July 14, 2025

GAIL Mangalore Petrochemicals Limited, (formerly JBF Petrochemicals Limited), a 100% subsidiary of GAIL (India) Limited was entirely taken over from JBF Industries Limited in a competitive bid in CIRP process. The scope of the entity includes setting up a 1.25 MTPA Purified Terephthalic Acid (PTA) plant at Mangalore Special Economic Zone (Mangalore SEZ or MSEZ) in Karnataka. Ayush Gupta, Director (HR), GAIL India & Chairman, GAIL Mangalore Petrochemicals Limited talks about the company's implementation strategy and how GMPL is going to add to GAIL's petrochemicals portfolio... 

What is the current status of GAIL Mangalore Petrochemicals Limited (GMPL) and how its collaboration with GAIL (India) influences its strategic direction and what synergies have been realized from this partnership?

The GAIL Mangalore Petrochemicals Limited (GMPL) plant was acquired through National Company Law Tribunal (NCLT), followed by a capital infusion to revive its operations. The plant had been non-operational for seven years, so we first needed to assess the extent of damage and identify components that required replacement. While feasibility reports were available, several aspects remained uncertain at the outset.

I am pleased to share that both the estimated cost and timeline are well within control. In fact, the actual costs have come in lower than initially projected, and the schedule remains largely on track. Although we had initially targeted commissioning the plant by August or September 2025, there has been a slight delay. We now expect to commission the plant by the end of December 2025 or, at the latest, early January 2026. Trial production should begin around that time. With pre-commissioning activities already underway, we have initiated the boiler revival process and are progressing in phases, with a goal to complete this by October 2025.

So far, a total capital infusion of approximately Rs 59,691 lakh has been made, and the plant revival is progressing steadily. Of this, Rs 39,425 lakh has been invested as equity. The majority of this capital has come from GAIL, which underpins GMPL’s financial strength. GAIL’s board had approved this equity investment at the time of acquiring the plant through the NCLT process, ensuring a guaranteed cash flow within the approved limits.

Two critical aspects for commissioning the plant revolve around raw material sourcing and operational readiness. One key input is paraxylene, the primary feedstock for producing PTA, which is essential for polyester manufacturing. Initially, we had planned to source paraxylene through an agreement with MRPL, and discussions with them are ongoing. At the same time, we are exploring the option of importing paraxylene via the sea route. Infrastructure is being developed for this purpose, including laying pipelines from the port to the plant. We are actively coordinating with port authorities, working on setting up a pumping station, and arranging temporary storage facilities at the port to ensure an uninterrupted supply chain. In the coming month, we plan to issue an Expression of Interest (EOI) to onboard additional suppliers and create a diversified, empaneled vendor base.

On the marketing front, we have already initiated outreach efforts and are in discussions with potential customers. GAIL’s marketing team is providing strong support in finalizing warehousing and sales agreements, leveraging their established presence in the petrochemical sector. Both paraxylene sourcing and PTA marketing will be managed by GAIL’s marketing division.

How do the company's recent initiatives, such as the PTA plant revitalization, contribute to India's vision of self-reliance in petrochemicals under the Atmanirbhar Bharat initiative?

With PTA added to the product mix, GAIL’s petrochemical portfolio will become fully integrated across all product segments within the next year. This positions us strongly in the market, especially as domestic demand for petrochemicals is projected to triple over the next decade. Currently, a significant share of these is imported, creating substantial opportunities for import substitution and enhancing the long-term prospects of India’s petrochemical sector.

GAIL is in the early stages of planning another ethane cracker plant. While the financial structuring is yet to be finalized, this move is aligned with anticipated demand in the petrochemical sector. Meanwhile, the PTA to be produced at the GMPL plant represents a niche product with substantial demand, particularly in the textile industry. GAIL’s established reputation for delivering high-quality products will be a significant advantage as we enter an already competitive market across India. This will be crucial, as a robust marketing strategy must accompany the commencement of production.

We are also receiving strong support from our technology licensor. Notably, we successfully renegotiated the licensing agreement with INEOS, which was originally in place with JBF Petrochemicals Limited. Given the seven-year hiatus and the absence of returns during that period, we were able to secure a more favorable deal. This renegotiation is a key milestone, as the licensor's backing during the commissioning phase, and beyond, will help ensure consistent product quality and long-term success for GMPL.

Sustainability and social responsibility are also central to our commissioning efforts. One of the significant challenges during the plant acquisition was resolving issues related to project-displaced persons. Out of 115 individuals identified, an initial list of 75 was prioritized for employment. Almost all of them have now been re-engaged, many of whom had worked at the plant previously, contributing valuable experience and support to the commissioning process. A few opted not to join, and the remaining are in the process of being integrated.

I must appreciate the fact that we have received support from the Port Authority and all the government departments. Besides, the Development Commissioner has been very helpful to make sure that the plant gets reviewed and commissioned soon. The Ministry of Petroleum and Natural Gas played a vital role in getting the clearances and approvals besides helping in resolving the issues at ground level. 

With your new plant getting commissioned, how do you see GAIL as a major player in the Indian petrochemical scenario?

GAIL is poised for a significant capacity expansion across its petrochemical portfolio. With the commissioning of the PTA unit at the GMPL plant, alongside the existing BCPL portfolio, and the upcoming Usar and Pata petrochemical plants, we are entering a transformative phase. Once operational, the GMPL plant will contribute 1,250 KTA of PTA, Usar will add 500 KTA, and Pata will bring in 60 KTA. These additional volumes are expected to come online within the next year, marking a major shift that will significantly impact the petrochemical landscape in India. This expansion will undoubtedly alter market dynamics and intensify competition. While it will be a challenging journey for GAIL to establish a strong market foothold, we are confident in our strengths—particularly our commitment to product quality, fair contracting practices, and reliable execution, all hallmarks of a Maharatna public sector enterprise.

Historically, GAIL lacked a diverse product portfolio, which limited our ability to scale competitively. However, with these three plants nearing commissioning targeted for late 2025 to early 2026, we will soon be in a position to serve a broad spectrum of customers across the country. The coming year promises to be exciting, as several other players are also eyeing entry into the market. Over the next two years, we anticipate a game-changing evolution in India’s petrochemical sector.

Why did you choose the PTA for this GMPL plant? Is it going to cater to the domestic demand or you are also looking at exporting as well?

In the initial phase, there wasn’t much of a choice as the plant was originally designed for PTA production. While exploring options for portfolio expansion, we identified PTA as a missing product in GAIL’s offering. This particular plant became available at the right time, and although other players were interested, GAIL emerged as the highest bidder.

We also see potential for further expansion, given the availability of additional land. Since the plant is located within a SEZ, there are certain export obligations we need to fulfill, and we are open to exploring those opportunities when they arise. For now, however, our primary focus remains on catering to the domestic market.

What change you brought it in your strategy to meet the tight deadline within the estimated budget?

Several critical factors contributed to the success of this project, beginning with clear and structured planning from day one. This included early and active engagement with key stakeholders such as MSEZ and the relevant ministry. Initially, there was scepticism in the market, with concerns that GAIL had overpaid for the asset. We were aware that any deviation from our profitability projections would be closely scrutinized, so we adopted a disciplined approach from the outset.

A key strategic decision was to operate with a lean team, just 50 people, but their dedication and efficiency were exceptional. They played a vital role in resolving major challenges, including settling issues with project-displaced families, renegotiating the license with INEOS, and coordinating with vendors. Their efforts ensured that all critical matters were handled professionally and on time, avoiding potential delays or cost overruns.

During the period when the licensor agreement was being renegotiated and the EPC contract was under finalization, the team proactively carried out significant groundwork. This helped us assess the plant's equipment condition and saved considerable time, boosting our confidence in the plant’s readiness. The experience of GAIL’s project team was instrumental, especially during maintenance activities, ensuring smooth progress. The small but highly capable team deployed at GMPL proved to be one of the best, playing a crucial role in managing risks and keeping the project firmly within both time and cost parameters.

Given the fluctuations in global petrochemical markets, what strategies are in place to mitigate potential risks?  Five years from now, what would be the contribution of petrochemicals that you envisage because the market is huge?

The petrochemical market is inherently volatile and cyclical, making it challenging to predict price movements, especially with numerous plants operating globally. However, this very cyclicality also presents opportunities to capitalize on favorable market conditions. The upcoming five-year cycle appears to be entering an uptrend, making GAIL’s entry into this space both timely and strategic.

Expanding into a broader product range at this juncture positions GAIL advantageously. The next five years are expected to be transformative for the petrochemical industry in India, and GAIL’s portfolio expansion is likely to contribute significantly to its overall revenue, and we hope, to its profitability as well.

In terms of Corporate Social Responsibility (CSR), GAIL has been known to help the local communities. With the commissioning of plant on anvil, how do you plan to help the local community?

From a local economic perspective, the revival of the plant, which had been shut down for seven, will bring widespread benefits. Beyond the regular workforce, a significant number of contractual employees will be engaged, positively impacting nearly 500,000 families. The local community is understandably enthusiastic about the new livelihood opportunities this project will create.

In addition to directly employing members of the project-displaced families, the commissioning of the plant is expected to generate further employment needs. Opportunities will also arise through transport contracts and various support services, helping stimulate the entire local economy and surrounding ecosystem.

