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)

Caterham has confirmed its participation in the London International Motor Show 2027, with the British manufacturer set to appear in the event's Built in Britain zone at Excel London from 26 to 28 February 2027. The maker of the legendary Seven, produced in Britain since 1973, will display a selection of its cars on stand 1920.

Visitors will have the opportunity to examine one of the purest driving machines available anywhere, with the Seven widely regarded as a definitive British sports car thanks to its light, simple, hand-built construction in Kent and driver-focused engineering. The Built in Britain zone celebrates the designers, engineers and craftspeople sustaining the country's automotive industry, with specialist sports car makers playing a central role.

Though small in scale, these manufacturers wield enormous influence through cars whose character and focus are admired by major global firms and sought after by enthusiasts. The zone offers them a capital stage before a national audience. The show runs alongside Motorsport Expo and Car Culture UK, with one combined ticket covering all three and around 90,000 visitors expected across the weekend. Friday 26 February serves as the press and trade day, running alongside the public opening.

Stephen Maitland-Oxley, Event Director, London International Motor Show, said, “Caterham is exactly the kind of company Built in Britain was created to celebrate. The Seven is a British icon, and the team behind it has spent more than 50 years proving that lightness, ingenuity and sheer driving fun never go out of fashion. Britain's niche sports car makers are a national asset and we are delighted to give them the spotlight they deserve. Having Caterham with us is a wonderful way to set the tone for the zone.”

Trevor Steel, Senior Vice President – Operations, Caterham Cars, said, “ "At its core, the Caterham Seven is engineered to deliver a driving experience that is as pure, enjoyable and rewarding to the driver, as any car on sale today. Since its inception by Colin Chapman nearly 70 years ago, and since becoming a Caterham in 1973, the Seven has always been proudly built here in Britain, and this is heritage we’re always wishing to celebrate. Built in Britain is a natural home for us, and we are looking forward to meeting enthusiasts, owners and a new generation of drivers in London next February.”

GP Petroleums has appointed Shirish Suvagia as its new Chief Financial Officer and Key Managerial Personnel, effective 15 October 2026.

Suvagia is a Chartered Accountant with over 23 years of experience in corporate finance, treasury, strategic planning, mergers & acquisitions, and debt and equity fundraising.

He holds Bachelor's and Master's degrees in Commerce from the University of Mumbai, an Executive MBA from IIM Indore, a CISA certification from ISACA, and an IFRS certification from the ICAI.

In his role as CFO, Suvagia will manage the company's financial strategy, treasury, business planning, capital allocation, risk management and reporting functions as GP Petroleums expands its IPOL lubricants brand across domestic and international markets.

Ayush Goel, Chairman & Managing Director of GP Petroleums, said, "We are delighted to welcome Suvagia to GP Petroleums. His experience across corporate finance, treasury, fundraising and mergers & acquisitions will be a valuable asset to the Company, particularly as we focus on capital allocation, business expansion and long-term value creation. We look forward to his contribution as we take the company forward. We are confident that his leadership and financial expertise will support the Company in creating sustainable value for all stakeholders."

"I am excited to join GP Petroleums at an important stage of its growth journey. IPOL is a well-established and respected brand with strong market fundamentals and significant opportunities ahead. I look forward to partnering with the Board and leadership team to further strengthen the Company's financial capabilities, support strategic growth initiatives, and drive long-term value creation for stakeholders," said Suvagia.

SAEINDIA is set to host the 23rd Asia Pacific Automotive Engineering Conference (APAC 23) from 13 to 14 November 2026 at the Yashobhoomi Convention Centre in New Delhi.

The event, held under the theme ‘Xellerating towards Safe, Secure, Sustainable & Intelligent Mobility,’ returns to India for the second time following a 15-year interval. The conference will convene more than 1,000 delegates and 500 mobility experts representing vehicle manufacturers, component suppliers, technology firms, research organisations and regulatory bodies across 11 countries in the Asia-Pacific region.

The agenda comprises 150 technical presentations and 80 exhibitors covering subject areas such as powertrains, automated driving, cybersecurity, software-defined vehicles, vehicle dynamics, advanced materials and regulatory standards.

The venue features an exposition hall, a technology theatre for product demonstrations, and the TechHive platform designed to connect mobility start-up ventures with industry leaders, technology experts, and investors.

“APAC 23 represents an important opportunity for India to engage with the Asia-Pacific mobility engineering community at a time when our industry is undergoing fundamental transformation. By bringing together industry, academia, researchers, innovators and policymakers, we aim to create meaningful conversations and collaborations that can contribute to safer, smarter and more sustainable mobility,” said Saurabh Dalela, President of SAEINDIA.

Anoop Bhat, Co-Convenor, APAC 23, said, “The scale and diversity of APAC 23 have been designed to create an environment where engineering knowledge, technology innovation and business opportunities come together. From technical presentations and the exposition to TechHive and the Technology Theatre, participants will have multiple opportunities to discover technologies, exchange ideas and build collaborations across the mobility ecosystem.”

Global technology company Bosch has announced a restructuring of its corporate framework in Germany, transferring the activities of its Mobility business sector and central service units into legal entities.

Under the plan, the Mobility division alongside Bosch Digital, Global Business Services and Global Real Estate will operate as wholly-owned limited liability subsidiaries within the Bosch Group from 1 August 2027.

The transition aligns the Mobility sector with the structure already utilised across the group's Industrial Technology, Consumer Goods, and Energy and Building Technology divisions. Following the reorganisation, Robert Bosch GmbH will function primarily as corporate headquarters and central research operations, with approximately 62,500 associate employment contracts in Germany transferring to the subsidiaries.

The Mobility division remains the largest business unit within the group, generating EUR 55.8 billion in sales revenue in 2025, accounting for 60 percent of group sales.

Dr. Christian Fischer, Chairman of the Board of Management, Robert Bosch GmbH, said, "We are operating in an increasingly challenging environment across our markets. New competitors, particularly from Asia, are intensifying the competitive pressure. For us at Bosch the implication is that we need to bring innovations to market even faster, substantially simplify structures and processes, and accelerate our overall pace to keep up. The goal is to sustainably increase the profitability of the Bosch Group as a whole so that we can continue to fund technological breakthroughs from our internal resources. With the planned reorganisation of our corporate structure, we are creating the conditions that will allow each operating unit to unfold its full potential – with greater entrepreneurial freedom, short decision-making paths, and closer customer focus. It will also mean that our internal service units can contribute more significantly to the performance of our operating units, offering competitive and first-class services. One thing is clear: all legal entities will remain an integral part of the Bosch Group, irrespective of their new legal form."

Dr. Markus Heyn, Deputy Chairman of the Board of Management, Robert Bosch GmbH and Chairman of the Mobility business sector, said, "We’re starting from a position of strength. But to defend our lead in the long term, we must consistently realign with new customer requirements, markets, and the competition. Going forward, we’ll be able to take an even more customer-centric approach, act more powerfully as one team, and shape change faster in one of the world’s most demanding industries. Our ambition is to continue setting the pace for the automotive industry. That requires speed, clarity, and business resolve – and we have all three."