Tata Motors Group Chief Financial Officer PB Balaji outlined a bullish roadmap for the company’s growth trajectory, citing strong performance recovery, a vibrant product pipeline and a sharp focus on electric mobility and international market expansion.

Balaji struck an optimistic note on Tata Motors' future, calling out sustained momentum across all three verticals – Jaguar Land Rover (JLR), Tata Commercial Vehicles and Tata Passenger Vehicles (PV).

"We are entering FY26 with a strong balance sheet and a clear growth agenda across all businesses,” Balaji said, underscoring that the Group is now structurally and strategically aligned for the next phase of expansion.

He emphasised that Tata Motors’ growth will be ‘product-led,’ particularly in the passenger vehicle segment. New launches – especially in the SUV and EV space – have been pivotal in reinforcing Tata’s market positioning.

In the commercial vehicles segment, Tata is banking on market recovery and improved fleet utilisation. “The freight cycle is showing signs of improvement, and we expect to benefit as replacement demand kicks in,” he noted.

On electric vehicles, Balaji reaffirmed Tata’s dominant stance in the Indian EV market and outlined plans to extend its lead. “The EV strategy is working. We’ve proven the thesis. The next steps will be about scale and ecosystem development,” he said. He highlighted Tata’s ambition to transition from simply selling EVs to enabling an entire EV ecosystem – touching on charging infrastructure, localisation of components and battery recycling as critical next steps.

JLR's transformation was another highlight of Balaji’s outlook. The British marque has returned to healthy margins and is now positioned to scale profitably, thanks to a focused approach on premiumisation, disciplined capital allocation and electric architecture development. “JLR has turned a corner—it’s about consolidating gains and investing in future-ready platforms,” he stated.

In addition, Tata Motors is eyeing growth outside India, particularly in the ASEAN and African regions. “We’ll continue to invest in markets where we see sustainable long-term potential,” he said.

Balaji also stressed Tata Motors' disciplined capital deployment approach, indicating that future investments would be ‘self-funded through strong cash flows.’ Debt reduction remains a high priority, even as CAPEX is strategically allocated.

Calling the next two years ‘defining’ for Tata Motors, Balaji summed up the strategy, “The next 24 months are defining for us as a group across the three businesses. We have tailwinds, we have the execution muscle and we are focused. Now is the time to accelerate.”

Financial Performance

Tata Motors reported record consolidated revenues of INR 4,396 billion for FY2025, marking a 1.3 percent YoY growth. However, net profit declined by 11.4 percent to INR 278 billion, impacted by margin pressures across key business segments.

Significantly, the Tata Motors Group turned net auto cash positive during the fiscal, closing FY2025 with a net cash balance of INRR 10 billion – a key milestone in the company's financial turnaround strategy.

Jaguar Land Rover (JLR) recorded Q4 FY25 revenues of GBP 7.7 billion, a decline of 1.7 percent YoY.

In the domestic commercial vehicles (CV) segment, wholesale volumes stood at 99,600 units in Q4 FY25, down 4.8 percent YoY. Exports, however, surged 29.4 percent YoY to 5,900 units. Total CV revenue declined marginally by 0.5 percent YoY to INR 215 billion, mainly due to lower volumes. Nevertheless, the business delivered improved profitability, with EBITDA and EBIT margins rising to 12.2 percent (up 20 bps YoY) and 9.7 percent, respectively – driven by better realisations.

In the passenger vehicles (PV) segment, Q4 volumes were at 147,000 units, down 5.5 percent YoY. Revenue fell 13.1 percent YoY to INR 125 billion. The EBIT margin came in at 1.6 percent, impacted by both lower volumes and realisations. However, this was partially offset by cost optimisation measures and government incentives.

The company also highlighted profitability in its core and electric PV portfolios. The internal combustion engine (ICE) PV business delivered an EBITDA margin of 8.2 percent in Q4, while the electric vehicle (EV) business remained EBITDA positive at 6.5 percent.

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The automotive industry world over faces significant sustainability challenges, including high carbon and other particulate emissions, depleting resources, supply chain complexities and slower pace of transition to cleaner and greener mobility. Indian automotive industry over and above has additional challenges, where gaps in recycling infrastructure, hazardous waste disposal and end-of-life vehicles (ELVs) management further obstructs sustainability in the sector. The balance between cost and greener technologies is much trickier to handle.

To bring national attention to this burning topic, a Sustainable Mobility Conclave 2025, is planned at NATRAX, Indore, which isn’t just another conference but a movement to reimagine, redesign and reinvent how Indian automotive carve out its sustainable future path.

The mission: A circular, sustainable and low-emission future

With its core theme, ‘Recycling, Circularity and Sustainability in Mobility’, the conclave seeks to align the Indian automotive ecosystem with global best practices on environmental responsibility. The event aims to be a catalyst for change – putting focus on how vehicles and its associated components are designed, manufactured, consumed and, ultimately, responsibly retired.

In view of the End-of-Life Vehicle (ELV) Management Rules and a rising need for compliance under Extended Producer Responsibility (EPR), the conclave arrives at a critical juncture.

Why this conclave?

