Autocar Professional - Latest Articles

Tata Motors Incorporates Teesta Renewable Energy SPV, Takes 26% Stake In New Power Venture

Autocar Professional Bureau — Wed, 13 May 2026 11:01:31

Tata Motors has incorporated a special purpose vehicle (SPV), Teesta Renewable Energy Private Limited (TREPL), to expand its involvement in renewable energy and captive power generation. The company disclosed the development through a regulatory filing dated May 12, 2026.

The automaker will hold a 26 per cent equity stake in the newly formed entity, thereby making TREPL an associate company of Tata Motors. Welspun Renewable Energy Private Limited has been identified as the holding company of the SPV.

According to the filing, TREPL has been incorporated in India and will operate in the power sector. Its business activities will include solar and wind power generation, along with captive generation and sale of electrical energy.

The filing did not specify the scale of the proposed renewable energy projects or provide timelines for commercial operations. However, the structure suggests the SPV could support Tata Motors’ broader energy requirements through captive renewable power sourcing, while also aligning with ongoing industrial decarbonisation efforts across the automotive sector.

Tata Motors stated that the initial capital subscription in the SPV will be made in cash, with the shares subscribed at par value at the time of incorporation. The company also noted that no governmental or regulatory approvals were required specifically for the incorporation process

CNH India Marks 800,000-Tractor Milestone At Greater Noida Facility

Autocar Professional Bureau — Tue, 12 May 2026 14:00:50

CNH India has rolled out its 800,000th tractor from its Greater Noida manufacturing facility, marking a production milestone for the company’s India operations.

Operational since 1999, the Greater Noida facility manufactures tractors under the New Holland and Case IH brands for both domestic and export markets. According to the company, the latest milestone comes two years after the plant crossed the 700,000-unit mark in 2024.

The company said the facility currently has an annual production capacity of around 60,000 tractors and is in the process of ramping this up to 70,000 units. The plant manufactures a broad range of tractor models catering to varied agricultural applications in India and overseas markets.

“As a key pillar in CNH’s global manufacturing network, our Noida plant continues to deliver world-class, technology-driven solutions backed by the trust of our customers and our commitment to the future of farming,” said Ravi Kundra, Director Manufacturing Agriculture, CNH India.

Spread across 60 acres, the facility also manufactures engines, transmissions, power take-offs and axles. CNH India said the plant produces over 3,000 tractor variants and exports products to more than 90 countries across Asia, Africa, the Middle East, Australia and North America.

The company added that the facility uses automated manufacturing systems and has implemented sustainability measures, including rooftop solar power generation, water conservation initiatives and Miyawaki-based afforestation programmes.

CNH India also said it plans to establish a new tractor manufacturing facility to support future domestic and export demand for locally manufactured equipment.

Maruti Suzuki Selects Six Startups for AI and Technology-Led Solutions

Autocar Professional Bureau — Tue, 12 May 2026 13:37:08

Maruti Suzuki India has selected six startups under the 10th cohort of its Accelerator Program to develop technology-led solutions across manufacturing, product development and customer operations.

The selected startups — Goat Robotics, SheerDrive, Schijnenn Digital, GenbaNEXT, Swayatt Drishtigochar and Swiftex, have been awarded paid proof-of-concept (PoC) projects with the automaker. The solutions are expected to focus on areas such as plant safety, operational efficiency, material traceability and dealer support systems.

Goat Robotics will work on solutions aimed at enabling safer and more efficient movement of materials within plant operations, while SheerDrive is developing a real-time, market-linked used car price visualisation platform. Schijnenn Digital has been tasked with tools intended to shorten product design and development cycles. GenbaNEXT will focus on material traceability systems linked to circularity initiatives, and Swayatt Drishtigochar is developing predictive maintenance and industrial equipment safety solutions. Swiftex, meanwhile, is building a sales assistance platform intended to help dealer sales executives improve customer engagement and support functions.

According to the company, the projects include solutions for safe movement of materials, predictive maintenance of industrial equipment, AI-led sales assistance platforms and tools aimed at shortening product design and development cycles.

Hisashi Takeuchi, Managing Director and CEO, Maruti Suzuki India, said the collaborations are intended to support operational efficiency and improve traceability and customer engagement across the company’s ecosystem.

Maruti Suzuki said it has built multiple innovation and incubation initiatives over the past seven years to engage with startups in mobility and manufacturing technologies. The company stated that it has screened more than 6,800 startups, engaged with over 250 and onboarded 34 as business partners so far.

Navi General Insurance Expands Cashless Motor Claims Network Through New Partnerships

Autocar Professional Bureau — Tue, 12 May 2026 13:30:10

Navi General Insurance has announced partnerships with GoMechanic, ReadyAssist, myTVS and AIS Windshield Experts to expand its motor insurance claims and roadside assistance network across India.

The company said the partnerships are aimed at strengthening its “Cashless Anywhere” claims offering, allowing customers to access vehicle repairs and related services without upfront payments at partner garages and service centres.

Under the arrangement, ReadyAssist will provide 24x7 roadside assistance coverage across more than 19,000 pincodes and support Navi’s physical claims survey operations across the country. The company said authorised representatives are expected to reach customers within a few hours of claim intimation in cases such as roadside breakdowns or on-site vehicle inspections.

