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FDI Regulations in Indian Pharmaceutical Sector: A Game-changer?

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Spoon full of pills and a capsule with the flagdesign of India.(

In June 2016, the Indian government liberalized its FDI policy in the pharmaceuticals sector by allowing 74% FDI under automatic route in brownfield pharmaceutical investments (investment in an existing plant). Earlier, even though 100% FDI was allowed in the brownfield projects, government approval was mandatory for investments beyond 49% stake. In greenfield pharmaceutical investments, the existing FDI policy allows 100% FDI under the automatic route. The recent changes effectively introduce a new regime, under which a foreign company is now allowed to hold a majority stake in an Indian pharmaceutical company without government approval in either brownfield or greenfield projects.

This has been done with a view to boost the development of the Indian pharmaceutical sector. The move is likely to increase the number of investments in the sector along with a decrease in investment timelines leading to a greater inflow of capital in a short span of time. In addition, the policy is likely to result in Indian pharmaceutical companies exporting products to the USA and EU, encouraging the sharing of technologies and overseas investment. An increase in the inflow of funds will also lead to the promotion of R&D activities in the country.

That being said, the liberalization of the FDI regulations has also a potential to threaten competition in the Indian pharmaceutical sector, as seen previously with Ranbaxy. In 2008, Daiichi Sankyo, a Japan-based company acquired a majority stake (including brands, R&D facilities, and production units) in Ranbaxy, a leading Indian generic manufacturer, for US$ 4.6 billion. However, the investment proved unfruitful as post the acquisition, Daiichi faced several regulatory hurdles with the US Food and Drug Administration regarding drug testing authenticity and manufacturing criteria. In addition, four of Ranbaxy’s plants were banned from selling medicines in the USA and Daiichi was made to pay US$ 500 million to the US Justice Department in order to settle the lawsuit. In 2014, Ranbaxy was acquired by India-based Sun Pharma with Daiichi as the controlling shareholder before Daiichi sold its entire stake in Sun Pharma for US$ 3.18 billion in 2015. Once a renowned brand, Ranbaxy has now lost its independent status and exists only as a shadow of Sun Pharma.

Thus, the new FDI regime could easily lead to the sale of several Indian generic pharma companies to pharmaceutical players intending to enter the Indian pharma market, which is considered a generic pharmaceuticals hub with market size estimated at US$ 20 billion as of June 2016. The policy could lead to foreign players grabbing market share and exercising greater control to sway the government to alter the IP regime. This could lead to India losing its independent industry providing low cost essential medicines.

However, things could also take an entirely different turn. Large, well-established Indian pharmaceutical companies might not be looking to receive new investments, which could lead to the acquisition of small and medium-sized Indian pharmaceutical companies by foreign players. This move could lead to the inflow of capital in these small companies, promotion of R&D activities, increased manufacturing of medicines, and higher exports.

While the impact of the FDI regulations change will be seen in the next couple of years, the government has already taken an arduous task of maintaining a balance between foreign investment-friendly regime and guarding the local generic medicines laws while protecting local players from large foreign companies.

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Raising Customs Duty – The Right Prescription for India’s Bulk Drug Industry?

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Prescription and stethoscope.

India’s Drugs Technical Advisory Board (DTAB) has long expressed concerns over growing import of bulk drugs and over the challenges in ensuring the quality of the imported drugs. Hence, it came as no surprise when earlier this month (June 2016) the DTAB endorsed the Ministry of Health and Family Welfare’s (MoHFW) decision to increase customs duty on import of bulk drugs (APIs).

This also comes in the backdrop of India’s excessive reliance on China for its bulk drug requirement (including that for essential medicines) — ~70% of India’s bulk drugs come from China.

Chinese imports have already driven some Indian producers of bulk drugs (e.g. penicillin) out of business, and there are fears that Chinese producers may hike prices after destroying competition. China’s import influence is so strong that any event (such as Beijing Olympics of 2008 when several bulk drug plants in China were shut down to control pollution) could trigger tightening of supply to India, thus impacting domestic production.

