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TOUCHING THE FUTURE
It isn’t just the automotive industry that’s changing; the whole world is. Even before the arrival of COVID-19, our relationship with the environment and the impact we have on the world around us was under the microscope like never before. In our industry, the government is pushing
for people to ditch petroland diesel-powered vehicles. Cities are fighting to reduce the number of vehicles heading into their centres in order to limit local emission levels. And new mobility options are being developed too. Yes, that will mean some short-term challenges – but it’s also an opportunity for
the industry. There will be new products to sell and maintain, new approaches to ownership to explore, and a range of new skills that need to be learned. The past few months have been challenging, and the skills gap hasn’t disappeared, but looking ahead, the future should still be bright. ISSUE 08_MOTORPRO / 03
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The majority of businesses have now reopened and the industry is starting to work within the confines of what we’re all calling the new normal. The challenge isn’t over, but we’ve come a long way. The IMI exists to help and support our members, and that won’t change. As we navigate whatever the future brings, we’ll adapt to make sure we can continue to offer the assistance you need.
ASSESSMENT GAINS
The IMI has gained approval as an EndPoint Assessment Organisation (EPAO) for retail apprenticeships, taking the total of new apprenticeship standards that we can offer to 22. That makes us the principal automotive EPAO by quite some margin. This allows us to provide a wide range of options to help learners progress, while also helping larger employers apply their levy funds across their organisations, rather than just focusing on the development of technical staff.
COVID-19 HUB
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The IMI team has made a huge effort to help the centres in our network apply Ofqual’s Emergency Regulatory Framework (ERF), which was introduced to address the assessment challenges posed by COVID-19. A series of extremely well-attended webinars has been backed up by our team working directly with the centres to assist in the implementation of the ERF. Thankfully, we have also been able to recommence face-to-face technical assessments, which means that students who only need that element to complete their programmes can now be supported through this final stage.
EXPANDING OUR PARTNERSHIPS
The IMI is working in partnership with MFG to offer accreditation for individuals successfully completing MFG’s EV Sales programme, aimed at providing sales staff with the knowledge and confidence they need to present and sell all forms of electrified vehicle. This nicely complements the significant steps taken by the IMI to improve technical skills around EV and hybrid vehicles TECHSAFE TM with our TechSafeTM standards, Our most recent TechSafeTM endorsed by the Department for Sector Advisory Group Transport and the Office for Low (SAG) meeting took place Emission Vehicles.
in July using our webinar platform to engage with more than 50 sector representatives. Those who attended were updated on developments with the IMI Professional Register, TechSafeTM recognition and progress on new TechSafeTM elements such as ADAS and connected vehicles. They were also consulted on CPD requirements for retaining TechSafeTM recognition, for which the SAG has an ongoing advisory role.
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MEMBERSHIP
Our membership team has been busy with subscription renewals and offering special support to members who find themselves in challenging circumstances because of the pandemic. I’m pleased to report that membership retention has been extremely good, and we have actually achieved a higher level of retention this year than last. Our aim is to hold on to all of our members, and we’re working with those who most need our support right now, to help them retain their member benefits when they’re at their most valuable.
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24 “To beat the record, we needed to clock an average of at least 629 mph over two ‘flying mile’ passes. That’s 922 ft per second from a rolling start. It’s also more than 80% of the speed of sound, which means the car would technically be transonic”
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Thrill-seeker Richard Noble on breaking the land speed record (page 54)
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CONTENTS AC C E L E R AT E YO U R C A R E E R I N AU TO M OT I V E I S S U E 0 8
08 IMI membership More ways to get inspiration with upcoming member events 10 Fighting for the future The industry has taken a huge hit, and apprenticeships are at the epicentre. MotorPro investigates how we can save one of the most important routes into the industry 24 Inside an independent Focusing on the customer, maintaining skills and investing in the latest equipment are helping Braintree Motor Works make its mark in the local area and set its sights on nationwide expansion 32 Personal finance Final salary pension schemes may be few and far between these days, but with fresh regulation in the pipeline, it’s worth keeping an eye on your responsibilities 35 Commercial vehicles Trucks have played a key role in keeping the country going during these strange times. Iveco’s Brand President, Thomas Hilse, talks to MotorPro about how the company is firing back up 38 Technical walkaround The Porsche 911 may be a highly engineered speed machine, but it isn’t a pain to maintain. Alex Goy gets a tour of the latest iteration
44 IMI centenary With support from the IMI, the students behind the Ardingly Solar Project have created a vehicle that can travel great distances with minimal environmental impact. And they’ve got big plans for 2021 too... 46 Telematics As city centres reduce vehicle access in an effort to limit emissions, knowing where you’re driving becomes incredibly important. Geofencing could help drivers stay out of trouble 49 Know-how Say goodbye to petrol and diesel combustion engines. But in a world of EVs, plug-in hybrids and hydrogen fuel cells, what skills will you need to make sure vehicles stay roadworthy?
How to... 59 The How-to section _Get ready for the EVs arriving in your workshop _Keep your RAG rating green _Challenge the stereotypes of the finance and insurance sector 65 Tech Talk _Reading the road with the help of lidar _How a hydrogen fuel cell could power the vehicles of the future
54 The drive of my life Few people can say they’ve driven a car at more than 600mph. Richard Noble has. He recalls how he broke the land speed record in the deserts of Utah 72 The IMI community _The latest news and updates from your IMI _Our thoughts are with the families of IMI members who have passed away 74 My motoring inspiration Trevor Finn, the former Pendragon CEO now heading up consultancy firm New World Automotive, explores his route through the industry
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The IMI Fanshaws, Brickendon, Hertford, SG13 8PQ Tel: 01992 511521 — MotorPro © 2020 ISSN: 1742 5204 Published on behalf of the IMI by: Think, Capital House, 25 Chapel Street, London, NW1 5DH Tel: 02037 717200 — Editor James Scoltock james.scoltock@thinkpublishing.co.uk Art Director Ian Findlay Managing Editor James Sutton Content Director Matthew Rock Account Director Kieran Paul Executive Director Jackie Scully — Advertising Richard Ellacott 02037 717242 richard.ellacott@thinkpublishing.co.uk
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Opinions expressed in articles do not necessarily represent those of the Institute of the Motor Industry. The publishers cannot accept responsibility for claims made by manufacturers, contributors, advertisers or readers. — Printed by Walstead Southernprint, Poole, Dorset, on paper taken from sustainable forests. —
MAKE THE MOST OF YOUR IMI MEMBERSHIP
As an IMI member, you’re part of a vibrant community of automotive professionals and benefit from access to an exclusive package of career support, CPD and networking opportunities
DIGITAL EVENTS TO KEEP YOU UP TO DATE QUESTIONS AND ANSWERS WITH THE IMI The IMI’s CEO Steve Nash takes questions from members, alongside Head of Products and Services Mark Armitage and industry expert Tom Denton. YOUR BUSINESS SURVIVAL GUIDE Steve Nash is joined by the IMI’s Head of Business Development Steve Scofield, The Garage Inspector Andy Savva, and Thatcham Research’s Head of Operations Dean Lander, providing the latest advice for independent garages, bodyshops and MOT centres.
Members of the Audit Bureau of Circulations Average net circulation 1 July 2017 to 30 June 2018: 11,878
MOTIVATION, MENTAL HEALTH AND THE MOTOR INDUSTRY Mental resilience coach James Elliott and talent management consultant Carl Williams offer techniques for looking after your mental health and staying motivated in these difficult times.
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SUPPORTING AUTOMOTIVE THROUGH LOCKDOWN AND BEYOND The IMI looks at the support and resources available, from guidance for those who have been furloughed to information on returning to work. The IMI’s Steve Nash and Mark Armitage are joined by Kelly Gibson, Head of Employment Law at Taylor & Emmet – an IMI partner which is offering members 45 minutes of free legal advice per topic. REGULATORY FRAMEWORK We sift through the detail to give you an overview of the impact of the regulatory framework on IMI qualifications. PREPARING YOUR BUSINESS FOR THE “NEW NORMAL” Insights into how best-in-class workplaces are adapting post-lockdown, with a focus on dealerships, manufacturers and independent businesses. The IMI's Steve Nash and Steve Scofield are joined by Gordon Grant, Global Sales Director at CitNOW. LOCKDOWN AND BEYOND FOR IMI END-POINT ASSESSMENTS The IMI’s Mark Armitage leads a panel of experts looking at EPA registrations, agreed adaptions for assessments, and success stories during lockdown.
IMI CENTRES DELIVERING QUALIFICATIONS WITH ADAPTED ASSESSMENTS An overview of the submissions process for adapted assessments on IMI qualifications under Ofqual's Extraordinary Regulatory Framework, including details of alternative assessment methods. THE CASHFLOW CLINIC: TIPS AND TECHNIQUES FROM KPMG AND THE IMI Get answers to your business finance and cashflow questions from KPMG’s Andrew Burn and Lee Swinerd, and Simon James, CFO at the IMI. This is the perfect watch for sole traders and small business owners, covering the essentials of budget and cashflow forecasting, managing your cost base when cash is tight, and any changes in legislation affecting the sector. TRANSITIONING TO STANDARDS This webinar covers the differences between the old apprenticeship frameworks and the new standards. This is the foundation session for a series of future webinars detailing the IMI’s eLogbook system. — All the webinars can be accessed at theimi.org.uk/ landing/covid-19/webinars.php
To find out more about taking advantage of your IMI membership, visit theimi.org.uk/membership
THE IMI: EVERYTHING WE DO, WE DO IT FOR YOU
_We develop people and careers _We run a nationwide membership community _We assess and accredit individuals operating in the sector _We campaign and build public confidence
Have questions about webinars, want to set up your own or have suggestions for topics you’d like to see covered? Contact our Member Network and Events Officer, Georgia Murnane, at georgiam@theimi.org.uk or on 01992 511521
MOVE YOUR CPD AND TRAINING UP A GEAR The IMI offers a range of courses – both via eLearning and in person – to help keep your career on track and to give you the skills you need to take the next step. Many are free to members. The courses include: Electric vehicles This package is a multi-module eLearning course designed for individuals wanting basic knowledge of EVs, including aspiring technicians hoping to upskill when it comes to repairing EVs. The package
is divided into eight modules, with each focusing on different elements and learning levels. — The motor trade This course covers the motor trade in general, which is much broader than many people realise. It outlines some of the diverse job roles in the industry and covers the different types of business and how they operate. Learners will gain an understanding of the different functions within an automotive business and how these work together. — Ñ Using equipment for best results In addition to hand tools and test equipment, most workshops will also have a range of equipment for lifting and supporting, as well as electrical or
air-operated tools. This course shows how to use these safely and properly in order to achieve the best results. — Advanced driver assistance systems (ADAS) Plenty of vehicles now feature ADAS technology, and this course allows you to develop an understanding of the different systems that are in use, plus their various advantages and disadvantages. This course also explores why calibration is so important and how it’s carried out. — On-board diagnostics (OBD) This course is all about OBD monitors, scanners and diagnostics. Most OBD systems are now aligned with the current
OBD2 standard, which applies to all cars sold in the US from 1996. EOBD2 is the European equivalent of the US standard and applies to petrol cars sold in Europe from 2001 (and diesel cars three years later). — Health and safety Health and safety law is designed to protect you, and in the UK the Health & Safety Executive is the regulatory body charged with enforcing that law. This course is about the subject of health and safety in general but also includes an outline of some important regulations and laws. — To find the right course for you, head to tide.theimi.org.uk/ learn/courses
MAKING AUTOMOTIVE SAFER Given the rapid growth in electrification, the automotive industry has a duty of care to employees working with highvoltage systems. To address public concerns, there must also be minimum standards across the industry. — With these issues in mind, the IMI has launched the TechSafeTM initiative to help set baseline standards for the automotive industry and, over time, address the skills gap for those working with electric and hybrid vehicles.
You’ll hear a lot more about TechSafeTM in the future as it becomes a core part of the IMI’s drive to improve professional standards across the industry and get us all ready for the electric revolution. — Keep an eye on MotorPro, the IMI website and our social media channels for the latest updates and information. In the meantime, if you’d like to learn more, head to YouTube and search for “TechSafe”.
