CII COMMUNIQUE - December 2017

www.bfwindia.com | Toll Free:18004253332
uniteAt The Forefront of ‘Building India’
CII Service Portfolio
Policy Advocacy | Business and Trade Promotion | Enhancing Competitiveness of Indian Companies
Online Information Services | Community Development | Specialised services through 9 Centres of Excellence
Confederation of Indian Industry, 249-F, Sector 18, Udyog Vihar, Phase IV, Gurgaon 122015
Membership Desk: 91-124-4014060 - 67Sanjani Rana | membership@cii.in
Be a Member & Make a Difference!
Since inception in 1895, CII has led change across sectors, helping member companies
evolve and adapt to a rapidly changing environment. Working closely with the Government on
policy issues CII offers members a wide range of specialised services and global linkages
to enhance efficiency; build competitiveness and expand business opportunities.

Communiqué December 2017 | 1

Edited, printed and published by Chandrajit Banerjee, Director General, CII, on behalf of Confederation of Indian Industry fromThe Mantosh Sondhi Centre,
23, Institutional Area, Lodi Road, New Delhi-110003, Tel: 91-11-24629994-7, Fax: 91-11-24626149, Email: info@cii.in, Website: www.cii.in
Printed at Lustra Print Process Pvt. Ltd., K No. 51/21, Rohad, Bahadurgarh (Haryana), PIN Code-124507 Registration No. 34541/79
JOURNAL OF THE CONFEDERATION OF INDIAN INDUSTRY
We welcome your feedback and suggestions. Do write to us at communique@cii.in
ContentsVolume 39 No. 12 December 2017
ECONOMY
04 Moving Towards a Good and Simple Tax
FOCUS
13 Building Indo-Canadian Partnership in
Science and Technology
MINDSPACE
17 India Inc: Deepening its Global Footprint
BOARDROOM
25 Good Governance is Good for Business
SECTORSCAPE
29 Boosting the Domestic Defence Industry
Mining Summit 2017: Exploring the un-explored
Opportunities in Adventure Tourism
PLUS...
PORTFOLIO FOR
EXCELLENCE
BUILDING CAPACITY
ENGAGING WITH THE
WORLD
REGIONAL REVIEW
... AND MORE
COVER STORY
06 Jobs and Livelihoods in the New Paradigm
India is facing a huge jobs and livelihood challenge.
While policy‑makers are working towards revamping the existing
skills ecosystem and revisiting the economic landscape to pace
up GDP growth and create more jobs, industry too, in tandem, is
exploring ways to build capacity and capability across the country’s
skillscape through diverse initiatives.
With Industry 4.0 becoming a reality, business expectations and demands are evolving
rapidly, as are the shapes, sizes and nature of enterprises. Our cover story looks at
how Government, industry and organizations are meeting the challenge of generating
sustainable productive and income-generating opportunities for the ever-increasing workforce.

4 | December 2017 Communiqué
C
ontinuing with its calibration of the Goods and
Services Tax (GST) introduced in July this year,
the GST Council has proactively addressed issues
raised by industry. During its 23rd
meeting in Guwahati
on 10 November, many significant policy changes were
announced, including facilitative measures for taxpayers
and rationalization of GST rates.
The cut in tax rates for nearly 200 items brought cheer
to industry: 178 items were moved from 28% to 18%
rates. GST for all restaurants was pegged at 5% without
input tax credit (ITC) except for those restaurants located
in five star hotels. Rates on some other items were
brought down to the 12%, 5% and Nil categories.
Further, in a bid to simplify the returns filing process,
the Council extended the date for filing of Form GSTR-
3B till 31 March, 2018 while keeping only Form GSTR-1
till the year-end. Deadlines for various returns such as
GSTR-4 and TRAN-1 have also been extended.
Indeed, the 23rd
meeting of the GST Council will go a
long way in the evolution of GST in India. Government
has recognized the challenges being faced by trade
and industry, especially the MSME sector, on the GST
rates. The pragmatic shift away from the ‘equivalence’
principle of fixing GST rates i.e. that rates should be
roughly equal to the earlier rate of excise plus VAT,
to categorizing items under ‘standard’ (most mass
consumption items falling in the range of 12% or 18%),
‘demerit’ goods (sin or luxury items falling in the 28%
band with cess), and ‘merit’ goods (items used by the
poor, and falling in the zero or 5% band), is indeed
noteworthy and appreciated by CII.
The GST rate changes announced will further facilitate
in streamlining the rates, reducing complexity, and
increasing compliance. They will also help in reducing
the prices of products and increasing consumption. The
process of convergence of the standard rate somewhere
between 12% and 18% may well be in the offing in
the near future.
The relaxation of GST returns filing timelines will give
a welcome breather to the GST Network to streamline
work to improve the processes to make GST more
stable and productive in the next financial year.
Further, the increase in the threshold of composition to
`1.5 crores is a significant move and shall help in easier
compliance. The changes in the composition scheme
(1% rate for manufacturers, and exemption of supply
The latest changes will further facilitate in streamlining the GST rates,
reducing complexity, and increasing compliance
ECONOMY
taxation
Moving
Towards a
Good and
Simple Tax

ECONOMY
of services up to `5 lakhs) and proposed changes in
the said scheme (increase in annual turnover limits for
eligibility) would provide relief to small businesses.
Issues for Further Consideration
CII has been working closely with the Government to
present industry perspectives on the implementation
of GST. While the rate reductions and administrative
processes are in line with its submissions, CII has
further identified some issues as below:
• Free flow of the credit chain is the key towards
GST implementation. As tax revenues stabilize, it
is hoped that the Council may consider bringing
petroleum, electricity and the real estate sector
within its ambit to ensure free flow of credit through
the supply chain.
• While the mass rate reduction
is a welcome move, there are
some anomalies. Cement and
paint continue to remain in
the 28% slab, while concrete
attracts 18%, and steel and
wood, also used in construction,
stand at 18%. The GST rate of
other construction materials like
slabs/tiles of marble and granite
has been reduced to 18%. It
is hoped that this would be
looked at in subsequent Council
meetings and the rates would
be rationalized.
• The focus now should be
on the lower end of the rate
slabs, as the country seeks to
further streamline the structure
by converging multiple rates
into two or three. The Council
should endeavor to recast the lower 12% and 5%
rate slabs.
• It is pertinent to note that the anti-profiteering
provisions under the GST require the taxpayers
to pass on the benefit of the decreased tax rate.
Thus, if the tax rate reduces, the manufacturer
has to pass on the benefit to the customers.
Consequently, there is the possibility that a product
manufactured within a difference of a few days
may have a different MRP, leading to confusion for
the consumers. Clear guidelines on how pricing
and profits are to be calculated under the GST
regime to track any unlawful gains and clarity on
whether anti-profiteering provisions would apply
at the entity or product level would be helpful. An
anti-profiteering body has now been set up and is
expected to clarify the issue.
• To address the concerns of industry, the GST
Council could consider reviving or reconstituting
sectoral groups under its umbrella. This is not a new
recommendation as the Government did constitute
such groups earlier.They had received overwhelming
response from industry and associations. The
sectoral groups could become an interface between
the GST Council and taxpayers / associations, and
should be open and accessible
to interactions with, and inputs
from, industry.
• The GST Council has made
announcements to ensure ease
of doing business for small
taxpayers. However, the issue of
decentralization of registration
continues to pose challenges
for service sector taxpayers.
Under the erstwhile regime,
centralized registration helped
the service provider control
the entire business operations
from a single location. Single
registration meant ease in
compliance, maintenance of
books, invoices and payments.
The Government could consider
restoring the concept of
centralized registration, as this
would significantly ease service
providers. Further, revenue
would still accrue to the destination State where
the recipient is located, depending on the nature
of service provided.
• The GST Council, in the near future, may consider
moving towards a system of three rates, a moderate
standard rate at which most items are taxed,
widening of the GST net to include items such
as petroleum and real estate, removal of cesses
and other levies, and streamlining of compliance
procedures, so that supply chains run faster and
working capital flows would be smooth.
CII is working
closely with the
Government to
present industry
perspectives
on the
implementation
of GST

T
he progressive and reformatory growth
trajectory garnered by India in the recent
past speaks volumes about its promising
economic landscape. One of the fastest
growing economies, India, by 2020, is likely
to have the largest population in the working age
category - the average Indian will be just 29 years old,
compared to 37 in China and the US, 45 in Western
Europe, and 48 in Japan. It is also estimated that during
the next 20 years, the labor force in the industrial
world is expected to decline by 4%, while in India it
will increase by 32%.
No wonder India’s demographic dividend has caught the
attention of leading countries across the globe. Though
it presents a huge opportunity… the challenge lies in
our ability to capitalize on this. On one hand, there is
a rise in the availability of India’s young manpower, and
on the other hand, our domestic industry is facing a
shortfall of appropriately trained and skilled workers.
Paradoxical as it may seem, one of the key factors
Jobs and
Livelihoods
in the
New Paradigm
COVER STORY
leading to an ever-increasing gap between talent supply
and demand, is the absence of the desired skills aligned
to industry requirements.
India can reap the benefits of its young burgeoning
population only if its youth is appropriately skilled and
made employable. This dilemma has placed ‘skilling to
meet the market needs’ at the very heart of India’s
socio-economic growth ecosystem – both in terms of
policy framework and on-ground initiatives.
At a time when we are still attempting to strike a
connect between the available talent, employers, training
providers, and policy, the evolution of Industry 4.0 has
further intensified the situation.
Emerging Scenarios
The global economic landscape is virtually experiencing
a tectonic shift courtesy the digital boom. With Industry
4.0 becoming a reality, business expectations and
demands are evolving faster than ever before, and so
are the shapes, sizes and nature of enterprises. The
India, owing to its tremendous youth bulge and its yet-evolving skilling ecosystem,
is facing a huge jobs and livelihood challenge. While policy‑makers are working
towards revamping the existing skills ecosystem and revisiting the economic
landscape to pace up GDP growth and create more jobs at the same time, industry
too, is, in tandem, exploring ways to build capacity and capability across the
country’s skillscape, through diverse programs and projects.
With Industry 4.0 becoming a reality, business expectations and demands are evolving
faster than ever before, and so are the shapes, sizes and nature of enterprises.
Our cover story looks at how Government, industry and organizations are meeting the
challenge of generating sustainable and productive income-generating opportunities for
the ever-increasing working population.

