SKF India Limited (NSE: SKFINDIA)

Quick Facts / Company Snapshot

• Company Name: SKF India Limited
• Established: 1961
• Headquarters: Chinchwad, Pune, Maharashtra, India
• Managing Director: Mukund Vasudevan
• Revenue from operations (FY 2024-25): INR 49,199.2 Million
• Net Sales (FY 2024-25): INR 48,305.0 Million
• Profit after tax (FY 2024-25): INR 5,658.1 Million
• EBITDA margin (FY 2024-25): 17.5%
• Earnings per Share (FY 2024-25): INR 114.4
• Book value per share (FY 2024-25): INR 525.5
• Return on capital employed (ROCE) (FY 2024-25): 29.3%
• Return of net worth (FY 2024-25): 21.4%
• Dividend (FY 2024-25): INR 14.5
• Total Employees: 1,727
• Distributors: 441
• Offices: 4
• Manufacturing facilities: 3
• Green power generating capacity: 50 MW
• Total Assets (Consolidated, FY 2024-25): INR 35,638.0 Million

Company overview

SKF India Limited is a globally trusted name in motion technologies and a leading technology and solutions provider of bearings and units, condition monitoring, and industrial services. Operating as a highly advanced, knowledge-driven engineering company, the enterprise helps customers achieve sustainable and competitive business excellence. The core strength lies in advancing technologies that systematically reduce friction, enhance energy efficiency, and drastically extend equipment lifespan across both the automotive and industrial sectors.

The organization is driven by its overarching purpose to re-imagine rotation for a better tomorrow. This refreshed corporate identity reflects the enterprise’s transformation into a forward-looking, digitally empowered, and sustainability-focussed organisation. The company serves over 40 distinct industries with deep application expertise and broad market reach, scaling efficiently across high-growth, asset-heavy sectors such as railways, renewable energy, electric mobility, and industrial automation.

• Strategic alignment: The enterprise continues to aggressively strengthen its presence in areas aligned with massive global megatrends, specifically electrification, energy efficiency, digitalisation, and supply chain regionalisation.
• Impending structural transformation: The company is currently executing a monumental strategic separation of its Automotive and Industrial businesses into two independent global entities. This landmark decision is explicitly aimed at creating sharper strategic focus, enhancing operational agility, and accelerating long-term value creation.
• Digital transformation: Digitalisation is actively transforming how the organization operates on a daily basis by radically reducing lead times, optimising complex inventory systems, and improving efficiency across the entire value chain.

The business approach heavily integrates intelligent, clean, and performance-driven solutions. By adopting cutting-edge technologies, strengthening local manufacturing capabilities, and nurturing inclusive, high-performing teams, the enterprise is systematically reshaping its operations. The commitment is perfectly captured in the new identity “Less Friction. More Progress.”, which aims to ruthlessly reduce barriers between insight and action, demand and supply, and ambition and achievement.

Business segments

The business is structured into two primary operational areas, each designed to serve distinct, high-potential growth landscapes.

Industrial

The Industrial segment is positioned to serve over 40 industries globally, offering a highly diverse product range of advanced bearings, seals, and automated lubrication systems. It provides critical rotating shaft services and solutions for machine health assessment, reliability engineering, and component remanufacturing. The segment holds a dominant, leading position in industries such as railways, heavy industries, and the broad industrial distribution market.

• Market drivers: Reliable rotation is absolutely critical for optimal industry function, heavily influenced by climate change and the push for industrial sustainability. Other structural drivers include the demand for low friction, reduced energy consumption, maintenance-free solutions, and a lower total cost of ownership.
• Demerger direction: The industrial business will be transferred to a newly incorporated, wholly owned subsidiary named SKF India (Industrial) Limited. This new entity will aggressively pursue growth across manufacturing, railways, renewables (wind), cement, mining, and metals. The expansion is supported by planned investments of INR 8,000–9,500 million through 2030, explicitly including the establishment of a new manufacturing facility in Pune by 2028.
• Distribution network: The segment is supported by an extensive, highly integrated network of more than 120 distributors across the nation.

