- _mM© 2017- _mM© 20172 33

Editorial

Power is one of the most critical components of

infrastructure very essential for the economic growth

envisaged by us in the days to come. The existence and

development of adequate infrastructure including Energy is

essential for sustained growth of the Indian economy.

India's Energy Sector is currently dependent more on

conventional sources such as coal, natural gas, oil, hydro and

on non-conventional sources such as wind, solar, and

agricultural waste to a lesser extent. Energy demand in the country has increased rapidly and is expected to rise

further in the years to come. In order to meet the increasing demand for energy in the country, massive addition

to the installed generating capacity is required, be it conventional or non conventional. Considering the depleting

sources of coal , oil, and even water as also the increasing cost of these sources, non conventional or renewable

energy indeed appears to be only prudent choice. We are fortunate to have natural resources such as sunlight,

wind, and bio mass in abundance which produce Renewable energy. Such energy would be very cost effective and

would make our industry more competitive. Hence the Government of India is promoting use of Renewable

Energy on a large scale .The solar energy mission of the Government of India is indeed a right initiative at the right

time. India ranks third among 40 countries in EY's Renewable Energy Country Attractiveness Index, on back of

strong focus by the Government on promoting renewable energy and implementation of projects in a time

bound manner. India's wind energy market is expected to attract investments totaling Rs 1,00,000 crore by 2020,

and wind power capacity is estimated to almost double by 2020 from over 23,000 MW in June 2015, with an

addition of about 4,000 MW per annum in the next five years. The investment scenario in the Renewable Energy

segment is looking very attractive. It has been reported that around 293 global and domestic companies have

committed to generate 266 GW of solar, wind, mini-hydel and biomass-based power in India over the next 5–10

years. This would amount to an investment of about Rs. 22 lakh crores. In the last week of February, Government

of India announced an ambitious scheme to double solar power generation capacity under the solar park scheme

to 40000 megawatts by 2020. The Government has also created a separate funding of about Rs. 8100 crores to

part finance these initiatives. We know that the nation has set a target of 100 GW of solar power by 2022. The

Government, Industry, and all of us have to work to achieve this target .

We at MCCIA are fully committed to promote the Government Policy for harnessing the Renewable Energy

and that commitment made us to take many initiatives in this rapidly developing segment of renewable energy. rd thOur National Conference on Renewable Energy held on 23 and 24 of February was one of them . We have made

it our Annual feature and the one held recently was the second in series which attracted substantial interest and

participation. A detailed report on the same appears in this March issue of Sampada. Do read it and let us know

your feedback . Happy Reading and Happy Holi too.

Dr. Anant SardeshmukhDirector General & Editor, Sampada

- _mM© 2017- _mM© 20172 33

Editorial

Power is one of the most critical components of

infrastructure very essential for the economic growth

envisaged by us in the days to come. The existence and

development of adequate infrastructure including Energy is

essential for sustained growth of the Indian economy.

India's Energy Sector is currently dependent more on

conventional sources such as coal, natural gas, oil, hydro and

on non-conventional sources such as wind, solar, and

agricultural waste to a lesser extent. Energy demand in the country has increased rapidly and is expected to rise

further in the years to come. In order to meet the increasing demand for energy in the country, massive addition

to the installed generating capacity is required, be it conventional or non conventional. Considering the depleting

sources of coal , oil, and even water as also the increasing cost of these sources, non conventional or renewable

energy indeed appears to be only prudent choice. We are fortunate to have natural resources such as sunlight,

wind, and bio mass in abundance which produce Renewable energy. Such energy would be very cost effective and

would make our industry more competitive. Hence the Government of India is promoting use of Renewable

Energy on a large scale .The solar energy mission of the Government of India is indeed a right initiative at the right

time. India ranks third among 40 countries in EY's Renewable Energy Country Attractiveness Index, on back of

strong focus by the Government on promoting renewable energy and implementation of projects in a time

bound manner. India's wind energy market is expected to attract investments totaling Rs 1,00,000 crore by 2020,

and wind power capacity is estimated to almost double by 2020 from over 23,000 MW in June 2015, with an

addition of about 4,000 MW per annum in the next five years. The investment scenario in the Renewable Energy

segment is looking very attractive. It has been reported that around 293 global and domestic companies have

committed to generate 266 GW of solar, wind, mini-hydel and biomass-based power in India over the next 5–10

years. This would amount to an investment of about Rs. 22 lakh crores. In the last week of February, Government

of India announced an ambitious scheme to double solar power generation capacity under the solar park scheme

to 40000 megawatts by 2020. The Government has also created a separate funding of about Rs. 8100 crores to

part finance these initiatives. We know that the nation has set a target of 100 GW of solar power by 2022. The

Government, Industry, and all of us have to work to achieve this target .

We at MCCIA are fully committed to promote the Government Policy for harnessing the Renewable Energy

and that commitment made us to take many initiatives in this rapidly developing segment of renewable energy. rd thOur National Conference on Renewable Energy held on 23 and 24 of February was one of them . We have made

it our Annual feature and the one held recently was the second in series which attracted substantial interest and

participation. A detailed report on the same appears in this March issue of Sampada. Do read it and let us know

your feedback . Happy Reading and Happy Holi too.

Dr. Anant SardeshmukhDirector General & Editor, Sampada

- _mM© 2017- _mM© 20174 54

C o n tFounder

Late A. R. Bhat

Editor

Dr. Anant Sardeshmukh

Content Co-ordinator

Sudhanwa Kopardekar

Content Support

Geeta Hosmane

Production & Coordination

Pramod Potbhare

Page Layout

G'tech Computers

Cover Page Design

Vivek Sahasrabudhe

Printing

Modern Printing Press

Owner/Printer/Publisher

Dr. Anant Sardeshmukh

Director General

Mahratta Chamber of Commerce,

Industries and Agriculture

Pune 411 002.

Tel. : 020-25709000 / 24440371

Vol. 72nd • Issue 12 • March 2017

CIN : U01409MH1974PLC017803

4

e n t s

5

7 MCCIA's Conference on Renewable Energyrd th

Held on 23 & 24 February 2017

9 Renewable Energy - the Need of the Hour : Bio-energy - a Sustainable Solution - Atul Mulay

11 Innovative Bio-Energy Technology by Shirke Energy

13 Maximising Returns on your Rooftop Solar Investment - Amit Rane

17 Solar Energy - A Sound Business Opportunity - Dr. Vivek Jayakumar

21 Bottlenecks Experienced in Solar Rooftop Progression - Shreya Shah

23 Every Rooftop (Solar) is Unique - Suhas Pansare

25 NABARD Financing Scheme for Solar Photovoltaic Lighting Systems

27 Solar Power Plant at Pune Railway Station A CSR initiative by Persistent Foundation

29 Let us understand GST : Taxable Person - Adv. Govind Patwardhan

33 Impact of GST on Automobile Dealers Industry - CA Madhukar Hiregange, CA Ravi Somani

39 Yellow Signal to Charity - CA Chandrashekhar Chitale

41 Ecolabels - Just a matter of compliance or an opportunity to become competitive in the markets? - Dr. Prasad Modak

43 Creating a strong B2B brand for SMEs - Nandita Khaire

45 Understanding Business Environment, Infrastructure Set up and Projects - Dr. Sachin Bhide

49 BZmoìhoeZ A±S> Q>oŠZm°bm°Or Q´>mÝñ\$a gob,

E_grgrAm`E - ZdrZ V§ÌkmZ : - n[aUm_H$maH$ CO}da AmYm[aV erVH$aU d erVJ¥h ì`dñWm - _mgirÀ`m {H$aH$moi {dH«$sgmR>r ìh°Š`w_ n°Ho$qOJ

52 Through the Looking Glass - Huned Contractor

55 MCCIA News

57 Dr. Abhay Firodia wins Entrepreneur of The Year Award

58 nwñVH$ n[aM` - Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZ - S>m°. {dH$mg BZm_Xma

13

29

52

- _mM© 2017- _mM© 20174 54

C o n tFounder

Late A. R. Bhat

Editor

Dr. Anant Sardeshmukh

Content Co-ordinator

Sudhanwa Kopardekar

Content Support

Geeta Hosmane

Production & Coordination

Pramod Potbhare

Page Layout

G'tech Computers

Cover Page Design

Vivek Sahasrabudhe

Printing

Modern Printing Press

Owner/Printer/Publisher

Dr. Anant Sardeshmukh

Director General

Mahratta Chamber of Commerce,

Industries and Agriculture

Pune 411 002.

Tel. : 020-25709000 / 24440371

Vol. 72nd • Issue 12 • March 2017

CIN : U01409MH1974PLC017803

4

e n t s

5

7 MCCIA's Conference on Renewable Energyrd th

Held on 23 & 24 February 2017

9 Renewable Energy - the Need of the Hour : Bio-energy - a Sustainable Solution - Atul Mulay

11 Innovative Bio-Energy Technology by Shirke Energy

13 Maximising Returns on your Rooftop Solar Investment - Amit Rane

17 Solar Energy - A Sound Business Opportunity - Dr. Vivek Jayakumar

21 Bottlenecks Experienced in Solar Rooftop Progression - Shreya Shah

23 Every Rooftop (Solar) is Unique - Suhas Pansare

25 NABARD Financing Scheme for Solar Photovoltaic Lighting Systems

27 Solar Power Plant at Pune Railway Station A CSR initiative by Persistent Foundation

29 Let us understand GST : Taxable Person - Adv. Govind Patwardhan

33 Impact of GST on Automobile Dealers Industry - CA Madhukar Hiregange, CA Ravi Somani

39 Yellow Signal to Charity - CA Chandrashekhar Chitale

41 Ecolabels - Just a matter of compliance or an opportunity to become competitive in the markets? - Dr. Prasad Modak

43 Creating a strong B2B brand for SMEs - Nandita Khaire

45 Understanding Business Environment, Infrastructure Set up and Projects - Dr. Sachin Bhide

49 BZmoìhoeZ A±S> Q>oŠZm°bm°Or Q´>mÝñ\$a gob,

E_grgrAm`E - ZdrZ V§ÌkmZ : - n[aUm_H$maH$ CO}da AmYm[aV erVH$aU d erVJ¥h ì`dñWm - _mgirÀ`m {H$aH$moi {dH«$sgmR>r ìh°Š`w_ n°Ho$qOJ

52 Through the Looking Glass - Huned Contractor

55 MCCIA News

57 Dr. Abhay Firodia wins Entrepreneur of The Year Award

58 nwñVH$ n[aM` - Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZ - S>m°. {dH$mg BZm_Xma

13

29

52

- _mM© 2017- _mM© 20176 7

Mahratta Chamber of Commerce Industries and Agriculture (MCCIA) had organised a two-day conference and exhibition on renewable energy. The

rd thevent was organised on the 23 and 24 February at Hotel Sheraton Grand, Pune.

The chief guest for the event was Mr. Suresh Prabhu, Hon'ble Minister for Railways, Government of India. The guest of honour was Mr. David Akov, Consul General for Israel in Mumbai.

The exhibitors at the event were companies working in the RE sector like solar power, wind and biomass. Also, there were a few banks that were endorsing exclusive finance schemes for investment in RE. The exhibition was organised for two days.

On day one, the conference started with a welcome note by Dr. Anant Sardeshmukh (Director General, MCCIA). Followed by this, Dr. R. N Kulkarni (Chief General Manager, NABARD), Dr. R. R. Sonde (Executive Director, Thermax Global) and Mr. Atul Mulay (Head Bio-energy at Praj Industries Ltd.) made presentations and shared the i r perspect ive about technologies, regulations, applications and the wish list of the renewable energy sector.

Shirke Energy, the title sponsor of the conference, launched its innovative product, converting waste biomass energy into bio-diesel. Apart from this, there were speakers from the industry speaking about transition from fossil to renewable energy economy on the back o f d i s r u p t i v e t e c h n o l o g i c a l developments. They also displayed various innovative implementation models.

M r . P r a d e e p B h a r g a v a (Independent Director at Persistent Sys tems L im i ted ) spoke abou t renewable energy and CSR. He spoke about the various CSR initiatives taken up by Persistent Foundation. He also mentioned about the 160 kWp solar power plant installed at Pune railway station that has been implemented as a CSR initiative of Persistent. Sunshot Technologies have done the EPC for solar power plant. Mr. Pradeep Bhargava, who is also a Director at Cummins India, presented the initiatives of Cummins Foundation in converting the Katraj and Balewadi wards within Pune Municipal Corporation to Zero Garbage wards. The waste generated there is processed in the respective wards itself. As a result, PMC is able to save over Rs 25 lac annually on account of power through bio gas obtained from processing wet garbage. This power is utilised to provide electricity for street lights and the toy train at Rajiv Gandhi Park in Katraj. He advised companies to undertake such initiatives under CSR so that Pune city tackles the problem of garbage more effectively.

The Conference also had sessions on solar water pumps, solar thermal technologies, utility scale solar power generation, and integration of wind energy with the grid and open access systems.

Mr. Suresh Prabhu joined the event through video conference call. He said that the railways have set up proper strategy to make the stations cleaner and greener. For the same, they plan to i n s t a l l r a i n w a t e r h a r v e s t i n g arrangements, use LED lighting at stations, etc. apart from installing rooftop solar power plants. He also mentioned that the detailed plan is available.

On day two, the first half of the event was focused on harnessing rooftop solar power to achieve the 40 GW target. There was a panel discussion of industry experts and government officials from MEDA for the same. Also, there were sessions on rooftop solar financing, technology and O&M of rooftop solar and strategy insights about defining approaches to tackle the high cost capital in renewable energy financing.

In the second half of the day, there was a panel discussion with industry experts and government officials on 'Smart City: Making Pune maximum solar city'. This was followed by a session on green buildings. In this, industry experts who have implemented green initiatives at their work place shared their perspective. We had speakers from Whirlpool India and Bharat Forge Limited. Both the companies are actively propagating reduction in power consumption and shifting to green sources of power like rooftop solar.

The last session of the day was a comparison of RE policy across states. The speaker for this session was Mr Narasimhan Santhanam, CEO of Solar Mango. He made a presentation on the various policies that are prevailing in var ious states and presented a comparative analysis of Maharashtra state, which is aggressively looking to installing solar power plants.

The master of ceremony (MC) of the event was Mr. Rahul Dasari.

----------------------------------------------------Compiled by Mohit Neve (mohit.neve@sunshot.in)

MCCIA's Conference on Renewable Energy held on

rd th23 and 24 February 2017

- _mM© 2017- _mM© 20176 7

Mahratta Chamber of Commerce Industries and Agriculture (MCCIA) had organised a two-day conference and exhibition on renewable energy. The

rd thevent was organised on the 23 and 24 February at Hotel Sheraton Grand, Pune.

The chief guest for the event was Mr. Suresh Prabhu, Hon'ble Minister for Railways, Government of India. The guest of honour was Mr. David Akov, Consul General for Israel in Mumbai.

The exhibitors at the event were companies working in the RE sector like solar power, wind and biomass. Also, there were a few banks that were endorsing exclusive finance schemes for investment in RE. The exhibition was organised for two days.

On day one, the conference started with a welcome note by Dr. Anant Sardeshmukh (Director General, MCCIA). Followed by this, Dr. R. N Kulkarni (Chief General Manager, NABARD), Dr. R. R. Sonde (Executive Director, Thermax Global) and Mr. Atul Mulay (Head Bio-energy at Praj Industries Ltd.) made presentations and shared the i r perspect ive about technologies, regulations, applications and the wish list of the renewable energy sector.

Shirke Energy, the title sponsor of the conference, launched its innovative product, converting waste biomass energy into bio-diesel. Apart from this, there were speakers from the industry speaking about transition from fossil to renewable energy economy on the back o f d i s r u p t i v e t e c h n o l o g i c a l developments. They also displayed various innovative implementation models.

M r . P r a d e e p B h a r g a v a (Independent Director at Persistent Sys tems L im i ted ) spoke abou t renewable energy and CSR. He spoke about the various CSR initiatives taken up by Persistent Foundation. He also mentioned about the 160 kWp solar power plant installed at Pune railway station that has been implemented as a CSR initiative of Persistent. Sunshot Technologies have done the EPC for solar power plant. Mr. Pradeep Bhargava, who is also a Director at Cummins India, presented the initiatives of Cummins Foundation in converting the Katraj and Balewadi wards within Pune Municipal Corporation to Zero Garbage wards. The waste generated there is processed in the respective wards itself. As a result, PMC is able to save over Rs 25 lac annually on account of power through bio gas obtained from processing wet garbage. This power is utilised to provide electricity for street lights and the toy train at Rajiv Gandhi Park in Katraj. He advised companies to undertake such initiatives under CSR so that Pune city tackles the problem of garbage more effectively.

The Conference also had sessions on solar water pumps, solar thermal technologies, utility scale solar power generation, and integration of wind energy with the grid and open access systems.

Mr. Suresh Prabhu joined the event through video conference call. He said that the railways have set up proper strategy to make the stations cleaner and greener. For the same, they plan to i n s t a l l r a i n w a t e r h a r v e s t i n g arrangements, use LED lighting at stations, etc. apart from installing rooftop solar power plants. He also mentioned that the detailed plan is available.

On day two, the first half of the event was focused on harnessing rooftop solar power to achieve the 40 GW target. There was a panel discussion of industry experts and government officials from MEDA for the same. Also, there were sessions on rooftop solar financing, technology and O&M of rooftop solar and strategy insights about defining approaches to tackle the high cost capital in renewable energy financing.

In the second half of the day, there was a panel discussion with industry experts and government officials on 'Smart City: Making Pune maximum solar city'. This was followed by a session on green buildings. In this, industry experts who have implemented green initiatives at their work place shared their perspective. We had speakers from Whirlpool India and Bharat Forge Limited. Both the companies are actively propagating reduction in power consumption and shifting to green sources of power like rooftop solar.

The last session of the day was a comparison of RE policy across states. The speaker for this session was Mr Narasimhan Santhanam, CEO of Solar Mango. He made a presentation on the various policies that are prevailing in var ious states and presented a comparative analysis of Maharashtra state, which is aggressively looking to installing solar power plants.

The master of ceremony (MC) of the event was Mr. Rahul Dasari.

----------------------------------------------------Compiled by Mohit Neve (mohit.neve@sunshot.in)

MCCIA's Conference on Renewable Energy held on

rd th23 and 24 February 2017

- _mM© 2017- _mM© 20178 9

Renewable Energy - the Need of the Hour : Bio-energy - a Sustainable Solution

Today, renewable energy is a critical par t o f reduc ing g loba l carbon emissions and is the need of the hour. However, the benefits of renewable energy go beyond just reducing carbon emissions; there are numerous benefits to be availed for the world. Climate change and the need to manage diminishing fossil fuel reserves are, today, two of the biggest challenges in front of us.

There is no way to protect the climate without dramatically changing how we produce and use electricity: the majority of pollution comes from power plants burning fossil fuels, especially coal in India. As an initiative toward creating sustainable environment, the Govt. is actively working to shut-down several old power plants to reduce carbon footprint in the country. On the other hand, nowadays, pollution from vehicles and burning of agricultural residue has emerged as a significant factor for increasing pollution. The traffic and number of vehicles are increasing day by day in the country, and it has become a tough challenge to control either the increasing number of vehicles or the pollution coming out from it.

Ethanol is more common in our lives than you may think. After all, any alcoholic beverage you can drink

consists ethanol. It is known by many different names such as ethyl alcohol, pure alcohol and grain alcohol. It is regarded as an alternative form of fuel that has gained much popularity for a number of reasons.

In case you were wondering, ethanol does not occur naturally in any eco-system. It is produced through the processes o f fe rmenta t ion and distillation. While the energy based use of ethanol fuel is new, it has been part of our l ives for a very long t ime. Fermenting sugar creates ethanol – knowledge used by our forefathers. These days, it comes from crops and plants that are rich in sugar or have the ability to be converted into cellulose and starch. Sugarcane, barley, sugar beets, wheat and corn are commonly used for ethanol production.

The Govt. is taking strong steps to reduce the import of crude oil by allowing use of ethanol blending in petrol. The Ministry of Petroleum & Natural Gas has given a big push for the ethanol blending programme, and is close to achieving 5% blending at national level. Sugar mills have been a v i t a l s o u r c e o f e t h a n o l t o o i l manufacturing companies in India; however, there is still a demand and supply gap for ethanol due to several

reasons. The cost of sugar and ethanol plays an important role in the overall fluctuations for ethanol production and supply.

It is estimated that the maximum available quantity of ethanol through molasses route that could be made available to OMCs stands at around 163 crore litres, which will be sufficient for only 6-7% of current ethanol blending requirement. Further, the expected available quantity of ethanol through molasses route in 2020 would not be able to even suffice 5% of ethanol blending requirement.

Surplus lignocellulosic biomass reserves across the country that are either lying idle or being wasted/burnt in many cases are a boon for biomass to ethanol program. Therefore, modern bio-refinery technical solutions have an ability to provide a sustainable solution to cater to our energy, social & environmental needs.

Praj has developed a technology to convert agricultural residue into fuel grade ethanol. This technology is a long term solution to the farmers' challenge of disposing off lignocellulosic waste – agri residue in this case – and turning it

ndinto 2 generation “bio” ethanol. This is an efficient technology indigenously

Atul Mulay

- _mM© 2017- _mM© 20178 9

Renewable Energy - the Need of the Hour : Bio-energy - a Sustainable Solution

Today, renewable energy is a critical par t o f reduc ing g loba l carbon emissions and is the need of the hour. However, the benefits of renewable energy go beyond just reducing carbon emissions; there are numerous benefits to be availed for the world. Climate change and the need to manage diminishing fossil fuel reserves are, today, two of the biggest challenges in front of us.

There is no way to protect the climate without dramatically changing how we produce and use electricity: the majority of pollution comes from power plants burning fossil fuels, especially coal in India. As an initiative toward creating sustainable environment, the Govt. is actively working to shut-down several old power plants to reduce carbon footprint in the country. On the other hand, nowadays, pollution from vehicles and burning of agricultural residue has emerged as a significant factor for increasing pollution. The traffic and number of vehicles are increasing day by day in the country, and it has become a tough challenge to control either the increasing number of vehicles or the pollution coming out from it.

Ethanol is more common in our lives than you may think. After all, any alcoholic beverage you can drink

consists ethanol. It is known by many different names such as ethyl alcohol, pure alcohol and grain alcohol. It is regarded as an alternative form of fuel that has gained much popularity for a number of reasons.

In case you were wondering, ethanol does not occur naturally in any eco-system. It is produced through the processes o f fe rmenta t ion and distillation. While the energy based use of ethanol fuel is new, it has been part of our l ives for a very long t ime. Fermenting sugar creates ethanol – knowledge used by our forefathers. These days, it comes from crops and plants that are rich in sugar or have the ability to be converted into cellulose and starch. Sugarcane, barley, sugar beets, wheat and corn are commonly used for ethanol production.

The Govt. is taking strong steps to reduce the import of crude oil by allowing use of ethanol blending in petrol. The Ministry of Petroleum & Natural Gas has given a big push for the ethanol blending programme, and is close to achieving 5% blending at national level. Sugar mills have been a v i t a l s o u r c e o f e t h a n o l t o o i l manufacturing companies in India; however, there is still a demand and supply gap for ethanol due to several

reasons. The cost of sugar and ethanol plays an important role in the overall fluctuations for ethanol production and supply.

It is estimated that the maximum available quantity of ethanol through molasses route that could be made available to OMCs stands at around 163 crore litres, which will be sufficient for only 6-7% of current ethanol blending requirement. Further, the expected available quantity of ethanol through molasses route in 2020 would not be able to even suffice 5% of ethanol blending requirement.

Surplus lignocellulosic biomass reserves across the country that are either lying idle or being wasted/burnt in many cases are a boon for biomass to ethanol program. Therefore, modern bio-refinery technical solutions have an ability to provide a sustainable solution to cater to our energy, social & environmental needs.

Praj has developed a technology to convert agricultural residue into fuel grade ethanol. This technology is a long term solution to the farmers' challenge of disposing off lignocellulosic waste – agri residue in this case – and turning it

ndinto 2 generation “bio” ethanol. This is an efficient technology indigenously

Atul Mulay

- _mM© 2017- _mM© 201710 11

developed by Praj for converting agri waste into fuel grade ethanol and is a permanent solution to an age old agri residue burning challenge.

In November 2016, Prime Minister, Mr. Narendra Modi said that the use of ethanol can reduce India's fuel imports a n d c i t e d B r a z i l ' s e x a m p l e i n successfully replacing gasoline to a large extent. “India's biggest import is petrol, diesel and oil. We can reduce this through use of ethanol. Brazil has made good use of ethanol,” Modi said. He was speaking af ter inaugurat ing the 'Sugarcane Value Chain - Vision 2025 Sugar' International Conference and Exhibition. “Ethanol production and sale has tripled in the last two years,” Modi said, adding that “ethanol can be a balancing power in the economy.” Ethanol is a renewable fuel made from corn and other plant materials.

Ethanol has a great potential as a biofuel and can contribute largely to the Govt. 's mission to achieve 10% blending ratio of ethanol in petrol by 2020.

Multiple Advantages of ethanol as a fuel :1. Renewable Resource: One of the

first benefits of ethanol is that in comparison to gasoline, it can be renewed. With the increased use of gas in our industries, many of the viable reservoirs are depleting. However, ethanol can be produced as long as the raw material needed for it can be grown. It is an eco-friendly fuel.

2. Use of co-products: Another benefit derived from the use of ethanol fuel is that the co-products can be used in an efficient manner. Co-product carbon dioxide can be fed to the plants that are being grown for the purpose of being fermented. This cycle has the potential to become self-sustaining and reducing air pollution. Bio-CNG can also be produced as a co-product, which can be used as fuel for automobiles, power plants, etc.

3. Lower Emissions: When ethanol is added to fuel, it burns in a cleaner manner and re leases fewer

emissions in comparison to pure gasoline. While most car engines are not equipped to work without gasoline, technology is attempting to alter that. Many new car models are being fitted with engines that can work through alternate means of energy. In the future, it is quite possible to have vehicles that can depend on the use of ethanol fuel alone.

4. Reduces Dependence on Foreign Oil: Since ethanol is domestically produced, from domestically grown crops, it helps reduce dependence on foreign oil.

5. Support to Farming Industry: Ethanol production can create more jobs in rural areas and will act as an addit ional income source for farmers, through the sale of agricultural residue.

---------------------------------------------------Atul MulayPresident and Strategic Business Unit Head for Bio Energy Division at PRAJ Industries Limited, and heads Global operations

Biomass: high quality agriculture waste available all over the world. Agriculture waste means crop residues, bagasse, paddy straw, forest waste, grass, etc.

In most cases, farmers simply burn out biomass after harvesting. This results in haze or smog formation, which is hazardous for human health. Haze particles can affect the heart and lungs. In severely affected areas, more than 90% of peop le had resp i ra tory symptoms and elderly people suffered a serious deterioration in overall health. Additionally, thick smoke impairs visibility, causing an increase in traffic i ssues and hampers economic activities. It has severe effect on flora and fauna too.

In Southeast Asia, haze poses a serious and recurring problem every year. Even Delhi, the capital of India, faced similar issues in November 2016.

All simply due to Biomass burning?

Can we think of Biomass help as Extra Income Source to Farmers? W i l l i t h e l p t o b a l a n c e g l o b a l environmental ecology? Can countries

rich with Biomass become energy self-suff icient countries? Wil l i t help employment generation? The answer is yes.

Shirke Energy comes up with innovative technology that converts solid dry agriculture waste to Biofuel within few minutes. No Burning! No Pollution!!

Now, you can manufacture second generation fuels from agriculture waste available with you. Currently, we are launching Mobile Pyrolysis Plant. Mobile Pyrolysis Plant of size 2MTPD can convert agriculture waste to bio oil, charcoal, wood gas. Isn't it fantastic!!

The mobile plant has the following advantages,■ Mobile technology can go to farms■ Biomass to fuel conversion within no

time, saves time and cost■ Multiple valuable products at a time,

resulting in profitable business model

■ Biomass conversion to liquid fuels, which are easy to transport, reduces biomass transportation cost

■ Reduces smog / haze, pollution■ Employment generation

■ Reducing fossil fuel import

It is our sincere appeal to farmers not to burn any agriculture waste. It has huge potential . Our Hon. Prime Minister's appeal for “Swachh Bharat”, even “Smart City” projects are underway. So we feel that why should our villages lag behind? We must think of “Swachh Village, Smart Village”. We must take efforts to keep our country clean. If you do so, our technology is there to generate extra income for you.

We are ready to listen your biomass enquiry and assure you a good solution.

We do have special business solutions for the Federal Government, S e m i G o v e r n m e n t E n t e r p r i s e , Corporates, Co operative Organisation, Institutes or Individual.

It is time to convert waste available with you to valuable fuel resource.

----------------------------------------------------To know more, mail us your inquiry at support@shirkebiofuels.com or visit www.shirkebiofuels.com.

Innovative Bio-Energy Technologyby Shirke Energy

- _mM© 2017- _mM© 201710 11

developed by Praj for converting agri waste into fuel grade ethanol and is a permanent solution to an age old agri residue burning challenge.

In November 2016, Prime Minister, Mr. Narendra Modi said that the use of ethanol can reduce India's fuel imports a n d c i t e d B r a z i l ' s e x a m p l e i n successfully replacing gasoline to a large extent. “India's biggest import is petrol, diesel and oil. We can reduce this through use of ethanol. Brazil has made good use of ethanol,” Modi said. He was speaking af ter inaugurat ing the 'Sugarcane Value Chain - Vision 2025 Sugar' International Conference and Exhibition. “Ethanol production and sale has tripled in the last two years,” Modi said, adding that “ethanol can be a balancing power in the economy.” Ethanol is a renewable fuel made from corn and other plant materials.

Ethanol has a great potential as a biofuel and can contribute largely to the Govt. 's mission to achieve 10% blending ratio of ethanol in petrol by 2020.

Multiple Advantages of ethanol as a fuel :1. Renewable Resource: One of the

first benefits of ethanol is that in comparison to gasoline, it can be renewed. With the increased use of gas in our industries, many of the viable reservoirs are depleting. However, ethanol can be produced as long as the raw material needed for it can be grown. It is an eco-friendly fuel.

2. Use of co-products: Another benefit derived from the use of ethanol fuel is that the co-products can be used in an efficient manner. Co-product carbon dioxide can be fed to the plants that are being grown for the purpose of being fermented. This cycle has the potential to become self-sustaining and reducing air pollution. Bio-CNG can also be produced as a co-product, which can be used as fuel for automobiles, power plants, etc.

3. Lower Emissions: When ethanol is added to fuel, it burns in a cleaner manner and re leases fewer

emissions in comparison to pure gasoline. While most car engines are not equipped to work without gasoline, technology is attempting to alter that. Many new car models are being fitted with engines that can work through alternate means of energy. In the future, it is quite possible to have vehicles that can depend on the use of ethanol fuel alone.

4. Reduces Dependence on Foreign Oil: Since ethanol is domestically produced, from domestically grown crops, it helps reduce dependence on foreign oil.

5. Support to Farming Industry: Ethanol production can create more jobs in rural areas and will act as an addit ional income source for farmers, through the sale of agricultural residue.

---------------------------------------------------Atul MulayPresident and Strategic Business Unit Head for Bio Energy Division at PRAJ Industries Limited, and heads Global operations

Biomass: high quality agriculture waste available all over the world. Agriculture waste means crop residues, bagasse, paddy straw, forest waste, grass, etc.

In most cases, farmers simply burn out biomass after harvesting. This results in haze or smog formation, which is hazardous for human health. Haze particles can affect the heart and lungs. In severely affected areas, more than 90% of peop le had resp i ra tory symptoms and elderly people suffered a serious deterioration in overall health. Additionally, thick smoke impairs visibility, causing an increase in traffic i ssues and hampers economic activities. It has severe effect on flora and fauna too.

In Southeast Asia, haze poses a serious and recurring problem every year. Even Delhi, the capital of India, faced similar issues in November 2016.

All simply due to Biomass burning?

Can we think of Biomass help as Extra Income Source to Farmers? W i l l i t h e l p t o b a l a n c e g l o b a l environmental ecology? Can countries

rich with Biomass become energy self-suff icient countries? Wil l i t help employment generation? The answer is yes.

Shirke Energy comes up with innovative technology that converts solid dry agriculture waste to Biofuel within few minutes. No Burning! No Pollution!!

Now, you can manufacture second generation fuels from agriculture waste available with you. Currently, we are launching Mobile Pyrolysis Plant. Mobile Pyrolysis Plant of size 2MTPD can convert agriculture waste to bio oil, charcoal, wood gas. Isn't it fantastic!!