GoMechanic, myTVS and AIS Windshield Experts will support Navi’s cashless claims servicing network through their garage and windshield service infrastructure. The services will include accident repairs and windshield replacements.

Navi said its cashless garage network has expanded from around 710 garages in January 2026 to more than 1,600 garages across over 500 cities. The company is targeting a network of more than 3,000 garages by June 2026.

Vaibhav Goyal, managing director and CEO, Navi General Insurance Limited, said the company’s focus was on improving claims accessibility, turnaround times and physical support capabilities through technology integration and partnerships.

According to the company, motor insurance currently contributes around 32 per cent of India’s general insurance premiums, with increasing adoption of digital-first insurance models influencing customer expectations around claims servicing and support networks.

Customs Department Pushes AEO Adoption Among Auto Ancillary Firms

Kiran Murali — Tue, 12 May 2026 12:40:38

The customs department has urged MSMEs and auto ancillary companies to adopt the Authorised Economic Operator (AEO) programme, noting that the scheme can help reduce logistics costs and improve cargo movement as manufacturers face global supply chain disruptions.

Speaking at an industry event organised by the Automotive Component Manufacturers Association, Manish Mohan Govil, principal commissioner at the Directorate of Logistics, Customs and Central Excise under the Central Board of Indirect Taxes and Customs, said companies registered under the programme could benefit from faster customs clearance, lower cargo inspections and deferred duty payments.

“If you are a company which fulfils certain criteria, in that case, you get certain advantages from the government,” Govil said.

He said the benefits include “faster customs clearance, reduced customs examination of cargo, deferred duty payments, priority during port congestion, direct port delivery, and mutual recognition agreements with other countries.”

“Overall, what it leads to is the reduction of transaction costs,” he added.

The government has been trying to encourage wider participation in trade facilitation schemes, particularly among MSMEs and ancillary manufacturers that form a key part of India’s automotive supply chain.

The AEO programme is a voluntary initiative designed to secure and facilitate legitimate international trade. It is implemented by the Central Board of Indirect Taxes and Customs under the World Customs Organisation’s SAFE Framework.

Govil said many government programmes often see limited participation from industry despite their potential benefits. “The problem is that certain budget announcements are made, and we find that the industry doesn't come forward to take these programmes,” he said.

According to him, the reasons could include a lack of awareness, procedural bottlenecks, higher onboarding costs, and concerns over whether the schemes suit existing business models.

He urged industry members to share feedback with customs officials to improve implementation and make the programmes more useful for businesses.

The customs department also highlighted the government’s new Eligible Manufacturing Scheme (EMI), announced in the Budget, which offers benefits such as deferred duty payments aimed at easing working capital pressures for manufacturers.

Govil said India was also moving towards a more technology-driven customs framework, including a new customs integrated system and wider use of cargo-scanning infrastructure at ports.

He said the measures were aimed at improving trade efficiency and supporting industry growth amid global uncertainties.

Bajaj Group Marks 100 Years; PM Modi Highlights Role in India’s Economic Journey

Autocar Professional Bureau — Tue, 12 May 2026 09:52:40

The Bajaj Group marked 100 years since its founding at a centenary event held in Mumbai on May 11, 2026, bringing together business leaders, government representatives and members of the Bajaj family.

Founded by Jamnalal Bajaj in 1926 during the pre-independence era, the group today operates across automobiles, financial services, electricals and engineering. According to the company, the conglomerate has more than 100 companies, exports to more than 100 countries, and employs more than 130,000 people.

In a message issued for the occasion, Prime Minister Narendra Modi said the group had remained part of India’s industrial and economic landscape through multiple phases of national development. “A hundred years is a significant journey for any institution. It reflects not only longevity, but also the ability to adapt to changing times, contribute to economic growth and remain relevant across generations,” Modi said in his message to the Bajaj family.

He added that the group had “played an important role in nation-building by creating jobs, fostering innovation and supporting community development.”

The event at the National Sports Club of India in Mumbai included speeches by senior members of the Bajaj family, a performance by composer Ricky Kej, the screening of a film on Jamnalal Bajaj and Mahatma Gandhi directed by Rajkumar Hirani, and the unveiling of a centenary logo.

Speaking at the event, Niraj Bajaj, Chairman of Bajaj Auto, said the company’s trajectory had evolved alongside India’s industrial development. “The story of Bajaj and the story of India have never really been separate,” he said, adding that the group’s long-standing focus had been to “Build in India. Build for India. And build India.”

Rajiv Bajaj, Managing Director of Bajaj Auto, referred to the company’s international presence and its partnership with KTM. “Today, Bajaj Auto is not just one of India’s largest two-wheeler companies. It is among the top three globally,” he said.

Sanjiv Bajaj, Chairman and Managing Director of Bajaj Finserv, said technology and artificial intelligence would influence the next phase of growth in financial services and inclusion. “At Bajaj, we don’t see AI only as a technology trend. We see it as a powerful force that will further financial inclusion,” he said.

The group also said its social initiatives in areas such as education, healthcare, livelihoods and youth skilling have reached more than 10 million beneficiaries so far.

