Modern Claims 24 - NBRA: Bodyshops: On the Front-line of Claims

We want to be the reassurance that sits beside the bodyshops to help them through changing environments Jason Moseley, NBRA

Bodyshops: On the front-line of claims

Bodyshops Supplement 2017

Combining over 200 years’ industry experience for bodyshops We can offer you: • Technical assistance • Advice on employment law National Body Repair Association • Guidance on industry standards Your Industry Voice • Alternative dispute resolution

& much more!

Contact us today to find out what we can do for you:

0845 305 4239 bodyshops@rmif.co.uk

MODERN CLAIMS

WELCOME

ith the massive changes currently taking place in the personal injury sector, which will drastically alter the PI landscape, it can be easy to look past the damage done to a vehicle in a road traffic accident, and the impact this can have on a claimant. The loss of a vehicle can have great social, economical and sentimental effects on a person, and though credit hire companies aim to fill this gap as quickly and conveniently as is possible, it is up to the bodyshop to restore and return the original vehicle to the owner to help return their life to normal.

W

Hence the heading of this Bodyshops Supplement; On the Frontline of Claims. Bodyshops have high standards of quality and efficiency to meet for insurers and their customers, but internal and external pressures can sometimes make this challenging. This supplement seeks to address some of these challenges, following an exciting new rebrand of our proud sponsor, the National Body Repair Association, who aim to represent their members to help them tackle current issues in the repair industry and to make claims professionals aware of the great work repairers are doing to improve the claims experience for the public.

At a time when bodyshops are beginning to feel the effects of a changing society, it was interesting to hear from some of the

industry’s leading figures about the importance of preparing for autonomy, making the most of data and combating an impending skills shortage, among other topics. And it was great to learn about the initiatives and innovations the sector is creating to fight these fires, while simultaneously maintaining quality and speed in their work.

The bodyshop industry may be just one part of the entire claims handling process, but many of the issues it is facing are parallel to those present in the wider sector, and as such bodyshops serve as a microcosm for the rest of the claims sector. Therefore, I hope the interviews and features compiled for this project will provoke some interesting ideas or questions about your own operations, whatever they may be, or, if not, that they will make clear the work repairers are doing to get claimants back on the road, in their own vehicle, as soon as possible.

Brendan Gurrie Editor, Modern Claims Magazine.

01765 600909 | @ModernBrendan | brendan@charltongrant.co.uk

CONTENTS

INTERVIEWS

FEATURES

06 Jason Moseley

With autonomous vehicles on the horizon, and personal data security being regarded as a major concern, Jason Moseley outlines how the bodyshop sector has changed in recent years, how this has affected the claims process, and what the future holds for trade association affiliated bodyshops.

10 Roger Collings

22 The Common Automotive Platform Standard

24 Tackling the skills crisis

With consolidation, skills shortages and fraud all currently posing challenges to the bodyshop industry, Roger Collings told Modern Claims how the relationship between insurers and bodyshops can be used to tackle these issues.

14 Steve Plunkett

Steve Plunkett told Modern Claims about the roles of OEMs and Bodyshops within a constantly evolving market, and delves into issues of education, training and technology within the auto industry.

Like any part of the automotive aftermarket, the bodyshop sector does not operate in isolation to global technological, social and economic movements, and that is never more prevalent than it is today. Here, Martin Gray, CEO of LKQ Coatings’ parent company Euro Car Parts, takes a look at the industry, the changes it has seen over the last twenty years, the impact of technological advances, and the challenges it is likely to face over the next generation as it strives to meet the needs of the customer

Group Editor Brendan Gurrie

March 2017

Project Manager Rachael Pearson

The skills crisis in the vehicle repair industry is fast becoming disastrous. After generations of neglect in terms of investment in young people, the industry is now faced with an ageing workforce and the need for cultural change in terms of engaging with young people and exposing the industry as a lucrative and rewarding career destination. Bob Linwood reports.

26 The importance of great relationships

FEATURES 20 Paint it black…

Data exchange in the UK is falling behind the claims industries of other nations. The Common Automotive Platform Standard (CAPS) is seeking to change that through simple, streamline single data exchange.

Communication has been identified as an area of improvement for insurers and bodyshops. Peter Millis explains how teamwork and trust between the two parties builds relationships, brings down key to key time, and ultimately helps to improve customer service.

28 ADAS – the biggest challenge for the aftermarket?

Advanced Driver Assist Systems are gaining popularity among vehicle manufacturers, with some of these becoming a legal obligation in new vehicles. Andrew Marsh takes an in depth look at some of these systems, and how they can improve road safety.

30 Case Study

Standard Practice – A Bodyshop Industry Case Study

Editorial Assistant Poppy Green

Events Sales Kate McKittrick

Bodyshops Supplement 03

HAVE YOU SEEN OUR SISTER PUBLICATION?

OF THE BUSINESS

ISSUE 27 December 2016 ISSN 2050-5744

LAW

THE BUSINESS OF

ISSUE 28 February 2017 ISSN 2050-5744

LAW

IND RICHARD SUSSK prosperous cannot imagine a ly in the 2020s, I e form of AI.” som “When we are firm g cin bra em legal business not

JONATHAN SMIT HERS

Sponsored by Supported by

“We also want to ensure tha commenting on the t the legal profession is seen as a tho ught leader, not just thoughts of others but coming up wit h new ideas”

Supported by

Sponsored by

To arrange your free subscription please email poppy@charltongrant.co.uk

www.modernlawmagazine.co.uk

We never want to be a provider of work, but we want to be the reassurance that sits beside the bodyshops to help them through changing environments

INTERVIEW

Jason Moseley With autonomous vehicles on the horizon, and personal data security being regarded as a major concern, Jason Moseley outlines how the bodyshop sector has changed in recent years, how this has affected the claims process, and what the future holds for trade association affiliated bodyshops.

Q A

Could you outline the role of bodyshops within the claims process, and how has this changed in recent years?

Bodyshops are a key part of the claims process because they’re one of the main touchpoints with the customer. If somebody’s had an accident in their vehicle, they will see their car going into the bodyshop, in a mangled mess in many cases, and watch it emerge all shiny and polished. They are one of the biggest value-adding elements of the whole claims chain, because they take something that’s worth less due to an accident and reinstate it to its original condition. They have a key role in protection of the vehicle owner’s asset.

Over the years, more and more insurers and accident management companies have come to rely on bodyshops to do more tasks, particularly tasks related to communication and engagement with customers. If you go back twenty years, it was very much the insurer that was in control of that process, and the bodyshop was solely in charge of physical repair. Now, there’s a lot more data interchange and there are a lot more customer touchpoints with the bodyshops. They’ve had to move their business model on from just thinking about technical aspects and extend their focus to customer service roles.

Could improvements be made to the relationship between bodyshops, OEMs and the other parties involved in the claims resolution process?

Q

A

There’s still a lot of work to be done here. There’s a lot happening in terms of communication between those parties, like data interchanges and electronic communication, but there’s still a slightly dysfunctional relationship there. Rather than being seen by insurers or accident managers as a key supplier partner in the claims process, bodyshops are seen as a cost element of the process that needs to be controlled. Obviously, vehicle technology is rapidly evolving, vehicles are getting more difficult to repair and investment in the need to repair them is increasing. In the bodyshop sector, we’ve also got a skills gap problem – we’re not getting the young blood into the industry as quickly as we need to.

Insurers giving the right payment to bodyshops for doing a service means the bodyshops can reinvest that money, be stable for the future, and be assured of capacity. It creates a healthy continuing market. If we continue with a slightly abrasive relationship between the two, where it’s all about controlling supply costs, there’s going

March 2017

to be a race to the bottom; that investment isn’t going to be there.

That’s where relationships need to improve, but there are some insurers looking at bodyshops as solution providers, which is more in line with the way things need to go.

What are bodyshops doing to educate the public about vehicle repairs and vehicle safety, and how can this be improved?

Q

A

Traditionally, bodyshops have been technical businesses – they repair cars. Marketing and communication has never been their strong point, although we’ve seen this improve through changing market dynamics. We’ve seen more soft franchises emerging, who can provide support to individual repairers in terms of their imaging and marketing processes.

From an NBRA perspective, we’re becoming far more active in the digitisation of communication through various social media platforms, in order to talk about our industry and our members.

That’s a constant development.

The key message we’re trying to drive across is about vehicle safety. If you’ve got a vehicle that’s damaged, that’s a very technological item; I read the other day that there’s more technology and IT coding in a BMW 5 Series or a new Mercedes than there is in a Boeing Dreamliner aircraft. It’s a really

We’ll also be seeing our relationship with the car change too. Sixteen year old kids today are saying that they probably won’t own a car, they’ll lease one. Their relationship with a vehicle will be very different, which will also alter how they’re repaired

Bodyshops Supplement 07

INTERVIEW

Obviously, vehicle technology is rapidly evolving, vehicles are getting more difficult to repair, and investment in the need to repair them is increasing. In the bodyshop sector, we’ve also got a skills gap problem – we’re not getting the young blood into the industry as quickly as we need to sophisticated product, and you need to be ensured that all those systems are repaired correctly. As we become more reliant on technology, we’ve got to know that those systems are working effectively. That’s our message; choose a bodyshop that is affiliated with a trade association. We make sure that our members are all at the top of their craft, they invest, and they have access to the right information. It’s our job to help them tell that story to the market, which is a task that’s constantly evolving.

What emerging technologies will disrupt the bodyshop industry in the near future?

The obvious answer is autonomous vehicles. In the short-tomedium term, this is a huge opportunity for bodyshops. We see that, but while there is a mix of these vehicles emerging on the roads, there are still going to be accidents. It’s well documented that the Google car has already had an accident, but it wasn’t the fault of the car, it was the fault of a manned bus that drove into it.

So while we’ve got a mix in the environment, these things are still going to produce a lot of work for the bodyshop industry.

