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India Notifies First Chip Fabrication Plant at Dholera SEZ

Shruti Shiraguppi — Fri, 17 Apr 2026 09:17:18

The central government on April 9, 2026, notified a Special Economic Zone (SEZ) for Tata Semiconductor Manufacturing Private Limited at Dholera, Gujarat — India's first chip fabrication plant — covering 66.166 hectares and projected to employ 21,000 persons in electronic hardware, software, and IT-enabled services.

The SEZ includes enabling infrastructure and a dedicated approval mechanism to streamline operations and logistics. With a proposed investment of ₹91,000 crore, it will operate as an AI-enabled semiconductor fabrication facility.

The notification follows amendments to the SEZ Rules, 2006, made on June 3, 2025, which reduced the minimum land requirement from 50 hectares to 10 hectares, introduced flexibility in encumbrance norms, included free-of-cost supplies in Net Foreign Exchange calculations, and permitted domestic sales in the Domestic Tariff Area on payment of applicable duties.

Since the regulatory changes, the Board of Approval for SEZs has cleared four other semiconductor and electronics SEZs. Micron Semiconductor Technology India Pvt. Ltd was notified on June 23, 2025, for an Assembly, Testing, Marking and Packaging unit at Sanand, Gujarat, across 37.64 hectares with a proposed investment of ₹13,000 crore and projected employment of 20,786.

On the same date, Hubballi Durable Goods Cluster Private Limited received approval for an electronics components manufacturing SEZ across 11.549 hectares in Karnataka, with a proposed investment of ₹100 crore and projected employment of 4,360. CG Semi Pvt. Ltd. was notified on September 23, 2025, for outsourced semiconductor assembly and testing across 11.541 hectares, with a proposed investment of ₹2,150 crore and projected employment of 1,911. Kaynes Semicon Pvt. Ltd. followed on September 26, 2025, for an OSAT unit across 18.44 hectares, with a proposed investment of ₹681 crore and projected employment of 2,020.

The government has stated that these SEZs are expected to develop domestic value chains, generate high-skilled employment, and reduce import dependence in the semiconductor sector.

"India is Charting its Own Auto Path, We're Happy to Support”: Bosch Chairman

Shahkar Abidi — Thu, 16 Apr 2026 19:01:40

Global component major Bosch Ltd claims that as Indian auto and other companies prefer to forge their own paths and trajectories, they want to become part of this growth journey.

At its annual media briefing on Thursday, Bosch’s top leadership said India remains a large and steadily growing market, and one of the few globally to have sustained growth last year, with expectations of continued expansion.

Stefan Hartung, chairman of the board of management of Robert Bosch GmbH, remarked that the Indian market wants to forge its own path with local strategies and trajectories. It is visible in the numbers of sales done by the local OEMs. "We are happy to help them," he noted.

The remarks comes on the background of Bosch Limited and Tata AutoComp Systems Limited had in mid-March announcing plans to establish a 50:50 joint venture in India to manufacture and supply e-axles and electric traction motors, strengthening their presence in the country’s growing e-mobility market. Operations are expected to commence by mid-2026, subject to regulatory clearances. The JV will focus on engineering, manufacturing, sales and after-sales services of eAxle systems and electric motors, with scope to expand into other product segments as decided by its board. The companies said the JV is expected to support localisation, scale up EV component manufacturing, and strengthen India’s e-mobility supply chain.

Bosch Limited reported revenue of Rs 18,087 crore in FY2024-25, while Tata AutoComp Systems reported Rs3,959 crore in the same period, Autocar Professional previously reported.

Samvardhana Motherson Shuts France-Based Dormant GIE Groupe AD Unit

Shahkar Abidi — Thu, 16 Apr 2026 17:34:49

GIE Groupe AD (GIE), an indirect wholly owned subsidiary of Samvardhana Motherson International Limited, has discontinued its operations, the component major said in a regulatory filing on Thursday.

GIE was acquired by Samvardhana Motherson International on May 13, 2024, as part of the acquisition of ADI Group. GIE was not carrying out any business or operation, so the shareholders of GIE approved its dissolution. Accordingly, the Commercial Register approved the dissolution of GIE on April 14, 2026, effective from November 1, 2017.

GIE's other income during FY 2024-25 was €122,917 and its net worth was ‘Nil’. Further, the said other income and net worth of GIE contributed negligibly to the consolidated revenue and consolidated net worth of the Company as of the end of FY 2024-25, the company noted in the filing.

Samvardhana Motherson International Limited is involved in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.) for the automotive and other sectors. Established in 1986, the company boasts a diverse global customer base that includes nearly all leading automobile manufacturers worldwide. The company has over 425 facilities across 47 countries on five continents.

The company has diversified to non-automotive businesses, including technology and industrial solutions, health & medical, aerospace and logistics. SAMIL is currently the largest auto ancillary in India and is ranked among the top 15 automotive suppliers worldwide, the company added.

Bosch Reports €91 Billion in Sales for 2025, Profits Under Pressure

Arunima Pal — Thu, 16 Apr 2026 16:45:38

Robert Bosch GmbH reported total sales revenue of €91.0 billion for the 2025 financial year, up slightly from €90.3 billion in 2024. While nominal growth was just 0.7 percent, the figure rises to 4.1 percent after adjusting for currency effects. The results were announced on April 16, 2026, at the company's annual press conference in Stuttgart.

Profitability, however, declined. EBIT margin from operations fell to 2percent from 3.5 percent the previous year. The main reason was €2.7 billion in provisions set aside for structural restructuring and job cuts, primarily in the Mobility division and at German locations. Free cash flow also dropped significantly, from approximately €900 million in 2024 to around €300 million in 2025. The equity ratio stood at 41.6 percent, and year-end liquidity was €7.4 billion.

Bosch reduced its global workforce by approximately 5,000 people during 2025, bringing total headcount to 412,774 by year-end. The cuts were concentrated in the Mobility sector and in Germany. The company completed negotiations with employee representatives at all affected sites and says it will now implement the agreed changes. Management cited intensifying price competition from Chinese automotive manufacturers as a key driver of the need to reduce costs.

Performance by Business Sector

The Mobility sector, Bosch's largest, generated €55.8 billion in sales — flat year-on-year in nominal terms but up 2.9 percent on a currency-adjusted basis. Its operating margin fell sharply to 1.8 percent from 3.8 percent, reflecting the restructuring provisions and pricing pressure in the automotive industry.

