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 global automotive Light Detection and Ranging (LiDAR) market is projected to grow from USD 1.23 billion in 2025 to USD 6.54 billion by 2031, representing a compound annual growth rate (CAGR) of 32.09 percent says a report by Mordor Intelligence. The market value for 2026 is estimated at USD 1.63 billion.

This rapid expansion is attributed to the increasing adoption of Level 3+ autonomous driving systems, a reduction in sensor costs and more stringent global safety standards.

The report states that the shift from luxury-only integration to broader vehicle segments is being facilitated by several technological and economic factors:

• FMCW Technology: Frequency-Modulated Continuous Wave (FMCW) LiDAR enables a detection range of up to 400 metres.
• Performance Reliability: FMCW sensors capture both distance and motion, reducing signal interference in traffic and maintaining accuracy under strong sunlight.
• Cost Reduction: The price of solid-state LiDAR has fallen sharply due to silicon-based designs and automated manufacturing, making sensors accessible for mid-range and affordable vehicle segments.
• Economies of Scale: Increased production volumes are further driving down costs over time.

Adoption patterns vary significantly across global regions, influenced by local supply chains and regulatory environments. It finds that the Asia-Pacific region leads the market, with China at the centre of large-scale adoption. The growth is supported by government incentives for electric vehicles and strong local supply chains that accelerate production.

The North American market sees demand driven by autonomous trucking routes and hands-free driving features. Local manufacturing helps reduce import dependence, while Canada provides a testing ground for extreme weather conditions.

For the European region, while premium automakers lead in advanced integration, stricter regulations currently slow mass-market adoption across the continent.

Interestingly, it notes steady traction in the Middle East, Africa and Latin America, primarily driven by mining automation, smart city initiatives and fleet upgrades.

Phani Kumar, Senior Research Manager at Mordor Intelligence, said, "The automotive LiDAR market reflects steadily evolving adoption patterns shaped by regulatory direction and autonomous driving progress. Mordor Intelligence's structured validation approach and consistent triangulation of industry inputs provide a more dependable basis for strategic decisions than fragmented or assumption-led analyses."

Representational image credit: Pexels/Stephen Leonardi

German chemicals major LANXESS has commissioned a new blending facility at its Jhagadia site to manufacture specialty lubricant additives for domestic and international markets.

The inauguration of the plant in Gujarat marks the first phase of development at the site. The facility is designed to serve India, currently the third-largest lubricants market globally, alongside the Middle East and other international regions. This expansion follows the establishment of the company’s Application Technology Centre in 2025 and aligns with its ‘local-for-local’ supply strategy.

In tandem with the plant opening, LANXESS signed a Memorandum of Understanding (MoU) with Indian Oil Corporation (IOCL) to introduce its lubricant technologies to the local market. The company also confirmed the commencement of third-party manufacturing activities for its Lubricant Additives business unit within India.

Dr Hubert Fink, Member of the Board of Management, LANXESS, said, “India stands at the forefront of global economic growth, offering significant opportunities across industries. LANXESS is committed to deepening our presence and investing in India’s future, aligning our long-term strategy with the nation’s dynamic potential. Through prudent investments and a focus on sustainable growth, we aim to contribute meaningfully to India’s evolving industrial landscape.”

Neelanjan Banerjee, Senior Vice-President and Global Head of the Business Unit Lubricant Additives, added, “India is the third largest lubricants market in the world and a key growth region for us. To participate in this key market, we set up our Application Technology Center in 2025. The commissioning of this new production site in India is a next milestone for us and a strong testament to the ‘Make in India’ initiative. With this plant we are reinforcing our strong commitment to our customers in the region.”

The new facility incorporates energy-efficient systems and safety protocols intended to support the increasing demand for industrial and mobility applications. By localising production, LANXESS aims to reduce lead times and enhance technical collaboration with regional customers.

Hyundai Motor Group, the Korea International Cooperation Agency (KOICA) and Vietnam’s Ministry of Education and Training (MOET) have entered a trilateral strategic partnership to develop a high-skilled technical workforce in Vietnam.

