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Atlas Copco Deepens Automation Play in India’s Automotive Manufacturing Base

Shahkar Abidi — Thu, 11 Jun 2026 20:54:55

In the 1990s, the Indian automotive landscape was a study in transition. As the iconic but aging Hindustan Ambassador and Premier Padmini began to share the road with a new generation of vehicles from Maruti Suzuki and others, the factory floors were equally caught between two eras. Assembly lines relied heavily on conventional, manual tightening methods, with little in the way of the high-precision, data-linked tooling that defines modern manufacturing.

Today, India stands as a global automotive powerhouse, aiming for production volumes that would have seemed fantastical three decades ago.

Anchored in History

Atlas Copco, a Swedish multinational's entry happened amidst this transition, as it evolved from a mere provider of tightening tools into one of the leading architects of the "smart factory" ecosystem for automotive and other sectors in the country. The company's footprint in India dates back to 1960, though its early decades were primarily defined by its compressor business. The specialized entry into the automotive assembly space began through a local representative, Intel Tech Automation, in the 1990s. By the end of that decade, recognizing the burgeoning potential of the Indian market as global OEMs like General Motors and Ford arrived, the company established a full-fledged direct presence.

This entry coincided with a critical realization among Indian manufacturers: to compete internationally, they could no longer rely on localized, rudimentary standards. "If you want to produce vehicles as per the international standards, you really have to upgrade yourselves in terms of technology," notes Chandrashekhar Pathak, a 28-year veteran of the group and current head of the Industrial Technique business area in India. He spoke with Autocar Professional on the sidelines of the company's recent celebration of its Innovation Days 2026 in Pune.

Elgi Equipment, Ingersoll Rand, Stanley Black & Decker, Bosch, Montabert, Parker Hannifin, Ebara, Center Rock are some of the other key players competing in the segment. The presence of a large number of players, both big and small, is indicative of the massive opportunity size in the tooling industry. Industry data suggests that the Indian automation market is projected to hit $30 billion (Rs 2.4 Lakh Crore) by 2030, growing at a CAGR of 18.4% between 2024-2030 on account of the push given by PLI, EV shift, and ADAS mandates, with India auto capex hitting Rs 80,000 crore by 2026.

This represents a massive shift from just a decade ago, when automation was often viewed as a luxury rather than a survival imperative. In the next five years, within the Rs 8.3 billion capex by the auto companies, nearly 35-40% will be for automation. This surge is also being driven by a tightening labour market, where the wage advantage is narrowing by 4–6% annually, and a drastic reduction in ROI payback periods, which have dropped from 5–7 years in 2018 to under 3 years today.

The opportunity should be seen in the context that India currently possesses a robot density of just 94 robots per 10,000 workers, as per industry data. To put this in perspective, the global leaders are operating in a different stratosphere. South Korea leads the world with a density of 1,012 robots, followed by China at 470, Japan at 419, and Germany at 415. Even regional competitors like Thailand, with a density of 165, have significantly outpaced India in floor-level automation.

The implications of this gap are visible across several critical segments: While global benchmarks show 82% automation in the EV welding lines, India languishes at 38%. In the vision/ AI inspection, India’s 22% adoption rate is dwarfed by the global average of 74%. Likewise, in the robotic paint lines, India stands at 51% compared to a 91% global standard. Perhaps, digital twin technology, which is the most significant Emerging frontier, India has only 11% adoption against a global benchmark of 48%.

The Once-in-a-Lifetime Changes

The current state of the industry, however, is far removed from the linear growth of the 1990s or even 2000s. Pathak describes the present era as a “once-in-a-lifetime” phase, characterized by a simultaneous explosion of competing technologies.

"We have the internal combustion engine technologies, we are talking about EV, and we are talking about hydrogen-powered vehicles," Pathak explains. "When it comes to the automotive industry, I think this is perhaps the best time".

For Atlas Copco, navigating this transition has required an aggressive acquisition strategy to stay ahead of the curve. By integrating companies like ISRA Vision and Perceptron, the group has moved beyond simple tightening (joining) into vision systems and advanced dispensing technologies. This portfolio allows them to serve as an end-to-end partner for the complex needs of modern assembly, where a single line might need to accommodate multiple powertrain types.

While India’s leading OEMs have largely embraced high-level automation, a significant gap remains within the Tier 1 and Tier 2 supplier base. These suppliers are under immense pressure to increase scale and reliability to meet the high ambitions of the localization initiatives, yet the high capital expenditure of full automation remains a barrier.

To address this, players like Atlas Copco have been relying on a modular, scalable approach to automation. Rather than demanding a complete overhaul of a facility, the company provides solutions that allow a Tier 2 supplier or a Tier 3 supplier to start with basic smart tools and gradually integrate them into a wider digital ecosystem.

"It is up to the customer whether they want to go for a full-fledged complete solution or they can start off just with the tools and then they can scale up," Pathak says. This modularity is crucial for ensuring that the entire supply chain—not just the final assembly line—delivers products with the "right quality" and "reliability". This is particularly vital in a market where 80% to 90% of Industrial Technique’s business is inextricably linked to the automotive sector.

Smart Manufacturing

The modern Indian automotive plant is increasingly defined by Smart Integrated Assembly, a concept that moves the focus from the individual tool to the data it generates. In this software-driven environment, 'tightening' is just a very basic thing. The true value lies in torque traceability and error-proofing. In an era of high-volume production, a single improperly tightened bolt can lead to massive rework costs or, worse, safety recalls. By using software that communicates directly with the tools on the floor, manufacturers can ensure that every assembly step is performed the first time correctly.

Pathak emphasizes that this shift is also a sustainability imperative. "If you make any mistake... it’s a waste," he observes. "You're producing junk because then you might have to rework it. It’s a wastage of time [and] material". To mitigate this, Atlas Copco and its peers are increasingly relying on predictive maintenance solutions, which use data to anticipate equipment failure before it disrupts the production line. This level of integration creates a complete integrated ecosystem where the tool, the software, and the operator are in constant digital dialogue.

India, a Global Engineering Nerve Center

Perhaps the most significant indicator of India’s evolved role is the transition of Atlas Copco’s local operations from a sales and service branch to a Global Engineering Center (GCC).

With a total headcount exceeding 3,500 employees in India, including 300 dedicated specifically to the Industrial Technique business, the Indian operation now supports global projects far beyond its borders. This GCC is not merely for local adaptation; it is a hub where engineering solutions are developed for customers in Japan, Sweden, Germany, and South Korea.

SKF India Appoints Madhu Dhandhania Jalan to Lead Regional Finance and GCC Operations

Dev Vadchhedia — Thu, 11 Jun 2026 17:57:38

SKF India Industrial Limited has announced the appointment of Madhu Dhandhania Jalan as Director of its Global Capability Centre and Finance Operations Centre for the India, Southeast Asia, and Middle East geographic region. In this regional leadership capacity, Jalan will oversee the structural development and scaling of the company's captive capability organization. Her core mandate includes strengthening regional financial governance, accelerating corporate transformation initiatives, and establishing an integrated global delivery network to support the manufacturer's long-term commercial growth targets.

Jalan joins the industrial technology and bearings specialist with over 25 years of cross-sector executive experience across finance, audit, consulting, corporate banking, telecommunications, logistics, and e-commerce segments. Her professional background includes previous managerial and operational roles at prominent corporations including Amazon, Maersk Global Service Centres, Tata Teleservices, Tata Communications, Avaya, ICICI Bank, and Bharti Airtel. Academically, she is a certified Chartered Accountant from the Institute of Chartered Accountants of India and holds an Executive Master of Business Administration from the Indian Institute of Management Calcutta.

Commenting on her new position, Jalan stated that the current regional expansion presents a clear opportunity to construct future-ready operational capabilities, drive centralized performance excellence, and build a highly scalable delivery platform designed to enhance overall business efficiency. The company notes that her corporate track record of restructuring complex shared service environments and building high-performance technical teams aligns directly with the brand's ongoing push for operational agility and standardized administrative processes across its emerging markets.

