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Ashok Leyland, IIT Madras Launch 40-City Electric Truck Drive

Eshisha Java — Tue, 29 Sep 2026 12:29:47

Ashok Leyland and the Centre of Excellence for Zero Emission Trucking (CoEZET) at IIT Madras have launched the ‘GET ZET – Electric Truck Awareness to Acceptance’ initiative, a 40-city demonstration drive aimed at increasing awareness and acceptance of battery electric trucks.

The initiative began in Chennai on September 29, 2026, and will run through February 2027 across logistics hubs and industrial corridors in 14 states and the National Capital Territory of Delhi. The programme will bring together fleet owners, logistics operators, financiers, load providers, infrastructure partners, policymakers and industry experts.

The events will include demonstrations of Ashok Leyland’s electric mobility solutions. The company’s BOSS Electric truck, along with its charger setup, will be showcased to give participants an opportunity to experience the vehicle and associated charging infrastructure.

Ashok Leyland, IIT Madras To Cover 40 Cities

The programme will cover Tamil Nadu, Kerala, Karnataka, Andhra Pradesh, Telangana, Chhattisgarh, Madhya Pradesh, Gujarat, Maharashtra, Rajasthan, Haryana, Uttar Pradesh, Delhi, Punjab and Himachal Pradesh. The events are intended to address the opportunities and challenges associated with the transition to zero-emission commercial transportation.

Participants will be able to gain first-hand exposure to electric commercial vehicles and the wider zero-emission transportation ecosystem through awareness sessions and demonstrations.

Ashok Leyland MD and CEO Shenu Agarwal said the initiative is intended to build user confidence by bringing electric truck technology closer to customers and other stakeholders. He added that the 40-city programme will allow participants to experience the technology in real-world settings.

CoEZET Focuses On Battery Electric Truck Acceptance

According to Prof. Manu Santhanam, Dean (ICSR), IIT Madras, CoEZET has been working on zero-emission truck adoption since 2022, covering areas including policy, technology, skilling and outreach. The current initiative builds on earlier awareness activities and focuses on allowing stakeholders to experience and evaluate battery electric trucks.

The programme will also include hands-on trial rides intended to address driver concerns and provide direct experience of electric trucks. CoEZET said these interactions are aimed at building greater acceptance among the trucking community.

Why 30% Of Indian Car Owners Would Prefer Buses, And Intercity Mobility Firms Race To Serve Them

Anurag Chaturvedi — Tue, 29 Sep 2026 11:20:11

A last-minute change in a pickup point can cause panic for a family with children and luggage or even a solo traveller commuting to another city. Then they find that the "Volvo" sleeper bus they expected to board doesn't even have a proper logo to imitate the brand.

"You were rolling the dice before you left home. Will I get what I paid for?" says Surya Khurana, Managing Director of FlixBus India. "Volvo manufactures maybe 100 to 200 buses a year in India. Three years ago, if you opened a booking app, you'd see one route running fifteen 'Volvos.' The seams were different, the configuration was different, the lights were different," Khurana says.

That is one of the diagnoses Khurana found during the months he spent at bus terminals before FlixBus launched in India in 2023. But the biggest shortfall was an industry built on family-run operations that had simply outgrown what a family could manage. FlixBus India bets on technology to fix both without owning a single bus.

A Trade That Outgrew The Family Firm

"Up to 20 buses, you can run it like a small company. The owner, a child, a relative, they run it together," says Khurana. Above that number, he adds, the job changes shape entirely. Pricing has to flex by route and season, drivers need rosters, buses need depots, and someone has to answer when a pickup point moves. "It's difficult to scale above 20, and the difficulties that fifteen-to-twenty-bus operators face, tech can solve. That's where we come in."

By his own estimate, 97 to 98 per cent of India's private bus operators run fewer than 15 vehicles. IntrCity SmartBus, another asset-less network reshaping this market, puts the unorganised share of the industry at 60 to 65 per cent. The two companies use different numbers. However, they agree on the shape of the problem. Most of the country's bus capacity still runs at a scale technology has never touched.

FlixBus India works with 50-plus fleet partners supplying an average of eight to ten buses each, to a 400-plus bus network built since the company entered India in 2023. IntrCity SmartBus runs 670-plus routes across 17 states. Both operate on the same model. They manage network planning, pricing, branding and safety compliance, while the partner keeps the vehicle and most of the operational risk.

What Travellers Want

The IntrCity SmartBus Intercity Mobility Survey 2026 reports whether Indian travellers are actually buying into this shift, and not just being supplied more of it. Over 13,000 people answered via IntrCity's WhatsApp and email channels through existing bookers, searchers and app visitors. Nearly two-thirds of respondents came from the six metro cities, 74.3 per cent were aged 18 to 43, and 65.9 per cent were salaried professionals, the demographic core IntrCity is presumably already selling to.

Asked to choose, hypothetically, between a premium bus, a personal car, a train or a flight for a 400 to 600 km trip at identical cost, 69.6 per cent picked the bus. Among car owners in the sample, 30.4 per cent said they'd still rather not drive that distance themselves.

Asked what matters most in choosing a shared mobility service, with up to three answers allowed, 43 per cent picked safety, ahead of affordability at 42.5 per cent and cleanliness at 40.5 per cent. Among women, who accounted for about 39 per cent of the total survey, 64 per cent named safety as an important factor, though the survey doesn't say it was their top or only concern. Comfort and amenities, digital access and avoiding driving stress were the main reasons for using shared mobility more.

On price, 71.2 per cent said they'd pay more for better safety, comfort and reliability, but that figure blends three answers. Some 22.9 per cent said yes outright, 17.3 per cent were willing to pay up to 20 per cent more, and 31 per cent said it depends on the journey. Add only the first two, and the firm premium-payers are closer to 40 per cent than 71.

"The Indian intercity traveller has evolved significantly," Manish Rathi, co-founder and CEO at InterCity and its sister company RailYatri (a leading Indian multi-modal mobility platform for train journeys), said when the survey was released. "Today's passengers are looking beyond affordability and are placing equal importance on reliability, comfort, safety and digital convenience."

Separately, when asked what stops them from using shared mobility more, safety again topped the list, named by a third of respondents as the single biggest barrier. The two answers sit uncomfortably together. Safety is both the reason people choose a service and the reason they hesitate to use one more.

An independent read on that claim comes from redBus, one of the largest tech-driven bus ticketing platforms, with a network of private and government bus operators. Its BusTrack Report covers private-bus inventory connected to its own platform between April and September 2025, not the industry at large. It counted 140 million passengers, a 25 per cent rise on the same six months a year earlier, generating ₹13,200 crore in ticketing value. Prakash Sangam, CEO of redBus, attributes the growth to "existing bus operators adding inventory, new operators starting businesses on traditional routes and digitisation of inventory in long tail and new routes," rather than to any single platform's push.

The comfort preference IntrCity describes shows up in redBus's numbers too. Air-conditioned services accounted for 71 per cent of seats sold, and sleeper or hybrid coaches for 85 per cent of all journeys. Non-metro towns drove 61 per cent of bookings, indicating that this shift isn't confined to big cities, even if most of the survey data measuring it is. However, standardisation hasn't reached every state equally. Pan-India seat occupancy averaged 76 per cent, while Andhra Pradesh and Telangana filled 84 per cent of seats and Madhya Pradesh and Chhattisgarh managed only 63, a 21-point gap between the platform's best and weakest markets.

Demand, in short, is broad but unevenly served, which leaves the quality of supply as the open question.

The Price Of Admission

For potential partners, meeting compliance and quality standards to get into these tech-enabled platforms isn't a cakewalk either. FlixBus India's records put its partner rejection rate at roughly 72 per cent, screened on vehicle standards, safety compliance and service history. Khurana describes an audit covering financial profiling, loan terms, the operator's credit relationship with the vehicle maker and bodybuilder, even whether the yard has a mechanic on staff. The company records that its current partner buses meet BS-VI norms, have an average fleet age below 1.5 years and undergo recorded pre-departure checks. The company also says its control team monitors driver alerts from dashcams and driver-monitoring systems. Of those alerts, Khurana said, "99% are false positives."

On the governance front, the government's safety data show why procedures need to be checked on the road as well as written into company standards. As of 6 February 2026, India had 49,616 registered sleeper coaches and 886 accredited bus-body builders, according to the Ministry of Road Transport and Highways. After multiple fatal sleeper-coach fires between 2025 and 2026, the ministry said it had advised states and union territories to check AIS-052 and AIS-119 compliance during registration and fitness inspections. Its account of the Jaisalmer–Jodhpur fire investigation listed defects including emergency doors that did not meet minimum dimensions, seats obstructing an exit and missing fire-detection and suppression equipment. The ministry's reply said these issues should have been detected during certification.

Nonetheless, for the operators who get through, the pitch is economics and cash flow. Khurana describes a 70-30 revenue split cushioned by a minimum guarantee, so a partner's income doesn't collapse on a slow route. "Whatever revenue comes, we split 70-30," he says. "But to cover the risk of the bus partner, we give them a minimum guarantee. You will definitely get this much."

