05 NOVEMBER 2022 BW BUSINESSWORLD

1,24,230 million by 2027, from US$ through funds from family and friends, Vipragen’s growth curve

58,000 million in 2020, at a CAGR of was further supported by Indian angel investors and KITVEN, a

11.4 per cent during 2021-2027. Karnataka government venture fund that supports entrepreneurs.

Research and manufacture of medical Vipragen proudly boasts of a 25,000 sq. ft. research facility at

devices and therapeutic drugs are prime Mysore which meets the global standards of European and

drivers of the market. Increasing invest- American regulators. Manned with more than 50 employees,

ments in research and development, the nearly half of them are scientists and about 35-40 per cent are

emergence of pharmaceutical and biop- women. In addition to contract research, Dr Chaitra says she

harmaceutical companies, and the pat- received grants from the Department of Biotechnology,

ent expiration of drugs are expected to Government of India on five projects linked to internal asset

bolster the CRO market growth. The development.

availability of quality healthcare prac-

titioners - which automatically lowers

the cost of conducting clinical trials

across all phases - offers a huge poten-

tial for India in this sector. This has led

to a boom of CROs offering affordable

and quality services to global pharma

companies.

Vipragen Biosciences, a Mysore-

based preclinical drug discovery com-

pany is one such organisation. With a

team of passionate and dynamic indi-

viduals, Vipragen has put a foot for-

ward in the areas of medical devices,

analytical chemistry, inhalation toxi-

cology, in vitro toxicology and other

areas of preclinical discovery and

development which will take shape in

the coming year. After completing her

MBBS, Dr Chaitra went on to get her

doctorate from the prestigious IISc,

Bengaluru. Before being a part of

Vipragen in 2016 along with Dr “The need to handle increasingly complex drugs
Chandrasekhar, also an IIScian,
Dr Chaitra has donned several andclinicaltrialsisexpectedtodriveaContractResearch

hats including setting up dental Organisation (CRO). ByhiringaCROsponsoronecansavetime
clinics, starting a medical tour-
ism venture and consulting in the negotiatingtheregulatoryandlegalconstraints”

area of bioinformatics, among

others. She has also has done the Speaking about the value that CROs bring to the table Dr Chaitra

Management Programme for Women says, “The need to handle increasingly complex drugs and clinical

Entrepreneurs (MPWE) from NSRCL trials is expected to drive a Contract Research Organisation (CRO).

for Entrepreneurship, IIM, Bengaluru. Drug development has become more difficult due to advances in

Vipragen offers pre-clinical research cell and gene therapies, antibody-drug conjugates, cytotoxic chem-

services to biotech and pharma R&D ical products, and in vitro and in vivo processing procedures. By

companies, both within and outside hiring a CRO sponsor one can save time negotiating the regulatory

India. Pre-clinical research involves and legal constraints that the company may not be familiar with”.

early-stage research where potential Hoping for better research and industry collaboration in the future

drugs are tested on animals for safety Dr Chaitra is confident that if the industry and research comple-

and assessed for feasibility to conduct ment each other like it did during Covid-19 vaccine development,

human trials. Initially bootstrapped the life sciences sector has a bright future in India.

51 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
MAKE IN INDIA

COVER STORY

A sure shot:
Sniper rifles
made by home-
grown SSS
Defence com-
pare with the
best in the world
Photo courtesy: SSS Defence

THE EARLYMAKEININDIA: TRAIL

Eyes in the sky: An idea-
Forge being flown close
to the LAC in Ladakh

Photographs courtesy: IdeaForge

52 | BW BUSINESSWORLD | 05 November 2022

“Our drones are ‘built
like a bird and tested like
a tank’, an expression we
coined as our systems
were undergoing the
harshest field trials and
lab testing as a part of
our journey to bagging
this contract”

ANKIT MEHTA,
CEO, ideaForge
Technology

BLAZERS
Cutting-edge startups are the bright sparks in India’s emerging
defence industrial complex. Here are exceptional success stories
in the arms bazaar By Vishal Thapar

WHEN did you last hear about Indian military equipment be-
ing sold to the US SEALS and Mossad? Or of an Indian drone
company overcoming competition from established OEMs
to win a global tender? Or about an Indian small arms manu-
facturer producing sniper rifles which outgunned two world
leaders in a head-to-head contest? Or a local defence electron-
ics player which is taking over established companies overseas
in its quest to emerge as a leader in the glass cockpit segment
of the fighter aircraft market?
These are not the usual heavies who dominate India’s mili-
tary industrial complex. Not the entities which have tradition-
ally serial-produced fighter jets or warships or contributed
significantly to marquee programmes like the Advanced Tech-
nology Vessel (ATV) to provide India the undersea leg of its
nuclear weapons triad.
Cutting-edge startups with modest funding are the bright
sparks which are lighting up the landscape as India seeks to re-
boot its military industrial complex to pivot to Aatmanirbhar-
ta or self-reliance to end dependence on arms imports. Raised

53 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
MAKE IN INDIA

COVER STORY

Photographs courtesy: SAMTEL “The need for import
substitution has not only
Samtel Cockpit: High-end electronics is the core given us business but also
competence of Delhi-based Samtel Avionics lifted standards because
our output has to match
the best”

PUNEET KAURA,
CEO, Samtel Avionics

from scratch, these young entities are was built around the vertical take-off ots. He now heads India’s largest drone
built around highly capable R&D teams and landing (VTOL) approach. maker. An ideaForge drone takes off
which are creating their own technol- every six minutes across the country,
ogy and IPs, their business models are “The traditional understanding was running a range of tasks ranging from
built around creating an international that a fixed wing UAV would be the ideal classified military surveillance missions
footprint and they seek to be leaders in solution for last-mile deployments. On to mapping agricultural land across 6.6
their segments, often as OEMs. analysing the actual operational con- lakh villages, providing sub-5 cm reso-
straints that the Army faced, ideaForge lution. His flying machines have estab-
Drone maker ideaForge realised that a VTOL platform which lished their reliability in over 220,000
Mumbai-based ideaForge Technology can take off without a runway or by missions.
made a splash in March by bagging an hand launching, would be the ideal so-
Indian Army contract for its ‘Switch’ lution,” said Ankit Mehta, Co-founder “Our drones are ‘Built like a bird and
drones in a global competition involv- and CEO, ideaForge. tested like a tank’, an expression we
ing established OEMs from Israel, coined as our systems were undergo-
France and Russia. These drones are “Our Switch UAV weighs less than ing the harshest field trials and lab test-
meant for surveillance around some of 7 kg as against the competition which ing as a part of our journey to bagging
the world’s highest and harshest battle- fielded products in the 12-16 kg range, this contract,” says Mehta, savouring
fields. As arms bazaar deals go, this was almost two times heavier with 30 per victory in the military drone contract.
a relatively small contract valued about cent lower flight time than ours, deliv- “The system is built to enable a soldier
$20 million for a reported 200 systems. ering imagery with lower technology,” with elementary education to operate
But it was a significant victory. he said. The victory underscored idea- it,” he explains.
Forge’s business model: To be the best
The Switch UAV was the only system in its class globally. “Looking ahead, we want to take this
that emerged successful from the rigor- expertise across the world, to everyone
ous testing and field trials that the Indi- An IIT Mumbai and MIT alumnus, in need of protecting their borders or
an Army is well known for. The success Mehta’s VTOL drone first came to to empower their forces with unprec-
prominence in 2009 when it was fea- edented last-mile situational aware-
tured in the Bollywood film Three Idi-

54 | BW BUSINESSWORLD | 05 November 2022

ness,” he says. “Big players in India have velopment of the new AEW&C by the
ideaForge tapped into the oppor- not been interested in R&D. Centre for Air Borne Systems (CABS)
Foreign inputs passed off of the Defence Research and Develop-
tunity in the security space when its as R&D. They are happy ment Organisation is one of the prin-
founders saw the Indian armed forces to build to print. There’s cipal priorities in the scaling up of air
struggling to locate gunmen in the maze no aspiration to be, say, a combat capability. It is providing to In-
of hotels during the 26/11 Mumbai ter- Raytheon” dian industry leaders Bharat Dynam-
rorist attack. ics infrared seekers for Man Portable
ARVIND Anti-tank Guided Missiles and electro
Having grown into the biggest sup- LAKSHMIKUMAR, optics for the Arjun Mk 2 Main Battle
plier of drones to India’s security forces, CEO, Tonbo Imaging Tank; night vision sights to small arms
having already supplied about 1,500 major Beretta. Its repertoire includes
machines for functions ranging from More bragging rights: Every single handheld thermal imagers and helmet-
border surveillance to counter-insur- electro-optical piece and night vision mounted night vision.
gency and crowd management, the device carried by the Indian Army Spe-
company is now venturing into nano cial Forces in the daring cross-border What would have appeared an im-
technology: 15 gm nano drones capa- attack launched from Uri in Kashmir probable journey in 2012 started with
ble of surveillance over a distance of 1 was supplied by Tonbo. an intrepid group led by Arvind Lak-
km without the target being aware of shmikumar, who earned his spurs at
it. Swarms is another area of interest. This 10-year-old venture has com- DARPA and NASA after studying ro-
peted against global leaders like Isra- botics at Carnegie Melon in the US.
Mehta urges military users to not al- el’s Rafael and France’s Thales on their
ways look for “high-end” equipment for home turfs and won. Tonbo is supplying The VC-funded Tonbo started with
every task. “We need to change the defi- electro-optical equipment for Rafael’s the “startup mentality” of investing
nition of high-end. You cannot deploy much-in-demand kamikaze drones. It in people, confides Lakshmikumar,
a Predator over every city. We’re high- is contributing three high-tech systems Founder and CEO. This served it well
end in Ladakh. Nobody else can oper- to be installed on the India’s AEW&C in pursuing the Silicon Valley approach
ate at that height. The narrative has to based on the Airbus C-295 aircraft. to focus on building technology.
change. We’re not inferior,” he reasons. Post the gaps which showed up in the
aerial confrontation with Pakistan af- Raising capital wasn’t easy 10 years
Mindsets are changing. “This con- ter India’s cross-border air attack on a ago for an Indian startup in defence.
tract for mini VTOL UAVs is the result terrorist camp at Balakot in 2019, de- “Defence was perceived as a dirty busi-
of a five-year-long intensive procure- ness. VCs were not interested. We po-
ment procedure. We are happy that the sitioned ourselves as a core imaging
contract has been awarded to an In- technology company, with defence as
dian firm, ideaForge, who have proven one vertical,” he recalls.
the test of time, weather, terrain and
performance against other global sys- “The first five years were devoted to
tems, contributing to the vision of Aat- building fundamental technologies and
manirbhar Bharat,” observers Lt Gen hiring the right people,” says Lakshmi-
Vinod Bhatia (Retd), former Director- kumar. “We followed the Apple model
General Military Operations and Direc- of investing in technology development,
tor CENJOWS. owning IPs and then outsourcing pro-
duction to allow for high margins.”
Tonbo Imaging & electro-optics About two-thirds of the thin 90-strong
And exciting new startups are driving Tonbo workforce is engaged in R&D.
the change in mindset. Like Bengaluru- “While our money went into people, it
based Tonbo Imaging, which, in the first was still just one-tenth of what Rafael
decade of its existence, has quite stirred or Thales would have spent,” he says.
the pot in the global market for electro-
optics, weapon sights and seekers — the The approach was not to limited to
eyes and brains of weapon systems on India either in terms of markets or hir-
modern battlefields. Just consider its ing of personnel. The results impressed
marquee list of customers: US SEALS, the market. “The very demanding
French Special Forces, Mossad. French Special Forces could not believe
that the weapon sights we sold were