The parent SKF Group, which originally commenced global engineering operations in 1907, remains a dominant manufacturer of specialized bearings, seals, industrial lubrication systems, and machine condition monitoring technologies. The multinational corporation maintains an active commercial presence across roughly 130 countries, backed by a global network of 17,000 authorized distributor locations. According to its latest financial disclosures, the global group employed 37,271 people and generated total annual sales of 91,583 million Swedish Kronor during the 2025 fiscal year.

Sravan Sura Departs Tenneco After Two and a Half Years in Senior Finance Leadership

Dev Vadchhedia — Thu, 11 Jun 2026 16:34:08

Sravan Sura has announced his departure from global automotive component manufacturer Tenneco Inc. after serving nearly 2.5 years within the company's financial leadership team. Operating as the Vice President and Chief Financial Officer of the Powertrain division, Sura managed several key corporate finance operations. During his career at Tenneco, Sura's roles also included Vice President Head of Financial Planning and Analysis (FP&A) and Strategic Finance, alongside a stint as the Interim CFO for the company's Performance Solutions business unit.

During his tenure at the private equity-backed company, which was acquired by Apollo Global Management in 2022, Sura led several major financial and operational projects. These included Project Perseus, a major sponsor recapitalization that transitioned the business into Apollo’s next fund vehicle. On the corporate side, Sura established direct cash flow visibility across business lines to unlock enterprise liquidity and implemented measures to lower corporate operating expenses. He also led the 2025 Powertrain division restructuring across the Europe, Middle East, and Africa (EMEA) region.

Before joining Tenneco, Sura served as the Vice President of Financial Planning and Analysis at MN8 Energy. Prior to that, Sura spent several years at SunPower Corporation, holding positions as Business Unit CFO and Director of FP&A. Additionally, Sura is a co-founder of EcoBots, Inc.

Top Indian Tyre Makers Line Up Over ₹7,500 Crore Capex For FY27

Darshan Nakhwa — Wed, 10 Jun 2026 19:22:12

India’s leading tyre makers are preparing a fresh round of capital expenditure for FY27 and the years ahead, as capacity utilisation across key product categories moves close to peak levels and demand remains steady across replacement and original equipment channels.

Apollo Tyres, CEAT, JK Tyre & Industries and Balkrishna Industries have together outlined large capex plans covering truck and bus radial tyres, passenger car tyres, off-highway tyres, carbon black, upstream facilities, automation and sustainability-linked investments.

The capacity push comes at a difficult time for the sector. Tyre companies are facing a sharp rise in raw material, crude-linked input, freight and energy costs because of geopolitical tensions in West Asia. Companies have already started taking price increases, but pass-through to customers is expected to happen with a lag, particularly in the OEM channel.

Still, the investment cycle is not slowing materially. The reason is simple: factories are running full or close to full, demand has remained supportive, and tyre makers do not want to lose growth opportunities in replacement, OEM, export and premium product categories.

Apollo Tyres has outlined a capex of ₹3,500 crore for FY27, with nearly 80 percent of the amount earmarked for growth and capacity expansion projects. The company said capacity utilisation was at a high of 90 percent across its India and Europe operations.

“Overall, given the healthy demand outlook, we expect full capacity utilisation and therefore will continue to progress on our planned expansion initiatives,” Gaurav Kumar, Chief Financial Officer, Apollo Tyres, said during the company’s Q4 FY26 earnings call.

Kumar said close to ₹3,000 crore of Apollo’s FY27 capex will be in India, where the company is expanding capacity in truck and car tyres. The balance will be deployed in Europe, where the company is expanding passenger car tyre capacity at its Hungary plant.

Apollo’s expansion plan comes even as the company expects raw material costs to rise in high teens sequentially. It has already announced price increases of 6-8 per cent for the current quarter and has indicated that further hikes will be needed.

“Demand remains strong across categories and channels, with April showing equally strong volume growth, and we expect the same momentum to continue through Q1,” Kumar said. At the same time, he said geopolitical developments in West Asia have added “significant volatility” to raw material, energy and logistics costs, which will impact margins in the near term.

CEAT is also preparing higher spending in FY27, although the company has said it will calibrate capex depending on how the cost and demand environment evolves.

CEAT Managing Director and Chief Executive Officer Arnab Banerjee said the company’s capacity utilisation is currently in the 85-90 per cent range across categories. For FY27, the company expects growth and normal capex of about ₹1,300 crore to ₹1,400 crore. It is also setting aside additional capital for the CAMSO business, particularly upstream facilities such as mixers and calenders.

CEAT’s capex plan follows a strong FY26, when the company’s standalone revenue crossed ₹15,000 crore for the first time. However, the company has flagged near-term demand moderation because of cost pressure.

“As of now, as we enter FY27, demand looks good in aftermarket, in OEMs, but there is also an attendant steep raw material price hike,” Banerjee said. “Overall demand outlook is expected to moderate out, but broadly may remain supportive.”

CEAT expects raw material prices to rise more than 15 per cent in Q1 and move closer to 20 per cent by the end of the quarter. The company has already taken price increases in the replacement market and plans further hikes.

JK Tyre has announced one of the largest expansion plans in its history. The company’s board has approved brownfield expansions for passenger car radial and truck bus radial tyres at an aggregate cost of ₹4,980 crore, to be implemented in phases until 2029. This is in addition to ₹1,130 crore of expansion projects that are already under implementation.

Together, JK Tyre’s planned expansions amount to ₹6,110 crore and are expected to increase TBR and PCR capacities by 24 percent.

Sanjeev Aggarwal, Chief Financial Officer, JK Tyre, said the company had announced the earlier ₹1,130 crore expansion plan because it was running at almost full capacity utilisation. The additional ₹5,000 crore expansion will be completed in three phases over the next three to four years, he said.

“Total cash outlay on yearly basis would be roughly around ₹1,200 crore and this will not put any dent on the cash availability with the company, which is going to be even much more stronger,” Aggarwal said. He added that while the company will take debt for the expansion, it expects the debt to be supported by higher EBITDA generation over the next three to four years.

JK Tyre has also maintained a positive demand view for FY27.
“The demand in the tyre industry is expected to remain buoyant for FY27 on the back of healthy growth in both the replacement and OE markets,” Managing Director Anshuman Singhania said during the company’s Q4 FY26 earnings call.. “We have not seen any order books getting cut from any of the OEM, be CVs, passenger or any other line.”

However, he added that geopolitical uncertainty has created some uncertainty in the market and disrupted supply chains, even as underlying structural demand remains intact.

Balkrishna Industries, or BKT, is also stepping up investment as it expands beyond its traditional off-highway tyre strength into on-highway segments.

The company’s board has approved an additional capex of ₹2,000 crore for capacity expansion and infrastructure development across OHT and on-highway tyre categories, AI-enabled automation and sustainability initiatives. The investment will support the company’s carbon black expansion, commercial vehicle radial tyre project, passenger car radial tyre project and broader on-highway ambitions.

BKT has already completed a new carbon black line at Bhuj, taking capacity to 265,000 tonnes per annum, and increased captive power plant capacity at Bhuj from 40 MW to 64 MW. The company is now working on completing the balance carbon black project, which will raise total capacity to 360,000 tonnes per annum.

It has also completed Phase 1 of the commercial vehicle radial tyre project with a capex of ₹750 crore, adding fungible capacity of 800 tyres per day for CVR and OHT. Phase 2 of the CV radial project and the passenger car radial tyre project are scheduled to launch in FY27.

Rajiv Poddar, Joint Managing Director, Balkrishna Industries, said for FY27 the company expects capex of ₹1,500 crore to ₹1,800 crore. The company’s overall capex plan till FY29 is about ₹6,800 crore, of which around ₹3,000 crore has already been spent, leaving about ₹3,800 crore for the remaining years.

BKT’s expansion also marks a strategic shift. The company has entered the truck bus radial segment and relaunched two-wheeler tyres. It also plans to introduce passenger car radial tyres by the end of the current calendar year.

The capex plans across tyre makers come against the backdrop of a strong year for the Indian automobile industry. According to the Society of Indian Automobile Manufacturers, FY26 saw the highest-ever sales across passenger vehicles, commercial vehicles, three-wheelers and two-wheelers after seven years. Passenger vehicle sales stood at 46.43 lakh units, commercial vehicles at 10.80 lakh units and two-wheelers at 2.17 crore units in FY26.

