Celebrating its 5th edition as India’s largest exhibition for the technical textiles and nonwovens industry, Techtextil India lived up to its promise of a truly business and growth-oriented trade fair for India. The huge product portfolio by 158 exhibitors, strong international participation from 11 countries, concurrent Techtextil India Symposium, intense interactions with 5,050 business visitors from 31 countries and re-bookings for 2017 by over 30% exhibitors exemplified the trade potential and dynamism of the platform.  

 

Mr Vikas Sharan, Vice President, Textile Engineering – Knitting, Synthetics, Nonwovens & Carpets,  A.T.E. Enterprises Pvt Ltd said: “We have been participating in Techtextil India since 2009, and it gives me great pleasure to see the exhibition expanding and adding new Indian and international participants to its fold. We have witnessed the industry gatekeepers and decision-makers and had good interactions with those visiting our booth. The exhibition is not only holding ground but also showing positive signs of expansion.”

 

German exhibitor Lindauer Dornier GmbH strongly believes that the Indian market is advancing and demonstrates good potential for textile and technology players. Mr Alois Felder, Head of Product Management said: “We are machine makers who explore existing technologies and use them. Techtextil India enables us to understand the Indian market scenario and gain an idea of the competition. Currently, filtration is a big subject and we have come across focused visitors in that segment.”

 

First-time participants from China, Zhentai also reported a good business experience. Ms Cherry Zheng, Manager said: “In India, nonwoven fabric production is expected to go up and we met many useful contacts in this regard who showed strong interest in our machinery. We look forward to coming again for the next edition.”

 

The well-established format covering the entire technical textile value chain through its 10 product groups and 12 application areas brought to the forefront innovative concepts that can help the Indian technical textile industry better employ technology and resources to meet market demand.

 

Mr B.B. Sharma, CEO (Textile Projects), Sintex, who is looking at making sizeable investments in the sector, found the exhibition very useful. He said: “We are looking at setting up a spinning cotton plant in Gujarat with an investment to the tune of 6000 crore (USD 926 million), and came to meet some selected exhibitors at the show. However, there was so much to see and explore at the exhibition and integrate in our business. A lot of new products caught ourinterest. Dornier, for example, showed how weaving can be implemented for different applications, replacing conventional legacy of fabrics. The exhibition was very useful.”

 

 

Mr Pradeep Sharma, Proprietor, Ridham Synthetics Pvt Ltd said:

 

“I was in Kolkata and had to cut my trip short to visit Techtextil India because this is a very important fair for us. There were so many things I saw for the very first time including the plastic welding machine and felting equipment. We are setting up a new line of business for handbags and Techtextil India has provided a fair deal of variety in high-quality fabrics for our requirements – both from Indian and international exhibitors. I am glad I did not miss the show this year.”

 

 

 

Continuing the ethos of promoting the development of the technical textiles sector in its entirety, the annual Techtextil India Symposium brought together an eminent gathering of professionals and set the stage for discussions and deliberations within the textile fraternity.

 

 

 

Mr Pranaya Sabat, Marketing Manager, JCT Ltd who presented new developments in technical textiles in terms of raw materials at his session found the discussions highly productive. He said: “It was a stimulating discussion as the subject was fairly new and delegates were keen to know more and get their reservations cleared. Technical textiles is moving ahead and the show has become an important meeting point for the industry.”

 

Mr G. Ravishankar, Managing Consultant, K’s Technical and Management Consultants, who was attending the sessions said: “From the selection of topics to the technology highlights and new application areas, everything we see here points to growing opportunities and makes us confident to invest in the sector.”

 

Also impressed with the exhibition and symposium, Ms Nidhi Bhardwaj, Senior Manager Export Marketing – Polysters, Alok Industries Ltd said: “Alok Industries intends on increasing the exports and growth of its specialised yarns segment and what better place than Techtextil India to understand the technology, projects and products that are coming up in the industry. The sessions highlighted a lot of opportunities for nonwoven end use sectors. The international participation at the show reaffirmed our trust in the growing Indian market, which is drawing attention globally. We look forward to participating as exhibitors in the next edition and gain good prospects for our business.”

 

Techtextil India is part of the “Technical Textiles” brand with 6 shows worldwide within Messe Frankfurt’s Texpertise Network comprising 47 fairs that highlight innovations and show what is driving the global textile industry. Held biennially in India, the next edition of Techtextil India will take place from 13 - 15 September 2017.

 

For more information, please visit www.techtextil-india.co.in.

 

 

To learn more about our textile fairs worldwide, please visit: www.texpertise-network.com

 

Background information on Messe Frankfurt

Messe Frankfurt is one of the world’s leading trade fair organisers, generating around €554 million in sales and employing 2,130 people. The Messe Frankfurt Group has a global network of 29 subsidiaries and 57 international Sales Partners, allowing it to serve its customers on location in more than 160 countries. Messe Frankfurt events take place at more than 30 locations around the globe. In 2014, Messe Frankfurt organised a total of 121 trade fairs, of which more than half took place outside Germany.

Comprising an area of 592,127 square metres, Messe Frankfurt’s exhibition grounds are home to ten exhibition halls. The company also operates two congress centres. The historic Festhalle, one of the most popular venues in Germany, plays host to events of all kinds. Messe Frankfurt is publicly owned, with the City of Frankfurt holding 60 percent and the State of Hesse 40 percent.

For more information, please visit our website at: www.messefrankfurt.com

 

 

 

  

 

 

 

Succession plan ensures ‘seamless transition’ for company and customers

 

Uster, Switzerland, October 19, 2015 – Uster Technologies is to have a new Chief Executive, in a carefully-planned and phased handover by April 2016. At his own request, current CEO Dr Geoffrey Scott will take early retirement, and will be succeeded by Thomas Nasiou, currently the company’s Head of Textile Technology. The announcement emphasizes USTER’s foresight in formulating a succession plan for the leadership of the company into the future.

 

Dr Scott, who has been CEO for the past 16 years, has chosen early retirement: “Since the formation of Uster Technologies in 2003 following the first Management Buyout, we have been through some exciting and challenging times, including being publicly listed on the Swiss SIX Exchange, managing through the financial crisis, the investment and subsequent takeover by Toyota Industries and most recently the successful acquisition of Jossi Systems,” he says. “We have developed a profound focus on the needs of our customers. We are committed to providing the best solutions to help our customers with the many challenges they face in today’s demanding market environment. The work has been enjoyable but demanding. It is time to slow down a little and to spend more time with my family. It is the right time to step back from the CEO role and hand over the leadership role to a ‘new set of hands’. And I believe that now is an optimal time from the viewpoint of both the company and our customers. We have the ideal successor here already, so we can work towards a seamless transition for the future sustainability of the business.”

 

The new CEO will take over on April 1, 2016. Dr Scott will continue to provide support to the company and to the USTER management in future as a member of the Board of Directors.

 

 

New CEO: in-house appointee with textile industry background

 

As Head of Textile Technology and a member of the Executive Board, Thomas Nasiou has extensive experience of the textile industry, with USTER’s customers, markets and the company. His experience has been gained working through the value chain from cotton farming, ginning, and spinning and through various roles in USTER. He has a detailed understanding of the needs of modern textile manufacturers.

 

“This background makes him uniquely qualified to take the next step as CEO”, says Dr Scott: “Thomas Nasiou’s deep textile expertise, knowledge and commitment to USTER and its long term strategy will ensure continuity and stability of the USTER business.”

 

From 1995 until 2006, Thomas Nasiou worked as a mill manager and head of quality control at Selected Textiles SA, in Farsala, Greece. His special responsibilities covered customer support, optimization of production cost and quality, raw material management and liaison with cotton ginning firms. This diverse skillset was the foundation of his expertise in quality-minded spinning.

 

Nasiou joined USTER in 2006 as a Textile Technologist. In 2011, he was promoted to Head of Textile Technology and became a member of the USTER Executive Board. In 2014, he became member of the Spinners’ Committee of the International Textile Machinery Federation.

 

Thomas Nasiou holds an MBA from H.M.A. (Hellenic Management Association) in Larissa, Greece. “Learning is important for me. That means learning from the customers, our collaborators and our colleagues“, he says. “Only by applying that knowledge can I help our company to remain focused on ‘Think Quality’ and remain successful developing solutions that create value”.

 

Thomas Nasiou was born in 1970 and is a Greek citizen. He has lived in Switzerland since 2006, is married and has two children.

 

 

The Board of Directors and Toyota Industries is pleased that the successor for the CEO has been found early and also with the decision of Dr Scott to remain as a Board member, giving continuity of support for the company.

