India Now Aug Sept 2011 Canada Special

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IndiaNowAugust -September 2011 | Volume 02 | Issue 3 B u s i n e s s a n d e c o n o m y

industrioustop canadian companies that

have set up operations in india

india-Canada Comprehensive eConomiC partnershipagreement studies suggest it will Boost indias gdp By

up to $12 Billion and canadas By up to $15 Billion.

leading Canadianbusinesses

in India.

SpecialFeaturingA 10-page

eBl

p

ocb 17-20, 2011, t


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42 august-september 2011 www.if.o


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43www.if.o august-september 2011

were just beginning to learn the

importance o the Chinese market.

Now China is a big market or Canada.

In act, just recently, it became bigger

than the US, in this segment.

So, i we take a look at the opportuni-

ties here in India, were just beginning

to realise that we can sell sotwood

lumber to India as well. India has

permitted the entry o two pine species.

We have sold almost US$ 200 million

worth o sotwood lumber to India inthe last year alone.

We are beginning to realise that given

Indias growth rate and that it is a

democracy; there is a really good oppor-

tunity or us to contribute to Indias

growth by oering Canadian products

and technology..

Iia a Caaa are i al

o alie he CEPA. How

will CEPA chae he bie

i n te rv i e w spec ia l issue

The diplomat is upbeat about the prospects obilateral trade zooming.By sAngEEtA sHAukAnd.

harnessingStewart Beck Canadas HigH Commissioner

Wha will he year o

Iia achieve?

The Year o India in Canada was a

great Indian initiative. It has helped

to raise the prole o India in Canada

and that o Canada in India. The

month o June was a good example

because it began with the global

Pravasi Bharatiya Divas and ended

with the glitzy awards ceremony o the

International Indian Film Academy

(IIFA), both in Toronto. In-between,there were other important events like

the Innovation Summit, the Education

Summit and also a Global Business

Forum. These events brought the

Canadian and Indian experts together.

For example, Toronto is a dynamic

city and the presence o Indian busi-

nesses makes a big dierence to

an event. So when the IIFA awards

ceremony was held there, a lot o

people in the world saw Toronto or

what it is, but they also saw the impor-

tance o Bollywood as an industry

or India. This glamorous event held

in a vibrant city like Toronto raised

Indias prole. So, the Year o India

is a great occasion or us to celebrate

our strong bilateral relationship.

How oe Caaa ee Iia,

bie-wie?

Canada sees India as an opportunity

or economic collaboration. Canada is atrading nation and the US has been our

main trading partner or many years.

Not too long ago, it represented 87 per

cent o our exports. The Canada-US

trade is now down to about 75 per cent.

So, theres been a big change in the last

ve to ten years.

I was in China rom 1990 to 2003,

in Shanghai. At the time, Canada was

exploring the possibility o exporting

wood to China. Canadian companies

the engineof growth


4/11


speci a l issue i n te rv i e w

lacape a b whe o

o expec i o cocle?

We call the Comprehensive

Economic Partnership Agree-

ment (CEPA) a ree trade

agreement. CEPA is really

undamental to building the

trading relationship. Studies

have concluded that it will

boost Indias annual GDP

growth by up to $12 billion and

Canadas by up to $15 billion.

That will have a signicant

impact. Also, there is a certain

optical dimension to having a

ree trade agreement. Compa-

nies will say: We have a ree

trade agreement with India,let us explore that opportunity.

How will i chae he

bie lacape?

One would assume that the

tari structure going both ways

would drop considerably and it

will open up opportunities in the

sectors where the tari rates are

to change. There will be issues

that we would like to see on the

table, such as changes in thenancial services sector. We have

a very active, vibrant and success-

ul nancial services industry in

Canada. We would like to be able

to do more in India.

Another area is mining. We

have excellent extractive industry

companies and investors and

wed like to see i we can open

that up to a degree with our

Indian riends. On the Indian

side, it is about the movement opeople and that is something we

will have to discuss.

I we are able to conclude an

agreement that is satisactory

to both sides, it is hoped that

we will see a more active and

vibrant Indian nancial services

sectormost o Canada's major

banks are represented in India

in one orm or anotherand

we will have a better way to

manage the movement o

people back and orth between

the two countries. So, theseare some good things that can

change the business landscape.

the Iia-Caaa bila-eral rae i worh us$

5 billio aall. the aim i

o reble i o us$ 15 billio

i he ex 5 ear. Wha will

mae ha poible?

