Top Auto Events & Conferences in India: The Ultimate List of Auto & EV Conferences
auto industry events and conferences
serve as critical platforms for learning, collaboration, and innovation.
Top Auto Events
& Conferences in India: ETAuto events & conferences can offer deep insights into current trends, foster valuable networking opportunities, and spotlight cutting-edge innovations across the auto industry, electric vehicles (EVs), connected mobility, manufacturing, and clean fuels.
Whether you're a manufacturer, supplier, investor, policymaker, or enthusiast, attending the
best auto events
in India helps you stay ahead of the curve. From EV conclaves and connected vehicle summits to hydrogen technology and smart manufacturing forums, the country hosts a wide array of automotive conferences that attract leading minds from across the globe.
Here's a roundup of the
top auto events in India
that are not to be missed.
1. ETAuto Tech Summit
The
ET Auto Tech Summit
has cemented itself as one of the most impactful auto technology events in India. The Auto summit brought together top industry leaders, technologists, and policymakers to explore India's potential to design automotive tech solutions for the global stage. With key discussions on AI, autonomous tech, software-defined vehicles, and digital transformation, the Auto tech event served as a launchpad for future-ready innovations and cross-border collaborations.
2. EV Conclave
Marking a decade of driving electric mobility dialogue, ETAuto EV Conclave is poised to set the roadmap for India's EV transition. This
EV event & conference
will spotlight battery innovations, localisation, raw material security, end-of-life battery policies, charging infrastructure, and workforce readiness. As one of India's premier EV events, it convenes CXOs, government officials, and global innovators to discuss collaborative and scalable solutions that will help India lead the global EV movement.
3. Connected Vehicle Summit
The
ETAuto Connected Vehicle Summit
will bring together OEMs, Tier 1s, tech partners, and policymakers to share insights on India's connected mobility future. It will address challenges like regulatory frameworks, infrastructure, and data security while exploring innovations in V2X, 5G, and autonomous mobility. The summit offers an invaluable platform to build a roadmap for India's intelligent transport ecosystem.
4. Future Mobility Summit
As mobility paradigms evolve, the
Future Mobility Summit
becomes a focal point for discussing sustainable, inclusive, and intelligent transportation systems. The summit covers multiple themes—from urban mobility and electric vehicles to regulatory innovation and future-ready infrastructure. With its holistic approach, it brings together stakeholders from urban planning, automotive design, policy-making, and mobility startups. The Future Mobility Summit is one of the best auto mobility events to understand what's next in India's multi-modal transport landscape.
5. Manufacturing Innovation Summit
Hosted jointly by ETAuto, ETManufacturing, and iACE, this first-of-its-kind
automotive manufacturing summit
in Gujarat focuses on transforming India's auto manufacturing landscape. It will spotlight innovations in automation, AI, smart supply chains, and EV production. The summit aims to foster collaboration between global players, local OEMs, and policymakers, supporting India's aspirations to become a resilient and competitive automotive hub.
3. Hydrogen Conclave
The
ET Hydrogen Conclave
is designed to accelerate hydrogen's role in decarbonising core industries, including transport, steel, cement, and aviation. With global hydrogen investments forecast to exceed $500 billion by 2030, this event convenes leaders from government, R&D, and industry to shape India's hydrogen strategy. Topics include production innovation, infrastructure needs, and policy support, making it an essential gathering for clean fuel advocates and industry stakeholders.
i.
Benefits of Attending Top Auto Events in India
Auto events provide a front-row seat to the latest innovations, policy developments, and investment opportunities in the auto sector. They enable attendees to forge partnerships, gain expert insights, and explore market trends shaping future strategies.
ii.
Who Can Attend the Upcoming Auto Events & Conference from The Economic Times?
Industry professionals from OEMs, suppliers, tech firms, government bodies, academia, and startups are encouraged to attend. These events are ideal for CXOs, R&D leaders, policymakers, and mobility innovators.
iii.
How Attending the Best Auto Industry Conference Can Transform Your Business?
Attending automotive conferences equips businesses with future-focused strategies, potential collaborators, and exposure to breakthrough technologies. This knowledge can streamline operations, inspire innovation, and enhance competitiveness in a rapidly evolving industry.
iv.
Key Factors to Consider When Choosing an Auto Industry Conference
Focus areas, speaker line-up, networking potential, exhibitor presence, and alignment with business objectives should be considered when selecting an event. Choose summits that offer actionable insights and measurable ROI.
