Tesla may not be the only game-changer in the electric vehicle space anymore. We see many other manufacturers taking huge leaps in the sector, even in India – what with Tata Motors and its Nexon EV ruling a majority of the EV space, or Mahindra, who announced that a fully electric version of its popular XUV300 SUV will be launched in the second half of next year. 

Just like the global automotive market, the Indian automotive market is also going through a transition, and India is just at the beginning of this transition. We currently see electric two- and three-wheelers having great acceptance, which we will eventually see happening in the light vehicle market as well. As for four-wheelers, we are at the start of this transition. In that sense, both the passenger vehicle and small and light commercial vehicle segments will experience electrification eventually. However, the rate at which this happens will be slightly slower as compared to two- and three-wheelers because 80 percent of our market is A and B segment. 

In terms of two- and three-wheelers, the upfront cost, which has been a big hurdle for EV acceptance, has been taken care of by several government subsidies and the special GST rate that they get. Moreover, the government also supports in terms of direct consumer incentive provided to the customers/buyers. 

Another factor that is, in fact, proving to be of help is the rising price of fuel, Suraj Ghosh, Director – Powertrain research and analysis, S&P Global Mobility, tells us. “As the prices of fuel rise, customers are looking for cheaper alternatives. But we must remember that unless the upfront cost has been taken care of, the acceptance of EVs might still be difficult,” he says. 

The challenges
From the supply side, the supply chain for batteries is still not very smooth. Therefore, sourcing batteries that are of good quality is a big challenge for the EV ecosystem right now. “We don’t have the raw material needed for manufacturing EV batteries or cells. The cell production capacity is not available locally and so, it has to be sourced from countries like China, South Korea, Japan, Taiwan etc., making us dependent in that sense,” Ghosh informs. 

As for the manufacturers (again, from the supply side), there isn’t much clarity on long-term policies. Right now, the FAME scheme supports EV promotion. However, it has an expiry year of 2024. That raises the question of what happens after that. Will there be a new FAME scheme? Or will the government continue to support the EV ecosystem like it is now? Hence, due to the lack of such clarity, manufacturers are being slightly cautious and are hesitant when it comes to investments in EV manufacturing setups, Ghosh says. 

Currently, the lithium-ion batteries used in EVs have different battery chemistries and certain raw materials involved. “Forming collaborations, joint ventures and technological partnerships with companies that work in the upstream segment of mining operations of those raw materials can play a very key part in India’s future of electrification,” Ghosh asserts. He adds, “In fact, Indian OEMs can form a sort of consortium and collectively bargain for raw materials or other key components that go into EVs. This can turn out to be a good initiative by Indian OEMs.” 

Ghosh further informs that from the demand side, there are not many consumers in India who would happily pay premium for a vehicle just because it’s electric – this isn’t something that will happen overnight. Another challenge that comes to light is parity – in terms of price, convenience and range.

The consumer
Ghosh also believes that the upcoming battery electric vehicles in India are being made keeping a price-conscious customer in mind. He further explains, “When we say EVs, we always talk about range. We cannot have a huge battery pack in our car, because then that would increase the cost. And an increase in cost results in isolating a huge segment of the market that can’t afford that car. Therefore, we have to strike a balance between the range and price of the car, where it becomes affordable and satisfactory in terms of the range. Therefore, this is something that OEMs are keeping in mind for their battery electric vehicles.”

The hybrid strategy

So far, all the OEMs in India have been following a wait-and-watch policy – they do not want to commit to any major investment decisions. If the OEMs have the above-mentioned clarity, we will naturally see more investments being made in EVs. “Right now, some OEMs are gradually introducing EVs but not going all in,” Ghosh cites and adds, “The all-in push from OEMs may not happen at least for the mid-term but perhaps towards the later part of this decade.” 