Driving Safety, Sustainability, and the Road to the Centenary

Autocar Professional Bureau — Tue, 12 May 2026 09:27:21

As Volvo Cars marks 99 years globally this April, the milestone is less a celebration of history and more a signal of strategic continuity. Founded in 1927 in Gothenburg, Sweden, Volvo Cars has endured a century of change by anchoring itself to a clear philosophy: design mobility around people, not technology alone. In an industry where relevance is constantly contested, longevity has been earned through clarity of purpose and disciplined reinvention.

That purpose was articulated as early as 1936, when Volvo’s founders wrote: “An automobile is driven by people. The fundamental principle for all construction work must therefore be safety.” Nearly a century later, that philosophy remains intact - only now, it is amplified by software, electrification, and artificial intelligence.

Safety has never been a formatting feature for Volvo Cars; it has been the organising principle of the company. The three-point seat belt, introduced in 1959, remains one of the most significant safety innovations in industrial history, credited with saving over a million lives worldwide. What distinguishes Volvo is not just invention, but intent. Then-President Gunnar Engellau and engineer Nils Bohlin made the decision to share the patent freely, a conviction that safety should not be owned.

Decades later, that thinking continues to shape the company’s direction. As our CEO Håkan Samuelsson once observed, “There is no point in being the safest car if nobody else learns from you.” Today, that belief manifests in Safe Space Technology, advanced driver assistance systems (ADAS), real-time occupant sensing, and the next generation of multi-adaptive seat belts, technologies designed not merely to react, but to anticipate.

The past decade has introduced a second inflection point as consequential as safety: electrification. Volvo Cars was among the earliest legacy manufacturers to accept that the transition was not optional. As Samuelsson put it bluntly, “The industry will be electric—there is no turning back.” Under successive leadership, electrification has been framed not only as a climate responsibility but as a long-term competitiveness strategy.

That thinking has matured further. Another former CEO of Volvo Cars captured the shift succinctly when he said: “Electrification is not just good for the climate; it creates better cars. The real transformation is how software, data, and sustainability come together.” As a result, Volvo’s electric strategy now spans the full value chain from ethical raw-material sourcing and battery transparency to circular manufacturing and climate-neutral operations.

India represents a disproportionately important chapter in this 99-year global journey. While Volvo Car India is relatively young, the market sits at the intersection of three global priorities: rapid urbanisation, climate transition, and digital adoption. In that sense, India is not a peripheral market it is a proving ground for the future of mobility.

The shift to electric vehicles here is gradual but irreversible. Policy momentum, infrastructure build-out, and rising consumer awareness are reshaping demand curves. Importantly, premium buyers in India are no longer evaluating cars purely on performance or brand heritage. They assess trust, safety, sustainability, and ease of ownership. That shift aligns closely with Volvo’s global positioning.

At Volvo Car India, our role is to translate global ambition into local relevance. Our electric portfolio reflects this intent of combining Scandinavian design, world-class safety, and real-world performance adapted to Indian conditions. What is increasingly evident is that Indian customers are willing to adopt electric mobility when the experience is intuitive and uncompromising.

Luxury today is defined by simplicity. That is why we are investing in an ecosystem approach to EV adoption, starting with home-charging solutions, partnerships for long-distance charging corridors such as the Mumbai–Nashik highway, and exploration of decentralised renewable energy integration. These are not marketing initiatives; they are infrastructure decisions aimed at reducing friction in everyday use.

Sustainability, however, cannot stop with the products. Volvo’s philosophy has long been that businesses must earn their place in society. As our ex CEO once noted, “We don’t add sustainability for the sake of sustainability. It is embedded at the design stage, how it benefits the customer and how it benefits society.” In India, this translates into community engagement, urban restoration initiatives, and long-term social impact that complements our commercial presence.

As Volvo Cars approaches its centenary, the roadmap is explicit. Electrification will accelerate, safety systems will become predictive through AI, and circularity will increasingly determine how vehicles are designed and reused. In markets like India, which are young, complex, and aspirational, the winners will not be defined by horsepower, but by the ability to harmonise safety, technology, and environmental responsibility.

At 99, Volvo Cars is not reflecting on a legacy; it is investing in relevance. The road ahead is electric, intelligent, and human-centric, and India will be central to how that next century is shaped.

Jyoti Malhotra is the Managing Director of Volvo Car India. Views expressed are the author's personal.

PM Modi Calls For Restrained Fuel Use Amid Global Energy Supply Concerns

Autocar Professional Bureau — Mon, 11 May 2026 10:02:01

Prime Minister Narendra Modi has urged citizens to use petrol, diesel and gas “with great restraint” amid continuing global energy supply concerns linked to the ongoing West Asia crisis. Addressing an event in Hyderabad on Sunday, Modi said imported petro products should be consumed only when necessary, adding that lower fuel consumption would help reduce pressure on foreign exchange reserves and limit the economic impact of global disruptions on India.

The event focused on infrastructure, manufacturing, connectivity and energy-related projects across the state of Telangana. These included highway expansion works on the Hyderabad-Panaji Economic Corridor, railway infrastructure projects, the PM MITRA textile park in Warangal, and Indian Oil’s Greenfield Petroleum, Oil and Lubricants (POL) terminal in Hyderabad.

