July 19, 2025

Epsilon Carbon, one of the largest exporters of specialty carbon & carbon black globally, is racing ahead with its global expansion plan. Vikram Handa, Managing Director, Epsilon Carbon shares his vision for the company... 

How has Epsilon Carbon performed financially in FY 2024-25? Key growth drivers that influenced company's revenue and profitability? 

Epsilon Carbon's financial performance in FY 2024-25 shows a period of strategic investment and market adjustments. While revenue and profitability saw a dip compared to the previous year, this was largely due to ongoing expansions and shifts in market demand. The company is focused on strengthening its asset base, increasing fixed assets to support future growth, and optimizing working capital for better efficiency. 

We are working on a few high-value specialty carbon products that are currently 100 per cent imported into India. Our new product line will serve as an import substitution for these products. Investments in sustainability-linked projects and R&D played a crucial role in enhancing the company’s long-term positioning. Despite short-term fluctuations, the company remains focused on leveraging its investments to drive sustained growth, particularly in specialty chemicals, advanced materials for EV batteries. 

Epsilon plans to invest about Rs 8,000 crores in India and USA during the next three years. Which business areas are expected to get the highest Capex allocation in terms of capacity expansion and new manufacturing plants? 

Our investments focus is on specialty carbon capacity expansion by 300,000 tons in Jharsuguda, Odisha and setting up a 30,000 graphite anode manufacturing facility in Karnataka. This also includes a 30,000 tons graphite anode manufacturing plant in North Carolina, USA. Both the India and US graphite anode facilities are currently in the permitting phase, with engineering work progressing, and construction is expected to begin early next year. The specialty carbon plant in Jharsuguda will be operational by Q3 2026. 

How is Epsilon Carbon leveraging R&D to develop advanced carbon materials for emerging industries like EV batteries and specialty chemicals? Do you also plan to invest in bio-based or circular economy-driven R&D projects? 

We are continuously innovating to meet evolving market demands while enhancing performance, efficiency, and sustainability for all our products. For Epsilon Carbon, our R&D is focused on developing sustainable carbon black solutions, and we recently launched Terrablack, which is transforming the carbon black industry for both tyre and non-tyre sectors. By utilizing recovered carbon black (rCB) and tyre-derived oil as key raw materials, we will support tire circular economy by reducing dependency on fresh feedstock while delivering high-quality solutions for tyres, rubber, and coatings. We are also researching on developing customized carbon black paste and creosote oil tailored for specific industrial applications to enhance processing efficiency and product performance. Additionally, we are also working on custom high-performance carbon black grades to meet the evolving needs of the tyre industry, focusing on sustainability, durability, and efficiency. 

In Epsilon Advanced Materials, we are focusing on developing graphite-silicon composite anodes, which can significantly improve the energy density and range of lithium-ion batteries. Our Joint Development Agreement (JDA) with Daejoo, Korea will strengthen our expertise in next-generation battery materials.  

Our R&D facility in Vijayanagar focuses on innovation in battery material research, pilot production, cell fabrication, and testing while continuously exploring new materials, techniques, and designs. Additionally, our Germany based Cathode Research Centre is pioneering in cathode material research, pilot production, and cell testing, expanding our capabilities in advanced battery technologies. 

Can you provide details on Epsilon Carbon's Rs. 15,350 crore investment in Karnataka? Expected timeline for the project and its strategic importance for the company?

We are investing Rs. 15,350 crores in Karnataka to set up a manufacturing and research facility focused on EV battery ecosystem. The project includes setting up a Rs. 9,000 crore graphite anode manufacturing facility, a Rs. 6,000 crore lithium iron phosphate (LFP) cathode plant, and a Rs. 350 crore Research and Development Centre for battery material development, testing and training. These facilities will be developed by Epsilon Advanced Materials, Epsilon CAM Pvt. Ltd., and Inspire Energy Research Centre. Our goal is to provide Domestic Value Addition (DVA) of 100 per cent for anode material and 60 per cent for cathode material to Indian cell manufacturers which will enable them to become class -1 “Make in India” producer.

These investments are expected to create over 2,000 jobs in Karnataka, contributing to regional economic growth and positioning India as a key player in the global battery materials supply chain. 

