Q: How is the EV industry progressing in India especially in the 2-wheeler segment?

Munjal: People look at the EV industry as one large platform; that’s not really the case. We have to divide it up and look at 2-wheelers as a separate industry having its own requirements. Three and four-wheelers are different from commercial or public transport vehicles. All have dissimilar needs and will work at different levels; they will not progress together.

In India, 76 percent of vehicles on the road are 2-wheelers that consume 60 percent of fuel with 30 percent of the pollution. We believe that in India 2-wheelers would be the first to convert for the simple reason that it is a price market. The price points for 2-wheelers are much more lucrative and closer than they are for 4-wheelers.

Also, we don’t require the level of infrastructure for charging as needed for 4-wheelers. Our batteries are portable and we can provide vehicles in the 60-120 km range depending on customer needs. We need only to have basic charging points across the city as for mobile phones; we don’t need anything more special for 2-wheelers. The 3-wheelers are a different market where possibly swapping of infrastructure would work. Cars would be still more different because they require high-speed charging infrastructure. People require vehicles with very long range, in which case the price goes up and affordability becomes an issue. In India the majority of the market is sub-seven lakh rupees, the price point where cars work. To deliver an EV at this price with the required range is going to be very difficult; it won’t happen soon.

The 2-wheeler industry has both B2C and B2B. We find that there are regulatory challenges now. The policy is a bit of a problem right now as it supports high-end rather than mass vehicles. We are targeting the mass consumer. Unless we convert them we don’t think there is any point in having a niche market; in India we have to go mass.

Q: What kind of policy do you expect? Do you want a separate one for 2-wheelers?

Munjal: Yes, because 2-wheelers are the easiest and fastest to convert; it is also the biggest market for the industry. We can’t have one policy across the platform; it’s not possible. The policy is very different for 2-wheelers versus public transport. So there are issues but the government is trying hard. The intent is there, where they want to convert an equal performance IC engine to electric but it doesn’t always work that way because the moment we look at equal performance, electric would be twice the cost. A price increase of just 5 percent will have huge impact on sales. Also, there is minimal financing right now. In IC it is 65-70 percent financing while here it is 2-3 percent. That has got to change.

Q: Is the issue with the financiers or is it elsewhere? 

Munjal: It’s a chicken and egg situation in the sense that the financiers want a larger market in order to justify the efforts they have to put in, but larger markets are not going to be there without financing. Secondly, they compare it to an IC engine where the procedures are smooth while this is new machinery for which they have to start. Thirdly, there is no real diktat from the government on the financing part. If the public sector banks start it aggressively it would happen; special rates could always be considered.

In India there is a policy in place but it is targeted at the higher range of vehicles. FAME-1 was supporting e-mobility irrespective of the technology. Subsidies were given for both high and low speed. Post that, it got converted to only advanced batteries; In FAME-2 the thought process is very different; 10K per kWh but with a cap of 20 percent on the ex-dealer price. There should be certain speed (40kmph) and range (80km) and 50 percent localisation compared to last year; the figure should increase. With such restrictions customers do not buy. It’s not attractive at all and the market has gone down. Vehicles outside FAME are working better. The government has to relook and make corrections where required.

Q: What has been the USP of established players like Hero Electric and what will it be?

Munjal: We continue on the path we had set ourselves a couple of years ago. We watch the market very closely to see how it’s going to change on the basis of the price points and performance. Many people prefer lower cost to performance. Larger players do not change anything for us. We believe the market is going to expand faster; the projections made earlier may accelerate. Our market share might decline but volumes would grow substantially.

Q: How will the future be? Would new technologies, beyond Lithium, come through?

Munjal: We don’t work on the base technology. That is best left to the experts to handle because we have no expertise in things like figuring out the chemistry of the battery, the solid state, etc. Technology is going to change for sure. I’m already seeing technologies like sodium where there is no lithium content at all. It does not have the rare materials that a Li-ion battery has. Take for example, solid state batteries, which have a different chemistry altogether. Japan is already following hydrogen fuel cells, so is Norway.What is eventually going to work? Nobody knows at this point. But one thing is clear - any new technology will not happen overnight.

Q: In that case what could be the technological change that Hero Electric would introduce?

Munjal: One thing is clear that we are going to stick to zero machine vehicles. We are not going to get into any emission vehicles at all. For the past 3-4 years the battery chemistry for us has changed and is changing; it’s a constant process. Tomorrow if the hydrogen fuel cell is commercially viable for a 2-wheeler we will switch to that or to any other technology that is better.

Q: Has any new technology been tried in 2-wheelers?

Munjal: Not that I am aware of. Any new technology will take 8-12 years before it gets commercialised and even then there could be a stopover. This is not going to fade away completely. We may have switched to lithium but a large part of the market is still working on lead-acid.

