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7/29/2019 KPMG_PHD_Chamber_Emerging Dynamics and Challenges of Internal Security in India
http://slidepdf.com/reader/full/kpmgphdchamberemerging-dynamics-and-challenges-of-internal-security-in-india 1/16
DEFENCE
Emerging
dynamics andchallenges ofinternal security
in India
14 June 2013, Delhi
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With the growing economic uncertainty and complexities
plaguing the country, it has never been more challenging for India
from an internal security perspective. The new dimensions of the
threats India faces require very agile security governance. Our
state responses are gearing up to match the speed with which
things are changing. A multilayered approach that includes depth
and breadth of defence is the only way to meet the challenges
and protect the country’s assets. Given the vast potential of the
market, there is renewed interest in the ‘homeland’ or internal
security, with a host of private rms seeking to leverage the
opportunities that exist in this largely undocumented segment.
With this as a backdrop, PHD Chamber is organizing a conclave
on “Homeland Security: Industry Perspective & Investment
Opportunities for Indian & Foreign Investors”.
I wish this Conclave encourages foreign investment into
India through joint ventures with Indian players and create an
integrated and self-reliant Homeland Security apparatus in India.
Suman Jyoti Khaitan
President
PHD Chamber of Commerce
and Industry
Internal security has witnessed an increasing focus in the
recent past. While this gets reected in the increased budgetary
allocation for security expenditure, Ministry of Home Affairs
(MHA) has also sought to create physical and policy-level
framework for long term development of security infrastructure.
Over the last few years, considerable progress had been made;
and yet much needs to be done for gearing up to the need of new
emerging India.
Private sector has played a signicant role in meeting the security
requirements in various countries. Indian industry has begun
taking note of the potential growth opportunity by aligning itself
to emerging technology requirements .There is an immediate
need for creation of an integrated and indigenous solution
development that is adequately supported by active policy
framework and in house research and development capability
to address some of the grave challenges that our country faces
today.
Pradeep Udhas
Partner and Head
Sales and Markets
KPMG in India
Message
PHD CHAMBER OF COMMERCE AND INDUSTRY KPMG IN INDIA
© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
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Internal security in India is characterized
by being one of the national subjects that
encompasses many complex individual
subjects, across the center, state and local
jurisdictions, dened by the borders of
the homeland yet challenged by unique
local conicts, spanning every nook and
cranny of the country’s vast and diverse
topography. Simplistically dened under
the aegis of the Ministry of Home Affairs,
the subject of security spins a complex
web around an ecosystem comprising
local, state and central governments,
players across the private sector and thepublic sector, including law enforcement
ofcers, protective agencies, and
intelligence agencies.
Internal security today is handled by
a multitude of bodies with complex
functional and reporting relationships. Law
and order is a state subject and the state
police are responsible for maintaining
the same. The Ministry of Home Affairs
is responsible for internal security,
management of paramilitary forces, border
management, center-state relations,administration of union territories and
disaster management.
A subject that spans across matters of
grave national interest like defending the
country’s borders to those of local priority
at a city level, ie critical infrastructure like a
monument of religious signicance; from
matters of brick and mortar like physically
protecting our coastline to ghting the
downsides of technological advancements
like Cybercrime- this is indeed a vast and
dynamically evolving subject, which is
managed by a network of empowered
authorities.
The paper attempts to briey analyse the
background of Indian internal security
environment, the business opportunities
that lie ahead for Indian and global
companies for partnering with the
government agencies towards securing
our nation. It suggests potential way
forward for all stake holders towards
building win-win partnerships and critical
success factors for survival in this industry.
© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
Executive Summary
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
The budgetary allocation for the Ministry
of Home Affairs (MHA) for the year
2013-14 has been pegged at around
USD 10.8 bn and is expected to witness
a Compounded Average Growth Rate
(CAGR) of ~15% thereby touching USD
18.8 bn by 2017-18. This is expected
to provide a signicant push to the
domestic market driven primarily by the
requirements dened by modernization
and up gradation plans.1 A heightened
threat perception coupled with growing
realisation of the challenges that lie before
us are now driving government initiativesthat are targeted towards strengthening
the internal security that has become a
signicant national priority. The existing
ecosystem is multilayered and complex
with multiple reporting channels. Given
the conicting priorities, and varying
methodologies adopted by the various
stakeholders, there arises a strong need
to nd a synergistic common ground for
them.
