Q: Congratulations on assuming the charge of the President of FADA. What are your immediate priorities?

Gulati: Thank you!

The past eight to nine months have been a challenging time for the entire humanity and every business sector. It has been a difficult phase for the dealer fraternity too. We have worked in very adverse conditions with zero business and zero earnings, along with a high operational cost. Post reopening of dealerships, proper decontamination and sanitisation of the entire premises, vehicles, employees, etc., have added cost to dealers who were already seeing slow sales for over 18 months in the pre-COVID era.

We are a resilient lot, and COVID has taught us to make tough decisions to ensure that our business and community survive, while offering the best of our services to customers. During my tenure, I will rigorously take up all our dealer issues at every possible platform and offer the association the finest representation, better visibility and hearing, offering a competitive business and operational environment to our fraternity.

The automobile industry has been an important driving force in India’s economic growth. Reviving the automobile industry is vital to regain lost momentum in the economy. The Government and the sector need to work together to strengthen the industry, wherein the dealer fraternity is an important element in the system.

One of the key issues which we will be working upon is improving dealer margins. Over the years, profitability has dwindled due to high costs and low operating margins.

Auto dealerships in India are operating at an average net profit level of 0.5 percent to one percent of the total turnover, which is much lower than the global standard, as internationally, dealer margins range from seven percent to 12 percent on selling price of the vehicle.

We have already written to SIAM about this, and we will further strongly urge all our OEMs to make the dealer business more sustainable and shockproof.

While we were trying to bring auto dealers under the ambit of MSME, we will up the ante further and make sure that dealers are treated at par with other businesses who are reaping the benefits of being an MSME.

Further, as a category, 2-wheelers comprise 75 percent of the sales in India, and I am working to make an exclusive 2-wheeler vertical at FADA.

This will specifically work on the nuances of 2-wheeler dealership such as sub-dealers, brokers etc. The dynamics of 2-wheeler dealers are very different from 4-wheeler dealers and hence need special attention. As they say, fortune is at the bottom of the pyramid!

FADA will continue to take up issues concerning regulatory and legislative burdens, representing the dealer fraternity across every possible platform. We will continue to reach out to our principals and build strong relationships moving ahead.

Q: FADA has been working on increasing dealer margins for ages but ends up in a stalemate. Where is the issue? How are you going to tackle this?

Gulati: Yes, this is one issue which we have been working for many years, but efforts were not made concretely until sometimes back. It’s during the 2nd Auto Retail Conclave, when we brought up the issue to our executive committee, had a panel discussion exclusively on dealer margins. There onwards, we started building momentum with continues efforts in this direction, and a few months back we also did a study on dealer margin offered by individual OEM to their respective dealers across the product lineup. This was an eye-opener for the entire fraternity as nothing of this sort was brought out in the past; this showcased that Indian dealer’s community were working on a minimal margin which was way below the global standards.

I am happy to mention that post this study, few OEMs have reviewed their dealer margin, few are in discussion with their management and respective dealer council. However, the increased margins are still not at a level which we have been asking for, but a movement has started, which is quite encouraging for the entire community.

Dealership business has a significant daily expense which is addressed by the dealer from his marginal profit. A better profit margin will help the dealer to re-invest a subsequent amount of his earning for the development and expansion of his business, which in return will add up a new business to OEMs.

We will continue to do this kind of studies in times to come and also keep negotiating with our principals as they also understand that their first customers are not in good shape and they require higher margins to sustain their business.

Q: What according to you are the skill gaps persist in the automotive industry still and how FADA is addressing this?

Gulati: Skill gap is a subject which is never-ending as technology keep changing, and we need to make a continuous effort to upgrade our manpower. In recent time, the automobile industry has gone a long way in terms of technology upgrade.

To address this change, all the three auto Associations (Automotive Component Manufacturers Association of India (ACMA), Federation of Indian Automobile Dealer Associations (FADA) and Society of Indian Automobile Manufacturers (SIAM)) have come together in tune with National Skill Development Council and created ASDC (Automotive Skill Development Council) which looks to reduce the gap in between yesterday’s skills and today’s requirement. FADA has been making a continues effort to keep our dealership manpower at par with the newer technologies.

At FADA, we are starting up with a FADA Academy which will hold courses for Dealer Principals and their Chief Experience Officers to train them in running an efficient dealership business from all aspects.

