R Infra: Transparency and Technology ar...

Sudhir R Hoshing
For RInfra, budget 2014-15 offers many good initiatives to revive road sector and uplift investors' interest. Mr. Sudhir R Hoshing, CEO – Roads Business, Reliance Infrastructure Ltd. in an interview with S.A.Faridi wished to see that all the initiatives taken by the Government should see light of the day and have positive impact. To revive road sector and to uplift investors' interest, he has given several suggestions including involvement of government and NHAI to settle issues related to huge amount that stuck in dispute and whose settlement will bring equity back in the hands of developers. He desires to see progress on ground in policy, processes and more importantly in mind set of the bureaucracy. He believes that Transparency and Technology are keys to Government being able to achieve its targets.

How do you see the budget 2014-15 for infrastructure sector in general and Road & Highways sector in particular?
The Govt. had just been formed and expectations from it were realistically not high although there was euphoria. Budget allocation to roads of Rs.37,880cr is not high rather it is a normal allocation. However, there are good initiatives in the budget like:
  • Easier reserve requirement from banks for infra funding (no SLR for bond raised for infra) and long tenure loans for upto 20 – 25 years
  • Setting up Infrastructure investment trusts
  • Investment in port capacity augmentation
  • Setting up institutions like 3P India for looking into public private partnership issues & vision to set up national industrial corridors.
However, these are broad visions. We need to see that these initiatives see light of the day and have positive impact. Initiatives of previous government like take out finance, credit enhancements and Infra debt funds have hardly helped sector. Finally, private corporate and financial institutions should be comfortable committing equity in the sector.

The Finance Minister has proposed to award 8500 kms of roads in this fiscal. How confident are you about this proposal and how do you see the business opportunities for Reliance in coming years?
The target of 8500 kms as of now appears unrealistic. We are already nearing half year of completion. Getting back sentiment in road sector will take time. To kick start the cycle EPC has been proposed as the way forward given lack of equity. But EPC puts load on Govt. finances.

We are selectively looking at opportunities in state projects and we see good opportunity in secondary asset sale i.e. Mergers and Acquisitions (M&A) opportunities. We also have a decent order book of around Rs.2500 cr. construction works to go in our existing portfolio in next two years.

Hosur Krishnagiri NH-07

To revive road sector, what are the issues and policies which need to be resolved and fine-tuned to uplift investors' interests?
  1. Primarily, the National Highways Authority of India (NHAI) processes need to be streamlined. The decision making process is abysmally slow. A normal re-financial approval can take up to six months. Decisions on extension of time and change of scope are dealt with no sense of time even though processes are very clear cut. There is a need to bring in high degree of output and speed in the apex body of road sector. Once done, things like land acquisition and clearances will come in time automatically.
  2. Government and NHAI need to get into a mode where they agree that huge amount is stuck in disputes. If this is settled quickly and amicably, there will be equity back in hands of developers who will use it for further investment in the sector. Currently these disputes are lingering in arbitration and being challenged in courts.
  3. Banks' / financial institutions' faith in the road sector needs to be rebuilt. Projects like Delhi-Gurgaon, Delhi-Jaipur and other projects that had to be cancelled prior to commencements, have left a bad taste with banks.
  4. In the name of contractual requirement for major repairs and maintenance, capex is being forced on investors, who are already financially stressed. NHAI needs to look at maintenance more in spirit – is it really required and in which part of the project – rather than forcing to do major overlays for entire stretch. This will be an issue in next five years as many projects will hit the contractual maintenance requirement.
The hon'ble Minister for Road Transport, Highways, and Shipping Mr. Nitin Jairam Gadkari in his recent interview with NBM&CW has claimed to construct 30 kms of roads per day after resolving all issues within two years. What is your take on the same?
It can be done and would have a positive impact. However, for a two-year plan to succeed there has to be monthly progress on ground. We would love to share the optimism and vision of the new Govertment. However, we need to see progress on ground in policy, processes and more importantly in mindset of the bureaucracy. Technology and transparency are keys to government being able to achieve its targets.

For a successful project completion, mechanization with innovative equipment plays a vital role besides many other things such as planning, financing etc. How well equipped is your equipment bank and what are the selection criteria placed in your company while buying new and advanced equipment?
All companies today want to be asset light. Hence leasing, hiring and contracting of equipment are crucial. The selection criteria essentially are how old equipment is being used by the contractor and whether the equipment is environment friendly. Today banks are very stringent on environmental aspects. Hence our equipment should not just operate under stipulated environmental norms but also adhere to Global standards. In one of our projects, a development bank expects us to go beyond Indian regulations and follow global standards.

R Infra Hosur Krishnagiri NH-07

Lots of innovation is possible in materials being used and construction technology. Again government departments should be open to these innovations. Typically innovations help optimize cost – and government officials are apprehensive that by allowing cost optimization they are compromising on the contract. Government as a client should be concerned on quality of the road desired rather than the cost being incurred.

R-infra's 10 out of 11 road projects are now operational and revenue generating. Foreseeing opportunities in Road sector, what are Reliance's future plans? How many projects/length are you targeting? Are you keen on BoT or EPC projects?
Our targets are aligned to benchmark return expectations rather than order book. We are focused on bottom lines rather than increase top line at the cost of profitability. We are continuously on the lookout for opportunities in BoT space which meet our return expectations.

R-infra is renowned for sustainability, innovation, and safety and has been awarded for best project management for its IT application called ‘Simplify' which is first of its kind. Could you please describe the functioning of this application and also about R-infra's other innovative solutions which have got lots of recognitions?
Simplify is an integrated work flow management tool which interfaces online with project management tool – Primavera. It helps monitor project progress vis-a-vis the plan and brings transparency to the whole exercise of project management. It has brought in:
  • Ease in entry of data with availability of visual strip chart on the RFI screen.
  • Easy navigation within the applica- tion using web based menu
  • Anywhere anytime access – Simplify can be even accessed on Mobile platform to perform day-to-day field work using any smart phone.
Other technology initiatives we are having at our projects are:

- ERMS: Enterprise Road management system. It's an online tool that helps real time control of tolling and maintenance operations. Toll data patterns over the period are captured. Auditing and reporting happen online. State of road repairs can be monitored and fed online. Accident management can also be monitored online.

- E tolling: We have systems in place where city based users can recharge monthly passes online through net banking / credit cards. Also SMS reminders are sent to them when their pass is nearing expiry.

Road Infrastructure

What are the systems placed within the company to ensure that the Group's technical and managerial prowess is kept abreast with global development through training, and retraining which would also ward off the the challenges of obsolescence?
Training is a strong focus area for us. While we keep tab on global developments, we focus on internal knowledge transfers – eg. lessons learnt in implementation of best practices of tolling operations in one project need to be transferred to other projects in other states.

Also, cross functional training is another focus area. We are BoT developers hence we ensure our technical staff appreciates accounting and financial aspects of business – in terms of financial returns, risks and compliances.

These assets have been in use for 20 – 30 years but employee average tenure is 5 - 6 years. We strive to have good document management systems so that work flow is not affected when there is change in personnel. IT tools and ISO systems play a big part in this.

NBMCW September 2014


Maitreya Realtors: A Success Story of W...

Varsha Satpalkar
Founded by late Madhusudan Satpalkar, Maitreya group's mission revolves around values of true friendship. It aims to empower lives and collectively build value, create wealth and deliver satisfaction. In an interview with Maria R, Ms. Varsha Satpalkar, CMD, Maitreya group of companies narrated the group's eventual journey saying, "My husband late Madhusudan Satpalkar had a dream to provide employment to unemployed youth and to turn his dream into reality, he had to struggle a lot as neither he was financially sound nor technically skilled. But with his strong will power and firm determination, he overcame all hindrances and since then Maitreya group started growing at a steady pace with 6-7 business ventures. But in 2003, again a major setback came and I lost my husband to a cruel stroke of destiny. Till then, all our business verticals were in nascent stage. And apart from dealing with a big personal loss, I had a challenge to turn his dream of Maitreya into reality. So, I took over from where he had left. And eventually, I learnt that strategy of selling is almost same everywhere. You will have to have marketing skills to make business successful. I acted accordingly and then a success story by name Maitreya was written."

Please introduce Maitreya Group to our readers, its various business verticals, and vision. How eventful has the company's journey been so far to come to the current stature?
Maitreya group was founded by my husband, late Mr Madhusudan Satpalkar who had a dream and passion to provide employment to unemployed youth. Our group's mission revolves around values of true friendship, and aims to empower lives to collectively build value, create wealth, and deliver satisfaction.

Maitreya Group has 10 business verticals, right from plotting to realtors and hospitality industry to publication and mass media. C.S.R. activities are also undertaken by Maitreya foundation. Mr Madhusudan Satpalkar had a strong belief for the upliftment of the society and so since then we have been working relentlessly towards that goal through our Maitreya foundation.

In any business, journey is always eventful...In our case, it was more eventful for many reasons – firstly my late husband, Mr Madhusudan Satpalkar, who founded this group, had vision, and marketing experience but he came from a very middle class background, so neither did he have money nor any godfather. Also, he didn't have any proper business education. But he had a dream to follow for that he struggled a lot. He overcame all the hindrances. His dream started turning into reality, we were all happy to see Maitreya grow at a steady pace. But in 2003, we got a major setback. I lost my husband to a cruel stroke of destiny. Till then, he had started 6-7 business ventures. They were all in nascent stage. And apart from dealing with a big personal loss, I had a challenge to turn his dream of Maitreya into reality.

Till my husband's death I was a mere housewife, who was busy looking after my 5 years old daughter. I didn't have knowledge of any business. I didn't have any business education, I didn't know about markets, but wanted to fulfill my husband's dream. So I took over from where he had left. And eventually, I learnt that strategy of selling is same everywhere. You have to have marketing skills to make business successful. I acted accordingly and a success story by name Maitreya was written. So in all it was a very eventful journey, which has taught me many things.

What is the core competency of your group's business to give customer utmost satisfaction?
High level of commitment, no compromise on quality and trust are the basic business ethics that we follow for customer satisfaction. Timely completion and delivery is the key to our success. At the same time, we keep a track of what is new in every sector that we are in. We adapt to the changes, we go with the new, and most importantly, keeping in view or rather visualizing the problems that may raise their head 10-20 years down the line.

Maitreya Greens Nashik

A word about Maitreya Realtors and its notable commercial, residential, and hospitality projects and their USPs.
Maitreya Realtors is a construction arm of Maitreya group of companies. It mainly focuses on construction and real estate development of commercial, residential, retail, and hospitality properties across the state of Maharashtra and neighboring states like Gujarat and Karnataka.

Our notable residential projects are Maitreya Pandav Van, Maitreya Sankul and Maitreya Greens in Nasik, and Maitreya Sunrise in Sangli.