July 13, 2025

As aleader in the water and environment management sector, Ion Exchange (India) played a transformative role in shaping the industry’s response to climate change and water scarcity. Ajay Popat, President, Ion Exchange (India) talks about the company’s performance and expansion plans… 

How do you view the current state of the water treatment industry in India? What are the key challenges and opportunities? 

India’s water treatment industry offers significant investment opportunities. Key challenges are water stress, ground water depletion, urban water scarcity and infrastructure inadequacy. With increasing urbanization and industrialization, Government of India’s proactive emphasis is on sustainable water management, including conservation strategies and water reuse mechanisms which provides ample opportunity to water companies, innovators and start-ups. 

How has the overall performance been for Ion Exchange (India) so far in FY 2024-25? 

For 9 months of FY 2024-25, on a consolidated basis our operating income increased around 21 per cent YOY. Profit after tax increased around 18 per cent on a YOY basis. 

What is the total order book as of now and what is the expectation from FY 2025-26?  

As of now, we have a healthy consolidated order book reflecting strong demand across industrial and municipal sectors. Aided also by strong enquiry pipeline, we expect FY 2025-26 to be equally promising. 

Recently, the company expanded its European presence with the acquisition of a Portuguese company. How is this going to impact the performance of the company?  

Our acquisition of MAPRIL in Portugal is a strategic move to strengthen our presence in Europe. It gives us direct access to European markets and brings us closer to customers in the region. With MAPRIL’s established presence in key business sectors, this acquisition complements our strengths and opens up new opportunities in developed markets that are increasingly focused on sustainability and water reuse. Over the foreseeable long term, we see this significantly contributing to our business performance. 

What is the current status of development of your Roha plant? 

Our Roha facility, which will significantly increase our manufacturing volumes for world-class ion exchange resins, adsorbents, etc., is expected to be operational during the first half of this financial year. It will meet increasing global demand for our high-performance ion exchange resins-used in industries, municipalities and home water solutions.  

The company also ventured into the production of membranes for various applications in water treatment. How is this contributing to the company’s overall performance? 

Our pioneering initiative of membrane manufacturing through the HYDRAMEM brand in 1987 led to development of membrane market and their application in India. By offering indigenously manufactured membranes meeting global standards in our state-of-the-art manufacturing facility we’ve been able to reduce import dependence, offer cost-effective membrane products to meet increasing demands for UF/RO/NF and MBR membranes in India and global markets we serve. This initiative also supports the “Make in India” vision. Membrane business will continue to positively contribute to our company’s performance.  

What role does Ion Exchange (India) play in the push for sustainable water management, especially in the context of climate change?  

Ion Exchange’s strength lies in its unique ability to provide 360^o sustainable solutions for water and wastewater treatment to industries, homes and communities – across both urban and rural geographies. Our technologies and pioneering efforts in promoting sustainable water management concepts include 30+ Zero Liquid Discharge (ZLD) systems enhancing sustainability quotients of our customers; 15+ desalination plants in India and abroad; largest range of effluent treatment solutions, drinking water technologies under our ZeroB brand right from Suraksha Tap Attachment to High Recovery RO (HRR) to our alkaline and hydrogen water solutions. Furthermore, our recent innovations showcase our continued commitment to deliver additional value for the cause of sustainability. Our newer ion exchange and membrane technologies are designed to improve water quality and recovery.  

We offer an exciting range of advanced oxidation technology solutions at affordable costs for treating high strength industrial effluents. Our exciting waste-to-energy solutions to help municipalities and communities turn waste into valuable resources like purified water, green energy and nutrient-rich fertilizers whilst enabling sustainable waste management. 

Thus, as a leader in the water and environment management sector, Ion Exchange has played a transformative role in shaping the industry’s response to climate change and water scarcity. We have consistently delivered cost-effective, energy-efficient and environmentally friendly solutions that seamlessly align with SDG 13 (Climate Action). 

With the rising concern over water scarcity and quality, how do you see technology transforming the water treatment sector? 

Technology is playing a pivotal role in transforming the challenges into business opportunities, both in India and globally, on the principles of “doing more with less”. Innovations and technology led development/upgradation. In India and the geographies, we serve, that faces significant challenges related to efficient water management, our digital water solutions provide predictive analytics, reduce manual intervention and optimize energy and chemical use and with significant reduction in maintenance costs, reduced down time to improve efficiency of water management process. 

At Ion Exchange, we are excited to offer these innovations integrated with digital intelligence into our systems to deliver higher efficiency, reduced operating costs and improved compliance for our customers. 

What latest digital/technological advancements the company has adopted to help industries optimize chemical usage and reduce cost? 

Technology is reshaping the water industry by making it smarter, more efficient and sustainable. For India, which faces multiple challenges as explained above, embracing these innovations is essential to secure its water future. We have been providing clients with customized chemical and total water management solutions through our equipment and performance chemicals. In recent times, we have enhanced our value prepositions by developing affordable and reliable online monitoring tools and IoT-enabled remote management platforms. This allows our customers to track water quality parameters in real-time. It optimizes chemical dosing, reduce wastage and will enable predictive insights.  

Sustainability is a key focus for many companies today. How does Ion Exchange (India) incorporate sustainable practices in its operations? 

At Ion Exchange, sustainability is not just a responsibility – it is at the very core of our business purpose: to conserve the planet’s most precious resources through total water and environment management solutions. Our operations are also certified under ISO 14001, ensuring that we consistently follow stringent environmental protection guidelines with regular compliance monitoring. Emissions from our factories remain well within the permissible limits set by the Central Pollution Control Board (CPCB) and our facilities actively work on reducing water footprints in non-product applications like cleaning, gardening and domestic use. 

In terms of water conservation, we are committed to replenishing water used in our operations and to this end, we continuously invest in advanced and efficient technologies that ensure water is reused and recycled within our manufacturing processes. For energy conservation, we are committed to sustainable operations by harnessing solar energy across our factories and offices. By installing solar panels at multiple locations, we reduce our carbon footprint, lower dependence on conventional energy sources and actively promote the use of clean, renewable energy. 

How Ion Exchange (India) has been helping companies achieve water conservation goals by offering solutions that allow them to recycle maximum amounts of water?  

Pollution and increased demand have made good quality water scarce and expensive, both in terms of direct cost of water and the effect of unsuitable water on plant economics and product quality. Meanwhile, disposal norms are getting tighter and their enforcement stricter. Ion Exchange help its customers to effectively and economically solve their water scarcity problems by conserving vast volumes of water and protecting the environment by reducing discharge, while generating substantial savings for them.   

Our effluent recycle solutions are integrated to yield optimal benefit. For instance, recycle systems are combined with specialty water treatment chemical programmes that substantially reduce water discharge (for example, cooling tower blowdown); and state-of-the-art effluent treatment plants are integrated with zero liquid discharge processes. They are backed by comprehensive operation and maintenance services, for high performance continuity. Industries that have installed our effluent treatment, recycle and zero liquid discharge systems have gained an excellent payback on their investment. 

What are some of the latest innovations or technologies that Ion Exchange (India) has adopted or developed? 

IonSite Digital Twin offered by us enables plant operators to monitor and optimize the performance of their plants in real-time with real time analytics prediction and prescription to mitigate failures. The Advance Oxidation Technology – TADOX recently licensed from TERI addresses the gap and challenges in treating complex effluents produced by textile, chemical, paper, tannery and petrochemical industries in a very cost-effective way. 

Our widest range advanced and new biological process ensures significant reduction in footprint, energy and chemical costs. We are equally excited by the success of newer membranes to enhance water, resource recovery and making ZLD affordable to every industry together with advances and innovations in green chemistries. Our innovative, world-class products like INDIONHemo (high purity water for artificial kidney dialysis), FDA compliant excipients and APIs for the pharmaceutical industry complement our solutions for high purity water requirements of these industries. 

For home water consumers, our innovative alkaline, hydrogen water POUs have added the width to an otherwise exciting range of domestic softener, high water recovery ROs. Last but not the least – our foray in converting waste-to-energy not only adds to the circularity quotient of our customers but also offers holistic solutions to municipalities and communities to use waste as a resource for generating valuable by-products like water, green energy and nutrient-rich fertilizers. 

How does Ion Exchange (India) approach research and development to stay ahead in the competitive market? 

Ion Exchange’s R&D center is recognized by the Department of Scientific and Industrial Research (DSIR), Government of India and continues to be the core of our growth over last six decades. Our R&D centers in India focus on product innovation, process improvement and customization based on sector-specific needs. We closely collaborate with global technology partners, research institutions and customers to co-create solutions. Our approach to R&D is both proactive and responsive - addressing current market demands while also anticipating future trends such as climate adaptation, green chemistry and digital water technologies. 

What do you believe will be the next big trend in water treatment and how is Ion Exchange (India) preparing for it? 

The big trends will be convergence of water technology with digital solutions in order to identify (in real time) and, provide cost-effective solutions for emerging contaminants, PFAS, etc.; adapting nano technologies for purification and separation processes; alternate water reuse and circular water economy through affordable desalination, recycle, and ZLD; IoT enabled decentralized and modular systems for water, wastewater, waste-to-energy treated at community, commercial and industry level and resource recovery (like recovering nutrients or energy from wastewater) and carbon-neutral treatment systems will also gain prominence.  

Ion Exchange continues to invest in these areas through internal R&D, strategic partnerships and technology acquisitions. Our goal is to be future-ready and offer solutions that are not just efficient but also environmentally and economically sustainable.  

