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.

ALSO READ: Tata Nexon reclaims No. 1 SUV crown in FY2026

Thar Roxx and Thar share of Mahindra’s record SUV sales in FY2026 jumps to 19%

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

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.

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.

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.

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.

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.

Video: Auto Sector Scales 7-Year Peak, EV Adoption Surges, but West Asia Risk Looms, Says Shailesh Chandra, President SIAM

Autocar Professional Bureau — Thu, 16 Apr 2026 14:49:09

Shailesh Chandra, MD, CEO Tata Motors Passenger Vehicles & President, SIAM, discusses India’s automotive sector reaching a 7-year high amid geopolitical headwinds from the West Asia crisis. While the sector has managed current challenges effectively, he warns that a prolonged conflict could pose significant risks to the industry.

In this insightful conversation, Chandra reveals there is marked shift towards electric vehicles (EVs) in India and the growth trend is expected to continue. He also shares perspectives on Delhi’s draft EV policy, emphasizing that policy frameworks should be enabling rather than mandated to foster sustainable growth.

Video:

Ducati India Announce Price Hike Across Models From June 2026

Dev Vadchhedia — Thu, 16 Apr 2026 12:10:56

Ducati will increase prices of select motorcycles in India from June 1, 2026, citing rising operational and input costs.

The revision will apply to certain models across the company’s portfolio and will be reflected in ex-showroom prices. The updated pricing will be implemented through Ducati’s dealership network in major cities including New Delhi, Mumbai, Pune, Bengaluru, Chennai, Kochi, Hyderabad and Kolkata.

The company has not disclosed the extent of the price increase or the specific models affected.

The move comes at a time when manufacturers across segments are reassessing pricing strategies in response to inflationary pressures and higher commodity costs. In the premium motorcycle segment, where Ducati operates, pricing adjustments are typically calibrated to maintain margins while sustaining demand among high-end buyers.

The development coincides with an active product pipeline for Ducati in India this year. The company recently entered a new segment with the launch of the Desmo450 MX and is expected to introduce several new models over the course of 2026, including updates to its Panigale, Monster, Hypermotard, DesertX and Multistrada ranges.

Industry analysts note that while demand in the premium motorcycle segment has remained relatively resilient, cost pressures continue to influence pricing decisions across the automotive sector.

Steelbird’s ROX Helmets Cross 1 Crore Sales Amid Rising Safety Adoption

Dev Vadchhedia — Thu, 16 Apr 2026 11:58:25

Steelbird Hi-Tech India Limited has reported cumulative sales of over 1 crore units for its ROX helmet series, highlighting increased adoption of certified safety gear among two-wheeler riders in India.

The company attributed the growth to rising awareness around road safety as well as demand for affordable protective equipment, particularly among daily commuters. India, one of the world’s largest two-wheeler markets, has seen a gradual shift towards the use of standardised helmets in recent years, supported by stricter enforcement and public awareness campaigns.

Introduced as a mass-market offering, the ROX series is positioned in the entry-to-mid price segment, with a starting price of ₹969. The helmets are manufactured using ABS shells and multi-density EPS liners, and include features such as ventilation systems, quick-release buckles and scratch-resistant visors. The products are certified under Indian safety standards.

Industry observers note that pricing remains a critical factor in helmet adoption, especially in smaller cities and rural areas, where cost considerations often outweigh safety awareness. Products in the sub-₹1,000 category have therefore played a role in expanding access to certified helmets.

The 10 million sales milestone reflects broader trends in safety gear consumption as regulatory focus and consumer awareness continue evolving.

NHAI Orders FASTag Issuer Banks to Validate Vehicle Registration Numbers

Shruti Shiraguppi — Thu, 16 Apr 2026 09:12:30

The National Highways Authority of India (NHAI) on April 15 directed all FASTag Issuer Banks to immediately validate Vehicle Registration Numbers (VRNs) linked to FASTags they have issued, after complaints surfaced that registration numbers captured by FASTag readers do not match those displayed on physical number plates.

