Autocar Professional - Latest Articles

Safer Roads Need Systems That Act Before the Impact

Autocar Professional Bureau — Sat, 18 Apr 2026 19:57:55

Road safety is still too often treated as a problem to be reviewed after the damage is done. But on high-speed freight corridors, risk does not wait for hindsight. It builds in seconds, through fatigue, distraction, shrinking following distance, and delayed reaction. By the time a crash is recorded, the real opportunity has already passed.

A government-commissioned estimate pegged the socio-economic cost of a road fatality at around ₹91 lakh. For fleets, the impact of a major crash rises even further once downtime, claims, legal effort and missed deliveries are added. In practical terms, a single serious incident can wipe out months of operational gains. That is why road safety needs a new operating logic. It cannot remain a reporting exercise. It has to become a prevention system.

The Real Cost of Hindsight: Shifting Road Safety from Reporting to Prevention

The reality on the road is that risk forms in seconds. Under speed and time pressure, fatigue shows up before failure does. Micro-sleeps and attention loss do not announce themselves. They surface briefly, then turn into late braking, drift or poor judgment. This is exactly why prevention needs to work as a live loop. Systems must detect early cues in milliseconds and respond while the moment is still recoverable.

That is where the shift to edge intelligence becomes decisive. Road dynamics do not wait for cloud round trips. On live routes, latency and inconsistent connectivity can consume the only window that matters, which is the moment before impact. Safety systems need to process what they see in the vehicle, at the edge, and in real time. This is particularly relevant in India, where operating conditions are dynamic, road environments are uneven, and connectivity cannot always be assumed.

But speed alone is not enough, and context matters just as much. The most useful systems are the ones that can explain the “why” behind the risk, not just the “what.” It can distinguish between hard braking due to a cut-in and a distraction event." It can read following-distance changes, unstable traffic flow, drowsiness cues and shifting road conditions in context. The goal is not to generate more alerts. It is to generate the right alerts. Precision matters because nuisance alerts erode trust, and once trust goes, driver engagement tends to go with it.

Validating Technology for the Complexity of Indian Corridors

This is also why ADAS in India is moving into a more meaningful phase. For years, the conversation was centred on promise, but now it is shifting toward proof. ARAI’s Government-backed ADAS test environment in Pune signals an important move from ambition to validation. A controlled proving ground matters because it allows active safety systems to be tested in repeatable, India-relevant conditions rather than being judged only in ideal or imported scenarios.

That distinction is important. Indian roads present a complexity that cannot be reduced to lane markings and clean traffic flow. There is mixed vehicle density, variable road quality, vulnerable road users and a constant negotiation of space. A system that performs well in controlled conditions but fails under real pressure is not deployment-ready. The next stage of this conversation, therefore, is not simply about feature readiness but also about operational readiness. Can these systems hold up over long-haul routes, under glare, at night, in dense traffic and across high-mileage commercial use cases? That is the benchmark that matters.

Physical AI: Closing the Safety Loop

The economics support this shift as well. Crash-avoidance technologies are increasingly being seen not as optional features but as part of safety infrastructure. The commercial ADAS market is growing rapidly, and with good reason. Evidence for closed-loop intervention is becoming harder to ignore. When systems act before impact, outcomes change. That is the larger lesson behind the growing focus on automatic emergency braking and related technologies. The future of road safety will belong to systems that do not just observe risk but reduce it.

This is where the idea of physical AI becomes especially useful. In simple terms, physical AI is AI that perceives, reasons and acts in the physical world in real time. For mobility, that means moving beyond passive recording and towards a closed-loop safety model. Analyse the scene, estimate the risk and then trigger an intervention while the moment is still reversible.

Additionally, it also learns from the outcome. Road safety needs that control-loop mindset because risk on the road does not wait for analysis cycles. It requires systems designed to operate in the moment.

Building a Human-Centric Safety Culture

Yet technology alone will not improve outcomes at scale unless fleets also rethink the human side of safety. Telematics has already become the operating layer for many fleets. The next layer has to be behavioural. Too often, safety systems are still built around gotcha logic. They highlight what went wrong, issue repetitive alerts, and leave drivers feeling judged rather than supported. That approach may create visibility, but it rarely builds lasting engagement.

Positive driving recognition offers a better path. When systems acknowledge safe behaviour alongside risky behaviour, coaching becomes more balanced, more credible and more actionable. It feels fairer, and it earns more trust. In high-mileage, deadline-driven operations, that matters more than many leaders realise.

Drivers are far more likely to engage with a system that reflects the full picture of their performance rather than one that notices them only when something goes wrong. Recognition does not dilute accountability; it strengthens adherence by making the feedback loop more human and more durable.

That, ultimately, is the direction road safety needs to move in. Not toward more footage, more dashboards, more alerts for their own sake. It needs to move toward systems that can detect risk early, understand it accurately and act in time. Safer roads will depend on technologies that work under real driving constraints and on safety cultures that drivers can trust. The real breakthrough will not come from knowing more after a crash. It will come from preventing the crash in the first place.

Ajit Nair is the Director of Product Management at Netradyne. Views expressed are the author's personal.

Myth vs. Reality: What Indian Consumers Still Get Wrong About Refurbished Two-Wheelers

Autocar Professional Bureau — Sat, 18 Apr 2026 19:49:22

India has always had a lively market for used two-wheelers. For years, buying one was a fairly informal exercise. Buying a used bike in India followed a familiar routine. A prospective buyer would drop by a neighbourhood dealer, check in with a trusted mechanic, or simply rely on word of mouth: friends, family, someone who knew someone selling a bike. The decision, more often than not, came down to personal judgement and how credible the seller seemed.

What many people don’t fully realize is the sheer scale this market has reached. Industry estimates suggest India’s pre-owned two-wheeler segment could approach 55.8 million units by 2027, placing it among the country’s largest mobility categories. And yet, perceptions haven’t quite caught up with that reality. For a lot of consumers, refurbished bikes are still viewed through the lens of the old second-hand market.

On the ground, though, the ecosystem has changed. Refurbishment today is far more organised than it once was. Structured inspections, digital documentation and clearer transaction processes are becoming part of the system. Even so, older impressions have a way of sticking around, and they continue to influence how buyers think about refurbished vehicles.

Rethinking trust and ownership history

The first hesitation many buyers express is about the vehicle’s past. How many owners did it have? Was the registration transferred correctly? Could there be unresolved issues attached to the bike?

Not long ago, these were reasonable concerns. Information about a vehicle’s history was not always easy to verify, and buyers often had to rely on the documents shown to them by the seller.

Things are gradually becoming clearer. Many organised refurbishment networks now check registration details and ownership records before a bike is listed. Access to digital vehicle databases has made it easier to confirm whether the paperwork is in order. For buyers, this step removes a large part of the uncertainty that once defined second-hand purchases.

On the selling side, too, the process is becoming more structured. Many platforms now carry out a detailed inspection before listing a vehicle, which helps arrive at a more accurate price and reduces the chances of a seller or buyer being misled during the transaction. Faster payment cycles have also made a difference, giving sellers greater confidence and a sense of closure once the deal is completed.

Moving beyond the spare parts misconception

Another common belief is that refurbished bikes are repaired with random or inferior spare parts. This perception largely comes from the traditional repair ecosystem where the quality of work could vary widely depending on the workshop.

In organised refurbishment facilities today, servicing tends to follow more consistent standards. When parts need replacement, certified or compatible components are typically sourced through verified suppliers. The intention is not just to make the bike functional again but to ensure that it remains dependable for everyday use without any quality compromises.

Simplifying documentation and RC transfers

Paperwork has long been one of the most frustrating parts of buying a used vehicle. RC transfers in particular were often slow, confusing and difficult to track.
Digital systems are gradually easing this process. Another noticeable change is the way information is presented online. Listings now usually spell out documentation details more clearly, which makes it easier for buyers to understand what they are getting into. Digital workflows have also simplified the ownership transfer process, guiding users through each step.

Compared with how things worked earlier, the overall experience feels much more straightforward.

Understanding pricing and depreciation

Pricing is another area where perception gaps frequently emerge—when a refurbished bike is priced attractively, it can sometimes trigger skepticism rather than confidence.

In most cases, the price difference is a reflection of natural depreciation, as two-wheelers typically shed a significant portion of their value in the early years of ownership. Refurbishment aligns with this lifecycle—through rigorous inspection, servicing, and the replacement of worn components where required, these vehicles are restored to deliver reliable performance for a second owner at a fair value.

Another factor increasingly shaping purchase decisions is the availability of financing. While some organised players have introduced accessible credit options for refurbished two-wheelers—expanding access for buyers who prefer not to make an upfront payment—there remains significant scope to further simplify and scale financing solutions.

Refurbishment is more than cosmetic work

There’s a fairly common belief that refurbishing a bike is mostly about improving how it looks. Repaint the panels, polish the surfaces, make the vehicle appear new again. In practice, structured refurbishment operations often take a deeper look.
In more organised setups, this process is often backed by extensive inspection protocols, sometimes covering hundreds of checkpoints.

Buyers are also provided with upfront quality reports for each vehicle that enhances transparency, offering clear visibility into its condition as well as any repairs or replacements undertaken, thereby building greater buyer confidence. This level of transparency makes it easier to understand what to expect in terms of performance.

Technicians typically work through the essentials before a bike returns to the market — the engine, braking systems, suspension and electrical setup. And in many cases the inspection doesn’t stop at what the eye can see. Digital diagnostic tools are now being used to flag issues that might otherwise slip past a basic visual check.

Not too long ago, the refurbished two-wheeler market in India functioned mostly in an informal way. That is beginning to change. Structured inspections verified paperwork and technology-backed checks are gradually bringing more consistency into the system.

For buyers, the shift is becoming increasingly evident. Evaluating a refurbished bike is no longer the uncertain exercise it once was—information is more accessible, and the overall process feels far more transparent. As familiarity with the category grows, perceptions are gradually evolving, with what was once considered a risky purchase now emerging as a practical mobility option—and, for many, The Right Choice—especially in a market like India, where affordability continues to shape buying decisions.

Devesh Taparia is the CEO of DriveX. Views expressed are the authors’ personal.

India’s Ethanol Boom Is Outpacing Its Cars, Why Flex Fuel Vehicles Are Now an Economic Imperative

Autocar Professional Bureau — Sat, 18 Apr 2026 19:36:36

India has successfully engineered a significant transformation in its energy sector. The nation has effectively converted its agricultural foundation into a robust biofuel powerhouse. Driven by ambitious decarbonisation goals and a strategic pursuit of energy independence, installed ethanol production capacity has recently surged to an unprecedented 18 billion litres.

