Autocar Professional - Latest Articles

Praj, ARAI Deepen Diesel-Isobutanol Trials for Vehicle Compatibility

Autocar Professional Bureau — Wed, 13 May 2026 09:21:29

Early chassis dynamometer tests suggest a 5% blend delivers measurable emission cuts with a minimal 1 to 2% impact on fuel efficiency.

India's auto industry heavyweights, which include commercial vehicle OEMs, testing agency ARAI, the Council of Scientific and Industrial Research (CSIR), oil marketing companies, and others, are moving to break a decades-long deadlock in diesel decarbonization by launching a nationwide validation program for isobutanol blending.

Beginning this June, the Automotive Research Association of India (ARAI) will lead a 10-month technical assessment alongside bioenergy tech supply major Praj Industries to determine if isobutanol can serve as a seamless "drop-in" replacement for standard diesel. With nearly all major OEMs expected to participate, the initiative signals a shift away from problematic diesel-blending trials, focusing instead on a molecule that promises better stability and safety for the nation's critical transport fleet.

The experiments continue.

To understand why isobutanol is causing a stir, one must look at the failures of ethanol-diesel blending. For years, engineers tried to force ethanol into diesel tanks, but the chemistry refused to cooperate. Ethanol is a two-carbon alcohol with a "polar" structure, meaning it doesn't like to mix with the oily consistency of diesel. Without expensive chemical binders, the two fuels simply separate in the tank.

More critically, ethanol is a fire hazard in a diesel ecosystem. Its "flashpoint"—the temperature at which it catches fire—is a mere 12 to 13 degrees Celsius. Diesel, by contrast, is regulated to a minimum of 35 degrees. This difference puts them in entirely different petroleum safety classes, making shared storage and transport a logistical nightmare. Even with proprietary binders, OEMs were rarely comfortable going beyond a 5% blend before combustion issues emerged.

Enter Isobutanol: The Four-Carbon Fix

Praj Industries, the Pune-based bioenergy giant, has spent the last two years building the technical bridge that ethanol couldn't cross. As a four-carbon alcohol, isobutanol behaves much more like diesel. Its flashpoint sits between 27 and 30 degrees Celsius, which allows it to stay within the same "Class B" petroleum category as diesel. This means the existing network of tankers and pumps doesn't need a multi-billion-dollar overhaul.

Initial investigations found that isobutanol remained stable at 10% blends for over 40 days without any separation. Early dynamometer trials on standard Indian driving cycles showed that a 5% blend slashed emissions with a negligible 1 to 2% impact on fuel mileage, a trade-off most fleet operators would take in a heartbeat.

Moving from Lab to Road

The upcoming ARAI-led exercise is comprehensive. It will test everything from engine durability and material compatibility (ensuring the fuel doesn't eat through rubber seals) to particulate emissions across almost every major OEM in the country.

Oil majors are already showing commitment to the initiative. BPCL has been quietly testing isobutanol for two years, recently completing a three-month trial in stationary Cummins engines. They are now committing significant capital to validate data across 33 different vehicle types in India. However, as Anshul Gupta of BPCL noted, technical success is only half the battle; OMCs cannot blend at scale without a formal government mandate.

Retrofitting the Future

There is a persistent myth that you have to turn ethanol into isobutanol. In reality, the production shift happens earlier in the process. The debate has been whether India’s existing 1G ethanol plants, the ones processing corn and sugarcane, can be converted.

The emerging consensus points to a "hybrid" model. Industry leaders suggest that 1G plants can be retrofitted to produce both ethanol (for gasoline) and isobutanol (for diesel) simultaneously from the same ton of feedstock. This dual-track production could maximize the utility of India's agricultural surplus.

To sweeten the deal, the government is looking at existing financial vehicles. The Scheme to Enhance Ethanol Distillation Capacity, which offers interest subventions of 6% or 50% of the bank rate for retrofitting existing facilities, could potentially be applied to isobutanol retrofitting. Similarly, the PM JI-VAN Yojana, aimed at innovative biofuel pathways, might provide the necessary financial cushion for commercial-scale projects.

An Uncertain But Necessary Horizon

Despite the optimism, the market remains in its infancy. Bharati Balaji of the All India Distillers’ Association (AIDA) cautioned that while the emission reductions are impressive when mixed correctly, it is too early to set firm commercial timelines.

However, for Praj President Atul Mulay, the Middle East crisis and global energy volatility have created a "new normal" where India can no longer afford to wait.

As ARAI begins its 10-month countdown this June, the automotive industry isn't just looking at a new fuel; it’s looking at the potential end of the diesel-blending deadlock. For OEMs and fleet owners, the "Next Frontier" is finally coming into view.

PTC Bets on India’s Auto Growth, Sees Opportunity in EVs, Digital Engineering

Kiran Murali — Tue, 12 May 2026 18:04:35

Software and digital engineering solutions provider PTC sees India as a key growth market for the automotive sector, with rising electric vehicle adoption and increasing demand for faster and more cost-effective product development creating fresh opportunities for the company, according to its India Vice President Upkar Saini.

India is already the world’s third-largest automobile market by volume and has significant headroom for EV penetration, especially in passenger vehicles and SUVs, Saini said during a company event.

“We are really poised towards an extremely strong growth,” Saini said, but adding that India still has a long road ahead in EV adoption compared with markets such as China and western economies.

He said the company sees strong potential as automakers focus on affordable mobility, faster product development and cost efficiencies.

Saini said EV adoption in India has already gained traction in the two and three-wheeler segments, while passenger vehicles remain a major opportunity area.

He added that automakers are increasingly looking to integrate engineering, manufacturing and services instead of operating in silos.

PTC provides product lifecycle management, engineering and manufacturing software solutions across sectors including automotive, aerospace and defence, industrial manufacturing, med-tech, electronics and retail.

The company boasts of working with 90% of Fortune 500 automotive original equipment manufacturers globally.

Saini said PTC’s key differentiator is its ability to create a seamless data foundation across the product lifecycle, helping companies integrate engineering, manufacturing and service functions on a single platform.

The company also focuses on open architecture systems, multi-CAD interoperability and organisational change management to support digital transformation projects.

Massachusetts-based PTC, which is listed in NASDSQ has a market capitalisation of about $32 billion and annualised revenue of around $2.48 billion, with over 7,500 employees globally. India accounts for nearly 32% of its workforce and also houses one of its largest research and development centres in Pune.

MathWorks Hosts MATLAB EXPO 2026 in Bengaluru to Highlight AI Driven Engineering Workflows

Autocar Professional Bureau — Mon, 11 May 2026 21:08:24

MathWorks concluded its MATLAB EXPO 2026 in Bengaluru on May 8. The single day event recorded an attendance of over 1,300 engineers, academic researchers, and industry executives. The primary agenda focused on the integration of generative artificial intelligence, engineering copilots, and agentic workflows into modern product development and simulation processes.

The conference emphasized the transition of artificial intelligence from experimental phases to production scale execution. Presentations and technical sessions covered applications across various engineering domains including virtual vehicle development, automated driving, electrification, and aerospace systems. Speakers from organizations such as Boeing, Tata Consultancy Services, NXP Semiconductors, and Mercedes Benz Research and Development India shared case studies addressing these technological shifts.

