September 01, 2025

September 01, 2025

August 25, 2025

August 25, 2025

Caldic supplies ingredients and formulation expertise for the beauty and personal care industry. The company offers a range of ingredients and solutions for skincare, haircare, oral care, color cosmetics, and bath and shower products to help formulators create innovative, high-quality products for their own brands. 

August 12, 2025

Emerging trends in the specialty chemicals distribution market in India and globally? 

The specialty chemicals distribution market is evolving with key trends like sustainability, digitalization, and demand for customized solutions. In India, growth is fuelled by rising demand from the personal care, pharma, and food sectors, while globally, the focus is on bio-based, eco-friendly ingredients, and stricter regulations. 

Caldic India has expanded its operations in key markets, including the acquisition of a majority stake in a specialty chemicals distributor in Asia. How is this going to benefit its India operation? 

Caldic’s expansion in Asia-Pacific supports India operations by making our portfolio of unique, value-added products, and services more accessible to a broader customer base. With Asia being a high-growth region, the move strengthens our ability to support key markets such as food and nutrition, (bio) pharma, personal care, and industrial formulations. 

The expertise and expanded capabilities resulting from our regional presence allows us to deliver customized solutions that align with evolving industry demands. By redefining the benchmarks for added value in specialty chemicals and ingredients distribution, we aim to help both existing and new customers seize emerging opportunities and foster innovation. Ultimately, this expansion positions us to create a larger positive impact across life sciences and material sciences sectors in India through sustainable business growth. 

Caldic India has been appointed as official distribution solutions partner for Stratachem’s specialty chemicals in India. What synergies do you anticipate from this partnership and how will it enhance product offerings in the Indian market? 

The strategic partnership with Stratachem strengthens our ability to meet the growing demand for specialty additives and surfactants in India. Stratachem’s expertise in antifoams, defoamers, wetting agents, pigment dispersants, and acetylenic diols, combined with their in-house R&D capabilities, allows them to offer high-performance, cost-effective formulations that meet global standards. This collaboration enhances our product portfolio, particularly in sectors like paints, inks, adhesives, and construction chemicals. 

With India’s chemicals sector expected to triple its global market share by 2040 due to rising domestic demand and global supply chain diversification, this partnership positions us to capitalize on emerging opportunities and deliver innovative, value-generating solutions to our customers. By leveraging Caldic’s extensive global distribution network and Stratachem’s deep expertise, we aim to expand our reach and enhance customer satisfaction both locally and globally.   

Collaboration with Laviosa aims to distribute rheology additives and organoclays in India. How do these products meet evolving demands of industries such as coatings, plastics, and construction in the region? 

Our partnership with Laviosa, a 100-year-old, family-owned Italian company and one of the world’s largest producers of bentonites and organoclays, brings tremendous value to the Indian market. Laviosa’s rheological additives and organoclays are essential for improving performance and stability of solvent coatings, paints, grease lubricants, and inks. These solutions address the evolving demands of industries such as coatings, plastics, and construction, which are witnessing significant growth in India. 

By leveraging Caldic’s extensive distribution network and portfolio of value-added solutions, this partnership aims to increase awareness and accessibility of Laviosa’s high- performance products in India. Together, we are well-positioned to capitalize on emerging opportunities and drive sustainable business growth in this key market. 

Acquisition of Chemhouse Marketing and Brink Chemicals strengthens Caldic India’s position in the personal care sector. How does this acquisition align with Cadic’s strategy to offer customized value- added solutions in the Indian market? 

The acquisition of Chemhouse Marketing and Brink Chemicals strengthens Caldic India’s foothold in the high-growth personal care market in India. With Chemhouse’s expertise in premium and plant-based ingredients, tailored formulations, and value-added services like product testing and regulatory guidance, this move aligns perfectly with our focus on delivering innovative and customized solutions. By integrating Chemhouse’s capabilities, we aim to further inspire innovation, enhance our product portfolio, and create new opportunities for our customers and partners in India’s evolving personal care landscape. 

Caldic has been appointed as distribution solutions partner for Michelman’s products in Japan and the Indian Subcontinent. What opportunities does this present for expanding the company’s reach in these regions, particularly in the coatings sector? 

The expanded partnership with Michelman represents a significant opportunity for Caldic to strengthen its presence in Japan and the Indian Subcontinent. Michelman’s extensive portfolio, which includes surface additives, polymeric binders, barrier and functional coatings, and digital printing-press primers and OPVs, serves diverse applications in industrial packaging, consumer packaging, paper products, and commercial printed materials. 

With India being a high-growth market for the global coatings and industrial sectors, this strategic collaboration enables us to leverage Michelman’s high-performance solutions and Caldic’s end-to-end distribution capabilities. Together, we are well-positioned to address the rising demand for advanced coatings while developing sustainable and thriving business opportunities. 

This partnership reinforces our shared commitment to delivering innovative, high-quality products that meet and exceed customer expectations across both regions. 

Given the projected growth of India’s chemicals sector, how does Caldic India plan to capitalize on this expansion and what role do these recent partnerships play in your long- term strategy? 

With India’s chemical sector poised for significant growth, Caldic India aims to capitalize on this expansion by leveraging its global expertise, deep local presence, and strong relationships with both principals and customers. 

Recent strategic partnerships have enhanced the company’s product portfolio and distribution network, enabling broader access to innovative, high-demand solutions in sectors like personal care, food, and specialty chemicals. 

By focusing on sustainability, innovation, and customized value-added services, Caldic seeks to strengthen industry relationships, address evolving market needs, and drive long-term growth and diversification in the Indian chemicals sector. 

The company has expanded its product portfolio to include bio-based alternatives to traditional petrochemical products. What challenges have been encountered in this transition, and how does the company educate customers about the benefits of these alternatives? 

The transition to bio-based alternatives brings challenges like addressing market perceptions, performance concerns, and supply chain complexities. Caldic India tackles these by offering technical support, performance data, and hands- on demonstrations at its application center, helping customers experience the benefits of bio-based solutions. By aligning with global sustainability trends, the company aims to drive adoption and support a greener, more sustainable future. 

