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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Italian luxury carmaker Maserati hosted an official stamp cancellation ceremony at its historic Viale Ciro Menotti plant in Modena to celebrate the 100th anniversary of its iconic Trident logo and its first competitive motorsport victory at the 1926 Targa Florio.

The event follows an initial official unveiling of the commemorative philatelic asset held on 9 April 2026 at the Ministry of Enterprise and Made in Italy in Rome. The Modena ceremony brought together internal engineers, master artisans, and key regional stakeholders from Italy's ‘Motor Valley’ industrial ecosystem.

The Viale Ciro Menotti facility serves as the historical engineering hub where all Maserati production vehicle platforms have originated. Today, the specialised factory floor manages the high-end assembly lines for the brand's current performance and luxury lineup, including the GranTurismo, GranCabrio, MCPURA and the GT2 Stradale.

The centenary marks a defining milestone in Italian automotive history. On April 25, 1926, the Maserati Tipo 26 made its competitive track debut at the gruelling Targa Florio endurance race. Driven by co-founder Alfieri Maserati, the car secured a class victory while displaying the Trident logo on its front bonnet for the first time.

The emblem was originally sketched by Mario Maserati, an artist and the only brother not deeply involved in mechanical engineering, who drew inspiration from the Fountain of Neptune in Bologna, where the company was first founded in 1914.

The newly issued stamp is part of the Italian government's ‘Excellence of the production and economic system’ commemorative series.

The graphic profile was sketched by the Maserati Centro Stile design house and finalised by the Philately Centre of the Istituto Poligrafico e Zecca dello Stato. The foreground highlights the clean, contemporary geometry of the modern Trident. The background displays an interconnected pattern of the original 1926 logo layout cast over a classic blue canvas.

Printed by the Officina Carte Valori, the stamp is being distributed by the Italian Post Office (Poste Italiane) for regular postal use alongside a limited-edition collector's philatelic folder.

The cancellation ceremony was attended by prominent regional political and automotive figures, including Vincenzo Colla, Vice-President of the Emilia Romagna Region, Paolo Zanca, Councillor for Economic Activities at the Municipality of Modena, Andrea Pontremoli, President of the Motor Valley Association & CEO of Dallara Group, Sen. Stefano Corti, Board Member of the Istituto Poligrafico e Zecca dello Stato, Barbara Negroni, Head of Regional Branches, Italian Post Office, Santo Ficili, COO, Maserati and CEO, Alfa Romeo.

Santo Ficili, said, “Today, we welcome this special stamp to our home in Modena, to celebrate not only the Trident's centenary but also the beginning of an extraordinary all-Italian story. I would therefore like to thank the women and men of Maserati, our dealer network, our customers and all the stakeholders who contribute every day to the brand's growth in over 70 international markets."

"With its long-standing vocation for motorsport, this local area formed the roots of our extraordinary Brand, the longest-standing in the entire Italian Motor Valley, with the ability to bring to the world a unique vision of performance and driving pleasure. A strong, unbreakable bond that continues to guide our commitment to this community and to generate new opportunities for growth for the local area and its inhabitants,” he added.

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Hyundai Motor India, one of the leading passenger vehicle manufacturers, has appointed Gaurav Mathur as its new Vice-President and Head of Corporate Planning.

He joins the company after spending over two decades at Maruti Suzuki India, rising from the ranks of Assistant Manager in June 2004 to Vice-President EV Development in April 2024.

Mathur was instrumental in leading Maruti Suzuki India’s electrification plans, including the introduction of the e-Vitara.

In his new role, he will be responsible for driving strategic growth across corporate planning, business transformation, export expansion from India, future mobility business and innovation initiatives. He will also work closely on innovation and startup ecosystem partnerships, future mobility business initiatives, including AI and connected technologies.

“With India emerging as a key global hub for innovation and manufacturing, the focus will be on building future-ready capabilities that support sustainable growth and meaningful progress for humanity,” said Mathur.

Mathur is a Mechanical Engineer from Delhi College of Engineering and holds a Master's in Business Administration (MBA) – Marketing & Strategy from Management Development Institute, Gurgaon.

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The Society of Indian Automobile Manufacturers (SIAM) organised the first edition of the Automotive HR Youth Workshop 2026 under the aegis of the SIAM Human Capital Group. The event was themed ‘Driving the Future: Youth, Skills & the Next Era of Indian Automotive Workforce’.

The day-long workshop brought together senior automotive executives, Chief Human Resources Officers (CHROs), young professionals and academic representatives to discuss the training and talent requirements of India’s changing mobility ecosystem.

The schedule featured specialised modules covering contemporary industry changes, including a knowledge session titled ‘Future Skills & Best Practices’, a growth session on ‘How to Build Careers in Automotive’ and a leadership panel focused on ‘Redesigning Automotive Careers for the Next Generation’. The presentations highlighted the importance of industry-academia partnerships, digital workplace adaptation, and the implementation of inclusive, high-performance corporate structures.

