Brand Andhra Pradesh by Nadimidoddi Prasad

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Message N. D. Tiwari Governor of Andhra Pradesh I am delighted to learn that Indian Express (Mumbai Group), publishes a Year Book every year focusing on the accelerated achievements in the state and that this year’s theme is to create a Brand image for Andhra Pradesh. The release of the publication is quite apt and timely, coinciding with the Andhra Pradesh Formation Day. Andhra Pradesh has immense potential and I hope this year’s publication will highlight the unique developmental achievements of the State to the people. The Indian Express has been the unifying voice of India’s struggle for independence for more than last seven decades. I wish their efforts all success.

(Narayan Datt Tiwari)

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Brand Andhra Pradesh

A Promise to make Biju Mathews,Dy. General Manager, Indian Express (Mumbai) Group

When people relate to brands, they often think of logos or slogans. But there is more to a brand than logos and catchy slogans. It reflects a much broader image. Eventually, it boils down to a promise. A promise to deliver the expectation and experience of what a brand, product, service or region stands for. In the case of economic development, and specifically regions, a brand plays a more important role, because it needs to inspire and resonate first and foremost with the people and the idea that make that brand. And while assets such as architecture, location, work force, museums, and iconic attractions all play a role, it is the citizens who will collectively serve as brand ambassadors and represent the brand experience. It’s time to rediscover and redefine what is it that makes Andhra Pradesh different, and what are the most appealing qualities of

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our state, our collective aspirations that make us so special? With the new brand positioning we can speak in one voice so that our message is clear and focused. This new positioning will help raise the area’s profile among top business decision makers, positioning us as a top Indian destination and market for major corporations, entrepreneurs, and new residents. Coinciding with the State formation day, in our ninth year of ‘Andhra Pradesh Celebrations’, we humbly attempt to capture those who have contributed to the making of Brand Andhra Pradesh. Our initiative of positioning and branding Andhra Pradesh has the objective of creating a positive image brimming with hope in the minds of each and everyone. Making a Brand manifesto and a Brand promise is only the beginning of a new journey. A journey to build Andhra Pradesh. The initiative is built on hope. A hope that also hopes that the Promise made will be kept.

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onservatively, if we ask, ‘Is Andhra Pradesh a Brand?’ or in the same tune ‘Is India a Brand?’, the answers may derive varied con clusions. But before answering them, one need to analyse the very concept of Branding and what in what context are the questions being asked. A brand was initially used as a sign of disgrace on a criminal’s skin. It then took to on the skin of cattle for ownership. Today, a brand lives in everybody, every moment. The name gives you images of the product in an instant. There are plenty of examples of such strong brand impressions created in the past and present. In a similar approach, the brand image of India and Andhra Pradesh is not very inspiring. The name India for any outsider brings in images of the Taj Mahal, Mahatma Gandhi and poverty according to a recent survey. A similar survey may not have been done for Andhra Pradesh, but for any outsider within and abroad, the state’s name

Chennai is conservative…but the beauty with the Hyderabad market is that anything sells here on hype!” That’s the charm it holds. A mystery that is covered with political activeness and the reverse, investor friendliness and its antithesis, corruption free and the opposite, huge quality human resource and then again the reverse, timely adherence to projects envisaged and the opposite…well Andhra Pradesh is state with crisscross hues of good and bad with aura that is still beautiful with all its colours run in. The day is not very far when the state would be called in to compete for the Superbrand league. But is the state ready? Well, it is readying itself. With all relevant sectors working in harmony and all doing extremely well, there is a lot of good news for the state and its brand status. Information Technology, Pharmaceutical industry, Biotechnology, Tourism, Education, Agriculture, Irrigation, Healthcare – strictly in that order are all contributing effectively in the making of a state that is fast growing to the cadre of India’s most economically active state.

brings images of Hyderabad, Charminar, IT, Biryani, and probably a small percentage might even think of Chandrababu Naidu.

Maintaining utmost Quality has been the most significant reform that can be seen in most sectors – private and public.

But again, the overall percentage of people who will realize these images might not be huge. So, how does Andhra Pradesh Brand itself? What goes into the making of Brand AP?

The state has now started to give this factor extreme importance and hopefully it will live to its focus. If delivered in the required dosage, consistently then there is nothing much that can stop the state from Branding itself among the top of the SuperBrands.

Its probably been nothing more than 10 years since Andhra Pradesh got somewhere close be even considered as a Brand. In these 10 years, the state has grown at a tremendous pace. With numerous ups and downs during its journey of Brand building, it has slowly and steadily reached a stage where it can be touted as a very promising candidate which can impart positive vibes towards Branding.

Identifying the world as its market, the state is now reworking on its strategies of positioning itself. The image of the state is currently going in the direction of the farmer – but as many market observers have pointed out – ‘the notion of focusing on one particular sector is being highlighted in the media primarily because the sector – Read Agriculture- was suffering.

Andhra Pradesh has got somehow used to a certain amount of hype which it enjoys. A prominent realtor from Hyderabad once noted, “Bangalore is over supplied,

A renewed boost to this sector has found a lot of attention and thus the thought that Agriculture is being given priority.

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But if one looks at a broad perspective, all sectors which are vital for the development of the state, its economy, and the society have been getting equal share in terms of focus, priority, budgets and people’. So, now, the sectors are all working on their service, standards, products, delivery plus a combination of all these, because positioning their state on a world market requires adherences all these. Afterall, the world is a tough cookie. In such a scenario, the main challenge lies in Repositioning Andhra Pradesh. This because Andhra Pradesh, as previously mentioned, get few images in the mind – one being IT. Currently, the majority, familiar with Andhra Pradesh relates the state with Hyderabad and IT. For the making of Brand AP, this aspect has to walk out of the door and collective branding needs to be done. Thus, the challenge of Repositioning. This challenge can be sorted only when collectively both quality and positioning aspects of the branding exercise is carried out religiously. This is a time taking process, but patience has always been the secret weapon of the supreme warrior. While strengthening the state’s collective approach towards brand building, the state also needs to carry the message across boundaries about the process undertaken. Brand positioning is essentially about perceptions and get the market’s perception about the state in total, the approach taken needs to be holistic and then taken across for the market to relate it with them. This aspect of communicating development is happening in IT and to some extent in the Pharmaceutical sector with plenty of companies from around the world knocking the state’s doors, especially that of Hyderabad. With development bound to flow across the state, especially in Vizag, Vijayawada, Warangal and Tirupati – it may not be long before the state can be equipped to showcase its developmental process out of just Hyderabad. A.P Celebrations

This exercise should start in the other sectors like agriculture, irrigation, biotechnology, healthcare, finance, education, textiles, automotive industry, small & medium enterprises also. So, we see the Andhra Pradesh government brand strategy working round-the-clock in building awareness about the state. The personality of the state would develop in the meantime. An advantage for Andhra Pradesh, when the collective approach towards development takes place, is that then it would undoubtedly by the only state in the country to become a complete Brand. Unlike Maharashtra, or Karnataka, Andhra Pradesh does not have the tag of saturation. In the case of the formers, Mumbai and Bangalore have already been considered to be saturated. The case with Hyderabad is still not so. This advantage of arriving late on the world platform has worked in favour of the state and it could use this aspect to full advantage by being the first-mover. Looking at the collective approach again, today the state is looking in the right direction, as the perspective is long term. It has been investing on Brand Andhra Pradesh, albeit in a slow manner, but there sure is complete absence of lethargy. The spirit is good, the climate is salubrious and investors are flocking. Andhra Pradesh seems to be well stocked for the long big haul. Among many other advantages, the main that AP can be proud of is it does not have to market internally. This because the state itself has numerous sensible entrepreneurs willing to take risks. This is important because when there are people and companies who are doing businesses and understand the direction the state is taking, the holistic approach itself gets a big boost. As the Nobel laureate, Albert Schweitzer once said, ‘Truth has no special time of its own. Its hour is now always. Andhra Pradesh knows it only too well and it is acting with the knowledge that it has the makings of a Brand. A Brand that will change destinies.

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ECIL The only multi- technology company that provides

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AP’s Big IT Leap W ith the total software exports from India estimated at $13.2 billion, and the ITESBPO industry generating $7.2 billion, it augurs well for Andhra Pradesh.

We should expect more and more product companies being established & not just offshored services, organizations establishing integrated townships and not just work campuses, BPO becoming a career of choice, greater penetration of IT in citizen services, more small towns becoming mini-hubs, etc.

Information Technology has established itself in India especially because of Bangalore and Hyderabad. It has become more than a brand that relates itself well with these two cities and is growing well irrespective of the constraints that each of them holds. With

While the future looks bright – are all these business opportunities be there for the asking? If we are to learn from the past, the answer is no.

Hyderabad, there is still hope for improve-

There has to be the right kind of investments in infrastructure and education and there has to be the right business climate for such a growth.

plied. So, what’s in store for the city which will

In trying to grow larger the focus may get diffused and some or all of the above may get disturbed which can cost the industry dearly. With constant wage increase the cost advantage might get disturbed – so there has to be a vigil on the cost competitiveness. In trying to recruit in larger numbers, organizations might get less focused and engaged employees in their midst and it might affect work ethics overall. So it is imperative that organizations invest in the right manpower and train them on the work ethics and also perform checks where possible right at the time of recruitment. Quality Consciousness in organizations has been achieved through several process focus initiatives like ISO, CMM and Six Sigma programs. Such programs have to be constantly upgraded.

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ment as Bangalore is termed as over-sup-

eventually impact the entire state? One of the main reasons why IT outsourcing and offshoring to India has happened is because of the talent available and the technology focus in its manpower. Indian engineers have built a reputation for being more techno savvy and constantly upgrading themselves with the newest advances in technology. This edge needs to be maintained. While these factors are not unknown, in trying to become bigger a larger focus on some of the basic principles of good business could get diluted – a trend that should be avoided at any cost. There is an abundance of talent here – every year software institutes, both large and small, churn out professionals in substantial numbers, who get assimilated in the rolls of the multitudinous IT companies that have set up their base in and around Hyderabad. But the question is, how has this happened?

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Growing Pangs

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Intergraph had a number of firsts to its credit. Apart from being the first multinational to be set up in Hyderabad, it was also the first organization dealing in advanced computer graphics and engineering solutions in the city. It was also the first organization to enroll as a private STP and the first organization to go in for a highspeed satellite data link.

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Intergraph’s first export consignment in 1988 had to be done using large spool tapes that were shipped through courier and passed through processes like customs clearance. Then came the 2400 baud link which was used to ‘FTP’ files across P&T’s leased line circuits. Then came the satellite link through STPI in 1993, which stemmed those operational challenges. Once such a link was established and file transfers were made using high speed links, the software exports scenario became very different, and more and more organizations that were looking at Bangalore as their ideal destination, turned their gaze towards Hyderabad. The state government also pitched in, handing out a number of incentives and concessions that packaged Hyderabad into an attractive investment location. While a large number of these set-ups were software companies, BPO operations started coasting into the business high-

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These initiatives performed wonders for a number of small organizations that established well by manufacturing IBM PC compatibles and gradually expanding to other range of systems. Nationalized banks inched ahead – graduating from ALPMs to mid-range systems to cover their back office operations. The 1980s also saw the rise of two major IT organizations in Hyderabad - OMC and Intergraph. While OMC focused on developing an indigenous computer graphics system, Intergraph was a multinational establishing its first outsourced software development center outside the US. It was the first multinational firm to be established in Hyderabad, and its eventual success spurred other companies to follow suit.

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With time, while Hyderabad was touted as a great location for business due to its surplus power supply and other infrastructure in the 80s, IT in Andhra Pradesh was still in its infancy. Then, the mid-80s ushered in the IBM PC revolution that set the ball rolling, albeit slowly. Some government initiatives helped foster this change - for instance, the introduction of ‘Advanced Ledger Posting Machine’ (ALPM) in all nationalized banks. ALPM’s were IBM PC compatible systems that ran on DOS and had the necessary applications covering common front office retail banking solutions such as Savings Bank, Current Account and Cash Credit Accounting Systems.

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While ECIL’s foray into development of computer systems progressed well, CMC focused on establishing itself as a robust IT organization providing hardware support and software services. IT started strengthening its roots in Andhra Pradesh only after the advent of microcomputers that started dotting the business firmament in the 1980s.

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Then IBM made its way out and CMC came into fore, making a name for being the keeper of IBM’s range of computer systems. Their presence in Hyderabad brought another R&D dimension to IT development in Andhra Pradesh.

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Prior to the 1960s and 1970s, the Information Technology (IT) industry had been largely in the hands of IBM and ICL. That was a time when computing machinery or computer systems used to be unit record machines - the 1401s, 1901s, and a few research computers that were installed in large public sector companies and Government Research organizations like DRDO.

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The Early Days

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way as well. Another shot in the arm for the IT industry was the governmentâ&#x20AC;&#x2122;s relentless focus on developing educational institutions with the idea of creating a reservoir of skilled manpower for these companies to pick from. With all these evolutionary changes sweeping across the business landscape, a new revolution came into being and then on there was no looking back. Cyberabad began with a large complex called Cyber Towers. Two major educational institutions were established, namely, Indian Institute of Information Technology and Indian School of Business that came about with a collaboration from Kellogg and Wharton.

Making IT happen today! Today Hyderabad is a hub for major multinationals, with names like Microsoft, IBM, Oracle, Motorola, ADP, DE Shaw, Intergraph, Google and major IT corporates like TCS, Infosys, Satyam and Wipro in its ever-expanding belt. The AP Government had established a major drive to computerize Governance in a big way. eSeva was one of its early and extremely successful schemes. The last decade has seen an especially rapid progress in the IT and BPO sectors. One of the major contributors to this growth is the now popular model of outsourcing IT services and back office operations. The challenge here is that the growth of the industry is mainly due to offshoring, and the domestic industryâ&#x20AC;&#x2122;s contribution has been in comparison rather small. This needs to be addressed if this growth is to be made sustainable in the long term. Only with the domestic market increasing significantly will the IT base become broad based to include a larger population and bring under its umbrella a larger number of towns and second rung cities. It is expected that Government will significantly contribute to this cause by computerizing a number of services it offers and make it available throughout the state through e-Seva like centers. With the right business climate, an emphasis on streamlining education with the objective of employability, the right mind set in people, better infrastructure and better access not only to the big cities but also to smaller towns and cities, IT in Andhra Pradesh can march into its Golden Era.

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Information Technology in the state

Tuning the

IT Route

of Andhra Pradesh always held a niche for itself and it still continues to do so. With the industry around the world having well understood the state’s proactive governance, the

ndhra Pradesh has emerged as the back of fice to the world, and it is the preferred In vestment Destination for the Global ICT In dustry. BPO to KPO, Services to Application, Technology to R&D, Design to FAB, EMS to Telecom, Animation to Gaming are the range of sectors of the global ICT industry present in Andhra Pradesh. Availability of state-of-the-art infrastructure is a “sine qua non” for the growth of the IT sector. Recognizing this critical aspect, the Government of Andhra Pradesh has been making an all out effort to catalyze the creation of IT infrastructure in terms of space and bandwidth availability. So there are IT Parks, Upcoming IT Parks, Special Economic Zone, Hardware Park, Nano Tech Park, Regional Spread, New Infrastructure, Air Connectivity, and such like. The IT policy of 2005-2010 has been attracting promising reviews from the industry and the state government is also updating the policies according to the need. “The policy is a gradual evolutionary process. There are certain aspects which one can always improve upon. Like the SEZ for SMEs. Infact SEZs itself was not part of the policy. So we are looking at all aspects of potential and developing the process of policy making,” said Shailendra Kumar Joshi, Secretary to the Government, Information Technology & Communications Department, Andhra Pradesh. Popular perception is that while IT used to gain top priority few years back, it has been taken over by the focus of the government shifting to agriculture and irrigation. According to Joshi the government is clear that it wants to promote all the sectors. He says, “While agriculture and irrigation impact about 60% of the population and generate a GDP of 30%, IT affects a minuscule part of the population and generates 52% of exports contributing roughly

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robust model of investment returns, human resource, many are ready to live with the strains of infrastructure and few other bottlenecks. 10-12 % of the GDP. The government is looking at even progress and not at the cost of any other sector. The government has given free hand to the IT&C department and even the IT policy and the response to industry is very supportive. We are trying our best to develop the sector in a streamlined manner.” The state Government is determined to make available the fruits of Information Technology & Communication across the spectrum of the society which was hitherto limited to small pockets like Madhapur and Gachibowli. Therefore, a conscious effort is being made to spread and take IT to areas around Hyderabad and even to small towns, so that the entire state will be transformed into a Knowledge Society. The government realizes that different stages of development requires different stages of support and it is moving ahead with this thought process. Joshi justifies, “For Example, if some unknown destination is to be promoted then you have to go out of the way by providing free land, power, and probably the building also. When the place becomes slightly well known, then the industry also does not need such support. Right now Andhra Pradesh is at such a stage where industry feels that if we are able to give cost effective and efficient systems, they are willing to expand and grow.”

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But land in some of Tier II cities is still a problem. In Vizag, the cost of land is very high unlike Tirupati or Warangal where there are some land available. So incentives are different for different cities. “We are also further fine-tuning our policy in terms of land allotment as land prices in Hyderabad is exorbitant. Atleast we can have different norms for tier II cities and then even smaller companies can be given further support. We are also in consultation with HYSEA and other industry associations to start exclusive SEZs for SMEs,” said Joshi. It has also enshrined the required support in its IT policy, but this has been undertaken by many other states too and according to Joshi the difference lies in the delivery to the entrepreneur. “The entrepreneurs comes here for two things… infrastructure and human resources. We are now focusing on human resource as the state produces ample numbers. In the state about 100,000 engineers pass out every year and about 450, 000 other graduates are available. In terms of quantity this number is good, but we have to improve the quality. So steps like the Jawahar Knowledge Centers, which was pioneered by the state is a step in the right direction. Now universal coverage of all engineering and degree colleges is in place. We have also started a portal to provide a meeting ground between technical institutions, the industry, students and training institutions.”

According to Shailendra Kumar Joshi, Secretary to the AP Government, Information Technology & Communications Department, IT is at helm as one of the most prominent sectors that is driving AP’s growth.

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The state is also launching a special training programme for the weaker sections. Employment opportunities were provided to 1.27 lakh youth so far in IT Sector. Jawahar Knowledge Centre (JKC) which were conceived to impart training to the rural based students have started yielding excellent results. Commenting the possibility of resumption of GITEX, which was called off due to certain issues facing the industry in terms of benefit as well as the need felt by the organizers for having 12-16 months time for preparing for the mega-event, “We have partnered with FICCI, Nasscom, HYSEA and others to ensure that the summit stays. So, Indiasoft 2008 is scheduled for 20 and 21st March 2008,” says Joshi.

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Enabling Communication and technology is not merely an objective, but a way of life. - Shashi Reddy

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Brands are not made overnight. The creation of a brand requires time, effort, a dedication towards achieving excellence and the guidance without which even the best product or service can meet with naught but failure. QUALCOMM has managed to create its brand name in a field where reliability and consistency are paramount. Brand Andhra Pradesh as an IT brand stands on the shoulders of such entities which have constantly proved their worth not only within the country but globally.

Redefining

CDMA Technology Andhra Pradesh has developed as a destination for IT, ITES and now IT R&D. Companies like Qualcomm, Microsoft, Dell, and Oracle among others are world renowned brands and by choosing AP as a destination, they have in fact created Brand AP. Communications technology is a field that is not only critical for Indian technology sector but also which promises a lot in terms of results.

web browsing, e-mail with attachments and file transfer.

Brand AP can become synonymous with world class R&D in the field of communications technologies and to a certain extent already is. Qualcomm looks at India as a sig-

Migration from 2G systems, such as GSM, to 3G is inevitable. CDMA offers a lower cost of delivery of voice and data and operators are supplementing their voice and SMS revenue with revenue-generating value-added ser-

nificant high-value and strategic market. In the last one year, it has focused on bringing in affordable handsets into the Indian market and also enabling domestic manufacturing. The India development centres play a large part in contributing to the company’s strategic global projects. From an R&D perspective, Qualcomm is working on building end to end design capabilities to create state-ofthe-art 3G chipsets or modems, with system software and firmware, development tools and System testing focus at the Hyderabad Centre. Qualcomm is a pioneer when it comes to CDMA technology. According to Dr. Rajamani Ganesh, Senior Director, Qualcomm, “All the 3G systems ratified by the ITU are based on CDMA.” Today mobile operators are on either GSM/GPRS or CDMA2000 1x (TTSL and Reliance). As you move to EVDO, throughputs become substantially higher. With CDMA 1x people are watching short video clips, audio, graphical

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Once EVDO comes in, delivering a mobile broadband experience will become a reality.

vices. There are already 70 million EVDO subscribers worldwide and 135 million folks using WCDMA of the base of 486 million subscribers in all. Handset chipsets with dual processors—one for running applications and the other for voice are available. With 1 GHz of processing power on tap, applications such as the Glucometer to monitor insulin levels in a user’s bloodstream are here. Going forward High-Speed Downlink Packet Access (HSDPA) will support 7.2 Mbps connectivity which is very close to fixed Net connectivity. This will translate into realtime access to information regardless of the location. An always on, secure connection to the intranet is on the cards. The wireless needs of enterprise users include higher productivity, desktop extension (same broadband experience), real-time instant access to information, freedom

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(making employee location irrelevant), mobility (moving around while working) and an always on connection that is reliable and secure. Dual SIM-card enabled devices with simultaneous active standby for GSM/CDMA and switch/ hold capability are here. Rajamani cited some international deployments that underscored the power of CDMA. UnumProvident is the largest provider of group and disability insurance in the US and UK. It issued a total of 450 Palm Treos on the Verizon Wireless 1x network to its sales and leadership teams. The sales team spent 37 percent less time in the office—more time with the customers. There was a 29 percent drop in cell phone usage and a 63 percent reduction in the use of hotel Internet services. Carefirst BlueCross BlueShield, the primary managed care provider in the mid-Atlantic area with 3.2 million members, has 500 physicians using Palm Treo handhelds with DrFirst Rcopia software to fill out digital subscriptions and submit the same to the patient’s pharmacy. They do this on Sprint’s 1x network. Carefirst has logged over 210,000 transactions and raised formulary compliance rates from 81 to 85 percent. Visiting Nurses Association of Northern New Jersey is a provider of home healthcare, therapy, adult daycare and related services.

With CDMA 1x people are watching short video clips, doing audio, graphical Web browsing, e-mail with attachments and file transfer. Once EVDO comes in, delivering a mobile broadband experience will become a reality. wireless voice and data services improves people’s lives. Qualcomm’s Wireless Reach Initiative, launched in August 2006 in collaboration with NASSCOM and MSSRF demonstrates the ability of 3G CDMA (CDMA2000, WCDMA) to deliver high-quality voice and broadband services to both rural and urban geographies. Under the project, it has connected 65 village knowledge centers across India. The Bangalore centre focuses on hardware and chip design. These technology solutions provide users with feature rich applications such as multimedia (audio, video, and graphics,) as well as contentrich user interface applications. Qualcomm is committed to build world class R&D center primarily focused on wireless technology. I t s Hyderabad R&D centre is designed to help keep pace with Qualcomm’s expanding business needs and performs software development for Qualcomm’s chipset division.

The company equipped its nurses with Toshiba PCs equipped with Sierra 5220 wireless cards over Verizon Wireless’ 1x EVDO network. Nurses previously were making

Other projects undertaken at the center include research on wireless modem and multimedia software, digital signal processors and embedded applications.

twice a day trips to their homes where they would sync up patient data with their own modems. Now nurses save an average of 57 minutes per day in travel time. Patient record sync rates are 87 percent higher than before.

Its focus is to continue to provide support to the entire

The company has also focused on working with its partners to bring the advantages of connectivity to rural India as well. Today, the wholesale prices of CDMA2000 handsets have reduced to USD25 from USD40 last year. Qualcomm Single-Chip solutions (QSC), for instance, lower the overall component costs of devices. Qualcomm also has introduced BREW for Very Low End (VLE) CDMA2000 handsets, enabling ring tones and a myriad of data applications. Qualcomm believes access to advanced

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Indian wireless ecosystem, working closely with network operators and their device suppliers to provide leadingedge technology at affordable price points and accelerate time-to-market. The Hyderabad R&D centre works on Qualcomm’s globally strategic projects and supports Qualcomm’s CDMA chipset development activities and ongoing efforts to advance CDMA wireless technology in India. The center also provides operator support and customization of CDMA modem software and chipsets for specific handset manufacturers and operators.

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Thinking small but creatively is not the same as thinking small. Small creations lead to bigger accomplishments. Vortex Technologies could be pinpointed as one company which thought creatively, started small, held its patience, focused on its ultimate goal and is on the verge of unleashing a product that can revolutionise modern way of organisations working.

he year 2000 was not only the beginning of a new millennium for Vortex Technologies but also the year when their small initiative began. A small initiative which had the potential so mammoth that it could revolutionise the way organizations work. It took time. Afterall the well-carved product with a market relevance of future requirements could not risk even an iota of miscalculation. Cubic Post, the baby of Satya V V V, CEO, Vortex Technologies, which operates in the businesses space of enterprise level project management and business intelligence, is finally ready for the market. The gravity of hard labour that Satya has put into this product is evident. The confidence that he has towards the success of the product is reflected by his modest statement, â&#x20AC;&#x153;I talk big figures, but I am conservative also. Cubicpost is 100% web enabled solution that automates the performance management process in any organization. The strategic alignment of the entire organization can be seen in a single graph which provides visibility of both lead and lag indicators. Business Intelligence for Every Individual is the core philosophy of CubicPost and every individual in the organization can see the alignment of his outcomes with the organizational strategy i.e. The north star for every individual is defined and tracked for the alignment with the corporate strategy. Initiatives plays vital role in the alignment. In CubicPost the data is captured

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from the action items i.e. right from the bottom of the pyramid. Real Time business intelligence can be achieved only with data capture from this level. The top down plan execution and bottom up data collection is the key feature of CubicPost that helps with required granularity for the analysis and forecasting. In 5 yrs, if all goes well, I am sure we will become Rs 500-1000 crore company. Right now we are transforming from a development oriented company to a market focused company. Previously we wanted to get the features, get all the requirements of the customer, and get the right kind of technology, but now the product is finished and so our focus is changing.â&#x20AC;? Cubic post, the performance and project tracking & management software, is an innovative and effective solution which has already found a major client in the form of MAYTAS Infra. The software provides continuous project tracking and provides managers at every level reports on project status, depending on their position in the organizational structure. The solution is highly configurable and can be utilized by any undertaking whose business model involves multiple offsite projects. The solution is very effective in helping leaders track performance of every project and every manager under them. The solution provides extensive data to enable leaders to keep track of targets and whether individual projects are in fact meeting them and to find causes if they are

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not. The solution makes it possible for every level of the organization to be in tune with senior management policies and to track changes both positive and negative. For Vortex, the product has immense potential and has market in the US and European business terrains. “AP is our entry point, but this product is not for India, its potential is out there in the US and the European market. It is difficult to sell in India. Unless you show worth of Rs 100, you cannot sell for Rs 5 in India. That is the reason we are testing waters in India itself,” Satya points. Vortex now plans to take its product to the US and European markets in the next one year. “The Indian ecosystem does not allow you to go long distance in India. You just do not find the right kind of atmosphere for growth,” says Satya. Vortex has clients in both the private and public spheres. It has also involved the government as its client with its product capabilities. Says Satya, “We are into enterprise project management where even Microsoft’s product is not in a position to offer the same kind of solution. The result is that we have many MLAs and even MPs as our clients. And now we are entering performance management area so that an organization can implement their strategies, and align their operation with the strategy. We have got the irrigation department as our client now and with Rs 40,000 crore projects being executed the department has opted for our product. They need to leverage IT. We have something which can meet their requirement and when we demonstrated, they understood that their needs can be met. Our product is suitable for any organization where knowledge workers are more than 50. And our product is suitable for any vertical; be it IT, manufacturing, pharma, electronic…any sector can be our customer.” Vortex’s flagship product SoftTrack is probably the firstof-its- kind rural eGovernance initiative, Softrack.net 2.0. Softrack meets the needs of both IT and business users by providing rich functionality and flexibility without the high costs, complexity and training requirements that are usually associated with a traditional Business Intelligence solution. Softrack is based on a 100% Internet-centric architecture- designed for usability, scalability and extensibility- to ensure the lowest cost of ownership and quickest return-on-investment for analytic solutions. Incidentally, Softrack is ranked one of the top 10 .NET solutions in India. This speaks volumes about the technology depth of Softrack and its adherence to the .NET technology framework.

