Ratan Tata, Chairman, Tata Sons, is no more. Admitted to the Breach Candy hospital in Mumbai, the 86-year-old Tata Group patriarch passed away in the late hours of 9 October 2024 due to age-related ailments.

Spearheading the entry of Tata Motors into passenger vehicle manufacture rather than be a commercial vehicles manufacturer only, Tata took over the mantle of Tata Sons as the umbrella organisation of Tata Group of companies in 1991 from JRD Tata.

Chairman emeritus of the USD 130-billion salt-to-software group, Tata was always passionate about automobiles and aeroplanes as much as he was caring about animals. A skilled aviator who would fly a plane himself, Tata was also a philanthropist. 

Highlighting an ability to risk by acquiring business such as Corus Steel of UK, Jaguar Land Rover of UK (from Ford Motor Company) and develop products such as the Nano for the common people, Tata messaged on ‘X’ that the recent rumours circulating regarding his health should not be considered as he was undergoing check-ups for age-related medical conditions and was in good spirits

He was admitted to the hospital on 7 October 2024 with age-related medical conditions. He has left behind him robust organisations in the form of Tata Motors and others, which have set an example of how success is achieved and how benchmarks are set. 

Tata Motors began its journey in the late 80s in the passenger vehicle space with the Tata Estate, Sierra and later the Indica against the competition  that was superior in their abilities to make cars.  Tata drove Tata Motors from what looked like a failure to the success that it today enjoys in the passenger vehicle domain by building capabilities starting with the passnger vehicle factory within the company's Pune premises. 

While projects like the Nano peoples’ car were very close to his heart and an outcome of the ambition to provide the ‘middle-class’ families a safe mode of personal transport, Tata was quite passionate about cars himself.

While he was often seen driving a Honda City in Mumbai near ‘Bombay House’ (the Tata Group headquarters) and the NCPA where he launched the Indigo Marina estate based on the Indica platform, Tata loved loved fast cars and flying his own plane.

Born on 28 December 1937 to Naval Tata and Soonoo Commisariat, Tata was raised by his grandmother Navajbai Tata along with his younger brother Jimmy. He completed his degree in architecture in 1962 from Cornell University, New York. He did an advanced management programme at the Harvard Business School in 1975.

On the advice of JRD Tata, Tata turned down a job offer from IBM to join the family business and began his stint as an apprentice on the shop floor of Tata Steel, shovelling limestone and handling the blast furnace.

Taking charge of the National Radio & Electronics Company (Nelco) in the late 70s along with the Mumbai-based Empress Mills, Tata was the fourth generation in the dynasty.

Successfully steering the Tata Group out of the rough winds that it got into when some of the business such as Tata Telecom went down, Tata stepped down on 28 December 2012 on turning 75. He passed the reigns over to Cyrus Mistry as his successor.

As relations between Mistry and Tata soured, Tata moved ahead to take over the leadership of the Tata Group on 24 October 2014. He put N Chandrasekaran, who was then heading TCS, in the commanding position as the Tata Group chairman in January 2017.

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German luxury car brand Audi India has commenced local assembly of the all-new Audi Q3 at the Skoda Auto Volkswagen India (SAVWIPL) plant in Chhatrapati Sambhajinagar ahead of its official market launch on 16 October 2026.

The model is powered by a 2.0-litre petrol engine and features Audi's quattro all-wheel-drive system, combining standard compact SUV proportions with localised production.

Piyush Arora, MD and CEO, Skoda Auto Volkswagen India, said, “The start of production of the all-new Audi Q3 is an important milestone for our Group in India. It reflects the strong capabilities of our Chhatrapati Sambhajinagar facility and our commitment to supporting the growth of our brands in the country. We are proud to produce the latest Audi Q3 in India, with the same high standards of quality, precision and engineering excellence that define Audi globally.”

Balbir Singh Dhillon, Brand Director, Audi India, said, “Today marks a significant day for us as we begin the start of production and take another important step towards the launch of the all-new Audi Q3. The Audi Q3 has been an important gateway to the Audi brand, and this new generation is set to build on that success with its distinctive design, progressive technology and dynamic character. We see the all-new Audi Q3 as a strong catalyst for the next phase of our growth — helping us reach a broader customer base, strengthen our presence and further build the Audi brand in India.”

Bookings for the all-new Audi Q3 have opened across Audi India's official website, the myAudi Connect mobile application and the brand's dealership network in the country.

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Electric two-wheeler startup Creatara Mobility has inaugurated its initial production facility in Faridabad, Haryana, featuring an installed annual production capacity of 30,000 units. The facility marks the transition from research and development to assembly for the vehicle startup.

Located in the Delhi-NCR, the plant will produce Creatara's IN40 and VM4 electric two-wheeler models for distribution in domestic and export markets. The e-scooter utilise a proprietary platform incorporating an artificial intelligence-ready Vehicle Control Unit alongside portable, swappable battery packs. The manufacturing facility operates using the Japanese 5S organisational method to standardise production processes across assembly, component testing and battery integration.

Vikas Gupta, Founder and CEO, Creatara Mobility, said, "Creatara’s journey has never been about factories first, but about a vision realised step by step. It began with an idea, evolved into a product, proved its potential and achieved certification. Now, that vision is being industrialised and scaled. The path has been deliberate: Build → Validate → Certify → Industrialise → Scale — each stage strengthening the next."

