Autocar Professional - Latest Articles

India Scraps Excise Duty on Higher Ethanol Blends

Sarthak Mahajan — Fri, 12 Jun 2026 11:36:14

The Indian government has issued a notification removing excise duty on higher blends of ethanol, a move that industry body ISMA (Indian Sugar & Bio-Energy Manufacturers Association) has described as a significant step forward for the country's ethanol blending programme.

The Indian Sugar & Bio-Energy Manufacturers Association said the decision reduces the tax burden on blended fuels relative to petrol, creating what it called a "more enabling ecosystem" for the adoption of higher ethanol blends such as E22 and E25.

"The removal of excise duty on higher ethanol blends is a welcome and progressive step that strengthens the Government's push towards accelerated ethanol blending," said Deepak Ballani, Director General of ISMA.

Supply Capacity Outpaces Demand

According to ISMA, India's ethanol production capacity already exceeds current demand by nearly 600 crore litres, with the sugar industry alone contributing around 900 crore litres of capacity. The association indicated that a transition to E22 blends could generate an additional 120 crore litres of demand, while a move to E25 could unlock as much as 300 crore litres.

The policy change aligns with broader government initiatives, including the rollout of E85 fuel and the promotion of flex-fuel vehicles, which are capable of running on varying proportions of ethanol and petrol.

Flex-Fuel Vehicles Key to Scaling Up

ISMA noted that realising the full potential of higher ethanol blending will depend on original equipment manufacturers (OEMs) accelerating their production of flex-fuel vehicles. The association pointed to regulatory steps such as BIS certification and ARAI validation of higher blends as necessary enablers.

The industry body projected that if half of India's vehicle fleet transitions to flex-fuel compatibility by 2030, an additional 400 crore litres of annual ethanol demand could be unlocked.

Pricing Alignment Remains a Concern

While welcoming the excise duty removal, ISMA also highlighted the need to align ethanol procurement prices with the approximately 20 percent increase in sugarcane Fair and Remunerative Price (FRP). The association stated that such alignment is critical to maintaining industry viability, ensuring timely payments to farmers, and sustaining the momentum of India's ethanol blending programme.

The government has not yet made a separate announcement on procurement price revisions.

All India Distillers Association Backs Government Decision to Lift Excise Duty on Higher Ethanol Blends

Dev Vadchhedia — Thu, 11 Jun 2026 21:15:23

The All India Distillers Association (AIDA) has welcomed the Union Government's policy to exempt petrol blends containing 22 percent to 30 percent ethanol from central excise duty and key national cesses. The mandate covers E22, E25, E27, and E30 petrol grades, extending the exact tax-free treatment previously restricted to the E20 baseline fuel. The industrial body, which serves as the apex representative organization for India's distillery, ethanol, and biorefinery sectors, called the decision a transformative measure that will be crucial for the country's transition beyond current blending thresholds.

The representative body noted that the removal of these tax barriers resolves a critical commercial bottleneck that it says it had consistently raised in policy representations to both the Ministry of Finance and the Ministry of Petroleum and Natural Gas. By eliminating the Central Excise Duty, the Road and Infrastructure Cess, and the Agriculture Infrastructure and Development Cess, the government has cleared a major hurdle to making higher bio-ethanol deployment financially viable, which the group believes will facilitate the eventual rollout of advanced E85 and E100 fuel ecosystems.

Vijendra Singh, President of the AIDA, stated that the landmark decision signals the country's structural readiness to embrace the next phase of its biofuel journey. He added that the fiscal enabler accelerates the domestic program's shift from a restricted, supply-driven mandate to a demand-driven biofuel economy, which will directly benefit rural agricultural communities by expanding market demand for sugarcane, maize, and alternative feedstocks.

Skoda Auto India Evaluates India Launch for Upcoming Peaq SUV

Autocar Professional Bureau — Thu, 11 Jun 2026 21:03:54

Skoda Auto India’s upcoming new electric SUV, the Peaq, could be on its way to Indian showrooms with a domestic launch under consideration by the Czech carmaker. The Peaq's launch is said to be for establishing a premium brand presence ahead of its broader electrification roadmap. Scheduled for a global debut on 23 June 2026, the upcoming model will stand as the largest vehicle in the manufacturer’s international lineup. The consideration comes as the automaker shifts its immediate focus toward top-tier imported products, noting that its smaller global electric offerings face distinct pricing and volume challenges within the highly competitive domestic passenger vehicle market.

Ashish Gupta, Brand Director for Skoda Auto India, confirmed that the premium electric vehicle remains under active consideration to help shape the brand's local identity. Gupta emphasized that the company is analyzing the vehicle's exact specifications, noting the strategy requires introducing a premium, well-equipped vehicle rather than a basic model at an elevated price point. He added that his broader ambition centers on aligning the domestic product portfolio with Skoda's global luxury offerings as early as next year.

Earlier in the month, Skoda had showcased exterior design sketches of the Peaq to provide a glimpse into the new SUV's design direction. The company says that it follows its Modern Solid design language — an approach centred on clean lines, balanced proportions, and distinctive surface detailing.

The premium import strategy contrasts with the challenges surrounding Skoda’s smaller global electric vehicles, such as the entry-level Epiq, which carries a European retail price of approximately 26,000 euros. Analysts note that the Epiq's structural dimensions, driving range, and imported cost structure present unfavorable economics for India, where it would face intense competition from established mass-market alternatives including the Hyundai Creta Electric, Maruti Suzuki e Vitara, and the upcoming Tata Sierra EV. Similar volume and positioning hurdles apply to the brand's intermediate Elroq and Enyaq electric crossovers, making the range-topping Peaq a more logical choice to anchor the brand's high-end identity while paving a commercial path for future high-volume models.

For a sustainable long-term presence, the carmaker acknowledges that a viable electric vehicle strategy must ultimately transition into a highly localized engineering setup. Gupta stated that achieving a significant market share requires a domestic manufacturing presence, an objective the engineering teams are currently developing. However, establishing a localized, cost-efficient manufacturing ecosystem requires substantial development timelines. Gupta noted that the rollout plan cannot be accelerated abruptly due to the multiple operational phases involved, including the extensive setup and validation of regional component supply chains. Consequently, a fully localized electric model remains at least a couple of years away from commercial reality.

On the technical front, the international-specification Peaq will be manufactured in three distinct powertrain configurations designated as the 60, 90, and 90x variants. These models will utilize advanced lithium-ion nickel-manganese-cobalt battery chemistries, configured in either 63 kilowatt-hour or 91 kilowatt-hour energy capacities. The top-tier 90x variant integrates a dual-motor, all-wheel-drive architecture generating a combined system output of 299 horsepower, while the single-motor, rear-wheel-drive variants develop up to 286 horsepower. Depending on the specific configuration, the flagship SUV will deliver a maximum single-charge driving range exceeding 600 kilometers, a top speed capped at 180 kilometers per hour, and a direct-current fast-charging capability that replenishes 10 to 80 percent of the battery capacity within 28 minutes.

