredited lab for food testing,

the company is also notified to certify

medical equipment. The new lab is

equipped with technology ranging from

handling the physical and chemical

aspects of testing. So in food or textile,

it would be testing products to check

their packaging or ability to withstand

handling pressures, and these would

be handled separately for different

products, he explained. The chemical

analysis would involve more sensitive

and dedicated equipment to check for

antibiotic or pesticide residues in food,

azo dyes in textile or lead in toys.

MERCK KGaA PLANS TO MAKE INDIA UNIT ITS

EIGHTH GLOBAL COMPETENCE CENTRE

GERMAN CERTIFICATION FIRM TUV SUD SETS UP LAB IN GURGAON

DHL, the world’s leading logistics

company, and Blue Dart, South Asia’s

premier integrated express package

distribution company, part of the DHL

Group, celebrated 60 years of successful

Indo-German trade relations, by

hosting a collaborative festivity called

‘Germany and India 2011–2012:

Infinite Opportunities’. The main

focus of the celebration was the ‘Indo-

German Urban Mela’ that looked at

the implications of rapid urbanisation

in today’s megacities, where a group

set of modern multi-purpose pavilions

were put up for 10 days in five different

cities in India, including Delhi, which

was the final destination.

“DHL is strongly committed to

investing in Asia, which is expected

to be one of the key drivers of growth.

With our recent investments in

India and China, we are confident

of pursuing DHL’s global strategy to

support trade and business development

worldwide,” said Vikas Anand, COO,

DHL Supply Chain. Through its

pavilion, DHL shows how it is helping

to shape our common future.

DHL Express recently opened

its biggest express hub in Asia—the

US$175 million North Asia Hub in

Shanghai.

Additionally, DHL Supply Chain

has announced an investment of

US$130 million to strengthen logistics

infrastructure in India.

DHL AND BLUE DART CELEBRATE 60 YEARS OF SUCCESSFUL INDO-GERMAN TRADE RELATIONS

India and Germany plan to form a

working group to expand bilateral

cooperation in the field of information

technology (IT). “We have discussed

the possibility of setting up a working

group for cooperation in the IT

sector. This group can look at areas

like e-learning and e-medicine, among

other things,” German Vice Chancellor

Philip Rosler recently said.

Rosler, who is also in-charge

of economy and technology in the

German federal government, said both

sides have also discussed the possibility

of cooperation in urban planning, and

furthering bilateral trade.

GERMANY, INDIA TO FORM WORKING GROUP FOR IT COOPERATION

Beyond Boundaries SEARCH - Supplement December 201214

ndo-German trade touched €13 billion in financial

year 2009. Besides, Germany has also consistently

ranked among India’s top investing countries in terms of

Foreign Direct Investment (FDI). And industry experts are

confident that Indo-German ties will continue to flourish.

In recent years, the economic cooperation between India

and Germany has increased substantially despite weak global

economic conditions—total trade in 2010–11 was $19.1 billion

as compared to $7.6 billion in 2006–07. Throwing light on

the same, Sameer Shah, Senior Manager, Arcum Engineering

(P) Ltd, says, “We are into pipe bending machines and have

been doing business in India since the last 15 years. Germany

is an export-oriented country and India has been one of its

major clients since years. The bilateral relations between both

the countries have been good and encouraging. Additionally,

last year was very good in terms of business.” “But this year,

it has been quiet,” he continues, adding, “The government

should work on the policies and reforms which, at times, are

a hindrance for companies like us.”

India’s exports stood at $7.2 billion and imports from

Germany were at $11.9 billion in 2010–11. In April 2011–

January 2012, exports to Germany expanded by over 25%,

while imports went up to $12.9 billion—an increase of

31%. India’s exports consist of electrical and non-electrical

machinery, apparel, organic chemicals, articles of iron and

steel, vehicles and leather items, while the country imports

machinery, precision instruments, vehicles and parts, project

goods, organic chemicals, etc., from Germany. Bilateral

investments too have been robust. The total FDI from

Germany has been $4.5 billion in April 2000–February 2012,

and Germany is the eight largest source of FDI for India.

About 600 Indo–German joint ventures are operational in

sectors such as machinery, automotives, metallurgy, etc.

Germany is also India’s second largest source of technology

transfer partnerships.

Indian companies have displayed high interest in Germany,

and total Indian FDI stock into Germany surpassed German

investment stock in India. According to a CII report, the

two countries can set a trade target of $30 billion by 2014.

Areas for economic cooperation include trade in goods, trade

in services, investments and technology cooperation. Strong

mutual complementarities are driving trade and potential

I

its DREAM RUNTRADE continues

Indo-German

The Indo-German relationship, for India, is one of the strongest bilateral relationships. Germany is India’s eighth largest trading partner and trade, investment, fi nance & technology transfers and collaborations form an important basis for this partnership. The relationship has been going steady for the past few years and India’s bilateral trade with Germany is likely to touch €20 billion during 2012, showing a growth of 11% over the previous year. With such promising prospects in store, experts are of the view that Indo-German ties will continue to grow beyond boundaries.

NISHI RATH

ForewordSEARCH - Supplement December 2012 Beyond Boundaries 15

sectors of trade and investment include

chemicals, textiles, tourism & ICT,

among a wide range.

GERMANY: A GATEWAY FOR INDIAN INC TO EUROPEEconomic growth in India coupled

with sustained and continuous

liberalisation of outward FDI regime

have opened up an attractive space of

global opportunities for Indian firms.

While companies are faced with

increased competition at their home

ground, domestic and overseas success

has put significant slack resources

at their disposal. Encouraged by

government support to outward FDI,

Indian firms have rapidly emerged as

a significant source of FDI. According

to official figures, between March 2001

and March 2010 India’s outward FDI

stock, increased more than 28-fold,

from $2.6 billion to $77.6 billion.

Germany, along with the US and

the UK, has emerged

as a primary target for

Indian FDI. The largest

economy in Europe

provides attractive market

opportunities. And with its

established technological

prowess, high-quality

infrastructure and reliable

institutional setup, Germany

is considered an excellent

investment target by many

Indian firms in their pursuit

of newest technologies

and commercially viable cutting-edge

innovations. Commenting on the same,

Hon’ble External Affairs Minister Shri

SM Krishna had recently stated, “We

are quite optimistic of achieving growth

in our trade with Germany despite the

debt crisis in Europe and the global

economic slowdown. Germany is our

largest trading partner in the European

Union (EU) and our trade with them is

going very strong.”

GERMAN COMPANIES LOOKING FORWARD TO INDIAN REFORMSIndia’s decision to open its doors to

foreign investment in multi-brand

retail and other economic reform

measures has created the perfect

investment climate to attract foreign

players. Besides, German companies

are keen on making long-term strategic

investments in India. The decision to

allow multi-brand retail and also to

attract foreign investment in pension

and insurance are not only attractive

for companies but also create a good

psychological effect on them to invest

further. This, in turn, has led to a good

investment climate and has helped

towards building investor trust and

confidence.

Substantiating the same was the

recently held Asia-Pacific Conference

(APK) of German Business in

Gurgaon, which saw more than 700

CEOs of German companies in India

to explore opportunities. Undoubtedly,

German firms are looking for long-

term strategic investment in India

and German firms like Bosch and

Siemens—which are household names

in India—have created a confidence

in the industry. With India opening

up, the inevitable effect would be that

outside investment would come in,

opine experts.

FUTURE PERFECTAccording to the External Affairs

Minister, Germany is in the best position

to lead the fight against the debt crisis

that had deeply affected some countries

in the European Union (EU). This is

because it had as much stakes in Europe,

which is the most prominent business

destination for other countries, including

India. Taking into consideration that

Germany is India’s most important trade

partner in the EU and 150 German

companies are active in Bengaluru, he

said that his country is keen to further

deepen business ties with India. “An

important step would be the quick

conclusion of a Free Trade Agreement

between the EU and India. We will

continue to work on this,” the minister

stated, adding, “In addition to trade and

economic issues, we discussed thrust

areas between our two countries such

as education, innovation and research

in cutting-edge sectors to enhance our

bilateral relations.” The two-way trade

increased to $110.26 billion in 2011

from $83.37 billion in 2010.

LOOKING BEYOND BOUNDARIESAs the trade ties between the two

countries intensify and more Indian

companies venture abroad,

Germany will become

indispensable for many

Indian firms. Owing to

geographical, cultural

and linguistic distance,

Germany, however ,

continues to be a tough

market for some Indian

firms. Nonetheless, with

careful cultivation, it

is possible to achieve

extraordinary success in this

highly attractive market.

Though some German companies

have been facing turbulence this year

in business, they are positive to bounce

back. As Winfried Heinemann, Dipl.-

Ing, Vertriebsdirektor - Sales Manager,

AWS SCHAFER, aptly concludes,

“Our business has witnessed good

growth in India. We have been doing

business here since the last 40 years.

Although we face some competition

from our Chinese counterparts, we

hope to create more opportunities in

future.”

nisi.rath@network18publishing.com

2010 2011 Annual Growth

Germany’s exports to India 9.28 10.87 17.1%

Germany’s total exports 951.96 1,060.20 11.4%

India’s share in Germany’s exports 0.98% 1.03% 5.1%

India’s ranking as export partner 21 21 -

Table 1: Germany’s exports to India in billion Euros and India’s relative position

2010 2011 Annual Growth

Germany’s imports from India 6.24 7.50 20.2%

Germany’s total imports 797.10 901.96 13.2%

India’s share in Germany’s imports 0.78% 0.83% 6.4%

India’s ranking as export partner 26 25 -

Table 2: Germany’s imports from India in billion Euros and India’s relative position

Innovation And R&D SEARCH - Supplement December 201216

here is a commonality between

aspirin (the medicine), the

electron microscope, the MP3 music

format and LCDs. Any guesses? They

all have been German inventions that

have revolutionised the world. Zillions

of such inventions keep coming to the

fore everyday of the week and German

scientists and R&D experts are always

working towards bettering the present

technologies for a better future. Some

of these inventions happen on a grand

scale and thus people from all across

the globe get to know of it.