Q A

The challenge, on the other hand, is getting to grips with the technology. These vehicles need to be plugged into diagnostic equipment, so the bodyshops need to have all of that information in order to repair that vehicle.

In terms of other emerging technologies, we look at the communication side of things, which is going to continue to involve constantly evolving social media platforms. The need for more communication, and the need for self-service repairs in some cases, is going to continue as well.

We’ll also be seeing our relationship with the car change too.

Sixteen year old kids today are saying that they probably won’t own a car, they’ll lease one. Their relationship with a vehicle will be very different, which will also alter how they’re repaired. It won’t be ‘Jason and his shiny pride and joy being taken in to be repaired’; it will be depersonalised from the individual in terms of ownership.

Traditionally, bodyshops have been technical businesses – they repair cars. Marketing and communication has never been their strong point, although we’ve seen this improve through changing market dynamics

08 Bodyshops Supplement

Q A

What role does data sharing and communication between bodyshops have on the claims process?

This is a massive point, and it’s something that has changed a lot. The bodyshop is now a key part of the hub in making sure the policyholder and the insurer are both kept abreast of the repair. One of the main negative KPIs of the past has been customers wondering what is happening to their car. This has created problems for the insurer, who has to make 10-20 phone calls to chase things up, but with data sharing, a lot of this is automated between the bodyshop and the insurer. There are portals set up through which you can instantly see the status of a vehicle, and that information is then transported via various different platforms to the end user, be it through text message or Facebook. However, the thing we need to be mindful of is that the body repair industry is starting to have to manipulate a lot of personal data, which brings about a lot of challenges around data security and data legislation. You also have to think about vehicle accident and repair in terms of the personal injury claims industry, which can be very aggressive in trying to extract personal injury claims and revenues from car accidents. The acquiring of personal data linked to an accident is a bit of a jewel in the crown for some firms that want to chase these claims. As a result, the industry really has to work together to manage data within a properly controlled ecosystem.

Q A

How has the government impacted the bodyshop industry in previous years?

In terms of government support, I’d say that the government and local authorities have helped in not investing in great road maintenance – we’ve still got a lot of potholes around, which has supplied the bodyshop industry with a lot of work!

The direct impact of the government is minor though; their role revolves more around things like apprenticeships. The government is finally getting to grips with the fact that some industries are woefully lacking in young skills and that the university route isn’t for everybody.

Q A

What impact will Brexit have on OEMs and bodyshops in the near future?

Our members were largely supportive of Brexit – they saw it as the way forward for them. It might impact the OEMs to some degree, although I can’t see it making a massive impact to bodyshops. The only area that could be impacted is to do with skills and skills shortages once again. In some areas, bodyshops are significantly staffed by Eastern European labour, and some of our members are linked up with Eastern European recruitment agencies, in order to source skilled people from overseas.

If Brexit has a negative effect on being able to source those people, or those people being able to gain access to the country, then it could be a problem. That will push things further down the chain as well. That will be a problem for the insurer and the bodyshop. People always talk about the lack of bricks and mortar, but that’s not the real problem. There’s always going to be bricks and mortar, but the problem will be having enough hands to physically repair the vehicles.

March 2017

INTERVIEW

There’s always going to be bricks and mortar, but the problem will be having enough hands to physically repair the vehicles

Q

Has your approach towards the auto industry changed at all since your appointment as Executive Director of RMI Bodyshops?

I spent eight years at Thatcham, and back in 2006 I did a ‘Back to the Floor’ exercise in order to understand more about the industry and what happens at the grassroots. I got my overalls on and went to work in a bodyshop for a week. I did the same when I joined the RMIF, but specifically looking at what had changed 10 years on. The biggest change that I saw was in the business elements that a bodyshop now has to cope with.

A

Q A

Could NBRA become a ‘one stop shop’ for people seeking vehicle repairs?

We want the NBRA to be that rubber stamp of confidence, so if you display the NBRA badge, you’re a bodyshop that has invested in data security, customer service awareness, safe repairs and standards. We never want to be a provider of work, but we want to be the reassurance that sits beside the bodyshops to help them through changing environments. A consumer can also look at it and recognise that a bodyshop is part of a professional trade organisation, therefore their car and their data is going to be taken care of.

Q A

Why did you decide to rebrand RMI Bodyshops as the NBRA, and what are your aims going forward with the brand?

If we look back at the sector over the past thirty years, we’ve had numerous trade associations representing the body repair industry. At one point there were three: the Motor Vehicle Repairers Association, the Vehicles Builders Repairers Association, and the RMI always had a smaller bodyshop division. There was a bit of disconnect in the industry; who was the trade association, and who represented who?

Over the last few years, we’ve seen consolidation. About five years ago, the RMI National Association of Bodyshops (NAB) merged with the MVRA to create one trade association, and in the latter part of 2015, NAB also consumed the VBRA. So now there is one trade body and one voice representing the vehicle body repair sector. It’s part of the bigger ecosystem of the overall RMIF, which encompasses over10,000 members across franchise dealers, independent service and maintenance garages, and petrol retailers. We’re part of a larger organisation, therefore we have the correct governance and backing.

We feel that the right thing to do now is to bring the brands together completely under one new brand, which is the National Body Repair Association (NBRA). That fits very nicely with the other RMI brands, like the National Franchise Dealers Association (NFDA), the Independent Garage Association (IGA), and the Petrol Retailer Association (PRA).

We’ve set ourselves a new vision for the sector, with a lot of new brand values and innovative new member services. We wanted to communicate this through a fresh new brand, which will help people to understand what we’re all about.

Jason Moseley Jason’s role as Executive Director at the NBRA is multi-faceted.

• Showing leadership for the repair industry. Using the strength of the NBRA brand, Jason’s vision for NBRA Bodyshops will ensure that the views of the repair sector are heard by key decision makers (such as the government), securing industry sustainability and growth.

• Providing an increased value set of services that members can practically use, driving operational improvement their business.

• Ensuring that NBRA is a current, relevant, and innovative association which continues to deliver all that they promise.

Prior to the NBRA, Jason spent 5 years at Solera as Business Development Director and Chief of Staff in the central SMR & Data Groups, developing and deploying core data and product solutions to the 70 Audatex markets.

He was a central player in the creation of AudaMobile for processing claims via mobile tablet devices. In addition, diversifying the Solera portfolio with vehicle valuation and identification solutions.

Before joining Solera, Jason was Chief Operating Officer at Thatcham (The Motor Insurance Repair Research Centre). He established the first UK market parts certification program, bringing quality and transparency to the collision repair sector.

In 2006 he was the industry driver of the PAS 125 standard and the associated implementation of the BSI Kite mark scheme in UK. This culminated in Jason receiving the 2007 Collision Industry outstanding achievement award.

In 2010, Jason´s team launched a new interactive online repair and maintenance data solution for body shops and garages He has sat as a non-executive director on several boards and particularly enjoyed his time with the Institute of the Motor Industry Awards Board, focusing on raising skills and recognition of individuals in the automotive aftermarket.

Jason holds a BEng Honors Degree in Engineering and has also held senior international positions in various global automotive first tier supplier businesses.

In his spare time Jason likes to play Tennis and cycle as well as enjoy time with his family.

March 2017

Bodyshops Supplement 09

The challenge is to repair as many cars as possible without increasing overheads, maintain quality and effectively reduce the overhead cost per repair

INTERVIEW

Roger Collings With consolidation, skills shortages and fraud all currently posing challenges to the bodyshop industry, Roger Collings told Modern Claims how the relationship between insurers and bodyshops can be used to tackle these issues.

Q A

How has the repair process changed over the last decade?

The physical process of repairing a car has not changed fundamentally. In the last 10 years, however, the management and the control of the repair process has changed with the introduction of PAS 125(latterly known as BS10125) and the BSI Kitemark. Overall, as bodyshops, it has been accepted that we have seen improvement in quality and consistency from those adopting the standard.

In terms of the claims part of the repairs process and in conjunction with BS10125, we have seen a greater and improved relationship with insurers as levels of trust and transparency have grown. The insurer’s focus has moved away from micro managing the repair process, by delegating this part of the process to repairers. There has been a greater shift by both parties to focus on customer service, which has led to a greater focus on claims cycle time, key to key time, and in particular how bodyshops communicate with customers during the process.

We have seen upward pressure on repair costs that continues to impact the repair process. The increase in costs has largely been driven by the inexorable increase in both parts costs and paint costs, whilst labour rates have not kept pace with inflationary pressures. In real terms the average number of hours per job has fallen too.

Customers’ expectations have increased, particularly with time scales and replacement vehicles. Many bodyshops have adopted lean processes and fast track repair facilities to fulfil these expectations and now offer a wider range of courtesy cars rather than purely a Class A option.

A new generation of bodyshop owner has emerged. Traditionally, it was an owner/manager, but as many businesses have grown, the skill set within bodyshops has also grown to include Managing Directors, Finance Directors and many other disciplines. A modern bodyshop is now a highly efficient and well run organisation with a pool of business skills and resources. Â Are there regional issues that factor into the claims process, with regards to bodyshops?

Q A

European staff, with signs that this source is now exhausting.

Labour/Contractual rates, apart from London, have tended to be set on a national basis with little consideration of micro economics.

As franchise dealers have consolidated, those bodyshops outside the major conurbations have restricted options in parts supply, which has resulted in lower parts profits, at the same time as pressure has increased on discounts given away to selected work providers.

Q A

What are bodyshops doing to drive efficiency during the repairs process?

This is a constant and evolving challenge that covers every area of the repair process. As businesses, bodyshops look at efficiencies, from both a variable cost and overhead cost point of view.

The variable costs focus on the most cost effective and profitable methods to repair the vehicle and the most efficient way of processing the repair through the bodyshop.

