Mercedes-Benz R&D India (MBRDI), founded in 1996 in Bengaluru to support Daimler’s research, IT and product development activities, is now one of the largest global R&D centres outside Germany, employing close to 5000 skilled engineers and a valuable centre to all business units and brands of Daimler worldwide. The centre is also a key entity for Daimler’s future mobility solutions through C.A.S.E (Connected, Autonomous, Shared and Electric) for building autonomous and electric vehicles. The centre’s competencies in engineering and IT have progressed to using AI, AR, Big Data Analytics and other modern technologies to provide seamless connectivity. During an interaction with T Murrali, the Managing Director and CEO of MBRDI, Manu Saale, said, “The centre has been growing phenomenally. We have just started a team on cyber security. . . We have been helping to simulate some stack- related solutions using fuel cells. I’m waiting for a clear strategy from the company for a possible venture into the hydrogen path.”  Edited excerpts:

Q: You could begin with detailing the contribution of MBRDI to the Experimental Safety Vehicle (ESF)?

Saale: The ESF is a concept vehicle. We have taken a GLE platform and tried to predict technologies that are coming up and put its demo version inside. Some of them are just future technologies but they are strictly based on the data we have collected, and the accident research and digital trends that we have seen.

There is a worldwide safety theme, centred in Germany and India, which is studying all these data and statistics to predict how the future should look like. Mercedes-Benz has a history of building concept cars as mobility is changing around us. This time we have decided to put safety in perspective for the new age mobility with ESF2019. This time we have decided to put safety in perspective for the new age mobility.

For example, in a driverless car there is no steering wheel, so where will you put the air bags as it has been placed in the steering wheel. This means that the airbag concept will have to change. If you go white-boarding on this topic you will realise that some fundamental things you have been counting on all these years will change. This international team in Bengaluru supporting Germany has been working on many of these kind of concepts.

We have brought it here for two reasons. One is for the contribution from India. A lot of digital simulations have been done before implementing the hardware. Bengaluru has contributed to the digital evaluation of the new safety concepts in ESF. The other reason is to inspire the engineers to innovate further based on the first level of fantasies that we have created, and how it could be taken to the next level. These are the kind of things we want our engineers to think about; ESF is a pointer in that direction.

Q: What are the possible changes with the emergence of EVs and autonomous vehicles for safety?

Saale: Imagine not being able to predict the position of passengers when a crash happens. If they are sitting in a conference mode, facing one another other, how can they be protected without an airbag in their front? That’s one; second is the use of different materials within the car and the dynamics that could happen in an accident. Third is connection to the source of a fuel tank / pack, not specific to one place but probably spread across the floor of a car. The battery and its chemical components are also critical in a crash situation.

There are many new things when we think about safety in autonomous and electric vehicles; whereas connectivity plays into our hands. I don’t think the industry has exhaustively thought about what new dimensions can come from driving autonomous vehicles.

Q: What happens if the accident is so severe that all the electrical connections are cut off? Has any thought gone into this?

Saale: I am sure they have thought about it. An airbag can pop up in milliseconds; an SOS is message placed post crash. Today, in an instant, we can ping the world somehow, so information of position, latitude, etc is sent out immediately when an accident takes place. Of course it depends a lot on the emergency services and collision response in the country.

Q: What is the role played by MBRDI in the development of Artificial Intelligence (AI) and Augmented Reality (AR)? 

Saale: This is the new age digital; we don’t have to go back to the old world of software alone. Digital has shown new potential in the last few years and we have tried to keep pace with the current trends. AI is certainly one of the buzz words that is coming up.

MBUX, which we flagged off in Bengaluru a few weeks ago, showcases how AI could be used as a technology to make customer life easier in the car. We look at all the use cases to find out what the customer does in a car.

