Driving Sustainable Innovation in Queretaro's Automotive Industry

Q: What are the main objectives of the cluster and how have these priorities been readjusted in accordance to market needs? 

A: We have had to readjust our priorities due to the sector's reconfiguration, both locally and globally, and the increasing importance of software engineering companies. Many companies now focus on electromobility and sustainable mobility. This is not just the case for light vehicles but also for other forms of transportation, including intercity transport with larger vehicles. 

Innovation is crucial for maintaining competitiveness. Companies are working on technology adoption and developing and specializing talent to achieve their goals. Mexico has historically added value primarily through labor, but now sustainability and innovation have also become central pillars of the regional mobility industry. This is the cluster's primary focus. 

Q: How is vehicle electrification influencing the industry in Queretaro? 

A: Companies have reconfigured processes and established new plants or specific production lines for electrification. While there have been specific investments for light electric vehicles, the main evolution has come from established companies adjusting their processes and technology. Companies have also focused on developing the necessary talent, providing new competencies and skills to their employees to oversee and manage the new processes. For example, a major company in Queretaro that manufactures braking systems has reconfigured its production lines to meet the demands of EVs. This company anticipates needing several million calipers in the coming years for the electrification segment. 

Q: How is the cluster assisting member companies in building more resilient and efficient supply chains? 

A: To strengthen supply chains, the cluster has been connecting procurement requirements with market needs, establishing training and professionalization programs to help suppliers meet automotive standards. We also helped companies acquire financing to acquire equipment and assets, facilitating volume growth and the initiation of new projects. We also collaborate with companies and the government on relocation processes, promoting investments that fill gaps in the supply chain. We provide information and support to member companies to enhance supplier networks.

The automotive industry has always focused on risk analysis and mitigation. Although there will always be unpredictable factors, the industry will continue to be innovative and creative, setting precedents for the future. We are now more prepared to face potential crises. 

Q: How is the Internet of Things (IoT) and Industry 4.0 transforming the region’s manufacturing processes? 

A: Large multinational companies and their suppliers started adopting these technologies a decade ago. There was some resistance as companies were accustomed to investing in tangible assets like machinery. Industry 4.0 applications required investments in systems to extract, process, and analyze data. We have seen a significant shift in recent years as OEMs and other large companies have pushed the supply chain to adapt. Communication protocols and digital platforms are now essential for risk mitigation and process control, accelerating the adoption of Industry 4.0. Companies are beginning to see that technology can lead to significant leaps in improvement. 

Q: What partnerships is the cluster building to tackle the industry’s workforce needs? 

A: We adopted the triple helix model, fostering symbiotic collaboration among government, industry, and academia. Our aim is for academia to analyze, translate, and develop specific training programs based on identified industry needs, with the government facilitating processes to strengthen the entire educational system. 

We have worked on a comprehensive restructuring of engineering programs, supporting the launch of industry-aligned educational initiatives. This process, from initial analysis to program implementation and the graduation of the first cohort, can span six to seven years. We also implemented short and executive training programs in collaboration with academic institutions. Active participation of academia in working groups allows us to closely align educational programs with specific industry demands. 

In the past three years, we started working with secondary and primary education institutions to promote early vocational guidance. Our goal is to inspire young individuals to consider manufacturing and industrial cycles as avenues for growth and development. 

Q: What specific plans does the cluster have to maintain and update the skills of current workers? 

A: We have several active programs for updating the skills of workers. These fall into three main lines of action. First, we collaborate closely with universities and technical schools to develop training programs that meet the emerging needs of the automotive industry. Academic institutions assist in structuring the content and provide the necessary infrastructure for training.

Second, we formed partnerships with local consulting and training firms that offer specialized courses in various areas of the automotive industry. These courses range from technical updates to the development of soft skills necessary for leadership and team management. The advantage of working with local consultancies is their ability to tailor programs according to the specific needs of our member companies. 

Third, we promote a cross-learning model where our members share their time and expertise to train professionals from other companies within the cluster. This approach involves training sessions lasting from eight to 16 hours, where experts from a company with model practices train workers from other companies in the same field. This knowledge exchange not only enhances the skills of participants but also strengthens the overall competitiveness of the sector. 