Nonetheless, there are numerous

infinitesimally small inventions that

no globe trotter keeps track of. Most

of these inventions have an impact

on our day-to-day lives... inventions

we can simply classify as ‘German

ingenuity’.

INNOVATIONS AT THE HEARTGerman companies, especially SMEs,

which control the financial system, are

out-and-out innovators in themselves.

Innovations done by most German

companies are ideally based on the

characteristic deep technical expertise

of the Germans, which permits even

undersized German enterprises to

come out and be market leaders in

their specific niche segments. These

companies may not be very big in

size but they succeed in the market by

presenting the best available technology

in their particular segment. According

to Martina Stöver, Export Manager,

Authorised Signatory, STAPPERT

Deutschland GmbH, “German

companies are acquainted with the fact

that price is not always the selecting

factor in a buyer’s mind. Germany’s

Excellency status for engineering

brilliance, innovation and R&D

resound that customers purchasing

German goods are characteristically

looking for that little extra—whether

it is cutting-edge technology or the

particular, flawlessly designed part that

cannot be found elsewhere.”

According to a recent study

released by KPMG, Germany is ‘an

international leader in terms of science

and technology industry share of the

total workforce—alongside Holland

and Australia’. Germany, along with

Japan and the US, invest the maximum

amount of their total domestic

production in R&D. Germany was

placed at eighth position among the 139

countries for R&D and innovation in

the World Economic Forum’s (WEF)

‘Global Competitiveness Report 2010–

11.’ According to the WEF, Germany

is the global leader for the capability

for modernisation. Germany also holds

fourth place in the amount spent on

R&D. Lastly, Germany secures the

sixth position in the category of quality

of the scientific research institutions

across the globe.

RESEARCH GREETS INVESTMENTSLast summer, Intel fixed on investing

€12 million ($15.2 million) in the

forthcoming five years in the venture

Intel Visual Computing Institute.

Recently, the same institute started a

cooperative lab with another university

research centre. It is because of these

institutes that Germany is coming up in

the fields of supercomputers. In total,

there are three locations in Germany

that have very fast supercomputers and

these institute labs are among them.

“German companies, in fact, are well

acquainted with the knowledge of high-

performance computing,” adds Stöver.

The global conglomerate, Intel, also,

of late, granted payments amounting

up to $1.4 billion for the wireless chip

business of Infineon Technologies AG

stapled at Munich.

Germany flaunts numerous research

institutes (some of which are famous

T PRATEEK SUR

The investment from Indian fi rms directed towards Germany and vice versa, has been going on a stable course in the past couple of years. As the global market becomes more and more mature, the openness towards bilateral trade between these two nations is also increasing—a fact which is evident from the numerous signifi cant investment projects and also from the positive outlook of Indian subsidiaries towards FDI. As the bilateral trade gates open up amid these two nations more & more fi rms understand the benefi ts of using German technology, their expertise & infrastructure are being adopted by the Indian fi rms for enhancing their R&D competency and innovation assortment. This tendency is promoted by the brilliant growth that most Indian fi rms are witnessing in Germany and vice versa.

Germany: Where Germany: Where innovation comes homeinnovation comes home

ForewordSEARCH - Supplement December 2012 Innovation And R&D 17

globally) and people from all across the

world come in to study there. Institutes

like the Max Planck Society and the

Fraunhofer Society are hotspots for

foreign students flowing in from across

the globe.

FROM THE LABS TO THE MARKETSGerman companies, according to

a recent study, file in for the third

maximum patents (per million workers)

in medium-high and medium-low-

technology fields (after Switzerland

and Sweden). In the high-technology

fields, they stand in the eighth position.

The best part about the German

innovations is that they are good

at transforming innovations on the

drawing board into reality. Germany

is one of the top five nations for the

development and marketing of high

technology. “German scientists are

efficient and, besides Sweden, have

even produced more cost-effectively

viable new developments from a preset

R&D budget,” avers Stöver.

SECTOR-SPECIFIC GROWTHGermany is very strong in execution

and systemising. Their innovations

take the least amount of time to

reach from the labs to the markets.

German companies are fast and good

at cooperating in clusters. They form

good networks which foster innovation,

technology improvisation and product

creation. This is generally applicable

in terms of the chemical, automotive

industry, medical engineering, electrical

equipment industry and mechanical

engineering sectors.

Germany’s precise environmental

rules and regulations have also given

birth to numerous innovations which

come in from the renewable energy to

emissions control and energy efficiency.

German researchers are burning the

midnight oil to make coal a cleaner

and more environment-friendly fuel.

German scientists are also devising ways

to capture carbon from heavy industries

and make them environmentally safe.

The chemical industry is in quest for

oil alternatives, while the automotive

sector is looking out for substitute fuels

such as hydrogen and electricity.

The Government of Germany openly

and actively encourages its researchers

to network globally. Germany has set

up centres for R&D in nations as far off

as Brazil, Russia, India, China, and the

US. The BRIC nations along with the

US & Canada are typically stimulating

collaborator nations for German

players; they are helping Germans in

academia as well as industry expertise.

“Most of these partnering nations

are making noteworthy investments

in R&D, and Germany is always

dedicated to long-term investment in

R&D,” adds Stöver. These centres

were made to help globally renowned

experts and researchers from academic

institutions, industry and government

to come together under one roof and

help in the betterment of all nations

on the whole. This also helps enhance

the communication between various

nations, especially on the critical

challenges which the 21st century poses

before all the nations. “Innovation is

bettered by teamwork. Germany brings

the greatest scientists and researchers

together and plays catalysts to ensure

better innovation and R&D,” asserts

Stöver.

PARTNERING FOR A BETTER FUTUREGlobal researchers and international

investors find an optimistic partner in

Germany. Germany helps by being

a facilitator for collaboration among

researchers, industry players and

investors. The German Government

supports R&D with strong monetary

assistance. The Government of

Germany launched the ‘High-Tech

Strategy’ in 2006. This helps to gather

funds amassing to a sum of about €4

billion a year just directed for R&D,

which also includes money in the

form of grants. Their government, on

the whole, spent a total of about €12

billion on R&D in 2009. This amount

is growing every year.

prateek.sur@network18publishing.com

The chief fi nancial support for R&D comes from the private sector. Businesses fi nanced 68% of R&D spending way back in 2007 and this quantity increases year by year. The German regions of Braunschweig and Stuttgart lead the EU in R&D concentration or R&D spending as a percentage of GDP. Moreover, Germany had 11 regions among the top 25 for R&D concentration in 2006–07. Germany has an R&D concentration level of 2.54%; putting it in the top 10 among urbanised and developed nations.Venture capital in Germany is fairly thin—a prime reason that the government and private companies account for so much of R&D. This also helps foreign investors to have a better opportunity to harp on. On an average, in Germany has 33 to 41 ‘business angels’ per million inhabitants that is way more than anywhere else in the world.Many high-tech start-ups German fi rms have had fairly great success. SAP AG was started by fi ve Germans in 1972, and presently, it is one of the world’s largest software companies. SAP AG employs almost about 50,000 employees in 50 different nations. The German ideologies, and government processes, have been supportive of industrial exports. “Innovation is a chief part of an export economy. Innovation helps create a response loop where strong exports profi ts from innovation and innovation profi ts from physically powerful exports. They are like two sides of the same coin and feed on each other. It is the government’s zeal and enthusiasm towards innovation and R&D that have helped Germany keep a strong industrial base even at times when it was a high-wage country,” Martina Stöver, Export Manager, Authorised Signatory, STAPPERT Deutschland GmbH.

FUNDING FOR R&D

Key Industrial Segments SEARCH - Supplement December 201218

ndia’s emergence as one of the fastest growing

economies and Germany already being an established

hub for developing state-of-the-art technologies &

solutions, has led to the formation of the most successful

partnerships for both the countries. Today, Germany is one

of India’s biggest trading partners in Europe and globally,

the country ranks fifth as India’s biggest trading partner. The

bilateral trade between India and Germany has more than

doubled over the last five years to reach nearly US$23.64

billion last year. In addition, Germany has also been an

important source of Foreign Direct Investment (FDI) in India.

During 1991–2010, the cumulative FDI from Germany stood

at US$ 3.75 billion. In the period April–November 2010,

Germany was the eighth largest investor in India with FDI

inflows of US$ 104 million, constituting approximately 2%

share of the total FDI inflows into India.

In the case of exports and imports, Indian exports

grew by over 19.5% to reach €5.66

billion, while the country’s imports

from Germany registered an increase

of over 16.4% to reach €8.36 billion.

Indian corporate leaders have been

equally enthusiastic about investing

in Germany. Given the natural

synergy that exists between the two

countries, Indian corporate entities

have invested over US$6 billion in Germany. And

Indian industry majors such as Tata Motors, Bharat

Forge, Suzlon, Mahindra & Mahindra, Wipro and Infosys

have all established their base in Germany. There are

215 Indian companies active in Germany employing over

24,000 people.

Commenting on the importance of the Indian market for

German companies, Mitesh Shah, Development Manager

– Globalisation Services, SAP Labs India Pvt Ltd, informs,

“The Indian market is very critical for German companies,

because India is currently one of the fastest growing economies

in the world. This opens up huge scope for businesses.”

Besides, the technologies that German companies provide are

a perfect blend between a developed and a developing country

that would foster growth and development, he adds.

SECTORS GAINING FROM PARTNERSHIP About 65% of German manufacturing

companies already have their presence

in India. In order to further strengthen

co-operation, India and Germany

have formed a Joint Commission on

Industrial and Economic Cooperation

that meets once every two years at the

level of Finance Ministers. Further,

these two nations have also created

I ARINDAM GHOSH

Strengthening Economic Ties

The bilateral trade between India and Germany has more than doubled over the last fi ve years to reach nearly US$23.64 billion last year. Further, it has been estimated that the trade between India and Germany will touch $30 billion by 2014. However, the global economy is currently tackling the Eurozone crisis and the Indian economy remains largely unaffected. All this coupled with Germany’s technological prowess has created a lucrative opportunity for German companies to establish base in India. Under such a scenario, industry verticals like electrical appliances, industrial machinery, automobiles & auto components and renewable energy have the potential to strengthen the partnership and enhance the bilateral trade beyond the projected fi gures.

