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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European auto major Stellantis has unveiled its FaSTLAne 2030 strategy, which will see it invest around EUR 60 billion over the course of the next five years.

The aim is to accelerate growth and profit, prioritising customer centrality and capital allocation across its global regions and brands.

Antonio Filosa, CEO, Stellantis, said, “FaSTLAne 2030 is the result of months of disciplined work across the Company and is designed to drive long-term profitable growth. With the customer at the centre of everything we do, the plan will deliver our purpose – ‘to move people with brands and products they love and trust’ – powered by our unique combination of strengths.”

The strategy focuses on an overhaul of the brand portfolio to improve capital efficiency, leading to more than 60 vehicle launches and 50 refreshes by 2030. The company will direct 70 percent of its product investments towards its four global brands – Jeep, Ram, Peugeot and FIAT – and its commercial vehicle unit, Pro One.

Its regional brands, including Chrysler, Dodge, Citroen, Opel and Alfa Romeo, will share global assets, while DS and Lancia will be managed as specialty brands. Maserati will add two vehicles to its lineup.

Filosa noted, “Every brand in Stellantis will play a clear role in delivering our FaSTLAne 2030 commitments.”

Stellantis will allocate over EUR 24 billion to global platforms, powertrains and technologies, including the new STLA One architecture. By 2030, half of its annual volumes will be produced on three global platforms. The company will also deploy its software and autonomous driving architectures – STLA Brain, STLA SmartCockpit, and STLA AutoDrive – starting in 2027.

The plan incorporates new and expanded corporate partnerships to access markets and share manufacturing capacity.

Through Leapmotor International, Stellantis will share capacity at its Madrid and Zaragoza plants in Spain. A joint venture with Dongfeng will produce Peugeot and Jeep models for China, while a European joint venture with Dongfeng will handle distribution and capacity sharing at the Rennes plant in France.

Stellantis is also working with Tata Motors to improve supply chain synergies in the Asia-Pacific, Middle East, Africa and South America regions, and will explore technology collaboration with Jaguar Land Rover in the United States.

Manufacturing capacity utilisation will be adjusted across regions, with European capacity expected to decrease by more than 800,000 units to raise utilisation from 60 percent to 80 percent by 2030. US capacity utilisation is also projected to reach 80 percent by 2030.

To improve execution, Stellantis aims to reduce vehicle development cycles to 24 months and implement a Value Creation Program to cut annual costs by EUR 6 billion by 2028.

“The success of FaSTLAne 2030 is built upon the great talent and strong commitment of our Stellantis team. We will execute as one team, hands-on, to deliver incremental, profitable growth for the benefit of all our stakeholders,” added Filosa.

Regional targets under the plan include 25 percent revenue growth in North America, supported by 11 vehicles. Enlarged Europe targets 15 percent revenue growth, featuring a new generation of electric vehicles built at the Pomigliano d'Arco plant in Italy. South America aims for 10 percent revenue growth via a pickup offensive, while the Middle East and Africa targets 40 percent revenue growth through local manufacturing. The Asia-Pacific region will focus on asset-light growth to support export requirements.

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Eicher Motors (EML) and the Volvo Group have announced their intent to form a new 50:50 joint venture to provide financing, leasing and other financial services in India.

The partnership will be established through EML acquiring a 50 percent stake in Volvo Financial Services (VFS) India. Eicher Motors' board has approved an investment of up to INR 7.5 billion to subscribe to the equity stake. The exact investment amount will be finalised upon the closing of the transaction, which is subject to regulatory approvals.

The new joint venture will serve as the captive financing arm for products from Volvo Eicher Commercial Vehicles (VECV), Eicher Motors, Volvo Group and Royal Enfield. By combining VFS’s global financial services expertise with Eicher’s local market knowledge, extensive dealer network and product portfolio, the venture aims to offer more accessible and streamlined financing solutions to customers.

