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REZER

The Torvald Klaveness Group:

Rightshore is the wave of the future

The idea of outsourcing services came naturally to an international shipping company like The Torvald Klaveness Group (TKG). TKG sought a partner which had offshoring as a strategic part of its offering and discovered Capgemini, with competence centres in India and China. Having experienced the seamless integration between Capgemini in Norway and its offices in Kolkata and Guangzhou, TKG’s decision to outsource parts of its key business processes became easier.

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Lowering costs wasn’t the only reason for choosing Capgemini. Greater flexibility and access to resources were equally important considerations. With the help of Capgemini’s operations in India and China, TKG can operate around the clock and focus more on core business issues and delivering tangible benefits. Successful offshoring requires a successful delivery model. Capgeminis RightshoreTM model is a proven success, combining local business knowledge, international costs, flexibility and competence. It’s simply the wave of the future.


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Profile of HRH Crown Prince Haakon of Norway ................................ 8 Profile of HRH Crown Princess Mette-Marit of Norway ....................... 9 Profile of Minister of Trade and Industry Mr. Dag Terje Andersen ................................................................ 10 Profile of Minister of Petroleum and Energy Mr. Odd Roger Enoksen ..................................................... 10 Profile of State Secretary Ministry of Foreign Affairs Mr. Raymond Johansen ........................... 11 Interview with Ambassador of India............................................... 12 India-Norway Ties Pick Up Momentum ........................................... 14 REVA - Electric Cars Reach Norway ............................................... 24 The Indian Connection of Aker Kvaerner Powergas ........................ 26 Reservoir Modelling for Enhanced Oil Recovery .............................. 28 Norwegian Fishing Industry Looks at India ..................................... 29 Capgemini Outsources Norway to India.......................................... 30 Indo-Norwegian Tie-ups in Hydropower ......................................... 36 Corporate India Going Global ........................................................ 38 M A S T H E A D Published by Krest Publications in assocation with the Embassy of India, Oslo Editor Harun Riaz Project Co-ordinator R.K. Verma

PLATINUM SPONSOR

Marketing Ajit Thakur, Sahil Jindal Asstt. Editor Jai Narayan Ram Designing Hari Sharma, Arjun Mishra

Cover Photo : HRH Crown Prince Haakon & HRH Crown Princess Mette-Marit Image: ©Tim Graham / Corbis

Photographs Corbis.com Deepak Kapoor Contact Details Tel: +91-11-66304701/2/3 Fax : +91-11-66304700 Email : editor@krest.org


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Indian Tea ................................................................................... 42 India Charms Tourists from Norway ............................................... 44 Big Brains on Campus .................................................................. 48 India's Auto Sector in Fast Lane .................................................... 50 D.P. Jindal Group Gets Ready to Engage Norway ............................ 54 Textiles: Mainstay of Indian Exports to Norway ............................... 58 India-Norway, a Win-Win Partnership in IT ..................................... 61 iflex: the Right IT Solutions Partner ............................................... 62 Conax: Norwegian Success Story in India ....................................... 64 Useful Information & References ................................................... 65

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HRH Crown Prince of Norway: A Profile

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Image: ©Tim Graham / Corbis

he Crown Prince of Norway, the heir apparent to the throne of Norway, was born on 20 July 1973 in Oslo. On birth, he was named Prince Haakon Magnus but it was stressed in the announcement that he would go by the name Haakon. He became Crown Prince Haakon when his father ascended to the crown as Harald V in 1991. He is second child and only son of King Harald V and Queen Sonja. He is two years younger than his sister, Princess Märtha Louise. Succession to throne is only through males.

HRH Crown Prince Haakon

After completion of secondary school at Kristelig Gymnasium in Oslo in 1992, he moved to take basic naval training course at Madia near Stavanger, followed by a year at Naval Cadet College in Horten and first level course at Naval Academy in Bergen. During his attachment with the Royal Norwegian Navy in 1993, Haakon was trained in Missile Torpedo Boats and other vessels. He then went to the USA, where he received a Bachelor of Arts degree in political science from the University of California, Berkeley in 1999. Haakon later attended lectures at the University of Oslo and the London School of Economics, as well as completed the Norwegian Ministry of Foreign Affairs civil servant introductory course in 2001. Crown Prince Haakon attends Council of State meetings as well as UNGA meetings as a member of Norwegian Delegation. He is Patron/Honorary member of various organizations and societies. He has always enjoyed outdoor activities and sports including sailing, surfing, rafting, cycling and paragliding. He is interested in the arts in general, particularly in cinema and theatre. He likes to read on a wide range of topics. Haakon is married to Mette-Marit Tjessem Høiby at the Oslo Cathedral on 25th August, 2001. They have daughter HRH Princess Ingrid Alexandra (born 21 January 2004) and son Prince Sverre Magnus (born 3 December 2005).

India-Norway in Focus

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HRH Crown Princess of Norway: A Profile

C Image: ©Tim Graham / Corbis

rown Princess Mette-Marit was born on 19 August 1973, the youngest child of Marit Tjessem and Sven Olav Bjarte Høiby. The engagement between His Royal Highness Crown Prince Haakon and Miss Mette-Marit Tjessem Høiby was announced on 1 December 2000, and they married in Oslo Cathedral on 25 August 2001. They have two children, a daughter HRH Princess Ingrid Alexandra, born in January 2004 and a son Prince Sverre Magnus, in December 2005.

The Crown Princess grew up in a warm-hearted and harmonious family together with her sister and two elder brothers in the southern part of Norway. During her youth she spent a lot of time at the local youth club Sletteheia, where she was also an active leader. Crown Princess Mette-Marit is fond of sport and as a teenager she played a good deal of volleyball, where she also acted as referee and coach. After starting at Oddernes upper secondary school in Kristiansand, the Crown Princess spent six months at Wangaratta High School in Australia as an exchange student. On moving back to Norway, HRH Crown Princess Mette-Marit she attended Kristiansand Katedralskole, where she passed her final examinations in 1994. After a break from her studies, Crown Princess Mette-Marit attended Bj?rknes Private School for a while, and then took examinations in philosophy (the preliminary university examination) at Agder College. At present the Crown Princess is attending lectures at the faculties of arts and social sciences at the University of Oslo. Crown Princess Mette-Marit has one son, Marius, by a previous liaison. The Crown Princess has been engaged in HIV/AIDS issues for a long time. Her studies at the School of Oriental and African Studies (SOAS) in London and her work with NORAD (The Norwegian Agency for Development) in 2003 have raised her interest and concern. In January 2005, the Crown Princess carried out a study trip to Malawi focusing on HIV/AIDS. The Crown Princess will continue her engagement as she has accepted to become UNAIDS Special Representative. The Crown Princess will actively support the AIDS response and help to improve the living conditions of people living with HIV. Her first official appearance was at the Nobel Peace Prize ceremony at Oslo City Hall on 10 December 2000. Crown Princess Mette-Marit is interested in art and culture, especially literature and music. She also has a strong social commitment.

India-Norway in Focus

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PROFILES

Minister of Trade and Industry Mr. Dag Terje Andersen

Minister of Petroleum and Energy Mr. Odd Roger Enoksen

Mr. Dag Terje Andersen was born in May 1957.

He was born on 25th September 1954, Andoya in

Mr. Andersen obtained his high school diploma in 1976, following which he served as smelting plant worker and forest worker. He had also obtained diploma in journalism.

north Norway. He is from the Centre Party.

His political career started as Chairman of Lardal Labour Party during 1981-84. Later he became member of Lardal Local Government from 1983-87. During 1991-92, and again in 1987~91, he was Mayor of Lardal Local Government. In 1992, he was political advisor in the Ministry of Foreign Affairs as well as State Secretary of Ministry of Foreign Affairs. He was later appointed Party Secretary for the Norwegian Labour Party from 1992 -1996. He was Minister of Agriculture during 1996-97. He served member of committees such as Standing Committee on Finance and Economic Affairs, Norwegian Labour Party’s Central Board. Subsequently, he served as Chairman of Standing Committee on Finance and Economic Affairs as well as Standing Committee on Local Government and Public Administration.

His political career started in 1999 when he became leader of the Centre Party. He was Minister at the Ministry of Local Government and Regional Development during 1999-2000, Member of Parliament from 2001-2005 and since 2005, he has been Minister of Petroleum and Energy. Prior to his political career, he worked as a Manager of Enoksen peat products from 1985-1990 and Manager of Andoytory peat supplier during 199093. He was also Managing Director of Andoya Rocket Range for a sort while in 2005 before becoming Minister. He graduated in Agriculture Science and he had chosen his profession as farmer from 1975-1985.

Mr. Andersen, the Minister of Trade and Industry since 29 September 2006. He is married and has two children.

India-Norway in Focus

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PROFILE

State Secretary Ministry of Foreign Affairs Mr. Raymond Johansen Mr. Raymond Johansen was born on 14th February 1961. He was an assistant nurse, truck driver and plumber till 1990. He obtained degree in Philosophy from the Oslo University in 1981 and underwent a Management course, Information Strategy in 1999-2000. He joined in politics in 1990-91 as leader of Oslo Socialist Left Party. During 1991-95, he served as Oslo Commissioner for Trade and Environmental Affairs, Member of Oslo City Council. From 1996-2000, he was Head of Department of Information and Cultural Cooperation, NORAD (The Norwegian Agency for Development Cooperation). He also served as Secretary General, Norwegian Refugee Council and Charge d’affaires, Norwegian Embassy in Asmara, Eritrea. He has been State Secretary (Foreign Affairs), Ministry of Foreign Affairs since 2005. From 1981-88, he was member of Central Board, Socialist Youth League and member of Central Board, Socialist Left Party in 1986-991. In 2000-2001, he joined Labour Party and appointed as State Secretary of Ministry of Foreign Affairs. He also served as Head of Evaluation Committee on Labour Party’s Parliamentary election campaign in 2001. He is married and has two children.

Norwegian Engineering and Consulting AS(Necon) is a supplier of engineering and project management expertise through hiring contracts, consulting and recruitment. The company consists of carefully selected persons with proven skills and competence within their fields. NECON’s goal is to achieve and maintain a leading position as a consultancy firm for the oil and gas industry. We deliver multi discipline services of engineering and project management to offshore and land based industries. NECON was established in 2004 and presently employ 160 people.

Indian Engineers contributes in Norwegian oil and gas projects. Norway - a small part of the world but, a big participant within the oil and gas industry world wide. Necon is cooperating with Indian associates in order to increase high skill competence from India in Norwegian projects. We appreciate the positive dialog with the Indian Ambassador in Norway and good relationship, business understanding and high processing standards. Necon is looking forward to future relations and cooperation with the excellent technical resources of the Indian industry

www.necon.no


AMBASSADOR'S INTERVIEW

“Indo-Norwegian Relations have Undergone a Paradigm Shift” Indian Ambassador to Norway H.E. Mr. Mahesh Sachdev in an interview with Editor Harun Riaz says that the relations between India and Norway are undergoing a major change and the two countries are giving a new shape that is mutually beneficial. The excerpts… How would you define India – Norway bilateral relations?

of trade that the two countries dwell upon?

Indo-Norwegian ties have always been cordial. With the recent phasing out of Official Development Assistance, the Indo-Norwegian relations have undergone a paradigm shift with greater emphasis on partnership and mutual advantage.

According to official Norwegian statistics bilateral trade was US $ 340 million in 2005. However, this figure is an understatement as exclude ships, offshore structures etc. For instance, a deal in last quarter of 2005 involving purchase of 9 ships from Norway by an Indian company alone exceeds this figure. There is also considerable trade through third countries. If all such transactions are included, the annual IndoNorwegian trade could be approximately half-a-billion dollars. Norway’s imports from India are dominated by textile sector, foodstuff, light engineering items and consumer goods. On the other hand, Norway exports to India ships, offshore oil structures, metals, alloys and chemicals.

There have not been Prime Ministerial level visits from India to Norway. Why? Is that taking place in the near future? This assertion is factually incorrect! In fact, Prime Minister Mrs. Indira Gandhi visited Norway in 1983. What are the main areas of Norwegian investment in India? How is your Mission in Oslo working towards attracting investment from Norway to India? Norwegian investments in India began last year and are spread over a large swathe of sectors. Four Norwegian investors are currently registered with SEBI as FIIs. Indian Embassy in Oslo has been encouraging these trends by supplying the potential investors with information and holding their hands. I should also add that Indian companies have also been investing in Norway. Given the size of Norway’s population and its location, the scope for expansion of exports to Norway from India

H.E. Mr. Mahesh Sachdev Indian Ambassador to Norway

has limitations. How does India cope with it? The limiting factors mentioned are more than compensated by Norwegians enjoying very high per capita annual income of over $ 50,000 and very high per capita imports of over $ 11,000 per annum. It also has a fairly transparent and open market. Thus, overall Norwegian market does have a critical mass to deserve a serious look by Indian exporters. What is the total volume of trade between the two countries? What are the areas

Norwegian products and expertise have a competitive edge in several important areas, which can be effectively used in mutual cooperation and joint ventures. Is India utilising Norway’s advancement in technology?

Norway has core competence in sectors such as deep offshore, shipping, fisheries, hydro-electricity, tunnelling, etc. On the other hand, India has world-beating capabilities in sectors such as IT, biotechnology, R&D and low-cost manufacturing.

India-Norway in Focus

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AMBASSADOR'S INTERVIEW

The Prime Minister of Norway, Mr. Jens Stoltenberg meeting the Prime Minister of India, Dr. Manmohan Singh in New Delhi on December 8, 2005

Norway has core competence in sectors such as deep offshore, shipping, fisheries, hydroelectricity, tunnelling, etc. On the other hand, India has worldbeating capabilities in sectors such as IT, biotechnology, R&D and low-cost manufacturing. With some innovative thinking, these two competencies cannot only be mutually complementary but also exploited to mutual advantage. Norway has removed textile quotas and the market has potential for absorbing

increasing exports. How can India make use of this? Are Indian textile companies looking forward to invest in Norway? Indeed, Norway was one of the first 80 countries to abolish textile quotas nearly 30 years ago. While textile goods are prominent in Indian exports, it should be possible to expand our market share, by better marketing and strategic tie-ups in distribution and retailing in Norway. How are the Persons of Indian

origin doing in Norway? What is the composition of Norwegian society? There are nearly 7,000 persons of Indian origin in Norway. They enjoy good reputation as law abiding and well integrated people. For instance, students of Indian origin are top performers among all ethnic groups in Norwegian universities’ graduate courses. The fact that India has now become Norway’s best source for skilled professionals also shows easy acceptability of Indians there.

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India-Norway in Focus

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BILATERAL RELATIONS

India-Norway Ties Pick Up Momentum

Image: ©Tim Graham / Corbis

The current growth in Indo-Norwegian Ties is fuelled by complementarities of interests

The visit of HRH Crown Prince Haakon and HRH Crown Princess Mette-Marit to India in October/November 2006 will further boost the growing Indo-Norwegian relationship

D

iplomatic relations between India and Norway were established in Norwegian Foreign Minister Halvard Lange telegraphed message on 21st February, 1947 to India’s special envoy, Mr. Krishna Menon, in Stockholm. In that message he confirmed that the Norwegian Government agreed in principle to establish diplomatic relations between Norway and India. A congratulatory telegram was sent by Prime Minister Einar Gerhardsen, upon the independence of the Republic of India on 15th August, 1947. India-Norway relations have been cordial. The Government of Norway has supported India’s joining the UNSC as a Permanent Member.