The feeling in Indian government bodies is that unless China’s influence on India’s bulk drugs industry is curtailed, it might severely impact domestic growth prospects. By increasing customs duty, MoHFW’s aims (and hopes) to de-incentivize imports and create a level-playing field for domestic manufacturers of bulk drugs.

While DTAB’s move is welcomed by certain sections of India’s pharmaceuticals industry, the fact of the matter is that China still enjoys about 30-40% cost advantage vis-à-vis India in bulk drug manufacturing, making it a preferred import source, especially for manufacturers of essential medicines intending to save margins due to caps in retail pricing. It is unlikely that this advantage will change soon enough for India’s bulk drug industry to become self-sufficient.

In recent years, the Indian bulk drug industry has seen robust growth opportunities on account of off-patenting of several blockbuster drugs. The Associated Chambers of Commerce & Industry of India (ASSOCHAM) expects the bulk drugs industry to record a 12-14% CAGR growth during 2016-2019, driven by demand from manufacturers of off-patent drugs. So, while this move of increasing customs duty might boost growth of the local bulk drugs industry, this is only a small step towards promoting domestic production of bulk drugs.

On their part, India’s bulk drug manufacturers need to decide the basis of competition (specifically with their Chinese counterparts) i.e. cost vs. quality, niche vs. general formulations, regulated (markets with strict regulatory requirements and strong IP regime) vs. semi-regulated markets. Indian manufacturers stand a better chance by playing to their strength and focusing on developing quality products for regulated markets.

Government intervention is also required in the form of incentives, as recommended by the Katoch Committee (established in 2013 to look in to bulk drug industry issues), e.g. tax holidays, land for manufacturing at affordable rates, soft loans, etc., to enable cost-competitive domestic manufacturing. In December 2015, the government vowed to implement the Katoch Committee recommendations within 100 days (i.e. by April 2016). Since then there is no news (on public domain) regarding any development on this front.

It would be an overstatement to say that time is running out for the Indian bulk drugs industry. However, a time-bound action is the need of the hour to compete with China, which has a first-mover advantage (as far as favorable policies and pricing are concerned).

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McDonald’s – Facing the Heat Globally

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With more than 36,000 outlets globally, out of which 14,000 are located in the USA alone, McDonald’s is rightly known as the fast-food giant. After decades of expansion that saw the brand conquer leading markets across the globe, McDonald’s seems to have been losing its sheen across leading markets since 2014, with the biggest challenge arising in its home market. Growing health consciousness among consumers, new diverse competition, legal hassles, and supply chain troubles have kept McDonald’s in the news for all the wrong reasons, while dropping profitability has forced this leading fast-food chain to shut down about 700 outlets globally in 2015 and further 500 in 2016. With a change in management and a proactive approach to upgrade its offerings, at least in its home market, the chain does seem to have a plan of action in place, however, it is yet to be seen if it is enough for damage control.

In an unprecedented step, McDonald’s (McD’s) shut down 700 outlets globally (350 outlets in the USA and 350 outlets in its remaining countries of operations) in 2015, and it expressed plans to shut down further 500 outlets globally in 2016. While the company maintains that this will help weed out unprofitable stores, it definitely does spell trouble for the world’s largest burger chain. The biggest concern, however, remains that the slowdown does not stem from poor performance in any one economy but an amalgamation of issues faced by the brand across the globe.

1-McDonald’s Struggles

2-McDonald’s Struggles

3-McDonald’s Struggles

As McD’s strides through one of its worst times, the company looks to tackle the dim outlook with a head-on approach. As one of the first steps, in March 2015, the company changed its management, appointing Steve Easterbook as CEO in place of Don Thompson (who served the company as CEO since July 2012. Since taking charge of the driving seat, Steve Easterbook (who was previously responsible for turning around the company’s business in the UK), has introduced several initiatives that seem to reinvent the brand offerings and reprise its lost reputation.

In the USA, the company introduced all day breakfast and introduced a new customizable menu called ‘TasteCrafted’ in nearly 700 outlets in the USA. The new menu is the company’s attempt to follow the Chipotle strategy of personalization of meals and presents consumers with the choice of three buns, three different meats, and three different styles of toppings. The company has also tried to tackle the minimum wage issue by raising wages in company-owned outlets in the USA, however, this created dissatisfaction among franchised outlets employees. However, even as a start, these measures have helped the company improve sales at home (US sales witnessed the first rise in two years in Q3 2015).