55 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
MAKE IN INDIA

COVER STORY

made in India,” recalls Lakshmikumar. the automotive sector. rifles and the Dragunov sniper rifles. To
Tonbo sights, besides being aestheti- In five years, SSS Defence rose from do so, the startup defeated the Israeli
company Fab Defence in a tender of the
cally designed, at 400 gm are at least a startup, leveraging the metallurgy Army’s South-Western Command. The
three times lighter than others made competence and background in high- Army was, till then, dependent on this
in India by giants like the PSU Bharat quality process manufacturing of its Israeli company for upgrades.
Electronics. The weight reduction had parent company to emerge as a small
been achieved by use of lighter materi- arms manufacturer of promise. Results “We upgrade the AK-47s at a cost 20
als like titanium and magnesium alloys. were visible in a recent procurement of per cent cheaper than the global bench-
Tonbo weapon sights offered to Indian sniper rifles by the National Security mark,” says Krishnan. The results were
paramilitaries are significantly lower Guards. In the trials, SSS Defence in- impressive. A rail system was added
in cost. Mossad’s buying decision was credibly went head-to-head with world to mount optical sights and a tactical
based on lower weight and longer en- leaders like Barrett from the US. flashlight provided. A muzzle break was
durance of the weapon sights. added to stabilise the weapon and make
“We were greenhorns in the busi- it more accurate. The wooden butt was
“Big players in India have not been in- ness. The international competitors replaced by high-quality polymer. The
terested in R&D. Foreign inputs passed came with their own shooters for the Indian Army’s upgraded AK-47 looks
off as R&D. They are happy to build to trials. We could validate our sniper rifles like a different gun.
print. There’s no aspiration to be, say, a only after the NSG offered to provide
Raytheon. They can’t sell in the inter- us a shooter,” recalls a bemused Vivek Similarly, the 1963 vintage Dragunov
national market,” observes the Tonbo Krishnan, CEO of SSS Defence, who sniper rifle was upgraded to give it night
founder. That’s the culture that the new heads an intrepid team which is driven vision capability and make it more con-
players are seeking to change. by the purpose of producing high-qual- temporary for counter-insurgency op-
erations. SSS Defence then embarked
The common thread running through the success on developing a family of assault and
stories of all emerging startups of India’s military sniper rifles and carbines.
industrial complex is ownership of technology
Krishnan professes Make in India
Acknowledging that “defence is not a ity weapons as a contribution to India’s as an article of faith. “There is no al-
scalable business in India” for a startup, self-reliance in small arms. ternative to self-reliance. The AK-203
Tonbo’s model was to live the motto of rifle identified for the Indian Army is
Make in India for the world and address The learning curve in five years has being phased out by Russia. Foreign-
the global market. “It’s like selling a Fer- been steep. Timelines were crunched origin sniper rifles have a long service
rari for the cost of a local sedan,” he says. with additive technology. After the lead time. The US sniper rifles are
Sixty per cent of business now is global. NSG trials, weapon experts and per- made for deserts, whereas our prima-
sonnel with military experience, in- ry requirement is in the mountains.
Also, the approach is not to be trans- cluding a retired sniper, were hired The imported SIG Sauer assault rifle
actional and instead build a relation- to walk swiftly up the steep curve, is reported to have a problem of re-
ship both for the Indian and the global understand military tactics and learn coil. These weapons often have to be
markets. “We assembled a gunner sight the requirements of users. The core taken back to the country of origin for
on Jordan’s Cavalry Recce Vehicle lo- team comprises 19 R&D personnel. repair, denying availability for as long
cally. Similarly, localisation helped us “To demonstrate our commitment, as six months sometimes,” he shares.
build a relationship in Saudi Arabia,” we set up a 150-metre underground “Locally, there’s been a DRDO-OFB
says the CEO. proof testing tunnel, in which even a stranglehold over the small arms
120 mm gun can be tested. Even the market, which has had sub-optimal
SSS Defence & small arms Ordnance Factories (since reorgan- output.”
Another stand-out startup riding the ised as public sector companies) do
inescapable reality that foreign sup- not have this facility,” says Krishnan. He believes that a “void” in the in-
plies are unviable is Bengaluru’s SSS ternational small arms market, tradi-
Defence, a division of SSS, Asia’s larg- SSS Defence cut its teeth in the small tionally dominated by US and German
est spring maker and a big supplier to arms trade by bagging orders to up- companies, has created an opportunity
grade the Indian Army’s AK-47 assault for high-quality gun manufacturers to
emerge. The SSS Defence model too
hinges on being a global supplier.

56 | BW BUSINESSWORLD | 05 November 2022

Samtel Avionics Samtel will also be a Tier-1 supplier to sets. The exposure to OEMs has ena-
the Tata-Airbus consortium for a major bled Samtel to ramp up capability. “We
Exports is the mantra for Samtel Avi- electronic sub-system for the manu- own about 80-90 per cent of the IPRs
onics too, a key supplier of cockpit facture of the C-295 military transport for our products,” says Kaura.
displays for the Sukhoi-30MKI and aircraft in India.
the Light Combat Aircraft, and now This is not happenstance. Sixty per
involved with the HPT-40 trainer and The government’s Aatmanirbharta cent of Samtel Avionics’ workforce is
Light Combat Helicopter programmes. policy has given a big push to niche play- devoted to R&D. “We invest at least 15
“We’re aiming for 50 per cent turnover ers like Kaura, as high-end electron- per cent of our turnover on R&D. Typi-
from exports,” says CEO Puneet Kaura, ics which is the core competence of his cally, we’ve invested about Rs 100 crore
who’s driven a turnover of over Rs 400 company accounts for about 30 per cent annually. We plan to double this figure
crore on cockpit displays. of the cost of an aircraft. “Aatmanirb- next year,” discloses Kaura, as his com-
harta presses the market to indigenise pany eyes weapon sensors, electronic
Through the acquisition of a Thales and find local solutions. The need for warfare equipment and UAV payloads
subsidiary in Germany, Samtel’s cus- import substitution has not only given as areas for expansion. The common
tomer base has expanded to include the us business but also lifted standards be- thread running through the success sto-
US, Royal and French Air Forces. cause our output has to match the best.” ries of all emerging startups of India’s
military industrial complex is, indeed,
But the home market in India pro- Samtel was well positioned to be in- ownership of technology.
vides the springboard. His company’s cluded in the supply chains of OEMs
JV with Hindustan Aeronautics was the like BAE and Honeywell because of the [email protected]
first public-private partnership involv- requirements of indigenisation and off-
ing India’s aerospace behemoth.

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

By Commodore Anil Jai Sigh (Retd)

MIND THE GAP
IN UNDERWATER
WEAPONS
IN the contemporary maritime battle space, undersea
The solution lies in warfare has been gaining in prominence. Submarines
indigenising this with their inherent advantage of stealth and conceal-
critical capability ment, the advancements in underwater defence tech-
through co- nologies like air independent propulsion (AIP) and the
development and lethality of modern underwater weapons and sensors have
co-production with made them the platform of choice. In the Indo-Pacific itself,
foreign partners, 15 navies are now operating submarines and at least three
and the BrahMos extra-regional navies have a permanent submarine presence.
model is worthy of The relative transparency of the surface vis-à-vis the opacity of
replication the undersea domain has made large surface forces vulnerable
to the improved means of surveillance from space, air, surface
and sub-surface elements, thus restricting their manoeuvra-
bility and freedom of operations.

The Indian Navy also has a potent undersea warfare capa-
bility. It has a sizable submarine force and a credible multi-
dimensional Anti-Submarine Warfare (ASW) capability in
the air (the P8I Long Range Maritime Patrol aircraft, the
recently contracted Sikorsky MR-60 Multi-Role helicopter
and the old warhorses, the Seaking Mk 42B and the Kam-
ov-28 helicopters), on the surface (most of the major frontline
surface combatants) and underwater (all submarines). Each

58 | BW BUSINESSWORLD | 05 November 2022

Destroyer: The Mk 48 MoD 7 CBASS, considered
the world’s most advanced heavyweight torpedo

Photo courtesy by Lockheed Martin Corporation

Agolden opportunity to co-develop and co-

produce an indigenous option has been lost;

the MoD,instead of choosing an imported

of these platforms option that offered to share high-end tech- eignpartnersinIn-
is equipped with a dia. The success of
range of weapons nologies decided instead to go with the lowest the Indo-Russian

and sensors to de- bidder (the L1 syndrome) Brahmos missile,
tect, track, attack arguably the most

and inflict damage advanced missile of

on the adversary. its type in the world, is a testament to this.

Underwater weapons consist of ship-launched heavy-

Not keeping pace weight and lightweight torpedoes against submarines,

Indigenisation and self-reliance (Aatmanirbharta) is the submarine launched heavyweight torpedoes and anti-ship

new mantra. The Prime Minister has directed that the coun- missileswithgroundattackcapability,aircraftlaunchedlight-

try’s defence requirements are to be met through indigenous weight torpedoes, anti- submarine rockets and the low cost

production. The Indian Navy’s indigenisation drive, in fact, but effective mines, etc.

predates the PM’s call by almost six decades. However, while India has been slow off the block in the indigenous develop-

all naval platforms are now being built in India and in the un- mentofunderwaterweapons.Heavyweighttorpedodevelop-

derwaterdomain,manysensorsarenowbeingdevelopedand ment over the last four decades or more has resulted in the

builtindigenously,underwaterweapondevelopmenthasnot production of a ship-launched heavyweight torpedo called

kept pace. This is largely due to the lack of cutting-edge tech- Varunastra and a lightweight ship-launched torpedo called

nologies and the inability of the Indian R&D establishment Tal, both of which are now being supplied to Indian Navy

and industry to make the large investments required for this. ships. Both these torpedoes lack many contemporary ‘smart’

The solution therefore lies in co-development and co-pro- technologies and are at least one generation behind, if not

duction of underwater weapons in collaboration with for- more than comparable weapons in the west. The Defence

59 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

Foreign defence is unsuccessful in destroying the target , it is subjected to an
manufacturers are intensive counter-attack. Hence, it is not only the weapon
hitting the target that is important but so is the distance and
conscious of the accuracy from which it is fired to give the submarine a chance
size of the defence to avoid a counter-attack; therefore the torpedo’s range, speed
market and are will- and homing capabilities are critical factors.

ing to support In- India has also yet to develop an aircraft launched torpe-
dia’s efforts but the do. Its Boeing P8I Long Range Maritime Patrol aircraft is
lack of an enabling equipped with the US made Mk 54 and the Russian IL-38
policy environment with a weapon from its country of origin.

and an indiffer- A decisive factor
ent establishment Most modern submarines are also armed with torpedo tube
discourages them launched anti-ship and land attack capable missiles that can
be fired from longer ranges than torpedoes and can also at-
from going that tack targets deep inland with unerring accuracy. Indian Navy
extra mile submarines too are armed with both Russian and western
weapons. It is understood from media reports that work on a
Research and Development Organisation is also developing torpedo tube launched Brahmos missile is in progress and a
a submarine launched wire-guided heavyweight torpedo but mock-up model was exhibited at a defence expo some years
that seems a few years away from getting operationalised. ago. Brahmos missiles have been fired successfully from a
vertical launcher underwater since March 2013. A torpedo
India is therefore still dependent on imports for its subma- tube launched version is keenly awaited.
rine launched ‘smart’ wire guided wake homing torpedoes
with contemporary technologies. A golden opportunity to India’s SSBNs are presently equipped with the 750 km K-15
co-develop and co-produce an indigenous option has been ballistic missile and media reports suggest that a 3,500-km
lost; the MoD, instead of choosing an imported option that ballistic missile, the K-4 is at an advanced stage of acceptance.
offered to share high-end technologies decided instead to go
with the lowest bidder (the L1 syndrome) with technology Mine warfare is the most underrated and non-glamorous
induction being the biggest casualty. element in undersea warfare but constitutes an effective low-
cost capability to contain and restrict the enemy’s ability to
Heavyweight torpedoes are lethal weapons; a single tor- manoeuvre either in its own waters or in the enemy’s. An
pedo can break a large warship into two causing it to sink indigenous option has been in service for some years now.
within seconds. It is therefore imperative that Indian Navy
submarines are armed with the best because in undersea war- Undersea warfare is going to be the decisive factor in the
fare, there are no second chances; the moment a submarine future maritime battle space. The government must take an
fires a torpedo, it has given its position away and if the torpedo objective view of the current shortcomings and ensure that
contemporary technologies are inducted through co-devel-
opment and co-production unlike the ‘screwdriver’ transfer
of technology that exists at present. This will require a will-
ingness to invest in long term gains – cutting- edge technol-
ogy will not come cheap. Foreign defence manufacturers are
conscious of the size of the defence market and are willing to
support India’s efforts but the lack of an enabling policy envi-
ronment and an indifferent establishment discourages them
from going that extra mile. The bottom line is that the combat
capability of the armed forces cannot be compromised under
the garb of indigenisation and brave promises and they need
to be equipped with the best.

(Commodore Singh is a submarine veteran who has been closely associated
with defence procurement issues. He is presently Vice-President, Indian
Maritime Foundation. The views expressed are personal)

60 | BW BUSINESSWORLD | 05 November 2022

MUNITIONS INDIA LIMITED

Munitions India Limited [MIL] is a Defence Shri Ravikant, CMD

Public Sector Undertaking [DPSU] under the In order to meet the
requirement of long term/
Ministry of Defence, Government of India futuristic modernisation
of the Armed Forces, MIL,
M UNITIONSINDIALIMITEDisIndia’sbiggestmanufacturer through its own in-house R&D,
and market leader in production, testing, research & is developing state-of-the-
developmentandmarketingofacomprehensiverange art ammunition. It takes up
of ammunition and explosives for the Army, Navy, Air force and collaborative R&D projects,
paramilitary forces. seeking assistance in design
and prototype development,
With a corporate office in Pune (India), MIL has 12 state-of- from government academic
the-art manufacturing units located across the country and institutions,government-owned
employsskilledworkforceofaround20,000.Thesefactorieshave laboratories and Indian private
provenintegratedbaseforproductionofsmall,mediumandhigh manufacturers.TheMILoutsourcesresearchanddesigntasksto
calibreammunition,mortars,rockets,handgrenadesetc.within- reputed government institutions and government laboratories.
housemanufacturingofinitiatorycompositions,propellantsand
explosives for over 150 years. Our primary objective is to provide Munitions India Limited with its 12 manufacturing units provides:
combative superiority to the Armed Forces by equipping them
with modern and quality battlefield ammunition. l Abroadandversatileproductionbasewithmulti-technology
capabilities
Export is the focus area for
MIL to expand its business. The l State-of-the-art manufacturing facilities
company is proactively pursing
various leads received from lLargepoolofskilledandprofessionallyqualifiedmanpowerand
the government and other managerial personnel
channels. At present MIL has
a customer base of about 25 l Strictadherencetoqualitystandards(allunitsareISO-9000
friendlyforeigncountriesacross certified)
theglobe.Ourforeigncustomers
include countries located in l OriginalaswellasadaptiveResearch&Developmenttomake
North America, South America, need-based refinement and modifications
Europe, Africa and Asia. The
patronage we receive from our l A strong base for industrial training & testing
customersbothinIndiaandabroadreflectstheirfaithinthequality
of our products and services. The company is now continuously
expanding its customer and product base for exports.

MunitionsIndiaLimitedproducesammunitionwithindigenous
contentofover95percent.Suchhighindigenouscontentmakes
MIL a model for ‘Make in India’ and provides a decisive edge of
self-reliancetotheIndianArmedForcesincasesofconflictsif any.
TheDPSUhaspromulgateditsownMake-IIprocedureinlinewith
theMake-IIprocedureenunciatedbytheGovernmentofIndiafor
indigenisation,aswellasdevelopmentofsubstitutesof imported
items. The company continuously engages with private sector
industrytoleveragethespecifictechnologicalexpertiseavailable
withthemtoimproveindigenisationlevels.MunitionsIndiaLimited
isalsoencouraginginnovationfromIndianindustryandstartups
through the iDEX platform.