For example, use of camera in a car. During night driving if the driver extends his hand to the vacant seat next to him looking for something, and if it is dark, the camera will sense that he is seeking something and switch on the lights. We need AI for that because we have to understand the hand position and the amount of stretch done; it should not be confused with the driver stretching himself after yawning. Such a simple use case requires a lot of technology. These are things where people look at customer behaviour and say ‘technology is not for the sake of technology but to make customer life easier.’

Q: The Tier-1 companies spread across Germany have come up with many futuristic solutions for vehicles. They have their own research centres. So what is the role of R&D centres of OEMs like this other than integration?

Saale: Every centre has to ride its own destiny. Even if we are a GIC we cannot expect HQ to hold our hand for ever. It’s a typical parent-child relationship and not a customer-supplier one. We have seen all the combinations of GICs working out there in the market. I think we have a good success story here. That is the value-add GIC has to think about.

A survey was done on the value-add from GICs; they used the word entrepreneurship from GICs. It was found that only 6 percent of GICs were entrepreneurial, that were really able to innovate. We were also named in that top 6 percent. It depends on the company culture, relationships, handling discussions with HQ and the local leadership teams. That’s the challenge in a GIC compared to a profit centre that is looking from one customer to another.

Q: You are also in touch with suppliers in India and across the globe for necessary hand-holding?

Saale: Absolutely, imagine a situation where the parents trust the child completely.

Q: You will be the parent and Tier-1s the children?

Saale: No, it is not that way. We behave as Daimler when we talk to Tier-1s. We tell them that ‘you know the car well, so do it by yourself and deliver the product.’ That’s the level of maturity in interaction that one can reach.

Q: When it comes to electronics, OEMs the world over are faced with many regulations. Do you see options for them to comply with all the regulations considering the amount of electronics coming into the car?

Saale: Every new thing is a technical challenge on the table. It can be stricter emission norms or features and functionalities that are difficult to reach, a technical compliance issue that crops up every now and then, and a safety or parking aspect that is covered by many regulations around the world. We thrive on such challenges that have pushed a company like Mercedes to keep on inventing because, among many other things, hardware is getting cheaper and smaller, software capabilities are growing, connectivity is increasing, computing external to the car is possible, and so many other things. OEMs are dealing with authorities, trying to handle what is possible at lower cost, because at the end of the day we have to sell. I am sure that regulators and societies around the world today are looking for some balance between technology and cost.

Q: How do you manage multiple sensors in the vehicle?

Saale: Digital appears to be very complex now but electronics will go through its life cycle and come to a point where man understands its complexity and is able to put it all together. Today, we are talking about sensor fusion - putting together the net of information and seeing it as a whole through various sensors.

Functionalities could range from a switch to radar or lidar with their spectrum of signals, to give various resolutions; the processing capability would be in milliseconds. The more we comprehend the mixed bag of signals we get the better will be our ability to make right decisions.     

Q: With all the facilities that you provide to the driver, are you not actually deskilling him?

Saale: The trend is that people don’t want to get into the hassles of driving a vehicle. Driving is stressful and cumbersome to many which is why the autonomous car would gain popularity. The driver has to just punch in where he/she has to go and the vehicle will do it automatically, saving both mental and physical tension. A completely new user base is being introduced into mobility with software features. We have to look at it positively.

Q: Are you also working on cyber security, on things that get into the car?

Saale: We have just started a team now. Our focus on cyber security is at a centre in Tel Avi, Israel.

Q: Do you see scope to improve the thermal efficiency of Internal Combustion (IC) engines further?

Saale: I think the capability, from an engineering perspective, exists to take the IC engine to the next level. The potential continues to be there and all OEMs talk about it. Possibly it is getting affected by the social and environmental aspects.

Q: It is said that the exhaust from a Euro-6 engine is far better than the atmospheric air in many highly polluted cities and it is not actually polluting. What is your opinion?

Saale: It is true. But people say if electricity is generated from coal then aren’t we contributing to pollution? If we localise electric production to one area with everything contained then it would give us better scope to control it rather than spewing it out of every vehicle tail-pipe in all over the world.