The company has invested in digitization efforts, including the implementation of an advanced supply chain management system. How has it improved operational efficiency and customer satisfaction? 

Caldic is advancing toward digital leadership in the ingredients and specialty chemical distribution sector with a strategic roadmap designed to enhance the digital customer journey. Recognizing the growing importance of digitization for sustainable business growth, we seek to deliver impactful and relevant digital solutions to customers, principals, and stakeholders while addressing evolving business needs. 

With increased investments in digital platforms in the last few years, Caldic is accelerating its transformation to strengthen operational efficiency, optimize processes, and improve customer satisfaction. This digital strategy is aimed at driving innovation, enhancing competitiveness, and creating incremental value that differentiates the company in the market. 

Looking ahead, what are Caldic India’s strategic priorities for the Indian market? How do you envision Caldic India’s role in supporting the growth and diversification of India’s chemical industry? 

Caldic India aims to accelerate growth in India by expanding product portfolio, digital capabilities, and driving sustainable innovation across key sectors of personal care, food and nutrition, pharma, and industrial formulations. 

Sustainability remains central, with a focus on reducing carbon footprint through bio-based products, green solvents, and circular economy initiatives. Investments in digital tools further enhance customer engagement, operational efficiency, and market differentiation. 

With a long and deep presence in the Indian market, we are committed to leveraging our extensive distribution network, comprehensive portfolio of value-added solutions, and global expertise combined with local insights to foster innovation, strengthen partnerships, and unlock long-term growth to support India’s diverse and growing chemical industry. 

August 09, 2025

How do you see the future of the fertilizer industry in India and globally?

The fertilizer industry is at a pivotal juncture, with increasing global demand for food and the necessity to grow sustainably. In India, the focus is on achieving self-reliance in urea production, promoting the balanced use of fertilizers through initiatives like PM-PRANAM, reducing dependency on imports, and enhancing agricultural productivity. Globally, the fertilizer sector will increasingly align with sustainable practices, integrating technology, renewable energy, and circular economies. A shift towards organic fertilizers, improved resource management, and eco-friendly production will shape the industry's future while addressing its environmental impact. 

What challenges is the Indian fertilizer industry facing and what solutions would you suggest? 

The industry faces several challenges: heavy reliance on imported raw materials (such as natural gas and phosphatic raw materials), aging plants, and environmental concerns about emissions. The solutions lie in increasing domestic production, reducing dependency on imports, and embracing technologies that boost efficiency. Incorporating organic fertilizers and promoting balanced use in line with PM-PRANAM can help reduce environmental pressures while enhancing productivity. Strengthening infrastructure, ensuring policy reforms, and integrating sustainable agricultural practices will be crucial to addressing these challenges. 

How has the overall performance of HURL been in 2024, and what are your expectations for 2025? 

In 2024, HURL demonstrated robust performance, with our plants in Sindri, Gorakhpur, and Barauni operating at near-optimal capacity. We’ve strengthened our commitment to sustainability, energy efficiency, and operational excellence. Looking ahead to 2025, we aim to further optimize production, expand our footprint, and roll out key initiatives to increase India’s self-sufficiency in urea. We will continue working on enhancing capacity, reducing dependence on imports, and promoting the balanced use of fertilizers to support Indian agriculture. 

What is the current production capacity and capacity utilization of HURL plants, and what are your goals?

HURL’s plants have an installed capacity of 2,200 MTPD of ammonia and 3,850 MTPD of neem-coated urea, totaling 1.27 MMTPA of annual production. We are consistently working towards achieving 100 per cent capacity utilization to ensure consistent delivery that meets growing domestic demand. Our goal is to increase this capacity, particularly through operational excellence and expanding production facilities, while maintaining a focus on the balanced use of fertilizers and sustainability. 

HURL is working on a mega Rs. 3,000 crore expansion plan. What is the latest development on this? 

We are actively exploring the manufacturing of Nano fertilizers, Ammonium Sulphate, and NPK as part of this expansion. 

HURL is also planning to set up a new urea unit in Assam. Could you please share more details about this? 

HURL is set to participate in a proposed joint venture to establish the Namrup IV fertilizer plant, an ammonia-urea complex in Namrup, Assam. The project aligns with the government’s budget announcement and aims for an annual production capacity of 12.7 lakh tonnes of urea. HURL’s board has approved a 13 per cent equity stake in this venture. This new plant will leverage the abundant natural gas resources in the region, improving fertilizer availability in Northeast India, reducing transportation costs, and contributing to meeting domestic fertilizer demand. It will also support India’s goal of reducing dependency on imported fertilizers, further enhancing the country’s self-reliance in urea production. 

How can HURL contribute to India’s self-sufficiency in urea production while maintaining profitability? 

HURL is committed to increasing domestic urea production to reduce reliance on imports, thus contributing to self-sufficiency. By focusing on improving plant efficiency, utilizing energy-efficient technologies, and promoting the balanced use of fertilizers (as outlined in PM-PRANAM), we can offer cost-effective, environmentally friendly fertilizers. Our future expansion projects and ongoing technological advancements will allow us to meet domestic demand while remaining profitable and fulfilling national agricultural needs. Currently, HURL contributes around 4 million MT annually, a significant contribution toward India’s self-sufficiency. 

How do you plan to manage costs and optimize supply chain efficiency?  

Cost management will be driven by leveraging cutting-edge technologies such as automation and AI-based predictive maintenance. Optimizing supply chain will involve strengthening relationships with local suppliers, ensuring efficient logistics, and reducing transportation costs. 

What strategies would you implement to ensure HURL remains competitive in a changing regulatory and environmental landscape?

HURL’s competitiveness will be driven by continuous innovation, strict adherence to regulatory compliance, and active investment in the latest technologies. By emphasizing sustainable agricultural practices, we will ensure our production aligns with environmental goals. We will also work with the government and stakeholders to shape favorable policies and adopt renewable energy sources, keeping us ahead of regulatory changes while promoting a circular economy. Additionally, HURL is diversifying its product portfolio. 

How should HURL approach sustainability and environmental responsibility in fertilizer production? 

