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INDIA GL BAL BUSINESS Online Print Events Published by July 2015 Indias outbound investment magazine Page 26 HOT SPOT India bright spot as China growth slows IMF Page 6 Pages 8 From Look to Act East A work in progress Strategy goes beyond geography India Inc. Interview with Anand Mahindra INDIA INC. INTERVIEW INDIA INC. PICK India gets model to measure Smart Cities Page 42 Act East www.indiaincorporated.com www.indiaincorporated.com IndiaIncorp indiaincorporated companyindia-inc Facebook f Logo CMYK .ai Facebook f Logo CMYK .ai Online Print Events Act East Hot on the heels of this quantum leap in Indias foreign policy vision aimed at realigning the global balance of power. www.acteast.indiaincorporated.com India-US partnership hub A birds eye view of the bilateral relations between India and the worlds largest economy the India-US news hub offers in-depth policy analysis through a range of curated and commissioned content. www.usa.indiaincorporated.com Global Indians Leveraging the 25-million strong global asset at the disposal of India as it sets off on a path firmly establishing itself on the world stage. www.globalindian.indiaincorporated.com Digital India A series of online and offline initiatives to plug into the bold new Digital India vision unveiled by the Narendra Modi led government. www.digitalindia.indiaincorporated.com Smart Andhra A hub with its eye on the ambitions of one of Indias fastest-growing states pitching itself as the preferred business destination for the world. www.smartandhra.indiaincorporated.com Policy India A tracker offering insights for the public affairs community as well keen India watchers from a policy perspective. www.indiaincorporated.compolicy-india Global Wealth Global Wealth Management filtered through expert eyes and a platform to take on board the increasingly global aspect of Indian wealth management. www.globalwealth.indiaincorporated.com Navigate through India Incs NEW global innovative programmes PUTTING IT IN CONTEXT Indias Act East Policy A proactive connect with traditional allies IT giant in its own right and its grand Make in India mission should not be seen in the same way as Chinas attempt at becoming the worlds low-cost manufacturing hub a few decades ago. Todays India is on a much higher pegging of expertise and indeed quality to simply be seen as taking Chinas place. This edition of India Global Business is therefore themed around this new chapter in a more confident Indias Act East policy. Strategic pacts with countries like the US and Japan in crucial sectors of civil nuclear as well as defence point to an extremely comprehensive approach towards maintain a balance of power in Asia. Singapore which we believe must easily rest at the heart of this policy is often seen as an eastern gateway for Indian companies. Indias ties with Japan within the context of Act East have also been featured in this issue. Indias role in Asia Pacific has been captured by India Inc.s special Act East Hub www.ActEast.indiaincorporated.com. In addition we present the usual broader picture on the month gone by in terms of Indian businesses globalising. There is an exclusive in-depth interview with the Indian ambassador to Sweden Banashri Bose Harrison the driving force behind the India Unlimited programme aimed at amplifying the Modi governments own initiatives. I hope you enjoy flipping through our new look India Global Business which has already become a vibrant hub for exploring various themes around Indias globalisation. It serves as a reference point for business and policy decision makers who want to get under the skin of what it takes to engage global Indian investment. R ealigning a countrys foreign policy strategy is not a simple exercise. It inevitably comes on the back of some profound analyses and must ideally be accompanied by a wide-angle view. Prime Minister Modis Act East policy the re-branded and more proactive version of the Look East policy of the past is one such long-term view taken by the Indian government. It lays out plans for the aspirational Indian economys relationship with its most immediate neighbourhood. Act East also serves as a provocative question to traditional western allies such as the UK. The east of India relationship did require this long- overdue readjustment to keep pace with Indias own growth momentum as well as to ensure its rightful place as a key strategic player in the region. Towards this end Prime Minister Modi undertook his high profile visit to China recently. It marked a giant leap to move past issues that have held relations with this neighbouring economic giant captive. China is Indias biggest trading partner with commerce between the two countries totalling 71 billion in 2014. However the trade deficit has spiralled from just 1 billion in 2001-02 to more than 38 billion in the same year. As many as 24 pacts were signed between the two countries during the visit. These mark collaboration in the field of trade and commerce to skill development and science and technology to yoga and have truly set the course for a new chapter in South Asias history. Not anywhere near a strategic relationship but still sufficiently comprehensive to establish a much needed course correction. While India and China are often viewed as two giants in constant competition with each other for the worlds attention I feel it is time to move away from that world view. As our central interview with Mahindra Group CEO Anand Mahindra points out India is an Manoj Ladwa Publisher CEO India Inc. manojladwa AUTO STEEL 11 Mahindra Group strikes Make in India deal 46 Tata funds research on new-age steel in UK 12 Mahindra Aerospace strikes GE aviation deal Strategy goes beyond geography India Inc. Interview with Anand Mahindra Page 8 Page 48 GUEST COLUMN SECTOR FOCUS INTERVIEW INDIA INC. PICK 44 Indias Financial Inclusion Mission Success and Sustainability by Dr Suraj Kumar 42 India gets model to measure Smart Cities INDIA GLOBAL BUSINESS India realigned its Look East policy to a more proactive Act East. As the Indian Prime Minister under- took his historic visit to China India Global Business presents a wrap of the policy in action so far. From Look to Act East A work in progress Page 26 CONTENTS Sweden opens up to India Unlimited India Inc. exclusive interview with Banashri Bose India bright spot as China growth slows IMF Page 6 HOT SPOT Chief Executive Manoj Ladwa manoj.ladwaindiaincorporated.com Editor Aditi Khanna aditi.khannaindiaincorporated.com Chief Operating Officer Shamit Ghosh shamit.ghoshindiaincorporated.com VP Operations Rajvi Singhi rajvi.singhiindiaincorporated.com Special Projects Director Nomita Shah nomita.shahindiaincorporated.com Events Manager Dina Ladwa dina.ladwaindiaincorporated.com India Inc. Limited all rights reserved. Reproduction in whole or in part without our written permission is prohibited. Views expressed by our contributors are their own and do not necessarily represent the views policies of India Inc. While every effort is made to achieve total accuracy India Inc cannot be held responsible for any errors or omissions. www.indiaincorporated.com Online Print Events CLEAN INDIA ACT EAST 14 Clean India mission gets Swiss tech by Arnab Mitra 18 Indias very own Mission Impossible to Mission Achieveable 20 India Offers Ganga Sops To Attract Funds 21 Indias 90bn multiplier mission takes off 16 Recycling requires a proper policy push India Inc. exclusive interview with Satish Sinha 28 Japan energises Indias solar sector with 20bn 38 Tata Comms strikes Chinese video partnership 32 Singapore - The inevitable heart of Indias Act East policy 34 India-China clinch 24 pacts for a renewed relationship 30 Japan Malaysia may fund Indian roads 37 India China get set for new Asian Bank 29 India works on smoothing over Japan tax issues www.indiaincorporated.com TEAM INDIA GLOBAL BUSINESS6 India bright spot as China growth slows IMF I t is official the new bright spot in Asia is India as neighbouring China struggles with a slow- down in growth rates according to the Interna- tional Monetary Fund IMF. In the latest Regional Economic Outlook for Asia and Pacific Indias growth rate is expected to rise to 7.5 per cent this year and next making it one of the fastest growing economies in the world. The report said India a new bright spot in Asia and its growth is expected to strengthen to 7.5 per cent in 2015 and also 2016 benefitting from the recent policy reform announcements and lower oil prices. Early implementation of the reforms will reinforce confidence and increase potential growth. In contrast Chinas economy is slowing to a more sustainable pace 6.8 per cent GDP growth in 2015 and 6.3 per cent in 2016. However overall growth in Asia and the Pacific will continue to outperform the rest of the world and is expected to remain steady at 5.6 per cent in 2015 easing slightly to 5.5 percent in 2016 IMF forecasts. The good news is that Indias near-term growth outlook has improved but its medium-term prospects remain constrained by longstanding structural weakness. While several recent policy measures have helped eased supply-side constraints further measures are needed in the energy mining and power sectors the IMF report warns. Reforms to streamline and expedite land and environmental clearances increase labour market flexibility and simplify business procedures should continue to improve Indias business climate which is crucial for sustaining faster and more inclusive growth it adds. IMFs key policy recommendation for India includes durably meeting the inflation target calls to maintain a tighter monetary stance together with supporting structural reforms. HOT SPOT HOT SPOT July 2015 www.indiaincorporated.com 7 HOT SPOT India South Korea in strategic partnership Deutsche Bank eyes UK exit India and South Korea have agreed to upgrade their ties to a Special Strategic Partnership and deepen cooperation in the defence sector. The two sides also signed seven agreements including on avoidance of double taxation during Prime Minister Narendra Modis last leg of a three- nation tour which started in Chine and will end in South Korea via Mongolia. Modi held wide-ranging talks with South Korean President Park Geun-hye at Cheong Wae Dae the office and residence of the President. He said We have laid the foundation for a relationship that two major Asian countries with shared values should have. Our relationship started with a strong economic emphasis. But it has also now become strategic in content. Deutsche Bank has set up a working group to review whether to move parts of its British divisions to Germany if the UK were to exit the European Union. It is early days and no decisions have been made a spokesperson for the German bank said. British Prime Minister David Cameron has promised a referendum on the UKs EU membership by the end of 2017 and prospects of an exit have become commonly referred to as Brexit. It is the first of the global banks to publicly state that it is formally examining the potential fallout from an in-out referendum according to the Financial Times newspaper. HSBC Europes biggest bank had previously launched a review into moving operations overseas but this had been thought to be related to banking laws in the UK such as the bank levy which is effectively a tax on banks. NEWS IN BRIEF July 2015 INDIA GLOBAL BUSINESS8 INDIA INC. INTERVIEW Strategy goes beyond geography India Inc. Interview with Anand Mahindra T he Mahindra Group is one of Indias most diversified conglomerates with interests across a broad range of sectors automotive information technology defence and aerospace and finance to name a few. Anand Mahindra has been CEO of the 16.9-billion group since 2012 and overseen much of its global expansion strategy. However one of Indias best-known business chiefs who was included in Fortune magazines list of the Worlds 50 Greatest Leaders and also served on the World Bank Advisory Board for Doing Business believes this worldwide view is defined by business needs rather than a geographic approach to spreading the groups wings. India Global Business caught up with the chairman and managing director of Mahindra Mahindra Ltd at the Paris Air Show just as Mahindra Aerospace clinched a multi-billion-dollar components manufacture and supply deal with Airbus. QHow would you characterise the Airbus agreement It is pretty ironic that Airbus in particular has a much greater potential to buy out of India which is a huge unexploited upside opportunity for Make in India. It is remarkably successful but it has a huge backlog. It is not a company whose future is in any fragile condition. It is a company that in fact is scrambling at the moment to enhance its supply chain and raise