1、Unlocking the Potential of Indias Domestic Battery Value ChainREPORT/NOVEMBER 2024EVOLVINGECOSYSTEMSSUPPORTED BYABOUT MICELIO MOBILITYFounded in 2018,Micelio was conceived to accelerate innovation and collaboration across the Clean Mobility ecosystem in India.It works with stakeholders ranging from

2、startups and entrepreneurs to engineers,researchers,academics,NGOs,and policymakers.Their work is defined under four verticals:1.Micelio Fund:$30 million seed fund to enable innovation in Clean Mobility;2.Micelio Discovery Studio:Testing and validation facility for Clean Mobility products,components

3、,and subsystems;3.Micelio Community:Vibrant hub to foster collaborations in the ecosystem among multiple stakeholders through their annual Global Clean Mobility Summit and Micelio Mobility Awards;4.Micelio Pulse:In-house think tank to focus on advocacy and awareness of the sustainability ecosystem.A

4、BOUT RMIRMI is an independent nonprofit,founded in 1982 as Rocky Mountain Institute,that transforms global energy systems through market-driven solutions to align with a 1.5C future and secure a clean,prosperous,zero-carbon future for all.We work in the worlds most critical geographies and engage bu

5、sinesses,policymakers,communities,and NGOs to identify and scale energy system interventions that will cut climate pollution at least 50 percent by 2030.RMI has offices in Basalt and Boulder,Colorado;New York City;Oakland,California;Washington,D.C.;Abuja,Nigeria;and Beijing.RMI has been supporting I

6、ndias mobility and energy transition since 2016.ABOUT NSRCEL,IIM BANGALORENSRCEL is the hub of entrepreneurial activity at IIMB.NSRCELs mission is to support ventures in the startup ecosystem that demonstrate a potential to innovate,implement,and create social/financial impact.Being one of the oldes

7、t incubators in the country NSRCEL was established with an endowment from Mr.NS Raghavan,co-founder of Infosys,in 1999 we have been bringing together entrepreneurs,academicians,and industry experts to create an impact in the startup ecosystem ever since our inception.Entrepreneurs come into NSRCEL,r

8、egardless of their stage,to launch or scale their ventures and become successful companies.With Indias growing ecosystem,NSRCEL will be supporting more ventures in the years to come by bringing the government,corporate,and academic stakeholders together through our hallmarkincubation.Unlocking the P

9、otential of Indias Domestic Battery Value ChainREPORT/NOVEMBER 2024EVLVINGECOSYSTEMSSUPPORTED BYContacts For more information,please contact:RMI indiainformi.orgMicelio All images are from GettyImages.in,iS,AdobeS,and S,unless otherwise noted.Authors RMIMarshall AbramczykAkshat AggarwalAkshima Ghate

10、Dimpy SunejaMICELIO MOBILITYGodwin GeorgeMartin DavidRainu Sara GeorgeRhythm SachdevaShreyas ShibulalAuthors listed alphabetically.AUTHORS ANDACKNOWLEDGEMENTSAcknowledgement The authors would like to thank the following individuals for offering their insights and perspectives on this work:Ameen Khan

11、,FlextronAmit Shroff,Hastin EnergyAnand Sri Ganesh,NSRCELAnjani Sri Mourya Sunkavalli,AltminArun Sreyas Reddy,RACE EnergyBasavaraj Konnur,Maxwell Energy SystemsChandrashekhar Dhangar,Adiabatic TechnologiesKapil Suhane,Ace Green EnergyKartik Ganesh,Battery SystemsKiriti Varma,AltminMarie McNamara,RMI

12、Dr.Mitravinda Tadepalli,Amara RajaNihal Choudyal,NSRCELPankaj Jhunja,Adjunct Faculty,IIT-BPratyush Sinha,LohumRajesh Mammen,Ekniti EnergyRahul Venkatraman,EvorideRishab Deo,RACE EnergyRobin George,Log9Santosh Kumar J.,Li-CircleSatyabrata Pati,Battery SmartSmriti Rai,NSRCELVikyath Nanjappa,NSRCELCita

13、tionMicelio,RMI,and NSRCEL,EVolving Ecosystems:Unlocking the Potential of Indias Domestic Battery Value Chain.November 2024.TABLE OF CONTENTSExecutive SummaryForewordEndnotesPage 9Page 8Page 471.0Introduction2.0Understanding the Battery Value ChainPage 13Page 153.0Indias Battery Value Chain4.0Govern

14、ment Initiatives Supporting the Battery Ecosystem5.0Benefits of a Robust and Circular Battery Value Chain6.0Challenges on the Horizon7.0Unlocking Future Opportunities8.0Conclusion and Next StepsPage 21Page 27Page 31Page 35Page 40Page 458/EVolving EcosystemsFOREWORDThe past few years have seen Indias

15、 clean mobility landscape rapidly transform,with batteries emerging as the heartbeat of this evolution.As a collective group,we have always believed in the power of collaboration to fuel meaningful change,and this collaboration among Micelio,Rocky Mountain Institute(RMI),and NSRCEL in the form of th

16、is report on EVolving Ecosystems:Unlocking the Potential of Indias Domestic Battery Value Chain is a testament to that belief.This report not only delves into the significant strides made in battery technology,but also brings to light the collaborative efforts driving these advancements.From breakth

17、roughs in battery chemistry to policy shifts and grassroots innovation,we see an ecosystem brimming with potential and ambition.And while challenges remain,such as raw material availability and charging infrastructure,there is a clear sense of momentum that is propelling us forward.At the heart of t

18、his momentum are the startups,corporates,researchers,and policymakers coming together to innovate and redefine whats possible.The stories and insights in this report reflect the ecosystems collective resilience and drive.Its inspiring to see how emerging technologies,coupled with collaborative frame

19、works,are shaping a new energy future for India.As we navigate this journey towards a sustainable future,I hope this report serves not only as a record of progress,but also as a catalyst for further collaboration and innovation.Together,we can accelerate Indias transition to clean mobility and ensur

20、e that battery technology continues to advance,creating a greener and more inclusive tomorrow.Lets keep pushing the boundaries together!Warm Regards,Anand Sri Ganesh,CEO,NSRCEL9/EVolving EcosystemsEXECUTIVE SUMMARYEVs are central to Indias goal of achieving energy independence by 2047 and reaching n

21、et-zero emissions by 2070 under the Panchamrit targets.EV adoption is already growing in India currently EV penetration stands at 6.8%(FY2324)of new vehicle sales with programmes like PM e-drive setting 30%EV sales by 2030.This rapid growth is supported by favourable policies,a growing market,and im

22、provements in technology,especially advances in battery technology.At the core of this EV transition are batteries.Improvements in battery technology,including increased energy density and decreasing cost,are making EVs more affordable and competitive with traditional internal combustion engine(ICE)

