PeakAmp, a fast-growing battery circularity company, strengthened its leadership team by elevating Aditya Prakash to Co-Founder and appointing Akhil Yerawar as Co-Founder and Chief Strategy Officer. The move comes as the company scales operations to build India’s most trusted end-of-life battery management platform. With these appointments, PeakAmp aims to accelerate growth, deepen partnerships, and fast-track its mission to create a technology-driven circular economy for lithium-ion batteries.

Building India’s First Full-Stack Battery Circularity Platform

PeakAmp is developing India’s first full-stack, tech-enabled battery lifecycle solution. The platform focuses on:

*Safe collection and segregation of used lithium-ion batteries

*Diagnostics-led second-life repurposing

*High-purity material recovery through recycling

By combining advanced technology with strong industry partnerships, the company seeks to ensure that every end-of-life battery re-enters the value chain instead of becoming waste.

Akhil Yerawar Joins to Drive Strategy and Growth

To strengthen its strategic roadmap, PeakAmp has appointed Akhil Yerawar as Co-Founder and Chief Strategy Officer. Yerawar brings over a decade of experience across green energy, management consulting, banking, and consumer sectors. At PeakAmp, he will:

*Lead strategic growth initiatives

*Oversee investor relations

*Build government and regulatory partnerships

*Develop the commercial roadmap for second-life battery applications

By aligning policy, partnerships, and capital, Yerawar will help position PeakAmp as a key player in India’s rapidly evolving clean energy ecosystem. Yerawar said, “Joining PeakAmp as a Co-Founder is an exciting opportunity to help address one of the most critical challenges in India’s clean energy transition. By combining strong execution with compliant and commercially viable circular solutions, we aim to scale alongside the country’s EV growth.”

Aditya Prakash Steps Up to Lead Operations and Execution

Aditya Prakash, who has been instrumental in shaping PeakAmp’s early operations, has been elevated to Co-Founder. With more than three years of hands-on experience in battery recycling operations, circular supply chains, and sustainability initiatives, Prakash has led logistics execution, ecosystem partnerships, and data-driven process optimisation across the lithium-ion value chain.

In his expanded role, he will:

*Lead overall strategy and operations

*Scale nationwide supply-chain networks

*Strengthen industry partnerships

*Drive operational excellence across the battery lifecycle

Prakash said, “I’m excited to take on this responsibility at a pivotal moment for both PeakAmp and India’s EV ecosystem. As electric mobility scales, building reliable and technology-driven battery after-life solutions becomes critical. We will continue strengthening our systems to ensure every battery is responsibly channelled back into productive use.”

Addressing India’s Growing Battery Recycling Gap

As India’s electric vehicle (EV) market accelerates, the volume of end-of-life lithium-ion batteries is expected to surge over the next decade. However, industry estimates suggest a significant gap between available recycling capacity and future demand.

Recognising this challenge, PeakAmp is positioning itself as a one-stop circularity partner.

Its integrated model combines:

*Safe collection and reverse logistics

*Diagnostics-based second-life deployment

*99%+ purity material recovery

This approach not only reduces environmental impact but also strengthens domestic supply chains for critical battery materials.

Scaling Partnerships and Technology

With its expanded founding team, PeakAmp now plans to accelerate collaborations with OEMs, mobility operators, and battery manufacturers. At the same time, the company is enhancing its technology stack to improve:

*Traceability

*Regulatory compliance

*Resource efficiency

*Data transparency across the battery lifecycle

As per the press release, by uniting leadership depth with operational scale, PeakAmp aims to emerge as a key enabler of India’s battery circular economy and sustainable energy transition.

The Adani Group officially entered India’s nuclear energy sector with the formation of Adani Atomic Energy Limited (AAEL), marking a significant diversification of its power portfolio. The newly incorporated entity will operate as a wholly owned subsidiary of Adani Power, giving the company complete operational and financial control over its nuclear ambitions.

Through AAEL, Adani plans to generate, transmit, and distribute electricity from nuclear and atomic energy. This move positions the company for a long-term role in India’s clean and reliable power ecosystem. The move signals the conglomerate’s strategic push toward low-carbon, baseload energy sources, complementing its existing thermal and renewable assets.