India is poised to witness 80 million EVs on the road by 2030. But without parallel efforts in circular economy practices, recycling infrastructure and emission reduction, green mobility may not be truly green. The European Union already recovers 95 percent of vehicle materials from scrapped vehicles, a benchmark India must realistically chase.

Switching to recycled materials, embracing bio-based alternatives and integrating green energy into manufacturing are not just environmental mandates anymore – they are strategic business moves. Reduction in import dependency and a stable supply chain is the need of the hour.

What to expect?

This two-day summit is designed to bring together a powerful mix of automotive manufacturers, recyclers, government leaders, startups and academic minds. And the agenda? Packed with purpose.

Day 1 highlights:

• Session 1: Circular economy lessons – Tapping into waste as a resource, with a strong focus on e-waste, industrial scrap and auto components.
• Session 2: Nature’s waste into products – How bamboo, fruit pulp, seaweed and more are being transformed into auto-grade materials.
• Session 3: From policy to practice – Bridging gaps between regulation and action; featuring deep dives into ESG, green data centres and the Right to Repair.
• Session 4: Industry success stories – Real-world case studies from top OEMs on implementing sustainable systems.

Day 2 focus areas:

• Session 5: Beyond metals – Innovation in plastic, rubber and fibre reuse.
• Session 6: Sustainability education – Building a green-ready workforce.
• Session 7: Organisational sustainability – How automotive companies are embedding sustainability into their DNA.
• Session 8: Leadership reflections – A unique dialogue on the societal impact of green mobility transitions.

Join the movement

The Sustainable Mobility Conclave 2025 isn’t just about talks. It’s about transformation. Whether you’re an OEM, policymaker, recycling expert, student or sustainability advocate, this is where the narrative of Indian future mobility is getting actively debated and jointly co-created.

Because sustainability isn’t a choice anymore. It’s the only road ahead!

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Japanese auto major Honda Motor Co recently established a new retail finance company in India, christened ‘Honda Finance India’. The new company will provide customers with retail sales financing services, including loans and lease sales options for Honda products in India.

The automaker states that with demand for two-wheelers and four-wheelers set to grow in India, there will be a significant growth opportunity for retail finance too. Till now, retail sales financing services has been primarily done by local financial institutions in India.

However, Honda aims to further strengthen its business in India by offering its own sales financing services through a local subsidiary in India. For this, Honda Finance India is applying for a Non-Banking Financial Company (NBFC) license to conduct financial services business in India.

The Japanese company states that for it financial services business has been one of the main business areas and it has established local subsidiaries specialising in retail sales financing services in Japan and various countries in key regions such as North America and Europe. With the establishment of the new company, India became the ninth country where Honda has a local subsidiary to offer financial services.

Going forward, in anticipation of the global expansion of software-defined vehicle (SDV) sales in the future, Honda is looking into opportunities to offer new financial services designed to increase customer satisfaction and the value of the customer experience using various data from Honda SDVs.

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Rakesh Srivastava, the former Managing Director of Nissan Motor India, has been appointed as a Partner at Helyxa Consulting Group, a newly launched firm of senior professionals. Srivastava joins a team with over 150 years of collective experience from top-tier companies across various industries.

Helyxa Consulting Group, which was established on India's Independence Day, is focused on enabling India's growth journey and building a ‘Viksit Bharat’ in line with the vision of a USD 30 trillion economy by 2047. The firm aims to accelerate the growth of Indian companies by providing services in key areas including – AI Transformation, Board Advisory, Deals & Partnerships, Innovation in Entrepreneurship, Leadership & Culture Transformation and Planning & Process Transformation.

Srivastava will work alongside other key partners, including Managing Partner Bhanu Sharma, former President and Global Head of HR and IT at Tega Industries, and Partner Raman Madhok, a board member at Johnson Controls Hitachi and former Joint Managing Director and CEO of JSW Steel. The leadership team also includes Bindu Bhatia and Harish Bhatia.

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German luxury automotive brand BMW India is set to increase prices across its entire model range by up to 3 percent beginning 1 September. The company cites continued foreign exchange impacts and rising material and logistics costs as the primary reasons for the price adjustment.

Vikram Pawah, President and CEO, BMW Group India, said the company has seen significant sales growth in the first half of the year.

“BMW India’s growth and sales momentum in the first half of the year has been remarkable. However, factors like continued forex impact and global supply chain dynamics have been leading to increased material and logistics costs. Our commitment to offer best value and experience throughout customer journey is steadfast. In the festive season, we are geared to introduce several new power-packed profiles of our cars. As the strong demand for BMW’s luxurious, pioneering cars continues, we will deliver exceptional performance and innovation to our valued customers,” he said.

At present, BMW sells the locally produced the BMW 2 Series Gran Coupe, BMW 3 Series Long Wheelbase, BMW 5 Series Long Wheelbase, BMW 7 Series, BMW X1, BMW X3, BMW X5, BMW X7, BMW M340i and BMW iX1 Long Wheelbase.

in India. The company also offers a wide selection of imported models, including the BMW i4, BMW i5, BMW i7, BMW i7 M70, BMW iX, BMW Z4 M40i, BMW M2 Coupe, BMW M4 Competition, BMW M4 CS, BMW M5, BMW M8 Competition Coupe and BMW XM (Plug-in-Hybrid) as completely built-up units (CBU).

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