
Ride-hailing firms to seek GST clarity from tax regulator
Ride-hailing platforms, including
Ola
,
Uber
, and
Rapido
, are set to make a fresh set of representations to the
Central Board of Indirect Taxes and Customs
(CBIC) on the contentious issue of applicability of goods and services tax (GST) on services offered under the SaaS model.
Under the SaaS model, platforms charge a fixed subscription fee to gig workers instead of a commission.
Companies are expected to flag ambiguities arising from inconsistent tax treatment of the SaaS model following divergent rulings from the Karnataka Authority for Advance Ruling (AAR), said people in the know. They alleged that the
Karnataka AAR
's decision is distorting competitive parity in the sector.
While the Karnataka AAR allowed ONDC-affiliated Namma Yatri to operate without levying GST, it held that Uber and Rapido remain liable to pay the tax under the same model.
Rapido operates the
subscription model
for its auto-rickshaw and four-wheeler ride-hailing offerings, while Uber has deployed this model for the three-wheeler ride-hailing. Ola Consumer, which started by deploying the subscription model for autorickshaws, earlier this month
expanded it to four-wheeler taxi services
as well.
'Some companies have taken a 'no-tax position' on the subscription model, and this creates inequality for tax-paying players who charge commission," said a senior executive at one of the
ride-hailing firms
. "The ride-hailing space is a price sensitive sector, and the fares offered to riders by those operating on the subscription model end up being significantly lower…this puts certain companies at a competitive disadvantage,'
The move to launch subscription-based plans wherein platforms charge a fixed daily or weekly fee to driver partners on their platforms for an unlimited number of rides helps companies potentially bypass the 5% GST applicable on rides facilitated by them, people said.
The 5% GST is applicable under Section 9 (5) of Central GST Act, which mandates ecommerce firms such as ride-hailing platforms, food-delivery companies, and online retailers to collect and pay tax on behalf of service providers listed on their apps. These include drivers, restaurants and e-marketplace sellers.
Uber, Ola and Rapido did not respond to ET's queries.
The fresh representations come in the backdrop of a recent Karnataka High Court order that asked CBIC to engage stakeholders and clarify its stand on the matter.
On companies rolling out subscription model to bypass the 5% GST, tax experts said it could also lead to potential disputes between operators and tax authorities amid lack of clarity on whether a September 2023 advance tax ruling, which held that Namma Yatri need not collect and pay GST, would apply to other platforms as well.
In July 2024, however, the
Karnataka AAR ruled
that Rapido was liable to pay GST for its cab services, and later in November issued a similar ruling saying Uber would also be liable to pay tax for services launched on the subscription model.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Time of India
14 minutes ago
- Time of India
PE-VC investments in May plummet 68% amid global headwinds
Private equity and venture capital investments in India fell sharply in May 2025, reaching $2.4 billion across 97 deals, a 68% drop from the $7.3 billion invested across 128 transactions in May 2024, according to the IVCA-EY PE and VC roundup for the month. The number of deals also contracted, down 24% year‑on‑year and 16% from April 2025. Pure‑play PE/VC activity accounted for $1.9 billion in May, down 60% from a year ago. Real estate and infrastructure investments dropped by 82%, attracting only $498 million versus $2.7 billion in the same period last year. Startups emerged as the top segment with $1.1 billion in investments, a 21% rise compared to May 2024. Growth‑stage investments followed, totalling $710 million, although down 71% year‑on‑year. Credit and PIPE (private investment in public equity) investments also contracted sharply, falling 77% and 38%, respectively. Financial services was the top sector for the month, drawing $758 million across 21 deals, followed by real estate with $380 million. Together, the two accounted for nearly half of total PE-VC activity. Exits also remained subdued. Investors announced 18 exits worth $1 billion in May, down 60% from $2.55 billion across 24 exits a year ago. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like 5 Books Warren Buffett Wants You to Read In 2025 Blinkist: Warren Buffett's Reading List Undo Open‑market exits accounted for 77% of total exit value, including Carlyle's sale of a 10% stake in PNB Housing Finance for $320 million. 