Again, having a ree trade agree-

ment will certainly work. As pro-

jected, hopeully, it will add US$12 billion to the annual bilateral

trade. But realistically speaking,

what will really drive trade is hav-

ing an engagement o companies

both ways.

Weve done some research on

our own and realised that when

it comes to the amount o bilat-

eral trade, we probably do quite

a bit more than just US$ 2.5-3

billion. A lot o the trade between

our two countries is routed

through some third countries.

That doesnt get translated intostatistics. For example, Pratt and

Whitney has an engine manuac-

turing plant in Montreal, Canada.

Those engines dont get captured

in the statistics o trade com-

ing to India, because they are

installed in aircrat coming rom

the United States or Europe. So,

we probably have a larger bilat-

eral trading relationship than

what is registered. But what we

need to do, and this is why I liketo ocus on companies, is that we

need to bring more companies

and engage them in this market,

because their success will drive

the statistics upwards.

One o the things that we at

the High Commission are really

working hard at is attracting

more Canadian companies, par-

ticularly knowledge-based com-

panies, to come and do business

... nd o bing mo

ompnis nd ngg

hm in his m,

bus hi sussill div h sisis...

Name:

Stewart Beck

DesigNatioN:

High Commissioner

eDucatioN:

BA, Bachelor of

Physical & Health

Education (BPHA)

and MBA, Queen's

University at Kingston

in Ontario, Canada.

positioNs helD:

Joined the department

of External Affairs and

International Trade in

1982. Served in the

US, Taiwan and China.

Most recently, he was

consul general in San

Francisco, USA.

DOSSIER


5/11


i n te rv i e w spec ia l issue

in India, because the opportunities are

really quite large.

So, thats the ocus and thats where

our eort isclient acquisition. The

more companies we have in this mar-

ket, the more the trade will go up.

As I mentioned earlier, we are work-

ing on a ree trade agreement. Weve

already had two rounds o negotiations

and our hope is that we can have a

third in the next ew months.

Our prime minister has basically

put a timeline or us by saying that

he would like the CEPA to conclude

by 2013. Its an ambitious agenda and

we just have to keep the talks going to

achieve that goal..

Wha i o eiiaio i

he overme o Caaa

oi o le more Caaia compa-

ie era he opporiie

ha exi i Iia?

We have various organisations work-

ing on this activity. Firstly, we have

regional oces across Canada. In my

previous job when I was in Ottawa, I

was responsible or those oces. They

are out there talking to Canadian

companies, educating them on globalopportunities, and also opportunities in

India. Certainly, India is at the oreront

because it is receiving a lot o attention.

We have organisations like Export

Development Canada (EDC) which is

our Ex-Im Bank equivalent. They have

their own domestic clientele and do a

lot o education like we do, on market

opportunities in India.

The Business Development Bank o

Canada (BDC) is another institution in

Canada that holds seminars and talksto its clients. They have more than 90

oces across the country and they are

interacting with Canadian companies

and letting them know what the oppor-

tunities are.

When I was in Canada in June, I

spent two-and-a-hal weeks going

across the country. I was in Vancouver,

Calgary, Regina, Toronto and Montreal.

I talked to more than 200 Canadian

companies about the market oppor-

tunities in India. And also, I talked to

the CEOs o BDC and EDC, discussing

ways to raise Indias prole with the

Canadian business community.

When I talked about India, I talked

about the brand o Canada being a

knowledge-based partner o Indiait

starts with academic research and

goes up to high tech IT sector compa-

nies. Similarly, there are companies

in the clean-tech sector and in the

agricultural sector. We support not

only the companies that sell Potash

and lentils and pulses to India, but

also companies that can do ood

processing and agricultural logistics.

So, were getting them to understand

that there are new types o opportuni-ties here. Biotechnology o course is

another big area; inrastructure is a

huge one or us and o course, telecom-

munications and digital media. So

these are the types o sectors that we

will be ocussing on, to help Canadian

companies come and do business here..

Which are impora ecor i

hi coex?

Let me give you an example. This is a

term that I picked up rom the premiero the Canadian province o Saskatch-

ewan, which I think is very relevant to

India: Wed like to be partner in the

Now economy. The Now economy

ocuses on areas such as ood security

and Canada is well positioned to help

in that sector. For example, India

generates 70 per cent o the lentils

that it requires. O the 30 per cent that

it imports, 80 per cent comes rom

Canada. We are a big provider on the

lentil side. Thats the Now economy.

