Ashok Leyland, one of the leading commercial vehicle manufacturers, has inaugurated its new 4,800 buses per annum manufacturing facility near Vijayawada, Andhra Pradesh.

The new facility spread across 75 acres can manufacture the complete range of Ashok Leyland diesel buses along with Switch Mobility’s electric buses. The facility features a Nalanda learning center and an advanced service training center. The plant was inaugurated by Nara Lokesh, Minister of Information Technology, Electronics and Communications and Human Resource Development, Government of Andhra Pradesh.

Furthermore, the auto major as a symbolic gesture also handed over the keys of the Switch electric double-decker bus to the government of Andhra Pradesh as part of its commitment to promoting sustainable public transportation. The event saw participation from M Ram Prasad Reddy, Minister of Transport, Sports, Youth Affairs; T G Bharath, Minister of Industries; V Balashowry, MP, Krishna District; Y Venkata Roy, MLA, Gannavaram Constituency; Ashok P Hinduja, Chairman, Hinduja Group – India and Shom Ashok Hinduja, President Alternative Energy and Sustainability, Hinduja Group, along with dealers, customers, suppliers and other dignitaries.

 “This is a prestigious occasion for Andhra Pradesh. We are delighted to welcome Ashok Leyland to our growing industrial ecosystem. This plant strengthens our reputation as an emerging manufacturing hub and will play a crucial role in providing employment, enhancing skill development, and boosting the overall economy of the State,” said Nara Lokesh.

Dheeraj G Hinduja, Chairman, Ashok Leyland, said, “Inspired by the vision of the Chief Minister Chandrababu Naidu, who has crafted a progressive industrial policy for the State, we are excited to be in Andhra Pradesh and our relationship with this State has been over several decades now through Ashok Leyland and other Hinduja Group entities. The inauguration of the new plant marks the beginning of yet another chapter for Ashok Leyland in this vibrant State, where our Group is committed to explore more opportunities for driving economic growth, creating employment opportunities, and generating prosperity in the region.”

Shenu Agarwal, MD & CEO, Ashok Leyland, added, “With inauguration of the new plant, Ashok Leyland will further consolidate its position as No.1 bus brand in India and among the top 5 globally. This facility will help us cater to the growing demand for fully built buses in India. Production in the new plant has just commenced and owing to our large order book, the plant will start operating at 100 percent capacity from day one. The new plant is equipped with state-of-the art equipment with high levels of automation signifying our commitment to making products of highest quality standards.”

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Vedanta Group has announced that it has invested over INR 210 billion through FY2026 across projects to expand production capacity for aluminium, zinc, value-added alloys, copper, steel, nickel and ferrochrome. The capital deployment aims to scale domestic material production, supporting India's electric mobility and automotive sectors.

The investment addresses rising national demand for vehicle electrification components, including battery cells, energy storage units, electric motors, power electronics, semiconductors, charging infrastructure and vehicle structural parts.

At present, India imports over 80 percent of its critical mineral requirements. To establish domestic resource access, Vedanta said it has secured 10 critical mineral blocks covering copper, nickel-chromium-platinum group elements, tungsten, graphite, vanadium, rare earth elements and potash, with exploration activities active across five of the sites.

Within its metals operations, Vedanta Aluminium Metal produced 2.45 million tonnes of primary aluminium during FY2025–26. The division supplies primary foundry alloys, rolled products, billets, and slabs for automotive applications, alongside low-carbon offerings under its Restora and Restora Ultra product lines. The group is expanding smelting and value-added alloy capacity at its plant locations in Chhattisgarh and Jharsuguda, Odisha.

In battery materials, Vedanta operates as India's sole primary nickel producer. Through its subsidiary Hindustan Zinc, the group produced 851 kilotonne of refined zinc and 627 tonnes of saleable silver in the 2025–26 financial year, offering automotive zinc alloys and its low-carbon EcoZen product line. For electrical applications, Vedanta Limited reported cathode copper production of 170 kilotonne over the same period, while expanding downstream processing capabilities via a copper rod facility in Saudi Arabia.

Arun Misra, CEO, Vedanta Group, said, "As EV adoption accelerates, the strength of India’s journey will increasingly depend on its ability to secure reliable access to the metals and critical minerals that underpin vehicles, batteries and charging infrastructure. Building these capabilities domestically will be essential to creating supply chains capable of supporting India’s long-term mobility ambitions. At Vedanta, we are investing across this opportunity through our presence in key metals, while building capabilities in critical minerals. We are expanding our role across the resource base that will support the next generation of mobility and battery value chains."

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Recyclekaro has partnered with the Uzbekistan Technological Metals Complex to establish e-waste and lithium-ion battery recycling infrastructure in Central Asia. The initiative follows the elevation of bilateral relations between India and Uzbekistan to a Comprehensive Strategic Partnership during a state visit to Tashkent.

