UKIBC Business Exchange: Issue Eight

Issue 08 www.ukibc.com

equinox Park Hat trick for UKIBC as it opens

for business in Mumbai

special Interview St. John Gould muses about

politics, partnerships and India

Infrastructure Strong Indian market

shares rewards with Benoy

Contents

The UK India Business Council is a business-led organisation promoting business links between the two countries. Our mission is to facilitate an increase in trade through business-to-business dialogue. We inform UK PLC of the opportunities in India and, more importantly, how they can capture them.

Through our partnership with UKTI, and with an extensive network of influential corporate members, we provide the resource, knowledge and infrastructure support vital for UK companies to capitalise on the opportunities in India. For more information please see www.ukibc.com

MIssIon stateMent

UKIBC Business Exchange is the UK India Business Council’s flagship publication which highlights business opportunities between both countries, predicts trends, profiles success stories, offers tips and practical advice, and carries in-depth interviews and analysis with business leaders and policy makers.

Published each quarter, the magazine is aimed at business people interested in bilateral trade opportunities between India and the UK.

Editor: adam PollardLead Features Writer: Ian HalsteadEditorial Assistant: eden JosephAdvertising: stuart Walters & sam skillerProduction: open Box (ob-mc.co.uk)

For magazine enquiries please contact [email protected]

BusIness exCHange

Contact Details:

UK India Business Council HEAD OFFICE 12th Floor, Millbank Tower 21-24 Millbank London SW1P 4QP United Kingdom

t: +44 (0) 207 592 3040t: 0800 0 196 176e: [email protected]: www.ukibc.com

Advertising enquiries: Open Box Top Floor, Regent Court 68 Caroline Street Jewellery Quarter Birmingham B3 1UG United Kingdom

t: +44 (0)121 200 7820e: [email protected]: www.ob-mc.co.uk

18 Triumph India

20 Business centres

22 Mott MacDonald

24 Infrastructure: Benoy

26 Business Opportunities

27 Molecular Products

28 Healthcare & Life Sciences

30 Brand UK in India

31 Practical Advice

32 Skills & Education

02 CEO’s foreword

03 Make in India

04 Special Interview

06 NCR fact sheet

08 New Delhi culture

10 UKIBC newsround-up

12 Success stories

14 Global community

15 BBG’s India Convention

16 View from India

Contents

India Gate, New Delhi

Front cover image: Benoy’s Supernova mixed-use scheme in Noida.

01

Foreword

Welcome

In partnership with:

Dear Reader,

2014 has been the most transformative year for the UK India Business Council.

In the UK we’ve brought online two more regional advisers to help UK companies across the UK with their India plans based in the East Midlands and London. In India, the 3 UK India Business Centres, 35,000 sq ft of multifunctional space, offer a range of entry and intelligence services across India and have been rolled out in just 15 months.

We’ve increased support to our members by adding financial, legal and professional services as our seventh key sector and we’ve established India based policy advocacy groups across a number of sectors in order to better represent the interests of UK companies in India.

It has also been an undoubtedly special year for India. With Narendra Modi exceeding all expectations by leading the NDA Coalition to a resounding electoral Lok Sabha victory in May, India has elected its first majority Government since 1984. This has proved to be positive in terms of momentum in business sentiment amongst both Indian business leaders and foreign investors.

But there is much to be done… in order for India to fulfil its true potential.

India’s new Government has already launched a major initiative to attract foreign investors to ‘Make in India’. You can read our new Indian Head of Communications and Policy’s thoughts on this campaign on the adjacent page. Equally, the Government has also laid the groundwork necessary to introduce a national Goods and Services Tax (GST), which will change for the better doing business across State boundaries in India. A boon to UK and Indian companies alike.

To tie in with both of these transformations this issue of UKIBC Business Exchange focuses on India’s National Capital Region (NCR). The NCR is home to the nation’s capital Delhi, and is of course India’s political centre, making it an ideal region to focus on with major policy shifts happening at the national level. However, it is also home to a huge amount of economic activity,

which is why in September 2013 we chose to locate UKIBC’s first UK India Business Centre in Gurgaon, a major commercial hub in the region, and the starting point for our pan-India network.

As usual we have a great line up of articles, with insights into the region – a particular highlight being an interview with St. John Gould the new Director of UK Trade, Investment and Prosperity at the British High Commission in Delhi.

Of course, we also have a number of features on how businesses have been successful in the NCR, as well as informative advice on doing business in India from Addleshaw Goddard, and expert commentary from Graham Cartledge CBE, Chair, Benoy, on the future of UK-India trade. His insights into what the two countries can offer each other should be of real benefit to UK companies thinking of looking at India, and vice versa.

I hope you find this issue of the magazine both insightful and useful, and as always we welcome your suggestions for topics and States we should cover in future issues.

Yours sincerely,

Richard Heald Group Chief Executive uKIBC

Richard Heald, CEO, UKIBC

02 Business exchangeIssue 08 www.ukibc.com

Viewpoint

Divya Dwivedi, Head of Policy and

Communications, UKIBC India

UKIBC’s new India Head of Policy and Communications, Divya Dwivedi takes a look at what India’s new ‘Make in India’ campaign means for UK companies. In the six months since Mr. Modi took over as Prime Minister, he has made many quiet but important changes to the way the Government operates. For example, both faster clearances for investment projects and a more business-like approach has been adopted. With more fanfare, Mr Modi has set out his vision for the country’s economy. Needing to create one million jobs every month to fulfil the aspirations of India’s youthful population, Mr Modi launched the ‘Make in India’ campaign in September, which aims to transform India into a global manufacturing export hub. The campaign seeks to increase foreign and domestic investments in manufacturing across 25 sectors, ranging across aviation, defence, automobiles, ICT, tourism, biotechnology, pharmaceuticals, hospitality, chemicals, healthcare and more. Of course the UK has a multiplicity of strengths in these sectors and is well placed to engage with the ‘Make in India’ initiative. So what does the Government of India need to do in order for ‘Make in India’ to achieve its aims? - Improve the efficiency of government and cut red tape. In this regard, progress is already being made. The paralysis in decision-making that had characterised the Environment Ministry, wider bureaucracy, and the PM’s Office has ended. Nineteenth Century system of labour and boiler inspections have been replaced by a system of self-certification. Action on multiple fronts has also been initiated in order to remove hurdles in the way of starting new business, with a major initiative to provide single-window clearance via a digital portal under way. Underlying these changes is a significant paradigm shift, with the new Government keen to portray itself as a true business partner and not as a permit-issuing authority.

Making it happen in India - a new-found ambition

- allow greater FDI and in key manufacturing sectors. Again, steps have been taken in the right direction: the defence sector FDI cap has been lifted to 49%, with the possibility of 100% on a case by case basis; this sector has also been deregulated to the extent that 55% of items now do not require licensing. The construction sector has also been liberalised with 100% FDI now permitted through the automatic route. - Improve infrastructure. Critically, there is a renewed focus in India on improving and enhancing infrastructure — industrial corridors, manufacturing cities, industrial clusters, and ports.

However, questions remain in the crucial area of policy reform which should cater to issues like labour reforms, land acquisition, skills development, taxation, power, IP protection and finance. All are important issues which are being addressed to enable the energy and dynamism of the private sector. The current session of parliament (winter session) is the key to gauging how the Government plans to address these issues. To actually encourage firms to ‘Make in India,’ the Government will have to enact tricky policy reforms. Without a majority in the upper house, this will not be straightforward. The Prime Minister has repeatedly stated that the Government should not be in the

business of business, and has taken modest steps to enable a greater role for market forces. The focus is now on how the Government will implement what it has envisioned - raising the global competitiveness of the Indian manufacturing sector while ensuring sustainability of growth.

“Mr Modi launched the ‘Make in India’ campaign in September, which aims to transform India into a global manufacturing export hub.”

What next?Contact Divya Dwivedi, Head of Policy and Communications, UKIBC India E: [email protected]

03

special Interview

UKTI’s new Director in India, St. John Gould, muses about politics, partnerships and his lifelong love of all things India, with Ian Halstead.

Diplomacy has all but become a lost art in a fraught and conflict-ridden world, where nations often seem more intent on blowing up bridges than building them.

The trend has also been propelled by the inexorable rise of social media, where instant thoughts are prized above the considered.

It’s a refreshing experience therefore to chat to St.John Gould, at the British High Commission in New Delhi, and to find someone to whom nuance and subtlety still matter.

Partly that’s a reflection of his time as a career diplomat in the Foreign & Commonwealth Office, but it’s more about his instinctive preference for analysis and reflection.

Gould’s research skills were first honed at London University’s School of Oriental and African Studies, when he took the unusual combination of geography and Hindi.

“I’ve been fascinated by India since I was young, because of a connection my school had with one in this country, and I’ve visited many times,” he recalls.

“I’ve never had an opportunity to work here though, so although I enjoyed my time in Washington, Brussels and working in the Middle East, when this posting came up I was very excited, and very happy to come here with my wife and two children.”

It’s the kind of comment diplomats typically make when they’ve been seconded to the far side of the moon, but in Gould’s case, the words are visibly heartfelt and genuine.

He’s also taking Hindi lessons, not driven by reasons of work, but simply to reacquaint himself with the language which once he spoke, but which has understandably become rather rusty since his student days.

gould embraces the new, whilst remembering his past

Gould arrived in mid-July, so he’s still getting to know the 90 odd staff at UKTI’s nine India offices and his contacts within the complex structure of the Indian Government.

“It’s great to be here, not just because it’s such an interesting country, but because it’s a fascinating time for the UK-India relationship. Many observers felt the economy under the last Government had stagnated, but there are two critical differences now,” he says.

“Modi has a very strong political position and an absolute majority. It is striking to see his commitment to growth, and that he recognises the need to make India an easier place in which to do business. Now we’re looking forward to seeing some of the most tangible issues being addressed.”

“The latest data from the World Bank shows that India is rated 142nd out of 189 world economies,


as a place to do business, which underlines just how much work needs to be done by the Government.”