The strategy for electrifying powertrains is basically an effect of how strict or strong the country’s CO2 regulation is. The CO2 regulation in India is called Corporate Average Fuel Efficiency (CAFE) norm. “The second phase started in April this year, and while this norm does demand the electrification of powertrains, it does not mandate OEMs to have pure EVs in their fleet,” Ghosh shares and continues, “OEMs can comply with these norms by having just hybrid vehicles or having a mix of diesel or CNG in their fleet. In that sense, the regulatory situation is not strict enough to trigger any kind of pure EV adoption – however, hybrids are promoted at the same time. Hybrids are a cheaper method of complying with these CO2 norms and they will be a good strategy for most OEMs. We think that the Toyota and Suzuki joint venture hybrids will be hitting the market very soon – probably later this year or early next year, as we have the second phase of CAFE already in place. However, the hybrid strategy won’t be adopted by every OEM; it will be OEM-specific.” 

“The CO2 compliance can be achieved without EVs and just hybrids,” Ghosh further tells us. In truth, if an OEM can reduce its CO2 footprint, using any technology is up to that respective OEM. The regulation should be technology-neutral, but the push for EVs from the government is so high that some OEMs are forced to take the leap into EVs, skipping the hybrid phase, even if the regulation doesn’t ask for it.  

Hybrid powertrains by Japanese OEMs
Japanese automotive companies, too, like Toyota and Honda, are introducing Indian buyers to hybrid powertrains, and Ghosh is of the opinion that this is a positive move due to the CO2 regulatory framework point of view. He avers, “As the CO2 regulations get more strict from this year, OEMs have to introduce fuel-efficient powertrains into the market. The Japanese OEMs can’t launch EVs directly because their EV products could be too expensive for the Indian market. Hence, the hybrid technology seems like a good fit at the moment. That’s because it’s not very costly, the technology isn’t very complicated, and moreover, it helps in CAFE compliance.” 

Toyota, Ford and India
Japanese companies like Toyota clearly have a set vision on the place hybrid powertrains make for themselves in India. Also, while Toyota is looking to manufacture EV parts in India, Ford, on the other hand, has chosen not to manufacture electric vehicles in India. The reason for Toyota's move is because it has plans to make India a manufacturing hub for electric vehicle parts to meet demand locally as well as for export to Japan and some ASEAN countries. As for Ford, the company said it was working on the business restructuring and continues to explore possible alternatives for its manufacturing facilities. These are two extremely contradicting steps at the same time from two multinational automotive companies for India. 

Sharing his views, Ghosh says, “Ford’s decision was a strategic decision to close down its sales operations in India, given they were not doing well in the country and were not profitable here. They did not capture any of the segments, unlike Toyota, which is very strong in its Innova and Fortuner segment. Toyota has been almost unshaken in its turf for the last 10 to 15 years.” 

He further shares that the two companies – Ford and Toyota – are, in fact, not really at two extreme ends. “Where Toyota has plans to make India a manufacturing hub for electric vehicle parts to meet demand locally as well as for export to Japan and some ASEAN countries, its strategy is about efficient capacity utilisation of the Indian facilities, ” Ghosh says. He continues, “As for Ford, they did not see enough potential in the Indian market and hence, believed that it was better to exit and instead focus on other core markets. Ford now has some plans for EVs that are very North American or European-oriented. Thus, these plans do not suit the Indian environment. So, I don’t think their exit affects the Indian ecosystem in any way. Toyota already exports a lot of ICE technology components from India to ASEAN countries, South America etc. using the Indian facility as an export hub. So now, they are introducing more components to their already existing basket of exports.” 

Making a strong domestic demand
From Japan’s involvement in India’s hybrid powertrains to several Indian EV leaders making strides in the sector, do we see India turning into a manufacturing hub for electric powertrain vehicles in the future? “Looking at China right now, India is too small to be compared with them from the perspective of scale of EV operations,” Ghosh responds. He further states that we have to build a scale comparable to China, and for that, there has to be a very strong domestic demand first. “We cannot supply to the world unless we supply to India,” he says. “Additionally, the Indian OEMs have to make sure that the domestic demand does not go to anybody else. In this case, the manufacturers in India will have the confidence to spread out geographically and sell to the other markets. However, for all of this to become a strong reality, the degree of investment required is not there yet. There must be investments in R&D capabilities, sales and manufacturing setups, charging infrastructure facilities, along with strong support from the government. The government has announced some PLI schemes and policies, which, if implemented, will make things start moving a little faster. There are some OEMs that are very aggressive, like Tata Motors. But despite that, the volume or numbers we have in mind is miniscule as compared to where the Chinese market stands,” Ghosh shares. 

