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)

A memorandum of understanding (MoU) has been signed by Bharat Forge Ltd (BFL), a multinational aerospace and technology company based in India, and VEDA Aeronautics (P) Ltd (VEDA), an Indian aerospace and defence company that develops and supplies unmanned systems, to develop cutting-edge unmanned aerial vehicles (UAV) and other high-speed aerial weapon systems used in combat.

BFL will provide the micro jet engines utilised in these unmanned systems, while VEDA has been involved in developing the technology for these systems for the defence forces. In order to improve India's defence capabilities and promote national self-reliance, the MoU is anticipated to be crucial in using each other's strengths.

Guru Biswal, CEO – Aerospace Division, Bharat Forge, said, "This MoU with VEDA is a testimony of our commitment to work for an ‘Atmanirbhar Bharat’ and to create niche technologies that shall support Indian and Global requirements in the evolving technological landscape of warfare. BFL will focus on indigenous development of jet engines up to 400 Kgf thrust to power the unmanned systems developed for Indian defence forces. The 40 & 45 Kgf engines developed by BFL are under serial production and will be used by VEDA for all defence projects.”

Dipesh Gupta, Managing Director, VEDA Aeronautics, said, "We are thrilled to announce our strategic partnership with BFL aerospace, which will supply small jet engines for all defence and other unmanned system projects of VEDA Aeronautics. This endeavour underscores our unwavering commitment to innovation, heralding a new era of technological advancement and strategic prowess in the aerospace domain specific to Long Range Combat UAV Systems, High Speed Aerial Targets and Multi Barrel Launched Jet Based UAV Systems.”

Honda India Foundation (HIF), the CSR arm of all Honda group of companies in India, and the Government of Uttar Pradesh have signed a memorandum of cooperation (MoC) and marked the commencement of ‘Project Annadata – Sashakt Kisan, Samridh Rashtra’, which aims to support and strengthen Farmer Producer Organisations (FPOs) in the state.

Prominent dignitaries such as Surya Pratap Shahi, the Uttar Pradesh Minister of Agriculture, and Vinay Dhingra and Katsuyuki Ozawa, trustees of the Honda India Foundation, attended the signing ceremony in New Delhi. Honda's cooperative approach to rural development was highlighted by representatives from Honda Motorcycle and Scooter India (HMSI), Honda India Power Products (HIPP) and Honda Cars India Ltd. (HCIL).

With an emphasis on systematic reviews, capacity-building efforts, business planning and operational advancements, HIF, through its implementation partner, will onboard and strengthen 10 FPOs in two clusters of five FPOs each as part of this initiative. In order to guarantee efficient FPO operations and the implementation of contemporary agricultural methods, this association seeks to offer technical assistance. In order to promote long-term sustainable practices and protect the resources for future generations, the initiative seeks to involve farmers, young people, environmental campaigners, educational institutions, legislators, non-profit organisations and other stakeholders. Over 100,000 people are anticipated to be reached during the project's initial phase, and over time, it may have an influence on one million persons involved in agriculture.

Vinay Dhingra, Trustee, Honda India Foundation, said, “At Honda India Foundation, we are dedicated to empowering rural communities and enhancing agricultural productivity, aligning seamlessly with the Government of India’s vision as also reflected in the 2025 Union Budget. Initiatives such as the Prime Minister Dhan-Dhanya Krishi Yojana, the mission for Atmanirbharta in Pulses and ensuring fair prices for farmers resonate with our objectives. Our efforts to strengthen FPOs through Project Annadata are in harmony with these priorities as we work towards improving resource access and create a resilient agricultural ecosystem that will benefit farmers at scale. This collaboration will enable us to create a meaningful impact at the grassroot. We will continue to contribute towards the development of a more resilient and prosperous agricultural ecosystem.”

The automotive retail sales in January 2025 grew by 6.63 percent YoY, a growth much better than previously anticipated by most industry observers. A total of 22,91,621 vehicles were sold across segments, which includes 15,21,862 two-wheelers (+4.15 percent YoY), 1,07,033 three-wheelers (+6.86 percent YoY), 4,65,920 passenger vehicles (+15.53 percent YoY), 93,381 tractors (+5.23% YoY) and 99,425 commercial vehicles (+8.22% YoY) according to the latest data released by the Federation of Automobile Dealers Associations (FADA).

“The auto retail sector kicked off 2025 on a promising note, aligning with FADA’s earlier survey projections that expected January to range from flat to moderately positive. Indeed, overall retail sales posted a robust 6.6 percent YoY growth, reinforcing the industry’s optimistic start. Our observations indicate that each vehicle category – two-wheeler, three-wheeler, passenger vehicle, tractor and commercial vehicle – witnessed positive momentum, pointing toward sustained consumer confidence and steady market recovery,” said C S Vigneshwar, President, FADA.

In the two-wheeler segment, urban sales outpaced rural sales on the back of new model launches, marriage season demand and improved financing as key growth drivers. However, concerns about rising interest rates, rural liquidity challenges and market uncertainty still linger.

