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)

European automotive group Stellantis has announced an investment of approximately INR 40 billion (EUR 400 million) to scale its Indian operations under its FaSTLAne 2030 strategy. The commitment brings the manufacturer's cumulative capital deployment in India to INR 150 billion by 2030.

The roadmap outlines 12 vehicle introductions over the next three years across its Jeep and Citroen brands, comprising 7 new models and 5 major product upgrades. The releases will span the B, C and D SUV segments, alongside a multi-purpose vehicle, an A-segment car and a pickup truck.

The initial product under the expanded plan is scheduled for commercial launch in Q2 of 2027. Powertrain options will include internal combustion engines, hybrid, plug-in hybrid and battery-electric platforms, supported by a target local component sourcing level of 90 percent across its manufacturing plants in Ranjangaon, Thiruvallur and Hosur.

Tianshu Xin, COO, Stellantis Asia-Pacific Region, said, "India has a dual role for Stellantis: it is an important market that we intend to grow in, and an increasingly significant capability base for the region and the wider Group. India is a long-term commitment for us, not just a volume chase. Under FaSTLAne 2030, our region-led model gives the India team greater ownership of decisions, and the roadmap we are announcing today reflects our long-term conviction in this market. A stronger product cadence, a multi-energy technology approach and India’s capabilities across manufacturing, engineering, software and sourcing give us the foundation to build a larger and more competitive business here through 2030."

Shailesh Hazela, CEO & MD, Stellantis India, said, "Our commitment to India will be measured by what we put on the road. Having built a strong foundation over the years, our focus now shifts to scaling the business. Twelve launches across Jeep and Citroën over the next three years will significantly broaden our market participation and give Indian customers more choice across segments and powertrains, supported by deeper localisation and a stronger sales and service network. With fresh investment of approximately ₹5,000 crore, we are building greater scale, relevance and competitiveness in this market, while strengthening India’s role in Stellantis’ global operations."

The investment phase expands on the INR 110 billion previously deployed by Stellantis in India for manufacturing facilities, software development centres in Bengaluru, ICT hubs in Hyderabad and regional component export channels.

The Society of Indian Automobile Manufacturers, the apex body representing automakers across segments in the country, has released the wholesales data for Q2 FY2027, which saw record performance across passenger vehicles, commercial vehicles, three-wheelers and two-wheelers.

In Q2 FY2027, the passenger vehicle segment domestic sales reached 1.36 million units, up 30.7 percent YoY. Sports Utility Vehicles (SUVs) accounted for 68 percent of total passenger vehicle sales, recording a growth of 34.2 percent, while passenger car sales increased by 24.9 percent. Passenger vehicle exports declined by 5.2 percent to 229,087 units, impacted by logistics constraints in West Asia and higher baseline comparison figures.

The two-wheeler segment posted domestic sales of 6.43 million units, registering a growth of 15.2 percent YoY. Scooter sales increased by 27.7 percent, while motorcycle sales rose by 7.4 percent. Two-wheeler exports reached a record Q2 total of 1.65 million units, marking an increase of 27.7 percent over the same period last year.

In the three-wheeler category, domestic sales grew by 23.6 percent to 285,342 units, driven by demand for cargo configurations and electric L5 vehicles. Three-wheeler exports reached a record Q2 total of 161,060 units, representing a 30.4 percent increase. The commercial vehicle segment recorded domestic sales of 309,063 units, marking a growth of 28.7 percent, while commercial vehicle exports rose by 72.5 percent to exceed 41,416 units, supported by infrastructure spending and fleet replacement demand.

Shenu Agarwal, President, SIAM, said, "The Indian automotive industry delivered a strong performance in the first half of FY2026-27, following a robust second quarter and a strong September 2026. This stellar performance across all segments of the automobile industry has been supported by improved affordability following GST 2.0, resilient rural and urban demand, healthy freight movement, infrastructure-led economic activity, and a gradual replacement cycle across vehicle segments. The electric vehicle ecosystem also continues to mature with multiple offerings, improving charging infrastructure and supportive policy measures. At the same time, alternative fuel technologies are witnessing increasing acceptance and are expected to play an important role in India's sustainable mobility transition. Industry looks forward to the festive season for the continued momentum while remaining cautiously optimistic due to prevailing geo-economic uncertainties. Continued investments in infrastructure, sustained economic growth, and rising adoption of cleaner and more efficient mobility solutions are expected to support industry growth through the second half of 2026-27."