India with its continental dimensions,
varied terrain, large porous land borders,
long coastline and ethnic differences
poses a complex security challenge.. The
recent terror attacks and ethnic clashes in
the country have accentuated the need to
protect the internal environment. In light
of current events and threats, the central
and state governments in the country
now perceive the modernization and
up-gradation of the infrastructure as an
area of priority. This has led to an increase
in expenditure outlay in the country. The
government has rightly realigned itself by
creating a new ecosystem to combat the
existing challenges.
India’s internal security –An evolving landscape
Figure 1: Conicting priorities of the stakeholders
1 MHA Annual Report 2012-13, KPMG in India analysis
Source: KPMG in India analysis
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
Figure 2: Internal security ecosystem
Source: Ministry of Home Affairs (MHA), KPMG in India analysis
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
Terrorism and Naxal management are the
key internal security challenges of India.
Naxal menace is also referred as Left Wing
Extremism (LWE) and it seriously affectsnine states.
Key characteristics
Twin problems of Naxal and terrorism
have socio-economic-politico origins and
as such the government is countering
these by a combination of security and
developmental perspectives. The areas of
operation are under-developed on most
of social indices. There is a dire need
for forces specically trained in counter
insurgency operations with adequatelyequipped intelligence mechanisms.
Key market drivers
The government has initiated several
initiatives such as scheme for special
infrastructure, establishing Counter
Insurgency and Anti-Terrorist schools
(CIAT), Integrated Action Plan (IAP) for
development targeting towards curbing
the LWE activities2. These initiatives are
expected to be the key market drivers that
open avenues of collaboration between
the industry and the government. It
includes raising special battalions andequipping them with necessary gadgets,
establishing training schools etc.
Market potential
Our analysis suggests that an amount
of USD 1 to 2 bn was spent on security
infrastructure related programs (focused
towards curbing naxalism and terrorism)
during 2012-13. Equal impetus is being
given to development efforts in the
affected areas, by emphasizing on better
implementation of various developmentschemes. There has been nearly three
folds increase in spending in last two years
on this account.
Key government priorities
MHA’s focus has been on capacity
building of state forces through various
schemes to reimburse Security
Related Expenditures (SRE) on training,
operational needs and funds for ex- gratia
payments. Creation of security related
infrastructure viz fortied police stations,
roads/track connectivity and construction
of helipads in inaccessible areas is beingexecuted. Equal impetus is being given to
development efforts in the affected areas,
by emphasizing on better implementation
of various development schemes.
Key challenges
• Obtaining actionable intelligence and
appropriate technology to collate and
analyze the inputs
• Concerns of in accessibility coupled
with challenges in mobility countering
IEDs, surveillance and secure
communications continue to plague the
system.
Naxal management and terrorismGrave challenge facing the country today
2 MHA Annual Report 2012-13, KPMG in India analysis
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
Key characteristics
Industrial assets and various energy
production facilities are widely spread
out across the country. Safeguarding
transportation modes and assets that has
large public footfall requires considerable
allocations of physical security and
applications of technology.
Key market drivers
Creation and up gradation of vital
infrastructure such as new power plants,
construction of hydro dams, ports, oil
reneries, sensitive religious centers etc.
are expected to be the key market drivers.
Market potential
Our analysis suggest that the cumulative
market potential for the infrastructure
security is expected to be approx. USD 0.8
to 1.2 bn over the next 4 to 5 years.
Key government priorities
Investments to the tune of USD 1 Tn
are planned for infrastructure creation
in the 12th plan period ending March
2017 and this will require an exponential
spend increase for protection of such
investments.
Key challenges
• Providing trained manpower for
physical security
• Deploying state of the art, cost
effective gadgets for surveillance,
collation and analysis of data.
Key characteristics
Border security is aimed at securing
nation’s borders against interests hostile
to the nation by putting in place processes
to interdict them and facilitate legitimatetrade.
Key market drivers
The border security and development
projects that are being carried out by the
MHA to upgrade the security eco system
are expected to be the key market drivers:
a. Projects include border fencing, roads,
ood lighting , creation of additional
Border Out Posts (BOP) for guarding
and creation of Integrated Check Posts
(ICPs) for land trade
b. Socio development of the border areas.
Market potential
An amount of USD 0.7-1 Bn was spent
on various programs to upgrade border
infrastructure during 2012-133. The border
security related equipment procurement
opportunity itself could be upwards of
250-500 Mn over the next 4-5 years.
Government priorities
The key priority of the government is to
secure land borders with Bangladesh
and Pakistan by fencing, oodlighting
and having a network of roads to
facilitate effective patrolling all along3.