Automotive

The Automotive segment provides highly customised bearings, seals, and related engineered products for e-powertrain, wheel-end, driveline, engine, suspension, and steering applications. It serves massive manufacturers of electrical vehicles, passenger cars, light and heavy trucks, trailers, buses, and two-wheelers, while simultaneously supplying the highly lucrative vehicle aftermarket with essential spare parts.

• Market position: The segment is recognized among the leading developers of critical components for automotive electrification and wheel-end solutions, holding a formidable position in application-driven powertrain solutions.
• Strategic focus: Post-demerger, SKF Automotive will concentrate its resources entirely on powering India’s mobility transformation in an era defined by rapid electrification, premiumisation, last-mile delivery, hybridisation, and advanced vehicle safety technologies.
• Planned investments: Backed by planned investments of INR 4,100–5,100 million by 2030 across Haridwar, Pune, and Bangalore, the company will rapidly expand production capacity to meet the rising, complex demands from original equipment manufacturers (OEMs).
• Aftermarket reach: The segment supplies the domestic vehicle aftermarket directly and indirectly through a massive network of more than 321 dedicated distributors.

History and evolution

The journey of the enterprise traces a continuous path defined by precision engineering, sustained performance, and a deep-rooted dedication to local manufacturing, spanning over a century globally and several decades within the nation.

• 1907: The global organisation was originally founded by Sven Wingquist following his revolutionary invention of the self-aligning ball bearing.
• 1923: Operations officially began in India with trading activities established in then Calcutta (now Kolkata).
• 1961: The company was formally incorporated under the name ‘Associated Bearing Company’.
• 1964: The first major factory was started in Pune specifically for the manufacturing of rolling bearings.
• 1989: The second highly advanced factory was started in Bengaluru to meet the escalating needs of customers in India and abroad.
• 2004: An Application Development Centre was inaugurated in Bengaluru to rapidly support localized customer engineering needs.
• 2010: Two new factories were opened in Haridwar and Ahmedabad to meet the exploding demand across the domestic automotive and industrial segments.
• 2011: A Global Technical Centre was opened in Bengaluru, serving as a hub for end-to-end engineering and advanced technology solutions.
• 2012: A specialized Seals factory was established in Mysore to serve customers within the automotive, railway, and industrial application segments.
• 2021: A dedicated Remanufacturing Centre was inaugurated within the Ahmedabad factory to directly contribute to sustainability and circularity goals.
• 2022: State-of-the-art manufacturing facilities specifically for the Truck Hub Unit (THU) were successfully installed at the Pune plant.
• 2023: The Pune and Bengaluru factories were officially certified under SPS Phase 2, and a new Deep Groove Ball Bearing (DGBB) channel was installed at the Pune factory.
• 2024: A new HUB1 channel was installed in the Pune factory. In Q4 2024, the Board of Directors formally approved the strategic demerger of the Industrial business.
• 2025: Significant capacity additions were made for the HUB1T (Taper HUB Bearing), and a new channel for the UC Insert bearing was installed at the Pune Plant. Additional capacity for Cylindrical Roller Bearings (CRB) was added at the Bengaluru Plant. The enterprise also unveiled a refreshed brand identity in March 2025.
• October 2025: The enterprise officially completed the monumental demerger process, effectively strengthening its Automotive and Industrial businesses as two independent, highly successful entities.

Products and services

The company delivers industry-leading engineered solutions through five distinct, technology-centric platforms designed to fundamentally improve rotating equipment performance.