When we partner with India or the

Next economy we will try to bring

additional benets to the partner-

ship. For example, Canadian lentils

are highly nutritious. So we will try to

bring in the technology to make Indian

lentils more nutritious. We can col-

laborate with Indian partners, whether

at the academic or business levels, to

increase yields. Other areas o potential

collaboration include radar and satelliteinormation to help armers in planting

and harvesting their crops. Again, its

about using that technology to improve

ood security or India.

Clean technology is another example

o the next economy. Recently, nine

Canadian companies attended the

renewable energy show here. We have

expertise in solar, wind and biomass

energy. Again, when you talk about

biomass, how you use the waste rom

crops that grow in a renewable way, areexamples o the Now and the Next

economies together. This is where

Canada has opportunities to collaborate

with India, because its taking technol-

ogy that we have developed over time,

bringing it to India, and collaborating

with Indian partners.

Our technologies tend to be expen-

sive, they work in the North American

environment. We have to nd ways

o bringing them into the Indian

environment and converting thosetechnologies so that they are aord-

able here. But more importantly,

Canadian companies can work with

an Indian partner and take those

technologies into a third market where

such opportunities exist, as well.

Elaborae po he Caaiaaim o ivei i mall ameim-cale eerprie.

Canada is a country o small and

whn you l

bou biomss,

ho you us h

s fom ops

h go in

nbl y,

xmpls of

h No nd h

Nx onomis

ogh.


6/11


medium enterprises (SMEs). I think

more than 90 per cent o the Canadian

economic bre is made up o SMEs. To

be successul in a place like India, the

companies have to come and partner

and invest.

EDC, or instance, has nancing tools

and programmes that assist companies

to come into India and set up. When

we talk about investing in this market,

its about encouraging companies to

come here, nd a partner and invest in

an oce in the beginning, depending

on the type o product.

How do we try to encourage compa-

nies to consider the Indian market?

Its a long way to come to India and its

expensive or an SME. A ten-day explor-atory business trip can cost at least US$

5,000, maybe more. What we want to

be able to do is use technologywebi-

nars, teleconerences and a variety o

tools which will educate Canadian com-

panies about the opportunities here.

Reerring back to the renewable

energy conerence, ater a very success-

ul networking reception, I requested

my sta to ollow it up with a webinar

and other communications. We have

to nd ways to go out and approachother companies in this particular

sector so as to build on some o the

successes o the companies that are

already here. I you are a company

in Canada and have never been to

India, what you want to hear is rom

a company that has been here and

has had a successul experience.

We are building a programme so that

we can carry out education o compa-

nies on a sector by sector basis. Some

o it is general but then you have to digdown deep into that particular sector.

Wha i he poeial

or collaboraio i he

maacri ecor?

Canada has a very large automotive sec-

tor. We have the Big Three carmakers

resident, all having assembly acilities

in Canada. Honda and Toyota also

have acilities in Canada. We have a

large tier 1, 2 and 3 manuacturing

base. Now we see a lot o those com-

panies coming to India and setting up

acilities here. So, in that particular

sector there is a lot o room or col-

laboration. The Indian automotive

market is also growing dramatically.

We specialise in agricultural equip-

ment in Canada. As crops develop andchange and arming methods change,

specialised equipment will be required.

These are two sectors where manu-

acturing opportunities exist.

Id say its probably a little more

dicult or Indian companies to go

and start manuacturing acilities in

Canada but that too depends on what

the sector is and what the capabilities

are. Take a look at Jubilant Liesciences,

as an example, that is an investor in

Canada in the biotechnology sector and

is developing products in a dierent

type o manuacturing.

In terms o a policy ramework, we

have the North American Free Trade

Agreement (NAFTA) and that gives

Indian companies access to the large

North American market. We are in

the process o negotiating a CEPA

with Europe and that will open up

the European market, too, or Indian

companies that invest in Canada. You

are not just looking at a market o 34

million Canadian people, you are look-

ing at a much larger market. And the

advantages you have in Canada are that

we are economically stable and have a

banking system thats made it throughthe nancial crisis unscathed..

Wha abo opporiie i he

ecaioal ecor?