COVER STORY
Source: CII Report: Future of Jobs in India – Enterprises and Livelihood
emergence of new platforms, processes and tools,
changes in consumption patterns, and increased reliance
on digital markets, are prompting organizations to revisit
their human resource and organizational practices.
As a result, both developed and developing economies
are facing the challenge of generating sustainable and
productive income generating opportunities for the
working population, which, in turn, has made the job
of policy-makers more complex.
Domestic Dilemma
Owing to its tremendous youth bulge and the feeble
skilling ecosystem, India is facing the biggest ‘Jobs
and Livelihood Challenge.’ The percentage of jobs
generated per unit of the GDP in the country rests at
just two‑thirds of the global average.
As per the CII Report ‘Future of Jobs in India –
Enterprises and Livelihood’, there is a large gap between
the numbers of jobs created and jobs required in India.
‘Every year, 10 to 12 million people come of working age.
Additionally, 2 to 3 million young people, educated and
unemployed workers, look for jobs in the industry and
services sectors, and 5 million people leave agriculture
to join the non-agriculture sectors. Thus, there exists
a total demand of 17 to 20 million jobs per annum,’
reveals the report.
Given this background, Indian policy-makers are not only
working towards revamping the existing skills ecosystem
but are also revisiting the economic landscape, both
to pace up GDP growth, and to create more jobs, at
the same time.
Service Sectors as
Growth-drivers
The CII-BCG Report, ‘India:
Growth and Jobs in the New
Globalization’, states that the rapid
growth of the services trade,
coupled with the growing share
of services consumption in India,
points towards an increasing
demand for services.
Qualitative service has evolved
as a key differentiator, and
businesses are modifying their
operating models and moving
to greater ‘servitization’ to meet
the increase in demand, thus
potentially shifting India towards
a services-driven economy.
The services sector is likely to make a significant change
in the job scenario by pumping more labor-intensive jobs
into the market, as compared to manufacturing.
Laying emphasis on the potential future sectors, the
report suggests that services like construction and
financial services will continue to play a critical role
in growth and job creation. ‘Physical infrastructure,
especially roads, railroads, ports and airports, will
continue to be critical to the country’s development
and there is significant potential for continued growth
and job creation at the current rates. Under-penetrated
services like transport, education, healthcare, tourism,
transport and storage have historically had significant

COVER STORY
potential to drive both growth and
jobs,' says the report.
Technology for
Micro‑entrepreneurship
While emerging technologies
are seen by some as a looming
threat, newer digital technologies
can facilitate the development of
platforms that could catalyze growth
and globalization in the current
context. As per the CII-BCG Report,
the emergence of new-age platforms
can make smaller businesses viable.
Traditionally, businesses needed to
be at a certain scale and invest in
a certain set of assets, in order
to benefit from lower costs and
become profitable. The advantage
provided by technology platforms
is that they eliminate this need for
scale, allowing small businesses to
operate profitably by providing a set
of services that can be outsourced
without large-scale investments.
In addition, these platforms have
facilitated the growth of the
‘on-demand’ economy, and are
empowering micro-entrepreneurs
to participate more fully in the
economy, thereby driving growth
and job creation. For example,
Uber now enlists 2,50,000 drivers
across India, many of whom were
previously either under-employed
due to poor customer access or
were unable to find jobs in this
sector.
The growth in platforms is leading
to a new set of workers who
are facilitated by them and in
a contractual agreement with
them, yet are ‘self-employed’.
Digitalization and platforms are
hence changing the ‘way of work’,
and are enabling individuals to
become job creators as opposed
to job seekers, states the CII-BCG
Report.
‘It is critical to make livelihood generation the core of various
skilling initiatives in the country. Apart from creating jobs, we
need to lay emphasis on micro and small enterprises, and on
creating entrepreneurs who are not just self-sustained but also
emerge as livelihood creators.There is a need to work towards
multi-skilling in order to build livelihood sustainability.
While the skills ecosystem is training for the ‘Bottom of the Pyramid,’ for
India to be a global supplier of skilled manpower, we need to ensure that
skilling is done as per international standards and requirements.’
Arun Nanda
Chairman, CII National Committee on Skill Development, and
Chairman, Mahindra Holidays Resorts Ltd
‘Creating the human economy means putting humans
front and center. This means first reversing the neoliberal
paradigm of suppressing social costs for healthcare, social
security, and public goods. Second, it means boosting those
jobs which are not prone to automation, and investing
in the skillsets needed to work together in human robot
teams. Third, it means creating new livelihoods in the
digital economy by providing full capabilities to all to unleash their essential
human talents: creativity, innovation, communication, flexibility, experience,
learning and social interaction. CII is continuously working on initiatives to
foster human skills.’
Biswadip Gupta
Chairman, CII Sub-Committee on CSR Affirmative Action,
Western Region, and Senior Vice President - Corporate Affairs, JSW
‘With more than 10 million youth entering the working age
group in the country every year, it is important to attach
greater aspirational value as well as respect to vocational
skills training and the related job roles in industry. While
a few companies have set up world-class vocational
skill development centers to train people in modern
manufacturing, carpentry, hospitality, electrical, plumbing,
and other trades, much more needs to be done. Both Government and
industry must work towards replicating similar models for other trades,
and develop nation‑wide scale up plans for more such centers. Employers
are more likely to offer differentiated wages for skilled, competent and
productive manpower, which will attach greater dignity to these job roles
in future. Each one of us needs to do our bit so that the demographic
dividend does not become a demographic disaster.’
Soumitra Bhattacharya
Co-Chairman, CII National Committee on Skill Development,
and Managing Director, Bosch India Ltd
P e r s p e c t i v e s

COVER STORY
‘The biggest challenge that the country faces today is the creation of a large number of
jobs. While the Government realizes this challenge and is taking a multi-pronged approach,
including job creation by providing a boost to manufacturing activity in the country through
initiatives such as Make in India, Start-up India, Stand up India, et al, CII is also fully
engaged in addressing this. Many large CII companies, such as Maruti Suzuki, LT, Bosch,
and Tata Group companies, among others, have large scale skilling initiatives; others are
building capability via the Apprenticeship Scheme of the Government, and still others have
CSR initiatives in the skilling area. To support new entrepreneurship development, mudra loans have been a
successful intervention, which has ensured that new businesses take off. The Government is also taking all
possible measures to improve the business environment to ensure that investments happen across sectors
which will positively impact job creation. The country jumping 30 places on the Ease of Doing Business scale
stands testimony to the fact that the Government is quite serious about job creation and livelihood. There
are, no doubt, hurdles, given the scale, but the reforms process needs to continue, to put India firmly on
the road to becoming a preferred investment destination.’
Sudhir Kapur
Chairman, CII Sub-Committee on Skill Development, Northern Region, and
Managing Director CEO, Country Strategy Business Consultant Pvt Ltd
‘Technological advancement,
globalization and economic
liberalization in recent years have
urged Governments in developed
and emerging economies to prioritize
skill development. India, one of the
fastest-growing economies, has
the advantage of its ‘demographic dividend’ and by
2020, in a true sense, will be the youngest nation,
with an average working age of 29 years. This youth
population needs to be nurtured through appropriate
skill development which can foster economic growth
and equitable wealth generation, and, as well, cater
to global skill shortages.
Industries should play a pivotal and cognizant role
in drawing the skill canvas of India by participating
in skill development through appropriate techniques
and standardized curriculum. This will harness India’s
youth population into a global skill force.’
Sandeep Singh
Chairman, CII Sub-Committee on Skill Development,
Eastern Region, and Managing Director,
Tata Hitachi Construction Machinery Co Pvt Ltd
‘Reports have been suggesting that
Industry 4.0 is going to help India a
lot in terms of job opportunities and
uplifting the manufacturing process.
Therefore, the question that arises
is not ‘Is Industry 4.0 coming’, but
how quickly it is being adapted by
industries. There will be new opportunities created
as the Internet of Things takes hold. The great part is
that the current job skillsets may just need an upgrade
rather than a complete overhaul.
In another perspective, Industry 4.0 isn’t about the
destruction of the previous eras. It is adapting previous
tools, infrastructure, and skills, to take full advantage of
the Internet of Things. Many are frightened about job
loss by adopting Industry 4.0. There should not be a
fear of what we can lose, instead we should be asking
how we can upgrade what we already have, in both
staff skill and in manufacturing processes, to make the
most of our newly-connected opportunities.’
Dasari Ramakrishna
Chairman, CII Sub-Committee on Skill Development,
Southern Region, and Managing Director,
Efftronics Systems Service Ltd, Vijayawada

A
t a time when India has already begun its tryst with development supported by increased Industry
participation, CII is working closely with the Government of India and State Governments, both
through policy advocacy and on-ground initiatives.
CII has been supporting the Government of India’s initiative of upgrading the Industrial Training Institutes
(ITIs) for many years now. The mission is to align the training of the youth to the needs of the employers/
industry, thereby ensuring industry-relevant training and gainful employment to the youth.
Extending industry involvement in skilling, Sector Skill Councils have been set up as industry-led bodies
working towards the creation of a skill standards for the country. CII has been actively involved in the
promotion of multiple Sector Skill Councils as well as the development of the National Skill Qualification
Framework.
Some of our key policy interventions include recommendations to the National Skills Policy (2009 and
2015), Upgradation of 1396 Industrial Training Institutes (ITI) Scheme, Amended Apprenticeship Act 2015,
and skills-related inputs for Make in India, Digital India, and Ease of Doing Business, etc.
CII impacts over one million youth annually through various on-ground skills initiatives. Thse include:
• 3 multi-skill training hubs
• 22 skill training gurukuls in partnership with Pan-IIT Reach For India (PARFI), designed on a
self-sustaining model
• Implementing skill projects through 46 training centers
• 3 model career centers (Gurugram, Mumbai and Chennai) for counseling and placement linkages
• First Third Party Assessment (TPA) Agency for the Government of India
• Training of trainers and assessors
• The CII annual ‘India Skills Report’ maps the skills of youth entering the job market, and industry
requirements. Annually, the Report covers 500,000 youth and 200 organizations
• Job Fairs to link the talent pool to industry.
CII took membership of WorldSkills International in 2007 on behalf of the Government of India, and
fielded the Indian contingent for the 2007 and 2009 WorldSkills International Competitions. Since 2011,
the National Skill Development Corporation (NSDC) has been leading India’s national team for the
WorldSkills Competition, with CII supporting the Ministry of Skills Development and Entrepreneurship
and NSDC in the selection and training of competitors across 9 skills i.e. beauty and therapy, cabinet
making, cooking, confectionery and patisserie, CNC milling, hair dressing, mechatronics, restaurant
service, and welding.
Skill Development in India:
CII Interventions
COVER STORY

