Winning Over the Consumer: Making India's Smart Meters Work for People

India aims to deploy 250 million smart meters under the Revamped Distribution Sector Scheme by 2028, making consumer adoption central to power sector reform. However, persistent gaps in billing transparency, low digital literacy, and limited engagement with smart meter tools are slowing user acceptance. India has focused on reaching meter installation targets. However, it must simultaneously focus on whether consumers understand, trust, and actively use the existing smart meters by establishing a national consumer engagement mission and implementing targeted outreach strategies. Together, these measures can build trust, improve consumer experience, and accelerate uniform smart meter adoption across states. 

Build a Consumer Engagement Mission 

India currently lacks a streamlined process for building public trust and consumer engagement in smart metering. Attempts have been made such as in February 2026, the Ministry of Power, with support from distribution companies (DISCOMs), launched a two-week campaign titled ‘Smart Meter Pakhwada’, which included community awareness sessions, door-to-door consumer engagements, and live demonstrations of smart meters. However, sustained efforts are needed beyond short-term initiatives if India needs to reach its target of 250 million smart meters by 2028 and engage a population of over 1.4 billion. 

The United Kingdom’s engagement efforts offer a model for India. Facing consumer resistance during its 2011 smart meter rollout, the UK established Smart Energy GB (SEGB), a government-backed body focused on public engagement. SEGB’s ‘Consumer Engagement Plan 2025’ uses multi-channel campaigns and continuous consumer research. According to its 2025 Annual Report, SEGB’s efforts contributed to 60 percent of smart meter installations. The UK model shows that structured consumer awareness can support smart metering, but though success in India will depend on adapting it to local institutional design. 

India should establish an equivalent mission under the REC Limited, with a clear mandate, dedicated funding, and measurable engagement targets. The mandate can be to design and implement strategies that improve awareness, trust, and usage of smart meters. For example, the Indian government can look to SEGB’s 2025 consumer engagement plan which focused on campaigns, targeted outreach, and inclusion of microbusinesses. The body’s work is evaluated against a ‘Performance Management Framework’ (PMF), a document that has performance metrics and targets to be achieved every year.In 2025, SEGB ran campaigns highlighting financial and energy-saving benefits of smart meters (flexible tariffs, EV/solar integration) and reassurance campaigns to counter myths. Outreach used digital and social media while retaining television for older audiences. It also used ‘People like Me’ case studies and consumer surveys, and partnered regionally to reach vulnerable groups, including low-income households and those without digital access.

India should adapt these lessons to its own context. A permanent consumer engagement mission should focus on outcomes such as increasing app adoption, improving understanding of billing systems, and ensuring that consumers can access detailed consumption data. Activities that were part of Smart Meter Pakhwada, such as door-to-door engagements, demonstrations of smart meters and educational programs could be formalized into this mission. Regular consumer surveys, feedback loops, and behavioral insights should be used to refine communication strategies. Using local and preferred languages in campaigns could help make it more personalized and inclusive for consumers.  

Design Targeted Outreach Strategies 

A uniform communication strategy will not be effective in India’s highly diverse consumer landscape. The proposed framework should implement segmented outreach strategies based on digital literacy, user engagement, and geography.  

In regions with low digital literacy, outreach should prioritize in-person engagement through community meetings, demonstrations, and local intermediaries. Research suggests that face-to-face communication is particularly effective in overcoming distrust and correcting misinformation.  

To increase user engagement, especially in areas where smart meters have already been installed, but participation remains low; campaigns could focus on digital literacy and adoption. This includes promoting mobile applications, explaining features like consumption tracking and bill breakdowns, and guiding users through payment and recharge processes. Radio and television should complement digital outreach in low-connectivity regions to ensure communication remains inclusive.  

Consumer engagement efforts can also vary depending on the geography. Urban deployment may be easier, but residents may still resist adoption or distrust billing changes. Rural areas may face infrastructure constraints, lower awareness of smart meter benefits, and weaker app usage. A one-size-fits-all strategy will therefore not succeed. 

To implement these successfully, structural differences between the two countries must be considered. The UK's rollout was managed through a relatively centralized energy system with a small number of large suppliers, whereas India's electricity distribution is fragmented across several state-owned DISCOMs with varying states of financial health and technical capacity.  

India’s smart meter rollout success could be increased if paired with stronger consumer engagement. Establishing a permanent framework and delivering targeted outreach will help drive genuine behavioral change and ensure the benefits of smart metering reach every household. 

Anna Trissa is a research intern with the Chair on India and Emerging Asia Economics at the Center for Strategic and International Studies in Washington, D.C.