Supporting a smart manufacturing shift across industry sectors by offering robot systems, Automated Guided Vehicles (AGVs), mobility solutions (mobile platforms, mobile robots etc.) and technologies (arc welding, assembly, bonding and sealing, die casting, extrusion etc.), Kuka is confident of its new operating ecosystem iiQKA significantly simplifying robot use. Forming the base of an entire ecosystem that provides access to a powerful selection of components, programmes, apps, services and equipment that are easy to install, operate and use, iiQKA is designed and developed to facilitate newcomers to implement automation without specialised training. Also announcing the upgradation of its simulation software Kuka.Sim.4.0, Kuka is confident of automation benefitting in the medium-term against Covid-19 disruption. As per Peter Mohnen, CEO, Kuka AG, automation can be beneficial in the medium-term against the Covid-19 disruption for manufacturers rethinking their vulnerable, globally networked production and supply chains.

Big shift to flexible automation systems

Stating in his address to the shareholders in the 2020 annual report that the company implemented a cost-cutting drive and focused on a stable financial position, Mohnen averred that Kuka was one of the very few ‘full-range’ suppliers. Keeping a close eye on the developments taking place across the world markets that it is presently in, the company – with sales revenues of EUR 2.6 billion and an employee strength of 14,000 – is confident of its Kuka.Sim.4.0 software to help reach a new level of planning reliability, simplicity and cost efficiency. Stressing on the upgraded software facilitating easy offline programming of the robot and fast cycle time analysis, Kuka is anticipating a big shift to flexible automation solutions with quickly adaptable production cells instead of rigid systems. It is highlighting the prowess of Kuka.Sim.4.0 software in its ability to support the import of CAD data that aids configuration of safety spaces graphically in 3D and to simulate the stopping behaviour of robots.

Affected in 2020 as projects were postponed or abandoned completely, Kuka is of the view that the auto industry is facing a fundamental structural transformation that offers opportunities but poses enormous challenges at the same time. Confident that the Kuka.Sim.4.0 software will particularly aid components suppliers with its ability to facilitate the planning of robot applications across industry sectors, including auto, the company is looking at a growing use of new technologies such as AGVs and AI-based software solutions. Helped by China’s auto industry’s tremendous thrust on robot installation since 2016 in terms of growth, Kuka is banking on the upgraded software’s capability in significantly reducing the area required by a cell. Roland Ritter, Portfolio Manager, Kuka AG, mentioned that it also contains a new robot language called the ‘Kuka Robot Language’ (KRL), which provides two user views for programming the robot. One view is for the experts and the other is for beginners. Ensuring same data is being worked upon by the virtual controller and the real controller, the Kuka.Sim.4.0 supports the new KR Scara and KR Delta robots from its manufacturer. It also assures 100 percent data consistency.

Features, and more features

Aiding the creation of a customised component library using own CAD data along with Kuka.Sim.Modeling add-on, the Kuka.Sim.4.0 software is also supported by a new ‘Connectivity’ add-on that allows users to commission the cell virtually and create a digital twin for greater planning reliability and the best possible implementation. Interestingly, the customised component library could be as kinematic systems, sensors, material flow or physical behaviour. Using behavioural emulators such as WinMOD and SIMIT, the software, with the Arc Welding add-on, aids users to speed up their offline programming for welding applications. The approach positions or the optimum orientation of the robot for the welding process can be defined, for example. A big advantage of the new software, according to Ritter, is export possibilities. Integrators, he adds, will benefit from the ability to export the simulation as a 3D PDF, which can be simply opened with an Acrobat Reader.

Detailed information in 2D for mechanical commissioning can also be provided via the export feature. One of the highlights of this is product presentation using a virtual reality headset. Tablets and smartphones also deliver impressive simulation results on the go via the Mobile Viewer app, informs Ritter. Signing a major contract with Daimler to supply four-figure number of robots and linear units (KR Fortec and KR Quantec), and other Kuka technologies such as software and controllers, the company has maintained a positive outlook despite Covid-19. Working towards strengthening its position as a global player, Kuka is driving the goal of making automation available to everyone. Looking at conquering new areas and new markets, it is stressing on the potential for cobots – sensitive robots – in the auto industry.

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BMW Group India has recorded its highest annual sales to date, delivering 18,001 cars in CY2025, which marks a 14 percent YoY growth.

Within the car portfolio, BMW delivered 17,271 units, while the MINI brand accounted for 730 units. Additionally, BMW Motorrad delivered 5,841 motorcycles.

The company maintained double-digit growth for the fourth consecutive year, with the fourth quarter (October – December) reaching a peak of 6,023 units, a 17 percent increase. During the year, the group launched 20 products across its three brands, including the BMW iX1 Long Wheelbase, the new X3 and the BMW R 1300 GS Adventure motorcycle.