The mobile plant has the following advantages,■ Mobile technology can go to farms■ Biomass to fuel conversion within no

time, saves time and cost■ Multiple valuable products at a time,

resulting in profitable business model

■ Biomass conversion to liquid fuels, which are easy to transport, reduces biomass transportation cost

■ Reduces smog / haze, pollution■ Employment generation

■ Reducing fossil fuel import

It is our sincere appeal to farmers not to burn any agriculture waste. It has huge potential . Our Hon. Prime Minister's appeal for “Swachh Bharat”, even “Smart City” projects are underway. So we feel that why should our villages lag behind? We must think of “Swachh Village, Smart Village”. We must take efforts to keep our country clean. If you do so, our technology is there to generate extra income for you.

We are ready to listen your biomass enquiry and assure you a good solution.

We do have special business solutions for the Federal Government, S e m i G o v e r n m e n t E n t e r p r i s e , Corporates, Co operative Organisation, Institutes or Individual.

It is time to convert waste available with you to valuable fuel resource.

----------------------------------------------------To know more, mail us your inquiry at support@shirkebiofuels.com or visit www.shirkebiofuels.com.

Innovative Bio-Energy Technologyby Shirke Energy

- _mM© 2017- _mM© 201712 13

Amit Rane

Maximising Returns on your Rooftop Solar Investments

The government of India has set up an ambitious target of 40,000 MW of rooftop solar by 2022. This has resulted into a US$ 30 billion opportunity for installation and commissioning of rooftop solar power plants. Over last 2 years several entrepreneurs have entered this field and are offering their services in solar EPC, project financing, operations and maintenance of these plants. With the capacity of 40 GW by 2022, the rooftop O&M industry alone will offer an additional business of Rs. 2000 Crores every year for maintaining these rooftop solar power plants.

This has led to a huge competition that has engaged in a price war to get the share of the pie. However, the consumers need to be aware that due to this unruly competition, the quality of power plants might be compromised and the developer might end up offering a substandard solar power plant. This will have an adverse impact on the

future of the solar industry, and the customers' confidence in long-term viability of the plant might be hampered.

So what drives the economics of these solar power plants? We should understand that improving the quality and efficiency of solar power plants will drive the future of solar business and make this 40 GW dream a reality. The concept of “Levelised Cost of Energy (LCOE)” over the life of the project needs to be understood to know the difference between a good quality and a bad quality solar power plant. LCOE is Rupees invested per KWh of energy generated over the life of the project. The lower the LCOE, the better are the return on investments. Low initial investment does not necessarily mean the best LCOE as there are various other parameters that determine it. We need to take the lifetime generation of solar power plants along with the associated costs (capital costs, O&M

costs, interest costs, replacement costs, regulatory costs) to determine the LCOE. The following table gives typical cost of generation (Rs per KWh) over 25 years for various power generating units and it clearly shows that solar grid synchronised plants is a much cheaper option than many other sources of energy.

We will discuss the concept of improving LCOE with two case studies: one under RESCO (OPEX) model at MIT Group of Institutions, Pune and 750 KW project under CAPEX model at Institute of Chemical Technology (ICT, former UDCT), Mumbai. In both the above cases, we ensured that the quality of the plant is not compromised so that we get the best possible generation over the life of the project. To ensure maximum generation, we made sure that all the bidders follow the same technical specifications mandated by us so that the comparison between bids

- _mM© 2017- _mM© 201712 13

Amit Rane

Maximising Returns on your Rooftop Solar Investments

The government of India has set up an ambitious target of 40,000 MW of rooftop solar by 2022. This has resulted into a US$ 30 billion opportunity for installation and commissioning of rooftop solar power plants. Over last 2 years several entrepreneurs have entered this field and are offering their services in solar EPC, project financing, operations and maintenance of these plants. With the capacity of 40 GW by 2022, the rooftop O&M industry alone will offer an additional business of Rs. 2000 Crores every year for maintaining these rooftop solar power plants.

This has led to a huge competition that has engaged in a price war to get the share of the pie. However, the consumers need to be aware that due to this unruly competition, the quality of power plants might be compromised and the developer might end up offering a substandard solar power plant. This will have an adverse impact on the

future of the solar industry, and the customers' confidence in long-term viability of the plant might be hampered.

So what drives the economics of these solar power plants? We should understand that improving the quality and efficiency of solar power plants will drive the future of solar business and make this 40 GW dream a reality. The concept of “Levelised Cost of Energy (LCOE)” over the life of the project needs to be understood to know the difference between a good quality and a bad quality solar power plant. LCOE is Rupees invested per KWh of energy generated over the life of the project. The lower the LCOE, the better are the return on investments. Low initial investment does not necessarily mean the best LCOE as there are various other parameters that determine it. We need to take the lifetime generation of solar power plants along with the associated costs (capital costs, O&M

costs, interest costs, replacement costs, regulatory costs) to determine the LCOE. The following table gives typical cost of generation (Rs per KWh) over 25 years for various power generating units and it clearly shows that solar grid synchronised plants is a much cheaper option than many other sources of energy.

We will discuss the concept of improving LCOE with two case studies: one under RESCO (OPEX) model at MIT Group of Institutions, Pune and 750 KW project under CAPEX model at Institute of Chemical Technology (ICT, former UDCT), Mumbai. In both the above cases, we ensured that the quality of the plant is not compromised so that we get the best possible generation over the life of the project. To ensure maximum generation, we made sure that all the bidders follow the same technical specifications mandated by us so that the comparison between bids

- _mM© 2017- _mM© 201714 15

a r e m a d e o n t h e b e s t q u a l i t y parameters. Technology selection was the key criteria to ensure that both these organisations work with most reliable technical partners for the term of the project. Our analyses show that higher investment cost with better generation over 25 years brings down LCOE drastically as compared to lower initial costs and poor generation over life of the project. Similarly, a lower solar tariff from one bidder under Power Purchase Agreement (PPA) did not offer more guaranteed savings compared to higher

solar tariff at MIT due to a huge difference in generation guarantees.

Selecting the right technology is the key to reduce LCOE. As solar modules account for more than 50% of the project cost, failure of solar modules is detrimental to the economics of the project. We have seen cases in field where solar output has reduced by more than 30% in first three years due to improper selection of solar modules. We insisted various test procedures to be carried out on modules for true linear

output over the life of the project. Understanding the module procurement process of various bidders was the key to ensure minimum degradation and maximum generation over the project life. Make of inverter and its field performance was checked as we have found out that make of inverters is compromised to reduce cost of the project. In many cases a cheaper make of inverter has resulted into 10-12% loss in generation. Shadow analysis report of each bidder was checked to see whether the estimated capacity was rightly designed or just done to show maximum savings to management. We also visited the plants installed by various bidders to check the quality of installation and verify whether the bidder was able to demonstrate the guaranteed generation at similar locations.

Care needs to be taken to ensure that during power cuts the system should be properly synchronized with the DG set. For the DG set to work optimally, a smart controller is needed that allows the DG Set to work at its spinning reserve and ensure that the solar output varies as per the load requirements. The controller should

Chart 1 also ensure that in case of low loads, the reverse flow of current from solar power system does not trip the DG set. Proper management of solar power will also contribute towards improving LCOE. We compared various controllers in market and recommended the two best control lers that meet the above requirements to be incorporated in the standard bill of supply.

Cleaning of solar modules and scheduled Operations & Maintenance (O&M) to reduce breakdown will improve the generation of solar power plants. Thus, O&M needs to be taken into consideration before arriving at LCOE, as it will have an impact on generation and the overall cost of the project. The operations and O&M cost over the life of the project are difficult to determine as the future cost of labour and water are unknown. However, the EPC partner should be ready to work out on providing PR based generation guarantees and the associated O&M costs to maintain the PR guarantee. The cost of labor and water should be worked as per the market conditions at that particular time. It is advisable to work with an EPC partner who is ready to take the O&M for the life of the project and commit to the PR based generation guarantees.

F u r t h e r m o r e , l o a d a n a l y s i s becomes an important part to maximise savings as the solar power system needs to be designed after considering the annual load pattern. The system should be designed in a manner in which there is no wastage of electricity

and all the generated energy gets consumed by the load. Unfortunately, due to unavailability of consumption data or due to lack of analytical skills of the EPC players, the load analysis is often a neglected area in the solar design process. We have seen cases where the project viability has suffered and savings have been reduced due to improper load analysis. Both MIT and ICT being educational institutes have low load days due to holidays. A substantial investment of time in load analysis helped us to understand the consumption pattern during holidays and helped us design a system that took care of the annual load with minimum wastage of generated energy.

As a takeaway from our experiences on the field, in order to get the best return on investment over the life of the

project, generation should be optimised as much as possible. A reliable EPC pa r t ne r w i t h a good t echn i ca l understanding of the solar power system will help you to improve LCOE. Also, safety measures should not be compromised to improve LCOE. While selecting technical partners, one should understand low initial cost does not necessarily offer highest return over the life of the project. The following checklist will help you to make a decision on whether a solar bid is offering a reliable solut ion and the best return on investment.

----------------------------------------------------Amit RaneFounder & Managing DirectorWudmin Energy Private Limitedamit.rane@wudmin.com

- _mM© 2017- _mM© 201714 15

a r e m a d e o n t h e b e s t q u a l i t y parameters. Technology selection was the key criteria to ensure that both these organisations work with most reliable technical partners for the term of the project. Our analyses show that higher investment cost with better generation over 25 years brings down LCOE drastically as compared to lower initial costs and poor generation over life of the project. Similarly, a lower solar tariff from one bidder under Power Purchase Agreement (PPA) did not offer more guaranteed savings compared to higher

solar tariff at MIT due to a huge difference in generation guarantees.

Selecting the right technology is the key to reduce LCOE. As solar modules account for more than 50% of the project cost, failure of solar modules is detrimental to the economics of the project. We have seen cases in field where solar output has reduced by more than 30% in first three years due to improper selection of solar modules. We insisted various test procedures to be carried out on modules for true linear

output over the life of the project. Understanding the module procurement process of various bidders was the key to ensure minimum degradation and maximum generation over the project life. Make of inverter and its field performance was checked as we have found out that make of inverters is compromised to reduce cost of the project. In many cases a cheaper make of inverter has resulted into 10-12% loss in generation. Shadow analysis report of each bidder was checked to see whether the estimated capacity was rightly designed or just done to show maximum savings to management. We also visited the plants installed by various bidders to check the quality of installation and verify whether the bidder was able to demonstrate the guaranteed generation at similar locations.

Care needs to be taken to ensure that during power cuts the system should be properly synchronized with the DG set. For the DG set to work optimally, a smart controller is needed that allows the DG Set to work at its spinning reserve and ensure that the solar output varies as per the load requirements. The controller should

Chart 1 also ensure that in case of low loads, the reverse flow of current from solar power system does not trip the DG set. Proper management of solar power will also contribute towards improving LCOE. We compared various controllers in market and recommended the two best control lers that meet the above requirements to be incorporated in the standard bill of supply.

Cleaning of solar modules and scheduled Operations & Maintenance (O&M) to reduce breakdown will improve the generation of solar power plants. Thus, O&M needs to be taken into consideration before arriving at LCOE, as it will have an impact on generation and the overall cost of the project. The operations and O&M cost over the life of the project are difficult to determine as the future cost of labour and water are unknown. However, the EPC partner should be ready to work out on providing PR based generation guarantees and the associated O&M costs to maintain the PR guarantee. The cost of labor and water should be worked as per the market conditions at that particular time. It is advisable to work with an EPC partner who is ready to take the O&M for the life of the project and commit to the PR based generation guarantees.

F u r t h e r m o r e , l o a d a n a l y s i s becomes an important part to maximise savings as the solar power system needs to be designed after considering the annual load pattern. The system should be designed in a manner in which there is no wastage of electricity

and all the generated energy gets consumed by the load. Unfortunately, due to unavailability of consumption data or due to lack of analytical skills of the EPC players, the load analysis is often a neglected area in the solar design process. We have seen cases where the project viability has suffered and savings have been reduced due to improper load analysis. Both MIT and ICT being educational institutes have low load days due to holidays. A substantial investment of time in load analysis helped us to understand the consumption pattern during holidays and helped us design a system that took care of the annual load with minimum wastage of generated energy.

As a takeaway from our experiences on the field, in order to get the best return on investment over the life of the

project, generation should be optimised as much as possible. A reliable EPC pa r t ne r w i t h a good t echn i ca l understanding of the solar power system will help you to improve LCOE. Also, safety measures should not be compromised to improve LCOE. While selecting technical partners, one should understand low initial cost does not necessarily offer highest return over the life of the project. The following checklist will help you to make a decision on whether a solar bid is offering a reliable solut ion and the best return on investment.

----------------------------------------------------Amit RaneFounder & Managing DirectorWudmin Energy Private Limitedamit.rane@wudmin.com

- _mM© 2017- _mM© 201716 17

Solar Energy – A Sound Business OpportunityDr. Vivek Jayakumar

2015 was a watershed year for renewable energy in the world. According to International Energy Agency (IEA), renewables, led by solar ( 4 9 G W ) a n d w i n d ( 6 6 G W ) , represented more than half the new power capacity around the world reaching 153 GW which was 15% more than previous year. This rapid growth has been driven largely by declining costs making electricity generated from r e n e w a b l e s c o m p e t i t i v e w h e n compared to conventional power. India expects to move from a renewable capacity of 50 GW (end 2016) to 175 GW (by 2022). A bulk of this capacity addition is likely to be in solar power (100 GW of which 60 GW is planned to be added through ground-mounted systems and 40 GW through rooftop systems).

This article focuses on business

opportunities in the field of electricity

generation from solar photovoltaics in India. There are certain underlying a s s u m p t i o n s t o s i m p l i f y t h e quantification of business potential in this sector.

India currently has an installed capacity of 9 GW of grid-interactive solar power of which over 8 GW have been set up as ground-mounted systems. The cost of setting up a ground-mounted, utility-scale (> 10MW) solar PV power plant has dropped from a high of INR 10 crores / MWp in 2010 to INR 4.5 crores / MWp in 2016. Being largely driven by reverse auctions, the tariffs have dropped from a high of INR 17.91/kWh in 2010 to INR 4.34/kWh in 2016. The drop in cost of setting up a utility-scale PV power plant has been driven mainly by a significant drop in PV module prices globally that dropped about 25% in 2016 alone.

The industry is confident of adding capacities in excess of 14 GW annually from 2017 onwards thus pushing India closer to the 100 GW mark. This has opened up business opportunities to the tune of INR 360,000 crores across the PV value chain.

Business opportunities may be e x p l o i t e d e i t h e r d o w n s t r e a m (generation and sale of power) or upstream (manufacturing).

IPPsIndependent power producers earn

revenue from sale of energy. While IPPs are generally technology agnostic, there is an increasing preference for solar power projects given the shorter gestation times and relatively easier project development. Energy tariff drops have however been steep with the current lowest tariff discovered in India being INR 3.3/kWh (levelised over 25

- _mM© 2017- _mM© 201716 17

Solar Energy – A Sound Business OpportunityDr. Vivek Jayakumar

2015 was a watershed year for renewable energy in the world. According to International Energy Agency (IEA), renewables, led by solar ( 4 9 G W ) a n d w i n d ( 6 6 G W ) , represented more than half the new power capacity around the world reaching 153 GW which was 15% more than previous year. This rapid growth has been driven largely by declining costs making electricity generated from r e n e w a b l e s c o m p e t i t i v e w h e n compared to conventional power. India expects to move from a renewable capacity of 50 GW (end 2016) to 175 GW (by 2022). A bulk of this capacity addition is likely to be in solar power (100 GW of which 60 GW is planned to be added through ground-mounted systems and 40 GW through rooftop systems).

This article focuses on business

opportunities in the field of electricity

generation from solar photovoltaics in India. There are certain underlying a s s u m p t i o n s t o s i m p l i f y t h e quantification of business potential in this sector.

India currently has an installed capacity of 9 GW of grid-interactive solar power of which over 8 GW have been set up as ground-mounted systems. The cost of setting up a ground-mounted, utility-scale (> 10MW) solar PV power plant has dropped from a high of INR 10 crores / MWp in 2010 to INR 4.5 crores / MWp in 2016. Being largely driven by reverse auctions, the tariffs have dropped from a high of INR 17.91/kWh in 2010 to INR 4.34/kWh in 2016. The drop in cost of setting up a utility-scale PV power plant has been driven mainly by a significant drop in PV module prices globally that dropped about 25% in 2016 alone.

The industry is confident of adding capacities in excess of 14 GW annually from 2017 onwards thus pushing India closer to the 100 GW mark. This has opened up business opportunities to the tune of INR 360,000 crores across the PV value chain.

Business opportunities may be e x p l o i t e d e i t h e r d o w n s t r e a m (generation and sale of power) or upstream (manufacturing).

IPPsIndependent power producers earn

revenue from sale of energy. While IPPs are generally technology agnostic, there is an increasing preference for solar power projects given the shorter gestation times and relatively easier project development. Energy tariff drops have however been steep with the current lowest tariff discovered in India being INR 3.3/kWh (levelised over 25

- _mM© 2017- _mM© 201718 19

years). IPPs may choose to develop green f ie ld pro jects or acqui re operational assets from other IPPs or developers. Payment security and curtailment risk are important factors to be considered. There is estimated revenue potential from energy sale to the tune of INR 133,650 crores in the next six years.

DevelopersDevelopers earn revenue generally

through sale of operational assets to IPPs and other investors. Developers leverage their strengths in land acquisition, permitting and project development. The government of India has increased the target capacity from solar parks to 40 GW. Solar parks mit igate the three r isks of land acquisition, power evacuation and permitting. Assuming that at least 50% of the new capacity is added by developers, this translates to a business opportunity of INR 180,000 crores. The sale of an operational asset will not just be based on the cost but will also consider other aspects like the tariff secured, power purchase agreement, off-taker risk, development risk in the region etc.

EPC companies / system integratorsSolar PV plants need sound EPC

i.e. engineering, procurement and construction to ensure that the plants are constructed on time, generate power reliably and perform well over the duration of the power sale agreement. While turnkey EPC costs are largely influenced by the price of PV modules, aspects like terrain, accessibility, project location (whether inside a solar park) etc. also govern. Similarly, for roof-top projects, good design and system integration is a must. The roof and surrounding conditions and existing electrical design of the buildings play a major role in the system integration cost. EPC companies and system integrators must develop procurement, project management and execution capabilities while working in an environment of intermittent cash flows and delays. Some of the IPPs and developers rely on in-house teams to undertake EPC and system integration. Discounting for this fact and assuming that 60% of the new capacity addition is done with support of a specialist EPC company or s y s t e m i n t e g r a t o r a b u s i n e s s opportunity of INR 162,000 crores exists over the next six years.

LendersA pertinent question doing the

rounds is the availability of equity capital and debt finance to help India achieve its target of 100 GW. Lenders stand exposed to over typically 70% of a project's cost over the tenor of the loan. India thus requires debt of around INR 252,000 crores over the next six years. Lenders need to be competitive in light of finance available internationally. As most of project financing is non-recourse, in addition to offtake risk and curtailment risk, lenders also need to assess credit worthiness of the owner / developer, technology and equipment proposed, energy yield predictions, execut ion par tners and pro jec t schedules. Climate Policy Initiative, one of the independent th ink-tanks, anticipates a shortfall of about 25% in the debt availability to meet India's renewable energy target of 175 GW.

Operation & MaintenanceIn a PV plant context , GTM

Research defines operations and maintenance (O&M) as a set of activities, most of them technical in nature, which enable PV power plants to optimally produce energy. Operations

and maintenance encompass a suite of activities like performance monitoring, issue detection, security, module cleaning, preventive and routine maintenance, maintaining performance guarantee ratios etc. O&M, though not complicated, is crucial for a solar PV power plant to perform reliably over its life time. Specialist O&M service providers are mushrooming across the country. While there is an increase in capacities of ground-mounted systems requiring dedicated O&M teams to be located onsite, the rooftop segment is attractive in terms of the number of systems that are likely to be deployed across the country. O&M is estimated to grow to an annual business of around INR 3000-4000 crores in 2022.

ManufacturingPV modules constitute over 55% of

a p r o j e c t ' s c o s t . T h e m o d u l e manufacturing capacity in India, as per MNRE, is around 7 GW with about 5 GW being currently operational. Indian module manufacturers are working towards cost competitiveness with less expensive options from other countries. The domestic content requirement (DCR) is not adequate to ensure full capacity utilisation and growth of the module manufacturing sector. There may be an opportunity for existing p l a y e r s t o u n d e r t a k e c o n t r a c t manufacturing for more competitive international players. It is, however, important that a vertically integrated fabrication industry is developed to ensure energy security in the long term. The manufacturing of module mounting structures (~12% of project cost) is still q u i t e u n o r g a n i s e d . N u m e r o u s opportunities exist in this segment with the proliferation of rooftop systems and the requirement of specialist mounting options. Some of the leading suppliers of inverters (~10% of project cost) have already established their manufacturing facilities in India. Opportunities exist in supp ly ing components to such suppliers. India has a well-established manu fac tu r i ng base fo r power evacuation equipment. Opportunities exist in analytics and SCADA systems.

TradingSolar has potential to reach areas

deep in India's hinterland. Trading in equipment in far flung areas will allow

leading manufacturers cater to the needs of a market hitherto ignored. The growth of rooftop solar through net-metering and decentralised applications will drive the sale of smaller power systems and equipment. Innovative trading mechanisms like online trading portals with convenient logistics have started.

ServicesA slew of service opportunities are

available for India's growing solar sector. Technical advisory, policy advisory, engineering support, project management , l i a i son and land acquisition, financial syndication etc. are some of the services that are currently being offered to the sector.

EducationThe Indian solar sector is estimated

to need over 650,000 professionals in the next 8-9 years. Training courses on design, installation, commissioning, operation and maintenance of solar systems are required to prepare an industry ready workforce. There are online educational courses certified by the government of India. Summits, conferences and workshops also add to increasing the knowledge base of the solar community. Academia could integrate solar-related capacity building programmes as part of their regular courses.

Demand response and energy storage

India will eventually evolve to a mature electricity market. Solar energy is intermittent or can be categorised as variable renewable energy. As solar increases it's penetration, India requires a flexible grid that can balance the alignment between renewable energy generation and demand. This can be achieved through demand response mechanisms and energy storage solutions. These are solutions that may, at this moment of time, be ahead of time in India but certainly have a major role to play in integrating large quantities of intermittent solar generation into the grid.

Solar energy has become cost competitive; the drivers of growth are shifting from policy-based support to market considerations. The sector offers tremendous opportunities across the value chain. The pie is big enough and so are the slices to attract a number of new entrepreneurs.

----------------------------------------------------Dr. Vivek Jayakumar is the executive director of Arbutus Consultants Pvt Ltd, providers of consulting, engineering and training services in the field of solar energy in India. Email : ceeo@arbutus.co.in

- _mM© 2017- _mM© 201718 19

years). IPPs may choose to develop green f ie ld pro jects or acqui re operational assets from other IPPs or developers. Payment security and curtailment risk are important factors to be considered. There is estimated revenue potential from energy sale to the tune of INR 133,650 crores in the next six years.

DevelopersDevelopers earn revenue generally

through sale of operational assets to IPPs and other investors. Developers leverage their strengths in land acquisition, permitting and project development. The government of India has increased the target capacity from solar parks to 40 GW. Solar parks mit igate the three r isks of land acquisition, power evacuation and permitting. Assuming that at least 50% of the new capacity is added by developers, this translates to a business opportunity of INR 180,000 crores. The sale of an operational asset will not just be based on the cost but will also consider other aspects like the tariff secured, power purchase agreement, off-taker risk, development risk in the region etc.

EPC companies / system integratorsSolar PV plants need sound EPC

i.e. engineering, procurement and construction to ensure that the plants are constructed on time, generate power reliably and perform well over the duration of the power sale agreement. While turnkey EPC costs are largely influenced by the price of PV modules, aspects like terrain, accessibility, project location (whether inside a solar park) etc. also govern. Similarly, for roof-top projects, good design and system integration is a must. The roof and surrounding conditions and existing electrical design of the buildings play a major role in the system integration cost. EPC companies and system integrators must develop procurement, project management and execution capabilities while working in an environment of intermittent cash flows and delays. Some of the IPPs and developers rely on in-house teams to undertake EPC and system integration. Discounting for this fact and assuming that 60% of the new capacity addition is done with support of a specialist EPC company or s y s t e m i n t e g r a t o r a b u s i n e s s opportunity of INR 162,000 crores exists over the next six years.

LendersA pertinent question doing the

rounds is the availability of equity capital and debt finance to help India achieve its target of 100 GW. Lenders stand exposed to over typically 70% of a project's cost over the tenor of the loan. India thus requires debt of around INR 252,000 crores over the next six years. Lenders need to be competitive in light of finance available internationally. As most of project financing is non-recourse, in addition to offtake risk and curtailment risk, lenders also need to assess credit worthiness of the owner / developer, technology and equipment proposed, energy yield predictions, execut ion par tners and pro jec t schedules. Climate Policy Initiative, one of the independent th ink-tanks, anticipates a shortfall of about 25% in the debt availability to meet India's renewable energy target of 175 GW.

Operation & MaintenanceIn a PV plant context , GTM

Research defines operations and maintenance (O&M) as a set of activities, most of them technical in nature, which enable PV power plants to optimally produce energy. Operations

and maintenance encompass a suite of activities like performance monitoring, issue detection, security, module cleaning, preventive and routine maintenance, maintaining performance guarantee ratios etc. O&M, though not complicated, is crucial for a solar PV power plant to perform reliably over its life time. Specialist O&M service providers are mushrooming across the country. While there is an increase in capacities of ground-mounted systems requiring dedicated O&M teams to be located onsite, the rooftop segment is attractive in terms of the number of systems that are likely to be deployed across the country. O&M is estimated to grow to an annual business of around INR 3000-4000 crores in 2022.

ManufacturingPV modules constitute over 55% of

a p r o j e c t ' s c o s t . T h e m o d u l e manufacturing capacity in India, as per MNRE, is around 7 GW with about 5 GW being currently operational. Indian module manufacturers are working towards cost competitiveness with less expensive options from other countries. The domestic content requirement (DCR) is not adequate to ensure full capacity utilisation and growth of the module manufacturing sector. There may be an opportunity for existing p l a y e r s t o u n d e r t a k e c o n t r a c t manufacturing for more competitive international players. It is, however, important that a vertically integrated fabrication industry is developed to ensure energy security in the long term. The manufacturing of module mounting structures (~12% of project cost) is still q u i t e u n o r g a n i s e d . N u m e r o u s opportunities exist in this segment with the proliferation of rooftop systems and the requirement of specialist mounting options. Some of the leading suppliers of inverters (~10% of project cost) have already established their manufacturing facilities in India. Opportunities exist in supp ly ing components to such suppliers. India has a well-established manu fac tu r i ng base fo r power evacuation equipment. Opportunities exist in analytics and SCADA systems.

TradingSolar has potential to reach areas

deep in India's hinterland. Trading in equipment in far flung areas will allow

leading manufacturers cater to the needs of a market hitherto ignored. The growth of rooftop solar through net-metering and decentralised applications will drive the sale of smaller power systems and equipment. Innovative trading mechanisms like online trading portals with convenient logistics have started.

ServicesA slew of service opportunities are

available for India's growing solar sector. Technical advisory, policy advisory, engineering support, project management , l i a i son and land acquisition, financial syndication etc. are some of the services that are currently being offered to the sector.

EducationThe Indian solar sector is estimated

to need over 650,000 professionals in the next 8-9 years. Training courses on design, installation, commissioning, operation and maintenance of solar systems are required to prepare an industry ready workforce. There are online educational courses certified by the government of India. Summits, conferences and workshops also add to increasing the knowledge base of the solar community. Academia could integrate solar-related capacity building programmes as part of their regular courses.

Demand response and energy storage

India will eventually evolve to a mature electricity market. Solar energy is intermittent or can be categorised as variable renewable energy. As solar increases it's penetration, India requires a flexible grid that can balance the alignment between renewable energy generation and demand. This can be achieved through demand response mechanisms and energy storage solutions. These are solutions that may, at this moment of time, be ahead of time in India but certainly have a major role to play in integrating large quantities of intermittent solar generation into the grid.

Solar energy has become cost competitive; the drivers of growth are shifting from policy-based support to market considerations. The sector offers tremendous opportunities across the value chain. The pie is big enough and so are the slices to attract a number of new entrepreneurs.

----------------------------------------------------Dr. Vivek Jayakumar is the executive director of Arbutus Consultants Pvt Ltd, providers of consulting, engineering and training services in the field of solar energy in India. Email : ceeo@arbutus.co.in

- _mM© 2017- _mM© 201720 21

India will find it difficult to achieve its ambitious target of 40 GW of installed solar rooftop capacity by 2022, if it continues to rely solely on policy and incentives. Till date, the solar rooftop capacity stands at 1.1 GW. In order to achieve the 40 GW target, an 86% growth/year is needed which is even faster than the growth in mobile phone connections. One of the major factors affecting the purchase decision for a solar rooftop plant is the quantum of investment involved. To facilitate this investment, the Government of India had announced various incentives and policies. These incentives included accelerated depreciation benefit, 10 year tax holiday, capital and interest subsidies, net metering policies, etc.

Even with presence of such policies, the solar power sector is expected to find it difficult to achieve the desired target. This can be attributed to various reasons as cited below :

Accelerated depreciation : Till date, accelerated depreciation had been crucial for the growth of solar rooftop industry, wherein the major buyers, which include profit making companies, are interested in claiming 80% tax benefit due to accelerated depreciation. As per Union Budget 2017, this benefit has been scaled down to 40%, which will surely dampen growth in this sector.

Sunset clause (10 year tax holiday) : Sunset clause under section 80 IA (10 year tax holiday for power generation, transmission and distribution investments) until March 2017 has also been maintained. Removal of this benefit will impact the private PPA based market and cause a shift of solar power sector from non-traditional investors to pure power companies.

Central financial assistance : Capital subsidies in terms of 30% central financial assistance have failed to create an impact on the market due to limitation of funds at disposal. Procedural hurdles due to presence of multiple agencies like MNRE, State nodal agency, electrical inspector, DISCOM have slowed the subsidy disbursal mechanism.

Net metering : Net metering has been a promising development for the rooftop solar market. However, the implementation of this policy has been rather slow with no standardisation of policy among various states. Many states have arbitrary restrictions based on offtake voltage or transformer capacity or unreasonable rules about meter locations that prevent simplest of solar power plants from availing the net metering policy.

Loan disbursal process : Various international agencies are committed to funding the solar rooftop sector, through

their partner banks or non-banking financial companies, but speedy disbursal of loan still remains a challenge.

To accelerate further growth in this sector, the government should adopt time bound and single window clearance for subsidy disbursal and net metering applications, assist in educating loan disbursement agencies and create a standardised loan application review process with more rigorous campaigning of the available schemes and benefits of solar power among citizens.

Despite the roadblocks, if all stakeholders work hand in hand to support the national solar mission, the 40 GW solar rooftop target will be achieved by 2020. On the financial front, the government is already looking at multiple funding options to increase investments in the solar energy sector. They have been successful in getting the World Bank, KFW, ADB and NDB to sanction a total of 1300 million dollars. Recently, Solar Energy Corporation of India issued large tenders for government building rooftops, educational buildings for 1000 MW. The installation of these large capacities in 2017 will indeed increase volume in these segments, making significant growth likely, with parallel growth in the industrial and commercial rooftop segments. Hence, with the right policy support and financial aid, the 40 GW target can be achieved by 2020.------------------------------------------------------------------------------Shreya Shah, Marketing Associate, 1001, Montreal Business Center, Tower - 2, Baner, Pune - 411045 Tel : 66000408 M : 07722016053 Email : shreya@spanpump.com Web : www.kalpapower.com

Bottlenecks Experienced in Solar Rooftop Progression

- Shreya Shah

- _mM© 2017- _mM© 201720 21

India will find it difficult to achieve its ambitious target of 40 GW of installed solar rooftop capacity by 2022, if it continues to rely solely on policy and incentives. Till date, the solar rooftop capacity stands at 1.1 GW. In order to achieve the 40 GW target, an 86% growth/year is needed which is even faster than the growth in mobile phone connections. One of the major factors affecting the purchase decision for a solar rooftop plant is the quantum of investment involved. To facilitate this investment, the Government of India had announced various incentives and policies. These incentives included accelerated depreciation benefit, 10 year tax holiday, capital and interest subsidies, net metering policies, etc.

