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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TVS Racing has announced that the third season of the TVS Apache Racing Experience GP (ARE) International will begin on 15 November 2026, marking the widest reach yet for the customer-focused championship. The 2026–27 series will visit seven nations – India, Mexico, Colombia, Nepal, Morocco, Egypt and Ivory Coast – as the brand pushes to widen access to competitive riding. Organisers describe the move as a step towards a structured and aspirational entry point into motorsport while extending the company's international racing footprint.

The upcoming season will run multiple categories, including a women's customer class introduced earlier, and will extend to 20 cities with over 1,200 expected entrants. To date, the property has already covered 20 cities and drawn more than 4,000 participants since launching. TVS Racing views the growth as part of a wider mission to make the sport more inclusive and open to ordinary enthusiasts.

Originally launched in 2007, the initiative gave Apache owners a safe, professional setting in which to try competitive racing. It was reorganised into a formal championship in 2023. The 2025–26 edition took the series abroad for the first time, spanning India, Mexico, Colombia and Nepal and closing with a finale at the Madras International Circuit in Chennai. The third season builds on that foundation.

The championship now serves customers, enthusiasts and budding racers alike, drawing them together around performance and competition. The Apache line has over seven million international customers, backed by the Apache Owners Group, which counts more than 500,000 registered members. More details are available on the company website.

Vimal Sumbly, Head – Premium Business, TVS Motor Company, said, “TVS ARE GP has grown from a customer racing platform into a championship that embodies TVS Racing’s belief in making competitive motorsport more accessible and creating a strong pathway for racing talent. As we enter Season 3, our expansion to seven countries marks an important step in taking this racing ecosystem to a truly global stage. For us, this is not simply about expanding the championship’s footprint but about extending our racing culture, expertise and standards to riders across markets while creating opportunities for emerging talent to experience competitive racing. With a strong foundation built on championships and a deep understanding of grassroots motorsport, TVS ARE GP is evolving into a globally connected platform that will continue to nurture riders, strengthen racing communities and take the spirit of TVS Racing to the world.”

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Chinese automotive major BYD has become a participant of the United Nations Global Compact (UNGC), formally joining the world’s largest corporate sustainability initiative on 14 September 2026. The Chinese new energy vehicle manufacturer has committed to upholding the compact’s Ten Principles while embedding the UN Sustainable Development Goals (SDGs) more deeply into its corporate strategy and daily operations, with the company framing the move as a contribution to global sustainable development through concrete action.

The UN Global Compact, founded in 2000, pioneered the concept of environmental, social and governance performance and now counts more than 25,000 participating enterprises across over 160 countries. It works to translate its Ten Principles into business operations and strategic development, helping companies meet their compact responsibilities while advancing the UN’s 2030 Agenda for Sustainable Development. The initiative also promotes collaboration and partnerships aimed at addressing the challenges of globalisation and accelerating sustainability worldwide.

BYD, the world’s largest new energy vehicle enterprise, sells its vehicles in more than 100 countries and regions. Guided by its vision to cool the Earth by 1°C, the automaker stopped producing purely fuel-powered vehicles in 2022, becoming the first carmaker to do so, and aims to reach carbon neutrality across its entire value chain by 2045. Its DREAMS sustainability strategy, unveiled in 2025, rests on six pillars: decarbonisation, revolution, equity, alliance, moral integrity and shared value. In 2025, BYD delivered 4.6 million new energy vehicles and reduced carbon emissions by 46.6 million tonnes, equivalent to planting 776 million trees. It has also established a RMB 3 billion charity fund supporting education, university scholarships and the popularization of new energy vehicle technology.

The company described joining the compact as a milestone in its sustainability journey. Going forward, BYD intends to adhere strictly to the initiative’s principles and requirements, fulfil its corporate social responsibility and promote responsible governance and business practices throughout its operations while working with value chain partners to advance broader sustainable development goals.

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India Pistons, the flagship company of Chennai-headquartered Amalgamations Group, has announced the appointment of Suresh KV as Chief Executive Officer effective 14 October 2026.

The appointment marks his return to corporate leadership following a sabbatical of nearly three years spanning from January 2024 to October 2026. Prior to his sabbatical, Suresh served as President of ZF India from June 2015 to December 2023, where he led the vision, strategy, governance, and business performance across 18 manufacturing plants, eight engineering centres, three subsidiaries, and four joint ventures nationwide.

At present, IPL's major OEM customers include Hyundai Motor Company, Maruti Suzuki India, Ashok Leyland, Tata Motors, VE Commercial Vehicles, Simpsons & Co, TAFE, Mahindra & Mahindra and Greaves Cotton, among others.

He also represented the company on the Executive Committee of the Automotive Component Manufacturers Association of India (ACMA), serving as Co-Chair for its Western Chapter.

His earlier tenure at ZF included serving as Executive Director of ZF Wind Power Coimbatore from November 2010 to May 2015. He managed a 60-acre manufacturing facility producing wind turbine gearboxes, axles, and transmissions for agricultural and construction equipment, achieving an annual turnover exceeding INR 9.50 billion in 2015.

Suresh's career in the automotive and industrial manufacturing sectors spans more than three decades, including operational and managerial positions at Hansen Transmissions, High Technology Plastics India, Motherson Sumi Systems, Climate Systems India, Visteon Automotive Systems, Bajaj Auto and Asian Paints.

In his new role at India Pistons in Chennai, Suresh will oversee operations, performance execution, and growth strategy for the manufacturer.

"My nearly three-year break from the corporate world has been much the same – a welcome pause to reflect, rejuvenate and rediscover purpose. This new chapter is much more than professional achievement, alone. It is an opportunity to make a meaningful difference, create lasting value, and perhaps pursue the fifth level of Maslow’s hierarchy of needs – self-actualisation. As the saying goes, 'Old wine in a new bottle' – though I would like to believe that, with age, the wine only gets better! The break is over. The final stint begins, with renewed energy, a clearer sense of purpose, and the excitement of being back in the game," said Suresh KV.

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Japanese automotive companies Honda Motor Co and Mitsubishi Motors Corporation have signed a Memorandum of Understanding (MoU) to develop a Honda pickup truck based on the Mitsubishi Triton.

The agreement marks the first product-supply initiative between the two manufacturers, with the new Honda model scheduled to enter the ASEAN market in 2028. The collaboration originates from a strategic partnership framework established in August 2024 among Honda, Mitsubishi Motors and Nissan Motor, which explores vehicle supply arrangements to expand product lineups across international markets.

As per the agreement, Honda will enter the pickup truck segment in the ASEAN region by utilising Mitsubishi's 1-tonne ladder-frame Triton platform. For Mitsubishi Motors, the OEM supply contract will increase production volumes and vehicle assembly capacity utilisation at its manufacturing facilities in Thailand. The three partner companies continue to examine additional vehicle supply and technology-sharing initiatives.

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