What is your vision for Ion Exchange (India) in the next 5 to 10 years, especially in terms of market expansion and innovation? 

Our vision is ‘to be the leader in our business which is so vital to people’s lives and the environment’. Supporting this vision statement, we plan to consolidate our global footprint, deepen our presence in existing markets and offer innovative membranes, chemicals, digital solutions and specialty resins. We will continue to uphold our commitment to excellence, sustainability and customer-centric innovation and service. 

July 10, 2025

hubergroup is a leading international specialist in printing inks and chemicals. The company develops and produces innovative, sustainable products and services for the printing and chemical industries. Premal A. Desai, Chief Executive Officer, hubergroup talks about the company's performance and plans...

hubergroup has been acquired by Murugappa’s MAVCO Investments and Avenue Capital. How is this acquisition expected to influence the company’s strategic direction and operations in India and globally? 

hubergroup, a global leader in specialty chemicals and print solutions, was recently acquired by a consortium comprising MAVCO Investments, a private entity belonging to select members of the Murugappa family, and funds managed by Avenue Capital Group. The sale and purchase agreement, initially announced in November 2024 was concluded in April 2025. 

The transaction marks the beginning of an ambitious new growth phase under the new owners and hubergroup is set to accelerate ahead. With a focus on global customer reach and long-term value creation the company will continue its ambitious trajectory, leveraging its prime position for growth in the specialty chemicals market and its established leadership in the print solutions industry. 

The company has announced a business realignment to focus on supplying raw materials to the chemicals industry. Could you elaborate on the strategic reasons behind this shift and how it positions the company for future growth? 

As part of our strategic diversification, we launched hubergroup Chemicals as the second pillar of our global business - expanding our proven expertise beyond inks into the broader chemicals market. This move reflects our commitment to delivering high-performance chemical solutions that cater to a wide range of industries including coatings, adhesives, and specialty applications. 

With products designed in Germany and Made in India, we bring together the best of innovation, precision, and cost efficiency- delivering value-driven solutions tailored to evolving customer needs. Our robust manufacturing infrastructure, global reach, and customer-centric approach allow us to collaborate more effectively, drive technology-led growth, and contribute meaningfully to a sustainable chemical future. 

How has hubergroup India’s business strategy evolved in 2024, particularly with the shift towards supplying raw materials to the chemicals industry? 

2024 has been a dynamic and successful year for our chemicals business, despite global challenges such as supply disruptions and geopolitical uncertainties. While these factors have posed difficulties in certain regions, they have also created new opportunities for growth in others. As a group, we have remained committed to innovation, developing cutting-edge products that have not only expanded our market reach, but also strengthened our reputation as a long-term, sustainable partner with a diverse product portfolio. 

We have seen significant growth in the Energy Curing UV segment, successfully establishing business relationships with key market players. Additionally, we are diversifying our portfolio with synergistic solutions for rubber and adhesive applications, reinforcing our position in these industries. Our recent progress in lamination adhesives further underscores our strategic expansion and market impact. 

Could you provide updates on the major Capex projects initiated in FY 2024-25 and their expected contributions to future growth?  

With a production capacity of over 350 KTPA across our two modern manufacturing plants, we are expanding to better serve key industries such as inks, coatings, construction, flexible packaging, and adhesives. As the industry moves towards thermal-cured and water-based coatings, we are investing in new technologies and increasing our capacity to meet these demands while supporting environmentally friendly innovations. We're also growing our Energy Curing Systems capacity, reinforcing our commitment to cutting-edge chemical solutions. 

To support this growth, we are building a world-class, integrated R&D facility to bring all our innovation efforts together. This will help us collaborate more effectively and speed up product development. These strategic steps are designed to boost our long-term growth and drive meaningful progress toward sustainability. 

hubergroup India has invested significantly in UV oligomer production. Key R&D initiatives undertaken by the company in FY 2024-25 and how have they contributed to product innovation and market competitiveness? 

At hubergroup, we have made strong progress in expanding our UV oligomer and monomer portfolio, guided by our innovation strategy and close collaboration between our R&D teams in India and Germany. Working under the theme "Designed in Germany, Made in India," this partnership blends deep technical knowledge with fast execution. 

In FY 2024–25, we increased capacity for both our own products and custom manufacturing to meet the rising demand for energy-curing applications. While we started with commonly used grades, our recent R&D focus has shifted to developing advanced, high-performance technologies. 

The company inaugurated a state-of-the-art chemical plant for UV oligomers at its Vapi site, expanding production capabilities by 800 MT per year. How does this expansion align with hubergroup's overall product strategy, and what markets are you targeting with this increased capacity? 

Expanding into the UV oligomers space marks a significant milestone in hubergroup’s innovation-led growth strategy. With rising demand for high-performance polyester acrylates in advanced coatings and niche applications, we established a cutting-edge UV oligomer plant in Vapi to address this evolving need. 

Over the past year, we have completed two debottlenecking phases to boost capacity and meet growing market demand - reflecting our agility and commitment to delivering specialized, high-value solutions. The strong demand of our products highlights the trust we have built through consistent innovation and our focus on performance-driven, sustainable technologies. 

With paper fast emerging as a key alternative in the global transition from plastic, how is hubergroup leading this change through innovation? 

In response to the global shift towards paper-based packaging, hubergroup has developed HYDRO-i -a next-generation, water-based ink system crafted for sustainability without compromising on performance.  

Jointly created by our teams in India and Germany, HYDRO-i offers a wide colour gamut and versatile application range, making it suitable for labels, paper cups, tea tags, ice-cream cones, wrappers, carry bags, e-commerce envelopes, sacks, and corrugated boxes. Engineered for excellent print aesthetics, high press efficiency, and eco-conscious formulation, HYDRO-i stands as a testament to hubergroup’s ongoing commitment to sustainable innovation. 

 How is hubergroup driving sustainable innovation in flexible packaging inks and adhesives to meet the evolving demands of the global packaging industry?” 

Our sustainability roadmap is anchored in practical, high-performance solutions. For VOC reduction, we have introduced HYDRO-i FILM WB LAM, a water-based gravure ink system that delivers exceptional print quality while supporting eco-conscious packaging. 

We offer a full range of solvent-free adhesives, enabling safer, greener lamination workflows. In the space of recyclable packaging, our Gecko Plus NTNK PU inks and the advanced Gecko Plus LVNT series—specially formulated for new-age substrates like MDO and HROB—deliver improved anti-blocking properties, particularly when used with 2K matt OPV systems. 

To support lightweight packaging, we provide both water- and solvent-based barrier coatings that maintain integrity while minimizing material usage. For brands exploring biodegradable and compostable options, our Gecko-branded inks are certified and ready for use. Notably, all Gecko inks also offer low migration performance, ensuring compliance with global food safety standards. 

The company has been focusing on sustainable packaging solutions. How does hubergroup ensure compliance with evolving global sustainability regulations in the specialty chemicals and printing industry? Can you elaborate on your sustainability goals for FY 2024-25 and beyond? 

At hubergroup, sustainability is at the core of our innovation strategy. We are committed to developing bio-based and environmentally friendly solutions that align with evolving global regulations.  

A key highlight of our efforts is the launch of sustainable, bio-based UV oligomers at the European Coatings Show 2025. These advanced resins, designed for wood and plastic coatings, offer excellent reactivity and stain resistance while containing an impressive 50 per cent bio-based carbon content. As regulatory frameworks tighten around monomer acrylates, the demand for sustainable raw materials in the paints and coatings industry is rising. In response, we are leveraging renewable building blocks such as sorbitol and xylitol, ensuring compliance with global sustainability standards while delivering high-performance products. 

Our Sustainability Report is updated annually and made available on our website. Additionally, we are actively working on Scope 3 carbon footprint assessments and have initiated our EcoVadis group application. 

 What digital initiatives has hubergroup India implemented in FY 2024-25 to enhance operational efficiency and customer engagement?  

Digitalization has always been a key focus area and an integral part of a long-term strategy to enhance operational efficiency and organizational agility at hubergroup. In FY 2024–25, this vision took a major leap forward with strategic investments aimed at streamlining functions and improving customer experience. A significant step in this direction was the implementation of the Laboratory Information Management System (LIMS) and Electronic Lab Notebook (ELN) across our R&D and application labs. 

These digital tools have transformed the way we manage data - improving traceability, boosting lab productivity, and accelerating product development timelines. By digitizing core workflows, we’ve been able to minimize errors, enhance cross-team collaboration, and respond to customer requirements with greater speed and precision. 

The company expanded its rural healthcare support in Gujarat by introducing medical vans equipped for dental and eye care, serving 16 remote villages weekly. What outcomes have you observed from this initiative, and are there plans to extend similar programs to other regions? 

Fartu Dawakhanu is a hubergroup wellness initiative delivering essential healthcare support to underserved communities across Vapi and the Valsad district. It is a mobile clinic initiative, launched in partnership with Rotary Vapi Riverside. Since November 2022, two medical vans - followed by dedicated Dental and Eye units in March 2023 - have been delivering free consultations and medicines across 16 remote villages each week. Staffed with doctors, nurses, and essential equipment, the initiative has already screened over 60,000 individuals. The Dental Van has reached over 21,000 people, promoting oral hygiene and treating dental issues, while the Eye Van has examined more than 23,000 individuals, diagnosed over 700 cataract cases, and distributed 6,000+ spectacles.  

