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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Tata Motors, a leading passenger vehicle manufacturer, has added another feather to its cap, bagging two Red Dot Design Awards for the Avinya X Concept and Sierra Concept models. Martin Uhlarik led the in-house design for both models.  

The Red Dot Design Award, which was established in 1955, assesses design quality across three categories: Product Design, Brands & Communication Design and Design Concept. The competition has operated for nearly 70 years under the current brand structure developed in the 1990s by Red Dot CEO Professor Dr Peter Zec.

The Avinya X Concept first showcased at Bharat Mobility 2025 was recognised for its innovation through its design, stance and proportions. The vehicle features technologies such as matrix LED lighting, aero enhancements and wheels, which boost efficiency and emphasise its elegance. Its silhouette and enclosed surfaces balance strength, power and off-road capability while offering cabin space.

The interior is designed to rejuvenate mind and body, blending craftsmanship with wellness. Cabin details include fabric-wrapped soundbars, aroma diffusers and lounge-style rear seating. The dashboard integrates technology, providing information while minimising distractions for a driving experience. The Samudra exterior colour, paired with protective accents and detailing, enhances the concept's presence. The rear interior, crafted from materials, offers a lounge-like experience.

On the other hand, the revived Sierra design captures the charm of the original while embracing sophistication, balancing nostalgia with elegance. The rear glass has been reimagined as a combination of a finisher along the roofline and a panoramic sunroof to recreate the illusion of glass. This design gives the concept a roof appearance while meeting safety standards.

The exterior features surfaces that convey confidence and elegance. Haunches and a shoulder line contribute to a stance, reflecting the vehicle’s character. The rear is designed to express width and stability, with a tailgate that reinforces the stance. This design enables taillights. A D-pillar enhances the roof effect, creating continuity and flow.

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A traffic management initiative, undertaken by the Institute of Road Traffic Education (IRTE) for Gurugram Traffic Police and supported by the Hyundai Motor India Foundation (HMIF), aims to improve traffic management across 22 major intersections in Gurugram.

A scientific audit for these 22 intersections was completed by the Traffic Engineering Centre (TEC) and Organisation Development Centre (ODC), established by IRTE for the Gurugram police. Work to improve traffic management at two intersections, Rajiv Chowk and Shankar Chowk, has begun.

Dr Rohit Baluja, President, IRTE, said, “The Traffic Engineering Centre (TEC) has been designed to scientifically audit develop sustainable traffic management system for Gurugram under the aegis of the Gurugram Traffic Police, where IRTE's Road Safety Engineers observe traffic movement, violations, and behavioural issues of vulnerable road users, along with studying the causative factors related to congestion. These will be monitored and analysed through camera inputs of 218 junctions with the valuable support of the ICCC Gurugram.”

Under the Easy roads project, the IRTE team provided support to the Gurugram Traffic Police for:

• Conducting safety and traffic engineering audits across 22 major junctions and intersections.
• Reviewing and improving 15 km of key road stretches prone to congestion and risk.
• Rectifying identified blackspots to reduce accident occurrences.
• Developing safety and traffic management measures for school zones.
• Conducting feasibility studies on stakeholder proposals related to road safety and mobility.

Vikas Arora, Commissioner, Gurugram Police, said, “In coming days Gurugram police will increase enforcement by deploying 10-15 officers at each traffic violation spot across the city for a week to challan and stop violations. The Gurugram police has also increased challans for drunk driving as 30,000 challans were issued in a year as compared to 4000 in previous year. 32 black spots have been recognized in Gurugram and are being rectified by improving road engineering and signages”.

Saurabh S. Shrama, of Hyundai Motor India, said, “This initiative marks a significant step toward a data-driven and scientific approach to traffic management. Through collaboration with enforcement agencies and the application of forensic methodologies, we can ensure more sustainable and effective road safety interventions.”

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Iron Mountain, a global leader in information management services, has become an Official Partner of the McLaren Formula 1 Team, kickstarting a new multi-year partnership that will commence at the 2025 United States Grand Prix. The collaboration will leverage Iron Mountain’s expertise to spearhead a digital transformation of McLaren Racing’s legendary heritage archive.

Utilising an advanced AI-powered platform, the project will convert priceless historical materials, including vintage photography, film and technical blueprints, into an intelligent and dynamic digital resource. This initiative is designed to unlock new value from these assets, enabling McLaren to share its iconic history with a global audience. By creating new and immersive stories, the team aims to connect fans and partners more deeply to its legacy and the sport.

Furthermore, McLaren will utilise Iron Mountain’s global leadership in the secure and efficient management of end-of-life IT assets. As part of the agreement, Iron Mountain branding will be featured on the team’s race cars beginning in Austin, with additional visibility planned throughout the 2025 season and beyond.

Nick Martin, Co-Chief Commercial Officer, McLaren Racing, said, “Our fans are at the centre of what we do, and we are passionate about sharing our storied past with them. With the integration of Iron Mountain, we will be able to bring to life more of the team’s rich history for our fans and partners as we look to shine a light on the McLaren Racing brand.”

Greg McIntosh, Executive Vice President & Chief Commercial Officer, Iron Mountain, said, “We are proud to partner with the McLaren Formula 1 Team, which embodies the spirit of innovation and high performance at Iron Mountain. Our AI-enabled digital platform will help to fuel new opportunities for success and transform McLaren Racing’s iconic heritage media – protecting these timeless assets for future generations, connecting them to fans and partners and activating them to unlock value like never before.”

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The latest wholesales data shared by the Society of Indian Automobile Manufacturers Association (SIAM) for Q2 FY 2025–26 shows mixed domestic performance across segments, but strong growth in exports.

During Q2, passenger vehicle sales stood at 1.04 million units, down 2 percent compared to 1.05 million units last year. However, sales in September 2025 were up by 4 percent, with SUV segment with 204,938 units, down 1 percent YoY, accounting for around two-thirds of sales.

Two-wheelers posted sales of 5.56 million units, a growth of 7 percent YoY, supported by higher economic activity and the positive impact of a GST rate reduction. The scooter segment grew by 12 percent, compared to 5 percent YoY growth in motorcycles.

Three-wheelers recorded their highest-ever Q2 sales of 229,239 units, with a growth of 8 percent YoY, driven by the Passenger Carrier sub-segment’s 12 percent growth YoY.

Commercial vehicles sales stood at 239,781 lakh units, reflecting a growth of 8 percent YoY. Growth was broad-based, with Medium & Heavy Commercial Vehicles (MHCVs) and Light Commercial Vehicles (LCVs) both showing improvement.

The industry enters the second half of FY 2025–26 with renewed cheer, supported by the festive season momentum, stable macroeconomic conditions and GST 2.0 reforms. The extended festive and wedding season is expected to sustain growth momentum through Q3.

Shailesh Chandra, President, SIAM, said, "The GST 2.0 reform is a landmark decision of the Government of India, which apart from catapulting the Indian auto industry to the next level, would bring in vibrancy in the entire economy, as this industry is closely intertwined with strong forward and backward linkages. Inspite of the new GST rates coming into effect from of September, i.e. only for 9 days of the month, Passenger Vehicles, Two-Wheelers and Three-Wheelers have already posted their highest ever sales of September. In addition, very strong exports growth, in all segments in Q2, indicates the growing brand acceptance on Indian made vehicles. Looking ahead, the outlook for the sector remains encouraging on the back of key tailw

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