Sustainability is foundational to HURL’s operations. We’re committed to reducing emissions, improving energy efficiency, and integrating renewable energy sources. Our plants are designed with cutting-edge waste management and carbon reduction strategies, ensuring we meet the highest environmental standards while contributing to India’s green growth through the lowest energy consumption, CO2 emissions, and tree plantation initiatives. 

What initiatives would you introduce to reduce the carbon footprint and improve green manufacturing? 

To reduce our carbon footprint, we are focused on improving plant energy efficiency. We are also closely monitoring government policies on green energy and examining ways to integrate them into our operations. 

How can HURL leverage AI, automation, and IoT to improve efficiency? 

AI, automation, and IoT offer immense potential to streamline our operations. By implementing AI for predictive maintenance and utilizing IoT for real-time monitoring, we can significantly improve operational efficiency, reduce downtime, and optimize resource management. These technologies will also help reduce waste, improve fertilizer efficiency, and contribute to more sustainable production processes. 

What strategies would you use to strengthen partnerships with farmers and distributors? 

HURL’s focus on building strong, lasting relationships with farmers and distributors will involve training programs, field days, and digital platforms to provide farmers with better insights into fertilizer use and sustainable practices. By integrating organic options and balanced fertilizer use under PM-PRANAM will help farmers enhance soil health while improving crop productivity. Strengthening the distribution network and ensuring timely deliveries will also be a focus to ensure seamless access to fertilizers. 

HURL and CIPET have signed a MoU for skill development. How is this program progressing? 

The skill development initiative under the SAKSHAM program is progressing very well. HURL is working closely with CIPET to train the next generation of skilled workers in the fertilizer sector, focusing on technical expertise and safety standards. Through this collaboration, HURL aims to train a total of 320 youth across its operational areas, including Gorakhpur, Barauni, and Dhanbad. The program is designed to bridge the skill gap and provide vocational training that will enhance employability and support the growth of HURL and the wider fertilizer industry. This partnership is crucial to ensuring that our workforce remains competitive and adaptable to future technological advancements. 

What is your vision for HURL in the next five years? 

Over the next five years, HURL aims to be a leader in India’s fertilizer industry, known for its commitment to sustainability, innovation, and reducing import dependency. Our focus will be on increasing capacity, integrating green practices, and supporting balanced fertilizer use in line with PM-PRANAM. HURL will work to become a key player in sustainable agricultural growth while continuing to innovate in both production and distribution, ultimately benefiting farmers, communities, and the environment. 

Would you like to add anything from your side? 

At HURL, we see our growth not just as a company but as a vital part of India's journey toward agricultural sustainability and self-reliance. As we embrace the future, we remain committed to driving positive change through technology, sustainability, and partnerships that empower farmers and local communities. By focusing on balanced fertilizer use, environmental responsibility, and continuous innovation, we will contribute to the nation’s agricultural resilience and help build a greener, more prosperous India.

August 06, 2025

Emerging trends in the chemical distribution segment?  

The chemical distribution industry is evolving along two major trends. First, we see a shift from commodity-based sales to high-value specialities. The market is moving away from low-margin commodity sales towards high-value, specialised products. Customers today expect more than just a supplier. They seek partners who can provide quality, service, digitalisation, and value-added solutions. Distributors are no longer just intermediaries; they play a vital role in helping customers scale, innovate, and improve efficiency. 

Principals are also raising their expectations, selecting distribution partners who can support innovation through product development and co-creation. Sustainability is another decisive factor, with principals looking for distributors who align with their ESG goals and drive sustainable growth across the supply chain. 

The second key trend is consolidation. Larger players are acquiring regional distributors to strengthen their market position, improve efficiencies, and offer a broader range of solutions. This consolidation helps address the challenges of shifting from commodity sales to high-value specialities, ensuring distributors can meet increasing customer and principal expectations. 

In this evolving landscape, distributors must go beyond transactions and become value chain enablers. The future of chemical distribution lies in scale, innovation, digitalisation, and sustainability - ensuring long-term success for both customers and principals. 

The company has been on acquisition spree in FY 2024-25. How are these acquisitions benefiting IMCD India?  

At IMCD, our acquisitions are driven by a strategic intent: to continuously review our portfolio and identify gaps that, when addressed, enable us to offer a more complete and differentiated value proposition to our customers. We proactively scout for acquisition targets that align with our priorities, both directly and in collaboration with trusted M&A partners.

Over the last few years, we acquired five entities in India: Parkash Dyechem that increased our presence in the construction and ink segments; Tradeimpex Polymers that enhanced our presence in the automotive sector; two business lines from CJ Shah for bolstering our coatings and adhesives segment; Valuetree Ingredients for strengthening our Beauty & Personal Care business, and Signet Excipients for augmenting the Pharmaceuticals business.  

We are delighted that the talent acquired through these acquisitions plays a crucial role with IMCD and in some cases have joined the leadership team within our organisation.  

Key factors that have contributed to IMCD India's growth? 

The chemical industry has experienced a challenging period over the past couple of years, marked by market volatility, supply chain disruptions, and a shift in customer expectations. Despite this backdrop, IMCD India has delivered performance that has outpaced the broader market, reflecting our strategic focus, operational agility, and customer-centric approach. We have garnered market leadership in several key industry sectors, reinforcing our reputation as a preferred distribution partner for both customers and suppliers. 

As a company without manufacturing assets, our people and talent drive our growth. We focus on attracting and nurturing the right talent. To support this, we have launched leadership development programs in partnership with top B-schools and introduced recognition programs for high performers. Our entrepreneurial culture fosters empowerment and accountability, ensuring sustained and consistent growth. 

To support our expansion in India, we have taken measures to strengthen our supply chain. We have consolidated sampling operations into a centralised fulfilment centre that caters to all our businesses. The third party-managed facility underscores our commitment to customer-centric solutions and strengthens partnerships by ensuring quicker access to product samples. In addition, the Authorised Economic Operator (AEO) T2 accreditation strengthens our supply chain resilience and ensures greater efficiency in logistics and trade operations. 

What's your strategy to maintain/grow your market share in the India region?  

Continuous improvement, the new IMCD corporate value, is the cornerstone of all our efforts. Portfolio expansion remains a key strategic focus, achieved both organically by onboarding new principals and inorganically through mergers and acquisitions. Additionally, we emphasize operational excellence, positioning ourselves not just as a distributor but as a formulation development expert. 