Atlas Copco Deepens Automation Play in India’s Automotive Manufacturing Base

Shahkar Abidi — Thu, 11 Jun 2026 20:54:55

In the 1990s, the Indian automotive landscape was a study in transition. As the iconic but aging Hindustan Ambassador and Premier Padmini began to share the road with a new generation of vehicles from Maruti Suzuki and others, the factory floors were equally caught between two eras. Assembly lines relied heavily on conventional, manual tightening methods, with little in the way of the high-precision, data-linked tooling that defines modern manufacturing.

Today, India stands as a global automotive powerhouse, aiming for production volumes that would have seemed fantastical three decades ago.

Anchored in History

Atlas Copco, a Swedish multinational's entry happened amidst this transition, as it evolved from a mere provider of tightening tools into one of the leading architects of the "smart factory" ecosystem for automotive and other sectors in the country. The company's footprint in India dates back to 1960, though its early decades were primarily defined by its compressor business. The specialized entry into the automotive assembly space began through a local representative, Intel Tech Automation, in the 1990s. By the end of that decade, recognizing the burgeoning potential of the Indian market as global OEMs like General Motors and Ford arrived, the company established a full-fledged direct presence.

This entry coincided with a critical realization among Indian manufacturers: to compete internationally, they could no longer rely on localized, rudimentary standards. "If you want to produce vehicles as per the international standards, you really have to upgrade yourselves in terms of technology," notes Chandrashekhar Pathak, a 28-year veteran of the group and current head of the Industrial Technique business area in India. He spoke with Autocar Professional on the sidelines of the company's recent celebration of its Innovation Days 2026 in Pune.

Elgi Equipment, Ingersoll Rand, Stanley Black & Decker, Bosch, Montabert, Parker Hannifin, Ebara, Center Rock are some of the other key players competing in the segment. The presence of a large number of players, both big and small, is indicative of the massive opportunity size in the tooling industry. Industry data suggests that the Indian automation market is projected to hit $30 billion (Rs 2.4 Lakh Crore) by 2030, growing at a CAGR of 18.4% between 2024-2030 on account of the push given by PLI, EV shift, and ADAS mandates, with India auto capex hitting Rs 80,000 crore by 2026.

This represents a massive shift from just a decade ago, when automation was often viewed as a luxury rather than a survival imperative. In the next five years, within the Rs 8.3 billion capex by the auto companies, nearly 35-40% will be for automation. This surge is also being driven by a tightening labour market, where the wage advantage is narrowing by 4–6% annually, and a drastic reduction in ROI payback periods, which have dropped from 5–7 years in 2018 to under 3 years today.

The opportunity should be seen in the context that India currently possesses a robot density of just 94 robots per 10,000 workers, as per industry data. To put this in perspective, the global leaders are operating in a different stratosphere. South Korea leads the world with a density of 1,012 robots, followed by China at 470, Japan at 419, and Germany at 415. Even regional competitors like Thailand, with a density of 165, have significantly outpaced India in floor-level automation.

The implications of this gap are visible across several critical segments: While global benchmarks show 82% automation in the EV welding lines, India languishes at 38%. In the vision/ AI inspection, India’s 22% adoption rate is dwarfed by the global average of 74%. Likewise, in the robotic paint lines, India stands at 51% compared to a 91% global standard. Perhaps, digital twin technology, which is the most significant Emerging frontier, India has only 11% adoption against a global benchmark of 48%.

The Once-in-a-Lifetime Changes

The current state of the industry, however, is far removed from the linear growth of the 1990s or even 2000s. Pathak describes the present era as a “once-in-a-lifetime” phase, characterized by a simultaneous explosion of competing technologies.

"We have the internal combustion engine technologies, we are talking about EV, and we are talking about hydrogen-powered vehicles," Pathak explains. "When it comes to the automotive industry, I think this is perhaps the best time".

For Atlas Copco, navigating this transition has required an aggressive acquisition strategy to stay ahead of the curve. By integrating companies like ISRA Vision and Perceptron, the group has moved beyond simple tightening (joining) into vision systems and advanced dispensing technologies. This portfolio allows them to serve as an end-to-end partner for the complex needs of modern assembly, where a single line might need to accommodate multiple powertrain types.

While India’s leading OEMs have largely embraced high-level automation, a significant gap remains within the Tier 1 and Tier 2 supplier base. These suppliers are under immense pressure to increase scale and reliability to meet the high ambitions of the localization initiatives, yet the high capital expenditure of full automation remains a barrier.

To address this, players like Atlas Copco have been relying on a modular, scalable approach to automation. Rather than demanding a complete overhaul of a facility, the company provides solutions that allow a Tier 2 supplier or a Tier 3 supplier to start with basic smart tools and gradually integrate them into a wider digital ecosystem.

"It is up to the customer whether they want to go for a full-fledged complete solution or they can start off just with the tools and then they can scale up," Pathak says. This modularity is crucial for ensuring that the entire supply chain—not just the final assembly line—delivers products with the "right quality" and "reliability". This is particularly vital in a market where 80% to 90% of Industrial Technique’s business is inextricably linked to the automotive sector.

Smart Manufacturing

The modern Indian automotive plant is increasingly defined by Smart Integrated Assembly, a concept that moves the focus from the individual tool to the data it generates. In this software-driven environment, 'tightening' is just a very basic thing. The true value lies in torque traceability and error-proofing. In an era of high-volume production, a single improperly tightened bolt can lead to massive rework costs or, worse, safety recalls. By using software that communicates directly with the tools on the floor, manufacturers can ensure that every assembly step is performed the first time correctly.

Pathak emphasizes that this shift is also a sustainability imperative. "If you make any mistake... it’s a waste," he observes. "You're producing junk because then you might have to rework it. It’s a wastage of time [and] material". To mitigate this, Atlas Copco and its peers are increasingly relying on predictive maintenance solutions, which use data to anticipate equipment failure before it disrupts the production line. This level of integration creates a complete integrated ecosystem where the tool, the software, and the operator are in constant digital dialogue.

India, a Global Engineering Nerve Center

Perhaps the most significant indicator of India’s evolved role is the transition of Atlas Copco’s local operations from a sales and service branch to a Global Engineering Center (GCC).

With a total headcount exceeding 3,500 employees in India, including 300 dedicated specifically to the Industrial Technique business, the Indian operation now supports global projects far beyond its borders. This GCC is not merely for local adaptation; it is a hub where engineering solutions are developed for customers in Japan, Sweden, Germany, and South Korea.