CorporateOffice:Munitions India Limited

2nd Floor, Nyati Unitree, Nagar Road, Yerwada, Pune, India - 411006
Website : https://munitionsindia.co.in

Email: [email protected], [email protected]

61 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
INS VIKRANT

INDEPTH

Securing the nation: PM Modi commissioning
INS Vikrant at Cochin Shipyard in Kerala

POWERING INDIA’S
MARITIME MIGHT

The commissioning T here is a back story to the commissioning of INS Vikrant on September 2,
of INS Vikrant marks 2022. The Union government had indicated more than a year earlier in June
2021 that it would like the commissioning to coincide with India’s 75th year
India’s entry into of independence, which is being celebrated as Azadi Ka Amrit Mahotsav,
the club of elite showcasing a resurgent and progressive India with its myriad achievements.
Indeed, INS Vikrant, India’s first indigenous aircraft carrier (IAC-I) built at Cochin
navies as well as a Shipyard (CSL) symbolises a turning point in India’s naval power. It is the seventh
major milestone among all carriers or carrier classes in the world with a displacement of 43,000 tonnes
in self-reliance when fully loaded. IAC-I adds more reputation as India becomes a “Blue Water Navy”—
and indigenous a maritime force with a global reach and the ability to operate over deep oceans. With
manufacturing it, India also enters the exclusive club of countries including the US, Russia, France,
By Sangeet the UK and China that are able to design and build aircraft carriers.
Kumar Sanu
Vikrant and R11
India bought its first aircraft carrier from Britain in 1957 which was under construc-
tion then as HMS (Her Majesty’s Ship) Hercules, along with many other ships. In 1961,
when the ship’s construction was finished, it was commissioned into the Indian Navy as
INS Vikrant with the ensign number R11. IAC-I carries the same ensign number, R11
which marks the rebirth of INS Vikrant. Used to identify warships, the ensign number
is also referred to as the pennant number.

The current INS Vikrant is 260 metre long whereas the older INS Vikrant was
210 metre in length and had a displacement less than half of the newer model. The

INS Vikrant, India's first indigenous aircraft carrier, makes the country

62 | BW BUSINESSWORLD | 05 November 2022

In big league: INS
Vikrant at sea

older INS Vikrant throughout its career used a ski-jump and and our heroic troops during the 1971 war.”
a catapult-assisted system to operate its fleet of aircraft. When fully operational, the gigantic aircraft carrier will not

The older INS Vikrant saw a lot of action during the 1971 only be a formidable deterrent, but also serve as a floating air
war with Pakistan when it handled the naval blockade of East base on blue waters and as an Indian sovereign territory in the
Pakistan. The ship served for 36 years before being decom- middle of the oceans.
missioned in 1997. It was kept as a museum ship for more
than 10 years before eventually being sold and disassembled Design and construction
in 2014-15. As the previous INS Vikrant approached decommissioning
in the late 1990s, plans for a new indigenous aircraft carrier
Name and fame began to take shape. After decommissioning INS Vikrant,
The Sanskrit word Vikrant, meaning brave, is found in several India relied on INS Viraat, which had been serving the Indian
scriptures, including the Bhagwad Gita. ‘Vikrant’ describes Navy for almost ten years after serving the Royal Navy for 25
the bravery of several generals from the Pandava army. years as HMS Hermes.

INS Vikrant also displays the Rigvedic slogan “Jayema Meanwhile, design and construction of the indigenous
Sam Yudhi Sprudhah,” which means “I conquer those who aircraft carrier-I (IAC-I) were approved in January 2003.
battle against me”. Regarding the word Vikrant, “Vi” implies For CSL, a public-sector shipbuilding enterprise under the
something unique or exceptional and “krant” means to move Ministry of Shipping that built IAC-I, it was the first warship
or progress in a particular direction. construction project.

The Indian Navy said, “The induction and rebirth of Vikrant The first significant milestone for IAC, also known as Pro-
is not only another step toward enhancing our defence prepar- ject 71 (P71), was the ceremonial steel cutting in April 2005. In
edness, but also our modest tribute to the sacrifices rendered fact, there are four major events in the life of a ship: keel laying,
by our freedom fighters for the Independence of the nation launching, commissioning and decommissioning.

only the sixth in the world to design and build aircraft carriers

Photographs by PMO/PIB 63 | BW BUSINESSWORLD | 05 November 2022

Naval power: PM DEFENCE SPECIAL
Modi takes a tour of INS VIKRANT
INS Vikrant with
other dignitaries and INDEPTH
Indian Navy brass
"If the goals are
distant, the journeys
are long and the
ocean and the
challenges are
endless – then India's
answer is Vikrant.
The incomparable
Amrit of Azadi ka
Amrit Mahotsav is
Vikrant. Vikrant is
a unique reflection
of India becoming
self-reliant”

PM Narendra
Modi

The keel-laying ritual happened on 28 February 2009 to the second wave of Covid-19. Finally, on 4 August 2021, the
which derives from the tradition of placing one core timber first phase of sea trials began, with the IAC-I departing from
that serves as the ship’s backbone. When a ship is launched, it Kochi and returning after four days. The second and third
is transferred from the construction site to the sea. phases of sea trials took place in October 2021 and January
2022, respectively.
The IAC-I was launched on 12 August 2013, with 80 per
cent of its structure completed and all key machinery, includ- These trials tested the propulsion machinery, electrical and
ing turbines, alternators and gearboxes were installed. electronic suites, deck equipment, life-saving appliances and
the ship’s navigation and communication systems.
In a pontoon-assisted precision manoeuvre, the IAC was
launched into the Ernakulam channel. It was relocated from On 10 July, the fourth and final phase of the sea trial was
the building dock to the refit dock, where the next outfitting completed after integrated testing of the main equipment and
phase was completed. The IAC was undocked on 10 June systems, including some complex aviation equipment. On 28
2015. July, the ship was delivered to the Navy.

Trials and delays Capacity and capability
IAC-I’s propulsion and power generation equipment and INS Vikrant is 262 metre long and 62 metre broad, with a
other systems were tested in port as part of basin testing in flight deck, equal to the size of two football fields. When fully
November 2020. However, the sea trials were postponed due loaded, the aircraft carrier displaces approximately 43,000

64 | BW BUSINESSWORLD | 05 November 2022

Cheerleader: PM Modi raising the spirits of INS Vikrant’s crew

tonne and has a maximum designed speed of 28 knots with a of the ship in line with the standard practices being followed
range of 7,500 nautical miles or around 14,000 km. by other advanced countries having experience in building
aircraft carriers.
The 18-story-high ship has about 2,400 compartments
and is designed for 1,600 crew members. It also features spe- Flight testing for the INS Vikrant is scheduled to begin in
cialised quarters for female commanders and sailors. The November and the carrier is likely to be fully operational by
aviation hangar is the size of two Olympic-size pools and can mid-2023.
house up to 20 aircraft. There is a well-equipped kitchen that
can prepare a variety of dishes, including a machine that can Vikrant and Vishal
produce 3,000 rotis per hour. After the commissioning of IAC-I, India has two aircraft car-
riers, including INS Vikrant, whereas India’s most prominent
The medical complex onboard INS Vikrant includes a 16- rival China has three aircraft carriers including two carriers in
bed hospital, with physiotherapy clinic, intensive care unit, service. India’s top military commanders have been advocat-
pathology setup, radiology wing with a CT scanner and X-ray ing for a third aircraft carrier.
machines, dental complex, isolation ward and telemedicine
services. However, IAC-II will be called INS Vishal and will have a
displacement of roughly 65,000 tonne and will cost around
The carrier’s air wing will be composed of 30 aircraft, in- Rs 140,000 crore, matching the UK’s Queen Elizabeth-class
cluding Russian-origin carrier-capable MiG-29K fighter jets carriers. The plan is to have two carriers in service at any given
and airborne early warning control helicopter Kamov Ka-31, moment while the third is under maintenance.
US-origin MH-60R multi-role helicopters and homegrown
Advanced Light Helicopters (ALH) and Light Combat Air- China and huge manufacturing cost
craft (LCA) Tejas. Vikrant uses the short take-off but arrested In the case of India, when it comes to building and operating
recovery (STOBAR) model, which includes a ski-jump for aircraft carriers, China and the huge manufacturing costs
launching aircraft and three arrester wires for onboard re- are two major factors. The carrier strike group or operational
covery. aircraft carriers, is made up of destroyers, frigates, submarines
and support ships. Despite the protective cover and their
Commissioning and post-commissioning own defence systems, aircraft carriers may be attacked and
INS Vikrant has 76 per cent indigenous components and has destroyed.
been manufactured at a cost of around Rs 20,000 crore. The
Navy has said that between 80 to 85 per cent of the funds have However, the decision to build IAC-II is not only driven by
been reinvested in the Indian economy because of its complete political, economic and strategic factors but also by India’s
indigenous construction. To build this, CSL employed 2,000 desire to position itself as a global maritime power. The deci-
people and 13,000 people got employment indirectly. sion is also motivated by China’s quick move with its carrier
programme. As of now, China is working on its third aircraft
At the time of commissioning, the Navy said the deck inte- carrier and it is anticipated that it will have five aircraft carri-
gration trials of fixed-wing aircraft and exploitation of the avi- ers by 2030.
ation facility complex will be carried out post-commissioning

65 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

By Air Marshal Anil Chopra (Retired)

INDIA READY
FOR AATMANIRBHAR
TAKE-OFF

The agenda for THE defence ministry recently notified the third
self-reliance positive indigenisation list to further push the Aat-
in defence manirbhar Bharat (Make-in-India) initiative, and
production is yet the defence minister said that self-reliance did
being driven with not mean working in isolation from the rest of the
purpose and the world, but working in the country itself with their active par-
ecosystem is ticipation and support. The three lists till date cover 309 items
rapidly falling in which include towed artillery guns, short-range surface-to-
place for the big air missiles, cruise missiles, offshore patrol vessels, next-
leap ahead generation corvettes, airborne early warning systems, tank
engines, radars, rockets, naval utility helicopters, sensors,
weapons and ammunition, anti-ship missile, anti-radiation
missiles, among many more. Similarly, to further bolster
indigenisation, Hindustan Aeronautics (HAL) and Israel
Aerospace Industries (IAI) signed a memorandum of under-
standing (MoU) on April 6 to convert a civil airliner to Multi
Mission Tanker Transport (MMTT) aircraft in India. Earlier,
in September 2021, the Defence Research and Development
Organisation (DRDO) was cleared to convert Air India’s six

66 | BW BUSINESSWORLD | 05 November 2022

Photograph by FlyingDaggers45SQUADRON/Wikipedia

Considering India’s size and global ambitions,
IAFshould have at least 10AEW&C aircraft

A-319s and A-321 variants into “eyes in the sky” Airborne should not have to buy helicopters from abroad.
Early Warning and Control (AEW&C) aircraft.
Transport production
Fighter aircraft production ecosystem A nearly $3-billion deal for procuring 56 C-295MW trans-
Two squadrons of the Light Combat Aircraft (LCA) Tejas are port aircraft for the IAF, to replace the Avro 748 transport
already flying. The more operationally capable 83 LCA Mk-1A aircraft with Airbus, is underway. Another six aircraft will be
are on order and the first flight is expected later this year and required by the Coast Guard. Sixteen aircraft will come in
deliveries will take place from 2024. The Medium Weight flyaway condition, and the remaining will be built in India by
Fighter (MWF) LCA Mk-2 design is frozen, the metal cut- a Tata-led consortium within 10 years. India had earlier built
ting is taking place and first flight is scheduled for end 2023, the HS-748 and Dornier 228 at home under licensed produc-
and the aircraft should induct in 2028 by when the Mk-1A tion. Indigenous Hindustan 228 variant of the Dornier are
supplies would complete. The fifth-generation Advanced being built for civil use. Meanwhile, the CSIR and the Na-
Medium Combat Aircraft (AMCA) critical design review tional Aerospace Laboratories (NAL) have built the 14-seat
is planned to be completed in 2022, along with its planned ‘Saras’ aircraft. The same is under testing. Saras Mk-2, the
rollout planned in 2024 and first flight in 2025. The approval 19-seater version is under development.
from Cabinet Committee on Security (CCS) is expected this
year. With these fighter aircraft the manufacturing ecosystem Force multipliers
in the country is fully in place. ‘Netra’ is DRDO’s Airborne Early Warning and Control Sys-
tem (AEW&CS). It is built around the Embraer ERJ 145
Helicopter production aircraft as the platform. Three are flying with the Indian Air
Similarly, the Advanced Light Helicopter (ALH) variants Force (IAF). Six AEW&C based on Airbus A320 platforms
are flying in large numbers across the three services and else- acquired from Air India are to be refurbished and modi-
where. Nearly 340 have been built. The armed ALH ‘Rudra’ fied in France to Indian Air Force/DRDO specifications.
has been inducted. The Light Combat Helicopter (LCH) and Since these aircraft will come through book transfer, the
Light Utility Helicopter (LUH) are under induction. The In- cost will be just around Rs 1,100 crore for all six. These six
dian Multirole Helicopter (IMRH) is already in design. India Airbus aircraft will have the indigenous Active Electroni-

67 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

The decision to convert The MoU between HAL and Israel Aerospace Industries
pre-owned civil (pas- (IAI) covers support to convert from passenger to freighter
senger) aircraft into aircraft along with multi-mission tanker transport (MMTT)
FRAwith cargo and conversions. IAI has been in the business of converting old
transport capabilities airframes for the role. The probe and drogue system is used
by the Indian Air Force’s Il-78. The Flying Boom is predomi-
by HALwill further build nantly used by US-designed aircraft and allows for transfer of
defence production larger volumes of fuel in shorter periods of time. Indian Navy’s
ecosystem with new P-8I maritime patrol jets and IAF’s C-17 heavy transport
aircraft can only be refuelled via flying boom.
capabilities and cost-
effective solutions Private sector: Tail up
A few big private industrial houses are now well established in
cally Scanned Array (AESA) radar. This project could take aircraft defence manufacturing. Tata Aerospace and Defence
around 6-8 years. Meanwhile, the DRDO had proposed an (Tata A&D) have been making the AH-64 Apache combat
upgraded Netra AEW&CS based on Airbus C-295 to the IAF helicopter fuselage. They are also making aero-structures for
as it already supports a static radar dome configuration. The Boeing’s CH-47 Chinook helicopters. All C-130Js delivered
DRDO’s old plan of Airbus A330-based AWACS system may to customers around the world have major aero-structure
be postponed. Interestingly, Pakistan has four Saab 2000 components from India with the country producing 24 C-130
Erieye AEW&C in service, and four Shaanxi Y-8 ZDK-03 empennages annually. Sikorsky, a Lockheed Martin com-
variants called Karakoram Eagle. The Indian Air Force (IAF) pany, also relies on Hyderabad-based Tata Advanced System
operates three EL/W-2090 Phalcon AEW&C incorporated (TASL) as the manufacturing base for its global supply of
in a Beriev A-50 platform. Larger AEW&C built in India cabin for the S-92 helicopter. The Tata group is working with
will greatly improve ‘Make-in-India’ capability. Considering GE to manufacture CFM International LEAP engine com-
India’s size and global ambitions, the IAF should have at least ponents in India. Lockheed Martin selected TASL to produce
10 AEW&C aircraft. F-16 wings in India.