How is hubergroup Chemicals leveraging major trade shows to showcase innovation and build engagement with customers? 

We maintain a strong and consistent presence at leading industry events—both in India and on the global stage. We actively participate in major international exhibitions such as the European Coatings Show (ECS), American Coatings Show, PaintIstanbul & Turkcoat, and more. In India, our presence is equally prominent at trade shows like Printpack India and Paint India. 

Could you elaborate on the strategic vision behind the “ONE huber” initiative and how it strengthens your global alignment and customer focus? 

The “ONE huber” initiative is designed to unlock synergies across our global organization by aligning business units, functions, and geographies under a unified strategic vision. By fostering seamless collaboration between teams worldwide, it enables more efficient resource management, faster problem-solving, and the ability to deliver customer-centric solutions with greater speed and precision. This integrated approach encourages cross-border ideation, co-development, and streamlined strategy implementation - ensuring that innovation flows freely across regions while respecting local market nuances.  

Ultimately, “ONE huber” is about creating an agile, collaborative ecosystem that delivers value through unity, while celebrating the strength of diversity.

July 09, 2025

Silox India specializes in inorganic chemistry and manufactures and markets various chemicals which are used in a wide range of sectors such as automotive, textiles, pulp and papers, coatings, and new energy vehicles, etc. The company is a global leader in Sodium Formaldehyde Sulphoxylate (Safolite) and Zinc Formaldehyde Sulphoxylate (Safolin). Prakash Raman, Managing Director, Silox India shares his perspective on current market dynamics as well as his company’s expansion plan…  

Latest industry trends and challenges in chemicals, anti-corrosion, paints and coatings? What strategic initiatives were undertaken by Silox India in 2024 to enhance its market position and operational efficiency? 

The performance of the textiles sector last year was a mixed bag. We have seen consistent demand from the domestic market, but we witnessed a downturn in export due to geo-political situation, driven by the Ukraine war, supply chain disruptions and lesser demand from Europe. The fluctuation in the cotton price impacted the sector badly in the beginning of 2024, however it improved towards the second half and by the fourth quarter, it started becoming more positive and robust. Overall, the textile market has grown but not to the expected level due to turbulence in the overseas market. 

Regarding automotive industry, our primary exposure is into the tyres and tubes. The demand profile is more stable as most of the automotive manufacturers recently did well in terms of volumes and numbers, however for our main product range i.e. the Zinc oxide and derivative, we have seen lot of competitive pressure on margins. The paint and coating is positive segment with the continued investment in the last 2-3 years on the infrastructure by the government on railways and airports. We see a sustained demand domestically and consistent demand growth from overseas. 

What's your forecast for the year 2025? How do you see the Trump factor affecting the global supply chain and your products? 

We expect the challenges to continue in the beginning of 2025, especially from the demand side where most of the customers were expecting the demand to come back strongly from second quarter onwards. However, we are seeing lack of clarity on demand due to the new situation emerging out of Donald Trump’s policy and few other disruptions.  

We have a long value chain and our products predominantly not be directly going to the USA but as intermediate product used in some other country. Industry is generally positive due to hawkish China policy and expecting it to be a business opportunity, mainly the chemical manufacturers from India. We have started getting new inquiries directly from the US, however, these inquiries need to be translated into business. 

What is the present production capacity of your plants? Any expansion or increment in the production capacity in FY 25-26? 

Production capacity rose by 30 per cent last year, driven by strong performance in the infrastructure segment, allowing us to operate at high utilization levels. At our Atladra and Ekalbara units in Vadodara, the performance was mixed because of the zinc oxide getting impacted due to competitive price situation, performance of the textile segment and hydro business. 

However, we are positive on long term growth and going ahead with full speed on our investment in Dahej which will eventually increase our production capacity between 30 to 35 per cent for some of our key product lines. We also continue to focus on optimizing the processes and de-bottlenecking the capacity. 

What is the capex that you have invested in FY 24-25 and what's the plan for the capex investment in FY 25-26? 

Last year, most of our capex has been either into de-bottlenecking or regular maintenance as per our plan. As far as the new investment is concerned, we will have more clarity once the approval from the Board comes by June 2025. This will be the highest capital investment of Silox at the group level, for the greenfield site at Dahej. Currently, we are just working on the engineering part and once we complete this, we will go to the Board for the final investment approval. We expect the Capex to be anywhere between Rs 500 to Rs 600 crore over the next 2 to 3 years.  

Keeping the political situation and Donald Trump strategy of putting additional tariffs on some of the countries, what should be the India strategy with respect to chemicals, recycling and corrosion refining and what's the role that Solix India sees for itself in making India a global manufacturing hub? 

I see this both as a threat and an opportunity. Since China continues to be a major supplier, there are clearly a few opportunities opening up for India. We anticipate more requests from new customers whom we never used to serve due to competitive position. It is very clear that the manufacturers are likely to diversify the source of supply. We are looking into how we can use the opportunity for our finished products. At the same time, we must wait to see if there are any challenges we need to prepare because of the ongoing negotiations between the US and India. 

What are you planning to manufacture at your new facility at the Payal Industrial Park? Any numbers on the production capacity and by when do you plan to start the construction work?  

This new facility will produce all of our Sulphoxylate products and Zinc Oxide and Zinc derivatives. We will do backward integration in making some of the intermediates too. Overall, we are looking into an additional capacity of 30 to 35 per cent that will help us in meeting the future growth demand of the market. We expect to start the commercial production by the first quarter of FY 2028. We are at the advanced stage of engineering and awaiting permission to start construction.  

You are a global leader in Sodium Formaldehyde Sulphoxylate (Safolite) and Zinc Formaldehyde Sulphoxylate (Safolin). Any new innovations or what's the next product you are looking for from a global leadership point of view? 

Customers are now looking for more efficient and environment friendly products. We are working on the formaldehyde free sulphoxylate which is for specialized application like baby clothing. We are customizing our product to meet the specific application requirements. We have started working with a few customers and preparing ourselves to meet their specific requirements. 

We have started targeting some of new market segments with the right quality product at the right pricing. We also have a few innovations to optimize the packaging to reduce wastage. We are also improving sustainability by adopting energy transition. In the last two years, 75 per cent of steam at our plants is getting produced from bio-based sources. Today, close to 38 per cent of our energy comes from the green source including wind and solar. By mid-2026, 70 per cent of our energy would be green which will save 29,000 tonnes of CO2 emissions per annum. We have been adopting new technologies to reduce the usage of water and have been able to reduce the consumption approximately by around 34 per cent in the last two years.  

Silox Group recently inaugurated a state-of-the-art Research and Innovation Centre in Vadodara, Gujarat. Could you elaborate on the strategic objectives behind this and how it aligns with Silox India's vision for innovation and growth? 

We have invested €2 million in our new Research and Innovation Center, set to be fully operational by July 2025. The Center will focus on fundamental research and application development for new products. The initial focus will be on the existing products. Additionally, it's going to be majorly focused on the recyclability or enriching of the precious metals. Today, we don't do much of the development work for our overseas entities but now we will be able to provide for the application development needs of the group entities in Europe or Canada. 

You are also planning another manufacturing facility at Paradip industrial area for recycling of lithium batteries. What will be the capex and the manufacturing capacity of the plant? 

Recyclability is going to be a key business opportunity. We have developed a pilot plant, and both R&D and final stages are completed for the recovery of the precious metal from the used batteries and other sources. Now, we are in the stage of scaling up to an industrial scale. We have successfully completed the land acquisition for the project, developed technologies and pre-qualifying some material made with some of the key customers. We are expected to have a clear vision on this probably by the third quarter this year and will be going back to our company’s Board before the end of the year for the future investment. 

How has Silox India integrated digital technologies into its operations in 2024 to enhance efficiency and competitiveness? 

We are doing it in two stages. For example, our Atladra site is more than 40 years old and we have limitation in terms of going fully digital especially in the manufacturing. But, our proposed plant in Dahej is going to be completely a plant for the future. The primary focus is just to minimize the man-machine interaction and avoiding transportation of any intermediate products, develop closed loop manufacturing process. 

We started using digital tools more on the logistics and are going more and more digital for avoiding the repeated paperwork and getting into their online real time data. We will be using digital tools for our people management in terms of the access control for security and safety of the people. We have just included some of the AI enabled system for safety management tools and also the visitor management besides for the training and development of the employees and teams in lead management. 

Silox India has been recognized for its CSR initiatives, including awards for health and nutrition efforts. What projects were prioritized in 2024, and what outcomes have been achieved? 

I am proud to mention that we have spent more than the statutory requirement with focus clearly on areas where we operate today because there are communities present close to our manufacturing sites. Most of our effort is focused in and around Atladra, Vadodara; Ekalbara, and Silvassa. 

We are working on skill building capabilities with the local ITIs. We have a combination of 40 ITIs in the Vadodara district and we help them in building the skills by enhancing the English and computer skills of the student who will be passing out. The second project is mainly focusing on hunger and education for street children. We have been providing the support for the last 3 years and closed almost 350,000 meals every year for the street children. Other major projects are on sustainable agriculture and biodiversity. 

 Your sustainability roadmap for FY 2025-26 and how are you planning to achieve it? 

Being a European entity, there is a CSR requirement supposed to be fulfilled in the beginning of 2026 and now it has been delayed by two years. We have already started working on it and compiling all the reporting requirements in our operations and defining our sustainability goal by 2030. We will be clear before the end of this year as we are collecting the data and are engaged with the external partners to help us in defining the report. Especially, our auditors are working with them to clearly define what is going to be the part for each of the entities and also for the global Silox group.  