That momentum has supported both OEM and replacement demand for tyres. The replacement market is also benefiting from an ageing vehicle parc, higher usage, infrastructure-led movement of goods and rural demand.
Exports are another factor behind the investment cycle. According to government data, India’s tyre exports touched a record ₹27,312 crore in FY26, growing 9 per cent over the previous year despite supply chain disruptions, elevated logistics costs and trade uncertainty. The US remained the largest export destination, while Germany, Italy, Brazil and France also remained key markets.

The Automotive Tyre Manufacturers Association has also said that tyre manufacturers have invested heavily in greenfield and brownfield projects in recent years, supported by demand, exports, manufacturing competitiveness and product development.

However, cost pressure remains the biggest near-term risk. Tyre manufacturing is heavily exposed to crude-linked inputs such as synthetic rubber, carbon black and processing oils. Natural rubber prices, freight rates and currency movement also affect margins.

The industry is therefore entering FY27 with a two-sided challenge. On one side, companies need to invest because capacity is tight and demand remains firm. On the other, higher input costs and price hikes could test demand elasticity and margins in the near term.

Content-Rich Auto Component Makers Set To Lead Next Growth Cycle: Equirus

Darshan Nakhwa — Wed, 10 Jun 2026 18:41:06

India’s auto component industry has grown strongly over the past decade, but the next phase may be far more selective, with growth likely to be led by suppliers that can add more value to every vehicle rather than those merely riding the volume cycle.

A new report by Equirus Securities says India’s auto ancillary sector grew nearly three times over FY16-26, supported by rising vehicle content, exports, premiumisation and localisation. However, the report argues that the sector’s headline growth masks sharp differences across segments and companies.

The brokerage firm said the sector delivered an 11 per cent revenue CAGR over FY16-26. However, Electricals and Lighting compounded at 17 per cent, while Batteries grew at only 8 per cent. Body & Glass, Electricals & Lighting and diversified ancillary companies emerged stronger, while tyres and batteries lagged the broader universe.

The central message from the report is that India’s auto ancillary story is moving beyond vehicle-volume growth. Companies that can increase content per vehicle, diversify across products and customers, expand exports and convert themes such as electric vehicles, premiumisation, electronics and new mobility into earnings are likely to lead the next cycle.

Growth Story Splits

The report says the past decade was not one uniform auto ancillary story, but several different stories moving at different speeds. Companies with multiple growth levers–acquisitions, new products, new geographies and new customers–consistently outperformed companies dependent on a single OEM, product or geography.

This distinction becomes important as the industry enters FY27. Vehicle demand remains relevant, but the report suggests that exposure to a fast-growing vehicle segment alone may not be enough. Suppliers that have widened their revenue base and increased wallet share with OEMs are likely to be better placed through cycles.

Equirus says the consistent differentiator was not OEM mix or market share, but the breadth of the revenue base. Companies that deployed several levers at the same time outperformed single-lever peers through every cycle of the past decade.

This has important implications for investors and companies. It means the sector may no longer be valued as a broad auto proxy. Instead, the market is likely to distinguish between component makers that are becoming broader mobility suppliers and those that remain linked to one product cycle.

Content Per Vehicle Becomes The Core Driver

The strongest structural trend in the sector has been the rise in content per vehicle. Over the past decade, higher SUV penetration, richer feature content, rising electronics, more aluminium use and stricter technology requirements increased the value of components going into each vehicle. This helped several companies grow faster than underlying vehicle volumes.

However, Equirus makes a key distinction between structural content and regulatory content.

Structural content comes from consumer preference and technology shifts such as premiumisation, EV adoption, connected vehicles, digital clusters, lighting, sensors and comfort features. These can compound over several years. Regulatory content, such as emission norms or mandatory safety features, usually creates a one-time jump and then normalises once compliance is achieved.

For FY27-30, EV adoption is expected to create new content categories such as battery management systems, charging electronics and digital displays. These product pools did not exist meaningfully in the earlier part of the decade and are less dependent on the traditional vehicle-volume cycle.

This is why Electricals & Lighting remains one of the report’s high-conviction areas. The segment benefits from premiumisation, higher electronics intensity and EV-related component growth.

Not All Segments Are Equal

The report identifies Body & Glass as one of the most attractive areas in the auto ancillary universe. It expects the segment to deliver 30 per cent PAT CAGR over FY26-28, making it an attractive growth opportunity.

Electricals & Lighting and Suspension & Chassis are also viewed positively. Electricals & Lighting is expected to benefit from EV content and premiumisation, while Suspension & Chassis is seen as relatively EV-agnostic and supported by recovering free cash flow.

Forgings remain interesting, but Equirus says stock selection will be important because the segment is internally divided. Some companies could benefit from exports, defence, aerospace and global ICE supply-chain shifts, while others may already have much of the future opportunity priced in.

Powertrain & Engine is seen as a monitor category. The report says the segment has an ICE export opportunity, but valuations are expensive relative to the growth on offer.

Tyres are viewed more as a tactical opportunity than a structural long-term compounder. The investment case depends heavily on commodity cost normalisation, rubber prices and pricing discipline.

Batteries are the weakest segment call in the report. Equirus says the segment faces structural displacement risks as the industry transitions from lead-acid batteries to lithium-ion technologies. While companies are investing in the transition, the economics of Li-ion at scale are still unproven.

Valuation Premium Faces Earnings Test

Auto ancillary companies have often traded at a premium to OEMs because of perceived growth optionality. The report says this premium is based on the belief that component makers can grow through exports, new products, EV and premiumisation content, new OEM customers, acquisitions and non-auto adjacencies.

But Equirus warns that the premium is not universally justified.

The report says only a select group of companies has justified higher multiples through consistent execution. It points to companies that have combined customer diversification, product expansion and geographic penetration to reduce dependence on any one OEM or segment.

The market has also rewarded narratives such as EVs, aerospace, defence and sunroofs. However, the report says FY27 estimate revisions are now separating companies that are converting stories into earnings from those where the market has already paid for future growth.

This is one of the sharpest warnings in the report. The next phase may not be about identifying themes alone. It will be about identifying companies where those themes translate into order wins, margins, cash flows and earnings upgrades.

Strong Balance Sheets Provide Firepower

The sector enters FY27 with one of its strongest balance-sheet positions in a decade.

Equirus says Net Debt-to-EBITDA for the sector declined to 0.18 times in FY26 from 0.49 times in FY22. This gives auto component makers room to invest in EV localisation, electronics, exports, aerospace, defence and adjacent product categories.

Working capital efficiency has also improved, supporting cash generation and debt reduction. This puts the sector in a better position to fund the next leg of growth without taking on excessive financial risk.

The balance-sheet improvement is significant because the next growth cycle will require fresh investments. Companies will need to invest in new tooling, testing capabilities, R&D, EV components, electronics, software-linked parts and export capacity. Those with cleaner balance sheets will have more flexibility to pursue these opportunities.

ICE Export Window

While electrification is a long-term risk for internal-combustion-engine-linked suppliers, Equirus also highlights a contrarian opportunity.

As OEMs and Tier-1 suppliers in Europe, the US, Japan and South Korea redirect capital towards EV platforms, investments in traditional ICE component manufacturing are being reduced. However, global demand for ICE vehicles, replacement parts and aftermarket components is likely to remain substantial for several years.

This could create an opening for Indian suppliers in forgings, castings, gears, crankshafts, axles, drivetrain parts and other manufacturing-intensive components.

The report argues that India is well placed to capture this opportunity because of its manufacturing capabilities, improved balance sheets, R&D investments and cost competitiveness. A weakening rupee over the long term and supply-chain diversification away from China could also support Indian exporters.

This means ICE-focused companies cannot be dismissed outright. The key question is whether they can convert global supply-chain changes into exports while managing the domestic transition towards EVs.

Next Phase Will Be More Selective

The auto ancillary sector has benefited from a strong post-COVID recovery, rising content per vehicle, improving exports and healthier balance sheets. But the report suggests the easy phase of broad-based re-rating may be behind the sector.

Companies that simply ride the vehicle-volume cycle may find it harder to sustain premium valuations. Those that can increase content per vehicle, add new products, diversify customers, build exports and deliver earnings upgrades are likely to stand out.