Weve doubled the number o MOUs in

one year between educational institu-

tions o Canada and India. And its not

just Canadian Universities, its also

community colleges. These colleges are

a very important part o the educational

system in Canada, with training at di-

erent levels.Lets take a look at the growth in edu-

cational visas that we have issued. In

2008 we issued 3,000 visas, last year,

we issued 12,500. There was growth in

all categories but the really big growth

was at the community college level.

There is a requirement here that can be

satised by the Canadian educational

institutions and one o the things I am

encouraging in my outreach across

the country is that these community

colleges should come and take a lookat what they can do here in India. A lot

o that work can be done here with the

right kind o partner.

Again that would go back to what

I would call the intellectual property

and inrastructure combineinra-

structure can be provided by the

Indian side, intellectual property, the

course curriculum and a lot o the

teaching, can come rom Canada.

Its really a good opportunity.

speci a l issue i n te rv i e w

If you ompny in

cnd nd hv

nv bn o

Indi, you n

o h fom

ompny h hs

bn h nd hs

hd sussfulxpin.


7/11


1Compa:McCai Foo (Iia) Pv LArea o Operaio:

Froze oo lie poao rie.Alo veeable, eer,pizza, jice a beverae,ove meal, eree a appe-ier lie chice wi, chili-

cheee e, oio ri,rii cr pizza a ve-eable brer

Interview with KS Narayanan,

Managing Director, McCain Foods India.

Wha prompe McCai o eer Iia i 1997?

Today, we nd growing usage and acceptance or conve-

nience oods in India. Also, potatoes orm a signicant staplein the diet o Indian amilies and there is huge consumption

or both snacks and meals. The growth o organised grocery

retailing and cold chain inrastructure urther strengthened

our plans or India.

How o or Iia operaio io or lobal pla?

McCain is the worlds largest producer o French ries

and potato speciality products. It is a global leader in the

rozen ood industry with 53 operating acilities worldwide

and generating annual sales o over US$ 6.8 billion. McCain

produces a wide range o rozen products that includes chips,

pizzas, deserts, vegetables, ruits and beverages. Our prod-ucts are marketed in more than 120 countries worldwide. In

1998, we began working with potato armers in India under

an extensive agronomy programme to identiy the areas with

best the potential or growing French ry quality potatoes

(high on solids, low in sugar and the right size). We decided

to ocus on the potato growing areas in north Gujarat. In

2007, McCain Foods India set up a US$ 25 million potato

processing plant in Gujarat's Mehsana district. The plant

manuactures our international range o products including

Smiles, Super Wedges and French Fries, and India-specic

products like Mazedar Aloo Tikki, Tandoori Vege Nuggets,

and Crunchy Potato Bites. McCain Foods India operates in

three distinct segments:

Institutional sales catering to quick service restaurants,

hotels, restaurants, caterers and canteens. Retail sales- at

modern trade outlets and shops selling rozen ood products.

Exports- our Made in India products are well accepted inChina, South Arica and South-East Asia.

Introduced in 2008, Aloo Tikki is the most popular o our

local products. It is also gaining good acceptance in the retail

and oodservice channel. We have also launched the McCain

3-minute Rice Idli which marked our oray into non-potato

based rozen products in India.

do o ee a expae role or or compa i

Iia i he ex ew ear?

We are continuously evaluating growth opportunities in

India. And today we are servicing customers in International

and Domestic Quick Service Restaurants, Hotels, Restau-rants, canteens and also Retail consumers. Further, we are

constantly evaluating opportunities in Exports as well.

Iia ha a va araria pracice, wih

opporiie i ever ae, rom plohi o

harvei o marei o raporaio a aci.

How o o pla o hare ha oppori i he

ear o come?

We would like to concentrate our eorts on building a sus-

tainable potato supply chain and expanding the rozen ood

category in India.

c o m pa n y p ro fi l e ca nada specia l

featuring eight of canada's high

performance companies that have

been operational in india for the

past several years.


8/11


ca na da specia l c o m pa n y p ro fi l e

2

Compa:sCOtIABAnkArea o Operaio:

Corporae a commercialervice; rae ace aorei exchae, aciliaiexpor a aci

Interview with Sabi Marwah,

Scotiabank Vice-Chairman & Chie Operating Ocer

How ha scoiaba eaeme wih

Iia evolve?

