Seeking details on how the Passenger Vehicle Business Unit of Tata Motors, like many other vehicle makers, faced several challenges from the aftermarket perspective during the lockdown and COVID-19 induced New Normal, the company spokesperson said, there were not many challenges as everything had been planned from their end well in time. However, during the initial days of lockdown, getting special permission from local authorities in certain markets was one challenge the company faced which was eventually resolved.

Tata Motors ensured that its customers and COVID frontline workers received seamless customer experience. As a part of its initiative, the company introduced tips to take care of their vehicles during lockdown along with breakdown assistance and hotline service, that was attending calls 24x7 to provide the necessary support. It also introduced an exclusive helpline for frontline COVID workers and healthcare professionals during the lockdown. Customers could dial the dedicated numbers for assistance in case of any emergency needs. The company has taken necessary approvals from local authorities to attend to vehicles safely and efficiently with all precautionary measures. It serviced 200 plus vehicles of COVID fighters such as doctors/police during the lockdown period across the country. To further support, it also extended the warranty and scheduled service period.

For all pending service appointments, the team called customers to ensure them that their vehicle was in safe hands. Given the relaxation in curbs, restarting of service appointments will be planned in a staggered manner to ensure sanitisation and social distancing to maintain utmost customer safety, the spokesperson said.

However, the average time to respond to customers’ call for repair/ service varied depending upon various factors. For service requests, customers could call the customer care number, where specialists were available to answer queries 24x7, he said. In the case of emergency roadside assistance, the company made arrangements that the services team reaches the location within 60 minutes under city limits and within 120 minutes on ghat roads and other places. The average time per service appointment depends on the type of job that needs to be done on the vehicle. For regular paid service it takes around three to four hours, and free services or minor check-ups are taken care of within 90 minutes, he said. “We have 633 workshops across the country, 444 dealer workshops and 189 TASCs (Tata Authorised Service Centres),” he added.

While these initiative are taken to cater to the requirements of the customers, the vehicle makers also face specific issues about increasing number of stock-keeping units, triggered by more models and variants being introduced. However, Tata Motors has been using a very sophisticated analytical tool to predict the consumption and stock accordingly. The planning for spare parts inventory is done at the dealerships to ensure that sufficient stock is available for all the models based on consumption pattern.

Skilling

Talking on the need to upskill the workforce at authorised service centres, the spokesperson said, upskilling is a continuous process to keep all the dealer workforce updated on the latest technological introductions in the new range of vehicles. “We have seven training centres across the country and are currently conducting regular online training sessions to ensure that our dealer manpower is well acquainted with the same,” he said.

With technological advancements in the cars increasing with every new model, the challenge is to match the service centres to cater to the emerging requirements. From a customer’s perspective, it is more convenient to operate any function with the click of a button or a touch screen. Therefore, from a service perspective, it has become easy to identify service requirements in the vehicle through the medium of a laptop, thereby resulting in faster repairs. “Tata Motors Passenger dealerships have a separate profile of DET (Diagnostic Expert cum trainer) who is skilled in identifying such service requirements and ensures that repairs take place faster and with accuracy. We do not see any challenges from a security perspective, as all technology and electronics in the vehicles undergo multiple tests before being launched,” he said.

Talking on sustainable initiatives, he said, “Earlier in September, the Tata Nexon became the first Indian car to be published on the prestigious International Dismantling Information System (IDIS) platform for End-of-Life Vehicles (ELV). With this achievement, Tata Motors reiterated its holistic commitment towards making the entire life cycle of its products sustainable, i.e. from the development of ultra-low/zero-emission vehicles to responsible dismantling and recycling of the vehicle at the final ELV stage. This milestone on the Nexon signifies the increasing commitment of Tata Motors to ‘End of Life’ across its range of vehicles and the beginning of sustained declaration of dismantling procedures across its entire range of vehicles that are complex with increasing technological content, though over the years commercial vehicles have achieved good levels of recyclability where dismantling procedures are better understood.” (MT)

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Mumbai-headquartered automotive major Mahindra Group has highlighted the development of its corporate exhibition space, The Museum of Living History, at Mahindra Towers in Worli, Mumbai, to mark International Museum Day.

Established in July 2022 to document the group’s operations since its inception, the facility records an average attendance of 900 to 1,000 visitors per month, including students, professionals and the public.

The facility incorporates physical and digital art installations to display the timeline of the company’s business sectors. Recent updates made to the repository include a ‘culture wall’ detailing the group’s involvement with the Mahindra Season of Festivals music events, alongside exhibits representing updated corporate values.

The architecture of the 4,000-square-foot space is based on the nautilus shell, utilising a spiral design to illustrate business expansion and structural changes. The interior layout uses variations in light and texture to connect historical records with current industrial projects. The curation, designed by creative consultant Elsie Nanji and experience designer Harsh Manrao, focuses on individual narratives and commissioned artworks rather than traditional historical artifacts.

