OEMs are facing new challenges to improve the existing technologies and develop next-generation ones for the new mobility in shorter times. Reducing market responding time along with new complexities are paving the way for virtual simulation, which displaces physical tests and prototypes by virtually replicating product development, testing and manufacturing with simulations. Emmanuel Leroy, Executive Vice-President Industry Solutions at ESI Group, explains, “We enable our customers to drastically reduce every additional physical prototype by using our solutions. In the end, only one physical prototype is required to validate the whole concept. We envision that one day we may be able to virtually certify a product from end to end.” Excerpts:

Q) How did the Covid impact the software and services businesses of ESI Group?

The Covid pandemic has accelerated the need for more digitalisation within the industrial market. It has also somehow accelerated the readiness level of our customers and made solutions such as virtual prototyping even more relevant. Indeed, we enabled the continuity of our clients’ business. The use of virtual prototyping allowed them to continue designing, testing and prototyping their products. Our human-centric approach – one of ESI Group’s four outcome solutions – was particularly used by our customers to ensure the continuity of their businesses: using virtual reality to experience the product from home.

During pandemic times, we also provided our CFD (computational fluid dynamic) solutions to help investigating different scenarios to demonstrate the effect of occupant proximity, ventilation systems and contamination avoidance unique to each office and plant environment. ESI Group developed different virtual scenario, based on its facilities in India, to optimise the return to offices and on plant – especially on a car assembly line.

How the growing complexity of part process is influencing the virtual testing?

We notice that the automotive industry is facing more and more draconian regulations, disruptive technologies, intensifying competitions and shortening response time. Coupled with these, customers are getting more demanding on quality, reliability, safety and production deadlines in the business. Indeed, end users are no longer looking for products but for results (flight hours instead of engines, number of possible kilometres instead of electric car, etc.) and they seek for committed and responsible automakers to motivate their buys. At ESI Group, we have understood these preoccupations and we have defined four primary solutions answering our customers’ expectations.

The first one is the Pre-certification and Validation, enabling gains in performance and productivity. The purpose is double: meeting certification and validation requirements like crash, safety and fatigue issues in the first attempt and then increasing productivity with predictive models and process automation.

The second outcome is Smart Manufacturing, which enables to establish the right manufacturing processes to meet the performance indicators for industrial products and processes.

The Human-Centric Product and Process Validation, our third outcome, focuses on humans by implementing an operator-centric approach to ensure the efficiency of assembly, maintenance operation and the safety of human interactions.

The last one, Pre-experience, is the most advanced solution of ESI Group. Here, our customers and the operators do not look at the product itself, but virtually experience a product, component, subsystem or system under numerous conditions and environments.

Using these approaches, we identify industry challenges from the customer’s perspective and support them in achieving their results.

Finally, as products are getting more complex, one of our strengths is our end-to-end multi-material assembly solution with modelling of different materials (steel, aluminum, composite) and manufacturing processes, covering all the product development cycle.

What will be the growth drivers for the internal combustion engine-driven vehicles business?

Safety is essential and will remain a key driver in the future. Today, the active safety is gaining traction owing to the regulations and overall trends. There is an increasing demand for smart integrated safety, which caters to both active and passive what?

Alongside there are regulations on Co2. In Europe, the Worldwide Harmonised Light Vehicle Test Procedure (WLTP) Norm is challenging and will eventually be implemented in other countries. Regarding Co2 reduction, we focus part of our research and innovation around engine efficiency, aerodynamics and light-weighting, as we did with Bentley for instance.

OEMs are also looking to reduce the manufacturing cost and development time which are leading demand for virtual prototyping, digital twin and shifting OEMs’ investment from hardware to software. The end-to-end value and the digital continuity from the early design to the production is essential to achieve these goals.

OEMs are exploring possibilities to manufacture ICE vehicles and EVs on the same line. Being a solution provider for the smart manufacturing process, how do you see this as a challenge?

Some OEMs assemble EV and ICE vehicles on the same line and look for flexibility, while others use completely dissociated platforms. We, consequently, must find the right strategy regarding their requirements. The new upcoming challenges in CASE mobility manufacturing will bring even more complexities from components to manufacturing. We have to consider the complexity to train the operators: our virtual reality solutions are key here. We help our customers by providing training, on both ICE vehicles and EVs manufacturing processes to their team, even from different place around the world, gathered on the same interface. This solution gathers all stakeholders (from operators to QHSE officers and plant managers) around the same product. This immersive tool helps getting complementary feedbacks early on in the process.

Where do you find more competencies or comfortability — in the complete vehicle design or component design?

