Payal Industrial Park (PIP) showcased India’s chemical manufacturing strength at Chemspec Europe 2025, drawing global investor interest with its advanced Gujarat infrastructure.

Payal Industrial Park (PIP), the largest private industrial park in Gujarat’s PCPIR region, represented India at the Chemspec Europe 2025 exhibition in Koelnmesse, Germany. The event is Europe’s biggest exhibition for fine and specialty chemicals, attracting over 410 exhibitors and thousands of professionals from 24 countries.

PIP, one of the few Indian industrial parks at the event, highlighted India’s strengths as a manufacturing hub with advanced infrastructure, including plug-and-play facilities, a Central Effluent Treatment Plant (CETP), and access to Dahej Port.

Virender Kumar, Vice President of Marketing, PIP, stated “Chemspec Europe 2025 was an excellent platform to put India’s industrial infrastructure on the world map. The level of engagement and the earnestness of discussions among potential partners and investors were something we were very pleased with. The participation reiterates that India is now being considered as an emerging centre of sustainable and efficient chemical manufacturing.”

Key themes discussed during the two-day event included sustainable manufacturing, bioeconomy innovation, and digital transformation in the chemical sector. PIP’s involvement aligned with India’s economic goals of “Make in India” and “Atmanirbhar Bharat,” which aim to increase domestic output and attract foreign investment.

PIP’s participation in Chemspec Europe 2025 reaffirmed its objective of becoming a preferred destination for international industrial investments in South Asia.

Inovance, a global leader in industrial automation, reported a strong performance in 2024 with USD 5.2 billion in revenue.

Inovance, a global leader in industrial automation, has announced exceptional results for the year 2024, achieving USD 5.2 billion in global revenue, representing a 22% year-on-year growth. This milestone underscores the company’s commitment to delivering innovative, reliable automation solutions to customers worldwide.

The growth led by strong performance in general industrial automation, where Inovance’s broad portfolio of products—ranging from AC drives and servo systems to motion control and PLCs—continues to support customers in diverse manufacturing sectors with advanced automation technologies.

Inovance also made a significant investment in research & development, allocating USD 442 million, or 8.5% of total revenue, to drive continuous innovation and development of next-generation products and solutions.

Strengthening Presence in India

India continues to play a vital role in Inovance’s global expansion strategy. Inovance Technology India now employs over 200 professionals and operates through a strong network of five branch offices located in Noida, Mumbai, Ahmedabad, Hyderabad, and Surat. The company runs a dedicated service and repair centre in Surat, ensuring timely support and maintenance for customers across the region.

The company’s head office is located in Chennai, with a manufacturing facility situated at MM Nagar, Chennai, supporting local operations and further strengthening Inovance’s presence in the Indian market.

“Building a strong environment is essential for any organisation and must include women and diverse employees. McKinsey & Company found that gender-diverse leadership teams are 21% more likely to achieve higher profitability. At the same time, the Institute for Women’s Policy Research reports that women in male-dominated industries face 35% more harassment.”
Dr Madhur Saxena, Corporate Head – Health, Safety and Sustainability at Deepak Group Co, in conversation with Dr Megha Bansal, Chief Skilling Officer WIMA & Leadership Coach, shares how Behaviour-Based Safety (BBS) initiatives are addressing the specific needs of women and diverse employees. A holistic approach that includes leadership commitment, ongoing training, and open communication is crucial.

In your experience, what are the most critical steps in building a strong safety culture in manufacturing setups, and how can organisations ensure this culture is inclusive for women and diverse employees?

Building a strong safety culture in manufacturing setups requires a multi-faceted approach. We at Deepak Group, strongly believe that each of us is a Safety Leader and is empowered to pro-actively own and drive a safety-first culture. It is this mindset and confidence of the workforce that is what makes an organisation successfully build a robust safety culture. In my experience as an expert across the industry, over the years, I would say that at the core are five critical steps that organisations should take:

1. Leadership commitment and accountability

A robust safety culture starts with leadership. In Organisations where the senior leaders demonstrate unwavering commitment to safety, both in their actions and words, safety organically becomes a part of the shop floor mindset and culture. When leadership is actively involved and holds itself accountable for safety outcomes, it sets the tone for the rest of the organisation and leads to every employee making safety a priority not only for themselves but also for the organisation. 

2. Training and Re-Training

Manufacturing environments are fast paced, so training should be regularly updated to cover new technologies, processes, and risks. Our experience has shown that training programs will fail to deliver results on the shop floor if they are not aligned with the actual on-ground training needs of the fast-evolving workforce. Smart and progressive organisations regularly invest in robust training needs identification program that takes input from the shop floor, and various data points like unsafe acts, unsafe conditions, near misses, and past incidents. The impact of this consistent and rigorous focus on training has helped many companies reduce accidents by up to 60%.