Keynote sessions featured discussions on how artificial intelligence capabilities are accelerating design cycles while maintaining necessary engineering rigor. Savyasachi Srinivas, Vice President of Global Engineering and Technology Centers at Collins Aerospace, presented on the use of digital twins and artificial intelligence for cockpit environments. Additionally, a panel comprising representatives from the Indian Institute of Science, HSBC, and other corporations examined the governance, verification, and human oversight required when deploying automated engineering workflows.

The event also hosted several technology demonstrations. The Raftar Formula Racing team from the Indian Institute of Technology Madras showcased their competition vehicle. A dedicated unmanned aerial vehicle pavilion featured drone and electric vertical takeoff and landing platforms developed by regional startups and technology partners. Sunil Motwani, Country Manager for MathWorks India, stated that the industry is increasingly evaluating these advanced methodologies to enhance productivity without compromising safety and traceability.

Dassault Sees Auto Suppliers Driving Next Digital Growth Wave

Darshan Nakhwa — Mon, 11 May 2026 20:22:26

Dassault Systèmes India sees India’s automotive supplier ecosystem as the next major growth frontier for digital product development platforms, with the company estimating that suppliers could offer a 50x opportunity, as Tier-1, Tier-2 and Tier-3 companies move to manage rising vehicle complexity, multiple OEM relationships, bills of material, variants and manufacturing-linked data on common digital systems.

Ravikiran Pothukuchi, Director - Enterprise Apps, Dassault Systèmes India, said Indian automakers have already achieved strong digital maturity in product development, especially in design, validation and new product introduction. The next phase of growth, he said, will come from extending digital tools deeper into OEM shop floors and, more importantly, into supplier networks.

Supplier Ecosystem Opportunity

According to Pothukuchi, the opportunity within OEMs now lies in downstream functions such as manufacturing execution, shop-floor digitisation and closing the loop between design intent and manufacturing output. If the current design-office opportunity is taken as “X”, he said the downstream opportunity within OEMs could be about 10x. The opportunity in the supplier ecosystem, however, could be far larger.

“So, that opportunity is probably 50x. So, x is what we have captured. 10x is in the downstream of the OEMs and 50x is in the supplier ecosystem. And that's the market opportunity,” Pothukuchi told Autocar Professional in an interview.

Suppliers typically work with multiple OEMs, each using different engineering tools, data formats, product-development processes and timelines. This makes it harder for them to manage customer-specific schedules, product variants, bills of material, and configuration changes on one system.

Pothukuchi said this challenge was difficult to solve a decade ago, but now platforms such as 3DEXPERIENCE can connect with non-native applications and allow suppliers to manage multiple systems through a common environment.

Dassault Systèmes’ 3DEXPERIENCE is a platform-led software portfolio, with a strong focus on automotive, manufacturing, engineering and product development. The platform acts as a common digital environment that connects teams, data and processes across design, simulation, product lifecycle management, manufacturing, supply chain and customer experience.

EVs and Software-Defined Vehicles Add Complexity

The supplier opportunity is also growing because vehicles are becoming more complex. Electric vehicles bring together battery chemistry, electronics, software and mechanical systems. Software-defined vehicles add another layer, where software and hardware must remain synchronised across a vehicle’s life.

Pothukuchi said future product development will require stronger governance because mechanical, electronics and software teams can no longer work in isolation.

He said a modern car is now effectively a “computer on wheels”, with mechanical parts, electronics, software, battery packs and material systems all needing to work together. This makes product orchestration more critical than before.

The challenge is not limited to design. Over-the-air updates, telemetry data and real-world vehicle performance will increasingly need to flow back to engineering teams, making product lifecycle platforms relevant even after a vehicle is sold.

India Adoption Gathers Pace

Dassault Systèmes has seen adoption from both established automakers and new-age EV players in India.

In June 2024, Mahindra & Mahindra selected Dassault Systèmes’ 3DEXPERIENCE platform on the cloud for end-to-end new product development for future auto programmes. More recently, JSW Motors partnered with Dassault Systèmes to deploy the platform for electric and plug-in hybrid vehicle development in India.

Pothukuchi said EV companies are increasingly adopting Dassault’s platform because it helps integrate multiple engineering disciplines on one system.

He said most electric vehicle companies are adopting Dassault Systèmes “in some other sense or sometimes in a complete end-to-end sense”, as the platform approach makes it easier to integrate mechanical, electrical, software and battery-related development.

Legacy OEMs and Startups Differ

Pothukuchi said digital adoption patterns differ between legacy OEMs and new-age EV companies.

Established automakers have invested heavily in IT infrastructure over many years and often prefer on-premise solutions due to intellectual property concerns. Startups, especially born-electric companies, are more open to SaaS and cloud-based platforms because they do not carry legacy infrastructure.

However, he added that even legacy automakers are gradually exploring cloud-based systems, though the shift remains slower.

For OEMs, the next big shift will be extending the digital thread from design offices to the shop floor.

Pothukuchi said many companies still have some paper-based processes in manufacturing execution. The opportunity lies in making shop floors more digital and creating feedback loops where production issues are captured and fed back into design.

He said the core question for automakers is whether a product designed with a certain intent is being manufactured exactly as intended, and whether any shop-floor shortcomings are being fed back into the design process.

This has implications for suppliers as well. As OEMs digitise manufacturing and product governance, suppliers will need to align their own systems to handle faster development cycles, more product variants and tighter traceability.

India as Development Base

India is also becoming more important within Dassault Systèmes’ global development network. Pothukuchi said India is the company’s second-largest technology development contributor after France and accounts for more than one-fifth of its overall capacity.

He said Dassault Systèmes is increasingly developing technology “in India for India”, instead of treating the country only as a global outsourcing base.

For Dassault Systèmes, the India opportunity is moving in layers. The first phase was OEM-led design digitisation. The second is extending the digital thread from design offices to shop floors. The largest potential layer now lies with suppliers, where multiple OEM relationships, EV complexity and software-defined vehicles are forcing companies to move beyond basic design tools and adopt common digital platforms

Munjal Auto Wins New Two-Wheeler Component Contract with Honda

Autocar Professional Bureau — Mon, 11 May 2026 19:36:33

Munjal Auto Industries Limited announced on May 11, 2026, that it has been awarded a new business contract from Honda Motorcycle and Scooter India Private Limited. The agreement involves the manufacturing and supply of sheet metal stamping and welding parts for the two wheeler manufacturer.

The contract is structured as a long term supply arrangement that includes the design and development of specific tooling and dies. Munjal Auto stated in a regulatory filing that none of its promoters, directors, or key managerial personnel have any direct or indirect interest in the awarding entity.

The company further clarified that the contract does not fall within the scope of related party transactions. Munjal Auto operates several manufacturing facilities across India, including plants in Waghodia, Bawal, Haridwar, and Dharuhera, to support its automotive component production.