• Bearings and units: The core offering encompasses a vast array of rolling bearings designed to radically reduce friction and handle heavy loads across diverse applications. Innovations include sensorised modular hub units for 2W and 3W electric vehicles, advanced Gen 3 bearings, and enhanced railway bearings that significantly extend equipment life and reduce energy use.
• Seals: The highly specialized product range includes industrial and automotive seals engineered specifically to retain vital lubricants and aggressively exclude harsh contaminants, ensuring optimal bearing performance in extreme environments.
• Lubrication systems: The portfolio provides highly intelligent, automated lubrication platforms, notably utilized by steel and heavy manufacturing customers, drastically improving machine uptime and reducing the need for manual intervention.
• Condition monitoring: The digital offerings include advanced predictive maintenance tools such as IMx and Microlog, alongside AI-powered inspection systems that enable real-time machine health assessment and data-driven operational decisions.
• Services: Rotating shaft services encompass complex reliability engineering, machine health assessment, and comprehensive remanufacturing programs designed explicitly to extend product life, reduce industrial waste, and support customers in their transition to a circular economy.

Brand portfolio

The enterprise actively leverages strong, highly recognized brand identities to connect deeply with industrial customers and digitise its vast commercial operations.

• SKF: The master corporate brand representing the global engineering heritage, premium products, and services, newly refreshed with the dynamic brand promise “Less Friction. More Progress.”
• RecondOil: A specialized circular economy brand and technology platform that effectively filters and reuses industrial honing oil, significantly extending its life and minimising environmental impact.
• App ka Humsafar: A highly successful digital platform serving the automotive aftermarket. It enables mechanics, retailers, and distributors to seamlessly access product information, receive grievance support, and earn loyalty rewards.
• Value Edge Programme: A strategic commercial brand developed for the distributor ecosystem, offering tiered loyalty benefits, digital enablement tools, and real-time operational insights to dramatically improve channel visibility.

Geographical presence

The enterprise maintains a formidable pan-India footprint, anchoring its operations with robust manufacturing hubs and a widespread, highly integrated distribution network.

• Manufacturing Facilities: The company operates three state-of-the-art manufacturing facilities strategically located in Pune, Bengaluru, and Haridwar. This deeply regionalised model enables extremely fast, flexible, and cost-efficient delivery, aligning perfectly with India’s vision of self-reliant manufacturing.
• Offices and Distribution: The national operations are supported by four major corporate offices and a massive network comprising 441 distributors nationwide.
• Localisation Metrics: The enterprise has achieved exceptionally deep localisation, with 95% of all automotive production now localised. The industrial operations are aggressively scaling from a 40% localisation base. Crucially, over 80% of all components utilised by the enterprise are now sourced locally.

Profit and loss

The following table presents the consolidated and standalone financial results for SKF India Limited.

Item	Year Ended March 31, 2025 (Consolidated)	Year Ended March 31, 2024 (Consolidated)	Year Ended March 31, 2025 (Standalone)	Year Ended March 31, 2024 (Standalone)
Revenue from Operations	49,199.2	45,701.3	49,199.2	45,701.3
Other Income	1,014.5	940.1	1,014.5	940.1
Total Income	50,213.7	46,641.4	50,213.7	46,641.4
Cost of materials consumed	12,472.7	11,600.7	12,472.7	11,600.7
Purchases of stock-in-trade	19,473.7	16,325.5	19,473.7	16,325.5
Changes in inventories	(1,894.5)	21.5	(1,894.5)	21.5
Employee benefits expense	3,365.1	3,091.2	3,365.1	3,091.2
Finance costs	7.0	12.1	7.0	12.1
Depreciation and amortisation expense	830.8	746.0	830.8	746.0
Other expenses	8,328.6	7,486.5	8,327.9	7,486.5
Total Expenses	42,583.4	39,283.5	42,582.7	39,283.5
Profit before Tax	7,632.0	7,358.2	7,631.0	7,357.9
Tax expense: Current tax	2,126.9	1,840.4	2,126.9	1,840.4
Tax expense: Deferred tax	(153.0)	0.1	(154.0)	(0.2)
Total tax expense	1,973.9	1,840.5	1,972.9	1,840.2
Profit for the year	5,658.1	5,517.7	5,658.1	5,517.7

(Note: All values are strictly reported in INR Million)

Balance sheet

The following table presents the consolidated and standalone balance sheet metrics.

