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 automotive group Stellantis has announced an investment of approximately INR 40 billion (EUR 400 million) to scale its Indian operations under its FaSTLAne 2030 strategy. The commitment brings the manufacturer's cumulative capital deployment in India to INR 150 billion by 2030.

The roadmap outlines 12 vehicle introductions over the next three years across its Jeep and Citroen brands, comprising 7 new models and 5 major product upgrades. The releases will span the B, C and D SUV segments, alongside a multi-purpose vehicle, an A-segment car and a pickup truck.

The initial product under the expanded plan is scheduled for commercial launch in Q2 of 2027. Powertrain options will include internal combustion engines, hybrid, plug-in hybrid and battery-electric platforms, supported by a target local component sourcing level of 90 percent across its manufacturing plants in Ranjangaon, Thiruvallur and Hosur.

Tianshu Xin, COO, Stellantis Asia-Pacific Region, said, "India has a dual role for Stellantis: it is an important market that we intend to grow in, and an increasingly significant capability base for the region and the wider Group. India is a long-term commitment for us, not just a volume chase. Under FaSTLAne 2030, our region-led model gives the India team greater ownership of decisions, and the roadmap we are announcing today reflects our long-term conviction in this market. A stronger product cadence, a multi-energy technology approach and India’s capabilities across manufacturing, engineering, software and sourcing give us the foundation to build a larger and more competitive business here through 2030."

Shailesh Hazela, CEO & MD, Stellantis India, said, "Our commitment to India will be measured by what we put on the road. Having built a strong foundation over the years, our focus now shifts to scaling the business. Twelve launches across Jeep and Citroën over the next three years will significantly broaden our market participation and give Indian customers more choice across segments and powertrains, supported by deeper localisation and a stronger sales and service network. With fresh investment of approximately ₹5,000 crore, we are building greater scale, relevance and competitiveness in this market, while strengthening India’s role in Stellantis’ global operations."

The investment phase expands on the INR 110 billion previously deployed by Stellantis in India for manufacturing facilities, software development centres in Bengaluru, ICT hubs in Hyderabad and regional component export channels.

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The Society of Indian Automobile Manufacturers, the apex body representing automakers across segments in the country, has released the wholesales data for Q2 FY2027, which saw record performance across passenger vehicles, commercial vehicles, three-wheelers and two-wheelers.

In Q2 FY2027, the passenger vehicle segment domestic sales reached 1.36 million units, up 30.7 percent YoY. Sports Utility Vehicles (SUVs) accounted for 68 percent of total passenger vehicle sales, recording a growth of 34.2 percent, while passenger car sales increased by 24.9 percent. Passenger vehicle exports declined by 5.2 percent to 229,087 units, impacted by logistics constraints in West Asia and higher baseline comparison figures.

The two-wheeler segment posted domestic sales of 6.43 million units, registering a growth of 15.2 percent YoY. Scooter sales increased by 27.7 percent, while motorcycle sales rose by 7.4 percent. Two-wheeler exports reached a record Q2 total of 1.65 million units, marking an increase of 27.7 percent over the same period last year.

In the three-wheeler category, domestic sales grew by 23.6 percent to 285,342 units, driven by demand for cargo configurations and electric L5 vehicles. Three-wheeler exports reached a record Q2 total of 161,060 units, representing a 30.4 percent increase. The commercial vehicle segment recorded domestic sales of 309,063 units, marking a growth of 28.7 percent, while commercial vehicle exports rose by 72.5 percent to exceed 41,416 units, supported by infrastructure spending and fleet replacement demand.

Shenu Agarwal, President, SIAM, said, "The Indian automotive industry delivered a strong performance in the first half of FY2026-27, following a robust second quarter and a strong September 2026. This stellar performance across all segments of the automobile industry has been supported by improved affordability following GST 2.0, resilient rural and urban demand, healthy freight movement, infrastructure-led economic activity, and a gradual replacement cycle across vehicle segments. The electric vehicle ecosystem also continues to mature with multiple offerings, improving charging infrastructure and supportive policy measures. At the same time, alternative fuel technologies are witnessing increasing acceptance and are expected to play an important role in India's sustainable mobility transition. Industry looks forward to the festive season for the continued momentum while remaining cautiously optimistic due to prevailing geo-economic uncertainties. Continued investments in infrastructure, sustained economic growth, and rising adoption of cleaner and more efficient mobility solutions are expected to support industry growth through the second half of 2026-27."