23、vehicles.It is estimated that India will require nearly 1,100 GWh of batteries to achieve energy independence in the mobility sector by 2047.This presents an opportunity for India to invest in battery technology innovation and develop a resilient battery value chain essential for supporting the anti

24、cipated growth in EV adoption.While Indias battery ecosystem is at a nascent stage,several government initiatives are helping develop this ecosystem,including the Khanij Bidesh India Limited(KABIL),which was established with the aim to secure critical resources for the country;the Production Linked

25、Incentive(PLI)Scheme for Advanced Chemistry Cells(ACC),aiming for 50 GWh 10/EVolving Ecosystemsof domestic battery production by 2030 to promote domestic manufacturing;and the Battery Waste Management Rules to foster a circular economy by promoting recycling and responsible disposal of batteries.As

26、India sets out to develop a resilient battery ecosystem,further interventions will be required across all aspects of the value chain from raw material mining to battery production to end of life to address several challenges that currently exist.At present,India has limited mineral reserves and reli

27、es heavily on imported technology for processing materials,which makes it vulnerable to supply disruptions and global uncertainties.Furthermore,building facilities for manufacturing and recycling batteries requires substantial investment,which can be challenging without clear demand and strong polic

28、ies.Establishing facilities for battery manufacturing and recycling requires significant investment;however,with clear market demand and supportive policies,these challenges become more manageable.11/EVolving EcosystemsThis report examines each of the challenges in detail and identifies potential op

29、portunity areas that will need to be developed to overcome these hurdles.The following challenges and potential solutions were identified:Supply ChainLifecycle ManagementRaw Material MiningMaterial ProcessingCell ProductionBattery InstallationBattery AssemblyUPSTREAMMIDSTREAMDOWNSTREAM/END-OF-LIFEKe

30、y ActivitiesMain Outcome Raw material needs to vary by cell chemistry Key minerals:nickel,cobalt,graphite,manganese,lithium Mining methods depend on material and location and other factors Cell production involves electrode manufacturing,assembly,and finishing Electrode manufacturing and finishing a

31、re independent of cell type;assembly depends on cell geometrics Battery packs are installed in their specific application(battery electric and plug-in hybrid vehicles,etc.)Installed batteries are then ready for their first life-cycle usage Refining processes vary by material type Typical steps:leach

32、ing,solution purification,and battery metal/chemical production Assembled battery cells form modules with electronic management Modules integrate into packs managing power,charging,and temperature After years of use,batteries end their first life-cycle They are then repurposed for stationary energy

33、storage or recycled into new cell productionRaw MaterialBattery CellBattery PackBattery Metal/ChemicalInstalled Battery PackReused/Recycled Battery12/EVolving EcosystemsA resilient and circular battery ecosystem can yield substantial economic and environmental benefits.Building a local battery indus

34、try could create over 300,000 jobs,generate$5 billion in value by 2030,and reduce import dependence,saving an estimated$2 billion annually.Additionally,by localising recycling infrastructure,India can recover up to 95%of critical minerals,cutting environmental impact from mining and bolstering a cir

35、cular economy.Transitioning to clean vehicles could reduce crude oil consumption by 91%by 2047,save 160 lakh crore,and avoid 14 gigatonnes of CO2 emissions,aligning with Indias net-zero objectives.India must act swiftly to bring forward these solutions,and foster collaboration among industry,governm

36、ent,and financial stakeholders to drive localisation,innovation,and circularity.This collective approach can position India as a global leader in the battery sector,supporting a sustainable transition to clean mobility and energy independence by 2047.13/EVolving EcosystemsIndias automotive sector,no

37、w the third largest globally,registered approximately 24.5 million vehicles in 2023,up from 18.9 million in 2021.1 The sector is forecasted to grow 150%by 2030,with nearly 37 million vehicles registered that year.2 Meeting this growth with internal combustion engine(ICE)vehicles will lead to several

38、 challenges,including rising carbon dioxide(CO2)and local air pollutant(e.g.,particulate matter)emissions,increasing reliance on fossil fuel imports,and mounting pressure on energy security.To combat these negative elements,low-or zero-emission vehicles like battery-electric vehicles(BEVs)are becomi

39、ng a national priority and are forming a key pillar of Indias clean energy transition to achieve Panchamrit targets and energy independence by 2047.ii.The Panchamrit targets,announced by India at COP26,include achieving 500 GW of non-fossil energy capacity by 2030,meeting 50%of energy needs from ren

40、ewables,reducing carbon emissions by 1 billion tons,and reaching net-zero by 2070.INTRODUCTION1.014/EVolving EcosystemsBox 1 Indias Vision for Energy Independence by 2047To align with Indias 2047 energy independence goal,Prime Minister Narendra Modi emphasised the need to reduce reliance on imported

41、 fossil fuels by promoting energy-efficient systems and expanding renewable energy generation.This strategy involves increasing domestic production of clean energy technologies,such as solar,wind,and battery storage,while also improving energy efficiency across sectors to lower overall demand.These

42、efforts are integral to the Panchamrit strategy,which seeks to reduce emissions,increase renewable energy capacity,and achieve net-zero carbon emissions by 2070.Achieving 100%clean vehicle adoption is integral to meet Indias energy independence and net-zero targets of 2047 and 2070.3EVs are already

43、making headway in India nationally,in FY 202324,EVs were 6.8%of total vehicle sales.India is targeting its EV sales penetration to reach 30%by 2030,equating to 102 million EVs on the road.4 EV adoption is being driven by supportive policies at the central and state level and a growing market with in

44、creased model availability and technology improvements.One technology component critical to EV growth are the batteries.Batteries are seeing significant advancements with energy density doubling since 2013 and costs falling 80%.5 These battery improvements are contributing to lower vehicle purchase

45、prices (batteries are responsible for 30%40%)of a vehicles price and performance improvements,especially in range and charging rate.Ultimately,EVs are becoming increasingly competitive with polluting ICE vehicles.To achieve energy independence in the mobility sector by 2047,nearly 1,100 GWh of batte

46、ries will be needed.6 India has an opportunity to meet this rising demand with investments in battery technology innovation and by developing a resilient domestic battery value chain.This report provides,at a high level,the state of Indias battery value chain,and the benefits and current challenges

47、to develop a resilient battery value chain.For each challenge,the report identifies several solutions to unlock the potential of Indias battery value chain.15/EVolving EcosystemsAdvanced batteries,particularly lithium-ion(Li-ion)batteries,are common in EVs as these batteries have high-energy density

48、,long lifespan,and fast-charging capabilities.The Li-ion battery value chain encompasses all processes from raw material extraction,cell and battery manufacturing,and end-of-life.Exhibit 1(see page 16)details the various components of the battery value chain.UNDERSTANDING THEBATTERY VALUE CHAIN2.016