”Saying that, the ‘Make in India’ initiative, and suggestions that both investment limits and tax arrangements will be changed to encourage engagement with overseas companies, are excellent starting points.”

“If India’s economy strengthens, that should create opportunities for more two-way trade, and I think Indian companies will be strengthened through exposure to overseas companies.”

Visiting the UKIBC’s Business Centres and meeting its India MD, Dickie McCallum, was also high on Gould’s agenda when he arrived, as he looks to first understand, and then fine-tune the strategic relationship between that organisation and UKTI.

“We are very well positioned together to work with the Indian Government, and to support British companies

which are looking to establish their presence here, and I have put the UKIBC partnership at the heart of what we do,” says Gould.

“In general, UKTI can better deliver volume support in overseas markets by working closely with the relevant trade organisation, and that is absolutely true in India. I’ve met Dickie several times, seen the UKIBC centre in Mumbai, and now I speak to him most weeks to make sure our work is aligned.”

“It is very much a joint endeavour between both organisations, but it will be important to define exactly how the roles will work. Looking back over the last year or so, there’s no doubt UKIBC has established a permanent place for itself on the business landscape in India.”

“Going forward, the next step will be to create greater awareness of its business advisers in the UK and India, what they can bring to the work we do, and what services they can provide to British business.”

Gould sees merit in adopting a two-tier approach to day-to-day business, to allow both parties - and their clients - to gain maximum benefit from the partnership.

“It’s about striking the right balance, with quite a bit of the sector analysis and market access advice to be done by UKIBC, and UKTI having a greater role in strategic campaigns and liaison with the Indian Government, although there will be crossover moments,” he suggests.

“However, how we work best for individual companies will vary, according to the stage which their India strategy has reached. It might well be, as happened in October with a hi-tech security business, that they’d like to hold their launch with the formal embrace of HMG, through a reception at the High Commission.”

“As the company’s strategy evolves though, it could make sense for it to work with the UKIBC, either through taking space at one of its Business Centres, or by using its research facilities to learn more about its target sector or to refine its marketing or sales strategies.”

“We can’t be wholly prescriptive about the way our relationship will work, because it is constantly evolving. Equally, there has to be precision, and a clear defining of roles and responsibilities, to make sure everything functions as efficiently and effectively as possible.”

”The great thing is that both our organisations understand each other, they have worked together for several years, there’s a strong relationship at the personal level, and both realise that only a partnership approach can deliver the best results for British business.”

“We are very well positioned together to work with the Indian government, and to support British companies which are looking to establish their presence here, and I have put the UKIBC partnership at the heart of what we do.”

05

St. John Gould

state Fact sheet: national Capital Region (nCR)

geneRaL

area:46,208 km2 (17,841 sq mi) - slightly larger than Estonia.

Population:45,140,000 people - around the same size as Spain. If it was an independent country it would be the 29th most populated country in the world.

Capital:new Delhi

Monsoon season: July to september

Language:Hindi, Punjabi, Urdu are the main languages spoken in the NCR, however, English is also widely spoken.

Spreading over 17,000 square miles and with a population of 45 million, the National Capital Region (NCR) is arguably one of the world’s megacities.

BusIness

top five uK companies in nCR:• Benoy• Diageo• JCB• PwC• Triumph

What is the nCR?

NCR began as an effort to spread the benefits of economic activity generated in Delhi to other neighbouring cities such as Gurgaon, Noida, Faridabad, and Ghaziabad. The NCR which comprises of Delhi and the surrounding metropolitan areas includes Haryana, Uttar Pradesh and Rajasthan, and is an area that is thriving with commercial activity.

The NCR is increasingly becoming a popular option for UK companies and foreign investors looking to access India’s emerging middle class and aspirational consumers. For example, retailers such as Pavers England, The Body Shop, Mothercare, Burberry, and Marks and Spencer’s are just a few of the big UK brands with operations in the NCR.

Of course the NCR is not just a retailing destination, and at last count it has a staggering 54 Special Economic Zone (SEZs). This makes it the perfect location for UK companies to not only sell their products in India, but also looking to ‘Make in India’.

Delhi is of course the nation’s capital and as a result is at the centre of all government and parliamentary activity, making it the right location for companies looking to access India’s policy makers.

With a large and well educated professional class the NCR also has a strong track record in Business Process Outsourcing. Major MNCs including Aviva Insurance, British Telecomet and UKIBC’s strategic partners, Dell and British Airways have set up their business outsourcing units in the NCR.

Moving outside of Delhi, Gurgaon has the third highest per capita income in India and is home to over 50 per cent of the world’s fortune 500 companies, giving justice to its moniker “the Millennium city”. Being a popular destination for businesses, and given its proximity to Delhi, Gurgaon’s modern Cyber City was chosen as the location for the first of UKIBC’s UK India Business Centres.

Alongside Gurgaon, Noida is also a very popular destination for infrastructure and IT companies such

as Adobe Systems and Xansa who are also setting up there. UKIBC member, Amity University has its hugely impressive campus in Noida. Faridabad is also a major industrial city in its own right.

With major developments such as the proposed Delhi Mumbai Industrial Corridor (DMIC) impacting the infrastructure, real estate, retail, manufacturing and the skills sector, the NCR has a lot to offer UK companies. Close proximity to Delhi has made it a major business destination and with the opening of UKIBC’s Business Centre, many UK companies are now looking towards the NCR to expand their business.”


InFRastRuCtuRe

How to get there: There are six daily flights departing from London Heathrow each day to Delhi (operated by BA, Virgin Atlantic, Jet Airways and Air India).

eConoMY

share of India’s gDP FY 2012:7.5%

gDP FY 2011-2012:all the areas of nCR together generated gDP of $128.9 billion in 2011-12

useFuL souRCes oFInFoRMatIon

useful websites: ncrpb.nic.in – National Capital Region Planning Board websiteincometaxindia.gov.in - Indian tax information ipindia.nic.in - Intellectual property information

overseas Business Risk: Consider registering with Overseas Business Risk if your business faces issues such as cyber risks, bribery and corruption. The Overseas Business Risk is brought together by UKTI and FCO to give you access to strategic information on the issues and risks related to business security in a wide selection of markets.http://www.ukti.gov.uk/export/countries/asiapacific/southasia/india/overseasbusinessrisk.html

uK India Business Centre: Gurgaon - UK India Business Centre7th Floor, Tower B, Infinity Towers,Gurgaon, HaryanaE: [email protected]: +91 124 4537 800

Major Industry opportunities for uK plc in the nCR: • Roads, ports, urban infrastructure, energy, architecture, design and green building technology• Waste water management• Education, training and skill development• Hospitals, including consultancy & fit outs• Research partnerships with industry and educational institutions• ICT, ITES, IT Consulting• Agriculture commodities, horticulture, dairy and agribusiness technology and services

KeY InDustRY FaCts

• One of India’s leading automotive clusters Hero MotoCorp, India Yamaha Motor, Honda, Maruti and Suzuki have manufacturing plants in the NCR. • India’s e-commerce hub - almost 80 per cent of India’s e-commerce companies are headquartered here, along with contact and fulfilment centres • A hub for semiconductor and design related work • India’s major hub for IT enabled services (ITES) / BPO; offshoring; education;• India’s largest property development market with significant projects under development• India’s retail capital – largest number of shopping malls and a favoured destination for luxury retailers

neW DeLHI

guRgaon

gHaZIaBaD

FaRIDaBaD

noIDa

07

Culture

Ian Halstead sees how lovers of history and heritage are beguiled by New Delhi and its surrounding region.

Delhi has long been one of the world’s great cities, although its sheer scale will present challenges for tourists - especially those making their first visit.

The Indian capital is growing at an unprecedented rate, and the UN calculates that its population has doubled since 1990 to some 25 million.

So, whilst it’s easy to be seduced from afar by the eye appeal of Delhi’s myriad historic buildings, forts, monuments, temples, tombs and palaces, it’s always wise to remember the logistical challenges of reaching them, even from one of the city’s many grand hotels.

An experienced guide or specialist tour agency is essential to get the most from your visit, because the sprawling city is most definitely not a place to fly solo.

It’s certainly also best to prepare a short list of ‘must-see’ places in advance of your visit, and although everyone will have their favourite destinations, there are several stand-out options.

new Delhi offers the delights of Lutyens and more

The influence of Edward Lutyens on Delhi’s streetscape is overplayed, as many other architects contributed to the city’s physical evolution in the early 20th century, not least Herbert Baker, but examples of his work do deserve to be seen.

The pink sandstone India Gate, which towers more than 40 metres into the sky, is the equivalent of the Arc de Triomphe, acting as both a landmark and a memorial to India’s wartime dead from 1914 onward.

Another notable Lutyens contribution is the Rashtrapati Bhavan, designed and built for the British Viceroy, but home to India’s presidents since 1950.

However, the most popular monument in Delhi - and throughout India - is a spectacular minaret almost 73 metres tall, commissioned at the end of the 12th century by a Mughal emperor, and completed during the reign of his successor.

Qutub Minar, which, with its lush gardens, is a world heritage site, attracts around four million visitors every year, although not all choose to climb the 379 steps to the monument’s highest point.

A rather more modern design, but still worth a close look is the Bahai Temple in the south of the city. Often referred to as the Lotus Temple, it was built to honour the faith whose name it bears, but is open to all.

The building was the creation by a Canadian architect of Iranian origin, Fariborz Sahba, and although its petal structure is a classical and elegant concept, its complex construction required around 800 engineers, technicians and artisans.

Of course, if you’ve visited Delhi previously, and wish to see what delights lie away from the city, it’s perfectly feasible to use it as a base, although overseas visitors

“Qutub Minar, which, with its lush gardens, is a world heritage site, attracts around four million visitors every year, although not all choose to climb the 379 steps to the monument’s highest point.”

Lotus Temple - Bahai


must seek advance advice about likely journey times, opening hours and the potential availability of guides.

