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)

Hinduja Tech, the mobility-focused engineering and R&D technology subsidiary of Ashok Leyland, has announced the appointment of Faiz Ahmad as Chief Executive Officer, effective 1 November 2026.

The appointment follows the retirement of current Chief Executive Officer Kumar Prabhas, who concludes nine years in the role on 31 October 2026.

Ahmad has been part of the Hinduja Group ecosystem for nearly two decades and currently serves as Chief Operating Officer and Head of Vehicle Engineering & Development. During his tenure with the company, he has overseen operational functions, capability building and vehicle development units. Prabhas and Ahmad will execute a transition process throughout October.

During his nine years leading Hinduja Tech, Prabhas managed the company's international expansion, service portfolio diversification and the acquisitions of engineering firms DSD and Tecosim.

Dheeraj G. Hinduja said, “I would like to express my sincere appreciation to Kumar Prabhas for his dedicated leadership and valuable contribution to Hinduja Tech over the past nine years. His vision, commitment, and leadership have been instrumental in shaping the company's growth journey and building a strong foundation for the future. We thank him for his invaluable service and wish him a joyful, healthy, and fulfilling retirement."

"Faiz has been an integral part of our journey and embodies the values, customer focus, and innovative spirit that define Hinduja Tech. His deep industry knowledge, strategic perspective, and proven leadership capabilities make him exceptionally well-positioned to lead the organization into its next phase of growth. We are confident that under his leadership, Hinduja Tech will continue to strengthen its market position, deepen customer relationships, and accelerate innovation across its global operations," added Hinduja.

Faiz Ahmad said, “I am honoured to be entrusted with the responsibility of leading Hinduja Tech at this exciting stage of its growth journey. We have a strong foundation, talented teams, trusted customer relationships, and significant opportunities ahead. I look forward to working closely with our employees, customers, and partners to build on our successes, drive innovation, and deliver sustainable value for all stakeholders.”

ALTEN India, a global engineering and technology consulting group, has appointed Prabhakar Atla as its new Chief Executive Officer, effective 5 October 2026. He previously served as President and Chief Operating Officer at Cyient, succeeds Balaji Viswanathan as head of the company's Indian operations.

Atla brings three decades of industry experience to the role, having led global operations and business units across sectors including aerospace, communications, rail, energy and semiconductors. His previous assignments include roles in Europe, India, the United States, Japan, and Australia, as well as serving as President and Chief Financial Officer at Cyient prior to his appointment as Chief Operating Officer.

Pascal Amore, Group EVP, Head of APAC, ALTEN, said, "Prabhakar's depth of experience in engineering, IT and technology services, and his track record of leading large global organisations through transformation, make him the right leader for ALTEN next chapter in India. India is core to the ambitions of our 2030 strategic plan, and I am confident Prabhakar will strengthen our organisation, develop new capabilities and accelerate our growth across the country."

Prabhakar Atla said, "I am honoured to join ALTEN and lead its talented teams in India. ALTEN India has grown into a strategic capability hub for the Group, with deep engineering expertise and trusted client relationships. My ambition is clear: enable and empower India as the engine of ALTEN Group's transformation, powered by deep sector expertise, AI-led engineering and faster innovation for our clients."

The company currently employs more than 8,500 personnel across 13 centres in eight Indian cities. The unit provides engineering, digital transformation, semiconductor and artificial intelligence solutions to clients in the automotive, aerospace, defence, telecommunications, consumer technology, manufacturing, and life sciences sectors.

AIC Pinnacle Entrepreneurship Forum and the National Automotive Test Tracks (NATRAX) have signed a memorandum of understanding to support startups in the automotive, electric vehicle and connected mobility sectors.

The agreement was executed at EKA's vehicle manufacturing facility in Chakan by Dr Avinash Thakur, CEO, AIC Pinnacle and Dr Manish Jaiswal, Director, NATRAX.

The collaboration combines AIC Pinnacle’s business incubation and mentoring programs with the testing and certification infrastructure at NATRAX. The partnership aims to assist startups in progressing from prototypes to validated commercial products. Immediate initiatives include organising a startup hackathon and granting select cohort members access to the NATRAX testing tracks near Pithampur, Madhya Pradesh.