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case study IT AND INFRASTRUCTURE Maytas is a Hyderabad based infrastructure company with many prize projects under its belt. The company is no stranger to IT systems and a IT culture and as a result has experience with quite a few IT management and solutions systems supplied by various vendors. The infrastructure industry as a whole was not exactly open to begin with but with the implementation of IT in the sector, changes have been seen. However, implementation of IT in the industry comes with its own unique set of challenges. Maytas has recently initiated a new framework to define and guide its operations. The framework is unique to the enterprise and as a result presents unique challenges in terms of application. The framework will see Maytas shift its focus towards a metrics based orientation. This created a critical role for the IT department of the enterprise as it faced the burden of implementing the framework’s major focus towards performance and project management. The requirement was thus for a system that permitted great degrees of configurations which was important considering the uniqueness of the framework. Also the system needed to be accessible to every layer of the organization irrespective of time, distance or geographical location. The system should permit not merely project management but performance management too. Last but by no means the least the system should not strain the organization financially. Srinivas Sagi, CIO, Maytas Infra was at the helm of this implementation. Considering that Maytas is built along the lines of a conglomeration of smaller business units where there is a significant level of empowerment at the level of each business unit, the needs were different from standard enterprise issues. The solution was found in CubicPost. The system is being used today by Maytas with favourable results and has achieved almost every condition of implementation. Maytas has by virtue of its significant experience with ERP software systems like JD Edwards which they already use, found CubicPost to be a reliable solution to the myriad problems management faces in the course of policy and planning changes.

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Pioneering technologies that will change Information securityDr. Zaki Qureshey, Cyber Security Futurologist.

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Information Security is not merely just another hi-tech buzzword but a reality with critical consequences. Hyderabad and Andhra Pradesh, being one of the chosen destinations for IT, have to be cognizant of Information security. E2 Labs has been doing immense work in this field and richly deserves to be a partner of Brand AP in securing AP’s reputation as a global IT destination of choice.

E2LABS

Partners in Information Security Hyderabad based E2Labs figures among the Top 100 Private companies in Asia according to Red-Herring, a leading technology magazine. E2Labs is one of the fastest growing Information Security Company and is the first in Asia to start ‘The School of Anti Hacking’ in Hyderabad. The school offers field-ready and relevant state-of-the-art training & services which caters to information security needs across the globe. Founded by Dr Zaki Qureshey, an independent computer security and digital intelligence consultant specializing in Cyber Crimes and Cyber Terrorism, E2Labs specializes in inventive solutions for the corporate world. The company believes in vigilance and beating the attackers at their own game and their motto ‘The best way out of difficulty is through it’, revolves around this belief.

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E2Labs tries to ensure high morality in the cyber world, using education, technology and experience to build a cyber defense that is impenetrable. The company tries not only to repair the existing vulnerabilities of the network, but also address vulnerabilities of the future. According to Qureshey, concerns about Cyber Terrorism are very real. “The cost of protection must now be measured not only in IT hours and money, but also in the potential exposure to the company’s livelihood,” he says.

solution that might give other Anti-Virus vendors a run for their money. The solution will be marketed in cooperation with Trust Wave (Buffer-zone) and will provide 360 degree protection without the need to renew licenses or add patches later on. The product will also carry a $ 500 liability, in that the user will be insured for $500 in case the product fails to secure the user’s computer. E2labs & Dolphin Sourcing has entered into an MoU to Expand Globally and realise the available opportunities.

Qureshey has been spearheading a campaign for greater awareness on information security through extensive workshops and seminars across the world. He is credited with transforming IT security into a more visible and imperative need.

“There is a huge market globally for IT Security and also the need for an Indian product to make its presence felt in that market. Considering the fact that, post 9/11 globally companies raised their IT budget from 3% of spending to as high as 27%, India has an opportunity begging to be exploited,” Qureshey notes.

E2Labs has also initiated an important objective in forging a global partnership to spearhead the creation of a ‘Global Cyber Protection Authority’. E2labs not only focuses on information protection but the immense benefits of economic growth, reduction of the digital divide in curbing Cyber Crimes, Cyber Terrorism with a comprehensive plan through Digital Observatory (Zone-H, Italy).

Commenting on the potential of Hyderabad, Qureshey is optimistic and hopes that the city, with its multiple advantages as an IT destination can be home to a state-ofthe-art Cyber Forensics institute which can in fact be used to outsource cyber-forensics cases from across the globe.

E2Labs has elicited interest from some of the world’s renowned authorities on Information Security with Security Czar’s. Qureshey believes that information security is not a one-time job but a continuous process and South India has all the required attributes to be the IT security hub of India. “India is woefully lacking when it comes to awareness of Cyber Laws and Cyber responsibility. If a user is not aware of the rights and wrongs of the cyber world how can he be expected to act responsibly and actually realize when his digital assets are at risk from a digital threat? In fact, a better question would be - how many cyber crimes actually do get reported? The answer is most humbling. Many hackers consider Indian digital and cyberspace to be a safe haven where they can be confident of not being caught,” Qureshey says. E2Labs also specializes in providing IT Security solutions to the corporate community. These solutions are full spectrum and the services provided range from application specific security to securing whole IT digital assets to devising encryption techniques. E2Labs is one of the few companies which provide the whole gamut of IT security solutions and training instead of merely boxed products. The company is working to come out with an anti-virus

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“A computer is a more potent weapon system than any terrorist’s bomb or Kalashnikov. In today’s borderless global trading environment, hundreds of billions of dollars worth of goods and information which includes electronic designs and images are crisscrossing the world for commerce, humanitarian work, R&D, education and other beneficial purposes. With the immense benefits that come with electronic communication and commerce comes the perils of electronic fraud, hacking for fun or to cause damage to investments, information espionage and cyber terrorism”

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Flexing the Industrial Muscle

Industries in Andhra Pradesh never created an image for this state. Be it automotive, leather, textile, or even manufacturing. IT would be a contradiction. But this state has temperament. A rare patience with the necessary accessories. The state’s priorities were different until

s against the target of Rs 17,000 crore investment in the policy period, the state attracted Rs 57,000 crore worth of investments last year. The year saw 26 projects under execution including the expansion of the Visakhapatnam Steel Plant at an investment of Rs 8,200 crores expected to generate employment for 2000 people, expansion of Ultratech Cements Limited at an investment of Rs 1014 crores among others.

sometime back, but now it has turned around and is looking at industrial development and manufacturing in a big way with a revived vision and focus.

With such major execution of mega projects the year was a real confidence builder for the state and it gave a big boost to the industrial scenario of the state.

ances. It is the first Sate in the country to have a law for single-window clearances, which ensures that all clearances to investors are given within a set period.

In the Industrial infrastructure front, the State has taken lot of initiatives for development of industrial infrastructure for consistent growth. Government in association with APIIC has initiated a set of prestigious projects that include industrial infrastructure, social infrastructure and infrastructure for the specific sectors.

The State has been qualified as “flexible” in its approach to labour regulations and “good” for its simplification of rules and regulations. It introduced the self-certification concept, common annual returns in place of multiple returns with simplified registers, and zero inspection regime through accredited agencies.

The state owned corporation APIIC has already set up 272 industrial estates and specialized parks like ICICI Knowledge Park, SP Bio-tech Park, Marine Bio-tech Park, Agri Bio-tech Park, Special Economic Zone, Pharma City, Hardware Park, HITEC city, Leather Parks, Food Processing Park, Agri Export Zones etc.

According to the industrial policy 2005-10, the road map is to make Andhra Pradesh a strong base for manufacturing sector and to increase industrial investment by 10% every year with an objective to reach Rs.170 billions by 2010 by promoting rapid growth of market driven, knowledge based, efficient and competitive industrial environment. The policy also states that contribution to the State GDP (GSDP) from industrial sector to be increased from 12.9 % to 15 % and to improve exports from the State by increasing the present share of exports in India from 4.39% to 10% by 2010.

The state has one major port at Visakhapatnam which handles largest tonnage among all Indian ports and minor ports at Kakinada, Krishnapatnam, Vadarevu and Gangavaram. The State has undertaken wide-ranging measures to nurture its industries: simplified, less restrictive regulations, labour and fiscal reforms, incentives. In line with this objective, the State has enacted a law for single-window clear-

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In order to achieve the objectives envisaged, the Government offers incentives/benefits to all eligible industrial units set up in the State except in the Municipal corporation limits of Visakhapatnam, Vijayawada and Hyderabad November - 2007

Andhra Pradesh needs to promote SEZs and employment oriented industries, which will help create more jobs especially in the rural market,” B P Acharya, ViceChairman and Managing Director, APIIC.

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, “We are focussing on the construction sector, textile units, steel units, auto components companies, building materials, leather SEZs. As per projections we are looking at an investment of Rs 35,000 crores by March 2008” B Sam Bob, Principal Secretary, Dept. of Industries and Commerce

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sector also needs a boost in terms of job creation. “Unfortunately AP is lagging behind in terms of jobs, which needs to be corrected. While the all India average is 16% of GDP, AP has only 12% of the GDP in the manufacturing sector. Tamil Nadu and Maharashtra are much better in manufacturing, Andhra Pradesh needs to promote SEZs and employment oriented industries, which will help create more jobs especially in the rural market,” B P Acharya, Vice-Chairman and Managing Director, APIIC.

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Of the 100 SEZs in the country, 26 SEZs are in Andhra Pradesh while Tamil Nadu is second with 15. Maharashtra figures third in the list. Already plenty of jobs have been created. “The state has taken the lead in SEZs especially manufacturing and we are looking at the development of these zones which will provide huge employment opportunities for the locals. One unique aspect of Andhra Pradesh is that the state has not taken any land forcefully. We have complete consent from the farmers and they have been given sufficient relief. For promotion of exports, the SEZ infrastructure is very much necessary. They don’t just add value, but provide enough employment opportunities, but it takes time to setup the units and once they start operation, then employment will begin. The state is closely monitoring the development of these SEZs,” said Bob. The Apache SEZ, where Adidas shoes are made, the gems and Jewellery SEZ, the Brandix SEZ in the garment sector, etc are already employing many people. So the state has chosen areas where jobs could be created. The main challenge though, lies in roping in investment from

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The traditional subsistence agriculture is no longer the method to get the right kind of income to the farmer. There is an immediate need for value addition in the form of food processing, global marketing, etc. Probably then, it can become more viable. While separate strategies are being worked out by the government to revamp agriculture in terms of attracting investment, the manufacturing

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Andhra Pradesh’s strength lies in its fully diversified industrial base, with the thrust on high-tech sectors including information technology, pharmaceuticals, biotechnology and Nano Technology. Traditional sectors such as textiles, leather, minerals, and food processing are also being further developed for high value addition. Says B Sam Bob, Principal Secretary, Dept. of Industries and Commerce, “We are focussing on the construction sector, textile units, steel units, auto components companies, building materials, leather SEZs and such like coming up in the state and all these put together will provide huge employment opportunities for the locals. As per projections we are looking at an investment of Rs 35,000 crores by March 2008 and all these would be commissioned within 2-3 years.”

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In last three years the government has signed number of MoUs and also issued several GOs granting incentives in particular to mega industries. Keeping in view the employment potential of the state, the primary focus is on implementation of these MoUs. The government is very particular that whichever MoUs have been executed, should be put in practice. Wherever the promoters are not willing to implement the MoU, there will be no hesitation in scarping them.

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In line with this objective, Government has constituted Infrastructure Authority (IA) for the rapid development of physical and social infrastructure in the State and to attract private sector participation in the Designing, Financing, and construction of, operation and maintenance of infrastructural projects.

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and commence commercial production on or after 1st April 2005 but before 31st March 2010. Projects involving substantial Expansion/Diversification of existing industries in the eligible lines of activities are also entitled for benefits offered under the policy. The list of ineligible lines of activities/industries would be notified separately along with operational guidelines of the policy. Development of quality infrastructure for industrial growth has been given highest priority through private participation.

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the private sector, to have viable models of PPP, and to plan those PPP models so to see that they are transparent. Compared to other metros, Hyderabad has transformed itself amazingly and that too at a fast pace. The state has land, has the right companies coming in, so it will surely be able to create the right kind of cluster of companies. The state already has three distinct industrial clusters in the city – the financial district, the biotech and Pharma cluster, IT space and shortly the FAB city and then the international airport. In Andhra Pradesh, there are certain sectors where traditional clusters have gone against the state, like the automobile cluster. The state does not have much of a vendor base here, which needs to be created. The state has now encouraged the local home grown automobile company, MLR Motors to set up their unit. It will be the first automotive park in Hyderabad. So, with activities aplenty, the state sure is looking at bright times ahead. Moser Baer has given a proposal to establish a unit here though it is in the initial stage. Singapore is also keen on agro food processing. They want to develop some kind of a contract farming according to their standards here in AP. Textile industry is providing mass employment especially in Guntur, Nellore, and West Godavari districts. The state is promoting textile as a major policy and the government is giving special incentives to the major textile units and with the Nellore and Vizag textile park, there will be a lot of push to the textile sector. The state is also in discussion with the Rural Development department and the Social Welfare department to identify the rural youth in those districts where industries are coming up and empower the youth with specific skills. So once the promoter is ready, they will have the youth to take up jobs. “Employment generation through industrialization is the new focus. The state has a number of SEZs with in principal and formal approvals. Wherever formal approvals have come, they need to start work, so that the authorities can review them and see how far they have achieved their promise of providing employment as well as the promised investment. So the implementation of SEZ is an important area where the state’s focus is this year. About 80% of SSIs are sick. The state is now looking at developing a package in association with bankers and also with the technical co-operation of APITCO and see how many industries can be revived,” said Neerabh Kumar Prasad, Commissioner of Industries & Commerce.

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Reviving Water, Enriching Lives

India, once had surplus of everything. Wealth, water, food. Today, India has surplus of what the rest of world needs less. Managing resources has become increasingly difficult for India. With companies like Kirloskar Brothers Limited propagating the concept of water management, there is hope…atleast in Wa-

ndia, once had surplus of everything. Wealth, wa ter, food. Today, India has surplus of what the rest of world needs less. Managing resources has be come increasingly difficult for India. With companies like Kirloskar Brothers Limited propagating the concept of water management, there is hope…atleast in Water management. Bringing green revolution to Laos! Well, that is just one feather in the cap of Kirloskar Brothers Limited (KBL). Laos, where there used to be scarcity of food and the available quantity was about 25 million tones of rice, today 250 million tonnes of rice is familiar number of them. Growth and development has been a steady way of life for KBL, on the company front as well as on the region front. Pacing from 28th position in the world in pump manufacturing, it is now running at the 15th place aiming to be in the top 5 by 2015. But this steady growth has had unique ingredients added on its way of life for KBL which is targeting a turnover of Rs 2000 crores this year. Perseverance, foresight, lessons from hindsight, patience, planned strategies, clear vision, integrity, discipline…not every life manages to get all of these developed in one phase. KBL has done it and with rare élan. Driving this life of KBL, among others, is R K Srivastava, Director, Kirloskar Brothers Limited. According to him, the group company’s vision of being in the top 5 is not a statement, but a concrete commitment to the company. “With a well-planned process of growth in place, we are taking several new initiatives internationally and nationally. Until and unless we maintain a growth rate of 40% year on year, we may not reach our intended goal. So

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ter management. now, our every decision and implementation is based on the vision of reaching the top 5 and thus there is caution on every strategy and calculation,” he says. The company has so far maintained a growth rate of above 30% for the past 4-5 years and riding on the booming economy, this year too, it is looking at a similar growth. “Large Special Pumps like Concrete Volute Pumps, Tubular Concrete pumps will play major role in primary transfer; conventional pumps like Vertical turbine, mixed flow, Axial, Propeller, Horizontal split case and End suction pumps will fins their use Lift Irrigation, Urban Water Supply schemes, etc. So also domestic and Agricultural pump will be necessary to fulfill the requirements of the last leg - end users. KBL’s product range covers all the types of pumps. KBL manufacture roto dynamic pumps ranging from 0.1 KW to 12,000 KW (12 MW). Basically KBL have pumps for 95% application for various sector which includes Industry, water supply, irrigation, refinery, fire fighting and now KBL is focusing on infrastructure projects and fortunately, today, all the sectors are doing well unlike previous times,” said Srivastava.

The Andhra Pradesh Grasp In Andhra Pradesh, KBL has been working on the Rs 844 Crore Devadula Project, Sripad Sagar Project, Handri Niva Sujala Sravanthi (HNSS) - Ananthapur, and Gandikota Lift Irrigation Scheme. All these projects are in association with the Andhra Pradesh government while Rajiv Sagar and Indira Sagar projects have been taken up by KBL on

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KBLâ&#x20AC;&#x2122;s Director, R K Srivastava vision of getting into the top 5 bracket of Pump manufacturing companies in the world will necessasitate a 40% growth every year.

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its own. The company share for pumps and pumping system in irrigation in the country is about 60% and in Andhra Pradesh it has maintained a share of 80%. “From the schemes that we have studied in Andhra Pradesh, the main issue of the state as far as irrigation is concerned, revolves around distribution. The lifeline for this state is the Godavari river and the linkages of the river ought to be made properly. For example, if power generation happens in West Bengal, it goes even to Delhi. It can reach anywhere in the country. So the vision for irrigation too has to be similar. There has to be network linkages all across the country so that the whole country can prosper,” said Srivastava. India, once had surplus of water. According to him the sharing issue is more and more significant for a country like India as it has proportionately less land and more people. “In US, they have 4 times land and 1/3rd people. Everyone has 12 times more than us. Brazil has 25 times more than India. So if the per capita land is 25 times, they will have a different strategy and we need to have a different strategy. It is not necessary that we need to compare. I think, considering this aspect, in our context, water management becomes more important. In Andhra Pradesh, I think, the schemes which are coming from Godavari are very important and when Godavari and Krishna get linked, then, the whole state can be converted into a green state. That is when the real green revolution will happen. The government is moving in this direction.” said Srivastava. Commenting on the state’s contribution towards the growth of KBL, Srivastava said, “The figure is very appreciable. We have started a particular infrastructure unit, mainly in AP. We have almost 3 units in project and 3 units in product and a major unit is from AP. So the contribution from the state is a significant 25%.” The main reason for this according to Srivastava is due to the fact that KBL is the only Indian pump company which has international competition. It has got certain prestigious order internationally and are supplying critical circulating water pumps major companies abroad. KBL is the first company to be supplying rotating equipments to developed countries. It was already supplying to 70 countries and is working in Senegal, Cambodia, Zimbabwe, and many other developing countries. In AP too KBL is going for more especially lift irrigation schemes. “These are large pumps and we are the only pump company which brought the technology in 1960’s and con-

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crete volute in 1990. These are mostly concrete pumps which can handle large capacities and these are very reliable. Even the first pump which was constructed in 1917 in France is still working. We have brought that technology here and these pumps can work up to 120,000 meter cube p33er hour, which means 2 million liters per minute. We can lift river from one point to another. And we are the only ones doing such pumps in India. These pumps have high efficiency and are cost effective especially when they are large capacity pump. So such schemes require peculiar pumps. Nationally and internationally other companies cannot compete with us commercially because this particular product requires certain partnership of local companies and over all system optimisation and as a pump manufacturer, we can do better than others,” said Srivastava. KBL has been able to save almost 12 MW in Godavari and about 8.5 MW in the Sardar Sarovar project. “We are competitive not because we are the only people who can get the order but because our technology is on the forefront and no one else has it in India,” said Srivastava.

KBL in Andhra Pradesh Kirloskar Brothers Limited along with the joint ventures formed by the Company has recently received contracts from the Government of Andhra Pradesh, Irrigation and CAD Department. Few of them are;

JV Company: IVRCL-KBL-MEIL At Hindri Niva Sujala Sravanthi (HNSS) project main canal for stage II of Phase I on EPC Turnkey system, in respect of investigation, design, manufacture, supply of pumps, motors and pressure mains at site of work including erection, commissioning and testing of 12 nos. at each pumping station of Hydro mechanical, Electro mechanical and other accessories and maintenance of the system for 15 years.

JV Company: KBL-PLR Telugu Ganga Project, Kadapa in respect of investigation, design, construction of micro-irrigation lift system comprising civil, steel pressure mains, pump houses and electro mechanical works and including other necessary ancillary works to supply water by lift from foreshore to Reservoirs & providing distributory system for 8,750 acres of ayacut in Anantapaur on EPC Turnkey system.

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Creating a Magnetic Brand

ndhra Pradesh had released its much awaited tourism policy last year and it did keep up to its promise of delivering the required impe tus to the booming sector. While Andhra Pradesh figures on the top of the list when it comes to domestic tourists visiting the state, the focus has now been

strengthened to attract the foreign traveler. A robust branding tool for the state, tourism will definitely lead. About 9.25 crores is the popular figure doing the rounds in terms of domestic tourists visiting the State. But this figure when translated to the revenue received by the state, the result is not very encouraging. The number of tourists visiting the state from abroad is not high. But thatâ&#x20AC;&#x2122;s when the Branding game takes on. The state government, respective authorities and departments, private entrepreneurs, investors all are gungho about this sector and are chipping their active participation to take tourism in the state to a newer level â&#x20AC;&#x201C; that of attracting not volumes but quality tourists. The budgetary allocation when the Stateâ&#x20AC;&#x2122;s first tourism policy was launched was just Rs. 1 crore in the early 90s whereas the investments in the pipeline now are to the order of Rs. 700 crores. Five large Public Private Projects

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have been taken up bringing in an investment of Rs. 705.17 crores and generating (on an average) an annual income of Rs. 22.78 crores for the department. For the first time the tourism department has become a revenue earning department. 48 Tourism Projects under the categories of rural tourism, destinations, circuits & large revenue generating projects have been taken up at a cost of Rs. 85.49 crores. Among these, the State Government has contributed Rs. 43.48 crores, while the Government of India has contributed Rs. 42.01 crores. Among them is the first-ever spa hotel and training centre that would be ready at Nanakramguda here by September 2007 at a cost of Rs. 100 crores. Hilton group is investing Rs. 214-crore for a five-star hotel of at Madhapur. An Urban Entertainment Centre with Rs. 137 crores at the old Gandhi Medical College premises, another at Gajuwaka in Visakhapatnam with Rs. 30 crores and a budget hotel with Rs. 40 crores on the Lower Tank Bund Road are some of the main projects in the pipeline.