Our supply chain excellence has been recognised through multiple awards in 2024, including: ‘Value-Added Distribution Service’ by the Institute of Supply Chain Management (ISCM); Recognition at Fi India Awards 2024 for outstanding practices in logistics, supply chain management, and warehousing services; and Winner in the Supply Chain Management category at the Rosefield Conference. 

By continuously optimising our supply chain, enhancing our service portfolio, and leveraging digital tools, we ensure sustained growth and a competitive edge in the Indian market. 

How has IMCD India ensured sustainability in its operations and what new initiatives are planned on the sustainability front?  

Sustainability is embedded in our operations through a multi-faceted approach such as warehouse selection, sourcing vendor screening, formulation development, operational efficiency, community engagement, and regulatory compliance. 

Warehouse selection: We have partnered with a sustainability-focused warehouse that exemplifies our commitment to greener logistics and operations. The facility includes solar power generation, green logistics through electric vehicles, wastewater treatment systems, and eco-board flooring. 

Sourcing vendor screening: Partnering with suppliers who prioritise eco-friendlier chemistry and solutions. 

Formulation development: We help customers develop prototypes using safer and more sustainable ingredients. 

Operational efficiency: We prioritise optimising energy consumption, minimising waste, and reducing our carbon footprint. For instance, we have moved to a paperless transaction system. 

Community engagement: Aligning CSR initiatives with the UN Sustainable Development Goals, particularly in education and gender equality, to create lasting social impact. 

Regulatory compliance: Recently IMCD India renewed its ISO 9001:2015 certification, assuring our customers of our service through continual improvement. Our dedicated teams from the Global Regulatory Questionnaire Center and the newly established Item Creation Centre/Master Data Management function, both of which are based in India, support regulatory standards for IMCD India as well as globally for the IMCD Group. 

In the rapidly changing and competitive market landscape, how does IMCD India stay ahead by anticipating customer needs and market trends?  

In a recently concluded survey, IMCD India achieved outstanding customer satisfaction ratings. Customers rated us with high scores for supply chain performance, reliability and trustworthiness, and ease of doing business.  

IMCD's strength lies in its ability to deliver hyper-local solutions while leveraging its global expertise. Through our application centres, we provide formulation support tailored to local market needs, helping customers innovate and optimise their products. Additionally, by leveraging deep market insights, we differentiate ourselves by offering value-driven solutions that address the specific challenges of our partners and customers. 

We actively track market trends through intelligence studies and analyses, ensuring a proactive approach. Leveraging our global network, we introduce cutting-edge solutions in India ahead of market demand. Regular engagement with customers via technical seminars, collaborative projects, and digital outreach are a few initiatives that have built our relationship with customers. 

What are the major challenges/opportunities facing the specialty chemicals industry? Suggestions to navigate through them? 

The specialty chemicals industry is navigating a complex environment shaped by both pressing challenges and emerging opportunities. Among the most immediate concerns is the Red Sea crisis, which has disrupted one of the world’s key maritime trade routes. This has resulted in longer shipping times, increased freight costs, and unpredictable delivery schedules, creating bottlenecks in the supply of critical raw materials. For a sector that relies heavily on timely imports and exports, such disruptions directly impact manufacturing timelines, working capital cycles, and customer service levels. 

In parallel, shifting global trade policies and tariffs are further complicating the operating environment. As countries reassess their trade dependencies, tariffs and counter-tariffs have introduced cost volatility and altered traditional sourcing patterns. Deglobalisation and shifting trade policies have disrupted traditional supply chains, while geopolitical developments have led to increased volatility in logistics and raw material availability. At the same time, an influx of Chinese imports into India, as manufacturers seek alternate markets, is intensifying competitive pressures and creating pricing challenges. However, domestic consumption and supply chain realignments present significant growth opportunities. The Indian chemical industry has been expanding at a CAGR of 10.5% since 2018, outpacing GDP growth.  

To thrive in this environment, companies must strike a strategic balance between localising their supply chains and leveraging India's growing importance in global value chains. Investing in digitalization, enhancing logistics resilience, co-developing sustainable solutions with partners, and nurturing technically skilled talent will be essential to remaining competitive.  

Ultimately, companies who, like IMCD, embrace innovation, agility, and collaboration will be best positioned to lead in the next phase of growth for the specialty chemicals sector. 

How is IMCD India planning to leverage digital technologies for optimizing its processes and improving overall operational performance? 

We are advancing digital capabilities through a unified global IT platform, AI-driven tools, integrated ERP, and CRM systems. Our MyIMCD platform enables customers to access technical documentation, track orders, and request samples seamlessly. By integrating supplier, customer, and third-party data, we enhance operational efficiency, reduce manual interventions, and ensure seamless digital interactions across the value chain. 

Our omnichannel distribution model, which includes our 24/7 e-commerce portal MyIMCD and Customer Care 360 support service, ensures we offer a seamless customer experience across all interaction points. These platforms have further enhanced flexibility and accessibility, contributing to high customer satisfaction and loyalty. 

IMCD India has recently inaugurated a new Sample Fulfilment Centre near Mumbai for diverse business segments. How will this Centre help in enhancing efficiency and effectiveness of its operations?   

We indeed recently inaugurated IMCD India’s dedicated Sample Fulfilment Centre near Mumbai, established through a strategic third-party partnership. This initiative underscores our commitment to commercial and operational excellence while significantly elevating the customer experience. Serving across all our business segments, the Centre plays a pivotal role in streamlining our sampling process. By consolidating all sampling operations into a centralised location, we are now equipped to handle large volumes with greater efficiency, improved accuracy, and faster response times. This third-party-managed facility reflects our focus on delivering innovative, customer-centric solutions and reinforces our commitment to strengthening partnerships across the value chain, while maintaining an asset-light model that allows greater flexibility. It is a key enabler of our growth strategy, supporting scale, consistency, and agility in meeting customer needs across India’s dynamic and expanding market landscape. 

Where does India stand in IMCD's global scheme of things? How do you see the growth trends from India? 