Pandav Van is a bungalow project at the base of Pandav Leni in Nasik, Maitreya Sankul is a 60-flats project for basically middle income group and Maitreya Greens is a township project. This project is the first project in Nashik which has clearance from Ministry of Environment and Forests (MOEF), pre-recertified Gold rating from IGBC. Maitreya Greens is a Gold Pre-certified Green Building Multi storeyed Residential tower Township having configuration of 2BHK to 4BHK apartments. The project has more than 25% open areas Ample Parking provision and provision of Club House with health club, swimming pool, indoor games, Kids play area, Senior Citizens Park.

The other prestigious project is Maitreya Sunrise in Sangli. The project is located on the main Sangli – Miraj road opposite to Bharti Vidyapeeth. The project is spread over 1.5 acres of land and it comprises of 73 commercial and 62 residential units.

We are also in the plotted development with our projects in Vadodara known as Maitreya Paridiso – we have initially launched 5.00 lac sq.ft area with all modern amenities and of various plot sizes from 800 sq.ft to 3000 sq.ft. Our other upcoming projects in the plotted development are in Bhuj (Kutch) / Vikramgadh Near Manor.

In the residential sector, we are looking to expand in Nagpur and Aurangabad where the projects are in planning stage. In MMR region, we have a high end residential project coming up in Khar and a large scale development in Ghokhivare (Vasai), which are in the approval stage.

Maitreya Pandav van

Greenness is very much in vogue and has rather become a necessity. But, the cost of building a green structure is high and it pushes the overall project cost upwards, which in turn is passed on to the buyers. How are you synergizing these two aspects?
This is a wrong notion. Though you may find that cost high initially. In long term, it proves to be cost-effective. So, I don't subscribe to such negative publicity. In fact, I think that looking at the future, and keeping in mind the erosion of green cover, we need to turn to green building concept, green architecture for safeguarding our future generations.

A green building is one which uses less water, optimizes energy efficiency, conserves natural resources, generates less waste and provides healthier spaces for occupants, as compared to a conventional building. Essentially it's a matter of calculating the holistic lifecycle cost which for a green building will always be lower.

How do transparency and ethical business practices (right from conceptualization of a project to selling) help builders and end-users?
Transparency and ethical business practices help a lot to both builders as well as customers because they bring an element of trust in their relationship. That is our experience. Right from conceptualization, we follow that. Before getting 7/12, we don't go for planning. Before getting all permissions, we don't move forward. We follow DCR, all rules, so in our case, questions of legal as well as liasioning never arise. We always ensure that we have all the statutory and regulatory compliance in place for each stage of the project.

Maitreya Sankul

In the current financial crunch, banks are quite reluctant to finance projects. How are you managing your operations in such a scenario?
We take private funding or support from our group companies.

In your constant endeavor to broaden horizons and excel your selves; is your group planning to spread its wings in other cities or states?
Yes, we have already spread our wings to our neighboring states like Gujarat, Madhya Pradesh, and Karnataka.

How do you see the growth of real estate sector in general and your housing & construction business in particular after the formation of new government? What are your expectations from the govt.?
This government is very new, but I liked their policy of developing small townships on the outskirts of main cities. Houses for poor are a very noble scheme. This policy of developing small city like establishments will ease stress on big cities, especially on their infrastructure. Secondly, developing such small cities means developing infrastructure there. This will utilize land to the maximum and at the same time, will generate employment for many. This will help the economy. Though it is now at planning stage, we will be able to see its coming on ground later. It is Modiji's expertise. If we talk about our company, we have land banks in most of these cities. So we will be active participants in this. And where we don't have land banks, we will enter in J.V. and work on that.

NBMCW September 2014


Preparations in Full Swing for the 3rd ...

Igor Palka
"The preparations have picked up pace for bC India as it is coming closer in big steps. We expect around 700 companies to participate at the 3rd edition of bC India 2014. We will be again welcoming exhibitors from more than 30 countries worldwide including national pavilions from China, Germany, Italy, Korea, Spain, U.K. and the USA. With theme 'Quality makes the Difference' in mind, I would like to underline that bC India has developed into one of the most important business to business trade fairs for construction machinery, building material machines, mining machines and construction vehicles in the Middle East and India after just two editions," says Mr. Igor Palka, Chief Executive Officer, bC India, in an interview with S.A.Faridi.

After feeling the heat of economic slowdown in the last few years, there is a hope of new dawn in India's market growth with the formation of new government at the centre. What is your take on this?
Post Budget 2014 presented by the new government, there is definitely a boost in the market sentiments. Apart from other sectors, the Indian Infrastructure and Infrastructure development sector too are pegged for growth. In fact, NDA's manifesto had mentioned the word 'infrastructure' many times and the 41-page-long document promised to give the sector a required boost. Perhaps the biggest focus of the budget is in reviving the infrastructure sector. The finance minister has approached this issue from a number of angles. By extending the 80 IA tax benefit by three years, government has provided tax incentive for investment in the sector. Such steps will only help the sector grow and display its true potential while making way for the growth of other sectors such as manufacturing, logistics, and housing while providing a boost to job creation.

bC India is coming at a time when the industry's sentiments are firming up due to new government's commitments toward infrastructure construction which is clearly reflected in the first budget of this government; how do you see this positivity for construction equipment market in India in general and bC India in particular?
There has been an increase in investment in the Infrastructure sector by Indian companies in view of an expected growth in the Indian economy, plans of executing larger public works and removing road blocks for Infrastructure development in the country. The encouraging signs for Industry and the message from the government seem to be having a positive effect for those participating in the bCIndia 2014 edition to be held in Delhi this December.

bC India

What has been the consideration in relocating bC to Delhi? How are you visualizing and anticipating its positive impact on the participation and business?
Delhi in winter is pleasant and will provide the perfect ambience for the event. The city boasts of good infrastructure, the metro to Noida and the expressway makes it accessible from all pick up points. Airports, Railways and the Metro keep the venue easily accessible. The fact that it's the Capital thus the hub for all policy- makers, decision-makers, government bodies and bureaucratic community. Hence see a great opportunity for the Construction Equipment sector to come in full strength to be seen and recognized for their true potential. bCIndia expects that 2015 will usher in the true scale of Indian Infrastructure and Construction Industry, one more reason why to be present at bC India by the end of this year.

How are the preparations of the show going on and what are the innovative steps being taken this year to make the show notable by bringing unexpected opportunities and opening new business vistas for the participants?
The preparations definitely picked up in pace and the event is coming closer in big steps. The new target group of North India will certainly add value, as well as the modern exhibition centre in Greater Noida. In addition to its favorable climate, Delhi is easily accessible from abroad as well as from within India. More highlights will be added by our exhibitors who will again show their newest product developments and new machinery launches along with a fantastic and broad accompanying program.

Could you please share the expected number of exhibitors and visitors, space earmarked for the show, countries' pavilions' participation, and other related information with us? What about the confirmed participation you have received so far?
We expect for bC India in December 2014 around 700 companies to participate. Looking at the ratio of our past events, we have welcomed 40% Indian headquartered companies and 60% foreign headquartered companies. This year, we will be again welcoming exhibitors from more than 30 countries worldwide including national pavilions from China, Germany, Italy, Korea, Spain, U.K., and the USA.

How are you promoting the show to attract visitorship from all over the country especially from South where most bigwigs have their hubs? Are you also planning to attract the visitors from South Asian countries?
We are promoting our show wherever we can, at domestic as well as at international shows like bauma, bauma China in Shanghai or the CONEXPO-CON/AGG in Las Vegas.

bC India 2014

Moreover, we will conduct road shows all across India in the upcoming months to raise even more awareness of our event. The interaction with the media and press will definitely play a very important role to convey our key messages and attract more visitors to Greater Noida, where we of course will provide a convenient shuttle service for all the attendees. Last but not the least we will increase our presence online and contact new exhibitors and visitors through the new modern channels.

What is the theme of this year show and related coinciding events like conferences and CE industry meets etc?
Keeping our theme 'Quality makes the Difference' in mind, I would like to underline that bC India has developed into one of the most important business to business trade fairs for construction machinery, building material machines, mining machines and construction vehicles in the Middle East and India after just two editions.

The full range of products will be exhibited at bC India 2014, the main categories will be: All around construction sites, mining, extraction and processing of raw materials, production of building materials and component and service suppliers. These generally cover all sections for the equipment segment and will be presented by numerous international as well as domestic key players of the industry.

How does event like bC India help in bringing and disseminating the information of the advanced and innovative products and technologies at one platform, thus raising the technological status of the CE industry?
We plan to increase the quality of the show by not only adding a high quality supporting program with different kind of presentations, panel discussions and training sessions, like for example health-and-safety workshops or training sessions but also talking about emerging markets and how the innovative products of our exhibitors can be beneficial for other markets. I am sure that our supportive associations will again contribute and hold interesting and well-casted seminars parallel to our exhibition wherein the technological status will be discussed in detail, whereas the exhibiting companies will display their newest product launches.

For the success of mega exhibition like bC India, support of local agencies is very essential for things like security arrangements, smooth regulation of traffic flow, effective transportation, accommodation, etc. How are you getting the support from Delhi local agencies to ensure these arrangements?
So far the support is very good. All bodies with whom we speak are very open to support and help us with our event. Some associations will support us in the events program, some with a joint pavilion, and some by promoting the exhibition. The local agencies and authorities know about the size and importance of our event and help us wherever they can. You can convince yourself by the end of this year !

NBMCW August 2014


RMCL: A Master in Cleaning Equipment Ma...

U K Arun
"The cleaning machines made by RMCL are designed and manufactured, keeping the Indian environment, dirt level and the operator's mindset in mind. Our machines are robust, durable, serviceable and user-friendly. Apart from manufacturing a spectrum of Cleaning Equipment, we are also importing Cleaning Equipment from leading international brands like Hako, Germany, Powerboss and Minuteman from the US, Delfin, TTS and Soteco from Italy. As the specialized cleaning equipment market in India is growing steadily with the new government's top agenda on 'cleanliness & Sanitation' for sustainable growth, we are confident to have a huge market share which will help us to continue to be the market leader," says Mr. U.K.Arun, General Manager - Sales, Roots Multiclean Ltd in an interview with Maria R.

Roots Multiclean Limited (RMCL) is today known as the largest manufacturer and exporter of cleaning equipment in India. Can you please brief us on RMCL growth story by touching upon important milestones to reach the position where the company stands today?
Roots Multiclean Limited was founded in the year 1992 by one of Coimbatore's Leading Enterprenuers, Mr.K. Ramasamy. Mechanized Cleaning was not heard of at that point of time when Mr.K. Ramasamy had the vision to start a company to manufacture Mechanised Cleaning Equipment. RMCL joined hands with Hako Werke of Germany and the products manufactured by RMCL were sold under the brand Roots Hako. The market for cleaning machines was very limited and it was tough going for many years in the beginning. The cleaning industry was highly labour oriented and housekeeping activities were handled by the industries, institutions and corporate houses themselves. Later the concept of outsourcing and the mechanisation emerged in India, bringing in a new recognition for Roots Multiclean Limited.

