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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The Indian automotive industry concluded FY2025-26 with record-breaking results, with every vehicle category clocking its highest-ever annual sales, as per data released by the Society of Indian Automobile Manufacturers (SIAM).

For FY2026, a total of 28 million vehicles were sold across segments in the country, clocking a 10 percent YoY growth, as compared to 26 million vehicles a year ago. The robust performance was seen in passenger vehicles, commercial vehicles, two-wheelers and three-wheelers, all achieving peak volumes, marking a definitive recovery 7 years after the previous industry high.

The passenger vehicle segment recorded sales of 4.64 million units for the full year, representing a growth of 7.9 percent. This performance was bolstered by a strong second half, which saw a 16.7 percent increase compared to the same period in the previous year. Growth was supported by GST rate reductions, personal income tax relief and lower financing costs resulting from repo rate cuts by the RBI.

Notably, electric passenger vehicle registrations rose by more than 80 percent. Exports in this segment reached 905,000 units, a 17.5 percent increase, with demand remaining steady in the Middle East, Africa and Latin America.

Commercial vehicles also reached a milestone with 1.08 million units sold, growing by 12.6 percent. The rollout of GST 2.0 reforms and increased capital expenditure provided the impetus for fleet operators to purchase new vehicles. In Q4 alone, the segment grew by 18.9 percent to 325,000 units.

Two and Three-Wheeler Momentum

The two-wheeler segment surpassed its previous peak from FY 2018-19, clocking 20.17 million units in FY2026, marking a 10.7 percent annual growth, primarily led by urban demand. Exports for two-wheelers reached a record 5.18 million units.

On the other hand, three-wheelers posted a growth of 12.8 percent with 836,000 units sold, driven by increased economic activity and the expansion of electric autorickshaws. Exports in the three-wheeler segment grew by 50.1 percent, largely due to increased volumes to Sri Lanka and African nations.

Market Outlook and Challenges

While the industry remains optimistic for FY2026-27, several global uncertainties persist. Fluctuations in crude oil and commodity prices, disruptions in shipping routes, and exchange rate volatility linked to the West Asia conflict remain primary concerns for manufacturers.

Shailesh Chandra, President, SIAM, said, “Though FY2025-26 started modestly, the Indian Auto industry has closed the year on a high note with every vehicle category viz. passenger vehicles, commercial vehicles, three-wheelers and two-wheelers, together posting their highest ever sales in a Financial Year, after seven years. The strong contributors to this growth have been the positive sentiments created through GST 2.0 reforms and multiple Repo Rate cuts during the year. Looking ahead, domestic demand and macroeconomic fundamentals remain robust as we step into FY2026-27, which should aid steady growth for the industry. However, uncertainties arising from the West Asia conflict need to be closely monitored, as it may have impacts on production, commodity prices, fuel prices, freight rates and the overall economy.”

Rajesh Menon, Director General of SIAM, stated, “Each of the vehicle category, passenger vehicles, commercial vehicles, three wheelers and two wheelers posted their highest ever sales in the January to March Quarter with double digit growth compared to previous year’s quarter. In Q4 of 2025-26, passenger vehicles posted sales of 1.31 million units with a growth of 13.2 percent, commercial vehicles posted sales of 325,000 units with a growth of 18.9 percent, three-wheelers posted sales of 227,000 units with a growth of 26.7 percent and two-wheelers posted sales of 5.77 million units with a growth of 26.4 percent, compared to Q4 of 2024-25.”

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Japanese automotive major Nissan Motor Co has announced its long-term strategic direction, ‘Mobility Intelligence for Everyday Life’.

The plan focuses on the integration of artificial intelligence into vehicle systems and the expansion of electrification technologies to address global market requirements. Central to this strategy is the development of AI-Defined Vehicles (AIDV), which combine autonomous driving capabilities with intuitive passenger support systems.

The company aims to deploy its AI Drive technology across 90 percent of its product range over the long-term. The new Nissan Elgrand, scheduled for a summer 2026 launch, will feature next-generation ProPILOT technology with end-to-end autonomous functionality expected by the end of FY2027.

Nissan’s electrification strategy will be supported by its e-POWER series hybrid technology alongside new plug-in hybrid and range-extender solutions developed through partnerships.

As part of a portfolio rationalisation, Nissan will reduce its global line-up from 56 to 45 models, reallocating resources to growth areas. The product strategy categorises vehicles into four roles: Heartbeat (emotional and innovative models), Core (scale-driven models), Growth (emerging market models) and Partner (collaborative models). Key upcoming products include the Juke EV for Europe, the body-on-frame Xterra for the US market and a revitalised INFINITI range starting with the 2027 QX65 SUV.

