Industrial Economist (IE): How did the company get its name, Johnson?
V Jagannathan (VJ): This is one of those delightful stories that seem too good to be true, yet it is. One day, while John and his young son were on a service visit to CMC Vellore, the son turned to his father and joked, “You are John, and I am your son. Let’s call it Johnson.” It was said playfully, but it struck a chord.
They used it as a placeholder initially, but it resonated so well that it stuck. Johnson became the official brand. It carried a mix of familiarity, approachability and a subtle link to the family’s legacy. Over the years, the name has grown into a brand that’s recognised across the country for quality and trust.
Our very first manufacturing unit was a humble setup in Vyasarpadi, Chennai. The operations were basic, focusing on manual lifts, which were prevalent at the time. As the company grew and demand picked up, we moved to Ambattur, one of Chennai’s earliest industrial estates. But the real transformation came in 1996 when we moved to Poonamallee. That unit allowed us to scale production significantly and also take a major leap in terms of technology. It laid the foundation for our future expansion into high-speed and advanced elevators.
Eventually, we built our flagship plant in Sengadu and another large facility in Nagpur. Each of these facilities helped us to meet the increasing market demand while also adhering to high-quality standards.
IE: When did the shift from manual to automatic lifts happen?
VJ: In the early years, almost all lifts in India were manually operated. The classic image of a grill door being pulled open is what most people remember. When we started, more than 90 per cent of our installations were manual lifts. But by the late 1990s and early 2000s, there was a significant shift in customer expectations, especially in residential and commercial buildings.
Automatic lifts became the norm because of their convenience and enhanced safety features. At Johnson, we were quick to adapt. Today, 99 per cent of our elevator sales are automatic. Manual lifts are only made in rare cases, mostly for goods movement in warehouses or specific industrial use where wide openings are required. This transformation reflects both technological advancement and the evolving urban landscape.
IE: What drew Johnson to the escalator business?
VJ: Our entry into escalators was inspired from a trip to Shanghai in 2002. I remember visiting a single shopping mall that had 56 escalators installed. That moment was an eye-opener. We realised that as India’s retail and metro infrastructure grew, escalators would soon become an integral part of public mobility.
Initially, we imported escalators from China. But we didn’t want to remain dependent on imports. By 2008, we had started manufacturing escalators locally in our Chennai facility. This not only helped reduce costs and delivery time but also allowed us to control quality and service standards. Today, we are among the very few Indian companies making both elevators and escalators under one roof.
IE: What kind of volumes do you currently handle in manufacturing?
VJ: At present, our annual production capacity is about 18,000 elevators and 1200 escalators. That makes us the largest elevator manufacturer in India by volume. We have held this position for more than 12 consecutive years. This scale allows us to serve diverse needs, from small residential buildings to large metro and infrastructure projects.
IE: Are high-speed elevators a part of your roadmap?
VJ: Absolutely. Currently, our products can go up to 4 metres per second. That’s sufficient for most high-rise buildings in India. But we know taller buildings are coming up, especially in cities like Mumbai, Bengaluru, and even Tier-2 cities. To meet this need, we are developing elevators capable of 6 metres per second. For that, we need taller testing facilities. Our Poonamallee test tower is already operational, and we are building another new test tower in Sengadu dedicated to high-speed testing. These investments will ensure we are future-ready as India’s skyline rises.
IE: What kind of R&D investments are you making?
VJ: We have always believed that indigenous design and engineering are the backbone of sustainable manufacturing. At Johnson, we invest about 2 per cent of our annual turnover into research and development. While that may sound modest, it has made a significant difference over time. Our R&D centre, located in Poonamallee, is staffed with about 70 engineers who work on a range of innovations from design simplification and energy efficiency to IoT-enabled monitoring systems. One major area of focus is reducing power consumption. We have developed motors with over 85 per cent efficiency, VVVF drives and regenerative braking systems that feed energy back into the grid. We are also looking at newer materials and designs that help reduce installation time and improve lifecycle costs.
We are proud that our elevators are not only made in India, but also designed in India. That makes us agile and cost-competitive, especially when responding to government tenders, infrastructure projects and custom requirements.
IE: What’s your local sourcing ratio?
VJ: Today, more than 90 per cent of our elevator components and about 75–80 per cent of escalator parts are sourced within India. This has been a gradual but focused journey. Initially, like most Indian companies, we relied on imports, especially for escalators and high-precision parts. But over the past decade, we have consciously built a strong vendor ecosystem.
