BMW Group India appoints Hardeep Singh Brar as President, CEO
Brar succeeds Vikram Pawah who is taking charge as Chief Executive Officer of BMW Group Australia and New Zealand, the luxury automaker said in a statement.
'India is among the fastest growing markets for BMW Group and an important pillar of our long-term success strategy for the region. Hardeep Singh Brar holds vast expertise and an intricate understating of Indian automotive industry to lead this dynamic market and strengthen BMW Group's operations here,' said Jean-Philippe Parain, Senior Vice President, Region Asia-Pacific, Eastern Europe, Middle East and Africa, BMW Group.
We would like to thank Pawah for his immense contribution towards strategic growth of BMW Group India and playing a decisive role in its recent development, he added.
Brar brings more than 30 years of rich experience in Indian automotive industry, having held numerous senior management positions.
He most recently served as Senior Vice President of Sales and Marketing at Kia India.
The company said that Pawah has been with the BMW Group since 2017 and has successfully led the company's operations in both India (2017 – 2018 and 2020 – 2025) as well as Australia (2018 – 2020).
'In recent years, Pawah fixed BMW Group India's gaze on expanding market share through new opportunities and target groups, and taking electric mobility, digitalization, retail experience and customer centricity to the next level,' said the automaker.
With BMW, MINI and Motorrad, the BMW Group has its sight set firmly on the premium sector of the Indian automobile market. BMW India is a 100 per cent subsidiary of the BMW Group and is headquartered in Gurugram (National Capital Region). BMW India started operations in 2007.
MINI has successfully established itself as a premium small car brand in India since its launch in January 2012.
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The Wire
22 minutes ago
- The Wire
India Poised to Become Global Air Cargo Hub – ACFI & ASCELA Insights Chart Roadmap for 2030 in its Knowledge Paper
ACFI signs MoU with TIACA and will be signing MoU's with Government Of Madhya Pradesh and Tripura New Delhi, Delhi, India (NewsVoir) Air Cargo Forum India (ACFI) and ASCELA Insights today released the knowledge paper titled 'India's Air Cargo Horizon – Seizing Global Reroutes, Regional Dominance and Resilience', which unveils a transformative vision to position India as a global air cargo hub. The knowledge paper was released today at the 4th ACFI Annual Conclave in New Delhi. With India's air cargo volumes projected to triple to 10 million metric tonnes per annum (MTPA) by 2030, the paper highlights the sector's rapid evolution, driven by the e-commerce boom, policy momentum, greenfield infrastructure and rising demand for high-value cargo, such as pharmaceuticals and perishables. As part of the strategic roadmap for the air cargo industry, ACFI is proud to announce landmark partnership with The International Air Cargo Association (TIACA) that will significantly bolster both regional connectivity and global knowledge sharing. Also, soon ACFI will be signing MoU's with Government of Tripura and Government of Madhya Pradesh. Speaking at the launch, Mr. Sanjiv Edward, President, ACFI, said, 'The Indian air cargo sector is at a pivotal inflection point and undergoing rapid transformation. At this crucial juncture, this knowledge paper outlines the strategic roadmap until 2030, infrastructure requirements, policy reforms, and the initiatives by the air cargo industry to achieve the ambitious target of 10 MTPA of air cargo volumes set by the Ministry of Civil Aviation, Government of India. This paper has laid down a clear action plan for all stakeholders of the industry. India is uniquely positioned to redefine global cargo corridors. With bold policy reforms and strategic investments, we can build a resilient, digitised, and world-class logistics ecosystem.' Shri. Piyush Srivastava, Sr. Economic Advisor, Ministry Of Civil Aviation said, "Air infrastructure today faces key global