Industrial Technology grew marginally to €6.5 billion in sales, with currency-adjusted growth of 2.4 percent. Its EBIT margin improved to 3.5 percent from 1.2 percent, making it the strongest performer on profitability among the four divisions.

Consumer Goods posted sales of €19.9 billion, a nominal decline of 1.9 percent, though currency-adjusted growth was 4.1 percent. The division was affected by weak demand from the construction sector in China and the United States. The operating margin was 3.0 percent, down from 3.5 percent in 2024.

Energy and Building Technology was the fastest-growing division, with sales rising 13.0 percent nominally — and 15.6 percent after currency adjustments — to €8.5 billion. Despite the strong top-line growth, the operating margin fell to just 0.5 percent from 4.9 percent, largely due to one-off costs related to acquisitions and asset sales during the year.

Europe remained Bosch's largest market at €44.2 billion in sales, though this represented a slight nominal decline of 0.6 percent. On a currency-adjusted basis, the region grew 1.5 percent. Germany specifically grew 1.6 percent to €17.8 billion.

The Americas grew 3.8 percent nominally to €18.5 billion, or 9.3 percent after adjusting for currency. Asia Pacific grew 0.7 percent nominally to €28.3 billion, with currency-adjusted growth of 5.0 percent.

Research & Development

Bosch spent €7.9 billion on research and development in 2025, equivalent to 8.7 percent of sales. Combined with capital expenditure of €4.1 billion, total investment in R&D and fixed assets reached approximately €12 billion for the year. The company filed around 6,300 patents in 2025 and remained the top patent filer in Germany.

Key areas of investment include sensor technology, automotive software, and electrification. Bosch has developed a new sensor platform — the BMI5 — aimed at improving navigation for robots in complex environments. The company also sees growing demand for inertial sensors in automated vehicles, which can maintain accurate positioning even when GPS or camera signals are unavailable. Analysts project the automotive intelligent sensor market will roughly double to over $80 billion by the mid-2030s.

In automotive software, Bosch is developing AI-based systems for in-vehicle personalisation. It secured €10 billion in orders for driver assistance systems, sensor solutions, and vehicle computers in 2025. The company expects to deliver over 7 million electric powertrain components in 2026 and recently announced a joint venture with India's Tata AutoComp Systems to manufacture electric axles and motors for the Indian market.

In consumer products, the BSH Hausgeräte division launched an AI-enabled oven with a built-in voice assistant. The Power Tools division introduced 30 new professional tools with AI features at the start of 2026, including a wall scanner that uses radar combined with AI object detection.

Outlook for 2026

Bosch expects the global economic environment to remain challenging in 2026, with continued uncertainty from geopolitical developments and persistent pricing pressure. For the full year, the company is targeting sales growth of 2–5 percent, an EBIT margin from operations of 4–6 percent, and positive free cash flow.

In the first quarter of 2026, revenues were broadly flat nominally but approximately 5 percent higher after currency adjustments, which management said is consistent with the annual guidance range.

As an additional measure to improve financial flexibility, Bosch will publish interim consolidated financial statements for the first half of 2026 for the first time, allowing it to access bond markets and other capital market instruments more flexibly during the year.

Mobec Innovations Appoints Gautam Singh And Satyabrat Shukla As Co-Founders

Dev Vadchhedia — Thu, 16 Apr 2026 12:53:00

Mobec Innovations, an Indian provider of mobile electric vehicle charging and battery recycling solutions, has elevated Gautam Singh and Satyabrat Shukla to the position of co-founders. The newly appointed executives will join Founder and CEO Harry Bajaj in leading the Noida-based company. The announcement was made in New Delhi on April 16, 2026.

In their expanded roles, Singh and Shukla will focus on developing AI-enabled products and scaling the company's battery recycling and mobile charging divisions. Singh will head research and development and manage daily operations at Mobec's facilities, with a specific focus on advancing battery recycling technologies and process efficiencies. Shukla will direct the company's sales, marketing, and customer relations teams.

Mobec operates across several verticals within the energy and EV sectors. The firm provides portable DC charging solutions ranging from 5 kW to 60 kW for various vehicle types, which users can schedule for their desired location and time via a mobile application. The company is also expanding its hardware portfolio with new energy storage systems, including a compact 7 kW unit and a portable, solar-compatible 30 kW system.

In its battery recycling division, Mobec operates a facility designed to extract minerals such as lithium, cobalt, copper, nickel, aluminium, graphite, and manganese from end-of-life batteries. These extracted materials are subsequently supplied to manufacturers of industrial products, electronics, and other components. The company also tests and refurbishes older batteries for deployment in commercial and residential storage applications.

MAHLE Sees India Revenue Double to €1 Billion in 3-5 Years, Says CEO Franz

Darshan Nakhwa — Wed, 15 Apr 2026 20:53:52

MAHLE GmbH expects its India revenue to double to around €1 billion over the next three to five years, as the country emerges as its fastest-growing market and a key pillar in its global growth strategy.

“We expect our revenues (from the region) to double to 1 billion euros over the next three to five years,” said Arnd Franz, Chairman of the Management Board and CEO of MAHLE Group. The company expects continued strong growth to supported by the value added tax reform introduced in 2025.

India accounted for 4% of MAHLE’s global sales in 2025. It was the fastest-growing emerging market for the German auto component major, with sales rising over 10% (and more than 20% on an exchange-rate-adjusted basis). This came at a time when several global markets remained under pressure due to geopolitical uncertainty, rising energy costs, currency volatility and weak demand.

The company has also identified the country as a priority geography for future investments, driven by robust domestic demand, improving manufacturing competitiveness and its increasing role in global supply chains. “And that’s why we are going to make further investments and put a strategic focus,” Franz said.

Export Opportunity

MAHLE indicated that India is not only a growth market but also an increasingly important part of its global footprint, both from exports and technology standpoint.

The component maker sees the India-EU free trade agreement as a structural positive that could further strengthen India’s role in its global supply chain.

“We take a fully positive view on the free trade agreement. For many years, we have tried to increase exports from India. And very often, this kind of failed due to massive trade restrictions. And that is now changing fundamentally. We have now received major orders from American customers for products to be exported from India,” Franz said.

“This is only the first indication of many other projects which are going to follow, which we are going to win in India,” he said.