Our growth will be coming from existing products, our focus on innovation and from sustainability. We will be investing in all the three segments for the future.

July 07, 2025

Jindal Speciality Chemicals Pvt. Ltd. is a leading chemical manufacturing company of speciality fine chemicals that have applications in agriculture, life sciences and food, industrial solvent, pharmaceutical, dyes and paint, rubber, and polymer sectors. Amit Agarwal, Managing Director, Jindal Speciality Chemicals India, shares his plans to become a leading chemical company...

What were the primary contributors to Jindal Specialty Chemicals’ revenue in FY 2024-25 (so far)? How did different segments perform relative to expectations? What were the primary drivers behind this growth? 

Jindal Specialty Chemicals’ key revenue driver in FY 2024-25 is Acetonitrile, widely used in pharmaceuticals, agrochemicals, and laboratory applications. The pharma and agro sectors remain the strongest contributors and are expanding its global footprint while maintaining a strong domestic presence.

Jindal Specialty Chemicals (JSC) is part of the Jindal Group, a diversified conglomerate with leadership in textiles (denim, shirting, and sustainable fabrics) and packaging (BOPET films under Aegios Polyfilms). The Group emphasizes innovation, sustainability, and global expansion across its business segments. 

How was the Acetonitrile segment performance in FY 2024-25 and what are your expectations for FY 2025-26?

Acetonitrile remained a high-growth segment in FY 2024-25, driven by strong demand from the pharmaceutical, agrochemical, and laboratory industries. Recognizing this sustained demand, we are expanding our ACN production capacity in Gujarat to better serve the market better. This expansion will further strengthen our presence in critical sectors like pharmaceuticals and agrochemicals, reinforcing our commitment for a better tomorrow. 

 What is your present production capacity of Acetonitrile and future expansion strategy?

Currently, our Acetonitrile production capacity stands at 10,000 tons per annum. With growing market demand, we are strategically investing in capacity expansion to strengthen our leadership position. Our future strategy includes adopting advanced production technologies, enhancing operational efficiencies, and scaling up infrastructure to meet evolving industry needs while maintaining the trust of our clients. This expansion will reinforce our presence in key domestic and international markets, ensuring high-quality, reliable supply to critical sectors like pharmaceuticals and agrochemicals.

What are the JSC’s long-term growth objectives and market expansion plans for the next five years?

Jindal Specialty Chemicals aspires to be a leading chemical company, delivering innovative solutions that enrich lives. With a strong foundation in Acetonitrile, we are expanding into high-value specialty chemicals for FMCG, pharmaceuticals, agrochemicals, and advanced materials. Over the next five years, our focus will be on product diversification, capacity expansion, and leveraging cutting-edge technology to strengthen our global presence and meet the dynamic needs of the industry.

The company has earmarked Rs.1,000 crore for Greenfield investments over the next five years, in addition to ongoing expansion plans. Many of these projects focus on products being developed for the first time in India, powered by advanced technology and high levels of manufacturing complexity.

Could you share the details on the company’s employee well-being and community development programs in FY 2024-25?

In FY 2024-25, Jindal Specialty Chemicals reinforced its commitment to employee well-being through health check-ups, stress management programs, employee assistance initiatives and comprehensive safety training. Our focus remains on fostering a safe, healthy, and engaging work environment. On the community front, we actively contributed to education, skill development, infrastructure improvement in areas surrounding our manufacturing plants, driving meaningful social impact. 

What are the key strategies and market opportunities for Inulin's launch in FY 2025-26, and how do you foresee its impact on the business?

For the launch of Inulin in FY 2025-26, our key strategies include market penetration in the FMCG, nutraceutical, and pharmaceutical sectors, leveraging its growing demand as a natural dietary fiber and prebiotic. We aim to establish strong partnerships, focus on product differentiation, and expand into high-potential global markets. This launch is expected to enhance our product portfolio, drive revenue growth, and strengthen our position in the specialty ingredients segment.

What is the planned production capacity for Inulin, and how does JSC aim to position it in the market upon launch?

Jindal Specialty Chemicals is set to launch a Greenfield project with an innovative, in-house-developed technology and a c-GMP-compliant manufacturing facility with a production capacity of 10,000 MTPA. This launch positions JSC as a key player in the growing Inulin market in India, contributing to the "health and wellness" sector while driving economic growth in the Jammu & Kashmir region.

A major milestone includes setting up India’s first inulin manufacturing plant based entirely on indigenous technology—demonstrating our R&D excellence and engineering capabilities. Designed specifically for export markets, the facility will meet the stringent compliance standards of global clients such as Nestlé, Abbott, and others.

Are you planning to manufacture other products, and what is the timeline and scale of your planned Capex investment?

Jindal Specialty Chemicals has a strategic capital investment plan with a stage-wise commissioning of multiple projects over the next 3-4 years. The company is expanding beyond chemical intermediates to establish itself as a trusted and approved partner for marquee end customers. 

What are JSC's plans for achieving net carbon zero? What specific strategies are in place to achieve sustainability targets?   

At Jindal Speciality Chemicals, sustainability is a conscious choice — one that balances the environment, people, and the economy. Through responsible practices like water conservation, renewable energy adoption, and zero-emission processes, we’re not just reducing our footprint — we’re enabling innovation that drives long-term growth and impact. Because true progress means protecting the planet while enriching lives.

July 07, 2025

In an exclusive interview to Indian Chemical News, G. Balaji, SVP, Energy Industries, ABB India talks about how automation is transforming chemical manufacturing, role of automation in improving safety in hazardous process environments, integration of automation and digitalization, ABB offerings. Excerpts of the interview: 

How is automation transforming chemical manufacturing?  

In an industry where every second and every variable counts, automation is the backbone of modern chemical manufacturing. At its core, automation systems bring stability, safety, and precision to highly variable and sensitive chemical processes. With automation technology, we can monitor and control critical parameters in real-time, ensuring operational efficiency and safety, which is crucial when manufacturing in hazardous areas. 

In continuous operations such as polymer or petrochemical production, automation ensures that even micro-variations are corrected instantly, driving higher yields and reducing downtime. In the case of batch operations, where precision and flexibility are essential, intelligent automation can unlock new levels of efficiency. Today’s advanced batch management systems, integrated with real-time analytics and AI, enable adaptive control across multiple product lines. Recipe changes can now happen in minutes, with complete traceability, helping manufacturers maintain quality at every step. Currently, the industry is also exploring the automation of recipe creation directly from ERP systems.  

As market demand keeps evolving, automation gives flexibility to scale up or shift direction and change products without losing consistency. It’s not just about performance anymore; it’s about getting to market faster, cutting out inefficiencies, and staying ahead in a fast-paced industry. 

What’s the role of automation in improving safety in hazardous process environments? 

In hazardous areas, automation is the invisible shield that protects what matters most – people, assets, and uptime. By enabling real-time monitoring and control of key parameters, it significantly reduces the need for manual intervention in high-risk areas. Advanced automation systems can detect anomalies early, trigger alarms, and even initiate safe shutdown procedures, ensuring a swift and controlled response. 

Take, for example, a chemical plant handling flammable or toxic substances. A safety-integrated automation system continuously tracks critical variables. If any parameter exceeds its safe limit, the system can immediately isolate the affected area and shut it down to prevent escalation. When combined with predictive maintenance solutions, automation can also flag potential issues before they lead to equipment failure.  

How can integration of automation and digitalization in chemical manufacturing help in decarbonisation? 

Automation systems ensure that processes run at optimal efficiency, minimizing waste and energy use. At the same time, digitalization gives operators the data and insights needed to make smarter, faster decisions, whether it’s optimizing raw material usage, reducing unplanned downtime, or identifying carbon hotspots across the value chain. Together, they form a powerful duo, enabling more agile, and sustainable operations, ones that align with the industry's long-term decarbonization goals. However, the real impact lies not just in adopting these technologies, but in how strategically and effectively they are applied to drive continuous improvement and adaptability. 

What is ABB’s offering in the chemicals segment? Can you share examples of how ABB technology has helped chemical/petrochemical plants? 

At ABB, our portfolio is designed to meet the unique demands of both continuous and batch chemical production. From Distributed Control Systems (DCS) like ABB Ability System 800xA to Manufacturing Execution Systems that connect plant operations with enterprise systems, and Batch Management Systems designed for precision and flexibility, we cover the full spectrum.  

ABB’s DCS minimizes manual interventions, reduces downtime, and maintains consistent product quality all along ensuring that the production intelligence is available and secured within the system. Our Remote I/O solutions simplify wiring, speed up commissioning, and enable modular automation, ideal for facilities producing small or custom batches. We also provide smart electrification, power management, cybersecurity, and advanced digital solutions to support predictive maintenance and optimize asset performance. 

Our systems are known for their reliability in high-stakes environments. For instance, we helped an agrochemical manufacturer to control over 100 reactors through the ABB Ability platform at their largest facility in India.  

How is ABB leveraging AI and machine learning in chemical manufacturing? 

In many plants, AI is powering predictive maintenance, detecting early signs of wear in equipment like pumps and motors to reduce unplanned downtime. Solutions like ABB Ability Genix, brings together data from across the plant, helping manufacturers monitor equipment health, improve performance, and reduce emissions. 

