Q: Globally, the car care market is bigger than the automotive aftermarket for paints. How is it in India. What is your current share in car care business and how do you plan to enhance it?

Malhotra: Car Care business is a new domain for us and we are just starting out. Globally and in India too, this is a large business area with potentially a larger market size than automotive aftermarket for paints. We are studying this business and working out our strategy. We will be offering our car care products as a product solution, through online and other channels, and as a service directly by us and our partners as well. This is an exciting area and you will soon see us becoming more visible.

Q: Your intent was to become a solutions partner, expanding into different areas like car care etc. Can you update on this journey?

Malhotra: We see ourselves emerging as a total solutions partner for customers, with car care encompassing refinishing of the paint as well. We call ourselves an augmented Finishing solutions company so our purpose is to provide excellent, unmatched finishing solutions for any surface, including cars.

This positions us quite uniquely in the market as no other player will be able to integrate paint into the car care proposition.

Q: Following car care technologies from the parent company in Japan may not be helpful as the geographical conditions are different in India. How do you customise it? Is your Indian R&D helping it?

Malhotra: While we leverage the knowledge and technology developed by our parent and sister companies, we essentially follow the market requirement. So we are in terms of technology and developments. We make for India, make in India and provide our solutions across India. That is how we operate.

For the automotive aftermarket business, our R&D set up in India is quite extensive and well resourced. Our technology centre in Manesar serves us well – both for the Indian market and as a key resource for the global business. This is where we do bulk of our developments – whether for paints or car care products.

Q: Till few years ago ceramic coating was popular in India. What is the current trend and how do you cater to the every changing customers’ expectations?

Malhotra: Ceramic coating is still quite popular but there are other products available too for the consumer. Our approach is to use our knowledge of surfaces and surface coatings to create unique and differentiated products for our customers. In this respect, we are developing new technologies. One of the unique products we have in this space is our CyGlaz clearcoat 9905 which creates a very strong film that far exceeds the performance of any normal coating or even a ceramic coating. So, there is a lot more in our kitty and we will soon be launching such products and services.

Q: What is Nippon’s USP? What are the compelling reasons for customers to look for NPI?

Malhotra: Every company tries to build its own compelling solution. Our differentiation comes from our widespread dealer network, our presence in over 1,000 towns in India, our unique products and services, our amazing sales and service team, our embracing of new ideas and platforms, our willingness and ability to customise, our short TAT between concept to creation and many more things. And all this stems from our unique DNA which makes us Nippon Paint. And this DNA is what makes us click across Asia Pacific and makes us the force that we have become.

The automotive aftermarket space is relatively very new for Nippon Paint and it is only in 2014 that we started focusing on this space as a separate, identified international business. So all that we have created is only in a short period of five to six years as compared to our illustrious competitors who have decades of legacy and knowledge. But I also feel that our freshness and ideas are helpful to give us a different perspective of the industry and emerging opportunities our uncluttered mind gives us speed to execute.

Q: Tell us about the Velocity Repair System; how many outlets are functional now and what the target for the next five years?

Malhotra: When we launched our Velocity Repair programme, there were not too many takers for it. Now, people who have used this product swear by it and use it extensively. In the first round, we focused on creating branded Nippon Paint Xpress Centres and set up around 50 such centres across India. Now, we take the product proposition across the country and make it available to all our major partner workshops. So, we have around 300 active users for this product line in India at this moment.

Our product proposition is still fresh and no competitors have been able to develop a similar system. In the future, we will continue to expand this portfolio and workshop network and take this to over 1,000 outlets. The key idea is for the car owner and not just the repair centre to experience this service and that’s what we are working on now.

Q: The secondary car market is always larger than the primary market and it is growing even bigger with the pandemic induced used-car sales. What kind of opportunity does this give you?

Malhotra: We are actively focused on the used car market and are working with leading used car players on the refurbishment side of things. Our solutions which give fast, efficient and high quality repairs make us the ideal paint partner for such used car companies and we are leveraging that capability.

In this field, we are also working on the concept of providing painting services and not just paint. Going forward, we see the refurbishment business relating to our used car customers growing into a very sizeable part of our business.

Q: What are the challenges NPI faced during the lockdown and COVID induced New Normal?

Malhotra: Several challenges; and we used this period to innovate. We relooked at our customer propositions. We developed and launched new products. We created new services. We set up new manufacturing concepts. We distributed our manufacturing from a single core to multiple units. We streamlined our supply chain. We localized more products and raw materials. We trained our workforce. We sharpened our optimisation focus. We developed new digital solutions. We empowered our managers. We cut our fat and become more lean and flexible. And yes, we didn’t forget our social responsibility and supported the painter community at this turbulent time.