 

INDIAN TEXTILE ACCESSORIES & MACHINERY MANUFACTURERS’ ASSOCIATION

 Good afternoon to all of you and very honoured and pleased to be here and I didn’t expect that I have done so much to deserve attention.  I thought I was plying below the Radar all the time.  Thanks to Mr. Senthilkumar, I don’t know how he caught me around and in Coimbatore where I did my schooling long-long time ago before I went to IIT, Kanpur and Mr. Mhatre who has been keeping me on the loop in e-mail, not to lose me.  So planned about 45-50 days ago to get me around here and very glad that I am here today and let me see what I could share as my experiences.

 

 

So, what I am going to talk about today is how can we do things in India.  I am not going to preach, there is no preaching, what I am talking today is what we have practiced, we have achieved.  So it’s a received wisdom and distilled experience. 

 

So, what I would like to state is that early 90s, 1991 I finished my doctorate and I was working in Canada and I was on my sabbatical in Royal Institute in Scotland and I was sitting in the Guest House in the Royal Swedish Academy of Sciences on the day I was leaving I was signing the visitor’s book and I found that there were only 70 Nobel laureates have stayed in the same room.  So I wish I would have known that before.  Then I was coming back to India, I was invited by Dr. Kalam and he said why don’t you come back to India and I said I was keen and I was given a job as Faculty in IIT Kanpur Institute of Science.  In those days there was a rule that 10% of the people who can directly appoint.  You don’t have to even receive their applications.  So I was lucky to have that thing and I went and joined there, IIT Kanpur which was my _____.  I signed in the morning and by evening I was hijacked and taken away to Hyderabad and I was shown an idea of a centre which was on paper and the centre’s idea was this.  We have to do good research, don’t do what others do.  I was very young, I was in 30s, early 31 or 32 and it was only 3 simple statements.  No.1, we don’t have to do research and publish papers.  We have to develop products.  No.2, don’t take money from Government.  Earn your own money.  Why?  Because the money gives you the rules.  So, you take money from the Government as a grant-in-aid institution; you have to follow Government Rules.  No.3, not only you have to do products, you have to do _____ production and prove it.  That means you sell it.  I said it sounds reasonable.  So another words, you develop, you produce a product, you sell and that way you live.  I said how is it different from business, no-no slightly different from business.  Business has a business.  You succeed in one and you can stick with it and increase the volume.  Here you don’t stick with one, you part with the one you have succeeded.  So another words, you are going to fail more and the successful ones has to pay for the failure.  Well, I was a very impatient young man and nothing seemed impossible, I said yes it can be done and Dr. Kalam, I and few others were wise men and I was a young kid around I don’t know why they trusted me and ______ that it could be done.  The model for this, if at all if anything else exist was in Germany which is somewhat similar, not totally similar is Franaufer of our institutions.  You might have heard about it.  Franaufer was a great inventor and innovator.  See, if you go to other countries you won’t see Department of Science and Technology, you will see Department of Science, Innovation and Technology.  A Department of Innovation or Ministry of Innovation and Technology.  Only we have Science and Technology, we have forgotten innovation.  Now, they are trying to add ‘I’ somewhere there.  Anyway, he was a Munich _______ inventor and a policy innovator in Germany and the whole host of institutions were created and institutions are run by industry, not by Government.  But, they have a governing systems and all.  They have to propose project and if they come up with successful concertia, Government may give 50% of the project cost.  In other words, you have to live on your success.  So it started out small and now it has 40-50 institutions and that was the; you know the spring board for lot of things.  Even now attachment to Universities, attachment to Matchplack Institutes, what’s not.  I have visited Franaufer institutions and I said this is interesting, it is doable.  So, we started; but I had a rude shock in just two years. 

 

Our first project itself was a pilot plant, not milligram scale of _______ which is very good. Nobody bought it anything out of it.  We were created by a small R&D project given by companies, nobody bought it; the reason was what you are facing the ______ today.  People can import the finished product at a lower customs duty than what you produce in India here itself.  Mind you, we were the only laboratory registered with excise and sales tax, because we had to transact.  So we had a very funny situation, you can import it at a lower duty; whereas if I develop it in India, produce it in India and give it, I am not able to sell.  So, it’s almost a dead end.  So, we were wondering what to do.  We just had collected 2-2 people from different places on deputation, we didn’t even want to create a permanent institution because if something goes wrong you know people have to go back somewhere.  We understood what was the problem.  The problem was exactly this, don’t make something which somebody doesn’t want to pay and ________.  This is Rule No.1.  Rule No.2, if you want to do a self-financing, that too R&D, you need a staple diet somewhere, something on the site that has to keep it afloat till you really succeed with a very-very difficult R&D, Lesson No.2.

 

Lesson No.3, we find R&D Institutions doing it.  Why there is a failure in India and why should an NFDC like a concept in itself has to be created.  First we are creating it and we are trying to see whether we are successful.  Now, today I am standing in front of you after two decades, so we are successful.  But the point is why are we failing.  So in the morning, I was talking to some of the seniors, they said OK we have given money and facilities to IIT Bombay and we have given money for this thing to another institution, why it is not clicking, what’s the problem.  The problem we understood very-very well and this we teach now these days in Leadership Programme.  So, the rest of my talk is going to be on ‘Leadership’, ‘Knowledge-Leadership’. 

 

The West, particularly even Israel; Israel’s GDP; 50% of GDP is exports.  So it’s a very good systems to adopt.  The thing is we call it as a metric.  The metrics and mandates are different for different organizations and they are culturally different.  If you take an academic institution, their mandate given by the society is produce graduates, produce research; but what is their metric.  Their metric is what somebody has done elsewhere in the Internationally published journals, you read those papers, you submit a project to _____ to DST, you write more papers, do more thesis; but has no relationship to what is our problem; our problems are much more primary and basic.  No.2, if you look at the other extreme industry, they say look we are on a day-to-day survival, we are fire fighting and therefore addressed our R&D is Quality Control and Test.  Whereas, the Fraunafer Institution was exactly sitting in the middle.  It was not an academic institution, it is not a commercial in industry.  It was sitting in the middle and what it was trying to do was trying to understand what are the gaps and I will start elaborating what are the gaps that has to be filled and a metric came.  Now, today, you gave a metric, an award when somebody passed a metric right? And that metric was relevant to you and your work.  Now, if you give a metric which is not relevant to what the industry wants; but the metric is publication in International journal of something how will that these two come together?  It won’t.  So the new institution that has to come out or what we call as that the in between technology development centre should take problems which are from the real World and develop only two things, ‘Product and Manufacturing Process’.  It is the manufacturing process that we call it as know-how and the product is finally the knowledge is going in the product.  So, this process product integration optimization is what gave you the Award today.  Now, why are in their institutions not doing it? That was the question we addressed.  Now, if you look at it the basic research and small applied research we call it as technology readiness level 1 and 2. 

 

Now, we all know that when scientists or academicians work they say we have developed the technology.  Technology is a very matured word.  What you do little bit in grams or a small differential of a very big integral is not.  It goes through many-many levels, 9 levels.  The most important thing is what we call as process product integration which is where you use whatever is available and try to see whether the concept works as a product not as a material.  A product has to solve a problem.  The product has a functional performance in a service life, in a service condition over a design life.  It is not a material.  After that level we go to the next level.  We put the service condition and test the product.  Then we have to pilot produce 10 or 20 or 100, try to put a supply chain in manufacturing line.  Then we find the defects energy consumption, productivity all those problems we have to solve.  So just we cannot not only retire science, we have to retire engineering design, we have to retire manufacturing process and we have to retire the correct scale.  Then after that comes the design of a manufacturing plant.  Now, who will do from that few grams of material to that product design, to the process manufacturing design, putting a pilot line, getting the few numbers, getting it evaluated in the field, then finding it out, this is called the value of death / depth.  If you start with 100 ideas, 5 of them will succeed. Now, Institutions have to do that and Franaufer was doing it.  We said we have to walk this value of death / depth.  Finally, the knowledge resides in the manufacturing process equipment and it resides in the product in an implicit form.  It resides in the individuals.  In between we have to bring it out as explicit form which is what is called ‘Technical Know-how’ or ‘Technology’.  Here we have our cultural problem in our country.  The cultural problem we have in our country is, first I said, first problem is we need intermediate institutions which mature the technology what we call as going from technology readiness level 3 to 7 you know spectrum, where I call 8 and 9 as commercial production, 1 and 2 as small academic research.  The big part of it, the value of death / depth has to be crossed.   The second cultural issue the problem why we failed is our oral tradition.  We don’t document.  We as Indians are pathetic in documentation.  We are not only just bad or poor, pathetic.  Because, the tradition has been very _______, memorise everything, keep everything inside, implicit.  Keep the knowledge implicit.  We do not make the knowledge explicit.  Again we have to make it implicit in the next generation and training and what not.  So to implicit, explicit, implicit-explicit conversion is actual management.  So, documentation and drawings and designs we never structured these things as a tradition and is not even taught.  So, another words, the level of documentation has to go up.  Now, I was just jokingly telling somebody, imagine if you say half of the salary will come only to the employee only after all the documentation is done and submitted by the end of the month.  Right? I said I am not preaching, I am practicing it, we have it.  One-third of the salary comes only after all the documentation is submitted.  Imagine people have six months backlogs.  They are not even getting the money, their salary.  That is the problem in our country.  Right?  5S which was introduced by Japanese in 1970s and 60s is to be re-visited today.  It has to be re-visited from the knowledge point of view.  So we have to overcome this cultural inertia where we are poor in documentation, we have to enhance the documentation and break it down into processes, not just a technical engineering process, but the business process, manufacturing process and information process, the data, everything even if it is something collected and event has to be run we have to break it down into process.  The processes produce the product.  Nothing else produces the product.  This is No.2.