One Year On: Ashish Gupta Gave Skoda India Momentum, Harder Task Starts Now

Anurag Chaturvedi — Thu, 11 Jun 2026 19:40:18

Twelve months is not a long time in the automotive business. Product cycles run for years, investments are measured over decades, and market positions rarely change overnight.

Yet a fair amount has changed at Skoda Auto India over the past year.

The company has recorded its highest-ever sales performance in the country, representing growth of 68.4% in FY26 to 75,555 units from 44,862 in FY25. The Czech company climbed from 11th to seventh position in the passenger vehicle rankings and emerged as Skoda's fourth-largest market globally. For a brand that has spent much of the past decade trying to carve out a larger role in one of the world's most competitive passenger vehicle markets, the shift is notable.

Much of that progress has coincided with Ashish Gupta's first year leading the brand.

When Gupta moved across from Volkswagen India, Skoda was entering a new phase of its India journey. The Kylaq had just arrived, giving the company a foothold in the country's largest SUV segment. For the first time in years, Skoda had a realistic opportunity to move beyond its traditional customer base and enter a volume segment capable of materially increasing its scale.

"It was a switch. Skoda was on the cusp of doing something good, something great, with the launch of the Kylaq. We wanted to make sure that it turned out the way it had been planned," Gupta said.

Kylaq Opens the Door to Scale

The opportunity was significant because the earlier phase of Skoda's India strategy had produced mixed results.

The Kushaq and Slavia helped restore credibility to the brand. They demonstrated the strengths of the MQB-A0-IN platform, improved localisation levels and brought customers back into Skoda showrooms. But neither fundamentally altered the company's position in the market. While both products earned strong reviews and customer acceptance, Skoda remained a relatively small player in an industry that was expanding rapidly around it.

If the Kushaq and Slavia helped rebuild credibility, the Kylaq brought scale into the conversation.

By entering the sub-four-metre SUV category, Skoda gained access to one of the largest volume pools in the industry. The compact SUV expanded the company's addressable market and introduced a new set of customers to the brand.
The product may prove significant for another reason.

Within the broader Volkswagen Group, the Kylaq is increasingly viewed as an example of how locally developed, highly localised products can be engineered competitively for growth markets. Developed around strict cost targets and local requirements, the SUV has demonstrated that India can contribute more than manufacturing volume. It can contribute product solutions.

That thinking aligns with a broader shift underway inside the organisation.

India’s Growing Strategic Role

India's importance within the group is increasingly extending beyond manufacturing and exports. The company has been strengthening its engineering footprint and development capabilities in the country as it seeks to localise more of the product development process. The ambition is to make India a larger contributor to future programmes, rather than simply a recipient of products developed elsewhere.

The gains over the past year have reinforced that argument.

India has emerged as Skoda's fourth-largest market globally and is closing in on the top three. "We became number four in the Škoda global markets. I would love to be in the top three markets for Škoda going ahead. That is what we are aspiring for."

The climb is significant not only because of the ranking itself but because it reflects a broader effort to make the brand more relevant to mainstream Indian buyers.

Reaching Beyond Traditional Markets

For much of its history in the country, Skoda was known for European engineering, driving dynamics and design. Those qualities helped build a loyal customer base but did not necessarily translate into scale. Breaking into the mainstream market required more than a new product.

It required changes across the value chain.

Over the past year, Skoda expanded to 183 cities and 335 touchpoints, widened its service footprint and focused on improving ownership experience. Dealer profitability, customer accessibility and aftersales support became key priorities.

"The biggest issue for Skoda was that we were not available in many parts of the country, which also led to purchase hesitation because you do not have service nearby," Gupta said.

The effort was not limited to network expansion.

"If I look at some of the KPIs across the brand over the last one year, we see growth in all KPIs, whether it is related to brand image, awareness about the brand, the number of customers considering us as a brand, dealer profitability or market coverage," Gupta said.

The company has also improved parts availability, expanded ownership programmes and worked to address concerns around long-term ownership costs, an area where perceptions have historically worked against the brand.

The Next Test : Portfolio Depth

The challenge now is different from the one Skoda faced a year ago. Market access is no longer the primary issue. The next task is portfolio depth.

The updated Kushaq has already begun to show encouraging signs and is helping support volumes. A refreshed Slavia is expected to follow. At the top end of the range, the Kodiaq RS will reinforce the premium and performance credentials that remain central to the brand's identity.

Those products are important, but they are unlikely to be enough on their own.

Compared with larger rivals, Skoda still operates with a relatively narrow portfolio and limited powertrain choice. As competitors expand their presence across petrol, CNG, hybrid and electric vehicle segments, Skoda will need to move more decisively if it wants to participate across a broader share of the market.

The pace of product action will matter as much as the products themselves.

Consumers today expect more frequent updates, new variants and technology upgrades than they did even a few years ago. Rivals have responded by increasing launch cadence and widening their portfolios. Skoda will need to follow a similar path.

Waiting for the new wave of products

The next phase of investment has already been approved by the Volkswagen Group. The industry is now waiting for the next-generation architecture and the products that will emerge from it.

Those products will determine whether Skoda can build on the gains of the past year.

Gupta is conscious of the balancing act ahead.

"How do you make sure that you do not compromise on that premium image and still be relevant by providing affordable or mass-market cars?" That question sits at the centre of Skoda's India strategy today.

A year ago, the company was trying to break into a new league. Today, it finds itself in a stronger position, with record sales, a broader footprint and growing influence within the global organisation.

The next challenge for Gupta is to retain this scale and give confidence to headquarters to reinvest in more local products, faster market interventions and a broader powertrain strategy. Until then, the company will have to rely on a combination of imported products, portfolio refreshes and the continued success of the Kylaq to keep the India growth story moving forward.

Skoda To Add Kylaq Sportline In September, Studies 1.5 For Performance Variant

Anurag Chaturvedi — Thu, 11 Jun 2026 18:48:07

Skoda Auto India will introduce a Sportline variant of the Kylaq in September and is separately studying whether a 1.5-litre engine can be fitted to its best-selling model, brand director Ashish Gupta told Autocar India.

The Kylaq remains the company's volume driver. It accounted for 3,443 of Skoda's 5,760 registrations in May 2026, close to 60 percent of the portfolio, even as that figure fell 30 percent from the previous May. The model is sold only with a 999cc, three-cylinder 1.0 TSI turbo-petrol engine producing 115hp. That single powertrain is now the constraint Skoda is working around as it weighs a sharper derivative.

The September addition will be a Sportline, which brings styling changes rather than a mechanical upgrade. Gupta said the sub-4-metre segment is defined by engine and vehicle size, which leaves little room for a performance car within the small-car tax bracket. "You can do something with the styling elements and give it a sporty touch, which we will be doing," he said, adding that the variant was being introduced because Skoda had seen significant demand for it from buyers.

