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)

As the news of a seven-seater C-segment SUV being tested by Nissan in India gathers speed (besides the news that Renault will launch the new Duster as the Bigster in the next few months), the Renault Group and Nissan have announced new strategic projects. 
The most important of these is the restructuring of the Indian Renault Nissan Alliance entity with Renault Group buying out the 51 percent stake of Nissan, making Renault Nissan Automotive India Private Ltd (RNAIPL) its fully owned subsidiary. 
Despite this change, Nissan will maintain its presence in India with a strong focus on enhancing market coverage. RNAIPL will continue to support Nissan’s production of models, including the New Nissan Magnite in India. 
With Nissan choosing Renault Group to develop and produce a derivative of Twingo that it has designed, the restructuring of the Indian business that was until now a well-honed alliance effort with almost equal-equal investment by both the auto makers, the Renault Group and Nissan have entered into a new alliance agreement that would increase the flexibility of each of the two regarding their cross-shareholdings. This would be done by setting the lock-up undertaking at 10 percent instead of the current 15 percent. 
Nissan would be released from its commitment to invest in Ampere while continuing the agreed product projects.
 Luca de Meo, CEO of Renault Group, commented on the significant development: “As a long-time partner of Nissan within the Alliance and as its main shareholder, Renault Group has a strong interest in seeing Nissan turnaround its performance as quickly as possible. Pragmatism and business-oriented mindset were at the core of our discussions to identify the most effective ways of supporting their recovery plan while developing value-creating business opportunities for Renault Group. This Framework Agreement, beneficial for both parties, is the proof of the agile and efficient mindset of the new Alliance. It also confirms the attractiveness of our products with Twingo as well as our ambition to grow our business on international markets. India is a key automotive market and Renault Group will put in place an efficient industrial footprint and ecosystem.”
 “Nissan is committed to preserving the value and benefits of our strategic partnership within the Alliance while implementing turnaround measures to enhance efficiencies. Our goal is to create a more agile and effective business model that allows us to respond quickly to changing market conditions and conserve cash for future investments. We remain committed to the Indian market, delivering vehicles tailored to local consumer needs while ensuring top-notch sales and service for our existing and future customers. India will remain a hub for our research and development, digital and other knowledge services. Our plans for new SUVs in the India market remain intact, and we will continue our vehicle exports to other markets under the “One Car, One World” business strategy for India," said Ivan Espinosa, President and CEO of Nissan. 
 

Rapido, India’s leading ridesharing platform and one of the country’s youngest unicorns, has expanded its Pink Mobility initiative nationwide to create sustainable earning opportunities for women, championing employment generation, financial independence and skill development. In this direction, the company has signed a memorandum of understanding (MoU) with Azad Foundation and Sakha Consulting Wings.

Through this partnership, Rapido is committed to creating job opportunities for women drivers through the platform, ensuring a fixed monthly earning opportunities up to INR 25,000 for female captains. It will also help trained women drivers with vehicle procurement, registrations, mentorship, safety training and awareness sessions. Further, it will collaborate with policymakers to address the systemic challenges faced by women drivers through joint initiatives with Azad Foundation and Sakha.

Rapido held an event at the India International Centre in New Delhi with the subject ‘EmpowHer: Driving Financial Inclusion and Empowerment’ to mark this milestone. Prominent speakers like Srinivas Rao, National Lead at Azad Foundation; Dr Arpita Mukherjee, Professor at ICRIER; Barsha Chakraborty from Breakthrough; Anjana from Sakha; Meenu Vadera, Founder of Azad Foundation; Sunaina Kumar, Senior Fellow at ORF and Executive Director at Think20 India Secretariat; Bornali Bhandari, Professor at NCAER; and Shweta Aprameya, Founder and CEO of ARTH and Co-Founder of HAPPY were among the programme's captivating panel discussions and thought-provoking fireside chats. Talks focused on important topics including establishing fair career paths, resolving safety concerns and improving financial literacy for women working in non-traditional fields.