From an overhead point there has been a move to throughput accounting. Bodyshops have identified the need to control administration costs and to process as many repairs as possible, without overall increasing of overhead costs. The challenge is to repair as many cars as possible without increasing overheads, maintain quality and effectively reduce the overhead cost per repair.

The challenge going forward is how to find new efficiency gains.

Most of the easy wins to improve efficiency have now been adopted, and we find as an industry we need new and innovative solutions, with the benefits shared equally between bodyshops and their clients.

Q A

What challenges are facing bodyshops in terms of communicating with each other on a national level?

The primary challenge for bodyshops is that most of the communication software is being imposed on them, for a variety of reasons.

Bodyshops are generally agreed that data communication can support efficiencies and most welcome this. However, bodyshops

Yes, in particular as the bodyshop sector has shrunk in numbers. Customers, particularly in rural areas, have an increased travel time to access a bodyshop.

There are also severe staff shortages of skilled technicians in many geographic areas; in many cases this has become the primary constraint on business expansion.

As a result, bodyshops are often covering a wider geographical area to gain capacity efficiencies, which often leads to customer dissatisfaction and increased overhead costs.

Staff shortages have been supplemented by an influx of Eastern

March 2017

Claims data has become a very valuable commodity, without the benefits really feeding back to customers or being retained to support the industry Bodyshops Supplement 11

INTERVIEW

The interesting debate will be over any changes in liability following accidents. At what point does the technology, and ultimately the manufacturer, become liable for an accident, rather than the driver of the vehicle? need to be part of the decision and implementation process. If not, bodyshops will be left with multiple systems, vast arrays of double keying and systems that should be supporting our efficiencies, becoming a burden rather than a support tool. An industry standard communication tool that could be adopted by all stakeholders in the process would be the utopia.

Bodyshops are generally not aware and should be aware of their responsibilities under the Data Protection Act. This is made increasingly difficult when presented with licensing agreements from software houses, full of legal jargon, that require signing under a ‘fait accompli’, with no recourse or option to question the licensing agreement.

At present there is too much individual thinking, rather than a conjoined focus on benefits for the wider industry. It should be focused on providing bodyshop customers, the consumer, with a better claims journey and protection of their data.

What strides are bodyshops taking to improve the sharing of data between each other, and the different parties involved in a claim?

Q

A

Bodyshops are striving to lead the way and are receptive to new communication tools. Unfortunately, bodyshops are not the innovators in this part of the industry and tend to be having to adopt multiple systems imposed by different software houses.

There seems to be little consideration for bodyshops in how this software and these processes integrate into the businesses.

NBRA have been instrumental in starting this discussion and debate by highlighting some of the issues, with the focus on the evidence of data being hijacked and legally questionable terms and conditions being imposed on bodyshops.

The challenge as an industry is to restrict the financial gains that many seek from outside the process. Claims data has become a very valuable commodity, without the benefits really feeding back to customers or being retained to support the industry.

Q A

How will autonomous vehicles affect the repair process?

There is a lot of speculation on how this will affect the process. There will certainly need to be a closer relationship between bodyshops and manufacturers and key data will need to be accessible, particularly to independent bodyshops.

In addition, there will be a change in the profile of repairs, as autonomous vehicles will avoid smaller accidents, with larger high impact repairs becoming a larger proportion of work in bodyshops.

This will impact Average Repair Costs, a key industry tool in measuring performance. Larger repairs in general return a lower gross margin, primarily due to the high parts contribution in an invoice. With fewer margin supporting smaller repairs, the mix of work in bodyshops and margins will be under severe pressure.

Technicians will require much higher skills levels and this will require investment by the industry.

The interesting debate will be over any changes in liability following accidents. At what point does the technology, and

12 Bodyshops Supplement

ultimately the manufacturer, become liable for an accident, rather than the driver of the vehicle? Will a different insurance model emerge for autonomous vehicles?

What are the benefits of a one-stop shop approach to vehicle repairs?

Q A

There have been several benefits to this, in that the fewer organisations there are involved in the repair process, the less the likelihood of something going wrong. Bodyshops have largely taken on this responsibility by taking ownership of the repair and process following first notification. Bodyshops are providing a full claims service from communication, collection and delivery and provision of replacement vehicles, in addition to a body repair service.

This to date has largely been unfunded and absorbed within overheads costs. However, unless this resource is adequately financed, as customer expectations increase it will allow new entrants in to exploit the market. This will challenge the current status quo and add further costs to the claim.

How has your affiliation with the NBRA altered your approach towards repairs?

Q A

The NBRA have enabled many bodyshops to reduce overheads costs, through membership of NBRA and utilising its services. It has enabled bodyshops to cancel costly arrangements with external specialists that charge a premium in times of distress (e.g. Employment Tribunals etc). NBRA membership provides an essential and cost effective business support tool for busy bodyshop Directors. E.g.

Legal Helpline, Health and Safety, Debt Collection, Technical Methods, Conciliation and Utility outsourcing to name a few.

As the industry consolidates, these services will become vital to smaller groups and single site operators who are competing with the resources of much larger organisations.

NBRA membership allows busy business owners to get on with the day to day running of their business. By addressing minor issues promptly and with the support of the NBRA, bodyshops can avoid the costly and time-consuming day to day challenges found in a modern business.

In addition to the commercial benefits, NBRA will pay a pivotal role in how the industry faces the future. A closer relationship and open dialogue will bring the sector together and that will provide a great service to customers, a profitable body repair industry and a cost effective claims process.

Q A

Is fraud a major concern within the repairs sector, and how can bodyshops take steps to combat this?

Fraud is still a major concern and bodyshops are often the front line in identifying this.

What grabs the headlines are the large scale cash for crash style frauds, but there are still a large number of frauds through individual claimants claiming for unrelated and exaggerated damage. In many cases most individuals do not see such activity as fraudulent.

Such activity not only costs insurers money, but also bodyshops, who, rather than complete the normal repair service, have to refer these types of claims back to the insurance company for clarification. This

March 2017

INTERVIEW

A bodyshop with a progressive relationship with an insurer can save literally thousands of pounds on smaller and minor incidents of fraud leads to lengthy delays in the repair process, which in turn lead to increased cycle times, bottlenecks in workshops, additional courtesy car utilisation and an overall increase in overhead costs.

Often difficult to disprove, bodyshops can challenge and reduce this type of fraud through proper training, without involving the insurance company. It is potentially a less frictional solution. A bodyshop with a progressive relationship with an insurer can save literally thousands of pounds on smaller and minor incidents of fraud.

Q A

What changes do you predict for the future of bodyshops?

The next 5 to 10 years are going to see major changes, with increased technology in vehicles and increased customer expectations.

Consolidation will continue in all sectors of the market as increased efficiencies are sought. The bodyshop market will continue to divide into high volume low margin operations and single site specialist independents, working on lower volumes and higher margins.

The skills shortage, unless addressed, will drive up wage rates and ultimately labour rates as market capacity decreases. The industry and businesses such as Remit will help train our school leavers for the future. New and innovative entrants, like Autoraise, will also be welcomed to the market. With a closer collaboration between bodyshops and insurers, a career in the bodyshops will be seen as a chosen career and provide a good standard of living with the opportunity of career progression.

As pressures increase on repair costs, insurers and repairers will find innovative ways of reducing both part and paint costs, unless motor manufacturers and paint companies become realistic with their retail prices strategies.

Bodyshops and their staff could utilise their skills to further enhance the relationship with insurance companies, for example declaring, settling and managing total loss claims. This would relieve resources from insurers and open new revenue streams for bodyshops. Primarily, it would ensure a better customer journey, in addition to allowing a more efficient process of total loss repairs through a bodyshop.

Bodyshops and Insurers will have a much closer relationship and insurers will gain a better understanding on what drives profitability in bodyshops. New business models will emerge with more focus on gross margins rather than turnover and the traditional labour rate model.

New entrants will appear in the market seeking financial gain and opportunities from the claims process. Mobile solutions will reduce in the insurance sector but increase in the private motor market as higher excess’s become the norm.

BS10125 development must be driven by repairers themselves to ensure greater levels of consistency and standards, with clear financial benefits to those bodyshops achieving the standards.

Roger Collings Roger Collings joined Clarks Coachbuilders, the family business in 1991 at the age of 31, following a 10 year career in marketing/general management for a number of high profile businesses. This included 2 years in the USA as Vice President of Hardy USA, a subsidiary of the highly prestigious Hardy Fishing Fly Fishing Tackle Manufacturer and three years in a senior marketing role for a Colgate Palmolive subsidiary.

Clarks Coachbuilders is a 3rd generation family business, which was expanded in 2005 and 2009 with the acquisition two further sites, Trewicks and Berry & Palmer. In 2013, the three businesses were rebranded as North East Accident Repair Centres. The business covers the three main conurbations in the North East and a geographical area from Berwick in the Scottish borders, down into North Yorkshire and as far West as Hexham. The business has over 100 employees and remains independently owned.

Roger has been a member of the NAB Executive Board since 2012 with two years as Vice Chairman and Chairman since late 2015.

What grabs the headlines are the large scale cash for crash style frauds, but there are still a large number of frauds through individual claimants claiming for unrelated and exaggerated damage

Bodyshops will offer a variety of repair solutions to Insurance companies that will deliver quality and service at a competitive price.

March 2017

Bodyshops Supplement 13

The really good businesses have invested heavily in people, equipment and premises for a number of years now and will continue to do so, providing that the industry supports them with good terms for repair

INTERVIEW

Steve Plunkett Steve Plunkett told Modern Claims about the roles of OEMs and Bodyshops within a constantly evolving market, and delves into issues of education, training and technology within the auto industry.

Q A

Is the relationship between OEMs, insurers and bodyshops a strong one, and how can it be further improved?

