Toyota Kirloskar Motor, one of the leading passenger vehicle manufacturers, has announced that building on the success of its A Behavioural Change Demonstration (ABCD) initiative, it is now expanding the program to an additional 400 government schools in Raichur district for FY2024-25 and FY2025-26.

This program has already been successfully implemented in 100 schools over the past two years, positively impacting more than 26,000 students. The initiative will now benefit over 68,000 students in this next phase.

The program’s expansion officially commenced today with a one-day orientation session for the headmasters of the participating schools, held at the Krishi Vigyana Kendra (KVK) in Raichur. The orientation was inaugurated by Nitish K, IAS, Deputy Commissioner of Raichur, who was the Chief Guest at the occasion. This session was aimed at equipping the headmasters with tools and strategies to effectively deliver the program’s hygiene and sanitation curriculum.

As part of the program, TKM will actively promote essential hygiene practices among students through a series of training sessions that focus on handwashing, sanitation practices, water conservation, waste management, and personal hygiene.

Additionally, the program will provide sanitary pads to 24,000 adolescent girls till March 2026. This initiative aims to ensure effective menstrual hygiene management and support young women in their health and well-being, empowering them to take charge of their menstrual health and advocate for their needs. Through this project, essential sanitation supplies, including buckets, mugs, cleaning agents, handwashing soap, and mopping items will be provided to support hygiene maintenance.

Beyond hygiene education, the program aims to strengthen school cabinets and School Development and Monitoring Committees (SDMCs), empower students to advocate for better sanitation, and encourage families to build household toilets where needed. Community engagement will also play a pivotal role, with awareness campaigns, video demonstrations, and annual quiz and drawing competitions to reinforce the lessons learned in schools.

Nitish K said, “Education today is not just about academic excellence but about nurturing responsible, aware citizens who understand the importance of health and hygiene. The ABCD program by Toyota Kirloskar Motor is a shining example of how private enterprises can meaningfully contribute to community well-being. By teaching essential sanitation and hygiene practices to young minds, the program creates a foundation for healthier, more resilient communities. It’s heartening to see Toyota's commitment to expanding this initiative further into Raichur, reaching thousands of students and families. We look forward to the transformative outcomes this program will bring.”

Vikram Gulati, Country Head and Executive Vice-President, Corporate Affairs & Governance, Toyota Kirloskar Motor, said, “At Toyota Kirloskar Motor, we believe that true progress is driven by collective responsibility, and our ABCD program stands as a testament to this. The success of our first phase has encouraged us to scale up our efforts and reach an additional 400 schools in Raichur. We remain deeply committed to supporting the Swachh Bharat mission by promoting hygiene education and sustainable practices. Through this expanded initiative, we aim to not only improve sanitation in schools but also foster a culture of awareness and positive change across the community.”

Launched in 2015, the ABCD program begin its focus in Karnataka, especially in the Ramanagara district. By 2019, the initiative had reached 1,004 schools, benefiting 58,000 students and positively impacting 430,000 community members. Following its revitalisation in August 2023, the program continues to align with the national ‘Swachh Bharat Abhiyan’ mission, contributing to India’s ongoing efforts to improve sanitation and hygiene.

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Mumbai-headquartered automotive major Tata Motors is upbeat on FY2027. The company reported revenue of INR 3,355 billion, down 9 percent YoY in FY2026, as compared to INR 3,660 billion a year ago. The profit before tax saw a decline of 13 percent at INR 2,333 billion, as against INR 3,142 billion last year.

The impact was primarily on the back of several headwinds at Jaguar Land Rover, including cyber incidents, tariffs, China's luxury tax, VME pressures and adverse commodities. The Consolidated Net Debt stood at INR 307 billion, on account of adverse free cash flows primarily owing to production stoppages at JLR.

However, Tata Motors management is quite optimistic about transitioning into the new fiscal year. Shailesh Chandra, Managing Director & CEO, Tata Motors Passenger Vehicles, outlined a ‘stay the course’ philosophy backed by aggressive technological pivots. Despite macroeconomic volatility, the company is doubling down on its multi-powertrain strategy to insulate itself from global commodity shocks.

While FY2026 was a year of ‘outperformance’ (15 percent growth), Chandra has set a realistic yet ambitious floor for the mid-term.

"We are confident growth can be around 10 percent for FY2027. There is no question about changing the long-term plan. Unless there is a significant geopolitical impact on petrol and diesel prices that may have a 1-2 percent plus or minus effect on new car sales, we remain on track," Chandra stated.