Strategic Expansion Backed by Policy Reform

The announcement comes soon after the Indian Parliament passed the SHANTI Act in December 2025, a landmark legislation that opens the nuclear energy sector to private participation for the first time. Encouraged by the regulatory shift, Adani Group is moving quickly to establish its nuclear subsidiary and tap emerging opportunities in the sector. The government introduced the Sustainable Harnessing and Advancement of Nuclear Energy for Transforming India (SHANTI) Act, 2025, with the goal of modernising India’s atomic energy framework and accelerating private investment.

What the SHANTI Act Enables

The new law fundamentally reshapes India’s nuclear ecosystem by allowing private companies to actively participate across the nuclear value chain.

Under the Act, private players can:

*Set up and operate nuclear power plants

*Generate and distribute nuclear electricity

*Manufacture critical equipment

*Fabricate nuclear fuel

*Conduct uranium conversion, refining, and enrichment within prescribed limits

*Handle the production, processing, and disposal of approved nuclear substances

Additionally, the Act encourages innovation by permitting research, development, design, and technology advancement in nuclear energy and radiation applications. It removes the licence requirement for peaceful uses. This provision is expected to accelerate next-generation reactor development and boost domestic capabilities.

Building a Resilient Nuclear Ecosystem

According to the Department of Atomic Energy, the SHANTI framework also addresses financial and operational challenges traditionally associated with nuclear projects. The government has incorporated risk-sharing mechanisms and financial instruments to help mitigate high upfront costs and long-term liabilities. As reported by msn.com, policymakers are combining regulatory clarity with financial safeguards. They aim to build a more advanced, resilient, and investment-friendly nuclear ecosystem.

Select Water Solutions Inc. and LibertyStream Infrastructure Partners Inc. signed a definitive agreement to deploy commercial lithium carbonate production facilities across Select’s existing water treatment and recycling sites in the Midland Basin, Texas. Through this partnership, the companies aim to extract lithium from oilfield brines and convert it into battery-grade lithium carbonate, strengthening domestic supply for the fast-growing U.S. electric vehicle (EV) and energy storage markets.

Three-Stage Development Plan to Scale Production

To accelerate commercialization, the companies have structured the project into a three-stage rollout.

Stage 1: First Facility by End-2026

Construction will begin with site preparation in March 2026, followed by full-scale development in the second quarter. The first carbonate facility will be commissioned by December 2026 at an existing Select site in Howard County, Texas.

Once operational, the plant will produce up to 1,000 tonnes per year of lithium carbonate, supplying U.S. customers.

Stage 2: Capacity Expansion in 2027

LibertyStream will then commission a second facility by June 2027, adding another 1,000 tonnes per annum of battery-grade lithium carbonate capacity.

Stage 3: Multi-Site Growth Across the Basin

Beginning in July 2027, LibertyStream plans to deploy at least two additional facilities at Select locations across Howard, Martin, Midland, Upton, and Glasscock counties—significantly scaling regional lithium output.

Leveraging Existing Water Infrastructure for Lithium Extraction

A key differentiator of the project is its integration with Select’s established water infrastructure. Instead of building new standalone plants, the partners will utilize Select’s network of pipelines, recycling systems, disposal wells, and treatment facilities.

By embedding lithium extraction into this platform, the companies can:

*Reduce capital expenditure

*Lower operating costs

*Eliminate major pre-treatment steps

*Accelerate deployment timelines

As a result, the approach creates a faster and more cost-efficient path to commercial lithium production.

Leadership Perspective

John Schmitz, Chairman, President and CEO of Select, emphasized, “This project leverages Select’s market-leading infrastructure network while unlocking the resource value inherent in the large volumes of produced water that move through it each day. By integrating lithium extraction into our existing water platform, we are creating meaningful incremental value from assets already in place.”

Alex Wylie, President and CEO of LibertyStream, highlighted, “We have made tremendous progress scaling our lithium extraction and carbonate refining processes in the Permian Basin over the past 18 months. We are excited to partner with Select—an organization with the experience, infrastructure, and operational reach needed to unlock the vast lithium resource contained in Permian Basin oilfield brines.”

Turning Oilfield Waste into High-Value Battery Materials

Importantly, the project aligns with Select’s broader strategy to transform oil and gas waste streams into new revenue sources. By extracting lithium from produced water, the company can convert an existing byproduct into a high-margin critical mineral for the clean energy supply chain.

This multi-use infrastructure model helps:

*Increase asset utilization

*Generate incremental revenue streams

*Enhance returns on invested capital

*Support long-term profitability

Furthermore, fixed offtake and pricing agreements are expected to provide stable, predictable cash flows.