Internationally, and especially in Asia, the company is working towards stricter supply chain auditing to rebuild its brand image. In the Chinese market, the company has launched several healthier options such as apple slices, veggie cups, and multigrain muffins to attract the health-conscious consumers. McD’s is also looking at massive expansion in China, with plans to open about 250 new outlets each year over the next five years. It wants this next wave of growth to stir from the franchising model. Similarly, the company is looking at the prospects of selling a stake in its Japanese operations to a local investor, who could help the company turnaround its Japan business.

EOS Perspective

As McDonald’s woes seem to arise from a mix of dissatisfied stakeholders – consumers, partners, and employees across the globe that vary for each economy, it is not far-fetched to say that the company stands the risk of losing its leadership position across its top markets (as it already has in India). Several strategic decisions are being made by the brand to return to its past glory, however, these seem more long term in nature and therefore will have a significant gestation period before their results are visible.

While the company is largely looking to lean on franchising to spur growth and streamline operations, such as dependence on franchising can act as a double-edged sword especially in times when the company is facing tarnished reputation in several of its leading markets.

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Online Grocery Retailing In India: Will Clicks Replace Bricks?

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India is the sixth largest grocery market worldwide buzzing with plethora of opportunities for the development of online grocery retailing. Gone are the days when Indian consumers were reluctant to shop online – studies have revealed that Indian consumers are overcoming biases against purchasing products without the touch and feel factor and are widely accepting online shopping. However, shopping for grocery online is at a very nascent stage and is still overcoming operational and economical hurdles. Over the years, multiple online grocery sites have shutdown, though there are a few survivors and presently the market is bustling with new entrants including e-commerce giants such as Amazon, Snapdeal, Flipkart, etc. Players are constantly implementing innovative marketing strategies, expanding operations, and experimenting with business models to find the best fit for e-grocery market.

Online grocery retailing is a tough segment to crack largely due to the perishable nature of products it offers, coupled with several operational impediments such as logistics, supply chain management, and low margins. Also, players face major challenges in training and retaining employees as well as attracting investment to grow operations.

1-Challenges

Despite the challenges, online grocery retail is witnessing rapid growth driven by increasing internet connectivity, use of smartphones, and changing lifestyles with increasing number of working women demanding convenience. Consumers pressed for time are continuously looking for less cumbersome options in their fast-paced lives and online grocery shopping is increasingly the best solution for them.

Out of the 40 online sites that initially ventured into the grocery retailing market, only a few have survived and BigBasket has emerged as the most successful e-retailer. Other survivors include ZopNow and Localbanya, while there are several new entrants such as Grofers, Jugnoo, etc. Traditional brick and mortar retailers have also realized potential of the market and have slowly started selling groceries digitally – for example, Reliance launched ‘fresh direct’ while Tata sells through ‘My247market’.

2-BigBasket

Successful e-grocers such as BigBasket, ZopNow, Nature’s Basket, and Reliance Fresh Direct, among others started formulating strategies to succeed in the e-grocery market. For instance, BigBasket started selling private label brands to improve margins while ZopNow offers cashbacks, discount coupons, and grocery deals to attract customers. Other strategies include implementing quality assurance programs and offering niche products, among others.

3-Success4-Success

EOS Perspective

E-grocers face various obstacles, hence a robust strategy is the need of the hour to survive and succeed in the market. It is imperative for any player to first understand the local nuances of the market – this includes establishing local relationships, developing local logistics, and building business according to unique scenarios in different cities. India is an extremely diverse country and a complex market to survive, hence effectiveness and efficiency of players to adapt to the market defines how any company will succeed in the industry. Factors such as target segment, operating costs, competitive landscape, and consumer preferences vary greatly across India, therefore, aligning business with domestic market and following ‘localization’ of operations is the key to success.

For long-term sustainability in the market, it is essential for players to differentiate through innovation and to improve business scalability. Innovation can be achieved in the form of targeting specific customer segment, selling niche products, or offering tailored services. Attracting investment can help players to expand and scale up their businesses.