The economic dividends of this transition are already irrefutable. As of February 2026, more than 353 crore litres of ethanol have been mixed into the current supply year alone, making an average of 20 per cent ethanol in petrol. This acceleration has protected the national treasury, saving more than ₹1,70,560 crore in foreign exchange and replacing more than 289 lakh metric tonnes of crude oil.

This project has also led to a huge transfer of wealth to the rural agrarian economy, which has allowed farmers to get paid quickly—over ₹1,50,925 crore since 2014–15. Simultaneously, the programme has delivered a net carbon dioxide reduction of approximately 869 lakh metric tonnes. Yet, this remarkable supply-side triumph has exposed a critical structural vulnerability.

The domestic automotive fleet is restricted by standard engine tolerances and is fundamentally incapable of absorbing this expanding fuel bounty. The reality is straightforward. India’s ethanol boom is unequivocally outpacing its cars. Resolving this supply and demand mismatch is no longer merely an environmental aspiration. It has become an urgent macroeconomic imperative.

The trajectory toward E20 stands as a masterstroke of policy-driven industrial growth. It effectively repurposed surplus and damaged agricultural feedstock, ranging from sugarcane and molasses to maize, into a viable substitute for imported crude oil. Concurrently, distilleries are operating with vast capabilities underwritten by heavy capital expenditure.

Without a corresponding advancement in the vehicles operating on national highways, this significant increase in production is at risk of resulting in a localised supply glut. Such stagnation would invariably threaten the financial viability of the farming communities and manufacturing facilities that catalysed the green transition in the first place.

Breaking past this structural barrier necessitates the aggressive commercialisation of flex-fuel vehicles. Unlike conventional automobiles, these vehicles feature robust, specialised powertrains. They are designed to operate seamlessly with any fuel ratio, accommodating up to eighty-three per cent ethanol or even pure bioethanol.
Integrating these vehicles into the mainstream market fundamentally alters the economic landscape.

They act as shock absorbers for the energy grid that change over time. This creates a domestic market for homegrown fuel that is almost limitless, allowing oil marketing companies to buy ethanol in amounts never seen before.

The macroeconomic benefits of a mature flex-fuel ecosystem go far beyond just cutting down on emissions. For consumers, it gives them real choices for fuel. It protects the cost of everyday travel from the political instability that comes with international crude markets.

For the economy as a whole, speeding up adoption is a practical, low-friction way to achieve deep decarbonisation. This approach utilises extensive existing infrastructure for the production of internal combustion engines and liquid fuels. It completely bypasses the immediate, prohibitive capital shocks associated with a purely electric vehicle overhaul, which often requires significant investment in new infrastructure and technology.

It functions as a highly effective, complementary strategy that connects legacy fossil fuels with future mobility solutions.

Realising this immense potential demands a synchronised, cross-sector strategy. Automakers bear the primary engineering costs of upgrading fuel lines, sensors, and engine calibrations. This transition requires decisive fiscal foresight from policymakers.

Rationalised taxation and targeted production incentives on flex-fuel models are absolutely essential to bridge the initial purchase price gap for buyers. Simultaneously, energy retailers must be motivated to modernise their dispensing networks. Ensuring E85 and E100 pumps become as ubiquitous and accessible as standard petrol stations is a necessary step.

The national dialogue surrounding alternative energy has shifted fundamentally. Ethanol is no longer just a marginal additive; it has matured into a mainstream domestic fuel. The infrastructure to distil it is operating at an unprecedented scale, officially elevating agriculture into a cornerstone of national energy security.

The automotive industry, regulatory bodies, and energy distributors are now in charge of making sure that consumer demand matches this plentiful, renewable supply. Accelerating the rollout of flex-fuel vehicles is the definitive mechanism to unlock the next phase of industrial growth. The fuel is already waiting at the pump. The vehicles simply need to catch up.

Bharati Balaji is the Deputy Director General of All India Distillers’ Association. Views expressed are the author's personal.

Why Tomorrow’s Cities Need Cognitive Mobility, Not Just Better Roads

Autocar Professional Bureau — Sat, 18 Apr 2026 19:15:22

Urban mobility is poised at a pivotal juncture, one that goes beyond merely adopting electric cars, robot taxis, and megablock transit routes. The true revolution will come in how a city thinks about, understands, and reinvents the flows of its citizens. The mobility network of tomorrow will not operate like clockwork but rather like a living brain that senses, predicts, negotiates, and adapts.

For over a decade now, “smart mobility” has been synonymous with dashboards, sensors, and optimization algorithms. But mere optimization is no longer sufficient. Megacities function like turbulent ecosystems. Their dynamics evolve constantly, subject to the whims of human psychology, digital conversations, environmental pressures, and economic patterns. Any city that only analyzes past traffic trends will inevitably fall behind its citizenry.

Flow Net 2.0 introduces an innovative cognitive architecture for urban mobility—that reimagines the city as a living entity capable of self-evolution rather than just infrastructure. The approach presents seven novel frontiers that may shape urban operations for the next fifty years.

1. Urban Psychophysics Understanding the City as a Cognitive Entity
Traditional urban theory revolves around highways, cars, densities, and transportation engineering. With Flow Net 2.0, there is an emerging field called Urban Psychophysics, which explores how the city feels and thinks about its surroundings.

With this framework, the city acquires cognitive powers:

Perception – detection of pressure, imbalance, and latent mobility demand
Attention – allocation of computational power to important nodes
Memory – storage of behavioural patterns and chronic congestion points
Learning – reinforcement of successful patterns that generate consistent mobility flows

The road network is akin to the brain’s neural circuitry, intersection junctions to synapses, and mobility pulses to sensory stimuli. Traffic congestion becomes a city’s pain signal, and mobility flow represents a state of balance.
Unlike present-day urban systems that respond to live traffic signals, cognitive cities anticipate mobility disruptions weeks or even months in advance.

Example:

Demographic changes, business districts, childcare registrations, or delivery frequencies may predict future traffic burdens well before traffic sensors start blaring.

This is a city that gets to know itself through social changes long before it happens.

2. Metamorphic Corridors - Roads That Adapt Their Form

Fixed road geometry is characteristic of our cities at present. Metamorphic mobility corridors are conceived of in Flow Net 2.0, streets that transform their function depending on anticipated behavioral patterns.

Such metamorphic corridors would enable:

Car lanes becoming bus spines and cycle superhighways
A distinction between self-driving cars and other manual-driven ones
Transformation into night logistics corridors
Becoming pedestrianized during ultra-low traffic periods
Reallocation of kerbside space depending on changing incoming flows

Not reacting to congestion but rather being a result of long-term anticipation – migration flows during festivals, behavioral changes due to hybrid work practices, online event, weather-based changes, or economic activity seasons.

Mobility adapts to humans' evolving needs before humans themselves recognize them.

3. Crowd-Shadow Modelling - Predictive Avatars Inside a City-Scale Digital Twin

Flow Net 2.0 introduces an innovative prediction engine called Crowd-Shadow Modelling.

Every individual, delivery network, commercial area, or civic entity has a behavioural shadow within the digital avatar of the city, linked not by identity but by patterns. The shadows react to:

Micro-behaviours (transportation schedules, recreational patterns)
Collective triggers (working hours, vacations)
Macro indicators (economy, weather, policy changes)
Sentiments (emotions inferred from digital conversations)
These shadows predict how millions will behave under new circumstances.

Applications:

If 40,000 shadows switch from automobiles to metro because of rumours about rising fuel prices, the frequency of transport services is immediately boosted.
If an upcoming sporting event causes late-night crowds, the system allocates pedestrian paths, cycling tracks, and dynamic bus routes.
Urban mobility starts being planned based on behavioural probabilities rather than reactionary measures.

4. Multi-Agent Negotiation, Mobility Systems That Can Talk to Each Other

Today’s mobility system issues orders without negotiations. The Flow Net 2.0 system, however, creates an Urban Negotiation Layer, in which each element in the system becomes an agent with their own agenda.

These agents might be:

Bus networks wanting green wave priority
Freight transporters asking for night delivery windows
Bicycle lanes requiring safe passage
Environmental models needing slower speeds with reduced carbon emissions
Pedestrians wanting more walking time following major events
Energy networks trying to stabilize electric vehicle charging

An AI-based arbiter mediates these requests in real-time, aiming to achieve the most beneficial result for the greater good of the city.

Mobility is transformed from a strict manual into an intelligent ecological system, similar to how different species negotiate their survival in a forest environment.

5. Emotional Mobility Index (EMI) - The Mood of the City

It is not the delay that makes transport systems collapse, but rather the emotional effects of the delays themselves:

Nervousness about unreliable arrival times
Angst about congestion
Feelings of inequality regarding traffic light control
Worries about missing out on commitments
Annoyance about chaotic traffic lights/queue management

The Flow Net 2.0 solution comes in the form of the Emotional Mobility Index (EMI), which is a composite measure of the emotional state of the city through the following factors:

Commuter sentiment
Social media trends
Transport complaints
Sound profiles
Crowd stress on public transport services
Journey chain reliability
Walking environment comfort levels

This is followed by optimization of policies, lane allocations, and transport schedules based on efficiency and psychological well-being.

6. Temporal Mobility Sculpting - Shaping Time as a New Urban Resource

Space is limited. So are vehicles. Time, however, can be made infinite by proper planning.

With Flow Net 2.0, time itself becomes the ultimate infrastructure layer for cities to manipulate.

Urban space can be crafted via:

Staggering work hours
Allowances of time-dependent lanes
Window deliveries
School timings based on AI calculations during peak stress periods
Transit cycles that emulate biological systems
It is not about road width but width of time slots.
Temporal urbanism thus emerges as a new domain.

7. Mobility as a Cooperative Game, Citizens as Active Designers

In FlowNet 2.0, citizenship is viewed as a participatory component of urban flow. Through the use of micro-credits and verifiable proof of mobility:

Delaying non-essential journeys yields incentive for individuals
Changing the timing of deliveries earns tax credits for retailers
Carpooling creates mutual mobility credits
Self-driving cars incur “attention costs” when they strain the system
Tele-presence during wave peaks earns mobility credits for employees

The city becomes a collaborative environment where even small behaviors can make a difference for overall flow optimization.

Mobility becomes a game of civic participation where everyone’s rational self-interest creates global advantage.

Conclusion

The concept of Flow Net 2.0 represents a move from conventional ideas about "smart cities" towards sentient cities wherein mobility is not reactive but rather interpretative, predictive, and collaborative.

A vision where:

Roads act as adaptive tissues
Digital doppelgangers predict collective movement
Negotiations are conducted like intelligent agencies
Mood determines urban policies
Time can be manipulated as an engineering element
Citizens actively create mobility solutions

What this isn’t, an incremental step towards better transportation planning; what it is – the evolution of a new living stratum in the urban organism.

