Motorpro Issue 38 2026

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INSPIRING AUTOMOTIVE PROFESSIONALS

A C C E L E R AT E YOUR CAREER IN AUTOMOTIVE AUTUMN 2026

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start to forget why you’re pushing, beyond the fact of the struggle itself.

Luckily, life sometimes throws up an opportunity to look at the direction of travel, enabling stakeholders to consider where it looks like we’re heading.

Andy Burnham becoming Prime Minister has created this very opening: while the party flag remains the same colour, we have a new government.

Regardless of the politics, what we have been presented with is a chance to stop for a second and ask ourselves what kind of future our industry wants, as well as a space to

suggest to the new ministerial faces (and those old faces who keep coming back) what they can do to enact positive change. This is why, on pages 10–17, you’ll find a chorus of voices from across the sector suggesting the direction we need to take on a number of key issues.

The theme continues throughout this edition of MotorPro as we look at topics as diverse as new vehicle technology, the ongoing growth of autonomy, dealer methods fresh from the US and much more. Dive on in – the future is now.

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FUTURE SHOCK?_

For this issue, our overarching theme is future readiness, although you’d be forgiven for thinking this is our perpetual focus. After all, we’re always looking at what’s coming up, taking in everything from the anxiety over the growing shortfall in trained technicians to the rapid pace of technological change and the challenge of meeting ZEV requirements. The IMI has been instrumental in helping to move the sector in the right direction and continues to work on behalf of the whole industry.

Sometimes, though, you press on for so long that you

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KING OF THE NORTH VERSUS THE KING OF WISHFUL THINKING?

The elevation of Andy Burnham to No.10 is giving the motor industry an opportunity to point out to government the areas that need immediate attention ART PRODUCTION CLIENT

HE WAS THE KING of the North, but now Andy Burnham is Prime Minister, and he has a monumental task ahead of him. There’s no chance to look back now, in anger or otherwise.

To be fair, the motor industry might hold an advantage over Manchester’s favourite son when it comes to looking ahead. After all, the relentless pace of technological change has forced the industry to keep evolving at an amazing rate, but there are areas that require government attention, and as a sector we can certainly give it a steer.

Mandate The IMI has already issued an industry wish list for our new Prime Minister, and if you turn to our cover story on pages 10-17 you can find out what we are after in much greater detail. We’re not alone of course, and we’ve asked a number of other sector organisations, companies and bodies to share their thoughts on where the government’s attention needs to be focused over the next few years.

For the motor industry, the challenges are legion. With the sector being the key industrial driver in the UK economy, employing 866,000 people across many thousands of businesses, it needs to be a major part of the country’s reindustrialisation strategy. Part of this will require a clear ZEV strategy.

The growth in EVs also means new tech is continuing to roll out, and this

means technicians need the right kind of training and qualifications to make sure they can do their jobs effectively and safely. This is why we’ve been calling on the government to mandate

“THERE ARE AREAS THAT REQUIRE GOVERNMENT ATTENTION, AND AS A SECTOR WE CAN CERTAINLY GIVE IT A STEER”

the IMI TechSafe standard as the competence qualification for the industry, and this work will continue.

The issue of training rolls us towards apprenticeships, and here we need to look again at the reforms that have been undertaken. Then, with all this in place, we’re calling for automotive skills to be recognised as a key pillar of Skills England, denoting their overall importance within the whole economy.

Real change Of course, the IMI is constantly engaging with government and other stakeholders on these issues, and we’ll continue to do so. These are all issues that require attention, and we’ll strive to put the case for the industry so we can see real change that will help the sector and the overall economy.

Does this make me the King of Wishful Thinking? I’d like to think I’m a positive person, and I always had a soft spot for Go West. However, these are real, achievable goals that would help the sector and the overall country, and they will enable the government to achieve what it is looking to do too. What’s not to like?

Nick Connor is Chief Executive of the IMI — If you have a question for the IMI, email Jack Grinnell at jackg@theimi.org.uk

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08 How IMI membership works for you An ongoing series of Regional Member Forums for 2026 continued during the summer with a day-long session for South of England members at IMI HQ

22 Inside an independent Borehamwood-based garage Studio Tyres continues to bring the best service a family-run business can offer to the motorists of Hertfordshire

10 Cover story MotorPro spoke to major figures from across the motor industry to find out what they think Prime Minister Andy Burnham and his new government need to do to support the sector

28 New opportunities, autonomy and more: MOVE 2026 Self-driving tech was at the top of the agenda at MOVE 2026, with VMs and tech providers getting together to continue rolling out vehicle autonomy

18 Ten in ten All the latest stories from across the sector, including EV developments, new appointments and ongoing business expansion

COMMUNITY

F U T U R E S K I L LS

COVER ILLUSTRATION: ALICE MOLLON

20 London Tech Week Automotive was a key theme this year at the annual technology event held in the capital, with everything from AI and autonomy to fuels and skills getting a look-in

30 IMI Annual Dinner and Awards 2027 Find out everything you need to know about this celebratory occasion in the IMI’s calendar 33 Upcoming IMI events All the latest IMI events for your diary, including in-person events as well as online sessions 34 The latest news and updates from your IMI The IMI AGM, and our thoughts for the families of IMI members who have passed away

ATT RACT ION 36 Phoenix rising: IMI-backed university racing team heads for tech glory Coventry University’s Phoenix Racing team continues to take part in the global Shell Eco-marathon project, with enthusiastic backing from the IMI

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INDUST RY T RENDS 38 Inside Tekion One The recent Las Vegas conference examined how AI is reshaping the car retail sector 42 Automation and the liability revolution Who is responsible for a self-driving vehicle in the event of an accident – and who pays?

46 Big interview Steve Horne, CEO at GSF Car Parts, says the time has come for the automotive aftermarket to truly realise its importance as a major driver in the economy 50 Skills of tomorrow Learn the science behind BYD’s Flash Charger as the company prepares to roll out 300 across the UK by the end of 2027 66 My motoring inspiration Stourbridge Automotive’s Neil Fellows AAE FIMI explains how achieving balance is the true sign of accomplishment

HOW TO...

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The IMI Fanshaws, Brickendon, Hertford SG13 8PQ Tel: 01992 511521 MotorPro © 2026 ISSN: 1742 5204

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Published on behalf of the IMI by: Think, 65 Riding House Street, London W1W 7EH Tel: 020 3771 7200 — Editor Alex Wells alex.wells@thinkpublishing.co.uk Art Director Ian Hart Managing Editor Marion Thompson Content Development Director Matthew Rock Client Engagement Director Kieran Paul Managing Director Jackie Scully — Advertising Tom Crane 020 3771 7260 tom.crane@thinkpublishing.co.uk

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Opinions expressed in articles do not necessarily represent those of the Institute of the Motor Industry.

The publishers cannot accept responsibility for claims made by manufacturers, contributors, advertisers or readers.

— Printed by Acorn Web, Normanton, Yorkshire.

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INSTITUTE OF THE MOTOR INDUSTRY

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THE IMI REGIONAL MEMBER FORUMS Bringing the IMI closer to its membership, a series of Regional Member Forums for 2026 continued with a day-long session for South of England members at IMI HQ WORDS_ALEX WELLS

This summer’s warm weather made the IMI Regional Member Forum for the South of England a memorable affair, but the great content was the key takeaway, with a host of topics covered, including legislation, training, tech and much more.

IMI CEO Nick Connor opened up proceedings, laying the foundation for the event by covering the IMI’s vision and strategic priorities. Next up was Emma Carrigy BSc MSc MIMI, the IMI’s Head of Research and Public Affairs, who explained the impact the IMI continues to make on behalf of the industry and those working within it. “As an organisation,” she said, “we’re constantly raising standards, shaping futures and leading change.”

She was followed by the IMI’s Government Affairs Lead, Hayley Pells, who provided an update on automated vehicles legislation. “There’s a lot happening here, and those in the industry need to keep an eye on this.” Staying with changing tech, John M Neill, retired Executive Chairman at Unipart Group, looked at the growing impact of AI being felt across the automotive sector.

This was followed by an informative panel discussion, and then attendees were able to interact informally during a barbecue lunch in the magnificent gardens at Fanshaws.

Hayley Pells covered automated vehicles legislation

Variety The event proved popular with attendees: “I really enjoyed the variety of the content,” said Chris Moore, Sergeant, Technical Training at the Metropolitan Police, “and this would be a good thing going forward as it enhances the experience for all – ensuring that someone will get something out of the day.”

Lincoln-based DiagSolve Motorworks Founding Director Anjana Hewawasam

John M Neill discussed the effect AI is having on the sector

GET CONNECTED

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Log in to access member benefits, from rewards and discounts to the Careers Hub and Automotive Intelligence, helping you navigate through the industry and succeed in every aspect of your work and personal life.

Log in to your IMI Connect account at bit.ly/ IMI-Connect or scan the code

“WE’RE CONSTANTLY RAISING STANDARDS, SHAPING FUTURES AND LEADING CHANGE” agreed: “A really valuable day at Fanshaws, with great insights into future skills, standards, automated vehicles and AI. Thank you to the IMI team for a well-run and engaging event.”

Connor observed: “Reaction to the IMI Regional Forum at Fanshaws from attendees was tremendously upbeat, with those taking part pointing out the quality of discussions as well as the wonderful venue. Many relished the opportunity to meet the IMI team as well as network with industry colleagues in such a pleasant setting.”

He added: “Thank you to everyone who travelled from across the UK in what was, on the day, stifling heat, to join us and contribute to the conversation about the future of the automotive sector.”

THE IMI: EVERYTHING WE DO, WE DO IT FOR YOU

The third Regional Member Forum was held at Bosch in Scotland on 9 September, with the fourth due to take place at Coventry’s UK Battery Industrialisation Centre on 30 September.

The next event will be held at Transport Training in Northern Ireland on 8 October, with 2026’s round of Member Forum events concluding at Bridgend College on 11 November.

— If you’re thinking about hosting your own local member event and would like details on the support you will receive from the IMI, please contact Zoe Sykes AffIMI at zoes@theimi.org.uk — For more upcoming IMI events, please turn to page 33.

• We develop people and careers • We run a nationwide membership community • We assess and accredit individuals operating in the sector • We campaign and build public confidence Find out more about taking advantage of all aspects of your IMI membership at theimi.org.uk/ membership or scan the code

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With the Prime Minister now fully in harness, major figures from across the motor industry are calling for action that will lead to positive change.

Skills shortages, apprenticeship reform and clarity on EVs are top of the agenda, but there’s much more besides.

Can Andy Burnham get us back on track in time?

ALAMY ALAMY

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Ford is calling on the UK government to urgently review the Zero Emission Vehicle (ZEV) mandate. Ford believes in a zero-emissions future. That isn’t in question. What is in question is whether the current policy path reflects how people actually buy and use vehicles today.

The government has shown it will listen and act. The Electric Car Grant is putting electric cars within the reach of more drivers. We very much welcome the demand-side support, but incentives alone cannot close the gap. We have invested heavily and discounted hard, and government grants have helped – yet sustainable demand is still short of the targets for both commercial and passenger vehicles. The mandate and the market have drifted apart, and that gap is getting wider.

For many drivers the switch makes sense, and they are making it today. For others the time isn’t right. This is particularly true for our commercial vehicle customers, whose van is the heart of their business, and the switch to full electric doesn’t make sense for some of them at the moment.

The EU has recalibrated its targets to match the market. It’s time the UK reviewed the ZEV mandate.

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MIKE HAWES CHIEF EXECUTIVE, SOCIETY OF MOTOR MANUFACTURERS AND TRADERS (SMMT) The Labour Party has already demonstrated its commitment to automotive manufacturing through the industrial strategy and, building on those foundations, the sector can be a powerful engine for growth, delivering investment, innovation and high-value jobs in every part of the UK. There remain many challenges to the industry, both at home and abroad, but if we strengthen our competitiveness and provide greater support for the transition to net zero, we can drive reindustrialisation and economic renewal in every region and nation of Britain. We look forward to working with the Prime Minister and his team to realise that opportunity.

“ THE SECTOR CAN BE A POWERFUL ENGINE FOR GROWTH, DELIVERING INVESTMENT, INNOVATION AND HIGH-VALUE JOBS”

BBRDRVN; DMYTRO DMYTRO SHER SHEREMETA; F.T.PHOTOGRAPHER; ROMAN BBRDRVN; EM ETA; F.T.PHOTOGRAPHER; ROMAN FENTON/SHUTTERSTOCK FENTON/SHUTTERSTOCK

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LISA BRANKIN CHAIR AND MANAGING DIRECTOR AT FORD MOTOR COMPANY

“IT IS CRUCIAL THAT GOVERNMENT RECOGNISES THE STRATEGIC IMPORTANCE OF THE AUTOMOTIVE SECTOR”

SUE ROBINSON CHIEF EXECUTIVE, NATIONAL FRANCHISED DEALERS ASSOCIATION (NFDA) Over the coming months several major policy decisions will shape the future of automotive retail. The ZEV mandate, Electric Vehicle Excise Duty (eVED) and the wider journey to net zero all require a practical approach that supports retailers while encouraging consumer confidence.

The industry’s commitment to decarbonisation is clear, but success depends on more than ambitious targets. Consumers must have the confidence, infrastructure and financial incentives to make the switch.

Retailers understand those challenges better than anyone because they have these conversations with customers every day, and their experience should play a central role in shaping future policy.

The automotive industry has always adapted to change.

With clear direction and a collaborative approach between government and industry, franchised retailers can continue investing, supporting customers and playing their part in building a competitive and successful automotive sector for the future.

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“THE MOTOR INDUSTRY FACES MANY CHALLENGES, BUT AS A SECTOR WE RECOGNISE THE ISSUES AND KNOW WHAT NEEDS TO BE DONE”

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MARK FIELD CHIEF EXECUTIVE, INDEPENDENT AUTOMOTIVE AFTERMARKET FEDERATION (IAAF) It is crucial that government recognises the strategic importance of the automotive sector and ensures that legislation keeps pace with the rapid technological changes taking place across the automotive industry.

Existing legislation, including the Motor Vehicle Block Exemption Order (MV-BEO) and Vehicle Type Approval regulations, has historically protected fair competition between vehicle manufacturers and the independent aftermarket. However, these frameworks were not designed to address today’s connected vehicle technologies, remote diagnostics and manufacturer-controlled access to in-vehicle data.

Government must prioritise robust, sectorspecific Right to Repair legislation that guarantees independent operators have fair and secure access to vehicle data, diagnostic functions, repair information and software updates. This is essential to maintaining a competitive marketplace, encouraging innovation and protecting consumers from unnecessary costs.

The financial sustainability of the UK’s MOT network must also be addressed. The IAAF has called for the introduction of a mandatory minimum MOT fee of £54.85, warning that years of heavy discounting have eroded the value of one of the UK’s most important road safety inspections.