Shravya Reddy, Chief of Staff, Rapido, said, “We are deeply grateful to the esteemed panellists and guests who joined us today, sharing invaluable insights on breaking barriers, advancing women’s empowerment in mobility and fostering financial independence. Empowering women is central to Rapido's mission, and the nationwide expansion of our Pink Mobility initiative reflects our commitment to creating a more inclusive mobility ecosystem. These discussions are critical to driving meaningful change for women in the workforce. We deeply appreciate the invaluable support from state governments, policymakers and our partners, who have enabled this growth. Above all, we are inspired by our incredible female captains whose resilience and dedication drive this initiative. Through our collaboration with Azad Foundation and Sakha, we are dedicated to offering women meaningful employment opportunities and equipping them with the resources they need to succeed. We look forward to expanding access to employment and financial independence for thousands of women across India."

Meenu Vadera, Founder, Azad Foundation and Sakha, said, "Gender equality and ensuring women are able to realise their human rights is the cornerstone for societal advancement. At Azad Foundation and Sakha, our mission is to enable women empower themselves, gain essential skills and earn sustainable livelihoods with dignity. Our partnership with Rapido reflects a shared commitment to creating an inclusive and equitable mobility sector. Together, we are proud to enable women to achieve financial independence and succeed in non-traditional roles, contributing to a more inclusive future."

Routematic, a leading corporate mobility solutions provider, has appointed Chidananda Murthy as Vice President – People and Culture with immediate effect.

Murthy has more than 20 years of experience in HR leadership positions with top international businesses. He oversaw the HR department for Walmart Global Sourcing in India, Bangladesh and Pakistan before joining Routematic. In this role, he oversaw company development, succession planning, talent retention programmes, talent evaluations and HR operations for the area. Additionally, he has successfully led workforce transformation, leadership development, post-M&A integrations and HR strategy while working with Nokia Networks, IBM, Oracle and Huawei. Murthy will oversee Routematic's people strategy, organisational culture and talent development in this capacity, promoting an inclusive and productive work environment. With a strong emphasis on long-term development and worker satisfaction, Murthy will be instrumental in propelling the business into its next stage of expansion.

Kavitha Ramachandragowda, Co-Founder & Executive Director, Routematic, said, "Chidananda's expertise in human capital management will be crucial as we scale our sustainable mobility solutions and expand our organisational footprint. His strategic leadership will not only strengthen our people-first culture but also ensure we continue to attract, retain and nurture top talent while fostering a culture of innovation, collaboration and inclusivity."

Murthy said, “Routematic is at a pivotal growth stage, and I’m excited to help shape its people strategy. We are committed to fostering an empowering and inclusive culture – one that attracts top talent, nurtures innovation and drives long-term success. As we work towards redefining corporate mobility, I look forward to contributing to Routematics’ growth, well-being and transformation."

With Chinese brands like BYD, MG and Polestar gaining traction in Europe, the US electric vehicle brand Tesla has lost much of its stream since the last two months. Tesla registrations have plunged, according to a recent report of Jato Dynamics. The Elon Musk led brand saw its market share fell to 9.6 percent in February 2025 – the lowest it has been during the month of February over the last five years. Its year-to-date market share fell from 18.4 percent in 2024 to 7.7 percent this year. 

A total of 966,300 new passenger cars were registered in Europe in February 2025, marking a decline of three percent, compared to the corresponding month last year. As per the Jato Dynamics report encompassing 28 markets, sale of automobiles witnessed a decline in Germany, Italy, Belgium, the Netherlands, Switzerland and Ireland mainly. The year-to-date registrations fell by two percent to a total of 1,962,850 units.

Felipe Munoz, Global Analyst, Jato Dynamics, averred, “There are still no clear signs of recovery in the European automotive industry. Uncertainty in the domestic market is being further complicated by challenges in both China and the US.”

In February 2025, the registrations of battery electric vehicles (BEVs) increased by 26 percent to 164,000 units – the highest volume on record for both the month of February and the period of January to February. A total of 329,700 units were registered, up by 31 percent.