Harilal Bhaskar is the Chief Operating Officer, and National Coordinator at I-STEM, Principal Scientific Adviser (P.S.A.) Government of India. Views expressed are the author's personal.

Renault India CEO: CNG Rollout in Months, EV to Follow in 2028 as Part of Multi-Powertrain India Strategy

Autocar Professional Bureau — Sat, 18 Apr 2026 15:36:58

Unveiling its new mid-term plan under the FuturEReady 2030 strategy, Renault India intends to introduce seven new models alongside a diversified powertrain portfolio. Autocar Professional caught up with Stéphane Deblaise, CEO of Renault Group India, who shared insights on plans to add CNG, hybrid, and EV options within a short span of 18 months.

You mentioned dual-cylinder on the RGEP platform. What is the plan for CNG and when can we expect it?

I can tell you very soon. It’s a matter of months. We think that today around 22% of the market is about CNG, and we believe it is a very good solution because it is less expensive than gasoline. We will have the best solution in the market because we put the two gas tanks below the floor, allowing us to keep a full trunk for usage, which is an amazing solution for every customer. In addition, it is very useful for taxi drivers because they can put all the luggage they want. We will be the only ones to do so.

What is the calibration you are planning for the CNG powertrain? Will it be the 1-litre turbo with CVT?

I will not disclose everything today. Let’s say it is a one-litre turbo.

By when can we expect this to be introduced?

What I can tell you is that we are doing driving tests these days. We are conducting crash tests and calculations. We are well advanced in the project. As I said before, it is a matter of months, not years.

Was it a challenge to integrate this system, especially considering packaging and pedestrian safety constraints?

You are highlighting a very good advantage of our platform, the RGEP platform. It is an amazing platform in terms of roominess and the ability to fit a lot of things in a small space. As you know, Triber is the only seven-seater car under four metres. Thanks to this smart engineering, we were able to place these two gas tanks in a very safe way.

Will this dual-cylinder CNG technology also come to the Kiger?

I’ll let you imagine why I would do it on Triber and not on Kiger.

Will you consider CNG for Duster as well?

I will not disclose everything. Let’s speak about Bridger and the RGMP platform. The RGMP platform is the platform for Duster and Bridger. You have very different kinds of customers in India. They want diesel, gasoline, CNG, hybrid, and EV. These are very demanding customers. With the RGMP platform, we will deliver hybrid, CNG, electric cars, and gasoline, meaning nearly the full range of needs coming from customers.

On electric vehicles, when can we expect Renault EVs in India?

I said several months after the winter launch, which will be at the end of 2027.

The West Asia crisis has pushed EV sales in the country. Does that impact your decision-making?

You don’t take decisions depending on temporary issues. But for sure, it helps the market share of EVs increase. It helps customers understand EVs better, and it will help later to sell more EVs, even if the crisis is no longer there.

You have spoken about 90% localisation. Will that extend to EVs, especially considering battery cells are not localised in India?

As long as there are no cells in India, we cannot use Indian cells. We will begin with cells coming from another country. As soon as we can have cells in India, we will use Indian solutions. But we will not wait for that to introduce EVs in India. We don’t want to disadvantage our customers because some industrialisation has not been done yet. We have to offer the cars, and later, when localisation is possible, we will adapt.

How has the response been to the Duster so far?

It is just at the beginning. Word of mouth is very good. Everybody says the ride and handling are amazing, the turbo engine is amazing, and the design is amazing. Duster is back.

Has the West Asia crisis impacted your sourcing or supply chain?

We have put in place specific management on this topic because our supply chain is impacted. We have to avoid any issues in our supply. Until now, we have had no issues, but we are adapting. We are switching the plant to more PNG solutions than LPG, for instance. We are changing operations and adapting ourselves. Suppliers are also exposed, and we manage and help them if needed. Until now, it is okay, but we don’t know how long it will remain manageable.

Have you seen any impact on demand due to the crisis?

I cannot say clearly. It is too early. Maybe there is some impact, but it is not very clear yet. For sure, in the mindset of people, electric cars may become more relevant. This is what is happening in Europe, where people are thinking more about EVs due to such issues.

Puneet Kaura Named Chairperson of CII Northern Region

Sarthak Mahajan — Sat, 18 Apr 2026 15:21:57

The Confederation of Indian Industry (CII) Northern Region has appointed Puneet Kaura, Managing Director and Chief Executive Officer of Samtel Avionics, as its Chairperson for the 2026–27 term. The announcement was made during the organisation's annual regional meeting, held on 16 April in New Delhi alongside The Future India Summit, which carried the theme "Navigating Change. Driving Growth."

Shradha Suri Marwah, Chairperson and Managing Director of Subros Ltd, was named Deputy Chairperson. Together, the two will oversee CII's Northern Region operations spanning seven states — Delhi, Haryana, Himachal Pradesh, Punjab, Rajasthan, Uttarakhand, and Uttar Pradesh — as well as the Union Territories of Chandigarh, Jammu & Kashmir, and Ladakh.

At the meeting, Kaura outlined six strategic priorities for the region in the coming year: Policy Advocacy; Technology and Innovation Enablement; MSME Growth and Competitiveness; Skill Development; Sustainability and Community Engagement; and Membership Engagement.

The CII Northern Region functions as a non-government, not-for-profit body that works to cultivate an environment supportive of industrial development in India, engaging with government and civil society through advisory and consultative processes.

UK Grants £380 Million to Tata's Agratas for Somerset EV Battery Gigafactory

Sarthak Mahajan — Sat, 18 Apr 2026 13:05:24

The United Kingdom's Advanced Propulsion Centre (APC) has officially announced a £380 million grant, approximately $510 million, to Agratas, the battery manufacturing arm of India's Tata Group. The funding forms a key component of a broader £470 million government grant package aimed at strengthening domestic electric vehicle supply chains.

The grant was facilitated through the Department for Business and Trade's DRIVE35 Automotive Transformation Fund. The British High Commission in India described the development as a strong example of UK-India partnerships shaping the future of clean mobility.

The gigafactory represents a £4 billion private investment and is expected to create around 4,000 jobs directly, with Phase 1 becoming operational by late 2027. The facility is projected to become one of the largest battery manufacturing plants in Europe.

The manufacturing facility will be developed at the Gravity Smart Campus near Bridgwater, Somerset, with Agratas serving as the first and primary occupier on the site. The plant is expected to have a capacity of 40 gigawatt-hours.

The Somerset gigafactory will initially supply Jaguar Land Rover, with the potential to support wider automotive manufacturers in the future. The UK government says the Agratas project will strengthen economic security and reduce the country's reliance on imports by significantly boosting domestic battery production.

SUV, MPV Sales Cross 3 Million for the First Time in FY2026, UV Share of PVs Jumps to 67%

Ajit Dalvi — Sat, 18 Apr 2026 12:40:51

If India’s passenger vehicle industry achieved its best-ever fiscal year wholesales of 4.64 million units in FY2026, then the credit once again goes to the utility vehicle (UV) segment. The UV sub-segment, which comprises SUVs and MPVs, continues to be the shining star of the Indian PV industry, even as demand returned to the hatchback and sedan segment (1.37 million units, up 2% YoY) compared to FY2025 when passenger car sales were down 12 percent.

The UV segment, which comprises 16 SIAM member companies, was on a roll in FY2026, thanks to the firepower provided by GST 2.0 from October 2025 onwards. While H1 FY2026 saw sales of 1.35 million UVs, up 1% YoY, H2 FY2026 clocked UV dispatches of 1.75 million units, up 20% YoY.

With record wholesales (factory dispatches) of 31,05,025 units last year, UV wholesales rose 11% YoY on a high base (FY2025: 27,97,229 units), which translates into an additional 307,796 units. To put the math and the UV segment’s growth into perspective, FY2026 saw 8,506 SUVs and MPVs sold each day!

That’s not all. . . because the UV segment surpassed the 3 million wholesales milestone in the domestic market for the first time and saw its share of the overall passenger vehicle market (cars, UVs and vans) increase to a new high of 67%, improving upon the 65% in FY2025 and 60% in FY2024. And the FY2026 UV share is a 16% jump over the 51% share in FY2023 (see 12-year PV and UV sales data table below).

SUV and MPV sales rose to a new high of 3.10 million units in FY2026 with the UV share of the Indian passenger vehicle market nearly doubling to 67% in a span of just six years.

What’s common to the past four fiscal years is the surging demand for utility vehicles (UVs), primarily SUVs. Having raced past the 2-million mark for the first time in FY2023 (2.03 million units), sales only got better in FY2024 (2.52 million units) and FY2025 (2.79 million units). Interestingly, the UV sales of 3.10 million units in FY2026 are 57,443 units more than the entire PV sales of 3.04 million units in FY2017 when the UV share was 25% (761,998 UVs).

Maruti Remains UV Leader but M&M, Tata, Toyota & Kia Increase Market Share

Of the cars, vans and UV sub-segments in the overall PV segment, UVs remains the most competitive. Every OEM worth its wheel is fighting for a share and slice of the mega action, with the battle for supremacy highest in the compact SUV and midsize SUV categories. These two sub-segments are also where the Top 20 best-selling models reside.

The UV arena is a tough one, what with 32 SUV and MPV manufacturers (including the 16 SIAM member OEMs with 75 models and the luxury OEMs), nearly 130 individual models and over 1,000 variants.

The Top 6 OEMs (2.91 million units), accounted for 94% of the 3.10 million UVs in FY2026. While Maruti and Hyundai saw their UV share fall, Mahindra, Tata Motors, Toyota and Kia posted gains.

Of the Top 6 players’ UV portfolio, Mahindra leads with 13 SUVs, followed by Maruti and Toyota with nine UVs each. While Kia has seven, Tata Motors has six with the recent addition of the Sierra, and Hyundai has five SUVs. Given the ongoing transition to electric mobility, which has picked up pace in FY2026 with a record 199,590 units, Tata Motors, JSW MG Motor, Mahindra & Mahindra, Hyundai, Kia and Maruti Suzuki already have electric vehicles in their UV stable, while Toyota India is slated to launch the Urban Cruiser e-Bella soon.

India’s Top 6 PV OEMs in FY2026 – Maruti Suzuki (1.82 million PVs, up 4%), Mahindra & Mahindra (660,276 PVs/SUVs, up 20%), Tata Motors (651,261 PVs, up 14%), Hyundai Motor India (584,906 PVs), Toyota Kirloskar Motor (366,896 PVs, up 19%) and Kia India (289,035 PVs/UVs, up 13%) – have benefited from having a strong UV/SUV portfolio. And, Skoda Auto India (75,556 PVs, up 68%), as a result of the strong demand for Kylaq compact SUV, is the new No. 7 UV OEM in FY2026.