 

No.3  --  The approach we take.  The approach we take we found there was a 3rd problem.  So these 2 have to overcome.  So that means I have to put technology readiness 3 to 7 which is actually making the product, getting a process line, pilot producing it and finding out that 9 out of 10 is defective; then you start optimizing it, improving it.  If you imagine, this is the research you have to do and where can you publish it.  It is technology, you have to keep it under wraps right?  So another words, the whole metrics of evaluation of somebody’s research has to change and that cannot change in an IIT or in an academic system.  It has to come only in new type of institutions which are in between and it can be created.  We were created by few minds from industry who thought of this thing.  They gave us even more metrics by saying don’t take money from the Government.  Do an adaptive feedback from your own sales.

 

So now I am more aware of every small change in duties and taxes than anybody else.  I go and take loan to do my R&D.  If I want lithium next generation battery, not lithium ion which is already there.  Next generation only what I have to live from, so how many crores do I need.  40% of my turnover equivalent I am on loan.  So another words, imagine the stage of R&D, design itself you are doing this.  It is possible and we are standing there as an example.  So similar institutions can be created by the Associations, we can help you to do it.  We will give you the DNA and Genes to do it. 

 

Now, let me come to the 3rd one, the 3rd problem.  The 3rd problem that happens is your problem definition itself.  What battles to fight.  Here we have 2 problems, one a systemic problem and the other individual cultural problem.  What happens to do research you need somebody who should have at least had exposure to do research.  That means somebody has done a Masters and MTech or if not the Phd, whatever it is.  Person is already corrupt a little bit OK, biased, whatever it is or we want some specialization, whatever it is.  But if you look at that; that person thinks that R&D means everything is given to them and they can work in their own field of interest.  It’s an open-ended exploratory research.  So somebody will finish MTech in Nano Technology and now if I have a central administration give me a problem in Nano Technology and give me all the equipments worth only Rs.25 crores then I will produce something small.  I won’t work.  In another words, they want the World problems to be converted into their small discipline.  This is what is typical bottoms up approach.  Now how many careers are completed in just working for 25 years in a small field forever; whereas what we need is not knowledge integration.  Now, how to understand this.  We need knowledge integrators who are real technologists.  The integrators are who?  Suppose you want a satellite, you are looking at a light combat aircraft, you are looking at a nuclear reactor.  These are systems.  They integrate a large number of not just components and assemblies.  They are integrating a large number of knowledge domains.  So if you want something as a product or as a process equipment, you need knowledge integration of domains, knowledge domains.  So if I start with a question on a bigger problem saying that look how do I produce a satellite.  Now, I ask what the satellite does? Then I don’t break it down into components and parts, I break it down into what are the knowledge fields that I need to produce a satellite.  Then Vikram Sarabhai would have found that he has only; he needs 40 knowledge domains but he has only people with 2 knowledge domains to start with.  But the awareness of that 40 is the most important thing; that means you take a very big problem as an integral, you break it down into multiple differentials.  You don’t start with a differential and then say that I will be able to go up and build it, you can’t do it.  I will give you a very harsh example.  Today, somebody got an Award let’s say in rubber product or something like that.  From a rubber product you will; I am a specialist in a rubber product, I cannot make a big thing which is a, let us say a total machinery.  But on the other hand the person starts saying that this is a total machinery I want to build, let me break it down into hundreds of domains and parts.  Now, I have to start thinking as how do I bring people with different knowledge domains to work.  I can’t put them under one roof.  I might be only plying coffee, tea and lunch.  So the integrator has to first differentiate and break it down.  Now, what has this General Motors, General Electric, so many people who have set up R&D centers in India, what have they done?  They did a data base of every academic institution, every research lab, everything and then they found out the skill sets and the knowledge domain of people expertise and their facilities and what are the problem they have solved, they got a huge matrix.  Now, you have got a big problem to solve.  They have differentiated the big problem into knowledge domains.  These are all the knowledge domains, these are all the areas that has to be solved.  They started napping.  They did not spend money to create these academic institutions or laboratories or specialists or anybody.  That means what?  We need a melody.  We are multiple musicians.  First, violinists, Chalo, Drums or Mrudangam or Veena or Violin.  Each one is a specialist.  We have like a hospital where super specialization of cardiology or Orthopedics or whatever it is.  But the output is the patient has to be treated.  Output is the melody. 

 

You have to integrate it again and again and again on a solution path.  Use the differential specializations to integrate it.   This is knowledge integration on a solution path.  That means, what is the minimum number of specializations that you need so that you can create, a melody will come.  The other example I can give you is the kitchen.  We have ‘X’ number of raw materials groups, vegetables, fruits, grains, oil, spices, meat, dairy products.  We have very few number of processes, 10 processes will be there inside the kitchen but millions of dishes come out; knowledge is the recipe.  Now, if you take the example of a kitchen as a matter of fact, if you take the example of an orchestra, if you take the example of a hospital, Peter___________ wrote “Next generation institution should be like hospitals, orchestras and kitchen”; where multiple specializations are brought together and you produce a higher value added product and an innovative process.  So, this is a very big lesson; very-very distilled way I have put it in a very simple way.  But now I have to actually render it on the ground.  You don’t have the money of General Motors, you don’t have the money of General Electric.  But you have to give run for their money right?  So what we did.  We said what should be the minimum number of knowledge domains you should have.  If you have very big organizations you will be only solving peoples problem, you won’t be solving technical problems.  We all know it in India.  So what should be the minimum number of knowledge domains that you have to have so that you can solve like kitchen, like orchestra giving so many melodies and you know like hospital treating so many different patients, how do we do it.  We found that we need 3 macro domains.  (1)  We need engineering design.  Capability in engineering design.  (2)  We need capability in materials and material processing.  (3)  We should understand instrumentation, electronics and control.  If you have these 3 macro domain, inside that you might have more.  If you take engineering, design and manufacturing process, materials and material process, you might have 10 around them.  Just like a kitchen, you might have 10 down sub-domains instrumentation, process control and electronics and controls.  If you have these 3 and if you have just 20 to 25 people you can produce anything.  So, I said Bala you have to be absolutely crazy.  I said “Yes”.  I said don’t have a centre more than 25 people.  That’s it, your strength should be only 25 as an institution and I said all of them should be only engineers or scientists; no ___________, no peons, no drivers, nobody, no non-executive staff.  If you call me I only will pick up the phone, I don’t have a secretary, I don’t have a secretariat, No.  We all drove our own cars.  I said we will buy 5 cars and leave it.  You drive.  Mind you, if I tell you this thing in 1994; then I also said one thing, we will put networks.  People asked me in 1993 what is a network.  Mind you Windows 3.1 has not come.  People are in DOS.  So I went to US picked up 4, 8, 6 machines, created a PR LAN.  Created a 3.1, first LAN in India.  Said Yes, we can do.  Converted it into process anything that happens in. No documents, no Accounts Department, no HR Department.  There will be only through executives, professional executives preferably engineers convert them into that right? and do it.  So, another words, very-very lean organization where 96% of the people should be working only on technology and that 25 people we said OK, either you and I might have come with a different domain but we want this knowledge domain, learn it.  You have to learn to solve what is required rather than what you have come up with your own specialization.  Now, if you cannot handle all the specialization we will take a strategic partner or we might outsource some of them.  But you have to know the solution path and all the knowledge domain.  I said Yes, all sounds nice on paper, implement it.  We said OK, let us see, we will go and get some people.  Then we said OK, then we need another problem in India that is there is everybody joins and the employees still they die or become 60 whatever it is.  I said why don’t we have fixed five-year term appointments.  I would have been sounding very radical at that time when I proposed it.  But that was the corner stone which we still even now follow.  It is not contract appointments, it is term appointments.  We have everything; we have pension, gratuity, we have PF everything; give everything.  But you can’t say that I will work in the same thing for next 25 years.  Because after 3-4 years I don’t know which problem I have to solve.  I may get more money in electric mobility.  Did I expect electric mobility in 1996?  Now, we are the centre of excellence in electric mobility and Government gave us only Rs.25 crores to do that.  Imagine that.  Just getting a ______ in one second 25 crores project, only if you have design like this we could do that.  In another words, you have to design the organization for its functioning.  In design, in evolution there is a principle or theorem “Firm / Farm follows function”. 