49、/EVolving EcosystemsExhibit 1Components of the Battery Value ChainSource:RMI analysisSupply ChainLife-cycle ManagementRaw Material MiningMaterial ProcessingCell ProductionBattery InstallationBattery AssemblyUPSTREAMMIDSTREAMDOWNSTREAM/END-OF-LIFEKey ActivitiesMain Outcome Raw material needs to vary

50、by cell chemistry Key minerals:Nickel,cobalt,graphite,manganese,lithium Mining methods depend on material and location and among other factors Cell production involves electrode manufacturing,assembly,and finishing Electrode manufacturing and finishing are independent of cell type;assembly depends o

51、n cell geometrics Battery packs are installed in their specific application(battery electric and plug-in hybrid vehicles,etc.)Installed batteries are then ready for their first life-cycle usage Refining processes vary by material type Typical steps:leaching,solution purification,and battery metal/ch

52、emical production Assembled battery cells form modules with electronic management Modules integrate into packs managing power,charging,and temperature After years of use,batteries end their first life-cycle They are then repurposed for stationary energy storage or recycled into new cell productionRa

53、w MaterialBattery CellBattery PackBattery Metal/ChemicalInstalled Battery PackReused/Recycled Battery17/EVolving EcosystemsThe value chain can be organised in three parts upstream,midstream,and downstream.UPSTREAM Raw Material Mining(10%15%of Value Capture)ii The first step in the value chain involv

54、es the extraction of critical minerals like lithium,cobalt,nickel,and manganese from mines.These minerals are foundational for cell manufacturing,with major mining operations located in Australia,Chile,and the Democratic Republic of Congo.7 Material Processing(10%15%of Value Capture)After extraction

55、,the raw materials undergo processing and refining to reach battery-grade purity levels.For example,lithium is refined into battery-grade lithium carbonate or hydroxide,which is used in cathodes and anodes.Currently,China leads globally in the battery supply chain,with more than 75%of global battery

56、 cell manufacturing capacity and 90%of anode and electrolyte production.8 MIDSTREAM Cell Manufacturing and Cell Assembly(35%45%of Value Capture)The refined materials are then converted into cathode and anode active materials(CAM and AAM).The cathode and anode materials are then assembled into batter

57、y cells and further into packs/modules.This phase captures the largest economic value in the supply chain,and it is critical for determining the batterys overall performance and competitiveness.DOWNSTREAM Battery Pack Installation and Integration(15%20%of Value Capture)Battery packs,once assembled a

58、nd integrated with battery management systems(BMS),are installed for their first life use.The BMS plays a critical role in ensuring the safe and efficient operation of the battery within EVs.ii.Value capture refers to the share of total revenue that each stage of the lithium-ion battery value chain

59、generates.18/EVolving EcosystemsExhibit 2Description of a Cell,a Module,and a Battery PackComponentDescriptionCellA single unit device that converts chemical energy into electrical energy.ModuleA collection of cells connected in series or parallel.PackA series of individual modules and protection sy

60、stems arranged in a shape that will be installed in a vehicle.Source:Automotive Cell Co.End-of-Life Management Recycling and Reuse(5%10%of Value Capture)Recycling efforts are recovering valuable materials like lithium and cobalt from used batteries,while second-life applications are repurposing them

61、 for stationary energy storage.919/EVolving EcosystemsExhibit 3Flow Diagram of Materials and Processes in a Circular Value ChainCATHODEANODERECYCLEMINING REPURPOSEFIRST-LIFE USEREFININGPRE-CAMBATTERY OEMAAMCELLPACK ASSEMBLYCAMSource:RMI analysis20/EVolving Ecosystems2.1 MAPPING THE ECOSYSTEMThere ar

62、e many Indian players involved in the production and recycling of batteries.Exhibit 4 provides a detailed overview of various stakeholders involved in Indias battery value chain.Exhibit 4Key Ministries,Public Sector Undertaking(PSUs),and Major Organisations Involved in Each Segment of the Value Chai

63、nSource:RMIUPSTREAMGOVERNMENT AGENCIESORGANISATIONSMIDSTREAMDOWNSTREAM/END-OF-LIFEMinistry of Mines,KABIL Altmin,Epsilon Carbon,Hi-madri Neo-Group,Monnet Ispat&Energy,TrimexPSUs BHEL,IOCL,HPCL,and NALCOMinistry of Environment,Forest and Climate ChangeCentral Pollution Control BoardMinistry of Heavy

64、IndustryPSUs IREL,NALCO,HCL,MECL,NMDC,and IGL SUN Mobility,TRONTEK,Autobot India,Bacony,BatteryOK,Grinntech,ION,Tesscon Attero,BatX,Exigo,Fortum India,Gravita,Green Zero,Li-Circle,Lohum,MiniMines,Nunam,Recykal,Rubamin,Sungel,Tata,ZiptraxPSUs BHEL,IOCL,HPCL,and NALCO Amara Raja,Exide,Grinntech,India

65、Power,JSW,LOHUM,Log9,Mahindra,NSure Reliable,Ola,Rajesh Exports,Reliance New Energy,Tata Chemicals,ThermAX,Ti DSG Lithium,TVS,Wipro21/EVolving EcosystemsINDIAS BATTERY VALUECHAIN3.0Indias EV market is experiencing rapid growth,fuelled by robust government policies aimed at promoting mass adoption.A

66、central initiative is the PM e-Drive programme,which targets achieving 30%EV sales penetration by 2030.To reach this milestone,a stable supply of advanced batteries,particularly Li-ion batteries,will be essential.3.1 EV BATTERY DEMAND IN INDIA In 2023,Indias EV battery demand was estimated at 4 giga

67、watt-hours(GWh),primarily due to the early adoption of electric two-and three-wheelers.10 Looking forward,to achieve energy independence by 2047,Indias annual EV battery demand is estimated at 230 GWh in 2030 and 605 GWh in 2035.iii,11iii.The Energy Independent scenario is based on achieving no crud

68、e oil and gas imports beyond 2047.The scenario envisions aggressive EV penetration through ambitious strategies to transition most of the vehicle stock.22/EVolving EcosystemsExhibit 5Total Battery Demand for Electric Vehicles in India(20242047)in GWhAnnual Battery Demand(in GWh)Source:India at 2047:

69、A Vision for Energy Independence in the Mobility Sector,RMI,202402004006008001,0001,20020262029203020342031203520322036203820332037203920402041204220432044204520462047202420272025202812.3975.11,009.31,038.21,058.51,065.61,066.7813.3878.6929.0614.1677.4742.6340.0411.3483.3554.778.2120.8166.9219.2275.

