Summary:

• India’s electronics manufacturing surge: Market growth from $90B to $150B since 2022, with projections reaching nearly $500B by 2031, driven by Production Linked Incentive (PLI) programs and rising exports.

• Global scale of IEMI 2026: 1,600 delegates in Bangalore, including international participation from 15 countries, reflecting India’s expanding role in global supply chains.

• Strategic industry focus: Mobile, EV, aerospace, and defense sectors emphasized quality, automation, workforce upskilling, compliance, and supply chain resilience.

• Standards and semiconductor momentum: Domestic fabs coming online and a new MoU with India’s Ministry of Defence to strengthen PCB standards, certification, and national security manufacturing.

By Sanjay Huprikar, Chief Global Officer, Global Electronics Association

In 2022, the Global Electronics Association’s team in India launched Integrated Electronics Manufacturing & Interconnections (IEMI) as a humble yet aspirational vision for India to become a vital community connector between global supply chains and regional electronics manufacturing ecosystems.

Fast forward to January 2026, and a lot has certainly happened in the macro-sense within four lightning quick years…

• India’s electronics manufacturing market has grown from $90B to $150B
• Narendra Modi’s government continues to implement numerous production linked incentive programs that will enable the market to grow to nearly $500B by 2031
• Electronics has become a core pillar of India’s industrial growth transformation as evidenced by the fact that it has risen from seventh place to second place in the country’s export rankings
• The country has become the world’s second largest mobile phone manufacturer, which has facilitated massive job growth especially among previously disenfranchised demographics and supplies nearly 100% of the domestic market’s demand
• Additional investments by the government to bolster supply chain resiliency by producing domestically manufactured semiconductors has led to the first fabs coming online with a target of $100B by 2031

Against this immense backdrop of progress, the 4^th edition of IEMI, held in Bangalore on January 29-30, was attended by 1,600 delegates, which included 100 delegates from 15 countries outside India representing Asia, Europe, Africa, North America, and Australia.  

The audience was treated to two very different days of diverse topics, but they reflected India’s priorities, namely, high volume consumer electronics and strategic industries like aerospace and automotive. 

Day one focused on mobile phones and electric vehicles. The big takeaway was that being an exporter requires a strong commitment and accountability to quality. The keynote addresses and panel discussions embraced strengthening workforce capability and enhancing manufacturing processes to counter reliability and traceability challenges. Themes like automation and compliance were certainly on the minds of the attendees.

Day two focused on defence and aerospace. The big takeaway was the strong push to strengthen supply chain resilience by bolstering domestic production of critical technologies. The highlight was an MoU signing between the Ministry of Defence’s Directorate General of Quality Assurance and the Global Electronics Association to support standards, training, and certification that will enable domestic production of PCBs for national security. 

The growth in IEMI absolutely mirrors the growth in India: a developing nation quickly transforming into a global economic powerhouse matched with an industry association ready and able to help lead and guide the next phase of growth for the value chain.

If I created a ten-item word cloud that captures the energy and exuberance of the event, it would include: SCALE, ACCELERATION, COLLABORATION, INNOVATION, UPSKILLING, ACCOUNTABILITY, PLATFORM, RESILIENCE, DEFENCE, and MOBILITY!     

The Real Infrastructure Crisis: Skills that Depreciate Faster than Hardware

By John W. Mitchell, President and CEO, Global Electronics Association

Key Summary

• Massive AI investment is accelerating technology adoption, while spending on workforce training continues to decline.

• Skills are now depreciating faster than hardware, creating a critical but overlooked infrastructure risk for employers.

• The electronics industry offers a clear preview of rapid skills obsolescence driven by fast innovation cycles.

• Future competitiveness depends on permanent upskilling and treating workforce skills as a managed strategic asset.

Over the past year, Google, Microsoft, Meta, and Amazon have poured $360 billion into capital expenditures, mostly to build and power AI. Across the economy, companies are racing to buy AI tools, automate workflows, and deploy agents faster than their competitors.

AI is reshaping the economy at a pace with almost no historical precedent. Consider this: ChatGPT reached 365 billion annual searches in just two years. Google needed 11 years to hit the same milestone. 

But while investment in machines is exploding, investment in people isn’t even close.  In fact, both the number of hours individuals spend on formal training and the average employer expenditure on training have declined slightly in recent years. This comes at a moment when skills are depreciating faster than hardware.  But for employers, ensuring that our human capital keeps pace with our technological capital isn’t just a nice-to-have; it’s vital. 

The Electronics Industry as a Preview of What’s Coming

You can already see the future in the electronics sector, where innovation cycles are so extreme that yesterday’s expertise is nearly obsolete.

Engineers who once built careers around 3G and LTE standards now face a world dominated by 5G, ultra-wideband, and soon terahertz-range communications. Materials science is shifting just as quickly: silicon’s long reign is giving way to gallium nitride, and early breakthroughs in graphene and other novel materials are rewriting the road map for next-generation semiconductors.

These shifts don’t just require new products. They require new skills.

Hardware engineers suddenly need strong software instincts. Factory technicians need fluency in automation, robotics, and AI-driven quality control. Entire subfields now demand workers who can operate at the intersection of the physical and digital worlds.