Important Bilateral Treaties and Agreements a) Memorandum of Understanding (MoU) between India and Norway on Economic, Industrial and Technological Cooperation (1987) b) Convention between Norway and India for the Avoidance of Double Taxation and the Prevention of Fiscal Evasion with respect to taxes on income and on capital (1986) c) Agreement between India and Norway relating to air services (1995) d) A Cultural Agreement between Norway and India was signed on 19th April 1961 e) Agreement on “Establishment of Joint Commission on Cooperation” was signed in New Delhi on 6th July 2004 f) MoU on Mutual Cooperation between FSI, MEA and FSI, MFA, Norway signed on 7.6.05 during the JCM Meeting in Oslo, Norway attended by External Affairs Minister, Mr. K. Natwar Singh g) Final Document/First Session of the Indo-Norwegian JCM signed

India-Norway in Focus

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BILATERAL RELATIONS Bilateral Visits from Norway

The visiting Prime Minister of Norway, Mr. Jens Stoltenberg and Mrs. Ingrid Schulerud paying homage at the Samadhi (cemetery) of Mahatma Gandhi at Rajghat in Delhi on April 20, 2001

on 17.6.05 in Oslo during visit of External Affairs Minister, Mr. K. Natwar Singh. h) MoU between the Directorage General of Hydrocarbons (DGH) of India and Norwegian Petroleum Directorate (NPD) signed on 1.9.2005 in Oslo, Norway during the visit of Petroleum Minister Mr. Mani Shankar Iyer. i) MoU among ONGC, India and National Geophysical Research Institute, India and the Deptt. Of Petroleum Technology & Applied Geophysics, Norwegian University of Science & Technology (NTNU) Norway, concerning Reservoir Modeling for enhanced Oil Recovery using Fractal Theory and 4D Seismic in ONGC’s Oil & Gas Fields in India signed on 1.9.2005 in Oslo, Norway during the visit of Petroleum Minister Mr. Mani Shankar Iyer.

• Crown Prince Hakon and Crown Princess Mette Marit, accompanied by business delegation, pay an official visit to India on October 29-November 3, 2006 • Prime Minister Jens Stoltenberg paid a working visit to New Delhi on December 7-9, 2005 • The Norwegian Foreign Minister Mr. Jan Petersen visited India in July 6, 2004. The Agreement to set up an Indo-Norwegian Joint Commission at the Foreign Ministers’ level was signed during this visit. • Foreign Minister Jan Petersen visited India from 8-10 November 2002. He had also visited India in January 2000. The then Norwegian Prime Minister Jens Stoltenberg visited India in April 2001, accompanied by a high level official delegation and a fifty-member business delegation.

(j) MoU between ONGC, India and the Foundation for Scientific & Industrial Research at the Norwegian Institute of Technology (NTH), SINTEF concerning Indo-Norwegian Collaboration in Areas of Occupational Health, Safety & Environment signed on 1.9.2005 in Oslo, Norway during Earlier Visits from Norway: the visit of Petroleum Minister Mr. • Norwegian Minister of Agriculture, Mr. Lars Sponheim (January Mani Shankar Iyer. 2004); k) Protocol of Intent between the ONGC, India and Norsk Hydro Produksjon AS, Norway concerning Cooperation in certain Deepwater Blocks Offshore Republic of Cuba and Middle East Region and Internationally, signed on 1.9.2005 in Oslo, Norway during the visit of Petroleum Minister Mr. Mani Shankar Iyer. l) Norway-India Partnership Initiativeon MDG-4 signed in New Delhi on September 8, 2006.

• Storting Speaker J. Kosmo New Delhi (January 2003). Norwegian State Secretary Ms Elsbeth Tronstad (February 2002); • State Secretary in the Norwegian Foreign Office Mr. Raymond Johansen accompanied by Mr. Erik Solheim (Foreign Minister’s Special Adviser on Sri Lanka)(November 2000), • Foreign Relation Committee of the Norwegian Parliament (January 1997), • Minister of Energy, Mrs. Grete Faremo (December 1996) • Norwegian Minister of Development Cooperation Mrs Kari Nordheim Larsen with a high level delegation (May, 1994); • Former Norwegian Prime Minister Mrs. Gro Harlem Brundtland (1987) to receive the Indira Gandhi Peace Award 1990).

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BILATERAL RELATIONS Other High Level Visits from Norway

Visits from India to Norway

Recent Visits:

• Mr. Shyam Saran, Foreign Secretary, accompanied by JS(DISA) and JS(UN) paid a two-day official visit to Norway on August 23-25, 2006. • Mr. Mani Shankar Iyer, Minister of Petroleum & Natural Gas in September 2005. • Mr. K. Natwarsingh, Minister of External Affairs in June 2005 to attend the JCM. • Mr. Soli Sorabjee, Attorney General of India, (May 2003) and addressed the Peace Research Institution (PRIO) on ‘The Constitution, Courts and Minorities’. • Minister for Shipping, Mr. Shatrughan Sinha, (October, 2003). • Union Minster for Commerce and Industry, late Mr. Murasoli Maran, (June, 2002) to address the “World Bank Annual Conference on Development Economics”. • Mr. K. Natwar Singh, M.P. (December 2002) to attend the Nobel Peace Prize Ceremony. • Minister of State for External Affairs, Mr. Omar Abdullah,( April, 2000), • A10-member Indian Parliamentary delegation headed by Lok Sabha Speaker, P.A. Sangma, (1997). • Mr. Kamal Nath, then Minister for Environment, attended the Oslo Ministerial Round Table Conference on Sustainable Production and Consumption from (February, 1995). • Mr. Jagdish Tytler, then Minister of State for Surface Transport, (May, 1994),

• Erik Solheim, Norwegian Minister of International Development Aid visited India in December 8-9, 2005 and May 28, 2006 • Foreign Affairs Committee of Norwegian Parliament (January 2005). • Norwegian Trade Minister Mr. Borge Brende led a large business delegation (February, 2005). • Mr. Olav Kjorven, Norwegian Secretary of State for Development, (September 2004). State Secretary Vidar Helgesen visited India (Oct 2004).

The Foreign Affairs Minister of Norway Mr. Jan Petersen in a meeting with India’s Minister for Commerce and Industry, Mr. Kamal Nath in New Delhi on July 6, 2004

Commercial and Economic Relations, with trade, aid and investment details with India Bilateral trade between India and Norway (in US$ million) (Source: Statistics of Norway) Imports from India: US$ 211.1 million (2005); US$ 152.6 millian upto August 2006 Exports to India : US$ 129.7 million(2005); US$ 117.52 million upto August 2006 India’s economic and commercial ties with both Norway and Iceland are on the upswing. There has been a spurt in trade, investments,

India-Norway in Focus

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transfer-of-technology and other contacts. A Norway-India Chamber of Commerce and Industry (NICI) is likely to be inaugurated fairly soon. The current growth in IndoNorwegian eco-commercial ties is fuelled by complementarities of interests, in sectors such as deep off-shore, shipping, hydro-electricity, Information Technology, Bio-Technology and light consumer goods. Embassy of India in Oslo, together with our Honorary Consuls in Reykjavik, Akureyri, Bergen and Trondheim give high priority to promotion of bilateral ecocommercial contacts. All possible help is rendered in facilitating these possibilities.


BILATERAL RELATIONS

Norway has the potential for being an excellent partner for Indian businessmen in a number of ways The following basic facts are important: (i) Most Norwegian businesses can understand English (ii) Indian visitors need valid Schengen Visa to enter Norway. Norway has the potential for being an excellent partner for Indian businessmen in a number of ways. The country has an economy that defies stereotyping. It is in Europe but outside the European Union. It is highly industrialised, but is world’s third largest exporter of oil and fifth largest exporter of gas. Its 4.66 million citizens enjoy per capita income of approx. US$ 51,000 per annum. On average, each Norwegian imports $ 11,000 worth of goods annually and goes abroad twice for tourism. For sixth year running, the UNDP has put Norway at the top of its Human Resource Development table. Under Norwegian law, the entire oil & gas export revenue is invested abroad under Government Pension Fund–Global, which has a total corpus of US$ 242 billion – world’s largest. It began investing in India in July 2005. There are other large Norwegian investors. From Indian perspective, Norway offers the following lucrative opportunities: Trade Bilateral trade has witnessed health growth and the latest official figures from Indian and Norwegian sources are as under:

Norwegian Statistics Import from India

Import from Norway

Export to Norway

2001

48.0

54.3

102.3

-

96.9

4.

101.7

-

2002

97.0

70.8

167.8

64

104.6

66.4

171.0

68.1

2003

303.0

75.7

378.7

125.7

134.0

69.4

203.4

18.9

2004

235.1

103.8

338.9

-10.5

176.4

128.7

305.0

49.9

2005

269.3

130.2

419.5

23.8

212.8

200.2

412.9

35.4

Year

Note:

Total

% Growth

Export to India

On other hand, Indian importers have shown interest in sourcing Norwegian products and services, esp. those linked to deep offshore, shipping, hydro-electricity, metallurgy, telecommunications equipment and select areas of IT & BT. Relevant to note here that although Norway is not a member of the EU, it is a member of the European Economic Area (EEA) comprising of 29 western and central European countries. It is also a member of WTO and offers the GSP facilities to exports from India. There are no anti-dumping or anti-subsidy measures imposed on any Indian exports. Investments

Indo Norway Trade from 2001-2005 Indian Statistics

While traditional Indian exports have been concentrated in textiles and garments sector, lucrative opportunities exist in such sectors as pharmaceuticals, light engineering goods, cycles, two-wheelers, handicrafts, gems & jewellery and food items.

Total

% Growth

Indian Statistics Financial year ending March 31 Norway Statistics excluding Ship, Platform, Oil and Gas

Both these figures cover only part of the total picture. While Norwegian figures exclude oil & gas, ships and off-shore structures, Indian figures do not catch a large number of deals that take place through third countries, such as Singapore and the EU. Although Norway may appear to be a small market as compared to the EU, it would be wrong to ignore it. Firstly, the Norwegian consumer has much higher purchasing power and the average prices in Norway are significantly higher than the EU-25. Secondly, Norwegian consumer is not as highly brand conscious as other Europeans. Lastly, the country has limited number of importers and distributors who need being contacted.

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Norway’s assets abroad are estimated to be over US$ 500 billion. Nearly half of this figure are investments from Government Pension Fund – Global through which the entire oil and gas revenue of Norway is invested abroad. With over US$ 240 billion invested abroad, GPF-G is World’s largest such corpus. These investments are managed by the Norges Bank Investment Management (NBIM). GPFG began investing in India in July 2005 and currently holds approximately 70 stocks in BSE scripts totalling around US$ 120 million. Some other private Norwegian investors have also put money in India. Given large availability of investible fund in Norway, it is an attractive source of capital – including the Venture Funds for Indian businesses.


BILATERAL RELATIONS In reverse direction, Indian investments in Norway have also begun recently with Aban Lloyd Chiles of Chennai acquiring 33.8% of Sinvest, (an off-shore petroleum services company) for US$ 446 millions on July 28 2006. The transaction was made through ALCO’s fully owned Singaporebased subsidiary. Technology Transfer Norwegian companies and R&D institutions have core competences in high-tech areas such as deep offshore, Specialised ship-Building, fish-Farming, Hydroelectricity, Geo-Physical Studies and some niche sectors of IT & BT. At the same time, Norwegian economy currently suffers from critical shortage of highly-skilled professionals in many of these areas; Moreover, costs associated with R&D in Norway are very high due to high wages and overheads as well as lack of economy of scale. India can be a very useful force multiplier in this domain. Relevant to note here that Indian companies have possibility of any Indo-Norwegian joint venture or technology tie up receiving support and/or concessional finance receiving from Norwegian agencies such as Innovation Norway, Eksportfinans and Norfund www.eksportfinans.no, www.norfund.no Embassy of India, Oslo would not be able

The Minister for Trade and Industry, Norway, Mr. Børge Brende meeting the Union Minister of Shipping, Road Transport and Highways, Mr. T.R. Baalu in New Delhi on February 3, 2005

to offer any assistance in this regard. Information Technology Although Norway has been a late convert to outsourcing to India, the issue is being propelled by high wages and growing shortage of skilled professionals. A recent success story was designing of Orman Lange sub-sea gas platform by 1,100 Indian engineers in Mumbai. A number of Norwegian companies are already actively looking for Indian partners for outsourcing. Further a number of

MNC are leveraging their presence in India to outsource Norwegian jobs to India. Presence of Indian IT majors in Norway is increasing substantially and the total number of Indian IT experts in Norway is estimated to be around 75. At the same time, advantages of IT outsourcing to India are partly mitigated by such factors as long procedure for Work-Permits and Dependents Visas as well as the lack of any Totalisation Agreement to defray high social security costs.

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India-Norway in Focus

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BILATERAL RELATIONS Bio-Technology Norway spends over 12% of its GDP on healthcare, which is second highest in the world. The country has very small domestic production capacity for pharmaceuticals and its BioTech R&D capacity is limited by lack of back-up for clinic trials and production. Consequently, Norway and India have decided to promote Bio-Tech collaboration through joint R&D and coproduction of vaccines, esp. those meant for immunisation of children.

knowledge-based enterprises, including IT & Bio-Tech have their own dynamics that could enhance competitiveness of Nordic enterprises. Trade

In case of specific eco-commercial enquiries, the Commercial section of the embassy can be contacted: com.oslo@mea.gov. in, commerce@indemb.no India’s large and fast-growing economy (GDP: US$ 775 billion) offers exciting opportunities for Nordic businessmen across the board. As economic partner, India has following advantages: (i) The country has fairly large and open domestic market, buoyed by nearly 300 million middle class consumers. This opens up lucrative possibility of supplying goods and services to the Indian market. (ii) India is increasingly visible as a supplier of high quality goods and services, thanks to its large growing labour force and competitive cost of production. These features make sourcing of goods and services from India very attractive. (iii) The economy which has recorded 8% growth for the 4th year running, has attractive possibilities for investment and co-production. Indian infrastructure also offers a swathe of opportunities for investment and growth. (iv) Last but not the least India’s

India’s full potential as trade partner for Nordic countries is yet to emerge. Indian share of both Norwegian & Icelandic markets remains around 0.5%, which is less than a third of India’s share in the global EU market. This is despite India’s growing attractiveness as a low-cost, high-quality producer of goods and services. Lucrative opportunities exist for sourcing of textiles and garments, pharmaceuticals, light engineering items, consumer goods and foodstuff from India. For Nordic exporters, India has large but competitive market with its own specificities. Norwegian & Icelandic companies providing goods and services for infrastructure development has had the best success in India. While the market is highly competitive and price-sensitive, niche consumers can always be found willing to indulge in high-end items. Investments With a large and open economy growing at over 8% for past four years, India offers an attractive destination for Norwegian & Icelandic investors. Despite turbulence in financial markets all over the world, India’s Sensex index has recorded 20.7% gain in first eight months of 2006. Moreover, India’s stock market is well-regulated, transparent and is conversant with English. The total market cap of Mumbai Stock Exchange is nearly US$ 500 billion of which nearly 10% is contributed by foreign investors. In 2005, India attracted US$ 7 billion in FDI and US D 5 billion as FII. Norwegian investors are beginning to take greater interest in India. For instance, Government Pension Fund-Global began investing in India in July 2005. Joint Ventures Over 40 Norwegian & Icelandic enterprises have been attracted

India-Norway in Focus

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BILATERAL RELATIONS to establish joint ventures in India for a variety of motives. Some wish to leverage lower cost of manufacturing in India to supply to markets in Norway or India or in third countries. Some others wish to split the cost of manufacturing with more labour-intensive segments being undertaken in India. Yet others wish to take advantage of India’s core competence in low-cost research and development and designing capabilities. Some others are motivated by cost reduction possibilities offered by IT out-sourcing to India. Yet another set of joint ventures are aimed at India’s consumer market, hydroelectric projects, Some such joint ventures also span areas such as hydro-electricity, IT, plastics & deep offshore are estimated to be 40. Iceland has JVs in pharmaceuticals and plastic containers in India. Indian Joint Ventures in Norway are mostly in information technology sector. Establishment of some other JVs in off-shore and trading are on cards. There is no information on an Indian JV in Iceland. Information Technology Over the last decadeIndia’s “Knowledge-Based Economy” has earned itself a global presence. Over 40% of BPO activity worldwide is going to India. The trend of Indian dominance on

The Prime Minister of Norway, Mr. Jens Stoltenberg is being greeted with a bunch of flowers by the then Minister of Power, Mr. Suresh Prabhu at the inauguration of the ‘Indo-Norwegian Power Meeting’ in New Delhi on April 21, 2001

Pharmaceuticals

by volume. Last year, India exported over US $ 4 billion worth of pharmaceuticals, mostly to developed markets. Indian companies have strong reputation as suppliers of high quality generics at very competitive prices. India has also emerged as a global hub for R&D and clinical trials.