Imagine millions of polluting vehicles moving around compared to millions of electric, which don’t have any tail-pipe emissions, with electricity generated by coal that is centralised; it would be a completely different technical and logistic challenge from the environmental point of view. Regulators, politicians and policy makers are all giving their views on this issue; the improvement in living standards and the coming up of smart cities would affect it. I think we are moving in the right direction with the greening of the environment covering everything. I see this sustainable city living much better pictured with electric moving around me.

Q: Can you tell us about the work done around IoT?

Saale: We are working on digitalisation of our production in many ways. One of the teams for Manufacturing Engineering in Bengaluru focuses on digital methods in manufacturing such as production planning, supply chain, logistics and IoT. The team also works on front-loading of production planning.

Q: What is your contribution to the Sprinter F-CELL, the fuel cell application, that replaced the diesel engine?

Saale:  We have been helping to simulate some stack- related solutions using fuel cells. I’m waiting for a clear strategy from the company for a possible venture into the hydrogen path. (MT)

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In a clear signal of its strategic intent to diversify and future-proof its business, Maruti Suzuki India’s Board of Directors have agreed to amend its Memorandum of Association (MoA) to enable expansion into a wide array of new-age mobility, sustainability and technology-driven segments.

The amendments go beyond just manufacturing and selling passenger vehicles, and now includes buses, vans, lorries, motorcycles, scooters and other motor-powered vehicles, as well as amphibious vehicles and those capable of travel on land, sea, air or any combination thereof. The scope also covers the production and sale of drones, unmanned aerial vehicles (UAVs) and unmanned aircraft systems (UAS), along with all associated components, accessories and technologies.

Additionally, the company may establish and operate facilities for testing, training and data processing to support its manufacturing and technology-driven activities.

The amended charter outlines a significantly broadened scope, allowing the company to manufacture and deal in a comprehensive range of vehicles – from traditional automobiles to drones, unmanned aerial systems (UAS) and amphibious vehicles. This move opens up potential entry into emerging sectors such as aerial mobility and defence-grade UAV systems.

A key focus area is the electric mobility ecosystem. Maruti Suzuki India plans to develop and operate EV charging and battery swapping infrastructure, as well as engage in trading and distribution of alternative fuels such as compressed biogas and hydrogen. This aligns with India's push towards decarbonisation and adoption of cleaner transport.

On the sustainability front, Maruti Suzuki India aims to build capabilities in recycling and repurposing end-of-life vehicles (ELVs) and industrial scrap, including metals, plastics and e-waste. It also plans to trade in carbon credits and renewable energy certificates, suggesting a move to integrate environmental instruments into its business model.

The amendments also allow Maruti Suzuki India to offer consultancy and R&D services in vehicle engineering, testing and certification, while supporting clients and regulators with testing grounds and infrastructure. Additionally, it can now provide supply chain, logistics and IT services – potentially transforming into a full-spectrum mobility and services enterprise.

With this expansive update to its foundational objectives, Maruti Suzuki India is preparing to transition from a conventional automotive business into a multifaceted mobility and sustainability-focused organisation, capitalising on upcoming opportunities in electrification, circular economy and next-gen transport.

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Continental's Automotive group sector will officially debut as the new, independent company Aumovio at IAA Mobility 2025 in Munich this September. The newly formed technology and electronics firm, which consolidates Continental's automotive expertise into a more agile structure, will showcase its innovations from 9 September to 12 September.

Under the leadership of CEO Philipp von Hirschheydt, Aumovio will present its technologies in four themed areas: safe, inspiring, connected and autonomous. The company's goal is to shape the future of mobility by focusing on key technologies.

Highlights from Aumovio's exhibition will include:

Green Electric Caliper: An energy-saving brake module designed for electric vehicles, which is lighter than conventional calipers and doesn't require hydraulic fluid. It is designed to increase a vehicle's range, lower costs and minimise carbon emissions.

