The voice about India’s car market staring at stagnancy is growing amid much selling by foreign investors in the stock market. Auto sticks of OEMs and suppliers have taken a beating lately. The reasons for stock market decline are said to be structural issues as well as geopolitical issues. In other words, they are local as well as global in their nature. The Indian auto industry – as the largest contributor of GST to the exchequer and among the highest contributor to the country's manufacturing GPD – is also quite local and global in its ways of working. 

Like any other developing nation, it is a market where the scope for an increase in automobile population is bright. It is also a market that is beset by structural issues nonetheless. With 34 cars owned per 1,000 people, the country with a population estimated to be 1,463,865,525 in 2025 has ample scope for auto sales growth. 

But as banks struggle for liquidity and a reduction in repo rate by the apex bank fails to reflect in the reduction of loan interest rates or equated monthly instalments, the structural issues facing the automobile industry are too stark to overlook.

Adding to the structural issues are perhaps developments such as the recent announecement by Maharashtra Government to levy six percent motor vehicle tax on premium electric vehicles. The leading industrialised state also has among the highest road toll taxes among other Indian states. The highway network in the state is among the most lacking and unsafe. Most roads in the state have either deteriorated or are under a seemingly unending period of repairs. 

The state government in its 2025 budget has also announced that it has raised the motor vehicle tax by one percentage point on individual-owned non-transport four-wheeler CNG and LPG vehicles. Such vehicles currently attract a seven to nine percent tax depending on their type and price.

While electricity costs have been rising with distribution companies like MSEDCL pushing for a revision in fixed and energy charges for various categories in order to bridge revenue gap, owning electric vehicles and CNG vehicles is becoming costlier though eco-friendlier.

Attracting over 200 percent in taxes, petrol and diesel prices have been at an all-time high. A timely upward revision in toll prices is only adding further to the cost of motoring in a country where close to or more than 50 of the vehicle purchase price amounts to taxes. Spares are also taxed at a hefty 28 percent and the labour costs have steeply risen post Covid-19 pandemic.

With vehicle prices being jacked up by automakers under the pretext of rising input costs by about four to five percent if not more, the Indian auto industry is clearly under pressure to maintain its margins and stay profitable.

Against the operating costs, the foot falls in the showroom are taking longer to realise into actual sales. Discounts are gaining speed and indicative of sales losing stream in some of the segments that were until recently doing very well.

Any excitement about a rebate in Income Tax up to INR 1,200,000 – it takes over INR 1,000,000 to purchase a decent car in India today – seeming to have faded into thin air, the talk about government announced a reduction in GST taxes has gained speed. When it would actually come into effect is yet to be known but the narrative has started building. The stock market does not look excited however and the money lost by domestic investors may take a long time to come back, it seems.

As US President Donald Trump speaks about exposing India’s ‘wrong’ tariff policies in the absence of any statement from the Indian government striking out his claims, the Indian market for automobiles and other consumer goods looks destined for a rough ride. Stagnancy will be a part of the plot, the repercussions of which would stem from domestic structural issues as well as geopolitical shifts where calls like ‘China Plus One’ hold no value at all anymore.

With the entry of Tesla – which has seen its sales and stock prices plummet in many of existing markets off late – set to enter India with the government lowering tariff under pressure from the US President, the subject of too much regulation needs to be examined in terms of structural strength and the industry’s ability to be competitive. Local manufacture is also a subject that needs to be looked at as MSME sector continues to shrink and take down with it the PMI index.

Skilling is also a subject that should be looked at as engineering courses lose interest with the young in the country. A manufacturing-less economy that is also witnessing the services sector face a slowdown – again due to structural and geopolitical issues – may not spell a good omen for growth in the long run. This, particularly in the case of a country whose median age in 29 years.

China’s ‘Deep seek’ has shown how the prowess in technology can shift overnight and highly influence the economy of a nation, its stock markets suddenly. In India, the auto industry should nurture the MSME sector as much as the government should. A services alternative in terms of growth over manufacturing may not hold forth in the long-term. Manufacturing exports can shrink abruptly anytime under the shifting regulatory and other market issues in the domestic marketplace and under the shifting geopolitical situations in various parts of the world that also make lucrative export markets.  

Image for representative purpose only. 

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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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