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FIGHTING FOR THE FUTURE
COVID-19 has hit the motor industry hard and put jobs at risk. But it’s not just about the present. As firms row back on their plans to take on apprentices, a very real long-term problem may be building. MotorPro investigates what can be done to save apprenticeships and keep fresh talent coming into the sector WORDS_SEB MURRAY
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IMMEDIATE CHALLENGES
THE COVID CRISIS britain ’s motor industry has been battered
by COVID-19, and while many businesses have now reopened and are working hard to re-establish the sector as one of the linchpins of the UK economy, serious challenges remain. Apprenticeships could well be one of the areas experiencing huge cuts as businesses adjust to the new normal by scaling back their budgets. That would be short-sighted. Apprentices bring sorely needed fresh blood into the sector. That’s important for businesses hit hard by the pandemic, but even more so as technologies change. The digital revolution is in full swing, and the industry is still trying to fill a growing skills gap. According to a 2018 survey by Progress Recruitment, nearly half of garages have already experienced problems hiring the skilled technicians they need. Despite this strong demand for a revitalising workforce, COVID-19 has compounded an existing talent crisis. In June, the Society of Motor Manufacturers and Traders warned that without further government support, 25,000 jobs in car factories and garages risked vanishing when the Job Support Scheme is wound “ACCORDING TO down in October. The axe is expected to A 2018 SURVEY, fall especially hard on NEARLY HALF apprentices. Their training relies on supervision and OF GARAGES practical demonstration; HAVE ALREADY something made difficult, EXPERIENCED if not impossible, by social distancing rules. PROBLEMS HIRING “Apprentices were the first THE SKILLED to be let go and they’ll be the last to be brought back, if at TECHNICIANS all,” says Sabina Hegarty, THEY NEED” Managing Director of training “Have you tried turning it off and on again?”
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Apprenticeships have long been a vital pipeline of talent for the motor trade. Before COVID-19 struck, the sector was recruiting 12,500 apprentices each year, according to the IMI. One of those apprentices was Skye Siddall. Mentored by old hands, she has learned to carry out maintenance and repair work on conventional and electric vehicles. And while she is a successful go-karter, she insists you
don’t need to be a petrolhead to work in the motor trade. “Anyone can do this,” she says. The 19-year-old is an apprentice technician at Mercedes-Benz Chesterfield. She dropped out of college to take up her apprenticeship and is excited about the future of the industry. “There’s more connectivity in every car now,” she says. “Young people grew up with technology, so we have a major advantage in this industry.”
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provider Calibre Group Solutions. “But they’ll shape the future of this industry.” The whole sector’s talent pipeline was already in jeopardy before COVID-19 struck. IMI CEO Steve Nash says that the industry was only just beginning to address the talent shortfall that had partly stemmed from cuts made in the wake of the 2008 economic crash. The crash ultimately led to fierce competition for talent, high staff turnover and increasing overheads (salaries) for dealerships operating on thin margins. “They were cutting each other’s throats for technicians,” says Nash. In 2016, the Automotive Council – made up of senior figures from the industry and government – warned of 5,000 job vacancies. Engineers, especially, were needed to fuel the growth of an industry that was enjoying a post-2008 renaissance, with car production and labour productivity trending upwards. Sadly, the situation today is all the more concerning because of an expected exodus of retirees: the IMI has estimated that the average age of the retail workforce is 40, with just 18% of staff members aged between 16 and 24. “That is quite a significant average age when you factor in the tech boom,” says Dean Lander, Head of Repair Sector Services at Thatcham Research. “You won’t see the effect of that until further down the line, but the danger is that you wind up having unsafe repairs going out.”
“ APPRENTICES WERE THE FIRST TO BE LET GO AND THEY’LL BE THE LAST TO BE BROUGHT BACK, IF AT ALL. BUT THEY’LL SHAPE THE FUTURE OF THIS INDUSTRY” SABINA HEGARTY, CALIBRE GROUP SOLUTIONS
The knock-on effect will be an increased reliance on overseas talent. For example, in 2016 the Freight Transport Association (FTA) estimated that 30,000 UK-based HGV drivers were EU nationals, equivalent to 10% of the entire UK driver workforce. Then Brexit happened, and the resulting uncertainty led to a decline in net migration from the EU. That has helped to worsen the shortage of HGV drivers: 59,000 are now urgently needed. “The logistics industry has long struggled with shortages in a wide range of roles, including commercial drivers, fitters, mechanics and technicians,” says Elizabeth de Jong, Policy Director at the FTA. And now COVID-19 has compounded the talent crunch. The disease has forced apprenticeship training online, where much of the vocational element is lost. “The immersive learning that takes place faceto-face cannot be replicated online due to the technical nature of the tasks,” says Thatcham Research’s Lander. “You can’t replace an airbag on Zoom.” ISSUE 08_MOTORPRO / 15
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LONG-TERM ISSUES
THE FUNDING PROBLEM vocational training has been a staple of Britain’s automotive industry since Frederick Simms started making petrol-powered cars in 1895. However, in recent years, take-up has actually dipped. The number of people starting apprenticeships in England fell by 7% in the first half of 2019/20. The most contentious part of the problem is the Apprenticeship Levy, which funds apprenticeships in England. Introduced in 2017, it requires employers with wage bills of more than £3m to set aside the equivalent of 0.5% for vocational training. The issue is that the cash is not being spent in the right places. Businesses argue that the complexity and strictness of the levy system stops them from using it to train the types of apprentices they need. The 2017 reforms included, for instance, a switch from old-style apprenticeship “frameworks” to “standards”. While the new standards are created by employer groups and include an End-Point
Assessment, they do not suit every business’s needs, and the approval process for any changes is too slow for this fast-moving industry. “To date, the logistics sector has paid more than £410m into the levy pot, but just 10% of that has been drawn down, mainly because there are no appropriate standards,” the FTA’s de Jong says. To make matters worse, if levy money is not spent within 24 months, it is taken by the Treasury as a stealth tax. The IMI fears that the levy is now inadvertently creating a funding crunch just as the stricken motor industry emerges from lockdown, at a time when it desperately needs to upskill its workforce to meet the government’s tough emissions targets.
“ TO DATE, THE LOGISTICS SECTOR HAS PAID MORE THAN £410 m INTO THE LEVY POT, BUT JUST 10% OF THAT HAS BEEN DRAWN DOWN” ELIZABETH DE JONG, FTA
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Simon Ashworth, Chief Policy Officer at the Association of Employment and Learning Providers, says that companies are now racing to spend their levy contributions to avoid gifting them to the government. But this trend is driving a shift towards training for older, existing employees taking more expensive qualifications at the higher levels, ignoring the young people that the industry really needs. Indeed, a report last year from the think tank the Resolution Foundation warned that the levy was “crowding out” youngsters, with the number of lower-level apprenticeships reducing by 45% between 2014/15 and 2017/18. And even though lower-level apprenticeships aren’t taking their share of the levy money, the rise of pricey degree-level apprenticeships (including MBAs) threatens to blow a hole in the apprenticeship budget, which could be overspent by as much as £1.5bn by 2021. Meanwhile, the private companies that provide training for 70% of apprenticeships in England are also coming under acute financial strain because of the lack of new apprentices and a dearth of government funding. This is limiting their capacity to deliver training and leaving companies with fewer options. Many smaller, non-levy-paying companies, which make up the bulk of the motor industry, were already struggling to find training because the providers are increasingly focusing on the bigger levypayers. It’s a trend that’s sadly driven by straightforward financial necessity. The government pays for most of the training costs of smaller firms through the levy pot, but the big levypayers have first dibs on this already overstretched funding. “There’s almost a disincentive “ THERE’S ALMOST for training providers to work with the small employers that A DISINCENTIVE get the leftover crumbs,” FOR TRAINING Ashworth explains. PROVIDERS TO The result of all this is that there were 171,400 fewer WORK WITH THE apprenticeship starts in SMALL EMPLOYERS 2018/19 than before the levy rolled out. The government has THAT GET THE also failed to reach its 2015 LEFTOVER CRUMBS” target of creating 3 million SIMON ASHWORTH, AELP new apprenticeships by 2020. Here’s a tip: the key usually goes in the ignition rather than the engine itself
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Unfortunately, nationwide apprentice numbers are now expected to plunge. Car sales crashed during lockdown, with showrooms and their suppliers remaining shut throughout April and May. They reopened in June, but new car sales still dipped by more than a third. “A lot of dealerships are cutting their cloth accordingly, fearing a prolonged recession or a second wave of coronavirus,” says Katie Saunders, Group HR Director at JCT600, which runs more than 50 dealerships across the north east of England. In the retail sector, ongoing IMI research has found that 71% of employers expect to slash the number of apprentices they take on this year. The reduction in numbers could be as much as 65% compared with 2019 levels.
With so many furloughed workers stuck in unviable “zombie jobs”, most firms will be unable to take on new recruits, no matter how badly they need them. Saunders fears that the worsening skills shortage could undermine the success of an industry that’s vital to the UK economy. As a whole, the automotive industry employed 823,000 people before the pandemic. Motor manufacturing alone added £18.6bn to UK GDP in 2018. JCT600 furloughed 80% of its workforce when the virus hit, but Saunders is now blowing the cobwebs off her 50-strong apprenticeship programme. The business has enjoyed strong used car sales since reopening, as consumers shun public transport over health concerns.
Saunders also sees new apprenticeships as vital to the growth of the EV market, with carmakers spending billions on clean technology to hit carbon emissions targets. In February, the UK brought forward a ban on sales of gas-guzzling
vehicles – including some hybrids – from 2040 to 2035. Even so, just 1% of the current industry workforce is qualified to work on EVs. Meeting strict emissions targets will require more young, tech-savvy recruits.
CALLS FOR CHANGE
THE NEXT STEPS thankfully, the government does still
believe in apprenticeships. Chancellor Rishi Sunak (pictured left) introduced a bonus for businesses that hire new apprentices as part of his July statement outlining a stimulus package to reboot the economy. Between August and January, any company that hires a new apprentice aged between 16 and 24 will receive £2,000, while those that hire older apprentices will get £1,500. “We know apprenticeships work: 91% stay in work or go on to further training,” the Chancellor said. His statement followed a pledge by the Prime Minister in June, guaranteeing every young
person an apprenticeship amid efforts to avoid a youth unemployment crisis. The automotive industry welcomed those two announcements but wants deep reforms to get the apprenticeships system back on track. The Department for Education did not respond to a request for comment. Alice Tranter, Labour Market and Skills Policy Adviser at Make UK, which represents manufacturers, would like to see more funding to cover the full cost of an apprenticeship. Currently, £27,000 is the maximum funding band for an apprentice in any sector, but Make UK estimates that it can cost its members up ISSUE 08_MOTORPRO / 21
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to £100,000 to train an apprentice once the costs of recruitment and mentoring are factored in. “The 20% off-the-job training requirement for an apprentice should be fully funded by government as well,” Tranter adds. Meanwhile, the FTA’s de Jong urges the government to allow companies to use their levy cash on any training that meets their needs, regardless of whether or not it fits the government’s definition of an apprenticeship. “The current scheme simply represents an additional tax on companies trying to keep Britain trading as the economy re-emerges,” she says. The IMI is calling on policymakers to suspend the levy for up to two years to help companies handle their liquidity problems and invest in their future workforce. As Frank Harvey, Head of Member Services “ APPRENTICESHIPS at the Independent Garage ARE THE LIFEBLOOD Association, puts it: “We OF OUR SECTOR. have suffered the pain of not investing in apprenticeships EVERYONE IS IN before, but they are the SURVIVAL MODE, BUT lifeblood of our sector. Everyone is in survival mode, WE HAVE TO KEEP ONE but we have to keep one eye EYE ON THE FUTURE” on the future. Invest today FRANK HARVEY, IGA for a brighter tomorrow.” “Left a bit... a bit more... maybe a tiny bit more? No, that’s too far...”
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THE TRAINING CHIEF ACCELERATING RECRUITMENT “Technology is marching forward at a rate of knots. You have to invest in an awful lot of training just to stand still in the automotive industry, to keep up with new systems,” says Richard O’Brien, Aftersales Training Manager at Suzuki GB. The rapid pace of change is reflected in his decision to hire 60 apprentices this year, up
from 48 in last year’s intake. But where to find them? The sector has long struggled to attract young talent because of outdated perceptions of the work. “People still see this as a hammer and spanner industry, but so many cars are more electric than mechanical now,” says O’Brien.
Start the fans please! (What do you mean I’ve got the wrong Richard O’Brien?)
And despite the government’s recent focus on further education and vocational training as alternatives to university, he says the message has not filtered through. “The perception parents and teachers have is that if you don’t do well in your exams, you can always work in the auto industry.” ISSUE 08_MOTORPRO / 23
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Excellent service, artisanal quality, aromatic... Wait, is this the workshop we’re talking about or Anthony Heard’s coffee order?
