Sunil Koparkar, Managing Director, IAC India, outlines the company’s strategy to reduce customer concentration, expand exports and leverage group synergies following its integration with the Lumax Group.

As India’s automotive interior market evolves towards premiumisation, localisation and faster product cycles, IAC India, part of the Lumax Group, is repositioning itself beyond a single-customer dependency model – without diluting its core partnerships.

IAC India continues to derive a significant share of its revenue from Mahindra’s passenger vehicle business. While the concentration remains high, Koparkar is clear that diversification will be driven through growth rather than dilution.

“Mahindra will always be our primary customer. We have a very strong strategic partnership. But we are also working on expanding with other OEMs and in the commercial vehicle space. Our goal remains a 20 percent CAGR,” he says.

For FY2025, IAC India USD 140 million in revenue, and is targeting a 20 percent growth in FY2026. The company counts Mahindra as its primary customer with almost 78 percent of its business coming from them, while Maruti Suzuki India (12%), Volvo Eicher Commercial Vehicles (5%), Skoda-Volkswagen (3%) and Stellantis (1%) contribute towards the remaining business.

What’s more, responding to the company’s expansion plans, Koparkar revealed, that IAC Group, in addition to introducing new products, is also in talks with new-age players who have just entered Indian market (and also planning too) for supplying products.

Currently, passenger vehicles account for roughly 90 percent of the business, with commercial vehicles forming the balance. Value-wise, Koparkar expects CV contribution to rise, even if percentage splits remain broadly similar due to the rapid growth of PV volumes.

Responding to a query on the potential growth from the CV segment, Koparkar said, “There is clear potential in CV interiors. As the CV market moves towards more comfortable cabins — with features like airbags, HVAC and infotainment — the opportunity for interior suppliers increases. Through Volvo Eicher, we have already helped drive that trend in India.”

When asked about the company’s expansion plans, Koparkar also stated that IAC Group is open to expanding to new regions as it aims to operate closer to its customers. One of the potential new projects for the company could very well be Chennai, as the company is in early talks with a new CV customer as well as VinFast.

Engineering as a Standalone Growth Lever

A key pillar of IAC India’s strategy is its expanding engineering capability. The company has been scaling up its R&D and product development team and increasingly positioning engineering services as a distinct revenue stream.

The company at present, employs over 300 engineers in India, which it aims to scale it upto 400-plus by next year and 500-plus in the coming few years.

Historically, the Indian Engineering Centre supported the global IAC Group. “We were primarily the IAC Group engineering development centre. We will continue to provide those services. But now, besides global support, we are also offering engineering services to local OEMs,” Koparkar explains.

These services span studio collaboration, basic product design, CAE analysis and prototype development. In some cases, this can potentially evolve into full-scale supply programmes.

Importantly, innovation is now being formalised locally. “This year alone, we are in the process of filing about 30 patents,” he says. Earlier, intellectual property was subsumed under the global entity; now, filings are being initiated in India.

R&D investment remains aligned with group benchmarks at around 1.5–2 percent of revenue.

Exports: Measured Ambition

In terms of export potential, it currently contributes less than 5 percent towards the revenue, primarily through smaller kinematic parts. Direct exposure to the US market is negligible.

“Tariff-related uncertainty does not affect us because we do not export to the US,” Koparkar says. “Logistically, it does not make sense to ship our large interior parts there.”

Europe remains the primary export target. “The opportunity lies in leveraging our design capabilities and local development strengths. If logistics can be managed efficiently, there is room to grow.”

He also sees the Lumax Group’s aftermarket division as a future vehicle for export expansion.

Localisation and Supply Chain Resilience

On the localisation front, IAC India has made significant progress. “Last year was the first time we were able to localise over 99 percent of our tooling and development in India,” Koparkar states. Machinery on shop floors is largely localised, with only certain raw materials still imported.

The semiconductor crisis, he adds, had minimal direct impact. “We do not source electronics for our products — that is handled by the customer. However, from a development perspective, we are evaluating secondary substitutes for imported components, so we are prepared in case of disruptions.”