For overall UV sales in FY2026, Maruti Suzuki (760,097 units, up 6%) holds onto its No. 1 UV OEM title for the ninth year in a row. The company, which accounted for a market-leading 24.50% share of the 3.10 million UV sales in FY2026, however saw its UV share reduce to 24.50% from 26% in FY2025 because of the higher growth rate displayed by Mahindra & Mahindra and Tata Motors.

M&M (660,276 units, up 20% and 21% UV share) maintains its No. 2 rank as does third-ranked Tata Motors (498,052 UVs, up 15% and 16% UV share). Hyundai Motor India (399,569 units, down 3% and 13% UV share) is followed by a resurgent Toyota Kirloskar Motor (312,007 units, up 21% and 10% UV share). Kia India (289,035 units, up 13% and 9% UV share) is ranked sixth. Skoda India, as a result of the Kylaq compact SUV selling 49,089 units and accounting for 80% of the company’s total UV sales of 61,073 units, has risen one rank from FY2025 to No. 7 in FY2026.

With a record 14,73,422 units sold in FY2026 and a 47% share of the record 3.10 million UVs, the compact SUV segment remains the largest sub-segment but there’s growing demand for midsize SUVs which are set to come into their own in FY2027 what with some new models launched in H2 FY2026. From the return of the Renault Duster, which has already given a fresh charge to the company in its first month, to the Tata Sierra with sales of over 23,000 units in 3 months, and the upcoming Nissan Tekton, the new fiscal promises to be an exciting one for India’s booming utility vehicle market.

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ISMA Pushes Back on Draft CAFE-3 Norms, Seeks Stronger Flex-Fuel Vehicle Incentives

Sarthak Mahajan — Sat, 18 Apr 2026 12:32:36

The Indian Sugar & Bio-Energy Manufacturers Association (ISMA) has formally requested the Ministry of Power to reinstate stronger incentives for Flex Fuel Vehicles (FFVs) under the Draft Corporate Average Fuel Efficiency (CAFE-3) norms, citing concerns that the current draft's reduced provisions could dampen automotive industry momentum toward ethanol-compatible vehicles.

In its communication to the government, the apex industry body representing private and public sector sugar and bio-energy producers acknowledged ongoing policy support for ethanol-based transportation. However, ISMA expressed concern over the reduction of the Volume Derogation Factor (VDF), a key incentive parameter, in the latest regulatory draft, arguing that a weaker incentive structure may discourage automakers from accelerating FFV production.

India met its 20 percent ethanol blending target ahead of schedule, a milestone backed by sustained policy interventions and substantial investments from sugar mills and grain-based distilleries. ISMA noted that with ethanol production capacity now significantly exceeding current blending requirements, expanding the flex-fuel vehicle ecosystem represents the most direct pathway to absorbing the surplus, while simultaneously supporting rural incomes and ensuring stable returns for farmers.

The association also highlighted ethanol's role in reducing India's dependence on imported crude oil, contending that FFVs can contribute meaningfully to building resilience against geopolitical disruptions in global energy markets. ISMA noted that the ethanol programme has already demonstrated tangible gains in foreign exchange savings and in ensuring prompt payments to farmers through the supply chain.

Among its specific proposals, ISMA called for restoring earlier incentive levels under both the Carbon Neutrality Factor (CNF) and VDF provisions to maintain industry confidence. The body also recommended incorporating emerging vehicle technologies, including FFV-Plug-in Hybrid Electric Vehicles (FFV-PHEV) and FFV-Range Extended Electric Vehicles (FFV-REEV), within the regulatory framework to ensure long-term adaptability.

ISMA further urged the timely notification of the CAFE-3 norms, stressing that regulatory clarity is essential for automakers, investors, and ethanol producers planning future commitments. The association stated that a stable, forward-looking policy environment is necessary for aligning India's transportation transition with its broader goals of energy security, environmental sustainability, and rural economic development.

The Ministry of Power has not yet issued a public response to ISMA's letter. The CAFE-3 norms, which govern fuel efficiency standards for passenger vehicles in India, are currently in the draft stage and subject to stakeholder consultation before final notification.

Fada Offers to Invest in EV Charging, Scrappage Infra in Delhi

Mukul Yudhveer Singh — Sat, 18 Apr 2026 12:16:49

The Federation of Automobile Dealers Associations (FADA) has proposed to directly invest in Delhi’s electric vehicle ecosystem, positioning dealers as active partners in the capital’s transition to cleaner mobility rather than just retail stakeholders.

Speaking at an industry event, FADA President C. S. Vigneshwar said the shift to EVs must be enabling and inclusive, particularly for dealer networks that serve as the last-mile interface with customers. Referring to the recently released EV policy draft, he said the industry supports the transition but emphasised that “enablement always goes faster than enforcement,” underscoring the need to align policy intent with on-ground realities.

Building on this, FADA Delhi Chairperson Shailendra Gupta outlined a set of investment-led proposals, signalling the willingness of the dealer community to contribute directly to ecosystem creation.

Gupta said FADA has proposed to set up 150 public EV charging stations across Delhi and is willing to fund the infrastructure as a partner to the government. He added that the association is also willing to establish vehicle scrappage centres in the city, where such infrastructure remains limited, in line with regulatory norms.

Beyond this, FADA has expressed readiness to develop dedicated auto zones equipped with integrated infrastructure such as internal roads, solar power systems, water treatment, and effluent management facilities, all to be developed and funded by the dealer ecosystem.

The proposals come alongside a request to the Delhi government to consider dealer participation as part of the broader EV policy framework, particularly given the scale and economic role of the sector.

Gupta noted that Delhi’s automobile dealers contribute about ₹7,150 crore annually to government revenues, including ₹2,650 crore through motor vehicle tax and ₹4,500 crore via GST, while supporting large-scale employment across the retail network.

FADA said it remains supportive of the EV transition and is willing to take on a larger role, provided policy frameworks enable such participation and align with ground realities.

Mercedes-Benz Expands Goa Network With New Margao Service Facility

Dev Vadchhedia — Fri, 17 Apr 2026 19:01:05

.Mercedes-Benz India inaugurated a new service facility in Margao, Goa, on April 17, 2026. Operated by franchise partner Counto Motors, the site marks the brand's first dedicated service center located in the South Goa region.

The Margao facility spans a total built-up area of nearly 8,600 square feet, which includes a covered showroom area measuring around 4,300 square feet. The workshop layout is equipped with four service bays, divided into two dedicated service bays and two supporting bays. The center is equipped to handle periodic maintenance, general repairs, advanced diagnostics, and genuine parts replacement.

Operations at the center integrate several digital systems, including XENTRY, Skyline, OAB, and Digital Service Drive tabs, which are utilized for vehicle diagnostics and providing real-time service updates to customers. The facility also offers warranty support and pick-up and drop services for customer convenience.

The new location serves as Counto Motors' second Mercedes-Benz outlet in the state, supplementing its existing 3S facility located in Ribandar, North Goa. Aakash Khaunte, Director of Counto Motors, stated that the Margao expansion improves accessibility for the growing customer base residing in South Goa. Shekhar Bhide, Vice President of Customer Services at Mercedes-Benz India, noted that the region is a fast-emerging market driven by evolving customer aspirations.

The Goa expansion aligns with broader corporate initiatives for the automaker. Mercedes-Benz has outlined plans to open 20 new dealerships and launch 12 new products across India during the 2026 calendar year.

CM Rekha Gupta Asks Dealers to Motivate Customers to Switch to EVs

Mukul Yudhveer Singh — Fri, 17 Apr 2026 17:11:06

Chief Minister Rekha Gupta has called on automobile dealers to play a more proactive role in accelerating electric vehicle (EV) adoption, urging them to motivate customers to shift towards cleaner mobility solutions as part of Delhi’s broader anti-pollution strategy.

Speaking at the FADA Vyapar Delhi conference organised by the Federation of Automobile Dealers Associations, Gupta said dealers remain a critical interface between policy intent and consumer behaviour, and their role will be key in driving the transition to electric mobility.

“You have such a big domain. thousands of people use your vehicles daily. You should motivate them to shift to clean-energy vehicles,” she said.

Her remarks come as the Delhi government prepares to roll out an expanded EV policy framework that combines incentives with a phased move towards stricter regulations.

Shift from incentives to mandates

Gupta indicated that while the current EV policy framework is built on subsidies and incentives, the long-term direction is towards compulsory adoption of clean-energy vehicles.

“Gradually, all these things will be made compulsory. there is a time frame in which we can get rid of pollution from Delhi,” she said, signalling that policy measures could tighten significantly by 2027–2028.

The policy includes direct subsidies, tax waivers, registration fee exemptions and scrappage incentives, aimed at accelerating adoption before regulatory mandates take effect.

Dealers at the centre of transition

Positioning dealers as key enablers of the EV shift, Gupta emphasised their influence on buyer decisions.

“You should motivate people. take them towards EVs,” she said, urging the dealer network to actively support the transition.

She also indicated that the government is open to working with stakeholders to improve ease of doing business and strengthen vehicle registrations within Delhi.

Charging infra and ecosystem gaps

While backing the expansion of charging infrastructure, Gupta suggested that current targets may not be sufficient.

Referring to suggestions around setting up 150 charging stations, she said, “How will 150 stations be enough?” indicating the need for a more aggressive rollout.

She also flagged long-term challenges, particularly around battery disposal. “In the future, there will be a mountain of batteries,” she said, adding that the government is working on EV waste-processing systems.

Alongside EV adoption, the government is scaling investments in public transport and last-mile connectivity, including ₹10,000 crore towards metro expansion and 1,000 new permits for women to operate electric autos free of cost.

FADA Seeks Dealer Inclusion In Delhi EV Policy

Mukul Yudhveer Singh — Fri, 17 Apr 2026 16:01:49

As the Delhi government moves to firm up its electric vehicle policy framework, the Federation of Automobile Dealers Associations (FADA) has called for greater inclusion of dealers in the policy roadmap, stressing the need to balance environmental goals with livelihoods on the ground.

Speaking at an industry event in the capital, FADA President C S Vigneshwar positioned Delhi as central to India’s mobility transition, both as a policy hub and a testbed for new ideas.

Referring to the recently released EV policy draft, he said the industry supports the shift to cleaner mobility, but emphasised that the transition must remain enabling and inclusive. “Enablement always goes faster than enforcement,” he said, adding that livelihoods across the dealer ecosystem must be factored into the policy framework.