India is world’s 4th largest manufacturer of pharmaceuticals, producing 8% of world’s output

In view of Norway spending over 12% of its GDP on health sector and annual reimbursing of over

global IT & BPO scene is likely to continue. For entrepreneurs in Norway & Iceland out-sourcing to India offers a solution out of high wages and overheads as well as critical shortages in skilled manpower.

The Torvald Klaveness Group:

Rightshore is the wave of the future Rightshore TM

Custom-tailored sourcing

India-Norway in Focus

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BILATERAL RELATIONS

The Prime Minister of Norway Mr. Jens Stoltenberg administering the Polio Drops to one of the children in New Delhi on April 21, 2001

NOK 2,000 worth of medicines per capita, sourcing of Indian medicines, esp. generics, make evident sense. Same is true of other areas of health care such as outsourcing of diagnostics and medical transcription, telemedicine, supply of various inputs and equipments that could also be profitably sources from India. Joint Commission The First meeting of the IndoNorwegian Joint Commission was held in Oslo on June 16-17, 2005. It was Co-chaired by External Affairs Minister Mr. K. Natwar Singh and Norwegian Foreign Minister. The second meeting of Joint Commission will be held in New Delhi on December 13-15, 2006.

Chairs in Universities on India Studies

Web: veiledning.us@uib.no www. uib.no , Telephone: 55 58 00 00

University of Oslo: Institute for East-European and Oriental Studies. A BA or MA in South Asian Studies can be pursued in this institute. Dr. Arild Engelsen Ruud is the expert in this field. Address: P.O. box 10 72 Blindern, 0316 Oslo, Norway, Web: informasjon@uio.no / www.uio. no, Telephone: 22 85 50 50

NTNU (Norwegian University of Science and Technology): Does not have a separate South Asia/Asia Department, but has classes regarding these topics at the Faculty of Social Sciences.

Bergen University: The Institute of Social Anthropology has its own research unit on South Asia, with focus areas in India and Pakistan. Contact Person : Professor Leif Manager Email: leif.manager@sosantr.uib. no , P.O. box 7800, 5020 Bergen, Norway,

India-Norway in Focus

22

Address: NTNU, 7491 Trondheim, Norway, Web: postmottak@adm.ntnu. no/www.ntnu.no, Telephone: 73 59 50 00 Recent Cultural Troupes Incoming & Outgoing: During 2004, two cultural groups sponsored by ICCR visited Norway. 1. Rang Phuhar folk dance troupe from Gujarat visited from 20th


BILATERAL RELATIONS to 23rd August 2004 and Chetna Theatre troupe from Kolkata performed from 5th to 7th September, 2004 during Ibsen Festival of Norway. 3. Guru Gangwani’s Kathak Group performed in Oslo and Bergen in October 2005. 4. A 1 2 - m e m b e r I C C R sponsored Kathak dance troupe performed in Oslo and Bergen on October 16 and 17, 2005 respectively in commemoration of the Centennial of the Independence of Norway which commenced in June 2005 and will last until May next year. India was identified as one of the eleven partner countries for centennial celebrations. Student Exchange Programmes, etc.

Photo: Deepak Kapoor

2.

Editor of India-Norway in Focus Magazine, Harun Riaz discussing Indo-Norwegian relationship with the Ambassador of Norway in India, H.E. Mr. Jon Westborg

Utilisation of CEP Scholarships offered by ICCR from 1997-98 till 2003-04 is as below :-

people, tourist etc. can be obtained from www.newdelhi.mfa.no

1997-98 : One student for a course in TV Production/Literature/ Journal; 1999-00 : Nil;

There are no direct air links with India. However, there are convenient flights available from India to important location in Europe such as Frankfurt, London, Paris, Amsterdam, Helsinki and Moscow from where convenient air connections are available.

2000-01: One student, selected by Research Council of Norway, later withdrew;

Promotion Council, FICCI, CII, ASSOCHEM, etc.

2002-03: Nil ; 2003-04 : one student selected for Hindi Course. Types of visas: Types of visas issued, visa details for officials, students, business

Air links with India/Convenient Travel Routes

Address : Innovation Norway, Akers gt.13, P.O. Box 448 Sentrum, 0104 Oslo, Tel-00- 47-22002500, www.invanor.no Link to Embassy and Consulate Websites: www.indemb.no NRI/PIO Population There are 7,000 Persons of Indian Origin (mostly Punjabis/Sikhs) in Norway as on 30.09.2006. (Source: Embassy of India, Oslo)

Borderless competence Rightshore

TM

Custom-tailored sourcing

India-Norway in Focus

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BUSINESS ARTICLE

REVA - Electric Cars Reach Norway REVA ELECTRIC CAR COMPANY, the pioneers in Electric Vehicle Technology in India and leaders in its category globally, have joined hands with “OLE.Chr BYE” (a group company of leading Euro 3.5 Billion Cooperative FELLESKJOPET MASSKIN BA ) to bring this non-polluting newer innovative technology Electric car in Norway. By: P. Deep* Limited Edition “Animal Prints”

R

EVA is a compact two-door hatchback that seats two adults and two children. It has a top speed of 75 km/h and a range of 85km making it ideal for city driving condition. REVA is perfect for ‘stop and start’ city driving, with its absence of an engine, gears or clutch. The high motor torque enables quick acceleration. Its compact size and small turning radius (3505mm) makes it easy to maneuver and park. REVA is the only car in its segment, which has been successfully tested in 12 countries over the last 5 years. REVA, rechristened as the G-Wiz in UK has consolidated a market presence in London

where over 600 cars are currently in operation. The EEC-certified REVA available in Left Hand and Right Hand drive versions is also being commercially marketed in Cyprus, Greece, Norway, Spain, Italy, and Malta and test marketing is in progress in countries like Australia, Switzerland, Ireland, Japan, Nepal, Sri Lanka, Romania etc. In NORWAY, REVA has joined hands with “BYE” and already sent test marketing cars in the territory including improved cars meeting the additional cold climatic conditions of the Norwegian markets. Advance improved cars meeting demands of the Norwegian customers are

Reva in Norway

now present in the market for test drives. Established in 1912 as a retailer for agricultural machinery, BYE started importing its own products mainly for the agricultural sector. From the mid 70s BYE started to grow into consumer products by importing lawn mowers from the American company MTD. Since 2002 they are importing wood stoves and pellet stoves from Italy. They also have the importer status for the German well-known producer of professional driver seats Grammer. BYE has today 29 employees and a turnover of € 10 million growing by 10 % per year. In its efforts to give the best to the consumers, REVA has developed


BUSINESS ARTICLE a new high performance drive t r ai n i n c o r po r at i n g an AC induction motor. Thousands of man-hours of engineering effort offers benefit to users in terms of increased power resulting in a higher top speed, 35% better acceleration and grade ability. A new optimized algorithm and higher efficiency motor extends the range. In addition, features such as hill restraint and creep enhance drivability. The new AC drive REVA cars are more efficient, reliable and almost maintenance free, as the motors do not need any brush replacements. This has set up a new technology platform for future models involving advanced batteries applications, as the power electronics used in the AC drive car are compatible with future generation Li-ion batteries. The power pack used presently in REVA consists of eight 6V EV –type lead acid batteries that can be charged using a standard 220Volt. REVA’s onboard charger is computer controller and has a built-in stabilized and auto shut-off mechanism. The charge time is 8 hours, although 80 percent of the full charge can be attained in 2.5 hours. REVA is closely working on introduction of new battery technologies of Li-ion in the next generation cars. REVA presently uses cutting edge proprietary technologies with micro process based Energy Management System (EMS) and also remote vehicle diagnostics. The dent-proof body panels are made of high-impact ABS. The suspension consists of McPherson strut type in the front and a trailing arm with a pan hard rod and an anti-roll bar in the rear for improved road handling. Side impact beams, a specially developed steel frame and variable electronic regenerative braking lead to a high level of reliability and safety.

are now available with the REVA cars.

Reva – AC Motor Drive Power Train

Latest product line introduced shortly is a sporty ZEPHYR, which is convertible with an option of removable hard or folding soft-top. The car also has an AC drive system and improved braking and handling and will be available with optional Li-Ion batteries. Apart from this, animal prints have become popular in the market with innovative printed cars in Leopard, Tiger and Zebra prints. A full sporty “Body Kits” as optional fitment

Given that REVA is designed for global markets, its features are built to suit various climatic and geographical conditions. Enhanced passenger heating and computer controller battery heating mechanisms enable operations in cold conditions as low as –20OC. In addition, for tropical climates, REVA has incorporated a highly efficient air conditioning system with a remote pre-cool or preheat feature. REVA is available with optional climate control seats (CCS), providing passenger comfort enhancement by allowing the occupant to independently adjust the temperature of the seats. Unlike conventional heated seats, CCS can also cool the seat. An ‘in seat’ air circulation system comprising a highcapacity blower with thermoelectric devices, which through a specialized fabric, help achieve a uniform temperature across the seat area. The CCS uses less than five per cent of the energy of a typical HVAC system.

Zephyr – Convertible – NEW PRODUCT

*Mr. P Deep, Head Exports Reva Electric Car Company (P) Limited, INDIA pdeep@reva-ev.com, 0091-80-27831406 / 00919448114422 122E, Bomassandra Industrial Area, Bangalore – 560099, India Visit us at www.revaindia.com

India-Norway in Focus

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BUSINESS ARTICLE

Aker Kvaerner Powergas Pvt Ltd.

(AKPG) - An Indian Powerhouse for Engineering Services for Norway As Norway moves towards Orman Lange in a year's time, we bring out its Indian connection...

A

Photo credit: “Oivind Leren/Hydro”

ker Kvaerner Powergas Pvt Ltd. (AKPG) has been operating in India for over 40 years, providing Engineering and Construction services to Oil & Gas, Refining, Chemicals, Petrochemicals, Man-made fibres and Metals. After creating a niche in the Indian Market, the Company expanded its operations to serve the International markets in the early nineties. This lead to successful engineering and completion of several projects in Thailand, Indonesia, Malaysia, Trinidad, Australia, and Egypt to produce Acrylic Fibre, Carbon Black, Methanol, Polyester Fibre, Polymers and Petrochemicals. Additionally in association with other Aker Kvaerner companies, AKPG

provided detail engineering services for large projects in Norway, Australia, Syria, South Africa, Europe, Malaysia and USA. for some of the largest projects in the world for customers such as Statoil, Norsk Hydro, Shell, Conoco, Dupont, Dow, Lyondell, Kaneka, et.al. These projects include among others Gas processing, Butanediol, Ethylene-Di-chloride, Detergent Alcohol, Polyolefin’s and Non-wovens. AKPG is one of the largest Engineering Consultancy organizations in the Indian Private Sector. AKPG employs over 1250 highly qualified professionals in their offices located in Mumbai and Pune. The state-of-the-art Engineering knowledge, IT


BUSINESS ARTICLE

skills and communication systems makes AKPG the preferred Engineering Centre within the Aker Kvaerner group and a winning formula for its customers. The rapid progress initiated in early nineties enables AKPG to position itself in the international market as a provider of high value engineering services at competitive rates. AKPG has been a great wealth creator for its employees and the shareholders, especially in the past 10 years. Nearly 28% of the Company’s share capital is held in Employee Benefit Trusts which provide monetary benefits to eligible employees as per rules of the trusts. Additionally, there are other Profit Sharing Schemes for the employees which is helping the Company to build a team of motivated professionals and maintain a high level of productivity. AKPG is a youthful organization with 80 percent of the its employees below the age of 40. A major break through came in the year 2003 , when AKPG was called upon by Aker Kvaerner , Norway to provide engineering services to the complex cross continent Ormen Lange Project . This was the largest work done for the group by AKPG. AKPG deployed an extremely competent

team which worked closely with the Norwegian team, thus beginning a long term relationship for future projects. AKPG has leveraged its extensive ability of being a global services provider to increase its relevance to the Norway offices by offering its services on various assignments. These include the ongoing assignments for Tampen modifications in Norway and work on Reliance Industries offshore block in eastern India. Nearly 20% of the Indian work force has experience of working with the Norway operations. Major projects currently in progress include, the worlds largest Polypropylene plant in India, one of worlds largest Gas Processing plants in India, a Normal Alpha Olefins plant in Qatar, an Ammonia Plant in Egypt, a Sulphur Recovery Unit for a refinery in Hungary, a Chlorine Plant in Shanghai, major modifications of 70 plus offshore platforms in India and Offshore platforms in Malaysia and India. Innovation and knowledge management are key areas where the Company encourages its employees to invest their time to maintain the competitive advantage in the Global Market.