Q: With more than 50 percent of the work in purchasing any vehicle done online, where do you see the role of dealers in the future? Do you see the new trend fuelling unemployment further?

Gulati: Getting prospective customers through the online route is a growing trend. Dealers and manufacturers have been active on online platforms for quite a long time now. The pandemic is the reason for this change in consumer behaviour. Earlier, customers had to visit dealerships several times before the final buy. e.g. all loan formalities, document verification, vehicle test drive etc. These are now offered online or at the doorstep. But for the final sale, customers have to visit the dealerships to test the vehicle and take delivery.

Today every customer is well informed. The vehicle-buying experience involves several steps, right from an online search, specific automobile website visits, going through views, reviews, product comparison, collecting information from peers, social media and users and evaluating a brand, product and its services.

Only after doing all these research consumers make their decision. It is not just a transaction for the customer, but more about in getting into a relationship of trust. That is where the dealerships come into play. Every customer wants to experience the vehicle physically before closing the deal. More importantly, they want to meet up face-to-face with the dealer and satisfy themselves before committing to this high-ticket purchase.

I don’t think there is any change in the playbook, but digital has now moved from “Nice to have” to Necessity. In this COVID era, with total lockdown, digital marketing has played a significant role in boosting sales and smooth execution. Every dealership has initiated digital training of its manpower, equipping them to conduct sales coordination through a digital platform. This initiative has further enhanced its sales and service reach. Dealerships must be the most frugal and flexible link across the automobile network.

Dealers and dealerships have always been the face of the brand and will continue to be so. I don’t see any immediate challenge or threat to the dealership business. However, with companies being more aggressive and active on online platforms, this will add on to dealership engagement with the brand and the customers, helping them further to enhance their sales and service reach and experience.

Q: What are the challenges you face with emerging technology trends like vehicle electrification?

Gulati: I don’t see vehicle electrification as a challenge for the dealer fraternity. The dealer community has been one of the most adaptable segments of the automobile ecosystem. We have always strived to keep ourselves at par with the manufacturers, and it’s business requirement, product and services utility. The dealer business is one business which significantly depends on its skilled workforce across the offerings such as sales, aftersales, engineering, etc. With every new product or technology, the dealer in association with its OEM partner makes certain that it initiates rigorous training for its employees so that it can offer the best service to its customers on behalf of the brand.

As far as vehicle electrification is concerned, India is still at a very initial level as electric PVs still have less than 0.25 percent market share. The EV segment requires immense Government support in terms of infrastructure, subsidy, allowance, recognition, etc., to get the segment to grow. I don’t want to comment on the technicalities of the segment and its products and services. Instead, on behalf of the entire dealer fraternity, I would like to assure that as a community we are committed to offering all necessary support and service to the Government for its vision about the EV industry.

Q: Episodes like FIAT & Peugeot (decades ago) and GM & MAN Trucks (in the recent past) etc., exiting the Indian market continues, leading the dealerships to lurch. What kind of safeguard mechanisms can we have to support the dealer community?

Gulati: Setting up a global brand dealership in India is a massive cost which varies from brands to segment, size of the dealership, region, location, etc. On an average setting up a premium 2-wheeler brand dealership cost somewhere around INR8-10 crore whereas setting up a premium 4-wheeler brand requires close to INR 20 - 30 crore. It is not just the setting up of a dealership which is a cost, the operation of a dealership is also a huge which involves day to day operational cost, vehicle stocking, employee salary etc. The dealer bears all this. As you know, the dealership business operates on a very minimal profit margin; any such activity by any brand ends up leading to capital loss along with loss of jobs in the sector. And now the pandemic poses another challenge for the dealer fraternity.

For example, the recent announcement by Harley-Davidson to discontinue its manufacturing and sales operations in India has left its Indian dealers stranded. This will result in the closure of 35 Harley-Davidson dealerships, with an approximate capital loss of INR 110-130 crores, besides also leading to a job loss of around 1,800-2,000 people at dealerships.

This is the fourth instance of automobile companies exiting India in the last three years (since 2017). Earlier, General Motors, MAN Truck and UM Lohia had quit their Indian operations, leaving their dealers in a similar fix. Due to FADA’s strong intervention and the Indian Government’s full-fledged support, General Motors and MAN Trucks had partially compensated their channel partners, but the UML matter remains unresolved till date.