Alongside legislative reform, continued investment in automotive skills and training is essential. Supporting apprenticeships, upskilling the existing workforce and recognising the role of independent businesses will help address the industry’s welldocumented skills shortage.

STUART JAMES CHIEF EXECUTIVE, INDEPENDENT GARAGE ASSOCIATION (IGA) There are four key areas where government and our new PM need to take urgent action.

Firstly, the MOT fee needs to increase. Despite rising cost pressures, the mandated maximum price for an MOT has stayed at £54.85 since 2010. Without a significant update to the current MOT fee, we risk garages having to prioritise more profitable work, reducing the number of bays available for MOT testing and therefore reducing the national capacity. This risks consumer choice with regards to accessibility, locality and convenience of available MOT test stations – and most importantly road safety.

Secondly, the government needs to reduce red tape and taxation for businesses, particularly small and medium-sized enterprises (SMEs), which include many independent garages.

They continue to face rising operating costs, including higher business rates, increases in employer National Insurance contributions and

the additional administrative requirements associated with employment legislation.

Together with ongoing inflationary pressures, these factors reduce the capacity of businesses to invest, recruit and contribute to wider economic growth.

Thirdly, addressing the UK’s skills shortage must remain a national priority. Any measures that encourage SMEs to recruit and train apprentices, including financial incentives for businesses taking on young apprentices, will enable independent garages to invest in the next generation of technicians.

Finally, there needs to be far greater certainty on the transition to zeroemission vehicles.

This represents one of the most significant changes the automotive sector has ever faced. Achieving the UK’s environmental ambitions will require long-term policy certainty that gives businesses and consumers the confidence to plan and invest.

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For too long, recruitment, training, technology and productivity have been treated as separate conversations. They are not. Government can help accelerate that shift by better aligning education, skills policy, digital adoption and industrial strategy, giving automotive businesses the confidence to invest in both people and productivity.

That confidence also depends on policy certainty.

A clear decision on the 2030/2035 timetable would provide clarity for manufacturers, supply chains, employers and consumers alike, enabling investment decisions to be made with confidence.

The industry’s long-term success also depends on a strong pipeline of talent, but attracting new talent is only part of the solution. As vehicle technology continues to evolve, maintaining professional competence throughout a technician’s career should become a national priority rather than simply an individual business decision.

The IMI has already demonstrated leadership through initiatives such as the IMI TechSafe Professional Register, recognising that competence cannot stand still. The government now has an opportunity to work alongside industry to build on that momentum, encouraging a culture where CPD is recognised as fundamental to vehicle safety, customer confidence and the long-term competitiveness of the UK automotive sector.

The automotive industry is becoming increasingly reliant on connected technologies, cloud-based platforms and digital data as well, but digital transformation cannot succeed without trust. Cyber resilience must therefore sit alongside innovation as a national priority.

“ THE INDUSTRY’S LONG-TERM SUCCESS DEPENDS ON A STRONG PIPELINE OF TALENT, BUT ATTRACTING NEW TALENT IS ONLY PART OF THE SOLUTION” 16 / THEIMI.ORG.UK

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CHRIS NEWITT MANAGING DIRECTOR, SCANIA UK There are three areas that I would consider imperative for the government and new Prime Minister to focus on if they want to support the transport sector and a growing economy.

Firstly, previous governments, including this one, have talked about growing GDP but failed to understand the link between the transport and logistics sector and a growing economy.

The government needs to understand that the truck and logistics industries are liberators of growth, which means they should be at the core of any growth plan. By not doing so, no business can expand, and no economy can prosper. Everything consumed or used in the UK is moved by trucks. To construct a plan without investing in this sector means driving up inflation and, as a consequence, suppressing growth.

Secondly, for the heavy transport sector we need a quick and clear resolution to the UK’s HGV CO2 Framework legislation. We welcome the government’s ambition to scale up electrification and accelerate the decarbonisation of heavy-duty road transport.

Any ambition must be realistic when it comes to creating any HGV CO2 regulation in line with the UK’s net zero ambitions.

However, what we need most is clarity. If the government can take an approach that prioritises carbon reduction and is technology agnostic, that will leave space for entrepreneurship and innovation to blossom.

Finally, alongside clear legislation there needs to be a focus on providing long-term incentives to encourage the industry to move to make the transition. By aligning the legislative framework alongside the roll-out of new long-term incentives for both vehicles and infrastructure, this would give operators and businesses confidence to invest.

Alongside stronger, ongoing incentives there needs to be a resolution to improving our national infrastructure too.

We should be making it as easy as possible for business to install local infrastructure – from investment in chargers and cutting some of the bureaucracy in trying to secure land and a grid connection to overall permission.

THE IMI IS CALLING FOR THE FOLLOWING COMMITMENTS: 1. AUTOMOTIVE EMBEDDED IN REINDUSTRIALISATION STRATEGY

The IMI is calling for recognition that a sector employing 866,000 people and generating £37bn in annual GVA cannot be treated as a footnote within a broader manufacturing category and should take a central role in a reindustrialisation strategy.

2. CONSISTENCY ON ZEV POLICY

NICK CONNOR FIMI CHIEF EXECUTIVE, INSTITUTE OF THE MOTOR INDUSTRY (IMI) We congratulated Andy Burnham when he became Prime Minister during the summer, and we genuinely welcomed his stated commitment to reindustrialisation and to technical and vocational skills. However, before the 2024 general election, Labour promised to champion the motor industry – a sector fundamental to the UK’s economy and its social infrastructure. Two years on, that promise has not been delivered, and the skills gap in our sector has become a road safety issue.

Vehicles are changing faster than at any point in history – electrification, connected systems, automated driving technology. The people who maintain, repair and recover them must be demonstrably competent, yet apprenticeship starts are falling and qualification levels are nowhere near where demand requires.

The new Prime Minister has an immediate opportunity to put this right: mandate IMI TechSafe, protect the rigour of automotive apprenticeships and give our 800,000-strong workforce the recognition and investment it deserves. The IMI is ready to work with him from day one.

Mixed messages on EV policies including the ZEV mandate have caused employers to pause investment in training. Whatever the final mandate parameters, the government must make clear that the transition to electric vehicles is irreversible and that skills investment must accelerate accordingly.

3. GOVERNMENT MANDATING OF IMI TECHSAFE

To ensure those working on high-voltage, connected, automated and alternative fuel technologies can demonstrate the competence needed to maintain and repair these vehicles safely, protecting road users throughout the vehicle life cycle.

4. APPRENTICESHIP REFORM THAT DOESN’T PUT ROAD SAFETY AT RISK

The IMI has serious concerns about the current apprenticeship reforms, and is calling for a review that maintains rigorous, independent end-point assessment as well as protecting the depth and quality of training required to achieve real occupational competence.

5. AUTOMOTIVE SKILLS AS A PILLAR OF SKILLS ENGLAND

The sector’s workforce needs must be explicitly named and resourced within the national skills framework, not left to be inferred from cross-sector language.

The motor industry faces many challenges, but as a sector we recognise the issues and know what needs to be done, as long as we are offered a favourable environment and the support of government.

– Show your professional status with IMI TechSafe recognition. Go to tide.theimi.org.uk/membership/ imi-techsafe or scan the code

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01 / ERCS SHOOTS FOR 1,000 MEMBERS BY 2031 SUBS

The Eurorepar Car Service (ERCS) network, which had 310 garages in its UK network at the end of 2025, has embarked on an ambitious national recruitment drive with the aim of reaching 1,000 members by 2031. The campaign will highlight the consolidated spare parts distribution that ERCS provides to members, as well as its growing after-sales support offering, which recently saw the addition of seven new business performance managers. UK Country Manager for Octago and Head of the ERCS network Neil Gibbs said: “With the infrastructure we have built, we see no reason why we cannot reach 1,000 members by 2031, which would make us one of the largest players in the UK market.”

03 / TRUCKING OPERATORS EYE RISING ROLLER BRAKE TESTERS

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MAHA was at this summer’s Road Transport Expo, where both repairers and operators were drawn to the company’s rising roller brake tester.

The demand is being driven by the growing need for more brake tests and improved record-keeping, with more operators looking to bring brake testing in house as a result. Roller brake tests need to be conducted at least four times a year, including at the MOT. Traditional testers require trailers to be loaded up to at least 65% of their total maximum weight. However, rising roller brake testers raise a vehicle’s axle and shift the weight of the vehicle to replicate a load. MAHA UK Regional Sales Executive James Thompson said: “Our rising roller has emerged as a cost-effective and efficient alternative.”

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04 / NEW GLOBAL VP FOR PHINIA Daniel Griffin has been named as PHINIA’s new Global Vice-President, Aftermarket, following the retirement of Neil Fryer. Previously, Griffin held senior positions at Dana Incorporated, including VicePresident, Commercial Vehicle & Aftermarket North America, and Vice-President, Global Aftermarket & Digital Solutions. Before that he had worked across commercial strategy, operations, original equipment and aftermarket at a number of companies. Griffin said: “I am honoured to join PHINIA and lead its global aftermarket organisation.” CEO Brady Ericson added: “We are excited to welcome Dan to the team and look forward to the leadership and expertise he will bring to the organisation.”

02 / PART-WORN TYRE SAFETY AWARENESS CAMPAIGN RECEIVES ONLINE AND SOCIAL MEDIA AWARD The Motor Ombudsman’s ‘WORN-WARN’ online campaign, which aims to raise awareness of the risks associated with fitting second-hand, part-worn tyres, won a major industry award in June. The organisation took home the Online and Social Media Award trophy at the 2026 TyreSafe Awards, held at The Belfry Hotel & Resort in Warwickshire. Vanessa Horsey, Senior Marketing Manager at The Motor Ombudsman, said: “This campaign was created to address a very real and growing issue for motorists and we are delighted that ‘WORN-WARN’ has been recognised by TyreSafe.” Run with support from Lindleys Autocentres garage group, ‘WORN-WARN’ was launched at the UK Garage & Bodyshop Event in June.

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05 / A1 ADAS GROUP WELCOMES ANT LUNT AS REGIONAL SALES MANAGER A1 ADAS Group has named Ant Lunt as its new Regional Sales Manager, as its A1 Diagnostic Solutions equipment division continues to expand. Lunt said: “I’ve watched A1’s phenomenal growth with interest over the past few years and wanted to be part of it.”

A1 ADAS Group Operations Director Adam Molloy added: “Ant brings a huge amount of experience, technical understanding and customer-focused thinking to the team.”

06 / £1,000 CASH PRIZE UP FOR GRABS VIA BEN’S FANTASY FOOTBALL LEAGUE Ben recently launched its Fantasy Football League for the 2026–27 season, sponsored by PAGID and VARTA, with a £5 minimum entry fee. Run as part of Do It 4 Ben, the new league operates via the official Fantasy Premier League platform. Monthly prizes are available throughout the season, including a first-place prize of £500, a second-place prize of £250 and a third-place prize of £100, as well as £50 monthly winner prizes. Ben’s Head of Awareness and Experience, Ellen Plumer, said: “Whether you’re football mad or completely new to fantasy football, our league is open to everyone. There’s always something to play for, thanks to our monthly cash prizes, in addition to the big end-of-season prizes.”

To take part, visit: ben.org.uk/ff2627

08 / HELLA GUTMANN ISSUES SERMI GUIDANCE Hella Gutmann has released guidance to clarify when workshops are likely to need Securityrelated Repair and Maintenance Information (SERMI) access to carry out security-related coding, programming and configuration work. When technicians do need access, the company is also offering a route via its macsRemote Service. “We’ve integrated the SERMI authentication process directly into our existing macsRemote workflow,” said Julian Goulding, Head of Garage Equipment at Hella Gutmann, “allowing garages to continue carrying out advanced repairs with minimal disruption while meeting the latest manufacturer security requirements.” He added: “Hella Gutmann is fully accredited under the SERMI framework.”

07 / STEERING AND SUSPENSION REPLACEMENT INCREASES DUE TO EV SHIFT The number of EVs entering workshops for steering and suspension (S&S) work is set to continue to rise, according to Comline Auto Parts. However, this isn’t because more motorists are switching to EVs. Rather, the parts supplier has noted that the trend is being driven by the fact that EVs put more strain on S&S parts, meaning they need more attention.

Higher vehicle weight resulting from battery packs is a major contributing factor. The load affects the way vehicles corner and brake, as well as how they perform on uneven road surfaces. All of this results in increased wear and tear on steering components, and the company is urging businesses to favour high-quality parts to compensate for the additional stresses.

10 / “COORDINATED, SYSTEMLEVEL PROGRESS” NEEDED FOR MASS EV ADOPTION

09 / QUARTER OF DRIVERS STILL EV-WARY, REVEALS BRIDGESTONE SURVEY A significant minority of drivers remain unconvinced about EVs, according to research from Bridgestone, with range anxiety and running costs among the major turn-offs. The consumer survey undertaken by the tyre giant revealed that 26% of motorists declared they will never buy an EV. This figure is up from 2025, when 17% said they wouldn’t buy one. Battery longevity was a big issue for 55%, with 50% concerned about charging costs, 44% citing range and purchase price, 43% concerned about infrastructure and lack of chargers, and 41% worried about charging time.

“Our research shows that many drivers still have genuine questions and concerns about making the EV switch,” said Drew Chapman, Consumer Sales Director for Bridgestone North Region. However, 53% of those surveyed said they expected to buy an EV within five years.

Cross-industry collaboration will be crucial if widespread EV adoption is to be achieved, according to a new white paper published by FISITA. Advancing Battery and EV Technologies: Strategies for widespread EV adoption and the post-chasm era, says cost, charging, driving range, standardisation, safety and sustainability are the six pillars determining the next phase of EV development. It also highlights emerging strategies to reduce battery costs, and points out the system-level efficiency gains that could be achieved through greater integration. FISITA Director of Technical Martin Kahl said: “The industry must move beyond isolated breakthroughs and towards coordinated, system-level progress.”

To download the white paper, visit: fisita.com/go/6 ISSUE 38_MOTORPRO / 19

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Top 5 trends at London Tech Week 2026 We reveal the key automotive-related themes at the annual gathering of technology leaders

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According to Elon Musk, who was, for just under a fortnight, the world’s first trillionaire, Tesla is an artificial intelligence (AI) and robotics company, not a car company. With that in mind, we headed to London Tech Week to discover what the techies think about the motor industry.

The five-day event attracted over 30,000 visitors, including thenPrime Minister Keir Starmer, thenChancellor Rachel Reeves and HRH Prince William, who was fortunately still in place as Prince of Wales as we went to press. Boy, it was a bumpy summer for those in public life.