Item	As at March 31, 2025 (Consolidated)	As at March 31, 2024 (Consolidated)	As at March 31, 2025 (Standalone)	As at March 31, 2024 (Standalone)
Property, plant and equipment	5,205.4	4,377.5	5,205.4	4,377.5
Right-of-use assets	51.2	94.0	51.2	94.0
Capital work-in-progress	556.4	886.9	556.4	886.9
Investment properties	241.1	250.7	241.1	250.7
Other Intangible assets	10.3	1.5	10.3	1.5
Financial assets: Investments	91.0	89.2	90.2	90.1
Financial assets: Loans	1,576.0	1,576.0	1,576.0	1,576.0
Deferred tax assets (net)	391.2	311.1	391.2	311.1
Total non-current assets	9,953.1	9,101.9	9,952.2	9,102.8
Inventories	8,733.3	6,838.8	8,733.3	6,838.8
Trade receivables	8,485.5	7,513.3	8,485.8	7,513.3
Cash and cash equivalents	7,107.7	12,174.6	7,107.6	12,174.6
Total current assets	25,685.0	27,412.1	25,685.2	27,412.1
TOTAL ASSETS	35,638.0	36,514.0	35,637.4	36,514.9
Equity Share Capital	494.4	494.4	494.4	494.4
Other Equity	25,485.3	26,333.1	25,485.1	26,334.0
Total Equity	25,979.7	26,827.5	25,979.5	26,828.4
Non-current Lease Liabilities	5.8	37.5	5.8	37.5
Non-current Provisions	549.4	369.4	549.4	369.4
Total non-current liabilities	555.2	406.9	555.2	406.9
Current Lease Liabilities	63.4	80.1	63.4	80.1
Trade Payables	6,630.1	7,131.4	6,629.7	7,131.4
Total current liabilities	9,103.1	9,279.6	9,102.7	9,279.6
Total Liabilities	9,658.3	9,686.5	9,657.9	9,686.5
TOTAL EQUITY AND LIABILITIES	35,638.0	36,514.0	35,637.4	36,514.9

(Note: All values are strictly reported in INR Million)

Cash flow

The following table presents the consolidated and standalone cash flow metrics.

Item	Year Ended March 31, 2025 (Consolidated)	Year Ended March 31, 2024 (Consolidated)	Year Ended March 31, 2025 (Standalone)	Year Ended March 31, 2024 (Standalone)
Profit before tax	7,632.0	7,358.2	7,631.0	7,357.9
Operating Profit before working capital changes	7,782.7	7,528.3	7,783.4	7,528.3
Cash generated from operations	4,377.4	8,223.7	4,377.6	8,223.7
Income taxes paid	(2,346.7)	(1,982.8)	(2,346.7)	(1,982.8)
Net cash flow from Operating Activities (A)	2,030.7	6,240.9	2,030.9	6,240.9
Payments for Property Plant & Equipment	(1,313.4)	(1,303.9)	(1,313.4)	(1,303.9)
Net cash outflow from Investing Activities (B)	(598.3)	(1,581.5)	(598.4)	(1,581.5)
Dividend paid	(6,427.0)	(1,974.0)	(6,427.0)	(1,974.0)
Repayment of lease liability	(73.1)	(63.6)	(73.2)	(63.6)
Net cash outflow from Financing Activities (C)	(6,500.1)	(2,037.6)	(6,500.2)	(2,037.6)
Net changes in Cash and Cash Equivalents	(5,067.7)	2,621.8	(5,067.7)	2,621.8
Cash and Cash Equivalents at the end of the year	7,107.7	12,174.6	7,107.6	12,174.6

(Note: All values are strictly reported in INR Million)

Board of directors and leadership team

The governance structure of the enterprise supports highly effective decision-making, clear risk oversight, and rigorous alignment with stakeholder expectations.