The IAF currently has six Ilyushin-78 Flight Refuelling Air- There are many private companies making defence elec-
craft (FRA), and it has been in search for six additional FRA tronics, large aero-components, advanced technology com-
since 2006. The first two attempts got aborted due to issues ponents and sub-systems. Dynamatic Technologies makes
related to life cycle costs and processes. The contest was be- assemblies of vertical fins for Sukhoi 30 MKI fighters. They
tween Airbus A-330 MRTT, IL-78 and Boeing KC-46A. The also supply aero-structures to Airbus for its A320 family of
DRDO had earlier proposed to locally modify Airbus A-330 aircraft and the wide-body 330 aircraft. Hyderabad’s VEM
into FRA. Now, the decision to convert pre-owned civil (Pas- Technologies makes centre fuselage for LCA Tejas. Many In-
senger) aircraft into FRA with cargo and transport capabili- dian MSMEs and startups are entering defence production.
ties by HAL will further strengthen the defence production Many private players and startups have also entered drone
ecosystem with new capabilities and cost-effective solutions. and counter-drone manufacturing for the armed forces.

The way ahead
The sense of purpose with which Aatmanirbharta is being
driven, defence production in India would get a major boost.
According to the defence ministry, the indigenous compo-
nent in LCA Tejas was 75.5 per cent by number and 59.7 per
cent by value of the aircraft in 2016. It is planned to reach 70
per cent by value in LCA Mk-2, and is targeted to be 80 per
cent by 2030. Building the AMCA, the mid-sized regional jet,
large unmanned aerial vehicles (UAV) and medium helicop-
ter are important stages ahead.

(Air Marshal Chopra (Retired) is Director-General,
Centre for Air Power Studies)

68 | BW BUSINESSWORLD | 05 November 2022



DEFENCE SPECIAL
JET ENGINES

INTERVIEW

SalilGupte,President,Boeing
India, in a conversation
with Businessworld’s
Vishal Thapar, talks about
Make in India, defence
manufacturing, what the Indian
government and the US aerospace
giant expect from each other, the need
for clarity on a business case for foreign
OEMs amidst an overwhelming policy
emphasis on indigenising defence
manufacturing, and more. Excerpts

“We have set Photo courtesy: Boeing
up Boeing
that we had done well, but he wanted to see more of not just
Defence India from us, but from all of us.
as an Indian
company” The other element that he noted was MRO, maintenance,
repair and overhaul to support the operational readiness
Prime Minister Narendra Modi recently met the Boeing needs of both defence and civil aircraft. And that was clearly
President & CEO Dave Calhoun. What big ideas were a huge priority for him. And that’s, I think, very, very impres-
discussed? sive for a leader or a Prime Minister of a nation to get that
One was the increase in manufacturing capability in India. specific about where he wants to see further development.
When I say manufacturing, I don’t just mean basic manufac- He acknowledged very much what Boeing had done up to
turing (but) increased capability up the entire value chain. this point and appreciated it, but implied that he would like
So, working with Indian partners to ensure that they go up to see more from us.
the value chain from simple parts to simple assemblies to
complex assemblies, to working with composite materials Modi is a big statement leader. Did he convey that he
so that they’re able to contribute to more and more advanced would like a Boeing assembly line here in India?
platforms, both for domestic industry but also for export. And I think he specifically talked about further opportunities in
I think that was something that he (PM Modi) acknowledged manufacturing and MRO. What he meant by that is open to
interpretation, but he expects to see more, clearly.

70 | BW BUSINESSWORLD | 05 November 2022

We have set up an Indian company,Boeing
Defence India.But there is now a question as to

what it means to be an Indian company

Photo courtesy: Boeing

The iconic
F/A-18 Super
Hornet deck-
based fighter
during takeoff
from the
Indian Navy’s
shore-based
test facility in
Goa

Has Airbus stolen a march over Boeing in India in setting of those things have to be built up incrementally to be able to
up an assembly line? achieve Make in India. And that’s what I’m proud to say we’ve
Not really. It’s simply a matter of timing of the campaign. The been working on for the last 10 years.
campaign that they were on that required an assembly line
was 10 years ago. The campaign that we’re on that requires Following the overwhelming policy emphasis on Make
an assembly line, the RFP is yet to come up. So, when it comes in India, is there a case for clarity in the business case for
out, we’ll respond to it and we will work forward on that. The OEMs?
timing isn’t driven by us. The timing is driven by when the Well, I think that would be certainly helpful. We have set up
campaign is there. an Indian company, Boeing Defence India. But there is now
a question as to what it means to be an Indian company. And
But is the setting up of a full-spectrum assembly line out- so, some clarity on that would be very much appreciated be-
side of the US still an issue with Boeing? cause again, we have set up Boeing Defence India with an
It’s depending on the requirements. Right now, our assembly eye towards being an Indian company the same way we do in
lines are in the US because that’s what the market has driven other markets where, for example in Australia, we have had an
us to this point. To the extent there is a need or a requirement Australian entity that has developed an autonomous platform
to have that elsewhere, then certainly we’re going to make sure for export from Australia and for use by the Royal Australian
that we address that. Air Force in partnership with the Australian government.

Building out the full-scale ecosystem to enable platform Are you saying that the subsidiaries of OEMs are not con-
development and manufacturing and sustainment in it to sidered Indian enough?
ensure the best technology for the Indian services. The best At this point, we don’t know. There is where we seek some
operational readiness for the Indian defence services. And clarity, and that would be very much appreciated.
then a significant export capability from India. That’s to me is
what Make in India is all about. That includes things like deep IsthereacasefortheIndiansubsidiaries offoreignOEMs
engineering capability. That includes things like full-scale to be given a greater play in the Indian defence acquisition
manufacturing at every level from the smallest component, procedure?
a wire harness all the way up to the most complex assemblies Absolutely. I believe there is, because some of us, like Boeing,
like the Apache fuselage that we make in Hyderabad. It in- have certainly built thatcapability here already andwe stand
cludes all of those things. And if you’re missing any of those ready to utilise it to support the Indian defence services.
pieces, then it becomes difficult to execute the mission. So, all

71 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
SAAB

IN DEPTH

Photo courtesy: Reise Reise

Sweden’s Saab to Fire Power: The Carl Gustaf shoulder-launched weapon used by the Indian Army
test waters with
manufacturing SAAB’S ‘MAKE
facility for the IN INDIA’ GAMBIT
latest M4 variant
Swedish arms company Saab has announced its intention to set up a manufacturing
of the iconic Carl- facility in India for the iconic Carl-Gustaf shoulder-fired rocket system, which is used
Gustaf anti-tank as an anti-tank and bunker-busting weapon by leading armies across the world.
weapon. This is Saab has sought permission of the Indian government for 100 per cent foreign
direct investment (FDI) in setting up this facility, where it plans to start production
a big step for a of the latest version of the Carl-Gustaf M4 in 2024. An Indian subsidiary, Saab FFV, is currently
company which under registration for this purpose.

once owned For the company which once owned Bofors, this is a big step in aligning itself with the Make
Bofors in India agenda. “It is a natural step to set up a production facility for Carl-Gustaf M4 in India
given the long and close association we have with the Indian Army as one of the foremost users
By Vishal of the system. We are glad to be able to contribute to the Government of India’s goals of develop-
ing a world- class defence industry and proud to offer the Indian armed forces our Carl-Gustaf
Thapar M4 made in India,” Gorgen Johansson, Head, Business Area Dynamics, Saab announced in
New Delhi on September 27.

“We want 100 per cent FDI but could settle for 74 per cent (under the automatic route). We’re
open,” Johansson said.

72 | BW BUSINESSWORLD | 05 November 2022

Photo courtesy: Spc. William Hatton (US Army)

The progress of this Saabventurewillbecloselymonitored
by the global arms bazaar as a test of India’s avowed policy of
being ownership agnostic with respect to defence manufac-
turing facilities as long as the Make in India and Aatmanirb-
har Bharat (self-reliant India) agenda is being furthered.

Outcomes will provide clarity on whether local compa-
nies with foreign OEMs ownership or subsidiaries of foreign
entities will be treated as Indian for defence procurements
reserved for Indian companies.

There’s been tepid response so far to India’s policy of allow-

says Rajiv Chib, India Partner of Insighteon

Consulting. Analysts like him advocate own-

ership agnosticism in Indian companies to

boost activity in defence industry.

There are some who question Saab’s move

to get into a segment in which indigenous

technologies are on the verge of maturing,

for instance, the DRDO’s VSHORAD. But

Chib feels that competition to home-grown

technology will make it better.

An earlier version of the Carl-Gustaf, the

M3, is being manufactured in India by the

Advanced Weapons and Equipment In-

dia (AWEIL), which was earlier a unit of

Photo courtesy by DVIDSHUB the Ordnance Factory

ing 74 per cent FDI for There are some who question Saab’s move Board, in partnership
defence manufacturing with Saab. Ammunition
through the automatic to get into a segment in which indigenous for the M3, which is in

route and 100 per cent technologies are on the verge of maturing the inventory of the In-
through government dian Army, is also made

permission in proposals in India by Munitions

which advance cutting-edge capability. India (MIL) under a similar arrangement.

While welcoming the move, industry watchers cautioned

that the Defence Acquisition Procedure (DAP) prescribes India Army’s longstanding supplier

an FDI limit of 49 per cent on Indian companies bidding for “Saab will continue its partnership with MIL and AWEIL to

defencecontractsunderprocurementcategorieslikeBuy(In- manufacture the Carl-Gustaf weapon and its ammunition,”

dian–indigenouslydesigned,developedandmanufactured), Johansson said. The Carl-Gustaf system has been in use with

Buy Indian and Make-2, which makes the policy of allowing the Indian Army since the first agreement for production in

74 per cent FDI in defence manufacturing through the auto- India was signed in 1976. With a wide variety of ammuni-

matic route infructuous with respect to a large proportion of tion, Carl-Gustaf has established itself as the main shoulder-

procurements. launched weapon used by the Indian armed forces.

However, the new types of ammunition for the Indian-

Limits on FDI questioned made M4 version will be imported from Sweden, Johansson

“Saab’s move is a welcome one. We’ve been importing such clarified. Technologies for the launcher will be transferred to

weaponsystems.FDIshouldbeencouraged.ButlimitingFDI the Indian subsidiary. The M4 is used as a platoon anti-tank

to 49 per cent in important procurement categories dilutes weapon with a kill range of 1,500 metres. At 7 kg, the M4 is

the objective of attracting foreign investment in defence and significantly lighter than the earlier variants, can be carried

incentivising freer transfer of technology. There are many in loadedandhasacontemporaryredballsitewhichiscompat-

industry who feel that these limitations should be removed,” ible with night vision clip-ons.

73 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
JET ENGINES

IN DEPTH

Change of mind: The US,
through GE, is ready to offer
all jet engine technologies
sought by India

Photo courtesy: Aeronautical Development Agency ABSOLUTE
ABOUT-TURN

The US has The US has revived an offer to cooperate with India on the development of jet engine
revived its 2019 technology which could be used to power the Mk-2 variant of India’s futuristic Ad-
vanced Medium Combat Aircraft (AMCA). General Electric (GE) of the US, one of
offer to jointly the world’s leading manufacturers of jet engines, has submitted a proposal for the
develop the co-development of a 110 kN thrust engine with Indian agencies for the stealth fighter.
Technologies developed for a 116 kN thrust derivative of GE’s F414 engine will be the baseline
AMCA fighter in this offer of cooperation, Youngje Kim, GE Aviation’s vice-president for Asia-Pacific Region
jet engine with Military Systems Operation disclosed to BW Businessworld in an exclusive interaction.
India, overriding
‘export control’ “All technologies previously asked for by the government of India will be offered,” Kim an-
nounced. India had earlier sought the core engine or hot section technology for jet engines
concerns under the India-US Defence Trade and Technology Initiative (DTTI) but was turned down.
By Vishal That effort failed after the US cited export control concerns in transferring this technology.
A joint working group on jet engine technology under the DTTI framework was thereafter
Thapar disbanded in October 2019.

The turnaround by the US now is total and coincides with two ongoing Indian fighter jet
procurements from the global market and a take-off stage in indigenous development and
production of potentially hundreds of fighter jets over the next two decades.