ITAT Rules in Favor of MRF Limited in Ongoing Tax Disputes

Autocar Professional Bureau — Mon, 11 May 2026 19:28:13

MRF Limited announced on May 11, 2026, that the Income Tax Appellate Tribunal (ITAT) has ruled in its favor regarding significant tax litigations for the assessment years 2015-16 and 2016-17. Following the Tribunal's orders, the outstanding tax demands against the company for these periods have been reduced to nil.

In its rulings, the ITAT allowed the company's appeals on major grounds. The Tribunal has restored the remaining contested matters to the Assessing Officer for fresh verification.

The first dispute, initiated on March 15, 2024, concerned the disallowance of claims for the 2015-16 assessment year involving an amount of Rs 89.62 crore. The second litigation, initiated on March 26, 2024, related to similar disallowances for the 2016-17 assessment year involving Rs 92.46 crore. Both appeals were filed by the company against the Income Tax Authority, specifically the Deputy Commissioner of Income Tax, Central Circle 3(3), Chennai.

BorgWarner Secures Asian Supply Contracts for Hybrid and Combustion Powertrain Components

Autocar Professional Bureau — Mon, 11 May 2026 18:52:30

BorgWarner announced on May 11, 2026, that it has secured two new supply contracts in Asia for its propulsion and drivetrain division. The agreements cover the supply of transmission and engine timing components for upcoming vehicle platforms from Chinese and Japanese original equipment manufacturers.

For the Chinese market, the company will supply a latest generation wet dual clutch system for an SUV platform. This component utilizes optimized friction materials and a new groove design aimed at reducing drag torque to enhance overall transmission efficiency. The system also features an integrated wave spring designed to improve hardware robustness while maintaining cost competitiveness. Production for this program is scheduled to commence in the second half of 2026.

Separately, the supplier was awarded a contract for a Japanese automaker's next generation hybrid engine. The program involves a torsional assist variable cam timing system that uses a center bolt architecture. This design simplifies internal oil passages to allow for faster cam phasing and improved lock pin engagement compared to traditional oil pressure actuated systems. Production for the Japanese OEM's hybrid engine program is slated to begin in 2028.

Isabelle McKenzie, President and General Manager of BorgWarner Drivetrain and Morse Systems, stated that the new awards reflect the company's focus on providing high performance solutions as the industry transitions across combustion and hybrid powertrains. The company, which is headquartered in Michigan, operates manufacturing and engineering facilities globally, including in India and various other Asian markets.

Sona Comstar’s Strategy for the Post-Bankruptcy European Landscape

Shahkar Abidi — Mon, 11 May 2026 17:26:22

While several European Tier 1 suppliers are buckling under the weight of miscalculated electric vehicle (EV) bets and mounting inflation, India’s Sona Comstar is positioning itself to capture the fallout. Following the recent bankruptcies of two major regional competitors, Neapco Europe and AIMS, the Gurugram-headquartered supplier is reporting a surge in customer inquiries as global automakers seek more stable, flexible partners for their electrification roadmaps.

The shift highlights a widening divide in the global supply chain. While some established European players struggle with "non-fungible" capacity, investments tied strictly to a single customer or specific vehicle program, Sona Comstar has built its business on the principle of "fungible capacity." In automotive terms, this means its production lines are multipurpose, allowing the company to move equipment and floor space across its 33 global customers and 64 EV projects as demand fluctuates.

"Suppliers who overinvested or invested in non-fungible capacity have suffered," Sona Comstar Managing Director and Group CEO Vivek Vikram Singh said in an interview with Autocar Professional. "We have far more flexibility to take that capacity and use it across because not everyone or every programme will do well. If you start something for, say, one customer or one programme, the probability of failure is obviously very high."

The Write-Down Trap

The current distress in the European supplier base is often characterized as an EV slowdown, but Singh argues the reality is more nuanced. While headlines focus on cooling demand, Singh notes that EV sales in Europe have shown significant growth spurts, citing a 50% jump in certain recent periods. Instead, the crisis is one of legacy timing.

"What is happening is the write-offs on earlier investments," Singh explained. "People who invested early, they are taking write-down because those investments did not bear fruit. That is not the current state of the market".

By contrast, Sona Comstar’s strategy is designed to thrive on this exact type of market volatility. The company maintains a massive Rs 23,500 crore ($2.8 billion) lifetime order book, with 71% of that value tied to EV programs. "It is by design that we want to... build a business that when disruption happens, forget being resilient. When disruption happens, we should gain," Singh said.

The Three-Axis Growth Engine

Sona Comstar’s competitiveness is rooted in what Singh describes as growth across three axes. The first is Axis X which means increasing market share by selling existing products to more customers. Axis Y on the other hand translates to the development of entirely new products. Finally, Axis Z, is meant for finding new applications for existing technology beyond the passenger car.

This Axis Z strategy is pushing the company beyond traditional automotive boundaries into off-highway vehicles, robotics, and aerospace. For instance, the company is leveraging its gear-making expertise for robotics and its motor capabilities for applications ranging from electric two-wheelers to heavy-duty buses.

Way forward

The company’s ambition is to be recognized as a global mobility technology company, not merely a components manufacturer. Singh points to the company’s internal R&D such as developing integrated radar-plus-vision solutions and sophisticated suspension motors with millions of lines of code, as evidence of this pivot. Today, the company claims an 8.7% global market share in differential gears and a double-digit share in EV differential assemblies.

Mahua Acharya Takes CESL Playbook to India’s Electric Truck Market

Shahkar Abidi — Mon, 11 May 2026 17:02:08

Mahua Acharya, the architect behind India’s massive government-led electric bus rollout, is shifting her attention to the private sector with a new venture: INTENT.

Having previously held senior roles as MD & CEO at Convergence Energy Services Ltd. (CESL), Assistant Director General at the Global Green Growth Institute, and positions at the World Bank, Acharya is now attempting to replicate the CESL "demand aggregation" model for the heavy-duty freight industry.

Her vision is to build the private-sector equivalent of CESL, focusing on 55-tonne commercial vehicles rather than public transit. While her previous work relied on government departments and State Transport Undertakings (STUs), INTENT targets Corporate India, specifically heavy emitters in the steel, cement, pulp and paper, and chemicals sectors.

The Aggregation Playbook

INTENT’s strategy hinges on creating a coalition of voluntary leaders. The company currently works with a dozen industrial giants to aggregate their transportation needs into a single, bankable platform.

Unlike her role at CESL, where the agency sat on top of the ecosystem but did not always hold the final contract, INTENT intends to hold the contract directly with the corporate entity. The business model involves: Signing long-term green transportation contracts with shippers and securing commercial terms and Service Level Agreements (SLAs) with Original Equipment Manufacturers (OEMs) and Charging Point Operators (CPOs). Furthermore, the task also involve inviting transporters or investors, such as the Transport Corporation of India Limited (TCI), to participate via closed-door auctions, tripartite agreements, or Special Purpose Vehicles (SPVs) to run the trucks.

The Step Zero Challenge

Acharya describes the project's current status as step zero, primarily focused on building awareness and sensitizing the financial industry. While the first set of contracts is expected to be signed soon, the project faces a significant data vacuum.