RMCL Wizard
Flipper was the first machine that was developed by RMCL and all the other machines were imported from M/s Hako, Germany and sold. Slowly and steadily RMCL started manufacturing various types of Sweepers and Scrubbers. Today, RMCL manufactures almost 25 models for the local market and 10 models for export market.

The following are the milestones in RMCL Exports:
  • 1994 – Flipper was exported to Australia
  • 1995 – E-430 exports began to Germany
  • 1999 – Wizzard exports started to UK
  • 2002 – E 350 Scrubber drier exports started.
RMCL started to establish its branch network in the year 1997. Today it has 13 branches and 6 dealers covering the whole Indian market. RMCL has a strong service team attached to each of its branches on a pan India basis.

What are the complete range of cleaning solutions in your basket and the industrial segments being catered to by Roots Equipment in India?
Roots Multiclean Limited manufactures Mops, Walk behind Floor Sweepers, Walk behind Floor Scrubber Driers, Ride on Scrubbers Driers, Ride on Sweepers, Carpet Care machines and Road Sweeper machines. They also import and sell Cold and Hot Water High Pressure Jet Cleaners, Steam Cleaners, Professional Vacuum, Industrial Vacuum Cleaners and Janitorial Tools.

The machines manufactured and marketed by RMCL are operated in various types of industries including Automobiles, Steel Plants, Process Industries, Electronics Industries, Hospital, Hotels, Shopping malls, Community housing areas etc to name a few.

What is Roots technological edge over competitors? Also please tell us about the quality control systems placed at RMCL to ensure that products don't belie the expectations of users.
The strength of Roots is its core competency in Engineering Design. The Cleaning machines made by Roots are designed and manufactured, keeping the Indian environment, dirt level and the operator's mindset in mind. The machines are robust, durable, serviceable and user-friendly. After Sales Service and Spares support are the company's USPs. The material used for the manufacture of parts and the components used in the assembly are of the highest quality standard and undergo strict quality control checks before being issued to the Assembly. The company is certified for ISO 9001:2000, ISO 14001 : 2004, ISO 18001 : 1999. The machines so manufactured are subject to rigorous endurance test before being allowed to be shipped to the customers.

Please brief us about your joint venture arrangement with Hako Werke, Germany.
Roots Multiclean Limited has a Joint Venture with Hako Werke, Germany and Hako Werke has a 26% equity stake in the company.

After spreading its wings across the country, RMCL partners with several global well–known specialized manufacturers of cleaning equipment and represents their brands in India. Please tell us about your all partnership and their offerings catering the Indian market.
Cleaning Machine
Apart from manufacturing a spectrum of Cleaning Equipment, RMCL also imports and markets Cleaning Equipment from leading international brands like Hako, Germany, Powerboss and Minuteman from the US, Delfin, TTS and Soteco from Italy. Under sales and distribution agreements from these companies, RMCL offers high-end Walk behind and Ride On Sweepers and Scrubber Driers, High Pressure Cold and Hot Water Jet Cleaners, Steam Cleaners, Commercial, Industrial and Centralised Vacuum Systems to the Indian Market.

A word about your marketing and after-sales service network that enabled the company to deliver optimum solutions for customer's cleaning needs.
Cleaning Equipment
The Marketing organization of RMCL has a clear hierarchy with a smooth and practical operational protocol. The Marketing network of RMCL is divided into 4 Zones and handled by efficient Zonal Heads reporting to General Manager – Sales and General Manager – Service for Sales and Service respectively. RMCL has trained, knowledgeable Sales and Service team capable of meeting varying customer expectation and offers appropriate solution in time to all the customer needs. All its branches work on committed delivery dates and with a clear escalation matrix to ensure that commitments given by the company's branches for machines as well as spares are honoured at all times.

How do you look at the specialized cleaning equipment market in India in general and for your products in particular?
The specialized cleaning equipment market in India is growing steadily and the awareness on cleaning and usage of machines will help us to continue the growth.

With the new Government at the Centre proclaiming "Cleanliness and Sanitation," at the top of their agenda for sustainable growth, we expect the market for specialised machines will also grow in the emerging states in the years to come so that we will benefit out of it as well.

What are the growth drivers, which according to you will trigger demand for these equipment in coming years?
The key factors for the demand are:
  1. The clear vision of the Central Government and State Governments on Health and Hygiene and the priority for cleanliness.
  2. Awareness in the minds of Corporates, Civic Bodies and the Public and the need of Clean environment.
  3. Industrial growth.
  4. Demand for quality workplaces.
  5. Reduced manpower availability.
As the market is going in the upward direction, the cleaning industry will continue to blossom. As far as RMCL is concerned, being the largest and integrated cleaning machinery manufacturer in India, we are confident that we will have a huge market share and will continue to be the market leader.

NBMCW August 2014


Shell: We co-engineer with Customers fo...

Nitin Prasad
Shell India Market Pvt Limited is the fully owned subsidiary of US downstream oil major Shell. The company is looking forward to leverage its business presence in off- highway construction and mining sector in the country. Mr.Nitin Prasad, Managing Director, Shell Lubricants, Shell India in an interview with P.P. Basistha spells out the details on the company's positioning to cater to volume and value based demand by product support. Excerpts:

How do you foresee the demand of lubricants (greases, hydraulic oils, engine, transmission oils) from the construction equipment and mining sector in the country? Do you find the demand both value and volume driven?
The Earthmoving and Construction Equipment (ECE) industry grew at a robust pace over the past few years (19% CAGR during 2009-2012), however, it de-grew by 12% in 2012-13. In the last year equipment sales dropped owing to a slowdown in investments, amid weak demand, and delays in execution of infrastructure projects because of land acquisition and clearance issues. But this year, we have positive news in store for the sector; an investment of `37,880 crore has been parked for roads which is up by 13% YoY, NH allocation up by 20% YoY and state road up by 12% YoY.

On the construction side, infrastructure projects are going to be the major contributor. Overall, during the five-year period from 2013-14 to 2017-18, construction investments are expected to grow at a CAGR of about 8 percent. In the industrial segment, growth in construction spends is expected to be slower, as capacity expansions in sectors such as oil and gas, metals, cement and automobiles will remain sluggish over the next 5 years.

On the volume side, as per a recent study conducted by IECIAL and CII along with Accenture, Indian CE industry has the potential to grow six to seven times—from total revenues of US$3.3 billion in 2010 to US$22.7 billion in 2020 with multiple benefits to the economy. Hence, equipment sales volume is expected to increase from over 60,000 units in 2010 to 330,000 in 2020.

Meanwhile the Mining industry witnessed a decline in growth during 2012–2013, due to lack of new projects. Due to the cancellation of the allotted mining blocks, the industry witnessed a downward momentum. However, with the ban on iron-ore mining having been lifted and firms obtaining relevant clearances and resuming production, the mining industry is likely to show an upward momentum. CRISIL foresees that in 2014-15, the GDP growth is expected to pick-up to 6.0 per cent, leading to recovery in industry on the back of higher external demand. Kline projects that total lubricant consumption in the Indian mining sector will grow from 31.2 kilotonnes in 2013 to 32.1 kilotonnes in 2018, a CAGR of 0.6%.

However, apart from the sector volume growth trends, equally important is a growing trend to focus on the total cost of ownership as companies look to increase competitiveness through higher productivity of equipment and reduced downtime for maintenance. This is also leading a shift of demand towards the more value oriented areas of the lubricants portfolio including services that can help deliver these benefits. Hence, we foresee both a growing demand of lubricants and also a shift towards higher quality lubricants and greases that reduce the overall cost.

To address both the requirements, especially the second one based on the fact that the modern engines are electronic in their entity have higher drain out intervals, enhanced combustion and lesser carbon deposits, ensuring higher availability of machines, how are you strengthening your R&D support and collaboration with the original equipment manufacturers manufacturing construction equipments? Please provide details of your engine condition monitoring support initiatives.
Taloja Plant
Shell Lubricants invests heavily in lubricant R&D which has allowed us to be the 'first to market' with a number of lubricants innovations and value-added services. We work closely with the customers to provide solutions in long-term partnerships and pride ourselves on finding practical solutions to the challenges they face. Shell delivers customer benefits through better technology which results from our 4D process: Define, Design, Develop, and Demonstrate. This systematic approach to product development combines a deep understanding of the customer challenge with applied fundamental science and an innovative approach to component selection. It invests heavily in the development of lubricants that will deliver improved energy efficiency for our customers without compromising protection in accordance with the requirements of OEMs that focuses on minimisation of total operation costs during the lifecycle of the equipment.

Shell Lubricants engages with the customers at the initial stage of product evaluation and works together towards co-engineering the best lubricant & services suiting their requirements so that optimal performance can be obtained. When a new equipment is launched either due to environmental norms or technological changes, it enforces the equipment requirements to change & Shell Lubricants works with OEMs to develop lubricants to address these.

For providing the best customized solutions to our customers, we have a host of services that we offer for example, our oil experts - Shell Lubricants Technical Advisors can make a thorough assessment of equipment and oil usage at a customer's site to recommend the right products from Shell Lubricants portfolio for maximum benefits to save on total cost of lubrication. This service is called LubeAnalyst service which identifies potential failures before they become critical. Shell's laboratories analyse samples of the lubricant taken from the machines to identify signs of increased wear, the presence of unwanted contaminants and increased rates of degradation. It helps to monitor, benchmark, improve and save costs owing to frequent breakdown of machinery. Shell LubeAnalyst then generates a report to provide a detailed analysis of the equipment. Along with the test results, it also provides a diagnosis which explains the different values and gives advice specifically tailored for the machinery. We also offer LubeVideoCheck service which inspects customer's engines and suggests on the need for overhaul/maintenance etc.

What are the new value proposition/ offerings in your lubricants for the construction and mining equipment? What are your present brand of lubricants for the construction and mining equipment sector in India? How will the value proposition minimize the total operating costs of the equipment?
Shell Lubricants
Shell Lubricants offers a wide range of products and services designed to reduce the process and equipment-ownership costs across sectors.

Apart from these, few examples of cobranded products for the construction and mining sector include Shell Putz Premium HO 68 with Putzmeister and Tellus 2HF 68 SS with Schwing Stetter. We also have a GPO with Komatsu by the name of Komatsu genuine oil.

Lubricants can have a big impact on the operations of customer's business by lowering the total cost of ownership. Choosing, using and managing them correctly can bring significant rewards in terms of improved efficiency and profitability. One of the areas where we work closely with our customers is to demonstrate to them the benefits they can achieve.

There are several other benefits that Shell Lubricants offers. To be brief they add savings on maintenance cost and savings on overhauling cost. They help to extend Oil and Equipment Life and also reduce operating costs.

What are the drain out intervals of your lubricants (engine, hydraulic oils and greases) for the construction and mining equipment?
The construction equipment sector needs engine oil, hydraulic oil, transmission oil and grease. These are the four categories of lubricants that are used in construction equipment. Traditionally, people have been using products made according to the industry standards and specification but might not be getting the desired performance.

