Tag: mobility

  • TapFin, IIT Bombay Team Up To Create Sustainable EV Solutions

    TapFin, an integrated sustainability tech platform, announced the signing of a Memorandum of Understanding (MoU) with the EV Powertrain Lab at the Indian Institute of Technology Bombay (IIT Bombay). The collaborative efforts will focus on addressing the challenges in EV financing and bridging the gap with innovative solutions that make electric vehicle ownership more accessible and discover more commercially viable and sustainable use cases for the deployment of electric vehicles.

    With this partnership, TapFin and IIT Bombay aim to create a vibrant ecosystem that bridges the gap between academia and industry by driving knowledge exchange, research collaboration, and the development of industry-relevant skills.

    Under the MoU, TapFin and IIT Bombay will collaborate on joint research and knowledge exchange in the electric vehicle ecosystem, focusing on creating industry-ready solutions. The partnership will enable students from IIT Bombay with an increased exposure to industry trends and challenges, helping students and researchers work on real-world projects that align with industry needs. TapFin, on the other hand, will leverage IIT Bombay’s academic expertise to further its innovations and propositions for business participants in the electric vehicle space. TapFin will also participate in IIT Bombay’s annual EV Career Day, providing students with exposure to real-world industry challenges and recruitment opportunities.

    Talking to Bizz Buzz, Aditya Singh, Co-Founder & CEO of TapFin said: “We’re excited to join hands with IIT Bombay’s EV Powertrain Lab! This MoU is a big step forward in our mission to drive innovation in green mobility. With the incredible talent at IIT Bombay, we’re eager to push the limits of EV technology and bring real-world solutions to life’.”

    By tapping into the brilliant minds at IIT Bombay, we look forward to pushing the boundaries of EV technology and creating solutions that have a real-world impact, he added.

    “The partnership with TapFin aligns with our mission to strengthen collaboration between academia and industry. The EV Lab is excited to work with TapFin to develop industry-focused research and solutions that will shape the future of electric mobility,” said Prof Sandeep Anand, IIT Bombay.

  • India surpasses China to become largest two-wheeler market globally

    New Delhi, Oct 18: India has surpassed China to become the largest two-wheeler market in the world, driven by rising demand in rural areas, supported by favourable monsoon conditions and government initiatives for rural development, a report showed on Friday.

    Globally, two-wheeler sales grew 4 per cent (year-on-year) in the first half of 2024, according to Counterpoint Research.

    Although India, Europe, North America, Latin America, and the Middle East and Africa saw growth, China and Southeast Asia (SEA) experienced a decline.

    Senior analyst Soumen Mandal said that India’s two-wheeler market saw a remarkable 22 per cent YoY growth in the first half this year.

    “This strong performance allowed India to surpass China and become the world’s largest two-wheeler market,” he mentioned.

    Two-wheelers saw strong double-digit growth (year-on-year) in the second quarter of this fiscal in India.

    In China, two-wheelers under 125cc remain popular, but consumers are increasingly opting for e-bicycles over motorcycles and scooters for daily commuting. This shift has led to a temporary slowdown in the Chinese two-wheeler market, particularly in the electric segment.

    In South East Asia, major markets such as Indonesia, Vietnam, the Philippines, Thailand, and Malaysia saw a decline in two-wheeler sales due to geopolitical trade tensions, stricter lending criteria, and cautious consumer spending amid economic uncertainty.

    The top-10 global two-wheeler manufacturers captured over 75 per cent of sales during H1 2024.

    Honda maintained its leading position in the global two-wheeler market, followed by Hero MotoCorp, Yamaha, TVS Motor and Yadea.

    TVS Motor was the fastest-growing brand (up 25 per cent YoY) among the top-10 brands while Yadea declined the most (down 29 per cent YoY), slipping to fifth position.

    Neil Shah, Vice President of Research, said that electrification is on the rise, and by 2030, we expect four out of 10 two-wheelers sold to be electric.

