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)

The Government of the National Capital Territory of Delhi (GNCTD) has granted approval to the Delhi Electric Vehicle Policy 2026–2030, a comprehensive four-year framework designed to significantly boost electric vehicle adoption, combat air pollution, and establish a robust ecosystem for sustainable mobility in the capital.

Interestingly, the Delhi government has approved a humongous budget outlay of INR 150 billion towards supporting the transition towards green vehicles and enabling the necessary electric vehicle ecosystem.

The policy responds to the Supreme Court’s directives and recent findings by the Commission for Air Quality Management (CAQM), wherein vehicular emissions remain a leading contributor to Delhi’s poor air quality, with two-wheelers accounting for approximately 67 percent of the vehicle stock and high-utilisation segments such as three-wheelers and light commercial goods vehicles adding disproportionately to pollution.

Key highlights of the approved policy include generous purchase incentives that taper over the years. For electric two-wheelers (ex-factory price up to INR 225,000), buyers will receive INR 10,000 per kWh (capped at INR 30,000) in the first year, reducing to INR 6,600 per kWh (max INR 20,000) in year two and INR 3,300 per kWh (max INR 10,000) in year three.

Electric three-wheeler auto-rickshaws (L5M) will attract incentives of INR 50,000, INR 40,000 and INR 30,000 respectively across the three years, with additional support for replacing old CNG vehicles. Electric N1 goods vehicles receive INR 100,000 in year one, INR 75,000 in year two and INR 50,000 in year three.

Substantial scrapping incentives have also been introduced to accelerate the phase-out of older BS-IV and below vehicles. These range from INR 10,000 for two-wheelers and INR 25,000 for three-wheelers to INR 100,000 for eligible electric cars (ex-factory price up to INR 3 million, limited to the first 100,000 applicants) and INR 50,000 for N1 trucks, provided replacement occurs within six months of scrapping.

All electric vehicles registered in Delhi during the policy period will enjoy 100 percent exemption from road tax and registration fees. Incentives will be disbursed via direct benefit transfer, with eligibility aligned to the central PM E-DRIVE scheme.

Furthermore, to support the electric vehicle ecosystem, the government aims to support the establishment of 30,000 public charging points across the city.

On the infrastructure front, Delhi Transco (DTL) has been designated as the nodal agency for expanding public and community charging stations as well as battery swapping facilities. The policy mandates OEMs to install at least one public charging station per dealership and emphasises grid readiness, single-window clearances, and integration with central government schemes. A dedicated EV Fund will support implementation, backed by an Apex Committee chaired by the Delhi Transport Minister.

Electrification mandates form a core pillar of the policy. From 1 January 2027, only electric three-wheelers will be permitted for new registration, followed by two-wheelers from 1 April 2028. School bus fleets must achieve progressive electric shares (10 percent by end of year two, 20 percent by year three, and 30 percent by March 2030). Government fleets, hired vehicles and new intra-state buses will transition to electric, while fleet aggregators face restrictions on adding new ICE vehicles.

Additional measures focus on battery recycling under the Battery Waste Management Rules, digital integration for all processes, and institutional coordination across departments. The policy remains in force until 31 March 2030, unless extended or modified.

This approval marks a decisive step by the Delhi government towards cleaner air and a sustainable transport future, balancing incentives, mandates, and infrastructure development to drive meaningful emission reductions in the National Capital.

The Royal Academy of Engineering, the United Kingdom's national academy of engineering, is set to honour three engineers for their breakthrough innovations in different fields with The Princess Royal Silver Medal in London on 8 July 2026.

The medal celebrates contributions to UK engineering by individuals at the early to mid-career stage that result in market exploitation. The recipients for 2026 are Dr Ian Campbell, Co-Founder of Breathe Battery Technologies, Dr Liucheng Guo, Co-Founder & Chief Technical Officer of TG0 and Professor Robert Thomson, Professor of Photonics at Heriot-Watt University.

Luke Logan, Chair of the Academy’s Awards Committee, said, “This year’s winners of The Princess Royal Silver Medal have each pushed the boundaries of engineering. Through their research and innovative ideas, they have supported the UK in being a leader in engineering and sustainability, making significant contributions to our national economy through inspiring entrepreneurship and collaboration.”

Dr Campbell Co-Founded Breathe Battery Technologies to improve battery charging processes. The company developed software that simulates battery function to provide insight into electrochemistry, enabling manufacturers to optimise charging and design without hardware modifications.