Epsilon Carbon has committed to investing Rs. 8,000 crore to develop an Integrated Carbon Complex in Odisha. Could you provide insights into the key features of this complex, its expected production capacities, and the projected impact on both local and global markets?  

Last year, we announced the Integrated Carbon Complex in Jharsuguda, Odisha, with an investment of Rs 8,000 crores spread over the next 10 years. As phase-1, we will build a 300,000-ton Coal Tar Distillation Plant by 2026. From this facility, we are set to produce several specialty oils like Anthraquinone, Carbazole & Cresols that are currently 100 per cent imported. We aim to make India more self-reliant and reduce import dependence.

 This plant will support nearby aluminium smelters while also exporting to the Middle East from our planned port in Gopalpur. Over time, we plan to build a carbon black plant and an advanced materials unit, making this one of the largest integrated carbon complexes in the world. Through this project, Epsilon Carbon aims to boost domestic production, create jobs, and contribute to India's industrial growth while expanding our global presence. 

The Karnataka manufacturing plant recently received the ISCC PLUS certification. How does this certification influence your operations, and what benefits do you anticipate in terms of market reach and customer trust? 

ISCC PLUS certification is a significant milestone in our commitment to sustainability and responsible production. This certification shows our efforts in using sustainable raw materials, lowering our carbon footprint, and ensuring full traceability across our supply chain. By meeting global environmental standards, we are strengthening our position as a leader in sustainable carbon solutions. 

This certification also allows us to expand into markets that prioritize responsible sourcing, particularly in sectors like specialty chemicals and advanced carbon materials. As sustainability becomes a key focus for global brands, our certification enhances customer confidence and positions us as a preferred supplier for companies committed to reducing their environmental impact. It also gives us an edge in regulatory compliance, helping us meet evolving industry standards and unlocking new business opportunities. 

With a Rs. 550 crore investment to expand the Vijayanagar unit's capacity by an additional 100,000 metric tons, what are the expected outcomes in terms of production efficiency and market share?  

Our carbon black capacity expansion to 100,000 metric tons is a strategic move to strengthen the production capabilities and global market position. This will increase our total carbon black capacity to 215,000 metric tons annually, enhancing supply for both tire and non-tire applications. This growth will enable us to capture a large share of the domestic and international markets, potentially increasing market share from 7 per cent to approximately 14 per cent, positioning us as the third-largest carbon black producer in India to serve the growing demand for high-quality carbon black in industries such as automotive, plastics, and specialty chemicals.

Epsilon Carbon's 2023-24 sustainability report indicates a 10 per cent reduction in greenhouse gas emission intensity, a 3.3 per cent decrease in energy intensity, and a 6 per cent reduction in water use intensity compared to the previous fiscal year. Could you elaborate on the specific strategies and technologies implemented to achieve these environmental milestones?  

One of our key initiatives was to set-up a waste heat recovery system which captures and reuses excess heat from industrial processes. These waste hot gases run a 17 MW captive power plant that powers our entire carbon complex in Vijayanagar. This has led to a 15.7 per cent reduction in Scope-1 emissions and a 14 per cent reduction in Scope-2 emissions. We also introduced the Digital Analytics for Resource and Technology (DART) Program, a digital initiative that leverages data analytics to improve operational and environmental efficiencies. By integrating digital tools into manufacturing and resource management, we have been able to monitor and optimize resource utilization more effectively. 

These sustainability-driven efforts align with India's broader climate goals and reinforce our commitment to responsible industrial practices. 

Epsilon Carbon secured Rs 100 crore in sustainability-linked funding from Standard Chartered Bank. How will these funds be allocated to further the company's sustainability goals, and what specific projects are prioritized under this funding? 

The sustainability-linked funding from Standard Chartered Bank is a big step towards strengthening our ESG commitments. This funding is mainly focused on making our operations more sustainable by reducing greenhouse gas emissions, optimizing water and energy use and improving overall efficiency. One key requirement is a third-party audit to ensure we are meeting our ESG targets, which helps keep our approach structured and transparent. 

