EDITORIAL TEAM: Ms Priyanka Sharma | Ms Himani Joshi | Ms Manpreet Kaur | Ms Manvi Srivastava | Mr Rahul Choudhury
SUPPORTED BY: Ms Rohini Guthe | Mr Parth Tayal | Ms Diksha Patel | Ms Jyoti Gupta | Ms Khushboo Sharma | Ms Shital Chute | Ms Kalyani Shedge | Mr Neeraj Saini | Ms Arundhati Routray | Mr Lokesh Singh | Ms Purva Dandekar | Ms Priyanka Yadav | Ms Namrata Kadam | Ms Renu Sharma | Mr Anish Kumar Pandey | Mr Mohit Mahar | Mr Sachin Sontakke | Ms Mayuri Dhorajiya | Mr Sumit Yadav | Ms Kavita Bhargav | Ms Janki Papola
INSPIRATION
Dear Colleagues,
The past year has been remarkable, filled with success and progress. Our financial performance reflects the collective dedication and unified e orts of each one of you. Together, we are fulfilling the aspired Wintegreat Life - a vision of Pride, Progress and Positivity.
The theme for this edition is “Built by People. Driven by Purpose.” Lumax is advancing a structured people strategy built around the Five Commitments (5 Cs): Connect & Communicate, Capability & Competency, Culture, Compliance & Governance and Cost Optimisation. Together, they reinforce trust through deeper engagement, expand skill development into a full ecosystem with new tools like PMS and Shiksha, embed values through initiatives such as Induction 2.0 and WINS, uphold uncompromising safety and governance standards and drive sustainable growth through disciplined cost management. At its core, the 5 Cs reflect Lumax’s enduring promise: every individual is seen, valued and prepared for the future.
Lumax Industries revenue for this quarter stood at INR 1200 crores, which takes the annual revenue to INR 4184 crores, Lumax Auto Technologies witnessed its revenue stand at INR 1417 crores for this quarter and ended this financial year with its revenue at INR 4870 crores. The Lumax brand recorded a total revenue of INR 11987 crores in FY 2025–26.
One of our big achievements was setting up the China Resource Centre. This helps Lumax grow globally and work more closely with technology partners in the fast-changing mobility industry. We also celebrated a proud moment as six of our
plants were honoured with prestigious JIPM TPM Excellence Awards:
• Lumax Industries Pantnagar – Special Award for TPM Excellence Achievement
• Lumax Industries Bengaluru – Special Award for TPM Achievement
• Lumax Industries Bawal – Excellence in Consistent TPM Commitment
• Lumax Industries Dharuhera – Excellence in Consistent TPM Commitment
• Lumax Auto Technologies Kuruli – TPM Excellence Award
• Lumax Industries Chakan III – TPM Excellence Award
Over the years, Lumax Group has earned over 20 JIPM awards.
Our commitment to workplace excellence continues to shine. Lumax IAC and Lumax Greenfuel earned the Great Place to Work® certification, reinforcing our belief in building Lumax into an organisation people are proud to belong to, one rooted in Respect, Integrity, Passion and Excellence.
On the global stage, Lumax Group has once again been recognised at the LACP Vision Awards for the seventh consecutive year, a legacy of excellence. Lumax Industries ranked #61 globally, winning Platinum for Integrated Report, Gold for Annual Report and a Technical Achievement Award. Lumax Auto Technologies ranked #72 globally, securing Platinum for Annual Report, Gold for Integrated Report and a Technical Achievement Award.
Closer home, the Lumax Auto Technologies Bengaluru Plant was recognised for Excellence in Quality Management - Plastics at Honda Motorcycle and Scooter India’s supplier convention. This honour continues our streak of consistent performance for three consecutive years.
These recognitions are a rmations of our culture of excellence, innovation and resilience.
As we look ahead in a world shaped by changing global events, let us prepare for short-term challenges with clarity and confidence. By staying focused on execution and working together as one team, I am sure we will overcome these uncertainties and come out stronger.
With best wishes for the coming months.
DK Jain Chairman Emeritus, Lumax Group
BUILT BY PEOPLE, DRIVEN BY PURPOSE
Our People, Our Priority: The Five Commitments Shaping Lumax Eight Decades. One Constant.
There is a question worth asking - one that every organisation, at some point, must sit with honestly.
What has truly made us last?
Not just the revenues, the profits, though all of these are most essential. When you trace the story of Lumax across 80 years, through ups and downs, through industrial and technological shifts, through the gradual transformation of Indian manufacturing from its earliest chapters to today - what you find at the centre of every milestone is not just a product. It is a person.
It is the engineer who stayed late to solve a problem no one else could. The shopfloor worker who spotted a quality gap before it became a crisis. The manager who held a team together through a di cult quarter. The young professional who joined Lumax fresh out of college and a few decades later,
is now leading one of its most critical functions.
We speak often about technology, about innovation, about expanding our footprint across global supply chains. And we should, these are real markers of progress. But the truth is that every machine we operate is only as good as the hands that run it. Every strategy we write is only as powerful as the people who execute it. Every value we put on a wall only means something if the people walking past it believe in it and live it.
Lumax has thrived for 80 years because of one irreplaceable competitive advantage - the commitment, the skill and the spirit of its people. The road ahead will look di erent, it will demand new capabilities, new thinking and new ways of working. But the force that will carry us forward remains the same, the people who are ready, prepared and valued.
That belief is not new at Lumax. What is new this year is the structure around it, more deliberate, more visible and built for what comes next.
THE CATALYST - HR as ARCHITECTURE
From Instinct to Institution
For much of Lumax Group's history, the way we cared for our people was instinctive, rooted in relationships, in personal connection, in the cultural warmth that has always defined how this organisation feels from the inside. That instinct has been a gift.
