Q: What, according to you, are the skill gaps persist in the automotive industry still and how is ASDC addressing this?

Sanghi: Automotive manufacturers are currently facing several challenges. With increased pressure to meet customer demand for more personalised designs, they are tasked with creating a more flexible production environment, reducing engineering time and costs, and accelerating the market to remain competitive.

With massive technological transformations taking place across the sector, companies need to keep pace with the ever-evolving landscape to meet the ever-evolving demands of modern-day work.

Acquiring new skills is the key to sustain in this dynamic landscape. It is a continuous effort of both the institute and the corporation to fill the skill gap. Although there are programmes, they are not reflecting the change at the same pace as the change seen by the industry.

Companies today need people who can adapt and develop themselves to the changing technology. Whether automotive or otherwise manufacturers have recognised the importance of creating a workforce of intelligent problem solvers. In addition to these, more manufacturers are now focusing on hiring and training talents that can sustain advances in technology and drive investment. We at ASDC are doing a lot of training activities along with our teams of various zones, including holding webinars and launching various courses.

We are also continually training our team members and associates and dealers to do more reviews on the digital platforms or dealers to focus on digital retail; they were not getting used to it.

They preferred to be physically present, talking face to face, but now this lockdown has left no other option but to adopt the digital route.

Q: Customers are well informed now, and they finalise the model and variant even before reaching the showroom. In this scenario, what kind of skills needed for dealerships?

Sanghi: With ever-increasing ways to capture your customers’ attention across multiple channels, a partner specialising in the customer journey can be an invaluable asset to your business.

Considering the experience from the consumer’s perspective allows the dealer to compete with other, less traditional models.

Social distancing will bring dynamic change to the dealership business. No longer will customers feel comfortable walking into showrooms. Now, the reverse will happen, and OEMs and dealers will have to reach out to customers even more. And going digital will help them do just that.

Sales channels, dealers and OEMs per se will have to increase the transparency level dramatically. That’s because customers will now prefer to engage with them virtually, which in turn means there has to be digital.

Various experiences, like test drives of new cars, which has been a very popular method of selling a passenger vehicle, will be a much-less-used tool for sales. Likewise, a physical inspection of vehicles undergoing maintenance will take a backseat, and the OEM/dealer will have to convey images to customers about the work being done, either in real-time or in some other manner.

Q: Would the new trend catalyse unemployment further?

Sanghi: The pandemic has brought forth the concept of work from home to enable social distancing, which earlier would never have been thought to be possible for a vast majority of the jobs. You will need to train them (workforce) on how to use digital tools, and train the entire ecosystem to monitor the efficiency.

The need for top-notch cybersecurity is vital; one has to be absolutely sure that the data is secured and not misused. Data integrity needs to be 100 percent. Organisations will need to upskill existing staff to be digital and tech-savvy. All the while, the focus has to be on the data which is supposed to be the oil of the economy that is secured and owned by the owner, and not someone else.

Q: How do you match the curriculum with the ever-evolving customer needs and changing regulatory environment?

Sanghi: While the automotive industry may be facing some challenges, digital manufacturing and technological progress are enabling automotive engineers to deliver products to market faster than ever before.

This is easing the competitive pressure on car manufacturers, and going some way to fill the void left by the shortage of skilled engineers.

COVID-19 has introduced digitalisation as the key to the future. For organisations and the country, this means a huge opportunity to upskill and reskill our workforce using digital tools. This will not only help the country stabilise manufacturing activities, but will also help to improve the standard of living, that well allows for economic growth.

Q: What are the challenges you face with emerging technology trends like electrified, automated, shared technology as each of these elements needs specialised training supported by adequate infrastructure?

Sanghi: A big change happening because of digitalisation and COVID-19 has just helped increase the focus. The current lockdown has brought the focus on skilling and digitalisation into sharp focus. Smart industrialisation is here to say; one can look at their people’s daily lives, particularly in urban and some parts of rural India, to experience that they are now more reliant on digital tools than they were in pre-COVID-19 days.

While skills shortage is an issue far wider than the automotive industry, reasons can be identified why this sector has a lack of skilled workers. For the manufacturing sector, it means moving from labour-intensive methodologies to automation. COVID has accelerated the growth of the cyber-physical world. India should marry men with the machine to enhance productivity. Highly skewed income distribution and a lack of respect for labour remain a big concern. Lack of respect leads to lower productivity and efficiency, which serve to robs India of a competitive edge.