Hardeep Singh Brar, President and CEO, BMW Group India, said, “2025 has been a record-breaking year for BMW Group India with highest-ever sales till date. We crossed the 18,000 units mark in car sales and the fact that we are growing very strongly at 14 percent, above the average growth rate of luxury segment, reflects the strong aspiration and trust that our valued customers have in our brands. Sales are growing across segments, whether it is internal combustion engines or electric vehicles, SAVs or sedan or long wheelbase models. Our lead in luxury electric segment is not only progressing sustainable mobility but also unlocking the potential for increasing the size of luxury car market in India. Going forward, we will keep our focus on what differentiates us – sheer driving pleasure, unparalleled customer centricity and a robust dealer network which delivers JOY at each step of interaction with our customers.”

Electric vehicle (EV) sales saw a 200 percent increase, with 3,753 units delivered. EVs now represent 21 percent of the company's total sales, up from 8 percent in the previous year. The BMW iX1 was the best-selling model in the premium EV segment. To support this growth, the company provides access to over 6,000 charging points through various partnerships and has implemented infrastructure initiatives such as ‘Smart E-Routing’ and ‘Charging Concierge.’

Long Wheelbase (LWB) models grew by 162 percent, totalling 8,608 units, and now comprise 50 percent of BMW’s car sales. The BMW 3 Series remained the highest-selling sedan in its category. In the Sports Activity Vehicle (SAV) segment, sales rose by 22 percent to 10,748 units, with the BMW X1 and X5 leading the volume.

BMW Motorrad's performance was led by the G 310 RR, which saw a 24 percent increase in deliveries. The high-performance motorcycle segment also grew by 7 percent, with demand concentrated on the S 1000 RR and the GS series.

The group currently operates 97 touchpoints across 40 cities under its ‘Retail.NEXT’ concept. Plans for 2026 include the addition of 19 outlets in 18 cities to expand the retail network. Financing for these vehicles is managed through BMW India Financial Services, which offers buy-back schemes and flexible instalment options to facilitate ownership.

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The Federation of Automobile Dealers Associations (FADA), the apex body representing automobile dealers in the country, recently released retail sales data for the 2025 calendar year, reporting total registrations of 2,81,61,228 units, which was 7.71 percent higher over the 2,61,45,206 units recorded in 2024.

The apex body stated that 2025 was characterised by two distinct periods, with sales remaining muted from January to August before an upturn from September to December following the implementation of GST 2.0.

In the Passenger Vehicle (PV) segment, annual retail sales reached 44,75,309 units, a growth of 9.70 percent. Data indicated that rural markets outperformed urban areas, with rural PV sales rising by 12.31 percent compared to 8.08 percent in cities.

Two-wheeler (2W) segment saw registrations of 2,02,95,650 units, up 7.24 percent, while the Three-Wheeler (3W) and Commercial Vehicle (CV) sectors grew by 7.21 percent and 6.71 percent respectively. The Tractor segment recorded the highest growth rate at 11.52 percent, totalling 9,96,633 units. Conversely, Construction Equipment (CE) was the only category to decline, falling 6.67 percent to 74,029 units.

For December 2025, total vehicle retail reached 27,10,698 units, a 12.27 percent increase over December 2024. Inventory levels for Passenger Vehicles stood at 30–35 days, while Two-Wheeler inventory was maintained at 20–25 days. FADA noted that the year-end performance was supported by aggressive original equipment manufacturer (OEM) schemes and improved consumer sentiment.

C S Vigneshwar, President, FADA, said, “CY’25 has been a year of resilience and ultimate recovery for the Indian Auto Retail. While the first eight months were overshadowed by high interest rates, inflationary pressures and election-related caution, the final four months - post the introduction of GST 2.0 - acted as a catalyst. The reduction in effective tax rates on vehicles not only made mobility more affordable but also reinvigorated a market that was showing signs of fatigue. Rural India has emerged as the clear driver of growth this year. The double-digit growth in Tractors and the fact that Rural PV sales outpaced Urban by a significant margin confirms that the Bharat story is strengthening. We are seeing a structural shift where personal mobility is becoming a necessity in the hinterlands, supported by better crop realisations and improved infrastructure.”

Looking ahead to January 2026, FADA maintains a cautious outlook due to the high base effect from the previous year and the conclusion of year-end discount cycles. The association expects the market to enter a period of stabilisation as dealers focus on liquidating remaining 2025 stock.

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Hyundai Motor India (HMIL), one of the leading passenger vehicle manufacturers, has announced that Tarun Garg has assumed the role of Managing Director and Chief Executive Officer, effective today.

With this, Garg becomes the first Indian national to lead the company since its inception 29 years ago. He comes with over 32 years of experience in the automotive industry and previously served as the Chief Operating Officer of Hyundai Motor India. His appointment comes as the company prepares for its next phase of growth in India.

HMIL has outlined an investment roadmap of INR 450 billion to be implemented by FY 2030. Under Garg’s leadership, the company will focus on four pillars:

• Future-Ready Strategy: Acceleration of electric vehicles, hybrids and connected mobility.
• People and Market Focus: Support for employees and the network of dealers and suppliers.
• Customer-Centric Approach: Building trust and experience across touchpoints.
• Production and Exports: Enhancing indigenisation at plants and positioning HMIL as a hub for exports to emerging markets.