The discrepancies, NHAI said, risk undermining enforcement mechanisms, enabling evasion of government revenue, and attracting penal action under the Motor Vehicles Act, 1988.

A significant share of mismatched records is traced to FASTags issued before FASTag issuance was integrated with the VAHAN database — a period when validation relied more on manual processes, leaving vehicle identification records open to inconsistencies.

NHAI has directed issuer banks to blacklist any FASTag found linked to an incorrect or invalid VRN, in line with existing government guidelines. Banks have been asked to treat the verification as urgent.

The directive carries added weight given NHAI's planned shift to Multi-Lane Free Flow (MLFF) tolling, under which enforcement actions — including the issuance of electronic notices to non-compliant vehicles — will depend entirely on accurate vehicle identification data.

Tata Motors' Dual-Fuel Strategy to Tackle West Asia Disruptions

Shahkar Abidi — Wed, 15 Apr 2026 18:34:38

Tata Motors claims to have neutralized energy supply chain threats from the West Asia crisis by deploying a dual-fuel manufacturing strategy that allows its plants and vendors to swap energy sources instantly.

Vishal Badshah, Vice President and Head of Operations, said the company’s proactive risk assessments and ability to toggle between industrial fuels, such as switching from Liquefied Petroleum Gas (LPG) to Light Diesel Oil (LDO), have kept production lines moving while shielding the automaker from regional energy shortages and price spikes.

"We did a very good risk assessment of various fuel uses," Badshah noted, highlighting the transition away from traditional industrial fuels like Light Diesel Oil (LDO) toward more stable alternatives such as propane for factory jobs. He spoke on the sidelines of an event organized to celebrate Tata Motors' 10th lakh rollout of commercial vehicles from its Lucknow facility on Wednesday.

This technical intervention allows manufacturing plants to switch between fuel categories seamlessly if one supply chain becomes compromised. Badshah explained that the company "converted some of our processes to a dual-fuel process so that if you have some challenge in one category of fuel, you can easily switch to the next category and continue operations."

Recognizing that a manufacturer is only as strong as its weakest supplier, the company actively assisted its vendor partners in adopting similar fuel-switching technologies. Badshah noted that Tata helped suppliers create systems to run on alternate fuels, such as switching between Liquefied Petroleum Gas (LPG) and Light Diesel Oil (LDO), effectively "hedging" against price spikes and supply interruptions.

India Emerges as Key Growth Market for MAHLE in 2025, Even as Group Earnings Fall

Darshan Nakhwa — Wed, 15 Apr 2026 18:26:47

MAHLE GmbH reported a mixed financial performance in 2025, with reported earnings declining year-on-year even as underlying balance sheet metrics improved. The Stuttgart-based auto component maker posted sales of €11.3 billion, down from €11.7 billion in 2024, while net profit edged lower to €20 million from €22 million.

The company’s EBIT fell sharply to €228 million from €423 million, with the EBIT margin declining to 2.0% from 3.6%. The drop was largely due to the absence of a one-time gain of €164 million from the sale of shares in the Behr-Hella Thermocontrol (BHTC) joint venture in the previous year. Additionally, restructuring expenses and other special items weighed on earnings.

However, the company’s adjusted EBIT rose to €442 million from €347 million, with the adjusted EBIT margin improving to 3.9% from 3.0%, reflecting gains from cost controls and operational efficiencies.

“MAHLE is on the way to profitable growth,” Chairman of the Group Management Board and CEO Arnd Franz said. “The work has paid off. The achievements are measurable.”

Macro Headwinds Weigh on Performance

Geopolitical uncertainties, rising energy costs, currency volatility, and weak or stagnating demand across several regions made 2025 another challenging year for MAHLE. Intense competition, particularly from Chinese suppliers, added to the pressure.

“The environment remains volatile and unpredictable. We will continue to adapt with a focus on reliability and competitiveness,” Franz said, adding that the company is pushing ahead with its efficiency programme “Back on Track”.