 

What is Farm Follows Function.  So, I give a very simple example.  If I ask this gentleman to stand; why does he have this farm.  Why all of us have this farm.  Why can’t be slightly different.  Why should be like that.  Why can’t be like a snake.  OK, we will say it’s genes.  Answer is not exactly that.  See the dog and ass are not very different in genes and between us we will be only having a 0.5 difference between the individuals in the genetic information.  We are in this form because we are evolved for this earth’s one gravity and minus 50 to plus 50 degrees Celsius and one atmospheric pressure.  You change this condition, we will evolve differently.  In another words, just change one condition gravity.  If the gravity is more and let us say we have evolved in 2 times this gravity, 3 times this gravity, we cannot even lift ourselves.  We will be crawling.  We became a biped, we are probably the only biped on this Planet or even some Morangatons may be or some Chimpanjees, they are also still 4 limbed animals, but we are the only biped.  In other words, we are able to lift our weight perambulate or locomotion is possible.  If we evolved in let us say higher gravity we will not be able to lift ourselves, we will be crawling more.  If we have evolved in lower gravity we would have become tall and thinner.  If we have started evolving in very close zero gravity for let’s say 100 or 200 or 300 years we will be looking more spherical with just 4 limbs like something hanging out.  So nothing great in this shape.  What is great is our mind, brain.  There is a difference between brain and mind.  Brain is a processor, it’s a physiochemical neurological processor.  It’s just like curositio.  So whatever bad things you put in, it will process only bad; you put in good, it will process good.   Now, it’s a very demanding organ and from this one we produce something abstract called a “thought” and the collection of thoughts is the mind.  The relationship between the thoughts is the mind.  We live in units of 20 seconds.  We live only for 20 seconds, our cells can live only for 20 seconds brain cells or all the cells and it’s a very demanding organ.  25% of our glucose, almost 20 to 25% of our oxygen goes to this organ.  Suppose if there is a deficit in either of the two, it will shut down other systems, you faint so that it gets that whatever limited is available the priority goes for the brain.  Now, you shut the brain for more than 20 seconds either with glucose or oxygen that brain cell will die.  Now, you would have heard about; I will tell you why I am narrating this ________.  You might have seen people with coming out, I mean stroke; you sleep and you get up in the morning and you are blind; totally blind.  Because there is an artery that feeds the millions of nano fibrils which the end point of the optic narrow and the fibrils have come from the retina, there is a joint and the joints of millions of millions of nano fibrils are there and they are fed by an artery, small capillaries, multiple capillaries.  If there is a block in that those cells die and if those cells die whatever retina sees it doesn’t go to optic nano, simple.  You can’t do anything about it.  Because 20 seconds or 30 seconds have passed and that’s the end of those cells and there is no way.  So till we find another solution, let us say whether 10 cells or something can give us a solution.  Now, this is to show you that look that’s all, we are living in units of 20 seconds over 60-70 years, etc., and we have high level of redundancy, we need only one-fourth of liver, one half of kidney is sufficient, one kidney is more than sufficient, one lung is more than sufficient, may be even one lung is sufficient.  We are over-designed and we abuse like hell that’s why we still handle.  So if we look at ourselves as an organism we find out that look we have this form and we are functioning in a habitant, you know an environment.  If we do not adapt to it the habitant will kill us.  It is not survival of the fittest, it is the survival of the one that adapts the fitness function that’s what Darwin said.  The Darwin’s theorem is not the survival of the fittest, fitness function is the selector; it’s a function that selects, it’s a set of attributes that selects the solution.  So, there are lot of organisms, lot of species, lot of these things; the habitant put their fitness function and those that satisfy the fitness function selects.  Your organization, your product creation exactly follows this.  Cost is one, performance one.  These attributes are fitness function we all know.  But there are lot of fitness function; there will be quality, there will be you know ‘n’ number of things that we put; they are the fitness functions.  So, if you are not adapting to that fitness function; of course it is not going to survive or your solution is not going to be picked up.  Now, why do you think organizations are different?  Organisation also has to take that form and it is nurtured by somebody who buys the output of that organization.  So, if I have to create an organization which is R&D, which self-financing, with all these things, the organization has to take that form which can give an output which will be paid for. 

 

So, first I said, what is the minimum number of knowledge domains that you require to do good engineering product R&D and manufacturing processes, design, materials and controls; that’s why if you go to NFTDC you will see a big integral and you will see these three sitting there and you need to take the form and if you have these three today I can work on for space vehicle, I can work tomorrow on hybrid electric vehicle, third day I can work on textile machinery and component development, fourth day I will work for an environment plant, fifth day I will work for fuel cell.  It is exactly like genes which will transform to the organ that it is.  So it is not that you get a specialist and get the job done.  You have to get multiple specialization; the people will not be brilliant, they can be only average people; but they should have the willingness to learn new areas.  Now, how do you make somebody who said I have 25 years of experience in vibration; gone.  I can’t convert all the World problems into vibration.  I will have one in my mission; I might have vibration or if my RPM in my turbo machinery component goes beyond a certain; then I want somebody to do a vibrational modal analysis.  That’s one differential I will take and integrate.  That’s the end of it.  But I have to still design the turbo machinery drive, I have to design the housings, I have to do the lubrication, I have to do the machining, I will do the heat treatment, I will do the allow development, I will do bearings, ‘n’ number of things; the way I differentiate it into this.  Now, this is where we found the industry is little bit better positioned to think of integral big problems and break it down and once you break it down you just have to go only for that solution to not more; you should define the problem well.  So, people like us can appreciate total integration; you know how to integrate the total thing because you have done many-many times.  If you have to do a few lube oil pump for an aircraft, it has only 550 components, 17 assemblies rotating at 50,000 RPM; whole thing is only this size, miniaturized.  So another words, not only as the organization in terms of knowledge specialization, in terms of nature of working, every five years you should know how to move into another domain and you are on a new project which is like a sapling, you are on a matured project which is gone into pilot production; the trees and saplings to tree; the project should be there, the person should be exposed.  This is what we call as the Bird’s View and the Worms View.  The integral is the Bird’s View and the small domain is the Worms View.  If you can take simultaneously the views as an organization, not as an individually; very few individuals would reach that stage.  Usually there is a time there is a stage they have already reached their leadership stage; that’s how they are able to look at the total as well as this.  So that’s the view that one has to take.  If you get that view you are already there.  So we took this view.  Imagine if I have said all these things 20 years ago, which I did, how many people would have listened?  And as a young man you know in India if you are young, you don’t have much experience and I didn’t have grey hair and I didn’t have; I was not even bald-in, I was very lushfull hair; people would listen to me on the phone and think that I am a great expert; yes finally everything is accorded but if they see me they get a shock.  My dear a 32 year old fellow is saying that these things has to be done right?  and well then Kalam and others said yes what Bala is saying is right, let us leave him free, let us see what happens.  So this is what we did. 