Delivering the opening keynote at London’s Olympia, Starmer made global headlines by giving tech firms a three-month ultimatum to block children from viewing explicit images. “On AI, Britain has three options,” he said. “We could pretend it isn’t happening. I won’t accept that.

Or remove the guardrails completely.

I won’t accept that either.

“Or we can take a third path: backing the British businesses creating the jobs of the future, while never losing sight of who that progress must serve.”

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02 Skills The Mayor of London, Sadiq Khan, announced a new £12m investment fund to help smaller companies harness the power of AI. “By backing businesses to innovate, and equipping Londoners with the skills they need, we can help build a fairer, more prosperous city for everyone,” he said.

The programme, developed by growth agency London & Partners, in consultation with the Mayor’s new AI and Jobs Taskforce, will provide AI readiness assessments and mentoring.

Alison Kay, Managing Director of Amazon Web Services UK and Ireland, pointed out that nearly two-thirds of UK organisations had already adopted AI. “The real opportunity is helping businesses move from experimentation to transformation,” she said. “There’s an estimated £35bn in productivity gains waiting to be unlocked by 2030 if we move organisations from basic to advanced AI adoption.”

04 Clean fuel

03 Quantum Then-Science Minister Lord Patrick Vallance delivered perhaps the most thought-provoking speech: “Now with less than 1% of the world’s population, the UK produces 6% of research publications and 12% of the most highly cited research publications.

“On my first day, I said to the Prime Minister: ‘You don’t get aboveaverage growth without science and tech companies.’ That’s why we’ve committed £86bn to R&D during this spending review.

“At the heart of that is the Digital and Technologies Sector Plan, which focuses on six frontier areas: advanced connectivity technologies, AI, cybersecurity, engineering biology, quantum and semiconductors.

“Quantum technologies will drive UK growth but will also help with social outcomes, enabling breakthroughs in sustainable materials, satellite-independent navigation and situational awareness.”

He then announced a new Quantum Growth Alliance, with members including BP, Rolls-Royce, BAE Systems, BT and Vodafone.

It’s pleasing to report that, even alongside humanoid robot demonstrations, brilliant cars still pull in the crowds.

People flocked to see the Atlassian Williams F1 display on the Barclays stand, while motorsport presenter Emma Walsh dished out free Cadillac F1 merch on the IFS stand.

A new name to us was Riversimple.

Based in Wales and founded by race car designer Hugo Spowers MBE, its eye-catching Rasa hydrogenelectric car was a massive hit with the punters. Earlier this year, Riversimple announced £1.7m in grant funding for the Zero Emission Lightweight Long Range (ZELLOR) project, through the government’s £4bn DRIVE35 programme.

“Many of those we spoke to said Riversimple was the best thing at the show,” said Spowers. “This project is demonstrating that zero-emission vehicles need not be heavy, and we have all the expertise we need here in the UK.”

05 Robotaxis Then-Chancellor Rachel Reeves arrived at the Olympia event in a Wayve robotaxi, with a safety driver, highlighting the news that Uber users in the capital can now specify a preference for a self-driving car.

Andrew Brem, Uber UK General Manager, confirmed: “As of today, you can express your interest in the app.

It’s absolutely fantastic – we’re going to bring Wayve autonomous vehicles to at least ten markets globally.”

Kaity Fischer, Vice-President of Commercial at Wayve, added: “We’ve been operating on London streets for nearly a decade. Being able to launch in our home market is an incredible moment. The UK was the first country to have a national-level framework for deploying autonomous vehicles. We now see other countries following suit.

“We’ve got London up first, Tokyo before the end of the year, and ten more markets beyond that, in the US, Europe and maybe more in the UK.” ISSUE 38_MOTORPRO / 21

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GENERATIONAL TALENT Studio Tyres might be a relatively new name, but the mother and son team behind it are well known to the community

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Inside an independent, 1

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Watching his dad from an early age, Max became obsessed with cars and has followed the family business

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Above: Mum Estelle is very much involved in the business, looking after everything in the background

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Max is determined to make the garage a success

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e’ve all done it – one day you’re moving to Saudi Arabia with your wife and young son to run a garage, then the next you’ve leased one in your home town of Borehamwood, Hertfordshire and started your own business! But this was the scenario for Ian Prosser, a successful regional manager at Kwik-Fit and Just Tyres, who had just been made redundant after Just Tyres went into liquidation.

Having parked up outside a then-empty building preparing to go to the bank to get some money to fix the clutch on wife Estelle’s car, Ian’s brainwave to get back into the UK industry was to turn the property into his own operation. After swiftly sorting the lease, Ian and his friend Colin established Borehamwood Tyres in 2007 and slowly built it into a popular and successful business for car and tyre repairs with a large team around him.

Unfortunately, Ian suffered a heart attack and passed away in 2021, signalling the end of Borehamwood Tyres. But, having watched his father closely since he was a baby – and with a real love of cars from that age – Max Prosser subsequently opened Studio Tyres in 2022, with more than a bit

of help from his mum Estelle. “Someone who used to work for us remembers Max climbing to the top of a pile of tyres when he was about six and just watching people at work,” she recalls. “He’s obsessed with cars, very much like Ian, and always wanted to take things apart and see how they worked. So Max getting involved with the business was a natural progression.”

Estelle, talk us through the past five years from your perspective.

When Ian died it was very sudden and a huge shock. We shut the garage immediately and spent the first few months just dealing with everything related to his death. I didn’t have much to do with the garage back then, and I didn’t want to carry on with it because I knew how hard it would be.

Max, however, was determined, but I said that if we were going to do it, we weren’t rushing it. So we took about a year before we established Studio Tyres, to make sure we did everything right. We’ve got some really amazing and special original customers who are so loyal. They come to us because it’s where they’ve always been with Ian. >

“MAX GETTING INVOLVED WITH THE BUSINESS WAS A NATURAL PROGRESSION”

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What are the main changes from Borehamwood Tyres?

We replaced the shutters, had the electrics done and redecorated everywhere. We also went from leasing the property to actually purchasing it, which was another big step for us. It took a little bit of the pressure off because we were able to then not worry about the lease costs.

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I get the impression you’re much more hands-on now?

Yes, we’re very much a partnership, and while Max is still young and is building the business, I’m supporting him all the way looking after everything in the background.

I’m also quite protective because he was seriously ill with meningitis last year.

Again, our customers were great at that time. I can’t pick or fix tyres, but I’m always in the office and they would come in to see how I was and how Max was getting on.

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So Max, what are your memories of the garage your dad ran?

I was about six when it started so I don’t recall much, but I do remember my parents bringing me to the garage and showing me what they did. I was fascinated and loved being there, and even though Mum and Dad didn’t want me to get into this business, I couldn’t think of doing anything else. I eventually ended up working with Dad and Colin, and took on more responsibility after Colin moved on.

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Studio Tyres currently has one garage, but Max wants to create a franchise in the future

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It’s important to Max that he builds on his dad’s legacy

“I WOULDN’T WANT TO HAVE TO FIND ANYTHING ELSE TO DO. THIS IS MY FIRST JOB AND IT’LL BE MY LAST JOB”

This photograph of Max and his dad is displayed on the wall in the workshop

Why was it so important for you to carry on in the industry after your dad’s passing?

I wanted to carry on his legacy and build on what he had started here. He built up a great reputation in the area, and I made it my mission to continue that. I wouldn’t want to have to find anything else to do. This is my first job and it’ll be my last job.

What were the main lessons that you learned from him?

The most important one is customer service. The way Dad spoke to people was like an art – he could sell ice to the Eskimos, but he was fair at the same time, and people really appreciated that. Colin also taught me a lot, which really helped when he left. At that point I was in at the deep end straight away, learning from my mistakes but having new experiences every single day.

How and where did you gain your qualifications?

I went through Skillnet in Watford, who were amazing. I learned so much there by working most of the time and attending college once a week. We were in small

groups of people of all different ages and it taught me an awful lot that I wouldn’t have experienced or learned if I hadn’t gone down that route.

I reached IMI Level 2 and wanted to carry on, but at the time Dad was ill, Colin had left the business and I needed to pause my training and work here full-time.

I always had the intention of going back and finishing my qualifications, so maybe one day…

What plans do you have for the future of Studio Tyres?

I want this place to be the first of many in the area. I don’t want it to be just one garage in one town – I want it to be a franchise.

I know it’s not going to be easy, but I’m going to work my hardest to hopefully make it a legacy. I followed in my dad’s footsteps, and hopefully when I have kids they’ll carry on from me.

We’ve only got a small unit here with two bays, so expanding it might be difficult. But the plan was to extend the roof so that we could accommodate a ramp in the secondary bay, which would make life a lot easier. We want to grow the business here, but we also have to be realistic. ■ ISSUE 38_MOTORPRO / 27

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OPPORTUNITIES, AUTONOMY AND MORE: MOVE 2026 The UK’s road users could soon be sharing the tarmac with autonomous vehicles, and MOVE 2026 offered up a vision of what comes next WORDS_ALEX WELLS

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A

utonomous vehicles as a reality on UK roads rolled closer during the summer with the launch of an open consultation by government looking to gauge public readiness for self-driving tech, unveiled at MOVE 2026, the annual automotive technology and mobility event which each year offers the motor sector a glimpse into its own future.

The consultation was announced by Parliamentary Under-Secretary of State

for Local Transport Simon Lightwood, who was one of the keynote speakers at this year’s two-day technology-mobility event held at Excel London in June. He said: “Self-driving vehicles will offer new opportunities for Britain, helping to support independent travel while unlocking billions of pounds for the economy by 2035 and supporting highly skilled jobs.”

The consultation, which ran from June to September, came hot on the heels of the launch of a self-driving vehicle pilot scheme in May, as the government looks to

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position the UK for a shift in the way people interact with vehicles. “By setting clear expectations now and learning from realworld trials,” noted Lightwood, “we can support innovation, protect road users and help make Britain a world leader in this technology.”

NATIONAL AND INTERNATIONAL MOVE 2026 provided an appropriate platform to kick off the consultation, with 2,000 visitors attending and a host of vehicle manufacturers, Tier One suppliers, technology companies and national and international bodies all taking part to offer up a definitive view on what’s coming next for vehicle technology. Big names on hand across the two days included Bosch Mobility Solutions, Honda Xcelerator Ventures, Scania Skoda X, Stellantis and Thatcham Research.

A diverse range of organisations were also on hand, including the British Vehicle Rental and Leasing Association (BVRLA) the Department for Transport (DfT) and even the European Space Agency.

Meanwhile, over 200 new companies were on show in the Start-up Village.

SAFE AND EFFICIENT MOVE also provided an extensive presentation programme covering everything from the software-defined vehicle and fleet management to battery tech, with visitors having 16 stages and

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Simon Lightwood MP, Parliamentary Under-Secretary of State for Local Transport

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MOVE 2026

250 speakers to choose from. Major names included a who’s who of vehicle manufacturers, including BMW, Ford, Hyundai Connected Mobility, Jaguar Land Rover, Mitsubishi, Renault, Toyota Connected and Smart.

Wayve and Stellantis used the programme to highlight their strengthened robotaxi partnership and shared vision for Level 4 autonomy, with Stellantis’s L4Ready Platforms using Wayve’s AI Driver and both companies partnering with Uber to host their driverless services.

Speaking at the show in a session with Wayve CEO Alex Kendall, Stellantis Chief Engineering and Technology Officer Ned Curic said: “By combining our L4-Ready Platforms designed from the ground up for safe and efficient driverless operation, with Wayve’s adaptive AI and Uber’s global network, we are accelerating the deployment of autonomous vehicles that meet real customer needs and enable seamless mobility at scale in everyday life.”

The two companies announced in May that they would work together to bring Level 2++ autonomy technology to vehicles made across the Stellantis stable.

Meanwhile, Liil Ventures Managing Director Nadim Matuk, ComfortDelGro Group Chief Point-to-Point Mobility Officer Liam Griffin and Associate Head of Investment at MTR Lab Isaac Ng discussed how robotaxis could become profitable.

CROSS-INDUSTRY PARTNERSHIP

A session looking at how the car parc is set to go through a metamorphosis from physical reality to vast data platform saw views from a range of speakers. They included Kyle Sabie, Assistant VicePresident, Strategy and Connected Car at Enterprise Mobility, Car Connectivity Consortium President Alysia Johnson, Head of Sales to Mobility and Logistics Service Providers Europe at Bosch Christiane Soppa, Head of Connected Mobility at Motability Operations Felicity Kelly and Chandresh Patel, CEO, Mobilisights at Stellantis.

The speaker programme offered up far more than just autonomy and MaaS though. Looking at EV infrastructure, Alex Gilbert, Head of Energy and Electrification at Places for London discussed the need to build the sustainable city of the future. Staying with EVs, Vice-President at Scania Pilot Partner Tony Sandberg looked at how to bring about long-haul BEVs. Looking at the impact of design, Pratap Bose, Chief Design and Creative Officer at Mahindra Advanced Design Europe (MADE), Sabine Wüst,Head of AI and Group Digital Assistant at Cariad, Karolina Auer, Automotive Design Strategy Lead at Changan Automobile Design Center Europe, and Artur Mausbach,Senior Research Fellow at the Royal College of Art, discussed the redefinition of automotive brand identity in the EV era.

Regular MotorPro contributor Neil Kennett was an active presence across the seminar programme, where he was moderator for three sessions on both days.

Towards the end of day one, Strategic Synergies examined why cross-industry partnership will be vital for the next wave of automated vehicle roll-out. This session featured Neha Palmer from TeraWatt, Auve Tech’s Taavi Rõivas, Charlotte Eisner from Bolt and Eric Dong of WeRide.

Saving the best for last on the first day, Kennett was back for ‘The Liability Revolution’, which looked at redefining risk for the driverless era and featured Dr Nick Reed of Reed Mobility, Waymo’s Jamie Hodsdon and Tom Leggett from Thatcham Research.

Finally, Kennett returned on the second day for a session looking at the potential impact of AI, featuring Dr Donghwan Shin from the University of Sheffield, Dr Arwed Schmidt of EasyMile, Dr Nick Reed of Reed Mobility and Klaas Nelissen PhD of Segments.ai by Uber.

– MOVE will be back in London next year from 16-17 June.

– For an in-depth look at the liability revolution and what this means for the automotive sector, turn to pages 42-45.

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Visitors to MOVE 2026 were able to hear from a range of speakers and view new technology

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RECOGNISING AUTOMOTIVE SECTOR EXCELLENCE IN 2027

The IMI Annual Dinner and Awards 2027 will be taking place in March. Find out what categories are being recognised, how to nominate and how previous winners have been affected

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Returning once again to shine a light on those taking automotive to the next level in their day-to-day, the IMI Annual Dinner and Awards 2027 will be held at the London InterContinental Hotel Park Lane on Wednesday 10 March. During the evening, the winners of the IMI Awards will be announced, including a mix of existing categories as well as three all-new awards being offered up for the first time.