Historically, no, but it has improved in recent times. We at Volvo have already reached commercial agreements with two insurers to deploy Volvos back into our approved bodyshop network for repairs. They both recognise that their customer is also our customer and that we will repair the car back to our brand’s design, and the build and repair standards within our Volvo network.

Everyone needs to develop a greater understanding of the technology of today, as it has overtaken the Insurer model of yesterday. Today’s technology requires a vehicle manufacturer bodyshop to repair this sophisticated technology in the main, irrespective of brand or model.

Gone are the days when you can generically repair each car in the same way. We started a process of engagement with Insurers when we started our body & paint programme in 2012; we opened up the doors to our training school and now over 500 delegates from the industry have attended our technology sessions. It has helped to raise awareness to the technology of today and tomorrow, and in turn led to other conversations taking place. At Volvo, we are always open to a conversation. There still needs to be more dialogue, more trust, and better relationships developed between the different industry partners.

Q

2020 has been suggested as the date when self-driving cars will be seen on our roads. How likely is this estimation, and what could potentially delay this?

A

From a Volvo perspective we are already running a pilot with live families in Gothenburg, Sweden. It is called ‘Drive Me’, and it will also be run in London and Beijing in the near future. 2020 is very realistic, but it will still be down to a small amount of cars.

receives a policy price that reflects that of their specific brand and model of car, and that in turn when they make a claim that they receive a car back that has been repaired correctly and safely in the aftermarket.

Q A

How will autonomous vehicles alter the repairs process after a collision takes place?

I wish I had a crystal ball, but there is already a heck of a lot of collision avoidance technology in a Volvo called ‘Intellisafe’, which is designed to reduce accidents and that of the impact.

Everyone is concerned about autonomous, I get that, but as I have already said, we need to pause and look at what technology already exists in a lot of the cars of today first and deal with that, before we can delve too far into more complicated matters. The industry needs to recognise that more. I can see a greater requirement for VM bodyshops in the future, I really can. Cars will be taken back to the people that designed and built them in the first place, the people who possess the methods and capabilities to repair them.

It’s going back to the man, method and machine philosophy.

We need to pause and look at what technology already exists in a lot of the cars of today first and deal with that, before we can delve too far into more complicated matters

I don’t see any real delays as such. It is not as if everyone has been told to be ready by 2020! VMs will each launch when they are ready and happy with their products being fit for the purpose.

Q

What are the biggest challenges and opportunities that autonomous vehicles present to the motor and claims industries?

A

From an underwriting and repair perspective there is still a lack of understanding of current technology, let alone additional technology. It is important that everyone plays catch up and that they do it quick. It is also important that the end user

March 2017

Bodyshops Supplement 15

INTERVIEW

From an underwriting and repair perspective there is still a lack of understanding of current technology, let alone additional technology. It is important that everyone plays catch up and that they do it quick

Q

Q

A

A

How might autonomous vehicles alter driving behaviours, and what benefits could this bring to the different demographics of motor insurance policyholders?

It will be very interesting and exciting to see, but drivers and passengers will be safer, which can only be good news for insurers. I personally look forward to a time where I can do my emails in the car on the way home from a long journey!

Q A

Why do you believe fewer trainees have entered the bodyshop profession in the last few years?

It really has just been down to a lack of focus from all areas of the sector, plus the government. Now there is a sea of change and increased recognition from the industry. The government has come to realise that we have an ageing workforce and is aware of the need to bring more young blood into the industry. We have been suffering a major skills shortage for some time now, so hopefully we will be okay for the future. But the work isn’t done yet, we still need more companies to recruit via the many apprentice schemes that are available.

Q A

What is Volvo currently doing to share technology and educate the sector on proper repairs?

We have been running a body product technology course at our Daventry training school for four years now, and we have had over 500 delegates attend. As a brand, Volvo pioneered and shared the three point seat belt in 1959, saving well over 1.3 million lives in the process as a result of this. So we figured that we should also put a course on and do the same with our technology. We continually update the session as new technologies come along and are added to the Volvo range. We haven’t had an unhappy delegate attend the session yet. The one day course covers the following: • Volvo Body structures and materials used • Repair methods unique to Volvo • Safety systems • Windscreens • Bumper repair options / restrictions • SRS systems and location of all pyro technical devices • WHIPS system • Hybrid technology • XC90, S90 & V90 new model technology

Today’s technology requires a vehicle manufacturer bodyshop to repair this sophisticated technology in the main, irrespective of brand or model. Gone are the days when you can generically repair each car in the same way

16 Bodyshops Supplement

Are OEMs doing enough to educate drivers about safe driving and vehicle repairs, and if not, what can they do to improve this?

I can only speak on behalf of our brand, but if you buy a Volvo then you know that you are buying a very safe car with high-end NCAP ratings; this is one of our brand’s strengths for sure. Many people from the industry that have been on our courses have then gone out and bought a Volvo. We certainly promote our approved bodyshop network to our customers in the form of marketing materials for our network to use, and we promote our branded insurance and accident assistance products, both of which refer the Volvo customer back into the approved bodyshop network. Everyone has a duty of care to ensure that the end user gets a safe repair.

How have attitudes towards training and employment changed within the auto industry over the last five years, and how do you see them changing in the next five years?

Q

A

Attitudes toward training are definitely on the up. More people and companies are recognising the need for more knowledgeable staff, and this will continue as the technology continues to evolve. The industry also needs to recognise that there is a great deal of expertise already in place in the bodyshops these days, as the bodyshops have invested heavily in training for many years. In addition there is an increased need for more young people to come into the industry across all disciplines. This can only happen if everyone works hard to show the opportunities that are available to the youth of today. Everyone across the wider industry needs to recognise this and take it more seriously to commit to bringing young talent through.

Q A

How are bodyshops currently perceived by the general public?

The majority of bodyshops have just become even more professional at what they do. The really good businesses have invested heavily in people, equipment and premises for a number of years now and will continue to do so, providing that the industry supports them with good terms for repair. This can only be good news for the end user.

Q A

How does the Volvo repair process differ from that of standard bodyshops?

Each of our approved bodyshops use our methods to repair our vehicles; it is a minimum standard requirement. All of the methods in our VIDA (Vehicle Information Diagnostics Aftersales) are researched and written in conjunction with the Volvo design, build and accident investigation team. Quite simply, we design, build and write repair methods as part of the process when a new model is in the development phase. We also then crash test over and above the required NCAP testing, but we also crash test our repair methods to ensure that we can repair the cars effectively, efficiently and safely in the aftermarket.

How will the training process change with regards to autonomous vehicles?

Q A

VM’s will continue to train their networks to ensure that the staff are prepared for any new technologies, including autonomous technology, that are introduced, just as they do with new models etc.

March 2017

INTERVIEW

Everyone has a duty of care to ensure that the end user gets a safe repair

Q

As more ADAS systems are introduced, how can OEMs ensure reliable education and awareness of these systems within the general public?

A

I am sure anyone buying a Volvo or other VM brand will be fully briefed on what they are buying before they purchase the car in the first place, and then take it away. I think that there is a way to go yet before we see a fully autonomous car on a forecourt or in a show room. Maybe ask me the question a bit nearer the time.

Q A

What role will data play in improving vehicle safety and the driving experience, either through technology or training?

Volvo has an accident investigation team that is based in Gothenburg, Sweden, and this has been in place since the seventies. We continue to research accident data, and the team over there are very keen to look to extend that activity in other markets including the UK. All relevant research is passed onto our design and build teams to ensure that we continue to evolve and improve our safety technology to reduce accidents. Our vision is that by 2020, nobody will be seriously injured or killed in a new Volvo.

Steve Plunkett Steve lives in North Norfolk and is married with two teenage children. A season ticket holder at Carrow Road, the home of his beloved Norwich City FC, he likes to spend time with his family, and his perfect weekend would see the Canaries get three points on a Saturday afternoon and then see him spend a sunny Sunday relaxing on the beach at Holkham.

A keen runner, he has run the London Marathon twice and numerous long distance races and half marathons. This included running the 2011 Norwich half marathon blindfolded with a fellow running colleague acting as a guide runner to help to raise awareness for disadvantaged sports men and women, as well as some much needed funds for the the local blind charity. He also enjoys playing football.

He has worked in the automotive industry now for thirty seven years and started repairing cars in his Father’s village garage at the age of fifteen in his school holidays.

A time served paint sprayer (City and Guilds), he went onto work for BASF in both a technical and sales capacity in the late eighties/early nineties. During his career he has also worked as a Trade Parts Representative, Business Development Manager and then as a Bodyshop Manager at a Vauxhall main Dealer. He was then Bodyshop Manager at the original East Bilney Coachworks site and also worked in the same capacity for Nationwide.

During the past fifteen years he has worked in the Vehicle Manufacturer arena, initially for Carter and Carter for ten years, spending seven years working on the Toyota Body and Paint Programme as an area manager and then two years running the programme. A further two years were spent as a Commercial Development Manager with Jaguar Land Rover followed by a spell as Programme Manager with Peugeot Cars.

Prior to starting at Volvo in 2012, he worked for Verex Group as a Business Development Manager, during which time he worked with thirteen Vehicle Manufacturers helping to set up repairer networks and developing VM’s own brand car Insurance and Accident Aftercare programmes.

Anyone interested in attending Volvo’s training course should contact elena.worthington@volvocars.com

March 2017

Bodyshops Supplement 17

Give Yourself the Advantage

www.charltongrant.co.uk 01765 600909

Publishing | Events | Design | PR | Marketing

FEATURES

Paint it black…

Like any part of the automotive aftermarket, the bodyshop sector does not operate in isolation to global technological, social and economic movements, and that is never more prevalent than it is today. Here, Martin Gray, CEO of LKQ Coatings’ parent company Euro Car Parts, takes a look at the industry, the changes it has seen over the last twenty years, the impact of technological advances, and the challenges it is likely to face over the next generation as it strives to meet the needs of the customer. n every walk of life, social and behavioural change is being driven by the immediacy of the needs of the consumer.