Strengthening U.S. Lithium Supply Chain

As demand for EV batteries and energy storage accelerates, domestic lithium production has become increasingly critical. Through this partnership, Select and LibertyStream aim to strengthen U.S. lithium independence while capitalizing on the Permian Basin’s vast brine resources. As per the press release, the companies are combining infrastructure, technology, and operational scale. This positions Texas as a key hub for commercial lithium carbonate manufacturing.

Energy Vault teamed up with US-based Peak Energy to co-develop a next-generation, AI-focused energy storage platform powered by sodium-ion battery technology. Through this partnership, the companies aim to address the rapidly rising and unpredictable power demands of artificial intelligence workloads. Together, they plan to deliver a full-stack energy storage solution specifically engineered for AI data centers and high-performance computing environments.

Combining Sodium-Ion Batteries with Smart Energy Management

Under the agreement, Peak Energy will supply its sodium-ion batteries, while Energy Vault will contribute its system integration expertise and Vault OS™ software platform.

By combining hardware and software, the companies will create a fully integrated architecture that:

*Manages battery performance in real time

*Optimizes energy dispatch

*Extends asset lifespan

*Maintains operational control across deployments

All systems will operate under Vault OS™, enabling intelligent monitoring, control, and efficiency at scale.

Designed for AI’s Extreme Power Demands

Unlike conventional storage systems built for steady grid loads, AI training and inference workloads create sharp, volatile power spikes. These fluctuations often strain traditional battery and UPS systems, leading to inefficiencies and higher costs. To solve this challenge, the new platform will support AI Neoclouds—cloud environments purpose-built for AI—and AI-first data center operators. By tailoring storage architecture specifically for AI applications, the solution promises greater reliability, faster response times, and improved resilience.

Faster Deployment and Lower Costs

Energy Vault believes the partnership will accelerate project timelines while reducing operational complexity. Marco Terruzzin, Chief Revenue Officer at Energy Vault, said, “The rapid growth of AI is exposing fundamental limitations in conventional power infrastructure. This solution enables faster deployment, lower cost, and improved safety by combining Energy Vault’s integration platform with Peak’s sodium-ion technology.”

Key Benefits for Data Center Operators

The integrated solution will be exclusive to Energy Vault and embedded within its data center offerings. It delivers several operational advantages, including:

*Simplified electrical design

*Reduced dependence on traditional UPS systems

*Lower cooling requirements

*Improved handling of high-volatility AI compute loads

*Enhanced safety compared to conventional chemistries

These features make sodium-ion batteries an attractive alternative to lithium-ion systems for large-scale, AI-driven facilities.

Supporting the Next Wave of AI Infrastructure

As global demand for AI infrastructure accelerates, energy reliability and cost efficiency are becoming critical priorities. With this partnership, Energy Vault and Peak Energy aim to provide scalable, safe, and cost-effective storage solutions that support the next generation of AI data centers. As reported by pv-magazine-india.com, by combining sodium-ion technology with advanced energy management software, the companies are positioning themselves at the forefront of AI-ready energy storage innovation.

Crystal Crop Protection has strengthened its manufacturing expansion plans by acquiring 31.06 acres of land and associated assets from Kurl-On Ltd in Jhagadia, Gujarat, to develop a new greenfield agrochemical manufacturing facility. Through this move, the company aims to scale production capacity, improve operational efficiency, and address rising domestic and export demand for crop protection solutions.

₹100-Crore Investment to Create Fully Automated Facility

Over the next three years, Crystal Crop will invest ₹100 crore to establish a fully automated, world-class manufacturing plant designed to produce both agrochemical formulations and technical products. By adopting automation and modern process technologies, the company plans to enhance productivity, maintain consistent quality standards, and optimise costs.

Capacity Designed for Growth and Flexibility

Initially, the Jhagadia facility will offer a production capacity of 50,000 tonnes per annum (TPA) of formulations. However, the plant has been designed with scalability in mind and can be expanded to 120,000 TPA as demand grows. This flexible capacity model will enable the company to respond quickly to evolving market requirements.

The facility will manufacture a wide range of:

*Herbicides

*Fungicides

*Insecticides

Key products will include brands such as Topper, Tilt, Proclaim, Missile, and ACM 9, serving both the domestic Indian market and export destinations across Asia and Africa.