Our APM suite, i.e. Genix APM, uses AI & ML algorithms to perform pattern recognition, helps in identifying operating anomalies and predicting potential faults before they lead to unplanned downtime. We are helping operators shift from reactive maintenance practices to predictive maintenance which provide tangible benefits in terms of improving equipment utilization, extending equipment service life, safety and performance in a cost-effective manner.  

With platforms like Genix APM Copilot, we’re taking it a step further by bringing generative AI into the equation, enabling seamless processing and analysis of data from diverse sources, including shop floor operations, operator interactions, enterprise systems, unstructured data and metadata. With a strong focus on data security and governance, Genix Copilot ensures a trusted and efficient AI-driven ecosystem for industrial operations. 

Ultimately, our goal is to help customers by integrating AI and ML across our offerings, digital platforms, and asset management solutions to create a more intelligent, autonomous, and sustainable chemical manufacturing environment.

July 06, 2025

DCM Shriram Chemicals, the second largest manufacturer of caustic soda in India, is going ahead with its growth strategy to further consolidate its position in the chemical markets. Sabaleel Nandy, Executive Director & CEO, DCM Shriram Chemicals shares about the latest development, expansion plan and overall performance of the company...

Key achievements of DCM Shriram Chemicals during FY 2024-25 to enhance its market position and operational efficiency? 

We had a successful FY 24-25 during which it was much about “New Rubber hitting the road” and we were able to successfully commission many of our planned investments. During the last 24-30 months, we had been executing a major capex plan of over Rs 3,200 crore, many of which are now commissioned and yielding desired results. These include the 850 TPD expansion of caustic soda capacity at Bharuch, thereby making our Bharuch plant the country’s largest single location chlor-alkali plant and making DCM Shriram Chemicals the country’s 2nd largest player with an annual caustic soda capacity of a million MT per annum. We also commissioned 2 new “caustic soda flakes” plants of 300 MTPD each, taking our total capacity of flakes to 900 TPD. Our new flaker plants are run exclusively by ladies. 

Moreover, a new 52,000 MTPA hydrogen peroxide (H2O2) plant is marking the entry of DCM Shriram Chemicals into potentially the value-added segment. H2O2 has wide and emerging applications in many traditional and new age industries. 

The company also expanded aluminium chloride capacity and the annual capacity today stands at over 50,000 MTPA. We are also going to commission a 50,000 MTPA epichlorohydrin (ECH) plant soon. As we know, the majority of ECH globally gets consumed in the manufacturing of epoxy resins.  

Also, in 2024, we announced new significant projects including entry into advanced materials with a proposed investment of Rs 1,000 crore and a further expansion of aluminium chloride and entry into calcium chloride. Most of these are expected to form a part of the offerings from the business in the current fiscal. 

We are gradually transitioning to renewable power which stands today at over 50 MW through group captive mode, thus enhancing our green power share to over 20 per cent of the total power consumed at Bharuch. We also commissioned a new state-of-the art 120 MW captive power plant to cater to the increased energy demands owing to expansion of caustic and other plants.  

Could you provide an overview of DCM Shriram Chemicals' revenue performance for FY 2024-25, highlighting key growth metrics and any significant year-over-year changes? 

DCM Shriram Chemicals has had a good year during FY 24-25. Our revenues grew by over 30 per cent and we also had a good bottom-line (PBIT) performance of over Rs. 300 crore for the chemicals segment.

We have enjoyed the benefits of the new plants being commissioned through the majority of the bottom-line benefits that have accrued from the cost-side interventions, from the new power plant as well as benefits that our digitization initiatives have begun to bear. 

Based on the global events of the past few months, what are the company’s projections and strategic priorities for the upcoming fiscal year to sustain and enhance revenue growth? 

At DCM Shriram Chemicals, the outlook for FY 25-26 remains cautiously optimistic. The FY 24-25 has been much better than the year before, i.e. FY 23-24 but we are yet to be anywhere close to what we had achieved in FY 22-23, mainly because the prices have significantly corrected since the peaks of 2022. 

However, 2025 started with the threats and counter-threats to global trade through multiple pronouncements of tariffs by several countries. Though there is a current state of pause and indications are that situations will normalize, we would like to continue to be vigilant about global trade flow impacts due to such tariff pronouncements. 

As a business, we will continue to work on the fundamentals around cost and quality and persist in our endeavour to be the preferred supplier of choice for our esteemed customers. 

DCM Shriram Chemicals has signed a Memorandum of Understanding (MoU) with Government of Gujarat to invest Rs. 12,000 crore in manufacturing of chemical and petrochemical products by 2028. How do you see this investment unfolding in the future? 

Over the last 24-30 months, DCM Shriram Chemicals has invested over Rs 3,200 crore in its Bharuch plant, the country’s largest single location caustic plant, for the various expansion and new products. In Bharuch, we are a part of the GIDC cluster (Gujarat Industrial Development Corporation). The advantage of being in a cluster is that there are downstream consumers for our products. These mutual dependencies with our co-located customer industries have over the time evolved into a symbiotic relationship between the players and it is almost a scenario where member industries are cooperating with each other for maximizing their own performance potentials.  

Given this context and in light of the emergence of the belt as a chemicals hub of the country, we continue to remain bullish about the prospects of the state of Gujarat going forward. The signing of the MoU with the Gujarat government of Rs 12,000 crores is a manifestation of our continued bullishness towards the state and our own conviction about the long term opportunities on offer in the chemicals space for us.  

DCM Shriram Chemicals has made an interesting announcement related to the Flaker plant being run exclusively by ladies. This looks like a unique move within the chemical industry at large. Please tell us more about this. 

During the last year, we commissioned 2 new caustic soda flaking plant (flakes are the solid form of caustic soda, the other product form being “lye”, in which caustic soda is in liquid state), each having 300 MTPD capacity and in what is probably a first for the industry, we are having these new flakes plants run exclusively by ladies. In fact, it’s not just the operations and maintenance – ladies manage the accompanying support functions like QC, packing, etc. The flakes plants are in fact a “no-men” zone and we have received significant interest from peer industries, customers and other partners /stakeholders about this move. 

We also read that DCM Shriram Chemicals is engaging “differently-abled” people in their Bharuch plant. What is this about? 

We have for long espoused the mantra of WIDE which stands for “We are Inclusive, Diverse and Equitable” and for us, “diversity” is beyond just gender. About a year back, our warehouse team undertook an experiment to enroll differently-abled people for managing warehouse operations. Little did we know that after a year, we will have over 25 per cent differently-abled colleagues in our warehouse. Our differently-abled colleagues have been extensively trained on safety and other aspects of working inside a plant and we are happy to mention that it is today much beyond an experiment that has the promise of becoming a way of life for the warehouse. 

You have recently signed an MoU for research collaboration with the Institute of Chemical Technology (ICT). How is the company’s collaboration with ICT shaping up?

We are proud to have entered into a long partnership with ICT. Under this partnership, scientists at our Innovation Center will work closely with the professors at ICT to progress the frontiers of research through collaboration and partnership. We have also jointly agreed that “sustainability”, “greening” and “value-addition” will be the key themes for this partnership. Moreover, we intend to offer interesting internship opportunities to the ICT students at our Innovation Centre and plants. Though it is still early days, we have already articulated for ourselves a charter of joint research and are looking forward to some interesting breakthroughs in the months to come. 

DCM Shriram Chemicals has been taking significant steps towards further digital transformation of the business. Please share with us the details?  

At DCM Shriram Chemicals, we have launched a project to further deepen our safety and digital excellence. We have called this “Project BLESSED” where BLESSED is an acronym that stands for “Becoming a Lighthouse through Exemplary Safety Systems and Excellence in Digitalization”. While on one hand, we are working on 2 parallel streams related to Workplace Safety and Process Safety Management, on the other, we are using Digital & Analytics to understand better the “how and why” of operating performance so that our processes are run even more efficiently. We have engaged world-class partners /enablers to help us in this journey and it is our intent to make BLESSED a cornerstone of our D&A transformation journey. 

Contribution of renewable energy in the total energy mix of the company. How do you see it changing in future? 

Caustic soda manufacturing is a power hungry operation and we believe this offers us a significant opportunity for greening and having more renewable power in our mix. With this conviction, we have been progressively deepening our renewable power footprint including noteworthy increases in the last 24 months. We have over 50 MW of renewable power in our mix and over 20 per cent of our power today comes from renewable sources. We will continue to explore further addition of renewable power in the overall power mix. 

How integral are the CSR projects for the company’s overall vision? Which Key projects were prioritized in FY 2024-25 and what outcomes have been achieved?  

As a group, DCM Shriram has always believed in growing with the communities where one operates. Long before rules around CSR were formulated, the group has worked towards improvements of the lives of the people and communities around us. 

At DCM Shriram Chemicals, we have adopted specific items from the overall group’s CSR charter, in close consultation with the DCM Shriram Foundation and translated them into specific measurable programs of CSR for us. For example, under the aegis of “Kishori Utkarsh Pahel” (KUP), one of the flagship initiatives of the “DCM Shriram Foundation”, at Bharuch, the chemicals team is working towards promoting health awareness of adolescent girls. Further, under a different program, to promote green cover, we have set a target to plant 1 million saplings. Another of our CSR programs aims at de-silting of check-dams under which we will plan to conserve an additional quantum of over a billion litres of water. Yet another has been in the area of waste handling for municipalities and /or village clusters – one of the first such large scale deployments of our waste handling model was recently done in Bharuch by our CSR team.  