BUSINESS ARTICLE

Reservoir Modelling for Enhanced Oil Recovery (EOR) Using Fractals and 4-D Seismic Technique With record high oil prices, importance of EOR is self evident to India and Norway, which have been cooperating to sequeeze the last drop of oil from depleting fields Dr. V. P. Dimri

Dr. V. P. Dimri - Director, National Geophysical Research Institute Mr. Martin Landrø - IPT, Norwegian University of Science & Technology, Trondheim, Norway

Project Objectives The objective of co-operation project between National Geophysical Research Institute (NGRI) and Institute of Petroleum Technology (IPT), Norwegian University Of Science & Technology (NTNU) is to develop a new approach for enhancing oil recovery by pooling the specialized skills and experience of cooperating partners and then to demonstrate a more potent technique for increasing oil recovery rates in the low producing oil fields of India. The long-term objective of the co-operation project is to develop strong linkage between Indian institution NGRI and Norwegian organization IPT, NTNU. The partner institutions will be able to broaden and widen their knowledge base and training methodology at the end of the project. Project Partners NGRI has expertise in the development of new theories in the field of non-linear geophysics. The application of fractals in earth sciences has relevance to the proposed cooperation project. Dr. V. P. Dimri, the Project Director and leader of NGRI fractals group, has conceived and applied the concept of fractals in geophysics and pioneered the concept of scaling spectral methods. IPT of NTNU is well known for its competence in the field of petroleum technology and seismic studies. The core competence of the Project Director, Prof. Martin Landrø, lies in the field of time-lapse seismic, seismic inversion, AVO, and marine seismic acquisition. To his credit, he has numerous success stories of time lapse seismic applied to the Norwegian oil fields. Project Execution

NGRI, Hyderabad. ONGC proposed to study the low producing Indian oil field Balol, which lies in the heavy oil belt of the Cambay Basin, Rajasthan, India and hence, for next few months, feasibility study of the time lapse (commonly known as 4D) seismic has been carried out. The primary recovery of viscous and heavy oil from Balol is only 10-12%; hence the pay zone is under thermal EOR process. The 4D feasibility study for the Balol field showed that repeated seismic data could be used to observe changes in gas saturation taking place in the reservoir because of thermal EOR. Tripartite Agreement The report of feasibility study of Balol field drew attention of the ONGC officials and on September 1, 2005 another agreement was signed by NGRI, IPT of NTNU and ONGC to work for improving the recovery of oil from low producing Indian oil fields operated by ONGC. The agreement was signed at Oslo, in the presence of the then hon’ble petroleum ministers of India and Norway. Following the agreement, the seismic data from Balol oil field was handed over to the NGRI and NTNU. Later in June 2006, visit of Prof. Martin Landrø, and Mr. Evind Berg from Seabed to India resulted in another project on 4D/4C study as a part of tripartite agreement among ONGC, NTNU and NGRI. The work plan for the finalization of the currently running project was prepared, which aimed to be tested on the two Indian oil fields Balol and Vasai East, which lies in Bombay offshore. Currently, a team of NGRI, NTNU and Seabed participants is working together to analyze the timelapse seismic data acquired over Balol oil reservoir so that the recovery factor can be increased.

The project was formally launched by the Norwegian Minister of Science and Trade at FICCI office, New Delhi, India on February 3, 2005 for a period of 30 months initially. Managers from the Oil and Natural Gas Corporation (ONGC), India and Seabed Geophysical AS, Norway, were invited to participate in the project activities. Later, a brain storming session was organized to kick off the project activities at India-Norway in Focus

28


BUSINESS ARTICLE

The Marine Products Export Development Authority (MPEDA) As Norwegian fishing industry looks at India for marketing, co-production and other tie-ups, the Marine Products Export Development Authority (MPEDA) is the logical first port of call

T

he Marine Products Export Development Authority (MPEDA), an autonomous body under the Ministry of Commerce and Industry, Govt. of India was constituted in 1972 under the Marine Products Export Development Authority Act 1972 (N0.13 of 1972). MPEDA is responsible for the promotion of exports of marine products from India. The role envisaged for the MPEDA under the statute is comprehensive, covering fisheries of all kinds, production, processing, marketing, extension, export standards and training in various aspects of the industry. Export of marine products from India during 2005-06 set an all time record of 512164 tonnes valued Rs.7245.30 crores and US$ 1644.21 million. The major items of export from India are frozen shrimp, frozen fish, cuttlefish, squid, dried item, live/chilled and other item. The European Union emerged as the major market during the year followed by USA, Japan, China, South East Asia, Middle East, Canada, Mauritius, Australia, South Africa, Mexico etc. The MPEDA has played a pivotal role in upgrading the quality of seafood plants in India. Today there are 370 HACCP certified processing plants out of which 157 have got EU Certification. MPEDA organizes training for technologists of processing units in preparation of HACCP manuals, scrutiny of HACCP manuals and their certification. Issues of HACCP compliance certification are also being undertaken. To make seafood safe for the consumers, the MPEDA administers the National Residue Control Programme for which 3 sophisticated Laboratories have been established at Kochi, Nellore and Bhimavaram with state of art equipments like HPLC MSMS for the detection of antibiotic residues. The above 3 laboratories have obtained the ISO 9001:2000 certification. The Laboratory at Kochi has received the ISO 17025:2005 accreditation from National Accreditation Board for Testing and Calibration Laboratories (NABL). In order to provide proper training to fishermen, fish workers, pre-processors, processing workers on post harvest handling and other techniques, a Society named Network for Fish Quality Management and Sustainable Fisheries (NETFISH) was established recently with its Headquarters at Cochin. The MPEDA has been instrumental in promoting shrimp coastal aquaculture in India. Currently 202253 hectares are under coastal culture with an annual production of 164390 MT. To tap India’s immense aquaculture potential and resources, MPEDA’s aquaculture division promotes eco friendly sustainable aquaculture programmes, by providing technical, financial assistance including training organic farming to farmers. MPEDA also promotes the culture of freshwater prawn in the country. MPEDA through its society RGCA is concentrating on development of diversified species like seabass, crab, groupers etc. and The National Centre for Sustainable Aquaculture (NCSA) was established with the sole aim of providing suitable extension work to the farmers. Over the years, India has emerged as one of the best seafood processing destination around the world. The investment opportunities are existing in the following areas 1) Fish Processing and export 2) Acquisition of processing plants of India for processing by foreign companies 3) Resources specific fishing in deep sea 4) Investment opportunities in Aquaculture 5) Ornamental fish export and 6) Aquaculture Technology Park for Ornamental fish. MPEDA’s future vision is to increase the seafood exports to US $ 4 billion by 2010. In order to achieve the above objective, thrust on diversification of sustainable aquaculture practice, Exploitation of tuna resources and promote the export of value added products by optimum utilization of the facilities and making India a seafood processing hub.

India-Norway in Focus

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BUSINESS ARTICLE

North America, Europe, and the Asia Pacific region. ”Above all, Capgemini is a people company, with a unique way of working with clients, which is backed by over three decades of industry and service experience”, explains Anders Lier, Head of Outsourcing Services at Capgemini Norway. This collaborative approach is designed to help clients achieve better, faster, and more sustainable results. Capgemini is a trusted advisor across a wide range of sectors. In the Nordic region Capgemini takes pride in serving clients such as The Torvald Klaveness Group, TDC, Mölnlycke Health Care, and Rio Doce Manganese Norway, enabling them to innovate and become more competitive. The key to creating successful solutions for these clients has been the combination of Capgemini’s local client-facing work, coupled

Mr. Anders Lier Vice President & Head of Outsourcing Services

Capgemini – an introduction Capgemini is a global leader in consulting, technology, and outsourcing services, with over 64,000 employees and operations in more than 30 countries across

Mr. Baru Rao CEO Capgemini India

with offshore support from its IT expertise in India, the company’s primary hub for outsourcing. ”This service delivery model ensures that work is performed wherever is best for the quality of service, availability of skills, and costs” says Baru Rao, CEO

Our RightshoreTM network

SWEDEN Stockholm NORWAY Oslo DENMARK Copenhagen UK Aston/Birmingham Woking

CANADA

GERMANY Dusseldorf

NETH. Utrecht

POLAND

BELGIUM Brussels

Krakow

FRANCE Paris

Montreal Chicago

FINLAND Helsinki

Nantes Cobol factory Toulouse ABAP factory

Toronto New York

SPAIN

US

Lille (Oracle) Grenoble Clermont-Ferrand OS Madrid OS

Dallas

CHINA

Guangzhou Hong Kong

Front-office center Nearshore solution center Offshore IT-center BPO center

INDIA

Bangalore

AUSTRALIA

Kolkatta

Mumbai

Chennai

Adelaide

India-Norway in Focus

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BUSINESS ARTICLE

Case Study A

The Torvald Klaveness Group Company: The Torvald Klaveness Group Annual sales: NOK10 billion, or about €1.25 billion in 2004 Sector: Shipping, maritime transport Employees: 150 (shorebased) Locations: Norway & China. The Situation TKG runs a full range of services from maritime logistics, commercial management to investments, and operates more than 140 ships. TKG receives thousands of messages via e-mail, fax, SMS or telex daily, but experience shows that up to 90% of incoming messages contain no added value for the company.

Office in Bangalore

The Solution A joint offshore team, comprised of staff in Kolkata, India, and Guangzhou, China takes care of TKGs order management service, which supports their core business. Incoming business related messages are understood, filtered and routed through:

Office in Fredrikstad, Norway

of Capgemini India. ”While this approach might be new to some, it isn’t to Capgemini. It’s how we have been working for a long time already,” Rao notes.

Capgemini at a Glance Country

No.of employees

India

5150

Norway

575

Europe (ex. Norway)

27231

North America

2434

Other

28933

Capgemini Group total

64323

• Screening and categorisation of incoming messages • Assigning categories and meta data to messages according to predefined rules • Interaction with customers for handling of day-to-day queries as needed The Result Professional services at the Capgemini operations in India and China, enables TKG to focus on the vital 10% of communications that are business critical, and developed a service concept that delivers tangible business benefits. • Improved efficiency, quality, and transparency through optimised formal processes • Cost reduction by shifting manually intensive activities to a low cost environment • Doubling the capacity of chartering staff by focusing on business critical activities. “This solution helps us select and respond efficiently to the most relevant market opportunities. It gives us a strategic advantage.”

Our global delivery model - Rightshore™ More and more organizations are offshoring their IT services to lower cost locations around the

- Mr. Asbjørn Flo, CIO and VP strategy, The Torvald Klaveness Group.

India-Norway in Focus

Klaveness Ships

31


BUSINESS ARTICLE globe. India is the primary destination for low-cost offshore due to its scale and maturity as well as skills availability and language. “India enjoys a certain degree of pre-eminence in offshoring, with its established IT industry and around half a million skilled IT professionals, who are fluent in English,” according to Baru Rao.

companies deliver and manage their information technology. This requires dedicated and accountable people who are trained and have the experience to work effectively as one team, and can embrace cultural differences. That is what Capgemini calls Rightshore™, which amounts to getting the best of both worlds.

To be sure, the offshore business is booming. Besides offering considerable savings in the total cost of ownership, offshoring can help transform the way

What is Rightshore™?

Case Study B

CVRD/ Rio Doce Manganese Norway Company: CVRD/Rio Doce Manganese Norway Annual sales: $13.4 billion in 2005 Employees: 33 000 Sector: Diversified mining Locations: Brazil, Norway and other 16 countries on 5 continents

While offshore is more about cost reduction, Rightshore™ is about adding business value. “Capgemini’s global distributed delivery approach provides clients with the right resources, in the right place, for the right price and at the right time,” says Anders Lier, Head of Outsourcing Services at Capgemini in Norway. “We do this through a blend of onsite consultancy at client premises, solution design at our onshore or nearshore Accelerated Solution Centers, and development, test and run at our Offshore Accelerated Delivery Centers,” Lier ads.

The situation Following CVRD’s acquisition of RDMN in Norway, a legacy non-integrated logistics and financial system had been maintained. But better insight into the financial results was needed to make further progress with the acquisition, and the maintenance contract for the existing system was due to expire in 5 months. The solution By employing the optimum mix of resources and an efficient approach Capgemini was able to develop and implement a quality solution in just 5 months. The customer, RDMN was located in the Northern Norwegian town of Mo i Rana, interfaces were constructed in Oslo and Mumbai, while coordination was conducted from Utrecht in the Netherlands. The result SAP R/3 FI/CO and SD/MM, an integrated and userfriendly logistics and financial system that provides good insight into financial and inventory data. “I am absolutely convinced that we got the contract based on the Rightshore™ method,” said Michiel Pluim, sales manager for the project. “This work method allowed us to realize time savings and to meet the deadline imposed. The international composition of our team with colleagues spread all over the world also appealed to CVRD”

Office in Mumbai

While the Rightshore™ approach is unique in itself, there are other compelling reasons why clients choose to work with Capgemini. Indeed, clients will be able to increase productivity, predictability and speed, and at the same time reduce cost, risk and the workload on their local team. Lier: “You get more for less and you gain headroom for growth and innovation. This helps clients to focus on creating long term competitive advantage” We understand your business and speak your language Capgemini’s business understanding spans the gamut of sectors, and its international presence ensures

India-Norway in Focus

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BUSINESS ARTICLE

a deep knowledge of clients’ cultures. With more than 64,000 people, including 6,000 at their Indian Rightshore™ centres, in over 30 countries, the company is able to build bridges between front and back offices anywhere in the world to effectively distribute delivery that adds real value to their business period. Lier explains, ”We know accountability is important to our clients, so our approach includes a single point of contact, allowing a firm grip on projects and reduced risk. We see that clients find this very reassuring”. Our people make all the difference Capgemini devotes considerable attention and resources to selecting and retaining the best talent and developing careers through ongoing training, and with a commitment to international mobility. The Capgemini University network, with campuses in Europe, North America and India provides a unique environment to develop consultants. The programs cover technical skills ranging from legacy to new technology, and personal development from communications skills to quality management. All of

Project Team

Case Study C

Mölnlycke Health Care AB Company: Mölnlycke Health Care AB Annual sales: Euro739 million Sector: Healthcare, surgical supplies. Employees: 6000 Locations: Sweden HQ. 25 sales offices and 11 factories across EMEA, North America, and Asia. By leveraging Capgemini’s distributed delivery model, Sweden’s Mölnlycke Health Care AB has access to back-office SAP expertise as needed from Capgemini India, while the end-users can now focus on adding value to customers. The situation The company used SAP as its global ERP system for functions such as finance, sales distribution and supply chain. To enhance efficiency and customer support, the company wanted to implement 24/7/365 support to end users. The solution Existing Applications Management services were transformed into a world-wide support centre based on Rightshore™, comprising a back office of SAP expertise from Cap Gemini India, and a client facing front-office in Sweden which facilitates 24x7 support. The result The company has access to SAP expertise as needed, which enables the end-users to focus on adding value to customers. The Group enjoys a reliable and flexible delivery operation for its business support world-wide as well as attractive cost levels for IT support. “We have found that Capgemini’s Rightshore™ concept gives us a very good balance between high front-office competence and qualified, cost efficient back-office resources. A strategic mix which we intend to utilize further,” - Stafan Fransson CIO, Mölnlyche Health Care AB

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BUSINESS ARTICLE Value (cost, speed, flexibility, quality, innovation)

Joint Venture Strategic activities with investment and risk sharing

Client Center

ce ie n Ex pe r

Outsourcing (IT/BPO) Outsource an activity on basis of service levels

ne s Bu si tiv

e

Capacity Mode ol la

bo

ra

Dedicated resources and multiple projects by technology or by domain C

IT

D

el iv

er y

an

d

So ur ci

s

ng

Tr an sf or m at

io n

Build and run a dedicated client centre offshore with an option to transfer

Project Mode Classic fixed-price or shared risk/reward projects with a Rightshore™ component

Staff Augmentation Mode Use of resources on Time & Materials basis onshore or offshore Client Engagement

Rightshore™ solutions address a wide range of client requirements, taking into account their organizational readiness and maturity with offshore

their engagement managers are culturally aware and fully trained in managing global delivery projects, across different time zones and utilizing culturally diverse teams. To make sure Capgemini offers clients the best available brains, all its consultants are encouraged to pursue certification, with some 3,630 people certified in 2005. Baru Rao comments on Capgemini’s Indian workforce: “Over 50% have more than 5 years of experience and serve European clients, more than any offshore player.”

Our delivery centres operate at the highest levels

skills availability, language, scale and maturity.

