It was on 30 July 2025, Tata Motors announced it had reached an agreement with European automaker Iveco Group to acquire its commercial vehicle, powertrain and finance business for EUR 3.8 billion. The transaction to be financed through a mix of equity and debt will complement Tata Motors’ frugal engineering and robust product portfolio with Iveco Group’s global product portfolio, technology and ecosystem.

Tata Motors expects to raise around EUR 1 billion through equity, along with monetising its stake in Tata Capital to help repay the EUR 3.8 billion bridge loan to acquire Iveco Group.

The new company will be able to drive better operating leverage by spreading its capital investments over larger volumes, generating important efficiencies and reducing the cash flow volatility inherent in the commercial vehicles sector. It will also enable the capabilities of Iveco Group’s successful powertrain business, FPT, to be further enhanced.

Explaining the rationale behind the move, P B Balaji, Group CFO, Tata Motors, stated that the commercial vehicle business is different from the passenger vehicle business.

“CV segment sees steady business; the disruption levels are slow and gradual. They are not very intense, and it takes a lot of time to build the brand presence, establish a financing arm, market products; therefore only way to grow substantially through inorganic means becomes part of the milestone,” he said.

Tata Motors has been working on splitting its passenger vehicle business and commercial vehicle business, with the CV business expected to be listed as an individual entity in October 2025.

Together with this move, the new combined entity, Balaji stated, will create the “world’s fourth largest CV maker and in touching distance of the number 2 and 3 in the above 6-tonne category.”

He revealed that the discussions with Iveco had been ongoing for the last six months, since the latter decided to spin it off its defence business.

“Tata Motors had never been financially strong enough to take such a move, with Iveco deciding to spin-off its defence business, one has to move very fast to diversify the portfolio and grow CV business,” he said.

The acquisition involves Iveco’s four business operations – Trucks, Buses, FPT Industrial (engine) and Iveco Capital (financing).

Together, the partners will not only complement product portfolios and capabilities but eventually benefit from substantially no overlap in their industrial and geographic footprints, creating a stronger, more diversified entity with a significant global presence and sales of over 540,000 units per year. Together, Iveco and the commercial vehicle business of Tata Motors will have combined revenues of EUR 22 billion split across Europe (50 percent), India (35 percent) and the Americas (15 percent) with attractive positions in emerging markets in Asia and Africa.

Unlimited Pathways 2.0

In what is described as the next frontier of growth for the combined entity, Balaji revealed that they will co-develop a joint roadmap christened ‘Unlimited Pathways 2.0’, which aims to define new technology-led synergy initiatives once the transaction closes in April 2026.

This is said to ‘lift the ambition for both companies to a very different level’, along with clearly defining cross-border synergies.

As per Balaji, the return on capital employed (ROCE) for the combined entity will stabilise at 20 percent, with room to grow earnings significantly. At present, for Tata Motors, the ROCE is around 40 percent, while for Iveco it is 14 percent.

“Together we believe we can actually generate substantial value, we can triple our revenue and quadruple some of our profitability numbers amongst the two of us to ensure that it still generates a 20 percent kind of a ROCE,” said Balaji.

Tata Motors, on its path, will benefit from access to Iveco’s advanced investments in the areas of technology, alternative energy, which the Indian CV market has not yet seen in a big way.

“The brand is complementary, therefore customer groups/cohorts which we were not addressed with Tata Motors brand, can now essentially be addressed with Iveco, that is the premium end of the market. Secondly, the frugal engineering capabilities we have in India, will certainly be of help for Iveco to optimise and bring design to value thinking. Thirdly, Iveco has been invested ahead of time, as in what India has been doing on various technologies, be it powertrain, software-defined vehicles (SDVs) and ADAS, among others. These are some of the technologies that we can adopt for the Indian market ahead of time, and at the same time bring in frugal engineering that will help Iveco in turn,” explained Girish Wagh, Executive Director, Tata Motors.

He further stated that the idea is to work together and complement each other wherever possible. “As we go ahead, we will put mechanisms and thoughts in place, and how we can synergies and govern the entities as ‘one Tata Motors commercial vehicle’.”

Adding to that, Balaji stated, “We also want to be sure that there will be specific areas for sure, where we would like to keep it as different as each other, as part of our learning from the Jaguar Land Rover experience. Iveco brand, the channel, we would want it to be absolutely independent, where there are two different markets it serves. But there are areas where they may overlap. And as we understand each other, the overlap will increase, but it is first important to understand each other, get the cultural sensitivities taped up between the two companies, and build the trust. At the end of the day, it is the excitement of winning together that is the first focus, and we will do it in a measured manner together with Iveco team. Engaging with them for the last six months, the mutual chemistry is excellent in ensuring that we co-create the agenda together. So that we can start lifting the ambition for both companies to a very different level.”

Sharing his expectations from unlocking the combined synergies, Balaji stated “A lot of people are seeing this as 2 + 2 together, if that is just going to be 4, we have a problem. I would want to see how this can translate to a 6 or a 8 or 20 if we can pull it off,” emphasising his significant expectations from the behemoth.

