The Japanese automaker is sharpening its focus on alliances and emerging markets as it seeks sustainable growth beyond Japan and Europe. India is becoming a key pillar of its global transformation.
29 Oct 2025 | 3165 Views | By Hormazd Sorabjee and Ketan Thakkar
Nissan Motor Corporation’s global chief executive, Ivan Espinosa, said the automaker will rely on partnerships and modular collaborations to stay competitive in a rapidly changing industry, adding that India will play an increasingly important role as both a market and a base for engineering and exports.
“Doing things yourself ...
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Nissan Motor Corporation’s global chief executive, Ivan Espinosa, said the automaker will rely on partnerships and modular collaborations to stay competitive in a rapidly changing industry, adding that India will play an increasingly important role as both a market and a base for engineering and exports.
“Doing things yourself is very difficult,” Espinosa told Autocar Professional in an interview. “This is why partnerships are already a key pillar in our Re-Nissan Plan. It’s not about integration — it’s about finding smart ways to complement our portfolio and sell part of our portfolio and technology to other partners because it helps with scale.”
In the midst of its Re-Nissan global restructuring plan, Nissan is repositioning itself for long-term profitability after years of margin pressure and declining volumes in mature markets. The company is reducing its dependence on Japan and Europe while doubling down on cost-competitive manufacturing hubs and high-growth regions. In this context, India has emerged as a strategic base for its domestic potential and exports to Africa, the Middle East, and Latin America. The country’s engineering capability, lower development costs, and expanding supplier network make it integral to Nissan’s future product and electrification strategy.
Espinosa said Nissan’s collaboration model operates at two levels — project-based tie-ups such as those with Mitsubishi and Renault, and potential longer-term alliances if they create value and protect the brand’s sustainability.
In India, Nissan is executing a renewed business plan that includes multiple new SUVs and an MPV on the CMF-A platform. The company recently announced the “Tekton” SUV as part of its local product offensive and plans to expand its portfolio to five models over the next few years. Nissan has also sold its stake in the Renault-Nissan Automotive India plant as part of a restructuring move to become more asset-light and agile. Under its current plan, the company aims to sell over 200,000 vehicles annually from India — around 100,000 for the domestic market and a similar number for exports. Its Chennai operations will continue serving as a significant global project export and engineering hub. Nissan is also studying hybrid and electric options to meet India’s CAFE norms, with future investments to be deployed in phases.
Nissan restructured its alliance with Renault earlier this year, giving both companies greater independence. Espinosa said future collaborations will likely focus on technology sharing and product co-development rather than cross-shareholding.
“We already have many collaborations underway, and we can work with multiple partners as long as it’s win-win and in good spirit,” he said. “That’s how you stay competitive in today’s industry.”
Espinosa said India’s combination of scale, engineering talent, and cost advantage gives it a pivotal role in Nissan’s global strategy. “The potential of India is enormous for products, exports, and engineering,” he said. “We are fully committed to the market and leveraging India’s strengths to support Nissan globally.”