The customer wants everything quicker, cheaper and more conveniently. And the bodyshop sector is no different to any other area of business. As consumers have become more discerning and demanding, they want their car back from the repairer, fast!

I

Bodyshops need to be able to deliver, and one, ‘generalist’, size doesn’t fit all anymore. And from the other side, insurers have recognised that one of the ways to control total expenditure is to manage the cost in the entire supply chain. Bodyshops, fundamentally, used to be categorised by their size, but now we’re seeing segmentation across the industry that is leading to a significant reduction in cycle times. Some shops specialise in niche areas like aluminium bodywork, some deliver fast track repair operations. Elsewhere, mobile operations are doing small and medium repair work and are on the increase, while independent booths are now located off car dealers. We are also seeing the emergence of multi-site bodyshops, with the Auto Body Professionals Club (ABP) reporting that 37% of bodyshops operate across more than two sites. This was reported in the organisations UK Body Repair Industry Economic Climate Survey 2016.

So, it’s an evolving marketplace and bodyshops work hard to ‘triage’, or plan, work in the right manner and at the right time to further improve supply chain processes. Therefore, repairers are better at now demanding more information from their own data and pulling off increasingly complex and diverse reports from their systems. That calls for increased software capability and computing power.

For example, automatic stock and reorder systems, inter-sector and parts procurement platforms are becoming increasingly prevalent and advanced, making the supply chain work harder, all aimed towards a timely service for the end consumer. Indeed, more successful right first time deliveries, products picked correctly and better stock management are all key tenets to a positive approach. That culture must come without overstocking, while delivering more parts on one vehicle. Automotive OE manufacturing has led the world in terms of synchronised and just in time delivery and the bodyshop sector is moving in the same direction to reduce cycle time, via a world class logistics operation.

Technology, data and information

There are many other drivers to bodyshop change since 2000.

One of the main pressures has come from the increasing use of ever more elaborate technology in vehicles, a theme that will

20 Bodyshops Supplement

The bodyshop sector must move at a comparable speed to keep up with the demands of a new generation of cars – and that requires the right calibre of people and those coming into the industry only accelerate as we move towards more connected, then fully autonomous, vehicles on our roads. That pace of change is driven by capability, legislation and, again, the demands of the consumer.

We’re seeing the increasingly complex use of electronics, which is leading to greater use of sophisticated diagnostic equipment to investigate vehicles and get them back on the road through the resetting of CPUs, etc. The ability to reconfigure cameras and radars hidden in bumpers is important and will require increasingly sophisticated capability to get right. Elsewhere, as lightweighting moves to the fore, we are seeing more use of aluminum, composites and other materials, all of which call for specialist skills from the bodyshop, too.

It is crucial that an insurer can place a car with a bodyshop with confidence, safe in the knowledge that the team has the capability to perform that job in a timely, reliable and effective way, which is both cost effective and safe. And one of the biggest issues for bodyshops is around safety and the relatively little amount of information that currently exists for electric vehicle repair, for example. More data will inevitably be accrued by the sector but that will take time.

The relationship between parts, paint supply & bodyshops have also evolved since the start of the 21st century. Indeed, parts and paint have become an increasing element of overall invoice value, hence coming under increasing scrutiny from a cost perspective.

And the provenance of some parts is evolving. We’re just starting to see a gradual uptake in ‘green’ parts – spares that have come from another crashed car but are perfectly useable. The practice has a number of positive impacts upon the industry, including the reduction of total losses as it becomes economically viable to repair a car with a cheaper part where before it might have been a write off.

March 2017

FEATURES

The industry has never had the profile it deserves, so as we seek to attract the next generation, it is important that we work to improve the perception of the sector In addition, there is a corporate social responsibility element for the bodyshop; it is entirely right that we are seeking to make the sector more responsible and to play our role in endeavouring to build a more ‘circular’ approach to the supply chain; we’re not far off having several effective solutions for the UK marketplace, which is a very positive step.

Acquiring talent

The bodyshop sector must move at a comparable speed to keep up with the demands of a new generation of cars – and that requires the right calibre of people and those coming into the industry. However, the sector is facing a significant skills shortage.

In addition, the industry has never had the profile it deserves, so as we seek to attract the next generation, it is important that we work to improve the perception of the sector. The bodyshop community is not getting the talented kids coming through and as cars are as complex as ever, it’s important we’re getting the right intake.

We’re seeing some great work being done by the industry to train and develop new talent to an apprenticeship standard, and it’s invaluable for all levels of the industry to back such initiatives. Ours is a great industry to work in and one that rewards a desire for hard work and excellence, and we need to shout from the rooftops about it.

Euro Car Parts Euro Car Parts is the UK’s leading distributor of car and LCV parts and specialises in three key markets – trade, retail and collision.

Euro Car Parts has more than 200+ branches across the UK and stocks 130,000 different parts.

Having recently built a new national distribution centre near Tamworth, Euro Car Parts is expanding rapidly across the UK and Europe, with recent acquisitions including Arleigh Group and Hella Ireland.

Owned by LKQ, the company benefits from the strong support of its UK parent company that is a leading provider of recycled and manufactured parts.

It’s also interesting to cast an eye across the Atlantic to note the similarities and differences between the American and UK bodyshop markets. Interestingly, the use of green and aftermarket parts is at about 38% in the States, while standing at approximately 6% in the UK. It should also be noted that the size of the consolidators can be huge in the States, in juxtaposition to the UK – bringing very significant economies of scale.

So, it’s a period of tremendous change for the UK’s bodyshops.

However, despite all that movement, some age-old truths remain as constants. It’s still all about endeavouring to deliver an excellence in customer service, at a competitive price. The best elements of the bodyshop sector continue to strive to hit those two imperatives. And those that do will flourish into the future, whatever may be happening in the wider world.

Martin Gray is CEO of LKQ Coatings’ parent company Euro Car Parts.

March 2017

Bodyshops Supplement 21

FEATURES

The Common Automotive Platform Standard Data exchange in the UK is falling behind the claims industries of other nations. The Common Automotive Platform Standard (CAPS) is seeking to change that through simple, streamline single data exchange.

APS (Common Automotive Platform Standard) is a data exchange service that connects repairers (via their management systems) to insurers, work providers and their software applications. It provides updates on events in the vehicle repair process. Moving forward it will connect the wider supply chain, e.g. salvage, parts, and paint, as well as fuel customer applications to support self-serve solutions.

C

Now in its second year of new ownership, CAPS has assembled the National Advisory Council of industry experts to help develop and steer CAPS into becoming the UK’s preferred data standard. For CAPS to be available to all, there needs to be strong independent governance. Kevern Thompson, Commercial Manager, explained that “transparency and trust are vital in order to achieve our goals.

We need to listen to all stakeholders so that CAPS will meet the needs of everyone in the future. Bringing experts together from all corners of the market will fuel future innovation, and ensure that CAPS and our goals are understood in the wider market.

Ultimately, this will remove the confusion that exists today and help us make the right decisions for the benefit of the industry.”

The experts that form the CAPS Advisory Board are: John O’Roarke – Chairman Peter Shaw - Thatcham

Jason Moseley – NBRA

Mike King – Admiral Insurance

Kevern Thompson - CAPS

Bill Duffy – Rye Street

Chris McKie – Vizion

Chris Ashworth – Arms Business Solutions

Chris Oliver – Fix Auto Dagenham

Keith Malik – Akzo Nobel

Trevor Webb – Sabre Insurance

Chris Weeks – Innovation Group

Brian Hodges – LV= Insurance

Malcolm Banner - NARG

Richard Steer – LKQ

Rob Smale – Ageas Insurance

Ian Pugh – Fix Auto

A confused industry Currently, the majority of a Bodyshops data is being transported in the background across multiple systems. There is a lack of understanding of where their data goes and what systems are being used to exchange their data.

The Industry is currently a fragmented environment where costly integrations and double keying have almost become accepted as the norm. This has meant that people are often paying for systems that they either, 1) Do not have sight of or 2) Do not even use to

22 Bodyshops Supplement

The ongoing investigation started by the ICO in 2016 has already identified concern with Personal Identifiable Information (PII) data being exchanged across multiple systems in the bodyshop industry transport the data; these systems often position themselves as the transportation link within the data delivery pipeline. This has left Bodyshops either believing they need these systems, or in some cases even being forced to use specific Management systems.

The current situation in the repair industry is something that has evolved over time, leaving us with the current confusing situation and obvious concerns over data security.

How Does CAPS Solve the Problem?

CAPS aims to overcome these challenges, remove the confusion and provide a robust, cost effective and secure environment that will enable all parties to send and receive data, both removing cost and fuelling much needed innovation in the motor insurance claims industry.

CAPS enables a bodyshop to choose which Bodyshop Management system they prefer, along with transparency of where and how data flows, increased levels of security within CAPS and the speed of which it checks and validates the protocols. It does not store your data; it encrypts the data during the exchange and delivers data to your choice of data share partner. CAPS ensures agreements and contracts are in place at both entry and exit ends of the system, and the user chooses who they share data with, by hosting a list of services within the community.

Who is Checking our Data Security The ongoing investigation started by the ICO in 2016 has already identified concern with Personal Identifiable Information (PII) data being exchanged across multiple systems in the bodyshop industry.

They also identified insufficient transparency and a lack of Data Protection Agreements (DPA) and robust contracts in place. It is also clear that the data creator (The Bodyshop) often does not have freedom of choice or transparency to know where their data goes and who is looking at it. It is important to realise that the Bodyshop has the responsibility to the consumer to ensure full protection of their PII data and that it is being correctly managed. Some of the early results from the investigation have uncovered the ease in which data is capable of being downloaded/exported and sold by rogue employees. This is always a risk where a system stores data.