Against the backdrop of global crude supply disruptions and geopolitical tensions in West Asia, Modi linked fuel conservation to India’s energy security and import dependence.

“But, today, the need of the hour is also to use petrol, gas, diesel and such things with great restraint,” Modi said during the address.

The Prime Minister also referred to India’s ongoing transition towards alternative fuels and renewable energy sources. Highlighting the country’s expansion in solar power capacity, Modi said India had made significant progress in renewable energy adoption over the last decade, reducing dependence on conventional fossil fuels. He also pointed to initiatives such as ethanol blending in petrol, LPG expansion and the growth of CNG infrastructure as part of broader efforts to strengthen energy security.

India to Become 2nd Largest Construction Equipment Market by 2030: ICEMA

Kiran Murali — Fri, 08 May 2026 14:44:52

India’s construction equipment industry expects strong growth over the next few years and aims to become the world’s second-largest market by 2030, industry body ICEMA said on Thursday. The US and China are currently the top two markets globally.

The Indian construction equipment industry sold a total of 136,995 units during the financial year 2026, and ICEMA expects the market to grow to around 250,000 units by the end of this decade, driven by infrastructure spending, exports and localisation of supply chains.

“We expect that by 2030, we should be very close to around 250,000 units,” ICEMA President Deepak Shetty said. “The milestone that we are talking about is that today we are the third-largest construction equipment market in the world, and we expect to move to the second-largest market by 2030.”

The industry faced multiple headwinds during the last financial year, including slower domestic demand, election-related disruptions, higher equipment costs following the transition to Stage 5 emission norms, and supply chain issues linked to the Red Sea crisis.

Domestic sales fell about 7% during the year, though exports grew more than 30%, helping limit the industry’s overall decline to around 2%, ICEMA said.

Shetty said demand had started recovering in the latter part of the financial year, particularly in the fourth quarter, supported by higher road project awards and continued government spending on infrastructure. “We have seen some signs of recovery in the latter part of the fiscal,” Shetty said, adding that the government’s continued focus on roads, railways, mining and rural infrastructure would support growth going forward.

ICEMA expects domestic sales to grow about 7% in the current financial year, while exports are projected to rise by at least 20%.

Exports have emerged as a major growth driver for the sector, with Indian-made machines now being shipped to more than 125 countries, including developed markets in Europe.

“It is a very proud moment that machines engineered and manufactured in India are today going to more than 125 countries,” Shetty said.

“A majority of them are going to the developed part of the world, which gives confidence about the quality of the products and how they are meeting the requirements of global customers.”

The shift to Stage 5 emission norms has helped Indian manufacturers access new export markets, especially in Europe, where similar standards are followed. India’s free trade agreements with countries such as the UAE and Australia are also expected to support export growth further.

ICEMA also said increasing localisation of components and supply chains would be critical for improving India’s competitiveness in exports, especially for excavators and other high-technology equipment that still rely on imported parts.

The association said government incentives aimed at boosting investments in the construction equipment sector could help accelerate supply chain migration to India and strengthen the country’s position as a manufacturing and export hub

Indian Construction Equipment Industry Sees 2% Sales Decline In FY26 Amid Slower Infrastructure Execution

Autocar Professional Bureau — Fri, 08 May 2026 13:14:40

The Indian construction equipment industry reported a marginal decline in overall sales during FY2025-26, as slower infrastructure execution and delays in project implementation weighed on domestic demand. According to the Indian Construction Equipment Manufacturers’ Association (ICEMA), total equipment sales fell by around 2 per cent year-on-year to 1,36,995 units in FY26, compared to 1,40,191 units in FY25.

Domestic demand, excluding non-OEM exports, declined by approximately 7 per cent across most equipment categories during the year. However, exports emerged as a key growth driver, registering a 32 per cent increase and reaching record levels across major segments.

ICEMA said the Indian construction equipment sector continues to remain the world’s third-largest market for construction equipment. The industry is currently estimated at USD 10 billion and is projected to grow to USD 14.76 billion by 2030 at a CAGR of 8.3 per cent.

Domestic Demand Impacted By Execution Delays

According to ICEMA, multiple factors affected domestic equipment demand during FY26. These included delays in land acquisition, slower project awards, reduced pace of National Highway construction, moderation in Jal Jeevan Mission implementation and delayed contractor payments. The association also pointed to rising equipment costs following the implementation of CEV Stage V emission norms from January 2025, along with higher crude oil and bitumen prices.

Deepak Shetty said the decline should be viewed in the context of slower infrastructure execution rather than structural weakness in the sector. “While Government capex allocations continue to remain at historically high levels, delays in project execution, land acquisition challenges and slower disbursement cycles impacted equipment demand during the year. At the same time, the industry demonstrated resilience through a strong 32 percent growth in exports, highlighting the growing global competitiveness of Indian-manufactured construction equipment,” he said.

Earthmoving Equipment Continues To Lead Market

Earthmoving equipment retained its dominant position in the industry with a market share of around 71 per cent. Sales in the segment stood at 97,236 units, reflecting a 2 per cent year-on-year decline.