The event drew senior human resource panel representatives and founders from across the Indian manufacturing and mobility landscape, including Saurav Kumar, Founder & CEO, Euler Motors; Devashish Handa, Executive Officer, Suzuki Motorcycle India; Yeshwinder Patial, CHRO, JSW MG Motor India; Rupam Singh, CHRO, JSW Motors; Anuradha Dhamodaran, Associate Vice-President – HR, TVS Motor Company; Dr. Sudhansu Pathak, Vice President – HR, JK Tyre & Industries and Nitin Khindria, CHRO, Omega Seiki Mobility.

The workshop also included interactive case presentations from emerging human resource managers representing major original equipment manufacturers (OEMs), such as TVS Motor Company, VE Commercial Vehicles, Bajaj Auto and Ashok Leyland.

Dr. Natwar Kadel, Chairman of the SIAM Human Capital Group and Vertical Head of People Strategy, Hyundai Motor India, said, “The young workforce is already shaping the industry as it navigates rapid change. Their ability to take decisions and keep moving forward defines this transition, where learning, unlearning, and relearning matter more than ever. The automotive sector needs this mindset now, as we work to build the next generation of leaders."

Madhuri Mehta, Co-Chairman of the SIAM Human Capital Group and CHRO at Hero MotoCorp, remarked, “This is both the most exciting and the most challenging phase for the automotive industry, as the entire ecosystem undergoes a massive transformation. Auto plants today have evolved dramatically, and the focus must now shift towards preparing people for this new era of growth. Continuous reskilling and capability building will be critical to ensure the workforce evolves alongside the industry”.

Prabhu Nagaraj, Vice Chairperson of the Automotive Skills Development Council (ASDC) and Operating Officer at Honda Motorcycle & Scooter India, noted, “A skilled and future-ready workforce is essential in today’s fast-changing landscape. The opportunity is clear, but it will only be realised if industry, academia, and policymakers come together to equip young talent with the right skills. That is how we make them truly employable for what lies ahead."

Mir Ranjan Negi, Former Indian hockey player, delivered a special address on ‘A Journey of Resilience and Leadership’, drawing structural parallels between sports training and corporate workforce management, “There is a strong similarity between a sportsperson and a corporate leader as both are driven by discipline, resilience, and the desire to bring pride to what they represent. When you stay fully committed to your goal, nothing can hold you back. There is no room for fear because those who lead from the front and stand strong in tough moments are the ones who truly rise.”

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Hyderabad-headquartered BluJ Aerospace has introduced its Gen 2 prototype electric vertical take-off and landing (eVTOL) vehicle, marking the first commercial-grade assembly developed from its Vantis platform architecture.

The rollout follows four years of internal research and development at the company's 40,000 square foot manufacturing facility in Hyderabad.

The Gen 2 is a fully battery-powered vertical take-off and landing (VTOL) aircraft configured for freight and cargo logistics. It operates with a maximum take-off weight of 500 kilograms and carries an active payload capacity target exceeding 200 kilograms. Employing a lift-plus-cruise design, the model is currently undergoing flight tests to validate subsystem integration, payload distribution and mission metrics for commercial deployments.

The underlying Vantis architecture forms a unified engineering baseline for the airframe, electric propulsion systems, flight controls and autonomous navigation software. Subsystems validated on the initial platforms are transferred directly to future vehicle iterations to manage development costs and accelerate commercial timelines. The company holds a design patent on its eVTOL layout and has submitted utility patent filings for its carbon-fibre airframe and distributed powertrain configurations.

BluJ’s current commercial pipeline encompasses infrastructure transport, express cargo, energy networks, airport freight and defence logistics. The company has finalised a pilot project with a public sector undertaking (PSU) in the power sector and maintains technical partnerships with a defence PSU alongside domestic military supplier.

On the development of its hydrogen-electric powertrains, the firm has completed ground testing of its fuel-cell assembly, which incorporates an internally designed Type IV composite hydrogen storage tank. Long-range hydrogen-electric variants are scheduled for testing between 2027 and 2028. To support this propulsion rollout, BluJ is collaborating with Bharat Petroleum Corporation Limited and Cochin International Airport Limited to outline regional hydrogen refueling infrastructure.

Amar Sri Vatsavaya, Founder and CEO, BluJ Aerospace, said, “The next major shift in aviation is the move from single product programs to platform-based architectures. Just as the automotive industry builds multiple vehicles on a common platform, Advanced Air Mobility will need adaptable architectures that scale across missions, payloads, and customer use cases. That is the advantage VANTIS gives BluJ. Our platform-based approach lets us develop multiple AAM product classes efficiently and at scale."

Sateesh Andra, Managing Director, Endiya Partners, added, “India runs one of the largest logistics economies in the world, but it still moves on aircraft and infrastructure designed elsewhere. Aerial mobility is a rare category where Indian deep-tech can build globally relevant aerospace IP from the ground up, and that needs founders willing to bet years on getting the engineering right. BluJ Aerospace’s Gen 2 flight is proof that the hard work is paying off. From long-range cargo to the regional passenger mobility India needs next, they are building what comes after the runway.”

Naganand Doraswamy, Managing Partner, Ideaspring Capital, said, "Deep-tech categories that compound, from semiconductors to robotics and now aerospace, are won by teams that build platforms, not single products. India has had the engineering talent for decades, but very few teams have applied that platform discipline to aircraft. That is what BluJ has done with VANTIS, and Gen 2 is the first commercial output of an architecture we expect will shape how India shows up in global aerospace over the next decade.”

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