Tata Motors Unveils Updated Altroz HatchbackTata Motors Unveils Updated Altroz Hatchback
Over time, Tata Motors expanded the Altroz lineup with variants such as the #DARK edition (2021), DCA automatic (2022), iCNG with twin-cylinder tech (2023), and the Altroz Racer (2024). The latest version continues this evolution with design changes, upgraded features, and added comfort.
Key exterior features include a new 3D front grille, Luminate LED headlamps, Infinity LED connected tail lamps, and flush-fitting door handles. Inside, the vehicle offers a redesigned dashboard—referred to as the Grand Prestigia—along with twin HD UltraView screens aimed at improving driver and passenger experience.
The Altroz is available in five colors: Dune Glow, Ember Glow, Pure Grey, Royal Blue, and Pristine White. It is offered in various trims—Smart, Pure, Creative, Accomplished S, and Accomplished+ S—each building on the previous with incremental feature additions. Some highlights include six airbags, 360-degree camera, 17.78cm and 26.03cm HD infotainment displays by Harman, connected car features (iRA), digital instrument clusters, and wireless charging.
Other features across variants include voice-assisted electric sunroof, cruise control, projector and LED headlamps, rear AC vents, air purifier, height-adjustable driver seat, and automatic climate control. Select trims also offer ambient lighting, SOS calling, and a blind spot monitor.
The updated Altroz aims to offer more functionality and options across different buyer preferences while retaining its focus on safety, technology, and design updates.
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Economic Times
5 hours ago
- Economic Times
Tata is now riding the new wave: What lies ahead?
Synopsis Tata Group, under N Chandrasekaran's leadership, has significantly grown in revenue, profit, and market capitalization through strategic investments. The conglomerate is now focused on navigating technological shifts and geopolitical complexities. Key areas of focus include Tata Electronics, Air India, and Tata Digital, with substantial investments planned for new-age sectors and job creation. ET Online Tata Group, one of India's biggest conglomerates which has been almost a proxy for the country's industrial strides over decades -- from steel to automobiles to software -- now stands at a crossroads as technological, regulatory and geopolitical shifts alter the business landscape across the world and demand the behemoth to be nimble. Over the past five years, Tata group nearly doubled revenue and more than tripled net profit and market cap when it spent Rs 5.5 lakh crore to be "future fit," said Tata Sons chairman N Chandrasekaran, in the latest annual report. Group revenue from all listed and unlisted entities was Rs 15.34 lakh crore in FY25, with net profit at Rs 1.13 lakh crore and market cap at Rs 37.84 lakh crore, according to the Tata Sons cited the example of Tata Motors as signifying the group's resurgence. "Let me pause and mention one example that exemplifies the best of what we can do: Tata Motors," he said. "With barely 5% share in passenger vehicles in 2017, it seemed an implausible idea that Tata Motors could launch India's first electric vehicle in under one year from design to production, that its market position could rise from 6th to top-3 in the Indian market, that it could transform from a debt of INR 62,000 Cr to net cash positive status."Tata Sons, the holding company, posted a 24% rise in FY25 revenue to Rs 5.92 lakh crore, while net profit fell 17% to Rs 28,898 crore from a year ago. There was no explanation given for the decline. Tata Sons dividend, however, doubled to Rs 1,414.5 crore from Rs 707.2 crore in FY24. Also Read: Tata Group doubles revenue, triples profit and market cap in five years The group now seeks to alter strategies that "may have aged poorly with time and changing economic conditions". 'Tata group has been on a transformational journey towards financial and strategic fitness,' Chandrasekaran said in the report reviewed by ET. 