June 15, 2025 — Delhi
The sudden death of Indian automotive magnate Sunjay Kapur in June has triggered a high-profile inheritance dispute, once again spotlighting the challenges of family succession in India’s corporate world.
Kapur, 53, suffered a fatal heart attack while playing polo in Surrey, UK. He was heir to Sona Comstar, a $3.6 billion auto components empire founded by his father. The company operates globally, with manufacturing plants in India, China, Mexico, and the United States.
Family Feud Erupts Amid Mourning
Shortly after Kapur’s death, his mother, Rani Kapur—former chairperson of Sona Comstar—raised public allegations about suspicious circumstances surrounding her son’s death and questioned recent company appointments. In a letter to the Sona Comstar board, she claimed she was coerced into signing important documents while grieving and called for postponement of the company’s annual general meeting (AGM).
Despite her request, the AGM proceeded as planned, appointing Kapur’s widow, Priya Sachdev, as a non-executive director. The company denies Rani Kapur’s allegations and issued a legal notice demanding she cease spreading what it calls “false, malicious, and damaging” statements.
Legal Complexities and Ownership Questions
Sona Comstar’s public shareholders hold nearly 72% of shares, while the remaining 28% belong to promoters through a company called Aureus Investments. The RK Family Trust, of which Sunjay Kapur was sole beneficiary, controls this promoter stake. Legal experts note the opaque nature of trust agreements complicates clarity on Rani Kapur’s current financial interests.
Succession Struggles Are Not Unique
The Kapur dispute is emblematic of a broader issue in India, where family-owned businesses dominate the market but often lack formal succession plans. A PwC survey found 90% of listed Indian companies are family-controlled, yet only 63% have clear succession strategies.
Experts attribute frequent succession battles to ambiguity over ownership, management roles, and inheritance rights, worsened when meritocracy is absent and informal agreements prevail.
Lessons From Other Indian Business Families
India’s corporate history is rife with family feuds — from the public battle between Mukesh Ambani and his late brother Anil after their father’s death without a will, to more recent disputes in the Raymond Group and Lodha brothers’ ventures.
Such conflicts often hurt companies’ stock prices and public reputation. However, some families, like the Bajaj Group and Godrej Group, have successfully implemented formal governance and succession plans, helping ensure smoother transitions.
Sandeep Nerlekar, founder of legacy planning firm Terentia, advises families to establish strong boards, groom successors early, and resolve disputes through structured family councils.
Preparing for the Future
Experts emphasize that succession planning requires time and cooperation, balancing family dynamics with business needs. Preparing both family members and management teams for transitions can prevent costly disputes.
As India’s family businesses continue to grow in scale and complexity, the Kapur family saga serves as a reminder of the importance of clear succession frameworks to safeguard legacies and shareholder value.
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