Traditional contract work, staff shuttles, runs on 60-to-90-day payment cycles; charter bookings typically pay 20 per cent upfront, the rest after the trip, says Khurana. The German-headquartered company settles with partners weekly, seven days after a ticket sells. Its bulk relationships with vehicle makers and bodybuilders can also cut a new bus's delivery time from three or four months to two, shortening the gap between taking a loan and earning against it. "Net-net, there is no capex increase," he says. "It's actually a capex reduction, with the ability to scale up much faster." That's one executive's account of his own model, but it explains why he says the harder job wasn't convincing operators to join. It was managing how many wanted in.

Where Control Ends

What none of this standardisation reaches, on FlixBus's own account, is the pickup point. "There are instances where it goes out of our control as well," Khurana said. Fewer than 1 per cent of its pickup points give it access to a public, government-run bus terminal, and Delhi's Kashmiri Gate ISBT and one site in Chennai are the examples he names. A rebuilt terminal changes that instantly, in his account, with kerbside entry, a covered waiting area, a digital screen showing when the bus arrives and a direct link to the metro. He argues that cities benefit from recurring revenue, easier security and less congestion.

Everywhere else, passengers still meet the bus on a roadside kerb or an unpaved yard, the same setup Khurana describes from Kashmiri Gate before it was rebuilt. "First rain, and the yard used to turn into sludge. A family of five, a lady with one kid on her hip, two more kids, three bags to carry, and they have to walk through that just to find their bus, in an area with no platform, no curbside, nothing."

FlixBus, launched here only in 2023, expects India to become Flix's largest market globally within a few years, by both passengers and kilometres driven. FlixBus said in September that it planned to add 120 buses across its South India network in the third and fourth quarters of 2026; the company said more than half its Indian network was already in the region. Its announcement is a capacity target, not a count of buses already deployed. On the ground, an internal FlixHost app gives boarding staff route changes, weather alerts and performance ratings, in English and Hindi.

Asked which Indian practices are now used in its global operations, Khurana said gender-based seating and WhatsApp-based passenger updates, both built for the Indian market, have fed into product conversations in the broader Flix network.

SWITCH Mobility Secures 840 Electric Bus Order Under PM E-Drive

Eshisha Java — Mon, 28 Sep 2026 12:37:19

SWITCH Mobility has secured an order for 840 electric buses from Antony Road Transport Solutions under the Government of India’s PM E-Drive scheme Phase I tender. The buses will be deployed with the Delhi Transport Corporation (DTC) and Transport Department, Delhi.

The order comprises 420 9-metre and 420 12-metre AC electric buses. Antony Road Transport Solutions has been selected as the operator for Delhi under the CESL PM E-Drive scheme Phase I tender. The agreement for the deployment has been signed between SWITCH Mobility and Antony Road Transport Solutions.

SWITCH Mobility CEO Ganesh Mani said the order will involve the deployment of both 9-metre and 12-metre buses across Delhi through DTC and the Transport Department. He added that the mix of bus sizes is intended to address different passenger transport requirements.

Antony Road Transport Solutions director Jimmy John said the company's existing relationship with Ashok Leyland and its association with the Hinduja Group contributed to the decision to place the order.

SWITCH Mobility Electric Buses For Delhi

The 9-metre and 12-metre buses are based on SWITCH Mobility's EiV platform, which incorporates modular battery configurations, electric powertrains and regenerative braking. The buses also feature dual-gun fast charging aimed at reducing charging turnaround time and improving fleet utilisation.

Passenger-oriented equipment listed by the company includes low-floor access, USB charging and seating, while safety features include fire detection and suppression systems and multi-level battery protection. The buses are equipped with SWITCH iON for real-time vehicle monitoring, diagnostics and fleet management.

The order brings together SWITCH Mobility as the electric bus manufacturer, Antony Road Transport Solutions as the fleet operator and Delhi's public transport authorities for deployment of electric buses in the capital.

Volvo CE to Launch Localized Medium Wheel Loaders in 2027 Following SDLG Exit

Shahkar Abidi — Sat, 26 Sep 2026 18:36:40

Volvo Construction Equipment (Volvo CE) plans to launch localized, Volvo-branded medium wheel loaders in India in 2027 to address a product gap stemming from its global exit from Chinese joint-venture partner SDLG.

Speaking ahead of bauma CONEXPO INDIA 2026 in Greater Noida, Dimitrov Krishnan, Managing Director of Volvo CE India, outlined the company’s strategy to defend its market share while restructuring its commercial footprint and product portfolio.

Volvo CE currently sells approximately 100 premium Volvo-branded wheel loaders annually in India, primarily serving high-capacity mining and industrial operations.

However, the broader value-focused medium wheel loader market was previously addressed strongly through its partnership with SDLG. "In January, we will not have the product, but definitely during 2027, we will be launching those products too," Krishnan said, confirming that engineering teams at the company’s Bengaluru Technology Centre are developing India-oriented solutions using Volvo's global loader platforms.

Why Volvo Exited the SDLG Joint Venture

The upcoming loader launch follows Volvo Group’s decision to unwind its 18-year joint venture with SDLG, which was established in 2008. The divestment, executed last year, aligns with a broader corporate policy to exit China-based joint ventures for various reasons.

Under transition mechanics, Volvo CE continues to assemble and distribute SDLG loaders from its Bengaluru plant, which is expected to continue until the end of this year. SDLG is concurrently establishing an independent distribution and assembly network in India, with sales territories being handed over in structured phases.

Volvo CE's Asphalt Paver Sale to Ammann

This portfolio rationalization mirrors Volvo CE’s global divestment of its asphalt paving business to Switzerland-based Ammann Group, completed in 2024. Krishnan explained that pavers lacked long-term strategic fit because Volvo CE elected not to build out a full asphalt ecosystem, such as batching plants.

Following a 12-month contract manufacturing transition, Ammann relocated paver production to its facility in Gujarat. Volvo CE retained its road compaction line, continuing to manufacture and sell soil compactors, double-drum rollers, and pneumatic tire rollers.

Eicher-Shared Volvo CV5 Engines in Compactors and Excavators

To support its domestic machine range, Volvo CE has integrated Volvo Asia CV5 electronic engines (494 and 483 models), shared with Eicher commercial vehicles, into its compactors and EC210E2 excavators to optimize fuel efficiency and maintenance costs.

Volvo CE EC650 Mining Excavator Launched at bauma CONEXPO INDIA 2026

The strategic pivot was highlighted at bauma CONEXPO INDIA 2026, where Volvo CE commercially launched the EC650, a 65-tonne class mining excavator powered by a 435-horsepower Volvo D13E engine. The manufacturer also showcased a comprehensive line of construction, compaction, and electric equipment, including the L120 electric wheel loader.

"India's mining sector is operating at a scale and intensity like never before, and it demands equipment that cannot just perform reliably in the toughest and most demanding conditions, but also are fuel efficient," Krishnan noted. He highlighted that contractors are shifting toward larger machines, alongside growing demand from a Rs 16 lakh crore railway project pipeline and urban infrastructure expansion.

Exclusive: 120 of Cityflo’s 150 Routes Are Cash Positive, Says CEO

Mukul Yudhveer Singh — Fri, 25 Sep 2026 12:27:46

Around 120 of Cityflo’s 150 routes are cash positive, with the premium commute operator saying its mature routes are profitable as it prepares for a sharp expansion of its network. Cityflo expects revenue to reach around ₹300-320 crore this year, up from about ₹130 crore last year, and plans to add roughly 1,000 buses annually over the next three years.

“Last year we did about ₹130 crore. Right now, we are trending north of ₹275 crore annualised,” Jerin Venad, Co-founder and CEO, Cityflo, told Autocar Professional. Asked where revenue could end this year, Venad pegged the figure at around ₹300-320 crore. Cityflo currently has around 1,300 buses operating on its platform.

EV Deployment to Accelerate

Cityflo currently has around 10 electric buses, but Venad expects deployment to pick up as the economics improve. The company estimates that around 30% of the existing buses it operates could be economically viable to run as EVs.

“As we add the next 1,000 buses, roughly 200-250 are going to be EVs,” Venad said. He expects the share of electric buses to increase further over the next three years, potentially reaching around 35-40%.

The company has an existing agreement with Eicher covering 2,000 buses over three years, but has not finalised the manufacturer for its upcoming electric bus requirement. “We’re talking to all players right now,” Venad said, adding that Cityflo expects to make an announcement once the plans are finalised.

Fleet could Grow Nearly Fivefold

Cityflo plans to grow its fleet to roughly five times its current size over the next three years. Alongside adding about 1,000 buses annually, it expects to increase its network from around 150 routes today to approximately 350-400 routes across five to six major cities.

The immediate focus remains on expanding in markets where Cityflo already operates rather than adding several new cities. The company sees significant room to add routes within its existing markets, including Delhi and Mumbai.

The expansion will continue under Cityflo’s asset-light model, with operator partners investing in and owning the buses. Cityflo determines vehicle specifications and works with its partners on route planning, driver training, maintenance, parking and service standards.

