swiss label india

SWISS LABEL
India
www.swisslabel.ch
Avril 2008
®
Summary
SWISS LABEL Die Armbrust lebt
Massimo Baggi, Head of Sector Asia/Oceania .................................................................................. 10
Interview mit Bruno Zuppiger, Präsidentin SWISS LABEL .............................................. 02
SWISS INDIAN CHAMBER OF COMMERCE
“India is the place to be!”
SWISS LABEL The crossbow lives on
Michaël Enderle, Vice-President .............................................................................................................................. 11
Interview with Bruno Zuppiger, SWISS LABEL President .................................................. 03
SWISS-INDIAN CHAMBER OF COMMERCE
EDITORIAL - Switzerland and India, a long history ............................
“We are working to make the very long-standing economic
04 - 06
relations between our two countries permanent”
M. Franz Probst, Attorney-at-law, LL.M. Président
......................................................................
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SWISS EMBASSY IN INDIA
“To see this great country blossom and progressing is
OSEC
a fascinating experience”
Why does India interest Swiss small and medium sized
Dominique Dreyer, Ambassador ............................................................................................................................ 07
enterprises?
Mr. Christian Watts, Regional Director of Osec in Dubaï for India,
Middle East and Africa ........................................................................................................................................................ 13
INDIAN EMBASSY IN SWITZERLAND
“There is no ambassador happier than I am!”
Amitava Tripathi, Ambassador .................................................................................................................................... 08
COMPANY PROFILES ............................................................................................................................ 14-30
SWISS EMBASSY IN INDIA
INDEX .................................................................................................................................................................................................... 31
“Indian market offers great opportunities for Swiss companies”
Daniel Freihofer, Economic Counsellor .......................................................................................................... 09
SECO
“India is currently living through a very fascinating period in
its long history”
Editeur :
COM CONSULTING SA
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Tél. : +41(0)32 967 95 83 - Fax : +41(0)32 967 95 96 - E-mail : info@comconsulting. ch
Rédaction :
Madame Anita Panzer - Madame Perle Scemla - Monsieur Peter Stöferle
Coordination :
Color 36 - C.E.
Impression/Printing :
Color 36 - C.E.
Avril 2008
Toute reproduction, même partielle, des articles publiés dans ce numéro, nécessite explicitement le consentement écrit de l’éditeur.
Swiss Label India
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SWISS LABEL
Die Armbrust lebt
Interview mit Bruno Zuppiger,
© SWISS LABEL
Präsidentin SWISS LABEL
WAS IST SWISS LABEL?
“SWISS LABEL und COM CONSULTING SA”
Fünf Fragen an Nationalrat Bruno Zuppiger, Präsident von SWISS LABEL
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Warum soll ein Unternehmen überhaupt bei SWISS LABEL mitmachen?
Die Mitglieder identifizieren sich mit den freiheitlichen und unternehmerfreundlichen Zielen von SWISS LABEL, sie legen ein klares
Bekenntnis zum Produktions- und Arbeitsplatz Schweiz ab. Dank
dem klaren Herkunftslabel der Armbrust heben sie sich von der
Konkurrenz ab, was ihre Marktchancen erhöht. Zudem profitieren
unsere Mitglieder von einer Gratis-Erstberatung in markenrechtlichen Fragen.
Ist Ihr Markenzeichen, die Armbrust, nicht veraltet?
Nein, mit der Armbrust grenzen wir uns vom viel benutzten und oft
missbräuchlich verwendeten Schweizerkreuz ab. Die Armbrust ist ein
starkes Symbol für schweizerische Werte wie Qualität, Zuverlässigkeit,
Sicherheit und Bodenhaftung. Wenn unsere Mitglieder ihren Kunden
die Geschichte und den hohen Symbolcharakter der Armbrust
erklären, können sie gleichzeitig Werbung für ihr Unternehmen und
ihre Produkte machen.
Bürgt die Armbrust auch für Qualität?
Die Armbrust ist primär ein Herkunfts- und nicht ein Qualitätslabel.
Wir sind uns aber bewusst, dass die Schweiz mit hoher Qualität
assoziiert wird. Deshalb verlangen wir von unseren Mitgliedern als
Minimum die Einhaltung der branchenüblichen Qualität. Seit dem
letzten Jahr führen wir bei ausgewählten Mitgliedern nach dem
Stichprobenverfahren ein einfaches Audit durch - ohne viel Bürokratie
und Papierkram notabene.
Wie stehen Sie zur geplanten Revision des Wappenschutzgesetztes?
Wir unterstützen diese Revision, da das Wappenschutzgesetz immer
weniger eingehalten wird; Missbräuche sind an der Tagesordnung.
So erscheint das Schweizerkreuz immer wieder auch auf Produkten,
die nicht mehr in der Schweiz hergestellt werden. SWISS LABEL
hat alles Interesse daran, dass hier klare Regeln geschaffen und dann
auch durchgesetzt werden. Die Revision bietet auch eine Chance,
die Armbrust vom Schweizerkreuz besser abzuheben.
Wo steht SWISS LABEL in fünf Jahren?
Ich bin optimistisch für die Zukunft. In den letzten vier Jahren
konnten wir die Mitgliederzahl mehr als verdoppeln. Es ist unser
Ziel, die führende Herkunftslabel-Organisation in der Schweiz für
die Wirtschaft zu werden. Gerade in der heutigen Zeit der zunehmenden Globalisierung und des ständigen Wandels wächst das
Bedürfnis nach einer klaren Herkunftsidentifikation von Produkten
und Dienstleistungen.
Swiss Label India
SWISS LABEL
The crossbow lives on
®
Interview with Bruno Zuppiger,
SWISS LABEL President
WHAT IS SWISS LABEL?
“SWISS LABEL and COM CONSULTING SA”
Five questions to Swiss National Councillor Bruno Zuppiger, President of SWISS LABEL
Why should a company join SWISS LABEL?
Our members identify with the liberal pro-business objectives of
SWISS LABEL, so making a clear commitment to Switzerland as
a centre of production and work. Using the crossbow as an unmistakable symbol of origin allows them to stand out from the competition, so improving their chances in the market. In addition, our
members benefit from a free initial consultation about issues of
trademark law.
Isn’t your trademark, the crossbow, a bit dated?
No, with the crossbow we can distance ourselves from the Swiss
Cross, which is commonly used - indeed often misused. The
crossbow is a strong symbol of Swiss values such as quality, safety,
reliability and tradition. When our members tell their customers
about the history and highly symbolic character of the crossbow,
this allows them to promote their own company and products at
the same time.
Is the crossbow also a guarantee of quality?
The crossbow is first and foremost an indication of origin and not a
quality label. We are however aware that Switzerland is associated with
high quality. For this reason, we ask our members to at least comply
Swiss Label India
with the quality level customary in their branch. Since last year we
have been performing simple audits as spot checks on selected member
companies - without a great deal of bureaucracy or paperwork, it
should be noted.
What is your position on the planned revision of the law governing
coats of arms?
We are in favour of such revision as the current law on coats of arms
is being flaunted more and more; misuse is the order of the day. The
Swiss Cross is increasingly appearing on products that are no longer
manufactured in Switzerland. SWISS LABEL has every interest in
ensuring that clear rules are laid down and enforced here. Revision
also offers us an opportunity to make a clearer distinction between
the crossbow and the Swiss Cross.
Where will SWISS LABEL be in five years?
I am optimistic about the future. In the last four years we have
managed to more than double the number of members. It is our
aim to become the leading origin label organisation for industry in
Switzerland. Particularly in today’s day and age of increasing
globalisation and constant change there is a growing need for the
clear identification of products and services by origin.
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Editorial
Switzerland and India, a long history
“I
ndia is the place to be” remarked one of the contributors to this
magazine. This is a statement that is confirmed day after day.
If you don’t mind clichés, there are many more of them in praise
of what no longer needs demonstrating: India’s unstoppable rise into
the big league as its outstanding economic success and high quality
trade arouse desire, even envy in the Western world. It is said that India
is likely to join the exclusive, trillion-dollar club in 2008. The 9 members
of this club - USA, Japan, Germany, China, UK, France, Italy, Spain and
Canada - should soon be joined by Brazil, South Korea and India. The
last of these, according to the International Monetary Fund, will overtake
South Korea within a year. Indeed, the Indian government predicts even
faster growth than the 9.2% forecast by the IMF for 2006-2007, with $850
billion. So the country is said to be in a position to become the biggest
economic power in Asia, ahead of China and Japan. It is hoping for
11.3% growth in the manufacturing sector and 11.2% for services,
which is huge compared to the 2.7% growth predicted for agriculture.
The first figure is hardly surprising when you consider that in steel alone
India is becoming a leader, with the hope of producing some 200 million
tonnes per annum between now and 2020, compared with the 41 million
tonnes produced today.
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TWO COUNTRIES MORE LIKE EACH OTHER
THAN ONE WOULD IMAGINE
If you ignore the most glaring difference - the wealth of one and the poverty
of the other - there are good reasons for thinking that India’s huge leap
forward could soon help to fight the crushing poverty of a large proportion
of the population. (It is pointed out later that Switzerland is contributing to
this fight through aid programmes and sixty or so NGOs).
Now, the common factors - pride in living in a democracy, the number
of different languages and hence of different ethnic groups, economic
opportunities and a high level of education - which encourage the leaders
of both countries to work closely together, especially in the creation of
centres of excellence in cutting edge technologies.
A HISTORIC ALLIANCE
The celebration of the sixtieth anniversary of the friendship treaty
between Switzerland and India gave the Swiss Label magazine an opportunity to review the steadily increasing trade and contact on both sides.
There is nothing nicer for a journalist than to interview officials and
heads of companies who are completely happy about the current situation and prospects. “I am a happy ambassador”, Mr. Amitava Tripathi,
Indian Ambassador in Switzerland, told us. When people almost everywhere are talking about serious economic and financial crises, these
almost euphoric economic statements are cheering.
Anyone astonished at this friendship between two such different countries should remember that it is the genuine fascination with each other’s
culture that first brought them closer. Since the early 20th century Swiss
artists and intellectuals have embarked on long visits to India to learn
about the many aspects of its splendour, history and philosophy. In 1938
during a study trip to India, one of the luminaries of psychoanalysis,
Carl Gustav Jung, picked up three honorary doctorates, from the universities of Allahabad, Varanasi (Benares) and Calcutta. Artists and writers
visiting ashrams on the sub-continent have described their experiences
in numerous books and other works. Swiss and Indian senior dignitaries
have taken pleasure in exchanging ideas and devising projects. In 1851,
for example, the Volkart brothers opened the Volkart Trading Company
in Bombay and in Winterthur on the same day.
So there is nothing surprising about the fact the first Prime Minister
of independent India, Jawaharlal Nehru, decided to sign his first
treaty of friendship with Switzerland, on 14 August 1948. The first
trade mission opened on 1 April 1947, becoming a Mission in 1948
then an embassy in 1957. The first Indian Embassy in Switzerland
was also officially opened in 1957.
This treaty, the text of which appears below, has remained a “live”
document ever since, sustained by visits, cultural activities and economic trade, which have maintained a positive image of each country
on both sides.
OPENING UP
In the early 1990s, when India opened up to the international
market, trade and contact between these two partners intensified
enabling both to further extend their various areas of activity to a
high level. Between 2002 and 2006, total bilateral trade increased
by 125%... In the first 11 months of 2007, Swiss exports to India
saw 30% growth, while those of India to Switzerland were 25% higher
than those of the previous year.
Switzerland is one of the top 10 foreign investors in India, with some
150 companies established there. Many other SMEs are represented
by agents. All play a major role, particularly in the field of biotechnology, textile machinery and rail.
The Swiss Business Hub offers its services to SMEs wanting to get into
the Indian market from its offices in Mumbai and New Delhi.
Today, more and more Indian companies wanting to conquer the
world choose to set up in Switzerland to cover the European market.
The Swiss Ambassador, Dominique Dreyer, reflects in our magazine
on the importance of trade between India and the EFTA countries
(Iceland, Lichtenstein, Norway and Switzerland).
So the best possible conditions have been put in place in order to further
deepen and develop relations between the two countries, notably bilateral agreements on Double Taxation Avoidance, Promotion and
Protection of Investments, and an MOU on intellectual property rights.
Swiss Label India
One of the many projects initiated by both sides, the Rolex Awards
for Enterprise merit special mention. These awards which “aim to encourage a spirit of enterprise in visionary men and women around
the globe by providing the financial support and recognition they
need to implement innovative, working projects that advance human
knowledge and well-being” have been won by Indians on three occasions. The first, Captain Gopinath, received the prize in 1996 for his
project on ecological silk farming. He was followed by film director
Shekhar Dattari who was awarded it in 2004 for using his camera
to bring attention to the fate of India’s forests and natural heritage.
Two years later, Chandra Shroff was chosen for her efforts to revive the
dying craft of embroidery. His organisation has enabled many women,
young and old, to earn an income and regain genuine dignity. She
has also made this age-old traditional art of the Gujarat Kutch region
more widely known.
MUTUAL ATTRACTION AND RESPECT OF CULTURES
Fortunately, these steadily growing economic exchanges are coupled
with strong cultural relations. The Swiss Art Council, for example,
supports a number of Indian artists who work or film in Switzerland.
Music features prominently, with concerts in all genres. One of the
most recent music events was the tour by the Galatea String Quartet,
which throughout February celebrated the anniversary of the treaty
of friendship, with six concerts in Calcutta, Bangalore, Hyderabad,
New Delhi, Goa and Varanasi. The Quartet enriched its repertoire of
classical chamber music with the songs of Rabindranath Tagore.
The Indian government celebrated the treaty of friendship between the
two countries by presenting a statue of Mahatma Gandhi to the city
of Geneva. The unveiling of this statue in Ariana park was a ceremonial
occasion. Mr. Patrice Mugny, president of the city, Mr. Pierre Combernous,
director of policy department II for Asia, together with Mr. Amirava
Tripathi, Indian Ambassador in Switzerland, spoke about the great man’s
work and life, devoted to peace, harmony and friendship. Another spellbinding subject on both sides is the production of Bollywood films, of
which several directors have chosen Switzerland as the setting for their
stories. People are not always aware that even in the mid nineteen sixties,
the director Rajkapoor shot two films in Switzerland. There followed a
large number of films whose success owes much to Switzerland’s snowcovered peaks and magnificent scenery. Since 2001 a succession of “Swiss
Filmfare Awards” has crowned the most outstanding works produced by
the Indian film industry.
TOWARDS A WAY OF ERADICATING POVERTY
IN THE FUTURE
The other side of this glittering coin is the poverty on the sub-continent,
despite its being an economic and nuclear power. There is still strong
discrimination against minorities, especially against the Untouchables
and against women. Also to be deplored are the very low number of jobs
created and the very poor quality of public services. 350 million Indians
still live on less than a dollar a day. 47% of children suffer from malnutrition. This state of affairs has led Switzerland to cooperate with India’s
development since 1961. Programmes to reduce poverty, assist rural
development and various form of aid have been taken in hand by some
60 Swiss non-governmental organisations.
Since 2006, the SDC has developed a new form of cooperation
with India, the Partnership Program, the different priority areas of
which will become fully operational in 2010.
Swiss Label India
In other words, things are happening! The various contributors to this
special issue of Swiss Label, to whom we are extremely grateful, have,
each in their own way, covered some of the topics mentioned above.