At DCM Shriram Chemicals, CSR isn’t a one-off event. We run these programs on a mission mode and the objective is to deliver significant on-ground impact. Thus most of our programs require 2-3 years of persistent implementation.

July 04, 2025

Strategically located close to the East West International Sea Route, the V.O. Chidambaranar (VOC) Port is considered as the gateway port of Southern Tamil Nadu. It is an all-weather port with 24x 7 operations and is well connected by road and rail. The port is congestion free and provides seamless cargo evacuation through National Highways 38 connecting Madurai and 138 connecting Tirunelveli. Susanta Kumar Purohit, Chairperson, V.O.C Port Authority shares the development plan of the port...

How was the cargo and financial performance of the VOC Port in FY24-25? 

In FY 2024-25, despite capacity constraints, VOC Port delivered a robust performance, handling 41.72 million tonnes of cargo, a significant increase from the 41.40 million tonnes in the previous fiscal year. The Container handling reached a record 7, 95,222 TEUs (Twenty-foot Equivalent Units) registering an impressive growth of 6.41 per cent. 

For FY 2025-26, we expect to handle 50 million tonnes of cargo, targeting a 20 per cent overall growth in throughput and Container volumes are projected to exceed 8, 50,000 TEUs. VOC Port has achieved the highest ever Total Revenue of Rs 1209.19 crore in the FY 2024-25 as compared to Rs 1121.92 crore of previous FY 2023-24, registering a growth of 7.78 per cent. The net surplus after tax for FY 2024-25 is Rs 534.90 crore as against Rs 460.08 crore in FY 2023-24, registering a record growth of 16.26 per cent and the Operating Ratio of 29.05 per cent, is one of the least among the Indian major ports. 

What sort of infrastructure was added last year and what are the planned capacity augmentation initiatives of the VOC Port? 

VOC Port has adapted to rising cargo volumes and global trade demands through various initiatives. We have enhanced our container handling infrastructure, by commissioning Tuticorin International Container Terminal operated by JM Baxi, with a capacity of 6 lakh TEUS. Along with the existing DBGT Container terminal, the port has a container handling capacity of 1.2 million TEUs. 

To cater the bulk cargo needs, the NCB-II has been operationalized with Harbour Mobile Cranes. The North Cargo Berth-III has been dredged to 14.2 mt draft and shall be operational in a few days with Harbour Mobile Cranes, accommodating 95,000 DWT vessels. Further, the fully mechanized North Cargo Berth-III shall be operated by JSW by the end of March 2027. An innovative solution to use the spare capacity available at the berth, a link conveyor with 2000 TPH capacity, linking Coal Jetty I conveyor with Port Coal Yard for handling coal has been developed. 

The turning circle of the Port and the entrance channel is also being upgraded. The mouth of the entrance channel will be widened from 153 mt to 230 mt. Further, the diameter of the turning circle will be widened from 480m to 550m facilitating the Port to berth 14.20 mt draft container vessels with ease. Plans are also in place to construct a 440 mt multi-cargo Berth No.10 and a 470 mt exclusive windmill blade terminal to boost offshore wind exports through VOC Port. On completion of the planned inner harbour capacity augmentation projects, the port will be able to attract regular mainline vessels. 

Moreover, the Outer Harbour project of VOC Port with two container terminals, draft of 16 metres and capacity to handle 4 million TEUs of containers shall transform VOC Port as the Transshipment Hub of the East coast of India.  

How do you see port-led industrialization around VOC Port? 

VOC Port has earmarked 765 acres of land under the Coastal Employment Unit for setting up various port- based industries under the Sagarmala initiative of the Ministry of Ports, Shipping and Waterways. Many industries like green hydrogen manufacturing, chemicals, food processing, edible oil manufacturing and warehousing are already operating their facilities at the port. 

What sort of green hydrogen and renewable energy projects are coming at VOC Port? 

An investment of Rs 41,860 crore has been committed by leading global firms such as ACME Green Hydrogen & Chemicals, Green Infra Renewable Energy Farms (Sembcorp), Amplus Ganges Solar, and ReNew E-Fuels. The commencement of green hydrogen is expected by the year 2028. To infuse confidence in the investors, the pilot project for installation of green hydrogen production plant of 10 nm3 capacity, along with 10KW power generation using fuel cell for EV charging and powering street lights in port colony is nearing completion. In addition, the port is set to undertake a pilot project for green hydrogen and green methanol bunkering which will demonstrate bunkering and refueling facilities at VOC Port.  

How is VOC Port positioning itself as a smart port? 

India’s first indigenously developed Vessel Traffic System to optimize vessel movements, minimizing congestion and berthing delays has been commissioned at the port. The RFID based port gate management has facilitated real time gate monitoring and seamless movement of trucks. The newly commissioned Direct Port Entry (DPE) facility enables factories and exporters to deliver containers directly to the port terminal instead of routing through Container Freight Stations (CFS). Port’s drive through container scanner can scan 100 vehicles per hour, capable of detecting suspicious material at ease, thereby improving the evacuation efficiency. 

VOC Port is working on implementing AI and IoT technologies to create a smart, green, and secured port. The port is set to commission an IoT-based street lighting system and water sprinkler system in the coal yard. The port is also exploring various avenues of automation, AI and IoT, Digital twin, 5G technology with IIT Chennai.

July 02, 2025

 SRF Limited is a chemical-based, multi-business enterprise with a diversified portfolio including chemicals, packaging films, and technical textiles, with a global presence in over 100 countries.Kartik Bharat Ram, Joint Managing Director, SRF talks about company's performance and growth plan... 

Overall performance of SRF Limited in FY24-25 and expectations in FY25-26? 

SRF Limited delivered a mixed performance in FY24–25, with revenue growing by 12 per cent to Rs. 14,693 crore and EBIT rising 6 per cent to Rs. 2,336 crore. The chemicals business faced early challenges due to weak demand and inventory issues but showed recovery in the second half, while the packaging films (renamed as Performance Films & Foil) business faced challenges due to global overcapacity, offset by a focus on value-added products and cost efficiencies. In FY25, the technical textiles business recorded a stable performance.  

Looking ahead to FY25–26, SRF is cautiously optimistic, driven by new product launches, improved capacity utilization, and a projected ~20 per cent growth in the chemicals segment. The company remains vigilant about global uncertainties but is confident in its innovation-led strategy and operational resilience.  

In October 2024, SRF approved capital expenditures totaling approximately Rs. 1,500 crore. What were the primary projects identified for this investment? 

In October 2024, SRF approved capital expenditures totalling approximately Rs. 1,500 crore. The primary projects identified for this investment include production facilities for fourth-generation refrigerants. This project aims to establish new production facilities for fourth-generation refrigerants at Dahej, Gujarat. These refrigerants have a much lower Global Warming Potential (GWP) and a reduced carbon footprint. The estimated cost for this project is Rs. 1,100 crore. 

Another significant project involves setting up a manufacturing facility for BOPP-BOPE film production, in Indore, India. This initiative allows SRF to expand its BOPP substrate production while exploring the new BOPE substrate. It also aligns with the company’s sustainability goals, as polyolefin substrates like BOPP and BOPE are known for their recyclability and environmental benefits due to their mono-family composition. The projected cost for this project is Rs. 445 crore. These projects reflect SRF's commitment to sustainability and innovation, aiming to enhance production capabilities while reducing the environmental impact. 

How does the establishment of new production facilities for fourth-generation refrigerants at Dahej, Gujarat, align with SRF's long-term strategic goals? 

The establishment of new production facilities for fourth-generation refrigerants at Dahej aligns closely with SRF’s long-term strategic goals, particularly those outlined in our Aspirations 2030. SRF's long-term strategic goals emphasize sustainability, innovation, and technological leadership. The new production facilities for fourth-generation refrigerants will have a much lower Global Warming Potential (GWP) and carbon footprint, which directly supports SRF's commitment to environmental sustainability.  

Moreover, SRF's strategic objectives include developing new technologies and products to meet emerging customer needs and deliver long-term value. The production of fourth-generation refrigerants represents a significant technological advancement in the refrigerants industry, positioning SRF as a leader in innovation and technology. Overall, the establishment of new production facilities is a strategic move that supports SRF's long-term goals, while also enhancing market position and reputation.  

What potential benefits does SRF anticipate from expanding its BOPP substrate production and exploring new BOPE substrates? 

Expanding its BOPP substrate production and exploring new BOPE substrates offers several potential benefits for SRF. This initiative aligns with SRF's sustainability goals and enhances its production capabilities. Firstly, polyolefin substrates like BOPP and BOPE are known for their recyclability and environmental benefits due to their mono-family composition. This means that these substrates can be recycled more easily, reducing the environmental impact and supporting SRF's commitment to sustainability. Secondly, expanding BOPP substrate production allows SRF to meet the growing demand for this material, which is widely used in varied packaging applications. By increasing its production capacity, SRF can better serve its customers and capture a larger market share.  

Exploring new BOPE substrates also provides SRF with an opportunity to innovate and offer new products to its customers. BOPE substrates have unique properties that make them suitable for various applications, and by venturing into this new area, SRF can diversify its product portfolio and stay ahead of market trends. Overall, these initiatives are expected to enhance SRF's production capabilities, support its sustainability goals, and provide new opportunities for growth and innovation. 