Even with presence of such policies, the solar power sector is expected to find it difficult to achieve the desired target. This can be attributed to various reasons as cited below :

Accelerated depreciation : Till date, accelerated depreciation had been crucial for the growth of solar rooftop industry, wherein the major buyers, which include profit making companies, are interested in claiming 80% tax benefit due to accelerated depreciation. As per Union Budget 2017, this benefit has been scaled down to 40%, which will surely dampen growth in this sector.

Sunset clause (10 year tax holiday) : Sunset clause under section 80 IA (10 year tax holiday for power generation, transmission and distribution investments) until March 2017 has also been maintained. Removal of this benefit will impact the private PPA based market and cause a shift of solar power sector from non-traditional investors to pure power companies.

Central financial assistance : Capital subsidies in terms of 30% central financial assistance have failed to create an impact on the market due to limitation of funds at disposal. Procedural hurdles due to presence of multiple agencies like MNRE, State nodal agency, electrical inspector, DISCOM have slowed the subsidy disbursal mechanism.

Net metering : Net metering has been a promising development for the rooftop solar market. However, the implementation of this policy has been rather slow with no standardisation of policy among various states. Many states have arbitrary restrictions based on offtake voltage or transformer capacity or unreasonable rules about meter locations that prevent simplest of solar power plants from availing the net metering policy.

Loan disbursal process : Various international agencies are committed to funding the solar rooftop sector, through

their partner banks or non-banking financial companies, but speedy disbursal of loan still remains a challenge.

To accelerate further growth in this sector, the government should adopt time bound and single window clearance for subsidy disbursal and net metering applications, assist in educating loan disbursement agencies and create a standardised loan application review process with more rigorous campaigning of the available schemes and benefits of solar power among citizens.

Despite the roadblocks, if all stakeholders work hand in hand to support the national solar mission, the 40 GW solar rooftop target will be achieved by 2020. On the financial front, the government is already looking at multiple funding options to increase investments in the solar energy sector. They have been successful in getting the World Bank, KFW, ADB and NDB to sanction a total of 1300 million dollars. Recently, Solar Energy Corporation of India issued large tenders for government building rooftops, educational buildings for 1000 MW. The installation of these large capacities in 2017 will indeed increase volume in these segments, making significant growth likely, with parallel growth in the industrial and commercial rooftop segments. Hence, with the right policy support and financial aid, the 40 GW target can be achieved by 2020.------------------------------------------------------------------------------Shreya Shah, Marketing Associate, 1001, Montreal Business Center, Tower - 2, Baner, Pune - 411045 Tel : 66000408 M : 07722016053 Email : shreya@spanpump.com Web : www.kalpapower.com

Bottlenecks Experienced in Solar Rooftop Progression

- Shreya Shah

- _mM© 2017- _mM© 201722 23

Renewable energy and solar power are the buzzwords in the energy sector in India. With the Government of India's push for renewable energy, coupled with falling prices of solar power plants and tariffs, we see penetration of solar power in India leapfrogging. The ambitious target of installing 100 GW of solar power and 75 GW of wind power is not only becoming achievable but with every GW addition it is becoming more affordable than in the past.

By December 2016, India surpassed 9,000 MW of installed capacity of solar power. Tenders for 21,000 MW are under execution. But, this is largely attributed to large capacity (10 MW and above) utility scale plants. The rooftop segment is yet to pass the threshold beyond which it will accelerate to reach its target of 40 GW by 2022.

While the utility scale projects have scalability implicit in it, rooftop is often likened with this. It is important to note that 'Every Roof is Different and hence Every Rooftop (Solar) is Different'. It may not always be prudent to design or offer rooftop solar system with standard design configuration like optimum tilt angle, South sloping panels, normal structural support. From a customer point of view, it is tempting to opt for system of lowest price per KW capacity; the critical factor is Maximum savings.

1. Maximization of power output by lowering tilt angle: In case of a mall in Pune hav ing huge power consumption, solar power plant capacity was limited by available

0space. A system designed with 5 angle for solar panels (over optimum

0angle of 18 ) increased the capacity from 300 to 565 KW, increasing overall yearly savings of Rs. 39 lacs.

2. Raised structure: For an IT Park in Pune, the terrace had many obstructions like air conditioners, lift room, cooling towers. In spite of large terrace space, the solar power plant capacity was limited to 55 KW. With raising the structure and lowering tilt angle, the capacity was augmented to 120 KW.

In both these cases, there was marginal drop (4%) in specific power generation (KWh / KW capacity) but led to more than doubling of the capacity. This means almost double the savings with a slight increase in the cost of the system

3. North sloping roof for a spinning mill: In case of a spinning mill in Ichalkaranji, the existing roof was a curse for solar power system (North-

0South sloping at 18 ). This meant 50% of the roof (North sloping) was practically unusable. By installing solar panels, along the slope on

North side, the capacity not only doubled, but the cost of structure and safety was also improved (over sloping structure). The drop of 11% in power generation was offset by consequential capacity increase (500 to 1,000KW) and savings up by 95% (Rs. 47 lacs per year).

4. Continuous layout of panels (instead of parallel rows): In case of an office building in Mumbai, where space is at premium, the terrace offered limited capacity if the solar panels were arranged in typical row pattern. A simple innovation to design a continuous structure reaching higher elevation ensured every inch of the space was utilized. Suitable openings were provided at regular intervals to access the panels for regular cleaning. Increase in capacity by 60% was precious where the tariffs are as high as Rs. 10 per KWh.

All these references bring out the

critical factor of highest savings over standard or optimum (technical) design. For customers this should be one of the prominent factors in adopting right design for their requirement.

----------------------------------------------------Suhas Pansare Vice President – RelyOn Solar Pvt. Ltd.)suhas.pansare@relyonsolar.com

Every Rooftop (Solar) is Unique- Suhas Pansare

- _mM© 2017- _mM© 201722 23

Renewable energy and solar power are the buzzwords in the energy sector in India. With the Government of India's push for renewable energy, coupled with falling prices of solar power plants and tariffs, we see penetration of solar power in India leapfrogging. The ambitious target of installing 100 GW of solar power and 75 GW of wind power is not only becoming achievable but with every GW addition it is becoming more affordable than in the past.

By December 2016, India surpassed 9,000 MW of installed capacity of solar power. Tenders for 21,000 MW are under execution. But, this is largely attributed to large capacity (10 MW and above) utility scale plants. The rooftop segment is yet to pass the threshold beyond which it will accelerate to reach its target of 40 GW by 2022.

While the utility scale projects have scalability implicit in it, rooftop is often likened with this. It is important to note that 'Every Roof is Different and hence Every Rooftop (Solar) is Different'. It may not always be prudent to design or offer rooftop solar system with standard design configuration like optimum tilt angle, South sloping panels, normal structural support. From a customer point of view, it is tempting to opt for system of lowest price per KW capacity; the critical factor is Maximum savings.

1. Maximization of power output by lowering tilt angle: In case of a mall in Pune hav ing huge power consumption, solar power plant capacity was limited by available

0space. A system designed with 5 angle for solar panels (over optimum

0angle of 18 ) increased the capacity from 300 to 565 KW, increasing overall yearly savings of Rs. 39 lacs.

2. Raised structure: For an IT Park in Pune, the terrace had many obstructions like air conditioners, lift room, cooling towers. In spite of large terrace space, the solar power plant capacity was limited to 55 KW. With raising the structure and lowering tilt angle, the capacity was augmented to 120 KW.

In both these cases, there was marginal drop (4%) in specific power generation (KWh / KW capacity) but led to more than doubling of the capacity. This means almost double the savings with a slight increase in the cost of the system

3. North sloping roof for a spinning mill: In case of a spinning mill in Ichalkaranji, the existing roof was a curse for solar power system (North-

0South sloping at 18 ). This meant 50% of the roof (North sloping) was practically unusable. By installing solar panels, along the slope on

North side, the capacity not only doubled, but the cost of structure and safety was also improved (over sloping structure). The drop of 11% in power generation was offset by consequential capacity increase (500 to 1,000KW) and savings up by 95% (Rs. 47 lacs per year).

4. Continuous layout of panels (instead of parallel rows): In case of an office building in Mumbai, where space is at premium, the terrace offered limited capacity if the solar panels were arranged in typical row pattern. A simple innovation to design a continuous structure reaching higher elevation ensured every inch of the space was utilized. Suitable openings were provided at regular intervals to access the panels for regular cleaning. Increase in capacity by 60% was precious where the tariffs are as high as Rs. 10 per KWh.

All these references bring out the

critical factor of highest savings over standard or optimum (technical) design. For customers this should be one of the prominent factors in adopting right design for their requirement.

----------------------------------------------------Suhas Pansare Vice President – RelyOn Solar Pvt. Ltd.)suhas.pansare@relyonsolar.com

Every Rooftop (Solar) is Unique- Suhas Pansare

- _mM© 2017- _mM© 201724 25

1. Name of the scheme Jawaharlal Nehru National Solar Mission 2. Nodal agency Government of India through NABARD

3. Objective Solar photovoltaic lighting system and small capacity PV system

4. Quantum of subsidy and other details @ 30% & 40% of total benchmark cost for different models of home lighting systems

(ii) System for installing of Solar photovoltaic water pumping system for irrigation purpose. Subsidy - @ 40% of approved unit cost.

Advertisement Tariff for Sampada Monthly Magazine (per insertion)

Sr.No. Particulars Print Area Rate (Rs.) Requirement of Advt. material

1. Back Cover 18 X 22 cm 25,000.00 Corel draw Convert to curve or PDF / JPG

2. Cover 2 & 3 18 X 23 cm 20,000.00 Corel draw Convert to curve or PDF / JPG

3. Full Page – Col. 18 X 23 cm 12,000.00 Corel draw Convert to curve or PDF / JPG

4. Half Page – Col. 18 X 11 cm 8,000.00 Corel draw Convert to curve or PDF / JPG

5. Quarter Page - Col. 9 X 11 cm 5,000.00 Corel draw Convert to curve or PDF / JPG

6. Sampada Corner – Col. 9 X 5 cm 1500.00 Corel draw Convert to curve or PDF / JPG

1. Published on 10 th of every month2. Please send ad material before 30th 3. Subscription for 1 year Rs. 125/-, 2 Years Rs. 240/-, 3 years Rs. 350/-

Kindly Send Cheque / DD / Mo in favor of “MCCIA” to Pramod Potbhare, Sampada Coordinator

Mahratta Chamber of Commerce, Industries and Agriculture,5th floor, MCCIA Trade Tower, International Convention Center Complex,

Senapati Bapat Road, Pune 411 016 Tel. : 25709000/25709222

NABARD Financing Scheme for

Solar Photovoltaic Lighting System

- _mM© 2017- _mM© 201724 25

1. Name of the scheme Jawaharlal Nehru National Solar Mission 2. Nodal agency Government of India through NABARD

3. Objective Solar photovoltaic lighting system and small capacity PV system

4. Quantum of subsidy and other details @ 30% & 40% of total benchmark cost for different models of home lighting systems

(ii) System for installing of Solar photovoltaic water pumping system for irrigation purpose. Subsidy - @ 40% of approved unit cost.

Advertisement Tariff for Sampada Monthly Magazine (per insertion)

Sr.No. Particulars Print Area Rate (Rs.) Requirement of Advt. material

1. Back Cover 18 X 22 cm 25,000.00 Corel draw Convert to curve or PDF / JPG

2. Cover 2 & 3 18 X 23 cm 20,000.00 Corel draw Convert to curve or PDF / JPG

3. Full Page – Col. 18 X 23 cm 12,000.00 Corel draw Convert to curve or PDF / JPG

4. Half Page – Col. 18 X 11 cm 8,000.00 Corel draw Convert to curve or PDF / JPG

5. Quarter Page - Col. 9 X 11 cm 5,000.00 Corel draw Convert to curve or PDF / JPG

6. Sampada Corner – Col. 9 X 5 cm 1500.00 Corel draw Convert to curve or PDF / JPG

1. Published on 10 th of every month2. Please send ad material before 30th 3. Subscription for 1 year Rs. 125/-, 2 Years Rs. 240/-, 3 years Rs. 350/-

Kindly Send Cheque / DD / Mo in favor of “MCCIA” to Pramod Potbhare, Sampada Coordinator

Mahratta Chamber of Commerce, Industries and Agriculture,5th floor, MCCIA Trade Tower, International Convention Center Complex,

Senapati Bapat Road, Pune 411 016 Tel. : 25709000/25709222

NABARD Financing Scheme for

Solar Photovoltaic Lighting System

- _mM© 2017- _mM© 201726 27

Responding to The Government of India's Solar Mission, Indian Railway has set a target of installing 1,000 MW of solar power by 2020.

Persistent Foundation, a CSR arm of Persistent Systems Ltd., also supports Solar Power Generation under their “Community Development” initiative.

Consistent with the Green Initiative of Indian Railways and Persistent Foundation, an eco-friendly solar power plant has been funded, installed and c o m m i s s i o n e d b y P e r s i s t e n t Foundation at Pune railway station.

In the present scenario of climate change and emphasis towards adoption of renewable energy resources, this CSR initiative will go a long way in cont r ibu t ing towards a c leaner e n v i r o n m e n t a n d s u s t a i n a b l e development.

Persistent Foundation has spent more than Rs. 1.1 Crore on this project.

The capacity of solar plant is 160 kWp, which is expected to generate 2.4 lakh units of electricity per year. The plant was commissioned in June 2016. It has generated about 1.4 Lakh units of electricity from June 2016 to February

2017. The system caters to about 60% of daytime requirement of Pune railway station.

This will help in avoiding 195 tonnes CO2 emission per year and is a step to eventually make Pune railway station a “Green Railway Station”.

On s im i la r l i nes , Pers is ten t foundation is working on a project for Installation of a solar plant of 227 kWp capacity at Hyderabad (Nampally) railway station.

www.persistentfoundation.org

Solar Power Plant at Pune Railway StationA CSR initiative by Persistent Foundation

- _mM© 2017- _mM© 201726 27

Responding to The Government of India's Solar Mission, Indian Railway has set a target of installing 1,000 MW of solar power by 2020.

Persistent Foundation, a CSR arm of Persistent Systems Ltd., also supports Solar Power Generation under their “Community Development” initiative.

Consistent with the Green Initiative of Indian Railways and Persistent Foundation, an eco-friendly solar power plant has been funded, installed and c o m m i s s i o n e d b y P e r s i s t e n t Foundation at Pune railway station.

In the present scenario of climate change and emphasis towards adoption of renewable energy resources, this CSR initiative will go a long way in cont r ibu t ing towards a c leaner e n v i r o n m e n t a n d s u s t a i n a b l e development.

Persistent Foundation has spent more than Rs. 1.1 Crore on this project.

The capacity of solar plant is 160 kWp, which is expected to generate 2.4 lakh units of electricity per year. The plant was commissioned in June 2016. It has generated about 1.4 Lakh units of electricity from June 2016 to February

2017. The system caters to about 60% of daytime requirement of Pune railway station.

This will help in avoiding 195 tonnes CO2 emission per year and is a step to eventually make Pune railway station a “Green Railway Station”.

On s im i la r l i nes , Pers is ten t foundation is working on a project for Installation of a solar plant of 227 kWp capacity at Hyderabad (Nampally) railway station.

www.persistentfoundation.org

Solar Power Plant at Pune Railway StationA CSR initiative by Persistent Foundation

- _mM© 2017- _mM© 201728 29

The businessmen are accustomed to some terminologies in taxation laws. At present the person liable to tax under excise is manufacturer of excisable goods. Under service tax is a service provider. Under sales tax laws a dealer. Under entry tax one who causes entry of goods. GST will take in its fold all these activities and much more. GST proposes to levy tax on all types of activities whether goods or services. As per Model GST law, the person liable to tax will be called taxable person. It is therefore necessary to understand what is meant by Taxable person. As the word suggests, he/she/it should be person.

Who is person under GST?The definition of person is very wide.

It is as follows :Sec. (73) “person” includes— a) an individual; b) a Hindu undivided family;

c) a company; d) a firm; e) a Limited Liability Partnership; f) an association of persons or a body

of individuals, whether incorporated or not, in India or outside India;

g) any corporation established by or under any Centra l , Sta te or Provincial Act or a Government company as defined in section 2(45) of the Companies Act, 2013 (18 of 2013);

h) any body corporate incorporated by or under the laws of a country outside India;

i) a co-operative society registered u n d e r a n y l a w r e l a t i n g t o cooperative societies;

j) a local authority; k) government; l) society as defined under the

Societies Registration Act, 1860 (21 of 1860);

m) trust; and

n) every artificial juridical person, not falling within any of the preceding sub-clauses;

Thus it can be seen that the word person is so defined that no one escapes the GST. The word person takes into its fold every human being, their different forms of associations, corporate and artificial persons. But all of them are not taxable.

Amongst the person who are taxable?

Taxable person is defined in Sec. 10 of Model GST Law as follows :

Taxable Person means a person who is registered or liable to be registered under Schedule V of this Act.

S c h e d u l e V g i v e s l i s t s o f circumstances under which a person is liable for registration. The list is as follows :

Let us understand GST : Taxable Person Adv. Govind Y. Patwardhan

- _mM© 2017- _mM© 201728 29

The businessmen are accustomed to some terminologies in taxation laws. At present the person liable to tax under excise is manufacturer of excisable goods. Under service tax is a service provider. Under sales tax laws a dealer. Under entry tax one who causes entry of goods. GST will take in its fold all these activities and much more. GST proposes to levy tax on all types of activities whether goods or services. As per Model GST law, the person liable to tax will be called taxable person. It is therefore necessary to understand what is meant by Taxable person. As the word suggests, he/she/it should be person.

Who is person under GST?The definition of person is very wide.

It is as follows :Sec. (73) “person” includes— a) an individual; b) a Hindu undivided family;

c) a company; d) a firm; e) a Limited Liability Partnership; f) an association of persons or a body

of individuals, whether incorporated or not, in India or outside India;

g) any corporation established by or under any Centra l , Sta te or Provincial Act or a Government company as defined in section 2(45) of the Companies Act, 2013 (18 of 2013);

h) any body corporate incorporated by or under the laws of a country outside India;

i) a co-operative society registered u n d e r a n y l a w r e l a t i n g t o cooperative societies;

j) a local authority; k) government; l) society as defined under the

Societies Registration Act, 1860 (21 of 1860);

m) trust; and

n) every artificial juridical person, not falling within any of the preceding sub-clauses;

Thus it can be seen that the word person is so defined that no one escapes the GST. The word person takes into its fold every human being, their different forms of associations, corporate and artificial persons. But all of them are not taxable.

Amongst the person who are taxable?

Taxable person is defined in Sec. 10 of Model GST Law as follows :

Taxable Person means a person who is registered or liable to be registered under Schedule V of this Act.

S c h e d u l e V g i v e s l i s t s o f circumstances under which a person is liable for registration. The list is as follows :

Let us understand GST : Taxable Person Adv. Govind Y. Patwardhan

- _mM© 2017- _mM© 201730 31

1. Every supplier shall be liable to be registered under this Act in the State from where he makes a taxable supply of goods and/or services if his aggregate turnover in a financial year exceeds twenty lakh rupees :

PROVIDED that where such person makes taxable supplies of goods and/or services from any of the States specified in sub-clause (g) of clause (4) of Article 279A of the Constitution, he shall be liable to be registered if his aggregate turnover in a f inancial year exceeds ten lakh rupees. (Other than Special Category States)

2. Every supplier shall be liable to be registered under this Act in the State from where he makes a taxable supply of goods and/or services if his aggregate turnover in a financial year exceeds ten lakh rupees: (Special Category States)

Explanation 1- The aggregate turnover shall include all supplies

made by the taxable person, whether on his own account or made on behalf of all his principals.

Explanation 2- The supply of goods, after completion of job-work, by a registered job worker shall be treated as the supply of goods by the “principal” referred to in section 55, and the value of such goods shall not be included in the a g g r e g a t e t u r n o v e r o f t h e registered job worker.

2. The following persons shall not be liable to registration –

( a ) a n y p e r s o n e n g a g e d exclusively in the business of supplying goods and/or services that are not liable to tax or are wholly exempt from tax under this Act;

(b) an agriculturist, for the purpose of agriculture.

3. Subject to the provisions of paragraph 1, every person who, on the day immediately preceding the appointed day, is registered or holds a license under an earlier law, shall be liable to be registered

under this Act with effect from the appointed day.

4. Where a business carried on by a taxable person registered under this Act is transferred, whether on a c c o u n t o f s u c c e s s i o n o r otherwise, to another person as a going concern, the transferee, or the successor, as the case may be, shall be liable to be registered with effect from the date of such transfer or succession.

5. N o t w i t h s t a n d i n g a n y t h i n g contained in paragraph 1 and 3 above, in a case of transfer pursuant to sanction of a scheme o r a n a r r a n g e m e n t f o r amalgamation or, as the case may be, de-merger of two or more companies by an order of a High Court, the transferee shall be liable to be registered, where required, with effect from the date on which the Registrar of Companies issues a certificate of incorporation giving effect to such order of the High Court.

6. Notwi thstanding anything contained in paragraph 1 and 3 above, the following categories of persons shall be required to be registered under this Act:

(i) persons making any inter-S t a t e t a x a b l e s u p p l y , irrespective of the threshold specified under paragraph 1;

(ii) casual taxable persons, irrespective of the threshold specified under paragraph 1;

(iii) persons who are required to pay tax under reverse charge, irrespective of the threshold specified under paragraph 1;

(iv) persons who are required to pay tax under sub-section (4) of section 8, irrespective of the threshold specified under paragraph 1;

(v) non-resident taxable persons, irrespective of the threshold specified under paragraph 1;

(vi) persons who are required to deduct tax under section 46, whether or not separately registered under this Act;

(vii) persons who are required to collect tax under 56, whether

or not separately registered under the Act;

(viii) persons who supply goods and/or services on behalf of other taxable persons whether as an agent or otherwise, irrespective of the threshold specified under paragraph 1;

(ix) input service distr ibutor, whether or not separately registered under the Act;

(x) persons who supply goods and/or services, other than supplies specif ied under�sub-section(4) of� section� 8 , through such e lec t ron ic commerce operator who is required to collect tax at source under section 56, irrespective of the threshold specified in paragraph 1;

(xi) every electronic commerce operator, irrespective of the t h r e s h o l d s p e c i f i e d i n paragraph 1;

(xii) every person supplying online information and database access or retrieval services from a place outside India to a person in India, other than a

registered taxable person; and (xiii) such other person or class of

persons as may be notified by the Central Government or a State Government on the recommenda t i on o f t he Council.

From the above list it is clear that there are number of situations where even if the turnover of the person is less than the threshold limit he is required to get himself registered under GST and therefore liable to pay tax. And every person who is liable to pay tax is taxable person. Some situations where the person will be liable to pay tax without threshold limit have been explained or defined in the Model GST Law.

Who is casual person?“Casual taxable person” means a

person who occasionally undertakes transactions involving supply of goods and/or services in the course or furtherance of business whether as principal, agent or in any other capacity, in a taxable territory where he has no fixed place of business;

- _mM© 2017- _mM© 201730 31

1. Every supplier shall be liable to be registered under this Act in the State from where he makes a taxable supply of goods and/or services if his aggregate turnover in a financial year exceeds twenty lakh rupees :

PROVIDED that where such person makes taxable supplies of goods and/or services from any of the States specified in sub-clause (g) of clause (4) of Article 279A of the Constitution, he shall be liable to be registered if his aggregate turnover in a f inancial year exceeds ten lakh rupees. (Other than Special Category States)

2. Every supplier shall be liable to be registered under this Act in the State from where he makes a taxable supply of goods and/or services if his aggregate turnover in a financial year exceeds ten lakh rupees: (Special Category States)

Explanation 1- The aggregate turnover shall include all supplies

made by the taxable person, whether on his own account or made on behalf of all his principals.

Explanation 2- The supply of goods, after completion of job-work, by a registered job worker shall be treated as the supply of goods by the “principal” referred to in section 55, and the value of such goods shall not be included in the a g g r e g a t e t u r n o v e r o f t h e registered job worker.

2. The following persons shall not be liable to registration –

( a ) a n y p e r s o n e n g a g e d exclusively in the business of supplying goods and/or services that are not liable to tax or are wholly exempt from tax under this Act;

(b) an agriculturist, for the purpose of agriculture.

3. Subject to the provisions of paragraph 1, every person who, on the day immediately preceding the appointed day, is registered or holds a license under an earlier law, shall be liable to be registered

under this Act with effect from the appointed day.

4. Where a business carried on by a taxable person registered under this Act is transferred, whether on a c c o u n t o f s u c c e s s i o n o r otherwise, to another person as a going concern, the transferee, or the successor, as the case may be, shall be liable to be registered with effect from the date of such transfer or succession.

5. N o t w i t h s t a n d i n g a n y t h i n g contained in paragraph 1 and 3 above, in a case of transfer pursuant to sanction of a scheme o r a n a r r a n g e m e n t f o r amalgamation or, as the case may be, de-merger of two or more companies by an order of a High Court, the transferee shall be liable to be registered, where required, with effect from the date on which the Registrar of Companies issues a certificate of incorporation giving effect to such order of the High Court.

6. Notwi thstanding anything contained in paragraph 1 and 3 above, the following categories of persons shall be required to be registered under this Act:

(i) persons making any inter-S t a t e t a x a b l e s u p p l y , irrespective of the threshold specified under paragraph 1;

(ii) casual taxable persons, irrespective of the threshold specified under paragraph 1;

(iii) persons who are required to pay tax under reverse charge, irrespective of the threshold specified under paragraph 1;

(iv) persons who are required to pay tax under sub-section (4) of section 8, irrespective of the threshold specified under paragraph 1;

(v) non-resident taxable persons, irrespective of the threshold specified under paragraph 1;

(vi) persons who are required to deduct tax under section 46, whether or not separately registered under this Act;

(vii) persons who are required to collect tax under 56, whether

or not separately registered under the Act;

(viii) persons who supply goods and/or services on behalf of other taxable persons whether as an agent or otherwise, irrespective of the threshold specified under paragraph 1;

(ix) input service distr ibutor, whether or not separately registered under the Act;

(x) persons who supply goods and/or services, other than supplies specif ied under�sub-section(4) of� section� 8 , through such e lec t ron ic commerce operator who is required to collect tax at source under section 56, irrespective of the threshold specified in paragraph 1;

(xi) every electronic commerce operator, irrespective of the t h r e s h o l d s p e c i f i e d i n paragraph 1;

(xii) every person supplying online information and database access or retrieval services from a place outside India to a person in India, other than a

registered taxable person; and (xiii) such other person or class of

persons as may be notified by the Central Government or a State Government on the recommenda t i on o f t he Council.

From the above list it is clear that there are number of situations where even if the turnover of the person is less than the threshold limit he is required to get himself registered under GST and therefore liable to pay tax. And every person who is liable to pay tax is taxable person. Some situations where the person will be liable to pay tax without threshold limit have been explained or defined in the Model GST Law.

Who is casual person?“Casual taxable person” means a

person who occasionally undertakes transactions involving supply of goods and/or services in the course or furtherance of business whether as principal, agent or in any other capacity, in a taxable territory where he has no fixed place of business;

- _mM© 2017- _mM© 201732 33

Who is non-resident person?“Non-resident taxable person”

m e a n s a t a x a b l e p e r s o n w h o occasionally undertakes transactions involving supply of goods and/or services whether as principal or agent or in any other capacity but who has no fixed place of business in India;

Who is Input service Distributor?"Input Service Distributor" means an

office of the supplier of goods and / or services which receives tax invoices issued under section 28 towards receipt o f input serv ices and issues a prescribed document for the purposes of distributing the credit of CGST (SGST in State Acts) and / or IGST paid on the said services to a supplier of taxable goods and / or services having same PAN as that of the office referred to above;

Who is liable to pay tax on reverse charge basis?

The Central or a State Government may, on the recommendation of the Counci l , by not i f icat ion, specify categories of supply of goods and/or services the tax on which is payable on reverse charge basis and the tax thereon shall be paid by the recipient of such goods and/or services and all the provisions of this Act shall apply to such

person as if he is the person liable for paying the tax in relation to the supply of such goods and/or services.

Who is liable to deduct tax at source?

The Central or a State Government may mandate, - (a) a department or establishment of the

Central or State Government, or (b) Local authority, or (c) Governmental agencies, or (d) such persons or category of persons

as may be notified, by the Central or a S ta te Government on the recommendations of the Council, to deduct tax at the rate of one percent from the payment made or credited to the supplier of taxable goods and/or services, notified by the Central or a State Government on the recommendat ions of the Council, where the total value of such supply, under a contract, exceeds five lakh rupees.

Can a PAN holder having more businesses or branches be treated one taxable person?

There are number of persons who engage in di fferent businesses. Similarly, there are number of person who have branches in different states. Under GST branch in each state will be

treated as different taxable person. If a person is engaged in d i f fe rent businesses (called vertical) even if in one state has an option to obtain separate registration for each business vert ical. I f he opts for separate registration then each such vertical will be treated as taxable person.

Conclusion GST is integration of almost all

indirect taxes in India and therefore it is natural that the definition of taxable person is very wide. It can be easily said that whosoever engages in any business activity must first verify whether the yard stick of taxable person is applicable to him or not. Let me add that the word business also is defined under Model GST law. The definition of business is also very wide to cover all ac t iv i t ies re la ted to any t rade, commerce, manufacture, profession, vocation, adventure, wager or any other similar activity. It is not necessary that such activity shall be for profit or gain. Thus even the charitable work involving any of above activity will be treated as business.

----------------------------------------------------Adv. Govind Y. PatwardhanEmail : gypatwardhan@gmail.com Mobile : 98220 48810

- CA Madhukar N. Hiregange- CA Ravi Kumar Somani

Impact of GST on Automobile Dealers Industry

The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the country's Gross Domestic Product (GDP). Almost 13% of the revenue from central excise is from this sector, and claims an amount of 4.3% of total exports from India. Despite its contribution to the economy and growth potential, this sector has been combating the hardship of high tax rates for a substantially long period of time now, with central excise duty ranging between 12.5% and 30%, coupled with introduction of multiple cesses at revenues whims and fancies, the most recent being infrastructure cess.

Apart from the high tax rates, the industry has seen extensive litigations on VAT v/s Service Tax tussle, valuation issues in case of PDI charges, warranties, taxation on handling charges and many more. Thus, introduction of GST shall be a breather for this sector, wherein taxes on vehicle are largely expected to be @ 18% in

GST regime, except for luxury cars where the rate may go up to 28% plus cesses. However, even this rate of taxation will be beneficial for this industry as a full set-off of credits will be made available in the GST regime. This article focusses on the supply chain part of this industry, i.e. the “Automobile Dealers.” Dealers play a very crucial role in the growth and prosperity of this industry, and any adverse impact on dealerships shall have direct effect on the entire industry. Therefore, this article examines the intricacies of GST on Automobile Dealers.

Presently, dealers are paying following indirect taxes:■ Service tax (ST) on services both as

provider and also as receiver under reverse/joint charge;

■ Value added tax (VAT)/Central sales tax (CST) on Sale of Vehicle / Spares/Accessories;

In GST regime, automobile dealers will be collecting and paying CGST and

SGST (i.e. Central GST and State GST) on intra-state sale of vehicles. Further, in case of inter-state sale of vehicles, they will be collecting and paying IGST (i.e. Integrated GST, which is nothing but the summation of CGST + SGST). The impact of GST on various aspects is as examined below:

1) Impact on Credits: Currently, automobile dealers are

not able to avail CENVAT credit on the following indirect taxes paid by them:■ CST paid on purchase of vehicle,

spares, consumables, accessories and assets;

■ Excise Duty paid on purchase of vehicles, spares, consumables and accessories;

■ N C C D , A u t o C e s s a n d In f ras t ruc tu re Cess pa id on purchase of vehicles;

■ CVD paid on any imported spares, accessories and consumables;

■ SBC paid on input services;■ Reversal of proportionate CENVAT

credit of service tax due to trading

- _mM© 2017- _mM© 201732 33

Who is non-resident person?“Non-resident taxable person”

m e a n s a t a x a b l e p e r s o n w h o occasionally undertakes transactions involving supply of goods and/or services whether as principal or agent or in any other capacity but who has no fixed place of business in India;

Who is Input service Distributor?"Input Service Distributor" means an

office of the supplier of goods and / or services which receives tax invoices issued under section 28 towards receipt o f input serv ices and issues a prescribed document for the purposes of distributing the credit of CGST (SGST in State Acts) and / or IGST paid on the said services to a supplier of taxable goods and / or services having same PAN as that of the office referred to above;

Who is liable to pay tax on reverse charge basis?