The new policy 2006-07, known for brutal tourist-friendly policy opened floodgates to private players and investors. Unexplored and under-explored tourist sensations are now given proper shape to facilitate travelers to reach at ease. The new policy 2006-07, known for brutal tourist-friendly policy opened floodgates to private players and investors. Unexplored and under-explored tourist sensations are now given proper shape to facilitate travelers to reach at ease. New brands of tourism such as heritage, eco, adventure and water are now well discussed topics in the tourism world opening new vistas of socio-economic and employment growth to the state and the people. New brands of tourism such as heritage, eco, adventure and water are now well discussed topics in the tourism world opening new vistas of socio-economic and employment growth to the state and the people. The tourism policy primarily emphasises on expansion of infrastructure, particularly good hotel rooms and a spas. Apart from generating revenue and creating employment,

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the tourism policy has also focused on alleviation of poverty by creating tourism infrastructure in small towns and villages. Such investors would be given incentives from a special fund. The third since 1989, the main feature of the policy is the 25 per cent concession for investors on value added tax, entertainment and luxury tax, 100 per cent reimbursement of stamp duty and registration fee and land on 33-year lease that could be extended depending upon the project feasibility. Subsidies are also being allowed on the investment depending upon the category of projects. The policy has identified six Special Tourism Areas identified for focused destination development namely Hyderabad, Visakhapatnam, Tirupati, Vijayawada, Warangal & Nagarjunasagar. For an efficient performance, the government is concentrating on development of Tourist Circuits. Buddhist, Heritage and Pilgrimage circuits are poised to provide wholesome tourism experience. It plans to encourage private investment in Tourism Infrastructure, rather than engaging in raising infrastructure, except in

areas where it is not forthcoming. The tourism department is working out Intra department MOU’s to define subsisting rights, payment of lease, sharing of profits with Irrigation and R&B departments. The government is now strongly focusing on the coastal belt. According to Anam Ramnarayan Reddy, Tourism Minister, Government of Andhra Pradesh said, “Though I am guided by a Tourism Policy, I want to burgeon the agenda to make the tourism industry perpetually growing. After identifying our virgin sea coast running into 1600 Kms of length, a rare distinction conferred on Andhra Pradesh by nature, I am going to spend more time to convert the coastal belt into vibrating waterways interlaced with beach resorts, restaurants, water sports etc to attract international guests. I am confident about creating a system for coastal development that meets international standards to cater to the need of the visitors. The waterways, uncompromisingly, will be filled with all extravagan-

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zas and the new exploration will not only generate additional revenues but potential employment too.” The idea is to create a new corridor for coastal tourism to merge the people and tourism into one identity. “It is an innovative idea and we are trying to do lot of activity revolving around the port development to give a fillip to the tourism sector. Vizag, Kakinada, Gangavaram and Machilipatnam ports are being looked with a new dimension to explore waterways tourism in a big way. A new location, Odeveru, a natural port near Chirala will make a new junction for waterways tourism wherein the tourism department is planning to use expert knowledge to create an innovative tourist landmark,” said Reddy. The Government is now fortifying its centers to lure international tourists as the flow of foreigners is not encouraging when compared with Tamil Nadu and Kerala. The focus is to create an ambience that will send message to the foreigners to venture into Andhra Pradesh tourist

spots. “Added infrastructures, specially, air traffic, is bound to bring new cheers to tourism industry and our vision is very clear: Act or Perish. We have positioned ourselves systematically to classify destinations into two categories such as Special Tourism Areas and Notified Tourism Areas. With Public-Private Partnership involving State Government, Central Government and private players, we plan to market the hitherto unexplored tourist places in a big way. The USP of Andhra Pradesh tourism could be a blend of nature, cultural convergence and spiritual tourism. We have now created new landmarks of tourist spots with the support of stakeholders including private investors without compromising anything that may dilute the spirit of tourism. Expertise opinion is objectively displayed in promoting tourism policy and at the same time a regular monitoring mechanism is put in place to review the effectiveness of the policy envisaged,” said Reddy. (Inputs from P R Subas Chandran)

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A.P Celebrations

For For Phillip Logan, General Manager, HICC, India beckons when it comes to conventions

A.P Celebrations

November - 2007

15 acres of barren land. Half-an-hour from the central business zone. Tough to innovate. Even tougher when you

The

Magic of Ideas

yderabad can today be easily branded as one of the foremost MICE destinations in the country because of just one reason. HICC. A One-of-its-kind facility, HICC saw as many as 174 bookings last year and will be host to more than 200 events in the coming year. But one has to experience HICC to believe the grandeur and sophistication with which the facility has been built. A pillar-free internal hall of net 6,480 sq. meters which can be partitioned into six halls in an open capacity, which can hold up to 400 tables in Banquet setting and 6000 in cocktail, the facility is an architectural marvel designed with precision of a futuristic requirement. The pre function foyer area also exceeds 6500 sq meters in addition to this internal space. The Centre has mobile operable walls, which when expanded accommodates up to 5000 people. The mobile operable walls are soundproof, built in the US and have been covered with Teak and Silk. They are not only sound proof but they also create an ambience of a Five Star Ball room. The main hall has an inbuilt rear projection screen of about 18-ft by 16-ft screen capacity along with the latest sound systems built into the roof to provide a complete concert-like experience on a flick of a switch. Explaining the need for such elegant and mammoth facilities in the country, Phillip Logan, General Manager, HICC said, “India has last recorded figures of 1.2 billion people. Even if you say that only 10 per cent are into business, it makes for 120 million people. I come from a country called Australia where there are 22 million people and only five

November - 2007

have to innovate in commercial terms. But ideas have magic. A transformation has taken place in that 15 acres of barren land half-an-hour away from the CBZ. The result of will, passion, architecture, planning, technology, and foresight is Hyderabad International Convention Centre (HICC) and the Novotel Hotel. million people in business. We have nine convention centres running at 60-80 per cent occupancy. India has just one such facility and we have already achieved break even in year one in terms of bottom-line. We have bookings right through 2012. I think India has the capacity to have several such convention centres.” Dubai-based Emaar Properties, the world’s largest real estate developer built the facility at a cost of about $39 million near Hitec City. Located on the ground level at front of the building is a 500-person reception area with 16 terminals for registration. Another additional reception area at the entry of the convention centre has an additional 8 terminals has been provided to allow foreign exchange, travel, PCO, Concierges facility or any special front desk operational requirement. The main reception has a back office with 16 workstations with attached Kitchen, Pantry and two additional meeting rooms. Adjacent to the main reception is an all-purpose built Organiser place. Each office has a suite of four rooms, which includes arrival lounge area for organizer’s guest of 30 sq. meters, a workstation office of 27 sq. meters and a private organizer’s office. The facility also has a Cloakroom facility with phone and Internet for delegates on Ground Level. Located on level 1 is a business centre with Internet facility, where Security, event organizers and operations team can over look the facility with 38 CC TVs with display on dual plasma screens for easy venue viewing. Also on level 1, adjacent to the main auditorium, are our four boardrooms to provide specialist support similar to the quality of Five Star hotels. A.P Celebrations

Also located on Level 1 is a stunning Glass Board Room, which overlooks the lake and exhibition centre with both indoor and outdoor options available and a separate entrance for private access to the meeting space within New vision, new strategies. Novotel Hotel. By Pavithran Nambiar, GM, Novotel taking the dual esis game to tackle new challenges calators/lifts for Hyderabad is well-known in level 2, the facilthe corporate world. Novotel ity has six more boardrooms and Hyderabad has currently got meeting rooms the second highest rates with 4 separate speaker preparaamong all the Accor properties, tion rooms as well as breakout but that is the trend in India. rooms. “Each metro will probably get a venue for MICE events in the future. HICC and AP just took first mover opportunity. Emaar, as owners of HICC and being a Dubai company wanted to develop a product that would stand the test of time. The other markets do have larger business and hence, will probably get larger Centres in the future. However, HICC has superb world class technology and Dubai quality, so it’s pitched at international market high end product strategy. Essentially there are two basic strategies; volume or quality and in HICC’s case, we have both. It will be difficult to match with quality flexibility and style. This will mean, along with 3-5 years march on competition, the human capital and experience will also be hard to overcome. Hyderabad is and will be a benchmark for MICE in this country for many years. Our owners have intelligently exercised their first mover advantage,” said Logan. HICC is part of a master planned infrastructure and there will be future expansion plans for this site in years to come. “Joint venture partners and the government will always be looking for ways to improve this precinct, so its only natural in the future this could change. In regards to Novotel, we remain the same size but with improved F & B offering. We A.P Celebrations

are just about to commence construction of a new restaurant concept along with many other changes which our owners are investing. Accor in India is rolling out brands across all segments. Novotel Hyderabad Airport will open mid March 2008 at the new airport site. Accor intends to have all its brands from Formula 1, IBIS, Mercure and Sofitel in Hyderabad,” said Logan. With 287 rooms, a bar and a restaurant, the Novotel hotel compliments HICC well and is a marvel in itself. Reflecting exuberance within its interiors, the hotel is among the best business hotel in the twin cities. “Hyderabad is well-known in the corporate world and with a property like Novotel, we are very well placed. Novotel Hyderabad has currently got the second highest rates among all the Accor properties, but that is the trend in India. We are not worried that new groups are coming in to Hyderabad. On the contrary, we are happy that new groups are coming in because this means that the current artificial cost inflation will go away,” said Pavithran Nambiar, general manager, Novotel. Having tasted success with HICC and Novotel hotel, Accor is coming up with a new property near the upcoming international Airport in Hyderabad with 300 rooms.

HICC Highlights I

Dimmable halogen lights across the entire facility.

North, South, East and West cat walking facility at 6 meters and 18 meters.

Has three levels with a fixed seating of 650 on level 1 and eight Interpreter/corporate lounges and two Audio/Visual control systems which overlook the main stage.

The roof is fitted with catwalks and truss to withhold heavy weight for suspension of large physical items. This is to include a full exhibition mode as well as Convention mode.

To further enable the exhibition mode at the main hall, the floor has been provided with pits with facility of power, water, outflow/waste, cables and phone lines across the entire 6400 sq. meters.

Whilst the clear roof is 12.5 meters in height, the roof height above the catwalk is 14.1 meters.

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A.P Celebrations

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Andhra Pradesh abounds in human resource. This is a popu-

Deciphering the Educated Quantity Maze

lar fact. But if one tries to dig into the intricate web of facts, one realizes that though there is enough volume in terms of engineers, graduates, technically qualified students, and others, the quality that every industry so discerning requires is totally

ith about 100,000 engineers passing out every year and about 450, 000 other graduates available, Andhra Pradesh can easily boast of one of the most wellequipped human resource generator in the country. These numbers have definitely given a very strong edge to the state within the country and abroad, giving it a strong branding across industries and boundaries. But the challenge to actually deliver to this brand impression is huge. With concepts like Jawahar Knowledge Centres, which was pioneered by Andhra Pradesh primarily in the field of IT, the movement surely has begun. Now the educational institutes, especially higher education institutes need to put their act together. The government on its part is working on various strategies. The government of India through an office memorandum has introduced ‘Outcome Budget’ in place of performance budget in government. Accordingly, the outcome budget of the Higher Education Department for 2007-08 has been prepared. The outcome budget will invariably indicate physical dimensions of the financial budgets indicating the actual physical performance 2005-06. The provision of the Universities has been increased to Rs.355.87 Crores under Non-Plan and Rs.58.00 Crores under Plan as against Rs.340.68 Crores (Non-Plan) provided during 2006-07 keeping in mind the increased Block Grant requirement on account of setting up of the three new Universities, namely Telangana University, Adikavi Nannaya University and Yogi Vemana University; release of Special Grant to Potti Sriramulu Telugu University; additional requirement

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down in the dumps. But the ‘Fact’ is so strong, that educated human resource in the state is one of the biggest branding that Andhra Pradesh can boast of. of Dravidian University; the Government’s desires to set up one new State University for Nalgonda and Mahaboobnagar District during 2007-08 with a view to improve their educational facilities; among others. The sphere of Technical Education is another important aspect to education. While it prepares learners for careers that are based in manual or practical activities, traditionally non-academic and totally related to a specific trade, occupation or vocation, it is a sphere which has a lot of relevance in the industry. Technical education has diversified over the 20th century and now exists in industries such as retail, tourism, information technology, and cosmetics, as well as in the traditional crafts and cottage industries. In Andhra Pradesh, the government has started to give importance to technical education now and has announced several schemes and development programmes. Andhra Pradesh was ranked number one in the country in the 5th joint review mission held by World Bank Technical Education Quality Improvement Programme. The online Common Entrance Examination for admission into Polytechnics (CEEP) publication introduced for easy accessibility for application or admission for remote areas to issue instant hall tickets for engineering students, help lines,

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and 1100 Rajiv internet kiosks have all helped in easing the entire process. In Andhra Pradesh, there are 282 engineering colleges with availability of 98, 793 seats. There are 112 B-pharmacy colleges with 6215 seats; 237 institutes for MCA with 21,415 seats; 197 MBA institutes with 17,189 seats; and 142 Polytechnics with 23,980 seats. The planned budget for technical education is Rs 86.92 crores while the non-planned budget is Rs 145.28 crores. Admission in Polytechnics was at 97.75% for the year 2006-07 as against 85.5% in 2005-06. Engineering seats touched 89.8% against 68.1% in 2005-06. A series of IT based solutions have been initiated in the technical education department, which are in various stages to streamline the various processes in the department. The major initiatives include Polytechnic college inspection system, Engineering college intake monitoring system, technical education staff module, Eamcet Information system, Directorâ&#x20AC;&#x2122;s messaging system, student trans-

fer module, file monitoring system, Parishkruti - public monitoring grievance system, web based online counseling system etc. Industry-Institution Interaction is among the top priority. The Community Polytechnic Scheme (CPS) has been introduced in 64 Polytechnics offering Certificate courses with training to unemployed youth in rural and backward areas at free of cost in the field of Computer, Skilled Oriented Courses and Domestic Courses especially for Women folk. Internal Revenue Generation Scheme is implemented in all the Government Polytechnics for generation of funds at their institutions by providing consultancy and running short-term/certificate courses in Computer education. This novel scheme in future would envisage a 15% cut in their respective institution regular budget and eventually reducing the financial burden to the Government. Andhra Pradesh State is one among the Seven States selected to participate in the 2nd phase of Technical Educa-

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tion Quality Improvement Programme (TEQIP ) of Government of India. The Education department is now working on the design and implementation of campus web based counseling developing a system for all admissions in engineering colleges, MBA, MCA, Polytechnics and others. The advantage is that the counseling time is reduced and students can exercise more options without time pressure. The department is trying to ensure that the system reaches even the remote places of the state so that the student need not travel far away places. The system will also accommodate inclusion of new colleges, courses and increase seats during counseling. The government is also interested in improving the quality of training in the engineering colleges and make more people employable. Engineering colleges, which have the potential of improvement will be identified by an expert group. The identified colleges will be looked at aspects of

improvement. The intention of the government is to take some engineering colleges to the level of NIIT and IIT. JNTU engineering college, Chaitanya Bharati Institute of Technology, Osmania University College of EngineeringHyderabad, Vasavi Engineering College, Andhra University College of Engineering, S V U College of EngineeringTirupati are some of the institutions identified as having certain top-end standards in terms of infrastructure and faculty.

Admission in Polytechnics was at 97.75% for the year 2006-07 as against 85.5% in 2005-06. Engineering seats touched 89.8% against 68.1% in 2005-06. A series of IT based solutions have been initiated in the technical education department, which are in various stages to streamline the various processes in the department.

November - 2007

Top Notes in Tech Education An amount of Rs. 152.853 crores was allocated for implementation of TEQIP from 2004-07. The Programme is an Externally Aided Project funded by the International Development Association (World Bank). In the State, eight University Engineering Colleges, three Private Engineering Colleges and One Government Polytechnic have been selected for the TEQIP Programme. Sphruti is a novel project conceived for integrated development of polytechnic students. The components include communication and soft skills, employability and placement, teaching and learning resources, teacher training, elibrary and e-connectivity. The budget requirement for this is about Rs 15 crores. Some of the faculty member of reputed colleges should be sent abroad for training in reputed institutes like Massachusetts Institute of Technology or Georgia Tech, etc. Active collaboration can be built with some of these institutions. Faculty members should be encouraged to carry out research in frontline and emerging areas of technology and performance based incentive should be given to them. A couple of engineering colleges should consider introducing non-technology and aero-space engineering as a branch study. BITS is coming forward and establishing its 4th campus. Site has been given, foundation laid and in next two years hopefully it will be ready. IIT in Medak is coming up.

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A.P Celebrations

November - 2007

A.P Celebrations

When Branding seems to be a very

The Mammoth Brand of AP

corporate word, how does agriculture play a role in it? It probably does for a state like Andhra Pradesh. Especially, considering the fact that the scope for the state to achieve four to five per cent GSDP growth rate in agriculture is immense. Branding be-

rare example of electoral promises being fol lowed could be Andhra Pradesh. Primarily because Agriculture which, has been given immense importance since the congress government took over. Even nature has favoured the state. The government has also taken enough steps to keep the huge population of farmers in the right spirit and the state is currently swaying in the greens with beaming faces on the countrysides.

comes even more apt through agri-

The interest rates on crop loans were reduced to five to seven per cent as against 13 to 15 per cent as the case previously. Government has increased the budgetary allocations for agriculture and its allied sectors, irrigation, rural development, power sector etc to improve living conditions of farmers who were numbering about 1.15 crores in the State.

Rs.4,265 crores through direct subsidy, cross-subsidy, power purchase etc.

Few months back, Chief Minister Dr Y S Rajasekhara Reddy released an action plan for the farmers. It was a well-calculated plan covering all aspects that have so far affected the state’s farmers. Dr Reddy mentioned that the total investment that was churned into agriculture, especially farmer welfare, by the state government was Rs.22,647 crores. Besides, the Government had also taken steps to extend Rs.22,650 crores crop loans to farmers during 2007-08. These figures indeed give a very bright picture of the state’s initial assertion that if elected to power, the farmer would be prioritized. The Government has compiled the action plans of various departments related with farmers to bring out an ‘Integrated action plan for farmers for 200708’ which would contain schemes, budgetary allocations and funds proposed for the sector during current year. As part of it, about 50,000 new agricultural connections under ‘Free power’ category would be released during the year, and the farmers would get an overall benefit of

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culture because it was this sector which brought the end of a nine-year rule of TDP and gave Congress a chance to fulfill electoral promises.

Agriculture has been the chief source of income for the state’s economy. Two important rivers of India, the Godavari and Krishna, flow through the state, providing irrigation. Rice, sugarcane, cotton, mirchi, and tobacco are the local crops. There are many multi-state irrigation projects in development, including Godavari River Basin Irrigation Projects. Several new initiatives have been taken up by the government in recent times. The most recent being, and a significant one at that was the government’s plan to bring in a new legislation to regulate the sale and usage of ‘genetically modified’ (GM) seeds. Another significant move was that of exploring the possibility of enacting a separate legislation to regulate the sale of genetically modified seed in view of a recent high court judgment, which said no permission was required from the government to sell BT cotton seed in the state. According to N Raghuveera Reddy, Minister for Agriculture, Several new initiatives saw the light of the day this year and N Raghuveera Reddy, Minister for Agriculture has a clear-cut agenda planned for the coming year.”Agriculture has been the focus of our government and it has been the main priority area whenever there is any planning or strategy being considered.

November - 2007

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In a very important move, the government is considering the possibility to bring in a legislation to control the usage including the sale of GM seeds. Apart from that, 35 lakh acres of land in the state would be brought under cultivation by the year 2009.â&#x20AC;? The Government is also extending support to the farmers at every stage, right from sowing to marketing i.e., by providing the crop loans, organic manure, power, irrigation, crop insurance etc. In Food grains, an area of 10.73 lakh hectares was sown as against 41.50 lakh ha of season normal (26%). As for Oil seeds, an area of 6.08 lakh ha was sown as against 20.71 lakh ha of season normal (29%). Preparatory cultivation for dry crops as well as for wet lands is in progress taking advantage of the rains received so far. It is expected that Bt cotton would be cultivated over an area of 25 lakh acres during this Kharif 2007.

Department of marketing There are 312 Agricultural Market Committees (AMC) constituted in the State to enforce the provisions of the Markets Act. The Market Committees have notified 889 markets. Out of these markets, 538 notified markets have land. Infrastructure and other facilities were provided in 381 markets having land. There are 195 functional market yards in the State. Other markets are yet to be developed. All the market committees have spent large portion of their income for construction and development of market yards and creation of facilities to both farmers and traders for sale and purchase of agricultural produce in the State. A prominent scheme implemented by Agriculture Market Committee is Rythu Bandhu Pathakam (Pledge Loan Scheme) which was introduced to prevent farmers from resorting to distress sales. There is no budgetary restriction for giving advances under Rythu Bandhu Pathakam and the advances are limited to 75 % of the value of goods pledged subject to a ceiling of Rs.50.000/- per farmer among other features. Though the Agricultural Market Committees cannot do market interventions directly when there is a glut in the markets, the Department is providing funds to agencies like A.P. Markfed, A.P Oilfed, and such like. AP Tobacco Growers Union, District Collectors and so on for undertaking market interventions to commodities A.P Celebrations

Agriculture has been the focus of our government and it has been the main priority area when ever there is any planning or strategy being considered. There have been actions taken up by the government favouring agriculture. The State Government has been consistently putting pressure on the Centre to enhance the minimum support price for paddy and groundnut. - Agriculture Minister N. Raghuveera Reddy like Maize, Chillies, Tobacco, Tomatoes, Onions etc., to protect the interest of farmers. 299 Agricultural Market Committees have been computerized in the state by the Govt. of India through DMI in collaboration with NIC. The remaining 13 Agricultural Market Committees are also being provided with computers.

Horticulture The Government of Andhra Pradesh has placed high emphasis on horticulture development and a number of programmes have been implemented resulting in the generation of higher incomes to the farmers. Horticulture is a significant contributor to the economy for its encompassing benefits not only in the agriculture sector per se but for its wider applications and benefits in improving the rural livelihood through improved nutrition, sustainable farming, employment generation, etc. The sector is a critical component in the envisaged Evergreen Revolution. Horticulture crops covering wide variety of fruits, vegetables, spices, medicinal & aromatic plants, floriculture, mushrooms, plantation crops and oil palm etc., provide a remunerative means for diversification of land use for improving productivity, returns, nutritional security, increasing employment opportunities and provides raw material for growing agro â&#x20AC;&#x201C; processing industries in addition to and earning valuable foreign exchange.

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Component wise details for Physical Target and Financial outlay approved for implementation of NHM Programmes during 2007-08 in ANDHRA PRADESH Crop

Estimated Cost

Proposed assistance

Action Plan 2007-08 (All 18 Districts) Target

Outlay

GOI Share 85%

Plantation Infrastructure and Development A Production of planting material-Public Sector Model Nurseries (More than 4 Ha.) (No.â&#x20AC;&#x2122;s) Rs. 18.00 lakh/unit Small Nursery (1 ha.) Rs. 3.00 lakh /unit Rehabilitation of Existing Tissue Culture Units (No.â&#x20AC;&#x2122;s) Rs. 8.00 lakh/unit Rehabilitation of TC labs and related units in SAUs Rs. 8.00 lakh/unit Private Sector Model nursery (4 ha)

Small Nursery (1 ha.)

Rehabilitation of existing tissue culture units

Maximum of Rs. 18.00 lakh pernursery Maximum of Rs. 3.00 lakh per

5 12

90.00 36.00

76.50 30.60

Maximum of Rs. 8.00 lakhs per unit

0.00

Maximum of Rs. 8.00 lakh per unit

3.00

2.55

216.00

183.60

73.50

62.48

Credit linked back-ended subsidy *Credit linked back-ended subsidy@50% of the cost of project ltd. to Rs. 9.00 lakh per nursery for individual entrepreneurs. Rs. 3.00 lakh per unit *Credit linked back-ended subsidy @ 50% of the cost of project ltd.,to Rs.1.5 lakh per nursery for individual entrepreneurs.

Rs. 18.00 lakh/unit

Rs. 8.00 lakh/unit

*Credit linked back-ended subsidy @ 50% of the cost of project ltd., to Rs.4.00 lakh per unit for individual entrepreneurs.

SUB-TOTAL Estb. of new gardens/Area Expansion Fruits - Perennials (Sweet Orange, Pomegranate, Guava) Mango (Low Density) Mango (High Density) Sapota Spices

Organic Farming Adoption of Organic Farming (Mango, Citrus, Pomegranate) Spice (Turmeric, Chillies) Vegetable Vermi compost units

0.00

Rs. 30,000/ha

Rs.15,000/ha (av.)

Rs. 20,000/ha

Rs. 60,000/unit Rs.30000/unit

418.50

355.73

1845.90 112.71 1129.84 57.42

1569.02 95.80

4670

467.00

396.95

1520

228.00

193.80

75% of cost subject to a maximum of Rs. 22,500/ha limited to 4 ha per beneficiary in 3 installments 16408.00 Rs. 8670/ha 1300.00 Rs. 22500/ha 10043.00 Rs. 6488/ha 885.00 75% of cost subject to a maximum of Rs. 11,250/ha limited to 4 ha per beneficiary

50% of cost subject to a max of` Rs.10000/ha subject to limit of 4 ha.per beneficiary. 50% of cost subject to a maximum of

48.81

* The release of back ended subsidy need not be credit linked for the institutions like cooperatives, registered societies/trusts and incorporated companies in the public and private sector provided these companies can meet the remaining 50% of the project cost out of their own resources.

Consumption of fruits and vegetables in the State is growing at a faster rate as compared to other food products. Between 1996 and 2002, the consumption of dry fruits, fresh fruits and vegetables recorded a compounded annual growth rate of 19 percent, 12 percent and 11 percent respectively, as against 6 percent observed in respect of edible oils, pulses, milk and milk products and 7 percent in respect of cereals (A.P. state focus paper, NABARD).

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The Government of Andhra Pradesh has been giving much needed emphasis on horticulture development and number of programmes were implemented resulting in the generation of higher incomes in the rural areas, improving the quality of life in villages to bridge the gap that exists in access to education, health and other services between rural and urban areas and creates gainful employment opportunities on a self sustaining basis.

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One important trend observed in the recent years is that horticulture development has not only picked up in rural areas but also spread into urban areas and from traditional agricultural enterprise to the corporate sector. This trend has lead to the adoption of improved technology, greater commercialization and professionalism in the management of production and marketing.

Quality improvement through crops specific IPM / INM / MNM, organic farming through facilitation in certification and setting up of vermi compost units.

As a result, there is a perceptible change in the concept of horticulture development in the State. A large number of concessions, assistance and incentives are given to the growers, processors and exporters by State and Central Governments.

In order to overcome seasonable barrier and making the vegetables and flowers available round the year, the protected cultivation is encouraged with increasing population, urbanization and availability of land becoming scarce.

Andhra Pradesh Ranks 2nd in production under total spices and fruits 3rd in production under total flowers. Cropwise, Andhra Pradesh ranks 1st in production of mango, citrus, mosambi, papaya, chillies, turmeric and oil

Emphasis on creation of post harvest infrastructure i.e. pack houses, cold storages, drying platforms besides providing farm mechanization equipment and post harvest tools.

palm, 2nd in tomato and coriander 3rd in pomegranate, 4th in tapioca, bhendi and grapes, 5th in banana, sapota, brinjal, onion and ginger (NHB data base 2005).

Strengthening of Horticulture marketing infrastructure by providing assistance towards infrastructure development, setting up of rural and wholesale markets beside extending assistance for functional infrastructure like grading packing etc.,

Strategies for Development of Horticulture Increase in production and productivity to make it as sustainable horticulture through rejuvenation of old orchards, organic farming and supply of improved and hybrid varieties instead of traditional varieties.. Quality improvement through adoption of crop specific I.P.M, and I.N.M, adoption of pre & post harvest management practices, and such like. Facilitating processing, value addition, marketing and exports. Efficient and effective utilization of water through Micro Irrigation.

Major thrust areas and interventions during 2007-08 Increasing production and productivity through bringing additional area by diversification from traditional to market driven horticultural crops like fruits, veg-

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etables, spices, Medicinal & Aromatic Plants, plantation crops and flowers, rejuvenation adoption of improved package of practices, use of high yielding / hybrid quality planting materials etc.,

Promote capacity building and human resources development at all levels â&#x20AC;&#x201C; on farm training and training at State Horticulture Institute. Water is a precious and scarce input. Hence emphasis is laid on adoption of micro irrigation. Facilitation in formation of crop specific growers association. Facilitating in exports by issuing phytosanitary certificates, certification by agencies etc. The atmosphere is inspiring; there is a sprout...a growth that beckons a new world for the state in terms of economy and Branding. For sure, there will be a time Agriculture will Brand India, economically.