Premiumisation, Sustainability and AI

Premiumisation is currently the dominant interior trend. “Customers are moving away from basic plastics to more premium-feel interiors. Electronification is a big driver,” Koparkar says.

Sustainability, however, remains nascent in India. “There is no specific push for sustainable materials yet. What OEMs are looking for is lightweighting to meet upcoming CAFE norms. If a sustainable material delivers significant weight reduction, then it becomes serious.”

He points to jute, coir and bamboo fibres as potential alternatives but stresses that ecosystem-level collaboration is essential. “Unless a circular economy develops around us, sustainable materials will struggle to scale.”

On automation, operations across IAC’s six plants are roughly a 50:50 mix of automated and manual processes, depending on volume justification. Cobots and semi-automation are used where full automation does not offer viable returns.

AI, meanwhile, is expected to influence design more than manufacturing. “We see AI helping us accumulate design learnings and reduce design cycle times. Its impact will be more visible in engineering services than on the shop floor.”

Faster Development Cycles

Product life cycles are shrinking rapidly. “It used to take five years to develop a car,” Koparkar reflects. “With the XUV700, we worked with the customer to shrink that to 42 months. EVs are being developed even faster.”

As development timelines compress and interiors become more technology-intensive, IAC India is betting on engineering depth, localisation strength and group synergies to sustain its 20 percent growth ambition – while steadily broadening its customer and geographic footprint

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German automotive major Daimler Truck Holding has further strengthened its Leadership and Supervisory Board with new appointments.

The company announced that John O’Leary (North America), Achim Puchert (Mercedes-Benz Trucks and BharatBenz) and Eva Scherer (CFO) have been reappointed till 2028, 2031 and 2032, respectively.

Furthermore, following the departure of four shareholder representatives, the board has added Wayne Eyre, Claudia Nemat, Britta Seeger and Vipin Sondhi to bolster expertise in digital transformation and global growth markets.

Interestingly, Sondhi joins the German truck major and is expected to further strengthen and counsel the company on its global boards. Formerly, Sondhi was the top boss at Ashok Leyland and JCB India. He currently serves as the Chairperson of National Board for Quality Promotion (NBQP) and is advisor to several companies.

Additionally, Kurt Sievers was appointed to the newly established role of Lead Independent Director to reinforce oversight and investor relations.

Daimler Truck shareholders also backed the ‘Remuneration System 2027+’, which aligns executive pay with the company’s ‘Stronger 2030’ strategy. The new framework, effective from FY2027, emphasises share-based long-term compensation and ESG-related targets.

A mandatory auditor rotation was also approved. KPMG will remain the auditor for the 2026 fiscal year, with PricewaterhouseCoopers (PwC) set to take over the mandate starting in 2027.

“The reappointments of John, Achim and Eva provide the leadership team with the necessary time horizon to drive the company’s rewarding transformation with foresight and continuity,” said Joe Kaeser, Chairman of the Supervisory Board.

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German luxury and high-performance vehicle manufacturing company Porsche is reducing its Executive Board divisions from 8 to 7 as part of a strategic realignment. The Car-IT division will be suspended and integrated into the Research and Development division effective 1 July 2026. Dr Michael Steiner, Member of the Executive Board for Research and Development, will lead the expanded department.

Sajjad Khan, who managed the Car-IT division for two and a half years, will step down from the Executive Board on 19 June. He will continue to work with the company through a software partnership model.

During his tenure, Khan led the development of connectivity and infotainment systems, including the introduction of the Porsche Digital Interaction design language in the Cayenne electric. These technologies are being rolled out to other models, with specific versions for the Chinese market being developed in Shanghai.

The restructuring is intended to adapt the company to current market conditions and increase the speed of software development.

Dr. Wolfgang Porsche, Chairman of the Supervisory Board of Porsche AG, said, “Porsche is in a challenging phase of transformation. We need to realign the company and are consistently adapting our structures under the leadership of Dr. Michael Leiters to the changed circumstances — including at Executive Board level. I would like to thank Sajjad Khan for taking on responsibility for the company. We will continue to benefit from his professional expertise and in-depth knowledge of our structures in the future.”