    “This shift is also accelerating the adoption of embedded cellular connectivity in the two-wheeler segment. As the automotive industry advances toward C-V2X technology, the two-wheeler segment will follow suit,” he noted.

  • India EV charging guidelines need closer collaboration among stakeholders • EVreporter

    The Ministry of Power issued the latest guidelines for EV Charging Infrastructure on Sep 17, 2024. The new guidelines received a mixed reception from Charge Point Operators (CPOs). On the positive side, the government has acknowledged various challenges repeatedly raised by industry. However, despite these improvements, there are still gaps in the guidelines that must be addressed to create a fair and competitive environment for private CPOs and establish a thriving ecosystem.

    The Indian Charge Point Operators Association — comprising seven members, Jio BP, ChargeZone, Zeon, EVRE, GLIDA, and two manufacturers, Ador and Mindra — has been sharing its recommendations with the Ministry of Power and the Bureau of Energy Efficiency to present the industry perspective while the guidelines were being prepared.

    Mr Awadhesh Jha from GLIDA, who is also Chairman of the Indian Charge Point Operators Association (ICPOA), shares the association’s feedback on the published guidelines from the perspective of public charging infrastructure for electric cars.

    The latest guidelines released by the Ministry of Power are a step in the right direction as they aim to establish the infrastructure necessary for widespread electric vehicle adoption. While these new guidelines have made some directional improvements, they also add significant implementation challenges on the ground.

    One positive aspect of the recent guidelines is the recommendation to increase the LT (Low Tension) threshold across the country to 150 kilowatts. It is a favourable move for developing public charging infrastructure; however, how this will be implemented remains uncertain, as this decision lies with individual regulators. The feasibility of changing the entire electrical infrastructure across the country to accommodate this increase would be challenging, but as CPOs, we view the 150-kilowatt recommendation positively, as it can support 2 to 3 fast chargers at one location, which would ease charging by end users.

    State PSUs, Central PSUs, or state agencies can acquire locations from municipal corporations or other landowning govt agencies at a flat ₹1 per kWh revenue share without going through a tender process. The guidelines for private operators mandate that such public locations can be made available to private CPOs through competitive bidding where ₹1 per kWh is a floor price for revenue share and the highest bidding CPO would get access to these locations. As an association, we are fine with these modalities, as we fully understand that government resources cannot be allocated to private entities without a fair and competitive bidding process. 

    However, why treat state agencies preferably for securing locations that are critical for developing widespread public charging? We observe that many of the agencies who get access to such public spaces on a preferential basis do not invest in developing the charging stations themselves; rather, they further tender out to “offer right to use” such locations by asking for additional revenue to be shared with them. This distorts the entire ecosystem without adding any value to end users. 

    We suggest bidding should be mandatory for all, including central government agencies, to create a level playing field. 

    The new guidelines specify timelines—3 days, 7 days, 15 days—for providing connections.

    For effective implementation of these timelines, the Ministry of Power should facilitate discussions between CPOs and the Forum of Regulators. This forum includes all state regulators and the Central Electricity Regulatory Commission (CERC), and they collaborate to develop a common regulatory framework. Without such coordination, states may continue to have varying guidelines and policies, as electricity is a concurrent subject.

    The Forum of Regulators should engage with CPOs directly. There should be an open and free-flowing discussion between CPOs and the Forum of Regulators because CPOs are the recipients of the services, while they are the custodians of offering these services through distribution companies. More engagement between the CPOs and the Forum of Regulators would bring in perspectives that regulators might be missing.

    We do not support regulating the service fee cap. It should be left to the market, which would take care of the price. The government’s involvement in capping service fees may not be necessary, as the market is already functioning with a reasonable range of prices, from ₹6 to ₹20 per kWh, based on location and service quality. There’s no need for regulatory interference, as customers naturally gravitate towards services that meet their needs.

    Further, the new guidelines have three elements: a Service fee cap for recovering capital costs, Electricity as a pass-through, and land cost as a pass-through. Even though the intent is positive, this introduces unnecessary complications. The guidelines do not clarify how to standardise land costs across different locations with varying utilization rates, leading to a per-kWh rate that changes based on site-specific factors. Additionally, every state might interpret these guidelines differently, creating inconsistencies that charge point operators (CPOs) will have to navigate.