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Every boom is directly or indirectly related to infrastructure growth. Though not even near being a sector that can brand Andhra Pradesh, there still is a lure. Evident it is from the fact that there are so many IT companies thronging

The Woes will

Wither M

unicipal Administration and Urban Devel opment Department (MAUD), Hyderabad Urban Development Authority (HUDA), Andhra Pradesh Industrial Infrastructure Development Corporation (APIIC), Andhra Pradesh Urban Finance and Infrastructure Development Corporation Limited (APUFIDC), Infrastructure Corporation of Andhra Pradesh (INCAP)â&#x20AC;Śall authorities and corporations are devising the best strategies to look into aspects that can help alleviate the infrastructure woes of Andhra Pradesh and its economic hub - Hyderabad. With several plans implemented, many underway and many more planned, the state is much much in safer surroundings than Bangalore or Karnataka. The year has seen several developments from the responsible corporations and authorities. MAUD issued a notification constituting GHMC (Greater Hyderabad Municipal Corporation), which comprises an area of 625.52 sq.kms and will have a population of about 67 lakh. MAUD has taken up various development activities costing Rs. 28,000 crore to ensure uniformity in providing civic amenities, infrastructure and enforcement. The ongoing developmental activities include Rs. 5,000 crore on prestigious Outer Ring Road project, integrated sewerage infrastructure, Metro Rail, Rajiv Gandhi International Airport, Rs. 906.36 crores Musi Beautification project, cleaning of Hussain Sagar and Rs. 2000 crores special package for infrastructure development of Old City among others. Apart from our usual budget the Central Government has sanctioned a total sum of Rs.1354.79 crores under

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into the state, presence of biotech and pharmaceutical majors, plenty of SEZs coming up, tech and textile parks sprouting up; the climate is healthy for rise of the economy. JNNURM for the development of mission cities, Hyderabad, Visakhapatnam and Vijayawada. For infrastructure development in tier-two towns Rs.1314.19 crores was sanctioned under Urban Infrastructure Development Scheme for Small and Medium Towns (UIDSSMT). For the year 200607, in phase II 31 projects will be taken up in various municipalities in the state for development of Water supply, Storm water drain, Sewerage, Roads and Solid waste projects under UIDSSMT. Andhra Pradesh would be the first State to have received maximum sanctions with which 70% of the cities and major towns in the State will be covered under infrastructure development. Government of Andhra Pradesh has introduced various programmes under JNNURM, UIDSSMT and Integrated Housing and Slum Development Programme (IHSDP) to address various issues related to urban slums. Slum Improvement Project Funded by DFID-UK is underway for quite some time. Infrastructure Corporation of Andhra Pradeshâ&#x20AC;&#x2122;s (INCAP) role has become imperative as a developer, advisor, financer and manager of major infrastructure development projects in the state. Currently its top priority is to oversee the completion of major ongoing projects in stipulated time. Apart from that it also has plans to organize an INCAP empowered committee meeting to discuss and prepare a plan of action regarding new projects to be taken up by INCAP. Sea Ports are imperative for industrial development. To begin with INCAP has conceptualized the Rs 1800 crores Greenfield Gangavaram Port Project in Vizag. The project taken up in PPP mode on Build-Operate-Trans-

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fer (BOT) basis is currently moving at good pace and is expected to be handling cargo by March 2008. Airport expansion and modernization projects of Gannavaram, Tirupati, Rajahmundry and Vizag are on. Airports Authority of India (AAI) has agreed to fund the development of the above mentioned airports. The role of INCAP is land acquisition and infrastructure development which include roads and water facility. Procurement has started for the Outer Ring Road (ORR). The first phase work is already going on. Out of the total 163 kms, 80 kms has been awarded on BOT annuity basis and about 60 kms will be completed by December 2008. The northern sector of about 80 kms is in the final stages of negotiation with Japan Bank of International Co-operation (JBIC). The Krishna-Godavari Gas Ltd (KGGL) has developed rapidly. This year the new initiative is to develop the coastal corridor from Srikakulam to Nellore. Intention is also to open up the area and develop tourism projects, fisheries, develop a cold chain, and provide access to remote villages. The airport connectivity will be provided by March 2008, which is 24 kms from Gachibowli to Shamshabad. Investment inflow for the projects is about Rs 20-25,000 cores. The ORR itself is Rs 8,000 crores. The funding from JBIC is about Rs 2,500 to 3,000 crores. One advantage is that the entire land acquisition has been completed for the ORR. On its part APUFIDC aims to tap additional investment in urban infrastructure from the market to supplement the existing sources of finance. Towards this end, APUFIDC aims to leverage the Andhra Pradesh Urban Infrastructure Fund (APUIF), for which APUFIDC is the Asset Manager, to attract finance from the market and, in the ensuing future, proposes to assist ULBs with finance for economically viable projects. HUDA has taken up development of Integrated Township along the ORR and selection of Developers for extension of the projects under PPP basis including Tellapur (400 acres), Srinagar (600 Acres), and Uppal (800 Acres). Two roads have been proposed to be taken up in the current financial year which include Road from Palmakul village (near P1) on NH 7 to ORR near Golkonda Khurd. Length of the Road is 10 kms and with a width of 36 mts with an estimated cost of Rs 111 crores. Another road connects IRR old Kurnool road to Srisailam Road. Length of the road is 10 kms and width is 45 mts with an estimated cost of Rs 90 crores.

A.P Celebrations

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The Government projects a total fund flow of $456 billion in the 11th plan period (2007-2012) over and above

In the Core

League

the projects completed and underway. The Planning commission also estimates seven million new job opportunities and at least 20-25% of this will be in the construction sector alone. With such a huge potential,

omewhere around the dark ages of Indian eco nomics – the high tax, restriction ridden, change resistant, inspector ruled general gloomy scenario of the pre-liberalisation regime, the government of India under the able leadership of prime minister P V Narasimha Rao, realized few facts. One being that besides liberalizing the tax regime, exportimport control and allowing FDI into the telecom sector, real estate, finance, banking & insurance sectors, infrastructural development in almost all sectors was essential to generate higher growth rates. The change started then on. Since 1991-92, the prevalent business and service environment became very conducive to the entry and growth of infrastructure construction companies with massive amounts of investment earmarked in this area covering a wide spectrum of activity, starting with water management and irrigation infrastructure, highways and Expressways, ports and marine infrastructure, Transportation corridors, Aviation, rail transportation, power generation and transmission in industrial construction and the Urban Renewal Missions.

IVRCL is eyeing the big pie and with its track record, there can hardly be any doubt that they will take it home.

mand for not only consumer goods and service, but also housing and real estate. Property prices boomed and housing finance banks and NBFCs registered encouraging results. IVRCL infrastructure and projects limited was one of the firms able to contribute to and profit from this unprecedented boom phase. Having commenced operations in 1987 in the construction sector IVRCL forayed into various social infrastructure sectors of vital importance like water transmission, water treatment, solid waste management, roads and highways, bridges, power transmission and related engineering capabilities and succeeded in getting graded as a leading developer company by the state and central governments.

Andhra Pradesh responded slowly but smartly to this phenomenon, and under the charismatic leadership of visionary Nara Chandra Babu Naidu, took urgent and positive steps forward in this direction, starting with the beautification, streamlining and modernization of the twin cities.

A worldwide road show and IPO in July-August 2007 was expected to gross Rs 700 crores. All that is however history, and IVRCL now has an order booking touching Rs 8000 crore, a rating by standards and poor just behind Infosys and a CAGR of 45% over the last decade, the company’s director and employees exude a rare confidence which is very heartwarming to one who has seen the stagnation and slow growth years here in the twin cities.

This encouraged multi-national companies to set up shop in and around the twin cities, triggering off growth in almost all areas radically changing life and lifestyle, increasing purchasing power and giving a fillip to the de-

Over the years, they have worked on and developed their core competencies and have developed a solid platform for any type of infrastructural building. “The company today is short of nothing – people qualified and trained

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Sudheer Reddy, CMD, IVRCL has led the growth of the company with rare foresight and has played a vital role in putting IVRCL in the core league of growth oriented companies.

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A.P Celebrations

manpower, high levels of competency and finance. It has developed impressive credibility with banks that are willing to support their projects,â&#x20AC;? says S Ramachandran, Deputy Director and Corporate Strategy. Having established a firm base in Andhra Pradesh IVRCL also spread to Chennai, Bangalore, Pune and Noida and is on the threshold of selling itself abroad for projects in Saudi Arabia, Oman and Dubai. The company is also looking at water projects, port development, ship building and fabrication of components for oil rigs. IVRCL also wants to establish a presence in the HydroCarbon exploration and production, and as such is involved in the acquisition of an American Onshore Oil Rig Company. In a consortium with General Electric Infrastructure India, Toyo Engineering Corporation of Japan and Cethar Vessels of Tamil Nadu, has put forward a bid for Rs 800 crore, 150 million litres per day water desalination project in Gujaratâ&#x20AC;&#x2122;s Kutch region. It is also looking at consolidating its position by acquiring three companies in the construction, power transmission and engineering sphere.

A.P Celebrations

For this purpose, it has set aside $150 million or Rs 615 crores to fund this inorganic expansion. These include a Hungarian construction firm, a west asian firm with operations in Dubai and Oman and in the power transmission sector there and a South India based engineering company having 200 engineers. So a good and early start, a firm infrastructural and order base has led to a bright, optimistic diversified future. The future, admits Ramachandran and Sudheer Reddy, CMD is indeed bright and promising, and puts IVRCL in the core league organizations which have helped in creating Brand AP, nationally and internationally.

Having established a firm base in Andhra Pradesh IVRCL also spread to Chennai, Bangalore, Pune and Noida and is on the threshold of selling itself abroad for projects in Saudi Arabia, Oman and Dubai. The company is also looking at water projects, port development, ship building and fabrication of components for oil rigs.

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A.P Celebrations

A Promise is Delivered With end-to-end solutions in Infrastructure and Real Estate industry, Indu Group, based out of Hyderabad, has operations spread across the country. The company has world-class expertise in developing IT parks, IT SEZs, residential townships, shopping malls, hotels, theme ventures, and core infrastructure projects in irrigation, roads, public health and energy. Indu’s multidisciplinary capabilities and specializations ranging from design, construction management to wholelife asset management enables it offer customers complete end-to-end solutions. To service the complete value chain, Indu Group offers its services in the capacity of a Realtor, Developer, Builder and an end-to-end Solutions Provider. “Our company is into infrastructure and real estate. In real estate, we have focused primarily on the southern part of India and on some parts of western India. In addition to those in Hyderabad, we have projects in Bangalore, Nagpur, Pune, Chennai and Cochin. On the infrastructure front, we are working on both government awarded and private projects in Andhra Pradesh, Maharasthra, Delhi and UP. Overall, 60% of our business is in real estate, while the rest 40% is accounted by infrastructure,” said I Syam Prasad Reddy, MD & CEO, Indu Projects Limited. Indu fosters a culture of innovation & technological excellence, challenging the conventional practices and setting standards for others to follow. “Our strength stems from our knowledge-based approach, highly experienced team, strong multidisciplinary capabilities, and state-ofthe-art infrastructure. Our future-ready policies, robust systems and processes further enhance our strength. Indu recognizes that its clients are its most important partners, and is hence highly focused on their needs and expectations. This customer focus enables us to provide responsible and dependable service. We maintain exceptionally high standards for quality, health and safety, envi-

A.P Celebrations

Breathing life into a blueprint is a challenging proposition. It requires not only dedication and technical know-how but also a thorough understanding of market dynamics. A Few succeed, many close shop and only a select few have the confidence of overpowering success. Very few fall in this league extraordinary. Indu Projects has the rare distinction of setting standards and then surpassing them. Today, it is looking high. The company knows that it has strengthened itself internally to deliver what has been promised.

ronmental protection, and are committed to delivering projects on budget and on schedule, often exceeding client’s expectations,” said Syam. The company has 40 million sq. ft of construction planned for the next 4-5 years. In Andhra Pradesh, the company has plenty of projects going on especially in Hyderabad. “We have about 75% of the real estate projects being developed in AP. Most of these projects are in Hyderabad while a few are in Kurnool and Kakinada. Having said that, we are not focused on just one specific area and are spread out in Hyderabad,” said Syam. Along with residential townships, Indu is also developing IT/ITES SEZs in Nagpur and Hyderabad. Besides developing projects in Tier II cities, the company is exploiting untapped opportunities in upcoming suburbs of metros such as Shamshabad in Hyderabad. In a market that is quite competitive, Syam says that the survival depends on right pricing. He says, “The pricing of the product has to be appropriate. We have succeeded in getting the pricing right that has contributed to the success of our projects. We have made large investments in developing our delivery capacity. We have our own construction team, we are relying on backward integration to improve margins and control delivery timelines. So, in all aspects we are strengthening our core capabilities and our delivery capacities.”

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A visionary entrepreneur, I. Syam Prasad Reddy, believes in innovation and people-empowerment to build Indu Projects into a USD 1 billion in yearly revenues by 2011, a mere 10 years from inception.

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IT Parks

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Commercial Spaces

Residential Spaces Lifestyle Villas Indu offers a wide range of residential spaces that include Luxury villas, high-rise apartments, elegant town Houses and made-to-order housing spaces.

Hotels

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Futuristic and state-of-the-art IT Parks, which come with cutting-edge technologies, hi-end infrastructure, modern amenities, and user-oriented flexible designs. Indu offers world-class work spaces with uniquely integrated work-live- play environments.

Indu develops hotels of varying sizes and luxury levels. These hotels are being developed under the luxury, business, leisure & recreational segments fostering the hospitality industry.

Shopping Malls & Multiplexes With a vision to be a leading player in retail and entertainment Segment, Indu is developing new shopping and entertainment spaces all over the country, building prime shopping districts, shopping centres and world-class malls.

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IT/ITES SEZs

Core Infrastructure Dams, Canals, Pipelines, Water Management Indu has strong competence in constructing complex irrigation projects ranging from Dams and Canals, Water management systems, Lift irrigation projects among others.

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Development of SEZs is one of the main focus areas of Indu Projects. It is developing specialised stateof-the-art IT/ITES SEZs that come with integrated features like residential accommodation, commercial and retail facilities, schools, hospitals, hotels and other support infrastructure, in addition to worldclass work places and multiple operational incentives.

Indu has built highly functional irrigation systems for many clients spread across various locations across the country.

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With a vision of becoming “A premier infrastructure company that builds value through innovation and next practices and seeks to grow by caring and sharing” and with a mission of becoming a “Company of first choice in the Infrastructure Industry as Realtor, Developer, Builder and end-to-end Innovative Solutions Provider”, Indu is targeting a turnover of a billion dollars by 2010-11 from about Rs. 600 crores in revenues this year.

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Early this year, the company divested 9% stake to Citigroup Venture Capital for a sum of Rs 150 crore. The company is now working out a plan for an IPO and is also looking at overseas contracts.

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Indu is aggressively looking at developing mining infrastructure, agro parks, warehousing and health parks. Indu is also considering inorganic options for growth and plans to acquire a few companies.

Sectors covered

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“Our approach to build innovative solutions inspires us to be insightful. Our deep industry knowledge enables us to address issues specific to market needs. The robust business plan gives us the flexibility of reaping the benefits of verticals that are on the upswing. Possessing our own execution team gives us strength and control on timely delivery of our projects. Our urge to go beyond the ordinary has made us forge partnerships with other reputed companies. Our business and technology innovations give us added advantage in the real estate market as an endto-end solutions provider. Our Standard Operating Procedures give us safe and fool-proof results. The next-generation ERP enabled delivery system and Asset Management Division ensures high-quality, cost-competitive services by optimal mix of resources, both manpower and material, enabling us to quickly respond to the changing market dynamics. And finally our commitment to excel ensures we serve our clients extraordinarily well,” said Syam.

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The Mantra lies in Quality & time adherence

With a total strength of 40 projects in Andhra Pradesh, IT Parks and a mammoth four crore square feet of villas and high-rise apartments in the pipeline, Amsri Builders Private Limited is a company which has experience growth in a steady but well-calculated man-

he company operates from Hyderabad and has executed a string of large residential, commer cial and retail complexes. It is fast emerging as a real estate powerhouse with foot print in Hyderabad, Bangalore and Chennai. The company’s core competence lies in timely completion of projects, within cost, and an uncompromising eye for quality construction. In recent months, the company has successfully aggregated land and forged strategic relationships both within the country and outside. ”Being in the business for the past 14 years, the company enjoys significant brand equity,” says Srinivas with quiet confidence. “We have restructured our operations in such a way that we have forged strategic partnerships for most of our projects. Some of our current projects are tied up with a Realty Firm while others have FDI partners. Not only does this ensure transparency, but also provide confidence to the customers that all norms will be fulfilled,” he notes. Amsri, according to Mr Srinivas, attaches importance to strengthening its relationships with its existing land owning partners, investors, funding institutions, and vendors. In order to meet the growing demand for housing, the company strives to bring more and more land under housing. “Though the company boasts of some great strategic partners, it continues to talk to and invite land owners and funds to join it in its drive to bring more and more land under housing to meet the stupendous demand that already exists, and is predicted to explode in the coming years,” says Srinivas. Amsri’s impressive land bank spans across all the prime corridors of Hyderabad, Secunderabad, Cyberabad, and

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ner. Driving this growth are the two partners at the helm of affairs – P Amruth Goud and U Srinivas.

the areas around the Hyderabad International Airport. The company is currently focused on developing several large Integrated townships, huge multi-storied mixed-use complexes, malls, retail and commercial space in all the prime corridors of Hyderabad, Secunderabad, and Cyberabad. “Our main focus has changed in keeping with the market trends and integrated township building is in the forefront of our plans. We have a big investment in the form of FDI in a project proximate to the ORR, where we wish to develop the project in different phases starting with an 18hole golf course, resort homes, villas, entertainment centers et al” says Srinivas. The company is closely monitoring infrastructure developments, sectoral movements and demographic trends for clues to the future patterns of developments across various real estate verticals and in different micro-markets. “Various infrastructure developments and government initiatives across various sectors hold out great promise of sustained demand for housing in different micro markets. With our fingers on this real estate pulse, we are well positioned to take advantage of developments in any vertical as well as micro market,” says Srinivas. The promoters strongly believe that value creation is the essence of all human activity. Creating value and delighting all its stakeholders, viz., Investors, Customers, Employees, and the Social milieu in which the company operates is its objective, says Srinivas.

A.P Celebrations

For P Amruth Goud and U Srinivas of Amsri, constructing buildings is not just about dealing with concrete but building relationships.

A.P Celebrations

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“Harnessing technology while preserving the natural environment to offer better products and services is our driving ambition,” says Srinivas. Creating Happy Communities is the company’s overarching passion. The company is also looking at Vizag for expansion but for the time being, is totally focused on the promising Hyderabad market. In Bangalore, the company is working on a seven lakh square feet project and a villa project is also in the pipeline. In Chennai, it has finalized its plans with respect to a couple of prime properties. Amsri is also looking at entering the hospitality sector and is coming up with 3-4 star hotel in the financial district along with an IT park. “We are looking at completing most of our projects in the next 3 years,” notes Srinivas. Commenting on the real estate boom, Srinivas feels that the Hyderabad market is correcting. “True to the entrepreneurial spirit of AP, entrepreneurs in the state are moving in hordes into real estate much the same way we entered aquaculture, floriculture, mining, pharma, information technology, hospitality, film making, etc. The next couple of years should see decent supply, but only those who are capable of sustaining for a longer period, and offer quality products can hope to survive. The road ahead is full of challenges, and, unless you are driving a robust and efficient vehicle, you are likely to be left behind in the race for customers,” says Srinivas.

Ongoing projects Ongoing projects Project Name AMSRI WHITE PEARL

Bangalore,Karnataka.

AMSRI FAUST

SD Road, Secunderabad.

AMSRI ORCHID

Bachupally

Proposed Projects Proposed Projects Project Name

Location - City

AMSRI BRAIN STORM

Opp. WIPRO IT Park Hyderabad

AMSRI SUMMIT

Hitec City Madhapur, Hyderabad

AMSRI ELAN

Bachupallly, Hyderabad

AMSRI GRAND

Kukkatpally, Hyderabad

AMSRI CYGNE

Narsingi, Manchirevula, Hyderabad

GLOBAL VILLAGE

Bowrampet, Hyd. adj to ORR

AMSRI PALM MEADOWS Maheswaram,Hyderabad, AMSRI SQUARE AMSRI BANJARA

Group Companies :

Location - City

Behind international airport Behind Sangeet Theatre, Sec’bad Road No 10, Banjara Hills , opposite Judges Colony

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A.P Celebrations

Small Beginnings, Big Dreams Rishi Jaideep Group of Companies, a group started by few friends and relatives of G Rishi Kumar Reddy, the Chairman and Managing Director, has the making of a very principled group with young minds trying to fight the market boom in realty. The vision of the company has been to cater to the lower and middle people of the society for whom, today, an apartment is a farfetched dream. Says Reddy, â&#x20AC;&#x153;Our main focus and vision is to help the middle class and lower middle class, but unfortunately because of the high land price we are not able to give them a price within Rs 1000 per sq yard. The intention is to give them the benefit wherein they will get more appreciation in the future. When

A.P Celebrations

For G Rishi Kumar Reddy, the Chairman and Managing Director, Rishi Jaideep Group of Companies ...The vision is important - that of catering to MIGs and LIGs

With a vision to deliver apartments to the middle class and the lower middle, Rishi Jaideep Group of Companies began its venture in 2004. The vision was profound, but the fight against the market situation is a tough one. Rishi Jaideep has not yet withered its vision. Its vision is still strong and it is doing its best to keep it going

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we were planning to start the company with this vision in mind, Hyderabad was growing and so we planned in a different way. But throughout India the prices have gone up, further to which we are not able to give them the initial rate.” But the Group has not wavered. It is still coming out with apartments focusing the middle and lower income group. Rishi Jaideep is coming up with independent villas and a massive apartment project at Shamirpet. The apartment project which will be in 4-5 acres will be of low profile. “The middle class is suffering when it comes to buying apartments. Most companies plan their ventures targeting the higher income group and not the middle and low income group, but we intend to cater to these groups with these apartments,” says Reddy.

“Our professionalism is our strength. Rishi Jaideep Group has on its Board, a bubbling young team of professionals with varied experience not only in real estate, but also marketing, engineering, architecture, interior decoration, construction, infrastructure for over a decade. And we are sure we will be able to get good volumes in the coming future,” says Reddy. The Group companies include Rishi Jaideep Estates, Rishi Jaideep Realtors and Rishi Jaideep Infrastructures Pvt Ltd. The group is also foraying into the software business with a division named ‘Spoorti’ supported by Rishi Jaideep Group. In their long term planning, the company has plans to enter the infrastructure business also.

All Rishi Jaideep Group Projects have the following common features & amenities:

Rishi Jaideep has completed more than 20 projects in just four years, which speaks of their commitment and time adherence. “We have completed more than 20 projects and have even spread our wings to Vizag where we have started plotting. We have also started apartments in Bangalore. We now have offices in Bangalore and Vizag. We also have a contact point in Singapore,” says Reddy.

DTCP Layouts, Clear Title, Spot Registration

Purely residential zones, free from pollution & restrictions

High Quality 33’, 40’, 60’ Black Top Roads

Electricity, Water, Underground Drainage

While currently the company’s focus is only on residential apartments, it has kept its growth open. “We are planning for the future and as all the directors are young, we can look far beyond many.”

Open areas, Children’s Parks

Avenue Plantations

“We can go on for 15-20 years and if some FDI comes through then we will come up with some big commercial malls. We have some NRI contacts and if we can mobilize some funds then we will surely get into it,” says Reddy. The group recently started a project named Hillside at Nizampet which is a semi-commercial and residential project. This would be the company’s first step towards construction. “We want to cover the entire South India. Places like Chennai and even the coastal belt of Andhra Pradesh, like Vijaywada, Guntur, Nellore. But this expansion will take some time. Currently our focus is primarily on Hyderabad only,” says Reddy. With about 9-10 continuous projects in the pipeline, the group is looking at a significantly growth oriented future. It is targeting volumes rather than revenues and is trying hard to get more and more square yards into their kitty.

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Ongoing Projects

Airport Hanger

East Gate (Phase I & II)

Rishi Valley

VGN Township (Phase I & II)

Runway – 7 (Phase I, II & III)

Bio-City

Brindavan Gardens

Greenlands

Whitefields

Little Island

Singaura (Phase I & II)@ Vizag

Suvarna Hills @ Vizag

A.P Celebrations

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Healthcare in Andhra Pradesh today

The Making of a ‘Healthy’ Brand

boasts of the best in the world. With health tourism gaining popularity the world over and India gunning for health tourists in its various speciality hospitals, this sector has enough potential in the building of Brand Andhra Pradesh. Many private hospitals have emerged and all are contributing effectively to the image of the state, especially Hyderabad as the global destination

he state of Andhra Pradesh has made a size able contribution to the healthcare scenario in India with advanced therapeutic options, good patient care, innovative solutions for health, advanced information technology systems and well-developed insurance plans. Healthcare in the state has been witnessing dramatic changes over the last decade. The paradigm shift in disease profiles, the result of worsening lifestyles, improving affordability, slow but steady growth of health insurance, and the explosion of information and communication technology, is making patients more aware and has created a scenario hitherto not witnessed. Nevertheless, there is still space for more infrastructure and wider range of services extending from wellness to home healthcare. The major hubs in AP are Hyderabad, Vijayawada and Vizag, of which Hyderabad is the most developed one. The Government has initiated several schemes for providing access to primary health care facilities in rural areas. It is committed to provide affordable health care to the entire population in the State through provision of increased allocations to the health sector. The Government is committed to combat the menacing spread of AIDS by organizing sustained awareness campaigns. AASHA campaign which was taken up in July 2005 has successfully raised the awareness level of the vulnerable groups about the dangers of the disease. The government

A.P Celebrations

for healthcare. The day might be far, but it sure is going to come. has also introduced the Arogyasri scheme, aimed at extending good medical care to the poorer sections of society, which would be extended to all the districts in the State soon. The scheme was launched on an experimental basis in Srikakulam, Anantapur and Mahbubnagar. In Hyderabad, it’s Nizam’s Institute of Medical Sciences which has pioneered modern medical practice, especially in the field of cardiology in the state. It was the first public institution, which has introduced fee-per-service for patients above poverty line, thereby becoming a self-sufficient Institution. Apollo Hospitals Group was the first large corporate group in the state to specifically target the rich populace. Subsequently, single speciality hospitals were started by medical professional-entrepreneurs, beginning with Care Hospital, and followed by Global Hospitals, Asian Institute of Gastroenterology, Fernandez Hospitals, and Rainbow Hospitals. Gradually, hospitals have ventured in to multi-speciality hospitals, including Medwin, Medicity, and Yashoda Hospitals. Entry of national chain extended to Wockhardt after Apollo. Meanwhile, some of the hospital groups like Care and Global, have started expanding to other states. Health sector in general is divided into three parts, be it private or government. The first aspect is the primary healthcare, which is mostly restricted to the villages or sub-sectors, manned by MBBSs and in Andhra Pradesh, this aspect holds a majority.