Building on this, FADA Delhi Chairperson Shailendra Gupta urged the Delhi government to consider dealer perspectives as policies evolve. “I would like to request the Hon’ble Chief Minister to continue supporting our dealer community in upcoming policies, to consider our suggestions, and to ensure sustained employment and growth for every family dependent on this industry,” Gupta said.

Retail Growth And Economic Contribution
Delhi’s automobile retail market recorded a 17% growth in March 2026, reflecting strong demand across segments. Two-wheelers grew by 30%, passenger vehicles by 25% and commercial vehicles by 22%. Over the past year, nearly 800,000 new vehicles have been registered in the city. The dealer network, comprising around 550 outlets, employs close to 55,000 people and supports thousands of families linked to the trade.

Gupta also highlighted the sector’s fiscal contribution, noting that Delhi’s automobile dealers contribute about ₹7,150 crore annually to government revenues, which includes ₹2,650 crore through motor vehicle tax and ₹4,500 crore via GST.

EV Adoption Gathers Pace
Alongside conventional growth, Delhi is witnessing a rapid rise in EV adoption, particularly in commercial vehicles. Electric two-wheelers grew by 62%, passenger EVs by 41% and commercial EVs surged nearly 700%, signalling an accelerated transition in certain segments.

“India is no longer debating EVs. India is adopting EVs,” Gupta said, while cautioning that the pace of transition will vary across segments. “Growth is not always linear. Policy and ground realities must always remain aligned,” he added.

Dealers Seek Role As Transition Partners
Highlighting the role of dealers as the last-mile interface with customers, Vigneshwar noted that the operational burden of transition will largely fall on the retail network, reinforcing the need for alignment between policy intent and on-ground realities.

Gupta added that dealers are already handling multiple responsibilities, from customer education to EV adoption, inventory management and workforce training.
“The biggest burden of this transformation does not fall on OEMs alone; it falls on dealers,” he said.

To support the transition, FADA has outlined three key priorities for Delhi: policy stability, infrastructure development and employment generation.

On infrastructure, the association has proposed setting up 150 public EV charging stations in the city and has offered to fund them as a partner to the government. On skilling, it has proposed setting up training centres and centres of excellence at ITIs to build an EV-ready workforce, with employment linkages to dealerships and OEMs.

Scrappage, Auto Zones Proposed
FADA has also backed the vehicle scrappage policy, while highlighting the lack of adequate infrastructure in Delhi, and proposed setting up scrappage centres in partnership with the government.

In addition, the association has expressed willingness to lead the development of dedicated auto zones with integrated infrastructure such as internal roads, solar power and water treatment systems.

Balancing Transition With Livelihoods
Vigneshwar said the transition must not leave behind those who form the backbone of the industry. Gupta echoed the sentiment, framing the shift as both a challenge and an opportunity. “Delhi is changing, business is changing, and if we do not change, we risk being left behind,” he said. He added that dealers are ready to play a leading role in the transition, provided policy frameworks remain supportive and aligned with ground realities.

Simple Energy Prices Ultra Electric Scooter at Rs 2.34 Lakh

Shruti Shiraguppi — Fri, 17 Apr 2026 12:45:00

Simple Energy on April 17 announced the price of its Simple Ultra electric scooter at INR 2,34,999 (ex-showroom), with deliveries now underway across its retail network in India.

The Bengaluru-based electric two-wheeler maker unveiled the Ultra earlier this year as part of its Gen 2 portfolio. The scooter is powered by a 6.5 kWh battery and offers an IDC range of 400 km, which the company claims is the longest of any electric scooter in India. It has a top speed of 115 kmph and accelerates from 0 to 40 kmph in 2.77 seconds, making it the second fastest electric scooter in India after the Simple One (5 kWh variant).

The Ultra comes equipped with four-level traction control and a seven-inch display console.

Suhas Rajkumar, Founder and CEO, said, "At Simple Energy, we engineer with intent. The Simple Ultra is built for riders who demand extreme range and performance without compromise. With a 400 km IDC range and high-performance architecture, it sets a new benchmark for electric two-wheelers in India. With prices now revealed and deliveries underway, we are delivering truly anxiety-free electric mobility at scale, backed by our expanding pan-India network."

The Ultra is available for test rides and purchase at Simple Stores or at simpleenergy.in. Simple Energy currently operates close to 70 touchpoints across cities including Bengaluru, Delhi, Hyderabad, Chennai, Kochi, and Goa, and plans to expand to Nagpur, Ranchi, and Bhubaneswar in the coming months.

The Simple Ultra is Simple Energy's fourth product action in 2026. Earlier this year, the company launched the Gen 2 versions of the Simple One and Simple OneS. The Simple One Gen 2 retails from INR 1,94,999 (ex-showroom, Bengaluru) with a range of up to 265 km, while the Simple OneS Gen 2 is priced at INR 1,74,999 with a range of 190 km.

Simple Energy Prices Ultra Electric Scooter at Rs 2.34 Lakh

Shruti Shiraguppi — Fri, 17 Apr 2026 12:45:00

Simple Energy on April 17 announced the price of its Simple Ultra electric scooter at INR 2,34,999 (ex-showroom), with deliveries now underway across its retail network in India.

The Ultra comes equipped with four-level traction control and a seven-inch display console.

Mercedes-Benz Faces Investor Heat Over China Recovery Strategy, Reuters Reports

Autocar Professional Bureau — Fri, 17 Apr 2026 12:38:27

Investors pressed Mercedes-Benz on its China recovery plans at the automaker's annual shareholders' meeting on Thursday, warning that an overly luxury-focused strategy could undermine the German brand's efforts to win back consumers in the world's largest car market, according to a Reuters report.

Like rivals BMW and Audi, Mercedes has lost significant ground in China, struggling to keep pace with fast-moving domestic brands such as BYD, NIO, and Li Auto, all of which offer technology-rich premium vehicles at prices that undercut European incumbents. Reuters reports that Mercedes' China sales fell 19% last year to 552,000 vehicles, with the decline accelerating sharply to 27% in the first quarter of 2026.

At the Stuttgart meeting, investors questioned whether Mercedes was doing enough to meet Chinese consumer standards on technology. Moritz Kronenberger of Union Investment, a top-20 shareholder holding approximately $276 million in stock, argued that the brand's traditional appeal is fast becoming a liability. He also criticised Mercedes for developing new products from the flagship S-Class downward, rather than adopting a more mass-market-led approach in line with Chinese rivals.

Tanja Bauer of Deka Investment, which holds around $191 million in Mercedes stock, flagged what she described as "the risk of an overly narrow focus on luxury" in her remarks to the meeting, Reuters reports.

In response, CEO Ola Källenius pointed to a sweeping product and technology overhaul for China, involving seven new models by 2027, alongside the rollout of advanced driver assistance systems co-developed with Chinese technology firm Momenta. Källenius described the initiative as the most ambitious in the company's history, backed by local development and partnerships. Finance chief Harald Wilhelm set out a medium-term volume target of 500,000 to 600,000 annual vehicle sales in China, a range that would represent a stabilisation of the brand's market position.

The pressure on Mercedes' luxury-first positioning is not confined to China. In India, the brand's dominance in the luxury segment is also showing signs of strain. BMW Group India overtook Mercedes-Benz in quarterly luxury car sales for the first time in more than a decade in Q1 2026, according to VAHAN registration data.

BMW recorded 4,944 units in the January–March period against a combined 4,862 units for Mercedes-Benz India and Mercedes-Benz AG, a narrow but symbolically significant gap. The divergence reflects contrasting strategic choices: Mercedes-Benz India has moved up the value chain, with its average selling price nearing ₹1 crore, while BMW has expanded its reach among first-time luxury buyers through a wider, more accessible portfolio including the iX1 EV.

Mercedes-Benz does retain the No. 1 position for the full financial year FY2026, with 18,160 units against BMW's 17,301, but the narrowing gap suggests that its premium-over-volume approach faces growing competitive pressure in one of the world's fastest-growing luxury car markets.

Exclusive: Royal Enfield Eyes Output of Up to 1.32 million 2Ws in FY27, Double-digit Growth in Domestic Volume

Ketan Thakkar — Fri, 17 Apr 2026 11:16:36

Despite growing competition from global brands such as Triumph, Harley-Davidson and Honda, Royal Enfield continues to outpace the broader motorcycle market, riding on sustained demand in the mid-size segment.

After crossing the 1-million mark in domestic dispatches and the 1.2-million mark in total dispatches in the financial year 2026, the company is looking to maintain its growth momentum with a fresh push in production and sales for the financial year 2027.

The company did not respond to Autocar Professional’s request for comment on its financial year 2027 production and sales plans.

According to sources familiar with the company’s plans, Royal Enfield is targeting to manufacture about 1.28-1.32 million two-wheelers in the financial year 2027, representing up to 6% growth from its estimated output of 1.24 million units in the financial year 2026. The company is also aiming to sustain strong domestic market demand momentum with double-digit growth after delivering a sharp rise in volumes over the past year.

Domestic volumes rose 23% to 1.11 million units, while exports also climbed 23% to 131,316 units, underlining balanced growth in both segments. The company’s total dispatches reached 12.39 million units in the financial year 2026, compared with 10.10 million in the previous year.

The growth story continues to be driven largely by the 350cc portfolio, which remains the backbone of Royal Enfield’s volumes. Models with engine capacity up to 350cc accounted for more than 10.87 lakh units during the financial year 2026, growing significantly faster than motorcycles in higher displacement categories.

Domestic sales stood at 1.11 million units, reflecting strong demand in the home market. Sources said the company is targeting to cross the 1.2 million mark in domestic sales this year as it builds on the momentum generated in the previous year.

The company’s rising volumes also translated into a stronger presence in the overall two-wheeler market. Its market share improved to 5.18%, up from 4.48% a year earlier, making it one of the major gainers in the industry during the financial year 2026. The steady performance was supported by sustained demand for its core models and continued expansion in international markets.

Alongside its core internal combustion portfolio, Royal Enfield has also taken its first step into the electric motorcycle segment, marking a significant shift in its long-term strategy. The company recently launched the Flying Flea C6, its first electric motorcycle, at an ex-showroom price of Rs 2.79 lakh, becoming the first traditional motorcycle maker in the country to roll out an electric motorcycle.

In a bid to lower the upfront cost, the company is offering the motorcycle at Rs 1.99 lakh under a battery-as-a-service option. Deliveries are scheduled to begin from the end of May, the company said.

The company plans to follow a phased rollout strategy, starting with Bengaluru, as it looks to gradually build its presence in the premium electric motorcycle segment. The Flying Flea C6 has been positioned as an urban-focused electric motorcycle, with the company aiming to differentiate on design, performance and connectivity rather than compete purely on price.