    For example, how will the land cost be converted into a per-kWh charge and passed on to the customer? Different locations will have varying utilisation levels, which are known only after the designated period. Not only will the per-kWh rate differ based on how much a location is used, but it is difficult to recover from the end user as the market has moved to a pre-paid model. 

    Another challenge arises in administering the fixed demand charges of electricity. For instance, if a CPO in Bangalore has a 100-kilowatt connection and pays a monthly fixed fee, how will this cost be passed to customers when usage fluctuates monthly? Unlike variable energy costs, fixed costs are harder to recover. A reconciliation at the end of the year isn’t practical, as customers charge and leave, making it difficult to recoup these expenses. This needs deeper engagement among Discom, CPOs, and regulators to arrive at the right modalities.

    Furthermore, the service fee cap, set at ₹11 and ₹13 for solar and non-solar setups, lacks clarity on its applicability. A high-end charger capable of dispensing 25 to 160 kW costs more, but the fee is capped at ₹11 or ₹13; the CPO has no incentive to deploy advanced technology or set up infrastructure in remote areas.

    Overall, capping the service fee is neither practicable nor desirable in developing a robust charging infrastructure. 

    The guidelines mention that DISCOMs could be nodal agencies, which raises a conflict of interest. In some states, DISCOMs are also CPOs, which not only provide electricity connections but also set up charging infrastructure. Allowing a DISCOM to act as a CPO and a nodal agency within its jurisdiction creates an unfair advantage, as they control the connections and locations. We believe DISCOMs should not operate as CPOs within their licensing areas.

    Open access regulations, though useful, pose issues for public charging stations. Predicting energy usage for the next day in 15-minute blocks is nearly impossible due to the unpredictability of vehicles. Predicting the number of vehicles and the capacity getting utilised on a day-ahead basis would be challenging for public charging stations. Consequently, open access with a scheduling requirement is not feasible. A significant penalty is incurred under the Demand Settlement Mechanism (DSM) if a schedule is submitted and unmet.

    The current open access framework allows a one-month banking period. Extending this banking period to one year for EV charging could provide considerable benefits. While we have not conducted a detailed analysis on the impact of a one-year banking period, we are confident that, given the increasing adoption of vehicles, a CPO could minimise the effects of the DSM within that time frame. If this change is implemented, open access could become highly beneficial.

    However, without such a change, there are still opportunities to enhance the charging experience. For example, many DISCOMs have introduced the green tariff concept, allowing regular EV connections to be converted to green tariffs. Although this may involve a slightly higher fee, it enables users to claim that they are using completely green energy, positively influencing their driving experience. This initiative also aids discounts in procuring more renewable energy, even without specific obligations, thus helping to build a consumer base.

    To implement these guidelines effectively, the Ministry of Power, the Bureau of Energy Efficiency, or any DISCOMs could facilitate interactions between CPOs and regulators. This would be a significant step forward, ensuring that these guidelines do not remain merely theoretical.

    Also read: What is meant by EV charging conformance?

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  • Maruti Suzuki’s Manesar Facility Achieves Cumulative Production of 1 crore Units

    Hyderabad: Maruti Suzuki India Limited (MSIL) announced the crossing of the 1 crore cumulative production milestone at its Manesar facility. With this, the Manesar facility became the fastest among Suzuki’s global automobile manufacturing facilities, to reach the milestone in just 18 years.

    On attaining the milestone, Hisashi Takeuchi, Managing Director & CEO, Maruti Suzuki India Limited said, “As we reach this important landmark, I thank our customers for placing their trust in us. I also thank all our employees, business associates and Government of India for their continued support.”