The signing event included representatives from EKA Mobility, AIC Pinnacle and NATRAX, such as EKA Mobility Chief Product Officer Zoeb Altafhussain Karampurwala, Chief Engineers Kaustubh Vasant Joshi and Pankaj Shivrudrappa Munoli, and R&D Team Lead Swapnil Anil Tambe, alongside AIC Pinnacle Senior Manager Shadab Hussain and NATRAX Group Lead Tulika Mazumdar.

"The partnership with NATRAX opens an important bridge between startups and the automotive testing and validation ecosystem. Our objective is to help promising innovations move beyond the incubation stage and gain access to the technical, industry and testing support required to develop market-ready solutions," said Dr. Thakur.

Dr Manish Jaiswal said the partnership would create opportunities for startups and innovators to access relevant testing, validation and ecosystem capabilities. "Such partnerships can contribute to accelerating the development and adoption of emerging mobility technologies," he said.

Dr Sudhir Mehta, Founder and Chairman, Pinnacle Industries and Group Companies, said, "Electric mobility will remain a key focus area for AIC Pinnacle in the coming period. This MoU strengthens that vision by giving startups direct access to the industry, strategic partners, academic institutions and government agencies they need to scale."

The initiative will establish networks between early-stage companies, industrial firms, academic institutions, and government agencies across Maharashtra and Madhya Pradesh. AIC Pinnacle operates as a non-profit incubator supported by NITI Aayog's Atal Innovation Mission, while NATRAX operates testing and certification facilities in Central India.

Indian vehicle retail sales reached a record 2,536,920 units in September 2026, marking a 31.82 percent YoY increase and a 4.69 percent sequential rise over August shows data released by the Federation of Automobile Dealers Associations (FADA).

Interestingly, in H1 (April–September) of FY2027, auto retail reached 15,512,319 units, a rise of 20.77 percent YoY.

In September 2026, growth was recorded across all major segments compared to the previous year. Two-wheeler sales rose 33.08 percent to 1,790,188 units, surpassing the pre-pandemic peak recorded in 2018 by 15.3 percent.

Passenger vehicle registrations increased 32.10 percent to 427,213 units and commercial vehicle registrations grew 37.62 percent to 103,557 units, crossing the 100,000 mark in September for the first time.

Three-wheeler sales climbed 22.25 percent to 132,570 units, with electric models accounting for 64.90 percent of the total.

Wheeled construction equipment sales increased 38 percent to 6,486 units. Tractor sales grew 13.75 percent YoY to 76,906 units, though registrations fell 12.58 percent compared to August due to a delayed festive calendar and uneven rainfall.

Total electric vehicle sales across all categories reached a monthly figure of approximately 334,000 units, bringing electric vehicle market penetration to roughly 13 percent.

In the two-wheeler space, electric vehicles accounted for 11.58 percent of new vehicle sales. In the passenger vehicle segment, petrol vehicles held a 41.27 percent market share, while alternative fuel vehicles accounted for 41 percent. The alternative fuel share comprised compressed natural gas at 23.11 percent, hybrid powertrains at 9.44 percent and electric vehicles at 8.45 percent.

Passenger vehicle dealer stock levels rose to between 43 and 45 days of sales, exceeding FADA’s recommended benchmark of 21 days.

Sai Giridhar, President, FADA, said, “September’26 was the best-ever September in Indian auto retail, with the industry registering 25,36,920 units, up 31.82 percent YoY and 4.69 percent MoM. I would, however, urge that this headline be read with discipline: the 31.82 percent is the most base-distorted print of the year – a mirror of last September, when buyers deferred purchases in the week before GST 2.0 took effect on 22 September 2025. The cleaner signals are three. It was the best-ever September across five of our six categories and, with it, the best-ever first half of any financial year at 1,55,12,319 units (+20.77 percent); retail rose 4.69 percent over August and even setting the distorted September aside, FY’27’s first five months grew about 17 percent, which is the truer underlying run-rate.”

Going forward, survey results from FADA indicate that 75.57 percent of automobile dealers expect sales growth in October, up from 67.09 percent in August. For the October–December quarter, 78.28 percent of dealers anticipate growth and 49.5 percent have revised their sales forecasts upward for the full financial year following the first-half results.