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)

Kia India, one of the leading passenger vehicle manufacturers, has announced a landmark three-year partnership with the Tennis Premier League (TPL), coming on board as the league's Exclusive Sponsor.

The multi-year agreement integrates the automaker across the entire TPL ecosystem, including its digital application and all eight franchise teams as the front-of-jersey sponsor.

The partnership marks a significant milestone for the homegrown league, which broadcasts live on Jio Hotstar and has completed 7 seasons under the auspices of the All India Tennis Association (AITA).

The event is backed by Indian tennis legends Leander Paes and Sania Mirza, alongside celebrity franchise co-owners Sonali Bendre Behl (Lucknow Blazers) and Rakul Preet Singh (Hyderabad Strikers). The league has established itself as an impactful non-cricket sporting property in India.

A core focus of the multi-year deal is the expansion of TPL’s grassroots and talent-identification infrastructure. Over the past two years, the league’s flagship ‘Race to Gold Scholarship’ initiative has provided developmental support to more than 80 young tennis players across the country.

With Kia India’s financial backing and resources, the program plans to empower an additional 120-plus young athletes in the coming years. The long-term objective of this sustained investment is to nurture Olympic-level talent capable of competing at the 2036 Olympic Games.

Atul Sood, Senior Vice President - Sales and Marketing, Kia India, said, “At Kia India, we believe sports have the power to inspire aspirations and create meaningful cultural connections. Tennis, with its youthful energy, global appeal, and premium character, strongly resonates with our brand philosophy. Our partnership with Tennis Premier League reflects a shared vision to make tennis more engaging and relevant for a new generation of audiences in India. Through TPL’s growing ecosystem and grassroots focus, we look forward to supporting greater participation, engagement, and talent development around the sport.”

Kunal Thakkur, Co-Founder, Tennis Premier League, added, "This partnership with Kia India is a great moment for us. Over the last few years, we have focused deeply on building a strong grassroots ecosystem through our app and initiatives like Race to Gold along with our League. Having a global brand like Kia India recognize and back this vision gives us the confidence to scale our efforts and truly impact the future of Indian tennis."

Mrunal Jain, Co-Founder, Tennis Premier League, stated, "TPL has always believed in creating a complete tennis ecosystem—from identifying young talent to giving them a platform at the highest level. With Kia India coming on board, we are not just adding a sponsor; we are gaining a long-term partner who shares our vision of building champions for India."

Leander Paes, 18-time Grand Slam Champion, remarked, “Over the years, Tennis Premier League has created a strong platform that is helping tennis grow at every level – from grassroots development to professional competition. Partnerships like this with Kia India is extremely important for the future of Indian tennis, as they bring long-term vision, credibility, and meaningful support to the ecosystem.”

The alliance links Kia's global sports portfolio, which includes a 25-year legacy as the major partner of the Australian Open, with India's emerging contemporary sports culture.

Caterham has unveiled a new limited-edition model, the Seven Nürburgring Edition, marking a century of the famous German circuit widely regarded as the world’s most demanding race track. Production will be strictly limited to just 100 units globally, with customers able to choose between the Seven 420R or Seven 340R platforms depending on their market. Pricing in the United Kingdom starts at GBP 48,995 (approximately USD 65,690) including VAT.

Engineered specifically for the challenges of the Nürburgring, the car features a bespoke race suspension developed exclusively by Bilstein using its advanced vertical dynamics test rig. The setup was refined to deliver exceptional capability on both road and track, resulting in a tailored package unique to this edition. Power comes from a naturally aspirated 2.0 litre Ford Duratec engine producing 210 brake horsepower at 7,600 rpm, giving a power-to-weight ratio of 375 bhp per tonne. Paired with a five-speed gearbox, the Seven Nürburgring Edition sprints from zero to 60 miles (approximately 96 km) per hour in 3.8 seconds and reaches a top speed of 136 miles (approximately 219 km) per hour.

As a fully licensed Nürburgring product, the car incorporates distinctive circuit branding and logos, along with three available paint finishes named Traffic Red, Agate Grey and Basalt Grey, though custom colours are also offered. Exterior upgrades include a red track day roll bar, a mesh grille with a dual-colour Seven logo, a 620-style nosecone with carbon aero whiskers, a Gunmetal Grey chassis, carbon front wings and a Black Pack comprising a black windscreen, headlamp bowls and exhaust heat shield. Inside, leather seats feature Nürburgring embroidery and red stitching, echoed on the transmission tunnel, while carbon interior panels, four-point road harnesses, sequential shift lights and an individually numbered plaque for each of the 100 cars complete the package.

For a century, the 12.9-mile circuit in Germany’s Eifel Mountains, nicknamed the Green Hell, has served as the ultimate proving ground for cars and drivers with its changing elevation and 73 corners. Caterham has flourished there for decades, most notably achieving an 11th place finish at the Nürburgring 24 Hours in 2002 driven by Chris Cooper, Chris Harris, Clive Richards and Peter Haynes.

Trevor Steel, Senior Vice President – Operations, Caterham Cars, said, “For a century, this track has championed values that are at the heart of what the Seven is all about – balance, precision and an unmatched driving experience. We set out to capture the spirit of the ‘Ring, with every element of the car being honed to reflect the track’s unique demands and character. Designed both for use on the track and the road, the Seven Nürburgring Edition is a unique vehicle that perfectly pays tribute to this famous, globally renowned circuit.”