MAHLE currently exports from India through two channels, distribution partners in neighbouring South Asian markets such as Sri Lanka, Bangladesh, Nepal and Bhutan, and inter-company supplies within its global network.

However, the company remains cautious about ongoing geopolitical uncertainties, including conflicts in West Asia and trade tensions, which continue to impact global demand, supply chains and cost structures.

“We will see higher costs in raw materials, energy and logistics,” he said, adding that, “We also see a certain impact in terms of consumers’ uncertainty when it comes to new purchases. So we will not see a positive impact on vehicle production and vehicle sales.”

He noted that the disruption of oil and gas flows through the Strait of Hormuz could drive-up energy prices. “The 20% oil and gas volumes that currently are stuck in the Strait of Hormuz, they will lead to an increase in energy prices,” he said, adding that prices could rise by as much as 20% if supply does not normalise.

Franz flagged supply-side risks for India, where operations have already seen some disruption. “We see a certain threat to our production in India. Shifts have to be already cancelled due to a lack of energy. And that’s something we’ve got to manage very closely and thoroughly.”

Despite these challenges, he said the company is not looking to alter its India strategy in the near term, even as logistics costs rise due to disruptions in the region.

Strong Base

MAHLE has built a sizeable presence in India, with 11 production facilities and a workforce of over 4,600 employees, positioning the country as a key manufacturing base within its global network.

The company also operates a technology centre in Pune, underscoring its growing engineering capabilities in the region. Over the years, India has evolved beyond a manufacturing hub to become an integral part of MAHLE’s global development ecosystem.

MAHLE increasingly leverages India for research and development, particularly in areas such as electrification, thermal management and cost-optimised engineering solutions for global markets.

“India has become an important hub also for our R&D activities. And for that reason, we are not only using the production potential in India, but we're also using the R&D and technology potential that we see in India,” Franz said.

Performance Backdrop

MAHLE reported a mixed financial performance in 2025, with sales declining to €11.3 billion amid weak demand in Europe and North America and adverse currency movements, even as adjusted profitability improved.

The Stuttgart-based auto component maker net profit edged lower to €20 million from €22 million in 2024. EBIT fell sharply to €228 million from €423 million, with the EBIT margin declining to 2.0% from 3.6%.

However, the company’s adjusted EBIT rose to €442 million from €347 million, with the adjusted EBIT margin improving to 3.9% from 3.0%, reflecting gains from cost controls and operational efficiencies.

Against this backdrop, the company is increasingly leaning on growth markets like India to drive the next phase of expansion, as it balances global headwinds with regional opportunities.

Statiq Launches Portable EV Charger to Address Home Charging Gaps

Dev Vadchhedia — Wed, 15 Apr 2026 13:18:17

Statiq has introduced a portable electric vehicle (EV) charger aimed at improving access to home and on-the-go charging, as India’s EV adoption continues to grow.

The device, rated at 3.3 kW AC output, is designed to work with standard 16A three-pin sockets, allowing users to charge vehicles without requiring dedicated installation. It features adjustable current settings between 6A and 16A, enabling compatibility with varying household electrical capacities. The product is priced at ₹14,999 as part of an introductory offer and will be available through the company’s online channels and e-commerce platforms.

The launch comes at a time when home charging access in India remains limited to roughly 55%, according to company estimates. This gap has been a persistent challenge for EV owners, particularly in urban residential settings lacking dedicated charging points.

The portable charger includes safety features such as residual current protection and weather-resistant construction, making it suitable for both indoor and outdoor use. It also incorporates a display for real-time charging data and a timer function to support off-peak usage.

Industry analysts note that portable charging solutions are gaining traction as a stopgap measure in markets where fixed charging infrastructure is still developing. Such devices can serve as primary or backup charging options, especially for users without access to private charging stations.

Bosch to Acquire Bosch Chassis Systems India for up to ₹9,068.68 Crore

Arunima Pal — Wed, 08 Apr 2026 17:33:57

Bosch Ltd has approved the acquisition of a 100% stake in Bosch Chassis Systems India Private Limited (RBIC) from its existing shareholders, Robert Bosch Investment Nederland B.V. (RBNI), Netherlands, and Robert Bosch LLC, USA.

The acquisition will be executed through a share purchase agreement among Bosch Ltd, RBNI, Robert Bosch LLC, and RBIC, for a total consideration not exceeding ₹9,068.68 crore. The transaction will involve both cash and non-cash components.

Following completion, RBIC will become a wholly owned subsidiary of Bosch Ltd and will also be classified as a material subsidiary.

Separately, Bosch has approved the issuance of 1,230 equity shares with a face value of ₹10 each at a price of ₹35,200 per share, including a premium of ₹35,190. The shares will be issued on a preferential basis for consideration other than cash to RBNI and Robert Bosch LLC, both of which are part of the promoter group.

RBIC is an automotive components company focused on chassis systems, including braking, steering and safety technologies for passenger and commercial vehicles. RBIC plays a role in localising global technologies and supporting vehicle safety and performance standards. With capabilities in manufacturing and engineering, the company contributes to Bosch’s mobility portfolio in India, particularly in areas linked to vehicle control, safety systems and evolving automotive technologies.

Recently, Bosch and Tata AutoComp Systems Limited formalised plans to establish a 50:50 joint venture in India to manufacture and supply e-axles and electric traction motors, strengthening their presence in the country’s growing e-mobility market.

Valeo Opens Camera Production Line in Sanand

Shruti Shiraguppi — Tue, 07 Apr 2026 12:20:10

Valeo inaugurated a new HD Surround-View Camera production line at its Sanand facility in Gujarat on April 3, 2026. Marc Vrecko, CEO of the company's BRAIN Division, led the inauguration to advance localised manufacturing of vision systems for major original equipment manufacturers (OEMs) in India.

The new line will produce next-generation vision camera systems aimed at enhancing driver assistance, improving road safety, and supporting demand for autonomous and semi-autonomous driving technologies.

Marc Vrecko, Valeo BRAIN Division CEO said: "The inauguration of this new camera line at our Sanand facility is a proud moment for our team and a proof to our dedication to the Indian market. By localizing the production of these highly complex, advanced vision systems, we are not only streamlining our supply chain but also accelerating the delivery of world-class safety technologies to our partners."