One interesting shift came due to the rise of electric vehicles. As EVs gained momentum, companies like Bharat Forge and TI Cycles who had traditionally manufactured IC engine parts found themselves with underutilised forging capacity. They approached us and offered to manufacture escalator steps and drive chains. It was a win-win: we got reliable, local suppliers, and they found new business lines. Today, we no longer need to import escalator steps from China. This localisation not only makes economic sense but also ensures faster delivery, better serviceability and reduced foreign exchange risk.
IE: How important is service in your business model?
VJ: Service is not just an add-on; it is the backbone of our business. When you install an elevator, you’re not just selling a machine, you’re entering a long-term relationship with the customer. That elevator needs to be safe, responsive and operational 24/7, and service ensures that.
We have over 5000 service personnel (more than half the total workforce) spread across India. We aim to attend a service call or breakdown within 30 minutes. In cities like Chennai, Bengaluru and Delhi, we have zoned the city into smaller pockets to reduce response times. Over time, our service arm has grown into a stand-alone business, contributing about 25 to 30 per cent of our total revenues. More importantly, it helps maintain direct relationships with our customers, even a decade after installation.
We maintain over one lakh elevators across the country. This includes lifts installed by Johnson, as well as third parties. The vast network is supported by our national service store in Ambattur, where every spare part, from ropes and switches to panels, is stocked and ready for dispatch. It’s a scale that few in India can match, and it’s one of the key reasons why large infrastructure clients like metro rail corporations, airport and public sector undertakings continue to work with us.
IE: What is the average life of a lift in India?
VJ: It depends on usage and maintenance. Government buildings, which often have heavy footfall and inconsistent upkeep, may need replacements every 15 years. But in private residential buildings and offices where maintenance is regular, lifts can last well over 20 years. We also offer modernisation services, where we retain the shaft and structure but replace the internal mechanics. This brings the lift to current safety and efficiency standards without requiring complete overhaul. It is a cost-effective solution that many apartment complexes and institutions opt for.
IE: What is Johnson’s approach to elevator safety?
VJ: Safety has always been our foremost priority. We adhere strictly to the Indian standards and fully compliant with IS 14665. We are gearing up for the new IS 17900 code that will be mandatory from December 2025. Our safety net includes rigorous training of technicians, regular refresher courses, third-party audits and preventive maintenance schedules. We have also built multiple test towers across India where technicians can train hands-on.
IE: How has Johnson expanded beyond India?
VJ: Our first foray abroad was in the Middle East. Initially, we worked with a local distributor in Dubai, but over time, we realised the importance of direct control over quality and service. So, we acquired full ownership and established Johnson Lifts Middle East. Today, we handle both elevator and escalator installations across the UAE. We also operate in Nepal, Bhutan, Maldives and Sri Lanka, catering to markets where there is familiarity with Indian standards and expectations. We are now expanding into Saudi Arabia, which is the largest elevator market in the Gulf. Projects like NEOM and The Line are pushing demand for advanced elevator systems, and we’re positioning ourselves as a serious player there.
What gives us confidence is the depth of engineering talent we’ve built in India. Our local capability is strong enough to support global operations without having to relocate or depend on foreign consultants.
IE: Are you planning to enter Europe or developed markets?
VJ: No. We are very clear that our growth will come from India and neighbouring markets. Countries like Germany or Australia have very mature elevator industries. The scope for greenfield projects is limited, and the compliance ecosystem is expensive and time-consuming.
IE: What is Johnson’s current position in the Indian market?
VJ: We are the No. 1 elevator company in India by volume. For over 12 years in a row, we’ve led the market. In cities like Chennai, Hyderabad, Kochi and Coimbatore, we have more than 50 per cent market share. Even in North India, where multinationals had a head start, we have steadily grown our footprint. What sets us apart is not just the product, but the ability to provide fast service, strong localisation and a clear understanding of Indian customer needs. That’s hard to replicate, even for global brands.
IE: Finally, what’s Johnson’s mission?
VJ: Our purpose is simple: to move people safely and reliably. Everything else – profit, growth, market share-follows from that. We are not in a hurry to diversify. We are not chasing headlines. We just want to build and maintain elevators and escalators that people can trust, every single day. That clarity has kept us grounded, and that’s something we intend to hold on to. – With Mohamed Ameen M