March 2017

FEATURES

Application Layer Management Information Self Serve Solutions

CSI Modules

Salvage

Estimating

Vehicle Rental

Repair Methodology

Parts & Consumables

Intelligent Vehicle Assessor

Estimating & Repair Methodology

Supply Chain

Claims Portal

Bodyshop layer

CAPS met with the ICO early 2016 to assist them with their investigation and to help them understand how data within the industry is currently exchanged. In addition to the support we could offer they were interested to know more about the CAPS systems and the approach we had taken. It is the operational design by which CAPS does not store data, in addition to the transparency and agreements we have in place with our users, that gave the ICO comfort.

Why is CAPS different?

CAPS is currently the only UK data exchange solution that can connect all repairers and their systems without barriers or conflict. The data creator (The Bodyshop) remains in complete control of who shares their data. The system allows the user to be free to use the technology solutions (systems vendors etc.) they want to use to run their business.

CAPS improves efficiency by eliminating the need for the millions of telephone calls and communications that exist between repairs and their work providers, as well as negating the need for double keying of information on multiple systems. Further benefits give insurers and work providers the flexibility to choose supply chain partners, reducing the cost of expensive connectivity and integration.

It is difficult to imagine a system that operates today that doesn’t store or need to store data. CAPS simply wishes to communicate the benefits of efficiencies and cost reduction that this connectivity and data exchange can bring.

CAPS Future Development CAPS’s continuous improvement ethos has been to commission further development that will provide even greater transparency and security in ensuring the control for data sharing is primarily given to the user. This will be in the form of electronic shared protocol agreements, enabling the Bodyshop and services to electronically agree to share the data between themselves and the respective working partners and wider supply chain that each party wishes to involve. This will be introduced as part of the upgrade to CAPS known internally as the “Friendship Request”.

By creating this process it removes the barriers between Bodyshops, Insurers and work providers that have existed in the past. CAPS is also working on a strategy to change the way in which systems charge for their use, by removing costs from Bodyshop operations and ultimately provide transparency.

CAPS Visionary Objective To become the insurance claims industry’s preferred and trusted source of open and agnostic data that is secure, sustainable and scalable for current and future emerging needs.

Join the CAPS community?

The UK market is currently lagging behind the US, German, French and Spanish motor claims markets, where a single common data exchange exists to remove barriers to entry and make safe, secure data available to all parties.

The analogy that was provided to quantify how CAPS works was: CAPS stores the type of data as if it was compiling a phone bill. It will know a call was made (reference number), when a call was made (date and time), and the description of who sent it and the details of where it needs to go (Bodyshop, insurer codes, interest code). CAPS logs that the call was made (in this case data exchanged), but it couldn’t actually tell you what was talked about in the same way that the phone company can’t tell you what is said during a phone call.

This type of data stored (CAPS Logs) is referred to as “Metadata”.

Simply put, the only thing we collate/log is the transactional data that describes the message.

March 2017

CAPS is firmly committed to becoming the standard in the UK market and truly connecting the industry for the benefit of repairers, insurers, data providers and most importantly, consumers.

If you wish to participate in developing the single standard and ensure your data is secure, delivered and shared with those businesses you agree to communicate with, your next step should be to register and obtain a list of current services-work providers already using CAPS. Please send enquiries to connect@capsconsortium.com or direct to the Commercial Manager, Kevern Thompson at kthompson@capsconsortium.com. For more information on what CAPS does please visit www.capsconsortium.com.

Bodyshops Supplement 23

FEATURES

Tackling the skills crisis The skills crisis in the vehicle repair industry is fast becoming disastrous. After generations of neglect in terms of investment in young people, the industry is now faced with an ageing workforce and the need for cultural change in terms of engaging with young people and exposing the industry as a lucrative and rewarding career destination. Bob Linwood reports. he industry has been brilliant at talking itself down over the years. But the reality is that it is a great industry to be in.

There are precious few crafts left available to learn these days, but skills such as colour matching, perfect paint application and the re-shaping of a panel have not yet been computerised!

T

There were many organisations in the sector saying that they wanted to address the crisis, but ultimately, they all had another reason for existing, with the infrastructure, politics and commercial needs that go with it. In the absence of anyone else doing anything tangible, we recognised that someone had to do something. So we created a charity. It’s called AutoRaise and it became incorporated by the Charities Commission in November 2016 AutoRaise exists for only one reason; to address the skills crisis in the vehicle repair sector. We will work with any (and hopefully every) stakeholder in the industry who shares our vision of promoting the industry as a great place to work.

We only really started moving forward in earnest from April, and we’ve already created some significant interest, support and funding. The insurance sector has shown some real interest and we were delighted to announce LV= as our Platinum Partner for the insurance sector. We have lots of dialogue going on with a number of others too. It is clear that they recognise the problem in the not too distant future; who is going to be around to satisfy the needs of our customers when there aren’t enough skilled people in the industry?

From before day one, our utopian position was to encourage insurers and work with providers to support their approved repairers who invested in young apprentices through an enhanced commercial arrangement with that repairer partner. Today, I can say that is looking like a real possibility.

What we do

It’s still early days for the charity, but our aim is to primarily work with repairers to help them showcase their business, our industry, to young people in their local area. There are a number of ways we create engagement, including career fair attendance, putting on an AutoRaise Industry Showcase Event and our unique initiative with another charity, Believe in Young People, to connect schools with employers.

Having created interest in young people, we then work with the repairer to find a suitable training provider and help the repairer through the ever-changing funding landscape to get those young people in to their business as apprentices. We have a job on our hands, but someone had to start somewhere.

In industry generally, the apprentice has often been seen as cheap labour. And with an apprentice training funding mechanism that has enabled training organisations to access government cash,

24 Bodyshops Supplement

It’s disjointed; the apprentice works four days in the bodyshop then spends a day in college, and there’s no real link to nurture that learning for the person and the business the employer hasn’t needed to “emotionally invest” in that young person. That is a massive generalisation, but especially in the vehicle repair industry, many business leaders are second and third generation hands-on owners who haven’t had the time (or need) to nurture and encourage the young people in the business.

But that has fundamentally changed as skilled technicians have become more scarce and, consequently, more expensive. And they’re not getting any younger!

Apprentices are no longer cheap labour; they are the future life blood of the industry. They need to be cherished, nurtured, mentored, motivated and developed. And because the very concept of this is breaking new ground in the majority of workplaces in the vehicle repair industry, we recognise that employers need help.

This is primarily what AutoRaise exists for.

Engaging through events

The AutoRaise Industry Showcase Event at Rye Street Group Bishops Stortford site in February 2016 was a real highlight, especially as it resulted in the appointment of a number of apprentices taken from over 150 attendees on the night. Based on the spectacular success of this event (by the way, you can see a video production of the event on the “Attend an Event page” of our www.careers.autoraise.co.uk website), we are scheduling numerous others around the country as they provide a unique opportunity for young people (and critically their parents, too) to come along and see for themselves how the industry works.

The public perception of vehicle repairers isn’t great. But most modern repairers’ work environments are almost clinical in their appearance and the change of perception when people get into that environment is palpable.

It helps that we understand the absolute bedrock of where we are, which means that unless a young person’s parents have been involved in a collision, they really won’t be aware of our industry. There’s lots of interest in cars among young people, but zero interest or knowledge of what happens after a crash. So to expose the industry, these events are really impactful. In addition,

March 2017

FEATURES

Apprentices are no longer cheap labour; they are the future life blood of the industry. They need to be cherished, nurtured, mentored, motivated and developed we attend a lot of career fairs, we go into schools, and we talk to young people about the industry.

So successful was the event at Rye Street that three more are taking place within the next month, and further events are planned. In fact, we have a ‘waiting list’ of bodyshops across the UK who want to work with AutoRaise, to open their doors to potential new talent. First-hand experience of the repair sector is a powerful tool to promote the sector as a viable career for young people and AutoRaise have the tools to help bodyshops promote, and future proof, their business via an entirely new audience: tomorrow’s apprentices.

At these Industry Showcase Events, for those about to leave school, we can potentially catch them and start the process straight away. For younger students interested in an apprenticeship, we can enrol them on the AutoRaise Cadet programme and communicate through the final months of their full time education.

Attitudes towards apprentices

We believe young people hold the key to the future success of the repair industry. What we want to do is change attitudes to young people being employed as apprentices. They’re not cheap labour any more. Qualified technicians can more or less name their price these days. Hiring a motivated, energised and valued member of the team as an apprentice is going to have a multitude of benefits.

The accident repair industry is predominantly made up of good technical people, great painters, panel beaters or assessors, many working in their parents’ business, before they ‘inherit’ and end up running the business themselves. However, many have not received any form of further education or had the opportunity to formally learn any business management skills. So they may not be tuned in to the management and support of people.

There are some outstanding examples of repairers who offer outstanding staff welfare programmes. Fix Auto Dagenham, for example, have consistently won training, learning and development awards over the past 11 years. As any business knows, people are a most valuable resource, and having skilled and able people managers is critical to any organisation’s success. Yet, managing staff performance and employee engagement is often not top of a busy bodyshop manager’s list.

day at college. It’s disjointed; the apprentice works four days in the bodyshop then spends a day in college, and there’s no real link to nurture that learning for the person and the business.

AutoRaise seeks to change those attitudes; we will help employers approach apprenticeships in a much better way so, when they take on an apprentice, it’s a good journey for both parties. We have a number of initiatives aimed at supporting the employer in this key area. We know how busy businesses are and we want to be there to help and guide them. This will be a critical area of AutoRaise operations going forward.

The skills shortage affects us all. More than 100 industry leaders attended the AutoRaise industry launch in London last November, where the key message to all was that the skills crisis is at the heart of all AutoRaise does. We seek support in three ways: growing our base of affiliated repairers, further partnerships with suppliers, and working with key business partners – insurers and work providers – to create a sustainable future for all.