Existing partnerships to continue

Tata Motors and Iveco have established their brand over the years, the network, the supply chain and partnerships. Despite the announcement, there are still a lot many areas where decisions have yet to be made.

In India, Iveco, through FPT Industrial, is supplying LNG engines to Pune-based Blue Energy Motors, in which the company also has acquired a minority stake. Responding to a query on whether Tata Motors is looking to use Iveco’s LNG powertrains for its products, Balaji said that there were a lot of areas where they are still trying to figure out the future course of action.

Adding to that Wagh said, “There are possibilities for powertrain synergies with Iveco, but we have a very strong and long-lasting partnership with Cummins in India for powertrains for more than 33 years. We use their engines, especially in medium and heavy commercial vehicles and will continue to do so. In addition, we also formed a step-down JV to accelerate our efforts towards zero zero-emission solution – hydrogen ICE, hydrogen fuel cell or battery electric. We will continue to work on that. There are also products in our portfolio, where FPT Industrial has powertrains in both ICE diesel and gaseous fuels. We will certainly explore the synergies, which will improve the competitiveness of our products in these markets.  

Tata Motors also confirmed that as part of the deal, it will get access and nurture all the IPs, capabilities, and design from Iveco, including cabin partnership and fuel-cell with Hyundai.

Going forward, the partnership is expected to see Tata Motors introducing Iveco products in India and other markets where it has a strong geographical presence, while it will utilise Iveco’s ecosystem to introduce Tata Motors’ range of CVs.

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Daimler India Commercial Vehicles (DICV), a subsidiary of Daimler Truck, has inaugurated three service centres in the Bundelkhand region of Uttar Pradesh. The workshops, located in Jhansi, Kabrai and Chitrakoot, are operated by PPS Trucking. The expansion is intended to support commercial vehicle movement in mining and infrastructure corridors.

The new centres cover over 110,000 sqft and include 18 service bays with an annual capacity to maintain 7,500 vehicles. The facilities feature diagnostic systems and provide 24x7 roadside assistance using a fleet of 5 mobile vans.

They will provide maintenance, repairs and express services for BharatBenz trucks and buses. The workshops also include rest areas for drivers and are staffed by 64 technicians.

DICV states Bundelkhand region is a hub for minerals such as granite, sandstone and limestone, which are used in the construction and cement industries.

Rajiv Chaturvedi, President & Chief Business Officer, Daimler India Commercial Vehicles, said, “In Bundelkhand’s mining and infrastructure belt, every hour a vehicle is off the road is a cost our customers cannot afford. With our expansion into Jhansi, Kabrai and Chitrakoot, we are putting world-class service and genuine spares exactly where the demand is highest. Faster turnaround, higher vehicle availability, better operational efficiency – that is what this network means on the ground. BharatBenz is committed to being a true uptime partner for fleet operators in every high-activity corridor,” said

Rajiv Sanghvi, Managing Director, PPS Trucking, added, “Our partnership with BharatBenz is built on the shared vision of offering customer-centric and quality service. With these new facilities at Jhansi, Kabrai and Chitrakoot, we are delighted to be now even better positioned to support BharatBenz customers across Bundelkhand’s high-potential mining and industrial routes. This expansion brings us closer to our customers and reinforces our commitment to providing faster, seamless service support, enhancing vehicle uptime and driving greater profitability for our customers.”

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DAF Trucks N.V., a wholly-owned subsidiary of PACCAR Inc, a leading technology, design and manufacturing company focussing on light, medium and heavy-duty commercial vehicles, has promoted Jim Walenczak to the position of President.

Effective on 1 July 2026, he succeeds Harald Seidel, who is scheduled to retire on 17 July 2026.

Walenczak joins DAF Trucks following a 15-year tenure with PACCAR, during which he held several leadership roles most recently the Vice-President of PACCAR and General Manager of Kenworth Truck Company.

Previously, he was Assistant General Manager of Sales & Marketing at Kenworth and has served as Assistant General Manager – Operations at PACCAR Parts.

He holds an MBA from the University of Washington, is a Stanford Graduated and has completed his Bachelor's in Marketing.

On the other hand, Seidel retires after a 25-year career with PACCAR. Since 2022, he has served as PACCAR Vice-President and DAF President. His previous roles within the company included DAF Finance Director, Group Controller, and various controller positions within marketing, sales, and PACCAR Parts Europe.

Preston Feight, Chief Executive Officer, PACCAR, said, “We sincerely thank Harald for his friendship, leadership, and significant contributions to the success of PACCAR and its customers”.

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Tata Motors, India’s largest commercial vehicle manufacturer, has marked the 21st anniversary of its iconic Tata Ace by launching the all‑new Ace Gold+ XL. This milestone in last‑mile mobility introduces a thoughtfully evolved variant designed for higher payloads and longer body applications. The Ace Gold+ XL extends the legacy that originally reshaped small cargo movement in India while continuing to support a growing and diverse base of entrepreneurs.