70、146.525.223/EVolving EcosystemsPrevalent Battery Chemistries in India12Box 2Several types of Li-ion batteries chemistries are available,with lithium nickel manganese cobalt oxide(NMC)and lithium iron phosphate(LFP)batteries being the two prevalent chemistries in India due to their performance attrib

71、utes.AttributeBattery ChemistryNMCLFPSafetyModeratehighNeeds proper cooling systems in applications where safety is critical.Very highLess prone to thermal runaway,ideal for critical safety applications like mass-market EVs and stationary storage.Energy DensityivHigh(160 Wh/kg200 Wh/kg)Ideal for pre

72、mium EVs with longer range requirements.Moderate(90 Wh/kg160 Wh/kg)Suitable for applications with fewer space and weight constraints.Specific PowerHighOffers quick acceleration for performance vehicles.ModerateSufficient for mass-market EVs.CostHigher Due to cobalt and nickel;prevalent in premium se

73、gments.LowerDue to cheaper materials;ideal for budget applications.Fast-Charging CapabilitiesGoodBut may accelerate degradation over time.GoodSupports fast charging with better thermal stability.End-of-LifeMore likely to be recycled.Less likely to be recycled;LFPs contain lower-value materials than

74、NMCs.Source:RMI,“EV Batteries 101:The Basics,”March 2023iv.Energy Density refers to how much energy a battery can store relative to its weight.A battery with a higher Wh/kg can store more energy for a given amount of weight,which is important for applications where space and weight are limited,like

75、EVs.24/EVolving Ecosystems3.2 DOMESTIC PRODUCTION FORECASTSAs demand for EV batteries grows,strengthening local manufacturing will be essential to reduce dependence on foreign technology and material imports.Driven by government initiatives such as the Production Linked Incentive(PLI)Scheme for Adva

76、nced Chemistry Cells(ACC),India is expanding its domestic production of advanced chemistry batteries.Leading companies are investing heavily in large-scale production facilities.Recent announcements of battery production capacity are estimated at 6.7 GWh.13 These giga-scale projects are expected to

77、be operational by 202728 and will reach manufacturing capacity several years later as they integrate complex supply chains,navigate regulatory approvals,and perform the requisite testing/certification and fine-tuning of production processes to achieve optimal efficiency.OrganisationLocationCell Manu

78、facturing Capacity(GWh)*Battery Pack Manufacturing Capacity(GWh)Battery ChemistryAmara Raja Batteries Ltd.Telangana165Both LFP and NMC14 Exide Industries Ltd.Karnataka12Not applicableBoth LFP and NMC15 Godi Technologies Pvt.Ltd.Hyderabad12Not applicableBoth LFP and NMC16 Jindal South West(JSW)GroupO

79、disha10,v scaling up to 50 by 2030Detailed capacity for cell and pack manufacturing is still pending confirmationInformation not availableOLA Electric Mobility Ltd.Tamil Nadu20,vi scaling up to 100 by 2030Not applicableNMC17 Reliance Industries Ltd.Gujarat50Not applicableLFP18 Tata Chemicals Ltd.Guj

80、arat10Not applicableBoth LFP and NMC19 Exhibit 6Major Current and Planned Battery Manufacturing Facilities in Indiav.JSW Group is planning to set up a battery manufacturing facility with a target capacity of 50 GWh by 20282030.The project will be rolled out in phases,starting with 10 GWh by 2026,and

81、 scaling up to 50 GWh by the end of the decade.vi.While OLA has been sanctioned with 20 GWh under the Production-Linked Incentive(PLI)Scheme,the company has set an ambitious target to achieve 100 GWh of battery manufacturing capacity by 2030.25/EVolving EcosystemsThese investments are not limited to

82、 large corporations;startups and smaller companies are also making significant strides.Emerging players like Log9 Materials,Altmin,and Neuron Energy are advancing innovative battery chemistries,such as lithium titanate oxide and sodium-ion chemistries and scaling up their production capacities to me

83、et Indias battery needs.Source:Company annual reports and RMI analysisJindal South West Group OdishaTata Chemicals Ltd.GujaratAmara Raja Batteries Ltd.TelanganaExide Industries Ltd.KarnatakaGodi Technologies Pvt.Ltd.HyderabadOLA Electric Mobility Ltd.Tamil NaduReliance Industries Ltd.Gujarat26/EVolv

84、ing Ecosystems3.3 BATTERY RECYCLING AND CIRCULAR ECONOMYIndias nascent battery recycling ecosystem will play a critical role in managing end-of-life batteries,helping to minimise environmental impact,reduce reliance on imported minerals,and lower overall production costs.A significant portion of end

85、-of-life batteries are either disposed of improperly or exported to other countries for recycling.This highlights the gap between the existing recycling capacity and the increasing volume of batteries nearing the end of their useful life,particularly as EV adoption rises.Although some advancements h

86、ave been made in domestic recycling,Indias battery recycling ecosystem remains small in scale,with a capacity to recycle only 2 GWh of batteries annually.20 Despite this limited capacity,it is underutilised,with less than 5%of disposed batteries actually being processed.21 This gap underscores the n

87、eed for significant expansion and efficiency improvements in the recycling infrastructure to manage the growing volume of end-of-life batteries effectively.In response to these challenges,the Ministry of Environment,Forest,and Climate Change(MoEFCC)introduced the Battery Waste Management Rules in 20

88、22,a critical step toward establishing a circular economy for batteries in India.These rules enforce Extended Producer Responsibility(EPR),requiring battery manufacturers to take accountability for collecting and recycling end-of-life batteries.This regulatory framework is designed to incentivise th

89、e recycling of batteries and ensure that manufacturers play an active role in reducing environmental harm.27/EVolving EcosystemsGOVERNMENT INITIATIVES SUPPORTING THE BATTERY ECOSYSTEM4.0India is advancing its electric mobility and energy goals through strategic government initiatives to create a res

90、ilient domestic battery ecosystem.The Government of India has adopted key initiatives towards securing critical raw material through Khanij Bidesh India Limited(KABIL),supporting manufacturing and innovation through the PLI-ACC Scheme,driving market adoption through Faster Adoption and Manufacturing

91、 of Hybrid and Electric Vehicles(FAME),and introducing circular economy practices through Battery Waste Management Rule(BWMR).Together,these efforts aim to strengthen value chains and position India as a global leader in the clean energy transition.India would soon be in the position to export lithi

92、um-ion batteries,the rechargeable batteries that are a requirement for electric vehicles.Nitin Gadkari,Union Minister for Road Transport and Highways,Government of India at the 64th annual convention of the Society of Indian Automobile Manufacturers(SIAM)28/EVolving EcosystemsThemeYearInitiative(s)S

93、etting a Strategic Vision20182019 National Energy Storage Mission National Mission on Transformative Mobility and Battery StorageSecuring Key Resources2019 Khanij Bidesh India LimitedKABIL(A joint venture between National Aluminum Corporation NALCO,Hindustan Copper Limited HCL,and Mineral Exploratio

94、n Corporation Limited MECL)Establishing Manufacturing Capacity2021 Production Linked Incentive(PLI)Scheme for Advanced Chemistry Cells(ACC)Fostering Circular Economy2022 Battery Waste Management Rules(BWMR)Advancing Battery Innovation2023 National Research FoundationExhibit 7Key Policy Initiatives t