Officials or advertisers, all have shown their enthusiasm for the experience of an unprecedented situation - the unstoppable rise of India.
BILATERAL AGREEMENTS BETWEEN INDIA AND
SWITZERLAND SINCE 1948
BILATERAL AGREEMENTS
• The Treaty of Friendship and Establishment of 14th August 1948,
which came into force on 5th May 1948 (AS 1949, I 431/RO
1949, I, 431).
• Indo Swiss Agreement on Technical and Scientific Co-operation
signed on 27th September 1966.
• The Exchange of Letters on 20th February 1989 between Switzerland
and India concerning assistance in criminal matters, which came into
force on 20th February 1989 (AS 1989, 777/ RO 1998, 777).
• The Agreement for the Avoidance of Double Taxation between the
Swiss Confederation and the Republic of India with respect to
income taxes, which came into force on 29th December 1994 (AS
1995, 845/RO 1995, 845).
• The Agreement on Indo-Swiss Collaboration in Biotechnology
for 5 years was signed on 13th September 1999.
• The Agreement for the Promotion and Protection of Investments
between the Swiss Confederation and the Republic of India, which
came into force on 16 February 2000.
• Indo-Swiss Agreement relating to Co-operation in Air Services
signed on 2nd May 2001.
• The Agreement on Co-operation in the fields of Science and
Technology between the Swiss Federal Council and the
Government of the Republic of India signed on 10th November
2003.
• The Grant Agreement between the State Secretariat for Economic
Affairs and the International Competence Center for Organic
Agriculture in India signed on 3rd February 2005
• A Memorandum of Understanding between the Ministry of
Commerce and Industry of India and the Federal Department of
Economic Affairs of Switzerland on intellectual property signed on
7th August 2007.
FRIENDSHI TREATY BETWEEN INDIA
AND SWITZERLAND
His Majesty The King of the United Kingdom of Great Britain and Ireland and
of the British Dominions beyond the Seas for and on behalf of the Dominion
of India and the Swiss Federal Council being desirous of consolidating the
bonds of peace and friendship, which have ever existed between the two States
and of developing peaceful and friendly relations between them, have resolved
to conclude this Treaty and have, for that purpose, appointed as their
Plenipotentiaries: His Majesty The King of the United Kingdom of Great
Britain and Ireland and of the British Dominions beyond the Seas, on behalf
of the Dominion of India, The Honourable Pandit Jawaharlal Nehru, Prime
Minister and Minister for External Affairs and Commonwealth Relations in
the Government of India and the Swiss Federal Council, Monsieur Armin
Daeniker, Envoy Extraordinary and Minister
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Plenipotentiary of Switzerland in India, who, having communicated to
each other their respective full powers and found them good and in
due form, have agreed and signed the following articles:
ARTICLE I
There shall be perpetual peace and unalterable friendship between the
Dominion of India and Switzerland.
ARTICLE II
Each of the contracting parties shall be able to appoint diplomatic representatives, Consuls General, Consuls, Vice Consuls and Consular Agents,
who shall reside in towns, ports and other places in each other’s territory
where the corresponding representatives of other countries reside or in
such other places, as may be agreed to. Consuls General, Consuls, Vice
Consuls and Consular Agents shall be provided with exequaturs or other
valid authorisations of their appointment. Such exequatur or authorisation is liable to be withdrawn by the country which issued it if considered
necessary. The reasons for the withdrawal shall be indicated wherever
possible. The persons mentioned above shall enjoy on a reciprocal basis
all the rights, privileges, exemptions and immunities that are accorded to
persons of corresponding status of any other State.
ARTICLE III
The nationals of either of the contracting parties shall have in the territory
of the other party, subject to the laws and rules in force in that territory, the
right of establishing themselves and of residence, of going from and coming
to and of moving freely within that territory.
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ARTICLE IV
The nationals of each of the contracting parties residing in the territory of the
other party shall be treated in all respects that concern the exercise of their trades
and professions and the carrying on and development of their commercial or
industrial enterprises and their lawful traffic and trade on a footing of equality
with the nationals of the “most-favoured foreign nation” provided they conform
to the laws and rules in force. They shall not be liable to any charge impost or
tax of whatever nature other or greater than that which is demanded from the
nationals of the “most-favoured foreign nations”.
ARTICLE V
In no case shall either of the parties demand for its own nationals more extensive rights than it grants to persons of the other party similarly engaged in a
trade or a profession or in the development ol any commercial or industrial
enterprise or lawful traffic and trade.
Article VI
The contracting parties undertake to extend to the nationals and goods of each
other for everything concerning commercial travellers and the import, export
and transit of goods, treatment on the same basis as that given to the “mostfavoured foreign nation.” The privileges which are at present extended or may be
extended in future for facilitating the frontier traffic to neighbouring countries,
as also such privileges as might arise from a Custom Union already in existence
or to be concluded in future by either of the contracting parties are excluded.
ARTICLE VII
The contracting parties will, as soon as possible, enter into negotiations for
the conclusion of a more comprehensive Treaty or Treaties of Establishment
and Commerce which will inter alia cover the matters referred to in Articles
III, IV, V and VI. Subject to the terms of such Treaty or Treaties, this Treaty
within respect to Articles III, IV, V and VI shall remain in force for a period
of six months after notification by either party to the other of its intention
to terminate the operation of those articles.
ARTICLE VIII
Any disputes arising out of the interpretation or application of this Treaty or one
or more of its articles shall be settled in the first instance, by negotiations, and,
if no settlement is reached within a period of six months from the commencement of negotiations, by arbitration in such manner as may hereafter be determined by a general or special agreement between the contracting parties.
ARTICLE IX
The present Treaty shall be ratified and shall come into effect on the date of the
exchange of ratifications which shall take place as soon as possible in Berne.
IN WITNESS WHEREOF, the Plenipotentiaries have signed the present
Treaty in the English and French languages and have affixed thereto their seals.
DONE in duplicate in New Delhi the fourteenth day of August in the year one
thousand nine hundred and forty-eight.
Signed by JAWAHARLAL NEHRU Prime Minister and Minister for External
Affairs and Commonwealth Relations in the Government of India on behalf of
His Majesty the King of the United Kingdom of Great Britain and Ireland and
of the British Dominions beyond the Seas. In the presence of P.A. MENON.
Signed by ARMIN DAENIKER Envoy Extraordinary and Minister
Plenipotentiary of Switzerland in India on behalf of the Swiss Federal Council.
In the presence of PIERRE HENRI AUBARET [SCEAU].
FINAL PROTOCOL
On proceeding to sign the Treaty of Friendship and Establishment
between His Majesty the King of the United Kingdom of Great
Britain and Ireland and of the British Dominions beyond the Seas, on
behalf of the Dominion of India, and the Swiss Confederation, the
undersigned Plenipotentiaries have made the following reservations
and declarations which shall form an integral part of the Treaty:
For the purpose of this Treaty, the term «nationals of India» includes
the subjects of the Indian States which have acceded or may in
future accede to the Dominion of India. The provisions of this
Treaty which secure in the Dominion of India «most-favoured
foreign nation» treatment to Swiss nationals and goods shall not
apply to any special favours or preferences which the Dominion of
India accords or may hereafter accord to the nationals or goods of
the Republic of Burma or of the Kingdom of Nepal.
The «most-favoured foreign nation» treatment under article VI
shall not be deemed to be contravened by the import and export
control necessitated by considerations of foreign exchange or other
emergent considerations. The present Protocol shall be considered
as approved and sanctioned by the contracting parties without any
other special ratification by the sole fact of the exchange of the ratifications of the Treaty to which it appertains. It has been drawn up
in duplicate at New Delhi on the fourteenth day of August one
thousand nine hundred and forty-eight.
JAWAHARLAL NEHRU
A. DAENIKER
Swiss Label India
Swiss Embassy in India
«To see this great country blossom and progressing
is a fascinating experience»
Dominique Dreyer, Ambassador
© DR
In the course of his thirty years in diplomacy Dominique Dreyer has spent most of his
career in Asia. After an intensive Chinese language course in England in 1973, he
joined the Swiss Embassy in Beijing in 1974. Four years in the Chinese capital enabled
him to improve his knowledge of the country’s language and culture. There followed
an «interlude» at the Ministry in Berne from 1978 to 1984 before a second four year
stay in Beijing. From 1988 to 1992 Dominique Dreyer was posted to Tokyo, where he set
about learning Japanese. His next posting, Paris, gave him the opportunity to establish
even closer links with Asia, for he met and married his Japanese wife in the French
capital. Once more sent to China as the Embassy’s deputy chief of Mission in 1995, he
was made ambassador in 1999, holding this post until 2004, when Dominique Dreyer
was appointed to head the Embassy in India.
W
hile speaking the local language is an advantage in China,
here almost everyone speaks or understands English. In
the course of my long postings in Beijing, I have been able
to assess the changes that have taken place which provide a better understanding of present day China. Similarly, I consider it a privilege to be
a witness to India’s rapid progress.
PROGRESS IN THE SERVICE OF QUALITY
Although India and China each has its own remarkable culture, it is
difficult to compare these two worlds. India is a melting pot of very
different cultures, religions, languages and ethnic groups, which give it
that diversity and variety that fascinate us so much. China is much more
homogeneous, if not uniform. Just compare crowds in China with the
colourful kaleidoscope of Indian crowds. The Indian middle class undoubtedly lives better than the Chinese middle class, even though things are
changing here too and make any comparison difficult.
Over the last three years I have travelled a great deal all over the country.
Progress is visible, but is still unevenly distributed. India is in the process of
developing its infrastructure which is still very inadequate. But I have been
able to observe, in particular, that a city like Calcutta, which abroad still
has the image of a poor and under-developed city, has also embarked on the
road to modernisation in order to recover its former prosperity. India today
enjoys an increasingly favourable image in our country’s business world.
The Embassy’s visa section had already been enlarged under my predecessor
to cope with the growth of trade between our two countries, which is
increasing by 20 to 30% a year. Our day-to-day work in the economic field
is important. Numerous Swiss and Indian delegations come and go, especially in recent years as businessmen have become aware of the potential of
this market. Similarly, Switzerland is one of the most popular destinations
for Indians in Europe, a trend which has strengthened since Bollywood
producers have set their films in Swiss landscapes. Tourists are more and
more from the middle class whose purchasing power has increased significantly. Unlike China, which has based its economic strategy on being open
to foreign investment and developing its export industry, India has prioritised development of the domestic market. Its international trade has
grown more slowly. With the improvement in their standard of living,
Indian consumers are more sensitive to quality and Indian industries are also
aware of the need to improve their products in the face of foreign competition. In order to update their industries and increase output, Indian
manufacturers have an increasing need for foreign technology and products.
Swiss Label India
This explains the great increase in Swiss exports to India in recent years,
especially in the machine tool and textile machinery sectors.
IN BOTH DIRECTIONS
Swiss investment in India is rising strongly. Holcim, for example, has
invested more than a billion dollars, a figure likely to multiply by three.
The list is too long to mention all the companies, some of which, like
Nestlé, have been established here for more than half a century. Some Indian
firms are also starting to invest in our country. For example, an Indian
industrialist has bought a Swiss watch dial factory. Several large companies
are represented at home, such as Tata Consulting Services which specialises
in electronic services. The “Location Switzerland” section, (a section of
“SECO” from this year incorporated into the Swiss economic promotion
body, “OSEC”) has the task of promoting foreign investments in
Switzerland. In this context, we are emphasising to interested Indian
companies the advantages Switzerland offers for their foreign investments,
and in particular as the place to set up their European head offices.
Every Swiss diplomat has always been aware of the importance of economic
relations for our country which largely lives on its export industry. With
India, the European Free Trade Association (EFTA), of which Switzerland
is the most important member, is going to negotiate an economic cooperation. This agreement should facilitate our trade with India by liberalising
some tariffs and setting out better terms for investment. These negotiations
should be concluded within this year.
In addition, the Swiss Business Hub, set up by OSEC in 2001 at our
Consulate General in Mumbai, is a mechanism whose objective is to facilitate access for small and medium sized enterprises to the Indian market.
OSEC has a large database to enable small businesses to be more knowledgeable about this market and profit from the potential that it now offers
to them. We are encouraging them to make use of these tools to find out
more about the Indian market. A number of Swiss SMEs have developed
high tech products which the rapidly expanding Indian economy needs.
The transfer of production to India can offer advantages flowing not only
from the low salary levels but also from the proximity of the market as well
as the technical and scientific developments in India itself. India’s potential
is, from this point of view, developing rapidly. It is up to Swiss companies
to take advantage of it. Anyone wishing to operate on a world scale can no
longer ignore India. As a diplomat as much as a person interested in Indian
culture and history, I feel privileged to be witnessing the development of this
great power in the making.
9
Indian Embassy in Switzerland
“There is no ambassador happier than I am!”
Amitava Tripathi, Ambassador
© DR
During the three years he spent in Brazil from 2002 to 2005, Amitava Tripathi
realised that his country’s booming economy was taking it into the big league,
totally different from his previous postings in his 36 year diplomatic career. In
Paris, Washington, Karachi, Katmandu and Dhaka, India was usually seen as a
land as culturally rich as it was economically poor, a huge melting pot of many
and virtually insoluble problems. When he arrived in Berne in 2005, he saw
that the interest in the sub-continent aroused in a Europe dazzled by its
development grew a little more each day.
M
10
y work as Ambassador has become far more gratifying ever
since the opening up of the Indian economy in the early
1990s and its steady rise in the global pecking order in
recent years (India presently occupies the fourth position after USA,
China and Japan as having the largest GDP in purchasing power
parity terms). India has been attracting significant amounts of foreign
investment, as well as investment by foreign financial institutions in
its booming stock markets, one of the best performing markets among
the emerging countries in the world. Swiss merchandise trade with India
has been growing at around 30% per annum over the past five years and
crossed the US $ 3 billion mark in 2007. Trade in services is estimated
at another US $ 200-250 million. If you add to this the fact that India
buys almost US $ 3 billion worth of gold bullion from Switzerland every
year, Swiss interest in Indiabecomes readily understandable.
The Indian embassy provides a lot of information through its web site, as
well as its electronic news letter (India News), which is updated every
month. Our Marketing Officer responds to numerous enquiries from Swiss
businesses wanting to import from India or export to India. And, of course,
we work in close collaboration with SECO (the Swiss state secretariat for
economic affairs), Osec and the Swiss India Chamber of Commerce.
A great deal in common
The healthy excitement about India helps to maintain the old relationship between our two countries both of which are committed to democracy, multi-culturalism, federalism and respect for human rights. From
the moment we achieved independence in 1947, the Swiss recognized
the importance and potential of India better than most other countries.
Consequently, 2008 will be celebrated as the 60 th anniversary of the
Treaty of Friendship signed by the two countries on August 14, 1948.
In some ways the celebrations have already started with the very
successful visit of the Federal Councillor Mrs. Micheline Calmy Rey
in her capacity as the President of the Swiss Confederation to India
from November 4-7, 2007 and the unveiling of the statue of Mahatma
Gandhi in Ariana Park, Geneva, very close to the UN building. During
the current year, the celebrations of the Treaty would include numerous
political, economic and cultural interactions. We expect the increased
interest to make Indians more eager to come to Switzerland (already
around 100,000 Indians have been coming to this beautiful land of
lakes and mountains every year). The “Bollywood connection” with
forty or so films shot in the Bernese Oberland, has also done a lot to
promote tourism in this magnificent country! Indians are fascinated
by the beauty of Swiss landscapes and the quality of Swiss products,
especially chocolates and watches, but above all by the hospitable
welcome extended to them.