They have already given the name materials and all those things, I said ah! That’s only one-third; you have withdrawn the word ‘Technology’.  Technology is manufacturing process that produces a product repeatedly at a high quality satisfying a design life.  So, I said we will define the product now.  A product will not be defined in physical terms; it will be defined in attributes.  It has to solve a problem, define the problem, define the battle and you may not have one solution you might have multiple solutions.  Let the fitness function, pick the solution.  Here comes the next step, ‘Innovations’.  This is where I have the toughest problem and to bring a cultural change, you know we need a cultural change.  If you go to PSUs I don’t have to be worried about you know be nice to anybody, doesn’t matter, they gave me the products and all these things.  The culture is very simple, they will have a Board Meeting, you have to have a DPR put and get the approval and the DPR has to be written by Price Water Cooper, Mackenzie, A T Karne for a crores of rupees, that’s it.  So I can write it, send it to US and Price Water Cooper can take it from there and give it, no profit, right?  Mistake was what?  You and I have brown skin; truth; it’s a truth right?  and so then we found out what is the next problem.  This is one real problem, when I go and said this is to be done.  You can imagine how angry young man I would have been.  It’s nothing, if you know the knowledge you can do it.  So, I told the fellows you know the 5W 1H, ‘Who, What, Where, When and How’ of all these things why are you looking at ‘Who’, you have to look at only ‘What’ and ‘How’; that is knowledge.  What to do, How to do it.  Why you are doing it is a principle policy decision that is taken already.  Once that is taken you can’t question why you are doing it.  We are having still doubt on ‘why’ then you are in trouble, go back and solve that.  But once you have done that ‘what’ and ‘how’ forms the knowledge.  What to do, How to do it.  Know-what, Know-how.  Now, you should be able to break a big problems into many-many-many know-whats and know-hows and if you know it what is a big deal.  So we can give a solution, much lower cost, much lower thing.  They said how can it be.  It should cost ten times more.  It is not ten times more.  It cannot be ten times; I said something which has 200 crores I said it should be done in 20 crores, 10 crores.  It is doable.  The doability part of it one has to do.  So they have procedural audit.  They don’t have a technical audit in our country.  The technical audit, knowledge audit is what is required.  When you go to an organization, if I go to an organization I just look at ‘know-what and know-hows’.  There is a cumulative knowledge probably disjointed sitting inside in any organization.  I give a small example, How many drawings you have?  500 drawings let us say.  It’s only a drawing, why don’t you add more information to it?  This drawing has you know five gears, the gears are of this shape, add more attributes, you will have your own Google in no time.  Write the keywords and attributes more and more in the drawing and take all the 500, do a search, you want to do anything new you will find that it will be 50% of your problem is sitting there.  And the second trick I will tell you, this is what we call in logic, in knowledge management as ‘Equivalences’.  You will learn only by equivalence.  So, what is an equivalence.  It’s a partial, we call it as partial equilibrium.  If you take a problem or an output; that’s why I said the product is to be defined in terms of attributes and you break it down.  You find that part of that solution is already solved in another field.  OK, I’ll give an example which is; somebody got an Award for ‘Ink’, I don’t know who that person is, can you show the hand?  Yeah, yeah.  So, he may be playing with inks; I don’t know all his professional career. Now we have printing solar cells.  You have to make Nano Inks of rare earth oxides.  Now, how to dispense the ink, how to control the ink, how to handle its viscosity, how to get the nozzle dimensions dia fixed at 100 microns or 50 microns or 10 microns or 5 microns or whatever it is that is there.  Imagine I am just using Ink and somebody has solved lot of problems in ink dispensation, control, pressure, physio electric, magnetic field, solenoid, whatever you can think of all them would have been done in another field. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

AGM of FAITMA held on 29th September 2015

 

Shri. Rahul Mehta, Chairman, Clothing Manufacturers Association of India (CMAI) was the chief guest and delivered the key- note address. He stated that the main problem with Indian textile industry is that industry is not united.  There are separate associations for spinners, weavers,  power looms,  processors, synthetic yarn spinners, cotton textiles,  clothing manufacturers etc. Hence, segment - wise pressure made by these associations with government is not very effective. There should be a single agency to represent all segments and sectors of the textile industry. He suggested leading associations like AEPC, CITI, CMAI, FAITMA should sit together and discuss   in a common platform in order to address the issues facing the textile industry and take-up the same with government agencies.

Updating Knowledge.

Shri Rahul Mehta, advised industrial community, especially young generation to shun the “ I know all ” attitude and try to improve their knowledge  by attending training progarmmes, seminars etc. on modern developments in management and technology.  Exposure to knowledge and change in business practices is essential for a firm’s  growth. Similarly expansion and product diversification is also crucial for success. 70% of the Indian population is below the age of 35. These factors are to be kept in mind while planning product diversification in textile sector. Modern world is a dynamic world where everything including technology is changing fast and the Indian industry should catch-up with the fast changing techno managerial scenario.

 

 He spoke about the I V league where workshops/ lectures by experts  are organized for the benefit of young entrepreneurs  whose  investment is   between Rs.5-00 crores and 50 crores. The topics are mostly management and technology - related.

Payment Default

Regarding the problem of ugrani, (Payment default) he stated that unless there is unity, this problem cannot be tackled. He narrated his experience in tackling this problem in the clothing sector, where he created a pyramid of about 100 persons drawn from various manufacturing units from different  locations of Mumbai. The details of defaulters were given to all members and made procurement of new stock by the defaulter impossible as nobody supplies to a defaulter. By this arrangement, they could recover Rs. 400/ crores out of outstanding amount of Rs. 1500/ crores. CMAI is teaming with agencies devoted for arbitration  like Indian Merchants chamber etc are now planning to create its own panel of arbitrators. The decision of arbitrator is like a court decree which is binding on both parties.  His dream is to make entire industry credit- free. Mr. Mehta pointed out that when large manufacturers are selling fabrics with advance payments, small manufacturers are forced to sell on credit. He stated that only clothing stage, there is credit sale, not on yarn, fabrics etc.

 

Productivity.

Productivity is an area neglected by Indian industry. It is an accepted fact that productivity is low in India. Cost of production in China and Sri Lanka is higher than India, however, due to the higher productivity; their products are more competitive in the international market than that of India. There is need to focus in improving productivity which increases the profitability also. If need be reputed consultants may be hired for the purpose.

Brand Building:

Shri. Rahul Mehta advised Faitma members to build the brand image. Once the brand image is established the market and growth of the industry is self-sustainable and quoted the examples of Raymond, Liva, Killer Jeans etc. A product with a good brand image fetches a better price also. He further stated that when small manufacturers forced to sell on credit ranging up to 90 days, whereas products with good brand values are booked by making advance payments. If the firm fails to market their products, their fall is inevitable. He recalled the Garment Fair organized by CMAI annually where hundreds of brands and thousands of retailers participate, facilitating business worth thousands of crores.

 

Mr. Mehta questioned the reliability of Govt data on industrial production and growth released periodically. As per government, the industry is growing by 10-12% per annum, whereas individual units grew at 3-4%. These are to be examined. He blamed the role of unorganized sector for this anomalous situation.

 

Regarding free trade agreements, he said that some of the FTAs are harmless and some are harmful also. FTA with China and Japan may not affect Indian textile industry but that of with US and Indonessia may affect.  Industry should be vigilant on the FTAs.

 

Goods and services Tax. (GST.)

Mr. Rahul Mehta hoped that the rate for textile products in the GST regime will be reasonable. He preferred a low to medium rates for textile products.

 

Shri. Mehta thanked Faitma for inviting him as chief Guest for the AGM.

The address ended with an aggressive applause by the members.

 

Formation of a committee of members of Faitma and CMAI.

Shri. V Y Tamhane, Hon’Advisor, Faitma, summing-up the programme, proposed that the producers of fabrics and clothing have common interest and they should work in close coordination which would be beneficial for both. Shri.Tamhane mooted the idea of formation of a small committee consisting of 3-4 members each from both Faitma and CMAI to find a solution for synergy between manufacturers of fabrics and clothing so that common problems could be sorted out by dialogue. 

                  

It was decided that Faitma will take further action to take the proposal forward.

 

 

 

 

 

 

 


( Platinum Jubilee Celebrations, Mumbai, 15th Oct. 2015 )

1)       Mr. R. K. Dalmia, Chairman, The Cotton Textiles Export Promotion Council, TEXPROCIL… Chief Guest

2)       His Excellency Mr. Michael Siebert, Consul General, German Consulate in Mumbai… Guest of Honor

3)       Other Honorable Dignitaries present on the Dias

4)       Hon. Past Presidents, The All India Exporters’ Chambers…

5)       Government officials both from the State and the Centre present here…

6)       Members of the Press and Media…

7)       All of You, Friends and Well Wishers - The leading lights of the Indian Manufacturing and Exporting Sector…   

Ladies and Gentlemen!

It is my proud privilege to welcome you all to the ‘Platinum Jubilee Celebrations’ of The All India Exporters’ Chambers.
Along with my colleagues in the Managing Committee of AIEC, it gives me great pleasure to have all of you amidst us and hope that you enjoy our hospitality.