3. Open Communication

“Good News is No News, No News is Bad News, and Bad News is Good News” in the world of safety improvement. If an employee is coming up to report any bad news like an unsafe act, or a safety violation then it is a good sign for the company. As this means that the organisation has been able to build a culture of safety, trust and confidence in their workforce to have open communication, be it employees, or even contractual workforce. It is imperative that people in a manufacturing ecosystem are comfortable to share and report information and incidents to bring improvement in leading & lagging indicators of safety 

4. Employee Participation

The key to driving a Safety-First organisation is to have engaged and active Employee participation, with no discrimination or biases, where each one believes that they are owners of their own safety. “Safety is not something which can be added to the Job, it’s the way to do the Job”. So, we have to understand that only when the teams on-ground are involved in shaping the safety culture, they will be able to own safety outcomes, and the organisation will be able to see the safety culture implemented.

5. Reward and Progressive Disciplinary Matrix

Rewards play a crucial role in motivating employees to achieve their tasks efficiently. However, it’s important to strike a balance, as excessive rewards can undermine the safety culture. When employees become overly dependent on rewards, they may struggle to perform tasks without them. Therefore, a well-structured reward system should be complemented by a progressive disciplinary matrix to address wilful violations, ensuring a safe and productive work environment.

Safety Culture of Diversity, Equity & Inclusion 

While building a strong safety culture, it is equally important to ensure that the safety culture is inclusive, particularly for women and diverse employees. While the industry has been working consistently on improving and strengthening measures for women safety, it is still a concern across India Inc. A few years back, The Institute for Women’s Policy Research found that women in male-dominated industries, such as manufacturing, are 35% more likely to experience harassment. The industry has come a long way since then with many focussed and committed measure to adopting Zero Tolerance for Harassment and Discrimination by addressing gender-specific needs, promoting diverse leadership in safety roles, and ensuring inclusive safety practices.  

It is the need of the hour for Organizations to ensure that they create an environment where safety is a shared responsibility and everyone feels protected and valued. This not only improves safety outcomes but also leads to higher employee satisfaction and overall organizational success.

The aim is to make So we need to take care at both fronts. 

While developing an inclusive safety culture we also discuss about “Care”. We do BBS (Behaviour Based Safety) because we care and the care no one can understand better than Women. While addressing our program we need to take care of their specific needs of women and Diverse employees at shop floor. Some time with Specific PPE’s, Specific Training and specially Zero-Tolerance Policy for Harassment and Discrimination.

Building a strong safety culture in manufacturing requires a holistic approach, where leadership commitment, ongoing training, open communication, and employee involvement are all crucial components. At the same time, it’s vital that this culture is inclusive for women and diverse employees. By addressing gender-specific needs, promoting diverse leadership in safety roles, and ensuring inclusive safety practices, organizations can create an environment where safety is a shared responsibility, and everyone feels protected and valued. This not only improves safety outcomes but also leads to higher employee satisfaction and overall organizational success.

What specific safety challenges may women face on the shop floor, and how can organisations redesign workplace safety protocols to address gender-specific concerns?

The Manufacturing sector over the last few decades has seen tremendous transformation with state-of-the-art plants, technologies and infrastructure combined with employee-centric policies and robust ecosystems to support diversity, equity and inclusion. This is also visible in the safety space, and more so with much care when it comes to women in manufacturing. 

Women in manufacturing environment often face unique safety challenges, if safety protocols are not designed with gender-specific needs in mind. Addressing these challenges is crucial for creating an equitable and safe workplace for all employees. 

1. Women centric PPEs:

Industry reports show that women at workplace are 2.5 times more likely to experience discomfort or safety hazards when using ill-fitting PPE. Standard PPE, such as safety gloves, helmets, eye protection, and body suits, is often designed primarily for male workers, leading to discomfort or ineffective protection for women. This can result in increased risk of injury or inefficiencies in the job.

Ergonomically designed PPE specifically for women that fits to women’s body types are now being designed and customised by companies along with proper protection and comfort to solve the problem. Similarly, safety gloves, Helmets and protective clothing with better dexterity and work boots designed for women’s foot shapes are being made to reduce discomfort and improve overall safety.