'PE/VC activity continues to remain subdued as global headwinds and bid‑ask mismatches hamper momentum,' said Vivek Soni, partner and national leader, Private Equity Services, EY India. Soni added that while early signs of recovery, including robust GST collections and a recent RBI rate cut, could revive deal activity later this year, ongoing global tensions and diverging valuations have kept both buyers and sellers cautious. PE-VC activity (May 2025 vs May 2024 vs April 2025) Metric May 2025 May 2024 April 2025 Total PE/VC Investments ($bn) $2.40 $7.30 $5.00 Pure‑Play PE/VC ($bn) $1.90 $4.60 $2.30 Real Estate & Infra ($bn) $0.50 $2.70 $2.70 Number of Deals 97 128 115 Exits ($bn) $1.00 $2.55 $0.62 Source: IVCA, EY Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now


Time of India
an hour ago
- Time of India
As commissions fall, India's ride-hailing firms test viability of flat-fee economics
BENGALURU: Ola has rolled out a nationwide flat‑fee model for its core cab‑hailing business, allowing drivers to keep 100% of their earnings after paying a fixed daily access charge of Rs 67. The move replaces the long‑standing commission structure, where platforms deducted 20-30% per trip and marked a significant shift in India's ride‑hailing economics. Internally, senior Ola executives acknowledge that the move is as much a response to intensifying market pressure as it is an attempt to win back disenchanted drivers. 'Why Ola did this is because it is rapidly losing market share and the network effect of supply and demand was waning out for us. It's a race to the bottom, a desperate hail‑mary. It will definitely eat up margins,' one senior executive said. To make the math work, Ola has implemented sweeping cost cuts, shutting down its acquisition team that was 1,000‑strong at peak, reducing incentives and relying more on automation. 'We charged 20% commissions earlier, but nearly half of it went back to customer and driver incentives. In the flat‑fee model, we've cut down incentives significantly and eliminated that cost base, making room for more tech‑driven efficiency. These changes help us retain the same revenue potential per ride,' another senior executive said. According to RedSeer data shared by Saurav Kumar Chachan, Associate Partner at RedSeer, India's ride‑hailing market is dominated by cabs, which account for roughly 50-55% of gross merchandise value (GMV), followed by auto rickshaws at about 35% and two‑wheelers making up roughly 10-12%. In the top seven cities, average fares range from Rs 300-400 per trip, while in smaller cities the average is closer to Rs 200-250. 'Drivers in top metros typically complete about eight trips per day and work roughly 25 days a month, totaling around 220–240 trips per month,' Chachan said. At an average fare of Rs 300 per trip, this translates to gross earnings of roughly Rs 2,400 per day or Rs 60,000 per month. Under the traditional 25% commission model, that meant a net income of roughly Rs 1,800 per day and Rs 45,000 per month for the driver. Under the new Rs 67‑a‑day flat‑fee structure, net earnings rise to roughly Rs 2,333 per day and Rs 58,325 per month, offering higher potential income for active drivers. Earnings Comparison Metric Commission Model (25%) Flat‑Fee Model (Rs 67/day) Avg. trips per day 8 8 Avg. fare per trip Rs 300 Rs 300 Gross daily income Rs 2,400 Rs 2,400 Platform deduction per day Rs 600 Rs 67 Net daily income Rs 1,800 Rs 2,333 Net monthly trips* ~230 trips ~230 trips Net monthly income Rs 45,000** Rs 58,325** ~25 working days **Includes vehicle EMIs and operational costs of fuel, car servicing Source: Redseer for TOI While the shift improves earnings potential for experienced drivers, it also shifts more risk to their side. 'Flat‑fee ride‑hailing models promise drivers full control over earnings, but also shift financial risk away from platforms,' said Pratik Shah, partner at EY Parthenon. 'For experienced drivers in high‑demand areas, it can yield higher take‑home pay. But for newcomers or those in low‑traffic zones, it may feel more like exposure than empowerment. ' Flat‑fee pricing has had mixed results globally. In markets like Latin America and Southeast Asia, it has worked well in dense, high‑frequency environments, but faltered where trip densities remain low. According to Shah, long‑term viability will hinge on platforms bundling fixed pricing with ancillary services, from insurance and financing to fuel cards and advertising, making it closer to a SaaS‑like model for drivers. Ola, Uber and Rapido are the only pan‑India scaled cab‑hailing platforms, and their pricing strategies have long shaped industry dynamics. Uber has so far stuck with the traditional commission model, making Ola's shift a test case for the sector. For Ola, the shift reflects both urgency and a bet that re‑aligning incentives can restore its competitive edge. Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now


