Source: The Economic Times, May 03, 2012
MUMBAI: Spanish wind turbine major Gamesa today said it is planning to sell 700-MW turbines in the country this year.
“We plan to sell here around 700 MW wind turbines by December which will include machines of 850kv and 2 MW,” Ramesh Kymal, chairman and managing director of the Spanish company’s Indian subsidiary, Gamesa Wind Turbines India told reporters here.
Source: Financial Times, April 09,2012
The Spanish utility Gas Natural Fenosa is considering a bid for BG Group’s stake in India’s Gujarat Gas, two people with knowledge of the matter said, in a deal reported to be valued at up to $900m.
Any offer would put the Spanish company up against a consortium of Indian public sector utilities, including Oil and Natural Gas Corporation, Bharat Petroleum and Gujarat State Petroleum Corporation.
Source: The Hindu Business Line, Feb 29, 2012
Chennai: Windar Renovables, one of the larger global makers of wind towers, in collaboration with Gamesa India have set up its first tower-manufacturing factory in India in Vadodara, Gujarat.
The tower factory built on area of 13,500 sq. m is a joint venture between Windar and Gamesa Wind Turbines with a 68 per cent and 32 per cent equity stake respectively. With an investment of Rs 90 crore, the factory employs 175 people and will produce 240 tubular towers by the end of 2012. Windar will use its technological expertise in manufacturing tubular towers to cater to markets across the country and abroad, supplying towers to clients like Gamesa, Acciona and Alstom.
Speaking on the start of the production facility, Mr Orlando Alonso Villarón, Chairman and President, Windar Renovables, said that Windar expects to build 20 towers of 2 MW machine a week. The new tower factory will cater to wind-turbine manufacturers in India and abroad, offering better cost benefits and most importantly providing supply-chain certainty.
From the 1st of January 2012 INDOLINK has a new office in New Delhi’s city centre. With this office we expand our presence to three Indian cities: Pune, Mumbai and Delhi.
The office is strategically located in the nerve centre of Delhi, Connaught Circus, one of the biggest commercial, financial and business areas of the city.
Ignacio Úrculo and Deepti Gupta are the two members of our team that will provide a closer service to our clients in that area and will attend all the requirements and needs of the companies and institutions in the administrative capital of India.
Find bellow the contact details:
BMS Business Centre
10 PVR Plaza Complex, 2nd Floor
Connaught Circus
New Delhi 110001
Tlf: +91 9999614398
Mail: delhi@indolinkconsulting.com
Source: The Hindu Business Line, Jan 12, 2012
Mumbai: Global wind energy major Gamesa has commissioned a Rs 175-crore blade making factory at Vadodara, Gujarat.
The plant, scheduled to produce 390 blades in 2013, will make components for its 850-kW and 2-MW turbine systems.
Xabier Eskibel,CEO Rinder India
“European companies are still on time to grasp the opportunities of the Indian automotive sector. At present, India is still importing a large percentage of vehicle components, there is still scope for companies to be located in India, the sector needs good suppliers.”
Xabier Esquibel is CEO of Rinder India Pvt. Ltd, the Indian subsidiary of Rinder Industrial, Spanish manufacturer of lighting equipment for the automative industry.
Rinder india Pvt.Ltd has three production plants in India, from which they supply to YAMAHA, KAWASAKI, NISSAN, TATA. Rinder India’s turnover is 30 million euro per year and employs 500 people.
INDOLINK: What are you doing in India and how long have you been here?
XABI ESKIBEL: I work in the automotive industry providing lighting equipments for motorcycles and comercial vehicles. About how long I’ve been here some people say far too much. This is my second stage in this great country. In my first stay, I spent 3 years and after a period of 2 years in Spain, I decided to come back. In the second stage I have been one year already and i am pleased to be here.
IL: What made you come to India ? What are the main reasons and expectations that brought you here?
XE: I always considered that having international experience would open the doors for more opportunities and would give me the chance to learn how to move around the world. India offered me a professional opportunity to do so and here I am.
IL: Which were your main concerns?
XE: My principal worry was not having the opportunity to go abroad. Going abroad means risk but I believe not going is even riskier.
IL: And your concernes when coming to India ?
XE: I was worried about the idea of failing to connect with the people here, not being able to understand them, the impossibility to communicate ideas, cultural barriers…
IL: Is the experience being as expected?