The Sanand facility is also planned to expand into automotive displays and telematics control units, positioning it as a multi-technology manufacturing hub for digital cockpit and connected vehicle solutions. Hardware manufacturing will be based at Sanand, while software development for these systems will be handled at Valeo's R&D hub in Chennai.

The facility will produce components for both Advanced Driver Assistance Systems (ADAS) and Advanced Rider Assistance Systems (ARAS).

Jayakumar G, Group President & Managing Director Valeo India stated: "We are scaling our product portfolio in Sanand, India. This investment in a state of the art surround-view camera line underscores our commitment to localizing high-tech solutions. It strengthens our ADAS manufacturing capabilities and R&D and ensures we continue to meet our customers' evolving needs."

India is a named priority market in Valeo's 'Elevate 2028' strategic plan. The company has been present in India since 1997, operating six production sites across Chennai, Pune, Sanand, and Gurgaon, along with R&D centres in Chennai and Bangalore. It employs over 7,500 people in the country, with more than half in engineering roles.

Globally, Valeo reported €20.9 billion in sales in 2025 and employs 100,000 people across 29 countries, with 149 production plants and 59 R&D centres.

Steelbird Reports ₹869 Crore Revenue, Nears 10 Million Helmet Production Mark

Shruti Shiraguppi — Tue, 07 Apr 2026 10:29:56

Steelbird Hi-Tech India produced 9.85 million helmets in the current fiscal year, the New Delhi-based company announced in April 2026, reporting a topline revenue of ₹869 crore as it targets ₹1,000 crore in FY 2026-27 and plans to launch 12 new models across mid and premium segments.

The company has raised its daily production capacity to 60,000 helmets, a scale-up attributed to automation, process optimisation, and capacity enhancement at its manufacturing facilities. Steelbird describes itself as the world's largest helmet manufacturer.

Its exclusive Rider Shop network has crossed 350 outlets nationally, extending the company's reach across Tier 1, Tier 2, and emerging markets.

Rajeev Kapur, Managing Director, Steelbird Hi-Tech India Limited, said: "Steelbird's growth is a reflection of our relentless focus on safety, scale, and accessibility. As India continues to witness a surge in two-wheeler usage, the need for high-quality protective gear becomes even more critical. Our goal is not just to grow as a business, but to drive a larger movement around road safety in the country."

He further added: "With production nearing 10 million units annually and a strong retail backbone, we are well-positioned to accelerate our next phase of growth. Our investments in technology, design innovation, and distribution are enabling us to reach more riders while delivering products that combine safety, comfort, and style."

The company's longer-term targets include 25 million helmets annually and ₹2,500 crore in turnover by FY 2032-33.

Sona Comstar Hits 500 Million Differential Gears and 10 Million Differential Assembly Marks

Shruti Shiraguppi — Tue, 07 Apr 2026 09:52:50

Sona BLW Precision Forgings Ltd. (Sona Comstar) announced on April 7, 2026, that it has manufactured 500 million differential gears and 10 million differential assemblies since its founding in 1995, crossing two production milestones that the company says reflect growing customer demand for its driveline components across electric and conventional vehicle platforms globally.

The company's global market share in differential gears stood at an estimated 8.7% in CY25, up from 4.5% in 2019. Sona Comstar supplies differential assemblies, precision-forged differential gears, and other driveline components to Battery Electric Vehicle (BEV), passenger, commercial, and off-highway vehicle manufacturers.

On the differential gears milestone, production has accelerated sharply over time. The company crossed 100 million gears in 2013 and 200 million in early 2018. The next 100 million took three years, and the 400 million mark was reached within two and a half years after that. The most recent 100 million gears were produced in under two years.

Differential assembly production began at the Gurugram plant in 2008, expanded to Pune in 2014, and a third facility opened in Manesar in 2019. The company produced its one-millionth assembly in 2017 and reached 5 million by 2023. The next 5 million were produced in under three years.

Commenting on the milestone, Vivek Vikram Singh, Group CEO, Sona Comstar, said: "We are proud to celebrate these important milestones of our Driveline Business. They reflect the scale we have built over the years, our commitment to engineering excellence, and the trust our customers have placed in us globally. I thank our customers, suppliers, and employees for their continued support and contribution to this achievement. As mobility continues to evolve, we remain focused on innovation, expanding our integrated driveline capabilities, and delivering high-quality solutions that meet the changing needs of our customers across EV and conventional platforms."

Sona Comstar operates manufacturing and R&D facilities across India, the USA, Serbia, Mexico, and China.

Design Takes Centre Stage in India’s Auto Evolution: Autodesk

Anurag Chaturvedi — Thu, 02 Apr 2026 13:11:44

India's car manufacturers have spent decades accumulating engineering data across product cycles. Most of it goes unused inside organisational silos. That is beginning to change, says Thomas Heermann, Autodesk’s vice president for automotive and concept design, and Parminder Singh, head for autodesk's design and manufacturing business in india, in a freewheeling conversation with Anurag Chaturvedi & Shahkar Abidi.

How has the role of design evolved in the Indian automotive industry?

Thomas Heermann: India has a lot of history, with Tata and Mahindra. But really, seeing the design universe has been the new thing. Design in India has really grown a lot in the last 10 years, I would say 15 years, with really focusing not just on reliability and price but also on design. It is suddenly not about engineering anymore. Design is the difference.

The interesting thing I see is that each company is using this design opportunity in a completely different way. Some are really pushing the envelope on futuristic design. Mahindra, for example. The cars are pretty futuristic. Others, like Tata, are looking at their history, asking where their brand has been, bringing old ideas back to the market. We talk to scooter manufacturers as well. It is not just about fuel efficiency or safety. Design is becoming more and more important to differentiate, to get a brand on the street, to have people recognise you.

Parminder Singh: The customer is becoming very demanding because there are many competitors coming in. Startups are entering the market and raising expectations. For the large players, it is very important that they innovate and surprise their customers. When that happens, you need to continuously bring new things into your products at a very fast pace, which means you need to leverage technology very strongly. It is not only "make in India" but also "design in India," and that is where we come into the picture.

How is Autodesk integrating artificial intelligence into the design process?

Heermann: We have been looking at AI for four, five years already. There are two ways to look at it. How can we use this technology to help our customers do things faster, more efficiently, and have more information early? We do not see AI as a tool that takes people away or takes jobs away. We see it more as a tool that helps people do a better job or a faster job.