95、o Support Indias Battery EcosystemSource:Press Bureau of India(PIB),Government of India4.1 SETTING A STRATEGIC VISIONThe National Energy Storage Mission(2018)and the National Mission on Transformative Mobility and Battery Storage(2019)are pivotal in Indias strategy to promote sustainable mobility an

96、d energy storage.The 2018 Energy Storage Mission laid the foundation for developing a robust storage infrastructure,including large-scale deployment of energy storage systems for renewable energy integration and the establishment of microgrids to electrify rural areas.In 2019,the Transformative Mobi

97、lity and Battery Storage Mission expanded this vision,focussing on localising battery and EV component manufacturing under a Phased Manufacturing Program(PMP).viivii.The PMP encourages domestic EV and battery production by gradually increasing local manufacturing capabilities,reducing import relianc

98、e,and fostering a competitive battery value chain in India.29/EVolving Ecosystems4.2 SECURING CRITICAL RESOURCESStrengthening Lithium Supply India,through KABIL,has partnered with Argentinas state-owned enterprise,CAMYEN SE,to actively explore and develop lithium brine blocks in the Catamarca provin

99、ce,which is part of the“Lithium Triangle”in South America.This region is known for its vast lithium resources,with Argentina holding the second-largest lithium reserves globally.This partnership gives India a significant foothold in securing critical raw materials for its battery manufacturing needs

100、 while strengthening bilateral ties and ensuring a steady supply of lithium for Indias EV battery market.Mapping Domestic Lithium Reserve The Geological Survey of India(GSI)has been actively involved in lithium resource mapping through its Field Season Programme(FSP).This initiative has focussed on

101、reconnaissance,preliminary,and general exploration stages targeting lithium deposits across various Indian states,such as Jammu and Kashmir,Rajasthan,and Karnataka.From 2016 to 2021,several exploration projects were launched to enhance Indias strategic autonomy by building a domestic lithium resourc

102、e base.With the discovery of significant lithium deposits,especially the 5.9 million tonnes in Jammu and Kashmir,these efforts are crucial to reducing Indias dependence on imports.22 4.3 ESTABLISHING MANUFACTURING CAPACITY Promoting Battery Manufacturing The PLI-ACC Scheme aims to localise battery m

103、anufacturing in India.With an outlay of 18,100 crore,the PLI Scheme aims to achieve 50 GWh of domestic battery production by 2030.The scheme mandates a gradual increase in domestic value addition starting with 25%in the first two years and scaling up to 60%within five years.This initiative is pivota

104、l to building domestic manufacturing capabilities under the broader framework of Atmanirbhar Bharat.30/EVolving Ecosystems4.4 FOSTERING CIRCULAR ECONOMY The Ministry of Environment,Forest,and Climate Change(MoEFCC)has introduced the Battery Waste Management Rules in 2022,focussing on responsible dis

105、posal of end-of-life batteries.These regulations mandate Extended Producer Responsibility(EPR),making battery manufacturers accountable for the collection,recycling,and safe disposal of used batteries.The rules establish clear recycling targets and mandatory compliance frameworks,ensuring that produ

106、cers contribute to creating a circular economy for batteries.4.5 ADVANCING BATTERY INNOVATION Indias battery technology innovation is advancing rapidly,with the establishment of the National Research Foundation(NRF)in 2023 to foster collaborations between industry,academia,and research institutions.

107、These efforts focus on enhancing Li-ion battery technologies in terms of efficiency,safety,and durability.Emerging technologies like solid-state and lithium-sulphur batteries are also being explored to seek improvements in battery performance.Government-backed R&D initiatives are crucial in driving

108、breakthroughs that will enable India to lead in next-generation battery technologies.31/EVolving EcosystemsBENEFITS OF A ROBUSTAND CIRCULAR BATTERY VALUE CHAIN5.0Developing a robust domestic battery value chain can provide many benefits,including economic gains,emissions reduction,and strengthening

109、energy security.Exhibit 8Key Benefits of a Robust Battery Value Chain in IndiaSource:Press Bureau of India(PIB),NITI AayogCREATE 300,000 DIRECT AND INDIRECT JOBS BY 2030SAVE$2 BILLION ANNUALLY BY LOCALISING PRODUCTIONCAPTURE$5 BILLION IN ANNUAL VALUE ADDITIONREDUCE OIL DEMAND BY 4 MILLION BARRELS PE

110、R YEAR BY 2030LOWER BATTERY COSTS BY 20%25%BY 2030GENERATE$1.5 BILLION IN ANNUAL EXPORT REVENUE BY 203032/EVolving Ecosystems5.1 SUPPORTING ECONOMIC GROWTH Developing a robust value chain can spur economic growth in several ways,including:Creating Jobs As per a NITI Aayog report on establishing giga

111、-scale battery manufacturing in India,developing a domestic battery value chain could generate close to 300,000 direct and indirect jobs by 2030.23 Employment growth is expected across the entire supply chain,from mining and refining to manufacturing to recycling.Many of the planned gigafactories ar

112、e expected to be key contributors,providing both direct employment and ancillary jobs in logistics,maintenance,and other sectors.Increasing Gross Domestic Product(GDP)By localising battery production,India could save an estimated$2 billion per year in foreign exchange by reducing imports of battery

113、components.24 Further,domestic production could contribute up to$5 billion per year to the nations economy through exports and other value adding activities such as assembly and processing.25Providing Cost Savings and Increasing Indias Competitiveness on the Global MarketBy localising production,bat

114、tery costs are projected to decline by 20%25%by 2030,making EVs more affordable for consumers and reducing Indias exposure to fluctuating global prices.26 Additionally,investments in domestic gigafactories and R&D will help Indian manufacturers meet international standards,creating opportunities to

115、capture a share of the growing global demand for batteries.Export potential for battery components and finished products is expected to grow substantially by 2030.33/EVolving Ecosystemsviii.The carbon emissions calculation is based on data from the US Environmental Protection Agency(EPA),which estim

116、ates that burning one barrel of crude oil produces approximately 0.43 metric tons of CO2.5.2 REDUCING IMPACT ON THE ENVIRONMENT A robust domestic battery value chain can significantly contribute to Indias climate goals,including:Unlocking Circular ValueIt is estimated that up to 95%of the critical m

117、inerals in a battery can be recovered by recycling.27 This level of efficiency can reduce the damaging effects of mining and further minimise production of hazardous waste.28Reducing Reliance on Fossil Fuel ImportsAs battery manufacturing scales up and EVs become more accessible,oil demand in India

118、is expected to fall by 4 million barrels annually by 2030.29 This translates to a reduction of approximately 1.72 million metric tons of CO2 emissions each year.viii As an added benefit,batteries used for renewable energy storage can reduce dependence on coal and other fossil fuels for energy produc

