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)

Comments (0)

ADD COMMENT

Link Copied!

SAEINDIA is set to host the 23rd Asia Pacific Automotive Engineering Conference (APAC 23) from 13 to 14 November 2026 at the Yashobhoomi Convention Centre in New Delhi.

The event, held under the theme ‘Xellerating towards Safe, Secure, Sustainable & Intelligent Mobility,’ returns to India for the second time following a 15-year interval. The conference will convene more than 1,000 delegates and 500 mobility experts representing vehicle manufacturers, component suppliers, technology firms, research organisations and regulatory bodies across 11 countries in the Asia-Pacific region.

The agenda comprises 150 technical presentations and 80 exhibitors covering subject areas such as powertrains, automated driving, cybersecurity, software-defined vehicles, vehicle dynamics, advanced materials and regulatory standards.

The venue features an exposition hall, a technology theatre for product demonstrations, and the TechHive platform designed to connect mobility start-up ventures with industry leaders, technology experts, and investors.

“APAC 23 represents an important opportunity for India to engage with the Asia-Pacific mobility engineering community at a time when our industry is undergoing fundamental transformation. By bringing together industry, academia, researchers, innovators and policymakers, we aim to create meaningful conversations and collaborations that can contribute to safer, smarter and more sustainable mobility,” said Saurabh Dalela, President of SAEINDIA.

Anoop Bhat, Co-Convenor, APAC 23, said, “The scale and diversity of APAC 23 have been designed to create an environment where engineering knowledge, technology innovation and business opportunities come together. From technical presentations and the exposition to TechHive and the Technology Theatre, participants will have multiple opportunities to discover technologies, exchange ideas and build collaborations across the mobility ecosystem.”

Comments (0)

ADD COMMENT

Link Copied!

Global technology company Bosch has announced a restructuring of its corporate framework in Germany, transferring the activities of its Mobility business sector and central service units into legal entities.

Under the plan, the Mobility division alongside Bosch Digital, Global Business Services and Global Real Estate will operate as wholly-owned limited liability subsidiaries within the Bosch Group from 1 August 2027.

The transition aligns the Mobility sector with the structure already utilised across the group's Industrial Technology, Consumer Goods, and Energy and Building Technology divisions. Following the reorganisation, Robert Bosch GmbH will function primarily as corporate headquarters and central research operations, with approximately 62,500 associate employment contracts in Germany transferring to the subsidiaries.

The Mobility division remains the largest business unit within the group, generating EUR 55.8 billion in sales revenue in 2025, accounting for 60 percent of group sales.

Dr. Christian Fischer, Chairman of the Board of Management, Robert Bosch GmbH, said, "We are operating in an increasingly challenging environment across our markets. New competitors, particularly from Asia, are intensifying the competitive pressure. For us at Bosch the implication is that we need to bring innovations to market even faster, substantially simplify structures and processes, and accelerate our overall pace to keep up. The goal is to sustainably increase the profitability of the Bosch Group as a whole so that we can continue to fund technological breakthroughs from our internal resources. With the planned reorganisation of our corporate structure, we are creating the conditions that will allow each operating unit to unfold its full potential – with greater entrepreneurial freedom, short decision-making paths, and closer customer focus. It will also mean that our internal service units can contribute more significantly to the performance of our operating units, offering competitive and first-class services. One thing is clear: all legal entities will remain an integral part of the Bosch Group, irrespective of their new legal form."

Dr. Markus Heyn, Deputy Chairman of the Board of Management, Robert Bosch GmbH and Chairman of the Mobility business sector, said, "We’re starting from a position of strength. But to defend our lead in the long term, we must consistently realign with new customer requirements, markets, and the competition. Going forward, we’ll be able to take an even more customer-centric approach, act more powerfully as one team, and shape change faster in one of the world’s most demanding industries. Our ambition is to continue setting the pace for the automotive industry. That requires speed, clarity, and business resolve – and we have all three."

Comments (0)

ADD COMMENT

Link Copied!

FORVIA and Great Wall Motor (GWM) have signed a global strategic cooperation agreement to expand their partnership beyond China into international markets.

The agreement encompasses collaboration across technological innovation, industrial operations, supply chain management, sustainability and workforce development. Under the framework, FORVIA will leverage its technology portfolio and manufacturing footprint across seating, clean mobility, electronics and lighting to support Great Wall Motor's international expansion. The partnership focuses on deploying localised production models and supply chain infrastructure across automotive markets globally.