But instinct alone cannot scale. As Lumax grows, in
headcount, in geography, in complexity, the organisation needs greater direction, alignment in ways of working, a consistent approach, systems that protect fairness, pathways that make growth visible and frameworks that ensure no employee feels invisible.
HR steps forward this year with a clearer mandate and a stronger framework, the blueprint it carries cannot be built by one function alone. It takes every manager who shows up for their team, every employee who holds themselves to the RIPE values, every department that treats people not as resources to be managed but as the reason Lumax moves forward at all. HR sets the stage. Everyone builds on it.
THE 5 Cs
1. Connect & Communicate
A great workplace is not built on grand gestures. It is built, quietly and consistently, on the belief that every employee deserves to be heard. Not when there is a crisis. Always.
This year, Lumax is redesigning how the organisation listens. Structured engagement programmesincluding GMD Townhalls, CEO Townhalls, Annual Management Meets and Business Communication Meets, create regular, meaningful touchpoints where frontline employees can interact directly with leadership and share feedback without filters. The HR Help Desk further strengthens this by giving every employee a direct, accessible channel to raise
questions and resolve concerns, without navigating layers of approvals.
Stay Interviews will become part of the Lumax calendar, proactive conversations that ask employees what is working, what matters to them and what would make Lumax a place they choose to grow. Because the best time to understand why someone stays is before they decide to leave.
One-to-one connects will be calendarised by design, not left to chance. And the ground-up redesign of Lumax's Rewards & Recognition programme, which is being revamped by keeping employees' feedback at the centre, will ensure that acknowledgement is timely, personal and genuinely meaningful. Recognition will not be an afterthought but will be a practice.
2. Capability & Competency
For years, Lumax has invested in the skills of its workforce. Technical training, behavioural development, leadership programmes, these have been part of the Lumax story for a long time. FY 2026-27 marks a shift from investment to ecosystem, from individual programmes to a full, connected architecture of learning, development and growth. A Competency Matrix will give every employee a transparent view of what their role demands and a clear, honest pathway to grow within it. A digitised Performance Management System with KRA and KPI alignment will bring in better clarity and focus, ensuring every employee knows where they stand and the path ahead.
The Shiksha Series - Lumax's expanded in-house learning platform will bring curated functional and behavioural development topics directly into the Lumax environment.
And now, leadership development will be taking a leap to extend to the next set of leaders, through a formal, structured path. The human capital will be identified, developed and prepared to take on higher responsibilities and challenges. Building leadership from within is what we aspire to do and create our own pipeline of leaders to take us into the future.
Before they begin working on the actual production floor, new hires are given a hands-on introduction to the equipment, machines and procedures they would experience on the simulated shop floor. Experience everything first in an environment where learning is the sole goal, including safety procedures, quality standards and organisation culture.
What new joiners experience at Gurukul 2.0:
• Simulated shopfloor for risk-free, hands-on practice
• Tools, equipment and manufacturing process orientation
• Safety awareness and hazard identification
• Quality standards and the Lumax way of working
• Team orientation and workplace culture immersion
3. Culture
The RIPE framework - Respect, Integrity, Passion, Excellence, has long defined what Lumax stands for. The commitment to move these values from aspiration to everyday experience is the aim, moving
focus on Diversity and Inclusion, without being defined by numbers. Today, pink lines across our locations signal progress towards a diverse workplace. The WINS (Women In Night Shifts)
4. Compliance & Governance
Every employee desires and deserves to be able to work in a setting where everyone is held to the same standards regardless of title or position, where safety is a top priority and where the regulations are clear.
In order to increase agility while upholding governance and compliance standards, a redesigned Decision and Authority Matrix has been put into
5. Cost Optimisation
Lumax is able to continue investing in its employees year after year owing to responsible resource management. Running a lean, focused and financially disciplined business while making sure that investments are made where they will yield the
place this year to empower executives at operational levels across plants and units. The matrix is evaluated and course-corrected to include and accommodate ground level stakeholder concerns.
Zero tolerance on safety risks. Reinforced Code of Conduct. Strengthened Background Verification.
Productivity improvements across direct and indirect workforce, continuous monitoring to identify non-value-added activities - supported by HR-driven Kaizen initiatives across plants, where the company recognises and rewards projects achieving process improvements, productivity enhancement, cycle time reduction and cost optimisation. The goal is to be a financially sound organisation that can invest in its
future goals. The world our people will navigate looks nothing like the one that brought us here. Newer technologies, AI integration at workplace, new expectations and new methods of
working are the new challenges that we navigate, but at the core of it all is our people who are competent, skilled, valued and invested in.
The di erentiator for the future will be our ability to harness the power of technology while nurturing talent. As industries evolve, it is the synergy between innovation and people that will define enduring success.
KNOW YOUR LEADER
A tête-à-tête with Jagannath Oleti - EVP & Group CHRO
Q1. Could you briefly share your early career journey and what inspired you to pursue HR?
My entry into HR was not entirely planned, but in hindsight, it was inevitable. Early in my career, I found myself consistently drawn to the human side of any organisation. What inspired me to formally pursue HR was the growing conviction that people are the most complex and most consequential variable in any organisation’s success. No strategy, however brilliant, delivers itselfPeople do.
My early years were a tremendous learning ground. I joined as a Management Trainee with SAIL and worked across mining, manufacturing and marketing/sales set-ups and that too in di erent geographies, which gave me exposure to diverse business environments and helped me understand HR not in isolation, but as an integral part of organisational performance and business priorities. Over nearly four decades, I have seen the profession transform significantly and that evolution has kept the work endlessly stimulating.
Q2. What has been the most defining moment in your professional journey and how has it shaped your leadership style today?