The visit of Mrs. Calmy Rey last year was utilized to have high level
interaction with Indian political figures and business leaders, as well as
the inspection of certain Swiss financed projects for improving the lives
of common Indians. Since the President of the Swiss Confederation visits
very few countries during his/her tenure, the fact that Mrs. Micheline
Calmy Rey chose India among the countries she visited in 2007 was a
recognition of India’s importance to Switzerland.
LOOKING TO THE FUTURE
I am, of course, aware of the constraints and problems posed by the weakness of infrastructure of my country, but we can’t just have a magic wand!
Today, with more resources and available technical know-how, we are in a
position to do something to address the infrastructure deficit, but we need
time to get the job done. Over the next five years, India plans to spend close
to US $ 500 billion on infrastructure projects. While two-thirds of this will
come from domestic resources, we would need one-third of the resources to
come from foreign investment. This naturally offers a huge opportunity
to Swiss companies. According to a report of the American investment
bank, Goldman Sachs, in the next 20 years, India will be the third biggest
economy in the world next only to China and the USA. The strengthening
of the Indian currency, Rupee, in recent years is yet another indicator of
the strengthening of the Indian economy. Only two years ago the US dollar
was worth Rs. 48. Today, it is less than Rs. 40 and is expected to be worth
around Rs. 30 over the next five years.
As mentioned earlier, 2008 is significant as it marks the 60 th anniversary
celebrations. The list of festivities in the two countries include high level
visits at the ministerial, official and corporate levels. I am confident that
the celebrations will help strengthen bilateral relations still further and
I have no absolutely doubt that over the next 60 years our cooperation
will reach new heights.
Embassy of India
Krichenfeldstrasse 28
CH-3005 Bern
Tel.: +41 (0) 31 351 15 67
Fax: +41 (0) 31 351 15 57
E-mail: india@spectraweb.ch
Swiss Label India
Swiss Embassy in India
“Indian market offers great opportunities for Swiss companies”
Daniel Freihofer, Economic Counsellor
© DR
His studies of International Relations in Geneva gave him a taste for travel. On graduating in 2000,
Daniel Freihofer spent a year in South America including work experience in the area of public affairs
with Roche in Argentina. When he joined the State Secretariat for Economic Affairs (SECO), he
became country officer in charge for bilateral economic relations with South-East Asia and India for
5 years in the Foreign Economic Affairs Directorate. Daniel Freihofer has been in post in Delhi
since the beginning of 2007.
I
learned a great deal about India when I was working at SECO, but
there is nothing more valuable than direct contact with the people
in this huge and complex country, so different from the rest of Asia.
India has always been a thousand worlds at once, and these contrasts are
even more impressive since the country’s economicupswing. It is fascinating
to be confronted with the past and the future which constantly exist alongside the present. This clash contrasts the large proportion of the population
still living below the poverty line with the big national companies that
are expanding successfully, buying up foreign companies and establishing a
presence all across the world. While the growth in the number of super
rich Indians, benefiting from the economic boom, is impressive, that of the
middle classes is just as dramatic. It should be borne in mind that India only
started to open up its economy at the beginning of the nineteen nineties considerably later than China - and reforms are being made in a democratic
context - unlike China - which may sometimes slow down the process of
liberalisation in different sectors. Ifthe country is finding a way to achieve
an “inclusive growth”- the government’s overall objective - poverty will
reduce considerably over the next generation or two. The aim is for all categories of the population to be able to benefit from the impressive growth of
the economy, especially the agricultural sector in which still two-thirds of
the working population earn their living but which accounts for only
1/5th of GDP. This situation is critical for the country’s development in
view of the fact that one third of the Indian population is under 18 years of
age. If the government wishes to benefit from this “demographic dividend”
of the country’s youth, more jobs must be created in the productive sectors.
INSIDE AND OUT
My main task is broadly to help promote bilateral economic relations
between our two countries and to defend Swiss economic interests in India.
Frameworkconditions will continue to improve steadily and the current
business and investment climate is very good regarding the positive
prospects of the Indian economy. But doing business in India is still a
very difficult job. This is particularly true for SMEs, whereas it’s easier
for the multinationals to deal with the problems. It is here that the Embassy
can play an important role as a door-opener to the authorities or in
supporting our companies on a diplomatic level in case of problems. We
try to ensure that they are not discriminated against their competitors.
In addition, we are involved in improving the framework conditions for
our companies through relevant agreements, likefor example,a free trade
agreement between EFTA and India (current negotiations) or a Memorandum of Understanding in the field of Intellectual Property. A relatively
recent phenomenon is that we are more and more receiving Indian firms
with an interest to invest or to establish their European headquartersin
Switzerland. The OSEC Swiss Business Hub based in Mumbai with a
branch in Delhiis the main instrument to develop and strengthen business
relations between Swiss or Liechtenstein based firms and companies in
India. The SBH offers various services to help Swiss SMEs exporting
their products, searching for distributors or partners for joint ventures,
or conducting market studies. The Swiss Business Hub is complemented by
Swiss Label India
the Swiss-Indian Chamber of Commerce which emanating from the private
sector, which also serves as an excellent platform for networking between
Swiss and Indian businessmen. All the organisations active here in
promotion of the Swiss-Indian economic ties work very closely together.
NOTHING IS MORE VALUABLE THAN SEEING
FOR ONESELF
In a context that remains difficult, the Indian market offers huge opportunities for Swisscompanies, whether in the machinery sector or high tech
industries like chemicals and pharmaceuticals, biotechnology, components
for the automotiveindustry and the telecommunications and IT sector, and
many others too. The services sector, particularlybanking and insurance,
is becoming more and more interesting. The government is giving high
priority to the development of the infrastructure, which creates also interesting business opportunities for Swiss companies. Currently, about 150
Swiss companies are actively present on the Indian market. The Embassy
notes a growing interest in India in Swiss business circles and more and more
Swiss entrepreneurs are visiting the country to see what is happening
here. This is obviously cheering, but efforts are still too hesitant in view of
the huge potential. So I am encouraging Swiss firms and business associations to visit India and see for themselves the great opportunities which
cannot always be fully grasped by reading articles and documents. We will
be happy to be their first point of contact and supporting them if requested.
India is a priority country in Switzerland’s foreign economic strategy.
High level contacts are becoming more frequent - our Minister of Economy,
Federal Councillor Doris Leuthard, is expected here in the Spring 2008,
accompanied by a large business delegation., Her Indian counterpart,
Minister of Commerce and Industry, Kamal Nath, visited Switzerland in
March 2007, on the occasion of the Osec International Business Forum,
at which India was the focuscountry. The joint economic commission
composed of officials and representatives of various industrial umbrella
organisations, will henceforth meet once a year to discuss problems and
of possibilities of closer cooperation. 30% annual growth in our bilateral
trade volume accurately reflects the constantly increasing intensity in our
economic relationship. Working in an Embassy, particularly in a country
as fascinating and complex as India, is a privilege, but we must not shut
ourselves away there. Having contacts with “Shining India” should not
make us forget the extreme poverty of the people living in the slums next
to it, which we hope to see gradually disappear.
Daniel Freihofer
Counsellor, Economic and Commercial Affairs Embassy of Switzerland
Nyaya Marg, Chanakyapuri P.O. Box 392, New Delhi 110 021 India
Tel.: 00 91 11 2687 8372 - Ext. 209
Fax: 00 91 11 2687 3093
E-mail: vertretung@ndh.rep.admin.ch
Website: http://www.eda.admin.ch / newdelhi
11
SECO
“India is currently living through a very fascinating period
in its long history”
© DR
Massimo Baggi, Head of Sector Asia/Oceania
12
Because he feared seeing his horizons limited, Massimo Baggi, a political economy graduate of
the University of Zurich and a researcher, decided to take the diplomatic service competitive
examination. After two year training period spent mainly in New York and London, in 1992 he then
found himself at the Ministry of the Economy in charge of relations with the European Union,
before being posted to Delhi as the head of the Embassy’s Economic Division from 1998 to 2003.
Massimo Baggi then spent four years in Moscow, responsible for the Embassy’s Economic Affairs.
Since his return in 2006, he has been at the Department of State for the Economy, in charge of
relations with the countries of Asia and Oceania.
The five years I spent in India were very enriching. How could one not be
fascinated by its tragic yet impressive progress, similar to that experienced
by China or Russia?
But unlike China or Russia, India has had the privilege of evolving
gently. Although it was tempted by the socialist experiment for a time, it
managed to avoid it with pragmatism and intelligence. Under Yeltsin,
Russia went through a kind of break with the past, while China is still
communist. Between the two, India is a democratic country, born out of
a popular movement which has greatly influenced its development. Its
party political system works well and it is probably this which has
ensured that its development has not led to the same extremes as elsewhere. Between 1998 and 2003. I was there, and followed with great
interest the beginning of this awakening, which led to this incredible
dynamism that has developed so rapidly.
SMALL COUNTRIES, BIG AMBITIONS
My role is a traditional one within a ministry that manages bilateral
relations: we have to ensure that our enterprises find the optimum
conditions for setting up in these markets, in the area of goods, services and investment. To give our enterprises the best possible access
to full information, we have a series of standard instruments: investment protection agreements, agreements to prevent double taxation,
free trade agreements, air transport agreements, and so on. At the multilateral level, the WTO’s instruments are progressing a little less quickly
than we would like.
Switzerland has a tiny domestic market. It is this lack of scope that has obliged companies to do business abroad. The need to broaden our horizons has,
for decades, made our enterprises more proactive: so they are well equipped
to deal with globalisation. Do we need to be reminded that Nestlé set up in
India before Independence?
This company is part of the country’s economic history, like other great
names. But our challenge today is to support our SMEs in these difficult markets. This is an arduous, not to say risky, task, because our small
firms are not used to going abroad, except to neighbouring countries.
Some think they have taken a huge step by going to Poland! So going
from there to Asia... To make it easier for them we have delegated
the job of private sector support to the Office Suisse d’Expansion
Commerciale (OSEC Business Network). The Swiss Business Hub
(OSEC’s office abroad) is, with its networks, an enterprise capable of
proceeding efficiently with this reception service, working with private
sector criteria. These are small organisations compared to some of those
set up by our neighbours, but despite these constraints, the early experiences have proved positive. After being extended to countries neighbouring
that in which it was set up, the network is at present concentrating on the
emerging countries.
A NEW ATTITUDE
Today a growing number of enterprises from the emerging countries are
setting up abroad. It is up to us to get the message across, especially in
India and China, so that more of their enterprises come to us. This is
gradually happening: some Indian companies in the steel and IT sectors
have already set up abroad. We hope very much that others will follow
them. The question is knowing whether we are genuinely ready to receive
foreign investment in the best possible conditions.
Flexibility on our part is essential... So most companies that set out to
invest abroad want its “expats” to take charge of running the company. I
imagine that Indian company heads would quite naturally want to do the
same if they come and set up in Switzerland. That assumes that we offer
them adequate support structures on arrival, schools and investment
approval for training. We would also have to get into the habit of working
differently, for the Indians do not do business in the same way as we do.
There are still a small presence in Switzerland, but they will gradually
make us adapt. We are a long way from having been through it and seen
it all before! Swiss employees who work for an Indian boss will undoubtedly have to conform to different working practices! Because they speak
English, it will be easier for the Indians than for the Chinese or Russians,
but the language factor isn’t enough either. They will have to find other
advantages if they are to remain competitive. That is all that we are hoping
for from them, thinking of course about the creation of jobs that will
follow. The prospects are extremely exciting...
Secrétariat d’Etat à l’Economie
CH-3003 Bern
Secteur Asie
Tel: +41 (0) 31 322 23 02 - Fax: +41 (0) 31 322 23 02
Website: http://www.seco.admin.ch
E-mail: massimo.baggi@seco.admin.ch
Swiss Label India
Swiss Indian
Chamber of Commerce
“India is the place to be!”
Michaël Enderle, Vice-President
© DR
Michaël Enderle became Chairman of Rieter in India in 2005, after 17 years spent in
several other assignments within the company. Before moving to India with his
family, he had already been dealing with Rieter’s activities in India since 1999, as
head of commercial services and since 2004 as the head of Rieter’s international
distribution platforms in the textile division worldwide,which the indian organisation
was part of. Representing the Swiss Indian Chamber of Commerce has given him an
active entrée into the Indian business world, which has seen some of the most
spectacular growth anywhere in the world.
T
his is the first time I have lived abroad with my family. For a
businessman like me, being part of this growing and challenging market is fascinating. At the same time, my family and
I are discovering a magnificent culture. It’s a real piece of luck for us
to live here. In becoming vice-president of the Chamber, I have an
overview of the entire Swiss business activity here, not only in textiles but
also in other industries. This definitely enriching function has given me
the opportunity to meet delegations and to build contacts.
My two activities are developing in parallel. Within my group, which
has approx. 1,000 people in India (out of a total of 15,000 worldwide),
my primary task is to increase production and enhance our sales and
service activities at our manufacturing units in Pune (formerly Poona)
and Coimbatore, in southern India. Rieter has been present in India
since 1964. Proximity to the market was always a factor.
The Swiss Indian Chamber’s task is to provide support and information to existing Swiss companies through our three locations in Delhi,
Mumbai and Bangalore, with the aim of becoming a strong facilitating
force for the bilateral trade between India and Switzerland. It has taken
some time, but now, with all the 300 members of the SICC, of which
about 100 joined in India, we are in a stronger position in our dealings
with the government authorities and associations. We want to be more
than just a bilateral organisation, but aim rather to be a binational one,
attracting Indian members to us which have a link or an interest in
Switzerland. The festivities planned this year for the sixtieth anniversary of the Swiss Indian treaty of Friendship should encourage even more
contacts with local business leaders wishing to broaden their relations
with Switzerland.
Of course we operate in a similar way as any other Chamber of Commerce, providing information and network to our members. Further
I would like to stress the fact that we work in close coordination
with the Swiss Business Hub as well, depending on the prevailing
project... We belong to the private sector and are never, in any way,
in competition with the public sector. We are totally complementary
and above all, pragmatic.
We would like to emphasize that it is well worth coming to India,
being part of the market and involved in this great venture that is
growing everyday. It takes time, there are lots of problems, but the
future is here! Nothing is more exciting than feeling you are part of
an entire country’s adventure.
ABOUT RIETER
Rieter is a Swiss industrial group operating in the textile, automobile
and plastics industries. It has almost 15,000 employees across the world,
13 per cent of whom are in Switzerland.
Rieter Textile Systems develops and manufactures machinery and integrated systems for processing fibres and plastics into yarn, unwoven and
granulated materials.
Rieter Automotive Systems, a partner of car manufacturers, develops
and manufactures components, modules and general acoustic and
thermal comfort systems for motor vehicles in protection based on fibres,
plastics and metals.
SWISS-INDIAN CHAMBER OF COMMERCE
Gessnerallee 28
CH-8021 Zurich
E-mail: info@sicc.ch
E-mail: michael.enderle@rieter.com
Swiss Label India
13
Swiss-Indian Chamber of Commerce
“We are working to make the very long-standing economic relations
between our two countries permanent”
© DR
M. Franz Probst, Attorney-at-law, LL.M. Président
14
Franz Probst lived and went to school in India from 1965 to 1968 when Maschinenfabrik
RieterAG sent his father to Coimbatore to establish a company for the manufacturing of
spinning machinery together with an Indian partner. Franz Probst completed his law degree
and took his bar exam in 1983 after studies at the Universities of Zurich and Berne where he
also started his career as a lawyer. From 1984 to 1988, Franz Probst joined the Swiss Federal
Intellectual Property Office. After receiving his LL.M. degree from the University of Michigan,
Ann Arbor, in 1989, Franz Probst worked for international law firms in California and Zurich.