Customers are now demanding lubricants, across all categories, with enhanced Oil Drain Interval (ODI) and fuel efficiency, due to increasing costs, hence reducing the cost of ownership.

When it comes to defining ODI's it is very subjective. Oil Drain Intervals & Re-greasing Intervals are determined by OEMs based on the specific needs of their hardware, the duty cycle and the operating environment (dust, temperature etc) amongst other things. However drain intervals can be optimized based on how these variables affect the fleet of a particular customer. This is where lubricant experts from Shell work closely with the construction and mining customers understanding and monitoring their fleet operations by a combination of specialized services such as Shell LubeAnalyst (Shell Lubricants' unique oil and equipment monitoring service) and Shell LubeVideoCheck (engine inspection service from Shell Lubricants).

To address the volume based requirements, are you adding capacities of your blending facilities. Where are your blending facilities located presently for lubricants along with the storage facilities and depots?
We have a state-of-the-art lubricant oil blending plant in Taloja near Mumbai which was established in 1997 and is spread over an area of 16 acres. The plant feeds into regional distribution centers (RDCs) to distribute to 12 depots which cater to respective geography for direct customers and channel partners. We also have third party blending facilities and a wide network of blend plants across the globe from where we source product. What is more important than the number or the location is the quality of service and reliability as a supplier that we provide. Our performance indicates that we deliver >99% of the products on time and in full (OTIF) and our monthly feedback survey indicates very satisfied customers which gives an indication that we are leading the industry in service provided.

To support the requirements of construction equipment and mining sector, how are you placed in your distribution network and strategic stock points for providing the lubricants? Are you expanding your network? What are the initiatives being taken to strengthen your brand so as to ensure brand recall.
Shell Lubricants has a very strong distribution network with a manufacturing plant at Taloja, near Mumbai which is feeding to 4 regional distribution centers (RDCs) to distribute to 12 depots catering to respective geographies for direct customers and distributors. Our distributors are well placed to cater to the consumers through retail counters. Also, the distributor network is ever evolving to reach out to more and more geographies and customers.

Shell Lubricants undertakes several initiatives to strengthen their brand in the B2B space. We organise big events at number of occasions centered around operational level implications of technology, challenges that customers are facing and how can our products provide suitable solutions to overcome these issues. For example, following the success of the first two editions of Shell's Global Lecture Series at Imperial College, London, and Tsinghua University, Beijing, Shell brought together automotive industry experts at the third edition of the Shell Lubricants Technology Lecture today in India at the Indian Institute of Technology (IIT) Madras, Chennai. Here speakers emphasised cross-industry co-engineering as the fastest route to optimising fuel efficiency in lubricants for vehicles. The event was attended by leading automotive and engineering experts in India as well as IIT Madras faculty and students.

We participate in various technology/trade exhibitions such as Excon to showcase our technologically superior product ranges and solutions. We also engage in PR activities regularly to keep the industry apprised of our new endeavors and achievements. Our other initiatives also include, Metal Technology Forum, Technology Seminars with OEMs, National Synthetics Lubricants Seminar etc.

NBMCW August 2014


Delhi Metro Phase–III Focus on Green...

Mangu Singh
"A number of technological changes have been made in the present phase of construction by us. We thoroughly analyzed our experience in the previous phases and have tried to incorporate the changes. All the upcoming Metro stations under the Delhi Metro's third phase of expansion will be designed and constructed as 'green buildings' with specific provisions for the conservation of energy, water saving and waste management arrangements. As part of Phase III, which will be completed by 2016, the station buildings are being designed and constructed with lot of innovation focusing on eco-friendly techniques," says Mr. Mangu Singh, Managing Director, DMRC, in an interview with S.A.Faridi & Maria R.

After the successful commissioning and operations of metro Phase I and phase II, DMRC's Phase III is slated to be fully operational by 2016, how is the progress going on and will the DMRC meet its deadline?
The progress so far has been satisfactory. We have commenced work on all the proposed corridors. The three kilometre long Central Secretariat – Mandi House portion of the Central Secretariat – Kashmere Gate section was opened to public on the 26th of June, four months ahead of schedule. We are hopeful of completing all works of the Faridabad extension as well as the Jahangirpuri – Badli section by the end of this year. On all the other corridors also, progress of construction work is at peak. As of today more than 15 Tunnel Boring Machines (TBMs) and around 10 Launching Girders are operational across the National Capital Region (NCR). Work on two new bridges over the river Yamuna is going on with one of the bridges at Nizamuddin nearing completion. However, there are still some issues regarding the availability of land on certain stretches, but we are confident of completing all the work by 2016. In Phase III so far, viaducts over 30 kms have been completed and 15 kms of tunneling has been done, which is equivalent to the entire civil work of Phase I. We are absolutely as per schedule for completing Phase III on time.

It is reported that DMRC is going green and all its upcoming 90 stations under Phase III will be designed as green buildings. Please briefly elaborate that how DMRC will take the environmental journey and what green features will be incorporated in the stations?
All the upcoming Metro stations under the Delhi Metro's third phase of expansion will be designed and constructed as 'green buildings' with specific provisions for the conservation of energy, water saving and waste management arrangements. As part of Phase III, which will be completed by 2016, the station buildings are being designed and constructed keeping the following provisions in mind:
  • Reduced Heat Island Effect Heat Island Effect contributes in increasing temperature of the microclimate of the building and reducing energy efficiency of a building. To reduce this effect, the roofs of the stations will be either finished with high reflective materials or landscaped with vegetation.
  • Landscape Plant Species The plant species used for the landscaping of the stations (wherever possible) will be either native or adaptive. These consume less water and help in water efficiency of the building.
  • Insulated Building Envelope To reduce heat gains in the stations and improve energy efficiency, the walls, roof and windows in the building will be insulated. Insulated building envelope also helps in improving indoor thermal comfort for occupants.
  • Adequate Fresh Air To prevent Sick Building Syndrome and other adverse health effects, the Metro stations are being designed to provide adequate fresh air as per ASHRAE 62.1-2004 through ventilation system. Fresh air also improves productivity of the occupants in the building.
  • Water Efficient Fixtures Low water consuming fixtures like Dual-flush WC, low flow taps etc will be installed at the stations. These fixtures help reduce water consumption in the building without compromising the occupants' water requirements.
Delhi Metro Phase III

DMRC has created history by constructing an elevated track segment hovering over another operational elevated segment at a record height of 21 meter which is first of its kind in India. What does this achievement meant to you and how did DMRC manage to successfully complete this challenging task?
The construction work of crossing over the Metro viaduct at the existing Karkarduma Metro station was never an easy task for the Metro engineers. It posed numerous challenges to the civil engineers throughout the project as this is one of the highest crossings of the Delhi Metro network. The new Metro line (Majlis Park – Shiv Vihar) is crossing the existing (Vaishali- Dwarka) elevated line at 21 m above the ground and is 10 m above the existing Metro line. The work was done without disrupting the normal daily Metro train/passenger services for even a single day.

We crossed the existing Metro line at such a height in a very safe and systematic manner with all safety precautions in place. The launching of girder and erection of span was carried out in a very watchful manner with extra precautions. Extensive round the clock CCTV monitoring was done adjacent to the rail track to avoid any signs of electrocution and fall of material during crossing. The monitoring consisted of earthing provided to the launching girder, pre-stressing beam, erected segments or any other loose items kept on span. The work was carried out during the shadow block of the existing system during non-operating hours after getting all the clearances from the competent authorities. This achievement certainly means a lot to all of us. In this phase, we are crossing over existing viaducts at four more locations.

DMRC Project

You are associated to DMRC since its inception, how over the years have you seen changes in its project management and decision-making skills on newer construction methods and technologies?
When the Delhi Metro had started its journey, we were a small team of a few engineers and officials. Over the years, the family has grown enormously with 8,000 people working today. Keeping pace with the expansion of the network as well as the responsibility of bringing new areas under Metro connectivity, we have also brought changes in our work culture. However, right since the beginning, we have tried to keep official red tapism at bay and have focused on quick decision making. On the construction front also, the effort has been to adopt the latest technologies to make Metro construction safe as well as qualitatively better.

Would you please comment on the latest technologies being adopted by DMRC for the faster and smoother construction of metro projects?
A number of technological changes have been made in the present phase of construction by us. We thoroughly analyzed our experience in the previous phases and have tried to incorporate the changes.
  • U Girders These have been used on the Badarpur – YMCA Chowk section in Faridabad. These girders are about 22 to 27 mtrs in length and their use has saved a lot of time. Due to the use of this technology, we have almost finished the viaduct construction on this 14 km long corridor. Similar girders were also used during the construction of the Airport Express Link. However, the erection of these girders requires a large amount of working space and equipment. A specialized casting yard also had to be constructed for the casting of these girders. However, these are very effective in ensuring fast construction.
  • Mass Spring System Another major step that is being taken to further improve our underground tunnels is the installation of Mass Spring Systems (MSS) on the tracks to prevent any kind of vibration from reaching the structures above these tunnels. MSS is the solution which helps in mitigating vibrations generated by the passing trains at the source itself. MSS elastically separates the tracks slabs in the tunnels or on the viaducts from the supporting structure. The material used for isolation is a microcellular Polyurethane Elastomer (e.g.- Sylomer from Getzner- Austria). Use of MSS helps in minimizing the transmission of vibrations (structure-borne noise) to the surrounding establishments in the vicinity of tracks. In addition, MSS also effectively reduces the development of audible secondary airborne noise, which is caused by the vibration of buildings and other infrastructure components.
  • Box Pushing Technology: Many subways being constructed by the Delhi Metro are using the Box Pushing technology, with which vertical excavation or large scale digging is not required. This method is much faster than the conventional cut and cover technology used generally for the construction of subways. For most of these subways, had DMRC opted for the conventional cut and cover technology, then it would have had to excavate the road above causing great inconvenience to the movement of traffic.
Would you please elaborate on your initiative for opening Tunnel Training School?
DMRC has tied up with the Tunnel Training Academy in Kualalumpur to train its engineers on the latest techniques and skills needed for doing underground tunnelling works using Tunnel Boring Machines (TBM). This training is aimed at increasing the levels of skills of the DMRC engineers in Underground Tunnelling as about 53 km of the total length of Delhi Metro's Phase III is being constructed underground and 35 TBMs are going to be used to achieve this target. The first batch of engineers has already obtained training from this institute.

The metro engineers are now getting hands on training in a classroom underground tunnel environment using audio-visual 3-dimensional tools to erect tunnelling segments using wireless controls in the Malaysian Academy. In addition, they can also construct Tunnel Archs using Concreting (Shotcrete) in the training laboratories. The trainees are also being exposed to working TBM models and the use of cutting tools such as Disk Cutter & Cutting Knives which are used to cut through soil and rocks encountered by the TBMs during underground tunnelling operations. As part of the module, emphasis is given on ensuring that metro engineers make sure that there is no movement and surface settlement in the buildings above under which metro tunnelling takes place. In the future, we also plan to open our own tunnelling training school as a large number of Indian cities are now planning or implementing Metro systems. Our training facility at Shastri Park is already providing training to the Operations and Maintenance staff of a number of the Metro systems in India.