A true performance version is a separate and unresolved question. Gupta said it would require a bigger engine, most likely a 1.5-litre unit, which would push the Kylaq beyond four metres of tax benefit. "I am sure customers would like to have the 1.5 litre in the Kylaq” he said. He described the larger engine as a research project under consideration, with the business case yet to be established.

The reference point sits in Skoda's European range, where the 1.5 TSI is the top engine across the brand's small cars. In the Fabia, Scala and Kamiq, the four-cylinder 1.5 TSI produces around 150hp, well above the Kylaq's current output, with the latest evo2 version offered at around 175hp for a special Fabia edition. The pricing gap is wide. The Fabia is the smallest and cheapest Skoda in Europe, starting at just over GBP 21,000 (around ₹22 lakh), while the Kylaq opens at Rs 7.59 lakh. That gap is what a locally built sub-4-metre model protects, and what a 1.5-litre Kylaq would likely forfeit.

Gupta said the volume of buyer interest in the question itself showed how much appetite there was for a faster Kylaq.

SKF India Appoints Madhu Dhandhania Jalan to Lead Regional Finance and GCC Operations

Dev Vadchhedia — Thu, 11 Jun 2026 17:57:38

SKF India Industrial Limited has announced the appointment of Madhu Dhandhania Jalan as Director of its Global Capability Centre and Finance Operations Centre for the India, Southeast Asia, and Middle East geographic region. In this regional leadership capacity, Jalan will oversee the structural development and scaling of the company's captive capability organization. Her core mandate includes strengthening regional financial governance, accelerating corporate transformation initiatives, and establishing an integrated global delivery network to support the manufacturer's long-term commercial growth targets.

Jalan joins the industrial technology and bearings specialist with over 25 years of cross-sector executive experience across finance, audit, consulting, corporate banking, telecommunications, logistics, and e-commerce segments. Her professional background includes previous managerial and operational roles at prominent corporations including Amazon, Maersk Global Service Centres, Tata Teleservices, Tata Communications, Avaya, ICICI Bank, and Bharti Airtel. Academically, she is a certified Chartered Accountant from the Institute of Chartered Accountants of India and holds an Executive Master of Business Administration from the Indian Institute of Management Calcutta.

Commenting on her new position, Jalan stated that the current regional expansion presents a clear opportunity to construct future-ready operational capabilities, drive centralized performance excellence, and build a highly scalable delivery platform designed to enhance overall business efficiency. The company notes that her corporate track record of restructuring complex shared service environments and building high-performance technical teams aligns directly with the brand's ongoing push for operational agility and standardized administrative processes across its emerging markets.

The parent SKF Group, which originally commenced global engineering operations in 1907, remains a dominant manufacturer of specialized bearings, seals, industrial lubrication systems, and machine condition monitoring technologies. The multinational corporation maintains an active commercial presence across roughly 130 countries, backed by a global network of 17,000 authorized distributor locations. According to its latest financial disclosures, the global group employed 37,271 people and generated total annual sales of 91,583 million Swedish Kronor during the 2025 fiscal year.

Sravan Sura Departs Tenneco After Two and a Half Years in Senior Finance Leadership

Dev Vadchhedia — Thu, 11 Jun 2026 16:34:08

Sravan Sura has announced his departure from global automotive component manufacturer Tenneco Inc. after serving nearly 2.5 years within the company's financial leadership team. Operating as the Vice President and Chief Financial Officer of the Powertrain division, Sura managed several key corporate finance operations. During his career at Tenneco, Sura's roles also included Vice President Head of Financial Planning and Analysis (FP&A) and Strategic Finance, alongside a stint as the Interim CFO for the company's Performance Solutions business unit.

During his tenure at the private equity-backed company, which was acquired by Apollo Global Management in 2022, Sura led several major financial and operational projects. These included Project Perseus, a major sponsor recapitalization that transitioned the business into Apollo’s next fund vehicle. On the corporate side, Sura established direct cash flow visibility across business lines to unlock enterprise liquidity and implemented measures to lower corporate operating expenses. He also led the 2025 Powertrain division restructuring across the Europe, Middle East, and Africa (EMEA) region.

Before joining Tenneco, Sura served as the Vice President of Financial Planning and Analysis at MN8 Energy. Prior to that, Sura spent several years at SunPower Corporation, holding positions as Business Unit CFO and Director of FP&A. Additionally, Sura is a co-founder of EcoBots, Inc.

Sravan Sura Departs Tenneco After Two and a Half Years in Senior Finance Leadership

Dev Vadchhedia — Thu, 11 Jun 2026 16:34:08

Excise Waiver on E22–E30 Blends Fuels Speculation Over E25 as Default Blend

Shahkar Abidi — Thu, 11 Jun 2026 16:01:04

The Union Ministry of Finance issued a notification that waives central excise duty on petrol blended with 22%, 25%, 27% and 30% ethanol. These four grades now attract a nil rate of duty, aligning their treatment with E20 fuel, which already enjoyed an excise exemption. The move comes soon after the Bureau of Indian Standards (BIS) notified specifications for these higher ethanol-blend grades, clearing a key regulatory process for their eventual market introduction.

What Exactly Has Changed?

Until now, the fiscal architecture around ethanol-blended petrol was built primarily around E20 (petrol containing 20% ethanol), which the government earlier notified as the reference fuel and key policy milestone under its blending programme.

With the latest notification, the excise duty exemption has been extended to petrol blends containing 22%, 25%, 27% and 30% ethanol, effectively removing a central tax barrier for future higher-blend products. Industry executives view the Finance Ministry’s notification as the complement to BIS action, which had already laid down fuel quality and safety norms for these higher blending levels.

In practice, the exemption alone does not mean E22, E25, E27 or E30 will immediately be available at retail pumps nationwide. What it does is signal policy intent: the Centre is clearly preparing the regulatory and fiscal scaffolding for a gradual transition beyond E20, without burdening higher ethanol blends with additional central tax incidence.

Is E25 The Next Base Blend?

People involved in discussions with government officials say the next logical step will be the formal announcement of a new base ethanol-blending level, with E25 emerging as the most discussed candidate. Under this scenario, E20 would continue for a period as the operative mainstream blend, while E25 is phased in and E20 is either retained in parallel or eventually phased out, depending on vehicle compatibility, supply dynamics and infrastructure readiness.

However, moving from E20 to E25 as a default or widely available blend is not a switch that can be flipped overnight. Automakers will need to validate and certify vehicle fleets for higher ethanol content, oil marketing companies (OMCs) will have to reconfigure supply chains, and regulators will have to ensure that emission, evaporative loss and driveability requirements are met across India’s diverse climatic and usage conditions.

Infrastructure and Validation Challenges

While the Finance Ministry has taken care of the excise side, the physical realities of fuel logistics remain a major gating factor for blends like E22, E25, E27 and E30.

Industry sources estimate that, even with BIS specifications in place, the validation process for these higher blends would typically take three to six months under normal circumstances.