The Central or a State Government may, on the recommendation of the Counci l , by not i f icat ion, specify categories of supply of goods and/or services the tax on which is payable on reverse charge basis and the tax thereon shall be paid by the recipient of such goods and/or services and all the provisions of this Act shall apply to such

person as if he is the person liable for paying the tax in relation to the supply of such goods and/or services.

Who is liable to deduct tax at source?

The Central or a State Government may mandate, - (a) a department or establishment of the

Central or State Government, or (b) Local authority, or (c) Governmental agencies, or (d) such persons or category of persons

as may be notified, by the Central or a S ta te Government on the recommendations of the Council, to deduct tax at the rate of one percent from the payment made or credited to the supplier of taxable goods and/or services, notified by the Central or a State Government on the recommendat ions of the Council, where the total value of such supply, under a contract, exceeds five lakh rupees.

Can a PAN holder having more businesses or branches be treated one taxable person?

There are number of persons who engage in di fferent businesses. Similarly, there are number of person who have branches in different states. Under GST branch in each state will be

treated as different taxable person. If a person is engaged in d i f fe rent businesses (called vertical) even if in one state has an option to obtain separate registration for each business vert ical. I f he opts for separate registration then each such vertical will be treated as taxable person.

Conclusion GST is integration of almost all

indirect taxes in India and therefore it is natural that the definition of taxable person is very wide. It can be easily said that whosoever engages in any business activity must first verify whether the yard stick of taxable person is applicable to him or not. Let me add that the word business also is defined under Model GST law. The definition of business is also very wide to cover all ac t iv i t ies re la ted to any t rade, commerce, manufacture, profession, vocation, adventure, wager or any other similar activity. It is not necessary that such activity shall be for profit or gain. Thus even the charitable work involving any of above activity will be treated as business.

----------------------------------------------------Adv. Govind Y. PatwardhanEmail : gypatwardhan@gmail.com Mobile : 98220 48810

- CA Madhukar N. Hiregange- CA Ravi Kumar Somani

Impact of GST on Automobile Dealers Industry

The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the country's Gross Domestic Product (GDP). Almost 13% of the revenue from central excise is from this sector, and claims an amount of 4.3% of total exports from India. Despite its contribution to the economy and growth potential, this sector has been combating the hardship of high tax rates for a substantially long period of time now, with central excise duty ranging between 12.5% and 30%, coupled with introduction of multiple cesses at revenues whims and fancies, the most recent being infrastructure cess.

Apart from the high tax rates, the industry has seen extensive litigations on VAT v/s Service Tax tussle, valuation issues in case of PDI charges, warranties, taxation on handling charges and many more. Thus, introduction of GST shall be a breather for this sector, wherein taxes on vehicle are largely expected to be @ 18% in

GST regime, except for luxury cars where the rate may go up to 28% plus cesses. However, even this rate of taxation will be beneficial for this industry as a full set-off of credits will be made available in the GST regime. This article focusses on the supply chain part of this industry, i.e. the “Automobile Dealers.” Dealers play a very crucial role in the growth and prosperity of this industry, and any adverse impact on dealerships shall have direct effect on the entire industry. Therefore, this article examines the intricacies of GST on Automobile Dealers.

Presently, dealers are paying following indirect taxes:■ Service tax (ST) on services both as

provider and also as receiver under reverse/joint charge;

■ Value added tax (VAT)/Central sales tax (CST) on Sale of Vehicle / Spares/Accessories;

In GST regime, automobile dealers will be collecting and paying CGST and

SGST (i.e. Central GST and State GST) on intra-state sale of vehicles. Further, in case of inter-state sale of vehicles, they will be collecting and paying IGST (i.e. Integrated GST, which is nothing but the summation of CGST + SGST). The impact of GST on various aspects is as examined below:

1) Impact on Credits: Currently, automobile dealers are

not able to avail CENVAT credit on the following indirect taxes paid by them:■ CST paid on purchase of vehicle,

spares, consumables, accessories and assets;

■ Excise Duty paid on purchase of vehicles, spares, consumables and accessories;

■ N C C D , A u t o C e s s a n d In f ras t ruc tu re Cess pa id on purchase of vehicles;

■ CVD paid on any imported spares, accessories and consumables;

■ SBC paid on input services;■ Reversal of proportionate CENVAT

credit of service tax due to trading

- _mM© 2017- _mM© 201734 35

a c t i v i t y - s h o w r o o m r e n t , advertisement expenses, etc.

In GST Regime, all the above duties / taxes will get subsumed; therefore dealers should be able to avail the input tax credit of all their procurements of goods /se rv i ces excep t fo r f ew restrictions laid in the Model GST Law.

2) Impact on the procurement costs of vehicle:

Since, all of the above taxes gets subsumed in the GST, therefore the procurement cost to that extent will come down as explained below in a tabulation format : (Table 1 & 2)

3) Impact on the Sale Price: Since, the procurement cost reduces

in GST and if the benefit of the same is fully passed on to the consumer, then it leads to reduction in sale price of the vehicles as tabulated below : (Table 3)

Assuming that the sale price is at 5% mark-up above the purchase price, it is

seen from the above calculation that overall reduction in the purchase cost per vehicle ranges from 16% to 34%, and if full benefit of such reduced prices is passed on to the end consumers then sale price of vehicles can come down in the GST regime, which will boost this sector's growth and must have largely positive impact due to invasion of GST.

4) Impact on Working Capital:Following aspects will impact the

working capital of the automobile dealers in the GST regime:a) Vehicle Transfers: Transfer of

vehicle/spares to other premises will be liable for GST if the transfer is in the course of inter-state trade. Further, if there are separate dealerships of a dealer and a separate GST registration number is obtained for each such dealership, then transfer of any goods/services between such dealerships will also be liable for GST. This shall block the working capital as taxes need to be paid from own funds and

collection of taxes will be at a later date only when such goods/services are eventually sold.

b) Free Service Coupon vouchers: These coupons will be issued at the time of sale of the vehicle. As per the time of supply rule, GST on such c o u p o n s n e e d s t o b e p a i d immediately on the date of issue of such vouchers. As per the policy of some manufacturers, the amounts in respect of such coupons will be redeemed to the dealers only once the customer brings the vehicle for repair to the workshop. Therefore, dealers would have to pay tax on such coupons immediately on its issue but the said taxes can be collected from the customers only when the vehicle comes for the repair leading to unnecessary blocking of funds in taxes.

c) Vehicle Booking Advance: It is quite common in this sector that vehicles will be booked in advance

on payment of certain amount as token. Currently, VAT is not being paid on such advances as the same is payable at the time of sale of such vehicle. However, this luxury of holding advances without payment of taxes is clipped in the GST regime and taxes need to be paid on receipt of the booking advances also. Therefore, dealers either have to pay taxes on the advances out of its pocket or collect taxes extra even on the token advances.

d) C o m m i s s i o n , w a r r a n t i e s , incentives: Currently, it is very difficult for dealers to pay service tax on accrual basis on the following incomes and therefore, as a system or practice, many dealers are paying service tax on receipt basis:■ C o m m i s s i o n f r o m

bankers/insurers: As details of the commission will be provided by bankers/insurers at later dates with constant changes involved. Therefore, generally dealers pay service tax on such receipts only upon receipt of commission;

■ Income from manufacturer: V a r i o u s c o m m i s s i o n s , incentives, reimbursements, warranty receipts, etc. are received from manufacturer. Dealers do not pay taxes on these incomes on accrual basis as the same may or may not get approved by the manufacturer at a later date. Therefore, currently, service tax is paid on receipt basis only when the amount is credited by the manufacturer

a n d i s r e f l e c t e d i n t h e manufacturer's statement.

However, the luxury of paying taxes on receipt basis will not be accepted in the GST regime as everything will be system driven. Therefore, dealers will have to either get their system corrected with the bankers and manufacturers immediately to ensure smooth transition into the GST regime or else they would have to bear the brunt of taxes on their own due to their vendors' faults.

5) Impact on Valuation:a) Bundling of car with accessories,

warranty, handling charges: Automobile dealers charge amounts for sale of vehicle and also for various ancillary services such as insurance, extended warranty, accessories, logistics and handling, reg is t ra t ion, e tc . I t sha l l be imperative for the industry to understand whether the entire transaction shall be classified as separate supplies or whether it has to be classified as a 'composite supply' or as a 'mixed supply.' Valuation would depend upon the above classification. However, if the c lassi f icat ion is not proper ly determined and if the same is not c l e a r l y c a r v e d o u t i n t h e t r a n s a c t i o n / a g r e e m e n t , t h e consequences of valuation issues could hit this industry with large scale litigation in the GST regime.

b) Insurance, registration, etc. as reimbursements: In the revised model GST Law, it is not stated whether GST is also required to be

pa id on re imbursements . An automobile dealer collects various amounts from customers that are mere reimbursements and are paid back as it is to someone else. In other words, these amounts are collected merely as a pure agent such as:■ Insurance of the vehicle; ■ Te m p o r a r y / p e r m a n e n t

registration charges, ■ High- security number plate

charges;■ Credit card swiping charges, etc.

Currently, Service Tax is not paid on such values, if collected as a pure agent. Ideally, these receipts must also be kept out of the GST net, or else it would create further valuation tussle in the GST regime.

c) Road Tax/Life Tax: Currently, service tax or VAT is not paid on the Road Tax element. However, in the GST regime, value for the purpose of paying GST must also include Road Tax. Section 15 of the revised model law clearly states that no taxes shall be allowed as reduction from the value except CGST, SGST and IGST. Therefore, duplication of taxes to this extent shall continue, if not represented by the associations in a timely manner. Road Tax rates are fairly high and range between 2% and 15%. Such increased tax base would unnecessarily increase the cost for consumers.

d) Discounts: Generally, dealers receive various discounts from the manufacturers based on targets, vehicles lifted, special customers, year-

(Table 1) : Procurement cost in the Current Regime :

Type of Vehicle Vehicle Cost Excise CST NCCD+Auto Cess Infra Cess Total Tax Purchase Cost

Motor Cycles 50,000 12.50% 1.10% 2.00% 1% 8,300 58,300

Small Cars 4,00,000 12.50% 1.10% 2.00% 1% 66,400 4,66,400

Mid-size Cars 7,50,000 24% 1.10% 2.00% 2.50% 2,22,000 9,72,000

Luxury Cars 20,00,000 27% 1.10% 2.00% 4% 6,82,000 26,82,000

SUVs 16,00,000 30% 1.10% 2.00% 4% 5,93,600 21,93,600

(Table 2) : Procurement cost in the GST Regime:

Type of Vehicle Vehicle Cost IGST Cess Total Tax Purchase Cost in GST Reduction in Purchase Cost

Motor Cycles 50,000 18% - 9,000 50,000 8,300

Small Cars 4,00,000 18% - 72,000 4,00,000 66,400

Mid-size Cars 7,50,000 18% - 1,35,000 7,50,000 2,22,000

Luxury Cars 20,00,000 28% 2% 6,00,000 20,00,000 6,82,000

SUVs 16,00,000 28% 2% 4,80,000 16,00,000 5,93,000

Note: ■ Since IGST and cesses shall be fully available as credit in the GST regime, therefore they will not form part of purchase cost

and can be set-off from output GST payable on sale of the vehicle.■ Procurements are assumed to be in the course of inter-state trade. GST rates have been assumed to be at such levels based

on the various news reports and the reports issued by various committees formed by the Ministry of Finance.As noted above, reduction in procurement cost is substantial as cascading of taxes was just adding to the cost in this sector.

Type Sale Price Current Regime Sale Price in GST Regime of Vehicle Sale Price VAT @ Total SP Sale Price IGST @ 18% / Total SP 14.5% 30% (2% cess)

Motor Vehicle 61,215 8,876 70,091 52,500 9,450 61,950

Small Cars 4,89,720 71,009 5,60,729 4,20,000 75,600 4,95,600

Mid-size Cars 10,20,600 1,47,987 11,68,587 7,87,500 1,41,750 9,29,250

Luxury Cars 28,16,100 4,08,335 32,24,435 21,00,000 6,30,000 27,30,000

SUVs 23,03,280 3,33,976 26,37,256 16,80,000 5,04,000 21,84,000

Table 3

- _mM© 2017- _mM© 201734 35

a c t i v i t y - s h o w r o o m r e n t , advertisement expenses, etc.

In GST Regime, all the above duties / taxes will get subsumed; therefore dealers should be able to avail the input tax credit of all their procurements of goods /se rv i ces excep t fo r f ew restrictions laid in the Model GST Law.

2) Impact on the procurement costs of vehicle:

Since, all of the above taxes gets subsumed in the GST, therefore the procurement cost to that extent will come down as explained below in a tabulation format : (Table 1 & 2)

3) Impact on the Sale Price: Since, the procurement cost reduces

in GST and if the benefit of the same is fully passed on to the consumer, then it leads to reduction in sale price of the vehicles as tabulated below : (Table 3)

Assuming that the sale price is at 5% mark-up above the purchase price, it is

seen from the above calculation that overall reduction in the purchase cost per vehicle ranges from 16% to 34%, and if full benefit of such reduced prices is passed on to the end consumers then sale price of vehicles can come down in the GST regime, which will boost this sector's growth and must have largely positive impact due to invasion of GST.

4) Impact on Working Capital:Following aspects will impact the

working capital of the automobile dealers in the GST regime:a) Vehicle Transfers: Transfer of

vehicle/spares to other premises will be liable for GST if the transfer is in the course of inter-state trade. Further, if there are separate dealerships of a dealer and a separate GST registration number is obtained for each such dealership, then transfer of any goods/services between such dealerships will also be liable for GST. This shall block the working capital as taxes need to be paid from own funds and

collection of taxes will be at a later date only when such goods/services are eventually sold.

b) Free Service Coupon vouchers: These coupons will be issued at the time of sale of the vehicle. As per the time of supply rule, GST on such c o u p o n s n e e d s t o b e p a i d immediately on the date of issue of such vouchers. As per the policy of some manufacturers, the amounts in respect of such coupons will be redeemed to the dealers only once the customer brings the vehicle for repair to the workshop. Therefore, dealers would have to pay tax on such coupons immediately on its issue but the said taxes can be collected from the customers only when the vehicle comes for the repair leading to unnecessary blocking of funds in taxes.

c) Vehicle Booking Advance: It is quite common in this sector that vehicles will be booked in advance

on payment of certain amount as token. Currently, VAT is not being paid on such advances as the same is payable at the time of sale of such vehicle. However, this luxury of holding advances without payment of taxes is clipped in the GST regime and taxes need to be paid on receipt of the booking advances also. Therefore, dealers either have to pay taxes on the advances out of its pocket or collect taxes extra even on the token advances.

d) C o m m i s s i o n , w a r r a n t i e s , incentives: Currently, it is very difficult for dealers to pay service tax on accrual basis on the following incomes and therefore, as a system or practice, many dealers are paying service tax on receipt basis:■ C o m m i s s i o n f r o m

bankers/insurers: As details of the commission will be provided by bankers/insurers at later dates with constant changes involved. Therefore, generally dealers pay service tax on such receipts only upon receipt of commission;

■ Income from manufacturer: V a r i o u s c o m m i s s i o n s , incentives, reimbursements, warranty receipts, etc. are received from manufacturer. Dealers do not pay taxes on these incomes on accrual basis as the same may or may not get approved by the manufacturer at a later date. Therefore, currently, service tax is paid on receipt basis only when the amount is credited by the manufacturer

a n d i s r e f l e c t e d i n t h e manufacturer's statement.

However, the luxury of paying taxes on receipt basis will not be accepted in the GST regime as everything will be system driven. Therefore, dealers will have to either get their system corrected with the bankers and manufacturers immediately to ensure smooth transition into the GST regime or else they would have to bear the brunt of taxes on their own due to their vendors' faults.

5) Impact on Valuation:a) Bundling of car with accessories,

warranty, handling charges: Automobile dealers charge amounts for sale of vehicle and also for various ancillary services such as insurance, extended warranty, accessories, logistics and handling, reg is t ra t ion, e tc . I t sha l l be imperative for the industry to understand whether the entire transaction shall be classified as separate supplies or whether it has to be classified as a 'composite supply' or as a 'mixed supply.' Valuation would depend upon the above classification. However, if the c lassi f icat ion is not proper ly determined and if the same is not c l e a r l y c a r v e d o u t i n t h e t r a n s a c t i o n / a g r e e m e n t , t h e consequences of valuation issues could hit this industry with large scale litigation in the GST regime.

b) Insurance, registration, etc. as reimbursements: In the revised model GST Law, it is not stated whether GST is also required to be

pa id on re imbursements . An automobile dealer collects various amounts from customers that are mere reimbursements and are paid back as it is to someone else. In other words, these amounts are collected merely as a pure agent such as:■ Insurance of the vehicle; ■ Te m p o r a r y / p e r m a n e n t

registration charges, ■ High- security number plate

charges;■ Credit card swiping charges, etc.

Currently, Service Tax is not paid on such values, if collected as a pure agent. Ideally, these receipts must also be kept out of the GST net, or else it would create further valuation tussle in the GST regime.

c) Road Tax/Life Tax: Currently, service tax or VAT is not paid on the Road Tax element. However, in the GST regime, value for the purpose of paying GST must also include Road Tax. Section 15 of the revised model law clearly states that no taxes shall be allowed as reduction from the value except CGST, SGST and IGST. Therefore, duplication of taxes to this extent shall continue, if not represented by the associations in a timely manner. Road Tax rates are fairly high and range between 2% and 15%. Such increased tax base would unnecessarily increase the cost for consumers.

d) Discounts: Generally, dealers receive various discounts from the manufacturers based on targets, vehicles lifted, special customers, year-

(Table 1) : Procurement cost in the Current Regime :

Type of Vehicle Vehicle Cost Excise CST NCCD+Auto Cess Infra Cess Total Tax Purchase Cost

Motor Cycles 50,000 12.50% 1.10% 2.00% 1% 8,300 58,300

Small Cars 4,00,000 12.50% 1.10% 2.00% 1% 66,400 4,66,400

Mid-size Cars 7,50,000 24% 1.10% 2.00% 2.50% 2,22,000 9,72,000

Luxury Cars 20,00,000 27% 1.10% 2.00% 4% 6,82,000 26,82,000

SUVs 16,00,000 30% 1.10% 2.00% 4% 5,93,600 21,93,600

(Table 2) : Procurement cost in the GST Regime:

Type of Vehicle Vehicle Cost IGST Cess Total Tax Purchase Cost in GST Reduction in Purchase Cost

Motor Cycles 50,000 18% - 9,000 50,000 8,300

Small Cars 4,00,000 18% - 72,000 4,00,000 66,400

Mid-size Cars 7,50,000 18% - 1,35,000 7,50,000 2,22,000

Luxury Cars 20,00,000 28% 2% 6,00,000 20,00,000 6,82,000

SUVs 16,00,000 28% 2% 4,80,000 16,00,000 5,93,000

Note: ■ Since IGST and cesses shall be fully available as credit in the GST regime, therefore they will not form part of purchase cost

and can be set-off from output GST payable on sale of the vehicle.■ Procurements are assumed to be in the course of inter-state trade. GST rates have been assumed to be at such levels based

on the various news reports and the reports issued by various committees formed by the Ministry of Finance.As noted above, reduction in procurement cost is substantial as cascading of taxes was just adding to the cost in this sector.

Type Sale Price Current Regime Sale Price in GST Regime of Vehicle Sale Price VAT @ Total SP Sale Price IGST @ 18% / Total SP 14.5% 30% (2% cess)

Motor Vehicle 61,215 8,876 70,091 52,500 9,450 61,950

Small Cars 4,89,720 71,009 5,60,729 4,20,000 75,600 4,95,600

Mid-size Cars 10,20,600 1,47,987 11,68,587 7,87,500 1,41,750 9,29,250

Luxury Cars 28,16,100 4,08,335 32,24,435 21,00,000 6,30,000 27,30,000

SUVs 23,03,280 3,33,976 26,37,256 16,80,000 5,04,000 21,84,000

Table 3

- _mM© 2017- _mM© 201736 37

end discounts, etc. It is pertinent to note that post supply discounts will not be allowed as deduction from the value if the same is not linked to any invoice. Therefore, discounts policy needs to be revisited and the same must be brought in line with the tax scheme to avoid taxes on high values.

e) Related Party Transactions: Transaction value can be rejected if the transaction is with any related party or if the same is with any other entity with a separate GST No. Therefore, value in such cases needs to be calculated at arms length to validate reasonableness and pricing in such cases has to be legally justifiable.

f) Valuation of commissions, etc.: Currently, in case of various commissions received f rom the manufacturers such as 'extended warranty' or 'roadside assistance,' Service Tax is being paid only on the commission element. However, in GST regime, such tax treatment may not be acceptable and dealers will have to pay GST initially on the entire value of the warranty receipts, and the amount charged by the manufacturer can later be taken as a credit. Adoption of this would require tremendous efforts.

6) Reduced current litigations:Currently, the sector is facing

disputes on the following areas:a) Valuation in Servicing of vehicle:

Complexity in bifurcation of the material and labour component in the servicing of vehicle has led to

multiple disputes as both the service tax and sales tax authorities demand taxes on a higher component.

b) Handling Charges: Whether it is liable for VAT or Service Tax has led to demand of taxes from both the authorities and thereby disputes.

c) Registration charges: Disputes were noted on applicability of service tax on various charges that are merely collected as pure agent, such as temporary/permanent registration, etc.

d) Incentives: It has been a matter of dispute at a various judicial forums as to whether the incentives received by the automobile dealers from the manufacturer amount to any 'service' to be liable for service tax.

Such disputes would end in the GST regime as the tax base for both CGST and SGST shall be same.

7) Impact on Transitional Credits: To transfer the existing credits in the

GST regime, there is a condition that such credit must have been admissible in the GST regime. Therefore, dealers should be able to transfer the following credits to the GST regime:

■ Credit of Service Tax: The same must be properly reflected in the last service tax returns and documentation must be in place to establish the same. Further, service tax credit pertaining to cars, spares in stock can also be availed.

■ Excise Duty/CVD: Currently,

dealers are not availing the credit of excise duty & CVD. T h e r e f o r e , t h e y n e e d t o ascertain the value of stock as on the appointed day and based on the availability of the invoice, credit can be availed. Further, even if proper excise invoice is not available with the dealer, still a percentage as prescribed can be taken as credit to transit its excise credit in the GST regime.

■ VAT/SAD: Similarly, if a dealer is not avai l ing the credi t o f VAT/SAD currently due to restriction in the state VAT law, then credit can be availed based on the ascertainment of stock as on appointed day. However, if the credit of VAT is being currently availed, then the same needs to be properly reflected in the last VAT return to transfer such credits to the GST regime.

■ Credit of CST: The same cannot be availed based on the stock availability as on the appointed day.

■ Entry Tax: Credit for the same can be avai led subject to possession of appropriate documents for the same in states where such set off is permissible.

8) Impact due to Anti-Profiteering Measures:

Since a dealer will be able to take the credit of goods lying in stock, the tax cost would decrease. This additional benefit accruing to a dealer is expected

to be passed on to the end consumer by way of reduction in prices, etc. A separate authority will be formed in the GST regime to monitor the non-compliance of anti-profiteering matters that could have an adverse impact on the entire industry, especially when the p r i c i n g i s p r e - d e c i d e d b y t h e manufacturer. Therefore, it is imperative for the dealer to establish passing of the GST benefit to its consumers. In these times of falling prices, this may not be a challenge though.

9) Other Procedural requirements and their impact:a) Registration: Dealers need to

obtain separate registration for each state even if it pertains to the same dealership and covered under the same PAN. However, dealers can opt for multiple registrations within the state for various dealerships.

b) Returns: Compliance burden will be very high in the GST regime as one has to file 37 Returns in one financial year for each registration apart from ISD returns, if any. Further, returns filed will be matched online with the support of the IT infrastructure with the returns of the vendors / customers. In case taxes are not paid by the vendors or if the returns are not filed by the vendors, then the credit of such taxes is denied to the customers. Therefore, t imely payment of taxes, filing of returns needs to be ensured in the GST regime.

c) Account ing: Coord ina t ion / communication, flow of documents from various branches to accounts

thdepartment should be before 10 of

the subsequent month. Therefore, accounting function needs to be more robust, live and automatic. As far as possible, a dealer must map its accounting framework with other processes in an ERP environment and therefore finance & accounts department needs to be better structured to cope with the needs of the GST regime.

d) IT Infrastructure: In GST regime, businesses have to move from m a n u a l e n v i r o n m e n t t o computerised environment. Only an efficient IT infrastructure and its best usage can help businesses meet the high compliance needs of the GST. If IT infrastructure is not optimally utilised, then it would be challenging for any business including real-estate sector to function efficiently in the GST regime. Further, in the computerised environment, physical interaction with the department officials would reduce substantially. ERP must be customised to make it capable to meet needs of the business as well as comply with GST.

Conclusion:The implementation of GST is

possible from April 2017 or little later. Migrating to the new tax regime could have substantial impact on business houses. There would be a positive impact for those who are vigilant. The negative impact of the GST can largely be averted if counter measures / preparedness is in place. Businesses need to re-look and action must be taken on the following areas to reduce the adverse impact of GST :

■ Contracts/agreements re-alignment to suit the needs of GST of breaking up into the multiple supplies, composite supplies or missing the supplies;

■ Business re-structuring/transaction re-structuring needs to be assessed and implemented;

■ Understanding the impact on various business departments including procurement, sales & marketing, finance & accounts, IT, admin & HR, etc. and re-structuring the same to suit the needs of the GST;

■ Optimising the transitional credits, future credits;

■ Assessing the capacity building to meet the needs of the GST;

■ Strategising the right pricing to create right balance between margins and volumes;

■ Ensuring or iginal entr ies are verified, keeping evidences of tax payments, etc.;

■ Representing through various bodies/associations on various adverse provisions of the GST law;

■ Conduct ing in-house training p r o g r a m s f o r l e a r n i n g & development of staff to ensure smooth implementation into the new regime.

----------------------------------------------------CA Madhukar N HiregangeCA Ravi Kumar Somani

st(Article written on 21 December 2016. For any feedback or queries please write to madhukar@hiregange.com or ravikumar@hiregange.com)

- _mM© 2017- _mM© 201736 37

end discounts, etc. It is pertinent to note that post supply discounts will not be allowed as deduction from the value if the same is not linked to any invoice. Therefore, discounts policy needs to be revisited and the same must be brought in line with the tax scheme to avoid taxes on high values.

e) Related Party Transactions: Transaction value can be rejected if the transaction is with any related party or if the same is with any other entity with a separate GST No. Therefore, value in such cases needs to be calculated at arms length to validate reasonableness and pricing in such cases has to be legally justifiable.

f) Valuation of commissions, etc.: Currently, in case of various commissions received f rom the manufacturers such as 'extended warranty' or 'roadside assistance,' Service Tax is being paid only on the commission element. However, in GST regime, such tax treatment may not be acceptable and dealers will have to pay GST initially on the entire value of the warranty receipts, and the amount charged by the manufacturer can later be taken as a credit. Adoption of this would require tremendous efforts.

6) Reduced current litigations:Currently, the sector is facing

disputes on the following areas:a) Valuation in Servicing of vehicle:

Complexity in bifurcation of the material and labour component in the servicing of vehicle has led to

multiple disputes as both the service tax and sales tax authorities demand taxes on a higher component.

b) Handling Charges: Whether it is liable for VAT or Service Tax has led to demand of taxes from both the authorities and thereby disputes.

c) Registration charges: Disputes were noted on applicability of service tax on various charges that are merely collected as pure agent, such as temporary/permanent registration, etc.

d) Incentives: It has been a matter of dispute at a various judicial forums as to whether the incentives received by the automobile dealers from the manufacturer amount to any 'service' to be liable for service tax.

Such disputes would end in the GST regime as the tax base for both CGST and SGST shall be same.

7) Impact on Transitional Credits: To transfer the existing credits in the

GST regime, there is a condition that such credit must have been admissible in the GST regime. Therefore, dealers should be able to transfer the following credits to the GST regime:

■ Credit of Service Tax: The same must be properly reflected in the last service tax returns and documentation must be in place to establish the same. Further, service tax credit pertaining to cars, spares in stock can also be availed.

■ Excise Duty/CVD: Currently,

dealers are not availing the credit of excise duty & CVD. T h e r e f o r e , t h e y n e e d t o ascertain the value of stock as on the appointed day and based on the availability of the invoice, credit can be availed. Further, even if proper excise invoice is not available with the dealer, still a percentage as prescribed can be taken as credit to transit its excise credit in the GST regime.

■ VAT/SAD: Similarly, if a dealer is not avai l ing the credi t o f VAT/SAD currently due to restriction in the state VAT law, then credit can be availed based on the ascertainment of stock as on appointed day. However, if the credit of VAT is being currently availed, then the same needs to be properly reflected in the last VAT return to transfer such credits to the GST regime.

■ Credit of CST: The same cannot be availed based on the stock availability as on the appointed day.

■ Entry Tax: Credit for the same can be avai led subject to possession of appropriate documents for the same in states where such set off is permissible.

8) Impact due to Anti-Profiteering Measures:

Since a dealer will be able to take the credit of goods lying in stock, the tax cost would decrease. This additional benefit accruing to a dealer is expected

to be passed on to the end consumer by way of reduction in prices, etc. A separate authority will be formed in the GST regime to monitor the non-compliance of anti-profiteering matters that could have an adverse impact on the entire industry, especially when the p r i c i n g i s p r e - d e c i d e d b y t h e manufacturer. Therefore, it is imperative for the dealer to establish passing of the GST benefit to its consumers. In these times of falling prices, this may not be a challenge though.

9) Other Procedural requirements and their impact:a) Registration: Dealers need to

obtain separate registration for each state even if it pertains to the same dealership and covered under the same PAN. However, dealers can opt for multiple registrations within the state for various dealerships.

b) Returns: Compliance burden will be very high in the GST regime as one has to file 37 Returns in one financial year for each registration apart from ISD returns, if any. Further, returns filed will be matched online with the support of the IT infrastructure with the returns of the vendors / customers. In case taxes are not paid by the vendors or if the returns are not filed by the vendors, then the credit of such taxes is denied to the customers. Therefore, t imely payment of taxes, filing of returns needs to be ensured in the GST regime.

c) Account ing: Coord ina t ion / communication, flow of documents from various branches to accounts

thdepartment should be before 10 of

the subsequent month. Therefore, accounting function needs to be more robust, live and automatic. As far as possible, a dealer must map its accounting framework with other processes in an ERP environment and therefore finance & accounts department needs to be better structured to cope with the needs of the GST regime.

d) IT Infrastructure: In GST regime, businesses have to move from m a n u a l e n v i r o n m e n t t o computerised environment. Only an efficient IT infrastructure and its best usage can help businesses meet the high compliance needs of the GST. If IT infrastructure is not optimally utilised, then it would be challenging for any business including real-estate sector to function efficiently in the GST regime. Further, in the computerised environment, physical interaction with the department officials would reduce substantially. ERP must be customised to make it capable to meet needs of the business as well as comply with GST.

Conclusion:The implementation of GST is

possible from April 2017 or little later. Migrating to the new tax regime could have substantial impact on business houses. There would be a positive impact for those who are vigilant. The negative impact of the GST can largely be averted if counter measures / preparedness is in place. Businesses need to re-look and action must be taken on the following areas to reduce the adverse impact of GST :

■ Contracts/agreements re-alignment to suit the needs of GST of breaking up into the multiple supplies, composite supplies or missing the supplies;

■ Business re-structuring/transaction re-structuring needs to be assessed and implemented;

■ Understanding the impact on various business departments including procurement, sales & marketing, finance & accounts, IT, admin & HR, etc. and re-structuring the same to suit the needs of the GST;

■ Optimising the transitional credits, future credits;

■ Assessing the capacity building to meet the needs of the GST;

■ Strategising the right pricing to create right balance between margins and volumes;

■ Ensuring or iginal entr ies are verified, keeping evidences of tax payments, etc.;

■ Representing through various bodies/associations on various adverse provisions of the GST law;

■ Conduct ing in-house training p r o g r a m s f o r l e a r n i n g & development of staff to ensure smooth implementation into the new regime.

