WBCSD India Business Guide To EV Adoption

India Business
Guide to EV
Adoption
Credits by: Lithium Urban Technology
2 India Business Guide to EV Adoption

Contents
EXECUTIVE SUMMARY | 4
FOREWORD | 6
INTRODUCTION: A PARADIGM SHIFT TOWARDS

SUSTAINABLE MOBILITY IN INDIA | 9
1
EV MARKET OVERVIEW | 11
2
EVALUATING ELECTRIC VEHICLES | 14
3
PRIORITIZED USE CASES FOR BUSINESS
EV ADOPTION IN INDIA | 18
3a Electrifying employee transport | 20
3b Electrifying ride-hailing | 27
3c Electrifying deliveries | 35
4
CASE STUDIES | 43
GLOSSARY | 60
ACKNOWLEDGEMENTS | 61
RELEVANT BUSINESS-FOCUSED INITIATIVES IN INDIA | 64
India Business Guide to EV Adoption 3

Executive
summary
Economic growth and urbanization are
fueling India’s growing demand for mobility.

While the country is investing The good news is that, on a total EVs have also been deployed
in public transport and cost of ownership basis, EVs or are being evaluated across
infrastructure, the demand for are already economically viable several locations by established
personal mobility using two, today if the utilization of vehicles ride-sharing services such as Ola
three and four-wheelers is is high. Business and commercial and Uber, as well as the new EV-
growing at a rapid pace – often fleet operators often have only ride-hailing platforms such
faster than the speed at which high vehicle utilization, making as BluSmart and Smart-E.
public infrastructure and mass- them ideal candidates for early
transport is deployed. Urban adoption. Apart from savings EV adoption for urban freight
commuting has become one of in operational cost, companies distribution and e-commerce/
the most energy- and pollution- adopting EVs can also benefit by food deliveries is also gaining
intensive activities in India. reducing measurable emissions, traction. For instance, IKEA (an
improving employee and EV100 signatory) aims to run
India is home to 22 of the world’s customer value and meeting 60% of its home delivery fleet
30 most polluted cities,1 and regulatory compliance. using EVs within three years of
road transport is one of the operation. Swiggy, a food delivery
fastest growing sources of This Business Guide to Adopting company, is piloting the use of
carbon emissions. For the world EVs in India has been co- EVs across 10 cities in India.
to stay within a 1.5°C increase created with companies from
in average temperature as set India’s EV value chain, including Transitioning your fleet to EVs
out in the Paris Agreement, the business fleet operators. requires operational changes in
transport sector must be rapidly Together, we have identified fleet management. It requires
decarbonized. The speed of three of the most scalable use planning to ensure your
adopting zero-emission vehicles cases for business and fleet money is spent wisely and that
and renewable energy in a large EV adoption in India. These are: implementation is as seamless as
country like India can have a employee transport, platform- possible. In this emerging market,
meaningful impact on global based ride-hailing and last-mile a few missteps could give the EV
decarbonization efforts. urban freight and deliveries. transition a rocky start.
Indians bought 26 million new The use-case of employee This guide brings together
vehicles (including 3.4 million transport in India is practical experiences and
passenger cars) in the period disproportionately larger than the specific expertise in EV
between April 2018 - March global average due to the limited fleet transition, from a wide
20192. These sales were almost availability of public transport in range of industry and global
completely dominated by internal large Indian cities. Businesses perspectives. It aims to be a
combustion engines (ICE). often need to offer commute ready reckoner for procurement
The World Business Council services to attract and retain managers, fleet managers and
for Sustainable Development employees, and demand for sustainability and strategy
(WBCSD) is working with clean transport in this segment teams looking to adopt EVs.
India’s mobility value chain to is driving the use of EVs in India.
This guide is designed to provide
help accelerate the adoption Companies such as Accenture,
your company with:
of electric vehicles so that Adobe, E&Y, TESCO and Wipro
businesses can be a part of the have deployed EVs for their • The most up-to-date and
solution to India’s urban pollution employee transport requirement geographically relevant
and emissions challenges. across major Indian cities. information on EV adoption
Shared mobility and ride-hailing • The clear steps to take in
services provide easy access planning and adopting an EV
to affordable and convenient fleet
rides using two, three and four- • An overview of best practices
wheelers. App-based ride-hailing and learnings provided by
services have witnessed a rapid companies who have already
growth in the past five to seven made the transition.
years. While most ride-hailing
services in India started with It’s time to get your fleet on
four-wheelers, recent growth in the path towards lower costs,
affordable two and three-wheeler- lower GHG emissions, and
based ride-hailing has gained better health and welfare of your
considerable speed and scale. employees and customers.

Foreword
Mobility is at the center of Creating any new and It does this by outlining the
modern life. With many urban sustainable system, including technologies and business
transport systems already under the one required for an electric models that are viable today
strain and mobility demand mobility transition, requires and highlighting the current and
predicted to grow significantly a collaborative approach. emerging policy environment.
in the future, mobility needs Suppliers and service providers Faster corporate adoption
to change to meet our future require demand signals, while of electric vehicles, in turn, is
needs. It’s more than a matter adoption requires a choice of expected to stimulate the path
of congestion – we must reduce vehicles and the availability of towards a robust system and
our emissions and clean the air suitable infrastructure. regulatory environment.
we breathe.
This report and related work that As businesses, we need to
We need to adopt new pathways is being carried out both through innovate and create value in
towards clean, cost-effective the World Business Council business models that provide
and efficient mobility. Rapidly for Sustainable Development our employees, customers and
evolving technologies and (WBCSD) and through leading other stakeholders with clean,
business models offer a way to companies, is helping to affordable transport that lowers
decarbonize the system. accelerate adoption of electric emissions and supports healthy
vehicles in India. and smart cities.
While governments help to
create an enabling policy With technology costs fast
landscape, businesses declining, now is the time to
are well placed to address seize the benefits of leading the
rising global transportation transition towards clean mobility.
requirements as well as improve
local environments for their
stakeholders.
Forward-thinking businesses
in India are already playing
a leading role in electrifying
transport for employee mobility,
ride-hailing and urban freight.
These ‘use cases’ often result
in high utilization of vehicle
fleets, making EV adoption
cost-effective, reducing GHG
emissions, contributing to better
air quality and enhancing the
ability of companies to attract
and retain employees and
customers.
Dr. Pawan Goenka Peter Betzel

Managing Director, Mahindra & CEO, IKEA India
Mahindra

Foreword
India is at the center of the But government action alone The companies have been
global challenge of creating a will not shift adoption of electric sharing knowledge on the
sustainable world that works for vehicles fast enough. practicalities of acquiring
everyone. Already a USD $2.7 and adopting electric fleets
trillion economy, India plans to WBCSD members are working in India, as well as interacting
grow its economy to USD $5 together to accelerate the constructively with policy
trillion by 2025. It will also be the adoption of electric vehicles makers, demonstrating the
world’s most populous country today, as a way to secure India’s viability of electric fleets and
by 2030. electric mobility transition. seizing the opportunities therein.
The race is on to achieve the Commercial fleets – for This Business Guide for EV
sustainable transition of India’s employee transport, ride-hailing, Adoption in India is an important
economy, to meet the needs home deliveries and other step forward in consolidating
of its young and fast-growing commercial and industrial use knowledge on the best ways for
population. cases - represent the fastest companies to begin making the
growing segment of vehicles switch to electric mobility today.
Mobility is one area where the on Indian roads. Electric vehicle
opportunity for business growth options are already viable We hope it will guide and inspire
and sustainable benefits are for many business-led use widespread corporate adoption
huge. For example, car ownership cases, and the economics are in India and encourage action in
is expected to grow by an improving quickly. other countries too.
enormous 775% over the next
two decades. While this growth Under WBCSD’s REmobility
will provide mobility solutions, project, 50 companies have
it will also present significant been working together since the
challenges. start of 2018. Together, these
companies represent 6 billion
The government has identified kms/year in mobility demand,
electrification of mobility as a and they include most of the
necessary part of transforming major companies from India’s
to a clean, affordable and electric vehicle value chain.
connected mobility system, with
big benefits for a more efficient
energy system too.
Dr. Maria Mendiluce Joe Phelan

Managing Director, Climate & Director, WBCSD India
Energy, Cities & Mobility and
Circular Economy

Introduction:
a paradigm
shift towards
sustainable
mobility in
India

Urban mobility is at the core of This presents a global economic Fleet adoption is expected to
urban life and economic activity. opportunity worth trillions of form a significant share of overall
It provides people with access to dollars, as well as the potential EV adoption in India until 2023-
work, health, education, goods, to improve the livelihoods of 24 (which is when mass adoption
services and leisure. Mobility billions of people, their quality by individual consumers is likely
systems are essential to the of life, their health, and the to begin in the Indian context),
modern economy, but for most environment.6 Electrification of and this is what WBCSD’s work in
large cities, mobility systems are vehicles is an important element India seeks to accelerate.
already at their limits.3 of decarbonizing mobility and
tackling worsening air quality and WBCSD has been working with
Transport is a rapidly growing associated health impacts. The India’s EV value chain under its
contributor to climate change, reduction in technology costs REmobility workstream. This
with emissions increasing by and stricter emission regulation work engages most of the
2.5% per year.4 Transport is are accelerating the transition. prominent companies from the
also a significant and growing EV supply ecosystem as well as
contributor to particulate air However, the switch to electric is business and fleet customers
pollution. The total contribution not yet happening fast enough that represent a mobility
to particulate air pollution to fulfil the goals of the Paris demand of over six billion
can vary widely, from 12%- Agreement. kilometers a year.
70% of the total pollution mix
but low- and middle- income By focusing on India, WBCSD An early EV adoption by
countries, including India, is addressing the needs of a businesses and fleets will pave
suffer disproportionately from country which will be highly the way for an accelerated mass
transport-generated pollution.5 representative of the future EV adoption in the country,
of developing countries. The which, in turn, will set an example
The good news is that urban acceleration of EV adoption that other developing markets
mobility is undergoing a massive in India between 2020 – 2030 can follow.
transformation driven by a new is critically necessary in order
set of solutions across electric, to catch up with demographic
shared and connected mobility. growth. A slow transition
could mean tens of millions of
additional ICE vehicles on Indian
roads.

1
EV market
overview
As EV adoption in India catches up, businesses and
fleet operators can be the catalysts - their scale
means they can immediately benefit commercially
from adopting EVs. Businesses and fleet operators
can take advantage of available policy incentives
and optimize vehicle use to enable a cost-effective
transition today.

Companies are under increasing Globally, EVs on the road in For businesses, EVs can
pressure to reduce costs 2018 saved 36 million tonnes of also reduce GHG emissions,
and improve efficiency while CO2, compared to an equivalent directly and measurably. The
delivering new initiatives that ICE fleet.7 emission reduction potential
meet organizational sustainability can be further enhanced if
objectives to achieve social, Due to their lower running businesses and fleet operators
customer and employee value. cost, most EVs are already use renewable energy to power
economically viable at current their EVs. Analysis shows that an
In this context, energy and market prices (which include average 30% EV sales adoption
mobility are no longer merely recent subsidies and reduction during 2019-2030 period would
costs for businesses to in GST) for certain business avoid consumption of 82 billion
manage. They are climbing up applications. EVs achieve a TCO- litres of fuel per year – equating
the corporate agenda due to parity to their ICE counterpart to a reduction of early 61 Mt
sweeping environmental, social, when their utilization per day CO2 emissions per year, which is
business and technology trends. is high enough, i.e., at about equivalent to planting 1.1 million
100-120 kms for two wheelers, trees per year in 2030.9 Other
Global EV adoption continues 100-120 kms for three wheelers, benefits include zero tail pipe
to grow rapidly. In 2018, the 200-220 kms for cars, 210-220 emissions, a silent powertrain
global electric car fleet exceeded kms for buses and 250-260 kms and ease of driving, with fewer
5.1 million, up 2 million from for SCV/LCVs.8 Also, these parity maintenance requirements and
the previous year. The global thresholds are expected to incline breakdowns.
stock of electric two-wheelers in favour of EVs with plummeting
was 260 million and there costs and improving technology.
were 460,000 electric buses.
In freight transport, EVs were
mostly deployed as small / light-
commercial vehicles (SCV/LCVs),
which reached 250,000 units
in 2018, while medium electric
truck sales were in the range of
1,000-2,000 in 2018.
Credits by: BluSmart

Figure 1: CO2 emissions avoided by EVs compared to equivalent ICE fleet by mode per year - 2030
PENETRATION 30%
CO2 emissions avoided by EVs compared to equivalent
ICE fleet by mode per year - 2030
ANNUAL IMPACT
160 127
61 61 Mt 1.1 mn
120
67 52% of CO2 trees
80
avoided planted
40
CO2 emissions CO2 emissions CO2 emissions

82 bn
from EV fleet avoided from equivalent liters of
ICE fleet fuel
Buses Cars Three-wheelers Two-wheelers
There are already several charging infrastructure and Another important use case
specialized mobility service emergence of new mobility for EV adoption is in urban
providers that use informatics business models. freight distribution and in
and analytics to optimize EV e-commerce/food deliveries.
routes and charging strategy, Ride-sharing and hailing has Several companies and delivery
to seamlessly solve most grown rapidly in India, with platforms have already initiated
challenges around range significant new growth coming trials with EV-based deliveries.
anxiety and limited availability of from two/ three-wheeler ride- For instance, IKEA aims to run
public charging infrastructure. hailing for last-mile connectivity. 60% of its home delivery fleet
Businesses operating large Given that vehicles deployed on electric within three years
fleets can build this capability on ride-hailing platforms often of operation.13 Swiggy, a food
in-house. have the highest utilization rates, delivery company, is planning to
ride-hailing is an interesting use pilot the use of EVs in 10 cities
In India, employee transport case for EV adoption. India- in India and Walmart-owned
is a USD $3.5 billion market.10 based ride-hailing leader Ola’s Flipkart has announced a plan
As most large Indian cities experiment in Nagpur city,11 to electrify 40% of its delivery
lack effective public transport, its creation of a dedicated fleet.14
companies often provide company for EV adoption,
transport services to their Uber’s deployment of EVs in An accelerated adoption of
employees. In this respect, the Hyderabad in April 201912 and its EVs across business and its
business demand for clean plan to expand adoption of EVs fleets can provide the scale and
mobility is already driving the use for the last mile showcase the experience required for mass
of EVs for employee transport. early enthusiasm of ride-hailing adoption in India. Business
Companies such as Amex, platforms for EVs. leadership can provide the
Accenture, Adobe, American demand signal to manufacturers
Express, EY and Google have and infrastructure investment
deployed EVs for their employee companies, helping solve
transport requirements. This in problems to early adoption such
turn is supporting the creation of as lack of vehicle models or
an independent electric mobility charging infrastructure.
ecosystem, with business
investments in electric fleets,

2
Evaluating
electric
vehicles
The current capital cost of an EV is high as
compared to an ICE vehicle but its operating
cost is low - so the more you drive an EV, the
more cost effective it becomes.