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THE CATEGORIES OPEN FOR NOMINATION ARE: Apprentice of the Year Award, sponsored

by Delphi Learner of the Year Award, sponsored by Milwaukee Tools International Centre of the Year Award Inclusion Award Partner of the Year Award, sponsored by Autotech Group Alongside these pre-existing categories, the three new awards for 2027 are:

Last year’s Annual Awards were a stand-out event, and 2027 will be even better

IMI Community Champion Award This award will celebrate an exceptional volunteer who embodies the IMI’s values and champions its vision, mission and objectives.

Further Education College of the Year Award This new prize will shine a light on UK training centres and will reward the college that has shown itself to be serving its students and the wider motor sector most effectively.

Future Leaders Award Via this brand-new award, Daksh Gupta, former Group CEO of Marshall Motor Holdings, Vice-President of Ben and IMI Vice-President, will provide a £2,000 no-strings bursary to one lucky winner. If that wasn’t enough, the award

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comes with a 12-month mentorship with Gupta himself.

The award is an expression of Gupta’s admiration of the effort and talent exemplified

by IMI Awards winners, and his personal belief in nurturing the next generation of automotive leaders.

Commenting on the upcoming awards, IMI CEO Nick Connor said: “Once again we will be gathering next March to celebrate the best of our industry at the IMI Annual Dinner and Awards. As always, we will be celebrating and acknowledging not just existing high-flyers but also looking towards the invaluable contribution made by the upcoming generation that represents the future for our sector.

“The time has come to nominate these existing stars

and future leaders for the awards they so rightly deserve. I can’t wait to find out who wins next spring, and look forward to saluting the doubtlessly invaluable contribution they have made to the sector, and what they might yet achieve.

Best of luck to everyone.”

– The awards are also supported

by Snap-on, our ticket sponsor, and our supporting partners Novuna, everywhen, VARTA and Fellowship of the Motor Industry.

– To nominate someone for any one of the IMI Awards, scan the QR code or visit: theimi. org.uk/ industrylatest/events/ imi-annualdinner-andawards-2027

IT COULD BE YOU

Being the winner of an IMI Award means more than a trophy; it’s often the culmination of many years in the industry, and perhaps the beginning of a new journey. MotorPro speaks to some former recipients about what their award meant to them AARON LINSEY AMIMI As well as winning IMI Full-Time Student of the Year in 2024, Aaron Linsey found himself back on stage later that night to receive the Fellowship of the Motor Industry Bursary.

What do you remember about being at the IMI Annual Dinner and Awards?

Being in that atmosphere was such a surreal feeling. Being able to talk to so many different people with so much knowledge and experience was a great privilege, and the food was amazing too!

When it was announced that you’d won, what was your immediate reaction?

I never thought I’d ever be in that position up on stage accepting an award. It took me a few days to process that I’d actually won it.

I almost missed my name being called for the bursary as I was eating some chocolate that was going around and still trying to process what just happened.

What difference did the bursary make to your career and progression in the immediate aftermath of winning?

While on my EV Level 3 training funded by the bursary, a fellow student told me about the National Motorsport Academy and its Motorsport Engineering degrees, which I am now currently studying for part time online. Without the bursary I would never have thought about doing a course like this, and it really has pushed my career into a different direction.

Would you recommend taking part in the IMI Awards?

When I started my studies five years ago, I would never have guessed that this would be the path that I’m on. Since winning the award I am working on things that I never thought I could.

Winning the award and the bursary has really propelled me into where I am today – a position I wouldn’t be in without the help from the IMI.

Aaron Linsey

INSPIRO LEARNING Inspiro Learning was named IMI Partner of the Year at the IMI Awards in 2026. CEO Stuart Wilson reveals what happened next for the apprenticeship training provider.

How did winning at the IMI Awards impact the company?

Winning Partner of the Year at the IMI Awards 2026 was a significant milestone for us, recognising our commitment to developing the automotive workforce through strong employer partnerships, innovative learning and high-quality apprenticeships.

As one of the UK’s leading providers of automotive training, we work with manufacturers and retailer networks across the country to equip apprentices and existing employees with the skills needed for an industry undergoing rapid technological change.

The award recognised not only the scale of this work but the

collaborative approach that sits behind it. By working closely with employers, we design and deliver programmes that respond to evolving business needs while helping individuals build rewarding, long-term careers.

What has happened since the win?

The recognition has strengthened our reputation across the sector, providing additional credibility with both existing and prospective partners. It has also been a source of pride for colleagues, recognising the dedication of trainers, curriculum specialists and support teams who work together to deliver outstanding learning experiences.

The award has reinforced our commitment to continuous improvement. From investing in new technologies and modern learning environments to developing training that supports the transition to electric and connected vehicles, the focus remains on helping employers prepare for the future.

We believe industry recognition plays an important role in celebrating excellence and sharing best practice across the automotive profession.

Stuart Wilson

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SECURE DIAGNOSTIC ACCESS – CENTRAL ACCESS TO SECURE VEHICLE DATA

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AS VEHICLE MANUFACTURERS CONTINUE TO INTRODUCE CYBERSECURITY PROTECTIONS, ACCESSING DIAGNOSTIC FUNCTIONS AND VEHICLE DATA HAS BECOME INCREASINGLY MORE COMPLEX FOR INDEPENDENT WORKSHOPS. MANY MODERN VEHICLES NOW USE SECURE GATEWAYS THAT RESTRICT DIAGNOSTIC ACCESS, MEANING WORKSHOPS NEED AUTHORISATION BEFORE THEY CAN CARRY OUT CERTAIN DIAGNOSTIC TASKS

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Bosch Secure Diagnostic Access (SDA) simplifies this process by giving workshops access to protected vehicle data from multiple manufacturers in one single platform. To perform certain diagnostic functions, workshops must first obtain authorisation from the vehicle manufacturer. Traditionally this has required technicians to register individually with multiple manufacturers, manage separate login credentials, and navigate different payment systems and approval processes. For workshops servicing a wide range of vehicle makes and models, this can be both timeconsuming and administratively

Bosch SDA centralises access to protected vehicle data, helping workshops carry out secure diagnostics quickly and compliantly

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demanding. Fully integrated within ESI[tronic], SDA allows technicians to access secure diagnostic functions through one personalised login, eliminating the need to switch between different manufacturer portals or maintain multiple user accounts.

The system has been designed to make diagnostic workflows faster, more efficient and easier to manage. Instead of spending valuable workshop time navigating various authorisation platforms, technicians can focus on vehicle diagnostics and repairs while maintaining full compliance with manufacturer security requirements.

Key benefits of Bosch SDA include: •access to protected vehicle data needed for comprehensive diagnostics •one login for multiple vehicle manufacturers •faster and more efficient diagnostic workflows •reduced administration and less time spent switching between systems •full integration into all Bosch ESI[tronic] packages at no additional cost •regular updates to keep pace with manufacturer cybersecurity developments Since its launch in 2021, SDA has continued to expand its coverage and now supports access to 24 vehicle manufacturers. This includes major brands such as Mercedes-Benz, Ford, Renault and Volvo, helping workshops service a broader range of vehicles with confidence.

The SDA platform continues to evolve as vehicle security requirements develop. Fordbadged vehicles, Iveco, MG and BYD are all confirmed to join the platform in 2026, further increasing vehicle coverage and workshop accessibility. With regular updates and continuous expansion, Bosch SDA ensures technicians remain equipped to

“ Bosch SDA ensures technicians remain equipped to meet the growing demands of modern vehicle diagnostics” meet the growing demands of modern vehicle diagnostics.

Sebastian Lutz has been part of the ESI[tronic] Product Management team since 2012 and today supports product requirements across 150 countries worldwide. His experience provides valuable insight into the challenges facing workshops as vehicle security systems continue to evolve. According to Lutz, the goal of SDA is simple: to provide workshops with a centralised, straightforward solution that removes administrative barriers and makes secure diagnostics as efficient as possible.

By removing complexity and centralising access to secure vehicle data, Bosch SDA provides workshops with a simple, secure and future-ready solution for diagnosing and repairing today’s increasingly connected vehicles.

@) BOSCH

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Bringing events to IMI members right across the UK, the organisation’s programme continues to deliver the latest tech and information straight to you

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WEBINAR: NCAP: Purpose, Process and Impact PRODUCTION CLIENT

LIVE EVENT: Health and Safety Working with Electric Vehicles This session will look at key safety factors for working on EVs. Topics covered will include high‑voltage systems, lithium‑ion batteries and emerging vehicle technologies.

Those attending the event will be able to increase their knowledge on challenges and risks presented by electrical hazards and thermal runaway risks, as well as measures such as safe isolation procedures, PPE requirements and best‑practice risk management.

The session will put the spotlight on competency‑based training, regulatory compliance and organisational responsibility.

SHUTTERSTOCK

– The session, aimed at technicians, MOT testers, health and safety managers and garage owners, as well as students and lecturers, will take place on Thursday 24 September from 18:00– 19:30 at The Hub – Norwich, Ayton Road, Wymondham, Norfolk NR18 0QJ.

WEBINAR: Rolling with Wellbeing This online session, designed for supervisors, team leaders and managers as well as business owners, looks at why wellbeing should be a priority within any organisation or team, and how to improve wellbeing at work and lessen unnecessary absence by reducing stigma around mental health.

Participants will learn to see initial warning signs indicating declining wellbeing or mental health, employing tools like the wellbeing wheel. The webinar will also look at significant issues and fundamental causes that lead to poor wellbeing, and how this can affect specific individuals and whole organisations. It will also examine what can cause work‑related ill health, as well as current absence trends and how this affects staff, leadership and overall performance.

This session will look at Euro NCAP, why it was established and how it now operates alongside EU27 vehicle type approval.

Type approval sets the minimum legal safety requirements for vehicles, while Euro NCAP functions as an independent consumer information programme. This webinar will clarify how legal compliance differs from consumer‑focused safety comparison, and will explain Euro NCAP’s governance and membership, including European transport authorities, consumer organisations and motoring clubs that collectively fund and oversee the programme.

Industry expert Andrew Marsh will also cover the Euro NCAP testing process, including test scope, limitations and costs, and the role the standard plays in driving continuous safety improvement beyond legislation.

– This session will take place on Wednesday 20 January 2027 from 18:30–19:30.