----------------------------------------------------CA Madhukar N HiregangeCA Ravi Kumar Somani

st(Article written on 21 December 2016. For any feedback or queries please write to madhukar@hiregange.com or ravikumar@hiregange.com)

- _mM© 2017- _mM© 201738 39

Yellow Signal to CharityCA Chandrashekhar V. Chitale

Charity is the hallmark of our country 's r ich cul ture. Temples, c h u r c h e s , m o s q u e s , r e l i g i o u s ceremonies to gyms, swimming pools, sports complexes, cultural centres to mega hospitals, educational institutions are brought about in this country by charitable and religious institutions. Charity is an inherent part of our life.

Sourcing of funds for spending on charitable or religious objects is by and large through contributions from generous population. Several corporate entities have contributed to this cause. Under Company law, it is obligatory for large corporate to spend on cause of 'Corporate Social Responsibility'.

The income tax law, considering this ancient tradition and benefit to the society, in general, has been kind to public charitable and religious trusts and institutions. Income tax on such institutions has been spared. Certain conditions have been prescribed to avail this benefit of tax exemption. Important

conditions are :■ Institution should be registered

under the income tax law■ At least 85% of income should be

spent on objects or it should be accumulated for five years and spent on objects

■ Investment of funds is regulated and should be in banks, government instruments, etc.

■ Trustees and related persons should not take undue advantage of their position in seeking any benefit from the institution.

■ Maintaining accounts and getting these audi ted where income exceeds the threshold

The institution that violates the conditions attached loses benefit of exemption.

This Union Budget, 2017 has stepped up rigour of compliance on pub l ic char i tab le and re l ig ious institutions.

Eligibility for exemption from income tax is granted only if trust is registered under the Income tax Act, 1961 with Commissioner of Income tax. The authority examines objects of the trust. It is ensured that all the objects are of public charitable or public religious nature and then registration is granted.

Change in Objects :After registration is granted, when

such trust changes its objects or enlarges its objects, there is no explicit provision that requires trust to approach the authority to re-examine registration conditions. In the event of change in objects after registration has been granted new requirement is proposed. It is proposed that where a trust has adopted new objects or undertaken modifications of the objects which existed at the time of registration, trust shall be required to obtain fresh registration. It is required that such trust shall make an application within a period of thirty days from the date of such adoption of new objects or modifications

- _mM© 2017- _mM© 201738 39

Yellow Signal to CharityCA Chandrashekhar V. Chitale

Charity is the hallmark of our country 's r ich cul ture. Temples, c h u r c h e s , m o s q u e s , r e l i g i o u s ceremonies to gyms, swimming pools, sports complexes, cultural centres to mega hospitals, educational institutions are brought about in this country by charitable and religious institutions. Charity is an inherent part of our life.

Sourcing of funds for spending on charitable or religious objects is by and large through contributions from generous population. Several corporate entities have contributed to this cause. Under Company law, it is obligatory for large corporate to spend on cause of 'Corporate Social Responsibility'.

The income tax law, considering this ancient tradition and benefit to the society, in general, has been kind to public charitable and religious trusts and institutions. Income tax on such institutions has been spared. Certain conditions have been prescribed to avail this benefit of tax exemption. Important

conditions are :■ Institution should be registered

under the income tax law■ At least 85% of income should be

spent on objects or it should be accumulated for five years and spent on objects

■ Investment of funds is regulated and should be in banks, government instruments, etc.

■ Trustees and related persons should not take undue advantage of their position in seeking any benefit from the institution.

■ Maintaining accounts and getting these audi ted where income exceeds the threshold

The institution that violates the conditions attached loses benefit of exemption.

This Union Budget, 2017 has stepped up rigour of compliance on pub l ic char i tab le and re l ig ious institutions.

Eligibility for exemption from income tax is granted only if trust is registered under the Income tax Act, 1961 with Commissioner of Income tax. The authority examines objects of the trust. It is ensured that all the objects are of public charitable or public religious nature and then registration is granted.

Change in Objects :After registration is granted, when

such trust changes its objects or enlarges its objects, there is no explicit provision that requires trust to approach the authority to re-examine registration conditions. In the event of change in objects after registration has been granted new requirement is proposed. It is proposed that where a trust has adopted new objects or undertaken modifications of the objects which existed at the time of registration, trust shall be required to obtain fresh registration. It is required that such trust shall make an application within a period of thirty days from the date of such adoption of new objects or modifications

- _mM© 2017- _mM© 201740 41

of the objects. Form and manner of application is being prescribed. This will afford opportunity to the income tax department to ensure that the objects continue to be compliant with the cause of public charitable or public religious nature.

This is, though addit ional , a welcome condition. It will remove possibility of funds of institutions being spent on objects that are not of a public charitable or religious nature.

Mandatory Return Filing:The income tax law requires that

trusts enjoying benefit of income tax exemption and where total income exceeds the maximum amount which is not chargeable to income-tax, return of income should be furnished. Form and manner of furnishing the return of income is prescribed under the law. Where accounts of a trust are required to be audited, last date for furnishing

thincome tax return is 30 September, after the year end. In other cases, it is

st31 July after end of the financial year.

However, there is no clarity as to whether return of income is to be filed within time allowed under the Act or otherwise.

Therefore, a further condition is proposed that public charitable or religious trusts and institutions must furnish the return of income within the prescribed time. If the return is not furnished within the time allowed, the trust or institution shall completely lose income tax exemption.

This will expose the non-compliant trust or institution to tax at maximum marginal rate – which is 30% at present, on its entire income.

This is a proposal to regulate the erring trusts or institutions. Considering the background and calibre of average trustees and the low intensity of paper work in these institutions, this will render a severe blow to the entities. Lacklustre attitude of trustees shall expose funds of the charity. One must say that the medicine will kill the patient rather than curing the decease.

Institutions do not err; it's the human being that makes a mistake. It is, therefore, recommended that each trustee should be subjected to personal penalty rather than imposing liability on the impersonal charitable institution.

Corpus Donation :Out of total collection of the Trust, it

must spend at least 85% on its objects. Trusts also can make donation to another trust. However, it is proposed that if such donation made by the institution is with a direction that it shall form part of the corpus of the trust or institution, then it will not be treated as application of income. As such it will be ignored for calculating the spending of such entities on their objects. This is a welcome proposal

To sum up:The proposals, when enacted, shall

apply for the financial year commencing ston 1 April, 2017 and onwards. The tax

department has given a forewarning to the public charitable and religious trusts and institutions. Trustees should better take care. A yellow signal has been flashed, be on a green side, else you will be stepping in a red light zone.

----------------------------------------------------CA Chandrashekhar Chitale3, Gurukrupa, 1317, Shukrawar Peth, Off Bajirao Road, Pune 411 002Email : shekhar@cvchitale.com

Dr. Prasad Modak

What is an Ecolabel?

According to Global Ecolabelling Network, "ecolabelling" is a voluntary method of environmental performance certification and labelling that is practiced around the world. An ecolabel identifies products or services proven environmentally preferable based on their life-cycles, within a specific product or service category.

M o s t o f t h e e n v i r o n m e n t a l regulations focus on processes and r e s u l t a n t w a s t e s / e m i s s i o n s . St ipulat ions through “ecolabels” became relevant as impacts beyond the “factory gate” were understood across the life-cycle of the product.

Both consumers and retail stores supported the move towards ecolabels. Several national governments in Eu ropean coun t r i es suppo r ted ecolabels and countries in Asia such as Japan, Korea, Thailand took the lead. As early as in 1992, the Ministry of Env i r onmen t & Fo res t s o f t he Government of India launched Eco-Mark as India's ecolabel. Unfortunately, t h e E c o - M a r k s c h e m e w a s

unsuccessful due to lack of marketing and copious procedures required to meet both environmental and quality criteria set by the Bureau of Indian

1Standards.

History & Evolution

Germany's Blue Angel was one of the world's first ecolabels some four decades ago. Organ isa t ion fo r E c o n o m i c C o o p e r a t i o n a n d Development (OECD) analysis from 2013 found that the number of labels increased roughly fivefold between

1988 and 2009. As of today, the Ecolabel Index lists 377 schemes in 211 countries and 25 industry sectors, from Italy's 100% Green Electricity to New

2Zealand's Zque natural wool label. Increasing number of ecolabels are a response to the pressure for greater env i ronmenta l sus ta inab i l i t y o f production and consumption systems. (see Chart 1)

The ecolabels have evolved through four “waves.” The first wave focused on greenness of the product addressing

Ecolabels – Just a matter of compliance or an opportunity to become competitive in the markets?

Chart 1 :

1 Read the report “Why was India's Ecomark Scheme Unsuccessful?” at http://www.cuts-citee.org/pdf/RREPORT07-01.pdf2 Visit the website of Global Ecolabelling Network to get a comprehensive overview - https://www.globalecolabelling.net/

- _mM© 2017- _mM© 201740 41

of the objects. Form and manner of application is being prescribed. This will afford opportunity to the income tax department to ensure that the objects continue to be compliant with the cause of public charitable or public religious nature.

This is, though addit ional , a welcome condition. It will remove possibility of funds of institutions being spent on objects that are not of a public charitable or religious nature.

Mandatory Return Filing:The income tax law requires that

trusts enjoying benefit of income tax exemption and where total income exceeds the maximum amount which is not chargeable to income-tax, return of income should be furnished. Form and manner of furnishing the return of income is prescribed under the law. Where accounts of a trust are required to be audited, last date for furnishing

thincome tax return is 30 September, after the year end. In other cases, it is

st31 July after end of the financial year.

However, there is no clarity as to whether return of income is to be filed within time allowed under the Act or otherwise.

Therefore, a further condition is proposed that public charitable or religious trusts and institutions must furnish the return of income within the prescribed time. If the return is not furnished within the time allowed, the trust or institution shall completely lose income tax exemption.

This will expose the non-compliant trust or institution to tax at maximum marginal rate – which is 30% at present, on its entire income.

This is a proposal to regulate the erring trusts or institutions. Considering the background and calibre of average trustees and the low intensity of paper work in these institutions, this will render a severe blow to the entities. Lacklustre attitude of trustees shall expose funds of the charity. One must say that the medicine will kill the patient rather than curing the decease.

Institutions do not err; it's the human being that makes a mistake. It is, therefore, recommended that each trustee should be subjected to personal penalty rather than imposing liability on the impersonal charitable institution.

Corpus Donation :Out of total collection of the Trust, it

must spend at least 85% on its objects. Trusts also can make donation to another trust. However, it is proposed that if such donation made by the institution is with a direction that it shall form part of the corpus of the trust or institution, then it will not be treated as application of income. As such it will be ignored for calculating the spending of such entities on their objects. This is a welcome proposal

To sum up:The proposals, when enacted, shall

apply for the financial year commencing ston 1 April, 2017 and onwards. The tax

department has given a forewarning to the public charitable and religious trusts and institutions. Trustees should better take care. A yellow signal has been flashed, be on a green side, else you will be stepping in a red light zone.

----------------------------------------------------CA Chandrashekhar Chitale3, Gurukrupa, 1317, Shukrawar Peth, Off Bajirao Road, Pune 411 002Email : shekhar@cvchitale.com

Dr. Prasad Modak

What is an Ecolabel?

According to Global Ecolabelling Network, "ecolabelling" is a voluntary method of environmental performance certification and labelling that is practiced around the world. An ecolabel identifies products or services proven environmentally preferable based on their life-cycles, within a specific product or service category.

M o s t o f t h e e n v i r o n m e n t a l regulations focus on processes and r e s u l t a n t w a s t e s / e m i s s i o n s . St ipulat ions through “ecolabels” became relevant as impacts beyond the “factory gate” were understood across the life-cycle of the product.

Both consumers and retail stores supported the move towards ecolabels. Several national governments in Eu ropean coun t r i es suppo r ted ecolabels and countries in Asia such as Japan, Korea, Thailand took the lead. As early as in 1992, the Ministry of Env i r onmen t & Fo res t s o f t he Government of India launched Eco-Mark as India's ecolabel. Unfortunately, t h e E c o - M a r k s c h e m e w a s

unsuccessful due to lack of marketing and copious procedures required to meet both environmental and quality criteria set by the Bureau of Indian

1Standards.

History & Evolution

Germany's Blue Angel was one of the world's first ecolabels some four decades ago. Organ isa t ion fo r E c o n o m i c C o o p e r a t i o n a n d Development (OECD) analysis from 2013 found that the number of labels increased roughly fivefold between

1988 and 2009. As of today, the Ecolabel Index lists 377 schemes in 211 countries and 25 industry sectors, from Italy's 100% Green Electricity to New

2Zealand's Zque natural wool label. Increasing number of ecolabels are a response to the pressure for greater env i ronmenta l sus ta inab i l i t y o f production and consumption systems. (see Chart 1)

The ecolabels have evolved through four “waves.” The first wave focused on greenness of the product addressing

Ecolabels – Just a matter of compliance or an opportunity to become competitive in the markets?

Chart 1 :

1 Read the report “Why was India's Ecomark Scheme Unsuccessful?” at http://www.cuts-citee.org/pdf/RREPORT07-01.pdf2 Visit the website of Global Ecolabelling Network to get a comprehensive overview - https://www.globalecolabelling.net/

- _mM© 2017- _mM© 201742 43

resources (inputs) and wastes / e m i s s i o n s ( o u t p u t s ) , s h o w i n g preference for products that had low

3“resource intensity” or low “ecological 4rucksack.” The next wave addressed

the health, safety and biodegradability related considerations, the results of which led to phasing and substitution of harmful and non-b iodegradable substances. The third wave looked at social issues such as management of labor (working hours, fair wages and ch i ld labor ) and came up w i th requirements to meet the codes of

5conduct and ethical practices across supply chains. The fourth wave came up with a need to reduce carbon footprint in product making, packaging and transportation, showing preference for Low Carbon Goods and Services. Today, consumer demand for lower-carbon products and services is growing, despite the tough economic climate.

In terms of “downstream” of supply c h a i n s , e s p e c i a l l y t h e S M E s , adherence to criteria set for the e c o l a b e l s b e c a m e p a r t o f t h e requirements in “vendor registrations.” Eco-labels became like a benchmark that companies had to meet if they wanted to continue to be suppliers to multinational brands. Ecolabels also i n f l u e n c e d t h e s u s t a i n a b i l i t y frameworks of certain sectors leading to initiatives such as the Roundtable on

Sustainable Palm Oil, or Bonsucro, the Better Sugar Cane Initiative. This sector-wide impact influenced a large number of SMEs asking for the “change.”

L e v e r a g i n g o n E c o l a b e l s – Competitiveness and Innovation

Ecolabels offer many benefits. Fulfilling the ecolabel criteria can benefit businesses by encouraging them to adopt more environmentally-sound management practices and business models, and by helping them to improve efficiencies. Ecolabels can also help in better branding and widening of the market – especially sectors like organic food. Figure below illustrates the benefits of ecolabelling. Amongst all, product innovation is considered to be the principal opportunity.

The Future

Products certified ecolabel lead to sustainable modes of consumption as 7 billion of us, are trying to cope up with the limits of the planet's natural resources. Certainly, many eco-labels have done a great deal to raise awareness and to create trust, to change what we expect from certain product categories, and to build capaci ty and create a common framework around sustainability.

The proliferation of ecolabels is a cause for concern, however. Chambers l ike MCCIA should faci l i tate by organising a daylong seminar bringing together industries, certifiers and retailers and consumer interest groups. Ecolabelling is expected to be a sun-rise industry in India. Initiatives like the Green Purchasing Network of India

6(GPNI) may also help.

----------------------------------------------------Dr Prasad ModakExecutive President, Environmental M a n a g e m e n t C e n t r e L L PD i rec to r, Ekonnec t Know ledge Foundation504/505, 5th Floor, Balarama Building, Bandra Kurla Complex, Near MMRDA Office, Bandra (East) Mumbai – 400 051Mob.: 98201 26074Tel : 022 6221 5944 / 5946Email : prasad.modak@emcentre.com

3 Resource intensity is a measure of the resources (e.g. water, energy, materials) needed for the production, processing and disposal of a unit of good or service, or for the completion of a process or activity; it is therefore a measure of the efficiency of resource use.

4 An Ecological Rucksack is the total quantity (in kg) of materials moved from nature to create a product or service, minus the actual weight of the product. That is, ecological rucksacks look at hidden material flows. Ecological rucksacks take a life-cycle approach and signify the environmental strain or resource efficiency of the product or service.

5 Code of conduct. ... A code of conduct is a set of rules outlining the social norms and rules and responsibilities of, or proper practices for, an individual, party or organisation. Related concepts include ethics, honor, moral codes and religious laws.

6 Visit Green Purchasing Network of India at http://gpnindia.org/ for information on green products, eco-labels and surveys on consumer perceptions

Keeping it simple In the following article, I have simplified the process. My

objective is to keep it simple, understandable and be able to implement the process without the burden of too many jargons.

Stage 1 of the Branding Process (Fig. 1)

The Brand Vision The first step is to prepare the Brand Vision. A Brand

Vision is an extremely powerful tool that benefits the company both internally and externally. I have come across companies that prepare vision statements that are mere words that adorn the walls or the website.

A Brand Vision is the core of the brand. It is what your brand stands for, its purpose and benefit to your customer. The Brand Vision should have a strong customer focus. Examples of Brand Vision

■ APPLE - To empower creative exploration and self-expression.

■ MERCK - To preserve and improve human life. ■ WALT DISNEY - To make people happy. ■ 3M - To solve unsolved problems innovatively

How to prepare a Brand Vision? You can arrive at your Brand Vision by answering two questions. 1. Why does the brand exist? 2. What is the ultimate benefit to the customer?

The combination of the two makes for a powerful brand

vision. For example, let us take a fictitious lift making company called 'Scalate.' 1. The brand exists 'to solve the problem of transporting

from one level to the other.'

2. The ultimate benefit to the customer is to provide extremely safe and efficient mobility solutions.

'Scalate' Brand Vision'To provide the best mobility solutions that are extremely safe and efficient.'

How does Brand Vision help the company? ■ Scalate has a clear direction and a sense of purpose. ■ The company develops a strategy and works towards

implementing the Brand Vision. ■ Scalate products and services will be of the best and

highest quality that ensures safety and efficient mobility. ■ Scalate builds on R&D and uses cutting edge technology

to provide 'solutions' for mobility.■ The management is inspired. They will create systems

and processes that are performance driven and ensure that the brand lives up to its vision.

■ Scalate is perceived as a corporate professional company by customers, stakeholders, employees, prospective employees, financial institutions, etc. Having a brand vision is a benchmark of a corporate and professional, performance-driven culture.

An excellent example of a Brand Vision is by Tata Steel------------------------------------------------------------------------------Nandita Khaire khaire.nandita@gmail.com

Creating a strong B2B brand for SMEsNandita Khaire

■ Our vision is to be the global steel industry benchmark for value creation and corporate citizenship.

We will achieve our vision through :

■ Our People - By fostering teamwork, nurturing talent, enhancing leadership capability and acting with pace, pride and passion.

■ Our Offer - By becoming the supplier of choice, delivering premium products and services and creating value for our customers.

■ Our Innovative Approach - By developing leading edge solutions in technology, processes and products.

■ Our Conduct - By providing a safe workplace, respecting the environment, caring for our communities and demonstrating high

ethical standards.

Courtesy www.tatasteel.com

Figure 1

- _mM© 2017- _mM© 201742 43

resources (inputs) and wastes / e m i s s i o n s ( o u t p u t s ) , s h o w i n g preference for products that had low

3“resource intensity” or low “ecological 4rucksack.” The next wave addressed

the health, safety and biodegradability related considerations, the results of which led to phasing and substitution of harmful and non-b iodegradable substances. The third wave looked at social issues such as management of labor (working hours, fair wages and ch i ld labor ) and came up w i th requirements to meet the codes of

5conduct and ethical practices across supply chains. The fourth wave came up with a need to reduce carbon footprint in product making, packaging and transportation, showing preference for Low Carbon Goods and Services. Today, consumer demand for lower-carbon products and services is growing, despite the tough economic climate.

In terms of “downstream” of supply c h a i n s , e s p e c i a l l y t h e S M E s , adherence to criteria set for the e c o l a b e l s b e c a m e p a r t o f t h e requirements in “vendor registrations.” Eco-labels became like a benchmark that companies had to meet if they wanted to continue to be suppliers to multinational brands. Ecolabels also i n f l u e n c e d t h e s u s t a i n a b i l i t y frameworks of certain sectors leading to initiatives such as the Roundtable on

Sustainable Palm Oil, or Bonsucro, the Better Sugar Cane Initiative. This sector-wide impact influenced a large number of SMEs asking for the “change.”

L e v e r a g i n g o n E c o l a b e l s – Competitiveness and Innovation

Ecolabels offer many benefits. Fulfilling the ecolabel criteria can benefit businesses by encouraging them to adopt more environmentally-sound management practices and business models, and by helping them to improve efficiencies. Ecolabels can also help in better branding and widening of the market – especially sectors like organic food. Figure below illustrates the benefits of ecolabelling. Amongst all, product innovation is considered to be the principal opportunity.

The Future

Products certified ecolabel lead to sustainable modes of consumption as 7 billion of us, are trying to cope up with the limits of the planet's natural resources. Certainly, many eco-labels have done a great deal to raise awareness and to create trust, to change what we expect from certain product categories, and to build capaci ty and create a common framework around sustainability.

The proliferation of ecolabels is a cause for concern, however. Chambers l ike MCCIA should faci l i tate by organising a daylong seminar bringing together industries, certifiers and retailers and consumer interest groups. Ecolabelling is expected to be a sun-rise industry in India. Initiatives like the Green Purchasing Network of India

6(GPNI) may also help.

----------------------------------------------------Dr Prasad ModakExecutive President, Environmental M a n a g e m e n t C e n t r e L L PD i rec to r, Ekonnec t Know ledge Foundation504/505, 5th Floor, Balarama Building, Bandra Kurla Complex, Near MMRDA Office, Bandra (East) Mumbai – 400 051Mob.: 98201 26074Tel : 022 6221 5944 / 5946Email : prasad.modak@emcentre.com

3 Resource intensity is a measure of the resources (e.g. water, energy, materials) needed for the production, processing and disposal of a unit of good or service, or for the completion of a process or activity; it is therefore a measure of the efficiency of resource use.

4 An Ecological Rucksack is the total quantity (in kg) of materials moved from nature to create a product or service, minus the actual weight of the product. That is, ecological rucksacks look at hidden material flows. Ecological rucksacks take a life-cycle approach and signify the environmental strain or resource efficiency of the product or service.

5 Code of conduct. ... A code of conduct is a set of rules outlining the social norms and rules and responsibilities of, or proper practices for, an individual, party or organisation. Related concepts include ethics, honor, moral codes and religious laws.

6 Visit Green Purchasing Network of India at http://gpnindia.org/ for information on green products, eco-labels and surveys on consumer perceptions

Keeping it simple In the following article, I have simplified the process. My

objective is to keep it simple, understandable and be able to implement the process without the burden of too many jargons.

Stage 1 of the Branding Process (Fig. 1)

The Brand Vision The first step is to prepare the Brand Vision. A Brand

Vision is an extremely powerful tool that benefits the company both internally and externally. I have come across companies that prepare vision statements that are mere words that adorn the walls or the website.

A Brand Vision is the core of the brand. It is what your brand stands for, its purpose and benefit to your customer. The Brand Vision should have a strong customer focus. Examples of Brand Vision

■ APPLE - To empower creative exploration and self-expression.

■ MERCK - To preserve and improve human life. ■ WALT DISNEY - To make people happy. ■ 3M - To solve unsolved problems innovatively

How to prepare a Brand Vision? You can arrive at your Brand Vision by answering two questions. 1. Why does the brand exist? 2. What is the ultimate benefit to the customer?

The combination of the two makes for a powerful brand

vision. For example, let us take a fictitious lift making company called 'Scalate.' 1. The brand exists 'to solve the problem of transporting

from one level to the other.'

2. The ultimate benefit to the customer is to provide extremely safe and efficient mobility solutions.

'Scalate' Brand Vision'To provide the best mobility solutions that are extremely safe and efficient.'

How does Brand Vision help the company? ■ Scalate has a clear direction and a sense of purpose. ■ The company develops a strategy and works towards

implementing the Brand Vision. ■ Scalate products and services will be of the best and

highest quality that ensures safety and efficient mobility. ■ Scalate builds on R&D and uses cutting edge technology

to provide 'solutions' for mobility.■ The management is inspired. They will create systems

and processes that are performance driven and ensure that the brand lives up to its vision.

■ Scalate is perceived as a corporate professional company by customers, stakeholders, employees, prospective employees, financial institutions, etc. Having a brand vision is a benchmark of a corporate and professional, performance-driven culture.

An excellent example of a Brand Vision is by Tata Steel------------------------------------------------------------------------------Nandita Khaire khaire.nandita@gmail.com

Creating a strong B2B brand for SMEsNandita Khaire

■ Our vision is to be the global steel industry benchmark for value creation and corporate citizenship.

We will achieve our vision through :

■ Our People - By fostering teamwork, nurturing talent, enhancing leadership capability and acting with pace, pride and passion.

■ Our Offer - By becoming the supplier of choice, delivering premium products and services and creating value for our customers.

■ Our Innovative Approach - By developing leading edge solutions in technology, processes and products.

■ Our Conduct - By providing a safe workplace, respecting the environment, caring for our communities and demonstrating high

ethical standards.

Courtesy www.tatasteel.com

Figure 1

- _mM© 2017- _mM© 201744 45

Dr. Sachin Bhide

Understanding Business Environment, Infrastructure Set up and Projects

The frustration“You know what, we are having far

bigger problems and in spite of our big set up, I feel we are not ready for tomorrow. The initiative I was eager to start was rejected by my colleagues. I was shocked. I can clearly see that without that initiative, we are not going to achieve our Goal. Sometimes I feel frustrated that in spite of knowing the solution, I am not able to implement it. Same happens in personal life you know. My kids ignore my advice, my husband listens to me but in reality he does whatever he thinks is right. It seems, there is something wrong with me. How come so many people don't listen to me and avoid acting on my suggestions? I think I should see a psychologist. You know there is nothing wrong with Business Plan. It seems I am wrong for Business Plan. I am in a top management of a Company but still I am not able to do things. Can you imagine

what must be happening with the Managers? I feel frustrated. I think I am having a headache, we will talk later.” And the phone call is cut by Jenny. I didn't receive single opportunity to respond to Jenny. She was sounding so frustrated.

Being close to nature – RelaxationIf you want to de-stress, best medicine is to go close to nature.

When I heard it for the first time, I took it lightly. Still, I decided to act on it. I went for a trek which called for long hours of climbing. The trek was not dangerous but tiring. Entire path of the trek was surrounded by beauty of nature. I didn't feel bad for tiring walks but enjoyed it a lot. I also learned that when you walk without your stomach is full, you perform better.

I was told 'Hunger is Power'. I didn't realize this power till the time I

gave it a try. I was surprised to find out that hunger 'is' power!

Based on this experience, I called for next meeting of Business Planning Practitioners Group as Retreat at Hill Station just to relax the mood a bit. You can guess who helped us to get a complimentary stay at First Class Guest House at the Hill Station – Jenny!

Let me tell you how it happened. I called Jenny's immediately after her call about frustration she was experiencing. I told her about medicine of going close to nature for de-stressing. She liked the idea and said you must already be having answer to my frustrating experience. Why don't we call a next mee t i ng o f Bus iness P lann ing Practitioners Group so that your answer will help everybody. I liked the idea but the problem was how we can go close to

- _mM© 2017- _mM© 201744 45

Dr. Sachin Bhide

Understanding Business Environment, Infrastructure Set up and Projects

The frustration“You know what, we are having far

bigger problems and in spite of our big set up, I feel we are not ready for tomorrow. The initiative I was eager to start was rejected by my colleagues. I was shocked. I can clearly see that without that initiative, we are not going to achieve our Goal. Sometimes I feel frustrated that in spite of knowing the solution, I am not able to implement it. Same happens in personal life you know. My kids ignore my advice, my husband listens to me but in reality he does whatever he thinks is right. It seems, there is something wrong with me. How come so many people don't listen to me and avoid acting on my suggestions? I think I should see a psychologist. You know there is nothing wrong with Business Plan. It seems I am wrong for Business Plan. I am in a top management of a Company but still I am not able to do things. Can you imagine

what must be happening with the Managers? I feel frustrated. I think I am having a headache, we will talk later.” And the phone call is cut by Jenny. I didn't receive single opportunity to respond to Jenny. She was sounding so frustrated.

Being close to nature – RelaxationIf you want to de-stress, best medicine is to go close to nature.

When I heard it for the first time, I took it lightly. Still, I decided to act on it. I went for a trek which called for long hours of climbing. The trek was not dangerous but tiring. Entire path of the trek was surrounded by beauty of nature. I didn't feel bad for tiring walks but enjoyed it a lot. I also learned that when you walk without your stomach is full, you perform better.

I was told 'Hunger is Power'. I didn't realize this power till the time I

gave it a try. I was surprised to find out that hunger 'is' power!

Based on this experience, I called for next meeting of Business Planning Practitioners Group as Retreat at Hill Station just to relax the mood a bit. You can guess who helped us to get a complimentary stay at First Class Guest House at the Hill Station – Jenny!

Let me tell you how it happened. I called Jenny's immediately after her call about frustration she was experiencing. I told her about medicine of going close to nature for de-stressing. She liked the idea and said you must already be having answer to my frustrating experience. Why don't we call a next mee t i ng o f Bus iness P lann ing Practitioners Group so that your answer will help everybody. I liked the idea but the problem was how we can go close to

- _mM© 2017- _mM© 201746 47

nature in City! Jenny said that her company is having a First Class Guest House at a Hill Station near the City. She can arrange us to have a complimentary stay and enjoy our learning session. The group had no hesitation in accepting this amazing offer.

The chill in the airOn a chilly winter morning, we

reached the hill station. We decided to have breakfast and initiate the dialogue. The motivation for our discussion was fresh strawberries and breathtaking views of the beautiful valleys. I said “The environment affects our behavior. Since we are at a holiday destination, we are not thinking about the work in a way we think at our regular work place. We are feeling refreshed, we are upbeat, we are cheerful, aren't we?” Everybody answered with a big “Yes”. Then I said, “Similarly, our business gets affected by the business environment in which we work in. We need r ight k ind of infrastructure to perform in the business environment. To execute Business Plan effectively, we need to break it into pieces called as Projects. Let's discuss this in detail.”

Environment of BusinessR e s i s t a n c e i s a n a t u r a l

phenomenon. Any new product or service you will come out with you will face resistance. Any new market you will enter, you will face resistance.Resistance is not opposition.

Every swimmer knows water resists your movements. If you will consider water as your opponent and will use raw power to overcome it, you will waste your energy. You will have to adapt to changes in water's resistance level. Water resistance changes according to the structure holding it. Water resistance in a swimming pool is different than in a river which different than a creek and in sea it is totally different.

Like swimming, theory of resistance is true for business. Consider business environment as water and you as a swimmer. Now think of roadblocks you have faced or will face. Consider the roadblocks as a water resistance. This will now allow you to now think of roadblocks as just the resistance. Think of how you want adapt yourself to the

resistance than just using a raw power of willingness, positive thinking, etc.

Start-upFor Sam, who is an Entrepreneur

with Start-up in Software Product domain is going to face a business environment lot different than any one of you.

Customer environment Sam will be developing a Software

Product for maintaining Statutory Compliance. Customers for Sam's product will be Company Secretaries, Chief Financial Officers in Mid and Large Size companies. Although you can come up with a great product, it should be accepted by the Customer Environment he is dealing with.

Internal environment Sam will have to maintain internal

environment in his start-up. Focus for managing internal environment should be to keep the morale of employees h igh . A s ta r t up needs fue l o f enthusiasm. More the enthusiasm better can be the performance. Sam will have to take care of employees to keep internal environment healthy.

Economic environmentIt is a general observation that,

better the economy, better the business. Remember that such observations are 'general'. You should focus on Economy for 'your' situation.

Economic situation globally may look bad. For Sam, it can be good subject to what economic situation Sam's clients are having.Mid Size CompanyAdapting to new environment

Since Tina's Company wants to scale up, it will have to adapt to the new env i ronment o f d i f ferent set o f customers, different changes, and new quality parameters to adhere to. The Company will have to adapt instead of being stubborn.

Technology environment When you want to scale up your

product ion, qual i ty parameters, customer quality, and so on, you have to automate lot of processes.

Processes needs to be System driven than the Person driven.

Learning environmentWe are talking about 'learning' and

not 'training'. Training has a kind of compulsion and forced from outside nature whereas learning is more of inner drive.

Once you start rewarding self-learners, the message spreads. Remember that very few people are learning driven.

Don't have high hopes. But you can always start somewhere and drive it step by step.