Were the largest and most active Canadian bank in India,with a 30-year history here we opened a representative

oce in 1982 in Mumbai, and now have a branch each in

Mumbai, New Delhi, Coimbatore, Bengaluru and Hyderabad.

We oer corporate and commercial services to major local

and multinational customers, including trade nance and

oreign exchange, acilitating exports and nancing.

ScotiaMocatta, our precious metals division, is one o the

countrys largest dealers serving the domestic and export

jewellery industry through a special licence granted by the

Reserve Bank o India. In act, we were recently recognised

by the Bombay Bullion Association as Best Bullion Bank or

the third year in a row.

Wha opporiie i he ba looi oap i Iia?The Canadian government has named India a priority

market and is working with the Indian government to boost

bilateral trade. Scotiabank is in a great position to acilitate

this. We've been in Asia-Pacic or almost 50 years, and have

good relationships with regulators and government ocials.

Our international network is a competitive advantage, and

we have built a reputation as a stable, well-managed bank.

Consulting rm Oliver Wyman named us as one o the top

10 most stable banks in the world during the 2008-09 nan-cial crisis, and the World Economic Forum has just ranked

Canadas banking system as the soundest in the world or the

ourth year in a row.

give he iveri i Iia, how oe scoiaba

ee iel caeri o hi ivere mare?

Diversied business lines, geographies and people are at the

heart o our business strategy. We are Canadas most inter-

national bank, with operations in more than 50 countries,

and Canada is a diverse, multicultural country with large Chi-

nese, Asian, Caribbean and, o course, Indian communities.

We established a multicultural banking team in 2007 to

strengthen relationships with Canadas diverse communities

by connecting with immigrants and oering them custom-

ized products, multilingual services and special oers.

Cross-cultural leadership is also a unique competitive

advantage or us, and a core competency or our leaders. Its

important or our leaders to understand and eectively man-age the dierent cultural elements that shape and support

our working environment, our strategies and processes.

tale a oh power are recoie acor

ieral o Iia rowh or. Col o hare or

view i he coex o scoiaba experiece i Iia?

The ormer CEO o Inosys, Nandan Nilekani, has com-

mented on the unique "demographic dividend" India oers

through its large, youthul population. The Indian govern-

ment is investing in education by expanding and improving

primary and secondary school acilities, and creating techni-

cal training institutions to channel this talent. Education isa pillar o Scotiabanks Bright Future programme, where we

ocus on enriching the communities we serve, and we sup-

port Canadian educational institutions' eorts to enhance

learning opportunities or youth across our two countries.

From a business perspective, Indias young, growing popu-

lation makes it an extremely attractive market or us, particu-

larly i we are eventually permitted to oer retail banking and

wealth management services. In Canada and the Caribbean,

we have many products and services specically designed or

youth and students, such as low-ee banking accounts and

credit cards, and mobile banking apps.


9/11



Bombardier o Montreal, Canada, is a global industrial

giant and one o the worlds oremost manuacturers

o aircrat and railway systems. The US$ 18 billion

company has two distinct lines o business: aerospace and

transportation. Bombardier Aerospace is the

worlds largest producer o business

and regional aircrat, includingthe world amous Learjet and

Challenger series. I you

have travelled by train you

have probably enjoyed

the comort o one or

more o the companys

100,000 rail cars and

locomotives worldwide.

Bombardier Transpor-

tation covers the ull

spectrum o rail solutions,

rom complete trains tosub-systems, maintenance

services, system integration

and signalling. At 69 centres in

23 countries, it employs more than

65,000 people to design, manuacture,

sell and support its operations.

Bombardier Transportation has been in India or more

than 35 years, supplying hi-tech electric engines to the Indian

Railways. But it moved into the limelight two years ago, with

the arrival o its sleek, highly reliable and hi-tech Metro rail

engines and cars that criss-cross the New Delhi landscape.

Ater the rst batch o 36 rom Germany, the rest have beenmanuactured at Bombardiers plant in Savli, near Vadodara

in eastern Gujarat. Built or INR 200 crore (US$ 48 million),

it manuactures complete bogies rom the ground up.

Bombardier has launched an environment riendly range

o technologies that it calls ECO4or its concerns about

energy, eciency, economy and ecology. ECO4 products

halve the expenditure on energy, meeting the industrys

demand or environmentally-riendly and reliable, yet cost-

ecient products. From engines to traction mechanisms to

power, uel and air monitoring systems, these technologies

make Bombardiers oerings highly eco riendly.