To attend any of these sessions, scan the code or visit: tide.theimi.org.uk/ industry-latest/events

~~~~~:;~i~ii;l!~~ ■ [!] .::;=:i.,:::, [!] ............... . ... .... ...... .. ... .............

– This webinar will take place on Tuesday 24 November from 18:30–19:30.

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STANDARDS AND STEERING THE FUTURE

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The IMI is preparing for its 105th Annual General Meeting, at which members have a chance to shape the organisation’s next chapter

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As a valued member of the Institute of the Motor Industry (IMI), you are invited to attend our Annual General Meeting (AGM).

You’ll have the opportunity to hear about and vote on proposed updates to the IMI’s Articles of Association.

INSTITUTE OF THE MOTOR INDUSTRY (the ‘Institute’) Preliminary notice of the Annual General Meeting.

Preliminary notice is hereby given that an Annual General Meeting (being the one hundred and fifth Annual General Meeting of the Institute) will be held virtually and at Fanshaws, Brickendon, Hertford SG13 8PQ on 14 December 2026 at 13:00.

The full notice, along with the agenda will be sent out at least 21 working days ahead of the AGM. Your participation and collaboration are valued.

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UNDERSTANDING THE PROPOSED CHANGES TO THE IMI’S ARTICLES OF ASSOCIATION Why are changes being proposed?

The IMI is proposing updates to its Articles of Association to reflect the governance arrangements introduced as part of the organisation’s 2025 reforms and to ensure the organisation continues to operate in a transparent, accountable and effective way.

The Articles of Association are the legal framework that governs how the IMI operates. They define important matters such as governance responsibilities, member rights and voting arrangements.

As the organisation evolves, it is important that these governing documents remain clear, relevant and aligned with modern governance best practice.

“ THE ARTICLES OF ASSOCIATION ARE THE LEGAL FRAMEWORK THAT GOVERNS HOW THE IMI OPERATES. THEY DEFINE IMPORTANT MATTERS SUCH AS GOVERNANCE RESPONSIBILITIES, MEMBER RIGHTS AND VOTING ARRANGEMENTS” What are the proposed changes intended to achieve?

The proposed revisions will:

Modernise governance Update the Articles to better reflect the IMI’s current governance structure and operating model.

Left to right: IMI Chief Executive Nick Connor, NED Board Trustee and Chair of Education and Professional Standards Committee Linda Ford, and Director of Membership, Engagement and Public Affairs Sarah Whiteside Jones

Clarify membership rights Ensure members have greater clarity about membership categories, rights and voting eligibility.

Strengthen professional recognition Provide clearer distinction between membership and professional registration.

Remove outdated provisions Simplify and modernise sections of the Articles that no longer reflect the way the IMI operates today.

What does this mean for members?

The intention of these changes is to provide greater clarity, fairness and

transparency regarding how the IMI is governed and how membership rights are applied.

By creating a clearer framework, members will have a better understanding of: how governance decisions are made who has voting rights the relationship between membership and professional registration

• ••

•

how the IMI continues to operate in the best interests of members and the wider profession

HAVE YOUR SAY Members will have the opportunity to review the full proposals, ask questions and vote on the changes at the Annual General Meeting on 14 December 2026.

“ THE PROPOSED AMENDMENTS TO THE ARTICLES OF ASSOCIATION ARE TO REFLECT THE GOVERNANCE ARRANGEMENTS INTRODUCED AS PART OF THE ORGANISATION’S 2025 REFORMS”

Further information, supporting documents and a dedicated question submission form are available on the Articles of Association information hub.

Scan the QR code or go to: theimi.org.uk/about-imi/ articles-association

Get in touch We’re always open and available to talk if you have any questions or queries. Get in touch with the membership or centre support teams on 01992 511521 or email ceooffice@theimi.org.uk

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PHOENIX RISING: IMI-BACKED UNIVERSITY RACING TEAM HEADS FOR TECH GLORY ~

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ith the IMI promoting the motor industry as a great career option while also being the accreditor for vocational training in the sector, making the call to partner with a university racing team that builds its own cars to compete in an international competition pushing future tech was clearly a no-brainer.

Enter Coventry University’s Phoenix Racing team, one of a number of international teams taking part in the Shell Eco-marathon. One of the world’s leading student engineering competitions, the global programme promotes energy-efficient mobility and looks to cultivate the next generation of automotive engineers and scientists. The IMI recently signed up to back the team, which runs a battery electric powertrain in the prototype category.

As part of the ongoing project, the team travelled to Poland in

Shell

Eco-marathon

We passed Technical Inspection!

The IMI is a key supporter of Coventry University’s Phoenix Racing as the team continues to participate in the worldwide Shell Eco-marathon project WORDS_ALEX WELLS

Above: Those on the team are able to develop their professional skills Left: Getting the car race-ready

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June to take part in the On-Track Competitions’ mileage challenge, held at the Silesia Ring racing circuit in the north-east of the country.

In this endurance endeavour, vehicles built by the various international teams across a number of powertrain types, including ICE and hybrids as well as full electric, were put through their paces on the track. They were then gauged for how energy efficient they really are, with awards given to the highestperforming teams in each energy class and vehicle category.

Phoenix Racing and the other teams had to journey the furthest using the least amount of energy.

Unfortunately, while Coventry University’s team passed technical inspection for the mileage challenge, component failure on the day forced it to pull out before it could hit the track. Undeterred, it intends to return to take the mileage challenge in 2027.

BEHIND THE WHEEL Phoenix Racing is led by fourth-year automotive student Carlos Troncoso Garcia, backed up by Deputy Team Lead and second-year automotive student Karan Gohil. The Electrical Lead is second-year electrical student Chloe Wilson, with fellow secondyear and automotive student Dylan Ritter as CAD Lead.

Behind the wheel of the team’s electric vehicle you’ll find Rebecca Kappler. About to go into the third year of her integrated master’s in Mechanical Engineering, when she’s not driving for the team she doubles up as Social Media and Sponsorship Team Leader and has been part of the team for almost two years. “In my first year, I was invited to see what it was about, and I really enjoyed it. I knew I wanted to get involved and it just went from there.

“This project is incredibly beneficial for those taking part, especially for people on an engineering degree that have an interest in getting into a motor industry career or motorsport career,” she explains. “We run it like a professional race team, with departments and budgets.”

EVERYTHING COUNTS

Above: On the track Left: Teamwork makes the dream work

According to Kappler, the ongoing backing offered to the team by the IMI has been vital. “The partnership with the IMI is so central to what we do,” she says. “It provided us with not just financial sponsorship but also marketing visibility, which is absolutely crucial. We’re a small team, but when companies see our name and know that we’re involved with the IMI, it’s really good for us. Everything counts towards our success.”

She also believes that the technology being used has many real-world applications, which will continue to grow in importance. “The competition and its focus around sustainability and environmental practices is the way the world is going.

We know we have to go that way and we have to start looking at more renewable sources of energy.”

Looking at the project through the lens of Kappler’s social media role within the team, has she seen interest in the project increase as it has

“ THE PARTNERSHIP WITH THE IMI IS SO CENTRAL TO WHAT WE DO” progressed? “I’ve definitely seen interest in the project grow, based on our stats on social media, the amount of views we’re getting and the amount of followers we have.”

The real-world relationships that the Phoenix team members have built have been invaluable too: “The interaction between teams that compete in the competition has been really nice. Being able to do social events with two or more teams has been really beneficial. It’s a nice way to get to know each other.”

EXCITED On what’s next for the team, Kappler says: “Following the university summer break, we started back up during September. We’re going to be designing an entirely new car from scratch, from the chassis upwards.

We’re really excited about this. It will be a real learning curve for everyone.

When you’re in university you learn things on your course, but this is a real hands-on design project, where people can take something and really make it their own. We’re excited to not only work as a team on developing the car but to improve people’s personal skills in CAD design and hands-on manufacturing.”

The IMI will be following the team’s progress. “This project offers students taking part a matchless chance to get hands-on experience in automotive technology,” says Aimee Wallis AMIMI, Careers Partnership Lead for the IMI, “and these enterprising students will doubtlessly inspire their peers while also leading the next generation of automotive scientists and engineers.”

Aimee adds: “This project is a perfect fit for the IMI. We look forward to seeing what they achieve in 2027 as we continue to cheer them on.” ■ ISSUE 38_MOTORPRO / 37

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THE FUTURE OF AUTOMOTIVE RETAIL: INSIDE TEKION ONE Delegates at Tekion One, the US dealer conference held in Las Vegas, got a sneak peek into tomorrow earlier this year WORDS_TRISTAN YOUNG

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here was surprisingly little discussion at Tekion One about whether artificial intelligence (AI) will transform automotive retail. That debate appears to be over.

Instead, the conversations at the US retailer conference in Las Vegas focused on something far more practical: how quickly retailers, leaders and their workforces can adapt to a world where AI becomes woven into almost every process, from customer acquisition and dealer management systems to cybersecurity, reputation management and leadership itself.

While US retail software firm Tekion and its founder, Jay Vijayan, used the annual customer conference to showcase new technology and product development, the event also attracted senior executives from some of North America’s largest retailer groups, technology companies including Anthropic, manufacturer CEOs such as Ferrari’s Benedetto Vigna and financial leaders such as Goldman Sachs ViceChairman Rob Kaplan. Together they painted a picture of an industry entering its next major period of disruption.

The theme was all-encompassing: AI is no longer being viewed as just another software tool. It’s becoming the operating system for automotive retail – something that applies equally to the UK market as it did to the North American retailers attending in person.

LEADERSHIP ADAPTABILITY

Main image: Tekion’s Jay Vijayan takes the stage Top: Panellists in discussion at the Las Vegas venue (above)

Perhaps the most thought-provoking keynote came not from a technology executive but from Kaplan, whose message centred on leadership rather than algorithms. His argument was simple: AI won’t replace leadership but it will expose weak leadership faster than ever before.

As routine analysis, reporting and information-gathering become automated, leaders will have fewer excuses for poor decision-making.

Instead, success will increasingly depend on curiosity, adaptability and the willingness to challenge established thinking.

Kaplan warned that senior executives often become isolated as organisations grow, surrounded by people who are reluctant to challenge their decisions.

AI may remove many operational blind spots but it can’t replace leaders who actively seek uncomfortable feedback or build cultures where employees are encouraged to question assumptions.

For automotive businesses already navigating electrification, digital retailing and new entrants, that message resonated strongly. The technology may change rapidly but leadership capability remains the determining factor in whether organisations successfully adapt to change or not.

AI PRODUCTIVITY Throughout the conference, speakers returned to one theme: productivity.

Across developed economies, increasing labour costs, ageing populations and tightening margins mean businesses can no longer rely on, or afford to, simply employing more people. Instead, AI offers an opportunity to achieve more with existing teams.

Kaplan suggested that this could have important implications for smaller retailers. For decades, scale has delivered competitive advantages through larger administration teams, centralised operations and greater investment in technology. AI, he argued, could democratise many of those efficiencies, enabling smaller independent or family-run retailers to compete more effectively without necessarily becoming larger organisations.

Whether that ultimately slows industry consolidation remains to be seen, but it represents a significant shift in thinking.

If AI can reduce administrative overheads while improving decisionmaking, competitive advantage may increasingly come from how fast and intelligently businesses deploy technology, rather than from their size.

THE INTERNET COMPARISON Several speakers compared today’s AI revolution with the arrival of the internet more than two decades ago.

Mario Murgado, President and CEO of the 32-franchise Murgado Automotive Group, argued that businesses that ignored the internet eventually disappeared. The same could happen with AI. However, the discussion went beyond simply adopting new technology.

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~ milwaukeetool_uk

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“ WHILE THE TECHNOLOGIES MAY ORIGINATE IN SILICON VALLEY, THE QUESTIONS THEY RAISE ARE GLOBAL AND, AS SUCH, JUST AS RELEVANT TO THE UK MARKET”

NADA Chairman and CEO Rob Cochran argued that the challenge now lies in distinguishing genuine AI capability from marketing hype. The organisation has established an AI task force to help retailers understand both the opportunities and the risks involved in rapidly evolving AI products.

Perhaps more importantly, Cochran suggested that organisational culture, rather than technology, will determine who succeeds. Businesses built around established processes and long-serving employees must also develop the ability to continually challenge how work is done.

That has obvious implications for skills development. As technology evolves faster than traditional training programmes, adaptability and continuous learning may become just as valuable as technical expertise itself.

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One of the conference’s most compelling demonstrations came from Doug Eroh, President of Longo Toyota, the world’s largest Toyota retailer.

His argument was that AI is fundamentally changing how consumers discover retailers. Instead of relying primarily on search engine optimisation or advertising, generative AI increasingly synthesises thousands of customer reviews into concise summaries describing what a retailer is actually like to deal with.

In that environment, decades of consistently delivering excellent customer experiences become a competitive asset that cannot easily be replicated. Rather than rewarding businesses with the largest marketing budgets, AI appears increasingly capable of rewarding those with genuinely strong operational performance.

For retailers this represents an important shift. Investment in people, training and customer experience may soon influence AI recommendations just as much as traditional digital marketing strategies do today.

SKILLS WILL MATTER Top: Rob Cochran, Mario Murgado and Jay Vijayan, who engaged the crowd with a look at future tech (above)

Despite widespread concern about automation replacing jobs, many speakers argued the opposite.

Anthropic’s Head of Cybersecurity Go-To-Market, Ash Alhashim, suggested

that AI is likely to remove administrative tasks rather than human interaction.

Dealerships remain relationship businesses. By automating paperwork and routine analysis, employees should, in theory, have more time to advise customers, solve problems and build trust. Those interpersonal skills may therefore become even more valuable.

For organisations responsible for workforce development, this creates an interesting challenge. Technical competence will remain essential, but future training programmes may place increasing emphasis on communication, critical thinking and decision-making alongside digital capability.

MANAGING CHANGE Technology adoption itself also emerged as a major leadership challenge.

Michael Welch, Chief Financial Officer of Asbury Automotive Group, one of the US’s largest dealership groups, argued that organisations often spend so long managing change that they inadvertently create greater uncertainty.

Drawing on Asbury’s own digital transformation programme, he suggested businesses should invest heavily in planning but implement rapidly once ready. Lengthy transitions risk increasing employee anxiety and encouraging experienced staff to leave before new systems are fully embedded.

As such, he was one of the few speakers to openly talk about removing roles to improve the efficiency of a business.

BEYOND SOFTWARE Perhaps the biggest takeaway from Tekion One was that the conversation has moved beyond software. The conference demonstrated that AI is becoming intertwined with leadership, workforce development, customer experience, cybersecurity and business strategy.

For the automotive sector, the challenge is no longer deciding whether AI matters.

It’s ensuring organisations possess the leadership, culture and skills needed to harness it effectively.

That makes the discussion highly relevant beyond North America.

While the technologies may originate in Silicon Valley, the questions they raise are global and, as such, just as relevant to the UK market. ■.

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AUTOMATION AND THE LIABILITY REVOLUTION How evolving self-driving regulation is changing motoring and motor insurance WORDS_NEIL KENNETT

R

emember April 2023?

President Biden visited Ireland, Wrexham won promotion to the Football League, and the Department for Transport (DfT) approved the use of Ford’s BlueCruise, legalising hands-free driving on certain UK roads for the very first time.

The technical and regulatory complexity of automation is clearly illustrated by the fact that, three years on, BlueCruise remains our go-to ‘Level 2+’ advanced driver assistance system (ADAS) case study.

