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Time of India
5 days ago
- Automotive
- Time of India
Geopolitics, market opportunities drive Visteon to up investments in India
Highlights$3.87 billion automotive electronics major chooses its Chennai plant for its first-ever production lines for camera, and back light unit manufacturing. India to get 'disproportionately higher' investments than other markets for the next few expected to outgrow China in terms of revenue contribution. Growing geopolitical issues make Visteon focus more on India as a strategic base too. Co. looks to invest in a new manufacturing plant, and also set up a JV New JV in India with a Chinese player to also be a global production hub. In a new era of swifter technology trends and hypercompetitiveness on one hand, and geopolitical issues on the other, global organisations have their task cut out for drawing product and investment strategies for sustainable growth. In such a scenario, India seems to be emerging as a safe bet, with a promising market, and as a hub for global trade. For the same reasons, global automotive electronics major Visteon is upping its bet on India. The $3.87 billion automotive electronics major is executing a vertical integration strategy , with a 'pilot' production facility each for automotive camera, and backlight display unit in Chennai as the first cost the company a little over $ 8 million. Relatively small investment in the 'pilot' project, but big gains expected with the planned scale up of the vertical integration strategy. The vertical integration that will start from India can have a massive impact globally, on our operations and our ability to, number one, be competitive number two, to be in much better control of the whole supply Lawande 'The vertical integration that will start from India can have a massive impact globally, on our operations and our ability to, number one, be competitive number two, to be in much better control of the whole supply chain,' Sachin Lawande, President and CEO, Visteon tells ETAuto . Disproportionate growth expected Visteon, a leading player in the global automotive display business, expects the number for automotive displays in India to 'explode'. The growing trend of automobiles becoming like 'mobile phones on wheels', with bigger, and more screens inside them is a key driver. The Indian automotive infotainment market stood at $595 million in 2024, and is expected to grow to over $1.8 billion by 2033, according to IMARC, an American management consulting firm. Also watch: Tariff wars could reshape some dynamics like the pandemic did: Visteon CEO Currently, 600,000 out of Visteon's total annual supply of 15 million displays worldwide are fitted in India-made cars. India contributes 6-7% of the $3.87 billion global major. Relatively small share for India, but Lawande says India will grow 'disproportionately higher than other parts of the world' for Visteon, and increase its revenue share to 10-15% in the next few years. Around 15%, or $600 million, is what China contributes to Visteon's annual revenue currently. The internal projection is that Visteon's India business will be bigger than its China revenue in the next 3-4 years. What fuels the bullishness are growing demand for larger displays, cockpit domain controllers, cameras. New growth areas ADAS (Advanced Driver Assistance System) solutions is the space that Visteon is preparing to enter next. 'It's a new market. As you know, in India, it's just starting to appear. Regulations are also starting to come in, so we expect that to be a driver for us,' says Lawande. Visteon expects the cockpit domain and the ADAS domain in an automobile to come together. 'So we see an integration opportunity and camera capability is integral to be able to offer a competitive solution,' says Lawande, while adding that the challenge for the teams is to innovate and drive costs down simultaneously. With localisation and innovative approaches, Lawande claims that a new Visteon infotainment unit will be 'at least' 20% cheaper than its peers. What is also expected to be a major driver is the India two-wheeler industry, where Visteon currently has a small presence. With a growing trend of display technology migrating from four-wheelers to two-wheelers, the company, which currently supplies a million two-wheeler instrument clusters annually, sees strong growth potential in the segment. 'There are about 25 million wheelers produced in the markets that we serve, excluding China, and India is a big portion of that. And this 25 million is expected to be 30 million by the end of this decade,' says Lawande. Two wheelers today, which represents about 2-3% of our revenue, has the potential to be about 10%.Sachin Lawande Last year, Visteon bagged over $300 million of business in two wheelers globally. It's expecting a better rate this year. 'Two wheelers today, which represents about 2-3% of our revenue, has the potential to be about 10%,' says Lawande. And, this jump is expected in the next 5-7 years. New plant, JV With the growing focus on India, as a growth market and also as a strategic base, Visteon plans to make 'disproportionately higher' investments than in other geographies. The company generally invests $100 - $150 million annually in operations globally. Key projects planned in India for this year are a joint venture with a Chinese player for display technology, and a second manufacturing plant in India, possibly in the Chakan industrial area of Maharashtra. The combined investment for both projects could be in the range of $50 million. Also read: Visteon set to form JVs in India to tap India, and global opportunities better The growth prospects in India makes Lawande make a bet on Visteon's India business, currently 6-7% of its global revenue, to reach up to 15% in the next 3-4 years. 15%, or around $600 million, is what the American major earns annually from China currently. Visteon is among the players witnessing a slowdown in China, reflecting the market share trend of foreign brands who are also customers.A strategy to offset that is to win business from Chinese OEMs. The China factor also influences Visteon's financial guidance for 2025 to be a little lower, $3.65 - $3.85 billion, than last year. In contrast to its overall financial guidance, the outlook is bullish for India.