Material handling equipment sales fell by around 10 per cent to 15,290 units, while concrete equipment sales remained largely flat at 14,486 units. Road construction equipment recorded positive growth of approximately 6.3 per cent to 7,445 units, while material processing equipment grew modestly by 1.2 per cent to 2,538 units.

ICEMA also noted that more than 95 per cent of equipment sold in India continued to be manufactured domestically during FY26. Imports increased by approximately 17 per cent, mainly in earthmoving, material handling and concrete equipment categories.

Export Growth Supports Industry Momentum

Exports emerged as a significant positive for the sector during FY26, supported by improved manufacturing capabilities, competitive pricing and alignment with global emission standards following the adoption of CEV Stage V norms.

Vivek Hajela said the current slowdown was largely linked to execution-related challenges rather than underlying demand potential. “As infrastructure implementation accelerates, project execution improves, and project awarding activity gathers pace, the industry is well-positioned to return to a stronger growth trajectory,” he said.

Budget Measures Expected To Support Localisation

The association also highlighted measures announced in the Union Budget 2026-27, including a dedicated incentive scheme for the Construction and Infrastructure Equipment sector. According to ICEMA, the scheme is expected to support localisation of critical components such as hydraulics, engines, transmission systems and undercarriage parts.

The government’s increased public capital expenditure allocation of ₹12.2 lakh crore for FY27, along with investments in freight corridors, railways, waterways and coastal cargo infrastructure, is expected to support future equipment demand.

ICEMA Projects India's Construction Equipment Volume to Grow 7% in FY27

Kiran Murali — Fri, 08 May 2026 12:51:33

India’s construction equipment industry expects domestic sales volume to be back on the growth path during the current financial year with a high single-digit growth after demand slowed in the financial year 2026, according to the Indian Construction Equipment Manufacturers Association (ICEMA).

The industry expects domestic demand to grow about 7% in the financial year 2026-27, helped by higher government spending on infrastructure, recovery in road construction activity and increased allocation for rural projects, ICEMA President Deepak Shetty told reporters on Friday.

The industry had a weak financial year 2026, with domestic construction equipment sales falling around 7%, while overall industry volumes declined about 2%, according to ICEMA data. Exports, however, rose more than 30%, partly offsetting the fall in domestic demand.

ICEMA said the slowdown was caused by several factors, including state elections, slower execution of roads and highways projects, reduced activity under the Jal Jeevan Mission programme and the transition to stricter Stage 5 emission norms, which increased equipment prices.

“What happened was that while it helped exports, it also increased the prices in the Indian market,” Shetty said on the impact of the new emission standards. The standards resulted in prices going up by around 12-15%.

The industry body said demand improved in the final quarter of the year as road project awards picked up. It noted that road construction awards rose sharply between November and March after remaining weak in the first eight months of the year.

"We have seen some signs of recovery in the latter part of the fiscal,” Shetty said.

ICEMA expects growth this year to be supported by the government’s Rs 12.2 lakh crore infrastructure allocation, higher spending on rural roads, railways, mining and urban infrastructure projects.

Shetty said the extension of the Pradhan Mantri Gram Sadak Yojana until 2028 and higher allocation for the Jal Jeevan Mission would support demand for construction equipment, especially in rural areas.

The industry also expects exports to remain strong as Indian-made machines gain wider acceptance overseas.

“Our machines, engineered, produced and manufactured in India, today are going to more than 125 countries,” Shetty said. “A majority of them are going to the developed part of the world.”

ICEMA said Indian equipment makers benefited from the shift to Stage 5 emission-compliant products, which made machines suitable for developed markets and improved export competitiveness.

VIDEO - Inner Circle: Managing Digital Transformation in the Evolving Tech Era

Autocar Professional Bureau — Fri, 08 May 2026 12:41:29

As vehicles become increasingly software-led, the automotive industry is undergoing one of its biggest technological shifts yet. From connected platforms and OTA updates to domain controllers, AI-led testing, digital twins and cloud-connected fleets, software is now shaping how vehicles are engineered, validated and experienced.

In this special 3-part conversation by Autocar Professional, industry leaders from Maruti Suzuki, Volvo Asia Commercial Vehicles, Matter India, Euler Motors, OPG Mobility and PTC discuss the opportunities, challenges and realities of the software-defined vehicle era, and what it means for India’s mobility ecosystem.

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Explainer: The New Shop Floor Reality: Decoding the 2025 Labour Codes for the Auto Industry

Shahkar Abidi — Fri, 08 May 2026 12:15:53

The landscape of Indian industrial relations has undergone its most significant overhaul in decades. On November 21, 2025, the Union Government officially notified four major Labour Codes: the Code on Wages, the Occupational Safety, Health and Working Conditions (OSH) Code, the Social Security Code, and the Industrial Relations (IR) Code.