That validation period covers engine and component testing, durability assessments, and real-world trials to ensure that higher ethanol content does not compromise vehicle performance, warranty, or safety. Yet, some sources also suggest that in an extreme scenario, such as a renewed flare-up in West Asian conflicts that constrains crude oil flows, the Centre could invoke its special powers to fast-track or even partially bypass standard validation timelines to secure domestic fuel availability.

Demand Signal For Distillers

For the ethanol and distilling industry, the excise exemption is being read as a strong demand-side signal that supports investment beyond the current E20-focused capacity.

According to Bharati Balaji, Deputy Director General of the All India Distillers’ Association (AIDA), the decision creates a clear commercial pathway to deploy surplus ethanol production capacity which already exceeds the immediate needs of the E20 programme. She argues that fiscal incentives must evolve in lockstep with higher blending ambitions, and that the exemption helps bridge that gap by improving the economics of higher-blend fuels.

Balaji also links the move to broader macro objectives: higher ethanol blends can lift farm incomes via increased demand for feedstock, reduce India’s crude oil import bill, and deepen energy security in a period of volatile global fuel markets. AIDA has urged state governments to align their own tax structures with the Centre’s move so that the benefits are not blunted by state-level levies and can flow through to both industry and consumers at the pump.

What This Signals For Automakers And Fuel Retailers

For automakers, the development reinforces that India will move progressively toward higher ethanol blends in the coming decade. OEMs will need to track how quickly E22–E30 products actually come to market, as that will determine whether they must calibrate engines, materials and aftertreatment systems for multi-blend environments.

Fuel retailers and OMCs, meanwhile, face a complex optimisation problem: balancing multiple blend grades, managing separate logistics streams, and planning capital expenditure for additional storage and dispensing hardware.

Skoda Auto India Launches Dedicated Rapid Service Infrastructure in Chennai

Dev Vadchhedia — Thu, 11 Jun 2026 15:41:00

Skoda Auto India has initiated a new tier of its aftersales strategy with the launch of its first-ever Express Care facility in Chennai, Tamil Nadu. Developed under the umbrella of the company’s comprehensive customer retention framework, the specialized service center is designed to maximize workshop efficiency and offer faster maintenance options to local motorists. The installation expands the brand’s regional presence to 31 customer touchpoints operating across 14 cities in Tamil Nadu, adding to a nationwide corporate network that currently spans more than 335 locations.

The massive 27,900 square foot aftersales facility has been built in partnership with local dealer entity Kun Motor Enterprises Private Limited and features 16 fully operational service bays. The rapid maintenance program integrates an engineered layout that utilizes advance job card preparation, components pre-kitting, and certified technicians operating under a parallel workflow mechanism. To maintain service transparency, the automaker has brought real-time tracking capabilities, allowing owners to monitor vehicles through eligible periodic maintenance cycles.

Ashish Gupta, Brand Director at Skoda Auto India, stated that the rollout of the rapid service format is an intentional extension of the company's regional growth roadmap for 2026, which focuses on delivering greater value across the entire product lifecycle. Gupta noted that the expansion reinforces the standard ownership assurances provided under the central brand policy, which guarantees a four-year standard warranty, four years of roadside assistance, and four labor-free service sessions.

India's Two-Wheeler Market Sustains 7.3% Growth in May 2026: JATO

Sarthak Mahajan — Thu, 11 Jun 2026 14:26:21

India's two-wheeler market recorded 1.84 million registrations in May 2026, rising from 1.71 million in the same month last year, according to JATO Dynamics data. The month-on-month reading showed a modest seasonal dip of 6.6% from April's 1.97 million units, a pattern consistent with historical softening rather than demand deterioration.

The headline growth masks a more compelling story underneath: the rural segment, long considered a recovery laggard, expanded at nearly 20% year-on-year, contributing approximately 485,800 units. By comparison, metro cities added 232,600 units at a comparatively muted 6.1% growth rate, underscoring the broadening geographic base of two-wheeler consumption.

Market Share — May 2026

Hero MotoCorp retained its commanding lead, selling over 517,000 units, though its share edged slightly lower year-on-year to 28.5%. Honda's aggressive push, with 9.3% volume growth, narrowed the gap to 3.7 percentage points at 24.8%, making the contest for outright leadership the market's defining narrative. TVS emerged as the standout challenger, posting 11.1% growth and a 19.6% share, reinforcing a double-digit trajectory that began earlier in the fiscal year. Bajaj held 10.9%, while Yamaha posted the strongest relative growth among smaller players at 16.4%.

At the model level, the Hero Splendor Plus remained the market's bestseller at approximately 323,000 units. Honda's Activa led the scooter category at around 206,000 units, followed by TVS Jupiter at 119,000 and Bajaj Pulsar at 113,000.

Segment Breakdown

Motorcycles continued to dominate with a 59.4% share, while scooters accounted for 30.2% of registrations. Electric scooters contributed 8.8%, nearly one in eleven registrations, signalling more than a niche uptick. Ather led EV volumes with 28,186 units and near-doubling growth of 99.9%, while Ampere posted 77.9% growth. OLA Electric, by contrast, shed 20.2% year-on-year, illustrating how competitive intensity within the EV sub-segment is already producing clear winners and losers.

Top Cities by Registrations

Delhi led all cities with 46,197 units, followed by Bengaluru at 41,717, Hyderabad at 33,010, Chennai at 27,883, and Pune at 26,941. At the state level, Uttar Pradesh topped demand at approximately 314,000 units, followed by Maharashtra at 182,000 and Tamil Nadu at 142,000. The combined north-south breadth removes the argument that two-wheeler growth is a regional or demographic anomaly.

Outlook

With inventory stable at 37 to 40 days and commuter demand steady, JATO's outlook for the segment through the second half of 2026 remains constructive. The more consequential question heading into the next fiscal year is whether OEMs with thin rural networks and nascent EV portfolios can close the distribution gap, or whether Hero, Honda, and a surging TVS will consolidate their structural advantages before the window narrows.

Citroën India Launches Month-Long 108th Anniversary Campaign

Sarthak Mahajan — Thu, 11 Jun 2026 13:00:32

Citroën India has kicked off celebrations for the brand's 108th year, announcing a month-long campaign at all its dealerships nationwide from June 4 to June 30, 2026. The initiative spans exclusive offers on its SUV lineup, maintenance discounts, and accessory deals tied to the brand's founding year.

As part of the anniversary push, customers who brought their vehicles in for scheduled maintenance on June 4 received a waiver on labour charges. Going forward, the campaign includes a 10.8% discount, a nod to the 108-year milestone, on accessories, merchandise, and value-added services, along with customer giveaways and referral rewards.