For the uninitiated, L2 refers to a scale developed by the US-based SAE International, formerly the Society of Automotive Engineers. The ‘+’ is an unofficial extension used to describe capabilities such as hands-off driving.

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Ford scrambled to clarify that BlueCruise was assisted driving, not automated.

The driver was still liable.

The expectations for L4 are straightforward enough too: “You are not driving when these automated driving features are engaged” and “These automated driving features will not require you to take over driving.”

Which leaves L3, and the instruction: “When the feature requests, you must drive.” This is the most controversial part of the guidance, involving the handing over and retaking of control. We’ll come back to that. First, let’s detail some important UK legislative progress.

SIGNIFICANT ANNOUNCEMENTS The Automated Vehicles Act (AV Act) was passed in May 2024. However, vital policy development work continues, notably on automated passenger services, safety principles and misleading marketing.

“ VITAL POLICY DEVELOPMENT WORK CONTINUES, NOTABLY ON AUTOMATED PASSENGER SERVICES, SAFETY PRINCIPLES AND MISLEADING MARKETING”

The inside view from a self-driving car

I

Recently there have been two significant announcements. On 22 May, applications opened for taxi and bus operators looking to join the self-driving vehicles pilot scheme. Then, on 17 June, the DfT launched a consultation on the draft Statement of Safety Principles (SoSP).

Key aspects include: • Type approval to evaluate whether a vehicle meets the technical safety and environmental standards.

• An authorisation process to ensure that the vehicle can drive safely and legally on-road without a driver.

• Powers to monitor safety data and enforce compliance, as well as an independent investigation function.

As Roads and Buses Minister Simon Lightwood succinctly puts it: “Operators must prove that their tech is safe, at least as safe as a careful and competent human driver, and continue to prove it.”

Responding to the SoSP consultation news, Tom Leggett, Vehicle Technology Manager at Thatcham Research, says: “The question of who pays when an automated vehicle crashes has been asked for years. Right now, the answer is – everyone does. That’s how the current insurance model works, with risk shared across all drivers.

“As we move towards automation, that model will evolve. But for insurers to price risk fairly and keep cover affordable, they need clarity. The government’s work on safety principles is a critical step because it begins to define what ‘safe’ looks like in practice. But those principles must translate into clear, measurable standards that everyone can understand.

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back it up. ‘Trust me’ is not assurance for anyone.” Indeed!

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Road safety adviser Dr Nick Reed, of Reed Mobility, highlights some pertinent facts. “Approximately a billion miles are driven every day in the UK, resulting in, on average, four to five deaths and 80 serious injuries,” he says. “There is something of a paradox here in that crashes are both incredibly rare but also the most likely way for an individual to suffer or cause serious harm.”

The global robotaxi leader Waymo (formerly known as the Google SelfDriving Car Project), emphasises its safety framework, rooted in “the absence of unreasonable risk”, and data showing an astonishing 90% reduction in those killed or seriously injured compared to human-driven cars.

Insurance company Swiss Re evaluated thousands of claims and broadly agreed with Waymo’s figures, finding a 92%

reduction in bodily injuries and an 88% reduction in property damage claims.

“That’s a fantastic achievement, but it’s not a free pass,” says Reed. “Incidents involving AVs will be subject to a high degree of attention, despite many human drivers making more egregious errors.

“It also doesn’t address the need for a standardised approach to sharing key data. The AV Act 2024 mandates that AVs should achieve a ‘careful and competent’ standard of driving, and the public has high expectations for what that means.” A job for the DVSA presumably?

DATA-DRIVEN SOLUTIONS Now, let’s get a view from the liability coalface. A global pioneer in self-driving insurance is London-based Apollo Syndicate Management, with its ibott (Insuring Businesses of Tomorrow Today) team specialising in data-driven solutions for the digital economy.

It recently insured Waymo’s London test launch, is working with Lyft and Baidu

“ WAYMO EMPHASISES ITS DATA SHOWING AN ASTONISHING 90% REDUCTION IN THOSE KILLED OR SERIOUSLY INJURED COMPARED TO HUMAN-DRIVEN CARS”

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on theirs, and is currently the exclusive insurer for any autonomous vehicle on the Uber platform.

“On the economics, insurance is a huge cost for rideshare,” says Chris Moore, President of Commercial and Head of the ibott portfolio at Apollo. “If you take an Uber in the US, they show you how much of your fare went on insurance because it’s such a big issue.

“If a trip in a Los Angeles robotaxi cost $100, currently about $40 of that would go to insurance. If you believe the statistics, that self-driving reduces accidents by 90%, you can potentially reduce that to $4. That’s where I see this commercialisation curve being much quicker than some forecast.

“In terms of the SAE levels, the hardest to insure is L2+, where the driver’s eyes should be on the road but their hands might be off the wheel. That’s a challenge because in the event of a crash you get into questions around whether they reengaged quickly enough.

“INCIDENTS INVOLVING AVS WILL BE SUBJECT TO A HIGH DEGREE OF ATTENTION, DESPITE MANY HUMAN DRIVERS MAKING MORE EGREGIOUS ERRORS” DR NICK REED , FOUNDER OF REED MOBILITY

“In a landmark case in Florida, Tesla was found liable and ordered to pay $240m. I think ultimately there will be a hybrid insurance model that covers both parties under a single policy.

“For the higher levels of autonomy, everyone always asks: Is it an auto insurance product? Is it cyber liability, general liability? I’m not sure any of those work for this. What we’ve done at Apollo is completely transform the wording so it’s not an accident-based trigger. We provide certainty that if your AV is involved in a collision we’re going to cover that liability.

“So far there haven’t been many high-level claims on autonomy because they tend to be settled out of court. I’m interested in what those claims will look like. How do we get the information from the autonomous vehicle company so we can establish fault?”

Being able to prove, with data, exactly what happened will be essential if the much-vaunted safety benefits are to be realised.

“IF SAFETY IS THE PROMISE OF AUTOMATED VEHICLES, TRANSPARENCY IS WHAT WILL BUILD TRUST” TOM LEGGETT, VEHICLE TECHNOLOGY MANAGER AT THATCHAM RESEARCH

“IF YOU TAKE AN UBER IN THE US, THEY SHOW YOU HOW MUCH OF YOUR FARE WENT ON INSURANCE BECAUSE IT’S SUCH A BIG ISSUE” CHRIS MOORE, PRESIDENT OF COMMERCIAL AND HEAD OF THE IBOTT PORTFOLIO AT APOLLO

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“IT’S TIME FOR THE AFTERMARKET TO STEP OUT OF THE SHADOWS”

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With GSF Car Parts on target to hit a £1bn turnover within three years, CEO Steve Horne says it’s the underappreciated aftermarket that keeps the wheels of the economy turning WORDS_NEIL KENNETT

You’ve opened 40 new branches since 2024, taking the network to 217, so turnover must be growing nicely?

We always knew GSF was a great company, built on strong customer relationships, but until we acquired it, in October 2023, it hadn’t received the necessary investment.

We’ve put in £150m over the past couple of years, investing heavily in people, branches, technology and expanding the product ranges. We’ve re-engineered the supply chain from

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a direct supplier-to-branch model to a central distribution one.

This will be the fourth year running that GSF has grown substantially, at more than 20% year on year. At the halfway point this year, we’re up 25%.

There’s real momentum now and we expect that to continue.

We’ve just completed a five-year plan that will see us exceed £1bn in turnover by the end of 2029, which should make us the UK’s number one aftermarket provider. >

“ WE’RE A HUGE PART OF THE UK ECONOMY AND A GREAT PLACE FOR YOUNG PEOPLE TO FIND JOBS AND BUILD CAREERS”

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“THE SKILLS SHORTAGE IS UNIVERSAL, TO AN ASTONISHING DEGREE, AND IT’S REALLY BITING. YOU WON’T MEET A GARAGE OWNER WHO ISN’T LOOKING FOR A TECHNICIAN”

That’s especially impressive as the aftermarket overall is hardly growing. Who are you taking share from and what are the key factors in your success?

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I won’t name names; let’s just say we share the love. The why is something I’m very happy to talk about. GSF has this secret sauce: it’s mainly about people and relationships. We’ve encapsulated it in our new Do Yourself Proud initiative, which is very close to my heart.

It defines what GSF is all about: working with colleagues and feeling good about doing a great job for our customers. Then there are our suppliers and the people who buy from us – we want them to feel proud to be associated with us.

We celebrate the rich variety in motor factoring, from sponsoring up-and-coming racing drivers to backing young adults who didn’t excel in academia.

We’re quite branch manager led, quite entrepreneurial. There’s room for people to put their own spin on things. Giving the branches autonomy to make decisions is a key part of our model, which I believe is significantly different from those of most of our larger competitors.

Above: A training session with Bosch Right: GSF is the official sponsor of the Porsche Clean Racing team

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With 16% of under-25s out of work, and technician vacancies off the charts, what’s your message for our new Prime Minister?

We were having a catch-up with the Purpose Coalition, an initiative headed up by former Secretary of State for Education Justine Greening, when Andy Burnham made his announcement about prioritising apprenticeships.

We’ve been talking about the skills shortages in our industry for years, and it’s particularly striking that this persists when there are more than 20,000 vehicle technician vacancies.

The skills shortage is universal, to an astonishing degree, and it’s really biting. You won’t meet a garage owner who isn’t looking for a technician. At the same time, you’ve got huge numbers of young adults not in education, training or full-time employment. There’s a disconnect there but also a massive opportunity.

Our ability to grow depends on our customers thriving. I’m not sure the government or the public recognise the importance of the independent aftermarket. It came out a little bit during Covid, when we were classed as an essential service.

The service and repair sector is the biggest employer in all automotive.

It plays a vital role in keeping mobility affordable but, let’s be honest, it’s a bit unloved. There are so many professions in it – accounting, sales, management – we must get better at selling the benefits.

It’s somewhere you can pull yourself up by your bootstraps. If your attitude’s right and you graft, you’ll do well in the aftermarket. It’s also worth mentioning that the garage sector is pretty AI-resilient. In today’s world, that brings security that other industries can’t offer.

That’s not to say the aftermarket isn’t cutting edge – tell us about the drones at your national distribution centre.

The new national distribution centre at Wolverhampton was a big move for

UK average vehicle age continues to rise – that must bode well for the aftermarket…

GSF PARTS GSF CAR CAR PARTS

Yes! The average UK car is 9.7 years old now and 45.7% are over ten years old, and that’s forecast to increase to more than 50% by 2030. Interestingly though, we still have the youngest parc in Europe, where the average car is 12 years old.

You’ve got to have a strong privatelabel offering for ageing cars. Green parts come into it too. The quality control and product identification

Left: Training from partners such as Delphi is key Below: Steve Horne at GSF TechFest Midlands in July

in salvage are much better than they used to be.

According to research by GiPA, independents are predicted to take an increasing share of repairs, up to 60%, so it isn’t only a bigger market but one with higher penetration. Within that, the EV parc is growing rapidly, with 315,000 vehicles due to undergo their first MOT this year.

A few years ago there was a big push for EV training, but the demand didn’t materialise. People got a bit despondent. That’s changing, with more Teslas, MGs and BYDs. Chinese brands took a 16.5% share of new car registrations in April.

Many are looking to independents to be part of their repair networks, again enhancing the opportunity.

Your Servicesure network is growing rapidly. Is IMI-accredited training a factor in that?

Yes. Servicesure has been part of GSF DNA for years, providing members with training and technical support.

We recently relaunched it after asking garages how we could best help them to improve their businesses.

Today there are around 550 Servicesure centres in England and Wales. By the end of the year there will be 800, plus a further 200 in association with our partner in Scotland, Dingbro.

The proposition includes training from partners such as Bosch, Delphi, Hella and Schaeffler. They value the community support, and it brings them into the kind of approved nationwide network so valued by fleets.

You’ve got people who want Level 1, 2, 3 and 4 electric and hybrid training, ADAS and diagnostics. There’s also strong demand to upskill tyre fitters to do brakes, brake people to do MOTs. GSF can provide the tools and training.

A lot of what we do boils down to helping garages and the wider sector to thrive. It’s time for the aftermarket to step out of the shadows. We’re a huge part of the UK economy and a great place for young people to find jobs and build careers.

■

us. Before, suppliers were delivering to branches maybe twice a week.

Now, whatever stock they sell will be replenished by six o’clock the following morning. That’s transformative.

We use drones to count pallet space.

Historically, you’d need someone on a scissor lift. These drones fly around scanning the labels and automatically integrating that data into our warehouse management system.

There’s got to be a return on investment, not automation for the sake of it. We’re seeing improvements in accuracy as well as productivity savings. It’s clear that automation is much more cost-effective than it was even a few years ago.

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BIG IN TERV IEW

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BYD’S FLASH CHARGER REVOLUTION

In 2027, 1,500kW Flash Charging is officially coming to Britain. But how does it work? And will it overload the grid?

WORDS_SAM SHEEHAN

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Y

ou don’t have to be an industry expert to have noticed that the number of Chinese cars on UK roads in the past 24 months has skyrocketed. Heck, the hot-selling Jaecoo 7 hybrid even beat long-standing favourite the Ford Puma to top British sales charts in March, confirming that the People’s Republic is now a certified major player in a market that, only a decade ago, would have looked to new companies like an impenetrable land of brand snobs. The sudden arrival of low-cost electrified cars from China has really flipped that on its head. Brand loyalty is dead.

Or here’s a thought: maybe it just never existed when it comes to hybrid and electric cars. Don’t forget, Tesla was mostly an unknown until it came bursting in with the Model S barely a decade ago, which, along with the rollout of the Supercharger network, suddenly made running an EV seem much simpler. Despite entering a market obsessed with Fords and the German marques, the brand grew rapidly, and so did its charging network, with over 2,700 Superchargers across the UK to date.

PROGRESS The wider UK charger network has grown so much since then that Tesla Superchargers represent less than 10% of rapid chargers now.

But in 2026, it does seem as though progress is starting to slow down for new charger installations. The data backs it; about 850 public chargers are being installed in Britain each month, but that represents a 30% decrease in monthly installations compared with 2024.

Peak charging speeds have started to plateau >

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Director of EV Charging at BYD Diego Pareschi explains to Sam Sheehan how the company’s Flash Charger works

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BYD put on a big show at Goodwood Festival of Speed as it continues to roll out its Flash Charger across the UK

around the 400kW mark too. With limited access to high-voltage electricity lines, and the regulatory red tape that this often adds to the process, operators are finding it harder and harder to add to the supply.

“Our solution [to beat that problem] is to put in BYD’s Blade batteries that act as a buffer between the charger and grid,” Diego Pareschi, BYD’s Director of EV Charging, tells MotorPro during an exclusive interview at July’s Goodwood Festival of Speed.

“Then we can just replace a common rapid charger of 50, 60 or 100 kilowatts with a Combined Charging System (CCS) plug that charges 20 times faster, with a 1,500kW maximum rate. And this is done without any modification to the grid, and therefore none of the usual hold-ups this would cause.”

POWERFUL Standing beside a Flash Charging-compatible Denza Z9 GT on the BYD stand (Denza is BYD’s premium sub-brand) at Goodwood, Pareschi explains that by making use of battery energy storage solution, aka BESS,

technology, you remove the need for highvoltage energy supplies. Keep it ‘low voltage’, and you’ll have fewer legal permits to apply for, less construction work to do to lay the cables, and lower costs too.

“We’re planning on having 3,000 Flash Chargers across Europe by the end of 2027, with 300 of them in the UK,” says Pareschi.

“Some will go to BYD dealerships, as that’s a very powerful sales tool for us. But lots will also go to high-traffic areas like motorway service stations.”

More interesting as far as moving the game on is concerned are BYD’s intentions to install these chargers in rural areas. EV owners who live in the countryside are more likely to have access to home-charging. But for those who don’t, or for EV drivers just passing through, rural routes have often been a cause for range anxiety.

“With our BESS system, rural locations where you don’t have much grid connection are no longer a problem,” Pareschi says. “So long as we can have our batteries in place, we can store the energy wherever.” >

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By using a battery energy storage solution, otherwise known as BESS technology, BYD has removed the need for high-voltage energy supplies

SUBS ART

LOGICAL PRODUCTION