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FADA Academy, in collaboration with the Automotive Skills Development Council (ASDC), has inaugurated its first joint skill development centre in Agra.

Located within the dealership facilities of Ashok Auto Sales and Manoram Bajaj Group, the Autograd Regional Skill Development Centre establishes a training framework situated directly inside automotive retail operations.

The facility aims to address workforce gaps in automotive retail by providing candidates with training matched to dealership job roles. The initial cohort at the centre consists of candidates undergoing instruction for the Service Advisor role, supported by participating dealerships representing brands including Bajaj Auto, TVS Motor Co, India Yamaha Motor and Tata Motors.

C S Vigneshwar, Chairman of FADA Academy & Research, said, "FADA Academy is committed to strengthening the capabilities of India's automotive retail workforce through industry-relevant education and training. The establishment of our first joint training centre with ASDC at Agra is an important milestone in this journey. By bringing training into the dealership environment, we can create a stronger connection between learning and actual workplace requirements. Our vision is to create local employment opportunities, support the talent requirements of dealerships and provide aspiring professionals with a foundation for long-term career progression within the automotive sector. We also want to ensure that candidates are not merely trained to secure a job, but are equipped to perform with confidence, deliver value to their employers and build long-term careers in the automotive industry. We hope this initiative will serve as a replicable model for dealership-led skill development across the country. The automotive sector is evolving rapidly, driven by new technologies, changing customer expectations and increasingly sophisticated dealership operations. This makes industry-aligned skill development more important than ever. The FADA Academy–ASDC joint training centre at Agra is a progressive initiative that brings structured training closer to the workplace and enables candidates to develop competencies relevant to their designated job roles."

The inauguration event was attended by Union Minister of State Prof. S. P. Singh Baghel, ASDC Chief Executive Officer Prasanna Pahade, FADA Uttar Pradesh Chairperson Sandeep Narain and leadership representatives from local dealer groups. The initiative forms part of a broader framework intended to be replicated across other regions to train dealership personnel.

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Larsen & Toubro (L&T) has signed a Memorandum of Understanding with TuTr Hyperloop, an IIT Madras-incubated deep-tech startup, to develop and deploy next-generation mobility infrastructure in India.

The agreement creates a framework for L&T and TuTr Hyperloop to collaborate on Linear Induction Motor-based propulsion systems, vacuum tube structures, pressure management systems, civil engineering works, electrical infrastructure, signalling and telecommunications integration.

Project-specific agreements will follow to define execution terms across freight logistics, port connectivity and industrial transit applications. The technical roadmap aims to progress from linear induction systems toward magnetic levitation and vacuum-based transportation networks.

The partnership combines L&T's engineering, procurement and construction capabilities with TuTr Hyperloop's electromagnetic propulsion research to assess commercial viability, conduct technical feasibility studies and engage prospective customers for hyperloop transit projects in India.

S V Desai, Whole-Time Director and Senior Executive VP of Infrastructure, L&T, said, "Hyperloop represents an exciting frontier in next-generation mobility, with the potential to redefine the movement of people and goods. Its innovative propulsion technology and low-friction environment enable faster transit, improved logistics efficiency, reduced energy consumption and lower emissions. Translating such technological innovation into practical deployment requires robust engineering, scalable infrastructure and close collaboration across the ecosystem. Our partnership with TuTr Hyperloop is a step in that direction."

Prof. Satya Chakravarthy, Professor, IIT Madras, said, "The transition of advanced mobility technologies from research and development to real-world deployment requires strong collaboration between academia, technology developers and industry. This partnership between TuTr Hyperloop and L&T brings together complementary strengths that can help address the engineering and infrastructure challenges involved in scaling next-generation transportation systems. It is an encouraging step towards translating indigenous innovation into practical, deployable solutions for India."

Dr Aravind S Bharadwaj, Co-Founder and CEO, TuTr Hyperloop, said, "At TuTr Hyperloop, our focus is on developing indigenous mobility technologies that can address real-world transportation and logistics challenges. Our collaboration with L&T brings together our capabilities in electromagnetic propulsion, advanced mobility systems and technology development with L&T’s extensive engineering and infrastructure execution expertise. Together, we aim to work on commercialisation these technologies."

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