Because there are almost no heavy-duty electric trucks currently on Indian roads, there is no operating history to give investors comfort. To bridge this gap, Acharya admits the first phase must be asset-heavy. INTENT plans to own and operate the first 20 to 25 vehicles itself to collect operating data, prove the concept across different sectors (like steel vs. cement), and build the confidence necessary to eventually shift to an asset-light model.

Financing and Regulatory Gaps

Financing remains a primary bottleneck. Acharya notes that Indian banks typically demand corporate guarantees because they have no history of lending to electric freight. While Non-Banking Financial Companies (NBFCs) are an option, their interest rates of 14% to 15% are too high to sustain an industrial transition. The goal is to unlock proper project finance based on the quality of the contracts and cash flows.

Beyond financing, Acharya argues that voluntary action is insufficient. "You don’t do any transformation in this country if it is voluntary," she noted, before calling for explicit government targets for freight electrification, particularly regarding Scope 3 emissions.

Currently, many companies only report Scope 1 (Direct emissions from sources a company owns or controls) and scope 2 (Indirect emissions from the generation of purchased energy). Acharya believes that if the government mandates green freight targets, it will create a "demand signal" that forces the market to move faster than any subsidy ever could.

The Business Case vs. The Risks

Despite the hurdles, the business case for electric freight is strengthening. Acharya argues that electric trucking can be cheaper than diesel over a long-term contract, providing a double win for companies with aggressive ESG and carbon-reduction goals.

However, the transition from buses to trucks is complex. Unlike buses, which have predictable routes and turnaround times, trucks face high route variability and cargo-specific operational needs. Every route change impacts battery efficiency and costs, meaning INTENT cannot easily switch OEMs once a trial is running.

The Way Forward

The strategic significance of INTENT lies in its potential to "commercially catalyze" a market that currently has only about 500 trucks on the road compared to the 63,000 electric buses already contracted. If Acharya can prove that electric trucking is reliable through her pilot fleet, it could unlock a massive new market for heavy-duty EVs in India and provide a blueprint for decarbonizing the country’s industrial backbone.

BKT Lines Up ₹1,800 Crore Capex for FY27 to Scale Tyre, Carbon Black Capacity

Shahkar Abidi — Mon, 11 May 2026 15:25:56

Balkrishna Industries Ltd (BKT) plans to incur capital expenditure 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.

The company incurred capex of around ₹2,800 crore in FY26. Its cumulative capex plan till FY29 stands at ₹6,800 crore, of which nearly ₹3,000 crore has already been spent. The balance ₹3,800 crore is expected to be deployed over the next few years.

The board has also approved an additional capex of ₹2,000 crore. The investment will support capacity expansion and infrastructure development across both off-highway tyres and on-highway tyre categories, AI-enabled automation in the on-highway tyre business and sustainability initiatives.

“This spend is intended to drive long-term cost efficiency, enhance operational resilience, improve sustainable performance and create a scalable platform for future growth,” Rajiv Poddar, Joint Managing Director of the company, said during the post-earnings analyst call.

Capacity Expansion Across Businesses

BKT’s expansion is spread across three broad areas: its core off-highway tyre business, its newer on-highway tyre push and its backward-integrated carbon black business.

In carbon black, the company commissioned a new line at Bhuj in December 2025, taking available capacity to 2,65,000 MTPA. It also increased captive power plant capacity at Bhuj from 40 MW to 64 MW in February 2026. The second phase of the carbon black expansion, which will take capacity from 2,65,000 MTPA to 3,60,000 MTPA, is expected to come on stream in Q1FY27.

BKT’s carbon black business recorded marginal year-on-year revenue growth in FY26, with third-party sales contributing 9% to overall revenue, Poddar said, adding that the newly commissioned carbon black line has reached full utilisation, supported by both captive consumption and external sales.

The company has also secured approvals for select speciality carbon black grades across plastics, pressure pipes, power cables and inks.

BKT is also scaling up its on-highway tyre business in India. In February 2026, the company completed Phase 1 of its commercial vehicle radial tyre project with a capex of ₹750 crore, adding fungible capacity of 800 tyres per day. Phase 2 is expected to take total TBR capacity to about 3,800 tyres per day.

The TBR business has commenced, though its contribution is expected to remain modest in the initial phase. Management said the segment is likely to see limited impact in the first quarter before gaining scale through the rest of FY27.

BKT has also relaunched select two-wheeler tyres for the domestic market. Current capacity stands at around 1,00,000 tyres per month and can be scaled up depending on market response.

The company plans to launch passenger car radial tyres by the end of the current calendar year. The first phase of the PCR project is expected to provide a capacity of around 6,700 tyres per day.

BKT said it is taking a phased and calibrated approach to the on-highway business, with an initial focus on India’s replacement market. The company has completed primary distribution for the newer categories and will add dealerships in line with sales ramp-up.

On-Highway Business Seen as Growth Adjacency

BKT, traditionally known for its off-highway tyre business, sees on-highway tyres as a strategic adjacency that can widen its growth base.

“We have entered the truck-bus radial segment with new product launches in February 26. This segment is aligned with infrastructure growth, increasing radialization trends, thereby helping us to tap the replacement market opportunities that lie for us,” Poddar said.

The company has set a target of ₹5,000 crore revenue from on-highway tyres by FY30. As per its investor presentation, BKT expects on-highway tyres to contribute around 20% of revenue by FY30 and aims to achieve around 5% market share in the segment.

BKT is also not planning a discount-led entry in passenger car radials. The company said its premium positioning means it will price products in line with market leaders.

OHT Remains Core Growth Engine

The off-highway tyre business will remain BKT’s mainstay even as it expands into adjacent categories. The company expects OHT to contribute around 70% of revenue by FY30. It is targeting 8% global market share in the OHT segment, while a 10% global share remains a longer-term strategic goal to be pursued through phased investments.

BKT’s ongoing OHT capex of 35,000 MTPA, along with debottlenecking efforts, is expected to increase off-highway tyre capacity to 4,25,000 MTPA. The company said it will continue to focus on agriculture tyres, mining tyres, tracks, industrial and construction tyres.

BKT is targeting revenue of around ₹23,000 crore by FY30, implying 2.2 times growth from about ₹10,600 crore in FY25. The company expects this to be driven by OHT growth, higher third-party carbon black sales and scaling up of the on-highway tyre business.

The company also expects blended margins after full commercialisation to remain in the 23-25% range, supported by higher revenue, better product mix, carbon black integration and operating efficiencies.

BKT to Raise Prices in May, More Action If Input Cost Pressure Persists

Autocar Professional Bureau — Mon, 11 May 2026 14:26:32

Balkrishna Industries Ltd (BKT) is lining up another price hike in May and may take further increases if input costs remain elevated, a senior company official said. Rising raw material prices, higher freight costs and West Asia-linked supply-chain disruptions have put pressure on the tyre maker’s margin in the March quarter.