Leveraging and Engaging Skills
Ecosystem for Industry
Over the years, the role of industry
in shaping the country’s skills
ecosystem has evolved manifold and
can be further strengthened through
continued engagement. Whether it
is supporting the policy framework,
building sector skill councils, scaling
up of apprentices, or mapping of
talent requirements… industry plays an
extremely critical role in the success of
various skill initiatives. There is a need for
further enhancing industry participation,
and helping businesses to leverage the
skills ecosystem, to enable them to
benefit from the skilled and certified
talent pool.
The Government has launched several
initiatives to boost skill development.
Industry too is undertaking initiatives
which can lead to learning and replication.
The key ministries in the Government
driving the skilling ecosystem are the
Ministry of Skill Development and
Entrepreneurship, and the Ministry of
Labor and Employment. Both Ministries
are taking progressive steps to support
industry to recruit and hire a skilled
more productive workforce to enable
competitiveness.
To share experiences, promote cross-
learning, explore possible areas of
future collaboration, and disseminate
information on Government schemes and
projects for deeper engagement amongst
the key stakeholders, CII organized a
workshop on ‘Engaging and Leveraging
the Skills Ecosystem for Industry’ on 7
December in New Delhi.
The workshop was designed with
a special focus on MSMEs, which
particularly need support for creating
and channelizing a skilled and certified
workforce.
V o i c e s
‘At present, sourcing of manpower in the country
is asymmetric to the market, leading to a skill gap.
A platform must be created where industry and
job-seekers can connect in a seamless manner.
Labor productivity currently is 1.7% annually. For a
GDP growth of 9%, we require a labor productivity
of 7.3%. The National Apprenticeship Promotion
Scheme is a redeemer for the skill gap.
Industry must be focused on training manpower in the right
manner. In order to support them, Government has launched the
Sankalp scheme to strengthen PPP engagement. This will have a
skills fund worth $ 75 million to support industry recruitment under
apprenticeship, to bring inclusivity, and encourage innovation in the
skills ecosystem. The Government of India is supporting industry by
creating the Sector Skill Councils (SSCs). Industry, across sectors,
needs to engage with the respective SSCs to ensure that the
skilled manpower output is as per their requirement.’
Rajesh Agrawal
Joint Secretary, Ministry of Skill Development Entrepreneurship
‘We have designed the National Career Service
Portal to support demand aggregation in an attempt
to link talent to industry. Till date, the portal has
registered almost 8 crore job seekers and 12 lakh job
providers. Furthermore, we are linking all post-offices
pan-India as one stop for job-seekers to register
themselves for employment opportunities.’
Heeralal Samariya
Additional Secretary, Ministry of Labor Employment
‘We can channelize skill initiatives at the State
level only if we are able to map the requirements.
To enable the collation of information, the Haryana
Government has launched the Saksham Cell.The Cell
will facilitate collation of skilling information across
the State and share it with the Chief Minister’s
Office, to support future skilling strategies.’
Sanjiv Sharma
Deputy Director, Apprenticeship, Department of Skill
Development and Industrial Training, Haryana
COVER STORY

FOCUS
technology
T
hree Cabinet-level ministers from Canada led the
largest-ever ministerial level delegation to India
for the 23rd
Technology Summit held on 14-15
November in New Delhi. Canada was the Partner Country
at the flagship annual event organized by CII in partnership
with the Department of Science and Technology.
The high-level delegation of Government,
industry and academia from Canada included
Mr François Philippe Champagne, Minister
of International Trade; Mr Navdeep Bains,
Minister of Innovation, Science Economic
Development, and Mr Marc Garneau, Minister
of Transport. More than 50 companies
from Canada participated in the conference
and expo which showcased the best in
technology that the two countries have to
offer. The focus sectors of the Technology Summit
this year were Advanced Manufacturing, Defence and
Aerospace, Intelligent Transport Systems, Life Science
and Healthcare, and Clean Technologies.
The Summit was inaugurated by Dr Harsh Vardhan,
Minister of Science and Technology, and Earth
Sciences, India, and Mr Navdeep Singh Bains. “As
partners in the 21st
century knowledge economy, this
Technology Summit reinforces our common belief in
the power of science and technology in contributing
to the present and future strategic Indo-Canadian
partnership,” said Dr Harsh Vardhan, in his inaugural
address.
Building Indo-Canadian Partnership in
Science and Technology
Chandrajit Banerjee, Director General, CII; John Knubley, Deputy Minister of Innovation, Science Economic Development, Canada;
Shobana Kamineni, President, CII, and Executive Vice Chairperson, Apollo Hospitals Enterprise Ltd; Navdeep Bains, Minister of Innovation,
Science Economic Development, Canada; Dr Harsh Vardhan, Minister of Science Technology, and Earth Sciences, India;
Prof Ashutosh Sharma, Secretary, DST, India; and Vikram Kirloskar, Chairman, Technology Summit 2017, Chairman, CII Southern Region, and
Vice Chairman, Toyota Kirloskar Motor Pvt Ltd, at the inaugural session of the DST-CII India Canada Technology Summit in New Delhi
Key speakers, including Prof Ashutosh Sharma
Secretary, DST; Mr John Knubley, Deputy Minister
of Innovation, Science and Economic Development,
Canada; Ms Shobana Kamineni, President, CII, and
Executive Vice Chairperson, Apollo Hospitals Enterprise
Ltd; Mr Vikram Kirloskar, Summit Chairman, Chairman,
CII Southern Region, and Vice Chairman,Toyota
Kirloskar Motor Pvt Ltd; Dr Arabinda Mitra,
Adviser, International Cooperation, DST, and
Mr Chandrajit Banerjee, Director General,
CII, emphasized the potential for science
and technology partnership between India
and Canada.
A new call for joint projects under the
Indo-Canadian Industrial RD program was
announced on the occasion. Industry-led
joint RD projects that have significant potential
for commercialization leading to product or process
development in the areas of advanced manufacturing,
clean technologies, smart cities, and food and agro
technologies, will be supported by the DST from India,
and the National Research Council of Canada.
This year, the Technology Summit had a futuristic flavor,
touching on Artificial Intelligence, Industry 4.0, smart
machines, and smart care, to name a few. With 108
speakers, 13 sessions, 3 Tech Talks, 500 participants,
high quality exhibits, signing of MoUs, more than 250
B2B meetings, and many other features, the Summit
was a memorable success.
Y S Chowdary, Minister
of State of Science and
Technology, and Earth
Sciences, India

• There has never been a better time for India
and Canada to collaborate, declared Mr Francois-
Philippe Champagne, Minister of International Trade,
Canada, during the discussion on ‘Investment Drives
Innovation.’
Mr Benoit Daignault, President and CEO, Export
Development, Canada, spoke on the need to provide
food and water for an increasing population.
Mr Kris Gopalakrishnan, Past President CII, Co-founder,
Infosys, and Chairman, Axilor Ventures, called for
the development of technological and social infrastructure
to address shared global healthcare challenges, including
ageing and degenerative diseases.
Mr Sunil Kant Munjal, Past President, CII, and Chairman,
Hero Corporate Services Ltd, highlighted the role of
innovation in linking rural areas to urban markets. India’s
diverse pool of talent must be used as a ‘brain bank’ to
create a win-win situation, he said.
Mr Chandrajit Banerjee, Director General, CII, said that
innovation can be shaped by public policy. There is a
huge role for institutional collaboration to nurture the
innovation ecosystem, he added.
• We should look at sideways integration rather than
just vertical integration in healthcare. India needs to
work on innovation and integration in Smart Care,
said Dr Nemy Bhantia, CEO Scientific Director, IC-
Impacts, during the discussion on ‘Smart Care.’ Mr
Gordon McCauley, President and CEO, Centre for Drug
Research Development, said entrepreneurship is the
key for smart healthcare.
• The ‘Defense and Aerospace’ discussion highlighted
that most of the innovation in defense is coming from
small and medium companies, both in India and in
Canada.
• On ‘CleanTech,’ Mr Himanshu Sudan, President,
eCamion Inc, referred to the known demand for solar
rooftop and electric vehicles in both countries, adding
that storage has great role in integration of renewables.
Dr RB Biniwale, Senior Principal Scientist, CSIR- NEERI,
said the challenges in India relate to rejuvenation of
water bodies, air pollution, and solid waste management.
Mr Arun Bhalla, Executive Director CPP, Dalmia Cement,
said India is yet to explore its full potential for hydro
energy.
• Ideas are concepts which need a framework. An
innovative framework calls for tie-ups between industry
and academia to validate concepts, and to make them
workable. Ideas can be executed through collaborations
with corporations, engaging with universities to get
talent, with angel investors to get funds, and with
government for a conducive ecosystem. Technology-
based innovation is the need of the hour. These were
the main discussion points on Smart Ideas.
• ‘Smart People’ was an area that garnered large interest.
Panelists talked about the need to create direct linkages
with Canadian universities. Indian universities need to
increase the skill level of students and to understand the
global set-up, for which skill-based education is required.
There were discussions on the quality and performance
of students in both India and in Canada, as well as the
initiatives of the IITs. Discussions on ‘Smart Women’
touched on the areas and sectors which need more
participation of women, the need for more women
entrepreneurs, and various initiatives for women in the
technology sectors.
Highlights from the Sessions
FOCUS

Kris Gopalakrishnan, Past President CII,
Co‑founder, Infosys, and Chairman, Axilor
Ventures; Chandrajit Banerjee, and Marc Garneau,
Minister of Transport, Canada
François-Philippe Champagne, Miinister of International Trade, Canada; Benoit Daignault,
President and CEO, Export Development, Canada; Sunil Kant Munjal, Past President, CII,
and Chairman, Hero Corporate Services Ltd; and Dr Arabinda Mitra, Adviser Head,
International Cooperation (Bilateral), DST

MINDSPACE
india the world
A
s the Indian economy continues to evolve, and regulations are getting liberalized, indigenous companies
have begun to step up their growth trajectory by increasing their share in global markets through
inorganic growth outside India.
Indian manufacturers are devising strategies to become part of global production networks, and expand their
reach in overseas markets. Towards this, Indian firms are adopting international best practices, collaborating
more with global operators, and building their brands on the planks of quality and reliability.
Outbound investments from India have undergone a considerable change, not only in terms of magnitude but
also in terms of geographical spread and sectorial composition. An analysis of the trends in direct investments
over the last 10 years reveals that while investment flows, both inward and outward, were rather muted
during the early part of the decade, they gained momentum during the latter half.
Indian firms invest overseas primarily through Mergers and Acquisition (MA) transactions. With rising MA
activity, companies will get direct access to newer and more extensive markets, and better technologies,
which would enable them to increase their customer base and achieve global reach.
According to data from fdimarkets.com, between January 2003 and November 2017, Indian companies
invested a total of $ 239.54 billion overseas. Of these, the United States and Germany rank among the top
five destinations for Indian investment.
India is important to the US geopolitical standing, while the United States is essential to India’s rise as a
global power. Through stronger bilateral economic ties, American resources could enhance India’s productivity,
expand its technological frontiers, and spur further economic liberalization. Meanwhile, the United States
would gain access to India’s vast domestic market, its educated and increasingly skilled workforce, as well
as its entrepreneurial and innovative ecosystem, factors that would enable US companies to grow in the
region and beyond, thereby enhancing America’s international competitiveness.
Germany has always been a strong participant in the Indian economy, right from the early days when it
helped set up the Rourkela steel plant, and IIT Madras. Today, bilateral trade has crossed $20 billion and
although the aggregate has come down somewhat in the last two years, Germany is India’s largest trade
partner in the EU and an attractive destination for Indian investment. It has been found that Indian companies
operating in Germany gain access to high-quality German technology, build innovation capability, and leverage
Germany as a gateway to Europe. Germany is the second most attractive destination for Indian companies
in the EU, and there is a strong possibility that this can go up further after Brexit.
It is in this backdrop that CII has published two reports highlighting the investment and contribution made
by Indian companies in these two key markets: ‘Indian Roots, American Soil,’ and ‘Indian Investments in
Germany: Prospects for Shared Prosperity.’ Our Mindspace feature brings you the highlights of these reports,
and looks at the growing global spread of the Indian entrepreneurial DNA.
India Inc: Deepening its Global Footprint