As one of the largest and most promising emerging economies, India offers immense opportunities for value creation across a broad spectrum of industries from life sciences to industrial. India presents immense opportunities for growth, driven by industrialisation, regulatory advancements, and evolving customer needs.  

Our mantra for growth in India is centred on combining deep local knowledge with global expertise to deliver tailor-made, technically driven solutions. By leveraging our extensive distribution network, formulation labs, market insights, and highly skilled teams, we are building long-term partnerships that go beyond distribution. With continued investments in talent, digitalisation, supply chain infrastructure, and strategic acquisitions, we are well-positioned to capitalize on India’s momentum and drive sustained, scalable growth in the specialty chemicals space for years to come. Our growth is supported by an expanding customer and principal base.  

IMCD India has received Authorized Economic Operator (AEO) L2 status. How will this status help the company in the long run?                 

IMCD India has received AEO Level 2 status, following a comprehensive evaluation process and thorough inspection of our premises by the authorities. This recognition is a significant milestone in our journey towards operational excellence. The AEO L2 status enables us to serve our customers more efficiently by facilitating expedited customs clearance, reducing physical inspections, ensuring faster release of shipments, and enhancing overall supply chain security. It also strengthens our ability to mitigate risks and respond with greater agility in a dynamic trade environment. This achievement is one of the many steps in our ongoing commitment to customer centricity, enhancing reliability, responsiveness, and resilience across our logistics operations to deliver superior value to our partners. 

Where do you see IMCD India 5 years down the line? 

Five years down the line, we envision IMCD India as a leading force in the specialty chemicals space, recognized not just as a distributor, but as a true value-adding partner for all our stakeholders. Our goal is to deliver meaningful impact across the value chain. Our commitment to sustainability, digital transformation, and operational excellence will continue to shape our long-term success, positioning us at the forefront of India’s dynamic and evolving specialty chemicals market. With a focus on talent, customer-centricity, and strategic expansion, we are building a future-ready organization equipped to lead and grow with confidence.

August 04, 2025

What is the core mission of Dangerous Goods Management India (DGMI) in ensuring safety and compliance in the transportation of hazardous materials? 

Our approach is centered on delivering defect-free services while maintaining competitive pricing, positioning ourselves as the most reliable service provider in the hazardous goods sector. We take a proactive, people-driven approach to customer service, with a team that is fully dedicated to ensuring quality and efficiency in every aspect of our operations. 

We aim to foster collaboration to promote trade and act as trusted advisors, not just to our customers and partners, but also to regulatory authorities. Our expansion strategy is carefully managed to ensure our commitment to providing quality services, while ensuring seamless continuity for our clients.

Ultimately, we believe that success is not something we take for granted; it must be earned. We maintain success through constant dedication, innovation, and continuous investment in both our people and systems to ensure we are always improving and meeting the evolving needs of the industry. 

India’s chemical sector is a significant contributor to GDP. How does DGMI address the unique risks associated with transporting dangerous goods in this market? 

We take a thoughtful and consultative approach to the market, rather than employing a blind, aggressive sales strategy. Initially, our focus was solely on providing compliance services—such as packing, marking, labeling, and preparing Dangerous Goods declarations—catering to a critical need within the DG transportation sector. This was not only our core competency but also a significant pain point for many businesses in the industry. To ensure the highest level of service, we made it a priority to thoroughly train every member of our team before they were entrusted with handling shipments. Establishing our own DG Training Institute has proven to be a significant advantage. However, we also identified considerable gaps in the industry's understanding of regulatory requirements. To address this, we began collaborating with industry bodies like Indian Chemical Council (ICC) and CHEMEXCIL hosting webinars throughout the year to raise awareness about various aspects of Dangerous Goods transportation. Through these efforts, we recognized that promoting understanding of the regulations is just as essential as ordering compliance services. 

DGMI offers training in dangerous goods regulations. How do you ensure your programs remain cutting-edge and relevant to industry needs? 

Our biggest advantage in training is the hands-on experience our instructors bring. Together, they have over 50 years of experience in air cargo, logistics, and the chemical industry. Our training programs strictly follow regulatory requirements. To enhance it further, we have introduced innovations like real-time quizzes through Mentimeter to engage participants during sessions. Currently, we are developing a learning management system that combines classroom training with online microlearning modules, enhancing knowledge retention. We also intend to use this system to track participants' learning progress, as DG training is a continuous journey—recurrent training is required every two years. 

How do you navigate the complexities of regulatory frameworks like the IMDG Code and ICAO TI, and what role does DGMI play in shaping industry standards? 

IMDG and ICAO Technical Instructions are not just regulatory frameworks. They represent the global standard for the safe transportation of dangerous goods. If universally followed, they ensure that the fundamental objective of safety in DG transport is fully achieved. 

At DGM India, we actively promote awareness and adherence to these regulations through various initiatives. We conduct free public webinars in collaboration with industry bodies, particularly CHEMEXCIL, to educate stakeholders across the supply chain. Additionally, I regularly participate as a speaker at national and international conferences to advocate for best practices and compliance in DG handling. Our advertisements and outreach efforts further reinforce the importance of regulatory compliance and the adoption of robust safety management principles when dealing with hazardous materials. Raising awareness and building a safety-first mindset is a continuous effort we are deeply committed to.  

With safety being paramount, what measures does DGMI take to mitigate risks during the transportation of hazardous materials by air and sea? 

At DGMI, our core philosophy for mitigating risk is rooted in one word: packaging. Packaging is the first and most critical line of defense. All modal regulations emphasize the use of standard UN specification-tested packaging for the safe transport of dangerous goods. We not only ensure that we use the correct packaging ourselves, but we also hold our customers to the same standard. A properly packaged shipment can be the key difference between a routine transit and a potential safety incident.  

Beyond packaging, we strictly enforce the application of accurate hazard markings and labelling on all packages and containers, as required by regulation. The final piece of the puzzle is documentation— specifically, the Shipper’s Declaration for Dangerous Goods. We believe in zero compromise when it comes to compliance. In DG transportation, there are no half measures—you're either fully compliant or you're not. And we ensure that every shipment we handle meets the full compliance requirements, every single time. 