So, in that sense, Covid-19 has been a great accelerator for us. Things that would have normally been done in a few years have been accomplished in a few months.

Q: What is the current status of the imported parts and accessories in India after the ban on imports from China? Does it anyway help affect you?

Malhotra: The paint industry has a fair share of raw materials and finished goods coming from China. At our side, we are not overly dependent on sourcing our products from China and more so, now our supply chain is more localised than ever. Yes, certain products sourcing from non-China sources is challenging but we are looking ahead at more localization and more diversified sourcing.

Q: With the life of automotive paints increasing due to technological advancements, how is the revenue being sourced nowadays?

Malhotra: We always aim to provide customers with more durable products. Our business is not impacted by the life of paint, but by the differentiation of the solutions that we offer. Our primary business in the aftermarket relates to collision repair which is not dependent on life but repair of paint due to accidents. Furthermore, as we expand into new products and new domains like wood coatings, car care, bus and application vehicles painting and light industrial coatings, our dependency even on collision repair induced paint consumption is also going down.

We always say – give the customer the best products and services and he will refer more customers to us. Give him a shoddy product with poor durability, we will shoot ourselves in the foot. So, we are absolutely clear that technology induced advancement of paint durability will always stand us in good stead.

Q: Can you tell us about your short-term and long-term plans?

Malhotra: In the short term, our plan is to utilise the learnings from the Covid induced lull to our advantage. As mentioned before, we have done a lot of things that will now help us. So, we will leverage these developments, regain our business and be back on growth. To that extent, October 2020 has been a good month where we were back on double digit growth and that gives us the satisfaction that we are back on track.

From the longer term perspective, the lockdown period has helped us to develop an alternative view about our business approach. We aim to be masters in Paint – Polish – Protect and we will be focusing on the various dimensions of this new strategy in the next two to three years. We are here to stay. And we are future ready. (MT)

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Vedanta Aluminium has deployed its first cohort of 30 women crane pilots at the Bharat Aluminium Company  (BALCO) unit in Korba, Chhattisgarh. The group includes 20 Pot Tending Machine (PTM) pilots and 10 beam-raising operators, marking a shift toward women-led operations as the facility enters the ‘million tonne club’.

The pilots operate in a smelting environment, executing tasks for stable metal production. These responsibilities include: anode changing & covering, tapping of molten aluminium and beam raising activities across all potlines.

The deployment followed a training programme involving classroom instruction, simulator sessions and on-the-job exposure. Currently, beam-raising activities at the plant are led by women designated as Beam Raising In-Charge in each room.

The initiative is part of a broader strategy to automate core manufacturing roles and make them gender-agnostic. Vedanta Aluminium has previously implemented:

• Jharsuguda: India’s first fully women-operated potline.
• Lanjigarh: An all-women team managing the digital command centre at the alumina refinery.
• Logistics: An all-women locomotive crew for in-plant rail operations.

BALCO also integrates transgender professionals into functions such as forklift operations and security, supported by policies including financial assistance and paid leave for gender reaffirmation.

Rajiv Kumar, CEO, Vedanta Aluminium, said, “Automation and advanced technologies are reshaping how modern aluminium operations function across all our units. This transformation is creating space for a new generation of highly skilled professionals to lead critical, technology-enabled roles. At Vedanta Aluminium, we are proud to see women stepping confidently into these specialised positions across our operations. This milestone at BALCO reflects our commitment to building a future-ready workforce while fostering greater participation of women in core manufacturing.”

Naaz Fatima, a PTM pilot, commented, “Working as a PTM pilot is both challenging and deeply rewarding. What I value most is that the company trusts us with these critical operations and invests in our growth. It feels empowering to know that our work directly contributes to BALCO’s progress and that we are shaping a new future for women in industrial roles.”

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KKR, Allfleet India and PMI Electro Mobility Solutions have announced definitive agreements for a strategic partnership. KKR-managed funds will commit up to USD 310 million to scale Allfleet’s electric bus platform and enhance PMI Electro’s manufacturing capabilities.

As part of the transaction, KKR will acquire a majority stake in Allfleet and a minority stake in PMI Electro. This represents the eighth investment globally under KKR’s Global Climate Transition strategy and its first in India.

Established in 2022, Allfleet serves as the e-bus platform for PMI Electro, focusing on the ownership and operation of public transport fleets. The company is currently deploying over 5,000 electric buses under long-term service agreements with various state transport authorities across India.

The partnership will see an integrated model covering manufacturing led by PMI Electro, ownership and operations by managed by Allfleet and lifecycle support by technical maintenance and infrastructure management.

KKR’s investment is drawn from its Global Climate Transition strategy, which has committed over USD 44 billion to sustainability initiatives since 2010. The firm’s global portfolio in this sector includes transport electrification specialist Zenobe in the UK and solar developer Avantus in the US.

