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)

Chennai-headquartered two-wheeler and three-wheeler major TVS Motor Company is optimistic about delivering above-industry growth in the coming quarters, supported by robust structural demand drivers, replacement needs, improving affordability, and accelerating electric vehicle (EV) adoption.

In a post-earnings call, K N Radhakrishnan, Director and Chief Executive Officer, TVS Motor Company, said, “Structural demand drivers, replacement demand, affordability, and continued EV adoption. All these are going to be supportive and I’m pretty confident that TVS will do much better than the industry growth.”

The company continues to see strong momentum in its electric vehicle segment. Following the milestone of crossing one million iQube sales, EV penetration exceeded 10.6 percent in June.

TVS Motor Co’s manufacturing capacity for electric two-wheelers is being scaled from 40,000 units towards more than 50,000 units, while three-wheeler EV capacity is expanding to approximately 30,000 units.

Radhakrishnan sees demand for internal combustion engine (ICE) two-wheelers to remain solid in the domestic market, with the company’s scooter portfolio — including the Jupiter, Ntorq and Scooty ranges — registering robust retail offtake. This has been supported by targeted product upgrades and disciplined inventory management, with dealer stock levels maintained below 30 days.

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On the international front, TVS Motor achieved record Q1 sales of 4.68 million units, a 33 percent YoY increase. Growth was driven by a recovery in Africa, expansion in Latin America and strong demand for the HLX series. The company is targeting an increase in total two-wheeler capacity to 8.3 million units.

Despite commodity price volatility and supply chain challenges in April, TVS Motor delivered a healthy operating EBITDA margin of 12.8 percent through strategic price adjustments of approximately 1.5 percent in Q1, ongoing cost optimisation and benefits from scale.

With the festive season approaching in October and November, the company expects sustained momentum across both domestic and international markets, supported by new product introductions and an expanding global footprint.

European auto major Stellantis has announced leadership changes for the Ram and Jeep brands. Matt VanDyke has been appointed CEO of the Ram brand, effective 20 July, succeeding Tim Kuniskis. Branden Cote has been named CEO of the Jeep brand, effective 3 August, succeeding Bob Broderdorf, who is taking medical leave and will assume a new role upon his return. Both executives will report to Tim Kuniskis, Head of American Brands, North America Marketing and Retail strategy, Stellantis North America.

VanDyke joins Ram following roles as President of Shift Digital, CEO of FordDirect and leadership positions at Ford Motor Company. Cote joins Jeep with industry experience across OEM and dealer retail operations, including roles with AutoNation, Aston Martin Lagonda, Canoo and Mercedes-Benz USA.

Tim Kuniskis, said, “Matt and Branden are proven leaders who will build on our successes and take these iconic American brands to the next level. Their skills and deep industry experience align with our simple – but very important – customer-centric objective: to provide people with the brands and products they love and trust. I also want to thank Bob Broderdorf for his exceptional leadership of Jeep. Bob is a dedicated and valued colleague, and a friend to many across the Company. I look forward to continuing our work together when he takes on his new role.”

GMC has introduced the HUMMER EV ICON | 25, a limited-run edition marking 25 years of the HUMMER nameplate. The vehicle will be available in 2X and 3X trims for both Pickup and SUV models.

The limited edition features an exterior colour named ‘ICON,’ which draws inspiration from the yellow paint used on the HUMMER H2. The EV includes a black interior, a front approach shield, serialised badging and infotainment graphics. Each unit will come with a keepsake.

The HUMMER EV ICON | 25 made its debut at the 2026 ESPYS in New York City, where GMC served as a sponsor.

Michael MacPhee, Global Vice-President, Buick and GMC, said, “Twenty-five years ago, HUMMER first captured attention and established itself as an immediate icon. Today, HUMMER remains instantly recognisable as an all-electric supertruck that continues to turn heads. The GMC HUMMER EV | ICON 25 is our way of recognising that legacy and its debut at the 2026 ESPYs places it among athletes, celebrities and icons whose influence has also stood the test of time.”

For MY2027, the HUMMER EV lineup will feature the North American Charging Standard (NACS) inlet and provide vehicle-to-home bidirectional charging.

GMC is introducing five exterior colour options – ICON, Dark Ridge, Azurite Blue, Dark Ember, and Deep Void Matte – alongside two 22-inch wheel options.

The EV continues to offer features including 4-Wheel Steer with CrabWalk and King Crab, Air Ride Adaptive suspension and Extract Mode. Technology features include Super Cruise hands-free driver assistance, the Infinity Roof, and camera views.

The 3X Pickup model comes with 1,160 horsepower and 13,000 lb.-ft of torque and a claimed zero to 60 mph (96 kmph) time of 2.8 seconds when equipped with the 24-module battery.

Production of the 2027 GMC HUMMER EV and the ICON | 25 edition will commence later this year at the Factory ZERO Assembly Center in Detroit and Hamtramck, Michigan. It will be available in the U.S. and Canada, with pricing to be announced closer to the start of production.

Defence Minister Rajnath Singh inaugurated the Shaurya Vijay Yatra 2026 at the National War Memorial in New Delhi, marking the commencement of nationwide observances for Kargil Vijay Diwas. The 13-day expedition, organised by Jawa Yezdi Motorcycles, features 28 riders traversing a 1,900-kilometre route to the Kargil War Memorial in Dras, Ladakh. The group comprises serving and retired defence personnel alongside their families, united under the rallying cry of ‘One Ride, One Nation, One Salute’ to honour the bravery and ultimate sacrifices of the 1999 Kargil War heroes.

The motorcycle contingent is scheduled to pass through significant military landmarks including Chandimandir, Rezang La and the Leh War Memorials before its scheduled arrival on 26 July. A central element of the journey involves transporting an urn filled with sacred soil from the National War Memorial to Kargil, symbolising the enduring valour of India's warriors across generations. The riders will also pay personal tributes to Veer Naris, acknowledging the resilience of the war widows.

Senior military leadership, including Chief of Defence Staff General N S Raja Subramani and Army Chief General Dhiraj Seth, joined the Defence Minister at the ceremonial start, alongside veterans and senior officials. The presence of the National Cadet Corps underscored the event's focus on inspiring youth to remember the nation's gallant soldiers and embrace the core principles of duty and selfless service.

During his address, the Defence Minister commemorated the soldiers whose courage upheld the nation's honour, framing the Kargil victory as a testament to India's steadfast sovereignty. He specifically recalled the contributions of Param Vir Chakra recipients Captain Vikram Batra, Lieutenant Manoj Kumar Pandey and Subedar Majors Yogendra Singh Yadav and Sanjay Kumar. Initiated in 2021, this tribute ride has evolved into a cherished tradition, with each kilometre travelled serving as a poignant reminder that the nation's freedom is preserved by those who place their country above all else.

Anupam Thareja, Co-Founder, Classic Legends, said, "Shaurya Vijay Yatra is our way of remembering the heroes of Kargil and their families. We started this tribute with the belief that remembering their sacrifices and being grateful is a shared responsibility. Through this journey, we remain committed to keeping their memories alive for future generations. Alongside the Indian Army, we are honoured to undertake this tribute and pay homage to our bravehearts."