DMRC has been asked by Lt-Governor to "look beyond" and "conceptualize" itself as a global entity. How do you look at this opportunity? What are the international contracts currently you have in hands or are discussing on?
We are already exploring opportunities to establish DMRC as a globally reputed organization with expertise in providing consultancy as well as construction solutions to upcoming Metro projects across the world. In 2012, DMRC was engaged jointly with Japanese Consultancy Co for the work of 'Management Consulting Services' for the first phase of the Jakarta Mass Rapid Transit System. We have also signed an agreement with the Dhaka Mass Rapid Transit (MRT-6) in Bangladesh along with four other international and one local Bangladeshi firm for implementation of the prestigious Dhaka MRT-6 project. Discussions are in progress with some other countries as well.

As DMRC has already completed the detailed project report (DPR) for the proposed Phase IV corridors (115.94km). Could you please give a detailed overview of the Metro Phase IV?
Phase IV plans are being finalized and will be sent for the consideration and approval of the government. However, we will try to bring Metro connectivity to many more areas of Delhi and the surrounding areas. Some of the proposed corridors may be as under subject to approval/ modifications by the government.

R.K. Puram – Janakpuri (West); Inderlok – Delhi Gate – Indraprastha; Aerocity – Saket – Tughlakabad; Lajpat Nagar – Chirag Delhi – Saket G Block; Mukundpur – Burari – Maujpur; Rithala – Bawana – Narela.

The Opening of Mandi House Station

Mandi House Metro Station

The first section of Delhi Metro's phase III from Central Secretariat to Mandi House has been thrown open to the public. The opening of this station is a landmark moment for the Delhi Metro. It is the first section to become operational on the most extensive phase of Delhi Metro. Total track on this route is 6.1 km, with depth varying from 15 m to 28 m from the ground level. It consumed 55,467 metric tones of cement, 156,700 mt of steel, 1,27,000 cum concrete and excavated 3,93,556 cum muck and earth.

NBMCW August 2014


Raj Petro Optimistic on Lubricant Deman...

N.C. Sekharan
"Raj Petro manufactures and markets the entire range of engine crankcase oils, transmission oils, hydraulics, greases and coolant required for on- and off-highways construction equipment segment. We keep launching new products on a continuous basis, depending upon technology changes and future trends, keeping in line with market demand. We have the capability to serve customers across the country using our nationwide distribution and sales network. With the high level of optimism being witnessed due to formation of stable government, we expect a sturdy increase in mining output and new infrastructure projects, creating a strong demand for lubricant," says N. C. Sekharan, Vice President - Direct Business, Raj Petro Specialties Pvt. Ltd. in an interview of S.A.Faridi.

How does Raj Petro see demand of lubricants from the construction and mining equipment segment in the wake of stable government at the centre and what could be major growth drivers?
With the high level of optimism being witnessed around us, one should reasonably expect a sturdy increase in mining output, particularly in coal output, as well as the announcement of a spate of new infrastructure projects. These drivers are bound to increase the demand for lubricants significantly from these two segments.

Please provide an overview of Raj Petro's Indian and overseas operations. What is your complete product portfolio for on-and off-highways construction equipment?
We are currently operating throughout the country after establishing a nation-wide distribution and sales network. We have the capability to serve customers across the country using this network. Our export department caters to requirements of overseas customers. For the sake of serving the Middle East and African markets, we have already established a sales office and supply source at Dubai. We manufacture and market the entire range of engine crankcase oils, transmission oils, hydraulics, greases and coolants required for this segment.

What is the USP of your offerings? How well is the company positioned to provide customized solutions? A word about your R&D Wing and tie up with OEM.
We offer the most advanced types of high performance engine oils across our product segments. These products are formulated with high quality Gp 2 and Gp 3 base oils and specially selected additive technologies. We have secured approvals from the leading global OEMs for our premium products. In India, we have conducted monitored Field Tests totalling about 2 million kms, in order to demonstrate the real capabilities of our products. We have been able to demonstrate extra long drain intervals with our oils with increased levels of engine protection and wear control.

Could you please elaborate on Raj Petro's newer advancements in lubricants offerings and approach behind offering valued products?
As India continues to advance towards higher levels of exhaust emission control and lower CO2 emissions, new engine technologies are being deployed by the OEMs. These advancements require specialized high performance oils that cater to the new design engines and also offer protection to the sensitive exhaust after treatment devices. Also, in pursuance of the new fuel economy norms now being stipulated, we perceive new opportunities to develop energy efficient engine and transmission oil technologies working in close collaboration with the OEMs.

Raj Petro Lubricant

What is the nature of support rendered, precisely for used oil testing, on site condition monitoring analysis as preventive maintenance tools for higher equipment uptime and cost efficiency?
We manage a comprehensive used oil condition monitoring system for our customers, which assists them in changing oils at prescribed service intervals and is also capable of predicting engine malfunctions which can then trigger rapid preventive maintenance initiatives. These initiatives help the fleet and mining machinery operators to reduce their downtime and also the total cost of ownership. More importantly, this support also helps the fleets to achieve higher levels of operating efficiency.

What is Raj Petro's prime strategy towards ensuring brand promotion of its lubricants?
We conduct technical seminars and workshops for our direct customers. We have recently started media advertising in selected trade magazines. We also participate in industry exhibitions and technical seminars in order to promote the Zoomol brand.

A word about your distribution network and strategic stock points.
We now operate in about 13 states of India with fully equipped warehouses and distributors. We also have placed dedicated sales staff at all key locations, in order to lend more customer focus to our marketing efforts.

Do you have any expansion program in terms of product launch and capacity expansion?
We have sufficient manufacturing capacity right now to take care of our short term growth plans. New products are launched on a continuous basis, depending upon technology changes and future trends, keeping in line with market demand.

NBMCW July 2014


SKF Bets Big on Higher Demand Scenario

Rajesh Thantry
"With the new government at the Centre, we are expecting a renewed focus and attention towards Mega infrastructure projects in sectors like roads, irrigation, and power. Substantial infrastructure investment will drive higher demand for construction equipment and we, at SKF, are well equipped to cater to the higher demand. Close cooperation with equipment manufacturers and end users has given us a unique understanding of the industry demands scenario which help us to cater to the changing industry requirements with our comprehensive, high quality, reliable and energy efficient solutions improving productivity and reducing the total cost of ownership," says Mr. Rajesh Thantry, Head Off-highway & Railway Business, Strategic Industries, SKF India, in an interview with S.A.Faridi.

How do you see the business outlook for Indian off-highway construction and mining equipment in general and SKF Bearings business in particular in the wake of new government?
Infrastructure development is a key driver of India's economic growth in this decade. Substantial infrastructure investment will also drive higher demand for construction equipment and SKF is well equipped to cater to the demand. Backed by deep construction vehicle application experience and a wide range of products and solutions, SKF is able to deliver fully integrated, optimized solutions.

Key to infrastructure development will be for the government to create a favorable policy environment that will revive and bring speed to several long pending infrastructure projects. Rural demand due to irrigation projects, state government sponsored road projects, Metro projects across the country which promises to create demand in cities, dedicated freight corridor, centre's announcement of river connecting project amongst other positive developments should augur well to create higher demand for construction equipment.

We at SKF are ready to serve our customers drawing on decades of expertise in bearings, seals, lubrication and more and helping construction equipment OEMs and end users achieve higher reliability, safety and environmental goals for a range of machinery applications. Whether it is a complete, integrated unit with less maintenance and re-lubrication, or a centralized lubrication system that automates time-consuming greasing tasks, SKF solutions are meeting the industry's expanding application demands.

Please provide us an overview of SKF India's operation briefly touching upon its various segments and important milestones which enable the company to reach on the current stature.
SKF's roots in India can be traced back to 1923, when a trading arm of SKF Group was set up in Kolkata. Since then SKF has been serving the Indian market with high quality products and solutions.

Bearing Assortement
Today, SKF has 6 manufacturing facilities across India with Ahmedabad facility manufacturing industrial bearings and the Mysore facility manufacturing Sealing solutions for Industrial and Automotive applications. In 2010, SKF acquired Lincoln Group which is represented in India as Lincoln Helios India Ltd, an SKF Group entity. With a supplier network of over 300 distributors, SKF continues to serve the varied markets with reliable solutions. SKF's products and services range across 5 platforms, namely: Bearings and Units, Seals, Lubrication Systems, Mechatronics and Services. To make full global resources of SKF accessible to our customers, we have created SKF Solution factories which bring people, services and technologies together to deliver custom solutions. The services at SKF solution factory range from engineering consultancy for original equipment manufacturers to bearing remanufacturing and cloud-based remote monitoring and diagnostics. SKF inaugurated state-of-the-art Global Technical Centre India (GTCI) in Bangalore in December 2011, reinforcing its group strategy to open engineering hubs to work closely with customers.

SKF is taking a more holistic approach that includes and considers the needs of both equipment makers and the users of the equipment. By taking the SKF Lifecycle Management approach, we utilize the knowledge of both our design teams and our field application specialists to create next-generation designs that reflect real world conditions, and to recommend maintenance practices that maximize the equipment's life and reliability. This is what sets SKF apart and has helped us surge forward.

What is the role of your Global technical centre in India?
SKF's Global technical center in India drives innovation by developing products and solutions for local and global customers in a faster and in an effective way.

The-state-of-art centre located in Bangalore focuses on testing and on providing advanced technical knowledge for design, process and supplier validation. In addition, the Centre conducts bearing analysis and has a fully equipped laboratory for metallurgy and chemistry, mechatronics and product investigation centre in order to:
  1. Develop significant critical mass in engineering knowledge where the market is growing
  2. Develop the ability to quickly analyze and support the needs in the Indian markets
  3. Design components (to SKF Global Design Standards) for local market
Synchronizing our global capabilities and expertise, GTCI conducts testing, optimizes and manufactures innovative products and services to meet the needs of off-highway customers.

With the establishment of GTCI, more locally adapted products are developed in lesser time. More Knowledge Engineers are deployed to prioritize the requisites of the local market as per industry needs. Currently, GTCI has a fully functional engineering and leadership team working on various local, regional and global projects. The state of the art laboratories at GTCI ensures reliability, accuracy and speed in each project.

SKF hydraulic seals cylinder
SKF sealing solutions for hydraulic cylinder

What are the products and services being offered by SKF to the off-highway segment?
Close cooperation with equipment manufacturers and end users has given SKF a unique understanding of the industry demands. SKF is geared up to cater to the demands of construction segment right from the design stage to the service requirements of the end users; by leveraging on its strengths of – GTCI and Solution Factory in India along with the global expertise and proven solutions based on Life cycle management approach.

We provide complete solutions by way of bearings, sealing solutions, central lubrication systems, condition monitoring and design engineering for the off-highway, construction and agricultural machinery.