New Routes Take Around Six Months to Break Even

Around 30 of Cityflo’s routes have been added over the past six months, Venad said. A new route typically takes about two quarters to break even, while the company says its older routes have crossed that threshold.

“All routes beyond 12 months are profitable,” Venad said. Routes that fail to show sufficient demand are discontinued, with the company estimating that only around 5-10 routes have been shut so far.

Cityflo has raised around ₹125 crore to date and plans to return to the market for fresh capital as it scales. “In the next 12 months, we’ll definitely raise,” Venad said, although the company has yet to decide the size of the round.

The expansion is centred on commuters who would otherwise travel by private car. Cityflo estimates that each bus it operates can take around 20 cars off the road, positioning premium buses as an alternative to car-based daily commuting rather than a replacement for conventional public transport.

How B. Srinivas Plans to Translate 32 Years at VECV Into a Commercial Vehicle Super-Cycle

Shahkar Abidi — Thu, 24 Sep 2026 12:05:26

In the glittering environment of a five-star ballroom in central Bengaluru, the heavy mechanics of long-distance Indian transportation momentarily collided with high corporate ceremony. It was September 4, 2026. Outside, the monsoon humidity hung thick over the tech capital’s ring roads, where passenger cars, two-wheelers, overloaded tippers and interstate delivery vans jostled for lane space. Inside, beneath muted chandeliers, stood a gleaming scale model of the Volvo 9600, a multi-axle luxury coach in 'Tall-Boy' design, which in popular public opinion arguably symbolises the closest thing India has to an executive luxury sleeper.

The occasion was the formal key handover commemorating a purchase of 150 such buses by Vijayanand Travels Private Limited, the private mobility arm founded in the northern Karnataka hub of Hubballi. In the commercial vehicle trade, fleet deals of this scale are rare; in the rarefied segment of premium sleeper coaches costing upwards of a crore and a half rupees apiece, the transaction marked the largest single order ever placed by a private operator with Volvo Buses India. Remarkably, 70-80 of these coaches were commissioned with factory-integrated onboard washrooms; a bespoke engineering concession designed to enable non-stop journeys across arteries like the 1,900-kilometre Bengaluru–Jodhpur run, long considered among the country's most gruelling scheduled bus routes.

Among those present on the dais stood B. Srinivas, who, on April 1, 2026, had assumed the office of Managing Director and Chief Executive Officer of VE Commercial Vehicles Ltd (VECV). He began with an unscripted, self-deprecating confession about a conversation he had held with Shiva Sankeshwar, the third-generation scion steering VTPL.

“Recently, when I met Shiva, he mentioned the movie itself,” Srinivas told the assembled gathering of fleet managers, Swedish joint-venture partners, and transport executives, his cadence unhurried. The film in question was Vijayanand, the cinematic biography detailing the life of Shiva’s grandfather, the Padma Shri recipient Dr Vijay Sankeshwar, who had laid the foundation of northern Karnataka’s freight networks starting in 1976. “With a lot of curiosity, I watched the movie, and I found it truly quite inspiring,” Srinivas said. “It is a story of an extraordinary man who started his transportation journey with just one lorry. Is it right? With just one lorry, faced challenges and setbacks, but continued to pursue his dream.”

There was a particular line in the Kannada biopic that Srinivas had turned over in his mind: He made his own road in roaming all over India. “I thought, what a powerful description of an entrepreneur and what a powerful description of the environment they live in,” Srinivas observed, looking out toward the Sankeshwar family seated in the front row.

The Bengaluru ceremony, commemorating an order of 150 coaches, featured bespoke fleet reconfiguration, including factory-built onboard washrooms designed for long inter-state routes like the 1,900-kilometre run between Bengaluru and Jodhpur. This event served as Srinivas’s formal media introduction as VECV’s chief executive. His presence there drew its quiet weight not from the ceremony itself, but from the thirty-two years of shop-floor memory he carried into it.

The Dust of Pithampur, 1994

To trace Srinivas’s ascent is to step back into the landscape of 1994, when he first walked through the gates of Eicher. The Indian economy, three years into the structural reforms that dismantled the industrial License Raj, was still governed by the physical limitations of its road transport. The commercial vehicle trade was essentially a closed duopoly: the Tata Engineering and Locomotive Company (Telco) and Ashok Leyland carved up the freight corridors with rugged, semi-forward-control haulage chassis fitted with timber-and-sheet-metal cowl cabins.

Eicher, which had begun in 1948 as the Goodearth Company importing German agricultural tractors, was then a plucky insurgent. Under a technical collaboration with Japan’s Mitsubishi Motors started in the mid-1980s, the company had established a manufacturing plant near Indore. There, it assembled the Eicher-Mitsubishi Canter, a cab-over-engine light commercial vehicle whose lightweight metallurgy and transmission were viewed with deep scepticism by regional highway mechanics accustomed to heavy cast-iron blocks and sledgehammer maintenance.

“I spent thirty-two years in this organization,” Srinivas recounted later that afternoon in an interaction with Autocar Professional, settling into a side room for his first extended interview since his appointment. “I started my career in product development, worked in purchasing, then moved to product strategy, and some part of commercial organization and manufacturing, before finally getting the role to lead the company as its MD & CEO.”

“A lot of things have changed during this period. But however, one thing is common, I always strongly believe, is the values,” he noted in response to a question on his journey with the company. “So, what helped us as an organization to grow and what helped me to understand the business better is the values,” Srinivas added.

The Gothenburg Compact

The transformation of Eicher from a domestic assembler into a global manufacturing node occurred in July 2008. Siddhartha Lal, the Eicher scion who had earlier divested the group’s legacy tractor operations to Tractors and Farm Equipment Limited (TAFE) to concentrate resources on Royal Enfield motorcycles and trucks, negotiated a 54:46 joint venture with AB Volvo of Gothenburg, Sweden. The partnership catalyzed Eicher's transition into a global powertrain hub, culminating in Volvo selecting VECV’s Pithampur plant in 2013 to manufacture its medium-duty Euro VI base engines for global markets.

Joint ventures between foreign automotive multinationals and Indian family-led firms have an almost uniform history of acrimonious dissolution; mismatched product expectations and differing capital horizons had earlier impacted domestic partnerships involving Premier Automobiles Ltd-Peugeot, DCM-Daewoo, and Mahindra's three separate alliances (Ford, Renault and Navistar). However, the VECV alliance endured because of a clear operational division. Volvo contributed global engine architectures, automated transmissions, and manufacturing discipline, while Eicher provided an ultra-frugal supplier ecosystem, national distribution, and an instinctive understanding of the Indian transporter’s cost-per-tonne-kilometre calculations.

Srinivas was positioned squarely at the institutional junction where Gothenburg met Pithampur. Rising through sourcing and product strategy, he served as one of the operational architects who ensured that Swedish quality could be manufactured at Indian cost structures. By 2013, the joint venture had accomplished a feat that surprised the wider industry: Volvo selected VECV’s Pithampur powertrain plant as the exclusive global hub to assemble its medium-duty five- and eight-litre Euro VI base engines, exporting fully built power units back to assembly lines in Europe and East Asia.

“If you see broadly our businesses, we are responsible for Eicher-branded trucks and buses, we are responsible for Volvo-branded trucks and buses, and we have a components and aggregate business,” Srinivas explained, laying out the corporate geometry. “All these businesses are on their own, standalone basis; they perform and they deliver results to VECV. However, at the same time, there are a lot of synergies available within these businesses. Some of the businesses can support manufacturing to each other, and purchasing support can be provided to other businesses. Today we have a plant which can make about 100,000 engines and give it to various brands of Volvo globally. Similarly, we are coming up with a new AMT plant.”

From Eicher Bus Head to VECV MD and CEO

Between 2018 and 2022, Srinivas led the Eicher Bus business, steering the vertical through the economic disruption of the pandemic, when school transit and intercity passenger movement stalled entirely. In 2024, he moved to Pithampur as Chief Operating Officer, running manufacturing, sourcing, and product engineering across all facilities. When long-serving Managing Director Vinod Aggarwal stepped up to the board as Chairman in early 2026 after nearly two decades at the operational helm, Siddhartha Lal bypassed external candidates. Srinivas, who had spent thirty-two years inside the organization, was handed the reins.

The Heavy-Duty Frontier

The company Srinivas inherits occupies a distinct structural position in the Indian commercial vehicle hierarchy. In the light- and medium-duty (LMD) segment, ranging from 5-18 tonnes gross vehicle weight, Eicher has long held market dominance, commanding over 34 percent market share, frequently running neck-and-neck with or leading Tata Motors in the segment.

At the extreme upper crust of the market, Volvo Trucks India holds a virtual monopoly in specialised 50-70 tonne deep-mining tippers and multi-axle pullers.

However, a large core of the Indian truck market—the high-tonnage heavy-duty haulage trucks, multi-axle rigids, and prime movers that ferry cement, steel, and containerized freight between Mumbai, Delhi, and Chennai—remains firmly in the grip of Tata Motors and Ashok Leyland. For VECV, breaking this legacy duopoly has been a decade-long siege.