For India’s auto component makers, the next decade may not be decided by how many vehicles are sold alone. It may be decided by how much more technology, content and value suppliers can put into every vehicle.

Omega Seiki Mobility Integrates Honda e:Swap Battery Ecosystem With Rage+ Electric Cargo Three-Wheeler

Autocar Professional Bureau — Tue, 09 Jun 2026 17:19:18

Omega Seiki Mobility (OSM) has announced the integration of Honda’s e battery-swapping ecosystem with its Rage+ electric cargo three-wheeler, expanding battery-swapping options for commercial electric vehicle operators in India.

Under the arrangement, the OSM Rage+ will be compatible with Honda’s battery-swapping infrastructure, allowing users to exchange depleted batteries for fully charged units within minutes instead of relying solely on conventional charging.

The Rage+ is among OSM’s established electric cargo three-wheelers and is widely deployed in last-mile logistics and commercial transportation applications. The company said the integration is intended to help operators reduce vehicle downtime and improve utilisation, factors that are critical in commercial fleet operations.

Battery swapping is increasingly being adopted in the electric mobility sector as an alternative energy replenishment model, particularly for vehicles that require high daily utilisation. By integrating with Honda’s e-ecosystem, OSM aims to provide Rage+ users with greater operational flexibility and access to a wider charging and energy infrastructure network.

According to the company, the move aligns with its broader strategy of developing mobility solutions that improve the practicality and economics of electric vehicle ownership for commercial users. OSM also indicated that ecosystem partnerships will play an important role in supporting the expansion of electric mobility across India.

The integration brings together OSM’s cargo electric three-wheeler platform and Honda’s battery-swapping technology, adding another option for commercial operators seeking to minimise charging-related downtime and maintain vehicle availability throughout the day.

Henkel Transitions to Full Electrification, Eliminates Fossil Fuel Footprint at Kurkumbh Facility

Dev Vadchhedia — Tue, 09 Jun 2026 12:16:09

Henkel has transformed its flagship Adhesive Technologies manufacturing plants in Kurkumbh, India, and Gebkim, Türkiye, into carbon-neutral production sites. By adopting complete electrification and securing 100 percent renewable energy sourcing, the company has eliminated all direct Scope 1 and indirect Scope 2 emissions at these locations. The manufacturing milestone aligns with the corporation's broader strategic target to completely decarbonize its global industrial operations by 2030.

At the Kurkumbh site in India, the transition to fossil-fuel-free operations required an overhaul of the facility's existing energy infrastructure. Engineering teams replaced the traditional furnace oil-based thermic fluid heaters with high-efficiency electric systems. Coupled with a shift to certified green power sources, the modification successfully mitigated approximately 11,300 tons of carbon dioxide equivalent emissions annually.

Bappa Bandyopadhyay, Director of Operations and Projects for India at Henkel Adhesive Technologies, noted that the Kurkumbh milestone confirms that responsible manufacturing practices and competitive business performance can advance together to build long-term institutional value.

Retailers Can Exhaust Existing Red 'Elito' Stock: Supreme Court Modifies Injunction in Exide-Amara Raja Dispute

Shahkar Abidi — Mon, 08 Jun 2026 19:32:01

The Supreme Court of India, intervening in the high-profile trade dress dispute between battery giants Exide Industries Limited and Amara Raja Energy Mobility Ltd, largely affirmed the protection of Exide’s distinctive red brand identity while providing limited relief for third-party sellers.

A bench comprising Justices B.V. Nagarathna and Ujjal Bhuyan in a May 27 order ruled that while the injunction against manufacturing red-coloured batteries remains in place, products already held by third-party distributors, franchisees, and retailers may be sold to customers. These products, packaged in red cartons, are permitted for sale provided they were manufactured and invoiced before the Calcutta High Court’s Division Bench order dated April 2, 2026. However, the apex court took a strict view of inventory still within the direct control of the appellant, Amara Raja Energy Mobility Ltd, directing the company to destroy 1,44,547 empty cartons that mimic the trade dress of Exide’s products.

The dispute centers on the "Elito" brand of automobile batteries launched by Amara Raja, which Exide alleged utilized a red-coloured appearance and packaging that closely resembled its own long-established brand identity. Exide, a market leader in storage batteries, argued that for generations, consumers have associated the specific red trade dress with its products, representing quality and trust built over decades. The company initiated legal proceedings to safeguard this market identity, contending that the similar appearance of the Elito batteries would lead to consumer confusion and infringe upon its substantial brand equity.

The legal journey began in the Calcutta High Court, where a Single Bench initially ruled in favor of Exide, passing an interim order that restrained Amara Raja from manufacturing or selling batteries in red or using any packaging similar to Exide’s established trade dress. This position was subsequently affirmed by a Division Bench of the High Court on April 2, 2026. Following these judicial setbacks, Amara Raja approached the Supreme Court, submitting an affidavit through its Chief Business Officer, Radhakrishnan Chandrasekar, which clarified that the last date of manufacturing the contested red batteries was March 29, 2026, with the final invoices to distributors issued by March 31, 2026.

In its final directions, the Supreme Court noted that approximately 1,38,477 units valued at Rs. 24.99 crores were lying with distributors, and another 81,000 units worth Rs. 15.60 crores were estimated to be with retailers. Recognizing that these products were sold on a principal-to-principal basis and were no longer in the appellant’s custody, the court allowed their sale to prevent wastage. For the 20,789 units still in Amara Raja’s own possession, the court ordered that they must be marketed in entirely different packaging that is not red and does not resemble Exide’s product. The court emphasized that these orders are limited to the temporary injunction and will not influence the final merits of the pending suit.

Rapido and Road Transport Ministry Partner to Launch Nationwide Rahveer Road Safety Campaign

Dev Vadchhedia — Mon, 08 Jun 2026 19:03:40

Roppen Transportation Services Private Limited, operating under the brand name Rapido, has entered into a strategic partnership with the Ministry of Road Transport and Highways to accelerate the deployment of the government's flagship Rahveer initiative. Announced on 8 June 2026, the nationwide public engagement program is engineered to reduce road accident fatalities by training citizens to deliver immediate, life-saving medical assistance to victims within the critical golden hour immediately following an incident. The official launch was coordinated in New Delhi under the supervision of Union Minister for Road Transport and Highways Nitin Gadkari alongside senior ministerial secretaries and corporate executives.

To initiate the safety campaign, more than 4 lakh Rapido ride-pooling captains concurrently registered a digitized Rahveer commitment across the company's central application framework. Union Minister Nitin Gadkari noted that road safety remains a shared institutional responsibility, stating that the primary objective of the Rahveer framework is to eliminate legal anxieties or procedural hesitations among bystander citizens, thereby enabling them to assist injured commuters without fear of subsequent administrative complications.

Under the framework of the bilateral agreement, the mobility platform will leverage its proprietary location technologies and its operational reach spanning more than 400 domestic cities to transform the safety program into a sustained public movement. The corporate outreach strategy integrates multi-channel digital engagement modules, targeted in-app instructional curriculums, localized driver-captain conventions, and physical awareness drives situated across high-traffic urban marketplaces.

Lead with Lead Acid: Facilitating India's Green Energy Transition

Autocar Professional Bureau — Sun, 07 Jun 2026 16:23:51

What if one of the most credible answers to India's energy transition is a technology that is 160 years old?

We spend a great deal of time talking about the future of batteries — gigafactories, new chemistries, next-generation storage. And rightly so; India's clean energy ambition demands bold bets. But in our enthusiasm for what is coming, we have quietly stopped asking a harder question: are we being honest about what we already have?

This is not an argument against innovation — it is one that supplements it. The scale of India's storage challenge, 411.4 GWh needed by 2031–32 per the Central Electricity Authority's National Electricity Plan, is too large to solve with a single answer. Which brings me to the lead acid battery: managed well, one of the most credible circular economy assets India possesses, and a case rarely made with the seriousness it deserves.

Generation is Outpacing Storage

India's renewable achievement is real: capacity crossed 250 GW by late 2025, and the country hit its 500 GW non-fossil target years ahead of schedule. But generation and storage are different problems. In April 2026, peak demand hit 256 GW; nearly a third was met by renewables, yet the grid still leaned on thermal power for the evening peak — because there wasn't enough storage to hold the clean energy already being generated. With BloombergNEF projecting global storage to grow seventeen-fold by 2035, the question for India is not whether to build storage, but which technologies we can deploy at the speed, cost and supply-chain depth we require.