Q: What will be the key driver for you to introduce new vehicle models without any technological change?

Munjal: We do a lot of work because we are the ones who are testing the vehicles on the road. Just as in lab testing, many issues do come out during road tests. We ourselves are making the chemistry change, asking suppliers to change their chemistry. We may not be doing the chemical analysis of the batteries here but we do adapt them to Indian conditions.There are many factors unique to India, that’s why the chemistries have to be very different.

Q: When you say power, the issue is on a couple of things like frequency and harmonics, the electrical pollution etc.; all these could affect EVs also. What are your initiatives?

Munjal: We do many things. First is the charger where we have to control the power that comes in. Second is that we never allow the customer to use the battery to 100 percent because then heating would become a problem. Thirdly, we educate both the dealers and the customers on how to use the battery, the correct way of charging batteries and other important points like pollution effects, load factor, etc. If 100 percent of the 2-wheelers in India are converted to electric, the additional load on the grid would be just 6 percent. As we go more solar we will have to take steps to store excess energy; of course that’s a separate issue. EVs help balance out the grid rather than cause a strain on it. So in an urban environment it makes absolute sense to go EV.

Q: What about recycling of batteries?

Munjal: Our volume of batteries on the road compared to IC engines is negligible. Traceability is available on all our batteries; anything given to the replacement market comes back and we replace with the dealers. The lead-acid ones go to the recyclers. Li-ion batteries have still not started coming back for recycling; a new one lasts for 6-7 years. The Li-ion batteries that come back will not get recycled immediately. They will get fine-tuned and go for stationary applications. For recycling, the batteries would not be coming out for at least 15-20 years.

Q: What have been the major milestones in your journey?

Munjal: It’s been an interesting journey; it’s 12 years since we’ve been doing electric; we introduced electric bicycles in 2000; but it was too early. There have been a lot of challenges but it’s been a very fulfilling journey.

Our Punjab plant has the capacity for 75,000 units and is capable of further expansion. Our dealers have stuck on with us and suppliers have been there for many years though volumes did take a huge hit some time ago. They all believe in the same goal we have, which is that electric will happen. We have made many changes. For example, when we switched from lead to lithium completely, it was done in 4 days.

Q: That means you had a compatible battery management system?

Munjal: We already had lithium but the transformation we were able to do very quickly. Now there is a diktat also so we can move in that direction.

Q: An electric vehicle has four modules: motor, battery, BMS and the cabling part. You are outsourcing all. Do you see opportunity to get into any of these?

Munjal: I don’t think so. At the moment a lot of collaborative modelling is happening whereby one does not have to be a manufacturer of everything oneself. That was the older thought process that one has to control the entire supply chain, but now it would be cheaper and more efficient for somebody else to make.

Q: Do you import all the four modules?

Munjal: No, we are also buying locally harness and some components. Motors are coming from outside right now. We are developing the motors here but we don’t have a reliable, strong source as of now. It will happen but it’s still a few months away. Batteries are both imported and locally made.

Q: In this journey have you noticed pain points that are still to be addressed?

Munjal: There is so much of technology we can put in the vehicle but then we have to stop somewhere. No point in going for the ‘overkill.’ It won’t make sense to the customer who will not buy. Technology changes very rapidly; at the end of 2 years it no longer remains a cutting-edge knowhow. Technology, price and performance are very critical to the benefit the customer sees in our product. The market is expanding and we are fighting to keep the prices low. The Indian customer is value conscious; he wants a balance between utility and price for a quality product.

Q: How do the customers of IC engine 2-wheelers embrace EVs?

Munjal: There are several ways. Why are people switching to this? One is ease of use with electric as compared to IC. The mobile service station will come to the customers; they can also charge the vehicle from home. Of course these vehicles are not meant for everybody, as is the case with IC also. There are segmentations in IC engines like 125cc or 350, 500, 700 and 1200cc. EVs are meant for certain segments of people.

Second is the cost of usage. Cost of operation is lower than an IC engine. In an IC if you are going 50km per day, it would take 1 litre of fuel at a cost of Rs 70. In electric for the same distance you would use 1-1.5 units of power which would come to Rs 10-12 but you have to sacrifice speed. The third is that this (at least the low speed EVs) targets the younger generation who are currently using cycles or some other means of transport. So in any way cost, ease of use or environment make it sensible to go for electric.

Q: When you plan to release a new model, what sort of benchmarking do you do?