The All India Exporters’ Chamber is a premier export organization, which came into being through an amalgamation of the Africa and Overseas Exporters’ Chamber which was established in 1939 and the All India Exporters’ Association.
The Chamber has completed a glorious 75 years of its existence.

The 30s decade saw India transform itself in the wake of world-wide industrialization and its external policies were being aligned accordingly to attract overseas trade and investments. The Chamber, during those times, was facilitating the sales of Indian goods from all sectors and also marketing of products imported from different countries like Japan, China, England, and West Europe to Africa.

Realizing the importance of exports the Africa and Overseas Exporters’ Chamber, initiated the promotion of exports with African countries. They also used to host various government dignitaries from different countries, like for example, the late Ethiopian emperor - His Excellency Hailesilasi was received by the Chamber.

It is indeed a matter of pride that the All India Exporters’ Chamber was inaugurated with the amalgamation of both the above chambers in 1959 by late Shri Lal Bahadur Shashtri, the then Commerce Minister of India.

Seventy five years is a long time, for an organization that has been a witness to the numerous challenges faced by our country in emerging from the rigid colonial regime transforming itself to become, today’s India – one of the few bright spots in an otherwise gloomy global economic scenario!

During the present times, with moderating inflation, strong currency reserves, lower current and fiscal deficit and stable Tax policy, the prospects of Indian economy appear bright. However, it needs to be emphasized that to sustain a high growth rate, massive investments in infrastructure and human resources capital of India would be required on a sustained basis.

In pursuance of these goals, the new government in India has embarked upon an ambitious economic agenda with an impetus to manufacturing led export growth. The ‘Make in India’ initiative is a flagship programme of the central government that seeks to boost manufacturing and transform India into a global manufacturing hub wherein MNCs could settle manufacturing base in India using the vast India’s talent and low cost human resources.

India, being a key player in the Asian region, also has a bearing on the region’s ever increasing strategical importance from the point of view of trade and commerce. The region is in an envious position given the relatively higher growth rates of the constituent countries.

India’s exports also play a significant role in ensuring success of the ‘Make in India’ initiative. Manufacturing in India, both in volume and value, includes our exporters, who even in difficult times have kept their nose above water. The government on its part is fully committed to enable ‘ease of doing business’ and to ensure that similar ‘trade facilitation measures’ will be extended to the export sector as well. A lot is being done to suggest thrust areas and key measures which can yield quick results as well as help formulate a long term export strategy.

The global environment is also a mixed blessing for us, but a lot of fixing is still needed. The new foreign trade policy announced in April 2015 attempts to fix some of these problems. The new FTP lays down a road map for India’s global trade engagement in the coming years and measures required for trade promotion, infrastructure development and overall enhancement of trade eco system.

The five year trade policy also provides a necessary framework for increasing exports of goods and services as well as job creation and increasing value addition in the country. Aim is to reach $900 billion of merchandise and services exports and the total two-way trade is expected to double from the present $1 trillion to $2 trillion annually in the next five years. This is a gigantic task considering that global economy is still struggling to gain momentum.

Friends, you will agree that any nation’s foreign policy is strongly influenced by the imperatives of its strategic environment, its perception of its own neighborhood and the perception of its own status in the international community.

On the basis of the above, India has sought to engage and build bridges with European Union and the Commission. The policy has brought rich dividends and should be further strengthened by the new team players and leaders of the Commission and the European Union. While endorsing our new Government’s focus on growth and democracy, the EU would do well to recall that doing business with India involves more than the simple principle of ‘ever quicker returns’.

EU-India relations date back to the early 1960s, when diplomatic relations were first established. But it was 1994's Cooperation Agreement, which is still the current legal framework for cooperation, which opened the door to the broad political dialogue that has since evolved, notably through annual summits since 2000, and regular ministerial and expert-level meetings.

In recognition of both sides' political and economic importance, the EU-India Strategic Partnership was launched in 2004, followed by adoption of the EU-India Joint Action Plan (JAP) at their 2005 summit. In recent years, the establishment of a Free Trade Agreement between the two partners has gained momentum and a deal is expected as the talks' progress.

The government, however, needs to be careful while entering into regional trade agreements as there are fears that they are being increasingly used by global corporates to make emerging economies to bend and rule by proxy.  The tough negotiations by India in the India-EU free trade agreement went to show, India would not give in that easily to corporate lobby through their governments in those countries.

India’s relations with some of the EU countries like Germany
are founded on common democratic principles and are marked by a high degree of trust and mutual respect. India was amongst the first countries to establish diplomatic ties with the Federal Republic of Germany after the Second World War. Relations grew significantly following the end of the Cold War and the reunification of Germany. In the last decade, both economic and political interaction between India and Germany has enhanced. Today, Germany is amongst India's most important partners both bilaterally and in the global context.

Germany is India's largest trading partner in Europe. Germany has consistently been among India's top ten global trade partners. India was ranked 25th in Germany's global trade during 2014 accounting for about 1% of total German trade. Bilateral trade in 2014 was valued at €15.96 billion. Apart from traditional sectors, knowledge-driven sectors hold good potential for collaboration. There is considerable scope for co-operation in the fields of IT, biotechnology, renewable energy, green technology, urban mobility & development and the entertainment industry.

Germany is the 8th largest foreign direct investor in India since January 2000. German FDI in India in 2014 was to the tune of US$ 1.15 billion. Germany's total FDI in India from August 1991 until March 2015 amounted to US$ 8.31 billion. There are more than 1600 Indo-German collaborations and over 600 Indo-German Joint Ventures in operation.

Led by the remarkable Chancellor Angela Merkel, often called the most powerful woman leader in the world today, Germany is regaining its role in the international order, commensurate with its economic power and influence. The world and India are welcoming the rise of Germany.

Merkel’s recent visit to India marks a new high in India-Germany relationship. The two countries have join hands in pushing for permanent Security Council membership in the United Nations. Both countries have agreed to cooperate in sectors entailing ‘Make in India’ and ‘Digital India’ programmes. An important outcome of the visit is setting up of a “fast track mechanism” for approving and assisting German investments into India, which is a special privilege enjoyed earlier only by Japan. Germany’s role in reviving the India-EU free trade talks will be crucial with PM Modi asking Merkel to take a lead on this front.

Today, we are fortunate to have with us Mr. Michael Siebert, Consul General at German Consulate in Mumbai as the Guest of Honor at today’s celebrations. I am confident that his active cooperation with the business community will help add a new chapter to improve the bilateral trade ties between India and Germany,

I am also grateful to Mr.  R. K. Dalmia, Chairman, TEXPROCIL for his active participation as the Chief Guest today. TEXPROCIL, as we all know is the ‘International Face of Indian Cotton Textiles’ promoting Indian exports in over 240 countries across the World. The All India Exporters’ Chambers enjoys a special bond with the Council, since its inception in 1954, as almost one-third of exports under its purview are represented by TEXPROCIL. Mr. Dalmia is the Senior President of Century Textiles, a Division at Century Textiles & Industries Ltd, one of the leading industrial houses in India and reputed across the globe. He has also held many leadership positions in various textile associations and industrial bodies. We look forward for his benign advice and active guidance to the trading community to mitigate the challenges posed by the ever changing face of global trade.

Our thanks are also due to our Past Presidents who during their tenures in All India Exporters’ Chamber have played an active role to voice the views of exporting community and my colleagues at the Managing Committee for extending their fullest cooperation and easing my task as President of The All India Exporters’ Chamber.

I also take this opportunity to thank the members of Press and Media who have at times helped raise various issues concerning the trade to create a mass awareness of things happening on both national and international trading arena.

I also extend our thanks to all the other dignitaries present on the dias, and to you all the wonderful audience who have helped liven up the proceedings at today’s event.

Finally, I thank Mr. R. J. Shetty, Executive Director, All India Exporters’ Chamber and Mr. Siddhartha Rajagopal, Executive Director, TEXPROCIL and their team of able officers who have been instrumental in making today’s function a grand success.

 

Thank You.     

 

 

 

President of the All India Exporters Chambers Ms Preeti Sheth, Mr. Michael Siebert, Consul General at German Consulate in Mumbai, office bearers of AIEC and my dear friends,

It is indeed a matter of great pleasure to be invited as a Chief Guest today on this momentous occasion of the Platinum Jubilee celebration of the All India Exporters Chamber. It is truly a remarkable milestone as there are very few institutions and trade bodies which have successfully stood the onslaught of time. The fact that the AIEC is one such organisation is a glowing tribute to its founding members and all the past Chairmen who have taken great care in lovingly nurturing this institution.