Strategic Location Strengthens Supply Chain Advantage

Crystal Crop selected Gujarat for its strong industrial ecosystem and business-friendly environment. According to the company, the state offers:

*Competitive operating costs

*Regulatory stability

*Robust chemical manufacturing infrastructure

*Efficient logistics and supply chain networks

The Jhagadia site provides seamless connectivity to major ports including Dahej, Hazira, and Jawaharlal Nehru Port (JNPT), supporting faster exports and global distribution.

Leadership Commentary

Ankur Aggarwal, Executive Chairman and Managing Director of Crystal Crop Protection, said, “This new world-class manufacturing facility at Jhagadia in Bharuch, Gujarat, significantly strengthens our commitment to delivering high-quality crop protection solutions while enhancing our manufacturing capabilities.”

Expanding Footprint in India’s Agrochemical Sector

With this investment, Crystal Crop reinforces its position in India’s fast-growing agrochemical industry. By combining higher capacity, automation, and export-ready infrastructure, the company aims to support farmers more effectively while expanding its global footprint. As reported by ceoinsightsindia.com, the Jhagadia plant is expected to play a critical role in driving the company’s next phase of growth.

From taking bold early bets on biological products to pushing for stronger acceptance of locally manufactured medicines, India’s top pharmaceutical leaders recently reflected on the defining decisions that shaped the country’s globally competitive drug industry.

Their insights came at the launch of Made in India — The Story of Desh Bandhu Gupta, Lupin, and Indian Pharma, a book that traces the evolution of Lupin and, in parallel, the broader rise of India’s pharmaceutical sector. The event brought together founders and promoter-family members of leading drugmakers, who shared candid lessons on innovation, risk-taking, and the future of Indian pharma.

Betting Early on Biologics and Global Ambitions

Looking ahead, biological products are expected to account for a significant share of the industry’s growth. Reflecting on missed opportunities, Dilip Shanghvi, Founder and Executive Chairman of Sun Pharmaceutical Industries, said the company should have entered the biologics segment sooner. He also stressed the importance of hiring specialised talent rather than learning entirely on the job — a move that could accelerate innovation in complex therapies.

Recalling Sun Pharma’s early days, when the company operated with just two medical representatives — including himself — Shanghvi noted how domestic firms have since scaled to compete globally. “All it takes is one success to give courage to others to walk that path,” he said, citing Glenmark’s recent $700 million out-licensing deal for its cancer drug candidate as an example. To stay competitive, he added, Indian companies must continue expanding internationally, including through overseas acquisitions. Notably, Sun Pharma is reportedly evaluating a major global acquisition.

Driving Acceptance of ‘Made in India’ Medicines

Cipla veteran Y.K. Hamied highlighted another pressing challenge — improving the acceptance of Indian-made medicines within the domestic healthcare ecosystem. He pointed out that leading Indian drugmakers already invest 6–8% of revenues into research and development, underscoring the industry’s commitment to innovation. However, he urged the medical fraternity to show greater confidence in locally developed products. “The industry must come together and move forward collectively on innovation,” he said.

From a policy standpoint, Hamied clarified that he supports patents but not monopolies. He recalled how the industry opposed product patents in the 1970s, leading to their removal before being reintroduced under the amended Patents Act in 2005.

Looking ahead, he expects most advanced research to take place through partnerships with government institutions such as:

*Indian Council of Medical Research (ICMR)

*Council of Scientific and Industrial Research (CSIR)

Given rising costs, few companies — apart from leaders like Sun Pharma and Dr. Reddy’s Laboratories — can independently fund large-scale research, he noted.

Smart Risks and Talent Will Define the Next Phase

GV Prasad, Co-Chairman and Managing Director of Dr. Reddy’s Laboratories, echoed the need for bold but calculated decisions. According to him, the most effective risks are those that remain “manageable.” He also stressed the importance of bringing in external expertise to strengthen capabilities in specialised areas. Vinita Gupta, CEO of Lupin, described pharmaceuticals as an inherently challenging industry but said Indian companies are now rethinking innovation strategies to create differentiated products and sustainable growth.

A Defining Moment for India’s Pharma Future

Taken together, the reflections underscored how India’s pharmaceutical industry evolved through bold choices, frugal innovation, and a willingness to compete on the world stage. As reported by thehindubusinessline.com, as biologics, partnerships, and global expansion shape the next chapter, industry leaders agree on one thing: continued risk-taking, stronger R&D, and confidence in homegrown capabilities will determine India’s future as a global pharma powerhouse.

