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Sector: Advanced Engineering
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SECTOR Report December 2011: OVERVIEW                                                                   Advanced Engineering &
Manufacturing Contact
Contact Prasenjit Dhar
Email: prasenjit.dhar@ukibc.com
Tel: +44 (0)20 7592 3040

The ongoing turmoil in the global economy has impacted manufacturing significantly across countries. India is no exception.  The rising input costs add to concerns. However, the industry remains strong with exports surging. The Government of India, nevertheless, has announced a new policy initiative to boost the manufacturing sector in a big way. This will not only help bolster India’s economic performance but will also help create 100 million new jobs.

India is already the biggest global provider of engineering research, development and design services. It is expected that its share will increase substantially in the next decade. This report provides some detail on this. It also covers development in the various sectors including aerospace, defence, automotives and energy, covering the first F1 event in India and the countdown on the multi-role combat aircraft deal.

We worked closely with UKTI and recently organised a successful delegation in the aerospace and automotive sector to India. Over 20 businesses participated in the delegation.


MARKET UPDATE

The Engineering sector is the largest of all industrial / manufacturing sectors in India and accounts for about 12% of the gross domestic product (GDP) while manufacturing as a whole comprise 15-16%.

According to the Engineering Export Promotion Council (EEPC) India, the apex body of engineering exporters, the engineering exports recorded a remarkable growth during the first half of 2011. The engineering exports grew by 94 per cent and 60 per cent during Q1 and Q2 respectively in 2011. To further boost exports, the EEPC has approached the Indian government to explore options of starting direct shipping services between India and Latin American markets such as Brazil, Argentina, Colombia and Chile.

One of the key areas in which India excels is engineering research and design (ER&D) and engineering services outsourcing.   On engineering design, a number of global Tier 1 original equipment manufacturers (mainly European and American) are establishing engineering centres in India. These cover various areas including automotive, aerospace, high technology manufacturing, etc.  

There has been a sea-change in the types of engineering and design services that India offers moving significantly up the value chain. Currently, India is ranked first in the global ER&D outsourcing industry with a 22 per cent share in the revenue. A recent study by NASSCOM, which represents the Indian outsourcing and IT industry, and Booz Allen Hamilton projects the market for these services to quadruple to touch $40-45 billion (of the $200 billion global market) by 2020.

The figure below shows the break-up by sectors that Indian ER&D will contribute to.

Indian Market
 




















Source: http://www.booz.com/media/uploads/NASSCOM_Booz_ESR_Report_2010.pdf

We are already seeing increased engagement of majors like Rolls Royce, BAE Systems, JLR, Wellcome Trust, Shell, BP with Indian partners to undertake various collaborative activities - though not necessarily in ER&D outsourcing, but making use of India's lean engineering and research capabilities. Major Indian players like TCS, Wipro, HCL, Infosys, L&T and others also have significant presence inthe UK and are working with a number of UK businesses. It is likely that UK companies which are part of global supply chains can use the service offerings of these Indian ER&D players to tap into the country's talents and relatively lower cost base.

The Indian government also realises that this is a key growth area and are putting in place various bilateral and policy initiatives to support it. Some of the key examples include:   

•    The Indian Defence Research and Development Organisation (DRDO) and its British counterpart, Defence Science and Technology Laboratory have agreed to work on various projects such as unmanned aerial vehicles and advanced explosives.

•    The Indian Department of Science & Technology is being assisted by The United States National Science Foundation (NSF) to develop the former’s Science and Engineering Research Board, which will boost the infrastructure and capacity for research in India.

•    The government of India is also contemplating an increase in its R&D expenditure from its current 1 per cent to 2 per cent of GDP by the end of 12th Five Year Plan.

•    The Indian government has also allocated a $5 billion (approx £3.2 billion) fund to support the private sector in the areas of innovation, R&D and intellectual property rights (IPR), under the aegis of the ‘National Electronics Mission”.

