Improving Mobility in a Smarter, Cleaner Way

Q: What makes Hyundai’s offering distinctive in the Mexican market? What are the company’s main differentiators and product portfolio highlights?

A: Hyundai is a relatively young brand but it has a clear goal: to improve mobility in a smarter and cleaner way. Hyundai is firmly committed to achieving carbon neutrality by 2045 and has diversified its product offerings in line with this vision.

In Mexico, we began operations in 2014 at a time when the brand had already reached a high level of maturity. In the late 1990s and early 2000s, Hyundai made strong investments in quality, durability, and reliability, positioning itself among the top brands in key markets like the United States. Since our launch in Mexico, we have brought that strength and international recognition. Over the past 11 years, we have served over 450,000 customers and maintain high levels of retention and loyalty. Over 70% of our customers return to our workshops for service, and over 94% rate their experience with the brand a 10 in service satisfaction. We are always attentive to our customers’ needs, offering follow-up and personalized attention, especially in after-sales services and clean technologies.

We offer three hybrid models in the Mexican market: Elantra, Tucson, and Santa Fe. Soon, we will add another SUV with hybrid technology, and in a couple of years, 100% of our SUVs will offer this technology. Additionally, prices and offerings are becoming increasingly competitive for customers. Starting this year, with the launch of our new Creta Grand and Creta models, we have moved to a seven-year factory warranty scheme. 

Q: What role does Hyundai play in the transition toward electrification and the advancement of new technologies? 

A: Hyundai is constantly evolving. There is some global uncertainty about how quickly markets will transition to full electrification. In the past, there were clear targets, especially in markets like the United States and the European Union, and Hyundai made significant investments to produce EVs in these regions. For example, our plant in Savannah, Georgia, has the capacity to produce over 350,000 EVs, including models from Genesis, our luxury brand.

However, regulations have recently changed and many of those targets are being redefined. Despite this, Hyundai has developed a broad portfolio of mobility technologies in which hybrid vehicles will play a key role. By 2030, the brand will launch 12 additional models with this technology. We are also developing Extended Range EV (ERV) models and we will continue expanding our offering of 100% EVs.

We have also made considerable progress in hydrogen mobility. In South Korea and some areas of California, Hyundai markets the Nexo SUV, a hydrogen fuel cell vehicle, with a new generation launched this year. This technology offers an even cleaner alternative since the only byproduct of the process is water. The main challenges are the production cost and the limited refueling infrastructure. Hyundai is also developing hydrogen-powered trucks, mainly in South Korea, and continues investing to scale up these technologies as production volumes increase and the refueling network expands.

We are also venturing into robotics development. Hyundai acquired 80% of Boston Dynamics, promoting mobility solutions for people with disabilities and heavy-duty tasks through robotics. 

Q: What are the research priorities of your development center in Mexico?

A: In Mexico, Hyundai has a significant presence through various investments. We are constantly innovating and have plans for growth and investment in the country. However, it is essential to consider the new regulatory and trade context that will be defined soon, especially in relation to the USMCA.

Mexico is a strategic market for Hyundai due to its many strengths. We have a 3.6% market share, and our short-term goal is to reach 4%, eventually surpassing 100,000 units annually. The pace of growth will largely depend on the outcomes of international trade negotiations, but our commitment to Mexico is solid and long-term.

Q: How are recent changes in trade policies affecting Hyundai’s operations in Mexico?

A: Hyundai produces the Tucson model for North America in Monterrey, which is one of the best-selling models globally. One effect was that we had to find other market options for those SUVs that were mainly destined for the United States. 

We have managed to maintain price competitiveness in Mexico, and the market has shown growth, although this year we have started to notice some slowdown. We have not experienced significant negative impacts, but our investment and growth opportunities have been placed on hold. Once conditions become clearer, we aim to resume our expansion plans.

Q: How are you integrating Industry 4.0 technologies in your operations in Mexico, and how do you involve suppliers in this digital transformation?

A: We are implementing innovations that Hyundai develops globally. For example, Hyundai’s  plant in Singapore operates almost entirely without human operators, with a high degree of automation and robotics. This innovation center explores new manufacturing methods, even breaking away from the traditional assembly line concept. Thanks to robots, more cost and time-efficient alternatives have been identified.

Another example is our strategic investment in Boston Dynamics, which has allowed us to gain knowledge of new robotics applications. In some plants, we already use mechanical assist arms for operators, especially in processes where full automation is not viable due to complexity or limited space. These devices improve worker ergonomics, reduce physical effort, and contribute to a better quality of life. These technologies are part of Hyundai’s global transformation and will gradually be reflected in our operations in Mexico, benefiting both production and the supply chain.