Capgemini’s Rightshore™‚ network is made up of more than 10,000 people operating in several Accelerated Delivery Centres (ADC) around the world. And each ADC has its area of particular focus, ranging from Business Process Outsourcing in Krakow and Guangzhou, ERP in Toulouse and Madrid, SAP, CRM and data-warehousing in Montreal to technology and outsourcing capabilities in India, the company’s global technology hub for reasons of

The Collaborative Business Experience drives better results

Office in Mumbai

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To successfully manage the complexities and risks involved in any business requires collaboration with someone who brings experience, tools and understanding to bear. Capgemini’s Collaborative Business Experience ensures clients get things right from the start, and achieve better, faster and more sustainable results. Anders Lier stresses, “Collaboration is in our genes, and we apply our Collaborative Business Experience to Rightshore™ for seamless interaction between clients, their other partners and us.” He adds that the company unifies activities across its own and client front and back offices using highly standardized procedures, tools and guidelines developed over many years of experience. This helps optimize the distribution of work onshore to offshore and facilitates clear communication, and methods and process consistency between


BUSINESS ARTICLE

Case Study D

TDC

Company: TDC Annual sales: Euro 6.25 billion Sector: Telecommunications Employees & customers: 14 000 employees, 15 million customers Locations: Denmark & Europe. The situation TDC services, a unit of Denmark’s leading telecom company TDC A/S, is responsible for the company’s IT, procurement and billing processes. TDC Services required a flexible solution with regards to application management and system building, in order to respond more quickly to consumer needs. The solution Application management and systems building is carried out by Capgemini in both Denmark, where the company brought on 77 TDC employees, and in India which provides access to required IT resources on demand. The result TDC Services gained the necessary flexibility that allows it to respond quickly to new demands in the mobile telecom market and develop new competitive offers for consumers. “TDC Services did not enter the deal to save costs,“ said John Jacques, CEO of Capgemini Denmark. “The main issues were flexibility and access to the necessary IT resources at any given time. Capgemini was able to offer this through its growing activities in India.”

Office in Mumbai

all stakeholders and teams. It also enables clients to bring more complex work to offshore countries at lower cost and lower risk. So the Collaborative Business Experience truly provides a solid foundation for Rightshore™.

to create an atmosphere as if the team was sitting in the same office. The feeling of being a international Capgeminian is just as strong as being an employee of Capgemini India.”

Collaboration in practice: Norway and India

This shows, and clients often say Capgemini’s close working relationship is something unique to the company. To be sure, the whole Collaborative Business Experience branding came as a result of analyzing customer feedback. Customers consistently said that Capgemini had a different flavour to their client relationships, one that set them apart from their competitors.

The Collaborative Business Experience is not just a good idea or a model for working with clients. At Capgemini it is part of the company’s identity. ”We believe that to achieve close working relationships with our clients, collaboration needs to be part of our personalities,” says Hege Hamann, Human Resource Director of Capgemini Norway. She continues, ”We select new colleagues to fit with our culture. This shines through, not only when working with clients, but also when working internally with colleagues.” Chandrasekhar Sripada, HR Director of Capgemini India concurs: “A collaborative attitude is especially crucial when a project team has members both in India, in Norway and at a client’s site. We have to feel like one close team. And we actually manage

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Two pronounced results of this “personality trait” are that customers keep coming back to Capgemini, and that employees don’t leave. In Norway, Capgemini has among the lowest turnovers in the business. “In India, Capgemini attracts and retains the most highly experienced employees, giving them an average working experience that far exceeds the other players in India, international companies or Indian pure players,” said Chandrasekhar Sripada.


BUSINESS ARTICLE

Powering Development SN Power and LNG Bhilwara Group has sucessfully pioneered Indo-Norwegian tie-ups in hydropower: One such plant is already operational and second is expected to come online by 2008. SN Power is a growing international hydropower company and an industrial investor, developer and operator of hydropower projects in emerging markets. It was established in 2002 as a fully incorporated company by two Norwegian state owned entities, Statkraft and Norfund. The company is headquartered in Oslo, Norway and currently operates hydropower plants in Latin America and Asia and is expanding into Africa. The Allain Duhangan Hydropower Project will provide employment for the local population, both during construction and once operational

T

he SN Power business model is based on active ownership, long-term investment, the transfer of Norwegian hydropower expertise, and a commitment to social and environmental sustainability. The company emphasizes close cooperation with all stakeholders, particularly local communities, and maintains high social, environmental and ethical standards in all its activities. We aim to develop a balanced ownership portfolio consisting of green field hydropower projects and acquired operating assets. In due time, we will also include other renewable sources and alternative energy businesses. Presently SN Power has operating assets and projects under construction in Chile,

Construction of access road for the Allain Duhangan Hydropower Project

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BUSINESS ARTICLE

Peru, Sri Lanka, India, and Nepal. This constitutes a gross installed capacity of 670 megawatts and an annual production of 2850 gigawatt hours. Our short term ambition is to double these figures. Meeting The Energy Challenge

The Indian electricity market is growing rapidly, in tandem with Malana Hydropower Plant, Kullu district, Himachal Pradesh

regional and local partners make us an important player on the Indian subcontinent. In 2004, SN Power teamed up with the LNJ Bhilwara Group to establish a joint venture, the Malana Power Company Ltd (MPCL). MPCL is currently producing electricity at the Malana Power Plant and constructing the Allain Duhangan project, With

maintenance costs has given improved financial results. We also succeeded in remedying a silt problem by installing a passive desilter in the intermediate reservoir and special runners. The Allain Duhangan Project

The Allain Duhangan project is a high head, underground power plant with an installed capacity of

Slope reinforcement works for the Allain Duhangan Hydropower Project

the Indian economy. In large areas this has resulted in a huge energy deficit and lengthy blackouts. Hydropower has cost and infrastructure advantages over thermally generated electricity and is therefore an attractive option for investors. India is endowed with an enormous viable hydropower potential, assessed at 150,000 megawatts of installed capacity. Some 70 percent of this remains unexploited. SN Power’s objective is to become a major Independent Power Producer in India. We believe that our combination of technical and financial expertise and our strategy of cooperation with international,

LNJ Bhilwara as a strategic local partner, SN Power has seized the opportunity to establish a strong and visible foothold in India with a potential to develop future projects. We intend to make a significant contribution to meeting the country’s energy challenge. The Malana Power Plant

The Malana Power Plant is a runof-river facility with two Pelton turbines delivering a capacity of 86 megawatts. The plant was commissioned in 2001 and SN Power entered the project in 2004. The partners’ focus on improving the plant’s production capabilities and reducing operational and

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192 megawatts that is scheduled for completion in 2008. The project consists of 17 kilometres of tunnels, including the pressure and surge shafts, two vertical Pelton turbines and a water head of 860 metres. Access roads to the project, tunnel construction, optimization of the subsurface installations, intake structures and the electromechanical installations are the major challenges, in addition to a 185-kilometre transmission line to a regional pooling station on the northern grid. The combined knowledge and expertise of the two partners is the major assurance for the timely completion of the plant.


ECONOMY

Corporate India Going Global Economic liberalisation has produced a wave of Indian investment abroad Krest Editorial Team

C

maker, acquired German rival Betapharm for $572m, while in May Suzlon Energy, which makes wind turbines, spent $548m on Belgium’s Eve Holdings.

orporate India, which for decades was content to stay at home, its domestic markets protected from foreign competition, has recently embarked on an overseas spending spree.

In the summer Tata Tea, the owner of brands such as Tetley, spent $677m to acquire a 30 per cent stake in Glaceau, a US-based maker of “enhanced water” drinks. Recently, India’s Videocon, a manufacturer of home appliances, teamed up with US fund Ripplewood to acquire South Korea’s Daewoo Electronics for $700m.

Fuelled by a booming economy and access to cheap international finance, deal sizes and volumes are growing ever larger. Bankers and advisers predict that the first $1bn (£530m, €785m) overseas acquisition outside the state-controlled energy sector could be around the corner. Ten years ago Indian companies were nervous about operating anywhere outside home territory. Now they want to go global.

Fuelled by a booming economy and access to cheap international finance, deal sizes and volumes are growing ever larger. Bankers and advisers predict that the first $1bn (£530m, €785m) overseas acquisition outside the state-controlled energy sector could be around the corner. According to Dealogic, the data provider, in the first nine months of 2006 Indian companies announced a record 112 foreign acquisitions, with a combined deal value of $7.2bn. Last year’s deals totalled $4.5bn, which itself was treble the figure for 2004.

activity in India has never been narrower. In the nine months to September, there were 220 inbound deals with a total value of $8.6bn. While the average overseas deal size has grown to $66m, some recent deals are worth half a billion and up.

The gap between outbound and inbound merger and acquisitions

In February Dr Reddy’s Laboratories, a generic drugs

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Among the biggest drivers is access to cheap capital. Indian interest rates have tumbled to around half their level of a decade ago. Thanks to deregulation, Indian companies can also borrow cheaply on international debt markets, while booming local exchanges provide another source of capital. This has received a further boost with the $38bn takeover of Arcelor by Lakshmi Mittal, the UK-based but Indian born and raised steel tycoon. While he built his fortune almost entirely overseas, he’s certainly regarded by anyone as Indian. The roots of Indian competitiveness can be traced to the dismantling in 1991 of the so-called “Licence Raj” – the socialistera system of regulations and quotas that shielded selected domestic businesses from outside competition.


REZER

Custom-tailored sourcing

Buying services from low cost countries isn’t difficult, but it can be hard to realize the full potential. There are several delivery models to choose from. Our model is called RightshoreTM and is based simply on combining local know-how with global competence and flexibility.

Rightshore

RighshoreTM isn’t complex, but it can deliver true business value through: • High Quality deliveries • Cost reduction • Local business understanding • Competence • Close collaboration • Standardized processes • Core business focus

TM

Custom-tailored sourcing To read more about how we can help solve your business challenges, please visit one of our websites: www.capgemini.com, www.no.capgemini.com or www.in.capgemini.com

This provides clients with the benefits from an offshore model with local quality assurance. The results are interesting for most businesses: The Right resources and the Right location at a lower cost of ownership. Or RightshoreTM, as we and our clients call it.


ECONOMY For some, there is also another reason for the rise of a new breed of low-cost, highly competitive Indian companies capable of making successful acquisitions abroad. The boom in the IT outsourcing, pharmaceuticals and other “knowledge” industries, particularly since 2000, created a new class of high-income professionals. This led to increasing remittances into the rural areas from people employed as helpers, drivers or in other roles

These factors have created a new “eco-system” for business in India. For example, Indian companies are today the lowest-cost telephony and internet providers in the world. Domestic banks have the lowest cost of technology per transaction. For the first time people are going out and competing and buying overseas. While Indian companies currently lack the scale for very large acquisitions, they could team up with private equity firms and use leverage to take over bigger targets. One noticeable feature of India’s overseas expansion is its focus on Europe and the US. This is due to cultural factors that give Indian chief executives an affinity with the west. Many chief executives of Indian companies have been trained and educated in the US or Europe, travelling back regularly for holidays.

Laxmi Mittal addressing a conference

by the new class of professionals. As both groups began spending their money, industries such as telecommunications, financial services, property, retailing and the domestic automotive sector took off. At the same time, India’s manufacturing industry underwent a revival, helped by historically low interest rates. Manufacturers began restructuring their debt, rebuilding their balance sheets by injecting more equity, and overhauling their factory processes to improve productivity and quality.

Of course, India still lacks the size of companies in China, South Korea and Japan, let alone outside Asia. It faces a number of potential pitfalls while it plays catch-up. Top of the list is a collapse in confidence and fund-raising ability that would be caused by an increase in interest rates and falling equity markets. But Indian companies have also been helped by the fact that so far they have not made big bets. So, unlike companies such as Taiwan’s BenQ, which recently put Siemens’ mobile unit into receivership after taking it over only last year, any failures by Indian companies making acquisitions overseas have barely been noticeable. Bankers say in general, the focus on returns has been a distinguishing factor of overseas acquisitions by Indian companies, and taking over a much larger foreign operator could potentially hurt those returns. In other words, Indian companies stay profitable by buying small to medium-size targets.

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TEA INDUSTRY

A Taste of India Even as tea is distant second to coffee as national beverage of Norway, the habit of tea is catching up

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he importance of tea in Indian economy can be gauged from its pre-eminence as a foreign exchange earner and its contributions to the country’s GNP. India has emerged to be the world leader, accounting for 31% of global production in all aspects of tea production, consumption and export.

known brands, but India produces countless other varieties, with each having its own devotees and celebrants. Masala tea, a typical Indian variety, made by mixing aromatic spices in loose tea, is a hot favourite in northern India. For visitors from abroad, their first taste of India once they hit the hinterland is the taste of this piping hot masala tea sold at railway stations around this vast country. Besides eastern and northeastern India, the Nilgiris in Tamil Nadu and Munnar in Kerala, both in the deep south, are other famous tea-growing belt in India.

India produces some of the world’s finest teas, as also the largest variety. Among the famous speciality flavours are Darjeeling tea and Assam Tea from the north and Nilgiri tea from the south. India produces some of the world’s finest teas, as also the largest variety. Among the famous speciality flavours are Darjeeling tea and Assam Tea from the north and Nilgiri tea from the south. Tea is normally classified based on the processing, leaf size and grade. Fermentation is the major process and creates two major classifications, black and green tea. Black tea is further classified into CTC (cut, tear and curl) and Orthodox tea. India has long held the title of being the largest tea producer and consumer in the world. Authentic Indian tea is a heady brew blending history, myth and folklore. Mixing memory and desire, as it were, for its lovers and patrons. Assam tea, together with Darjeeling tea, may be two globally better

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A brief history of India’s enduring affair with tea is illuminating. Although it is widely believed that two Scottish brothers, Robert Bruce and C.A. Bruce, were instrumental in growing tea in Assam some time between 1823 and 1825, it was a local Singpho tribal chieftain, Beesa Gam, who first gave the lead about tea bushes growing in the wilds. In fact, the tribal people in parts of eastern Assam were already sipping tea to cure and prevent ailments like fever and malaria - although not with the finesse and sophistication that people now drink tea. The first experimental plantations were established on the Garo hills, then part of Assam, in 1835. In 1838, enough tea was made for dispatch to England where it was awaited with great interest. The first tea company was formed on Feb 12, 1839. Dwarakanath Tagore, grandfather of India’s first Nobel laureate Rabindranath Tagore, was one of its directors.


TEA INDUSTRY Cultivation started around the town of Darjeeling in the foothills of the Himalayas in the mid1850s. By 1857, between 60 and 70 acres were under tea and, whereas the China variety of the tea plant had not liked the conditions in Assam, here at elevations of 2,500 to 6,000 feet, it grew well. The company pushed on into the Terai and Dooars area and even into the remote Kangra valley, about 1,500 km west of Darjeeling. In the southwestern tip of the country, experimental plantings had been made in 1835. By the mid-1850s tea was growing successfully alongside coffee. The climate of the Nilgiri hills seemed to suit the plant, and the area under tea steadily expanded. Once the British planted the first tea saplings in an organized manner, there was no looking back for a vast variety of tea produced in India. In 1853, India exported 183.4 tonnes of tea. By

The United States is the new kid on the block to fall for the seductions of Indian tea. The US has agreed to team up with Indian producers to boost the marketing of Assam tea in America, where its popularity is steadily rising. 55 per cent of 856 million kilograms produced in India in 2003. The Guwahati Tea Auction Centre, established in 1970, is the third largest auction centre in the world in terms of total tea sold. India’s $1.5-billion tea industry was facing a crisis with prices dropping in weekly auctions, besides a slump in export figures. Tea exports had plummeted from 200 million kg in 2002 to 173 million kg in 2003, while a kilogram of good quality Assam tea that fetched Rs. 100 five years ago sells today at around Rs 75 in the weekly auctions. But Indian tea is once again bouncing back with countries like Pakistan, China, Iran and Iraq showing renewed interest in the Assam variety. The United States is the new kid on the block to fall for the seductions of Indian tea. The US has agreed to team up with Indian producers to boost the marketing of Assam tea in America, where its popularity is steadily rising.