Multi-National CompanyProduction environment

Improving cost structure doesn't always call for cost reduction. Right cost structure calls for making right costs also. Consider buying right equipments and machinery.

System environment People are used to taking advantage

of a System for improving work efficiency or for holding work efficiency. System environment will involve people, processes, and technology.

Nimble environmentFor a large Company to be back on

the growth path calls for developing nimble environment. The nimble environment calls for being quick and light.

Municipal CorporationSocial environment

Jul ia 's Municipal i ty needs to understand social environment in depth. Problems such as traffic are common across the cities. Nature of the problem though d i f fe rs . A l though soc ia l environment call for enjoying life in a community, it has its own set of challenges. Developed countries will have infrastructure in place but is never enough. Developing countries will not have sufficient infrastructure in place, genera l l y popu la t ion is a lways increasing and that's why infrastructure is never enough.

Responsibility environment System and its users always play the game of Responsibility.

Garbage is also a global challenge. Again, nature of garbage problem faced by developed and developing countries is different. There will always be debate as to who is responsible for the garbage problem, citizens, municipalit ies, technology, infrastructure, and so on.

Process environmentSystem is made of processes. For

i m p r o v i n g p r o c e s s e s t h r o u g h technology, first we have to review the need for each process and steps required to complete a particular process.

Non Government OrganizationEnvironment of options

NGO needs to develop focus so that i t can make a d i f f e rence . The environment of options is an array of objective meeting paths. NGO will need to select right path to meet right objective. Eradication of diseases globally is a generic statement. You have an option of eradicating diseases in each country in the world or specific continents. You have any option of eradicating specific diseases. Like this, there are multiple options available. Based on the options you will select, the environment you will deal with will change.

Partnering environment Effective collaboration can happen if you select right set of partners.

You will find that partnering can be done at different levels. The NGO can partner with global organizations like United Nations.

Funding environmentGetting funds is a generic wish.

Almost everybody in business is always looking for funds. What sets your funding environment different are parameters like why you need funds, when you need it, from whom you can get funding, and so on.

Structure required to perform - Infrastructure

We have seen cities which lack public transport, a critical piece of infrastructure. The result is more private vehicles which in turn cause traffic jams. We have seen restaurants wi th inadequate chefs, which in turn cause not enough cooking capacity when the restaurant is full which in turn causes irritation for customers, chefs, and other s t a f f . W e h a v e s e e n I n t e r n e t connectivity in developing countries not having enough bandwidth, which in turn creates irritating customers. You will

observe that we have infrastructure, we can do more things, better things, and better the quality.

Start-upPhysical & digital infrastructure

To acquire customers quickly, you will need to set up physical and digital infrastructure in place. Sam will have to put up more sales offices and sales people. You will have to put in places software applications like Customer Relationship Management, etc.

Human infrastructure For developing a team work, human

infrastructure development is important. Human infrastructure is things like canteen facility, crèche facility, and so on.

Effectiveness infrastructureFor ra is ing funds , focus on

effectiveness infrastructure is required. You efforts should be effective, that is should deliver desired results.

Mid Size CompanyMindset infrastructure

Tina's Company will have to focus on mindset infrastructure which is pre-requisite for scaling up. The mindset infrastructure calls for

- _mM© 2017- _mM© 201746 47

nature in City! Jenny said that her company is having a First Class Guest House at a Hill Station near the City. She can arrange us to have a complimentary stay and enjoy our learning session. The group had no hesitation in accepting this amazing offer.

The chill in the airOn a chilly winter morning, we

reached the hill station. We decided to have breakfast and initiate the dialogue. The motivation for our discussion was fresh strawberries and breathtaking views of the beautiful valleys. I said “The environment affects our behavior. Since we are at a holiday destination, we are not thinking about the work in a way we think at our regular work place. We are feeling refreshed, we are upbeat, we are cheerful, aren't we?” Everybody answered with a big “Yes”. Then I said, “Similarly, our business gets affected by the business environment in which we work in. We need r ight k ind of infrastructure to perform in the business environment. To execute Business Plan effectively, we need to break it into pieces called as Projects. Let's discuss this in detail.”

Environment of BusinessR e s i s t a n c e i s a n a t u r a l

phenomenon. Any new product or service you will come out with you will face resistance. Any new market you will enter, you will face resistance.Resistance is not opposition.

Every swimmer knows water resists your movements. If you will consider water as your opponent and will use raw power to overcome it, you will waste your energy. You will have to adapt to changes in water's resistance level. Water resistance changes according to the structure holding it. Water resistance in a swimming pool is different than in a river which different than a creek and in sea it is totally different.

Like swimming, theory of resistance is true for business. Consider business environment as water and you as a swimmer. Now think of roadblocks you have faced or will face. Consider the roadblocks as a water resistance. This will now allow you to now think of roadblocks as just the resistance. Think of how you want adapt yourself to the

resistance than just using a raw power of willingness, positive thinking, etc.

Start-upFor Sam, who is an Entrepreneur

with Start-up in Software Product domain is going to face a business environment lot different than any one of you.

Customer environment Sam will be developing a Software

Product for maintaining Statutory Compliance. Customers for Sam's product will be Company Secretaries, Chief Financial Officers in Mid and Large Size companies. Although you can come up with a great product, it should be accepted by the Customer Environment he is dealing with.

Internal environment Sam will have to maintain internal

environment in his start-up. Focus for managing internal environment should be to keep the morale of employees h igh . A s ta r t up needs fue l o f enthusiasm. More the enthusiasm better can be the performance. Sam will have to take care of employees to keep internal environment healthy.

Economic environmentIt is a general observation that,

better the economy, better the business. Remember that such observations are 'general'. You should focus on Economy for 'your' situation.

Economic situation globally may look bad. For Sam, it can be good subject to what economic situation Sam's clients are having.Mid Size CompanyAdapting to new environment

Since Tina's Company wants to scale up, it will have to adapt to the new env i ronment o f d i f ferent set o f customers, different changes, and new quality parameters to adhere to. The Company will have to adapt instead of being stubborn.

Technology environment When you want to scale up your

product ion, qual i ty parameters, customer quality, and so on, you have to automate lot of processes.

Processes needs to be System driven than the Person driven.

Learning environmentWe are talking about 'learning' and

not 'training'. Training has a kind of compulsion and forced from outside nature whereas learning is more of inner drive.

Once you start rewarding self-learners, the message spreads. Remember that very few people are learning driven.

Don't have high hopes. But you can always start somewhere and drive it step by step.

Multi-National CompanyProduction environment

Improving cost structure doesn't always call for cost reduction. Right cost structure calls for making right costs also. Consider buying right equipments and machinery.

System environment People are used to taking advantage

of a System for improving work efficiency or for holding work efficiency. System environment will involve people, processes, and technology.

Nimble environmentFor a large Company to be back on

the growth path calls for developing nimble environment. The nimble environment calls for being quick and light.

Municipal CorporationSocial environment

Jul ia 's Municipal i ty needs to understand social environment in depth. Problems such as traffic are common across the cities. Nature of the problem though d i f fe rs . A l though soc ia l environment call for enjoying life in a community, it has its own set of challenges. Developed countries will have infrastructure in place but is never enough. Developing countries will not have sufficient infrastructure in place, genera l l y popu la t ion is a lways increasing and that's why infrastructure is never enough.

Responsibility environment System and its users always play the game of Responsibility.

Garbage is also a global challenge. Again, nature of garbage problem faced by developed and developing countries is different. There will always be debate as to who is responsible for the garbage problem, citizens, municipalit ies, technology, infrastructure, and so on.

Process environmentSystem is made of processes. For

i m p r o v i n g p r o c e s s e s t h r o u g h technology, first we have to review the need for each process and steps required to complete a particular process.

Non Government OrganizationEnvironment of options

NGO needs to develop focus so that i t can make a d i f f e rence . The environment of options is an array of objective meeting paths. NGO will need to select right path to meet right objective. Eradication of diseases globally is a generic statement. You have an option of eradicating diseases in each country in the world or specific continents. You have any option of eradicating specific diseases. Like this, there are multiple options available. Based on the options you will select, the environment you will deal with will change.

Partnering environment Effective collaboration can happen if you select right set of partners.

You will find that partnering can be done at different levels. The NGO can partner with global organizations like United Nations.

Funding environmentGetting funds is a generic wish.

Almost everybody in business is always looking for funds. What sets your funding environment different are parameters like why you need funds, when you need it, from whom you can get funding, and so on.

Structure required to perform - Infrastructure

We have seen cities which lack public transport, a critical piece of infrastructure. The result is more private vehicles which in turn cause traffic jams. We have seen restaurants wi th inadequate chefs, which in turn cause not enough cooking capacity when the restaurant is full which in turn causes irritation for customers, chefs, and other s t a f f . W e h a v e s e e n I n t e r n e t connectivity in developing countries not having enough bandwidth, which in turn creates irritating customers. You will

observe that we have infrastructure, we can do more things, better things, and better the quality.

Start-upPhysical & digital infrastructure

To acquire customers quickly, you will need to set up physical and digital infrastructure in place. Sam will have to put up more sales offices and sales people. You will have to put in places software applications like Customer Relationship Management, etc.

Human infrastructure For developing a team work, human

infrastructure development is important. Human infrastructure is things like canteen facility, crèche facility, and so on.

Effectiveness infrastructureFor ra is ing funds , focus on

effectiveness infrastructure is required. You efforts should be effective, that is should deliver desired results.

Mid Size CompanyMindset infrastructure

Tina's Company will have to focus on mindset infrastructure which is pre-requisite for scaling up. The mindset infrastructure calls for

- _mM© 2017- _mM© 201748 49

paradigm shift. Consider looking at high cost of

particular machinery as an investment.

Acceptance infrastructure For d ig i t izat ion to work, the

Company should accept the fact that digital technology is going to enable the goal of scaling up.

Aspirational infrastructureSince learning is driven by learner,

y o u n e e d t o p r o v i d e r e l e v a n t infrastructure. Let's say an employee wants to learn a new skill. This desire should be back by infrastructure like books, experts, access required hardware, and so on.

Multi-National CompanyQuality infrastructure

Focus on quality is required for improving cost structure. Quality infrastructure doesn't mean costly infrastructure. It means right kind of infrastructure to get desired quality.

Objectivity infrastructureFor solving system issues, you need

to develop infrastructure objectivity. This also includes having objective mindset.

Building for futureSometimes you have to develop

infrastructure before the growth plan gives results. Consider increasing manufacturing facility before the sales have increased.

Municipal CorporationTransportation infrastructure

For solving traffic problem, you will h a v e t o s e t u p t r a n s p o r t a t i o n infrastructure. You can just have a flyover or you can have a flyover in right direction to improve traffic flow.

Door to nature infra Garbage problem calls for having

'door to nature' infra. Door to nature infra will call for setting up infrastructure that can take garbage from door of your home or office. That garbage will then be processed and sent back to nature without making any harm to the environment.

Process infraProcess improvement through

technology calls for putting in place process infrastructure. The process infrastructure includes mindset of using and optimizing processes. It also includes following processes for doing your work rather than following a process to avoid your work. Once I went to a store to buy dustbin bags. The store executive told me that you can't buy dustbin bags now since those are not entered into a software system. I said then you should be having an alternative in place to sell me the dustbin bags. She said, no, we have to follow process! That day I couldn't buy dustbin bags from that store. Here, the executive could have sold me the dustbin bags by finding a solution to either expedite the process or by following alternative process.

Non Government OrganizationCause based infra

For achieving objective of Focus, the NGO should develop 'cause based infrastructure'. If the NGO's focus is to spread it efforts across the world, it will n e e d t o h a v e c o m m u n i c a t i o n i n f r a s t r u c t u r e , a c c o u n t i n g infrastructure, and supply infrastructure in place. Collaborative infra

Effective collaboration calls for collaborative infrastructure. C o l l a b o r a t i o n i s n o t o n l y communica t ion bu t inc ludes complementing each other's efforts.

The NGO will need to set up a team or dedicate a person to explore new collaboration partners and to maintain relationship with existing collaborators.

Funding eligible infraFunding eligible infrastructure is the

one that supports your call for funding. Let's say the NGO is looking for funding to provide its service in remote villages in developing countries. It will not only call for monetary funding but will also call for fund of knowledge.

Pieces of the jigsaw puzzle – ProjectsJigsaw puzzle is a puzzle which

involves a pre defined picture we have to re-create with the pieces provided. You will observe that same is the situation with Business Plan. You know what the pre defined picture you want to achieve at the end of Business Plan horizon. Now is the time to pre define the

pieces of Business Plan jigsaw puzzle – these are Projects. At the top of your mind is a dream of achieving objectives of your Business Plan. The next major step you need to take to march towards fulfilling your objectives is identifying Objective driving Projects. Projects are like building blocks of your Business Plan.

Start-upSam can focus on following projects

which are going to drive the Business Plan.

1. Customer acquisition 2. Skills & practice 3. Funding plan

Mid Size CompanyThe Mid Size Company should focus

on following projects for achieving Business Plan objectives.

1. Route options 2. Area identification 3. Mindset change

Multi-National CompanyThese projects will become torch

bearer for this Mega Company.1. Primary study 2. System focus 3. Hunger is power

Municipal CorporationThese projects wil l guide the

Munic ipa l Corporat ion to make difference to citizen's lives positively.

1. Short listing problems 2. Identifying options 3. Improvement opportunities

Non Government OrganizationThe NGO has to focus on following

projects on priority.1. Evaluating alternatives 2. Need areas3. Litmus testing

We all packed up with a heavy heart. We left the beautiful hill station with calmness in the air, amazing taste of fresh strawberry, and enthusiasm as tall as mountains we were surrounded with!

This article is excerpt from upcoming book 'Designing Effective Business Plan.'----------------------------------------------------Dr. Sachin Bhide, Founder & Strategy C o n s u l t a n t , E h a M a n a g e m e n t ConsultancyM. : 9823038828Email : sachinworking@gmail.com

ZdrZ V§ÌkmZZm{dÝ` Am{U V§ÌkmZ hñVm§VaU {d^mJ, _amR>m M|~a Am°\$ H$m°_g©, B§S>ñQ´>rO A±S> A°J«rH$ëMa (BZmoìhoeZ A±S> Q>oŠZmobm°Or

Q´>mÝñ\$a gob, E_grgrAm`E) Am{U øm§À`m ghH$m`m©Zo,amOrd Jm§Yr {dkmZ Am{U V§ÌkmZ Am`moJ, _hmamï´> gaH$maV§ÌkmZ hñVm§VaU Zm{dÝ`nyU© Am¡Úmo{JH$ CËnmXZo g§emoYZ d {dH$mg Am{U ~m¡{ÕH$ _mb_Îmm h¸$ gwajm ghmæ` H|$Ð_amR>m M|~a Am°\$ H$m°_g©, B§S>ñQ´>rO A±S> A°J«rH$ëMa (E_grgrAm`E) amOrd Jm§Yr {dkmZ Am{U V§ÌkmZ Am`moJmÀ`m g{H«$` nmqR>ã`mZo

nwÊ`m_Ü`o EH$m ZdrZ, Zm{dÝ`nyU© V§ÌkmZ hñVm§VaU {d^mJmMr (BZmoìhoeZ A±S> Q>oŠZmobm°Or Q´>mÝñ\$a gob) ñWmnZm Pmbr Amho. ì`mnmar ì`mdhm[aH$ ÑîQ>çm Cn`wº$ R>aVrb Ago V§ÌkmZ Am{U à{H«$`m emoYÊ`mgmR>r Am{U Ë`m Am{U A§{V_ CËnmXH$mbm, CÚmoOH$mbm CnbãY H$ê$Z XoÊ`mgmR>r hm {d^mJ H$m_ H$aUma Amho. `mIoarO _amR>m M|~aZo Zm{dÝ`nyU© Am¡Úmo{JH$ CËnmXZo g§emoYZ d {dH$mg ~m¡{ÕH$ _mb_Îmm h¸$ gwajm ghmæ` H|$Ð gwÕm ñWmnZ Ho$bo Amho d Ë`mMm Cn`moJ _moR>çm à_mUmda CÚmoOH$m§Zm d CÚmoJmbm hmoB©b.

hm {d^mJ Vnerbdma àH$ën Ahdmb (S>rnrAma) V`ma H$aÊ`mMo Am{U CnbãY H$ê$Z XoÊ`mMo H$m_ H$aUma Amho. `m_wio gyú_, bKw, _Ü`_ CÚmoJ, ñQ>mQ>© Aßg ̀ m§Zm àH$ën hmVr KoD$Z A{YH$ CËnÞ {_i{dÊ`mMm bm^ XoIrb hmoUma Amho.

\$io d ^mOrnmbm `m§À`m nrH$ H$mnUr Z§VaÀ`m gwa{jV gmR>dUrgmR>r gmoba d ~m`mo{_WoZ D$Om© AmYm[aV erVH$aU ì`dñWm `m amOrd Jm§Yr {dkmZ Am{U V§ÌkmZ Am`moJmV\}$ àm`mo{OV àH$ënmMr `eñdr A§_b~OmdUr àmo. S>m°. Eg. Eg. ^mJdV (BpÝñQ>Q>`yQ> Am°\$ Ho${_H$b Q>oŠZm°bm°Or, _mQw>§Jm, _w§~B©, 400019) `m§À`mV\}$ JmoHw$i So>Aar, H$moëhmnya `oWo H$aÊ`mV Ambr. ho V§ÌkmZ JmoHw$i So>Aar,

H$moëhmnya `oWo XÿY erVH$aU à{H«$`ogmR>r dmnaÊ`mV `oV Amho. Á`m`moJo dmOdr XamV D$Om© g§dY©Z hmoD$ eHo$b. øm V§ÌkmZmMo Zm_H$aU JmoHw$i-Am`. gr. Q>r. V§ÌkmZ Ago Ho$bo Amho. ho ~mîn emofU d ~mîn g§H$moMZ erVH$aU ̀ m§Mo EH$ÌrH$aU Amho.C{Ôï>o 1. Z¡g{J©H$ òmoVmVyZ ~mîn emofU erVH$aU

V§ÌkmZ dmnê$Z Am¡Úmo{JH$ ñVamda XÿY erVH$aU H|$Ð C^maUo.

2. _hmamï´>mVrb eoVràYmZ ^mJmV D$Om© AmYm[aV erVH$aU V§ÌkmZ àñWm{nV H$aUo d dmT>{dUo.

JmoHw$i-Am`. gr. Q>r. V§ÌkmZ : D$Om©-H$m`©j_ erVH$aU à{H«$`m 1. JmoHw$i-Am`. gr. Q>r. V§ÌkmZ ho D$Om©-

AmYm[aV erVH$aU V§ÌkmZ AgyZ ~mîn emofU d ~mîn g§H$moMZ erVH$aU `m§Mo EH$ÌrH$aU Amho.

2. ~mîn emofU d ~mîn g§H$moMZ `m§À`m EH$ÌrH$aUmMo OmñVrV OmñV \$m`Xo {_imdoV `mH$aVm D$Om© V§ÌkmZmMo H$m¡eë` dmnaÊ`mV Ambo Amho.

3. Am¡pîUH$ D$O}Mm dmna H$ê$Z drO D$Om© dmna H$_r H$aUo.

4. gm¡a `§ÌUm qH$dm eoVrVrb H$Mè`mMo ÁdbZ H$ê$Z Am¡pîUH$ D$Om© {Z_m©U H$aUo.

5. JmoHw$i-Am`. gr. Q>r. V§ÌkmZ JmoHw$i So>Aar, H$moëhmnya À`m H|$ÐmV H$m`m©pÝdV Amho Á`mÛmao amoO Odi-Odi 2 bmI {bQ>a XþYmMo erVH$aU hmoVo.

6. ̀ m H$moëhmnya ̀ oWrb àH$ënmMm XþgarH$So> àH$ën àñWm{nV H$aÊ`mgmR>r, àmË`{jH$ åhUyZ Cn`moJ H$aVm ̀ oB©b.

n[aUm_H$maH$ CO}da AmYm[aV erVH$aU d erVJ¥h ì`dñWm

- _mM© 2017- _mM© 201748 49

paradigm shift. Consider looking at high cost of

particular machinery as an investment.

Acceptance infrastructure For d ig i t izat ion to work, the

Company should accept the fact that digital technology is going to enable the goal of scaling up.

Aspirational infrastructureSince learning is driven by learner,

y o u n e e d t o p r o v i d e r e l e v a n t infrastructure. Let's say an employee wants to learn a new skill. This desire should be back by infrastructure like books, experts, access required hardware, and so on.

Multi-National CompanyQuality infrastructure

Focus on quality is required for improving cost structure. Quality infrastructure doesn't mean costly infrastructure. It means right kind of infrastructure to get desired quality.

Objectivity infrastructureFor solving system issues, you need

to develop infrastructure objectivity. This also includes having objective mindset.

Building for futureSometimes you have to develop

infrastructure before the growth plan gives results. Consider increasing manufacturing facility before the sales have increased.

Municipal CorporationTransportation infrastructure

For solving traffic problem, you will h a v e t o s e t u p t r a n s p o r t a t i o n infrastructure. You can just have a flyover or you can have a flyover in right direction to improve traffic flow.

Door to nature infra Garbage problem calls for having

'door to nature' infra. Door to nature infra will call for setting up infrastructure that can take garbage from door of your home or office. That garbage will then be processed and sent back to nature without making any harm to the environment.

Process infraProcess improvement through

technology calls for putting in place process infrastructure. The process infrastructure includes mindset of using and optimizing processes. It also includes following processes for doing your work rather than following a process to avoid your work. Once I went to a store to buy dustbin bags. The store executive told me that you can't buy dustbin bags now since those are not entered into a software system. I said then you should be having an alternative in place to sell me the dustbin bags. She said, no, we have to follow process! That day I couldn't buy dustbin bags from that store. Here, the executive could have sold me the dustbin bags by finding a solution to either expedite the process or by following alternative process.

Non Government OrganizationCause based infra

For achieving objective of Focus, the NGO should develop 'cause based infrastructure'. If the NGO's focus is to spread it efforts across the world, it will n e e d t o h a v e c o m m u n i c a t i o n i n f r a s t r u c t u r e , a c c o u n t i n g infrastructure, and supply infrastructure in place. Collaborative infra

Effective collaboration calls for collaborative infrastructure. C o l l a b o r a t i o n i s n o t o n l y communica t ion bu t inc ludes complementing each other's efforts.

The NGO will need to set up a team or dedicate a person to explore new collaboration partners and to maintain relationship with existing collaborators.

Funding eligible infraFunding eligible infrastructure is the

one that supports your call for funding. Let's say the NGO is looking for funding to provide its service in remote villages in developing countries. It will not only call for monetary funding but will also call for fund of knowledge.

Pieces of the jigsaw puzzle – ProjectsJigsaw puzzle is a puzzle which

involves a pre defined picture we have to re-create with the pieces provided. You will observe that same is the situation with Business Plan. You know what the pre defined picture you want to achieve at the end of Business Plan horizon. Now is the time to pre define the

pieces of Business Plan jigsaw puzzle – these are Projects. At the top of your mind is a dream of achieving objectives of your Business Plan. The next major step you need to take to march towards fulfilling your objectives is identifying Objective driving Projects. Projects are like building blocks of your Business Plan.

Start-upSam can focus on following projects

which are going to drive the Business Plan.

1. Customer acquisition 2. Skills & practice 3. Funding plan

Mid Size CompanyThe Mid Size Company should focus

on following projects for achieving Business Plan objectives.

1. Route options 2. Area identification 3. Mindset change

Multi-National CompanyThese projects will become torch

bearer for this Mega Company.1. Primary study 2. System focus 3. Hunger is power

Municipal CorporationThese projects wil l guide the

Munic ipa l Corporat ion to make difference to citizen's lives positively.

1. Short listing problems 2. Identifying options 3. Improvement opportunities

Non Government OrganizationThe NGO has to focus on following

projects on priority.1. Evaluating alternatives 2. Need areas3. Litmus testing

We all packed up with a heavy heart. We left the beautiful hill station with calmness in the air, amazing taste of fresh strawberry, and enthusiasm as tall as mountains we were surrounded with!

This article is excerpt from upcoming book 'Designing Effective Business Plan.'----------------------------------------------------Dr. Sachin Bhide, Founder & Strategy C o n s u l t a n t , E h a M a n a g e m e n t ConsultancyM. : 9823038828Email : sachinworking@gmail.com

ZdrZ V§ÌkmZZm{dÝ` Am{U V§ÌkmZ hñVm§VaU {d^mJ, _amR>m M|~a Am°\$ H$m°_g©, B§S>ñQ´>rO A±S> A°J«rH$ëMa (BZmoìhoeZ A±S> Q>oŠZmobm°Or

Q´>mÝñ\$a gob, E_grgrAm`E) Am{U øm§À`m ghH$m`m©Zo,amOrd Jm§Yr {dkmZ Am{U V§ÌkmZ Am`moJ, _hmamï´> gaH$maV§ÌkmZ hñVm§VaU Zm{dÝ`nyU© Am¡Úmo{JH$ CËnmXZo g§emoYZ d {dH$mg Am{U ~m¡{ÕH$ _mb_Îmm h¸$ gwajm ghmæ` H|$Ð_amR>m M|~a Am°\$ H$m°_g©, B§S>ñQ´>rO A±S> A°J«rH$ëMa (E_grgrAm`E) amOrd Jm§Yr {dkmZ Am{U V§ÌkmZ Am`moJmÀ`m g{H«$` nmqR>ã`mZo

nwÊ`m_Ü`o EH$m ZdrZ, Zm{dÝ`nyU© V§ÌkmZ hñVm§VaU {d^mJmMr (BZmoìhoeZ A±S> Q>oŠZmobm°Or Q´>mÝñ\$a gob) ñWmnZm Pmbr Amho. ì`mnmar ì`mdhm[aH$ ÑîQ>çm Cn`wº$ R>aVrb Ago V§ÌkmZ Am{U à{H«$`m emoYÊ`mgmR>r Am{U Ë`m Am{U A§{V_ CËnmXH$mbm, CÚmoOH$mbm CnbãY H$ê$Z XoÊ`mgmR>r hm {d^mJ H$m_ H$aUma Amho. `mIoarO _amR>m M|~aZo Zm{dÝ`nyU© Am¡Úmo{JH$ CËnmXZo g§emoYZ d {dH$mg ~m¡{ÕH$ _mb_Îmm h¸$ gwajm ghmæ` H|$Ð gwÕm ñWmnZ Ho$bo Amho d Ë`mMm Cn`moJ _moR>çm à_mUmda CÚmoOH$m§Zm d CÚmoJmbm hmoB©b.

hm {d^mJ Vnerbdma àH$ën Ahdmb (S>rnrAma) V`ma H$aÊ`mMo Am{U CnbãY H$ê$Z XoÊ`mMo H$m_ H$aUma Amho. `m_wio gyú_, bKw, _Ü`_ CÚmoJ, ñQ>mQ>© Aßg ̀ m§Zm àH$ën hmVr KoD$Z A{YH$ CËnÞ {_i{dÊ`mMm bm^ XoIrb hmoUma Amho.

\$io d ^mOrnmbm `m§À`m nrH$ H$mnUr Z§VaÀ`m gwa{jV gmR>dUrgmR>r gmoba d ~m`mo{_WoZ D$Om© AmYm[aV erVH$aU ì`dñWm `m amOrd Jm§Yr {dkmZ Am{U V§ÌkmZ Am`moJmV\}$ àm`mo{OV àH$ënmMr `eñdr A§_b~OmdUr àmo. S>m°. Eg. Eg. ^mJdV (BpÝñQ>Q>`yQ> Am°\$ Ho${_H$b Q>oŠZm°bm°Or, _mQw>§Jm, _w§~B©, 400019) `m§À`mV\}$ JmoHw$i So>Aar, H$moëhmnya `oWo H$aÊ`mV Ambr. ho V§ÌkmZ JmoHw$i So>Aar,

H$moëhmnya `oWo XÿY erVH$aU à{H«$`ogmR>r dmnaÊ`mV `oV Amho. Á`m`moJo dmOdr XamV D$Om© g§dY©Z hmoD$ eHo$b. øm V§ÌkmZmMo Zm_H$aU JmoHw$i-Am`. gr. Q>r. V§ÌkmZ Ago Ho$bo Amho. ho ~mîn emofU d ~mîn g§H$moMZ erVH$aU ̀ m§Mo EH$ÌrH$aU Amho.C{Ôï>o 1. Z¡g{J©H$ òmoVmVyZ ~mîn emofU erVH$aU

V§ÌkmZ dmnê$Z Am¡Úmo{JH$ ñVamda XÿY erVH$aU H|$Ð C^maUo.

2. _hmamï´>mVrb eoVràYmZ ^mJmV D$Om© AmYm[aV erVH$aU V§ÌkmZ àñWm{nV H$aUo d dmT>{dUo.

JmoHw$i-Am`. gr. Q>r. V§ÌkmZ : D$Om©-H$m`©j_ erVH$aU à{H«$`m 1. JmoHw$i-Am`. gr. Q>r. V§ÌkmZ ho D$Om©-

AmYm[aV erVH$aU V§ÌkmZ AgyZ ~mîn emofU d ~mîn g§H$moMZ erVH$aU `m§Mo EH$ÌrH$aU Amho.

2. ~mîn emofU d ~mîn g§H$moMZ `m§À`m EH$ÌrH$aUmMo OmñVrV OmñV \$m`Xo {_imdoV `mH$aVm D$Om© V§ÌkmZmMo H$m¡eë` dmnaÊ`mV Ambo Amho.

3. Am¡pîUH$ D$O}Mm dmna H$ê$Z drO D$Om© dmna H$_r H$aUo.

4. gm¡a `§ÌUm qH$dm eoVrVrb H$Mè`mMo ÁdbZ H$ê$Z Am¡pîUH$ D$Om© {Z_m©U H$aUo.

5. JmoHw$i-Am`. gr. Q>r. V§ÌkmZ JmoHw$i So>Aar, H$moëhmnya À`m H|$ÐmV H$m`m©pÝdV Amho Á`mÛmao amoO Odi-Odi 2 bmI {bQ>a XþYmMo erVH$aU hmoVo.

6. ̀ m H$moëhmnya ̀ oWrb àH$ënmMm XþgarH$So> àH$ën àñWm{nV H$aÊ`mgmR>r, àmË`{jH$ åhUyZ Cn`moJ H$aVm ̀ oB©b.

n[aUm_H$maH$ CO}da AmYm[aV erVH$aU d erVJ¥h ì`dñWm

- _mM© 2017- _mM© 201750 51

`m V§ÌkmZmMr ì`már 1. 100 Q>r. Ama. bmoS> À`m erVH$aUmgmR>r

gmYmaU 100 bmI é. Mr ^m§S>db Jw§VdUyH$.

2. `m V§ÌkmZmMm naVmdm H$mi hm gmYmaU 2 df} BVH$m Amho.

3. ho V§ÌkmZ ImÚ, Am¡fY{Z_m©U CÚmoJ

VgoM ̂ mÁ`m, \$io d Xþ½Y nXmW©, Am¡fYo `m§À`m gmR>dUrH$aVm dmnaVm `oD$ eH$Vo.

`m V§ÌkmZ C^maUrgmR>r d CËnmXZmgmR>r bmJUmar CnH$aUo* ~mîn emofU erVH$aU g§M * ~mîn g§H$moMZ erVH$aU g§M

* erVH$aU Q>m°da * Am¡pîUH$ òmoV : ~m`mo{_WoZ/gm¡a D$Om© g§M * D$Om© {d{Z_` g§M emókàmo. S>m°. gwZrb ^mJdV, amgm`{ZH$ V§ÌkmZ {d^mJ, amgm`{ZH$ V§ÌkmZ g§ñWm, ZmWmbmb nmaoI amoS>, _mQw>§Jm, _w§~B© - 400019

gm¡. _§Oar XogmB©, àH$ën à_wIBZmoìhoeZ A°S> Q>oŠZm°bm°Or Q´>>mÝg\$a gob (E_grgrAm`E)XÿaÜdZr - 020-25709201 / 8308809417B©_ob - manjarid@mcciapune.com

darb àH$ënmÀ`m A{YH$ _m{hVrgmR>r g§nH©$ -

lr. b{bV dm`H$moio, g_Ýd`H$ (Coordinator)BZmoìhoeZ A°S> Q>oŠZm°bm°Or Q´>mÝg\$a gob (E_grgrAm`E)XÿaÜdZr - 020-25709196 B©_ob - lalitw@mcciapune.com

VmOr _mgir bdH$a Iam~ hmoÊ`mMr eŠ`Vm OmñV Agë`mZo Vr {Q>H$dÊ`mgmR>r erVH$aU ì`dñWm A{Zdm`© Amho. _mgir d H$moi§~r øm VmÁ`m AgVm§Zm Ë`mMr {dH«$s hmoVo d Vr ì`dpñWV Ado{ï>V Zgë`mZo, ~hþXm AZmamo½` nÕVrZo {dH$br OmVo. na§Vw dmT>Ë`m eharH$aUm_wio, nX-nWmdarb {dH«$sMr OmJm AmVm _moR>çm gwna_mH}$Q²gZr KoVbr Amho. AÞ gwajm hm hr øm CËnmXZ Am{U {dH«$sVrb _hËdmMm _wÔm Amho.