The ties between Texprocil which I represent today, and the Chamber, as we fondly call it, go back many decades in time and are very strong. When Texprocil was formed in the year 1954 with the sole purpose of promoting the export of all textiles – including apparel - the All India Exporters Chamber already had about fifteen years’ prior experience in this field guided by a group of people with great business acumen.

The Chamber just like the Council serves as an important link between the overseas buyers and the Indian exporters. Several active members of the Chamber have also held the Chairmanship of TEXPROCIL with high dignity and a number of active members of the Chamber continue to contribute to the progress and growth of the Council. Even today, both AIEC and Texprocil complement each other in their objective to promote textile export from India.

Friends, coming to textile, as it stands today, the export trends are not very encouraging. While a slowdown in exports widens the gap in trade deficit in our sector surplus capacity finds an outlet only through the channel of exports. A large part of the reason for the sluggish growth lies in the overall slowing of demand in the overseas markets too.

Apart from a general decline in overseas demand, our overdependence on China especially for cotton and cotton yarn exports, is magnifying the overall decline in our exports as China slows down.

Further, the high cost of export finance which is around 10% in India as compared to 3-4% in competing countries like Vietnam, Bangladesh and Pakistan is also having an impact on our competitiveness.

The new Merchandise Export from India Scheme (MEIS scheme) introduced in the Foreign Trade Policy of 2015-20 has included exports of very few products to select markets. Many important markets like African countries, South Korea, China and Vietnam have been left out of the scheme. Non-coverage of exports of mainstream products to leading markets under the MEIS is having its own impact on our exports as the margins have shrunk due to price pressure from our competitors. 

Indian cotton textile products also suffer the disadvantages of differential duties in major markets. Competing countries like Pakistan, Bangladesh and Vietnam get the benefit of zero duty or preferential duties in major markets like the EU. Available data clearly demonstrates that the only countries recording positive growth currently in the falling EU market are the countries with preferential access like Bangladesh, Vietnam and Pakistan.

We are all passing through trying times but we need to recognize that wide- ranging changes are taking place around us and we are not the only ones affected by them.

While this may not be a matter of consolation, it is surely a sign of re- assurance that as global trade picks up which it should, India will surely be a major beneficiary of the expected turnaround.

We have been requesting the Government to announce measures like the interest rate subvention, re- calibrate the product- market matrix to include exports to emerging markets so that we can strengthen our linkages with the value chains in these markets and expedite negotiation of tariff concessions in various RTAs/ CEPAs signed by India.

Efforts must be accelerated to enhance the competitiveness of India’s exports and the government should also expedite conclusion of FTAs with EU, Australia and Canada. Dialogue needs to be initiated with China and Turkey for reduction of duties on Indian textiles products and we need to take recourse to the Review Mechanism available under all the FTAs/ CEPAs signed by India in order to create additional market access.

The inward looking mega trade agreements being promoted by USA and the European Union amongst themselves and with key trading partners like Korea, Vietnam, Japan, at a time when the WTO is fast losing its relevance as a forum of trade expansion, poses fresh challenges to countries like India.

The TPP agreement signed recently by 11 countries with the US is likely to be a game changer as duty free access will be provided to the signatories of the Agreement located in the Pacific Rim. The US would have created exclusive trading zones in the Americas, Africa, Asia Oceania and parts of South East Asia. With the impending TTIP (Transatlantic Trade and Investment Partnership) Agreement the US will also cover Europe.

Recent measures like the increase in allocation of funds from Rs 18000 Crs to Rs 21000 Crs under export incentives scheme; Reduction in Repo – Rate; Setting up of Textile Parks and the Relaxation of Coastal Shipping have given a sense of “feel good" to all at a time when the overall global outlook is still in the "recovery mode".

Amidst the various happenings around the world, the Platinum Jubilee of AIEC comes as a breath of refreshing air and reminds us that time has tested this Chamber too and it has emerged victorious to continue to work for the benefit of exporters for the past 75 years.

I would like to conclude by saying that the AIEC has the good fortune to have at the helm of affairs, visionaries from a wide cross section of the Export Trade dedicated to undertake pioneering work in the field of exports and who will continue to lead the Chamber into its centenary celebrations.  

I once again congratulate the AIEC on completing 75 years and wish the members and office bearers much success in the coming future.

 

 

 

 

 

The All India Exporters’ Chamber celebrated its Platinum Jubilee today at  Hotel Taj Mahal in the august presence of its past Presidents and the leading luminaries  of the exports industry. The event was presided over by the President of the Chamber, Ms. Preeti M. Sheth and the Chief Guest at the function was Mr R K Dalmia, Chairman, Cotton Textiles Export Promotion Council (Texprocil). The Guest of Honour was Mr Michael Siebert, Consul General of the German Consulate in Mumbai.

After a brief introduction of the Chamber, the President of the Chamber, Ms Preeti M. Sheth in her inaugural address welcomed everyone to the momentous occasion of completion of 75 glorious years of the Chamber. She elaborated on the genesis of the organisation which came into being through an amalgamation of the Africa and Overseas Exporters’ Chamber, established in 1939 and the All India Exporters’ Association.

It was indeed a matter of pride that the All India Exporters’ Chamber was inaugurated with the amalgamation of both the above chambers in 1959 by late Shri Lal Bahadur Shashtri, the then Commerce Minister of India, she said.

 

Mrs. Preeti M. Sheth further stated that the five year trade policy also provided a necessary framework for increasing exports of goods and services as well as job

creation and increasing value addition in the country. Aim was to reach $900 billion of merchandise and services exports and the  total two-way trade was expected to double from the present $1 trillion to $2 trillion annually in the next five years. This was a gigantic task considering that global economy was still struggling to gain momentum.

 

Ms Preeti M. Sheth also highlighted the various challenges that the Chamber had faced through its existence over 75 years and the various opportunities that hold potential for India’s future growth in exports.

She also mentioned that India’s exports play a significant role in ensuring success of the ‘Make in India’ initiative. Manufacturing in India, both in volume and value, includes the Chambers exporters, who even in difficult times have kept their nose above water. A lot is being done to suggest thrust areas and key measures which can yield quick results as well as help formulate a long term export strategy, she added.

After the special address by Mr. Michael  Siebert, the Chief Guest for the day Mr R K Dalmia, Chairman of Texprocil then spoke on the ties between Texprocil and the Chamber which went back many decades in time and was very strong. He said that the Chamber just like Texprocil served as an important link between the overseas buyers and the Indian exporters.

Mr. R K Dalmia stated that textiles export trends do not look encouraging. Decrease in export has given rise to trade deficits. The solution to tackle higher production of textiles in India can be only increase in exports. But foreign demand is not picking up. Besides, our exports have been affected by slowdown in China as we are heavily dependent on China for exports of cotton and cotton yarn.

 Moreover, the cost of export finance in India, which is 10%, as compared to cost of export finance of 3 to 4% of our competitors like Vietnam, Bangladesh, Pakistan etc. is also having an impact on our competitiveness.

He elaborated on the representations that have been made to the Government like the interest rate subvention, re- calibration of the product- market matrix to include exports to emerging markets so that linkages can be strengthened with the value chains in these markets.

Regarding India’s competitiveness he said that efforts must be accelerated to enhance the competitiveness of India’s exports and the government should also expedite conclusion of FTAs with EU, Australia and Canada.

He stressed that dialogues need to be initiated with China and Turkey for reduction of duties on Indian textiles products and we need to take recourse to the Review Mechanism available under all the FTAs/ CEPAs signed by India in order to create additional market access.

 He further added that recent measures of the government like the increase in allocation of funds from Rs 18000 Crs to Rs 21000 Crs under export incentives scheme; Reduction in Repo – Rate; Setting up of Textile Parks and the Relaxation of Coastal Shipping have given a sense of “feel good" to all at a time when the overall global outlook is still in the "recovery mode".

He concluded by saying that amidst a lot that is happening in exports the platinum jubilee celebration was truly a breath of fresh air.

The past Presidents of the All India Exporters’ Chamber were then felicitated with a special token of appreciation.

 

 

 

 

  •   Built at a cost of Rs.131crore, the fully automated and ultra-modern unitwillmanufacture high-grade, value-added fancy yarns such as Ring Slub, Stretch, Elli Twist and Compact.
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  •   40% of the yarns manufactured in the plant will be consumed by the company’s captive denim fabric unit at Nagpur, Maharashtra and the balance will be sold to global and domestic players.
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  • The state-of-the-art plant deploys world-class technologiesand will help Suryalakshmi Cotton to continue its market leadership through premium products at premium prices.