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Secondary healthcare, which is the small nursing homes having 10 to 30 beds conducting small general surgeries, gynecology surgeries etc does not need much infrastructure, it only needs dedicated doctors. Then there is the tertiary healthcare, where neurosurgery, bypass, cardiac surgery etc take place. The government is primarily functioning in only two sectors viz., the primary and the tertiary segment. The private hospitals are mostly in the secondary and tertiary segments.By and large, presently the healthcare segment is driven by the private sector in Andhra Pradesh. The government has a funding problem and above that, it cannot control a service sector like hospitals. The government is good at regulatory system and not in service systems. But still there are many good government hospitals. In the early 70s-80s, government healthcare centers were very much necessary because of very few players from the private sector. The cost too was pretty low, but now, most

top-end government hospitals charge at par with private hospitals. So far, in Andhra Pradesh, there are plenty of people with entrepreneurship skills. Added to that, they are also well educated. A combination of both has resulted in plenty of private hospitals in comparison to say Orissa, Bihar or even Tamil Nadu. The kind of drive being witnessed here in the healthcare segment is not visible in many prominent states. Another big advantage of Andhra Pradesh is that it is able to attract patients from the north-eastern belt like Orissa, Bihar, Chattisgarh, Assam and even cities like Calcutta, and Raipur. Also, many doctors in Andhra Pradesh are from the Northern part of the country. The main reason being that of language. The state of Andhra Pradesh, especially Hyderabad is very comfortable using Hindi and many North Indians find it easy to adjust. Hyderabad healthcare market has got everything it needs to be at the top: centres catering to cardiology, neurology, orthopaedics, ophthalmology. The feather in the cap is

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the international airport coming up soon. All major groups, be it Apollo, Wockhardt or Yashoda, are said to have major plans to come up around the vicinity of the international airport. However, the competition is worsening every day leading to one of the lowest tariffs in the country. Last year saw the budget allocation towards healthcare touch Rs 1,825 crore. Realizing that there were substantial gaps in infrastructure and staffing, the government availed Rs 100 crore from NABARD to improve primary healthcare institutions. The government also took a loan of Rs 165 crore from HUDCO to standardize medical colleges and teaching hospitals. The government also popularized community participation through innovative programmes like AASHA. With improvement in science and technology, the cost of medical services is increasing and it is becoming burdensome to the poor. Treatment of cancer, cardiac problems, kidney diseases would place huge economic bur-

den on majority of people. The government believes that providing basic health services to the people is the duty of the government and it is working towards ensuring that the same materialises covering the needy in every nook and cranny of the state. In this regard, health insurance scheme by the name â&#x20AC;&#x2DC;Arogya Sriâ&#x20AC;&#x2122; has been implemented to provide health insurance to poor. Under this scheme, every person possessing white ration card will be insured to the extent of Rs.1.5 lakh. Rs.50 crores has been allocated for the scheme in this yearâ&#x20AC;&#x2122;s budget. Due to shortage of blood banks in the State, the Arogya Sri scheme could not be launched simultaneously all over the State. After the scheme was launched, an amount of Rs 9.56 crores was spent on 1,651 patients by performing surgeries in 75 days. The plan is now to take the scheme all across the state. The government has issued orders that the corporate hospitals have to perform 4,000 surgeries in a district where the scheme has been launched. According to experts, the proposed expansion of the

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scheme to the entire state by next year virtually brings nearly 50 million people into the ambit of insured population. It was also planned to spend Rs.317 crores during 2006-07 for organizing midday meal scheme more effectively so that its benefits are available to every child. The Government has also started 620 PPTCT centers and 205 voluntary counseling centers in order to provide access to diagnostic and treatment facilities for the affected population. Utmost priority has been given for development of medical education. Three medical colleges are being established in Adilabad, Prakasam and Srikakulam in addition to RIMS in Kadapa which has started functioning. Rs 75 crores have been allocated in the budget for the purpose. Rs.100 crore is allotted for construction of new buildings for medical colleges. In the year 2007-08, Rs.2,726 crores will be spent for providing of health and medical services, which is 29% higher than the current yearâ&#x20AC;&#x2122;s allocation. For the year 2006-07 an amount of Rs.2113 crores have been allocated for Health, Medical and Family welfare Department. This year, the budget has seen a 42% increase. In order to improve the primary health care facilities and usher in reforms in the health sector, Government had implemented a Health Sector Reform Action Programme with DFID assistance. For this an amount of Rs.150 crores was provided in the budget for 2006-07. 432 ambulances are planned to be commissioned under National Rural Health Programme to provide emergency health care to rural folk. This will be under PPP model with an arrangement with EMRI. To save the lives of young children afflicted with heart ailments the Government started a scheme of extending free treatment to them. Last year 3839 children were given treatment under the scheme spending Rs.7.4 crores. The target is to continue and strengthen this programme by providing Rs.8 crores this year. With plenty more schemes, allocations, investments and state-of-the-art hospitals to come up in the state in the near future, the state has got all the makings for a healthy brand.

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WITH

Bringing quality healthcare to masses

ndia is a land that gave medicine. India is again gear ing up to heal the world; this time around it’s through the Institutions of Excellence like Apollo Hospitals

Apollo is an address for quality healthcare of international standards in India in general and Andhra Pradesh in particular. “Andhra Pradesh has the infrastructure, accessibility and affordability. The State Government is also making special efforts to increase affordability for people living under BPL through schemes such as Arogyasri,” said K Hari Prasad, Chief Executive Officer, Apollo Hospitals, Hyderabad. Apollo has eight centers across Hyderabad with hospitals in Vizag and Kakinada. In its journey towards medical excellence, Apollo Group of Hospitals launched Apollo Health City in Hyderabad. The Apollo Health City adds a new dimension, which is a unique cooperation of fundamental biomedical discoveries and medical practice. If the goal of the well-being of a patient is tobe reached, the different spheres of healthcare must be harmonized and innovation maximized. Spread across 33 acres, Apollo Health City, Hyderabad is an integrated healthcare system offering solutions across the healthcare space. Going beyond the realm of curative care Apollo Health City, Hyderabad offers the entire spectrum of services including education, research, information technology, preventive care and holistic medicine. Apollo Health City,

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OVER

8000

BEDS IN MORE THAN

HOSPITALS, A STRING OF NURSING AND HOSPITAL MANAGEMENT COLLEGES AND DUAL LIFELINES OF PHARMACIES AND DIAGNOSTIC CLINICS PROVIDING

ASIA, APOLLO HOSPITALS IS A HEALTHCARE POWERHOUSE. UNITING EXCEPA SAFETY NET ACROSS

TIONAL CLINICAL SUCCESS RATES AND SUPERIOR TECHNOLOGY WITH CENTURIES-OLD TRADITIONS OF

EASTERN

APOLLO HOSPIBRAND.

CARE AND WARMTH

TALS IS TODAY A RELIABLE

Hyderabad along with 10 centers of excellence with over 500 beds and over 50 specialties and super specialties is the largest healthcare hub in the region. The enterprise value of Apollo Health City which is spread across 33 acres is over Rs.1000 crores. An additional investment of Rs.100 to 150 crores will be made in the next 24 months. The 300-bed Health City is claimed to be the first in the world. It will comprise various schools including physiotherapy, emergency, medicine, nursing, paramedics, hospital administration, online education and research centers which will help in finding out the origins of cardiac disease and stem cell research. “Best infrastructure, a large number of institutions offering advanced healthcare, availability of skilled and experienced human resources, accessibility and affordability are unique features, which makes Hyderabad as Health Capital of India,” opines Hari Prasad. Apollo Hospitals Enterprise Ltd reported a 33 per cent growth in its net profit at Rs 23.6 crore for the second quarter of the current fiscal against Rs 17.7 crore in the corresponding period of the previous year. It also achieved a 27 per cent increase in total income at Rs 28.17 crore compared to Rs 22.33 crore (excluding extraordinary items) in the corresponding quarter last year. The company was targeting added bed strength of 1,000 beds in Chennai, Hyderabad, Visakhapatnam and Bhubaneswar. “We definitely have plans to set up new

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hospitals and increase bed strength in Andhra Pradesh. As of now we are not disclosing it,” says Hari Prasad. The Group has reached many milestones each of which have had a significant impact on Indian Healthcare. The group is entering associations and partnerships with domestic and International players to setup world-class hospitals. “To bring quality healthcare in the country, it is imperative to pursue different types of partnership models like PPP, as no single organization can do it alone,” feels Hari Prasad. Apollo has reduced the average duration of patient’s stay to six days from what used to be 11.5 days. “With improved techniques and skills lot of procedures today are being done as day-care procedures, which reduces average length of patient stay. This is an indication of quality of care, apart from it also brings down the cost for the patients,” explained Hari Prasad how it is made possible. SACH [Save a Child’s Heart] is a community service initiative from the Apollo Hospitals with the aim of providing quality pediatric cardiac care and financial access to children from underprivileged sections of society suffering from heart diseases. This is a need-based initiative, which covers all aspects of a major socio-economic problem in India, i.e. prevention, early diagnosis, treatment and funding for lower socio-economic groups. The Group is deeply committed to provide the most timely and efficient assistance in every possible manner - from medical support to financial aid, whenever disasters and calamities strike the community. It is always at the forefront of relief assistance through a multi-pronged approach, and pledges men and material towards the relief and rehabilitation of victims in multiple locations. The Group has done commendable job during Cyclone in East & West Godavari districts of Andhra Pradesh in 1996, Gujarat Earthquake and Tsunami.

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Caring Acumen

ealthcare in the state of Andhra Pradesh has been witnessing dramatic changes over the last decade. With advanced information technology systems, good patient care, insurance plans and innovative solutions for health, the state has contributed significantly to the healthcare scenario in India. Healthcare now demands an industry status, as it has grown to be the largest employer. “Providing health care is a promise, a commitment, a trust, a belief, a satisfaction, a service, a dedication; more over a concern for sick and wounded. We are committed to provide health care with human touch. Our objective is to provide the best quality health care to the people of Andhra Pradesh through ethical, sincere and honest medical practice,” informs Dr G. Surender Rao, Executive Director, Yashoda Group of Hospitals. Yashoda Super Specialty Hospitals situated in Secunderabad, Malakpet and Somajiguda, are one of the pioneer corporate health care hospitals in the state of Andhra Pradesh. The Group has certainly worked its way up from a small clinic in Somajiguda in Hyderabad in 1989, to a 1,000plus bed facility, 450 doctors and 60 specialties; with a nursing school and college attached to each Hospital. The Secunderabad Hospital is considered the largest in AP, with 500 beds, which will soon be expanded to 600. “These days more than 60 percent of the population is being effected by diabetes, cancer and cardiac diseases. It is only possible if everyone is being more dedicated for their good health. Anywhere in the world, people trust hospitals & doctors to give them the best possible treatment & care. And we are sure that we want to do the best for our patients accordingly. We always put 100 % efforts from our end in providing medical aid to save the lives of our patients. We set our standards high. Be it a simple therapy or a complex operative procedure, we approach it with the same diligence and preparedness,” opines Dr Rao. Since its inception, Yashoda hospitals have been in the forefront in offering International standard corporate

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HEALTHCARE IN ANDHRA PRADESH HAS EVOLVED SINCE THE PAST FEW YEARS AND DRIVING THIS GROWTH IS A SET GROUP WHO HAS FORESIGHT AND FUTURISTIC ENTREPRENEURSHIP. IS

ONE SUCH GROUP

YASHODA HOSPITALS.

healthcare facilities. As leaders in super specialty healthcare in the state, the hospital provides patients with the latest technological innovations for diagnosis and treatment of the most acute clinical conditions. The hospitals are easily accessible since they are located at short distances away from the Airport and Railway stations. The Secunderabad hospital has a roof top helipad (the first in this region), which will enable to shift patients from far off areas to this center. “It’s becoming a little difficult to cope up with the changing technology. High-end technology is required for a hospital to flourish,” says Dr Rao. The Secunderabad setup is also home to Yashoda Group’s exclusive Cancer Institute, which is manned by around 150 consultants. It is also the proud owner of the first Digital Flat Panel Cath Lab in the state, the first 16channel HDX MRI system in South Asia, along with first Dynamic Intensity Modulated Radiation Therapy (IMRT) in South India. “Andhra Pradesh is able to attract patients from the north-eastern states like Bihar, Chattisgarh, Orissa, Assam and even cities like Calcutta and Raipur. Most of the Doctors in Andhra Pradesh are from north. The main reason being that of language. Andhra Pradesh, especially Hyderabad is very comfortable using Hindi,” states Dr Rao. Yashoda Group serves all patients regardless of financial standing. It offers different levels of service from the general ward (US$10/day) to private suites (US$100/day), with amenities including television and leather furniture. Their booming market segment usually consists of the in-

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Dr G. Surender Rao, Executive Director, Yashoda Group of Hospitals is focussing on diligence and preparedness; something that he believes will change Healthcare in the state

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ternational medical tourists who always look to escape waiting lists in the hospitals and also save money. The cost saving is sometimes 70% when compared to medical costs in the US. The mobile screening unit, an initiative of the Yashoda Charitable Trust, was started with the purpose of organizing free screening of cancer and heart attacks at district head quarters, mandals and village levels across AP. Specially trained doctors, nurses and emergency medical technicians backed by a 24-hour diagnostic facility are available round the clock to handle emergency and accident care units. The hospital has expert and renowned doctors who are often trained in North America and Europe. A public awareness campaign on ‘Promise to stay healthy’ was also launched at Yashoda Hospital, Somajiguda. “At Yashoda, we believe in transparency. None of our consultants are our shareholders. They are purely appointed on merit basis. As good investment leads to good result, good manpower leads to good service,” says Dr Rao. Yashoda hospital is recognized as a premier center of Trauma care and patients prefer / referred to this center from far and wide. The consultants are available round the clock to handle trauma cases pertaining to their specialty. “The hospital admits and provides healthcare services to over 5 lakh patients each year. This is made possible by the compassionate care and expertise of doctors providing the “Healing Touch” to the patient,” Dr Rao adds. Yashoda has a dedicated emergency number (105910). A fleet of ambulances fully equipped with all the life saving equipment including monitors and ventilators ably support this department. All the ambulances have wireless communication systems through which the hospital is intimated prior to the patient arrival. The ambulances are also equipped with GIS tracking system, which will enable the base station from the hospital to direct the ambulance available nearest to the caller. The driver of the ambulance also gets feed from the base station regarding the route to reach the hospital at the earliest.

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The group also handles the emergency medical services unit at the NTR domestic terminal and the international terminal of the Begumpet Airport. This unit provides emergency medical help to air travelers. If necessary, medical teams would also attend passengers inside the aircraft during transit. “Medical Insurance should come in a long way. Everybody who is voting should be insured. This policy should be implemented by the government. Most of the villagers are unaware about the various policies. The present healthcare system is driven by the private sector in Andhra Pradesh. Adequate support from the government is the need of the hour,” informs Dr.Rao. The group also works on charitable causes, creating public awareness and free health camps. Yashoda Group is the first to have HEPA filtered next generation operation theatres in the state, Varian Linear Accelerator with MLC and MMLC—first in AP. It is also the first hospital to develop and implement Standard Operating Procedures (SOPs). With this, every case is routed through proper channels, and has predetermined start and finish points. Yashoda’s future plans include the persistent practice to provide health for all, with a focus on ‘health insurance’ awareness.

“At Yashoda, we believe in transparency. None of our consultants are our shareholders. They are purely appointed on merit basis. As good investment leads to good result, good manpower leads to good service”

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Andhra Pradesh boasts of a presence all the prominent banking institutions in the country. The same is the case with insurance too. What makes this sector identify

Future Secured

hile banking and insurance in the state and the country is fairly mature in terms of supply, product range and reach, the penetration into rural parts of the state still remains a challenge for the private sector, foreign banks and insurance companies. But a start has been made, especially by Andhra Bank and in the insurance segment â&#x20AC;&#x201C; by Bajaj Allianz and few others and the response seems to be quite overwhelming. The awareness about banking has grown over the years and today, there is a huge population which banks, even in the rural areas. But the awareness about insurance is not too deep even in the metros, leave the rural regions. The main cause being, it is still in a concept which needs to be sold. While in Banking, people know it as a necessity, insurance awareness still needs to reach that stage. With growth in the economy expected to be strong for quite some time, especially in its services sector, the demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. One may also expect M&As, takeovers, and asset sales. Currently, India has 88 scheduled commercial banks (SCBs) - 28 public sector banks (that is with the Government of India holding a stake), 29 private banks (these do not have government stake; they may be publicly listed and traded on stock exchanges) and 31 foreign banks. They have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold over 75 per-

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itself with Brand AP is primarily because most of the banks and insurance companies based here have shown very positive indication of the state and its banking and insurable population.

cent of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively. Almost 80% of the businesses are still controlled by Public Sector Banks (PSBs). PSBs are still dominating the commercial banking system. Shares of the leading PSBs are already listed on the stock exchanges. The RBI has given licences to new private sector banks as part of the liberalisation process. The RBI has also been granting licences to industrial houses. Many banks are successfully running in the retail and consumer segments but are yet to deliver services to industrial finance, retail trade, small business and agricultural finance. The last ten years have seen major improvements in the working of various financial market participants. The government and the regulatory authorities have followed a step-by-step approach, not a big bang one. The entry of foreign players assisted in the introduction of international practices and systems. Technology developments have improved customer service. Some gaps however remain. On the whole, the cumulative effect of the developments since 1991 has been quite encouraging. Andhra Pradesh has a well-developed banking infrastructure. Most of the commercial Banks have their branches in Hyderabad & district headquarters. The state houses some of the premier organisations related to banking and finance. These include the International Institute for Insurance and Finance (IIIF), a premier

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institute based out of Hyderabad established to develop high caliber young professionals who can play a crucial role in the ongoing development of the insurance industry. IIIF has academic collaboration arrangements with the US-based Georgia State University and the Hyderabadbased Osmania University. The Reserve Bank of India (RBI) set up the Institute for Development & Research in Banking & Technology (IDRBT) in 1996, as an autonomous center for research & development in Banking Technology. The Institute has evolved various standards & systems for Banking Technology in India and offers consultancy to banks & FIs on IT related issues. Leading banks and financial institutions based in Andhra Pradesh include SBH, Andhra Bank, Andhra Pradesh Financial Services Corporation and Andhra Pradesh Co-operative Banks. Life insurance was nationalised by incorporating Life Insurance Corporation (LIC) in 1956. All private life insurance companies at that time were taken over by LIC. In 1993 the Government of Republic of India appointed RN

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Malhotra Committee to lay down a road map for privatisation of the life insurance sector. While the committee submitted its report in 1994, it took another six years before the enabling legislation was passed in the year 2000, legislation amending the Insurance Act of 1938 and legislating the Insurance Regulatory and Development Authority Act of 2000. The same year that the newly appointed insurance regulator - Insurance Regulatory and Development Authority IRDA, started issuing licenses to private life insurers. As per the current FDI norms, foreign participation in an Indian insurance company is restricted to 26.0% of its equity / ordinary share capital. The Union Budget for fiscal 2005 had recommended that the ceiling on foreign holding be increased to 49.0%. However, the matter is still under discussions. All life insurance companies in India have to comply with the strict regulations laid out by Insurance Regulatory and Development Authority of India (IRDA). Therefore there is no risk in going in for private insurance players.

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Insurance is currently playing a vital role in the development of the country. Savings from the people are invested for development of India. These are invested in good companies for development, in government programmes, and also infrastructure development. So wherever funds are required in the development of the country, this money is invested (wherever government guarantee is available). That way insurance is propelling the economy. Currently Insurance premium comes to only 4% of the GDP but it can grow much higher as the potential is huge. So far the insurance coverage, of the insurable population only, is about 35%. So there lies immense potential to cover. With more and more players coming into insurance, the awareness levels have increased and after the private sectorâ&#x20AC;&#x2122;s invasion into insurance a lot of changes can be seen and people are showing interest. There is technology assistance and a lot more clarity given to the customer. Life Insurance Corporation of India (LIC), the state owned behemoth, remains by far the largest player

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in the market. Among the private sector players, ICICI Prudential Life Insurance is the largest followed by Bajaj Allianz Life Insurance Company Limited (JV between Bajaj Group and Allianz). The private companies are coming out with better products which are more beneficial to the customer. Among such products are the ULIPs or the Unit Linked Investment Plans which offer both life cover as well as scope for savings or investment options as the customer desires. Further, these type of plans are subject to a minimum lock-in period of three years to prevent misuse of the significant tax benefits offered to such plans under the Income Tax Act. Hence, comparison of such products with mutual funds would be erroneous. In Andhra Pradesh, there are many private life insurers and among the leading brands come Bajaj Allianz Life, Tata AIG Life, ICICI Prudential Life Insurance, HDFC Standard Life, Birla Sunlife, SBI Life Insurance, Kotak Mahindra Old Mutual Life Insurance, Aviva Life Insurance, Reliance Life Insurance Company Limited, Metlife India Life Insurance, ING Vysya Life Insurance, Max Newyork Life Insurance among others.

SBI PHOTO

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The Dependable Benefactor Walking tall and standing at the top of the insurance ladder of the country Bajaj Allianz has carved a niche for itself with flexible products and tailor made, need based solutions for people. With focus on training, product development and service, the company is surely on the reliable road Having crossed the mega milestone of 40 lakh (4 million) policies since start of operations in October in 2001 and having received premium income of over Rs 10,000 crore (US $ 2.5 billion) in the second financial year of 200708, India’s leading private life insurer, Bajaj Allianz Life Insurance has built a strong brand name for itself in the market. Last year, Bajaj Allianz Life was No1 among other private life insurers with over Rs 78 crore lead and has a new Business Premium of Rs 2715 crore, a 215 % growth over previous year. It took a 3 fold jump over 2004-05’s figure of Rs 860 cr. And has an industry Market share of 7.56 %, a massive jump form 3.39% over 2004-05. The Company, which ranked No. 2 at the beginning of last year’s financial year, was No.1 due to the huge leap in its new business as per the final Insurance Regulatory and Development Authority (IRDA) results for 05-06.

Accelerated Growth Financial Year 2001-2002 (6mths)

No. Of policies 21,376

2002-2003

115,965

2003-2004

186,443

2004-2005

288,189

2005-2006

781,685

2006- 2007

2,079,217

YTD 07-08

1,553,829

Since inception

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E C J Augustine, Head-Strategic Initiatives & Zonal Head Sales (South) knows his priorities. No wonder he has redefined Bajaj Allianz ’s growth especially in Andhra Pradesh.

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Bajaj Allianz Life Insurance has developed insurance solutions that cater to every segment and age-income profiles. For companies it provides comprehensive ‘Employee Benefit Solutions’ (Group Term Life, EDLI, Gratuity, Super-annuation, Key man Insurance and more); for the individual Invest Gain (a unique life insurance plan where sustenance of income is combined in the same plan that also pays a lump sum), Cash Gain (Money Back), Child Gain (Children’s plan), Care First, Risk Care (Pure Term), Lifetime Care (whole life), Term Care (term with return of premium), Saran Visitant (Retirement Plan), Protector (Mortgage term insurance plan), New UnitGain Super, New Family Gain, New UnitGain Plus, New UnitGain, New UnitGain Premier, New UnitGain Easy Pension Plus, New UnitGain Easy Pension Plus, Single premium. Currently Bajaj Allianz has a product portfolio of over 25 flexible and simple products and more need-based products are in the pipeline.

“Our idea at Bajaj Allianz is

Specific to Andhra Pradesh, Bajaj Allianz is performing better than any other network, according to E C J Augustine, Head-Strategic Initiatives & Zonal Head Sales (South), the company is in the top rungs of the private life insurance companies. He says, “Particularly in Andhra Pradesh, the company is doing quite well. We started operations here 5 years back and we already have 82 offices in the state. So far we have employed about 23,000 insurance consultants to take care of the people of Andhra Pradesh to give solutions and advices. To guide and mentor these people about 1200 sales managers are available.” The state network of the company mobilized Rs 160 crores premium under 72,000 policies till September this year and is planning to touch about Rs 600 crores by year end.

and accordingly the needs

“Our idea at Bajaj Allianz is to provide good insurance solutions for people. Especially risk cover, education, marriage of daughter, healthcare, tax planning, saving and maximization of returns on the saving, old age care, etc. To deliver these life insurance solutions, we give our consultants good training. We have appointed in-house and outsourced training for our consultants who are trained to do a need analysis of the customer’s life and accordingly the needs are customized,” says Augustine. Insurance is still ‘sold’ on a one to one basis and accordingly Bajaj Allianz makes tailor made solution that suits people. Thus a lot of thrust is given on training. Other than training, another focus area is product development. “We are concentrating on product development because with the changing needs of people, we have to bring new

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to provide good insurance solutions for people. Especially risk cover, education, marriage of daughter, healthcare, tax planning, saving and maximization of returns on the saving, old age care, etc. To deliver these life insurance solutions, we give our consultants good training. We have appointed in-house and outsourced training for our consultants who are trained to do a need analysis of the customer’s life

products accordingly. The stock market is going up so people want their saving to be linked with the market. In our insurance, while we cover health risks, we also encourage saving and then we invest those savings. This investment is put in unit links by people, which is connected to the stock market,” says Augustine. Bajaj Allianz has unit linked insurance products and 65-70% of its sales are unit linked insurance.

The third focus asJ Augustine, Head-Strate- pect of Bajaj Allianz is the service aspect begic Initiatives & Zonal Head cause insurance is a Sales (South) concept which the customer feels, and then evaluates. “We conduct surveys to know as to what the customer is feeling about our company and also other players and take feedbacks after which we do the necessary changes,” says Augustine. are customized,” says E C

Bajaj Allianz also opened a new vertical for the rural segment and is also bringing out different products to suit their needs. “For example, if there is drought, they will not be able to pay the premium unlike a regular salaried person. So we are coming out with products which suit their needs. We are also coming with small insurance in the rural areas. In urban areas, some complex products are also sold, but in rural areas, we are keeping it very simple. Rural Andhra Pradesh is developing and shows a lot of promise. We have taken the rural segment also as a priority,” says Augustine. Bajaj Allianz has also started Family Gain product for rural areas. Rs 5000 is the minimum premium level per annum and risk cover and investment component are both packaged. Commenting on Andhra Pradesh’s contribution to Bajaj Allianz, Augustine says, “AP’s contribution was number one last year and this year too we are at the top. This state is developing faster. People are getting more aware. Our network is also fast expanding. Training is good and people are enjoying this profession.” O

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Private Bank with Public Outlook

ew institutions have been contributing enor mously in the making of Brand Andhra Pradesh, right from its inception. One such institution is ING-Vysya Bank Ltd. The bank carved a distinct identity of being the most respectable, reputed and vibrant bank in private sector in the state. Incidentally, ING-Vysya bank is one of the oldest banks operating in Andhra Pradesh. The first branch of the Vysya Bank was opened in Hindupur, Ananthapur district way back in 1935. Today the bank has grown leaps and bounds in the State with 170 outlets (88 rural and semi-urban outlets). ING-Vysya bank formed with coming together of erstwhile, Vysya Bank Ltd, and global financial powerhouse, ING, during Oct 2002. The bank with retail, private and wholesale banking platforms serves over 1.5 million customers. With over 75 years of history in India and leveraging ING’s global financial expertise, a workforce of 5,449 employees, 662 outlets to offer their clientele an increasingly broad range of innovative and established products and services.

Annual Credit Plan – 2006-07

Veteran Banker and ING VYSYA Bank Regional, CEO -AP, KSR Anjaneyulu wants to make the Bank a onestop shop for entire retail banking

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The bank has achieved 96.42 per cent i.e. Rs. 722.91 crores out of the target Rs. 749.75 crores. Out of the total private sector banks’ share of Rs. 1545.75 crores, the bank has contributed Rs.722.91 crores, which constitutes 47 per cent. ING Vysya Bank occupied top position among 14 private sector banks in the state and bank’s dispensation is more than that of 15 nationalised and public sector banks including State Bank Group. The bank’s commitment during the financial year is Rs. 798 crores. Out of total allocation of Rs. 2251 crores to 16 private sector banks, the allocation to ING Vysya Bank itself is Rs. 798 crores, which constitutes 36 per cent.

Priority Sector Advances According to the RBI norms, 40 per cent of the Net Bank credit should be allocated to priority sector ad-

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vances. But ING Vysya Bank is way ahead of the RBI stipulation by contributing 53 per cent i.e. Rs. 931 crores to priority sector lending in Andhra Pradesh covering housing schemes, micro finance, agriculture and allied activities. Recognizing the bank’s network, performance, networth and Capital Adequacy, State Government of Andhra Pradesh notified ING Vysya Bank, as one amongst the14 banks for keeping Govt. funds. The bank is also one amongst the Nodal Banks of AP State Housing Corporation. Relief to Debt Stressed Farmers: An amount of Rs. 7.82 crores provided to 23,377 farmers under Debt Relief Scheme as per Government guidelines during the financial year 2006-07. AP State Housing Corporation: Weaker Section Housing Programmes - Bank so far disbursed Rs. 105 crores under DIR (Rate of Interest at 4 per cent) and Non DIR (Rate of Interest at 9 per cent) schemes to AP State Housing Corporation for construction of houses to weaker section. Micro Finance: The bank has so far disbursed Rs. 249 crores through various Micro Finance Agencies and the present exposure is Rs. 145 crores.