Q: How is the cluster helping its members leverage new technologies and modernization to make their production greener? 

A: Sustainability is one of our key focus areas. We are developing initiatives through direct collaboration among government, businesses, and academia. Academia puts forward initiatives driven by R&D, while businesses contribute practical experiences and everyday needs from the production floor. The government, in turn, establishes public policies that guide these efforts toward environmental stewardship. 

Queretaro has adopted a new strategy that aims to maintain economic growth with a renewed focus on environmental sustainability. This strategy includes regulations, laws, and fiscal incentives that promote decarbonization, efficient water management, and the implementation of circular economy principles. The cluster has been tasked with implementing and leading this strategy, providing support to companies to meet these objectives. 

The cluster established a circular economy system that trains companies to identify opportunities within their own processes to reduce their carbon footprint, save water, and develop new circular business models. Over 240 companies, not limited to the automotive sector, have participated in this learning process. We have identified over 300 projects directly impacting CO2 reduction and water savings in Queretaro. Circular economy practices have allowed us to transform industrial process waste into new raw materials and products, demonstrating that it is possible to generate economic wealth sustainably without compromising natural resources. This approach not only resolves historical conflicts between economic development and environmental conservation, but also opens new opportunities for business growth based on sustainable and responsible practices.

Q: What role does technology play in making industrial processes greener? 

A: We are adopting advanced control and automation technologies to optimize industrial processes. This enhances operational efficiency and reduces energy consumption by automatically adjusting production parameters based on real-time conditions. We implement intelligent energy management systems that enable continuous monitoring of electricity consumption, optimize usage schedules, manage demand peaks, and maximize the efficiency of renewable sources. 

We also explore the use of energy recovery technologies in industrial processes to capture and reuse residual energy that would otherwise be lost, such as cogeneration systems, heat recovery, and other innovative technologies. We also promote the adoption of efficient LED lighting systems and smart HVAC systems that adjust consumption automatically based on environmental conditions and space occupancy. 

Q: What strategies are you implementing to improve energy efficiency and reduce carbon emissions within the cluster and its member companies? 

A: When discussing decarbonization and circular economy strategies in the state, we focus on reducing direct emissions from industrial processes. In recent years, many of our circular economy projects have aimed at exploring alternatives to shift companies' energy matrices. Photovoltaic systems are one such alternative, supported by government financial programs that enable companies to reduce their taxable base by investing in this technology. 

Our primary strategy remains optimizing industrial processes to cut down direct emissions. For example, some companies are employing advanced technologies to enhance gas consumption in processes like thermal treatment or smelting, and some are even implementing systems to capture and reuse CO2 generated during these processes. Some companies also commercialize captured CO2 with other industries that use it in their processes. 

We are also exploring emerging technologies such as green hydrogen. Although still in development, green hydrogen holds significant potential for both industrial processes and potentially boosting vehicle use. We are collaborating with international organizations to study how green-hydrogen-based energy can be stored and connected to industrial plants as a sustainable and efficient energy source. 

Q: What are the cluster's short and medium-term priorities in terms of sustainability, production, and investment? 

A: Our top priority is to create conditions in the region that enable companies to seize market opportunities. To achieve this, we must enhance efficiency and competitiveness throughcollaboration and knowledge exchange. Breaking down barriers between companies and promoting shared learning is crucial to strengthen the ecosystem. We also focus on ensuring compliance with regulatory sustainability requirements. 

We are developing a supportive ecosystem that closes technological cycles and fosters more engineering activities in the region. This includes establishing laboratories and infrastructure for validating and prototyping new technological developments. We are also expanding our vision beyond the automotive sector to encompass a comprehensive mobility ecosystem, which could unlock new opportunities in public infrastructure and training programs aligned with global mobility trends. 

Innovation and sustainability will be fundamental pillars for capturing future opportunities, including challenges like vehicle fleet electrification and adjustments in governmental policies. We are committed to leading these transformations to benefit both our companies and the environment.