There are tools out there where designers can crank out amazing renderings, 200 a day, 300 tomorrow, 400 the day after. But that is not a designer's job, to create content. A designer's job is to find the right design. If you have a picture of a car that looks awesome, how do you know that your C-pillar does what you need? It is always a mixture of 3D modelling, sculpting, sketching, and not just another picture.

That is why clay modelling is still being taught. We went to a school yesterday, and they are still teaching it. Proportion has to be felt sometimes. That is why we still see clay models in car companies. Not because it is traditional, but because clay models help to visualise and to have the emotions attached.

Singh: Today in the automotive industry, you launch a product and after six months you do value engineering. There are huge projects where almost 15 to 20 members work on that. But imagine that with AI you can do the value engineering upfront. With human manpower you can look at maybe ten different options. When AI is there and you have cloud-based computing power, you can look at the complete design space upfront in the design cycle, identify the best optimum solution, and then drive your whole engineering process. What is happening after one year of launch can be done today, in the first place.

What about the use of AI in understanding aerodynamics early in the design stage?

Heermann: We have this product called Navasto. It takes CFD simulations done by engineering teams. It is an AI that learns from all these simulations. There is a plugin in Alias that allows designers to understand, in a second, how much drag a design has. Where to optimise, especially with EV cars, where every little drag change helps extend battery life. The biggest thing we see right now is how we can bring more information into the studio. In the past, a designer had to wait ten weeks for a simulation. Now it is there in two seconds. No designer is a CFD expert, but what can we do from CFD that is trustworthy, to help designers understand their decisions?

How is AI changing the way different departments within an organisation work together?

Singh: Usually in organisations, even though we may like to think they are all working together, it does not happen like that. What we are trying to do with AI is use the knowledge residing in the organisation for the last ten years. We use AI and machine learning to learn from that engineering data and make sure we can give it to different departments, which they can use to predict in advance. When I am doing something at the concept stage, a new design, I can look at past data of something similar and come close to 95, 98, 99 per cent confidence that this is what it will be. I can move ahead with my design and once I finalise, I can proceed with the engineering. In a normal environment, this brings a lot of delay.

Electric vehicle adoption has slowed globally. How does that affect automotive design, and do you believe EVs still have a future?

Heermann: I personally believe that EVs will pick up. There are some hiccups on the way, for political or geopolitical reasons. But EV is definitely the way to go. If you design for an EV platform, it is different from an engine. It gives designers the opportunity to do things completely differently. You can change wheelbases. There is a lot you can play with. We see customers really using that freedom to go bold. The Mahindra BE6, BE9 on the street, they look extremely futuristic. Then we have customers who do the opposite, who value their brand and say this is our DNA, our heritage, and it comes in EV, ICE and hybrid. Some really take advantage of separate EV and ICE lines. Others, especially the Germans, say you buy our brand car and you can get whatever drivetrain you want.

Companies that have had a long-term strategy on EVs, this will pay off. There have been companies who did EVs and are now walking away from them. But how many of these switches can you do? They are so expensive.

More broadly, how is the pace of automotive design changing?

Heermann: I think design is happening a lot faster now. In the past, a car had a life cycle of seven to eleven years. There is a lot of consumerization happening with cars. Faster rhythms, more refreshes. People are expecting more, and faster than they expected in the past. Brand DNA is becoming extremely important, from the outside and the interior. Not just looks, but the experience as well. What does a BMW look like? What does a Mahindra look like? What does a Bajaj look like? Customers really want to identify with their brands. Especially in India, you spend a lot of time in your car. Traffic jams. So the experience has to be there.

How important is the Indian market for Autodesk today?

Heermann: From my perspective, absolutely important. China and India are really emerging players in mobility. How can I judge what we do in the product if I do not understand my customers in these regions? That is why we pay a lot more attention in the last few years to be immersed here. We have great connections with the Volkswagens and the Porsches, but we want to establish this connection as well.

There is an opportunity to grow with these customers because they do things differently, which is exciting for me. How can we change our products, what can we learn? For me, it is a great source of inspiration on what we are going to build in the future. We have an amazing market share already. What makes me most excited is that mobility startups are also choosing our technology. It is really cool to see both established workflows running for decades and new people figuring it out.

Singh: For Autodesk, India is a strategic location. We have very strong growth in this region. In India, we have the largest research and development centre outside America. The leadership is investing in India as we move forward. India is also a very big consumption market. We have enough buyers within India. If you remove the ongoing turmoil from the picture, we are in a steady place. We expect the growth to be there and we are investing to address it, from a technology point of view, but also from a people and infrastructure standpoint.

India has a large base of smaller manufacturers. How open have they been to adopting new technology?

Singh: With the geopolitical environment of the last year and a half, and before that COVID, a lot of manufacturing has moved back into India. That has put pressure on MSMEs to deliver a higher-quality product. An organisation that was getting a mould from Taiwan or Korea now has to get the same thing done in India. Somebody has to deliver that quality.

I would say MSMEs have been open to change. A good example is plastic moulds. They need a very high finish and most of them were coming from outside India. A lot of that work got absorbed here in the last two to three years. Indian tier one suppliers went ahead, learnt the process, built the practice and developed capabilities in-house. When you are making a plastic mould, if you do not do the engineering properly you get shrinkages or defects on the final product. OEMs pass it on to the tier one supplier, who used to pass it on to someone abroad. But now they have all learnt the technology here. I find it very encouraging that a lot of companies are also coming to us wanting to explore how generative AI can work for them.

Data security is a growing concern in automotive design, especially with AI and cloud tools. How do you handle that?

Heermann: Trust is important for our customers, especially design studio customers. They want to trust us with their data. Some content will be in the cloud, in their own private areas. And some technologies we have, we do not put in the cloud. We give it to them so they can deploy on their own, with no data leakage beyond what they control.

With AI, it is very easy to use, but then how much of your data is getting used to train AI? Imagine we train AI based on our customers' data and everybody can use it. "Can we make the next Tata?" No way. We are very clear with our customers and extremely transparent. Their privacy and security is more important than us gaining advantage, especially around data. It sometimes makes us a little slower because we want to go the extra mile. Other companies go fast, and good luck to them.

How are you helping OEMs and their supply chains collaborate more effectively through the design and manufacturing process?