Participation in Govt. Sponsored schemes: Bank has been participating proactively in Government sponsored schemes meant for poverty alleviation and upliftment of downtrodden. Major Government Sponsored Schemes: Performance / Commitment during FY 2007-08. Prime Minister Rojgar Yojana (PMRY) – So far Rs.1 crore disbursed to 150 units. Plan to disburse another crore to 150 units in second half of the year. Rajiv Yuva Sakthi – So far 50 lakhs disbursed to 100 units. Plan to disburse another 50 lakh to 100 units in second half of the year. Rajiv Gruhakalpa & Indiramma Housing Scheme – Around Rs. 2.5 crores were disbursed to 450 units. Plans to disburse Rs.6 crores second half year to 1200 units. Rural Self Help Groups – Nearly Rs.11 crores to 1200 SHG units and another Rs.10 crores will be disbursed to 500 units in second half year. Pasu Kranthi Pathakam : Plan to disburse Rs. 1.5 crores in second half year to 1000 units.

Commitment for Rural Development ING Vysya Bank is committed to bridge the Urban-Rural economic disparities. The bank disbursed nearly Rs. 586 crores covering 84,449 borrowal accounts in the agri and rural sectors. The rural branches are catering to the requirements of 320 revenue villages. Around 6000 Self Help

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Groups (SHGs) were financed directly till now. An exclusive credit campaign christened as “Jai Rural and Jai Kisan” has been organized coinciding with Kharif 2007 to boost up the farm credit in the right time. The bank is extending credit through Kisan Credit Cards, Vys Krishi, Vys-Diary, Rural Godowns and Cold Storage units.

Financial Inclusion in tune with RBI Directives: Bank committed for financial inclusion by providing no frills account. So far 27,116 no frill accounts opened and committed to provide 35,000 accounts to rural people.

Corporate Social Responsibility ING Vysya Foundation was set up by the Active participation of business units in India ING Vysya Bank, ING Vysya Life Insurance, ING Mutual Fund and Optimix with a view to promote primary education for underprivileged children in pursuance of its corporate social responsibility by sponsoring various projects in Bangalore, Mumbai and Delhi. The employees of the bank have come forward and voluntarily contributed their half-a-day salary for the fund. In Hyderabad six schools were adopted and Rs. 14 lakhs donated. The students’ strength has been enhanced to 970 from 270 within a period of one and half year.

Information Technology support All the branches of the Bank including rural branches are on Core Banking Solutions (supported by State of the Art World Class Technology) providing AAA transactions, Internet banking, SMS alerts, ATMs, Phone banking, etc.

Financial Highlights The Net Profit After Tax (PAT) for the half-year ended 30 Sept. 2007 increased by 26.91% amounting to Rs.71.30 crores from Rs. 56.18 crores for the half-year ended 30 September 2006 and the PBT increased by 49.30% to Rs. 113.63 crores from Rs.76.11 crores. The Gross NPA ratio improved to 2.06% as at 30 Sep. 07 from 3.90% as at 30 Sept. 2006 and the Net NPA ratio improved to 0.77% from 1.57%, for the same period. The net worth of the Bank stood at Rs. 1,065.22 crores and CAR stood at 10.51%. To augment the capital funds, the Bank proposes to raise Tier I Capital through Private placement of equity shares to Qualified Institutional Buyers and through preferential allotment to the ING Group. O

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â&#x20AC;&#x153;Being a public sector Company, we have a social obligation to fulfill, we insure common man with lowest of premiumsâ&#x20AC;? - M. N. Sarma, Chief Regional Manager, New India Assurance

Leading from Front

stablished by Sir Dorab Tata in 1919, New In dia Assurance is the first fully Indian owned insurance Company in India. The Company was nationalised in 1973 with merger of Indian companies with its headquarters in Mumbai.

For many companies the journey from old economy to new economy hasnâ&#x20AC;&#x2122;t been easy,

New India is a pioneer among the Indian Companies on various fronts, right from insuring the first domestic airlines in 1946 to satellite insurance in 1990. The latest addition to the list of firsts is the insurance of the INSAT-2E.

more so for public sector companies. One Com-

With a wide range of policies New India has become the largest non-life insurance Company not only in India, but also one of the leading insurer in the Afro-Asian region.

imbibed the spirit of competition and headed to-

pany that made seamless transition is the New Indian Assurance Co. Ltd., in fact the Company

wards globalisation as early as 1920.

The insurance sector in Andhra Pradesh is gung-ho as the state is becoming economic powerhouse of India.

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Speaking to Indian Express, MN Sarma, Chief Regional Manager, Hyderabad Regional Office, said, “We are market leaders in Andhra Pradesh with GDP (Gross Domestic Premium) of over Rs. 180 crore in Hyderabad region which includes Telangana and Rayalaseema and Rs. 80 crore in Visakhapatnam (Andhra) region.” “The target we have set in the current fiscal is 220 crore, which is 22 per cent up against the previous financial year. We are already on the right path to achieve our target, as of September we achieved 25 per cent of our target,” he added. On national front, the Company has procured a GDP of Rs. 5017.20 crore from domestic market for the year 200607, registering a growth rate of 4.71 per cent. The Company has set up a target of Rs. 5587 crore for the year 2007-08 at a growth rate of 11.36. Around 20 per cent of the income i.e. Rs. 919.58 crore was achieved from international market for the year 2006-07. By 2010 the Company aims to raise foreign premium to 50 per cent. Currently New India Assurance has operations conducted through a network of 19 branches, 12 agencies, 4 associate companies and 3 subsidiary companies, including one fully owned subsidiary. In fact New India is the only Company operating across all time zones and the only Company to have a desk at Lloyd’s of London. “Perception of service, financial stability, unmatched solvency and aggressive marketing are responsible for these accomplishments. However we knew insurance sector is very dynamic, as we have to face stiff competition both from public and private companies, so there is no room for complacency and we have to be on toes always,” said Sarma. On measures taken to bring down claims cost, Sarma said, “Our claim settlement ratio is 70.14. New India has taken steps to keep its Motor loss ratio under control. The Company encourages settlement of Motor Third Party claims through Lok Adalats and other conciliatory fora to reduce claims cost. All TP (Third Party) settling offices are participating effectively in Lok Adalats conducted by Tribunals and High Courts to reduce outstanding TP cases. Greater emphasis is given to good underwriting and claims processing. New India will shortly introduce a web-enabled system for underwriting Motor policies and efficient processing of Own Damage claims.” Motor Insurance is the Company’s largest portfolio comprising insurance of private cars, two-wheelers, commer-

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cial (goods carrying) vehicles and passenger carrying vehicles. The Company is entering into new auto tie-ups with leading automobile manufacturers and dealers so as to strengthen marketing channel. On other measures to enhance efficiency, “More potential remains to be tapped in the existing Bancassurance tie-ups. Individual agencies will further be strengthened by enrolment of more agents. There are plans to increase more number of corporate agents. Rigorous training schedules are being planned for the new agents as well as the existing ones so that they become fully equipped to handle the changes being brought by detarriffing.” “Being a public sector Company, we have a social obligation to fulfill, we insure common man with lowest of premiums. The Company has more than 40 products catering to the insurance needs of Rural and Social Sector. With a view to enhance awareness about various Rural Insurance covers, publicity campaigns were undertaken in various parts of the state through mass contact programmes, cattle health camps etc. Coming to Andhra Pradesh we are providing insurance cover to AP State Police Force and Home Gaurds, apart from Industrial workers and daily wage earners in the state, The Gopal Raksha Package Policy, a scheme devised for milk producers belonging to weaker sections of the society in the state. Janata Personal Accident Insurance policies were issued to the beneficiaries of Indira Kranti Pratham in the state,” he added. Some of the rural and social sectors insurance schemes include Personal Accident Insurance Scheme for Kissan Credit Card (KCC) Holders, Plantation Insurance, Universal Health Insurance Scheme and Rajiv Gandhi Vidhyarthi Suraksha Yojana. O

“Perception of service, financial stability, unmatched solvency and aggressive marketing are responsible for these accomplishments. However we knew insurance sector is very competitive, as we have to face stiff competition both from public and private companies, so there is no room for complacency and we have to be on toes always”

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The Jumbo on the move

A pragmatic and progressive State, and an oldest and largest financial institution combined together to crystallize into two omnipotent brands called Andhra Pradesh and State Bank of India. In coming days these two brands can only become humongous. SBI is on a rebranding spree and it has changed its outlook. Tomorrow, there is lot to expect from this Bank.

BI has been the pioneer in State banking in the name of Imperial Bank of India till 1955. Imperial Bank of India was present at every major agri and commercial centre much before independence. The contribution to the growth and development of the State has been incessant. With Common man as the focus, SBI today is the Bank for all â&#x20AC;&#x201C; big or small. SBI has been a key player in the transformation of the State from predominantly agro based to a hitech and industrially developed State with every sector securing its due recognition.

Performance The bank is aiming at crossing a level of Rs.29,768 crores in deposits and Rs.31,422 crores in advances by March 2008. The bank capital adequacy ratio is at 13.13% as of June 2007. This is comfortable at the present stage. However, once Basel-II switchover is complete, every bank would have new equations altogether on this front. The bank is gearing up for that by maintaining strict control on asset quality containing slippage into NPAs; by upgradation of asset quality in deserving cases; by recovery and in hardcore cases by enforcement of securities under provisions of the SRESI.

Infrastructure Lending The bank plans to assist various segments involving an outlay of Rs.9757 crores for this year. In fact, this is only an indicative outlay. Very big projects that involve huge outlay look to SBI for financial assistance. An exclusive wing to process credit require-

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ments of big commercial undertakings was set up. In the recent past the bank had sanctioned Rs.4000 cr. loan to one of the frontline industrial houses in a global acquisition.

Services With a large network of 865 branches in the State, 71% of this network is in rural and semi urban areas. The bank plans to expand its network by 27 branches during November 07 and another 51 new branches are slated for the following quarter. The ATM presence is at 506 places. Another 170 new ATMs were initialized during the current year. To augment rapidly growing cities, the bank is planning to add 25 more ATMs before December 07. The cash dispensed through our ATMs during Sept. 07 alone amounted to Rs.960 crores and a staggering 53 lakh transactions. In addition to SBI ATMs, its Associate Banks have 360 ATMs in the State. In all SBI Group has 866 ATMs the State over. The bank has plans to integrate ancillary ATM functions viz. Bill payments, Airline & Railway ticketing, Insurance premiums etc.

Leadership The bank recently launched Mission Parivartan, involving employees, aiming at rejuvenating the enthusiasm among them. This is a path breaking initiative launched by the Bank. “We have braced up well on time to take on the challenges thrown open by the market realities. We love competition. At SBI we believe that there is no charm in monopoly. Competition has helped us adopt modern technology and helped us grow from size to size. We are here to face and perform. Have a look at the changed face of SBI,” said R K Sharma, Chief General Manager, SBI. Bank branches are spruced up to improve the ambience and customer comfort; as a result the market share has improved substantially during the quarter ended June 07. “New found Banks will naturally have the statistical advantage of geometric growth. These players now drive on a path well laid by committed and dedicated Banks such as ours. But, not to lag behind, we have geared up, well in time, to meet the new challenges. We have taken big leaps on technology front. Having regard to our size, end results take some time to be felt. It is clear that the elephant is on the move,” he added.

Priority Sector Advances “We have a balanced approach to meet the various sectoral demands of the society. Agriculture occupies a

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fourth of our budgeted target. We have always been a Farmers’ Bank. About 57% of our lendings go to priority sector. Small and medium Enterprises are our hot picks and we aim to be the Traders’ Bank. Industry has been our strength all along,” Sharma said. As a part of encouragement to the small and medium entrepreneurs, on 20th Sept.2007 the bank established a dedicated Branch called the SME Branch in Hyderabad which is expected to be a one stop Branch for the requirements of all the SME clientele. Special processing cells called SMECCs have been actively functioning at all major Cities/Towns in a bid to meet the total requirements of this community. The credit deposit ratio in the State is 93% at some centres it exceeds 100%. Within the framework of RBI credit policy and procedures, a well-defined loan policy document that balances credit portfolio and even sided growth on all fronts. The Government policies continue to be heavily oriented towards the agriculture sector. Both Central and State Governments are keen on boosting investment in this key sector. But more and more corporates are investing capital in this potential area. Since most of the rural credit needs used to be met by non-Institutional lenders in the unorganised sector, the Bank has come to the rescue of the needy inculcating an orderliness in rural lendings. Hence, in this area, our focus and targets are as follows: Focus on Value Chain Financing i.e. introduction of specific products and launch of intensive customer acquisition campaigns for key commodities like dairy, horticulture etc. Expansion of contract farming to new geographical areas as well as to new commodities. Boosting micro-finance by leveraging new products (SHG Credit Card and SHG Gold Card)

Corporate Social Responsibility Banking as a service sector has a lot of scope for social responsibility. “We are always in the front to contribute to any social cause. In fact, every branch of ours has a target of organizing a social activity once every quarter, to be of benefit to the immediate area around. Donations to Schools, Orphanages, free medical check up camps, employment to physically challenged persons, in short, are among a large list of activities for benefit to the society. We have a set budget, from our profits of social obligation in the state,” ended Sharma. O A.P Celebrations

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A revolution’s boldness

Irrigation, the artificial application of water to the soil for assisting in growing crops is a method that has developed itself with time. Having taken roots in Egypt centuries ago, today the concept of irrigating crops has indeed come a long way. The state of Andhra Pradesh, today, has played a vital role in the field of irrigation

urpassing challenges of Competition for sur face water rights, depletion of underground aquifers, buildup of toxic salts on soil surface in areas of high evaporation and Over irrigation, the state of Andhra Pradesh has today managed to reach a level where it is staring a revolution that promises to change the concept of irrigation in the country Jalayagnam. The Jalayagnam programme accords the highest priority for the development of irrigation facilities, particularly in the backward and drought prone areas in the state. The success of Jalayagnam transforms the total landscape of the state into Harithandhra Prashesh, by ushering a new era to backward areas of Andhra Pradesh. In last three years alone an ayacut of 12,42,557 acres was created under Jalayagnam Programme. Says Ponnala Lakshmaiah, Minister for Major Irrigation, “70 percent of the population of Andhra Pradesh were dependent on agriculture and that is the reason why in the 2007-08 budget announced by Finance Minister K. Rosaiah, a lion’s share of the plan outlay has been given to irrigation. We are looking at Rs 100,000 crores with 1 crore acres, so naturally it needs money compared to any other time. Just for comparison, the irrigation budget in the state is more than the average general budget of 17 states.

The Shortage In the year 2001 when the drought was severe 60 TMC of water in Krishna river and 44 TMC of waters in Penna river were going waste in to the sea. Similarly, 2884 TMC of water from Godavari went waste in to the sea. 1733 TMC of Godavari. 12 TMC of Penna and 14 TMC of Krishna waters have gone waste during the year 2002. 2985 TMC of Godavari, 6 TMC of Krishna waters went waste in to the sea during 2003. In the year 2004, 1674TMC of Godavari

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with a daring and revolutionising concept of Jalayagnam. It is bold initiative by the state, which has water resources yet unable to utilise to its full potential.

70 percent of the population of Andhra Pradesh were dependent on agriculture and that is the reason why in the 2007-08 budget announced by Finance Minister K. Rosaiah, a lion’s share of the plan outlay has been given to irrigation. - Ponnala Lakshmaiah, Minister for Major Irrigation waters, 16.18 TMC of Krishna waters went to the sea unutilized. Thousands of TMCs of water were going waste from the river Godavari. In order to put a stop to this wastage, the Chief Minister has taken up several projects on the rivers of Godavari and Krishna. Thus, the projects, of Alisagar, Guthpa, Sriramsagar stage-II, Sriramsagar flood canal, Sripadarao project, Itchampaly, Dummagudem, Polavaram, Pushkaram and Tadipudi were taken up.

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At least 3000 TMC of waters are available every year in the river Godavari. While the state is getting 1173 TMC of waters, plans were formulated to utilise 654 TMC of waters for the proposed as well as the projects under construction. Until now, the state has been utilising only 514 TMC of waters of the river Godavari. Likewise, in order to utilize the surplus waters besides the projects that got approval on the river Krishna, the projects like Veligonda, Telugu Ganga, Galeru-Nagari, Handri-Niva, Nehru Nettempadu, Rajiv Bhima, Mahatma Kalvakurthy, Indira Priyadarshini, Srisailam Left bank were launched. Land acquisition is key for execution of Irrigation projects. The state government has already acquired 50 per cent of the of the target land for irrigation projects taken up under Jalayagnam. A total of six lakh acres has to be acquired for irrigation projects. Of it, requisition has been obtained for 3.05 lakh acres and 2.04 lakh acres had been acquired. Still a balance of 1.8 lakh acres needs to be acquired. An amount of Rs 483 crore has been spent for acquisition. Rajiv Sagar LIS, Indira Sagar LIS, Pranahitha-Chevella, GNSS Phase-II & HNSS Phase-II are under investigation and details of Land Acquisition will be finalized in due course. “Congress government remains to be the only government in the country to acquire land for irrigation projects in such a large-scale in a span of three years. The Telugu Desam Government had acquired only 1.19 lakh Acres during its nine-year rule,” Minister said. “The oustees of the projects have been provided better rehabilitation than that specified in the Centre’s guidelines. Though the Land Acquisition Act is in implementation, the officials had not resorted to imposing it

Region wise details of existing ayacut and the ayacut to be created as part of Jalayagnam programme Region

Ayacut under Irrigation (In acres)

Ayacut to be created under on going and proposed projects (In acres) 27,29,025

Total Ayacut to be created (In acres)

Andhra

66,26,486

Rayalaseema

15,39,961

19,16,081

34,56,042

Telangana

47,15,014

56,35,944

1,03,50,958

1,28,81,461

1,02,81,050

2,31,62,511

Total

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93,55,511

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on the oustees, he said. The oustees were paid compensation only on complete agreement,” he claimed.

Details of total ayacut to be created in coming three years. (in acres)

Irrigation Spend

Region

2007 Khariff

Timely funding is imperative for completion of Irrigation projects. The State government under stewardship of Dr. Rajasekhara Reddy who initiated the Herculean task of Jalayagnam understand better than anybody. The govt. is giving top priority for irrigation in the budget. The state government believes in overall development of the state. So, its trying its best to achieve regional justice.

Andhra

1,85,683

3,54,040

1,32,767

Nel/Pra*

2,26,003

1,19,000

93,833

3,35,992

1,46,600

Telangana

2,39,135

8,68,702

8,35,220

Total

7,44,654

16,78,734

12,33,887

*Nellore/Prakasam

Region wise allocation Around Rs. 2207 crores was allocated for Andhra region in the budget for the year 2007-08, as of October 10, 2007, Rs. 414.26 crores were spent. Around Rs. 3599.48 crores was allocated for Rayalaseema, Nellore and Prakasam in the budget for the year 2007-08, as of October 10, 2007, Rs. 1337.79 crores were spent. Around Rs. 4324.97 crores was allocated for Telangana region in the budget for the year 2007-08, as of October 10, 2007, Rs. 1667.06 crores were spent. “We have taken many modernization projects in the state and all the projects are time-bound. The State Government is determined to complete modernisation of Pulivendula Branch Canal and Mylavaram Projects as well as Lendi Project among others within 2 years. GOI has also extended clearances for construction of several

Details of irrigation potential created in last three years under Jalayagnam programme. (in acres) Year

Investment (crores)

New Ayacut (acres)

2004 Khariff

3,331

3,13,090

2005 Khariff

6,569

2,15,430

2006 Khariff

9,109

7,14,037

19,009

1242557

Total

projects including Polavaram “Indira Sagar” project recently,” said the minister. Linking of Godavari and Krishna by constructing Indira Sagar Project and Rajiv Sagar project across River Godavari would become a landmark achievement in the entire country, thus paving way to new era in water utility. The State Government has completed 25 of the 58 major and me-

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Rayalaseema

2008 Khariff 2009 Khariff

dium irrigation projects taken up under Jalayagnam providing an ayacut for 11.09 acres. Guthpa project in Nizamabad district, based on the Godavari, will be inaugurated in November. A major portion of the contemplated ayacut of Telugu Ganga has already been provided water. Full storage of 78 tmcft is being built up in Somasila for the first time. The planned 28,000 acres under Gundlakamma couldn’t be covered due to court case filed by some parties at the instance of opposition. The work is at full speed in other projects, involving a record 3000 proclains, and covering canals of 10,000 km and pipelines for 1,000 km. Also 100 balancing reservoirs were created artificially. In 2005-06, Rs 6,500 crores was spent against Rs 6,300 crores budgeted. In 2006-07, as against Rs 10,000 crore budgeted we spent about Rs 9,100 plus crores. In 2007-08, the budgeted amount is Rs 13,000 plus crores. In 3 years the state could create an irrigation potential of 12.42 lakh acres. This year it proposed to be about 8.42 lakh including stabilization. Next year the state is planning for about 12 lakh acres. Major and medium irrigation interventions, at one point of time, the GOI was not very proactive in supporting us. Now, the UPA government, under Bharatiya Nirman programme has given thrust to create an irrigation potential of 25 million acres in the country out of which AP is able to take almost 40%. In that the major chunk is irrigation and the state has 25 projects in that category. The government of India is assisting the state through Accelerated Irrigation Benefits programme (AIBP). ❖

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Defenced

r. VK Saraswat, a distinguished scientist and Chief Controller R&D (MSS) & Programme Director ‘AD’ is a veteran of the Missile pro gramme and has been associated with the organization for a long time. Saraswat believes that, it is time for Andhra Pradesh to make its presence felt as a HiTechnology industrial brand. The opportunity and the timing are ripe for this. Saraswat said, “Post Kargil and the Kelkar committee report, there has been a major shift in government policy on Defense Acquisition”, he continued saying, “The government realized that most of our defense acquisition was coming from abroad, which was not such a good thing and it was decided that this dependence on foreign suppliers must be minimized”. A greater involvement of the Indian private sector in defence thus has become critical. PSUs already handle most of defence technology manufacture. However, they do so based on foreign techniques and thus have not graduated from manufacturers to developers. Thus to be completely self reliant, the incredible potential of the Indian private sector is a necessity. This participation is supposed to be not just in manufacturing but also development and can also take the form of Public-Private partnership. The graduation into development is where the private sector can really shine. According to Saraswat AP has a clear and powerful opportunity to exploit due to change in government policy. This, he believes is because first of all AP already has a large infrastructure base, especially for R&D. Second, the PSU base in AP is significant. Third, DRDO itself has helped the development of more than 100 industrial undertakings which can contribute significantly to development and manufacture of military technologies. Saraswat feels that Andhra Pradesh has to look beyond to the future. Prior to this opportunity, the government was never so inviting and it is an opportunity begging for exploitation. With the significant existing infrastructure and capabilities, industries in AP can graduate from compo-

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DRDO is a name most Indians recognize and associate with scientific excellence in in the field of defence technologies. DRDO or Defence research and development organization has had a long and intimate link with Andhra Pradesh, and it is here in Hyderabad that the missile program was born and which today has matured into the credible deterrent this countr y needed. nent manufacturers to subsystem developers and then to complete systems and mass produce them. The skill set is there and it is not expensive. What is required is synergy between DRDO, the PSUs and the private sector industries. Saraswat called for the development of an Aerospace Park in the state which can be based at Hyderabad’s old airport after the new international airport comes up. Hyderabad can be developed into an Aerospace industrial hub which can boast facilities required for defence production, testing and inspection. The Aerospace Park would also serve as a maintenance base for civil aviation within the country and would provide facilities not currently available in India. The Park can also facilitate personnel training at all levels. The Andhra Pradesh Aerospace Manufacturers Association, the industry and DRDO are working together towards the Aerospace Park. Another important factor is the fact that, Saraswat believes, the people of AP are ready for collaboration with other agencies and industrial partner so as to develop the state into defence technologies destination. The DRDO can act as a know-how hub with AP as the partner. According to Saraswat, the era of Joint ventures has arrived in the state. With companies such as TATA and Godrej vying for entry into the Hi-tech industrial space within AP, the state is all set to become a brand ambassador for Aerospace technologies in the country. DRDO itself has been at the forefront of breakthroughs. The successful launch of Agni 3 has the whole organization in high spirits and efforts are on to further refine the missile and ready it for production and deployment. This currently is the number one priority for DRDO. The sec-

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ond priority is the naval medium range surface to air missile (MSAM) program which the Navy is urgently in need of. DRDO is working on both MSAMs and point defence SAMs though MSAM required for Area Defence is currently the focus. The AKASH program is progressing forward as well into the advanced stages, though the TRISHUL program has been more or less shelved. The air to air beyond visual range missile ASTRA has also undergone two successful flight trials and according to Saraswat its capabilities will be comparable to the famous US AIM-120 AMRAAM. The NAG Anti-Tank missile mounted on a tracked platform is currently undergoing user trials. The third priority for DRDO is the Anti-ballistic missile program. One successful flight trial has already been conducted. Saraswat said, “Currently there are three working ABM systems in the world; the US Aegis SM3, the Israeli Arrow 2 and the Russian S-400, however our program is comparable to the US PAC-3 Endo-atmospheric interceptor. According to Saraswat, accuracy is the crux for any ABM program and given the current level of technology achieving good hit probabilities is not such a difficult task, contrary to popular literature. This is so because the path of a ballistic missile is highly predictable, so if you can reach it, it can be killed. DRDO is also working on a hypersonic unmanned reusable cruise vehicle which can radically reduce satellite deployment costs. The vehicle will make use of advanced composites and will consist of both a turbofan jet as well as a SCRAM jet to enable it to reach hypersonic velocities. A technology demonstrator could be possible by late 2008 or early 2009. DRDO has also progressed well in the field of Electronic Warfare systems. Saraswat said that success in this field has been possible due to the excellence in software designing Indians have achieved which more than makes up for any lack of capability in the hardware and thus also leads to cheaper but capable systems. DRDO has been its efforts into another program designed at bringing the Indian infantryman into the 21st century. The program is called SMART soldier which envisions the soldier “as a system”. The requirements for this program like miniature computers, sensors and “intelligent” uniforms can all be developed by DRDO believe Saraswat. With all these breakthroughs, DRDO is all set to be an integral part of BRAND AP and all that is required to create the reality of AP as a defence technologies destination is Synergy, real and sincere. O

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“Hyderabad can be developed into an Aerospace industrial Hub which can boast facilities required for defense production, testing and inspection.” - Dr. VK Saraswat, Chief Controller R&D (MSS) & Programme Director ‘AD’, DRDO

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K. S. Rajasekhar Rao, CMD, ECIL is on a revolutionary assignment. That which will change Indian electronics and cross new paradigms.