The capital will be used to expand Allfleet’s presence in Indian cities and support the national transition toward decarbonised urban mobility.

Neil Arora, Partner and Head, of KKR’s Climate Transition strategy for Asia-Pacific, said, “Transport electrification is a critical pillar of the energy transition, and India – with its scale, urbanisation trends and decarbonisation ambitions – represents one of the most significant opportunities for the sector globally. The differentiated combination of Allfleet’s proven, scalable platform and PMI’s manufacturing and service expertise stands out as a full-service solution in this market. We look forward to supporting Allfleet’s next phase of growth by working together with PMI and leveraging KKR’s global operational expertise and experience investing across climate transition.”

Aanchal Jain, CEO, PMI Electro and Director, Allfleet, said, “This investment by KKR marks a defining milestone in our journey and is a powerful endorsement of the integrated electric mobility platform we have built at Allfleet. PMI Electro’s vision is to create a scalable, reliable, and future-ready ecosystem that can transform public transport in India. As our cities grow and mobility needs evolve, clean, efficient, and accessible public transport will play a central role in shaping a more sustainable future.”

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Navi General Insurance has launched its motor insurance product, expanding its portfolio into the automotive sector. The offering provides a digital, app-led process for car and two-wheeler insurance with instant policy issuance and a zero-commission structure.

The company’s business model removes intermediary commissions traditionally associated with agent and dealer-led distribution. This direct-to-customer approach is intended to pass cost efficiencies to the policyholder.

Motor insurance currently accounts for approximately 30-35 percent of total premiums in the Indian general insurance market. The sector is supported by mandatory third-party cover requirements and increasing vehicle ownership.

The company’s service includes digital integration, comprehensive coverage options, electric vehicle-specific plans, add-on covers and underwriting & claims.

Vaibhav Goyal, Managing Director & CEO, Navi General Insurance, stated, “Motor insurance is one of the most widely held financial products in India, yet the buying and claims experience remains complicated. We see a tremendous opportunity to change that. As a digital-first, direct-to-customer insurer, we are cutting out commissions entirely, thus passing those savings directly to customers through competitive pricing. Simplifying finance for every Indian is at the heart of what we do at Navi, and with motor insurance, we're extending that promise to a product that touches millions of vehicle owners every year.”

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Kordsa, a subsidiary of Sabancı Holding, presented its advanced material technologies to a global audience at the JEC World 2026 trade show in Paris. The company featured its latest breakthroughs in composite technologies tailored for the aviation, energy and automotive sectors. The event also served as a platform for Kordsa to communicate its sustainable growth strategy and technological transformation to an international network of stakeholders.

Held from 10 to 12 March 2026, JEC World is recognised as the premier global event for the composites industry. By convening the entire value chain, the exhibition enabled Kordsa to prominently display its expanding role and expertise in composite materials. The company’s presence was reinforced by its international subsidiaries, including US-based Fabric Development, Inc., Textile Products, Inc. and Axiom Materials, Inc., alongside Italy’s Microtex Composites Srl., demonstrating a unified approach shaped by evolving market demands.

Among the key innovations showcased were Ceramic Matrix Composite (CMC) technologies, carbon-reinforced prepregs, thermoplastic automotive interior components and structural body parts. These solutions are engineered to deliver high performance and reduced weight while simultaneously boosting production efficiency and minimising carbon footprint. For the aviation and energy industries, the company highlighted advanced composites designed to meet stringent demands for high-temperature resistance, durability and operational reliability.

Ergun Hepvar, CEO, Kordsa, said, “JEC World is one of the most important global meeting points in the field of composite technologies. On this platform, which brings together the entire value chain of the industry, we have the opportunity to closely observe both the current state of technologies and the trends that will shape the future. This year, we clearly saw that solutions focused on sustainability, lightweighting, high performance and production efficiency are becoming increasingly decisive. At the same time, we witnessed a transformation in customer expectations towards more integrated, agile and sustainable solutions. As Kordsa, we will continue to be an active part of this transformation and to develop value-creating solutions together with our customers.”

Emphasising that Kordsa differentiates itself in composite technologies by offering an end-to-end integrated structure, from R&D and serial production to supply chain and certification processes, Hepvar further added, “The increasing demand for advanced material solutions further strengthens our position in composites. We position composite technologies as one of our two strategic focus areas in Kordsa’s future. In this field, we adopt an approach that expands technological depth, product diversity and application areas simultaneously. Composite technologies stand out as a core area shaping both Kordsa’s present and future. Our goal is to deepen our capabilities here, build a structure that generates higher added value, differentiates itself and grows together with its customers.”

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