Singh: Any design may start from a sketch, but there is a whole village which comes together to deliver it. Today, automotive design is quite decentralised. You may have one design centre in Mumbai, another in Pune, another in the UK. Unless we provide a seamless connection between different departments, we end up with issues in product development.

Even tier one suppliers or startups may take concept design from someone else, do some work internally, then outsource manufacturing. It is very important that they can bring all these different stakeholders together and have a conversation around their bill of materials and change notices. We are even taking that to manufacturing. When they are deciding on various steps of the design process, we are helping them validate whether their existing plant and tools will work with whatever they are releasing. All of that helps reduce new product development time and the cost associated with it.

Heermann: Designers want to make changes at the last minute. If you have already made a die, that is tens of thousands of dollars. There is a lot of opportunity in collaborative engineering to allow those decisions later in the process. That is why designers care more and more about manufacturability than they ever have before. It is not about beauty. It is about making a good product.

You mentioned sustainability. How does your technology contribute on that front?

Singh: You can look at it in different ways. One is how we help customers reduce weight through AI, exploring the full design space but with manufacturing constraints applied. We are not going to give you a solution that cannot be manufactured. We take the volume and boundary constraints and come up with a design that can actually be produced. That is how we reduce weight.

Another way is that by connecting the dots, we reduce errors. Every error in an organisation is a cost. If you have made a tool which was wrong, imagine the cost and material that goes to waste. Then think about a new factory coming up. Any rework, any delay impacts sustainability. Imagine you have laid concrete or put up a pillar and it is not in line with what you wanted. Breaking it down and putting it up again is a sustainability issue. We are helping customers plan and visualise everything in advance so they do not make those mistakes.

Heermann: A factory is a building, it is the machines, the people, and the production. We have the opportunity to bring all of this together and remove the friction. I think we are the only company that can connect all these various disciplines together. That sustainability point is really about the larger loop. EV cars are great, but if you use coal to make the energy, what is the point? The whole loop has to be accelerated.

Varroc Engineering's Chief Technical Officer Fritz Abraham Exits

Autocar Professional Bureau — Wed, 01 Apr 2026 21:21:24

Varroc Engineering Limited has informed stock exchanges that its Chief Technical Officer, Fritz Abraham, stepped down from his role effective March 27, 2026, bringing to a close an eight-month notice period that began when he submitted his resignation last July.

Abraham had written to CEO Arjun Jain on July 30, 2025, citing personal reasons — specifically, a decision by him and his partner Andrea to relocate back to Austria. In a notably informal and warm letter, he noted that rather than a standard notice period, both parties had mutually agreed to set the end of the fiscal year as a natural departure point, allowing for a smooth handover.

The company disclosed the development to the National Stock Exchange and BSE on March 26, in compliance with Regulation 30 of SEBI's Listing Obligations and Disclosure Requirements Regulations. The filing classified Abraham as Senior Managerial Personnel, making the disclosure mandatory.

Varroc said it has already identified a successor for the role, though the new CTO is not expected to join until the second quarter of FY2026-27 — sometime between July and September 2026. A formal regulatory disclosure will follow once the appointment is confirmed.

The departure leaves Varroc without a permanent technology head for at least one quarter, a gap that could draw attention given the auto components sector's increasing focus on electrification and advanced engineering capabilities — areas where the CTO role tends to carry significant strategic weight.

Sona BLW Eyes European Expansion as Rivals Exit Market

Shahkar Abidi — Wed, 01 Apr 2026 15:34:43

Leading auto-component maker Sona BLW Precision Forgings Ltd. is eyeing capturing fresh business in Europe after two major rivals—Neapco Europe and AIMS—filed for bankruptcy, according to company leadership's interaction with analysts at Nuvama Research. The development has triggered a surge in customer enquiries for Sona’s products in the region, potentially setting the stage for new order wins. Company executives said product diversification remains central to its growth strategy, with new initiatives underway in the railway component, sensor, and ferrite motor segments.

The bankruptcy of rivals like Neapco Europe and AIMS was triggered by challenging European market conditions, particularly slower-than-anticipated EV adoption.

As per management, revenue performance is expected to strengthen in FY27, fueled by order executions across the Motors, Railways, and Differentials businesses. Sona’s lifetime order book stood at Rs 23,500 crore as of December 2025, with electric vehicle programmes representing 71% of its order value. The company currently participates in 64 EV projects across 33 global customers, reflecting its deeper integration into the electrification value chain.

Founded in 1995, Sona Comstar is headquartered in Gurugram, India. It is a global supplier with manufacturing and assembly facilities, R&D centres, and engineering capability centres across India, the USA, Serbia, Mexico, and China. The company is in the business of designing, manufacturing, and supplying highly engineered, mission-critical systems and components to mobility OEMs.

The company has technological capabilities in precision forging, mechanical and electrical systems, radar sensors, and base and application software development. It is diversified across geographies, products, vehicle segments, and customers.

India's Auto Component Metal Forming Market Set to Reach USD 90-95 Bn by FY30

Shruti Shiraguppi — Wed, 01 Apr 2026 09:59:13

India's automotive metal forming market covering casting, forging, stamping and machining is projected to grow at approximately 12% CAGR to reach USD 90-95 bn by FY30, according to a report released by investment bank Avendus Capital on the Indian Auto Component Industry.

The sector crossed USD 80 bn in FY25 and transitioned from net importer to net exporter, with exports reaching approximately USD 23 bn. The shift reflects an expansion in manufacturing complexity, quality standards and global integration.

The report identifies a structural change in global automotive supply chains, with value concentrating toward process specialists rather than diversified product suppliers. These specialists draw competitive advantage from metallurgical expertise, precision tooling and institutional manufacturing knowledge, which together create barriers to entry.

Global OEMs and Tier-1 suppliers are diversifying sourcing bases in response to geopolitical uncertainties and cost pressures, and India is increasingly a preferred destination, supported by cost competitiveness and an established supplier ecosystem.

Core metal-forming processes: casting, forging and machining — remain relevant across both ICE and EV platforms, with growing requirements for precision, lightweighting and complexity. The report also highlights India's position as a residual supplier in ICE components as global manufacturers redirect capital toward electrification. Components including crankshafts, gears and axles, along with the aftermarket servicing a global ICE parc of over 1.5 bn vehicles, represent an additional demand base.