In 2025, the company’s sales were affected by declining customer demand and the resulting weaker vehicle production in key markets like Europe and North America. The slowdown in the US truck segment and slower-than-expected electrification in Europe weighed on performance.

The largest impact on sales was caused by the depreciation of various trading currencies against the euro. In addition, changes in the consolidation following the sale of joint venture shares and product divisions further reduced sales.

Regionally, MAHLE saw declines in Europe and China, while North America, South America and East Asia recorded growth on a currency-adjusted basis.

India emerged as the fastest-growing market, with sales rising by over 20% after adjusting for currency effects, underlining the increasing importance of growth markets in the company’s portfolio.

Business segments show resilience

MAHLE’s Powertrain and Charging business recorded sales of €3.9 billion in 2025, growing 1.9% adjusted for exchange rate effects. The development was affected, among other things, by the sluggish ramp-up of electric mobility in Europe.

The Thermal and Fluid Systems business achieved sales of €6.1 billion and was able to maintain the previous year’s level adjusted for exchange rate effects and consolidation effects.

Meanwhile, the Lifecycle and Mobility segment, , which includes aftermarket and services, grew 1.7% to €1.2 billion, supported by steady replacement demand.

Order intake stable, EV momentum uneven

MAHLE secured new orders worth €1.9 billion in annual sales terms in 2025, maintaining a stable trajectory.

Demand remained strong for thermal management systems, high-power electronics, electric drive components, e-compressors and conventional engine products. However, electrification-related order wins fell short of expectations, particularly in Europe, due to slower EV adoption, intense competition and shifting policy signals in key markets and new political decisions in the US.

Balance sheet strengthens

MAHLE improved its financial position during the year, reducing net debt by €136 million to €1.03 billion and raising its equity ratio to 21.9% from 20.1%.

Liquidity remained strong, supported by the extension of a €1.2 billion syndicated loan facility until 2029, reflecting continued lender confidence.

“This is a strong signal of the banks’ trust in our strategic orientation and the solid financial position of the group. The credit line gives us financial flexibility and the security we need for planning”, said Markus Kapaun, Member of the MAHLE Management Board and CFO. “With our strategy MAHLE 2030+, we are on the right track and will pursue our approach consistently.”

Focus on electrification, thermal management

MAHLE continued to prioritise its MAHLE 2030+ strategy, centred on electrification, thermal management and maintaining strength in internal combustion engine technologies.

In 2025, the company invested €607 million in R&D, maintaining its innovation intensity, with around 70% of patents linked to electrification. Key innovations included a new range extender system, advanced thermal modules and EV cooling solutions.

MAHLE also started transferring its thermal management expertise to applications outside the automotive industry, in areas such as stationary energy storage, megawatt charging and data centre cooling. In the aftermarket, it expanded its portfolio of high-voltage electronics and EV diagnostic tools.
Restructuring, consolidation to continue

In 2025, the company continued to streamline operations, through plant closures in Europe and North America, portfolio optimisation and headcount reduction. Its workforce declined by about 5% to 64,242 employees.

Franz warned that consolidation pressure, particularly in Europe, is likely to persist, especially if the EU does not develop a more open attitude to CO2.

“The decisions in Brussels will determine the consolidation pressure,” he said, urging policymakers to support technological diversity and industrial competitiveness.

“MAHLE will consistently continue to adapt and fight for innovations, orders, and jobs in Europe - this requires enough business here,” he said.

Growth through diversification

Mahle is increasingly focusing on diversification beyond the automotive sector, targeting applications in infrastructure, logistics, maritime, mining, rail and defence.

To accelerate this shift, the company has created a new “Industrial and Special Solutions” unit within group sales. This will enable more efficient use of existing capacities and support smaller, customised projects.

Current focus areas include high-power and megawatt charging, data centre cooling, power electronics, chip cooling and hydraulic systems, signalling Mahle’s push to build new growth engines beyond traditional automotive demand.