The Hindu
22-05-2025
- Business
- The Hindu
On International Chardonnay Day we trace the wine's growing journey in India
Chardonnay's shapeshifting quality enables it to be a humble crowd-pleaser as well as a command a dizzying prize for its finest expression. Oaked, unoaked, fruity, buttery, having undergone malo-lactic fermentation or sparkling, with lingering aromas of baked apple crumble; the list is endless. Indian white wines have gained ground, slowly but surely, plotting the evolving wine graph. Since the early 2000s, Chardonnay has trumped other grapes in favour of its pliant versatility. Buoyant growth of Indian wines The wine market in India was valued at $270.56 million in FY2024 and its value market size will increase above $977.02 million in FY2032, according to the India Wine Report 2024-2032 by International Market Analysis Research and Consulting (IMARC) Group. There are some strong drivers that are moving the needle here, such as increasing disposable income, changing lifestyles among urban consumers, particularly women who are seeking milder beverage options as opposed to distilled spirits and the definitive influence of travel. Another notable factor is that the country's sizeable Gen Z and Millennial population base of over 600 million that falls above the legal drinking age, are turning to wines as their drink of choice as it is also considered a status symbol. In spite of the majority leaning towards reds, white wines which are lighter, represent 13% of the market, positioning themselves as a reprieve of sorts in the sweltering Indian summers. One grape that has won the favour of urban Indian wine drinkers is Chardonnay, with its diverse range of profiles; from crisp and citrusy to well-rounded and buttery, and even sparkling. There is a promise with Chardonnay, and winemakers in India are up to alchemise the grape. Indian Chardonnays: tracing back time to now Chardonnay was believed to be first planted in Chablis in the 12th Century and is known for its truest expression of the terroir in France. Now it is grown wherever wine is produced, from California and New York in the US, Canada, Italy, South Africa to Australia and New Zealand. Indian Chardonnays are having their moment. Since the early 2000s, the grape was met with a certain reluctance from local farmers. Chardonnay also had teething troubles due to the predominantly tropical climate here, which is not naturally suited for this cool climate grape variety. 'Since the early 2000s, it has gained popularity for a few reasons, primarily due to the climate adapted clone. The winemakers here in India have imported clones of Chardonnay which are heat tolerant, from warmer regions of Australia, California and France, better suited for Indian climatic conditions.' elaborates Krity Malhotra, Certified Sommelier & Lead Wine Trainer, Tulleeho. Wine regions like Nashik and Bengaluru have higher elevation that provide cooler temperatures that Chardonnay enjoys. These regions do have tropical climate with wide diurnal temperature variations, which means that the temperatures in the daytime rise, but fall considerably at night creating a cooler clime for the grape to thrive. Alessio Secci and Piero Masi planted their first Chardonnay vines in 2007 at Motewadi (50 acres), and Garwad (150 acres) in Maharashtra, 15 minutes from one another, and since then Fratelli has been making some good, drinkable Chardonnay. It is a crisp, straw-coloured wine with citrus notes a hint of white flowers, perfect for Indian summers. Fratelli then advanced its Chardonnay game with JCB No47, a sparkling wine produced in collaboration with Jean-Charles Boisset, a French vintner, who operates 28 wineries in California, France, and Canada. Barrel-fermented Chardonnay grapes, with a long 24-month lees ageing period lends to this wine its rich, satiny mouthfeel and hints of fresh baked brioche shining through tropical notes. JCB No47 is a high quality single-vineyard wine, which thrives in Motewadi's sandy soil. Lees ageing is a winemaking technique where wine is left in contact with the dead yeast cells, or lees, after fermentation, which enhances the wine's flavour, texture, and aroma. Sula's Dindori Reserve Chardonnay is aged in French oak barrels which lends to it, an unctuous and buttery smoothness, making this lemony white wine from Nashik Hills a bit rounder. Their first vintage in 2018 yielded 1,000 cases in production, from where the production has now amplified by leaps and bounds. The KRSMA Chardonnay is light golden with a vivacious nose; delicately floral with stone fruit and citrus. The palate has notes of peach, pineapple, and vanilla with a fresh mouth feel which persists. You'll also detect smooth honey notes as it opens. Food pairings that sing When it comes to Indian food, pairings must be thought-through, because of the multifarious aspects like spices, nuances, techniques etc. 