2. Shopfloor Safety for women

Women in manufacturing may sometimes experience higher rates of musculoskeletal disorders (MSDs) compared to men, often due to handling heavy materials and working in physically demanding environments. Women generally have lower muscle mass and different biomechanical needs compared to men, which can increase the risk of strain or injury from repetitive tasks or lifting.

To mitigate this, Job rotation at a frequent interval has minimized the risk of repetitive motion injuries. 

• Additionally, using of ergonomic tools, adjustable workstations, and robotic lifting aids designed to reduce strain on the body reduce the risk drastically. 
• Apart from this, many companies consider creating jobs or tasks that accommodate various strength levels without compromising safety. 
• Tailoring of training program to women’s specific needs (i.e., focusing on joint mobility, strength endurance, and posture) are also help prevent musculoskeletal injuries.
• Modify Work Tasks for Pregnant Women Workforce to ensure no Tasks that involve lifting heavy loads, exposure to harmful chemicals, or excessive standing is avoided. 
• Establish clear policies on maternity leave, flexible work hours, and accommodations for pregnant employees. Having a system in place to manage potential risks will make the workplace safer for all employees.
• Ensure that workspaces, restrooms, and locker rooms are designed to be inclusive for all employees, regardless of gender. This includes creating adequate spaces for women to store personal items safely, providing more accessible bathrooms, and ensuring that machinery and tools can be operated by individuals of varying sizes.

3. Safe Working Environment for Women 

Women in male-dominated manufacturing environments may sometime experience harassment, discrimination, or even physical threats, which can undermine their physical and psychological safety. This often discourages women from speaking up about safety concerns, potentially leading to underreporting of hazards or unsafe practices. 

Every company should have a Zero-Tolerance Policy and strict enforcement, regular training on harassment prevention and Clear, accessible and confidential channels reporting mechanism to ensure a safe working environment for all women and diverse gender employees.

All employees irrespective of Race, Gender, Cast and Religion, should feel safe from any inappropriate and unwelcome behaviour. 

We should Foster a safety culture where all employees’ concerns are valued, regardless of gender. Train managers and supervisors to actively listen and address safety concerns raised by women in the workplace. Regular Feedback and anonymous Surveys is the most important way to gauge employees’ concerns. 

By addressing these gender-specific safety challenges, organizations can create a more inclusive and safer workplace for all employees, particularly women. Redesigning PPE, modifying work tasks, addressing harassment, and providing supportive policies for pregnant workers are key steps to ensuring safety and reducing risks. It is important to consider the diverse needs of the workforce in the development of safety protocols and workplace design to promote an environment where everyone can thrive.

How can the principles of process safety be adapted to ensure safer working environments that attract and retain more women in technical and operational roles?

A study by McKinsey & Company highlights that companies with gender-diverse leadership teams are 21% more likely to outperform on profitability. 

A critical component of process safety is ensuring that workers feel secure in their environment, both physically and emotionally.

Regular training on harassment and inclusion addresses safety protocols and prevention and fosters a respectful workplace. Empower employees to report inappropriate behaviour and ensure no retribution risks.

Diversity and inclusion in safety leadership positions, especially in safety-related roles, can reinforce the importance of inclusion in safety culture. Women in leadership roles can help build trust and improve employee safety outcomes.

Mentorship and career development in process safety should focus on immediate safety measures and foster career growth and development opportunities for women in technical and operational roles.

Women, particularly those in technical and operational roles, may require more flexibility to balance work and personal life. Offering flexible work policies that support work-life balance can help attract and retain women in safety-critical roles, reducing burnout and increasing job satisfaction.

To attract women to technical roles, it is important to create an inclusive safety training environment where everyone feels supported, regardless of gender.

Ensure that safety training materials and programs are gender-neutral and represent the diverse workforce. 

Representation matters in process safety roles. Organisations should actively promote female role models in safety leadership positions to attract and retain more women.

How does behaviour-based safety contribute to employee well-being and workplace trust? Are any behavioural insights specific to improving safety engagement among underrepresented groups like women?

Behaviour-based safety (BBS) is a proactive strategy that focuses on reinforcing safe behaviours in the workplace. An inclusive BBS approach is crucial for engaging underrepresented groups, particularly women, who may face unique challenges on the shop floor.

BBS encourages employees to take ownership of their safety and that of their colleagues, fostering a greater sense of control and responsibility. Continuous feedback on safety practices fosters trust and ensures that concerns are addressed.

Positive reinforcement: BBS fosters a supportive environment that values employees, thereby boosting morale and job satisfaction. This is particularly important for women in male-dominated industries, who may hesitate to report safety concerns. Tailored strategies, like regular check-ins and anonymous reporting, can help ensure their voices are heard.