    He added, “Crossing the 1 crore cumulative production mark at our Manesar facility is a testament to India’s manufacturing capability and our commitment to the larger national goal of ‘Make in India’. With a strong focus on local manufacturing of components, since inception, the company has been able to establish a vast supply chain in India. Through our large-scale manufacturing facilities, we have been able to provide direct and indirect employment to millions of people. Along with our supply chain partners, we will continue to contribute to making automobile industry in India self-reliant and globally competitive.”

    Spread over 600 acres, the Manesar facility began operations in October 2006. The Company manufactures Brezza, Ertiga, XL6, Ciaz, Dzire, Wagon R, S-Presso and Celerio at this facility. These models are sold in the domestic market and are exported to regions like Latin America, Middle East, Africa, and neighboring countries in Asia. Maruti Suzuki’s first passenger car to be exported to Japan, the Baleno, was also manufactured at this facility.

    Maruti Suzuki’s overall production capability stands at about 2.35 million units per annum. Since inception, the company has produced over 3.11 crore vehicles.

  • Hyundai introduces Hy-CNG Duo campaign for EXTER, Nios

    Hyderabad: Hyundai Motor India Limited (HMIL), sets in motion a brand-new campaign for its Dual Cylinder CNG technology – “Space Bhi. Mileage Bhi.” Strengthening its commitment to innovation and providing sustainable mobility solutions, HMIL recently launched the EXTER and Grand i10 NIOS Hy-CNG Duo, keeping in mind the evolving travel needs of the customers. The brand campaign has been conceptualised to highlight the convenience of Hy-CNG Duo technology with the benefits of expansive boot space and great fuel efficiency.

    Renowned for its innovative marketing strategies and customer-centric approach, HMIL, with the Hy-CNG Duo brand campaign, has strived to struck chords with the audience by highlighting the Dual Cylinder CNG technology and its benefits to the audience. The campaign invites audience into a world which is engaging and aspirational while showcasing Hy-CNG Duo’s practicality and how its USPs resolve issues and biases that are usually accompanied with CNG vehicles.

    Sharing his insights about the campaign, Tarun Garg, Whole Time Director & Chief Operating Officer, Hyundai Motor India Limited, said, “As a brand committed to delivering innovative and sustainable mobility solutions, we are thrilled to see the growing contribution of our CNG-powered vehicles, which accounted for 13 per cent of our total sales in September 2024. The introduction of Hy-CNG dual-cylinder technology has received very positive customer feedback, with the CNG powertrain’s contribution in the EXTER and Grand i10 NIOS rising to 25 per cent and 20 per cent respectively. Our latest campaign for the Hy-CNG Duo technology in the EXTER and Grand i10 NIOS highlights the blend of convenience and fuel efficiency that our customers seek. With spacious interiors and advanced technology, these vehicles offer a great driving experience. We shall strive to meet the evolving needs of our customers with eco-friendly, high-performance solutions.”

    The TVC film exemplifies a unique yet relatable storyline, with a common central character who incapsulates the spirit and features of EXTER Hy-CNG Duo in a convincing yet entertaining manner. With a simple context of a marriage in an Indian family, the TVC further highlights how carrying luggage is made easy with the help of massive boot space in the EXTER Hy-CNG Duo along with its fuel efficiency. The campaign truly delivers the key messaging of “Space Bhi. Mileage Bhi.” ensuring a lasting impression on viewers.

    This multi-channel campaign will be promoted across digital, and social media channels, including YouTube, Facebook, and Instagram. Designed to boost website visits and video views, the campaign will utilize programmatic platforms to reach in-market of auto enthusiasts, family-focused individuals, and travel affinity audiences.

    The EXTER & Grand i10 NIOS Hy-CNG Duo are powered by 1.2 l Bi-Fuel (Petrol with CNG) engine paired with 5 Speed Manual Transmission delivering a mileage of 27.1 km/kg and 26.9 km/kg respectively (ARAI Tested). Ensuring maximum safety to the customers, the vehicles come equipped with a company fitted CNG system which is strategically placed under the luggage board, bringing out the practical usage of the boot space and sufficing the travel needs of the customers.