Clearly, we are positioning ourselves on the whole vehicle design as it gives the most significant benefit for the OEM and other customers. We are talking about an end-to-end value that we can demonstrate on full scale CAE demonstrators. When it comes to a standalone component, the complex interactions between components and environment are not well taken into account and can lead to reduced predictiveness. In this case, we come up with a holistic view of the problem itself. It is how we defined the four outcome solutions introduced earlier.

Do you think that virtual prototypes will, at a 100 percent, completely replace physical ones ?

Virtual prototypes are step by step replacing physical prototypes. Nevertheless, I think physical prototypes remain today essential to certify the product at the very end of the development phase. To give an example, in 2019 Renault succeeded a 5-star rating of its Clio 5 on the Euro NCAP safety certification test with a single physical prototype, the one needed for the consumer test. Virtual certification is a topic discussed within the automotive ecosystem, allowing to solely relying on the simulation from end to end. But we are not at that point right now.

Which is your largest market for automotive business?

The automotive industry is the most significant contributor to our total revenues. Today, Japan is the largest market for our automotive business. However, India has been an important market for ESI, and it has been growing quite well over the years.

Most of our engineering developments teams, for both our software and our platforms, are based in India.

What are the challenges in the business?

The increasing complexity I mentioned before is definitely a challenge, but it also brings opportunities to us. Our end-to-end multi-material, multiprocess solutions and chaining capabilities are key to overcome the challenges of the automobile market. Due to the ever growing content of electronics, system simulations and systems of systems techniques are improving as well. Our focus is to strengthen our collaboration with partners in the ecosystem to support the customers in solving their complex problems. (MT)

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Honda India Foundation (HIF) has provided 26 emergency response vehicles to the Udaipur Police to assist with patrol and mobility across the district.

The handover includes 25 Honda Shine 100 motorcycles, modified with emergency signalling systems, public address equipment, flashlights, storage units and safety gear. Furthermore, it has provided a Honda Elevate C-SUV, also outfitted for police requirements.

The vehicles are intended for use in tourist zones, urban centres and areas where manoeuvrability is necessary for police operations. This follows a previous contribution of 25 vehicles provided in February 2026 to support the Udaipur Police Tourist Patrolling Team.

The flag-off ceremony was attended by officials including Gulab Chand Kataria, Governor of Punjab and Administrator of Chandigarh; Gaurav Agrawal, District Collector; Gaurav Srivastava, Inspector General of Police, Udaipur Range; Dr. Amrita Duhan, Superintendent of Police, Udaipur and Rajeev Taneja, Operating Officer, Honda India Foundation.

Gulab Chand Kataria said, “Udaipur is an important centre of public and tourist activity, and this effort will further strengthen our Police Patrolling Team to support public safety across the district. I appreciate Honda India Foundation for this meaningful contribution. Their continued engagement in such collaborative efforts contributes to strengthening public service delivery at the local level.”

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Fleet Management Limited has marked the International Day of the Seafarer by issuing a renewed call for the global community to acknowledge the often-overlooked civilian professionals who underpin international trade. The maritime services provider simultaneously introduced a new digital tool, named Pulse, aimed at delivering continuous and practical assistance to crew members while at sea.

In light of recent diplomatic efforts to stabilise regions such as the Strait of Hormuz, Fleet Management has voiced its support for multilateral actions designed to address the systemic vulnerabilities faced by merchant mariners. The company has highlighted a persistent pattern where civilian seafarers are disproportionately exposed to geopolitical tensions. The stance aligns with the International Maritime Organization's 2026 theme, which underscores the dual reality of seafarers carrying global trade while shouldering significant operational risks.

Since February, an estimated 20,000 civilian seafarers have navigated volatile maritime zones, with roughly 600 of those individuals under Fleet Management's direct supervision. The firm assesses any resumption of transit on a vessel-by-vessel basis, utilising specific risk matrices to ensure that every manoeuvre is deliberate and grounded in stringent safety standards. Support mechanisms under the Fleet Care programme include 24/7 mental health services and wellness initiatives, while the fleet maintains industry-leading insurance coverage for personnel both on duty and during leave.

The newly launched Pulse application is described as a digital lifeline designed to simplify administrative processes and consolidate essential documents for the company's 27,000 seafarers. Beyond reducing bureaucratic burdens, the platform offers uninterrupted access to critical health resources, ensuring that crew members remain connected to the Fleet Care network regardless of location. This technological advancement represents a significant evolution in the company's strategy to deliver consistent, everyday assistance to its global maritime community.

Complementing these operational enhancements, Fleet Management has initiated global advocacy campaigns this week to increase public awareness of seafarers' contributions. Targeted family outreach programmes have been conducted through crewing offices in India, the Philippines and China, alongside community activities and multi-city public campaigns.