Q: The technological changes that are coming off late are mostly the result of either legislation or regulation. In this scenario, how do you see ASDC transform in the future?

Sanghi: Demand-driven skilling has been the focus of every industry. At ASDC, we’ve conceptualised the digital platform in such a way that it provides all the information together, at one place. For example, the availability of jobs in a sub-sector, what is the prediction for upcoming job roles and what are the skills in demand. It will provide links to all our partners wherein they can share their projections and find the right candidates.

There have been many modifications to the apprenticeship programmes, and these are rightly intended in making it inclusive. We are happy with the Government making these phenomenal improvements, and we hope the industry members engage more apprentices. For the automotive sector, ASDC is the delivery partner for apprenticeships. We also see a lot of enthusiasm from component manufacturers and dealers to explore apprenticeship as an option to get a skilled workforce.

Q: Today, almost all vehicles, including trucks, are connected in one way or the other. What are the new challenges that emerge out of these connected vehicles? What is the solution from ASDC?

Sanghi: The automotive industry is converging with the information and communication technology (ICT) industry at a rapidly increasing rate. Technology is reshaping the global automotive sector. In the future, cars will become computers on wheels as tech players’ move into the automotive sector to leverage their existing capabilities.

When we are talking about the challenges, it can be the difference in lifecycles in the automotive and the mobile industry is a serious challenge for the future of connected cars. New features, such as operating system upgrades and new applications, are provided almost constantly for the smartphone, whereas car manufacturers work on five-year cycles. The advent of connected cars will dramatically change the dealership model as a whole. Salespeople must plan to spend an hour or more teaching customers how to use their car’s advanced technology.

Also, issues such as privacy, security, the cost of deploying a system, data ownership, driver distraction, and equity must be taken into consideration in the technology of connected vehicles/cars.

Q: How is ASDC preparing itself to support the maintenance and repair of electric vehicles?

Sanghi: Complex maintenance is one of the most common concerns that affect electric vehicle (EV) adoption. In reality, however, the intervals between each service in an EV are almost the same as for regular vehicles, and those services are usually less complicated. Traditional vehicles have hundreds of mechanical and moving parts, whereas an EV contains far fewer. Parts of an EV are generally easy to replace and don’t wear out as quickly.

The only major “potential” expense in EV maintenance is replacing the battery. As the vehicle reaches 100,000 miles, it may have lost up to 20% of its range.

Some batteries are designed to replace modules in contrast to the whole battery, but it depends on the way the car is made. Although it may take significantly less time to perform a service on an EV, there are other differences in the service process that can affect an OEM’s aftersales business.

We at ASDC have upgraded our training systems to look after the present modes of maintenance.

The way forward is our entire training programme is under review by industry partners. We have expert groups in R&D, manufacturing; they are in the process of reviewing all our occupational standards and upgrading them, not only for the present but also for the future.

Q: What is your view on data storing wirelessly that may affect multi-brand third-party service centres; how do you see ASDC playing a role in this?

Sanghi: Wireless connectivity for the vehicle may pose serious cybersecurity threats to a moving vehicle.

However, the issue of multi-brand third-party service centres, including service aggregator platforms, are here to stay.

ASDC in partnership with some of the industry partners is keen on providing Recognition of Prior Learning (RPL) for existing manpower as well as upskilling training of existing workers through blended digital learning modules for new technologies linked to new norms like BS-VI standards of emission, etc.

Q: What is ASDC’s work on conserving resources like use of remanufactured parts?

Sanghi: All stakeholders, including the current Government, have felt the need for a well-balanced vehicle scrappage policy; we expect to see its roll-out soon. This can boost a lot in refurbished and remanufactured parts. It opens a new sub-domain, generating employment and entrepreneurship opportunities. Once the policy contours are known, the training qualifications and standards will be worked upon by ASDC.

Q: What are the new courses ASDC is planning to conduct in the near future?

Sanghi: ASDC has started work on new job roles in the areas of Industry 4.0 for manufacturing and maintenance areas and the entire domain of electric vehicles. We are modifying some of the existing job roles to update the new technological changes and disruptions that have taken place in this industry. (MT)

Bajaj Auto Foundation, the CSR arm of Bajaj Auto Limited, has announced a significant INR 4 billion commitment over the next decade to support women engineers through the Rupa Rahul Bajaj Scholarship for Women in Engineering (RRBSWE). The initiative is aimed at increasing female participation in core technical fields.