Under the agreement, Recyclekaro and TMK will form a joint venture to build a greenfield facility in Uzbekistan focused on end-of-life battery recycling and critical mineral extraction. Furthermore, Recyclekaro will also supply processing technology, project management and operational oversight. Feasibility studies are underway to determine processing capacity. The plant will initially process domestic waste streams before expanding in a second phase to recover critical minerals from electronic waste and batteries collected across Central Asia.

Rajesh Gupta, Managing Director, Recyclekaro, said, "The transition towards a clean energy future depends not only on access to critical minerals but also on our ability to recover and reuse the resources already available. As nations worldwide work towards building resilient and sustainable supply chains, advanced recycling and urban mining will play a critical role in securing strategic materials. Our collaboration with TMK represents a significant step in taking India's recycling expertise to the global stage and demonstrates how technology, innovation, and international partnerships can accelerate the shift towards a circular economy."

The project aligns with bilateral government agreements prioritizing mineral exploration, processing, and value-chain development between India and Uzbekistan. The facility aims to establish regional material recovery capacity and reduce reliance on primary mineral extraction across Central Asian markets.

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Spanish automotive engineering company Gestamp has officially opened its 5^th production facility in Bhagapura, Gujarat, marking an investment of INR 5.23 billion across its initial phases. The site adds 31,790 square metres of manufacturing footprint to its operations in the country.

The new plant employs 240 people and houses two hot-stamping lines, a laser cutting line and welding cells for assembly operations. It produces body-in-white (BiW) components, including parts from the Ges-Gigastamping product line, which integrate large structural components into single pressings. The site features an energy monitoring system to track power consumption and plans to source electricity through renewable power purchase agreements.

The expansion increases Gestamp's total manufacturing footprint in India to 188,000 square metres across five sites located in Maharashtra, Tamil Nadu and Gujarat.

Gestamp operates 14 stamping production lines in the country, five of which utilise hot stamping, with two additional hot-stamping lines currently under installation. It has a total employee strength of 2,300 people in India and reported revenues of EUR 245 million in 2025.

Francisco J. Riberas, Executive Chairman, Gestamp, said, “India is a key strategic priority for Gestamp. After two decades here, we have established ourselves as a trusted technology partner for both domestic and international automakers operating in the country. Our investment in Gujarat enables us to begin manufacturing in one of India’s leading industrial hubs, strengthening our presence and driving further growth in this key market. “India’s strong market growth prospects, combined with continued improvements in vehicle quality and increasingly demanding safety requirements, will create significant opportunities for Gestamp. Our advanced technologies, products and value proposition are specifically focused on delivering lighter and safer components that help automakers meet these evolving challenges.”

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The automotive industry in India is facing a demand-supply gap in talent as industrial growth and new technologies outpace the available workforce.

In an interaction with Motoring Trends, Vinay Dhingra, Senior Director, HR & Admin, CA, IT, Honda Motorcycle & Scooter India (HMSI) and Trustee of Honda India Foundation (HIF), shared his observations on the current trends in the domestic market.

“Talent shortage is definitely an issue, though I would describe it more as a demand-supply gap rather than a lack of availability. The pace of industrialisation and growth in India has pushed demand very high, while supply has not increased at the same pace,” Dhingra observed.

He pointed out that new technologies such as electric vehicles, electronics and advanced manufacturing have increased the need for specialised skills, while the training ecosystem continues to develop.

Dhingra shared that HMSI is addressing the gap through internal training. The company hires freshers from ITIs and trains them for production roles within about a month. “We have a strong internal training system and training schools,” Dhingra said.

Replying to the attrition seen in the industry, he shared that for Honda Motorcycle & Scooter India, the attrition among blue-collar staff remains below 4 percent, against an industry average of around 8–9 percent. The company plans for this level and maintains a margin in manpower planning.

Emerging requirements centre on IoT, Industry 4.0 and smart manufacturing. “A person needs to be trained not only on conventional machines and the kind of skills traditionally taught at ITIs, but also on these emerging technologies,” Dhingra said.

The government and industry are upgrading ITIs to introduce these technologies so that new entrants arrive with greater familiarity and a shorter learning curve.

Sharing his observation on the industry trend, he pointed out that the competition for skilled workers now extends beyond the automotive sector. “Someone may have the option of working in manufacturing, warehousing or other sectors, sometimes at similar salary levels,” Dhingra noted.

Companies must therefore strengthen working conditions, career opportunities and the overall package. At HMSI, overtime is monitored and weekly offs are prioritised to support work-life balance.

Automation and digitisation have changed processes without reducing headcount. The company has moved to a largely paperless system.

“We have not seen jobs being eliminated because of digitisation or automation. It has primarily improved the way work is done,” Dhingra said. Efficiency gains free capacity for safety, quality and other improvements, while business growth continues to raise overall manpower needs.

Interestingly, around 10–12 percent of Honda’s white-collar workforce has progressed from blue-collar roles, some reaching department-head level.

Looking ahead, Dhingra identified three areas for the industry: technology, the skilling gap and the quality mindset.

“Each can be both an opportunity and a challenge. If we fail to address them in time, they become risks. If we address them proactively, we can convert them into opportunities,” he concluded.

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