India Today
an hour ago
- India Today
Reclaiming the ride: What's at stake in India's digital cooperative revolution
In a cramped room in Nagpur, a few dozen taxi drivers gathered earlier this year—not to protest Ola's slashed incentives or Uber's algorithmic opacity, but to build their own app. It was basic. Buggy even. But it worked. For the first time in years, the fare they saw on their screen was the fare they actually got. No middleman. No cuts. No corporate hotline that never picks up. No 'platform fee' for Ola. No shadowy commission clawed back by Uber. No faceless corporate entity calling the app, called Yatri Sathi, was incubated by the Indian Federation of App-based Transport Workers (IFAT), and is operated as a cooperative, managed by the drivers themselves. What began as a radical experiment in Nagpur has since spread to parts of Pune and Mumbai, with nearly 4,000 downloads and early signs of viability. For the drivers, it's not just about earning more—it's about owning the means of digital isn't a lone rupture. Across India, drivers, delivery partners and small retailers are banding together—often with modest tech but radical intent—to rebuild the platforms they once relied on, this time in their own image. In Bengaluru, the Namma Yatri app—developed with support from the city's auto unions and built on the open-source Beckn protocol—has already clocked over 1.2 million rides. In Kolkata, a group of delivery boys has stitched together a barebones app to skirt the steep commissions levied by Swiggy and in Vidarbha, the Vidarbha App-Based Taxi Union (VABTU) successfully petitioned the district collector early this year to explore a city-run taxi app. A nine-member task force was created—drawing municipal officials, regulators, taxi unions and consultants from the National Cooperative Development Corporation (NCDC). By May, the app was live in three zones of Nagpur. The results? A reported 20 per cent rise in driver earnings—without surcharges or gamified These seemingly scattered efforts are now cohering into something more structured. At the centre of this shift is a new platform called Sahkar Taxi, officially registered on June 6 under the Multi-State Cooperative Societies Act, with an initial capital infusion of Rs 300 crore from seven national and regional cooperative powerhouses—Amul, NAFED, NABARD, IFFCO, KRIBHCO, NDDB and NCEL—under the stewardship of the Ministry of Cooperation. The rollout is set for December in Delhi, Gujarat and goal isn't to out-spend Uber or out-market Ola—but to offer a fundamentally different digital model: no VC money, no profit-maximising mandate, no opaque algorithms. If this sounds like a shift in doctrine, it is. For decades, India's digital policy was reactive—offering market access and regulatory space to Big Tech in the hope that innovation would trickle down. Instead, the result was platform feudalism: a handful of unicorns built on the backs of gig workers and mom-and-pop stores. But the emergence of Sahkar Taxi—and its cousins like the Open Network for Digital Commerce (ONDC), Yatri Sathi and Namma Yatri—suggests a pivot: away from rent-seeking intermediaries, toward decentralised, participatory, digital public ideological underpinnings of this shift didn't come out of nowhere. Over the past six years, RSS affiliates like the Swadeshi Jagran Manch, Bharatiya Mazdoor Sangh, Confederation of All India Traders (CAIT), Grahak Panchayat and Sahkar Bharti have relentlessly campaigned for alternatives to Big Tech. These organisations have been vocal critics of corporate monopolies and foreign capital accumulation. For them, the digital cooperative model is not just a policy experiment—it is a reflection of their economic worldview: decentralise ownership, empower small players, and prevent the concentration of data, capital, and control in a few hands. It's swadeshi economics for the digital is why the Sahkar app, which connects drivers, delivery workers and even agricultural producers under a cooperative tech interface, fits neatly into the government's broader 'Sahkar se Samriddhi' (Cooperation for Prosperity) vision. Piloted with support from CSC e-Governance Services in early 2025 in Delhi and Uttar Pradesh, the Sahkar app links basic service listings with UPI, DigiLocker