Kumar Priyesh, Director of Automotive Brands at Stellantis India, noted that the celebrations reflect the company's broader strategy of combining global heritage with locally tailored engineering, citing the Smart Car Platform as an example of its commitment to the Indian market.

Founded in 1919 by André Citroën, the brand is currently present in 101 countries with over 6,200 service and sales points worldwide. In India, the company has positioned itself around comfort-focused, value-driven mobility, with a lineup that includes SUVs built on its India-specific platform.

E4W Sales Momentum Builds As Structural Drivers Outweigh Fuel Price Impact: Crisil

Autocar Professional Bureau — Thu, 11 Jun 2026 12:34:07

Electric four-wheeler (E4W) adoption in India is accelerating, with average monthly volumes rising around 40% to nearly 26,000 units during the three months ended May 2026, according to a report by Crisil Ratings. The agency said the growth reflects a broader structural shift in the passenger vehicle market rather than a temporary response to higher fuel prices.

The recent increase in petrol and diesel prices, linked to geopolitical tensions in West Asia, has improved the total cost of ownership (TCO) proposition of electric vehicles. Crisil estimates that running costs for internal combustion engine (ICE) vehicles increased by 7-8% in May, widening the relative TCO advantage of E4Ws by around 300 basis points.

However, the ratings agency noted that demand momentum for electric cars was already strengthening before the fuel price surge. E4W penetration reached 6.1% in the three months through May, compared with an average of 4.6% in FY2026. Lower acquisition costs, product innovation and a wider range of available models have contributed to the growth.

“E4W volumes are expected to more than double to ~5 lakh units by next fiscal from ~2.2 lakh units in the last fiscal, increasing penetration to 8–10%,” said Manish Gupta, Senior Director and Deputy Chief Ratings Officer, Crisil Ratings.

According to the report, the number of electric car models available in India has doubled to around 20 over the past two financial years. Several new launches in the sub-Rs 15 lakh segment are expected by next fiscal, potentially increasing the total model count to more than 35. At the same time, advances in battery technology have pushed driving ranges to 500-700 km in premium models and 300-450 km in mid-range vehicles, helping address consumer concerns around range anxiety.

Extended battery warranties of up to 10 years and ownership models such as Battery-as-a-Service are also reducing concerns around upfront costs and long-term reliability, Crisil said.

The report estimates that automakers will invest more than Rs 24,000 crore in EV-related activities over FY2027 and FY2028, accounting for over 40% of the industry’s projected capex outlay of around Rs 60,000 crore during the period. Investments are expected to focus on portfolio expansion, localisation of supply chains and scaling up production capacity.

Despite the increased spending, Crisil expects OEM credit profiles to remain supported by healthy balance sheets and cash flows generated from their ICE vehicle businesses. However, it cautioned that rising EV volumes could weigh on margins in the near term because of limited scale, high fixed costs and competitive pricing strategies. Margin improvement is expected as production volumes increase and operating leverage improves.

Looking ahead, Crisil said the pace of charging infrastructure expansion, localisation efforts and continuation of policy support measures such as lower GST and road tax exemptions will play a key role in sustaining the growth of India’s electric passenger vehicle market.

KR Group Reports Sharp Drop in Driver Risk Events After AI Fleet Safety Rollout

Sarthak Mahajan — Thu, 11 Jun 2026 12:31:53

KR Group, an Indian fleet operator running liquefied petroleum gas (LPG) distribution, ammonia haulage, and intercity passenger transit services, has reported a significant reduction in driver risk events following the deployment of AI-powered safety technology from Netradyne across three of its subsidiaries: KR Trans Fuels, KR Gases, and KRT Carriers.

According to data released by Netradyne, the results measured over a six-month period show a 64% reduction in driver distraction events, a 100% speeding correction rate, and a more than 90% decline in mobile phone use incidents, from an average of 20 to 30 occurrences per day down to one or two. Drowsiness alerts dropped by 65% compared with peak levels.

The technology at the centre of the deployment is Netradyne's Driver•i® platform, which combines real-time, in-cab audio coaching with a performance scoring system called GreenZone®. The platform monitors driving behaviours including speed, following distance, distraction, and drowsiness, and issues immediate alerts to drivers while providing fleet managers with ongoing performance data for coaching and accountability purposes.

KR Group had previously relied on GPS tracking, no-phone policies, and regulated rest cycles to manage driver safety across its fleets. Company leadership stated that the decision to adopt real-time driver monitoring stemmed from the need for greater visibility into on-road behaviour, particularly in environments where the consequences of an incident could extend beyond individual vehicles.

Improvements varied across the group's three entities. KR Gases, which operates high-risk vehicles carrying hazardous materials, recorded a 100% speeding correction rate and corrective action in 96% of unsafe following-distance alerts. KRT Carriers, which serves urban and semi-urban passenger routes, recorded the 65% drop in drowsiness alerts. GreenZone® Scores, reviewed monthly and linked to driver recognition and financial incentives, contributed to a double-digit improvement in overall driver performance across the group.

Netradyne, founded in 2015 and headquartered in San Diego, states it has analysed more than 30 billion miles of driving data. The company operates across North America, Europe, and Asia, with offices in the United Kingdom, Germany, and India.

Škoda Auto India Announces Kodiaq RS SUV Launch

Sarthak Mahajan — Thu, 11 Jun 2026 12:23:33

Škoda Auto India has announced the launch of the Kodiaq RS, a seven-seat performance SUV set to enter the Indian luxury SUV segment. Bookings open on June 22, 2026.

The Kodiaq RS carries the RS (Rally Sport) badge, a designation Škoda has used for over 50 years globally to denote its higher-performance variants. It is the first seven-seater in India to bear the badge and is positioned as the quickest Škoda currently available in the country. The SUV features 4x4 capability alongside its performance credentials.

Ashish Gupta, Brand Director of Škoda Auto India, noted that the RS nameplate has maintained a dedicated following in India since the Octavia RS was introduced over two decades ago. The most recent Octavia RS, launched last year, sold out within 20 minutes of going on sale.

The announcement also comes on the back of a strong year for the brand. Škoda Auto India recorded 107% year-on-year sales growth in 2025, moving 72,665 vehicles, and is currently present across 185 cities through more than 335 customer touchpoints.

Globally, Škoda delivered over 1,040,000 vehicles in 2025 and remains part of the Volkswagen Group's Brand Group CORE.

India Exempts Higher Ethanol-Blended Petrol Blends from Central Excise Duty

Autocar Professional Bureau — Thu, 11 Jun 2026 11:30:15

The Indian government has announced a central excise duty exemption on petrol blended with higher concentrations of ethanol, specifically at 22%, 25%, 27%, and 30% blending ratios, according to a gazette notification issued late Wednesday.

The move is widely seen as an effort to accelerate the uptake of biofuels in the country's transportation sector. The Bureau of Indian Standards (BIS) had notified the required fuel standards for these blends on May 19, though none of the higher-blend variants are currently available at commercial fuel stations.