Today, India no longer remains a mere recipient of technology or

investment. The country is taking various initiatives to develop itself as an equal partner in terms of offering

quality, reliable and cost-effective solutions.

ForewordSEARCH - Supplement December 2012 Key Industrial Segments 19

working groups for various other

important sectors such as automobiles,

coal and infrastructure. In India, Pune

is a major hub of Indo-German joint

ventures in the manufacturing and

service sector with more than 250 joint

ventures already operational in the city.

Some of the major industrial sectors

that have gained immensely from the

partnership include:

AutomobileThe German automobile industry

is the largest in Europe. Over a

period of time, German cars have

emerged as one of the largest selling

vehicles under the luxury car segment

on Indian roads. The automobile

industry offers huge scope of

collaboration between the two nations.

In a bid to further strengthen the

collaboration, the Indian Government

has also cleared a national mission

for electric mobility to promote the

manufacturing of electric or hybrid

vehicles in the country. The step

is going to play a critical role in

developing electric vehicles. Currently,

there are about 1,500 electric vehicles

operating on German roads. By 2020,

Germany aims to have at least one

million electric vehicles

operating on the roads.

Offering a perspective

on the same, Michael

Poznanski-Eisenschmidt,

Dipl. Ing., Director

– Technical Office,

Volkswagen India Pvt

Ltd, explains, “Given the size of the

Indian automobile market, it is very

important for us. We believe, for

a company to be successful in any

country, it needs to understand the

market there and offer quality solutions

according to the needs of the customers

based in that region. This theory has

been followed very strongly by German

companies and has heavily contributed

to the success of German companies

in India”

He adds, “At Volkswagen, we have

always developed according to Indian

conditions and that is why our products

are highly accepted in the Indian

market. We have experienced good

growth in the market.”

Industrial machinery and electrical appliancesIndia’s demand for machinery and

electrical equipment from Germany

forms about US$4.5 billion of the total

US$10 billion imports for the sector. In

the case of electronics, India is growing

rapidly in the electronic manufacturing

service providers and semi-conductor

manufacturing. Given the situation

where the market is huge for electronics

in India, collaborating with the German

technical know-how, can lead to the

development of competitively priced,

better quality solutions. The overall

Indian electronics industry was at about

€29.2 billion and is expected to grow at

a fast pace in the coming years.

Renewable energyIn 2025, Germany will be the world

leader in green energy. Currently,

German cities are among the greenest

in Europe. And for a country like

India where there is a big gap between

the demand and supply, developing

renewable energy in India is very

important. In a move to promote the

development of renewable energy,

the German Government-owned

development bank KfW signed a

loan agreement worth €250 million

(approximately `1,600 crore) with

the Indian Government in 2011.

The concessional loan will finance

a 125-MW solar PV power plant

to be constructed by Mahagenco at

Shivajinagar, Sakri, in Maharashtra’s

Dhule district with the option for

further expansion by 25 MW.

Further, the Jawaharlal Nehru

National Solar Mission (JNNSM) has

provided ample of scope for German

technologies to find applicability. The

project aims to develop 20,000 MW

of solar power by 2022. Undoubtedly,

this sector offers several opportunities

in terms of collaboration between both

the nations. The importance of using

and implementing renewable energy

in various activities is fast catching up.

Commenting from the renewable energy

perspective, Shah said that there is

immense scope for the implementation

of German technologies to develop

renewable energy, especially from solar

and wind.

THE PARTNERSHIP IS BRIGHT & SUSTAINABLE Leveraging on their respective strengths

is the key for Indo-German ties to

flourish. In terms of the competitive

advantage that India offers German

companies, Eisenschmidt states, “India

is a very dynamic market and Indian

workers are technologically strongly.”

Agreeing with the viewpoint, Shah

adds that the growth of Tier II and

Tier III cities in India offers German

companies lucrative opportunities.

Besides, there is easy availability of

skilled manpower. Further, some of

the major advantages to

do business in Germany

include favourble business

climate, availability of state-

of-the-art technology and

its geographical location,

among other factors.

Today, India no longer

remains a mere recipient of technology

or investment. The country is taking

various initiatives to develop itself

as an equal partner in terms of

offering quality, reliable and

cost-effective solutions. Additionally,

India’s strong ties with Germany offer

dual advantages—it can provide an

edge to India’s offering and, at the

same time, open up business scope

for Germany. This, in turn, would

lead to the formation of a sustainable

win-win partnership.

arindam.ghosh@network18publishing.com

The Indian market is very critical for German companies, because India is currently one of the fastest growing economies in the world. This opens up huge scope for businesses.Mitesh Shah, Development Manager – Globalisation

Services, SAP Labs India Pvt Ltd

Growth Avenues SEARCH - Supplement December 201220

T PRATEEK SUR

Bringing Germany to Budding IndiaDoing business in India is one of the most Quixotic career options that any foreign individual can choose. Let us shed light on how trouble-free or complicated it is for a foreign entrepreneur to start and run an SME business while abiding by the pertinent rules and regulations required to be followed for setting up base in India.

he economic pendulum is slowly and swiftly swinging

towards the rapidly developing nations, like India.

Venture capital abundant nations, like Germany, are willing

to come forward and invest in India, which is proud of

its transparent market setup. The Indian industrial sector is

experiencing its own paradigm shifts, reflecting a growing

globalised world.

According to Frank Funke, Technical Sales Manager,

SCHOLZ Maschinenbau, “The globalisation of the Indian

industrial sector ranges from worldwide fund-raising and

cross-border investment, to exits on foreign stock exchanges

or foreign acquisition.” Foreign companies are breaking

the boundaries and trying to venture into places where

the land is well known to them but the policies unknown.

They are partnering with Indian firms or at times buying

out an Indian firm and starting up their business set up

with the available labour force and the executive expertise

of the existing people. This expansion is helping companies

bring varied colours into their portfolio and making their

products more accessible to the Indian markets. Companies

are analysing the trends in India and then fund-raising their

ventures from their home-country investors. Germany is one

such nation which is up and about in the various investment

patterns between their mature & emerging venture market

and the geographical & demographical advantage provided by

India. By doing so, these German companies are getting good

funding from their parent companies, back in Germany. They

are not only expanding at a very fast rate in India but are also

funding the new sources going forward.

MAJOR CONCERNSThe major concerns for most of the German companies setting

foot in India can be measured by tracking the changes in

regulations affecting 10 areas in the

life cycle of a business—starting a

business, dealing with construction

permits, getting electricity,

registering property, getting credit,

protecting investors, paying taxes,

trading across borders, enforcing

contracts and resolving insolvency.

The companies coming to India are

presented with quantitative indicators on

business regulations and the protection of property

rights that can be weighed against the same across

183 nations round the globe. The indicator, that help

German companies come forward to India, are used to

analyse economic outcomes and identify what reforms have

worked, where and why.

However, Michael Kohnle, MD, KOHNLE Gmbh,

explains, “The business methodology in India has

limitations”. Companies looking to invest in India are

concerned about certain important issues. These include:

Economy’s proximity to large markets

Quality of its infrastructure services (other than those

related to trading across borders and getting electricity)

Security of property from theft and looting

Transparency of government procurement

Macroeconomic conditions or the underlying strength

of institutions.

THE GENERAL NORMMost of the German businesses submit to a precise type of

working module, generally a local limited liability company

operating in the largest business city. They join hands with

the local company to give them an initial start up for a better

future in India. This is because of the usual assumptions

that the German companies are catering to in India such

ForewordSEARCH - Supplement December 2012 Growth Avenues 21

as data collection, comparisons and the

various benchmarks set here which are

valid across the other world economies.

The data collected by companies

not only highlight the degree of

impediments to doing business in

India; they also help recognise the

source of those hindrances. They also

help by supporting policy makers in

designing regulatory reform for foreign

companies willing to invest in India.

POLICIES AND REGULATIONSIndian policy makers are trying to

better the state of the Indian economy

by improving the rules and regulations

of the environment. Elaborating further

on the same, Kohnle adds, “The policy

makers should also compare the Indian

rules and regulations with the regulatory

environment in other economies,

thereby making the required changes so

that the specific countries are catered to

and they do not have a problem starting

their business in India.”

GERMAN FDI: TOP SECTORSIn the last fiscal year, the German

investment in the services sSector went

to an all-time high with investments

of US$45.76 million. This inflow of

German money from the services sector

took up nearly 23% share of the total

FDI inflows from Germany. This data

was closely seconded by the chemicals

(excluding. fertilisers) sector and the

prime movers (excluding electrical

generators) sector which stood at the

second and third positions respectively in

terms of the FDI inflow from Germany.

While chemicals accounted for a 13.4%

share with investments worth $26.80

million, prime movers accounted for

$15.7 million of total investments with

a share of nearly 7.9%.

Consultancy Services ($13.11 mil.,

6.56% share) and Railway-related

components ($10.49 mil., 5.25%)

were the fourth and fifth most

important areas for investments from

Germany during the last financial

year. The more the investment from

Germany, the more indication towards

the fact that the investments are more

diversified and spread evenly over all

categories.

THE TRADE ENVIRONMENTInitially, for business start ups a formal

registration of companies has numerous

instant advantages. The benefits are for

company owners, employees and also

customers. Resources are taken into

account by the companies as many

stockholders come together for starting

the enterprise.

According to Kohnle, “Companies

that are formally registered always have

better entrée to services and institutions

from courts to banks. They are also

better accepted by the new markets and

the new customers. The employees can

also benefit a lot from the protections

provided by the law.”

The limited liability companies

enjoy better benefit from the others in

the same field. All of them limit the

fiscal accountability of an enterprise

to the specific investments. This

helps to protect the personal assets of

German companies trying to invest in

India. Thus, they can heaving a sigh of

relief thinking that their money is not

at stake. If the registration processes are

simple enough for German companies

to set up their businesses then in all

possibilities it would create better jobs

for the labour force in India and also

generate more revenue for the Indian

Government.

GOVERNMENT TO THE RESCUEGerman companies measure the ease

of starting a business in an economy

by recording all procedures that are

officially required or commonly done

in practice by an entrepreneur to start

up and formally operate an industrial

or commercial business—as well as the

time and cost required to complete these

procedures,” comments Funke. German

companies also trace the paid-in least-

amount money that entrepreneurs must

submit before registration (or within 3

months) to the governing organisation.