XE: Better than expected. I had a partial view of India. Now I´ve learned there are different Indias, within this subcontinent. In some of them you can lead a regular life, in others is difficult to survive a week.
IL: What would you say is the most positive aspect?
XE: The most positive thing is the optimistic attitude with which they face the challenges in this country. For Indian people nothing is impossible. This atmosphere of optimism helps to overcome difficult situations.
IL: And the main difficulties? What was/is the hardest part?
XE: The harder part was the physical adaptation to climate and food. It´s hot, you eat less , you lose weight ,the air condittioning is always very high. You must be very careful to keep healthy.
IL: With what you know now, what would you change if you start over again?
XE: Lots of things! During the first months, nothing seems to work. You are anxious, t your health is damaged… Finally you see that things gets sorted outwith time and that gives you confidence to face new challenges from a different perspective.
IL: Plans for the future?
XE: To continue learning how to do business in emerging countries. (this is just the beginning).
IL: How´s Rinder’s project going?
XE: It’s doing well. We are in a competitive and changing sector in which we must continuously reinvent the strategy. We have a good team and good ideas, that gives us a competitive advantage.
IL: What are your (company´s) future plans in India?
XE: Continue growing in the two wheelers industry, attracting new customers, being technology leaders…
IL: Which is the potential the automotive sector has in India? Do you see opportunities for other Spanish companies?
XE: The sector grows beetwen 15 and 20% per year. Pune is becoming what Detroit was previusly. Nowadays Volkswagen, Daimler, General Motors, Mahindra, Tata, Fiat…are already here, there is a growing market and plenty of business opportunities.
IL: Do you think it may be too late for the Spanish automotive companies that have not entered this market yet or are they still on time?
XE: Not at all, they are still on time. At present, India is still importing a large percentage of vehicle components, there is still scope for companies to be located in India, the sector needs good suppliers in industrial areas.. The best would be to come with a customer (assured sales) in order to minimize the risk of investment.
IL: In your opinion, what is the key to success in India?
XE: The key to success is the human team that you form. You must select and retain the best people, and get the best from them.
IL: With the high attrition rate existing currently in India, could you give any advice on how to retain the human capital?
XE: Setting up a good relationship with them, for this you require to be physically present in this country.
IL: What advice would you give a newly arrived businessman in India who intends to set up a business?
XE: I would tell him that his survival depends on his level of flexibility and adaptability to this country. To be flexibly you need to take some risk and to come on your own (without an Indian partner) and to adapt, it’s necessary to understand the indian way of thinking by living here.
IL: Any book or website that you recommend?
XE: The India Way (Harvard Business Press)
Source: Business standard, Dec 07, 2011
Pune: Retail store fittings manufacturer Kider India Private Limited, a wholly owned subsidiary of Kider Spain has set up a manufacturing plant in Pune at Koregaon Bheema. The company has invested Rs 70 crore for this facility. This is Kider’s first plant outside the Europe.
Commenting on this, Ravi Sonalkar, managing director, Kider India Private Limited said, “We are looking at providing customised and innovative solutions of the global standards to the Indian retailers. There are no local or Indian manufacturers in this sector. Most of the fittings are imported from Europe. India is a big market for retail industry. We were importing our fittings from Spain from the last three years and catering to Indian retailers.”
“Perseverance and determination and a good deal of adaptation are the keys to success in India.” – Iván Vázquez
Iván Vázquez at home in Pune (India)
We wanted to start this round of interviews with Iván Vázquez, head of the India subsidiary of the Galician company NETEX, who has already been three years in Pune. Ivan has shared with us their experiences, learning and impressions of his Indian experience.
1. What are you doing in India and how long have you been?
I am Director of the Indian subsidiary of NETEX Knowledge Factory, a Spanish company dedicated to IT and e-learning. Here we have a software production team and the people working on business development for the Indian market. I arrived to India in May 2008, so I have been here for three and a half years already.
2. Why did you come to India? Which were the main reasons and prospects that brought you here?
I came to India looking for a change, both personally and professionally. And I did find it! I was looking for a promotion inside of my company to get a higher responsibility position (I was in charge of services area) and at the same time, I was searching for a change in my life, a new place to live… a bit of fresh air, I guess.