If there’s a demand, there’s a market
Environmental concern is a real thing and electric vehicles are better for the environment. In spite of the future being an electric one, there is a strong demand for diesel vehicles in the luxury car market. This is perhaps because there's still a lot of time before India turns completely electric.

Companies, like Mercedes, for example, still provide diesel and petrol powertrain car models. However, selling diesel cars is not a problem at all if there is a market for it and if those cars comply with market regulations, Ghosh opines. Also, the sale of diesel cars is not limited to the luxury segment; some segments have a natural demand for diesel cars – for example, the taxi segment, small commercial vehicles or small trucks. “Therefore, irrespective of the segment, there are diesel cars in the market and they will exist so till at least 2027 or 2028, when BSVI ends and the next regulation comes in,” Ghosh informs. 

The EV battery supply chain race
Ghosh further highlights that electric cars are always priced at a premium and manufacturers themselves have a constraint on the production. “That’s because the battery supply chain comes into the picture,” he adds. “Around 20 million two-wheelers are sold in India annually. If we decide to replace all these 20 million two-wheelers with electric two-wheelers, then the manufacturers will not be able to produce that much as they do not have control over the battery supply. The battery supply is highly constrained at the moment. So, all the manufacturers are in a race to acquire key elements in the EV battery supply chain.” Giving an example, Ghosh adds, “For instance, automakers like Tesla and VW are looking for partners in the mining sector as they want to have more control on the supply chain of EV batteries.” 

Taking it at a gradual pace
Hence, the race is not about making a vehicle and selling it, but has gone beyond that. While everyone wants to sell an electric vehicle, we must ask, “do we have the batteries to manufacture them?” Moreover, once EVs become mainstream, all the facilities, manufacturing setups, the human resources directly involved with the auto industry and indirectly involved (like the service, insurance, workshop industry etc.) will need to adapt. “Therefore, looking at it holistically, a gradual pace works best, especially for an emerging economy like India,” Ghosh asserts.  

A green future
As we look at a future of powertrain and electrification, India certainly has a potential to be a hub for electric powertrain vehicles. It’s true that as we look at electrification as the future of India’s transport, the challenges haven’t stepped aside. But these are nothing that can’t be solved. With the right clarity on where the electric vehicle market in India is heading, strong localisation and the correct investments, electrification can be a boon for India like never before. Where we see several auto companies making strides in the sector, from Hyundai Motor Co working on developing a small electric car for India to ElectricPe (a new energy infra start-up) forming a strategic alliance with Hero Electric to set up an extensive EV charging infrastructure in the country, Indian transportation looks nothing but green. (MT)

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Tata Power and Tata Passenger Electric Mobility have expanded their co-branded charging network across four states, with 10 charging hubs logging over 70,000 charging sessions and 85,000 charging hours.

The infrastructure has delivered 2.7 megawatts of total power capacity, supporting over 7.5 million electric kilometres and offsetting 6,690 tonnes of carbon dioxide emissions.

The network spans Maharashtra, Telangana, Andhra Pradesh and Uttar Pradesh, operating 25 fast chargers and 56 charging guns with hub capacities ranging between 180 kilowatts and 600 kilowatts. The locations include four sites along the Yamuna Expressway between Greater Noida and Agra, three stations along the Hyderabad–Vijayawada corridor, one location on the Bengaluru–Tirupati route and one hub along the Pune–Bengaluru highway. Additional hubs operate within urban zones in Mumbai and Hyderabad.