SKF has a broad range of bearings types like standard cylindrical roller bearings, spherical roller bearings, plain bearings, slewing bearings. Also, we have world-class unique offerings like Y-bearings for agricultural applications, SKF Explorer class spherical roller bearings and application-specific sensorised bearings; all of which ensure reliability and energy-efficiency to OEMs and end users alike.

We also provide comprehensive sealing solutions for all parts of off-highway machines ranging from engine and transmission, chassis and suspensions, drivelines, undercarriages, hydraulic cylinders and sealed for life products like SKF Agri Hub for agricultural applications. With SKF sealing solutions, customers can reduce weight, noise and simplify installation.

By integrating mechanical, electronic and information technologies, we help customers design smart products through mechatronics that provide high reliability in harsh environments and reduce maintenance cost. We also provide extensive range of customized lubrication systems which optimize efficiency, reduce maintenance and enhance reliability.

The opening of GTCI is part of SKF's technology strategy to develop a global product development and engineering organization. Our customers in India will benefit from "closer to home" availability of SKF's global knowledge and expertise to address the growing need in India by incorporating latest technology in their new product development.

Thus, SKF offers a full range of services to both OEM and aftermarket customers at each phase of the asset life cycle which improve productivity and reduce the maintenance cost.

Metallurgy and greasing play a big role in the performance of maintenance-free bearings; how does your R&D Centre ensure minimum wear-free performance of bearings in the Indian conditions where, in many cases equipment are either over used or rather abused?
Motor encoder units
SKF motor encoder units
Off-Highway vehicles are expected to work in challenging and demanding environment where maintenance and repairs are often inconvenient and potentially costly. SKF has looked at ways of making life easier for Off-Highway vehicle operators. Applications have been targeted where the effects of contamination from harsh conditions can take their toll. These include critical applications for the axle pivot joint and the kingpin, oscillating articulation joints and boom applications.

The result is innovative offerings components that combine SKF's expertise in materials knowledge with advanced lubrication and sealing concepts. The solutions offered are lubrication-free and environmental- friendly.

These maintenance-free bearings from SKF offer a number of advantages for OEMs and end users alike, like minimal maintenance and reduced lubricant consumption. Also, the impact that maintenance-free bearings have on the environment is an added benefit.

SKF manufactures maintenance-free spherical plain bearings in a variety of designs and a wide range of sizes which help to eliminate the need for relubrication, and reduce the total cost of ownership.

SKF maintenance-free spherical plain bearings incorporate special sliding layers of modern materials which have very low friction. They are used for applications where long bearing lives are required without maintenance, or where operating conditions are such that the use of steel / steel bearing is inadvisable.

SKF also has a unique and novel solution in form of Extended Life plain bearings. Featuring high-grade, carbon chromium steel to minimize the risk of corrosion, SKF Extended Life Plain Bearings offer a relubrication-free alternative to frequent re-greasing. Non-toxic grease fills the bearing, which is then sealed with steel-reinforced SKF LS heavy duty triple-lip seals for high performance over long periods.

Aftermarket is considered to be the most important segment for the brand recall. How is SKF positioned to address the client's needs significantly, timely availability of its offerings and competitive pricing which are precursor towards brand recall?
Effective management of assets throughout their lifecycle can deliver significant value and reduce total cost of ownership. Building on SKF Life Cycle Management approach, SKF has developed advanced services and technologies to maintain, monitor, repair and optimise the assets throughout their operating life; providing the optimum replacement parts at the right time and helping our customers to optimize their asset efficiency.

We channel our end user knowledge back into the specification phase of next generation equipment. Technologies, such as condition monitoring, can be designed into new OEM assets or retrofitted, constantly improving and providing differentiation in competitive markets, adding value, and extending the possibilities for aftermarket services and enhanced machinery maintenance.

At every stage of the asset life cycle, SKF products, advanced services and solutions help our customers improve productivity, reduce maintenance costs, improve energy and resource efficiency, and optimize designs for long service life and reliability; ultimately helping to make the end users more successful, sustainable, and profitable.

SKF's network of over 300 distributors is an essential part of the company's supplier ecosystem. Given their geographical proximity to customers and a sound knowledge of the market demand, distributors can effectively service the end users. SKF also has strategically located regional warehouses which stock products based on customer needs and make them readily available as per requirement and location of the customer.

Thus, through extended partnership, SKF can offer value based solutions for total product lifecycle optimization and lower operational costs for the customers.

Would you please elaborate on SKF integrated sensor solutions for off-highway? How does it help in increasing the performance of equipment?
Innovative, reliable and well proven, SKF sensor technology is state of the art and based on SKF's extensive knowledge and experience of bearings and surrounding machine parts. SKF knows how to apply this technology to help customers meet the ever increasing demands in the off-highway vehicle industry. Thoroughly tested and proven to perform in rough off-highway conditions, the integrated sensor solutions are hard at work around the world in applications such as sensor bearings on motors, cabin rotation and angular position of joints.

SKF sensorised solutions consist of various offerings like sensorised bearing units for speed, position and directions; drive by wire for improved equipment performance and efficiency; motor encoder & roller encoder units for forklift and other construction equipments; electronic parking brake; all of which improve productivity.

When it comes to integrating sensors into bearings, resulting in the optimal position for accurate measurements, SKF offers unmatched capabilities. SKF has the capability to offer customized solutions to meet the customer's specific needs. The integrated sensors are more robust and compact due to built in sensors. It is also able to measure at the optimal position-the bearing or shaft- for better precision.

SKF sensor solutions are truly integrated and hence fewer components are required. This contributes to reduced size and weight, while also helping to reduce costs. The integrated design also helps protect the sensors in demanding work environment, which the off-highway machines are subjected to.

NBMCW July 2014


Terex– Upbeat on CE Sector's Growth P...

Rajesh Srivastava
"The next few years are expected to bring good business growth for the CE industry. We expect our sales to record over 15-20% growth. A mix of agile marketing strategy coupled with visionary leadership of our management team is helping us move forward in this direction. We are currently implementing a major overhaul of our distribution network by adding dealer sales, service points to serve our customers across the country. Besides, we are also coming up with new product line that includes 3-5T wheel Loaders and new models of Skid Steer Loaders. Moreover, our new product introduction plan of new Backhoe loader models is expected to be a game changer in backhoe segment. Our USP is the low maintenance costs of our machines vis-à-vis our competitor's models in the same category," says Mr. Rajesh Srivastava, General Manager, Terex Equipment India, in an interview with S.A.Faridi.

Industries' wish to have stable government at the centre to attract more investors is fulfilled now. How do you see the growth of construction equipment industry in the wake of new government in general and your company business in particular in the next few years?
Ground level forecast by our sales team suggests that the demand curve has bottomed out, and we can expect an uptrend. We are optimistic about state and central projects pulling up demand provided land can be acquired for such projects. We will watch how things unfold over the next 6-9 months. In the eventuality of a weak monsoon, quick government action to launch counter measures would pull up activity in the short run. But the consequential fall in rural incomes could be a cause of worry. However, the next few years are expected to bring good business growth for the CE industry. We expect our sales to record over 15-20% growth. Managing our bottom line is an altogether different challenge.

India is a land where there is an ample scope of infrastructure development which can result in demand for construction equipment. But for this, we immediately need good governance. What are your expectations from the new government in terms of policy reforms, project clearances, financing and transparency in the system?
Terex Backhoe Loaders
The issue of land and its acquisition and declared land use coupled with fair compensation & rehabilitation of land owners is a very tricky issue. Besides, sorting out technical issues arising from the above, the Govt is expected to act in a much more ethical & transparent manner. Acts / rules & regulations related to land and related issues need to be carefully drawn out by taking in views of all stakeholders. We hope that the new Govt will be sensitive to the needs of the industry & will take decisions in time under a clearly defined and stable policy framework. This in itself will be good enough for us to firm up business plans for the next 3-5 years.

Terex has targeted to achieve 10-12 percent share in backhoe segment. What are your plans and strategies to achieve the targeted growth?
We are not only motivated to get there but also are standing on firm footing and in line to hit the target of >10% market share by 2015. A mix of agile marketing strategy coupled with visionary leadership of our management team is helping us move forward in this direction. We are currently implementing a major overhaul of our distribution network by adding dealer sales, service points to serve our customers across the country. In 2014 we have added 6 new dealers in Jammu & Kashmir, Himachal Pradesh, Uttrakhand, Bihar, Arunachal Pradesh & Chhattisgarh.

Besides, augmenting the dealer network, we are also investing heavily in training of manpower and dealer business development and helping them become more responsive to the fast changing profile and needs of our customers. Our new product introduction plan of new Backhoe loader models is expected to be a game changer in this segment.

Terex Dealer in Himachal Pradesh
New Dealer Opening in Himachal Pradesh, Dist Mandi

It has been observed that Terex is continuously busy in adding new products in its basket such as Skid steer, Light tower etc and also in upgrading existing products. What are new on card?
Our new product line-up includes 3-5T wheel Loaders and new models of Skid Steer Loaders. These products will offer to the market the latest innovations and applicability required for the varied earthwork / material handling challenges. The feasibility of the tracked Excavator is also being studied and we may soon announce our plans for this segment.

What is the USP of your products portfolio?
Our USP is the low maintenance costs of our machines vis-à-vis our competitor's models in the same category. Over a period of 2-3 years none of the major sub-assemblies of our backhoe (axle, transmission etc.) need to come in for any major overhaul, whereas almost each component of the power train and the engine of our competitor's models require either an overhaul or complete replacement in the same time. These days a Transmission or Engine overhaul can be expensive, esp if, spare parts and service capabilities are not available in the open market.

How are you engineering a fuel efficient and green product which, on the other side, is also comparatively priced?
Engine development is a technically challenging exercise. This requires high degree of collaboration with key players in this business. We are constantly in discussions with all major manufacturers, to bring in the latest developments in this field. We have a fairly good understanding on this subject, thanks to the market feedback from other Terex companies doing business in different countries of the world. Fuel efficiency is a buzzword, slightly overrated in our industry. The game is,making power available at a point to do ajob, under unique set site conditions. It is the entire powertrain that needs to work as a synchronized unit for a machine to accomplish its task safely and efficiently.

A word about your engineering and manufacturing strength.
We draw our engineering strength from a dedicated & highly experienced team of engineers at TIRC (Terex India Research Center) Bangalore. This team of motivated design and engineering professionals work on varied engineering, design problems put forward to them by various Terex Group companies from around the world. They provide cutting edge solutions to not only our product development teams, but also for our manufacturing and vendor development teams across different product platforms and business verticals. The manufacturing team at TEPL is focused group of professionals committed to a lean manufacturing environment. Our team employs the latest technology and Industrial Engineering principles to reduce non-value added activities and cut down heavily on re-work and wastage. This has yielded substantial savings over the past few years. Alongside, the manufacturing team our Vendor development, Purchase and Quality teams also work as a cohesive unit to deliver what our customers need, "A Reliable, safe and efficient machine"

After taking over the reign as new General Manger at Terex India; what has been your initiatives to strengthen your pan India presence through developing innovative dealership system?
The main thrust area of my work, besides network expansion, has been to help & make the distribution network more responsive to the customer needs. This means, not only, to have Dealer Distributor points at strategically important locations, but also to encourage them to invest in their human capital, processes and systems which will help them to serve the customer in a better and efficient manner.

