As the news of a seven-seater C-segment SUV being tested by Nissan in India gathers speed (besides the news that Renault will launch the new Duster as the Bigster in the next few months), the Renault Group and Nissan have announced new strategic projects. 
The most important of these is the restructuring of the Indian Renault Nissan Alliance entity with Renault Group buying out the 51 percent stake of Nissan, making Renault Nissan Automotive India Private Ltd (RNAIPL) its fully owned subsidiary. 
Despite this change, Nissan will maintain its presence in India with a strong focus on enhancing market coverage. RNAIPL will continue to support Nissan’s production of models, including the New Nissan Magnite in India. 
With Nissan choosing Renault Group to develop and produce a derivative of Twingo that it has designed, the restructuring of the Indian business that was until now a well-honed alliance effort with almost equal-equal investment by both the auto makers, the Renault Group and Nissan have entered into a new alliance agreement that would increase the flexibility of each of the two regarding their cross-shareholdings. This would be done by setting the lock-up undertaking at 10 percent instead of the current 15 percent. 
Nissan would be released from its commitment to invest in Ampere while continuing the agreed product projects.
 Luca de Meo, CEO of Renault Group, commented on the significant development: “As a long-time partner of Nissan within the Alliance and as its main shareholder, Renault Group has a strong interest in seeing Nissan turnaround its performance as quickly as possible. Pragmatism and business-oriented mindset were at the core of our discussions to identify the most effective ways of supporting their recovery plan while developing value-creating business opportunities for Renault Group. This Framework Agreement, beneficial for both parties, is the proof of the agile and efficient mindset of the new Alliance. It also confirms the attractiveness of our products with Twingo as well as our ambition to grow our business on international markets. India is a key automotive market and Renault Group will put in place an efficient industrial footprint and ecosystem.”
 “Nissan is committed to preserving the value and benefits of our strategic partnership within the Alliance while implementing turnaround measures to enhance efficiencies. Our goal is to create a more agile and effective business model that allows us to respond quickly to changing market conditions and conserve cash for future investments. We remain committed to the Indian market, delivering vehicles tailored to local consumer needs while ensuring top-notch sales and service for our existing and future customers. India will remain a hub for our research and development, digital and other knowledge services. Our plans for new SUVs in the India market remain intact, and we will continue our vehicle exports to other markets under the “One Car, One World” business strategy for India," said Ivan Espinosa, President and CEO of Nissan. 
 

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German premium luxury car brand Porsche AG has presented its medium-term corporate strategy, named Sportwagenschmiede 35, at its Capital Markets Day at the Weissach Development Centre. The strategy outlines operational restructuring, portfolio expansion and financial targets aimed at lowering the manufacturer's break-even point to below 200,000 vehicles annually.

The plan prioritises value creation over volume expansion by shifting the product lineup further toward high-margin vehicle segments. Porsche plans to reduce its overall model variant count by 20 percent while increasing the share of D and E segment vehicles in its portfolio by 45 percent.

The strategy includes plans for a mid-engined super sports car platform positioned above the 911 range, alongside potential additions to its SUV lineup. Product releases will include all-electric 718 Boxster and Cayman models scheduled for full-year market support in 2028, as well as a B-segment SUV featuring combustion and plug-in hybrid powertrains planned for production in 2028. Porsche is also expanding its individualisation operations under its Sonderwunsch programme, targeting a sixfold increase in customisation revenue.

Operationally, Porsche plans to lower development costs by up to 20 percent through modular development processes and shorter project timelines, while merging Porsche Engineering and Porsche Digital into a unified entity named Porsche Technologies. The company aims to reduce production personnel costs by up to 30 percent, cut sales and distribution expenses by 20 percent by restructuring its sales regions from five to four, and reduce material costs across new vehicle projects by 10 percent.

Management positions will be reduced by 40 percent, alongside an overall workforce reduction of 25 to 30 percent across direct and indirect functions. These measures follow existing agreements that include a reduction of 9,000 positions, alongside divested equity stakes in Rimac, Bugatti Rimac and MHP, as well as the planned closure of cell and e-bike development units.

