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)

Tata Motors Passenger Vehicles has unveiled Tata.Cars as its new consumer-facing global brand identity, alongside the brand line ‘Nothing’s Too Far’. The identity unifies the company's passenger vehicle portfolio under a single master brand across its digital, retail and service platforms.

The legal entity name, Tata Motors Passenger Vehicles, remains unchanged for statutory, regulatory and investor communications, while the vehicle emblem continues on existing and future models.

The new visual identity system introduces a design language termed Parallel Pathways, alongside a custom typeface and a revised colour scheme designated as Ambition Blue.

Shailesh Chandra, Managing Director and Chief Executive Officer, Tata Motors Passenger Vehicles, said, "For decades, we have grown alongside India’s aspirations, helping make the future more accessible through meaningful innovation. From India’s first indigenous car to pioneering electric mobility and making safety mainstream, we have consistently challenged limits and expanded possibilities for millions of customers. Yet, we believe our boldest ambitions remain ahead of us. Today, we proudly introduce Tata.Cars. More than a new brand identity, it is a declaration of intent for the future we envision. Anchored in the promise, ‘Nothing’s Too Far’, it conveys our belief that mobility should open doors, embrace possibilities and empower people to get closer to what matters most to them. As the world moves towards a more connected, intelligent and sustainable future, Tata.Cars will continue creating breakthrough products, experiences and ecosystems that help customers unlock new possibilities and pursue their ambitions without limits.”

The identity consolidation encompasses the automaker's range of internal combustion and electric vehicles across hatchbacks, sedans and sport utility vehicles (SUVs). The branding roll-out will apply to customer touchpoints, retail spaces and service networks across domestic and international markets.

T-Hub, the world's largest home for startups, has partnered with Honda Digital Innovation India to launch the Honda Innovation Challenge 2.0, an initiative designed to build digital mobility and customer experience applications alongside Indian startups.

The partnership expands upon the initial challenge framework to run three programmes over the next year, providing total project funding of up to INR 48 million. Each challenge will select four startups eligible to receive up to INR 4 million to construct proof-of-concept projects alongside Honda teams over a 12-week period, representing an increase from the INR 1 million offered per project during the first edition.

Furthermore, startups will also gain access to Honda's operational environments and T-Hub's mentorship network to support development leading toward potential commercial integration.

The launch follows the conclusion of the Honda Innovation Challenge 1.0 in May 2026, which selected four companies – Attento Technologies, Xane AI, SenSight Technologies, and AppTestify – to develop proof-of-concept projects covering driver behaviour analysis, vehicle resale evaluation and customer data systems for Honda's dealership network.

Toshiyuki Yanagisawa, CEO, Honda Digital Innovation India, said, “Honda Digital Innovation brings together two important elements: the transformation of people’s lives through digital technology, and the value that we want the Honda brand to create. Our mission is to explore and deliver new forms of value that can make people’s lives better. And Honda Innovation Challenge is the platform where we bring together people who share that ambition – people who have new ideas, new technologies, and the passion to create a better future for customers.”

Kavikrut, CEO, T-Hub, said, “Industries are solving increasingly complex problems, but building every solution in-house can take significant time and resources. Startups bring speed, agility and specialised capabilities to address these challenges. At T-Hub, we bring our industry partners and founders together to co-build solutions around real business needs and move them towards deployment. With automotive being an early adopter of technology, our partnership with Honda creates an opportunity to build in India and take these solutions to the world.”

Swedish automotive manufacturer Polestar has appointed Arek Nowinski to its Board of Directors, succeeding Francesca Gamboni, who is set to retire from Polestar’s Board.

Till recently, Arek was Head of Eastern Europe, Middle East, Africa and Asia Pacific at Volvo Cars and has held several other senior sales leadership positions during his career. In his previous roles, Arek has also served as the President of Volvo Cars Poland, Senior VP of Volvo Cars EMEA and President of Volvo Cars International Markets. 

He holds an MSc in International Finance from the University of Derby and an MA in Finance and Banking from the Warsaw School of Economics. 

Winfried Vahland, Chair, Polestar, said, “I would like to thank Francesca for her excellent contribution to the work of the Board. I’m also pleased to welcome Arek, who brings significant commercial expertise and experience, as Polestar enters a phase of model expansion and sales network development across existing and new markets.”

Japanese automaker Nissan Motor Corporation has announced the appointment of Cedric Ratinaud as the new Global Head of Brand, Nissan.

Ratinaud previously served as the Director of Creative and Campaigns for Global Communications at Nissan Motor Corporation, a role he held from April 2024. Prior to that position, he worked as General Manager of INFINITI Global Communications. His background includes two decades in the automotive sector across communications, marketing communications, and brand management roles.

His career at Nissan spans operations across Europe, Asia, and Oceania. Most recently, he served as General Manager of Brand, Marketing, and Communications for Nissan Motor Asia Pacific, operating out of Thailand.