Volkswagen Group UK has been recognised by The Carbon Literacy Project as a Silver Carbon Literate Organisation (CLO) for its unwavering dedication to lower its carbon emissions, address climate change and striving for a zero-carbon future.

A company is considered a CLO if it has been certified by The Carbon Literacy Project to have a significant percentage of its employees who are ‘Carbon Literate’ and exhibit this competency via organisational behaviour. The Bronze, Silver, Gold, and Platinum levels of CLO certification is a tiered system that demands ever greater degrees of dedication to climate change action and the development of a low-carbon culture. Under the direction of Leanne Thomas, Head of Aftersales Business Development, the Volkswagen Group has been offering voluntary Carbon Literacy training since 2022, and more than 200 workers have earned the certification. The Group offers its staff a customized Automotive Carbon Literacy curriculum.

Participants in the one-day training programme gain knowledge of the science behind climate change, its effects, ways to mitigate it and how the automotive sector is influencing it. Participants must also make a personal and professional commitment that is documented and supervised in order to receive their Carbon Literate credential. Individuals have personally undertaken a wide range of commitments, such as switching energy providers, altering eating and travel patterns, cutting less on fast fashion and moving many items to more environmentally friendly suppliers. Several teams have also started improvements in the workplace. These include installing solar panels, electrifying the vehicles, using more HVO fuels and LED lighting, reducing the number of printed documents in network and doing away with single-use cups.

Dave Coleman, Co-Founder and Managing Director, The Carbon Literacy Project, said, “Carbon Literacy is an essential skill, vital to every workplace, community and place of study. It is foundational knowledge and a catalyst to empowering people to act on climate, but it is only the first step. The actions taken and pledged by learners as part of their Carbon Literacy have an immediate impact within their organisation; however, it is the maintenance of these and further actions, supported by Carbon Literate organisational culture, that reaps the greatest rewards for both participants and their organisations. By becoming a Silver accredited Carbon Literate Organisation, Volkswagen Group UK has demonstrated its commitment to genuine low carbon action, environmental and economic impact and the building of a low carbon future for us all.”

Thomas said: “I am delighted that Volkswagen Group has achieved Silver accreditation, and to see the growing interest, engagement and excitement around the topic. Having support from members of our board of management has really helped us to move this forward, especially in allowing colleagues time and ‘permission’ to take part and then to fulfil their pledges. We’re really proud of the accreditation but even more proud of the changes we’re making and the impact it’s having on our carbon footprint. We’re looking forward to continuing to do more and grateful for the guidance and support of the Carbon Literacy Project team.”

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Bengaluru-based electric two-wheeler manufacturer Simple Energy has closed a INR 17.5 billion (approximately USD 180 million) equity-based Series C funding round led by the Dr. Arokiaswamy Velumani Family Office, alongside Simple Energy Founder and CEO Suhas Rajkumar, Co-founder and CFO Ankit Gupta, Bengaluru-based investor Amit Mishra, and the Haran Family Office.

The transaction is said to represent the company's largest fundraising to date and the third-largest round recorded in India's electric two-wheeler sector.

The transaction brings total capital raised by the company to over INR 25.30 billion, following a INR 2.5 billion round of mixed debt and equity completed in June 2026. The new funds will be allocated toward constructing a new manufacturing facility, increasing production output, expanding retail and service networks, making workforce additions and funding research and development for future product iterations.

Suhas Rajkumar, Founder and CEO, Simple Energy, said, "This is a defining moment for Simple Energy. Over the past few years, we have built our core technology, products, manufacturing capabilities, and retail network in-house. This round gives us the capital to scale that foundation. Our priorities are a new manufacturing facility, higher production, an expanded distribution and service network, and the next generation of products. The continued support of our early investors reinforces our progress as we work to make Simple Energy one of India’s leading full-stack electric two-wheeler companies."

Dr A. Velumani, Creator - Thyrocare, AVMLabs & AVMSmiles, said, "I have been with Simple Energy since the early days, and I now repent I didn’t know it earlier. Growth of 4x in a year says both the company and industry are growing rapidly. SEPL owns end-to-end technology for chassis, battery, motor, and software. That is very rare in the Indian EV vertical. The next phase will focus on scaling in manufacturing, marketing, and retail networks. With tailwinds of global challenges in fossil energy, Simple is well positioned to be in the top 3 players of the EV2W vertical in India in just 3 years."