South Korean auto major Hyundai Motor Group has entered into a multilateral agreement with 9 corporate partners from South Korea, Mainland China, Hong Kong, and France to develop an integrated hydrogen ecosystem in Hong Kong.

The announcement was made during the International Hydrogen Development Symposium 2026, coinciding with a separate intergovernmental Memorandum of Understanding (MoU) signed between the governments of South Korea and Hong Kong to align clean energy policies.

The corporate alliance is structured to establish a regional hydrogen market while positioning Hong Kong as an operations base for the Group’s expansion across the Asia-Pacific territory. The project is aligned with the Hong Kong Government’s Climate Action Plan 2050 and the city's 2024 Hydrogen Roadmap, which provides financial subsidies via the New Energy Transport Fund for zero-emission infrastructure.

The execution plan focuses on localised energy production and transit infrastructure to operate by the end of 2030. Key initiatives include:

• Waste-to-Hydrogen (W2H) Production: Utilising local landfill gas (LFG) resources to generate low-carbon fuel.
• Fleet Deployment: Introducing fuel cell commercial vehicles, focusing on tour buses and airport shuttles to service the transit sector.
• Refuelling Network: Constructing hydrogen refuelling stations (HRS) in high-traffic freight corridors.

Seung Kyu Shin, Executive Vice-President and Head of Energy & Hydrogen Policy Sub-Division, Hyundai Motor Group, said, “This MoU was signed as Hyundai Motor Group’s commitment to advancing Hong Kong’s proactive hydrogen policies and driving the acceleration of its hydrogen ecosystem utilising the Group's hydrogen business capability and experience. Starting with Hong Kong, we look forward to expanding our collaboration and business opportunities across the broader Asia-Pacific hydrogen market.”

Alpha Lau, Director-General of Investment Promotion of Invest Hong Kong, stated, “Today multi-party signing is both a landmark moment for Hong Kong’s green economy and a clear signal that the city’s hydrogen ecosystem is gaining real traction. Over the past three years, InvestHK has helped leading hydrogen enterprises establish themselves in Hong Kong, several of which have since listed on the Hong Kong Stock Exchange, raising over HK$2.5 billion in total. For businesses with global green ambitions, Hong Kong is where business growth takes shape.”

The Group's HTWO Guangzhou facility, its first overseas fuel cell production site, will manufacture and supply the vehicle systems required for the regional deployment. Under the timeline established by the consortium, project site selection will be finalised by 2027, followed immediately by the engineering design phase for the production plants.

The division of responsibilities among the ten signatory companies is structured as follows:

Partner Company	Origin	Ecosystem Role
Hyundai Motor Company	South Korea	Project Lead covering W2H production, station deployment, and fleet logistics
Hyundai Engineering & Construction	South Korea	Design and construction of infrastructure for waste-to-hydrogen production
JEA ENG	South Korea	Engineering and setup of hydrogen refuelling stations
The Hong Kong and China Gas Company (Towngas)	Hong Kong	Strategic cooperation for fuel generation, distribution, and utilisation
Veolia Hong Kong Holding	France	Regional site support for the establishment of the W2H facility
China Inspection Company	Hong Kong	Regulatory compliance guidance and technical product certification
Jiangsu Guofu Hydrogen Energy Equipment Co.	Mainland China	Supply of liquid hydrogen and technical direction for liquid refuelling sites
Templewater	Hong Kong	Financial advisory for regional expansion and technology scouting
Chun Wo Construction & Engineering Company	Hong Kong	Infrastructure construction support for the refuelling network
Chun Wo Bus Services	Hong Kong	Operational deployment and management of the hydrogen bus fleet

This project expands the Group’s global W2H portfolio, which includes the HTWO Energy Cheongju facility in South Korea utilising sewage sludge and an active landfill-to-hydrogen joint venture in Indonesia with Pertamina.

Hyderabad-based electric vehicle company Keto Motors has marked its debut on the Bombay Stock Exchange following the completion of its reverse merger with Taaza International.

The transaction, which received approval from the National Company Law Tribunal (NCLT), Hyderabad Bench, alters the corporate identity and core business operations of the listed entity to focus on the commercial electric vehicle (EV) market.

The listing coincides with the development of the company's INR 3 billion electric bus manufacturing project in Telangana. The facility, situated in Jadcherla, is being established to support the assembly and production of commercial EV platforms, including the upcoming rollout of the Urbanova KE9, a 9-metre electric bus platform that has secured Central Motor Vehicles Rules (CMVR) Type Approval certification.

To support its engineering requirements, Keto Motors has formed a technical association with Taiwan-based TRON Energy Technology. The collaboration provides the manufacturer with access to powertrain solutions, battery systems and chassis engineering technologies for its vehicle line-up. The company is targeting demand from State Transport Undertakings (STUs), institutional fleet operators, and urban transit networks.

Venkatesh Challa, Director, Keto Motors, said, “Our BSE debut marks an important milestone in Keto Motors’ journey as we continue building a scalable electric commercial mobility business in India. This development strengthens our ability to expand manufacturing capabilities, accelerate product innovation, and support the growing adoption of sustainable transportation solutions across the country. We believe India’s commercial EV sector is entering a transformative phase, and Keto Motors is well-positioned to contribute meaningfully to this transition.”

“To all our shareholders, I would like to convey that this journey is not only about business growth, but also about contributing to India’s progress. We remain committed to building cutting-edge technology, world-class manufacturing capabilities, generating employment, and advancing sustainable mobility solutions that can play a meaningful role in the country’s growth story,” added Challa.