“We have taken price hikes of between 3% to 5% already across various geographies and we are targeting round two… towards the end of this month. And we will continue to watch this and maybe we may have to take further price hikes,” Rajiv Poddar, Joint Managing Director of the company, said during the post-earnings analyst call.

The company management said raw material prices rose about 4-5% sequentially in Q4FY26 and could rise another 7-8% in Q1FY27. It also expects freight costs to rise if geopolitical disruptions continue. In the March quarter, the company’s freight cost stood at around 4.5-5% of revenue in Q4FY26.

The pressure on BKT comes as tyre makers face a broader inflationary cycle in key inputs such as natural rubber, synthetic rubber, carbon black and crude-linked chemicals. Global tyre major Continental expects a hit of at least €100 million from the Iran war from the second quarter, as surging oil prices push up costs of raw materials used in tyre production.

Among Indian tyre makers, CEAT has also flagged a steep increase in raw material costs. The company’s Managing Director and CEO Arnab Banerjee said raw material prices were only slightly higher in Q4 but are expected to rise sharply in Q1. “Our raw material prices in Q4 were slightly higher than Q3, but in Q1, they will shoot up to 15% plus. By the end of Q1, we may reach closer to 20%,” Banerjee said in an analyst call.

CEAT has also said price increases are becoming unavoidable, with the company taking hikes in the replacement market and planning further increases through May and June.

MRF’s latest quarterly numbers also reflect rising pressure on input costs. MRF’s raw material consumption rose 6% year-on-year to ₹4,945 crore in Q4FY26 from ₹4,680 crore a year earlier.

Q4 Profit Falls Despite Higher Volumes

BKT reported a 2% year-on-year rise in standalone revenue to ₹2,894 crore in Q4FY26, helped by higher off-highway tyre volumes. The company’s sales volume stood at 85,820 metric tonnes, up 5% from 82,062 metric tonnes in Q4FY25.

However, profitability declined as cost pressures and geopolitical disruptions weighed on margins. Standalone EBITDA fell 6% year-on-year to ₹663 crore, and EBITDA margin narrowed by 187 basis points year-on-year to 22.9%. Net profit fell 19% to ₹295 crore from ₹362 crore in the year-ago period.

For FY26, BKT’s standalone revenue remained flat at ₹10,656 crore. EBITDA declined 10% to ₹2,423 crore, while net profit fell 25% to ₹1,222 crore. EBITDA margin stood at 22.7%, down 252 basis points year-on-year. OHT volumes for the year stood at 3,17,356 metric tonnes, up 1%.

OHT Remains Core, India Outperforms

BKT’s off-highway tyre business remained the mainstay of operations, contributing around 91% of overall revenue in FY26. Carbon black contributed the balance 9%.

Within OHT, agriculture tyres accounted for 58.8% of sales volumes, followed by OTR tyres at 37.5% and others at 3.7%. Channel-wise, replacement accounted for 70.1% of sales, OEMs contributed 28.7%, while others made up 1.2%.

Geographically, Europe remained the largest market with a 40% share, followed by India at 36.3%, the Americas at 13.2% and the rest of the world at 10.5%.

The company said Europe saw a good recovery in the second half of FY26 over the first half, helped by easing channel inventories. The Americas also showed improving traction, supported by higher channel activity. India, however, continued to outperform other markets and maintained sustained momentum.

“India continues to outperform all markets and witness sustained momentum. We are cautiously optimistic for the geography given the weather forecast of IMD for the upcoming monsoon season,” Poddar said.

On-highway Tyres to Widen Growth Base

BKT is also widening its business beyond off-highway tyres. The company entered the truck-bus radial segment with product launches in February 2026 and relaunched select two-wheeler tyres for the domestic market.

“We have entered the truck-bus radial segment... This segment is aligned with infrastructure growth and increasing radialization trends, thereby helping us tap replacement market opportunities,” Poddar said.

The company plans to introduce passenger car radial tyres by the end of the current calendar year in a phased manner. It sees on-highway tyres as an adjacent business that can complement its existing strengths.

At the same time, BKT said it is not looking to enter these categories through deep discounting. Management said its PCR positioning will be in line with market leaders.

Despite near-term cost pressure and investments in newer segments such as truck-bus radial, passenger car radial and two-wheeler tyres, BKT is maintaining its long-term profitability ambition.

The company expects blended margins after full commercialisation to remain in the 23-25% range, helped by scale, product mix, carbon black integration and operating efficiencies.

The company has also approved additional capital expenditure of ₹2,000 crore to support capacity expansion and infrastructure development across OHT and on-highway tyre categories, AI-enabled automation and sustainability initiatives. For FY27, capex is expected to be around ₹1,500-1,800 crore.

Tenneco India – IceCo Appoints Thalavai Venkatesan as Chief Commercial & Technology Officer

Angitha Suresh — Sun, 10 May 2026 14:18:20

Tenneco Clean Air India Limited has appointed Mr. Thalavai Venkatesan as Chief Commercial & Technology Officer at Tenneco India – IceCo, effective April 23, 2026. The appointment is part of the company's broader effort to accelerate business growth and reinforce its leadership pipeline at a time when the automotive components sector is navigating significant structural and technological change.

Venkatesan will be responsible for driving innovation, deepening customer engagement, and leading commercial strategy across the organisation. His dual mandate — spanning both technology and commercial functions — reflects the growing convergence of product development and market strategy within the automotive supply chain.

The decision to bring Venkatesan on board aligns with Tenneco India – IceCo's stated objective of strengthening its leadership capabilities across functions. As Chief Commercial & Technology Officer, he will work to build on the company's existing customer relationships while identifying new avenues for growth in a competitive and evolving market.

The company described the appointment as a step toward reinforcing the organisation's ability to innovate and respond to customer needs with greater agility. Venkatesan's responsibilities will span internal team development, customer-facing commercial operations, and the oversight of technology-driven product initiatives.

Venkatesan enters the role with 29 years of experience across global markets, having worked in research and development, sales, and profit-and-loss leadership capacities. Over the course of his career, he has been involved in building and managing high-performance teams and has held positions that required both technical depth and commercial acumen.

His domain expertise includes engine management systems, electrification, powertrain engineering, vehicle safety systems, and connectivity solutions — a breadth of specialisation that spans both legacy internal combustion technologies and the newer platforms that are reshaping the automotive industry.

His track record in building customer relationships and delivering business results across geographies makes him a relevant choice for a role that requires equal parts technical credibility and commercial leadership.

The appointment comes at a period of notable transition for the automotive components sector globally and in India. Automakers and their supplier networks are under sustained pressure to adapt to the shift toward electrification, stricter emissions regulations, and the integration of software-defined vehicle technologies.

India, in particular, is seeing accelerated activity in this space. The government's push through production-linked incentive schemes for automobile and auto-component manufacturers, combined with rising domestic demand for cleaner vehicles, has prompted suppliers to expand their capabilities and strengthen their leadership teams.

For companies like Tenneco, which operate at the intersection of clean air technology and ride performance, the ability to bring in leaders who understand both the technical demands and commercial dynamics of this shift is increasingly important.