Don’t expect to find Flash Charging installations coming to a field near you though, because Pareschi acknowledges that the most logical places to roll out his network are at existing petrol stations. These often have extra space for batteries to be located to power the Flash Charging system, and even have room for solar panels to help top up the supply.

“Our batteries can be stored above or below ground,” says Pareschi. “While it’s better to have them above ground so we can more easily remove the heat, they work very well at the Blade’s full range of temperatures, from minus 30 degrees to plus 45 or even 50 degrees [Celsius]. Only in a really hot environment like the Arabian Peninsula would we put some shelter from the sun over them. But aside from that, they’re fine and don’t lose performance.”

Using the same liquid-cooling tech as BYD’s car Blade batteries (the set-up is so identical that the components are exactly the same), the Flash Charging systems and their box of batteries are rated at 2,000kW, but they’ll provide a peak at the plug of 1,500kW. This is so they can maintain

CLIENT

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that speed for almost all of a car’s charging session, so much so that Pareschi says the power curve on a graph is “almost flat”.

“Our cells stay cooler thanks in part to the latest chemistry, which allows us to have better energy flow,” Pareschi says. “So you have less friction between the electrons and the atoms, which equals less heat.”

No matter the weather, BYD claims that when Flash Charging, you can zap your EV’s battery to 70% in as few as five minutes, and to 97% in no more than 12. Truly groundbreaking stuff.

COMPETITIVE But there’s one unanswered question. How much will it cost? Given that current motorway service rapid chargers can cost north of 80 pence per kWh, a Flash Charger session could feel like it’s ransacked your bank account just as quickly as it’s topped up the car.

“We’re aiming to make it as competitive as possible by charging up our batteries overnight, when electricity is cheaper,” Pareschi says. “We can then sell the electricity back to the consumer at a reduced rate, making it cheaper than normal rapid chargers. I can’t say how much, but we will be very competitive.”

Pareschi also confirms that any CCScompatible EV (which is pretty much all of them) will be able to use BYD’s Flash Charging system, meaning it could follow the example of Chinese cars themselves and quickly steal customers away from established brands.

But the European competition is coming, as Mercedes is planning to launch its own BESSpowered, 1,000kW-capable network in Europe this year. The UK is on the to-do list, so the fight this time, it seems, is on. ■

FIVE WAYS TO CHARGE SMARTER

Addressing the UK’s EV charging infrastructure challenges requires knowledge of the problems drivers currently face. Here are some of the key things EV drivers need to know to maximise charging potential with the current, pre-Flash Charging network.

01

No surprises, please For the best charging performance, most EVs need a heads up before you arrive at the plug.

Using a car’s built-in satnav to find chargers is an easy way of letting the car knows it should precondition the battery.

02

03

04

05

Location, location, location Charging stations vary in speed depending on the location they’re at.

That’s why supermarket chargers are often slower, as they want you to be forced to go shopping for prolonged amounts of time.

Keep cool In hotter months, charging stations that are sheltered can help your car to maintain optimum charging temps better than those out in direct sunlight.

Break the ice In the winter, if you don’t have an overnight charger, ensuring your EV has at least 20% left before you go to bed can prevent you from waking up with a nearly flat battery.

Splash and dash Because most EVs charge fastest between 20% and 80%, you’re better off stopping more often for shorter stints to cover vast distances than charging once and waiting until your battery is full. In some EVs, the final 20% of charge can take longer than the 60% before it.

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How to opener

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THE HOW TO SECTION The IMI is dedicated to empowering automotive professionals to succeed and progress

P58_UPSELL SUCCESSFULLY While upselling can bring in more revenue, it should only be done honestly, ethically and with customers’ best interests at heart

P60_EXPLAIN COMPLEX REPAIRS Clear communication and regular updates are key when talking to customers about any complicated work that needs to be done

P62_DIAGNOSE INTERMITTENT ELECTRICAL FAULTS Why good diagnostic habits are essential in helping technicians pinpoint a problem that at first appears to be elusive

P64_CARRY OUT ADAS CALIBRATIONS CORRECTLY There’s more to advanced driver assistance system calibrations than meets the eye. We cover what you need to know

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Upsell successfully While selling to customers is part of the job, each sale needs a legitimate reason – that’s how you upsell and win

SUBS

WORDS_ADAM BERNSTEIN

PRODUCTION CLIENT

Why upsell?

Russ Houlden, owner of Lincolnshire’s Billingborough Cars & Commercials as well as nearby Bear and Bee Garage, knows that automotive has had a reputation “for trying to fleece customers out of money”.

While he thinks that garages should “maximise every customer that comes through the door”, it needs to be done ethically. He says: “The only reason we should be upselling is to ensure that the customer and their vehicle are better looked after.”

Edward Cockill, Director at Uckfield Motor Services, is also aware of the financial benefits. But as he says, it’s not about the money — “it’s about doing the job properly”.

Similarly, Tina Drayson, Operations Director at CCM, thinks it’s “not about selling a more expensive product simply

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consistently demonstrate that we have the customer’s best interests at heart, and with trust comes long-term customer loyalty.”

Houlden just wants customers and their vehicles better looked after. Revenue is important, but he wants to “ensure that the customer should walk away, feeling like we’ve got their best interests at heart”.

to increase the invoice value.

It’s about recommending the most appropriate solution for the customer and their vehicle.” This could involve recommending OE quality over main dealer parts.

She says the same applies to services: “The purpose should never be to sell work that isn’t needed but to support the repair that’s already being carried out.”

Overall, upselling is about honest advice – what’s been found, the recommendation – with revenue a by-product, not the goal.

The need for correctness Process is important to Cockill.

He reckons that garages first need to give customers options to put them in control. Next, they need to choose between value and premium depending on budget and how long they’re keeping the car. This

leaves revenue ranked as the lowest outcome.

As he puts it: “If a garage flips that order and leads with revenue, customers can smell it a mile off — and you’ll lose more in trust than you ever gain in sales.”

Drayson doesn’t disagree.

She says: “As professionals, we have a duty of care to provide customers with the information they need to make informed decisions about their vehicle, to keep them safe and reduce stressful breakdowns.”

That for her means explaining the options available, the benefits of each and any potential consequences of delaying repairs.

She says that garages should “allow the customer to decide what’s right for them”. Of course, offering different options can increase revenue, but that should never be the primary objective. “We must

Identifying legitimate opportunities There’s only one way to upsell, says Cockill. “It has to come from the vehicle, not a sales target.”

All three – Drayson, Cockill and Houlden – would start with the health check where technicians genuinely find an issue during inspections.

Cockill says: “Backing it up with evidence – photos, measurements, showing the customer the worn part – helps enormously.”

The same goes for Houlden, who says that his garages “present estimates with supporting evidence, whether that’s an inspection report, an image, or information not full of technical jargon”.

Drayson expands: “Technicians and service advisers need to understand why evidence is important and how it contributes to customer care.” She emphasises that

PANCHENKO VLADIMIR; PEOPLEIMAGES/SHUTTERSTOCK

ART

We’ve all come across situations where we’ve gone to a business for one thing but have found ourselves being talked into taking something else. Known as ‘upselling’, if done poorly it can leave customers with a nasty taste in the mouth.

When done well, however, it leaves customers feeling in control with better outcomes, and increases revenue for businesses too.

How to... Upsell, 1

"WE MUST CONSISTENTLY ÒWE WE MUST CONSISTENTLY DEMONSTRATE THAT WE OEMONSTRATE THAT WE HAVE THE CUSTOMER'S HAVE THE CUSTOMER’S BEST INTERESTS AT BEST INTERESTS AT HEART, ANO WITH TRUST HEART, AND WITH TRUST COMES LONG-TERM COMES LONG-TERM CUSTOMER LOYALTY” CUSTOMER LOYALTY"

health checks should be completed before main work begins so that work can be completed during the same visit if authorised. This aids efficiency and can be more convenient for customers, removing the need for another trip to the garage.

It’s worth highlighting that Houlden uses free health checks to identify issues, in tandem with a list of ethical extra upsells he maintains.

Ultimately, as Cockill states: “If you can’t show or explain why something’s needed, you shouldn’t be selling it.”

Presenting the options Language is everything when explaining. Cockill gives an example: “Saying ‘you need this or it’s dangerous’ when it isn’t true is the fastest way to lose a customer for life.” He’d rather say something akin to: “These will need doing in the

next few months — we can do them today while it’s up on the ramp, or you can book back in.”

When something is found, Cockill advises giving customers the facts, a timescale and a choice.

Pressure selling turns customers off and can make a garage look mercenary.

“The independent sector already battles a perception problem, and pushy selling feeds straight into it,” he says.

Drayson points out that mechanically minded garages need to remember they are speaking to drivers without their knowledge: “Automatically generated condition reports can often appear confusing and overwhelming, particularly when they show a large total cost without any context.” She highly recommends breaking the

report down into essential items (red) and advisory items (amber), to allow customers to prioritise repairs and budget accordingly.

This makes sense to Houlden because, as he says: “Communication isn’t complete unless the customer understands. If we understand and then talk at the customer, we have not communicated correctly.”

Drayson points out: “Visiting a garage is often what I call a distress purchase. Customers rarely come to us because they want to spend money – they come because something has gone wrong.”

The case for underselling Not selling something goes against the grain for any sales-based business.

But in his mind, Houlden isn’t selling services but trust.

“Our industry is based on trust.

It takes a long time to build it, and a short time to lose it.

There’s a fine line between doing too much and pushing a customer away, or doing just enough and making them feel supported.”

This is why Cockill says garages should consider underselling. Why? “Some of our best long-term customers came from us telling them they didn’t need something. That costs us a sale today but earns a customer for ten years.”

He adds: “Trust is the most valuable thing an independent garage has.”

But all of this said, Drayson doesn’t think that garages should “avoid upselling simply out of fear of appearing pushy”.

She continues: “When recommendations are genuine, clearly explained and centred around the customer’s needs, they strengthen trust rather than damage it.”

Summary There’s nothing wrong in upselling to customers, but it must be done with their best interests in mind and with an eye on building trust.

Anything else will cause harm to the customer, the business’s survival and, just as bad, the industry.

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Explain complex repairs In simple terms, complex jobs need uncomplicated explanations to win over customers

SUBS

WORDS_ADAM BERNSTEIN

ART PRODUCTION

Cars have advanced so much since the late 19th century.

They’re now so complex that the average person can do little more than check tyres and water levels, and sometimes not even that.

With complexity comes expense, which makes the job of garages harder when communicating to drivers work that needs to be undertaken – all while building and maintaining trust.

CLIENT

Complex issues Andrew West, Managing Director and Master Technician at Devon’s Erme Valley Autos, finds that part of the problem is that “some garages struggle to understand complex issues themselves, and are unable to explain them to a customer because they can’t confidently do so”.

As he says: “None of us know it all, and even top technicians can struggle to know precisely how systems work, especially when manufacturer data is sometimes incorrect, poorly explained or just not easily available.”

Of course, it doesn’t help that technicians assume customers have knowledge they don’t possess. West also finds that “some customers — of either sex — are genuinely interested

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in understanding what was wrong; others don’t want to know and can play dumb.”

He adds: “Some people just want the car fixed as cheaply as possible, then conveniently forget six months later that they chose the cheap or temporary fix when something else goes wrong.”

And this is what Karl Weaver, owner of Kent’s Bull Lane Garage, has experienced. He too thinks it “wrong to assume customers have knowledge.

But at the same time, some do have a sound understanding, and you have to be careful not to insult their intelligence.”

Interestingly, he says: “There have been many women that have surprised me with their level of knowledge and understanding. It goes to show how much things have changed over the years.”

Occasionally, though, he does have a customer who thinks they know it all, and who “tries to force their ideas or what they have seen on the internet. Only then would I deliberately baffle them with science.”

However, he doesn’t do this to be arrogant but to “prove my skills and knowledge, instilling confidence and trust in me to diagnose or repair their vehicle”.

At the same time, Weaver aims to filter out customers

who “may not be suitable” at the point of booking if he’s not confident that he can meet their demands, whether that be his skills, the tools/ equipment required, access to the relevant technical data, the customer’s budget, the value/condition of the vehicle or “just plain unrealistic expectations on the customer’s part”.

Regardless, he thinks it “extremely important” to explain technical terms in plain English, though he admits: “I’m sometimes guilty of overexplaining how things work.”

For him, explaining things in terms that are understood helps build trust, and with complex jobs he aims to deal with the customer as opposed to front-of-house staff.

Avoiding arguments Repairs and unexpected costs can lead to disputes and arguments if not handled correctly. But West reckons that “as long as the customer is properly informed along the way, with some idea of expected costs, there’s usually no need for any dispute”.

The logical solution is to explain what’s required.

However, he highlights that he’s occasionally found that “previous repair attempts have introduced further issues that likely weren’t there originally

“UNDERSTANDING UNDERSTANDING "UNDERSTANDING PROBLEM THE THE PROBLEM ISIS THOROUGHLY THOROUGHLY THE KEY REALLY REALLY THE KEY ITITEASY TO MAKING TO MAKING EASY EXPLAIN” TO TO EXPLAIN" and can turn a job into a ‘multilayered’ repair”.

Similarly, Weaver makes a point of discussing every stage of the job and seeking authorisation for work. He quotes an initial diagnostic assessment fee to assess the fault, and then discusses

How to... Explain complex repairs, 1 DC STUDIO/SHUTTERSTOCK

US KNOW ITIT “NONE OF OF US KNOW ALL, AND EVEN TOP AND EVEN TOP ALL, CAN TECHNICIANS TECHNICIANS CAN TO KNOW STRUGGLE STRUGGLE TO KNOW HOW PRECISELY PRECISELY HOW WORK” SYSTEMS SYSTEMS WORK" findings with the customer, giving them an idea of labour time required and seeking authorisation.

At all times, he says,“the customer has control of the cost, there are no nasty surprises and they can ‘pull the plug’ at any point”.

And when a cause is found, West’s garage shows customers worn or faulty parts, oscilloscope waveforms of before and after behaviour, and offers photos or video to show exactly where the problem was.

The same applies with Weaver. He doesn’t tend to use videos but does use photos “if I

deem it necessary or beneficial to an explanation”. He may also draw diagrams and explain how systems work – “whatever it takes to satisfy their needs”.

He says: “Some are blown away by the complexity; some simply say that it’s totally over their heads; and some are generally interested and grateful for the time spent showing them.” But from his perspective: “If you are charging the right amount of money in the first place then you have the time to do this, and the end result will nearly always be a happy and satisfied customer.”

All of this is why West says it’s best to explain things in terms a customer will understand, as well as to provide a comprehensive written explanation on the invoice, including what was requested versus what was advised, “in the hope it gets read and helps educate the customer”.

Advice to garages So, if West were to offer advice to another garage needing to explain a complex situation, he would say: “Fully understand the problem yourself first, or hand it to someone who does.

If you don’t understand it,

you’re unlikely to explain it well, and it can be awkward if the customer is an enthusiast who’s already read up on the ‘common’ problem, especially with AI making that easier than ever.”

West thinks the same, noting that what’s complex to one technician can be straightforward to another.

“Understanding the problem thoroughly is really the key to making it easy to explain.”

And for Weaver there’s value to be had in investing in training and tools. “It takes a lot of time and investment to be good at diagnosis. If you’re out of your depth the chances are that you’ll either fail to fix the vehicle – resulting in an unhappy customer – or you’ll have spent way too much time on it,” – losing money as a result.

Finally, he thinks that “obscure analogies” can help when explaining the complex; water is a good substitute for electricity in some circumstances.

Summary Ultimately, garages occupy a space riddled with technology, and it’s not going to get any simpler. To succeed with the public, garages need to learn to speak with confidence but not arrogance.

Good communication skills are essential.