Piracy and security threats are concerns in global shipping. How do you address these risks, particularly in the Indian context? Dangerous goods transportation is highly regulated. What are the biggest challenges in ensuring compliance with national and international standards in India? 

The biggest challenge we face in ensuring compliance is the quality and consistency of trained personnel at the acceptance check points, particularly in air cargo complexes. Earlier, this function was handled by airline staff who were thoroughly trained in Dangerous Goods regulations. However, with the outsourcing of cargo handling to third-party terminal operators, we now see inconsistent interpretations of the rules. At times, partially trained staff, when questioned or corrected on specific regulatory points, tend to respond defensively—often rejecting shipments on questionable grounds thereafter. 

Let me illustrate with an example: In the case of radioactive materials, packages weighing over 50 kg are required to display the "permissible gross mass." This figure represents the maximum allowable total weight (including both the packaging and the radioactive content) that the package has been tested and approved for, as per IAEA and IATA DGR standards. If a package is marked with a permissible gross mass of 190 kg, that simply means it must not exceed 190 kg— not that it must weigh exactly 190 kg. Yet, we’ve had instances where staff have rejected shipments solely because the actual weight was less than the permissible limit—a clear misunderstanding of the regulation.  

A similar challenge exists in ocean freight. The Shipper’s Declaration for Dangerous Goods, mandated by the IMDG Code, has a specified format and sequence that must be followed. It clearly outlines what information is required—and what is not. For example, details about inner packaging in combination packs are often unnecessary. Despite this, some shipping lines continue to insist on outdated formats and irrelevant data, which creates confusion among logistics staff who have been trained to follow the current, correct procedures. So, while we invest significant effort in training people to understand and apply the right standards, they often find themselves caught between compliance and legacy expectations from other stakeholders. 

How is DGMI preparing for emerging trends such as sustainability and digitalization in logistics and dangerous goods? 

We are actively working towards incorporating sustainable materials into our packaging operations. However, the cost factor remains a significant challenge, as many customers are still reluctant to pay a premium for environmentally friendly alternatives. That said, we’ve made strong progress in digitization. Our IT systems are equipped to generate digital shipper’s declarations, which we can transmit directly to airlines and shipping lines—streamlining documentation and reducing paper use. Additionally, one of our top priorities is to ensure that all packages are handled in a way that prevents any damage or leakage of dangerous goods. I’m proud to say we have a strong track record on that front, with minimal incidents over the years.  

Where do you see DGMI in the next five years, especially with the growing demand for safe hazardous materials transportation? 

Our goal is to establish a dedicated DG handling warehouse that will serve as a central hub for the long-term storage of dangerous goods, as well as for managing DG cargo related to ocean freight EXIM operations. We are actively exploring leasing opportunities for such a facility, either as a standalone venture or through strategic partnerships with interested parties. 

What advice would you give to young professionals aspiring to build a career in dangerous goods management or logistics in India? 

Handling, storing, and transporting dangerous goods—be it chemicals, explosives, or radioactive materials—demands precision, a deep sense of responsibility, and strict compliance. It’s a high-stakes field where safety and environmental impact are always on the line. To build a career in this space, mastering regulatory compliance is essential, and that begins with pursuing the right certifications. Courses like the IATA DGR and IMDG Code are Foundational; they’re not one-time qualifications but continuing education programs that keep you updated with evolving global standards. If you're looking to deepen your expertise, consider specialized international certifications offered by the Institute of Hazardous Materials Management (IHMM) in the US. Programs such as the Certified Professional in Dangerous Goods Management or Certified Hazardous Materials Manager/Practitioner carry strong global recognition. Even broader safety management certifications like NEBOSH, while challenging, open doors to career paths in industrial and environmental safety. 

That said, there’s no substitute for hands-on experience. Work with a couple of solid companies in the chemical or logistics sectors and gain ground-up exposure to every facet of the job. Learn the ropes thoroughly before thinking of your next move. This is a field that’s constantly evolving and gaining relevance worldwide. In fact, it won’t be long before every organization involved in DG transport, especially by road, is required to have a dedicated safety advisor on board. While this mandate currently applies in Europe under the ADR (European Agreement concerning the International Carriage of Dangerous Goods by Road), India is a signatory to the IRU and will likely adopt similar norms soon. However, ADR-certified courses are currently only offered in Europe, making them a valuable addition for those thinking long-term.

August 02, 2025

What motivated rebranding from Sajjan India to Cohizon Life Sciences? How does this align with the company's strategic objectives and future vision?  

Cohizon Life Sciences' rebranding signifies a strategic shift towards enhanced customer centric approach, research & development, sustainability through continuous improvements, developing new chemistry platforms, and diversification & expansion of customer base in specialty chemicals industry segment. The company aims to be a leading Contract Development and Manufacturing Organization (CDMO) partner through responsive solutions, pioneering R&D, digital transformation, and sustainable practices, while empowering its workforce. This aligns with their vision of creating sustainable value for all stakeholders. 

How has Cohizon Life Sciences' performed in FY 2024-25? What factors have driven the company's growth including product categories or market segments that contributed most?  

The chemical industry is facing a tough time in terms of the revenue prospect. Our significant amount of revenue comes from the agrochemical sector which has seen inventory issues and pricing competition from China. This has resulted in muted growth and has impacted our revenue. While we have maintained sales volumes year-over-year, we are subsequently working on our strategic offerings and initiating new projects. In this challenging period, our focus has been on continuous improvement and ensuring that we have maintained our wallet shares with all our key customers. 

Key business initiatives launched by Cohizon Life Sciences in FY 2024-25? How do these initiatives align with the company's long-term growth strategy?  

Aligned with our growth strategy, the focus is on continuous improvement and cost reduction. We have initiated an internal drive “Lakshya” across the company using lean & six sigma tools and techniques along with digital interventions in our key processes at manufacturing and other functions. We have significantly enhanced our approach towards customer connects and using key account management with the support of structured program management to provide enhanced experience for our customers. We are also focusing on diversifying our product portfolio and customer base to unlock new revenue streams. 

Total Capex allocated for FY 2024-25? Which key areas received the most significant investments? Any major facility expansions, plant modernizations, and greenfield projects planned or completed this year?  