The mechanism on Bangladesh border,
is aimed at curbing illegal migration
and smuggling, whereas on Pakistan
border, it is to prevent inltration and
arms smuggling. Creation of critical
infrastructure and development works
are being undertaken by dedicated funds
through Border Area Development
Program. It is also in the process of
establishing 13 ICPs for trade through land
borders.
Key challenges
• To plug the porosity of borders with
effective surveillance by establishing
additional BOPs
• Application of technology for effective
guarding
• Creatinon of road networks on India
China border.
Critical Infrastructure ProtectionSafeguarding installations vital to sustaining India’s economic growth
Border SecurityStrengthening, developing and upgrading infrastructure
3 MHA
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
Key characteristics
In India maritime security is a cause
of concern since it lacks the required
infrastructure. There are number of
security concerns like landing of arms,
inltration / ex-ltration of anti national
elements, prevent smuggling and security
of Exclusive Economic Zone (EEC).
Key market drivers
The key market demand for the coastal
security infrastructure is expected to be
created by two major programs as dened
by the MHA:
a. Coastal Security Scheme - Phase 2which is focused on upgrading the
infrastructure by purchasing interceptor
boats, building coastal police station
etc.
b. Coastal Surveillance Scheme – Phase
2 focused on setting up multiple radar
stations by acquiring radars , day and
night vision cameras and establishing
Command & Control Centers.
Market potential
The coastal security related spend under
the coastal security scheme phase 2
during 2012-13 was approx. USD 170 – 200
Mn4. A yearly spend of approx. USD 80
Mn is budgeted over the next 3 to 5 years
period (under the same scheme).
Key government priorities
The key priority as per the MHA is to
enhance maritime security by creating
coastal police stations, check posts
and providing vessels to patrol high
seas and intercept intruders. Separate
comprehensive coastal security plan is
being executed for Andaman and Nicobar
island territories.
Key challenges
• Establish and operationalize coastal
police station, construct jetties, procure
a large number of patrolling and
interceptor boats
• Needs to be supplemented with sizable
numbers of radars and networked
surveillance systems.
Key characteristics
Police Modernization (PM) division of
the MHA is mandated to steer this effort
of modernization of all police forces,
procurement of arms/equipment and
effecting reforms.
Key market driversVarious programs such as megacity
policing, city surveillance project, Crime
Criminal Technology Networking Systems
(CCTNS) have been initiated aimed at
creating and upgrading the infrastructure
across various cities in the country.
These programs are expected to create
considerable requirement for equipments
such as night vision devices, GPS/GIS for
patrol cars, surveillance camera systems,
portable x-ray machines, vehicle number
plate identication system, cyber patroland communication monitoring system
etc.
Market potential
The cumulative spending for the
police modernizationfor the past 5
years has been around USD 2 bn4. The
government has already approved a police
modernization plan(spread over 2013-17)
with an outlay of over USD 2 bn.
Key government priorities
The government intends to enhance
the capabilities (qualitatively and
quantitatively) of the police forces to
equip them with state of art weapons,
communication systems and other
equipments The focus will be to
strengthen infrastructure with cutting
edge equipments and technology to make
a smart police force with much required
mobility and communication.
Key challenges
• States should be able to utilize their
allotted funds for modernization
• Technology is not being introduced at
the required pace to meet present day
policing and internal security challenges
•
The procurement processes need to bestreamlined and made robust to effect
speedier reforms.
Maritime SecurityA need for new emphasis
Police ModernizationNeed for technology enabled environment
4 MHA Annual Report 2012-13, KPMG in India analysis
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
Key characteristics
India’s heavy density population centers
and congested market places have
continued to be a nightmare for providing
security to these areas. City surveillance
systems aim to make our cities safer
by providing seamless surveillance of
vulnerable areas.
Key market drivers
Mega Safe City projects for 7 chosen
cities, as dened by the MHA, and the City
Surveillance programs for keycities in each
state (to be dened by the respective state
governments) are expected to be the key
market drivers that will create the need
for purchase of advanced surveillance
equipments.
Market potential
As per market reports, cumulative amount
of USD 300-500 Mn is being spent on
Delhi and Mumbai surveillance projects.
As other cities (mega and state cities) are
included in the plan, this is expected to
add to the market potential signicantly.
Key government priorities
MHA intends to put in place a system
for keeping vulnerable areas under
surveillance and gradually build up
capabilities with wider surveillance,
networking, effective vehicle
management systems and feeding inputs
from these systems to data centers for
meaningful analysis.
Key challenges
• Creating customized security
architecture
• Applying contemporary technologies
and devising quick response systems.
