Toyota has accelerated its ‘Green Wave Project’ commemorating this year’s environment month. It is aimed at enhancing its nature conservation activity in the community with the company distributing saplings to its employees, under its sixth challenge that is termed as ‘Establishing a Future Society in Harmony with Nature’ and looks to contribute to the Toyota Environmental Challenge 2050. 

While the eco campaign continues to drive active community involvement to promote greenery, through employee engagement, Toyota Kirloskar Motor (TKM) has successfully distributed over 7000 saplings to its employees, marking significant progress towards its 8,000-sapling target set under its plantation activity. 

With TKM employees encouraged to plant and nurture the distributed saplings within their neighbourhoods and submit periodic reports on plant growth, the it is noteworthy to mention about Toyota’s tree plantation activities that are strongly driven by adopting a unique concept namely the ‘Miyawaki Method of Afforestation’ since 2009, and TKM was the first corporate in India to implement such plantation methodology. TKM’s steadfast commitment to sustainability and ecological restoration is yielding remarkable results, as evidenced by the numerous advantages of the Miyawaki approach. A comprehensive study conducted in collaboration with experts from Bangalore University revealed that the Miyawaki method excels in carbon sequestration, capturing an impressive 30.86 tonnes of carbon per acre.

By doing so, TKM not only restored native habitats but also created self-sustaining ecosystem that contribute to a healthier planet. Under the guidance of Late Dr Akira Miyawaki himself, TKM initiated its maiden Miyawaki plantation drive, way back in 2009, marking a significant milestone in its journey towards conservation of greenery and eco-consciousness. Since that momentous day, TKM's plantation drives have continued to evolve and expanded to 112 acres of green cover within the factory premises, out of which 32 acres of afforestation has been developed using Miyawaki method. Today, Toyota’s manufacturing facility, located in Bidadi (on the outskirts of Bengaluru) proudly boasts more than 328,000 trees of over 790 native species planted within its premises. The results have been truly awe-inspiring with a remarkable increase in biodiversity observed over the years. 

From a mere 181 plant species, the count has surged to an impressive 790, while the number of faunal species has risen from 76 to 284. The vibrant ecosystem now encompasses 88 bird varieties, 38 butterfly species, 107 insects, 17 reptiles, 8 mammals, and 6 amphibians, reflecting the successful development of a thriving native forest ecosystem.

In addition, TKM has created an experiential environmental learning centre ‘Ecozone’ (spread across 25 acres with 17 theme parks and home to 65,000 trees with 650 native species) for children, teachers, community members and other stakeholders, within its manufacturing facility aimed at creating the environment leaders and change champions for the future, to usher in desired behavioural change in the communities. This green zone depicts the creation of dense forest within the plant facility using the ‘Miyawaki Concept’ of plantation. The forests are dominantly planted with species of 4 major forest types such as Dry Deciduous, Moist Deciduous, Semi-evergreen and Evergreen Forest, covering 21 different sub-concepts such as Pollination meadows, herbal garden, plants for spices etc. So far, more than 42,000+ students & other stakeholders have been covered through ecozone initiative.

B Padmanabha, Executive Vice President and Director of Manufacturing - Toyota Kirloskar Motor, averred, “At Toyota Kirloskar Motor, we recognise that environmental and social sustainability are just as crucial as economic progression. Guided by Toyota’s Global Environmental Challenge 2050 (six challenges announced in 2015), our sustainability efforts are far reaching that go beyond product zero emissions. While the first three challenges seek to achieve zero carbon emissions covering the entire life cycle of our products, across manufacturing operations as well as our value chain, the last three challenges focus to achieve water conservation, establishing recycled based society and living in harmony with nature.”

“We believe that a sustainable future is built through collective action and community involvement, as exemplified by one of our eco initiatives - Green Wave Program that covers afforestation (plantation drives, distribution of saplings), sharing best practices (e.g. Miyawaki plantation methodology), creating awareness on nature conservation and imbibing good eco behaviour (Toyota Ecozone – Experiential Eco Learning). Together with our employees and other stakeholders, we aim to catalyse positive change in the community to safeguard the environment to the future,” he added. 