Most fleet operators have limited Incentives: government production and the disposal or
or no experience in procuring incentives can help to reduce reuse of batteries could further
and operating EVs in India. The the procurement and operational increase their environmental
good news is that EVs are not cost of EVs. Goods and Services benefits. And as grid electricity
very complicated. Simply put, Tax (GST) for EVs is 5%, against becomes cleaner, the difference
an ICE has been replaced by an the 18% - 50% (with cess) for in carbon footprint between
electric motor and the fuel tank various ICE vehicle categories. electric cars and gasoline cars
by a battery bank. This difference in taxation is a will continue to grow.20
key incentive for EVs. Further,
The fundamental parameters for phase II of the scheme for Faster Total cost of ownership (TCO):
evaluating electric vehicles are Adoption and Manufacturing of given the current capital and
as follows: EVs (FAME II) provides demand- operating costs of EVs and ICE
side incentives (i.e., upfront vehicles, TCO parity is being
Procurement cost: the achieved at various utilization
incentive on purchase price) of
procurement cost for EVs levels (in km/day) considering
INR 86 billion (USD $1.24 billion)
is currently higher than ICE current market prices.21
for a three-year period starting
vehicles, primarily because of Annual ownership costs for
April 2019.18 A list of EV models
the high share of the lithium e-vehicles fall against their ICE
available in India applicable
ion battery as a part of the total counterparts when the vehicle
for incentives under FAME-II
vehicle cost. The battery pack is driven more than certain
scheme can be accessed here:
makes up close to 35-40% of thresholds (kms in a year).
https://www.fame-india.gov.in/
the retail price of a medium-size
ModelUnderFame.aspx
car.15 Nevertheless, lithium-ion
battery pack prices have fallen Maintenance cost: maintenance
from USD $1,000 per kWh in
The more you drive
costs for EVs are lower than
2010 to USD $176 per kWh in for combustion vehicles,
an EV, the more
2018, a drop of 84% over eight as EVs have fewer moving cost effective it
years. Prices below USD $100 parts. The drivetrain in an ICE becomes.
per kWh are expected in the next vehicle typically contains over
few years.16 two thousand moving parts,
whereas the drivetrain in an EV TCO analysis8 for major vehicle
Operational cost: operational
contains around 20;19 and, there segments and use cases
costs, which are based on
are usually fewer fluids (like oil considers the cost of vehicle,
running and maintaining of
and transmission fluid). All of charging cost, maintenance cost,
vehicles, are lower for EVs17
this means significantly lower cost of secondary and tertiary
chiefly because:
maintenance costs. battery, and subsidy available
• Electricity costs are lower (applicable) to manufacturers.
Sustainability: EVs are more
and less volatile than gasoline However, it does not consider
sustainable because electric
prices ancilliary costs to charging
motors are more efficient
than combustion engines at infrastructure (for operators),
• Electric motors are
converting energy to motion. EVs insurance of vehicles and other
much more efficient than
already produce far less climate auxillary costs which may or
combustion engines
pollution than their gas-powered may not be common to both ICE
(efficiency of e-motors: 85-
counterparts, and they’re and EVs. These assumptions
90% against 20-25% in ICE)
getting cleaner. Optimizing EV have been part of all analyses
conducted for this guide.
Figure 2: Operational cost comparison between an EV and an ICE vehicle
Battery electric vehicles Conventional vehicles (ICE - Diesel)
Cost of usage per unit of electricity/litre of fuel INR 6-8/kWh INR 65-70/litre
Fuel cost (INR/km) INR 0.9 - 1.2/km INR 3.2 - 3.8/km

Figure 3: Total cost of ownership (TCO) parity comparison for vehicle segments and utilization levels
for use cases22
TCO parity with ICE and current utilization levels in use cases
Parity with ICE ETS Ride-hailing Deliveries

Vehicle segments and use cases

50 100 150 200 250 300

kms/day
Vehicle range: vehicle range is for city usage (30ft/9m buses) Charging time: the time it takes
directly linked to battery cost and typically range between 200- to charge a vehicle has been a
technology improvements such 230 kms per full charge. Globally, challenge for fleet operations. The
as increasing battery energy there are nearly 70 popular EV time to charge an EV (2W, 3W,
density. As battery costs reduce models being manufactured by 4W and buses) depends on the
and battery efficiency improves, Tesla, Volkswagen, Nissan, BMW, size of the battery (or range) and
vehicle range is likely to increase. Chevrolet, Renault and more. The the output power of the charging
In India, the range of four-wheeler average range of EVs today is point. The range of vehicle is a
variants typically ranges from around 315 km.23 product of the vehicle’s battery
180-452kms per full charge. The size and efficiency. This can be a
manufacturers include Mahindra, key concern for any fleet operator
Tata and Hyundai. EV models in 100% of EVs today trying to maximize vehicle use, and
the two-wheeler segments have can travel more than for use cases such as ride-hailing,
ranges above 80 kms per full the average daily the revenue potential of driver
charge, from manufacturers such trip; ~70% of EVs can time must always be considered.
as Okinawa and Avera. For three- travel more than daily Intelligent algorithms, informatics
wheelers, on-road range of 60- and proper vehicle and charging
70 kms per full charge is typical
use thresholds for point-level planning are necessary
in the new Kinetic Green models. fleets. to viably operate a fleet.
Buses manufactured by BYD
Credits by: EEE-Taxi

Figure 4: Range of globally available EV car models
EV models and their range

600
Model range per charge
500
Hyundai KONA
400
Average range of EV car models
300
Daily utilization needed to achieve cost parity in fleets Tata Tigor
200
Mahindra e-Verito
100 Average daily trip (US)
Average daily trip (EU)
0
Various EV models available globally
Range Average range of EVs Daily fleet utilisation

Average Daily Travel (US) Average Daily Travel (EU)
Charging standards - there Most major OEMs in Europe

are three key global charging and the US, with a few in Japan
standards: CCS (prominent in and South Korea (Hyundai, While the
US & Europe), GBT (in China) and KIA, Honda), have opted for dominance of any
CHAdeMO (Japan). Currently, CCS charging standards over
the Indian automotive market CHAdeMO in their upcoming and
one standard over
is dominated by Japanese new EV models.24 others is yet to be
car makers (Suzuki, Toyota, established, multi-
A list of charging solution
Honda) who may want to
providers in India can be
standard chargers
support CHAdeMO. However,
large European and US- accessed here: https:// are increasingly
based automakers prefer evreporter.com/ev-charging- common.
CCS standards, and new solution-providers-in-india/
Chinese entrants prefer GBT.
Consequently, fleet operators
must future-proof their charging
investments.
Table 1: Average charging time across various vehicle segments available in India
Vehicle segment Battery* Usual range* Fast charging** Slow charging**
2 wheelers 3-5 kWh 60-100 kms 0.5 hrs 1.5-2 hrs
3 wheelers 3-5 kWh 60-80 kms 0.5 hrs 1.5-2 hrs
4 wheelers 15-25 kWh 120-160 kms 1.5 hrs 6-7 hrs
Buses 180-300 kWh 180-220 kms 4-6 hrs -

3
Prioritized
use cases for
business EV
adoption in
India

Large-scale adoption of EVs • employee and customer The following chapters cover the
needs to be accompanied transport; barriers, recommendations and
by system-wide changes: adoption processes for each of
across customer acceptance, • platform-based ride-hailing; the three use-cases.
emergence of supporting and
business models and policies, An overarching recommendation
• last-mile urban freight and has emerged across all use-
manufacturing, availability of
deliveries. cases, which indicates the merits
various vehicle types, awareness
of technology, pricing, and of players forming partnerships
These use-cases exhibit the
set-up of both private and with city-governments and
highest potential for early
public charging infrastructure. other participants in the mobility
adoption. This has been
Early adoption by government, system. Participants were able
established through consultation
businesses and fleets can to leverage funding, demand
with the industry and the vehicle
provide the scale to create aggregation tools, charging
utilization potential of each
micro-systems which can grow, networks and more, to make their
use-case. Higher potentials for
replicate and eventually combine, transition to EV adoption easier
utilization will lead to ownership
to form larger ones. and faster.
cost parity of EVs with ICE
counterparts in each of these
For this guide, we have identified
use-cases, making the transition
three high-priority use cases for
easier and more viable.25
business EV adoption in India:
Table 2: Identifying prioritized use cases for business EV adoption in India
Identifying prioritized use cases for business EV adoption in India

Business influence on Early adoption Popular vehicle type Prioritised
Transport use case
electrification potential used used cases
People movement
Self-driven
Personal vehicle (self-owned)
Vehicle as a service
Leased vehicle
Rental vehicle
Ride as a service
Employee and customer

√
transport
Platform based ride-hailing √
Conventional taxi service

(intracity & outstation)
Mass transit
Goods movement
Long distance road freight
Last mile deliveries √
High Medium Low

3a
Electrifying
employee
transport

OVERVIEW OF Definition: in the context of this segment generally has well-
EMPLOYEE TRANSPORT guide, employee transportation defined and fixed routes, so
IN INDIA is defined as transportation it is possible to guarantee
services provided to the utilization via planning and
employees by a company. It setting up charging stations,
As Indian cities grow, the lack
could be in the form of (refer to leading to business viability.
of reliable public transport
figure 5 for more insight)
combined with passenger safety • Size of the market: As of
concerns has given birth to a 2017, the corporate or ETS
burgeoning corporate employee forms 23% of the pan India
transport system. The large WHY ELECTRIFY taxi-market, i.e., estimated to
outsourcing services industry EMPLOYEE TRANSPORT? be USD 3.5 Bn.26 This market
in India has been a major is projected to grow at CAGR
contributor towards the growth • Higher utilization rates and 13.7% until 202227 (refer to
in employee transport services. defined routes make this figure 5 for more insight).
The ease of accessibility, segment well placed for
late night availability, safety EV adoption: EVs at high • The unidirectional flow of
and comfort offered by the utilization rates, can compete traffic towards corporate
employee transportation makes with conventional vehicles. centers is contributing to the
it a preferable alternative when This positions companies heat island effect: the issue
compared to the public transport and employees to derive has become prominent in
counterpart such as a metro. economic value. In addition, Indian cities, where areas near
the employee transport corporate offices are up to 3-5
degrees Celsius warmer than
the surrounding area.
Category Description
Company-owned fleet Where a company owns and operates a fleet of vehicles

Where a company enters into vehicle lease contracts with third party
Mobility-as-a-service transport vendors to help employees commute from their homes to the
workplace and back. Also used for office operations
Creating and operating workplace infrastructure facilities (charging
Employee-owned infrastructure in case of EVs) or incentivizing employees to purchase/use
the vehicles
Figure 5: Overview of Indian taxi market
CAGR
Corporate/ USD 6.6 Bn
USD 3.5 Bn 13.7%
ETS
2017 2022
Offline
Hotels,
schools Key motivations for businesses to
provide employee transport service are:
Outstation
& events Primary support to core business
Incentivise recruitment and retention
Employee safety and security

Online
Ola, Uber
Service differentiator among corporates
Pan-India taxi market & more

VARIATIONS IN USE- With these ownership models • Utilization: EVs can be used
CASES come the various modalities of for additional services, apart
operation: charging-cycles, duty- from employee transportation,
There are three popular cycles, locations, ownership to ensure fleet utilization; for
ownership models in corporate and partnerships, software example, EVs being deployed
employee transport: company- platforms, analytical tools and as part of ride-hailing fleets
owned, mobility-as-a-service more. Consequently, leasing out (Uber, Ola et al) when not
and employee-owned. to expert EV vendors over usual providing employee transport
third-party vendors is necessary services.
Company-owned vehicles: to reduce the ownership costs
This involves the company of “traditional” substitutes or EV
owning both the vehicles and deployment.
the chargers. It involves costs to
train staff, set up infrastructure Certain practices that are Transitioning to an electric
proposed under this ownership
and operate the fleet. Most vehicle from a fossil-
model are as follows:
companies who are used to fueled vehicle for my daily
conventional ICE vehicles • Charging network: work commute gives me
face difficulty switching to partnerships with existing a sense of responsibility
EVs primarily because of high networks in cities to manage towards society and
costs and a lack of operational operations pride in spreading the
experience.
word across by being an
• Location of captive chargers:
Mobility-as-a-Service: This either at company or service-
ambassador of change.
ownership model involves provider sites
companies contracting third- Sushovan Bej,
party vendors to provide EVs. • Chargers: deployment of fast Passenger –
It is the most widely adopted (DC) and slow (AC) chargers at EY Employee
model for employee transport. company premises.
From a corporate customer
perspective, it is difficult to • Technology: employing
own and maintain EVs and/ route optimization software
or charging infrastructure; the to ensure fleet utilization and
company also incurs various efficiency
overheads such as training
staff/drivers, managing off-duty
accommodation, catering for
meals and more.
Figure 6: Ownership models and costs for employee transport
Ownership models for Employee Transport

Key features
Company-owned Mobility-as-a-Service Employee-owned
Procurement, operation and mainte-

1
nance of chargers
2 Economics of operation
3 Suitable vehicle segment
4 Infrastructure augmentation
5 Training staff
6 Miscellaneous overheads
Cost High Medium Low