Perhaps the most significant outlook provided was the expected reversal of the traditional cost structure. Chandra views the rising cost of Internal Combustion Engines (ICE) as an inevitability that will eventually make EVs the more profitable segment.

Interestingly, for Tata Motors’ alternative energy fuel mix (electric and CNG) now already accounts for 43 percent of passenger vehicle sales.

"ICE is going to be inflationary in the future," Chandra predicted. "Cost on the EV side has been disinflationary. If not equal, it will be better than ICE. We are not that concerned on profitability being impacted badly; there can be some pressure in the short-term, but it maybe for completely different reasons," he responded on the demand in the upcoming few months.

The automaker is also ramping up production to meet demand and expects to build on the strong momentum of H2 FY2026, and continue to deliver profitable and industry-beating growth in FY2027, supported by a robust demand pipeline, planned pipeline of new products and established multi-powertrain strategy.

By December 2026 or early CY2027, Tata Motors plans to enter the Flex-Fuel arena with at least one product to align with evolving government mandates.

"As far as Tata Motors is concerned, we are comfortable in terms of technology readiness," Chandra noted. "By end-December 2026 or early next year, we expect our first Flex-Fuel vehicle to be introduced. We are currently in discussion with the government through SIAM for E25 readiness."

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Maruti Suzuki India Limited has crossed a new threshold in its environmental logistics strategy, having now sent more than three million vehicles across the country by rail. The carmaker views this cumulative figure as proof of its deepening commitment to reducing emissions through supply chain innovation.

The share of trains in the company’s outbound vehicle movement has grown from just five percent in the 2014-15 fiscal year to 26.5 percent in 2025-26. The journey from two million to three million rail dispatches took only 21 months, setting a company record for the fastest addition of one million units moved by train.

Two of Maruti Suzuki’s manufacturing hubs, at Hansalpur and Manesar, are equipped with in-plant railway sidings, a distinction held by no other passenger vehicle maker in India. These facilities were built under the national PM GatiShakti master plan. The Hansalpur siding became operational in March 2023 and received a virtual inauguration from Prime Minister Narendra Modi a year later. In February 2026, it earned global recognition as the first modal shift transport project registered under Verra’s carbon standards. The Manesar siding, the largest of its kind in the country, saw its first train flagged off in June 2025 by Union Minister Ashwini Vaishnaw and Haryana Chief Minister Nayab Singh Saini.

With a combined annual capacity of 750,000 vehicles, the two sidings feed a hub and spoke network covering more than 600 cities from 22 hubs. Popular models like the Swift, Brezza, Baleno, Grand Vitara and Ertiga, produced in Gurugram, Manesar and Gujarat, are moved through this system. Rail connectivity also extends to the ports of Mundra and Pipavav, supporting the company’s export shipments.

Hisashi Takeuchi, Managing Director & CEO, Maruti Suzuki, said, “Achieving three million cumulative vehicle dispatches through railways marks a significant milestone in Maruti Suzuki’s green logistics journey. Since 2014, our rail-based vehicle dispatches have increased ninefold in volume, now contributing 26.5 percent of the Company’s total vehicle dispatches. Maruti Suzuki has committed over INR 13,720 million towards dedicated green logistics infrastructure. This includes development of in-plant railway sidings at our Hansalpur and Manesar manufacturing facilities, rail yards setup at key logistics hubs, procurement of specialised automotive rakes and supporting multiple infrastructure upgrades.

 “We thank the Government of India for the visionary PM GatiShakti National Master Plan, which has created a strong enabling framework for integrated, multimodal logistics and has supported the industry’s transition towards efficient, rail-led and sustainable freight movement. Going forward, we aim to increase the share of rail-based vehicle dispatches to 35 percent by FY2030-31 and plan to establish an in-plant siding at our new Kharkhoda facility. This would further help reduce carbon footprint, lower fuel consumption and ease overall road congestion.”