'I enjoy refreshing and crisp unoaked Chardonnays for their compatibility with a wide range of foods including Indian,' says Sonal Holland MW, Founder Director of Sonal C Holland Wine & Spirit Academy. She adds, 'Unoaked Chardonnays work well with chicken tikka, pakoras, butter paneer or prawn koliwada as they are fruit forward and crisper. Oaked Chardonnays would pair well with coconut or cream-based dishes like Goan kaju curry, vegetable stew, mushroom xacuti, paneer korma, as those dishes are more layered.' Hosa Goa has just launched their summer menu, and we tried pairing their Drakshi Goju, a Sago Yoghurt Rice with KRSMA Chardonnay. 'When pairing wine with South Indian dishes, especially those with tempered spices and tangy notes, it's important to choose wines that have bright acidity and are low in tannins. The inspiration behind Drakshi Goju comes from the comforting and nostalgic flavours of South Indian temple-style cooking or these are served at weddings, where sweet, sour, and spicy notes blend seamlessly. In our version, we use green grapes, which bring a refreshing tartness and juiciness that set the tone for a vibrant yet balanced dish. The tempering of mustard seeds, curry leaves, and a hint of chilli adds layers of warmth and complexity.' Says Chef Harish Rao of Hosa. Neuma's mushroom pâté brûlée with a sheer, golden crust paired beautifully with JCB No47, the umami creaminess syncing with the buttery wine notes, retained from the lees contact. JCB No. 47 is a sparkling wine, characterized by its dryness and mineral-driven profile, which sharply cuts through the unctuousness of the dish, highlighting aromas of green apple, tropical fruit, and brioche. Way forward India's growing wine culture asked for international-style wines. Companies like Sula, Fratelli, Grover and KRSMA answered that call. Overall, it led to improved viticultural techniques like canopy management, drip irrigation, harvest timing adjustments, packaging, storing and transport. All of this has translated to some noteworthy Chardonnays. Take the award-winning, Sula Dindori Reserve Chardonnay, from the depths of Nashik, with a burst of ripe mango, guava, citrus notes, restrained with the roundedness of oak. While these Chardonnays have given one reason to sit up and take notice, it will be worth the watch and keep a pulse on the momentum.
India.com
21-05-2025
- Business
- India.com
The Engineer Who makes HR run like Clockwork: How Sambit Panigrahi rewires Global HR Systems
Increasingly, as more companies move their HR-systems onto the net, the business of managing people is becoming more high-tech even than before. Worldwide, the market for HR technology in 2023 was more than $37 billion and is to increase over six-fold by 2032. India is also rapidly expanding in this space – its HR tech industry grew to $1.12 billion by 2024, and could be at $2.3 billion in 2033, according to the research firm IMARC . These engineers fuel this surge as they support the operations such that everything from hiring, payroll, benefits to reviews of performance of thousands of employees in companies runs smoothly. One of them is Sambit Panigrahi, a Bhubaneswar-born engineer now based in Miami. He has spent over 13 years behind the scenes of some of the world's largest HR technology projects. Now working as a Senior HR Technology Analyst at VITAS Healthcare, Sambit has overseen the full setup and launch of advanced HR systems for companies with more than 50,000 employees. Sambit also played key roles in large-scale integrations across the insurance, aviation, and financial services sectors, helping align platforms during mergers and major system upgrades. In each case, his role wasn't just to ensure system uptime, but to ensure that complex transitions happened with as little disruption to the people relying on them as possible. Instead of accepting slow processes and manual configurations as the industry norm, Sambit chose to fix what others ignored, building systems that quietly changed how global HR technology is delivered. The Unseen Problem Behind Corporate HR Systems Each time when a large company updates software, acquires any company or initiates a new HR process, the digital team of this company has to duplicate and migrate thousands of configuration settings. These setups (normally they control everything from salary rules to leave policies) are kept in different development, staging, testing and production environments. Without a clear way to compare these environments, engineers are forced to rely on screenshots, spreadsheets, and memory. It's slow, frustrating, and often inaccurate. Sambit first came across the seriousness of this problem while working at Deloitte, one of the world's leading consulting firms, where he where he was behind the set up of large HR software systems used by global companies to manage their employees (Oracle HCM Cloud). Teams had no easy way to track configuration changes. There were delays, repeated testing, and client dissatisfaction. And yet, this was considered 'normal' in the consulting world. This recurring issue appeared across projects and clients. ' We knew things would go wrong, we just didn't know where or when,' he recalls. 