74 | BW BUSINESSWORLD | 05 November 2022

Industry watchers read the US about-turn as a bid to retain its
lead in powering India’s indigenous fighter jet programme,a
position it does not wish to cede to European engine makers

What caused the US U-turn mance Engine” or “EPE” variant of the GE-F414 for the US
So, what drove the US capitulation? “The defence relation- Navy’s F/A-18E/F Super Hornet and EA-18G Growler fleet.
ship with India is strategically important for the US. Things The EPE includes a new core and a redesigned fan and com-
have changed,” said Kim, while indicating that cutting-edge pressor, taking up the thrust by 18 per cent to 116kN. This
capability of GE’s Jack Welch Technology Center at Bengaluru matches or exceeds the requirements for the AMCA Mk-2.
could be leveraged for the AMCA jet engine programme.
Sources also disclosed that the EPE will have the same
Industry watchers read the US about-turn as a bid to dimensions as the original GE-F414 variant. Hence, no modi-
retain its lead in powering India’s indigenous fighter jet
programme, a position it does not wish to cede to Euro- fications will be required to the air frame for fitment or
pean engine makers. The Light Combat Aircraft retro-fitment on the initial variants of the AMCA, the
(LCA) Tejas is powered by the GE-F404 en- TEDBF and even the Tejas Mk-2. India, of course,
gine, which has an 85kN thrust. India’s Aero- doesn’t seek a hand-me-down solution but wants to
nautical Development Agency (ADA)’s gain knowhow and
plans for the LCA Tejas Mk- know why through
2, AMCA Fifth Generation this programme to
Fighter Aircraft and the design, develop and
Twin Engine Deck- produce jet engines on its
Based Fighter own in the future.
(TEDBF) are also
closely woven around the 98kN Deal in the making
thrust GE-F414 engine. Several hundred of these GE’s progress has been steady.
aircraft will be produced.
“We expect a contract for close
Only when the AMCA programme matures to the Mk-2 to 100 F414-GE-INS6 very
level does the ADA envisage switching from a GE-F414 to soon,” Kim said. This follows
an indigenous engine with a higher 110kn thrust. It is for the recent government ap-
the development of that engine that India is seeking foreign proval for the LCA Mk-2
collaboration. The AMCA Mk-2 production timelines com- programme. A $716-mil-
mence around 2035. ADA also plans powering subsequent
batches of the 26-ton TEDBF with the same indigenous en- lion contract was signed by the engine company with Hin-
gine as the AMCA’s. dustan Aeronautics (HAL) in 2021 for 99 F404 engines as
power plants for the 83 Mk 1A variants of the homegrown
The revival of the GE bid to co-develop the AMCA engine fighter ordered by the IAF in 2021. Earlier, at least 41 F404
coincides with the development of an “Enhanced Perfor- engines were ordered between 2004 and 2007 for the first
two squadrons of the LCA Mk 1.
Photographscourtesy: MinistryofDefence
Top military sources have confirmed to BW Businessworld
that GE is being considered along with Safran of France and
Rolls Royce of the UK for collaboration on the AMCA engine.

“The options for a tie-up are open from among the three
contenders. The Defence Research and Development Organi-
sation (DRDO) is the lead agency and a private Indian entity is
also likely to be involved in the programme,” sources disclosed.

Industry is clear about the priorities. “The objective of
this collaboration must be to develop capability to design
and build engines on our own in future,” says industry vet-
eran Commodore Anil Jai Singh (Retired). He also sees
merit in standardising the engine inventory for military
jets and wants economies of scale leveraged for better price.
“If there’s a big inventory for GE engines, it makes sense
sticking to it, if the condition for meaningful transfer of
technology is met,” says Singh.

75 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

By Lt Gen Raj Shukla (Retd)

LESSONS FROM
UKRAINE
The ongoing Ukraine conflict has many useful les-
The performance of sons to offer. The crisis has seen a revival of geo-
the Russian military politics — it could lead to a marked fragmentation
is of particular in the international system, significantly diminish
consequence to Russia and propel the rise of China further. There
Indian forces which are valuable lessons for deterrence; the crisis also underlines
use weaponry similar the fact that ‘nuclear matters.’ The intended short and swift
to all that has proved war (now turning into a long slog) has shone fresh light on
ineffective in Ukraine. the salience of the instrument of force in the calculus of power.
To draw the right
lessons, India must Putin was winning the war in Ukraine till he chose to cross
invest in the tools of the Rubicon on February 24 this year. With relative successes
new-age warfare in Georgia, Crimea and Syria, the Russian military was prov-
ing to be a rapidly learning and adaptive force. The Gerasimov
Doctrine was working well and Putin seemed to be winning
without fighting. His problems began when he chose to win by
fighting. While the Russian military has had successes in the
south and the east, it has suffered major reverses in the north;
the battle of Kyiv went the Ukraine way. Moscow’s successes
in the south and east, however, will give Russia a critical land
bridge to Crimea and could turn Ukraine into a land locked,
economically crippled, rump state.

The operational paradigm
The Russian armour juggernaut had sent a chill down the
spines of Western Bloc armies during the Cold War; Russian
tank hordes, it was similarly estimated, would crush Ukraine

76 | BW BUSINESSWORLD | 05 November 2022

Requiem for armoured warfare: Ukraine
has been a graveyard for Russian tank and
armoured formations

Photograph by Palinchak

– in tank numbers, Russia outnumbered Ukraine 6:1. In terms with four-man crews inside were near hapless before these
of real-world manoeuvres in Ukraine, the Russian military, drone assaults. Tanks, heavy artillery and aerial platforms
despite enjoying a 10:1 advantage over Ukraine in terms of (the prima donnas thus far on the battlefield) have proved
defence spending, has indeed fallen short. to be rather ineffective before a suite of small and emerging
technologies (loiter, drones, javelins, stingers, EW and jam-
The role of drones, yet again, has been seminal. Russian mers). The abundance of javelins in the Ukraine theatre saw
tank columns that came close to Kyiv city and the airport were the anti-tank system being made available to regulars, person-
ambushed and stalled by drone attacks. Commercial drones nel of the Territorial Army, irregulars and even civilians — this
were used effectively as eyes and ears to ascertain what was has taken a heavy toll on Russian armour.
going on in the next village and along the next kilometre of
the road. Drones saw Russian artillery preparing for strikes The ‘tank moment’ in warfare, therefore, has been chal-
and warned civilians to shift to safer areas. The Bayraktar lenged yet again — this time by a combination of anti-tank
TB-2 drones proved to be extremely utilitarian in targeting systems and a variety of drones. It has perhaps given way to
Russian tanks, artillery, SAM launchers and logistic columns the ‘drone moment.’ The conflict gives us enough evidence not
— the last named proved particularly effective since lack of to make any assertion but to at least ask the question.
fuel and spares led to the abandonment of a large number of
armour pieces by the Russians.ThePuma (reccedrones)and Key takeways
Switchblade (loiter) combination allowed the engagement of The performance of the Russian military is of particular con-
Russian tanks from a safe distance of 5-6 kilometres. Tanks sequence to the Indian military – given the fact that a signifi-

Tanks,heavy artillery and aerial platforms
(the prima donnas thus far on the battlefield)
have proved to be rather ineffective before a

suite of small and emerging technologies

77 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

Drone in modern conflict does ness in the stated dimension is now a strategic imperative.
seem to be the future.DMAmust In terms of doctrinal focus, what should the Indian military
conceptualise and drive the induc-
tion of drones and related tech- do? Should it focus on strategic competition, grey zone, lim-
nologies into the three services, ited wars or all-out conflict? Well, the simple answer, budget-
ary constraints notwithstanding, is that we need to be equally
as part of a well thought out, proficient in competition and conflict. We may also like to
integrated enterprise revisit the metrics of our nuclear posture. From the conceptual
underpinnings (transparency or ambiguity) to smarter vec-
toring (China’s FOBS poses fresh challenges), there is a need
for fresh ideation, even possible re-structuring.

Portents for the future
To the extent that the Russian assault on Ukraine was
launched with the tacit nod, if not the explicit nudge-and-
wink of China, it points to the enlarging contours of a ‘friend-
ship without limits’. The Russian spearheading of a Sino-
Russian pushback against the US seems to suggest that, for
the moment at least, China is a winner.

cant part of our inventory is similar. It may be wise to carry out As far as India is concerned, our diplomatic skills will be put
a thorough audit with regard to operational concepts/ tactics, to severe test in navigating the Sino-Russian clinch, especially
techniques and procedures as also equipment performance. since our northern adversary is quite hell bent on diminish-
ing its closest peer competitor (India). The fragility of the
We need to enhance our defence spending. In doing so, we junior partner (Russia) in the Sino-Russian partnership in
may consider prioritising emerging technologies over legacy terms of its ability to extend military aid/ assistance is not
platforms. We need to revisit the equipping and leveraging of in doubt today, but could be challenged at some point in the
our tank fleet. Legacy tank platforms, being of limited utility future. The performance of Russian equipment in Ukraine, in
must be discarded. The potency of our airpower to penetrate terms of combat delivery, too, has been far from encouraging.
a very strong Chinese AD umbrella in the Western Theatre While the skills of the MEA in navigating these diplomatic
Command (WTC) merits realistic examination. challenges is not in doubt, the surest guarantor will be a well-
heeled and well-oiled Indian military machine.
Drones in modern conflict do seem to be the future. DMA
must conceptualise and drive the induction of drones and (Lt Gen Shukla retired recently as GOC-in-Chief, Army Training
related technologies into the three services, as part of a well- Command. He is now a member of the Union Public Service Commission)
thought-out, integrated enterprise. Concurrently, transition
of the Indian military to digital combat is long overdue and
must be effected with speed.

A glaring deficit in recent conflicts has been a conceptual/
expectation gap between the political leadership and the mili-
tary brass. A comprehensive exercise of scenario evaluation/
validation by the Prime Minister, Defence Minister, National
Security Adviser with the top military brass to bring about
congruence in thought and combat preparedness followed
by a tri-services wargaming exercise is an absolute necessity.

The theatre commands need to be set up with alacrity —
unity of command and operations need to be institutionalised.

We need to move away from demonstrations/ operational
discussions in sand model rooms to upscaled, live exercise
with large formations and troops, ala, DIGVIJAY or MAY-
FEVER exercises of the past. Orchestration of large scale,
joint formations is a stupendous challenge – that is one of the
principal lessons from Ukraine. Testing our own prepared-

Photograph by Viot 78 | BW BUSINESSWORLD | 05 November 2022



DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

Photo courtesy: Indian Air Force

By Air Chief Marshal Vivek Ram Chaudhari

SPACE — THE
FINAL FRONTIER

There is a WHILE the importance of space domain was
compelling case realised much earlier, it was in the 1991 Gulf
for the IAF to War that the synergistic potential of air and
evolve into an air space assets began to appear. These capabili-
and space force, ties were quickly harnessed to define an air
as space assets and space continuum rather than see them as two different
will be targeted by segments. This aerospace combination provided the informa-
adversaries and tion dominance which was critical for force application by
military outcomes decision-makers. During the past three decades, exploitation
in space will of the space domain has grown manifold. Today, there are
determine victory around 4,900 satellites in operation which are owned by ap-
in future wars proximately 80 countries. Astonishingly, around 605 of these
satellites were launched in 2021 alone.

In recent times, the increased focus on military space ap-
plication has been accelerated by two key factors: Firstly, the
increased geo-political churnings which have aggravated
the threat scenario in this region. Secondly, the growing re-
alisation that the boundaries that separate civil and military
space assets are getting blurred and most of the applications
are “dual use” cases. The evolution of space capabilities has
resulted in these assets growing well beyond mere force en-

80 | BW BUSINESSWORLD | 05 November 2022

Photo courtesy: Ministry of Defence

Space power: Launch of
DRDO’s ballistic missile

Space-based assets
will become centres
of gravity that are
likely to be targeted
in war and‘less than
war’situations.This
is leading to evolution
of concepts of force
projection, protection
and targeting in space

hancement roles. It is now possible to use these assets to actu- there is a lot of scope for capability development in the realm
ally apply military force ‘in, from and through space’. of military satellite applications. Services are exploiting the
capabilities of ISRO’s earth observation satellites under the
The Indian progress so far Space Based Surveillance (SBS) programme like Cartosat-2
To develop indigenous comprehensive national capability, in series with sub-metre resolution and RISAT-2 for SAR im-
June 2020, the Union Cabinet decided to open up the space agery. Future programmes are expected to increase accuracy,
infrastructure of the country to the private sector. The gov- reduce revisit time and increase capacity to download data
ernment has also set up a new space board called the Indian of remote sensing satellites with multiple sensors on-board.
National -- Space Promotion and Authorisation Centre (IN- Looking ahead, we need to push the envelope towards indig-
SPACe) under Department of Space (DoS). Such enhanced enous ‘launch on demand’ capability.
focus has enabled us to have one of the largest satellite con-
stellations, comprising IRS series satellites for earth obser- As far as space communications are concerned, our re-
vation and oceanography, INSAT for communication and quirements were primarily met by dual use INSAT and GSAT
meteorology and IRNSS satellites for navigation. Recently, series satellites until 2018. From 2018 onwards, the IAF has
the government has decided to transfer 10-in-orbit commu- been provided a dedicated communication satellite GSAT
nication satellites to M/s New Space India. This move would 7A for its airborne and terrestrial communication. However,
entail financial autonomy to the company as well as provide the current and envisaged operational and strategic require-
technology spin-offs and increase employment potential. ments of the services call for enhanced bandwidth in UHF, L
and S bands to cover the stipulated area of interest. The IAF
Our launch system has acquired maturity and is one of the is already in the process of finalising its GSAT- 7C UHF com-
best in the world in terms of its operational efficiency and cost munication satellite which would meet the SDR SATCOM
effectiveness. However, we also need to acknowledge that requirements. Additional transponders are also planned in

81 | BW BUSINESSWORLD | 05 November 2022

DEFENCE SPECIAL
A AT M A N I R B H A R TA

COLUMN

The IAFstrategy is to fensive Counter Space’ stance as well as usage of our ASAT
fully integrate the air and capability, if and when required. The key areas for the armed
space capabilities to have forces would be the development of missile defence radars for
a common picture of the SSA, space-based sensors and optical telescopes to track ad-
versarial objects. The existing capabilities of ISRO and DRDO
aerospace medium,re- would thus need to be integrated into the air surveillance pic-
duce the sensor to shoot- ture of the IAF, well beyond the present 100 km altitude. This
integration would provide a gradual progression to a space
er time and enable opti- surveillance network. Collaboration with other countries for
mum force application sharing of information would also be essential to enhance
SSA. Another changing paradigm in space application is
the growing ubiquity of Low Earth Orbit (LEO) satellites in
domains which were historically in the realm of geosynchro-
nous satellites. An example is the Starlink satellites launched
by Space-X which provide low latency, broadband internet to
consumers across the globe.