Among the possibilities are India’s oldest national park, established in the mid-1930s to offer a safe haven for Bengal tigers, and named after the wildlife conservationist who was its catalyst, Jim Corbett, and Mathura, one of India’s most famed destinations for religious tourists, and the birthplace of Lord Krishna.

Others include the spectacular temples of Haridwar, perched in the foothills of the Himalayas, and one of the seven holiest places for the Hindu faith, and Rishikesh, popular the year round for lovers of adventure sports, such as white water rafting and cliff-diving, as well as sightseers of more traditional inclination.

What next?Contact the UK India Business Council helpline on 0800 0196 176 for more information about doing business in NCR.

India Gate

Qutub Minar

09

uKIBC news Round-up

Bangalore – In December, UK India Business Council, British Airways, Tie and Techhub Red Gate Software announced the results of our Startup Entrepreneur Competition. All four finalists presented their ideas at the UK India Business Centre in Bangalore to our expert panel of judges including Christopher Fordyce, Regional Commercial Manager for South Asia, British Airways, Rajesh Rai, CEO, India Innovation Fund, Ashok Pamidi, Regional Head Karnataka, NASSCOM, Nick Wood, Head of Sales & Support, Red Gate Software Asia Pte Ltd and Richard Heald, CEO, UKIBC.

The winner, 99Tests, has won a six week trip for up to four people to the UK where they will receive incubation space and mentoring from Cambridge based developer Red Gate Software.

For more information contact [email protected]

Patrica Hewitt receives the first Dadabhai Naoroji Award for Commerce

London - Patricia Hewitt, Chair of UKIBC has received the first ever Dadabhai Naoroji award for commerce at an awards ceremony hosted by Deputy Prime Minister Nick Clegg. The award recognises Patricia Hewitt’s support for small and medium, as well as larger enterprises which set up in India and her unique contribution towards establishing the UKIBC’s UK India Business Centres in Gurgaon, Bangalore and Mumbai. Presenting all three awards, the Deputy Prime Minister said:

“It gives me great pleasure to present these awards to 3 outstanding individuals on behalf of the British government. Patricia Hewitt, Asha Khemka and Madhav Sharma have worked tirelessly to strengthen the bond between the UK and India. As advocates of UK-India relations, their work continues in the same spirit as that of Dadabhai Naoroji, helping our 2 great nations work together to achieve fairness, mutual understanding and economic prosperity.”

Mumbai – In December, the Lord Mayor of London visited Mumbai to open the third UK India Business Centre in India. The opening which, comes just over a year after the first Centre opened in September 2013, enables UKIBC to deliver a range of services and policy advice to UK companies operating in India’s commercial capital, Mumbai.

At the opening, UKIBC hosted an exclusive networking session for companies in Mumbai, as well as, a dedicated policy round table for our new Financial, Legal and Professional Services Sector.

The Centre itself is located in Equinox Business Park, by Bandra Kurla Complex, Mumbai, and taken with the first two UK India Business Centres in Gurgaon and Bangalore, the UKIBC is offering services and support across the major areas of economic activity in India.

For more information about the uK India Business Centres contact [email protected]

Lord Mayor of London opens the third uK India Business Centre

Winner announced for Indian startup entrepreneur Competition

Rt Hon Patricia Hewitt with Deputy Prime

Minister, Nick Clegg


For more information on uKIBC events please email [email protected] or call 0800 0 196 176

upcoming events

education Innovation Conference 2015 14-15th January | London

Business as a Force for good - CsR seminar 20th January | London

succeeding in India’s Booming online sector 21st January | London

Innovation in Healthcare with Dr Devi shetty 29th January | London

the Indian tourism and Lifestyle sector: new opportunities for uK Companies 10th February | London

Doing Business in India with surrey Chamber 11th February | Woking

accessing Infrastructure and Built environment Projects in India 12th February | London

the Biotech Industry in India and Changing Dynamics of Innovations in India 25th February | North West

Doing Business in India 4th March | Liverpool

Doing Business in India with thames Valley Chamber 17th March | Thames Valley

successful gBIBC delegation to Bangalore and new DelhiBangalore & New Delhi - In October, UK India Business Council took a successful delegation of UK companies to visit the new UK India Business Centre in Bangalore and this year’s BBG Convention, GBIBC Connect 14’, in New Delhi.

As part of the GBIBC Connect 14’, UKIBC created a dedicated Doing Business In India Zone including advice clinics, seminars, one2one networking and exhibition space exclusively for UK companies looking to navigate the complexities of the Indian market.

This delegation gave UK companies the opportunity to meet Indian companies looking for British suppliers and partners, engage with British businesses already succeeding in India, and learn more about the emerging opportunities in India.

For more information about uKIBC delegations contact [email protected]

the uK India Business Council participates in this year’s “Partnership summit 2015”Rajasthan - This year the UK India Business Council participates at the “Partnership Summit 2015” which was held in Jaipur by the Government of India, Government of Rajasthan, and the Confederation of Indian Industry (CII).

The Summit attracts delegates from both across India and around the world, with 40 percent joining from overseas, and gives a unique platform for top business leaders to discuss the global trends that are shaping India, and the wider world.

uK India Business Council an official partner at Vibrant gujarat 2015The UK India Business Council is one of three partner organisations for the 7th Vibrant Gujarat Summit, being held this year in January by the Government of Gujarat. The Summit brings together leading national and international business leaders, economists, policy makers, investment bankers, multilateral institutions and thought leaders from across the world.

gadkari eventLondon - In October, over 60 guests joined the UK India Business Council for a unique interaction with the Indian Minister for Road Transport and Highways, Mr Nitin Gadkari. The Minister set out the Indian Government’s plans on road transport with a particular focus on vehicle data, road safety, and India’s investment plans for multi-modal transport infrastructure. He also explained the direction of India’s new integrated transport policy, and the opportunities for UK infrastructure and automotive companies this is creating.

For more information about uKIBC events contact [email protected]

(L-R) Patricia Hewitt, Vince Cable, and

Richard Heald

11

uK-India success stories

Financial, Legal and Professional services

• For the 8th year running, Herbert Smith Freehills has hired a strong group of students from top Indian law schools for their London Internship Programme in 2015.

• UK-based CSR consultancy firm Good Values have conducted an online survey to assess how many British and Indian companies operating in India have a CSR strategy and policy in place.

Digital Innovation• TestPlant are working with IBM GS in Pune to establish a mobile testing centre of excellence for Nationwide, the world’s largest financial mutual bank.

• Astute Sattva Electronics have gained approval with a number of new customers and directly with the DRDO, following a successful exhibition at Electronica India in September.

• UKIBC strategic partner, Dell, will be launching two new tablets which are variants of Venue 7 and 8 in India.

Retail, Lifestyle and Logistics• Pavers England is the first and only footwear brand in India to be featured on Amazon’s Indian homepage.

• Marks & Spencer have said India is their most important market outside the UK and that the company will double its store count to 80 by 2016.

• News Corp has acquired a minority stake in Indian property start-up Proptiger.com, the media group’s largest investment in the country to date and the latest deal in India’s fast growing ecommerce sector.

Infrastructure• Tintometer India Pvt. Ltd. celebrates the official inauguration of the office in Hyderabad as colleagues open the facilities.

skills and education• ASIS, the UK-based Federation of Boarding Schools, has formed a partnership with SI-UK Education Council, India’s leading recruiters of students for British universities. The team have offices in Delhi, Bangalore and Chennai with a new office opening in Mumbai soon.

• A valuable MOU was signed by Global Education Management Ltd with Amity University India witnessed by the UK Deputy PM Nick Clegg.

• ‘Generation UK-India’, Managed by the British Council will be sending 25,000 students to India by 2020 and aims to improve and sustain ties between the two countries.

advanced engineering and Manufacturing

• UKIBC strategic partner, Tata launches its first Tiscon Readybuild centres which offer a doorstep service to project sites, and is the first of its kind in India.

• JCB celebrate 35 years of manufacturing in India by opening two brand new factories in Jaipur.

Life sciences and Healthcare• Molecular Products group signs up for UK India Business Council’s market entry platform Launchpad.

• Bourn Hall, a popular fertility centre decided to expand into India for its overseas ventures.

What next?Send us your companies India news to [email protected]

Tintometer India Pvt. Ltd. celebrates the official inauguration of the office in Hyderabad


Viewpoint

It’s seven years since India created a specialist centre to engage with Indians living overseas. Ian Halstead finds out more.

Around 20 million Indians are now spread across the globe, but their engagement with matters back home is usually only around friends and family.

However, if business and commercial links could be established with significant numbers of those individuals, they would form a powerful source of investment for India’s expanding economy.

With this mission in mind, India’s Ministry of Overseas Indian Affairs have set up the Overseas Indian Facilitation Centre (OIFC), a public private partnership, in association with the Confederation of Indian Industry (CII).

The original concept for the OIFC was to provide a single point of contact for Indians living overseas, to deepen their economic and intellectual engagement with India, to assist states looking to attract backing for their projects and to provide an advisory service.

The philosophy hasn’t changed, but the new administration has been swift to increase the Centre’s resources, underlining its determination to make the diaspora a core element of its development agenda.

OIFC Chairman Prem Narain says the organisation will work with the UK India Business Council to address queries from its members relating to doing business in India, and by setting up one-to-one discussions between NRI business people in the UK and the Indian government.

“I am confident that this partnership will help the UK diaspora to engage gainfully with India. The OIFC is working relentlessly on several fronts: answering queries, organising meetings and other events, assisting in information exchange and connecting people to the right channels,” he says.

“We believe that overseas Indians should become part of India’s development agenda, particularly as ‘ease of business’ has become the new mantra of our Government. I can also assure everyone that myself, Charu Mathur and every member of our team will offer continued commitment to the cause of investors.”

Charu Mathur, a senior director with 17 years of experience at the CII, has been brought in as CEO of OIFC to drive the organisation forward, and her approach is clear.