"The Indian auto component sector is moving beyond a scale-driven growth phase into a capability-led consolidation cycle. We are seeing a clear shift in value toward process specialists, where deep manufacturing expertise and operational precision are becoming the key differentiators. As global supply chains evolve, India is uniquely positioned to capture this opportunity, particularly in core metal-forming segments. We expect this to translate into sustained deal activity, as investors look to build scaled, capability-led platforms in the sector," said Koushik Bhattacharyya, Managing Director and Head, Industrials Investment Banking, Avendus Capital.

Deal activity in the sector is increasing, with participation from global private equity firms and strategic acquirers. Investors are prioritising businesses with process expertise, export orientation and scalable manufacturing platforms.

PM Modi Inaugurates Kaynes Semicon Plant in Sanand

Arunima Pal — Tue, 31 Mar 2026 17:39:39

Prime Minister Narendra Modi on Tuesday inaugurated a semiconductor facility by Kaynes Technology in Sanand, marking the commencement of production at the plant and underscoring the rapid progress of India’s semiconductor ecosystem.

The inauguration comes within a month of the Prime Minister launching production at Micron Technology’s facility at the same location, a development he described as evidence of the pace at which the country is advancing its chip manufacturing ambitions.

Highlighting the significance of the project, Modi said the entry of an Indian company into semiconductor manufacturing represents a “wonderful beginning” and signals India’s growing integration into the global semiconductor supply chain. He added that such initiatives align with the broader “Make in India, Make for the World” vision, with a substantial share of the plant’s output already earmarked for export.

The Sanand facility will manufacture Intelligent Power Modules (IPMs), which are critical components for electric vehicles and industrial applications. Modi noted that the products will not only strengthen India’s domestic capabilities but also support global industries, with supplies already linked to international markets, including the United States.

The Prime Minister emphasised that resilient semiconductor supply chains have become increasingly important in the wake of disruptions caused by the COVID-19 pandemic and geopolitical tensions. He stated that India’s efforts in this domain are aimed at contributing to global stability while advancing national self-reliance.

Referring to the India Semiconductor Mission, launched in 2021, Modi described it as a strategic initiative to build long-term capabilities across the semiconductor value chain. He said the programme is not only an industrial policy but also a reflection of India’s confidence in its technological future.

According to the government, work is currently underway on 10 semiconductor-related projects worth over ₹1.6 lakh crore across six states. The Prime Minister also highlighted the development of indigenous technologies such as the Dhruv 64 microprocessor, aimed at applications in 5G infrastructure, automotive electronics and industrial automation.

Looking ahead, Modi pointed to the next phase of the programme, India Semiconductor Mission 2.0, which will focus on domestic production of semiconductor equipment and materials to build a more comprehensive ecosystem.

He also highlighted efforts to strengthen the talent pipeline, noting that India is close to achieving its target of training over 85,000 semiconductor design professionals. Initiatives such as the Chips to Startup programme have enabled universities and startups to access advanced design tools, resulting in the development of multiple chip designs.

Industry estimates place India’s semiconductor market at around $50 billion currently, with projections indicating it could exceed $100 billion by the end of the decade. The Prime Minister said the government aims to maximise domestic manufacturing to meet this growing demand.

In parallel, India is working to secure raw material supply chains through initiatives such as the National Critical Minerals Mission and regional corridors for rare earth elements. These efforts are intended to reduce dependence on imports and support long-term growth in electronics and semiconductor manufacturing.

Modi described the current decade as a defining period for technological leadership, stating that India is positioning itself not just as a participant but as a key driver of global technological change.

Freudenberg India Posts ₹4,427 Crore in 2025 Sales; Automotive Sector Drives Over 40% of Domestic Revenue

Autocar Professional Bureau — Tue, 31 Mar 2026 13:18:06

Freudenberg India reported sales of ₹4,427 crore for the calendar year 2025, with a healthy double-digit operating result, as the German technology group's eight entities in the country continued to expand across automotive, chemical, energy, technical textiles and cleaning products.

The automotive sector accounts for 40 to 42 percent of Freudenberg India's revenue, making it one of the largest verticals for the company's domestic operations, G. Sivasailam, Director and CEO of Freudenberg Regional Corporate Centre India and Managing Director, said at a media webinar today. The portfolio spans passenger vehicles (PVs) and two-wheelers to light commercial vehicles.

Freudenberg has maintained business ties with India for more than 90 years, encompassing production centres, sales offices and research and development hubs. Sivasailam, who has been associated with Freudenberg's India operations for over two decades, noted that the company's initial foray into the Indian automotive market began with leather seals for vehicle interiors.

Now, Freudenberg Performance Materials supplies technical textiles to the sector, while its chemical specialties arm, which includes the Klüber Lubrication brand, has added specialty lubricants as its latest automotive product line. Its filtration division provides cabin air filters for passenger vehicles and paint shop filters for manufacturing facilities, operating out of Pune and Chennai.

For electric vehicles, Freudenberg is supplying separators for individual battery cells, heating insulators and high-power cables, positioning itself across both internal combustion engine and EV value chains. Through its subsidiary Vibracoustic, a global noise, vibration and harshness specialist, Freudenberg supplies vibration control systems for LCVs and trucks. About 70 percent of Freudenberg's commercial vehicle aftermarket business in India is routed directly through OEMs, Sivasailam said.

Approximately 18 months ago, Freudenberg committed around ₹250 crore to acquire 28 acres of land in Chandigarh for a new facility dedicated to automotive seating and vibration control components.

Sivasailam added that Indian OEMs have contributed to recent growth, adding that the company's Tier 0.5, Tier 1, and Tier 2 supplier relationships remain stronger than its direct OEM ties. Freudenberg is open to mergers and acquisitions in India to strengthen its automotive position.

Exports from India remain modest, with 5 to 10 percent of domestically manufactured goods shipped to Sri Lanka, Bangladesh and the Middle East in niche quantities. Sivasailam said the West Asia conflict had weighed on business but indicated that he expects some relief within six months.

Globally, the company reported global sales of ₹1,27,878 crore (€11,731.9 million) for calendar year 2025, a 1.8 percent decline from the previous year's ₹1,30,228 crore (€11,947.5 million), with the company attributing the shortfall primarily to currency headwinds from the U.S. dollar and the Chinese renminbi, compounded by disruptions stemming from the West Asia conflict. Freudenberg invested ₹6,317 crore (€579.5 million) in research and development in 2025, representing 4.9 percent of sales, down from ₹6,588 crore (€604.4 million) and 5.1 percent in the previous year.