India’s beauty and personal care (BPC) industry is on track for a major transformation. By 2030, the country is expected to become the fourth-largest beauty and personal care market globally, with the sector projected to grow from $23 billion today to nearly $40 billion, according to a new report by Redseer Strategy Consultants. Although the market will expand broadly in line with global benchmarks, it will grow from a structurally underpenetrated base, creating significant headroom for both established players and emerging brands.

New-Age Brands to Capture a Quarter of Market Spend

As the sector scales, new-age digital-first brands will play a pivotal role. Redseer estimates that nearly 150 emerging beauty and personal care brands will each cross ₹150 crore in annual revenues by 2030. Collectively, these brands are expected to account for around 25% of total BPC spending, signalling a shift away from legacy players and toward agile, consumer-focused companies. This change highlights the growing influence of innovation-led and D2C-first businesses that respond quickly to evolving consumer preferences.

Gen Z and Gen Alpha to Drive Half of Total Spending

Importantly, India’s young consumers will shape the next phase of growth. The report notes that Gen Z and Gen Alpha will become the largest consumer cohorts by 2030, contributing nearly 50% of the country’s total beauty and personal care spend.

 These digitally native shoppers are already redefining expectations around:

*Product innovation

*Ingredient transparency

*Personalisation

*Content-driven discovery

*Competitive pricing

*Seamless brand experiences

As a result, brands will need to adapt quickly to stay relevant to this fast-evolving audience.

E-commerce and Quick Commerce to Lead Distribution

At the same time, online channels will increasingly dominate sales. Redseer projects that nearly one-third of total BPC spending will come from e-commerce platforms. Within online retail, quick commerce is set to emerge as the largest format by 2030, reflecting rising demand for instant discovery and rapid replenishment in beauty purchases.

The report identifies five key e-commerce formats that will each contribute at least 10% of online demand:

*Direct-to-consumer (D2C) websites

*Horizontal marketplaces

*Vertical beauty platforms

*Quick commerce

*Value commerce

Consequently, brands will need a multi-format strategy rather than relying on a single channel.

Market Structure Shift More Critical Than Market Size

Kushal Bhatnagar, Associate Partner at Redseer Strategy Consultants, noted, “India’s BPC opportunity is often discussed in terms of market size, but the more important shift is in market structure. By 2030, growth will be disproportionately driven by brands that understand cohort-specific needs, leverage multiple e-commerce formats effectively, and clearly define roles for discovery versus replenishment channels”. He further added that Gen Z’s focus on individuality, ingredient quality, and convenience differs sharply from earlier generations. Therefore, success will depend less on broad growth and more on precision targeting and channel strategy.

Digital Reach and Rising Incomes Unlock Long-Term Growth

Historically, India under-spent on beauty and personal care products due to limited distribution, high price sensitivity, and a functional approach to consumption. However, the landscape is rapidly changing. Today, digital access, rising disposable incomes, and evolving social norms are expanding the category and encouraging premiumisation.

Looking ahead, Redseer notes that winning strategies will depend on:

*Clear category prioritisation

*Channel-specific roles for acquisition and replenishment

*Disciplined growth and profitability execution

As reported by thehindubusinessline.com, as a result, the next few years will prove crucial for brands, platforms, and investors seeking to capitalise on India’s fast-growing beauty ecosystem.

Servier, a global pharmaceutical group governed by a foundation, has strengthened its India strategy by launching GATINN, a dedicated platform focused on the development, manufacturing, and export of Single Pill Combinations (SPCs) for cardiometabolic and venous diseases. Through this initiative, Servier aims to simplify complex treatment regimens, improve patient adherence, and deliver better long-term health outcomes. At the same time, the platform supports the company’s broader Servier 2030 ambition to accelerate innovation and provide more patient-centric therapies for chronic conditions.

Improving Treatment Adherence Through Simplified Therapies

Single Pill Combinations combine multiple medicines into one tablet, reducing pill burden and helping patients follow prescribed treatments more consistently. By prioritising SPC development, Servier directly addresses one of the most persistent challenges in chronic disease management — poor adherence. As a result, the company expects improved clinical outcomes and more effective disease control for patients worldwide.