The Technology Already At Work

Lithium-ion is the deserved frontrunner for grid-scale storage. But India is not a single market. It is the telecom tower backup behind 600 million mobile connections; the home and business inverters relied on across states with uneven grids; the electric three-wheelers that are the workhorses of tier 2 and tier 3 India, for whom cost is a constraint, not a preference.

The numbers bear this out: the lead acid market, valued at $5.6 billion in 2024 and projected to reach $9.23 billion by 2035, is 55% of the country's entire battery materials market. And the cost gap is decisive — lead acid runs ₹8,000–12,000 per kWh against lithium-ion's ₹20,000–30,000. For rural solar and community microgrids, that is not a footnote. It is the deciding factor.

The Circular Economy Advantage

This is where our industry has undersold itself — and where, for any leader, the proof of the pudding lies. Sustainability claimed is easy; sustainability demonstrated is the test. Unlike most battery chemistries, lead acid's closed loop is not a future promise. It has been operational for decades.

Lead is among the most recycled materials on Earth, with recycling rates exceeding 99% in mature markets — the highest of any consumer product. A spent battery's lead, plastic and acid are almost entirely recoverable, and the lead can be reused indefinitely with no loss of performance. India's secondary lead already supplies more than 80% of domestic output, drawing on that infinite recyclability and the far lower energy cost of secondary smelting.

The loop is so economically sound that it sustains itself without subsidy — which is why the World Economic Forum and MIT have called lead acid recycling one of the most successful circular economies in existence. It is the model that newer chemistries, whose recovery networks are still being built, aspire to reach.

Honesty demands we name the problem too. Of the roughly one million tonnes of used batteries India recycles each year, 25–30% still moves through informal operators — backyard smelting outside any safety or environmental control, exposing workers and communities, children among them, to lead. That is not a case against the technology; it is the strongest case for formalising it.

The Battery Waste Management Rules of 2022, with Extended Producer Responsibility targets of 80% recovery by 2026 rising to 90%, are the right instrument. The responsibility of those of us who manufacture is to meet them in full — to invest in formal recovery and bring that lead back into a clean, closed loop. Closing the gap between what the rules require and what happens on the ground is a problem of governance and commitment, not technology.

The Real Measure of Sustainability

As World Environment Day asks what a sustainable future requires, one observation is worth sitting with: the greenest solution is not always the newest. Sustainability is about using resources wisely, recovering them fully and building systems that endure. By those measures, the lead acid battery — domestically made, deeply embedded in India's energy infrastructure, and able to close its own material loop more completely than any other chemistry — deserves a more serious place in our clean energy thinking.

The transition needs all technologies: lithium-ion for grid scale, hydrogen for long duration, and lead acid for the affordable, recyclable, locally anchored foundation it already provides. Acknowledging that is not a retreat from ambition. It is what a holistic industrial strategy looks like.

Tyre Makers Walk Tightrope In FY27 As Demand Holds Firm, But Costs Surge

Darshan Nakhwa — Sun, 07 Jun 2026 12:56:01

India’s tyre makers are entering FY27 with strong demand visibility, high plant utilisation and a fresh capex cycle. But they are also facing one of the sharpest input cost shocks in recent quarters, triggered by the West Asia crisis, crude-linked raw material volatility, higher natural rubber prices, rupee depreciation and rising logistics costs.

The result is a difficult balancing act. Companies need to add capacity because demand from OEMs and the replacement market remains supportive. At the same time, they need to protect margins through price hikes without weakening demand from vehicle owners, fleet operators and export customers.

Apollo Tyres, CEAT, JK Tyre and Balkrishna Industries, in their March quarter post-earnings conferences, pointed to broadly similar trends: strong FY26 exit momentum, healthy replacement and OEM demand, high capacity utilisation, more capex, and rising cost pressure in Q1FY27.

Strong Demand, But Tougher Cost Cycle

The demand backdrop remains favourable. According to SIAM, FY26 was a record year for the Indian automobile industry, with passenger vehicles, commercial vehicles, three-wheelers and two-wheelers all posting their highest-ever annual domestic sales. Passenger vehicle sales stood at 46.43 lakh units, commercial vehicles at 10.80 lakh units and two-wheelers at 2.17 crore units in FY26.

This has created a strong base for tyre demand, both from OEMs and the replacement market. Tyre replacement demand usually follows vehicle usage, economic activity and the ageing of the vehicle parc.

Apollo Tyres’ Indian operations saw strong double-digit growth in both replacement and OE markets in Q4FY26, compared to last year, said Neeraj Kanwar, Vice Chairman and Managing Director of the company, during an earnings call.

However, the same companies that are optimistic on demand are also cautious on costs.

Apollo said geopolitical developments in West Asia have created uncertainty and added volatility to raw material, energy and logistics costs. “We are closely monitoring the evolving situation and remain focused on responding with agility while maintaining disciplined cost controls,” Kanwar said.

Price Hikes Return

The sharp rise in raw material costs has put price hikes back at the centre of the industry’s FY27 strategy.

Apollo expects raw material costs to rise in the high teens sequentially in Q1FY27. The company has already announced price increases of 6-8 per cent for the current quarter and said more hikes would be needed.

“In terms of outlook, demand remains strong across categories and channels, with April already showing equally strong volume growth, and we expect the same momentum to continue through Q1. At the same time, the geopolitical developments in West Asia have added significant volatility to raw material, energy and logistics costs, which will impact margins in the near term,” Gaurav Kumar, Chief Financial Officer, Apollo Tyres, said.

CEAT has also flagged steep inflation in the raw material basket. The company said raw material prices in Q1FY27 could rise by 15 per cent-plus and may reach closer to 20 per cent by the end of the quarter.

“So, price increase is an imperative,” Arnab Banerjee, Managing Director and Chief Executive Officer, CEAT, said during a post-earnings conference.

CEAT has already taken price increases of around 5 per cent in the replacement market between March and April and had planned another 5 per cent hike through May and June. In OEMs, the price increase comes with a lag, while in international markets, the pass-through also takes time because of order backlogs.

JK Tyre expects raw material prices to rise by 18-20 per cent in Q1FY27 from Q4 levels. The company has taken price hikes of 4-5 per cent in the replacement market and 5-7 per cent in export markets. Another 5-6 per cent hike is underway.

“There has been pressure on input costs due to the ongoing West Asia crisis and weakening of the rupee,” Anshuman Singhania, Managing Director, JK Tyre & Industries, said.

BKT has also started raising prices. The company said raw material prices rose by 4-5 per cent in Q4 and could rise another 7-8 per cent in Q1FY27. It has already taken 3-5 per cent price hikes across geographies and is targeting another 2 per cent increase.

The Margin Test

For tyre companies, the biggest risk is not demand collapse, at least not yet. The bigger concern is the timing mismatch between cost increases and price pass-through.

Replacement market hikes can be taken faster, though they depend on competitive behaviour and demand. OEM hikes usually happen with a lag because pricing is often linked to index-based contracts. Exports also take time because orders already placed at older prices need to be executed.

CEAT said the full impact of raw material inflation will show up in Q1FY27 and will have to be managed through a combination of price increases and cost management in the first half of the year. The company also said it is now facing actual physical disruption, not just sentiment-led volatility.

“While we remain vigilant in our procurement strategies, the combination of new geopolitical risk premiums and physical supply constraints requires more rigorous monitoring of all of these developments on a day-to-day basis,” Kumar Subbiah, Chief Financial Officer, CEAT, said.

The industry is also exposed to crude-linked inputs such as synthetic rubber, carbon black, rubber chemicals and other petrochemical derivatives. Natural rubber is another major cost item. Any sharp increase in crude, rubber or freight costs quickly moves into the tyre raw material basket.

Capex Cycle Continues

Despite margin pressure, tyre makers are not slowing down capacity plans. The reason is simple: utilisation levels are already high.

Apollo said capacity utilisation was at around 90 per cent. For FY27, the company has outlined capex of Rs 3,500 crore, with nearly 80 per cent directed towards growth and capacity expansion projects.

