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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Sona Comstar, in partnership with Tata STRIVE, has opened a vocational training facility in Chakan, Pune.

The Sona Comstar–Tata STRIVE Skill Development Centre was inaugurated by Priya Kapur, Non-Executive Director of Sona Comstar and Chairperson of its Corporate Social Responsibility (CSR) Committee.

Located within the Chakan industrial cluster, the facility aims to train 220 individuals during FY2026–27. The centre offers instructional programs in computer numerical control (CNC) machine operations, electrical maintenance and banking, financial services & insurance (BFSI) roles to match workforce requirements in local manufacturing and service sectors.

The Chakan project expands an existing skill development initiative between Sona Comstar and Tata STRIVE, following the establishment of a similar facility in Chennai. The Chennai centre has provided training to 623 individuals, recording an 80 percent job placement rate and 42 per cent female participation.

Priya Kapur said, "Every young person I met had a different story to tell. Different struggles, different ambitions, but the same dream of building a better future. It was inspiring to hear their journeys and learn what brought them here. Skilling is about much more than employability. It equips young people with the confidence, dignity and practical skills to build better livelihoods. Partnerships like the one between Sona Comstar and Tata STRIVE demonstrate how industry can play a meaningful role in preparing young people for the jobs of tomorrow. I hope the Chakan centre becomes a launchpad for hundreds of such journeys."

The facility will conduct continuous technical training, faculty interactions and industry placement assistance to facilitate employment across manufacturing plants and corporate entities operating in the Pune region.

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Toyota Motor Corporation-owned luxury brand Lexus has introduced Lexus Flight, a helicopter transportation service operated by Aero Toyota Co, with operations scheduled to commence from 24 August 2026.

The service expands the brand's product offerings beyond ground vehicles and maritime vessels into air transport. The operational structure combines road transfers in Lexus vehicles between passenger departure points and heliports, flight connections between cities and resort locations aboard helicopters and marine transport options utilising the LY680 yacht.

The service utilises the Leonardo AW169 helicopter, manufactured in Italy, which accommodates seven passengers. The aircraft measures 14.65 metres in length, 3.21 metres in width and 4.56 metres in height, powered by two Pratt & Whitney Canada PW210A1 turboshaft engines. The twin-engine helicopter reaches a maximum cruise speed of 267 kilometres per hour and maintains an operational range of 785 kilometres.

Cabin specifications for the aircraft include Wi-Fi connectivity and an onboard tablet interface allowing passengers to control climate settings, interior lighting, flight map tracking, exterior camera feeds and entertainment systems.

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Mumbai-headquartered automotive major Mahindra & Mahindra has executed a binding agreement to raise approximately INR 3.22 billion for its electric commercial vehicle subsidiary, Mahindra Last Mile Mobility (MLMML). The investment transaction values the last-mile transport business at INR 108.22 billion.

The funding round was led by global investment firm Lightrock, with participation from existing investors International Finance Corporation (IFC) and the India-Japan Fund (IJF), managed by National Investment and Infrastructure Fund (NIIF).

The capital injection follows sales metrics recorded by the subsidiary, including an 85 percent YoY volume increase in electric three-wheelers during the first quarter of FY2027 and sales exceeding 100,000 units in FY2026.

Dr Anish Shah, Group CEO & MD, Mahindra Group, said, “We welcome Lightrock as a partner marking a pivotal milestone in our last mile mobility initiative, highlighting the transformative potential of our growth gems. Our robust business model continues to draw top-tier investors. With Lightrock joining alongside IFC and IJF, MLMML has now achieved unicorn status in the electric vehicle market. This investment brings us closer to our goal of deploying 1 million EVs on India roads by 2031 and solidifies our leadership in the electric commercial vehicle sector.”

Rajesh Jejurikar, Executive Director and CEO - Auto & Farm Sector, Mahindra & Mahindra, said, “This investment from Lightrock reinforces Mahindra Last Mile Mobility’s leadership in the EV space. With around 40 percent market share in the L5 segment, it is at the forefront of a market that has rapidly scaled from 12 percent to 40 percent electrification in just two years. We are proud to be India’s No.1 electric commercial vehicle manufacturer for the fourth consecutive year. Crossing 100,000 EV sales in FY26 and 6 billion e-kilometres cumulatively underscores the trust of our customers and our commitment to driving sustainable, inclusive growth.”

Samir Abhyankar, Partner and Head of India, Lightrock, said, “It is a privilege to partner with the Mahindra Group through Lightrock’s investment in Mahindra Last Mile Mobility. The leadership team has done an exceptional job of building the company from the ground up into a market-leader in electric three-wheelers, underpinned by a focused strategy and outstanding execution ability. Lightrock is excited to support the Group as it continues to build sustainable, high-growth businesses capable of meeting the evolving needs of tomorrow’s India.”

At present, Mahindra Last Mile Mobility holds approximately 40 percent market share in the L5 electric three-wheeler category in India. The fund raised from the round will support product engineering, expansion of manufacturing operations and fleet deployment plans targeting one million electric vehicles by 2031.

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Honda Motor Co, one of the leading passenger vehicle manufacturers, has appointed Toshiyuki Yanagisawa as President and Chief Executive Officer of Honda Cars India (HCIL), effective 1 October 2026.

He will succeed Takashi Nakajima, the outgoing President and Chief Executive Officer, who will transfer to Asian Honda Motor Co., at the regional headquarters upon completion of his term in India.

Yanagisawa, an Operating Executive at Honda, currently serves as head of the India Strategic Development Office and Chief Executive Officer of Honda Digital Innovation India (HDII). In his new role, he will manage operations across both HCIL and HDII.

The structural alignment follows Honda's designation of India, North America and Japan as primary markets for its growth strategy. The India Strategic Development Office has established market plans to support business expansion in the country. Development initiatives for a vehicle scheduled for market launch in 2028 have transitioned from planning to execution.

Yanagisawa previously held positions within HCIL during earlier international postings at Honda, providing experience with domestic market operations, consumer demographics and regulatory frameworks.

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