_mgir gma»`m Zmed§V nXmWmªMo eoë\$-bmB©\$ _`m©{XV AgÊ`mbm àm_w»`mZo XmoZ H$maUo AmhoV - dmVmdaUmVrb Am°pŠgOZMm amgm`{ZH$ n[aUm_ d hdoVrb gyú_Ord. øm XmoZ doJù`m H$maUm§_wio qH$dm `m§À`m g§`moJm_wio _mgirÀ`m EHy$U JwUdÎmoV \$aH$ nSy> eH$Vmo. erVH$aU ì`dñWm `m nXmWmªMo eoë\$-bmB©\$ Oar \$mago dmT>dy eH$br Zmhr Varhr WmoSo> \$ma bm§~dy eH$Vo. gmYmaUnUo hdoV 21% Am°pŠgOZ, 78% Zm`Q´>moOZ Am{U 0.1% nojm H$_r H$m~©Z-S>m` Am°ŠgmB©S> AgVmo.

n°Ho$O_Yo Am°pŠgOZMo à_mU H$_r H$ê$Z H$m~©Z-S>m` Am°ŠgmB©S> d Zm`Q´>moOZMo à_mU WmoSo> dmT>dyZ Zmed§V nXmWm©Mo {dH«$sH$[aVm eoë\$-bmB©\$ dmT>dVm ̀ oD$ eH$Vo.

ìh°Š`w_ Am{U _m°{S>\$mBS> A°Q>_mopñ\$`a n°Ho$qOJ (MAP) ho V§ÌkmZ Aem Zmed§V nXmWm©Mo eoë\$-bmB©\$ dmT>dy eH$Vo. dmVmdaUmVrb J°gog/hdm H$mTy>Z H$_r Vmn_mZ R>odyZ, Amamo½`Xm`H$ nÕVrZo nXmWmªMo n°Ho$qOJ d {dH«$s H$aÊ`mMo H$m_ ìh°Š`w_ n°Ho$qOJ H$aVo. ho V§ÌkmZ AmVm n°Ho$ÁS> \y$S> _mH}$Q> _Ü`o doJmZo {dñVmaV Amho. `m_wio nXmWmªMr JwUdÎmm d VmOonUm gwa{jV amhVmo d J«mhH$m§À`m Ñï>rZo hr do{ï>V CËnmXZo gmo`rMr nS>VmV.

aËZm{Jar `oWrb H$m°boO Am°\$ {\$earO V\}$ _°H$aob, nm°å\«o$Q> Am{U H$moi§~r `m§À`m {H$aH$moi {dH«$sH$[aVm ho V§ÌkmZ amOrd Jm§Yr {dkmZ d V§ÌkmZ Am`moJ, _hmamï´> gaH$ma, _w§~B© `m§À`m ghH$m`m©Zo {dH${gV H$aÊ`mV Ambo Amho._mgir n°Ho$qOJ V§ÌkmZmMo Vnerb :

`mo½` _mnmÀ`m ßbmpñQ>H$ ~°½g VgoM Q´>o _Ü`o {dH«$sgmR>r _mgir gmR>dbr OmVo. 12 _m`H«$m°Z nm°{b{WZ d 75 _m`H«$m°Z nm°br{WbrZÀ`m Mm¡H$moZr AWdm Am`VmH¥$Vr nm{H$Q>m§_Ü`o gmYmaUnUo 250-300 J«°_ _mgir n°H$ Ho$br OmVo. A»Io _mgo qH$dm _mem§Mo N>moQ>o VwH$So> H$ê$Z Vo nmÊ`mZo ñdÀN> YwdyZ n°H$ Ho$bo OmVmV. H$moi§~rhr ñdÀN> H$ê$Z Ë`mMm ImÊ`m`mo½` ^mJ ~°½O d Q´>o_Yo n°H$ Ho$bm OmVmo. 90 Vo 95 Q>¸o$ ìh°Š`w_

dmnê$Z ìh°Š`w_ _erZ À`m gmhmæ`mZo øm ~°½g hdm~§X Ho$ë`m OmVmV. {dVaUmn`ªV øm {neì`m ~\©$noQ>rV R>odë`m OmVmV. OmñV eoë\$-bmB©\$ {_idÊ`mH$aVm hr _mgir H$Yr-H$Yr 2% gmo{S>`_ AmBñQ>oQ> qH$dm nmoQ>°{eA_ gm°~}Q>À`m {_lUmV R>odbr OmVo. `m V§ÌkmZmV "hm` Bån°ŠQ> nmobrpñQ>arZ (HIPS) Q´>o dmnaÊ`mV `oVmV. _moR>o Q´>o gmYmaU 185x127x45 {_._r øm _mnmMo Va bhmZ Q´>o 128x88x40 {_._r ̀ m _mnmMo AgVmV. Q´>oMr OmS>r gmYmaU 0.5 {_._r. EdT>r AgVo. à{H«$`m Ho$bobr _mgir A»æ`m qH$dm VwH$S>çm§_Ü`o øm Q´>o_Yo gmR>dbr OmVo. ̀ m Q´>o_Ü`o Vimer {Q>í`y nona R>odbm OmVmo. Q´>oÀ`m EH$ V¥VrAm§e ^mJmV _mgir R>odbr OmVo d Cabobm XmoZ V¥Vr`m§e ^mJ hm {d{dY J°gog À`m {_lUm§Zr ^abm OmVmo. 12 ̀ w. E_. nm°{bñQ>a d 70 ̀ w. E_. nm°{b{W{bZÀ`m n°Ho$qOJ {\$ë__Yo ho Q´>oO hdm~§X Ho$bo OmVmV. Z§Va 2.0 nr.nr.E_. W§S> Šbmo[aZoQ>oS> nmÊ`mV ñdÀN> Ho$bo OmVmV. J°gMo KZ\$i Am{U _mgirMo dOZ `m§Mo à_mU gmYmaU 2:1 Ago R>odbo OmVo. _mgir d H$m~©ZS>m` Am°ŠgmB©S>, Zm`Q´>moOZ Am{U Am°pŠgOZ `m§Mo {_lU øm Q´>oO_Yo hdm~§X H$aÊ`mH$aVm S-220MP ho MAP ho _erZ dmnabo OmVo. `m J°gogÀ`m {_lUmMr aMZm MAP _erZMo J°g {_Šga dmnê$Z H$aÊ`mV `oVo. _°H$aob Am{U H$moi§~r `m§À`m hdm~§X n°Ho$qOJgmR>r H$m~©ZS>m` Am°ŠgmB©S> Am{U Zm`Q´>moOZMo à_mU 60:40 Ago R>odÊ`mV `oVo. nm°å\«o$Q>gmR>r H$m~©ZS>m` Am°ŠgmB©S> + Zm`Q´ > m oOZ + Am°pŠgOZ Mo à_mU 60:35:05 Ago R>odÊ`mV ̀ oVo.

bjUr` d¡{eð>`o:VmÁ`m _°H$aob Mo n°qH$J * hr _mgir 17 {Xdg hdm~§X n°H$_Yo,

21 {Xdg ìh°Š`w_ n°H$_Yo d 25 {Xdg 2% gmo{S>`_ AgoQ> {Q´>Q>oS> Aer {Q>H$Vo. gmo{S>`_ AgoQ> {Q´>Q>oS> ìh°Š`w_ n°H$Mm Z_wZm 30 {Xdg {Q>Hy$ eH$Vmo.

* VmOr _°H$aob _mgir HIPS Q´>oO_Yo 12 {Xdg Am{U H$m~©ZS>m` Am°ŠgmB©S> d Zm`Q´>moOZ {_{lV (60:40 ̀ m à_mUmV) gwYm[aV dmVmdaUmV 21 {Xdgm§n`ªV {Q>Hy$ eH$Vo.

VmÁ`m nm°å\«o$Q>Mo n°Ho$qOJ * nm°ån\«o$Q> 16 {Xdg gmÜ`m hdm~§X

n°H$_Yo, 22 Vo 26 {Xdg ìh°Š`w_ n°H$ Am{U 2% nmoQ>°{eA_ {Q´>Q>oS> n°H$_Yo Am{U 30 {Xdg nmoQ>°{eA_ {Q´>Q>oS> ìh°Š`w_ n°H$_Yo {Q>Hy$ eH$VmV.

* VmOo nm°å\«o$Q> HIPS Q´>oO_Yo 10 {Xdg Am{U H$m~©ZS>m` Am°ŠgmB©S> d Zm`Q´>moOZ +Am°pŠgOZ {_{lV (60:35:05 `m

à_mUmV) gwYm[aV dmVmdaUmV 19 {Xdgm§n`ªV {Q>Hy$ eH$Vo.

VmÁ`m H$moi§~rMo n°Ho$qOJ * VmOr H$moi§~r (gmo{S>`_ _oQ>m~m`gë\o$Q>

30 J«°/ {H$. - 1, gm`{Q´>H$ A°{gS> 20 J«°/{H$. -1, EDT 0. 45 J«°./{H$.-1, {S>gmo{S>̀ _ S>m`-hm`S>́moOoZ nm`amo \$m°ñ\o$Q> 30 J«°./{H$. -1 Imè`m nmÊ`mV (2 {b./{H$-1 H$moi§~r)). hdm~§X n°H$ _Yo 16 {Xdg {Q>Hy$ eH$Vo Am{U ìh°Š`w_ n°H$_Yo H$mir Z nS>Vm 24 {Xdg {Q>Hy$ eH$Vo.

* gmbmMr H$moi§~r (gë\$mBQ> {Q´>Q>oS>) hr hdm~§X Q´>oO_Yo 9 {Xdg Va H$m~©ZS>m` Am°ŠgmB©S> d Zm`Q´>moOZ {_{lV (60:40 à_mUmV) gwYm[aV dmVmdaUmV 17 {Xdgm§n`ªV {Q>Hy$ eH$Vo.

emókg§MmbH$, H$m°boO Am°\$ {\$earO,S>m°. ~mimgmho~ gmd§V H$m|H$U H¥$fr {dÚmnrR>

_mgirÀ`m {H$aH$moi {dH«$sgmR>r ìh°Š`w_ n°Ho$qOJ

- _mM© 2017- _mM© 201750 51

`m V§ÌkmZmMr ì`már 1. 100 Q>r. Ama. bmoS> À`m erVH$aUmgmR>r

gmYmaU 100 bmI é. Mr ^m§S>db Jw§VdUyH$.

2. `m V§ÌkmZmMm naVmdm H$mi hm gmYmaU 2 df} BVH$m Amho.

3. ho V§ÌkmZ ImÚ, Am¡fY{Z_m©U CÚmoJ

VgoM ̂ mÁ`m, \$io d Xþ½Y nXmW©, Am¡fYo `m§À`m gmR>dUrH$aVm dmnaVm `oD$ eH$Vo.

`m V§ÌkmZ C^maUrgmR>r d CËnmXZmgmR>r bmJUmar CnH$aUo* ~mîn emofU erVH$aU g§M * ~mîn g§H$moMZ erVH$aU g§M

* erVH$aU Q>m°da * Am¡pîUH$ òmoV : ~m`mo{_WoZ/gm¡a D$Om© g§M * D$Om© {d{Z_` g§M emókàmo. S>m°. gwZrb ^mJdV, amgm`{ZH$ V§ÌkmZ {d^mJ, amgm`{ZH$ V§ÌkmZ g§ñWm, ZmWmbmb nmaoI amoS>, _mQw>§Jm, _w§~B© - 400019

gm¡. _§Oar XogmB©, àH$ën à_wIBZmoìhoeZ A°S> Q>oŠZm°bm°Or Q´>>mÝg\$a gob (E_grgrAm`E)XÿaÜdZr - 020-25709201 / 8308809417B©_ob - manjarid@mcciapune.com

darb àH$ënmÀ`m A{YH$ _m{hVrgmR>r g§nH©$ -

lr. b{bV dm`H$moio, g_Ýd`H$ (Coordinator)BZmoìhoeZ A°S> Q>oŠZm°bm°Or Q´>mÝg\$a gob (E_grgrAm`E)XÿaÜdZr - 020-25709196 B©_ob - lalitw@mcciapune.com

VmOr _mgir bdH$a Iam~ hmoÊ`mMr eŠ`Vm OmñV Agë`mZo Vr {Q>H$dÊ`mgmR>r erVH$aU ì`dñWm A{Zdm`© Amho. _mgir d H$moi§~r øm VmÁ`m AgVm§Zm Ë`mMr {dH«$s hmoVo d Vr ì`dpñWV Ado{ï>V Zgë`mZo, ~hþXm AZmamo½` nÕVrZo {dH$br OmVo. na§Vw dmT>Ë`m eharH$aUm_wio, nX-nWmdarb {dH«$sMr OmJm AmVm _moR>çm gwna_mH}$Q²gZr KoVbr Amho. AÞ gwajm hm hr øm CËnmXZ Am{U {dH«$sVrb _hËdmMm _wÔm Amho.

_mgir gma»`m Zmed§V nXmWmªMo eoë\$-bmB©\$ _`m©{XV AgÊ`mbm àm_w»`mZo XmoZ H$maUo AmhoV - dmVmdaUmVrb Am°pŠgOZMm amgm`{ZH$ n[aUm_ d hdoVrb gyú_Ord. øm XmoZ doJù`m H$maUm§_wio qH$dm `m§À`m g§`moJm_wio _mgirÀ`m EHy$U JwUdÎmoV \$aH$ nSy> eH$Vmo. erVH$aU ì`dñWm `m nXmWmªMo eoë\$-bmB©\$ Oar \$mago dmT>dy eH$br Zmhr Varhr WmoSo> \$ma bm§~dy eH$Vo. gmYmaUnUo hdoV 21% Am°pŠgOZ, 78% Zm`Q´>moOZ Am{U 0.1% nojm H$_r H$m~©Z-S>m` Am°ŠgmB©S> AgVmo.

n°Ho$O_Yo Am°pŠgOZMo à_mU H$_r H$ê$Z H$m~©Z-S>m` Am°ŠgmB©S> d Zm`Q´>moOZMo à_mU WmoSo> dmT>dyZ Zmed§V nXmWm©Mo {dH«$sH$[aVm eoë\$-bmB©\$ dmT>dVm ̀ oD$ eH$Vo.

ìh°Š`w_ Am{U _m°{S>\$mBS> A°Q>_mopñ\$`a n°Ho$qOJ (MAP) ho V§ÌkmZ Aem Zmed§V nXmWm©Mo eoë\$-bmB©\$ dmT>dy eH$Vo. dmVmdaUmVrb J°gog/hdm H$mTy>Z H$_r Vmn_mZ R>odyZ, Amamo½`Xm`H$ nÕVrZo nXmWmªMo n°Ho$qOJ d {dH«$s H$aÊ`mMo H$m_ ìh°Š`w_ n°Ho$qOJ H$aVo. ho V§ÌkmZ AmVm n°Ho$ÁS> \y$S> _mH}$Q> _Ü`o doJmZo {dñVmaV Amho. `m_wio nXmWmªMr JwUdÎmm d VmOonUm gwa{jV amhVmo d J«mhH$m§À`m Ñï>rZo hr do{ï>V CËnmXZo gmo`rMr nS>VmV.

aËZm{Jar `oWrb H$m°boO Am°\$ {\$earO V\}$ _°H$aob, nm°å\«o$Q> Am{U H$moi§~r `m§À`m {H$aH$moi {dH«$sH$[aVm ho V§ÌkmZ amOrd Jm§Yr {dkmZ d V§ÌkmZ Am`moJ, _hmamï´> gaH$ma, _w§~B© `m§À`m ghH$m`m©Zo {dH${gV H$aÊ`mV Ambo Amho._mgir n°Ho$qOJ V§ÌkmZmMo Vnerb :

`mo½` _mnmÀ`m ßbmpñQ>H$ ~°½g VgoM Q´>o _Ü`o {dH«$sgmR>r _mgir gmR>dbr OmVo. 12 _m`H«$m°Z nm°{b{WZ d 75 _m`H«$m°Z nm°br{WbrZÀ`m Mm¡H$moZr AWdm Am`VmH¥$Vr nm{H$Q>m§_Ü`o gmYmaUnUo 250-300 J«°_ _mgir n°H$ Ho$br OmVo. A»Io _mgo qH$dm _mem§Mo N>moQ>o VwH$So> H$ê$Z Vo nmÊ`mZo ñdÀN> YwdyZ n°H$ Ho$bo OmVmV. H$moi§~rhr ñdÀN> H$ê$Z Ë`mMm ImÊ`m`mo½` ^mJ ~°½O d Q´>o_Yo n°H$ Ho$bm OmVmo. 90 Vo 95 Q>¸o$ ìh°Š`w_

dmnê$Z ìh°Š`w_ _erZ À`m gmhmæ`mZo øm ~°½g hdm~§X Ho$ë`m OmVmV. {dVaUmn`ªV øm {neì`m ~\©$noQ>rV R>odë`m OmVmV. OmñV eoë\$-bmB©\$ {_idÊ`mH$aVm hr _mgir H$Yr-H$Yr 2% gmo{S>`_ AmBñQ>oQ> qH$dm nmoQ>°{eA_ gm°~}Q>À`m {_lUmV R>odbr OmVo. `m V§ÌkmZmV "hm` Bån°ŠQ> nmobrpñQ>arZ (HIPS) Q´>o dmnaÊ`mV `oVmV. _moR>o Q´>o gmYmaU 185x127x45 {_._r øm _mnmMo Va bhmZ Q´>o 128x88x40 {_._r ̀ m _mnmMo AgVmV. Q´>oMr OmS>r gmYmaU 0.5 {_._r. EdT>r AgVo. à{H«$`m Ho$bobr _mgir A»æ`m qH$dm VwH$S>çm§_Ü`o øm Q´>o_Yo gmR>dbr OmVo. ̀ m Q´>o_Ü`o Vimer {Q>í`y nona R>odbm OmVmo. Q´>oÀ`m EH$ V¥VrAm§e ^mJmV _mgir R>odbr OmVo d Cabobm XmoZ V¥Vr`m§e ^mJ hm {d{dY J°gog À`m {_lUm§Zr ^abm OmVmo. 12 ̀ w. E_. nm°{bñQ>a d 70 ̀ w. E_. nm°{b{W{bZÀ`m n°Ho$qOJ {\$ë__Yo ho Q´>oO hdm~§X Ho$bo OmVmV. Z§Va 2.0 nr.nr.E_. W§S> Šbmo[aZoQ>oS> nmÊ`mV ñdÀN> Ho$bo OmVmV. J°gMo KZ\$i Am{U _mgirMo dOZ `m§Mo à_mU gmYmaU 2:1 Ago R>odbo OmVo. _mgir d H$m~©ZS>m` Am°ŠgmB©S>, Zm`Q´>moOZ Am{U Am°pŠgOZ `m§Mo {_lU øm Q´>oO_Yo hdm~§X H$aÊ`mH$aVm S-220MP ho MAP ho _erZ dmnabo OmVo. `m J°gogÀ`m {_lUmMr aMZm MAP _erZMo J°g {_Šga dmnê$Z H$aÊ`mV `oVo. _°H$aob Am{U H$moi§~r `m§À`m hdm~§X n°Ho$qOJgmR>r H$m~©ZS>m` Am°ŠgmB©S> Am{U Zm`Q´>moOZMo à_mU 60:40 Ago R>odÊ`mV `oVo. nm°å\«o$Q>gmR>r H$m~©ZS>m` Am°ŠgmB©S> + Zm`Q´ > m oOZ + Am°pŠgOZ Mo à_mU 60:35:05 Ago R>odÊ`mV ̀ oVo.

bjUr` d¡{eð>`o:VmÁ`m _°H$aob Mo n°qH$J * hr _mgir 17 {Xdg hdm~§X n°H$_Yo,

21 {Xdg ìh°Š`w_ n°H$_Yo d 25 {Xdg 2% gmo{S>`_ AgoQ> {Q´>Q>oS> Aer {Q>H$Vo. gmo{S>`_ AgoQ> {Q´>Q>oS> ìh°Š`w_ n°H$Mm Z_wZm 30 {Xdg {Q>Hy$ eH$Vmo.

* VmOr _°H$aob _mgir HIPS Q´>oO_Yo 12 {Xdg Am{U H$m~©ZS>m` Am°ŠgmB©S> d Zm`Q´>moOZ {_{lV (60:40 ̀ m à_mUmV) gwYm[aV dmVmdaUmV 21 {Xdgm§n`ªV {Q>Hy$ eH$Vo.

VmÁ`m nm°å\«o$Q>Mo n°Ho$qOJ * nm°ån\«o$Q> 16 {Xdg gmÜ`m hdm~§X

n°H$_Yo, 22 Vo 26 {Xdg ìh°Š`w_ n°H$ Am{U 2% nmoQ>°{eA_ {Q´>Q>oS> n°H$_Yo Am{U 30 {Xdg nmoQ>°{eA_ {Q´>Q>oS> ìh°Š`w_ n°H$_Yo {Q>Hy$ eH$VmV.

* VmOo nm°å\«o$Q> HIPS Q´>oO_Yo 10 {Xdg Am{U H$m~©ZS>m` Am°ŠgmB©S> d Zm`Q´>moOZ +Am°pŠgOZ {_{lV (60:35:05 `m

à_mUmV) gwYm[aV dmVmdaUmV 19 {Xdgm§n`ªV {Q>Hy$ eH$Vo.

VmÁ`m H$moi§~rMo n°Ho$qOJ * VmOr H$moi§~r (gmo{S>`_ _oQ>m~m`gë\o$Q>

30 J«°/ {H$. - 1, gm`{Q´>H$ A°{gS> 20 J«°/{H$. -1, EDT 0. 45 J«°./{H$.-1, {S>gmo{S>̀ _ S>m`-hm`S>́moOoZ nm`amo \$m°ñ\o$Q> 30 J«°./{H$. -1 Imè`m nmÊ`mV (2 {b./{H$-1 H$moi§~r)). hdm~§X n°H$ _Yo 16 {Xdg {Q>Hy$ eH$Vo Am{U ìh°Š`w_ n°H$_Yo H$mir Z nS>Vm 24 {Xdg {Q>Hy$ eH$Vo.

* gmbmMr H$moi§~r (gë\$mBQ> {Q´>Q>oS>) hr hdm~§X Q´>oO_Yo 9 {Xdg Va H$m~©ZS>m` Am°ŠgmB©S> d Zm`Q´>moOZ {_{lV (60:40 à_mUmV) gwYm[aV dmVmdaUmV 17 {Xdgm§n`ªV {Q>Hy$ eH$Vo.

emókg§MmbH$, H$m°boO Am°\$ {\$earO,S>m°. ~mimgmho~ gmd§V H$m|H$U H¥$fr {dÚmnrR>

_mgirÀ`m {H$aH$moi {dH«$sgmR>r ìh°Š`w_ n°Ho$qOJ

- _mM© 2017- _mM© 201752 53

Huned Contractor

Through the Looking Glass

A vehicle's windshield is one of the most important components and recent technological developments have paved the way for a variety of glass products that add to the safety and comfort of your car or commercial vehicle. Huned Contractor interviews Vikram Khanna, CMO, CIO, Asahi India Glass Limited, one of the biggest windshield glass manufacturers of India.

Asahi India Glass Ltd. (AIS) is India's leading integrated glass solutions company and a dominant player both in the automotive glass and architectural glass segments. I t commands over 70% share in the Indian automotive glass market. The company provides end-to-end solutions right from manufacturing of glass, processing, fabrication and installation services. It is a sand-to-solutions organisation offering varied types of glass products and services for institutional buyers as well as retail customers. Excerpts from the interview:

Could you provide a brief overview of A s a h i I n d i a G l a s s L i m i t e d ' s operations in India?

Asahi India Glass Limited (AIS) was established as a tripartite joint venture between Maruti Suzuki, Asahi Glass

and Labroo and Associates in the year 1985. It started with the prime objective of providing international quality automotive safety glass to the rapidly expanding automobile industry in India. AIS has grown from a one-customer one-plant set-up to being one of the largest integrated glass companies in India, manufacturing a wide range of automotive safety glass, float glass, architectural processed glass and glass products spanning across the entire glass value chain.

Over the years, AIS' automotive glass has expanded from a single location manufacturing company into one with multiple production and assembling facilities across different regions of India. Much of this growth was necess i ta ted by cus tomer requirements; it was important to be

l o c a t e d c l o s e t o c u s t o m e r s ' manufacturing facilities to provide seamless service and effective delivery. Today, we have four state-of-the-art production facilities at Bawal (Haryana), Roorkee (Uttarakhand), Chennai (Tamil Nadu), and Taloja (Maharashtra) along with three sub-assemblies-cum-warehouses at Bangalore (Karnataka), H a l o l ( G u j a r a t ) a n d P u n e (Maharashtra).

AIS is the most trusted supplier to the lead ing or ig ina l equ ipment m a n u f a c t u r e r s ( O E M s ) i n t h e passenger car, commercial vehicle (trucks and buses), railways, metro coaches, tractors, and off-highway segments. The widest range of glass products available in the automotive sector in India today is from AIS and

includes not just laminated windshields and tempered glass for sidelights and backlights but also a host of sub-assembly and value-added products like defogger glass, acoustic glass, encapsulated glass, etc. and innovative products like plug-in windows, water-repel lant g lass and rain-sensor windscreen, to name a few.

What are the new technologies that the company has incorporated in windshield glass?

For the future, the focus is on value-added products which offer thermal comfort, noise reduction, reduction in fuel consumption, and design/visibility enhancement along with functional displays. Across all OEMs, reduction in car weight is also of prime importance and hence ultra-thin windshield glasses with tougher specs of quality are expected to be used in future car models. We may also see introduction of other value-added products like solar glass, acoustic windscreen, IR cut PVB windshield, IR cut acoustic PVB windshield, and UV cut glasses in the entry level Indian passenger car

models. Currently these high-end technology products are available only in the niche segments.

Could you elaborate about acoustic and solar glass for windshields?

This is a high-performance car glass that is made by sandwiching two panels of glass with a special PVB interlayer having a high-dampening material. This blocks high frequency sound waves and dampens the acoustic and mechanical vibrations. The key benefits are that it s igni f icant ly reduces noise and vibrations inside the car cabin and reduces driver fatigue and offers better comfor t fo r the d r i ve r and the passengers. The lower noise in cabin results in enhanced experience to enjoy music, conversations and phone calls.

Meanwhile, haven't we all wished for a glass that improved fuel efficiency while keeping the interiors cooler? For example, have you ever wished your car cooled faster on hot summer days or wouldn't it be better if your car interior didn't heat up so much when parked under the sun? The IR cut laminated

glass is built with a special PVB interlayer. This interlayer has a special additive that blocks the sun's heat and prevents it from entering the car. Solar control glass which is used for sidelights and backlights has a metal oxide ingredient which blocks the sun's heat. The key benefits are that even if the car is parked under the sun, it ensures faster cooling of the cabin to a comfortable temperature. It also imp roves t he a i r - cond i t i one r ' s performance due to less heat transfer from outside and ensures longer life of seat covers due to reduced heat.

What are the trends for the future?There has been a lot of research and

development in this field. For example, wouldn't it be cool if you could view your navigation information sharp and clear on your windshield itself? It is now possible. The dashboard information is projected right on the windshield through an in-built projector in the car's console. The glass is built with a wedge-shaped PVB film that is thin towards the bottom and thick on the top. This provides better clarity and avoids a

- _mM© 2017- _mM© 201752 53

Huned Contractor

Through the Looking Glass

A vehicle's windshield is one of the most important components and recent technological developments have paved the way for a variety of glass products that add to the safety and comfort of your car or commercial vehicle. Huned Contractor interviews Vikram Khanna, CMO, CIO, Asahi India Glass Limited, one of the biggest windshield glass manufacturers of India.

Asahi India Glass Ltd. (AIS) is India's leading integrated glass solutions company and a dominant player both in the automotive glass and architectural glass segments. I t commands over 70% share in the Indian automotive glass market. The company provides end-to-end solutions right from manufacturing of glass, processing, fabrication and installation services. It is a sand-to-solutions organisation offering varied types of glass products and services for institutional buyers as well as retail customers. Excerpts from the interview:

Could you provide a brief overview of A s a h i I n d i a G l a s s L i m i t e d ' s operations in India?

Asahi India Glass Limited (AIS) was established as a tripartite joint venture between Maruti Suzuki, Asahi Glass

and Labroo and Associates in the year 1985. It started with the prime objective of providing international quality automotive safety glass to the rapidly expanding automobile industry in India. AIS has grown from a one-customer one-plant set-up to being one of the largest integrated glass companies in India, manufacturing a wide range of automotive safety glass, float glass, architectural processed glass and glass products spanning across the entire glass value chain.

Over the years, AIS' automotive glass has expanded from a single location manufacturing company into one with multiple production and assembling facilities across different regions of India. Much of this growth was necess i ta ted by cus tomer requirements; it was important to be

l o c a t e d c l o s e t o c u s t o m e r s ' manufacturing facilities to provide seamless service and effective delivery. Today, we have four state-of-the-art production facilities at Bawal (Haryana), Roorkee (Uttarakhand), Chennai (Tamil Nadu), and Taloja (Maharashtra) along with three sub-assemblies-cum-warehouses at Bangalore (Karnataka), H a l o l ( G u j a r a t ) a n d P u n e (Maharashtra).

AIS is the most trusted supplier to the lead ing or ig ina l equ ipment m a n u f a c t u r e r s ( O E M s ) i n t h e passenger car, commercial vehicle (trucks and buses), railways, metro coaches, tractors, and off-highway segments. The widest range of glass products available in the automotive sector in India today is from AIS and

includes not just laminated windshields and tempered glass for sidelights and backlights but also a host of sub-assembly and value-added products like defogger glass, acoustic glass, encapsulated glass, etc. and innovative products like plug-in windows, water-repel lant g lass and rain-sensor windscreen, to name a few.

What are the new technologies that the company has incorporated in windshield glass?

For the future, the focus is on value-added products which offer thermal comfort, noise reduction, reduction in fuel consumption, and design/visibility enhancement along with functional displays. Across all OEMs, reduction in car weight is also of prime importance and hence ultra-thin windshield glasses with tougher specs of quality are expected to be used in future car models. We may also see introduction of other value-added products like solar glass, acoustic windscreen, IR cut PVB windshield, IR cut acoustic PVB windshield, and UV cut glasses in the entry level Indian passenger car

models. Currently these high-end technology products are available only in the niche segments.

Could you elaborate about acoustic and solar glass for windshields?

This is a high-performance car glass that is made by sandwiching two panels of glass with a special PVB interlayer having a high-dampening material. This blocks high frequency sound waves and dampens the acoustic and mechanical vibrations. The key benefits are that it s igni f icant ly reduces noise and vibrations inside the car cabin and reduces driver fatigue and offers better comfor t fo r the d r i ve r and the passengers. The lower noise in cabin results in enhanced experience to enjoy music, conversations and phone calls.

Meanwhile, haven't we all wished for a glass that improved fuel efficiency while keeping the interiors cooler? For example, have you ever wished your car cooled faster on hot summer days or wouldn't it be better if your car interior didn't heat up so much when parked under the sun? The IR cut laminated

glass is built with a special PVB interlayer. This interlayer has a special additive that blocks the sun's heat and prevents it from entering the car. Solar control glass which is used for sidelights and backlights has a metal oxide ingredient which blocks the sun's heat. The key benefits are that even if the car is parked under the sun, it ensures faster cooling of the cabin to a comfortable temperature. It also imp roves t he a i r - cond i t i one r ' s performance due to less heat transfer from outside and ensures longer life of seat covers due to reduced heat.

What are the trends for the future?There has been a lot of research and

development in this field. For example, wouldn't it be cool if you could view your navigation information sharp and clear on your windshield itself? It is now possible. The dashboard information is projected right on the windshield through an in-built projector in the car's console. The glass is built with a wedge-shaped PVB film that is thin towards the bottom and thick on the top. This provides better clarity and avoids a

- _mM© 2017- _mM© 201754 55

blurred image that usually occurs in a standard windshield. This allows the driver to stay focused on the road and at the same time check dashboard information for speed, fuel, navigation, etc. It thereby improves driver comfort and enhances safety.