its sources of procurement from around the world. So if Airbus in a sense raises its procurement from India it will be a huge validation and vote of confidence in Make in India. If Airbus doesnt raise July 2015 www.indiaincorporated.com 9 INDIA INC. INTERVIEW its level of procurement then in a sense one could question whether India really has what it takes to be the successor to what China was in the last few decades. QWhere does the Mahindra Group fit into this spike in procurement We as a group including Tech Mahindra and Mahindra Aerospace are the largest suppliers of Airbus today out of India of parts and services combined. But the amount Airbus buys out of India is sub 100 million which to my mind is a very paltry sum. It buys over 400 million today from China and therefore I think there is an immediate opportunity to substantially hike what Airbus buys from India. Getting parts contracts is not a simple matter it takes a huge amount of cooking and brewing in terms of getting parts validated by Airbus. There is a very lengthy process by which they assess reliability of any supplier before they let them in to this inner circle. So it implies that Mahindra has now come into a kind of inner circle of suppliers to Airbus which augurs well for holding our own position right now as a premier supplier to Airbus. QWhat is the groups overall global strategy Its not as if there is war room somewhere in Mahindra where we say target and charge approach. In Mahindra we dont really look at strategy in geographic blocks. Thats almost like an imperialist war-time kind of map where you see territories and which ones are not conquered. The way we look at things is business by business. So our strategy evolves from a business segment point of view. What is it that a particular business sector wants to do for example there could be a sector that does not have a global strategy but piggy-backs on another sector. Mahindra Finance chooses to follow our auto and tractor businesses where they go. QWhat is the approach towards acquisitions We are not part of the slash and burn school. We strategise before we go in. We do not want to be seen as employers whose first priority upon any acquisition is to cut the number of people. Thats not who we are. We would rather build new businesses than turn around businesses which require dramatic reduction in employment. So there is no global strategy downwards but a business strategy upwards. When certain companies come together and they happen to be in a market at the same time and there is synergy to be exploited by working together or economies of scale to be exploited or cost savings to be achieved it may seem to the outside world like a strategy led by the geography but it would be the other way around. Thats how an Africa desk was created simply to exploit synergies and save on simple things like office overheads or look for potential commonalities or a coordination of government relations. Its quite possible that as each business finds its own level in the market they may go their separate ways. So its a dialogue between businesses that engenders our global approach. QAnd where does the Make in India vision fit in I have a very different take on how Make in India should be perceived. Make in India cant be a linear evolution. It has to be a leapfrogging into the future and India is ideally placed to do this. The most simplistic way of looking at Make in India is simply to say that Indias time has come because Its not as if there is war room somewhere in Mahindra where we say target and charge approach. In Mahindra we dont really look at strategy in geographic blocks... The way we look at things is business by business. So our strategy evolves from a business segment point of view. July 2015 July 2015 INDIA GLOBAL BUSINESS10 China is moved up the value chain due to higher costs and therefore now it is no longer the worlds low cost champion. Who is going to take its place If you have that kind of evolutionary idea then you say India is ripe for taking over. But then five years from now it may be Bangladesh and then it could be Africa. My view is that technology and global businesses have changed in a way that does not allow such simple linear thinking any more. Make in India will not work if we look at it in that conventional evolution map. We have to look at how the world is going to be in this new kind of structure and then find our place in it. It requires a different holistic approach and a recognition that its not simply a question of stepping into Chinas shoes. QIs India ready for that leapfrogging Happily India is well suited to survive in this kind of world unlike China which went in with a pure labour cost manufacturing and productivity kind of focus India in fact comes at it already being a digital power. Our Make in India has to be different from Chinas in the sense that we have to do a jugalbandi collaboration of our IT skills that exist and our evolving manufacturing skills and become intelligent manufacturers. Whether it is government policy to provide venture capital or foster clusters to encourage collaboration between sectors through both financial and other incentives whether it is manufacturing companies like ours it is up to us to create a jugalbandi within our own group and create a template which becomes almost like a construct for Make in Indias success in future. QIs the Narendra Modi led government receptive to this approach I think the government understands this very well. There is a huge amount of support for this and that goes from the Prime Minister Modi downwards. He is remarkably sensitive to these kind of arguments despite his background not being that of an economist maybe because his background is not of an economist that he is able to make these leaps of faith. Is the policy framework perfect No I think thats where we have to work with them. This is a whole new area and we have to come up with ideas as to how should landscape of regulation and incentives change. QIs India ready to make the leap on Ease of Doing Business as well There is great optimism even in the World Bank that India can make an ascent in that list very quickly provided it focusses on the right things. And there is a lot of consultation going on a big focus on the metrics of that report. That is the right way to go rather than firing some shotgun they are using a rifle approach where they are looking at what are the metrics that this report measures and very consciously and proactively trying to make improvements on those fronts. I am quite optimistic that if they continue that targeted approach theres no question that we should move up on that list. INDIA INC. INTERVIEW July 2015www.indiaincorporated.com 11 SECTOR FOCUS Auto T he Mahindra Group marked a major milestone in the Make in India vision by clinching a multi-million- dollar aerospace contract with European consortium Airbus at the Paris Air Show 2015. Mahindra Group subsidiary Mahindra Aerospace bagged the multi-year aero-components manufacture and supply contract. Anand Mahindra chairman and managing director of Mahindra Mahindra Ltd said This is significant as a vote of confidence in Make in India as well as a vote of confidence in Mahindra. We as a group with Tech Mahindra and Mahindra Aerospace are the largest supplier to Airbus out of India but the potential remains to substantially hike the amount the company sources from India. As Airbus raises its procurement from India it will be a great validation of Make in India. When we began our aerospace journey in 2008 India had yet to establish a presence in the global aerospace supply chain. We committed then to bridge that gap with our investments in aerospace manufacturing and this new chapter in our relationship with Airbus attests to that commitment. This is our vision to take Make in India from policy to reality Build bridges across cultures countries and businesses. The contract the exact financials of which have not been disclosed will involve a variety of Mahindra produced metallic components in excess of a million parts per annum to be fitted into several Airbus aircraft programs as part of assemblies produced by Premium Aerotec. The parts will be produced at the new Mahindra Aerostructures facility located at Narsapura near Bengaluru with deliveries to Premium Aerotecs facilities in Germany scheduled to commence this year. Mahindra added The 16.9-billion Mumbai-headquartered Mahindra Group with over 200000 employees across 100 countries had set up its utility aircraft and aerostructure manufacturing operation with Mahindra Aerospace in 2008. Dr Lars Kstle Senior Vice President Finance Procurement IT Management Premium Aerotec added For Premium Aerotec this is the start of a strategic partnership with Mahindra Aerospace. It represents an important step in our restructuring efforts to rearrange our supply chain in collaboration with global partners. Mahindras Narsapura unit the hub of the new manufacture and supply contract was inaugurated in 2013 and is certified to demanding Airbus specifications as well as aerospace industry- standard requirements. Premium Aerotec is a 100 per cent subsidiary of the Airbus Group and one of the worlds leading suppliers for the development and manufacture of large aircraft structures for civil and military aircraft. Mahindra Group strikes Make in India deal This is significant as a vote of confidence in Make in India as well as a vote of confidence in Mahindra. July 2015 INDIA GLOBAL BUSINESS12 SECTOR FOCUS Auto T he Mahindra Group has signed an agreement with GE Aviation to collaborate on aerostructure manufacturing opportunities. Mahindra Group subsidiary Mahindra Aerospace confirmed the new pact at the Paris Air Show. It follows on from a memorandum of understanding MoU established in 2014 between GE Aviations UK-based Hamble facility and Mahindra Aerospace. This agreement takes GE and us to the next stage in our efforts to create value for aerospace OEMs and Tier 1 worldwide. We are confident that this relationship will flourish and grow significantly in the years to follow said S.P. Shukla Group President CEO Mahindra Aerospace and Defence Sector. The new agreement will see the two companies collaborate to produce small metallic complex structural sheet details and assemblies within Mahindras new Aerospace facility in Bangalore. Following an Airbus transfer of work approval the two will work together to initiate the manufacture of an Airbus Single Aisle package of work. Stefanie Darlington executive sourcing leader for GE Aviations composites value stream said The establishment of this agreement marks a key step in the development of a long term relationship to support existing and potential new opportunities by adding Mahindra to our international supply chain with first hardware due in 2015. Manufacture of components assemblies and aerostructures is an integral part of our vision. While this agreement makes us part of GEs supply chain we are also working to collaboratively leverage our respective capabilities on assembly work packages for AD majors added Arvind Mehra executive director and CEO Mahindra Aerospace Created in 2009 Mahindra Aerospace extended the Mahindra Groups automotive design and manufacturing expertise to the growing aerospace industry. Through its components sector Mahindra Aerospace acquired several companies with design and manufacturing experience strengthening its capabilities in lower- cost production. GE Aviation Hamble is part of GE Aviations Structures operation with its headquarters and primary production facility atHamble-le-Rice in Southampton Hampshire in the UK. GE Aviation is an operating unit of American conglomerate General Electric GE and among the worlds top suppliers of jet and turboprop engines components aerostructures nacelles and integrated systems for commercial military business and general aviation aircraft. Mahindra Aerospace strikes GE aviation deal This agreement takes GE and us to the next stage in our efforts to create value for aerospace OEMs and Tier 1 worldwide. We are confident that this relationship will flourish and grow significantl in the years to follow. www.indiaincorporated.comOnline Print Events www.cleanindia.indiaincorporated.com Indias Swachh Bharat Abhiyan mission is to develop a cleaner and healthier lifestyle with obvious implications on the public purse as well as inclusive socio-economic growth. Connect with India Incs Clean India Programme to engage with policy and decision makers delving into details of policies success stories and new opportunities. Visit CLEAN INDIA July 2015 INDIA GLOBAL BUSINESS14 CLEAN INDIA Clean India mission gets Swiss tech Arnab Mitra is a senior journalist based in Delhi. He writes on business and