1870, that figure had increased to 6,700 tonnes and by 1885, 35,274 tonnes.

US imports 46 per cent of tea from Argentina and only 18 per cent from India. With the consumption of tea in the US on the rise, India could very well explore the possibilities of establishing its place in the US with renewed vigour. The Tea Board of India and our Association are working in tandem towards this goal.

Today India is the world’s largest producer of tea with 13,000 gardens and a workforce of more than two million people.

Thankfully, quality, and not the quantity of production, has become the reigning mantra once again with growers in Assam and other teagrowing areas in India.

Assam alone has some 800-odd gardens, accounting for about

India is sure to regain its traditional foothold as the finest tea producers in the world and it is going to happen sooner than later.

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Vagator Beach, Goa

TOURISM

Destination India for Norwegians Over 10,000 Norwegians tourists visited India in 2005 and the number has been rising rapidly as Indian touristic charm spreads

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ndia’s amazing diversity offers everything a visitor would ever want on a holiday. At any part of the year India offers a dazzling array of destinations and experiences. In summer, when the subcontinent is sizzling, there are spectacular retreats amidst the heady beauty of the Himalayas or the lush heights of the Western Ghats with cool trekking trails, tall peaks to conqueror stretches of white water for the adventure seekers.

In the cool of an Indian winter, cities come alive with cultural feasts of music and dance. The balmy weather is an ideal time to go century hopping in romantic cities studded with medieval forts and palaces. The sundrenched beaches are inviting and wildlife sanctuaries with their abundance of flora and fauna are a buzz with the nurture of the young.

India Gate, New Delhi

Delhi is the ideal place to start exploration of northern India. The capital of India and a city of fascinating contrasts, Delhi’s monuments and structures take through the centuries past seven older cities that existed here

Resplendence of the North

Delhi is the ideal place to start exploration of northern India. The capital of India and a city of fascinating contrasts, Delhi’s monuments and structures take through the centuries past seven older cities that existed here. So go sight seeing - Qutub Minar, the tall victory tower built in 1199, the splendid Red Fort and the majestic Jama Masjid with its striped domes and tall minarets. Other architectural delights include the Humayun’s Tomb, the Jantar Mantar, the Purana Qila and the magnificent government complex on Raisina Hill, the Rashtrapati Bhavan framed by the Secretariats and the circular Parliament House.

Palace of Winds (Hawa Mahal), Jaipur

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TOURISM

Taj Mahal, Agra

Visitors should take off then on the golden triangle trail to Agra and Jaipur for a glimpse of historic India. At Agra, view the pristine poetry of the Taj Mahal - a memorial to immortal love and the imposing Red Fort. Meander through the amazing ghost town of Fatehpur Sikri, perfectly preserved, built by the Emperor Akbar in red sandstone. Jaipur imprints itself on memory in the most vivid of colours. Hawa Mahal, the tall facade with delicately filigreed red sandstone, is not to be missed

include Shimla, Kullu, Manali, Dharamsala, Dalhousie, Sarahan and a whole range of scenic spots Kufri, Naldehra, Chail and Narkanda around Shimla. The heart of India, Madhya Pradesh, has an entire range of new experiences - medieval cities like Gwalior, Orchha, Mandu and the marvellously carved temples at Khajuraho. An entire pilgrimage trail along the holy river Ganga - Gangotri, Yamunotri, Rishikesh, Haridwar, Allahabad,

The splendid cities of Bangalore and Mysore reflect the royal heritage of Karnataka. Bangalore, the state capital is a lively cosmopolitan city noted for its fine climate and extensive gardens

Lakshman Temple, Khajuraho

Beach, Kapaleeswarar Temple, St. Thomas Mount, National Art Gallery, San Thome Cathedral, Parthasarathy Temple, Valluvar Kottam, Cholamandalam, are places to be visited. Kanchipuram, Thanjavur, Tiruchirapalli, Madurai, and Rameswaram. Mamallapuram are fascinating towns with magnificent temples close to Chennai. Further down the coast, Pondicherry displays its French heritage in its seaside villas and the French names of its streets. Not too far away are Ooty (Udhagamandalam) and Kodaikanal - picturesque hill towns.

Toy Train, Kalka to Shimla

Beyond Jaipur, in Rajasthan are fabulous towns with magnificent forts and palaces that still reflect a feudal spirit: Jodhpur, Jaisalmer, Bikaner and Udaipur. There is an entire panorama of magical retreats along the Himalayan ranges. Beautiful resorts in Himachal Pradesh

Varanasi, completes the circuit of northern India. Rich tapestry of The South

Chennai (Madras) is a marvellous place to start the voyage of discovery. It is a town steeped in tradition. Visit Fort St. George, St. Mary’s Church, Marina

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The splendid cities of Bangalore and Mysore reflect the royal heritage of Karnataka. Bangalore, the state capital is a lively cosmopolitan city noted for its fine climate and extensive gardens. Visit the exquisite Hoysala temples at Halebid and Belur not far from Bangalore. Mysore is another charming city with its beautiful palaces and royal traditions. Interesting trips around Mysore include the Brindavan


TOURISM

marble that has a collection of paintings, manuscripts and memorabilia, the Fort William, the Raj Bhawan, the St. Paul’s Cathedral and the Town Hall built in the Doric style. A toy train ride in the magnificent hill station of Darjeeling gives an unusual travel experience. Admire a panorama of some of the highest peaks in the Himalayan ranges. Victoria Memorial, Kolkata

Gardens, Srirangapatna, the Ranganathittoo Bird Sanctuary, the ornate Hoysala temple at Somnathpur and the Nagarhole National Park - all within easy reach of the city. Hyderabad, the capital city of Andhra Pradesh is exciting with its domes and minarets, palaces and colourful bazaars spilling over with silks, pearls, perfumes, antiques and glittering glass bangles. The imposing Char Minar and the Golconda Fort looming in the distance are two well-known landmarks. The state of Kerala along the west coast of the peninsula is a lush green escape with beautiful beaches, historic port towns and pretty retreats in the hills. Visit Thiruvananthapuram, the state capital. The Padmanabhaswamy Temple, the unusual Napier

Museum and the Chitra Art Gallery are some of its attractions. The delightful beach resort at Kovalam is close by. Explore the port town of Kochi. Visit Kumarakom set in the scenic backwater country and drift along the serene waterways vaulted by coconut palms for a delightful break from routine. The coral islands of Lakshadweep are easily accessible from Kochi. Laze

From Kolkata one can wander off in the southeastern direction for a fantastic break to the spectacular Andaman Islands - 300 odd islands in the Bay of Bengal with their lush rain forests and sparkling beaches on its pristine beaches and go snorkelling in its crystal lagoons. Enhancement of the East

Kolkata (Calcutta) is a good starting point for travels in eastern India. Imperial edifices, teeming bazaars, clubs and golf courses, museums and elegant hotels and the River Hooghly winding through the city are all part of its fascination.

Dal Lake in Srinagar

Travel further north to the lush Brahmaputra Valley to Assam. Explore the verdant unspoilt beauty of the hill states of the northeast; Meghalaya, Arunachal Pradesh, Mizoram, Nagaland, Tripura and Manipur. There are exciting trekking trails and colourful cultures to encounter and enjoy. Guwahati, set along the banks of the Brahmaputra, Shillong, a pretty hill station in Meghalaya with its grassy downs and lakes are special destinations.

Many of Kolkata’s imperial buildings are located around the maidan, a large expanse of lawns that forms the heart of the city. They include the Victoria Memorial, an imposing structure in white

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From Kolkata one can wander off in the southeastern direction for a fantastic break to the spectacular Andaman Islands - 300 odd islands in the Bay of Bengal with their lush rain forests and sparkling beaches. Along the coastline, south of Kolkata is the magical state

Lakshadweep - Wind Surfer


TOURISM

Thiruvalluvar and Vivekananda Rock, Kanyakumari

Goa is a fabulous getaway with its beautiful beaches. Picturesque villages along the coast with white washed churches and red tiled houses set amidst groves of coconut add charm to the landscape Wales Museum, the Jehangir Art Gallery, the various churches, temples and shrines including the one of Haji Ali out on an island linked by a causeway, are worth a glimpse. Take a boat ride out to the Elephanta Island to see the marvellous rock cut caves noted

Kanchipuram Temple

of Orissa. The temple towns of Bhubaneswar and Puri with Konark noted for its unusual Sun Temple make a marvellous circuit close to Kolkata. Go west to the state of Bihar for a gentle trail in the path of the Buddha. Ancient settlementsBodhgaya, the remains of the university town of Nalanda, Rajgir, Vaishali and Sarnath in Uttar Pradesh evoke the life of the Enlightened One. Western Vistas

In Western India, one will find uncommon destinations & experiences that delight. Mumbai, a major metropolis and the financial capital of India, is a logical start. Mumbai is dynamic and exciting. The Gateway of India is a major landmark as also the imposing Taj Mahal Hotel. The Prince of

Gateway of India, Mumbai

for their huge sculpted panels. Not far from Mumbai is the lovely hill resort of Mahabaleshwar, picturesque during the monsoons with its lakes, waterfalls and wild flower strewn landscapes. Pune is another exciting town located on the Deccan Plateau. Within easy reach are splendid forts up on the fastness of hilltops well worth seeing. Another treat is the charming Raja Dinkar Kelkar Museum. Aurangabad, a historic city with

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various monuments from the time of the Mughals, is a good base for visits to the magnificent Ajanta and Ellora Caves, dating from about 200 BC to 800 AD. Many of these rock cut caves are embellished with exquisite paintings and carvings. Goa is a fabulous getaway with its beautiful beaches. Picturesque villages along the coast with white washed churches and red tiled houses set amidst groves of coconut add charm to the landscape. Near Panaji, is the old Portuguese capital of Velha Goa noted for its fine churches in the baroque style. These include the Basilica of Bom Jesus, the magnificent Se Cathedral and Church of St. Francis of Assisi. The state of Gujarat offers interesting destinations the ancient port of Lothal built about 4000 years ago, Ahmedabad, with its fine old residences and museums; Vadodara, a centre for the arts and once the royal capital of Gujarat; Palitana - an entire hill top encrusted in finely carved temples; Somnath with its old temple and the picturesque little island retreat of Diu close to the beach resort of Ahmedpur Mandvi.


EDUCATION

Big Brains on Campus Elite Indian Institutes of Management draw recruiters from top companies worldwide

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ndia is booming – in technology, in manufacturing, and in consumer products – providing plenty of relatively high-paying jobs for business graduates. At the same time, the cream of India’s business schools – the half dozen Indian Institutes of Management – have gained a reputation as among the world’s best. Proof is abundant at the end of each year, when recruiters from top multinational companies such as Goldman, J.P. Morgan, Boston Consulting Group, and Procter & Gamble come to India looking for junior executives for their global operations. Goldman Sachs has IIM Ahmedabd

Although securing jobs has never been difficult for students at India’s top business schools, the rise in the number of jobs and the high salaries are testimony to the premium multinational corporations now place on Indian talent, which, experts say, ranks among the best in the world. been hiring from IIM Ahmedabad since 2001. Indian IIM graduates are as well prepared as any MBAs in the world and are appreciated for their work ethic.

- clocking an 8 percent growth rate for the past three years - as well as a surging global economy that leaves many firms hunting for strong managers.

Although securing jobs has never been difficult for students at India’s top business schools, the rise in the number of jobs and the high salaries are testimony to the premium multinational corporations now place on Indian talent, which, experts say, ranks among the best in the world.

Management recruiting firms confirm there’s an international shortage of good management executives, and salary offers are up about 10 percent over last year.

The eye-catching offers also reflect India’s booming economy

Indian MBA salaries are now in the same range as those offered to graduates of the top US business schools. In 2005, the average compensation of

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Harvard Business MBA graduates was nearly $175,000, up 11 percent from the prior year. Stanford and Dartmouth MBA graduates averaged $150,000 salary packages last year. Indeed, many US firms have already recognized the value of Indian business school graduates. The IIM alumni association for graduates living in the US, founded last year, has 1,500 members. Some argue that the best of Indian business education is the equal of Yale, Stanford, or France’s INSEAD. Certainly students at IIM Ahmedabad, India’s top school, had the choice to go or stay, and chose to remain in India. Like their better-known American counterparts, Indian business schools are fostering prestige by setting a high admissions bar. Last year, for instance, out of 158,000 students who took the


EDUCATION Common Aptitude Test (CAT), the entrance test for MBA aspirants in India, only 1,300 got into India’s six IIM institutes.

Skills for multitasking, flexibility across management functions, cross-cultural experience, and an emphasis on translating theory into practice, sets these students apart.

According to the Economist magazine’s Economic Intelligence Unit, the management school at Ahmedabad is the toughest business school in the world to get into. The fact that more and more students with prior work experience now attend these Indian management institutes - all the students who received the highest salary offers have had a year or more of prior work experience - also makes them more desirable for international firms. The IIMs were started by the Indian government in 1961. The institutes worked closely with Harvard Business School to develop a similar system of casestudy teaching.

costs, estimates that the two-year programme here costs just $7,500 for Indians and $22,000 for foreigners, compared to an MBA at Harvard, which costs about $138,000. A typical 250-student class at Ahmedabad hosts 35 foreigners as India challenges them at every level, spiritually and intellectually. There’s one Ahmedabad option that a student at, say, Berkeley, won’t encounter -- coursework on the Indian sociopolitical environment that includes spending a week in India’s remote regions living with nomads and

Classroom

Skills for multitasking, flexibility across management functions, cross-cultural experience, and an emphasis on translating theory into practice, sets these students apart. Luring Foreign Students India’s IIMs -- located in Ahmedabad, Bangalore, Calcutta, Lucknow, Indore, and Khozikode -- have gained such a reputation for excellence that they attract their own foreign students. In recent years, the Indian schools have begun to attract international students because their programmes are relatively inexpensive. BusinessWeek.com’s survey of MBA

villagers. Foreign students give up a place at Carnegie Mellon University to come to Ahmedabad As India becomes more globalized and business school education grows more international, the Indian schools will likely overcome these limitations. Many of their graduates are already part of the new generation of tycoons, both in India and abroad. In the future, hopefully more and more of India’s best and brightest will go to business school at home, not just to please their families or because it’s cheaper but because Indian B-schools provide the kind of education that will turn their students into creators of wealth -- both for themselves and for India.

