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)

Mahindra Tractors, the leading tractor brand in India and a key entity within the Mahindra Group, has inaugurated a vibrant new brand campaign specifically for the Punjab market. The initiative, titled ‘Duniya Vich Ikko Lalkaar’, was formally launched at a Chandigarh event, headlined by the release of a high-energy music video named ‘Oh Ho Ho Ho’. This contemporary track is a reimagination of Sukhbir Singh’s iconic 1999 hit, ‘Ishq Tera Tadpave’.

The newly released video is a cinematic tour across Punjab, designed to visually represent the scale, advanced technology and robust power of Mahindra’s agricultural machinery. It features prominent artists, including the celebrated ‘Prince of Bhangra’, Sukhbir Singh, alongside rapper and director Parmish Verma. This launch serves as the initial phase of a larger, multi-platform campaign intended to resonate with local audiences by celebrating regional pride and a forward-looking mindset.

At its core, the campaign aims to honour the ambitious and entrepreneurial character of Punjab’s populace while underscoring the brand’s substantial legacy and deep ties to the region. The initiative recognises Punjab’s status as a globally significant agrarian hub and seeks to reinforce the trust that Mahindra has cultivated with local farmers through decades of collaborative growth and mutual progress.

This enduring relationship has allowed Mahindra to stay attuned to the evolving agricultural demands of the state. The company’s commitment to innovation is exemplified by its award-winning tractor platforms, including the NOVO, ARJUN and YUVO TECH+ series. These machines are specifically engineered to provide the power, performance and durability necessary to support the highly progressive farming economy prevalent across Punjab.

Parikshit Ghosh, Sr Vice President & Head – Marketing & National Business Operations, Mahindra Tractors, said, “Mahindra Tractors is a global brand born in India, trusted by farmers across markets and recognised for its power, technology and performance. Through Duniya Vich Ikko Lalkaar, we are celebrating the shared spirit of ambition, confidence and global influence that defines both Mahindra Tractors and Punjabi music. This is an expression of our global offerings, bringing together culture and creativity to connect with audiences in a way that is contemporary and unmistakably Punjabi.”

Sukhbir Singh said, "Growing up, Mahindra Tractors was a common sight on farms, and over the years I have watched this brand become a global success story while staying deeply connected to Indian farming. This journey of Mahindra Tractors resonates strongly with me personally. I am delighted to collaborate with this powerful brand on Duniya Vich Ikko Lalkaar. It was exciting to recreate my song with these campaign lyrics that celebrate the passion, pride and global influence that both Punjab and Mahindra Tractors share."

The Ministry of Road Transport and Highways has issued a draft notification proposing amendments to the Central Motor Vehicles Rules, 1989, to introduce Vehicle-to-Vehicle (V2V) communication systems in motor vehicles across India.

Under the proposed regulatory schedule, vehicles in categories L, M and N manufactured on or after 1 October 2027 that are fitted with V2V hardware must comply with Automotive Industry Standard 230 (AIS-230). Compliance and mandatory installation of V2V communication systems conforming to AIS-230 will be required for all manufactured vehicles in categories L, M and N from 1 October 2028.

V2V systems enable vehicles to exchange data regarding speed, position, direction and acceleration. The technology provides alerts for safety scenarios including emergency braking, forward collision risks, lane changes and approaching emergency vehicles beyond line-of-sight visibility, acting alongside Advanced Driver Assistance Systems (ADAS).

The technical framework operates on Cellular Vehicle-to-Everything (C-V2X) technology utilising the 5.875 GHz to 5.925 GHz frequency spectrum. The Department of Telecommunications exempted this frequency band from licensing requirements via notification G.S.R. 466(E) on 10 June 2026, following recommendations from a dedicated Intelligent Transportation Systems task force.

The AIS-230 standard was finalised following the 56th meeting of the Central Motor Vehicles Rules Technical Standing Committee on 7 May 2026. The standard defines requirements for factory-installed On-Board Units, covering radio performance, receiver sensitivity, Global Navigation Satellite System positioning accuracy, electromagnetic compatibility, cybersecurity provisions and power supply operations. The framework also supports safety alerts including Emergency Brake Alert, Forward Collision Warning, Wrong-way Driving and Emergency Vehicle Alert.