The Defence Space Agency (DSA), which is the lead agency
for aggregating the requirements of the armed forces, would
play a key role in synergising civil-military space cooperation.

the ‘Ku’ band in GSAT-7C to meet our increasing bandwidth The air-space continuum
requirement. Like air power’s effect on surface battles, aerospace power is
fast emerging as the new paradigm which shall influence all
Satellite navigation services are an integral component for surface activities. The outcomes in the aerospace domain will
the armed forces. These are used by all platforms, be it on land,
sea or air or on weapons. Today, we probably decide the eventual victor
are reliant on the GPS constella- in future conflicts.
tion, but the indigenous IRNSS is
growing fast. It is expected to pro- Space-based assets significantly
vide sub-10-metre accuracy and it enhance the potency of air power
is important to ensure that the en- as these assets provide increased
tire complement including satel- battlefield transparency which is
lites, ground stations and receivers extremely helpful in discerning the
are put in place at the earliest to re- enemy’s intentions. The IAF strat-
duce our reliance on other systems. egy is to integrate the air and space
capabilities to have a common
Militarisation of outer space picture of the aerospace medium,
It is also a fact that increased exploitation of the space do- reduce the sensor to shooter time
main will lead to increased contestation. As reliance on space and enable optimum force application.
grows, space-based assets will become centres of gravity that Before I conclude, I would reiterate that we see space as a
are likely to be targeted in war and ‘less than war’ situations. natural extension of the air medium and reaffirm our need to
This is leading to evolution of concepts of force projection, adapt to this new environment rapidly. Hon’ble RM recently
protection and targeting in space. Anti-satellite tests by ma- mentioned in a talk that IAF does need to transcend to an
jor nations are an indication of the onset of this contestation air and space force in the years to come and we are working
and militarisation of outer space. While our Mission Shakti on this vision. As the space version of Heartland Theory put
operation in 2019 highlighted our ASAT capability to deter forth by the US Maxwell AF Base states: “One who controls
adversaries from resorting to escalatory space conflict, it also the earth orbits controls near-earth space; who controls near-
brought to the fore the need for Comprehensive Space Situ- earth space, controls the earth; and who dominates the earth
ational Awareness (SSA) through a robust Space Surveillance is the custodian of the humankind.”
Network (SSN).
(Air Chief Marshal Chaudhari is Chief of the Air Staff, Indian Air Force. These
Availability of comprehensive SSA enables a complete ‘De- are excerpts from his recent address to the Indian Space Association)

Photograph courtesy: ISRO 82 | BW BUSINESSWORLD | 05 November 2022



IN DEPTH PHARMA

DADACHANJI GROUP

“PEOPLE
THOUGHT WE
WOULDN’T BE
SUCCESSFUL –
BUT HERE WE
ARE!”

KAIRUS DADACHANJI,

Chairman, Dadachanji Group

For over 30 years, the K airus Dadachanji reminisces enthu-
Dadachanji Group of siastically about the inception days of the
Companies has been a premier DadachanjiGroup.Hesaysthatitallbegan
manufacturer of pharmaceutical 35yearsagowhenhisfatherwasanMDofa
products. In an exclusive multinationalcompany.Hisfatherwanted
interaction the father-son duo, KairustopursueCharteredAccountancyaftercompleting
Kairus Dadachanji and Rishad his high school studies. But Kairus says he had other plans,
Dadachanji, talk about the as he wasn’t interested in sitting behind a desk and instead
genesis of the Group, Rishad wanted to do something on the shop floor.
being at the helm of affairs,
dealing with challenges head- “ThatwaswhenIbeganreading-uponbusinessmodels
on, gearing up for the future... and realised manufacturing was something that held my
interest. I got my first opportunity to realise my dreams
when a small ampoule manufacturing company offered

84 | BW BUSINESSWORLD | 05 November 2022

“I have been fortunate to witness machinery, is world-class as the company
the company grow each day under values quality in development and
my father’s vigilance and constant quantity in production.
guidance from four machines, to new
buildings, new lines" When asked about his first products,
Kairus clearly remembers the beginning
with tubular glass manufacturing which
are used to make further downstream
products like glass ampoules, vials,
cartridges and syringes. “We also believe
that something that is entering into
the human body must be made with
utmost precision and care, and using the
highest standard of technology available.
Therefore, we decided to upgrade the
concept of glass manufacturing in India,
by bringing in a high GMP model, which
ushered in world-class manufacturing
practices for the first time into the Indian
market,” states Kairus.

Kairus also talks about the challenges
he faced, saying the journey has certainly
not been a cakewalk. There were many
naysayers who considered him foolish;
some also advised him to shut shop, as
they did not believe the business model
would be very successful. Despite this,
Kairusbelievesthathisbeliefinhispassion
and hard work helped him overcome
all the odds. “Here we are, the biggest
manufacturers of pharma packaging in
India today!” he adds.

meanopportunitytobuysomesharesand However, he says it did not turn out to When the son took over the
look after their newly established plant in be very fruitful in the long run. But the
Boisar, Tarapur. The company belonged experience made him foray into building reigns
to someone who supplied materials to my his own business – now known as the Moving on to the future genera-
father’s company, and they were looking Dadachanji Group – and there has been tion, Rishad remembers a different
for a partner to set up their operations,” no looking back since. childhood to his father – he has seen
says Kairus. the business grow under his father
For over 30 years, the Dadachanji and remembers the time when they
He shared that though it was pretty Group of Companies has been a premier had only four machines. “I have been
opportunistic for them and he did join manufacturer of pharmaceutical fortunate to witness the company
hands with them as well, but eventually products. With innovative, tech-driven grow each day under my father’s vigi-
it didn’t turn out to be very fruitful. The solutions at the helm of its approach, each lance and constant guidance from
venture was a great opportunity, and product,from,packaging,manufacturing four machines, to new buildings,
Kairus’ first foray into manufacturing. injections to customised medical new lines,” asserts Rishad. “I cannot
shy away from accepting that I have
also grown up with the company and
hence its working has been in my
blood ever since.”

But Rishad wasn’t just born with a
silver spoon in his mouth. According
to Kairus, he had to prove his merit
to take the reins of this company in
his hands. “In the initial 4-5 months

85 | BW BUSINESSWORLD | 05 November 2022

IN DEPTH PHARMA

of my joining, I took my time to the business in-depth before taking ports indicated that the pharma sec-
understand and study the various charge. Today, he feels he has learnt tor was booming, companies in the
branches of our businesses. I already a lot from his father and invested Dadachanji Group were busy making
had a base from my years shadowing enough background work into the sure their labour were well protected
my father, but the ground level un- company to be able to handle day-to- and housed, so that they could con-
derstanding of the work mechanisms day affairs with clarity, and efficiency. tinue to cater to the immense need
were gained when I decided to join “For any other difficulties, Dad is of pharma packaging and medicines
my father whole-time,” remembers always around to act as my advisor during the harrowing times.
Rishad. and sounding board”, he says .
At a time when facts claimed that
Rishad brought with him a fresh Leadership styles and pharma sector was on a high and
vigour into the group – and made was booming each day, it was those
new product development and inno- challenges people in the pharma world who
vation his forte. With his leadership, Though a generational gap is often experienced a dire need of labour to
the company patented many existing observed between first and second logistically provide medicines and
products and have filed for many generation entrepreneurs, but the other necessary aids to hospitals, as
more patents since. father-son duo seems to be on a well as the nation.
similar wavelength, for instance, they
They have also brought in a new both believe strongly in standing by Kairus and Rishad both remember
product development segment, as their staff in tough times. the massive efforts involved in ensur-
well as launched new companies ing that labour remained healthy,
which cater to the untapped market During the pandemic, when re- and reached their production sites.
segments. “I strongly believe in devel-
oping products that help our custom-
ers fulfill existing needs – for this we
study market gaps and strive to de-
velop specific solutions and products
catering to them”, says Rishad.

He also introduces us to his proud
new addition to the group’s portfolio,
the recently launched company Kair-
ish Innotech. Visibly proud of the
work the company has been doing, he
explains that the company is a first-
of-its-kind in India to offer com-
pletely custom-made technological
machines and automation solutions
for the pharma industry, and others.
“If you can dream it, we can make it
for you – we take care of the design,
development and manufacturing for
all customised machines, medical de-
vices, tooling, robotics and automa-
tion services”, says Rishad.

Taking over from an illustrious
and immensely successful father, we
ask Rishad if he felt pressured by the
enormous responsibility of taking
over the future of the company. He
says he has been fortunate in that
department, as he was eased into the
company in a gradual manner – and
given enough time to understand
the mechanism of all segments of

86 | BW BUSINESSWORLD | 05 November 2022

L to R: Rishad and his 60-year-old father Kairus,
Dadachanji, worked from office during the peak
Managing of the pandemic – spending almost
Director, eight months with their workers in
Dadachanji factories – to ensure high morale and
Group with be role models in these trying times.
Kairus
Dadachanji, What lies ahead
Chairman, Rishad is proud to possess a similar
Dadachanji working style to that of his father. He likes
Group to surround himself with his teammates
and create a friendly environment, and
engagesindiscussionswiththeminorder
to take informed decisions. He believes
that talking is the best feedback, and is
essentialtomakingrightdecisions.“Hence
we follow an open-door policy – literally
anyonecancomeuptomeormyfatherfor
troubleshooting or to give suggestions or
helpinlayingtheroadmapforprocedures
ahead,” says Rishad.

When asked about the future, both
Rishad and his father are clear that their
priority is to cater to the non-availability
ofsolutionsinIndianmarkets.“Lookingat
what is available globally but not in India,
we basically see a phenomenon where
thingsgainattractionmoreeasilyinglobal
markets but take more time in Indian
markets. Another big problem lies in the

“We follow an open-door policy – literally anyone can come
up to me or my father for troubleshooting or to give suggestions
or help in laying the roadmap for procedures ahead"

“Geographically, Daman lies between Both believe that for your employ- huge costs of using those technologies in
Maharashtra and Gujarat – two of ees to stay loyal to you, you too have the Indian markets”, points out Rishad.
the most affected states by Covid. to be receptive to their needs. In a
Moreover, most of our labour was very humane description, Rishad elu- However,hebelievesthatit’simportant
also from Gujarat. We must thank the cidated that they spent most of their to evolve with time. “Our prime focus has
Daman Administration, that helped time during the pandemic taking always been understanding customer
us get labour through the sealed bor- care of their employees – from hous- needs.Wehavetriedtokeepasolidcheck
ders, so we could continue the pro- ing, food and Medicare – to ensure on whether their needs are being catered
duction work, in keeping with proper that they looked after the employees, to or not and if they are getting exactly
Covid protocols. To our amazement, who were selflessly working to help what they were seeking”, says Rishad.
we did surpass those high-pressure the country in an unprecedented The company intends to continuously
times as well, delivering in full to our medical crisis. enhance their portfolio to offer the best
customers,” states Kairus. solutions and the latest technology to
He also described how both him their clients.