“Through April, we struggled in terms of keeping up with the demand,” Kumar said. “Given the healthy demand outlook, we expect full capacity utilisation and therefore will continue to progress on our planned expansion initiatives.”

CEAT said its capacity utilisation is in the 85-90 per cent range across categories. The company expects to spend Rs 1,300-1,400 crore on growth and normal capex during FY27, though it will calibrate its approach quarter by quarter.

JK Tyre has announced one of the largest expansion programmes in the sector. The company’s board has approved brownfield expansions for PCR and TBR segments at an aggregate cost of Rs 4,980 crore in phases until 2029. This will increase its TBR and PCR capacities by 24 per cent. For FY27, the company has also outlined a capital outlay of around Rs 1,000 crore, including maintenance capex.

“I am pleased to inform you that seeing the momentum in demand growth, the Board, in addition to the expansion projects of Rs 1,130 crore under implementation, has approved to undertake further brownfield expansions for PCR and TBR segments,” Singhania said.

BKT is also expanding. The company has approved capex of ₹1,500-1,800 crore in FY27, along with around ₹200 crore towards maintenance capex, as the tyre maker expands capacity across its off-highway, on-highway and carbon black businesses.

Replacement Market Holds The Key

The replacement market will be the main test for FY27. OEM demand gave tyre makers a strong FY26 exit, but replacement demand will decide whether the industry can pass on price increases without losing momentum.

CEAT expects MHCV replacement demand to remain in high single digits in the near term, supported by increased economic activity, seasonality and an ageing fleet. It also said two-wheeler demand has been encouraging, with consumption surpassing pre-Covid levels.

Apollo also reported high-teens year-on-year volume growth in both replacement and OE segments in India in Q4. JK Tyre said TBR replacement volumes grew 19 per cent year-on-year, while passenger line replacement volumes grew 10 per cent.

But price increases could soften demand, especially in truck and bus tyres, where fleet operators are sensitive to operating costs. Tyres, fuel, and financing are key components of the total cost of ownership for transporters.

CEAT has already warned that demand could moderate once customers experience a 5-10 per cent price hike through Q1.

Exports Recover, But Risks Remain

Exports are offering another growth lever, but the outlook remains uneven.

CEAT said its international business came back strongly in Q4, particularly across passenger tyres in Western Europe and the US. However, the company said sales to the Middle East were severely impacted in Q4. The region accounts for around 15 per cent of CEAT’s international business.

Apollo said Europe is showing promising signs, but the US market looked weak at the start of the year. It also said India and Europe would remain priority markets for capacity allocation, especially in truck tyres, given high utilisation levels.

BKT, which has a large export-led off-highway tyre business, said Europe showed recovery in the second half of FY26 and the Americas market is seeing improving traction. However, the company has stopped giving volume guidance because of geopolitical uncertainty.

Exports are now linked not just to demand, but also to tariffs, shipping routes, freight costs, currency movement and regional risks.

Margin Shields

The industry’s answer to cost pressure is not only price hikes. Companies are also trying to improve product mix, premiumise offerings and invest in efficiency.

CEAT is focusing on 17-inch-plus passenger vehicle tyres, 250cc-plus two-wheeler tyres and premium truck-bus radial products. It also said it has about 29 per cent share in passenger EV OEM tyres and 18 per cent in two-wheeler EV tyres.

JK Tyre said premiumisation is both a market opportunity and a strategic direction. The company is investing in high-performance and technology-led products, supported by R&D and patent filings.

Apollo is investing in R&D, digital tools, AI-led manufacturing, logistics and customer service capabilities. CEAT is building an enterprise data lake and AI labs, while JK Tyre is working on AI-enabled manufacturing and connected plants. BKT’s new capex also includes AI-enabled automation for the on-highway tyre category.

These measures cannot fully offset raw material inflation, but they can help companies protect margins over time.

FY27’s Core Question

The tyre industry is entering FY27 with healthy demand, but the year will test pricing power, cost discipline and capex execution.

The demand drivers are still in place: record vehicle sales, strong replacement demand, rising commercial vehicle utilisation, infrastructure spending and growth in premium vehicle segments. But the cost environment has turned sharply adverse.

If tensions in West Asia ease and commodity prices stabilise, tyre makers could move through the year with manageable margin pressure and strong volume growth. If the crisis persists, companies may need further price hikes, which could test demand in cost-sensitive categories.

For now, the sector is not pulling back from growth. Apollo, CEAT, JK Tyre and BKT are all investing for the next cycle. But FY27 will decide whether the industry can expand capacity, defend margins and keep demand intact at the same time. That is the tightrope India’s tyre makers will have to walk.

Ammann India Appoints Prashant Morankar as Head of After Sales Division

Dev Vadchhedia — Fri, 05 Jun 2026 19:28:37

Road construction machinery manufacturer Ammann India has announced the promotion of Prashant Morankar to the position of Head of After Sales. Morankar, a long-standing senior member of the company's internal management framework, possesses extensive operational experience within the domestic construction equipment and infrastructure engineering industry. In his elevated leadership role, he will assume direct responsibility for the company's comprehensive aftermarket services division, focusing on maintenance support, service excellence, and customer satisfaction programs.

The strategic appointment is designed to optimize the manufacturer's localized service delivery mechanisms and reinforce the technical support ecosystem that field operators rely on daily. Company officials indicate that Morankar's deep background in product lifecycle management will guide the execution of specialized technical assistance frameworks across the country, ensuring maximum field reliability and operational uptime for clients.

Ammann India's management expressed confidence that this leadership transition will further strengthen the brand's long-term service benchmarks and deliver exceptional institutional value across its active industrial machinery portfolios.

India's Ethanol Push Opens New Growth Avenue For Additives Makers, Says Lubrizol India

Darshan Nakhwa — Fri, 05 Jun 2026 19:19:52

India's ethanol-blending programme is expected to open a fresh growth avenue for fuel additives, lubricants, and speciality chemical makers, as higher ethanol blends will require changes in fuel chemistry, engine oils, and powertrain design, according to Lubrizol India.

Abhishek Shrivastava, Managing Director, India, Middle East and Africa, Lubrizol, said India's move towards ethanol-blended petrol is sensible from an energy security perspective, but the transition will require coordinated work between additive makers, lubricant companies, fuel suppliers and vehicle manufacturers.

"It is a very sensible move for our economy. But it has to come with a redesign of the powertrain, and a redesign of the chemistry of additives, fuels, engine oils and lubricants. And then infrastructure has to be built around that," Shrivastava told Autocar Professional.

For additive makers, the opportunity lies in developing chemical packages that help fuels and lubricants manage corrosion, moisture absorption, sludge formation, oxidation and compatibility with rubber and plastic components. Lubricant companies use these additives with base oils to make finished engine oils and other fluids used by vehicles, fleets and industries.

"Ethanol burns faster. It captures a lot of moisture. It can cause a lot of corrosion. It is a solvent, so it will dissolve some of the plastics, seals and gaskets. It will cause sludge formation and acid build-up in the engine," Shrivastava said.

India has been pushing ethanol blending to reduce its dependence on imported crude oil, cut emissions and support domestic agricultural feedstock. The country has already moved to 20 per cent ethanol blending in petrol, or E20, ahead of its original 2030 target. The government is also laying the groundwork for flex-fuel vehicles that can run on higher ethanol blends, including E85 and E100.

According to the executive, the challenges arising from ethanol-blended fuel are likely to be more pronounced in small engines, which are widely used in India. Two-wheelers form the largest vehicle category in the country, and their engines are different from those used in Western markets.

"Small engines are even more prone to it. You cannot take a car built in 2010 and say, put ethanol in it. The engine will actually not survive it in a couple of years," Shrivastava said.

This is where additive makers are expected to play a larger role. Fuel additives can help manage water formation and corrosion. Engine oil additives can help protect rubber parts, gaskets and internal engine components. Lubricants will also have to be designed for new friction and heat profiles as India moves across multiple fuel technologies.

Shrivastava said Lubrizol is working with OEMs to understand these requirements and develop suitable formulations for Indian conditions.

"Additives for fuels, for driveline, engine oils and friction management would be significant. But it is also a partnership. We work with OEMs to help understand what is possible and find the right solution," he said.