Employee-owned vehicles: this In the Indian context, with
involves the company setting current vehicle models and
up charging infrastructure and subsidies available, an electric With current
dedicating EV parking spaces four-wheeler and an electric mobility and
for their employees. In this bus will achieve TCO parity with utilization trends
model, companies bear the their ICE counterparts when the
cost of setting up infrastructure vehicles are used more for than in employee
and power. Staff and overhead ~200kms/day and ~210kms/day transport, four-
costs become optional. This respectively.28 wheelers promise
model proves beneficial to higher potential
both employees and business In the four-wheeler vehicle
customers (with marginal segment, employee transport for transitioning to
expenses). Companies can fleets would need to take up four electric mobility as
shifts per day to cross the parity
support employee ownership by compared to buses.
offering charging for employees; threshold. At the same time,
it can also lease vehicles to businesses can also consider
employees in some models. three-wheelers for short (10-15
kms) trips catering to employees
living close by. While three- STAKEHOLDERS
wheelers do provide lower parity INVOLVED IN THE
ECONOMIC VIABILITY thresholds, three-wheelers also ADOPTION PROCESS
AND POTENTIAL TO present lower occupancy, safety
SHIFT and comfort for riders, which are Who are the decision-makers
important considerations. within a business (customer)?
Despite the lower operating cost
of EVs, there is a significant TCO The lack of subsidy support Considering that the functions
gap that exists between EVs and for private e-buses makes it and organizational structure
ICEs for the four-wheeler and difficult to adopt buses for of every business customer is
bus segments. The TCO gap can employee transport. With current different, the decision makers for
be bridged only if an EV is used vehicle costs, models such EV adoption within companies
extensively. as Shuttl (driving around 120- will also be different. These
180kms a day) will not be able departments may include HR,
to economically shift to EVs. Finance, Procurement or Legal;
Lack of clarity around duration the transportation vertical
of validity of e-bus permits also may be housed under any of
hurts the investment in e-buses. these departments, or across
businesses.
Figure 7: Evaluating economic viability for employee transport
Four-wheelers - ownership cost by utilization per day Buses - ownership cost by utilization per day
600 4.000
Thousands
Thousands
120-140 kms in 12-hour

model with 2 shifts for 3.500
500 ETS four-wheelers
3.000
Annual ownership (INR)
400
2.500
TCO parity
300 2.000 between 210-230
TCO parity kms/day
between 200-220 160-200 kms by
180-240 kms in 24-hour kms/day 1.500 buses in employee
200
model with 4 shifts for transport segment
ETS four-wheelers 1.000
100
500
0 0
30 91 152 212 273 96 160 224 288
kms kms
ICE EV ICE EV
Economically viable range Economically viable range
Four-wheelers usually make pick ups and drops across Buses on employee transport platforms usually travel in
cities like Delhi-NCR and Hyderabad, covering an average shifts with few mid-day routes nudging up the daily
distance of 60 kms per shift average to 160-200 kms/day

Figure 8: Key motivations for internal stakeholders within corporate structures
Key motivation of stakeholders and decision makers in corporates to switch to EVs
Considerations for EV transition

Finance HR Operation Manager Legal
Economic viability
Ensure economic Ensure Ensure reliability Ensuring
viability of employee of operations; standard
Employee safety and comfort employee benefits, safety proper contracting as
transport and comfort to utilisation of far as possible
Reliable operations operations and create a healthy on-site facilities, with vendors,
exploring new work vehicles and partners and
ways to reduce environment, transport suppliers to
Robust contracting cost to company with happy services for avoid
without employees employees impediments in
Environmental & CSR benefits compromising on operations
operations
Any of these decision makers in the corporate structure

can be champions to initiateand accelerate adoption of EVs
BARRIERS AND SOLUTIONS TO ADOPTION
Stakeholder Barriers Description and solutions
• Limited options in the market and their apparent performance constraints

Limited vehicle discourage businesses to switch to EVs
options, with Solution: businesses should begin with easier segments in fleets: replace
low range and vehicles with fixed routes – this can be done with low-range, low-cost vehicles.
reliability, and It is easier to adopt EVs if the utilization is high: businesses should initially
high cost deploy EVs for 24-hour operation models to mitigate cost-disparities for
higher-cost, higher- range vehicles.
Businesses
• Lack of awareness and technical know-how to operate EVs can be a
significant impediment in adoption
Lack of
awareness of Solution: special emphasis should be given to enlisting expert e-mobility
technology and vendors who come equipped with technology enablers and best practices.
best practices Additionally, businesses should remain flexible to technology constraints at
the outset. This will enable businesses to offer their employees reliable EV
services and at a reasonable cost.
• Vendors might be discouraged to commit to vehicles which might have
higher performing upgrades soon; temperatures in the field of operation
Rapidly changing hampers vehicle range, and charging time
e-mobility technology,
service unfavored Solution: vendors can diversify their operations with considerable ease,
provider operational considering their typical breadth of deployment: short-range vehicles can
(vendor) conditions and be dedicated to short mid-day drops while newer versions with longer range
high cost can be deployed for employee drop shifts; vendors can partner with business
customers to deploy chargers on-site (e.g. in parking basements) to reduce
wait time and shelter charging activities from outdoor weather conditions.

• Operational reservations • Accept that being an
towards the reliability of EV early mover demands
technology, and consequently flexibility: businesses need
The key plan for employee
the safety of employees to acknowledge that being an
transport service providers
early adopter means that they
should be to identify • Lack of convincing EV options need to be somewhat flexible
champions within the in vehicle segments of choice and try to find solutions that
organization who could get (buses, vans and more) work for all stakeholders.
an internal buy-in and can This will include supporting
• Untrained drivers and staff
push EV adoption forward. vendors to deploy chargers
Some of these inefficiencies are on-site, bear overheads on
Vikash Mishra, due to a lack of understanding staff training and more.
Head of External and can be addressed through
Relations, Lithium • Choose the right service
knowledge-sharing and myth-
Urban Technology provider/vendor: select
busting. Other issues are likely
expert vendors with valid
to be resolved as the market
experience in electric
evolves and EVs achieve parity
EV ADOPTION PROCESS on their upfront costs as well as
mobility, rather than existing
mobility providers offering EV
operational costs.
Once initiated, the deployment options. Vendors can provide
process can often take between Business should consider technology expertise to:
four and eight months, the bulk preparing conversation starters
• Optimize routes for
of which is spent in evaluation. and pre-emptive data that can
dropping off and picking up
One of the objectives of this answer questions such as ‘Why
employees
guide is to compress this EVs?’ and ‘How to Adopt?’. This
timeline and accelerate the can help speed up decision- • Deliver “smart” charging” to
adoption process. making and adoption. maintain and extend EV and
battery life; minimize grid
Currently, there are several For the business customer, the
augmentation; schedule
inefficiencies in the process of adoption process will involve the
charging according to
adoption, such as: following considerations:
duty cycles (with minimal
• Protracted time socializing the chargers); and reduce
concept within the corporate power expenses
structure
Figure 9: Motivation and objectives of companies and vendors at different stages of the adoption
timeline
Approaching the client/ Understanding needs Demonstration and Contract agreement,

Stage Operation and learning
corporate and client consideration decision delivery and use
• Become aware &

Client/corporate • Consider cost benefits • Solicit feedback from • Finalise terms and • Boost brand image,
understand technology
activities employees conditions of operation share learnings
• Assess cost benefits

• Maximise profit • Consider impact to • Favourable economics • Consider expansion
Client/corporate goals • Select fleet technology
• Increase sustainability brand image
• Environmental impact
• Terms of operation
• Increase corporate • Project economical • Successful and
considering technology
Fleet-business activities awareness and interest operation economical operations • Optimise operation
constraints and
in EVs without breakdowns
limitations
• Approach numerous
clients
• Anticipation of needs • Maximised utilisation • Successful operation • Maximise efficiency and
Fleet success factors • Reach out to EV
• Right product fit utilisation
champions within
corporates
• Smart charging, route
• Smart charging, route • Smart charging, route optimisation
• Analytical platforms • Smart charging, route
Fleet technology optimisation optimisation • Vehicle diagnostics,
optimisation
• Vehicle diagnostics • Vehicle diagnostics partnerships with
infrastructure providers
4-8 months
Corporates Vendors/ fleet operators

• Ensure utilization of EV fleet • Choose the right charging • Partner charging
and chargers, enabling EVs strategy: charging networks: the vendor
to attain parity with ICE infrastructure can mean a high can link to pubic charging
vehicles cost both in terms of capital networks in cities
as well as the daily power (commercial sites, fuel
• Train staff to efficiently requirements. It is imperative stations, malls); along
operate EVs and chargers, to have the right charging with digital platforms that
disseminating best strategy paired with the right show where charging
practices to increase operation model. Some opportunities exist, and
hardware life existing models are: routes can be planned
according to charging
• Choose the right contract: • Captive charging at locations. This strategy is
with the dynamics of the site of business suitable if a fleet is being
operation switching, contracts operations: the vendor can utilized for ride-hailing
with e-mobility providers can set up charging at business services when it is not
accommodate constraints on sites for off-peak charging completing employee
both the business customer during the day (between 2/4 transportation shifts.
and the vendor. Popular shifts in the day) or night.
practices include payment on Some businesses also elect
per day basis (independent
of kms travelled per day) and
to set up the chargers at Setting up
their sites for the vendor to
payment on a kms/month utilize.
of charging
basis. Vendors equipped with infrastructure means
technology solutions such • Captive charging at the high capital cost -
as smart chargers and route vendor site: this strategy
optimizing platforms are best involves the vendor setting
operations should be
placed to achieve payment up chargers at their own optimized to ensure
terms closer to normal ICE site or depot. Fully charged high utilization
fleets. vehicles (>80% state of of both fleet and
charge) are sent in for
pick-up and drop-off in the
infrastructure assets
morning/evening. Interval
charging is done at captive
sites or public charging
stations in between shifts.
Figure 10: EV adoption process for companies in the ETS sector
1 1
Gather intel, identify key players in
Deploy EVs and infrastructure
the ecosystem
2 2
Engage stakeholders and expert Track and document real world
vendors operational data
3 3
Analyse trade-offs and operation
Register gaps in operation
models
Initiate Prepare Plan Implement Evaluate

1 1 1
Identify vehicle and charging Map vehicle transition, identify Analyse data collected to optimise
technology available early vehicle candidates to switch operations
2 2 2
Initiate dialogue with external and Map charging requirement and Examine technology innovations
internal stakeholders technology options for future deployment
3 3 3
Envision future fleet and a timeline Select vendors and partners to Evaluate merits and opportunities
to adopt EVs deploy to scale up deployment

3b
Electrifying
ride-hailing
Credits by: SmartE

OVERVIEW OF RIDE- last-mile mobility and “vehicle • The app-based ride hailing
HAILING IN INDIA as a service” models where industry is evolving into one
customers can pick up and of the preferred forms of
India is increasingly young, urban, drive the vehicles themselves personalized commute in
well-connected to the internet (typically two 2-wheelers and India: India is known for having
and enjoying higher incomes. micro-mobility options) using an the lowest car ownership
In its search for convenient, app-based service. levels among all emerging
accessible and affordable countries. As of 2018, ride-
mobility, India looks ready to The guide does not focus on hailing services forms 13%
adopt new mobility options. electrifying traditional off- of the Indian taxi-market,
line intracity and intercity taxi estimated to be USD $6
Shared mobility and ride-hailing services as they are limited. billion.29 The app-based
services provide easy access online ride hailing market has
to affordable and convenient The target audiences for this
grown significantly in the last
journeys using two, three and section of the guide are strategy
three years and is expected
four-wheel vehicles. App-based and business teams of various
to grow to USD $10 billion by
ride hailing-services have grown mobility platforms, potential
2023. This includes addition
rapidly over the past five to investors and strategic partners
of the relatively newer vehicles
seven years. Most app-based that can deploy electric vehicles
segments of two and three-
ride-hailing services in India and charging infrastructure for
wheelers.
started with four-wheelers but running EV operations on these
there has been recent growth platforms. For the purpose of this guide,
in formalized two and three- the app-based ride-hailing
wheeler ride-hailing. market excludes the offline
WHY ELECTRIFY RIDE-
last-mile ride-hailing services
Definition: for the purposes HAILING? such as cycle rickshaws, offline
of this guide, ride-hailing has three-wheelers and standalone
been defined as an app-based • Higher utilization rates e-rickshaws.
method of booking personal position this segment well
transport, where a customer for EV adoption - the average
hires a driver along with a vehicle coverage of a ride- hailing
(2W/3W/4W) for their commute vehicle is between 150 - 400
to a destination. kms a day, which is the most
of any of the use cases. Those
Other popular variations have vehicles with high driving
also been considered, including miles realize shorter payback
on-the-road ride hailing for periods from going electric
branded and aggregated shared than private car owners.
Figure 11: Overview of Indian ride-hailing market
12,0 310 15% CAGR for online ride-hailing market in India to 2023
290
10,0
80% revenue is generated from Tier 1 cities/metros
270
Revenue (USD Bn)
8,0
Users (Millions)
250
48% of commutes in major cities are for work purposes
6,0 230
4,0
210 20-25% fleet utilization in Tier 2/3 cities
190
2,0
170
Vehicle segments employed by major players
- 150
2019 2020 2021 2022 2023
Revenue (USD) Users CO2 emissions avoided by EVs compared to equivalent
Source: EY Analysis; QZ; Ola; News Articles

