Since 1981, when Suzuki Motor Corporation established its factory in India to produce the now-iconic “Maruti” car, the Japanese automaker has been a defining symbol of India-Japan cooperation. The joint venture, Maruti Suzuki, transformed India’s automotive landscape and became a model of industrial collaboration between the two countries. Kenichi Ayukawa, Executive Vice President and Chief Global Marketing Officer of Suzuki, who led Maruti Suzuki operations in India from 2013 to 2022, says that Suzuki’s journey in India has mirrored the evolving partnership between Delhi and Tokyo. The company’s early presence not only revolutionized India’s car market but also marked the beginning of a deep technological and cultural exchange that continues to this day.
In the 1980s, Suzuki played a pioneering role by bringing Japanese engineers to India. Their goal was to introduce advanced manufacturing techniques, enhance efficiency, and train Indian workers to produce cars that matched global standards. Over time, Indian engineers mastered these technologies, helping Suzuki achieve tremendous success in India. Now, with Japan facing an ageing population and India managing a vast youth demographic, the partnership has entered a new phase — one where the exchange flows in the opposite direction.
“Suzuki is now trying to invite a lot of Indians to Japan, training them and helping them develop technology in Japan,” Mr. Ayukawa explained. He was joined by Chandrali Sarkar, an Indian scholar-turned-executive at Suzuki. Ms. Sarkar first came to Japan as a student at Keio University and has been part of Suzuki’s India operations team at the company’s Hamamatsu headquarters since 2022. Hamamatsu, located about 250 km from Tokyo, is Suzuki’s global base for innovation and development. She believes that while Indians have great potential to contribute to Japan’s industries, language and cultural unfamiliarity remain key barriers.
“Many Indians hesitate to move to Japan because of limited Japanese language skills, but the bigger challenge is simply a lack of exposure and familiarity with Japan,” Ms. Sarkar said. “Once they come here, they realize how warm and professional the environment is, and how much opportunity there is for collaboration.”
This sentiment is echoed by Kenji Hiramatsu, Chairman of the Institute for International Strategy at The Japan Research Institute (JRI), who also served as Japan’s ambassador to India from 2015 to 2019. According to him, fostering a deeper connection between young Indians and Japanese society is essential for the future of both nations. “Japan should know more about India and vice versa. Especially the next generation needs to connect,” Mr. Hiramatsu said. “We need more Indian students, engineers, and professionals to come to Japan. It is important that we change the mindset of Indian youth that Japan is a special partner for India.”
Currently, however, the people-to-people relationship remains limited compared to the strong government and business ties between the two nations. According to data from India’s Ministry of Education, Japan ranks a low 34th among the destinations where Indian students pursue higher education. The numbers tell a stark story: only about 1,500 Indian students are studying in Japan, out of more than 3,30,000 foreign students overall. By comparison, the U.S., Canada, and Australia host tens of thousands of Indian students each.
Employment figures are similarly modest. Around 54,000 Indians currently work in Japan — a small share compared to other Asian nationals. For instance, Nepali citizens number over 2,33,000 among the total 2.3 million foreign workers in Japan. The low numbers reflect both logistical and cultural challenges, such as stringent visa requirements, limited Japanese language proficiency, and a lack of targeted awareness campaigns about career opportunities in Japan.
Recognizing this gap, both governments have started to act. In August, Indian Prime Minister Narendra Modi and former Japanese Prime Minister Shigeru Ishiba unveiled a new “Action Plan” designed to dramatically expand workforce exchange between the two countries. The plan envisions 500,000 exchanges over the next five years, including the movement of 50,000 skilled Indian professionals to Japan. These professionals will work across sectors like manufacturing, technology, research, and services — areas where Japan’s need for human resources aligns perfectly with India’s supply of young, trained talent.
Officials from Japan’s Cabinet Secretariat and Ministry of Foreign Affairs describe this cooperation as “a perfect complementarity.” Japan, where roughly one-third of the population is over 65, faces an acute labor shortage. The country needs skilled workers not only for traditional industries but also for advanced research and technology sectors. On the other hand, India — home to over 1.4 billion people, with nearly 65% under the age of 35 — faces the challenge of creating enough meaningful employment opportunities for its vast youth population.
In recent years, opportunities for Indian professionals abroad have faced headwinds due to tightening immigration policies in Western countries like the U.S. and Canada. At the same time, geopolitical tensions with China and restrictions on high-tech exports have prompted Japanese companies to diversify their talent pool. Against this backdrop, Japan’s push to attract skilled Indian talent offers a new and mutually beneficial pathway.
However, for this plan to succeed, experts say that both sides must address deeper issues of perception and preparedness. Many young Indians still see Japan as a difficult country to migrate to, given its linguistic and cultural differences. Meanwhile, Japanese companies, traditionally conservative in hiring foreign talent, are only beginning to open up to international recruitment. Initiatives like Japanese language training in Indian universities, joint internship programs, and student exchange partnerships are seen as critical steps in bridging this gap.
Maruti Suzuki’s story demonstrates how such collaboration can transform both economies. What began as a car-manufacturing project has evolved into a powerful cultural and economic bridge. As Japan and India look toward the next phase of their relationship, the focus is shifting from government-led projects to direct human connections — between students, engineers, entrepreneurs, and professionals.
The emerging India-Japan partnership thus reflects not only economic logic but also a shared vision for the future. Japan gains a youthful, skilled workforce to rejuvenate its industries, while India gains access to world-class technology, training, and global exposure. As Ayukawa put it, Suzuki’s efforts today — sending Indians to Japan for training — mirror the company’s original mission of transferring knowledge to India decades ago. Only this time, the exchange runs both ways, symbolizing the deepening interdependence of two nations that have learned, worked, and grown together for over forty years.