Signed in late April 2026, the Memorandum of Understanding (MoU) establishes a training ecosystem designed to support Vietnam’s rapidly industrialising automotive sector.

The program, scheduled to run from the second half of 2026 through 2031, aims to create a ‘virtuous cycle’ by bridging the gap between vocational education and active industrial careers.

The partnership leverages the unique strengths of each signatory to ensure graduates are production-ready from day one:

• Curriculum & Expertise: Hyundai Motor Group will lead the design of the curriculum, focusing on hands-on manufacturing disciplines including die-casting, press forming and welding.
• Governance & Operations: KOICA will oversee the broader program management and technical training modules.
• Administrative Support: MOET will coordinate the program through its network of vocational training institutions across Vietnam.

Upon completion, graduates will be directly connected with employment opportunities at small and medium-sized component manufacturers operating within Vietnam, addressing a critical labour shortage in the regional supply chain.

Vietnam is a cornerstone of Hyundai Motor Group’s ASEAN strategy. The Group operates the Hyundai Thanh Cong Vietnam Auto Manufacturing Corporation (HTMV) joint venture, which recently expanded with a second plant in Ninh Binh.

Sung Kim, President of Hyundai Motor Group, said, "Vietnam's automotive market is growing fast, and the demand for skilled professionals is growing with it. We aim to give Vietnamese students real educational opportunities and build a virtuous cycle from classroom to career."

The German Association of Suppliers (ArGeZ), an interest group representing approximately 9,000 suppliers and supported by several industry associations, has reported that the domestic automotive supplier industry remains trapped in a deep structural crisis with no economic recovery in sight. Weak order intake, rising operational costs and mounting international competitive pressure continue to threaten industrial resilience and value chain stability.

This prolonged crisis extended into 2025, marked by a 1.1 percent drop in revenue and a 1.0 percent fall in production, the fourth consecutive annual decline. Excluding a temporary recovery in 2021, the sector has faced a structural downturn since 2019. Employment fell by 3.4 percent year-on-year in 2025, with growing job cuts underscoring the weakening state of German suppliers.

The first two months of 2026 offered no turnaround. Employment kept falling by another 3.4 percent, and production decreased by 0.4 percent. The ifo Business Climate Index for German suppliers plunged from -14.4 points in February to -24.1 points in March 2026, ending any hesitant stabilisation. ArGeZ spokesperson Christian Vietmeyer noted that only about one in ten suppliers rates their current situation as good, while just 16 percent expect improvement in the next six months.

Weak demand from key customer sectors remains the principal cause, with order intake too volatile for sustainable stabilisation. Geopolitical tensions, trade policy uncertainties and rising energy prices are compounding difficulties. International competitive pressure is increasing, as imports of iron and steel products rose about 10 percent in 2025, with even stronger growth for numerous automotive parts.

The German government is still expected to deliver bold economic transformation. High labour costs are forcing suppliers out of business and driving production shifts abroad. ArGeZ calls for longer working hours, curbing sick-leave absenteeism by abolishing phone-based sick notes and reducing non-wage labour costs to a maximum of 40 percent. Dr Martin Theuringer, Managing Director of the German Foundry Industry Association, stated that supplier management repeatedly invests in foreign plants instead of German locations, leading to a slow bleeding out of the industry.

Promised energy price reductions have not materialised. Many suppliers are excluded from electricity tax cuts. For small and medium-sized enterprises, gas prices are burdened by a national CO₂ price higher than the EU Emissions Trading System price. ArGeZ demands suspending the national CO₂ price until the European small-installation price (ETS 2) is introduced. The EU’s proposed ‘Made in Europe’ label is a step forward but must avoid bureaucracy, and technological openness beyond 2035 remains essential.

Regarding the expected introduction of the EU End-of-Life Vehicles Directive (ELVR) this summer, Michael Weigelt has demanded that the competitiveness of secondary materials be guaranteed. He called for streamlined, low-bureaucracy processes and energy cost relief for recycling companies, because only economically viable recyclates will enable international competitiveness.