87 | BW BUSINESSWORLD | 05 November 2022

INDEPTH PHARMA

What’s
ahead in
pharma

AspertheIndianEconomicSurvey2021,thepharmaceutical
sectorin2021stoodatUS$42billionwhichisnowsettotouch
US$64billionby2024andisexpectedtoreachUS$130
billionby2030ByShivamTyagi

T hepharmaceu- soft power as India is the billion which is now set of Independent States)
tical sector in biggest supplier of generic to touch US$ 64 billion countries.
India has taken medicines and vaccines, by 2024 and is expected
giant leaps in holding 20 per cent of the to reach US$ 130 billion In terms of vaccines, the
recent years generics supply globally by 2030. Whereas the country is a dominating
with its estimated growth and delivering over 60 per biotech industry valued at example for the world, as
reaching 11 per cent cent of the world’s vac- US$ 70.2 billion in 2020 is it supplies over 1.5 billion
CAGR, which is expected cines. Further, the country expected to reach US$ 150 vaccine doses to more than
to sustain and grow even supplies 40 per cent of all billion by 2030. 150 countries annually.
bigger in the coming de- generic medicines in the However, it’s important to
cade. India, known as the US and 25 per cent of all In the current fiscal note that the cost of pro-
world’s pharmacy, is the medicines in the UK. With year pharma exports duction of pharmaceuti-
third biggest producer of patents worth US$ 251 recorded a growth rate of cals in India is 33 per cent
medicines by volume and billion expiring between eight per cent amounting less than in the US which is
14th by value. With a fleet 2018 and 2024, the phar- to US$ 6.26 billion in the one of the contributing fac-
of over 3,000 domestic maceutical sector will be first quarter with officials tors to the giant medicine
drug companies and eyeing to capitalise on the in the Pharmaceuticals production hub here in the
10,500 manufacturing opportunity to maintain Export Promotion Council country.
units, the country enjoys a its lead. of India (Pharmexcil)
crucial place in the global claiming that the growth With over 500 contract
pharmaceutical market. On the growth spec- will touch 10 per cent by research labs and more
trum as per the Indian the end of the current fiscal than 6 million skilled
India’s domination Economic Survey 2021, year due to the easing of re- investigators, India is also
in generics and vaccine the pharmaceutical sector strictions in the European a preferred destination for
exports is often called its in 2021 stood at US$ 42 and CIS (Commonwealth clinical trials with a het-
erogeneous patient pool,

88 | BW BUSINESSWORLD | 05 November 2022

“ThenextgrowthenginefortheIndian
pharmaceuticalsectormaybeshiftingtothe
productionofbasicgenericsaswellascomplex
genericsalongwiththerapies”

Arushi Jain, Director, Corporate Growth &
Excellence, Akums Drugs & Pharmaceuticals

“Technologicalprogressandnew arms after their birth.” signalling that more
therapeuticapproacheshavethepotential Yadav also talked about specialised vaccines will
tonotonlytreatbutultimatelycure how Covid played a major be coming up in the near
diseases” role in India’s recent stand- future,” he added.
ing in the world as a qual-
Anil Kukreja, VP, Medical Affairs and ity and trusted vaccine Leveraging
Regulatory, AstraZeneca India exporter as the country technology
developed the Covid vac-
a skilled labour pool and the book ‘India’s Vac- cine at a breakneck speed Technology in the pharma
40 per cent to 60 per cent cine Growth Story from of just nine months. industry is accelerating the
lower costs when com- Cowpox to Vaccine Maitri’, pace of the growth of the
pared with the developed said, “Today we produce 62 Yadav said the coming sector as well as simplify-
markets. per cent of the world’s vac- decade will be a golden era ing the manufacturing
cines and we export them for the healthcare sector processes, leading to a big-
While speaking with to almost all countries in in India as the country ger and faster production
BW Businessworld, Sajjan the world, and two out of has garnered experience, of drugs in the country.
Singh Yadav, Additional three children get Indian expertise and a reputa- Artificial intelligence and
Secretary, Ministry of made vaccines in their tion around the globe for machine learning are
Finance, and author of making quality vaccines at assisting companies in op-
affordable prices and this timising and automating
he said opens the Pandora’s production, accelerating
box for newer vaccines. drug discovery and manu-
facturing at a pace never
“We developed the seen before. Big data on the
world’s first DNA vaccine other hand has also offered
against Covid and now for many futuristic and revo-
so many other diseases lutionary avenues, among
people are trying DNA them is personalised medi-
vaccines, and there is a cine or precision medicine,
new area of therapeutic an innovative approach
vaccines, vaccines against to tailor medicines as per
cancer, vaccines against an individual’s genes,
non-infectious diseases

Photograph by Unsplash 89 | BW BUSINESSWORLD | 05 November 2022

INDEPTH PHARMA

environment and lifestyle. “Thepharmasector tacks that led the pharma ment, quality compliance,
Data analytics is also mustrecognise companies to double their production and invest-
assisting in reducing the cybersecurityasa investments in cybersecu- ment in next-generation
times of clinical trials to keylever,working rity in the past 18 months. APIs (Active Pharmaceu-
further increase the drug towardsbolstering “The pharma sector must tical Ingredients), and
discovery process. securityaround recognise cybersecurity fast-paced initiatives and
data,technologies, as a key lever, working to- policies by the govern-
“As we progress, better andacrossthe wards bolstering security ment. However, the rise of
growth domestically supplychain” around data, operational patented drugs and bio-
would also depend on the technologies, and across similars will depend upon
ability of pharma compa- Gaurav Shukla, the supply chain. This accessing critical technol-
nies to align their product Partner and Leader, ability to utilise cyber- ogy, regulatory guidelines
portfolio towards chronic Cyber, Deloitte India security as a key enabler and price differences in
therapies for diseases such Health for business and digital biosimilars and biologics.
as cardiovascular, anti- transformation can help “The next growth engine
diabetes, anti-depressants dangers that come bun- pharma organisations for the Indian pharma-
and anti-cancers, which dled up with it. A report by make the transition ceutical sector may be
are on the rise. Further, Deloitte Touche Tohmatsu from a leader to a trusted shifting to the production
technological progress and India LLP (Deloitte India) leader,” Gaurav Shukla, of basic generics as well
new therapeutic approach- and Data Security Council Partner and Leader, as complex generics along
es have the potential to not of India (DSCI) tabled in Cyber, Deloitte India with therapies having
only treat but ultimately 2022 says that between was quoted saying in the complex active ingredi-
cure diseases – or identify the years 2019-2021 lead- report. ents, formulations that
and remove risk factors ing pharma companies need the use of different
before a disease develops,” increased their cyberse- Future growth routes of delivery and/
said Anil Kukreja, Vice- curity investments by a or Novel Drug Delivery
President, Medical Affairs minimum of 25 to 30 per The future growth trajec- Systems (NDDS), drug-
and Regulatory, AstraZen- cent as the pandemic wit- tory in the pharma sector device combos. The tran-
eca India. nessed rising targeted at- will be defined by several sition will also include
factors such as the burden the growth trajectory of
Although technology is of diseases, rigorous APIs & intermediaries,
leading the growth trajec- research and develop- biological products, etc,”
tory of the pharma indus- said Arushi Jain, Direc-
try, it also threatens its “Todayweproduce62percentofthe tor (Corporate Growth &
security as data security, world’svaccinesandweexportthemto Excellence), Akums Drugs
data privacy and cyberse- almostallcountriesintheworld” & Pharmaceuticals.
curity are the imminent
Sajjan Singh Yadav, Additional Secretary, A few key imperatives
Ministry of Finance that will measure out the
future of Indian pharma
are going to be pricing flex-
ibility, dedicated invest-
ment behind the R&D ini-
tiatives, and providing an
enabling framework with
initiatives by the govern-
ment to realise the dream
of being the biggest medi-
cine producer of the world
and also move forward in
the direction of becoming
a stalwart in research in
times to come.

90 | BW BUSINESSWORLD | 05 November 2022



COLUMN HEALTHCARE

Biologics ings of US$ 215 billion
to push globally between 2021 and
Indian pharma 2025. With originator bio-
growth logics worth over US$ 70
billion scheduled to lose
With originator The Covid-19 often very expensive and patent exclusivity over the
biologics worth pandemic has unaffordable for many next five years, biosimilars
over US$ 70 bn exposed the patients in both developed present a large and impor-
scheduled to lose global ineq- and emerging economies. tant opportunity for the
patent exclusivity uity in access What puts them out of global pharma industry in
over the next five to essential medicines reach for many is not just general and India in par-
years, biosimilars such as vaccines, particu- the high development but ticular. Is India ready to
present a large larly when combating also high manufacturing ride this wave?
opportunity for infectious diseases. This costs that pharma compa-
the global pharma inequity extends to non- nies have to bear to manu- Expanding access to
communicable diseases facture these complex
industry in (NCDs) such as diabetes biopharmaceuticals. biosimilars worldwide
general and India and autoimmune diseases India has been an early
as well. Pandemic related Biosimilars are high- mover in the development
in particular delays, disruptions in diag- quality, affordable versions and commercialisation of
By Shreehas noses and treatment of of originator biologics and biologics. It led the world
NCDs have further can address this afforda- in biosimilar innovation
Tambe impacted access. bility challenge. and access by becoming
Biosimilars can enable the first country to approve
Biologics are an effective greater patient access to a biosimilar (a hepatitis B
treatment option to com- life-saving treatment and vaccine), in 2000, whereas
bat this twin threat of provide a viable path to biosimilars received their
infectious diseases and improving health equity first approval in the EU in
NCDs. However, while and reducing the cost bur- 2006 and the US much
there are many biologic den to healthcare systems later in 2015.
therapies available glob- globally. In fact, the inclu-
ally to treat a host of sion of biosimilars in Today, Biocon Biologics
chronic and infectious dis- health policies is estimated is leading India’s efforts to
eases, these therapies are to lead to cumulative sav- enable affordable access to
expensive biologics for
millions of patients both at
home and globally. In
addition to several ‘firsts’
to its credit, such as being
the first company globally
to secure FDA approval for
biosimilar pegfilgrastim
and trastuzumab (both
oncology biosimilars),
Biocon Biologics is the
only company from India
to have seven biosimilars
commercialised in global
markets, including three
in the US and five in
Europe. Biocon Biologics
is also the first company
globally to receive inter-
changeability designation

92 | BW BUSINESSWORLD | 05 November 2022

for its long-acting insulin 100-150 million compared making India a leading tive opportunity for India
glargine biosimilar from to US$ 1-5 million for provider of affordable bio- to move up the value chain
the USFDA, one of the small molecule generics, logics to patients across and build global leader-
largest producers of bio- an area the Indian pharma the world. The Indian ship. Given the global bio-
similars in Asia and among industry has dominated biopharma industry needs similars market is pro-
the top three producers of thus far. Given the large to focus on upscaling and jected to grow to US$ 450
biosimilar insulins opportunity biosimilars enhancing its capabilities billion by 2047 from US$
globally. present, Indian companies by investing more in R&D, 100 billion in 2030, Indian
should consider investing quality, analytical, clinical companies could poten-
Today we are seeing in both R&D and global and engineering expertise. tially realise sales of US$
quite a few Indian pharma scale manufacturing capa- The production-linked 90 billion in 2047 by cap-
companies developing bilities to develop biosimi- incentives scheme is a step turing 20 per cent of the
biosimilar products for lars for global markets. By in the right direction and global biosimilars market.
patients in India, but very doing so, Indian compa- can provide a fillip to India’s pharmaceutical
few of them are developing nies have the potential to pharma investment in the industry is at the global
these products for global replicate its global gener- country. Going forward, forefront as ‘The Pharmacy
markets such as the US ics success story. research-linked incentives of the World.’ With the
and Europe. This is can create the much- right policies and incen-
because large investments Government push needed stimulus for the tives in place, biosimilars
in both R&D and bio- biopharma industry to could be the next success
manufacturing capabili- needed invest in cutting-edge story for the Indian
ties and scale are required The government needs to research in novel biologics pharma industry after
to meet stringent interna- set up the right policy and biosimilars. generics.
tional regulatory guide- framework and incentives
lines in developed mar- to create an enabling eco- Moving up the value The author is Deputy Chief
kets. The cost of develop- system that encourages
ing a biosimilar product Indian pharma companies chain Executive Officer, Biocon
can be in the region of US$ to take up the challenge of Biosimilars offer an attrac-
Biologics

93 | BW BUSINESSWORLD | 05 November 2022

COLUMN KAUSHIKPRASAD

A TALE OF TWO When Rolling King and Herb Kelleher
ARM WRESTLING founded Southwest Airlines in 1978, right
from the beginning they built a reputa-
MATCHES tion of being a fun and zany airline.

IN 2003, TWO telecommunica- When Southwest ‘Malice in Dallas’
tions companies in New Zealand got a call from In 1990, Southwest introduced a new slo-
couldn’t decide which of them gan ‘Just Plane Smart’ and after using the
should have access to a sought- Stevens Aviation slogan for 15 months they got a call from
after mobile radio network. saying they had Stevens Aviation that they had been using
been using the the slogan prior to Southwest. Instead of
Industry regulators got involved and same slogan prior spending thousands of dollars on legal
both companies appeared to be heading to Southwest, they fees, they decided to settle the dispute
for an expensive court battle. But then, decided to settle with a best-of-three arm wrestling com-
one of the companies came up with the the dispute with an petition.
idea of holding a best-of-three arm wres- arm wrestling
tling competition with the radio network The event, ‘Malice in Dallas’ was held
as the prize. The dispute was finally set- competition at the famed wrestling forum, the Dal-
tled through this unusual out-of-court las Sportatrium. It was a best-of-three
settlement match. competition where the loser would lose
rights to the slogan and would have to
This incident is not without precedent, donate $5000 to charity. In the days
settling disputes through arm-wrestling leading up to the event, both companies
was pioneered by Southwest Airlines. promoted it heavily and customers and
well-wishers sent items to Kelleher that
they thought could help him win. Herb
arrived in a bus with cheerleaders to the
Rocky theme song and the Steven’s CEO
wore a red robe.

Stevens Airlines won the fun contest,
but the CEO, Kurt Herwald, allowed
Southwest to use the slogan as a show of
good sportsmanship and for Southwest’s
willingness to accept such a crazy pro-
posal. Even the President of the United
States took notice of this event. George
H.W. Bush sent a congratulatory letter
to both participants calling it a “win-win.”
Southwest airlines PR manager, later es-
timated that the event generated over six
million dollars worth of publicity and a
year later Southwest’s stock price dou-
bled.