Further, driving through heavy rains is a very risky task. Therefore there always has been a demand for glass that can provide better clarity during such situations. The water-repellent glass for side windows is built with a special hydrophobic coating that increases the angle of contact to prevent water from spreading on to the surface. This ensures that the water droplets slide off and do not leave any marks on the glass. Then there is glass that can melt snow. The heated windshields use very fine, almost invisible, heatable tungsten wires, embedded on the PVB interlayer film that are heated by the car battery. It helps in defogging and removing of the snow deposits. Further, there is glass that acts as a sunscreen. This is to

prevent the harmful effects of UV rays that penetrate the inner skin and cause long-term damage. The UV cut glass is a high performance glass manufactured with special additives that block UV rays and heat from the sun.

What is the connection between Windshield Experts and AIS? Is the former a subsidiary company? What are the facil i t ies or expertise provided by Windshield Experts?

While looking to explore possibilities b e y o n d a u t o m o t i v e g l a s s manufacturing, AIS saw an opportunity in the automotive glass repair and replacement business. This led to the conceptual izat ion of Windshield Experts – an entity solely dedicated towards repair and replacement of automotive glass. It is India's premier service provider for automotive glass repair and replacement and has 65 stores across 32 cities. The company provides a fast, world-class service with warranty and has become a preferred choice for corporate, fleets and car owners.

Windshield Experts provides its customers a wide portfolio of services and offers an inventory covering both Indian and imported cars. In partnership with leading insurance companies, Windshield Experts also offers cashless services to customers, making it easy for car owners to get instant access to a wider range of expert services. The company also provides value-added services l ike battery check and rep lacemen t , w ipe r check and replacement, car detailing services, and car care products. All services follow international safety norms as prescribed by Automotive Glazing Europe (AGE) and all parts used are as per OE s p e c i f i c a t i o n s . O n l y i n d u s t r y -recommended PU adhesive is used, not s i l i cone or low qual i ty s i l i cone substitutes branded as PU.

----------------------------------------------------Huned Contractor, E-402, Kumar Pragati, Off NIBM Road, Opp Kumar Homes, Kondhwa, Pune 48Tel: 7756851467hunedc@gmail.com

MCCIA News

Training Programme on New Self Certification Scheme for availing GSP benefits for Exports to European Union

The Office of Joint Director General of Foreign Trade, Pune and the Chamber had jointly organised a

thTraining Programme on EU GSP on 9 February 2017. Mr A. Bipin Menon, Director RMTR Division and Mr. Sanjay Chaurasia, Under Secretary, Ministry of Commerce and Industry, Government of India addressed the participants on this occasion. This was a Special Training Programme which benefitted the exporters to EU countries as the Senior officials enlightened the participants about : ■ The background■ Fundamental principles■ Pre-requisites■ Documentation and ■ Procedure for New EU GSP Scheme. According to the Scheme, the specified Exporters who avail of the Generalised System of Preferences are required to register themselves and migrate to a System of Self Certification within a period of one year instead of avail ing the Certif icate from the designated agencies of Government of India (Offices of Joint Director General of Foreign Trade and Export Inspection Agency in Pune). The Scheme is applicable to:■ Exporters to EU with value of

consignment > € 6000■ T r a d e r s f r o m E U , N o r w a y,

Switzerland who supply under regional cumulation to India with consignment > € 6000

Exporters must have REX number which can be obtained only after registration.

Major Developments which the Exporters to EU should keep in mind:■ India has notified that the Scheme

would come into effect f rom 1.1.2017.

■ India has a 12 month transition period until 1 January, 2018 to use

rdboth systems of 3 party certification (Form A) and self certification.

■ Self certification applicable for all exporters who intend to export to EU under GSP and they need to get themselves registered

■ Pub l i c No t i ce No . 51 da ted

30.12.2016 issued by D G F T provides details of the scheme.

■ Registration of all eligible exporters would need to be done by Local Users for Registration in the REX (Registered Exporter) System

■ Covers all products excepting those < € 6000 for whom a REX number is not required.

■ Exporters would issue a “statement on origin” under the scheme

Application to become a Registered Exporter1. Application to become a registered

exporter for the purpose of schemes of generalised tariff preferences of the European Union, Norway, Switzerland and Turkey is common.

2. The exporter fills in (electronically/on paper) an application and submits it signed to his competent authorities (Art. 86)

3. If the application is complete, competent authorities encode it in the REX system, assign a REX number, a registration date and a validity date

4. Competent authorities inform the exporter of the registration or non-registration

Pre Application Process■ Exporters in beneficiary countries

will have the possibility to pre-encode their application

■ Application will be available on stand alone basis on internet...

■ Only one registration required per exporter.

An exporter is automatically registered for the GSP schemes of the EU, Norway and Switzerland if the country is in those GSP schemes (Art. 86(3)). These countries apply same GSP Rules of Origin as the EU: collaboration■ Exporters in BC always need to

send a paper copy of the application with hand-written signature (Annex 22-06)

■ Competent Authorities can retrieve pre-application without having to re-encode the data

■ Registration of an exporter is an one-time operation

■ Registration is free of charge

Registration Process ■ Exporters will apply to Local Units

( d e s i g n a t e d A u t h o r i t i e s o f Government of India or nominated Agencies) for Registration (REG) in approved format.

■ Local Units for REG will examine documents to verify the exporter.

■ Local Units for REG would generate the REX number which is to be used on “statement on origin”

Registration Number (REX)■ starts with country code (2 letters) IN

REX Limit is 30 digits■ A s s i g n e d b y C o m p e t e n t

Authorities-e.g IEC (3596003229) followed by -- -- ■ Should be unique in the beneficiary

country■ The same number should not be

assigned to several exporters■ Date of registration is when the

registration is done by Competent Authorities

■ Registration is valid from the date when the complete application of the exporter is received

The Exporters Data while registration to the designated Authority will include:■ Exporter In format ion (Name,

Address, Contact no.)■ E x p o r t e r C o n t a c t P e r s o n

Information■ Exporter Activities: Production or

Trading■ Description of Goods: at least HS 2

digit■ Undertakings to be given by

Exporter■ Prior specific and informed consent

of the exporter to publication of the data

■ To be signed by authorised signatory■ Verification and Registration by

Local Users for REG

The Statement of Origin at the time of Exports will focus on the following elements: The exporter (Rex No. of registered exporter – unless value < € 6000) of the products covered by this document declares that, except where other

- _mM© 2017- _mM© 201754 55

blurred image that usually occurs in a standard windshield. This allows the driver to stay focused on the road and at the same time check dashboard information for speed, fuel, navigation, etc. It thereby improves driver comfort and enhances safety.

Further, driving through heavy rains is a very risky task. Therefore there always has been a demand for glass that can provide better clarity during such situations. The water-repellent glass for side windows is built with a special hydrophobic coating that increases the angle of contact to prevent water from spreading on to the surface. This ensures that the water droplets slide off and do not leave any marks on the glass. Then there is glass that can melt snow. The heated windshields use very fine, almost invisible, heatable tungsten wires, embedded on the PVB interlayer film that are heated by the car battery. It helps in defogging and removing of the snow deposits. Further, there is glass that acts as a sunscreen. This is to

prevent the harmful effects of UV rays that penetrate the inner skin and cause long-term damage. The UV cut glass is a high performance glass manufactured with special additives that block UV rays and heat from the sun.

What is the connection between Windshield Experts and AIS? Is the former a subsidiary company? What are the facil i t ies or expertise provided by Windshield Experts?

While looking to explore possibilities b e y o n d a u t o m o t i v e g l a s s manufacturing, AIS saw an opportunity in the automotive glass repair and replacement business. This led to the conceptual izat ion of Windshield Experts – an entity solely dedicated towards repair and replacement of automotive glass. It is India's premier service provider for automotive glass repair and replacement and has 65 stores across 32 cities. The company provides a fast, world-class service with warranty and has become a preferred choice for corporate, fleets and car owners.

Windshield Experts provides its customers a wide portfolio of services and offers an inventory covering both Indian and imported cars. In partnership with leading insurance companies, Windshield Experts also offers cashless services to customers, making it easy for car owners to get instant access to a wider range of expert services. The company also provides value-added services l ike battery check and rep lacemen t , w ipe r check and replacement, car detailing services, and car care products. All services follow international safety norms as prescribed by Automotive Glazing Europe (AGE) and all parts used are as per OE s p e c i f i c a t i o n s . O n l y i n d u s t r y -recommended PU adhesive is used, not s i l i cone or low qual i ty s i l i cone substitutes branded as PU.

----------------------------------------------------Huned Contractor, E-402, Kumar Pragati, Off NIBM Road, Opp Kumar Homes, Kondhwa, Pune 48Tel: 7756851467hunedc@gmail.com

MCCIA News

Training Programme on New Self Certification Scheme for availing GSP benefits for Exports to European Union

The Office of Joint Director General of Foreign Trade, Pune and the Chamber had jointly organised a

thTraining Programme on EU GSP on 9 February 2017. Mr A. Bipin Menon, Director RMTR Division and Mr. Sanjay Chaurasia, Under Secretary, Ministry of Commerce and Industry, Government of India addressed the participants on this occasion. This was a Special Training Programme which benefitted the exporters to EU countries as the Senior officials enlightened the participants about : ■ The background■ Fundamental principles■ Pre-requisites■ Documentation and ■ Procedure for New EU GSP Scheme. According to the Scheme, the specified Exporters who avail of the Generalised System of Preferences are required to register themselves and migrate to a System of Self Certification within a period of one year instead of avail ing the Certif icate from the designated agencies of Government of India (Offices of Joint Director General of Foreign Trade and Export Inspection Agency in Pune). The Scheme is applicable to:■ Exporters to EU with value of

consignment > € 6000■ T r a d e r s f r o m E U , N o r w a y,

Switzerland who supply under regional cumulation to India with consignment > € 6000

Exporters must have REX number which can be obtained only after registration.

Major Developments which the Exporters to EU should keep in mind:■ India has notified that the Scheme

would come into effect f rom 1.1.2017.

■ India has a 12 month transition period until 1 January, 2018 to use

rdboth systems of 3 party certification (Form A) and self certification.

■ Self certification applicable for all exporters who intend to export to EU under GSP and they need to get themselves registered

■ Pub l i c No t i ce No . 51 da ted

30.12.2016 issued by D G F T provides details of the scheme.

■ Registration of all eligible exporters would need to be done by Local Users for Registration in the REX (Registered Exporter) System

■ Covers all products excepting those < € 6000 for whom a REX number is not required.

■ Exporters would issue a “statement on origin” under the scheme

Application to become a Registered Exporter1. Application to become a registered

exporter for the purpose of schemes of generalised tariff preferences of the European Union, Norway, Switzerland and Turkey is common.

2. The exporter fills in (electronically/on paper) an application and submits it signed to his competent authorities (Art. 86)

3. If the application is complete, competent authorities encode it in the REX system, assign a REX number, a registration date and a validity date

4. Competent authorities inform the exporter of the registration or non-registration

Pre Application Process■ Exporters in beneficiary countries

will have the possibility to pre-encode their application

■ Application will be available on stand alone basis on internet...

■ Only one registration required per exporter.

An exporter is automatically registered for the GSP schemes of the EU, Norway and Switzerland if the country is in those GSP schemes (Art. 86(3)). These countries apply same GSP Rules of Origin as the EU: collaboration■ Exporters in BC always need to

send a paper copy of the application with hand-written signature (Annex 22-06)

■ Competent Authorities can retrieve pre-application without having to re-encode the data

■ Registration of an exporter is an one-time operation

■ Registration is free of charge

Registration Process ■ Exporters will apply to Local Units

( d e s i g n a t e d A u t h o r i t i e s o f Government of India or nominated Agencies) for Registration (REG) in approved format.

■ Local Units for REG will examine documents to verify the exporter.

■ Local Units for REG would generate the REX number which is to be used on “statement on origin”

Registration Number (REX)■ starts with country code (2 letters) IN

REX Limit is 30 digits■ A s s i g n e d b y C o m p e t e n t

Authorities-e.g IEC (3596003229) followed by -- -- ■ Should be unique in the beneficiary

country■ The same number should not be

assigned to several exporters■ Date of registration is when the

registration is done by Competent Authorities

■ Registration is valid from the date when the complete application of the exporter is received

The Exporters Data while registration to the designated Authority will include:■ Exporter In format ion (Name,

Address, Contact no.)■ E x p o r t e r C o n t a c t P e r s o n

Information■ Exporter Activities: Production or

Trading■ Description of Goods: at least HS 2

digit■ Undertakings to be given by

Exporter■ Prior specific and informed consent

of the exporter to publication of the data

■ To be signed by authorised signatory■ Verification and Registration by

Local Users for REG

The Statement of Origin at the time of Exports will focus on the following elements: The exporter (Rex No. of registered exporter – unless value < € 6000) of the products covered by this document declares that, except where other

- _mM© 2017- _mM© 201756 57

otherwise clearly indicated, these products are of Indian preferential origin according to rules of origin of the Generalised System of Preferences of the European Union and that of the origin criterion met is■ “P” = products wholly obtained ■ “W”HS4 digit ■ “ E U c u m u l a t i o n ” / “ N o r w a y

c u m u l a t i o n ” / “ S w i t z e r l a n d cumulation”/ “Turkey cumulation”

■ “regional cumulation” The Threshold limit of Self Certification for Export consignments to EU is:

■ General Rule : If consignment value < €6000, then the REX number is not required in the 'statement on origin'

■ Multiple invoices for a single c o n s i g n m e n t : I f t h e t o t a l consignment value is > € 6000, a REX number would be required

■ Multiple consignments in a single invoice: If the total value of all consignments is > € 6000, then a REX number is required.

On this occasion Ms. Mamata Rani, Deputy Director – Export Inspection Agency, Pune made a presentation abou t the p rocedure to ob ta in Registration number for the new Scheme.

The officials also made a Presentation about the Impact Analysis of India's Free Trade Agreements and advised the Exporters to use the Preferential Tariff a r r a n g e m e n t s w i t h c e r t a i n countries/Trade Blocks more effectively.

Important Links for EU GSP Self Certification Scheme are :https://customs.ec.europa.eu/rex-pa-

ui/ for Pre -registrationhttps://webgate.ec.Europa.eu/cas/ forECAS ID creationhttps://webgate.ec.europa.eu/xenos/ui/xenos/ for Local Administratorhttps://customs.ec.europa.eu/rex-bc-ui/ for Local Userhttps://ec.europa.eu/taxation_customs/index_en for Checking REX numberhttps://ec.europa.eu/taxation_customs/b u s i n e s s / c a l c u l a t i o n - c u s t o m s -duties/rules-origin/general-aspects-preferential-origin/arrangements-list/generalised-system-preferences/ for Information on REXhttp://ec.europa.eu/taxation_customs/eu-training/general-overview/download-portal-eu-customs-taxation-elearning-courses_enfor E-training Module

■■■

Dear readers, It has been our constant endeavor to bring in new features to enhance and enrich the readership experience. In line with this, we are pleased to present a new monthly feature in form of a puzzle. Readers may mail us the answer on and pramodp@mcciapune.comcorrect answer will be eligible for a prize. In case more than one correct answer is received, the winner will be decided through a Lucky Draw.

- Editor

Answer to the quiz February 20171. Which letter/alphabet is repeated maximum number of

times in the above para? E2. Which alphabets is not used in the above para? j, x, z

Winner of the February 2017 PuzzleMrs prema gopala krishnan

13 profile avenue 11 aundh road pune 411920PUZZLE - Rajiv Tulpule, www.retco.in

www.speakerskonnect.com

MARCH 2017 Puzzle

We request you to send your feedback on this Issue and suggestions to :Mr. Sudhanwa Kopardekar, Director-MCCIA over email : sudhanwak@mcciapune.com, Tel. : 020-25709211 or

Mr. Pramod Potbhare, Manager-MCCIA over email : , Tel. : 020-25709222pramodp@mcciapune.com

In a gala awards ceremony in New Delhi, Dr. Abhay Firodia, chairman of Pune-based Force Motors Limited, was awarded the Entrepreneur of the Year (EoY) India Award 2016 in the Business Transformation category. Sponsored by global professional services organisation, Ernst & Young, Dr. Firodia was handed over the award by Mrs. Zarin Daruwala, Standard Chartered Bank India CEO, amidst a gathering of India's leading entrepreneurs, business icons, investors and government leaders.

Mr. Piyush Goyal, Minister of State with Independent Charge for Power, Coal and Renewable Energy and Smt. Nirmala Sitharaman, Minister of State with Independent Charge for Commerce and Industry were the guests of honour and felicitated other finalists and winners of EOY 2016 India Awards.

Dr. Firodia was selected from amongst 16 other finalists for his exemplary contribution to the automotive industry and for his inspirational and innovative achievements.

The EoY India award selection committee included a distinguished nine member independent jury, led by Dilip Shanghvi, Managing Director, Sun Pharmaceuticals Industries. The 17 finalists, shortlisted from amongst 250 nominations, were judged on various criteria such as growth in turnover, profit, employee numbers, together with factors such as leadership, degree of innovation, development of creative and ingenious production and marketing and extent of expansion into national and international markets.

Recipient of the 'Cross of the Order of Merit' of the Federal Republic of Germany (2012) - the highest honour awarded to individuals for their exemplary services to Germany, Dr. Firodia stated, “I am extremely honoured to receive this award.

Backed by the Gandhian vision of transformation at the grass-root level, Force Motors was established with a commitment to build a modern India through industrialisation. It is with this belief that Force Motors has been active in developing utilitarian, low cost, mass transport vehicles for the common man for over 60 years. We strive to earn customer confidence by combining our ability to anticipate customer requirements with the ability to innovate through our design, engineering excellence and full spectrum of technologies, in-house. The Auto-rickshaw, the Tempo, the Traveller etc. stand as a corroboration of this. We take pride in our ability to help people achieve their business goals - big or small - through our vehicles.

I would also like to take this opportunity to congratulate my f e l l o w a w a r d e e s . I h a v e a l w a y s b e l i e v e d t h a t entrepreneurship is the key to economic development of a country and I am proud to be amongst those who are taking India to the next level.”

- _mM© 2017- _mM© 201756 57

otherwise clearly indicated, these products are of Indian preferential origin according to rules of origin of the Generalised System of Preferences of the European Union and that of the origin criterion met is■ “P” = products wholly obtained ■ “W”HS4 digit ■ “ E U c u m u l a t i o n ” / “ N o r w a y

c u m u l a t i o n ” / “ S w i t z e r l a n d cumulation”/ “Turkey cumulation”

■ “regional cumulation” The Threshold limit of Self Certification for Export consignments to EU is:

■ General Rule : If consignment value < €6000, then the REX number is not required in the 'statement on origin'

■ Multiple invoices for a single c o n s i g n m e n t : I f t h e t o t a l consignment value is > € 6000, a REX number would be required

■ Multiple consignments in a single invoice: If the total value of all consignments is > € 6000, then a REX number is required.

On this occasion Ms. Mamata Rani, Deputy Director – Export Inspection Agency, Pune made a presentation abou t the p rocedure to ob ta in Registration number for the new Scheme.

The officials also made a Presentation about the Impact Analysis of India's Free Trade Agreements and advised the Exporters to use the Preferential Tariff a r r a n g e m e n t s w i t h c e r t a i n countries/Trade Blocks more effectively.

Important Links for EU GSP Self Certification Scheme are :https://customs.ec.europa.eu/rex-pa-

ui/ for Pre -registrationhttps://webgate.ec.Europa.eu/cas/ forECAS ID creationhttps://webgate.ec.europa.eu/xenos/ui/xenos/ for Local Administratorhttps://customs.ec.europa.eu/rex-bc-ui/ for Local Userhttps://ec.europa.eu/taxation_customs/index_en for Checking REX numberhttps://ec.europa.eu/taxation_customs/b u s i n e s s / c a l c u l a t i o n - c u s t o m s -duties/rules-origin/general-aspects-preferential-origin/arrangements-list/generalised-system-preferences/ for Information on REXhttp://ec.europa.eu/taxation_customs/eu-training/general-overview/download-portal-eu-customs-taxation-elearning-courses_enfor E-training Module

■■■

Dear readers, It has been our constant endeavor to bring in new features to enhance and enrich the readership experience. In line with this, we are pleased to present a new monthly feature in form of a puzzle. Readers may mail us the answer on and pramodp@mcciapune.comcorrect answer will be eligible for a prize. In case more than one correct answer is received, the winner will be decided through a Lucky Draw.

- Editor

Answer to the quiz February 20171. Which letter/alphabet is repeated maximum number of

times in the above para? E2. Which alphabets is not used in the above para? j, x, z

Winner of the February 2017 PuzzleMrs prema gopala krishnan

13 profile avenue 11 aundh road pune 411920PUZZLE - Rajiv Tulpule, www.retco.in

www.speakerskonnect.com

MARCH 2017 Puzzle

We request you to send your feedback on this Issue and suggestions to :Mr. Sudhanwa Kopardekar, Director-MCCIA over email : sudhanwak@mcciapune.com, Tel. : 020-25709211 or

Mr. Pramod Potbhare, Manager-MCCIA over email : , Tel. : 020-25709222pramodp@mcciapune.com

In a gala awards ceremony in New Delhi, Dr. Abhay Firodia, chairman of Pune-based Force Motors Limited, was awarded the Entrepreneur of the Year (EoY) India Award 2016 in the Business Transformation category. Sponsored by global professional services organisation, Ernst & Young, Dr. Firodia was handed over the award by Mrs. Zarin Daruwala, Standard Chartered Bank India CEO, amidst a gathering of India's leading entrepreneurs, business icons, investors and government leaders.

Mr. Piyush Goyal, Minister of State with Independent Charge for Power, Coal and Renewable Energy and Smt. Nirmala Sitharaman, Minister of State with Independent Charge for Commerce and Industry were the guests of honour and felicitated other finalists and winners of EOY 2016 India Awards.

Dr. Firodia was selected from amongst 16 other finalists for his exemplary contribution to the automotive industry and for his inspirational and innovative achievements.

The EoY India award selection committee included a distinguished nine member independent jury, led by Dilip Shanghvi, Managing Director, Sun Pharmaceuticals Industries. The 17 finalists, shortlisted from amongst 250 nominations, were judged on various criteria such as growth in turnover, profit, employee numbers, together with factors such as leadership, degree of innovation, development of creative and ingenious production and marketing and extent of expansion into national and international markets.

Recipient of the 'Cross of the Order of Merit' of the Federal Republic of Germany (2012) - the highest honour awarded to individuals for their exemplary services to Germany, Dr. Firodia stated, “I am extremely honoured to receive this award.

Backed by the Gandhian vision of transformation at the grass-root level, Force Motors was established with a commitment to build a modern India through industrialisation. It is with this belief that Force Motors has been active in developing utilitarian, low cost, mass transport vehicles for the common man for over 60 years. We strive to earn customer confidence by combining our ability to anticipate customer requirements with the ability to innovate through our design, engineering excellence and full spectrum of technologies, in-house. The Auto-rickshaw, the Tempo, the Traveller etc. stand as a corroboration of this. We take pride in our ability to help people achieve their business goals - big or small - through our vehicles.

I would also like to take this opportunity to congratulate my f e l l o w a w a r d e e s . I h a v e a l w a y s b e l i e v e d t h a t entrepreneurship is the key to economic development of a country and I am proud to be amongst those who are taking India to the next level.”

- _mM© 2017- _mM© 201758 59

S>m°. {XnH$ {eH$manya ho EH$ ~hþAm`m_r ì`{º$_Ëd Amh o. _m{hVr V §ÌkmZ, A{^`m § {ÌH$s, {ejU, ì`dñWmnZ, CÚmoOH$Vm Aem {d{dY joÌmV Ë`m§Mm _wº$ g§Mma AgVmo. gm_m{OH$ joÌmVhr Ë`m§Mo `moJXmZ Amho. gigiUmam CËgmh d AI§S> > Zm{dÝ`mMm emoY Ë`m§Zm ñdñW ~gy XoV Zmhr. J«m_rU ^mJmVrb {dÚmÏ`mªgmR>r {deofV: _amR>rV {bImU H$aUo hm Ë`m§Zr KoVbobm dgm Amho. g_mOmVrb Cno{jV KQ>H$m§gmR>r Cn`wº$ Ago {bImU Vo H$aVmV.

"Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZ' ho Ë`m§Mo 35 do nwñVH$ Amho. ho N>moQ>oImZr nwñVH$ Oo_Vo_ 100 nmZm§Mo Amho. Á`ooð> ZmJ[aH$m§Zm, aoS>r aoH$Za gmaIo Vo Cn`wº$ nS>ob. Á`oð>m§Zr ZdV§ÌkmZmMm ~mJwb~wdm Z ~miJVm Ë`mÀ`mer hmV{_idUr qH$dm XmoñVr H$amdr Aem gmoß`m nÕVrZo nwñVH$mV CXmhaUo XoD$Z g{MÌ _m§S>Ur Ho$br Amho. nwñVH$mV EH§$XarV 20 M°ßQ>g© AmhoV. EHy$U 100 nmZo åhQ>br Varhr àË`oH$ M°ßQ>a 5 nmZm§nojm OmñV Zmhr. Á`oð>m§À`m X¡Z§{XZ ì`dhmam§er nwñVH$mMr Zmi Owibr Amho. Am{W©H$, H$m`Xoera, H$m¡oQw>§{~H$, d¡ÚH$s`, gm_m{OH$ ~m~ter d KQ>H$m§er n[aM` d gwg§dmX gmYÊ`mgmR>r `m nwñVH$mMm Cn`moJ Á`oð>m§Zm hmoUma Amho. Ë`mV ZdV§ÌkmZ ho _mÜ`_ Agob. nwUo, _w§~B© gma»`m _moR>çm ehamV _wbo~mio naXoemV ñWm{`H$ Pmë`m_wio Á`oð>m§Zm EH$Q>onUm dmQ>Vmo. na§Vw ZdV§ÌkmZ d Ë`mda AmYm[aV CnH$aUo, godm, g§dmX d H$a_UyH$sÀ`m g§Yr ̀ m_wio ̀ m EH$Q>onUmda _mV H$aVm `oB©b d nmoH$ir OmUdUma Zmhr. hr _moR>r CnbãYr Amho. ñd`§amoOJmamÀ`m g§Yrhr Ë`mVyZ CnbãY hmoVrb.

_wIn¥ð>mda Á`oð> emók S>m°. aKwZmW

_meobH$a `m§Mo N>m`m{MÌ à{gÕ H$éZ boIH$mZo H$_mbrMo Am¡{MË`, g_`gyMH$Vm d gO©ZerbVm XmI{dbr Amho. EHy$UM nwñVH$mMr Cn`wº$Vm Ë`m_wio n[aUm_H$maH$ [aË`m {gÕ Pmbr Amho.

nwñVH$mMo Zmd : "Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZ' boIH$ : S>m°. {XnH$ {eH$manya àH$meH$ : am. X. ~d}, ì`dñWmnH$s` g§MmbH$ {X{bnamO àH$meZ àm.{b.

_wÐH$ : _YwamO qàQ>g© àm.{b., 41. Amd¥Îmr : àW_md¥Îmr àH$meZ H«$. : 2320 ISBN : 978-93-5117-174-4 _wIn¥ð> : g§Vmof Ym|JS>o _wIn¥ð N>m`m{MÌ : S>m°.aKwZmW _meobH$a _yë` : én`o 120=00

------------------------nwñVH$ n[aM` : S>m°. {dH$mg BZm_Xmadirector.imcc@mespune.in

nwñVH$ n[aM` : Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZnwñVH$ n[aM` - S>m°. {dH$mg BZm_Xma

- _mM© 2017- _mM© 201758 59

S>m°. {XnH$ {eH$manya ho EH$ ~hþAm`m_r ì`{º$_Ëd Amh o. _m{hVr V §ÌkmZ, A{^`m § {ÌH$s, {ejU, ì`dñWmnZ, CÚmoOH$Vm Aem {d{dY joÌmV Ë`m§Mm _wº$ g§Mma AgVmo. gm_m{OH$ joÌmVhr Ë`m§Mo `moJXmZ Amho. gigiUmam CËgmh d AI§S> > Zm{dÝ`mMm emoY Ë`m§Zm ñdñW ~gy XoV Zmhr. J«m_rU ^mJmVrb {dÚmÏ`mªgmR>r {deofV: _amR>rV {bImU H$aUo hm Ë`m§Zr KoVbobm dgm Amho. g_mOmVrb Cno{jV KQ>H$m§gmR>r Cn`wº$ Ago {bImU Vo H$aVmV.

"Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZ' ho Ë`m§Mo 35 do nwñVH$ Amho. ho N>moQ>oImZr nwñVH$ Oo_Vo_ 100 nmZm§Mo Amho. Á`ooð> ZmJ[aH$m§Zm, aoS>r aoH$Za gmaIo Vo Cn`wº$ nS>ob. Á`oð>m§Zr ZdV§ÌkmZmMm ~mJwb~wdm Z ~miJVm Ë`mÀ`mer hmV{_idUr qH$dm XmoñVr H$amdr Aem gmoß`m nÕVrZo nwñVH$mV CXmhaUo XoD$Z g{MÌ _m§S>Ur Ho$br Amho. nwñVH$mV EH§$XarV 20 M°ßQ>g© AmhoV. EHy$U 100 nmZo åhQ>br Varhr àË`oH$ M°ßQ>a 5 nmZm§nojm OmñV Zmhr. Á`oð>m§À`m X¡Z§{XZ ì`dhmam§er nwñVH$mMr Zmi Owibr Amho. Am{W©H$, H$m`Xoera, H$m¡oQw>§{~H$, d¡ÚH$s`, gm_m{OH$ ~m~ter d KQ>H$m§er n[aM` d gwg§dmX gmYÊ`mgmR>r `m nwñVH$mMm Cn`moJ Á`oð>m§Zm hmoUma Amho. Ë`mV ZdV§ÌkmZ ho _mÜ`_ Agob. nwUo, _w§~B© gma»`m _moR>çm ehamV _wbo~mio naXoemV ñWm{`H$ Pmë`m_wio Á`oð>m§Zm EH$Q>onUm dmQ>Vmo. na§Vw ZdV§ÌkmZ d Ë`mda AmYm[aV CnH$aUo, godm, g§dmX d H$a_UyH$sÀ`m g§Yr ̀ m_wio ̀ m EH$Q>onUmda _mV H$aVm `oB©b d nmoH$ir OmUdUma Zmhr. hr _moR>r CnbãYr Amho. ñd`§amoOJmamÀ`m g§Yrhr Ë`mVyZ CnbãY hmoVrb.

_wIn¥ð>mda Á`oð> emók S>m°. aKwZmW

_meobH$a `m§Mo N>m`m{MÌ à{gÕ H$éZ boIH$mZo H$_mbrMo Am¡{MË`, g_`gyMH$Vm d gO©ZerbVm XmI{dbr Amho. EHy$UM nwñVH$mMr Cn`wº$Vm Ë`m_wio n[aUm_H$maH$ [aË`m {gÕ Pmbr Amho.

nwñVH$mMo Zmd : "Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZ' boIH$ : S>m°. {XnH$ {eH$manya àH$meH$ : am. X. ~d}, ì`dñWmnH$s` g§MmbH$ {X{bnamO àH$meZ àm.{b.

_wÐH$ : _YwamO qàQ>g© àm.{b., 41. Amd¥Îmr : àW_md¥Îmr àH$meZ H«$. : 2320 ISBN : 978-93-5117-174-4 _wIn¥ð> : g§Vmof Ym|JS>o _wIn¥ð N>m`m{MÌ : S>m°.aKwZmW _meobH$a _yë` : én`o 120=00

------------------------nwñVH$ n[aM` : S>m°. {dH$mg BZm_Xmadirector.imcc@mespune.in

nwñVH$ n[aM` : Á`oð> ZmJ[aH$ Am{U ZdV§ÌkmZnwñVH$ n[aM` - S>m°. {dH$mg BZm_Xma

- _mM© 2017- _mM© 201760 59

SAMPADA March 2017Posted at Market Yard PSO, Pune Published and Posted on 10th of March 2017

RNI-14454/57 Reg. No. PCW / 033 / 2015-17

Licence to Post without Pre-Payment of Postage Licence No. WPP - 2

If undelivered Please Returned to - Mahratta Chamber of Industries and Agriculture Post Box No. 525, Tilak Road Pune 411002.60

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