119、tion.5.3 SUPPORTING SUPPLY CHAIN RESILIENCYBuilding a resilient domestic battery supply chain ensures material availability,mitigates risks associated with volatile international markets,and enhances Indias ability to maintain continuity in production and distribution.Minimising External Supply Risk

120、By building a domestic battery value chain,India can reduce its reliance on critical minerals and components from China,which currently dominates lithium refining and battery manufacturing.A localised supply chain will shield India from potential disruptions caused by trade disruption,including sanc

121、tions and global supply chain bottlenecks.34/EVolving EcosystemsReducing Vulnerability to Global Price FluctuationsInternational market dynamics often lead to price volatility in critical materials such as lithium,cobalt,and nickel.By securing domestic sources of these materials and investing in rec

122、ycling,India can insulate its industries from these shocks,ensuring more stable production costs over time.Enhancing Strategic Reserves and Diversifying SourcingDeveloping strategic reserves of key battery materials and forging new international partnerships with mineral-rich countries(such as Austr

123、alia,Chile,and Brazil)will diversify Indias supply chain and improve resilience.This strategy will not only reduce the countrys dependence on any single supplier,but also enhance its leverage in global trade negotiations.Adaptability in Technological AdvancementsA resilient supply chain accelerates

124、the adoption of emerging technologies like solid-state batteries by ensuring flexibility,diversifying sourcing,and minimising disruptions.This adaptability allows manufacturers to pivot quickly as market demands evolve,maintaining competitiveness in a fast-changing global market.35/EVolving Ecosyste

125、msAs India continues to develop a resilient Li-ion battery value chain,several challenges persist across each component of the value chain(see Exhibit 9 on page 36).CHALLENGES ON THE HORIZON6.036/EVolving Ecosystemsix.The Bill of Materials(BOM)is a comprehensive list of all the components,parts,raw

126、materials,and sub-assemblies required to manufacture a product.In the context of battery cell manufacturing,the BOM includes various items such as electrodes(anode and cathode materials),electrolyte solutions,separators,casings,connectors,and other related parts.It also outlines the quantity of each

127、 material,their specifications,and sometimes even the processes needed to assemble them.CategoryChallenge Area DetailsUPSTREAM#1 Dependency on Foreign TechnologyIndias lack of access to essential intellectual property(IP)for critical battery processes,such as mineral refining,creates dependency on f

128、oreign technology and imports.Furthermore,the import process is complex as all imported materials must be documented on a Bill of Materials(BOM)list,which is a complex process where any errors can disrupt imports.ix#2 Insufficient Local Lithium ReservesAlthough India has recently discovered lithium

129、deposits,the country still needs to assess the extraction potential of these deposits and develop advanced technologies to efficiently harness these resources.Even with successful extraction which can take several years to develop mines and refining facilities,Indias rising Li-battery demand may out

130、pace local supply of critical minerals,leading to continued reliance on imports.#3 High Costs and Infrastructure NeedsDeveloping the necessary refining technology and infrastructure requires substantial investments,estimated at$250 million or more.30 Current financial support is limited.Government s

131、upport will be helpful to catalyse investments in this area and to provide financial support.#4 Lagging Battery R&D ProgressCurrent R&D efforts for material extraction,process,and refining technologies in India are limited and insufficient to meet the growing demand for battery materials,resulting i

132、n delays in production scaling and increasing dependency on foreign technologies.MIDSTREAM#5 Lack of Cathode and Anode Production FacilitiesProduction of CAM and AAM in India still remains underdeveloped due to the absence of local suppliers for key materials and specialised chemicals.Scaling up thi

133、s segment demands substantial capital investment in advanced processing technologies and R&D.Critical technologies for high-energy-density materials,like nickel-rich cathodes and silicon-based anodes,are still concentrated in established global battery hubs,restricting Indias ability to compete on a

134、 global scale.#6 Inconsistent Cell Quality StandardsEnsuring each cell(and battery)meets desired quality specifications is crucial;however,maintaining this consistency remains a challenge due to variations in raw material quality,precision in manufacturing,and environmental factors during production

135、 that lead to cell quality and reliability concerns(e.g.,variable performance).These variations make it difficult to maintain uniform standards in large-scale battery manufacturing.Exhibit 9 Challenges to Indias Battery Value Chain Across Various Components37/EVolving EcosystemsCategoryChallenge Are

136、a DetailsDOWNSTREAM#7 Insufficient Diagnostic ToolsThe absence of advanced diagnostic tools to assess the health of a battery pack limits effective repair during the batterys use and eventually life-extension strategies.This can result in premature disposal or replacement.#8 Lack of Battery Testing

137、InfrastructureInsufficient testing and research facilities for batteries at the end of their original purpose limits their availability for second-life applications.Without the necessary infrastructure,it is difficult to assess,improve,or customise used batteries to meet local conditions and perform

138、ance requirements for second-life applications.This lack of capability restricts innovation in repurposing batteries and hampers efforts to develop other cost-effective second-life use cases.#9 Ambiguous Definitions and PolicyUnclear definitions for key terms like“repurposer”and“recycler”lead to con

139、fusion when interpreting regulations,making it difficult for businesses and stakeholders to comply.Furthermore,the lack of clarity discourages investment in repurposing and recycling businesses,as companies may face legal or financial risk due to inconsistent regulatory interpretation.#10 Complex Im

140、port and Export RegulationsThe absence of standardised procedures for recycling batteries across countries complicates compliance with international regulations,while complex customs processes for importing or exporting different types of lithium batteries further hinder the cross-border flow of mat

141、erials needed for recycling.Exhibit 9 Challenges to Indias Battery Value Chain Across Various Components(continued)Source:RMI,based on stakeholder interviews and research38/EVolving EcosystemsAdditionally,limited access to financing to support R&D and infrastructure buildout is cross-cutting challen

142、ges(i.e.,common challenges which exist across value chain components).Building infrastructure for material extraction,refining,cell manufacturing,and recycling is highly capital-intensive,requiring significant long-term funding.Although the PLI scheme has attracted investments,the broader financial

143、ecosystem is yet to provide adequate support for large-scale battery ventures.Moreover,the lack of venture capital and loans specifically aimed at battery and energy storage companies makes it difficult for businesses to secure the funds necessary for research,infrastructure setup,and scaling operat

144、ions.The aforementioned challenges may result in the following:1.RAW MATERIAL SUPPLY CHAIN INSTABILITY India imports 100%of its lithium needs and approximately 70%of cobalt and nickel,mostly from China,which dominates 80%of the global lithium refining market.31 This reliance leaves India vulnerable

145、to supply disruptions from geopolitical tension and price volatility.As a result,India may struggle to capture its potential share of its estimated market cap of$400 billion,which is roughly one-third of the 2030 global battery market.3239/EVolving Ecosystems2.HIGH COSTS FOR INFRASTRUCTURE DEVELOPME