While corporate circles have largely welcomed these changes as essential "reforms," trade unions view them as a fundamental shift in how the State mediates the relationship between capital and labour. To help our readers in the automotive sector, from Tier-1 suppliers to assembly plant managers, understand what has changed, Autocar Professional's Shahkar Abidi spoke with Advocate Maitreyi Krishnan of the All India Central Council of Trade Unions (AICCTU). Krishnan warns that these codes represent an "abdication by the State" of its responsibility to protect the vulnerable

According to Krishnan, the new framework essentially creates a "dictatorship of the private employer," pushing millions of workers outside the protection of the law. Here is a breakdown of the "Earlier vs. Now" in simple terms:

1. Hiring, Firing, and Plant Closures (The IR Code)
For mid-sized automotive units, the rules regarding business agility versus job security have shifted dramatically.

Earlier: Establishments with 100 or more workers needed prior government permission to lay off staff or close down operations.

Now: That limit has been tripled to 300 workers.

Simplified Context: If you run a component plant with 250 employees, you can now retrench (cut jobs) or shut down without any prior government approval or public scrutiny.

2. Employee Handbooks/Service Rules (Standing Orders)
These are the rules that govern daily conduct, shift timings, and disciplinary actions on the shop floor.

Earlier: Any unit with 100 or more workers had to have "Certified Standing Orders"—rules vetted by authorities to ensure they were fair to workers.

Now: Only establishments with 300 or more workers are required to have these certified rules.

Krishnan’s Take: For units with under 300 staff, service conditions are now left entirely to "employer discretion," which can lead to arbitrary or discriminatory practices.

3. The Contract Labour System
The auto industry relies heavily on contract staffing for non-core tasks. The new codes change the definition of what is "allowable."

Earlier: The law applied to units with 20 or more contract workers, and use of contract labor in "core" production activities was strictly regulated.

Now: The threshold for the law to apply is raised to 50 workers. Furthermore, the definition of "core activity" now specifically excludes sanitation, loading/unloading, canteen services, and maintenance.

Simplified Context: These essential factory tasks are now legally "non-core," which Krishnan argues institutionalizes an exploitative system where marginalized workers are denied the benefits of permanent employment.

4. Women on the Shop Floor
While the codes are marketed as progressive, Krishnan highlights concerns regarding wage parity and safety.

Earlier: Night shifts for women were generally prohibited under the Factories Act to ensure safety.

Now: Women can work night shifts, provided they "consent".

The Concern: Krishnan argues that in a workplace with a high power imbalance, this "consent" is often illusory and exposes women to unsafe conditions. Additionally, a new, narrower definition of "wages" (excluding various allowances) may lead to lower maternity benefit payouts and "indirect" pay discrimination.

5. Trade Union Autonomy and the "Deregistration Weapon"
In large-scale automotive manufacturing, the relationship between management and registered trade unions is a cornerstone of the shop floor. The new code changes how these unions are regulated.

Earlier: Under the Trade Unions Act, 1926, union office-bearers enjoyed statutory immunity from civil and criminal prosecution for actions taken to achieve legitimate union goals. While registration could be cancelled, the grounds were relatively narrow.

Now: The Industrial Relations Code gives the Registrar of Trade Unions significantly broader discretion to cancel a union's registration based simply on "information received" regarding any violation of the Code.

The Impact for Auto Plants: Once a union’s registration is cancelled, its members lose all legal immunity from prosecution. Krishnan warns that this creates a "climate of fear," where the threat of deregistration can be used to intimidate workers and prevent them from challenging management decisions.

6. The "Wage Redefinition" and Social Security Payouts
The way "wages" are calculated has been completely overhauled, affecting everything from maternity leave to provident fund liabilities.

Earlier: Laws like the Equal Remuneration Act and the Maternity Benefit Act used a broader understanding of what constituted a worker's pay to ensure they received fair compensation.

Now: The Code on Wages redefines "wages" to exclude various allowances. This allows employers to "split" a worker's salary into many different heads to keep the official "wage" low.

The "Hidden" Change: Because benefits like maternity payouts are calculated based on this narrow definition of "wages," women workers in the industry will likely see a reduction in their actual cash benefits. Krishnan argues this effectively legitimises indirect wage discrimination, as employers can structure pay scales to avoid their full social security liabilities.

VIDEO: Technology, AI And SDVs Set To Redefine India’s Mobility And Manufacturing Landscape

Prerna Lidhoo — Fri, 08 May 2026 11:18:24

As India's automotive and manufacturing sectors navigate a period of rapid technological change, the conversation around artificial intelligence often skews alarmist. But Upkar Saini, Vice President of India Sales at PTC, pushes back on that narrative firmly — AI, he argues, is a tool that empowers engineers and product teams, not one that replaces them.

Speaking on the sidelines of an Inner Circle event, Saini outlined how AI, software-defined vehicles (SDVs), and product lifecycle management (PLM) platforms are reshaping how India's industry designs, builds, and iterates on products in an increasingly volatile and complex world.

On the electric vehicle front, Saini offers a grounded perspective: while India's EV ambitions are real, internal combustion engine vehicles will remain a significant part of the country's mobility mix for the foreseeable future, a point often lost in the enthusiasm around electrification.

With PTC expanding its India presence and the government targeting manufacturing's contribution to reach 25% of GDP by 2030, Saini sees R&D investment and digital transformation not as optional upgrades, but as essential infrastructure for what comes next.