Anand Mahindra, Chairman, Mahindra Group, said, “The Museum of Living History has evolved to reflect the changing Mahindra business and cultural landscape, while still staying true to the Group’s philosophy and core values. The cornucopia of stories from both businesses and our people is reflective of the brand we are – a living, breathing entity in this ever-changing world.”

The exhibition path follows a nonlinear format, allowing visitors to interpret the installations independently. The museum serves as a central repository for the group's corporate history while functioning as an interactive space for public and institutional visits.

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Chennai-headquartered mid-sized motorcycle major Royal Enfield has announced plans to secure a land parcel for a greenfield manufacturing facility in Tada (Tirupati), Andhra Pradesh.

The company intends to invest approximately INR 25 billion in the expansion project, which will be implemented in phases subject to board approval and market conditions.

At present, the motorcycle manufacturer has a capacity to produce 1.46 million units per year, which is currently operating near full utilisation. This announcement follows an INR 9.58 billion investment made in February 2026 for a brownfield expansion in Cheyyar, Tamil Nadu, which is projected to increase the company's total production capacity to 2 million units annually. In FY2026, Royal Enfield recorded sales of 1.2 million motorcycles.

B. Govindarajan, Managing Director - Eicher Motors, and Chief Executive Officer, Royal Enfield, said, “Royal Enfield's philosophy has always been to stay connected with our community to deliver the best possible products and experiences. We currently operate four world-class manufacturing facilities in Tamil Nadu, with a total projected capacity of 2 million units annually. This investment in Andhra Pradesh will augment that capacity and provide the impetus for our next phase of growth. We are grateful to the Government of Andhra Pradesh for their support and partnership as we strengthen our presence in a state with immense potential. Having already established over 100 retail and service outlets and more than 1,200 direct and indirect employment opportunities, we are proud to contribute to its industrial and economic landscape.”

The company’s existing infrastructure includes four manufacturing bases in Tamil Nadu, alongside seven Completely Knocked Down (CKD) assembly plants located in Bangladesh, Nepal, Brazil, Thailand, Argentina and Colombia. Technical operations are managed through two centres in Bruntingthorpe, UK, and Chennai, India.

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Chinese automotive major BYD is on an expansion spree; the world’s leading electric vehicle manufacturer is said to be in conversation with automakers in Europe for acquiring their underused production facilities, says Bloomberg.

The revelation was made in an interview with Stella Li, Vice-President of International Operations, BYD, who said, “We are talking to not only Stellantis, but also other companies too. We are looking for any available plant in Europe because we want to utilise this kind of spare capacity."

It is important to note that BYD is already setting up its own production facility in Szegad, Hungary, which is set to be operational next year.

The Chinese automaker is already the world’s biggest electric vehicle manufacturer, but has been under pressure on the back of weak domestic demand. It has been actively looking to expand its product portfolio and sales in newer markets.

Interestingly, the report further mentioned that BYD may also be open to acquiring European luxury brands such as Stellantis’ Maserati, which she found ‘very interesting’.

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After reports of a lack of availability or less availability of petrol, diesel and CNG came in from various parts of India, the news is out that the state refiners have hiked the price of petrol and diesel by roughly INR 3 per litre across major parts of India.

The hike in petrol and diesel prices has come after four years and against the background of the West Asia conflict involving US, Israel and Iran. Since the conflict began a few months back, the prices of crude oil per barrel have been rising. They stand at approximately USD 107.09 per barrel as of current. 

The price increase, industry sources aware of the overall development in the crude oil sector indicate, is only about one-tenth of the rise that would be necessary to make up for the losses the oil refiners are incurring at the moment. 
The increase in petrol and diesel prices follows the increase in CNG prices by around INR two sometime ago by providers like Mahanagar Gas. 

While the Union Petroleum Minister is known to assert that there is no shortage of fuel in the country, there have been reports from regions like the stretch of the Mumbai-Goa highway in Maharashtra, where pumps have run dry. There have been reports from regions like Nagpur in central India, where truckers have had to halt their journey as pumps ran dry of fuel earlier than expected and had to limit the quantity of fuel they could provide to their consumers. 

Petrol in Mumbai now costs INR 106.68 per litre, approximately, whereas diesel now costs INR 93.4 per litre, roughly. CNG per kg retails at about INR 84, up from the earlier INR 82.

As a result of the price rise in all the fuels used by the mobility sector, a fear is growing that the freight rates will go up, which would have a ripple effect on the prices of commodities. Other than plastics and metals, the prices of various oils, including cooking oil, are expected to go up somewhat if not sharply.   

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