•    The National Automotive Testing and R&D Infrastructure Project (NATRiP) is aiming to complete its work in Chennai by the end of 2012. The project entails setting up of testing and research centres at automotive hubs in the country.
POLICY UPDATE
Containers
New Indian manufacturing policy approved

As we discussed in our most recent UKIBC Sector View, India recently approved a new manufacturing policy to address a number of issues in the sector. There has been much debate on whether India's growth, which has been mainly led by services, needs to see a shift towards manufacturing-led growth. The newly approved policy therefore plays a central role in the Indian government’s efforts to boost manufacturing.

Click here to read more.

New version of the Indian defense offset policy expected soon

A new Indian defence offset policy is currently under consultation. A recent report in the Business Standard mentions that the new policy being framed by the Indian Ministry of Defence (MoD) is likely to be friendlier to international suppliers than currently.

According to the Business Standard report, this revision would allow the transfer of technology to be counted as an offset. International players have been lobbying hard for this, and India needs technology to develop its indigenous capability. But the Indian MoD had so far been reticent, mainly because of the difficulty in precisely quantifying the value of technology.

In addition, the new policy is also likely to consider "multipliers", which would give international suppliers extra offset credits in fields where India feels that foreign assistance is critical. The new policy would give the vendor offset credits worth five times the cost of the technology that it transfers.

Some Indian defence equipment manufacturers seem to be unhappy with the way the new draft offset policy is shaping up. There is concern is that they will not be able to receive the manufacturing boost that the initial offset policy had intended, particularly as the draft policy might also include things like "project management" which the domestic Indian manufacturers feel don't have a direct bearing on manufacturing. A group of Indian defence companies have made a representation to the Indian Defence Minister about possible loopholes in the new policy. We will need to wait to see what the final version of the policy entails.
INVESTMENT UPDATE AND BUSINESS OPPORTUNITIES

Quite a few UK-India investment and business deals have been announced in recent months in areas like aerospace, automotives, energy and sustainable manufacturing. UK businesses involved in these areas and participating in global supply chains should look out or potential opportunities arising in these areas.

Mahindra's deal with Rolls Royce an outstanding example of UK-India collaboration

In August, one of India's largest business houses, the Mahindra Group, entered into an agreement to source engines for Rolls Royce’s new GA10 aircraft and to develop further engine technology going forward. The GA10 is a new 10-passenger aircraft currently in the prototype design phase. It is being developed by GippsAERO, a wholly owned subsidiary of Mahindra Aerospace, at its Morwell facility in Australia. Rolls Royce will be supplying its M250-B17F/2 turboprop engines and will be working together with Mahindra Aerospace to obtain certification for the new aircraft.

click here to read more.

India successfully hosts its first Formula One

India has joined the elite league of countries to host the largest international motorsport event. The event was held at the new Buddh International Circuit in Noida (near Delhi), which is touted as one of the fastest F1 tracks. The inaugural Indian Grand Prix went very smoothly and was viewed by over 25 million people in India alone, an amazing figure for a sport that is relatively new to the country.   

It is worth highlighting the UK’s contribution to F1. Successive generations have produced champion drivers, from Mike Hawthorn in 1958 to Jensen Button in 2009. Bernie Ecclestone has brought F1 to the TV screens of millions through his entrepreneurial skill. And it is British technological innovation that has repeatedly revolutionised Formula One,” said the British High Commissioner to India.

In his statement he added: “Every part of an F1 car has some input from the UK, whether in the design, the assembly or the manufacture. The UK is home to 4,500 firms (with an annual turnover of £6 billion) and 38,500 employees (including 25,000 world-class engineers) contributing in one way or another to F1's technological excellence. British engineers have kept Cosworth at the cutting edge of F1 engine design for the best part of half a century. And the UK is proud that 8 out of the 12 F1 teams, including Sahara Force India, have their base in the UK.”