In addition to his work as corporate lawyer, Franz Probst became the first ombudsman of
Winterthur in 1992 and held this office until 1996 when he founded his own law office,
PROBST RECHTSANWÄLTE in Winterthur. In view of his longstanding experience working for
Indian and Swiss companies, Franz Probst was elected President of the Swiss-Indian Chamber
of Commerce in 2005.
Could you give us some background on the history of Swiss-Indian economic relations?
Switzerland had the honour of being the first country to sign a Friendship
and Establishment Treaty with independent India sixty years ago. However,
bilateral economic relations can be traced back to 1861 when the trading
house Volkart Brothers established operations in Bombay and Winterthur.
In the sixties, companies such as Nestlé, Novartis, Rieter and others led
Swiss investments in India. In recent years, bilateral investment and trade
took off. The Swiss-Indian Chamber of Commerce (SICC), founded in
1985, is experiencing accelerated private sector demand and growth due to
increased interest among Swiss companies and entrepreneurs in India, and
Indian companies and entrepreneurs in Switzerland. Just recently SICC
established offices in Mumbai, Delhi and Bangalore.
How does Swiss-Indian Chamber of Commerce (SICC) serve the private sector?
Over the past two years, the SICC has significantly developed its organization and network. We assume that the significant growth in our membership from 120 in 2005 to over 330 members in 2007 will continue. It is
in part for this reason that the SICC has strengthened its organisation and
network in India. Michael Enderle, Vice-President of the Chamber and
Head of Rieter India, who is based in Delhi estimates that the Chamber’s
membership in India will see healthy growth going forward.
By becoming a full-fledged bi-national organisation, our chamber is in a
better position to facilitate bilateral investment and trade. We have the
added advantage that our members and board representatives are from
leading private sector companies such as ABB, Rieter, Nestlé, Novartis,
UBS, CS and Gherzi Engineering that have longstanding experience in
India. We will increasingly seek exchanges with governmental authorities
and bodies to relay the problems and concerns our members face when
doing business in India. These are issues such as continuing investment
restrictions in India in the energy, communications and retail sector or
overly restrictive immigration practices in Switzerland.
What are the constraints and potential of doing business in India?
India offers significant business opportunities. Important studies, for
example, conclude that in the next 25 years, the Indian middle class will
grow to 500 million people. This middle class with its growing spending
power offers huge market potential equivalent if not larger than that of
the middle classes in the USA or Europe.
To successfully tap the Indian market and make use of numerous other
opportunities, which India offers such as a young, well educated, Englishspeaking work force, companies must learn to understand the Indian business environment and customs. For example, if a Swiss company operating
in India raises the salary of one of its employees, it may well be faced by
demands for a salary increase from its other employees. This could happen
because in India, it is common for employees of foreign companies to
discuss their salaries with each other.
Fortunately, the existing constraints of doing business in and with India
do not diminish the Swiss business’s rising interest in this market. A reliable
Indian partner can be of immense help in tackling difficulties when
doing business in the country. And yet, although the selection of a partner is perhaps the most decisive single aspect for companies that consider
joining forces with a local partner, these are not always scrutinized
thoroughly enough and with sufficient knowledge about India. The
SICC’s network can provide valuable guidance with regards to partner
selection. We are here to assist Swiss companies overcome the obstacles
presented by doing business in India, to offer our experience and to
caution - or encourage - where required.
I am optimistic that with the chamber’s strengthened organization and its
strong network, we are in an excellent position to contribute to the growing
bilateral economic development between Switzerland and India-in the
best interests of both countries.
PROBST RECHTSANWÄLTE
Attorneys at law - Marktgasse 1, CH-8401 Winterthur
Tel.: +41 (0) 52 269 14 00
Fax: +41 (0) 52 269 14 01
E-mail: franz.probst@probst-law.ch
Website: http://www.probst-law.ch - www.probst-law.ch
Swiss Label India
OSEC
Why does India interest
Swiss small and medium
sized enterprises?
Mr. Christian Watts, Regional Director
© DR
of Osec in Dubaï for India, Middle East and Africa
I
ndia no longer lives in China’s shadow. For the last three or four
years its position as a market of the future has been clearly established. First, India has a population younger than that of China
with an average of 25 against 33 in the People’s Republic. Its labour
force will be a major asset for the future. Moreover, the language of
business is English, and Indian law is based on British law. Lastly,
India has been governed by a democratic regime for more than sixty
years. All these factors constitute positive arguments for our SMEs
when considering long-term trading relations in India.
It is well known that development and production costs are still low
here, thanks to a very large pool of labour with specialist skills. Every
year the country sends an exponential number of graduates out into the
marketplace.
The growth of the IT industry has been extraordinary, because information
technologies here are relatively independent. Indeed, the government
intervenes little in this sector, which has few regulations. The Indians’
considerable mathematical skills are a significant plus, particularly in IT.
India is now establishing the foundations of a genuine biotechnology
industry. A bio-industrial centre is under construction in the Hyderabad
region. Other significant advances are being made in the motor, travel
and telecommunications industries. The last of these has been particularly
dynamic since the market was liberalised, and about five million cellphone
(mobile phone) subscriptions a month are now being signed up.
population group will be able to progress through the education and
training programme set up by the government.
Any entrepreneur wishing to set up in India should first ask what products and services will be genuinely competitive. Things should be considered case by case, and it is here that Osec can make an effective
contribution, identifying the specialist areas and market sector of most
interest. In my opinion, the greatest potential is in the energy production and transport sector. The electricity industry is being restructured
and opened up and the country must bring its infrastructure in this area
up to standard. Similarly, the construction of roads, ports, railways and
airports is increasing rapidly.
The Indian market has been buying Swiss machinery, particularly in the
textile industry, but chemicals and pharmaceuticals are now very
attractive sectors too. In fact, anything to do with medicine and health
in general, areas in which the Swiss are strong, represent a considerable
share of the market in India.
The bulk of the IT sector is located in southern India, and the Bengalore
region has been dubbed “Silicon Valley”. The State of Maharashtra,
centre of the motor industry, seems particularly suitable for Swiss
precision industries. Bear in mind that SEZ (Special Economic Zones)
are increasing across the country and offer very attractive investment terms.
Heads of companies can obtain further details of all these opportunities
from the Osec offices in Mumbai and Delhi:
However, the many high quality educational establishments are fairly closely
accountable to the government, which pushes a great many students to
complete their studies in the USA or the United Kingdom. This will add a
significant mass of highly skilled managerial executives in the near future.
The potential of workers in India is huge, with some 500 million people
in work and 700 million of working age. More than half the population
earns its income from the local economy. This large, clearly less qualified,
Swiss Business Hub India
102 Maker Chambers IV
10th floor - 222, Jamnalal Bajaj Marg
Nariman Point - Mumbai 400 021 / India
Tel.: +91 22 2288 45 63 - Fax: +91 22 2285 65 66
E-mail: mum.sbhindia@eda.admin.ch
Website: http://www.osec.ch/sbhindia
Swiss Label India
Osec
Stampfenbachstrasse 85 / PO Box 2407
CH-8021 Zurich
Tel.: 08 44 811 812
Tel.:+41 (0) 44 365 51 51 - Fax: +41 (0) 44 365 52 21
E-mai: info@osec.ch - Website: http://www.osec.ch
15
C O M PA N Y P R O F I L E
BUHLER (India) Pvt. Ltd.
“A spectacular success, in line with the Progressing Indian Economy”
Dipak Mane, Managing Director
Before joining Buhler 16 years ago, Dipak Mane, a chemical engineer, already had considerable experience in other
industries acquired over a period of ten or so years. With an Executive Management education from IMD Lausanne, he
combined scientific knowledge with management and marketing expertise. Many chief executives dream of developing
their business as Dipak Mane has done at the head of Buhler India! Between 1991 and 2000 turnover was at an average,
12 million Swiss francs. in 2007, it rose to over 60 million...
HEAD SPINNING
® Buhler (India)
16
We are condemned to growth! If things continue at the same pace, in
8 or 10 years’ time we will be one of the biggest company in the group
with 200 million Swiss francs! That’s head spinning! But since we are
not the only ones to grow, good staff are becoming an increasingly rare
breed. Baby industries like, knowledge, IT services, business process,
outsourcing, are new and large: they don’t have the managerial expertise,
so they take people from the older industries. Senior managers are
highly sought after. A good manager working with us for 10 years knows
that he could go anywhere else. We need to take on more people, but we
also have to keep those we have. Our employees - average age, less than
35 - appreciate their working conditions. Our challenge is to continue
growing our business, recruit people and train them, while remaining
competitive, with salaries increasing by 12.5% a year. We are doing
everything we can to achieve this - and we are getting there!
OUTSOURCING
O
ver the last seven years our growth curve has kept pace with
the country’s. Buhler India has responded to the pressing
needs of the sub-continent by supplying machines for its four
main businesses which represent 80% of its activities: rice milling,
electronic colour sorting, flour milling and die casting.
The other 20% are in brewing, chocolate, feed milling, etc. We know how
to adapt our technology and logistics as needed. The seven Buhler factories
across the world benefit from a rigorous structure and unassailable logistics.
A PREDICTABLE SUCCESS
From 1998 we anticipated the economic boom and geared ourselves up
by modifying our proposals and services, to suit the market place. So we
were ready when things started to move. We spread ourselves all over India
with 10 offices across the country. There are 220 of us at our headquarters in Bangalore, 20 at our large office in Delhi and 8 in Mumbai.
Our other branches run with two or three people, who are always in
touch with the office and customers. In some areas response time (from
first customer contact to our person at site) is as low as 6 hours, which is
exceptional in India.
We chose Bangalore because it was cheaper than Delhi or Mumbai and
had the absolute best climate in India. For nine months of the year we
have about max 27° by day and cool nights. Since we moved here the city
has grown enormously. It is huge now, in size and business: the city
exports about 8 billion US dollars worth of software.
We work closely with the parent company which gives us a lot of
support. Buhler looks at India as 2 platforms: the first is the Indian
market, the second is to source services for the rest of the group.
In addition to our business, we have 30 people with us who work for
other affiliated companies. Outsourcing services from India into other
countries is an extremely important part of our business. Indian engineers,
well educated and culturally adaptable, can go anywhere. We have noticed
over these last few years that they are greatly welcomed and highly rated
as much in Europe, as in China and Japan.
Despite the few problems I mentioned above and which make our work
exciting, I can say that I am a happy manager who has good reasons to
be optimistic about the future!
Buhler (India) Pvt. Ltd.
13 D, KIADB Attibele
Bangalore 562 107 INDIA
Tel.: +91 (80) 22 89 00 00 - Fax: +91 (80) 22 89 00 01
Website: http://www.buhlergroup.com
E-mail: dipak.mane@buhlergroup.com
Swiss Label India
C O M PA N Y P R O F I L E
Baldor - The Sign of Quality
B
aldor Electric Company markets, designs and manufactures
industrial electric motors, power transmission products, drives
and generators. Baldor has appointed Daniel Berg as Managing
Director of its newly combined Asia Pacific operations. Baldor acquired
the Reliance electric motor and Dodge power transmission brands in
February 2007, and the combined operation provides a powerful resource
to support regional industrial development with a comprehensive product
range in this automation segment.
Daniel Berg assumes responsibility for one manufacturing facility and
seven sales and support centres, in India, Singapore, Thailand, China,
South Korea, Japan and Australia. He views the company’s energy
efficient and special duty electric motors, and conveying systems, as
core products for these markets.
“During the last few years Baldor has grown rapidly in the Asia Pacific
region, largely because of its focus on energy-saving motors which
greatly speed return on investment. Our new combined operation with
the Reliance and Dodge brands adds very large motors and a complete
portfolio of power transmission technologies, allowing us to provide
complete turnkey solutions”, says Daniel Berg.
He views three of the company’s product lines as particularly attractive
options for current Asia Pacific markets. One is an innovative power
transmission solution that is purpose-designed for long conveying
applications, such as those used in mining, cement plants, power plants
and loading/unloading at ports. This 26.3.2008
product is based
on Uhr
a novel
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called the Controlled Start Transmission, which is manufactured locally in
Baldor’s Shanghai factory. The other two are energy efficient motors which
provide outstanding efficiencies of up to 96% or more, and special-purpose
motors that are optimised for applications including chemical processing
and variable speed control.
“Many large-scale Asia-Pacific industrial users are currently investing in
higher levels of automation, and Baldor has both the technology and
the local resources to configure and deliver state of the art solutions
with the added benefit of a platform optimised for long-term, low-cost
use”, adds Berg.
Baldor now has 27 plants worldwide and over 8,000 employees, and
become the leading vendor in a number of major segments, including the
USA’s electric motor and power transmission markets. It is the second
largest supplier of electric motors in the world.The company’s product
portfolio spans industrial electric motors, drives, generators and motion
control equipment, and power transmission equipment including mounted bearings, enclosed gearing, couplings, sheaves and pulleys.
Baldor ASR AG
Postfach 73 - Schutzenstrasse 59
Feuerthalen CH-8245 - Switzerland
Tel.: +41 (0) 52 647 4700 - Fax: +41 (0) 52 659 2394
Website: http://www.baldor.ch - E-mail: sales.ch@baldor.com
P ROBST
ATTORNEYS
AT
L AW
Fürspr. Franz Probst, LL.M.
Dr. iur. Wilfried Heinzelmann
Dr. iur. Christoph D. Studer, LL.M.
lic. iur. Georg Weber
lic. iur. Stefan Weber 1
Dr. iur. Philipp Ritz, LL.M.
lic. iur. Caroline Nekukar
Konsulenten:
Raphael Häring 2
lic. rer. pol. Beat Walker 1
1
2
dipl. Steuerexperte, nicht im Anwaltsregister
eingetragen
dipl. Treuhandexperte, dipl. Steuerexperte,
nicht im Anwaltsregister eingetragen
A main focus of Probst Attorneys at Law is on Swiss cross border transactions.
We provide services to Indian companies entering the Swiss/European markets or already present in
the region, and we assist companies in setting up operations and doing business in India.
For further information, please visit
www.probst-law.ch
Phone +41 52 269 14 00
Fax
Swiss Label India
+41 52 269 14 01
17
C O M PA N Y P R O F I L E
Burckhardt Compression is one of the market leaders in the field of
reciprocating compressor technology and the only manufacturer
that offers a complete range of Laby ® (labyrinth piston), process gas,
hyper and trunk piston compressors. These compressors are used
in a wide range of applications in the chemical and petrochemical
industry, in refineries, in air separation systems, CNG filling stations
and for gas transport and storage. Burckhardt Compression products are used to compress, cool or liquefy gas, for example hydrocarbon or industrial gases. Its customers include multinational companies in the oil, gas, petrochemicals and chemicals industries.
® Burckhardt Compression
® Burckhardt Compression
About Burckhardt
Compression
In addition to its thriving new installation business, a major driver of the company’s success is its global service network, which
generates a substantial share of company revenues. This global network enables Burckhardt Compression to offer comprehensive
customer support services, such as delivery of top-quality components, servicing of compressor valves, complete system
overhauls, engineering services and the fulfillment of comprehensive maintenance contracts.