The model is the first product under the Flying Flea brand, which was unveiled at the EICMA show in Milan in 2024, where the company had announced two motorcycles — the classic-styled FF-C6 and the scrambler-styled FF-S6. The C6 will be followed by the S6 as part of the brand’s initial product portfolio.

With production targets rising, new products in the pipeline and a cautious entry into electric mobility, Royal Enfield appears to be positioning itself for another year of steady expansion as it builds on the strong base created in the financial year 2026.

The company remains optimistic about the outlook for the premium motorcycle segment, which is expected to grow faster than the broader industry. The company believes the overall motorcycle market is likely to expand in high single digits in the coming year, while the premium segment is expected to maintain stronger momentum.

“We will continue to outgrow the market. That’s our ambition,” Royal Enfield CEO B Govindarajan told investors earlier this year, pointing to a strong product pipeline and brand-building initiatives planned to coincide with the company’s 125th anniversary celebrations.

Toyota Kirloskar Sundaram Mobility Opens First Multi-Brand Pre-Owned Car Outlet in Bengaluru

Shruti Shiraguppi — Fri, 17 Apr 2026 11:12:19

Toyota Kirloskar Sundaram Mobility Pvt Ltd (TKSM) on April 17, 2026, inaugurated its first multi-brand pre-owned car retail outlet under the UTrust brand in Whitefield, Bengaluru, marking the company's entry into the certified used-car retail segment.

TKSM is a wholly owned subsidiary of Toyota Kirloskar Sundaram Automotive Solutions Pvt Ltd (TKSAS). The UTrust outlet integrates vehicle sourcing, refurbishment, retail, and service operations under one model, with each vehicle undergoing inspections, refurbishment using genuine parts, and backed by proprietary warranty packages, roadside assistance, and documentation support including RC transfer.

The company has appointed Rajesh Menon as President to lead its strategic growth. TKSM has stated it plans phased expansion across key Indian markets.

Geetanjali Kirloskar, Chairperson and Managing Director, Kirloskar Systems, said: "The inauguration of our first multi-brand pre-owned car retail outlet marks a significant milestone in building a customer-centric automotive retail platform. This initiative is focused on creating long-term value by bringing greater transparency, structure, and customer confidence to the pre-owned car market, while building on the strong foundation established through TServ Select and strengthening a future-ready mobility ecosystem."

Srivats Ram, Director, TSSF Group, said: "The launch of our first multi-brand pre-owned car retail outlet marks an important milestone in reimagining how customers buy and experience used vehicles. This venture is envisioned as a scalable, integrated mobility platform that brings together sourcing, refurbishment, retail, and service to enhance value and support sustainable, capital-efficient growth over the long term. By combining trust, transparency, and convenience, we aim to create a differentiated ownership journey while building a strong foundation for future expansion."

Tadashi Asazuma, Deputy Managing Director, Toyota Kirloskar Motor Pvt Ltd, said: "The launch highlights the growing emphasis on structure and professionalism within the pre-owned car segment. An approach built around certification, defined processes, and service assurance can contribute to improved customer confidence and consistency, while supporting the segment's gradual development across markets."

Zelio E-Mobility Appoints Divyanshu Agarwal as CEO

Shruti Shiraguppi — Fri, 17 Apr 2026 11:07:43

Zelio E-Mobility, a Haryana-based electric two- and three-wheeler manufacturer, on April 15, 2026, appointed Divyanshu Agarwal, 26, as its Chief Executive Officer, following a resolution by circulation passed by its Board of Directors on the recommendation of the Nomination and Remuneration Committee.

Agarwal, a Chartered Accountant, joins Zelio after stepping down from Navi Limited, the fintech firm founded by Sachin Bansal, where he had been associated since November 2021. He progressed from a finance associate to Head of UPI Business and Growth by July 2025, leading scaling operations, building partnerships, and participating in the company's DRHP process, private equity fundraising, and cross-functional projects. Prior to Navi, he trained at Price Waterhouse Chartered Accountants in Kolkata handling statutory audits of listed companies.

At Zelio, Agarwal will oversee operational execution, development of new manufacturing plants including facilities in Odisha and Coimbatore, distribution expansion, and product-market alignment.

"Zelio is at a stage where growth needs to be backed by consistent execution and clarity in direction. The focus will be on strengthening the core, expanding reach in a measured way and building products that customers can rely on every day. The opportunity is significant, and the effort will be to build it with discipline," Agarwal said.

Kunal Arya, Managing Director of Zelio E-Mobility, said: "Divyanshu brings a strong understanding of both finance and business operations. He has seen how to build and scale in fast-moving environments. As we expand, the need is for sharper execution and long-term thinking, and he is well equipped to take that forward."

The appointment comes after Zelio E-Mobility raised ₹78.34 crore through its IPO, comprising a fresh issue of ₹58.84 crore and an offer for sale of 11.4 lakh shares worth ₹15.50 crore, with the issue closing at an overall subscription of 1.5 times.

The company currently operates through over 350 dealers across more than 20 states and union territories, with a customer base of over two lakh riders. Its portfolio includes electric two-wheelers under the Zelio brand and electric three-wheelers under the Tanga brand.

New Duster drives Renault India volume revival in March with 1,402 units

Ajit Dalvi — Fri, 17 Apr 2026 09:25:59

Renault India, which has kicked off its new aggressive growth programme starting with the new Duster that marks the company’s return to the fast-growing midsize SUV segment, wrapped up FY2026 with its best monthly wholesales in 35 months.

In March 2026, Renault India dispatched 5,046 units to its dealers, which is a handsome 77% YoY increase (March 2025: 2,846 units) and saw the manufacturer register monthly wholesales of 5,000-plus units after a 35-month hiatus. Before this, March 2023 (5,389 units) was the last time when Renault dispatches had crossed 5,000 units. This strong revival in monthly numbers can be attributed to early consumer interest in the Duster, which is only expected to grow further in the coming months.

According to apex industry body SIAM, Renault India produced 1,864 units of the Duster in March 2026 and dispatched 1,402 units to its dealers. Last month, the company’s plant at Oragadam in Chennai manufactured a total of 5,595 units comprising 3,164 units of the Kiger SUV and Triber MPV, 1,864 units of the Duster and 567 units of the Kwid hatchback. Of the total wholesales of 5,046 units, the Triber was the best-seller with a 40% share (2,011 units), followed by the new Duster (1,402 units, 28% share), Kiger (1,184 units, 23% share) and the Kwid (449 units, 9% share).

In March, the new Duster (1,864 units) accounted for 33% of Renault India’s production and 28% (1,402 units) of its wholesales of 5,046 passenger vehicles which is the highest in 35 months.

Ex-showroom pricing for the third-gen global-spec Duster, which has been extensively re-engineered for the India market, starts at Rs 10.49 lakh through to Rs 18.49 lakh while the on-road sticker starts at around Rs 12.43 lakh, depending on the city. The Duster is powered by 1.0-litre turbo-petrol and 1.3-litre turbo-petrol engines, with a strong hybrid powertrain set to join the line-up by November 2026.

While its safety rating has yet to be revealed, Renault claims the midsize SUV has been engineered with a five-star Bharat NCAP score in mind. The Duster’s primary rivals include the midsize SUV market leader Hyundai Creta, Maruti Victoris, Kia Seltos, Tata Sierra, Maruti Grand Vitara, Toyota Hyryder, Honda Elevate, Skoda Kushaq and Volkswagen Taigun.

The new Duster, which has gone on sale in India, is slated for launch in South Africa and in the Middle East at a later date.

THIRD-GEN DUSTER TO BRING RENAULT BACK IN THE VOLUME GAME

Renault was once perceived as a potential passenger vehicle market disruptor, first with the Duster in 2012 and then with the Kwid in 2015. The company’s volumes peaked in FY2017, when it sold 135,123 units and captured a near-4% market share with these two models. However, new rivals in the form of the Hyundai Creta (launched in July 2015) and Kia Seltos (launched in August 2019) saw Renault India wilt under the pressure. In FY2025, Renault India sold just 37,900 units with its PV market share contracting to 0.88% and in the just-concluded FY2026, the 42,019 units give the company a slightly better 0.90% PV market share

First launched in India in July 2012, the Renault Duster kickstarted the monocoque midsize SUV segment but bowed out a decade later. Over 10 years, the first-generation Duster sold an estimated 199,871 units in India with FY2014 (46,786 units) being its best fiscal year when it had a 9% share of the 525,942 utility vehicles sold in India.

Now, the return of the Duster brand in its latest third-generation avatar promises to bring Renault India back into the volume game. The model’s strong showing in its first month offers a glimpse into its future sales potential, even though the Duster will battle in the fiercely contested midsize SUV segment.

At the Duster’s global reveal in Chennai on January 26 this year, Fabrice Cambolive, Chief Growth Officer Renault Group & CEO Renault brand, had said: “As part of the Renault International Game Plan 2027, we are making India a key pillar of our growth outside Europe. We now have a strong ecosystem in Chennai, bringing together design, engineering, manufacturing, and local operations at the highest level – making India one of the most complete and powerful hubs in Renault's global network. Today, we have the means to fully support our ambitions in Inda, to better understand customer expectations, and to deliver products truly adapted to this market. The new Duster is the first step in Renault's renewal in India.”

On April 16, Renault India unveiled the new ‘FutuREady India’ strategic plan aimed to drive growth both locally and globally while strengthening engineering and manufacturing capabilities to ensure long-term competitiveness for the Renault Group worldwide. This aggressive growth strategy, which aims to make India one of the Renault’s top three global markets by 2030, has begun with the launch of the Duster and will see the rollout of another seven new models and two new architectures spanning electric, hybrid, CNG and ICE powertrains.

(With inputs from Autocar India)

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India Notifies First Chip Fabrication Plant at Dholera SEZ

Shruti Shiraguppi — Fri, 17 Apr 2026 09:17:18

The central government on April 9, 2026, notified a Special Economic Zone (SEZ) for Tata Semiconductor Manufacturing Private Limited at Dholera, Gujarat — India's first chip fabrication plant — covering 66.166 hectares and projected to employ 21,000 persons in electronic hardware, software, and IT-enabled services.

The SEZ includes enabling infrastructure and a dedicated approval mechanism to streamline operations and logistics. With a proposed investment of ₹91,000 crore, it will operate as an AI-enabled semiconductor fabrication facility.

The notification follows amendments to the SEZ Rules, 2006, made on June 3, 2025, which reduced the minimum land requirement from 50 hectares to 10 hectares, introduced flexibility in encumbrance norms, included free-of-cost supplies in Net Foreign Exchange calculations, and permitted domestic sales in the Domestic Tariff Area on payment of applicable duties.