politics. T he Gujarat International Finance Tec City Indias first smart city will have a high technology waste management system that will segregate organic and inorganic waste at source and process them into manure and thermal power respectively. Using technology from Switzerland waste from individual buildings will be transferred to a collection centre via underground vacuum suction pipes at speeds in excess of 110 kmph. The manure produced from the organic waste will be used for gardening within GIFT City while the inorganic waste will be burned to generate thermal power that will also be used locally. A successful trial run was conducted earlier this year One size obviously cannot fit everyone but this could be one of the templates for the 100 smart cities planned by the government across India. There is no one definition of a smart city but all descriptions agree on some points. One such cities should offer sustainable and high quality lifestyles for all strata of society regardless of education or income levels and a quality of infrastructure comparable to the best in the world that includes among other things clean air housing sanitation healthcare job and livelihood opportunities communication and transport solutions education 24x7 power supply entertainment sports and leisure facilities. Currently about 31 per cent of Indias population lives in urban centres. This is expected to cross the 50 per cent mark over the next two decades. At the end of this period urban centres in India will have to support 750 million given Indias annual population growth of about 1.2 per cent and the rapid increase in urbanisation. As the fruits of development reach an increasingly large number of people the pace of migration from the rural areas to the cities is increasing. A neo-middle class is emerging which has the aspiration of better living standards. Unless new cities are developed to accommodate the burgeoning number of people the existing cities would soon become unliveable. Using technology from Switzerland waste from individual buildings will be transferred to a collection centre via underground vacuum suction pipes at speeds in excess of 110 kmph. July 2015www.indiaincorporated.com 15 The Prime Minister has a vision of developing one hundred smart cities as satellite towns of larger cities and by modernising the existing mid-sized cities Finance Minister Arun Jaitley said in his Budget speech in July 2014. It is a natural corollary that such a huge mass of people more than twice the current population of the US and their associated economic activity will generate a massive amount of waste. Disposing this waste sustainably is sine qua non to ensure that these cities remain smart liveable and sustainable. Urban Indian centres currently face huge issues with waste disposal. There is little no segregation of organic and inorganic waste and solid and liquid waste at source. In an overwhelming majority of cases waste piles up within or outside cities and towns and is often burned causing air pollution and spreading diseases. The poor bear the brunt of this neglect and inefficiency in collection transportation and disposal of waste impacting their health earning capacities and quality of lives. It is reiterated that a one size fits all approach risks all round failure but some universal requirements for proper waste disposal are listed below To discourage open defecation which is a large part of the problem across India every household should have access to toilets connected to an underground sewerage system All schools especially those for girls should have adequate number of toilets Every household office and commercial enterprise should be connected to a city-wide waste disposal and management system. This can be on the lines of the system at GIFT City or any other system that is considered appropriate for the local conditions at individual cities Put in place a comprehensive sanitation plan that is monitored daily Put in place adequate technical and institutional systems for the collection transportation and disposal of waste Put in place systems for the segregation of organic and inorganic waste and solid and liquid waste too enable recycling of this material at multiple decentralised locations Build and maintain adequate and efficient sewerage systems as well as flood management systems to ensure adequate as large parts of India get heavy rainfall that exacerbates problems associated with waste disposal and management and Make use of technology to ensure that the above systems can be monitored on a real time basis and any deficiencies are plugged in the quickest possible time. These are early days yet and the authorities will have to plan individual cities keeping in mind local conditions and culture. But these broad parameters if followed will go a long way in ensuring that waste disposal and management does not become a stumbling block to the sustainability of Indias smart cities. CLEAN INDIA July 2015 INDIA GLOBAL BUSINESS16 Recycling requires a proper policy push I ndias research-based policy advocacy group Toxics Link has been working towards a tox- ics-free world for decades and Satish Sinha as its associate director has been driving much of that policy. His work in the field of municipal hazardous and medical waste management food safety and chemicals has propelled the agenda for a cleaner India. Sinha speaks to India Inc. about his perspective on the Indian governments Clean India campaign and the two-pronged strategy of achieving rural sanitation alongside urban waste management. QWhat are your views on the governments Clean India campaign The Clean India campaign launched by Prime Minster Modi on 02 October 2014 is essentially a mission to clean up both rural and urban habitation and provide a better environment to citizens. The mission has two significant components sanitation and hygiene for rural India and improved waste management for urban settlements. It is a laudable effort on the part of the Prime Minister to launch this campaign at a national level and place this issue of waste management and sanitation on the national and political agenda. It is well meaning and should be viewed beyond politics which enables whole heated participation of all cutting across political affiliations. QCan the impact of the campaign already be seen The campaign has certainly brought this issue of waste into the national discourse and an outreach that could only be possible through such wide publicity. Many argue the irrelevance of numerous photo opportunities for the celebrities and question what comes next. On the first count the photo ops are absolutely essential to create much required awareness and sensitivity among masses whose participation in this is critical for it to succeed and in some measure this has achieved its purpose. While the details of the Clean India campaign may not be fully understood by all but the larger message of cleaning up streets roads and neighbourhoods has been well understood by most. This is a big achievement and must be regarded so. But the bigger challenge is ahead and I fear that if we fail to capture this understanding and energy of the people we can lose the campaign and also create fear and apprehension among people that India can never be clean which is scary. INDIA INC. INTERVIEW CLEAN INDIA July 2015www.indiaincorporated.com 17 QAre the time-scales realistic Many would question the timing for the launch of a national campaign and the preparatory work and consultation that should have preceded. Six months since the launch of the mission very little seems have been achieved on ground which is largely because the back-end is completely void of any systems infrastructure or a detailed understanding on the subject. It is a bit difficult to understand the rationale for such detail not being in place for a mission as complex as solid waste management for the country. Countries across the world have worked extremely hard for many years to experiment develop and evolve systems to manage their waste and provide a clean environment for their citizens. Our previous experiences and successes have also not been well documented to provide the framework and road map to proceed ahead. There is a critical need to put in place systems and necessary expertise in the preparatory work to deal with waste or we will not only lose out on this great opportunity but also create a sense of despondency among citizens. QPlease highlight Toxics Links key recommendations on MSW in cities. Creating a complete ecosystem for waste management is critical and detailed MSW plans for each city is the key. Among some of the other recommendations include creating capacity among important players identifying appropriate technology suited to local conditions creating awareness to encourage people participation involvement of waste pickers in door to door collection and enforcing segregation of waste at the point of generation. The use of technology for effective monitoring and compliance must go hand in hand with promoting recycling of waste and marketing of recycled products. Finally holding service providers accountable is essential. QWhat are the key challenges in the way of formulating a sustainable MSW policy for India For too long the country has engaged with issues of MSW at best as a linear issue of collection and transportation. It has perhaps not been understood as a serious environmental and health issue and its links with sustainable development and its contribution to climate change. The policy formulators should tackle this issue with the respect it deserves and address the complexities that are associated with it. Final disposal has only become an issue in the recent past on account of the inadequacy of space and protests on account of its polluting impact on citizens. There has to be a focus on the complete life-cycle of materials and not just until its product life. QHow can some of these challenges be met It is important to create the right mechanisms to deal with the post-consumption life of the materials. While reuse and recycling have been traditional practices in India and a lot is spoken about it but there is little attention to this in our policies and regulations. They have been largely outside of policy frameworks hence devoid of innovation persistence in quality and recognition of their value. Sustainable development requires effective resource utilisation and reducing the pressure on natural resources by recycling and bringing them back into the material chain. Recycling of waste requires to be promoted and its benefits have to be explained to citizens. Lack of credible data and knowledge on the subject is also a challenge in getting the right ingredients into policy. There is a general notion of over simplification of the issue and policy farming inching towards prescriptive rather than consultative based on wisdom and experience. QWhat more can be done to create awareness around these issues Awareness building has to be continued effort. Process details must be disseminated to the population to build confidence and hope among citizens with proper dissemination of some of the success stories. Reaching out to students will also prove a big win. CLEAN INDIA July 2015 INDIA GLOBAL BUSINESS18 Percentage of completed projects sanctioned by JNNURM Indias very own Mission Impossible to Mission Achieveable S wachh Bharat Abhiyanor the Clean India Mission is Indias biggest cleanliness campaign which aims to accomplish the vision of a Clean India by 2 October 2019 coinciding with Mahatma Gandhis 150th birth anniversary. The campaign was launched by Indian Prime Minister Narendra Modi on 2 October 2014 at Rajghat in New Delhi where he picked up a broom and kick-started the campaign by cleaning up a road. The mission is not just about cleaning up roads but about developing a cleaner and healthier lifestyle across India. It includes specific objectives such as construction of household and community toilets better waste management practices capacity building of government departments to facilitate this mission along with empowering the masses with information as well as education. CLEAN INDIA Source JNNURM website 0 100 200 300 INR mn 400 500 0 Indore 100 Released funds 162 352 236 434 43 96 154 138 32 205 163 225 49 71 98 469 95 92 99 96 73 127 158 286 78 61 90 18 97 0 33 41 102 60 69 139 200 300 400 500 Completed 70 Completion 1900 50-70 Completion 600 July 2015www.indiaincorporated.com 19 Growth of urban population and waste generation in India Current state in India Composition of overall municipal waste in India 2012 CLEAN INDIA Source India energy security scenario 2047 Planning Commission Growth of urban population and waste generation in India 0.41 2017 2022 Urban