Further, it is crucial for e-retailers to prioritize customer experience — across technology, delivery, and service platforms — as convenience is the primary factor that influences people to buy digitally.

Nevertheless, the question still remains if clicks can replace bricks. Online grocery market has potential and is expected to grow but it is unlikely that it will dominate or replace the brick and mortar stores in the near future. Online retailing definitely have the potential to grab a substantial portion of grocery sales in a long-term horizon, however, physical stores will long continue to have an edge, particularly in case of FMCG goods.

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Solar Rises in the East

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The international solar arena which was once dominated by the developed countries in the West is now flaring in the emerging markets of Asia. We are looking at a holistic view of solar PV market across selected Asian countries – the finale of our series focusing on solar photovoltaic market landscape across selected Asian countries.


Our previous articles of the series took a detailed look into current scenario and future prospects of solar PV market in China (China’s Solar Power Boom), India (Solarizing India – Fad or Future?), Thailand (Utility-scale Projects to Boost Thai Solar Market), as well as Malaysia (Uncertainty Looms over Future of Solar PV Market in Malaysia).


 

Solar Rises in the East - Markets Overview - EOS IntelligenceSolar Rises in the East - Markets Are Moving Towards Solar Power - EOS IntelligenceSolar Rises in the East - Growth Drivers - EOS IntelligenceSolar Rises in the East - Growth Challenges (1) - EOS IntelligenceSolar Rises in the East - Growth Challenges (2) - EOS IntelligenceSolar Rises in the East - Opportunities - EOS IntelligenceSolar Rises in the East - Our Perspective - EOS Intelligence

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OEM Suppliers – Perfecting the Balancing Act

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Suppliers to the automotive industry (OEM suppliers) have witnessed strong and steady growth over the past few years. Owing largely to the recovery in the global automotive market coupled with high-capacity utilization at their production facilities, OEM suppliers have performed better as compared with their OEM customers, especially in terms of profitability. However, the golden period is expected to expire in the coming year. With automobile sales not rising at a similar pace as before (especially in developed markets), and growing pressure on OEMs’ margins, OEMs have been undertaking massive cost cutting programs. This in turn is putting pressure on OEM suppliers to reduce prices. Additionally, OEM suppliers are facing rising expectations from OEMs to be located close to the OEMs’ facilities, especially in emerging markets.

As the automotive industry is seeing a shaving off of sales and profits, it is increasingly exerting pressure on its suppliers. OEM suppliers are facing increased pressure from OEMs to have an increased global presence (closer to the OEMs’ own assembly lines). While this means expanding operations and investments, OEM suppliers also need to keep costs low to be competitive and meet OEMs cost reduction programs. Thus, OEM suppliers need to balance both these approaches to remain competitive.

1 - OEM Suppliers Industry Performance



2 - Balancing OEM Expectations



3 - Proximity to OEM Locations



4 - Cost Pressure from OEMs



5 - How to Manage Expectations


EOS Perspective

While the strategy for cutting costs and location proximity largely remain mutually exclusive, suppliers that best manage to meet their clients’ expectations have a chance to shine. They can look at innovative strategies such as locating themselves in a third region (that offers proximity to the clients site as well as offers low costs) to best balance client demands. But most importantly, suppliers need to device an optimal manufacturing network keeping in mind all aspects and overall cost/location benefits. Suppliers that manage to come up with innovative solutions to handle complex client requirements, are well likely to come out as industry winners during time when the industry maybe entering a crunch phase again.

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Botswana Diamonds – A Mixed Blessing?

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While Botswana has been an important player in the global precious stones industry for years, it has once again received global attention in November 2015, when the second-largest diamond ever unearthed was found in Botswana’s Karowe mine. Diamonds-derived revenues have been the key pillar to the country’s development over years, on the back of Botswana’s considerable deposits and well-performing global precious stones market. However, the outlook for Botswana might not be so bright anymore, as industry experts expect the global diamond production to decline after 2025 when majority of the mines are likely to be exhausted. Botswana, still one of the largest producers and exporters of diamonds, is already facing challenges in this industry. Being a diamond-dependent economy, will Botswana be able to maintain a sustained growth in the future as its shining precious gems industry weakens?