During FY22-24 we have spent more than Rs. 800 crore capital investment to build world class capacity of vapor phase chlorination and fluorination facility at Ankaleshwar along with a state-of-the-art R&D facility at Navi Mumbai. We are also making significant investments in upgrading our safety and environment standards. For FY 2024-25, we have allocated Rs. 200 crore in augmenting capacities, pilot plants, and infrastructure. 

How much Capex has been dedicated to research and development? Are there any notable projects in the pipeline? 

Amongst our growth pillar, one of the important pillars is identifying new products and R&D plays a major role in identifying it. Over the past two years, we have focused and invested significantly in setting up a state-of-the-art R&D Facility at Navi Mumbai as well. We are also planning to construct a pilot plant at Ankleshwar to accelerate product development. 

Any significant product launches or service expansions in FY 2024-25? What gaps are you addressing? 

In FY 2024-25, Cohizon Life Sciences invested in an R&D Facility which is focused on providing cost-effective, scalable, and safe process development for agrochemical innovators. We had identified a clear gap: while companies excel at molecule discovery, they often lack in-house expertise for an efficient lab and kilo lab scale-up. Our new center will directly address this, helping them bring their innovations to market faster. 

What are the key digital transformation initiatives currently underway at Cohizon, and how do they align with the company's broader strategic goals?  

Cohizon's digital transformation focuses on efficiency and growth. We are implementing AI for yield optimization at our plants, a CRM for sales insights, a SaaS travel & expense solution, and a digital procure-to-pay process. These initiatives are critical to achieving our strategic goals of operational excellence, sales expansion, cost-effectiveness, and regulatory adherence. 

Specific sustainability initiatives that Cohizon has implemented in FY 2024-25 to reduce its environmental footprint, particularly waste management and emission reductions? What's your plan for FY 2025-26? 

As a responsible organization, our strategic focus comprises water, waste, carbon, and energy management. In FY 2024-25, we prioritized water and energy conservation. To reduce water usage, we conducted internal audits and implemented conservation measures, resulting in significant reductions. Looking ahead to FY 2025-26, we have secured a hybrid renewable energy agreement (wind and solar), which will significantly decrease our emissions. 

How does Cohizon's leadership foster a culture of innovation and sustainability within the organization and what initiatives are in place to empower employees in these areas?  

Cohizon Life Sciences' leadership prioritizes innovation and sustainability through transparent practices, aligning with UN SDGs and Responsible Care principles. Employee empowerment is fostered through the Cohizon Academy of Excellence, promoting continuous learning, and an inclusive workplace that emphasizes open communication, diversity, and equal opportunities. These initiatives ensure the company's position as an industry leader in both innovation and sustainable practices. 

Cohizon's CSR efforts concentrate on health, education, upskilling, environmental sustainability, and disaster response, benefiting over 200 villages in Surat and Ankleshwar. Insights into flagship CSR projects undertaken by Cohizon and their impact on the communities served?  

Cohizon's CSR initiatives prioritize health, education, environmental sustainability, and disaster response. In our commitment to improving healthcare access, we partnered with the J.B. Mody Cancer Centre in Ankleshwar to expand their cancer OPD facility. Additionally, our collaboration with the AgaKhan Rural Development Support Program resulted in the implementation of various eco-friendly and community-strengthening projects, including tree planting, water harvesting, biogas units, and solar pump installations. 

Would you like to add anything from your side?  

As an organization, we are committed to strengthening our relationships with customers through the implementation of continuous improvement initiatives focused on cost efficiency and sustainability. This commitment has provided us with greater resilience compared to previous years and has paved the way for future collaboration with our customers to drive business growth. Our people continue to be at the core of our strategies. To reinforce our dedication to fostering a positive and inclusive workplace, we will continue to invest in skill development and embrace diversity and inclusion as key elements of our organization.

July 31, 2025

How has the Crop Protection Business of Godrej Agrovet Ltd. performed so far in FY2024-25? 

The Crop Protection Business delivered modest growth in FY 2024-25, despite challenges like erratic monsoons and shifts in farmer sentiment. Strong pricing gains, particularly in the vegetable segment, drove top line growth, though overall performance fell short of internal projections. Profitability remained resilient, supported by a favorable product mix and strategic initiatives such as targeted customer programs and enhanced channel engagement. As we close the fiscal year, we expect continued momentum in herbicides and differentiated offerings, particularly in cotton and horticulture. These efforts position us for accelerated growth in FY 2025-26. 

What’s your outlook for the coming year? 

The coming year looks promising, driven by early forecasts of a normal monsoon and favorable commodity trends, particularly in cotton. We anticipate strong growth in cotton, seed production, and new crop segments like maize and rice, supported by stable sowing patterns and improved farmer confidence. The launch of Ashitaka, our innovative maize herbicide, will be a key milestone, enhancing our portfolio in expanding maize cultivation regions. With a focus on innovation, channel efficiency, and sustainable solutions, we aim to deliver improved performance and create long-term value in FY 2025-26. 

Are new products mainly chemical-based, or is there a mix of chemical and biological solutions? 

Our product pipeline focuses on chemical-based solutions, offering reliable and broad-spectrum crop protection. However, we are increasingly investing in sustainable options, combining the strengths of chemical and biological technologies. Through our partnership with Provivi, we are co-developing residue-free Integrated Pest Management (IPM) solutions. These efforts are expected to grow our biological offerings, particularly in high-value and export-sensitive crops, aligning with global sustainability standards. 

Can you elaborate on your drone-based pest control solutions and Integrated Pest Management (IPM)? 

Our IPM strategy integrates chemical and biological solutions, cultural practices, and precision technologies to reduce reliance on broad-spectrum sprays. Collaborations with innovation-driven partners are helping us develop holistic solutions for crops like rice and corn, with early trials showing promising results. In drone-based applications, we are focusing on precision pest control for crops like cotton, maize, and paddy. These initiatives ensure efficient product usage, reduced labor dependency, and better coverage, enhancing crop health while supporting sustainable practices. 

What will be the cost of these new products? 

