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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Rolls-Royce Motor Cars has reached a key milestone in the expansion of its Goodwood facility, officially declaring the new structure fully weathertight. This significant development paves the way for the next stage of the project.

To commemorate the achievement, CEO Chris Brownridge, accompanied by the Board of Directors, personally hand-signed the final wooden louvre installed on the building’s exterior. This element is one of 1,745 such features adorning the 40,000-square-metre structure. Each louvre, measuring 100 by 58 centimetres, is crafted from red cedar. This material was chosen for its durability and its natural ability to age gracefully, developing a soft silver-grey patina that harmonises with the landscape, mirroring the aesthetic of the original adjacent building, which also features red cedar cladding on its front elevation. This ceremonial signing follows a tradition established last year when the directors marked the installation of the final steel beam at the structure's apex.

With the exterior now complete, attention turns to the interior fit-out, managed by Rolls-Royce's specialist in-house teams. A central focus is the development of a new Surface Finish Centre, which will serve as a dedicated paint shop. Concurrently, work will progress on installing advanced equipment and establishing specialised areas tailored for Bespoke and Coachbuild projects.

Representing an investment exceeding GBP 300 million, this expansion is the most substantial financial commitment to the Home of Rolls-Royce since its inception in 2003. It is set to enhance the company's substantial economic contribution, which currently adds over GBP 500 million annually to the UK economy.

Chris Brownridge, CEO, Rolls-Royce Motor Cars, said, “This moment marks the point at which our new extension building becomes fully weathertight, meaning our specialist Technologies can begin the complex, exacting process of fitting-out, in readiness for full operation in 2029. It’s a really pivotal point in the project – a project that upholds the standards and vision of our founder, Sir Henry Royce, and his famous injunction to strive for perfection in everything we do. The Directors and I have also been inspired by his practice of personally inspecting and signing off each new component, giving them his own ‘seal of approval’. Having previously signed off the final element of the structural steelwork, we wanted to do the same for the last of the wooden louvres that now clad its exterior. It’s enormously exciting to see the work progressing with such pace and precision. To have that sense of personal connection with such a significant project through these signing ceremonies is very special for all of us.”

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Embracing the deep-seated passion for cricket in Kolkata, the Kolkata Knight Riders, in partnership with VIDA, powered by Hero, launched the VIDA Knights Electrifying Box Cricket tournament. This innovative three-day event, held from 19 to 21 February, represented the franchise's most ambitious fan-centric initiative to date, designed to immerse supporters directly into the professional cricketing environment.

The tournament was structured to deliver a premium competitive experience, reflecting KKR's dedication to nurturing talent at the community level. Over three days, 32 teams, each consisting of 10 players, engaged in intense group stage and knockout matches. The competition culminated with Joy Game Changers being crowned the first-ever champions, while Knights Dé Xtreme secured the position of runners-up. The event transcended traditional play by incorporating digital culture, as a special team composed of popular Kolkata content creators like Neel Bhattacharya, DaSoham, Rahul Dey, Saiket Dey and Nirit Datta participated, effectively merging online fandom with on-ground sporting spirit.

The tournament distinguished itself through a creatively reimagined format. Strategic elements, such as VIDA-branded bonus targets, rewarded players for precision and boldness, mirroring the innovative features of the brand. The excitement was amplified by unique rules, including the VIDA Electric Over, a phase where every run counted double and batsmen could not be dismissed, guaranteeing dramatic shifts in momentum. Furthermore, the introduction of an Impact Player rule allowed teams to introduce a strategic asset at a crucial juncture, ensuring that every match remained fiercely competitive and unpredictable until its conclusion. This event successfully transformed the streets into a vibrant, electrifying extension of the Knight Riders' universe.

Binda Dey, Group Chief Marketing Officer, Knight Riders Sports, said, “Cricket has always lived in the heart of Kolkata. With VIDA Knights Electrifying Box Cricket, we took the game back to the fans – in a format that’s fast, accessible and powered by participation. Featuring 32 teams competing over three high-octane days, this tournament celebrated community, competitiveness and the joy of playing the game. We’re proud to partner with VIDA, a brand that shares our belief in creating experiences that fans don’t just watch but truly live.”

Kausalya Nandakumar, Chief Business Officer, Emerging Mobility Business Unit, Hero MotoCorp, said, “Our association with Kolkata Knight Riders is rooted in the confidence, resilience and aspiration that define a new India. VIDA is driven by the idea of making electric mobility exciting, accessible and relevant to everyday India – much like how KKR brings people together through cricket. With VIDA Knights Electrifying Box Cricket, we are bringing cricket’s unmatched passion and pulse to the streets, creating an exciting platform where supporters not only watch but also play and engage with us.”