Sajjad Khan, stated, “I am proud of what we have achieved as a team over the past two and a half years. In a constantly evolving market environment, however, it is essential to continuously review and adapt structures and processes. Porsche’s outstanding engineering expertise, combined with agile, results-driven software development, provides an excellent foundation for the future development of software components.”

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The 47th International Vienna Motor Symposium concluded at the Hofburg Palace, gathering 1,000 industry professionals and 50 exhibitors to discuss the future of propulsion. The event featured 100 presentations focused on achieving carbon neutrality through a range of technologies rather than a single solution.

A highlight of the symposium was the European premiere of China SAE’s Roadmap 3.0, a strategy charting China's automotive direction through to 2040. Professor Xiangyang Xu of Beihang University detailed the plan, which anticipates that 1/3rd of new vehicle registrations in 2040 will still feature electrified combustion engines.

Madame Ruiping Wang of Geely Auto supported this view, stating that every technological solution is required to reach neutrality goals.

In the electric vehicle segment, Mercedes-Benz demonstrated the range of the new EQS, completing a 620-kilometre journey from Stuttgart to Vienna with 21 percent battery charge remaining.

PowerCo SE, the battery subsidiary of Volkswagen, reported that serial production of its ‘standard cell’ began in Salzgitter in December 2025.

Stefan Pischinger of RWTH Aachen University projected that battery electric vehicles (BEVs) could reach a 45 percent global market share by 2035 under favourable conditions.

The symposium also highlighted advances in internal combustion engine efficiency and alternative fuels:

AVL List presented an engine achieving 48 percent thermal efficiency.

Porsche detailed a direct oil-cooling system for high-output electric motors in the Cayenne Electric Turbo.

Horse Powertrain introduced a petrol engine platform designed specifically for range-extended electric vehicles (REEVs), a segment that saw 1.2 million sales in China last year.

Alpine CEO Philippe Krief discussed the potential revival of in-wheel motors.

Hydrogen remains a focus for both direct combustion and fuel cell applications. Professor Helmut Eichlseder of Graz University of Technology emphasised the importance of hydrogen research for industrial resilience.

Industry leaders expressed concerns regarding European competitiveness. Niklas Klingenberg of TRATON noted the need for harder work to remain competitive in Europe, while Matthias Zink of Schaeffler and CLEPA spoke on the challenges of navigating EU legislative environments. The 48th International Vienna Motor Symposium is scheduled for 21–23 April 2027.

Professor Bernhard Geringer, President of the organising Austrian Society of Automotive Engineers (OVK), and host for the annual symposium, said, “The big picture – from cradle to grave in terms of energy and propulsion – is what matters most.”

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Ferrari has secured the highest distinction from Germany’s Red Dot Award organisation, as the Ferrari SC40 earned the Red Dot: Best of the Best honour within the Product Design category. Additional triumphs for the Ferrari Amalfi, 849 Testarossa, 849 Testarossa Spider, 296 Speciale and 296 Speciale A further reinforced the manufacturer’s design prowess.

Now in its 72nd year, the Red Dot Award stands as a premier industrial design competition celebrating breakthrough work. Ferrari’s cumulative tally over the past 12 years has reached 35 Red Dot wins, a feat no other automaker has matched since the prize was established in 1955. Since 2015, the jury has presented Ferrari with 13 Best of the Best awards, including for the FXX-K, 488 GTB, Ferrari J50, Portofino, Monza SP1, SF90 Stradale, Daytona SP3, Purosangue, Vision GT, Roma Spider, 12Cilindri and 12Cilindri Spider, F80 and the SC40.

This year’s Best of the Best accolade also draws attention to the exclusivity and remarkable value of the Special Projects programme, where a limited number of clients work directly with Maranello’s designers and aerodynamicists to create a personalised One-Off Ferrari.

Visitors to the Museo Ferrari in Maranello can currently view the car’s full-scale styling buck, a key artifact from the design process. The display reveals how the model’s proportions and surfaces took shape before production, emphasizing the defining volumes and graphic details that give the vehicle its identity. The buck serves as a tangible bridge between the initial design phase and the final One-Off creation.

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