What GATINN Stands For

Dr Kshitij Panse, Chief Operating Officer – GATINN, said, “GATINN embodies Servier’s strategy to address critical patient unmet needs by accelerating patient-centric innovation. ‘GATI’ signifies speed, reflecting our focus on rapidly delivering solutions, while ‘INN’ represents innovation in India. By combining a dedicated local team, carefully selected partners, and Servier’s global R&D, manufacturing, and quality expertise, we are building a platform to execute high-quality SPCs that meet global standards and help improve adherence and outcomes for patients worldwide.” In essence, the platform blends local execution strength with global scientific and quality capabilities, enabling faster development and market access.

Investment and Operational Structure

To power the initiative, Servier plans to invest approximately €15 million in 2026. The company will collaborate closely with Indian partners to accelerate production and delivery.

Importantly, the GATINN platform integrates:

*Product development

*Manufacturing

*Supply chain coordination

Quality oversight

All these functions will operate through a central coordination hub located in India, ensuring efficient end-to-end execution. While manufacturing will be carried out through selected Indian CDMO partners, Servier will continue sourcing active pharmaceutical ingredients (APIs) from its own production facilities, where it remains the originator. This hybrid model ensures both cost efficiency and stringent quality standards.

A Global-Local Collaboration Model

Servier’s approach strategically combines:

*Research capabilities from France

*Development and manufacturing expertise in India

Together, this structure supports supply to high-growth markets across Asia, Latin America, Africa, and the Middle East. Charlotte Marmousez, Executive Vice President, Corporate Strategy & Transformation, noted, “The decision to establish GATINN in India aligns with Servier’s global strategy to advance patient-centered innovation by developing top-quality SPCs to improve patient adherence. This is Servier’s first such platform, which will coordinate global research and manufacturing teams from our headquarters in France.”

Product Pipeline and Launch Timeline

Servier has already initiated projects under the GATINN platform. The company expects:

*First international launch in Q2 2027

*Around five SPC products in development by the end of 2026

*Approximately one additional SPC added annually through 2030

The steady pipeline expansion will strengthen Servier’s long-term presence in cardiometabolic and vascular care while positioning India as a key export hub.

Strengthening India’s Role in Global Pharma Supply

With the launch of GATINN, Servier reinforces India’s growing importance as a strategic development and manufacturing base for global pharmaceutical supply. As reported by expresspharma.in, by leveraging India’s strong CDMO ecosystem and combining it with Servier’s global expertise, the company aims to deliver high-quality, affordable, and patient-focused therapies to markets worldwide. Ultimately, the platform represents a significant step toward faster innovation, better access, and improved outcomes in chronic disease treatment.

With over 35 years of leadership in pharmaceutical manufacturing and allied technologies, the Dadachanji Group officially launched KAIRISH Innotech, a next-generation engineering and technology company focused on delivering fully customised machines, medical devices, and automation solutions for the pharmaceutical, healthcare, and broader industrial sectors. The launch event brought together industry leaders, partners, clients, and stakeholders to witness the unveiling of a company designed to transform how pharmaceutical infrastructure and engineering solutions are imagined, engineered, and manufactured. More than just a new venture, KAIRISH Innotech marks a strategic expansion of the Group’s capabilities into advanced, technology-led manufacturing.

Turning the ‘Make in India’ Vision into Reality

Kairus Dadachanji highlighted, “We are proud to say that the Make in India vision is being realised through KAIRISH Innotech — not merely as a slogan, but as a living, working example. With KAIRISH Innotech, we bring world-class engineering to India. You just need to envision it, and we will make it a reality. We take complete ownership of the design, development, and manufacturing of customised machines, medical devices, tooling, robotics, and automation solutions.” By localising advanced engineering expertise and reducing dependency on imports, the company aims to deliver global-quality solutions built entirely in India.

A Fully Integrated Engineering and Manufacturing Hub

KAIRISH Innotech operates as a technology-driven, end-to-end manufacturing ecosystem. Unlike conventional vendors, the company offers comprehensive capabilities under one roof, enabling seamless execution across the entire project lifecycle.

Its core offerings include:

*Customised pharmaceutical machinery

*Medical device design and manufacturing

*Tooling and precision components

*Robotics and industrial automation systems

*Fabricated equipment and sterilisation solutions

From early-stage concept design to prototyping, validation, and final production, KAIRISH Innotech functions as a single-window engineering partner, helping clients rapidly convert ideas into commercially deployable solutions.