Valeo commissions e-axle line in Pune for Mahindra’s Born Electric platform

Autocar Professional Bureau — Mon, 30 Mar 2026 23:51:09

French Auto component major Valeo has commissioned a new electric powertrain manufacturing line at its Pune facility, marking a fresh localisation push as it begins supplying integrated e-axles for Mahindra & Mahindra’s upcoming Born Electric vehicles.

The newly inaugurated line will produce Valeo’s 3-in-1 e-axle, which integrates the motor, inverter and transmission into a compact unit. The company said the system has been developed and will be manufactured in India, aimed at improving efficiency, performance and packaging for electric vehicles.

The programme is significant for both companies. For Valeo, it expands its local manufacturing footprint in high-value EV components. For Mahindra, it secures a localised supply of critical powertrain systems as it prepares to roll out a new generation of electric SUVs.

Executives from both sides indicated that the move is aligned with deeper localisation efforts underway across the EV ecosystem. “Local production strengthens our ability to support customers with advanced technologies,” said Xavier Dupont, CEO of Valeo’s power division.

Jayakumar G, president of Valeo India, said the line brings advanced manufacturing closer to customers and reflects the company’s long-term commitment to the Indian market.

The development comes at a time when automakers are increasingly looking to localise key EV components to manage costs and reduce supply chain risks. With Mahindra’s Born Electric platform forming a core part of its future product strategy, the localisation of e-powertrain systems is expected to play a critical role in scaling volumes.

Valeo has outlined an aggressive growth plan for India as part of its global ‘Elevate 2028’ roadmap, with the company committing investments of over €200 million in the country over the next three years. It is targeting a sharp scale-up in local revenues from about €220 million currently to around €700 million by 2028, driven largely by electrification and advanced driver assistance systems (ADAS) localisation. The Pune e-axle line is a key part of that strategy, positioning India not just as a manufacturing base but also as a hub for developing and supplying next-generation mobility technologies.

Valeo’s investment in Pune also ties into its broader global roadmap, which identifies India as a key growth market for electrification technologies.

Govt Approves Lohum’s Rare Earth Magnet Plan; 29 More Electronics Projects Get Nod

Kiran Murali — Mon, 30 Mar 2026 20:31:32

The government has approved a proposal from Lohum Cleantech Pvt. Ltd. to manufacture rare earth permanent magnets from rare earth oxide, along with 29 other proposals for electronics component manufacturing, as part of efforts to build domestic capabilities in critical materials and components.

The approvals were granted by the Ministry of Electronics and Information Technology under the Electronics Components Manufacturing scheme and involve a projected investment of Rs 7,104 crore and expected production worth Rs 84,515 crore.

The ministry said the latest approvals are in continuation of the earlier clearance of 46 applications with a proposed investment of Rs 54,567 crore. With the current round of approvals, a total of 75 applications have been cleared under the scheme, with expected investment of Rs 61,671 crore and direct employment for 65,040 people.

The newly approved projects cover the manufacturing of 16 products that have applications across sectors such as mobile manufacturing, telecom, consumer electronics, strategic electronics, automotive and IT hardware.

These include sub-assemblies such as display modules, bare components like antennas, capacitors, connectors, heat sinks, lithium-ion cells, relays, resistors, transducers, surface-mount device passives, flexible printed circuit boards and inductors, as well as supply chain items including laminates, metallized films for capacitors and rare earth permanent magnets.

The approvals also include the country’s first surface-mount device passive plant for tantalum-based capacitors, the first flexible printed circuit board plant and the first rare earth permanent magnet facility.

The project awarded to Lohum Cleantech marks the first initiative to manufacture rare earth permanent magnets from rare earth oxide in India, seen as an important step towards developing indigenous capabilities in advanced materials.

Meanwhile, the Ministry of Heavy Industries recently released the RFP for selection of beneficiaries to set up integrated Sintered NdFeB Rare Earth Permanent Magnet manufacturing facilities with a capacity of 6,000 MTPA under the Scheme to Promote Manufacturing of Sintered Rare Earth Permanent Magnet.

Under this scheme, the selected company will be allocated an annual production capacity ranging from 600 to 1,200 MTPA. The government will provide financial support through a capital subsidy of Rs 750 crore to help set up manufacturing facilities, along with sales-linked incentives totalling Rs 6,450 crore based on output. The three companies that emerge as the lowest bidders in the tender process will receive a limited assured supply of Neodymium-Praseodymium oxide from IREL (India) Ltd..

Oil India, CSIR-IMMT Sign MoU for Joint Research in Critical Minerals

Arunima Pal — Mon, 30 Mar 2026 20:05:46

Oil India Limited has signed a memorandum of understanding (MoU) with CSIR-Institute of Minerals and Materials Technology (CSIR-IMMT) to undertake joint research and development (R&D) projects in the critical minerals sector.

According to the statement, the agreement is intended to facilitate joint R&D initiatives in areas related to critical minerals, in line with priorities outlined under the NCMM, National Critical Mineral Mission. The partnership is expected to focus on advancing technical capabilities and supporting India’s broader efforts to secure access to strategic mineral resources.

CSIR-IMMT has been designated as a Centre of Excellence for critical minerals under the NCMM. The collaboration is aligned with the mission’s objectives to strengthen domestic capabilities in the exploration, processing and utilisation of critical mineral resources.

The MoU was signed by the Director (Exploration & Development) of Oil India Limited and the Director of CSIR-IMMT. The signing ceremony was held in the presence of the Chairman and Managing Director (CMD) of Oil India, along with functional directors, senior officials from the company, and scientists from CSIR-IMMT.

The National Critical Mineral Mission (NCMM) is a government initiative aimed at strengthening India’s access to critical minerals essential for sectors such as clean energy, electronics, defence and electric mobility. It focuses on enhancing domestic exploration, mining, processing and recycling capabilities while reducing import dependence. The mission also promotes research and development, international partnerships and private sector participation across the value chain.

By identifying and prioritising key minerals like lithium, cobalt and rare earth elements, NCMM seeks to build a resilient supply ecosystem and support India’s long-term industrial growth, energy transition and strategic security objectives.