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)

ZF Commercial Vehicle Control Systems India Limited (ZF CVCS India) has finalised multi-year supply agreements with three major Indian truck manufacturers for its ESCsmart Electronic Stability Control (ESC) solution. The deals cover 12-volt and 24-volt architectures and are tied to new model launches developed to align with upcoming safety legislation. Local assembly will occur at ZF CVCS India's domestic production hubs, with series manufacturing scheduled to start in the third quarter of 2027.

The regulatory landscape is the primary driver, as Indian authorities have set an October 2027 deadline for mandatory ESC installation on all trucks. With that compliance date approaching, OEMs are securing proven technology partners well in advance, and the nominations reflect a broader industry shift towards active safety adoption ahead of the mandate.

Electronic stability control is globally regarded as a critical tool for preventing rollovers and loss-of-control incidents, with many developed markets already enforcing similar requirements. India's forthcoming regulations represent a meaningful convergence with international norms, and observers anticipate measurable improvements in commercial vehicle accident statistics once the technology becomes standard.

The ESCsmart system is tailored for heavy commercial use, automatically modulating braking and engine torque when sensors detect instability. Its effectiveness in Indian conditions has been validated through deployments on over 60,000 vehicles, while ZF's pedigree includes 20 years of innovation and more than three million global deliveries. The company is providing validation and pre-certification support, positioning the solution as fully compliant with both current and stricter 2027 rules.

Paramjit Singh Chadha, Managing Director, ZF Commercial Vehicle Control Systems India Ltd, said, “As the Indian commercial vehicle industry prepares for the next phase of safety regulations, vehicle stability technologies are evolving from being a differentiator to becoming a fundamental requirement. These business nominations reflect the growing momentum towards advanced active safety systems across the market. With a proven ESC platform, dedicated validation capabilities at our ESC test track and strong local engineering and manufacturing expertise, ZF CVCS India is ready to support OEMs in meeting the upcoming safety requirements with scalable, India-ready solutions.”

Akash Passey, Non-Executive Chairman, ZF Commercial Vehicle Control Systems India Ltd and President – ZF Group in India, said, “We are proud of the confidence our customers have placed in ZF CVCS India and the partnerships we have built. As India enters a defining phase in commercial vehicle safety, OEMs are increasingly prioritising proven technologies that enhance vehicle stability and deliver meaningful safety outcomes at scale. These nominations reinforce ZF CVCS India's leadership in active safety and our readiness to support the industry's transition through proven technology, local manufacturing, advanced validation capabilities and ZF's global expertise in electronic stability control.”

Delhi-NCR-headquartered alternative energy vehicle company Omega Seiki Mobility has successfully secured strategic funding from Securocorp Securities, Sangeeta Pareekh, Saket Aggarwal Family Office and Vanshika Sharma in New Delhi.

The funds will be deployed to expand manufacturing capacity at production facilities in Faridabad and Pune, strengthen research and development, enhance the dealer network and accelerate electric mobility solutions following Delhi's EV Policy 2026.

Dr. Uday Narang, Founder & Chairman, Omega Seiki Mobility, said, "This investment reflects the confidence investors have in our vision, execution, and long-term strategy. Over the last eight years, we have built a company grounded in manufacturing excellence, innovation, and financial discipline. As India's EV market enters its next phase of growth, we remain committed to delivering sustainable mobility solutions while creating long-term value for our customers, partners, and investors."

European automaker Stellantis has appointed Tianshu Xin to lead its China and Asia-Pacific region, effective 3 August 2026. He will report to Stellantis CEO Antonio Filosa and join the Stellantis Leadership Team, while continuing to serve as CEO of Leapmotor International.

On the other hand, Gregoire Olivier has been appointed strategic advisor, reporting to Xin.

Furthermore, Pablo Di Si has been named Chief Performance Officer, effective 3 August 2026. Reporting directly to Antonio Filosa, Di Si will lead execution of Stellantis’ ‘Value Creation Program’ to deliver business targets.

Antonio Filosa, CEO, Stellantis, said, “Tianshu Xin and Pablo Di Si bring deep global leadership experience, operational discipline and proven records of building strong teams and driving performance in highly competitive markets. Their appointments strengthen our leadership team as we sharpen execution, accelerate value creation, and continue positioning Stellantis for long-term success across regions and functions. I also want to thank Gregoire for his leadership and look forward to working together as he takes on his new role.”

Sona BLW Precision Forgings has signed definitive agreements with DENSO Corporation to establish two joint ventures aimed at developing, manufacturing and marketing electric and hybrid powertrain systems.

The partnership involves two strategic joint ventures tailored to different vehicle segments. The first joint venture focuses on high-voltage liquid-cooled traction inverters, traction motors and generators for passenger vehicles and commercial vehicles, with DENSO holding a 51 percent equity stake and management control and Sona Comstar holding 49 percent.

The second joint venture targets air-cooled traction inverters, traction motors, generators and e-axles for two-wheelers and three-wheelers, where Sona Comstar retains a 51 percent stake and management control and DENSO acquires 49 percent through a subsidiary structure.

Vivek Vikram Singh, MD and Group CEO, Sona Comstar, said, “We have always believed that the future of mobility will be defined by companies that continuously invest in innovation, product development and industrialization of advanced technologies. This partnership marks an historic milestone in Sona Comstar’s journey as a mobility technology company and reflects the capabilities we have built across advanced electric powertrain systems over the years. DENSO is a company we have immense respect for, as they have been at the forefront of automotive innovation globally for decades with deep expertise in electrification technologies. We are honored and delighted to partner with DENSO to bring together the complementary strengths of both companies and build advanced electric and hybrid powertrain solutions for four-wheelers and larger vehicle applications. This partnership will also accelerate the growth of our existing electric powertrain business for two and three-wheelers by strengthening our capabilities across the powertrain value chain and enabling us to serve a broader set of customers.”

Tsuneo Maebara, Head of Powertrain Systems Business Group, DENSO Corporation, said, “The electrification of mobility represents a major transformation that will continue to evolve in response to the diverse needs of customers and society across the world. India, in particular, is an important region where diverse forms of mobility coexist and electrification is advancing at significant scale. Sona Comstar is a mobility technology company with a global business presence, serving a broad range of customers, and having boldly transformed itself alongside the rapid evolution of the mobility market – from conventional vehicle technologies to solutions for both two- and three-wheelers and passenger electric vehicles. Through this partnership, we will bring together the respective strengths that both companies have built over the years to provide electrification solutions that address the diverse needs of customers in India. By harnessing new competitive strengths created through synergies across the two companies’ products, technologies and business foundations, DENSO will further advance and accelerate its electrification business. We will also build on the outcomes achieved in India to deliver value that meets a broader range of customer needs in the future.”