Pune, an industrial city near Mumbai. We also have regional offices in
Delhi, Kolkatta, Vadodara and Hyderabad thus offering proximity to
the customers. We operate a service center for valves in Vadodara which
is well received by our customers.
® Burckhardt Compression
18
What are the markets addressed from India?
Rao: So far Indian operation catered to India and its neighboring countries like Bangladesh. We have started offering our products in other
Asian countries, in the Middle East and in South America.
Why did you choose to invest in India?
Valentin Vogt: I believe in the potential of India as a market and as a
sourcing base for engineering, components and for field service. India
has a sixth of the World population and with a high GDP growth rate
of nearly 9% a year, it has huge potential for petroleum products, petrochemicals and energy, all of which mean potential for our compressors.
India is also recognized for its high quality technical manpower which
can offer natural synergies with Swiss operation.
Indian operation also supplies quality components for the range of
compressors manufactured in Switzerland, which gives us operational
savings. Indian engineers also work on specialized analysis and engineering of compressor systems for the projects in Switzerland over a
VPN connection.
Is the Indian business different from the global business?
Rao: The Indian operation concentrates on Trunk Piston compressors
used in Compressed Natural Gas (CNG), bottling plants and special
applications for high pressure air. It would soon be the center of
competence for a certain range of process gas compressors. The Indian
operation also develops own range of products for local requirements,
entirely on their own.
The compressor division of Sulzer India already had a team of competent
engineers with proven abilities in sales, product design, engineering, manufacturing and field service. Acquisition of this division gave us a jump start.
What has been your investment so far and what are your plans for future?
Vogt: We have so far invested in excess of INR 420 Mio and have plans
to invest another INR 210 Mio the coming 2 years. The Indian business
is developing very well - our sales increased from nearly INR 260 Mio in
2004 to INR 800 Mio this year. We expect to cross the INR 1 Bio mark
in the coming year. By all means, this is quite a growing business and we
are committed to make necessary investments to keep the trajectory.
How big is the set up in India?
Rao Narasimha: We have 150 co-workers in Indian operation, which
will shortly increase to 200. Our operation is located at 40 km from
Burckhardt Compression (India) Pvt. Ltd.
Gat No. 304, Village Kondhapuri
Pune-Nagar Road, Taluka Shirur
Dist. Pune 412 209
Tel.: +91 (0) 2137 270254 / 669400
Fax: +91 (0) 2137 270232
E-mail: info.india@burckhardtcompression.com
Web: www.bc-india.com
Web: www.burckhardtcompression.com
Swiss Label India
C O M PA N Y P R O F I L E
Melting, Refining, Casting - Concast AG
For over 50 years, Concast has served the worldwide steel industry by focusing almost obsessively on the process of
solidifying steel through continuous casting. Concast has supplied more continuous casting plants than any one else in
the industry. Today, Concast plants and equipment set the performance benchmarks for electric arc furnaces, secondary
steelmaking units and continuous casters for rounds, blooms, beam-blanks and billets.
Please be remembered that the first continuous casting plants for steel
in the world were put on stream only few years earlier (mid-fifties).
In the early 80-ties, another technological breakthrough happened
with the first very large Concast continuous caster, which went on
stream in Jamshedpur at TISCO (TATA IRON&STEEL Co.). This
plant was a further milestone in the Indian steel making society and
the successful commissioning of that plant paved the way for many
other large plants of SAIL (Steel Authority of India) as for example
for the modernisation of the SAIL Durgapur plant.
® CONCAST AG
VISION
C
oncast is driven by a passion for the steelmaking process,
whether scrap- or iron ore-based. “We concentrate exclusively
on the processes and technologies of melting, refining and
casting for customers in the long-product sector, a focus none of our
competitors can claim”, says Jacques Zuber, CEO and President of
Concast AG in Zurich/Switzerland.
Today Concast remains the frontrunner for modern, high performance
plants with latest installations for the Kalyani, Jindal group, SAIL and
many other steel makers in India. The increase demand for steel
worldwide but also on the Indian subcontinent has forced the Concast
group to set up a new organisation in Pune with an office with more
than fifty engineers for mechanical design, process and automation.
This office serves the local steel making community but also supports
the worldwide active organisation of Concast with state-of-the art
design and technology. With this new setup the Concast group remains
a leader for steelmaking equipment around the world.
CONCAST: LEADER IN LONG-PRODUCT STEELMAKING
Concast AG is a financially and legally independent member of the
SMS group, a leading international group of plant builders with an
annual turnover of around 3 billion Euro. The SMS group is engaged
in plant construction and mechanical engineering for the steel,
nonferrous metals and plastics industries, and press and forging plants
for the automotive industry.
Concast is the global center of competence for long products within
the SMS group, supplying entire plants as well as individual electric
arc furnaces, secondary metallurgy facilities and continuous casters.
For long product rolling mills Concast collaborates with SMS Meer.
CONCAST AND INDIA
It is for granted, that Concast was one of the pioneering companies to
bring modern steel technology onto the Indian subcontinent, too.
It was already in the early 60-ties when Concast made its first steps
into the Indian market. Back in 1961 the stone-laying ceremony for a
first continuous casting plant at Canara Steel in Mangalore took place.
Swiss Label India
CONCAST AG
Toedistrasse 9
CH-8027 Zurich - Switzerland
Tel.: +41 (0) 1 204 6511
Fax: +41 (0) 1 202 8122
E-mail: sales@concast.ch
SMS Concast Engineering (India) Pvt. Ltd.
Virmar, 975-Nana Peth
Pudumjee Park
Pune 411 002 - India
Tel.: +91 20 2634 71 66
Fax: +91 20 2634 77 39
E-mail: csi@cseil.com
19
C O M PA N Y P R O F I L E
® DHL
DHL - Number One in Express
and Logistics
DHL is the global market leader in international express, overland transport and air freight. It is also the world’s number 1
in ocean freight and contract logistics. DHL offers a full range of customised solutions - from express document shipping
to supply chain management.
globe than any other competitor. In this respect our motto “More
Performance” refers to the fact that we provide the same products and
quality standards in all 220 DHL countries. With a nearly 12 % market
share on Air and Ocean Services we today are by far the market leader
in the Logistics industry.
How strong are the ties to India, what rank does the Indian market
have for DHL?
The DHL group, and especially the former Danzas group, enjoyed a very
long standing partnership with the Lemuir group in India. Both companies have formed this year DHL Logistics India whereby DHL is holding
76% and Lemuir 24% of the shares. The new Company enjoys the
number 1 position in the Indian Forwarding environment and employs
in 21 location throughout India about 300 Logistics experts.
® DHL
20
What are your further plans?
Among the four biggest production markets in the world - being Russia,
China, Brazil and India - the latter profits from the most stable political
and economical situation. We therefore strongly believe in a favourable
investment climate which will lead to a strong market growth.
“W
e transport shipments rapidly, safely and on time all
over the world. The basis for this is our comprehensive
network, combining air and ground transport for optimal delivery performance”, says Thomas Christ, CEO of DHL based
in Basel. “On the one hand, this gives us worldwide reach, and on the
other a strong local presence and unique understanding of local markets
and customers”, he emphasizes.
DHL Logistics Switzerland as well as our European DHL colleagues will
hence strengthen our commercial ties with India in the coming months.
GLOBAL REACH AND LOCAL KNOWLEDGE
In the logistics area, globalisation is creating ever more complex
supply chains. Again, DHL’s combination of global reach and local
knowledge is a key competitive edge. “We offer a wide range of
standardised services as well as tailor-made industry solutions”, says
Thomas Christ. “This is the only way to deliver to the high standards
that our global customers are demanding.”
DHL is 100% owned by Deutsche Post World Net. DHL’s international network links more than 220 countries and territories worldwide. Around 285 000 employees are dedicated to providing fast and
reliable services that exceed customers’ expectations in 120 000 destinations in all continents.
Mr. Christ, your motto is “More Performance, More Services, More
Possibilities”. Could you explain the vision behind the motto?
In the last years the DHL group has acquired a considerable amount of
companies around the world. Especially in the world of DHL Logistics,
where we offer worldwide Airfreight, Oceanfreight and Supply Chain
Solutions we today are in a position to offer more Services around the
Dr. Thomas Christ - DHL Logistics (Switzerland) Ltd
Global Forwarding
St. Jakobs-Strasse 222
P.O. Box 2647
4002 Basel - CH-Switzerland
Tel.: +41 (0) 61 315 96 33
Fax: +41 (0) 61 315 96 40
E-mail: thomas.christ@dhl.com
Website: http://www.dhl.ch
DHL Danzas Lemuir Pvt. Ltd
101/102, Prime Corporate Park,
Sahar Road, Andheri (East)
Mumbai - 400 059 - India
Tel.:+91 (80) 22 6678 6868
Fax:+91 (80) 22 6678 6820 / 6886 / 6884
Website: http://www.dhl.co.in
Swiss Label India
C O M PA N Y P R O F I L E
Gherzi Eastern Limited
® Gherzi Eastern Limited
“Our customers benefit from end to end design, engineering and
project management services”
Pradip Dutt, President and CEO
After an MBA from the Indian Institute of Management in Ahmedabad, Pradip Dutt started his career in 1976 at Larsen & Toubro
Limited, the largest engineering conglomerate in India for construction, chemicals, petrochemicals, oil & gas, power, railways,
defence, and IT. In 2002 Pradip Dutt became Senior Vice President of Dodsal Limited, an Indian company specialising in
engineering and construction in the oil & gas, nuclear power, and roads & highways sector. Subsequently, he worked in the U.A.E
at Dodsal Pte. Ltd., Dubai of which he became the Country Manager for Qatar and North Africa. But after this time in the Gulf
and many trips in the region, his desire to return to India led him to accept the offer from Gherzi in August 2007. For a man
of the land that he has long been, Pradip Dutt enjoys the intellectual aspect of his duties.
® Gherzi Eastern Limited
21
G
herzi Eastern Limited with its head office located in Mumbai
was founded in 1960, as a public limited joint venture company
between Gherzi AG of Zurich and the Indian conglomerate,
the Wadia Group. Across the world, Gherzi encompasses the infrastructure sector (motorways, bridges and interchanges), environmental engineering and construction, as well as health, chemicals, pharmaceuticals,
food products and textiles. This visionary group has brought to India
its experience not only in the field of textiles but has also undertaken
rationalisation of other indusrial facilities and technologies existing in
the country, while always remaining focused on design and consultancy.
A year ago, Gherzi Eastern decided to add construction to its portfolio of
businesses. Today, infrastructure and real estate development are booming
in India. Enriched by its considerable experience and the expertise
of its over 700 employees, located in offices in Mumbai, New Delhi,
Calcutta, Chennai, Bangalore & Pune, and project sites spread across the
country, the company has all the tools to succeed in this area, especially
because customers want end-to-end design, engineering and project
management services. That however will not prevent Gherzi from
pursuing its traditional line of business of design and engineering for the
textile industry, even though this sector, which was a major one in the
sixties, now represents only 15% of its revenues. Construction represents
30%, added to which is the 25% related to infrastructure. The remaining
30% comes from engineering consultancy.
Swiss Label India
“In the course of my business schedule, I often travel between Calcutta,
New Delhi, Chennai, Bangalore and other cities across the country. My
time is divided between studying reports on various projects, discussions
with senior general managers about new prospects, negotiations for large &
important projects, and meeting important clients. During late afternoons
when I often devote time to think about new business opportunities for
Gherzi: nowadays huge investments are made being in the Indian infrastructure and construction sectors. Nonetheless, Gherzi Eastern Ltd remains
open to prospective foreign partners who wish to co-operate with us on new
projects. Indeed, it seems to me important to ally ourselves with companies
who possess expertise in disciplines in which Gherzi needs to enhance its
skills. I am a great believer in synergies, which give rise to some great ideas.
The future prospects give us good reasons to be very optimistic.”
Raheja Point I, Wing ‘A’,
Jawaharlal Nehru Road,
Vakola, Santacruz (E) - MUMBAI - 400 055
Tel: +91 22 6702 1380 - Fax: +91 22 2667 3193
Email: gel@gherzieastern.com
® Endress+Hauser Instruments International AG
C O M PA N Y P R O F I L E
Endress+Hauser Instruments
International AG, Reinach/BL
“Nachhaltigkeit als zentraler Wert”
Interview mit Jean-Gyl Capt, Geschäftsführer der
Endress+Hauser Instruments International
Endress+Hauser ist ein weltweit tätiger Anbieter von Automatisierungslösungen. Exzellente Produkte und zukunftsweisende
Dienstleistungen unterstützen die Prozesse der Kunden durch ein Höchstmass an Qualität, Sicherheit und Effizienz. Jean-Gyl Capt,
CEO von Endress+Hauser Instruments International AG, erläutert in unserem Interview die Endress+Hauser Firmenphilosophie sowie
innovative Messtechniken und gibt Auskunft über die vielfältigen Endress+Hauser Aktivitäten auf dem indischen Subkontinent.
Können Sie uns einige Produkt- und Lösungsbeispiele nennen, die Sie hierfür
anbieten?
Das ist nicht ganz einfach, denn ein richtig typisches Beispiel gibt es nicht,
es ist vielmehr eine schier unendliche Vielfalt, die uns als Anfragen von
unseren Kunden täglich erreicht. Ein recht bekanntes, weil sehr erfolgreiches Produkt ist sicherlich der “Liquiphant”, ein Füllstandgrenzschalter
für Flüssigkeiten. Der Liquiphant sieht aus und arbeitet ähnlich wie
eine Stimmgabel: Er vibriert auf einer bestimmten Frequenz. Wenn sich
diese Frequenz ändert, weil eine Flüssigkeit die Gabel bedeckt, stellt dies
der Liquiphant fest, worauf er schaltet und ein Signal ab gibt, mit
welchem zum Beispiel eine Pumpe ausgeschaltet werden kann. So wird
der Überlauf von Behältern einfach und sicher verhindert.
® Endress+Hauser Instruments International AG
22
Herr Capt, Endress+Hauser gilt als einer der international führenden Anbieter
von Messgeräten und Automatisierungslösungen für die industrielle Verfahrenstechnik. In welchen Bereichen ist Endress+Hauser hauptsächlich tätig?
Endress+Hauser verfolgt einen segmentierten Ansatz: Zum einen was unsere
Angebotspalette angeht, aber auch im Hinblick auf die Struktur unserer
Kunden. Traditionell kommen wir aus dem Bereich der Feldinstrumentierung; unsere Schwerpunkte bilden hier die industrielle Messtechnik
für Durchfluss, Füllstand und Druck sowie die Wasseranalyse. Im Laufe
der Zeit haben wir unsere Angebotspalette auf Wunsch unserer Kunden
zunehmend erweitert und bieten heute neben den genannten Parametern
auch Temperaturmesstechnik, Messwertschreiber und Data Logger an.
Ergänzt wird diese Produktpalette um einen weltweiten Service sowie unser
Lösungsgeschäft, also das Engineering kleinerer Produktionsanlagen sowie
Anlagenkomponenten inklusive der Informationsaufbereitung für kommerzielle Datenverarbeitungssysteme wie beispielsweise SAP.
E+H-Neubau im indischen Aurangabad.