• Gopal Subramanyam (Chairman and Non-Executive Independent Director): Possesses over four decades of deep experience in the manufacturing sector, ranging from high-precision components to heavy machinery. He previously served Larsen & Toubro Ltd. for over three decades as CEO of several joint ventures. He holds a Mechanical Engineering degree from the University of Madras and leads the Nomination and Remuneration Committee.
• Mukund Vasudevan (Managing Director): An entrepreneurial and results-oriented executive possessing over 30 years of global experience across India, the Middle East, and the USA. He holds a Bachelor of Technology from IIT Mumbai and an MBA in Finance and Strategy from the University of Chicago, bringing exceptional operational acumen.
• Anu Wakhlu (Non-Executive Independent Director): She is the Executive Director and Chairperson of Pragati Leadership Institute Private Limited. As an MCC-certified Coach, she possesses over 32 years of experience in human resources and leadership development, actively serving on the Corporate Social Responsibility Committee.
• Shailesh Sharma (Whole-time Director): Appointed effective February 13, 2025. With over 33 years in precision engineering, he masterfully steers manufacturing, sourcing, and logistics across India and Southeast Asia. He holds an MBA from Symbiosis International University and a Mechanical Engineering degree.
• Kerstin Enochsson (Non-Executive Non-Independent Director): Currently serves as the President of the Automotive Sector for the broader group. She brings vast expertise in supply chain management, procurement, and OEM aftermarket strategy. She holds a Master’s degree in law and an International Full Time MBA from ESCP-EAP.
• Karl Robin Joakim Landholm (Non-Executive Non-Independent Director): Serves globally as Senior Vice President Group Operations and Chief Sustainability Officer. He oversees manufacturing development, supply chain, and IT strategy. He holds a Master’s degree in Economics and Business Administration from the Stockholm School of Economics.

Subsidiaries, associates, joint ventures

To seamlessly execute its separation strategy and manage specialised investments in renewable energy, the enterprise maintains the following entities:

• SKF India (Industrial) Limited: A newly incorporated, wholly owned subsidiary. The Board approved a complex scheme of arrangement to formally demerge and transfer the massive industrial business to this entity. It was incorporated on December 17, 2024, with an authorised share capital of INR 1.5 million. The listing of this industrial entity is expected by November 2025, subject to regulatory approvals.
• SKF Engineering and Lubrication India Private Limited: A fellow subsidiary operating within the Indian network. The enterprise has leased critical assets and extended a secured long-term loan of INR 1,576.0 million to this entity, with the repayment terms strategically extended until 2029.
• Sunstrength Renewables Private Limited: An associate company accounted for using the equity method. The enterprise holds a highly strategic 26.74% equity shareholding (599,625 equity shares) to directly support its renewable energy procurement and decarbonisation strategies.
• CleanMax Taiyo Private Limited: An associate company where the enterprise similarly holds a 26.00% equity shareholding (28,867 equity shares). This entity was incorporated pursuant to the requirements of the Electricity Act, 2002.

Other Investments (Including Minority / Portfolio Holdings)

The enterprise strategically manages its minority holdings in renewable energy associates to directly secure clean power and support its aggressive net-zero decarbonisation goals.

• Sunstrength Renewables Private Limited: This strategic investment is recorded at a value of INR 57.3 million in the consolidated balance sheet as of March 31, 2025. The 26.74% ownership acts as a critical mechanism to facilitate the direct sourcing of green power for manufacturing operations via virtual power purchase agreements.
• CleanMax Taiyo Private Limited: This minority investment is valued at INR 33.6 million in the consolidated balance sheet as of March 31, 2025. The 26.00% ownership is held explicitly as a strategic investment to further expand the enterprise’s renewable energy generating capacity, which currently stands at 50 MW.

Physical properties (offices, plants, factories, etc.)

The operational infrastructure is meticulously designed to blend massive manufacturing scale with commercial agility and local depth.