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AUTO

Auto Sector in Fast Lane Indian Auto Industry crossed a major milestone in 2005 by producing over a million cars. Many of those were exported to Europe. years (more than 35 per cent annually). Admittedly, that is from a low base, and the total exports of vehicles last year fetched no more than $2.5 billion. But the pace is slated to pick up, not slacken; and in less than 10 years the industry hopes to be exporting vehicles worth $35 billion—twice as much as the software guys did last year. Add the better-known success story on automobile component exports (like forgings), and it does look as though automobile manufacture will be a new arrow in the country’s quiver. This may be hard to believe, when one looks at the strengths of the automobile industries in the US and Japan, China and

I

ndia has succeeded in services, and failed in manufacturing. So goes the popular wisdom. But that may be about to change. The shackles have been broken, the potential is being exploited and manufacturing in India is reaping the many benefits that the country has to offer. India’s auto industry is poised for the same kind of historic gains experienced by the U.S. in the 1950s and ‘60s.

The reasons for India’s emergence as a top-drawer manufacturing destination are obvious: robust economic growth and the promise of more, a stable political system, a strong legal and accounting framework, a tremendous pool of engineering talent, mature capabilities, a sturdy capital goods base and low overall costs.

Add the better-known success story on automobile component exports (like forgings), and it does look as though automobile manufacture will be a new arrow in the country’s quiver Automobiles and auto components are two of the most dynamic manufacturing sectors in the country. Companies such as Ford, Rover, DaimlerChrysler, Hyundai and Suzuki are using India as a sourcing platform for completely built vehicles, while others such as Toyota, Honda, General Motors have already established their presence here and are expanding capacities and introducing models at an accelerated pace. For, the country’s export of automobiles has grown faster than software over the last four

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South Korea, and the European manufacturing hubs. But the Indian end of the business is probably being under-estimated because it has gone mostly unnoticed that it has already acquired respectable volumes, on the base of a growing domestic market. At nearly 7 million units a year, India is the second-largest twowheeler manufacturer in the world, next only to China. In cars, India has just crossed the million mark; 10 other countries have done that before India, but


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More and more companies relocate work abroad or plan to do so. Everything from system development to business processes can be transferred to countries like China and India.

for deliveries, certain that our company-wide certiďŹ cated systems and procedures provide the best quality on our deliveries from low cost countries

Besides offering considerable cost savings, offshoring can help transform the way companies manage their information technology, and boost their competitiveness. At Capgemini, we appreciate the importance of understanding your business, and working together with you in your market. For this reason we maintain all contact with clients, and full responsibility

You don’t have to travel around the world to ďŹ nd someone who understands your needs. A quick trip to a Capgemini Outsourcing Services unit like the one in Fredrikstad, Norway, will help you discover how you can take advantage of these great opportunities. For some, Fredrikstad is exotic enough.

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Custom-tailored sourcing To read more about how we can help solve your business challenges, please visit one of our websites: www.capgemini.com, www.no.capgemini.com or www.in.capgemini.com


AUTO The unusual part of this story is that car companies make good money in India. General Motors, Ford and others may be struggling in the US, and some German car companies too have been troubled, but Maruti has announced 39 per cent growth in quarterly profits, with improving margins. That explains why it accounts for 10 per cent of parent Suzuki’s turnover, but a handsome 25 per cent of its profits.

if going by the figures provided by the Society of Indian Automobile Manufacturers, none of them is growing as fast as India’s industry. And in buses, believe it or not, India makes a sixth of the global total. Even in medium-size tractors, the country does very well in the global pecking order. This varied base is now being used as the launch pad for getting into other markets. The leading makers of twowheeler companies (Hero-Honda, Bajaj and TVS) are all doubling capacity, adding another 6 million to their present total. The leading players in the domestic car market have their eyes firmly set on exports. Hyundai wants to treble its car exports from 100,000 to 300,000; Maruti is developing a new car for the export market (beginning with 100,000 car exports); and Tata Motors wants to double exports every two years. Ford too has decided that India will be a sourcing point for some markets. With Toyota now set to enter the small car segment, the finance minister may well have been right in spotting the opportunity to make the country a hub for small car manufacture. Export of a million cars five years from now looks a distinct possibility.

Tata Motors has recovered well from a crisis five years ago and, having benefited from substantial re-engineering, now has a healthy bottom line. Hyundai and most of the others (like Ford and Volvo) are privately held, so their financial numbers are not available, but Hyundai would not be targeting aggressive growth from an Indian production base if it was not a very good business; and Toyota announced that it has wiped out the losses incurred in the early years of its India venture.

Clearly, there are cost advantages involved in operating from India - one of them being labour.

Clearly, there are cost advantages involved in operating from India - one of them being labour. And the rapidly growing domestic market for small cars, of a kind that few countries can boast of, provides the base for volume production of cars with an engine capacity of 10001100 cc, which the American and European car companies don’t focus on, but which nevertheless has a substantial market in many countries. Sure, India’s infrastructure constraints must present difficulties, but they don’t seem to have affected the growth impulse of a potentially giant manufacturing sector.

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totemweb.no | Photo: Damian Heinisch

If you want to move mountains – you have to start with one rock

GIEK - building relations between Norwegian and Indian trade and industry GIEK’s primary function is to promote the export of Norwegian goods and services and Norwegian investments abroad by furnishing guarantees and insurance for export credits. GIEK underwrites exports to more than 150 countries involving all types of goods and services, ranging from paper and turbines to ships and consultancy services. GIEK offers long-term guarantees for the export of capital goods.

Our customers are located all across Norway and range from small local exporters to major global industrial corporations. GIEK’s operations comply with the general framework laid down by the Norwegian parliament and the Ministry of Trade and Industry. The guarantees are issued on behalf of the Norwegian Government and can be used as security for banks and other financial institutions to facilitate funding.

For more information, please contact: GIEK, Dronning Maudsgate 15, P.O.Box 1763 Vika. N-0122 Oslo Tel: +47 22 87 62 00 | Fax: +47 22 83 24 45 | E-mail: giek@giek.no

The Norwegian Export Credit Agency


TEXTILES

Textiles Industry in India Even as Indian exports to Norway are fast evolving, nearly half of the figure still comprise by Textiles Sector their export and domestic markets. However, the migration of textile capacity will be influenced by objective competitive factors and will be hampered by the presence of distorting domestic measures and weak domestic infrastructure in several developing and least developed countries.

T

he textile industry occupies a unique place in India. One of the earliest to come into existence in India, it accounts for 14% of the total industrial production, contributes to nearly 30% of the total exports and is the second largest employment generator after agriculture.

at achieving the target of textile and apparel exports of US $ 50 billion by 2010 of which the share of garments will be US $ 25 billion. The main markets for Indian textiles and apparels are USA, UAE, UK, Germany, France, Italy, Russia, Canada, Bangladesh and Japan.

Its vast potential for creation of employment opportunities in the agricultural, industrial, organised and decentralised sectors & rural and urban areas, particularly for women and the disadvantaged is noteworthy.

Current Scenario

Although the development of textile sector was earlier taking place in terms of general policies, in recognition of the importance of this sector, for the first time a separate Policy Statement was made in 1985 in regard to development of textile sector. The textile policy of 2000 aims

Developing countries with both textile and clothing capacity may be able to prosper in the new competitive environment after the textile quota regime of quantitative import restrictions under the multi-fibre arrangement (MFA) came to an end on 1st January, 2005 under the World Trade Organisation (WTO) Agreement on Textiles and Clothing. As a result, the textile industry in developed countries will face intensified competition in both

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The elimination of quota restriction will open the way for the most competitive developing countries to develop stronger clusters of textile expertise, enabling them to handle all stages of the production chain from growing natural fibres to producing finished clothing, The OECD paper says that while low wages can still give developing countries a competitive edge in world markets, time factors now play a far more crucial role in determining international competitiveness. Countries that aspire to maintain an export-led strategy in textiles and clothing need to complement their cluster of expertise in manufacturing by developing their expertise in the higher value-added service segments of the supply chain such as design, sourcing or retail distribution. To pursue these avenues, national suppliers need to place greater emphasis on education and training of servicesrelated skills and to encourage the establishment of joint structures where domestic suppliers can share market knowledge and offer more integrated solutions to prospective buyers. The textile industry is undergoing a major reorientation towards non-


TEXTILES clothing applications of textiles, known as technical textiles, which are growing roughly at twice rate of textiles for clothing applications and now account for more than half of total textile production. The processes involved in producing technical textiles require expensive equipments and skilled workers and are, for the moment, concentrated in developed countries. Technical textiles have many applications including bed sheets; filtration and abrasive materials; furniture and healthcare upholstery; thermal protection and bloodabsorbing materials; seatbelts; adhesive tape, and multiple other specialized products and applications. India must take adequate measures for capturing its market by promoting research and development in this sector. The mood in the Indian textile industry given the phase-out of the quota regime of the multi-fibre arrangement (MFA) is upbeat with new investment flowing in and increased orders for the industry as a result of which capacities are fully booked up to April 2005. As a result of various initiatives taken by the government, there has been new investment of Rs.50,000 crore in the textile industry in the last five years. Nine textile majors invested Rs.2,600 crore and plan to invest another Rs.6,400 crore. Further, India’s cotton production increased by 57% over the last five years; and 3 million additional spindles and 30,000 shuttle-less looms were installed. The industry expects investment of Rs.1,40,000 crore in this sector in the post-MFA phase. A Vision 2010 for textiles formulated by the government after intensive interaction with the industry and Export Promotion Councils to capitalise on the upbeat mood aims to increase India’s share in world’s textile trade from the current 4% to 8% by 2010 and to

achieve export value of US $ 50 billion by 2010 Vision 2010 for textiles envisages growth in Indian textile economy from the current US $ 37 billion to $ 85 billion by 2010; creation of 12 million new jobs in the textile sector; and modernisation and consolidation for creating a globally competitive textile industry.

with the WTO regime in place, we can increase the production and export of garments to 18 to 20 billion U.S. Dollars within the next five years. This will enable generation of employment in general and in rural areas in particular. By tripling the export of apparels, we can add more than 5 million direct jobs and 7

There will be opportunities as well as challenges for the Indian textile industry in the post-MFA era. But India has natural advantages which can be capitalised on strong raw material base cotton, man-made fibres, jute, silk; large production capacity (spinning - 21% of world capacity and weaving - 33% of world capacity but of low technology); vast pool of skilled manpower; entrepreneurship; flexibility in production process; and long experience with US/EU (European Union). Several initiatives have already been taken by the government to overcome some of these concerns including rationalisation of fiscal duties; technology upgradation through the Technology Upgradation Fund Scheme (TUFS); setting up of Apparel Parks; and liberalisation of restrictive regulatory practices. On the eve of republic day president Kalam said that. “India is presently exporting US$ 6 billion worth of garments, whereas

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million indirect jobs in the allied sector, primarily in the cultivation of cotton. Concerted efforts are needed in cotton research, technology generation, transfer of technology, modernisation and upgrading of ginning and pressing factories and an aggressive marketing strategy.” News From Textile Sector • Ministry of Finance has added 165 new textile products under duty drawback schedule. The


TEXTILES new products included wool tops, cotton yarn, acrylic yarn, viscose yarn, various blended yarn/fabrics, fishing nets etc. Further, the existing entries in the drawback schedule relating to garments have been expanded to create separate entries of garments made up of (1) cotton; (2) man made fibre blend and (3) MMF. Separate rates have been prescribed for these categories of garments on the basis of composition of textiles. • After the phasing out of quota regime under the multi-fibre pact, India can envisage its textile sector becoming $100b industry by 2010. This will include exports of $50b. The proposed targets would be achieved provided reforms are initiated in textile sector and local manufacturers adopt measures to improve their competitiveness. A 5-pronged strategy aiming to attract FDI by making reforms in local market, replacement of existing indirect taxes with a single nationwide VAT, liberalization of contract norms for textile and garments units, elimination of restrictions that cause poor operational and organizational performance of manufacturers, was suggested. • The Union Minister Shankarsinh Vaghela said that the Board for Industrial and Financial Reconstruction (BIFR) had approved rehabilitation schemes for sick NTC mills at a cost of Rs 3,900 crore. Of the 66 mills, 65

unviable mills have been closed after implementing voluntary retirement scheme (VRS) to all employees. According to him, the government has already constituted assets sale committees comprising representatives of Central and state governments, operative agency, BIFR, NTC and the concerned NTC subsidiary to effect sale of assets through open tender system. • Proposals for modernization of NTC mills have been made to the consultative committee members, including formation of a committee of experts to

improve management of these mills. Even the present status of jute industry was under the scanner of the consultative committee. • The Government had announced change from the value-based drawback rate hitherto followed to a weightbased structure for textile exports that will discourage raw material exports and also curtail the scope for misusing the drawback claims by boosting invoice value of exports. • NCDEX launched its silk contract (raw silk and cocoon)

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in January 2005. With this launch, the total number of products offered by NCDEX goes up to 27. The launch of the silk contract will offer the entire suite of fibres to the entire value chain ranging from farmers to textile mills. With the objective of protecting the interests of the those affected but WTO agreements and globalisation process, Government of India jointly with NCDEX has adopted a policy of encouraging future contracts of silk. The Ministry of Textiles and the Central Silk Board (CSB) had decided to introduce futures trading in mulberry cocoons and raw silk on NCDEX. The basic purpose is to mitigate the risk associated with the changing prices through an efficient price discovery mechanism. Futures trading on the NCDEX will provide an alternative trading avenue for farmers, weavers and traders and help them make a better price discovery for their produce. It will also help them to reduce risks associated with price volatility through hedging CDEX. The basic purpose is to mitigate the risk associated with the changing prices through an efficient price discovery mechanism. Futures trading on the NCDEX will provide an alternative trading avenue for farmers, weavers and traders and help them make a better price discovery for their produce. It will also help them to reduce risks associated with price volatility through hedging.


IT COOPERATION

India-NorwayA Win-Win Partnership I

n September 2006, a Norwegian delegation of ICT-companies visited India to get to know the Indian ICT-industry.

The Norwegian ICT-industry is the third largest industry sector in Norway in revenue, after the Oil-sector and the traditional Industry sector. It is a growing sector, and the most important sector for the new economy; because a strong national ICT-industry is paramount for a knowledgebased society like Norway. Heidi Arnesen Austlid Project Manager ICT Norway

Norway is one of the most modern and innovative ICT-markets in the world, and we have the highest penetration of PCs, internet-access and mobile phones in Europe. But we do have challenges in Norway – the aging boom will hit us hard; more elderly people and less workers. This aging boom will give us problems if we are not able to recruit enough human resources. Norwegian ICT-sector is now looking for opportunities to recruit. ICT-Norway, the largest ICT-business-organization in Norway, hosted a study tour to India in order to meet Indian ICT-companies. The conclusion of this trip is; India is one of the most important partner-countries in the future because of the high number of educated people.