“I am deeply honoured and humbled to receive the Princess Royal Silver Medal. Climate change and air pollution continue to threaten health and livelihoods worldwide. By combining battery physics simulation with materials libraries built in industrial-scale labs, we can screen millions of potential designs and rapidly optimise the most promising candidates using advanced software. This capability is helping to bring cleaner, quieter, healthier and more affordable cars, trucks and energy storage systems to market faster,” said Dr Campbell.

Founded in 2019 as a spin-out from Imperial College London, Breathe Battery Technologies has now grown to operate the largest battery testing facility in London and has raised more than USD 33 million in funding. It counts the likes of Volvo Cars, OPPO and Polestar amongst its early backers.

Professor Ricardo Fernando Martinez-Botas, Head of the Department of Mechanical Engineering, Imperial College London, said, “Ian’s success in commercialising world-class research from Imperial College London exemplifies how UK academic excellence can translate into real-world impact. His contributions are not only advancing the UK’s position at the forefront of the international battery technology race but helping to shape the future of cleaner transport.”

Dr Guo developed ‘AI for Sensing’ technology for electronic products, which replaces mechanical buttons and sensors with touch-sensitive surfaces powered by embedded AI. The system detects pressure, location, direction and movement of touch.

“I am deeply honoured to receive the Princess Royal Silver Medal. This recognition reflects not only my own journey, but also the dedication of my co-founder Ming, the TG0 team, investors, collaborators and mentors. I believe engineering has a vital role to play in shaping a resilient and sustainable future, creating technologies that are not only intelligent, but also accessible, energy-efficient and beneficial to society,” said Dr Guo.

Professor Robert Thomson is recognised for his work in photonics, specifically the use of lasers and optical fibres to capture information from space.

Toyota Kirloskar Motor (TKM), one of the leading passenger vehicle manufacturers, has completed its 37th iCARE (I, Community Action to Reach Everyone) initiative. The project took place at the Government High School in Doddaghollarahatti, Karnataka, to mark National Reading Day 2026.

The event saw 250 volunteers, including TKM employees and their family members, participating in the event. The group refurbished the school library by cataloguing books, assembling furniture and installing signage. Volunteers also contributed books to the library collection.

The initiative aligns with the National Education Policy 2020, which emphasises the role of libraries as learning spaces.

Vikram Gulati, Executive Vice-President, Corporate Affairs and Governance, Toyota Kirloskar Motor, said, "At Toyota, we believe that every child deserves access to spaces that inspire learning and curiosity. A library is often the first place where students discover new ideas, perspectives and opportunities beyond the classroom. Through the 37th iCARE initiative, we have worked to create a more welcoming and engaging environment that encourages students to read, explore and learn. By strengthening access to books and learning resources, we hope to support students in building knowledge, confidence and aspirations that can help shape their future."

Launched in 2017, the iCARE program has involved over 4,500 volunteers across 37 programs, impacting more than 68,800 people. Toyota Kirloskar Motor conducts these activities under its corporate social responsibility (CSR) pillars: education, health and hygiene, environment, skill development, road safety and disaster management.

Maruti Suzuki India, the country’s largest carmaker, has onboarded five startups – MiniMines, Easework AI, Sarvam AI, Siftly and CodeMate AI, to develop solutions for business operations and customer experience.

The startups were chosen as winners of the fifth cohort of the Maruti Suzuki Incubation Program (MSIP), which is run in partnership with the NSRCEL incubation hub at IIM Bangalore.

Hisashi Takeuchi, Managing Director & CEO, Maruti Suzuki India, said, “At Maruti Suzuki, we have been actively working with startups to co-create innovative and practical solutions to address real business challenges. We are delighted to collaborate with five more startups. One of these startups, MiniMines, will support us in safely recycling end-of-life batteries, while the other four startups will help improve customer engagement and drive efficiency across our business operations.”

Startup	Solution
MiniMines	Recycling of Lithium-ion batteries and extraction of materials
Easework AI	Workflow automation of procurement process for consumables using AI
Sarvam AI	AI agents with multilingual support for customer interaction
Siftly	Use of AI for brand visibility
CodeMate AI	Use of AI for development of software applications

Maruti Suzuki has developed programs to support startups in solving business problems. Over seven years, the company has screened 7,400 startups, engaged with 250 and partnered with 38. These programs include the Maruti Suzuki Accelerator, the Maruti Suzuki Incubation Program, the Mobility Challenge, Nurture and FundRays.