The company first displayed its vehicle prototypes in January 2025 before securing product certifications and establishing supply chain partnerships. Creatara's business model targets young demographics through vehicle customisation options and distinct body designs across its electric crossover segment.

Ringlarei Pamei, Co-Founder, Creatara Mobility, said, "We have built Creatara with disciplined capital. Our focus has never been to spend our way into scale. It has been to create capability at every stage — technology, product, certification, supply chain and now manufacturing. We believe there is tremendous opportunity for companies that can combine ambition with capital discipline and that is the model we want to build at Creatara."

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Garware Hi-Tech Films (GHFL) and specialty chemicals company Lubrizol have signed a Memorandum of Understanding to collaborate on the development and manufacturing of Thermoplastic Polyurethane (TPU) technology in India.

The agreement establishes a dedicated TPU film extrusion platform designed to expand GHFL's product portfolio across automotive, architectural, industrial and electronics sectors, while providing backward integration for its Paint Protection Film (PPF) business.

As part of the understanding, GHFL is committing an investment of approximately INR 1.18 billion toward the platform, with operational commencement targeted for December 2026. Roughly 25 percent of the total capital outlay will be directed toward research, new product development and technological capabilities.

The partnership involves combining Lubrizol's material science and TPU formulations with GHFL's processing and film manufacturing infrastructure. In-house TPU extrusion will supply inputs for GHFL's PPF manufacturing, supporting an expansion in PPF production capacity to over 60 million square feet (LSF). By manufacturing TPU films locally rather than relying on foreign suppliers, the company expects to enhance supply chain control and support an incremental EBITDA margin expansion of 150 to 200 basis points at a consolidated level.

Monika Garware, Joint MD and Vice-Chairperson, Garware Hi-Tech Films, said, “This association marks a significant milestone in GHFL’s journey towards building a globally competitive, technology-led specialty films business. This collaboration gives us the opportunity to develop new, high-value products across multiple specialty applications, while also strengthening our backward integration in PPF. By combining Lubrizol’s world-class TPU technology with GHFL’s engineering and manufacturing capabilities, we aim to accelerate innovation and build differentiated solutions for the Indian and global markets.”

Deepak Joshi, Director of Sales and Marketing, Garware Hi-Tech Films, said, “GHFL’s INR 1.18 billion investment in advanced TPU film extrusion and manufacturing capabilities is expected to be operational by December 2026, together with the expansion of PPF manufacturing capacity to over 600 LSF, marks a significant step in strengthening our technology-driven, value-added portfolio. This will enable us to develop new TPU-based products across PPF and other specialty applications, while providing greater backward integration for our PPF business. With nearly 25 percent of the investment directed towards new product development and technology capabilities, we see TPU as an important foundation for future innovation, faster commercialisation and incremental EBITDA margin improvement in PPF.”

Abhishek Shrivastava, Vice-President and MD, Lubrizol IMEA, said, “India is emerging as a significant hub for advanced manufacturing, supported by growing domestic demand, strong industrial capabilities and an increasing focus on localisation. At Lubrizol, we are committed to enabling this growth through collaboration, innovation and world-class materials science. Our association with Garware reflects a shared vision of advancing high-performance solutions for the Indian market while contributing to a stronger and more competitive specialty materials ecosystem.”

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European automotive major Stellantis India has acquired the remaining equity stake held by Hindustan Motor Finance Corporation, a CK Birla Group company, in Stellantis Automobiles India. The transaction gives Stellantis complete ownership of the entity and its manufacturing facility located in Thiruvallur, Tamil Nadu.

The acquisition was funded through foreign direct investment and consolidates the manufacturing partnership established between Stellantis and the CK Birla Group in 2017.

The vehicle assembly at the Thiruvallur site began in 2021 and the plant currently produces the Citroen C3, e-C3, C3 Aircross and Basalt models. The company claims a localisation level of over 95 percent in its range.

Stellantis has allocated more than EUR 1 billion (approximately INR 110 billion) toward its Indian operations, covering manufacturing, engineering, supplier development and exports.

The automaker plans to increase annual production at the Thiruvallur facility from 16,000 units in 2026 to more than 43,000 units by 2028. The expansion is projected to increase direct site employment from 610 workers in 2026 to more than double that figure by 2028, alongside additional job creation in local supplier and logistics operations. Vehicles assembled at the plant are distributed domestically and exported to eight international markets across four continents.

Shailesh Hazela, CEO and Managing Director, Stellantis India, said, "India remains a key pillar of Stellantis' growth strategy. Having invested close to INR 110 billion in the country to build a strong manufacturing, engineering and export ecosystem, we continue to see significant opportunities ahead. This milestone will enable greater integration and enhance our ability to respond more quickly to customer and market needs."

"As we look ahead, we are committed to driving growth through new product investments, expanded manufacturing capacity, stronger export competitiveness and deeper localisation. India is playing an increasingly important role within Stellantis' global network, and we see significant potential to further scale our operations and contribution to the country's industrial growth," Hazela added.

The buyout removes the joint venture structure, establishing direct operational control for Stellantis to align Indian manufacturing capacity and export distribution with its central corporate operations.

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