MINDSPACE
Indian Roots,
American Soil
C
II once again helped put the spotlight on the
untold story of Indian FDI and job creation in
the United States through the release of the
fourth ‘Indian Roots, American Soil’ survey report. The
report shows that 100 Indian companies have invested
over $17.9 billion in the US and have created over
113,000 jobs.
The report was launched on 14 November in Washington
DC, with representatives from over 20 prominent Indian
companies with operations across the US, united in
a display of their unwavering commitment to the US
economy, joined by Congressional legislators across
party lines who spoke about the importance of FDI from
India in their States and districts as well as the overall
importance of the US-India bilateral partnership. Amb
Navtej Sarna, Ambassador of India to the US, was also
present, as were a cross-section from the US policy,
business and government community.
Representing diverse sectors including IT, pharmaceuticals,
financial services, and manufacturing, the company
representatives (members of the CII-India Business
Forum-USA) met and heard 15 members of Congress
Highlights of the Report
• The 2017 ‘Indian Roots, American Soil’
survey yielded the largest reported volume of
investments as well as the most jobs created,
showcasing the success of Indian companies
in the US and their increased commitment to
its economy.
• In addition to increasing investments and
employment, Indian companies are also
conducting millions of dollars of RD and
CSR initiatives across the US in their local
communities.
who also pitched their own States as future destinations
for Indian companies.
Prior to the evening’s reception, members of the CII
IBF-USA met with Ambassador Navtej Sarna, at the
Embassy of India, Washington DC, to discuss policy
challenges for their US operations, as well as to present
him with a copy of the report.
US members of Congress, with Mani Iyer, Chairman, CII IBF-USA, and President, Mahindra N America, and Amb Navtej Sarna, Ambassador of
India to the US, at the launch of the CII investment and job creation report, ‘Indian Roots, American Soil’ in Washington DC
In its 4th
edition this year, the CII report highlights the growing levels of investments,
job creation and social contributions of Indian companies across the United States

‘Indian industry and professionals
are making significant contributions
to the US economy – I am delighted
that this is being recognized today.
The presence and reach of Indian
companies continues to grow each
year as they invest billions of dollars and create
jobs across the United States.
The CII study ‘Indian Roots, American Soil’
highlights Indian industry’s ascension as a
significant stakeholder in the US economy – this
is a critical component of our strong and vibrant
bilateral relationship with the US which continues
to flourish in strategic terms as well.’
- Navtej Sarna, Ambassador of India to the
United States
‘A strong US-India partnership is vital
for the 21st
century. As the longest
serving Indian-American in Congress,
I have been proud to help build US-
India cooperation. I hope we continue
to see the US engaging with Indian
businesses.’
- Congressman Ami Bera, California
'Indian companies have invested over
$13 million in my State, Florida, and
employ nearly 4,000 people. I hope
this momentum persists and our
relationship with India continues to
grow, as companies choose to invest
in Florida and in our communities.’
- Congressman Darren Soto, Florida
‘The report not only demonstrates
the depth and breadth of Indian
companies’ investment in our
States–my State, Texas, has
benefitted from the second-highest
number of jobs created – but also
shows how, through RD and CSR
initiatives, these companies are truly part of the
social and economic fabric of the US, and have
put down roots and are growing with us.’
- Congresswoman Sheila Jackson Lee, Texas
MINDSPACE
VOICES

MINDSPACE
in Germany. This is borne out by the MA activity seen
over the past six years, noted Mr Chandrajit Banerjee,
Director General, CII. In fact, one-fifth of the acquisitions
made by Indians were found to be in the automotive
supplier sector and one-third in the mechanical
engineering sector. Examples include Motherson Sumi
and Bharat Forge. Moreover, the planned merger of the
steel businesses of Tata Group and ThyssenKrupp has
taken Indo-German cooperation to a whole new level.
The study suggests that German companies can
benefit from this development, through accelerated
integration with the huge Indian market, and access
to the innovative potential of Indian
companies as well as to the large pool of
Indian professionals. Therefore, Mr Murali
Nair of Bertelsmann Stiftung believes,
Germany should put more focus on
government incentives in innovation, such
as tax relief for depreciation, in order
to encourage long-term commitment
of foreign investors. In addition, every
other CEO surveyed found the tax and
social security contributions to be critical,
and only 17% of the respondents did
not regard it as an issue. A stronger
harmonization of taxation and social security
contributions in Western Europe would therefore be
desirable.
How Indian investment develops in Germany in the
future will depend on a number of factors such as Brexit,
and regional marketing in Germany. At present, 46%
of all Indian investment projects in Europe are made
in the UK. Germany comes in second with 17% of
these projects. Brexit, however, could reduce this gap,
A
pproximately 80 Indian companies in Germany
generated combined revenues of € 11.4 billion
and employed a total workforce of 27,400 in 2016.
This was revealed in a recent study conducted by CII,
EY (Ernst Young), and the Bertelsmann Foundation,
based on interviews with leading Indian CEOs.
The study finds that, since 2010, nearly 140 major
investment projects by Indian companies have been
initiated in Germany.These includes FDI announcements
as well as mergers and acquisitions (M As). Between
2010 and 2016, Germany was the second-largest
recipient of Indian FDI in Europe, with 96 projects. The
top sectors for investment include automotive,
metal and metal processing, chemicals
and pharmaceuticals, electrotechnics,
manufacture of machiner y, and
professional, technical and scientific
services.
The study finds that Indian companies in
Germany currently generate nearly 70% of
their turnover in the labor-intensive sectors
of metals (40%) and automotives (29 %).
Important players in these sectors are
Tata Steel, Hindalco Industries and Sona
Autocomp. The Indian IT industry accounts
for a revenue share of 9%.
This trend, however, is witnessing a slow shift. Access
to high-tech products and the ‘Made in Germany’ brand
are also important factors influencing Indian industry’s
decision to invest in German companies.
As many as 80% of the CEOs surveyed for the study
stated that access to innovation and technology are
important factors that influence their decision to invest
Access to innovation and high technology are key factors for Indian companies
investing in Germany, finds a recent CII – EY – Bertelsmann Foundation Study
Indian Investments
in Germany
Prospects for Shared Prosperity
Growing
Indian Investment
in Germany

MINDSPACE
says Mr Hermann Mühleck, India expert at EY, pointing
out that an overwhelming 90% of the surveyed Indian
CEOs were of the opinion that Brexit would increase the
attractiveness of Germany as an investment location, and
enhance the volume and diversity of Indian investments
in the country.
To speed up this process, however, the study advises
that German promotion agencies, at both the national
and the local level, should no longer invite Indian
companies with just the classical arguments of good
infrastructure and stability. Soft, but quite critical location
factors, such as quality of life, internationality and
security in German cities, should also be in focus.
As demonstrated from the interview results, Indian
companies and their employees in Germany appreciate
in particular the high quality of life at an affordable price
when compared to other major European cities.
Some highlights:
• An analysis of around 80 leading subsidiaries of
Indian companies operating in Germany indicates that
four sectors account for 97% of India-related revenues
within the country. At 40% of the total, the metals and
metal-processing industry is the strongest of these
sectors, followed by automotives (29%), chemicals and
pharmaceuticals (19%), and professional, science and
technical services (9%).
• In the current trend of Indian-led FDI and MA,
sectors such as metals and chemicals hardly play a
significant role. Instead, the automotive sector, together
with mechanical engineering, and other high-tech fields
such as Industry 4.0 or IoT, are playing an increasingly
important role in acquisitions and the founding of new
firms. These developments are driven largely by the
desire of Indian companies to gain access to German
technology. Increasingly motivated to access the
German market, the traditionally important Indian service
industry is strongly represented in new acquisitons and
greenfields in both IT services and software. In addition,
the pharmaceutical sector remains highly attractive,
placing Germany at the top of Indian investors’ shopping
lists for funding destinations.
• Indian investors appreciate Germany’s high-quality
infrastructure, transparency (low level of corruption),
favorable RD and innovation environment, political
stability, and the workforce’s high skill and educational
levels.
• A total of 83% of German Mittelstand (small and
medium-sized) companies do not have a succession
plan in place. As of 2015, more than 40% of company
owners in this economic strata were 55 years of
age, or older. Around 9% of companies envisioned
succession taking place within the controlling family,
but 8% or around 290,000 owners, expected external
succession by 2018. This presents a huge potential for
Indian investors.
• Key drivers for Indian investment in Germany include
the desire, to develop new markets, improve company
reputation, gain access to technology, establish proximity
to customers, gain new impetus for innovation, and use
Germany as a gateway to Europe.
• Perceived challenges in Germany include the high
competition intensity, difficulties in the search for
business partners, the high cost of international
activities, the need to adapt products and product
quality, and exchange-rate risks.
• Soft factors such as quality of life, knowledge about
German culture and language, and safety concerns, are
not perceived to be challenges. Especially for Indian
expatriates who have already lived in the United States,
the United Kingdom or other European metropolitan
cities, the high quality of life at affordable prices is, in
fact, seen as a strong positive factor. There is a growing
Indian community in Germany, and it is possible to
communicate in English in large parts of the country.
Finally, German public-safety standards are among the
highest in the world.
• The most important success factors for Indian
investment in Germany were identified as a suitable
go-to-market strategy followed by cooperation with
the right local partners, along with preparation for the
investment through the establishment of appropriate
contacts and by training the investing partner’s own
personnel. In addition, increased in-house research
activity is considered critical. Further success factors
include support by experienced high-quality service
providers for critical tasks such as the search for
acquisition targets and regions, understanding relevant
laws, tariffs and modes of dealing with authorities, the
search for the right partners, and performing market
and competitive analyses.

