logo
After Sanjay Kapur's death, company takes BIG decision, starts preparations to double…, appoints new…

After Sanjay Kapur's death, company takes BIG decision, starts preparations to double…, appoints new…

India.com2 days ago

Auto parts manufacturer Sona Comstar plans to diversify its operations after rising geopolitical tensions in the West and wants to double its revenue share from markets like Japan, China, and India to 50%. To reduce risks associated with Western geopolitical tensions, Sona Comstar is strategically diversifying its operations, targeting a 50:50 revenue split between Eastern and Western markets.
The company is focused on doubling its revenue from markets like Japan, China, and India. Sona Comstar Appointed New Chairperson
Auto component company Sona Comstar on Monday appointed Jeffrey Mark Overly as the new Chairperson, days after the untimely demise of Sunjay Kapur.
Jeffrey Mark Overly, is an Independent Director of the Company, since February 12, 2021 and his re-appointment as the Independent Director is approved by the Board in their meeting held on April 30, 2025, for the second term of 5 consecutive years, till 11th February, 2031, which is subject to approval of shareholder in the ensuing AGM of the Company.
'Overly has been on the board of the Company for almost 5 years now and has an excellent attendance record all (100 per cent) the Board and Committees meetings held during his tenure, contributing significantly to the deliberations and decision making of the Board and its committees, despite being in a different time zone,' the company informed stock exchanges. Sunjay Kapur As Chairman Emeritus
Further, in recognition of his unparalleled contributions and enduring impact, the Board of Directors unanimously designated Late Sunjay Kapur as Chairman Emeritus of the Company.
The Board of Directors, on the recommendation of the Nomination and Remuneration Committee (NRC), also approved the appointment of Priya Sachdev Kapur — Sunjay Kapur's wife — as an Additional Non-Executive Director of the Company, subject to approval of the shareholders of the Company.
The Board expressed grief over the untimely passing of Sunjay Kapur, Non Executive Chairman.
'The visionary leadership, unwavering commitment and exemplary guidance of Mr Kapur has left an indelible mark on the Board and Company. Throughout his tenure, Mr Kapur was instrumental in steering the Company through significant milestones. His strategic insights and ethical values served as the foundation of corporate governance and set the course for sustained growth and innovation for the Company,' the company noted.
(With Inputs From ANI)

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

World Logistics Day: Outside metro cities, green logistics struggles to gain speed, ET Infra
World Logistics Day: Outside metro cities, green logistics struggles to gain speed, ET Infra

Time of India

time4 hours ago

  • Time of India

World Logistics Day: Outside metro cities, green logistics struggles to gain speed, ET Infra

Advt Advt City models don't scale—Yet Intent needs to match pragmatism By , ETInfra Last-mile deliveries now contribute up to 40 per cent of city transport emissions—a twin burden on both business margins and urban air quality. As pressure mounts from regulators, investors, and consumers, India's logistics sector is being forced to rethink how goods move through its response, metro hubs like Delhi, Mumbai, Hyderabad, and Bengaluru are becoming live testbeds for green logistics —where cleaner fuels, denser delivery networks, and return-to-base routes make sustainable solutions both feasible and the heart of this shift is the growing adoption of Compressed Natural Gas (CNG) and Electric Vehicles (EVs) for last-mile operationsOne workaround gaining traction is a two-tier logistics model , already operational in Delhi. It involves using diesel trucks for long-haul transport to the city outskirts, followed by green vehicles for the last-mile leg."You often see large trucks stopping at the outskirts, and then goods are transferred to smaller CNG vehicles or even Boleros for the final leg into the city. This kind of last-mile movement works well because it fits into a return-to-base model. This two-tier logistics model ensures operational efficiency while also reducing emissions within city limits," says Sarthak Elwadhi, founder of model is already scaling within urban networks—where both infrastructure and emission goals converge. As per Grant Thornton's findings, last-mile delivery is a natural starting point for decarbonisation with electrification expected to power 30 per cent of all last-mile deliveries by a trend Prediman Koul, CEO of Jeena & Company is already seeing firsthand, "Our partnership with Tata Motors to convert our last-mile delivery fleet to electric vehicles has been successful in cities like Hyderabad, Bengaluru, Mumbai, Delhi, and Ahmedabad. We have successfully converted 25 per cent of our last-mile delivery fleet to EVs.'While green logistics solutions are proving effective in urban centres, scaling these models nationwide presents a significant logistical and financial puzzle as its adoption faces high initial cost."When it comes to longer hauls, CNG and EVs haven't gained the same traction," explains Elwadhi. "When we talk about transitioning to a green fleet—whether that's EVs or LNG vehicles—the initial investment is significantly higher compared to conventional diesel trucks.'As per the Grant Thornton's Freight Forward report, only about one-third of India's heavy-duty truck fleet is expected to shift to LNG over the next 5–7 years. The lack of charging and LNG refueling stations on highways remains another major for companies committed to sustainability, the shift is slow and cautious. "It is always tough to move from the status quo, especially for businesses and large supply-chain-led operations like ours. A simple change can shake up the ecosystem; however, we are conscious that we are preparing for our future today," says investor appetite for sustainable logistics is rising sharply—private equity investments jumped 300 per cent in Q2 2025, especially into urban, EV-led models. Yet, this financial momentum hasn't been matched by policy or infrastructure take green logistics beyond city limits, the sector needs more than green financing, targeted subsidies, and infrastructure investments—especially for charging and refueling along long-haul routes—will be crucial. So will regulatory nudges, like mandating green freight quotas for large manufacturers or offering incentives such as priority access for low-emission Elwadhi notes, 'Unless there are clear business advantages, it's tough to make that change.'Collaboration across the ecosystem—from shippers and fleet owners to digital platforms and policymakers—is essential to make sustainability economically viable.