Martin Fischer, CEO, FORVIA, said, "Chinese automakers are becoming major global players and are reshaping competitive dynamics across the industry. As they expand internationally, success will increasingly depend on the ability to combine local innovation with global execution. This is where FORVIA brings distinctive value. By combining Great Wall Motor’s growth ambitions with FORVIA’s technology leadership, industrial footprint and local-for-local execution model, we are creating a platform for long-term growth and innovation across the world's key automotive markets."

Zhao Guoqing, COO and Chief Supply Chain Officer, Great Wall Motor, said, "Globalisation is at the core of Great Wall Motor's strategy. We are continuously advancing our ecosystem-driven globalization and comprehensively strengthening our global operations and localised service capabilities. Having a partner that both understands the Chinese market and brings global industrial footprint and technology depth is essential to Great Wall Motor's global development. FORVIA has deep expertise across seating, clean mobility, electronics and lighting, and its ability to combine global footprint with local operations aligns closely with Great Wall Motor's development needs. We look forward to building on this agreement as a starting point to achieve deeper win-win cooperation in technology innovation, supply chain synergy and global market expansion."

Comments (0)

ADD COMMENT

Link Copied!

The American Trucking Associations (ATA) has named Mark Colson as its next President and CEO, with his appointment taking effect on 1 December 2026. Colson will become the 10th leader to hold the position since the organisation was founded in 1933.

Colson brings more than two decades of experience as a trucking association leader and advocate for motor carriers and industry professionals. He is expected to draw on that background to build lasting coalitions, recognise the contributions of trucking workers and unite the industry around a cause promoting the highest standards of professionalism.

Since 2019, Colson has led the Alabama Trucking Association as President and CEO, engaging with policymakers in Montgomery and Washington to advance industry priorities and highlight trucking's economic and supply chain significance. Previously, he held several leadership roles at the Business Council of Alabama, including Interim President, Senior Vice President of Governmental Affairs, and Chief of Staff, collaborating closely with the U.S. Chamber of Commerce and the National Association of Manufacturers.

Within the ATA Federation, Colson has served on the Strategic Priorities Committee and the Truck PAC Board of Directors, as well as the American Transportation Research Institute's Research Advisory Committee. In July 2026, his state association peers elected him Vice Chairman of the Trucking Association Executives Council. He also chaired the TAEC task force that produced the seven-point Trucking Resurgence action plan, released in December 2025 to address regulatory gaps exploited by noncompliant carriers and unqualified drivers. Colson is a Huntingdon College graduate, where he was inducted into the Athletic Hall of Fame for football, and holds an MBA from Troy University. He serves on Huntingdon College's Board of Trustees and Executive Committee.

Colson said, "This is a unique moment for ATA to make a renewed commitment to the trucking industry and the professionals who call our industry home. It's a commitment built first on earned trust, a sense of family and purpose, and an unrelenting passion to fight for the issues that matter most to trucking. The values that trucking leaders and professionals hold dear were instilled in me at an early age in my family's second-generation tyre shop, Blow-Out Tire Company, where I grew up changing truck tyres. They have followed me throughout my career fighting for the hard-working men and women throughout our industry, and it is a privilege to continue that fight alongside the team and members of ATA.

"State trucking associations and the dedicated staffs that support them are the boots on the ground when it comes to advancing and defending the trucking industry. It's been an honour to learn from my fellow state executives, and I'm excited to continue working with them to unleash the full strength of the Federation. We are on the verge of a trucking resurgence, but we must keep fighting and advocating as our industry leaders continue to climb out of one of the deepest and longest freight recessions in history. We must meet them where they are, listen to their concerns and do everything we can to help them and their people be successful."

Greg Hodgen, ATA Chairman and CEO of Groendyke Transport, said, "For more than 90 years, ATA's mission has been to give trucking a strong voice in the decisions that shape its future. Mark will build on that foundation, bringing fresh energy and a clear vision for advancing our industry's priorities and delivering even greater value for our members."

Derek Leathers, incoming ATA Chairman and Chairman and CEO of Werner Enterprises, said, "The decisions made in Washington don't stay in Washington. They affect how we operate, how we invest and how we serve our customers every day. Our industry needs a strong, unified voice at the table to make sure policymakers understand those realities and fight for policies that enable trucking to keep America moving."

Chris Maxwell, Chairman of TAEC and President and CEO of the Rhode Island Trucking Association, said, "Few trucking companies operate within the borders of just one state, which is why the ATA Federation matters so much. When bad ideas emerge in one state, they have an impact on motor carriers across the entire country. The partnership between ATA and the state associations is one of our industry's greatest strengths, and Mark understands firsthand what makes it so powerful."

Comments (0)

ADD COMMENT

Link Copied!