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)
PeakAmp Becomes Exclusive Recycling Partner For Stefen Electric’s EV Battery Waste
- By MT Bureau
- May 05, 2026
PeakAmp, a company specialising in battery circularity and lifecycle management, has entered into a partnership with Stefen Electric to handle end-of-life lithium-ion batteries from the latter’s electric mobility operations. Under the agreement, PeakAmp becomes the exclusive recycling and environmental compliance partner for Stefen Electric.
The collaboration places PeakAmp in charge of collection, reverse logistics, recycling and Extended Producer Responsibility compliance for battery waste generated by Stefen Electric. All processed batteries adhere to Central Pollution Control Board guidelines and the Battery Waste Management Rules of 2022, ensuring alignment with India’s regulatory framework for safe disposal.
This arrangement allows Stefen Electric to meet compliance standards while securing safe disposal and material recovery. It also improves traceability across the battery lifecycle. As India’s electric mobility sector expands, rising volumes of retired EV batteries are expected. Through this partnership, both companies aim to build scalable, compliant and environmentally responsible battery waste management solutions.
Aditya Sudhanshu, Co-Founder & COO, PeakAmp, said, “As EV adoption accelerates, establishing reliable systems for managing battery waste becomes increasingly critical. Our partnership with Stefen Electric enables a structured approach to collection, recycling and compliance, ensuring that end-of-life batteries are handled in a responsible and traceable manner. We look forward to contributing to a more transparent and efficient battery waste ecosystem.”
Vipin Nagar, Head – Commercials, Stefen Electric, said, “At Stefen Electric, we recognise that sustainable battery management is critical to the long-term growth of the EV ecosystem. Our partnership with PeakAmp allows us to build a robust and compliant framework for managing battery waste, ensuring responsible disposal and recycling while maintaining full traceability.”
Mahindra Outlines Ambitious EV Strategy, Capacity Expansion Following Robust FY2026 Results
- By Nilesh Wadhwa
- May 05, 2026
Mumbai-headquartered automotive major Mahindra & Mahindra (M&M) has signalled a bold new chapter in its global expansion, detailing plans for electric vehicle (EV) exports and significant production scaling following a ‘defining year’ of financial growth.
The Mumbai-based conglomerate reported a stellar performance for FY2026, with consolidated Profit After Tax (PAT) reaching INR 170.99 billion, a 35 percent increase over the previous year. Consolidated revenue for the year surged 25 percent to reach INR 1,986 billion, 25 percent YoY.
During the year, the company reported sales of 1.11 million units, up 19 percent, while tractor sales grew by 24 percent at 526,403 units.
Central to the company’s future is a phased entry into international EV markets. Rajesh Jejurikar, Executive Director & CEO (Auto and Farm Sector), told Motoring Trends, that Mahindra has planned a disciplined roadmap for global expansion.
"For exports, we would look at right-hand-drive markets in the world first. If we succeed there, then we will look at left-hand-drive markets". The company expects to begin seeing Mahindra EVs in a couple of new countries within the next 18 months.
Addressing potential competition from new Free Trade Agreements (FTAs), Dr Anish Shah, Group CEO & MD, Mahindra & Mahindra remains confident. He acknowledged that the government has structured FTAs to encourage local manufacturing. "We have already seen a lot of competition in the auto industry already and all the top players are here as well. FTA doesn’t change anything from that standpoint. It is important to emphasise that the government has done it (FTAs) very well to make sure that other players continue to make in India as well for the Indian market and to be able to export from around India. In that sense, they (automakers) have it set up well, and that should benefit the Indian government," Shah remarked.
New product launches & Capacity enhancement
Furthermore, the Mahindra management acknowledges that there has been a gap between demand and supply, especially for its new range of electric vehicles, which is why it is ramping up and unlocking capacities to meet the consumer demand.
It has already enhanced its SUV ICE capacity from 54,000 units per month to 56,500 units per month at the end of FY2026, with plans to scale it up to 60,000 units.
Similarly, for battery electric vehicles, it has enhanced the capacity from 5,000 units a month at the end of FY2025, to 8,000 units per month by 31, March 2026.
Furthermore, to support the potential EV uptick growth, Mahindra is aggressively expanding its manufacturing footprint. The company is in the process of land acquisition for its Nagpur facility, which is intended to eventually take capacity up to 500,000 units per annum.
Going forward, it has revised its earlier plans to launch 4 new ICE SUVs and 3 new electric vehicles by 2031, to 10 new ICE SUVs and 6 new BEVs by 2031. This includes 1 new mid-cycle enhancement and 9 new SUV nameplates in the ICE category.
In the EV segment, Mahindra is targeting an 18-20 percent penetration rate over a five-year period. Monthly production for the popular XEV 9S model is slated to rise from 6,000 to 8,000 units this year, with plans to reach a total EV capacity of 12,000 to 14,000 units per month as they enter FY2028.