• The expansion of these c) Driver-owned: the current
services in Tier 2/3 cities cost disparity governs this In the current model,
at cheaper costs has led ownership model in fleets. driver-ownership of
to increased demand for As the cost of electric two ICE vehicles on ride
bikes/autos: as of 2019, the and three-wheelers is closer hailing platforms is
concentration of the online to the cost of their ICE
the norm. However,
ride-hailing market across counterparts, driver-owned
popular vehicle segments models can be suitably
early adoption of
(2/3/4 wheelers) has largely considered in two and three- EVs for ride-hailing
been in Tier 1/2 cities. With the wheeler segments. is likely to be led by
expansion of these services mid-sized investors
to Tier 3 cities and towards 2. Vehicle-as-a-service (VaaS) owning and operating
a lower cost of mobility, the fleets at a scale
a) Investor-owned: will have
demand for smaller form that allows them to
a higher adoption potential
factor vehicles (bikes/autos)
in the current use case, as manage charging,
on ride-hailing platforms is
expected to increase. There
it reduces upfront costs for driver training and
platforms by having investors optimization of
is a higher economic viability
place vehicles in fleets. fleet operations.
for two and three wheelers at
smaller trips and commutes, b) Platform-owned: sustainable It is expected that
when compared to four- platform-fleet ownership is individual drivers may
wheelers. only possible when fleets be wary of owning
are utilized to their potential. new technology in
VaaS may not deliver the high early stages of the
VARIATIONS IN USE CASE daily kilometers that fleet
market. We expect
aggregators do, resulting in a
lower adoption potential.
driver-owned vehicle
1. Ride-as-a-service (RaaS) models to make a
a) Investor-owned: this model
c) Driver-owned: this ownership comeback once the
model has a significantly lower business models
involves investors placing
adoption potential, owing to and technology
vehicles in platform fleets.
the high upfront costs.
For the short to medium- are proven and a
term, until the purchase public charging
prices of ICEs are higher infrastructure has
than EVs, investor-owned been built out.
models are likely to drive
adoption. Platforms will need
to demonstrate promising
metrics to investors/ Vehicle
Ownership models and their adoption potential
segments
partners across increased
visibility, higher utilization and Investor-owned Platform-owned Driver-owned
operational savings.
I Ride as a service
b) Platform-owned: for
platform-based aggregators,
whose operations
promise high vehicle use,
platform-owned models
are achievable. The lower
operation cost will allow for
quicker recovery of cost
(three-five years) across II Vehicle as a service
all vehicle segments. This
model usually involves
platforms leasing vehicles to
drivers.
Adoption potential High Medium Low

ECONOMIC VIABILITY Figure 13: Evaluating economic viability for ride-hailing use case
AND SHIFT POTENTIAL
Two-wheelers - ownership cost by utilization per day
Considering the price sensitivity
of the market in India, most 130 TCO parity between
Thousands
riders would be reluctant to pay 120 100-120 kms/day
a higher cost for riding EVs over 110

ICE vehicle. As vehicles on ride- 100
hailing platforms have higher 90
utilization, this threshold should 80
EV
not be very hard to cross. Based 70
Usage of two-wheelers ICE
60
on the total cost of ownership, in ride-hailing
50 fleets (120-140 kms)
electrification of two-wheeler
40
and three-wheeler fleets are 30
most viable, eventually followed 15 30 61 76 91 121 152
by four-wheelers. kms

Economically viable range

Four-wheelers in ride-
hailing fleets in Tier Two-wheelers usually make 20-25 trips a day, with an
1 cities are close to average trip length between 4-5 kms for Tier 1 cities and
parity, while Tier 2/3 3-4 kms for Tier 2/3 cities
cities with shorter

trips seem more apt
for two and three-
wheeler EV adoption.
Three-wheelers - ownership cost by utilization per day
The subsidies announced under
FAME – II have made adoption
190
Thousands
increasingly attractive across the TCO parity

2/3-W EV segments. A capital 170 between
100-120 kms/day
subsidy of approximately INR 150

10,000/kWh30 is being provided. 130
Vehicles acquired using this 110
EV
subsidy will enjoy closer TCOs 90 CNG
to ICE/CNG counterparts, Usage of three-wheelers
70 in ride-hailing fleets
translating to lesser daily
(80-150 kms)
utilization levels to break even. 50
For charging infrastructure, 30

15 61 91 152 212
which contributes greatly in kms
certain ownership models for
fleets, aggregators can avail up
to 50%31 of the cost of EVSE. Economically viable range
Three-wheelers usually make 25-30 trips a day, with an

average trip length between 5-6 kms for Tier 1 cities and
Vehicle segment 4-5 kms for Tier 2/3 cities
prioritization, with an eye
on TCO viability, is at the
heart of the EV adoption
drive across the country
Carson Dalton,
Senior Director, Ola
Mobility Institute

Figure 13: Ownership models ride-hailing fleets and their adoption potential32
Four-wheelers - ownership cost by utilization per day
600
Thousands
Usage of four-wheelers
in ride-hailing fleets
500 (140-150 kms) –
Tier 2/3 cities

400
TCO parity
300 between
200-220 kms/day
Usage of four-wheelers
200 in ride-hailing fleets
(190-200 kms) –
100 Tier 1 cities
0
30 91 152 212 273
ICE EV
Four-wheelers usually make 20-22 trips a day, with an

average trip length between 11-12 kms for Tier 1 cities,
and 6-7 kms for Tier 2 and 3 cities
STAKEHOLDERS IN THE ADOPTION PROCESS
Figure 14: Benefits to stakeholders involved in the ride-hailing adoption process
Benefits
• Reduced operation costs for ride-hailing fleets

Platforms/aggregators • Reduced CO2 emissions of enterprise and operations
• Leadership in low-carbon space and market
• Drivers with captive-residential chargers, get no-cost credit

charging (two- month electricity bill cycle)
Drivers
• Improved credit profile, a part of a fleet aggregator; attractive
financial products can be introduced
• Noiseless and seamless commute for riders

Users/riders • Contribution to environment by commuting in zero emission
vehicles

Stakeholder Barriers Description and solutions

Commercial tariffs are still being imposed in states where EV
tariffs have been proposed; there is a delay between policy and
implementation
Land leasing costs for charging infrastructure on private/public
lands are high
High auxiliary Solution: fleets and other private players can form coalitions to
costs for charging leverage benefits from aggregation; they can:
Ride-hailing
infrastructure
platforms 1. negotiate with DISCOMs to expedite on applicable EV tariffs,
translates to higher
cost of charging and
2. collaborate with city governments to avail of “smart-city”
funds to set up public infrastructure.
Land lease agreements can have lock-in periods to inhibit high
increments in cost; and rooftop solar can be explored to reduce
power expenses.
Lack of a robust charging network often means more waiting time
and less revenue earning kms for drivers
Solution: platforms can develop driver interfaces with partner
Long waiting times
charging networks to optimize routes and locate chargers. At
for charging and high
certain states of charge, platforms can explore offering drivers
opportunity costs are
EV drivers rebates for high charging costs until EV tariffs come into effect.
discouraging drivers
from making the Battery swapping should be considered by two and three-wheeler
switch to EVs fleets in the ride-hailing sector. Many cases indicate high utilization
of fleets (low down-time) and the consequent rise in revenue-
generating kms. These benefits are particularly popular with
drivers.
Range anxiety often discourages riders to use EVs

Solution: through the platform, drivers can show their customer
feedback on data such as successful trips and reviews received.
Range anxiety
This can help resolve any reservations riders might have about the
Customer/Rider and hesitancy in
capacity of the EV to travel the distance required.
subscribing for EVs
Moreover, app based ride hailing platforms can help drivers and
riders to prioritize effective utilization of electric vehicles and
charging infrastructure through use of informatics and algorithms.
EV ADOPTION PROCESS create charging infrastructure end up owning and operating

and operate their fleets at or most assets (both vehicles
Best practices for EV adoption above the minimum size and and charging infrastructure).
on ride-hailing platforms are: scale for viable investment. Some platforms who wish
Others are investing in to continue with current
• Right ownership model: Most pilot schemes that can ICE ownership models are
existing platforms are taking demonstrate their viability. In hoping for a shift to driver-
the initiative to deploy EVs any scenario, platforms will owned electric vehicles and
on their platform. Several are continue to seek to be “asset- widespread public charging
trying to work with strategic light”, and partnerships will be infrastructure, however, this is
partners/ investors that can crucial. It is the partners will unlikely to happen soon.
deploy multiple vehicles,

• Right partners: the right • Right charging/ swapping
partner should have the strategy: For a ride-hailing
technical know-how to platform, a robust charging For fleet based two
operate EVs and/or charging strategy is imperative to and three-wheelers,
infrastructure. As partners address the following: battery-swap may be
are expected to own their an attractive solution
assets, ride-hailing platforms • Potential loss of earnings
can in turn provide demand due to long charging time that allows drivers
certainty and can also
• Unscheduled and “dumb”
to make more trips
consider providing short-term
charging of fleets at captive per day. Electric
guarantees on utilization/ rickshaws that opted
sites, causing longer waiting
backstop losses, to support
availability of public charging
times for customers for swap have been
of their fleets in the early • Better planning to avoiding able to improve daily
deployment stage. ancillary expenses utilization of their
such as land lease, grid EVs from 100-120
• Right technology: Platforms
augmentation and others
need to adapt their algorithms to about 200 kms
to enable deployment of EVs. • Low utilization of any a day, as charging
In order to allocate rides, these captive or contracted down-time is
algorithms need to consider chargers
charging availability, range and significantly reduced.
EV-specific cost optimization; While charging is cheaper from In several cases, the
while still providing enough an operational perspective, extra investment
demand to ensure high higher on-road time and
revenue-generating hours make in swapping
utilization of partner vehicles
and charging assets. battery-swap an attractive option infrastructure can be
for select use cases. justified through this
increase in utilization.

• Right approach: the right
approach is instrumental to
overcome most challenges
arising in the switch to electric
vehicles. The approach for
platforms will differ in terms
of adoption strategy and
timelines. New platforms with
all electric fleets as a value
proposition to users, will
assume a different strategy.
For existing ride-hailing and ride-

sharing platforms (ICE-based)
the following approach can be
adopted:
Figure 16: EV adoption process for ride-hailing fleets in India
New platforms with an all electric fleet, Existing ride-hailing platforms migrating
offering clean and sustainable to EVs in a phased manner to respond
transportation as a distinguishing factor to an evolving market and the
and offering government’s set targets
1 Build on value propositions to 1 Partnering with financiers to

strengthen existing partnerships develop solutions for fleets
2 2
Gauge suitability of newer financial
Devise plan to expand partner network
solutions to drivers
3
Contemplate expansion to select 3
Expanding to driver-owned models
cities with high potential and partners
Pilots Strengthen Evaluate Wider Mass adoption

1 partnerships 1 roll-out 1
Design and deploy Analyse data collected Leverage fleet-size to

pilots in existing fleets to optimise operations establish long-term
partnerships with
public charging
2 2
Examine technology networks
Create value
proposition for innovations with OEMs
2
strategic partners for future deployment Leverage driver-
owned models
3
3
Envision future fleet Evaluate merits and toward mass-adoption
and a timeline to opportunities to scale
adopt EVs up deployment

3c
Electrifying
deliveries
Credits by: IKEA

OVERVIEW OF • Vehicles used for 2. Consistent growth in
DELIVERIES IN INDIA e-commerce and delivery of markets and fleets: the
all types of goods. deliveries market has grown
Last-mile goods distribution is rapidly, especially since tech
• Vehicles used for online players such as Swiggy
an increasingly important part of food and grocery deliveries,
modern city life. Globally, urban and Zomato have entered
typically perishables. and become aggregators
freight traffic accounts for about
10-15% of kilometers travelled of two-wheelers for food
Freight deliveries typically
and emits approximately 6% deliveries. Walmart-Flipkart
deploy three-wheelers and light
of all transport-related GHG and Amazon, along with
commercial vehicles for intra-
emissions. It accounts for other similar businesses
city logistics. E-commerce and
between 2% and 5% of the total have been deploying two-
food deliveries typically use two
workforce employed in urban wheelers and vans for last
or three-wheelers, as well as
areas.33 mile e-commerce deliveries.
e-cycles.
The advent of e-commerce, food 3. Ease of operation through

Why electrify the delivery
and grocery deliveries is leading fixed charging hubs:
system?
to a rapid increase in demand for Popular markets and food
last-mile deliveries. 1. Cost competitiveness of and beverage pick-up points
vehicle segments: electric are the ideal charging /
Customer preferences are two and three-wheelers swapping hubs to keep an
evolving: they want it all and they have the least upfront-cost EV or fleet ready for both
want it now. This is expected disparity against their ICE last-mile goods and food
to put immense pressure on counterparts. Electric two- deliveries. Battery swapping
the sustainability of the urban wheelers presently enjoy the at hubs would also be an
delivery system. greatest number of vehicle option that reduces charging
options. Electric bicycles time.
Definition: for the purposes of and other electric micro-
this guide, this includes: 4. High utilization rates make
mobility options can also be
this segment ripe for EV
• Vehicles used for traditional used for food deliveries and
adoption – two-wheelers
commerce (warehouse-to- they offer even lower TCO.
deliver nearly 88 million
store and store-to-home), orders a month, and for
typically furniture, electronics e-commerce fleets, last-mile
and groceries. deliveries in cities constitute
nearly 40%34 of all logistics.
Figure 17: Overview of last-mile delivery in India
FMCG
Food &
Key segments targeted
beverage
Last-mile delivery
Food delivery, e-commerce and

E-commerce traditional commerce fleets
Traditional commerce includes

furniture, electronics and grocery
Chemicals delivery, among others
pharma & Major vehicle segments considered

are 2W, 3W, LCV/SCVs and e-cycles
healthcare
Traditional
Pan-India last-mile commerce &
delivery market others

VARIATIONS IN USE CASE 2. Traditional commerce
delivery (groceries,
For the three use cases the furniture and electronics)
following ownership models a) Platform-owned: furniture
have been documented: and electronic stores can
1. E-commerce delivery own electric three-wheelers
and LCVs for local deliveries.
a) Platform-owned: for This model is only viable if
e-commerce fleets or store sales allow for regular
localized third-party and high utilization of fleets.
fleets (3PLs) employed by
e-commerce companies, b) Service contracts: this
operations must promise model is the most viable for
that EVs will deliver high daily store owners, as they don’t
utilization. Since electric two- need to pay upfront for the c) Driver-owned: while
wheelers are nearly at parity EVs. Vendors partnered driver-owned models in
with ICE models (at 100 kms with stores would need to two-wheeler segments do
per day), these ownership strategize fleet deployment experience an alleviated cost
models are feasible. LCVs through pilots and studies. disparity compared to other
however do not promise a segments, the adoption
c) Driver-owned: two and potential remains much
higher adoption potential - three-wheelers used
this can be attributed to both lower than leasing. Electric
by grocery stores and bicycles for food deliveries
a high cost disparity and a platforms can explore driver
lack of vehicle options in the can present an attractive
ownership if the demand opportunity to test a driver-
market. from customers and drivers owned model.
b) Service contracts: in order is high enough.
for platforms to stay asset- 3. Food delivery
light, service contracts with
strategic partners (for EV a) Platform-owned: Platforms
deployment and charging and restaurants in this model
infrastructure) present a high would own a fleet of electric
potential for deployment. two- wheelers and the
supporting infrastructure.
c) Driver-owned: Driver-
owned models should b) Service contracts: this
only be considered once model could include
business models for more partnering with 3PLs
attainable ownership (third-party) and vendors
models have been proven. for delivery service and
However, as two-wheelers operations, instead of a
are the ubiquitous mode captive fleet of electric
of transport in India, a two-wheelers. This
driver-owned model does model reduces the costs
show promise compared associated with owning
to other vehicle segments, and maintaining a fleet.
particularly LCVs. This model would be highly
attractive to those online and
asset-light platforms already
established in the market.