Population Million Daily urban per capita MSW generated kg 2027 2032 2037 2042 2047 2052 0.45 0.50 0.55 0.61 0.68 0.75 0.82 Collection Transportation Treatment Disposal Source Report on Sustainable solid waste management in India Jan 2012 Current state in India Involves collection of municipal solid waste MSW from residential premises or common disposal centers of municipal authorities. Largely unorganised and managed by local vendors. Usually contracted along with collection and involves transportation of the waste collected to landfill sites for disposal or process- ing plants for segregation. Largely unorganised and managed by local vendors. Involves segregation and subsequent processing of the solid waste. Processing of solid waste could result in by-products like Compost RDF and low grade construc- tion material which are an important revenue stream for waste management companies. Disposal is the final stage of waste management process where the residue wasteinerts are disposed off to a landfill sites usually in a controlled manner. In some cases where the waste is not treatment it is directly transported to landfill sites.Composition of overall municipal waste in India 2012 Inerts Organic Compostable Compostible Recyclable 45 40 10 5 July 2015 INDIA GLOBAL BUSINESS20 W ealthy non-resident Indians as well as residents in India can fund andor implement projects to clean the River Ganga. The incentive they can name the projects after themselves or their family members. The government expects this to encourage NRIs as well as domestic high net worth individuals to open their purse strings as the scheme offers a double benefit the chance to help clean the river which millions of Hindus revere as holy and to link and perpetuate their family name in connection with the Ganga. This is part of the governments initiative to draw in private participation in its ambitious Rs 20000-crore 3.3 billion Namami Gange programme to rejuvenate the river. The dominant view in the government is that previous programmes to clean Ganga failed because they did not involve the people and depended too much on bureaucrats for success. A third of Indias 1.2 billion population live in the Ganga Basin. Several of Indias historical and imperial and cultural capitals such as Pataliputra Kolkata Murshidabad Kashi Kannauj and Allahabad are situated on its banks. The Ganga also provides livelihoods to the the millions who live along its banks. Yet only about half the sewage industrial effluents human waste and other pollutants flowing into it are treated. Various international studies show that Ganga is the worlds fifth most polluted river. This has turned large portions of the river toxic and unless remedial measures are taken there is serious risk of the river dying a slow death putting at risk not only the millions of people who depend on it but also about 140 fish and 90 amphibian species that live in it. The government has called for proposals from Indian and foreign organisations and donors. An empowered committee will go through these proposals to ensure that illegal or hot money does not flow into this project. NRIs can route their investmentsdonations through the India Development Foundation of Overseas Indians trust that has been set up by the Ministry of Overseas Indian Affairs. The projects will include those for arresting floating debris recycling and oxygenating the water to regenerate it setting up pollution control plants along its banks to treat industrial and community waste and beautifying and maintaining the many ghats that dot its banks. India offers ganga sops to attract funds A third of Indias 1.2 billion population live in the Ganga Basin. Several of Indias historical and imperial and cultural capitals such as Pataliputra Kolkata Murshidabad Kashi Kannauj and Allahabad are situated on its banks. CLEAN INDIA July 2015www.indiaincorporated.com 21 I ts a mission for a cleaner healthier India that is at once a disguised economic stimulus package employment generator and harbinger of cultural change that also promises to promote womens safety and education. Two projects Swachh Bharat Mission and Namami Gange with a combined Budget outlay of more than Rs 80000 crore 13.5 billion over five years could change the way Indians live. Additionally the private sector could invest an additional 15-17 billion taking the total expenditure on these two projects which are part of the same mission for a cleaner India to about 30 billion. The goal as Prime Minister Narendra Modi said is to completely eradicate open defecation and manual scavenging by October 2 2019 Mahatma Gandhis 150th birth anniversary. Assuming that every dollar spent generates 3 of economic activity called multiplier effect in economic jargon this will mean an economic stimulus of about 90 billion for the economy. This money will go to suppliers of materials like steel cement bricks machinery etc pay for workers in these sectors and its knock on effect could help kick start the much delayed economic revival that everyone has been waiting for. First the Swachh Bharat Mission it aims to build 60 million toilets in five years across the country in both urban and rural India in a bid to end the practice of open defecation. Till February this year about 3.2 million toilets have been built. The mission envisages The building of toilets for families below the poverty line. The government will provide a subsidy of 80 for such toilets. Construction of community toilets exclusively for women with facilities for bathing defecation and washing Construction of toilets in schools especially at girls schools Construction of drains and other waste disposal facilities in villages Launching an awareness campaign to get around cultural issues that hold many people back from building and using toilets within their houses The Budgetary cost of the project will be borne by the Centre and the states in the proportion of Indias 90bn multiplier mission takes off CLEAN INDIA July 2015 INDIA GLOBAL BUSINESS22 7525 9010 for north eastern states and Total eradication of the degrading practice of manual scavenging A senior government official said the first years target of building 12 million toilets is likely to be missed but he expressed confidence that with increased momentum and the participation of leading companies like Larsen Toubro the Tata Group Bharti Airtel Jubilant Foundation and others such as USAID and the Bill Melinda Gates Foundation this shortfall would be made up easily in the coming years. Has it ever pained us that our mothers and sisters have to defecate in open Poor womenfolk of the village wait for the night until darkness descends they cant go out to defecate. What bodily torture they must be feeling how many diseases that act might engender. Cant we just make arrangements for toilets for the dignity of our mothers and sisters Prime Minister Narendra Modi had said when he announced the mission in his Independence Day address last year. When the girl student reaches the age where she realises this the absence of toilets in schools she leaves her education. As they leave their education midway they remain uneducated. Our daughters must also get equal chance to receive quality education Modi had said. It has been estimated that every Indian spends an average of more Rs 6000 100 every year for diseases related to the lack of hygiene and cleanliness in our surroundings. At an aggregate level that comes to a whopping 120 billion of avoidable medical expenditure every year for the entire country. But the Swachh Bharat Mission is not only about money and health. There is a cultural aspect as well. Several studies by respected Indian and foreign scholars and sociologists show that in rural areas even many affluent families with toilets in their houses go out in the open to defecate. The toilets are used as storage spaces. Millenia-old beliefs on purity and pollution stop many people from using toilets inside houses. Only a sustained and intensive campaign against these deeply ingrained prejudices will bring about a change in mindsets. To encourage corporate participation Finance Minister Arun Jaitley in his Budget for 2015-16 announced a 100 per cent income tax deduction for contributions to the Swachh Bharat Fund. Further he announced a 2 per cent surcharge on all taxes to generate funds for the Mission. The second leg of the campaign to clean India involves the Rs 20000-crore 3.3 billion Namami Gange programme which the Modi Cabinet cleared a fortnight ago. The Ganga considered holy and revered by millions of Indians is actually one of the most polluted rivers in the world. The discharge of industrial pollutants human waste and household garbage is threatening to kill the river that still provides sustenance to a third of the Indian population that lives on the Gangetic plains. Previous efforts to clean the Ganga from 1985 onwards have failed miserably. So the government has drawn up an ambitious plan to fund the entire programme out of its own resources and plans to involve local populations and civic bodies in implementing the plan to rejuvenate the river in a sustainable manner. Will these two programmes lead to a cleaner healthier more ecologically sustainable India in five years The funds are tied up a time-bound implementation calendar is being drawn up responsibilities are being fixed and financial incentives are being dangled to encourage private participation. So there is every reason to be optimistic. Previous efforts to clean the Ganga from 1985 onwards have failed miserably. So the government has drawn up an ambitious plan to fund the entire programme out of its own resources and plans to involve local populations and civic bodies in implementing the plan to rejuvenate the river in a sustainable manner. CLEAN INDIA www.indiaincorporated.com www.indiaincorporated.com For business development opportunities please email infoindiaincorporated.com London 44 020 7873 2386 India 91 07940 063 339 IndiaIncorp indiaincorporated companyindia-inc Facebook f Logo CMYK .ai Facebook f Logo CMYK .ai Online Print Events Content Hub narrating Indias globalisation story to the world Bespoke print publication for India Investment Conclaves designed for decision makers Online Print Events Online Print Incisive international analysis into policies that impact Indias globalisation journey www.indiaincorporated.compolicy-india.html Online A focus on Indian investments overseas and their impact Print Programmes focused on cross border deal ows trade and investment opportunities Events a Inc - conclave logo options v4.0 oconceptsideas remain the property of watermarkmedia until and unless otherwise agreed India Investment Conclaves Global Wealth INDIA POLICY Act East India has taken a giant leap to move past issues that have held its relations with China captive. China is Indias biggest trading partner with commerce between the two countries totalling 71billion in 2014. However the trade deficit has spiralled from just 1 billion in 2001-02 to more than 38 billion in the same year. Indian Prime Minister Narendra Modis China visit in May 2015 could mark that long-awaited milestone in this relationship as well as help shape Indias important position as a strategic player to maintain a balance of power equilibrium in the region. Act East India starts a new chapter with China July 2015 INDIA GLOBAL BUSINESS26 ACT EAST S oon after assuming power in New Delhi about 13 months ago Prime Minister Narendra Modi clearly articulated his vision of forging closer ties with Indias Asian neighbours particularly ASEAN and other East Asian nations on a priority basis. Building on PV Narasimha Raos 1992 Look East policy which was taken forward by the successor governments of Atal Bihari Vajpayee and Manmohan Singh Modis Act East policy has strong economic and strategic dimensions in which Indias millennia- old cultural ties with countries in this region play a major role. In keeping with this philosophy the focus has now shifted to an aggressive outreach to these nations including Japan South Korea and Australia as well as those on the Indian Ocean rim and the East Pacific. Modis successful engagements with China Japan Australia South Korea the ASEAN and the countries of the Indian Ocean over the last year are considered the high points of this policy so far. To deepen its engagement New Delhi is now focussing on a trilateral highway project to connect Indias North East with Thailand via Myanmar. An influential section of New Delhis strategic current strategic establishment agrees that Myanmar is one of the lynchpins of the Act East Policy. Hence the urgency in the governments strategic and economic outreach to that country. Though Indias policy planners deny it in public it is a fact that