When questioned on how Mahindra will compete with new entrants, Jejurikar pointed to ‘design and the tech’ as primary differentiators. He highlighted their unique seven-seater EV offerings and long-range capabilities (450-500+ km) as key advantages that ‘reduce charging rate’ anxiety for customers.
Market Leadership and Financial Resilience
The company’s traditional strongholds continue to dominate the Indian market. Mahindra remains No. 1 in SUVs with a revenue market share of 25.3 percent, No. 1 in Light Commercial Vehicles (LCVs) and No. 1 in Tractors with a 43.6 percent market share.
"FY26 has been a defining year marked by strong execution and breakthrough performance," said Dr Anish Shah. He emphasised that the Group is ‘well poised to accelerate in these uncertain times,’ supported by a strong balance sheet and a net cash generation exceeding INR 1,600 billion.
FY2027 outlook
Despite global ‘geopolitical headwinds,’ the company maintains a disciplined approach to capital allocation, focusing on high-growth ‘Growth Gems’ and exiting non-performing international farm businesses to ensure a 20.1 percent Return on Equity (RoE).
It expects FY2027 to see the tractor sales to grow in mid-single digits, while SUVs will see mid to high teen growth. Mahindra's aim is to focus on ramping up manufacturing capacity to meet volume growth aspirations.
On the LCV (upto 3.5-tonne segment), where Mahindra holds the lion’s or 52 percent market share, it expects the industry growth volumes to come in high single digits.
April Sees Robust Record Automotive Retail Sales In India
- By MT Bureau
- May 05, 2026
The positive momentum for the Indian automotive industry continues to accelerate in the new fiscal year. In what comes as a record retail sales registration across categories, the total automotive sales in April 2026 reached a whopping 2.61 million units, up 12.94 percent, as compared to 2.31 million units last year.
The record retail sales were witnessed across two-wheelers, which saw retail registrations at 1.91 million units, up 13 percent YoY, three-wheelers at 106,908 units, up 7.19 percent YoY, passenger vehicles at 407,355 units, up 12.21 percent YoY, tractors at 75,109 units, up 23.22 percent YoY and commercial vehicles at 99,339 unit, up 15.02 percent YoY.
Barring construction equipment at 6,348 units, down 2.25 percent YoY, all categories were in the green.
Sai Giridhar, President, FADA, said: “This clearly underlines that the structural demand momentum which defined the second half of FY2026 has carried into the new financial year. The sequential MoM softness of -3.01 percent reflects the customary post-March seasonal reset rather than any erosion in underlying demand.”
He stated that the demand engine remained broad-based with Urban markets growing 14.07 percent YoY and Rural markets growing 12.30 percent YoY.
The industry body attributed this performance to improved rural liquidity following a healthy rabi season, the extended marriage-season tailwind that runs through May and June, and continued affordability gains carried over from the GST 2.0 framework. Furthermore, the performance could have further grown, if the industry did not witness supply constraints for selective models in certain commuter and premium variants.
In terms of electrification in the two-wheeler segment, it saw moderation at 7.76 percent, as compared to 9.79 percent last month.
Commenting on the commercial vehicle performance, Giridhar said, “From a market mix standpoint, Rural markets grew a striking 20.25 percent YoY versus Urban at 10.22 percent YoY, highlighting that logistics-led demand is no longer concentrated in metros. Dealers across regions reported sustained freight movement, infrastructure-linked goods activity, school-bus replacement demand, and steady single-owner operator confidence as the principal drivers. The MCV sub-segment continued its standout run at 27.07 percent YoY, while LCVs grew 17.76 percent and HCVs 8.25 percent — reflecting participatory growth across sub-segments. Some dealers, however, flagged elongated financing turnaround time, sporadic variant-level supply gaps and a degree of caution induced by external geopolitical developments as monitorables.”
Coming to the passenger vehicle segment, the segment has seen demand firing on all cylinders. Interestingly, Rural PV growth at 20.40 percent YoY, was nearly three times the Urban pace of 7.11 percent YoY.
“This confirms the structural broadening of personal mobility into Tier-3 and rural India, supported by a small-car revival, sustained SUV demand and a richer alternative-powertrain product mix where CNG share held firm at 22.62 percent and EV share improved further to 5.77 percent. Dealers cited improved affordability post-GST 2.0, the Reserve Bank of India's supportive rate stance, which has translated into stronger EMI comfort, and a healthy marriage-season pipeline as the principal demand drivers. PV inventory levels have moved up modestly to a range of 28–30 days, marginally above March'26's around 28 days but well within the healthy band that we view as constructive. We continue to encourage PV OEMs to maintain disciplined dispatches in the coming weeks so that channel inventory stays anchored close to FADA's recommended 21-day benchmark, particularly as we move into the seasonally softer May-June window,” added Giridhar.