  • Stride Green plans $500 Million in asset financing for sustainable businesses • EVreporter

    Stride Green, an asset finance and management platform located in Delhi NCR, supports businesses in India’s electric vehicle (EV) ecosystem and is expanding to other climate-related sectors such as renewable energy, green hydrogen, waste management, and circular economy solutions. Over the next 18 to 24 months, Stride Green aims to facilitate asset financing of up to $500 million as part of its efforts to support India’s green transition.

    In its first six months of operation, the platform has helped reduce 312,000 kilograms of CO2, facilitated over 10 million green kilometers, and achieved an environmental impact equivalent to planting more than 13,000 trees. Stride Green works with original equipment manufacturers (OEMs) like TATA, Switch Mobility, Bajaj, Mahindra, Euler, Omega Seiki, Ola Electric, and Zen Mobility, providing electric vehicle financing to fleet operators and drivers. The platform has also collaborated with companies such as Zomato, Swiggy, Amazon, Flipkart, and Porter to advance green mobility initiatives.

    Stride Green’s Asset Lifecycle Management Platform links stakeholders—including OEMs, lenders, maintenance providers, and recycling partners—to promote sustainable management throughout the asset lifecycle. To date, the platform has financed over 1,500 electric vehicles and hyperchargers and has partnered with LOHUM to evaluate the residual value of batteries at the end of their first life cycle.

    According to Mr Ishpreet Singh Gandhi, Group CEO, Stride, “At Stride Green, we’re not just financing assets—we’re empowering a sustainable shift in India’s business ecosystem through holistic tech-enabled financing.”

    Vivek Jain, Co-Founder & CBO, Stride Green said “In a short span of time, Stride Green has achieved industry-first growth, proving that new-age innovative eco-conscious businesses are in great need of tech-enabled financing solutions. Our in-house technology and financial expertise are allowing us to create bespoke solutions that can address any kind of financial need for all types of eco-conscious businesses.”

    Also read: LOHUM and Stride Green partner to finance up to 5000 electric vehicles

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  • Yamaha Achieves Milestone of 400 Blue Square Showrooms; Expands its Presence

    Hyderabad: India Yamaha Motor (IYM) has achieved a significant milestone by establishing 400 Blue Square showrooms nationwide, adding 100 new outlets in just the past six months. This rapid expansion underscores Yamaha’s ongoing commitment to delivering an unmatched customer-centric experience. By bringing its premium two-wheeler offerings closer to customers, particularly in India’s rapidly growing tier-2 and tier-3 cities, Yamaha is catering to the rising aspirations of its consumers across the country.

    Since the launch of ‘The Call of The Blue’ brand campaign in 2018, Yamaha has focused on bringing its premium offerings closer to customers and building stronger connections. The introduction of Blue Square showrooms in 2019 has been instrumental in creating an exclusive environment that reflects Yamaha’s racing DNA and caters to the growing demand for performance-oriented products.

    Commenting on this achievement, Eishin Chihana, Chairman, Yamaha Motor India Group of Companies, said, “Crossing the milestone of 400 Blue Square showrooms reflects our continuous effort to be closer to our customers, especially in India’s fast-growing tier-2 and tier-3 cities. We recognize the growing aspirations of customers across the country, and we are here to cater to those ambitions by offering a premium, personalised experience through our Blue Square outlets. These spaces are not just retail touchpoints—they are where customers can truly immerse themselves in the Yamaha world and explore our products in an environment designed for them. We extend our heartfelt thanks to our dealer partners and customers for their continued trust and support in achieving this milestone.”

    The design of Blue Square showrooms caters to the evolving needs and aspirations of today’s discerning customers. With dedicated zones for accessories, merchandise, and community engagement, these showrooms embody Yamaha’s philosophy of innovation, sportiness, and style. Each outlet serves as a hub for Yamaha’s ‘Blue Streaks’ rider community, enabling customers to participate in group rides and build connections with fellow enthusiasts.