India's auto industry is at a pivotal juncture, with technology, sustainability, and mobility convergence redefining its future. Participating in top auto industry events and conferences is essential for staying relevant and competitive. These gatherings serve as dynamic forums to foster collaboration, share knowledge, and unlock new growth opportunities across the mobility value chain.
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Time of India
16 hours ago
- Time of India
NRB Bearings fully focused on executing new growth strategy
Harshbeena Zaveri is absolutely confident that the stage is set for her company to grow from strength to strength in the coming years. 'Now that we have resolved the family settlement and completed the demerger of our industrial company, we are fully focused on executing our growth strategy,' the Vice Chairperson and Managing Director of the Mumbai-headquartered NRB Bearings told ETAuto. From her point of view, the ₹1,500 crore component maker's strength lies in its ability to engineer product disruptive innovation, to be able to partner with the world's finest automotive and Tier one entities and truly launch the next generation platforms by doing the friction solutions for them. 'We are talking about Magna, Dana, ZF, Meritor, BorgWarner and many other companies with a particular focus on EV agnostic applications,' she elaborated. That means 'we have specifically focused our company on to the next generation platform of, for example, an electronic app cell for the chassis, e-steering applications and all the other non-engine electronic innovations where the same platform is going to be used, whether it's hybrid, ICE or e-mobility'. According to Zaveri, the way the business has been firewalled for the truck and car and also going forward, the tractor market, is that 'we will be there' with the same or a higher portfolio of business, whether it's ICE, EV, or hybrid. Risk mitigation strategy 'And that is one of our strengths because we place a lot of focus on our strategy which is really about risk mitigation. So, I don't want to sit here and predict the future and say EV is coming in such and such year, ICE is going to die in this year or hybrid is going to prevail over EV,' she clarified. On the contrary, NRB would just want to be as deeply entrenched and as sticky with its customers, irrespective of which of the three technologies prevail and what kind of timeframe it takes and for all the years that they coexist. When it comes to two-wheelers, the bearings manufacturer is strongly focused on the higher end and large volume EV players. At the same time, continued Zaveri, there would be a differentiation between low end EV for two-wheelers and high-performance bikes. So while 'you might lose a little bit of business' in the midsize vehicle as it moves into becoming more EV and more lower end, there will also be a huge opportunity in the 250-300cc, 350cc and then maybe 500cc which is going to slowly replace and attract the performance customers. 'And that also gives us more than enough opportunity for engineering design capabilities and complex bearings and more bearings,' she explained. Industrial mobility The other important focus area is industrial mobility, which is off highway and more and more agricultural applications. Right now, NRB is in a very strong position globally in the truck market. 'If you see at the consolidated level 30 per cent of our business comes from overseas. So, the 70:30 is a very strong risk mitigated model. These are predominantly European companies,' said Zaveri. NRB also supplies into global defense which may be niche but is highly profitable. It also caters to agriculture and those two business segments together are approximately 11 to 14 per cent of total sales. Summing up, the CV business and two wheelers are about 30 per cent each, replacement market 14 per cent and the rest is the passenger vehicle market. We now have all the technology and capabilities to make spherical roller bearings, taper roller bearings, to make larger sizes and expand our cylindrical bearing businessHarshbeena Zaveri NRB has now got the top ten global customers but still remains 'very under-penetrated' there. 'We have ₹500 crore of future business already tied as nominations and starting to play out, which we have to supply over the next four years,' explained Zaveri. This is the reason why NRB has earmarked a ₹200 crore investment plan. 'So, you are talking about ₹110 crore of current capacity per month, which will be improved with operational excellence, overlapping and going to about ₹115 crore when the new capacity starts coming in slowly step by step starting from next year,' she explained. And adding another approximately ₹175 crore because ₹30-40 crore of the ₹200 crore will be put into infrastructure. 'This is because we will require much larger buildings and more sustainable plants where we need them to be more solar-friendly and reduce the carbon footprint,' said Zaveri. Flexible approach to investments NRB's debt equity is 0.1 and, 'even with all these investments', is not going to move beyond 0.3. This translates into a 'very healthy' situation where investments can be made very flexibly, keeping in mind all the changes in the world as opposed to companies that already have a lot of capacity. 