At present, Simple Energy operates a manufacturing capacity of 10,000 units per month and maintains a retail network of over 80 outlets across more than 60 cities, including Bengaluru, Delhi, Patna, Hyderabad and Chennai. Its product portfolio includes the Simple One, Simple Wave and Simple Ultra models, which target performance and family scooter market segments.

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The Indian government has published updated fuel economy rules for passenger cars, establishing higher efficiency targets that vehicle manufacturers must meet from 1st April 2027 to 31st March 2032.

The regulations for the Corporate Average Fuel Economy (CAFE) Phase III will require automakers to reduce overall fleet fuel consumption by 16.7 percent over five years. It will apply to all new passenger vehicles manufactured in or imported into India.

The framework mandates a reduction in overall fleet fuel consumption, lowering the target from 3.996 litres per 100 kilometres in 2027–28 to 3.3273 litres per 100 kilometres by 2031–32, representing a 16.7 percent efficiency improvement over five years. The reference vehicle weight under the calculation matrix has been adjusted from 1,082 kg to 1,229 kg to reflect changes in fleet composition.

The average baseline target will decrease step-by-step from 3.99 litres per 100 kilometres in FY 2027–28 down to 3.32 litres per 100 kilometres by FY 2031–32. The calculation formula has also been adjusted to account for heavier average vehicle weights across modern product lines.

To give manufacturers flexibility in meeting these targets, the policy provides incentives for adopting cleaner vehicle technologies and alternative fuels.  

• Alternative Fuel Discounts: Vehicles running on ethanol blends, flex-fuel, compressed natural gas (CNG), or compressed bio-gas (CBG) receive emissions discounts when calculating company averages.
• Energy-Saving Tech Credits: Manufacturers can claim official efficiency credits for installing 12 approved energy-saving features, including automatic start-stop systems, tyre pressure monitors, advanced heat-reflecting glass, LED exterior lighting, high-efficiency air conditioning and solar-reflective paint.
• Super Credits for Electrified Cars: Fully electric vehicles, plug-in hybrids, strong hybrids and flex-fuel hybrids receive extra weighting in fleet calculations to encourage higher production of low-emission models.

Compliance will be tracked across two multi-year testing blocks. Companies that exceed their efficiency targets will earn carbon credits, which they can carry forward, trade with other carmakers, or sell.

Manufacturers that fall short can buy credits from better-performing competitors or purchase them directly from the government’s Bureau of Energy Efficiency (BEE) during a yearly trading window.

At present, exemption will be given to low-volume car manufacturers producing fewer than 1,000 units annually from these specific target requirements.

Shenu Agarwal, President, Society of Indian Automobile Manufacturers (SIAM), “Automobile industry appreciates and welcomes the release of CAFÉ III Notification for Passenger Vehicles by Government of India from 1st April 2027 onwards. CAFÉ III regulation lays down a structured roadmap with aggressive annual targets for next 5-years for the Auto industry along with a market-based compliance mechanism. This will not only ensure reduction of overall fuel consumption from new Passenger Vehicle fleet but also provide an opportunity to the industry to work on various technology pathways providing multiple choices to the consumers. The CAFÉ III regulation framework provides clear predictability which will enable the Auto industry to plan investments and accelerate innovation, thereby, playing an important role in the country’s journey towards Viksit Bharat in 2047. We are thankful to Government of India for detailed and transparent consultative approach in framing this critical and forward-looking regulation after undertaking an objective and balanced assessment of various clean technology options.”

Dr. Velusamy R, President, Automotive Business, Mahindra & Mahindra, “We welcome the Government’s notification of the new CAFE-III norms. Following extensive dialogue between the Government and industry, the framework strikes a pragmatic balance between what is necessary for the environment and what is achievable for the industry, while strengthening India’s energy security. The targets are appropriately ambitious and provide a clear trajectory through 2031-32. We also welcome the inclusion of a compliance block, technology credits, cleaner-fuel benefits and super credits for EVs and other advanced technologies. At Mahindra, we are confident in our ability to meet these norms, backed by our sustained investments in technology, electrification and cleaner mobility. This is a pragmatic, forward-looking framework and a double win for the environment and India’s energy security. We thank the Government for its constructive and consultative approach.”