The most defining phase of my career was leading HR at L&T Precision Engineering & Systems (formerly L&T Defence) between 2019–2024, during a time of historic transformation in India’s defence sector under Aatmanirbhar Bharat. With private players entering and specialised talent becoming scarce, we faced relentless poaching pressures.
This challenge reshaped my leadership philosophy - from “buying talent” to “building talent.”
We created a robust ecosystem: customised leadership programmes, live inventories of critical roles, individual development plans, partnerships with institutions like Cranfield University, coaching and mentoring frameworks, succession planning and long-term incentives.
The experience taught me that the most enduring competitive advantage lies in cultivating an internal talent pipeline. External hiring is transactional; internal development is an investment that compounds. When employees see genuine commitment to their growth, they respond with loyalty, engagement and discretionary e ort that no compensation package alone can secure.
Q3. What are the key priorities for Lumax in the coming years and how will HR support the company’s growth in the automotive industry?
Lumax operates in one of the most dynamic and transformative periods the automotive industry has ever seen. The sector is navigating a fundamental shift - from hardware-driven value to software and systems integration. For an auto component group like us, this is both a significant growth opportunity and a challenge.
Against this backdrop, I see three or four strategic priorities for the business and HR has a direct role in enabling each of them.
First, building future-ready capabilities. We need to equip our internal talent with skills that will power the next decade. We need talent that understands electronics, software-hardware integration and new manufacturing technologies. HR’s role here is to build a robust capability framework, identifying critical skill gaps, forging partnerships with institutions and industry bodies and investing in structured development programmes.
Second, strengthening the leadership pipeline. As the business scales and diversifies, the risk of leadership bandwidth becoming a constraint is real. We need to build deep, home-grown leadership pipeline through rigorous succession planning, high-potential talent identification, development centres and IDP frameworks supported by coaching and mentoring. This is to ensure business continuity is never dependent on a handful of individuals.
Third, strengthening the ‘One Lumax’ culture. As the group pursues integrated growth, cultural coherence becomes a strategic asset. We are steering this through a common values architecture, shared leadership behaviours and group-wide engagement and inclusion initiatives building a unified identity while respecting the distinctiveness of each
Fourth, aligning rewards and performance to transformation goals. Growth and transformation require that people are incentivised in the right direction. We are working on tightening the linkage between individual goals and
business outcomes and designing compensation structures, including long-term incentives, that attract and retain the talent Lumax needs for its next phase.
Q4. What challenges have you faced in shaping Lumax Group's people strategy and how did you overcome them?
Shaping Lumax Group's people strategy has meant balancing tradition with transformation. One challenge was aligning diverse business units under a common framework while respecting their unique sub-cultures. Another was ensuring employees saw change not as disruption but as opportunity. We are overcoming these by listening deeply, building trust and introducing structured systems that gave clarity without losing the human touch.
Q5. What values or principles guide your decision-making as CHRO?
The Lumax Values of Respect, Integrity, Passion and Excellence are the key drivers that guide us to live these values in our daily lives.
Empathy and fairness are the other two principles I hold very close. Every decision must strengthen trust between the organisation and its people.
We are proud of the initial strides we have made in Diversity and Inclusion. From introducing Pink Lines across multiple locations and witnessing the rise of women power on the shopfloor, to piloting projects for di erently-abled workers, these initiatives reflect our commitment to creating opportunities for all. The pilot has shown us that while progress is underway, there is much more to learn, train and plan. We are determined to scale this journey thoughtfully. Our GMD has also outlined DEI and Sustainability as one of the key focus areas for the current year. For me, seeing Lumax evolve into a workplace where values and inclusion drive both performance and pride is the most rewarding outcome.
Q6. With the rise of AI and new technologies, how is Lumax preparing its workforce for the future?
With the rise of AI and new technologies, Lumax is preparing its workforce to stay
future-ready through a balanced focus on both technical and behavioural skill development. We have introduced AI capability topics in our Shiksha Series to embed adaptability into everyday learning. Beyond technology adoption, we are piloting advanced training methodologies such as Virtual Reality (VR) and Augmented Reality (AR), with plans to deploy them across plants at the Gurukul. At the leadership level, we are sensitising mid and senior managers to the opportunities AI brings in reducing downtime, boosting productivity and enabling data-driven decision-making through analytics. In parallel, dedicated New Technology Groups (NTG) have been established within Lumax Industries and SHIFT in Lumax Auto Technologies, supported by curated talent from both internal reskilling and external hiring. These teams are driving innovation in product development and showcasing future-ready solutions to customers. Together, these initiatives reflect our commitment to equipping employees with the right skills, mindset and tools to thrive in an evolving manufacturing landscape.
Q7. Looking ahead, what are your top priorities for developing and engaging Lumax’s workforce while ensuring employee well-being?
Looking ahead, my priorities for developing and engaging Lumax’s workforce are threefold.
First, we are strengthening leadership pipelines through structured succession planning, ensuring future leaders are ready to step up with confidence.
Second, we are expanding learning opportunities and capacity building for our shopfloor leaders and supervisors; the ones who hold the fort, guide colleagues on the machines, provide both technical and behavioural direction for success.
And third, we are embedding well-being into daily work life, moving beyond routine health check-ups to a holistic approach that includes physical health and mental health.
We are exploring piloting initiatives such as a 24x7 counselling helpline, designed to provide confidential support while also helping us identify workplace stress trends at a systemic level. Gradually, we are extending health check-ups to more employees, in
line with evolving labour codes, and scaling up programs that make well-being a norm rather than an exception. The goal is simple yet powerful; to ensure every employee feels valued, supported and prepared for the future, not just as professionals, but as individuals thriving in a dynamic manufacturing environment.
Q8. What message would you like to share with new recruits joining Lumax and what keeps you energised outside of work?