These efforts are reinforced by substantial training investments, with the company issuing over 80,000 certificates annually and training 500 cadets each year at the International Maritime Institute to ensure a resilient and proficient workforce.

Dr Harry Banga, Founder and Executive Chairman of The Caravel Group and Fleet Management Limited, said, "Countries, industries and communities rely on seafarers to keep essential goods flowing. Waterways like the Strait of Hormuz are key arteries of the global economy. When disrupted, the impact is immediate. Costs rise. Supply chains tighten. Today is a reminder that the industry and governments must act decisively to uphold safe and free navigation, so seafarers can sail with confidence."

Captain Rajalingam Subramaniam, Chief Executive Officer of Fleet Management Limited, said, "As a company, and as an industry, we have a responsibility to speak up. Seafarers are civilians who carry responsibility in the face of risk and adversity, in conditions beyond their control. This must not become the new normal. They must be seen, heard and properly protected. We are encouraged by the IMO-led evacuation efforts underway to restore safe transit and hope confidence will soon rebuild."

Angad Banga, Chief Executive Officer of The Caravel Group and Executive Director of Fleet Management Limited, said, "Recognition has to translate into action. Not once a year, but every day. That means understanding the pressures our seafarers operate under and responding with consistent, practical support. At Fleet, this shows up in the decisions we make and the systems we build to support our crews."

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Mumbai-headquartered JSW Green Mobility, a wholly-owned subsidiary of JSW Group, has announced a strategic investment in Bengaluru-based Lithium Urban Technologies, an enterprise mobility platform backed by Eversource Capital. This partnership is intended to accelerate Lithium’s expansion across India’s growing electric vehicle (EV) infrastructure and service market.

At present, Lithium Urban Technologies manages an integrated platform that includes over 3,000 electric vehicles, managing more than 25,000 daily trips, and a network of 1,300 charging stations. Fleet intelligence systems and centralised network operations centres serve over 100 enterprise customers.

The company is targeting 3x growth over the next two years. This expansion is expected to generate between 12,000 and 15,000 jobs as the firm scales its charging infrastructure and fleet deployment.

Parth Jindal, Managing Director, JSW Cement & JSW Paints, Chairman, JSW Dulux, said, "India’s mobility landscape is undergoing a structural transformation, driven by rapid urbanisation, electrification and the growing scale of digital commerce. We believe the future will be shaped by integrated, technology-led mobility platforms that can deliver reliability, operational efficiency and scale."

Don Thomas, CEO, Lithium Urban Technologies, added, "The opportunity ahead is not simply to replace vehicles, but to build the infrastructure, operating systems and technology capabilities required to make electrification work at scale."

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German luxury carmaker Porsche confirmed its financial forecast for the 2026 fiscal year and provided preliminary insights into its new ‘Strategy 2035’ at its 4^th Annual General Meeting held on 23 June 2026.

The strategy is designed to enhance profitability and strategic resilience through three primary pillars as outlined by Dr. Michael Leiters, CEO, Porsche, with full details to be presented at a Capital Markets Day on 7 October 2026.

• Brand & Customer: Porsche will refocus on its sports car DNA, design and exclusivity. The strategy shifts away from volume maximisation toward a focus on desirability and value.
• Products & Technology: The company plans to reduce model complexity by cutting the number of variants. Porsche will continue to invest in combustion, hybrid and electric powertrains, noting that the 911 will remain combustion-hybrid and will not move to a fully electric powertrain.
• Company & Operations: Porsche is structurally streamlining its organisation at all levels and investigating increased use of Volkswagen Group modular platforms. Discussions are ongoing regarding workforce adjustments to ensure long-term competitiveness.

Despite a challenging market environment, Porsche confirmed the financial targets for 2026 including 5.5 percent to 7.5 percent (factoring in EUR 800–900 million in one-off expenses and EUR 700 million in tariff costs) operating group return on sales. Group sales revenue to come at EUR 35-36 billion with automotive net cash-flow margin of 3 percent to 5 percent.

Furthermore, the Board of Directors of Porsche have proposed a dividend of EUR 1.00 per ordinary share and EUR 1.01 per preferred share for FY2025. While this payout exceeds the target ratio of 50 percent of consolidated profit after tax, it represents a decrease compared to the previous year, reflecting a move to maintain financial flexibility during the current transformation phase.

Dr. Wolfgang Porsche, Chairman of the Supervisory Board, reaffirmed his backing of CEO Dr. Michael Leiters, emphasising that while the necessary restructuring measures may be ‘uncomfortable,’ but they are essential for the company's future success.

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