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)

Hinduja Tech, the mobility-focused engineering and R&D technology subsidiary of Ashok Leyland, has announced the appointment of Faiz Ahmad as Chief Executive Officer, effective 1 November 2026.

The appointment follows the retirement of current Chief Executive Officer Kumar Prabhas, who concludes nine years in the role on 31 October 2026.

Ahmad has been part of the Hinduja Group ecosystem for nearly two decades and currently serves as Chief Operating Officer and Head of Vehicle Engineering & Development. During his tenure with the company, he has overseen operational functions, capability building and vehicle development units. Prabhas and Ahmad will execute a transition process throughout October.

During his nine years leading Hinduja Tech, Prabhas managed the company's international expansion, service portfolio diversification and the acquisitions of engineering firms DSD and Tecosim.

Dheeraj G. Hinduja said, “I would like to express my sincere appreciation to Kumar Prabhas for his dedicated leadership and valuable contribution to Hinduja Tech over the past nine years. His vision, commitment, and leadership have been instrumental in shaping the company's growth journey and building a strong foundation for the future. We thank him for his invaluable service and wish him a joyful, healthy, and fulfilling retirement."

"Faiz has been an integral part of our journey and embodies the values, customer focus, and innovative spirit that define Hinduja Tech. His deep industry knowledge, strategic perspective, and proven leadership capabilities make him exceptionally well-positioned to lead the organization into its next phase of growth. We are confident that under his leadership, Hinduja Tech will continue to strengthen its market position, deepen customer relationships, and accelerate innovation across its global operations," added Hinduja.

Faiz Ahmad said, “I am honoured to be entrusted with the responsibility of leading Hinduja Tech at this exciting stage of its growth journey. We have a strong foundation, talented teams, trusted customer relationships, and significant opportunities ahead. I look forward to working closely with our employees, customers, and partners to build on our successes, drive innovation, and deliver sustainable value for all stakeholders.”

ALTEN India, a global engineering and technology consulting group, has appointed Prabhakar Atla as its new Chief Executive Officer, effective 5 October 2026. He previously served as President and Chief Operating Officer at Cyient, succeeds Balaji Viswanathan as head of the company's Indian operations.

Atla brings three decades of industry experience to the role, having led global operations and business units across sectors including aerospace, communications, rail, energy and semiconductors. His previous assignments include roles in Europe, India, the United States, Japan, and Australia, as well as serving as President and Chief Financial Officer at Cyient prior to his appointment as Chief Operating Officer.

Pascal Amore, Group EVP, Head of APAC, ALTEN, said, "Prabhakar's depth of experience in engineering, IT and technology services, and his track record of leading large global organisations through transformation, make him the right leader for ALTEN next chapter in India. India is core to the ambitions of our 2030 strategic plan, and I am confident Prabhakar will strengthen our organisation, develop new capabilities and accelerate our growth across the country."

Prabhakar Atla said, "I am honoured to join ALTEN and lead its talented teams in India. ALTEN India has grown into a strategic capability hub for the Group, with deep engineering expertise and trusted client relationships. My ambition is clear: enable and empower India as the engine of ALTEN Group's transformation, powered by deep sector expertise, AI-led engineering and faster innovation for our clients."

The company currently employs more than 8,500 personnel across 13 centres in eight Indian cities. The unit provides engineering, digital transformation, semiconductor and artificial intelligence solutions to clients in the automotive, aerospace, defence, telecommunications, consumer technology, manufacturing, and life sciences sectors.

AIC Pinnacle Entrepreneurship Forum and the National Automotive Test Tracks (NATRAX) have signed a memorandum of understanding to support startups in the automotive, electric vehicle and connected mobility sectors.

The agreement was executed at EKA's vehicle manufacturing facility in Chakan by Dr Avinash Thakur, CEO, AIC Pinnacle and Dr Manish Jaiswal, Director, NATRAX.

The collaboration combines AIC Pinnacle’s business incubation and mentoring programs with the testing and certification infrastructure at NATRAX. The partnership aims to assist startups in progressing from prototypes to validated commercial products. Immediate initiatives include organising a startup hackathon and granting select cohort members access to the NATRAX testing tracks near Pithampur, Madhya Pradesh.