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WHAT’S THE BIG IDEA? This bodyshop is hoping that investing in the latest technologies and keeping a keen focus on customer needs will help it go national
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Braintree, Essex, in among a number of other motoring businesses, you’ll find Braintree Motor Works, an independent bodyshop and service centre. Since 2012, the team here has been building a reputation for general servicing, bodywork repair and fleet maintenance for vans in the local area. And it’s all based around one simple idea: that the customer is the most important part of the process. The business has three key values at heart: honesty, reliability and transparency. That might sound a little clichéd to the outside world, but it has helped the company cement itself as the town’s go-to independent garage. But if it hadn’t been for an argument about coffee, the owner of this local business may never have taken the leap of faith into the independent sector. Anthony Heard had had a varied career before setting up on his own, working in everything from insurance to motor retail. He gained his ATA Vehicle Damage Assessor qualification while working in a BMW dealership. That breadth of experience has helped Heard not only overcome the difficulties of the COVID-19 pandemic but also start thinking about taking the Braintree Motor Works name national. The business is currently juggling efforts to restart its normal work with making some big investments in new technology and franchising the business. As MotorPro sits down for a chat, Heard says he has been getting around 50 messages a day on LinkedIn as he negotiates the changes that are coming for his garage. So what’s in the pipeline? 26 / THEIMI.ORG.UK
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Right: Roar power! Charlie Allen sports tattoos of a lion and a Ford Capri. Below: Dan Rose and Georgia Wicks get back to work after lockdown
MotorPro: How did Braintree Motor Works start?
Weirdly, I left BMW over a cup of coffee. I used to drink the posh coffees from reception, but when the last recession hit we were told that we weren’t allowed to drink them anymore. I was the only one in the dealership who kept drinking the posh coffees, and one day the boss came in and started moaning at me about it. I said to myself, “I need to go on my own”. I literally rang around ten companies that day asking if they were considering selling their bodyshop, and one of them said yes.
How has the business changed since then?
Massively. I couldn’t tell you everything I’ve learned after seven years in business. What’s the set-up like at Braintree Motor Works post-COVID?
We’ve got three bays in our mechanical end and eight on the bodyshop side. That has changed since lockdown, because we used to have five for mechanical and ten in the bodyshop, plus a few more general bays. However, when I looked at it with my accountant, we decided that we didn’t want to lose people by staying closed, so we made some cutbacks.
How quickly were you up and running?
Did you stay open throughout lockdown?
That must have been September 2012. We officially bought the workshop on Christmas Eve, and we opened on 4 January 2013.
No, we shut for two months from when lockdown was announced until 1 June. I wanted the staff to be safe, to make sure we could say we’d done the right thing, > ISSUE 08_MOTORPRO / 27
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Left: Nick Hewitt takes a (fairly intense) break in the office. This page: Adam Hunt models this summer’s freshest look
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Left: Peek-a-boo! Martin Booker’s got a rebuild on his hands. Above: Dave Wright takes it easy (don’t worry, nobody’s looking)
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and to ensure we had at least two months clear without the virus in the building. It has cost a lot of money, but it is what it is. What has business been like since you reopened?
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Manic, absolutely crazy. We have a really good name in the area and we do a good job, so I think like most businesses that were doing well before, we’ll come back just as strong. Unfortunately, I had six people in accounts in what is a small office, so I’ve still got two off on furlough, but that’s just because it’s too cramped with six in there. What sort of vehicles do you deal with?
Everything, from top-end sports cars to fleet vehicles. We don’t get any insurance work sent to us – it’s all selfgenerated through reviews and word of mouth. We do a lot of vans and look after them for some of the fleets around Essex, particularly for the construction industry. We also run a 24-hour service, so if they have any problems, from a puncture to a crash repair, they can call us and get it sorted, even at 3am. Is that a difficult service to provide?
Not at all. We deal with absolutely everything that’s chucked at us. My team know my philosophy and what I want to give the customers. No one else matches us for what we do. We want to make it as easy for the client as possible. If Sunday
is the only day they can swap a car with us, we’ll make it happen. Are you having to change the way you work to deal with more modern cars?
We’re investing heavily in technology and buying all the latest equipment. The other day, we had to spend £1,000 just for some codes to do the latest Toyota ADAS calibration and radar. We invest in technology every day. We’re one of the only bodyshops in this area that has the main Texa ADAS calibration equipment. That must be expensive.
It’s unbelievable. I think we spent £25,000 just on the initial kit, and then you buy different bits of equipment every time a new car comes out. The cost of new technology is unbelievable, even for air-con machines. Every time the legislation changes, you have to buy a new piece of equipment. Does it pay off, though?
Yes, 100%. On this Toyota we have in at the moment, we’ve done everything in-house, so I haven’t had to book it in somewhere else or wait for a main dealership. Plus the technology helps us stay one step ahead. What does the future hold for Braintree Motor Works?
We’re franchising our model. Generally speaking, there isn’t a lot of profit in the
bodyshop world; I think the national average is between 2% and 5% profit for a bodyshop. We make a better margin than that because we do the repairs correctly and we charge fairly. A lot of bodyshops are reliant on insurance companies sending them work in return for a very low figure. Over the past six months or so, we’ve built up such a good name for ourselves that other bodyshops are coming to us and I’m telling them to stop doing all this running around for the insurers and just work with us. We’re going to be national. I’m talking to 25 bodyshops at the moment. Hopefully they’ll all come on board and we’ll be able to build the UK’s largest non-approved bodyshop network. — Anthony Heard was speaking to Rebecca Chaplin
IMI’s Professional Register is an industry-wide database of professional individuals recognised for maintaining their knowledge, skills and competency. Visit theimi.org.uk — For a full list of the IMI’s accreditations – which provide individuals with proof of current competence for their automotive abilities, using skills- and knowledgebased assessments – search “IMI accreditation” online ISSUE 08_MOTORPRO / 31
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Pensions are rarely at the top of most people’s agendas, but the automotive industry is potentially facing a real problem around final salary schemes. With new regulations on the way, MotorPro asks the experts what’s in store
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HEADING INTO TROUBLE?
BUILDING IN RESILIENCE
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they’re open or closed schemes. So just what does this flurry of activity mean for businesses in the automotive world?
ention final salary pension schemes and most people will probably dismiss them as a thing of the past. After all, few of them are still open to new members. However, earlier this year, a new Pensions Schemes Bill was laid in Parliament which includes stronger powers for the Pensions Regulator to oversee the remaining final salary schemes (otherwise known as defined benefit or DB schemes). This comes in the wake of some very public problems with DB pensions. You only need to look at the troubles experienced by BHS to see what can go wrong. The bill’s progress has been held up by COVID-19, but there are clear signals about what businesses should be doing with their existing DB pensions, whether
To avoid future disasters, the Pensions Regulator is setting a long-term objective: “By the time they are significantly mature, we expect schemes to have a low level of dependency on the employer and to be invested with high resilience to risk. “We are seeking to create a sustainable framework which provides the right balance between the security of member benefits and the costs to employers of running their DB schemes.” This applies to all sponsoring employers, including dealer groups. And by “long-term”, the regulator means by 2035 – the expected peak cash outflow point for DB schemes. According to pensions experts, automotive retail is no more at risk of a pensions deficit than other sectors, but it does face a particular set of issues that could cause big problems in the future. So why this sudden bout of caution now? “What has changed is what pension risk looks like,” says Steve Blackmore, a sustainable pensions expert at PwC. “There have been some large, high-profile cases such as BHS that the regulator wants to avoid happening again in future.” One particular problem is that the goalposts tend to move. “Companies are
required to value their pension schemes in different ways over time and if, for instance, corporate bond rates fall, then pension plans will need reassessing.” It’s for this reason that auto retail groups’ accounts often list increases in pension liabilities. The challenge, though, is becoming gradually more acute. “People are living longer and investments underperform, which makes it harder to hit a target,” Blackmore explains. “The vast majority of schemes have enough money in them to pay out, but the regulator wants all schemes to be safe and on a low-risk plan within 15 years,” he adds. “It can impose the requirement to do this, but it wants to be the referee and not a player, so it uses the threat of power rather than actually using its powers.”
FROM BHP TO BHS In terms of why the automotive industry might face particular issues, David Clarke, Restructuring and Pensions Advisory Partner at KPMG, says there are two main factors to consider. “Firstly, there’s the ability to generate cash – in other words, how much the business can afford to put into the pension scheme. “Secondly, does the business have the assets to underpin the pension in the event of a business failure? Can the scheme make a claim on these assets if it all went wrong for the business?
“Would I say there’s a particular problem for auto retail?” he asks. “Well, there are around 5,500 DB schemes in the UK, and compared with other sectors the problem in auto retail is not particularly acute, but due to some of the dynamics of the market there could be issues here. And the features of the sector mean that the options to resolve these issues could be more limited.” Clarke explains that DB pension schemes are revalued every three years and that, as part of this, the strength of the sponsoring employer has to be assessed. “A scheme’s trustees need to understand the strength of the business. If sponsored by a weak business, then the scheme’s deficit will typically be larger, with a requirement for more funding. “If there’s a reorganisation within the business, that could affect the perceived strength of the business. If that reorganisation negatively affects the strength of the ‘employer covenant’, then the business needs to provide appropriate mitigation. One example could be increased debt being put into the business, perhaps as part of an acquisition. That could affect the extent of the balance sheet cover provided to the scheme.” In auto retail businesses with small margins, cashflow isn’t necessarily an easy route to covering the pension liabilities. Assets, on the other hand, can be – assuming the property is owned rather than leased. However, this isn’t always the case. “If the business isn’t asset-rich, then there are limited options and cashflow may be the only way,” says Clarke. “Then it gets into the margins and where the whole sector is going overall.” This raises some difficult questions about the sustainability of auto retail in terms of both the franchise arrangement and online or direct sales.
SHAPING UP Whatever the future holds for the automotive industry, the regulator wants to tighten the regime, Clarke adds. “The Pensions Regulator is currently consulting on all DB schemes achieving a long-term funding objective within a circa 15-year period. It’s 15 years away because most DB schemes will experience their peak cash outflows in the mid-2030s.
“ WHAT HAS CHANGED IS WHAT PENSION RISK LOOKS LIKE. THERE HAVE BEEN SOME LARGE, HIGHPROFILE CASES THAT THE REGULATOR WANTS TO AVOID HAPPENING AGAIN IN FUTURE ” STEVE BLACKMORE, P w C
The regulator, understandably, doesn’t want schemes to sleepwalk into this, only to find they have insufficient funding and limited time to do anything about it.” Unfortunately, this might not be a straightforward process. “Because there are relatively few open DB schemes and because staff turnover is high in automotive, there aren’t that many staff on a final salary scheme still working for the original company. As a result, staff are generally not interested. Trustees are typically pragmatic and recognise the need for balanced finances, but they also need fair treatment and they’re not able to be the lender of first resort.” If a business is struggling, it may want to pay less into the pension scheme, but the trustees need to protect the scheme’s position and ensure that it benefits from any upturns in performance. To resolve this, businesses could put a mechanism in place which means that if it hits a target, then more money goes into the scheme. “If shareholders are getting payouts but not the pension scheme, trustees won’t look on that favourably,” Clarke adds. While the principles sound simple, both Clarke and Blackmore say that each DB scheme needs to be assessed on a case-by-case basis. And with regulatory change still ongoing, every business with a DB scheme (either closed or open) needs to develop a flightpath to reduce its level of risk – sooner rather than later. ISSUE 08_MOTORPRO / 33
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MotorPro sits down with Thomas Hilse, Brand President at Iveco, to talk emissions, alternative fuels and connectivity in the commercial vehicles sector WORDS_STEVE BANNER
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“ IT WILL BE A LONG TIME BEFORE WE SEE THE WIDESPREAD USE OF AUTONOMOUS TRUCKS IN EUROPE ”
he commercial vehicle world isn’t one that likes to be held back. Even in the face of COVID-19, manufacturers are working hard to develop trucks that can transport goods around the country as efficiently as possible. At Iveco, for example, they’re investing heavily to make sure their vehicles offer the right balance of cost and efficiency. It’s a difficult task at times, particularly given the sums involved in developing alternative powertrains. But the company is certain that hydrogen will become the main fuel for trucks from 2030 onwards, supported by a range of other options. According to Iveco’s Brand President, Thomas Hilse, one of those other options will be bio-LNG: liquefied natural gas made from biomass, ideally from sustainable sources such as agricultural waste. Once developed, bio-LNG systems promise to slash CO2 emissions by 80% compared with diesel. They produce only modest amounts of NOx and particulate 36 / THEIMI.ORG.UK
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matter too. “I think 5% to 10% of the global market will go to bio-LNG,” Hilse predicts. And there’s reason to believe him. Hilse has 22 years’ experience in commercial vehicles, having worked in different positions for brands including Daimler and Mitsubishi Fuso in Europe, the Americas and South-East Asia. He also understands the technologies and business models involved, having studied mechanical engineering and business at the Technical University of Kaiserslautern, Germany.