The funds are being used for working capital and specific projects that make a real impact. For example, we are working on improving energy efficiency by monitoring steam traps to reduce energy losses. We are also investing in technology and processes that help lower our carbon footprint while maintaining high operational standards. 

Beyond the immediate impact, this funding has helped us set a clear sustainability roadmap for the next one, three and five years. It has also strengthened our collaboration with financial institutions on ESG-driven projects and opened up opportunities for more sustainability-linked financing in the future. Overall, we see this as a great step toward creating long-term environmental and economic value. 

Being the first Indian carbon black manufacturer to receive the SA8000 certification, how has this recognition influenced your company's internal policies and stakeholder relationships? 

Getting SA8000 certification is a big milestone for us, making us the first Indian carbon black manufacturer to earn this recognition. It shows our commitment to ethical business practices and worker welfare, leading to positive changes within the company and in our relationships with stakeholders. 

Inside the company, we have strengthened policies to ensure fair wages, safe working conditions, and better living facilities for our employees. Our Vijayanagar township now provides housing for over 1,800 workers and their families, creating a clean and healthy living environment. We have also taken steps to support migrant workers by helping them settle in smoothly and access essential services. 

Earning this recognition is just the beginning. We’re committed to continuously improving our policies and workplace environment, ensuring that social responsibility stays at the core of our growth.

How is Epsilon Carbon leveraging digital transformation to enhance efficiency across its operations? Are you implementing AI, IoT, and Big Data analytics in manufacturing to optimize production processes?

Our digital transformation journey, “DART,” began two years ago with an aim to enhance efficiency, automation, and innovation. We started by digitising data handling with SAP ERP, streamlining operations across key functions, and implementing a Master Data Management tool to improve data accuracy. 

In the second year, we focused on automation in Finance with enterprise asset management, auto invoicing & treasury, and tax intelligence. We improved supply chain and shop floor operations with an Energy Management System, real-time shipment tracking, and compliance management. Upgrading to SAP RISE improved integration, while analytical tools enhanced decision-making and sustainability tracking. 

This year, we are enhancing shop floor efficiency and customer experience by extending energy management, implementing a Laboratory Information Management System (LIMS), and using IoT and AI for predictive maintenance. Looking ahead, we aim to integrate AI into daily operations with Microsoft Copilot and SAP Joule while developing a data lake to leverage AI and Machine Learning for greater operational efficiency. 

Epsilon Carbon introduced a fleet of five electric trucks to its logistics operations. What has been the impact of this initiative on the company's carbon footprint, and are there plans to expand the use of electric vehicles in the future?  

Introducing 5 electric trucks into our logistics operations was a big step towards our sustainability journey. By shifting from diesel to electric, we expect to cut CO? emissions by around 127 metric tons per year, showing our continued effort to reduce our impact on the environment. Each of these heavy-duty electric trucks comes with a 258-kWh battery, providing a range of 185 Kms which is perfect for transporting raw materials like coal tar efficiently. With this move, we have become the first company in India’s carbon sector to use electric trucks for raw material logistics, setting a new benchmark for sustainable practices in the industry. 

We are actively looking at ways to expand our Electric Vehicle fleet across different parts of our operations. This is all part of our larger strategy to integrate greener technologies throughout our value chain, contributing to India’s goal of achieving net-zero emissions by 2070. 

The company's 'Sustainable Livelihood Interventions for Women' project in Sripura Village received the 'Best CSR Project of the Year 2024' award. How has this initiative impacted the local community, and are there plans to replicate similar projects in other regions?  

The ‘Sustainable Livelihood Interventions for Women’ project in Sripura Village, Odisha, has empowered over 200 women through Self-Help Groups (SHGs). By providing vocational training in phenyl manufacturing, tailoring, and agarbatti production, the initiative has helped women achieve financial independence. 

A key success story is the 'Maa Parbati SHG,' where women have successfully produced and sold phenyl bottles across Jharsuguda, boosting their confidence and economic stability. Beyond financial support, the project has encouraged leadership and community participation. 

Building on this success, we plan to expand similar programs in other direct impact regions, reinforcing our commitment to women’s empowerment and social sustainability.