Präzision und Zuverlässigkeit sind im Messbereich unabdingbar. Wie
gewährleistet Endress+Hauser weltweit Höchstqualität und dies auch bei
Massenprodukten?
Qualität in ihren unterschiedlichsten Facetten ist sicher ein weites Thema.
Für uns ganz besonders auch deshalb, weil wir mit unseren Messgeräten
Sicherheit, Zuverlässigkeit und langjährige Verfügbarkeit den Kunden
zusichern. Aber wir können es dabei nicht mit der Produktqualität
bewenden lassen. Qualität muss auch an allen anderen Stellen stimmen:
Vom ersten Beratungsgespräch bis hin zur Rechnungsstellung und zum
AfterSales-Service.
Ein Beispiel für eine Automatisierungslösung sind unsere “Fluid
Management Solutions”: Das ist ein Messsystem, welches an Übergabepunkten von Mineralöl-Produkten eingesetzt wird, also beispielsweise
bei der Verladung dieser Produkte auf ein Schiff, einen Zug oder einen
LKW. Diese Messsysteme werden aus einer Vielzahl von Komponenten
zusammengestellt wie zum Beispiel Durchflussmesser, Ventile, automatische Probennehmer, Filter, Analysestationen, etc. Dem Kunden stehen
hier Genauigkeitsklassen im eichpflichtigen oder nicht-eichpflichtigen
Verkehr zur Verfügung.
“Endress+Hauser=°C”: Blickt man auf die Endress+Hauser Produktlinien, so
entsteht der Eindruck, dass die Temperaturmesstechnik eigentlich nie ausgereizt
ist, wie zum Beispiel im Bereich der Dünnschichttechnologie. Teilen Sie diese
Wahrnehmung und wie setzen Sie diesen Ansporn Tag für Tag um?
Mit dem Ausreizen von Technologien verhält es sich wie mit der Innovation:
Es muss dem Kunden einen nachhaltigen Nutzen bringen und im Idealfall
einen Nutzen, den nur wir ihm bieten können. Dann ergibt es Sinn,
Technologien auszureizen, sprich sie an ihre Grenzen weiter zu entwickeln.
Und wofür steht der Endress+Hauser-Slogan “People for Process Automation”?
Das ist mehr als nur ein Slogan für uns: Es ist ein Versprechen, das wir
unseren Kunden geben, an dem jeder Mitarbeiter seine Arbeit ausrichtet.
Wir wollen für unsere Kunden ausserordentlichen und nachhaltigen
Nutzen schaffen! Und zwar mit unserer kompetenten, leistungsfähigen
und leistungswilligen Mitarbeiterinnen und Mitarbeitern.
Aber Sie haben es richtig erkannt: In der Temperaturmesstechnik steckt
nicht weniger technologisches Potenzial als in anderen Messprinzipien,
obwohl über Jahre vielerorts behauptet wurde, dass ein Pt 100-Sensor
nun mal einfach ein Pt 100 sei. Unsere Produktentwicklungen in der
Temperaturmesstechnik der letzten Jahre sprechen eine andere Sprache.
Zumal eine Temperaturmessstelle ja nicht nur aus dem Sensor besteht.
Die Palette an Temperatur-Produkten bei Endress+Hauser ist heute so
Swiss Label India
C O M PA N Y P R O F I L E
® Endress+Hauser Instruments International AG
Management und Asset Management. Dazu kommen umfangreiche
Service-Dienstleistungen, also Feld-Service vor Ort. Unsere Kunden in
Indien erhalten zusätzliche Dienstleistungen wie Geräte-Kalibrierung,
Inbetriebnahmeunterstützung, und vieles mehr. Auch Engineering Dienstleistungen und das Management ganzer Automatisierungsprojekte
erfolgen vor Ort in Mumbai oder den Branch Offices. Mehr als 50
Anwendungsberater und Servicemitarbeiter betreuen zusammen mit den
Kolleginnen und Kollegen vom Innendienst die indischen Kunden. Um
näher am Kunden zu sein haben wir neben dem Hauptsitz weitere zehn
Niederlassungen über das ganze Land verteilt. Und neben dem persönlichen Verkauf steht unseren indischen Kunden E-direct zur Verfügung:
Das ist ein Direktvertriebskanal, über den wir qualitativ hochwertige
Standardmessgeräte zu sehr günstigen Staffelpreisen und mit sehr kurzen
Lieferzeiten vertreiben.
Innovative Feldinstrumentierung von Endress+Hauser
durchgängig und optimal auf die jeweilige Anwendung abgestimmt wie
noch nie. So decken wir alle relevanten Anwendungsfälle mit einem gut
sortierten Produktwarenkorb ab. Sie sehen: Wenn wir erkennen, was der
Markt und unsere Kunden brauchen, richten wir uns so drauf ein, dass wir
heutige und kommende Anforderungen erfüllen können.
Mit dem Programm “Strategie 2011+” setzt Endress+Hauser den bisherigen
Entwicklungspfad fort. Welches sind die Kernpunkte dieser Strategie?
Zunächst einmal: Es ist richtig - die “Strategie 2011+” ist die
Fortschreibung unserer bisherigen Strategie. Wir haben da angepasst, wo
wir in unseren Erwartungen über oder unter Ziel gelandet sind und
Aspekte hinzugefügt, die bei der Formulierung der bisherigen Strategie
noch nicht so deutlich erkennbar gewesen waren wie sie es heute sind.
Inhaltlich steht über allem unser Ziel, für unsere Kunden nachhaltig überragenden Nutzen erzeugen zu wollen. Das ist unsere Daseinsberechtigung.
Hierzu haben wir eine Reihe von Eckpfeilern, die uns bei der Erreichung
dieses Ziel unterstützen:
• Erstens braucht es ein Regelwerk, wie wir miteinander umgehen wollen;
dieses haben wir in Vision, Mission, Credo, unseren Werten und unserer
Kultur festgeschrieben. Im Zentrum unseres Tuns steht dabei der
Mensch: Talentierte, loyale und gut ausgebildete Mitarbeiter stellen in der
ganzen Welt unsere Kunden zufrieden.
• Zweitens erzeugen wir ein hohes zusätzliches Wachstum und den
entsprechenden Gewinn, durch die Ausweitung unserer Geschäftsfelder
und die richtige Branchenausrichtung auf die Wachstumsindustrien,
sowie durch Innovation und “Operational Excellence”.
• Als dritter Punkt achten wir darauf, dass sich unsere Messgeräte nahtlos
in die relevanten Systemarchitekturen integrieren lassen, und zwar
mechanisch, elektrisch, elektronisch und informationstechnisch.
• Viertens: Kontinuierliche Verbesserung, KVP oder Kaizen ist ein gelebter
Teil unserer Firmenkultur.
• Und fünftens: Unsere Gruppenfirmen vernetzen sich noch stärker, um
die Synergie-Effekte für unsere Kunden zu optimieren.
Mit seinen fast 8’000 Beschäftigten ist Endress+Hauser in Europa, den USA
und natürlich auch in Asien vertreten. Auf dem indischen Subkontinent ist
Endress+Hauser seit über 25 Jahren vor Ort. Welche Produkte und Dienstleistungen werden von Endress+Hauser (India) Pvt. Ltd. mit Sitz in Mumbai
und den 10 Branch Offices angeboten?
Stimmt, das ist schon mehr als ein Vierteljahrhundert. Endress+Hauser
Indien vertreibt die gesamte Produktpalette der Gruppe: Prozessmessgeräte
für Füllstand, Druck, Durchfluss, Temperatur, Wasseranalyse, sowie
Automatisierungslösungen wie Tankfarm-Management, BestandsdatenSwiss Label India
In Aurangabad steht darüber hinaus seit 2000 eine Produktionsstätte für
Durchfluss-Messgeräte. Im November 2007 ist der Spatenstich für einen markanten Ausbau der Produktionskapazitäten erfolgt; der Neubau soll im Herbst
des laufenden Jahres bezugsbereit sein. Welche Art von Verbesserungen streben Sie
mit dem neuen Produktionswerk an?
Es geht bei dem Neubau in Aurangabad für die Durchflussmesstechnik
um die notwendige Kapazitätserweiterung der bestehenden Anlagen.
Weil wir ein Schweizer Unternehmen sind und unsere Hauptproduktionsstandorte in Europa angesiedelt sind, haben wir in wichtigen
Märkten und Regionen zusätzliche Kapazitäten geschaffen, um die
kundenspezifischen Endmontagen und die Kalibrierungen und damit die
Lieferung unserer Produkte zu beschleunigen.
Endress+Hauser versteht auch den Ausbau in Indien als Teil einer nachhaltigen
Wachstumsstrategie. Was bedeutet für Endress+Hauser Nachhaltigkeit gerade in
einem Schwellenland wie Indien?
Nachhaltigkeit ist einer unserer zentralen Werte. Nicht zuletzt weil wir
mehr als 50 Jahre nach der Firmengründung immer noch im Privatbesitz
der Familie Endress sind. Die Eigner-Familie prägt die Unternehmung
kulturell sehr stark. Und wenn die Shareholder einen derart hohen
Identifikationsgrad mit dem Unternehmen haben wie bei uns, ist das
Geschäft konsequenterweise stark auf Nachhaltigkeit und Konsistenz
ausgelegt. Das gilt für Endress+Hauser grundsätzlich. Und eben auch
für unser Engagement in Indien!
Endress+Hauser hat ein klares Bekenntnis zu Indien ausgesprochen. Mit
unseren Vertriebsaktivitäten haben wir bereits vor mehr als 25 Jahren den
ersten Schritt getan und seither unsere Präsenz kontinuierlich weiter
verstärkt und ausgebaut... indem wir 1994 ein “Endress+Hauser Branch
Office” gegründet haben und seit dem 1. April 2000 mit einer eigenen
Vertriebsfirma vor Ort tätig sind. Ungefähr zur selben Zeit hat die
Endress+Hauser Gruppe das erste Produktionswerk für Durchflussmessgeräte in Indien eröffnet. Diesen Weg werden wir in den nächsten
Monaten und Jahren weiter gehen und sukzessive für alle physikalischen
Messprinzipien Produktionsstätten hier installieren. Damit werden wir in
Zukunft noch mehr als bisher Arbeitsplätze in Indien schaffen.
Endress+Hauser Instruments International AG
Kaegenstrasse 2 - CH-4153 Reinach
Tel.: +41 (61) 715 81 00 - Fax: +41 (61) 715 28 88
Email: info@ii.endress.com - http://www.endress.com
23
C O M PA N Y P R O F I L E
NESTLÉ INDIA
Martial Rolland, Chairman and Managing Director
of Nestlé India
® NESTLÉ INDIA
In twenty years with Nestlé, Martial Rolland has always lived outside Europe:
in India from 1988 to 1992, Thailand from 1992 to 1995, Pakistan from 1995 to
2000 and in Turkey and Central Asia from 2000 to 2004. In every country he
has worked in various functions of sales and marketing, and prior to his move
to Delhi to take charge of the South Asia Region he was in charge of Nestlé in
Turkey and Central Asia. With an Asian wife and children born in Pakistan, he
has strong ties to Asia. Since his return to India end of 2004 Martial Rolland
has been pleased to witness the country’s economic acceleration.
A
s someone who knew the changeless India of before economic
liberalisation, Mr. Rolland was struck to see his office near
Delhi surrounded by buildings in an area virtually empty
before. The Indians have now much more confidence in themselves.
Not only do they no longer dream of leaving for the West, but many are
returning to create success stories. Also, the way Westerners see India has
changed, attracted by the country’s potential.
CREATING SHARED VALUE AND
A WIN-WIN RELATIONSHIP:
Meanwhile, Nestlé India is continuing its work and reaping some excellent rewards in this region with 25% growth and a turnover of one billion
Swiss Francs.
With a presence here since 1912, Nestlé established a network for
collecting milk at its first factory built in the state of Punjab in 1961. The
very first day of collection of milk in 1961 totalled 511 kg. Today close
to 100,000 farmers deliver over a million kg of milk every day. Nestlé’s
commitment to collect milk from farmers has been sustained over the last
46 years. Even during the period of social unrest in the region in the
1980s, Nestlé continued to collect milk on a daily basis. Impressed by
this steadfastness, the farmers placed their trust in Nestlé, which worked
for the good of the community. Veterinary and agricultural services are
provided, especially for the improvement of the herd, the quality of feed
and raising productivity and quality of milk. Considering the major role
played by the women in the dairy development, a Village Women Dairy
Development Program for training them in good dairying practices has
to date benefited over 30,000 women.
Besides this, in 1999 Nestlé finalised a clean drinking water programme:
over 95 deep bore wells have been constructed at village schools near
Nestlé factories from which over 33,000 students today have access
to clean drinking water. As a signatory to the UN Global Compact,
Nestlé is helping build clean drinking water facilities. Through its Water
Education program, Nestlé further educates students in village schools
about water conservation and hygiene measures. Over 13,000 students
already benefit from this program.
® NESTLÉ INDIA
24
effective supply chain management. This is just one example amongst
many which shows the country’s huge infrastructure development needs.
A lorry still takes 17 days to go from Calcutta to Mumbai. Mr. Rolland
says that it took him recently 7 hours to do 200 km in a rural area in
central India. Hence, moving forward, a lot needs to be done to reduce
the disparities that exist between urban and rural...
The advantage of this approach is that it is a win-win, hence sustainable.
MOVING MORE QUICKLY TO DEVELOPMENT:
Not only dairy products, but coffee, tea, chocolate as well as culinary
products primarily for the local market are now produced at 7 Nestlé
factories in India. While India is the world’s biggest milk producer,
with annual production of about 100 million tonnes, the unused
surplus of fresh milk is not always available for processing for lack of
Nestlé House
Jacaranda Marg,
‘M’ Block, DLF City Phase II,
Gurgaon 122002 (Haryana), India
Tél. : +91 (80) 124 238 9300
Fax : +91 (80) 124 238 9411
Website: http://www.nestle.in
Swiss Label India
C O M PA N Y P R O F I L E
PricewaterhouseCoopers
“For a year now, there’s been a sense of a real Swiss interest in India”
® PricewaterhouseCoopers
Monica Cohen Dumani, Partner Tax Department
India Business Group Leader (India Desk)
I
t’s probably the Asian part of her - Monica Cohen-Dumani’s mother
is Thai - that made her choose India when PwC identified the various
growth markets. This has long given this tax specialist a fascination
with the culture and history of this great country.
I remember that when this desk was set up, three years ago and so am well
aware of the incredible leap that our organisation has made in growing our
firm in India, now with offices in eight cities all over India, more than
4,000 employees and still growing very fast. We’re constantly recruiting!
Young people going abroad to study are tending more to come back to
work in the country. They are often more committed “to help build the
country’s future” than to high salaries. Many young graduates who have
studied in India are excellent. At PwC, people are our most valuable asset
and our main concern is to offer a quality of service beyond reproach.
start-ups in India are often tough. Some types of businesses are
limited, if not prohibited, for foreign investors. In retail for instance,
foreign direct investment is only allowed up to 51% of shares provided
that it is a single brand retail business. A joint venture with a local
business partner often gives better access to the market or is necessary
for regulatory reasons. On the other hand, the foreign company
having made all the investment to develop the brand and technology
and also bearing a substantial portion of the cost of investment for its
business in India, will think about what the Indian partner will
contribute and how to split the profits to reflect this de facto situation,
in particular in situations where the foreign direct investment is
limited like in the single brand retail business. The question is also
whether a company wants to sell in the Indian market or simply use
India as a platform for its production or to provide services to the rest
of the group. Once the business model, strategy and regulatory or
other constraints have been identified with our help, we can propose
a certain number of appropriate methods to route and organise the
investment from a legal and tax point of view, taking into account the
administrative aspects of maintaining the investment and the costs
associated with it, including any distribution of dividends or future
sale, etc. Our teams in Switzerland and India will be able to support
an enterprise at every stage, from feasibility study and strategy, working
out a business plan, finding a joint venture partner or a target for an
acquisition. We also can propose a structure together with aspects of
transfer pricing which cover matters like royalty payments, know-how
fees, etc up to finally dealing with implementation including obtaining
authorisations and compliance services.