Diamond-fueled economic growth

Botswana, a small African country with a population of around two million people, has witnessed huge success since its independence in 1966. From being one of the poorest countries in the continent, Botswana has grown to be now considered one of the fastest developing countries in the world (with average annual GDP growth rate of 4.45% from 1995 until 2015). The success of the nation is largely attributed to the diamond deposits and the associated extraction industry. The discovery of the gems in 1967 led the way to the country becoming the poster child of the continent’s success. As of 2015, the diamond industry contributed 80% to the country’s export revenues and 30% to public revenues. In 2013, it accounted for around 25% of the country’s GDP. The success of the industry paved the way for the development of several roads, schools, and clinics in the country. Gaborone, the capital of Botswana, has transformed from a village to a city of malls and office buildings, all largely thanks to the diamond industry. Further, the sector has created job opportunities in the country and greatly contributed to raising standard of living of the country’s citizens.

“For our people, every diamond purchase represents food on the table, better living conditions, better healthcare, potable and safe drinking water, more roads to connect our remote communities, and much.” – Festus Mogae, Botswana’s President, 2006

As of 2014, Botswana was the largest producer of diamonds in terms of value and the second largest, after Russia, in terms of volume. The country’s production increased from 17.73 million carats in 2009 to 24.67 million carats in 2014. This represented a hike of almost 40% in the span of only five years.

Diamond mining operations in Botswana are controlled by Debswana Diamond Company, a joint venture between De Beers, world’s leading diamond company engaged in exploration, mining, and marketing of rough diamonds, and the Botswana government.

In the past years, the government has undertaken various initiatives to make the country a global diamond hub. In 2013, Dee Beers and the Botswana government formed the Diamond Trading Company Botswana (DTCB) to encourage the practice of sorting and marketing rough diamonds in the country itself, rather than sending them to De Beer’s Diamond Company based in London. This move facilitated job creation and upliftment of the local businesses in Botswana. Further, a state-owned company called Okavango Diamond Company was set up in order to sell 15% of the diamond production of Debswana independent of De Beers.

Blog Article- Botswana Diamond- A Mixed Blessing

Grim future for Botswana

Despite being amongst the leaders in the global diamond industry, a grim future lies ahead for Botswana, driven by a range of reasons.

  • A weakened global demand: The global jewellery industry has been observing a sluggish demand, which has led to the global prices of diamonds witnessing a 12% decline from 2010 until 2015. To compensate for the stagnant sales, Botswana had been relying on opulent Chinese and Indian customers. However, the strengthening of the dollar and the decreasing price attractiveness of Chinese exports have weakened the Chinese economy. This was followed by a 2% devaluation of the Chinese currency, Yuan, which in turn has adversely affected the spending and demand for Botswana diamond by Chinese consumers.

  • Difficulty in diamond extraction: Botswana mines have reached a plateau as most of the diamond volume has already been extracted from the surface. Deeper extraction has now become a costly and time-consuming affair, showing an early sign that diamonds are likely to gradually become inaccessible in the country.

  • Competition from India: It is becoming increasingly difficult for Botswana to compete with a low-cost country such as India where majority of diamond cutting takes place. Although the wages in both countries are almost the same, India has levelled up its game by increasing its productivity by two to three times higher than that of Botswana’s. The cutting and polishing costs in 2013 ranged between US$ 60 and US$ 120 per carat in Botswana, whereas, in India it was between US$ 10 and US$ 50 per carat.

The above challenges have had an adverse impact on the country’s economy, particularly the employment sector. Teemane Manufacturing Company, a 20 year old diamond cutting and polishing firm in Botswana, shut down in January, 2015, leaving around 350 workers jobless. In the same period, MotiGanz and Leo Schachter, diamond cutting companies, also released almost 150 employees, and Debswana shut down two of its mines. These companies are offering retrenchment packages to their employees and ending their contracts with third parties which is likely to be affecting over 10 thousand jobs in the country. Shutting down of companies has also led to a decline in the various CSR programmes. The villages near the mines will no longer benefit from initiatives such as electrification of schools and development of roads.