the establishment in New Delhi is deeply concerned at Chinas aggressive intent as exemplified by its claim over South China Sea its naval expansion into the Indian Ocean which India considers its backyard as well as its co-called Maritime Silk Route. The government considers energy security as an important component of its Act East Policy. From Look to Act East A work in progress Modis Look East Policy is expected to expand on what many said is his overall policy towards Beijing cooperate and contain. Modi has already agreed to supply Vietnam with four naval patrol boats and has also announced that his government will quickly operationalise a 100-million line of credit to Vietnam to acquire new naval vessels from India. July 2015www.indiaincorporated.com 27 ACT EAST Accordingly ONGC Videsh the overseas investment arm of the countrys national oil explorer ONGC was granted two offshore oil blocks in South China Sea. China has strongly opposed this on the basis of its claims over the waterway. This issue remains unsettled. Given Indias efforts not to ruffle feathers in Beijing notwithstanding its joint statement with the US during President Barrack Obamas visit to Delhi on South China Sea it will be interesting to see how India proceeds on this issue. In this context Modis Look East Policy is expected to expand on what many said is his overall policy towards Beijing cooperate and contain. Modi has already agreed to supply Vietnam with four naval patrol boats and has also announced that his government will quickly operationalise a 100-million line of credit to Vietnam to acquire new naval vessels from India. Then India is training Vietnamese naval personnel in Russian Kilo class submarines and may also agree on extending similar training in the sophisticated Sukhoi planes. Some early dividends are already coming in from the Act East Policy. Australian Prime Minister Tony Abbotts government sealed a deal last year to supply uranium for Indias civilian nuclear programme. Australia has the worlds largest reserves of recoverable uranium. Japanese Prime Minister Shinzo Abe with whom Modi shares close ties is close to becoming Indias all weather friend. Indeed Japan is key to the Prime Minister Act East Policy. This is evident in the economic cooperation between the two countries. Japan has committed 35 billion investments in India which will create millions of jobs under the governments Make in India initiative. Japan is also participating in and financing the ambitious 90-billion Delhi-Mumbai Industrial Corridor project which will improve Indias logistics chain and create jobs under the above initiative. But despite the close and warm diplomatic economic and emerging strategic bonds between Tokyo and New Delhi a deal on nuclear cooperation has not been forthcoming as Japan has been insisting that India formally agrees to desist from further N-tests and allow intrusive inspections to ensure that N-materials are not diverted for military use. Talks are continuing in this regard but given Japans sensitivities on the nuclear issue the chasm looks wide to bridge but this is unlikely to affect the close ties between the two countries. But the worst kept secret in New Delhi is the strategic establishments discomfort with Chinas strategy to encircle India. To counter this India has been engaging in naval exercises with Japan the US Singapore and others but has avoided multilateral engagements to avoid upsetting China. Indias Act East Policy which incidentally predates the US pivot to Asia and has much broader goals is still a work in progress. Independent India has neglected the age-old ties that were sealed 2300 years ago when Emperor Ashoka sent Buddhist missionaries to spread the message of love and universal brotherhood. That message is still relevant. Unlike some other countries whose rise is seen with suspicion India is considered a benevolent power. New Delhi had till recently practically forsaken this heritage. Reclaiming and building on these ties for the greatest common good will be the way forward for Indias Act East Policy. July 2015 INDIA GLOBAL BUSINESS28 ACT EAST S olar India got a major boost with Japans SoftBank teaming up with Taiwans Foxconn and Bharti Enterprises to invest around 20 billion in Indian projects. The Tokyo-based telecom giant said the project aimed to generate 20GW of energy through solar and wind power plants. SoftBank founder Masayoshi Son said With this partnership our goal is to create a market-leading clean energy company to fuel Indias growth with clean and renewable sources of energy. The sunshine in India is twice that of Japan. Cost of land and labour and maintenance is also half that of Japan. So then the efficiency of solar power generation is likely to be four times compared to that in Japan. His company which has invested 1 billion in India over the last nine months will help manufacture solar equipment in India. SoftBank which is also the largest shareholder in Chinese e-commerce firm Alibaba will have majority control in the new Delhi- headquartered three-way joint venture company SBG Cleantech with Bharti and Foxconn as minority stakeholders. Indias power minister Piyush Goyal had recently described solar as the mainstay for the country in an India Inc. interview. The governments vision is to hike production from 3 GW to 100 GW by 2022. Coal dominates Indias energy mix at present and there is a drive to help move the country towards more renewable sources of energy as it enhances growth and creates jobs. Indias big push toward clean energy generation comes ahead of the Paris climate summit that is scheduled for December this year during which leaders from around the world will aim to formulate a credible successor to the Kyoto protocol to address climate change. Japan energises Indias solar sector with 20bn With this partnership our goal is to create a market-leading clean energy company to fuel Indias growth with clean and renewable sources of energy. Masayoshi Son SoftBank Founder July 2015www.indiaincorporated.com 29 ACT EAST I ndias road from Look East to Act East has led to resolving as many as 15 bilateral tax disputes with Japan. Tax officials from both countries will meet in Tokyo in June to sign agreements aimed solving the transfer pricing disputes relating to Japanese involvement in Indian automobile and auto ancillary sectors and large trading houses. The move is expected to go a long way in Indias Make In India mission of attracting more and more Japanese firms to its shores. The disputes range from determining royalty tax dues profitability of trading houses and the commission paid. It is expected the governments of these two nations will apply a mutual agreement procedure MAP to ensure relief of about Rs 10000 crores to Japanese industries. MAPs prevent tax disputes that arent covered in tax treaties through action by one or both contracting states in specific cases. The major concern for multinational companies and the nations they are headquartered in is the mark-up and tax dues on costs for services provided. Re-aligning relations with Japan is an important aspect of the Narendra Modi led governments proactive engagement plans for the region. Shinzo Abes government is formulating plans to fulfil its promise to build Indias infrastructure and promote domestic manufacturing as it doubles its investment in the country to about 35 billion in the next five years. Japan has identified 11 sites to set up industrial townships in India which would serve as hubs for investments into the country. These include Tumkur in Karnataka Ghilot in Rajasthan Mandal in Gujarat and Supa in Maharashtra. Japan will also provide soft skills training to Indian workers in the manufacturing sector to help bridge the demand-supply gap. Act East is drawing India closer to not only Japan and Australia in the Pacific but also to smaller Southeast Asian nations such as Vietnam as well as countries like Singapore. India works on smoothing over Japan tax issues Japan has identified 11 sites to set up industrial townships in India which would serve as hubs for investments into the country. These include Tumkur in Karnataka Ghilot in Rajasthan Mandal in Gujarat and Supa in Maharashtra. July 2015 INDIA GLOBAL BUSINESS30 ACT EAST Japan Malaysia may fund Indian roads C ountries like Japan and Malaysia are keen to get on the road to meet Indias humungous infrastructure challenge. Indian media reports indicate that state-funded firms from the friendly South Asian neighbours are among those who have expressed an interest in funding some of the countrys mega highway projects. However it would require some innovative thinking from the Indian finance ministry and removing some foreign investment barriers. This would circumvent the need for the road ministry to go through the process of seeking tenders and bids allowing for faster implementation of such overseas-funded projects. The Indian government is planning to launch 1231 projects that will cover 37000 km in the next two years. Having awarded more than five projects under the build operate transfer BOT toll mode this year it is upbeat about the prospects of public private partnership PPP projects. However a majority of projects are still dependent on government funding and are getting awarded through the engineering procurement and construction EPC route. Road Transport and Highways Minister Nitin Gadkari has stressed on the need to build national highways at a faster pace. There are some key announcements in this area which are expected to begin yielding results soon Highway auction In a first of its kind move the road transport ministry is looking to auction about 5000 km of government-funded national highway stretches Advisory radio Highway drivers may soon be able to tune in to updates on traffic route eateries and the weather as part of the governments plan to build an intelligent transport system that addresses concerns regarding environment pollution and road safety through enhanced data collection. Exit Policy The government has approved a comprehensive exit policy for the roads sector allowing developers to quit a project two years after completion a measure that will help the stressed sector monetise assets and unlock the capital for future projects. West-to-East Bharat Mala is the name given to an ambitious programme of the Narendra Modi led government which envisions a garland-like road built along Indias vast west-to-east land border from Gujarat to Mizoram. Assessment To take stock of the condition of highways including their maintenance and next likely schedule for overlaying the government will carry out a road assessment exercise through a new modified vehicle. July 2015www.indiaincorporated.com 31 www.acteast.indiaincorporated.com Visit ACT EAST Hot on the heels of this quantum leap in Indias foreign policy vision aimed at realigning global balance of power. www.indiaincorporated.comOnline Print Events July 2015 INDIA GLOBAL BUSINESS32 T he India-Singapore relationship was almost inevitable. With complementing comparative advantages democracies and values it was the right fit. However the relationship between the two remained just cordial and did not really start delivering real dividend until then Indian Prime Minister P.V. Narshima Rao delivered his now historic Look East policy in 1994. Incidentally PM Raos speech coincided with Singapores decision to proactively engage with India to play its rightful geo-political and economic role in the region. This was also the island nations way to balance Chinas influence. The city-state has been instrumental in India connecting as well as re-connecting with ASEAN countries but bilateral relations remain at the heart of it all. It did not of course stem from altruism but from the fact that relationship with India a reforming and fast-growing economic giant with tremendous potential and indigenous nuclearspace capabilities was good for Singapore both strategically as well as economically. Similarly India wanted access to new markets investment as well as knowledge on delivering rapid urbanisation with good quality of life that comes with a corruption-free governance and development. In addition access to Singapore ports enabled India to become a serious strategic player in Asia. These potential mutual advantages led to India signing a Free Trade Agreement and a Comprehensive Economic Cooperation Agreement exactly a decade ago by then Prime Minister Manmohan Singh. Since then trade between the two has flourished hitting a record 19.4 billion in 2013-14 from 4.2 billion in 2003-04. Singapore has established itself as one of the largest FDI sources for India accounting for about 12 per cent of all inward investment. The approach towards Singapore from an Indian foreign