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TSUYO Manufacturing Pvt Ltd has appointed Naveen Kumar Amar as Senior Vice President of Finance, effective 1 April 2026. Recognised as a global finance power leader, Amar brings over 20 years of expertise in financial strategy, corporate governance and operational efficiency within capital-intensive industries. His arrival marks a strategic move as the company accelerates growth in the EV powertrain sector.

Before joining TSUYO, Amar was CFO at SpiceXpress, where he led financial restructuring, cost optimisation and drove digitisation projects. He also managed international and domestic fundraising across equity and debt. At TSUYO, he will oversee financial planning, capital allocation, and governance as the company scales manufacturing and deepens EV powertrain investments.

The company recently secured Single Window Clearance from Karnataka Government for a proposed 20-acre EV Powertrain Campus in the Dharwad–Hubli region, a hub for design, testing and production. Last month, TSUYO launched next generation electric motor technologies for India’s light commercial vehicle market, emphasising modular design, deep engineering and Make in India innovation.

The leadership team welcomed Amar, stating his appointment strengthens alignment of capital strategy with long term objectives. TSUYO is also investing in advanced manufacturing infrastructure and localisation of key EV components to reduce import reliance and bolster the domestic EV ecosystem.

Amar said, “I am excited to join Tsuyo at a crucial moment in its growth journey, as the company scales its manufacturing capabilities and strengthens its position in India’s evolving electric mobility ecosystem. With experience across diverse, capital-intensive sectors, I see immense opportunity in building a financially disciplined, execution-focused organisation that can sustain high growth over the long term. The company’s focus on the convergence of deep technology, localisation and large-scale manufacturing presents a unique platform for creating enduring value. I look forward to partnering with the leadership team to enable Tsuyo’s ambition of becoming a globally acclaimed EV powertrain company."

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German automotive luxury brand Audi has launched the new RS 5, featuring a high-performance plug-in hybrid system and a rear transaxle equipped with electromechanical torque vectoring. Marketed as quattro with Dynamic Torque Control, this system manages transverse torque distribution between the rear wheels within 15 milliseconds.

The system enables torque shifts between the rear wheels regardless of the power applied. Unlike mechanical equivalents, it operates during throttle application, off-throttle states and under braking.

It features a High-Voltage Actuator that uses a water-cooled permanent-magnet 400-volt electric motor providing 8 kW and 40 Nm of output. Overdrive Gears components use actuator torque to transfer differences of up to 2,000 Nm to the driveshafts.

The differential consists of a conventional unit with a low lock percentage that distributes applied torque to the left and right shafts.

The technology is designed to reduce understeer and oversteer by directing torque to the wheel with the most grip. If the vehicle begins to oversteer in a bend, the system increases torque at the inside wheel to provide stability. Conversely, it reduces torque at the inner wheel to prevent understeer, redirecting power to the outer wheel for traction.

Control is centralised via the HCP1 (High-Performance Computing Platform), which harmonises driver inputs with environmental data. This platform interprets steering intentions to provide unfiltered transfer to the wheels.

• Electromechanical torque vectoring at the rear axle works in conjunction with front-axle supports:
• Electronic Differential Lock: Enhances front-axle traction via the brakes.
• Brake Torque Vectoring: Provides additional front-end assistance.
• Adaptive Shock Absorbers: The twin-valve units are calibrated with the rear transaxle to improve throttle response and corner entry.

The system allows for customisable driving characteristics through various drive select modes, ranging from a balanced setup to a rear-biased configuration. Audi states the ‘fixed coupling’ of this electromechanical solution ensures torque distribution remains independent of drive torque, a distinction from clutch-based torque splitters.

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International Motors and Ryder System have commenced a joint autonomous truck pilot, integrating a factory-produced autonomous vehicle (AV) into live freight operations. Ryder is the first participant in the manufacturer's autonomous fleet trial programme.