The weakening demand also meant that early this year, De Beers failed to dispose off 30% of its diamonds stock. The company had to reduce its 2015 production target from 23 million carats to 20 million carats. And the impact of the sluggish demand goes beyond the industry as well. In the first half of 2015, the country witnessed a year-on-year decline of 16.8% in the export of rough diamonds. Further, since the production of diamonds is a critical element in Botswana’s GDP composition, a fall in the diamond output has reduced the country’s GDP growth forecast for 2015 from 4.9% to a mere 2.6%. Botswana’s government has decided to use its foreign reserves amounting to around US$ 8.3 billion to fuel growth in the country.

EOS Perspective

The Botswana economy has relied heavily on its diamond industry for survival for a long time. Since the revenues from diamonds are now becoming uncertain, the country is in a dilemma of how to keep its economy moving. Encouraging economic diversification could be one of the ways to help the country reduce its dependency on diamonds. Apart from diamonds, Botswana also produces other minerals such as coal, copper, iron ore, and nickel. The country should focus on developing a suitable industrial policy to promote the production and export of these minerals. However, whatever the alternative growth-fuelling path is chosen by Botswana, the country has a long way to go in order to shift away from over-dependence on diamonds, its largest structural weakness, to make its economy sparkle even when diamonds run out.

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Emerging Markets Take Vehicle Safety Standards Seriously (At least on Paper)!

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The article was first published in Automotive World’s Q3 2015 Megatrends Magazine

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Across emerging and frontier markets, most car buyers have generally focused on pricing, maintenance cost, and fuel economy, thereby ignoring the very important aspect of safety. The governments in these countries have also not given due importance to this aspect, as basic safety features such as air bags and ABS are not compulsory as per regulations. Taking advantage of this nonchalance of both customers and governments, OEMs have for long compromised on safety features, which are a critical part of all cars sold in developed markets.

In recent years, however, with customers becoming more aware and global safety organizations cajoling for higher safety standards, some emerging countries have introduced increased safety measures, which in turn will require significant changes in the cars sold by leading OEMs. While this is expected to affect the bottom-line of OEMs in these price-sensitive markets, not abiding to the changing environment is likely to prove equally costly, if not in the immediate term, but surely over the medium-to-long term.

Existing Safety Standards

Among the key emerging and frontier markets, vehicle safety standards in South Korea match the levels in Europe, while China has also shown immense progress in adopting the standard safety requirements in automobiles. But other developing countries, such as Mexico, India, and Brazil, lie far behind. As per current car safety standards, Mr. David Ward, Secretary General, GNCAP (Global New Car Assessment Programme) rates China-7, Brazil-5, and India-3 on a scale of 10. “This rating is based on three key factors – the state of legislation, level of penetration of different technologies in the market place, and consumer awareness levels.” However, with India and Brazil initiating the implementation of several safety-standards in recent months, they are likely to match global standards at least for crash testing. Crash prevention, on the other hands, continues to be a long term goal.

It was a big blow to India, when GNCAP conducted tests on some of its most popular entry-level variants (Maruti Suzuki Alto 800, Hyundai i10, Ford Figo, Volkswagen Polo, Tata Nano, Maruti Swift, and Datsun Go) and awarded zero-star adult-protection rating to all of them. This, in addition to having the highest number of road fatalities globally, instigated the government to commit to introducing regulations for mandatory safety standards. As per new regulations, by October 2017, all new cars will be required to pass frontal and side crash tests, whereas the deadline for new versions of existing models would be extended to October 2019. To pass this test, cars will need to have reasonable body shell strength and be equipped with airbags and other standard safety features. For conducting the test, the government plans to develop two crash test facilities, which are expected to come online in 2015/2016. In addition, the authorities plan to launch its own NCAP. India is also creating a vehicle recall policy, which will encompass testing for manufacturing defects. However, this legislation is yet to be passed.

