'We want Mahindra to be seen not just as a vehicle provider but as a mobility partner'

Sachin Arolkar

Head of International Operations, Automotive Division, Mahindra Group, India

Neha Anand

Vice President and Head, XUV Brand and International Operations, Mahindra Group, India

For over three decades, Mahindra has been a familiar name on Nepali roads. From the iconic Bolero pickups to the rugged Scorpio SUVs, Mahindra vehicles have long been associated with reliability, durability and performance. Now, as Nepal pivots toward a cleaner, electric future, Mahindra is also undergoing its own transformation and Nepal is central to that vision.

Business 360 sat down with Sachin Arolkar, Head of International Operations, Automotive Division and Neha Anand, Vice President and Head, XUV Brand and International Operations, Mahindra Group, India, to talk about Mahindra’s legacy in Nepal, its evolving product strategy, its long-standing partnership with Agni Group, and how the company plans to shape the future of mobility in South Asia, one vehicle at a time.

Excerpts: 

Mahindra has had a strong presence in Nepal for over 35 years. How do you view the evolution of the brand here, especially with the growing demand for electric vehicles and compact SUVs?

Thirty-five years is a long time, especially in the auto industry. The fact that we have maintained a meaningful presence in Nepal for that long says something about both the brand and the market. We use the word ‘heritage’ carefully but it applies here. Mahindra in Nepal has grown from a utility-based brand into something more aspirational, while still holding on to its core strengths.

We started with pickups, particularly the Bolero, and really built our credibility through utility and after-sales service. Then came the Scorpio, which became almost iconic in Nepal. Now we are looking ahead, expanding into the compact SUV and electric vehicle segments with the same long-term thinking. The XUV 3XO, our latest compact SUV, has done incredibly well in India, South Africa and Australia. Nepal is the next key market for this model.

When it comes to EVs, Nepal is already ahead of many countries in the region in terms of awareness and adoption. That makes it an ideal space for Mahindra to bring in the next generation of vehicles like the XUV400. We see a big opportunity here, not just to sell vehicles but to help shape what mobility will look like in the region over the next 10–20 years.

“We want Mahindra to be seen not just as a vehicle provider but as a mobility partner. That means being part of Nepal’s transition to electric mobility, supporting infrastructure, investing in service quality and continuing to evolve with the aspirations of the Nepali customer. We are proud of our past here but even more excited about the future”

Do you localise the products to match Nepal’s specific conditions or consumer behaviours?

We do. And not just through marketing or minor modifications, we go deep. Take ground clearance, for instance. It is critical in Nepal, not just for practical reasons like road conditions but also because of customer expectations. Mahindra’s SUVs and pickups have always been known for high ground clearance and we have made sure that our new EVs follow that same design logic.

Before any vehicle is launched here, it goes through rigorous testing on Nepali roads. We want our team to experience the terrain, the usage cycles and understand customer behaviour first-hand. That research feeds into everything from product varianting to pricing and feature bundles. We have worked hard to ensure that the products we offer in Nepal are not just imported vehicles, they are tailored to the realities of the market.

Sustainability and environmental impact are now central to how businesses operate.

What is Mahindra doing in Nepal and across the region in this regard?

ESG (Environmental, Social, and Governance) is not just a buzzword for us. It is a principle we take seriously across the Mahindra Group. At a global level, we have been recognised for our ESG commitments and sustainability efforts. But it is in markets like Nepal that these efforts really come to life.

With Nepal’s electricity largely generated through hydropower, the country is uniquely positioned to make electric mobility genuinely green. That is not something we can say about every country. So, bringing our EVs here makes both business and environmental sense. It aligns with Nepal’s national priorities and with what we are trying to do as a company, reduce emissions, support renewable energy, and offer vehicles that are as responsible as they are reliable.

Mahindra’s partnership with Agni Group is often cited as a case study in successful international collaboration. How has this relationship evolved?

Our partnership with Agni goes back 35 years. That kind of continuity is rare in the business world. At this point, it is not just a partnership, it is a relationship built on shared values and mutual respect.