For new recruits joining Lumax, my message is simple: Welcome to a place where your growth matters as much as the company’s. What matters most is your learning agility and curiosity. Skills can always be taught, but the attitude to learn and the curiosity to explore are what truly set you apart. If you bring these qualities, you will find that success here comes naturally. From the very first month, we can see how quickly freshers adapt, and those who stay curious are the ones who grow the fastest. At Lumax, we will provide the training, guidance and opportunities, but it’s your mindset that makes the di erence. With curiosity and a willingness to learn you will find Lumax to be a rewarding journey.
Q9. What do you like to do in your spare time?
In my spare time, I am a movie bu . I enjoy immersing myself in crime and detective thrillers and sometimes I get carried away into late-night serial watching. I also like to challenge myself by picking up new sports or skills; right now, I am learning swimming. Some may say it’s too late to start, but I believe it’s never too late to learn something new. For me, leisure is about curiosity and exploration, whether it’s through stories on screen or through trying my hand at something di erent. These moments of balance help me return to work with fresh perspective and enthusiasm.
REVENUE
(Rs. Crore)
EBITDA
(Rs. Crore)
PAT Before MI* (Rs. Crore)
*Post exceptional items for FY26 of Rs. 14.5 cr pertaining to notification of Labour Codes by Government of India
DRL/Turn Integrated In One Optical System
Company: Tata Motors Passenger Vehicles
Ice Cube Fog and Cornering Lamp
Model: Tata ACE Coral Head Lamp
Hitting the Road
Company: Mahindra & Mahindra
Model: Scorpio Pickup - Army Vehicle
Instrument Panel
Company:
Model: XUV 7XO
Product Map Reading Lamp
Sun Visor Lamp & Roof Lamp
Fog Lamp & Cornering Lamp
Instrument Panel/Cockpit
Door Trims
Central Console
LED Festoon Bulb
Hitting the Road
Company: Mahindra & Mahindra
Company: Škoda Volkswagen India
Model: Kushaq
Model: Mahindra UDO - Electric A First For Lumax
Rear Combination Lamp
Headlamp
Long Connected Tail Lamp With Segment Appearance
Progressive Turn Indicator
Logo Illumination Lamp
Hitting the Road
Company: Maruti Suzuki India Limited
Model: Jimny
Company: Toyota Kirloskar Motor
Model: Urban Cruiser Ebella
Product: Power Window Switch
Product Functionality:
Enables electric opening and closing of door-window glass. Water and dustproof | Better Reliability | Better feel curve.
Head lamp & Sequential turn
Indicator lamp
Rear lamp & Lid lamp
Hitting the Road
Company: Suzuki Motorcycle India
Model: E-Access
Front Turn Signal Lamp
Company: Bajaj
Model: Chetak EV
Side Panel
EVENTS
Innovation on Display. Partnerships Strengthened.
Lumax Group conducted a Tech Show at the Suzuki Motorcycle India Private Limited facility in January 2026, creating a strong platform to showcase our advanced capabilities in the two-wheeler segment.
The event was graced by senior leadership from Suzuki Motorcycle India.
Mr Kenichi Umeda – Managing Director, Mr Koji Mori – Director, Mr Masahiro Tanaka – Director, Mr Fumimasa Takahashi – Director, Mr Minoru Shimamura – Senior Leadership Team, Mr Vineet Mishra – Executive Vice President, Mr Sanjay Singh – Senior Leadership Team, along with their team members.
Lumax Group showcased a comprehensive range of advanced mobility solutions, including: Two-Wheeler Lighting Technologies & Logo Projections, Advanced Plastics Solutions from Pantnagar & Bengaluru plants, Mechatronics Solutions – TCU, TPS, Oxygen Sensors, Switches, Two-Wheeler Chassis & Swing Arm solutions.
The tech show enabled meaningful engagement between Lumax leadership, led by Mr Deepak Jain – CMD, Mr Raju Ketkale, CEO – Lumax Industries, Mr Vikas Marwah, CEO – Lumax Auto Technologies along with Marketing and Business Heads and the Suzuki leadership team.
The discussions focused on delivering cost-e ective, sustainable and customised solutions, further strengthening our relationship and shared vision for the future. Driving the future of mobility through innovation, collaboration and excellence.
EVENTS
The 60th ACMA Excellence Awards & 11th Technology Summit
The 60th ACMA Excellence Awards & 11th Technology Summit brought together the best of India's automotive components industry under one roof - with the spotlight firmly on Supply Chain 2.0: Pioneering India's Next Gen Auto Component Manufacturing.
Our Chairman, Mr Deepak Jain, shared the dais with distinguished leaders from Government and Industry, coming together to shape the conversation around the future of India's auto component sector.
EVENTS
Lumax at Evolution 2026 by CII
Lumax Auto Technologies was proud to be part of EVOLUTION 2026, hosted by the Confederation of Indian Industry (CII) in March 2026, where Mr Vikas Marwah, CEO - Lumax Auto Technologies, delivered a Special Address on “Policies, Regulations and the Road to a Sustainable EV Future.”
Key areas of discussion included:
• Government policies enabling EV adoption
• Regulatory challenges and roadblocks in scaling EV ecosystems
• The importance of international collaboration and alignment with global standards
The panel also featured distinguished leaders from across the automotive and mobility ecosystem, including Mr Anurag Mehrotra, Conference Chairman and Managing Director - JSW MG Motor India, Dr Aanchal Jain, CEO - PMI Electro Mobility Solutions, Mr Arun Kumar Malhotra, Auto Industry Expert & Former Managing Director - Nissan India, Mr Rajiv Gandhi, Principal Consultant - Maruti Suzuki India Ltd & CEO & Director, International Automobile Centre of
EVENTS
ET NEXTECH Human Capital India Summit 2026
Two of our leaders. Two important conversations.
