Why deep tech R&D will define India’s next mobility chapter

This article is authored by Ajinkya Firodia | Vice Chairman, Kinetic Group | Vice Chairman & Managing Director, Kinetic Watts & Volts.

India’s mobility journey has always been shaped by its unique conditions. Roads vary widely across regions, climatic extremes test mechanical endurance, and daily usage demands practicality over novelty. Over time, mobility solutions that earned widespread acceptance were those engineered with a deep understanding of these realities. That approach built trust among users and created lasting value. While expectations from mobility have evolved, the underlying need for reliability, affordability, and long-term performance has remained constant. Today, as the industry transitions toward electric and technology-driven mobility, this foundation continues to matter.

India’s EV momentum: Where the market stands today

The country’s growth rate for electric vehicles (EVs) is on an upward trajectory, though the pace varies across regions and segments. Urban centers and two-wheelers are leading the way for EV adoption, while many other segments are taking a more measured approach. In the calendar year 2025, approximately 2.3 million EV sales occurred in India, accounting for nearly 8% of total vehicle registrations. EV adoption grew from about 7.1% in fiscal year 2024 to approximately 7.8% in FY2025. While these figures indicate a surging level of consumer interest and willingness to purchase EVs, they also demonstrate some of the barriers that continue to hinder mass EV adoption, such as concerns regarding EVs’ durability, affordability, charging access, and long-term EV ownership experience.

Why manufacturing scale alone is not enough

With the growing development in electric mobility solutions, it is evident that simply scaling up the production process will not be sufficient for sustained leadership in this area. Local assembly supports cost savings and increasing production volumes without enabling local development in this industry. Technological development in this sector is essential for becoming leaders because simply assembling imported systems in this sector will make local players vulnerable to supply chains and innovation constraints. Innovation needs to occur at a component level in order for India to transition from being a participant to a leader in this sector.

Deep tech R&D as the defining lever

The Government of India deserves strong appreciation and acknowledgment for recognizing this critical national requirement and, in 2025, approving a landmark Research, Development, and Innovation (RDI) scheme amounting to INR 1 lakh crore. This is a bold, timely, and highly commendable intervention that reflects a clear commitment to India’s long-term technological and economic self-reliance. The vision, scale, and intent of this scheme warrant sincere thanks, as it creates a robust foundation for sustained innovation across the country. By enabling long-tenor, low-interest financing, equity participation, and structured investment mechanisms focused on continuity of research, the government has moved decisively from policy ambition to tangible execution. The initial allocations mark a meaningful step toward national progress and will benefit India as a whole, empowering sectors such as mobility to pursue applied research with lasting impact rather than short-cycle experimentation.

Why deep tech matters for electric mobility

Research in deep tech has an indisputable impact on modern electric mobility, and the future will be characterized by motors, magnets, materials, power electronics, thermal systems, and battery chemistry, determining the efficiency, safety, and durability of EVs. Minimizing the reliance on high-risk imports for magnets and critical materials not only enhances resilience but also ensures strategic autonomy. Indigenous research leads to better system integration, greater energy efficiency, and longer lifecycle performance. Investing in long-term and low-cost capital means that engineering teams may dedicate their efforts to tackling complex challenges rather than being forced by short-term pressures to concentrate on incremental improvement.

What this means for the industry and the ecosystem

The transition demands tighter cooperation among the industry, academia, and research institutions. The collaboration can help translate scientific research into large-scale industrial applications. In addition, the creation of intellectual property in critical subsystems helps reinforce domestic capability and creates sustainable advantages.

Equally important is attention to reliability and lifecycle performance. In a diverse and price-sensitive market like India, the company winning the race for mass adoption will be the one that offers the most consistent performance over time, rather than one that simply provides heavy features. The backing of Indian frontline supply chains for strategic mobility parts grows the trustworthiness and sturdiness of the partnership even more.

Reimagining India’s role in global mobility

Continuous capital investments in deep technology-based innovative solutions will allow India to consume electric vehicles as a huge market and take the lead as an advanced mobility technology supplier. Making such progressions can unlock export opportunities, drawing in foreign collaborations, and nurturing high-value engineering skills. Global competition in the long run will rely on patient capital, system-level thinking, and unyielding support for research-based development.

The road ahead

India has successfully built mobility solutions tailored to local needs in the past. That experience provides a strong foundation for the future. By anchoring the next chapter of mobility in deep tech research and engineering excellence, the country can develop technologies that are resilient, scalable, and globally relevant. Research led innovation has the potential to anchor trust, enable scale, and position India as a long-term leader in the evolving mobility landscape.

Disclaimer: Views and opinions expressed in this article are solely those of the original author and do not represent any of The Times Group or its employees.