policy perspective has been consistent and the Manmohan Singh government can take much credit for taking the relationship to a strategic level. Prime Minister Modi has now upped the ante and has announced a vigorous Act East policy in which Singapore will continue to play a pivotal role. But Singapore is not just another trading partner. It has been integral to Indias development story whether it is in port development or Special Economic Zones and now in helping take PM Modis vision of smart cities and skilled India to fruition. It continues to be the Eastern gateway for Indian companies with global ambitions and currently hosts more than 6000. Singapore PM Lee Hsien Loong recently said India can play a major role provided it opens up its economy encourages foreign trade and investments and participates actively in regional cooperation and that is firmly on Prime Minister Modis agenda. Singapore The inevitable heart of Indias Act East policy ACT EAST July 2015 INDIA GLOBAL BUSINESS34 India-China clinch 24 pacts for a renewed relationship I ndia has taken a giant leap to move past issues that have held its relations with China captive. China is Indias biggest trading partner with commerce between the two countries totalling 71 billion in 2014. However the trade deficit has spi- ralled from just 1 billion in 2001-02 to more than 38 billion in the same year. Indian Prime Minister Narendra Modis China visit in May 2015 could mark that long-awaited milestone in the relationship. Our relationship has been complex in recent decades. But we have a historic responsibility to turn this relationship into a source of strength for each other and a force of good for the world he said setting the tone for his historic visit which coincided with his own governments one-year mark. Beyond the public relations-oriented visit to President Xi Jinpings birthplace Xian some hard- nosed business deals were also clinched. The complete list of 24 deals struck in May 2015 CHINA FOCUS India will establish a new Consulate General at Chengdu and the Chinese side would establish one in Chennai to facilitate enhanced trade and economic engagement people-to-people exchanges and tourism. Action Plan on cooperation in setting up the Mahatma Gandhi National Institute for Skill Development Entrepreneurship in Gujarat. India will provide the land and construct the institute and China will be the key knowledge partner. MoU between the Indian Ministry of Skill Development Entrepreneurship and Chinas Ministry of Human Resources and Social Security in the field of Vocational Education and Skill Development to strengthen technical cooperation in this field and help share best practices and knowledge. MOU to strengthen and develop cooperation between the two countries in the field of multilateral trade negotiations at the WTO. New Consulates Skill Development Trade 1 2 3 New Institute 4 July 2015www.indiaincorporated.com 35 CHINA FOCUS MoU to facilitate exchanges at the level of chief minister from the Indian side and leaders of the CPC Central Committee Provincial or Ministerial leaders from the Chinese side. The Outline for Space Cooperation provides specific programmes that the two sides plan to cooperate on during 2015-2020. MOU to encourage governmental departments and educational institutions to enhance contacts and also provide for scholarships to students from the two countries. MoU between Doordarshan and China Central Television aimed at developing cooperation through exchange of television programmes and promotion of co-production on programmes on themes of mutual interest and training of production and technical staff. MoU on establishing India-China Think-Tanks Forum to bring together Indian and Chinese scholars to deliberate on contemporary issues of regional and international significance. Action Plan between Chinas National Railway Administration and the Indian Ministry of Railways to cooperate on speed-raising of existing routes Chennai-Bengaluru-Mysore High Speed Rail Delhi-Nagpur sector or Delhi-Chennai route Railway Station Re-development Heavy-Haul Training and establishment of Railway University. Protocol on Health and Safety Regulations will govern the health and safety standards for the rapeseed meal to be exported from India to China. MoU between Indias Ministry of Mines and Chinas Ministry of Land and Resources for the mutually beneficial exchange of information concerning progress on geoscience investigation and management of geohazards and mineral exploration. MoU between the Indian Ministry of Tourism of the Republic and the National Tourism Administration of China aimed at enhancing bilateral cooperation in tourism sector. It attains special significance in view of Year 2015 and 2016 being designated as Visit India Year and Visit China Year respectively. MoU between NITI Aayog of India and the Development Research Centre of China to create cooperative relations between the two institutions with the broad objective of furthering cooperation and understanding on strategic macroeconomic and policy issues. External Affairs Space Railways Health and Safety Mines Tourism Planning Education Exchange Prog. Media Think-Tank 9 7 8 11 13 10 12 14 5 6 July 2015 INDIA GLOBAL BUSINESS36 MoU between Indias Ministry of Earth Sciences and the China Earthquake Administration concerning cooperation in the field of earthquake sciences and earthquake engineering. Agreement on the establishment of Sister- StateProvince Relations between the state government of Karnataka and provincial government of Sichuan of China. MoU on scientific cooperation between the Geological Survey of India and China Geological Survey to strengthen mutual scientific cooperation in Geosciences by means of studies and research projects to strengthen the bilateral cooperation. Agreement on the establishment of Sister City Relations between Hyderabad and Qingdao. MoU between the Indian Council for Cultural Relations and Fudan University on the establishment of a Centre for Gandhian and Indian Studies. MoU between Indian Ministry of Earth Sciences and the State Oceanic Administration of China on cooperation in the field of Ocean Sciences Ocean Technology Climate Change Polar Science and Cryosphere. Agreement on the establishment of Sister City Relations between Chennai and Chongqing. MoU between the Indian Ministry of External Affairs and Chinese Peoples Association for Friendship with Foreign Countries on Establishment of StatesProvincial Leaders Forum. Agreement on the establishment of Sister City Relations between Aurangabad and Dunhuang. MoU between Indian Council for Cultural Relations And Yunnan Minzu University on the establishment of a Yoga College. Science Karnataka Climate Change Chennai Provincial Aurangabad Yoga Geoscience Hyderabad Culture 19 17 18 21 23 20 22 24 15 16 CHINA FOCUS July 2015www.indiaincorporated.com 37 CHINA FOCUS O ne of the biggest milestones in a new chapter of the India-China relationship the Asian Infrastructure Investment Bank AIIB is expected to be operational by the end of 2015. The 57-member bank with both neighbouring economic giants as founding partners said that the Articles of Agreement AoA for the AIIB have been finalised and should be ready for signing by the end of next month. The AIIB which will be headquartered in Beijing is designed to finance infrastructure construction in Asia. It will have authorised capital of 100 billion and the initial subscribed capital is expected to be around 50 billion. The bank is undoubtedly set to define the balance of power in the region with Japans Prime Minister Shinzo Abe announced a 110 billion investment plan for infrastructure projects in Asia in an apparent move to counter the launch of the AIIB by rival China. China is likely to hold a 25-30 per cent stake in the new bank while India will be the second-biggest shareholder delegates have confirmed after a three- day meeting of the banks founding member-nations in Singapore. In all Asian countries are expected to own between 72 and 75 per cent of the bank while European and other nations will own the rest. Each country representative will now take the proposals back to their governments for a final decision. India China get set for new Asian Bank July 2015 INDIA GLOBAL BUSINESS38 T ata Communications has struck up a new video network partnership with China Telecom Global to capitalise on the rapidly growing mobile video market. The partnership enables China Telecom Global a subsidiary of China Telecom Corporation to leverage the global reach and quality of Tata Communications Global Video Network to offer live sporting events across China as well as globally. Mobile video consumption is growing at an exponential rate with a robust growth trajectory expected in the next five years. Through our new video network partnership China Telecom Global can provide seamless connectivity for our media and entertainment customers across China Pengcheng Fan vice-president of product development at China Telecom Global said in a statement. The network inter-connect between both the companies is located in Hong Kong. Brian Morris vice-president and general manager of global media and entertainment services Tata Comms said Tata Communications is dedicated to offering its media customers access to key media hotspots for the distribution of premium broadcast quality content across the globe. This partnership with China Telecom Global is a natural step in that direction and marks the expansion of Tata Communications Global Video Network reach into China. Tata Comms video network covers more than 300 media hotspots in 125 cities globally. According to a forecast by Cisco on global mobile data traffic mobile video will generate more than 69 per cent of mobile data traffic by 2019. Tata Comms claims that over 24 per cent of the worlds internet routes travel over its network. The company had recently launched a new media ecosystem that enables cloud-based management of content and supports global media distribution requirements over-the-top content and mobility applications. Tata Comms strikes Chinese video partnership This partnership with China Telecom Global is a natural step in that direction and marks the expansion of Tata Communications Global Video Network reach into China. Brian Morris Vice-President and General manager of global media and entertainment services CHINA FOCUS July 2015www.indiaincorporated.com 39 www.indiaincorporated.com www.indiaincorporated.com For business development opportunities please email infoindiaincorporated.com London 44 020 7873 2386 India 91 07940 063 339 IndiaIncorp indiaincorporated companyindia-inc Facebook f Logo CMYK .ai Facebook f Logo CMYK .ai Online Print Events BUSINESS INTELLIGENCE ADVISORY SERVICES India Inc. Business Intelligence Service ensures all appropriate information is collated processed and analysed effectively to add value to organisational decision making. July 2015 INDIA GLOBAL BUSINESS40 POLICY INDIA ROUNDTABLE 2015 India Inc. Policy India Roundtable 2015 The second annual roundtable held at the offices of Ashurst law firm in the financial district of the City of London was focused on Making Business Easier What does it mean for UK Plc and brought together senior policymakers as well as business professionals from both countries. I ndia can double its economy over the next decade from a 2 trillion economy to 4 trillion according to the countrys minister of state for finance Jayant Sinha. The minister also claimed that the foundations laid by the Narendra Modi led governments first year in office would restore the countrys economic growth to the 8 per cent mark. We inherited a macro-economic basket case which was teetering on the edge of some very serious macro-economic problems. In the last one year we have achieved stabilisation and laid the foundations for robust and sustainable growth going forward he said in his inaugural address at the India Inc. Policy India Roundtable in London on June 11. We can restore GDP to 8 per cent and if we can achieve that consistently over a decade then India which is a 2 trillion economy could easily double to a 4 to 5 trillion dollar economy in the next 10-12 years he added via video conference from his North Block office in New Delhi. The second annual roundtable held at the offices of Ashurst law firm in the financial district of the City of London was focused on Making Business Easier What does it mean for UK Plc and brought together senior policymakers as well as business professionals from both countries. Sinha assured the foreign investors in the audience of a stable predictive and fair tax regime to ensure retroactive tax legislation becomes a thing of the past. Indias economic interests were deeply damaged by retroactive tax legislation