Built for Innovation, Designed for Customisation

The company addresses a long-standing industry challenge — adapting standard machines to specialised processes. Instead of forcing fitments or modifications, KAIRISH Innotech builds equipment from the ground up based on specific operational needs.

Rishad Dadachanji commented, “KAIRISH Innotech was built to remove the limitations companies face when adapting standard equipment to specialised processes. We wanted to create a company where innovation begins at the drawing board and ends in a fully functioning, future-ready machine on the client’s floor.” This approach enables faster implementation, higher efficiency, and improved operational reliability.

An Advanced Facility for Bespoke Engineering Solutions

Positioned as one of India’s most advanced engineering facilities for application-specific machine building, KAIRISH Innotech focuses on delivering highly tailored solutions that standard equipment often cannot provide.

The company carefully aligns each system with:

*Unique facility layouts

*Throughput and production targets

*Desired automation levels

*Long-term scalability and expansion plans

As a result, clients across pharmaceuticals, healthcare, and industrial manufacturing can build smarter, future-ready production environments that evolve with their business needs.

Driving the Future of Pharmaceutical and Industrial Automation

As reported by tribuneindia.com, with the launch of KAIRISH Innotech, the Dadachanji Group strengthens its position as a forward-looking engineering partner committed to innovation, precision, and indigenous manufacturing excellence. By combining advanced design capabilities, automation expertise, and integrated manufacturing, the company is set to play a pivotal role in shaping India’s next phase of pharmaceutical and industrial infrastructure development.

Givaudan, a global player in fragrance and beauty, expanded its footprint in Southeast Asia with the launch of a new fragrance creative centre in Jakarta, Indonesia, named ‘10 Capital’. Designed as a hub for co-creation and innovation, the centre brings together Givaudan’s Consumer Products and Fine Fragrance teams under one roof, enabling closer collaboration with local brands, entrepreneurs, and partners — from initial concept to the final olfactory signature. With this move, Givaudan reinforces its commitment to one of the world’s fastest-growing fragrance markets.

A Strategic Investment in a High-Growth Market

As demand for personal care and fine fragrances rises across Indonesia and Southeast Asia, Givaudan aims to deepen its regional partnerships by combining creativity, technical expertise, and strong market insights. The new facility forms part of the company’s broader strategy to place teams closer to customers, allowing faster product development cycles and more locally relevant scent solutions.

Bringing Creativity and Expertise Together

At its core, ‘10 Capital’ houses a dedicated multidisciplinary team that includes:

*Perfumers

*Creative assistants

*Application lab specialists

These teams work across categories while remaining connected to Givaudan’s global network of fragrance experts, ensuring both local responsiveness and international quality standards. In addition, the centre features The Foundry, a specialised collaborative space dedicated to fine fragrances. With its distinctive circular workspace and ingredient wall, The Foundry offers an immersive environment where perfumers, specialists, and clients experiment, ideate, and refine scent concepts together.

Leadership Perspectives

Felix Mayr-Harting, Global Head of Consumer Products, emphasised, “This investment reinforces our commitment to co-creation and agility for our consumer products business. By situating our teams closer to customers, we can rapidly transform ideas into market-ready solutions that celebrate the vibrancy and diversity of the Indonesian and Southeast Asian fragrance landscape.”

Xavier Renard, Global Head of Fine Fragrance, said, “‘10 Capital’ marks a new chapter in our regional presence, reflecting our belief in the extraordinary creativity emerging from Southeast Asia. By combining local insights with Givaudan’s global artistry, we are empowering a new generation of brands to translate their unique identity into signature scents that resonate deeply with consumers.”

Empowering Local Talent

The new centre also strengthens support for Indonesia’s growing creative community. “As an Indonesian perfumer, I’m proud to see how rapidly the fragrance industry has grown here,” said Karina Mandala, Perfumer at Givaudan. “This creative centre allows us to collaborate more closely and support local customers throughout the entire fragrance development journey,” Mandala added.

Strengthening Regional Leadership in Fragrance Innovation

As per the press release, ‘10 Capital’ sets a new benchmark for fragrance development in Southeast Asia. By combining global expertise with local creativity, Givaudan aims to accelerate innovation, enhance customer collaboration, and deliver differentiated scent solutions across the region. The Jakarta hub marks a significant milestone in the company’s strategy to strengthen its presence and better serve customers in Indonesia and the wider Southeast Asian market.