India's automotive industry is undergoing significant changes. As electrification progresses, software becomes increasingly important in vehicle development, and localisation expands, automakers are placing greater emphasis on engineering products tailored to Indian customers.

For Dr Vikraman V, Chief of Renault Engineering, Renault Group India, 'Made in India' is about localisation, while 'Made for India' is about engineering. In an interview with media sources, he discussed Renault's engineering philosophy, India's multi-powertrain future, software-defined vehicles, and the role of engineering and technology choices in the future of mobility.

Q. How did Renault adapt the new Duster for the Indian market? How important is India-specific engineering in fulfilling customer requirements?

A. The objective from the beginning was to deliver ride and handling characteristics, powertrain performance, passive safety, and a driving experience suited to the target market.

The vehicle is built on Renault Group's Modular Platform (R-GMP), which originates from Europe. However, the European product was not simply localised. Instead, it was used as the starting point, and more than 90% of the components were re-engineered for Indian conditions.

Vehicle dynamics provide an example. The suspension, steering, electronic stability systems, and ride-and-handling package were recalibrated for Indian roads, reflecting the requirements of Indian customers.

Similarly, safety was not treated as an optional feature. It was a target from the outset. Every structural decision, calibration, and engineering change was aimed at meeting safety objectives while addressing Indian customer requirements.

That is the difference between merely localising a product and engineering one specifically for India.

Q. Does localisation today mean much more than manufacturing in India?

A. Localisation is no longer solely about manufacturing parts in India. If investments are already being made in supplier tooling, assembly lines, and industrialisation, it is possible to invest further in engineering and optimise the product for Indian conditions.

This approach can improve performance, durability, and suitability for Indian customers. That is why Made in India is associated with localisation, while Made for India is associated with engineering. Engineering is used to adapt a global product to local market requirements.

Q. What does Renault's long-term powertrain roadmap for India look like, and how is the market expected to evolve over the next five years?

A. India is becoming an increasingly fragmented market, which is why every OEM requires a multi-powertrain strategy. Today, petrol, diesel, CNG, hybrids, and EVs each serve different customer segments. No single technology can address the entire market.

Renault's roadmap reflects that reality. The company is moving from being a mono-fuel manufacturer to offering petrol, CNG, hybrid, and eventually EV powertrains. It also plans to venture into flex fuels, including E85 and E100, depending on government support and policy developments.

Looking towards 2030, diesel is expected to decline gradually, while CNG, hybrids, and EVs continue to grow. Petrol will remain important, although its market share is likely to reduce over time.

OEMs, therefore, cannot afford to remain mono-fuel manufacturers. Offering only one technology reduces the addressable market. Providing customers with multiple options allows them to choose the technology that best suits their needs.

Q. How do hybrids fit into Renault's long-term vision for the Indian market?

A. Renault is introducing its strong hybrid technology this Diwali to address the premium end of the market, and the initial response has been positive. The company's hybrid allocation for this year has already been fully booked.

The objective was to bring the technology to market quickly because ICE vehicles continue to account for the largest share of the Indian market. At the same time, there is no intention to revert to older technologies.

According to Renault's assessment, hybrid technology offers many of the efficiency benefits associated with diesel while being better aligned with future emissions requirements.

Q. How does Renault view the EV opportunity in India?

A. Every OEM today requires an EV strategy. Electrification is an important part of the industry's development. Renault has experience in electric mobility globally and manufactures EVs in Europe. Consequently, the technology already exists within the Group.

The question is not whether EVs will be introduced in India, but rather when and how.

When Renault enters the Indian EV market, the intention is to offer a product that provides value while meeting requirements for safety, durability, and customer experience. Indian conditions require additional engineering focus on battery safety, water-wading capability, thermal management, and long-term durability.

The company's EV entry is intended to demonstrate Renault's electric vehicle technology in the Indian market.

Q. Software-defined vehicles are transforming the industry. How is this changing vehicle engineering?

A. The pace of change in the industry is rapid. Features that differentiate products today may become standard requirements in the future. As a result, OEMs must continue to develop cockpit technologies, ADAS, connectivity, software architecture, and electronics.

The challenge becomes greater because the same platform must support multiple powertrains, vehicle segments, and feature levels. Vehicle architecture must therefore be scalable across products, variants, and timeframes.

At the same time, affordability remains important. Engineers must balance software capability, hardware costs, and future scalability without making vehicles prohibitively expensive.

India's electronics ecosystem is also developing. The country has a supplier base capable of developing many of these technologies competitively, and the gap with global leaders is narrowing, according to industry assessments.