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)

Mumbai-headquartered automotive major Mahindra & Mahindra has executed a binding agreement to raise approximately INR 3.22 billion for its electric commercial vehicle subsidiary, Mahindra Last Mile Mobility (MLMML). The investment transaction values the last-mile transport business at INR 108.22 billion.

The funding round was led by global investment firm Lightrock, with participation from existing investors International Finance Corporation (IFC) and the India-Japan Fund (IJF), managed by National Investment and Infrastructure Fund (NIIF).

The capital injection follows sales metrics recorded by the subsidiary, including an 85 percent YoY volume increase in electric three-wheelers during the first quarter of FY2027 and sales exceeding 100,000 units in FY2026.

Dr Anish Shah, Group CEO & MD, Mahindra Group, said, “We welcome Lightrock as a partner marking a pivotal milestone in our last mile mobility initiative, highlighting the transformative potential of our growth gems. Our robust business model continues to draw top-tier investors. With Lightrock joining alongside IFC and IJF, MLMML has now achieved unicorn status in the electric vehicle market. This investment brings us closer to our goal of deploying 1 million EVs on India roads by 2031 and solidifies our leadership in the electric commercial vehicle sector.”

Rajesh Jejurikar, Executive Director and CEO - Auto & Farm Sector, Mahindra & Mahindra, said, “This investment from Lightrock reinforces Mahindra Last Mile Mobility’s leadership in the EV space. With around 40 percent market share in the L5 segment, it is at the forefront of a market that has rapidly scaled from 12 percent to 40 percent electrification in just two years. We are proud to be India’s No.1 electric commercial vehicle manufacturer for the fourth consecutive year. Crossing 100,000 EV sales in FY26 and 6 billion e-kilometres cumulatively underscores the trust of our customers and our commitment to driving sustainable, inclusive growth.”

Samir Abhyankar, Partner and Head of India, Lightrock, said, “It is a privilege to partner with the Mahindra Group through Lightrock’s investment in Mahindra Last Mile Mobility. The leadership team has done an exceptional job of building the company from the ground up into a market-leader in electric three-wheelers, underpinned by a focused strategy and outstanding execution ability. Lightrock is excited to support the Group as it continues to build sustainable, high-growth businesses capable of meeting the evolving needs of tomorrow’s India.”

At present, Mahindra Last Mile Mobility holds approximately 40 percent market share in the L5 electric three-wheeler category in India. The fund raised from the round will support product engineering, expansion of manufacturing operations and fleet deployment plans targeting one million electric vehicles by 2031.

Honda Motor Co, one of the leading passenger vehicle manufacturers, has appointed Toshiyuki Yanagisawa as President and Chief Executive Officer of Honda Cars India (HCIL), effective 1 October 2026.

He will succeed Takashi Nakajima, the outgoing President and Chief Executive Officer, who will transfer to Asian Honda Motor Co., at the regional headquarters upon completion of his term in India.

Yanagisawa, an Operating Executive at Honda, currently serves as head of the India Strategic Development Office and Chief Executive Officer of Honda Digital Innovation India (HDII). In his new role, he will manage operations across both HCIL and HDII.

The structural alignment follows Honda's designation of India, North America and Japan as primary markets for its growth strategy. The India Strategic Development Office has established market plans to support business expansion in the country. Development initiatives for a vehicle scheduled for market launch in 2028 have transitioned from planning to execution.

Yanagisawa previously held positions within HCIL during earlier international postings at Honda, providing experience with domestic market operations, consumer demographics and regulatory frameworks.

CASE Construction Equipment, a brand of CNH, has appointed Sachin Tare as Director of Manufacturing to oversee operations at its plant in Pithampur, near Indore, Madhya Pradesh.

He will manage operational execution, quality control and productivity at the facility to support the company's domestic market distribution and export strategy.

Tare comes with over three decades of experience across the engineering and automotive sectors in manufacturing, supply chain management, logistics and business transformation.

Prior to joining CASE, he served as Assistant Vice-President of Operations at BirlaNu (formerly HIL). His career includes nearly three decades at Mahindra & Mahindra, where he held leadership positions covering procurement, supply chain logistics and plant operations.

The Pithampur facility functions as CASE's primary manufacturing hub for the Asia Pacific region. Operating in India since 1989, the company manufactures backhoe loaders, vibratory compactors and related construction machinery at the site for the Indian market and for export to more than 100 countries.

Sachin Tare, said, "I am excited to join CASE Construction Equipment at a time when India's construction equipment industry is witnessing strong momentum driven by infrastructure-led growth. CASE India has built a strong legacy of engineering excellence and earned the trust of customers over the years. I look forward to working closely with the team to deliver cutting-edge equipment engineered in India for India and the world, while advancing manufacturing excellence across our operations. Together, we will build on this legacy and contribute to CASE's continued growth while reinforcing India's role as a global manufacturing hub."

German tier 1 supplier ZF’s Supervisory Board has appointed Sebastian Schmitt to the company's Board of Management, effective 1 September 2026.

He will oversee the Electrified Powertrain Technology division alongside responsibility for the Americas region. Schmitt succeeds Dr Peter Holdmann, who will step down from the Board of Management on 31 August 2026 after choosing not to renew his contract. Following Holdmann's departure, Chief Executive Officer Mathias Miedreich will assume responsibility for the Chassis Solutions division as well as ZF Group R&D.

Schmitt joined ZF in 2000 after graduating in industrial engineering from TU Ilmenau. Prior to his appointment to lead the Electrified Powertrain Technology division in November 2025, he managed the Electrified Powertrain Systems product line, held a post at ZF's Saltillo facility in Mexico and served as MD of the transmission plant in Brandenburg.

Holdmann joined ZF in 2000 and held management positions within passenger car chassis operations. Following the acquisition of TRW, he led the former TRW chassis operations from 2015 to 2018. In late 2023, he oversaw the merger of ZF's chassis operations into the unified Chassis Solutions division, joining the Board of Management on 1 May 2024 and adding the responsibilities of Chief Technology Officer in March 2026.

Dr Rolf Breidenbach, Chairman, ZF Supervisory Board, said, "The Supervisory Board thanks Dr. Peter Holdmann for his commitment and steady leadership in integrating and developing the Chassis Solutions division. In recent years, ZF has established a leading position in chassis technology, particularly in by-wire braking and steering systems. We respect his decision not to seek another term and thank him for his service. Sebastian Schmitt knows the Electrified Powertrain Technology division inside out and helped the restructuring produce early results. The priority now is to maintain that progress."

Mathias Miedreich, CEO, ZF, said, "Dr. Peter Holdmann has been a committed team player. On behalf of the Board of Management, I thank him for his collaborative approach and his contribution to ZF s transformation. I look forward to working with Sebastian Schmitt on the board."

Simon Blümcke, Mayor of Friedrichshafen, representing majority shareholder the Zeppelin Foundation, said, "Dr. Peter Holdmann served ZF for more than 25 years. I thank him for his long service and his contribution to the company. I congratulate Sebastian Schmitt on his appointment to the ZF Board of Management."

Dr Peter Holdmann said, "By integrating chassis electronics and ZF Race Engineering, we advanced the restructuring of the Chassis Solutions division. ZF s vehicle-dynamics solutions are gaining recognition and demand worldwide. After more than 26 years at ZF, this milestone makes it the right time for me to begin a new chapter. I thank the highly capable team I have worked with over the years. I am confident it will continue the transformation to Chassis 2.0 with innovation, determination and strong execution."