Mr Jagannath Oleti, CHRO, Lumax Group, joined a powerful panel on the human core of India's manufacturing growth - a conversation that cut through the noise and came back to what matters most on the shopfloor: Safety. Skills. Satisfaction.
Col. Tarun Vohra, VP & CHRO, Lumax Industries, was part of an exclusive closed-door CHRO Roundtable exploring how organisations are rethinking employee benefits, productivity and the HR-IT partnership in an increasingly digital and AI-first workplace.
Di erent rooms. Di erent conversations. But the same belief at the heart of it. People are our most valuable asset.
EVENTS
Expanding Reach Through Direct Engagement – PAC Nashik
Driving Aftermarket Momentum
The PAC event in Nashik brought together over mechanics in collaboration with Ramakrishna Motorcycle. The session combined detailed presentations with interactive discussions, helping participants clearly understand the features, benefits and practical applications of our o erings.
A key highlight was the strong engagement with the mechanics showing interest in our product range, marking a significant step in expanding our market presence.
• Lumax Auto Technologies - Aftermarket Division, in partnership with JJ Agency, Chhatrapati Sambhajinagar, recently hosted a Retailer Meet with 105 channel partners from the two-wheeler aftermarket ecosystem.
• The event showcased the latest New Product Developments (NPDs) complemented by focused technical sessions highlighting product engineering, durability and application insights for the evolving market.
• The engagement created strong momentum in the region, generating significant interest and reinforcing Lumax Group’s commitment to empowering its partner network and expanding its aftermarket footprint.
AWARDS
A journey built on discipline. A milestone shaped by many hands.
What began years ago as a commitment to Total Productive Maintenance (TPM) has today evolved into a culture, one that lives on our shopfloors, in our processes and in the mindset of every Lumaxite.
This year marks a milestone in our journey.
For the first time, Lumax has secured 6 JIPM TPM Awards across 3 di erent levels in a single year, taking our total tally to 20 JIPM TPM Awards.
A milestone defined by the consistency, discipline and collective belief that got us here. Behind every award lies a story of continuous improvement, of teams that chose to go beyond compliance, of individuals who turned challenges into Kaizens and of plants that made excellence a daily habit.
This achievement belongs to every employee on the shopfloor and beyond, whose commitment drives this culture forward.
Together, we are building more than processes. We are building a system of excellence.
Special Award – Lumax Industries Bengaluru & Pantnagar
Consistency Award – Lumax Industries Bawal & Dharuhera
Excellence Award – Lumax Industries Chakan III and Lumax Auto Technologies – Metallics Division, Kuruli
AWARDS
Honda Motorcycle and Scooter India Supplier Convention 2026
Excellence Recognised. Quality Delivered.
Lumax Auto Technologies – Bengaluru Plant has been honoured with the Excellence in Quality Management – Plastics award at the Honda Motorcycle and Scooter India Supplier Convention 2026.
What makes this special is the consistency behind it:
Three years. Three recognitions. One relentless team.
Celebrating 7 Consecutive Years of Excellence
Lumax Industries and Lumax Auto Technologies have been honoured in the LACP Awards for the 2024-25 cycle, marking our seventh consecutive year of recognition.
LACP – League of American Communications Professionals LLC, an independent organisation that evaluates and recognises excellence in corporate communications and annual reporting.
Lumax Industries – Ranked #61 Globally
• Platinum Award – Integrated Report
• Gold Award – Annual Report
• Technical Achievement Award for overall excellence in the art and method of integrated report communications for the past fiscal year.
Lumax Auto Technologies – Ranked #72 Globally
• Platinum Award – Annual Report
• Gold Award – Integrated Report
• Technical Achievement Award for overall excellence in the art and method of integrated report communications for the past fiscal year.
AWARDS
4 Wins at Maruti Suzuki Vendor Conference 2026. A proud and defining moment for Team Lumax!
At the Maruti Suzuki Vendor Conference, Lumax Group was honoured with 4 prestigious recognitions, reflecting our shared commitment to innovation, quality, localisation, value engineering and sustainability.
Awards & Recognitions:
• Localisation of Design & Development Capability –Lumax Alps Alpine
• Value Analysis – Lumax JOPP Allied Technologies
• Part Development – IAC International Automotive India
• Recognition for Superior Performance in Sustainability - Lumax Industries
These achievements are a testament to the passion, collaboration and relentless e orts of our teams and partners who continue to drive excellence across every milestone.
Together, we remain committed to strengthening capabilities, creating value and building a more sustainable and future-ready mobility ecosystem.
Proud Moment for Team Lumax at Mahindra Supplier Conference 2026
A proud moment for the Lumax Group at the Mahindra Supplier Conference 2026!
• Lumax Industries was honoured with the Special Appreciation Award for XUV 7XO and UDO Electric (3W), recognising our commitment to quality, innovation and customer satisfaction.
• IAC International Automotive India was also recognised with the Mahindra Supplier Excellence Award for Execution Excellence, reflecting the team’s strong focus on operational excellence and seamless execution.
These recognitions inspire us to continue driving performance, collaboration and excellence across every milestone!
BUILDING A RESPECTFUL WORKPLACE
Inclusion is a Skill We Learn Together
A gesture can bridge a gap. A small adjustment can remove a barrier. A conversation can change a perspective.
This belief shaped the Disability Sensitisation and Awareness Sessions held across multiple Lumax locationsLumax Industries (Lighting and SMT) Bawal, Dharuhera, Lumax Auto Technologies, Manesar, Lumax Mannoh Allied Technologies, Manesar.