and grievance redressal protocols. The interface is spartan, but the implications are massive: these apps can scale horizontally—without needing to chase valuations or advertising ONDC, for example. After a slow and uneven start in 2023, it is now active in over 600 towns and cities. Its core mission is to enable kiranas and small businesses to sell online without having to surrender to the dominance of Amazon or Flipkart. With banks like SBI and HDFC backing it, and policy nudges from the Department for Promotion of Industry and Internal Trade (DPIIT), ONDC has begun onboarding retailers at scale. There are still operational hiccups—logistics, cataloguing, customer service—but the platform's open architecture means anyone can plug in, whether a state mandi board or a tribal self-help group (SHG).advertisementThese initiatives are part of a broader rethink in the Indian digital model. The idea is not to imitate Silicon Valley but to build population-scale public platforms that serve people instead of profiting off them. The inspiration comes not just from ideology, but experience. India already has two global templates to show: Aadhaar, which became the digital backbone for welfare, and UPI, which dismantled the digital payments monopolies of Paytm and proprietary wallets. Both succeeded not by out-advertising the incumbents, but by offering open, interoperable infrastructure that allowed for mass that logic is being extended to commerce and mobility. But India isn't doing this in a this story sounds familiar, it's because China wrote a version of this playbook years ago—albeit with far more authoritarian tools. In the late 2000s, as Silicon Valley's giants expanded globally, China proactively shut the gates. Amazon was outpaced by Alibaba. Uber was quickly marginalised by Didi Chuxing. Facebook and Google were banned, and in their absence, WeChat and Baidu built sprawling digital ecosystems that didn't just mirror the West—they often surpassed China did this with intent. The state provided regulatory shelter, state financing and strategic direction. Data was considered a sovereign resource. Platforms became instruments of state capacity—from surveillance to stimulus. China didn't just block Western firms; it built national China essentially copied the Silicon Valley model, India is trying something more complex—and arguably more democratic. Instead of choosing corporate winners, the Indian state is investing in public goods. Where China had a sledgehammer, India is wielding a scalpel. These aren't state-owned monoliths but open networks: voluntary, modular and decentralised. If China's model was about control, India's version is about distributed doesn't mean it's smooth sailing. ONDC has faced scepticism—from both kirana store owners confused by the tech, and from last-mile delivery partners who struggle with returns and refunds. Sahkar Taxi may take years to reach meaningful scale in a market saturated by VC-backed giants. But the direction is unmistakable. India is no longer content being a user base. It wants to be an architecture the government, this is not just about commerce or convenience. It's about strategic autonomy in the digital age. If Aadhaar gave India a sovereign identity layer, and UPI gave it payment rails, then platforms like ONDC and Sahkar are building the next layer: a sovereign marketplace infrastructure. In this vision, kirana stores don't need Amazon to go online. Taxi drivers don't need Uber to find passengers. SHGs don't need Shopify to sell handcrafted goods. They just need clean Application Programming Interfaces (APIs), open protocols and the collective power of Taxi is a powerful symbol of that shift. Seeded with Rs 300 crore from the country's most trusted cooperative institutions, it's not a startup. It doesn't need a unicorn valuation. It just needs to work—for the drivers who use it, and the passengers who trust real battle ahead is not between Sahkar and Uber or ONDC and Amazon. It is a battle of models: Should India's digital economy be a private fiefdom or a public utility? Should value be extracted from the margins, or created at the grassroots? The answers to these questions will define not just the future of mobility or e-commerce, but the future of India's economic sovereignty 2025, for the first time, India is beginning to ask these questions loudly. And if early signs are any indicator, the answers may not come from a venture fund's boardroom or a Big Tech war chest. They may come from a room full of drivers in Nagpur—with a buggy app and a big idea. After all, the ride has just to India Today Magazine- EndMust Watch