© Mahindra Satyam 2012

Keerthi Bukinakere
Vice President – Strategic Initiatives
Mahindra Satyam
Opportunities & Challenges -
Large corporate perspective
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© Mahindra Satyam 2012
Mahindra Group’s A&D consortium
committed to indigenous programs
Focused on Engineering
& technology
Expanding manufacturing
capabilities
Building the global
partnerships
FICVs Army BMS FINSAS Simulators
Mahindra Group has a vision to be India’s preferred Large system
integrator of Aerospace & Defense systems by 2020
Msat/TechM has a vision to be India’s preferred Large system
integrator of ICT Centric defense systems by 2020
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© Mahindra Satyam 2012
Battlefield Management System (BMS)
A REVOLUTIONARY APPROACH TO MODERNISATION OF INDIAN ARMY
Soldier level
A handheld system providing individual
dismounted soldiers with the information
and communication tools they need.


Vehicle level
The system to support tactical units with
multi-role functionalities and should be
integrated in vehicles as well as with
weapons and sensors.






HQ level
The system should have a flexible, multilevel
HQ configuration for advanced mission
planning, after action Review and
connectivity with higher command.







 Total order value approx USD 8 Bn with a Program Life Cycle Support for 15- 20 years
 Second largest MAKE Program of the Indian Armed Forces after FICV
 Deploying BMS solution for 500 + battalions
 Expected retro fitment into existing vehicle fleet of about 30000 vehicles
 Modernisation and upgrade of all C4I elements up to a Battalion level for all Arms and Services
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© Mahindra Satyam 2012
Computing H/w
Rugged PDAs
Rugged vehicle Keyboard
Rugged Ethernet switch
Rugged vehicle display Rugged vehicle computer
Tactical Computers Database servers & components
Mil grade GPS
VHF radios
HF radios Handheld radios
SATCOM terminals Dipole antennas RF cables RF coupler
Communication H/w
Snapshot of the items to be manufactured for the BMS
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© Mahindra Satyam 2012
Challenges multi-fold along the critical path
• Rapid transfer
• Ability to customize
Technology
• Longer gestation periods ROI & Risks
• Handling multi-billion $ deals
Project
Management
• Matured Vendor selection process
and criteria to grade in to Tiers
Supplier
qualification
• Scale and Military Grade Material Manufacturing
• Lacking standards at country level
Common testing,
quality standards
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© Mahindra Satyam 2012
Role of state & private sector in the global
defence industry varies across countries
Russia:
Govt. led United
Aircraft Corporation
China:
Strong government
role
USA:
Strong private
sector -50% GDP
thru SME
Europe:
Strong public & private
conglomerate - EADS
India:
Emerging private
sector
India as a largest defence spending country in the world gives rise to
huge opportunities for local players
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© Mahindra Satyam 2012
Recommendations

1. Encourage Defence consortium (Like EADS in Europe)
2. Create Defence clusters for LSI & SME under SEZ
3. DPSU and Defence labs to have Sourcing targets
4. Golden Handshake through a recognized Industry body
– transparency and accountability

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© Mahindra Satyam 2012
mahindrasatyam.com
Safe Harbor
This document contains forward-looking statements within the meaning of section 27A of Securities Act of 1933, as amended, and
section 21E of the Securities Exchange Act of 1934, as amended. The forward-looking statements contained herein are subject to
certain risks and uncertainties that could cause actual results to differ materially from those reflected in the forward-looking
statements. We undertake no duty to update any forward-looking statements. For a discussion of the risks associated with our
business, please see the discussions under the heading “Risk Factors” in our report on Form 6-K concerning the quarter ended
September 30, 2008, furnished to the Securities and Exchange Commission on 07 November, 2008, and the other reports filed with
the Securities and Exchange Commission from time to time. These filings are available at http://www.sec.gov
Thank you.