Pricing for our upcoming IPM solutions will depend on field trial results and regulatory validations. Designed to complement conventional products, these solutions aim to reduce chemical sprays, lower input costs, and enhance crop health. Our focus remains on affordability and scalability to ensure accessibility for both large and smallholder farmers. These solutions will balance innovation and cost-efficiency, improving farm profitability and environmental sustainability. 

Which crops are your biological products targeting? 

Our biological solutions currently focus on rice and corn, two of India’s most widely cultivated crops. For rice, we aim to reduce chemical dependency while maintaining high pest control efficacy, benefiting residue-sensitive markets. In corn, we target pests like fall armyworm, integrating these solutions into IPM frameworks to support ecological balance and long-term soil health. Field trials for both crops are in advanced stages, with early results indicating cost-effective, environmentally friendly solutions. 

How are digital platforms enhancing farmer training? 

Our platforms like Hello Godrej and Digi News provide real-time advisory, training, and awareness tools. To date, Digi News has trained over six lakh farmers with easy-to-understand content on crop management and sustainable practices. We are set to launch the Sankalp app, which will serve as a one-stop platform for product information, order placements, and loyalty programs, deepening engagement with farmers and retailers. These initiatives empower farmers with knowledge and tools to boost productivity and adopt sustainable farming practices. 

How is satellite data being integrated into these platforms? 

Satellite data integration enhances our digital platforms with real-time, location-specific crop insights. This supports precision recommendations for pest management, irrigation, and nutrient application, mitigating risks tied to weather variability. Additionally, satellite-based tools track acreage, crop stress, and harvest progress, offering better pricing forecasts and demand planning. These insights promote efficiency, transparency, and financial inclusion across the agri-value chain. 

What is your company’s role in the pesticide industry? 

Godrej Agrovet is a significant player in India’s pesticide industry, offering a diverse portfolio of insecticides, herbicides, fungicides, and plant growth regulators. Our subsidiary, Astec LifeSciences, strengthens our B2B presence with its expertise in contract development and manufacturing, supplying globally recognized agrochemical solutions. Through international collaborations, we bring advanced technologies to Indian farmers while expanding our footprint in export markets. Our vision is to combine domestic leadership with global competitiveness, driven by innovation and sustainability. 

What unique value does your company offer to multinational partners, especially Japanese firms? 

Godrej Agrovet offers an end-to-end partnership model, spanning product development, regulatory support, and commercialization. With strong brand equity, a robust distribution network, and advanced R&D capabilities, we enable rapid market entry and localized adaptation for international agrochemical companies. Collaborations with Japanese firms have resulted in differentiated crop protection products for Indian farmers, and we continue to explore alliances to bring innovative, sustainable solutions to both domestic and global markets. 

Can you outline your distribution strategy in India? 

Our distribution network, built over 27 years, includes 9,000+ distributors and 30,000+ retailers, ensuring timely product availability across India. The Godrej Sankalp program digitizes supply chain operations, enhancing transparency and efficiency. Regional strategies and digital platforms like Hello Godrej strengthen farmer trust and improve product adoption. Looking ahead, we aim to further integrate data-driven insights and build a farmer-centric retail ecosystem. 

How do you combat counterfeit products?

To protect product integrity, we use QR-coded packaging for traceability, enabling instant verification. A dedicated task force identifies counterfeit activities and collaborates with authorities to eliminate them. Awareness campaigns and training for farmers and channel partners further ensure only authentic solutions reach the market, safeguarding farmer livelihoods and trust. 

How is Godrej Agrovet expanding its market presence? 

Our expansion strategy focuses on innovation, global collaborations, and digital transformation. With a robust R&D pipeline and collaborations with global leaders, we bring advanced, localized solutions to farmers. Digital platforms like Digi News and Sankalp enhance engagement and accessibility, while targeted regional strategies support penetration into new crop segments like maize, rice, and horticulture. By focusing on sustainability and cost-effective solutions, we aim to transform Indian agriculture into a more resilient and efficient ecosystem. 

Have there been any recent changes in distribution strategies? 

We have enhanced our distribution model with digital tools like the Godrej Sankalp platform, improving supply chain transparency and efficiency. Tailored regional strategies and data-driven insights help channel partners optimize stocking and respond to seasonal demand. These changes make distribution a strategic enabler of growth and farmer connectivity. 

What role does in-licensing model play in your growth? 

The in-licensing model enables us to rapidly expand our portfolio with innovative technologies from global partners. It complements our R&D efforts, diversifying our pipeline with high-value products that address emerging pest challenges. Strong partnerships with global innovators ensure successful localization and adoption of these solutions, reducing R&D risks and accelerating timelines. 

How do you balance patented and off-patent products? 

Our portfolio combines patented innovations and off-patent products to deliver cost-effective, comprehensive solutions. Patented molecules address critical pest challenges, while off-patent products provide affordability and scalability in price-sensitive markets. This balance ensures adaptability to market needs and supports sustainable agricultural practices. 

What’s the long-term vision for agrochemical division? 

We aim to become one of India’s top 10 agrochemical companies within five years, focusing on innovation, sustainability, and farmer-centric solutions. Digital platforms, global collaborations, and advanced R&D will drive our growth, while sustainability initiatives like IPM and biological products will enhance resilience and environmental stewardship. 

How does CSR fit into your strategy? 

Our CSR initiatives align with sustainability and rural empowerment, promoting pollination programs, IPM education, and climate-smart farming. By enhancing livelihoods and resilience, we foster inclusive growth while contributing to the well-being of farming communities. 

How does Godrej engage with local communities? 

We empower farmers with knowledge and tools to adopt sustainable practices through initiatives like Hello Godrej and Digi News. Our focus includes soil health, biological alternatives, and innovative methods like drone-based crop protection. Collaborations with farmer organizations and NGOs ensure alignment with broader rural development goals, building lasting relationships with local communities. 

What’s your outlook on India’s agrochemical market? 

India’s agrochemical market is poised for significant growth, driven by evolving farming practices and the demand for food security. Key crops like cotton, rice, and maize offer opportunities for advanced and sustainable solutions. With low per-acre pesticide use, there is room for innovation and growth, supported by digital advancements and improved infrastructure. This positions India as a critical player in global agriculture.