New Holland a leading tractor and farm equipment manufacturer, part of the CNH Group, has signed up former Indian team cricketer Yuvraj Singh as its new brand ambassador.

The company shared that the strategic movie is part of its brand campaign ‘Asli Hero ki Asli Taaqat’ (which translates to real heroes’ real strength), which aims to recognise and empower Indian farmers.

New Holland aims to highlight the story of determination, resilience and hard work that farmers and the sports icon stand for.

Tarun Khanna, Director Marketing, New Holland India, said, "At New Holland, we believe that farmers are the true heroes of our nation, tirelessly working to feed the country and drive its progress. Just as Yuvraj Singh has inspired millions with his resilience, hard work, and ability to overcome challenges, our farmers showcase the same determination every day in the fields. His never-give-up spirit make him the perfect ambassador for our brand. Through this partnership, we hope to inspire farmers to adopt the world class technology provided by New Holland machinery that enhances productivity, efficiency, and ease of operations.”

Yuvraj Singh, said, "Coming from a state that is considered the breadbasket of India, I have seen firsthand the hard work and resilience of our farmers. Partnering with New Holland, a brand synonymous with high productivity and reliable performance, feels like a natural fit. Together, we celebrate the real heroes of our nation—the farmers—and help them build a stronger, more prosperous future.”

CNH Industrial has revealed a comprehensive Strategic Business Plan (SBP) during its 2025 Investor Day, aiming to cement its leadership in agriculture and construction machinery, significantly improve margins, and return more value to shareholders.

The company’s new roadmap includes ambitious targets such as achieving a 16–17 percent mid-cycle adjusted EBIT margin in agriculture by 2030 and delivering over USD 550 million in operational and quality cost improvements. It also seeks a 25 percent increase in through-cycle industrial cash generation. It also aims to consolidate its position as the No.1 or No. 2 player in all major markets.

Gerrit Marx, CEO, CNH Industrial, said, “The strategy that we presented today shows that we have a clear path to achieve our goals. We are committed to delivering strong growth, in tandem with our cost efficiency targets. We have demonstrated our capability to deliver steady margin improvements in the past, and we will take that to the next level in this new phase of our journey.”

Key initiatives include enhancing integration between hardware and Precision Tech systems, a full refresh of the tractor lineup, an expanded combine harvester range and doubling Precision Tech’s share of agriculture net sales. CNH will also revamp its go-to-market approach with a new dual-brand dealer strategy and greater focus on customer service.

On construction, CNH targets a 7–8 percent EBIT margin by 2030 through new product launches, sourcing efficiencies, and aftermarket growth.

The plan prioritises organic growth, but leaves room for strategic M&A.

German component company JOST Werke, a leading supplier of safety-critical systems for commercial vehicles, has further strengthened its foothold in the industry with the acquisition of Hyva for USD 398 million.

The strategic move enhances JOST’s capacity to serve India’s rapidly growing commercial vehicle market while reinforcing its position as a leading supplier for on-highway (transport) and off-highway (agriculture, construction) applications worldwide.

Hyva’s portfolio includes front-end tipping cylinders and supplies a full range of double-acting cylinders, container lifting systems (hookloaders and skiploaders), waste handling solutions (refuse collection bodies and compactors), and truck-mounted crane, whichs will further complement JOST’s comprehensive range of products for on-highway applications in the transport industry as well as off-highway applications in the agriculture and construction industries.

With this, JOST will strengthen its regional presence, particularly in Asia and the Americas, along with entering new market segments.

Pradeep Gorur Sheshagiri, Managing Director, JOST India, said, “As India’s automotive component sector evolves into a pivotal growth driver, this acquisition aligns perfectly with the nation’s focus on infrastructure modernization and sustainable mobility. Hyva’s hydraulic expertise empowers us to accelerate ‘Make in India’ ambitions, deliver tailored solutions for rugged Indian operating conditions, and strengthen collaborations with domestic OEMs. This partnership reinforces our commitment to advancing India’s commercial vehicle ecosystem with globally benchmarked technologies.”

Jeffrey Zuidgeest, Regional Director India, BU Components, Hyva, added, “The integration of JOST and Hyva’s product portfolios creates a significantly broader range of solutions, enabling us to better serve our customers and end users. Leveraging our existing sales and after-sales network, we are well-positioned to drive further growth and enhance service excellence. This strategic synergy represents a win-win situation for all stakeholders.”

The partners will also pool together R&D to further provide customer-centric solutions. In the last 70 years, JOST has grown from a small forge into a global company with over 25 locations through strategic acquisitions such as Rockinger (2001), Tridec (2008), Mercedes-Benz TrailerAxleSystems (2014), Alö (2020), Crenlo do Brasil (2023) and LH Lift (2023).

A new nationwide initiative in the United Kingdom is set to standardise and elevate maintenance standards in the commercial vehicle sector, which has completed its pilot phase and is set for wider rollout. The Maintenance Provision Rating Scheme (MPRS), unveiled at the Commercial Vehicle Show, introduces a tiered rating system for HGV workshops across the UK, aiming to improve safety, reduce MOT failures, and boost compliance.

The scheme offers five levels – Entry, Bronze, Silver, Gold, and Platinum – providing commercial vehicle operators with a clear and independent assessment of a workshop’s competency and facilities. By offering greater transparency, the MPRS allows fleet operators to make better-informed decisions on where to service and maintain their vehicles.