We have launched several innovative Dealer support programs on manpower skill developmentand overall management skills up-gradation. We have also helped Dealers to design their own region specific marketing, sales promotion campaigns. Today, no two markets are alike &each market or region has its own set of peculiarities which need to be appropriately addressed by marketers. We are now implementing a very unique on line, social media marketing strategy for Terex India. This will help us to efficiently connect with the changing buyer profile of our products and services.

NBMCW July 2014


ICS Group – An Integrated Player in R...

Kunal Premnarayan
ICS Group, founded in 1998, was initially focused on heavy infrastructure like roads, power, water etc., but over the years, it has strategically shifted its focus to real estate, hospitality and financial services. "Our vision is to be an integrated player in this sector and to create value for all its stakeholders. We aim to institutionalize the process of development and management of real estate. With a strong base created, our focus is to consolidate and to fast track growth by capitalizing on the synergies offered by our complementing businesses," says Mr. Kunal Premnarayen, Group CEO, ICS Group, in an interview with Maria R.

Could you please start with a brief note on the evolution of ICS Group including the inspiration behind the launch of this group?
ICS Group was founded in 1998 by Mr. Deepak Premnarayen, Executive Chairman. He saw that the infrastructure development was lagging far behind the exponential growth India has witnessed post 1991. The need was to develop and strengthen the physical infrastructure in the country. ICS Group was initially focused on heavy infrastructure such as roads, power, and water etc., but over the years, it has strategically shifted its focus to real estate and hospitality. ICS’ vision is to be an integrated player in this sector and to create value for all its stakeholders.

ICS Group companies are involved in real estate, hospitality, assets management, and financial services. What are the services being offered by your various verticals? Please tell us about some of the prestigious projects executed by your Group?
ICS Group has interest in real estate, asset management, financial services and hospitality.

Thane One Mumbai
Thane One– Developed and managed by Pioneer Property Zone, Designed by Bentel Associates,

Real Estate:

  • Pioneer Property Zone– is the property development and management business of the Group. PPZ is unique in its offering of complete end-to-end property solutions, with the objective of creating successful assets and providing a comprehensive experience to the end customers.
  • Bentel Associates Realty Design Consultants Private Limited – is the architectural design and development division. It offers a host of services including master planning, project concept and development, architectural design and development, interior design, graphic design and store planning.
  • Secure Parking Solutions – is the car park management division. It provides end-to-end solutions, right from the conceptualization or design stage up to the actual management of car parks. Secure also provides parking equipments.

Financial Services:

  • Asset Management - ICS asset management arm provides investment management/ advisory services to institutions/ funds focused on the Indian real estate sector.
  • Corporate Finance - provides comprehensive and wide range of financial services to its clients. It has a dedicated team of senior professionals who bring forth a combination of strategic, operational and corporate finance skills.


  • Ayana Hospitality– ICS has forayed into the luxury boutique hospitality segment. Currently Ayana has operational and upcoming properties in Goa, Maharashtra and Madhya Pradesh.
    Some of our prestigious projects are:
  • Bentel Associates: Oberoi Mall - Mumbai, South City Mall - Kolkata, U B city - Bangalore, D B Mall – Bhopal, Pacific Mall – Dehradun, Thane One - Mumbai (LEED Platinum certified and Asia Pacific Property Awards winner in 2013)
  • Pioneer Property Zone: Trillium Mall – Amritsar, Capital City – Delhi, Pacific Mall – Delhi, Majeera Mall – Hyderabad, Bailey Square - Patna
  • Secure Parking: Inorbit Mall- Mumbai, High Street Phoenix - Mumbai, Lulu Mall – Kochi, Orion Mall – Bangalore, Viviana Mall - Thane, Trident Hotel - Mumbai.
  • Asset Management: ICS has partnered with Prozone Capital Shopping Centre to develop 3 large mixed use developments in Aurangabad, Nagpur and Coimbatore. The total investment is Rs.375 crores and the total developable area is in excess of 6 million sq ft. Aurangabad Mall is operational from last 3 years while the Nagpur and Coimbatore projects are in various stages of development.
  • Ayana Hospitality: Safira River Front Resort – Goa, Ekaant the retreat - Lavasa
Is the Group looking to spread its horizon in other sectors also? If so, please shed some light on this new development and its progress so far.
Currently the Group is not looking at diversification. It is focusing on consolidating and growing its existing businesses.

High Street Phoenix Mumbai
High Street Phoenix, Mumbai – Car park management and valet service by Secure Parking Solution
Why does ICS believe in collaborating mainly with the leading global players? Please enumerate on your various partnerships and their contribution toward the development of your firm.
Yes, ICS has partnered with international domain leaders for its businesses.

The key reasons for allying with these specific partners are that they have the functional expertise and deep domain knowledge of the respective businesses. ICS has been successful in setting up businesses with these partners, which have truly Indianized and are adding significant value to projects across the country using the technical expertise and ICS’s deep understanding of the local market.

Our partners are:

  • Property Management & Development and Asset Management – Old Mutual Property (part of Old Mutual Plc listed on FTSE)
  • Architecture – Bentel Associates International, South Africa (has more than 50 years of designing experience)
  • Car Park Management - Secure Parking International, Australia (largest car park operator in Australia, SE Asia, India and Middle East region)
  • Hospitality - Mantis Group, South Africa (owns and operates a diversified global portfolio of 73 properties)
Real estate market has witnessed a marked business spurt in recent past. How do you expect it to grow in the next two-three years?
Real estate business is cyclical in nature. The way we see it now, is that with a stable majority government which is pro-development the sector will get the right impetus. Overall economic growth and development, will also spur demand for quality residential, commercial and retail space will increase.

Safira River Front Resort Goa
Safira River Front Resort, Goa managed by Ayana Hospitality
Currently, the realty sector is recording a brisk business in tier II and tier III cities. Do you have any future plan to extend your building business to these areas?
We hope for an all inclusive and balanced growth. Tier II cities have not developed to their full potential and there is opportunity. We have a number of projects across our businesses in tier II cities such as Nagpur, Ranchi, Vadodara to name a few. The key challenge is not with demand and prosperity in these markets, but the need for a cultural shift in mindset of people, particularly in some micro-markets, to embrace more ways of living, working and recreation.

What are various business values the Group cherishes and how are these being translated into practice to deliver assured end results to the clients?
ICS aims to institutionalize the process of development and management of real estate. Each business follows a regimented process with due governance and transparency so as to deliver projects on a timely basis, the ultimate objective being to create value for all stake holders.

How do you rate your current business growth? A word about your strategic market plans to stay ahead in the business.
We have been quite fortunate in being able to capitalize on our early entrant advantage in different businesses. With a strong base created our focus is to consolidate and to fast track growth by capitalizing on the synergies offered by our complementing businesses.

NBMCW July 2014


Omaxe Group: ‘Nurturing, Growing &...

Mohit Goel
Omaxe is known for quality homes and architectural brilliance. With footprints across 30 cities in 9 states, today, it has in its repertoire a wide range of projects that caters to all income segments. "From developing homes, to office spaces, Hi-tech townships, entertainment zones, hotels and world-class malls, our every project is conceived with a thought that encompasses safety, quality and superiority. Through seamless integration of latest technology and innovation in construction, our every project has uniqueness attached to it. In the last few years, post making a strategic move to diversify into Tier II and III cities, we have not looked at entering new markets but instead focused on expansion at its existing project locations. Nurturing, growing and adding newer facilities each day remains our endeavor," says Mr. Mohit Goel, CEO, Omaxe Ltd in an interview with Maria R.

What are the milestone developments in the transition of Omaxe Ltd from Omaxe Builders, reaching its present position to be the front line player in the real estate and construction space and building world-class residential and commercial projects?
Omaxe Builders was incorporated in 1989, although the as brand Omaxe came into existence 2 years earlier. Construction contracting was what the group started off with and created some of the most astounding properties in this segment. Carrying forward its expertise and competence, the group made inroads into real estate in 2001. In 2007, the group got listed on BSE and NSE and has been consistently creating value for its shareholders.

In the first half of last decade, the group conceived the first integrated township in Greater Noida "NRI City". Even as the concept of integrated township was new to the city, the overwhelming response to the project propelled the group's recognition and credibility across the buyer and investor communities. It was then that the company undertook a luxury project "The Forest" in Noida. Along with Omaxe Residency, Noida and The Nile, Guragon heralded a new era in real estate in NCR.

In the latter half of last decade, the group made a strategic foray into tier II and III cities such as Vrindavan, Bahadurgarh, Lucknow, New Chandigarh, Rohtak, Palwal, Faridabad, Ludhiana and so on, and has consistently launched and delivered homes that are synonymous with quality and modernity. While continuing to launch and deliver projects in NCR market like Grand Omaxe, Noida; Twin Towers, Noida; Omaxe Palm Greens, Greater Noida and a slew of commercial projects like India Trade Centre and Omaxe Connaught Place in Greater Noida, Omaxe today has in its repertoire a wide range of projects that caters to all income segments. The company has also been developing Hi-tech townships, entertainment zones, hotels and world-class malls across its various projects.

Omaxe Heights Lucknow

What are Omaxe's important business areas, and subsidiaries serving these areas? Please touch upon briefly their functional areas in infrastructure ambit.
Omaxe specializes and concentrates all its energy and resources towards building and delivering quality real estate projects. With footprints across 30 Cities in 9 States, the group has already delivered approx. 90 million sqft. in both construction contracting (31.8 million sqft.) and real estate (58.3 million sqft.). The company has been developing largescale hi-tech townships one thousands of acres, integrated townships one hundreds of acres, residential projects, commercial malls, office spaces, hotels, entertainment zones and so on.

As a civil construction and contracting company Omaxe has successfully executed a number of projects in the country. Can these be quantified in numbers for the information of industry? What are Omaxe Ltd's important projects in hand?
The company has successfully executed over 120 construction contracting projects since 1987.

Presently, the company is focused only on real estate after having made a strategic exit from this vertical in FY2013. The important construction contracting projects delivered earlier include Modern Jails at Kapurthala and Faridkot, Residential Township for Hindustan Zinc at Dariba, Amity Noida Campus, Apollo Hospital, Ludhiana, Delhi High Court etc.

Omaxe Ltd was the first construction company in north India to receive an ISO 9001: 2000 certification. What are the various systems placed in the company integrating technological and design innovation, assuring timely completion thus giving its clients value for money?
Omaxe is known for quality homes and architectural brilliance. Every project is conceived with a thought that encompasses safety, quality and superiority. Through seamless integration of latest technology and innovation in construction, every project has a uniqueness attached to it. Through a committed workforce and in-house construction, the company is able to provide to its patrons value for money products and ensure delivery. The landscaping, facilities, clubs etc add value to the offerings.