The scholarship, recognised as India’s largest such programme for women in core engineering, targets meritorious students pursuing disciplines like Mechanical Engineering, Electronics, Industrial Instrumentation, Mechatronics and Robotics. Scholars at 40 leading institutes, including IITs, NITs, IIITs and reputed state and private universities, can receive up to INR 800,000 in financial aid throughout their engineering education.

Beyond monetary support, the programme focuses on holistic leadership development. It offers structured mentorship, industry immersion and professional networking opportunities to cultivate future women leaders in engineering and manufacturing sectors. The launch event at Bajaj Auto Ltd.’s Pune headquarters also celebrated the first cohort of 506 scholars, with chief guest Kiran Mazumdar-Shaw and Rajiv Bajaj in attendance.

The foundation highlighted that this effort tackles the persistent underrepresentation of women as advanced manufacturing and deep technology grow critical for India’s economy. Unveiling its overarching proposition, ‘Where there’s a skill, there’s a way’, the foundation reaffirmed its dedication to skilling and education for the nation’s future workforce.

Rajiv Bajaj, Managing Director, Bajaj Auto Limited, said, “Women possess inherent skills of patience, empathy and diligence, which are very strong attributes to excel in core engineering jobs. We identified this long back and made women engineers a significant part of our workforce. In fact, from virtually no women in our operations till around a decade back, today they account for nearly 20 percent of our workforce. This has brought a meaningful difference to our way of working and contributed to Bajaj Auto’s global scale, thereby making us the World’s Favourite Indian. This programme would extend our learning with the larger manufacturing industry.

“The Rupa Rahul Bajaj Scholarship for Women in Engineering holds a special place in my heart, as it carries the name of my beloved mother, Rupa Rahul Bajaj. Her dedication to education and her belief that women can drive change in their communities inspire this programme. The Rupa Rahul Bajaj Scholarship is an investment in talent, ambition and the belief that opportunity can unlock extraordinary potential. We are deeply committed to ensuring that women play a far greater role in shaping the future of engineering and manufacturing.”

Kiran Mazumdar-Shaw, Executive Chairperson, Biocon Limited, said, “The future of science, engineering and manufacturing must be built on inclusion and equal opportunity. Encouraging more women to pursue core engineering disciplines is not just a social imperative but an economic one. Initiatives like the Rupa Rahul Bajaj Scholarship can help create a stronger and more diverse innovation ecosystem for India.”

Autodesk has overhauled its India digital storefront into a complete self-service procurement hub targeting startups, freelancers, entrepreneurs and small businesses. The redesign lowers barriers to professional design software and reflects a broader digital-first sales strategy for how local customers buy and manage licenses.

Internet usage in India has reached 958 million active users, fundamentally changing professional technology purchasing. The updated platform introduces flexible consumption models for the country’s growing digital economy. Emerging firms and first-time users driving the Viksit Bharat initiative are primary beneficiaries.

Launched in 2017, the online store is now a critical customer acquisition channel. Startups, freelancers and smaller enterprises account for over half of first-time buyers. Tier 2 and Tier 3 cities contribute more than one-fifth of online customers, making smaller hubs engines of digital adoption.

The platform adds monthly subscriptions starting at INR 1,062 for AutoCAD Web, plus Autodesk Flex token packs at INR 29,300 for 100 tokens, valid one year and shareable. Users can generate quotes, complete multi-product checkouts, renew subscriptions and manage GST compliance without callbacks.

Autodesk has expanded payment options to include UPI alongside debit cards, credit cards and net banking, making professional software procurement seamless for India’s creator community.

Kamolika Gupta Peres, Vice President, Autodesk India and SAARC, said, “India has nearly a billion active internet users – and for this generation, digital is not a channel. It is the expectation. Today, the Autodesk creator community that includes designers, animators, manufacturers want to explore, evaluate and purchase professional technology instantly, just as they would any other product or service online.

“Over the past year, we analysed the online buying behaviour and preferences of our customers and Autodesk’s creator community across India. The insights and feedback have shaped the evolution of the Autodesk Store into a more intuitive, inclusive, seamless and locally relevant experience, designed around the needs of modern Indian businesses and professionals. As Autodesk’s reach expands across Bharat, we are making it easier to access professional design technology, regardless of where they are located.”

Chinese automotive major BYD (Build Your Dreams), one of the leading manufacturers of new energy vehicles (NEVs) across product categories, has outlined an ambitious target to become the No.1 automaker in the next five years.