As safety standards gain priority in India, it is a cause of concern for car manufacturers in the country, which have for long focused on only pricing and fuel efficiency in the market. From the manufacturing infrastructure and technology front, OEMs may not require many changes to adapt to these proposed changes in safety standards. This is primarily because most car models do offer basic safety features (such as airbags and ABS) in their higher variants and they also use India as major export hub for their cars destined for Europe and the US. However, this will definitely erode a fraction of the bottom-line for car manufacturers as India is an extremely price sensitive market. Moreover, a large portion of the audience in the country is not very mature and still does not put a high value to the safety factor, thereby restricting the price tag carmakers can attach for these features.

“The first reaction of the OEMs is that they are not very happy, since it will make their cars more expensive. But in the longer term, they will adapt to it as they have done in other countries. People will become aware and ask for safety. OEMs focus will be to meet the safety standards at affordable prices. For example, child support restraints are not made in India and are imported. OEMs can ask the government for concessions on these imports.” says Rohit Baluja, Director, Institute of Road Traffic Education, India.

Several leading OEMs have criticized the government’s call to boost safety standards in India. An engineer working with a leading car manufacturer in India stated, “At this moment, there are no talks about any changes being introduced to the body. These matters are handled at a very strategic level. Nothing has been discussed on this aspect as of now. In India, safety can’t really become a USP right now. Price is and will continue to remain the main selling point. If we talk about metro cities, the demand for frontal airbags has increased. So yes safety has become more important. But this is the case in metro cities only.”

It also seems that the government has succumbed to pressure from the OEMs and has softened down several of the safety standards. As per the regulations, India will be following China’s footsteps and introducing crash testing at a speed of 56km/hour instead of 64km/hour, which is followed globally (while China started testing at 56km/hour in 2006, it also increased its speed from 56km/hour to 64km/hour in 2011). Moreover, the authorities plan to conduct only ‘head impact’ tests for Indian pedestrians against the ‘head and leg impact’ norms adopted by Euro NCAP. It has further slashed the requirement for the use of child dummies for some side impact tests, which is a global standard. Decisions regarding mandatory safety belt alarm, child alert alarm, pre-tensioners, and airbags are also pending.

While several leading OEMs, have not been very supportive of the Indian government’s decision of mandatory crash tests, the ones which have preemptively incorporated these features in their cars have been the winners. Toyota, which made airbags mandatory in all its models in October 2014 in India, has seen sales surge by 34% between October 2014 and April 2015. Volkswagen, which also made airbags a standard feature in all its Polo hatchbacks, has seen the sales of its entry-level variant rise, since the decision was made in February 2014. Post its poor performance in the crash test held by GNAP, Nissan Motors has also worked on strengthening the body shell of its Datsun Go by using higher-grade steel (having a tensile level of 520 mega pascal compared with the earlier 320 mega pascal) and adding side beams on both sides to enhance the strength and rigidity of the vehicles.

Thus the way forward definitely begins with OEMs embracing the introduced changes. It is not incorrect to say that the consumers continue to be price sensitive, but that is because they are not well informed about safety. Thus, to see an actual shift towards safety, both the government and car manufacturers have to work together in changing the mindset of the consumer and promoting vehicle safety as an equally important factor in purchase decisions.

“It’s a shared responsibility of government and manufacturers to inform the consumers and move the market forward. Our project of testing cars has also helped build awareness and get media attention. We will do more testing end this year and get results beginning next year. The combination of government action on regulation, the response of individual manufacturers and the work done by NCAP will improve the whole situation in India.” says Mr. Ward of GNCAP

Brazil has a similar story, where the cheapest models of few most selling cars, such as Volkswagen Gol Trend, Fiat Palio, Chevrolet Celta, Ford KA, Peugeot 207, and Fiat Novo Uno, received only 1 star when crash tested by Latin-NCAP. Moreover, Chinese car, Geely was awarded zero stars in a similar test. This was underpinned by the absence of basic safety features such as airbags, lack of body reinforcements, lower-quality steel, weaker weld spots to support the vehicles, and outdated designs of car platforms. As a result of this, the Brazilian government mandated air bags and anti brake locking systems on all cars in 2014. Like India, this regulation faced much criticism from automakers and was at the verge of being postponed as it leads to an increase in the prices of basic models and also results in a layover of several employees in the case of few models being discontinued. However, the government pushed ahead with the regulations as decided, but offered lower import tariffs for key safety equipment to subdue the expected price rise.

