European auto major Skoda Auto Volkswagen India has achieved a new milestone in its India journey. The company recently rolled out the 500,000^th Made-in-India engine from its Chakan facility in Maharashtra.

The facility currently has a manufacturing capacity of around 189,000 vehicles per annum. It manufactures vehicles for both Skoda and Volkswagen brands in India and also plays a key role in the Volkswagen Group’s export strategy. The company has invested significantly towards localising the TSI technology for the Indian market.

Andreas Dick, Skoda Auto Board Member for Production and Logistics, said, "Producing 500,000 engines at our Pune facility is a significant milestone, reinforcing India’s role in our global manufacturing network. Our investments in technology and workforce development continue to enhance our production capabilities, ensuring high-quality and cost-effective powertrains. India’s advanced manufacturing ecosystem and skilled workforce play a vital role in meeting global demand with high-quality, efficient powertrain solutions. This milestone reinforces our confidence in India’s ability to support Group’s international operations and future growth."

Piyush Arora, Managing Director & CEO, Skoda Auto Volkswagen India, added, "This milestone highlights our commitment to localization and innovation in powertrain manufacturing. Since 2014, we have built a strong foundation, evolving to meet market needs with world-class engines. The high-degree of localisation in our made-in-India engines showcases the Groups focus on domestic sourcing and contribution to strengthen the Indian automotive manufacturing and supply ecosystem. We will continue to invest in expanding our capabilities and strengthening India’s position as a hub for world-class automotive manufacturing."

Volkswagen Group has been present in India since 2001 and is currently represented by five brands – Skoda, Volkswagen, Audi, Porsche and Lamborghini – in the country. The OEM is optimistic about the India growth story, which can be understood with Volkswagen’s India 2.0 strategy that aims to make the country a global manufacturing hub.

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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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Hyundai Motor India (HMIL), one of the leading passenger vehicle manufacturers, has announced a target to raise women’s representation in its executive workforce to 20 percent by 2030.

Women currently make up over 8 percent of the company’s executive workforce of more than 4,000 employees. In 2026, female recruits accounted for 45 percent of management trainees and engineer trainees hired by the vehicle manufacturer.

The company is tracking female recruitment and deployment across manufacturing, engineering, research and development, sales, service, corporate and leadership functions. The target aligns with United Nations Sustainable Development Goal 5 for gender equality and Goal 8 for decent work and economic growth.

Hyundai Motor India’s workforce strategy includes gender-balanced recruitment practices, expanded campus outreach, competency-based assessments and leadership development frameworks.

In FY2026, female employees recorded a 23 percent promotion rate. Supporting measures encompass parental support, childcare assistance, plant crèche facilities, performance safeguards, wellness rooms and health screening programs. The TrailblazHER initiative provides mentorship and capability-building programs for high-potential female professionals.

Tarun Garg, Managing Director and Chief Executive Officer, Hyundai Motor India, said, "At Hyundai Motor India, we believe that bringing together people with diverse experiences, perspectives and capabilities helps create stronger teams, drive innovation and build a more resilient organisation. Our commitment to achieving 20 percent women representation in executive workforce by 2030 reflects our focus on expanding opportunities, strengthening our talent pipeline and creating an environment where every individual can realise their full potential. As the talent landscape continues to evolve, we are encouraged by the increasing participation of talented women professionals across industries and look forward to enabling their growth across all areas of our business."

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German leading mechanical and plant engineering firm Durr has announced that it has been selected to equip Volvo Cars' manufacturing facility in Košice, Slovakia, with final assembly automation technology.

The plant represents the automaker's dedicated facility for all-electric vehicles and is planned to commence production in 2027 with a maximum annual output capacity of 250,000 units.

As per the understanding, Durr will supply turnkey conveyor, fluid filling and testing infrastructure integrated through its NEXT.assembly framework. The installation features fluid filling equipment configured to handle low-conductivity coolants and updated air conditioning refrigerants designed to comply with European regulatory changes. The vehicle conveyance network spans over three kilometres within the facility, utilising electric monorail systems, skillet platforms and modular chain conveyors to transport vehicle bodies and door components between assembly stations.

For end-of-line testing and quality control, Durr is installing its x-wheel chassis alignment system equipped with x-3Dsurface optical sensors, alongside the x-light camera-based measurement system for inspecting and adjusting headlamp modules in accordance with ECE and SAE standards.

Jorg Neumann, Director of the End of Line Product Line, Durr in Germany, said, “Volvo Cars has exceptionally high standards when it comes to measurement accuracy. We are very familiar with these standards, as Dürr equips all Volvo sites worldwide with vehicle geometry and headlight alignment technology.”

Andreas Hohmann, CEO of Durr Italy and Vice-President of NEXT.assembly, said, “Our fully automated final assembly system represents a significant advancement in automotive manufacturing, combining precision engineering with cutting-edge automation to deliver exceptional quality and efficiency.”

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Mumbai-headquartered automotive major Mahindra & Mahindra is moving towards taking possession of an initial package of approximately 800 acres for an automobile and tractor manufacturing facility at Additional Butibori in Nagpur, Maharashtra.

The site forms part of a planned 1,500-acre development in Vidarbha, which will be accompanied by a 150-acre supplier park in Sambhajinagar.

When fully operational, the site will feature an annual production capacity exceeding 500,000 vehicles and 100,000 tractors. The Sambhajinagar supplier park will provide components to the Nagpur facility and to Mahindra's existing production plants in Chakan and Nashik.

Furthermore, Mahindra is also establishing training frameworks to identify and develop workforce capabilities for manufacturing across powertrains and technologies. Over the next two to three years, existing associates will be considered through a selection process to fill roles at the facility based on technical capability, performance and alignment with company standards.

Mahindra also plans to establish a training centre in Nagpur to build technical skills in areas including mechanical operations, welding and painting. Further operational details regarding workforce requirements and recruitment processes will be released as project development continues.

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