introduced by the previous government. Most of the problems we inherited and they are now in the judicial process but going forward this government is committed to a stable predictable and fair tax system said Sinha who also expressed confidence in having the Goods and Services Tax system in place by April 2016. July 2015www.indiaincorporated.com 41 POLICY INDIA ROUNDTABLE 2015 GST will be a huge win for the Indian economy he added. The other sessions at the roundtable focussed on Indias ambition to climb up the World Banks Ease of Doing Business rankings as well as Make in India. India Inc. CEO Manoj Ladwa said The message is loud and clear that Indians are job makers and not job takers. Make in India is a win-win opportunity for both India and the UK. Rita Ramalho Manager of the World Bank team behind the all-important business rankings also had a positive message for India. She said Indias ambition to be counted among the top 50 is needs a lot of work but it is not impossible. Things have improved significantly and there is a definite shift in how the government views business as well as a more cohesive programme. These changes take time Rome was not built in a day. But the internal competition within states will be fruitful. July 2015 INDIA GLOBAL BUSINESS42 T he Indian School of Business ISB has created a model to judge just how each state in the country measures up on creating Smart Cities. Under the Smart City Maturity Model SCMM they will be able to assess their progress and subsequently modify strategies to meet the ambitious target set by the Indian government of creating 100 smart cities by 2022. The goal is meet the requirements of a growing urban population which is expected to rise by more than 400 million people to 814 million by 2050. The model has been developed by Deepa Mani ISB assistant professor and joint executive director along with Shankadeep Banerjee research associate at the schools Srini Raju Centre for IT and the Networked Economy. It classifies states on the basis of social and physical infrastructure into four sub-categories development laggards low moderate development high moderate development and development leaders. A smart city is classified as one that completely runs on technology be it for electricity water sanitation and recycling ensuring 247 water supply traffic and transport systems that use data analytics to provide efficient solutions to ease commuting automated building security and surveillance systems requiring minimal human intervention and wi-fi powered open spaces and houses that ensure always-on high-speed connectivity. Indias Urban Awakening a report by McKinsey on the number of people migrating to cities found that India would need to build 20 to 30 cities in the next decade alone. By 2030 590 million Indians will live in cities up from 340 million in 2008. It took almost 40 years 1971-2008 for Indias urban population to grow by 230 million. The next 250 million city dwellers will be added in half that time. The report suggests that India build nearly 25 satellite cities near large tier I and tier II cities each accommodating up to a million people. By 2050 half of the Indian population will be living in urban areas so with these alarming statistics there is an urgent need for urban redevelopment and improved public transportation. This has led to extensive thought and planning to lower urban density by building smart cities that seem to be an answer to this pressing problem. India gets model to measure Smart Cities Under the Smart City Maturity Model they will be able to assess their progress and subsequently modify strategies to meet the ambitious target set by the Indian government of creating 100 smart cities by 2022. INDIA INC. PICK www.indiaincorporated.com For business development opportunities please email infoindiaincorporated.com London 44 020 7873 2386 India 91 07940 063 339 Online Print Events www.indiaincorporated.comIndiaIncorp indiaincorporated companyindia-inc Facebook f Logo CMYK .ai Facebook f Logo CMYK .ai A tracker offering insights for the public affairs community as well as keen India watchers from a policy perspective. www.indiaincorporated.compolicy-india July 2015 INDIA GLOBAL BUSINESS44 Indias Financial Inclusion Mission Success and Sustainability Dr Suraj Kumar is the chief mentor at Neeti Foundation. He has worked in the development sector since 1993 at progressively senior levels nearly 15 years with the UN in design and implementation of programmes on governance womens leadership and human development policy dialogue on rights- based development with governments and UN coordination in India and South Asia. He holds a PhD in Sociology from State University of New York at Binghamton. He is also Visiting Fellow at Heras Institute St. Xaviers College Mumbai and Fellow at American Institute of Indian Studies from 1991 1992. I t was an ironic twist of fate when a former Governor of the Reserve of Bank of In- dia was unable to open a bank account in Hyderabad where he had settled down after retirement. The reason was onerous resi- dence proof requirement under the Know Your Customer KYC norms that he himself had piloted as Governor. He could however perhaps take comfort in the fact that even by mid-2014 only 42 per cent of Indians in the age cohort 15 plus had bank accounts as per the Global Findex. The numbers for those covered by insurance and pension schemes was below 10 per cent and less than 5 per cent of the adult population was invested in the stock market. Clearly the scale and size of the formal financial sector in India was not commensurate with its economic growth requirements of double-digit growth and generation of 10-15 million new jobs every year. In August 2014 the launch of the Prime Ministers Jan Dhan Yojana PMJDY signaled the intent of the new government to give highest priority to financial inclusion setting and achieving ambitious targets of covering every eligible un-banked household with at least one bank no-frills account populated with credit card and accident insurance products in the very first phase. The response from the banks was tremendous and the target of universal coverage was achieved by the end-January 2015 ahead of the original deadline of August 2015. The criteria of Scope Scale and Innovation need to be taken into account while evaluating the success of a large public intervention. With regard to Scope relevance of focus and targeting the appropriate population segment PMJDY has been as successful as its predecessor Swabhimaan Self-Esteem scheme which identified financial inclusion as an important tool for growth as it links hitherto un-served households to the formal financial system and inculcates savings habit among them this widening the stock of credit and savings simultaneously while prompting economic citizenship for all. As the RBI paper of 2006 mentioned It is universally agreed now that Financial Inclusion helps build domestic savings bolster household domestic and financial sector resilience and stimulate business and entrepreneurial activity while exclusion leads to increasing inequality impediments to growth and development. GUEST COLUMN July 2015www.indiaincorporated.com 45 Clearly the performance of PMJDY has been impressive not least on account of the fact that it focused on a frenetic pace of implementation while retaining the basic pillars of previous programmes and adding value through innovative products. Above all the public display of political will behind PMJDY has been a great driving force and cause for success. The continued success of PMJDY depends upon not only continued political will at the highest level but also upon a renewed focus of sustainability in terms of cost capacity and linkage with wider financial sector reform and ease of business. At the recent Gyan Sangam Knowledge Confluence hosted by the Finance Ministry at the National Institute of Banking Management it was pointed out that administrative cost for each new account was INR 650 USD 10 approximately translating into an overall annual cost of INR 13000 crore USD 2 billion. Clearly the use of technology and big push on mobile banking and payments banks would bring this cost down and ensure that PMJDY is a robust economic empowerment programme devoid of a subsidy discourse. Intermediate linkages not only with the Direct Benefits Transfer scheme enabled by Aadhaar with large development funds at district level amounting to an average of INR 650 crore or USD 100 million per district per year can ensure this provided reform in priority sector lending enables it. Building capacity for financial inclusion therefore has to be a key policy priority as also leveraging latest technology solutions globally and customising them to the Indian context. In sum a comprehensive approach to financial inclusion has been pioneered in India and requires capacity and reform to be sustained. Meanwhile no retired Governor of RBI need now to worry about difficulty in opening a bank account - for him the ease of banking is ensured along with the teeming billions covered by the PMJDY The criteria of Scope Scale andInnovation need to be taken into account while evaluating the success of a large public intervention. GUEST COLUMN Hence Financial Inclusion or inclusive banking is a precursor for inclusive and sustainable economic growth. The fact that the new government continued the focus of the previous regimes initiative highlights its commitment to continuity and predictability vital for investors and implementers alike. At the same time it realised that it is important to go beyond guidelines and targets and focus on rigorous implementation so that the vision of universal access to financial services and products could be realised. Therefore the bank-led model of financial inclusion was bolstered by a PMO-led mission mode under PMJDY. The PMJDY by all accounts is a spectacular success when measured on the yardstick of Scale. As mentioned earlier it has met and surpassed its set targets but also sustained achievements in its first year. It is well-known that there is a tendency for no-frills or zero-balance bank accounts to become inactive the evaluation of Swabhimaan had shown that only 42 per cent of such accounts had stayed active. While the year-end evaluation of PMJDY is yet to take place current reports from Scheduled commercial Banks OBC and SBI indicate that at least 72 per cent of the no-frills accounts are active. The drastic reduction in relapse or dormancy indicates that the mission-mode approach has placed an order of priority for financial inclusion that was missing earlier. The new difference is surely on account of practical focus on implementation and getting the job done that augurs well for Indias growth prospects. With regard to Innovation the revision of earlier guidelines is backed up by a push on appropriate financial products going beyond credit and savings services. The introduction of new schemes for pension and insurance linked to PMJDY accounts is a game-changer as it caters directly to the hitherto un-met needs of universal social security earlier languishing at single-digit percentage figures. It is estimated that a mere doubling of the current coverage of insurance and pension can expand the formal financial sector and add a percentage point to Indias growth rates. July 2015 INDIA GLOBAL BUSINESS46 SECTOR FOCUS Steel I ndian steel giant Tata Steel will set up a new research centre at the University of Warwicks Warwick Manufacturing Group WMG in the West Midlands to create new-age steel. The 20-million Advanced Steels Research is being co-funded by Tata Steel and the British governments UK Research Partnership Investment Fund UKRPIF and will involve 300 engineers and scientists collaborating within its world class RD facilities. Karl Koehler chief executive of Tata Steels European operations said This development will allow us to work with world-class scientists and researchers to create new steels for customers who are shaping the low- carbon technologies of tomorrow. The new hub will be led by Professor Sridhar Seetharaman Tata Steel Chair in Low Carbon Materials at WMG and combines his research with that of two further Tata Steel Chairs at the university Professor Claire Davis Tata Steel Chair for research into Thermo-mechanical Processing and Professor Barbara Shollock Tata Steel Chair in Advanced Characterisation and Coatings. WMG chairman Professor Lord Bhattacharyya said With Tata Steel we are creating a national focus that will help ensure that the UK steel industry has the knowledge technology and skills in place to be able to compete in the huge international steel market. The new hubs research will combine the disciplines of materials physics chemistry mechanical