The government authorities issue the

licence for to do business in India

based on the four prime component

indicators—procedures, time, cost and

paid-in minimum capital requirement.

The Indian Government assures that

all information is readily available to

the entrepreneur. They also maintain

the identity secretive so that there are

no issues of being biased towards any

company in specific. The government

also ensures that all government and

non-government entities concerned in

the process always function without any

bent towards corruption.

WHAT DOES THE FUTURE HOLD?German companies are willing to come

to India and set up companies here.

The government is opening up to them

but the process is very slow. There are

rules and regulations, but, at times,

they are made very stringent and tough

to follow; thereby losing out on the

German investors. Pune has become a

new hub for German companies coming

to India as most of them have set up

their manufacturing plant in or around

Pune. There is a flight directly from

Frankfurt to Pune without stopping at

any other place for facilitating better

transport for the German people to

come to India and do business. The

future seems to be very bright for any

budding entrepreneur in Germany who

wants to invest in a company in India.

While the government’s action may

not be instant, they are not averse to

progress.

Assumptions that are mandatory: A limited liability company;

located in the largest business city

Conducts general commercial or industrial activities

Has a start-up capital of 10 times income per capita

Has a turnover of at least 100 times income per capita

Does not qualify for any special benefi ts

Does not own real estate Is 100% domestically owned

Business Basics SEARCH - Supplement December 201222

ermany offers an attractive investment climate. It has

a well-established system of arbitration of commercial

disputes, and enforces (through its courts) arbitral awards.

Germany has introduced various incentives and other special

conditions to encourage investments in eastern Germany.

POLICY INITIATIVES FOR INDIAN COMPANIES WANTING TO INVEST IN GERMANYStrategically positioned at the heart of

Europe and a key player in both the EU

and NATO, Germany has the fifth largest

economy in the world. Its strongest exporting

sectors—chemicals, vehicles,

machinery and household goods—set standards of quality and

efficiency not just within Europe but globally, making doing

business in Germany a priority for international organisations

worldwide. Germany has various specific incentives and

regional programmes for the industry. In the west, this applies

particularly to high-tech industries with strong orientation

towards research and development. Programmes in the east

are less specific, in line with the more general aim of overall

economic support. Companies benefitting from programmes

receive incentives and other support on fulfillment of specified

conditions, most of which are negotiated individually and

usually include a guaranteed minimum employment level.

Apart from duty-free areas of ports and airports, there are no

free-trade or similar zones within Germany; neither are there

economic zones with their own special privileges. Similarly,

there is no specific industry encouragement, although there are

certain activities, such as in renewable energy generation, that

find official support. Perspective investors from India can take

advantage of full range of consulting services readily available

in Germany at all levels of sophistication. There is thus no

hindrance to obtaining in-depth marketing information,

initiating searches for potential investment targets. Information

is freely available from various government departments/

agencies and other authorities.

MEASURES THAT INDIA CAN ADOPT FROM GERMANY MSMEs and SMEs will play a significant role in the

industrial growth of our country. The penetration of

automation products has been low as only large manufacturers

have been using it, but small and medium players could

draw significant benefit by automating. The automation &

mechanical industry will experience significant increase in

demand in the years to come. Understanding the public policy

and market forces that shape the manufacturing landscape is

essential to winning in the global economy. The ability of a

company to be competitive in the market place is not about

advertising or lower prices. It is about a company that has

vendors as partners and employees who own the process,

as well as a marketing system that completely exceeds the

customer’s expectations. It is this passion for excellence that

requires constant improvement, innovation and deep rich

relationships. ‘Excellence’ and ‘world-class’ are not slogans,

they are attributes of the finest and most successful businesses.

Germany has a long-standing tradition in vocational training.

By constantly improving and adapting the education and

training systems to meet the current requirements, Germany

now has one of the most efficient training systems in the world.

This system is characterised by its strong practical component,

its close alignment with the business community and the job

market, as well as the integration of professional, social &

methodical competencies and skills. The cooperation between

German and Indian partners can take many forms. German

training services range from consulting services and standard

education courses to tailor-made in-house trainings. The wide

range of services lays strong emphasis on employability.

Further, R&D plays an important role in Germany. The

companies invest around 4–5% of the profit in this. Focus on

R&D and global experience of the German manufacturers

helps to give this technological edge to ‘Made in Germany’.

Also, the interaction among the industry and R&D as well

as educational institutes in Germany is quite intensive. The

Indian companies could take a clue from this and adopt such

business policies.

Email: vdmaindia@eth.net

G

‘MSMEs & SMEs“The ability of a company to be competitive in the marketplace is not about advertising or lower prices. It is this passion for excellence that requires constant improvement, innovation, and deep rich relationships. ‘Excellence’ and ‘world-class’ are not slogans, they are attributes of the fi nest and most successful businesses,” informs Rajesh Nath, MD, VDMA India.

will play a significant rolein the industrial growth of our country’

ForewordSEARCH - Supplement December 2012 Trade & Commerce Opportunities 23

s India moves into the league of developed nations, it

is increasingly looking at seeking European-stamped

technologies and solutions. This, in turn, has created huge

opportunities for Germany, which has expressed active

interest in sharing its intellectual skills with India. The ‘Made

in Germany’ brand has always been a symbol of quality,

reliability & precision and both the countries have made

massive efforts to strengthen bilateral co-operation. Today,

Germany is India’s most important trading partner from

the European Union and the two countries have the largest

co-operations in the field of machinery, heavy vehicles,

electrical appliances, etc. Further, due to the presence of a

good financial regime in the country, the Indian subsidiaries

of parent German companies have delivered better results as

compared to their counterparts. This has helped boost FDI

between Germany and India.

GERMANY: OFFERING BUSINESSES AN EDGE Germany’s economic policies enhance a broad and competitive

industrial environment with a strong focus on innovation.

With an exceptional business climate for investments, most

companies operating in the country across various sectors

have been highly successful. In terms of regulatory reforms,

the legal environment is highly transparent and reliable.

Individual rights & property are protected and the laws are

stringently followed. Further, Germany has a robust and

supportive taxation system along with a strong incentive

regime, which allows the business to thrive. In addition,

Germany has taken a lot of initiatives towards constantly

improving the education and training system to meet the

current industry requirements. The country now has one of

the most efficient training systems followed in the world. The

training system is an integration of practical approach, close

co-ordination with the business community and the market’s

needs. Further, unlike India, the country has energy security.

EFFORTS MADE BY INDIA Maharashtra, with 57% share of German investments,

A ARINDAM GHOSH

Good economic growth rate, well regulated fi nancial system, large market size and increasing purchasing power are some of the factors that have helped catapult India to emerge as one of the most lucrative business destinations for global investment. However, setting up a business in India requires considerable time and effort as compared to some of the other countries. Germany, on the other hand, has always remained a favoured business investment region as it offers state-of-the-art infrastructure, competitive tax & incentive system and open & free market for almost all sectors. Besides its geographical location, the country offers active co-operation in science, research & technology, which are critical factors that facilitate growth and development.

Trade & Commerce Opportunities SEARCH - Supplement December 201224

remains the most attractive destination

in India. While Pune has been the

hotbed for German investments,

Karnataka and Gujarat are other

important destinations. Of late,

southern states like Tamil Nadu and

Karnataka are gaining popularity

owing to the conducive investment

environment they offer investors. As

per the database on registered German

companies with the Indo-German

Chamber of Commerce (IGCC), there

are 1,280 German companies in India,

which have created more than 200,000

jobs. In Germany, the state of Hesse

has attracted the highest number of

Indian subsidiaries with 29% followed

by North-Rhein Westphalia, Bavaria

and Baden Württemberg.

German organisations have several

options to set up operations in India

through various modes—100%

subsidiary; a branch or liaison office; or

a joint venture or merger with a local

company; or its acquisition. Foreign

companies can set up their office in

India after approval from RBI. However,

the company needs to register with the

Registrar of Companies for obtaining

approval to establish business in India.

Further, as part of the initiatives taken

by the policy makers in both countries,

India and Germany have formed a

Joint Commission on Industrial and

Economic Cooperation that meets once

in every two years at the level of Finance

Ministers. Further, these two nations

have also created working groups for

various other important sectors such

as agriculture, automobiles, coal and

infrastructure. Further, in terms of

FDI, the government is constantly

opening up various sectors to attract

investments. The impressive growth in

partnership has been possible primarily

because of strengthening one of the

major industrial verticals, viz., the

manufacturing and engineering sector.

Some of the specific initiatives taken in

this direction, among others, include:

• Removal of tariff protection on

capital goods

• Reduction of custom duties on

various industrial machinery

• Introducing the National

Manufacturing Policy

• Making FDI norms flexible.

ROLE OF INDUSTRY ASSOCIATIONSKarnataka and Maharashtra were found

to be most important source regions

of Indian FDI in Germany (33%

each), followed by Delhi (20%) and

Tamil Nadu (15%). Here, industrial

associations like German Engineering

Federation (VDMA) and IGCC along

with CII have played an important

role in this regard. For instance, they

have played a critical role in facilitating

the process of setting up a business in

either of the countries. Besides, they

are involved in several activities such

as organising trade fairs & exhibitions

to promote India and Germany as

investment destinations.