Focusing on “CARE”: BBS programs should include women in leadership roles and involve them in developing safety initiatives. Creating a peer network can also support and empower women, promoting collective responsibility for safety. Addressing unique concerns, such as ergonomics and the use of appropriate personal protective equipment (PPE), and soliciting feedback from women will enhance the effectiveness of safety programs.

How do you view the link between safety, sustainability, and social inclusion in the context of responsible manufacturing? Can safety culture contribute to broader ESG goals?

The link between safety, sustainability, and social inclusion is integral to responsible manufacturing, where companies strive to have a positive impact on the environment, society, and the economy. These three pillars—safety, sustainability, and social inclusion—are deeply interconnected, and the safety culture can advance an organisation’s broader Environmental, Social, and Governance (ESG) goals.

Safety is the cornerstone of any responsible manufacturing operation. Without a strong safety culture, preventable accidents, injuries, and inefficiencies may undermine efforts toward sustainability and social inclusion. A well-established safety culture directly impacts worker well-being, operational efficiency, and the company’s reputation. Effective safety practices often overlap with environmental considerations. For example, safe handling of hazardous materials, preventing spills or accidents and ensuring proper waste management practices are essential to avoid environmental contamination. A strong safety culture helps mitigate risks that could impact the environment, contributing to more sustainable operational practices.

Sustainability in manufacturing means reducing environmental impact while fostering an operational culture that benefits employees, communities, and the planet.

Safety is essential for achieving sustainability goals. By incorporating environmental safety protocols into operations, manufacturing companies can reduce their ecological footprint and enhance sustainability. Well-maintained machinery and well-trained workers lead to less waste, lower energy consumption, and greater resource efficiency.

A safety-focused workplace improves employee health, productivity, and satisfaction and contributes to social well-being, particularly for marginalised groups. Creating safe environments demonstrates social responsibility.

A strong safety culture promotes social inclusion by fostering trust among diverse employees and ensuring everyone feels valued. It also supports Environmental, Social, and Governance (ESG) goals, which are increasingly important to stakeholders. Safety minimizes environmental risks and ensures sustainable practices are executed safely while addressing issues like workplace harassment and discrimination.

Moreover, safety culture reflects a company’s commitment to transparency and ethical practices, leading to better governance and trust with stakeholders, including regulators and investors.

What role does leadership play in embedding a safety-first mindset while promoting diversity, equity, and inclusion (DEI) in manufacturing organisations?

Leadership in manufacturing organisations must prioritise a safety-first mindset while promoting Diversity, Equity, and Inclusion (DEI). Effective leaders set the tone for cultural change, ensuring that safety and DEI are integral to the organisation. They must cultivate a safety-first approach, personally committing to safety protocols and clearly communicating expectations to the entire workforce.

Leaders should advocate for Diversity, Equity, and Inclusion (DEI) by establishing a clear vision and promoting diversity in leadership and decision-making processes. 

Leaders can create a cohesive culture where safety and DEI coexist by emphasising safety and inclusive behaviours, such as encouraging diverse contributions to safety discussions. Comprehensive safety policies should address physical, mental, and emotional well-being, ensuring inclusivity for all employees.

Leaders should foster open communication by holding regular listening sessions, empowering employees to discuss safety and diversity, equity, and inclusion (DEI) concerns. Tracking safety performance and setting measurable goals for improvement are essential, as is holding the organisation accountable for its DEI objectives.

Safety and DEI must be addressed holistically; physical safety also includes emotional and social well-being, particularly for women and minorities. Leaders can integrate sustainability principles into their safety and diversity, equity, and inclusion (DEI) efforts, aiming for long-term improvements in workplace conditions and representation.

Continental is investing ₹100 crore to expand PLT tire production in India, focusing on SUV and UV segments to meet growing local demand.

Continental, a leading global premium tire manufacturer, has announced a strategic investment to strengthen its presence in India’s Passenger Car and Light Truck (PLT) tire segment. The company plans to invest approximately INR 100 crore (EUR 10.5 million) to enhance its manufacturing capabilities and expand its PLT tire product range in the country.

This investment reflects Continental’s commitment to developing tires specifically tailored for Indian driving conditions, with a strong focus on performance and premium quality. It also reinforces the company’s dedication to shaping the future of mobility in India through innovation, local manufacturing, and customer-centric solutions aimed at driving sustainable growth.

Samir Gupta, Managing Director of Continental Tires India stated, “With our ‘in the market, for the market’ approach, we’re aligning our portfolio to reflect the evolving lifestyle needs of Indian drivers—from daily commutes and long-distance travel to changing expectations around comfort, safety, and convenience.”