Indian Entrepreneurship
Goes Global
Indian entrepreneurial DNA is taking centerstage on the global map, says Sudhir Sethi
E
ntrepreneurship has been flourishing in India from
time immemorial. India has 48 million small and
medium business enterprises as compared to 23
million in the US. According to the National Sample
Survey Office, the majority of the Indian workforce is
self-employed.
The rapid growth of technology in the past decade
has dissolved geographic boundaries for entrepreneurs.
Today’s new business has the world as its addressable
market as long as it can provide a competitive product
or service. This is both an opportunity and a threat
– unless one is globally competitive, building a new
business is that much more complex.
This environment, coupled with a large tech-educated
workforce base, has opened up the global market
for the Indian entrepreneur. Indeed, according to a
Kauffman Foundation report, 33% of all immigrant-
founded companies in the US have Indian co-founders,
more than any other minority ethnicity combined. On
a separate note, 83% of the workforce in India wants
to pursue entrepreneurship, according to a survey by
Randstad.
In the technology space, the first wave of Indian
entrepreneurs reaching out to global markets began with
the services / BPO units of companies such as Infosys
and Wipro setting up their base in USA, Europe and
other geographies, to cater to their customers there.
Gradually, they scaled up to start acquiring companies
in these developed markets to expand their service
and product offerings, and also expand their client base
inorganically. Next, companies started building software
products in India for cost arbitrage and selling them
to global clients. Some successful companies in this
bracket include Manthan Systems, and Fintellix [acquired
by Verisk Analytics (NASDAQ:VRSK)], among others.
Then, there are companies like Newgen Software, which
have evolved their businesses from service offerings to
highly differentiated products, with a growing base of
customers in USA, Europe and the Middle East.
Today, a new breed of entrepreneurs is building deep
tech solutions that are global market-first. The typical
journey of this new tribe is to set up a company in
India, build the first version of the product and test the
product-market fit in the US (through online and inside
sales), expand the prototype testing to a sample Indian
customer base, raise funds to set up a base in the
US, move the CEO to the US to set up the product
design and sales organization, and thence, scale up
rapidly. Witness the recent successes of companies
like AppDynamics, founded by Jyoti Bansal, acquired by
Cisco for $3.7 billion, and Nutanix, founded by Dheeraj
Pandey, which went public in under seven years from
founding.
Then, there are up and coming impressive businesses
like Unbxd, which provides e-commerce site search and
product discovery solutions, coming as a boon to the
brick and mortar retailers in the USA that are facing the
heat of Amazon and are entering the online space.
Active.ai, a fin-tech start-up providing chatbot capabilities
to enable conversational banking for large banks, is
already creating dents in the global market. So are
many others, like Cloudcherry in customer experience
management, and Hevo in data pipe creation across
applications, to name just a couple.
While entrepreneurs now have an evolving venture
capital ecosystem in India to support the initial start-
up phase, large pools of global capital are also waking
up to the availability of such unique and differentiated
assets. The results are already there to see, at least
for US companies with Indian co-founders. Since 2012,
more than 25 Indian-founded companies in the US
have seen MAs worth over $500 million, and multiple
others have seen IPOs. The Indian entrepreneurial DNA
is taking centerstage on the global map.
MINDSPACE
Sudhir Sethi is Founder Chairman, IDG Ventures
India Advisors. The views expressed are personal.

BOARDROOM
corporate governance
A
doption of the highest standards of corporate
governance is imperative for India to reach
the global position it aspires for, said Mr Injeti
Srinivas, Secretary, Ministry of Corporate Affairs, at the
12th
Corporate Governance Summit in Mumbai on 11
November. It is vital for companies to ensure sustainable
socially responsible behavior and internalize governance
principles, he said.
Sending out positive signals of harmonious regulation, Mr
Srinivas said the Ministry of Corporate Affairs and SEBI
are working towards a common goal of zero tolerance
towards unethical behavior and non-compliance.
Corporate governance cannot happen in isolation by the
Board or the Regulator. There is no one-size-fits-all, he
said, cautioning that companies must follow governance
standards, or face the consequences.
Mr Uday Kotak, Vice President, CII, Executive Vice-
Chairman and MD, Kotak Mahindra Bank Ltd, and
Chairman, SEBI Committee on Corporate Governance,
charted the fundamental principles driving the Committee
recommendations. He highlighted seven principles:
fairness to shareholders;
commitment of the Board
members towards long term
strategy and vision rather
than short term quarterly
pressures; sharpening of roles
between stakeholders; role of
fiduciary agencies; ease of
doing business; stewardship
code for institutional investors;
and Public Sector Undertaking
(PSU) governance.
Mr Kotak explained the need
for enforcing the trusteeship
model of governance, whether
it is the promoter, the board,
Good Governance is
Good for Business
or shareholder, to ensure that each stakeholder gets his
or her fair share. He highlighted the role of individual
directors, auditors, and rating agencies in protecting
the stakeholders. Cautioning against the trend of
managements and boards being disproportionately
focused on quarter to quarter growth, he stressed the
need for a long term approach.
Today, most Indian companies are aware that robust
governance has a premium, and that commitment to
good governance gives them a distinct competitive
advantage along with enhanced reputation and investor
trust. Conversely, if their policies and practices fail to
meet high ethical standards, they will be exposed to
serious reputational risks and business failure, said
Mr Keki Mistry, Chairman, CII National Council on
Corporate Governance, and Vice Chairman and CEO,
HDFC Ltd. He charted recent global trends in corporate
governance, including increasing expectation around the
overseeing role of the board, which includes overall
strategy planning, investor engagement, and executive
succession planning. He said there is now focus on
P R Ramesh, Chairman, Deloitte India; Chandrajit Banerjee, Director General, CII; Injeti Srinivas,
Secretary, Ministry of Corporate Affairs; Uday Kotak, Vice President, CII, Executive Vice‑Chairman
MD, Kotak Mahindra Bank Ltd, and Chairman, SEBI Committee on Corporate Governance; Keki Mistry,
Chairman, CII National Council on Corporate Governance, and Vice Chairman and CEO, HDFC Ltd; and
Ramesh Ramanathan, Manager, South Asia, International Finance Corporation,
at the National Corporate Governance Summit in Mumbai

BOARDROOM
the composition of the board with particular attention
being paid to directors’ skill profiles, diversity, and the
making of robust mechanisms that go beyond the box
ticking exercise. Boards are increasingly expected to play
a more proactive role in risk management, particularly
cyber security risks, and markets are giving greater
weightage to companies that provide sustained value
creation with greater focus on environmental, social
and governance issues, he said.
Delivering the Multilateral Partner outlook, Mr Ramesh
Ramanathan, Manager-South Asia, International Finance
Corporation (IFC), said that India’s improved rankings
in the World Bank Ease of Doing Business Report
demonstrate the continued implementation of good
corporate governance practices. IFC believes that
the SEBI’s recent corporate governance committee
recommendations and the IFC-BSE scorecard launched
in December 2016 will help India strengthen its
governance standards and become more attractive to
investors, he said.
Mr P R Ramesh, Chairman, Deloitte India, said regulators
are responding to the governance evolution by imposing
global standards of corporate governance on established
corporates, with a plausible fast-tracked extension to
regulate start-up businesses. Institutional investors, he
said, would continue to push for more uniform standards
of corporate governance globally, while increasing their
expectations of the responsibility of the boards in
representing shareholders.The movement for companies
and investors to adopt a more long-term orientation
has gained momentum, with several large institutional
investors now pressuring boards to demonstrate their
active involvement in guiding a company’s strategy for
long-term value creation, he said.
Earlier, delivering the welcome remarks, Mr Chandrajit
Banerjee, Director General, CII, called for continuing
sustained efforts to create a facilitative streamlined
and harmonized regulatory environment that promotes
voluntary adoption of best practices and self-regulation by
corporates without warranting additional regulations.
Various sessions deliberated upon the role of high
performance boards in building sustainable ethical
organizations, the relationship between governance and
management action translating into good performance,
governance in start-ups, distressed companies, MSMEs,
and accounting, auditing, and risk management
practices, with a focus on cyber-security.
A Journal of
Confederation of Indian Industry
For more details, Please contact: Ms Sarita Sawhny, Confederation of Indian Industry
249-F, Sector 18, Udyog Vihar, Phase IV, Gurgaon-122 015 (Haryana), India, Tel: 91-124-4013866 / 4014060-67 • Email: sarita.sawhny@cii.in
The Coverage
 Business News
 Economic Policy Update
 Sectoral Synergies
 International Reportage
 IPR Technology
 Development Initiatives, and more…
The Facts
 Print run of over 9,000 copies and readership of over 50,000
 Monthly Newsletter of top management of 8081 companies
 Read by CII Members, Thought Leaders, Diplomats,
Bureaucrats and other decision makers
Full Page
Left hand charges per release: ` 15,000/ US $ 450
Right hand charges per release ` 20,000/ US $ 575
Half Page
Charge per Release ` 8000
Double Spread
Charge per release ` 35,000 / US$ 1000
Mechanical Details and Tariff*
Full page size: 23 cms (height) by 17 cms (width) / Half page size: Size 11 cms (Height) by 17 cms (Width)
Annual Subscription for CII Communique – ` 1000
Back Cover
Charges per release: ` 28,000 / US$775
Front Inside Cover / Back Inside Cover
Premium pages: 1 3
* All advertisements are non-bleed

South Asia Gas Enterprise
(Siddho Mal Group)
A-6, Connaught Place, New Delhi-110001
Ph: +91-11-23324245 / 43581237
E-mail:
www.sage-india.com
siddhomalage@vsnl.net
Undersea Natural Gas Pipeline from Iran/Oman to India
AfganistanAfganistan
Iran Landfall PointKuh-e-Mobarak
Ra's Al Jifan
Gujarat Landfall PointSohar Port
Gas Pipelines are more competitive than LNG upto a distance of 2500/3000 kms, due to high
cost of gas liquefaction/transportation/re-gasification ( 5-6 USD / mmbtu).
In India’s quest for Energy Security, through a New Route, , a Global Consortium, is
developing a $4.5 Billion world's deepest Common Carrier Natural Gas Pipeline, directly from
IrantoGujaratcoastinIndia,throughtheArabianSea.
( A route via Oman is also being explored in order to meet Oman’s needs for Iranian gas
through this pipeline).
SAGE
Fuelling India's 'Make in India' plans and Gas based Economy vision by this path-breaking
infrastructureProject,forhighereconomicgrowth.
Meeting needs of Power/Fertilizer Industry for affordably priced gas, while moving to a low
carboneconomy,afterParisClimateChangeDeal.
Alternative safer route to bring/swap Turkmenistan/Russian other region's Gas to India
Gujarat coast.
Annual saving of USD one billion approx. ( Rs.6000/7000 Cr. ) in comparison with similar
quantity LNG import.
Gas Qty: 31.1 mmscmd under a 20/25 years Long-Term Gas Supply Contract with Iran.
Pipeline tariff: USD 2.5 per mmbtu range.
DNV-GL, Norway / Engineers India Ltd. (EIL) / SBI Capital Markets Ltd. confirmed Project
Feasibility.