"Following the achievement of 20% ethanol blending under the EBP Programme, the new standard aims to promote cleaner transportation, enhance energy security, reduce crude oil imports, and support the agriculture sector," BIS stated following the standards notification.

The gazette notification follows India's formal launch of the E85 petrol variant, a blend of 85% ethanol and 15% gasoline, on June 5, World Environment Day. E85 is priced approximately ₹20 per litre lower than the widely available E20 variant, potentially offering consumers a cost incentive alongside environmental benefits.

The excise exemption is expected to make higher-blend fuels more commercially viable for oil marketing companies and retailers once the supply chain is established.

India's Auto Ancillary Sector Triples Revenue in a Decade to ₹5 Lakh Crore, but Growth Diverges Sharply Across Segments

Sarthak Mahajan — Thu, 11 Jun 2026 11:01:29

India's listed auto ancillary sector has recorded robust expansion over the past ten years, with aggregate revenues growing at an 11 per cent compound annual growth rate (CAGR) to reach approximately ₹5 lakh crore by FY26, according to a report released by Equirus Securities. However, the headline number conceals a pronounced divide in performance across the sector's constituent companies and segments.

Of the 52 listed companies tracked in the study, 28 outgrew the sector average while 24 fell short. The Electricals and Lighting segment led with a 17 per cent CAGR over the period, while the Batteries segment lagged at 8 per cent. The report identifies revenue base breadth, rather than OEM relationships or market share, as the most consistent differentiator between outperformers and laggards.

Diversification and Content Growth Drive Outperformance

The report draws three central lessons from the decade. First, companies that deployed multiple growth levers simultaneously, including acquisitions, new product development, geographic expansion, and customer diversification, outperformed those relying on a single driver in every down-cycle. Businesses concentrated in a single OEM, product, or geography faced disproportionately steeper declines during sector slowdowns.

Second, rising content per vehicle emerged as the decade's most durable growth driver, operating independently of OEM volume cycles. Structural tailwinds from vehicle premiumisation, electric vehicle (EV) adoption, and connected technologies compounded steadily, while regulatory-driven content additions delivered a one-time uplift before normalising.

Third, the report notes that market valuations in FY26 increasingly reflected forward narratives. Companies delivering earnings upgrades for FY27 are converting those narratives into tangible returns, while those facing estimate cuts despite prior re-ratings are finding the market has already priced in optimism that has yet to materialise.

Sector Enters FY27 With Strongest Balance Sheet in a Decade

On the financial health front, the sector's net debt-to-EBITDA ratio stood at 0.18x as of FY26, down sharply from 0.49x in FY22, its best reading in ten years. The report projects a 21 per cent PAT CAGR for the sector between FY26 and FY28.

Among segments, Body and Glass is flagged as the most compelling valuation opportunity, with a projected 30 per cent PAT CAGR and above-average growth at a below-average multiple. Electricals and Lighting, along with Suspension and Chassis, are identified as high-conviction segments, supported by EV content additions, premiumisation, and improving free cash flow profiles.

Stock Calls

For long-term positioning, Equirus names UNO Minda, Endurance Technologies, and Varroc Engineering as preferred ideas. Apollo Tyres, CEAT, MRF, and Motherson Sumi Wiring India are flagged as tactical opportunities.

The brokerage adopts a cautious stance on Bharat Forge and Sansera Engineering, noting that while the long-term thesis remains intact, current valuations price in outcomes not yet reflected in earnings. On Amara Raja and Exide, the report acknowledges commitment to the lithium-ion transition but flags execution timelines as longer than the market currently anticipates.

Renault Promises to Ramp up New Launches as it Builds Out the Duster

Anurag Chaturvedi — Thu, 11 Jun 2026 09:17:38

Stephane Deblaise, chief executive of Renault Group in India, has assured sustained product excitement as Renault seeks to accelerate the brand's revival in the country. During the media drive event for the 1.0-litre Duster, he indicated a forthcoming year of new launches to leverage the SUV's revamp.

"Next year will be a blow-up of new products," Deblaise said, pointing to a refreshed entry range and further additions across the line-up. The pipeline begins with the Duster. An affordable automatic transmission variant with paddle shifters will plug the gap between the manual versions and the 1.3-litre dual-clutch automatic, which starts at an ex-showroom price of Rs 14.49 lakh. He did not reveal the engine or gearbox for the new automatic.

The automatic was not in the plan when the new Duster was launched in March this year, Deblaise said, but customer inquiries since then exposed too wide a gap above the entry manuals.

The French carmaker has paced the rollout deliberately. Renault does not overpromise, Deblaise said. It led with the 163hp 1.3-litre versions, brought the 1.0-litre next, and held back the 1.8-litre strong hybrid (expected to launch by Diwali) until it was ready. "You don't go back from hibernation to summer in one day," he said, and expects the recovery to build step by step.

The numbers so far carry the cost of that patience. Renault dispatched 5,028 Dusters between March and May, with monthly wholesales of 1,402, 2,359 and 1,267 units. Dispatches began only in the second half of March, and even April, the first full month, fell short of the opening months of the Tata Sierra and the second-generation Kia Seltos, which arrived with order books above 100,000 and drew launch dispatches of 7,003 and 10,639 units, respectively.

The wider intervention runs beyond the Duster. Renault plans seven models in India by 2030 on two new platforms, with the rebranded RGEP entry platform set to bring new engines and a factory-fitted CNG option to the Kwid, Triber and Kiger.

Deblaise, who became CEO last September, has also unified Renault's three Indian entities, covering sales, engineering and manufacturing, under one leadership structure, improving market understanding and response time.

Renault is developing global platforms and technologies from its Chennai engineering base, the largest the group operates outside France.

The company aims for €2 billion in annual exports from India by 2030, including vehicles such as the Bridger SUV, designed and built in India for global markets, with deliveries targeted by late 2027.

Top Indian Tyre Makers Line Up Over ₹7,500 Crore Capex For FY27

Darshan Nakhwa — Wed, 10 Jun 2026 19:22:12

India’s leading tyre makers are preparing a fresh round of capital expenditure for FY27 and the years ahead, as capacity utilisation across key product categories moves close to peak levels and demand remains steady across replacement and original equipment channels.

Apollo Tyres, CEAT, JK Tyre & Industries and Balkrishna Industries have together outlined large capex plans covering truck and bus radial tyres, passenger car tyres, off-highway tyres, carbon black, upstream facilities, automation and sustainability-linked investments.

The capacity push comes at a difficult time for the sector. Tyre companies are facing a sharp rise in raw material, crude-linked input, freight and energy costs because of geopolitical tensions in West Asia. Companies have already started taking price increases, but pass-through to customers is expected to happen with a lag, particularly in the OEM channel.