We were proud to launch the inaugural AutoRaise Summer Ball (www.autoraise.co.uk/autoraise-industry-summer-ball), which takes place on Friday 23rd June and has been well received, with tickets selling fast. Another popular and vital fundraiser, the REAL Rally (www.therealrally.co.uk) will see some 30+ cars travel from Folkestone to Bruges, Belgium to Le Touquet in France. This is the second year of what is already an infamously brilliant three-day European fundraising adventure!

Our search for the next generation of business leaders in the form of young girls and boys who will come into the industry as apprentices is on! We have a target of impacting on 1,000 apprenticeship appointments, and we’d like to take a chunk of that in 2017, which will be our first full year. AutoRaise are ambitious, confident and inspired by the appetite and support to tackle the employment challenges in the bodyshop industry head on.

Bob Linwood is Chief Executive Officer at AutoRaise.

An apprentice needs support but, in the past, the industry problem has looked something like this: a training provider has recruited a young person, drawn funding down from the government pot and asks an employer if they would like to take this person on? There’s no investment in that young person emotionally. The employer puts them on the workforce without mentoring or understanding or bothering to find out how they have been getting on with their

March 2017

Bodyshops Supplement 25

FEATURES

The importance of great relationships Communication has been identified as an area of improvement for insurers and bodyshops. Peter Millis explains how teamwork and trust between the two parties builds relationships, brings down key to key time, and ultimately helps to improve customer service. e all know that working relationships are important.

Whether we’re sat in an office with colleagues, or having a conversation with a business partner on the other end of the phone, knowing what you both expect is important and agreeing how to achieve those best, shared goals is essential.

W

10 years ago, Ageas underwent a transformation with our repair network. At the outset, we realised that we wanted a different way of working with repairers. But importantly, we wanted repairers to engage with the Ageas Way – recognising that no two claims are the same and no two customers are the same. For us, this sets out how we help the customer and their predicament with the least fuss and to a conclusion that is fair and fulfils what the customer wants; in this case a swift repair to their vehicle to get them back on the road. Thus the Ageas Solution Centre Network (ASCN) was born.

The relationships between insurer and repairers had historically been based on the terms as set out by the insurer. However, Ageas’s fresh approach has ultimately improved customer experience.

Coupled with the growth of our business and consolidation in the market place, we have had to adapt, update our process and refocus efforts in customer satisfaction by reviewing suppliers, setting standards and resetting responsibilities.

To entice repairers to buy-in to our way of working, Ageas wanted to make it more attractive for repairers to undertake Ageas repairs in the context of: • Controlling accidental damage spend but placing the focus on the repairers • Securing future and existing capacity requirements • Maintaining quality and safety standards set by Ageas • Achieving high levels of customer satisfaction

Being forward thinking in this industry is essential if we are all going to succeed

Coupled with the growth of our business and consolidation in the market place, we have had to adapt, update our process and refocus efforts in customer satisfaction by reviewing suppliers, setting standards and resetting responsibilities Key to key

One of the initiatives that we were keen to push forward was in relation to the service levels from our repair network. In the past, Ageas had experienced a considerable variance in service levels from its network of repairers, known as a ‘Key to Key’ (K2K) period – the time taken from when the customer hands over their keys to the repair centre until the time they are able to drive their car fullyrepaired back home. Only 20% of repairers in the Ageas network were able to meet a six-day K2K period or less, the time Ageas felt was acceptable to its customers. The industry average fluctuated between an eight to twelve-day K2K period.

Ageas wanted to reach an average K2K turnaround of six days or under. This could be achieved in a number of ways: • Reducing micro management, placing trust in repairers • Exchanging critical information and promoting two-way feedback • Encouraging innovation (improving on-site skills that ensure better quality repairs can be done faster) • Increasing productivity and so profitability Repairers were given the opportunity to give the programme their full commitment, by submitting a proposal with details of how they were going to meet the service levels required by Ageas, or opt out of the partnership altogether. The initiative encouraged the businesses to review their own operations and the processes they used, as the cost savings could be shared.

To help repairers meet the standards required from Ageas, Ageas committed to; • Provide intelligent purchasing based on a range of criteria • Be a ‘low-cost’ customer who pays promptly • Respect the relationship, giving more responsibility and freedom to the repairers • Work with mutual suppliers to reduce costs • Trust suppliers to fulfil their various roles

26 Bodyshops Supplement

March 2017

FEATURES

Sometimes Solution Centres can struggle to match the efforts of the best, and in those circumstances there need to be honest exchanges to see whether they can adapt and evolve to take on board the best practices that the industry is developing By adopting policies and methods in sympathy with the Ageas Way, our repairers are able to acquire replacement parts more efficiently, without having constant approvals and negotiations with Ageas, and can get on with the job in hand. And this has meant that making simple changes like this has had a positive impact on cycle time.

Open dialogue, honest exchanges

So, in this instance, open dialogue and commitments from us meant that the Ageas Solution Centres were able to assess whether they could meet our adapting requirements. By engaging with our ASCN in such a way, identifying our requirements and sharing the focus of responsibility and the benefits with our partners, we have developed working relationships which are beneficial to us, to them and, most importantly, to our policyholders.

Having a professional relationship is also vital when things aren’t running so smoothly. There have been occasions when there have been disagreements and not all Solutions Centres (SCs) have risen to the challenge with the same enthusiasm and success.

Sometimes SCs can struggle to match the efforts of the best, and in those circumstances there need to be honest exchanges to see whether they can adapt and evolve to take on board the best practices that the industry is developing.

Collaboration and innovation

Innovation is another core element of the Ageas Way. By collaboration and innovation we are always looking at developing claims initiatives, and we constantly reassess procedures to identify where improvements can be made. This is another fundamental element of the relationships we expect from our ASCN. Forward thinking is necessary if we are to continue to be the best in class and we encourage our network to step up to the mark, to make the changes that are needed and to put their best foot forward in everything they are doing. Being forward thinking in this industry is essential if we are all going to succeed.

So, relationships in this industry are essential. To help us achieve the best, we have a team of people on hand to work with our network; to make sure that what they’re doing for us and how they’re doing it is working, and that the new ideas they have can fit with our culture.

Peter Millis Peter Millis is the Claims Operations Manager at Ageas Insurance Limited, and has been with the company since 1999.

Peter has been responsible for the Vehicle Damage Teams and has played a key role in the development of the awardwinning Ageas Solutions Centres repairer network. With four teams and 90 field and office based staff, Peter and his team look after and manage the repair supply chain, engineering and salvage classification and disposal.

Initially from a technical background, Peter has held managerial roles in retail dealerships and a tyre distributor before joining the insurance industry. When previously employed by a high net worth, high service insurer, he was involved with setting up the first repairer network to utilise ‘imaging’ for damage assessment purposes.

Peter is a Fellow of the Institute of the Motor Industry (FIMI), a member of the Institute of Automotive Engineer Assessors (M. Inst.AEA) and a member of the Institute of Road Transport Engineers (MIRTE).

The Ageas Way, our guiding principle, means we are always looking forward to the next challenge, and I’m sure there will be plenty of opportunities for us to face. The immediate future involves assessing how we best approach parts inflation and other cost challenges we may face as a result of economic uncertainty following the Brexit vote in the referendum last year. And, as we approach those challenges head-on, we will look for support and ideas from our network to help us achieve our continued goals.

I’m sure that with the collaboration and support of the ASCN, any opportunities and initiatives will prove successful thanks to our mutual understanding and respect, and we will continue to set the bar to be the best in class.

ASCN has, for us, been a very positive project and is successful in achieving what we had set out to accomplish. So far, our collaboration has led to the network winning awards and recognition in various categories - Insurance, Technology and from the repair industry itself where Ageas has been, on more than one occasion, awarded an ABP accolade. But the recognition we have received is a collective recognition because, without the exceptional relationships we have with the ASCN, we would not have been able to achieve all we have.

March 2017

Bodyshops Supplement 27

FEATURES

ADAS – the biggest challenge for the aftermarket?

Advanced Driver Assist Systems are gaining popularity among vehicle manufacturers, with some of these becoming a legal obligation in new vehicles. Andrew Marsh takes an in depth look at some of these systems, and how they can improve road safety. dvanced Driver Assist Systems (ADAS) are a hot topic because it covers so many possible sub-systems, many of which have not had widespread mass-market fitment before. Whilst fitment rates vary widely on newly registered vehicles, and system capability also varies a lot too, the essentials of automated braking and lane keeping are already a legal obligation for newly registered trucks as well as coaches. But not cars, yet. The fuss? The first systems appeared in 2000, but fitment rates are increasing rapidly as build cost plummets and capability increases exponentially.

A

RADAR: Radio Detection And Ranging is one of the current means to measure distance. A transmitter sends out electromagnetic waves that have a certain frequency. If these waves collide with an object, a modified form of the wave is reflected back to a receiver, which given the shift in time base can be used to calculate distance. The automotive sensor has the transmitter and receiver built into a single module:

Suddenly ADAS is not for the uber rich or mildly well off, but for everyone.

A system capable of either assisting a driver, or even without human intervention, requires electronic control of the steering system (ePAS), the powertrain and the brakes (ABS or ESC). There are three sensor technologies that provide an array of active safety devices: radar, infrared and optical.

Optical object classification: The advent of ‘Complementary Metal–Oxide–Semiconductor’ (CMOS) cameras via smart phones brought optical object recognition within grasp. Image processing is the crucial development as a by-product of military applications.

The camera systems transmit a chopped form of light (modulated light), which is reflected from an obstacle to provide the relative position in the transverse plane. That data is mapped onto a pixelated map, from which the image is compared to a suite of object classifications: cars (560 variations), trucks (168 variations), pedestrians (503 variations), traffic signs (353 variations) and other objects (120 variations).