dichotomies—demand is rapidly growing in the Eastern Hemisphere, while critical services like manufacturing and MRO remain concentrated in the West. This imbalance is bound to shift. As demand grows, supply will follow. It's not just about 'Made in India'; it's about 'Make in India'—a strategic priority for us moving forward.' He further added, "The Aviation sector is highly sensitive to global geopolitical shifts. While events like the Red Sea crisis have offered temporary advantages for the Indian air cargo system. But prolonged airspace closures over Pakistan and over three years of the ongoing Ukraine-Russia conflict, have significantly disrupted operations and increased costs. These challenges are not only unpredictable but inevitable. The only sustainable path forward lies in embracing technology, innovation, and disruption.' Speaking at the launch, Dheeraj Rastogi, Principal Commissioner Customs, Delhi, 'India's customs operations have undergone a significant transformation—from early digitization efforts to the integration of advanced technologies such as artificial intelligence, blockchain, and risk-based segmentation,' stated Mr. Dheeraj Rastogi. These innovations have contributed to a substantial reduction in transaction costs and improved the overall efficiency of cargo processing.' He further added, 'Currently, 52% of air cargo is cleared on the same day, with average clearance time at Delhi Air Cargo reduced from 41 hours to 35 hours. The department remains committed to maintaining a fine balance between revenue mobilization, national security, trade facilitation, and legal compliance. Given the increasing complexities introduced by e-commerce, a collaborative, data-driven approach between industry stakeholders and regulatory authorities is imperative. Our collective goal must be to build a seamless, AI-enabled ecosystem that supports India's emergence as a global leader in air cargo logistics.' According to Mr. Glyn Hughes, Director General, TIACA, 'With TIACA representing the entire air cargo supply chain and ACFI representing the Indian air cargo industry, it is crucial we work together so that the world can receive Indian exports efficiently and bring the best practices achieved in other countries. Globally, every year, goods worth US$9 trillion are transported through air cargo, accounting for one-third of global trade. India is at the heart of the growing global trade, and we will work toward making air cargo an integral part of it. TIACA, with its global memberships, would be able to act as a support to the Indian air cargo industry in the fields of digitalisation, enhanced usage of modern technology, including AI and adoption of other global standards.' Together with the Ministry of Civil Aviation, ACFI is shaping a forward-looking roadmap to meet the growing demands of domestic and international logistics. These partnerships reflect ACFI's unwavering commitment to building a resilient, efficient and globally competitive air cargo ecosystem that supports India's economic aspirations. Key findings of the knowledge report • Capacity Concentration: 82% of air cargo is currently handled by just six airports (Delhi, Mumbai, Bengaluru, Hyderabad, Chennai and Kolkata), amplifying concentration risk and operational inefficiencies. • Growth Enablers: Digitisation, strategic airport locations in India, integrated multimodal corridors (PM Gati Shakti), and emerging connectivity in tier-2 cities. • Regulatory Gaps: Scalability of the sector is hindered by fragmented clearance systems, high dwell times (almost 12 hours for exports and 48 hours for imports) and limited transhipment readiness. • Investment Heatmap: High potential in cold-chain operations, Sustainable Aviation Fuel (SAF) production, automation and freighter fleet expansion. The secondary airports have the potential to play a critical role. The Government of India's initiative to significantly enhance air connectivity across India will give the required boost to the air cargo sector. At present, these secondary airports are underutilised due