Tenneco Clean Air India Limited is a subsidiary of Tenneco Inc., a publicly listed global manufacturer and distributor of automotive components with operations across more than 25 countries. The company's IceCo division — focused on clean air and ride performance solutions — serves original equipment manufacturers and the aftermarket across India.

Tenneco's clean air product portfolio includes emission control components and systems that are designed to meet evolving regulatory standards. As India moves toward stricter Bharat Stage emission norms and explores hybrid and electric mobility, the relevance of Tenneco's product lines to the domestic market is expected to grow.

The company's decision to invest in senior leadership at this stage reflects confidence in the trajectory of the Indian automotive market and an intention to position itself for sustained growth over the medium to long term.

Bain Capital-backed Dhoot Transmission Secures SEBI Approval for Initial Public Offering

Autocar Professional Bureau — Fri, 08 May 2026 17:35:22

Auto components manufacturer Dhoot Transmission has received approval from the Securities and Exchange Board of India (SEBI) for its proposed initial public offering (IPO). The company supplies wiring harnesses, automotive switches, electronic sensors, and battery packs to original equipment manufacturers. Its product applications span across two wheelers, three wheelers, passenger and commercial vehicles, off road vehicles, and domestic appliances.

Earlier in February, Autocar Professional had reported that the company had filed draft papers with SEBI under the confidential pre-filing route. With the clearance, the company can proceed with the subsequent steps for an IPO.

Private equity firm Bain Capital holds a 49 percent stake in the component manufacturer. According to a CRISIL Ratings report from May 2025, Dhoot Transmission recorded a consolidated revenue of Rs 2,653 crore for the 2024 financial year, scaling up from Rs 1,550 crore in FY22. In the domestic market, the company's client roster includes major automakers such as Bajaj Auto, TVS Motor Company, Honda Motorcycle and Scooter India, and Royal Enfield.

The regulatory clearance for Dhoot Transmission follows a broader trend of active capital market participation within the Indian auto components sector. Over the past three years, companies including ASK Automotive and Motherson Sumi Wiring India have listed on the exchanges. The upcoming initial public offering adds to a growing pipeline of manufacturing focused listings driven by investor interest in localization and electrification themes.

MRF FY26 Net Profit Rises 30%; Revenue up 11% to Rs 31,654 Crore

Arunima Pal — Fri, 08 May 2026 11:43:23

MRF reported an 11 per cent rise in consolidated total income to Rs 31,654 crore for FY26, while consolidated net profit increased 30 per cent year-on-year to Rs 2,426 crore, supported by higher demand across replacement and OEM segments.

Profit before tax for the financial year ended March 31, 2026, rose to Rs 3,222 crore from Rs 2,483 crore in the previous year. Tax expense stood at Rs 796 crore, compared to Rs 610 crore in FY25.

The tyre maker said it crossed the Rs 30,000-crore sales milestone during FY26, aided by growth in both replacement and original equipment (OE) businesses.

The company attributed the performance to new product launches across truck, passenger vehicle and two-wheeler categories, along with increasing supplies to electric vehicle manufacturers. It said MRF tyres are also being fitted on vehicles exported by OEMs to multiple international markets.

According to the company, demand momentum driven by GST rate reductions continued into the fourth quarter, supporting both replacement and OE sales. Higher production by vehicle manufacturers also boosted tyre demand during the quarter.

MRF said it is expanding capacity across plants to cater to future demand from domestic replacement markets, OEMs and exports.

The company, however, flagged concerns over rising raw material costs and supply chain disruptions linked to the ongoing conflict in the Middle East. It said the increase in input costs is expected to continue and that it has already implemented price hikes and cost-management measures, with further increases likely.

The company also noted that forecasts of a sub-normal monsoon could impact demand, adding that it is evaluating the potential effect of uncertain economic conditions and margin pressures on future growth.

MRF declared a total dividend of Rs 235 per share of face value Rs 10 each for FY26, including two interim dividends of Rs 3 per share already paid.

Bharat Forge Takes ₹450-Crore EV Hit, Begins Europe Steel Restructuring

Shahkar Abidi — Thu, 07 May 2026 20:52:54

Bharat Forge Ltd has taken a ₹450-crore impairment on its investment in KPTL’s e-mobility division, signalling a reassessment of its electric vehicle strategy at a time when global EV adoption has become more uneven than initially expected.

“The Rs 450 Crores impairment during the quarter of our investments in KPTL (E-mobility division) is an acceptance of the need to take a fresh look at how we address the EV opportunity as the EV adoption globally has changed significantly,” Baba Kalyani, Chairman and Managing Director, of Bharat Forge said.

The write-down comes as several global automakers recalibrate their electrification plans amid slower-than-expected adoption in some markets, policy uncertainty and rising competition from Chinese EV makers.

In an analyst call held to discuss Bharat Forge’s financial performance, Amit Kalyani, Vice-Chairman and Joint Managing Director, said the company had decided to write off investments where it does not see immediate revenue or business ramp-up.

“As you are aware, globally, the electric vehicle adoption has taken different trajectory as compared to what was originally envisaged,” he said, adding that there has been a “recalibration of everybody's EV strategy globally, except the Chinese.”

However, Bharat Forge is not stepping away from mobility electrification altogether. The company said K-Drive Mobility is making progress in reorienting its product portfolio, with new order wins beyond medium and heavy commercial vehicles, including four EV platforms for light commercial vehicles

Alongside the EV impairment, Bharat Forge has begun restructuring the steel business of CDP Bharat Forge in Europe. The company expects the process to conclude by the end of 2027.

“The US & European operations reported modest operating profits despite weak demand. We have initiated the restructuring of the steel business of CDP Bharat Forge and we expect this process to conclude by end of CY27. The management is pursuing various alternative business opportunities in Europe to leverage its scaled down manufacturing footprint,” Baba Kalyani said.

On the conference call, the management said the restructuring process would take around 15 to 18 months and would involve meeting customer requirements while carrying out a liquidation of the company. It also indicated that overseas subsidiary losses should reduce as CDP-related losses are addressed through the restructuring process.

Financial Performance

Bharat Forge reported a sequential recovery in Q4FY26, led largely by export revival and steady domestic demand. On a standalone basis, revenue rose 8.5% quarter-on-quarter to ₹2,260.5 crore, while EBITDA grew 7.2% to ₹610.3 crore, translating into an EBITDA margin of 27%. Profit before exceptional items rose 9.7% sequentially to ₹486.2 crore. However, on a full-year basis, standalone revenue declined 5.1% to ₹8,395.8 crore, while EBITDA fell 8.4% to ₹2,312.1 crore, reflecting weakness in export markets, particularly North American trucks.

The domestic business remained more resilient. Q4 domestic revenue stood at ₹1,063.4 crore, broadly flat sequentially but sharply higher than ₹803.4 crore in Q4FY25. Growth was supported by higher commercial vehicle production, GST-led demand tailwinds and healthy passenger vehicle production. For FY26, domestic revenue rose to ₹3,956.8 crore from ₹3,653.1 crore in FY25, helped by commercial vehicle replacement demand, utility vehicle-led passenger car momentum and steady industrial demand across power, construction and mining, agriculture and machine tools.