146、NT AND LOSS OF DOMESTIC VALUE India needs over$10 billion in investment to develop necessary infrastructure refining and gigafactory infrastructure for battery production,including refining capabilities and cell manufacturing by 2030.33 Without significant domestic investment,India will continue to

147、rely on foreign suppliers,which may offer cost advantages through economies of scale.However,this dependence could still result in additional costs related to import tariffs,supply chain vulnerabilities,fluctuating international prices,and certification.Battery imports could reach$13 billion by 2030

148、,34 representing a major outflow of capital that could be retained by developing local production capabilities.3.PERFORMANCE INCONSISTENCIES Imported battery materials,including raw materials,cells,and other elements that India then assembles into battery cells and/or packs often have quality issues

149、,resulting in thermal failures and reduced lifespans up to 30%.35 This inconsistency increases maintenance costs for EVs,and reduces consumer confidence and Indias reputation as a reliable battery supplier.4.LIMITED BATTERY RECYCLINGWith battery recycling rates under 5%,India misses opportunities to

150、 reclaim valuable materials like lithium and cobalt,which could reduce dependence on imports.36Overcoming these challenges can put India on a path to expand its domestic production capacity to potentially meet the energy independence demand of around 605 GWh by 2035.40/EVolving EcosystemsUNLOCKING F

151、UTURE OPPORTUNITIES7.0India stands at a crucial juncture in developing a competitive battery industry,and swift action is needed to address key challenges.Exhibit 10 on the following pages highlights the main areas where India can focus to encourage innovation and create domestic value to become a g

152、lobal leader in the fast-growing battery market.Encouraging local innovation and forming international collaborations will help minimise import reliance and support a resilient battery ecosystem.41/EVolving EcosystemsValue ChainOpportunity AreaPotential InterventionsUPSTREAM#1 Enhancing Local Techno

153、logy for Extraction and RefiningDevelop Local Technology and Ownership:There is a need to set up Innovation Hubs and Centres of Excellence(CoEs)to bridge research and industry silos for innovation in mining technology and mineral processing.These hubs and CoEs can:Support startups with seed funding

154、to develop technology and processes to refine materials like lithium and cobalt into battery-grade products.Facilitate the development of scalable extraction technologies through pilot projects.Encourage Public Sector Undertaking(PSU)-led Licensing Initiatives:The Ministry of Mines can create a task

155、 force within public sector units(PSUs)to negotiate licensing deals and acquire advanced technology for refining and production of battery-grade materials.Furthermore,strong patronship PSUs and industries can be instrumental to advance local expertise in refining raw materials.To this end,government

156、-backed tax rebates can be introduced for companies that invest in local extraction and refining technologies,especially through collaborations with PSUs.#2 Ensuring Supply of Critical MineralsBuild Long-Term Global Partnerships:While India explores more lithium reserves,the Ministry of Mines can wo

157、rk towards forming stable partnerships with countries rich in key materials like lithium and cobalt to mitigate supply chain risks for necessary minerals that must be imported.In addition to securing minerals to meet the growing demand,these collaborations should further target partnering with count

158、ries such as Brazil and Australia to develop refining capacities,through initiatives like KABIL and bilateral agreements.Harness Local Lithium Reserves:GSI should continue exploring domestic lithium reserves to reduce reliance on imports.This can be further capitalised by the already amended Mines a

159、nd Minerals(Development and Regulation)Act of 1957,which allows private entities(through license)to explore lithium reserves and work in collaboration to identify technologies to extract and refine lithium.#3 Collaborative Infrastructure DevelopmentLeverage PSU-Led Infrastructure Development:The hig

160、h capital expenditure required to establish domestic upstream infrastructure,such as refining plants,can be significantly reduced by leveraging PSUs.By leading investments,PSUs can help lower barriers for private sector players to scale up operations.Furthermore,through public-private partnerships,P

161、SUs can facilitate the demonstration and scaling of new technologies,identifying key avenues to support the development of critical infrastructure and reducing the financial burden of capital expenditure.#4 Catalyse Strategic R&D CollaborationsFast-Track Collaborative R&D:India should launch a Strat

162、egic R&D Alliance with global partners focussed on overcoming immediate challenges in battery material extraction and refining.This alliance should prioritise technology transfer agreements and collaborative pilot projects,targeting rapid deployment of scalable solutions within 12 years.Exhibit 10 O

163、pportunity Areas to Strengthen Indias Battery Value Chain42/EVolving EcosystemsExhibit 10 Opportunity Areas to Strengthen Indias Battery Value Chain(continued)Value ChainOpportunity AreaPotential InterventionsMIDSTREAM#5 Boosting Local ManufacturingLocalise Cathode and Anode Production:The Ministry

164、of Mines should encourage local manufacturing of key components that are commonly imported,like CAM and AAM,by launching a Local CAM/AAM Manufacturing Initiative under a dedicated scheme.This initiative can offer a 25%capital subsidy and technical support to companies establishing cathode and anode

165、production units in India.Under the initiative,regulatory clearances can be fast tracked to ensure these facilities become operational in a timely manner.#6 Creating Performance Benchmarks for Battery QualityDevelop Tailored Grading Technologies:The Indian Bureau of Standards(BIS)and local battery m

166、anufacturers can develop and implement a Battery Grading Framework.This framework would define performance benchmarks and quality parameters specific to the Indian market.BIS can also develop common testing protocols for manufacturers compliance for battery cells to be deployed in the market.#7 Stre

167、ngthen Local Battery Testing InfrastructureBuild Advanced Local Testing Labs:The existing vehicle testing agencies (e.g.,ARAI,ICAT,NATRIP,etc.)can serve as battery testing centres across major industrial zones.x These testing facilities,equipped with cutting-edge tools,will test batteries for voltag

168、e stability,thermal management,and capacity retention.Combined investment and inputs from the private sector(in terms of expertise)and the government(in terms of grants)will be key to ensuring imported and locally produced batteries meet Indian safety and performance standards.DOWNSTREAM#8 Support M

169、odular Battery Repair and DiagnosticsPromote Modular Battery Repair Solutions:The Department of Science and Technology(DST)can foster innovation by launching an Innovation Challenge Program to support startups and research institutions developing modular battery systems to enable quicker fixes.This

170、programme can also focus on creating diagnostic software that identifies faulty components in battery packs,allowing targeted repairs rather than full replacements,aided by modular battery design.#9 Create Certification Standards for Second-Life BatteriesDevelop Local Certification Standards:A Batte

171、ry Certification Committee,composed of stakeholders from the industry,government,and academia,can establish local certification standards for second-life and refurbished batteries.These standards should align with global best practices,focussing on safety,performance,and environmental impact to ensu