To celebrate 21 years of the Chhota Haathi, Tata Motors has also rolled out a nationwide campaign titled Ikkis Saal Bemisaal. This initiative focuses on entrepreneurs who have built their livelihoods around the Ace. Customer‑centric measures include additional benefits of up to INR 21,000 for women entrepreneurs, reinforcing the company’s longstanding commitment to inclusive growth.

Engineered with an eight‑foot load body and a one‑tonne payload capacity, the Ace Gold+ XL enables higher cargo volume per trip to improve owner profitability. The vehicle uses advanced Lean NOx Trap technology, eliminating the need for Diesel Exhaust Fluid and thereby reducing operating complexity and maintenance effort. A 700-cc turbocharged diesel engine delivers 22 PS of power and 55 Nm of torque, offering a lower total cost of ownership, improved uptime, and dependable performance for demanding last‑mile logistics.

Supported by Tata Motors’ comprehensive small commercial vehicle ecosystem, the Ace Gold+ XL joins a portfolio that spans diesel, petrol, CNG, bi‑fuel and electric powertrains for payloads from 750 kilogrammes to two tonnes. The company’s Sampoorna Seva 2.0 lifecycle support programme, along with over 2,500 service and spares outlets and the Star Guru network of trained technicians, ensures assistance at every stage of ownership. Through this latest variant, Tata Motors continues to power entrepreneurial growth and strengthen last‑mile logistics across the country.

Pinaki Haldar, Vice President & Business Head – SCVPU, Tata Motors Ltd., said, “With the launch of the all‑new Ace Gold+ XL, Tata Motors advances the next chapter of India’s most transformative commercial vehicle – one that continues to evolve to meet the needs of modern intra‑city and last‑mile logistics. Extending the Ace’s relevance into higher‑load applications, the Ace Gold+ XL is designed to deliver greater efficiency, reliability, and pride of ownership for today’s entrepreneurs. Launched in 2005, the Tata Ace pioneered India’s four‑wheel small commercial vehicle category and redefined last‑mile logistics by enabling entrepreneurship at scale. The Ace’s enduring relevance is reflected in an industry‑first milestone: for 21 years, one Ace has been sold every 4.25 minutes – earning the trust, respect, and loyalty of over 2,600,000 owners across the country.”

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Delhi-NCR-based electric commercial vehicle manufacturer Euler Motors has announced its revenue from operations reached INR 4.02 billion, up from INR 1.91 billion in FY2025, supported by a significant acceleration in sales volumes.

The company sold 7,576 electric vehicles in FY2026, up 181 percent YoY, albeit a low-year ago base. The Turbo EV 1000 gained substantial traction with 2,084 units sold, allowing the company to capture a 25.9 percent market share in this category.

In terms of segment-wise performance, the company sold 3,088 units of 3W cargo, 2,728 units of 4W cargo and 1,760 units of 3W passenger vehicles.

Growth was primarily driven by logistics and e-commerce operators focused on vehicle uptime and earnings potential.

For FY2026, total income reached INR 4.33 billion, which includes INR 310 million in non-operating income following a Series D fundraise. EBITDA margin improved from 119 percent in FY2025 to -62.9 percent in FY2026. Net loss for the period was INR 3.08 billion, which marks 61 percentage points reduction in losses as a percentage of revenue. Expenses was reduced to INR 1.84 per rupee of revenue, compared to INR 2.42 in the previous financial year.

During the fiscal, the total costs rose to INR 7.41 billion as the company invested in manufacturing and infrastructure: Material costs came at INR 3.56 billion, tracking the increase in sales volumes. Employee benefits rose by 40 percent to INR 1.04 billion to support headcount additions for aftersales and manufacturing.

Going forward, the company plans to expand its distribution and service network to over 200 touchpoints in FY2027. Euler Motors projects that volumes across its portfolio will grow by at least 40 percent YoY, with an increasing contribution from the 4W cargo EV segment.

Saurav Kumar, Founder & CEO, Euler Motors, said, “FY26 marks our transition from early adoption to early scale, with revenue more than doubling and EBITDA margins improving meaningfully as unit economics strengthen. While absolute losses have increased in line with our investments in scale, the underlying efficiency of the business has improved significantly. In 3W Cargo EV, we have built a strong foundation, with over 10,000 HiLoad EVs sold cumulatively. We are also expanding thoughtfully into the 3W passenger EV segment — focusing on understanding customer needs while shaping a differentiated value proposition. In the 4W cargo EV market, despite being a relatively late entrant, we are now seeing clear product-market fit. The Turbo EV1000 has validated that demand in this segment is real, scalable, and repeatable. Our focus now is to deepen this advantage — by expanding distribution, strengthening service infrastructure, and scaling manufacturing — to build a durable leadership position in India’s emerging electric commercial vehicle market.”

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