FOLLOWING GLOBAL BEST PRACTICES HOLDS THE KEY As the Indian economy is projected to

become the second largest economy

after China, there is ample of scope

for Indo-German co-operation to

grow further. However, for German

companies to grow in India, a detailed

understanding of the regulatory

framework in the country will play a

key role in determining the success

of the company in India. Further, it

is also critical for Indian policy

makers to imbibe some of the best

practices followed globally, which will

allow German companies to operate

freely and expand its business

without much restriction and more

importantly, protect its business interest

in India.

arindam.ghosh@network18publishing.com

India’s trade with Germany

CII Report - India-Germany Economic Cooperation

India’s trade with Germany:USD Billions

\Year 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010

EXPORT 3,586.12 3,984.81 5,121.53 6,388.54 5,412.86

%Growth 11.12 28.53 24.74 -15.27

%Share 3.48 3.15 3.14 3.45 3.03

IMPORT 6,023.63 7,552.64 9,884.83 12,006.02 10,318.85

%Growth 25.38 30.88 21.46 -14.05

%Share 4.04 4.07 3.93 3.95 3.58

TOTAL TRADE 9,609.75 11,537.45 15,006.36 18,394.56 15,731.71

%Growth 20.06 30.07 22.58 -14.48

%Share 3.81 3.70 3.62 3.76 3.37

Source: www.commerce.nic.in

ForewordSEARCH - Supplement December 2012 Opinions & More 25

L

It is important for India toopen the market and economy

“If a country like India has to grow at the rate of 8–9% annually, it cannot attain this growth fi gure only through the domestic market. For this, FDI is necessary,” avers Ulrich AckermannUlrich Ackermann, MD – Foreign Trade, VDMA and Rajesh NathRajesh Nath, MD, VDMA India, during an exclusive interview with Arindam GhoshArindam Ghosh. Bringing in both the perspectives viz global and Indian, these two experts share the mantra for harnessing successful trade ties. Excerpts…

AYING A STRONG FOUNDATION FOR A SUCCESSFUL INDO-GERMAN PARTNERSHIP

Ulrich Ackermann: India and Germany have shared strong

traditional ties for centuries. Besides, the two countries are

culturally close as they are both part of the Indo-Aryan culture.

This could certainly be viewed as one of the biggest reasons

for a successful Indo-German partnership. Further, in terms

of language, Germans do not face any linguistic barriers when

communicating with Indians in English. This is one of the

biggest advantages. Also, ‘Made in Germany’ products enjoy

huge amounts of respect globally not only because they are high

in terms of quality & functionality but also because they are

durable, reliable, eco-friendly and ensure customer satisfaction,

among other factors. Over time, this acquired goodwill has

allowed ‘Made in Germany’ products and German companies

the opportunity to firmly establish their base in India.

Also, from the technology point of view, Germans invest

a lot in R&D, which has helped them gain a leading edge.

Talking of investments, we

have noticed that, German

businesses always have a

long-term interest. Indians

understand this mindset

of Germans and hence,

have the confidence to

do business with German

companies. These are some

of the major reasons which

have contributed immensely

to the development of a

strong and successful Indo-

German partnership.

KEY CO-OPERATION AREASUlrich Ackermann: Germany has traditionally

been an industrial country

having a very strong

engineering base. This is

very well reflected in the

figures. If you observe, the

top five sectors of German machinery have already made their

presence felt in India. The first is traditional or mechanical

power transmission. This includes gears, couplings, bearings

and everything else that is related to mechanical power

transmission. The next is material handling technology,

machine tools and textile machinery followed by construction

machinery and equipment. It is critical to note here that

machine tools have been an important industry vertical in this

partnership because of its application across various sectors.

Also, one cannot rule out the role of R&D that has helped

Germany deliver the best technological standards. This,

in turn, enables Indian companies to develop high-quality

products, thereby making them globally competitive. I would

like Rajesh to give an Indian perspective.

Rajesh Nath: Sure… One of the most upcoming industrial

segments is food processing and packaging industry. In

India, in terms of percentage, processed food comprises less

than 5%, but, in Germany, it is about 70–75%. So, there is

Opinions & More SEARCH - Supplement December 201226

a lot of potential for processing food

in India. Moreover, processing goes

hand-in-hand with packaging, which is

a must when it comes to storing the

product hygienically and also while

transporting the product. Around five

years ago, the German export for food

packing and processing machinery was

only €5 million. In 2011, the figure

rose to around €100 million. Thus, it is

clearly evident that there is considerable

demand for state-of-the-art technology

and quality machining. Even in the

mining machinery segment, Germany

has been traditionally strong. Currently,

the export of German machinery to

India in this sector is to tune of about

€80 million. Around five years ago,

this figure stood at approximately

€30-32 million. Also, there are a

lot of initiatives taken in India to

develop renewable energy. This offers

huge scope for co-operation between

Germany and India as Germany has

a stronghold in wind energy. Taking

a step in this direction, Siemens had

established a plant in Chennai, which

caters exclusively to gearboxes for wind

mills. It is the only manufacturer of

gearboxes for wind mills.

EUROZONE CRISIS: AN OPPORTUNITY?Ulrich Ackermann: The Eurozone

crisis has slowed the growth process in

the southern region of the EU at the

moment and the European nations are

struggling with this scenario. But if we

examine the situation closely, we would

realise that the problem started with

Greece, which contributes a mere 5%

to the GDP of the EU. Thus, it is not

a real crisis for the region. Nonetheless,

most countries have tightened their

spending and are taking various

initiatives to ensure that such economic

scenarios are avoided in future. Further,

the whole world is going through a

recessionary phase, which has worsened

the crisis to some extent. To tackle this

scenario, some strict measures have

been taken by the stronger economies

of the EU members like Germany and

France. Germany is one of the leading

countries which is playing an important

role in helping the entire region come

out of this economic situation. With

so many initiatives taken, I think it is

only a matter of time when the EU will

come of out this crisis.

A noteworthy factor here is that

despite the crisis, Germany has been able

to deliver a growth of 1–1.5%, which is

not a bad for a developed economy like

Germany. In the context of the Indian

Rupee, the currency has weakened quite

considerably to the Euro. This has led

to a condition where the exports from

Europe or Germany, in particular, to

India have become costlier for Indian

companies. Herein is a good potential

for India and Germany to work together.

KEY LEARNINGS TO IMBIBEUlrich Ackermann: Firstly, India needs

to open its market and economy because

an open economy will automatically

attract foreign investments. Besides,

if a country like India has to grow at

the rate of 8–9% annually, it cannot

attain this growth figure only through

the domestic market. For this, FDI is

necessary. This move will not only help

India attract investments but will also

create more jobs. FDI will lead to the

creation of new jobs as well as increase

the business prospects for a company.

Further, it may also help Indian

companies grow in scale. All said and

done, the Indian Government, in recent

times, has taken a lot of initiatives to

open up the economy. Germany, on the

other hand, has a favourable business

climate because it has an open policy.

The country welcomes FDI and is open

for investments in all industrial sectors.

Rajesh, would you like to add to this?

Rajesh Nath: Yes, thank you, Ulrich....

For instance, in the case of imports,

Germany does have very low customs

duties. However, in India, there is a basic

customs duty of about 7–7.5%, which is

an impediment for imports. Secondly,

setting up a business in Germany takes

less than 20 days, whereas the process

of setting up a company in India

takes about a minimum of 50–60 days

owing to factors such as bureaucratic

hurdles. But the government is taking

active steps in this direction, which I

think will prove to be beneficial to the

economy to a large extent.

CRITICALITY OF EDUCATIONUlrich Ackermann: One of the strong

points of Germany is the dual system.

Here, a young student attending a

company is exposed to theoretical as

well as practical training. A similar

model should be created in India as

well. Over to you, Rajesh...

Rajesh Nath: According to a study,

a mere 15% of graduates are directly

employable; the remaining require

further training or need to go through

more skill enhancement programmes.

The Indian education system is theory

oriented. In the light of this backdrop,

the government’s National Skill

Development programme is a boon

in this direction. Nonetheless, there is

need for more participation from the

industry for improving ITIs in India.

MESSAGE TO GERMAN COMPANIESUlrich Ackermann: German companies

need to look into three important

aspects before establishing their base

in India. Firstly, German companies

need to come to India with a long-term

vision. You have to be very patient in

India, because the returns may not be

immediate. Secondly, companies that

have been able to sustain the initial few

years in the market, have been able to

establish themselves well in the country.

Take, for instance, Festo. The company

has been in India for the last 20–25

years. Thirdly, you have to have the

right mix of local management as well as

expats. Initially, the company may have

a German head for sometime, but later,

the responsibilities need to be given to

Indians, which can be productive for

the firm. For instance in India, Indians

would understand the local conditions

and would be able handle some of the

scenarios much better than expats.

arindam.ghosh@network18publishing.com

ForewordSEARCH - Supplement December 2012 Opinions & More 27

By 2020, IndiaBy 2020, India is likely is likely to be among the to be among the top three top three marketsmarkets for for passenger passenger cars, commercial vehiclescars, commercial vehicles“There is hardly a better way to build a good foundation for a long-lasting friendship and partnership than motivated people that understand both sides of the world and do their bit to drive co-operation forward,” avers Dr Wilfried Aulbur, Managing Partner & CEO, Roland Berger Strategy Consultants Pvt Ltd, during an interaction with Suprita Anupam. Excerpts….

CREDENTIALSIn his role as Managing Partner & CEO, Roland Berger Strategy Consultants Pvt. Ltd., he works on issues of strategic relevance such as market entry into India as well as out of India into second and fi rst hemisphere markets, product portfolio optimisation, M&A, etc. Besides strategy, his work in India is focussed on operations such as lean manufacturing and operational performance improvement or restructuring. Prior to his work with Roland Berger, Dr Aulbur, the MD and CEO of Mercedes-Benz India, was responsible for the passenger cars, trucks and buses. He has held the roles of Chairman/VC of SIAM as well as President of Indo-German Chamber of Commerce. Besides having worked in India for 8 years, he has 10-year experience in the US as well as substantial work experience in various European markets.

Opinions & More SEARCH - Supplement December 201228

G ERMAN CONTRIBUTION TO THE TECH-REVOLUTION IN INDIA...

German companies have already

shown their commitment to the

Indian market; Siemens and Bosch

are two eminent examples. They have

been consistently trying to provide

customers in the Indian market the

right product, which is reasonably

priced, without compromising on

quality. Besides this, in the recent

years, India has begun to play a critical

role not only as a market, but also

as an R&D hub. Take, for instance,

the 6,000+ strong R&D centre of

Bosch or Siemens drive towards

SMART engineering.

INITIATIVES NEED TO BE TAKEN BY THE INDIAN GOVERNMENT LIKE THEIR GERMEN COUNTERPART BMZ…It took some time for German officials to

understand the important role that they

must play in supporting German trade

abroad and in securing German jobs

at home. Today, German companies

get support from the government and

typically enjoy good support from their

embassies as well. The Chambers of

Commerce have played a relevant role

in supporting German businesses and

in providing a platform for networking.