Goldman ICBC Wealth JV CEO Leaves Amid Growth Pains, Competition
Goldman ICBC Wealth JV CEO Leaves Amid Growth Pains, Competition

Mint

time4 hours ago

  • Mint

Goldman ICBC Wealth JV CEO Leaves Amid Growth Pains, Competition

(Bloomberg) -- Goldman Sachs Group Inc.'s top executive at its wealth venture with China's biggest bank has resigned, people familiar with the matter said, as foreign firms struggle to gain a foothold in the country's asset management market amid deepening economic strains. Alex Wang, chief executive officer of Goldman Sachs ICBC Wealth Management, is leaving after almost 15 years at Goldman's asset management affiliate in China, the people said, asking not to be identified because the matter isn't public. He is in discussions to join Nomura Holdings Inc. with a similar title to run its securities business, the people said, asking not to be identified. Goldman will replace Wang with Zhang Yumeng, who took up a job as managing director at investment research firm Morningstar Inc. in January, one of the people said. He was formerly head of China at Legal & General Group, having also worked at Ping An Asset Management and Mercer International. Goldman Sachs' spokeswoman in Hong Kong declined to comment. Wang, who was also previously head of private wealth management in China onshore at Gao Hua Securities Co., didn't respond to requests for comment. Zhang and Industrial & Commercial Bank of China Ltd. couldn't be reached for comment outside business hours. Wang's departure comes three years after Goldman's 51%-owned venture was allowed to roll out wealth management services in 2022. Although the tie-up with ICBC will aid product distribution on the mainland, it remains unclear how much it will overlap or compete with the Chinese lender's own wealth management unit, one of the people said. Global firms have launched wholly-owned fund management units in China, but scaling up has proved difficult amid a sluggish stock market and intense competition from powerful domestic players that offer tailored, lower-cost products. Western firms may find it challenging to match the deep-rooted networks and regulatory rapport that the local incumbents have enjoyed, while a regulatory push to lower management fees has further squeezed margins. New York-based Goldman's China wealth push was built on expectations of rising demand from a growing affluent class. It previously estimated Chinese households will have 450 trillion yuan ($63 trillion) in investable assets by 2030, with around 60% flowing into non-deposit products such as securities, mutual funds, and bank wealth management, according to a 2021 announcement when it established the venture with ICBC. But demand has waned as consumers hoard cash amid a prolonged property slump and mounting US–China tensions, sharply curbing investment appetite. Meanwhile, Nomura has scaled back its original focus on China wealth, cutting staffing by about two-thirds in the business over the past two years to prioritize an expansion in brokerage and asset management in the world's second largest economy, people familiar said earlier. The Tokyo-based firm has been seeking a new chief executive officer for its securities business in China for months as its joint venture faces pressure to revive its performance after posting losses every year since it was formed in 2019. While it was confident that its expertise of catering to rich Japanese would help give it an edge in China, its wealth business push has teetered under President Xi Jinping's 'common prosperity' drive, a slowing economy and stiff competition. Rival UBS Group AG last year also postponed plans to build its own mutual fund business in China due to the large capital commitment and a dim profit outlook, people familiar with the matter have said. The bank had been contemplating a stand-alone fund platform after China lifted foreign ownership restrictions in 2020. More stories like this are available on