India looks to engage its global community

“My priority is to strengthen OIFC’s reach, and establish new avenues of engagement with the global diaspora through strategic inputs from our Governing Council,” she says.

OIFC’s activities are dovetailed with Prime Minister Narendra Modi’s determination to make India a business-friendly country, and to strengthen links with countries keen to play a central role in its economic expansion.

It’s also clear that significant expectations are being placed upon Mathur, not least through hopes that overseas Indians will invest in some of India’s biggest infrastructure projects, notably the Delhi-Mumbai Industrial Corridor and the ‘smart cities’ programme.

The OIFC’s web site - www.oifc.in - already acts as a business networking portal; featuring an ‘Ask the Expert’ element, details of almost 250 state-level projects looking to attract overseas investment, and regular online webinars involving its partners and Indians overseas, which have been remarkably popular.

Now though, the OIFC is looking to further enhance its economic engagement with its UK-based diaspora, through a formal relationship with the UKIBC.

A Memorandum of Understanding was signed in late-October 2014, signifying the start of mutual co-operation between the two bodies, leading to higher levels of information and data exchange, and increasing awareness about business opportunities for inward investors.

What next?Contact the UK India Business Council helpline on 0800 0196 176 for more information about doing business in India.

(L-R) Rt Hon Patricia Hewitt,

Chair, UKIBC and Charu Mathur,

CEO, OIFC

“We believe that overseas Indians should become part of India’s development agenda, particularly as ‘ease of business’ has become the new mantra of our government.”


From the BBgs

great Britain India Business Convention a resounding success

I’m delighted to say that last year’s Great Britain India Business Convention (GBIBC) in Delhi was a tremendous success, and we’re already looking to this year’s convention.

The precise dates are yet to be set, but it will certainly be held in either September or October this year, and for the first time, the British Business Groups will be organising the GBIBC jointly with the UK India Business Council (UKIBC).

More than 400 delegates attended GBIBC CONNECT’ 14 in New Delhi last October, representing companies ranging from the smallest of SMEs to members of the FTSE 100 index, and participated in a wide array of events and networking sessions spread over two days.

The convention began in spectacular fashion with a reception and dinner hosted by the British High Commissioner, Sir James Bevan, at his residence, and I am confident that the 1,000 plus guests really enjoyed the occasion, which was supported by BP.

On the same day, delegates were able to attend an investment event organised by the Indian Angels Network, as well as a intriguing session held by the Federation of Indian Chambers of Commerce and Industry (FICCI) called ‘UK and India – Natural Partners for Investment’.

Our Convention Centre, at the Taj Palace Hotel, featured six different sector summits; covering aerospace and defence, creative industries, skills and education, financial services, manufacturing and retail, which were all very well attended.

A particular highlight was a ‘Looking to New Horizons’ session, which set the scene for the UK-India business relationship from the perspective of both Government and business.

The distinguished panel featured Minister for Business, Innovation & Skills, Dr Vince Cable, UKIBC Chair Patricia Hewitt, CBI President Sir Mike Rake, CII President Ajay Shiram, FICCI Senior Vice-President Jyotsna Suri and Sir James.

Another major session looked at corporate social responsibility (CSR), debating topics around the theme of ‘Good for Society - Good for Business’, with a panel which included John Lewis Partnership chairman, Sir

Charlie Mayfield, the Department for International Development’s India head, Marshall Elliott, and Apeejay Surendra Group’s chairperson, Priya Paul.

A third panel-based debate featured leading industralists and social thinkers, debating ‘A New Idea of India’ which included Manipal Global Education’s chairman,T.V. Mohandas Pai, and King’s College London professor, Sunil Khilnani.

We also arranged a series of very flexible sessions, allowing delegates to visit special ‘zones’ within the centre, to learn more about a particular topic, sector or company, which proved very popular. The Talent Zone, which was organised by the British Council, focused on UK partnerships in India, and looked at workforce development for international standards, Higher Education, entrepreneurship and industry engagement.

The UK India Business Council created a dedicated ‘Doing Business in India’ zone, with sessions on state-level opportunities and a look at ‘Smart, Digital and Entrepreneurial’ areas of activity in India’s economy, plus sector clinics covering business risks, cross-border M&A into India, new company laws, and a guide to the requirements of inward investors.

BT set up a technology zone, focused on ‘The Art of Connecting’, while Marks & Spencer based a zone on the topic of ‘style’, and Vodafone’s Connecting Zone saw more than 100 pre-arranged business-to-business meetings take place between delegates.

The convention was supported by many partners and sponsors, both British and Indian. Special thanks go to our Platinum Partners, UK India Business Council, UK Trade & Investment, Vodafone and BP, whose backing played a major part in the event’s success.

What next?To find out more about next year’s Great Britain India Business Convention, which for the first time is being organised jointly with the UK India Business Council, contact [email protected]

by Kalyan Bose, President of the British Business Group (BBG) in Delhi

“More than 400 delegates attended GBIBC CONNECT’ 14 in New Delhi last October, representing companies ranging from the smallest of SMEs to members of the FTSE 100 index.”

UKIBC’s ‘Doing Business in

India’ pavilion at last year’s Connect’ 14

15

View from India

Ian Halstead, chats with the UKIBC’s latest recruits - Business Advisers Siddharth Mukne and Stuart Muir.It sometimes seems that creating international trade relationships, and signing multi-million pound deals, is all about grand high-profile meetings between heads of state.

Certainly, such discussions can be influential in setting the tone of a rapport between two countries, or in highlighting a new approach to global business matters, such as the highly successful overseas tours of Prime Minister Narendra Modi in October and November.

However, every single deal, and each joint venture, has been underpinned by months, and often years, of hard graft by international trade advisers, who guide companies from one country to commercial success in another.

They might not get the glory or the headlines, and will never receive the red carpet treatment enjoyed by Prime Ministers, but without their diligent and devoted efforts, there simply would be no deals to sign.

So it bodes well for future commercial and trading links between the UK and India, that the UKIBC’s latest two such advisers come with seriously impressive CVs - and a raft of relevant experience.

Intriguingly, both set out on their careers by acquiring engineering-based qualifications; Siddharth taking a polymer engineering and international trade

M&M head out on the road to spread the uKIBC gospel

management degree in Mumbai, where he was born and brought up, and Stuart studying electrical and electronic engineering at Leicester’s De Montfort University.

Siddharth then spent some 15 years in the engineering industry in India and the UK, before taking a Masters degree in international marketing at the University of London, then an Executive MBA at the University of East Anglia, before moving into project management and consultancy for nine years.

Meanwhile, after also spending several years in engineering, Stuart ran an IT services business, worked in the private sector, then became an advisor with BusinessLink, before moving into international trade with UKTI (UK Trade and Investment), ultimately leading its eight-strong advisory team covering Nottinghamshire and Derbyshire.

However, it’s clear that they have one more thing in common besides a love of engineering – a mutual aspiration to meet British companies, to explain the massive opportunities which India offers them, and to devise strategies to help them turn commercial potential into economic reality.

“We’ve spent time in India meeting our new colleagues, seeing how the relationship with UKTI works at the operational level, and having a look at our network of Business Centres, to understand what they offer to UK businesses looking to get a foothold in the Indian market,” says Siddharth.

“Now it’s about getting out on the road to meet people, catch up with our opposite numbers in the regional UKTI offices and see the Chambers of Commerce who are encouraging companies to look toward India.”

“One of the key messages I’ll be trying to get across is awareness about the changing face of India. People have many different ideas about the country, but in most cases, their opinions aren’t based on how India is today.”

“I’ll be stressing that the new Government has got a clear electoral mandate, which gives it a political stability that hasn’t been seen in 30 years. We also have a Government which has put development and commerce at the heart of its strategy.”

“We’ve seen what Mr. Modi achieved in Gujarat, now he is determined to do the same across the country, and encouraging overseas companies to invest, and to bring their expertise to India, is crucial.”

Front right Siddharth Mukne


“We’ve seen what Mr. Modi achieved in Gujarat, now he is determined to do the same across the country, and encouraging overseas companies to invest, and to bring their expertise to India, is crucial.”

“India needs more FDI (foreign direct investment), and across a wide range of sectors, so it’s a new era for India, and a very exciting time for me, because I believe we can all really make a difference for British business.”

Siddharth will be based in London, but his territory covers the south side of England, and up to the East of England. With such an expanse to cover, he has wisely already rationalised his approach.

“I plan to meet all the Chambers of Commerce, and the UKTI network, in my region by early 2015,” he says.

“I am also looking to organise events and workshops with them, to create awareness among businesses about the changing face of India and the role of the UKIBC. Various trade associations will also have an important role to play in helping us to reach SMEs.”

Stuart has already got a feel for how UK companies can exploit opportunities in the Indian market, having led a trade mission from the East Midlands to New Delhi in 2012.

“It was a tremendous success. We took 28 companies, all with individual itineraries, to meet local businesses and potential partners and had a reception at the High Commissioner’s residence, when Vince Cable was the VIP speaker,” he recalls.

“I’ll be telling companies now what I said then. We are here to help ease their passage into India however we can, through our contacts, our sector champions in London, our links with UKTI and the Foreign & Commonwealth Office, here and in India, and above all - our understanding of how India works.”

“Since I joined BusinessLink more than six years ago, I’ve worked with a lot of different companies in a lot of

different sectors, and having run my own business, I have empathy with the challenges which owner-managers and SMEs see when they look overseas, especially to such a complex market as India.”

“One of my most important roles will be to make people realise the sheer scale of India, so they should consider each State almost as a separate country, and really must commit to a lot of research, about where they want to be, and how they want to enter the market.”

“I also want to develop close contacts with trade missions which are going to India, as we can really add value for those individuals by using our knowledge of the Indian market, and providing access to our colleagues and our contacts there.”

In the medium-term, Stuart hopes that the UKBC will be able to arrange such trade visits: for Chambers, trade associations, sectoral groups and perhaps even the regional arms of national business organisations.