Similarly, the Indian Government

can play an active role in securing

market access, facilitating network

and economic ecosystem development

in foreign countries besides promoting

India and Indian companies as

highly capable players in a complex

global environment.

KEY SECTORS TO BE IMPELLED VIA THE INDO-GERMAN BILATERAL

TECHNOLOGY TRANSFER There are obvious opportunities

for larger engagement in areas

where competition currently is not

fully feasible (for e.g., in retail or in

insurance). Significant opportunities

also exist in the aerospace and

defence as well as green sectors

(water, waste, wind, solar, etc.) where

Germany has clearly established its

strength and India offers significant

opportunity. In return, Germany

can benefit from Indian frugal

engineering (for e.g., in the medical

devices space).

YOUR COMMENTS ON THE UNEVEN CLUSTERING OF THE INDIAN AUTOMOTIVE INDUSTRYManufacturing is a complex process

in general and even more so for

complex products such as automotive.

As a consequence, you need, among

other things, a critical size/ecosystem

in terms of capable suppliers, well-

qualified employees and focussed

R&D organisations, among others,

to enable state-of-the-art automotive

manufacturing. Proactive government

policies have led to a situation where

currently Pune, Chennai and NCR

are dominant as far as automotive is

concerned. However, Gujarat is fast

catching up and other states such as

Andhra Pradesh are vying for an

opportunity to attract the automotive

industry.

INDIAN AUTOMOTIVE SECTOR FIVE YEARS DOWN THE LINE…India’s demand for individual luxury

and its increasing consumption will

drive the growth of both passenger

cars and commercial vehicles. By

2020, India is likely to be among

the top three markets for passenger

cars, commercial vehicles, two-wheeler

and three-wheelers. It is a market that

nobody can ignore.

YOUR PERSPECTIVE ON INDO-GERMAN PARTNERSHIP POISED TO GROW BEYOND INVESTMENTSAs far as Germany’s partnership

with India is concerned, we have

barely scratched the surface. Germany

will—assuming that government

policies will remain market focussed—

remain one of the leading economies

in the world; India will continue to

scale the ladder to become one of the

global giants. There will be opportunities

to work and grow together. One

important step to improve and

deepen relationships is exchange of

students and professionals. There is

hardly a better way to build a good

foundation for a long-lasting friendship

and partnership than motivated

people that understand both sides of

the world and do their bit to drive

co-operation forward.

suprita.anupam@network18publishing.com

Favourite Indian preparationDal Makhni

Favourite Bollywood movies… Morning Raga, Three Idiots

Favourite artists (painting) Anjolie Ela Menon and SH Raza

Favourite music band…U2, Police, Three Doors Down, Nickelback, Cranberries are among my favourite music bands.

Your hobbies and interests...My hobbies and interests include reading, traveling, history and politics.

UP CLOSE & PERSONALUP CLOSE & PERSONAL

In the recent years, India has begun to play a critical role not only as a market, but also as an

R&D hub. Take, for instance, the 6,000+ strong R&D centre of

Bosch or Siemens drive towards SMART engineering.

ForewordSEARCH - Supplement December 2012 Opinions & More 29

I

Co-operation with the intention of mutual benefit for all involved is the key for a high success rate

“German engineering and Indian spirit can build a combination that is unbeatable in terms of quality, price and innovation,” opines Hubert Reilard, MD, EFD induction Pvt Ltd, during an interaction with Nishi Rath. Excerpts…

NDO-GERMAN RELATIONS AND THE ASSOCIATED CHALLENGES

The success rate of German companies

in India and Indian companies in

Germany is high. Co-operation with

the intention of mutual benefit for all

involved is the key for a high success

rate. German engineering and Indian

spirit can build a combination that is

unbeatable in terms of quality, price

and innovation.

The general theme of the Germany

in India year 2012 is ‘Infinite

Opportunities’. These two words

are apt to describe the future of our

relations. In June 2012, we had close

to one lakh visits at the ‘Indo-German

Urban Mela’ at Palace Grounds in

Bengaluru to celebrate 60 years of

diplomatic ties between India and

Germany. The thematic focus ‘City

Spaces’ addresses one of the major

challenges for Germany and India,

the fast urbanisation and its challenges

for modern cities. Apart from this,

efficient energy supply, modern

transport solutions, green building

technology and city management

are some of the key subjects where

Germany and India can develop

solutions for cities of the future.

HOW WILL VOCATIONAL TRAINING HELP? Germany has a long tradition in a good

system of vocational training. We call

it ‘dual’ education where the practical

training at the factory is accompanied

by a theoretical training in the

classroom for a three-year duration.

This system is the basis for ‘Made

in Germany’. The majority of 500

million Indians below the age of 25

years need jobs in manufacturing where

high-quality vocational training will

play a major role.

In addition, German small

and medium companies are

key drivers for innovation and

technology; they are the backbone of

the German economy. Indian companies

can benefit from the experience

German companies have gained in

the field of vocational training &

innovation and adapt it to the needs

in India.

INDIA, AN ATTRACTIVE DESTINATION One major reason is the huge market

size and the purchasing power of

the growing Indian middle class.

However, there are more interesting

considerations—one of them being

manpower. Germany needs the

support of manpower from India to fill

the gap caused by presently 40,000 job

requirements in the software industry

in Germany. India can play a positive

role in global research and design

activities to develop globally interesting

products.

CHALLENGE FOR GERMAN PLAYERS Machine builders from Germany need a

clear concept of how to compete in the

Indian market. Quality equipment for

an affordable price is a good foundation.

Good local application know-how and

service will make a package difficult to

beat. Competition is the foundation of

our economy and the driving force for

innovation and progress

FUTURE PLANS FOR THE INDIAN MARKETThe answer is simple: we plan to

expand and build a new factory at the

outskirts of Bengaluru.

The intention is to improve

our equipment and service for our

present customers, develop & invent

new products based on our technical

experience and know how to expand

our customer base. Induction heating

is a fascinating technology and new

applications are discovered almost on a

daily basis. It is a very energy-efficient

technology with a great future.

MESSAGE TO INDIAN/GERMAN COUNTERPARTS Please allow me to come back to the

theme of Germany in India Year—

‘Infinite Opportunities’

It is a beautiful motto, but we

should expand it further. “…convert

opportunities into reality”. I am

confident that we will succeed in this

attempt.

nisi.rath@network18publishing.com

Opinions & More SEARCH - Supplement December 201230

OUR EXPERIENCE IN THE INDIAN MARKET

There were initial teething troubles.

However, once our customers got a

feel of our products, we did not face

as much trouble. While we have not

been able to reach the mass market due

to our pricing, we have succeeded in

creating a niche for ourselves in the

marketplace owing to the quality of our

products. We offer customers high-

quality products and ensure that the

best possible service is given to them.

Another factor that has helped us

create a niche is the understanding

our clients have of evaluating

profitability in terms of ‘total cost

of ownership and not cost per piece’. I

believe that our strengths in some of

these aspects have not only helped us

survive in the market but also tackle

competition.

USP OF GERMAN COMPANIESOne of the biggest advantages that

German companies have is technology.

Today, implementing technology is

critical to increase productivity &

efficiency and to maintain quality.

German products are highly superior

technology wise. Besides, they are

safer to use (less rejections/rework due

to tolerances) and are highly reliable.

The USP of any German product or

technology is excellence in engineering.

I believe that this has helped us gain

acceptance and earn respect in the

Indian market.

KEY LEARNINGS FROM INDIAGood cross-cultural understanding

and analysing the positioning of the

product are some of the key learnings

from India. While a good cross-

cultural understanding is essential for

a company, analysing the positioning

of the product is also important as it

enhances one’s market knowledge for

a given region irrespective of whether

your product actually merges in every

segment.

SCOPE OF CO-OPERATION & EDUCATION I believe that the biggest scope for

co-operation between India and

Germany lies in education. India has

a huge pool of academically qualified

engineers. However, most of them

are either not working in their areas

of specialisation or are unable to find

opportunities in their desired area

of expertise. Through co-operation,

Germany can share their knowledge in

both pratical training and in research

to utilise this vast talent pool. Thus,

education will be one of the foremost

areas of cooperation between India and

Germany.

INITIATIVES REQUIRED There is a need for a framework or

guideline on how interactions between

Indian and German companies

should take place. Small companies

in Germany may not know how to be

professionally managed—a fact which

holds true for all the small companies

in the world. Further, I think red tape

has to be cut down to minimum levels.

For India to become a more attractive

and investment-friendly destination

there is a need for transparency. Besides,

there should be initiatives aimed at

easing business operations. Further,

with respect to IPR, there is a need for

a method of securing & retaining IPR

and being able to define it. Initiatives

in this direction will come as a huge

boon to the motivation levels for

innovation.

arindam.ghosh@network18publishing.com

Y

The USP of any German product or technology is excellence in engineering“This has helped us gain acceptance and earn respect in the Indian market,” avers Tosher G Hormusjee, Director, GW Precision Tools India Pvt Ltd, during an exclusive interaction with Arindam Ghosh. Excerpts…

ForewordSEARCH - Supplement December 2012 Opinions & More 31

ROWTH OPPORTUNITIES IN INDIAIndia has a robust economy

growing at a healthy pace. Its dynamic

market offers huge growth opportunities

in our industry. We started our business

in India in 2008 with an 80:20 joint

venture with Taurus Flexibles, a

manufacturer of hoses for commercial

vehicles. NORMA India took over the

20% share of the joint venture partner

in 2011. Since our entry in the Indian

market, our business has been growing

significantly year over year, and we

have established ourselves with major

Indian OEMs within a short span of

time. Today, NORMA India supports

several Indian and foreign OEMs

with its unique Engineered Joining

Technology (EJT) providing solutions

for commercial and passenger vehicles,

agricultural & construction equipment,

trains, shipbuilding, aviation,

infrastructure and water pipelines.