• Registered Office: The central corporate operations are headquartered at Chinchwad, Pune – 411 033, Maharashtra, India.
• Manufacturing Facilities: The enterprise operates three highly advanced manufacturing facilities strategically located in Pune, Bengaluru, and Haridwar. These hubs form a future-ready network advancing on the pillars of lean, clean, and digital operations.
• Corporate Offices: The national commercial operations are deeply supported by four primary corporate offices situated across India.
• Global Technical Centre: A dedicated engineering and technology solutions centre situated in Bengaluru, providing end-to-end product development support.
• Remanufacturing Centre: Specifically located within the Ahmedabad factory, this property is designed exclusively to support sustainability and circularity goals by restoring heavily used bearings.

Founders

The original global organisation was founded in 1907 by Sven Wingquist. Following his groundbreaking invention of the self-aligning ball bearing, Wingquist fundamentally changed the efficiency and reliability of industrial machinery worldwide, laying the ultimate foundation for the engineering excellence that defines the modern enterprise.

Parent

SKF India Limited operates as a highly autonomous, publicly traded subsidiary of the global Swedish company AB SKF, which holds the registered trademark, defines the overarching global strategy, and oversees the worldwide operations of the brand across 130 countries.

Investments and capital expenditure plans

The organisation is executing a fiercely disciplined capital allocation strategy to aggressively expand local capabilities and seamlessly execute its structural demerger.

• Capital Expenditure (FY 2024-25): Payments for Property, Plant & Equipment (including Capital Work-in-Progress) amounted to a substantial INR 1,313.4 million, heavily directed toward capacity expansion and automation.
• Industrial Segment Future Investments: Post-demerger, the newly formed SKF India (Industrial) Limited is backed by massive planned investments of INR 8,000–9,500 million through 2030. This capital will undertake significant channel expansion and establish a brand new, highly advanced manufacturing facility in Pune by 2028.
• Automotive Segment Future Investments: The standalone Automotive entity (future name: SKF Vertevo) will independently execute planned investments of INR 4,100–5,100 million by 2030 across Haridwar, Pune, and Bengaluru. This investment is explicitly designed to rapidly expand capacity and meet rising demand from electric vehicle OEMs.

Shareholding pattern

The enterprise is listed prominently on both the BSE and NSE, maintaining a robust, highly stable base of shareholders.

• Total Shareholders: 66,264 as of the end of FY 2024-25.
• Share Capital: INR 494.4 million.
• Demerger Structure: Upon the successful completion of the demerger scheme, each shareholder of SKF India Limited will automatically receive one fully paid equity share of the new SKF India (Industrial) Limited for every single share currently held in the parent company, preserving exact ownership while offering direct exposure to two complementary growth stories.

Future strategy

The strategic roadmap is ruthlessly anchored in harnessing targeted opportunities to drive highly profitable growth, strictly guided by technology leadership and the impending business separation.

• The Strategic Demerger: The enterprise is deliberately creating two fit-for-purpose companies. SKF Industrial will heavily strengthen its role as the key backbone of India’s manufacturing growth, railway expansion, and infrastructure development. Concurrently, SKF Automotive will scale aggressively with the EV, last-mile commercial vehicle, and overall mobility premiumisation wave.
• Intensifying Localisation: The strategy mandates building massive capabilities closer to customers. With 95% of automotive production already localised, the enterprise aims to further deepen its local supplier ecosystem to align seamlessly with national priorities such as Make in India and Aatmanirbhar Bharat.
• Decarbonisation and Water Stewardship: The enterprise targets achieving absolute water neutrality across all its facilities by 2028. Furthermore, it is executing a clear strategy to fully decarbonise its manufacturing operations by 2030, ultimately reaching net-zero greenhouse gas emissions across its entire value chain by 2050.

Key strengths

• Massive Localisation Network: Sourcing over 80% of all components locally and achieving an astonishing 95% localisation rate in automotive production fundamentally shortens lead times, slashes supply chain volatility, and drastically increases operational resilience against geopolitical shocks.
• Unrivaled Engineering Capabilities: Operating a sophisticated Global Technical Centre and an Application Development Centre in Bengaluru allows the enterprise to rapidly deliver locally adapted, high-performance solutions in close alignment with global R&D networks.
• Financial Discipline and Cash Generation: A highly robust financial profile is evidenced by a towering 29.3% ROCE, a zero debt-equity ratio, and exceptionally consistent dividend payouts (demonstrated by a 145% rate of dividend), providing massive capital flexibility for future investments.
• Digital Commercial Ecosystem: The implementation of innovative tools like the Value Edge Programme and App ka Humsafar creates deep, transparent engagement with the distributor and mechanic ecosystem, securing long-term aftermarket loyalty and a highly stable recurring revenue base.