“I’ve seen over the years that there can be an element of duplication when different groups target the same country, which is obviously inefficient. It would make more sense, strategically and operationally, if we could position the UKIBC as the ‘go-to’ organisation for trade missions to India,” he suggests.

“We’re setting up a series of Doing Business in India workshops, with the Chambers in Derby and Nottingham, and as our regional structure evolves, we’ll be able to provide more value-added services to UK companies here, and also in India via our Business Centres and the Launchpad initiative.”

UKIBC India team at the GBIBC

Connect 14, Stuart Muir front row,

second from right

What next?Contact: Stuart Muir, Regional Business Adviser, UKIBCM: +44 (0)7468 860 938 E: [email protected]

Siddharth Mukne, Regional Business Adviser, UKIBC M: +44 (0)7468 860 939 E: [email protected]

17

advanced engineering and Manufacturing

The love affair between Indians and their motor-bikes has been one of the most enduring of modern history, but still shows no sign of waning.

Decades after the famous British bike-maker Royal Enfield folded, for example, its machines are still being manufactured in Chennai, by Eicher Motors, and there’s still a sizeable waiting list.

Over the years, of course, most of the UK’s historic marques have sadly followed Royal Enfield into extinction in their homeland, but more than a century after it was established, Triumph Motorcycles is prospering and expanding from its global HQ in Leicestershire.

In the summer of 2013, the group decided to take advantage of India’s insatiable demand for motor bikes by setting up a nationwide dealership network there, to target the premium sector previously dominated by marques from Japan, the US, Italy and Germany.

triumph starts the New Year with a perfect 10

Triumph recruited Vimal Sumbly to head the new division, and it’s easy to see why.

After taking a degree in mechanical engineering at the prestigious Maharashtra Institute of Technology, and a post-graduate degree in marketing, he worked in industry.

Sumbly then acquired five solid years of experience in senior management roles with Bajaj Auto, one of the world’s largest manufacturers of two and three-wheeler machines.

Today, as he sits proudly astride the Rocket 111 Roadster - the world’s biggest production motor-cycle - in Triumph India’s Chennai showroom, Sumbly has much to celebrate.

“The response from Indian bike enthusiasts has been so fantastic, we’ve almost been overwhelmed by the demand,” he admits.

Triumph India’s MD, Vimal Sumbly, tells Ian Halstead how Britain’s best-known motor bike marque is riding rough-shod over its rivals - on a new continent.


“We’ve already sold more than 1,000 models right across our five categories; Classic, Cruiser, Super Sport, Adventure and Roadster. Classic machines are the most popular here at the moment, so the Bonneville is still turning heads and in heavy demand.”

Triumph India began 2015 by opening dealerships in Kolkata and Chandigarh, giving Sumbly and his colleagues the satisfying number of ten in their fast-growing network.

“It’s been a fantastic first year, and we are confident that this is just the start. No-one is getting over-confident, but I believe that we will continue to take the market by storm,” he says.

“I think Triumph came here just when the Indian premium motorcycle segment was longing for the power of more choice, and we were ready to capitalise on the opportunity with our twelve internationally successful models.”

Triumph India assembles its machines at Manesar, in the state of Haryana, using kits supplied from its manufacturing plants in the UK and Thailand; a decision based on India’s unusual strategy concerning taxes and import duties, as Sumbly explains.

“The Government levies unusually high charges on vehicles which are manufactured abroad, then imported and sold here, which are known as CBUs (Completely Built Units). The aim is to encourage domestic production, but it more than doubles the cost of vehicles.”

“When we did our research about entering the Indian market, and looked at how to position our pricing and our dealership strategy, it made more commercial sense to import the motor bikes as kits, which are known as CKD (Completely Knocked Down) units, and which attract a far lower rate of tax and duties.”

“Looking at the demand and sales since we opened here, it’s clear that decision was sound. We also feel that the assembly plant is fully equipped to satisfy demand in the short and medium-term, and continue to see immense potential for growth in India’s market for big bikes.”

Sumbly admits there were challenges when Triumph looked to enter India, but is convinced that any UK-based corporate looking for growth should follow its lead.

“Things move at their own pace here, which can sometimes be tricky, so you need to be patient,” he says. “India is also a huge country, which often poses logistical issues which must be considered, and resolved.”

“It’s also true that although diversity is India’s biggest strength, it can sometimes become quite difficult to accommodate all its different elements.”

“However, India is an ever-growing market with an environment which is conducive to doing business, and has aspiring consumers who have the zeal to explore

new experiences and avenues, which makes India a place where every brand should be present.”

”The ‘Make in India’ campaign is a brilliant Government initiative, and with relaxed regulatory processes, it will make it easier for international companies to set up base here.”

“I think it will also facilitate the inflow of capital, as well as technology, which will benefit existing businesses, and companies which are new to the market. We’ll see existing HR talent getting better, and as standards rise, we’ll attract more global talent. All in all, it seems to be a great campaign - if executed effectively.”

What next?Contact: Gunjan Sharma, Advanced Engineering Sector Adviser, UKIBC T:+91 (0) 124 453 7800 E: [email protected]

“I think Triumph came here just when the Indian premium motorcycle segment

was longing for the power of more choice, and we were ready to capitalise

on the opportunity with our twelve internationally successful models.”

Vimal Sumbly on a Rocket 111 Roadster

19

Financial, Legal & Professional services

After the opening of UKIBC’s third Business Centre, in Mumbai, CEO Richard Heald explained his organisation’s India strategy to Ian Halstead.

Mumbai is one of the world’s great cities, and India’s financial and commercial capital, but even there, the Equinox Business Park location which houses the new UKIBC centre is an eye-catching sight.

Its four spectacular towers offer a combined 1.2 million square feet of contemporary office space, with a specification to match the best corporate environment.

The grand entrance lobby sets the tone, with high-speed digitally-controlled lifts to whisk tenants to their air-conditioned offices, high above the express highways which link the location to the city centre.

Ultra-efficient double-glazing, a rainwater harvesting system and even its own sewage treatment plant emphasise the development’s green credentials, whilst a 400-seat food hall provides for every taste … and a state-of-the-art gym is nearby for those who might over-indulge.

As Richard looks down from the UKIBC office to the landscaped plaza below, he’s understandably proud of what his organisation has achieved in so little time.

“We’ve opened 35,000 sq ft of office space - here, in Bangalore and Gurgaon - in just 15 months, which

is motoring by anyone’s standards, especially given the different geographical territories,” he says.

“It was always our intention to open in Mumbai. The real question was about timing as it was important to deliver ‘proof of concept’ before we established a presence here, so we looked at Gurgaon first, then at Bangalore.”

“Inevitably, the costs are higher here, not just in terms of rent, but also the salaries, so we had to be very precise about our requirements. We considered various locations, but the Equinox scheme was easily the most attractive proposition for ourselves, our members, and the UK companies which will be coming here.”

“It’s a specialist business park, it’s a campus development rather than a stand-alone office building, we’re in the north of Mumbai, so very close to the airport, and it’s absolutely smack where businesses want to be located.”

The decision to take space at the Equinox was also underpinned by compelling operational logic, as Richard admits.

“We’re funded by our members, and UK Trade & Investment, so all investment decisions are driven by a need to achieve best value. Here, we can focus our resources on providing the best-quality offices and services, then use the shared space on the campus

for events, conferences and meetings as it is required.”

“It’s a very efficient model, because we aren’t paying for space which we won’t need all year-round, and can invest more in the centre itself and our staff. Nisha Vishwanath joined the UKIBC team on December 13th as Director, Mumbai, ([email protected]) and we will have a Mumbai-based specialist Advisor covering the Financial, Legal and Professional Services sector very shortly.”

Hat trick for UKIBC as it opens for business in Mumbai

Alderman Alan Yarrow, Lord Mayor Of London, lighting the lamp at UKIBC,

Mumbai Centre


”However, our operations here won’t be solely about companies operating in those sectors. We’ve already had discussions with providers of infrastructure services and IT companies. By the time we’re fully up and running early in 2015, we’ll be working for a pretty catholic group of businesses.”

In designing the Mumbai Centre we took into account the previous fine tuning of the UKIBC’s Business Centre model in both Gurgaon and Bangalore to reflect the experiences previously gained.

“For instance, we physically reconfigured the space in Gurgaon three times within the first six months to accommodate our tenants’ preferences, and are constantly monitoring both the services we offer, and the take-up of those services,” says Richard.” And in Mumbai, we have built in complete space flexibility to accommodate companies requirements.”

“Now the Mumbai Centre is open, we’ll pause further expansion of our India network, take time to tweak/ expand the services to make sure that the staff and our clients are satisfied with the way everything is delivered and to make sure the “wiring” is optimal.”

“The India project is moving ahead well, the occupancy levels are ahead of our expectations, and as our services are being rolled out, the number of research projects our advisers are working on, for UK-based companies, is very pleasing.”

“At the end of the third quarter, our India-based five specialist trade advisers were working on “more than 25 projects and I’m confident that by the end of the financial year the number will have grown significantly not least because our model is very scalable through the common use of India-based KPOs (Knowledge Process Outsource).”

The Mumbai centre has also come on stream just as the focus on Indian financial services are coming to

the fore. As India’s largest financial investor, the UK should play a leading role in India’s development.

As if to reinforce this point, Richard hosted along with Mr Rana Kapoor, the MD and CEO of Yes Bank and President of Assocham, a round table of key Mumbai based financial practitioners in the UKIBC, aimed at giving pre-budget input into the Ministry of Finance

Richard also noted that the UK and Indian Governments is sponsoring a new UK India Financial Dialogue led by Standard Life Chairman, Sir Gerry Grimstone, and the Executive Vice-Chairman of Kotak Mahindra Bank, Uday Kotak.It’s a financial dialogue, which began in October, and it’s looking to build bridges between the City of London and India’s financial services sector,” says Richard.