“India’s automotive industry is at an exciting inflection point, driven by innovation, sustainability, and evolving customer aspirations. It is an extraordinary honour to lead Hyundai Motor India at this defining moment in our three-decade long journey. My vision is to build on our strong foundation while accelerating HMIL’s transformation towards sustainable growth, technological leadership, and unmatched customer delight. We will continue to reinforce our commitment to ‘Make in India’ and position HMIL as a global hub for exports. Aligned with Hyundai’s global vision of ‘Progress for Humanity,’ we will strengthen Hyundai’s legacy and create meaningful mobility solutions that not only empower people but also connect communities and enrich lives. The future is ours to build and I am committed to leading HMIL with agility, conviction and purpose,” said Garg.

During his time as Chief Operating Officer, HMIL reported record sales for three years and completed an IPO in 2024. Garg also launched the ‘Samarth by Hyundai’ initiative to improve accessibility for people with disabilities.

Before joining HMIL, Garg held positions at Maruti Suzuki India, including Executive Director of Marketing, Logistics, Parts and Accessories. He is a mechanical engineer from Delhi Technological University and holds an MBA from IIM Lucknow.

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Mahindra Group Chairman Anand Mahindra has struck an upbeat yet reflective note on the automotive industry’s outlook, signalling confidence in demand, technology-led disruption and India’s growing role in shaping the future of mobility. In a year-end address to employees, Mahindra underlined that the Group’s recent performance is less about short-term numbers and more about structural shifts underway in the business and the broader industry.

The Group’s automotive operations stood out in what Mahindra described as a year of ‘market leadership and redefined expectations’.

Mahindra & Mahindra’s SUV portfolio delivered a record market share, consolidating the company’s position in one of India’s most competitive and fast-evolving segments. The performance, he suggested, reflects a sharper understanding of consumer aspirations rather than cyclical tailwinds.

Beyond passenger vehicles, Mahindra’s farm equipment business recorded its highest-ever quarterly market share, while its electric three-wheeler business retained leadership in a crowded and price-sensitive market. Together, these segments underline the Group’s diversified exposure to rural demand, urban mobility and electrification – three pillars that continue to define India’s automotive growth story.

Mahindra framed these achievements as ‘launchpads’, arguing that the Indian automotive industry is entering a phase where execution and innovation matter more than legacy positioning. Once known primarily for rugged, utilitarian products, Mahindra is now increasingly associated with modern design, connected technologies and electric mobility.

“EVs did not just change our portfolio; they changed the conversation,” he said, signalling that electrification has become central to the Group’s identity rather than an adjunct strategy.

This shift mirrors broader trends across the Indian automotive sector, where OEMs are balancing near-term internal combustion engine demand with longer-term bets on electric platforms, software-defined vehicles and advanced manufacturing. Mahindra’s message suggests confidence that Indian players can compete not just on cost, but on technology and relevance.

A significant part of Mahindra’s outlook is shaped by the rapid advance of artificial intelligence and automation. While AI is often seen as a disruptive force for manufacturing jobs, Mahindra offered a contrarian view, particularly relevant for automotive production and supply chains. He argued that AI will act as an ‘accelerator, not a threat’, enhancing the value of hands-on skills on the shop floor.

According to Mahindra, technicians, machinists and operators who can work alongside intelligent systems will become premium assets. In an automotive context, this has implications for everything from smart factories and predictive maintenance to quality control and EV assembly.

“AI can turn blue collar into gold,” he remarked, highlighting a future where digitally enabled manufacturing skills command higher productivity, dignity and income.

The Group is backing this view with investments in skilling and education. Mahindra highlighted its involvement with vocational training initiatives and engineering talent development, positioning skills as a strategic enabler for the next phase of industrial growth. This emphasis also aligns with global shifts in talent mobility, as tighter visa regimes in the West potentially create opportunities for India to retain and attract high-quality engineering and technology talent.

For the automotive industry, this could translate into stronger domestic R&D capabilities, deeper supplier ecosystems and global mandates being executed from India. Mahindra argued that the country has an opportunity to move from being a global ‘back office’ to a global ‘think tank’, especially as Global Capability Centres expand their footprint.

Looking ahead, Mahindra acknowledged that the external environment remains uncertain, shaped by geopolitical volatility, technological disruption and evolving consumer behaviour. However, he positioned uncertainty as a test of resilience rather than a deterrent. With sharper capabilities in mobility, electrification and manufacturing skills, the Group believes it is well placed to chart new growth paths.

For India’s automotive industry, the message is clear: leadership in the next decade will belong to companies that combine product innovation with talent development and technological confidence.

As Mahindra put it, “the future belongs to those who build it” — a sentiment that resonates strongly as the sector navigates its most significant transformation in decades.

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