India’s Billionaire Inheritance Feuds Expose Challenges in Family Business Succession

Published Time: 08-10-2025, 14:30 U.S. ET

The sudden death of Indian billionaire Sunjay Kapur has ignited a fierce inheritance dispute that highlights the complexities and risks inherent in family-run corporate empires across India. As Kapur’s family and Sona Comstar—the automotive components giant he helped lead—navigate conflicting claims and legal battles, experts emphasize the urgent need for formal succession planning among India’s numerous family-owned businesses.

Sunjay Kapur, heir to one of India’s largest automotive firms, passed away unexpectedly in June 2025. His death has triggered a contentious inheritance struggle involving his immediate family and the corporate board of Sona Comstar, spotlighting broader challenges faced by many Indian family businesses.

Sudden Death Sparks Controversy and Legal Challenges

Kapur, 53, died from a heart attack while playing polo in Surrey, UK, on June 12, 2025. He was part of a prominent business family that controls Sona Comstar, a $3.6 billion company with manufacturing facilities across India, China, Mexico, and the United States. The firm is a key player in India’s automotive components sector, publicly traded on Indian stock exchanges under the ticker Sona BLW.

Shortly after his death, Kapur’s mother, Rani Kapur—former chairperson of Sona Comstar—raised serious concerns about the circumstances surrounding his passing. In a letter to the company’s board dated July 24, she described the death as occurring under “highly suspicious and unexplained circumstances” and alleged undue pressure to sign important documents amid her grief.

However, the Surrey coroner’s office confirmed that the death was due to natural causes following a postmortem investigation, and the case was officially closed.

Despite this, Rani Kapur’s claims have fueled public speculation and media attention. She also requested the postponement of the company’s annual general meeting (AGM) planned for July 25, aiming to delay appointing a new director purportedly representing the family’s interests. The board proceeded with the AGM regardless, appointing Sunjay Kapur’s widow, Priya Sachdev, as a non-executive director.

Conflicting Claims and Corporate Governance Questions

Rani Kapur maintains she is the sole beneficiary of a will from 2015 that includes a majority stake in Sona Group, encompassing Sona Comstar. The company, however, disputes her claims, stating she has had no involvement in its affairs since at least 2019. The board also issued a legal notice accusing her of spreading false and damaging statements.

Public shareholders—including banks, mutual funds, and financial institutions—own roughly 72% of Sona Comstar, while promoters control the remaining 28% through a private firm, Aureus Investments Pvt Ltd. Sunjay Kapur was the sole beneficiary of the RK Family Trust, which manages the promoters’ stake.

Legal experts note that while Rani Kapur is not a registered shareholder and lacks direct voting rights, her involvement in trusts or private agreements could complicate ownership claims. Corporate litigator Tushar Kumar explains, “Until the relevant trust documents are made public, it remains unclear what interests she may hold.”

A Wider Issue Among Indian Family Businesses

The Kapur family feud is far from unique. Family ownership dominates Indian listed companies, with nearly 90% controlled by founding families. Yet a PwC survey finds only 63% have formal succession plans, leaving many vulnerable to internal conflict after the passing of a patriarch or key leader.

Kavil Ramachandran from the Indian School of Business observes that ambiguity around ownership and inheritance is common. “Most Indian family businesses operate with significant uncertainty about who owns what and who inherits when,” he says. This lack of clarity often leads to disputes over management control and ownership stakes.

Business advisor Ketan Dalal adds, “Without merit-based leadership and clear agreements, disputes arise quickly, making resolution difficult as time passes.”

Notable Precedents in Indian Corporate Succession Battles

India’s corporate history includes several high-profile succession struggles that have impacted shareholder value and public perception. Mukesh Ambani, Asia’s richest man, was involved in a prolonged feud with his late father’s other heir over the Reliance Industries empire following Dhirubhai Ambani’s death without a will in 2002. The conflict was eventually resolved through mediation by their mother, Kokilaben Ambani.

More recent disputes have unfolded within the Raymond Group and the Lodha family, whose company developed the Trump Tower in Mumbai. Such conflicts often disrupt operations and erode investor confidence.

Sandeep Nerlekar, managing director of the legacy planning firm Terentia, warns, “Companies suffer when control remains concentrated in a few hands without proper succession planning. Stock prices and business outlooks can deteriorate quickly.”

Positive Steps Toward Structured Succession

Some Indian business families have taken steps to avoid succession pitfalls. The Bajaj family, after a court-mediated dispute in the 2000s, implemented a governance model involving a family council that oversees decision-making by consensus.

Similarly, the Godrej Group, one of India’s oldest business houses, recently announced an amicable division of its multi-billion dollar empire, signaling a move toward clearer succession frameworks.

Mr. Nerlekar advocates for robust governance: “Families need strong boards empowered to guide the business long-term. They must groom the next generation proactively and have clear succession plans well before transitions occur.”

Mukesh Ambani’s approach of preparing his children for leadership roles years in advance exemplifies this trend. Ramachandran emphasizes that “succession cannot be rushed; it requires deliberate preparation of both family members and the operational team over a planned transition period.”

The ongoing dispute surrounding the Kapur family and Sona Comstar underscores the critical importance of transparent, legally sound succession planning in India’s family-owned business landscape. Without such measures, heirs risk costly conflicts that threaten both legacies and company performance.