The sessions were facilitated by Sarthak Educational Trust, encouraging participants to rethink accessibility, deepen their understanding of inclusive communication and explore the 21 disabilities defined under the RPwD Act, 2016.
Inclusion begins with awareness. And awareness begins with showing up.
Creating a safe, inclusive and respectful workplace is not just a policy, it is a shared responsibility we actively practice every day.
As part of this commitment, a series of POSH Awareness Sessions and Internal Committee engagements were recently conducted across locations to reinforce awareness, encourage dialogue and strengthen our zero-tolerance approach.
Lumax Mannoh Allied Technologies & Lumax Auto Technologies, Manesar
Lumax Auto Technologies, Pantnagar
Lumax Industries, Haridwar
BUILDING A RESPECTFUL WORKPLACE
Lumax Industries, Bawal
Lumax Industries, Pantnagar
Lumax Industries, Bawal (SMT)
Lumax Industries, Chakan II
NANHI CHAAN - 246
Mr Shlok Sharma, QA Engineer from Lumax Auto Technologies, Manesar and his spouse Ms Diksha Sharma were blessed with a baby girl named Yuvika Sharma on 13th March 2026.
DRIVING
CHANGE THROUGH CSR
SDG 4 – Quality Education
Sunehra Kal – Life Skills Programme
26 Schools
8000+ Students
As part of our Life Skills Programme under our commitment to SDG 4: Quality Education, this quarter sessions were delivered on the following topics:
• Problem Solving & Decision Making
• E ective Communication & Personality Development
• Diet & Nutrition Awareness
• Personal Hygiene Awareness for girls and boys
Real education goes beyond textbooks, it prepares young minds for life.
Little Minds, Big Ideas
This quarter, Life Skills and STEAM Education programme reached 500+ primary school students across Haryana and Uttarakhand through a rich mix of sessions spanning digital literacy, environmental science, personal development and experiential learning. Students explored internet safety and responsible online behaviour and learned, discipline and decision-making, through the "Foundation for Understanding Responsibility and Growth"
Across every session, the focus remained consistent, nurturing curious, aware and responsible young minds, one
DRIVING CHANGE THROUGH CSR
National Girl Child Day
On National Girl Child Day, 280 students across two schoolsGGHS Hasanpur Tauru, Haryana and Rajiv Gandhi High School, Pune, marked the day with celebration and purpose. Girls expressed their voices through poster-making and student-led cultural performances on education, safety and empowerment. The highlight was a self-defence training session that went beyond techniques, teaching girls to recognise unsafe situations, trust their instincts and carry themselves with confidence. A reminder that empowering a girl child isn't a one-day a air, but days like these make it real.
BG Foundation
Mainstreaming of students from underserved communities into formal education, to help them to continue their education and lead their lives with dignity.
Haryana
Number of Beneficiaries: 150 + students
Impact: Provide continuous education access to migrant students.
Where Awareness Meets Action
In the villages of Khoda and Zolapur, health conversations that rarely reach rural doorsteps were brought to the community, directly and deliberately. Under the Community Awareness Program for FY 2025-26, Lumax Group, in partnership with Sakshi NGO and the Primary Health Centres of both villages, conducted six Health & Hygiene Awareness Campaigns benefitting 393 women and adolescent girls. Spanning topics from maternal health and family planning to menstrual hygiene, adolescent development and the harmful e ects of gutkha and tobacco, these sessions were designed to shift behaviours and put essential health knowledge in the hands of those who need it
DRIVING CHANGE THROUGH CSR
‘Usha ki Kiran’ Scholarship Program
Students in government schools, especially in rural areas, often face the risk of dropping out due to financial hardships and social pressures. Scholarships help build their confidence and empower them to pursue their education and dreams without the constant burden of financial concerns.
Impact:
• Reduced dropout ratio
• Boost academic performance
• Encourage higher education participation
Number of Beneficiaries: 488 students
(80 students with disabilities, commemorating 8 decades of Lumax Group)
‘Career Margdarshan’
States Covered: Haryana Maharashtra Gujarat
Under our Career Margdarshan Programme, this quarter we supported 50 students in Haryana with extra classes, study materials and online CUET (Common University Entrance Test) preparation. CUET is a mandatory national exam that provides a single-window opportunity for admission to top Central Universities. Through this we are equipping young aspirants with the resources and guidance they need to pursue higher education with confidence.
‘Saksham Safalta’
Opportunity should not be limited by circumstances.
Saksham Safalta equips youth from economically disadvantaged backgrounds with industry-aligned skills and a real path into the automotive workforce. Selected candidates receive free, hands-on training followed by certification. The program o ers placement support to help candidates secure meaningful employment opportunities.
DRIVING CHANGE THROUGH CSR
Beyond the Classroom
For students who have only read about manufacturing in textbooks, walking on to an actual shop floor changes everything. Two industrial visits were organised for students of Classes 9-10, one for Swastik High School, Khoda, Gujarat to the Lumax Industries Sanand Plant and another for students of PCMC Rajiv Gandhi High School, Nehrunagar, Pune, Maharashtra to Lumax Industries Chakan II Plant.
At both plants, students got up close with the real world of automotive manufacturing, from moulding and assembly sections to dispatch, quality control and safety protocols on the shop floor, understanding the nuances of manufacturing vehicle lighting.
Inclusion Begins with Understanding
Empathy is best experienced, not just taught. A group of 100 students from Prayag Sr. Sec. School and GSSS Nandrampur Bass, Haryana, visited Sarthak Educational Trust to sensitise them with disabilities.
Through interactive sessions, students learned about di erent disabilities, explored sign language and experienced the “Vision in the Dark” centre to understand the daily realities of visually impaired individuals. Open discussions encouraged reflection and a deeper sense of empathy and inclusion.