WITH BEST COMPLIMENTS NATIONAL GEOPHYSICAL RESEARCH INSTITUTE, HYDERABAD, INDIA (COUNCIL OF SCIENTIFIC & INDUSTRIAL RSEARCH) A Centre for Advanced Scientific Research in Physics of the Earth and its Interior  We undertake Acquisition, Processing and Interpretation of Geophysical data on Land and Oceans for Hydrocarbons, Coal Bed Methane and Gas Hydrates  We initiated two societal programmes in Environmental Geophysics (soil and groundwater contamination) and Oil Sector (to enhance the secondary recovery of oil from oil fields) with Norwegian Institutions INDO - NORWEGIAN CO OPERATION HAS STRENGTHEND OUR RELATIONS IN S & T PROGRAMMES AT NGRI For more Information, Please Contact : THE DIRECTOR, NATIONAL GEOPHYSICAL RESEARCH INSTITUTE, HYDERABAD 500 007 Telephones: +91-40-23434600 & 23434700, Fax +91-40-23434651, 27171564 Email : Dimrivp@rediffmail.com, Director@ngri.res.in Website: www.ngri.org.in


BUSINESS ARTICLE

What makes a successful financial institution? Banks and financial institutions across the globe face twin challenges today – that of retaining customers while pursuing growth in newer domains and markets. The pressure to meet this challenge is intensified by the growing competition from new market entrants and the consolidation of existing players. To surge ahead of the competition, banks and financial institutions are increasingly looking to leverage technology. However, merely recognizing the criticality of investing in technology may not be the panacea. What’s more important is a judicious choice of technology -- and, the right technology partner. i-flex solutions – The right IT solutions partner Founded in 1992, i-flex® solutions is in the business of providing comprehensive IT solutions to the financial services industry worldwide. Playing the role of a specialized IT partner to financial services institutions worldwide, its approach is balanced with a wide range of products, custom solutions and consulting services. The company has been guided by three principles since inception: customer focus, domain expertise and global reach. Defined by our customers’ success – and the ability to provide solutions that offer a consistent customer experience – these principles help us forge ahead, be it in the ever-increasing focus on the financial services domain, continual investment in the requisite domain expertise and intellectual property, or in leveraging this business understanding to add value to our customers’ businesses. Our products and solutions have been implemented across the globe; at the same time, our global partner alliances, product acquisitions, and regional marketing and development centers ensure that our solutions are endowed with the capability of ‘global reach’. Having attained Software Engineering Institute’s (SEI’s) Capability Maturity Model (CMM) Level 5 certification, the company ensures that repeatable quality processes are applicable to every aspect of its business. A rich, comprehensive solutions portfolio Providing effective solutions to customer needs is the force that binds our ever-growing portfolio. Our suite of solutions continues to evolve, keeping pace with rapidly changing market requirements, and arming our customers with competitive advantage. The solutions portfolio includes packaged applications,

custom application software development, deployment, maintenance and support services, business and IT consulting services, and technology deployment and management services in the financial services domain. Our solutions enable financial institutions to cut costs, respond rapidly to market needs, enhance customer service levels and mitigate risk. Products Our flagship product offering is FLEXCUBE®, a complete banking product suite for retail, consumer, corporate, investment and internet banking as well as asset management and investor servicing. Since its launch in 1997, more than 280 financial institutions in over 100 countries have chosen FLEXCUBE. The product suite has been ranked the world’s No. 1 selling core banking solution for four consecutive years from 2002 to 2005 - by the UK-based International Banking Systems (IBS). It was also ranked highest both on advanced technology and breadth of functionality by leading industry analyst, Celent Communications, in its research report on Global Core Banking Solution vendors in 2006. ReveleusTM is a suite of analytical applications that focuses on risk management, customer insight, and enterprise-wide financial performance. Reveleus’ Risk Analytics product solves complex challenges like multijurisdictional Basel II compliance and operational risk management. Reveleus is positioned in Gartner’s ‘Leaders Quadrant’ in its Basel II Risk Management Application Software Magic Quadrant. Tower Group has ranked Reveleus’ Basel II solution amongst the best in the domain, while Celent Communications ranks Reveleus’ Operational Risk solution amongst the top 3 solutions in the world in its category. Reveleus was also ‘Highly Commended’ for its Compliance Initiative Innovation in The Banker Technology Awards for 2006. Daybreak™ is a comprehensive consumer lending system that automates all aspects of financing from origination to servicing and collections; it empowers financial services organizations with enhanced productivity and customer service advantages while helping them reduce risks. Together with Castek Software Inc., i-flex offers business software and services for the global Property and Casualty insurance market. Castek provides insurance carriers with business processing systems for insurance product and process configuration, policy processing, customer billing, claims management and services. Castek has received many awards and was rated among the ‘Top 50 Best Managed Private Companies in Canada’.

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BUSINESS ARTICLE

Services PrimeSourcingTM is i-flex’s global IT services business that focuses on corporate, investment, private and retail banking, and the insurance domains. PrimeSourcing has helped thousands of customers in over 40 countries and has development centers across India, the USA, and Singapore and a solutions center in Europe, a specialty center around Oracle technologies, and a virtual university (Prime University). These centers have dedicated centers of excellence in several business intelligence areas like customer relationship management (CRM), payment solutions, insurance, testing services and more. The i-flex Consulting and Systems Integration group offers an end-to-end consulting partnership, providing consulting services in the areas of Business Transformation, Risk and Compliance, IT Architecture and Strategy, IT Governance and Process Improvement and Program Management. iflex Consulting recently launched iPFB, the i-flex Process Framework for Banks, which is repository of readymade processes for banks. i-flex’s Technology Deployment & Management Services (TDMS) group specializes in planning, deploying and managing IT Infrastructure. The i-RIMS (i-flex Remote Infrastructure Management Services) Center manages IT infrastructure remotely from India on a 24*7 basis. The group’s FLEXCUBE-centric services help design, plan and set up the IT infrastructure for FLEXCUBE. The portfolio also includes Oracle Database-centric Services, IT Security Services, and the Mainframes IT practice. TDMS’ services are based on best practices such as ITIL (IT Infrastructure Library), COBIT (Control Objectives for Information and related Technology) model, a globally accepted standard for IT management and control framework, and BS7799 (ISO17799). Equinox Corporation is a wholly owned subsidiary of i-flex; it provides knowledge process outsourcing services to the lending industry. Equinox was selected in the Leadership Category of The Global Outsourcing 100 by the International Association of Outsourcing Professionals (IAOP). i-flex/Equinox was also ranked high in the 50 Best Managed Global Outsourcing vendors in a survey conducted by the Brown-Wilson Group for The Black Book of Outsourcing, covering 872 outsourcing vendors in 63 countries. i-flex - a global presence i-flex has more than 660 customers in over 120 countries; the company operates from 14 development centers across India, Singapore and the USA. It is increasing investment in the sales and distribution networks worldwide and operates under five subsidiaries (i-flex solutions inc. in the USA, i-flex solutions b.v in The Netherlands, i-flex solutions pte. ltd. in Singapore, and SuperSolutions Corporation and Equinox Corporation in the USA). i-flex also has strong alliances with industry

leaders such as Hewlett-Packard, IBM and Intel; these partnerships help i-flex provide strategic services to the financial services industry. The relationship with Oracle – a strategic advantage Oracle holds a majority stake in i-flex solutions today. The two companies have worked closely for years in building complementary products for mutual customer benefits. i-flex’s entire suite of products has been built on Oracle’s technology platform, and nearly all of i-flex’s product customers are joint customers of Oracle. This transaction is a logical evolution of this existing relationship with Oracle. This strategic relationship now provides financial institutions around the world with an unmatched, comprehensive and integrated suite of solutions. The Master Operating Agreement between the two organizations facilitates a structured engagement model for strategy and operations. With the objective of aligning i-flex’s expertise with Oracle’s financial services strategy, Oracle jointly markets and resells Reveleus’ Basel II solution, while i-flex resells solutions from Oracle. This alliance is also a triumph for India’s software industry as it proves that the industry can not only provide quality software services but also develop globally accepted software products. The future With its comprehensive -- and expanding -- solutions portfolio, i-flex is well-positioned to tap into key opportunities in areas such as: core systems replacement, multi-country standardization, and risk and compliance. In addition to the traditional market within the financial services domain, opportunities exist in emerging verticals such as insurance, in which i-flex has recently entered, and other areas such as knowledge process outsourcing. A successful financial institution is not an accident. It’s one which focuses on exploiting market opportunities for growth while consolidating its position by fostering customer relationships. By helping a bank concentrate on the market and its customers, rather than on its technology platforms and day-to-day activities, i-flex solutions provides the right mix of solutions that make for a successful financial institution. i-flex and FLEXCUBE are registered trademarks of iflex solutions. Reveleus, Daybreak and PrimeSourcing are trademarks of i-flex solutions and are registered in several countries. All other company and product names are trademarks of the respective companies with which they are associated.

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BUSINESS ARTICLE

Norwegian Success Story in India Conax, a well known name in Norway, is increasingly familiar with India as well Conax AS

unprecedented and not slowing down. The growth forecast is Conax is a leading supplier of robust for the next 3 to 5 years. state-of-the-art conditional access We firmly believe in a positive solutions for digital TV, offering future for conditional access in content protection for two-way the Indian market scenario. The broadband, multicast in broadband number of new Direct To Home networks, and broadcast via all (satellite signals sent direct to kind of networks. As a pioneer the end-users satellite dish) in the field of conditional access, subscribers being added on to Conax is a globally oriented the Dish TV platform (Direct player, with a solid base of clients Mr. Ranjit Nigam To Home service promoted by in more than 60 countries. The Chief Executive Officer, Conax India Essel Group) is on an average of headquarters are in Oslo, Norway. 4.500 subscribers per day, which is very encouraging. Conax has subsidiaries in India, Germany and USA In addition to the traditional Pay-TV encryption, and sales & support offices in Singapore, China, South Conax also offers solution for Video on Demand and Korea, Russia, Brazil and Canada. interactive applications in the Indian market. Conax is a subsidiary of the broadcast operation of Norway’s Telenor with corporate revenues in 2005 of Understanding the customers and having the NOK 68,9 billion (Euro 8.6 billion). Telenor Broadcast right products provides TV/cable/satellite services, technology and We have evolved keeping our original concept in systems globally. Telenor Broadcast is the largest mind and have grown far more than expected since provider of TV services to the residential market in our launch 3 years ago. The skill sets that we bring the Nordic region, both via cable and satellite. It to the table are perhaps somewhat unique. It is not operates the Norwegian terrestrial network for radio just based on understanding the customer, but also and TV broadcasting and is the leading provider of being able to deliver what the customer wants. satellite transmission to the Nordic region via three We also pride ourselves on understanding our geostationary satellites. customers. Feedback from our customers has greatly attributed to our success which is what makes us tick. Conax – a success story in the Indian market The next five years strategy may be totally different Conax has for several years focused on the Asian from that of the past five years. New technological market from its offices in India, China, South Korea changes and customer expectations will give shape to and Singapore. new strategies. The formulas are changing. Everyone needs to adapt to the changing times and we are India’s relevance on the world map is increasing. In very strong in this area. Being in close contact with India, there are over 100 million mobile phones and our customers, Conax has got the flexibility and over 100 million TV homes out of which approximately the know-how to understand and accept any new 60 million are cable and satellite homes. Just look at challenge and this is our main advantage. the consumer power of these various platforms… - we see this as the future! When Conax established its Indian subsidiary three years ago, the Indian Parliament had implemented the changes to the Indian Cable Networks Act, making carrying of pay TV channels to the end-consumer homes in encrypted format mandatory. As everyone is aware of, India has experienced quite turbulent conditional access debates since then. A positive future for conditional access in India Conax has made significant in-roads into the Indian market, and has so far supplied more than 1,7 million smart cards in India and confirmed orders for more than 3,5 million cards. We are seeing growth rates that are


WORLDWIDE WEB

Useful Websites on India & Norway Securities and Exchanges Central Depository Services (India) Limited (CDSL) Royal family http://www.cdslindia.com www.kongehuset.no National Stock Exchange (NSE), Government Gateway India www.odin.dep.no http://www.nse-india.com Norwegian Parliament Securities and Exchange Board of www.stortinget.no India (SEBI) Statistics Norway http://www.sebi.gov.in www.ssb.no Gateway to Public sector in Norway Stock Exchange, Mumbai (BSE) http://www.bseindia.com www.norway.no NORWAY LINKS

www.visitnorway.com Norwegian Trade Portal www.nortrade.com www.kompass.com Confederation of Norwegian Business & Industry www.nho.no Norwegian IT companies Association www.ikt-norge.no Norwegian Import & Export Agents Association www.agentforeningen.com Studying in Norway www.study-norway.net Norwegian Yellow Pages www.gulesider.no Registeration of a company in Norway www.brreg.no Oslo Stock Exchange www.oslobors.no Norwegian Banks www.norges.no : Central Bank of Norway www.dnbnor.no www.sparebank.no INDIA LINKS Embassy of India, Oslo www.indemb.no Office of the President www.presidentofindia.nic.in Office of the Prime Minister www.pmindia.nic.in Ministry of External affairs www.mea.gov.in Government of India, Ministries www.goidirectory.nic.in Government Portal www.india.gov.in Banks Reserve Bank of India (RBI) http://www.rbi.org.in

http://www.assamtribune.com Rajasthan Patrika http://www.patrikaonline.com Kashmir Times http://www.kashmirtimes.com Malayala Manorama http://www.manoramaonline.com The Afternoon Despatch & Courier http://www.cybernoon.com Deccan Chronicle http://www.deccan.com

News Magazines : General

India Today http://www.india-today.com News Agencies The Week Press Information Bureau (PIB) http://www.the-week.com http://pib.nic.in Dataquest India Press Trust of India (PTI) http://www.dqindia.com http://www.ptinews.com India Today Plus Registrar of News Papers for India http://www.india-today.com/iplus https://rni.nic.in Computers Today Publications Division Govt. of India http://www.computers-today.com http://publicationsdivision.nic.in PC Quest United News of India http://www.pcquest.com http://www.uniindia.com Filmfare http://www.filmfare.com Electronic Media Outlook Doordarshan http://www.outlookindia.com http://www.ddindia.net Femina New Delhi Television (NDTV) http://www.feminaindia.com http://www.ndtv.com Women’ Era Sahara Samay http://womansera.com http://www.saharasamay.com Aaj Tak News Papers: Financial http://www.aajtak.com The Economic Times Zee News http://economictimes.indiatimes.com http://www.zeenews.com The Financial Express News Papers: General http://www.financialexpress.com Hindustan Times Business Line http://www.hindustantimes.com http://www.financialexpress.com Indian Express Business Standard http://www.indianexpress.com http://www.financialexpress.com/ Times of India http://www.timesofindia.com News Magazines: Financial The Hindu BusinessWorld www.the-hindu.com http://www.businessworld.in The Asian Age Business Today http://www.asianage.com http://www.business-today.com Assam Tribune Business Week http://www.assamtribune.com http://www.businessweek.com The Pioneer Other Links http://www.dailypioneer.com Norwegian Embassy in New Delhi The Statesman www.norwayemb.org.in http://www.thestatesman.org Maps of India Lokmat Times http://www.india.gov.in/maps/ http://onlinenews.lokmat.com indiaindex.php Deccan Herald Tourism Site http://www.deccanherald.com www.incredibleindia.com The Telegraph Reva Car http://www.telegraphindia.com www.revaindia.com Assam Tribune MEDIA RESOURCES

India-Norway in Focus

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REZER

Borderless Competence

Capgemini works with its clients to develop tailor-made business strategies and technologies. We have a global network of competence centres that enables clients to solve their business challenges in the best possible way. At the same time we appreciate the importance of understanding your business, and working together with you in

Rightshore

TM

Custom-tailored sourcing To read more about how we can help solve your business challenges, please visit one of our websites: www.capgemini.com, www.no.capgemini.com or www.in.capgemini.com

your market. For this reason we maintain all primary client contact locally, together with full responsibility for deliveries, assured in the knowledge that our company-wide certiďŹ ed systems and procedures provide the best quality in our deliveries from low cost countries. Local contact and borderless competence. We call it RightshoreTM.

India norway 2006  
India norway 2006  
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