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 Society of Indian Automobile Manufacturers (SIAM) has launched the National Road Accident Reduction Challenge 2026 under its ‘Safe Journey’ initiative. The competition invites undergraduate students across India to develop solutions aimed at improving road safety and reducing fatalities.

The challenge targets undergraduate students in teams of two to four. Participants are required to submit field-tested or ready-to-implement ideas across several themes:

• User-centric interventions
• Technology-driven safety
• Infrastructure improvement
• Evaluation and enforcement

Submissions must include a 15–20 slide concept deck backed by data validation, fieldwork, or prototypes. The deadline for nominations is 15 January 2026, with final projects due by 1 March 2026.

Shortlisted teams will present their projects to a jury consisting of representatives from SIAM, vehicle manufacturers (OEMs), transport authorities and NGOs. The winning team will be awarded a cash prize of INR 250,000 at the SIAM SAFE Annual Convention 2026.

Prashant K Banerjee, Executive Director, SIAM, said, “In India, around 485 people lose their life daily due to road accidents. India’s young minds have the power to drive real change on our roads. The National Road Accident Reduction Challenge 2026 is designed to channel their creativity, problem-solving skills, and sense of responsibility into practical interventions that can be implemented on the ground. By engaging students as partners in road safety, SIAM aims to foster a culture of accountability, innovation, and safer mobility for the nation.”

Devashish Handa, Executive Officer, Suzuki Motorcycle India (SMIPL), said, “Road safety is a key focus area of Suzuki Motorcycle India’s CSR efforts. We believe that student-led innovation can contribute meaningfully to safer mobility in India. Through SIAM’s National Road Accident Reduction Challenge 2026, we aim to strengthen road safety ethics among the young generation and encourage practical, on-ground interventions to help bring down road fatalities.”

South Korean automotive major Hyundai Motor Company has announced a partnership with the International Cricket Council (ICC), serving as a Premier Partner for tournaments between 2026 and 2027. The agreement covers six major ICC events across multiple formats, including the Men’s Cricket World Cup 2027.

The partnership grants Hyundai exclusive rights for the international cricket calendar. These include participation in matchday moments such as the coin toss, in-stadium branding and fan experiences.

The collaboration aligns with Hyundai Motor’s sports strategy, which focuses on sports in specific regions. Cricket has an audience of over 2 billion fans, providing the brand with a platform to connect with audiences in markets such as India. This deal marks a return to the sport for Hyundai, which previously collaborated with the ICC from 2011 to 2015.

Hyundai subsidiaries will collaborate to offer vehicle showcases, interactive zones and digital engagement initiatives during matches. The partnership was announced at the Narendra Modi Stadium in Ahmedabad, India.

Jose Munoz, President and CEO, Hyundai Motor Company, said, "Cricket and Hyundai share a relentless drive to improve and the resilience to rise to every challenge. We are honoured to partner with the ICC and connect with over two billion passionate fans worldwide. In key markets like India, where cricket is a way of life, this partnership deepens our connection with the customers and communities who inspire everything we do. We look forward to creating memorable experiences together at these iconic tournaments."

Jay Shah, Chairman, ICC, said, "Cricket is among the world's most popular sports, with over two billion fans whose passion is especially evident during ICC's marquee events. These global events offer an excellent opportunity to engage fans through innovative digital and in-stadium integrations. We welcome Hyundai as a Premier Partner and look forward to delivering outstanding events together. Hyundai is a global brand that has long supported sports, and we look forward to maximising our combined strengths at these events."

Tarun Garg, Managing Director & CEO Designate, Hyundai Motor India, said, "This partnership reflects Hyundai's strong commitment to India and growing importance of India market in Hyundai's global operations. We look forward to some thrilling cricketing action and are ready with a 360-degree communication approach across PR, digital, experiential and dealerships to maximise this opportunity across the country."

Schaeffler India, a motion technology company, has named the winners of the 4^th edition of its Social Innovator Fellowship Programme. The initiative identifies and supports individuals aged 18–35 developing solutions for environmental and societal challenges.

The programme focuses on several key areas, including environmental sustainability, renewable energy, carbon neutrality, the circular economy and natural resource management.

Following a screening process and prototype demonstrations, 10 projects were selected from 172 eligible applications. Each winner received a grant of INR 175,000.

The winners will also participate in a 24-week hybrid mentorship programme at IIMA Ventures, part of the Indian Institute of Management Ahmedabad. This phase provides tools, frameworks and expert mentoring to prepare the solutions for the market and assist in scaling their impact.

Since July 2025, the programme received more than 460 registrations from 21 states across India, including Maharashtra, Karnataka, Tamil Nadu and Delhi. Out of these, 103 applicants were shortlisted for final assessment.

Harsha Kadam, MD and CEO, Schaeffler India, said, “Change is the only constant. In a dynamic world where environment and technology play a fundamental role to meet the evolving needs of the world’s populus, the Social Innovator Fellowship Program speaks volumes of Schaeffler’s commitment to ESG and building not just a technologically advanced business model but be sensitive to the environment we operate in. It is our commitment to building a sustainable future that drives us to keep supporting this program year on year. With the response rates from participants growing over the years it’s overwhelming to see the indomitable spirit where technology and human consciousness collaborate to build a better world."

"We are happy that program is designed to identify and empower young changemakers who are developing scalable, impactful, and technology-driven solutions. In doing so, Schaeffler aims to harness entrepreneurial spirit and provide a platform where innovators can translate their ideas into transformative actions that make a sustainable impact on society,” added Kadam.

The award ceremony featured representatives from academia and the development sector, including Professor Gurudas Nulkar from the Gokhale Institute of Politics and Economics, Munish Bhatia of India Accelerator, Dr Bharat Kakade from the BAIF Development Research Foundation and Ankur Sohanpal of IIMA Ventures.

Italian design and engineering company Pininfarina has announced that its Board of Directors has appointed Paolo Dellacha as its new Chief Executive Officer and General Manager, effective immediately.

Dellacha, who joins the Board until the next Shareholders’ Meeting, previously served as the Chief Executive Officer of Automobili Pininfarina. The move is intended to strengthen company governance and leadership as the firm pursues business development and addresses industry challenges.

In a concurrent move, the Board of Directors has appointed Jay Noah Itzkowitz as Vice-Chairman of the Board.

“I am very pleased to welcome Paolo Dellacha. Paolo will bring strong energy and passion to his new role and thanks to his past experience, he will make a decisive contribution to continue driving Pininfarina’s growth, and execution of its strategic plans,” stated the company in a statement.

Paolo Dellacha, said, “I would like to thank the Chair and the Board of Directors for trusting me to lead Pininfarina into this new phase of growth. I approach this opportunity with enthusiasm, inspired by the strength of the Brand’s 95-years heritage of craftmanship and innovation. I deeply admire the passion and expertise of our people who have positioned Pininfarina at the pinnacle of automotive design, as well as in architecture, nautical, industrial and product design”.

The leadership changes are designed to support the development of future programmes and the global positioning of the Pininfarina brand. The company stated the transition will help leverage collaborations across the Group and consolidate its organisational foundations.