FADA Academy, in collaboration with the Automotive Skills Development Council (ASDC), has inaugurated its first joint skill development centre in Agra.

Located within the dealership facilities of Ashok Auto Sales and Manoram Bajaj Group, the Autograd Regional Skill Development Centre establishes a training framework situated directly inside automotive retail operations.

The facility aims to address workforce gaps in automotive retail by providing candidates with training matched to dealership job roles. The initial cohort at the centre consists of candidates undergoing instruction for the Service Advisor role, supported by participating dealerships representing brands including Bajaj Auto, TVS Motor Co, India Yamaha Motor and Tata Motors.

C S Vigneshwar, Chairman of FADA Academy & Research, said, "FADA Academy is committed to strengthening the capabilities of India's automotive retail workforce through industry-relevant education and training. The establishment of our first joint training centre with ASDC at Agra is an important milestone in this journey. By bringing training into the dealership environment, we can create a stronger connection between learning and actual workplace requirements. Our vision is to create local employment opportunities, support the talent requirements of dealerships and provide aspiring professionals with a foundation for long-term career progression within the automotive sector. We also want to ensure that candidates are not merely trained to secure a job, but are equipped to perform with confidence, deliver value to their employers and build long-term careers in the automotive industry. We hope this initiative will serve as a replicable model for dealership-led skill development across the country. The automotive sector is evolving rapidly, driven by new technologies, changing customer expectations and increasingly sophisticated dealership operations. This makes industry-aligned skill development more important than ever. The FADA Academy–ASDC joint training centre at Agra is a progressive initiative that brings structured training closer to the workplace and enables candidates to develop competencies relevant to their designated job roles."

The inauguration event was attended by Union Minister of State Prof. S. P. Singh Baghel, ASDC Chief Executive Officer Prasanna Pahade, FADA Uttar Pradesh Chairperson Sandeep Narain and leadership representatives from local dealer groups. The initiative forms part of a broader framework intended to be replicated across other regions to train dealership personnel.

Larsen & Toubro (L&T) has signed a Memorandum of Understanding with TuTr Hyperloop, an IIT Madras-incubated deep-tech startup, to develop and deploy next-generation mobility infrastructure in India.

The agreement creates a framework for L&T and TuTr Hyperloop to collaborate on Linear Induction Motor-based propulsion systems, vacuum tube structures, pressure management systems, civil engineering works, electrical infrastructure, signalling and telecommunications integration.

Project-specific agreements will follow to define execution terms across freight logistics, port connectivity and industrial transit applications. The technical roadmap aims to progress from linear induction systems toward magnetic levitation and vacuum-based transportation networks.

The partnership combines L&T's engineering, procurement and construction capabilities with TuTr Hyperloop's electromagnetic propulsion research to assess commercial viability, conduct technical feasibility studies and engage prospective customers for hyperloop transit projects in India.

S V Desai, Whole-Time Director and Senior Executive VP of Infrastructure, L&T, said, "Hyperloop represents an exciting frontier in next-generation mobility, with the potential to redefine the movement of people and goods. Its innovative propulsion technology and low-friction environment enable faster transit, improved logistics efficiency, reduced energy consumption and lower emissions. Translating such technological innovation into practical deployment requires robust engineering, scalable infrastructure and close collaboration across the ecosystem. Our partnership with TuTr Hyperloop is a step in that direction."

Prof. Satya Chakravarthy, Professor, IIT Madras, said, "The transition of advanced mobility technologies from research and development to real-world deployment requires strong collaboration between academia, technology developers and industry. This partnership between TuTr Hyperloop and L&T brings together complementary strengths that can help address the engineering and infrastructure challenges involved in scaling next-generation transportation systems. It is an encouraging step towards translating indigenous innovation into practical, deployable solutions for India."

Dr Aravind S Bharadwaj, Co-Founder and CEO, TuTr Hyperloop, said, "At TuTr Hyperloop, our focus is on developing indigenous mobility technologies that can address real-world transportation and logistics challenges. Our collaboration with L&T brings together our capabilities in electromagnetic propulsion, advanced mobility systems and technology development with L&T’s extensive engineering and infrastructure execution expertise. Together, we aim to work on commercialisation these technologies."