The MPRS was jointly developed by a coalition of key industry bodies: Logistics UK, the Road Haulage Association (RHA), Confederation of Passenger Transport (CPT), Institute of Road Transport Engineers (IRTE), Society of Motor Manufacturers and Traders (SMMT), British Vehicle Rental and Leasing Association (BVRLA) and the National Franchised Dealers Association (NFDA). It is also backed by government authorities, including the Office of the Traffic Commissioner, the Driver and Vehicle Standards Agency (DVSA) and the Department for Transport (DfT).

A key component of the scheme’s development was an 18-month pilot programme, with Daimler Truck workshops used as a benchmark to define scoring criteria for competency and facility standards. Daimler Truck played a close advisory and operational role throughout the process.

“As an OEM, Daimler Truck UK has welcomed being involved in the development of the MPRS as we believe it is important for the commercial vehicle industry to be setting new standards,” said Amy Carter, Head of Product, Daimler Truck UK. “It has needed a consistent, nationwide rating scheme for a long time.”

Carter added that Daimler Truck sees the MPRS as a crucial step forward in aftersales service. “In the longer term, we hope customers start asking workshops for their MPRS ratings and that dealers start promoting their own scores,” she said. “The MPRS now provides a useful independent benchmark to prove that when a customer sends their fleet into our workshops, they’re being looked after to the highest standards.”

Daimler Truck UK has committed to having MPRS ratings for every dealer in its network by the end of 2025.

Workshops that participate in the MPRS will not only demonstrate their commitment to excellence but also gain a competitive advantage through enhanced reputation. The scheme is expected to drive further investment in staff training and workshop facilities across the commercial vehicle maintenance sector.

Mumbai-headquartered automotive major Mahindra & Mahindra has announced an ambitious growth plan for its commercial vehicle (CV) business, thanks to the recent strategic acquisition of a majority stake in SML Isuzu. The company aims to leverage this acquisition to accelerate its ‘Deliver Scale’ strategy across segments where it believes it has a strong ‘right to win.’

Dr Anish Shah, Managing Director and CEO, Mahindra Group, emphasised that the group’s disciplined focus on capital allocation remains intact. "We have seen significant growth across several businesses, and now, as we enter our third phase, the focus is on delivering scale," he said.

Shah also noted that Mahindra has turned around its CV business, once under scrutiny five years ago, and sees the acquisition of SML Isuzu as a strategic opportunity to cement its position further.

Today, Mahindra is the market leader in SUVs with a 23 percent market share and ranks fifth in the CV segment above 3.5 tonnes with a 3 percent share. Through the acquisition, Mahindra aims to become a more formidable player in the CV space.

"We are targeting a combined market share of 10-12 percent by FY2031 and over 20 percent by FY2036," said Rajesh Jejurikar, Executive Director and CEO – Auto and Farm Sectors, Mahindra & Mahindra. He acknowledged that Mahindra’s CV share, which stood at around 4-5 percent in FY2020, had dropped due to the impact of Covid-19. However, with renewed focus, especially in the LCV and ILCV segments, Mahindra is planning an aggressive recovery.

SML Isuzu brings strength in the intermediate LCV bus segment, holding a 16 percent market share. Mahindra expects that, combined, they could command a 21 percent share. "The synergies are substantial across cost structures, platforms, aggregates, supplier networks, and operations," Jejurikar added.

Growth, Not Cost-Cutting

Mahindra leaders were clear that the SML Isuzu acquisition is not about cost-cutting, but about building scale. "This deal is about growth, not about taking costs out," stressed Amarjyoti Barua, Chief Financial Officer, Mahindra Group. He highlighted that SML Isuzu will remain a separately listed entity and that Mahindra has no plans to rebrand it under the Swaraj name, even though it sees potential for the Swaraj brand in certain export markets.

Financially, Mahindra believes the deal makes strategic sense. Shah pointed out that the SML Isuzu business will be self-sustaining in generating cash for future investments.

The company sees SML Isuzu's operations as a ‘well-run and frugal factory,’ with most future investments primarily required to ramp up capacity.

Vinod Sahay, President - Aerospace & Defence, Trucks, Buses & CE, Mahindra, underlined how the product portfolios of Mahindra and SML Isuzu complement each other. SML Isuzu, for instance, is at an advanced stage in developing electric buses for school, staff and executive coach applications, an area where Mahindra's electrification expertise can add substantial value.

Sahay further highlighted how combining Mahindra and SML Isuzu’s supplier ecosystems will strengthen bargaining power, especially in critical areas like tyres, batteries and key aggregates. While Mahindra boasts strong sourcing power in tyres and batteries, SML Isuzu has an edge in CV parts.

Product synergy is another opportunity. SML’s strong CNG product line and Mahindra’s newer Furio and Cruzio models – offering 8-10 percent better fuel efficiency – will allow the combined business to offer compelling choices to customers across the LCV, ILCV and M&HCV categories.

With over 200 dealers and 400 touchpoints between them, Mahindra plans to optimise and expand network coverage for a wider reach.

While Mahindra is bullish on growth, Shah made it clear that there are no immediate plans for further acquisitions. "Now the business must prove itself," he said, reiterating the company’s strategic belief in building businesses that have a clear right to win, strong financial metrics and differentiated products.

Looking ahead, Mahindra is betting that a stable yet evolving CV market – especially in buses and light trucks, which the management stated will provide the runway needed for long-term growth, as the group consolidates its position as a dominant player across automotive categories.