Based in seaside Vancouver, in Western Canadas pic-

turesque British Columbia, Cummins Westport Inc.

is a company ocussed on the environment. It makes

extremely high perormance heavy-duty engines or trucks

and buses that run on eco-riendly natural gas, instead o

diesel. The quiet, low emission engines run on compressed

and liquid natural gas as well as on the renewable biometh-ane. Made rom organic waste, biomethane is highly puried

methane and is said to be among the cleanest o biouels.

According to Cummins Westport Inc., 30,000 o its

engines are already in use worldwide. These engines power

reuse, vocational and dump trucks, city buses, shuttles,

school buses, street-sweepers, and delivery vehicles, among

others. The engines meet the toughest emission regulations

such as those o the U.S. Environmental Protection Agency

(EPA), Caliornia Air Resources Board (CARB), and EURO.

Almost a decade ago, Delhi converted rom diesel or its

commercial vehicles to clean compressed natural gas (CNG).

In 2008, Cummins Westport procured its biggest orderto date: 3,125 engines or the Delhi Transport Corporation

(DTC). For its feet o buses, DTC had

ordered more than 3,000 CNG-

powered buses. Naturally,

they would need CWIs

B Gas Plus engines.

Cummins Westport

licensed the manu-

acture o the

230 horsepower

engines to its

Indian subsid-iary Cummins

India Limited

(CIL), the coun-

try's leading

manuacturer o

diesel and natural

gas engines or

power generation

and industrial and

automotive markets

nationwide.

Compa:Bombarier traporaioIia LArea o Operaio:

Bie aircradelhi Mero eie

Compa:CuMMIns WEstPORt InC.Area o Operaio:

Heav rc a beie ha r o eco-riel aral a

43Source: www.bombardier.com Source: www.cumminSweStport.com

pHotob

YpHotoS.com


10/11


ca na da specia l c o m pa n y p ro fi l e

Whether you

drive a Porsche,

Mercedes, Audi,

or any other vehicle,

you can be sure thatMagna Styer has

played an important

part in ensuring

your drive is smooth.

There isnt an auto-

mobile company,

anywhere in the

world, that doesnt

use parts, systems and

assemblies designed,

manuactured and inte-

grated by Magna Steyr. Its listo customers is the virtual whos

who o the global automobile indus-

tryrom Mercedes to Mahindra, rom

Toyota to Tata. It can make parts to complete vehicles, and

rom just a ew cars to hundreds on the assembly line.

Magna Styers customers include Aston Martin, Audi,

BMW, Ford, General Motors, Mercedes-Benz, Porsche, Volk-

swagen, Volvo, Tata, Mahindra and Mahindra, Ashok Leyland

and the TVS group. Part o the Toronto-based 24 billion dol-

lar global automotive parts giant Magna International Inc.,

Magna Steyr was ormed in 2001.

Magna Steyr has established itsel rmly in not just sup-plying automobile systems and sub-systems like body and

trim, electronics, chassis and powertrain, door modules,

uel systems and roo systems, but also in manuacturing

complete vehicles on contract. The companys services range

rom development to production, rom the concept to the

assembled vehicle.

In India, Magna is developing emission-compliant power

train engineering, engine areas, rear axles and gear boxes. It

has signed a business development and technical assistance

agreement with Hindustan Motors Limited or developing

drive train assemblies or the global recreation market.

In these times o inormation explosion, it is said that

content is king. In the world o enterprise content manage-

ment (ECM), OpenText is no less than king.

In this age o all-digital and increasingly all-online content,

everything must be sorted, grouped, tagged and stored oronline access, sharing, integration and broadcastall these

are what OpenText does, and so much more.

Set up in 1991 in Waterloo in southern Ontario, Canada,

OpenText has become a global leader in ECM, helping organ-

isations in 114 countries manage their business content. Last

year, it earned a little less than a billion dollars in revenue.

Through nearly 4450 employees, the company captures and

preserves corporate memory, increases brand equity, auto-

mates processes, mitigates risk, manages compliance and

improves competitiveness.

Its fagship product OpenText ECM has committed users

across the globe, rom car manuacturers to banks to themedia to real estate giants to law rms. It helps companies

deliver improved services, programmes and outcomes.

