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)

Toyota Kirloskar Motor, one of the leading passenger vehicle manufacturers, has announced that 100 members of its workforce will travel to Japan to participate in the Global Skill-Up Training (GST) program at Toyota Motor Corporation.

The initiative aligns with the Government of India’s Skill India Mission and the Technical Intern Training Program (TITP), a framework between the Governments of India and Japan for skill development and talent exchange.

The Global Skill-Up Training program in Japan is an 11-month program, combining classroom sessions with on-the-job training. It focuses on Toyota’s core principles, while also preparing trainees with Japanese language, culture and civic responsibility to prepare for global integration.

The automaker, an NSDC-approved Sending Organisation, has facilitated the overseas training of over 1,000 youth to countries including Japan, Jordan, Qatar and Slovakia.

G Shankara, Executive Vice-President, Finance and Administration, Toyota Kirloskar Motor, said, “We at Toyota Kirloskar Motor are deeply committed to nurturing globally competitive talent from India. The Global Skill Up Training Program is more than just a learning opportunity; it is a journey to experience excellence, discipline, innovation, and respect on a global stage. Through this initiative, we aim to empower our youth with world class technical expertise and the values that define Toyota’s culture, while contributing to the Government of India’s Skill India vision. Together, we aspire to make India a global hub for people, solutions, and automobiles, and together we will make that vision a reality.”

Dr. Sharanaprakash Rudrappa Patil, Minister for Skill Development, Government of Karnataka, said, “We are proud to see our youth getting access to this global opportunity with Toyota. This program aligns strongly with our vision to position Karnataka as a hub for advanced skills while empowering rural talent to access world-class career opportunities.”

Sonal Mishra, Additional Secretary, Ministry of Skill Development & Entrepreneurship (MSDE), Government of India, said, “The collaboration between MSDE and Toyota under the TITP framework represents India’s growing role as a trusted global source of highly skilled professionals. This international apprenticeship opportunity will accelerate India’s contribution to global value chains and enable our youth to build future-ready careers.”

Till date, Toyota Kirloskar Motor has trained and empowered over 140,000 youth across India through its multi-tier skilling initiatives, including the Toyota Technical Training Institute (TTTI) model.

Uber for Business, the enterprise division of Uber, has appointed Rituraj Chaturmohta as the Senior Country Manager for India & South Asia.

In his new role, Chaturmohta will lead the division’s growth strategy, focusing on strengthening partnerships with organisations, enhancing enterprise mobility solutions and driving innovation in corporate travel and employee transportation.

Chaturmohta joins Uber with experience in marketplace and platform businesses. He previously served as Head of Sales and Business Development at Airbnb.

Eric Lee, Regional General Manager and Head of Uber for Business - APAC, said, “We are delighted to have Rituraj join our leadership team to drive Uber for Business’ growth and partnerships in India and South Asia. His experience in building and scaling platform businesses, combined with his understanding of the Indian market will be instrumental in strengthening our enterprise offering.”

Rituraj Chaturmohta, Senior Country Manager, Uber for Business, India and South Asia, said, “I am thrilled to join Uber for Business to lead India and South Asia, one of Uber’s most dynamic growth markets. Uber for Business is reimagining how businesses move - with scale, sustainability, and customer centricity at the core. My focus is to deepen Uber’s relationships with our business clients, build tailored mobility solutions that drive measurable ROI, and make Uber for Business a growth partner for every company operating in this region.”

Uber for Business manages travel, meals, and commute programmes for over 200,000 organisations worldwide. In India, the division currently assists over 8,000 organisations with solutions for business travel, daily commutesand employee shift transportation.

The German Association of the Automotive Industry (VDA) has assessed the draft of the 2030 Charging Infrastructure Master Plan, calling for a coherent, cross-departmental 'Overall Charging Strategy' to accelerate the expansion of charging infrastructure.

Hildegard Muller, President, VDA, said, “In order to further accelerate the expansion of charging infrastructure for vehicles, increase user-friendliness and ensure charging prices, a cross-departmental 'Overall Charging Strategy' is necessary. Against this background, the VDA fundamentally assesses the draft of the 2030 Charging Infrastructure Master Plan as good.”

The VDA supports the draft's proposals to increase e-mobility through streamlined approval procedures, grid expansion, charging prices through transparency and a focus on charging infrastructure for trucks and buses on highways and at depots.

However, the association outlined areas requiring work:

• Multi-Unit Buildings: The VDA demands that the EU Building Directive requirements for charging infrastructure at parking spaces be implemented into law without delay. It stressed that the pooling of charging points across locations, as mentioned in the draft, would weaken EU requirements and must be rejected.
• Commercial Vehicles: While welcoming the commitment to expand the charging network for trucks, the VDA noted that the still inadequate availability of charging points represents an obstacle to the ramp-up of commercial vehicles and buses. It also stated that the draft fails to address the segment of light vehicles, demanding measures to support the development of charging infrastructure in urban areas.
• Power Grids and Taxation: The VDA highlighted that Germany's power grids are not equipped for the energy transition. It called for the expansion to be oriented towards demand and for a uniform, digital process for grid connection applications. Furthermore, the VDA demands that electricity tax, network charges and concession fees be eliminated when energy is fed back into the supply network (vehicle-to-grid) to establish bidirectional charging.
• Charging Prices: The VDA reiterated that charging prices are necessary for the market ramp-up of e-mobility. It called for the electricity tax for e-mobility to be reduced to make charging electricity less expensive, noting that the draft 'falls short of the coalition agreement' on this point.

The VDA also urged the government to advocate for targets in the Alternative Fuels Infrastructure Regulation (AFIR) at the level, stating that the AFIR targets are not to the market ramp-up of e-mobility in Europe.

HERE Technologies, a provider of location data and technology platforms, has announced its collaboration with the Automotive Research Association of India (ARAI) as the ‘Official Navigation on Autopilot and Localisation Partner’ for The ADAS (Advanced Driver Assistance Systems) Show. The event is organised by Aayera in collaboration with ARAI and MarketsandMarkets.

This partnership is taking place at the newly opened ADAS Test City near Pune, Maharashtra, which is touted as India’s first testing ground for ADAS and autonomous vehicle technologies.

The collaboration supports HERE Technologies' aim to speed up India’s progress towards intelligent transport and connected mobility. By combining HERE’s expertise in high-precision mapping, real-time localisation and connected vehicle data platforms with ARAI’s research and standards work, the partnership aims to bring ADAS and autonomous technologies closer to deployment under Indian driving conditions.

“We’re honoured to partner with ARAI on this transformative initiative. The ADAS Test City is a cornerstone in India’s path toward intelligent mobility and HERE’s high-definition maps and localisation technologies are key enablers of safe, reliable and context-aware driving experiences. Together with ARAI, we aim to empower automakers, tier-1s and developers to localise, test and scale ADAS capabilities that truly reflect India’s diverse road ecosystem,” stated HERE Technologies in a statement.

At The ADAS Show, HERE Technologies will present its innovations, including live demonstrations of its real-time localisation and HD mapping systems during ADAS track demos at the Test City. Visitors can explore HERE’s capabilities, such as HERE HD Live Map and HERE ISA Map, C-V2X, and cloud-based localisation. HERE experts will also participate in discussions on navigation accuracy, vehicle localisation and connected mobility.

The ADAS Test City, developed by ARAI, is an integrated testing environment dedicated to the validation of ADAS and autonomous technologies. It replicates complex urban and highway conditions for testing safety features. The ADAS Show 2025, organised in collaboration with ARAI, is a platform for automotive leaders and innovators.