to poor infrastructure and limited airline networks. The report highlights the strategic action areas to triple air cargo handling to 10 MTPA by 2030. These strategic actions include: • Creation of transhipment hubs with 24x7 clearance and zero rescreening • National Unified Digital Clearance Window and Cargo Command Centres • Freighter acquisition incentives and plug-and-play terminals across regional hubs • ESG integration via green infrastructure, SAF blending, and inclusive workforce practices Global Inspiration, Local Action: Drawing on best practices from Singapore, Frankfurt and Dubai, the report advocates for modular warehousing, predictive slot allocation, and unified cargo community systems to manage rerouted and time-sensitive freight. The paper serves as a call to action for industry, government, and private stakeholders to forge collaborative pathways and enhance India's role in international trade and economic growth. Here are the key highlights of the Knowledge Report Key Highlights of the Knowledge Report India's Air Cargo Horizon: Seizing Global Reroutes, Regional Dominance and Resilience Indian Air Cargo Industry • Target: 10 MTPA by 2030 (from 3.71 MTPA in FY-2025) • Growth Drivers: • E-commerce boom • Greenfield airports (e.g., Jewar, Navi Mumbai) • Digitised customs, Unified Logistics Interface Platform integration • High-value cargo (pharma, perishables, electronics) Infrastructure & Operational Bottlenecks • 82% of cargo is handled by just 6 airports (Delhi, Mumbai, Bengaluru, Hyderabad, Chennai, Kolkata) • Secondary airports are underutilised due to poor infrastructure and limited airline networks • High dwell times: 12 hours (exports), 48 hours (imports) • Lack of dedicated transhipment zones and automation Privatisation & Policy Reforms • Rs. 6–7 lakh crore investment needed for Sustainable Aviation Fuel and infrastructure • Key initiatives: • Krishi UDAN 2.0 (50% freight subsidy for agri-perishables) • 100% FDI allowed in air cargo • SUGAM (Sustainable Green Airports Mission) • Dedicated air freight corridors and cargo subsidiaries (e.g., Air India) Regulatory & Governance Gaps • Cargo rescreening and high clearance times increase costs • Fragmented digital systems and inconsistent state regulations • Only ~10% transhipment share at Delhi vs. ~40% at global hubs • Limited SAF (Sustainable Aviation Fuel) production and adoption Building Rerouting Resilience • India lacks integrator hubs like Singapore (DHL South Asia) or Frankfurt (CargoCity South) • Best practices from global hubs: • Zoned infrastructure • 24/7 customs with fast lanes • Real-time digital coordination (ACCS, CCS) • Modular warehousing and predictive slot allocation Strategic Roadmap to 10 MTPA • Single-window digital clearance platform • Transshipment hubs with zero rechecks • Multimodal integration with Gati Shakti corridors • Plug-and-play cargo terminals and standalone cargo airports • IoT enabled cargo visibility and National Cargo Command Centres • Friegth acquisition incentives • National air cargo training alliance Accelerating ESG in Air Cargo • SAF blending targets: 1% by 2027 → 5% by 2030 • ESG Challenges: • High SAF cost (2.5x jet fuel) • Fragmented cold-chain • Low female workforce participation (<10%) • Limited automation and skilled talent • ESG Drivers: • Green airport infrastructure (solar, EVs, LEED) • CORSIA-linked emissions reporting • DE&I initiatives (e.g., IATA's '25 by 2025') Emerging Cargo Hubs • Navi Mumbai – Focus: Pharma, Perishables, Jewellery Potential: Multimodal Transhipment Hub • Jewa (Noida) – Focus: Electronics, Apparel Potential: Cold chain, IGI integration • Hyderabad - Focus: Pharma, Aerospace Potential: Dedicated Pharma infra Chennai - Focus: Leather, FMCG Potential: Cold chain, E-commerce • Guwahati - Focus: Tea, Perishables Potential: Gateway to North East (Disclaimer: The above press release comes to you under an arrangement with Newsvoir and PTI takes no editorial responsibility for the same.). PWR This is an auto-published feed from PTI with no editorial input from The Wire.