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Unleashing an Electronic Movement

Long before the software sector became Indiaâ&#x20AC;&#x2122;s flagship industry, one organization had been bold enough to begin operations when liberalization was still a distant dream and the nation still a technological laggard. The organization was Electronics Corporation of India limited (ECIL). Organisations like ECIL, apart from

t. Jawaharlal Nehru, the first Prime Minister of the Country, believed strongly that the future economy of the Country could grow only by taking up concurrently the development of both Science & Technology. In line with this, Dr.Homi J Bhabha was picked up to head the Atomic Energy Establishment in India. A National Committee on Electronics was formed in 1963 with Dr.Bhabha as the Chairman to take stock of the then status of electronics in the Country, assess its potential and formulate a master plan for the development of electronics for the decade 1966 to 1975. The Bhabha Committee prepared a comprehensive Report covering all major areas with the clear objective of achieving self-reliance in electronics so as to put India on par with the developed countries. By the mid sixties, the R&D activities in Electronics Division of the Atomic Energy Establishment, Trombay (AEET), currently christened as Bhabha Atomic Research Centre (BARC), had grown considerably. Dr.Bhabha was confident that the electronics know-how generated in BARC would measure up to the work done elsewhere in the world and had settled down on the idea of establishing an electronics industry to productionise the R&D products and systems. Against this background, Dr.A.S.Rao, a dedicated National Scientist took up the challenge of converting Indian R&D to professional grade equipments and thus was born Electronics Corporation of India Limited (ECIL) in Hyderabad on 11th day of April, 1967 under the Department of Atomic Energy. In line with the primary objective

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serving the Nation as all in one destination for technology needs, have brought pride to Andhra Pradesh

of promoting self-reliance in the Country in the filed of electronics, the various items manufactured in the Company were based on the R&D work done at BARC for meeting the needs of user segments predominantly in DAE. Since its inception, ECIL has achieved a remarkably fast growth in size, turnover and product range despite being the first ever undertaking of its kind in the filed of indigenous known-how at a time when it was the rule to have foreign collaboration for high-technology enterprises. Though the initial thrust was on meeting the Control & Instrumentation requirements of the Nuclear Power Programme of the Nation, the expanded scope of selfreliance pursued by the Company enabled it to develop various special purpose products to cater to the needs of Defence, Civil Aviation, Information & Broadcasting, Telecommunications, Insurance & Banking, Oil & Gas, Power, Space and several user departments in the Government domain. The Company has thus steadily evolved over the years as a multi-product company serving multiple sectors of Indian economy with emphasis on import substitution and development of products and services that are of economic and strategic importance to the Country.

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The pioneering efforts of the Company has resulted in several ‘firsts’ in the Nation over the last four decades such as Control & Instrumentation for Power Plants, Digital Computer, Solid State Television Receiver, Automatic Message Switching System, Earth Station Antenna, Electronic Voting Machine, Fuses for Artillery, etc. The impact of globalization process and delays resulting from the US Sanctions in the wake of Pokhran-II experiments brought down the performance of the Company in 1998-99. It is under these circumstances that the Company rallied back strongly by initiating several measures to improve the internal processes and expanding its business levels. The efforts proved very effective and the Company achieved a turnaround during 2000-01 and the gains were further consolidated by registering impressive profits during subsequent years. The paradigm shift in business has made ECIL to modify its traditional total manufacturing – oriented business culture to include an effective serviceoriented culture that would cover system integration, customer specific application software development, installation and commissioning and post-sales support. The emphasis on ‘total self-reliance’ that characterized ECIL’s operations in its formative period suitably got modified too. ECIL has consciously attempted to focus on specific sectors in terms of skill and technology development, and marketing efforts. ECIL directed its efforts, through all its product divisions to work on totally strategic applications and its focus has been on contributions to strategic sectors of the Nation such as Atomic Energy, Defence, Space, Civil Aviation and Security. For example in the field of Atomic Energy, Complete Control and Automation requirements in respect of Nuclear Power Plants; Development, with due support from BARC, and Supply of a range of Nuclear Instruments and Systems for Research, Monitoring and Health Physics Applications catering to the needs of various DAE Units, have been achieved. ECIL, the electronics arm of the Department of Atomic Energy, has steadily emerged as an important National Asset in the field of Strategic Electronics. Over the X Plan Period, ECIL has recorded profitable results with considerable increase in the net worth of the Company. Specifically during the financial year 2006-07, significant improvements could be achieved in both financial and non-financial terms. The Company scaled new heights in terms of both turnover and profitability. A Gross Sales of Rs.1,006

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ECIL, the electronics arm of the Department of Atomic Energy, has steadily emerged as an important National Asset in the field of Strategic Electronics. Over the X Plan Period, ECIL has recorded profitable results with considerable increase in the net worth of the Company. Specifically during the financial year 2006-07, significant improvements could be achieved in both financial and non-financial terms. crore was achieved with a Profit (PBT) of Rs.193 crore, the highest ever achieved hitherto. The improved performance has also enhanced the Rating of the Company to “Excellent” for the year in the MOU with the DAE. This performance also ensured a record dividend of Rs. 30.97 crore to the Government, which is 20% of the paid up capital. During the XI Five Year Plan Period, ECIL expects to consolidate its financial and market position by attempting a sustained 15% annual growth in the chosen fields. For the year 2007-08, the Company has set an ambitious target of Rs.1108 crore of Net Sales. Some of the major programs ECIL will be embarking upon will be, C&I packages for reprocessing of Plutonium, Tarapur, for PFBR and B1/ B2 Project, Smart Nuclear Instrumentation and Detectors for DAE, execution of telescopic antenna to MACE/BARC in the Atomic Energy sector; Transceivers, HF/DF and MSRS, C4I packages for PJ10 (BrahMos), Doppler Radar, APL project and Fuses to Defence sector; Earth Station Antennas, KA Band Active Radar Seekers, VLBI Networks in Space sector; SCADA Systems for Oil & Gas pipelines, Sound Ranging System, Security Systems to DAE and other important installations etc. A few of the relevant business areas are: Air-to-Ground and Air-to-Air Radio Communication products, Aerostat-based Surveillance Systems, Robots for Explosive Ordnance disposal, High Speed Digital Radio, Combat Tactical Simulator, Digital Radiology etc. The Company is also laying specific emphasis in reaching the benefits of technology in the domain of education, health and agriculture to the rural poor. The Company continues to lay focus on Strategic Sector requirements and has charted out R&D Programs for Technology Building and Product Development in Electronic Warfare Products, Radio Communication Products, Encryption Products, Secured Communication Systems, Contemporary C&I Packages and various types of Antennas.❖

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Partners in Hi-tech Defence

Advanced Systems Laboratory, a sister laboratory of RCI and DRDL, has been one of the cornerstones behind the success of India’s strategic missile program. In fact the origins of ASL can be traced to 2001 when it was created to provide a major thrust to the strategic missile program. The success of both the Agni I and Agni II and the recent successful test of the Agni III are a testament to the capable team ASL has lent to the missile program.

vinash Chander, Director, ASL has been a guiding force behind the organisation and believes that Andhra Pradesh and Hyderabad especially, is strategically poised to take the lead in becoming a defence technology hub. Brand Andhra Pradesh can be synonymous with Brand Indigenous Defence. Chander points out that there are certain factors which favour AP as a defence tech destination. First, Hyderabad is located centrally. Second, it can rightly boast of technically excellent manufacturing facilities.

the field of defence technology is also heartening feels Chander. The people of this state, said Chander, are ready to take up challenges and solve problems. The significant technical manpower and knowledge base of the state doesn’t hurt either. ASL’s core competency lies in the field of solid propulsion. ASL might have started with the Strategic missiles but at the moment almost every missile by DRDO boasts of a propulsion system designed by ASL. Be it composite rocket motors or pulsed rocket motors, ASL has developed all.

Chander believes that industry participation in defence technology is necessary and that they must evolve from a fabrication base to actually designing sub-systems and further on complete systems. According to Chander, the focus should be on the core area of System Design.

The missile technologies that the ASL has pioneered form a long list. They include a heat shield for the missile payload, large-sized composite rocket motor casings, larger nozzles, separation systems for the missile stages and other aerospace mechanisms and pyrotechnical devices. The rarefied strata of missile development could scarcely believe it when the ASL developed a carbon-carbon composite for the Agni missile’s heat shield. The heat shield is one of the most important components of a missile, because it protects the warhead from combusting during the missile’s re-entry into the earth’s atmosphere.

Chander further feels that the number of Indians with an aerospace consciousness is growing. The need of the hour, Chander feels, is the development of a quality first culture. This in fact is already happening he feels. This quality consciousness can percolate into other areas of manufacturing and designing. The driving force for development, Chander said, can be the manufacturing facilities and they need to be focused on this quality conscious culture. Hyderabad itself is strategically placed to take advantage of the offset policy either directly or through the backing of consortiums between major business houses. Brand AP and Brand India have to be synonymous with high quality and not just low costs as popular perception has it. The level of entrepreneurship that AP has seen in

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Chander feels that in terms of technologies, composites are playing a critical role throughout DRDO. Their unique properties like the ability to retain form at extremely high temperatures and their significant weight efficiency and strength have rendered them invaluable for defence projects, be it missiles or the LCA ‘Tejas’. ASL is already working on carbon weaving technology for higher abrasion resistance in composites. Many of the technologies developed by ASL, informed Chander, have been transferred to industries so that they can be applied across a

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wide spectrum apart from defence. ASL’s work on MIRVs or Multiple Independent Re-entry Vehicles, can yield spinoffs for the aerospace and ground based programs said Chander. The ability of composites to resist degradation overtime unlike metal makes composites especially suited for fabricating airframes for aircrafts thus giving them longer service life. The damping effect of composites also prevents vibration damage to sensitive equipment like electronics, which implies multiple uses across a wide range of systems. Another technology which Chander feels can add significantly to systems is Nanotechnology. Nanotechnology can enable the creation of self maintaining and repairing systems. This can evolve into highly fault tolerant and self correcting mechanisms for electronics as well as other systems. One area where nanotechnology can have an immediate impact is in the development of carbon Nano-tubes which have proved to increase composite strength by a factor of ten. ASL has successfully demonstrated how innovations made in defense sector could be put to use in alleviating the suffering of human beings. Carbon-composites composites developed by ASL in the fabrication of the Agni heat shield are now useful in light-weight callipers for polio-affected children. “We are extremely happy that we are able to alleviate suffering of human beings,’’ said Mr Chander with sense of pride. Apart from calipers Carboncomposites are found useful in covering parts of the body of Tejas, India’s Light Combat Aircraft, and brake discs in fighter planes. ASL continues to be a leader in hi-technology defence systems and is well poised to be a flag-bearer of Brand AP in the field of defence technology manufacture and design.O

ASL’s core competency lies in the field of solid propulsion. ASL might have started with the Strategic missiles but at the moment almost every missile by DRDO boasts of a propulsion system designed by ASL. Be it composite rocket motors or pulsed rocket motors, ASL has developed all.

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Hyderabad is all set to become the Aerospace Hub of India - Avinash Chander, Director ASL

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Championing a Cause

Andhra Pradesh Women’s Cooperative Finance Corporation Ltd (APWCFC) has been the pioneer in the Capacity building of rural women in Andhra Pradesh

PWCFC started its odyssey in the year 1986, is providing training to women in various vo cations both technical and service sectors with an integrated developmental approach to acquire self/wage employment opportunities. APWCFC selects poor rural women in the districts of Andhra Pradesh through their Mahila Vikasa Kendrams (Women Training Centers) and provides skill development training in marketable trades with the support of A P State Govt, NABARD, SIDBI, and Govt of India through the Women & Child development department under different schemes, for promotion of traditional and non-traditional economic activities among the poor and deprived women. The broad interventions have been introduction of Production centers for giving an opportunity for the trainees to fine tune their skills to earn while they learn. Upgradation of marketing skills by providing design development branding, pricing packing and product diversification through Taruni recourse center. Introducing Incubator concept to those who have the skill and entrepreneurial abilities but wishes to have a launching pad to introduce their products. Introduced Mother Unit concept for those women who have the basics skill and do not possess the entrepreneurial skills the product is standardized the pricing packing and marketing of the product responsibility is taken up the Corporation to give an opportunity for women to operate from their houses. Keeping in touch with the changes in the Global scenario, Changing Market trends and the lack of budgetary support from the State Government APWCFC has taken up new initiatives to spearhead the corporation towards self-sustainability.

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Core activities of the Corporation: Structured capacity Building training to rural Women through Mahila Vikasa Kendrams. The structured Integrated approach of trainings given through these Mahila Vikasa Kendrams in the State consists of basic Skill Up gradation through Vocational Training Programmes, Entrepreneurial ship Development Programmes/Sensitization Programmes, Demonstration Programmes, Production Units, , Incubators, Mother Units, Nursery and Horticulture, Marketing and Business Counseling Centers. The other major intervention and support programmes taken up through these centers are Residential bridge Schools for Girl Child Labour Rehabilitation, Anganwadi Training Center (AWTCs) for refresher course to the field functionaries of Woman Development and Child Welfare Department. Construction and Management of Working Women’s Hostel (WWH) With an intention of creating a safe and secured living accommodation for working women the Corporation had with the assistance of Government of India. 18 WWHs have been sanctioned and out of which 14 WWHs are completed. 10 WWH are managed by WD & CW Dept., and 4 are managed by APWCFC. Construction of 4 WWH buildings are in progress. Coordination of NGOs Programmes: Corporation is the Nodal agency for Processing of NGOs proposals for setting up of employment cum income activities with the financial assistance of Government of India. As a nodal agency along with processing Implementation and Monitoring of the projects are also done.

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Micro finance Programme Corporation felt that providing the economic sustainability of women through economic empowerment it was felt by the Corporation that mere imparting vocational training programs does not help women as they are not able to utilize the skills acquired as they fall under two broad categories, one those with trade skills but lack of financial support. The second category of women is the target women for consideration for the proposed Micro Finance Program.

Keeping in touch with the changes in the global scenario, changing market trends and the lack of budgetary support from the government, APWCFC has taken up new initiatives to spearhead the corporation towards self-sustainability and A Kishan, MD, APWCFC is showing the way.

Brand management APWCFC has already gained experience in brand management by giving identification to the products produced by itâ&#x20AC;&#x2122;s Training cum Production center in the Mahila Pranganams in the state as TARUNI for easy identification of itâ&#x20AC;&#x2122;s products and also for their authenticity of product price, quality and accountability. APWCFC has started a marketing channel cum R&D center known as Taruni Resource Center to streamline and strengthen the market for the products produced by women in the unorganized sector. The products that are generally being shelved, displayed and marketed through these Centers, Readymade garments, Handicrafts, Jute/Mesta/Palm/Leaf/Paper pulp articles Block Printed saris, Kalankari articles Brass/Bidri works Toys Lace works Coir Mats Embroidery, Zardosi, and Ari works etc., During the Melas one-day workshops are conducted exclusively on each product involving design experts, marketing experts, lead bank managers, financial institution handling micro finances. This kind of exclusive workshop helped the women in design development, packaging, branding, financial procedures etc.

Mahila Vikasa Kendram The Mahila Vikasa Kendrams are housed in 10 to 12 acres of land with well equipped training equipment, stay and boarding facilities, and administrative set up. These Resource Centers are the overall development of women in the district. In practical terms this means creating an environment that will help a low income woman to build her business, improve her living conditions, keep her family well-fed and healthy, educate her children, and secure a political voice. O

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Delicious... refreshing... sumptuous Just right for your tummy! With Gourmet Guide 2007, a handbook on the best restaurants in Hyderabad, you can be sure, you find solace...in heart, purse and that tummy.

For a copy call : 23418672 / 673 / 675 / 679 / 680 / 681 / 66631457 Tel Fax : 23418675 / 681

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The Journey Goes On...

Many walk. They walk for fun, walk for health, walk out of compulsion...few walk the route towards success. Those are few, but the walk is new everyday. It comes with a new faceâ&#x20AC;Śa new identity. In this section we have identified few companies who walked to success. A success Andhra Pradesh will rejoice. Itâ&#x20AC;&#x2122;s after all a journey and walking to success is a treat in itself, especially when the walk is in Andhra Pradesh.

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Evolution of an industry is inseparable with the evolution of a few

Committed to stakeholders

institutions. Aurobindo Pharma is one such institution, which has grown from strength to strength, to emerge as the symbol of a vibrant Indian Pharma Sector.

he Hyderabad-based company made a humble beginning with a single unit manufacturing semi synthetic penicillins (SSPs) at Pondicherry. The company had gone public in 1995 by listing its shares in various stock exchanges in the country.

is expected to go on stream during the third quarter 2008. “The state provides an enabling environment and support structure, and the pharmaceutical industry’s growth within the state is a testimony to the opportunities made available,” Reddy added.

Aurobindo manufactures generic pharmaceuticals and Active Pharmaceutical Ingredients (API). The company’s robust product portfolio is spread over 6 major product areas encompassing (Antibiotics, Anti-Retro Virals, CVS, CNS, Gastroenterologicals, and Anti-Allergics) with around 65 APIs in the non-antibiotics and over 55 APIs in the antibiotic segment. Now Aurobindo is the market leader in semi-synthetic penicillin drugs. It has a presence in key therapeutic segments like SSPs, cephalosporins, antivirals, CNS, cardio-vascular, gastroenterology, etc.

Aurobindo Pharma is striving continuously to create value for each of its stakeholders. In particular, the Company has successfully worked to meet the needs of the consumers who seek good health, the quality conscious medical fraternity, value driven pharmaceutical industry, vendors who work to reduce supply chain challenges, its hard working associates and demanding investors. In the process, Aurobindo has earned the respect and trust of those it interacts with, which in turn has helped the Company become commercially successful within a very short time.

Andhra Pradesh Andhra Pradesh is central to the company’s plans. “Considerable part of the investment would be in Andhra Pradesh, a state that has been supporting industries and in particular the pharmaceutical sector. While the company has been functioning as a global player with local roots, investment is made on the basis of business viability,” said Aurobindo’s Managing Director, K Nityananda Reddy. Aurobindo plans to have an exclusive R&D facility employing 2000 professionals by 2008. The company is also setting up a $50 million SEZ project near Hyderabad. Its active ingredients manufacturing plant, being established at a cost of $40 million at Pharmacity near Visakhapatnam,

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The endeavor within the Company has been to create intellectual capital, build permanent assets and incur expenses in an effort to mitigate the risks and uncertainties of the business, industry and economy. “For a pharmaceutical company, the focus is not around profiteering always. The industry itself needs to be healthy, if it is to care for the health of its consumers. Aurobindo is conscious of the need of its customers’ good health at affordable cost. It is axiomatic that market competitiveness is the best protection for the consumer. An open market will encourage the players to offer the best quality products at economic prices. It also encourages the players to control costs and create additional value for the stakeholders. Aurobindo takes a 360-degree view to this

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Aurobindo’s Managing Director, K Nityananda Reddy’s aim is to continuously strive to create value for each of the company’s stakeholders

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and constantly innovates, assesses its supplies chains, evaluates production and marketing costs and makes considerable efforts to protect the consumer’s interest,” Reddy said. Aurobindo unveiled its new logo and corporate identity this year. The 20-year old company has targeted to double its revenue from the current level of $500 million to $1 billion in two to three years. By 2015 drugs worth $160 billion would go off patent and Aurobindo has ambitious plans to emerge as Asia’s leading company and among top 15 global generic pharmaceutical firms by 2015. “In line with the changing market dynamics and expectations, the Company envisioned the emerging changes much before they happened and kept itself in readiness by having a huge manufacturing infrastructure to cater to its large basket of offered products. These state-of–art facilities are approved by leading international regulatory authorities such as the US-FDA, UK-MHRA, Health Canada, WHO, MCC (South Africa) and ANVISA (Brazil),” Reddy said. The Company is able to produce quality products at cost competitive rates. The Company’s vertically integrated manufacturing modules and the strong presence in the supply chain from fermentation to formulations, provide flexibility and cost effectiveness. As Aurobindo keeps converting its regulatory approvals into invoices, the advantages of optimised supply chain structure have been visibly demonstrated. This business model will be pursued to draw on the inherent potent strengths to further improve on the income streams Despite being a late entrant, the Company has fast emerged as one of the largest manufacturers of API (Active Pharmaceutical Ingredients) in Asia and among the top Indian pharmaceutical companies, with exports to over 100 countries. It has a presence in key therapeutic segments like semi-synthetic penicillin drugs, cephalosporins, antivirals, CVS (cardio vascular systems), CNS (central nervous systems), gastroenterology etc. Over the years, Aurobindo Pharma has evolved as a knowledge driven company. It is R&D focused, has a multi-product portfolio with multi-country manufacturing facilities, and is fast becoming a marketing conglomerate across the world. The company’s competitive advantage is in capturing a large portfolio of approvals, backed by a global standard R&D effort that offers several patented non-infringing processes and intellectual properties, and a cost efficient

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mega manufacturing environment complying with US FDA and EU standards. With the HIV/AIDS pandemic in several regions, Aurobindo Pharma is committed to the social cause to supply quality ARV products from its world-class facilities that are approved by the various regulatory bodies such as WHO and US FDA in association with global funds such as PEPFAR (President’s Emergency Plan for AIDS Relief). It is cognizant of PEPFAR’s ARV treatment target of two million patients across 14 nations in Africa by fiscal year 2008, of which South Africa alone accounts for 25%. The South African subsidiary offers extensive support to the PEPFAR program and WHO through its sales and distribution of ARV supplies in the region. In recognition to Aurobindo’s contribution, the Chairman was invited on to address UN Conference on AIDS relief. At Aurobindo, quality is more than just a regulatory stamp. It is a way of life. The Company’s ability to continuously deliver on its commitments is an important part of the value it delivers to the customers. Its 6000 strong task force which includes over 700 scientists, systems and care for deliverables ensure that the customer gets topend quality. Aurobindo has plans to further invest in research and development, create larger production facilities, strengthen the product pipeline and continue to delight its stakeholders with its technological innovation. “The Company’s sound management practices; strong corporate governance, constant innovation in technology, product quality consciousness and sensitivity to the customer needs have helped Aurobindo cross many milestones in record time. This is a high-energy organisation with its highly motivated team looking forward with optimism and confidence to meet newer challenges while continuing to raise its performance bar,” signed of Reddy.O

The organisation has moved up the value chain by entering into the high margin specialty generic formulations segment, with a global marketing network. The formulation business is systematically organized with a divisional structure, and has a highly capable team for each key international market. The organization believes in gaining volume and market share in every business segment it enters.

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The Granite Might

s people and companies went into real estate,franchising,construction, retail fi nance, infrastructure, hospitality, Telecom and such like, Pokarna Granites stuck to largely traditional and core areas of business-Granite mining, finishing and export. One of the primary reasons for this seems to be that the company, of which Gautam Chand Jain is the sociable and socially well known CMD, owns its own mines or quarries and undertakes quarrying and processing from its own resources. These mines,producing a wide,rich and world famous range of granite like the Black Galaxy strain exist at Ongole, Warangal and Srikakulam sectors and have been in operation since 1991. Being a Hyderabad based family, Jain explains, the company preferred to start, conduct and continue business activity in Andhra Pradesh. Besides this, according to Jain, the State has a friendly bureaucracy, the Mining department here is much better organized as compared to other States, the procedures are industry friendly and in all probability, the A.P.Mining department is the best in the country. Changes in Government do not affect the companyâ&#x20AC;&#x2122;s operations, since the procedures and systems are already in place and they work as expected. This is also one of the prime reasons why Pokarnaâ&#x20AC;&#x2122;s expansion and diversification into Engineered stone was also A.P. based-from Achuthapuram and Rambilli mandals in Vishakapatnam. The plant produces about 2000 Square metres per day of stone and the turnover last year alone was Rs.150

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While the world around was exploding in the all round boom that followed the reform-liberalisation package and ways of doing business and traditional mindsets were changing to accommodate the mutations that would inevitably follow, a company called Pokarna Granites stayed close to its core business-granite and stone and only much later diversified into apparels and Engineered stone.

Crores, out of which 90% was from Export,just like the output of regular granite. The reason for this, Jain explains, is that the product is not very well known domestically and since people do not know that such good quality granite exists, they go in for cheaper granites. Once awareness increases and the contribution (profit margin) from Domestic sales increases, then the company will enter the domestic market-possibly with its own showrooms and starting with the major metros. And the quality awareness is coming, feels Jain,so they can look forward to these products increasing their market share at home. This phenomenon applies to Engineered stone also. This particular division, started in 2006, uses quartz stone as raw material and applies an Italian patented technology by which the raw stone is made to look like polished granite with the use of pigment and resin, and looks harder than granite. The end product has a much wider texture and colour range-a fact which is endorsed by the high turnover figures,Rs.150 Crores in the first year of operation, Rs200 Crores next year and Rs.750 Crores within the next five years. This, by any account, and combined with the turnover of the other company into granite, make Pokarna a formidably sized organization, there in the top bracket of Indian exporters. It is not surprising then that they have been getting the CAPEXIL award for Best Exporter form A.P. consistently since 1991. They have also received the FAPCCI award for best Exporter many times. Consistency is one of the main causes for this commendable performance as is Pokarnaâ&#x20AC;&#x2122;s corporate vision. Pokarna entered the fray early when no one was coming to A.P for granite. Thereby, the company has strength-

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Gautam Chand Jain, CMD, Pokarna Granites looks at Andhra Pradesh with an aggressive outlook primarily because he knows that the state has a friendly bureaucracy

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ened and expanded its base slowly and steadily, constantly improving its methods, being responsive to customer needs and keeping in touch with latest technology trends. So instead of going in various directions, as did many corporates, Pokarana stuck to its core competency and reaped rich dividends…resultantly they have been able to build a strong brand image and a stable, steady customer base, which keeps coming back to Pokarna knowing that they will deliver, deliver on time and deliver the desired quality. It is not surprising therefore, that Pokarna is today the single largest exporter of stone and processed stone to the USA, one of the world’s largest consumers. Pokarna has also been awarded the Rocky Award for the best advertising in stone in the world by the Marble Institute of America. One look at their brochure and range folder makes it easy to see why. A similar quest for excellence exists in Pokarna’s other company –Pokarna Fabrics with the Stanza brand name. The Stanza showrooms at Surya Towers and at Himaytnagar are living examples of this. Colourful and well coordinated designs largely in Mens wear, form unique, elegant and snazzy party wear for men. Though the price is slightly stiff, an average of Rs.2500 per shirt, the quality and designs seem to justify this. One must also consider that the prices when converted into dollars must be quite affordable abroad. The output of Stanza, like their other products, is largely exported, primarily to the UK, USA and Europe. With an impressive sales figure of Rs.25 Crores last year Stanza is perhaps the only Indian textile brand name which sells under its own name. The apparel division employs roughly 600 people in its operations and has earned a name for itself, A.P and India as a quality exporter of high end menswear. While Gautam Jain is largely happy with the business environment in A.P, he does feel that there is a large scope for improvement.

least seven days. This slows down operations and dampens the entrepreneurial spirit, as also plays havoc with time bound delivery schedules. He feels that the government should take deeper cognizance of the fact that corporate houses like Pokarna believe in adding value for themselves, the customer, the State and the country and deliver much desired spin-offs like services and employment besides earning name, fame and valuable foreign exchange in the process. Over and above turnover figures, Pokarna recognizes the need and importance of using the earth’s resources in a responsible manner. In accordance with this the company carries out scientific quarrying operations using the most mechanized machinery and by using environment friendly, very safe and non explosive cracking agents. Pokarna’s endeavour is to quarry in such a manner there is a zero impact on the environment inclusive of people, flora and fauna. Regardless of the type and sophistication of machinery and processes used, the Pokarna CMD and management firmly believe that it is people who make the decisive difference. As a result they have invested in people, in training, in welfare and in the environment. In summation it can be said that Pokarna is a group whose home is Andhra Pradesh, India’s most dynamic, hospitable and progressive state. A group whose vision is however global, and like its product –rock solid, and at the same time flexible and forward looking.O

Pokarna is today the single largest exporter of stone and processed stone to the USA, one of the world’s largest consumers. Pokarna has also been

This exists largely at the infrastructure end. He feels that in view of the existing and expanding potential for industry, business and commerce in India, the Government should move in much faster to create requisite infrastructure and streamline services, especially in the Roads and Ports sector.

awarded the Rocky Award for the

As such, they do face bottlenecks and hitches at the Port end and whereas it takes only 2 days for a consignment to leave port in foreign countries, in India it takes at

folder makes it easy to see why

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best advertising in stone in the world by the Marble Institute of America. One look at their brochure and range

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Greater Horizons GREATER HYDERABAD MUNICIPAL CORPORATION HAS A LONG TERM STRATEGY TO DEVELOP HYDERABAD. IT HAS CORE PLANNING AND A DIRECTION FOR THIS DEVELOPING REGION AND IS ENVISAGING A MODUS OPERANDI THAT SUITS THE NEEDS OF REQUIREMENTS IN THE FUTURE. PLANS ARE PLENTY AND THEY ARE CONCRETE TOO. NOW, IT IS JUST A MATTER OF TIME.

ities are economic powerhouses and melt ing pots of different cultures. Located in the heart of Indian Peninsula Hyderabad provides unmatched accessibility with an engrained quality of Cosmopolitan outlook and inclusiveness right from its inception.

crore underground sewerage system and a Rs 2,000-crore special package for the development of the old city. These compliment a long list of other projects being taken up in the city to ensure all-round development.