Srinivas does not attempt to disguise the operational challenge. “We have been doing extremely well as far as light and medium duty trucks are concerned,” he said. “And we are doing very well as far as the segment which starts in heavy duty. We are also doing very well in the Pro 8000, which is the mid-premium tipper segment where we have been the market leaders. And in the Volvo trucks and Volvo buses, we are the market leaders.”

The frontier, he conceded, lies in expanding that market share into heavy-haulage multi-axles and long-distance tractor-trailers. “We have to actually give them the same experience what we have been providing in this segment into the haulage and the tractor-trailer segments,” he said. “That continued to be our focus area. From where do we give these solutions? First is the fuel efficiency. Then we will give comfort, whether it is a driver comfort or in terms of the cargo safety. And we work a lot in improving the turnaround time. So, with these three, we are very confident that we can have better opportunities in heavy duty also.”

His reasoning is tied to the physical evolution of Indian roads. For past several decades, Indian freight speeds were throttled by municipal border check-posts, octroi collection gates, and narrow two-lane corridors, with trucks averaging barely 200-250 kilometres a day. With the introduction of the Goods and Services Tax (GST), electronic tolling, and increasing access-controlled expressways, daily vehicle utilisation on trunk routes could climb past 500 kilometres.

“Within India, you appreciate there are several opportunities available, but some of the routes, some of the applications are ahead of the curve,” Srinivas said. “You take a typical route like Mumbai–Delhi: there, it is actually closer to any other developed nation. So, we will work in these locations with these very specific customers, with the new applications, and we will prove this concept, and that we will extrapolate to the rest of the country. What is the game changer here? Game changer is the unmatched reliability and the durability of vehicle what we provide to the customer. If you provide that, actually you can prove a concept. Once this concept is proven commercially, it can be extrapolated across the country.”

Capacity Expansion

Beyond heavy haulage, Srinivas is supervising an aggressive diversification downward into the sub-two-tonne small commercial vehicle (SCV) segment—a high-volume category dominated for two decades by the Tata Ace and Mahindra Bolero Maxi Truck. To mount this challenge, VECV constructed an advanced manufacturing facility at Bagroda, near Bhopal, during the pandemic, designing the assembly lines around an untraditional demographic.

“First is we have waited long and developed this product,” Srinivas said. “This product started with all three fuel options to start with: we are there in EV, and we are there in diesel, and we are there in CNG. And we have a state-of-the-art manufacturing plant in Bhopal and incidentally, which is run by the girls also. So, we are there today, and we have invested on capacity and we have invested on product development. Now our plan is we do not want to rush. We wanted to offer these products in a very selected market and selected segments and give that experience to the customer.”

Connected Trucks and VECV's New Uptime Centre

Parallel to the factory floor is an equally pragmatic push into predictive software. In 2020, VECV became one of the early commercial vehicle makers in India to fit 100 percent of its trucks and buses with standard, factory-fitted telematics linked to a round-the-clock "Uptime Centre" in Pithampur.

“First and foremost, it is not a standard... it is not like a 'me-too' kind of thing,” Srinivas said, leaning forward. “The purpose of telematics is beyond just giving a track and trace to the customer. This telematics also has a ten years roadmap. Just call it connected trucks. Connected trucks also has, like any other product development, a roadmap. Initially we started with some ten features; those features keep on getting added. If these solutions go into the bus, parents have a need that it has to be seamlessly connected, they should get information of the kid. In trucks, the biggest anxiety of the consumer is on the safety of the goods. We inaugurated a new-generation Uptime Centre about a week back. Now, it is enabling your truck to be connected with the Uptime Centre. Hence, your reliability will improve further. And subscription is going up every now and then because it is seamlessly connected with uptime.”

The New Horizon

Srinivas’s appointment coincides with a delicate moment in the domestic transport economy. Commercial vehicle manufacturing in India is notoriously cyclical, subject to macroeconomic headwinds, interest-rate adjustments, and changes in freight volumes. The domestic industry touched an all-time peak in the pre-pandemic fiscal year of 2019, followed by a sharp contraction caused by new axle-load norms (which overnight legalised twenty percent more payload on existing axles, curbing new truck orders), the mandatory transition to BS-VI emissions, and prolonged pandemic lockdowns.

Transporters deferred vehicle replacements for years. Srinivas argues that this delayed replacement cycle has finally broken open.

“First and foremost, GST 2.0, what it has done was it has triggered the demand to start with,” Srinivas observed. “It has solved a lot of issues which were lying there unsolved. To start with, it has actually triggered the cycle of replacement, which has been pending for long. Indian auto industry has reached its peak in the pre-COVID era. Some other reason, the replacement cycle is not getting started. So GST 2.0 triggered fundamental demand. With the demand, the replacement cycle also got added. Consequent to that, the demand has actually started going up and up. It has surpassed the current challenges of the geopolitical situation and fuel inflation. For sure, the Indian commercial vehicle industry will set a new benchmark; it will record a new high.”

VECV Capacity Expansion at Bhopal Plant

To absorb that anticipated volume, VECV is expanding its manufacturing footprint. “We have now two plants, one in Bhopal and one in Pithampur, and we have two bus plants, one in Baggad (near Pithampur in Madhya Pradesh) and one in Hoskote [Karnataka]. Well in advance, we are adding further capacities in our Bhopal plant. Our capacities will go up by at least another 15 to 20% more.”

Back in the Bengaluru ballroom, as the formal event drew to a close, Srinivas' speech from the morning still hung over the room; specifically, the traditional Sanskrit benediction he had offered to the transport family that had started with a single lorry half a century ago. “Roads are built with perseverance,” Srinivas had told them. “Destinations are made with determination. Those who walk with determination, their stories will last for centuries. I want to say one thing: Satamanam bhav (Satamanam bhavati is a traditional Vedic blessing wishing 100 years of healthy life), not hundreds of years. You should run thousands of years. Make customers happy, and it should give more business to Volvo. Both of us should survive and sustain,” he added playfully before signing off.

BharatBenz Opens 11,550ft Leh Workshop With PPS Trucking

Eshisha Java — Wed, 23 Sep 2026 13:18:05

Daimler India Commercial Vehicles (DICV) has inaugurated a BharatBenz commercial vehicle service centre in Leh, Ladakh, in collaboration with PPS Trucking. The facility is located at an altitude of approximately 11,550 feet and is positioned to serve commercial vehicles operating across Leh, Kargil, Drass and areas towards the Leh-China border. DICV describes it as India’s highest-altitude commercial vehicle workshop.

The 20,000 sq ft facility is located in Phey Village along NH-1 on the Leh-Srinagar-Uri Highway. It is a 3S (Sales, Service and Spares) touchpoint, with service support aimed at vehicles used in stone-crushing operations, road construction by the Border Roads Organisation (BRO) and transportation of communication tower infrastructure.

According to DICV, operators in the region previously had to travel considerable distances for authorised service and genuine spare parts. The company said the new facility is intended to reduce service turnaround times and improve access to technicians and critical spare parts.

BharatBenz Leh Workshop Capacity And Facilities

The workshop has three service bays and a stated annual capacity of more than 1,400 vehicles. It is equipped with diagnostic systems, workshop tools and BharatBenz spare parts, while 24x7 roadside assistance will also be available for on-road breakdowns.

More than 20 trained technicians will operate the facility. The workshop also includes dedicated driver rest areas and customer amenities, while PPS Trucking said it will maintain spare parts inventory in the region to support faster turnaround.

BharatBenz Trucks In Leh And Ladakh

The facility is expected to support BharatBenz trucks deployed in Leh's stone-crushing industry and other construction-related operations. DICV said the region's infrastructure activity includes road and building construction, while ongoing construction also creates demand for ready-mix concrete (RMC).

The company said vehicles operating in Ladakh face steep gradients, extreme weather and difficult terrain. The workshop's location is intended to provide service and spare-parts access closer to operators working along the region's heavy-duty transport corridor.

Rajiv Chaturvedi, President and Chief Business Officer, DICV, said the new facility is intended to address service-access challenges faced by operators in Ladakh and adjoining border areas by bringing repairs, spare parts and technical support closer to their operating locations.

Rajiv Sanghvi, Managing Director, PPS Trucking, said the collaboration is part of the company's expansion of its commercial vehicle service network in the region.

JSW Targets Rs 12,000 Crore Top-Line from Chhatrapati Sambhajinagar EV Plant

Shahkar Abidi — Tue, 22 Sep 2026 18:06:22

JSW Group’s Rs 2,500 crore investment in its Chhatrapati Sambhajinagar manufacturing facility carries a potential Rs 12,000 crore top-line revenue, though achieving full capacity utilization will follow a realistic five- to seven-year timeline.

The plant has an initial installed capacity of 15,000 heavy commercial electric vehicles, designed to be fully fungible between trucks and buses. With heavy commercial EVs commanding an average selling price (ASP) of approximately Rs 80 lakh, peak production represents a Rs 12,000 crore primary vehicle revenue stream.