'We now have all the technology and capabilities to make spherical roller bearings, taper roller bearings, to make larger sizes and expand our cylindrical bearing business,' she added. As for new geographies, NRB is in the process of closing in on the US for a facility which could be either in North or South Carolina. The next transition would 'definitely be' setting up research, development, and application engineering capabilities in the US and in Germany. 'We still do not have a very large footprint in the US yet because we were hinging that on a Make-in-USA strategy. So that means we are very protected even from the current tariff conversations,' said Zaveri. We built so much stock because all these two-wheeler companies agree to come back to us and buy from usHarshbeena Zaveri Deep domain training All the company's sales team members are in the international business side and application engineers have had deep domain training in the engineering centre before being moved overseas. 'We also have international employees and consultants who are strong in those fields and are considering looking at setting up R&D facilities both in Europe and America,' she said. NRB's focus over the next three years is going to be revenue and profitability, revenue growth and sustainable profitability at 19 per cent plus and 'really stretching our revenue growth from 12 per cent annually, taking it to 14 per cent and then crossing 17 per cent per annum'. As Zaveri put it, scaling up is going to be the entire focus over the next three to five years. According to her, the company had been consistently delivering an extremely strong and aggressive performance for years. However, recently, growth slowed down – 'a major factor not widely known'. A big fire at the Waluj facility, Aurangabad, in 2023 damaged one line completely as well as the stores. Rebuilding Waluj after the fire 'Our immediate focus shifted to restoring production lines and rebuilding inventory. At the same time, we engaged in a thorough due diligence process with our insurance company, given the high quality of our insurance coverage,' said Zaveri. With the family settlement also underway then, this created some misunderstandings in the market. 'Most people mistook the slow growth as a failure on NRB's part while being unaware of the major issue, the backdrop of the fire. Additionally, we limited our investor communications and reluctant to discuss the family situation in the larger scheme of things,' she added. There was some confusion because a land sale in Thane, Maharashtra, brought in a large chunk of cash, around ₹170 crore, which was an exceptional gain. Subsequently, when the fire broke out, it led to a slowdown. 'We had insurance money coming in and we had this final payout of ₹55 crore for the company settlement which was an exceptional loss. In the last two financial years, there was exceptional gain yet people reported that the company was not having adequate profitability,' explained the NRB chief. Manufacturing line hit Just as the recovery from COVID was happening, the company was restructured but then the fire struck. and the manufacturing line directly hit was actually for that business plan of approximately ₹80 crore. 'The two-wheeler industry really grew and we lost about ₹90 crore because for four months our stores got impacted and we had to rebuild the stock. We built so much stock because all these two-wheeler companies agree to come back to us and buy from us,' said Zaveri. This is because they also wanted NRB to risk mitigate the lines by duplicating capacities and building adequate stock for safety. Stock reduction has also happened as everything is in place now and the money that tied up in working capital is also getting released. 'We have virtually no debt and have as much money as we want to invest in the future strategy,' she added. Today, the company's production capacities are around ₹Rs 110 crore per month and the business is all coming back to normal. 'And actually, from January onwards we got our whole production capacity back in and we have moved to a consolidated growth of 14 per cent and a very strong profitability of 20 per cent plus,' says a visibly pleased Zaveri. Correcting misconceptions She also drives home another important point. Post-COVID, all the international entities were put into a holding company. According to her, people are comparing standalone numbers of the past to those of the present whereas 'you must compare the standalone of the past to the consolidated results of the present'. Hence, when people look at this, they think that the company has gone into low growth and a lot of interest waned off even in terms of the industry per se without realising this was due to the fire. 'Despite the potential to expand aggressively in the industrial market, as a trustee, I was bound by principle, not to compete. This created a paradox – while I wanted to push growth at the company level, I was constrained by my responsibilities on the trust side,' said Zaveri. The fire clearly complicated matters in terms of the NRB growth story. The de-promoteriation process is on but as part of the settlement, 'they cannot buy a single share for the next 10 years and we step off as promoters from each other's companies'. Beyond this, care was taken to ensure that the brand name was protected from being sold to some unknown entity. 'We did not cut any corners either. My board was extremely particular and negotiated the inter-company arrangement and got all the right terms. In the end, the patience paid off as far as NRB is concerned thanks to our uncompromising stand,' said Zaveri.