EMBRACING THE FUTURE In preparation for these fuels of the future, Iveco has been busy adopting non-bio-LNG and compressed natural gas as practical and greener alternatives to diesel. “We’ve already shown that an LNG truck can travel up to 1,600km before its tanks need refilling,” says Hilse. However, it’s hydrogen that’s at the forefront of Hilse’s thoughts at present.
Rocking the corporate merch, Thomas
made its stock market debut in the US and immediately soared in value, at one point ending up with a market capitalisation greater than Ford’s and more than double that of Fiat Chrysler Automobiles. But Nikola is not Iveco’s only partner. Iveco’s Eurocargo trucks are now being fitted with electric motors and traction batteries by Electra Commercial Vehicles in Blackburn, with the chassis units being despatched to Electra from Iveco’s Brescia plant in northern Italy (minus the usual engines and gearboxes). Other truck manufacturers are heading in much the same direction too, partnering up to develop new technologies. Volvo Group and Daimler Trucks are joining forces with the aim of producing fuel cell systems for trucks in significant volumes.
TIME TO RECONNECT?
That’s as a consequence of a deal signed late last year with industry innovator Nikola. A 400hp tractor unit combining Iveco’s new S-Way and Nikola’s zeroemission fuel-cell technology should be available in 2023. “We’ll be building it in our plant at Ulm in Germany,” says Hilse. Meanwhile, a battery-electric tractor unit developed in conjunction with Nikola (and again based on the S-Way) is scheduled to be on the road next year. It too will be assembled in Ulm, and Iveco is pumping more than £35m into the plant to upgrade the facilities. Hilse and his colleagues are more than happy with Iveco’s progress. “I’m sure our competitors would like to be in the position we’re in,” he says with a smile. “We’ve been smart about this, and we’ve moved fast.”
STRONGER TOGETHER Nikola is fast becoming an important partner for Iveco. Earlier this year, it
Despite all this development work, and even though Iveco’s European factories have now reopened following the relaxation of the respective COVID-19 lockdowns, Hilse warns that it’ll take up to two years for European truck markets to get back to pre-pandemic levels. “I think we’ll see a total 30% to 35% decline in registrations this year,” he says. What’s more, the cancellation of some major truck shows has forced Iveco to postpone the UK launch of a number of its new models. The new S-Way tractor unit was due to debut at the Commercial Vehicle Show back in April, but it’ll now get its unveiling in October instead. It’s hoped that the S-Way will kick-start a wave of post-COVID sales for Iveco. Boasting a new cab, the model comes with a range of sophisticated connectivity features. Owners and drivers will be continually linked to the computer system through their mobile device or PC, all via the MyIveco portal and app. Connectivity is already key across Iveco’s existing models. “Around 10% of our European customers are now opting for dynamic repair and maintenance contracts, which involve the truck letting you know when it needs servicing,” Hilse says. That helps to avoid unnecessary visits to the workshop, reducing costs. However, the appeal of this approach in
the UK is limited by the need for trucks to visit workshops regularly for statutory safety inspections. This emphasis on connectivity does not mean that Iveco necessarily wants to move towards self-driving vehicles or platooning, Hilse stresses. Platooning is the linking together of two or more trucks to create a motorway convoy, using automated driving systems to maintain a set distance between each vehicle. The aim is to cut fuel and CO2 emissions – platooning’s supporters contend that it can reduce CO2 output from the convoy’s following vehicles by up to 16% – but Hilse is not convinced that it works sufficiently well under European driving conditions. The problem is that many UK and European motorways are heavily congested, with junctions only a few miles apart from one another. As a consequence, there’s a steady stream of cars entering and leaving the road, and the platooning trucks may be obliged to move apart from each other to make space for them. When that happens, all the fuel economy and CO2 advantages vanish. Nor is Hilse convinced that driverless technology will find favour any time soon. “It will be a long time before we see the widespread use of autonomous trucks in Europe,” he says. “They may appear in long-haul transport in the US, but I don’t see them being used in Europe to any great degree in the next ten years,” he says. “The technology is in place, but there are legal and ethical questions to be addressed.”
SECURING TALENT Rightly or wrongly, Hilse also worries that all the talk about autonomous vehicles may be deterring young people from becoming truck drivers because they fear there’s no future in it. “We need them to take up the profession,” he says. “We don’t want them to be scared away.” It’s yet another potential worry for the commercial vehicle sector, which often faces issues long before the light vehicle segment. The technological decisions that Hilse makes at Iveco could have consequences reaching far beyond his own sector over the next decade. ISSUE 08_MOTORPRO / 37
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Its engine may be in the wrong place, but that hasn’t stopped the Porsche 911 becoming the discerning enthusiast’s sports car of choice. MotorPro gets a socially distanced tour around the latest generation to find out what it takes to keep the new Turbo S track-ready WORDS_ALEX GOY
Like the look of the new Turbo S? You’ve got some tough choices to make... Rear- or four-wheel drive? Hard top, soft top or semiconvertible Targa top? Oh, and there’s four different engines to choose from. Get thinking!
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60 YEARS IN THE MAKING
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hether it ’s your fantasy for when you win the lottery, a shape that caught your eye as a child, or part of an ongoing obsession with all things on four wheels, chances are a sports car of some sort will be on your dream list of things to own. Or to ogle, at least. There are certainly plenty to choose from, all prefixed with “legendary” or “iconic”. And many of them have earned their place in the pantheon of motoring greats, thanks either to their design, their engineering or some 40 / THEIMI.ORG.UK
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particularly impressive achievement. But there’s one that stands out from the rest as the perfect combination of all three: the Porsche 911. Porsche has been producing 911s for nearly 60 years, and no matter which generation you go for, the formula is the same: engine at the back, boot at the front and visually very much a 911. There have been more than a few versions of it over the years, but that just means there’s a 911 for pretty much everyone. For example, the latest generation, the 992, comes with rear- or four-wheel drive; a hard top, a soft top
At £155k, a 911 Turbo S is a fairly expensive way to check you’re sticking to social distancing rules
PHOTOGRAPHER_WILL AMLOT
Building on an icon
or a semi-convertible Targa top; a loud exhaust or a quieter one; and a choice of four engines: the Carrera, the Carrera S, the Turbo or the Turbo S. Soon there will be GT3, GT3 RS and GT2 RS track specials too. Oh, and don’t forget the not-quite-road, not-quite-track GTS spec, various special editions and actual race cars. And breathe... So whether you’d like your 911 as a commuter car, something to thrash around Silverstone in at the weekend, or a bit of both, Porsche’s got you covered.
Excuse me, but why is that rev counter at zero? Something needs to be done about that...
The 911’s story is well known. It was first sketched in 1959 by legendary designer Ferdinand “Butzi” Porsche as a faster, comfier replacement for the 356 model that had kick-started the company. Since its 1963 debut, more than a million 911s have been sold around the world – some to collectors, some to people who simply want a reliable sports car, and some to rabid fans. Unveiled under lockdown in March, the 992-generation 911 Turbo S is the most potent 911 you can buy today. Its 3.8-litre twin turbocharged flat six kicks out 641bhp (478kW) of power and 590lb ft (800Nm) of torque. Substantial. That power is delivered to all four wheels, which in turn means it’ll launch itself from 0-62mph in 2.8 seconds and on to a total of 205mph (if you happen to have a runway or an Autobahn to hand). You’d expect, then, that it’d be a nightmare to maintain. After all, engines with high tolerances can cause headaches, right? And cars that travel at high speeds need lots of looking after to keep them sharp, no? Actually, not so much, according to Richard Payne, Technical Press Officer at Porsche GB. Having spent so long refining the 911 recipe, Porsche’s creations are a comparative dream to look after. “They are that reliable. Taking my Porsche hat off, there’s nothing really to worry about,” Payne says. ISSUE 08_MOTORPRO / 41
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His job is to take care of Porsche’s extensive fleet of press vehicles. A quick glance at the motoring press shows just how much abuse his wards are routinely subjected to, so you’d expect them to need regular fixing up, but that’s not the case. “The press cars go in and out quite frequently,” Payne says. “There’ll be a one-day turnaround for a full check-over before they go back out. They could be coming straight off a race circuit, so when one comes in, it goes up in the air, we check it over, do a wheel alignment and fit new tyres if needed, and off it goes again.” Technology is a big help for Payne when it comes to maintaining the fleet. When working away from Porsche’s Reading HQ (at a track, for example), he can use the My Porsche app – something owners have full access to – to keep an eye on how the cars are performing. “I can check oil levels, tyre pressures, fuel levels and things like that via the app. It’s all there as live data. That comes in handy. Some people have it just to check their tyre pressures before they go out, but I use it as a tool to see exactly how the car is doing,” he says. The 911’s reliability does make life easier, and that’s a product of its constant development. You don’t build increasingly refined versions of the same thing for nearly six decades without learning a thing or two. “Some components are used continually,” Payne explains. “You’ll find 964 parts [the 1989-94 generation] on a 997 [2004-12]. It’s one of those things – it sounds really clichéd, but if it’s not broken, don’t fix it. 42 / THEIMI.ORG.UK
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“ I CAN CHECK OIL LEVELS, TYRE PRESSURES, FUEL LEVELS AND THINGS LIKE THAT VIA THE APP. IT’S ALL THERE AS LIVE DATA”
Now that’s a view... Shame about the green stuff in the background
“That’s where the reliability comes in. Moving forward, the cars are going to have a lot more software and a lot more electronics on board. Having all in-house software works a lot better. The computer is in play in the workshop more than ever before, and while there are still mechanical components that need replacing, it’s not as often.” Given how hardcore some of Porsche’s cars are, you may think that Payne’s referring to the some of the lower-spec models in his press fleet, but not so. “You get wear and tear, but this 911 GT2 RS has done a lot of track work, 15,000 miles, and it has only had one set of brake pads fitted. The older 911 GT3 RS did 40,000 miles. It went from track day to track day to TV work. It did 8,000 miles on one set of tyres. For a car that regularly gets put through its paces, they’re good – and they’re really light on consumables. I can’t explain why; it’s just the way they’re built.” The 911 is a distant goal for a lot of people, and rightly so. It drives well, it looks good, and there’s a huge scene around keeping them fresh. The thing is, even after heavy use, they appear to be right as rain. But that comes from development, serious engineering and decades of experience. Look after your 911 and it’ll look after you.
HOW TO KEEP A PORSCHE PERFORMING Richard Payne, Porsche GB’s Technical Press Officer, explains how he takes care of a heavily used fleet of 911s 01 Safety checks “Check anything safety-related – so that’s seatbelts, airbags, all those items – to make sure they’re in absolutely perfect condition.”
02 Look after your fluids “Make sure all the fluids and levels are right, even though there are fewer of these to worry about now that we have things such as electric power steering on the new 911s. In a general service, we’ll change the oil and filter, and the two pollen filters.”
03 Go digital-first “There’s a lot more to check on the software side of things these days, including updates on the car itself and on the navigation system.”
04 Look once, look twice “All the cars need a standard check on the suspension, tyres, brakes, bodywork and more. With the press fleet cars, you have a good idea where the car’s going go, but you never really know what it’ll be used for.”
05 Stock up “We have an area in the workshop full of wheels, tyres and front lip spoilers – stock of what I call ‘consumables’. If a car is getting a lot of track use, I’ll do an oil and filter change on it between services.”
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A NEW DAWN
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With support from the IMI, the students behind the Ardingly Solar Car Project are developing the next generation of sustainable vehicles and taking aim at a new challenge for 2021 WORDS_JAMES SCOLTOCK
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the imi was created
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to help people in the automotive industry when they need it most. And it isn’t just there for those who already work in the sector – it’s also for those with ambitions to succeed in the future too. That has been part of the IMI’s ethos since its inception 100 years ago, and it continues to this day. To that end, the Institute is lending its support to Ardingly Solar, a project that brings together two West Sussex schools: Ardingly College and Ifield Community College. Long before COVID-19, students from both schools started working together to design and build a solarpowered vehicle. The Ardingly Solar Car has now crossed Australia in the Bridgestone World Solar Challenge and dashed around France and Belgium in solar endurance races, showcasing the best work of some of the next generation of talented engineers, and often surpassing the expertise of multimillion-pound companies and world-leading universities.