As India undergoes rapid infrastructure development and consumer preferences shift—particularly with the surge in demand for utility vehicles (UVs)—Continental sees significant growth opportunities in larger-inch and Ultra Ultra High Performance (UUHP) tires. These are designed for SUVs, 4x4s, and sporty vehicles, aligning well with current market trends.

Continental also plans to expand its all-terrain offerings with the launch of the CrossContact AT2 later this year.

Committed to long-term growth in the region, Continental aims to further solidify its position as a trusted premium tire brand in India. The company manages sales and distribution from its headquarters in Faridabad, manufactures PLT tires in Modipuram, Meerut (Uttar Pradesh), operates over 200 brand stores across the country, and has recently opened an IT hub in Bengaluru.

Hitachi and SPP are developing an AI solution to speed up generator interconnection, helping meet growing electricity demand across 14 states.

Hitachi, Ltd. and Southwest Power Pool, Inc. (SPP) have collaborated to create an AI-powered solution that speeds up generator interconnection (GI) operations by cutting study analysis durations by 80%. This will allow SPP to increase generating capacity across its 14-state region to satisfy increased electricity demand.

Data centres, manufacturing, and electrification are driving growth in power demand in the United States, which is increasing by 2 to 3 percent each year. Data centres are estimated to consume up to 12% of US electricity by 2028. Without intervention, the SPP region’s generating capacity margins might decline from 24% in 2020 to 5% by 2029.

More than twice the US grid’s generated electricity (1.28 terawatts) is currently held up in interconnection backlogs due to time-consuming research and simulation. The collaboration combines Hitachi’s design, software engineering, AI algorithms, and Hitachi iQ AI platform with NVIDIA technology and SPP’s expertise in grid optimisation and regulatory compliance.

Lanny Nickell, SPP President and CEO, stated, “Our nation’s demand for electricity has risen sharply in recent years after a long period of slow growth. Yesterday’s systems and technology have not been sufficient to bring new capacity online quickly enough. It’s time to fix that, and SPP is proud to work with Hitachi and NVIDIA, two AI leaders, to help realise a better energy future for our nation.”

The AI system will improve generator connections and transmission planning by automating processes, performing predictive analyses, and integrating communication.

Frank Antonysamy, Chief Growth Officer at Hitachi Digital, stated, “This initiative is about reimagining electricity production and distribution with modern AI technology. The solution will provide real-time data for more accurate scenarios, allowing SPP to make faster, better-informed decisions that improve ROI and power accessibility for the population.”

Marc Spieler, Senior Managing Director of NVIDIA’s Global Energy Industry, added, “Accelerating the interconnection process is critical to meeting unprecedented grid demand. Using NVIDIA’s AI and computing technology, Hitachi and SPP are helping bring essential infrastructure online faster.”

Phase one goals, which must be accomplished by winter 2025/26, include system acceleration, data management optimisation, and AI-augmented simulation modelling.

Gravton Motors will supply 10,000 Made-in-India electric two-wheelers to Hypr Electric, boosting last-mile delivery and sustainable mobility nationwide.

Gravton Motors, India’s first full-stack electric mobility company, formed a strategic alliance with Hypr Electric to supply 10,000 electric two-wheelers over the next 24 months. The agreement intends to speed last-mile delivery electrification in India by utilising durable, 100% Made-in-India vehicles.

Gravton Motors is known for end-to-end manufacturing skills, designing and developing every component in-house—from the powertrain and chassis to the software stack—to ensure complete vertical integration and alignment with the Government of India’s “Make in India” policy.

Parshuram Paka, founder of Gravton Motors, stated, “We don’t just build EVs; we engineer trust, resilience, and true Indian innovation. This relationship with Hypr Electric is more than just a supply agreement; it’s a celebration of self-reliance. We’re happy to support the gig economy with electric vehicles that are entirely produced in India, for India.”

Gravton’s electric two-wheelers are designed specifically for Indian roads, with fireproof safety, tough durability, and high performance—perfect for fleet, logistics, and high-usage applications.

Hypr Electric, with existing supply agreements with major delivery platforms like Swiggy, Zomato, Porter, and Rapido, plans to integrate Gravton vehicles into the rapidly expanding national fleet.

Talluri Sai Rahul, CEO of Hypr Electric, commented, “Our partnership with Gravton Motors gives us a significant advantage in quality and dependability. Their vehicles are built for India, built to last, and built from the ground up in India. This is a significant step forward in decarbonising urban logistics while remaining true to the spirit of Atmanirbhar Bharat.”