The pilot operates on a daily 600-mile (965km) route along the I-35 corridor between Ryder locations in Laredo and Temple, Texas. The vehicle used is an International LT Series truck equipped with the S13 Integrated Powertrain.

The autonomous trucks will use factory-installed suite including LiDAR, radar and cameras. AI-based SuperDrive autonomous driving software provided by PlusAI. They are designed to operate within existing infrastructure without the requirement for dedicated autonomous terminals.

Initial data from the trial indicates 100 percent on-time delivery and 92 percent autonomous route coverage, conducted under the supervision of a human safety driver. Pre-trip inspections have been completed in under 30 minutes and the company reports improvements in fuel efficiency.

The pilot project aims to validate autonomous technology within an active long-haul logistics network. Identify value propositions for long-haul transport. Gather operational feedback to finalise product features for commercial launch. Collect data on uptime, serviceability and terminal processes.

James Cooper, Head of Autonomous Solutions, International, said, "In partnering with fleet customers to determine path-to-deployment, we're focused on integrating factory-ready virtual driver software into existing transport operations, without the need for dedicated autonomous terminals. The mission is to deliver a quality, OEM-validated solution to ensure our customers receive the reliability and valued experience they trust from International. As an OEM, our target is to provide our customers with an end-to-end solution including vehicles, digital solutions, and operational support services, allowing customers to operate directly from their existing infrastructure and minimising additional complexity. Ryder's participation underscores our shared commitment to practical autonomous fleet deployment. Together, we're working to turn pilots into scalable, commercial solutions."

Seth deVlugt, Senior Director of RyderVentures and New Product Strategy, Ryder, added, "For Ryder, this pilot represents an important step forward—moving beyond terminal- and maintenance-focused trials to evaluating autonomy in live operations. The insights we gain here will help us further understand how autonomy could potentially be applied across portions of the supply chain. Autonomy is informed by real-world operational experience, not test tracks. Operating an AV in an active logistics network with the supervision of a safety driver allows us to validate the technology where it matters most – on a real lane, moving real freight, for a real customer."

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Versigent has completed its separation from Aptiv PLC and launched as an independent, publicly traded company on the New York Stock Exchange.

The separation was finalised through a tax-free spin-off. Aptiv shareholders of record as of 17 March 2026 received one Versigent share for every three Aptiv shares held.

Versigent operates as a provider of signal, data and power distribution systems. In 2025, the business recorded revenue of USD 8.8 billion, net income of USD 528 million and adjusted EBITDA of USD 893 million.

The company maintains engineering centres on four continents and manufacturing operations in more than 25 countries. Its core business focuses on the design and delivery of low- and high-voltage electrical architectures for various end markets.

Versigent has established a financial target to reach USD 1 billion in free cash flow by 2028. Management expects to expand EBITDA margins by more than 200 basis points over the next three years, supported by revenue growth exceeding 3 percent.

Joseph Liotine, CEO, Versigent, said, “Today marks an important milestone as Versigent begins its next chapter as an independent company built on a century of leadership in advanced power distribution solution systems. As demand grows for greater capability with less complexity, our unmatched combination of engineering expertise, advanced manufacturing excellence, and global scale gives us a distinct advantage. Versigent is purpose-built to amplify our customers’ urgent needs to power smarter, faster, and safer features without compromise.”

Doug Ostermann, CFO, Versigent, added, “Versigent is well positioned to unlock greater value as we enter the public markets. We launch with clear priorities and a strong financial profile, including top-line revenue growth of more than three percent and industry-leading double-digit EBITDA margins that we expect to expand by more than 200 basis points over the next three years. Our business is globally scaled, highly engineered and consistently cash-generative, with a path to $1 billion in free cash flow by 2028. Through a balanced and disciplined capital allocation strategy, we are investing thoughtfully in the business while prioritizing attractive returns for shareholders.”

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