Since the regulatory changes, the Board of Approval for SEZs has cleared four other semiconductor and electronics SEZs. Micron Semiconductor Technology India Pvt. Ltd was notified on June 23, 2025, for an Assembly, Testing, Marking and Packaging unit at Sanand, Gujarat, across 37.64 hectares with a proposed investment of ₹13,000 crore and projected employment of 20,786.

On the same date, Hubballi Durable Goods Cluster Private Limited received approval for an electronics components manufacturing SEZ across 11.549 hectares in Karnataka, with a proposed investment of ₹100 crore and projected employment of 4,360. CG Semi Pvt. Ltd. was notified on September 23, 2025, for outsourced semiconductor assembly and testing across 11.541 hectares, with a proposed investment of ₹2,150 crore and projected employment of 1,911. Kaynes Semicon Pvt. Ltd. followed on September 26, 2025, for an OSAT unit across 18.44 hectares, with a proposed investment of ₹681 crore and projected employment of 2,020.

The government has stated that these SEZs are expected to develop domestic value chains, generate high-skilled employment, and reduce import dependence in the semiconductor sector.

No Purchase Postponement Yet Amid Proposed ICE Ban in Delhi: Ashok Leyland

Mukul Yudhveer Singh — Fri, 17 Apr 2026 09:03:41

Ashok Leyland has ruled out any immediate impact of the proposed EV policy in Delhi on commercial vehicle demand, even as it acknowledged that customers are increasingly evaluating fuel choices more closely amid shifting economics and regulatory signals.

Speaking at a media roundtable held during the launch of twin-fuel variants of the DOST and DOST+ XL, Amandeep Singh, President – LCV, IO, Defence & Power Solutions, and Viplav Shah, Head – LCV Business, said that while the policy has triggered conversations in the market, it has not led to purchase delays. “Policy will play a role, but total cost of ownership will ultimately drive the customer’s decision,” Singh said.

Executives indicated that customer decision-making is becoming more application-led, with operators evaluating fuel options based on total cost of ownership rather than a fixed preference for a specific powertrain. “Nearly 46 to 50 percent of the customer’s expense is fuel. The profit that a customer makes largely comes from there,” Singh said.

During the interaction, a question around diesel being cheaper than CNG in some markets drew attention to the narrowing cost gap between the two fuels. Responding to this, Singh said, “A lot depends on how global fuel prices evolve. The gap is not very high right now, and these trends will keep changing,” he said.

Ashok Leyland maintained that fuel preferences are now influenced by a combination of regional price dynamics, infrastructure availability and usage patterns. “These are evolving conditions. Customers will decide based on what works best for their application,” Shah said.

Against this backdrop, the company has introduced CNG-petrol twin-fuel variants of its DOST range, aimed at providing operational flexibility in an uncertain environment.

The technology allows vehicles to run on CNG for cost efficiency while retaining petrol as a backup, helping operators manage range limitations and fuel availability concerns. “The objective is to eliminate availability anxiety and give customers flexibility to optimise their operating cost,” Shah said.

The DOST twin-fuel offers a payload of 1,218 kg and a range of about 400 km, while the DOST+ XL twin-fuel delivers 1,410 kg payload and up to 500 km range. Prices start at ₹8.20 lakh and ₹8.75 lakh, ex-showroom.

CNG Push

Despite increasing complexity in fuel economics, Ashok Leyland remains committed to expanding its CNG portfolio. The company indicated that it is targeting a meaningful share of its LCV volumes from CNG, with internal expectations around the 20 percent level over time, as adoption widens beyond traditional markets. “CNG demand is now expanding beyond Delhi NCR into states like Gujarat and Maharashtra as infrastructure improves,” Shah said.

India currently has around 9,000 CNG stations, with plans to double this network over the next four to five years. Rising fuel cost uncertainty and global developments are also nudging customers to explore electric options, particularly in last-mile applications.

“There is some anxiety in the market due to global developments. Customers are evaluating options that can reduce operating costs, including electric vehicles,” Singh said. However, the company emphasised that EVs will be part of a broader multi-fuel ecosystem rather than a standalone solution. “Diesel, CNG, EV, LNG and hydrogen will all have their place depending on application and ecosystem readiness,” Shah said.

The company maintained that underlying demand trends remain stable despite ongoing uncertainties. “The economic momentum continues to be strong. We have not seen any disruption in demand so far,” Singh said.

No Plan to Export Cars to Europe from India, FTA to Boost Tech & Component Flow: Renault's François Provost

Ketan Thakkar — Thu, 16 Apr 2026 21:47:23

Renault Group will not use India as a base to export cars to Europe, even if a free trade agreement between the two regions materialises, with the company instead positioning the country as a hub for technology, components and engineering.
“In the $2 billion, there is no export of vehicle to Europe,” François Provost told Autocar India, referring to the company’s export target from India by 2030.

Provost said India will still play a key role in Renault’s global plans, but the mix will be different from conventional export models. “I see potential of export from Chennai for vehicle, but I see a lot of potential for parts, components, technologies, R&D,” he said, pointing to a broader, capability-led approach rather than a pure vehicle export strategy.

He was cautious about the idea of shipping cars from India to developed markets, citing external uncertainties. “Exporting cars from India to Europe is not in my plan… I am cautious about it given geopolitics,” Provost said.

Instead, Renault is looking to leverage India’s strengths in engineering and cost-efficient innovation to support its global operations. “What is embedded in our plan is not just cars, but a lot of technologies and components,” he said, highlighting areas such as onboard connectivity and software as key export drivers.
These capabilities, he added, can be scaled quickly across regions that share common platforms. “What the team here will do in terms of connectivity on board… I have the opportunity to export this very quickly to markets like South America, because it is the same platform,” Provost said, underlining the speed and cost advantages India offers.

While backing the India–EU FTA, Provost made it clear that it does not alter Renault’s core approach to the market. “It’s not core in our strategy… what is core is to localise deeply and do India for India,” he said.

Any upside from the agreement, he suggested, would be limited and tactical. “Maybe we could think about a few CBUs to enhance our brand, but it will be just an opportunity,” he added.

For Renault, the takeaway is straightforward. India is not being positioned as an export base for Europe, but as a competitive hub feeding technology, components and vehicles into other global markets where cost and speed matter more.

Greater India Autonomy, New Platforms at the Core of Renault's Revival Plan

Ketan Thakkar — Thu, 16 Apr 2026 21:40:46

In a decisive shift in strategy, Renault Group is placing India at the centre of its next phase of growth by handing greater autonomy and control to its local management, a move it believes is critical to staging a strong comeback in one of its most important markets.

Renault’s global leadership has acknowledged that earlier structures, driven by global processes, often limited the speed and flexibility needed in India. “During the past years, our organisation was too much scheduled… India-for-India for me means delegation to deliver the product at the speed of India, for Indian people, with accountability,” said François Provost, underlining the shift to a single, integrated leadership model with full local control across the value chain.

A key element of the strategy is a broad-based powertrain roadmap, with Renault planning to offer petrol, CNG, hybrid and electric options across its line-up. The company is aligning its product development to India’s multi-energy reality, where affordability, regulation and usage patterns demand a range of technologies rather than a single transition path.

The 'India-for-India' approach underpins Renault’s broader reset, which includes the rollout of two new platforms tailored for the market. At the entry level, the Renault Group Entry Platform (RGEP) will replace the ageing small-car architecture, supporting a new generation of compact products in the sub-₹10 lakh segment with improved digital capability and flexibility for multiple body styles.

For higher segments, Renault will leverage its CMF-B–based architecture to bring back a renewed SUV line-up, including the next-generation Renault Duster and a three-row derivative aimed at expanding its presence in the mid-size and upper segments. “When Renault localised its strong assets—SUVs, design, modern powertrains, European standards—we succeeded in India. When we do this, we can succeed again,” Provost said, pointing to the company’s earlier playbook as a guide for the future.

In parallel, Renault is sharpening its focus on exports from India, positioning its Chennai operations as a hub for both vehicles and components. The move is aimed at leveraging India’s cost competitiveness and engineering capabilities to serve global markets, while also improving scale and utilisation at its manufacturing base.
While Renault’s product pipeline will address gaps that emerged in recent years, the company’s leadership is clear that the core of its turnaround lies in organisational change. “They are one team, completely focused, with full delegation… this is the main change compared with before,”

"India is Charting its Own Auto Path, We're Happy to Support”: Bosch Chairman

Shahkar Abidi — Thu, 16 Apr 2026 19:01:40

Global component major Bosch Ltd claims that as Indian auto and other companies prefer to forge their own paths and trajectories, they want to become part of this growth journey.

At its annual media briefing on Thursday, Bosch’s top leadership said India remains a large and steadily growing market, and one of the few globally to have sustained growth last year, with expectations of continued expansion.

Stefan Hartung, chairman of the board of management of Robert Bosch GmbH, remarked that the Indian market wants to forge its own path with local strategies and trajectories. It is visible in the numbers of sales done by the local OEMs. "We are happy to help them," he noted.

The remarks comes on the background of Bosch Limited and Tata AutoComp Systems Limited had in mid-March announcing plans to establish a 50:50 joint venture in India to manufacture and supply e-axles and electric traction motors, strengthening their presence in the country’s growing e-mobility market. Operations are expected to commence by mid-2026, subject to regulatory clearances. The JV will focus on engineering, manufacturing, sales and after-sales services of eAxle systems and electric motors, with scope to expand into other product segments as decided by its board. The companies said the JV is expected to support localisation, scale up EV component manufacturing, and strengthen India’s e-mobility supply chain.

Bosch Limited reported revenue of Rs 18,087 crore in FY2024-25, while Tata AutoComp Systems reported Rs3,959 crore in the same period, Autocar Professional previously reported.

Scania Expands Indian Operations With New Bengaluru Office

Dev Vadchhedia — Thu, 16 Apr 2026 17:36:19

Scania Commercial Vehicles India inaugurated its new corporate office in Bengaluru on April 16, 2026. The opening ceremony was attended by Jan Thesleff, the Ambassador of Sweden to India, alongside senior Scania leadership, customers, dealer partners, finance partners, and representatives from Business Sweden.

The new facility in Bengaluru is intended to serve as a hub for key business functions, aimed at facilitating closer coordination across teams and improving engagement with stakeholders. The location will also focus on attracting a skilled professional talent pool for the company's operations. Concurrently, Scania confirmed that its Regional Product Centre located in Narasapura continues to be fully operational, providing end-to-end manufacturing and tailored solutions.

In conjunction with the new office opening, Scania announced a White label financing program established in partnership with Axis Bank. The initiative is designed to offer accessible and competitive financing options for customers purchasing Scania trucks in the Indian market. According to Munish Sharda, Executive Director of Axis Bank, the collaboration combines product capability with structured financing to support fleet operators.