“We have invested Rs 2,500 crores in this facility... which has the capacity to make 15,000 units, which is completely fungible and flexible between the buses and the trucks,” said Parth Jindal of JSW Group. "With average selling prices roughly around Rs 80 lakh rupees... this factory potentially will be able to do a top line of close to Rs 12,000 crores.”

After-Sales Revenue to Add Rs 2,000-3,000 Crore Annually

Beyond vehicle sales, recurring after-sales services will generate an additional 20% to 30% in revenue, adding Rs 2,000 crore to Rs 3,000 crore annually.

Capacity Utilisation Timeline: Five to Seven Years to Scale

However, reaching peak output in the commercial vehicle (CV) industry requires multi-year scaling. In automotive manufacturing, OEMs typically take four to seven years to reach high capacity utilization due to supply chain maturation, fleet validation cycles, and production learning curves.

While internal leadership targets call for rapid ramp-up, JSW CEO Sumit Mittal outlined a realistic FY30–FY32 horizon to hit 70% to 75% capacity usage.

“That will take anything between 5 to 7 years to reach,” Sumeet said regarding full-capacity revenues. “I have never seen any OEM company reach a 75% capacity utilisation in the first year... In the next 5 years, we are expecting to hit 70-75% capacity utilisation”.

Brownfield Expansion Planned to Scale Capacity to 25,000 Units

Facility expansion is already planned. Once production reaches 50% to 70% capacity utilization, JSW will trigger brownfield expansion within the existing facility footprint to scale capacity up to 25,000 units before requiring additional land.

JSW Replaces Single-Plate Battery Cooling with Dual-Surface Architecture in Heavy EVs

Shahkar Abidi — Tue, 22 Sep 2026 17:58:42

JSW Group is deploying a dual-plate liquid cooling architecture designed to eliminate thermal gradients in battery cells and prevent rapid battery degradation in heavy electric commercial vehicles.

In India, commercial EV pack designs rely almost exclusively on a single cooling plate positioned at the bottom of the battery module. Under the extreme Indian ambient temperatures and sustained heavy commercial payloads, bottom-only cooling creates significant thermal lag between the top and bottom of individual cells

"In India, everybody is using the LFP battery and majority of them have a bottom cooling plate," said Sumit Mittal, Chief Executive Officer, JSW Greentech said during a media roundtable on Tuesday. "Essentially... imagine them as like... mobiles which are kept on a table and the cooling is happening at the bottom of the table, right? So, one side of the cell, you get cooling and on the other side, the cooling reaches with a lot of lag. Sometimes, there is a temperature difference which gets created... Leads to a situation where the life of the cell reduces, the performance of the battery reduces."

How JSW's Dual-Plate Cooling System Works

To eliminate this thermal bottleneck, JSW’s ground-up EV platform positions active liquid cooling plates on both the top and bottom of the LFP cells. Sandwiching the cells between two cooling surfaces reduces internal temperature differentials, stabilizing operating temperatures during heavy acceleration and uphill haulage.

JSW Improves Chassis Durability With PTED Coating

Alongside thermal management, JSW is addressing frame durability under harsh Indian road conditions and severe vehicle overloads. Conventional commercial vehicle chassis rely on spray-painted primers that leave welded joints vulnerable to oxidation. Following frame welding, JSW applies Pre-Treatment Electro-Deposition (PTED), depositing a uniform 0.4 mm electro-plated layer across the entire assembly. This seals high-energy weld areas against moisture, preventing structural rust and eliminating the frame noise typical of older fleet vehicles.

JSW Greentech Eyes LCV Entry in 3-4 Years as Distribution Network Takes Shape: Sumit Mittal

Prerna Lidhoo — Tue, 22 Sep 2026 17:27:19

JSW Greentech plans to enter the light commercial vehicle (LCV) segment in the next three to four years, with the company’s entry timeline closely linked to the development of its distribution network, according to Sumit Mittal, CEO, JSW Greentech.

The company, which on Tuesday launched its commercial mobility brand Ampstar, is positioning itself as a full-stack commercial mobility player spanning electric buses and trucks. However, unlike the higher tonnage segments it is targeting initially, JSW Greentech sees the LCV market as being driven as much by distribution strength as by the product itself.

“Once our distribution network is there, then we launch our LCV because LCV is not really a product game, it is a distribution game. Three to four years is what we are saying [for the launch] but in JSW it is always a possibility to do it faster than what you always assumed,” he said.

Why JSW is Starting with HCVs

JSW Greentech’s decision to focus first on heavy commercial vehicles (HCVs) is deliberate, with the company seeing the segment as an opportunity to establish its engineering credentials and build customer acceptance before expanding into the more mature LCV market.

“We wanted to go there to establish in the mind of the customer that this is a company which understands engineering, which understands complex engineering,” Mittal said.

He pointed to the challenge faced by companies that move up from lower segments, where customers can continue to associate the brand with its earlier products.

“We have seen in the past that people who have migrated from lower segment to higher segment, they are always a challenge in terms of creating that perception in the mind of the customer that they always relate them with lower category segments. So, we wanted to be in the top of the category,” he said.

There is also a strategic rationale behind targeting HCVs from an energy-import perspective. “Second is, from an impact perspective, this is the segment which has the highest impact on import of oil, right? So, we are aligning to the government or the national interest,” he said.

The company also sees greater room for differentiation in HCVs than in LCVs. “From a margin perspective, the LCV is now commoditised. Everybody has the same product. There is very thin margin in that, ...and there is very little scope of improvement or creativity. Whereas, HCV is a fairly new segment,” he adds.

With electric HCVs still an emerging category, Mittal believes the relatively nascent market gives JSW Greentech an opportunity to establish itself alongside other players rather than entering an already mature and highly commoditised market.

Product First, Distribution Next

For JSW Greentech, the initial priority is therefore to establish the product and build confidence among customers before committing to a broader distribution footprint. “We wanted to first set up a product market, customer acceptance and once we have done that, gradually we will build our distribution network,” Mittal said.

The company’s strategy consequently places product-market fit and customer acceptance ahead of rapid network expansion. Once that foundation is established, JSW Greentech intends to build out its distribution capabilities, which will eventually provide the platform for its entry into LCVs, Mittal said.

JSW Launches Ampstar with 15,000-Unit Electric CV Plant, Targets 100,000-Truck Capacity by 2030

Shahkar Abidi — Tue, 22 Sep 2026 15:51:36

JSW Greentech has launched Ampstar, its electric commercial vehicle brand, with plans to build a presence across heavy trucks, buses and, eventually, light and small commercial vehicles.

The company showcased a 55-tonne electric tractor-trailer and an electric bus in Mumbai on Tuesday. Commercial production at its Greenfield plant in Chhatrapati Sambhajinagar is expected to begin within the next 30 days.

JSW Greentech is targeting production of 500-1,000 vehicles in the current financial year, with trucks expected to account for around 60% of the output and buses the remaining 40%.

“This year, we are targeting anything between 500 and 1,000 units,” said Sumit Mittal, CEO of JSW Greentech. “We will then ramp it up exponentially over the next three to four years to 70-80% capacity utilisation.”

The plant will have annual capacity for 15,000 vehicles, comprising 10,000 electric buses and 5,000 electric trucks. Beyond the initial facility, JSW Group has outlined an ambition to create capacity for 100,000 electric trucks by 2030, which could position it among the larger participants in India’s commercial vehicle market.
The group is investing about ₹2,500 crore in the first phase of the business. Around ₹1,500 crore will be funded through debt, with the remaining ₹500 crore coming as equity from the parent group.

Heavy Trucks to Lead First Phase

Ampstar will initially focus on 55-tonne tractor-trailers, the upper end of the commercial vehicle market. The company plans to establish its operating and technology credentials in heavy-duty applications before moving into other segments.

“We are starting with 55-tonners, which are at the top of the league and the most complex part,” Mittal said. “If you have proved yourself with a product in the top segment, participating in all the other segments becomes easier.”

The company plans to expand its truck portfolio with tippers, fixed-body trucks and dumpers. It will eventually move into intermediate, light and small commercial vehicles, broadening its addressable market beyond large fleet operators.

The trucks will be available with fixed and swappable battery architectures. Battery configurations will be customised according to the application, with options extending from the initial 282kWh configuration to 400kWh, 450kWh and 500kWh.

“Our product is not an off-the-shelf product. It is customised,” Mittal said. “Depending on the features and the application, the prices will vary.”

The first set of customers will include operators serving steel, cement, mining and port businesses. These applications involve predictable closed-loop routes, high daily utilisation and the ability to install charging or battery-swapping infrastructure at fixed locations.

JSW plans to deploy its first 100 battery-swapping electric trucks between its Vijayanagar steel plant and cement facility at Nandyal from next month.

The group’s steel, cement and port businesses are served by around 17,000 trucks. JSW estimates that 40-50% of these vehicles could be electrified relatively quickly because they operate on closed-loop routes.

This captive requirement gives Ampstar an initial demand base and allows JSW to demonstrate vehicle performance and operating savings before scaling supplies to external customers. The company has no immediate export plans and will focus on India.