The ethanol opportunity comes at a time when Lubrizol is expanding its India footprint. The Berkshire Hathaway-owned speciality chemicals company is investing in manufacturing, technology centres, R&D capabilities and partnerships in the country.

Shrivastava said India's broader fuel-diversity strategy, which includes ethanol, CNG, hydrogen and electric mobility, will create different technical requirements for suppliers.

"You talk about EVs, internal combustion engines, CNG-based engines and ethanol-based engines. They will run differently. The friction profiles are different. All these have to be managed through the lubrication system," he said.

The Berkshire Hathaway-owned company currently serves transportation, industrial manufacturing, healthcare, consumer goods, home care, electronics and information technology, beauty and personal care, and other segments across North America, Europe, Asia-Pacific, Latin America and the India-Middle East-Africa region. It offers solutions including lubricant additives, engineered polymers, performance coatings, speciality materials, and others.

Napino Auto and Electronics Appoints Vikrant Sharma as Dual Chief Business and Strategy Head

Dev Vadchhedia — Fri, 05 Jun 2026 18:56:05

Napino Auto and Electronics Limited has appointed Vikrant Sharma as its new Chief Business Officer and Group Chief Strategy Officer. The executive transitions to the manufacturing enterprise to lead dual corporate mandates focused on scaling long-term industrial operations and steering next-generation commercial frameworks.

In his new capacity, Sharma will take charge of comprehensive group-level strategy programs, direct business development divisions, and manage joint ventures and strategic institutional partnerships. His operational portfolio is specifically designed to support the organization's broader business expansion blueprints and consolidate its market leadership within the highly competitive automotive electronics and component ecosystems.

Prior to joining Napino, Sharma's corporate background includes managing commercial growth, strategic planning, and market penetration portfolios for several prominent engineering enterprises. He previously held leadership positions at Eastman Auto and Power Limited, Spark Minda, and Steel Strips Wheels Limited.

Company officials indicate that his addition to the executive leadership team will help navigate ongoing multi-dimensional technology transformations and maximize enterprise value across the company's manufacturing footprint.

Lubrizol Expects India's Share Of Global Business To Double In 6-8 Years

Darshan Nakhwa — Fri, 05 Jun 2026 17:59:27

Speciality chemicals maker Lubrizol expects India to contribute more than one-fifth of its global business over the next six to eight years, driven by strong growth in mobility, infrastructure, healthcare and consumer-focused industries.

The Berkshire Hathaway-owned company currently derives about 10 per cent of its business from India. However, Abhishek Shrivastava, Managing Director, India, Middle East and Africa (IMEA), said the country's contribution is expected to rise sharply as the company expands its local manufacturing footprint, technology capabilities and partnerships.

"India is a high-growth strategic market for Lubrizol. The country's economic momentum, expanding manufacturing base and increasing focus on innovation are creating opportunities that are fundamentally different in scale from many mature markets. As we continue to deepen our local presence and capabilities, we expect India's role within our global portfolio to become increasingly significant,” Shrivastava told Autocar Professional.

Globally, Lubrizol generates annual revenue of between $6 billion and $8 billion. It operates across North America, Europe, Asia-Pacific, Latin America, and the India-Middle East-Africa (IMEA) region. The company serves a diverse set of industries, including transportation, industrial manufacturing, healthcare, consumer goods, home care, electronics and information technology, as well as beauty and personal care.

According to Shrivastava, India has emerged as one of the most important growth markets for the company as multinational corporations increasingly shift from treating the country as a trading destination to building products and technologies specifically for local requirements.

"First, it is local for local. Then it becomes local for global. We are building products for India, designing products for India and investing in technology and manufacturing in India," he said.

Lubrizol is investing across multiple sectors, including mobility, construction materials, medical devices, personal care and healthcare.

The company is setting up an integrated CPVC manufacturing facility through its joint venture with Grasim Industries and is also expanding its presence in the medical devices segment. A manufacturing plant for medical-grade products is coming up in Chennai, while a new technology centre is expected to become operational next year.

"We cannot win in India unless we have a full business in India. That means manufacturing here, technology here and ecosystem partnerships here," Shrivastava said.

India already holds a strong position for Lubrizol in certain businesses. The company is a market leader in lubricant additives and also commands a significant share in the CPVC plumbing segment, according to Shrivastava. At the same time, the company sees faster growth coming from newer businesses where its current presence remains relatively small.

"We have good positions in some businesses, but the biggest growth opportunity is in the businesses where we are still building scale. As those businesses grow, India's share within Lubrizol will increase significantly," Shrivastava said.

The executive identified commercial vehicles, motorcycles, medical devices, personal care products, paints and coatings, data centre infrastructure and healthcare ingredients as some of the key growth areas for the company over the coming years.

According to Shrivastava, India's expanding middle class, growing infrastructure investments and increasing focus on localisation are creating opportunities across multiple industries.

Lubrizol is also expanding its research and development capabilities in India, including specialised programmes for products such as motorcycle lubricants and ingredients used in personal care applications, which are tailored specifically for Indian consumers.

"India is extremely competitive. You cannot bring an over-designed product from the West and expect to win here. You have to develop products that meet local needs, local costs and local performance expectations," he said.

Apart from organic growth, Lubrizol is also evaluating partnerships, technology licensing opportunities and potential inorganic investments as part of its India expansion strategy.

The company currently operates manufacturing facilities, technology operations and a Global Capability Centre (GCC) in India and expects investments in the country to remain strong as it seeks to deepen its presence across industrial and consumer segments.

KPIT Technologies Partners with Basemark to Accelerate Vehicle HMI Software Deployment

Dev Vadchhedia — Fri, 05 Jun 2026 17:34:39

KPIT Technologies has entered into a strategic collaboration with graphics and augmented reality software developer Basemark to accelerate the engineering and large-scale deployment of next-generation Human Machine Interface solutions for automotive manufacturers. Announced on 5 June 2026, the partnership designates KPIT as the first official certified partner within Basemark's Rocksolid developer ecosystem.

The integration is designed to help original equipment manufacturers compress the development timeline between early user interface concepts and full series production while satisfying strict automotive safety, performance, and reliability protocols.

Under the framework of the certified partner program, Pune-headquartered KPIT will utilize specialized development tooling, including Rocksolid Studio and the Rocksolid Engine, to deliver high-volume, safety-critical digital cockpit systems and augmented reality heads-up displays. Tero Sarkkinen, Founder and Chief Executive Officer of Basemark, stated that leveraging KPIT's delivery scale and automotive software expertise marks a significant expansion phase for the operational maturity of the Rocksolid ecosystem.

Omkar Panse, Chief Technology Officer of KPIT Technologies, noted that the combination of Basemark's high-performance graphics engines with KPIT's established systems engineering solutions will enable corporate clients to deploy deeply customized user experiences across upcoming vehicle portfolios efficiently.

LOHUM Secures Rights to Upgrades and Restart Hindustan Copper's Gujarat Plant

Dev Vadchhedia — Thu, 04 Jun 2026 18:18:39

Hindustan Copper Limited has awarded critical minerals producer LOHUM the operational rights to restart, upgrade, and maintain its defunct copper refining project in Jhagadia, Gujarat. The public-private partnership will function under a 20-year revenue-sharing contract, which includes an option for a five-year extension. The official letter of award was finalized by top executives from both entities, including Sanjiv Kumar Singh, Chairman and Managing Director of Hindustan Copper Limited.

The specialized processing plant has a rated capacity of 50,000 tonnes per annum. Following the scheduled engineering upgrades, the facility is designed to manufacture Grade-A copper cathodes with a purity level of 99.9997% to satisfy international quality benchmarks. The output will be directed to address mounting material demand from India's electronics, power infrastructure, construction, and electric vehicle manufacturing industries.

Rajat Verma, Founder and Chief Executive Officer of LOHUM, stated that the revival project focuses on utilizing established, existing state assets to quickly boost domestic production capabilities.

SUV Boom, Premiumisation to Power Continental India’s Growth Ambitions

Mukul Yudhveer Singh — Wed, 03 Jun 2026 14:15:54

India has emerged as one of Continental’s most important growth markets globally, driven by improving infrastructure, rising disposable incomes and a rapidly evolving vehicle parc. The company’s recent introduction of the CrossContact AT2 in India reflects the strategic importance it now attaches to the country.