July 18, 2025

Gujarat Fluorochemicals Limited (GFL) stands apart in the highly specialized fluoropolymer market through a combination of deep technical capabilities, forward-looking investments, and a strategic global outlook. Kapil Malhotra, Global Business Unit Head - Fluoropolymers, Gujarat Fluorochemicals shares his perspective on the emerging market dynamics and GFL’s preparedness to cash in on new opportunities… 

How do you see the Industry dynamics, particularly in the automotive, semiconductors, EV and ESS industries, to provide large scale opportunities for value-added fluoropolymers, which should translate into higher revenues and margins for GFL? 

In the automotive industry, there has been a growing shift towards electric vehicles (EVs), increasing the demand for durable and high-performance materials. GFL’s fluoropolymers play a vital role in this particular application for wire and cable insulations, seals, gaskets, hoses and membranes. This indicates that with the strong and growing demand for EV, the volume demand for fluoropolymers will also grow substantially. The EV batteries and Energy Storage Systems (ESS) also use advanced fluoropolymers as coatings for separators, electrolyte additives and liners. With large players looking for safety and durability, we are highly optimistic about the future as GFL’s fluoropolymers have an excellent track record in both areas. 

In the semiconductor segment, GFL has already seen a great demand for fluoropolymer parts made out of PTFE, PFA and PVDF. With the global expansion of AI, IoT, and 5G/6G, and multi-billion-dollar investments by companies like TEL, Intel, Samsung, Tata, Adani, the semiconductor industry is most likely to require ultra-pure chemical handling systems. GFL’s fluoropolymers, especially PFA, PVDF, and PTFE are and will be witnessing demand for applications like CMP, etching system parts, wet systems, tubes, and lining equipment. 

What specific role do fluoropolymers play in semiconductor manufacturing and why are they essential? 

In the semiconductor manufacturing industry, fluoropolymers are critical as the processes involve extreme purity, high temperatures and aggressive chemicals.

Some specific roles of fluoropolymers include chemical handling where PTFE, PFA, PVDF pipes, tubes, valves, and tanks are used in processes that involve high corrosive chemicals. Another is wafer processing, with exposure to acids and plasma, fluoropolymer coatings are used to protect chambers and parts from degradation, extending equipment life and preventing contamination. Chemical Mechanical Planarization where CMP slurries used to polish wafers require slurry delivery lines made of fluoropolymers to eradicate contamination. Gas Delivery Systems has specialty gases like CF₄ used in etching that require fluoropolymer-lined gas tubings to prevent chemical reactions and particle shredding. Filtration Systems have fluoropolymer membranes being used in filters that remove ultra-fine particles from chemicals and gases.

How do you foresee the demand for fluoropolymers evolving in the semiconductor market over the next five years? 

With continued fab expansions by TSMC, Intel, Samsung, Hynix, Micron in the US, Europe, Japan, Korea, Taiwan and new players like Tata expanding in India, there is an estimated US$ 700+ billion of fab Capex planned worldwide, by 2030. 

As process nodes shrink (5nm, 3nm, 2nm), purity and material performance requirements skyrocket. This sets a very strong background for material consumption, including fluoropolymers. The demand for fluoropolymers in semiconductors is expected to grow at a CAGR of over 8-12 per cent (with the overall semiconductor volume growth expected at 6 per cent). PFA and UHP PFA, will see even higher growth of about 12-15 per cent because of the advanced chip sizes. 

How is GFL gearing to cater to the growing demand of fluoropolymers - PTFE, PFA, FEP, FKM, PVDF and Additives?  

GFL has been very active in capitalizing on the fluoropolymer demand surge. With heavy investments in expanding the production capacity, new facilities, testing equipment and R&D centers, GFL’s expansion is targeted at high-margin applications. GFL has also been broadening its product basket beyond PTFE, to cater to the demand in EV, SC, UPW and battery segments. The company is also focusing on actively expanding sales in US, Europe, and Japan markets, critical for semiconductor fabs, EV battery manufacturers and high-end industries. GFL is also focusing on targeting stringent certifications and regulatory approvals to qualify for the highest value supply chains. 

What are the emerging trends or technologies in fluoropolymers that GFL believes will redefine their use in the semiconductor industry? 