ECONOMIC VIABILITY Figure 18: Ownership models and adoption potential for delivery
AND SHIFT POTENTIAL fleets
Vehicle segments Ownership models for last-mile delivery fleets

Online food delivery fleets such
Platform-owned Service contract Driver-owned
as Swiggy or Zomato serve
nearly 1 million orders day, with I E-commerce delivery
an average trip length of 4.4 kms.
This kind of operation pairs well
with the operational constraints
of an electric two-wheeler. II Traditional commerce delivery
E-cycles have also gained
popularity for hyperlocal delivery.
Swiggy, Zomato and other food-
tech players have already started
including e-cycles into their
delivery fleets. III Food delivery
Adoption potential High Medium Low

For the early adoption
of electric mobility in
deliveries (especially for Figure 20: Evaluating economic viability for deliveries use case:
two-wheelers), fleets 2Ws/3Ws35
would need to own / lease
Two-wheelers - ownership cost by utilization per day
the vehicles and operate
them before moving on to 130
Thousands
TCO parity between

driver ownership models. 120
110
100-120 kms/day
100
90
Aparna 80
EV
Khandelwal, 70
ICE
60 Daily usage of 2Ws in
Head of 50 delivery fleets
Sustainability and 40 (90-120 kms)
30
CSR, Jubilant 15 30 61 76 91 121 152
kms
FoodWorks
(Domino’s Pizza)
CO2 emissions avoided by EVs compared to equivalent ICE
fleet by mode per year - 2030
Two-wheelers in delivery fleets usually make 20-25 trips in a day, with the average trip distance
around 4-6 Kms
Three-wheelers - ownership cost by utilization per day

Daily usage of 3Ws
280
Thousands
in delivery fleets
(80-120 kms)
230
180
EV
130
CNG
TCO parity between
80
180-200 kms/day
30
15 30 61 76 91 121 152 182 212 242
kms
Three-wheeler cargo in delivery fleets usually make 15-20 trips in a day, with the average trip
distance around 4-6 kms

Table 3: Specification and operational economics of e-cycles
Parameter Specification
Price INR 30,000 – 45,000
Battery assisted range 60 kms (plus pedaling)
Charging time 2.5 hrs
Cost of operation INR 4 per 60 kms36
Leasing costs INR 2000-3000 per cycle per month
Utilization for LCVs (refer While this guide covers a wide

graph) differs from city to city. span of vehicle segments for
TCO analysis shows E-commerce delivery vans deliveries, four-wheelers can also
economic viability usually make 30-35 deliveries in be considered for e-commerce
for two-wheelers a day, with an average trip length and traditional-commerce fleets
at between 100- of 6-7 kms in Tier 1 cities and (the parity threshold is 230-240
4-5 kms in Tier 2/3 cities. This kms/day).37 However, while four-
120 kms/day, at means vans in Tier 1 cities are wheelers present a lower parity
current market closer to achieving parity than in threshold when compared to
prices. Three- Tier 2/3 cities. LCVs, payload capacity (volume
wheelers still have and weight) of vehicles will be
an important consideration in
a gap to close, with freight delivery.
current utilization
by grocers, furniture
deliveries and
traditional commerce Figure 20: Evaluating the economic viability of the deliveries use
case: LCVs38
at 100-120 kms/day.
LCVs - ownership cost by utilization per day
600
Thousands
For last-mile freight deliveries, 500

Average travel by
delivery vans in
both two-wheelers and LCVs Tier 2/3 cities
are employed by stores and 400
e-commerce companies. LCVs TCO parity
currently break even with ICE 300 between 250-260
kms/day
vehicles at a daily utilization rate Average travel by
200 delivery vans in
of 250-260 kms/day or above. Tier 1 cities
With a lack of vehicle options 100
(limited options available from
Mahindra and Gayam Motors) 0
61 121 182 242 303
and localized delivery runs
ICE EV kms
within cities, electric LCVs would
require innovative operation Economically viable range
strategies to make a viable case
for deployment.

STAKEHOLDERS INVOLVED IN THE ADOPTION PROCESS
Figure 21: Benefits to stakeholders involved in the adoption process for delivery fleets
Benefits
• Reduced operation costs for delivery fleets

Platforms/aggregators • Reduced CO2 emissions of enterprise and operations
• Leadership in low-carbon space and market
• Partake in brand leadership in the low-carbon space with partner

platforms and e-commerce companies
• Reduced operation costs in deliveries
Mobility vendors
• Proven operation model using technology enablers, which can
be replicated to other delivery operations of other industry
segments
• For drivers with captive-residential chargers, no-cost credit

charging (two-month electricity bill cycle)
Drivers
• Improved credit profile, a part of a fleet aggregator; attractive
financial products can be introduced
Barriers Description and solutions

Delivery companies and platforms face difficulty in finding the right expert mobility
partners to provide optimum pricing and performance
Right partnerships with
vendors and third-party Solution: mobility partners such as charging networks and expert vendors are
e-mobility providers imperative to the successful fleet adoption of EVs. The right collaboration will depend
on the operation model. Partners can be forged by approaching companies who are
already piloting and operating EVs.
Operations suffer from not achieving the threshold utilization rates for EVs
Solution: operating EVs to achieve maximum utilization and low ownership costs can
Lack of technology only be done in partnership with technology enablers such as route optimizers, smart
enablers for operations chargers and vehicle analytics. Fleets can also explore platforms to operate on blended
models: deliveries and ride-hailing, for example. This will enable further utilization of
assets and manage the cost.
The market currently holds no viable EV options for LCV segments, which are a
significant portion of last-mile delivery fleets
Lack of vehicle options Solution: fleets should look at switching to two-wheelers first; pilots can begin the
and substitutes journey to heavier adoption, biding time for better LCV options in the market. Fleets can
also explore smaller form factors such as e-bikes for smaller trips – these translate to
lower costs (as there is no fee for registration) and no range anxiety (as the rider can
always pedal).
Some companies and users are hesitant to adopt EVs owing to outdated concerns
regarding range and reliability
Lack of technology
awareness Solution: expert vendors can provide the right docket of information with range
and misconceptions specifications, charging strategy, operation model and others to make sure companies
feel confident in their EV choices. Food delivery platforms, which are governed by rating
systems, can introduce incentives for customers who choose EVs for their food delivery.
Most delivery fleets (especially 2/3W) operate in designated localities that cannot
Inability to achieve assure utilization levels that are close to parity thresholds
utilization thresholds Solution: fleets can look at blended operation models, i.e., delivery fleets can look at
through existing switching to ride-hailing in periods of low delivery demand. Where applicable, fleets can
operations leverage relaxations in government permits to allow operations for both delivery and
ride-hailing.

EV ADOPTION PROCESS explore other models such as at points through platform
service contracts on per day/ requests, and more)
Best practices gathered from month basis.
• Right charging strategy:
EV adoption in delivery fleets are • Right partners: blended the strategy for delivery fleet
listed below: models, which sees fleets operators depends on:
• Right ownership model: having an alternative utility
• Use-cases: food delivery,
fleets must choose the right (e.g. food delivery combined
e-commerce delivery,
ownership model depending with ride-hailing) can leverage
store-home delivery
on the utilization potential of partnerships for:
their business. Food delivery • Ownership model for fleets
• maintaining and operating
and e-commerce fleets EV fleets through expert • Operational model (blended
with variable and frequent third-party vendors models: delivery and ride-
demand can consider hailing, and more)
platform ownership models, • driver training, safety drills
while traditional commerce and best practices • Number of vehicles
fleets (delivering furniture, operating, frequency of
• public charging network for delivery, payload and dead
electronics and more) can fleets (ability to book slots kilometers
Fleet Ownership
Adoption strategy
Model
E-commerce delivery
For e-commerce companies and stores owning a captive fleet, fast and slow chargers are
usually deployed at captive sites (warehouses, dispatch-centers)
Company-owned Delivery fleets have pre-assigned localities for delivery runs, making it easier to schedule
fast-charging across the day; slow charging can take place at night when local deliveries are
not being dispatched
Enlisting the services of third-party vendors specializing in EV operations usually involves
deploying chargers at client-sites (which helps to reduce dead kilometers) or at a vendor’s
Service contract captive sites
The vendor can also partner with upcoming public charger networks for mid-duty charging,
if operations demand it
Traditional commerce delivery
For traditional stores owning a captive fleet, fast and slow chargers are usually deployed at
captive sites (warehouses, store-site)
Company-owned Delivery fleets have pre-assigned localities for delivery runs, making it easier to schedule
charging across the day; charging also takes place at night when local deliveries are not
being dispatched
Enlisting the services of third-party vendors specializing in EV operations usually involves
deploying chargers at store-sites or warehouses (which helps to reduce dead kilometers) or
Service contract at a vendor’s captive sites
The vendor can also partner with upcoming public charger networks for mid-duty charging,
if operations demand it
Food delivery
Restaurants and platforms that own two-wheeler fleets usually deploy fast chargers at
captive sites: malls, restaurant sites (drive-throughs, parking lots); platforms can deploy
chargers at partner-restaurant sites
Many chain restaurants have dedicated bikes for each branch, making the restaurant site a
Company-owned
hub for all captive vehicles
Food deliveries have variable routes and times, but are still confined to a locality; companies
exploring merged models with ride-hailing services to ensure utilization would require a
public charging network as range extenders
Vendors providing delivery services can propose three charging strategies: charger
installation at restaurant sites (where possible); installation at captive sites (preferably central
Service contract to the delivery radius); or partner with public networks
In each case, chargers at restaurant sites prove most economical in terms of reduced dead
kilometers

Figure 22: EV adoption process for delivery fleets in India
1 Move to design a pilot to examine 1

Finalise operational metrics
real-world operation
2 Select suitable operation and 2 Finalise vendors and, fix contracts
ownership model and modalities
3 3
Select partners in terms of OEMs, Develop dashboards to examine
vendors and service providers day to day operation
Scope Design Pilot Evaluate expansion

1 1
Identify vehicle and Analyse data during
charging technology pilot to optimise
available operations
2 2
Initiate dialogue with Examine technology
external and internal innovations with OEMs
stakeholders for future deployment
3 3
Envision future fleet Evaluate merits and
and a timeline to opportunities to scale
adopt EVs up deployment
• Right approach: the following

approach addresses the
adoption challenges for EV
delivery fleets:
Small-scale pilots can be a good

way to collect real-world data
that illustrates pain points and
benefits in performance and
operations. Companies can then
build up through strategies which
are best suited to their preferred
vehicle.

4
Case
Studies

Employee transport: Google
Achievements
Use case Employee transport
Launch year Oct 2018
Vehicle segments 4W
Number of vehicles 58
Cities Hyderabad & Delhi NCR
Google VKT (million kms) 1.9
Emissions avoided (tons of CO2) 440

DESCRIPTION into opportunities through a LESSONS AND
combination of technology, RECOMMENDATIONS
As a part of its sustainability business model and operational
initiatives, Google began the experience. • Hire specialist third
transition to EVs from ICE • Cost – using algorithmic party service-providers:
vehicles for its employee fleet planning and specialist service providers
transportation needs. They scheduling tools to maximize packages mobility as a
appointed Lithium (vendor), utilization (to over 200 km solution and smoothens
an EV-only mobility service per day with an average the implementation and
provider, to roll-out EV passenger occupancy of operation for business
services for the Delhi NCR and 2.7 per trip) ensured cost customers.
Hyderabad campuses after a savings of 10-15%.
successful pilot implementation • Identify ‘EV champion(s)’:
at the Gurgaon office. • Convenience – establishing e-mobility vendors
a hub at Google’s business must identify the right
site ensured ready availability ‘EV champion(s)’ within
corporations to drive the
BARRIERS of vehicles, chargers and
agenda of EV adoption and
manpower (driver and on
ground support). get internal buy-in. Vendors
The four barriers of adoption must leverage a top-down
were cost, convenience, • Charging infrastructure approach to expedite
charging infrastructure and client – Google provided captive migration and deployment
awareness. charging infrastructure to be timelines.
used exclusively on campus
by Google EVs. • 24-hour model for
dedicated ETS fleets:
APPROACH • Client awareness operational viability depends
– a successful pilot on a high daily utilization.
The vendor billing model demonstration helped 24-hour models with four
was inclusive of all services Google gain confidence in shifts of six hours, help both
(vehicle, driver, technology, data the operation. Post pilot, the business customer and
management, charging, unlimited Service Level Agreements the vendor to realize higher
kms etc.) within the contract (SLAs) and Key Performance savings.
period. Google created parking Indicators (KPIs) were
infrastructure, relaxing space, reviewed, after which a full • Coordinate for efficient
toilets, food facilities and dental / roll-out plan was phased in. utilization: a coordinated
medical camps for drivers. They approach and data-sharing
committed to at least 20% of the In Hyderabad, 10 Mahindra would allow for better route/
drivers being women. e-Verito electric sedans were infrastructure planning
allocated on 24-hour basis and and optimum and efficient
The fleet operation has two 15 vehicles on 12-hour basis. In utilization of EVs.
models: Delhi, 33 e-Verito electric sedans
were deployed on 12-hour
1. 12-hour basis: regular
model.
working hours where
employees are picked
up from their residence,
dropped at the Google
campus and then go back
to their homes at the end of
their day;
2. 24-hour basis: company

employees with client
engagements can ask for
immediate transport as and
when required.
The challenges were converted

Employee transport: Wipro
Achievements
Use case Employee transport
Launch year 2018
Vehicle segments 4W
Cities Hyderabad & Delhi
VKT (million kms) 2.9