“India absolutely, with the premiumisation, is a key market for us where we put a lot of importance,” said Nevin Aslan-Özkan, Managing Director, Continental Tyres India. “We try to bring our global technology into the market, making sure that whatever the Indian consumer needs, we leverage this in the most appropriate way.”

According to Aslan-Özkan, India’s automotive market is undergoing a structural transformation, led by the rapid rise of SUVs and utility vehicles. These vehicles typically require larger, higher-value tyres and are creating new opportunities for premium tyre manufacturers.

The shift towards SUVs is already visible in new vehicle registrations, with Aslan-Özkan estimating that around 60-65% of newly registered passenger vehicles now fall into the SUV category. While the overall vehicle parc still contains a large number of smaller cars, she expects the growing share of SUVs in new sales to gradually influence replacement demand as well.

“There is a clear trend towards premiumisation, people spending more on cars, spending more money also on bigger cars, appreciating the value of a premium car,” she said. “That trend we clearly see. And once you start seeing such a trend, that trend will continue.”

For Continental, the trend extends beyond vehicle sales, with Indian consumers increasingly evaluating tyres on safety, performance, driving comfort and overall value rather than focusing solely on purchase price. Aslan‑Özkan noted that customers who spend significantly on premium vehicles are becoming less willing to compromise on replacement components, seeking products that match the performance and safety characteristics of the original vehicle.

The company believes this shift in consumer behaviour could create a larger addressable market for premium tyres over the coming years. Asked whether premium tyres could account for a majority share of Continental’s India business within the next five years, Aslan-Özkan was optimistic. “We hope so. That’s our goal. That’s why we are here,” she said.

Betting on the Replacement Market

Unlike many tyre manufacturers that actively pursue original equipment business, Continental’s India strategy remains firmly focused on the replacement market. “Replacement will be our focus,” Aslan-Özkan said, while noting that the company would continue evaluating attractive OEM opportunities that support sustainable and profitable growth.

To strengthen its aftermarket presence, Continental currently operates more than 200 Conti Image Shops across the country and intends to expand its reach further. “The most important thing is finding everybody should be able to find a Conti tyre and be proposed to buy a Conti tyre. That will be our goal,” she said.

The company’s growth strategy centres on improving accessibility, deepening engagement with channel partners and ensuring consumers can readily access its premium products as demand grows.

EVs, Sustainability and Future Readiness

The ongoing transition towards electric mobility is also influencing tyre development. Electric vehicles typically weigh more than comparable internal combustion engine vehicles and require tyres capable of handling higher loads while maintaining low rolling resistance and reduced noise levels.

Aslan-Özkan said Continental’s global experience in larger tyre sizes and EV applications allows it to adapt proven technologies to Indian market requirements. The company is leveraging expertise from mature international markets to ensure its products remain suitable for emerging mobility trends in India.

Beyond electrification, sustainability is increasingly shaping Continental’s long-term strategy. Globally, the company has set a target of increasing the share of renewable and recyclable materials used in its tyres from around 26% currently to 40% by 2030. It has already introduced products such as the UltraContact NXT, which contains up to 65% renewable and recyclable materials.

The company’s Modipuram facility in Uttar Pradesh is also aligned with these objectives through the use of biomass-based energy sources and solar power. The facility remains central to Continental’s India strategy. The company recently invested in expanding capabilities at the plant and, according to Aslan-Özkan, believes the site can accommodate its near- and medium-term requirements without the immediate need for a second manufacturing location.

Looking ahead, Continental expects India’s tyre market to be driven by three major trends: rising SUV adoption, increasing premiumisation and improving infrastructure. Expanding highways, higher disposable incomes and supportive policy measures for new vehicle technologies are expected to further strengthen demand for premium tyres.

For Aslan-Özkan, the objective is not simply growth, but the right kind of growth. “The most important thing for me is driving growth. Driving growth also in a sustainable way, in a profitable way and also making sure that we leverage in the best possible way the changing customer preferences,” she said.

Dhoot Transmission Partners with Israel's RideVision to Localise ADAS Technology for India

Shruti Shiraguppi — Mon, 01 Jun 2026 14:58:20

Dhoot Transmission Limited, the Bain Capital-backed electrical and electronics components manufacturer, has announced a partnership with Israel-based RideVision to develop and localise Advanced Driver Assistance Systems (ADAS) for the Indian market, as the Mumbai-headquartered company moves to expand beyond its existing wiring harness and electronics portfolio.

The partnership will focus on localisation, technology integration, and development of safety solutions tailored to Indian road conditions and mobility requirements. RideVision, which describes itself as a global market leader in AI-driven collision avoidance technology for two-wheelers, uses edge AI, predictive analytics, and machine learning to deliver collision alerts and detect risky riding patterns.

"We believe this is the right time to bring intelligent safety technologies to India. Our partnership with RideVision combines global ADAS expertise with our deep understanding of the Indian market to develop solutions specifically engineered for Indian road and operating conditions. Together, we aim to make mobility in India safer, smarter, and future-ready," said Naveen Kumar, CEO – India (Wiring Harness and Electronics), Dhoot Transmission.

"India stands at the precipice of a fascinating new era of smart mobility—one that will have a profound, measurable impact on saving lives every single day. Through this collaboration with our partner Dhoot Transmission, we are bringing advanced ADAS capabilities directly to the heart of the Indian market. By localizing this cutting-edge technology, we aim to democratize life-saving safety solutions for all," said Uri Lavi, Founder and CEO, RideVision.

Separately, Dhoot Transmission's subsidiary Dhoot Automotive Systems Private Limited has entered into a business transfer agreement with Bangalore-based Multilink, a move the company said is aimed at strengthening its electronics product capabilities.

Dhoot Transmission operates 22 manufacturing facilities in India and internationally as of December 31, 2025, and supplies wiring harnesses, battery packs, sensors, and controllers to OEMs across ICE and electric vehicle platforms.

Balu Forge FY26 Net Profit Rises 27% to Rs 258.9 Crore; Revenue Up 20%

Arunima Pal — Sun, 31 May 2026 13:17:47

Balu Forge Industries reported a 27% year-on-year increase in consolidated net profit for FY26 at Rs 258.9 crore, supported by higher revenue and continued growth in its precision engineering business.

The company’s revenue from operations rose 19.9% to Rs 1,107.4 crore in FY26 from Rs 923.6 crore in the previous financial year. EBITDA increased 19.3% to Rs 299.5 crore, while EBITDA margin stood at 27.0%, compared with 27.2% in FY25.

Profit after tax (PAT) for FY26 rose to Rs 258.9 crore from Rs 203.9 crore a year earlier, with PAT margin improving to 22.7% from 21.7%.

For the fourth quarter ended March 31, 2026, revenue from operations declined 2.3% year-on-year to Rs 263.6 crore from Rs 269.6 crore. EBITDA fell 20.1% to Rs 59.9 crore, while EBITDA margin narrowed to 22.7% from 27.8% in the year-ago quarter.

Quarterly net profit increased 4.9% to Rs 65.7 crore from Rs 62.7 crore in Q4 FY25. PAT margin remained at 22.9%.

Chairman and Managing Director Jaspal Singh Chandock said the fourth quarter was affected by geopolitical developments in the Middle East, which led to a sequential moderation in volumes across the company’s India-UAE operations. He added that a higher contribution from high-value engineering segments helped cushion the impact on margins.

During the year, Balu Forge entered into a five-year memorandum of understanding for the supply of large-calibre ammunition from its greenfield manufacturing facility in Belgaum, Karnataka, following its induction into the NATO supply chain and commercialisation of its empty-shell production line.

The company said the agreement provides long-term demand visibility and supports its expansion in the defence manufacturing segment. It has also initiated plans to expand manufacturing capacity through internal accruals.

Balu Forge further announced its first aerospace order from Alpha Aircraft Systems Inc. in the United States for the supply of precision-engineered components, marking its entry into the global aerospace supply chain.

The company said it will continue investing in advanced manufacturing technologies and capacity expansion to strengthen its presence in the precision engineering, defence and aerospace sectors.