'You're constantly double-checking settings across files, screens, and emails, hoping nothing breaks in the live system. It's stressful, and it wears people down.' The Tool That Changed Everything Instead of accepting the inefficiency, Sambit decided to solve it at the source. ' The tool was built using reporting and data technologies (Oracle BI Publisher and XML) that allowed it to automatically pull out setup information from different systems, keep track of changes over time, and show exactly what was updated, when, and by whom,' Sambit explains. It flags differences between setups, logs user-specific changes, and even creates backup snapshots before major updates. This Setup Extractor Tool produced immediate results. It cut down the amount of manual work engineers had to do by more than a third, reduced mistakes during system updates by 75%, and helped teams finish their work 25% faster — even when rolling out changes across multiple countries. Most importantly, it made system launches smoother and helped earn greater trust from clients. Initially used to manage salary-related settings, the tool was later expanded to cover all major parts of the HR system, including employee records (Core HR), payroll, benefits, and performance management. It has since become a highlight in Deloitte's solution demos, contributing to higher win rates in competitive bids. Today, elements of the tool's design and approach have influenced broader configuration practices in HR tech projects beyond Deloitte, as clients and partners alike sought similar solutions for their own systems. From Fixing Systems to Serving People Each of the systems in the enterprise tech hide the human factor whose job depends on whether the system runs smoothly or otherwise. The best technical solutions are those that drive others to perform their tasks more quickly, accurately, and with less hassle without anybody even being aware of them. In healthcare, this effect becomes much more apparent. At VITAS Healthcare, the largest hospice and palliative care provider in the U.S., Sambit led the full launch of a cloud-based HR system (Oracle HCM Cloud) to manage data and services for over 12,000 employees. His focus extended beyond clean configuration. He automated benefits enrollment workflows and integrated multiple vendors into one cohesive HR ecosystem, removing delays and manual handoffs. He also led the integration of a 350-employee acquisition, expanding VITAS operations into seven new regions without delays—an effort that required harmonizing HR systems, onboarding processes, and payroll structures across both organizations. But one of Sambit's most impactful works was the Recruitment Efficiency Scoreboard, a tool developed to help HR teams hire clinical staff faster and more effectively. The dashboard provided real-time visibility into recruiter performance, hiring timelines, and compliance risks across regions. Over the course of a year, the tool helped cut time-to-hire by 24%, boosted recruiter accuracy by 35%, and reduced early attrition by 12%. ' When you're hiring for clinical care, delays hurt patients,' Sambit says. 'The scoreboard helped us speed up hiring and reduce dropout rates.' This kind of internal tooling is rarely discussed in public, yet it shapes the day-to-day functioning of major institutions. It's a reminder that innovation doesn't always come from flashy new products, while it often starts with listening, mapping where people are getting stuck, and quietly removing friction. The Larger Lesson: Don't Just Deliver. Design. In the contemporary enterprise environment, the actual worth of an engineer does not only lie in fulfilment of assigned tasks, but in enhancement of the engine underneath. The best professionals do not stand by waiting to be told what's broken, they see what bogs others down and invent solutions that quietly smooth friction from the system. ' You don't have to invent the next big app,' says Sambit. 'Sometimes, the most valuable thing you can do is fix what slows everyone else down.' Across roles and industries, three principles stand out: Fix what others ignore Many of the most persistent problems—inefficient workflows, inconsistent setups, poor documentation—are considered routine. Real impact begins when someone chooses to improve themselves. Design for reuse A well-built internal tool or process shouldn't solve just one team's problem. Reusable, documented solutions are the building blocks of scalable organisations. Own the full system The most valuable contributors understand the interplay between business logic and technical delivery. They don't just implement. They align technology with long-term organizational needs. This proactive, systems-oriented, and quietly transformative mindset is what will define the next generation of global tech leadership. ' If you only see your role as coding what's assigned,' he says, 'you'll never see the full problem. But when you ask why things break—and how to prevent it—you start building real value.' In a global tech industry that often celebrates visibility over substance, the quiet work of fixing systems, improving workflows, and reducing friction is foundational, but rarely spotlighted. Whether in healthcare, finance, or logistics, progress often depends not on disruptive ideas but on those who identify inefficiencies and quietly remove them.
