The early focus on capacity building, machining, supplier development, quality and a culture of practical technical training shaped the backbone of its Indian operations. The Hosur Powertrain Plant, operational since 2017, stands today as the most visible expression of that strategy, emerging as a key node in the group's global engine and transmission network.
A long and layered legacy of India
Stellantis' footprint in India is shaped by a long manufacturing lineage that dates back to the Fiat era, when powertrain production formed the backbone of the company's local operations. Fiat's engine programs helped establish one of India's early high-precision supplier bases, supported by dedicated machining lines, training systems and long-term component partnerships. This ensured continuity as the organization transitioned from Fiat to FCA and later Stellantis, with the powertrain remaining the most stable element of its Indian strategy.
Through this legacy, India evolved as a sustainable manufacturing contributor to global engine and transmission programs. The experience gained over decades, including supplier relationships and workforce capacity, created the conditions for Stellantis to develop India as a key node within its international powertrain network. The Hosur plant, which came online in 2017, was a direct extension of this approach, designed from the beginning to meet both domestic and export demands while working in accordance with global quality, testing and process standards.
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A powertrain complex built for scale
Spread over 110 acres, the Hosur facility produces three engine families – 1.2-litre naturally aspirated petrol, 1.2-litre turbo-petrol (Gen-3) and 2.0-litre SDE diesel, along with multiple manual transmission variants (6-speed and 5-speed families). About 95 percent of production is exported, supplying more than 20 markets in Europe, Türkiye, the Middle East and Latin America. Overall, Hosur's engine and gearbox lines account for about 5 percent of Stellantis' global powertrain volumes.
plant comes out closer 350,000 transmissions per year, a number that says as much about scale as it does how much work gets done under one roof. Most of the machining and assembly is done in-house, supported by the vendor ecosystem that has developed with the factory. 300 engine parts and 120 gearbox components come from suppliers that have been integrated into the operation over time. It's this depth that helps the plant maintain high localization: the engine shop runs a 60:40 local-to-import ratio, and the gearbox line is not far away.
Operational Efficiency and Process Discipline
The way the lines have been set up also reflects a very Indian balance between efficiency and practicality. Stellantis has opted for a semi-automated layout, not fully manual, not fully robotic, which gives operators room for customization while maintaining the rhythm of automation. The result is a line that runs 50-60 percent more efficiently than a fully manual setup, yet remains faster to reconfigure than the fully automated European systems against which it is benchmarked. Lead times tell the same story: Gearbox assembly in Hosur is typically completed four to five months faster than at many of the company's other global plants, which is a sobering indicator of how mature the processes here have become.
Testing capacity has expanded in line with production requirements. Stellantis was the first company to adopt cold-test technology in India, developing its system in just two months, whereas these projects elsewhere typically require five months. Today, 60 percent of engines undergo cold testing, with the remaining units validated through mandatory hot tests.
Workforce, skills and local impact
Hosur's workforce profile reflects the plant's dual role as a high-precision manufacturing site and a regional employer. The site directly employs around 1,500 people drawn from 16 Indian states, with women comprising around 18 per cent of the workforce. Stellantis estimates that the plant supports more than 5,000 direct and indirect jobs in the surrounding economy through supplier activity, logistics and services.
Skill development is inherent in the Hosur model. The in-house training institute has recorded a 95 percent first attempt pass rate for trainees; New recruits receive two weeks of structured on-the-job and classroom training, while team leaders undergo a three-month development track.
The plant currently operates three shifts with 33 trained team leaders (approximately 11 per shift), and provides over 150 hours of training per operator per year. These investments are aimed at building stable shop-floor competency that can meet global quality standards and support increasingly complex verification tasks.
Beyond employment, the plant runs community and CSR programs focused on STEM education, school infrastructure and road safety, actions the company takes as part of its local integration strategy.
Sustainability integrated into operations
Sustainability is a core operating principle. The rooftop solar system covers all buildings except the administrative block; The site gets 92 percent of its energy from renewable energy, 74 percent Air and 18 percent solar. With 2 MW of solar PV installed and the deployment of another 1.3 MW, the plant will save 10,622 tonnes of CO₂ in 2024, equivalent to planting 136,000 trees. The 2025 target is to save more than 14,000 tonnes of CO₂ (equivalent to approximately 180,000 trees). The plant's gearbox operation already has the lowest energy consumption per unit recorded within the Stellantis network; The engine line is in second place, with plans to reach benchmark status by 2025.
Part of the global powertrain network
Stellantis operates 44 engine and transmission plants worldwide. Within that network, Hosur's mix of scale, localization and technical capability makes it one of the group's more competitive sites. Hosur's capacity is about 45-50 per cent of that of many plants elsewhere, indicating its larger role given the breadth of the group's footprint, a company briefing said.
Hosur's production accounts for about 5 percent of Stellantis' global powertrain volumes for the engine and gearbox families it produces. The stake is significant given the company's multi-brand portfolio and declining number of plants dedicated to ICE as the group reallocates resources to electrification in other areas.
Platform, India Made IP and Export
India's engineering footprint extends beyond manufacturing. The smart car platform developed in India is the basis of Citroen C3, eC3, air cross and this basaltIt is exported to many markets where the platform's balance of cost and convenience is suitable. Additionally, powertrain and gearbox supplies from India also power Stellantis van platform vehicles as well as several global models based on STLA Small and STLA Medium platform cars. Many components for the STLA Large EV architecture are also being sourced from Indian suppliers, indicating a two-way flow of capacity from India to Stellantis' EV ambitions.
Export performance is a central issue of the Hosur story: largely from the current export contribution Rs 4,000 crore, Stellantis' target 10,000 crore by 2026, with Hosur as a major contributor to that growth.
Retail Strategy and Market Positioning
On the business front, Stellantis is building its retail network in India in parallel with manufacturing growth. Citroen aims to reach 80 to 130 touchpoints in FY26, Jeep aims for around 78, and the group is expanding service reach to 135 centers by adding 7-8 touchpoints per month. The combined network currently covers 69 percent of the addressable market.
A plant built for today, designed for tomorrow
While Hosur holds a central role in ICE production, the facility and India's supplier base are being oriented towards a multi-energy future. Stellantis is running hydrogen pilots in Europe and assessing how hydrogen-optimized combustion and hybrid architectures can be integrated into existing production flows when market economics and infrastructure allow. In practice, the plant's process discipline, training system and engineering presence make it a suitable pivot point should Stellantis decide to expand alternative powertrains from India.
Hosur is more than a factory: it is a working link in a global production and engineering system. By producing multiple engine families and transmission variants in line with global standards, maintaining high localization, investing in workforce training and delivering measurable sustainability benefits, the plant strengthens India's role in Stellantis' industrial map. As the automotive sector moves towards a multi-speed transition, Hosur provides the Group with operational continuity and flexible capabilities, qualities that will matter during the next stages of powertrain development.
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First publication date: 20 November 2025, 15:36 PM IST