Q: What challenges has modernization and technological advancement posed for recruiting and developing skilled labor?

A: Mexico has great talent. We established a partnership with the Instituto Politécnico Nacional (IPN) just over a year ago. We work closely with the institution, make donations, and train professors. IPN has an important talent pool, both for engineers and technicians, who are in high demand.

Talent gaps are not limited to manufacturing; they are also apparent in dealerships’ technical services. Service technicians are often scarce, and this is an excellent professional development opportunity for graduates from technical and engineering institutions across the country.

The partnership with IPN has allowed us to address these needs, strengthening our recruitment and training capabilities. Additionally, we seek to replicate this collaboration model with other institutions, creating a talent pipeline to support various areas of the company. We recognize that the labor market is increasingly competitive, especially for technicians and engineers. Therefore, these alliances are key to facilitating recruitment and mitigating the challenges associated with developing qualified talent.

Q: What challenges exist in maintaining an organizational culture that appeals to new generations?

A: Hyundai promotes a culture based on diversity and inclusion. We firmly believe that integrating different ways of thinking, generations, and profiles enriches the team and makes it stronger. We aim for diversity to be a pillar in how we work and develop our projects. We are convinced that anyone, regardless of age, is more committed when they feel challenged and motivated.

One challenge is managing the post-pandemic work model. Many companies are returning to in-person work, while others choose hybrid or remote schemes. Finding the right balance is key because it is essential for employees to feel motivated and satisfied, even when they must come to the office, considering factors like traffic and commute times. People seek a balance between professional growth and personal well-being. Those who understand this need for flexibility and balance will succeed in attracting and retaining the best talent. Mexico has a young, committed generation eager to grow and achieve both professional and personal fulfillment, and it is the companies’ responsibility to create an environment that allows this.

Q: What sustainability programs does Hyundai have beyond electrification or energy efficiency in production and offices?

A: Hyundai has a global vision defined as “Progress for Humanity,” aiming to achieve carbon neutrality by 2045. This vision is reflected in a series of initiatives both in our manufacturing plants and other operational areas. In our plants, special attention is given to responsible water management, the adoption of clean energy sources such as solar and wind, and the reduction of energy consumption from traditional sources. In South Korea, we have specialized centers for reusing materials from used vehicles, such as seats and tires, promoting a circular economy.

Models like the IONIQ 5, which is sold in Mexico, incorporate a significant percentage of recycled materials, especially in interior components like seats. Although this model is manufactured in South Korea, it reflects the brand’s global commitment to integrating sustainability into every aspect of the product.

In Mexico, we also carry out activities focused on reforestation and collaborations with civil associations. We recently launched a significant social responsibility program: Hyundai Hope on Wheels. Since April 30, 2025, for every Hyundai vehicle sold, both the brand and our dealers make a contribution aimed at supporting children with cancer in Mexico. Donations are made quarterly and have already begun to positively impact public hospitals and civil associations specializing in pediatric oncology care. 

Q: What milestones does Hyundai want to reach during the rest of 2025, and what challenges will it have to overcome?

A: The main challenge is to reach our growth targets in a complex environment. By the end of June, the automotive industry showed virtually no growth compared to last year. Despite that, Hyundai grew by 2%, achieving a historic sales record in the first six months of 2025. For the second half of the year, the goal is to grow by 5%, which will not be easy considering the industry remains stagnant. However, we have clear strategies to achieve this, such as the recent launch of the new 2026 Creta, which is already receiving excellent acceptance, and the upcoming launch of the new Palisade at the end of the year.

In the short term, our cars will evolve to become extensions of the customer’s mobile phone, integrating functions like Wi-Fi hotspot, remote start, vehicle location, and streaming services in a single platform. Hyundai is at the forefront of these innovations, which will allow us to maintain a competitive offering. In the medium term, we will seek to strengthen our offering in segments where we do not participate, always maintaining the price-value ratio demanded by Mexican customers. Our goal is to reach a 4% market share within the next two years and continue setting historic sales records, as we have done in the past three years. 

Q: How do you define success for Hyundai in 2025 beyond sales numbers and figures?

A: We compete in an increasingly saturated market: in recent years, the number of brands in Mexico has gone from less than 50 to over 62. Despite this increase in competition, we have achieved historic sales records.

Beyond market share or industry growth, success for us means maintaining sustained growth, continuing to surpass our own records, and offering products and services that customers value. All of this has been possible thanks to the teamwork achieved by Hyundai Mexico, our dealer network, and the global team, as well as the trust of our customers.