MAKING THEIR MARK Under the guidance of Dr Andrew Spiers MBE, Project Manager for the Ardingly Solar Car, and with the help of volunteer 4 4 / THEIMI.ORG.UK
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companies, teachers and IMI regional member representatives Douglas Wragg and Mike Reed, the students have been making a name for themselves in the world of automotive innovation. And COVID-19 hasn’t stopped them either. Lately, the students have been working on an exciting new project – the Flat-Pack Car – with the IMI’s regional representatives providing vital support. Using the knowledge that they’ve gathered since the first Solar Car was built in 2015, the students have set out to address some of their concerns about the modern world. “We wanted to make something that anyone can build, that’s versatile, robust and affordable,” says Joshua Skeggs, a Year 10 student at Ifield Community College. The idea is to deliver a solar-powered vehicle that can be flat-packed, delivered to site and assembled easily, using the available local resources if necessary. It should be modular and simple in design, and it could even be used as an off-grid power source in remote areas. The students have been meeting remotely twice a week to assess their progress and compare ideas, and they have been learning to design the car using programmes such as Fusion 360. Every aspect of the vehicle will be mapped out in 3D, from the hub motors to the solar panels, dashboard, pedals, steering
system and chassis. All components are being designed to fit the given criteria, while being simple to assemble and robust enough to work off-road in challenging remote environments. “During this time of COVID, when the whole country has come to a standstill, to be part of something that is moving so quickly is super exciting,” says William Price, a Year 13 pupil at Ardingly College. “And having something to do like designing a car is pretty awesome.”
DON’T STOP THEM NOW... For 2021, the students are planning an ambitious road trip in the original Solar Car. Next July, in partnership with the IMI and on behalf of industry charity BEN, the students will drive the Solar Car from John O’Groats to Brighton, stopping at sites of interest that have played a part in the creation of this amazing vehicle. Mike Reed, one of the IMI regional representatives on the project, says: “Douglas and I have found working with everyone on the Solar Car projects immensely uplifting. We get so much more from the project than you might expect, and to be mixing with such intelligent and focused participants gives us an insight into the character of this country’s future engineers and confidence that our industry will be in good hands.”
Bonza! Crossing the finish line in Adelaide last year as part of the Bridgestone World Solar Challenge
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LOCATION
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LOCATION As our road network gets greener, geofencing could help fleet managers maximise the benefits of location data to keep their vehicles running efficiently WORDS_CHRIS PICKERING
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e live in a world driven by data. Not so long ago, the use of GPS tracking for the purposes of fleet management was the preserve of big companies with even bigger budgets. Now though, installing a telematics unit is a 30-minute job that some service providers will carry out free of charge for those using their software. This shift has helped fleet managers to make their existing operations more efficient, and it’s also helping them address new challenges such as the introduction of zero-emission zones in cities. The past few months have added an extra sense of urgency to both of these developments. Businesses are seeking to do more with less, while transport planners have pushed ahead with plans to decarbonise the post-COVID world. Just look at the drastic reduction in the levels of traffic and pollution that we saw when the lockdown period began. It’s something local governments are keen to maintain. 46 / THEIMI.ORG.UK
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THE TECHNOLOGICAL SOLUTION So how can that be done? “Geofencing is one of the tools that we can apply to help vehicles get from A to B as efficiently as possible,” says Derek Bryan, EMEA Vice President at fleet management specialist Verizon Connect. “If you can gain an hour or two a week by moving your assets around more efficiently, or if you can save on fuel and improve the health and safety of your operatives and customers in the process, then what was once a nice-tohave solution becomes a necessity.” Tracking the location of a vehicle isn’t difficult with modern technology, but it’s how you use this information that makes a difference. Geofencing is all about providing that context. For instance, a geofence could be drawn around a congestion charge zone or an area that’s pedestrianised at certain times of day, thereby preventing a vehicle from straying into it unintentionally. It could also be used to define a vehicle’s normal working
area and alert the fleet manager to a potential theft or unauthorised use. One of the key concepts behind geofencing is the ability to determine whether a vehicle is being productive. How exactly that’s defined will vary from business to business, Bryan explains. “If an engineer is dispatched to fix something, they’re being productive while the vehicle is stationary on site. On the other hand, if a delivery driver has dropped off their load and they’re still sitting in that location, they’re not being productive. And if a taxi driver is on the road, that driving time is itself productive.” You can track all of this with location data. Fleet management packages can be set up to monitor these different scenarios automatically. Not only can a vehicle’s status be flagged up in real time – indicating, for instance, if a work vehicle is being used out of hours – but these systems can also compile reports of fleet-level trends for analysis.
“ÒGEOFENCING GEOFENCING IS ONE OF THE TOOLS THAT WE CAN APPLY TO HELP VEHICLES GET FROM A TO B AS EFFICIENTLY AS POSSIBLE” DEREK BRYAN, VERIZON CONNECT
is capable of spotting these on its own. Even if you installed the software and then didn’t use it for a month, you’d come back and it would start to see a pattern emerging in where the vehicles have been stopping.”
DATA, DATA EVERYWHERE… The boundaries of a geofence can be defined down to an accuracy of a few metres, and fenced-off areas can range in size from a single parking space to an entire city. Fleet managers can either define these areas manually or leave the software to pick out the relevant locations automatically. “Some organisations could have hundreds of thousands of locations that their vehicles visit regularly, all spread across the country, so you couldn’t define all of those manually,” says Bryan. “The artificial intelligence in our software
All this location data constitutes a hugely powerful tool, but with it comes a duty to ensure that it’s used responsibly. Verizon Connect recommends setting out a privacy policy that promotes transparency and helps drivers understand how and why the data will be used. This could include specific rules about approved travel, speeding and safety. “We’ve got very comprehensive GDPR regulations that have helped to put the guardrails in place so organisations understand what they can do, what information can be viewed and how long it will be retained,” says Bryan. “Privacy
switches can also be installed, allowing the driver to go into private mode if the vehicle is approved for personal travel.” As the technology of geofencing has evolved, so has the road network. Beech Street in central London became the capital’s first zero-emission road in March, and Oxford now has plans to roll out a larger zero-emission zone across much of the city centre. In some instances, petrol or diesel vehicles may need to navigate around these areas altogether, while plug-in hybrids will require careful route optimisation to ensure they have enough stored charge to pass through the restricted areas on battery power alone. Fully electric vehicles, meanwhile, bring their own challenges with regards to route planning, recharging and range anxiety. Vehicle tracking is nothing new, but geofencing could begin to play a bigger role in fleet management as more urban areas begin to pull up the drawbridge on combustion engine vehicles. ISSUE 08_MOTORPRO / 47
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The technologies that have powered our vehicles for more than a century are being phased out. Say goodbye to petrol and diesel and hello to electrified powertrains. But what does it all mean for the industry? MotorPro looks to the future WORDS_REBECCA CHAPLIN
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THE CARS AND SKILLS OF 2035
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hange is coming. There may be
some resistance now, but by 2035 it’s likely that combustion-only vehicles won’t be on sale anymore, having been replaced by greener alternatives. The government is adamant that it’ll happen, so the cars of the future will probably be powered by battery electric systems, plug-in hybrid tech (although, strangely, this could be facing the axe too – more on that later) or hydrogen fuel cells. Crucially, these powertrains all rely on highvoltage components that require a new set of skills to keep them roadworthy. It could be a huge change for the industry, so what does it mean for consumers, garages and technicians? >
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Know-how
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ELECTRIC VEHICLES The 4x4 Musk-o-matic (sorry, I mean the Tesla Model X) is the latest attempt to take EVs mainstream
ART
consumers want a number
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of key things from EVs: faster charging times, longer ranges and more affordable prices. However, some of these demands spell big trouble for carmakers – and even more complexity for technicians. For starters, increasing the range of a car is easily fixed with larger batteries, but that means the vehicle will take longer to charge and weigh more, resulting in either reduced performance or increased battery use. It’s a painful balancing act. Hopefully, there will be scope
TECHSAFE
TM
for improvement as battery technology progresses. Some reports have suggested that improvements to charging points could reduce charging times to just ten minutes, arguably meaning that EVs wouldn’t need as much range. That would be a win-win for owners and manufacturers. Installing lots of charging points to keep EVs topped up will probably cost garages a fortune, so there may be an opportunity here for smaller workshop owners to step in and take a slice of the pie.
– PUSHING FOR ELECTRIFIED STANDARDS TechSafeTM is an IMI campaign to ensure technicians meet all the different requirements associated with electrification. It’s a call to action to advise employers about their health and safety responsibilities in
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For technicians, there are, of course, the risks associated with working on high-voltage vehicles, particularly when removing the battery or disconnecting power cables. It’s likely that workshops dealing with EVs will have to adapt. That includes fencing off areas where EVs are being worked on, wearing nonconductive protective gear and ensuring that the guidance for each car is followed carefully. One positive of working with EVs, though, is that their moving parts are simpler, and they have fewer fluids to replace.
relation to hybrids and EVs and to create a set of minimum professional training standards to cover all electrified vehicles. There’s a legal obligation under the Electricity at Work Regulations 1989 to ensure that employees are
competent to work on the electrical systems in hybrids and EVs. TechSafeTM aims to ensure that employers are working within the law and that technicians remain skilled and competent. Technicians who meet the requirements of the scheme
PLUG-IN HYBRIDS Hold onto your hats... In electric mode, the BMW 330e will do 37 miles and hit a top speed of 68mph
plug -in hybrids may be on
the list of vehicles that could be removed from sale by 2035, but it’s worth remembering that that decision is based on the current format of most hybrid vehicles. The problem highlighted by the research behind the government’s decision is that some hybrids aren’t necessarily all that fuel-efficient due to their large batteries and that, in the case of plug-ins, they rely on someone to charge them up. Range and time to refuel remain serious concerns for those wanting to switch to alternative powertrains, but there is a hybrid currently on the market that goes some way
will be visible on a register of professionals and will be able to use the TechSafeTM banner to demonstrate their competence. The campaign message is built around the EV Professional Standard: a model of training and registration for technicians based on EV qualifications,
towards tackling these two issues: the BMW i3 REx. It’s not technically described as a hybrid by BMW but as a rangeextending engine, meaning that the battery-powered motor is the first power source used. The small petrol engine is just a back-up to get you home should you need it. If we turn to top-flight motorsport series such as F1 and the World Endurance Championship, we can see manufacturers experimenting with different ways of reusing the energy lost through braking and exhaust gases. Here, the electric and petrol power work more closely together to improve the efficiency of
IMI accreditation or accredited training, a code of professional behaviour and an ongoing commitment to professional development. TechSafeTM registration is the ideal way for an employer to, firstly, prevent the risk of injury and, secondly, defend
themselves in the event of criminal proceedings. TechSafeTM is adaptable to support sector-specific accredited learning and development for technicians, ensuring that they remain safe when working on current and future safety-critical technologies, including
the cars and reduce the rate at which they burn through petrol. We’ve seen some of this technology make its way into road cars in recent years, but could this accelerate over the next decade? For technicians, the rise of hybrids means adding the skills required to work on EVs to those required for internal combustion engines. Importantly, it also means understanding how these two systems work together. Highpowered batteries paired with fuels could be a dangerous mix if not treated carefully, and more complicated systems will require an analytical head for problem-solving.
different forms of EVs, ADAS and self-driving vehicles.
— Search “IMI TechSafe” on YouTube to learn more
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FUEL-CELL VEHICLES
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FUEL-CELL VEHICLES The hydrogen-powered Hyundai NEXO... now, where’s the nearest pump?
cars equipped with hydrogen
fuel-cell technology are already on the market, but there’s currently a lack of refuelling points. For consumers, they could be a winning combination of emission-free driving and the convenient refuelling associated with traditional internal combustion engines. In these vehicles, hydrogen fuel cells charge the battery (see pages 70-71), but otherwise these cars are broadly similar to EVs. They’re currently quite expensive but could be a key player among the cars of 2035, as they eliminate the need to
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wait 45 minutes or longer to charge an electric battery. While there are doommongers out there who say that hydrogen is unsafe, there are just as many vocal advocates for the technology. It all centres on the difficulty of storing hydrogen both for refuelling and within the car. The potentially explosive hydrogen will require careful management and specialist equipment, and working with the batteries will also pose some risks. That said, hydrogen power makes for a very simple vehicle (if we forget the complex
science taking place), and it could make technicians’ lives more straightforward too, meaning they can get more done in a day. It’s likely we’ll see a push towards training for these vehicles as they become more widely available.