With a history of more than 400 years, Hyderabad now symbolizes the dynamism of an emergent India. Hyderabad is undeniable invigorating factor for Brand Andhra Pradesh.

Lack of abundant greenery has been major deficiency for our booming city Hyderabad. To address this issue, GHMC launched the programme called Green Hyderabad with the motto –”Each one, plant one.”

Hyderabad, which is growing at phenomenal rate requires an integrated management, more focused administration and also more funds for the development and operational purpose. Keeping all these aspects in mind the Government of Andhra Pradesh released the notification of Greater Hyderabad Municipal Corporation (GHMC) on 16th April 2007. Under GHMC the city is divided into 5 Zones (including North, South, Central, East and West) and 17 circles to provide better services. The city has grown from 175 sq.km to 650sq.km with the merger of 12 municipalities. Now Hyderabad is the second largest urban conglomerate in the country. Various initiatives have been taken up to augment the existing infrastructure and create modern facilities. The City Development Plan prepared by the State for developing many important projects entail an investment of Rs 28,000 crore around the twin cities and surrounding areas. GHMC would receive about 35 per cent funding from the Jawaharlal Nehru National Urban renewal Mission (JNNURM), the State would contribute about 15 per cent and the corporation would mobilise about 50 per cent through its resources. Among the major projects now planned for implementation include the Rs 8,400-crore Hyderabad metro rail project, Rs 5,000-crore Outer Ring Road (ORR), Rs 2,000-

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Green Hyderabad

Activities of Green Hyderabad ➢ Greeen Drive – Plantation of 10 lakh saplings between 30/08/07 and 30/08/08. ➢ Massive month long Green Plantation Drive in twin cities from August 30th –2 lakh seedlings to be planted as avenue plantations on main, sub and internal colony roads with the help of colony welfare associations. ➢ Plantation drive in open spaces including GHMC areas, schools, government institutions and private organizations. ➢ Citrus, Curry Leaf, Papaya, Drumstick etc. plants supplied at subsidized rates. ➢ In GHMC’s official functions, green bouquets i.e. saplings will replace flower bouquets and garlands.

Maintenance of Colony Parks through Colony Welfare Association ➢ Greater Hyderabad Municipal Corporation has been maintaining colony parks with active involvement of Residential Welfare Associations, wherein GHMC is contributing its share of maintenance charges every month. The contribution of GHMC over 75% is being paid of the total maintenance cost and the balance 25% will

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be borne by the Residents’ Welfare Association forever. ➢For the colony parks where water source is provided by GHMC and landscaping is done with lawn and shrubbery. For parks area up to 1000 sq. mts GHMC will provide Rs. 2000 per month and the contribution of CWA should be 25%. For parks area above 1000 sq. mts GHMC will provide Rs. 2000 per month and plus Rs. 1 per sq.mt. Subject to a maximum of Rs. 6000 per month. ➢For the colony parks without water source and only trees species, the GHMC will provide Rs. 1500 per month and the contribution of CWA should be 25%. For parks area above 1000 sq. mts GHMC will provide Rs. 1500 per month and plus Rs. 0.50 per sq.mt. Subject to a maximum of Rs. 3500 per month.

Asara Asara is a special initiative launched by GHMC to provide extensive services and facilities for Senior Citizens

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and the Physically Challenged to lead a peaceful and stressfree life. A special Helpline: 1253 was set up to address the grievances of Senior Citizens. Senior Citizens: Some of the special facilities for the Senior Citizens include Elder day care centers, Facilitating old age pensions, sanctions & payments, rail/bus concessions, reservations and police protection, Preference in public places and GHMC service centers, Comprehensive ID Card, Medical/Home-based diagnosis assistance database & records, Free entry into parks/park activities like yoga, pranayama and spiritual activities, Medical camps, Reserved parking space, Senior Citizen homes, Pet care programme, Wheel chairs in parks & GHMC offices and Counseling services. Physically Challenged: Some of the special facilities for the Physically Challenged include Wheelchairs, Medical camps, Volunteer support, Trained teachers in special homes, Free bus/train passes, Medical certificates, SHGs/ camps, Artificial limbs, Hearing aids, Special loans, Surgical corrections & operations, Helpline, Online registration and Counseling.

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Flyovers To ease the congestion and ensure smooth flow of traffic, GHMC has taken up construction of four flyovers in twin cities at strategic locations. The flyovers at Chandrayanagutta ‘X’ roads and Nalgonda ‘X’ roads with a total cost of around Rs. 25 crores are completed, while flyover at Nalgonda ‘X’ roads is opened. The flyover works at Green Lands (1.1 km) and a section of Panjagutta (2.07) have been completed; the remaining works are going at frantic pace and will be soon open for public. The estimated cost of these two projects is Rs. 53.5 crores.

Nala improvement The recent heavy rains reminded us of the necessity for remodeling of nalas as suggested by M/s. Kirloskar Committee report. The existing nalas have shrunken in size due to encroachments and thereby discharge capacity got reduced and as a result the inundation of residential colonies. As Suggested by M/s. Kirloskar Committee report the width of the nalas needs to be improved with simultaneous removal of encroachments. Therefore massive efforts have been initiated for re-modelling of nalas as well as removal of encroachments. Works have already been started at Muriki Nala, Nalla Vagu, Kukatpally Nalla and Balkapur channel. The entire course of nalas has been divided into sub-projects and works have taken up accordingly. An amount of Rs. 15.00 Crores had already been sanctioned and work is in progress.

Basic Services for Urban Poor The GHMC is spending nearly Rs. 133 crores to provide infrastructure facilities in slums in 12 divisions and also infrastructure facilities of Houses under VAMBAY and JNNURM Scheme.

Old City Development Over the years, Old City, the nerve center of Hyderabadi culture has witnessed economic decline and is plagued by congestion, aging drainage system, ineffective sewerage and traffic woes. The Government is making every effort for the development of old city in a tune with the developmental process that is being taken up in other parts of Hyderabad City. In order to redress to the growing traffic problem in old city two and to have a better connectivity across Musi a parallel bridge at Muslim Jung has been taken up at a cost of Rs. 8 crores and the same is nearing

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completion. Further another bridge near Race Course to connect North and South banks with a cost of Rs 4.50 crores was sanctioned and the works will be commenced very soon. Proposals have already been sent to Railway authorities for construction of ROBs at Uppuguda and Kandikalgate at a tentative cost of Rs. 20.0 Crores on cost sharing basis. Two foot over bridges under Fund your city programme have been sanctioned at Madina, Dilsukhnagar and the same will be commissioned by March. The development of road net work in old city which includes BT roads, CC roads was taken up in a big way and more than Rs. 70.00 crores worth works have been executed during the last 3 years. As the roads are very narrow in the old city area and in view of tremendous growth of traffic, the road-widening programme is further speeded up. Thirty-five roads with a length of 42 kms have already been widened with an approximate cost of Rs. 10 Crores, in which 1752 properties have already been acquired. Further massive road widening programme is already in progress since last one year in the old city. Some of the important roads such as Charminar-Falaknuma, Mir Alam Mandi, Laldarwaza to Chatrinaka, Chatrinaka to Chandrayangutta, Hari bowli road, Motigalli road, Shad CafĂŠ to City College road etc. the road widening is in progress. An amount of Rs. 10.00 Crores had already been incurred for the road widening during this year. The widening of all major roads will be completed within a period of 3 to 6 months to facilitate free movement of traffic. As part of improvement of street lighting system special emphasis is given to old city area and more than Rs. 20.00 crores has been spent on capital works in the last 2 years. 40% of the energy consumption charges for street lighting comes from the old city itself are an indication of the emphasis given to the old city regarding street lighting. An amount of Rs. 15 Crores has been spend for providing basic amenities such as construction of storm water drains, construction of community halls, footpaths, table drains, toilets etc., in the last 2 years.

Charminar Pedestrianization Project The development of Charminar and its surrounding areas initiated long but back could not be completed. However, now special focus has been given to improve the surroundings of this historical

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monument. As part of Charminar Pedestrianization project, emphasis is laid on road widening of surrounding localities and improvement of road network, opening of night bazaar and providing of public amenities, creation of painted signage on walls and signage in tune with historicity and heritage etc. The underground system of telephone and electricity lines have also been initiated Rs. 10.00 Crores had already been spent on improvement of road network of the Charminar Pedestrianization Project. Moreover a detailed project report is being submitted to the Govt. of India to allocate Rs. 50.00 Crores for the Charminar Pedestrianization Project as a part of preservation and improvement of heritage city.

Dr. C.V.S.K. Sharma, IAS, Commissioner & Special Officer GHMC is strict. He knows what he wants and he among those will not compromise on delivery.

Beautification of Musi River Musi was once the lifeline of Hyderabad. Presently, it is relegated as a back yard and sewage channel. While the past few years have witnesses a phenomenal change in terms of modernization and improvements in quality of life of the Hyderabad citizens, the Musi riverfront continues to languish as a cesspool breeding disease and mosquitoes. The Govt. therefore initiated an ambitious â&#x20AC;&#x153;Save Musi Campaignâ&#x20AC;? with an outlay of Rs. 900 Crores to bring back the old glory of Musi river by developing the surroundings of the Musi both ecological as well as commercial development such as beautification of polluted water by construction of STPs through mechanism of inter-septic sewers, river drives along both the promenades banks, beautification by way of development of parks such as Imliban park, greening, water sheets through construction of check dams etc. The Municipal Corporation of Hyderabad had already initiated development of parks and removal of encroachments on Musi bed. HMWSSB had already started the work of Intercepting sewers with an estimated cost of Rs. 20 crores and the entire Musi beautification project will be completed within a period of 3 years as promised so as to bring back the glory of the Musi.

Metro Railway Transport System Lack of an efficient, reliable and comfortable Public Transportation System (PTS) is resulting in rapid growth of personalised vehicles (1.8 million vehicles, with an addition of 0.2 million per annum), leading to frequent traffic jams and higher pollution levels in the city. Out of the 7.0 million motorized trips that are made in the city every

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Various initiatives have been taken up to augment the existing infrastructure and create modern facilities. The City Development Plan prepared by the State for developing many important projects entail an investment of Rs 28,000 crore around the twin cities and surrounding areas. GHMC would receive about 35 per cent funding from the Jawaharlal Nehru National Urban renewal Mission (JNNURM), the State would contribute about 15 per cent and the corporation would mobilise about 50 per cent through its resources. day, only 40% (2.8 million trips) are by PTS (mostly by buses run by APSRTC, a Government of AP owned company) and there is a need to take this share to 70% mainly by creation of Mass Rapid Transit System (MRTS). The state cabinet in its meeting on 20th January 2007 approved Hyderabad Metro rail project, costing Rs.8,760 Crores and formation of a Special Purpose Vehicle (SPV) called Hyderabad Metro Rail Limited (HMRL) to coordinate and monitor implementation of the project on fast track. The project will be implemented in public private partnership (PPP) mode on BOT (build operate transfer) basis.

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The Concession Period is for 35 years (including 5 years for construction) and this Mass Rapid Transit System (MRTS) with all its assets will be transferred to Government of Andhra Pradesh after the expiry of the Concession Period. Three most congested routes of Hyderabad (66.39 kms) will be covered in phase-I, which will be completed in 4 years. ➢ Miyapur – Punjagutta – M.J.Market – Chaitanyapuri – L.B.Nagar (29.87 kms ; 27 Stations) ➢ Jubilee Bus Station – Secunderabad Railway Station – Sultanbazar – Falaknuma (14.78 kms; 16 Stations) ➢ OU(Habsiguda) – Tarnaka – Begumpet – Yusufguda – Shilparamam (21.74 kms; 20 Stations). All the stations will be connected with good feeder bus services. The terminals and junction stations will be specially connected with BRTS (Bus Rapid Transit System) routes being developed under JNNURM. Integration and interchange have been planned with rail terminals at Nampally (Hyderabad), Secunderabad, and

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Begumpet, and with bus stations at Miyapur, Imlibun MGBS, Dilshuknagar, Charminar, and Jubilee Bus Station (JBS). MMTS services will be linked at Bharatnagar, Begumpet, Khairatabad, Malakpet, and Falaknuma. Adequate parking and circulating area will be provided at most of the Sophisticated signaling with latest safety features, will ensure a maximum speed of 80 kmph, and an average speed of 34 kmph as per international standards, as against the average road vehicle speed of 13 kms in the city. The project will be implemented under Viability Gap Funding (VGF) scheme, in which 20% of the project cost will come from Government of India and upto another 20% from Government of Andhra Pradesh. GoAP will also take 11% share in the equity capital of the project. The remaining cost will be borne by the selected BOT developer. Since MRTS projects are generally not financially viable, development of real estate will be allowed over the depots and next to about 33 stations, where it is feasible, on the lines of Singapore, Hong Kong and Tokyo. O

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Small Dreams, Big Achievements The story of the Sanghi group, Sanghinagar is another success story of vision, risks, obstacles overcome and entrepreneurial determination, so very typical of the kind of organizational success that’s written in the books of inspiring growth

For the Sanghi family, it’s about growing with time and not about being with time. They have ventured into different businesses and are testing more waters

According to Amit Sanghi,the young Jt.M.D.of Sanghi SEZ and CEO of Sanghi Spinners,his ancestors migrated to Hyderabad some 100 years ago from their native Narnaul in Haryana, probably weary of the limited and traditional agriculture-trader- moneylender business opportunities then existing there. Fast forward to 1978 by when Anand Prasad Sanghi, Amit Sanghi’s grandfather started the group’s flagship company-Sanghi Textiles, a Textile Processing unit at Sanghinagar, 30 kms. from Hyderabad on the Vijaywada highway. This unit handled textile processing,dyeing and finishing and worked on wide width bedsheets, in which field they were the pioneers, and which activity has seen a huge popularity in more recent years. In 1981, the Sanghi group started Sanghi Zip Fasteners and were the first in India to introduce the non metallic zipper. By the year 1997 Sanghi Artificial Leathers was established with a product mix of Rexine, Poly propylene sheets and self adhesive tapes for electrical and packaging applications. In 1991came the setting up of Sanghi Polyesters, a unit solely engaged in the spinning of polyester yarn, with 98% of the produce being sold in India and achieving an average turnover of Rs.600 Crores per annum making it one of the largest Polyester spinning units in India. Sanghi Spinners Pvt.Ltd. was established in 1992 as a

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100% Export Oriented Unit with a capacity of 1 lakh spindles making it one of the largest spinning units in the country, located at Sanghinagar, 30 kms from Hyderabad. Sanghi Spinners is a modern state of the art industrial unit and produces high quality spun cotton, polyester, terycotton, teryviscose and 100%viscose yarn in the 30,s to 60,s count range,or in other words cotton yarn of very fine Quality.

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Sanghi Industries also has a large sized Cement plant at Bhuj in Kutch, Gujarat. This unit was set up in this highly remote and backward area obviously because of the availability of high quality raw material in the form of huge limestone deposits. The group, with Amit Sanghi as the CEO of the latest venture, Sanghi SEZ, is planning a 2500 acre fully integrated, self supporting township very close to Sanghinagar, just short of the Ramoji Film City, 28 kms. from Hyderabad. This project is to be a city within a city and an SEZ.8 different industries in the IT, Pharma, Engineering Services, Gems and Jewelry, Education, Health care and Animation spheres have been identified. Inclusive of the people working at these industries and their families, Sanghi city is planning to house about I million people,making it a mega city. With an architect from Boston and a landscape artist from Australia , the City is supposed to start taking shape 6 months from now after some legal wrangles are sorted out. When complete,the city will have,besides the industries,several thousand residential units,retail hubs in the form of Malls, star hotels, 2-3 budget hotels, Parks, an 18 hole international golf course, and a 9 hole practice golf course, amidst other facilities. A vision which is at once amazing,impressive and breathtaking and which will take the group well into the 21st.century and even beyond that.A really long and fruitful journey marked by distinct milestones,from small beginnings made in the late seventies by this migrant family from Haryana.

Free health services are also available besides a library,an auditorium,3 movie halls and a huge temple which has become a major tourist attraction in A.P. and draws at least 15000 people every weekend. Approximately the same facilities are provided at the Sanghi Cement plant in Bhuj,Gujarat,besides providing water to 40 neighbouring villages in the region. Over and above this ,a two day annual Free Eye Camp is sponsored by the Sanghi group at Sanghinagar,to which about 5000 people come every year and are treated free of cost.Mr.Amit Sanghi takes pains to elaborate that this is not merely an eyewash or a publicity gimmick as he personally supervises the doctors attending to the poor at these camps,with help from other Sanghi employees. All in all,a group which has a committment to quality and excellence,an impressive vision and track record besides social responsibility and a group poised for phenomenal growth in the near future.Besides this they are looking at entering the power and infrastructure sectors too.Andhra Pradesh is proud of the Sanghi group and hopes that it serves as a shining example for others with similar vision and dynamism.

The group planning a 2500 acre fully integrated, self supporting township very close to Sanghinagar, just short of the Ramoji Film City, 28 kms. from Hyderabad. This project is to be a city within a city

A really creditable example of the phrase,â&#x20AC;?Nothing ventured,nothing gained,â&#x20AC;? and necessitates consideration of the underlying entrepreneurial spirit of the family.the huge amount of risks they must have taken and the numerous obstacles encountered on the way.Ajourney which is now bearing rich fruits and a golden example for the rest of A.P. and Indiaâ&#x20AC;&#x2122;s business community.

and an SEZ. 8 different industries in the

Contrary to the notion that businessmen are solely profit driven,the social responsibility of the Sanghi group belies this popular but wrongly held belief.The Sanghis run their own school in Sanghi Nagar in affiliation with the Bharatiya Vidya Bhawan and imparts free education to the all children of Sanghi industry workers.

is planning to house about I million

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IT, Pharma, Engineering Services, Gems and Jewelry, Education, Health care and Animation spheres have been identified. Inclusive of the people working at these industries and their families, Sanghi city people, making it a mega city.

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Leveraging Mineral Advantage APMDC is one of the profit making Public Sector Undertaking. The Corporation made profits of Rs. 71.10 Cr., in 2004-07 compared to Rs. 16.58 crores in 2001-04. Recently, APMDC received Gold Medal for its outstanding performance in productivity from the National Council of Indian Institute of Industrial Engineering, Mumbai. The Corporation is dealing with various minerals, the important one being the Barytes deposit at Mangampet, Kadapa District. It is the single largest and thickest deposit in the World. It accounts for 98% of the Indian reserves and 28% of the World’s reserves. The other important projects in pipeline are Black Galaxy Granite, Heavy Mineral Beach Sands, Road Metal and Blue Granite etc. Also without restricting itself to the State of Andhra Pradesh, it is spreading its activities to neighborhood states such as Orissa and Madhya Pradesh for exploitation of Coal Blocks under the liberalized policy of the Government of India. The Corporation’s profit is sure to cross Rs. 500 crores from the present 32 crores since it has taken up the mining and other activities not only in our state but also in other states.

Ongoing projects Mangampet Barytes Project is the prime Project of the Corporation. During 2006-07, APMDC achieved ever-highest production of about 1.63 million tonnes of Barytes Ore. The Corporation supplies Barytes to Exporters, Oil & Natural Gas Corporation Ltd., Oil India and Barium Chemical Industries and also to local pulverizing industries, which creates local employment. Apart of Barytes the Corporation also mines various varieties of Granites, Ball Clay, Limestone, Silica Sand, etc.

Joint Ventures The Corporation has signed a MoU in mining to an extent of Rs. 25,000 crores including one to establish two aluminum production units worth Rs. 18,000 crores, two illmanite-based titanium production units costing between Rs. 4,600 crores and Rs. 18,000 crores, a unit for beneficiation to treat low grade iron ore proposed to be

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MINERAL

RESOURCES ARE PIVOTAL FOR INDUSTRIAL PROS-

PERITY, WHICH IN-TURN INVIGORATES THE BRAND OF A REGION.

ANDHRA PRADESH RANKS SECOND IN THE COUNTRY IN TERMS OF MINERAL RESOURCES.

HARNESS MINERAL POTENTIAL

AND TO HELP ENTREPRENEURS FOR ESTABLISHING MINERAL BASED INDUSTRIES THE

ANDHRA PRADESH MINERAL DEVEL-

OPMENT CORPORATION (APMDC) WAS INCORPORATED IN THE YEAR

1961

THE

STATE

GOVERNMENT.

THE CORPORATION

MADE A STEADY PROGRESS BY CONTINUOUSLY MAKING PROFITS AND IS SUSTAINED WITHOUT ANY BUDGETARY SUPPORT FROM THE GOVERNMENT.

WITHOUT

RESTRICTING ITSELF TO

ANDHRA

PRADESH, IT IS SPREADING ITS ACTIVITIES TO NEIGHBOURHOOD STATES FOR EXPLOITATION OF MINERALS.

established in Prakasam district with an estimated cost of Rs. 190 crores and three units for beneficiation to treat low grade barytes with a cost of Rs. 90 crores. Considering the availability world famous Galaxy Granite deposits in Chimakurty (M), Prakasam (Dist) Corporation acquired rights for mining in over an extent of 105.61 hect from the Govt. Since these deposits occur up to a deeper depths, only large extends will yield good results for scientific mining. Hence the Corporation proposed to exploit these deposits under Joint Venture by calling for Global Tenders. In respect of two areas for an extent of 37.30 & 19.43 Hect Corporation already entered into Joint Venture with reputed companies under Italian participation .The Corporation aimed at value addition here itself and stipulated a condition to go for huge investment of Rs. 160 crores by JV’s and complete value addition will take place within 3 years. Corporation is expected to get a minimum Profit of Rs. 12 crores on minimum production levels from these JV operations.

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concept was nowhere started in the country and the greatness may be attributed to our country, which is first in alphabetical order. Corporation also aiming at getting Mining Lease for Iron Ore in Ananthapur District Mining Lease for Graphite in East Godavari District. The Graphite available is of low grade and Expression of Interest is called for to go for beneficiation by private participation.

Mining in other States: The Corporation has already applied to Government of India for undertaking coal mining in Orissa, West Bengal, Madhya Pradesh, Jharkhand, Chattisgarh and Maharashtra states. The Corporation has also entered into partnership with Orissa Mining Corporation to extract 733 million tons of coal in Navagoan-Telisahi villages of Angul District in an extent of 1500 hectares. Even on a minimum production of about 10 million tones of coal, the Corporation may get a profit of about 50 crores per annum.

Coal Block in Madhya Pradesh: Leading Andhra Pradesh mining reconnaissance - VD Rajagopal, Managing Director, APMDC

New mining leases The Corporation filed applications for grant of 106 nos. for Mining Lease 32 nos. of Prospecting Licence and 50 nos. for Quarry Lease covering various minerals such as Gold, Iron Ore, Limestone, Dolomite, Calcite, Granite, Marble etc. The Corporation proposes to take up development of these above said minerals under JV participation.

Upcoming projects It is also proposed to takeover the mines, which were earlier under the control of Bharat Gold Mines Corporation and treatment plants would be established to obtain pure gold. The Corporation has also taken up to establish stone chips units in and around Hyderabad to cater the needs of Roads and Buildings which are being expanded with a fast pace in Greater Hyderabad Municipal Corporation. It has proposed to establish some units in far off places from Hyderabad after obtaining necessary permissions and making them as mining zones and with advanced scientific technology stone chips and sand would be made available to Hyderabad people at low cost. This mining zones

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The Corporation has also proposed to enter into partnership with AP Genco, Zindal South West Holdings and Onrock Aluminium Company to establish 17 coal blocks in the neighbouring states of Orissa, Madhya Pradesh, Chattisgarh and Jharkhand. The Government of India has already approved to hand over Suliary Coal Block in Siddi District of Madhya Pradesh. This coal block contains almost 75 metric tons coal, which would fetch approximate income of Rs. 7,500 crores to the Corporation.

Dispelling the ghost Corporation has organized visits to NALCO, Damanjodi, Orissa taking about 300 Tribal youth/local public representatives/Dist. administration to have practical knowledge regarding Bauxite mining, Refinery, the advantages and Socio-economic developments that accrued to places around the mining project area. Also, a documentary film by name “Pragathi Patham” produced by the Corporation for screening in all media, cinema halls etc., to give wide publicity and create awareness by way of showing the advantages that would be accrued to the local people due to bauxite mining project. Already 202 Tribal Youth have been selected from the local areas and sent for Mining training at various projects of APMDC Ltd once Bauxite Mining is started the Tribal Youth will be employed. ❖

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Today Andhra Pradesh completes 51 years. We are marching forward with innovative schemes, manifold welfare measures with the sole aim of improving quality of life. We take inspiration from the great souls who sacrificed for nation building. Integrated development is our corner-stone.

➢1,00,000 crore by 2010 ➢Water to 100,00,000 acres by 2010 ➢Rs 100,000 crore investment ➢Indiramma program aims to build 70 lakh homes including 18.77 lakhs pacca houses, house for 5.14 lakhs rural and urban poor. ➢The government is implementing comprehensive land development project titled Indira-prabha under RIDF-IX & X with a financial out lay of Rs.448.91 crores to develop 3.85 lakhs acres of assigned land of poor SC, ST, BC & Others in 8294 blocks. So far, an amount of Rs. 276.02 crores has been released under both the projects and an expenditure of Rs.212.48 crores was incurred till date. ➢A minimum of 100 days of employment to the rural labour

➢Liberal assistance for the development of unemployed youth with self-employment ➢CM responding directly to public grievances in villages and towns ➢Housing programme for the urban people of low income groups ➢The Andhra Pradesh government took the initiative of unveiling a poverty alleviation program through the SHG’s way back in nineties. The credit goes to the congress government however in consolidating the various programs under one umbrella of Indira Kranti Patham. Programme Chief Guest

Dr Y S Rajasekhara Reddy Chief Minister, Andhra Pradesh On 1st November 2007, at 9.00 AM At NTR Stadium, Near Indira Park Hyderabad

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