Martin Stahlberg, Senior Vice President for Asia and Oceania at Scania CV AB, noted that India remains a central market for the company's long-term global growth strategy. Silvio Munhoz, Managing Director of Scania Commercial Vehicles India, stated the new office and the Axis Bank partnership will enable the company to operate with greater proximity to its customer base and provide structured solutions for fleet expansion.

Samvardhana Motherson Shuts France-Based Dormant GIE Groupe AD Unit

Shahkar Abidi — Thu, 16 Apr 2026 17:34:49

GIE Groupe AD (GIE), an indirect wholly owned subsidiary of Samvardhana Motherson International Limited, has discontinued its operations, the component major said in a regulatory filing on Thursday.

GIE was acquired by Samvardhana Motherson International on May 13, 2024, as part of the acquisition of ADI Group. GIE was not carrying out any business or operation, so the shareholders of GIE approved its dissolution. Accordingly, the Commercial Register approved the dissolution of GIE on April 14, 2026, effective from November 1, 2017.

GIE's other income during FY 2024-25 was €122,917 and its net worth was ‘Nil’. Further, the said other income and net worth of GIE contributed negligibly to the consolidated revenue and consolidated net worth of the Company as of the end of FY 2024-25, the company noted in the filing.

Samvardhana Motherson International Limited is involved in Design, Engineering, Manufacturing, Assembly and Logistics (D.E.M.A.L.) for the automotive and other sectors. Established in 1986, the company boasts a diverse global customer base that includes nearly all leading automobile manufacturers worldwide. The company has over 425 facilities across 47 countries on five continents.

The company has diversified to non-automotive businesses, including technology and industrial solutions, health & medical, aerospace and logistics. SAMIL is currently the largest auto ancillary in India and is ranked among the top 15 automotive suppliers worldwide, the company added.

Bosch Reports €91 Billion in Sales for 2025, Profits Under Pressure

Arunima Pal — Thu, 16 Apr 2026 16:45:38

Robert Bosch GmbH reported total sales revenue of €91.0 billion for the 2025 financial year, up slightly from €90.3 billion in 2024. While nominal growth was just 0.7 percent, the figure rises to 4.1 percent after adjusting for currency effects. The results were announced on April 16, 2026, at the company's annual press conference in Stuttgart.

Profitability, however, declined. EBIT margin from operations fell to 2percent from 3.5 percent the previous year. The main reason was €2.7 billion in provisions set aside for structural restructuring and job cuts, primarily in the Mobility division and at German locations. Free cash flow also dropped significantly, from approximately €900 million in 2024 to around €300 million in 2025. The equity ratio stood at 41.6 percent, and year-end liquidity was €7.4 billion.

Bosch reduced its global workforce by approximately 5,000 people during 2025, bringing total headcount to 412,774 by year-end. The cuts were concentrated in the Mobility sector and in Germany. The company completed negotiations with employee representatives at all affected sites and says it will now implement the agreed changes. Management cited intensifying price competition from Chinese automotive manufacturers as a key driver of the need to reduce costs.

Performance by Business Sector

The Mobility sector, Bosch's largest, generated €55.8 billion in sales — flat year-on-year in nominal terms but up 2.9 percent on a currency-adjusted basis. Its operating margin fell sharply to 1.8 percent from 3.8 percent, reflecting the restructuring provisions and pricing pressure in the automotive industry.

Industrial Technology grew marginally to €6.5 billion in sales, with currency-adjusted growth of 2.4 percent. Its EBIT margin improved to 3.5 percent from 1.2 percent, making it the strongest performer on profitability among the four divisions.

Consumer Goods posted sales of €19.9 billion, a nominal decline of 1.9 percent, though currency-adjusted growth was 4.1 percent. The division was affected by weak demand from the construction sector in China and the United States. The operating margin was 3.0 percent, down from 3.5 percent in 2024.

Energy and Building Technology was the fastest-growing division, with sales rising 13.0 percent nominally — and 15.6 percent after currency adjustments — to €8.5 billion. Despite the strong top-line growth, the operating margin fell to just 0.5 percent from 4.9 percent, largely due to one-off costs related to acquisitions and asset sales during the year.

Europe remained Bosch's largest market at €44.2 billion in sales, though this represented a slight nominal decline of 0.6 percent. On a currency-adjusted basis, the region grew 1.5 percent. Germany specifically grew 1.6 percent to €17.8 billion.

The Americas grew 3.8 percent nominally to €18.5 billion, or 9.3 percent after adjusting for currency. Asia Pacific grew 0.7 percent nominally to €28.3 billion, with currency-adjusted growth of 5.0 percent.

Research & Development

Bosch spent €7.9 billion on research and development in 2025, equivalent to 8.7 percent of sales. Combined with capital expenditure of €4.1 billion, total investment in R&D and fixed assets reached approximately €12 billion for the year. The company filed around 6,300 patents in 2025 and remained the top patent filer in Germany.

Key areas of investment include sensor technology, automotive software, and electrification. Bosch has developed a new sensor platform — the BMI5 — aimed at improving navigation for robots in complex environments. The company also sees growing demand for inertial sensors in automated vehicles, which can maintain accurate positioning even when GPS or camera signals are unavailable. Analysts project the automotive intelligent sensor market will roughly double to over $80 billion by the mid-2030s.

In automotive software, Bosch is developing AI-based systems for in-vehicle personalisation. It secured €10 billion in orders for driver assistance systems, sensor solutions, and vehicle computers in 2025. The company expects to deliver over 7 million electric powertrain components in 2026 and recently announced a joint venture with India's Tata AutoComp Systems to manufacture electric axles and motors for the Indian market.

In consumer products, the BSH Hausgeräte division launched an AI-enabled oven with a built-in voice assistant. The Power Tools division introduced 30 new professional tools with AI features at the start of 2026, including a wall scanner that uses radar combined with AI object detection.

Outlook for 2026

Bosch expects the global economic environment to remain challenging in 2026, with continued uncertainty from geopolitical developments and persistent pricing pressure. For the full year, the company is targeting sales growth of 2–5 percent, an EBIT margin from operations of 4–6 percent, and positive free cash flow.

In the first quarter of 2026, revenues were broadly flat nominally but approximately 5 percent higher after currency adjustments, which management said is consistent with the annual guidance range.

As an additional measure to improve financial flexibility, Bosch will publish interim consolidated financial statements for the first half of 2026 for the first time, allowing it to access bond markets and other capital market instruments more flexibly during the year.

Volvo Car India to Raise Prices by Up to ₹1 Lakh from May 1

Sarthak Mahajan — Thu, 16 Apr 2026 16:02:16

Volvo Car India has announced a price increase of up to ₹1,00,000 (one lakh rupees) across its vehicle lineup, effective May 1, 2026. The announcement was made from Delhi on April 17, 2026.

The company attributed the decision to ongoing global supply-chain challenges and fluctuations in foreign exchange rates, describing the adjustment as necessary to sustain its safety and luxury standards. In its press note, Volvo Car India indicated that additional price revisions could follow if the current geopolitical and economic environment persists.

Volvo Cars first entered the Indian market in 2007 and currently retails its vehicles through 23 showrooms and 25 workshops spread across major cities including Delhi NCR, Mumbai, Bengaluru, Chennai, Hyderabad, Kolkata, and Pune, among others.

The price revision is in line with a broader trend seen across the automotive industry in India, where several manufacturers have periodically adjusted prices in response to rising input costs and currency pressures.

Renault to Introduce RGEP Platform to Strengthen Sub-₹10 Lakh Compact Car Portfolio

Ketan Thakkar — Thu, 16 Apr 2026 15:16:01

Having challenged Maruti Suzuki credibly in the compact car segment over the years, the French car major Renault Group is set to introduce a new Renault Group Entry Platform (RGEP) in India as it looks to reinforce its presence in the sub-Rs 10 lakh segment.

The move aims to replace its ageing small-car architecture and enable a new generation of compact products, making Renault one of the only four carmakers with a strong presence in the market, alongside Maruti Suzuki, Tata Motors and Hyundai Motor India.

Renault had earlier carved out a strong position in this space with the success of the Kwid, which disrupted the entry hatchback segment and directly challenged Maruti Suzuki’s dominance, helping the French carmaker establish a credible foothold in India’s mass market. This was further enhanced with Triber MPV and Kiger SUV under its CMF-A platform earlier. With the portfolio getting dated on the old architecture, Renault is reinforcing itself in the segment with the new gen entry platform.

Unveiling the company’s new mid-term plan for India, Renault India Managing Director and CEO Stéphane Deblaise said, “The market is evolving, and our current platform no longer supports capabilities such as factory-fitted CNG, newer powertrains and next-generation digital architecture.”

Deblaise said the shift was driven by evolving customer expectations and the limitations of the current CMF-A platform, which underpins models such as the Kwid, Triber and Kiger.

To address this, Renault is transitioning its entry portfolio to the RGEP, the Renault Group Entry Platform architecture, which will form the backbone of its future offerings under ₹10 lakh. The platform is being engineered to balance affordability with a step-up in technology, connectivity and flexibility.

“With RGEP, we are focusing on delivering stronger value with smarter engineering and a more digital experience for customers in the sub-₹10 lakh space,” he said.

A key focus of the new platform will be multi-powertrain capability, including support for factory-fitted CNG options, updated petrol engines and improved electronic architectures, alongside more advanced infotainment and user interfaces. The architecture is also expected to support MULTIPLE BODY STYLES, allowing Renault to build a wider range of compact vehicles off a single platform.

“Customer expectations in India are changing rapidly, and we need a platform that can support new technologies, multiple powertrain options and enhanced connectivity,” Deblaise added.

The transition is expected to begin with upgrades to existing models, including the Kwid and Triber, with the first set of RGEP-based updates slated to roll out over the coming months.

“This evolution will start coming to life in the coming months through upgrades to our existing products,” he said.

The move marks a critical reset for Renault in a segment it helped shape in India but where competitive intensity has risen sharply, with rivals offering higher feature content, multiple fuel options and sharper value propositions even at entry price points.

RGEP will sit at the base of Renault’s broader India product strategy under its “FutuREady India” roadmap, which is compatible to only petrol and CNG, where it is relying on the larger modular platform, RGMP, which will underpin vehicles electrified powertrains – including internal combustion engine, electric and hybrid powertrain,

For Renault, which is targeting a significant scale-up in India over the next few years, the success of the new entry platform will be central to rebuilding volumes, strengthening its compact car play and regaining traction in one of the most competitive segments of the Indian passenger vehicle market.

(With inputs from Arushi Bhatia)