“HYDROGEN POWER MAKES FOR A VERY SIMPLE VEHICLE, AND IT COULD MAKE TECHNICIANS’ LIVES MORE STRAIGHTFORWARD TOO”
"And in here is a regulation-shaped headache..."
WORKING ON ELECTRIFIED VEHICLES? You'll need to know the Electricity at Work Regulations 1989. There are several parts to this regulation – and the associated Health & Safety Executive guidance – that apply to working on high-voltage vehicles, whether they're EVs, plug-in hybrids or fuel-cell vehicles. The following points are key:
• Regulation 3(1)(a) states that “it shall be the duty of every employer and self-employed person to comply with the provisions of these regulations in so far as they relate to matters which are within his control”. 3(2)(b) reiterates the duty for employees.
— Read more on the requirements at: hse.gov.uk/pubns/ books/hsr25.htm and hse.gov.uk/pubns/ priced/hsg85.pdf
• Regulation 16 states that “no person shall be engaged in any work activity where technical knowledge or experience is necessary to prevent danger or, where appropriate, injury, unless he possesses such knowledge or experience, or is under such a degree of supervision as may be appropriate having regard to the nature of the work”. • Regulation 29 states that “in any proceedings for an offence consisting of a contravention of the regulations, it shall be a defence for any person to prove that he took all reasonable steps and exercised all due diligence to avoid the commission of that offence”. • Page 10 of the HSE’s Electricity at Work: Safe working practices advises “identifying those people who are competent and have knowledge and experience of the electrical system to be worked on. Anyone who does not have this will need a greater level of supervision, or will need to be given adequate training to make sure that they have the correct skills, knowledge and risk awareness for the task. Do not let unauthorised, unqualified or untrained people work on electrical systems.”
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THE DAY I...
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BROKE THE LAND SPEED RECORD
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WORDS_RICHARD NOBLE
t ’s 4 am on 4th october 1983 and I’m still awake. The
CLIENT
motel room is cluttered with the Noble family: my wife Sally and our children, Miranda and Genevieve, who have come along to experience this unique moment. The team has decided that today is world record day. In one corner of the room is my driving gear: a Panotex fireproof suit, a pilot’s helmet from a Harrier Jump Jet, an oxygen mask and carbon-fibre straps to stop my arms flailing around in the event of a very high-speed accident. It doesn’t seem any different to our normal days. The team heads out into Utah’s Black Rock Desert with the jet-propelled Thrust2, and we take it to more than 620mph. It has become a strange kind of daily routine to keep pushing the speed up towards Gary Gabelich’s 1970 land speed record of 622.407mph. But this time it’s different. The engineers have said that we’re clear to go for the ultimate target. Our designer John Ackroyd and team manager Ken Norris (the man behind Donald Campbell’s Bluebird vehicles) have made the big decision, and we’re going to take the longest fullpower run up that the desert geography will allow. Only then will we know how fast Thrust2 can really go. To beat the record, we’ll need to clock an average of at least 629mph over two “flying mile” passes. That’s 922 ft per second from a rolling start. It’s also more than 80% of the speed of sound, which means the car will technically be transonic. Airflow over the curved body panels will be supersonic, and we’ll reach Mach 1.4 over my cockpit. We’re using solid aluminium wheels because making tyres that can handle these speeds is almost impossible. This design wouldn’t work on the famous Bonneville 54 / THEIMI.ORG.UK
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Salt Flats, but the wheels are perfect for the alkali desert at Black Rock. Ackroyd’s design is built around the upper jet engine installation from a Lightning F.6 Mach 2 fighter plane. The Lightning uses two Rolls-Royce Avon 302 engines and weighs 12.5 tonnes when empty. We have just one engine, but Thrust2 still weighs four tonnes. To get the speed, we have to run the engine at temperatures and turbine speeds way above the military maximums. Ackroyd has decided to run the car during the hottest part of the day, which is when the speed of sound is at its highest. The associated increase in drag will allow us to run faster. The car is designed for 650mph – that’s 950ft per second. The car is unlike anything else on Earth. The cockpit looks like a fighter plane’s. The wheel brakes are good for 200mph, and the brake pedal is on the left, with the all-important footrest on the far left. Most important are the armrests, which enable safe steering inputs under high G. Push to the first stage on the throttle and you open the high-pressure fuel cock to allow fuel into the combustion chambers. Push further and you open the throttle as far as the detent. Push a little harder again and with the pedal to the floor you get full afterburner, along with a huge 40ft tail of flame and a noise that can be heard 20 miles away. That’s 35,000 horsepower at peak speed. The all-important parachute brakes are activated from the steering wheel. The high-speed chute comes out on 100ft of stretchy two-inch nylon braid. Anything else simply breaks. Thankfully,
Noble’s speed record in Thrust2 paved the way for Andy Green to go fully supersonic in ThrustSSC in 1997
the supersonic parachutes are reliable because they were developed as a key part of Britain’s nuclear weapons programme. Unsurprisingly, the car is a beast. It’s happiest when it’s either accelerating or decelerating violently, and it doesn’t like any form of cruising. By midday, Thrust2 is positioned at the north end of the 13-mile course. I can’t see more than 2.5 miles ahead, so a light aircraft flies up and down to ensure there’s no stray traffic. Suddenly, the engine decides it’s not going to start – a fuse has blown in the ignition circuit – so we have to sit and wait until it’s fixed. Finally, the huge Rolls-Royce engine rumbles into life alongside my left shoulder and settles down into a fast idle. The oil pressure light goes out. The aircraft makes one final pass and we get clearance to go. With my left foot on the brake and my right on the throttle, I accelerate the huge engine to 92% maximum revs and hold it there for checks. Any faster and the car would start moving on fully locked wheels. Once the checks are clear, I lift off the brakes and put the throttle to the floor, applying maximum afterburner. The engine always seems surprised by this treatment but it responds immediately. We’re away, accelerating at 2G.
Unfortunately, the course at the north end is draggy, and this affects our average speed over the mile as a whole. It comes in at just 624.421mph – still the best yet. We’re very marginal for the record, and if we don’t get it today we will probably never run again. Time to go again. The turnaround team jumps into action immediately – refuelling, checking, repacking the parachute, rearming the charges and connecting up the Palouste turbine starter, while the plane makes further course checks. We’re away again before the deadline. This time, the course is much harder and I can feel the difference. Once we’re above 300mph, the tailfins give us very straight tracking, but I’m still putting in steering corrections. The journey from 300mph to 500mph is boring, but above 600 the car is pure magic. It’s a very relaxed drive, and at this speed I can see every detail on the track and watch the supersonic shock waves build on the engine housing and the wheel arches. We’re through the measured mile in just over 5.6 seconds. The parachute brake is its usual violent self, helping us lose speed at a rate of 120mph per second. It’s boring back at 400mph and I feel I ought to get out and walk. The wheel brakes kick in at 200mph and I bring Thrust2 to a halt. Before the quick response team can get alongside the car, we hear the numbers over the radio: “I have the times. That’s 642.971mph for the mile and together that’s a new record of 633.468mph. Congratulations.” But the best part was yet to come. Thrust2 had actually peaked at a top speed of 650.88mph. ISSUE 08_MOTORPRO / 57
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The drive of my life
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Lights, camera...
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Tom Denton takes a closer look at the laser-based sensors making autonomous driving possible P65
P60_GET THE SKILLS YOU NEED TO WORK ON EVs There’s no avoiding the shift to electric. High-quality, regulated training will be the key to staying up to date
THE HOW TO SECTION Everything you need to know to do your job brilliantly, by the IMI’s expert contributors
P61_KEEP YOUR RAG SCORE IN CHECK The DVSA’s RAG ratings help to make sure MOT testers are following the right procedures. Don’t waste this chance to improve
P62_BOOST PROFESSIONAL STANDARDS IN F&I Only the best will do as the auto retail world gets back to business. And don’t forget: the FCA’s watching!
P70_GET TO GRIPS WITH FUEL CELLS Hydrogen could be one of the fuels of the future. Time to get up to speed with how these high-tech fuel cells work in practice
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HOW TO...
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Get ready for the electric revolution Vehicle technicians who aren’t trained to service EVs are putting themselves at risk. The need for relevant training has never been greater
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WORDS_GAVIN WHITE
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Nearly 20% of all new cars that joined UK roads last year were either fully electric or plug-in hybrid vehicles. In the first six months of this year alone, registrations for pure EVs were up 86% on 2019. And in January, the Department for Transport doubled its EV charging-point fund to £10m in a bid to encourage the wider adoption of EVs. However, in an industry which has been beset by a widespread skills shortage for several years, there is a serious shortfall in the number of vehicle technicians sufficiently trained to service electrified vehicles. It is paramount that vehicle technicians are correctly trained, not only in order to instil consumer confidence, but also to guarantee their own safety. Putting it bluntly, if vehicle technicians are not adequately trained, it’s just a matter of time before somebody, operating without the right knowledge or skills, puts a spanner in the highvoltage works. Duty of care While there is sufficient training readily available to make vehicle technicians at the very least electric- and hybrid-aware, it isn’t generally regulated by the government. This lack of enforcement means that independent garages in particular, which are already feeling
increased pressure given their high workloads and a lack of skilled technicians, are largely unwilling to send their employees on training courses for even a day due to the loss of revenue that results from having empty bays. This lack of investment, of both time and money, is unfortunately short-sighted.
Advisory Group – EV training will eventually be regulated. It’s vital that independent garages get on the front foot and make this training a priority. At Autotech Recruit, we’ve already pledged to ensure that every temporary vehicle technician and MOT tester in our network is EVand hybrid-aware by 2021.
If untrained employees are injured while working on highvoltage vehicles, employers are liable. That’s why the IMI’s TechSafe™ standard offers vehicle technicians a way to certify their EV competence through IMI-accredited training, complying with the Electricity at Work regulations (see page 53 for more on this). Now, with more and more manufacturers pledging to go all-electric, and, thanks to increased pressure from several bodies – including the IMI’s TechSafe™ Sector
Keep ’em learning Of course, the ongoing training of vehicle technicians should be a key objective across the entire automotive aftermarket. The rapid acceleration of the industry has left parts of the workforce lagging behind when it comes to keeping their skills up to date, and the only way that the current workforce can sustain their roles is to train. Provision is available to ensure that all vehicle technicians have access to indepth, high-quality technical
courses on key vehicle components to build a fix-firsttime mentality. These can be delivered on-site or virtually to save businesses time. Much is now being done to ensure that the industry has a pipeline of talent to sustain it in the years ahead, namely by putting the future skills requirements of vehicle technicians firmly on the agenda with government and educators alike. That’s all well and good, but we also need to ensure that all this “future-gazing” is reflected in the learning strategy of each and every automotive business to safeguard vehicle technicians already working in the industry today. In practice, this means that everyone within the business should hold a level of responsibility, regardless of their position, to ensure that they have the relevant skills to service vehicles effectively, particularly as the number of electric, hybrid and autonomous cars continues to rise. — Gavin White is CEO of Autotech Recruit and is part of the IMI’s TechSafe™ Sector Advisory Group — Want to get to grips with EVs? Check out the courses the IMI has on offer. Some are completely free for members: theimi.org.uk/ landing/ev/
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HOW TO...
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Stay on top of your RAG rating You know whether you’re red, amber or green, but what does it mean for your business?
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WORDS_ PAUL CHARLWOOD MIMI CAE
ART PRODUCTION CLIENT
In the past, the DVSA made no secret of what would land a garage a red, amber or green rating. It gave instructions about what its Vehicle Examiners would judge MOT centres on; reception areas were quite important, for example. But that led otherwise poorly performing garages to focus on areas which had little or no impact on road safety, allowing them to achieve green status. That probably seems a little crazy. Things have changed now, and the way the DVSA comes to its ratings isn’t so obvious. Let’s take a closer look. Peer group average Similar dealerships in the same town will typically generate similar results. Most cars within a dealership will be fairly new, serviced regularly and in good condition. Few major dealerships will generate a very high failure rate. But should a dealership produce a very high failure rate – for headlight aim, for example – the following questions could be asked: • Is the headlight tester in good condition? • Do the testers know how to use it? • Are the rails secure in the floor? • Does the tester get a bonus in their wages for every adjustment?