The passenger vehicle segment saw some spike on the back of ‘2025 model year’ sales, as the previous year models do see significant discounting.

“Commercial Vehicle sales increased by 8.22 percent YoY and surged 38.04 percent MoM, with urban markets climbing from 50.1 percent to 51.2 percent share and outpacing rural growth (9.51 percent vs 6.89 percent). While higher freight rates and passenger carrier demand provided a boost, many dealers cited low cash flow, strict financing policies and sluggish industries (like cement and coal) as major hurdles. Sentiments in rural regions remained notably subdued, compounded by limited new products. Overall, the sector shows cautious optimism but faces persistent headwinds,” added Vigneshwar.

Going forward, FADA maintains a cautious optimism for February, with dealers having a mixed sentiment ranging from an uptick, flat to even a drop in sales.

The tailwinds include continuing marriage season, fresh product launches and strategic promotional activities to sustain customer footfalls. This will be aided by improved inventory management, better financing options from select lenders and backlogged orders in certain segments (such as commercial vehicles) add to the sense of guarded confidence. With supportive policies and a post-budget lift in consumer sentiment, many believe February could see a stable or slightly elevated sales curve.

On the other hand, the headwinds expected include shorter working days, pockets of weak rural liquidity and inflationary pressures. Then there is the strict lending criteria, costlier vehicles and subdued demand in certain industrial sectors to further weigh on overall performance.

Category	Jan '25	Jan '24	Change (in units)	Change (in %)	Dec '24	Change (in %)
			YoY	YoY		MoM
Two-wheeler	1,525,862	1,465,039	60,823	4.15%	1,197,742	27.39%
Three-wheeler	107,033	100,160	6,873	6.86%	93,892	14.00%
E-Rickshaw (P)	38,830	40,537	-1,707	-4.21%	40,845	-4.93%
E-Rickshaw with Cart (G)	5,760	3,744	2,016	53.85%	5,826	-1.13%
Three-wheeler (Goods)	12,036	10,716	1,320	12.32%	9,122	31.94%
Three-wheeler (Passenger)	50,322	45,113	5,209	11.55%	38,031	32.32%
Three-wheeler (Personal)	85	50	35	70.00%	68	25.00%
Passenger Vehicle	465,920	403,300	62,620	15.53%	293,465	58.77%
Tractor	93,381	88,741	4,640	5.23%	99,292	-5.95%
Commercial Vehicle	99,425	91,877	7,548	8.22%	72,028	38.04%
LCV	56,410	51,260	5,150	10.05%	39,794	41.76%
MCV	6,975	5,586	1,389	24.87%	4,662	49.61%
HCV	30,061	30,220	-159	-0.53%	22,781	31.96%
Others	5,979	4,811	1,168	24.28%	4,791	24.80%
Total	2,291,621	2,149,117	142,504	6.63%	1,756,419	30.47%

Arranged in one corner of Hall 6 of Pragati Maidan in the Bharat Mobility Global Expo 2025 was an air-taxi called Shunya. Developed by Sarla Aviation, a Bengaluru-based startup, the air-taxi attracted a good deal of crowd, reflecting a new and future mode of transport or mobility.

The Shunya air-taxi prototype could facilitate a new mode of mobility much like a radio-taxi does to travel between Mumbai and Pune; between Mumbai and Kalyan; between Delhi and Jaipur or between Delhi and Meerut, for example.

Intending to launch the electric air-taxi in Bengaluru by 2028 to become the first to introduce urban air transport in India, Sarla Aviation (the company’s name is inspired by Sarla Thakral, India’s first female pilot) is steadfastly focusing on an indigenous design and manufacture since the beginning of the operations.

A testament to Sarla Aviation’s commitment to innovation and sustainability, the Shunya air-taxi proto has been designed to execute short trips of 20 to 30 kms with speeds of up to 250 kmph with up to six passengers onboard. As the first eVTOL of its kind in the country, it marks a pivotal moment in the history of Indian civil aviation, showcasing the nation’s growing prowess in cutting-edge aerospace technologies.

Capable of carrying a maximum load of 680 kg, according to a source aware of the development, the air-taxi offers a market-leading payload capacity such that every passenger can bring his or her luggage. The luggage is conveniently stored in the rear of Shunya with exterior access for ease.

Prioritising safety, purpose-driven performance and accessibility, Shunya – poised to redefine mass transportation – can take off from any flat surface, whether on top of a building or in a rural area, making it the most infrastructure-efficient mode of mass mobility ever, according to the company.

Working on a strategy that will see Shunya facilitate efficient commuting in megacities like Bengaluru, Mumbai, Delhi and Pune, Sarla Aviation is also looking at how its offering could facilitate social commitments in the form of an air ambulance that reaches where no vehicle or other means of mobility is able to reach. An air ambulance could also be used in urban and semi-urban areas to beat the road congestion.