We feel that with this inaugural event being a success, we will see a lot more collaboration between the UK and India in this area.

click here to read more

Rio Tinto plans major investment in Eastern India iron mines

Rio Tinto is in the process of finalising an agreement with the eastern Indian state of Odisha to develop and mine three iron ore deposits in Keonjhar district. The projects will be carried out through a joint venture with the Anglo-Australian mining giant holding the majority (51%) stake while state owned companies Orissa Mining Corporation and National Minerals Development Corporation will hold 44% and 5% respectively in the venture. The joint venture plans to invest around $2 billion over the next few years to develop the mines.

If the agreement goes through, this would be one of the largest investments in the Indian mining sector. Rio Tinto will bring in its expertise in exploration, sustainable mining and beneficiation practices to the project. “We are looking at a scale of between 5 million to 25 million tonnes per annum in the long term,” Dr Senapati, Managing Director, Rio Tinto India.

Once this deal goes through, there will be significant opportunities for mining equipment providers and operating/services companies in the UK to provide specialised equipment and share global mining expertise. UK firms are already very strongly entrenched in the coal mining equipment supply market in India. British firms are also engaged in a significant way in the upstream petroleum sector.

click here to read more

Tata Steel to invest £ 4.5 million in its UK operations

In addition to its £20 million investment last year, Tata Steel is planning to invest an additional £4.5 million in its South Yorkshire operations. These investments are for improving plant reliability and energy efficiency, reducing CO2 emissions and boosting production of high-value steel products. These would lead to savings of around £850,000 annually. According to a statement, “the amount of energy saved – 19,000 mega watt hours (MWh) – would power 4,000 homes.”

Tata Steel has also recently invested £2 million in upgrading its hot rolled steel processing facility at its plant in Dudley.

click here to read more

JLR setting up an engine plant in the West Midlands – will create 750 jobs

Separately, another Tata Group company, the luxury carmaker, Jaguar Land Rover, has announced an investment   of £355 million to build low-emission engines on a 120-hectare site at a business park near Wolverhampton.

JLR chief executive Dr Ralf Speth said it was "truly exciting news" and "a major commitment for our company". He added, “We expect the engine manufacturing facility to create up to 750 highly-skilled engineering and manufacturing posts at Jaguar Land Rover, along with hundreds more highly-skilled manufacturing jobs in the supply chain and the wider UK economy”.

JLR plans to invest £1.5 billion a year for the next five years in new product developments, expanding their engine range. The UK Government welcomed the announcement saying that this underlines the strength of the British economy and would help boost inward investor confidence.  

click here to read more

BG keen to buy stake in ONGC's eastern offshore block

The UK is already the largest investor in the petroleum sector in India, with majors like BP and the BG group firmly entrenched in the market, clearly much ahead of international competitors. This is due to historical ties, a better understanding of Indian geology, and a demand-supply compatibility, especially in technology.

The BG Group is already a major player in the Indian oil and gas sector, with significant investments in both the upstream and downstream segments, and it is keen to enhance its presence.

According to a report in the Economic Times, the company is in discussions with ONGC to pick up a stake and partner in exploring a block adjacent to Reliance's KG D-6 block (which is India's biggest natural gas discovery to date) in the offshore Krishna Godavari basin in the Bay of Bengal.

Other than exploration contracts BG has won through the licensing rounds, it has been partnering (and also entering into farm-in agreements) with ONGC in exploring some of its existing exploration blocks. ONGC has been firming plans to invest $7.7 billion to develop its fields which have estimated gas reserves of 3.42 trillion cubic feet. BG's international deep water exploration experience will be a great help to ONGC if this proposal goes through. Cairn Energy is already a 10% partner in the block.

India remains attractive more widely, as seen by BP's recent investment of $7.2 billion to acquire 30% in of Reliance Industries’ oil and gas blocks. Vedanta's stake in Cairn India was also a very noteworthy $9 billion.

We feel that with the significant involvement of UK players in India, there will be considerable scope for their supply chains, services companies and equipment providers to work alongside these majors in India. As India moves into deeper-water exploration and explores opportunities to increase output from depleting oil and gas field, there will be substantial opportunities for technology collaboration and sharing of good practices.