At the CII Directors Guild Platinum Certification Program
in Bengaluru
1. Arun M Kumar, Chairman CEO, KPMG in India;
B Muthuraman, Past President, CII, and Former Vice
Chairman, Tata Steel Ltd, and R Mukundan, Chairman,
CII Directors Guild, and MD, Tata Chemicals Ltd
2. Vinita Bali, Strategy Advisor Independent Director,
and former MD CEO, Britannia Industries Ltd, and
Kris Gopalakrishnan, Past President, CII, Co-Founder,
Infosys, and Chairman, Axilor Ventures
3. M V Subbiah, Past President, AIEI (now CII) and
Managing Trustee, AMM Foundation, and
Ajay Nanavati, Co-Chair, CII Directors Guild,
and Chairman, Syndicate Bank
BOARDROOM
CII DIRECTORS GUILD PLATINUM CERTIFICATION PROGRAM
Building Boards that Lead
The CII Directors Guild, after its successful ‘Gold’ program
for aspiring and recently-appointed directors in March 2017,
organized the second level ‘Platinum’ certification program for
experienced board members and senior management. The
Directors Guild initiative focusses on building a network of
expertise in corporate governance to address board challenges
and facilitate peer-to-peer experience sharing and learning from
thought leaders. The CII Directors Guild is chaired by Mr R
Mukundan, MD, Tata Chemicals Ltd, and co-chaired by Mr Ajay
Nanavati, Chairman, Syndicate Bank.
Current global events have reinforced the growing complexity
and increasing shareholder activism in an inter-connected
world. This, combined with the continuously evolving regulatory
environment, is transforming the role and expectations of
boards and independent directors. As a result, it is becoming
essential to have formal continuous learning platforms to educate
new directors and potential senior management teams about
fiduciary responsibilities and corporate governance. As Indian
industry continues to grow across boundaries, it will need a
larger pool of director-level leadership talent. These challenges
are even greater in medium-sized companies wanting to
professionalize and scale up.
The CII Directors Guild Platinum Program, in a closed door
session on 8 and 9 November in Bengaluru, provided a platform
for experience-sharing, learning and deliberations on some
key issues facing current boards, including their evolving role,
responsibilities and dynamics, expectations from stakeholders,
influence on corporate culture, role in crisis, executive
compensation and succession planning, et al.
The distinguished panel of faculty included Mr B Muthuraman,
Past President, CII, and Former Vice Chairman, Tata Steel Ltd
• Mr Kris Gopalakrishnan, Past President, CII, Co‑Founder,
Infosys, and Chairman, Axilor Ventures • Mr M V Subbiah, Past
President, AIEI (now CII), and ManagingTrustee, AMM Foundation
• Mr Suresh Narayanan, CMD, Nestle India • Mr Soumitra
Bhattacharya, MD, Bosch Ltd, and Regional President, Bosch Group
India • Mr K K Natarajan, Chairman, MindTree • Mr Arun Kumar,
Chairman CEO, KPMG in India • Ms Vinita Bali, Strategy
Advisor and Independent Director • Mr BP Biddappa, Executive
Director‑HR, Hindustan Unilever Ltd • Mr Bijou Kurien, Board
Member, L Catterton Asia • Mr Sandeep Chaudhury, CEO - India,
Aon Hewitt Consulting • Mr Harish HV, Partner, GrantThornton India
LLP • Mr. Venkatesh Valluri, CMD, Valluri Technology Accelerators
Valluri Change Foundation, and Mr A P Parigi, Senior Advisor-
Education, Yash Raj Films, among others.
The next Gold level certification program will be
organized on 16‑17 February 2018 in Pune. For more
details please contact Greeta Varughese, Executive
Director, CII, at greeta_varughese@cii.in or Radhika Dhall,
Consultant, Radhika.dhall@cii.in / 080-42044097
The program was attended by CEOs and
directors of 25 companies from various sectors
from all over India.
1
2
3

SectorScape
Defence
Production
Boosting the Domestic Defence Industry
Integrated HQ of Ministry of Defence (Army), said that
up to 78% of the MGO budget goes to the ordnance
factories (OFs), and thus, it is imperative for Indian
industry to partner with the OFB. The Indian Army, he
said, is planning to operationalize GOCO (Government
Owned, Contractor Operated) for the procurement and
maintenance of equipment, which will open a window
of opportunity to the tune of `8000-9000 crores. He
called on Indian vendors to develop capability for new
age technologies, and move towards BIS standards.
Mr S C Bajpai, Director General, Ordnance Factories,
and Chairman, Ordnance Factory Board, in his special
address, shared several examples where Indian industry
has come forward to indigenize products that were being
imported, and has provided them at a much cheaper
cost. He urged industry to continue with RD, and to
raise any issues of concern.
To showcase the opportunities for industry, the OFB and
CII released a compendium of items for indigenization/
out-sourcing by OFs as a reference document for
companies, especially new entrants and SMEs, to
prepare their business plans.
Baba N Kalyani, Chairman, CII National Committee on Defence, and
CMD,Bharat Forge Ltd; S C Bajpai, Director General, Ordnance
Factories, and Chairman, Ordnance Factory Board;
Lt Gen R R Nimbhorkar, UYSM, AVSM, SM**, VSM, Master
General of Ordnance, Integrated HQ of Ministry of Defence (Army);
and Aditya Vij, Group President, Punj Lloyd Ltd, inaugurating the
exposition on ‘OFB-Industry Partnership,’ in New Delhi
CII, in association with the Ordnance Factory Board (OFB),
organized a seminar and exposition on ‘OFB-Industry
Partnership for Vendor Development and Outsourcing by
Ordnance Factories’ on 13-14 November in New Delhi.
In his keynote address, Lt Gen R R Nimbhorkar, UYSM,
AVSM, SM**, VSM, Master General of Ordnance,
Key Takeaways
• While larger projects may take a few years to fructify,
domestic industry needs to look at low-hanging fruit,
such as import substitution of components, sub-
assemblies, and sub-systems, and help the Ordnance
Factory Board (OFB) develop vendors for outsourcing
• The Ordnance Factories (OFs) should work as
Centers of Excellence for military technology, fully
supported by the private sector
• Capacity creation of Indian companies must match
OFB requirements
• Partnership with the private sector could be prioritized
by the OFs in the areas of maintenance and services,
material handling, calibration of instruments, and
assembly/sub-assembly of systems.
Mines Minerals
Exploring the Un-explored
CII, in association with World Mining Congress, organized
a Mining Summit with the theme of ‘Exploring the Un-
explored: Powering India’s Growth through Minerals’ on
6 November in New Delhi, to examine the opportunities
for mining exploration in India.
The Government is working on an appropriate framework
for the mineral asset auction process and for giving
impetus to the private sector in mineral exploration,
said Mr Arun Kumar, Secretary, Mines, in his keynote
address. There is a notable turnaround in the mining
sector with the mineral auction scenario set to reach
a 10% growth and fetch at least `1 lakh crores by the
end of the current fiscal year, he said, adding that the
new National Mineral Exploration Policy (NMEP) would
enhance the growth rate.

SECTORSCAPE
There is enough material available and therefore
there is no rationale for price controls, felt Mr N
K Singh, Joint Secretary, Mines. As far as major
minerals are concerned, India is a net exporting
country and shall continue in this regard. Practicing
transparency should be the key, he felt.
Mr S K Chowdhary, Vice Chairman - South East
Asia Centre, World Mining Congress, and former
Chairman, Coal India Ltd, highlighted the need
for strengthening drilling mechanisms, to expedite
the pace of discovery of minerals.
Mr Sunil Duggal, Co-Chairman, CII National
Committee on Mining, and CEO, Hindustan Zinc
Ltd, reiterated industry’s expectations to promote
exploration and optimize natural resources, with
the right balance between infrastructure and
technology. With the Government revisiting the
National Mineral Policy and promoting off-shore
exploration, India can look beyond the slow
growth rate in mining to more empowerment
by 2030, he felt.
Opportunities in Adventure Tourism
Adventure Tourism is resilient, supports local economies,
attracts high value customers and encourages sustainable
practices. To highlight the opportunities and develop focused
plans for this segment, CII, with the support of the Ministry of
Tourism, organized the National Seminar on Adventure Tourism
on 28 November in New Delhi. With Madhya Pradesh as the
Partner State, and Adventure Tour Operators Association of
India’ (ATOAI) as the Knowledge Partner, the seminar was
joined by senior functionaries and decision-makers from
Central and State Governments, regulatory bodies, international
tourism boards, and other stakeholders.
India holds huge potential for coastal tourism, said Mr Arun
Kumar Mehta, Additional Secretary, Ministry of Environment,
Forest and Climate Change. The Government is open to
reviewing the regulatory framework, including the Coastal
Regulation Zone, without diluting the spirit of sustainable
environment, he said, urging the tourism industry to flag any
issues hampering the growth of tourism in the country. He
cited the relaxation given by the Ministry to beach shacks in
Goa as an instance of tourism-friendly regulations.
Inaugurating the seminar, Mr Satyajeet Rajan, Director-General,
Tourism, Ministry of Tourism, said adventure tourism is one of
the fastest-growing segments of tourism globally because the
aspirational GenZ now looks for opportunities beyond simple
leisure. The stakeholders need to evolve the right standards
and safety guidelines for adventure tourism, he said, pointing
out that a vast majority of adventure tour operators in India
are in the unorganized segment, and need to be brought into
the organized fold.
Adventure Tourism creates employment
in remote and under developed regions
through local communities, said Mr Dipak
Haksar, Chairman, CII National Committee
on Tourism and Hospitality, and Chief
Executive, ITC Hotels WelcomHotels.
It showcases the diversity of India and
provides an immersive experience to
the tourist, both from India and abroad,
he said.
Case studies demonstrating international
best practices in adventure tourism were
presented from South Africa, Peru, and
Thailand.
V Thangapandian, Director (Power), NLC India Ltd;
SK Chowdhary, Vice Chairman - South East Asia Centre,
World Mining Congress, and Former Chairman, Coal India
Ltd, Arun Kumar, Secretary (Mines), Ministry of Mines;
and Sunil Duggal, Co‑Chairman, CII National Committee on
Mining, and CEO, Hindustan Zinc Ltd,
at the Mining Summit 2017 in New Delhi
Jorge Juan Castaneda Mendez, Ambassador of Peru to India; Swadesh Kumar, President,
ATOAI, and MD, Shikhar Travels India Pvt Ltd; Dipak Haksar, Chairman, CII National
Committee on Tourism Hospitality, and Chief Executive, ITC Hotels WelcomHotels;
Satyajeet Rajan, Director-General, Tourism, Ministry of Tourism; Arun Kumar Mehta,
Additional Secretary, Ministry of Environment, Forest and Climate Change, and
Arjun Sharma, Co-Chairman, CII National Committee on Tourism Hospitality, and MD,
Select Group, at the Seminar on Adventure Tourism in New Delhi
Tourism

