We can reorient our products and business strategy because we are an agile organisation.

The period from 2002 to 2007 was probably our best period. We created a strategy to build global scale, footprints in each of the geographies and dramatically built our international business.

Our company is very diversified, both in terms of geography and in terms of products.

We have done a lot of work on cost reduction, getting ourselves lean, reducing our breakeven, reducing our fixed cost and increasing exports. All of these factors help because our export basket is not just automotive but also includes industrial products, railways and others.

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.

Our strategy should be based on indigenisation and import substitution. The government must provide opportunities for domestic companies to participate in sectors in which the country continues to depend on imports.