I will try to be concise. We have been in India for 35 years, but of course our presence has expanded over time. Also, I should note that on the rail side Bombardier grew a lot by acquisitions. Some of our operations date back from the companies we acquired in Europe, but with operations in India like Adtranz on the rail side.
I think of some of the initial challenges when we were looking at investing in India in connection with the Delhi Metro project. That's a fairly recent investment dating back a few years. Our investment was tied to the project in New Delhi. There were local content requirements. We had to comply with some requirements to localize production, including doing the final assembly of the railcars in India. We had to choose a location for the investment as well. That was part of the initial challenges. We also needed a good pipeline of projects going forward: some level of reassurance that there would be projects coming on stream to justify our investment, not only for one project but for a number of projects in India going forward.
So that would be the challenge on the rail side, but all in all, I think finding the right partners in India was certainly very key for us in our initial stages in the Indian market.