What’s happening in electronics is simply the most visible version of what’s about to hit every sector.

The Coming Economy of Permanent Upskilling

For decades, we’ve talked about “lifelong learning” as a nice idea—something individuals should probably do when they have time. But AI leaves no room for half measures.

Every role in every industry is about to change. Some gradually, many abruptly. And unless companies treat human capability the same way they treat any other strategic asset—something that requires upkeep, investment, and long-term planning—they will fall behind.

This isn’t a question of corporate benevolence. It’s a question of competitiveness.

Skills Depreciation: The Asset Employers Aren’t Managing

Companies already track depreciation on servers, software licenses, and physical equipment. Yet the asset most vulnerable to obsolescence, the skill base of their workforce, rarely gets similar attention.

That must change.

This piece argues that skills depreciation should be treated as a core management responsibility rather than a workforce development talking point. Sector-wide career pathways, employer-led upskilling, and public-private investment models are no longer optional; they’re the infrastructure required to operate in an AI-accelerated economy.

Machines are getting smarter at an exponential rate. Humans can, too, but only if we build systems that make continuous skill renewal as routine as upgrading hardware.

By Kelly Scanlon, Lead Sustainability Strategist, Global Electronics Association

Key Summary

• Sustainability compliance is expanding beyond core regulations, increasing focus on conflict minerals, forced labor, and global policy alignment.
• Sustainability data management has become strategic, with companies facing fragmented systems across multiple regulatory frameworks.
• Industry seeks stronger engagement with policymakers to align regulations with real-world manufacturing challenges.
• Operational execution remains critical, from circular materials management to day-to-day sustainability decisions.
• Collaboration, critical materials, and workforce readiness are growing concerns across the wire and cable supply chain.

At WHMA’s Annual Global Leadership Summit, I represented Evolve and co-hosted a Best Practice Roundtable on Managing Sustainability Compliance and Reporting Requirements with Mark Rogers, senior product stewardship coordinator for Southwire’s wire and cable products.

The roundtable included industry leaders for an open, practical discussion on the realities of sustainability compliance today, and what’s needed next. In addition to the roundtable, my conversations with exhibitors on the show floor offered a broader view of how sustainability is showing up across the wire and cable supply chain.

Here are my key takeaways from both.

1. Sustainability compliance is expanding beyond the “core” regulations

Roundtable participants were well-versed in major regulatory obligations affecting WHMA members, and those requirements served as a helpful starting point for discussion. Many participants expressed interest in better understanding how additional policies, such as conflict minerals and forced labor regulations, apply to their operations. Just as important, they emphasized the need for stronger advocacy and more consistent engagement with policymakers, particularly as requirements continue to evolve across regions.

2. Data management is now a strategic issue, not just a reporting task

One of the strongest themes from the roundtable was the growing challenge of managing sustainability data. Companies are navigating multiple compliance obligations, RoHS, REACH, TSCA, and others, often with fragmented systems and inconsistent data exchange across the supply chain.

Participants are looking for more efficient ways to share data upstream and downstream, not only to meet compliance requirements but also to inform smarter decisions about materials, product design, and manufacturing processes.

3. Industry wants more direct dialogue with policymakers

Attendees noted the value of having policymakers present at industry events or dedicated forums. The goal isn’t just compliance, it’s dialogue.

An open exchange of ideas between regulators and manufacturers could help ensure that requirements align with real-world manufacturing constraints while advancing shared sustainability goals.

4. Practical sustainability challenges still matter

While policy and data dominated much of the discussion, participants also raised very tangible, operational topics. One example was the management of reels and spools used to ship cable, and how to ensure these materials are handled responsibly at the end of use and integrated into more circular systems.

These kinds of issues underscore that sustainability is often won or lost in day-to-day operational decisions.

5. On the show floor, sustainability is “business as usual.”

Conversations with exhibitors in the exhibit hall revealed an important shift: sustainability is no longer a buzzword. It is simply part of how companies do business.

That said, challenges remain. Exhibitors pointed to differences between European and U.S. requirements, noting the need for improved communication between policymakers and industry. They also highlighted a common misconception: while customers often dictate product requirements, suppliers still have influence over material and chemical choices, and that influence isn’t always fully recognized or exercised.

6. Collaboration, materials, and workforce readiness are rising concerns

Exhibitors consistently emphasized the need for stronger collaboration across the supply chain. There is progress, but also clear room for improvement, especially as companies face growing pressure on critical minerals, such as silver, where costs and availability are increasingly uncertain.

Labor costs, workforce health and safety, and the complexity of serving customers across multiple countries with varying documentation and certification needs were also top of mind. While software tools are essential, they are only as effective as the people using them. Workforce training, particularly around understanding, managing, and communicating sustainability data, is becoming just as critical as the technology itself.

Moving forward

What stood out most from the Summit was the shared recognition that sustainability today is less about intention and more about execution. Companies are navigating a complex landscape of regulations, data demands, and operational realities, and they’re eager for clearer guidance, better tools, and stronger collaboration.

Events like WHMA’s Global Leadership Summit create space for exactly these conversations, reminding us that progress on sustainability compliance and reporting doesn’t happen in isolation, but it happens through dialogue, shared learning, and collective action across the industry.