Buses From Seven to 18 Metres

Ampstar will serve as the common brand for JSW Greentech’s electric trucks and buses. Its planned electric bus portfolio will span vehicles measuring seven to 18 metres.

The buses will address staff transportation, city services, school transportation and airport-tarmac applications. The Chhatrapati Sambhajinagar facility will have in-house electric-bus body-building capability, giving the company control over vehicle integration and customisation.

JSW has also created a wholly owned mobility subsidiary to participate in government tenders and private contracts. Customers will be able to buy vehicles outright or opt for cost-per-kilometre and wet-lease models covering the vehicle, charging infrastructure and maintenance.

“The idea is to be an all-in partner because these are customers who are ready to take the bold call of moving from diesel to electric,” Mittal said.

Battery-as-a-service (BaaS) will form another part of the offer. Separating battery ownership from the vehicle could lower the initial acquisition burden and bring electric trucks closer to diesel vehicles on operating economics.

Mittal said the company wants to narrow the price gap with diesel trucks, although the larger advantage is expected to come through total cost of ownership.

“Our chairman’s thought has been that we need to crash the price to get to a level where it comes much closer to the diesel counterpart. That is when the real disruption will happen,” he said.

The company expects electric trucks to offer a 15-20% total-cost-of-ownership advantage, depending on the application, battery configuration and vehicle utilisation.

Integrated Manufacturing Operation

Spread over 90 acres, the Chhatrapati Sambhajinagar facility will house vehicle assembly, truck-cabin manufacturing, electric-bus body building and battery-pack operations.

The plant will have a cell-to-battery-pack assembly facility, although battery cells will initially be imported. JSW Greentech has described it as India’s first integrated cell-to-battery-pack facility for electric commercial vehicles.

The company also claims it will be India’s first commercial vehicle plant equipped with a pre-treatment and electro-deposition facility, a process used to improve corrosion protection and vehicle durability.

Its production systems will integrate enterprise resource planning, product lifecycle management and manufacturing execution systems as part of an Industry 4.0 manufacturing architecture. The plant’s groundbreaking took place in October 2024.

B2B Sales Model

JSW Greentech will initially follow a direct business-to-business sales model rather than create a nationwide dealership network. It may appoint a limited number of dealers in markets where they can support clusters of fleet customers.

“As of now, we are not going with the dealer strategy,” Mittal said. “It is usually a B2B model that we are focusing on. We might have a few dealers in some locations to service customers better.”

The company plans to establish maintenance depots as it expands into more states. A wider dealership network will be required when Ampstar enters small commercial vehicles, which are largely purchased by individual operators.

JSW Greentech said its products have received financing approvals from ICICI Bank, HDFC Bank, Canara Bank and State Bank of India. The group will also support financing for logistics operators whose vehicles are deployed on contracts serving JSW companies.

Localisation to Reach 50%

Ampstar’s vehicle-control software, battery-pack design and vehicle-control unit have been developed in India. The company is working with suppliers including ZF and Dana for mechanical systems, while battery cells will initially be sourced from China.

JSW Greentech plans to retain control over the vehicle architecture, software and design while creating a domestic supplier network. Of its first 100 hires, 88 were in research and development.

The company expects truck localisation to reach around 50% within six months.
“Our localisation plan for the trucks is ongoing. Within six months, we should be around 50% localised,” Mittal said. “We will own the entire software, architecture and design, and work with partners to create the supply chain around it.”

With inputs from Ketan Thakkar and Prerna Lidhoo

"Let's Catch up with China, Then Take a Leap Forward”: Sajjan Jindal on JSW’s Auto R&D Strategy

Ketan Thakkar — Tue, 22 Sep 2026 15:43:59

JSW Group will draw lessons from China’s rapid progress in electric mobility while building its own automotive technology and research capabilities in India, Chairman Sajjan Jindal said.

Jindal described China as the global benchmark for electric vehicles and battery technology. His approach is to close the capability gap using technologies already proven at scale while building independent technology capabilities within the group.

“I am being very practical,” Jindal told reporters. “First, let us establish whatever is happening in China, which is a leader in electric mobility. Let us catch up with them on the technology front. Then we take a leap forward.”

China has built the world’s largest electric vehicle market and a broad supplier base spanning batteries, electric powertrains, electronics and vehicle platforms. Its scale has made it an important reference point for automakers across regions.

“Instead of looking west, let us look east and China,” Jindal said. “Even the West is looking to the East.”

Building an independent R&D base

Jindal said Indian companies would remain dependent on overseas technology unless they increased investment in research and product development.

“Unless we do R&D and develop our own technologies for the automobile industry, we will remain a follower and not a leader,” he said. “If we want to become a leader as a country in the automobile space, we need to do R&D.”

JSW is building an automotive portfolio spanning passenger vehicles, electric trucks and buses, batteries, charging and mobility services. The group has committed up to $3 billion, or approximately ₹25,000 crore, over five years through its automotive arm to create a wider electric mobility ecosystem.

Its businesses include a 35% stake in JSW MG Motor India, along with independently controlled operations such as JSW Motors and JSW Greentech.
The group’s experience with global technology partnerships has helped shape its next phase. While partnerships can provide access to established products and know-how, JSW now wants to create a stronger in-house research base for businesses under its direct control.

“Both in trucks and buses as well as in JSW Motors, we will have our own R&D set-up,” Jindal said. “We are already working on that, and based on our own R&D, we will come out with the technology.”

JSW Greentech, which has launched the Ampstar electric commercial vehicle brand, has placed engineering at the centre of its operations. Of its first 100 hires, 88 were recruited for research and development.

The company said its vehicle-control unit, source code, battery-pack design and vehicle architecture have been developed in India. It plans to retain ownership of the core architecture, software and design while working with specialist suppliers for components and manufacturing support.

JSW Greentech works with global suppliers including ZF and Dana for mechanical systems and has engaged international specialists for truck-cabin and bus design.

The company has also received recognition from the Department of Scientific and Industrial Research despite being less than three years old, according to its management.

Battery technology remains central

Battery cells remain a key area in which India needs to build greater domestic capability. JSW Greentech will initially import cells and undertake cell-to-pack assembly at its manufacturing facility in Chhatrapati Sambhajinagar.

Another arm of JSW Group is working on battery-cell technology, including lithium-ion and sodium-ion chemistries.

Jindal described battery cells as the “new oil”, reflecting their strategic importance as transport moves away from fossil fuels.

“For India, it is very essential because the cell is going to be the new oil,” he said. “Therefore, we have to produce that cell, and it can be done.”

The group’s strategy is to use the best available technology as it enters the market while progressively developing the ability to design and control critical systems in India.

Jindal acknowledged that creating breakthrough technology would take time. His immediate priority is to build competitive products, establish engineering capability and close the gap with global leaders. The longer-term test will be whether JSW can move from adapting proven technologies to developing products and intellectual property capable of competing globally.

With inputs from Prerna Lidhoo and Mugdha Mishra

We Will Invest What it Takes to Disrupt Auto Market: JSW's Sajjan Jindal

Ketan Thakkar — Tue, 22 Sep 2026 15:19:57

JSW Group will provide the capital required to scale its automotive businesses as Chairman Sajjan Jindal looks to disrupt India’s mobility market and establish the conglomerate among its leading players.

“There is no real war chest, but whatever is needed will be provided,” Jindal told reporters. “Now that we have entered this sector, we will make it big.”

JSW has committed up to $3 billion, or approximately ₹25,000 crore, over five years through its automotive arm to build an electric mobility ecosystem spanning passenger vehicles, commercial fleets, buses, batteries, charging and mobility services.

The group’s automotive interests include its 35% stake in JSW MG Motor India, JSW Green Mobility and JSW Greentech, which has launched the Ampstar electric commercial vehicle brand.

For Jindal, the entry into automobiles is not intended to create another small business within the group. The ambition is to use JSW’s capital, manufacturing experience and appetite for scale to challenge established automakers.

“Once we get into that area, we would also want to be one of the largest players, among the top two or three,” he said, referring to the commercial vehicle business.
Investment before break-even

JSW is investing about ₹2,500 crore in the first phase of its electric truck and bus venture. Its 90-acre facility at Chhatrapati Sambhajinagar will have annual capacity for 15,000 vehicles, comprising 10,000 electric buses and 5,000 electric trucks.

Jindal is looking beyond the initial investment and plant. He believes the Indian market can support JSW’s ambition to create capacity for 100,000 electric trucks by 2030.

Asked about the volume required for the electric commercial vehicle business to break even, Jindal made it clear that near-term profitability was not driving the group’s decisions.

“I am not even looking at breaking even,” he said. “It will be a very profitable business, that I am sure. We are going to be in a constant investment cycle.”

JSW Greentech management indicated that the business could approach break-even at annual volumes of around 3,000-4,000 vehicles. Jindal’s focus, however, is on establishing the business and building scale rather than optimising the first few years for profit.

Entering a difficult market

Jindal acknowledged that automobiles are outside JSW’s traditional areas of expertise. The group does not have the product legacy, distribution network or customer base built by established manufacturers over several decades.

“Why are we getting into this business of trucks and buses? It is not our core business. Neither do we have core competence in this business,” he said.