and chemical engineering manufacturing mathematics statistics and computer science to address future steel applications in industries such as automotive construction energy and power engineering and lifting and excavating. The research facility is in line with the Tata Groups long association with the Coventry-based universitys manufacturing group which most recently also involved the launch of a new 150-million innovation centre in March this year. The National Automotive Innovation Centre NAIC to be operational by 2017 is planned as the largest automotive research centre of its kind in Europe and is funded by Tata Motors and its UK firm Jaguar Land Rover JLR. Tata funds research on new-age steel in UK The new hubs research will combine the disciplines of materials physicschemistry mechanical and chemical engineering manufacturingmathematics statistics and computer science to address future steel applications in industries such as automotive construction energy and power engineering. July 2015www.indiaincorporated.com 47 NEWS IN BRIEF Tata-Airbus bag Indian military order Tata Motors eyes Vietnam market India reportedly agreed to buy 56 planes from Airbus for 1.87 billion after the defence ministrys Defence Acquisition Council agreed Airbus and Tata Advanced Systems would jointly build military transport aircraft aimed at modernising the countrys fleet. Under the project proposal Airbus would build 16 twin-turboprop aircraft in fly-away condition and Tata would assemble the remaining 40 in Hyderabad in a technology transfer. Other orders approved by the council which clears big ticket defence deals include 145 BAE Systems ultra-light artillery howitzers Indo-Russian BrahMos cruise missiles for six warships and 197 Russian Kamov helicopters news reports indicated. The council chaired by Defence Minister Manohar Parrikar also set up a committee to work out the details for the already agreed purchase of 36 Rafale fighter jets from France. Indian automotive giant Tata Motors has clinched a pact with Vietnams TMT Joint Stock Company mark its entry into the market. TMT Joint Stock Company signed a distribution supply and technology licence agreement with the company Tata Motors confirmed in a statement. The agreements will enable TMT to become the distributor of select Tata Motors commercial vehicles as well as expand its vehicle assembly business and distribution network in Vietnam the company said. As part of the pact Tata Motors will supply completely knocked down CKD and completely built unit CBU vehicles to TMT in Vietnam enabling TMT to further strengthen its position in the local automotive industry.Tata Motors executive director of commercial vehicles business unit Ravi Pisharody said Our foray into Vietnam is an important step in our continuing journey to become a truly global player and in particular our focus on the ASEAN region after our recent entry into Indonesia Philippines and Malaysia. July 2015 INDIA GLOBAL BUSINESS48 Sweden opens up to India Unlimited I ndian ambassador to Sweden Banashri Bose Harrison launched her India Unlimited programme back in 2013 with the vision to build on synergies that exist between the two countries. Two years later the programme has found a perfect fit with the Indian governments Make in India initiative and a bridge to further enhance the India- EU relationship. India Global Business caught up with the career diplomat to explore her plans for India Unlimited the key sectors of potential and how the India-Sweden story can help define Indias broader position within the European Union. QWhat is the goal of India Unlimited The aim of the platform India Unlimited is promoting Brand India in Sweden and Brand Sweden in India. It seeks to strengthen Indo-Swedish connections and partnerships in all areas that benefit both countries especially economic relations and people-to-people ties. Infrastructure defence power information technology innovation travel and tourism are the key business sectors that the platform focuses on. It also seeks to share Indias many unique attractions with the Swedish people such as Cinema Cuisine Culture and Crafts especially those aspects which are relatively unknown here. The India Unlimited Platform will try to project and promote the synergies and symbiosis between Swedish innovation with Indian Entrepreneurship Indian RD and scientific capabilities with Swedish engineering The brain power of India and the creative energy of Sweden Indian Consumer and Swedish Solutions Indian Investments in Sweden and Swedish Investments in India Increasing Travel and Tourism between Sweden and India QIs there untapped potential in India-Sweden ties The new Indian government under the dynamic leadership of Prime Minister Modi has launched a major new national program Make in India. Designed to facilitate investment foster innovation enhance skill development protect intellectual property and build best in class manufacturing infrastructure. Doing business in India just got easier new de- licensing and deregulation measures are reducing complexity and significantly increasing speed and transparency. Indias manufacturing infrastructure and capacity for innovation is poised for phenomenal growth new smart cities and industrial clusters being developed in identified industrial corridors having connectivity new youth-focused programs and institutions dedicated to developing specialised skills. FDI should be understood as First Develop India along with Foreign Direct Investment. The new government in India urges investors not to look at India merely as a market but instead see it as an opportunity. We believe this can create even bigger opportunities between Sweden and India. India is the only country in the world which offers the unique combination of democracy demography and demand. Theres never been a better time to Make INDIA INC. INTERVIEW July 2015www.indiaincorporated.com 49 in India and Grow with India. Prime Minister has underlined that the Make in India initiative must go hand in hand with Zero Defect Zero Effect. So the expansion of manufacturing must be of high quality with no environmental impact. QWhat are some of the sectors Sweden can work together with India on Foreign Direct Investment from Sweden to India is 70 million USD. India exports goods worth 732 million USD while Sweden exports good worth 1679 million USD. Swedish companies create jobs in India. Nearly 150000 jobs are directly created by Swedish companies present in India. The indirect numbers are much higher including sub-contractors farmers and service providers. A number of Indian companies have also invested in Sweden particularly in the IT-sector. In total there are more than 50 Indian companies in Sweden today. Besides the traditional businesses linking India and Sweden the policy impact of the new government towards their development programs are likely to throw up opportunities in the following areas for both Indians and their prospective Swedish partners 1. Technologies Infrastructure towards a. Waste Water Management b. Solid Waste Mgmt c. Cleaning of Riverways Ganga is the major project which will lead to the other river-ways. The importance of Ganga lies in the fact that it passes through five States and is the lifeline of 40 per cent of Indias population. It is affecting the livelihood of a major chunk of Indian population. 2. Defence Sector Here there will be opportunities for not only major Swedish players but also for Swedish Medium Small Enterprises who may be the original supplier of components to the major players to become more competitive through partnership with Indian companies 3. Power Sector Technology Investment in renewable energy 4. Skills Similar to IT Industry India is very likely to invest heavily in building skills in craftsmen. With the young Indian population India will surely look at exporting Indian trained man- power - for instance nurses teachers. 5. Housing Any industry connected towards the building low cost housing toilets can expect big opportunity. Prime Minister has set a target of Housing for all by 2022. Another area for Swedish opportunity can be to help Clean India. The Prime Minister has initiated the Swaccha India ie Clean India Campaign. 6. Smart Sustainable Cities Swedish companies are global leaders in sustainable Infrastructure Transportation and Telecommunications. They can help India develop by providing solutions to air pollution noise congestion and traffic accidents fossil fuels waste and recycling bio-based materials in new applications a smart electricity grid sustainable cities and sustainable urban development transport efficiency and logistics sustainable transportation connected city and the connected citizen city growth and attractiveness. Areas for partnership Increase education research business and innovation cooperation. Healthcare 50 per cent of Indians do not have access to primary healthcare. Technology can INDIA INC. INTERVIEW July 2015 INDIA GLOBAL BUSINESS50 deliver healthcare at half the cost. New products and services in collaboration can be developed to deliver needs. Science Technology Create a better framework for more RD co-operation and collaboration between Sweden and India. How can one marry Indias success with frugal Innovation with the high tech RD that Sweden provides. ICT More collaborations strategic partnerships. How can India become a global ICT hub for Sweden How can India create more strategic partnerships towards high technology and strategic ICT. Digital Citizens and the e-economy. Gender Diversity Exchange best practices and strategies Strengthen Swedens attractiveness as a place to live study research travel and do business in Strengthen Indias attractiveness as a place to do business study research travel and do Increase Travel Tourism from India to Sweden and Sweden to India Strengthen strategic alliances between Swedish- Indian actors and organizations Improve the ability of Swedish SMEs to work with India and vice versa to broaden the areas of imports and exports. Use the India Unlimited and partners for sharing market information cultural insights and information on framework conditions such as IPR issues etc Explore initiatives that might allow Swedish SMEs to benefit from the experiences and networks of large firms in India and vice versa. QIs Swedens role within the EU important for India ties India has a well-established dialogue with European Union EU through the ASEM Asia Europe Meeting and Sweden is an active member of the EU. Therefore stronger and more active India- Sweden relations can be expected to lead to closer interaction in multilateral forums including the EU as well as the United Nations where again both Sweden and India play important roles. QHow did the President of Indias recent visit help enhance the relationship President of Indias recent visit was the first-ever visit of an Indian President to India. The high profile of the visit and the exceptional warmth with which the President was received at all levels in Sweden has injected a new vigour in the traditionally friendly ties. Besides the impetus given to political ties the visit also gave a significant boost to educational and economic ties. This was achieved as much through the slew of agreements and MoUs signed between the governments and institutions from the two sides six inter-governmental agreements and 15 Memoranda of Understanding between universities as through the meetings and interactions that the President had. Highlights 1. The exposure given to the President and his delegation to Swedens excellent capabilities related to sustainable urban development including during his visit to the City Halland the boat trip to Hammarby Sjostad Stockholms showcase sustainable suburb 2. The visit to Swedens and one of the worlds leading health research institution the Karolinska Institute 3. Presidents closed door interaction with the CEOs of top Swedish companies 4. Presidents speech on India Sweden Partnership Co-creating a Brighter Future at the conference on Innovate Make and Grow with India organised under the India Unlimited platform. INTERVIEW 3 December 2015 New Delhi Online Print Events Presented by 2 GLOBALnd Register Now Conclave 2015 IndiaIncorp indiaincorporated companyindia-inc Facebook f Logo CMYK .ai Facebook f Logo CMYK .ai Contact us Subscribe for Digital India updates visit www.digitalindia.indiaincorporated.com Email eventsindiaincorporated.com London 44 020 7873 2386 India 91 079 4006 3339 www.indiaincorporated.com UK 78 Pall Mall London SW1Y 5ES INDIA C 210 Titanium City Centre Satellite Ahmedabad- 380015 GET IN TOUCH infoindiaincorporated.com UK44 0 20 7873 2386 INDIA91 0 7940 063 339 INDIA GL BAL BUSINESS Indiaincorp indiaincorporated companyindia-inc indiaincorporated