3. Which were your main concerns?
The truth is that I never had too many concerns. I came here to start from scratch, my company had put its new venture on my hands, putting all their confidence on me. I suppose that shows a leadership attitude from NETEX’s directors who trusted me and my capabilities. On a personal level, starting from zero in a new country was just what I was looking for, so not without effort, I enjoyed a lot of my start up in India. Of course, all the great friends and good people that I have met along the way have helped without any doubt. We are quite a few expats in Pune and the close collaboration of “veterans” on a personal level, it shows! Now it is my turn to be the veteran helping out the new “freshers”.
4. Is the experience as you had expected so far?
Sure it is. Of course I have had tough moments where I felt I was better off at home, but in general, I would not doubt to repeat the experience again I and would recommend anyone to do it.
5. Which is the most positive aspect?
The professional development and the good friends that I found on the way.
6. And the main difficulties? Which are the negative aspects?
Well, it is not your culture, nor your country. Sometimes, as a good Galician (a North western region of Spain), I have nostalgia of my people, the food, the way we have fun in Spain during our free time, but most of all, I miss Galicia’s sea. It is the first time that I am not a stone’s throw away the sea. Even when I spent almost 7 years living in Bilbao, I did not hesitate to escape to the cost whenever I could.
7. Taking into account what you know now, what would you change if you started over again?
I think I would have adapted my company to the international production and development of foreign markets much faster. Getting adapted to this international expansion has not been easy. The unconditional support of the parent company and its ability to adapt to the new is essential. It is also necessary to change the mindset from a local company to an international company. The problems are not always derived from the subsidiary. Sometimes it is the parent company who blocks the process of internationalization due to the lack of that change in mindset. For example, something as simple as writing any documentation of general interest in English is not always easy to achieve. That’s what I mean by getting adapted faster.
Therefore, I think that a more agile decision making would be a major issue in case of starting again. In my personal life would not change anything.
8. Have you come with your family? How is it being for them?
Yes, I live with my girlfriend. I must admit that it is not an easy task. She left a good life to follow me to India and the job opportunities once you are in India, are hardly equal to what you can get in Spain. And of course, trying to combine a good professional and personal life is essential for any young person nowadays.
9. Any plans for the future?
Well, there’s nothing defined out of my current status. My idea is to definitively establish NETEX as a sound, competitive company in the Indian market while also improving the production process globally.
10. How’s the project doing?
Not without teething problems, I think now we are all very satisfied with the current development, both in Spain and in India. I’m proud that everyone is able to see with good eyes the good results we are getting.
11. What potential do you think that e-learning industry has in India? Do you see opportunities for other Spanish companies?
We could say that 3 years ago, the sector of e-learning in India based its production on the North American market needs. Today it is a boom in all sectors. The possibilities in a market as vast as India is immense, but also ensures a good number of local competitors.
12. In your opinion which are the keys to success in India
A friend would say “perseverance and determination” and a good deal of adaptation. India is another culture, another country. We can not expect everything to work like “at home”. You must have great patience when dealing with agencies, while adapting to the way of life of local people. Their customs, their way of working, their personality … it’s something to be worked out between all the manager and employees to become a good tandem.
13. What would you say / advise to a businessman who just landed in India with the idea of establishing a business.
Do your homework before you arrive. Clearly define your goals and examine in depth the markets and culture, better if accompanied by an expert in the area. Make sure your company is ready to change if they do not have a clear international experience; if it is hard on other markets, possibly more so in the Indian one. Above all, do not underestimate the potential of India neither as a market nor as production factory.
14. Any book or website that you recommend in particular?
I’m a real fan of Tom Peters, even though I admit that it becomes a bit sensationalist at times. Another book that has inspired me was “Critical Chain” by Eliyahu Goldratt, recommended to me by Mario Gil.
Source: The Economic Times, Aug 30, 2011
MUMBAI: Taurus Flexibles is tying up with Spain’s Cikautxo S Coop to jointly manufacture automobile hoses in India. Cikautxo, a subsidiary of euro 15 billion industrial group Mondragon S Coop, will acquire 50% stake in Taurus group’s whollyowned subsidiary in Pune that was created from the transfer of assets from the group.
Source: Business Standard, Jun 02, 2011
Mumbai: Spanish solar energy producer T-Solar has entered into the Indian solar sector by striking technical, operational and financial collaboration with Astonfield Renewable Resources to develop a solar power generation capacity of 200 Mw in four years.
Both the companies plan to invest $600 million into the venture which would see development of thin film photovoltaic (PV)-based solar projects in the country.