• Is the headlight standing area level? And is the grid reference survey available? • Does the dealership have a crash repair centre and carry out MOTs on accident-damaged cars after repairing them? These are the sort of questions that a DVSA Examiner and the DVSA’s artificial intelligence will be asking when monitoring the garage. Remember, being “red” does not mean something is wrong – it means something is different and needs investigating. A good tester or MOT manager should be able to see this from the test quality information (TQI) and, perhaps, the presence of an amber or red rating. These points should be easy enough for the garage itself to tackle during ongoing management. The last question though, is simply a facet of the business; as long as the staff are aware of this, then the DVSA should be satisfied. However, with such results, you can expect the DVSA to visit, and they will probably want to check these items, even reinspecting a previously tested car. TQI and RAG scores TQI is not the only thing that influences a garage’s RAG status, but it does account for a big chunk of it.
If you’re a manager and you find significant differences between two testers’ results, or maybe a tester who appears to have a normal overall failure rate but who on closer examination only seems to fail the cheaper categories, you need to ask why. Is it a lack of training? Does the tester never fail steering because they’re unsure or unaware of what to look for? Or is the tester with an unusually low failure
rate taking back-handers? Are they bumping up their overall failure rate by “failing” most vehicles for headlight adjustment, knowing the customer would probably not be concerned by it? Misusing TQI When used correctly, TQI allows you to focus in on any anomalies in your testing. Use it for that, but also remember that there are also quite a few testers who misuse it. Imagine someone saying, “I was low on suspension last month, I’d better fail a few more.” This is a dangerous practice. Firstly, you may simply be masking a need for training, but imagine how sick you’d feel if you fail a few suspension components that should have passed and then the DVSA shows up and reinspects the car. The RAG score isn’t just there to grade MOT centres. It’s there to make sure that processes are being followed. It acts as an opportunity for centres to check they’re doing everything they should and assess where improvements could be made. The more thoroughly you understand your status and how to improve it, the better your business could be. — Keep your MOT knowledge up to date with the latest training at theimi.org.uk/ mot-quals/index.html
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HOW TO...
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Change perceptions of F&I COVID-19 and regulatory scrutiny have put extra pressure on the finance and insurance sector. Now’s the time to prove your skills are on point
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WORDS_JAMES SCOLTOCK
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COVID-19 has hit dealerships hard. With no customers coming through the doors, lockdown felt like a bleak time for the industry. However, since the easing of lockdown restrictions, there has been a strong pick-up in business. Whether it’s for new or used cars, the demand still seems to be out there. That puts the finance and insurance (F&I) sector front and centre in the recovery,
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particularly in terms of building relationships with customers, being a major point of contact throughout the sales journey, and making sure customers are taking up products that meet their needs. F&I was already under the spotlight before the pandemic. The Financial Conduct Authority has been taking a close look at sales practices and has been very vocal about some of the shortcomings.
Spencer Halil, Director of Alphera Financial Services, understands where some of those concerns may be coming from, but he doesn’t necessarily think they’re a fair reflection of how much the industry has changed in recent years. “So much progress has been made in professionalising the industry, putting the customer right at the heart of what we do,” he says. “Both
“THE IMI INITIATIVE THAT ALPHERA HAS BEEN INVOLVED WITH AND THE ACCREDITATION PATHWAY HAVE BEEN A REALLY GOOD PLATFORM TO BOOST THE PROMINENCE OF THE EXPERTISE THAT EXISTS IN THE INDUSTRY”
F&I, 1 Spencer Halil FIMI is Director of Alphera Financial Services, part of the BMW Group
large and small franchise groups are focused on the customer, and independent businesses can’t afford to be anything other than focused on the customer.” The challenge, he suggests, is changing perceptions and showing that the advice being given to customers is well thought out, tailored to their needs and delivered by people who understand the products. Accreditation is a important
step in that journey. “The IMI initiative that Alphera has been involved with and the accreditation pathway have been a really good platform to boost the prominence of the expertise that exists in the industry,” says Halil. IMI accreditation works not by forcing extra training on people who already know their stuff, but by simply demonstrating that they have reached a certain level of competence. “We do back it up with training though,” Halil explains, “because new entrants need to be upskilled and people do need refreshing from time to time.” Of course, accreditation is just one piece of the puzzle. Those working in the sector need to play their part in making sure standards remain high, especially as businesses try to rebuild after lockdown. On the right, Halil shares his five recommendations for areas that F&I teams should focus on to make sure they’re representing the sector positively and doing their best for customers in a post-lockdown world. — For more information on the IMI’s F&I accreditation pathway, head to awarding. theimi.org.uk/qualifications/ finance-and-insuranceadvisor or contact the IMI’s Business Development team on 01992 511521
TOP TIPS FOR POST-COVID SELLING 01_Stay up to date Make sure that you’re fully up to date with what’s expected of you, and demand that your lender supports you in that. If they refuse, then you need to find another lender. Bear in mind that customer expectations will probably be different now. They may have been furloughed or have some anxieties over whether or not their employment is secure. Your own knowledge around some of these concerns may need to be refreshed. — 02_Get used to socially distanced selling It’s really important that dealers know what constitutes a distance sale and what that means for their business in terms of their responsibilities to the customer. Clearly, a customer has heightened cancellation rights in a distance sale, for instance. And it’s very important that you use the right documentation with the customer to avoid creating problems further down the road. — 03_ Don’t forget to use digital tools There are many ways to stay in touch with customers: email, phone, and even Zoom or Skype. Using some of these tools will allow you to support the customer even when there is less face-to-face interaction, maintaining that all-important sense of connection. — 04_Understand the customer The suitability of the product for the customer is first and foremost in F&I, and in a post-COVID world that’s more important than ever. For example, a customer might be looking at a product that no longer fits their needs. If we take it for granted that what we knew about that customer before COVID still applies now, we may be doing them a disservice. You need to renew your understanding of what that customer’s circumstances are. Give the customer good, clear, objective advice – even if that advice is, “Don’t buy now, let’s talk again in six months’ time.” — 05_Get accredited The Alphera team has always maintained that accreditation is of paramount importance. That’s because the biggest challenge facing this sector is that the level of professionalism and competence within our industry is not well understood by customers. Accreditation is the critical missing link.
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See what’s coming with lidar Without their suite of sensors, self-driving vehicles wouldn’t even be able to leave the car park. Here’s why lidar is so important
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WORDS_TOM DENTON FIMI, AUTHOR OF AUTOMATED DRIVING AND DRIVER ASSISTANCE SYSTEMS
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COVID-19? I didn’t see that coming
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You can’t get away from them, so you’d better start taking note of autonomous vehicles and the technologies that make them possible. We haven’t quite reached the point where cars can fully drive themselves, but these vehicles are now developing at quite some pace. And as these autonomous systems find their way into more and more vehicles, they’ll have
an even greater impact on our working lives. Of course, many people in the motor industry will already be familiar with cameras, radar and ultrasonic sensors; after all, they already feature in everything from parking aids to adaptive cruise control. However, fewer people will have encountered lidar. Let’s get to know this key bit of autonomous tech.
What is lidar? Lidar (or light detection and ranging, to give it its full name) is also known as laser detection and ranging, laser scanning or laser radar. Just like radar, it’s a sensing method that detects an object’s position and its distance from the sensor. An optical pulse is transmitted, and the reflected signal is measured as it returns. The time delay on
“JUST LIKE RADAR, LIDAR IS A SENSING METHOD THAT DETECTS AN OBJECT’S POSITION AND ITS DISTANCE FROM THE SENSOR”
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A LIDAR “COCOON” IN ACTION (SOURCE: LEDDARTECH)
this pulse can vary from a few nanoseconds (ns) to several microseconds (μs). Most lidar systems use direct time-of-flight measurement. A discrete pulse is emitted, and the time difference between the emitted pulse and the return echo is then measured. This can be converted to a distance because the speed of light is a known constant. Time-of-flight measurement is a very reliable option for the contact-free measurement of distances. Light is transmitted from a laser diode in set patterns, and data is extracted based on the reflections received by a detector. Return pulse power, round-trip time, phase shift and pulse width
are common methods used to extract information from the signals. A very high resolution is possible with lidar thanks to some of the properties of infrared light, which has a short wavelength of between 0.9 and 1.5mm. This means that minimal processing is required to generate extremely highresolution 3D images of nearby objects. Radar, by contrast, has a wavelength of 4mm at 77GHz, making it difficult to resolve small features, especially at a distance. Solid-state lidar and radar both have an excellent horizontal field of view (FOV). However, mechanical lidar systems mounted on top of
the vehicle possess the widest FOV of all because of their 360o rotation. One drawback with mechanical lidar systems, though, is that they tend to be quite bulky. They have become smaller over time, but there’s a general shift in the industry towards solid-state lidar devices, particularly given that the prices for these sensors have dropped considerably in recent years. It’s likely that a solid-state lidar module could cost less than £200 by 2022. Choices, choices… Beyond solid-state and mechanical, there are three main types of lidar sensors: flash, electro-mechanical and optical phased array.
The operation of a flash lidar is similar to a digital camera using its flash setting. A single large-area pulse lights up the environment ahead (using invisible light frequencies). An array of photodetectors then captures the reflected light. Each detector is able to determine the distance, location and reflection intensity. Because this method takes in the entire scene as a single image, the data comes in much faster. Also, as the entire image is captured in a single flash, this method is less vulnerable to vibrations that could distort the picture over time. One problem with this method is that reflectors on
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SUPERCHARGE YOUR CAREER WITH AN IMI-ACCREDITED COURSE
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IMI TRAINING CENTRE DIRECTORY
TO ADVERTISE YOUR COURSE, PLEASE CALL 02037 717200
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MOT AND TECHNICAL TRAINING COURSES ART PRODUCTION
With over ten sites across the UK, plus on-site training delivery options, we work in partnership with national awarding bodies, including the IMI. — Training courses available: MOT tester and manager training – MOT annual training and assessment – EV and hybrid (including on-site delivery) – Transmission systems – ADAS, steering and suspension – MOT consultancy including Authorised Examiner Consultancy – Full MOT site audits and compliance (inc MOT tester QC) – 0% finance available — Call us on 01234 240503 or email training@autotechrecruit.co.uk For more information, visit autotechrecruit.co.uk/training
SKILLNET – FOR ALL YOUR AUTOMOTIVE TRAINING NEEDS Whether you need new apprentices or training for your existing staff, then Skillnet can help. We operate UK-wide through a series of training centres, and we can also deliver training on your premises. — So, for everything F-Gas to Electric Vehicle training, and from apprenticeships to engineering degrees, give us a call. 01923 216165 or email: info@skillnet.org.uk
CLIENT
Support for the automotive industry Whilst we find ourselves working in unfamiliar circumstances, we wanted to offer a helping hand, and have made available a one stop shop giving you access to a range of tools, resources and guidance to help you, your team and your organisation through the COVID-19 crisis. The IMI COVID-19 Hub gives you access to:
Mind
Learn
Support
Keeping your mind healthy
Online coaching and the latest industry news
Guidance and support using free online tools
For help and guidance on dealing with the COVID-19 crisis visit our supportive hub: www.theimi.org.uk/landing/covid-19 or contact the IMI team at: hello@theimi.org.uk
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other vehicles can end up reflecting too much of the light back, rather than allowing some of it to scatter. This can overload the lidar sensor. A further disadvantage is the high laser power required to illuminate the scene to a suitable distance. Far more common than flash lidar is the narrow-pulsed timeof-flight method used within
a micro-electro-mechanical system (MEMS). In this setup, mirrors are used to steer sequential laser beams. The angles of these mirrors can be changed by applying a voltage. Moving the beam in three dimensions requires several mirrors arranged in a cascade. The alignment process is not simple and can be affected by vibrations. Automotive
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specifications start at around -40°C, which can be a difficult operating environment for a MEMS device. Developments are ongoing, but it is likely that MEMS lidar will end up being the sensor of choice for many manufacturers. Optical phased arrays are a more recent, fully solidstate alternative to MEMS devices. Electronic signals are used to adjust the angles of the sequential laser beams, rather than mechanically operated mirrors. This could theoretically eliminate some of the operating constraints experienced by MEMS sensors, but further development is required.
Once all the data has been captured by the lidar sensors, it’s processed to produce a point cloud, effectively a 3D map of the vehicle’s surroundings. This data must be processed very quickly so the car can decide on a path that’s safe to take. In some circumstances, even over a short period, many terabytes of data can be collected. That’s the next stage in autonomous driving: processing. As more sensors appear on vehicles, more data will be collected. That means more for the car to analyse so that it knows if it can continue on its journey or if it needs to take evasive action.