Had there been a Franchise Protection Act in India, brands like these would not have abruptly closed their operations, leaving their channel partners and customers in the lurch.

We are already working on a draft with our legal team and have initiated communication with other retail associations to bring the Franchise law in India, which will support the dealer fraternity in the dire situation of an exit or termination.

We would also request the Government to initiate the law on priority as this law will help level the playing field for large international and domestic automakers and dealers and also help in regulating over-dealerisation.

Q: What kind of support/guidance FADA has given to its members to tide over the current situation triggered by the pandemic?

Gulati: These are unprecedented times. Everybody is making the best efforts to emerge from it in their own way. The auto dealership is one such business which was deeply impacted by COVID-19. The auto dealership is a very marginal profit business, and we do not have large funds like car and component manufacturers have, which makes it more difficult for us to emerge from this difficult time. The industry was already struggling with a 15 to 16-month slowdown, and the lockdown has pushed the entire industry further back.

FADA has provided all possible and necessary help to its dealer members. At the time of the lockdown, FADA wrote a letter to Prime Minister Narendra Modi to apprise him about the dealers’ issues and suggesting dealership survival and demand revival initiatives. Apart from this, FADA wrote a letter to SIAM making them aware of the situation of the dealers, requesting them to review the dealer margin and extend their support so that dealer can survive these difficult times. FADA quite actively worked to protect dealers from the loss on remaining stocks of BS-IV vehicles from the ban on the sale. The association petitioned the Supreme Court to extend the dateline for sale of these vehicles. At the same time, while securing the future of dealers, FADA demanded that car makers increase the dealer margin to five percent PBT and reduce the infrastructure cost by 25 percent.

FADA conducted online training for its dealer brothers, training them to prepare for maximum work with limited resources. (MT)

Good Business Lab brought together senior automotive executives, industry actors and shopfloor workers at a leadership conference in New Delhi to discuss strategies for increasing female workforce participation across India's automotive manufacturing sector.

The event followed the organisation's September research report, which revealed that women account for 8.7 percent of the combined original equipment manufacturer and component manufacturing workforce across the country.

The conference addressed findings from a three-year study by Good Business Lab spanning over 55 automotive firms, 400 stakeholders and 1,900 individuals. Discussions focused on practical shopfloor interventions to improve recruitment and retention, including talent supply chains, night-shift operational frameworks, last-mile transportation solutions and childcare infrastructure.

Industry panels examined career progression pathways, performance metrics for middle management retention, and workplace safety conditions required to support long-term employment.

The event featured three panel sessions covering business metrics, worker perspectives, and sector-wide operational scalability. Executives participating in the discussions included Suman Mishra, Chief Executive Officer and Managing Director of Mahindra Last Mile Mobility; Viveka Bhandari, Chief Operating Officer of Padmini VNA Mechatronics; Sunil Arora, Managing Director of Abilities India Pistons & Rings; Satyaprakash Patil, Chief Human Resources Officer of Honda Motorcycle & Scooter India; and Vinkesh Gulati, Chairperson of the Automotive Skills Development Council.

A panel of female shopfloor associates from Abilities India Pistons & Rings, Asahi India Glass, Honda Motorcycle & Scooter India and Sansera Engineering detailed their career trajectories and operational experiences in vehicle assembly and component production.

Nirmal Deshpande, Managing Director of Good Business Lab, said, “The evidence increasingly mirrors what we are hearing from industry: women’s participation is no longer just an inclusion imperative, but a business necessity. Several leading firms are already showing what is possible; the challenge now is scale. We brought business leaders, women workers and the wider ecosystem together to chart the path ahead. The opportunity is clear: now we need to turn what works into action across the sector.”

Good Business Lab plans to collaborate with automotive manufacturers, philanthropic organisations and industry bodies to pilot shopfloor solutions and co-design workforce frameworks across the manufacturing sector.

JSW MG Motor India, one of the leading passenger vehicle manufacturers, has announced the eight winning startups selected for the 6^th edition of the MG Developer Program.

The startup engagement initiative, centred on the theme 'Innovation in Automotive', evaluated over 130 applications before selecting the finalists for pilot deployment consideration.

The selected startups comprise Nayan Technologies, Technod8.AI, LiveNSense, LW3, Smaartbrand by Acquink Solutions, Fitsol, Cautio and Meta Materials Circular Market.