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Diagnose intermittent electrical faults Some electrical issues are incredibly difficult to pin down, but the key to diagnosing the cause is to always rely on a solid process

SUBS

WORDS_GRAHAME PELLS FIMI

ART PRODUCTION CLIENT

Some faults arrive at the workshop with all the courtesy of a flat tyre. They are obvious, repeatable and waiting for you the moment the vehicle rolls through the door.

Intermittent electrical faults tend to do the opposite. The warning lamp was on this morning, the central locking failed twice last week, the engine cut out once in the rain, and by the time the technician gets involved everything has decided to behave itself. That’s where good diagnostic habits earn their keep, because these jobs punish guesswork and reward process.

Modern vehicles are full of circuits that only play up under certain conditions.

A wire may open when the harness moves with engine torque. A connector may pass current when cold and fail once heat builds. A control unit may lose a reference signal for a fraction of a second, log a fault code and then carry on as if nothing happened. None of that is magic, even if it can feel like

it after the third road test.

A ghost fault still has a cause.

The difficulty isn’t that the fault is unreal but that the evidence appears and disappears before testing can catch it.

Workflow matters That’s why workflows matter.

Guesswork feels fast for about ten minutes, then it becomes expensive. Swapping parts because a symptom seems familiar, clearing codes and hoping they stay away, or chasing the last thing another technician mentioned can drain hours without moving the job forward. A workflow slows the thinking just enough to stop the workshop from being led around by the nose.

Confirm the complaint as clearly as possible, gather the vehicle history, look for patterns in when the fault occurs and decide what the circuit is supposed to do before touching anything.

That sounds basic, but most ghost faults are made worse by skipping the boring part.

Customer description is often the first useful test tool.

“It only does it when I start it hot,” is far more valuable than “electrical issue”. Ask whether the fault happens in wet weather, after a pothole, on full lock or only after a long run.

Those details help recreate the conditions that wake the

“GOOD GOOD DIAGNOSTIC "GOOD DIAGNOSTIC HABITS EARN THEIR KEEP HABITS EARN THEIR KEEP BECAUSE THESE JOBS BECAUSE THESE JOBS PUNISH GUESSWORK PUNISH GUESSWORK AND REWARD PROCESS” AND REWARD PROCESS"

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"PLENTY OF INTERMITTENT “PLENTY PLENTY OF INTERMITTENT ISSUES AREN'TTRULY ISSUES AREN’T TRULY RANDOM AT ALL. THEY’RE RANDOM AT ALL THEY'RE SIMPLY CONDITIONAL, SIMPLY CONDITIONAL, AND THE CONDITION AND THE CONDITION HASN'T YET BEEN HASN’T YET BEEN PINNED DOWN" PINNED DOWN”

fault up. Plenty of intermittent issues aren’t truly random at all. They’re simply conditional, and the condition hasn’t yet been pinned down.

Once the complaint is framed properly, the wiring diagram stops being a page full of spaghetti and starts becoming a map. Too many people open a diagram only when they’re already stuck, glance at the colours, then go back to poking around the vehicle. Used properly, the diagram should shape the whole test plan. Identify the power feed, the ground path, the switch or sensor inputs, any control module involved and the loads at the far end.

Then look at what those parts share with other systems.

Shared grounds, splice joints and fuse blocks are often where the real story sits.

Useful question The useful question isn’t just where the wire goes but what has to happen for the system to work normally. If an electric fan doesn’t run, the diagram may show a fuse, relay, control side, power side, ground point and ECU command.

Straight away that gives you a sequence to test rather than a pile of suspicions. If several odd symptoms live on the same branch of the diagram,

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Above: Ford Transit door wiring break

Above: Damaged component

survive so long. A “"THE THE OTHER TRAP WITH OTHER TRAP WITH faults corroded terminal or damaged INTERMITTENT FAULTS INTERMITTENT FAULTS conductor may pass a meter test with almost no load on ISISREPAIRING THE REPAIRING THE it, then fall over the moment a motor, heater or module EVIDENCE INSTEAD OF EVIDENCE INSTEAD OF demands current. Reading THE CAUSE” THE CAUSE" the diagram first helps you step back and look for a common failure point instead of treating each symptom as its own separate drama.

Voltage drop testing, continuity checks under load and signal observation become much more meaningful once the diagram has shown you where the circuit begins and ends.

A continuity test on a resting wire can look perfect while the circuit still fails under real operating conditions. That is one reason intermittent

decide where loaded testing makes more sense than simple resistance checks.

Ghost fault finding also depends on respecting movement, heat and time.

If the symptom appears only on rough roads, a wiggle test on the harness, connectors or fuse box may reproduce it.

If it shows after a long drive, heat soak becomes part of the diagnostic picture. If it happens first thing in the morning, cold start conditions, battery state and overnight moisture need a closer look.

Plenty of intermittent jobs are solved by reproducing the environment rather than by discovering some heroic hidden knowledge.

Data capture Data capture helps as well, especially where the event is brief. A scan tool snapshot, graphing multimeter or oscilloscope can hold onto a moment that the naked eye misses. A crank or cam signal dropout, a supply voltage sag or a noisy sensor trace may only last an instant, but that instant is enough. Without capture, the workshop is left relying on memory and hunches, which is a poor trade when the vehicle itself is already being evasive.

The other trap with intermittent faults is repairing

Discipline There’s also a discipline in knowing when not to rush towards the control unit.

Modern vehicles do suffer module failures, but plenty of so-called ECU faults turn out to be poor feeds, weak grounds, disturbed reference voltages or network issues elsewhere. The wiring diagram is useful here because it reminds you that a module sits inside a system, not above it.

If the inputs are unstable, the outputs will often look guilty even when they’re only responding to bad information.

A good technician dealing with intermittent electrical faults ends up thinking a bit like an investigator and a bit like a plumber. Follow the flow, look for restrictions, pay attention to junctions and don’t trust the first place the leak appears. The vehicle may try to make the fault seem supernatural, but it rarely is. What usually separates a clean fix from a long and costly chase is patient structure.

Workflows turn a ghost story back into an electrical circuit, and once that happens the job starts looking like something you can actually win.

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the evidence instead of the cause. Cleaning a connector may make the symptom disappear for a week, but unless the reason for the poor contact is understood the vehicle will probably be back.

Was there water ingress, poor terminal tension, broken insulation or previous repair damage? The answer matters.

Electrical diagnosis isn’t only about finding where the fault showed itself but why that point became vulnerable in the first place.

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HOW TO...

REPRO OP

Carry out ADAS calibrations correctly ADAS calibrations are about more than just getting the settings right, and the process is increasingly benchmarking overall workshop professionalism

SUBS

WORDS_GRAHAME PELLS FIMI

ART PRODUCTION CLIENT

There was a time when finishing a repair meant making sure the panel gaps looked right, the paint matched in daylight and the steering wheel sat straight on the road test. That’s not always the case now. Many vehicles are carrying a layer of technology behind the bumper skin, up near the windscreen, and tucked into grilles, mirrors and tailgates.

Those sensors and cameras are not especially interested in whether the bumper line is pretty.

However, they do care that what they’re seeing is correct from exactly the right position, angle and height. If they’re not, the vehicle may still leave the workshop looking finished while its driver assistance systems are making decisions from a false picture.

That’s why ADAS calibration cannot be treated as a side issue. The uncomfortable part is that the system may not always shout about it. A warning light is helpful when it appears, but an ADAS fault that stays within the system’s tolerance can be the more awkward one because it gives everybody involved a false sense of confidence.

Static versus dynamic Static and dynamic calibrations are often spoken about as though

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one is old-fashioned and the other cleverer, but the reality is simpler and more workshop-shaped than that.

They are different methods serving different system and manufacturer requirements.

Static calibration is normally carried out with the vehicle in a controlled environment using targets, frames, alignment equipment and a scan tool or OEM software.

The idea is to give the camera or radar a known reference point so it can relearn its position accurately. This is the method that depends most heavily on workshop conditions. If the floor is out of level, the lighting is poor, the target is not square, tyre pressures are wrong or the vehicle is not at specified ride height, the process may complete while still building error into the finished result.

Dynamic calibration sounds more forgiving because the car is driven on the road while the system learns from real lane markings, signs and traffic conditions. That can create the impression

that the vehicle is somehow teaching itself naturally, but that’s only half the story.

Dynamic procedures still rely on preconditions being met before the road test begins. Wheel alignment may still need to be confirmed, fault codes dealt with, steering angle reset where required and the vehicle prepared according to the manufacturer’s method.

Dynamic calibration can be efficient and perfectly correct when carried out as intended, but it’s not a shortcut around proper preparation.

Space, equipment and tooling A proper ADAS calibration bay needs more than a spare corner and good intentions.

Floor level is a recurring issue because even slight deviation across the working area can alter target placement relative to the vehicle.

Lighting matters more than many expect, particularly for camera-based systems that can be confused by glare, shadows or reflections. Space matters as well because targets must be positioned at precise distances and centred accurately to the thrust line or geometric centreline specified by the procedure.

Tooling and equipment deserve the same thinking.

“CARRYING CARRYING OUT "CARRYING OUT CALIBRATIONS CORRECTLY CALIBRATIONS CORRECTLY ISISABOUT MAKING SURE ABOUT MAKING SURE THE VEHICLE’S JUDGEMENT THE VEHICLE'S JUOGEMENT MATCHES REALITY” MATCHES REALITY"

"AOAS CALIBRATION “ADAS ADAS CALIBRATION TOUCHES REPAIR TOUCHES REPAIR STANDARDS, EQUIPMENT STANOAROS, EQUIPMENT MAINTENANCE, STAFF MAINTENANCE, STAFF TRAINING, HEALTH ANO TRAINING, HEALTH AND SAFETY, AND CUSTOMER SAFETY, ANO CUSTOMER COMMUNICATION" COMMUNICATION” A calibration frame, target boards, wheel alignment equipment, battery support, tyre pressure equipment, measuring tools and an appropriate diagnostic platform are the minimum.

Workshops that rely on generic tooling alone can find themselves caught out when a particular brand demands OEM targets, software access or model-specific procedures.

Understanding Staff competence matters just as much as the kit. A clever frame is no substitute for a technician who understands thrust angle, suspension condition, loading state, pre-scan and post-scan requirements, or when a damaged mounting bracket has no business being reused. ADAS work has a habit of exposing any weakness in process because these systems are very good at punishing sloppy preparation while remaining polite

GRAHAME PELLS; JACKSON/LINCOLN COLLEGE

Lincoln College offers students a state-of-the-art ADAS set-up

enough not to announce it immediately.

Liability sits over all of this whether a business likes the subject or not. Once a repairer undertakes work that affects an ADAS-equipped vehicle, there is a duty to return that system in a safe and defensible condition.

That means following the vehicle manufacturer’s repair method, using suitable equipment, ensuring the vehicle meets calibration preconditions and keeping records that show what was done. A note on the invoice saying “system checked” is not much comfort if there’s later a dispute after a near miss, a collision or an insurer’s inspection. Calibration records, diagnostic reports, alignment readings,

technician sign-off and evidence of the workshop conditions used on the day all begin to matter very quickly when somebody asks who decided the vehicle was ready to go back on the road.

Compliance is not only about avoiding blame after something has gone wrong.

It’s also about professional discipline. ADAS calibration touches repair standards, equipment maintenance, staff training, health and safety, and customer communication.

If a workshop subcontracts calibration, that hand-off still needs managing properly.

Somebody must confirm

Professional responsibility Customers are becoming more aware of these systems, though not always in a way that helps. Many know the car has lane assist, automatic emergency braking or adaptive cruise control, but fewer understand what has to happen after a windscreen replacement or front-end repair. That leaves workshops in the slightly awkward but necessary position of explaining why calibration is not an optional extra added for effect. The conversation can be difficult when cost or time is involved, yet avoiding it only stores trouble for later. What all this really points to is what a good repair now looks like.

Carrying out calibrations correctly isn’t about making the paperwork look complete.

It’s about making sure the vehicle’s judgement of the road matches reality when somebody’s family is using it on a dark, wet night. That is a serious responsibility, and one that deserves more than guesswork, more than habit and certainly more than hoping the warning lamp stays off long enough for the customer to drive away.

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what procedure was required, whether it was completed and whether the paperwork comes back with enough detail to stand up to scrutiny.

If the workshop performs the calibration in-house then internal processes need to be equally robust. Targets need checking, equipment needs maintaining, software subscriptions need keeping current and technicians need training that stays alive rather than living in a certificate folder near the kettle.

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NEIL FELLOWS AAE FIMI

Stourbridge Automotive’s owner looks back at his journey through the industry, and the lessons he learnt along the way REPRO OP

How did you come to enter the automotive sector?

SUBS ART PRODUCTION

I left school at 16 on a Friday and started work in a garage the following Monday. It was a fantastic place to begin my career. We restored veteran and vintage cars, specialising in prewar Rolls-Royce and Bentley vehicles. For me, everything began on the workshop floor, where I developed the skills, knowledge and passion that continue to drive me today.

There were no shortcuts.

I was enrolled on a Youth Training Scheme at an engineering college for two years, and after that I spent the next nine years learning a wide range of specialist trades. That meant I could turn my hand to every aspect of car restoration.

CLIENT

Were there challenges on the way up?

Moving from being a hands-on technician to running a business came with a steep learning curve. Early on, I had to navigate and eventually dissolve a business partnership, which is never straightforward. Then came the constant financial pressures and risks involved in funding and cash flowing a growing garage.

You were a dealership technician before moving into the aftermarket. Did this affect the way you work?

It shaped my entire approach.

I spent years as a fully trained

STARTING FROM THE BACK?

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and qualified technician within prestige BMW and MercedesBenz dealer networks. When I moved into the aftermarket, that grounding became my blueprint. However, my aim was to bring the strict technical standards, advanced diagnostic capability and manufactureraligned servicing but without the corporate detachment, long waiting lists or premiumlevel pricing.

How did you end up starting your own business?

I realised there was a real gap in the market for a highquality independent alternative.

I knew I could offer something different; a far more personal approach where customer service and genuine transparency were at the heart of everything.

With that vision, we launched Stourbridge Automotive in May 2010, initially specialising SKILLS OF TOMORROW_P50 BYD’S FLASH CHARGING SYSTEM

exclusively in BMW and Mercedes-Benz models. My wife Kay, the other director of Stourbridge Automotive, has been a huge part of the business from day one. She stepped in to manage key operations. Together, alongside an incredible team, we’ve grown from a small independent workshop into a premium specialist site.

You recently became a Fellow of the IMI. What impact has belonging to the IMI had on your career?

Belonging to the IMI has played a major role in benchmarking our professionalism. In a sector where vehicle technology evolves at a rapid pace, aligning with the IMI provides the structure and standards needed to stay ahead.

Becoming a Fellow and also attaining Advanced Automotive Engineer status are milestones

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“BELONGING TO THE IMI HAS PLAYED A MAJOR ROLE IN BENCHMARKING OUR PROFESSIONALISM” I’m incredibly proud of.

They represent a career-long commitment to leadership, technical excellence and raising standards across the industry. That commitment directly influences how we run the business.

We also work closely with local colleges to support the next generation of technicians.

Most recently, we donated a BMW 1 Series to help apprentices gain real-world, hands-on experience. For me, that’s what being part of the IMI is all about; contributing to the future of the industry, not just benefiting from it.

What advice would you give to someone at the beginning of their journey in the industry?

If I look back at my journey from working with the tools to sitting in the director’s chair, my advice comes down to three things: never stop learning; learn the business, not just the car; and value trust. Most important, value your work-life balance and your family.

– Scan the code or go to theimi.org.uk/ membership to find out how you can benefit from IMI membership

– To feature in our next edition, email alex.wells@thinkpublishing. co.uk

THE IMI ANNUAL GENERAL MEETING

INSIDE AN INDEPENDENT_P22 STUDIO TYRES IN HERTFORDSHIRE

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Invented for life

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