In addition, the government is considering making electronic stability control a standard in all cars; however, it is still in the future. Moreover, the government plans to launch a US$50 million independent crash test center by 2017. While the center is expected to run as a government body, OEMs may provide part of the funding for its operation and even use the center; this raises concerns regarding the autonomous working of the lab. Moreover, since the regulations lack a ‘conformity of production’ clause (which requires automobile safety performance to be spot checked for the entire time the model is produced), the car models are only required to meet the crash test requirements once. Companies can also send a car of their choosing. These factors further may compromise on the credibility of the testing.

The Case of China

Unlike India and Brazil, the upgradations in China’s vehicle safety standards are stemmed from the country’s CNAP (China’s New Car Assessment Programme) initiatives. While the Chinese government has only mandated the use of seat belts and frontal airbags, the number of airbags in vehicles in China is reaching the same level as in Europe and the US. This is primarily due to the aggressive promotion of CNCAP’s safety assessment by the Chinese government, which has encouraged the country’s population to value car safety as an important aspect. “We undertake a lot of promotional initiatives such as advertisement and highway hoardings to promote safety features among consumers. This has really helped in making consumers aware regarding the importance of safety.” says Mr. Guo from CNAP. Furthermore, CNCAP has upgraded its test protocols to match its European counterpart and is expected to be at par with their standards by 2018. CNCAP has also started focusing on accident research and plans to include a test for pedestrian protection in future vehicles. It has also been considering including test scenarios for automatic emergency braking systems that will further help mitigate pedestrian collisions.

Even in case of China, the pricing of the vehicles increased with the addition of safety features but the entire price is not passed down to the consumers, especially in the base-level cars.

However, one of the key reasons why China has upped its vehicle safety standards is to build a good reputation for exports. As Chinese cars gain traction due to competitive pricing and design, they suffer a poor reputation when it comes to quality. Thus, they have consciously increased focus on safety norms to meet global standards. While they are on the right lines, they still have a long way to go in achieving global standards with regards to safety.

Safety-Standard Levels across the Major Emerging Automotive Markets

Safety-Standard Levels across the Major Emerging Automotive Markets

Thus, as safety-standards improve across emerging markets, the onus now lies on OEMs to adapt to these changes. While this will definitely impact the bottom line of the companies, it also presents an opportunity for the carmakers to gain a strong market foothold by offering these safety-features at a minimal pricing. Moreover, although these changes are happening primarily in India and Brazil right now, companies must be prepared for similar regulations to come in Mexico and other Latin American countries in the coming years.

Apart from crash testing standards, there are a lot of talks going on regarding crash prevention technology, the most important being electronic stability control (ESC). While, this has already become a standard in several countries, such as Australia, Canada, EU, Israel, Japan, South Korea, the Russian Federation, Turkey, and the USA, the Global NCAP is working towards making ESC a mandate in all cars manufactured by 2020. “Our overall priority is to ensure that all passenger cars, irrespective of where they are produced, must have the appropriate minimum crash test standards and the most important crash prevention technology (i.e. ESC) by 2020. To achieve this, the most important countries to act are China, India, and Brazil.” states Mr. Ward. With crash test standards becoming a ‘standard’ also among key emerging markets, the introduction of ESC also does not seem far from reality. In fact, Brazil and China have already begun considering making it mandatory. The OEMs that anticipate this and work towards it will have an advantage.

While it has taken several key emerging and frontier automotive markets time to realise the importance of vehicle safety, both for drivers and passengers, and for other people on roads, it is a welcome change with governments introducing several policy measures in recent months to bring about this change. The implementation of regulations and the variation in standards that exists across these markets is a cause of concern, and aspects that OEMs might use to their advantage by bypassing certain global standards. It is important that consumers also make it a point to make safety a priority when purchasing a vehicle, which would force OEMs to ensure that global standards are also followed in emerging and frontier markets. Brazil, China, India must lead the way, and demonstrate that it is possible to make safety a standard, so that OEMs follow this as a standard operating procedure across other emerging and frontier markets.

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