Ms Priyanka Sharma, Sr VP - Corporate Communications & CSR, recently visited the Lumax-supported schools in Sanand, Gujarat. She spent time interacting with school administrators, teachers and students, creating an atmosphere of openness and connection.
During her visit, she also reviewed the infrastructure enhancements at the Zolapur school, a powerful reflection of how consistent support and commitment can truly transform learning spaces over time.
Visits like these go beyond reviewing progress, strengthen purpose and remind everyone involved why this work continues to matter so deeply.
DRIVING CHANGE THROUGH CSR
Sakushal Trust
Fighting Cancer, One Child at a Time.
Cancer treatment means nothing if families cannot stay close, Sakushal's residential facility near the hospital provided 1,080 stay-days in FY 2025-26 to 5 critically ill children and their families, keeping them together, without the burden of treatment and accommodation.
For many of these children, this support has meant the di erence between life and death.
Hygiene, Health and Her Future
In association with Sulabh Sanitation Mission Foundation, organised a block-level menstrual hygiene awareness event on 24th March 2026 at Hasanpur Village, Tauru, Haryana.
The initiative addressed awareness gaps, prevailing myths and limited access to a ordable hygiene products in rural communities. Women and adolescent girls were joined by healthcare professionals, government o cials and community leaders - enabling open, stigma-free dialogue.
Women were also trained in pad-making, turning awareness into a sustainable livelihood opportunity.
Community wellbeing. Women's empowerment. Lasting impact.
The event was attended by several distinguished guests and stakeholders from various departments and organisations, including Smt Anju Devi (ANM), Primary Health Centre, Mohammadpur Village; Arif Khan (CHO), Hasanpur; Smt Meera, WCDPO, Tauru, along with supervisors from the Women & Child Development Department, Tauru; Ms Puja and Mr Monu, Block Resource o cials from the o ce of Block Education O ce, Tauru; Dr Nihal Solanki, Senior Medical O cer; Dr Abhishek from M3M Foundation; Shri Ramkaran, Ex-Sarpanch, Hasanpur Village
DRIVING CHANGE THROUGH CSR
SDG 3 – Good Health & Well-Being
As part of our continued e orts to bridge the critical gap between underserved populations and essential healthcare services, our mobile health vans in Maharashtra and Haryana continue to bring a meaningful impact. By bringing primary medical care directly to communities’ doorsteps, the initiative has significantly expanded outreach and improved access to basic healthcare services for those who need it most.
Equipped with a professional medical team, including a doctor, pharmacist, driver and social worker the van provides free consultations, diagnostic screenings and essential medicines. Beyond immediate treatment, the program emphasises preventive health through community awareness drives on hygiene, nutrition and maternal care. This sustained outreach ensures timely medical intervention for the elderly, women and children and also fosters a culture of preventive healthcare within the community.
3500+ treatments provided through our mobile health van in Aurangabad.
6000+ treatments provided through our mobile health van in Pune.
3200+ treatments provided through our mobile health van in Haryana.
DRIVING CHANGE THROUGH CSR
The Basics That Build Belonging
A safe and welcoming school is the foundation of meaningful learning. Through focused infrastructure support, we help ensure that students step into spaces that feel secure, cared for and conducive to growth.
In underserved schools, even small improvements, such as well-maintained classrooms, clean sanitation facilities, proper lighting and safe drinking water can make a significant di erence.
Such spaces nurture a positive learning environment, where students feel valued and motivated to participate and teachers are better equipped to deliver e ectively. Over time, these e orts strengthen community trust and pride in the school, reinforcing the importance of education as a shared priority.
What may seem like modest interventions ultimately shape daily experiences, building a child’s sense of safety, confidence and belonging, while laying the groundwork for stronger, more resilient communities.
Republic Day Celebration
Republic Day was celebrated at the following locations in Bengaluru.
Lumax IAC Certified Once Again as a Great Place to Work®
Lumax IAC has once again been certified as a Great Place to Work®, achieving an impressive 82% score. This recognition reflects our people-first culture, collaborative work environment and continued commitment to building a workplace where employees feel valued, empowered and inspired to grow.
Chakan III Celebrates Its First Anniversary with Purpose and Pride
IAC Chakan III marked a significant milestone as it celebrated its first anniversary, commemorating a year of dedication, teamwork and excellence.
Adding a noble dimension to the occasion, a Blood Donation Camp was organised, in which 114 employees voluntarily participated, reflecting our strong commitment to social responsibility and community welfare.
IAC Baner Completes CSR Project to Provide Safe Drinking Water at Bavada Z.P. School
IAC has successfully completed a key CSR initiative aimed at addressing the drinking water challenges faced by students of the Zilla Parishad School in Bavada village, Satara district.
The company constructed a new 19,000-litre water tank, replacing the school’s old damaged tank that had remained non-functional for several years. Due to the unusable infrastructure, students had been experiencing severe shortages of clean drinking
The project was formally inaugurated and handed over to the school by the company’s representative, marking its successful completion.
LUMAX IAC
Leaders’ Meeting with Mr Sunil Koparkar – IAC Chakan Plant II
The leadership team at IAC Plant II convened for a meeting with Managing Director Mr Sunil Koparkar in February 2026. The discussion focused on ongoing operational priorities, performance improvements and strategic directions for the plant.
IAC Team Earns Special Appreciation
from Mahindra for Mission-28 Success
The IAC team has received special appreciation from Mahindra for the successful execution of Mission-28 under the W616 project. This recognition reflects the team’s strong commitment, collaboration and consistent excellence throughout the assignment.
Mahindra acknowledged the team’s focused and result-oriented approach, which played a key role in meeting the Mission-28 score aligned with the customer’s SOP targets. The moment captured showcases the team’s enthusiasm and pride in accomplishing this milestone.