Exports showed a clear sequential rebound in Q4FY26. Export revenue rose 19.2% quarter-on-quarter to ₹1,084.4 crore, driven by inventory restocking and recovery in North American truck production after a weak Q3. Passenger vehicle exports were strong in North and Central America, while aerospace execution improved. However, FY26 export revenue declined 15.2% to ₹4,011.4 crore from ₹4,728.1 crore in FY25, mainly due to inventory destocking in the North American truck market and weakness in oil and gas on subdued fracking capex.

On a consolidated basis, Q4FY26 revenue stood at ₹4,528.3 crore, with EBITDA of ₹773.5 crore and PBT before exceptional items of ₹486.9 crore. For FY26, consolidated revenue rose 11.2% to ₹16,811.6 crore, while EBITDA increased 5.9% to ₹2,920.7 crore. The company said standalone exports drove most of the sequential improvement in Q4, while K Drive Mobility also posted strong topline performance, partly offset by lower defence execution.

FY27 Outlook

Despite the EV impairment and overseas restructuring, Bharat Forge remains optimistic about FY27.

“Looking ahead into FY27, barring any geopolitical crisis and its impact of demand, we are optimistic of achieving 25% revenue growth with a commensurate increase in EBITDA & profitability for the Indian manufacturing operations driven by execution of orders across business and recovery in the export market,” Kalyani said.

The company said its ongoing capital expenditure across forging, castings and product platforms would be around ₹800-850 crore over a 15-18 month period. It is also evaluating further M&A opportunities in India in high-growth sectors that complement its existing businesses.

Bharat Forge Q4 Net Profit Falls 17.5%; Revenue Rises 17.5%

Arunima Pal — Thu, 07 May 2026 14:56:45

Bharat Forge Limited reported a consolidated net profit of Rs 2,325.65 million for Q4 FY26, down 17.53% year-on-year, while revenue from operations increased 17.53% YoY to Rs 45,280.43 million.

For FY26, the company posted consolidated revenue of Rs 16,812 crore, up 11.2% year-on-year, while consolidated EBITDA rose 5.9% YoY to Rs 2,921 crore.

On a standalone basis, Q4 FY26 revenue rose 8.5% quarter-on-quarter to Rs 2,260 crore. EBITDA increased 7.2% sequentially to Rs 610 crore, with EBITDA margin at 27%. Profit before tax, before exceptional items, stood at Rs 486 crore, up 9.7% QoQ.

For FY26, standalone revenue stood at Rs 8,396 crore, while EBITDA was Rs 2,312 crore. The company’s standalone net debt-to-equity ratio was 0.18x at the end of the fiscal year.

During FY26, Bharat Forge secured new orders worth Rs 4,814 crore, including defence orders worth Rs 2,816 crore. Its defence order book stood at Rs 10,961 crore as of March 31, 2026.

The company said export performance improved during Q4 FY26, supported by inventory restocking and recovery in North American truck production. Passenger vehicle exports also grew across North and Central America, while the aerospace business added new customers in engine, structural and landing gear components.

Chairman and Managing Director Baba Kalyani said the company expects 25% revenue growth in Indian manufacturing operations in FY27, subject to geopolitical conditions and recovery in export markets.

Abu Dhabi Backs Motherson's Automotive Plant in KEZAD Industrial Zone

Angitha Suresh — Thu, 07 May 2026 09:43:40

The Abu Dhabi Investment Office (ADIO) announced on May 6, 2026, its support for a manufacturing hub being set up by Samvardhana Motherson International Limited (Motherson) within the Khalifa Economic Zones Abu Dhabi (KEZAD). The facility will produce a range of automotive components for Motherson's global operations as well as for third-party original equipment manufacturer (OEM) customers, and is positioned to function as a regional manufacturing and export base once fully operational.

The announcement marks a formal alignment between one of India's largest auto-components companies and Abu Dhabi's industrial investment framework, reflecting a broader push by the emirate to attract high-value manufacturing into its economic ecosystem.

The facility

The project is being developed in phases on a single land plot of approximately 87,652 square metres within KEZAD, one of the region's prominent industrial and logistics zones. Construction is already underway, indicating that the project has moved beyond the planning stage. The phased development approach suggests a long-term build-out, with the facility expected to scale capacity over time rather than come online as a single completed unit.

Once fully operational, the plant will serve as a regional manufacturing and export hub, producing automotive components both for Motherson's own global supply chain and for third-party OEM clients. The announcement did not specify the exact product lines to be manufactured at the site, but Motherson's broader portfolio spans wiring harnesses, polymer components, mirrors, and other vehicle parts supplied to major global automakers.

The facility will draw on Abu Dhabi's logistics infrastructure, including port and freight connectivity provided by AD Ports Group, to enable access to regional and international markets. KEZAD's location and integrated zone facilities are positioned to support efficient movement of goods across supply chains.

Employment and Emiratisation

The project is expected to generate more than 1,000 jobs across technical, engineering, manufacturing, and corporate functions. ADIO emphasised that the initiative is aligned with Emiratisation objectives — the UAE's policy of increasing the participation of Emirati nationals in the private sector workforce. Beyond direct employment, the project is described as a vehicle for knowledge transfer and capability development in advanced industrial sectors, which has been a consistent priority in Abu Dhabi's industrial planning.

The scale of job creation, combined with the emphasis on national talent participation, positions this project as one with both economic and social dimensions for the emirate.

The partnership fits within a pattern of deliberate industrial diversification that Abu Dhabi has pursued in recent years. ADIO described the project as reflecting its continued focus on enabling high-value industrial investment through a coordinated ecosystem that brings together infrastructure, connectivity, and business support services.

For Abu Dhabi, attracting a facility of this scale in the automotive supply chain sector contributes to several stated priorities — expanding non-oil export revenues, deepening local supply chains, and reinforcing the emirate's standing as a competitive manufacturing destination at a regional and global level. The automotive supply chain, which demands precision manufacturing and consistent quality standards, is considered a marker of industrial sophistication.

KEZAD, as the host zone, plays a central role in this strategy. Operated under the Abu Dhabi Ports umbrella, it offers industrial land, utilities, and logistics infrastructure designed to accommodate large-scale manufacturing operations and facilitate export-oriented production.

Motherson's UAE Plans

Motherson's Abu Dhabi manufacturing hub is not a recent development. The company had first disclosed its intentions through a stock exchange filing dated May 29, 2025, as part of a broader presentation covering its performance for the quarter and financial year ended March 31, 2025. At that stage, the UAE hub was flagged as part of the company's ongoing expansion strategy.

The May 6, 2026 announcement by ADIO represents the formal public acknowledgment of institutional support for that project, and comes with construction already in progress — suggesting that groundwork has advanced steadily since the initial disclosure.

Samvardhana Motherson International Limited notified both the National Stock Exchange of India and BSE of the ADIO press release on May 6, 2026, as part of its continuous disclosure obligations to stock exchanges. The company's Company Secretary, Alok Goel, signed the exchange communication.