Porsche has established its financial targets with the medium-term Group operating return on sales between 10 and 15 percent, with an Automotive net cash flow margin target of 9 to 12 percent. In the long term, Porsche targets a 15 percent operating return on sales and a 12 percent net cash flow margin, backed by projected Group revenue of EUR 41 billion to 45 billion.

Michael Leiters, Chairman of the Executive Board, Porsche AG, said, "We are pursuing a clear plan with our strategy Sportwagenschmiede '35. The ultimate goal is to further strengthen our unique sports car brand – across all model lines and with new, highly desirable models in particularly high-margin segments. Our strategy will lay the groundwork to make Porsche significantly more efficient, productive and profitable in three phases. At the moment, the main focus is on reducing costs and making the company more financially robust. We have already achieved some important milestones. Our strategy focuses very much on our medium-term ambition so that the measures and the associated results take effect as early as possible. The term 'Sportwagenschmiede' was deliberately chosen because it captures everything Porsche aims to stand for in the future: our aspiration to offer the sportiest vehicles in every segment, but also craftsmanship, down-to-earth thinking and entrepreneurial, business-focused action. Our goal is to be attractive to all stakeholders: our customers, our workforce, our partners and our investors."

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Honda India Foundation, the corporate social responsibility (CSR) arm of Honda group companies in India, has handed over 20 Emergency Response Vehicles to the Bengaluru Traffic Police to support traffic management, emergency response and field operations across the city.

The fleet consists of 20 modified Honda CB350 motorcycles equipped with dual-tone sirens, public address systems, LED emergency lights, display boards, windscreens and storage compartments for police operations. This deployment adds to the 50 Quick Response Team vehicles provided by the foundation to Bengaluru police in October 2025, bringing the total number of modified vehicles supplied to Karnataka police authorities to 70 units.

The handover forms part of the foundation's initiative under which 835 Emergency Response Vehicles have been deployed across multiple Indian states since August 2025.

Alongside the vehicle handover, Honda India Foundation signed a Memorandum of Agreement with the Bengaluru Traffic Police to establish a Traffic Training Park aimed at providing road safety education to road users. Groundbreaking for the facility was completed during the event, where the foundation also launched its road safety programme based on education, engineering, enforcement, and emergency care.

The ceremony was attended by Priyank Kharge, Minister for Home, Information Technology and Biotechnology, and E-Governance, Government of Karnataka, Seemant Kumar Singh, Commissioner of Police, Bengaluru City, Karthik Reddy, Joint Commissioner of Police (Traffic), Bengaluru City, Prabhu Nagaraj, Operating Officer for Corporate Affairs at Honda Motorcycle and Scooter India and Vishal Saxena, Operating Officer for the Narasapura Plant at Honda Motorcycle and Scooter India.

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Caterham has expanded its official UK retailer network by appointing Yorkshire-based Caterham Turn 7. The father-and-son team of Jim and Callum McDougall founded the business, which has built a strong reputation within the Caterham community as an independent pre-owned specialist and service centre. The Seven runs deep in the McDougall family, with Jim having helped establish the concept behind the Caterham Academy and Callum having worked as a Sales Executive for Caterham at the original Town End showroom.

Beyond its established pre-owned operation, the North Yorkshire facility will now offer the complete Seven range, along with official parts, workshop servicing and aftersales support. This appointment strengthens Caterham's presence in the region and formalises a longstanding relationship with a business already deeply embedded in the brand's culture.

Christian Gorton, Global Head of Sales at Caterham Cars, said, “We are thrilled to welcome Caterham Turn 7 to our official UK retailer network. Callum, Jim, Carl and the team are already integral, highly respected members of the Caterham community, having built a brilliant reputation as an independent specialist in Yorkshire. Their lifelong passion for the Seven, motorsport ties and technical knowledge make this appointment a natural evolution. Expanding our official footprint in the North East ensures our growing community of drivers will receive exceptional service and support.”