Still, the investment cycle is not slowing materially. The reason is simple: factories are running full or close to full, demand has remained supportive, and tyre makers do not want to lose growth opportunities in replacement, OEM, export and premium product categories.

Apollo Tyres has outlined a capex of ₹3,500 crore for FY27, with nearly 80 percent of the amount earmarked for growth and capacity expansion projects. The company said capacity utilisation was at a high of 90 percent across its India and Europe operations.

“Overall, given the healthy demand outlook, we expect full capacity utilisation and therefore will continue to progress on our planned expansion initiatives,” Gaurav Kumar, Chief Financial Officer, Apollo Tyres, said during the company’s Q4 FY26 earnings call.

Kumar said close to ₹3,000 crore of Apollo’s FY27 capex will be in India, where the company is expanding capacity in truck and car tyres. The balance will be deployed in Europe, where the company is expanding passenger car tyre capacity at its Hungary plant.

Apollo’s expansion plan comes even as the company expects raw material costs to rise in high teens sequentially. It has already announced price increases of 6-8 per cent for the current quarter and has indicated that further hikes will be needed.

“Demand remains strong across categories and channels, with April showing equally strong volume growth, and we expect the same momentum to continue through Q1,” Kumar said. At the same time, he said geopolitical developments in West Asia have added “significant volatility” to raw material, energy and logistics costs, which will impact margins in the near term.

CEAT is also preparing higher spending in FY27, although the company has said it will calibrate capex depending on how the cost and demand environment evolves.

CEAT Managing Director and Chief Executive Officer Arnab Banerjee said the company’s capacity utilisation is currently in the 85-90 per cent range across categories. For FY27, the company expects growth and normal capex of about ₹1,300 crore to ₹1,400 crore. It is also setting aside additional capital for the CAMSO business, particularly upstream facilities such as mixers and calenders.

CEAT’s capex plan follows a strong FY26, when the company’s standalone revenue crossed ₹15,000 crore for the first time. However, the company has flagged near-term demand moderation because of cost pressure.

“As of now, as we enter FY27, demand looks good in aftermarket, in OEMs, but there is also an attendant steep raw material price hike,” Banerjee said. “Overall demand outlook is expected to moderate out, but broadly may remain supportive.”

CEAT expects raw material prices to rise more than 15 per cent in Q1 and move closer to 20 per cent by the end of the quarter. The company has already taken price increases in the replacement market and plans further hikes.

JK Tyre has announced one of the largest expansion plans in its history. The company’s board has approved brownfield expansions for passenger car radial and truck bus radial tyres at an aggregate cost of ₹4,980 crore, to be implemented in phases until 2029. This is in addition to ₹1,130 crore of expansion projects that are already under implementation.

Together, JK Tyre’s planned expansions amount to ₹6,110 crore and are expected to increase TBR and PCR capacities by 24 percent.

Sanjeev Aggarwal, Chief Financial Officer, JK Tyre, said the company had announced the earlier ₹1,130 crore expansion plan because it was running at almost full capacity utilisation. The additional ₹5,000 crore expansion will be completed in three phases over the next three to four years, he said.

“Total cash outlay on yearly basis would be roughly around ₹1,200 crore and this will not put any dent on the cash availability with the company, which is going to be even much more stronger,” Aggarwal said. He added that while the company will take debt for the expansion, it expects the debt to be supported by higher EBITDA generation over the next three to four years.

JK Tyre has also maintained a positive demand view for FY27.
“The demand in the tyre industry is expected to remain buoyant for FY27 on the back of healthy growth in both the replacement and OE markets,” Managing Director Anshuman Singhania said during the company’s Q4 FY26 earnings call.. “We have not seen any order books getting cut from any of the OEM, be CVs, passenger or any other line.”

However, he added that geopolitical uncertainty has created some uncertainty in the market and disrupted supply chains, even as underlying structural demand remains intact.

Balkrishna Industries, or BKT, is also stepping up investment as it expands beyond its traditional off-highway tyre strength into on-highway segments.

The company’s board has approved an additional capex of ₹2,000 crore for capacity expansion and infrastructure development across OHT and on-highway tyre categories, AI-enabled automation and sustainability initiatives. The investment will support the company’s carbon black expansion, commercial vehicle radial tyre project, passenger car radial tyre project and broader on-highway ambitions.

BKT has already completed a new carbon black line at Bhuj, taking capacity to 265,000 tonnes per annum, and increased captive power plant capacity at Bhuj from 40 MW to 64 MW. The company is now working on completing the balance carbon black project, which will raise total capacity to 360,000 tonnes per annum.

It has also completed Phase 1 of the commercial vehicle radial tyre project with a capex of ₹750 crore, adding fungible capacity of 800 tyres per day for CVR and OHT. Phase 2 of the CV radial project and the passenger car radial tyre project are scheduled to launch in FY27.

Rajiv Poddar, Joint Managing Director, Balkrishna Industries, said for FY27 the company expects capex of ₹1,500 crore to ₹1,800 crore. The company’s overall capex plan till FY29 is about ₹6,800 crore, of which around ₹3,000 crore has already been spent, leaving about ₹3,800 crore for the remaining years.

BKT’s expansion also marks a strategic shift. The company has entered the truck bus radial segment and relaunched two-wheeler tyres. It also plans to introduce passenger car radial tyres by the end of the current calendar year.

The capex plans across tyre makers come against the backdrop of a strong year for the Indian automobile industry. According to the Society of Indian Automobile Manufacturers, FY26 saw the highest-ever sales across passenger vehicles, commercial vehicles, three-wheelers and two-wheelers after seven years. Passenger vehicle sales stood at 46.43 lakh units, commercial vehicles at 10.80 lakh units and two-wheelers at 2.17 crore units in FY26.

That momentum has supported both OEM and replacement demand for tyres. The replacement market is also benefiting from an ageing vehicle parc, higher usage, infrastructure-led movement of goods and rural demand.
Exports are another factor behind the investment cycle. According to government data, India’s tyre exports touched a record ₹27,312 crore in FY26, growing 9 per cent over the previous year despite supply chain disruptions, elevated logistics costs and trade uncertainty. The US remained the largest export destination, while Germany, Italy, Brazil and France also remained key markets.

The Automotive Tyre Manufacturers Association has also said that tyre manufacturers have invested heavily in greenfield and brownfield projects in recent years, supported by demand, exports, manufacturing competitiveness and product development.

However, cost pressure remains the biggest near-term risk. Tyre manufacturing is heavily exposed to crude-linked inputs such as synthetic rubber, carbon black and processing oils. Natural rubber prices, freight rates and currency movement also affect margins.

The industry is therefore entering FY27 with a two-sided challenge. On one side, companies need to invest because capacity is tight and demand remains firm. On the other, higher input costs and price hikes could test demand elasticity and margins in the near term.