Time of India
3 days ago
- Time of India
JCB India sees better H2, braces itself for US tariff challenge
New Delhi: Construction equipment (CE) major JCB India expects flat growth for the industry in the first half of this fiscal thanks to a broader market slowdown coupled with the impact of new regulatory norms. 'We expect H2 to be better. A better monsoon should help the rural economy come back strongly. Overall, I see that it will either be flat or show a slight improvement over last year,' Deepak Shetty , CEO & MD, JCB India, told ETAuto. He projects a growth of about 3 per cent, in line with FY2024-25 levels. Shetty was speaking on the sidelines of the annual session of the Indian Construction Equipment Manufacturers' Association (ICEMA), where he formally assumed the role of President for the 2025–27 term. He takes over from V Vivekanand, MD of Caterpillar India, who led the association from 2023-25. The Indian CE industry's total sales rose to just about 1.40 lakh units in FY25 from 1.35 lakh units in FY24, owing to delayed infrastructure projects following elections. From January this year, India implemented Euro-V emission norms for the sector, triggering a price increase. So far, JCB has sold around 20,000 units compliant with the new standards. Meanwhile, the company remains bullish on the long-term prospects of the industry, expecting India (now in third place) to overtake China and claim the number two global spot, behind the US, by the end of this decade. Shetty expects JCB to grow in line with the industry. For FY 2025-26, capex is projected at around ₹200 crore. US tariff impact The Ballabgarh-based firm exports to 135 countries translating to around 25 per cent of its total machine production last year. The US remains one of JCB's largest export markets, with nearly 10,000 machines shipped from India last year. With the ongoing geopolitical uncertainties, the company expects this share to remain flat in FY26. 'The ever-changing geopolitical situation is certainly a challenge, but at the same time, the opportunity lies in the Indian market,' he said. On the recent tariff hike, Shetty noted, 'Certainly, in the short term, there is an impact. A 50 per cent tariff is going to make it costly. But we need to see exactly at the HSN code level how it impacts, because sometimes these are at a gross level.' Additionally, the company is eyeing higher sales in Nepal, South Asia, Africa and Sri Lanka. Hydrogen over electric Shetty called hydrogen a 'huge opportunity' for the CE sector, particularly for larger machines. 'The torque requirement for big equipment makes electricity less practical. By the next decade, smaller machines, which today account for about 20-25 per cent of the market in India, will go electric since they operate mainly in urban areas. But larger, high-torque machines will go for hydrogen.' Citing the example of Leh-Ladakh, he said while diesel must be transported via tankers, hydrogen can be produced locally using an electrolyser, an approach already implemented by NTPC. Shetty said JCB is ready with the technology for alternative powertrains but highlighted the lack of ecosystem as the biggest barrier. At Excon 2025, the company will unveil new products in electric and hydrogen segments, while steering clear of CNG due to the narrowing price gap with diesel. China challenge China's product dumping remains a major challenge for India's CE industry, highlighted Shetty. On Thursday, Road Transport and Highway Minister Nitin Gadkari said the Centre was working on a new Bill aimed at supporting the industry and reducing imports, particularly from China. The goal was to enhance the sector's competitiveness through targeted policy measures. The CE industry has also been pressing the Centre to introduce the Construction, Earthmoving, Material Handling Machinery Act, which will set standards for both emissions and operator safety. The legislation is currently in the draft stage. On technology advancements, Shetty said while these were more prevalent in developed countries like the US for certain mining applications, JCB has also worked on certain autonomous driving applications in collaboration with the Defence Research and Development Organisation (DRDO). 'I can't talk much about it, but there are some autonomous technologies that we have developed with DRDO,' he said.
Time of India
4 days ago
- Time of India
Piaggio's new commuter scooter will have a flavour mix of Italy and India
As Piaggio Vehicles explores getting a foothold in India's commuter scooter segment, Diego Graffi is categorical about what the product ought to be like. 'The new offering should always be combined with the key pillars of Piaggio globally in the two-wheeler space. These are design, lifestyle and heritage. It should be something that gives the customer the flavour of having a product that is designed as per Italian standards but customised for Indian applications,' the Chairman and Managing Director told ET Auto in a recent interview. At present, the company's scooter portfolio consists of the iconic Vespa which is priced comfortably at over ₹1.2 lakh and is part of the niche premium segment. For the more voluminous commuter category which Piaggio is looking at seriously, the product will need to be two-thirds the price in order to attract customers. 'In order to scale up volumes, we have to invest in a space that has the potential to deliver and this is the commuting segment of scooters where volumes are six million units annually. But obviously, to compete in this category, we need to have the right kind of product that customers are seeking,' said Graffi. Pricing challenge Beyond this, it is important to be competitive in terms of price and this is 'definitely' a challenge. 