DESCRIPTION • Lack of technology LESSONS AND
support: vendors not RECOMMENDATIONS
The three primary pillars of equipped with technology
Wipro’s carbon mitigation support would fail to meet Some of the lessons for
program are: enhancing energy vehicle utilization thresholds prospective vendors and
efficiency, increasing the share to validate investments; in business customers could be:
of renewables in their energy mix most cases, businesses
and reducing emissions from don’t have the daily • Green charging
travel. The decision to commit to requirements to meet these for sustainability:
EVs was natural for Wipro since thresholds. environmental impact of EVs
it involved public health benefits only reduces compared to
– cleaner air in cities as well as ICE vehicles when charging
mitigating carbon emissions. APPROACH is sourced from renewable
To meet ambitious carbon energy.
mitigation goals, Wipro decided Wipro partnered with Lithium • Leverage technology
to begin the transition to to develop a standardized enablers: EVs are
EVs from ICE vehicles for its operating model for EVs operationally cheaper but to
employee transport needs. In
ensure proper functioning
2018, Lithium started operations • Lithium’s integrated offering
upfront investment in the
in Wipro’s Hyderabad campus. of an electric fleet with
vehicle and chargers needs
In the last year they deployed 40 a technology platform
to be made. To fully utilize
EVs, realizing around 10-15% rendered the operating
the vehicle’s potential and
savings in transportation costs. model easily replicable.
avoid challenges, technology
After successful operations,
• The charging infrastructure enablers such as route
Wipro now aims to do a pan-India
was expected to be a hurdle optimizers and smart
roll out of 200 EVs in the next
to replicability. This was chargers could be leveraged.
year, through Lithium.
addressed through Wipro
enabling Lithium to set up
charging stations at its
BARRIERS campuses, allowing for easy
and convenient charging
Transitioning to EVs for capability.
businesses includes the
following challenges: • While there were fewer
skilled drivers available
• High costs: reluctance initially, it was addressed by
among business customers Lithium devising a training
due to high upfront EV costs. regimen for drivers to
operate EVs.
• Lack of support from
business customers: most • Wipro employees were
businesses are used to asked for feedback. They
working with conventional provided great feedback
mobility vendors and may around Lithium’s deployment
not wish to invest more by and they related to the
setting up infrastructure on community benefits
company grounds. attached to this.

Employee transport and ride-
hailing: Uber, EY and eee-Taxi
Achievements
Employee transport
Use case
and ride-hailing
Launch year May 2018
Vehicle segments 4W
Cities Delhi NCR & Hyderabad
Credits by: EEE-Taxi

DESCRIPTION APPROACH LESSONS AND
RECOMMENDATIONS
eee -Taxi offers corporate eee-Taxi’s approach aims
mobility which has now been for high operation factors • Leverage partnerships:
merged into a model that through both ride-hailing and partnerships with metro rail
combines corporate mobility employee transport. A dedicated corporations, office real-
with a ride-hailing service, technology toolkit reduces estate owners, residential
making it a distinct hybrid operational cost, increases societies, malls, restaurants,
operation model that offers kms per charge and increases and with ‘Smart City’
optimum asset utilization. reliability; partnerships with local municipalities for charging
charging networks (such as sites would support network
EESL/IOCL/HPCL) have been expansion.
leveraged for range extension
BARRIERS: • Need for strategic
and reduced down-time.
Being mindful of the effect of alliances and partnerships:
Several challenges were faced temperature on charging times, captive chargers can only
by the fleet while operating eee-Taxi has installed dedicated support operations to
under a merged model: captive sheds for charging to a certain extent; but for
ensure reduced charging time expansion and operation
• Cost - reluctance among
and lower power consumption. under a blended model,
business customers towards
range extenders and city
EV transition due to high All vehicles run on a 24-hour charging hubs are necessary.
upfront EV cost. model. There are three operation
models. • Training staff to reduce
• Range - presently, the
expenses: drivers and staff
highest full-charge range • Dedicated Employee should undergo rigorous
in an EV in India is 180 kms. Transport Services (ETS) training for operations.
However, the requirement fleet in which the vehicles This will reduce cost of
for fleet operations is usually are used by companies maintenance and dry
over 250 kms per vehicle per for their daily commute. kilometers in operation.
day. The fleet operations and
optimization in routes • Dedicated operations
• Charging time – the two-
reduces the number of cars team for expansion:
hour long DC charging
to do the same job, time while interfaces and digital
time leads to downtime of
constraint algorithms reduce platforms support drivers
vehicles.
average travel time per during operations, a
• Lack of infrastructure - employee per trip, increasing dedicated operations team
lack of availability of public productive hours at work, will allow the fleet to optimize
chargers prohibits fleet and increasing occupancy application with updating
deployment on longer per car and trips per car roads, charging locations
routes. through its ETS technology. and shifting centers of
commute.
• Temperature & terrain - in • Dedicated Uber fleet in
summer, the vehicle range is which the vehicles are used
reduced and charging time on for ride-hailing to make
increases. every km into a revenue km.
• Hybrid model in which eee

-Taxi’s serving as ETS for
companies switch to ride-
hailing platform at the end of
the trip to maximize revenue
and increase efficiency.
This also provides flexibility
to use e-mobility in a pay
per use way rather than in a
dedicated model.

Ride-hailing:
Glyd – a Mahindra initiative
Achievements
Use case Ride-hailing
Launch year February 2019
Vehicle segments 4W
Cities Mumbai
Credits by: Glyd

DESCRIPTION • Charging infrastructure LESSONS AND
- an ideal scenario for RECOMMENDATIONS
Glyd is a premium, electric, fixed- successful deployment
route, shared mobility service. requires mass availability • Targeted fixed routes:
Launched in February 2019 of fast chargers. Glyd range anxiety reduces and
in Mumbai, Glyd has deployed expects utilities, start-ups charging infrastructure
multiple Mahindra e-Verito and operators to build up occupancy increases with
electric sedans in India, aiming networks in cities, to reduce focused operations on fixed
to solving the upwardly mobile dependency on captive routes.
professional’s daily commute chargers and range anxiety
challenges between their home amongst drivers and riders • Awareness around EVs
and office. Glyd offers travel on alike. and non-financial benefits:
fixed routes between prominent increased adoption from
• Business participation business customers needs
residential areas in Mumbai such - a lack of detailed
as Powai, Jogeshwari- JVLR and adequate awareness.
understanding from facility Business customers must be
Kandivali East to the business managers of the benefits of
hubs of Bandra Kurla Complex made aware of government
EVs for employee transport, incentives and the impact
and Lower Parel. affected mass adoption and on TCO when combined
The company’s proprietary financing options. with the right technology
algorithm ensures guests enablers. Also, businesses
spend minimal time picking up should also account for the
and dropping off other guests, APPROACH non-financial benefits of EV
by using quick hyperlocal adoption, such as company
pickups/drops with zero route- To tackle the barriers, the positioning etc.
deviations. The signature company availed of preferential
vehicles are equipped with • Leveraging support of
electricity tariffs for EVs at
in-car privacy screens, captain OMCs and government
selected locations, which
seats with customized handsets, agencies: oil marketing
brought down the TCO. They
headphone jacks, personalized companies (OMCs) and
also partnered with Vodafone-
lighting and air purifiers, thereby government agencies in
Idea Limited (Wi-Fi partner),
emphasizing comfort for urban India have under-
Cisco Systems Limited
employees. EVs operate five utilized land parcels at sites
(videoconferencing partner)
days a week. which are ideal for setting up
and other service and content
charging infrastructure. With
providers. They leveraged
Brihanmumbai Electricity
system partnerships and linked
Supply and Transport
BARRIERS with multiple charging partners
(BEST), in Mumbai, setting
(at the distribution and hardware
up chargers at depots as
• High commercial levels) to ensure adequate
shared public charging
electricity tariffs - the availability of chargers. However,
infrastructure can help
high commercial electricity with planned expansion, the
augment the operational
tariff adversely affected the company is looking to deploy
capabilities for EV fleets.
economic viability of the multiple fast and slow chargers
operations and depleted the in Mumbai, and later, nationally in
low operating-cost benefits collaboration with partners.
of EVs.
• Consumer perception
- consumers tended to
place a greater emphasis
on economics than
sustainability. Glyd plans
to leverage the cheaper
operating cost for EV
adoption.

Ride-hailing: Ola
Promise of e-mobility in India
Achievements
Launch year May 2017
Vehicle segments 3W/4W
Number of vehicles 100+
Cities Nagpur
Credits by: Ola Mobility Institute

DESCRIPTION • Limited exposure to • Vehicle segment
operating EVs: driver prioritization: the TCO
Ola launched India’s first multi- partners required frequent differential with ICE
modal EV pilot in Nagpur, with repair, maintenance and counterparts is minimal in
a goal of gauging the financial hands-on support as a result the case of electric two and
viability of e-mobility projects of their lack of familiarity with three-wheelers. Bridging
in cities. Ola’s fleet comprised EVs, thereby affecting their the gaps for these vehicle
e-cabs and e-rickshaws from earnings. segments should be
Mahindra and Kinetic. Ola’s prioritized.
• Limiting design:
vehicle leasing arm, Ola Fleet interactions highlighted the • Incentives should be on
Technologies, procured all need for a better vehicle the use rather than the
EVs and offered them on design to accommodate purchase of EVs:
daily lease to driver-partners. more luggage. There an emphasis on increasing
Lucrative value propositions were also concerns about clean kms travelled through
were designed for a seamless the effectiveness of air- subsidizing higher utilization
transition to e-mobility for conditioning and its impact of EV fleets would be better
e-cabs, as riders were offered on battery performance. than subsidizing the upfront
Ola Play sedan services at fares purchase cost of the vehicle.
on par with conventional ICE
hatchback services. Driver- • Fiscal incentives should
partners were also provided APPROACH be targeted at batteries:
with free-of cost-charging in the the high upfront cost of EVs
first month, followed by a 50% • Cut electricity bills: to is due to the battery pack,
rebate in subsequent months. To improve financial viability, which constitutes 40-50%
address concerns regarding their Ola installed solar rooftops of the cost of an EV.
income, time taken for charging, at two charging stations – Therefore, the government
and dry run, the initial lease for Airport and Nandanvan, with should subsidize the
vehicles was just 10% of that a capacity of 16 kWh and batteries and recognize
charged for conventional ICE 15.12 kWh, reducing their battery swapping as a
vehicles. To increase effective electricity bill by 28%. viable alternative mode of
on-road hours, Ola deployed charging for the two-wheeler
multiple fast charging stations in • More charging stations: and three-wheeler vehicle
Nagpur and also installed slow setting up more stations segments. Battery swapping
charging points at driver-partner reduced the waiting time slashes waiting time.
residences. from 3-4 hour to 15-20 mins.
• Hope for powering India’s
• Servicing camps: periodic EV dreams through
vehicle service camps at renewable energy:
BARRIERS charging stations. charging EVs with renewable
energy brings out the
• High waiting time: the dual benefits of not only
limited availability of charging LESSONS AND achieving financial viability
infrastructure increased RECOMMENDATIONS but also greening EV use.
driver partner’s waiting time
to around 3-4 hours, with a
• The success of e-mobility
knock-on effect for revenue.
hinges on leveraging
• High electricity tariffs: the shared mobility: shared
electricity tariff of INR 17.7 mobility actors, such as
per kWh adversely affected app-based aggregators, can
the economic viability of the accelerate EV penetration
operations and constituted with more kms per vehicle.
more than 30% of total
operating costs.

Ride-hailing: SmartE
Achievements
Use case Ride-hailing shared mobility
Launch year 2015
Vehicle segments 3W
Cities Delhi NCR
VKT (million kms) 50
Credits by: Smart-E

DESCRIPTION • Red tape: securing LESSONS AND
government clearance was RECOMMENDATIONS
SmartE launched in 2015, a big hurdle, as at that time
with the goal of providing e-rickshaws were a relatively • Shared mobility: shared
Delhi commuters with a safe, unknown vehicle type. mobility will be one of the key
economical and pollution- drivers for EV adoption in
free ride. It was an attempt India, allowing for affordable
to systemize the last-mile APPROACH solutions for all players
connectivity sector, which involved.
is fraught with unorganized • SmartE, a subsidiary of
operation and is one of the • First and last-mile
Treasure Vase Ventures,
major causes of pollution and connectivity: first and
started partnering with
anti-social activities. SmartE last-mile connectivity has
OEMs, procuring vehicles
has come a long way in not only fixed hubs and routes,
from Kinetic and Mahindra &
providing convenience and making it easier to operate
Mahindra.
safety to commuters but also EVs and install charging
a good quality of life to their • In addition to adding infrastructure.
drivers. They have served over more vehicles, SmartE
• Investment in
50 million commuters to date. concentrated on investing
infrastructure: investing
in setting up charging hubs,
in infrastructure such as
which have been designed
charging hubs will help to
BARRIERS to flexibly accommodate
drive the change in mobility.
potential changes that are
Investing in the necessary
likely over the next 10-15
• Lack of precedence: it was years.
support infrastructure
the first time that any private should precede operations.
entity had tried to regularize • SmartE entered into
• Investing in people: drivers
the sector. MoUs with multiple state
will play an important part
governments around the
• Lack of technology: the country to roll out its last-
in this change. Investing
first-generation e-rickshaws time on soft-skill training will
mile connectivity services
used to run on lead result in better interaction
using shared electric
batteries and were not between them and
vehicles.
eco-friendly. Introducing a commuters – paving the way
new technology with a lot of • SmartE became the partner to a distinguished service
infrastructure was difficult. of Delhi Metro Railway offering.
Corporation to provide first
• Lack of infrastructure: and last mile connectivity for
there was a lack of commuters using the Metro
infrastructure in terms of on a day-to-day basis.
charging hubs, after sales
service of the vehicles
and more. Drivers were
not confident in the range/
reliability of the vehicles.