Portfolio for Excellence
Quality Evolution through Innovation
R Mukundan, Chairman, CII Institute of Quality, and MD, Tata Chemicals Ltd;
Priyank M Kharge, Minister of IT, Biotechnology Tourism, Karnataka;
Shin Taguchi, Chief Technical Officer, ASI Consulting Group; David Rasquinha,
MD, EXIM Bank of India; and T T Ashok, MD, Taylor Rubber Pvt. Ltd,
at the 25th
National Quality Summit in Bengaluru
Quality
CII’s National Quality Summit, in its silver jubilee this
year, was held on 25-26 November with the theme
‘Quality Evolution - Journey through Innovation’ in
Bengaluru. Over 600 delegates attended the Summit,
which was addressed by over 40 national and
international speakers.
“The quality movement has been the cornerstone of the
competitiveness of India’s economy. Businesses, both
services as well as manufacturing, must benchmark
their quality performance with the best in the world and
serve both domestic and global markets exceedingly
well,” said Mr Suresh Prabhu, Minister of Commerce
and Industry, in a video-recorded speech screened at
the inaugural session.
Highlighting the key role of skill development in
promoting quality and innovation in his inaugural address,
Mr Priyank M Kharge, Minister of IT, Biotechnology
and Tourism, Karnataka, said the State is investing
heavily in skill development in emerging technologies
such as machine learning, artificial intelligence, big
data, cyber security, animation, and block chain, which
would become mainstream in the next ten years.
“The Government will fund the training of 1.1 lakh
students and professionals who will be certified by
industry, he said. Governments need to be innovative
in allocating resources, he said, pointing out that the
Karnataka Government has successfully equipped over
130 studios which have developed Intellectual Property-
based animation films for major broadcasting agencies,
including BBC. This was possible with an investment
of just `2 crores, he said.
Karnataka, said Mr Kharge, offers a
supportive eco-system for entrepreneurs
and the knowledge culture, built over 30
years. The State funds one start-up every
two days, he announced, and is likely to
become the first State in India to have all
gram panchayats covered by wi-fi network
by March 2018.
Mr ShinTaguchi, ChiefTechnical Officer, ASI
Consulting Group, and an internationally-
recognized quality practitioner, underlined
the importance of the ‘voice of the
customer’ and robust design, in his
keynote address. Quality is the best
strategy for cost reduction, he said.
The lack of a quality culture is a non-tariff trade barrier
for Indian companies, opined Mr David Rasquinha, MD,
EXIM Bank of India, in his special address, stressing
that in today’s increasingly competitive environment,
quality is the only way to gain market share. “Exporters
should invest not just in brands but also in the quality
of products and production processes to move up the
value chain,” he said.
With the emergence of Industry 4.0, technology must
be harnessed for improving quality, observed Mr R
Mukundan, Chairman, CII Institute of Quality, and
MD,Tata Chemicals Ltd. Developments like data-driven
quality, self-organizing productivity, robot-assisted
productivity, and predictive maintenance would help
organizations improve quality, he said, urging the public
sector, healthcare, education and other services to
embrace quality practices to excel.
The celebrations included a special panel discussion on
Women– Leading the Global Quality Challenge, and a
Masterclass on Robust Quality Engineering conducted
by Mr Shin Taguchi.

CII-EXIM Awards
Godrej Interio Division, Godrej Boyce Mfg Co Ltd,
became the 10th
winner of the coveted CII EXIM Bank
Award for Business Excellence for the year 2017. The
Awards, presented during the 25th
Quality Summit, were
instituted in 1994 by CII and EXIM Bank, and are the
highest level of national recognition that an organization
can receive for performance excellence.
Godrej Appliance Division, Godrej Boyce Mfg. Co. Ltd
and Raychem RPG (P) Ltd were presented with the CII
EXIM Bank Prize for Business Excellence 2017. Other
award winners in different categories were:
Business Excellence Star Recognitions 2017 –
recognizing companies for excellence in customer
management, operations management, and people
management.
Leaders: Tata Sponge Iron Ltd; NTPC Ltd, Ramagundam
Super Thermal Power Station; Motors Generators
Unit, ABB India Ltd, Vadodara; and Pricol Ltd, Plant-2,
IMT Manesar.
Emerging Leaders: National Aluminium Company Ltd,
Smelter Unit; Mathura Refinery, Indian Oil Corp Ltd; LT
‑Sargent Lundy Ltd; Kewaunee Scientific Corporation
India Pvt Ltd; Kancor Ingredients Ltd; J.K.Fenner (India)
Ltd, Hyderabad Plant; JK Fenner (India) Ltd, Madurai
Plant, and Gujarat Borosil Ltd.
SMB Star Icon Performance Excellence
Recognition-2017
Sustained Performance Excellence: Yashoda Super
Speciality Hospital; Brickwork India Pvt Ltd, and Gearock
Forge Private Ltd.
Significant Progress in Performance Excellence: ASE
Structure Design Pvt Ltd; Synergy Cargo Management
India Pvt Ltd; Orion Edutech Pvt Ltd; Coretec Engineering
India Pvt Ltd (A subsidiary of Yuken India Ltd); Fitwel
Tools and Forgings Pvt Ltd; Nirmal Ashram Eye Institute,
and Apollo Speciality Hospitals-OMR.
Team from the Interio Division of Godrej and Boyce Manufacturing Company Ltd
receiving the CII EXIM Bank Award for Business Excellence for 2017
Presentation of the IGBC ‘Gold’ Certification and plaque to the
CII Institute of Quality during the 25th
Silver Jubilee National Quality
Summit celebrations in Bengaluru
‘Gold’ Certification for CII IQ Building
The CII Institute of Quality, which was originally
conceived as a ‘green’ building in its formative years
before such standards existed, recalibrated itself to meet
the formal requirements to be awarded the ‘Gold’ level
of certification under the IGBC Green Existing Buildings
rating system. The award was presented during the 25th
Silver Jubilee National Quality Summit in Bengaluru.
Some of the latest key green features implemented in
the building include:
• 55 % energy savings with an Energy Performance
Index (EPI) of 29 kWh /m2 / year
• Installation of wind towers for natural cooling
• 100% roof area painted with high reflective paints,
for reduction of heat island effect
• 75% water savings by retrofitting water efficient
fixtures
• 100% rain water capture from roof and non-roof
areas and reuse for landscaping applications
• Provision of special facilities for the differently-
abled, such as toilets, ramps, reserved parking and
signages
• Plantation of native and adaptive species.
PORTFOLIO
The CII Institute of Quality Bengaluru,
sponsored by ABB Ltd, is spread over 4
scenic acres in the western outskirts of
Bengaluru. A modern piece of eye-catching
architecture blending into the hilly terrain
in which it is located, the building, from its
inception, was designed to be eco-friendly,
using green energy-saving technologies with
minimum impact on the environment.

PORTFOLIO
For more information on the CII Institute of Quality,
please contact:
Quality Summit, Awards, and Excellence practices:
n.deep@cii.in and krishnan.pm@cii.in
TPM Club India: vinay.kumar@cii.in
South Africa Delegation Visits India
South African delegates at the CII Institute of Quality,
Bengaluru
The Automotive Industry Development Centre
(AIDC) South Africa developed a manufacturing
competitiveness program in partnership with CII
and the United Nations Industrial Development
Organization (UNIDO) in 2002 for South African
automotive suppliers. Named ‘Tirisano,’ the
program has since been one of AIDC’s key
initiatives for supplier development, and has been
implemented in more than 120 South African
automotive suppliers.
As part of the program, the CII Institute of
Quality - TPM Club India organized an exclusive
Best Manufacturing Practices Mission for an
AIDC-South Africa delegation to India from 6
-10 November in Bengaluru and Chennai. The
delegates visited seven major manufacturing
companies: Toyota Kirloskar Motor Pvt Ltd, Bosch
Ltd, Volvo Construction Equipment Ltd, TVS Motor
Pvt Ltd, Sundaram Clayton Ltd, Wheels India Pvt
Ltd, and Brakes India Ltd (Foundry Division), and
attended an exclusive session on TPM Awareness
and other major services of the CII Institute of
Quality, in Bengaluru.The visit gave them first-hand
experience of India’s manufacturing improvement
programs and showcased the best manufacturing
practicing methodologies at these companies.They
also gained awareness on how Lean, the Toyota
Production System, the Volvo Production System,
the Bosch Production System, and TQM, etc help
an organization achieve excellence.
Altogether, the mission was fruitful and the
delegation is keen to work with theTPM Club India
to implement TPM practices in their companies
in South Africa.
Green Business
Waste Management Summit 2017
The 8th
edition of the
Waste Management
Summit, held on 23-24
November in Bengaluru,
examined emerging
opportunities in the
waste management
sector, through the
c i r c u l a r e c o n o my
approach, and shared
best practices, case studies and success stories by
companies. Coinciding with the Summit, CII also organized
a Conference on Alternate Fuel and Raw Materials.
The GreenCo rating was awarded to seven organizations
for their exemplary leadership in adopting and promoting
best practices on energy and environmental management:
ACC Ltd, Kymore Cement Works; Carriage Repair Workshop,
South Western Railway, Hubballi; Diesel Loco Modernization
Works, Patiala; Kharagpur Workshop, South Eastern Railway;
Rialto Enterprises Pvt Ltd, Chennai; Titan Company Ltd,
Hosur, Watch Division; and Wagon Workshop, South Central
Railway, Rayanpadu.
India-Sweden Innovations’ Accelerator Program
The CII Godrej Green Business Center, in partnership with the
Swedish Energy Agency, and Business Sweden -The Swedish
Trade and Invest Council, has developed the Innovations
Accelerator - Indo-Swedish Innovation Platform. The platform
facilitates the transfer of innovative clean technologies and
solutions from Sweden to India and provides a bridge for
commercial Swedish - Indian innovation cooperation. In the last
three years, the program has facilitated interaction between
At the Waste Management Summit
2017 in Bengaluru
Workshop on innovative clean technologies with a visiting Swedish
delegation in Hyderabad

PORTFOLIO
more than 45 innovative Swedish companies and 300 Indian
companies through workshops and B2B meetings.
Taking forward this initiative, GBC organized workshops
on innovative clean technologies and B2B meetings with a
visiting Swedish delegation in Hyderabad and Pune on 22
and 28 November respectively.
Indian Green Building Council at Manila
The CII Indian Green Building Council (IGBC) was represented at
the 2017 Philippine Green Building Council National Convention
and the WorldGBC’s – Asia Pacific Network (APN) meeting held
from 17-21 November in Manila. The representation offered
an opportunity to share and learn some of the best practices
on green buildings and built environment.
Workshop on RECP Financing
CII, in partnership with UNIDO and Ernst Young (EY),
organized a 3-day workshop on RECP (Resource Efficiency
and Cleaner Production) initiatives on 16-18 November in
Hyderabad.
The RECP initiatives for MSMEs broadly relate to water,
energy, raw material and waste management, and renewable
energy substitution. The workshop aimed at building capacity
and promoting innovative financing options to facilitate RECP
investments.
Visit of Mr Sonam Wangchuk
On 29 November, Mr Sonam Wangchuk, innovator and
education reformist, visited the CII Godrej Green Business
Center in Hyderabad. The visit was marked by a briefing of
GBC’s activities and initiatives, a green building tour, and the
planting of a sapling in the campus.
Delegates at the Workshop on RECP Financing in Hyderabad