Rajat Mahajan, Partner and Auto Sector Leader, Deloitte India, “The CAFE 3 norms prioritize the role of transportation in tacking air pollution, and give the industry a clear direction for the next five years. The targets get tighter every year, more so for the heavy vehicles under the final draft version, but manufacturers can reap benefits by transitioning to electric, hybrid, alternative-fuel and fuel-saving technologies. Adhering the norms will require careful product planning and substantial investment in new age technologies. These norms are going to accelerate India’s NEV transition. OEMs who may not be able to switch their larger portfolio fast enough, may end up trading credits within the 2 compliance blocks to avoid penalties.”

Vikram Gulati, Country Head & Executive VP, Toyota Kirloskar Motor, "We congratulate the Government of India for bringing out a progressive and forward-looking CAFE 3 regulation that reflects the nation's aspiration to advance sustainable mobility. The CAFE 3 regulation takes due cognisance of the importance of various clean technologies using an objective and science-based assessment methodology to arrive at a regulation that is best suited for our national interests.  Therefore, aligning to a multi-pathway approach, battery electric vehicles (BEVs), Range Extenders (REEV), Plug-in Hybrid Vehicles (PHEVs), Strong Hybrid Electric Vehicles (SHEVs) and Flex Fuel Vehicles (FFVs), including Flex Fuel Strong Hybrid Vehicles (FFV-SHEV) have all been fairly recognised. This will enable the country to rapidly reduce its dependence on imported fossil fuels by leveraging the benefits of high levels of energy efficiency provided by Hybrid vehicles and substituting fossil fuels with electricity using BEVs/PHEVs/REEVs as well as with indigenous and green biofuels like ethanol, that also provide higher income opportunities to our farmers, by using FFV & FFV-SHEV. We would also like to thank the Government for following a deep & transparent consultation process with all stakeholders in formulating this regulation that allowed all points of view to be objectively evaluated and incorporated in the final regulation. This regulation is a big step forward and will play an important role in India’s march towards realising its goal of energy independence by 2047 as well as carbon net-neutral by 2070.”

Shailesh Chandra, MD & CEO, Tata Motors Passenger Vehicles, “The CAFE III framework is an important step in advancing India’s journey towards cleaner and more sustainable mobility. We welcome the Government’s consultative approach in developing a framework that combines ambitious fuel efficiency targets with market-based compliance mechanisms. Importantly, the continued recognition of zero-emission technologies reinforces the critical role of electrification in achieving India’s long-term decarbonisation objectives. The clarity and predictability provided by the framework will enable the industry to plan investments, accelerate innovation and offer customers an increasingly compelling range of cleaner mobility solutions. At Tata Motors, we remain committed to leading this transition through sustained investments in electric mobility and other technologies that can meaningfully reduce emissions.”

Tarun Garg, MD & CEO, Hyundai Motor India, “The final notification of CAFE-III norms is a positive step by the Government towards advancing sustainable mobility in India and presents a clear long-term roadmap for the auto industry. Hyundai Motor India Limited (HMIL) remains committed to complying with all applicable regulatory norms and meeting current and future CAFE requirements. The norms provide a clear and predictable regulatory roadmap through a 3+2 year compliance block structure, enabling manufacturers to undertake long-term product and technology planning with greater certainty. The framework adopts a technology-neutral approach recognizing multiple pathways to improve fleet efficiency including electrification, alternative fuels and advanced fuel-saving technologies. The provisions for credit trading, pooling and flexible compliance mechanisms offer manufacturers greater flexibility while promoting innovation, investment and competitiveness in India's transition towards sustainable mobility. HMIL has already committed to a green portfolio share of 50 percent plus over the next 4 to 5 years comprising of cleaner technologies like EVs, Hybrids, CNGs etc.”

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British construction equipment manufacturer JCB has announced capital investments across its manufacturing footprint and a leadership transition following the establishment of a land speed record using its hydrogen combustion technology.

George Bamford will become Joint Chairman alongside his father, Lord Bamford, marking the first leadership change at the top of the company in over 50 years.

The company reported its financial results for 2025, with sales turnover reaching GBP 5.7 billion (USD 7.62 billion), compared to GBP 5.8 billion (USD 7.67 billion) in 2024. Profit before tax stood at GBP 642 million (USD 858 million), down from GBP 687.3 million (USD 900 million) the previous year, while total machine sales reached 113,498 units against 119,848 units in 2024. The business maintains zero net borrowings.