In December with Seco I presented Switzerland to Indian investors in
Mumbai, Ahmedabad, Delhi and Puna. Until now the Indians have
established the closest business links with Holland, Germany and, of
course, the UK. You may say they discovered Switzerland as a “business
place” only recently. We are also working closely with our India Desks
in Europe, with which we share experiences and skills. We are very
proud of this network and the good relations we maintain between PwC
colleagues. It explains our success!
A MAZE OF CONSTRAINTS AND SOLUTIONS
All kinds of businesses are seeking to invest in India: retail, industrial,
textile, service and real estate and so on. Big investments are and still
have to be made in the infrastructure necessary for the development of
the country and its economy. Property prices are going through the roof
and real estate in Mumbai is amongst the most expensive in the world.
When a client tells me he wants to “do something” in India, I first try
to understand what he aims at and what he needs; we can do a feasibility
study of the project from a strategic perspective and help with drawing
up of a business plan. The regulations in India are strict and business
Swiss Label India
PricewaterhouseCoopers SA
Avenue Giuseppe Motta 50, 1211 Genève 2
Tel: +41 58 792 97 18
Fax:+41 58 792 96 43
www.pwc.ch/india
monica.cohen.dumani@ch.pwc.com
25
C O M PA N Y P R O F I L E
Remei AG, Rotkreuz
“Produktion auf gesunder Grundlage”
® Remei AG
Unter dem Qualitätssiegel bioRe ® bietet Remei AG Garne und Bekleidung aus
Biobaumwolle an. Remei AG bringt Sozialverträglichkeit und Nachhaltigkeit als
Zukunftsimpuls in das Wirtschaftsdenken ein. In unserem Interview stellt
Geschäftsführer Patrick Hohmann das durch die Vereinten Nationen UN
ausgezeichnete Unternehmen und sein Baumwollprojekt in Indien näher vor.
Herr Hohmann, Remei AG ist seit über 25 Jahren bestrebt, die
Wertschöpfungskette von Baumwollproduzenten, Spinnereien, Strickereien,
Färbereien und Nähereien auf eine nachhaltige Kette umzustellen. Nach
welchen Grundsätzen verfahren Sie und welche Ziele verfolgen Sie dabei?
Die Herstellung von bioRe® Produkten erfüllt folgende 5 Kriterien:
BIOANBAU:
Die Bodenfruchtbarkeit bleibt durch den Fruchtfolgewechsel
erhalten, während die Gesundheit der Bauern durch die Herstellung
ohne Pestizide und mineralische Dünger geschützt wird. Die Landwirte
erzielen dabei gute Erträge, die mit dem konventionellen Anbau
vergleichbar sind. Dadurch steigt das Einkommen der Bauern und sie
können aus dem Kreislauf der Verschuldung gelangen.
26
FAIRNESS:
bioRe® Produkte entstehen unter menschenwürdigen Produktionsbedingungen für Bauern und Textilarbeiter. Im Bereich der Landwirtschaft
erbringen wir Dienstleistungen wie Schulung, Abnahmegarantien,
Bio-Prämien über dem konventionellen Marktpreis der Baumwolle,
Management und Kapitalaufbau sowie Unterstützung von Einzelund Gemeinschaftsprojekten. Im Bereich der Industrie gewährleisten
wir, dass keine Kinder arbeiten und die Beschäftigten über geregelte
Arbeitszeiten und Minimallöhne verfügen.
ÖKOLOGIE IN DER PRODUKTION VON BEKLEIDUNG:
Unsere Baumwollprodukte werden ohne Chlor gebleicht und das Färben
erfolgt ohne toxische Schwermetalle. Auch wird bei der Veredelung kein
Formaldehyd eingesetzt und sämtliche Abwasser werden in Kläranlagen
gereinigt. Diese Massnahmen schützen die Gesundheit der Textilarbeiter
und die Haut der Konsumenten.
QUALITÄT:
bioRe Garne und Bekleidung werden auf jeder Prozessstufe, vom Garn bis
zur Konfektion, nach unseren bioRe® Qualitätsanforderungen überprüft.
®
TRANSPARENZ:
Die bioRe® textile Kette wird auf jeder Produktionsstufe zertifiziert.
Der Begriff der “Nachhaltigkeit” erfährt in der heutigen Zeit schon beinahe
eine inflationäre Verwendung. Was bedeutet für Sie Nachhaltigkeit insbesondere bei der Produktion von Baumwolle und deren Weiterverarbeitung?
Der Begriff der Nachhaltigkeit erfährt in der heutigen Zeit viele Nuancen.
Unsere Hauptausrichtung gilt der nachhaltigen Verbesserung der Situation.
Für uns bedeutet dass die partnerschaftliche Zusammenarbeit mit allen
Lieferanten und Partnern sowie die Reduktion aller nicht notwendiger
Verschmutzungen und Zerstörungen. Nachhaltigkeit heisst für uns z.B.:
- Nachhaltige Landwirtschaft: darunter verstehen wir den biologischen
Anbau.
- Nachhaltige Färberei: darunter verstehen wir, dass die Stoffe, die wir
einsetzen, weder für die Umwelt noch für die Menschen giftig sind.
- Nachhaltige Partnerschaften: damit honorieren wir unsere Partner
durch eine langfristige Geschäftstätigkeit, für die Entwicklung, die
sie mit uns angehen.
- Nachhaltiges soziales Umfeld: wir legen uns auf das SA 8000 System
fest, worin die sozialen Bewegungen einer Unternehmung nachhaltig
gepflegt werden.
Unter dem Qualitätssiegel bioRe ® bietet Remei AG die Produktion von BioBaumwolle in einer zukunftsgerechten Prozesskette. Eines dieser bioRe ®Projekte ist Ihr Baumwollprojekt in Indien. Können Sie uns dieses etwas
näher vorstellen?
Das Biobaumwollprojekt bioRe® India wurde 1991 gegründet. Es ist
der Anfang der integrierten bioRe® Textilkette, welche Bauern, die textile
Industrie und den Handel partnerschaftlich verbindet. bioRe® India ist
weltweit eines der grössten Projekte dieser Art. Ziel des Projektes ist die
Lebensgrundlage von Kleinbauern über den biologischen Anbau von
Baumwolle zu verbessern und die Bauern in die textile Kette einzubinden. Der biologische Anbau ermöglicht den Bauern, ihre landwirtschaftliche Produktion auf einer gesunden Grundlage aufzubauen, da
keine Kredite für teure Agrochemikalien nötig sind, die Produktionskosten
reduziert werden und ihre Erträge stabiler werden.
Heute arbeiten wir mit ca. 8’000 Kleinbauern mit einer Landwirtschaftsfläche von ca. 30’000 acres.
Und wie können Sie sicherstellen, dass beispielsweise in Indien auch
Sublieferanten keine Kinder oder Zwangsarbeiter beschäftigen?
Gerade in Indien ist die Zusammenarbeit mit Sublieferanten sehr
schwierig. Dank unserem SA 8000 System sind wir in der Lage, die
ganze Kette zu kontrollieren. Jeder Sublieferant muss die Konformität
der SA 8000 Kriterien erfüllen.
Wie vermitteln Sie den lokalen Baumwollproduzenten, dass sich für sie
Nachhaltigkeit auch in Zeiten von Konkurrenzdruck und Gewinnmaximierung lohnt?
Selbstverständlich unterliegen wir einem Konkurrenzdruck, aber wir
vergleichen uns nicht mit dem konventionellen Markt. Wir laden unsere
Bauern zur Zusammenarbeit ein und geben ihnen eine 5-Jahre-Abnahmegarantie unter der Bedingung, dass sie auch die ökologischen Kriterien
Swiss Label India
® Remei AG
C O M PA N Y P R O F I L E
erfüllen. Für diese erhalten sie einen Mehrpreis. Ausserdem wird durch
die Partnerschaft mit ihnen nochmals ein zusätzlicher Mehrpreis abgeführt, der dem Fairtrade ähnlich ist, aber mehr die individuelle Struktur
als die Gemeinschaft fördert. Darüber hinaus unterstützen wir das
kommunale Leben durch Entwicklungsprojekte wie z.B. Schulen, Mobile
Klinik, Biogasanlagen, Baumpflanzungen und vieles mehr.
Ihr Unternehmen ist im Jahre 2002 von den Vereinten Nationen (UN)
ausgezeichnet worden. Für was wurden Sie geehrt und welcher Ansporn
ergibt sich daraus für Remei AG?
Remei AG und Coop erhielten den “Internationalen Umweltpreis für
nachhaltige Entwicklungspartnerschaften”. Diese Auszeichnung wurde
den beiden Unternehmen für die Entwicklung des Naturaline BioBaumwoll-Projektes in Indien und Tansania überreicht. Damit wurde
die beispielhafte, engagierte Zusammenarbeit zwischen Remei AG und
Coop gewürdigt, die vom Anbau, zur Produktion, über die Verarbeitung
bis zum Handel nachhaltige Wirkung zeigt.
Vor über 10 Jahren gründete Remei AG die bioRe ® Stiftung. Welche
Zwecke und Ziele versuchen Sie damit zu verwirklichen?
Die bioRe® Stiftung fördert die biologische und biodynamische
Landwirtschaft im Baumwollanbau in Entwicklungsländern.
Ausserdem fördert sie die Kapitalbildung vor Ort sowie den Aufbau
von technischen und sozialen Infrastrukturen für die Gemeinschaft,
insbesondere in den Bereichen Schulung und Ausbildung, Gesundheit
und Ernährung.
Swiss Label India
Die Herstellung von Textilien nach nachhaltigen Kriterien ist das eine,
deren Verkauf das andere. Wie reagieren die Verbraucher auf bioRe ®Produkte und muss Öko-Mode überhaupt nach Öko aussehen?
Wir freuen uns, dass die Verbraucher unsere Produkte kaufen. Sie interessieren sich dafür und wir wollen unsere Produkte interessant gestalten.
Es sind modernste Produkte, die wie aus einer Selbstverständlichkeit
heraus Bio sind und sozial verträglich sowie ökologisch fortschrittlich
hergestellt werden. Wir wollen, dass Bio und Nachhaltigkeit zukünftig
eine Selbstverständlichkeit sind, und dass die Kunden über das gute
Aussehen sowie die hohe Qualität unserer Produkte begeistert sind.
Sie sollen unsere Produkte kaufen, weil sie die besten sind.
Und sind die Verbraucher auch bereit, für bioRe ®-Produkte tiefer in die
Tasche zu greifen?
Ja, die Verbraucher sind bereit, mit einem vielleicht etwas höheren
Preis unsere Anstrengungen zu honorieren.
Remei AG
Lettenstrasse 9
CH-6343 Rotkreuz
Tel. :+41 (0) 41 798 32 32
Fax :+41 (0) 41 798 32 00
E-Mail: info@remei.ch
Website: http://www.remei.ch
27
C O M PA N Y P R O F I L E
Rieter’s growth strategy for India
Rieter is a Swiss-based industrial group with activities in all regions of the world. It is a leading supplier of products and
services for the textile and automotive industries. Rieter’s worldwide workforce totals approximately 15’500 employees,
some 13% of whom are based in Switzerland.
nised acoustics and thermal management partner, Rieter Automotive
Systems is a leading supplier to the automotive industry worldwide.
A GLOBAL PARTNER
Innovative solutions in a total vehicle approach - from the engine
compartment right through to the interior floor and the underfloor,
the interior trim and the trunk - are Rieter’s contribution to making cars
more comfortable, lighter and more fuel efficient. Rieter Automotive
Systems has the capabilities, the network of know-how and the facilities
to supply its customers with a complete acoustic package wherever they
may be located.
Present on all major car manufacturing and textile machinery markets,
Rieter is close to its customers’ facilities whether they be long-established
or newly developing industrial realities. On the move into the 2000s
as a truly global company: the Rieter Group, one of the world’s leading
manufacturers of textile machinery and automotive components.
“Rieter aspires to achieve sustained growth in corporate value for the
benefit of shareholders, customers and employees,” says CEO Hartmut
Reuter. With this in mind, Rieter seeks to maintain continuous growth in
sales and earnings in both divisions, primarily by maximizing in-house
resources, and secondly also through cooperative ventures and acquisitions.
28
® Rieter Holding AG
Since it was established in 1795, Rieter has continuously adapted to
new challenges and developed from a Swiss machine manufacturer into a
T
he group comprises two divisions: Rieter Textile Systems and
Rieter Automotive Systems. Both divisions are world market
leaders in their respective market segments.
Rieter Textile Systems develops and produces machinery and integrated
systems for converting natural and manmade fibers and their blends
into yarns and nonwovens. “Rieter Textile Systems is the world’s leading
supplier of products and know-how covering the entire spinning process
and can therefore develop optimal solutions for customers,” says Hartmut
Reuter, CEO of Rieter.
Rieter Textile Systems supplies technologies for producing nonwovens,
a segment with numerous applications ranging from the hygiene to the
industrial and the medical sector making this still young segment correspondingly dynamic.
® Rieter Holding AG
In partnership with automotive manufacturers, Rieter Automotive
Systems develops and produces components, modules and integrated
systems on the basis of fibers, plastics and metals in order to provide
acoustic comfort and thermal insulation in motor vehicles. As a recogSwiss Label India
C O M PA N Y P R O F I L E
worldwide industrial group of companies. Rieter has been a driving force
for industrial progress for 210 years: its products and solutions are the
outcome of a traditionally high level of innovative momentum. Based on
the skills of its personnel, Rieter creates products that are ideally tailored
to its customers’ needs. As partner and supplier of the textile and the
automotive industry, Rieter contributes to the success of its customers.
Continuous further development is the motivation for its employees
and the basis of its business success. “These principles - delight your
customers, enjoy your work and fight for profits - also represent the
pillars of our corporate vision,” emphasises Hartmut Reuter.
Mr. Reuter, what potentials do you see for Rieter in India?
We see a very big potential in India: We expect that the markets for our
products in India will develop positively. The textile as well as the automotive industry will grow strongly in India. In 2006 India headed the sales
ranking of Textile Systems surpassing markets like Turkey and China by far.
In 2007, India was behind Turkey our second largest market, still surpassing
China. In the field of textile components, all major spinning machinery
manufacturers world-wide - including India and China - are among our
customers. This achievement was due to the success of the TUFS, the trend
towards high-class and higher automated machines and the long delivery
times of our main competitors. We expect further high sales in the coming
years. We also see potential for our automotive division. In 2006 we
acquired a 100% share in an Indian automotive supplier. The company is
located in Behror, Rajasthan and supplies customers like Mahindra, Maruti
Suzuki, Tata, Fiat India, GM India and others with acoustic components.
29
® Rieter Holding AG
What are your plans for the near future?