Ride-hailing: Sun Mobility
Achievements
Launch year Jan 2019
Vehicle segments 3W (e-rickshaw)
Cities Delhi NCR
Credits by: SunMobility

DESCRIPTION APPROACH • Fiscal incentives to be
offered in a technology
SUN Mobility partnered with • SUN Mobility’s open agnostic manner: the
SmartE (India’s largest electric architecture energy government should
three-wheeler fleet operator) infrastructure solution such recognize multiple solutions
to deploy its universal energy as in the Smart Batteries (fast-charging, flash-
infrastructure, with the goal of and Quick Interchange charging, battery swap
accelerating the mass adoption Stations (QIS), connected etc), while creating policies
of EVs across Delhi-NCR. via their Smart Network, around incentivization of EV
allowed multiple OEMs and adoption.
fleet operators to easily • Single window and fast-
integrate their technology
BARRIERS track clearances for
into different vehicles. charging infrastructure
• High upfront cost: India • Sun Mobility enabled EVs deployment projects and
is a price-sensitive market, to be cheaper for drivers support on providing allied
so the high upfront cost by removing the cost of the electricity infrastructure:
of acquiring an EV poses batteries via a battery-swap local government agencies
a significant challenge for regime. The swappable need to play a key role in
consumers. E-rickshaws batteries are lighter, reducing enabling EV pilots. Activities
with fixed lithium-ion weight and improving vehicle include quick clearances,
batteries are, on average, efficiency. permits, real estate and allied
twice as expensive as electricity infrastructure
e-rickshaws with lead acid • Drivers feel more confident provisions from utility
batteries. Lithium battery as swapping allows for companies (DISCOMs),
costs account for more than almost double uptime (and municipal corporations,
60% of the vehicle cost. revenue), 40% longer range metro authorities, transport
compared to conventional authorities, etc.
• Range anxiety: E-rickshaws EVs and 80% more range
with lead-acid batteries compared to lead-acid
come with limited range per batteries.
charge (60-80kms). Range
anxiety (fear of running out
of charge while driving) was
commonly noted.
LESSONS AND
RECOMMENDATIONS
• Long refueling time: the
e-rickshaws at SmartE • Focus on adoption of
typically charge overnight, high usage (shared or
and need four hours of top- commercial) mobility
up during the daytime. This segments: autorickshaws,
is highly inconvenient and buses, taxis, employee
leads to potential loss of transport cabs, delivery
revenue. vehicles, rental scooters,
bike taxis and so on
have higher potential for
an economic EV value
proposition.

Deliveries: Jubilant
FoodWorks (Domino’s Pizza)
On the path to delivering food
sustainably
Achievements
Use case Delivery
Launch year 2018
Vehicle segments 2W motorbikes
Cities Delhi NCR and Bengaluru
VKT (million kms) Data not yet available
Emissions avoided (tons of CO2) Data not yet available
Credits by: Jubilant FoodWorks

DESCRIPTION • Uncertain product • TCO differential for the
performance: some two-wheeler segment
Jubilant FoodWorks was of the available electric is already competitive:
motivated to start delivering two-wheeler products company-owned e-bikes
food to customers via electric demonstrate varied are expected to have a lower
two-wheel motorbikes as operational performance, TCO owing to savings on
a consequence of growing i.e., inconsistent speed fuel and maintenance in
air pollution due to vehicular and reduced range (due comparison to traditional ICE
emissions and the proliferation of to reasons of inconsistent bikes. They are expected to
cleaner transport options. Their battery performance and achieve break-even in two to
EV program is in a pilot stage temperature variation etc.). three years. However, bikes /
and various options (both vehicle scooters in the low / mid-
and implementation models) are priced range have issues
in delivering consistent
being explored. Currently, the APPROACH
company has about 360 e-bikes performance. Also, the
in its fleet, which are owned by better performing bikes
Vehicles considered: different cost upwards of INR 1 lack
the company, and about 100 models of electric bikes are
e-bikes which are on lease. and their operational cost
being piloted, ranging from dynamics is similar to ICE
E-bike variants are being tested 48-72V with a battery size of
from multiple suppliers to find bikes.
25-35 Ah. A small pilot with
the right product which matches electric cycles is also under • Train staff: EV drivers
the required performance consideration. should be trained on
metrics: range and speed. It is best practices to achieve
also exploring introduction of Ownership models: the optimum performance
e-cycles in its fleet, especially for company has experimented and increase asset-life.
campus deliveries. with both (a) lease model: where E-bikes need more sensitive
service providers supply the handling of the electrical
bikes, and are responsible for circuit, battery, etc. and the
BARRIERS charging and maintaining them, drivers need to be trained on
the company is charged on a the same.
fixed cost per delivery basis;
Operating a two-wheeler fleet, (b) the capex model: where • Strike win-win
which has a comparable TCO e-bikes have been purchased partnerships:
with ICE counterparts, presents by the company for full time partnerships with
other barriers to 100% adoption: use. The common metric aiding restaurants, malls, real-
• Unavailability of charging comparative analysis between estate developers and
infrastructure: the the models is ‘cost per delivery’. other commercial hubs
unavailability of charging should be explored for the
Government incentives: an potential deployment of
points and parking spots applicable government subsidy
near restaurants increases charging infrastructure. A
for e-bikes was utilized at the shared / public charging
dead kilometers and reduces time of purchase in a few cases.
operational efficiency. infrastructure will work better
Availability of power in places where the bike
connection and charging parking space is away from
station away from the LESSONS AND the restaurant.
restaurant is an issue. RECOMMENDATIONS
• Making drivers/consumers
aware of EV deliveries:
• Pilots to finalize vehicle It will help to make the
option: platforms or drivers and consumers
restaurants opting for aware of the environmental
CapEx models should advantages of e-bikes. An
start with pilots that gauge innovative points or badge
vehicle performance and system could be helpful.
constraints. This will allow
smarter fleet deployment
and migration.

Glossary
2W Two-wheeler
3W Three-wheeler
4W Four-wheeler
AC Alternating Current
AQI Air Quality Index
CAGR Compounded Annual Growth Rate
CNG Compressed Natural Gas
CO2 Carbon dioxide
DC Direct Current
DISCOM Distribution Company
DMRC Delhi Metro Railway Corporation
ETS Employee Transportation Services
EV Electric Vehicle
EVSE Electric Vehicle Supply Equipment
FAME Faster Adoption and Manufacturing of EVs
GDP Gross Domestic Product
GHG Greenhouse Gas
GST Goods and Services Tax
HEV Hybrid Electric Vehicle
HR Human Resources
ICE Internal Combustion Engine
INR Indian National Rupee
IOCL Indian Oil Corporation Limited
KPI Key Performance Indicator
LCV Light Commercial Vehicle
MoU Memorandum of Understanding
OEM Original Equipment Manufacturer
OMC Oil Marketing Company
PHEV Plug-in Hybrid Electric Vehicle
QIS Quick Interchange Station
SCV Small Commercial Vehicle
SLA Service Level Agreement
SOC State of Charge
TCO Total Cost of Operation
USD US Dollars
VKT Vehicle Kilometres Travelled
WBCSD World Business Council for Sustainable Development
WHO World Health Organization

Knowledge
Contributors

ABOUT WBCSD’S Accenture Plc
Vittalkumar A Dhage, VP – Energy
REMOBILITY PROJECT & Sustainability
Alternative Global Anurag Kanti, Senior Advisor
BluSmart Gaurav Trivedi, General Manager
The objective of REmobility in
Ravindra Mohan, Director – Strategy
India is to support the business Charge+Zone
& Business
adoption of electric vehicles, EEE-Taxi Nishant Saini, Managing Director
energy storage and renewable Exicom Tele-Systems Aastha Bansal, Manager
energy. The project will meet EY Harsh Jain, Senior Consultant – Advisory
these objectives by identifying Vikramaditya Singh, Consultant
market barriers, sharing EY
– Advisory
knowledge and collaborations, EY Kanv Garg, Director - Advisory
reviewing regulatory and policy Fortum Awadhesh Jha, Vice President
frameworks, innovative business Azam Khan, Regional Manager – Real
Google
models and setting up scalable Estate & Workplace
demonstration projects. Siddhartha Sawant, Strategy Manager –
Glyd – A Mahindra Initiative
We are working with companies Smart Sustainable Mobility Sol.
and experts from various parts Garima Nijhawan, Assistant General
HeroCycles Lectro
Manager
of the national EV value chain,
IKEA India Gopika AS Pawar
including original equipment
India Energy Storage Alliance Debi Prasad Dash, Executive Director
manufacturers, charging
Mamta Pant Abichandani, Director
infrastructure providers, Infineon Technologies
& Head Policy Affairs & Comms.
battery manufacturers, utilities, International Finance Corporation Suvranil Majumdar, Regional Lead
renewable project developers, Aparna Khandelwal, Head of
ICT providers and corporate Jubilant FoodWorks
Sustainability and CSR
end-customers. As of November Budh Prakash Kanoujia, Assistant
Jubilant FoodWorks
2019, over 120 experts and Manager
decision-makers from different Shalini Baveja, Head of Corporate
LeasePlan India
parts of the EV value chain, Strategy & Marketing
including some institutional Lithium Urban Technology Vikash Mishra, Head of External Relations
Aditya Ramji, Economist, Managing
partners and end-customers, Mahindra & Mahindra
Director’s Office
have agreed to share time and
Rishabh Agarwal, Senior Manager –
expertise to help meet our Mahindra & Mahindra
Smart Sustainable Mobility Solutions
common objectives. Anitha Sivaramakrishnan, Strategy and
Mahindra Electric
Business Development
Aishwarya Raman, Associate Director
Ola Mobility Institute
ACKNOWLEDGEMENTS & Head of Research
Shilpi Samantray, Manager, Climate
Ola Mobility Institute
Change and Mission Electric
WBCSD’s REmobility project Devesh Singh, Associate General
in India has brought together Schneider Electric
Manager
companies along the EV value- Smart-E Goldie Srivastava, Co-Founder and CEO
chain to collaboratively develop Shuttl Utkarsh Bisen, Assistant Vice-President
this report. This work has been Shuttl Sunny Sharma, Manager
funded by We Mean Business and Arun Cherian Thomas, Head-eBus
SunMobility
Hewlett Foundation. The report Business
has been drafted by the WBCSD Swiggy Akshat Sharma, Operations Manager
team consisting of Jasmeet Uber
Himanshu Mangal, Head, Vehicles
Khurana and Appurva Appan in Business Dev. (India & South Asia)
support with the contributors and WBCSD Joe Phelan, Director – WBCSD India
the Technical Partner - EY. We WBCSD Thomas Deloison, Director – Mobility
express sincere gratitude to Atul Nittan Bhalla, General Manager – Facilities
WIPRO
Management
Mudaliar, Falgun Patel and Swati
Madan of The Climate Group * Companies listed alphabetically
(TCG) for supporting us with the Additionally, WBSCD would like to thank all the participants of the REmobility
guide. We thank the following project in India.
people for their contributions,
thought leadership and case
studies:

Partners for this report
WE MEAN BUSINESS THE CLIMATE GROUP
We Mean Business is a global The Climate Group’s mission

nonprofit coalition working with is to accelerate climate action
the world’s most influential to achieve a world of no more
businesses to take action on than 1.5°C of global warming
climate change. Together we and greater prosperity for all.
catalyze business leadership We do this by bringing together
to drive policy ambition and powerful networks of business
accelerate the transition to a low- and governments that shift
carbon economy. Our mission global markets and policies. We
is to ensure that the world focus on the greatest global
economy is on track to avoid opportunities for change, take
dangerous climate change by innovation and solutions to scale,
2020 while delivering sustainable and build ambition and pace. We
growth and prosperity for all. are an international non-profit,
founded in 2004, with offices in
London, New Delhi and New York.
WILLIAM AND FLORA

HEWLETT FOUNDATION
SHAKTI SUSTAINABLE
The William and Flora Hewlett ENERGY FOUNDATION
Foundation is a nonpartisan,
private charitable foundation Shakti Sustainable Energy
that advances ideas and Foundation (Shakti) seeks to
supports institutions to promote facilitate India’s transition to a
a better world. The Hewlett cleaner energy future by aiding
Foundation has been investing the design and implementation
for a number of years in various of policies that promote clean
strategies to avoid the worst power, energy efficiency,
effects of climate change sustainable urban transport
and spare human suffering by and climate action. Working
reducing greenhouse gas (GHG) collaboratively with policy
emissions. Our grants focus on makers, civil society, industry,
cleaning up power production, think tanks and academia, Shakti
using less oil, using energy seeks to catalyze transformative
more efficiently, preserving solutions to meet India’s energy
forests, addressing non-CO2 needs in clean and sustainable
greenhouse gases, and financing ways.
climate-friendly investments.
Our grantmaking is focused in
developed countries with high
energy demand and developing
countries with fast-growing
energy demand.

Relevant business-focused initiatives in India
MOUN
KY
TA
ROC
IN
IN
EV100 STIT UTE ELECTRIC MOBILITY
INITIATIVE (EMI)
EV100 is a global initiative URBAN MOBILITY LAB
led by The Climate Group INITIATIVE Electric Mobility Initiative (EMI)
bringing together forward is a multi-funder platform
looking companies committed Rocky Mountain Institute India mobilizing philanthropic efforts
to accelerating the transition accelerates India’s transition supporting the accelerated
to electric vehicles (EVs) and to a clean, accessible, and adoption of electric mobility
making electric transport the prosperous energy future. It in India. The initiative brings
new normal by 2030. The engages government, industry, together like-minded
Climate Group harnesses the and civil-society leaders to design organizations under a common
collective purchasing power innovative policy frameworks strategy to drive forward
of EV100 members to build and market solutions to support electric mobility policy design
demand for electric vehicles and India’s clean energy and mobility and implementation. EMI
send a clear signal to the market. transformations. At the national collaborates with stakeholders
Electric transport offers a major level, RMI collaborates with NITI across the spectrum including
solution in cutting millions Aayog and Ministries to help government, regulators and
of tons of greenhouse gas establish a vision for the future industry, through our grantees
emissions per year, as well as of electric vehicles and energy and partners who share our
curbing transport related air and storage in India. At the subnational vision for a clean and secure
noise pollution. level, RMI India collaborates with energy future for India. EMI is
state governments, urban local hosted by Shakti Sustainable
bodies, and the private sector Energy Foundation.
through its Urban Mobility Lab
initiative to deploy pilot projects
that realize environmental impacts
and build confidence towards
further action.
MOVE – MOVING
ONWARDS VEHICLE
ELECTRIFICATION
MOVE is India Energy Storage

Alliance’s new initiative to help
India move towards vehicle
electrification and build a robust
ecosystem for EV manufacturing
& adoption. IESA is working
with various stakeholders in
the mobility sector to address
barriers and focus on the
aspects related to batteries for
EVs and charging infrastructure.