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Business Standard
25 minutes ago
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PM Modi highlights job creation through welfare, manufacturing push
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Time of India
30 minutes ago
- Time of India
India actively reimagining what arbitration, mediation should look like in dynamic, mutipolar legal order: Justice Surya Kant
India is no longer merely attempting to catch up with established arbitral centres but is actively "reimagining" what arbitration and mediation can and should look like in a dynamic and multipolar legal order, Supreme Court judge Surya Kant said. Justice Kant said the future of arbitration was not just international, it was also Indian. At the same time, he cited critical challenges like enforcement-related concerns that must be addressed by the country and batted for public-private partnerships for fostering institutional growth. The apex court judge was speaking at a roundtable talk on 'Reimagining International Arbitration: India's emergence as a global arbitration destination' held on July 10 in Gothenburg, Sweden. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Malaysia: New Container Houses (Prices May Surprise You) Container House | Search ads Search Now Undo He said arbitration was no longer viewed as a peripheral or alternative mechanism. Rather, it has increasingly become the preferred mode of dispute resolution. Justice Kant said that through targeted reforms, judicial recalibration, institutional evolution and a deepening cultural commitment to arbitration and mediation, India is shaping a model that is not only responsive to global standards but also reflective of its unique legal and economic context. Live Events "The message I hope to leave you with is clear: India is no longer merely attempting to catch up with established arbitral centres - it is actively reimagining what arbitration and mediation can and should look like in a dynamic, multipolar legal order," the top court judge said. He said this transformation cannot be driven by legislation and infrastructure alone and requires a collective investment by governments, arbitral and mediation institutions, practitioners and academics in nurturing India's arbitration ecosystem, building trust and fostering transnational dialogue. "If we can sustain this momentum with thoughtful engagement and continued innovation, then not only will India serve as a capable venue for arbitration, it will also help shape its future," he said. Justice Kant said India has undertaken significant strides through critical legal reforms, strengthening of arbitral institutions and an increasingly supportive and engaged judiciary, all of which collectively contribute to a more robust and credible arbitration ecosystem. Speaking about the challenges and the way forward, Justice Kant said India must confront a set of critical challenges if it is to truly realise its potential as a leading global arbitration destination. "Foremost among these are enforcement-related concerns, which can hinder the swift execution of arbitral awards and dilute the very efficiency arbitration seeks to provide," he said, adding, this challenge was faced by many jurisdictions. He said that although several arbitral institutions have been established, the ecosystem was still fragmented when compared to more mature jurisdictions like Singapore or London, where institutional arbitration was the default norm. Justice Kant said India's journey towards becoming a premier arbitration destination must be anchored in long-term structural and cultural shifts. "A foundational step lies in making a concerted investment in education, specialised training, and sustained outreach to legal professionals, businesses, and the judiciary," he said, adding that public-private partnerships would play a vital role in fostering institutional growth. Justice Kant said initiatives like 'Make in India' and 'Invest India' emphasise ease of doing business and investor protection, and aligning these with arbitration reforms could amplify India's global standing. "With appropriate policy alignment and sustained international engagement, India can indelibly shape the future contours of international arbitration," he said. "In my view, it is time we move beyond referring to arbitration and mediation as merely 'alternative' forms of dispute resolution. These are no longer auxiliary options- they are independent, parallel pathways to justice in their own right," he said. Justice Kant said that he recently came across a survey indicating that the median duration of proceedings before the London Court of International Arbitration was approximately 20 months, with the average cost to parties exceeding USD 100,000. He said India is uniquely positioned to emerge as a serious contender among the next generation of preferred arbitral seats. Referring to the enactment of the Arbitration and Conciliation Act, 1996, and legislative reforms, he said the Indian judiciary also underwent a notable shift in its approach, moving away from a paradigm of judicial control towards one of judicial support for arbitration. "The judiciary is thus no longer willing to tolerate tactics that derail the arbitral process at its very threshold and wants to truly embrace the principle of minimum judicial interference," he said. "Taken together, these developments reflect a fundamental shift: India is no longer merely a user of arbitration; it is increasingly becoming a thought leader and an intellectual contributor within the global arbitration community," he said. Justice Kant said that to popularise international arbitration, any sovereign nation must provide a foundational assurance to foreign investors and parties that their rights and interests will be protected. He said India, in this regard, stands on firm ground and it is a jurisdiction where the rule of law is respected and where the judiciary has consistently demonstrated its ability to safeguard such interests. "Indeed, we can take pride in the fact that our Constitution embodies the principle of separation of powers, ensuring the independence of the judiciary from the other organs of the State," Justice Kant said.
