Baba Kalyani Quotes
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We have got into Indian railways and are trying to get into the railway locomotive business in Europe and the United States.
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Our real focus is going to be what can we do with our existing capacities, what new things can we do, and how much more demand can we fulfil with our existing capacities.
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Challenges give me a kick. The day I stop getting challenges, I would quit.
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I am able to compete not because my labour is cheap, but because I can use technology better than others.
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It's the adventure, the adrenaline-flowing, risk-taking in outdoor activities that attracts me.
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At the Bangalore air show, we got a contract from Boeing for supplying structural components, and we are already supplying jet engine components to Rolls Royce. Both these are titanium-based, not steel components.
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I have what is probably the largest big bike collection in the city: a Fat Boy, a sportser Harley Davidson and two Yamahas. All these are 1200cc-plus bikes. Riding these bikes is something I still do and some trekking as well.
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Our company is very diversified, both in terms of geography and in terms of products.
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In 2014, we have some new activities and new order wins in the non-automotive space.
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Import and substituting imports with domestic production are a big opportunity. With a devaluation of the rupee, imports get expensive, and for Indian manufacturers, this creates a huge opportunity.
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In business, you try to minimise risk.
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One of the criteria for a global company is that it should have a manufacturing presence in multiple countries and should not only be an exporter.
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We manufacture automotive components including critical engine and axle parts for passenger cars, diesel engines and medium & heavy commercial vehicles. Till 1997, our focus was almost entirely on the domestic market with a relatively insignificant portion of revenues from exports.
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Prior to 2001, hardly any company in North America or Europe would buy from India.
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There is a feeling within our system that defence equipment can't be made here and should be imported. I wanted to break this myth, so we spent our money and made a product to prove we have capability in this country, so don't just brush us aside.
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When I returned from the Massachusetts Institute of Technology in 1972, my father was running a forging business with a turnover of Rs 3.5 crore. But I had no patience and wanted to grow the business via exports.
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Fundamentally, we have broken our aerospace business into three parts - large parts which go into the wings and fuselage, components for jet engines, and specialised structural components for landing gear.
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In the U.S., we didn't have scale, and without scale, it's difficult to operate.
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We need to just study what other countries have done. There are examples of a strong partnership between the defence establishment and the private industry.
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Our strategy should be based on indigenisation and import substitution. The government must provide opportunities for domestic companies to participate in sectors in which the country continues to depend on imports.
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If my strength is technology, financial structuring is my son's skill.
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The Indian business has largely grown on the back of exports. The domestic markets, as far as our Indian business is concerned, actually have contracted because of the contraction in the medium and heavy commercial vehicle space.
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We've made two products; one is a 155 mm 52-calibre gun with self-propelling and towing capability. This is a field gun - the mainstay of the Indian army like the Bofors guns. Our gun is similar but of a longer range. That was 39 calibre; this is 52. The calibre denotes the length of the barrel and the range.
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India has the capability to create a fairly extensive defence manufacturing capability in many areas, and as a country and as an industry, we have matured in terms of technology and capability to make this happen.