'It is my deep conviction that we must be fit to perform. To do that, we must be honest that some decisions that might have appeared ideal when they were taken may have aged poorly... As a result, our mantra in the last few years was 'fitness first, velocity next'.' In December last year, Chandrasekaran urged group company CEOs to aggressively pursue growth despite mounting uncertainties in domestic and global markets, executives with knowledge of the matter had told ET at that time. In internal strategy sessions and business reviews, Chandrasekaran emphasised boldness in ambition, stating that while margins can be adjusted over time, growth opportunities must be seized immediately, the executives had told ET. He set ambitious revenue targets with adequate capital allocation in place, they added. "While some quarters may pose challenges, he has emphasised the importance of seizing significant growth opportunities in each sector with a long-term vision," one of them said. Tata Sons did not comment. "Our chairman is clear that cyclical quarters can be no excuses and that the goal has to be scalable profitable growth," a top executive group has high expectations for Tata Electronics, Air India and Tata Digital, which are in the "building-up" phase to gain in scale and turn into financially strong businesses over the next three years. The holding company's mandate is that they should be among the Tata Group's top 10 businesses in the next three years. The biggest investments in 2024 have gone into these three units besides battery manufacturing. The total investment committed across businesses, estimated at $90 billion currently, will exceed $120 billion in the next five years.A few weeks ago Chandrasekaran briefed the board of Tata Trusts about the conglomerate's performance and plans in a closed-door meeting at Bombay House, in what long-time group watchers said was a notable departure from precedent, ET reported. The Trusts own a controlling 66% in the group holding company. The update covered progress in the group's high-stakes bets across semiconductors, electric mobility, the consumer app ecosystem and Air India, people aware of the matter told ET. Tata has committed over Rs 1.84 lakh crore in these segments in recent told ET that Tata Sons may be pushing to make communication with its largest shareholder on its ambitious strategy to make the group future-ready as transparent as possible. 'The capital allocation done by the holding company in new businesses has been the largest in its history,' an official pointed out. Tata Sons is injecting fresh capital of Rs 30,000 crore into its emerging ventures, including Tata Digital, Tata Electronics and Air India, as well as the defence and battery units. This funding will be in addition to the $120 billion already committed to the new businesses in recent Group has placed a bold bet on new-age businesses. It is planning to create over five lakh new manufacturing jobs over the next five years, Chandrasekaran had said in the beginning of the year. "Our Group plans to create 500,000 manufacturing jobs over the next half decade." Chandrasekaran said these jobs will come from Group's investments in factories and projects to produce new age products like batteries, semiconductors, electric vehicles, solar equipment and other critical hardware," he said. In the latest annual report, he emphasised the focus on these businesses. The group has ambitious plans to spearhead India's advances in new-age sectors while also aiming to ride the consumer boom to grow its retail the recent past, Tata Group has proved it is not a lumbering conglomerate. It has grabbed at new-age opportunities such as semiconductors, batteries, aerospace and green energy while the success of Trent has proved that the group is ready to ride contemporary consumer trends. The reinvention of Tata Group has already begun. Its sheer heft, execution capabilities and smart leadership are expected to power Tata Group's future strides. While Tata Group performance as detailed by Chandrasekharan in the annual report is impressive, there are critical questions about what comes next. Sustaining such performance across a highly diversified portfolio, amid rapidly changing economic and technological landscapes, will require the group to confront a series of challenges over the coming few years. The macroeconomic environment in which the Tata Group operates is becoming increasingly complex and unpredictable. With a significant global footprint, through companies like Tata Motors (it owns Jaguar Land Rover), Tata Steel Europe, and TCS, the Group is exposed to risks stemming from geopolitical tensions, trade disruptions and sluggish growth in key volatility and shifting trade policies further complicate the landscape. For instance, fluctuations in the British pound or euro can directly affect JLR's profitability, while protectionist policies in the US or EU could impact TCS's service contracts or Tata Steel's exports. In this context, Tata's overseas entities may find it harder to sustain robust growth rates while margins could come under of the most profound shifts currently underway is the global race for dominance in artificial intelligence and digital infrastructure. TCS, the