This is a great success, but we are

not resting on our laurels. Recently,

we inaugurated our new production

facility in Talegaon near Pune. Here,

we manufacture fuel line assemblies,

crankcase ventilation systems, urea lines,

vent lines, clamps and connectors to a

wide range of industries. We keep on

expanding our presence in this dynamic

market by driving our Distribution

Services (DS) activities, where we sell

a wide range of standardised joining

technology products for a broad

range of applications through various

distribution channels to customers

such as distributors, OEM aftermarket

customers, technical wholesalers and

hardware stores. We are setting up

a strong distribution network that

involves our distribution centre and

dealership co-operation..

YOUR COMPANY STRENGTH LIES IN... Our strength lies within our strong

local presence that brings us closer to

our clients in India and gives us the

opportunity to meet their individual

needs. Besides serving our local Indian

clients, we will leverage the new plant’s

capacity in order to deliver our joining

technology solutions to our customers

around the globe. In addition, we

will expand our engineering services

in the new facility in Talegaon,

thus supporting the design work for

NORMA Group in many regions of

the world including Australia, Europe,

Japan, Korea and North America.

COMPANY’S INDIA EXPORT FRONTBesides serving our local Indian clients,

we will leverage our new plant’s

capacity in order to deliver our joining

technology solutions to our customers

G

“When I read about India’s booming economy, I think that German corporations can actually learn a lot “When I read about India’s booming economy, I think that German corporations can actually learn a lot from these successful Indian companies,” observes from these successful Indian companies,” observes Werner DeggimWerner Deggim, CEO, NORMA Group AG, during a , CEO, NORMA Group AG, during a

tête-à-tête with tête-à-tête with Prateek SurPrateek Sur. Excerpts…. Excerpts…

Times are changingTimes are changingshowing innovative zealshowing innovative zeal

and Indian companies areand Indian companies are

Opinions & More SEARCH - Supplement December 201232

around the globe.

MANTRA TO MAINTAIN A COMPETITIVE EDGEFirst of all, it is the quality of our

products. Our Indian customers know

about the precision with which we

design and manufacture our solutions,

and the value they offer for their end

products. Our strong local presence—

consisting of an extensive distribution

network that we have been growing

since October 2011—is another

important factor. We already cover

the major industrial regions with over

45 distributors today, and we have

established ourselves as a one-stop

shop for customers across all industries,

providing a uniquely wide range of

engineered joining technologies. In the

coming years, we will further strengthen

our distribution network to encompass

different segments such as aviation,

railways, shipbuilding, automotive,

water supply, plumbing, food &

beverages, agriculture, the industrial

aftermarket, and many more in need of

professional joining technology.

Another important aspect is our

focus on R&D. We recognise the

needs of the market ahead of time and

develop solutions which can guarantee

our customers an advantage in terms

of innovation—3–5 years before the

production of our customers’ end

products start. Last but not the least, we

have a strong brand portfolio including

ABA, BREEZE, Clamp-All,Gemi,

NORMA, R.G.RAY, Serflex, Serratub,

TERRY and Torca. These well-known

brands are used for the DS part of the

business. NORMA India, for instance,

has successfully localised one NORMA

Group product family for the Indian

market by the brand TERRY. There

are a few more products in the pipeline

for localisation during the last quarter

of 2012 and the first quarter of 2013.

PRE-DEFINED CONSIDERATIONS FOR INDIAN MARKETOur considerations and priority for

the Indian market is to have a totally

domestic production, which includes

the sourcing of raw materials. With

the localisation of customer services,

expansion of our distribution network

and the new bigger facility in the

country, we expect positive development

of our business activities as well as

expanding our customer base.

CURRENT TRENDS, DEMANDS AND EMERGING OPPORTUNITY AREASThe trends we see in India are the

same as we see elsewhere in the world.

As I mentioned before, we are facing

global megatrends which are causing

a rising demand for engineered

joining technology used in customer

end products. The demand for our

technology in emerging markets is

evolving rapidly as the standard of

living increases and more sophisticated

solutions are sought. Stricter emission

regulations in India demand, for

instance, exhaust gas treatment and

other reduction processes. Our joining

solutions support these processes while

also optimising the engine in terms of

performance and fuel consumption. At

the same time, the trend towards hybrid

cars increases the need for lightweight

components. We introduced, for

instance, thermoplastic instead of

elastomer tubes helping to reduce

weight and emissions substantially.

Furthermore, we see growth

opportunities in areas such as

infrastructure, construction, water

management or the pharma and biotech

industry. For example, as buildings

become higher and higher, performance

requirements for joining solutions

increase equally. We also see water

as an important sector for our future.

This resource is gradually becoming

a precious commodity. Our solutions

can help to prevent its waste e.g. in

water supply systems or desalination

systems. Toughening requirements in

power generation, construction and

agricultural equipment and in marine

applications will equally lead to a

higher demand for state-of-the-art

joining products.

SOLUTIONS SOUGHT BY CUSTOMERSIn my opinion, customers are not looking

for single products. They demand total

engineering packages. These packages

take into account the reduction of both

warranty costs and production costs by,

for instance, decreasing the assembly

time. This can be achieved by offering

our customers products that are suitable

for their increasingly modularised

production processes.

CHALLENGES FACED IN THE ADOPTION OF SOLUTIONS One of the challenges is that India is

a highly fragmented market. However,

we do not see real challenges in

adoption. Our experience is that Indian

customers quickly accept and adopt

quality solutions and world-class goods.

This is due to the rising standards of

living in the emerging markets in the

Asian-Pacific region which leads to

an increased demand for high-quality

products. This development increases

our growth prospects significantly.

LEARNING AND IMBIBITIONS FROM GERMAN COMPANIESTimes are changing and Indian

companies are showing innovative zeal.

When I read about India’s booming

economy, I think that German

corporations can actually learn a lot

from these successful Indian companies.

But, German companies have always

been renowned for their passion for

precision. The label ‘Made in Germany’

has stood for extraordinary quality for

decades. Setting and maintaining high

standards at all times with regard to

products and services is part of our

business model.

prateek.sur@network18publishing.com

Our strength lies within our strong local presence that brings

us closer to our clients in India and gives us the opportunity to

meet their individual needs.

ForewordSEARCH - Supplement December 2012 Opinions & More 33

I

The objective is to supply cost-optimised products to the Indian automotive industry at global quality standards

“The Indian automotive market is growing and OEMs are focussing on enhancing vehicle features related to comfort, safety, weight reduction and increased fuel effi ciency in order to meet global requirements and enhance exports,”

explains Ashwani Aggarwal, President, Brose India, in a tête-à-tête with Prateek Sur. Excerpts…

INDO-GERMAN TIES IN TIMES OF ECONOMIC CRISIS

Given the current situation, it has become

difficult to anticipate the development

of the European automobile market.

Much will depend on psychology:

banks and politics need to regain the

trust and confidence of the market

participants. Presently, the Brose Group

is still benefitting from the strong

demand in the upper-medium and

premium vehicle segment. Exports,

particularly to Asia and the US, account

for around 70% of the luxury class vehicles

built in Europe. This compensates for the

drop in European sales in the third and

fourth quarters: for fiscal 2012, we expect

our group sales revenue to increase by

over 10% to about €4.5 billion against

the previous year. On a global scale,

we expect the automotive market to

grow between 1% and 3%, with two

different courses of development next year,

too—the European market will decline

or stagnate at best. For North America,

we foresee a slight increase and for

the Asian market further significant

growth. Generally speaking, economic

cycles are getting shorter. The challenge

for all automotive suppliers will be

to adjust swiftly to changing market

requirements.

WHY INDIA?The Indian automotive market is

growing and OEMs are focussing on

enhancing vehicle features related to

comfort, safety, weight reduction and

increased fuel efficiency in order to

meet global requirements and enhance

exports. Brose offers these technologies

and is therefore elected to enter the

Indian market. The start up of a

development centre and headquarters

in Pune was the first step to establish

the entire value chain in India—

development, procurement, final

assembly and delivery. We extended

our activity in 2011 with the setup of

a manufacturing plant both for exports

as well as supplying products to the

OEMs in the country. The objective is

to partner with the Indian automotive

industry and supply cost-optimised

products for the entire vehicle range at

global quality standards.

BENEFITS TO THE INDIAN SUBSIDIARY AND THE LOCAL MARKETAs a world market leader with over 100

Opinions & More SEARCH - Supplement December 201234

years of experience, Brose offers Indian

suppliers and car manufacturers good

global sales opportunities. We serve

Indian and international manufacturers

in India not only with competitive,

cost-optimised solutions, but also high-

tech products of an international quality

standard. Brose seeks cooperation with

Indian automotive manufacturers in an

early phase of development and also

offers Indian suppliers its collaboration

in projects outside India. As a result,

we support Indian automotive

manufacturers in their efforts to win

market shares in and outside India.

MANTRA TO MAINTAIN COMPETITIVE EDGE OVER OTHERS IN INDIAThe Brose Group is the fifth largest

family owned company in the

automotive industry. Approximately

21,000 employees develop and

manufacture mechatronic components

and systems and electric motors for

vehicles in 53 locations in 23 countries.

As a mechatronics specialist and system

supplier, we are the only vendor in the

market with the ability to develop and

manufacture everything it sells itself.

Some 2,500 engineers and technicians

worldwide work on the continual

development of our products and

processes. Through this, we ensure

that we offer our customers decades of

expertise in the fields of mechanical,

electrical and electronic engineering, as

well as extensive experience in tapping

new markets.

Our market position underlines that

we are following the right strategy: Brose

brings 80 years of experience in window

regulator technology to India and is the

leading supplier worldwide. Moreover,

we hold the leading position in door

systems worldwide with a market share

of over 30%. In-house developed and

produced window regulator motors and

electronics round off our portfolio. As

the market leader for latch modules and

a global manufacturer of closure systems,

we complement our competence in door

systems.

Moreover, our company is the

European market leader in power seat

adjusters, world leader in motors for

Electronic Braking Systems (EBS),

drive train actuators and cooling fan

modules. Brose also numbers among

the leading suppliers of HVAC blowers

and electric steering systems. Our

goal is to extend Brose’s development

and quality leadership even further.