What is your view on low cost housing?
Low cost housing is an unviable proposition. Delay in project approvals, difficult financing environment; rising interest rates and increasing cost of raw material including land and labour have made such project unsustainable. However, a policy focused in this direction, by way of either PPP or tax breaks, and cheap credit may see more developers entering into this segment. The buyers, too, find it difficult to source loan from banks and finance companies. Looking at the rising shortage of homes, a thrust from the Government in this direction is the need of the hour.

Currently the real estate sector is recording a brisk business in tier II and tier III cities. Omaxe too is aggressively pursuing its projects in these cities. What are plans at hand to extend and further promote your business in these cities?
Omaxe has today created a niche market for itself in Tier II & Tier III cities.

Omaxe is present in 30 cities across 9 states. In the last few years, post making a strategic move to diversify into Tier II and III cities, the company has not looked at entering new markets but instead focused on expansion at its existing project locations. Nurturing, growing and adding newer facilities each day remains its endeavour. And as a result of this strategy, the company, in its city of presence, is today known for its modern homes at an affordable cost and providing facilities that metro cities have – from sufficient open and green spaces to clubhouses, parks, designated play area, sports facilities to name a few.

Omaxe's unique marketing strategies, varied options of residential offerings coupled with affordability and strategic locations have enabled the company gain ground in these cities.

Today, in cities like Bahadurgarh, Rohtak, Sonepat, Vrindavan, Lucknow, Allahabad, Faridabad, Palwal, Ludhiana, New Chandigarh, Patiala, Bathinda etc. Omaxe has created a name and has aggressive plans going forward. Expansion of existing projects, adding new lifestyle facilities is an endeavour the company is working towards tirelessly.

Omaxe Twin Towers

The spiraling input cost is currently causing concern. Added to it is the shortage of construction labor contributing to cost spiral. How is this going to impact the real estate business and what is the way out to contain costs?
The infrastructure and real estate sector has perennially struggled with rising cost of land, labour and input thereby slowing growth in this segment and decelerating overall GDP growth. However, with a stable government in place and the policy fastracking that the industry expects in the coming months, the scenario is likely to improve.

Companies have been adopting new technologies like pre-fabrication etc to contain such rise in cost and save on the time.

How would you rate your current business growth and its projection in the next 2—3 years after the formation of stable government?
The company has clocked sales bookings of Rs.2107 cr. in FY14 and it's expected to increase by 20% in FY15. In terms of area, we expect to sell 8-9 million sqft.

NBMCW July 2014


"Not Just Real Estate; Brys Group ...

Navneet Gaur
"Real estate has been a serious business for us, but along with that we also forayed into hospitality, healthcare, advertising and will soon foray into full scale Medicare business. So, the Brys Group is collectively evolving as a serious corporate entity. We, at Brys Buzz are currently focused on bringing world's top–end luxurious living experience to India which will redefine the concept of luxury with incomparable features & amenities never before seen exclusivity. Our flagship project 'Brys Buzz' North India's tallest residential tower is the result of this research which strives to push boundaries in luxury living and eco solutions; be it maximizing use of renewable energy sources and conserving resources, from rainwater harvesting to solar efficient street lights, nothing has been compromised at any level in making Brys Buzz planet friendly. It is not about spending extra amount on the project but getting the exclusivity and at the same time being responsible towards your environment also," says Ms Navneet Gaur, Director, Brys Group in an interview with Maria R.

At the outset, kindly brief us about the evolution of your group, its milestone achievements and expertise.
Bryz Buzz Tower
When we first branched out of our parent group to carve this brand called Brys Group our vision was pretty clear. We did not want to be positioned as another real estate company with same kind of project portfolio to compete in the very same over crowded market. This was not something displayed just in terms of our brand statement or market positioning but also as a business philosophy. Obviously real estate has been a serious business for us, but along with that we also forayed into hospitality, healthcare and advertising.

Furthermore, as an organization we always believe in the natural evolution and organic growth and hence as a corporate philosophy, we do not want to spread thinly and get into series of launches here and there. That is the reason we have concentrated ourselves to the company's flagship project, 'Brys Buzz', North India's tallest residential tower, which surely going to create enough buzz to take the group to the next level of growth.

In addition to that, under Brys hospitality division, the group has two operational luxury hotels, 'Brys Fort' at Jaisalmer and 'Brys Caves' in the salubrious environs of Jim Corbett National Park. The next in the pipeline is 'Brys Elan' slated for the inauguration shortly in NCR. In our advertising vertical we command premium among the top-end clientele. At present the Brys group is into the business of international trading and import of medical care equipment, and will soon foray into full scale Medicare business as well. So, we are collectively evolving as a serious corporate entity.

The name of Brys Group is associated with several iconic projects. What is the concept and inspiration behind launching Bryz Buzz Tower?
Brys is a French name that reflects legendary. According to the French belief, people with this name tend to initiate events, to be leaders rather than followers, with powerful personalities. They tend to be focused on specific goals, experience a wealth of creative new ideas, and have the ability to implement these ideas with efficiency and determination. They tend to be courageous and creative. As far as we are concerned, even though our corporate profiling has been that of an aggressive go-getter group, we do believe that when a name translates into a brand, it carries a number of identities and images. So, it is not just about the name but what we are going to deliver with this Brys Buzz that will define us and be our market differentiator.

After having travelled all over the world and seen best of luxury projects, we decided to bring world's top–end luxury in India which will redefine the concept of luxury with incomparable features & amenities and never before seen exclusivity. A sense of providing true luxurious living experience of international standards has goaded us to conceptualize the luxury living, which this part of the world has not been exposed so far. We wanted to create a destination address and hence preferred Noida than Gurgaon, which is known for luxury living. That itself indicates our level of trust in the project. Moreover, this project and its positioning also clearly reflect that the urge to launch a super luxury project has not been the peer pressure, but our own research. Brys Buzz is a result of this research at three levels—research on the market, the buyer and the product.

Brys caves

India is now the land of many high-rises; what are the USPs and high-end features of this project and by when do you expect to complete it?
I think high rises and ultra luxury are an over-used and abused terms in the Indian market; this part of the world is yet to see a project that aims to emerge as India's answer to Burj Dubai. We are positioning ourselves into that slot and hence do not feel competition or peer pressure from other high rises or luxury projects. As far as Brys Buzz is concerned, it boasts of unmatched design elements that ensure maximum utilization of area. It has been designed to provide maximum flexibility for internal space planning. One can get the desired customized home with the choice of preferred facilities and a promise of rarely seen before super luxurious experience in this part of the world.

Some of the features include; home automation, integrated entertainment system, high end finishes, huge balcony space and temperature control. The iconic tower is uniquely designed to enjoy the great scenic view. The Sky villas have unique rooms designed to offer panoramic views of the Noida Expressway and the city. All units face the golf course/expressway with 270 degree view.

The prominent features of the building are 6 levels at the top for all social activity needs, wide sundecks, terraces and balconies attached to living spaces, private plunge pools and terrace gardens are available in all residences with luxurious low-density complex (360 degree Open). 5 Star luxury services would be managed by hospitality division of Brys group. Highest observatory deck in North India, plush lounge and jogging track with a perfect viewing gallery perched at the top of Brys Buzz. All areas of the project are accessibility compliant for elderly and differently-abled residents. 111 lifts with 11 high speed elevators, 1 lift for each duplex apartment, high speed elevators with efficient and state-of-the-art vertical transportation system for travel within the building with key card access system. We aim to deliver the project by 2018.

For this unique project, who are your associate partners for design, interiors, and engineering? What led you to join hands with these giants?
The interior designing will be done by globally benchmarked designer Tonino Lamborghini CASA of Italy and some of the other associates of Brys Buzz are H-AO Architects, Principal Concept Architect, Innowaves Design, Chief Architect, Arabian Construction Company as engineering consultant & contractor, MEP Consultant as Electrical System Synchro Energy Consultants, PluMech Solutions as mechanical & plumbing services, Bureau of Engineering Studies Consulting Engineers as structural consultants, Universal Consulting FZE as strategic consultant, Design Confidence as fire & life safety consultant, and Lerch Bates Inc. as vertical transportation consultant.

To deliver the best, it is always important to work with the best names in the industry who have proven records to their credit and have delivered architectural marvels world over. Their involvement at various stages of the project becomes very important because they are the ones who had the expertise to execute the required project with their master stroke.

I must make it clear at this point of time that we have been pretty selective in choosing the right partners for the project. We have travelled across the world, seen their delivered portfolio and then awarded the contract.

Going for green means investment of more initial cost; do you think that Indian clients are giving you the flexibility to spend extra amounts on the project?
Everything about Brys Buzz strives to push boundaries in luxury living and eco solutions; be it maximizing use of renewable energy sources and conserving resources, from rainwater harvesting to solar efficient street lights, nothing has been compromised at any level in making Brys Buzz planet friendly. It is not about spending extra amount on the project but about getting the exclusivity and at the same time being responsible towards your environment also.

BRYS FORT at Jaisalmer

Moreover, I look at the concept of green buildings from a different perspective altogether. It may be costly at the initial stage, but in terms of sustainability and long term maintenance, it is a wise step to opt for green buildings. In the high rises, it is all the more necessary since these structures have to comply with certain additional safety and environmental norms.

The challenge has not been from clients' side, but from the perspective of creating the green elements in the true sense of the term, instead of just making tall claims. After all, green building requires close cooperation of the design team, the architects, the engineers, and even the occupiers at all project stages. The green building practice expands and complements the classical building design concerns of economy, utility, durability, and comfort. Although new technologies are constantly being developed to complement current practices in creating greener structures, the common objective is that green buildings are designed to reduce the overall impact of the built environment on human health and the natural environment by efficiently using energy, water, and other resources; protecting occupant health and improving employee productivity and reducing waste, pollution and environmental degradation.

What type of landmark structures/projects are you willing or looking to work on how? Also tell us about your other future plans and agendas such as expansion in the international markets?
As mentioned earlier, we as a corporate philosophy believe in the organic growth and natural evolution and hence we are firmly grounded with the execution part of the project. But at the same time we are also conscious of the fact that we have to move forward now without losing our core focus from execution. We have already some plans working out for hospitality division. And as a part of expansion strategy, the company plans to construct landmark structures all over the nation and even in international market in future.

Would you like to share with our readers some of your experiences that have inspired you the most?
More than the experiences inspiring us, these experiences have rather humbled us. For example, when the critics wanted to write us off as Noida market is not known for such kind of luxury projects, some of the prospective buyers came forward with offers to get the entire floors customized as they could generate trust in us. Then, some of the recent reports suggesting that the investors in the elite club are now moving to Noida after exiting saturated market of Gurgaon have further made our conviction strong. Similarly, when we wanted to make some changes in the initial plan to add to the luxury quotient, which could actually delay the project a bit, our existing customers supported us and said that they have full faith in us. All of these experiences have not only been a source of inspiration but have actually humbled us.

NBMCW July 2014