This collaboration marks a turning point in India’s electric car journey, combining scale, sustainability, and local innovation to create a tangible effect.

Quantum Energy is expanding its net-zero EV plant in Maheshwaram, boosting production to 2 lakh two-wheelers annually.

Quantum Energy Ltd, a Hyderabad-based electric vehicle startup, has announced the expansion of its manufacturing facilities in Maheshwaram, near the projected Future City in Hyderabad. The new facility is expected to create jobs and help Telangana achieve its goal of becoming a hub for sustainable and future-focused industries.

The rebuilt plant is 2.4 lakh square feet and has an annual production capability of 2 lakh electric two-wheelers. It is designed as a net-zero emissions plant, reflecting the company’s dedication to environmentally friendly and sustainable production processes.

The expansion is in response to increased demand for Quantum Energy’s electric two-wheelers, including Plasma, Milan, and Bziness. The company has new models in the works that emphasise performance, smart features, and flexibility for Indian road and weather conditions.

Quantum Energy is stepping up its efforts to provide last-mile connectivity and other mobility solutions, capitalising on the growing need for economical and environmentally friendly transportation options. With a focus on innovation, the business hopes to alter India’s electric two-wheeler market.

Chakravarthi Chukkapalli, Managing Director of Quantum Energy, commented, “The expansion of our production facility in Maheshwaram is a defining milestone in Quantum Energy’s journey. As India’s electric mobility revolution accelerates, we aim to deliver high-quality, energy-efficient two-wheelers that are both technologically advanced and environmentally responsible. This net-zero plant reflects our vision for a cleaner future and our commitment to our eco-conscious customers. Telangana has consistently supported innovation, and we are proud to contribute to the state’s growing leadership in the EV ecosystem.”

Equinox Lab’s core methodologies include a centralised quality management system, rigorous SOPs, and a national network of trained experts. This dual approach enables them to meet diverse industry needs with global standards. Ashwin Bhadri, Founder and CEO of Equinox Lab, shares that Equinox Lab positions itself as the quality bridge between Indian ingenuity and international opportunity.

With India emerging as a key manufacturing hub, how does Equinox Lab support OEMs aligning with international quality and hygiene standards?

We assist OEMs in aligning with global quality benchmarks by offering a robust suite of testing, auditing, and certification services. We partner with R&D manufacturers to establish quality frameworks that comply with Indian regulations (FSSAI and BIS) and international standards (ISO, HACCP, and BRCGS). Our hygiene audits, microbial testing, and water quality assessments guarantee manufacturing environments adhere to rigorous safety protocols, which are crucial for export-oriented businesses. As a compliance partner, we assist OEMs in fostering global trust in “Made in India” products.

How does Equinox Lab ensure consistency in service quality across regions while catering to the demand for localised testing solutions?

Consistency is in our DNA through a centralised quality management system, rigorous SOPs, and a national network of trained experts. We aligned every regional operation with our core methodologies, ensuring clients receive the same level of precision and reliability, regardless of their location. We also offer localised, tailored solutions to the regulatory frameworks of specific states or cities. This dual approach enables us to meet diverse industry needs with global standards, ensuring seamless support across a varied compliance landscape in India.  

How is Equinox Lab leveraging partnerships and digital innovation to expand its global footprint in testing, auditing, and certification services?

Our expansion strategy is centred around digital innovation. From AI-assisted lab operations to blockchain-based certificate verification, we are reimagining quality assurance for a faster and more transparent future. Our proprietary client portal enables real-time tracking of reports, compliance status, and corrective action plans, streamlining brands’ decision-making.

We collaborate with industry associations, government bodies, and international standard-setting organisations to stay updated on evolving regulations. These strategic alliances enable us to support Indian businesses in scaling globally with the assurance of world-class compliance.

In the context of the “globally local” manufacturing model, what role does Equinox Lab envision in ensuring export readiness and compliance for Indian OEMs?

In a globally local world, we position ourselves as the quality bridge between Indian ingenuity and international opportunity. Our role is to empower OEMs with data-driven insights, testing reports, and certifications that validate their products against the most stringent global norms. We ensure that manufacturers meet domestic standards and are equipped for cross-border trade, whether navigating EU hygiene protocols, Gulf water safety norms, or FDA documentation. Our audits and pre-shipment inspection programs help clients avoid rejections, enhance global credibility, and enable confident market expansion.

Andhra Pradesh and NVIDIA have joined forces to build a leading AI innovation hub, focusing on education, research, and startup support.