German steel and technology group Salzgitter has agreed to sell its subsidiary Klockner DESMA Elastomertechnik to German-French industrial group NAME & MAWI Partners S.A.S. (NMP). The transaction forms part of Salzgitter's corporate portfolio adjustments under its ‘Salzgitter AG 2030’ strategy.

The company has not disclosed the financial terms of the transaction, while the completion of the sale is expected in autumn 2026, subject to customary closing conditions.

Headquartered in Fridingen, Baden-Württemberg, Klockner DESMA Elastomertechnik operates within Salzgitter's Technology Business Unit. Founded in 1965, the company manufactures injection moulding machines for rubber and silicone products, employing more than 500 people globally. Its product scope includes mould systems, cold runner systems and automation equipment used across automotive manufacturing, power distribution, medical technology and infrastructure sectors.

Gunnar Groebler, CEO, Salzgitter, said, "The decision to sell Klockner DESMA Elastomertechnik follows a careful strategic review and forms part of the group’s consistent portfolio management.”

The idea is to advance the implementation of its 2030 Group strategy while creating long-term and sustainable prospects for its portfolio companies.

Groebler noted that Salzgitter is convinced Klockner DESMA Elastomertechnik will have ‘strong conditions for further development under its new owner, NMP.’

He concluded that the transaction ‘benefits both the company and its employees by providing a clear vision for the future.’

NMP, headquartered in Weil der Stadt, Germany, and Strasbourg, France, operates 10 companies with 500 employees across Germany, France, Switzerland and Slovakia. The group specialises in splitting, skiving and cutting machinery for materials used in the leather, rubber, footwear and packaging sectors.

Narith Meksavanh, CEO, NMP Group, said that group’s strategic focus on quality and customer service has supported steady growth over the past decade.

He added that NMP is seeking to ‘expand production capacity and strengthen its international sales network in order to meet growing customer demand.’

The acquisition serves both as an opportunity and a solution that will help NMP address industrial challenges by using the capabilities available at DESMA’s locations.

The combined operations further strengthens its market position, particularly in high-growth markets such as the United States, India and China.

Hyundai Motor India Limited (HMIL) has facilitated a landmark achievement in accessible mobility through its ‘Samarth by Hyundai’ initiative. The company supported international para-athlete Chandeep Singh in completing a record-setting cross-country drive spanning over 7,000 kilometres. The expedition, undertaken in a specially modified Hyundai CRETA, saw Singh successfully traverse from Kashmir to Kanyakumari and back to the starting point.

This arduous journey stands as one of the longest transcontinental drives ever undertaken by a para-athlete in India. The customised vehicle proved instrumental as Singh traversed a vast array of challenging terrains and severe climatic conditions. His successful completion of the route not only demonstrated exceptional personal endurance but also served as a powerful testament to the principle that mobility solutions should enable all individuals to chase their goals without barriers.

Consequently, Singh’s feat has earned him a distinguished place in the Golden Book of Records. Beyond this personal victory, the expedition solidifies HMIL’s ongoing dedication to social progress and inclusive mobility. Through ‘Samarth by Hyundai,’ the company continues to champion interventions that improve accessibility, ensure equal opportunities, and empower persons with disabilities.

Virat Khullar, Head – Marketing, HMIL, said, “At Hyundai Motor India, we believe mobility is about empowering people and enabling possibilities. Through our ‘Samarth by Hyundai’ initiative, we are committed to creating a more inclusive and accessible ecosystem where every individual can dream bigger and achieve more. Chandeep Singh’s remarkable journey is a powerful testament to the indomitable human spirit, resilience and determination. We are honoured to have supported him in this historic achievement, which not only finds a place in the Golden Book of Records but also inspires millions across the country to redefine what is possible.”

Singh said, “Completing this 7,000+ km drive from Jammu to Kanyakumari and back, and securing a place in the Golden Book of Records, is a dream realised through years of relentless preparation, grit and belief. This journey was never just about setting a record; it was about showing every person that with determination, the right support and accessible technology, no destination is out of reach. The specially adapted Hyundai CRETA performed flawlessly across every terrain, truly becoming an extension of my body and spirit. I am deeply grateful to Samarth by Hyundai for believing in my vision and helping turn what seemed impossible into a reality for India. Furthermore, I am also grateful to Hyundai dealership network for their unwavering support throughout this remarkable journey.”