Purflux Group in conquest mode

“A non-event”, remarked Julien Grange, CEO of Purflux Group, during an interview at Automechanika Frankfurt, the first international appearance of the company as an independent entity. This “non-event” was marked by a focus on complete transparency with its customers: “A smooth transition, enabled by perfect continuity of the product offering, the industrial tools, and the teams on the ground,” he explained. Moreover, the company has evolved to become even more customer-centric, with a streamlined and agile decision-making process compared to its past structure.

After just six months, the results are promising. “The momentum is there in IAM as well as in OE, despite the prevailing economic gloom and the cautious outlook stemming from various economic and geopolitical uncertainties. We are gaining market share!” affirmed Pierre-Henri Tinet, Marketing and Communication Director of Purflux Group. While many manufacturers are announcing factory closures, Purflux Group is considering opening new facilities, having already expanded its production capacities with additional lines at its existing sites.

This dynamic progress is underpinned by a balanced distribution of activities across OEM, OES, and IAM segments. This well-structured balance acts as a buffer against market shocks in vehicle sales. At a time when production volumes are declining, parts manufacturers heavily reliant on OE face significant vulnerabilities. “We no longer discuss developing new ICE engines—at least in Europe. Everything is transitioning to electric. Consequently, investments made by parts manufacturers are becoming increasingly difficult to amortise. On the other hand, IAM-only players risk falling behind technological breakthroughs if they fail to anticipate market shifts”, explained Tinet.

This fragility among competitors could lead to a consolidation phase, as seen with the mergers of DRiV and Faurecia-Hella. Tinet speculates that some market players may join forces to achieve the critical scale needed to adapt to current market dynamics. “Positioning IAM as a core development pillar is a strategic priority for Purflux Group, as is maintaining a foothold in original equipment to sustain technological leadership, which enhances our position in the aftermarket (OES and IAM)”, he reiterated. With solid finances and a growth-oriented strategy, the filtration specialist is also open to external growth opportunities, whether in its core business or new product ranges. 

While Europe remains a mature yet resilient market, Purflux Group continues to record growth. “In France, our domestic market, and in regions like Scandinavia and Eastern Europe, we are seeing double-digit growth”, Tinet noted. However, this success reflects commercial performance rather than a booming filtration market. Meanwhile, Purflux Group is expanding its presence in Africa and the Middle East, where markets, though disparate, hold significant development potential.

In Asia, the group is experiencing strong growth, particularly in Southeast Asia and India. With three production sites in India, Purflux Group supplies local manufacturers, including two- and three-wheeler segments. “India is undeniably a market of the future and is quickly becoming a key region for us. This year, we launched our aftermarket operations in the country” Tinet added.

With a decline in new vehicle sales, the ICE parc is expected to age significantly. “In Europe, for instance, the average vehicle age is projected to increase by three to four years by 2035, reaching 15–16 years or more, depending on the country,” explained Tinet. This trend ensures the aftermarket’s relevance through the maintenance of an older parc. At the same time, vehicle manufacturers are making significant inroads into the aftermarket. Initiatives such as Distrigo, established over the past ten years, and the recent BMW-AAG agreement in France are breaking down barriers between OES and IAM segments, challenging the traditional industry model.

Manufacturers are striving to regain control of maintenance work beyond warranty periods. The introduction of electric vehicles may provide branded networks with a slight advantage. “Since the technological barrier is high, this could offer them some protection from independent multi-brand networks. And this will be one of the major challenges of tomorrow’s market. Who, between dealers and independent garages, will be best equipped to service these new electric vehicles? At the next level, the challenge will be similar: as the boundaries between them become increasingly blurred, who—between car manufacturer networks and independent parts distributors—will succeed in capturing orders from these customers?” It is evident that garages, which will be on the front line, are being strongly encouraged by distributors and their network leaders to undergo training in these emerging technologies. “The aftermarket cannot afford to miss this transition!” insists Pierre-Henri Tinet.

Purflux Group is proactively responding to these changes by developing filtration solutions for battery cooling, air pressure filtration, and other critical functions in electric and hydrogen-powered vehicles. The company also offers advanced solutions, such as filtration of the ionic charge in fuel cells and filtration during water separation. Regardless of the engine type, the need for fluid filtration remains constant, with increasing demands for performance.
While the full impact of these technologies on the aftermarket is yet to be determined, Purflux Group, as a “filtration system manufacturer”, is well-positioned for a strong future in both IAM and OE markets.