Some of the emerging trends and technologies which will define the use of fluoropolymers in the semiconductor industry include Ultra-High Pure (UHP) grades; next-gen plasma-resistant materials, tailored melt-processable materials; high purity PFA, PVDF; surface modified fluoropolymer coating material; environmentally safer fluoropolymers; specialty compounding facilities; and regulatory preparedness. 

How does GFL contribute to innovation in fluoropolymer production or application for semiconductors?  

GFL is in constant touch with end customers and equipment manufacturers to understand their requirements in terms of quality, purity and technical specifications. We are equipped with state-of-the-art R&D setup to develop grades and products for the semicon industry. 

How do geopolitical factors and supply chain issues affect the production and distribution of fluoropolymers in the semiconductor sector? 

The production and distribution of fluoropolymers in the semiconductor industry are increasingly influenced by a combination of geopolitical and supply chain dynamics. A major factor is the sector’s heavy dependence on China for critical raw materials and processing capabilities, which makes it vulnerable to shifts in global political relationships. The rise of export controls and trade restrictions, particularly between major economies, has further complicated cross-border movement of specialized materials. Additionally, persistent supply chain bottlenecks, such as limited transportation infrastructure and port congestion, have strained timelines and inventories across regions. Compounding these issues are evolving regulatory pressures, especially concerning environmental compliance and product stewardship, which vary significantly across jurisdictions. 

In light of increasing environmental regulations, how is GFL adapting its fluoropolymer solutions to meet sustainability standards? 

GFL has taken a proactive and leadership-driven approach to evolving environmental regulations, positioning itself as a global front-runner in regulatory compliance within the fluoropolymer industry. We have consistently anticipated changes in sustainability standards and have developed products that not only meet but often exceed these regulatory requirements. Our R&D teams work closely with global stakeholders to ensure that our fluoropolymer solutions are aligned with the latest environmental expectations, ensuring both performance and responsibility go hand in hand. 

How do you see the competitive landscape in the fluoropolymer space, particularly regarding their application in semiconductors? 

The global fluoropolymer market for semiconductors has historically been dominated by a handful of high-end players. However, recent structural shifts — including geopolitical decoupling and tightening regulatory frameworks — have disrupted this equilibrium, creating clear gaps and new opportunities in the market. GFL is strategically positioned to fill this void and emerge as a formidable challenger across a broad spectrum of applications. In the semiconductor space, success is defined not merely by scale or cost competitiveness, but by a deep command of technical sophistication, an area where GFL continues to demonstrate strong capabilities and innovation. 

What differentiates GFL’s products or services from those offered by competitors in this niche market?  

GFL stands apart in the highly specialized fluoropolymer market through a combination of deep technical capabilities, forward-looking investments, and a strategic global outlook. Our key differentiators include backward integration in raw materials, aggressive capacity expansion, focused new product development, strategic global expansion, and proactive regulatory compliance. As the first major Indian player in ultra-high-purity (UHP) fluoropolymers, GFL is now one of the few globally trusted fluoropolymer sources of Indian origin. 

How closely GFL works with semiconductor manufacturers to develop tailor made fluoropolymer solutions?  

GFL is evolving beyond the traditional supplier role to become a true materials co-development partner for the semiconductor industry. Our collaboration begins early, often during fab design cycles, allowing us to tailor fluoropolymer solutions at the molecular level to meet precise performance demands. We actively participate in global qualification programs, ensuring our materials meet stringent international standards. Additionally, our model includes near-customer technical support, enabling faster iterations, quicker issue resolution, and deeper alignment with customer roadmaps. This integrated approach positions GFL as not just a vendor, but a strategic innovation partner in the semiconductor value chain. 

What are the key challenges GFL faces in supplying fluoropolymers for semiconductor applications? 

While GFL is well-positioned in the semiconductor fluoropolymer space, operating in this high-stakes, innovation-driven segment comes with its own set of complex challenges. These include lengthy qualification timelines, high technical entry barriers, continuous innovation for evolving processes, and navigating regulatory compliance. 

How do you envision the role of fluoropolymers in emerging technologies like AI, IoT, and Quantum Computing? 