At the same time, Richard is pleased that the UKIBC and the CityUK are announcing collaboration body to work together on matters Indian, raising the profile of the UK financial sector and its key role in India’s economic future.

“This is combines the strengths both the UKIBC and TheCityUK have and allows us together to move the financial services trade agenda forward. It is entirely logical and great that we can announce this at the same time as the opening of the Mumbai Centre”.

“We’ll be setting up a series of seminars and events with key counterparts, such SEBI, online and offline, for the UK investment community, to explain what is happening here, to see what ideas come forward, and what opportunities there might be for further engagement with their peers in India.”

What next?Contact [email protected] for more information about the UKIBC’s services and facilities available in Mumbai.

“It’s a specialist business park, it’s a campus development rather than a stand-alone office building, we’re in the north of Mumbai, so very close to the airport, and it’s absolutely smack where businesses want to be located.”

(LtoR): Richard Heald CEO, UK India Business Council; Alderman Alan Yarrow, Lord Mayor Of London;

Rt. Hon Patricia Hewitt, Chair, UK India Business Council

21

Infrastructure

Ian Halstead catches up with Liz King, the new Managing Director of Mott MacDonald’s India business.Transforming India’s creaking infrastructure network is the country’s greatest strategic challenge; whether that be its highways, its airports, its ports or its urban travel systems.

With challenges come opportunities, of course, and the massive potential for UK consultancies, advisers, urban designers, architects, and even providers of funding to win business is evident.

Equally, the scale of India’s infrastructure requirements - most spectacularly the Delhi-Mumbai Industrial Corridor - is so huge that competition for work will come from powerful global rivals, notably China.

Prime Minister Narendra Modi has also made it clear that he’s looking to new sources of investment and expertise, not least by his visits to Myanmar for the ASEAN Summit, and then Australia for the G20 Summit in November.

It’s vital therefore that UK-based organisations looking to become India’s partners of choice, for the ambitious administration, choose the right people to devise and deliver their India strategies.

Mott MacDonald has turned to King to lead its 1,200 staff in eight offices. She has been with the consultancy since leaving university in the 1980s, and has excelled in a series of senior management roles.

Certainly, she has a purposeful and organised air, suggesting an ability to base decisions on research and sound analysis, but also a powerful sense of what is right and fair.

“I do like to get things done and believe I’m very structured in my thinking. When there are obstacles, I’m incredibly persistent in overcoming them, and when change is needed, I’m very happy to change things,” says King briskly.

“Equally, I think the best way to deliver success is to give people clear roles and targets. I’m a great believer in

empowerment, and in moving people around to where they can add value to the business.”

“I’ve seen people absolutely fly when they’ve been given the right opportunities, and had someone believe in them.”

Mott MacDonald has been in India for over 40 years and has been working on the Delhi Metro project for more than a decade, so its credentials and track record are well established.

Its Indian business is also almost 100% staffed by locals, which King believes gives the business a significant competitive advantage.

“If you were coming as an expat, to a business starting from scratch, it would be very difficult to pick everything up and would take a considerable period,” she says.

“The political structure is very complex, with the Federal Government, the State Government, then three further layers of administration. One state is also very different from another, in terms of language, culture, customs, economic performance, and attitudes to business.”

“Companies which hope to do well here also need to understand which ministries are traditional in their behaviours, and which are more transformational, and of course the Indian hierarchical culture is another challenge, so the knowledge which we have acquired here over the years is absolutely invaluable.”

”Saying that, you also need a great deal of patience and understanding, because the red tape is ever-

King leads Mott MacDonald into the new Modi era

Liz King, Managing Director,

Mott MacDonald


present and there can be a lot of steps you have to go through to get anything signed-off.”

Infrastructure projects in India are often characterised by delays, so Mott MacDonald’s achievements on the first two phases of the Delhi Metro - intended to carry between 600,000 and 850,000 passengers daily by 2021 - earned it not just the lead consultancy role for phase three, but much more elsewhere.

“Our work on Delhi Metro has taken us into every other metro project in India. We’re designing and supervising construction on similar schemes in Bangalore, Chennai, Gurgaon, Hyderabad and Kolkata. We are also the technical and general consultant for the Jaipur metro project,” says King.

“We don’t operate all those contracts in the same way, but we tend to have a project manager, and technical expertise based locally, then overall supervision led by our ops director in Mumbai, monitoring each project.”

“We’re right in the middle of the tunnelling phase in Delhi, with the first breakthrough taking place in August and a further seven phased over the next couple of years, so that’s very exciting and also an interesting technical challenge.”

Mott MacDonald’s involvement in work is much more than about Metros though, however headline-grabbing such projects inevitably are.

King’s role requires her to oversee several hundred projects; from small-scale business advisory to medium-sized industrial schemes, and from long-term health and education programmes to managing the complex sewerage renewal scheme for the teeming city of Mumbai and its 20 million inhabitants.

“We have very experienced project managers and a tremendous depth of expertise throughout the country, so for me, it’s largely about making sure that everyone is working together, and operating in the most efficient way to deliver maximum value for our clients,” she says.

“Looking ahead, there are certainly many growth opportunities. The ‘Make in India’ concept certainly chimes with us, because we’re already designing plants for major companies, including Adani Group, Godrej Industries, Hindustan Cola-Cola Beverages Private Ltd, LANXESS and Mars International, so we’ve got a strong blend of private sector and public sector work.”

“From a company perspective, we have around 350 staff in global design centres here at the moment, and we’ll be looking to expand that activity across our different operational sectors.”

It looks as if ‘shop talk’ will be part of King’s life in India, as her husband also works for Mott MacDonald there, as a regional business improvement manager.

However, the couple do have two daughters in their early 20s, so of just the right age and inclination to pop out to India for holidays and festive times, and provide a welcome distraction.

What next?Contact: Yukti Agarwal, Infrastructure Sector Advisor, UKIBC T: +91 (0) 124 453 7800 E: [email protected]

“I think the best way to deliver success is to give people clear roles and targets. I’m a great believer in empowerment, and in moving people around to where they can add value to the business.”

Delhi Metro Phase II

23

Infrastructure

We established a permanent team on the ground in 2009 in Mumbai, committing to what we see as a natural environment for Benoy to realise some of its most interesting and innovative work.

As a burgeoning and rapidly transforming country, India has unlimited potential for growth. In some ways similar to Benoy, India has naturally progressed from a regional influencer to a prominent name on the wider international stage. The country has a real thirst for developing its offer, extending its creative scope and playing on its unique setting to entice more businesses, visitors and foreign interest into the country.

Strong Indian market shares rewards with Benoy

One such sector we have seen a huge demand for is luxury. This call for heightened living environments is being realised in schemes such as our 15ha premium residential development in New Delhi which we are working on with Unity Group. The project will accommodate the highest expectations for world-class luxury living; the design resonates with top international standards while delicately blending in the nuances of the local culture, accrediting Benoy with its acclaimed reputation as a leader in design.

Additionally, the shift in this sector is indicative of how India is adapting and responding to demand.

Benoy entered the India market in 2006 and we have continued to experience a marked increase in interest for our designs; from retail centres all the way to high-rise luxury towers, reports chairman Graham Cartledge CBE.

Supernova, Noida


Developers are striving to keep apace of the expectations of consumers to meet their changing needs and as they weigh up the commercial feasibility of these types of projects, they are looking to develop more.

Along with the developers, I know the top decision makers have a real interest in ensuring the country is also seen as a destination location. To meet the need and fulfil this dream, we have seen a big push for large and more complex mixed-use developments. Projects like Benoy’s Supernova in Noida are delivering a wide, integrated offer to their communities. This mega scheme will blend premium retail, dining, luxury residential, commercial office space and hotels within a five tower masterplan including the 80-story Spira Tower, the tallest mixed-use building in Northern India. Supernova, from developer Supertech Limited, is a statement project for the region, and, for Benoy, it embodies the future of design and development in the country. Top market brands are eagerly anticipating units in this scheme, to be a part of Noida’s resident’s new lifestyle opportunity.

With the new government now settled in, we are seeing a warmer business environment opening up. This progress will no doubt bring more attention to India and further interest from other UK companies. Prime Minister Modi’s popularity at home and abroad is a strong indicator of the country’s evolving international reputation. As the government signals these changes towards the business community, Benoy is keen to see how the additional changes will improve the already attractive market.

As the economy rapidly advances, infrastructure is obviously key. However, we believe to encourage growth on a global level, there needs to be the right built environment to accommodate businesses and brands. Before my eyes, I have seen India evolve in a remarkably short time. It is a testament to the economic strength of the country that Benoy is able to join this journey of such strong growth from when we went into India, working on smaller scale schemes such as Cyber Park, Gurgaon, with BPTP Ltd, one of our first projects in the country which remains a very popular one still, to today when we are working on a wide range from small, medium and large scale developments. The growth has led to a more resolute confidence in India and foreign interest has been remarkably quick to show its appetite.

Benoy Directors, designers and I have all marvelled at the sheer opportunity available in India. As we create retail, mixed-use, residential, commercial, sport, leisure and luxury schemes throughout the country, the Benoy Team is realising the endless inspiration that can be derived from the Indian

market. Our blend of global expertise and local insight within our multi-disciplinary team allows us to deliver a holistic approach as we play a key role in helping to develop the built environment of India.

From Mumbai to Bangalore, and many in between, Benoy is creating more than just ‘buildings’, but enduring and attractive ‘destinations’ for a country which is not only an extremely important market for Asia, but also the world.

“It is a testament to the economic strength of the country that Benoy is able to join this journey of such strong growth from

when we went into India, working on smaller scale schemes such as Cyber Park,

Gurgaon, with BPTP Ltd, to today when we are working on a wide range from small, medium and large scale developments.”

What next?Contact: Yukti Agarwal, Infrastructure Sector Advisor, UKIBC T: +91 (0) 124 453 7800 E: [email protected]

DCM Site, Unity Group, New Delhi

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Business opportunities

aluminium window manufacturer looking for technology

An Indian company who is in the business of manufacturing Aluminium Windows for many decades, is looking for a UK partner to either provide technology or become a manufacturing partner in India.