 Suryalakshmi Cotton, India’s leading integrated yarn-to-garment manufacturing company, announced the successful commissioning of its 4thstate-of-the-art plant in Amravati, Maharashtra.With a total investment of Rs.131crore, the plant has commenced operations with the world’s most advanced and energy efficient technology.The plant includes fully automated, state-of-the art, imported spinning technology and is in line with the company’s strategy to produce value-added and premium fancy yarns. With the addition of 26,000spindles to its existing capacity of 61,000, the total spindle capacity at Suryalakshmi Cotton goes up to 87,000 spindles.Trial runs at the plant have been successfully completed and theplant is entering commercial production of yarnsfrom 25thSeptember, 2015.

 

 

Commenting on the Company’s latest milestone, Mr.ParitoshAgarwal, Managing Director, said, “The plant is a strategic landmark in our company’s vision of building world-class facilities in line with ever changing global fashion trends.Set up within stipulated timelines with no cost overruns, it proves our superior execution and process skills. With commencement of operations at the new plant, we will significantly cut down our dependence on third-party vendors for procuring yarnenabling better quality control and increased cost efficiencies.

 

“With fancy yarns being a premium product and high margin business, we anticipate annual revenues of Rs.150 crore plus from this plantalone.Most importantly, the in-house unit expands our scope to invest in R&D enabling us to be in sync with the latest trends in the world of denim and to cater to international and domestic fashion demands more effectively.The high value yarns produced in this plant would be used for captive consumption in our denim division. Also, the plant shall utilize power from our 25 MW captive power plant, further addingto the Company’s bottom line” he added.

 

Taking inspiration from our honorable Prime Minister ShriNarendraModi’s call for‘Made in India, Sold to the World’, Suryalakshmi Cotton hopes to produce international quality fancy yarns and sell it to buyers across the globe and in India.

 

Located in Amravati, which is the cotton belt of Maharashtra, the unit has abundant access to high quality raw material and labor. Further, it is fully compliant to leverage the interest subsidy benefits provided by the Central and State Governments.  The plant would provide direct employment to around 250 people and indirect employment to many more.The plant will utilize power from the Company’s 25MW captive thermal power plant at Ramtek and thus enable substantial lowering of power costs. On its part, the Ramtek power plantwould increase its production of electricity to cater to the needs of the Amravati unit.

 

 

Suryalakshmi Cotton is a leading producer of denim fabric in the country with a capacity of 40 million meters p.a. and well positioned as an Original Denim Manufacturer (ODM) to both international and domestic markets. This step is in continuation ofthe company’s strategic endeavor to create presence across all 3 value chains of clothing– yarn, denim fabric and garments. The plant will help the company in creating a robust strategy to intertwinelatest fashion trends across the three divisions. This will also de-risk the company’s revenues and at the same time help in maintaining a focus on high-value high-margin businesses.

 

 

About Suryalakshmi Cotton:

Founded in 1962, Suryalakshmi Cotton is a vertically integrated business leveraging five decades of successful spinning, denim and garment operations.With cutting-edge design, latest spinning technology and end-to-end manufacturing plants, the companymanufactures the finest yarn, premium denim fabric and garments for leading private labels, fashion brands and retail chains in 29 countries across the globe.

For further information, please contact:

Mr. Nikhil Mehta

Contact No. – +91 98928 13552

Email ID– This email address is being protected from spambots. You need JavaScript enabled to view it.

 

Mr. E V S Sarma (Company Secretary)

Contact No. - +91 40 3057 1600, +91 98480 76219

Email ID –This email address is being protected from spambots. You need JavaScript enabled to view it.

 

 

October 1, 2015 would be an important day for India’s karigars. A unique art gallery of craft maps that provides locations of craft production and marketing areas all over India, has been inaugurated by Shri Santosh Kumar Gangwar, Hon’ble Minister of State for Textiles (Independent Charge), at the Race Course Road Metro station in New Delhi.  

 

The forty-eight large-sized artistic crafts maps of India together cover every state; there is one map for India and another for NCR, Delhi. They were conceptualized and created by Dastkari Haat Samiti, a national association of Indian crafts people, during the period 1994 - 2010.  


The maps highlight crafts and textiles of respective states, depicting crafts persons and presenting relevant information against the backdrop of respective art forms. The traditional art forms have been cast in a new light, drawing attention to the dynamic nature of traditional art. It is the first time that these art forms have been applied to maps; for instance, terracotta artist Kaushalya Verma, Manju Jhangra and Geeta Jhangra from Haryana have used their traditional skill to create a map made of terracotta stars. Kashmiri papier mache artist Hakim Ghulam Mohammad, who always used to paint on papier mache or wooden items, has painted a shawl map of Srinagar on paper for the first time. 
 
Exporters and NGOs have been using the craft maps to locate crafts for sourcing, marketing and design development. The maps have helped in promoting many an unknown area and craft. The craft maps have reached many parts of the world and are a unique cartographic documentation of crafts, textiles and traditional arts. 
 
They were displayed by the Government of India at the Frankfurt Book Fair when India was the guest country, and by Government of Delhi at London as part of a major exhibition at Trafalgar Square. The first exhibition was inaugurated by late President Dr. A.P.J. Abdul Kalam in 2005 at Dilli Haat.
 
Dastkari Haat Samiti gifted the entire set of exhibits to the Crafts Museum in 2009. The collection has been put together for display at Race Course Metro Station, due to the joint endeavours of Office of Development Commissioner (Handicrafts), Crafts Museum, Ministry of Textiles, Government of India and Delhi Metro Rail Corporation.
 
Dr. Sanjay Kumar Panda, Secretary, Textiles; Shri Alok Kumar, Development Commissioner (Handicrafts), Ms. Jaya Jaitley, founder of Dastkari Haat Samiti, and officials of Delhi Metro Rail Corporation were among others present on the occasion.

 

(Now available across all leading brands)

LIVA – the recently launched brand of fabric from the Aditya Birla Group, unveils its latest campaign with the fashion goddess and brand ambassador –KanganaRanaut. Made with natural fibers, LIVA promises an experience of natural fluid fashion with an all new perspective this season. Fluid fashion is about wearing fluid garments that transform the way you look and feel.

 

The entire range of garments made of Liva fabrics can be experienced at leading retail outlets like Global Desi, Pantaloon, Lifestyle, Shoppers Stop, Allen Solly, VanHuesen among other stores. The way to identify Liva garments is through the vibrant pink Liva tag. The tag assures that the fabric in the garment has the most liquid and soft drape and is made of natural, eco-friendly fibres.

 

The latest campaign with Kangana, brings alive the unique attribute of the fabric i.e. fluidity.

This dramatic expression of fluidity and dynamism has been achieved on the static medium i.e. Print and Outdoor through a unique shoot and post production work. The campaign will be out this week and will continue till mid-December.

 

Speaking on the occasion and why she chose to endorse the brand, Liva’s brand ambassador and Bollywood queen, KanganaRanaut said,

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“LIVA is a very special fabric. I was pleasantly surprised first time I wore it. It is fluid, it is comfortable.  Just like liquid, you move it moves. And it is also natural. It delivers its promise of Natural Fluid Fashion!I love fashion! I love dressing up, I think most girls do. So it is great if people find me fashionable. But fashion for me is about being myself, having a sense of spontaneity that comes from being free spirited.  This is what attracted me the most to LIVA fabric when I chose to endorse it .”

 

Speaking further, to the media Kangana said, “my fashion tip to all is to be fluid! Don’t restrict yourself to one style. Keep experimenting.Use free flowing silhouettes as they flatter all body types. Add garments made with fluid fabrics in your wardrobe.”

 

Mr K KMaheshwari, Managing Director, Grasim Industries Limited and Group Director Textiles said, “LIVA is an initiative of the Aditya Birla Group towards connecting with the end consumer directly. Consumer love Liva, the natural fabric for its great flow and feel.This is the second season of Liva being present in the market. During Summer-Spring 15, when we launched Liva, we had received an overwhelming response. This Autumn-Winter 15 we have added many more brands and partner in this endeavour, so our consumers will be seeing a lot more width and breadth in the designs and garment collections made of Liva fabric.”

 

Currently Liva is available across  major fashion retail partners - Global Desi, Pantaloon, Allen Solly , 109 F, Fusion Beats, People, Lifestyle, Melange, Van Huesen, Shoppers Stop, Wills Lifestyle, Reliance Trends, Desi Belle, Ethnicity, Fashion at Big Bazaar, Max.

 

 

 

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