The Andhra Pradesh government has signed a Memorandum of Understanding (MoU) with tech behemoth Nvidia to enhance India’s Artificial Intelligence (AI) capabilities. The statement was made during the Aqua Tech 2.0 Conclave when Chief Minister N. Chandrababu Naidu emphasised the state’s ambition of leading the country’s AI revolution.

The state government and Nvidia decided to work together on developing an AI university in Andhra Pradesh, with an emphasis on skills, research, infrastructure development, and startup acceleration.

N Chandrababu Naidu stated in a post on X, “Under the leadership of IT Minister Nara Lokesh, we have entered into an MoU with Nvidia to build a strong and inclusive AI ecosystem in the state. With support from Nvidia for curriculum and training, 10,000 engineering students will receive skill training over the next two years. 500 AI startups from the southern state will gain access to Nvidia’s ‘Inception Program’ for global exposure and key resources. From education and skills to research and innovation, this initiative is laying the foundation for a Swarna Andhra Pradesh”.

NVIDIA will train 10,000 engineering students and onboard 500 AI startups from Andhra Pradesh into its Inception Program for global exposure and key resources.

Additionally, efforts are underway to establish India’s first AI university in conjunction with Nvidia, with an emphasis on sophisticated infrastructure and research capability.

The most common quality-related challenges faced by manufacturers today include digitalisation, which transforms raw measurement data into actionable insights with speed, efficiency, and integrated quality assurance. Aveen Padmaprabha, Head of Industrial Quality Solutions at ZEISS India, shares the importance of collaborating with the right technology partners, continuously upskilling teams, and embedding quality across stages of the value chain.

How is ZEISS IQS helping manufacturers enhance quality assurance through advanced metrology and inspection technologies?

Our Industrial Quality Solutions (IQS) enhance quality by integrating advanced metrology and inspection technologies with pervasive digitalisation. Beyond traditional optical and coordinate measuring systems, we offer digital solutions to manage the vast amount of data generated by quality control. By transforming this data into actionable insights, we enable manufacturers to leverage precision metrology for comprehensive digital integration and data-driven intelligence, fundamentally improving quality assurance processes in the evolving manufacturing landscape.

What are the most common quality-related challenges manufacturers face today, and how does ZEISS address them with its solutions?

Today’s manufacturers face several quality-related challenges that are critical for their competitiveness and success. These include digitalisation, which transforms raw measurement data into actionable insights with speed, efficiency, and integrated quality assurance. Digitalisation focuses on transforming raw measurement data into actionable insights, enabling continuous improvement and informed decision-making. Accuracy is crucial for producing precise parts with tight tolerances and higher precision, while speed ensures timely product delivery without compromising quality. Efficiency is a must for making complex shapes, and integrated quality assurance ensures seamless communication and data sharing comprehensive insights.

We understand these overarching challenges and have adopted a holistic, solution-driven approach, rather than merely a problem-driven one. We believe that by effectively addressing these larger systemic challenges, manufacturers can achieve approximately 90% efficiency in manufacturing and quality assurance processes, with the remaining 10% attributable to human-driven approaches and training. Every solution we launch and every feature we integrate into our products is meticulously designed to cater to these specific challenges.

For digitalisation, we provide improved data output and sophisticated integrated software solutions that transform raw data into actionable intelligence, facilitating better insights and decision-making. Our precise measurement instruments provide highly reliable results, enabling manufacturers to produce parts that meet specifications. We are enhancing the measurement speed of our systems, allowing manufacturers to maintain high throughput and accelerate their quality control processes.

Our solutions are designed to handle complex geometries, providing advanced measurement capabilities to streamline the inspection of intricate parts. We integrate quality assurance and develop software solutions that enable seamless communication between diverse equipment, ensuring that every measurement system “talks” to each other for better insights and a unified quality overview.

Can you elaborate on how ZEISS integrates Industry 4.0 principles, such as automation and data analytics, into its quality systems?

In the “Phygital World” of manufacturing, we are at the forefront of integrating Industry 4.0 principles into quality systems, leveraging automation, data analytics, and AI to transform quality control from reactive to predictive. Our ZEISS Automated Defect Detection (ZADD) solutions in X-ray systems utilise AI for faster, more accurate defect identification, while ZEISS ScanBox cobot solutions automate repetitive tasks.

Furthermore, our Digital Twin technology, exemplified by the Virtual Measuring Room (VMR) in our Inspect, enables virtual prototyping and process optimisation. This approach empowers manufacturers with vast datasets for enhanced efficiency, precision, and overall product excellence in the data-driven manufacturing landscape.