    The Blue Square network houses Yamaha’s most exciting products, including the track-oriented R3, street fighter MT-03, and the maxi-sport AEROX 155 scooter, alongside models equipped with advanced features like Traction Control System (TCS). Customers can also explore a range of other motorcycles and scooters, including the YZF-R15 V4, MT-15 V2, FZ-X, Fascino 125 FI Hybrid, and Ray ZR Street Rally 125 FI Hybrid, all designed to offer a thrilling riding experience with superior performance.

    With 400 operational Blue Square outlets across India, Yamaha continues to expand its footprint, ensuring that more customers, especially in emerging regions, have access to its premium products and services.

  • Tyres & Turning | Brief History and Lifecycle of Tyres • EVreporter

    Automotive consultant and subject matter expert Mr Prabhat Khare writes about automotive tyres, their many types, and technological upgrades over the years and their lifecycle.

    Once, when Shambhasur attacked the heavens, Raja Dashrath was called upon to join the army of Indra, the Lord of Heavens, to allay the attack. Rani Kaikeyi, too, accompanied him. During the war, the axle of the chariot’s wheel broke when Rani Kaikeyi was supposed to have used her finger for the axle till the battle was over. Overwhelmed with gratitude for her timely help, the king bestowed two boons on her. Later, these two boons formed the basis of Ramayana. – From Valmiki Ramayana

  • Bajaj Auto Expected to Boost Revenue in Q2FY25

    Bajaj Auto is expected to earn ₹13,300 crore in money in Q2FY25, according to a survey.

    This is 23.41% more than the ₹10,777 crore they made last year.

    The company thinks they will sell more bikes, with sales going up by 16% to 12.21 lakh units.

    They also plan to earn more money from each bike they sell because of better products.

    Several factors have contributed to the increase in revenue.

    Some factors include growth in exports, expansion of premium two-wheeler segments, and price hikes implemented throughout the year.

    This is what Motilal Oswal thinks about Bajaj Auto Q2 Results

    “Domestic volumes grew 21% YoY, while export volumes rose 7% YoY. In domestic motorcycles, after many quarters, the mix is estimated to have deteriorated given higher sales of Chetak and Freedom 125 and a normalizing momentum for Pulsar 125,” Motilal Oswal said.

    Pune-based company, Bajaj Auto is the world’s third-largest manufacturer of motorcycles. It is also the second-largest motorcycle manufacturer in India.

  • India witnesses another strong quarter for two-wheeler sales

    New Delhi, Oct 16: Two-wheelers saw strong double-digit growth (year-on-year) in the second quarter of this fiscal, while three-wheelers grew by high single-digits, as wholesale volume trends were mixed across segments, a report showed on Wednesday.

    The original equipment manufacturers (OEMs) reporting mixed revenue growth and margins in the July-September period, with 2Ws outperforming other segments.

    “But we are still long-term positive on passenger vehicles (PVs) given the sectoral tailwinds and see the weakness in commercial vehicles (CVs) as a temporary hiccup as we find the sector entering a new upcycle phase,” according to the report by BNP Paribas India.

    PV volume marginally declined and CV volume was also weak, likely hurt by the prolonged monsoon and slowdown in infrastructure activities, with low fleet utilisation.

    HMSI (Honda Motorcycle) gained the most market share (retail) in 2Ws, while HMCL (Hero MotoCorp Ltd) lost the most in Q2 FY25. In PVs, Mahindra and Mahindra gained the most market share, while Maruti Suzuki India Ltd and Hyundai lost.

    “We expect high single-digit to strong double-digit YoY revenue growth for 2Ws, and flat to high single-digit revenue decline for PVs (except for Mahindra) in Q2 FY25,” the report mentioned.

    Management commentary on high levels of PV inventory, rising discounts and festive demand outlook would be key to watch out for.

    “That said, given the weakening auto demand globally (and recent guidance cut by global peers), we now see a risk of Jaguar Land Rover (JLR) cutting its FY25 guidance, eventually pushing next-year’s guidance by a year,” the report noted.

    According to the latest SIAM data, domestic sales of passenger vehicles stood at 3,15,689 in September, compared to 3,16,908 units in September last year.