The Indian commercial vehicle market is crowded and backed by extensive dealer, service and supplier networks.

“It is a very crowded market. It is not an easy market. That also we know,” Jindal said. “But given the group’s strength and the new technology that we are bringing in, we believe that we can ramp up the capacity very quickly.”

JSW is seeking to overcome that disadvantage by entering through electric mobility rather than challenging incumbents with another range of diesel vehicles. Without legacy engine plants or older architectures to protect, it can build factories, products and customer offerings around electric powertrains.

The commercial vehicle business will begin with 55-tonne electric tractor-trailers before extending to tippers, fixed-body trucks, dumpers and smaller vehicle categories. Its electric bus range will span seven to 18 metres.

Seeking to be a catalyst

Jindal sees JSW’s entry as a way to accelerate competition and push the commercial vehicle industry towards electric mobility.

“The primary idea was to be a catalyst in changing the way India moves,” he said. “That is the main goal.”

JSW plans to support customers with financing, charging, maintenance, wet leases, cost-per-kilometre contracts and battery-as-a-service.

The group also has a ready deployment base. Its steel, cement and port operations are served by around 17,000 trucks, many of which operate on predictable closed-loop routes that can support charging or battery swapping.

This captive ecosystem gives JSW the ability to deploy electric trucks, demonstrate their economics and support their financing before expanding among external fleet operators.

JSW is also investing in its own vehicle architecture, software, battery-pack design and research capabilities. Of JSW Greentech’s first 100 hires, 88 were in research and development.

Prepared to take the risk

Jindal does not understate the difficulty of building an automotive company. His confidence rests on JSW’s willingness to invest, learn and remain committed through the early challenges of entering a complex industry.

“There will be challenges, there will be difficulties,” he said. “But once we jump into the ocean, we don’t have an option but to swim.”

The larger ambition is to create the kind of market impact that Maruti Suzuki achieved in passenger vehicles, but around electric mobility.

“We want to recreate the Maruti movement,” Jindal said. “I want to see how we can electrify the whole country.”

For JSW, the automotive endeavour is not being framed around the quickest route to break-even. It is a long-term industrial bet built around capital, scale and Jindal’s conviction that a new entrant can force the market to move faster.

With Inputs from Prerna Lidhoo and Mugdha Mishra

“The Cell is going to be the New Oil”: Sajjan Jindal Calls for Battery Localisation

Ketan Thakkar — Tue, 22 Sep 2026 15:15:14

Battery cells will become the “new oil” as transportation shifts from internal-combustion engines to electric vehicles, making domestic cell technology critical to India’s energy security, JSW Group Chairman Sajjan Jindal said.

India depends heavily on imported crude oil to power its transport sector. Electrification can reduce that exposure, but it could also create a fresh dependence on imported battery cells and critical raw materials.

“For India, it is very essential because the cell is going to be the new oil,” Jindal told reporters. “Therefore, we have to produce that cell, and it can be done.”

His comments came as JSW Greentech launched Ampstar, its electric commercial vehicle brand, and showcased a 55-tonne electric tractor-trailer and an electric bus.
The vehicles have been developed on an architecture that JSW Greentech says it controls, but their battery cells will initially be imported. The company will assemble battery packs at its new manufacturing facility in Chhatrapati Sambhajinagar, Maharashtra.

Jindal said another arm of JSW Group is working on developing battery-cell technology, although creating an indigenous alternative will take time.

“We are already working on developing that cell technology, which will take, if we are lucky, one year, maybe two years for sure,” he said.

The group is examining different battery chemistries, including lithium-ion and sodium-ion. Jindal acknowledged that China has built a significant technology and manufacturing lead in this area and that access to cell know-how remains limited.

“The technology is a very closely guarded secret of China,” he said. “They are ready to supply the cells, but they are not giving us the know-how. It is okay. We will find a solution.”

Energy-Security Imperative

Jindal’s argument is that India’s transition to electric mobility must be accompanied by domestic production of the technologies that account for a large part of an electric vehicle’s cost and strategic value.

The challenge is particularly important for commercial vehicles because trucks consume far more fuel over their operating lives than passenger cars. Electrifying high-utilisation trucks can therefore deliver a larger reduction in diesel consumption for each vehicle replaced.

Jindal said India’s freight movement and fuel consumption would continue to rise with economic growth unless the country changed the way goods were transported.

“If we do not change our way of mobility, we will continue to bring fuel oil from all over the world,” he said. “As the country becomes more progressive, more transportation will happen and more movement of goods will take place. It will only increase.”

Electric trucks have a considerably higher purchase price than comparable diesel vehicles, but their lower energy and maintenance expenses can reduce the total cost of ownership. The economics are strongest in closed-loop applications where trucks cover predictable routes and charging or battery-swapping infrastructure can be installed at fixed points.

Building Control Over Technology

JSW Greentech plans to retain control over the vehicle architecture, software, battery-pack design and vehicle-control unit while working with suppliers for individual systems and components.

The company will initially source cells from China and undertake cell-to-pack assembly in India. Its Chhatrapati Sambhajinagar plant will house battery-pack operations alongside electric truck and bus manufacturing.

Of JSW Greentech’s first 100 employees, 88 were hired for research and development. The company said it has developed its vehicle-control unit and source code in India and does not pay royalty or technology-transfer fees for its core vehicle architecture.

Jindal said India’s automotive industry would remain a follower unless companies invested in research and developed their own intellectual property.

“Unless we do R&D and develop our own technologies for the automobile industry, we will remain a follower and not a leader,” he said.

He acknowledged that JSW may initially have to learn from technologies already developed in China rather than immediately produce a breakthrough of its own.

“I am being very practical,” Jindal said. “First, let us establish whatever is happening in China, which is a leader in electric mobility. Let us catch up with them on the technology front. Then we take a leap forward.”

For JSW, domestic battery-pack assembly is the immediate step. Developing the cell itself will determine how much of the electric mobility value chain can ultimately be localised in India.

With inputs from Prerna Lidhoo and Mugdha Mishra

JSW Greentech Launches Ampstar Brand for Electric Trucks and Buses

Shahkar Abidi — Tue, 22 Sep 2026 14:36:55

JSW Greentech has launched Ampstar, its electric commercial vehicle brand, marking JSW Group’s entry into India’s truck and bus market.

The company showcased a 55-tonne electric tractor-trailer and an electric bus in Mumbai on Tuesday. Commercial production is expected to begin at its greenfield manufacturing facility in Chhatrapati Sambhajinagar, Maharashtra.

Ampstar will serve as the common brand for JSW Greentech’s electric trucks and buses. The name combines “ampere”, the unit used to measure electric current, with “star”, which the company said represents aspiration, leadership and progress.

JSW Group Chairman Sajjan Jindal said the company wants to accelerate India’s transition from diesel-powered commercial vehicles to electric mobility.

“Why are we getting into this business of trucks and buses? It is not our core business. Neither do we have core competence in this business,” Jindal said. “The primary idea was to be a catalyst in changing the way India moves.”

JSW Greentech's ₹2,500 Crore Investment and Plant Capacity

JSW Group is investing about ₹2,500 crore in the first phase of the electric commercial vehicle business. The 90-acre plant will have annual manufacturing capacity for 15,000 vehicles, comprising 10,000 electric buses and 5,000 electric trucks.

Heavy-Duty Truck Roadmap

Ampstar will initially focus on 55-tonne tractor-trailers used in sectors such as steel, cement, mining and ports. The company plans to expand its truck range with tippers, fixed-body trucks and dumpers before entering other commercial vehicle categories.

The trucks will be offered with fixed and swappable battery architectures. Battery configurations will be customised according to the application and the customer’s operating requirements.

“Our product is not an off-the-shelf product. It is customised,” said Sumit Mittal, CEO of JSW Greentech. “Depending on the features and the application, the prices will vary.”

The company will initially focus on closed-loop operations, where trucks run on predictable routes connecting factories, mines, ports and other industrial locations. These applications allow charging or battery-swapping infrastructure to be installed at fixed points.

JSW’s steel, cement and port businesses are served by around 17,000 trucks, providing Ampstar with a captive ecosystem in which to deploy vehicles and demonstrate their operating economics.

Sumit Mittal, CEO, JSW Greentech

Ampstar Electric Bus Range and Manufacturing Facility

The electric bus portfolio will span vehicles measuring seven to 18 metres. Planned applications include staff transportation, city services, school buses and airport-tarmac operations.

The Chhatrapati Sambhajinagar facility will include truck-cabin manufacturing, electric-bus body building and battery-pack assembly. Battery cells will initially be imported.

JSW Greentech said the facility will be India’s first commercial vehicle plant equipped with a pre-treatment and electro-deposition system. The process is designed to improve corrosion protection and vehicle durability.

Its manufacturing operations will integrate enterprise resource planning, product lifecycle management and manufacturing execution systems. The plant’s groundbreaking took place in October 2024.

Initial B2B Strategy

JSW Greentech will initially follow a direct business-to-business sales model rather than establish a nationwide dealership network. It may appoint dealers in selected markets where they can support clusters of fleet customers.