Munjal: The benchmark is decidedly not about speed. Speed with performance makes the vehicle more expensive to operate than an IC engine. So it’s the overall efficiency we look at. A large number of our customers are scooter buyers, moped and motorcycle buyers. It’s difficult to say how many of them would convert to electric. It may not be 100 percent even in the next couple of years but a large part of them decidedly do not want an IC engine performance. They realise there is tremendous saving with electric every day - no theft of fuel, service cost is much lower and the job is done very well. They are converting.

Q: What is the price range of your vehicles?

Munjal: We are below one lakh rupees.

Q: There are some reports of poor sales of BS-VI 2-wheelers. Do you see that as a driver for people to come into electric?

Munjal: Yes, because IC will become more expensive with BS-VI while EV prices will come down. Lot of infrastructural changes have to be done at the dealership level, service level, etc. that would make it more expensive to run.

Q: 10 years from now, how do you see the company growing?

Munjal: Forget 10 years; we are going to be a very different company 3 years from now. We have various plans in place in terms of numbers. We have a realistic plan we are working on, an optimistic plan and a plan for ‘if nothing works, then what happens.’ In the next 10 years does it make sense if there is 30-35 percent conversion (forget 100 percent)? Can that happen in 10 years for 2-wheelers? That is the baseline plan. We have to convert; we have to change from oil dependency. There are several factors why we have to switch. The market of 30 percent in 10 years with the growth we have would be about 12-15 million units. That is almost what the IC engine is now. This is the baseline scenario which makes absolute sense for us. If we achieve more than that we will have to build up and expand.

Q: How are you gearing up?

Munjal: We initially set up one factory; now we have two of those sheds there in the same complex. We are also looking at a third one, at the same place or elsewhere, taking into account ‘Mitigation of risk.’ We are building up new facilities; have already moved here from Okhla and expanded in terms of manpower. Our B2B team is looking only at B2B and not focusing on the consumer segment at all. Technology wise we are improving substantially. I think the inflexion point has already begun. In the next 2-3 years the disruption that is going to happen will be faster than what we have ever seen. From ‘every which way’ I am extremely excited to be here right now. (MT)

 

TVS Motor Company (TVSM) has announced a new media campaign for its flagship electric scooter, the TVS iQube. The initiative marks the brand's largest television-led rollout to date, featuring high-impact placements across major platforms, including the Indian Premier League (IPL) and cinema.

The campaign highlights the adoption of the TVS iQube by more than 850,000 families in India. Currently, the electric scooter range is available across 3,300 dealerships in over 1,000 cities.

The promotional content focuses on the vehicle's application in daily routines, such as commutes and school runs. It integrates specific technical and design features into these scenarios, including – safety and control, utility and connectivity.

TVS Motor Co is positioning the iQube's value proposition on three principles: Choice regarding range and features, Peace of Mind concerning safety and the purchase experience and Simplicity of operation. The campaign is intended to accelerate the national adoption of electric vehicles (EVs) by positioning the scooter as a versatile family transport solution.

Saurabh Kapoor, VP – Marketing, EV Business, TVS Motor Company, said, “We have always believed that meaningful innovation is rooted in the customer needs. TVS iQube’s journey has been built on the trust of lakhs of customers who have made it an integral part of their everyday lives. This campaign is a natural progression of that journey, strengthening our positioning as India’s favourite family EV. As we take this story to a national stage through television, including marquee platforms like the IPL, we are confident it will resonate deeply with audiences and further accelerate EV adoption across the country.”

Honda Motorcycle & Scooter India (HMSI), one of the largest two-wheeler manufacturers in the country, is set to invest around INR 15 billion to install a third production line at its manufacturing facility in Tapukara, Rajasthan. The expansion is designed to meet increasing domestic demand for scooters and motorcycles.

The new production line is scheduled to commence operations in 2028. It will have an annual capacity of 670,000 units, raising the Tapukara plant’s total yearly output to 2.01 million units. To support this project, HMSI will acquire 73,700 sqmt of additional land.

The expansion is expected to generate over 2,000 new jobs in the Alwar district, increase HMSI’s total Indian production capacity from 6.25 million to approximately 8 million units by FY2028. This will support the OEM to manufacture various commuter models using automated machining and production efficiency technologies.

At present, HMSI operates four plants in India, in addition to the Tapukara project, a fourth line at the Vithalapur plant in Gujarat is progressing toward a 2027 start date. Since beginning Indian operations in 2001, the company has produced over 70 million units.

The Tapukara factory originally opened in 2011. Continuous efficiency improvements are projected to bring its current baseline capacity to 1.34 million units by the end of the 2026 financial year, prior to the new line's integration.