© AIC Ltd Two broadcast frequencies are reserved internationally for this purpose - 77 GHz and 24 GHz. The 77 GHz units tend to be used for forward facing long range RADAR system with a range up to 250m working at speeds of up to 136 mph - or 2.2 miles per minute. The broader the angle, the shorter the range. Multiple range/scan area RADAR units can be built into a single module.

24 GHz units tend to be used for side/blind spot obstacle detection, and the range is around 10m, but the measurement zone typically has a 150 degree included angle.

The image processor will decide if the object is mobile or static, and track it too. The entire process takes place at one third the speed of light - effectively instantaneous. To provide distance measurement two cameras can be used. Subaru and Hitachi were the first to introduce this in 2010, and this is now becoming more common, as an alternative to LiDAR.

Suddenly ADAS is not for the uber rich or mildly well off, but for everyone

28 Bodyshops Supplement

© Robert Bosch GmbH LIDAR: Light Detection And Ranging uses an infrared laser light source to measure distance via a similar method to RADAR. Typically such sensors are fitted behind the windscreen, pointing forwards and measuring around 10m ahead of the vehicle – but the technology has much greater capability.

March 2017

FEATURES

Even when all motor cars have ADAS fitted as standard, the rate of change in the UK will be at around 2 million plus units per year. This means domination of the market with ADAS will take more than 10 years to achieve The network – putting it all together

If we connect the electronic control of brakes, steering and powertrain together with a sensor array, then the system will have the capability to steer and brake without driver input. Here are some features that use this connected network approach: Lane keeping: The e-PAS system allows the vehicle to self-steer up the front tyres up to 3.5 degrees either side of straight ahead.

Using the CMOS camera, the system detects the lines painted on the road surface. As the vehicle drifts across those lines an alert is given to the driver, and some systems will steer the vehicle to stay in the lane – unless the driver uses the indicator, which then cancels the system activity.

Blind spot obstacle detection: The door and interior mirrors provide excellent views around the vehicle except for a few dead zones, known as ‘blind spots’. Until recently this was a real problem countered only by a driver looking around to double check. Driver assist systems typically have two RADAR sensors to scan the rear end of the vehicle, or a rear view camera instead. When a potential collision is detected, the driver is alerted.

Automated parking: First introduced in 2008 onwards on selected Volkswagen group and Lexus models, the system offered automated parallel parking. Now in its third generation, with even better software and more sensors, automated parking today can park a vehicle in almost any position.

Auto brake and adaptive cruise control: Depending on what type and how many sensors are fitted to a vehicle, they work seamlessly with the brakes, SRS and (now) steering to help avoid accidents.

The range finding sensors combined with object classification feed data to the ESC system, which can then calculate one of several thresholds, taking into account the weather conditions: • Driver alert – the system has detected an obstacle and predicts there will be a collision unless the vehicle is either slowed down or changes direction. Use of the windscreen wipers will alert the system to wet road conditions and alter the calculated braking distances accordingly.

• Preparation for an impact - the vehicle will increase the line pressure in the braking system to reduce the response time by around 30 milliseconds, optimise the windows and sunroof (if fitted) for airbag deployment and arm the SRS. Alarm signals are still sent to the driver.

• Point of no return - the driver has failed to respond, the danger still exists and the point at which the brakes should be applied to miss the obstacle is approaching. The system intervention will either prevent impact or greatly reduce the impact speed. Latest versions of the system can also apply small steering corrections to avoid obstacles.

March 2017

The technology is evolving rapidly. For example, Volvo Car/Delphi placed a multi range RADAR module with in-built CMOS camera and data processing behind the windscreen. More than ever the windscreen is an integral safety device in its own right.

The after market

Consider these examples.

• Fitment of a windscreen, for example, could mean disconnecting multiple sensors fitted to it. Most glass fitters have never had to use any form of diagnostics before.

• Replacement of a bumper skin could require a re-calibration of ADAS. Toyota for example, require this on the new global platform that covers Prius 4, the Mirai, CR-H, and more to come.

There is no single way to calibrate ADAS. First generation technology, still fitted by some vehicle manufacturers to new vehicles right now, require static calibration with a suite of equipment and two technicians. Others (Ford, JLR, Volvo Car) require calibration via diagnostics and a short test drive.

We can see directly an immense challenge. There is a significant demand for training, there is a significant short fall in accessing model specific methods to ensure correct repair, and insurers are left blind as to what a specific vehicle has fitted to it. Vehicle manufacturers know exactly what is built on each vehicle, but codified data related to VIN does not exist outside the manufacturer’s systems. In addition, thanks to the failure of bodies such as Euro NCAP, there is no verification of ADAS performance model by model.

Most new vehicles sold now have provision for eCall, which means as a by-product they have WiFi communication with ‘base’, which is usually controlled by the vehicle manufacturer. This data stream is immensely powerful and is outside the rules of block exemption.

This has enabled vehicle manufacturers to legally side step the right to access model specific repair methods and diagnostics software, should they choose to do so. For the moment most vehicle manufacturers have not enabled this ‘radio silence’ option.

Even when all motor cars have ADAS fitted as standard, the rate of change in the UK will be at around 2 million plus units per year.

This means domination of the market with ADAS will take more than 10 years to achieve. The solution to the challenges? We all must work harder to get to the right information to perform repairs correctly, regardless of obstacles, on a vehicle specific basis. That’s the price of living in a technology revolution.

Andrew Marsh is Engineering Director at Auto Consulting Ltd.

Bodyshops Supplement 29

CASE STUDY

Standard Practice – A Bodyshop Industry Case Study T

his year marks the 10th anniversary of the public launch of the Thatcham BSI Kitemark scheme, (PAS125) where the first Kitemark awards were presented to:

• AJC Fix Auto in Dagenham • East Bilney Coachworks in Norfolk • UK Assistance Accident Repair Centre in Heywood PAS125, now known as BS10125, has grown in its adoption, with around 900 accident repair centres approved to the standard (based on all assessment bodies).

In 2004, I published an industry positioning paper explaining the essential elements needed for “quality assurance in the vehicle body repair industry”. There were four things: 1. Man 2. Machine 3. Method 4. Material These four items underpinned the PAS 125 standard and were supported by a large cross section of the industry that helped make PAS125 a success. These items are still as relevant today to ensure high quality and safe vehicle NCAP reinstatement.

There is no doubt that the standard had a positive impact on the professionalisation of our sector.

There is now a considerable amount of duplicate cost on the bodyshop that could be reduced if more active dialogue was made in terms of the constant evaluation of the standard. We just don’t see that happening today.

The challenge for BS10125 is to stay ‘relevant’ for the sector.

Let’s look at how consumer quality philosophy has changed in the last 10 years.

When we used to buy goods and services, we´d often look for ‘approvals’ that businesses had achieved as an independent badge of quality; firms working to ISO9000, for example.

Do we ask Amazon or Apple what approvals they have? No. This is because we now value a consumer driven rating and evaluation as a far more appropriate measure of quality. GenY and millennials have probably never even heard of ISO9000!

Hence the rise of massive consolidation in our sector through acquisition and franchise. The power of ‘brand’ association is having a greater impact than power of quality ‘approval’.

The point here is that our industry standard has not moved on sufficiently in these areas. The original PAS125 was a technical baseline.

However, in 10 years the world, motor vehicles, consumers and our repair sector have changed rapidly, but the standard has for the main remained unchanged.

Now let’s look at vehicle technology. It would be a fair assessment to say that the independent sector is more challenged than ever to keep pace with the rate of change. One thing is for sure; technology change will never be as slow as it is today. It is therefore imperative that there is a more seamless link to services and information provided by the vehicle manufacturers.

Under BS10125, the repair industry has lost a degree of control that it had over its standard. For example, today the standard still requires ratios on competent persons; it doesn’t reflect the more complex and sensitive data a bodyshop is handling or sufficient recognition of vehicle manufacturer quality standards.

They have the latest training, work on the most modern vehicles and have an insight into the future. This goes straight to the heart of an issue around competence of repair staff. The path most repairers took was the ATA accreditation path to prove current competence. This is a three-year cycle accreditation test.

Our crippling skills gap tells us that even with standards we are not an attractive proposition for young talent. Many great initiatives are underway to help that, but wouldn’t also making our standard more relevant and modern be a step forward as well?

Initially, many struggled to deal with this new approach, which then saw up to 50% failure rates in some disciplines.

Our sector has been through 3 cycles of ATA accreditations, with significant costs. We have learnt a lot. Is it not time to implement a lighter touch to this, but with great emphasis on quality of CPD? Our crippling skills gap tells us that even with standards we are not an attractive proposition for young talent. Many great initiatives are underway to help that, but wouldn’t also making our standard more relevant and modern be a step forward as well?

The fact is, the repair industry has been through a steep learning curve in the last 10 years and has gained an incredible amount of knowledge in relation to repair standards. There are many things that can be done now to evolve our industry standard to one that is fit for purpose for 2020 and beyond.

Standards are a great thing and are necessary, but it is essential that they are refreshed and looked at with an innovative approach to keep the repair sector fit for the future.

Jason Moseley is Executive Director of NBRA.

30 Bodyshops Supplement

March 2017

27th April 2017 New Dock Hall, Leeds

N O M I N AT I O N S N O w O P E N Sponsorship Enquiries: Kate McKittrick | kate@charltongrant.co.uk | 01765 600909 Event Enquiries: Ellie Campbell | ellie.campbell@charltongrant.co.uk | 01765 600909

www.modernclaimsawards.co.uk kindly sponsored by

NBRA: Your Industry Voice

Combining over 200 years of experience for bodyshops

We can offer you: • Technical assistance • Advice on employment law • Guidance on industry standards • Alternative dispute resolution

& much more!

Contact us today to find out what we can do for you:

0845 305 4239 bodyshops@rmif.co.uk