 Of the opinion that Tesla is experiencing a period of immense change while pointing at an increase in electric vehicle registrations in Europe, Munoz said, “In addition to Elon Musk’s increasingly active role in politics and the increased competition it is facing within the EV market, the brand is phasing out the existing version the Model Y – its best-selling vehicle – in anticipation of the introduction of a new refreshed version.”

“During this process, brands often experience a drop in sales before they return to normal levels, once the updated model becomes widely available. Brands like Tesla, which have a relatively limited model lineup, are particularly vulnerable to registration declines when undertaking a model changeover,” he added.

The registrations of the Model Y fell by 56 percent to 8,800 units in February 2025. The registrations of the Model 3 fell by 14 percent to 6,800 units.

“The difference in volume drops between these two vehicles suggests that the decline in the brand’s overall sales is more firmly rooted in the Model Y changeover than Musk’s political activity,” Munoz articulated. “However, it will be interesting to see to what extent demand rebounds once the new Model Y hits markets across the region,” he expressed.

Chinese brands outpace Tesla for BEV sales

The difficulties that Tesla is currently facing have created opportunities for some of its competitors. In February, Chinese-owned car brands registered 19,800 new electric vehicles in Europe, outpacing Tesla which registered just over 15,700 units. In the same month last year, the former registered 23,182 units compared to the 28,131 registered by Tesla.

The best-selling Chinese-owned car brands in February 2025 turned out to be Volvo, BYD and Polestar. While Volvo recorded a 30 percent drop in BEV registrations, BYD and Polestar made substantial gains, with increases of 94 percent and 84 percent respectively. Xpeng also performed well with more than 1,000 units, closely followed by Leapmotor with almost 900 units. 

Renault Group shines

Volkswagen group continued to lead the market with share of 25.8%. Stellantis followed in second position but lost 2.6 points of share when compared to February 2024 due to double-digit drops at Citroen, Opel/Vauxhall and Fiat. Renault Group was the month’s top performer, with a 12 percent increase in volumes and a market share gain of 1.5 points. The group’s strong performance in February can be attributed to positive results posted by the Renault Clio, Dacia Duster and the new Renault Symbioz and Renault 5. 

Much of Renault’s success was found in the BEV segment, with 9,400 BEVs registered in February, up by 96 percent. The French manufacturer was only outperformed by Volkswagen, which recorded a 108 percent increase in BEV sales. Other strong increases within the BEV segment included Audi (up by 67 percent), Kia (up by 56 percent), Skoda (up by 63 percent), Citroen (up by 190 percent), Cupra (up by 179 percent), Mini (up by 804 precent) and Ford (up by 146 percent). In contrast, Tesla, Volvo, MG, Fiat, Jeep and Smart recorded a sales decline in the respective month.   

The Dacia Sandero leads again

The Dacia Sandero once again led in the ranking by model as Europe’s most registered new vehicle during the month. Meanwhile, second position was occupied by the Citroen C3, with the new generation already being widely available. The Renault Clio followed closely in third thanks to a 22 percent increase in volumes – the second best within the top 10, only outperformed by the Volkswagen Tiguan, in ninth position, which recorded a 43 percent increase in registrations.

The Tesla Model Y and Skoda Octavia have dropped out of the top ten model rankings, making way for the Dacia Duster and Volkswagen Tiguan. The best-performing models in the top 100 included the Peugeot 3008 (with sales up by 40 percent), MG ZS (up by 47 percent), Skoda Kodiaq (up by 32 percent), Jeep Avenger (up by 40 percent), Volkswagen ID.4 (up by 150 percent), Volkswagen ID.3 (up by 114 percent), Skoda Enyaq (up by 41 percent), Mini Countryman (up by 109 percent), BMW 5 Series (up by 54 percen), Fiat 600 (up by 369 percent), Audi A5 (up by 181 percent), Audi A6 (up by 74 percent), Mercedes E-Class (up by 49 percent) and Cupra Born (up by 64 percent)

Image for representative purpose only.