172、re that reused and locally produced batteries meet stringent quality benchmarks.x.Existing agencies such as ARAI(Pune),ICAT(Manesar),and NATRIP(Indore and Chennai)are strategically located near key industrial and automotive hubs,making them well-positioned to serve as battery testing centres across

173、Indias growing EV and automotive sectors.43/EVolving EcosystemsValue ChainOpportunity AreaPotential InterventionsDOWNSTREAM#10 Strengthen Compliance With Battery Waste RulesStrengthen Battery Waste Rules Enforcement:Under the leadership of the MoEFCC and the Central Pollution Control Board(CPCB),a d

174、edicated agency should be established to increase awareness of and monitor compliance with Battery Waste Management Rules and enforce EPR.Support Circular Economy through Traceability:The Bureau of Energy Efficiency(BEE)can spearhead the development a Battery Traceability System(i.e.,a Battery Aadha

175、ar)to track batteries throughout their lifecycle.Each battery will have a unique identification number,enabling real-time tracking from production to disposal.The system will ensure tamper-proof tracking across manufacturers,service providers,and recyclers,and will integrate with certified recycling

176、 programmes to encourage responsible disposal and material recovery.#11 Fast-Tracking Systems for Battery Recycling TradeSimplify Recycling Export/Import Procedures:The MoEFCC should collaborate with customs authorities to develop a fast-track clearance system for the import and export of recycling

177、materials and end-of-life batteries.This system will streamline documentation requirements and establish dedicated processes to reduce delays at ports and borders,improving logistics for battery recycling.Source:RMIExhibit 10 Opportunity Areas to Strengthen Indias Battery Value Chain(continued)44/EV

178、olving EcosystemsAdditionally,financing will be critical to an efficient and scaled transition.Financing solutions can include battery-specific green financing.Creating Battery-Specific Green Financing Solutions Setting up low-interest loans and tax incentives to help battery startups and infrastruc

179、ture projects access long-term funding.Banks,battery manufacturers,and government agencies should work together to offer affordable financing options.Startups and small businesses need access to long-term capital to invest in R&D,manufacturing,and recycling,which will drive innovation and industry g

180、rowth.45/EVolving EcosystemsCONCLUSION AND NEXT STEPS8.0Indias transition to a robust and sustainable battery value chain is essential for its shift toward electric mobility and achieving energy independence by 2047.To facilitate the development of a robust value chain,securing critical raw material

181、s,expanding domestic manufacturing,and developing effective recycling infrastructure are paramount.The recommendations are intended to promote collaboration among stakeholders and to provide pathways to overcome the primary barriers that currently exist in the ecosystem.The recommendations are a res

182、ult of comprehensive consultations with stakeholders involved in the battery value chain,from upstream to downstream.To coordinate work across the battery value chain,RMI plans to form a battery consortium to bring together manufacturers,government agencies,research institutions,and financial organi

183、sations.Together,consortium members can support the deployment of solutions to localise production,improve resource efficiency,and promote a circular economy.46/EVolving EcosystemsThe consortium can focus on:1.BOOSTING DOMESTIC VALUEPromoting investments in gigafactories and leveraging government sc

184、hemes like the PLI to reduce import dependence and increase local production.2.RECYCLING AND CIRCULAR ECONOMYCreating infrastructure for recycling Li-ion batteries,recovering key materials,and reintegrating them into the production process to build a sustainable supply chain.3.ENCOURAGING INNOVATION

185、Supporting research in advanced battery technologies,such as solid-state and sodium-ion batteries,to improve performance and reduce costs.4.BUILDING GLOBAL PARTNERSHIPSForming international partnerships to secure key materials like lithium and cobalt while developing domestic resources.Through this

186、initiative,RMI aims to help India create a resilient and localised battery value chain that will support the countrys electrification for years to come.47/EVolving Ecosystems1.Ministry of Road Transport and Highways(MoRTH),Vahan Dashboard,August 2024.2.Estimates on Battery Demand and Growth in India

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194、Factory Will Boost EV Industrys Shift to LFP Batteries,”Business Standard,August 29,2023.https:/www.business- Group Battery Cell Firm Outlines Long-Term Plans,”Financial Express,August 2023.https:/ India Sustainably Manufacture and Recycle EV Batteries?”Mongabay India,November 2023,https:/ Five Per

195、Cent Lithium-Ion Batteries Get Recycled,”The Pioneer,January 2024,https:/ Deposits Found in Karnatakas Mandya and Yadgiri Districts,”The Economic Times,https:/ Discovers Major Lithium Reserves,”BBC News,https:/ Announces Lithium Deposits in Jammu&Kashmir,”Press Information Bureau,https:/pib.gov.in/P

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197、stic%20production%20Niti%20Aayog.pdf.24.Giga-scale Manufacturing in India,NITI Aayog,March 2023,https:/www.niti.gov.in/sites/default/files/2023-03/Giga-scale%20battery%20manufacturing%20in%20India%20Powering%20through%20challenges%20in%20domestic%20produc-tion%20Niti%20Aayog.pdf.50/EVolving Ecosyste

198、ms25.Bain&Company,“The Trillion Dollar Manufacturing Exports Opportunity for India,”Bain&Company,July 13,2022,https:/ Hertzke,and Bernd Heid,“Battery 2030:Resilient,Sustainable,and Circular,”McKinsey&Company,January 16,2023,https:/ A.Olivetti,“How Well Can Electric Vehicle Batteries Be Recycled?”MIT

199、 Climate Portal,September 5,2023 https:/climate.mit.edu/ask-mit/how-well-can-elec-tric-vehicle-batteries-be-recycled#:text=Saving%20nickel%20and%20cobalt%20from%20old%20batteries,percent%20of%20these%20materials%20can%20be%20salvaged.&text=%E2%80%9CThe%20significant%20challenge%20in%20battery%20recy

200、cling%20is,them%20when%20they%20are%20recovered%2C%E2%80%9D%20Olivetti%20says.28.Need for ACC Energy Storage in India,NITI Aayog,February 2022,https:/www.niti.gov.in/sites/default/files/2022-02/Need-for-ACC-Energy-Storage-in-India.pdf.29.Global EV Outlook 2024:Outlook for Battery and Energy Demand,I

201、nternational Energy Agency,IEA,2024.https:/www.iea.org/reports/global-ev-outlook-2024/out-look-for-battery-and-energy-demand.30.Expert conversation with an upstream stakeholder,September 2024.31.Critical Mineral Strategy Report,Government of India,Ministry of Mines,April 2023.Available at:https:/min

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203、nance for EVs in India,RMI and NITI Aayog,January 2021,https:/www.niti.gov.in/sites/default/files/2023-02/RMI-EVreport-VF_28_1_21.pdf.34.Need for Advanced Chemistry Cell Energy Storage in India,NITI Aayog,March 2023.https:/www.niti.gov.in/sites/default/files/2023-03/Need-for-ACC-Energy-Storage-in-In

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