Group's largest profit generator, is under increasing pressure to evolve beyond traditional IT services. Competitors are rapidly integrating generative AI and automation. Also, the pressure to embed AI across other Tata businesses is also mounting. The sheer pace of change in AI poses both an opportunity and a threat. While Tata has invested heavily in becoming digitally future-ready, keeping up with global technology leaders will demand continuous innovation and deep transformation across its Tata Group faces the enormous task of decarbonizing some of its most capital-intensive businesses. These include steel, energy, automotive manufacturing and aviation, the sectors traditionally associated with high carbon footprints. Transitioning to greener technologies will require massive investments in R&D, clean energy, supply chain restructuring, and compliance mechanisms. In the near term, such efforts may impact profitability, especially as global and domestic regulators increase pressure to adhere to stricter environmental normsOn the home front, Tata faces escalating competition across nearly every consumer-facing domain. In digital retail, logistics, aviation and EVs, it is now up against highly aggressive players. Tata Neu, the group's super app, has yet to gain widespread traction. Air India's transformation is still in progress while an unfortunate accident has shaken the company. In automobiles, Tata Motors leads in the EV segment, but competition from MG, Hyundai and BYD is intensifying. Tata's ability to differentiate its offerings, invest in cutting-edge user experiences, and build loyal consumer bases will be tested repeatedly in an increasingly crowded and price-sensitive group is currently executing several high-stakes transformation projects simultaneously. These include the turnaround of Air India, the expansion of Tata Electronics as a semiconductor and precision manufacturing player, and the EV revolution led by Tata Motors. Delays, cost overruns or missteps in any one of these large programmes could impact the group's credibility or financial health. The execution risk is particularly acute given the sheer scale and ambition of these parallel transitions. Over the past five years, Tata has invested a staggering Rs 5.5 lakh crore toward building a future-ready ecosystem. While this has yielded strong top-line growth and increased market cap, the coming years will require sharper focus on capital efficiency. Several newer ventures are still in investment mode and may take time to deliver positive a truly global business entity, Tata Group is subject to a wide array of regulatory frameworks covering data privacy, ESG compliance, taxation and antitrust laws. Rising geopolitical tensions and digital sovereignty concerns could create additional complexity, especially in areas like AI, data storage and cloud Tata Group's transformation since 2020 has been nothing short of remarkable. Under the leadership of Chandrasekaran, it has repositioned itself as a modern, globally integrated industrial powerhouse. Yet, the challenges ahead are multifaceted and require a delicate balancing act between ambition and discipline, speed and stability.
Time of India
6 hours ago
- Time of India
Tata is now riding the new wave: What lies ahead?
Tata Group, one of India's biggest conglomerates which has been almost a proxy for the country's industrial strides over decades -- from steel to automobiles to software -- now stands at a crossroads as technological, regulatory and geopolitical shifts alter the business landscape across the world and demand the behemoth to be nimble. Over the past five years, Tata group nearly doubled revenue and more than tripled net profit and market cap when it spent Rs 5.5 lakh crore to be "future fit," said Tata Sons chairman N Chandrasekaran , in the latest annual report. Group revenue from all listed and unlisted entities was Rs 15.34 lakh crore in FY25, with net profit at Rs 1.13 lakh crore and market cap at Rs 37.84 lakh crore, according to the Tata Sons report. Chandrasekaran cited the example of Tata Motors as signifying the group's resurgence. "Let me pause and mention one example that exemplifies the best of what we can do: Tata Motors," he said. "With barely 5% share in passenger vehicles in 2017, it seemed an implausible idea that Tata Motors could launch India's first electric vehicle in under one year from design to production, that its market position could rise from 6th to top-3 in the Indian market, that it could transform from a debt of INR 62,000 Cr to net cash positive status." Tata Sons, the holding company, posted a 24% rise in FY25 revenue to Rs 5.92 lakh crore, while net profit fell 17% to Rs 28,898 crore from a year ago. There was no explanation given for the decline. Tata Sons dividend, however, doubled to Rs 1,414.5 crore from Rs 707.2 crore in FY24. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Play War Thunder now for free War Thunder Play Now Undo Also Read: Tata Group doubles revenue, triples profit and market cap in five years The group now seeks to alter strategies that "may have aged poorly with time and changing economic conditions". 'Tata group has been on a transformational journey towards financial and strategic fitness,' Chandrasekaran said in the report reviewed by ET. 'It is my deep conviction that we must be fit to perform. To do that, we must be honest that some decisions that might have appeared ideal when they were taken may have aged poorly... As a result, our mantra in the last few years was 'fitness first, velocity next'.' Live Events The promise ahead for Tata Group In December last year, Chandrasekaran urged group company CEOs to aggressively pursue growth despite mounting uncertainties in domestic and global markets, executives with knowledge of the matter had told ET at that time. In internal strategy sessions and business reviews, Chandrasekaran emphasised boldness in ambition, stating that while margins can be adjusted over time, growth opportunities must be seized immediately, the executives had told ET. He set ambitious revenue targets with adequate capital allocation in place, they added. "While some quarters may pose challenges, he has emphasised the importance of seizing significant growth opportunities in each sector with a long-term vision," one of them said. Tata Sons did not comment. "Our chairman is clear that cyclical quarters can be no excuses and that the goal has to be scalable profitable growth," a top executive said. The group has high expectations for Tata Electronics, Air India and Tata Digital, which are in the "building-up" phase to gain in scale and turn into financially strong businesses over the next three years. The holding company's mandate is that they should be among the Tata Group's top 10 businesses in the next three years. The biggest investments in 2024 have gone into these three units besides battery manufacturing. The total investment committed across businesses, estimated at $90 billion currently, will exceed $120 billion in the next five years. A few weeks ago Chandrasekaran briefed the board of Tata Trusts about the conglomerate's performance and plans in a closed-door meeting at Bombay House, in what long-time group watchers said was a notable departure from precedent, ET reported. The Trusts own a controlling 66% in the group holding company. The update covered progress in the group's high-stakes bets across semiconductors, electric mobility, the consumer app ecosystem and Air India, people aware of the matter told ET. Tata has committed over Rs 1.84 lakh crore in these segments in recent years. Insiders told ET that Tata Sons may be pushing to make communication with its largest shareholder on its ambitious strategy to make the group future-ready as transparent as possible. 'The capital allocation done by the holding company in new businesses has been the largest in its history,' an official pointed out. Tata Sons is injecting fresh capital of Rs 30,000 crore into its emerging ventures, including Tata Digital, Tata Electronics and Air India, as well as the defence and battery units. This funding will be in addition to the $120 billion already committed to the new businesses in recent years. Tata Group has placed a bold bet on new-age businesses. It is planning to create over five lakh new manufacturing jobs over the next five years, Chandrasekaran had said in the beginning of the year. "Our Group plans to create 500,000 manufacturing jobs over the next half decade." Chandrasekaran said these jobs will come from Group's investments in factories and projects to produce new age products like batteries, semiconductors, electric vehicles, solar equipment and other critical hardware," he said. In the latest annual report, he emphasised the focus on these businesses. The group has ambitious plans to spearhead India's advances in new-age sectors while also aiming to ride the consumer boom to grow its retail businesses. In the recent past, Tata Group has proved it is not a lumbering conglomerate. It has grabbed at new-age opportunities such as semiconductors, batteries, aerospace and green energy while the success of Trent has proved that the group is ready to ride contemporary consumer trends. The reinvention of Tata Group has already begun. Its sheer heft, execution