Leadership
CII National HR Conclave
Today’s dynamic business
environment calls for
agile Human Resources
(HR) processes to actively
build organizational
e c o s y s t e m s a n d
networks that facilitate
newer ways of working,
draw and retain talent,
meet changing employee
expectations, and use
predictive capabilities.
To help organizations
metamorphose their HR function into a strategic
business value creation partner, the CII Suresh Neotia
Centre of Excellence for Leadership organized the CII
National HR Conclave on 31 October and 1 November
in Mumbai, with the theme, ‘C0-creating HR Next.’
The Conclave focused on:
• Business cyclicality and people growth – a
perspective from CEOs
• Global HR leadership – challenges and needs for
future readiness
• Addressing new age talent aspirations amid changing
employer expectations, to drive a co-existing
sustainable people model
• Digital HR – integrating tech into the DNA of HR
• Human capital risk management.
TV Narendran, Chairman CII
National Committee on Leadership
HR, and MD, Tata Steel Ltd;
B Santhanam, President and MD -
Flat Glass South Asia, Egypt and
Malaysia, Saint-Gobain Glass, at
the CII National HR Conclave in
Kolkata
B Y T E S
‘Organizations across the world are facing issues
such as persistent global uncertainty, rapid pace of
business change, tremendous pressure to perform while
optimizing costs, talent scarcity and skills mismatch, an
open talent economy, the emergence of new business
models, generational shift in work cultures and the
changing paradigms of good leadership. In this changing
scenario, the HR function is being called upon to enable
profound transformation in an organization and deliver
significant and sustained value.’
TV Narendran
Chairman, CII National Committee on Leadership
HR, and MD, Tata Steel Ltd
‘Today HR is a ‘strategic business partner’ and needs
to be aligned with business strategy, demonstrating
the value it adds to the delivery of business objectives.
The changing agenda of a ‘future-ready’ HR function is
primarily based on the foundation of evidence–based
people management. Technological change has become
all-pervasive, posing a challenge for organizations to
unlearn legacy systems and equip themselves to radically
evolve to meet the changing needs.’
Ashank Desai
Co-Chairman, CII National Committee on Leadership
HR, and Founder Executive Chairman, Mastek Ltd.
Panel discussion during the CII National HR Conclave
Travel East
The 6th
edition of Travel East, with the focus on
‘Transformational Leadership in Tourism Development’
was organized by the CII Suresh Neotia Center of
Excellence for Leadership, in association with the World
Travel Tourism Council (India Initiative) on 23 November
PORTFOLIO

i n K o l k a t a . T h e
conference invited
key stakeholders to
highlight the emerging
opportunities and
contemporary trends,
and address the critical
barriers to sustainable
growth in the tourism
industry, by sharing case
studies, knowledge and
success stories.
The key elements of
the conference were:
PORTFOLIO
Manish Jain, Secretary, Tourism,
and Planning, Statistics and Program
Implementation, West Bengal;
Aloke Mukherjea, Senior Adviser, Ernst
Young, and Fahod Arziev, Ambassador
of Uzbekistan to India, at Travel East,
in Kolkata
• Facilitating access to the West and Far East
• Creating unique travel experiences by developing SAARC
tourist circuits
• Development of destinations and tourism circuits
• Current perspectives and emerging trends in travel
hospitality and aviation
Besides a number of industry and Government leaders,
diplomats, including Mr Masayuki Taga, Consul General of
Japan, Mr Fahod Arziev, Ambassador of Uzbekistan to India,
and Mr Eknarayan Aryal, Consul General of Nepal, also
addressed the gathering.
B Y T E S
‘Public funding in the tourism sector has gone up from
`35 crores to `400 crores in West Bengal under the current
State Government, thereby presenting a huge development
opportunity. The increase in public funding has led to a 20%
growth in tourist numbers to the State. West Bengal has one
of the best hotel occupancy rates in the country: Kolkata
itself has 3000 high end hotel rooms with a phenomenal
occupancy rate of 70%.’
Manish Jain
Secretary, Tourism, and Planning, Statistics and
Program Implementation, West Bengal
‘India is the 6th
largest contributor to the USA’s international
traveler population. To popularize the country among Indian
tourists, a New York city-themed Durga Puja Pandal was
created this year in Kolkata, which attracted great footfalls.’
Jonathan Ward
Principal Commercial Officer, Consulate General
of the United States

Building Capacity
Connecting Start-ups and Corporates
Aayog, presented various entrepreneurial activities being
launched and spearheaded by the Prime Minister.
Robust connect with corporates can help start-ups
get their ideas validated, and avail technical expertise,
mentorship and finance, observed Mr Vijay K Thadani,
Vice Chairman and MD, NIIT Ltd.
Dr Anil Wali, MD, Foundation for Innovation and
TechnologyTransfer (FITT), IIT Delhi, pointed to
the need to connect and leverage the existing
knowledge base in academic institutions.
Corporate governance should encompass
frugal innovation which is sustainable and
disruptive, he added.
Glimpses of some disruptive innovations
presented at the event:
Eco Green: A portfolio of solutions to help
industries maximize ecology and economy in
cooling water circuits. The solution pays for
itself by way of energy savings, water savings
and avoiding downtime.
iGloble: The ‘iotaSmart platform’ offers real-
time monitoring to predict the failure of
vehicles ahead of time using machine learning and
Internet of Things (IoT), followed by prescription.
Rays Enserv: Indigenous technology to convert end-of-
life non-recycled plastic waste into useable ‘no sulphur’
synthetic fuel with calorific value similar to high speed
diesel, as an alternate source of energy for industrial
applications like generators, boilers, smelters, etc.
Nasofilters: A self-cleaning filter technology for human
use, which prohibits particulate matter up to 2.5
concentration from entering the bloodstream, thereby
preventing respiratory disease, heart problems and lung
cancer.
Pikkol: A unique mobility management solution for
companies leveraging machine learning, IoT and image
recognition.
ClairViz Systems: The ‘Osprey’ smart manufacturing IoT
platform integrates a variety of data sources to capture
and assimilate raw information, and provides its users
‘Real Time Actionable Intelligence.’
YuViTime: A proprietary technology to establish end-to-
end communication using the common e-mail address
with a vision to create an alternative to the regular phone
number as a termination point of communication.
Entrepreneurship
CII, in partnership with NITI Aayog, organized a series
of interactive entrepreneurial events across India as
a part of the ‘Road to the Global Entrepreneurship
Summit (GES)‘ series.
As a part of this initiative, the Start-up - Corporate
Business Connect, held on 14 November in New Delhi,
brought over 150 budding start-ups, leading corporate
leaders, Government representatives, venture capitalists,
angel investors and media together for insightful
discussions on ways to improve linkages between
start-ups and corporates, commercialization of start-up
solutions, facilitating start-ups, and how to leverage
the strength of networking, with Government, industry,
institutions and academia.
Mr S Gopalakrishnan, Chairman, CII Start-up Council, Past
President, CII, Co-founder, Infosys, and Chairman, Axilor
Ventures, in his keynote speech, said the Indian corporate
sector now needs to take up the responsibility to fund
and mentor new start-ups and help in building a robust
start-up ecosystem. We also need to build the culture
of curiosity and entrepreneurship in schools, he added.
Mr Arnab Kumar, Manager, Atal Innovation Mission, NITI
Jagdish Mitra, Chief Strategy Marketing Officer - Head Growth Factories, Tech
Mahindra; Dr Anil Wali, MD, Foundation for Innovation and Technology Transfer,
IIT Delhi; S Gopalakrishnan, Chairman, CII Start-up Council,
Past President, CII, Co-founder, Infosys, and Chairman, Axilor Ventures;
Vijay K Thadani, Vice Chairman and MD, NIIT Ltd; Sudipto Ghosh, Executive
Director, Lenovo; and Arnab Kumar, Manager, Atal Innovation Mission, NITI Aayog,
at the Start‑up‑Corporate Business Connect, in New Delhi

BUILDING CAPACITY
Waste Management
Regional Fairs Entrepreneurship Workshops
The third edition of the regional fair and entrepreneurship
training workshops, organized as a precursor to the
annual flagship national innovation competition, India
Innovation Initiative 2017 (i3), were held on 9-10
November in Greater Noida, for the Northern Region, and
on 16 November in Kolkata for the Eastern Region.
The workshops featured the delivery of orientation
sessions, sharing of best practices and insights on
entrepreneurship, scale up, industry and market
expectations, etc, to the shortlisted teams, as well as
presentations by the innovators/ teams, demonstrating
their innovations/ technology solutions to the jury.
At the 3rd
regional fair and entrepreneurship training workshops in
Greater Noida (above) and Kolkata (below)
From Waste to Worth
CII in partnership with the Technology
Development Board (TDB), organized an
international conference on PPP model for
Waste to Worth Projects on 30 November in
New Delhi, bringing domestic and international
technology providers, investors, and municipal
authorities together to discuss and suggest
techno-business solutions for keeping cities
clean in a sustainable manner. This conference
was an initiative of the CII Taskforce on Waste
to Worth, which has been working on a
broad framework of Proposed PPP Model for
Integrated MSW management.
Mr Hardeep Singh Puri, Minister of State (Independent
Charge) of Housing and Urban Affairs, attended the
Ministerial Session of the conference, along with Mr
Arun Bharat Ram, Past President, CII, and Chairman,
SRF Ltd, and Mr Mahesh Babu, Co-Chair, CII Task Force
on Waste to Worth, and MD, ILFS Environmental
Infrastructure Services. Dr Bindu Dey, Secretary, TDB,
and Mr VK Jindal, Joint Secretary, Ministry of Housing
and Urban Affairs, delivered the inaugural address.
The sessions discussed the current PPP models
operational in Indian cities and towns, and shared
global experiences in municipal solid waste (MSW)
management, as well as views from Urban Local Bodies
(ULBs) on MSW management in their cities/ towns and
the need for private sector partnership. Fertilizer and
DISCOM experts spoke about the opportunities and
issues relating to off-take of electricity and compost
produced from MSW in India.
Expert speakers from India and abroad, representing
organizations such as Essel Infraprojects, ILFS,
Ramky, Geocycle, JBM, Siemens, Toilet Coalition Board,
Switzerland; Ecogreen, China; IVL, Sweden; Ekolog,
Poland; TIL India, Germany; and Boson Energy, Israel,
addressed the conference.
Ajay S Shriram, Chairman, CII Task Force on Waste to Worth, Past President,
CII, and Chairman and Senior MD, DCM Shriram Ltd; Vinod Kumar Jindal, Joint
Secretary, Ministry of Housing and Urban Affairs; Dr Bindu Dey, Secretary, TDB;
Mahesh Babu, Co-Chair, CII Task Force on Waste to Worth, and MD, ILFS
Environmental Infrastructure Services; and Rumjhum Chatterjee, Chairperson,
CII Mission on Cities, and Group MD, Feedback Infra Pvt Ltd at the International
Conference on PPP Model for Waste to Worth Projects in New Delhi
Arun Bharat Ram, Past President, CII, and Chairman, SRF Ltd and
Hardeep Singh Puri, Minister of State (Independent Charge) of
Housing and Urban Affairs, at the International Conference on
PPP Model for Waste to Worth Projects in New Delhi

CII COMMUNIQUE - December 2017

CII COMMUNIQUE - December 2017

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to CII COMMUNIQUE - December 2017

Similar to CII COMMUNIQUE - December 2017 (20)

More from Confederation of Indian Industry

More from Confederation of Indian Industry (20)

Recently uploaded

Recently uploaded (20)

CII COMMUNIQUE - December 2017