Watch Now:

Galaxy Enters UTV/ATV Tyre Segment With Hulk PSX and Everest PSX Range

Autocar Professional Bureau — Thu, 07 May 2026 12:13:07

Galaxy has announced its entry into the UTV/ATV tyre segment with the launch of two new tyre patterns, Hulk PSX and Everest PSX, targeting off-road utility and recreational vehicle applications.

The company said the new range has been developed for use across varied terrains and operating conditions, with a focus on durability, traction, puncture resistance and ride stability. The launch marks Galaxy’s expansion into another off-highway tyre category as demand for utility task vehicles (UTVs) and all-terrain vehicles (ATVs) continues to grow in several global markets.

Hulk PSX Targets Off-road Performance Applications

The Hulk PSX has been positioned as a tyre for off-road-focused UTV applications. According to the company, the tyre uses a durable compound intended to improve service life, and features reinforced sidewalls aimed at increasing cut resistance.

Galaxy said the tyre also incorporates radial construction for higher-speed operation, along with shoulder block designs intended to improve handling and cornering performance. A deep tread pattern and a high tread-to-void ratio are aimed at enhancing traction and wear resistance in uneven terrain conditions.

The Hulk PSX range will be offered in multiple sizes for 12-inch and 14-inch rims to suit different UTV configurations.

Everest PSX Aimed at Utility-focused Operations

The Everest PSX has been developed primarily for utility-oriented applications. Galaxy stated that the tyre has been engineered for resistance against cuts, chips and abrasions, while also focusing on ride comfort and operational stability.

The tyre features a tread pattern designed to reduce vibration and improve on-road usability. Additional features include enhanced wet-surface grip, rim protection and puncture resistance for longer operating cycles.

Everest PSX will be available in multiple sizes for 12-inch, 14-inch and 15-inch rims.

Dyutiman Chattopadhyay, Chief Technology Officer at Yokohama-ATG, said the move into the UTV/ATV category forms part of the company’s broader global expansion strategy in off-highway tyre segments.

NueGo Partners With Hyderabad Metro for Integrated Intercity, Urban Transit Bookings

Autocar Professional Bureau — Wed, 06 May 2026 10:21:27

GreenCell Mobility’s intercity electric bus brand, NueGo, has partnered with L&T Metro Rail Hyderabad Limited to integrate Metro connectivity into its ticket booking system for passengers travelling through Hyderabad.

Under the arrangement, passengers booking a NueGo intercity bus ticket can opt for Metro connectivity either to reach their boarding point or from the drop-off point to their final destination. The Metro ticket will be linked to the NueGo PNR, eliminating the need for a separate booking or payment process. Passengers will be able to collect Metro tickets at station counters by presenting their NueGo ticket.

The service will be available across designated Hyderabad Metro stations covering the network’s three corridors and will be integrated into the NueGo website and mobile application during ticket booking.

Devndra Chawla, MD and CEO, GreenCell Mobility, said, “Our partnership with Hyderabad Metro Rail represents exactly that vision, where clean-energy intercity travel meets efficient urban transit to deliver a truly integrated commuter experience.”

According to the company, the partnership is aimed at enabling end-to-end electric public transport journeys by combining intercity electric buses with Metro Rail connectivity. NueGo said the integration is expected to go live as scheduled, with plans to expand the offering across additional Metro stations in the future.

Ashutosh Dixit Appointed Brand Director of Porsche India

Autocar Professional Bureau — Tue, 05 May 2026 15:57:04

Škoda Auto Volkswagen India Private Limited (SAVWIPL) has appointed Ashutosh Dixit as Brand Director of Porsche India with immediate effect.

Dixit takes over from Manolito Vujicic, who has exited the organisation to pursue opportunities outside the group.

With over 28 years of experience in the automotive sector, Dixit has held leadership roles across India, China and Europe, covering areas such as strategy, sales operations and brand development. He has also spent nearly two decades within the Volkswagen Group. Before this appointment, he served as Market Development Director at the Porsche Middle East and Africa regional office, where he was involved in initiatives linked to the Indian market.

Piyush Arora, MD and CEO, Škoda Auto Volkswagen India said, “We are delighted to welcome Ashutosh Dixit as the new Brand Director of Porsche India, who will further bolster the leadership team in India. Ashutosh is a familiar face within the Volkswagen Group, with his understanding of markets, customers, and the brand making him well-suited to lead Porsche India. I’m confident he will build on the progress Porsche has made in India and continue to strengthen the brand's presence. This appointment is a testament to our unwavering focus on strengthening internal talent from within India.”

Manfred Bräunl, Chief Executive Officer, Porsche Middle East and Africa, said Dixit’s experience across regions and functions positions him to lead the brand’s next phase in India.

Jan Bures, Executive Director of Sales, Marketing and Digital at SAVWIPL, stated that the appointment aligns with the company’s plans to strengthen its market presence and customer engagement in India.

SAVWIPL said it continues to view India as a strategic market, with a focus on expanding its portfolio and maintaining a long-term growth approach.

Flood of Used Machines Rattles India's Ce Makers Amidst New Norms Overhual

Shahkar Abidi — Tue, 05 May 2026 11:44:41

Even as the country's construction equipment (CE) industry transitions to stringent emission and safety regulations, the rising import of used CE vehicles is emerging as a key concern amongst industry players.