Mint
10-05-2025
- Entertainment
- Mint
If you haven't heard of webtoons, you will soon
IT TAKES ONLY a few minutes and a few swipes. After reading the first episode of 'Solo Levelling', a webtoon (ie, digital comic), you can be confident of where the story is heading: Sung Jinwoo will not remain the lowliest, most pathetic monster-hunter of all time. He will learn to vanquish fearsome beasts. He will earn his peers' respect. He will make enough to pay for his mother's medical care. Readers do not seem to care that 'Solo Levelling' offers a predictable hero's journey. The webtoon—with its dynamic fight scenes and meticulously rendered landscapes—has become an internet sensation, accruing more than 14bn views since its release in 2018. Last year it was adapted into an animated series (pictured) which rocketed to the top of the charts on Crunchyroll, a streaming platform. (A second season was released earlier this year.) A mobile game based on the story, also released in 2024, has made $150m. That is more than Oscar-winning films such as 'Conclave' have taken at the global box office. Much like 'The Masked Singer', a reality TV show, webtoons originated in South Korea and have gone global. What distinguishes webtoons from other comics is that they are designed for a small screen. (You read one by scrolling down, one frame at a time, rather than scanning multiple frames across a page or spread.) The format dates back to the early 2000s, but has exploded in popularity of late. In 2024 the webtoons market was worth $9bn; it is projected to reach nearly $100bn by 2033, according to IMARC, a consultancy. That figure is higher than the projected market size of manga, Japan's celebrated comic books. Indeed, even Japanese readers are ditching their homegrown comics for the digital alternative. The highest-grossing app in Japan in the first quarter of this year was Line Manga, a confusingly named webtoon app. The craze marries two phenomena: the popularity of comics as a genre and people's dependence on their smartphones for diversion. Webtoon, one platform, releases more than 120,000 new episodes every day, meaning even the most phone-addicted youngsters can find something to enjoy when they pick up a device. Webtoons are written to be enjoyed in short bursts—an episode can take as little as five minutes to read—which suits anyone with a short attention span. They are a product of Korean 'snack culture', which promotes the consumption of media in morsels of 15 minutes or less, says Dal Yong Jin of Simon Fraser University. Readers say that the single-panel format makes for an 'immersive' reading experience when compared with a traditional comic book, as your eye is not being prematurely drawn to other frames on the page. Another reason for webtoons' popularity is their paciness. Readers do not have to worry about a slow-burning plot. Characters generally face one moment of crisis after another: no sooner has Jinwoo survived one monster raid than he is off on the next. And, much as soap operas use cliffhangers to encourage viewers to tune in the next week, webtoon episodes rely on suspense to prod readers to tap through to the next instalment. This holds true for all genres, not just action and fantasy. Romance is among the most popular webtoon categories. Users have been seduced by such titles as 'I've Fallen For The Empire's Greatest Villainess', a smouldering yarn about a noble bachelor who is forced to marry. Despite its obvious tropes, it has a 9.5-star rating and almost 3.5m views on Webtoon. Even if many webtoons do not offer original conceits, lots offer sumptuous imagery. Artists from across the world upload their work directly to platforms, meaning no one has to hew to a particular aesthetic style. Some webtoons evoke brooding American comics, but others are more experimental. 'Lore Olympus', a retelling of the Greek myth of Hades and Persephone, uses vivid colours and an airbrush effect. It has had 1.4bn views. Webtoons' large, global followings have made them a valuable source of intellectual property. Since 2020 more than ten stories have been adapted into films and television shows. 'Sweet Home' and 'Itaewon Class' are available to stream on Netflix, as is 'Heartstopper', a popular LGBT romance based on Alice Oseman's webtoon of the same name. The truncated nature of webtoon episodes does not make them easy source material, however, for there is often not enough story to fill a script. And relentless twists make for hammy, monotonous viewing; people expect to see introspection as well as action. Asa Suehira, head of content at Crunchyroll, says that the producers of the 'Solo Levelling' adaptation had to add material about the characters' psychology to make the story work as tv. Nevertheless, more adaptations are on the way. Hollywood is snapping up the rights to hit webtoons; 20 shows are in development. LuckyChap, one of the production companies behind 'Barbie', the biggest movie of 2023, is working on a live-action film of 'Stagtown', a webtoon about a town with a dark secret. 'Lore Olympus' is being turned into an animated series by the Jim Henson Company (best known for 'The Muppets'). Skybound, which made 'The Walking Dead', a zombie franchise, has picked up 'Freaking Romance', a supernatural love story. Having conquered smartphones, webtoons are coming soon to another screen near you.
