|
|
|
|
|
|
|
|
|
|
|
|
|
INTERVIEW |
|
‘No Example Exists in the World to Compare the Level and
Depth of Technology That We Have Transferred To India’
|
|
Managing director, DCNS India, Bernard Buisson |
 |
How did DCNS India come into being?
DCNS is committed to long-term partnerships and close collaboration with the
Indian Navy and local shipbuilding industry. It is for this reason that the
group set up DCNS India Private Limited, a subsidiary specialising in naval
services, in March 2009. DCNS India’s main missions are to support the naval
shipyards and industries (Naval Technical Advice Department), to develop local
services with Indian talents (design & marine engineering department) and to
extend sourcing opportunities for both local and international needs (sourcing &
purchasing department). We are on track in our development, on the training and
qualifications of our local staff, vendors and solutions. We are already
producing results in detailed designs and procurement. Also, DCNS India was
formed to enable us to fully progress our current partnership with MDL in the
construction of six Scorpene — latest generation submarines — for the Indian
Navy. DCNS is willing to extend its participation in ongoing and future projects
for the Modernisation programme of the Indian Navy. We view our relationship
with India as both a strategic and Industrial partnership and hence a permanent
presence is vital.
Can you comment on the delay in the P75 programme?
The Scorpene project by its very nature is a huge, complex and challenging
programme, both for DCNS and for MDL. We believe that initial media reports
highlighting undue delays of the programme overlooked this fact. This programme
is challenging both for the competences and the industrial means involved.On a
technical point of view, a submarine needs to fulfil strong requirements (safety
of the crew, acoustic discretion, reliability, availability…) while operating in
harsh environments. When you dive, the physical constraints involved are very
important.
|
Temperature variations and repeated dives mean your submarine’s structure will
go to a succession of dilatations and contractions. One needs to be very precise
and accurate not only in the design phase but also in the manufacture and
assembling of every part involved. This is when the DCNS team liaise with MDL
providing daily training and support on the supervision.
On a human point of view, integration of large teams of personnel from different
countries and cultures always takes time particularly on projects of this
nature. Working within a different environment was a challenge both teams were
confronted with.
We therefore faced teething problems. It’s very often the case on learning the
manufacturing of such technologies. We are going through learning stages and
this is actually part of the investment needed. MDL and DCNS share mutual trust
and are highly motivated. In the meantime, the shipyard modernisation programme
launched by MDL progressed fast. We are happy to state that our integration and
working relationship with MDL is seamless and operationally efficient. Both the
French defence minister and Indian defence secretary are following this
programme very closely and step in when required to give further impetus to the
programme. The P75 programme benefits from an unprecedented and unmatched level
of ToT. Indeed, no other submarine project in any other country has benefited
from a greater depth and scale of ToT right from the first submarine onward. We
believe it is crucial to keep competences and industrial means up to date to
perpetuate the investments made. That is why we are emphasising that if the
Indian government wants to keep what we are transferring, they have to keep the
teams and capacities going. |
|
SEPTEMBER 2012
Issue
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
© 2012 FORCE ARROWHEAD MEDIA PVT. LTD. All Rights Reserved. |
|
|