What sets Agni apart is its long-term commitment. We are aligned in our belief that business success is not about short-term wins but about creating sustained value. Agni has built one of the best after-sales service networks in Nepal. The infrastructure they have developed for vehicle servicing, spare parts and customer care is second to none in the country. That has been instrumental in building customer trust.

Personally, I often hear people say, ‘Agni is Mahindra in Nepal’. And I understand why. The teams work closely, the decision-making processes are collaborative, and the customer-first approach is consistent. We have grown together and we are entering this next EV phase together, with the same spirit of partnership.

Beyond introducing electric vehicles, what else is Mahindra doing to strengthen its presence in Nepal?

There are three main areas of focus. First, the product lineup, bringing in vehicles that are not only suited to the market but exceed expectations. That is ongoing. Second, charging infrastructure. Nepal already has a decent EV charging network but Agni is expanding it with high-capacity, fast-charging stations. We want EV ownership to be convenient and frictionless. Lastly, and perhaps most important, is customer experience. Buying a vehicle is just the beginning of a longer journey. We are working with Agni to ensure that the ownership experience, whether it is service, support or community engagement, is smooth, enjoyable and aligned with what the Mahindra brand stands for. That is how we are going to differentiate ourselves in the EV space.

In terms of operations and marketing, what challenges do you face in Nepal?

Building the brand was the hard part and we have done that over the last three decades. Mahindra is trusted in Nepal. The new challenge is reaching audiences who may not have considered Mahindra before, particularly younger, urban consumers who are attracted to EVs more for their design, features and eco credentials than their utility.

This is where our marketing needs to evolve. Fortunately, our product lineup helps us. Our EVs are not just environmentally friendly, they are smartly designed, performance-driven and packed with features. We are bringing together Mahindra’s rugged DNA with the sophistication and modernity that today’s consumers want.

We also believe in authenticity. Today’s buyers are well-informed. They know what they want, they do their research, they compare. So, our job is to be honest, clear and value-driven in our communication. That is the marketing direction we are taking.

Could you talk about your approach to R&D and how it influences product development?

Innovation at Mahindra starts with the customer. That might sound obvious but it is not the industry norm. Many companies approach R&D as a purely technical function. We do it differently. Our engineers, designers and marketers all work with a shared understanding of what the customer wants.

We often use the phrase ‘democratising technology’. That means taking features that are traditionally seen in premium vehicles and making them accessible. Whether it is advanced safety features, smart infotainment or connectivity, we try to bring all of that to a wider audience.

Our R&D centre in Chennai includes a 350-acre testing facility. Vehicles are pushed to their limits there. That is where we test durability, performance and more. Then we bring those vehicles to places like Nepal for real-world validation. This end-to-end approach, from engineering to user experience, is how we maintain quality and relevance.

From a strategy perspective, how important is Nepal within Mahindra’s international operations?

Nepal plays a unique role for us, especially in two areas. First, it is a very effective proving ground. The terrain is varied, the road conditions are challenging, and the expectations are high. If a vehicle performs well in Nepal, we know it is ready for wider release.

Second, in the EV space, Nepal is an outlier, in a good way. The EV penetration here is among the highest in the region. That is why we chose Nepal as the first international market to launch our EVs. We have not done that even in neighbouring countries. This is a deliberate decision. It shows how confident we are in this market and how much we value it.

With shared cultural and economic links between Nepal, India and other countries in the region, do you see potential for deeper cross-border collaboration in automotive infrastructure?

India and Nepal already have close cooperation through their automotive industries and OEM (Original Equipment Manufacturer) associations. That collaboration can go further. Yes, the two countries are at different stages, India has more backward integration and manufacturing, Nepal is ahead in EV adoption but there is a lot we can do together.

Cross-border logistics, spare parts supply, policy alignment, these are all areas where collaboration can lead to better outcomes for consumers and businesses alike. We are already engaged in those conversations.

Is Mahindra considering setting up a local assembly facility in Nepal?

It is definitely under consideration. But our immediate priority is to get customer acceptance right, particularly in the EV segment. We want to be one of the top three players in the Nepali EV market. Once that base is firmly established, setting up local assembly becomes a natural progression. It is on the roadmap but we are pacing it with purpose.