LUMAX IAC
Successful Visit of SAVW SPD Leadership Team to IAC Chakan Plant II
IAC Plant II had the privilege of hosting a high-level delegation from ŠKODA Auto Volkswagen India Private Limited (SAVW) – SPD Team on 12 February 2026 as part of their operational review and plant familiarisation.
Distinguished Guests from SAVW SPD
• Mr Jean Philippe (JP) Cheverry – Brand Director, ONE After-Sales & Vehicle Logistics
All IAC HODs were present to support the visit and walk-through.
LUMAX IAC
Tech Show Conducted by IAC at JSW Motors, Sambhaji Nagar
IAC organised a successful tech show at JSW Motors, Sambhaji Nagar, where the team showcased IAC’s product portfolio and capabilities. The event saw participation from around 50 attendees, including senior leaders such as:
• Mr Vikram Subramanian, CPO
JSW expressed strong interest in collaborating with IAC.
LUMAX GREENFUEL ENERGY SOLUTIONS
Driving Decarbonisation: Green Hydrogen as a strategic imperative for heavy transport
Mr Akshay Kashyap, MD & CEO – Greenfuel Energy Solutions, participated in the High-Level Indo-Japan Roundtable on Decarbonisation in Heavy Industry and Transport, convened by Pahlé India Foundation (PIF) in collaboration with MUFG.
The roundtable reinforced a key message: India’s decarbonisation journey will not be driven by isolated pilots, but by coordinated action across policy, finance, industry and technology. With heavy transport and heavy industry representing both the greatest challenge and the greatest opportunity, India has the potential to lead with scale and intent.
Greenfuel Earns Great Place to Work® Certification
Greenfuel Energy Solutions Pvt. Ltd., a part of the Lumax Auto Technologies, has been certified as a Great Place to Work®, achieving an outstanding 95% positive score, well above the certification benchmark. This recognition reflects a workplace culture built on trust, pride, camaraderie, credibility, respect and fairness.
The milestone is even more special as Greenfuel celebrates 20 years of pioneering clean energy solutions in India. Over the years, the company has strengthened its technological leadership and expanded its presence across India’s sustainable mobility ecosystem, powered by a strong people-first culture anchored in Customer First, Collaboration, Passion, Respect, Nurturing and Innovation.
This recognition belongs to every Greenfuel team member whose voice, feedback and commitment have helped achieve this honour.
LUMAX GREENFUEL ENERGY SOLUTIONS
Triple Honour at World HRD Congress
Greenfuel has been honoured with three prestigious recognitions at the recently held World HRD Congress, a moment that celebrates performance, culture and leadership excellence.
Top HR Iconic Leader to Mr Santhosh Harish Raghavendhra
Dream Companies to Work for
LUMAX GREENFUEL ENERGY SOLUTIONS
Town Hall
Driving the next phase of clean mobility growth, Greenfuel recently hosted its Town Hall where Managing Director, Mr Akshay Kashyap, outlined a bold and future-ready roadmap focused on scaling innovation across CNG, LNG and Hydrogen components, while strengthening the company’s core capabilities.
With a clear vision of achieving 3x revenue growth by FY 2029, the strategy is anchored in product innovation and localisation, strategic partnerships and entry into new segments, capacity expansion and export growth and accelerating customer share-of-business.
Beyond business priorities, Greenfuel continues to invest in its people and culture. Through leadership development, digital transformation and a strong focus on diversity and engagement, the company is building a high-performance workplace.
While the journey to 2029 is ambitious, Greenfuel remains confident that with a clear strategy, innovation-driven mindset and a strong team, it is well-positioned to lead the transition towards net-zero mobility solutions.
Greenfuel recently participated in the Natural Gas Forum, highlighting the role of CBG (Compressed Bio Gas) in India’s net-zero journey.
The company emphasised that CBG is no longer a peripheral solution but a key enabler of the energy transition. By converting methane emissions into clean fuel, it o ers a rare advantage of enabling net-negative transport emis-
Supported by policy initiatives such as SATAT and the phased CBG Blending Obligation, CBG also presents significant potential to strengthen energy security, reduce LNG dependence and create sustainable rural income.
While the opportunity is immediate and impactful, scaling CBG will depend on focused execution across feedstock,
A Journey of Recognition and Excellence
2013 - 2014
LIL PANTNAGAR
JIPM TPM Excellence Award Category - A
2016 - 2017
LATL CHAKAN
JIPM TPM Excellence Award Category - B
LATL PANTNAGAR
JIPM TPM Excellence Award Category - A 2012 - 2013
LATL PANTNAGAR
JIPM Award for Excellence in Consistent TPM Commitment 2015 - 2016
2018 - 2019
LIL BENGALURU
JIPM TPM Excellence Award Category - A
LIL PANTNAGAR
JIPM TPM Excellence Award
2023
LIL BENGALURU
JIPM Award for Excellence in Consistent TPM Commitment
LIL CHAKAN
JIPM Award for TPM Excellence Category A
LIL BAWAL
JIPM TPM Excellence Award Category - A 2017 - 2018
2019 - 2020
LATL BENGALURU
JIPM Excellence Award Category A
LIL DHARUHERA
JIPM Excellence Award Category A
2024
LATL CHAKAN
Excellence in consistent TPM Commitment
LATL PANTNAGAR Special Award for TPM Achievement
2026
LIL BENGALURU Special Award Special Award
LIL BAWAL Consistency Award
2025
LATL BENGALURU
JIPM TPM Award for Consistent Commitment
LIL PANTNAGAR Consistency Award
LIL CHAKAN III Excellence Award
LIL DHARUHERA
LATL METALLICS KURULI Excellence Award
Stay connected with Lumax across all platforms to celebrate our journey and accomplishments together!