City SurveillanceEnsuring safer cities
Key characteristics
Much of our critical infrastructure lies
in cyber space which faces challenges
from hacking, nancial fraud, data
theft and espionage. Any threat of
disruption of nancial, rail, air, power
and critical information services can be
construed as an act of terror, as such,
cyber security requires desired priority.
Intelligence collection, collation, analysis
and dissemination are a prerequisite forsuccess of internal security apparatus.
Key market drivers
The key drivers for the cyber security
equipment market are the technology
programs such as NATGRID which
demands setting up of state of the
art safe networking / communication
infrastructure. Also, the constantly
increasing computerization drive across
different state and central ministries and
sensitive installations demands urgentneed to upgrade the cyber security
infrastructure.
Market potential
MHA is planning to execute several
programs to enhance the cyber security
are underway. NATGRID alone has a spend
budget of USD 0.2 bn approximately
spread over 4 to 5 years, thus making the
cyber security domain a lucrative business
opportunity for the private sector.
Key government priorities
• The key priorities of the governmentis to create robust mechanism to
monitor ow of information and data on
different media to help detect, prevent,
investigate and deter criminal and
terrorist actions
• Increased emphasis on investment
in building up new and required cyber
infrastructure.
Key challenges
• Ensuring development of right skills at
operational level
• Have dedicated cyber security laws in
place to create a techno-legal expertise.
Intelligence and Cyber securityCountering the threat
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© 2012 KPMG, an Indian Registered Partnership and a member frm o the KPMG net work o independent member frms afliated with KPMG International Cooperative (“KPMG International” ), a Swiss entity. All rights reserved.
The government’s efforts in upgrading the
country’s internal security infrastructure
opens up multiple opportunities for the
Indian and global companies to partner
towards securing the nation . The current
technology penetration level across
different segments pertaining to inland
security is very low when compared to
developed economies. This again creates
avenues to technology companies to
bring in innovative, advanced as well
as cost effective solutions to meet the
growing demand of building the country’s
underdeveloped infrastructure. Thekey business opportunities across the
segments will arise out of vital purchases
of advanced equipments and also up
gradation of the existing out dated
infrastructure.
A need to address sectoral
challenges
Our analysis suggests that the Indian
security environment has few challenging
characteristics that are being encountered
by the industry:
• Sector fragmented with no single
decision making authority
• Current procurement process complex
and slow
• Market requirements not so clear
due to constant evolution and
fragmentation• No assurance of continuous orders
• High entry costs and associated risks
including long gestation period and
associated bureaucratic delays.
Critical Success Factors for the
industry
The gure below (Figure 3) lists down
some of those critical success factors that
the industry should focus on in order to
overcome the existing bottlenecks and
establish a successful partnership with the
government.
An emerging opportunity forthe private sector
Critical success factors Priority Basis
Understanding the government ecosystem,
stakeholders and their requirements4 Multiple stakeholders including the ministry, departments under the
ministry, nodal executing agency and PSU companies are expected to be
involved
System Integration capabilities 2 Usage of multiple technology products such as Radars, Cameras, AIS,
etc driving need for data fusion
Understanding of Procurement Process 4 In-depth understanding of the procurement process (procedures, policy
framework, qualication criteria etc)
Product Localization 2 • Driven by unique characteristics/ topography
• Government also keen to encourage indigenous development/ Transfer
of Technology
• This will also help in bringing the product cost lower.
Strategic Alliances with Indian companies 4 Local partnerships critical to provide implementation assistance and
sustain the customer relationship
0 Low 2 Medium 4 High
Figure 3: Critical success factors for the Industry
Source: KPMG in India analysis
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One of the key challenges associated withthis sector is the coordination across all
of the concerned agenciesto take a truly
national approach to internal security.
So, what will it take to manage a
concerted, coordinated and truly
integrated national effort?
• The national internal security vision and
agenda should be dened and then
cascaded down to the state and local
level
•
Reforming, realigning and buildingupon the existing security structures at
all levels so as to support the national
agenda, allowing a more decentralized
yet coordinated model
• Higher degree of coordination between
various departments, as also, between
the center and the states, that require
clarity on role, minimizes overlaps
and conicts and allows adequate
empowerment
• Seamless Intelligence data sharing
across the network, through clearly
spelt out objectives, guidelines and
protocols
• Greater private sector involvementand participation with emphasis on
indigenization
• Creating systems for bulk
procurements to achieve scales of
economy for the industry.
These aspects need to be planned and
executed so as to help manage this
complex ecosystem while orchestrating
the various factions to harmoniously
deliver on the National Security agenda.