capabilities and smart leadership are expected to power Tata Group's future strides. The challenges for Tata Group While Tata Group performance as detailed by Chandrasekharan in the annual report is impressive, there are critical questions about what comes next. Sustaining such performance across a highly diversified portfolio, amid rapidly changing economic and technological landscapes, will require the group to confront a series of challenges over the coming few years. The macroeconomic environment in which the Tata Group operates is becoming increasingly complex and unpredictable. With a significant global footprint, through companies like Tata Motors (it owns Jaguar Land Rover ), Tata Steel Europe, and TCS , the Group is exposed to risks stemming from geopolitical tensions, trade disruptions and sluggish growth in key markets. Currency volatility and shifting trade policies further complicate the landscape. For instance, fluctuations in the British pound or euro can directly affect JLR's profitability, while protectionist policies in the US or EU could impact TCS's service contracts or Tata Steel's exports. In this context, Tata's overseas entities may find it harder to sustain robust growth rates while margins could come under pressure. One of the most profound shifts currently underway is the global race for dominance in artificial intelligence and digital infrastructure. TCS, the Group's largest profit generator, is under increasing pressure to evolve beyond traditional IT services. Competitors are rapidly integrating generative AI and automation. Also, the pressure to embed AI across other Tata businesses is also mounting. The sheer pace of change in AI poses both an opportunity and a threat. While Tata has invested heavily in becoming digitally future-ready, keeping up with global technology leaders will demand continuous innovation and deep transformation across its verticals. The Tata Group faces the enormous task of decarbonizing some of its most capital-intensive businesses. These include steel, energy, automotive manufacturing and aviation, the sectors traditionally associated with high carbon footprints. Transitioning to greener technologies will require massive investments in R&D, clean energy, supply chain restructuring, and compliance mechanisms. In the near term, such efforts may impact profitability, especially as global and domestic regulators increase pressure to adhere to stricter environmental norms On the home front, Tata faces escalating competition across nearly every consumer-facing domain. In digital retail, logistics, aviation and EVs, it is now up against highly aggressive players. Tata Neu, the group's super app, has yet to gain widespread traction. Air India's transformation is still in progress while an unfortunate accident has shaken the company. In automobiles, Tata Motors leads in the EV segment, but competition from MG, Hyundai and BYD is intensifying. Tata's ability to differentiate its offerings, invest in cutting-edge user experiences, and build loyal consumer bases will be tested repeatedly in an increasingly crowded and price-sensitive market. The group is currently executing several high-stakes transformation projects simultaneously. These include the turnaround of Air India, the expansion of Tata Electronics as a semiconductor and precision manufacturing player, and the EV revolution led by Tata Motors. Delays, cost overruns or missteps in any one of these large programmes could impact the group's credibility or financial health. The execution risk is particularly acute given the sheer scale and ambition of these parallel transitions. Over the past five years, Tata has invested a staggering Rs 5.5 lakh crore toward building a future-ready ecosystem. While this has yielded strong top-line growth and increased market cap, the coming years will require sharper focus on capital efficiency. Several newer ventures are still in investment mode and may take time to deliver positive returns. As a truly global business entity, Tata Group is subject to a wide array of regulatory frameworks covering data privacy, ESG compliance, taxation and antitrust laws. Rising geopolitical tensions and digital sovereignty concerns could create additional complexity, especially in areas like AI, data storage and cloud computing. The Tata Group's transformation since 2020 has been nothing short of remarkable. Under the leadership of Chandrasekaran, it has repositioned itself as a modern, globally integrated industrial powerhouse. Yet, the challenges ahead are multifaceted and require a delicate balancing act between ambition and discipline, speed and stability.