Tsutsumu Otani, President & CEO, Honda Motorcycle & Scooter India, said,"India is entering a new phase of mobility transformation, and HMSI is committed to leading this journey with responsibility and purpose. Strengthening our production ecosystem at Tapukara is an important step towards building greater resilience, flexibility, and future readiness across our supply chain. This expansion will help us respond more effectively to market demand and continue delivering value that supports the aspirations of millions of customers. In line with our commitment to safer, cleaner, and more accessible mobility, we remain focused on long-term sustainable growth that advances mobility and strengthens the company’s foundation for the future.”

Bhajan Lal Sharma, Chief Minister of Rajasthan, added, “Rajasthan continues to strengthen its position as a preferred destination for world-class manufacturing. The capacity expansion by Honda Motorcycle & Scooter India in their Tapukara situated manufacturing plant is a step forward in that direction. HMSI’s continued investment in the region will not only enhance manufacturing capabilities but also generate employment and contribute to growth of the automotive ecosystem in the region.”

The Helmet Manufacturers Association of India has reported a significant increase in the cost of raw materials used in helmet production. The association attributes the surge to global supply chain disruptions and geopolitical tensions, which have impacted the petrochemical markets.

Data from the association indicates steep price rises across several critical components:

• Expanded Polystyrene (EPS): Increased by nearly 74 percent.
• ABS and Polycarbonate (PC): Risen by approximately 40 percent.
• Polypropylene (PP): Increased by 45 percent.
• PVC and Packaging: Risen by 33 percent and 47 percent respectively.

These materials are essential for impact absorption and shell construction. The price volatility is driven by higher freight costs and fluctuations in crude oil markets linked to ongoing international conflicts.

India is one of the world’s largest two-wheeler markets, with annual sales exceeding 20 million units and is valued at over USD 2 billion.

The association has warned that rising costs may lead some manufacturers to reduce EPS density or use non-virgin materials to maintain margins. There are also concerns regarding the proliferation of counterfeit or non-compliant BIS certifications in the market.

Rajeev Kapur, President of the Helmet Manufacturers Association of India and MD of Steelbird Hi-Tech India, said, “The sharp rise in raw material prices due to global conflicts and supply chain disruptions is creating serious pressure on manufacturers. In such circumstances, there is a risk that some players may try to reduce EPS density, use non-virgin materials, or compromise on foam thickness to cut costs. Helmets are lifesaving products, and safety standards must never be compromised.”

“Bulk buyers such as vehicle OEMs, delivery companies, bike taxi operators and institutional fleet operators must exercise extreme caution while sourcing helmets. The industry is currently facing a serious challenge with the proliferation of fake or misused BIS certifications. A significant proportion of helmets claiming BIS certification in the market are either counterfeit or do not fully comply with prescribed safety standards,” he added.

German luxury brand BMW Motorrad India has launched the M 1000 R roadster at prices starting INR 3.35 million. The motorcycle is available as a completely built-up unit (CBU), with pre-orders opening today at authorised dealerships with deliveries scheduled to commence in May 2026.

The M 1000 R is powered by a 999 cc water-cooled inline 4-cylinder engine, producing a peak output of 210 hp (154 kW) at 13,750 rpm and a maximum torque of 113 Nm at 11,100 rpm. The vehicle reaches 100 kmph in 3.2 seconds and has a maximum speed of 280 kmph.

The engine incorporates BMW ShiftCam technology to manage torque in the low and medium speed ranges. Mechanical components include titanium valves, camshafts and intake funnels for charge exchange at high speeds.

It features dual LED headlights and M Winglets that provide 11 kg of downforce at 220 kmph. The M Quick action throttle reduces the rotation angle required for acceleration. The rear frame and swingarm are finished in Platinum Grey metallic. Customers can also get an optional M Competition Package, which includes M Carbon wheels and GPS-Laptrigger, carbon covers for the rear wheel, chain & tank and adjustable footrest system.

The M 1000 R is equipped with a 6.5-inch TFT display and an OBD interface for data logging. Integrated riding modes include Rain, Road, Dynamic, Race and Race Pro 1-3. These modes adjust functions for the engine, traction control, wheelie control and ABS Pro using a 6-axis sensor box. The traction control system is derived from RR models.

It is available in two colour options Light White / M Motorsport and White Aluminium metallic matt.

BMW Motorrad India is providing a three-year warranty with no kilometre limit, with options for extensions to a fourth or fifth year. Roadside assistance is included as a 24-hour service.

Hardeep Singh Brar, President and CEO, BMW Group India, said, “The new BMW M 1000 R is a powerful expression of our M genetics, where a high-performance superbike meets a dynamic roadster. It is meticulously crafted for those who demand uncompromising performance both on the streets and the racetrack. With its unmistakable four-cylinder roar, the new M R is built for riders who relentlessly push their limits. This machine brings the uncompromising standards on M performance to the road, ensuring every ride is an authentic experience of power and precision.”