Baba Kalyani Quotes
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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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Our company is very diversified, both in terms of geography and in terms of products.
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You cannot make an aircraft without forged components.
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If my strength is technology, financial structuring is my son's skill.
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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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The commodity price easing really does not play too much role in our margins because our basic raw material - steel - is not really a commodities engineering steel.
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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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We are working with the power industry all over the world. We are meeting customers in aerospace and getting them to tour our plants.
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We are a heterogeneous society. We have to accept that. Growth has to be such that the most backward sections also benefit from it. Otherwise, it will be a very imbalanced growth.
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The emphasis on innovation and technology in our companies has resulted in a few of them establishing global benchmarks in product design and development, manufacturing practices and human resource capabilities. However, there is no room for complacency.
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We book our exports forward for more than a year, and so we have a fixed rate. We do not get the spot rate that we see in the market every day.
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In 2006, the global economy was doing well. In India, the political and economic situation was stable. All key macroeconomic indicators reflected an economy that was in robust good health.
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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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I don't think one party has a bad vision over the other party. I have no doubts that every Indian and every Indian political leadership would like to see this country get to a much better level. We would all like to see inclusive growth.
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The most important part of any acquisition is your ability to culturally integrate the people in the companies you acquire and your company.
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I am a very hands-on person, and I like to be involved in driving my business.
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Subsidies on petroleum products and fertilizers should be phased out in a defined, time-bound manner. The resources that would get freed up could then be used to fund various social sector programmes in education, healthcare and other priority sectors.