From 1 April 2025, all drivers in Mumbai will have to pay tolls using FASTag at every toll plaza. This is in line with Maharashtra State Road Development Corporation’s (MSRDC) announcement some time ago regarding a FASTag-only system to make toll payments, which would facilitate quicker and easier passage of vehicles through toll gates. But that is not the key news. The key news is that the toll on the Mumbai-Pune Expressway will rise by three percent from 1 April 2025. This hike is expected to dig a hole of up to INR 10 in every passenger car owner every time he gets on the respective expressway. 
Fully operationalised in April 2002, the Mumbai-Pune Expressway – first of its kind in India – was built on a BOT basis. It cost more than INR 16.3 billion to complete, according to a report found on the Magicbricks.com website dated 5 February 2025. An analysis in 1994 estimated the cost to be INR 11.46 billion. 
In its affidavit in response to a PIL filed in the Bombay High Court in 2019 citing a CAG report, MSRDC – the Maharashtra state’s special vehicle that built the respective expressway – mentioned that the CAG failed to consider aspects such as traffic flow in initial years, fluctuation in interest and value of money at the time when the first contract was awarded in 2004. 
After taking into consideration the internal rate of return at 16 percent, the total amount recoverable in 2021 was INR 223.7 billion (22,370 crore), MSRDC is known to have stated in its affidavit filed by Kamlakar Phand, Chief General Manager, MSRDC, justifying the extension of contract to collect toll.  
Known as India’s highest toll collecting expressway and also the costliest, the toll collection across the nine gates of the expressway in FY2022-23 was an estimated INR 480.28 billion (48,028.22 crore). In FY2023-24, it was an estimated INR 648.09 billion (64,809.86 crore), a 35 percent increase from the previous year. The average daily collection of around INR 1.5 billion in FY2023-24 in the respective fiscal marked an all-time high. 
But then it is not just the Mumbai-Pune Expressway that will see a hike in toll tax, driving in turn the cost of consumables, essential goods etc., up, the National Highways Authority of India (NHAI) will also increase the toll tax on national highways and expressways that it governs, effective 1 April 2025, mention sources. 
This hike will also touch two-wheelers as stretches such as the Delhi-Lucknow expressway are known to charge toll from that class of vehicles as well. The toll tax increase, sources say, will be in line with the tradition to yearly revise the charges to account for changes in the wholesale price index (CPI)-based inflation. 
Not stopping there and not taking into account the poor quality as well as sheer unsafe stretches of key highways such as the one connecting Pune with Belgaum, which is said to have been under construction for many-many years now, or the one that connects Mumbai with Goa, motorists of all class of vehicles, two-wheelers included, should brace themselves to see their pockets burn a bigger hole effective 1 March 2025 as road fines increase. 
Not supposed to complain about bad road surface, unsafe road design, crater-like patches or the suddenly appearing speed humps and simply pay the roll tax, motorists found to be under the influence of alcohol will have to pay a fine of INR 10,000 and/or face a six months term in prison for the first offence. Repeat offenders will have to pay INR 15,000 and may face up to 2 years in prison.
Those riding without helmets will have to pay INR 1,000 (earlier it was INR 100) and face license suspension for three months. Failing to wear a seat belt, the fine will be INR 1,000. 
Found talking on the phone while driving, the fine will be INR 5,000. Found driving without a valid driving license, the fine will be INR 5,000. Riding triple seat on a two-wheeler, the fine will now be INR 1,000. Sans a valid insurance (insurance attracts 18 percent GST whereas buying a vehicle amounts to between 28 to 50 percent of the price being taxes!), the fine will now be INR 2,000. Besides three months of imprisonment and community service, a repeat offence will see the fine double to INR 4,000. 
The absence of pollution certificate will attract a fine of INR 10,000 along with a prison sentence of six months and community service. Dangerous driving and over speeding with attract a fine of INR 5,000 each here after. Blocking of emergency vehicles will lead to a fine of INR 10,000. Overloading of commercial vehicles will lead to a fine of INR 20,000. 
Jumping a red signal will attract a fine of INR 5,000. Earlier it was INR 500. Offence committed by juveniles behind the wheel or handlebar will lead to a fine of INR 25,000 rather than INR 2,500. A prison sentence of three years and cancelation of vehicle registration for a year besides ineligibility to get a driving license till the age of 25 will be there too. 

Image for representative purpose only.

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Following the inauguration of the Kharkhoda vehicle manufacturing facility, Toshihiro Suzuki, President of Suzuki Motor Corporation, and Hisashi Takeuchi, Managing Director and CEO of Maruti Suzuki India, visited the Japan-India Institute for Manufacturing (JIM) in Manesar and the Institute of Driving and Traffic Research (IDTR) in Bahadurgarh.

At the JIM in Manesar, the leadership team observed the training programmes that focus on technical expertise, manufacturing practices, and safety. Later, they visited the IDTR in Bahadurgarh to review the driving training provided at the facility.

Toshihiro Suzuki, said, “It was the greatest possible honour for Suzuki in India when both the Hon’ble Prime Ministers of India and Japan inaugurated our Kharkhoda plant yesterday. This places even more responsibility on us to recommit and rededicate ourselves to Viksit Bharat. The foundation of this is human development. I immediately decided to visit today our institutes for road safety – IDTR in Bahadurgarh – and for skill development – JIM in Manesar.”