How did SRF navigate economic or industry-specific challenges in 2024 to maintain or enhance its revenue streams? 

In 2024, SRF faced macro-economic and industry-specific challenges but managed to navigate them effectively to maintain and enhance its revenue streams. The company operates across different business segments, including fluorochemicals, specialty chemicals, performance films & foil, technical textiles, and coated and laminated fabrics. This diversification helps mitigate risks associated with any single segment and provides a more stable revenue base.  

SRF's focus on innovation and research and development (R&D) plays a crucial role in overcoming challenges. The company invests in developing new products and technologies to enhance its competitive edge and allow it to tap into new markets. SRF emphasizes operational excellence by optimizing its production processes, reducing costs, and improving efficiency. This approach helps the company maintain profitability even in the face of economic uncertainties. At SRF, operational excellence is a cornerstone of its strategic and manufacturing philosophy, deeply embedded through the principles of Total Quality Management (TQM).  

The company’s commitment to excellence is reflected in its globally certified plants, robust quality systems, and continuous improvement culture. The company has made strategic investments in expanding its manufacturing facilities and capabilities. For example, SRF’s recent foray into Cast Polypropylene (CPP) film marks a strategic expansion of its Performance Films and Foil Business (PFB), aligning with the company’s dual focus on growth and sustainability. SRF's commitment to sustainability and environmental responsibility resonates well with global customers and stakeholders. The company's efforts to reduce its environmental impact and promote sustainable practices has strengthened its reputation and market position. These strategies and actions enabled SRF to navigate the economic and industry-specific challenges of 2024 effectively, ensuring continued growth and profitability. 

With 19.8 per cent of SRF's electricity mix coming from renewable sources in 2024, what steps has the company taken to increase this percentage? 

SRF has embedded sustainability into its long-term strategic vision, particularly under its "Aspirations 2030" framework. The company is actively pursuing a multi-pronged approach to enhance its renewable energy footprint. This includes investments in solar and wind energy projects, both on-site and through power purchase agreements (PPAs), to reduce dependency on conventional energy sources. SRF is also exploring energy efficiency upgrades across its manufacturing units and integrating green building practices to lower overall energy consumption. Additionally, the company’s sustainability roadmap emphasizes decarbonization and circularity, aligning with global ESG benchmarks and India’s national renewable energy goals. 

June 30, 2025

Godavari Biorefineries, one of the largest producers of ethanol and a pioneer in manufacturing ethanol-based chemicals in India, has a diversified product portfolio. The portfolio comprises of bio-based chemicals, sugar, rectified spirits, ethanol, other grades of alcohol and power. The company is the largest manufacturer of MPO worldwide and the fourth largest manufacturer of ethyl acetate in India, and the only company in India to produce bio ethyl acetate. Samir Somaiya, Chairman and Managing Director, Godavari Biorefineries, talks about the emerging market scenario as well as his company’s expansion plan…

Q. Biorefineries have gained significant attention in the quest for sustainable and renewable energy sources. How does Godavari Biorefineries contribute to the development and production of sustainable bio-based products?      

A. The world continues to rely on fossil resources to meet its needs.  If you take the example of energy, about 85 per cent of the world’s energy needs are met from coal, oil and gas.  Countries such as Norway consume over 100,000 kwhr per person, China consumes 30,000 kwhr per capita and India is still at 8,000 khwhr per capita.  As India develops, its energy consumption will increase.  It is important that this growth comes along with renewable resources so that we can grow and mitigate climate change at the same time, ensuring the sustainability of the planet.  

Godavari Biorefineries is a company that is demonstrating this transition to the use of renewable resources.  Godavari converts agricultural feedstock physically, chemically and biologically into food, fuel, chemicals and materials. Innovation is the cornerstone of our development.  We have over 50 scientists constantly working with feedstocks, conversions and end-use applications.  We partner with our customers to co-create solutions to aim and create renewable substitutes that have enhanced properties than the fossil intermediate that they substitute.   

Finally, we are also working in the area of soil.  Soil is the source of our feedstock.  Fossil economies extract carbon, deplete the resource and then move to the next carbon source to extract the resource.  Renewable economies extract carbon from the soil, deplete the same, but if farming is done right, then regenerate the soil.  Renewable economies are circular, but this circularity must be worked on as we regenerate the resource.  To improve agriculture, Godavari along with the research institute K. J. Somaiya Institute of Applied Agricultural Research (KIAAR) are working with our farmers to actively ensure soil is healthy for the immediate and the longer run.  

Q. How is the favorable government policy accelerating the growth of bioenergy, ethanol and bio-based specialty chemical segments in the country? 

A. India is rich in soil, sun and has millions of farmers.  With these resources, we have to play to our strengths and have to transition from the oil economy to the soil economy.  With this in mind, the Government of India is focusing on the green energy transition. Biofuels enhance energy security, mitigate climate change and help farmer income security 

The Government set a target to achieve 20 per cent blending by 2030 and that was advanced to 2025, which we have achieved.  The NITI Aayog is now examining to expand this beyond 20 per cent.  When policies are well articulated, the ethanol industry, the farmers, the automakers, the equipment manufacturers, all come together to make this transition a reality.    

Q. How is Godavari Biorefineries as a strong player in the sector contributing to the government of India's ambition? 

A. Our business is into sugar, biofuels, co-generated electricity and bio-based chemicals. As the government is going for 20 per cent blending, Godavari is actively making ethanol from sugarcane juice and B Heavy-molasses. We expanded our capacity from what was 200,000 liters per day in phases to 600,000 litres per day. Now, we are adding a 200,000 liters per day facility of grain/maize based ethanol, which will use maize and other grains to add to feedstock to supplement and increase capacity. It would be implemented in the second half of FY26. 

Q. The biorefinery industry is constantly evolving and requires continuous innovation. What role does R&D play in the overall growth of the company? 

A. There are three aspects of the research we do. First is the research on the soil. The carbon and soil regenerative practices that will make sure that we have the carbon which is required to be transformed. The fossil economy is extractive, and biorefining can also be regenerative. We can always extract from the soil but if we do it wrong, it can get poor in carbon. But if we do it right, the soil has the ability to regenerate.  

The second area of research is the conversion of this biomass into food, fuel and biochemicals. We have a lot of scientists working on physical, chemical and biological transformation.  

And the last aspect is where we work with customers to co-create with them. They also have their transitional journeys and are looking at products that we make including drop-ins or could be an applicational substitute with enhanced properties.  

Similarly, when I talk about regenerative farming, we have to co-create value with farmers. It is an emphasis on renewables, emphasis on co-creating work with either the farmers or customers, and the emphasis on innovative science whether physical, chemical or biological.  

Q. Godavari Biorefineries has a strong focus on sugarcane based products. How does the company ensure sustainable sourcing practices and support for the local agriculture community? 

A. We are working with our farmers on regenerative agriculture which is good for both short term and long term. We have a separate independent, agriculture research institute, KIAAR, where a lot of research is done in combination of drip farming, intercropping with sugarcane, looking at regenerative practices and remote sensing. This involves the whole range of traditional with modern science, looking at sustainability in the short and the long run and to help farmers improve crop yield and income.  

Q. Can you highlight any recent advancements or technological innovations that Godavari primarily implemented to enhance its biorefinery operation?  

A. We are advancing three aspects. One is we are going into a maize/grain based ethanol facility to supplement the feedstock from sugarcane and to mitigate climate risk. The second aspect is that we are in the bio-based specialty chemicals and continuously co-creating value added products with customers. Whether that is the need for a product which has properties in the substituting fossil or substitutes purely as a drop-in, we are working on new chemicals continuously. We will come with new products or enhance capacities as we go forward.  

Q. Sustainability has become a key priority for businesses worldwide. How does Godavari Biorefineries integrate sustainable practices into its overall operations, including resource consumption and emission reduction? 

A. We are fundamentally sustainable as much of our feedstock is biogenic carbon. Our energy also primarily comes from biogenic carbon - bagasse is our main energy source. We do use some amount of coal, but overall our energy matrix, the carbon we consume for energy or for chemical operations, the majority of that is biogenic carbon. 

 Q. In addition to bioethanol, what other bio-based products does Godavari produce? 

A. We make a host of bio-based chemicals that find applications in a variety of fields including skin-care, cosmetics, agrochemicals, paints, coats, and pharmaceutical intermediates. Our scientists are continuously working, and co-creating with customers to expand the bouquet of products available to them. 

Q. What are the key strategic priorities and growth plans for the Godavari Biorefineries in the segments that you operate? 

A. Climate change has to be addressed and also in terms of transition to green energy, Godavari will continue to contribute and play its role. In this direction, there could be three sets of customers. The first set of customers are an end use customer who may want to buy a product that comes from natural or renewable feedstock. Another set of customers may be looking at a green substitute for an existing fossil product that has enhanced properties. The third would just be looking at reducing the chemical footprint.  

Our customers are in either one category or in two or all three of the above.  We are seeing the growing interest among our chemicals in this transition.  In summary, there is a wider interest in the green transition in chemicals.  In India, there is an articulated policy in the transition to renewable energy.  We are actively participating in both these transitions.   

We are living in exciting times. We have to realize that each one of us, individually and as institutions, have to look at sustainability in our processes and co-creating with customers and also co-creating value with the supply chain. We have to create value and look at research as a bedrock of that value. That's how I look at it and Godavari follows this process very sincerely.