The near-term outlook for May 2026 is cautiously optimistic, with over 55 percent of dealers expecting continued growth. Momentum is expected to be maintained by the peak of the marriage season and residual buying from festivals like Akshaya Tritiya. However, monitorable factors include potential heatwaves, geopolitical tensions in West Asia that could impact fuel prices, and selective supply constraints. Over the next three months, dealer confidence remains steady as the industry transitions toward its mid-year phase.
Going forward, the industry body expects that demand for CVs, two-wheelers and passenger vehicles will continue to be positive. For CVs, he attributes the same to residual buying triggered by Akshaya Tritiya in select northern and western markets, the new financial-year OEM scheme cycle and sustained replacement demand in the CV segment.
The two-wheeler segment will continue to reap the benefits of improving rural cashflows, agri-cycle preparation purchases and continued post-GST 2.0 affordability in the rural market, while passenger vehicles are likely to benefit from healthy booking pipelines, refreshed product launches and improving small-car traction.
“That said, the India Meteorological Department's forecast of an above-normal heatwave across several states, the geopolitical situation in West Asia and its potential pass-through to fuel prices, selective supply constraints on running models remain factors to watch,” he concluded.
| AUTO RETAIL SALES IN INDIA | ||||||
| Category | Apr '26 | Apr '25 | Change (in units) | Change (in %) | Mar '26 | Change (in %) |
| YoY | YoY | MoM | ||||
| Two-wheeler | 1,916,258 | 1,695,638 | 220,620 | 13.01% | 1,951,006 | -1.78% |
| Three-wheeler | 106,908 | 99,741 | 7,167 | 7.19% | 109,777 | -2.61% |
| E-Rickshaw (P) | 28,154 | 39,504 | -11,350 | -28.73% | 28,946 | -2.74% |
| E-Rickshaw with Cart (G) | 7,742 | 7,447 | 295 | 3.96% | 7,425 | 4.27% |
| Three-wheeler (Goods) | 13,133 | 10,322 | 2,811 | 27.23% | 14,006 | -6.23% |
| Three-wheeler (Passenger) | 57,767 | 42,326 | 15,441 | 36.48% | 59,283 | -2.56% |
| Three-wheeler (Personal) | 112 | 142 | -30 | -21.13% | 117 | -4.27% |
| Passenger Vehicle | 407,355 | 363,028 | 44,327 | 12.21% | 440,144 | -7.45% |
| Tractor | 75,109 | 60,956 | 14,153 | 23.22% | 82,080 | -8.49% |
| Construction Equipment | 6,348 | 6,494 | -146 | -2.25% | 6,906 | -8.08% |
| Commercial Vehicle | 99,339 | 86,364 | 12,975 | 15.02% | 102,536 | -3.12% |
| LCV | 55,949 | 475,120 | ###### | -88.22% | 59,379 | -5.78% |
| MCV | 9,177 | 7,222 |
Automobili Lamborghini Appoints Fermin Soneira As New R&D And Motorsport Boss
Italian automotive brand Automobili Lamborghini has announced that Fermin Soneira will join the company on 1 July as the new head of Research & Development and Motorsport. He succeeds Rouven Mohr, who has been appointed Chief Technical Officer of Audi AG. Soneira brings extensive international and technical experience to his new role and till recently, he served as CEO of the Audi and SAIC Cooperation Project in Shanghai, developing a new brand and platform for the Chinese market. Born in 1972 in Spain, he holds a Master’s degree in Mechanical and Automotive Engineering. He began his career at Audi AG in chassis development before spending 12-years at SEAT, where he led chassis and vehicle engineering. Upon returning to Audi in 2014, he directed product and electrification strategy and later served as Head of Global Product Marketing. From 2020, he oversaw the product lines for several electric models, including the Q4, Q6, Q8 and A6 e-tron series. Mohr leaves Lamborghini after serving as Chief Technical Officer since January 2022. He oversaw the technical transition to hybrid power for the Revuelto, Urus SE and Temerario. He was also managing the development of the SC63 for endurance racing, as well as the upcoming Temerario GT3 and Super Trofeo. Stephan Winkelmann, Chairman and CEO, Automobili Lamborghini, said, “On behalf of the entire company, I would like to sincerely thank Rouven Mohr for his outstanding dedication and leadership over the past years. His contribution has been instrumental in shaping Lamborghini’s technological path, particularly in the transition towards hybridisation. At the same time, I am pleased to welcome Fermín Soneira to Lamborghini. With his extensive international experience, technical competence and strategic vision, he will further strengthen the brand’s success and drive our future innovation.” Fermín Soneira, added, “It is a great honour to join an iconic brand such as Lamborghini, which has contributed to writing the history of the automotive industry, performance and design. I look forward to working with the team to further elevate the brand’s technological excellence and driving experience.” Current IssueSubscribe For NewsletterEvents
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