Emerging technologies such as AI, IoT, and Quantum Computing are driving the evolution of next-generation semiconductor chips, demanding higher performance, greater miniaturization, and extreme reliability. This directly translates to increased usage of fluoropolymers, given their unmatched chemical resistance, thermal stability, and ultra-high purity characteristics. As chip designs become more complex and process environments more aggressive, fluoropolymers are playing an increasingly critical role in enabling the materials infrastructure that powers these technologies. 

What are GFL’s long-term strategic goals in the fluoropolymer segment of the semiconductor industry? 

GFL’s long-term vision is to establish itself as a globally trusted and technologically advanced partner for the semiconductor industry. Our primary goal is to consistently meet and exceed the stringent quality and purity standards demanded by this sector. We are committed to scaling our capacities in alignment with global market requirements, investing in advanced R&D, and continuously enhancing our material performance to support future technology nodes. By aligning closely with semiconductor roadmaps, GFL aims to play a pivotal role in the industry's evolving materials ecosystem. 

What role do sustainability and corporate social responsibility play in your company’s strategy regarding fluoropolymers? 

Sustainability and corporate social responsibility are integral to GFL’s long-term strategy, especially within the fluoropolymer business. We have a dedicated ESG team that oversees all aspects of environmental stewardship, corporate governance, and community engagement. Our approach goes beyond compliance — we actively embed sustainability into product development, operations, and stakeholder relationships. GFL publishes an Integrated Annual Report along with a Business Responsibility and Sustainability Report (BRSR) in line with SEBI guidelines, transparently outlining our ESG initiatives and performance. This structured focus ensures that our growth in high-tech sectors like fluoropolymers is both responsible and future-ready. 

What is the long term vision of the company and how do your efforts align with it?  

At GFL, we remain deeply committed to advancing the fluoropolymer business with a clear focus on sustainability, innovation, and global relevance. As the industry evolves rapidly, driven by breakthroughs in semiconductors, clean energy, and advanced manufacturing, we are positioning ourselves not just as a supplier, but as a strategic, future-ready partner. Our efforts are anchored in long-term thinking, responsible practices, and a strong belief in building value for our customers, stakeholders, and the environment.

July 17, 2025

Haldia Petrochemicals Ltd. (HPL) is a modern naphtha based Petrochemical Complex. HPL is the second largest manufacturer of polyethylene  in India with a total capacity of 700 KTA. The company has initiated a Rs. 5,500 crore capex plan for an integrated OCU-Phenol project, with a combined capacity of 560,000 TPA of phenol and acetone. Navanit Narayan, Chief Executive Officer, Haldia Petrochemicals talks about the challenges and oppportunities in the Indian petrochemicals industry as well as his company's expansion plan and performance...

What role does Haldia Petrochemicals Ltd. (HPL) envision playing in the broader context of India's petrochemical industry expansion, and how does it plan to collaborate with other stakeholders to achieve these ambitious investment goals? 

The growth of the Indian petrochemical industry is crucial considering it is generating raw materials for various end-use segments such as agriculture, infrastructure, pharmaceuticals, appliances, automobiles, textiles, packaging, construction etc. Integrated petrochemical complexes like HPL generate huge downstream value creation facilitating large investment and employment creation in downstream chemical and polymer processing.  Growth of polymer processing in West Bengal is testimonial to success of such collaborative business models. 

The large petrochemical industry landscape requires investment and collaboration at multiple levels to achieve self-sufficiency to meet growing demand from a large population base. To realize the goal of “Atmanirbhar Bharat” we need to invest in Plant, People and Processes and HPL is ready to collaborate and establish an ecosystem for our stakeholder which perpetuates the growth cycle for all. We have been very focused in our investment strategy to reduce the country's imbalance of niche chemicals and committed an investment of Rs 5,500+ crore in India’s first Integrated Phenol Complex. With our strong relationship with Lummus Technology and bonds created with technology leaders over the last 25 years, we intend to collaborate and invest to bring state-of-the art petrochemical technologies for niche applications in the Indian market.  

We are dedicated to ensuring reliable and cost-effective material supply for our customers along with strong customer and business development support to facilitate large downstream investments in chemical and polymer processing. We have always been proactive in capacity building for human resources to meet growing demand of highly skilled manpower and would work closely with academia, industry bodies, government and other stakeholders to nurture and develop the talent pipeline needed to meet huge demand as we grow.  