At present, Maruti Suzuki India manages four JIM locations in Mehsana, Gandhinagar, Manesar, and Sonipat. These institutes provide vocational training accredited by the National Council for Vocational Training and the Ministry of Economy, Trade and Industry, Japan. The training follows a system that combines classroom instruction with industry exposure.

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European automotive Group Stellantis recently hosted 300 suppliers in Paris to discuss its faSTLAne 2030 strategy. The convention included supplier partners, regional leadership and global purchasing executives, focusing on collaboration and execution for the European market.

The event outlined the company’s vision for growth and product renewal. Leaders stressed that achieving these goals requires accountability across the value chain.

Emanuele Cappellano, COO for Enlarged Europe & European Brands and Head of Stellantis Pro One, said, "Europe is entering a pivotal period as we execute our long-term strategy and bring an exciting wave of products and technologies to market. Success depends on our ability to execute together. Our suppliers are essential partners in that journey, helping us deliver the quality, innovation, and competitiveness our customers expect. By working as one team, we can strengthen our performance and position Stellantis for long-term success in Europe."

A recurring theme was the necessity of collaboration and communication between Stellantis and its supply base to support product launches and operations.

Monica Genovese, Chief Purchasing Officer, Stellantis, said, "Creating value starts with strong partnerships. Our suppliers are critical contributors to every vehicle, every launch, and every customer experience. We are committed to being a Customer of Choice by strengthening engagement, listening to feedback, and working together to solve challenges. The path to achieving our objectives is built on trust, accountability, and a shared commitment to execution."

Quality was identified as a core component of the business strategy, with leaders noting that suppliers influence the customer experience from production to long-term reliability.

Stephane Dubs, Senior Vice-President, Purchasing, Enlarged Europe, Stellantis, said, "Quality is a shared commitment across our entire ecosystem; it is not the responsibility of only one team or one organisation. Every decision we make impacts the customer experience. Together with our suppliers, we must continue to raise the bar on cost competitiveness, quality, responsiveness and execution to strengthen customer loyalty and ensure the success of our brands."

The convention offered suppliers direct access to the company’s purchasing teams to align on future priorities.

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Cars24, one of the leading vehicle buying and selling marketplaces, has removed its traditional levels, grades and job titles, replacing them with a structure called ‘Flatland’. Under this model, all employees share the title of ‘Builder’, shifting the focus from organisational rank to the problems they own and the outcomes they produce.

The company stated that this change is a response to the impact of AI on organisational structure. By removing hierarchy, Cars24 aims to improve decision-making and coordination.

Vikram Chopra, Builder at Cars24, said, “Hierarchy was one of humanity's greatest inventions. It helped organisations scale when information was scarce. AI fundamentally changes that equation. Today, intelligence and context are increasingly available to everyone. The role of an organisation is no longer to move decisions up and down layers. It's to help exceptional people solve exceptional problems together. Flatland is our attempt to build an organisation for that reality.”

Under Flatland, leadership is defined by execution and customer impact rather than position. Policies regarding benefits and assets are no longer linked to rank but to role requirements and universal benefits.

The company reports that it has tested this model over the past 18 months, resulting in a 50 percent YoY increase in revenue per employee in the second half of FY2026 and a contribution of nearly 300 basis points to EBITDA. Cars24 currently operates in India, the UAE and Australia, and reports reaching global profitability this year.

“We don't believe removing titles automatically creates a great culture. Culture comes from behaviour. Flatland simply removes the shortcuts that let people mistake position for contribution. We want the person closest to the problem to feel empowered to solve it regardless of where they joined or how long they've been here,” concluded Chopra.

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Germany-headquartered world’s largest chemical producer BASF has completed the transaction with Carlyle involving its coatings business, which now operates as Surventis.

The deal, which reached an enterprise value of EUR 7.7 billion, concluded on 30 June 2026 following regulatory approval with BASF receiving pre-tax cash proceeds of approximately EUR 5.8 billion.

Under the terms of the agreement, BASF retains a 40 percent equity stake in Surventis, which includes the automotive OEM coatings, automotive refinish coatings and surface treatment operations. This transaction, combined with the divestiture of the decorative paints business in 2025, values the former Coatings division at EUR 8.7 billion.

Dr. Markus Kamieth, Chairman of the Board of Executive Directors of BASF SE, said, “This successful closing marks a key milestone in the execution of our Winning Ways strategy aimed at unlocking the value of our standalone businesses. By holding a 40 percent equity stake, we will continue to participate in the future value creation of the coatings business while sharpening BASF’s strategic focus.”

Anup Kothari, Member of the Board of Executive Directors, BASF SE, added, “We are convinced that the new ownership structure provides an excellent foundation for future profitable growth of Surventis. We wish the former BASF Coatings employees every success as they move forward into their future as an independent company.”

BASF has accounted for the coatings business as discontinued operations since September 2025. From July 2026, the 40 percent stake in Surventis will be treated as a financial investment accounted for using the equity method.

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