The company will offer vehicles through outright purchase, cost-per-kilometre and wet-lease models. Its wider mobility offering will include financing support, charging infrastructure, maintenance and battery-as-a-service (BaaS).

“The idea is to be an all-in partner because these are customers who are ready to take the bold call of moving from diesel to electric,” Mittal said.

FlixBus India to Add 120 Buses in South India Expansion

Dev Vadchhedia — Tue, 22 Sep 2026 11:00:00

FlixBus India says it plans to add 120 buses across its southern operational network during the third and fourth quarters, as the company enters its third year in the regional market. The company stated that the southern states now represent more than 50% of its total nationwide network.

FlixBus Route Growth in Bengaluru, Hyderabad and Chennai

The platform says it recorded triple-digit annual route growth across major southern metropolitan hubs in September 2026 year-on-year. Network capacity from Bengaluru increased by 260%, while routes originating from Hyderabad expanded by 159% and Chennai rose by 100%.

FlixBus New Routes to Guntur, Coonoor and Ooty

Under the upcoming phase of expansion, the operator says it is extending intercity routes across Telangana, Andhra Pradesh, and Tamil Nadu. The network will incorporate new services connecting to Guntur, Coonoor, and Ooty. In addition, FlixBus introduced a new inter-state route connecting Hyderabad to Puducherry utilizing Volvo Sleeper coaches.

Surya Khurana, Managing Director, FlixBus India, said, "South India has become a significant part of FlixBus India's journey, and the fact that more than half of our network is now in the region is a reflection of the depth of the opportunity we see here. The next phase is about building density: connecting more cities, increasing capacity and making intercity travel a more accessible and dependable choice for passengers."

Ashok Leyland Evaluates EV Battery Project in Bhandara with up to Rs 15,000 Crore Outlay: TOI

Dev Vadchhedia — Mon, 21 Sep 2026 19:56:29

Commercial vehicle manufacturer Ashok Leyland is evaluating setting up an electric vehicle battery manufacturing plant as part of its industrial expansion in Bhandara, Maharashtra, which could entail an investment between Rs 10,000 crore and Rs 15,000 crore, The Times of India reported, citing Union Minister for Road Transport and Highways Nitin Gadkari.

Speaking at an event in Nagpur on Sunday where he inaugurated an Ashok Leyland-donated 40-seater electric bus for senior citizens' pilgrimage services, Gadkari highlighted the investment potential of the Vidarbha region. The minister stated that if the automaker proceeds with the project, it would significantly boost regional industrial capital expenditure, according to the report.

"If they go ahead, then it could bring in investments between Rs 10,000 crore to Rs 15,000 crore," Gadkari said, as quoted by The Times of India.

Pitching Vidarbha as a manufacturing and distribution base, Gadkari highlighted the region's operational advantages, including an uninterrupted industrial labor environment, expanding multi-modal logistics networks, and an operational dry port enabling direct freight exports. He noted that Mahindra has commenced work on a Rs 15,000 crore manufacturing unit in the region.

"There is a very friendly atmosphere here and Vidarbha is a fantastic place for investments," Gadkari reportedly stated.

Urging manufacturers to base corporate and operational functions in the district, Gadkari said, "You must make Nagpur your headquarters. We will fully cooperate with you."

Escorts Kubota Appoints Manish Sharma as President of Agri Business

Dev Vadchhedia — Mon, 21 Sep 2026 19:31:14

Escorts Kubota Limited has appointed Manish Sharma as President of its Agri Business division with effect from September 21, 2026, designating him as part of the company's Senior Management Personnel.

In his new role, Sharma will hold operational accountability for the company's tractor divisions, agricultural solutions, spare parts, and after-sales service operations across domestic and international markets. His mandate centres on steering commercial execution and meeting the company's annual and mid-term business plan targets.

Manish Sharma's Career Background

Sharma is an engineering graduate with more than 30 years of operational and leadership experience across strategic planning, manufacturing, business development, and technology. He previously served as Chairman and Chief Executive Officer of Panasonic India, spending 17 years at the electronics firm across product development, supply chain optimization, and corporate transformation.

Montra Electric Crosses 1,000 CV Sales Milestone, 810 Units Sold this Year

Ajit Dalvi — Mon, 21 Sep 2026 18:54:58

The Chennai-based Murugappa Group, which manufactures and markets the Montra brand of electric commercial vehicles (e-CVs), has clocked cumulative retail sales (customer deliveries) of over 1,000 units. As per Vahan, Montra Electric delivered a total of 1,126 zero-emission four-wheeled CVs since its market entry in January 2025 through to September 20, 2026.

Of this, the bulk – 810 units or 72% – of the e-CV sales has come this year between January and September 20, reflecting the strong increase in demand for Montra e-CVs, particularly the Eviator mini-truck (sold under Tivolt EVs). Not surprisingly, Montra and Tivolt EVs ranked ninth in the Top 10 e-CV OEMs in January-August 2026, which saw a record 23,540 e-CVs sold in India. Montra Electric’s strong performance has resulted in its e-CV market share rising to 3% from 1% in January-August 2025.

While the 55-tonne Rhino HCVs are targeted at the logistics, construction, mining, cement and port infrastructure sectors, Montra e-CV sales mainly comprise the Eviator 350 and 350L small truck.

Montra Eviator Mini-Truck Sales Trend and Specifications

As the CY2026 YTD retail sales statistics for Montra e-CVs reveal, July (148 units) has been its best month to date with August (126 units) a close second. In the first 20 days of September, 95 e-CVs have been delivered to customers.

In tandem with the rest of the e-CV industry, the bulk of the demand is for the small e-CV / mini-truck portfolio comprising the Montra Eviator 350 (32 kWh) and Eviator 350L+ (50 kWh) which are marketed under Tivolt Electric Vehicles, Montra Electric’s e-SCV division.

The Eviator has a claimed real-world range of up to 170km per charge with a full 1,707kg payload capacity. While the Eviator 350 is targeted at urban last-mile delivery operators, the Eviator 350L+ (certified range of 300km) targets intercity and high-demand applications such as refrigerated transport and municipal services. The existing Montra 40kWh model remains in the lineup, giving fleet operators three battery configurations to choose from within the same vehicle platform. The Montra Eviator electric mini-truck achieves 100% charge from 20% in an hour and 29 minutes, using a 30kW DC fast charger.

Montra Rhino Electric Truck: Range, Charging and Fleet Deployment

The Montra Electric Rhino 55-tonne HCV has two variants: Rhino 6 x 4 Tractor Trailer (with up to 169km per charge) and Rhino 4x2 Tractor Trailer (up to 198km). Battery-swapping in a claimed 7 minutes solutions minimizes downtime, as per the company website. The claimed long-term savings on the Rhino HCV are 70% lower costs and reduced TCO compared to diesel trucks.

The Montra Rhino HCV, which is equipped with advanced telematics and intelligent fleet management systems, is targeted at the logistics, construction, mining, cement and port infrastructure sectors which are key users of heavy-load transportation. In early July this year, Montra Electric dispatched its first batch of 65 Rhino e-HCVs from its production facility in Manesar, Haryana. The rollout was the initial phase of a larger 260-unit fleet order planned for commercial deployment across primary domestic industrial freight corridors in India.

India Electric Commercial Vehicle Market Outlook 2026

Given the continuing West Asia crude oil crisis and rising geopolitical tension in the Gulf region, which has adversely impacted the global supply chain and seen Brent crude jump from below $70 a barrel in January 2026 to over US$101 today (September 20), the commercial vehicle industry in India and in key global markets should see a rise in demand for electric vehicles.

Expect Montra Electric, which is among the key beneficiaries of this shift to electric mobility, to achieve its best-ever annual sales of around 1,100 units in CY2026 and contribute to the Indian e-CV industry estimated record retail sales of around 40,000-42,000 units this year.

SDLG India Commits Rs 1,500 Crore Investment for Manufacturing Expansion

Dev Vadchhedia — Mon, 21 Sep 2026 16:05:30

SDLG India has outlined an investment plan of approximately Rs 1,500 crore to scale up domestic manufacturing and capacity building. As an initial step of this roadmap, the company has deployed Rs 300 crore to establish a manufacturing plant in Gujarat designed to reach an annual capacity of up to 3,000 units in a phased rollout.

SDLG India Unveils 10 New Construction Machines

SDLG says the new Gujarat facility will manufacture core heavy machinery lines, including wheel loaders, excavators, and electric commercial vehicles. Alongside the plant announcement, SDLG India unveiled 10 products across diesel and electric excavators, wheel loaders, and motor graders. The machinery lineup incorporates updated hydraulic systems, revised operator controls, and safety equipment, targeting road construction, infrastructure development, and mining applications.

Soumyaranjan Dash, Head of Dealer Development and Brand Marketing, SDLG India, said, "This is a defining moment in SDLG India’s journey, and a milestone that reflects our trust in India’s growth story and its emergence as a global manufacturing powerhouse. Our ambition is to build an ecosystem where SDLG India and its partners can grow together, creating lasting value for all."