Endnotes
1. CNN Health. 2019. 22 of the buses, cars, three-wheeler delivery fleet for its first store
top 30 most polluted cities in rickshaws and two-wheelers in India. https://www.livemint.
the world are in India. https:// (both passenger and com- com/Industry/ihqurUHJx3k-
edition.cnn.com/2019/03/04/ mercial). Average penetration pU2MRSNofgI/Ikea-to-add-
health/most-polluted-cit- in sales of vehicles from electric-vehicles-to-custom-
ies-india-china-intl/index. 2019-2030 is assumed to er-delivery-fleet-for.html
html be 30%. CO2 emissions
14. Money Control. 2019. Flipkart
from an equivalent ICE fleet
2. Society of Indian Automo- plans to electrify 40% of its
indicate the tank to wheel
bile Manufacturers. 2018. delivery fleet by March 2019.
(TTW) CO2 emissions that
Domestic Sales Trend. https://www.moneycontrol.
would have been emitted if
http://www.siamindia.com/ com/news/technology/
the EVs would have been ICE
statistics.aspx?mpgid=8&p- flipkart-plans-to-electrify-
vehicles of equivalent size.
gidtrail=14 40-of-its-delivery-fleet-by-
The analysis only includes
march-4241211.html
3. McKinsey & Company. 2015. tailpipe emission compari-
Urban Mobility at a tipping son (i.e., charging in case of 15. Bloomberg New Energy
point. https://www.mckinsey. EVs) and doesn’t account Finance. 2019. Electric car
com/business-functions/ for emissions due to bat- price tag shrinks along with
sustainability/our-insights/ tery/charging infrastructure battery cost. https://www.
urban-mobility-at-a-tip- manufacturing or recycling. bloomberg.com/opinion/ar-
ping-point The carbon intensity of the ticles/2019-04-12/electric-
national power systems vehicle-battery-shrinks-and-
4. International Energy Agency.
account for transmission so-does-the-total-cost
2017. Tracking Clean Energy
and distribution losses. Grid
Progress. https://www.iea. 16. Bloomberg New Energy
emission factor in 2030 is
org/tcep/ Finance. 2019. A behind the
assumed to be NDC compli-
scenes take on lithium-ion
5. World Health Organization ant in 2030.
battery prices. https://about.
– Health and sustainable
10. RedSeer Consulting. 2018. bnef.com/blog/behind-
development. https://www.
Consumer internet in India. scenes-take-lithium-ion-bat-
who.int/sustainable-develop-
https://redseer.com/wp-con- tery-prices/
ment/transport/health-risks/
tent/uploads/2018/04/
air-pollution/en/ 17. EY Analysis. Assumption: EV
consumer-internet-in-in-
charging tariff assumption
6. Deloitte Insights. 2018. New dia-2018.pdf
based on State EV tariffs.
Roads to the health care of
11. Ola Mobility Institute. 2019. Average diesel cost assump-
tomorrow: How the future
Beyond Nagpur: The promise tion across Delhi NCR. Daily
of mobility promises to
of Electric Mobility. https:// vehicle utilization assumption
change the US health care.
olawebcdn.com/ola-institute/ is 220 kms. EV model – Ma-
https://www2.deloitte.com/
nagpur-report.pdf hindra e-verito D2 variant.
lu/en/pages/life-scienc-
ICE model – Swift Desire
es-and-healthcare/articles/ 12. Business Standard. 2019.
(Sedan – Diesel)
new-roads-health-care-of- Mahindra to deploy 50
tomorrow.html electric vehicles on Uber’s 18. Department of Heavy Indus-
platform in Hyderabad. try (GoI). 2019. Publication of
7. International Energy Agency.
https://www.business-stan- notification regarding Phase
2019. Global EV Outlook.
dard.com/article/companies/ – II of FAME India Scheme.
https://webstore.iea.org/glob-
mahindra-to-deploy-50- https://dhi.nic.in/writereadd-
al-ev-outlook-2019
electric-vehicles-on- ata/UploadFile/publication-
8. EY Analysis on TCO parity uber-platform-in-hyder- NotificationFAME%20II%20
and use-case utilization abad-119042500596_1. 8March2019.pdf
levels. html
19. Forbes. 2018. Seven
9. EY Analysis; Assumptions: 13. Live Mint. 2018. Ikea to add Reasons Why the Inter-
Vehicle segments limited to electric vehicles to customer nal Combustion Engine

Is A Dead Man Walking. ccs-becoming-dominant- on cities); (iv) trip length also
https://www.forbes.com/ dc-charging-standard-in- caters for non-revenue-earn-
sites/sap/2018/09/06/ europe-will-nissan-drop- ing kms (assuming 10-15%
seven-reasons-why-the- chademo/ travel); (v) battery life: 3 years
internal-combustion-en- (2/3W), 5-6 years (4W); vehi-
25. Ola Mobility Institute. 2019.
gine-is-a-dead-man-walking- cle life: 6-7 years (2/3W), 10
Beyond Nagpur: The promise
updated/#2a20be82603f years (4W)
of electric mobility. https://
20. Union of Concerned Scien- olawebcdn.com/ola-institute/ 33. Civitas. 2015. Policy Note
tists. 2015. Cleaner cars from nagpur-report.pdf – Smart choices for cities
cradle to grave. https://www. making urban freight logis-
26. Red-Seer, EY Analysis and
ucsusa.org/sites/default/files/ tics more sustainable. https://
QZ
attach/2015/11/Cleaner- www.eltis.org/sites/default/
Cars-from-Cradle-to-Grave- 27. TechSci Research. 2017. files/trainingmaterials/civ_
full-report.pdf https://www.techsciresearch. pol-an5_urban_web-1.pdf
com/report/india-taxi-mar-
21. Note on Market prices: 34. Economic Times. 2016.
ket/1450.html
Wherever permissible, man- Going the last-mile: Flip-
ufacturers availing the FAME 28. EY Analysis on utilization kart ties up with dPronto to
II subsidy is translating it to thresholds to achieve parity boost delivery system with
the sticker price considered for 4 wheelers and buses; skilled youth. https://m.eco-
in the TCO; this holds true for market prices of e-Verito and nomictimes.com/small-biz/
all calculations presented in BYD K7 considered, FAME startups/going-the-last-mile-
the guide. II subsidy considered for flipkart-ties-up-with-dpron-
applicable vehicle segments; to-to-boost-delivery-sys-
22. Note: Range and brackets
bus subsidy considered for tem-with-skilled-youth/
for parity thresholds and
calculations: 10-20% of cost. articleshow/50584288.cms
use-case utilisations exists
A commercial electricity tariff
due to various factors such 35. Assumptions: (i) Electric
of INR 8 is assumed for for
as subsidies, number of trips 2-wheeler range 70-80 kms,
all the TCO analysis in the
per day, trip length, battery 3-wheeler: 110 Kms (Gayam
report.
life and fall in battery costs in Motors); (ii) Battery: 3 kWh
the future. 29. EY Analysis; Uber, QZ and 5 kWh respectively (iii)
Average trip length: 4-6 kms;
23. US Department of Trans- 30. FAME II: INR 20,000 subsi-
(iv) cost of e-2W: INR 80,000
portation; Industry Outlook dy for first 10,00,000 2Ws;
– 1,00,000 , e-3W: INR
Europe 2018; InsiderEVs; EY INR 50,000 subsidy to first
3,50,000; (v) battery life: 3-4
analysis 5,00,000 3Ws; INR 1,50,000
yrs; vehicle life: 6-7 yrs
* Note: The companies for subsidy to first 35,000 4Ws;
range and battery size as- wherever applicable, these 36. Note: Gayam Motor Works
sumptions include currently subsidies are being consid- vehicles are considered in
available EV models in India ered in the market prices. the 3-wheeler cargo and
of Ather/Okinawa, Kinetic LCV/SCV segment in this
31. Department of Heavy In-
Green, Mahindra and BYD/ use-case - Deliveries
dustries. 2019. Expression
Ashok Leyland for 2-W, 3W,
of Interest. https://dhi.nic.in/ 37. EY Analysis on utilization
4W and buses respectively.
writereaddata/UploadFile/ thresholds to achieve parity
** Note: The charging stan-
EOI%20for%20EV%20
dard assumption for fast 38. Mahindra Electric, Econom-
charging%20in%20cit-
charging includes Type 2 AC ic Times. Assumptions:
ies%2012%20july.pdf
fast, DC001 Bharat standard, (i) Electric LCV range 120
CHAdeMO and CCS. For 32. Assumptions: (i) 4 wheelers Kms; (ii) Battery: 25 kWh (iii)
slow charging, the charging in fleets travel an average cost of EV: INR 10,00,000 –
standard assumption is distance of 150-180 kms, 11,00,000; (iv) cost of ICE:
AC001 Bharat standard. across Tier 1,2 and 3 cities; INR 6,00,000, (v) days of op-
(ii) usual travel of 2 wheel- eration/year: 330 days; (vi) life
24. CleanTechnica. 2018. CCS
ers in fleets (Ola, Uber) is of battery: 6-7 years; vehicle:
Becoming Dominant DC
between 100-120 kms; (iii) 10 years
Charging Standard In Europe
usual travel of 3 wheelers in
— Will Nissan Drop CHAde-
ride hailing fleets is between
MO? https://cleantech-
130-150 kms (depending
nica.com/2018/11/22/

DISCLAIMER ABOUT WORLD To contact WBCSD about this
BUSINESS COUNCIL report:
This publication is released FOR SUSTAINABLE Jasmeet Khurana
in the name of the World DEVELOPMENT Manager, Mobility
Business Council for Sustainable [email protected]
Development (WBCSD). WBCSD is a global, CEO led
This document is the result organization of over 200 leading Appurva Appan
of a collaborative effort businesses working together Associate, Mobility
between WBCSD, The Climate to accelerate the transition to [email protected]
Group, Ernst & Young and a sustainable world. We help
representatives from companies make our member companies
participating in web-meetings more successful and sustainable
and one-to-one meetings, under by focusing on the maximum
WBCSD’s REmobility project. A positive impact for shareholders,
wide range of WBCSD members the environment and societies.
reviewed the material, thereby
ensuring that the document Our member companies come
broadly represents the majority from all business sectors and all
view of major Indian companies major economies, representing a
of the EV value chain. It does combined revenue of more than
not mean, however, that every USD $8.5 trillion and 19 million
company within the group employees. Our global network
agrees with every word. of almost 70 national business
councils gives our members
The guide has been prepared for unparalleled reach across the
general informational purposes globe. WBCSD is uniquely
only and is not intended to positioned to work with member
be relied upon as accounting, companies along and across
tax, legal or other professional value chains to deliver impactful
advice. business solutions to the most
challenging sustainability issues.
Together, we are the leading

voice of business for
sustainability: united by our
vision of a world where more
than 9 billion people are all living
well and within the boundaries of
the planet, by 2050.

World Business Council
for Sustainable Development
WBCSD
Maison de la Paix
Chemin Eugene-Rigot 2B
CP 2075, 1211 Geneva 1
Switzerland
WBCSD India
4th Floor, WorldMark 2, Aerocity
New Delhi, 110037, India
www.wbcsd.org

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India Business

2 India Business Guide to EV Adoption

INTRODUCTION: A PARADIGM SHIFT TOWARDS

3a Electrifying employee transport | 20

RELEVANT BUSINESS-FOCUSED INITIATIVES IN INDIA | 64

India Business Guide to EV Adoption 3

4 India Business Guide to EV Adoption

India Business Guide to EV Adoption 5

Dr. Pawan Goenka Peter Betzel

India Business Guide to EV Adoption 7

Dr. Maria Mendiluce Joe Phelan

8 India Business Guide to EV Adoption

India Business Guide to EV Adoption 9

10 India Business Guide to EV Adoption

India Business Guide to EV Adoption 11

Credits by: BluSmart

12 India Business Guide to EV Adoption

CO2 emissions CO2 emissions CO2 emissions

Buses Cars Three-wheelers Two-wheelers

India Business Guide to EV Adoption 13

14 India Business Guide to EV Adoption

Figure 2: Operational cost comparison between an EV and an ICE vehicle

Battery electric vehicles Conventional vehicles (ICE - Diesel)

Fuel cost (INR/km) INR 0.9 - 1.2/km INR 3.2 - 3.8/km

India Business Guide to EV Adoption 15

Parity with ICE ETS Ride-hailing Deliveries

CO2 emissions avoided by EVs compared to equivalent

50 100 150 200 250 300

16 India Business Guide to EV Adoption

EV models and their range

Range Average range of EVs Daily fleet utilisation

Charging standards - there Most major OEMs in Europe

Vehicle segment Battery* Usual range* Fast charging** Slow charging**

2 wheelers 3-5 kWh 60-100 kms 0.5 hrs 1.5-2 hrs

3 wheelers 3-5 kWh 60-80 kms 0.5 hrs 1.5-2 hrs

4 wheelers 15-25 kWh 120-160 kms 1.5 hrs 6-7 hrs

Buses 180-300 kWh 180-220 kms 4-6 hrs -

India Business Guide to EV Adoption 17

18 India Business Guide to EV Adoption

Table 2: Identifying prioritized use cases for business EV adoption in India

Identifying prioritized use cases for business EV adoption in India

Personal vehicle (self-owned)

Employee and customer

Platform based ride-hailing √

Conventional taxi service

Long distance road freight

Last mile deliveries √

High Medium Low

India Business Guide to EV Adoption 19

20 India Business Guide to EV Adoption

Company-owned fleet Where a company owns and operates a fleet of vehicles

Figure 5: Overview of Indian taxi market

Incentivise recruitment and retention

Employee safety and security

India Business Guide to EV Adoption 21

Figure 6: Ownership models and costs for employee transport

Ownership models for Employee Transport

Procurement, operation and mainte-

3 Suitable vehicle segment

Vehicle segment Battery* Usual range* Fast charging Slow charging