In recent months, there has been a noticeable increase in imports of used construction equipment vehicles (CEVs), including mobile cranes, tyre-mounted equipment, and access platforms. Driven by lower upfront costs, many of these imports are non-compliant with current emission and safety standards, posing risks to operators and the environment.

Industry lobby body, ICEMA, in its latest newsletter, stated that such equipment contributes to higher emissions and often lacks mandated safety features. "The trend also risks positioning India as a dumping ground for substandard machinery, despite the country’s strong domestic manufacturing capabilities and established CE ecosystem", ICEMA remarked in its latest quarterly update.

The development comes even as the industry is at a critical juncture, as it aligns with stringent emission and safety regulations, following the implementation of CEV Stage V emission norms and Phase-II safety requirements effective 1 January 2025.

Godrej Enterprises Installs Crash Barriers on Mumbai–Pune Expressway Missing Link

Arunima Pal — Thu, 30 Apr 2026 20:47:23

Godrej Enterprises Group has installed precast concrete crash barrier systems on the Mumbai–Pune Expressway Missing Link project in partnership with DELTABLOC, marking the first deployment of the company’s advanced vehicle restraint technology in India.

The Missing Link project, being executed by the Maharashtra State Road Development Corporation, is a key infrastructure initiative aimed at improving connectivity, reducing travel time, and enhancing safety along the Mumbai–Pune Expressway.

According to the company, the installed systems are designed to meet European safety standards, including EN 1317. The precast barriers are engineered to provide high containment, redirect errant vehicles, and absorb impact forces, with the objective of reducing the severity of injuries in road accidents. The systems are intended for high-speed corridors and have been deployed in more than 45 countries.

Anup Mathew, Executive Vice President and Business Head of the Construction Business at Godrej Enterprises Group, said the deployment introduces a globally established vehicle restraint solution to India’s highway infrastructure, supported by the company’s engineering and execution capabilities.

The project also aligns with broader efforts to incorporate sustainability in infrastructure development. The Missing Link is being constructed using recycled materials, reflecting policy emphasis on resource efficiency. Godrej Enterprises Group said its recycled construction materials business recorded 57% year-on-year growth, indicating increasing demand for sustainable building solutions.

The company’s construction division is involved in multiple infrastructure projects, including the Mumbai Coastal Road, the Versova–Bandra Sea Link, the Mumbai Metro Rail, and the Mumbai–Ahmedabad Bullet Train.

The Missing Link project is considered a critical upgrade to one of Maharashtra’s busiest transport corridors, with a focus on improving both travel efficiency and road safety standards.

NEMBHARAT to Launch in Delhi NCR with Zero-Commission Model

Arunima Pal — Thu, 30 Apr 2026 19:36:47

World Economic Mobility Limited (WEML) is set to launch its ride-hailing platform, NEMBHARAT, in Delhi NCR on International Labour Day, positioning it as a structural alternative to the prevailing commission-based aggregator model in India.

The company describes NEMBHARAT as a zero subscription, zero-commission platform, under which drivers retain 100 per cent of the fare from every trip. Unlike limited-period incentive models commonly used in the sector, this framework is designed as a permanent feature aimed at addressing long-standing concerns around driver earnings and cost pressures.

WEML said the timing of the launch underscores its emphasis on driver welfare, aligning with broader debates in India’s gig economy over fair compensation and working conditions. Industry estimates suggest the country’s gig workforce could exceed 23 million by 2029, amplifying the relevance of alternative platform models.

“We see this as a structural correction to the way value is distributed in the mobility ecosystem. When driver earnings are protected, service quality improves, and that directly benefits the passenger,” said Deepak K. Shah, Director and CEO of WEML.

The platform operates through a mobile application that connects drivers and passengers, anchored in what the company terms a “driver-first, passenger-aligned” approach. WEML argues that improving driver economics has a direct correlation with ride quality, safety, and reliability.

As part of its rollout, NEMBHARAT will incorporate a safety architecture that includes mandatory KYC verification, SOS functionality, and a defined incident response mechanism. The company is also introducing a premium chauffeur-driven category, targeting higher service standards in urban mobility.

Abhijeet Sinha, Program Director for Ease of Doing Business (EoDB) and National Highways for Electric Vehicles (NHEV), said that India’s long-term growth will be closely tied to secure, sustainable, and self-reliant mobility systems. He highlighted the role of connected, clean, and value-driven frameworks in shaping future transport ecosystems.

WEML positions NEMBHARAT as part of a wider effort to rebalance the ride-hailing ecosystem by shifting focus from price-led competition to service quality and trust.

“With NEMBHARAT, the objective is not just to create another ride-hailing service, but to demonstrate that a fair system for drivers also creates a better experience for passengers,” said Kanchi Sharma, Chief Operating Officer.

The Delhi NCR rollout marks the first phase of NEMBHARAT’s planned expansion into other urban markets across India.

NEMBHARAT (National Economic & Electric Mobility) is operated by World Economic Mobility Limited (WEML) and governed by the NARAYANIHITI Trust. The platform aims to transition India’s ride-hailing sector from a commission-led model to a zero-subscription, zero-commission architecture focused on transparency and equitable value distribution.