Next-Generation Corner Module: A compact chassis unit that integrates the engine, brake system, steering, and suspension. This system's ‘by-wire’ architecture and 150-degree wheel-specific steering are optimised for software-defined vehicles, offering greater manoeuvrability and design freedom.

Xelve System: A scalable, modular hardware and software system for assisted and automated driving (Level 2 to Level 4). The system is customisable for a wide range of vehicles and includes functions for automated parking and AI-supported driving.

Road to Cloud Platform: An integrated platform that provides a complete infrastructure for manufacturers to develop and operate software-defined vehicles, including standardized operating systems, over-the-air updates and cybersecurity.

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JSW Motors, the new business vertical of the JSW Group, has inked a strategic partnership with KPIT Technologies, which it shared aims to redefine future mobility in India.

The partnership will leverage KPIT’s expertise in software and systems development to strengthen JSW Motors’ vision to disrupt the domestic automotive market through innovation and global collaboration.

For the unversed, JSW Motors is investing USD 3 billion over the next five years to develop and manufacture electric, hybrid and plug-in hybrid vehicles in India. The company’s first New Energy Vehicle (NEV) is set to debut on the Indian roads in the second half of FY2026. It is also establishing a manufacturing hub spread across 630 acres in Bidkin, Maharashtra.

Kishor Patil, CEO & MD, KPIT Technologies, said, “KPIT is proud to partner with JSW Motors in their ambitious journey to transform India’s automotive landscape.  Our experience across global vehicle programs and SDV positions us uniquely to contribute to JSW’s vision. This partnership reflects our strategic focus on the Indian market and our commitment to delivering cutting-edge technology that enhances customer experiences and accelerates clean mobility. The partnership will include KPIT bringing advanced competencies in electric propulsion systems, battery innovation, and SDV architectures that enables continuous feature upgrades and superior consumer experiences.”

Ranjan Nayak, CEO of JSW Motors, said, “We plan to build world-class automotive products in India by integrating the best of technologies from across the globe. KPIT’s expertise in software and systems development is a cornerstone of our strategy to deliver best-in-class, technologically-advanced, high-performance, and sustainable vehicles. Together, we aim to energise the Indian auto ecosystem and set new benchmarks for innovation and customer satisfaction. Leveraging its global best practices and technical capabilities, KPIT will set-up a dedicated center of excellence for JSW Motors.”

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Suzuki R&D Center India (SRDI), a subsidiary of Suzuki Motor Corporation, has won the Grand Prize in the ‘Sustainability & Go Green efforts’ category at the recently held Innovatopia Awards in New Delhi in July 2025. The event was organised by the Air Cargo Forum India (ACFI).

The company was recognised for its proposal to use Suzuki’s Versatile micro e-Mobility Platform concept to address operational and environmental challenges in India’s airport cargo sector. The idea focused on improving the efficiency and automation of cargo transport at airports while reducing CO2 emissions by replacing diesel-powered tow tractors.

Suzuki’s micro e-mobility platform, originally developed using motorised wheelchair technology, is used as a base for various robotic applications. The company is exploring its use across sectors such as agriculture, logistics, and home delivery and in this case, for air cargo operations.

Keku Gazder, Board Member of ACFI, said, "SRDI's recognition at the ‘Innovatopia Awards’ for ‘Sustainability and Go Green efforts’ is a testament to the power of cross-sector innovation. As the only non-air cargo company honoured at the ACFI Conclave 2025, their work reflects a shared commitment to a greener future. "

Masahiro Ikuma, Managing Director, SRDI, said, "Suzuki aims for an infrastructure mobility closely connected with people’s lives, and is working to solve social issues in India through diverse mobility solutions. By utilising the versatile micro e-Mobility Platform concept, we aim to deepen our partnership with the air cargo industry and address emerging social challenges through innovative solutions in India."

Suzuki and SRDI plan to continue studying ways to implement the proposal.

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