Siddhartha Lal, Chairman, Eicher Motors, said, "Expanding our highly successful 18-year partnership with Volvo Group, Eicher is now entering the vehicle financing business in India through a new joint-venture. This JV combines Volvo’s global financial services expertise and Eicher’s local knowledge and network. The JV will serve Eicher, Volvo, and Royal Enfield customers in India and presents an opportunity for EML to operate in an important segment of the value chain, using financing as a lever for a superior customer experience."

Marcio Pedroso, President, Volvo Financial Services, added, "We believe now is the time to sharpen our focus on the Eicher brand as well, with our intended partnership serving as a springboard for bringing innovative financial services and solutions to both current and new customers and dealers, positioning us well to create long-term value in the growing Indian market."

This joint venture builds upon the long-standing collaboration between Eicher Motors and Volvo Group, which has successfully operated Volvo Eicher Commercial Vehicles (VECV) for the past 18 years. VFS India has been operational in the market for over a decade and reported assets under management (AUM) of approximately INR 18.25 billion as of 31 March 2026.

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MANN+HUMMEL has inaugurated its new Global Technology & Innovation Center in Tumkur, Karnataka. This facility serves as the company's largest development hub outside of Germany and is designed to accelerate global product development for mobility, industrial and purification applications.

The centre integrates research laboratories, testing infrastructure, digital engineering and data analytics. The company intends for this site to function as an innovation engine, leveraging India's engineering talent to shorten development timelines.

Additionally, MANN+HUMMEL announced plans for a new manufacturing facility in Pune. The company expects total investments across these initiatives to exceed INR 1 billion. Currently, the company employs approximately 1,250 people in India, with plans to add 300 to 400 more positions over the next year.

With existing operations in Tumkur and Bawal, and the upcoming site in Pune, the company is establishing a manufacturing footprint across Southern, Northern, and Western India to improve proximity to customers. Interestingly, India currently hosts over one-third of the company’s global R&D workforce.

Hasmeet Kaur, President of the Transportation Division, MANN+HUMMEL Group, said, “The new Global Technology & Innovation Center in India marks a significant milestone in MANN+HUMMEL’s global innovation journey. India stands at the forefront of engineering talent and technological advancement, making it a natural choice for our largest development hub outside Germany. This centre will not only accelerate our innovation capabilities but also enable us to deliver scalable, sustainable filtration solutions to customers worldwide.”

Sudeesh Karimbingal, Managing Director, MANN+HUMMEL India, added, “The new facility in Tumkur is a testament to India’s growing role as a strategic growth and engineering powerhouse for MANN+HUMMEL globally. For over 20 years, our Indian engineering team has been deeply embedded in our global product development. This centre transitions India from a support hub to a strategic engineering powerhouse, driving innovation that meets both local and global market needs.”

The Tumkur facility will prioritise – energy-efficient filtration systems, reduction of lifecycle emissions and circular economy solutions, including the use of recycled materials.

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European auto major Stellantis and British luxury brand Jaguar Land Rover (JLR) have signed a non-binding Memorandum of Understanding (MoU) to explore collaborative opportunities in the United States.

The partnership intends to create synergies in product and technology development by utilising the complementary strengths of both organisations.

The companies aim to leverage this collaboration to create value and support their long-term growth objectives within the US market.

Antonio Filosa, Chief Executive Officer, Stellantis, said, “By working with partners to explore synergies in areas such as product and technology development, we can create meaningful benefits for both sides while remaining focused on delivering the products and experiences our customers love.”

PB Balaji, Chief Executive Officer, Jaguar Land Rover, added, “As we continue to evolve JLR for the future, collaboration will play an important role in unlocking new opportunities. Working with Stellantis allows us to explore complementary capabilities in product and technology development that support our long‑term growth plans for the US market.”

Any potential transactions resulting from these discussions remain subject to standard closing conditions, including the execution of definitive agreements.

Stellantis, Dongfeng Group Ink MoU For Europe-Based Joint Venture

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