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Just four months after a celebratory opening, the USD 5.8 billion BlueOval SK battery plant has hit a dramatic standstill. The facility, a joint venture between Ford Motor Company and South Korea’s SK On, is now sitting idle, leaving approximately 1,600 workers jobless and sparking a heated political debate over the future of American manufacturing stated news reports.

The 1,500-acre site was positioned in mid-2025 as the crown jewel of Kentucky's economic development, promised to be a ‘lifeline’ for the region's workforce. However, by December, the optimism vanished as Ford and SK On dissolved their partnership. Ford has confirmed the plant will remain idle for roughly 18 months as it undergoes a total strategic pivot.

Rather than powering the next generation of electric cars and trucks, the facility is being retooled to produce battery energy storage systems (BESS). These industrial-sized batteries are intended for power grids, data centres and commercial utilities.

Ford executives cited a ‘harsh operating reality’ for the pause, specifically:

• Slowing Demand: US EV sales projections for 2030 have been slashed from 45 percent of the market to as low as 9 percent.
• Regulatory Shifts: The administration has moved to rescind federal EV tax credits of up to USD 7,500, which many argue has cooled consumer interest.
• Supply Chain Pressures: New requirements for 100 percent US-made components for charging infrastructure have further complicated the transition.

The shutdown has become a lightning rod for political finger-pointing. Kentucky Governor Andy Beshear has blamed federal policy shifts – specifically the rollback of EV incentives – for draining the market momentum that justified the plant's massive scale.

Conversely, some industry critics and workers, like maintenance technician Joe Morgan, suggest the failure also lies in corporate strategy, arguing that Ford may have overestimated the public's immediate appetite for all-electric versions of flagship models like the F-150.

Image credit: Ford Motor Co

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India has pledged to reduce road fatalities and serious injuries by 50 percent by 2030 following the launch of the New Delhi Road Safety Declaration. Hosted by the Bharat Association of Road Safety Volunteers (BARS) at IIT Delhi, the initiative sets a long-term goal of zero preventable road deaths, aligning with the WHO Decade of Action for Road Safety (2021–2030).

The National Road Safety Confluence brought together the Ministry of Road Transport & Highways (MoRTH), the World Health Organization (WHO), state governments, insurers and vehicle manufacturers. The framework identifies three primary pillars for cooperation – Samaaj (Society), Sarkaar (Government) and Bazaar (Industry).

The Declaration adopts a Safe System Approach, prioritising human life in mobility decisions. Implementation will focus on five pillars:

• Governance & Accountability: Shifting metrics from road construction distances to lives saved and ensuring independent monitoring.
• Infrastructure & Blackspot Management: Continuous data-driven mapping of high-risk zones and safety audits of design.
• Safer Vehicles: Eliminating sub-standard components and integrating AI-enabled enforcement.
• Road User Behaviour: Mandatory practical driver training and stricter penalties for repeat violations.
• Post-Crash Response: Optimising the 'Golden Hour' through trauma care and standardised crash investigation.

India records the highest number of road fatalities globally. The confluence identified systemic gaps, including under-utilised crash data, fragmented accountability across agencies and inadequate emergency response integration.

The Declaration marks a transition from awareness campaigns to measurable implementation. Signatories have committed to time-bound action plans and the strengthening of district-level enforcement capacity.

Dr Mats-Ake Belin, Global Lead – Decade of Action for Road Safety, WHO, said, “Road safety is now firmly on the global agenda, with strong political and media attention. Our responsibility is to move beyond awareness and ensure consistent, evidence-based implementation so that no country is left behind in preventing road traffic deaths.”

V Umashankar, Secretary (Road Transport & Highways), MoRTH, added, “As a nation, we cannot accept road fatalities as inevitable. Each accident is personal, each loss preventable. Awareness is not enough - what we need is organised, district-level action, backed by certainty of enforcement and supported by strong institutions. When compliance becomes habit and accountability becomes certain, road safety will move from intention to impact.”

Rama Shankar Pandey, Chairman – BARS, stated, “Road safety is not merely a transport issue; it is a governance responsibility and a moral obligation. The New Delhi Declaration shifts the national conversation from fragmented initiatives to coordinated, time-bound, accountable action.”

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