Business Standard
05-05-2025
- Business
- Business Standard
Parag Milk Foods soars after Q4 PAT jumps to Rs 26 crore
Parag Milk Foods zoomed 14.05% to Rs 207.75 after the company reported a 167% increase in consolidated net profit to Rs 26 crore in Q4 FY25 from Rs 10 crore posted in Q4 FY24. Revenue rose by 16% year-over-year (YoY) to Rs 918 crore during the period under review. EBITDA improved by 69% to Rs 75 crore in Q4 FY25 from Rs 45 crore in Q4 FY24. EBITDA margin was 8.2% in Q4 FY25 as against 5.6% in Q4 FY24. Profit before tax in Q4 FY25 stood at Rs 33 crore, up by 141% from Rs 14 crore posted in Q4 FY24. For FY25, Parag Milk has recorded a net profit of Rs 119 crore (up 31% YoY) and revenue of Rs 3,432 crore (up 9% YoY). Cash flow from operations generated in FY25 was Rs 212 crore. Parag Milk said that the business has witnessed strong volume growth of 10% during FY25 YoY aided by healthy volume growth in its core categories. The core categories of mainly ghee, cheese and paneer have witnessed a volume growth of 18% for Q4 FY25 and 17% for FY25. As per the latest IMARC report 2024; the flagship brand Gowardhan Ghee commands an 22% market share in the branded cow ghee segment (No. 1 position), while the brand Go Cheese commands 35% market share in the Cheese category (No. 2 position). The average milk prices during Q4 FY25 were at Rs 37 per litre; up 12% YoY, and FY25 milk prices were at Rs 34 per litre; almost at par YoY while the company handled and average of nearly 15 lac liters of milk per day. Despite volatility in milk prices during the period, the company has improved its gross margins. Gross profit margins (GPM) expanded by 130 basis points YoY during FY25 to 25.8% as against 24.5% in FY24, led by improved product mix and the ability of its brands to pass on the input cost increase and command a price premium vs competition. On 03 April 2025, Parag Milk Foods had recently announced the raising of Rs 161 crore through the issuance of convertible warrants on a preferential basis. The capital will be utilized to optimize debt, strengthen working capital and drive growth initiatives. The development underscores robust investor confidence and reinforces Parag Milk Foods commitment to expanding its leadership in the dairy FMCG space. Devendra Shah, chairman of Parag Milk Foods, said: Our performance in FY25 marks a pivotal milestone in Parag Milk Foods journey towards building a future-ready, sustainable, and profitable business. Delivering the highest-ever revenues back-to-back in multiple quarters, coupled with strong operating cash flows and improved profitability, is a result of our disciplined execution and long-term vision. We have stayed committed to innovation, brand building, and operational excellence, while ensuring agility in a dynamic environment. Our investments in expanding distribution, product diversification, and impact-led marketing are not just building brand equity but creating enduring value. We have strengthened governance by adopting leading best practises together with excellence in business processes to transform the organisation from promoter driven to professional management." Parag Milk Foods is the largest private dairy FMCG Company with a pan-India presence. The companys manufacturing facilities with in-house technology which are strategically located at Manchar in Maharashtra, Palamaner in Andhra Pradesh, and Sonipat in Haryana.