Response deadline: 30/01/2015

Register your interest: http://www.business opportunities.ukti.gov.uk/es_es/uktihome/businessopportunity/828580.html

Partnership/Joint Venture mobile technologies, Microsoft.net and allied technologiesIndian company looking for joint venture or partnerships with companies providing solution in the Mobile Technologies and Microsoft.Net and allied Technologies.

Looking for partners as per following details:

• Company Size: 8 people• Preferably the organization is an IT services company. • Looking for an organization that has aspirations of having an offshore delivery centre.



Indian auto component makers looking for manufacturing technology

A company in India who provides consultancy to various Indian companies has informed that some of its clients are looking to acquire following technologies. The Indian companies may be willing to invest in UK also.

1. Automotive Mirrors 2. Aluminium Forgings 3. Aluminium Low Pressure Die casting 4. Automotive Oil Pumps 5. Turbine blades for turbochargers 6. Industrial Valves



software products company seeking partnerships in uK

• The company’s location Based Solutions Platform helps organizations who have field operations get more revenues and save costs by enhancing their in-the-field efficiency.

• The company’s Facilities Management Solutions Platform a-mantra helps companies with large infrastructure manage it with ease and reduce capital expenditure by enhancing their in-the-office efficiency.

• The company prefers re-sellers of SAP, IBM, Oracle or any other ERP solution having an existing customer base.

• The company expects UK Companies to get acquainted with its product details / presentations/collateral / case studies to handle face to face product demos locally to acquire new customers etc.



turnkey solutions for e-Learning

Indian company looking to provide e-learning solutions such as: eLearning modules, content development, refurbishing, updates, convert video tutorials to being

content based modules. The company is focused on the outsourcing and off-shoring of e-learning solutions and leverage technology to enable companies and educational institutions to manage and enhance training and e-learning.



Company seeking partnership with suppliers of Microsoft based services

Bangalore based organisation in India looking for partnership with UK companies on the following technologies, Microsoft Windows Azure, Microsoft SharePoint Consulting, NET based IT development solutions and Mobile app development.



Partner with an edutech company transforming educational institutions

Indian company looking at potential partners both from pureplay reseller / marketing channel perspective as well as product integration opportunities to sell an exhaustive and enhanced product offering to the local market. The company intends to provide a one stop shop solution for an institution wherein elements of institute management such as attendance, assignments, examination, student performance, virtual class and collaborative tools, online fee payment, timetable, library etc. as well as learning management components are seamlessly integrated.


Register your interest: http://www.businessopportunities.ukti.gov.uk/es_es/uktihome/businessopportunity/770560.html

Send us your company’s India based business opportunities and tenders at [email protected]


NOTE: Launchpad® is a registered trademark of the China Britain Business Council (CBBC), who have granted sole permission to UKIBC for its use in relation to India.

Healthcare & Life sciences

Molecular products began in East London as a supplier of calcium chloride to a local pharmacy in 1924 and now offers a range of air purification devices, oxygen generators, critical gas filters, selling to over 80 countries.

Eden Joseph speaks to Molecular Products’ CEO, Ian McKernan on how the UK India Business Council’s market entry platform, Launchpad, is helping them access the Indian market.

Molecular Products recognise the need to have a low-risk and cost-controlled entry strategy for India. With many successful market entries under his belt, Ian is very much looking forward to what Molecular Products can achieve in India.

The Indian healthcare sector alone is expected to reach $280 billion by 2020. The defence, security and military sector has been growing at a rate of 8 percent annually and accounts for 2.4 percent of India’s GDP.

It is no surprise that Ian is hugely enthusiastic about his company’s prospects, “India offers amazing opportunities – and we have an increased level of interest in India and are very excited about this journey. Our decision to enter was mainly market-driven as there are a large number of healthcare agencies and an expanding military and security developments.”

Indeed, the launch of Prime Minister Narendra Modi’s ‘Make in India’ campaign coincides neatly with Molecular Product’s venture into India. Mr Modi’s campaign aims to drive both domestic and foreign investment into India, transforming the country into a major global manufacturing and export hub.

Ian’s approach is to deploy Molecular Products’ strengths to help India achieve ‘Make in India’s’ goals, as well as a drive to provide universal and affordable healthcare in India, and using the Launchpad service is key to this strategy.

“Launchpad is exactly what we need. We had a good experience in China and it is just the type of cost-effective way to get all the information that we need. All the

Launching into India’s healthcare sector

people I’ve worked with so far have been very supportive, understood all the requirements and helped us recruit a suitable consultant.”

Alongside de-risking a company’s market entry, the personal consultants that are provided by the UK India Business Council offer a gateway into India. Ian is adamant that the Launchpad service is worth every penny and is crucial to their success. “It provides us with cost-effective market knowledge that otherwise would not be possible.”

Entering the Indian market can be complex and, for some, daunting. Ian offers very succinct and useful advice to others looking at India, “Take a trial run to the market, test out your strategies and see if it works. Also, if you have a clear idea of what you want the business to achieve, then I would recommend Launchpad.”

Not only being able to use the service, but also being a member of the UK India Business Council helps businesses build credibility and reputation in India. “I think it is a good thing that we have connected with the UK India Business Council.”

“I think the simplicity of Launchpad is what I found most appealing. It is a one stop shop because of all the advice we receive and the office space, it is essentially a whole package in one. It is a very good service, I am an advocate of it and all the people I’ve met have been very helpful.”

What next?Contact Tushar Chaudhary UK India Business Council’s Head of Launchpad and Client Relations by emailing [email protected] or calling Tushar direct on +91 124 4537808

Ian McKernan, CEO, Molecular Products

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Healthcare & Life sciences

Bourn Hall made headlines around the world back in 1978, when the genius of scientist Robert Edwards and gynaecologist Dr Patrick Steptoe led to the birth of the first ‘test-tube’ baby, Louise Brown.

Her arrival seemed a medical miracle back then, but more than five million babies have since been born the world over, through in-vitro fertilisation (IVF) techniques.

However, Bourn Hall has retained its place as a pioneer of IVF, helping to define its procedures and its quality standards which have become benchmarks across the globe.

In 2011, the clinic established an international division (BHI), with financial backing from TVM Capital MENA, and set about creating fertility centres in the Middle East, North Africa and India. The first two clinics outside the UK were set up in India, which has since become the focus of BHI’s operations.

Bourn Hall India’s purpose-built IVF clinic in Delhi, on a three-acre site in Gurgaon, and its sister centre, in the commercial hub of Kochi, have established them as market leaders in the provision of infertility treatment.

The strength of their brand was underlined at Frost & Sullivan’s India Healthcare Excellence Awards 2014, when the clinics won the IVF Service Provider of the Year category, which left Bourn Hall India’s Managing Director and CEO, Gaurav Malhotra, feeling understandably proud.

“We are the only infertility clinic in Asia to have a clean-room IVF lab, which is so important to carry out such procedures as single blastocyst transfer, which is when we take a single embryo and place it within the uterus or fallopian tube,” he says.

“Our laboratory, which was constructed to the highest international standards, provides safe and supportive storage, which allows the embryos to develop properly and increases the likelihood of a positive outcome.”

“It is also designed to limit, and when required to remove, bacteria, viruses and volatile organic

Bourn Hall’s India venture sets new standards

compounds from the atmosphere to provide the most sanitised environment for the healthy growth of embryos.”

”We adhere to the original Bourn Hall philosophy that every journey is different, so each treatment is individual and we do not carry out our procedures in batches. As a result, I believe our medical and ethical practices are regarded as benchmarks for IVF treatment right across the globe.”

The success of the two Indian clinics is not just about the use of the latest technology, and advanced medical techniques though.

As always, from the days of Edwards and Steptoe, it’s people who really make the difference.

“We have six very well qualified senior embryologists in our team, and also have specialist psycho-social counsellors to ensure that every issue raised by the couples undergoing treatment is considered at length,” says Malhotra.

“We also do home visits, and talk to the extended families, so everyone understands how the treatment works and the procedures which are involved. It’s absolutely vital to involve the whole family in the discussions, not simply the couple.”

It’s estimated that India has around 30 million infertile couples, and with commercial surrogacy considered a taboo subject by most Indians, IVF has become big business.

There are many stand-alone fertility centres, typically owned and managed by a small number of doctors and gynaecologists, as well as some corporate chains, but Malhotra isn’t fazed by the thought of IVF rivals.

“Competition is always good because it keeps our quality up,” he says, with a confident air. “We welcome healthy competition because it raises the bar.”

Staying ahead of the market requires continued investment though, and even with the ongoing support of TVM Capital MENA, the sums are significant.

“Our laboratory, which was constructed to the highest international standards, provides safe and supportive storage, which allows the embryos to develop properly and increases the likelihood of a positive outcome.”

Bourn Hall is the world’s best-known fertility centre, and the Cambridge based clinic chose India for its first overseas venture. Ian Halstead finds out more.


“We’ve invested something like 15 million USD so far, and we’ll probably spend another 70 million in the next five years as we expand,” says Malhotra.

“We’re planning three or four more clinics here in Delhi, and one will be coming soon in the south of the city. It’s difficult to be precise at this stage, but it’s likely that we’d then open more hubs in Punjab, Uttar Pradesh, Haryana, Tamil Nadu, Jammu and Kashmir.”

“Each clinic employs roughly 50 staff, and recruitment isn’t a process which can ever be rushed, as it’s crucial to find the right people with the correct skillset.”

As Malhotra works on the expansion plans, he’s also taking note of proceedings in the Indian parliament, where the delayed Assisted Reproductive Technology Bill 2013 looks likely to be debated during the winter session.

“We hope its way to becoming a legislation will be cleared, because its provisions will certainly help provide better services to patients throughout India’s IVF sector,“ he says.