You would also appreciate that a positive policy framework is essential to achieve leapfrogging growth of the industry. We, along with industry peers, can collaborate with the Government to develop an enabling policy framework which provides long-term competitiveness of Indian petrochemical industry on the global scale and thus realize the shared dreams of Atmanirbhar Bharat. 

HPL’s financial performance has experienced fluctuations, with operating profits impacted by declining tolling margins in recent years. Could you elaborate on the factors that influenced HPL's revenue performance during FY 2024-25 (so far) and what strategies were implemented to navigate these challenges?  

The petrochemical industry is a typical commodity industry having cyclicity in industry performance. The current financial performance is not typical of HPL and decline in profitability has been witnessed by almost all producers in Asia, Europe etc. 

The major factor influencing current performance is significant capacity creations, especially in China whereas demand growth has been stagnant post covid in several parts of the world. Margins are squeezed globally from intense competition between global suppliers to reach the customer base. In India, we have also been adversely impacted by intense competition after commissioning of one of the largest plants in the country.  

We have been very focused in our approach to manage the current downcycle. We have progressively moved to an enviable cost position for a naphtha-based producer in the country and the world. An organization-wide initiative, Project FEISTY (Focused EBITDA Improvement through Systematic Transformation) was undertaken to optimize conversion and logistics costs to ensure that the current downcycle is well managed. Apart from managing costs, we have also taken a focused approach to add new products and diversify the product basket with countercyclical margin products. 

Can you provide an overview of HPL's capital expenditure initiatives undertaken in FY 2024-25, particularly focusing on any major projects or acquisitions? What's your plan for FY 2025-26?  

We have initiated a Rs 5,500 crore capex plan for an integrated OCU-Phenol project, with a combined capacity of 560,000 TPA of phenol and acetone, through one of our step-down subsidiaries. We expect to complete the project in the first half of 2026. We are also evaluating several chemical downstream projects and expect to take final investment decisions soon. 

In November 2024, HPL signed a license amendment with Lummus Technology to enhance the production capacity of its upcoming Phenol and Acetone Plant in Haldia, West Bengal.  What strategic objectives does HPL aim to achieve with the expanded phenol and acetone production capacities, and how will this impact the domestic and international markets?  

HPL through its subsidiary Adplus is planning to set up a state-of-the-art single location phenol manufacturing facility in India. This capacity expansion aligns with HPL’s ambitious growth strategy and reflects the company's commitment to supporting India’s chemicals industry. Our partnership with Lummus Technology has enabled the efficient design of India’s largest integrated phenol plant. This expansion marks a major milestone for HPL, reinforcing our role in driving the nation’s industrial growth and advancing its role in the production of vital chemical intermediates. 

Phenol project is an idea creating an ecosystem of phenol and acetone downstream which was not available in the eastern part of India. Now, such an ecosystem creates a lot of opportunities not only for us to grow but also for the other players to grow. We see the Phenol project to facilitate significant investment in the downstream segment, further improving the chemical industry ecosystem in West Bengal and the eastern region.  

HPL recently entered into a significant 10-year naphtha supply agreement with QatarEnergy. What factors influenced HPL's decision to secure this long-term naphtha supply agreement with QatarEnergy, and how does it align with the company's strategic objectives? 

HPL sources 50 per cent of its feedstock from the Middle East and relies on local refiners for the rest of its feedstock needs. Managing crude oil fluctuations and its impact on our feedstock prices remains a major challenge. The fluctuating crude prices due to various global factors have encouraged us to get into a strategic 10-year agreement (through its 100 per cent subsidiary, HPL Global Pte Limited, Singapore) with QatarEnergy, to secure long-term naphtha supply. Under this agreement, QatarEnergy will supply a total of up to two million tons of naphtha to HPL over the next ten years, starting from the second quarter of 2024. This agreement is in line with our focused and innovative approach to secure long-term competitive advantage.   

HPL announced plans to establish a polycarbonate production plant in West Bengal, with an estimated investment of over Rs 8,500 crore. Could you elaborate on the factors influencing HPL's decision to venture into polycarbonate production, and what are the anticipated benefits for the company and the region? 