Case Studies
Ricardo India Private Ltd
Mayank Agochiya, President, Ricardo India Private Ltd

1.    Tell us about your business – its origin, offering and coverage?

Ricardo is a leading global multi-industry engineering provider of technology, product innovation and strategic consulting. With almost a century of innovation and automotive heritage to its name, Ricardo is nowadays a highly diversified business working in the automotive, agricultural equipment, defence, power generation and clean technology sectors.

Ricardo Plc lists on the London Stock Exchange and has offices across the world. With over 1500 staff worldwide, the company has technical centres in the US, UK, Germany, Czech Republic, India, China, Japan and Korea. Ricardo’s customers include manufacturers of automobiles and passenger cars, commercial manufacturers, public sector, amongst many others.

2.    When and where did you make the first investment in India? In which cities do you currently have business relationships and/or business activity in India?

Ricardo has been in India, delivering projects since 1986. We began operations in the country through an agent who supported local activities. By 2007, Ricardo India was established as a wholly owned subsidiary. The business is connected to the three main auto hubs in India, operating in and around New Delhi, the Mumbai-Pune corridor and Chennai-Bangalore. Ricardo’s work and client base are largely concentrated in these areas.

3.    What were the main drivers of your decisions to foray into India?

Indian companies are becoming more and more in tune with the latest technological developments; they are trying to catch up with the West and are outsourcing more engineering projects. This created a growing demand, and the firm knew this was a market that we needed to tap into so we created the subsidiary.
 
The sector has been very good and sales have progressively increased. This year the company is likely to see circa 5% of our global orders originating in India. Over the past 2-3 years order intake from India has more than doubled. In India there is massive growth and demand.

4.    What was your business strategy for entering India?

Business delegations and UK Trade & Investment (UKTI) were very helpful in the early stages to find a local representative in India. Our agent had very good contracts in the country and even today remains a part of the company. At first we had an agent, and later established a subsidiary.

5.    What key factors would you attribute your success in India to?

As a 95-year old company Ricardo has a very strong global brand and is recognized among the top 2 in the area that we play in. Our success with the automotive sector in the UK has played a key role in establishing our brand name.

In defence for instance, there have been a lot of exchanges between the Ministries of Defence in the UK and India, so they were aware early on about the kind of work that we do. There was always awareness and a likeability factor, as well as the close links existing between the two countries. This created good cooperation.

Being there at the right time also played a key role as we are in the middle of a massive modernisation process in India, with many enquiries and tenders. As projects continue to build up, we bring our subject matter experts from wherever is necessary (USA, UK, Germany, etc.).

6.    What have been your biggest practical challenges of entering and operating in India? (Infrastructure, identifying suitable partners, hiring suitable staff, etc.)

One of the challenges of entering India for any company is patience. Things don’t happen at the speed that people are used to in the UK. For example we started discussions for a project back in 1991, but didn’t get that particular contract until 2010. The opportunities are there and things do happen but much slower, so it can be frustrating. This is the way things are done here.

In regards to infrastructure, a lot has changed in the past 10 years. In metro cities like Mumbai, New Delhi, Bangalore or Chennai, an expat would not feel much out of place. Infrastructure is good, there is high speed internet, offices are fantastic etc. Traffic, however, is always a problem.

Staffing is a key challenge. India is a very dynamic labour market and people’s expectations are very high. Staffs expect salary increases between 10-20% which is very different from the UK. It is relatively easy to find a job in India, therefore attrition and retention of staff has been a key issue.

Companies that come to India need to understand the Indian mindset. Salaries for highly experienced staff (20-25 years of experience) could be almost on par with UK salaries.

7.    What advice would you give to other businesses in the UK looking to do business in India?

Be patient and understand the India mindset. Things are a bit disorderly and chaotic but they do get done. If you are culturally sensitive you can plant in and then it becomes easier to understand how people operate here.
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