The industrial model will transition to the Nissan Product Family strategy, moving from individual model development to architecture-led platforms. Three product families will eventually account for over 80 per cent of global volume, intended to increase volume per model by 30 per cent and accelerate the rollout of new technologies.

Regionally, Nissan has set a target of one million annual sales in the US by 2030, supported by localised manufacturing and large vehicle leadership. In China, the company aims for one million unit sales by 2030, utilising the region as an export hub for markets in Latin America, ASEAN and the Middle East. The Japanese domestic market will serve as a testing ground for mobility services and autonomous technologies, with an annual sales target of 550,000 units by 2030.

Ivan Espinosa, President and CEO, Nissan, said, “This is the right moment to articulate Nissan’s long‑term vision as we look beyond the Re:Nissan plan and set a clear path for the future. Our vision defines where Nissan is headed, with customer experience as our guiding priority. By advancing mobility intelligence, we will deliver products and technologies that are safer, more intuitive and more accessible with outstanding value and a more rewarding overall experience. As we continue on our path to recovery, it is essential that Nissan demonstrates our relentless focus on serving the customer, seizing the opportunities provided by AI technologies, expanding electrification and driving innovation into our vehicles to deliver sustainable market growth.”

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McLaren Automotive has appointed Kemal Curic as Chief Design Officer, effective from April 2026. Curic joins the company's Executive Leadership Team and assumes responsibility for the design vision and creative direction of the brand's vehicle portfolio. He will oversee all design functions, including interiors, exteriors, colour, materials, and finish (CMF), and digital design.

Curic moves to the British supercar manufacturer from Ford Motor Company, where he most recently held the position of Global Design Director for Performance Vehicles. His career spans over two decades in the global automotive industry, with a focus on luxury and high-performance vehicle design. In his new role, he will collaborate with the engineering and product strategy departments to maintain the company’s focus on lightweight and high-performance vehicle standards.

The appointment comes as McLaren continues to evolve its product line-up, integrating traditional racing heritage with new design innovations. Curic's previous work has been noted for its ability to update established vehicle series while maintaining brand authenticity.

Kemal Curic, Chief Design Officer, McLaren Automotive, said, “McLaren is one of the most respected and aspirational brands in the world. I’m excited to be part of their journey to help shape the design vision of a company so deeply rooted in engineering excellence and racing heritage. I look forward to working with the talented teams at McLaren to create the next generation of breathtaking, purpose‑driven cars.”

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Toyota Kirloskar Motor (TKM), one of the leading passenger vehicle manufacturers, has announced that its participants secured 9 medals at the IndiaSkills National Competition 2025-26.

The cohort achieved 5 Gold, 3 Silver and 1 Bronze medal across seven vocational categories. The competition serves as the primary platform for vocational excellence in India, with participants progressing through district, state and regional levels before reaching the national finals held in Delhi, Bengaluru and Chennai.

In the Mechatronics category, Deepu M S and Jayanth K won gold, while Ganesh P B and Punith Kumar received silver. Shashank S and Abhishek S S secured gold in Robotic System Integration, followed by Chirag G and Vinay M H with silver. In Additive Manufacturing, Pavan B S achieved gold and Harshith K B took silver. Individual gold medals were also awarded to Tejas B S for Auto Body Repair and Punith P for Mechanical Engineering CAD, while Praveen Y H earned a bronze medal in Welding.

The winners will now enter selection rounds for the WorldSkills Competition 2026, which is scheduled to take place in Shanghai, China, from 22 to 27 September. WorldSkills involves young professionals from over 60 countries competing in more than 65 technical skills. Toyota Kirloskar Motors’ participation in these events is part of a broader strategy to train technicians through advanced infrastructure and curricula aligned with international manufacturing standards.

G Shankara, Chief Strategy Officer, Toyota Kirloskar Motor, said, “At Toyota, we believe manufacturing excellence begins with nurturing exceptional talent. The remarkable performance of TKM participants at these prestigious events reflects their ability to excel across diverse skill categories and compete at the highest level. Their achievements embody the spirit of the Skill India Mission – empowering youth, nurturing creativity and fostering innovation. With such milestones, TKM continues to set new benchmarks in skill development and plays a pivotal role in shaping India’s growing talent landscape”

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