An Opportunity To Communicate
These two amusing stories are also a
study in contrasts. In the Southwest case
both airlines created an event out of the
unusual settlement process. Southwest
used the spectacle and hype to continue
burnishing its reputation of being a fun

94 | BW BUSINESSWORLD | 05 November 2022

and zany airline. They understood that When tactics create memory structures, keep the brand
building a brand is not restricted to oc- dominate most top-of-mind for buyers and ensure what’s
casions when a company spends media termed as mental availability.
dollars on a campaign, but every oppor- of what
tunity to communicate with people is an marketers do, The Yin and Yang
opportunity to build the brand. the pursuit of To distil, protect and nurture what’s core
sameness with to the brand and yet evolve and keep up
Relentless Pursuit of Sameness the goal to build with changing times, technologies and
Building brands requires what I call, a re- a lasting brand consumer tastes may seem like conflict-
lentless pursuit of sameness. This pursuit can be a north ing goals. But this dualism is much like
of sameness does not eschew the usage of star that could ying and yang from ancient Chinese phi-
technology and digital tools, it is not as inspire different losophy where seemingly opposite forces
much about how the brand is communi- choices while may be complementary, interconnected
cated than about what about the brand and interdependent.
is being communicated. It calls for not making
getting distracted by fads but having an marketing When tactics dominate most of what
almost zen-like focus on creating mean- decisions marketers do, the pursuit of sameness
ing for the brand and “saying the same with the goal to build a lasting brand can
thing, differently”. be a north star that could inspire different
choices while making marketing deci-
In fact, modern understanding of the sions.
physiology of the human brain and how
memories are created and retained also The author is a marketing profes-
underscores the importance of ruthless sional with experience in building
consistency. The aim really is to create brands, new product launches and dig-
easy-to-remember assets that will over itisation. He currently leads ecommerce
time (with consistent and constant use) for international markets at Ford

Photograph by Nomadsoul1 95 | BW BUSINESSWORLD | 05 November 2022

GADGET REVIEW

TECH ROULETTE:

TWS EARBUDS
THAT ARE A
BANG FOR THE
BUCK

BWBusinessworldbringsyou
ashowdownamongstthree
TWSproductsthatwillbe
judgedupondesign,comfort,
andperformance.These
productshaveonethingin
common,whichisdespite
beingaffordabletheyare
packedwithexcitingfeatures

ByDeepMajumdar

T RUE wirelessstereo Rabbit Wave Buds is seamless with no abrupt With a tap and hold on the
products are clearly Pro creases or edges. When it right earbud, you shuffle
taking over the comes to comfort the ear between Transparency, ANC
consumer tech market, The most impressive couple buds sit perfectly and do not and ENC modes. Similarly,
especially in the below of features in this power require constant pushing with a tap and hold on the
Rs 10,000 range. Every packed TWS product in. Rabbit has nailed the left earbud, you can switch
consumer has a different are the ENC and ANC ergonomics with the Wave between game and music
preference, be it in terms of combination along with a Buds Pro. Be it office work, modes. The 13mm drivers
audio, built quality or design. dedicated gaming mode a jog, weights session at along with Bluetooth 5.1
With an abundance of with low latency in audio. the gym, or gaming night, make sure that the audio is
choices in the TWS segment, The Rabbit Wave Buds Pro Rabbit Wave Buds Pro will consistent when listening
everyone wants a holistic is a spectacularly designed stay where they are supposed to music or playing a game
and immersive experience. product. Its specialty lies to be. The Rabbit Wave Buds on a smartphone. Calling
Let’s take a look at what three in the simplicity of its Pro stand their ground when experience isn’t far behind,
TWS productshavetooffer design. The ear buds feel it comes to performance. either. The audio is loud and
in terms of design, comfort very premium and so does The 13mm drivers do a crisp. Pocket Full Gadgets,
and performance. the case. The finishing on fantastic job with the audio. the company behind the
the case and the earbuds

96 | BW BUSINESSWORLD | 05 November 2022

Swott Airlit 006 neat product designed with
is a god send for an eye for detail. The thing
those who want that will catch your eye from
an immersive the word go is the digital
and holistic audio charge indicator located
experience but have right at the front and centre
a limited budget of the case. This is something
that not many TWS products
Rabbit brand has genuinely as well. The buds did feel overpowered. at this price range offer. The
made a good product that is very comfortable and In the end, it is a TWS type-C charging port is at
versatile as well as functional. caused no problems as far the bottom of the case. The
as ergonomics go. However, product that is majorly case flips open smoothly with
Boult Maverick they did begin to fall off once designed and made keeping no hindrances in motion
movement intensified, i.e., gamers in mind. However, whatsoever. Once again, it is
With features such as a exercising. The issue was non-gamers can enjoy it a neat and compact package.
dedicated gaming mode largely taken care of once just as much. The buds are
with low latency (Combat I changed the ear tips to a IPX5 rated water and dust The Swott Airlit 006
Mode), noise cancellation, small size. resistant so the occasional might not look like it, but
fast charging, and 10mm sweat won’t be an issue. its is extremely ergonomic.
drivers, Boult Maverick Boult Maverick offers Connectivity is smooth Once set in the ear canal,
makes sure that users get outstanding audio for the thanks to Bluetooth 5.3. Last the buds will not fall off.
exactly what they ask for. price. The low-latency but not the least, a 35-hour Readjusting earbuds due
The Boult Maverick gives clad Combat Mode does playtime is something to to a bad design is one of the
off a strong CyberPunk vibe. a good job while gaming. cheer for. many concerns that tag
The LED lighting on the case Listening to music was a along with TWS earbuds.
horizontally spanning across delight as well. The amplified Swott Airlit 006 However, the Swott Airlit
the case’s centre-line is a sight bass combined with 006 has left no stone
to behold. The charging case noise cancellation does a The final contender in the unturned in that area.
has a translucent top, once fabulous job in providing an TWS series is the Swott
again, staying true to the immersive audio experience. Air Lit 006, the only one The Bluetooth 5.0
futuristic design language. The strong bass can be an amongst the three to equipped Swott Airlit 006
issue for music enthusiasts be made in India. The is a god send for those who
The overall built quality as instrumentals might get Swott Airlit 006 is a sleek, want an immersive and
is definitely praise worthy extremely well-built, and holistic audio experience but
have a limited budget. Given
the pricing, the Swott Airlit
006 TWS buds are a bang for
the buck. The LED display
on the front is a bonus. With
only 10 minutes of charging,
the Airlit 006 offers about
100 minutes of playtime. On
a full charge of 60 minutes,
the Airlit 006 offers a 20-
hourplaytimecourtesy its
400mAh battery.

The Swott Airlit 006
covers a lot of ground when
it comes to performance and
that is why I see it as a jack
of all trades rather than a
specialty product. Once we
factor in the price, we have a
trulyholistic product.

97 | BW BUSINESSWORLD | 05 November 2022

AUTO COLUMN n By Anil Razdann

T HE INDIAN automobile industry Exciting times
constitutes almost 6.5 per cent of ahead for the
India’s GDP and 35 per cent of Indian automobile
manufacturing GDP (2021-22 industry
and is a leading employment
provider. The auto industry is expected to be in
The industry attracted Foreign Direct the fast lane this festive season
Investment (FDI) equity inflow worth
US$ 32.84 billion between April 2000- Passenger vehicle sales continue to grow as a surge in demand due
March 2022, accounting for 6 per cent of to the festive season has kicked in, led by strong demand for SUVs as
the total equity FDI during the period. well as a pull towards personal mobility post-Covid-19. August wit-
nessed top players such as Maruti, Hyundai, Mahindra & Mahindra,
The Indian passenger car market was and Tata Motors report stellar growth in dealer deliveries.
valued at US$ 32.5 billion in 2021, and it
is expected to reach a value of US$ 55 bil- With the beginning of the festive season with Onam and Ganesh
lion by 2027, with a CAGR of ~9 per cent. Chaturthi, the market is now moving towards the more widely cele-
brated festivals of Navratri and Diwali, prompting companies to
The global semiconductor situation is stock up on inventory.
improving leading to positive sentiment
in the sector. To keep up with the evolv- The festive seasons usually bring in as much as 25-30 per cent of
ing demand, most auto manufacturers annual sales. To make the situation even more lucrative for automo-
are investing heavily in various segments
of the industry in recent times.

The domestic passenger vehicles seg-
ment, with OEMs (Original Equipment
Manufacturers), continuously launching
new models - especially in the compact
SUV segment - is growing and expected
to sustain the demand. The rise of EVs
(Electric Vehicles) is also a growth driver
pushing sales in the segment.

The automobile industry was heavily
affected by the pandemic with OEMs
registering negative growth in sales of
vehicles during FY20-21. However, the
segment has seen a rapid recovery post-
pandemic due to strong demand from
consumers.

The increase in production of passen-
ger vehicles shows a high trust of OEMs
in the Indian market with produced units
touching 36,50,698 for 2021-22. The
domestic sales of passenger vehicles
dipped almost 18 per cent in 2019-2020
to 27,73,519 and remained stagnant for
the following year. The recovery in sales
is seen in 2021-22 with domestic sales
touching 30,69,499 units with an expec-
tation to reach pre-pandemic levels by
2022-23.

Export trends are yet to show a full
recovery to pre-pandemic levels with
5,77,875 units in 2021-22 as opposed to
6,76,192 units in 2018-19.

98 | BW BUSINESSWORLD | 05 November 2022

PRE-PANDEMIC VS POST-PANDEMIC SALES
IN THE PASSENGER VEHICLES SEGMENT IN INDIA

PARAMETER CATEGORY -----------PRE-COVID ---------- COVID ------------ POST COVID --------

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
(# UNITS) (# UNITS) (# UNITS) (# UNITS) (# UNITS) (# UNITS)

PRODUCTION Passenger 38,01,670 40,20,267 40,28,471 34,24,564 30,62,280 36,50,698
Vehicles

DOMESTIC Passenger 30,47,582 32,88,581 33,77,389 27,73,519 27,11,457 30,69,499
SALES Vehicles

EXPORTS Passenger 7,58,727 7,48,366 6,76,192 6,62,118 4,04,397 5,77,875
Vehicles

CAR SALES OF PROMINENT PASSENGER VEHICLE
MANUFACTURERS IN INDIA SHOW A GROWING SALES TREND

COMPANY AUGUST 2021 (# UNITS) AUGUST 2022 (# UNITS) % CHANGE

MARUTI 1,03,000 1,30,000 ~30%

HYUNDAI 46,800 49,500 ~6%

TATA 28,000 47,100 ~68%

KIA 16,700 22,300 ~33%

MAHINDRA 15,900 29,800 ~87%

SKODA 3,800 4,200 ~10%

bile manufacturers, this year, the festive crore for the industry.
season is spread across many months and This will be 20 per cent higher than the previous year for the same
is likely to keep the spirits high for a
much longer duration. This is bound to time period. Not only is it expected to be a record in terms of volume,
impact sales positively. but it will also lead to a swift recovery in the profitability of passen-
ger vehicles manufacturers and take it closer to pre-Covid levels due
Passenger vehicles’ registrations to a boost from higher sales of top-end trims and a softening of com-
jumped by 41 per cent in August com- modity prices.
pared to the pre-Covid baseline. It is
expected to be a bumper festive season The waiting periods in the next few months are also expected to go
for the Indian passenger vehicle market down due to the enhanced availability of semiconductor chips.
with about 1.3 million people likely to
drive home their dream cars during the The passenger vehicle segment is here to stay and is showing signs
August-November period - which of gradual recovery. The onset of the festive season is expected to
accounts for the key festivities - generat- further increase sales of passenger vehicles and the Indian automo-
ing a turnover of more than Rs 1 lakh bile industry promises exciting times ahead.

The author is Executive Vice President, Consumer & Retail, PGA Labs

99 | BW BUSINESSWORLD | 05 November 2022

LAST WORD AMIT COWSHISH

Why Defence
Scams Are History

Formerfinancialadvisor(acquisitions)inMoDAmitCowshishsaystheModi
governmentdeservescreditforputtingastoptoacultureofscandalsindefencedeals

But for the unproven allega- forms from abroad via inter-govern-
tions of corruption in the mental agreements may also have
Rs 58,891 crore deal with helped. The procedure laid down in
France’s Dassault Aviation the MoD manuals, which is somewhat

to supply 36 Rafale medium multirole susceptible to manipulation, is not re-

combat aircraft, which unsurprising- quired to be followed strictly in such

ly surfaced in the run up to the 2019 cases; instead, it can be customised,

parliamentary elections, defence pur- and the contract concluded on mutu-

chases have lately been free from any ally acceptable terms.

major scandal. The government can This is also true of the analogous

justifiably take the credit for softening Foreign Military Sales (FMS) pro-

the public perception, built on a series gramme which requires the MoD to

of scandals starting with the Bofors follow the procedure laid down by

Howitzer scam in 1980s, that all de- the US government’s Defence Secu-

fence deals were shady. rity Cooperation Agency. There is

Subsequent scandals surrounding greater probity in these single-source

acquisition of HDW and Scorpene procurements as compared with the

submarines, Barak missiles, deals finalised through competi-

and AgustaWestland VVIP It would be disingenuous tive bidding.
helicopters too pointed to the to deny that the defence procurements
ubiquitous influence of the Delegation of powers
middlemen in big defence suffer from excessive procedural Sometimes the overworked
deals, reinforcing the pre- controls, inflexibility in decision- officials inadvertently fail to
vailing notions of rampant making and lack of transparency in conduct due diligence. Del-
corruption in high places. egation of capital procurement
many areas

powers to the Services Head-

Officials’ integrity a key factor quarters (SHQ) — currently capped

While personal integrity of officials perform- at Rs 300 crore per contract — allows the

ing various acquisition-related functions and negotiating MoD officials to pay greater attention to bigger contracts,

defence deals has been critical in preventing corruption and leaving it to the SHQs to process smaller value cases with

improving the image of the Ministry of Defence, some other greater care and speed.

factors may also have made it possible. The MoD cannot afford to rest on its laurels, though. It

One such factor is the finetuning of processes linked with would be disingenuous to deny that the defence procure-

variousstagesofprocurementtoplugtheloopholesexploited ments suffer from excessive procedural controls, inflexibility

byunscrupulouselements.Thecurrentprocurementmanual, in decision-making and lack of transparency in many areas.

for example, proclaims that the objective of field evaluation Though intended to prevent transgressions, this assemblage

trials is to nurture competition by testing the equipment of- is not conducive to expeditious procurement. While things

fered for trial based on its anticipated employability and ac- are looking up, complacency and slackness in dealing with

cording to mutually accepted norms, and not to unilaterally allegationsofcorruptioncanbeharmful.Thecorruptmustbe

reject it on flimsy grounds. prosecuted and punished quickly. Eternal vigilance is not only

Single-source procurement of major equipment and plat- the price of liberty,but alsothe best antidote tocorruption.

Photog courtesy: Indian Army 100 | BW BUSINESSWORLD | 05 November 2022