“I also believe we need to focus on the area of insurance. Probably 70% of our country’s childless couples are from the middle-class, who are seeking help from insurance, and it’s high time that IVF treatment was taken under the umbrella of insurance.”

Looking ahead, Malhotra is much taken by the advances which will be possible through the introduction of early embryo viability assessment (EEVA), which Bourn Hall has been pioneering, based on research from Stanford University.

Put simply, it is a non-invasive test which allows gynaecologists to determine, with previously unavailable levels of accuracy and scientific objectivity, which embryo will have the greatest chance of viability, once it has been transferred.

Observers have described EEVA as the biggest breakthrough for IVF treatment in the last decade, and Malhotra doesn’t demur.

“We are already making many advances through the use of genetic diagnostics, and we will very soon be able to bring this treatment to India,” he says. “When we are able to use this test for the benefit of our patients, infertility treatment here will be on a par with the best in the world.”

What next?Contact: Atul Khurana, Healthcare Sector Adviser, UKIBC T: +91 (0) 124 453 7800 E: [email protected]

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Retail, Lifestyle & Logistics

UK India Business Council’s, Policy and Research Manager, Adriana Vega explores how UK companies can better leverage British branding in India.

According to tycoon Warren Buffett, “Your premium brand had better be delivering something special, or it’s not going to get the business”. By this logic, Brand UK has some good news: it is indeed a well-known, premium global brand. More challenging is whether it will get the business.

Globally speaking, the UK, and London in particular, have very strong brand positioning. The UK is one of the best performing economies in the west, expected to be the fastest growing G7 economy, and with the fastest growing population in Europe. The UK is perceived as young and innovative, no longer just about a stiff upper lip. The UK’s soft power built on sport, music, fashion, education, and creative industries is a powerful and invaluable force of attraction and a significant commercial force. In India and globally there is also widespread appreciation for the UK’s longstanding excellence in law, advisory and finance.

Yet somehow, UK brands appear to lag behind others on the global stage, as they do in India. Only 5 British brands made Interbrand’s 100 Best Global Brands ranking in 2014. Germany has 10, Japan 7, and France 6. Of those British brands that made the list, Land Rover is owned by India’s Tata Motors, and Burberry’s outstanding brand revival took place under the leadership of Angela Ahrendts, an American.

The UK and UK businesses have extraordinary potential but one which, counterintuitively, may be undermined by its breadth. In India, for example, Russia is known for its technologies in defence, France for nuclear power, Germany for manufacturing, and America for its entrepreneurialism. The UK has a much more widespread footprint and thus makes it difficult to build a simple narrative around what Britain does best.

There are many positives that can be leveraged by the UK and its brands. A recent article by The Economist titled “How not to treat Brand Britain”

Getting Brand uK right in India

highlights that 30/34 top Indian students from the Department of Management Studies, a faculty of the elite IIT, said they have a positive impression of Britain. Many of them reported an interest in the UK’s sport, history and institutions. None were interested in India’s colonial past. This is what young India is telling us, and Britain would be smart to listen.

Burberry’s brand revival in recent years boiled down to a successful mix of heritage and innovation. So too could other UK brands position themselves. Few markets offer this enormous potential more strikingly than India.

What next?Contact: Michael Benson, Retail Lifestyle and logistics Sector Manager, UKIBC T: +44 (0)207 592 3851 E: [email protected]

“The UK is perceived as young and innovative, no longer just about a stiff upper lip.”

(L-R) Lord Green, Rt Hon Patricia Hewitt, and James Bevan with a Great Britain branded Jaguar


Practical advice

Addleshaw Goddard associate, Joe Beeston, considers what UK companies must know about the complex world of India’s labour laws.

Any overseas business looking to establish a presence in the Indian market needs to consider the potential impact of employment legislation, but the issue has been given even greater relevance by the launch of the initiative ‘Make in India’.

Combined with Prime Minister Narendra Modi’s determination to increase foreign direct investment (FDI), the initiative is bound to attract interest from an array of British companies looking to set up joint ventures with Indian partners, to support domestic manufacturers on their strategies, and even to fund new production plants.

However, despite their eagerness to take advantage of such commercial opportunities and many more, UK companies need to realise that India’s labour laws are comprehensive and complex, at both the Federal and State levels.

Factory working conditions, for example, are governed by the Factories Act 1948, which contains a raft of regulations covering the health, safety and welfare of employees, including maximum working hours and mandatory annual leave.

The Shops and Establishment Act sets out similar statutory obligations and rights for those working in commercial establishments, such as offices, hotels and retail outlets, and every new venture has to acquire a registration certificate within 30 days of opening for business.

The Minimum Wages Act 1948 covers many sectors (such as offices, hotels and shops), and each State has a wage board to assess and enforce the payment of pay levels. Employers paying under the base rate can be fined, and directors and managers can also be punished.

An Industrial Disputes Act provides for the investigation and settlement of strikes, lock-outs and other disputes, and sets out compensation to workers for both temporary lay-offs and redundancies.

In most states, there is also legislation covering the provision of provident funds, insurance and pensions to employees working in establishments which have 20 or more workers, and the Maternity Benefits Act 1961

Do your research - so you won’t labour in vain

regulates the employment of women before and after childbirth, including a requirement for maternity leave.

There are even acts covering the payment of bonuses and gratuities.

Whilst some local businesses fail to comply with these employment laws (due to the low risk of enforcement action being taken), foreign businesses will be under greater scrutiny by the authorities.

As a result, it is vital that any UK business looking to operate in India is familiar with current labour laws well before it starts operations, and it’s equally advisable to seek advice from Indian attorneys to assist in drafting compliance policies and practice manuals.

It is also essential to register with all statutory authorities, to avoid the possibility of legal action, and to ensure that all HR records, files, documents and correspondence are meticulously maintained. Half-yearly or yearly audits of internal HR compliance are also a must, once operations begin.

In short, do your research on India’s labour laws well in advance, and be prepared to seek professional advice whenever you need it.

Employment legislation is certainly not something which can be put to one side, as you focus on what might seem more pressing day-to-day operational issues.

What next?Contact the UK India Business Council helpline on 0800 0196 176 for more information about doing business in India

Joe Beeston, Addleshaw Goddard

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skills & education

The Association of Colleges (AoC) has been operating since 1996 and acts as a collective voice for colleges in the UK. Eden Joseph speaks to AoC’s International Director, John Mountford to explore their growing presence in India and their use of UK India Business Council’s market entry service, Launchpad.

The AoC has achieved remarkable success promoting the interests of UK Colleges in recent years, and by representing over 360 further education colleges, the organisation has been able to decisively influence the UK Government’s education policies.

Dealing primarily with English colleges but also with colleges in Wales, Scotland and Northern Ireland, the AoC has built up nine regional offices across the UK and created partnerships in a number of emerging markets, in particular, India.

Discussing his own experiences of the Indian market, John reflects “The Indian economy is growing and is becoming globally competitive. Therefore, there will be skills shortages and, given the political and geographical dividend, there is a significant requirement for trained manpower.”

“We wish to work in India with our partners and provide and contribute to the curriculum in India. To do this we adapt our business model to whatever is appropriate for each college and their priorities in the Indian market.”

The Indian Government’s plans to expand the quality and capacity of the education system consists of creating 40 million new university places and 11,000 new secondary schools.

Learning how to access India’s skills and education sector

As India is one of the biggest emerging markets and the skills and higher education market is also growing rapidly, the AoC quickly realised the potential.

“We initially went there for delegations, learned more about the Government and the work they do. We realised that there are various opportunities in India and to tackle them we cannot do it through an office in the UK, but instead by having an office in India.”

Whilst exploring various market entry options, AoC came across UKIBC’s Launchpad service and decided that it was best suited for AoC’s purposes and goals as it provides a simple, low-risk way of being active in India before establishing operations.

In fact, John is adamant that the Launchpad service has helped build AoC’s profile in and knowledge of India, “It helps us to better understand the Indian market. If you’re looking to go into India in a proactive way then you need this service.”

Tackling such a vast market like India, there clearly needs to be an emphasis placed on background knowledge and research – all of which AoC has utilised.

John Mountford, AoC


NOTE: Launchpad® is a registered trademark of the China Britain Business Council (CBBC), who have granted sole permission to UKIBC for its use in relation to India.

What next?If you would like UKIBC to help launch your business in India, then contact Tushar Chaudhary UKIBC’s Head of Launchpad and Client Relations by emailing [email protected] or calling Tushar direct on +91 124 4537808

“The Launchpad service has helped us with the knowledge of what’s going on in India, finding a Launchpad consultant to help us with our market entry, and generally helping to understand and tackle the market well.”

“It provided us with a soft landing and helped us minimise the risk and costs associated with venturing into India by ourselves. “

Working in partnership with UK Trade Investment (UKTI) puts UKIBC in a unique position to help UK companies entering India and gives its potential clients a stamp of approval like no other. It provided us with the reassurance that we needed and there is a natural partnership between the UKIBC and AoC India. ”

India does pose challenges so it’s important to bear these in mind before venturing there. The AoC India has to regularly report back to its members in the UK and meet their varying demands and expectations.

“India is a tough market, so you have to be patient. Certain UK partners expected quick returns, but

for results to happen there needs to be medium to long term plans. Also, India is complicated and it is important to build feasibility into the UK model so that it can translate well over to India.”

Despite the challenges, AoC India is certain that with the right business model, any UK skills and education provider can succeed in India.

“Get to know the market very well, link up with potential partners and organisations such as UKIBC, FICCI and UKTI; adopt a pragmatic approach that is peppered with realism.”

“India is a tough market, so you have to be patient. Certain UK partners expected quick returns, but for results to happen there needs to be medium to long term plans.”

(L-R) Richard McCallum, MD, UKIBC India, Dame Asha

Khemka DBE, Chair, AoC India Principal & Chief Executive, West Nottinghamshire College Group

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UKIBC Business Exchange: Issue Eight

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Transcript of UKIBC Business Exchange: Issue Eight