The facility at The Leela near Mumbai Airport serves as the flagship site, providing 600 kilowatts of capacity across 16 charging guns, comprising six 60-kilowatt and two 120-kilowatt units. The location supports private vehicles, commercial taxis and fleet operations near transit corridors.

The installations form part of Tata Power's total footprint, which includes over 6,700 public and captive charging points, 250,000 home chargers and 1,200 bus chargers across 690 cities. The company aims to operate 10,000 public charging points and 750,000 home chargers by 2030, with hub management integrated into the Tata Power EZ Charge application.

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HERE Technologies and SBD Automotive have published the India edition of the HERE-SBD EV Index 2026, which tracks electric vehicle readiness and charging infrastructure deployment across 34 Indian states and union territories. The report indicates growing consumer interest alongside an expansion of public charging networks.

The report finds that Telangana secured the top rank in the 2026 study, rising from 25th position in the previous edition due to infrastructure additions and updated vehicle fleet data. Andhra Pradesh advanced from 13th to second place, while Chandigarh ranked third, followed by Haryana and Rajasthan tied in fourth position.

Delhi dropped from fourth place in 2025 to 17th position, as infrastructure additions and vehicle adoption rates lagged behind other regions.

Interestingly, India added more than 31,500 public charging points over the past year, increasing total public charging capacity by 1.65 gigawatts. The average public charger power increased from 32 kilowatts to 45 kilowatts across the network.

A companion survey of drivers in India revealed that 87 percent of respondents are more likely to consider purchasing an electric vehicle than a year ago, with 46 percent citing fuel costs as a primary factor. However, operational challenges persist, with 77 percent of current electric vehicle owners reporting encounters with non-functional charging points and 46 percent citing charger availability as a primary barrier to adoption.

Abhijit Sengupta, General Manager for India and Southeast Asia, HERE Technologies, said, "India's EV ecosystem is evolving rapidly. Consumer confidence continues to grow, charging infrastructure deployment is accelerating and several states are demonstrating strong progress in building the foundations for electric mobility. More than 31,500 chargers were added in the past year alone, underscoring the momentum across the industry. As adoption accelerates, the focus must increasingly shift from simply expanding infrastructure to ensuring drivers can confidently discover, access and use charging infrastructure whenever they need it."

Robert Fisher, Senior Consulting Manager, SBD Automotive, said, "India continues to stand out as one of the most optimistic EV markets globally. The rapid growth in charging infrastructure is encouraging, but consumer feedback shows that reliability remains a key challenge. The next stage of market maturity will require balancing infrastructure scale with infrastructure quality, ensuring the charging experience keeps pace with the growing number of EVs on the road."

The index ranks regions out of a maximum score of 100 based on four criteria: charger density per road length, average charger power capacity, vehicle fleet share, and the ratio of registered electric vehicles to public charging points.

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Mumbai-headquartered electric vehicle company Bgauss, part of RR Global, has launched the C12 MaxR, an electric scooter which comes with a certified range of 178km and a top speed above 75kmph. The launch is part of the company’s plan to make further inroads into India's competitive two-wheeler market.

Underpinning the new model is what Bgauss calls its WSA platform, an architecture built to take different combinations of motor, battery and wheel size rather than being locked to one configuration. The company says the platform, made from high-tensile micro-alloy steel and assembled through robotic manufacturing, is rated for up to 150,000km of use — a figure aimed squarely at buyers who use their scooters for daily commuting rather than occasional trips.

The C12 MaxR draws power from a 3.8kWh lithium iron phosphate battery, rated IP67 for water and dust resistance and enclosed in aluminium to help manage heat. Bgauss says the pack's battery management system tracks 110 separate safety and performance parameters, feeding into the certified 178km range.

Drive comes from HyperZen, a newly developed in-wheel motor that produces 4.2kW of peak power. Unlike a conventional setup, the motor houses its own gear transmission, braking hardware and control unit together, which Bgauss says does away with a belt or chain and cuts down on wiring.