How does ZEISS IQS cater to the needs of high-precision industries such as automotive, aerospace, and medical devices?

We tailor our metrology offerings to the diverse precision needs of aerospace, automotive, and medical by recognising the unique demands driven by evolving global manufacturing trends. The shift from IC engines to electric vehicles, India’s domestic electronics manufacturing, increasing emphasis on quality in medical exports, and the performance-orientated requirements in aerospace with the advent of additive manufacturing have all amplified the demand for precision manufacturing. To address these challenges, we have developed targeted solutions.

The growing adoption of X-ray technology in India and the expanding medical device sector necessitate metrology solutions capable of handling increased production volumes while maintaining stringent quality standards; the O-Inspect multi-sensor CMM, with its combination of different sensors, effectively meets these demanding inspection requirements. Similarly, we offer advanced microscopic ZEISS SmartZoom 100 solutions for high-speed, high-volume inspection needs. 

What role does software play in your measurement ecosystem, and how are manufacturers using it for traceability and decision-making?

For us, a software portfolio is a vital solution evolving as dynamically as our hardware offerings. Last two years, our software portfolio has met the demanding and challenging needs of the manufacturing sector, particularly traceability and data-driven decision-making. Our ZEISS Quality Suite exemplifies this evolution, uniting our entire system software portfolio under one comprehensive roof.

To manage continuous data flow and provide holistic insights, we integrate robust software with its advanced hardware, including optical, electron, X-ray, and coordinate measuring systems. This powerful synergy enables manufacturers to leverage connected microscopy for comprehensive analysis and ZEISS PiWeb for aggregating quality data from diverse systems. These capabilities are crucial for achieving complete traceability and making informed decisions.

Furthermore, our ZEISS Smart Services offer automated maintenance and health monitoring for traditional hardware, empowering proactive quality assurance. Through these intelligent software solutions, we permit manufacturers to embrace the future of connected, data-utilising quality assurance, leading to enhanced traceability and more effective decision-making.

Can you share a recent example where ZEISS IQS significantly improved a customer’s manufacturing process or product quality?

A customer specialising in high-volume, precision medical components sought to overcome significant measurement time challenges. Through a collaborative effort, we implemented our ZEISS O-INSPECT multisensor CMM and leveraged the unique customisation capabilities of ZEISS CALYPSO software. Our partnership extended beyond system provision; we worked closely to standardise measurement plans and provided custom part-holding fixtures. This integrated approach led to a 50% reduction in measurement time by reducing the number of measurement iterations.

Another compelling case involved a major OEM with stringent demands for production measurement speed. They previously came with up to ten different gauges to inspect complex geometries on a single part, leading to time-consuming and error-prone random measurements. Despite the existing robustness of our ZEISS DURAMAX shop floor CMM for production challenges, this OEM required even faster measurement cycles. Our solution facilitated precise measurement of complex geometries directly on the shop floor and empowered them to handle 37 different part variations for the same component without investing in additional gauges. This efficiency gain was specifically achieved through our system’s increased scanning speed feature, underscoring our commitment to delivering precise, rapid, and versatile measurement solutions.  

With increasing emphasis on speed and accuracy, how is ZEISS balancing inline inspection and lab-based precision metrology?

We recognise the fundamental role of digitalisation; we transform traditional optical and coordinate measuring systems from standalone tools into vital components of connected digital quality control ecosystems. This involves equipping conventional systems with advanced digital capabilities that complement physical applications. Beyond hardware, we offer dedicated software solutions to manage and leverage the growing volume of quality control data, generating actionable insights to optimise broader business processes. This strategic investment in digital integration allows manufacturers to achieve real-time monitoring and rapid feedback loops typical of inline inspection while benefiting from the unparalleled precision and comprehensive analysis capabilities of lab-based metrology, ensuring speed and accuracy throughout the production lifecycle.

What advice would you give Indian manufacturers looking to elevate their quality infrastructure to global standards?

Indian manufacturers have made impressive strides in upgrading production capabilities, but now the focus should shift to elevating quality infrastructure to global standards. With global OEMs increasingly setting up operations in India, precision, traceability, and digital integration are fast becoming baseline expectations. Investing in advanced quality technologies such as CT scanning, inline metrology, and AI-driven analytics goes beyond inspection; it empowers faster decision-making, predictive maintenance, and process optimisation.

My advice to manufacturers is do not just aim to meet global benchmarks; build ecosystems that can surpass them. This means collaborating with the right technology partners, continuously upskilling teams, and embedding quality across every stage of the value chain. The world is looking to India as a manufacturing hub, and we must ensure we’re not just prepared. We are leading.