Internal Security is a very essentialcomponent of the national security and its
importance cannot be over emphasized
to ensure growth of a fast emerging
economy like India. Capacity building in
internal security is imperative to match
our national aspirations and this can only
be achieved by adopting technology in all
elds of internal security. The outlook is
bright but it needs Government’s on-going
active management and ne tuning of
policy, regulations, process and scal
environment and on the other hand theindustry will have to play an important
role to provide cost effective solutions.
Together this will ensure effective project
implementation and create a safer nation.
Way ForwardNeed for creation and management of an integrated and self-
reliant security apparatus
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PHD Chamber is a 108 year old vibrant
and proactive representative organization
of business and mercantile community of
northern and central India, serving their
interest. This apex regional organization
plays an active role in India’s development
and acts as a much needed link between
government and industry, serving as a
catalyst for rapid economic development
prosperity of the community in the region
through promotion of trade, industry and
services.
With its base in the National Capital,
Delhi, the Chamber has Regional ofces
in States of Bihar, Chhattisgarh, Haryana,
Himachal Pradesh, Jammu & Kashmir,
Jharkhand, Madhya Pradesh, Punjab,
Rajasthan, Uttar Pradesh, Uttarakhand and
the Union Territory of Chandigarh.
About PHD
Six Thrust Areas
• Industrial Development
• Inrastructure
• Housing
• Health
• Education and Skill
Development
• Agriculture and
Agribusiness
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About KPMG in India
KPMG in India, a professional services rm, is the Indian member rm of KPMG
International and was established in September 1993. Our professionals leverage the
global network of rms, providing detailed knowledge of local laws, regulations, markets
and competition. KPMG in India provide services to over 4,500 international and nationalclients, in India. KPMG has ofces across India in Delhi, Chandigarh, Ahmedabad,
Mumbai, Pune, Chennai, Bangalore, Kochi, Hyderabad and Kolkata. The Indian rm
has access to more than 7,000 Indian and expatriate professionals, many of whom are
internationally trained. We strive to provide rapid, performance-based, industry-focused
and technology-enabled services, which reect a shared knowledge of global and local
industries and our experience of the Indian business environment.
KPMG is a global network of professional rms providing Audit, Tax and Advisory
services. We operate in 156 countries and have 152,000 people working in member
rms around the world.
Our Audit practice endeavors to provide robust and risk based audit services that
address our rms’ clients’ strategic priorities and business processes.
KPMG’s Tax services are designed to reect the unique needs and objectives of each
client, whether we are dealing with the tax aspects of a cross-border acquisition or
developing and helping to implement a global transfer pricing strategy. In practical terms
that means, KPMG rms’ work with their clients to assist them in achieving effective tax
compliance and managing tax risks, while helping to control costs.
KPMG Advisory professionals provide advice and assistance to enable companies,
intermediaries and public sector bodies to mitigate risk, improve performance, and
create value. KPMG rms provide a wide range of Risk Consulting, Management
Consulting and Transactions & Restructuring services that can help clients respond to
immediate needs as well as put in place the strategies for the longer term.
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Building No.10, 8th Floor
DLF Cyber City, Phase II
Gurgaon, Haryana 122 002
Tel: +91 124 307 4000
Fax: +91 124 254 9101
Hyderabad
8-2-618/2
Reliance Humsaar, 4th Floor
Road No.11, Banjara Hills
Hyderabad 500 034
Tel: +91 40 3046 5000
Fax: +91 40 3046 5299
Kochi
4/F, Palal Towers
M. G. Road, Ravipuram,
Kochi 682 016
Tel: +91 484 302 7000
Fax: +91 484 302 7001
Kolkata
Infnity Benchmark, Plot No. G-1
10th Floor, Block – EP & GP, Sector V
Salt Lake City, Kolkata 700 091
Tel: +91 33 44034000
Fax: +91 33 44034199
Mumbai
Lodha Excelus, Apollo Mills
N. M. Joshi Marg
Mahalaxmi, Mumbai 400 011
Tel: +91 22 3989 6000
Fax: +91 22 3983 6000
Pune
703, Godrej Castlemaine
Bund Garden
Pune 411 001
Tel: +91 20 3058 5764/65
Fax: +91 20 3058 5775
KPMG in India
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© 2013 KPMG, an Indian Registered Partnership and a member frm o the KPMG network o independent member frms afliated with KPMG International Cooperative (“KPMG International”), a Swiss
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Partner and Head
Sales and Markets
T: +91 22 3090 2040
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Director
Deence Advisory
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PHD Chamber Contact
PHD Chamber of Commerce and Industry
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