Riders get a choice of Eco, Ride and Sport modes, plus reverse gear, cruise control and regenerative braking. Bgauss rates the scooter's hill-climbing ability at 18 degrees, give or take two degrees either way.

"Over the last six years, we have been focused on building electric mobility around the Indian consumer, and the C12 MaxR brings that philosophy together in one product," said Hemant Kabra, founder of Bgauss. "We wanted to create a scooter that delivers on the fundamentals of range, performance and reliability, but also recognises that today's consumer expects much more from their vehicle. Space, design, lighting, technology and pride of ownership are equally important. The C12 MaxR is our expression of what a complete electric scooter should be. It is engineered for everyday India, while designed to make every ride feel special."

Storage was clearly a design priority. Under the seat is room for two helmets, while riders also get a pop-out umbrella holder, a lockable compartment for documents and a wallet, wireless phone charging, a bottle holder and a spot for a cleaning cloth. There is additional space on the floorboard for a medium-sized bag or piece of luggage.

Visually, the scooter is built around a front light unit Bgauss calls the Krystal Lamp, paired with full LED lighting at the tail and indicators, and a quilted seat the company has branded Seat of Pride.

A 5-inch TFT screen handles turn-by-turn navigation, call alerts, ride and charging data, user profiles and document storage, with a choice of display themes. Other functions include a distance-to-empty readout, a fall-detection feature called FallSense, automatic motor cut-off when the side- or main-stand is down, service reminders, a mode-memory setting and home-location guidance. A companion app adds parental controls, a security lock, adjustable speed limits, firmware updates, vehicle health checks, an SOS alert and DigiLocker access.

Mechanically, the C12 MaxR runs on 12-inch alloy wheels with tubeless tyres, stopped by a 220mm front disc and a combined braking system at the rear. Suspension is handled by a hydraulic telescopic front fork and a five-step adjustable Nitrox gas-emulsion rear unit, with 160mm of ground clearance and a payload rating of 150kg.

The scooter goes on sale in four colourways — Sparkling Wine with Champagne Gold, Terra Green with Champagne Gold, Pearl White and Satin Black — through Bgauss's dealer network across India.

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Hindustan Zinc has signed a 6-year transportation contract with MFL India for the deployment of 30 electric trucks to transport concentrate, expanding the electrification of its industrial logistics network in Rajasthan. The agreement includes an option to extend the term by an additional two years.

As per the contract, the electric trucks will replace diesel vehicles used for moving zinc and lead concentrate from the Rampura Agucha underground mining site to the company's smelting facilities. MFL India will establish and operate dedicated EV charging infrastructure along the transit route to support fleet operations and maintain transport schedules. The agreement incorporates a phased transition plan to integrate local drivers into the electric fleet operations.

Amarendu Prakash, CEO and Whole-time Director, Hindustan Zinc, said, "The future of mining will be defined not only by the metals we produce, but by how responsibly and efficiently we produce and move them. The contract for deployment of EV trucks for concentrate transportation is yet another step towards that future, demonstrating how industrial decarbonisation can strengthen competitiveness while creating an ecosystem in which our partners and communities grow with us."

Anil Thukral, Chairman and MD, MFL India, said, "We are proud to partner with Hindustan Zinc in advancing the transition to cleaner industrial logistics. This deployment demonstrates how electric mobility can be effectively integrated into large-scale transportation networks, supported by the right charging infrastructure and operational planning. Together, we are building a scalable model for sustainable logistics that delivers both environmental benefits and long-term operational value."

In FY2026, Hindustan Zinc added 42 electric vehicles to its operational fleet, bringing its alternative-fuel logistics inventory to 232 vehicles, comprising 52 electric vehicles and 180 LNG-powered vehicles.

The company previously introduced battery electric vehicles for underground operations at its Sindesar Khurd Mine in Rajpura Dariba. The fleet conversion forms part of Hindustan Zinc's target to achieve net-zero emissions by 2050, alongside increasing its renewable power consumption share to nearly 22 per cent.

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