We would like to reiterate our vision to create an ecosystem which will transform not only West Bengal but eastern and northeastern regions of India. Chemical downstream projects are one of the means to create that ecosystem. As a part of these, we are evaluating multiple opportunities including Polycarbonates which are entirely being imported in the country. These projects are synergic to our current and future chemical product basket. However, these are still in early stages of evaluation and would not like to assign any capex, timeline and benefits at this stage.  

HPL is commissioning a specialty Low Molecular Weight (LMW) polymer project, expected to increase the topline of the specialty chemical business by about Rs. 100 crore per annum. What are the key applications and markets targeted by the LMW polymer project, and how does HPL plan to position itself as a leading player in the specialty chemicals segment? 

Adplus, a step-down subsidiary of HPL inaugurated its state-of-the-art zero-waste LMW PE Wax manufacturing plant in Haldia in 2024. The products, under the brand “Polyfast”, is providing benchmarked quality product to various industries such as plastics and rubber, bitumen roofing membranes, hot melt adhesives, paints, ink, toners, paper coatings, high altitude road surfacing, and even cosmetic and skin care products.

This is a small foray in the specialty chemical segment by the group. However, we are keenly evaluating and working on a basket of products to increase our presence in specialty chemical segments and expect to unveil our road map soon.

What digital transformation initiatives has HPL implemented recently to enhance operational efficiency and maintain a competitive edge in the petrochemical industry? 

Digital transformation has played an integral role for us in building an ecosystem of trusted business stakeholders both internal and externally. HPL has adopted a multi-pronged approach for its digital journey towards process automation, reliability, troubleshooting and to improve operational efficiencies.  

In a recent technological advancement initiative, we have introduced Real-Time Optimization (RTO) services for Naphtha Cracker Unit (NCU). This RTO system is supporting HPL’s journey of achieving operational excellence through undertaking technology driven transformative programs aimed at process/ performance optimization.

An integrated RTO allows HPL to take full advantage of the plant’s overall economic potential. The goal of RTO is to maximize the profit and excellence of the NCU functions and establish the target set points for the operating variables at which the profit is maximum.

How is HPL integrating sustainability into its operations and product offerings to address environmental challenges and contribute to a greener future?

We are committed to leaving no stone unturned in our endeavour of harbouring a sustainable approach in our operations and developing a more ESG (Environment, Social and Governance) compliant business environment. A dedicated ESG team is working diligently to develop and implement sustainable actions towards environmental conservation. 

We have installed 1 MWp Solar Power Plant in December 2021. In terms of rainwater harvesting, we use more than 8, 74,356 m3 of rainwater (FY 23-24), thereby conserving the natural resources (fresh water). We are implementing several water recycle and reuse projects and progressing gradually towards Zero Liquid Discharge (ZLD).

With a total 1.25 Lac of trees in our greenbelt, we are planning to further increase the number of trees. In terms of clean technology, we are implementing Pipe Coal Conveyor to transport coal from port to plant to replace transfer through trucks. 

HPL has a history of engaging in CSR activities, focusing on areas such as education, healthcare, and environmental sustainability. Could you highlight some of HPL's key CSR initiatives undertaken in 2024, and how they have impacted the communities involved? 

HPL through its subsidiary Adperma (Advanced Performance Materials Private Limited) in FY 2024-25 focused on 7 verticals in line with the SDGs and India’s position in strengthening the SDG Goals. The verticals include education, healthcare, infrastructure, sustainable development, women empowerment and equal status, sports and environment.  

Under the education category, the company has taken up support in building of a new school in a remote village, infrastructural development projects for schools, building of smart classrooms, upgradation, and construction of science laboratories for schools which were spread in and around Purba Midnapore district. For healthcare - medical equipment, ambulances donation to medical facilities and free medical checkup camps have been organised. Under women empowerment projects, we are training women to make products out of water hyacinth and jute, and sanitary napkins. To empower underprivileged youth, we have also conducted two and three wheeler service technician training in Haldia and fruit tree plantation across schools in Haldia continued for the second year as a part of environmental activity. 

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.