We want to take an active part in the development in India and participate in this growth with local creation of value. We are going to expand
the presence of both our divisions in India. For both our activities we
have the necessary government licenses and we want to further invest.
In the division Textile Systems we are expanding our manufacturing
location near Pune with a new building, new machines and additional
employees and we are also planning a second production site nearby.
The division Automotive Systems is expecting substantial orders from
Asian car manufacturers setting up new plants in the South of India.
To support these customers we are planning to establish a new production plant also in that area. We assume that this will only be the beginning. Provided that the growth rate of car production in India and our
order intake will continue on the high level of the past few years we will
build 3 to 4 new plants in India in the next 5 to 10 years.
We calculate with a total investment volume for Textile and Automotive
of 100 to 120 million US dollar for the next 5 to 10 years. Our workforce
will accordingly double or even increase threefold. We have allocated
the required resources. Of course, our plans in India also depend to some
extent on the market development. But we are confident about the future
of India and about the future of Rieter in India.
And what is the vision?
During the next years we want to establish in India a large-scale hub
for Rieter’s textile machinery business in Asia. Rieter India will have a
leading role, not only for India but also for a global business approach.
Swiss Label India
Rieter Machine Works Ltd.
Klosterstrasse 20
CH-8406 Winterthur - Switzerland
Rieter India Private Ltd.
1005-1008 Hemkunt Tower
98 Nehru Place
New Delhi 110019 - India
Tel: +91 11 264 485 01
Website: http://www.rieterindia.com
E-mail: rieterindia@rieter.com
C O M PA N Y P R O F I L E
Swiss International
Air Lines Ltd.
® Swiss International Air Lines Ltd
® Swiss International Air Lines Ltd
“The recent doubling of SWISS’ flights from Zurich
to India with the addition of the Zurich-Delhi service
and the stepwise successful implementation of our
cooperation with Lufthansa are milestones to boost
SWISS’ position in the Indian market” by
Jean-Philippe Benoit, General Manager and Urs Schmid, Manager Finance
J
JPB: I don’t like dwelling too much on Swissair’s difficulties, which
affected many of us. Imagine - Swissair, a top-notch leading airline
deeply rooted in the history of aviation and with a strong corporate
culture that gave the carrier a sort of very special touch with its
customers world-wide, a sort of family belonging. And one day, all
of a sudden, it was all unplugged, no more light. So the incredible
struggle – and finally succeeded - by each and every staff, to assert the
reason to start the new airline: Swiss International Air Lines. Everything
became new; just like sketching on a blank sheet of paper. Speed in
decision and action was the key to make an impact on the market
place, gain customer acceptance fast, and with it the needed recognition and finally the trust. The innumerable, deep-cutting but necessary adjustments were needed in order to stay afloat in an increasingly
challenging environment, not even mentioning the adverse external
factors at that time, such as the SARS crisis or the Gulf War. SWISS
has gone from 126 aircraft at foundation time to 73 today without
loss in the number of seats, thanks to the larger aircraft that gradually
entered service. We seem to have come to terms with all the challenges
and on the way, learnt the basics: stay fit, never relax.
US: The important thing for the new airline was to ensure continuity
in service, remove any fear of a service disruption from mind of the
customer. So basically, we had to deal with establishing a new airline
from scratch - incidentally this has been the largest start-up in the
industry to date, a daring complicated task given the international
nature of our business pattern. All this has been achieved by delivering service standards bound to convince our customer, and in
doing so, ensuring ultimate continuity of customer confidence, impression and expectations.
® Swiss International Air Lines Ltd
30
ean-Philippe Benoit (JPB) joined the SWISS India team last
October, while Urs Schmid (US) has already spent 12 years in
India. It will take two to cope with the remarkable growth of
SWISS in India. To materialise the doubling of flights between
Zurich and India with the recent introduction of the service between
Delhi and Zurich in addition to the Zurich-Mumbai flights, the
company has reinforced its organisation and logistics. Double capacity,
but not the staff count. Jean-Philippe Benoit joined the former
Swissair in 1974 and exercised a number of jobs mainly in sales and
marketing before taking up the torch with enthusiasm in India. Urs
Schmid, who will leave India this June after a 12-year spell will, by that
time, have completed 28 years of his career with the airline.
US (on India): Here, with the ascent that characterised India’s economy
since 1991, culminating in the real boost experienced in recent years,
practically all international airlines have increased their capacity on the
India route, in spite of (maybe partly leading to) acute shortcomings in
infrastructural facilities. SWISS actively participates in the race to secure
its fair share of the growing cake, with year-on-year double-digit sales
volumes practically since the company was founded. Huge. Electrifying.
JPB: The middle-class now represents a sizeable - and enlarging –
chunk of Indian society; here we talk of hundreds of millions of
people with both the financial means and the eagerness for international travel. Our very target. We have also experienced a healthy,
never-before, balance between our in-coming and out-going traffic.
This means an increase in visitors from Europe to India and vice versa.
The newest of all is this trend does not limit itself to the economy
compartment, but is visible in the business class cabin as well. It is a
consequence of Indian companies active in tackling new business
opportunities in Europe. Think of the booming IT technology sector
Swiss Label India
® Swiss International Air Lines Ltd
C O M PA N Y P R O F I L E
31
in India and the call centers operated by young people fluent in English
or the predominant automotive chain supply sector or even the pharma
sector and above all not to forget Bollywood: all this has a direct
noticeable impact on the cabin selection by customers. It is an entire
new ball-game which is being played, and we have to appreciate the
development in terms of our smashing business prosperity over the
past 2 years. May the year 2006 and specially 2007, be the trendsetter
years for a bright future ahead for SWISS in India. Managing the
growth is probably the nicest problem any manager can have. What
we, of course, have to do, is try and address truly sustainable growth
in qualitative just as much as in quantitative terms. These issues are very
much on our minds.
US: Another illustration of the exploding consumer demand in the
middle-class segment would be the number of new subscriptions to a
mobile telephone: 7 million every month!! That is the entire population
of Switzerland. This is phenomenal growth with no end seen. JPB
mentioned car-parts, but now it is the full car conceptual development
and manufacturing that is being established here in India. Carlos
Ghosn, the famed Renault-Nissan C.E.O., plans the production of a
ultra low-cost minicar, in the 3’000€ range, that will set an entirely new
slice of the population behind the steering wheel for the first time in
their life. Yet another quantum leap bound to reduce the gap with the
consumer societies of the West.
JPB: A world about our developing partnership with Lufthansa. The
German carrier presently operates to 6 destinations in India, namely
Delhi, Mumbai, Chennai, Bangalore, Hyderabad and Calcutta, partly
even on a double-daily basis, for a total of 45 weekly flights. Adding our
own 14, together we come to 59 weekly frequencies, giving both of us
Swiss Label India
an undisputed status as leader on the India-Europe axis. Our close
cooperation is supported by many customer-friendly features. To quote
but a few: all tariffs between the 2 airlines are combinable, so one may
combine the two airlines for either in- or outbound parts of the journey,
which results in greater choice of schedule. SWISS’ customers can accrue
or redeem their miles on a larger and fully integrated Miles-and-More
programme. Or simply, since we mentioned the tight airport infrastructure above and as a good way to comfortable alleviate the inconvenience; access is given for SWISS passengers to Lufthansa lounges.
On the commercial front, the fact of joint contracting with major
corporations is of course an advantage.
US: India can be called a success story for SWISS. Let’s do what it
takes to continually write a few successful pages in the future as well.
Swiss International Air Lines Ltd.
Hoechst House, 1st Floor
193 Nariman Point
Mumbai 400 021
Tel : +91 22 2287 0122 - Fax : +91 22 2204 0692
E-mail: contactus.bom@swiss.com - Website: www.swiss.com
C O M PA N Y P R O F I L E
SGS
“Integrity, consistency, expertise and professionalism are
the words that guide all our work”
® SGS
Claude Lanouhe, Chief Operating Officer for the South
Eastern Asia and Pacific Region.
Managing Director for SGS India and Sri Lanka
Claude Lanouhe is the Chief Operating Officer for the South Eastern Asia and Pacific Region as well as Managing Director for SGS
India and Sri Lanka, a position he has held since 2004. Between 2000 and 2004 he worked at the Vietnam office as Managing
Director after holding the post of Managing Director for SGS Senegal and before this the SGS Division Manager - Research &
Development from 1989 till 1994. He joined the SGS group in 1987 and started as Branch Manager of Matrama S.A (France).
Between 1973 and 1987 he held various management positions for global logistic group. Claude received his Master degree in
Tropical Agronomy and Economy and 1st degree Ph.D. in Economy and Management.
I
32
As far as SGS India is concerned, we deliver our expertise to a wide range of
local and international customers. We provide inspection, certification, verification and testing services to various sectors of the economy, products and
activities like for Agricultural, Mineral, Oil and Gas, Consumers Testing,
Industry, Environment, Automotive, Pharmaceuticals and Cosmetics,
Services to Government, Certification of systems and services. In four years,
we significantly expanded the business with huge investment in laboratory
equipments. SGS India employs now 3000 people in 35 locations and 17
laboratories all over India. Our local and international customers see our
company more as preferred partner than a service provider.
A VERY EXTENSIVE NETWORK
It has been great having been assisted by very competent managers and
staff in India and in the region at all level and in every business sector.
For sure it is very demanding to drive India and the region but so
rewarding in regards to the development and the goals achieved. Passion
and enthusiasm guide my life.
Our biggest asset as an independent third party service provider is the
credibility that SGS enjoys across the world. When we certify that such
product complies in term of quantity, quality, specifications, the accuracy
and reliability of our certificate is internationally recognized. Don’t forget
our tag line is “When you need to be sure.”
One key reason of our success is due to our very well interconnected
network, any innovation at a place anywhere in the world benefits the
whole network, in 140 countries. The transfer of knowledge from one
place to another is done very efficiently.
In this emerging country with enormous potential, our global
expertise means that we can propose innovative solution to meet the
needs expressed, we aim to be proactive and we tend to anticipate the
demand in each of our sectors of activity.
® SGS
n an international career, working in India has been a wonderful
experience. Present in India since 1950, SGS is perceived as a unique
company for its expertise, its independence and its human capital.
I took the position in India in February 2004 and since I focused on
positioning SGS India and SEAP region as clear leader and innovator
based on a solid structure, efficient network, unique reputation and
dedicated people. In brief, making sure SGS is strategically positioned
to grow and serve such booming economy.
INNOVATIVE SOLUTIONS
At a time when India is opening infrastructure projects at an exponential
rate, SGS expertise and integrity are decisive.
As an example, India faces problems of adulteration of road fuel with farmer
tax-free kerosene heading to tax loss. The Indian Government through the
Petroleum Planning Analysis Cell of the Ministry of Petroleum and Natural
Gas and the Oil Marketing Companies decided to initiate a program to
mark adulterants to identify and control the illegal presence of these
substances in road fuel. SGS has been able to set up such marking plan
involving 300 terminal locations pan-India covering 33,000 sites.
Another reason which explains SGS has benefited from the economic
boom is our commitment to maintaining the highest standards of governance, no compromise on Ethics, good working conditions for our
employees and the satisfaction of our customers, shareholders and the
public at large. The last vital element - the passion for a job well done!
SGS INDIA PRIVATE LIMITED
4B, Adi Shankaracharya Marg
400 083 Vikhroli (West), Mumbai
Tel.: +91 22 2579 84 21
Fax: +91 22 2578 17 59
Website : http://www.in.sgs.com
E-mail: SGS INDIA PRIVATE LIMITED
Swiss Label India
Index
The Company Profiles
B
N
Baldor
...............................................................................................................................................................
15
Buhler
...............................................................................................................................................................
14
Burckhardt Compression
.....................................................................................................
Nestlé
...............................................................................................................................................................
22
16
P
PricewaterhouseCoopers SA
C
Probst
CONCAST AG
...................................................................................................................................
...............................................
23 - 2e de Couv.
...............................................................................................................................................................
15
33
17
R
D
DHL
Remei AG
.................................................................................................................................................................
..........................................................................................................................................
24-25
......................................................................................................................................................
26-27
18
Rieter
E
Endress+Hauser
.....................................................................................................................
20-21
S
SGS
.......................................................................................................................................................................
30
Swiss International Air Lines Ltd. .......................... 28-29 - 4e de Couv.
G
Gherzi Eastern Ltd.
Swiss Label India
...................................................................................................................
19
■■■
SWISS LABEL
Société pour la promotion
des produits et services suisses
au moyen de l’Arbalète
Demande d’adhésion à Swiss Label
Membership application form for Swiss Label
À retourner à / To be returned to :
Swiss Label
Schwarztorstrasse 26 - Case postale - CH-3001 Berne
Tél. : +41 (0)31 380 14 35
Fax : +41 (0)31 380 14 15
info@swisslabel.ch - www.swisslabel.ch
L’entreprise soussignée répond aux questions suivantes et demande son adhésion à Swiss Label
The undersigned company’s responses to the questions below are as follows and it hereby requests membership of Swiss Label
1.
Nom de l’entreprise / Name of company__________________________________________________________________________________________________________________________
Personne responsable / Head of company
Adresse / Address
________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________________________________
NPA Localité / NPA Location
________________________________________________________________________________________________________________________________________
Tél. : __________________________________________________ Fax :
2.
__________________________________________________
E-mail :
______________________________________________
Où se trouve le siège de l’entreprise ? / Where are the company’s offices located ?
__________________________________________________________________________________________________________________________________________________________________________________
34
3.
L’entreprise est-elle une succursale / une filiale d’une entreprise étrangère ?
Is the company a branch / subsidiary of a foreign company ?
Oui / Yes
❏ Non / No
❏
Si oui de quelle entreprise ?
If so, which company ?
__________________________________________________________________________________________________________________________________________________________________________________
4.
5.
Pour quels produits ou service l’entreprise désire-t-elle utiliser l’arbalète ?
For which products or services does the company wish to use the Crossbow symbol ?
Part suisse de la valeur totale / Swiss proportion of total value
____________________________________________________________________
________________________________________________
____________________________________________________________________
________________________________________________
____________________________________________________________________
________________________________________________
____________________________________________________________________
________________________________________________
____________________________________________________________________
________________________________________________
Quel est son chiffre d’affaires avec les produits ou services mentionnés ? (n’indiquer que la catégorie)
What is the turnover for the products or services stated ? (state category only)
❏
❏
❏
❏
❏
❏
❏
Moins de 0,5 million CHF / leff than 0,5 million CHF ………………taxe annuelle / annual tax rate
Jusqu’à 1 million CHF / up to 1 million CHF …………………………taxe annuelle / annual tax rate
De 1 à 5 millions CHF / from 1 to 5 million CHF ……………………taxe annuelle / annual tax rate
De 5 à 10 millions CHF / from 5 to 10 million CHF …………………taxe annuelle / annual tax rate
De 10 à 50 millions CHF / from 10 to 50 million CHF ………………taxe annuelle / annual tax rate
De 50 à 100 millions CHF / from 50 to 100 million CHF ……………taxe annuelle / annual tax rate
Plus de 100 millions CHF / more than 100 million CHF ……………taxe annuelle / annual tax rate
: 180 CHF
: 360 CHF
: 480 CHF
: 720 CHF
: 960 CHF
: 1200 CHF
: 1500 CHF minimum
Lieu et date / Place and date
Timbre et signature / Stamp and signature
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Swiss Label India
SWISS
LABEL
La marque du vrai produit suisse
Das Zeichen für echte Schweizer Produkte