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The 110th birthday of Ferruccio Lamborghini Cavaliere di Gran Croce OMRI, the famous Italian automobile designer and industrialist who created Lamborghini Trattori in 1948 and Automobili Lamborghini in 1963 was on 28 April 2026. The force behind the conceptualisation, design and development of some of the most iconic supercar models ever to come out of Italy, such as the Miura and Countach, Lamborghini was driven by an unceasing desire to improve and innovate. 
Born in Renazzo, a hamlet in the municipality of Cento (province of Ferrara), on 28 April 1916, Lamborghini – the eldest son of farmers Antonio and Evelina Lamborghini – was attracted to mechanics than to the land that his father harvested. At the very young age, he spent his afternoons in the farmstead workshop. 
Managing to get hired by the best mechanical workshop in Bologna, where he discovered the secrets of mechanics, Lamborghini was drafted and assigned to the 50th Mixed Maneuver Motor Fleet stationed in Rhodes at the outbreak of World War II.
He successfully repaired (and broke) vehicles belonging to the Italians, German and British. Founding his first company in Rhodes, a small mechanical repair shop, Lamborghini returned to Italy in 1946 and, taking advantage of incentives put in place to support the economic recovery, opened a machine shop in Cento to repair motor vehicles and build small utility vehicles. 
Observing the crisis suffered by local agriculture, he built inexpensive agricultural tractors within reach of small landowners, using the components of old military vehicles. The first was made from a Morris truck where he applied a fuel vaporiser of his own invention. He sold some eleven such machines, establishing himself as an entrepreneur.
Counted among the most important industrialists in Italy by 1963, Lamborghini decided to build the best grand touring cars in the world. An incident often told is that he complained to Enzo Ferrari about a broken clutch in his personal Ferrari. Ferrari reportedly told him: “Stick to making tractors and leave the sports cars to me.”
Determined to build a better car than his Ferrari 250GT, Lamborghini hired top talent, including former Ferrari engineer Giotto Bizzarrini, to design a new V12 engine, and Gian Paolo Dallara as technical director. The first prototype – the 350 GTV – was built in Sant’Agata Bolognese and shown at the 1963 Turin Motor Show. 
The refined production version – the 350 GT – debuted at the 1964 Geneva Motor Show. The Muira, launched in 1966, redefined the supercar segment like no other, establishing firmly Lamborghini and his car venture into the domain that Ferrari ruled. 
The emblem found on the bonnet of the Muira was a result of an exercise where Lamborghini contacted a well-known local graphic designer, Paolo Rambaldi, who asked him what personal characteristics he felt he possessed. “I’m tamugno (which translated from dialect means hard, strong, stubborn) like a bull,” was the reply. An emblem was born thus with a raging bull in it, popularly referred to as the world-famous logo of Automobili Lamborghini.
Retaining his spirit after he left this world on 20 February 1993, Automobili Lamborghini continues to make among the best and most desirable supercars today. They are made with his conviction that the best can still be improved and new avenues can be explored.
 

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Tata Motors Passenger Vehicles (TMPV) has announced the launch of the Altroz iCNG AMT, making it the first premium hatchback in India to pair an automated manual transmission (AMT) with a CNG powertrain at prices starting INR 869,000 (ex-showoom Delhi).

The Altroz iCNG continues to feature Tata's patented twin-cylinder technology, which places the CNG tanks under the luggage area to ensure uncompromised boot space – a traditional pain point for CNG vehicle owners.

The introduction of the AMT variant follows a significant surge in CNG adoption in India. According to Tata Motors, CNG penetration in the passenger vehicle market grew from 19 percent in FY2025 to 22 percent in FY2026.

The company is positioning the Altroz as the most versatile vehicle in its segment, offering petrol, diesel, electric (EV) and now both manual and automatic CNG options.

Vivek Srivatsa, Chief Commercial Officer, Tata Passenger Electric Mobility Ltd., said, “The Altroz has consistently set benchmarks in the premium hatchback segment through its strong focus on design, safety and powertrain choice. CNG is the fastest growing fuel choice in the country, with 19 percent penetration in FY2025 and 22 percent in FY2026 and this growth is no longer limited to traditional markets, with new regions contributing significantly to adoption. With the introduction of AMT in the iCNG line-up, we are addressing a clear and growing customer need for greater convenience in CNG vehicles. This addition makes Altroz the most versatile and premium offering in its segment delivering the right balance of efficiency, ease of driving and everyday practicality, without compromising on space or safety."

The Altroz iCNG with dual cylinders has a total capacity of 60 litres located below the load floor. It features a micro-switch to keep the car switched off during refuelling and advanced materials in the iCNG kit to prevent leaks. The Altroz iCNG can be started directly in CNG mode, eliminating the need to switch from petrol.

The 5-speed AMT is tuned specifically to manage the torque delivery of the CNG engine for smooth low-speed crawling in traffic.

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