Furthermore, JCB has announced a capital expenditure of GBP 100 million (USD 133 million) to modernise its headquarters in Rocester, Staffordshire, including a GBP 60 million (USD 80 million) automated powder paint plant and shop floor upgrades.

In North America, JCB will open a one-million-square-foot manufacturing plant in San Antonio, Texas, next month, which will produce Loadall telescopic handlers and access equipment while adding 1,500 jobs over five years.

In technology development, JCB is producing hydrogen combustion engines following a GBP 100 million (USD 133 million) research program. The technology was demonstrated at the Bonneville Salt Flats in Utah, where the JCB Hydromax vehicle, powered by two Derbyshire-manufactured hydrogen engines and driven by Wing Commander Andy Green, achieved a speed of 406.320 mph (653.909 kmph).

Lord Bamford, Chairman of JCB, said, “Last year JCB celebrated its 80th birthday and, as we look ahead, we are investing heavily in the future of the business – from the transformation of our Staffordshire headquarters and pioneering hydrogen technology, to our new factory in Texas. As part of that next chapter, I’m delighted that my son George will become Joint Chairman of JCB. We have never been a company that stands still, and these investments will ensure JCB is well placed to seize the opportunities ahead.”

George Bamford, Joint Chairman of JCB, said, "From the day my grandfather founded JCB in 1945, innovation and investment in Great Britain has been at the heart of everything we do. JCB Hydromax showed the world what British engineering can achieve. That same spirit is in every machine we build. While JCB has expanded globally over the years, our home has always been here, and the record investment we are making in our facilities and in new products is good news for Britain and good news for JCB."

Graeme Macdonald, CEO, JCB, said, “While 2025 was a more challenging year with mixed market conditions around the world, JCB delivered a robust performance overall. Machine sales were down by around 5 percent, but turnover remained broadly stable due to a more favourable market and product mix. Despite nil market growth in North America and a 12 percent market contraction in India – both important markets for JCB – we increased our global market share during 2025, which is an encouraging result. The overall outlook for 2026 is for moderate growth, despite ongoing geopolitical uncertainty, and with new capacity coming on stream in Texas and Staffordshire we are well placed to take advantage of it."

The company also expanded its educational intake, receiving 708 applications for 314 places at the JCB Academy for the September intake, while adding 116 apprentices and graduates to its workforce from over 6,300 applicants.

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Trev Mobility, an electric mobility platform, has appointed Ayush Agrawal as Co-Founder and Chief Operating Officer. He joins the company from Shoffr, where he served as Chief Operating Officer, and will manage operations and market expansion alongside Founder and Chief Executive Officer Naveen Gupta.

The appointment coincides with Trev's expansion from city transit into long-haul and intercity electric vehicle operations across new regional markets. From an initial fleet of two electric vehicles, Trev now operates over 100 electric vehicles, having completed 60,000 rides and entered Jaipur as its first market outside Delhi-NCR.

In his new role, Agrawal will oversee fleet deployment, vehicle utilisation, chauffeur operations, regional management teams and service delivery systems.

Naveen Gupta said, “India’s EV ecosystem is moving into a phase where the conversation has to go beyond putting more electric vehicles on the road. The next opportunity is to build operating models that can make EVs work reliably across different use cases, including long-haul and intercity mobility. Ayush brings valuable experience from building and operating a chauffeur-driven fleet business, along with a strong understanding of fleet economics, utilisation and on-ground operations. That experience will be important as we build Trev’s next phase. Together, we want to create an operating model that can demonstrate how EV mobility can scale reliably across cities and longer-distance journeys, while maintaining the level of service and customer experience that Trev is built around.”

Trev provides airport transfers, city transit, chauffeur rentals, corporate travel, and outstation mobility using an all-electric fleet. The company is developing standard operating processes covering vehicle uptime, charging schedules, route planning, chauffeur management, and service consistency across intercity corridors.

Ayush Agrawal said, “Having worked on the fleet operations side of chauffeur-driven mobility, I have seen how much the success of an EV fleet depends on what happens beyond the vehicle itself. Utilisation, charging, chauffeur deployment, route planning and service consistency all become critical as the distance and complexity of journeys increase. Trev has an opportunity to build this operating model with EVs at the centre, particularly across long-haul and intercity travel, and I am excited to work with Naveen and the team on building that at scale.”

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