India's chicken craze takes wing as Gen Z, millennials drive unprecedented surge in demand
India's chicken craze takes wing as Gen Z, millennials drive unprecedented surge in demand

Time of India

time7 hours ago

  • Time of India

India's chicken craze takes wing as Gen Z, millennials drive unprecedented surge in demand

It's not every day that you catch the chief executive of an Rs 8,000 crore restaurant empire spending his morning hunting for… chicken wings. Yet that's exactly what Sameer Khetarpal , CEO of Jubilant FoodWorks , the company that runs the pizza chain Domino's in India, has been doing of late. A sudden demand surge for chicken wings has caught the company off guard, sending its CEO scrambling to secure enough meat and forcing him to ration supplies. 'I spend every Monday morning with my sourcing team to source chicken wings because we are constrained on supply of chicken wings,' Khetarpal told analysts during an earnings call last month. 'So we had to ration chicken wings and, in fact, stop the business in North and West to serve South and East (which are larger non-veg markets),' he said. The shortage stems from the unexpectedly demand the company is seeing for its new fried-chicken menu. The Jubilant CEO said he never expected the February launch of the new menu would 'exceed expectations', calling it a Rs 1,000 crore business potential segment. Across the restaurant industry, a similar trend is emerging. Chicken legs are losing flavour among younger consumers. Gen Z and Millennials are gorging on chicken wings and fried chicken, driving an unprecedented demand for the meat, says restaurant chains and the fresh meat industry. The demand surge comes as relief for restaurant industry that has been grappling with consumers cutting back on eating out for eight quarters. But the demand has outstripped supplies for now. 'Wings have become a go-to choice for group occasions, party orders, and OTT binging. They're easy to eat, easy to share, and low-commitment—fitting perfectly into India's growing 'snackification' trend, where consumers prefer multiple smaller, tasty meals over one heavy main,' says Kapil Grover, group chief marketing and digital officer, Restaurant Brands Asia that owns Burger King in India. Chicken legs, on the other hand, are finding themselves in a tough spot. Despite being meatier, they don't feel as juicy nor do they pack the crispy, dip-friendly punch of wings, industry executives said. They're also costlier per serving. Global influences are also frying up the demand. There's a lot of Western and South Korean cultural influence on younger consumers, many of whom find pairing fried chicken and wings with beer or gin trendy. Grover said the rise of Korean pop culture—from K-Pop to K-Dramas—has led to a surge in Korean cuisines such as wings. To be sure, the supply shortage has not reached crisis level yet even as demand forecasts and supply plans have gone haywire for now. While some—like Domino's—are forced to ration and manage regional supplies, most have reached out to their vendors to increase supplies. Another reason for the current situation: a bird has only two wings while chicken is mostly sold as whole. The founder of a leading fresh meat ecommerce platform said 'there is a huge demand right now for wings. But if you don't need the whole bird, then how do you price the wings only?' 'How many kilos of chicken do you need to go through to get the desired number of wings?' he said, requesting anonymity. According to Euromonitor International, the market size of chicken limited restaurants defined as restaurants where the primary offering is chicken only, inclusive of dine-ins and take away, was estimated to be Rs 6,750 crore for the calendar year 2024. This market is expected to expand at a CAGR of 9% till 2029. Kabir Jeet Singh, founder, Burger Singh, said, 'It's a bit of an elitist item on the menu, as you need to sell at least six of them in one serving,' he said. Arvind RP, chief marketing officer at McDonald's India (West and South), said despite launching fried chicken during the pandemic, the category has demonstrated consistent growth especially in the South, where it has significantly boosted the average unit volumes.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store