Mint
7 hours ago
- Mint
Tata Motors, Tata AutoComp hit a patchy road in FY25 as challenges mount
For Tata Group chairperson N. Chandrasekaran, Tata Motors Ltd has been one of the conglomerate's standout performers in recent years—rising to third spot in a market dominated by Maruti Suzuki India Ltd and Hyundai Motor India Ltd. In Chandrasekaran's letter to shareholders as part of Tata Group's holding company Tata Sons' latest annual report, the auto business found a special mention. 'Let me pause and mention one example that exemplifies the best of what we can do: Tata Motors,' Chandrasekaran said in his letter. 'With barely 5% share in passenger vehicles in 2017, it seemed an implausible idea that Tata Motors could launch India's first electric vehicle in under one year from design to production, that its market position could rise from 6th to top-3 in the Indian market, that it could transform from a debt of INR 62,000 Cr to net cash positive status,' he wrote. However, some wrinkles are appearing in the Tata Group's auto business, which may worry Chandrasekaran, who heads the board of the Mumbai-based Tata Motors. After nearly four years of rapid growth post the covid-19 pandemic, growth momentum for Tata Group's two flagship auto businesses—the publicly listed Tata Motors and the privately held Tata AutoComp Systems Ltd—is faltering. Tata Motors is in the business of making and selling automobiles in the domestic and international markets, while Tata AutoComp manufactures auto components. The two businesses saw their profit drop in financial year 2025 amid rising competition and declining growth in both domestic and international auto markets. While Tata Motors saw its consolidated FY25 net profit fall by 12% to ₹ 28,149 crore for the first time in four years, Tata AutoComp's net profit nearly halved to ₹ 735 crore, Tata Sons' latest annual report revealed. Tata Motors consolidated revenue war largely flat year-on-year in FY25 at ₹ 4.39 trillion. However, for the first time since the financial year 2020, Tata AutoComp's revenue declined to ₹ 13,095 crore in FY25 from ₹ 13,722 crore in the year before. With both automobile and auto parts businesses facing headwinds owing to US tariff threats and slowing growth, analyst projections for this year are not rosy for the conglomerate's auto business. Analysts highlighted the slowdown in the performance of Jaguar Land Rover which will impact Tata Motors as nearly three-fourth of its consolidated revenue and profit come from the UK-based company. 'We are building in a subdued 3% revenue CAGR over FY25–27E owing to volume decrease at JLR (3% CAGR) and muted growth in the India CV (2% CAGR) division,' analysts at Nuvama Institutional Equities wrote in a 16 June Note on the performance of Tata Motors. 'In JLR, discontinuance of 'Jaguar' ICE models, loss of market share in the China region and imposition of tariffs in the US shall lead to volume contraction ahead. Furthermore, we reckon a muted performance in the India CV division owing to reasonable utilisation levels at transporters, increasing competition from Railways and a high base.' In the financial year 2025, Tata Motors saw total passenger and commercial vehicle sales fall by 4% to 912,155 units. JLR is facing a tough operational environment as the company has to pay higher tariffs in its biggest market, North America, while its third biggest market, China, has increased the net of luxury tax on cars. During April-June, the first quarter of this FY, the maker of Range Rover SUVs sold 87,286 units, 11% fewer than a year ago, due to a pause in shipments to the US in April to assess the tariff impact. With Tata Motors' overall financials dependent on the performance of the UK-based company, the going may get tougher. Muted performance of the automobile business could weigh on Tata AutoComp which gets nearly one third of its revenue from Tata Group entities. The manufacturer of auto components, which was founded in 1995, has nearly 61 plants across India, North America, Latin America, Europe and China. The company is currently headed by Manoj Kolhatkar, who joined in December after a 13-year stint at Gabriel India. Components players are already facing several headwinds during the current financial year. Analysts note that the growth environment for the country's auto component players is becoming increasingly challenging. 'We identify three key risks for Ancs- USMCA/tariffs (ancillaries - US Mexico Canada Agreememt), EU weakness and Chinese competition, and EVs – given the industry's export reliance on US/EU and good salience of engine components,' analysts at Ambit Institutional Equities wrote in a 25 April note. Being privately held, the component business is spared the scrutiny of public investors. However, shares of Tata Motors have lagged the overall market so far in 2025. The share price of Tata Motors has declined by 6%, while Nifty Auto has risen by 4% so far this calendar year. However, for Chandrasekaran, the story of turnaround in the automobile business, which led to the strong growth, is still notable. During the company's annual general meeting held in June, the chairperson had a message for the shareholders of its flagship auto business. 'I had the opportunity to constantly share updates with Ratan Tata about the business in the last few years. While we all miss him, I want you to know that he would have been very proud of the turnaround of the business as Tata Motors was very close to his heart,' Chandrasekaran told shareholders.