The chosen entities specialise in artificial intelligence (AI) platforms, industrial software, battery supply chain tracking, mobility intelligence, supply chain decarbonisation and automotive circular economy systems.

The winners will collaborate with the vehicle manufacturer and program partners to test and implement pilot projects across industrial operations, manufacturing, customer experience and mobility services.

Anurag Mehrotra, Managing Director, JSW MG Motor India, said, "We are entering an era where the boundaries between mobility, data, and artificial intelligence are rapidly converging. The next wave of transformation in the automotive industry will be driven by innovators who can connect these ecosystems and create solutions with real-world impact. Through the MG Developer Program, we are committed to providing startups with a platform to collaborate, experiment and scale breakthrough ideas. The winning startups of Season 6.0 represent some of the most promising innovations across automotive technology, sustainability, industrial intelligence, and mobility services. We look forward to partnering with them to explore pilot deployments and unlock new possibilities for the future of mobility."

The sixth season was conducted in partnership with DPIIT, Startup India, JSW, NCPI BHIM, Jio, Gulf Oil India, TiE Delhi NCR, iCreate, Allianz Partners India, TERI, BSES Rajdhani Power Limited, LICO Materials and Pulse Energy.

The program saw more than 40 startups shortlisted for presentations, with 18 reaching the final jury stage. Since its launch in 2019, the program has evaluated over 1,680 startup applications covering connected vehicles, electric mobility, artificial intelligence, and manufacturing technologies.

Cummins India has announced the appointment of Gbile Adewunmi as Managing Director and India Regional Leader, effective 1 November 2026. Adewunmi will assume the position alongside his current role as leader of Industrial Markets within Power Systems, where he will continue to direct business operations for the division.

In his current role as Vice-President, Power Systems Industrial Markets, Adewunmi oversees customer and partner operations across industrial segments, including mining. His work in the division has focused on hybrid-electric retrofit systems, mining technologies, and power solutions aimed at operational efficiency and emissions reduction.

Jenny Bush, President of Power Systems, Cummins, said, “Gbile is a respected global leader with deep experience across Cummins and a strong track record of delivering customer-focused growth and business performance. His enterprise perspective, ability to build high-performing teams and commitment to our customers make him exceptionally well positioned to lead Cummins India Limited and the India region while continuing to advance our Industrial Markets strategy.”

Adewunmi said, “I am honoured to take on this expanded role and to work alongside the talented teams across Cummins India, the India region and Industrial Markets. “India is a critical market for Cummins, and I look forward to partnering with our employees, customers and stakeholders to build on our strong foundation and continue powering a more prosperous world.”

Birla Carbon is pushing deeper into speciality materials, positioning a suite of conductive carbon solutions aimed at tough applications that include next-generation batteries and other high-value conductive uses.

Within battery electrodes, conductive carbon creates the electron pathways that keep performance steady. Selecting the correct conductive additive can translate into quicker charging, stronger high-rate capability and a longer cycle life, while also making battery manufacturing more efficient. At The Battery Show North America 2026, Birla Carbon will put this portfolio on display. The event runs 12–15 October at Huntington Place in Detroit, Michigan, with the company located at Booth 3029.

Showcased products will include Conductex i conductive carbon black grades, Nanocyl carbon nanotubes and blend formulations combining carbon black with CNTs, all built for a broad spread of conductive applications. They offer high purity, leading conductivity and consistent dispersibility, while Conductex i grades additionally cut solvent and energy use during electrode production, bringing down customer costs. The additives address industry priorities such as charge acceptance, battery capacity, dry coating and solid-state, helping manufacturers keep pace with rising demands without giving up quality, consistency or dependable supply.

Shashank Awasthi, President, Speciality Materials, Birla Carbon, said, “Electrification is creating new performance demands across the materials value chain, and advanced carbon materials have an important role to play in meeting them. At Birla Carbon, we are combining our expertise in carbon materials with an expanding specialty portfolio to help customers address these evolving requirements. Established lithium-ion battery manufacturers need to showcase supply chain resilience, extended cycle life and ever-increasing fast charging requirements, which Birla Carbon’s portfolio enables. Next-generation cell technologies, like LMFP, sodium-ion, solid-state and metal-air, are rapidly improving by incorporating ConductexTM i carbon blacks and NanocylTM carbon nanotubes into their formulations.”