Samvardhana Motherson International Limited is one of India's largest and most globally diversified auto-components manufacturers. Listed on both NSE and BSE under the ticker MOTHERSON (Scrip Code: 517334), the company supplies components to several of the world's leading automotive OEMs and has manufacturing operations spanning multiple continents. Its product range covers a wide spectrum of vehicle sub-systems, from vision systems and interior components to wiring and polymer parts.

The Abu Dhabi Investment Office is a government body under the Abu Dhabi government, mandated to attract, enable, and retain investment across sectors identified as priorities for the emirate's economic development. Its focus areas include technology, life sciences, agri-business, and advanced manufacturing — the last of which underpins its engagement with Motherson.

KPIT Technologies to Acquire Israeli Cybersecurity Firm Cymotive in Multi-Stage Deal

Autocar Professional Bureau — Wed, 06 May 2026 20:52:49

KPIT Technologies announced on May 6, 2026, that its board of directors has approved the strategic acquisition of a stake in Israel-based Cymotive Technologies.

The acquisition of Cymotive, which specializes in vehicle lifecycle cybersecurity, will be executed through a phased cash consideration. KPIT will initially invest $10 million in preference capital, a transaction expected to close by mid-June 2026. This investment is scheduled to convert into a 26 percent equity stake within eight quarters, contingent upon Cymotive meeting specific performance milestones. KPIT expects to complete a 100 percent buyout of the firm by mid-2029. The total cost for the full acquisition is projected to range between $60 million and $120 million, based on the target entity's future revenue and earnings.

Founded in 2016 by Israeli cybersecurity leaders and CARIAD, the software subsidiary of the Volkswagen Group, Cymotive provides security architecture, threat modeling, and intrusion detection for connected vehicles. The company is headquartered in Tel Aviv and has seen its annual turnover decline over the last three years, reporting $42.4 million in 2023, $32.7 million in 2024, and $19.2 million in 2025.

KPIT stated that the investment aligns with its long-term strategy to embed cybersecurity into vehicle platforms from the design phase through production and operations. The move is intended to strengthen the company’s software-defined vehicle and systems engineering business while creating new product and licensing-led revenue streams.

Uno Minda Appoints Vivek Joshi as CEO of Light Metal and Powertrain Systems

Autocar Professional Bureau — Wed, 06 May 2026 17:53:09

Uno Minda has appointed Vivek Joshi as Chief Executive Officer of its Light Metal and Powertrain Systems (LPS) domain, the company said on Tuesday.

Joshi brings experience in die-casting technologies, process engineering, and lean manufacturing, with a track record spanning operational improvement and manufacturing innovation. In his new role, he will be responsible for driving strategy, execution, and growth across the LPS business, which forms a key part of Uno Minda’s automotive component portfolio.

The company said the appointment aligns with its focus on strengthening leadership bandwidth in core verticals while scaling capabilities in advanced manufacturing and powertrain solutions.

Joshi said Uno Minda’s customer-centric approach and emphasis on operational excellence were key factors in his decision to join. He added that the LPS domain offers significant headroom for growth and that his immediate priorities would include strengthening systems, driving execution discipline, and building high-performance teams.

“I believe great organisations are built on clarity, accountability, and compassion,” Joshi said, noting that he aims to build on the existing foundation while steering the business into its next phase.

The LPS domain is expected to play an increasingly important role as the automotive industry transitions toward lightweighting and more efficient powertrain systems, areas where die-casting and precision engineering capabilities are critical.

Uno Minda said it expects Joshi’s leadership to support continued innovation and operational scale-up across the domain.

GoMechanic CEO: Our Strategy is Built Around Going the Extra Mile

Shahkar Abidi — Wed, 06 May 2026 17:50:29

In an email interaction with Shahkar Abidi, Co‑Founder and CEO Himanshu Arora, GoMechanic talks about how his company is well prepared to lead the competition.

Over the past 3-5 years, how has the average age at higher technical demands in areas such as EV battery first visit for vehicles on your platform changed as diagnostics, high-voltage safety and ADAS calibration, OEMs push longer warranties and AMCs?

Despite longer warranties and AMCs, we’ve seen the average age of the first visit move to under three years due to the wide range of services offered to our customers. That said, industry estimates suggest the independent aftermarket accounts for over 60% of total service value once vehicles move beyond warranty.

Given that OEMs’ factory telematics and connected platforms now control much of the fault‑code and health data, what concrete strategies are you pursuing to compensate for this information asymmetry?

We already have advanced multi-brand OBD scanning and professional diagnostic tools that are deployed across 1,500+ workshops, covering 550+ pin codes, all built according to A+ standards, enabling precise fault-code reading and complex electronic system diagnostics. While certain OEM protocols and security gateways remain restricted industrywide, we regularly update our tools and systems to stay ahead of evolving vehicle technology. Along with this, we are continuously investing in our technical stack and training our technicians, and we ensure genuine parts are sourced from authorised suppliers, building trust, reliability and a high-quality customer experience. Our focus remains clear, which is delivering a transparent, technology-led and dependable service experience that customers can trust, filling in for the major trust deficit that exists in the aftermarket.

As BS‑VI, hybrids and EVs push repairs away from pure mechanics into software, high‑voltage systems and thermal management, which parts of your current workshop network and service menu become non‑viable without heavy capex and training? How are you deciding where to build in‑house capability versus where to partner with Tier‑1s or OEM‑approved centres?

We are not just ready—but fully equipped for the higher technical demands in areas such as EV battery diagnostics, high-voltage safety and ADAS calibration, capabilities we built earlier and continue to strengthen. While EVs currently account for around 7–8% of passenger vehicles, our EV servicing segment has grown by 155% over the past year. With the necessary infrastructure and trained teams already in place, we are well-positioned to support a much larger share as adoption accelerates.

If OEMs are increasingly bundling convenience (pick‑up/drop), digital transparency and uptime guarantees into their own service ecosystems, what is GoMechanic’s differentiated value proposition, beyond price arbitrage?

We go the extra mile for our customers: While OEMs largely address standard warranty needs, our approach is built around delivering seamless, high-quality service using genuine parts sourced from authorised suppliers— along with service warranty from the very beginning. Furthermore, we provide top-tier customer experience with live tracking & status updates on our GoMechanic App, 24/7 customer helpline, personalised service buddy, quicker service response time, walk-in facility over and above the standard pick-up and drop services, warranty, membership programs, etc.

Looking ahead to 2030, to what extent does the viability of aggregators like GoMechanic depend on India’s policy choices around right‑to‑repair, data‑access standards and safety norms in the aftermarket?

By 2030, clarity around right-to-repair and data standards may shape how the aftermarket evolves, but we are already aligned. Over the years, our focus on building systematic processes through genuine parts sourcing and technical consistency has contributed to stronger safety and reliability benchmarks; if given the choice, a balanced, interoperable framework that protects innovation while preserving consumer choice would be ideal. That said, whether data remains closed or becomes more standardised, we will continue investing in our tools and technology, compliance and platform capabilities to stay ahead and provide customers the most transparent and trustworthy brand to rely on for their car servicing needs.