The statement was made by Wang Chuanfu, CEO, BYD, who told investors in China, according to a Reuters report.

In 2025, BYD surpassed American automotive major Ford Motor Co in terms of sales, with 4.6 millions sold globally, thanks to robust domestic demand, as well as its aggressive expansion in global markets such as Europe and Asia.

The company now aims to surpass Japanese automaker Toyota Motor Corporation, which continues to be the No.1 automaker (in terms of volumes), consistently selling over 10 million vehicles.

In 2025, Toyota Motor Corporation sold 11.32 million vehicles, Volkswagen Group sold 8.98 million units, Hyundai Motor Group sold 7.27 million units, GM (including SAIC-GM-Wuling) sold 6.18 million units, Stellantis sold 5.6 million units, while Ford had sales crossing 4 million units.

BYD Showcases DM-i Electric-First Hybrid Technology In India

For the unversed, the Shenzen-headquartered automaker had stopped producing Internal Combustion Engine (ICE) vehicles in 2022 and solely focused on electrification and plug-in hybrid vehicles (PHEV).

Since then, the company has consistently expanded its customer base and tech upgrades.

In fact, BYD has recently started expanding its flash-charging station across Germany, which are capable of delivering up to 1,500 kW of charging speed. This allows its EVs (using Blade Battery 2.0 and Flash Charging 2.0 tech) to be charged from 10 percent to 70 percent in under 5-minutes and upto 97 percent in 9-minutes. The company is targeting to build 6,000 such flash-charging stations outside China by the end of 2026, with Europe expected to get half of it.

As per industry reports, BYD has already set up over 6,000 flash-charging stations across 300 cities in China till last month.

Interestingly, the company sold 383,453 EVs last month, taking its cumulative sales to 16.5 million EVs to date.

To further make smart inroads in the European market, BYD has also started conversations with automakers for acquiring their under utilised production facilities.

Also read: BYD Overtakes Tesla And BMW To Become UK’s Best-Selling EV Brand

WACKER is presenting a portfolio of battery electric vehicle safety innovations at the Battery Show in Stuttgart, Germany, running from June 9 to June 11. Among the products featured at the company’s Hall 1, Booth K45, are a ceramifying silicone for thermal barriers, thermally conductive potting compounds for power electronics and materials under the ELASTOSIL, SEMICOSIL, SILRES and WACKER Silgel brands. The ceramifying silicone notably enhances heat and flame resistance, while the potting compounds enable effective temperature control with minimal sedimentation, allowing processing after long storage without complex pretreatment.

New potting compounds for thermal management take centre stage as another key exhibit. The spotlight falls on ELASTOSIL RT 7616 TC and ELASTOSIL RT 7624 TC, both filled addition-curing silicone elastomers that cure at room temperature, enabling energy-saving handling of large components. ELASTOSIL RT 7616 TC offers a thermal conductivity of 1.6 W/mK, while ELASTOSIL RT 7624 TC achieves 2.4 W/mK.

Thermally conductive potting compounds must balance on-spec thermal conductivity with low viscosity, but low viscosity can cause particulate fillers to sediment and cake after prolonged storage. Redispersing such fillers is time-consuming and may require special mixing equipment. WACKER has now eliminated these concerns with the optimised rheological properties of its new products, making sedimentation and agglomeration effects irrelevant for customers.

Even if fillers settle under unfavourable transport or storage conditions, standard mixing equipment can easily redisperse them. ELASTOSIL RT 7616 TC and ELASTOSIL RT 7624 TC feature low viscosities of 5,500 and 8,000 mPa•s, respectively, allowing quick, bubble-free filling of gaps as small as a few hundred micrometres. Their room-temperature curing eliminates the need for ovens regardless of component size.

These heat-resistant, low-emission formulations are primarily used in electromobility battery chargers, DC/DC converters and inverters for thermal management of discrete components like coils or inductors. Other silicones for electromobility include SILRES MK, a methyl silicone resin for mechanical and thermal barriers and ELASTOSIL CM 18x potting compounds for side potting of cells and top potting of pressure-relief vents, providing electrical and thermal insulation without impairing vent function.

ELASTOSIL R 531/60, a ceramifying silicone rubber for busbar insulation in high-voltage batteries, rounds out the offerings. This extrudable material improves electric vehicle safety by ceramifying in a fire, encasing busbars in a ceramic layer to maintain electrical insulation. WACKER is demonstrating all these solutions live at the Stuttgart exhibition.