Key challenges and risks

The enterprise navigates a highly complex, globally interconnected manufacturing landscape that remains susceptible to various severe external pressures.

• Geopolitical Supply Chain Disruptions: The global manufacturing industry faces accelerating, severe supply chain disruptions due to geopolitical tensions and international conflicts. This creates dangerous volatility in raw material availability and logistics pricing, which can unexpectedly compress margins.
• Inflationary Pressures: The enterprise continuously battles systemic inflationary pressures and an evolving product mix. This requires stringent pricing discipline and the aggressive rationalisation of traded products to protect the strong 17.5% EBITDA margins from sudden erosion.
• Execution Risk of Demerger: The separation of the Automotive and Industrial businesses into two massive, publicly listed entities involves incredible structural, legal, and operational complexities. This creates a risk that management could be temporarily distracted from core operations, or that the transition could incur significant, unpredictable one-off restructuring costs.

Conclusion and strategic outlook

SKF India Limited is navigating a defining moment in its multi-decade history. Having firmly established itself as an absolute cornerstone of India’s industrial and automotive development, the enterprise delivered an exceptional FY 2024-25, reporting a massive INR 49,199.2 million in revenue and generating robust free cash flows. The strategic, board-approved decision to demerge its Industrial and Automotive businesses demonstrates a ruthless, calculated commitment to operational agility and long-term capital efficiency.

By deliberately allowing the Automotive division (SKF Vertevo) to aggressively target the electrification and premiumisation wave, while simultaneously enabling the Industrial division to capitalise on massive national infrastructure and renewable energy investments, the enterprise is unlocking distinct, highly lucrative value streams. Fortified by an ironclad balance sheet with zero debt, an expanding localised manufacturing footprint, and an unwavering commitment to achieving net-zero emissions, SKF India is perfectly positioned to dictate the pace of motion technology innovation. It will undoubtedly continue to generate immense, sustainable value for its shareholders across both parallel growth stories for the foreseeable future.

FAQ section

What are the main business areas of SKF India Limited?

The company operates primarily through two distinct segments: the Industrial business (serving high-growth sectors like railways, renewables, and heavy industries) and the Automotive business (providing critical components for EVs, commercial vehicles, and the highly lucrative vehicle aftermarket).

What is the strategic demerger announced by the company?

The enterprise is officially separating its Automotive and Industrial businesses into two independent, publicly listed entities. The industrial business will become SKF India (Industrial) Limited, while the parent company will continue as the Automotive entity (which will be known globally as SKF Vertevo).

How did the company perform financially in FY 2024-25?

The enterprise delivered exceptionally strong results, reporting consolidated revenue from operations of INR 49,199.2 million, a profit after tax of INR 5,658.1 million, and a highly resilient EBITDA margin of 17.5%.

What are the company’s future investment plans?

The newly independent Industrial entity plans to invest INR 8,000–9,500 million through 2030, which includes building a new factory in Pune. The Automotive entity plans to invest INR 4,100–5,100 million by 2030 to massively expand capacity across its existing manufacturing hubs.

What are SKF India’s sustainability targets?

The enterprise maintains aggressive sustainability goals, aiming to achieve absolute water neutrality across all facilities by 2028, fully decarbonise its manufacturing operations by 2030, and ultimately reach net-zero greenhouse gas emissions across its entire value chain by 2050.

Official Site: https://www.skf.com/in

Source: Content on FirmsWorld.com is based on publicly available corporate filings, regulatory disclosures, annual reports, SEC 10-K filings, investor relations materials, and, where applicable, direct communications with the company.