'However, I think we have all the skills, capabilities and experience to do this,' he added. For a company that has tasted success in the mass three-wheeler segment, it is hopeful that the same can be replicated in the scooter space where affordability will play a big role. Removing one wheel and developing a scooter is not a big Graffi 'So we already have that in our DNA in India. So removing one wheel and developing a scooter is not a big deal. Of course, it is a challenge but it is not impossible,' reiterated Graffi. Even while plans are still at the conceptualising phase, things are proceeding 'very fast'. In the process, there will be an all-new brand emerging from the Piaggio stable in India. The CMD ruled out extension of the Vespa brand to this new commuter scooter reiterating, 'No, no, no. Vespa is Vespa. You cannot touch it. This product will be altogether another segment and another customer base.' On the retail side, there is every likelihood of using the current two-wheeler network that caters to Vespa at least in Tier 1 cities but more dealers need to be roped in for smaller towns where the market for mass scooters truly resides in. New geography 'The dealer network has to be focused to sell this kind of product especially in rural, Tier 2 and 3 regions. This product is more a commuter — I don't want to use the word mass — and we have to explore areas where we are not present at all. So it is all together a new geography that we are talking about,' elaborated Graffi. The company's long experience with three-wheelers in India means that there is a fair degree of market intelligence when it comes to smaller cities and towns. However, a scooter is an all-new animal and will require specialised skills in marketing and after-sales service to make things work well. Luckily, we have a good vendor base already that we can use for the new Graffi Likewise, the pricing of the product needs to hit the sweet spot and this is where Piaggio's suppliers will have a key role to play. 'Luckily, we have a good vendor base already that we can use for the new scooter,' he said. Plans are already underway to send shipments overseas to Africa, Turkey and many other markets across the globe. When this new product becomes a reality, it will mark the wheel coming full circle for Piaggio in India. Old-timers will recall the heady days of the 1980s and '90s when the Italian automaker had an alliance with the Kanpur-based LML where its mass scooters were the closest rival models to Bajaj Auto's range of the Chetak, Super etc. India comeback story When LML and Piaggio split eventually, the latter decided to get into the cargo three-wheeler space as part of its second innings for India. It was a masterstroke because this was a larger unexplored arena where the chance of growth were stronger. Piaggio soon became a familiar brand here and then gradually stepped into the more glamorous space of scooters and motorcycles with Vespa and Aprilia. Also read:Piaggio plans larger scooter portfolio for India beyond Vespa The group's global CEO, Michele Colaninno has been a keen advocate of the India growth story and has been pushing for a bigger role here in terms of new products and making the country a global hub for vehicles and components. Graffi said the CEO was very 'forward thinking' and saw India as a great opportunity. 'He has a particular appreciation for India and always perceives that we could do better looking at the potential here,' he added. Colaninno was in India a little over three months ago where he got around to to see the market. He visits the country at least every year and each time he sees it, there is something new in terms of technology or the changing face of vehicles on the road that grabs his eye. From his point of view, India remains a fast growing market that hold tremendous potential for companies like Piaggio. Rebooting scooter template It was a little over a year ago when Colaninno had spoken of redefining the company's scooter template in India by way of an entry into the commuter space. 'The mistake we have done in the past is more on the scooter side, where we have not been able to face the competition of low-cost vehicles,' he had said. While making clear that the company would continue to be in the high/premium end with Vespa and Aprilia models, he said this perhaps was not enough in terms of the overall scooter strategy. 'But at the same time, I think we have to be ready and able, more able than ready to fill the gap, let's say, with the competition that we have on scooters,' said Colaninno. There was a specific reference to competitors who have had a good run in the mass scooter space where numbers continue to grow at a brisk pace. 'If you take the Honda Activa, if you take TVS, they produce millions and millions of vehicles,' he pointed out. We will take the right decisions to be ready and enter the big volume market there. Not with the Vespa, not with the Colaninno The Piaggio Group CEO was, however quick to add that such a comparison would not be apt. 'You cannot compare us with Honda, obviously, which has been there in the two-wheeler market for years in India. But I think that we will take the right decisions to be ready and enter the big volume market there. Not with the Vespa, not with the bike.' New strategy for India It is keeping this objective in mind that Piaggio believes the time has come to take a serious relook at its scooter business model for India. 'I think that we have to put in place a new strategy for the two-wheeler market in India. It is true that it is moving towards a high level of consumer business, but some mistakes have been done over there, especially on two-wheels,' said Colaninno. The Italian automaker is clear that this does not mean that the focus on premium models will be diluted. As he made clear, the company is satisfied with the response to the Aprilia RS 457 medium displacement bike that was launched at a price of over ₹4 lakh. 'The actual management — the new management team — is just people that we have decided to put in place on the R&D. But that does not mean that we will exit the premium market, because India is growing on GDP per capita and it will grow slowly, but we are ready to catch the growth. Numbers are not millions, but with the RS 457, we are very satisfied,' said Colaninno.