Callum McDougall, Director of Turn 7, said, “It is great to be back working with Caterham again after nearly 13 years of being an independent specialist. Our team and our facility have been growing steadily over the last five years along with our fantastic community of Seven owners. Becoming the official sales and service centre for the area will give us the ability to provide even better services to our customers, with more products and backing by Caterham themselves. I've watched Caterham change a lot over the 16 years I have been in the industry, and I am really pleased to say that it looks like they are in a really good place right now, with some exciting new products on the horizon. We are all very excited to be joining the official retailer network and helping to drive, maintain and support the future of the Seven and its owners.”

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A recent study by Intangles, a global AI-powered prescriptive analytics firm focused on commercial fleets and mobility analytics, examined school bus safety across India and found that one in five of the vehicles analysed had recorded at least one over-speeding incident. The research covered 598 school buses in 61 cities over a six-month period during 2026, forming part of the company’s Interesting Angles Episode 2 report titled Beyond the Rulebook. More than 75,000 flagged driving events were assessed across four behaviours: over-speeding, hard braking, harsh acceleration and coasting.

Regional contrasts proved striking. In Delhi, four out of five buses analysed logged over-speeding incidents, compared with the national ratio of one in five. Maharashtra also raised concerns, with harsh acceleration events occurring at six times the national average. The report further identified 116 buses that triggered over-speeding alerts every two to three days, averaging roughly 79 kmph during those instances, well above prescribed limits. Such findings underscore the value of continuous driving behaviour monitoring alongside mandatory speed governors and standard GPS tracking.

Hard braking proved the most common flagged behaviour, representing 81.5 percent of all safety events. Each bus averaged 126 flagged events over six months, including about 103 hard braking incidents, or nearly one every two school days. The study described a ‘Bell Effect’, where hard braking rose sharply between 7 AM and 8 AM across regions, coinciding with the morning commute. While no direct cause was established, the pattern suggests operational pressures such as congestion, tight schedules and the race to reach school on time may contribute.

Comparisons between school and city buses revealed sharp differences. Harsh acceleration stood at 4.6 percent versus 1.8 percent, hard braking at 81.5 percent versus 38.9 percent and coasting at 2.9 percent versus 0.4 percent, amounting to fourfold, threefold and ninefold gaps, respectively. In Maharashtra, harsh acceleration made up 30 percent of flagged events against a 5 percent national average, while Pune recorded 42 percent compared with Mumbai’s 15 percent, indicating that congestion alone may not explain aggressive acceleration.

The findings arrive as school transportation safety rules evolve. Maharashtra’s July 2026 regulations introduce seat belts, CCTV, live video access, GPS tracking, panic buttons, digital attendance and state monitoring integration. Nationally, Advanced Driver Assistance Systems are being phased into new buses and trucks between 2026 and 2028. Yet with older vehicles still operating, the study stresses strengthening safety practices within existing fleets.

Intangles maintains that driving behaviour monitoring, real-world trip data, cameras and structured driver coaching can help schools and operators spot unsafe patterns and take corrective action. Integrating these tools with existing requirements may improve accountability and visibility in daily school transportation. The analysis used proprietary algorithms to assess event frequency, timing and geography, and its findings reflect observed behaviour within the study sample.

Anup Patil, CEO, Intangles, said, "School bus safety is often measured by whether a vehicle meets prescribed regulations, from speed governors and GPS tracking to onboard safety equipment. But compliance does not necessarily tell us how safely a child is being driven. Our analysis found recurring instances of speeding and hard braking across school buses, with some of these behaviours occurring repeatedly during routine journeys. What is equally important is understanding the conditions in which these incidents occur.”

Vikram Melapudi, Chief AI Scientist, Intangles, said, “Schools and safety officers need greater visibility into real world driving behaviour so they can identify recurring risks, address unsafe practices and strengthen driver accountability. The focus must shift from simply checking whether a bus is compliant to continuously assessing how safely it is being operated."

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