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Jaguar Land Rover-Tata Communications partner for connected, smarter cars
MUMBAI: They are moving ahead with a stronger relationship. Jaguar Land Rover (JLR) has announced a deal with Tata Communications to improve the driving experience through smarter, data-driven connected cars. The new collaboration will leverage the Tata Communications MOVE platform, providing JLR’s next-generation vehicles with continuous connectivity in 120 countries.
This partnership aims to future-proof JLR’s digital transformation, enabling real-time vehicle location services, smarter driving experiences, and software over-the-air (SOTA) updates. As part of JLR’s broader innovation strategy, the MOVE platform will facilitate seamless transitions between mobile networks, allowing for personalised connected services such as media streaming.
JLR’s fleet currently generates over 2.5 terabytes of data daily, with the MOVE platform expected to enhance data exchange and vehicle performance monitoring, thus improving vehicle maintenance and servicing while reducing costs. New medium-sized SUVs built on the Electric Modular Architecture (EMA) are projected to launch in 2026.
“Our collaboration with Tata Communications is pivotal for our software-defined vehicle journey, ensuring secure and cost-effective data connectivity across our global operations,” said JLR. director of digital product platform off-board Mark Brogden.
Tata Communications vice president MOVE Marco Bijvelds , highlighted the opportunity to deliver advanced driving features and personalised customer experiences through enhanced data insights.
Additionally, Tata Communications will deploy cloud-first, software-defined wide area network (SD-WAN) technology, connecting JLR’s 128 global sites to improve supply chain efficiency and security. This transformation will facilitate AI-driven data analytics to enhance vehicle production quality and accelerate manufacturing processes.
JLR group chief digital and information officer Tony Battle emphasised the importance of AI-powered automation in predicting vulnerabilities and boosting operational effectiveness across JLR’s networks.
The partnership continues to support JLR’s “Reimagine” strategy, which aims for carbon net zero across its supply chain by 2039, integrating sustainable practices into every aspect of vehicle production and operations
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Ather Energy doubles service network to 500 centres nationwide
EV maker scales support alongside growth to keep riders on the road
MUMBAI: Ather Energy is quietly building more than just scooters. It is building the backbone to keep them running.
The electric two-wheeler maker has expanded its service network to 500 authorised centres across India, nearly doubling its footprint in a year from 277. The move mirrors its growing retail presence and signals a clear focus on one often overlooked part of EV ownership, what happens after the purchase.
From the outset, Ather has prioritised service support in every city it enters, aiming to make ownership as smooth as the ride itself. Its Gold Service Centres bring in upgraded customer lounges, modern equipment and processes designed to make servicing more transparent and reliable.
Speed, too, is part of the pitch. Through its ExpressCare initiative, riders can get periodic maintenance done in about an hour, now available across 82 centres, turning what used to be a chore into a quick pit stop.
Ather Energy chief business officer Ravneet Singh Phokela said, “Crossing 500 service centres is an important milestone as we scale across the country. Reliable after-sales support is central to the ownership experience, and our focus remains on consistent service quality and accessibility.”
The expansion comes as demand grows for models like the Ather 450 and the Rizta, which have helped the company reach a broader set of riders across metros and emerging cities alike.
Alongside servicing, Ather continues to power up infrastructure through the Ather Grid, now one of the largest fast-charging networks for two-wheelers, with over 4,300 charging points.
With plans to scale further and deepen its presence, Ather’s approach is clear. Selling the scooter may start the journey, but keeping it running smoothly is what sustains it.