Mumbais Chhatrapati Shivaji International Airport is

Indias busiestit not only handles thousands o fights but

also hundreds o axes each month. As a result, there werent

queues just or taxiing planes, but even or sending and

receiving axes. But ever since the airport has implemented

OpenTexts RightFax paperless ax solution, I dont see

anyone standing around ax machines anymore, said Pankaj

Srivastava, the airports Inormation Technology manager,

in an OpenText customer case study. Documents are now

delivered directly to authorised users and ax machines andax-related expenses have been eliminated.

5 6

Compa:MAgnA stEyR Iia (Pv) LArea o Operaio:

Fll vehicle evelopme,rom por car o o-roavehicle, fexible aemblo vehicle, el a compo-e, mole a compleeel em, amo oher.

Compa:OpetexArea o Operaio:

Eerprie coe maae-me, rom ocme creaioo preeaio o pblihi.Source: www.opentext.com

Source: www.magnaSteYr.com

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51i f august september 2011


SNC-Lavalin is a group o companies with global

leadership in engineering and construction services.

The 100-year old Montreal-based company builds

airports, bridges, container ports, erry terminals, food

control systems, health care acilities, mass transit systems,railways and roads worldwide. It also provides engineering,

procurement, construction, project management and project

nancing services to companies in agriood, pharmaceuticals

and biotechnology, chemicals and petroleum, environment,

heavy construction, mass transit, mining and metallurgy,

power and water management.

Its core expertise is in making bridges o all kinds. Its

services cover a bridge's entire lie cycle, rom concept to

design, construction, service and eventual demolition. A

division o the SNC-Lavalin Group, the highly diversied

SNC-Lavalin India specialises in all major disciplines o

engineering, instrumentation, materials and stress analysis.It employs 1,100 people nationwide. Its pharmaceuticals

division provides solutions to pharmaceu-

tical, biotechnology and other lie

science projects in India and

South Asia. The company's

mining and metallurgy

division provides tech-

nology, engineering

design, project and

construction man-

agement services.

C Lavalin PowerIndia is executing

projects varying

in size rom 17

to 4,000 MW. It's

developed major

hydo electric projects

in Himachal Pradesh

and Kerala and helped

restructure the electricity

boards o Andhra Pradesh,

Kerala, and Madhya Pradesh.

Indias 15 billion dollar

business process out-

sourcing (BPO) indus-

try rides on lightning

ast data and inorma-tion highways. It needs

cutting technology

and thousands o solu-

tionsboth in hard-

ware and in sotware.

There are many

Canadian companies

that have excellent and

aordable solutions to a host

o the industrys technological

needs. But since they do not have a

presence in India, they can't capitaliseon the opportunity. Enter Wesley Clover Com-

munication Solutions Pvt. Ltd. (WCCS), a Canadian company

that connects the two marketsa sort o business bridge

between the Indian industry and the Canadian solutions

providers. Based in the IT ciity o Gurgaon, Haryana, WCCS

is a subsidiary o Tara Span that has created the Unlock India

platorm to help Canadian technology rms gain entry to the

Indian market. With deep inroads in the local market, WCCS

works as an Indian sales, distribution and service agent or

the rms.

Specialising in solutions based on the economical and

reliable internet protocol (IP) technology, WCCS representscompanies which range rom start- ups to multinationals.

Its partners include Canadian IT solutions companies such

as Mitel, Ascentiy, Bridgewater Systems, BelAir Networks,

March Networks, Sandvine and Dragonwave.

WCCS has solutions or enterprise voice and data, security

and video surveillance solutions or small, medium and

large enterprises, mobile personalisation or telecom carriers,

telepresence products or enterprises, e-learning solutions

or contact centres, stock market analysis solutions or online

nancial institutions, and emergency notication solutions

or enterprises, education and hospitality markets.

7 8

Compa:snC-Lavali Eieeri &techolo Privae LimieArea o Operaio:

Eieeri, corcio, ari-oo, pharmaceical, bioech-olo, chemical, perolem,evirome, heav corc-io, mii, power a waermaaeme.

Compa:Wele Clover Commica-io solioArea o Operaio:

Iere-bae commica-io olio or he hoelir, raporaio, acall cere. Voice a aaolio, vieo rveillacea elecoereci.

Source: www.Snclavalin.com Source: www.weSleYclover.co.in

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