The signing event included representatives from EKA Mobility, AIC Pinnacle and NATRAX, such as EKA Mobility Chief Product Officer Zoeb Altafhussain Karampurwala, Chief Engineers Kaustubh Vasant Joshi and Pankaj Shivrudrappa Munoli, and R&D Team Lead Swapnil Anil Tambe, alongside AIC Pinnacle Senior Manager Shadab Hussain and NATRAX Group Lead Tulika Mazumdar.

"The partnership with NATRAX opens an important bridge between startups and the automotive testing and validation ecosystem. Our objective is to help promising innovations move beyond the incubation stage and gain access to the technical, industry and testing support required to develop market-ready solutions," said Dr. Thakur.

Dr Manish Jaiswal said the partnership would create opportunities for startups and innovators to access relevant testing, validation and ecosystem capabilities. "Such partnerships can contribute to accelerating the development and adoption of emerging mobility technologies," he said.

Dr Sudhir Mehta, Founder and Chairman, Pinnacle Industries and Group Companies, said, "Electric mobility will remain a key focus area for AIC Pinnacle in the coming period. This MoU strengthens that vision by giving startups direct access to the industry, strategic partners, academic institutions and government agencies they need to scale."

The initiative will establish networks between early-stage companies, industrial firms, academic institutions, and government agencies across Maharashtra and Madhya Pradesh. AIC Pinnacle operates as a non-profit incubator supported by NITI Aayog's Atal Innovation Mission, while NATRAX operates testing and certification facilities in Central India.

Indian vehicle retail sales reached a record 2,536,920 units in September 2026, marking a 31.82 percent YoY increase and a 4.69 percent sequential rise over August shows data released by the Federation of Automobile Dealers Associations (FADA).

Interestingly, in H1 (April–September) of FY2027, auto retail reached 15,512,319 units, a rise of 20.77 percent YoY.

In September 2026, growth was recorded across all major segments compared to the previous year. Two-wheeler sales rose 33.08 percent to 1,790,188 units, surpassing the pre-pandemic peak recorded in 2018 by 15.3 percent.

Passenger vehicle registrations increased 32.10 percent to 427,213 units and commercial vehicle registrations grew 37.62 percent to 103,557 units, crossing the 100,000 mark in September for the first time.

Three-wheeler sales climbed 22.25 percent to 132,570 units, with electric models accounting for 64.90 percent of the total.

Wheeled construction equipment sales increased 38 percent to 6,486 units. Tractor sales grew 13.75 percent YoY to 76,906 units, though registrations fell 12.58 percent compared to August due to a delayed festive calendar and uneven rainfall.

Total electric vehicle sales across all categories reached a monthly figure of approximately 334,000 units, bringing electric vehicle market penetration to roughly 13 percent.

In the two-wheeler space, electric vehicles accounted for 11.58 percent of new vehicle sales. In the passenger vehicle segment, petrol vehicles held a 41.27 percent market share, while alternative fuel vehicles accounted for 41 percent. The alternative fuel share comprised compressed natural gas at 23.11 percent, hybrid powertrains at 9.44 percent and electric vehicles at 8.45 percent.

Passenger vehicle dealer stock levels rose to between 43 and 45 days of sales, exceeding FADA’s recommended benchmark of 21 days.

Sai Giridhar, President, FADA, said, “September’26 was the best-ever September in Indian auto retail, with the industry registering 25,36,920 units, up 31.82 percent YoY and 4.69 percent MoM. I would, however, urge that this headline be read with discipline: the 31.82 percent is the most base-distorted print of the year – a mirror of last September, when buyers deferred purchases in the week before GST 2.0 took effect on 22 September 2025. The cleaner signals are three. It was the best-ever September across five of our six categories and, with it, the best-ever first half of any financial year at 1,55,12,319 units (+20.77 percent); retail rose 4.69 percent over August and even setting the distorted September aside, FY’27’s first five months grew about 17 percent, which is the truer underlying run-rate.”

Going forward, survey results from FADA indicate that 75.57 percent of automobile dealers expect sales growth in October, up from 67.09 percent in August. For the October–December quarter, 78.28 percent of dealers anticipate growth and 49.5 percent have revised their sales forecasts upward for the full financial year following the first-half results.