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THE VIEW FROM THE DEVELOPMENT TEAMS “Every second a self-driving vehicle is operating, it’s gathering information about the world around it,” says Tony Lockwood, Autonomous Vehicle Manager for Virtual Driver Systems at Ford. “Cameras and lidar help it identify vehicles, pedestrians, signs and anything else that might be on or near the street. Radar helps the vehicle keep track of how fast things are moving around it. “Without all this data, selfdriving cars wouldn’t even be able to leave a parking lot. These vehicles need to process a constant stream of information to navigate their surroundings safely, but even before they can do that, high-quality data is needed to help engineers and researchers create software that can properly teach selfdriving vehicles how to analyse their environments. “To further spur innovation in this exciting field, Ford is releasing a comprehensive self-driving vehicle dataset to the academic and research community. There’s no better
way of promoting research and development than ensuring the academic community has the data it needs to create effective self-driving vehicle algorithms. “As part of this package, Ford is releasing data from multiple self-driving research vehicles collected over a year – part of advanced research efforts separate from the work we’re doing with Argo AI to develop a production-ready self-driving system. This dataset includes not only lidar and camera sensor data, GPS and trajectory information, but also unique elements such as multi-vehicle data, 3D point clouds and ground reflectivity maps. A plug-in is also available that can easily visualise the data, which is offered in the popular ROS format. “There are a number of reasons why these data points are noteworthy. Since this dataset spans an entire year, it includes seasonal variations and varied environments in and around the Detroit metropolitan area. “Most datasets only offer data from a single vehicle,
but sensor information from two vehicles can help researchers explore entirely new scenarios, especially when the two encounter each other at different points along their respective routes. Right now, one vehicle has limited ‘vision’ in terms of what it can see. But with multiple vehicles in the same general area, it’s feasible one could detect things the other simply cannot, potentially opening up new routes for multi-vehicle communication, localisation, perception and path planning. “The whole point of this effort is not only to improve the way self-driving vehicles navigate their environment and interact with personal cars, pedestrians and other self-driving vehicles, but also to support the next generation of engineers. Offering researchers a comprehensive package of information will enable them to create advanced simulations based on real data – and we’re excited to see how this will all be used.” — Want to find out more about Ford’s work? Visit avdata.ford.com, where you can see the first set of data logs from the firm’s autonomous test vehicles
RECAP: WHAT’S LIDAR AGAIN? Lidar sensors work like radar, using the echo principle. The difference is that lidar uses laser pulses instead of radio waves. Lidar can record distances and relative speeds in the same way as radar, and it can also see complex traffic situations, even in the dark. Lidar even recognises objects and angles with a much higher degree of accuracy than radar. One thing to note is that lidar is less effective than radar over longer ranges and in poor weather conditions such as rain or fog.
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Hydrogen fuel cell WORDS_TOM DENTON FIMI
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Some people say hydrogen is the fuel of the future, and they may well be right. Most manufacturers are now developing a fuel-cell vehicle (FCV) alongside their batteryelectric vehicles (BEVs), and Toyota, Hyundai and Honda have already put FCVs on our roads. Because of the extra fuel storage potential, the range of an FCV is often as good as (if not better than) many petrolor diesel-powered vehicles. However, the hydrogen still has to be created using electricity, just as an EV’s battery needs to be charged by an external power source. Arguably, an FCV is just a BEV with the addition of a hydrogen storage tank and a fuel cell. A fuel cell simply converts the energy released by the chemical oxidation of a fuel into electricity. All oxidations (including combustion) involve a transfer of electrons
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between the fuel and the oxidant (typically oxygen from the air). In a hydrogen fuel cell, it is this transfer of electrons that is harnessed to produce electricity. A combination of hydrogen and oxygen has been identified as the most efficient fuel for this, but some fuel cells have also been developed to run on methanol. Fuel cells are generally very reliable and operate silently. How does the reaction work? As hydrogen passes over the fuel cell’s positive electrode (the anode), negative electrons are stripped away. This allows the now positively charged hydrogen ions to diffuse into the electrolyte (see the diagram opposite). The electrons pass through an external circuit, powering the motor, before re-entering the fuel cell at the negative electrode (the cathode).
Meanwhile, oxygen is passed over the cathode and diffuses into the electrolyte, where it creates a solution of negatively charged hydrogen anions (OH). Water (H 2O) is created as the by-product of a reaction involving the hydrogen ions, the oxygen atoms and the reintroduced electrons. If the heat generated by the fuel cell is harnessed too, an efficiency of more than 80% is possible. A unit consisting of many individual fuel cells is referred to as a stack. The working temperature of these cells varies, but about 200°C is typical. High pressure is also used, and this can be in the order of 30 bar. There are a great number of benefits to FCVs, but as yet no company has really made the technology commercially viable for mass production. Time will tell if it becomes a mainstream option.
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“BECAUSE OF THE EXTRA FUEL STORAGE POTENTIAL, THE RANGE OF A FUEL-CELL VEHICLE IS OFTEN AS GOOD AS MANY PETROL- OR DIESEL-POWERED VEHICLES”
Industry expert Tom Denton has penned numerous automotive books, including Electric and Hybrid Vehicles. Visit tomdenton.org for more details High-pressure hydrogen storage tank
High-voltage battery
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The fuel cell is supplied with hydrogen, and any unused fuel is returned to storage
The oxygen (O) in the air combines with hydrogen (H), so the waste product is pure water (H 2 O)
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WHAT’S HAPPENING AT YOUR IMI? It’s all about the detail(ing) the ashley school academy trust in Lowestoft, Suffolk, has been giving some of its Year 11 pupils an insight into the world of professional valeting through its options programme. Pupils began washing teachers’ cars as part of their enterprise programme almost two years ago, and for some this has developed into a standalone part of the curriculum, alongside more traditional subjects such as English and maths. Many of the pupils have co-occurring disorders such as autism or face difficulties with their speech and language. Teaching them to progress from a basic wash to true valeting and detailing has required careful planning and some creative thinking from the team at the school. New elements have been introduced into the school timetable, and support
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from senior leaders ensured that the course was resourced appropriately. Initially, the “business” took time to build, but as staff discovered the highquality work the students were doing, a waiting list soon developed. All profits from the valeting are reinvested into the course and help to fund the equipment and materials. Pupils have become highly skilled at using professional valeting and detailing equipment and have picked up a real sense of the world of work, having visited a
number of retail and valeting businesses. They have grown in confidence and developed some impressive technical know-how, while also working on their social and communication skills. The school has become a registered IMI centre and has delivered the IMI Level 1 Certificate in Vehicle Valeting, a standard adhered to by thousands of automotive professionals. The school is now preparing for its second cohort and looking ahead to building further links with local companies.
We’re always available to talk if you have any questions or queries. Get in touch with the membership or centre support teams on 01992 511521 or email us at imimembers@theimi.org.uk
AGM NOTICE NOTICE IS HEREBY GIVEN That an Ordinary General Meeting (being the 99th Annual General Meeting of the Institute) will be held digitally on Tuesday 27th October 2020 at 2.00pm. AGENDA 1. Apologies for absence 2. Minutes of the Annual General Meeting of 30th October 2019 3. Installation of President – 2020/2021 4. Installation of Vice Presidents – 2020/2021 5. Installation of Honorary Treasurer – 2020/2021 6. Declaration of Directors 7. Revenue Account and Balance Sheet of the Institute for the year ended 31 March 2020, plus the Auditor’s Report 8. Annual Report for the year ended 31 March 2020 9. Appointment of Auditors 10. Special Resolution to amend the Articles of Association 11. Any other business By Order of the Board Simon James | Chief Financial Officer The Institute’s Article of Association 15.1 provides that: on a vote on a resolution at a General Meeting on a show of hands or on a poll, every Corporate Member present in person or by proxy has one vote. — Article of Association 16.1 provides that: a “proxy notice” (as defined in Model Article 31(1) of the Model Articles for Private Companies Limited by Guarantee) and any authentication of it demanded by the Board Members must be received at an address specified by the Institute in the proxy notice not less than 48 hours before the time for holding the meeting or adjourned meeting at which the proxy proposes to vote; and any proxy notice received at such address less than 48 hours before the time for holding the meeting or adjourned meeting shall be invalid. — Please confirm your interest in attending the webinar or request a proxy notice via: Simon James, Chief Financial Officer, c/o Georgia Murnane, IMI, Fanshaws, Brickendon, Hertford SG13 8PQ, or email ceooffice@theimi.org.uk — The Annual Report will be available on the IMI website from September 2020. Anyone requiring a hard copy should contact ceooffice@theimi.org.uk or the address above.
W E WISH TO EXPR ESS OUR DE E P E S T S Y M PAT H Y T O T H E F A M I L Y A N D F R I E N D S O FÉ Martin Austin FIMI, aged 74 It is with great sadness that we report the death of one of the IMI’s long-standing and influential members. Martin Austin, who has died at the age of 74, was a past Chairman and Honorary Treasurer of the IMI. He joined the Institute in 1964 as a student member and passed the IMI Final Examination in 1967. He was then upgraded and awarded fellowship in 1987. Between 1997 and 2010, he sat on the Council of Management and held the position of Chairman of Council for 1999-2000. He then held the post of Honorary Treasurer from 2000 to 2002. During this period, he led the way on the IMI’s international growth, establishing a foothold in Malaysia, which is still an important region for the IMI today. Martin devoted his time to other motor industry organisations too, serving as a board member of the Retail Motor Industry Federation between 1997 and 2000 and as President of the Fellowship of the Motor Industry in 2014-15. He started his career in 1963 as a Technical Sales Apprentice at Morris Motors, Oxford. Until his retirement, he was Managing Director for his established company, Corby Motor Group in Northamptonshire. Steve Nash, CEO of the IMI, said: “Martin is sadly missed by his fellow professionals. Our sincere condolences are with Martin’s wife and family.” Albert Campbell MIMI, Tyne and Wear, aged 73 Michael Garton MIMI, Buckinghamshire, aged 84 William Little MIMI, Roxburghshire, aged 74 David Lowe MIMI, West Midlands, aged 81 Ronald Mellor FIMI, Derbyshire, aged 76 Harcharan Ranautta AMIMI, Buckinghamshire, aged 86 Tony Stevenson MIMI, Derbyshire, aged 77 William Walsh MIMI, France, aged 82
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My first job was as an apprentice mechanic. I had long been interested in motorbikes and worked on them to keep them going. That experience helped me land that first job. —
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I found that opportunities kept coming my way in the organisation I’d joined. The new roles always tested me and pushed me a bit further, so I suppose the industry stuck with me really! —
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How did you make that happen?
I went to technical college, and in the final year of the course I studied management. This gave me an IMI-recognised qualification. I got my first management role as a Service Manager when I was 23. — How did your career develop from there?
At 26, I was promoted to be the General Manager of
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Is there anything you would have done differently with the benefit of hindsight?
Lots and lots. I should have moved faster and given over more responsibility to young people sooner. There are too many leaders holding on to the reins when younger people with more energy (and often more relevant experience to today’s world) should be making the decisions. —
Why did you stick with retail?
As I learned how business worked and how the automotive industry was set up, there were lots of avenues to choose from. It seemed to me that the person I worked for always had the better job, so my next goal was always to have their role or one like it. —
plenty of energy will be essential. That can only be a good thing for me and my team. —
What advice would you give to someone who wants to work in auto retail?
the dealership where I was working. A few years later, I met a couple of guys who were a lot older than me, 36 and 40, and they said they had plans to grow the business, so we bought up some dealerships together. This group later became Pendragon when we listed on the London Stock Exchange, having demerged the vehicle division of Williams plc in 1989. By then, I was the CEO and we were operating 19 car dealerships, both specialist and luxury franchises, as well as a small contract hire
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business. Along the way, Pendragon acquired the Stratstone brand, followed by Pinewood Computers [including its dealer management system] and Evans Halshaw. The group bought Reg Vardy in 2006 and Dixon Motors after that. What are your goals for the future?
I still have energy to expend and some money to invest. That means I can keep doing the things I enjoy. The automotive industry is moving fast, so having
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There will be lots of change and with that comes lots of opportunities. Choose who you work with, and be loyal and committed to them if they’re loyal and committed to you. It’s a huge industry, and it seems to be entering a new age where the customer really is king. Make the most of it. — Trevor Finn, former CEO of Pendragon and now head of industry consultancy New World Automotive, was speaking to Tristan Young
—
Who are your motoring heroes and inspirations? To feature in our next edition, email james. scoltock@thinkpublishing.co.uk
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