Furthermore, we intend to step up

our worldwide activities in the coming

years, particularly in Asia. In line with

this strategy, Brose India has localised

all activities from design, development

to manufacturing and marketing.

PRE-DEFINED CONSIDERATIONS FOR THE INDIAN MARKETDrawn from our long-term experience in

our global portfolio, we provide solutions

from our closure systems and window

regulators that have been specially

developed for the Indian market.

During our development activities, we

always consider the special requirements

of our local customers. Those are cost-

effective products adapted to suit the

environmental and climatic regional

conditions. Additionally, our solutions

comply with international quality &

safety standards and are therefore

suitable for use in export vehicles.

CURRENT TRENDS, DEMANDS AND EMERGING OPPORTUNITIESWe expect a significant growth in

the area of customer comfort and

convenience products, for example,

power operated seats, automatic

transmissions and automotive

electronics, such as anti-trap systems for

window regulators and doors. Moreover,

the focus will be increasingly on weight

reduction and improving efficiency—as

has been the case for many decades in

the development efforts of the Brose

Group. We are thus well equipped

to address this market. Our OEM

customers are looking for solutions that

offer better product reliability, occupant

safety, lightweight technologies and

improved fuel efficiency.

LEARNING AND IMBIBITIONS FOR INDIAIn German companies, there exists a

certain discipline to follow a process-

driven approach. This systematic

approach for all aspects of the

business from purchase to product

development to manufacturing and

sales is something that India can learn

from and if deployed well, can support

Indian companies to make great strides

in the global marketplace.

EXPANSION PLANS IN INDIAOver the last few years, we have

added significant capacities in the

area of development and invested

in training of our employees as well

as in the development of our local

supplier base. In 2011, we formally

inaugurated our manufacturing facility

and started serving our local and global

customers with locally manufactured

products. The strong demand for our

products has fuelled our growth and

has warranted that we move into a

larger production facility. We will

triple the manufacturing floor space

that we have available by the end of

2012. In addition to manufacturing, the

new facility will house a laboratory for

validation testing.

prateek.sur@network18publishing.com

CREDENTIALSAshwani Aggarwal joined Brose India in October 2007. During this period, he has been actively involved in defi ning and implementing a market & business acquisition strategy in India and setting up the Brose offi ce and plant in Pune. As a techno-commercial professional with over 30 years of work experience, Aggarwal, a Mechanical Engineer from the National Institute of Technology, Surathkal, Karnataka, has expertise in Profi t Centre Management, Business Development, Manufacturing, Supply Chain Management, Product Engineering and Quality Assurance with leading American and European automotive multinationals for Indian automotive component and systems industry.

SEARCH - Supplement December 2012 Product Updates 35

This section gives information about products, equipment and services available in the market. If you know what you want. . .refer to Product Index on Page 36 to find it quickly

� CENTRIFUGAL PUMP

The centrifugal pump is equipped with open impellers, which is an ideal

design for sanitary applications. Specially selected stainless steel alloying that lives up to all requirements and solid components with a minimum wall thickness of 6 mm provide for problem-free operation for product viscosities of up to 800 cps. Th e pump is available in 14 diff erent sizes. It can handle system pressures up to 25 bar, discharge pressures up to 15 bar, fl ow rates up to 550 m3/h and viscosities up to 800 mPa s.

Fristam Pumpen KG Gmbh & CoHamburg, GermanyTel: +49-40 / 7 25 56 – 0, 49-40 / 7 25 56 – 166Email: info@fristam.deWebsite: www.fristam.de

� WRAPPING MACHINE

Medium speed continuous motion wrapping machine

with feeding belt unit for products is available in diff erent wrapping styles. Th e machine is suitable to wrap chocolate products and other preformed articles. It is equipped with a feeding belt and integrated synchronisation for precise product separation. Th e exchange of the rotary heads allows a variable positioning of the products in the machine. Th us, the machine achieves high output rates even for complicated wrapping styles, such as top twist or side twist. Th e modular design enables an easy change of the product dimensions and wrapping styles.

Theegarten-Pactec Gmbh & Co KGDresden, Germany Tel: +49 351 25 73 0, 49 351 25 73 329Email: pactec@theegarten-pactec.deWebsite: www.theegarten-pactec.de

� NECKING MACHINE

The necking machine satisfi es the increasing demand on quality and

shaping of aerosol cans. Th e machine is used for multi-stage necking of the can shoulder , bottle neck, the can or bottle wall. Th e 40 tool stations, the adjustable stroke and the sturdy construction off er our customers the possibility to produce a various number of can shapes at production speed up to 240 cans per minute with one machine.

Hinterkopf GmbHEislingen, GermanyTel: +49(0)71618501-0, 49(0)71618501-10

Email: info@hinterkopf.deWebsite: www.hinterkopf.de

� LABELLING MACHINE

The labelling machine is equipped with high-end technology universal cold glue

labelling for glass and PET containers. Th is versatile machine with fi xed label magazines covers all traditional labelling requirements. Th e combination of established techniques such as stainless steel gluing roller,

rubberised and adjustable glue pallets, split glue scraper blade with glue saving fi ne adjustment for glue thickness, overlay gear box drive for accurate label positioning and split table cam for effi cient changeover of other container sizes makes these labelling machines unmistakable.

Gernep GmbHBarbing, GermanyTel: +49 (94 01) 9213 – 0, 49 (9401) 9213 – 29Email: info@gernep.deWebsite: www.gernep.de

� SPINDLE MOTOR

The spindle motor is a high performance motor suited to spindle axis of machine

tools. High effi ciency and low heat generation is achieved by spindle HRV control. Optimised winding design and eff ective cooling structure enables high power and high torque. Th e

compact size of the motor is an added advantage.

GE Fanuc Automation GermanyTel: +49-352-7279 79213Email: ingo.kaiser@gefanuceur.ge.comWebsite:www.fanucfa.com

� DATA ACQUISITION SYSTEM

The Absorptometer E determines oil absorption number. Th is instrument and burette does not

stop automatically, enabling evaluation acc B and C of ASTM 2414. Th e principle consists in measuring resistance which carbon black puts up against the rotating blades during oil

addition. It also determines the carbon black oil absorption.

Brabender GmbH & Co KG Duisburg, GermanyTel: +49-203-77880Email: plastics-sales@brabender.comWebsite: www.brabender.com

Product & Advertiser’s Index SEARCH - Supplement December 201236

Looking For A Specific Product?Searching and sourcing products were never so easy.

Just type SRCH (space) Product Name

and send it to 51818eg. SRCH Pump and send it to 51818

Balancing machine ................................................................................... FGF

Bearing ........................................................................................................... 6

Cable carrier ................................................................................................... 6

Cable connector .............................................................................................. 6

Centrifugal pump ......................................................................................... 32

Chain .............................................................................................................. 6

Connector ..................................................................................................6, 11

Control cabinet ............................................................................................. 11

Control panel ................................................................................................ 11

Control system ............................................................................................. 11

Countersink .................................................................................................BC

Cup forming machine .................................................................................. 33

Cylindrical and internal grinding ................................................................... 5

Data acquisition system ................................................................................ 32

Diamond tool ..............................................................................................BC

Didactic equipment for training ................................................................... 11

Drilling tool .................................................................................................BC

Gun drill ......................................................................................................BC

Handling system module .............................................................................. 11

Labelling machine ........................................................................................ 32

Measuring instrument .............................................................................. FGF

Metal cutting tool .......................................................................................FIC

Milling cutter ..............................................................................................BC

Mobile loading lift ........................................................................................ 33

Modular tooling system ...............................................................................BC

Necking machine .......................................................................................... 32

Power source .............................................................................................. BIC

Process automation and control equipment .................................................. 11

Reamer ........................................................................................................BC

Shrinking technology ............................................................................... FGF

Solid carbide drill .......................................................................................FIC

Solid carbide drill with IC ..........................................................................FIC

Solid carbide mill........................................................................................FIC

Solid carbide reamer ...................................................................................FIC

Solid carbide reamer with IC .....................................................................FIC

Solid carbide special drill ............................................................................FIC

Solid carbide special mill ............................................................................FIC

Solid carbide special reamer .......................................................................FIC

Special induction hardening machine ........................................................ BIC

Spindle motor ............................................................................................... 32

Standard induction hardening machine ..................................................... BIC

Surface and profile grinding ........................................................................... 5

Tap ..............................................................................................................BC

Thermoplastic elastomer .............................................................................. 33

Tool grinding .................................................................................................. 5

Tool holder ............................................................................................... FGF

Tool logistics system ................................................................................. FGF

Torque rheometer ......................................................................................... 33

Tubing accessory ........................................................................................... 11

Vacuum tube lifter ........................................................................................ 33

Valve ............................................................................................................. 11

Valve terminal ............................................................................................... 11

Wrapping machine ....................................................................................... 32

Products Pg No

Our consistent advertisers

EFD Induction Limited BIC

T: +91-80-7820404

E: sales@efdgroup.net.

W: www.efd-induction.com

Festo Controls Pvt Ltd 11

T: +91-80-22894100

E: info_in@festo.com

W: www.festo.com

Guhring India Private Limited BC

T: +91-80-40322500

E: info@guhring.in

W: www.guhring.in

GW Precision Tools India Pvt Ltd FIC

T: +91-80-40431252

E: info@gwindia.in

W: www.gwindia.in

Haimer India Pvt Ltd FGF

T: +91-20-66750551

E: haimer@haimer.in

W: www.haimer.in

Igus India 6

T: +91-80-39127800

E: info@igus.in

W: www.igus.in

Korber Schleifring Gmbh 5

T: +91-80-30257601

E: sales@schleifring.in

W: www.schleifring.in

To know more about the advertisers in this magazine, refer to our

‘Advertisers’ List’ or write to us at search@network18publishing.in

or call us on +91-22-3003 4653 or fax us at +91-22-3003 4499 and we will

send your enquiries to the advertisers directly to help you source better.

Advertisers’ Name & Contact Details Pg No

38

RNI No; 67827/98 Postal Regd. No: G2 / NMD 81 2011-13 Posted at Mumbai Patrika Channel Sorting Office - GPO - Mumbai 400 001

on 22nd & 23rd of Every Previous MonthDate Of Publication: 18th of Every month