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The conflict in the Middle East has dominated the headlines in recent weeks, with oil prices climbing above $100 a barrel in mid-March. At the time of writing, stock markets continue to fall, this after three cargo vessels were hit in the Gulf and Iran’s new supreme leader continues to block the Strait of Hormuz.
Such has been the economic impact of the US-Israel conflict with Iran, a temporary measure has been put in place that allows other countries to buy Russian oil and petroleum already loaded onto vessels at sea. The US government said the decision was to help stabilise global energy markets –nearly 20% of the world’s oil travels through the Strait of Hormuz.
The US released 172 million barrels of oil from its own reserves, while the International Energy Agency said it would release 400 million barrels of oil – a record, according to the BBC.
Back here, the RAC is tracking how pump prices are being affected by the conflict that started on 28 February. It makes for grim reading: on average and up to 13 March, the price of diesel has surged by 15.9p, while unleaded has increased by 7.3p.
The energy secretary told the BBC that the government won’t accept energy firms profiteering from the rising costs and the competition watchdog is on alert, ready to avoid petrol price “rip-offs”.
Ed Miliband also refused to rule out direct support or extending the freeze on fuel duty if hostilities continued.
I sought comments from contacts and readers about how the conflict was affecting them – if at all – and Richard Windheuser, the procurement manager for Car Spares Factors, responded to my request. He confirmed that if the cost of crude oil remains “inflated”, it will “almost certainly” mean product price rises.
Richard said: “Currently, we haven’t really seen any direct impact from the recent conflict in the Middle East, other than the effect on fuel prices that we have all seen at the pumps caused by the effective closure of the Strait of Hormuz.
“If the cost of crude oil remains inflated due to the troubles in the Middle East, it is likely to cause further increases in shipping, delivery and production costs as fuel prices rise. This will almost certainly have to be reflected in product price increases.
“Shipping of products and components from the Far East to Europe traditionally went via the Red Sea and the Suez Canal. However, the Houthi attacks in 2023 meant that ships were redirected around the Cape of Good Hope, adding around two weeks to shipping times and increasing costs. Suppliers have generally already adjusted for this.
“Outside of the above, I would assume that products and components will continue to flow pretty much as normal.”
Do you agree with Richard’s assessment? Do you take a different view? Please let me know by emailing pmf@hamerville.co.uk
Elsewhere in the issue, ironically, we have an oils, lubricants and additives feature to bring you. Duckhams, Motul, Kalimex, VLS and Morris Lubricants enlighten with different points of view – but not related to the conflict.
I was invited to Value Car Parts’ Perivale branch recently, where I met Ishtiaq Malik, the managing director. He explained the strengths behind the four-branch factor, the responsibility he relishes every day and what he hopes the future of the business will hold – read our chat on page 10
Have a great month.
Tom Henman Editor
GARAGE HIVE INTEGRATES WITH DINGBRO TO STREAMLINE PARTS ORDERING FOR SCOTTISH GARAGES
Garage Hive has announced a new integration with Dingbro, allowing users to search the Scottish motor factor’s online catalogue, add parts directly to job sheets and generate purchase orders.
Garage Hive Managing Director, Ray Dilsons, said: “With the Dingbro integration, garages can enjoy a fully connected parts ordering workflow, from initial quote through to stock management. By integrating with Dingbro, we’re giving Scottish garages a faster, more accurate and traceable way to manage their parts ordering, saving time and reducing errors.”
To set up the integration, users need to link their customer ID, location code and placeholder items, ensuring all parts are tracked correctly and purchase orders remain accurate.
Once connected, selecting ‘open Dingbro online’ automatically passes vehicle details to
the Dingbro portal. After adding items to the Dingbro basket, users select ‘send order to Garage Hive’, pulling descriptions, quantities and costs back into the system.
On parts delivery, workshops finalise the workflow by converting temporary placeholder items into actual stock or nonstock items directly within Garage Hive.
Dingbro joins the likes of LKQ Euro Car Parts, GSF Car Parts, NAPA Auto Parts in integrating with Garage Hive.
GSF ACCELERATES EXPANSION INTO NORTHERN IRELAND WITH MALLUSK BRANCH
GSF Car Parts continues to make its mark on Northern Ireland after opening a branch in Mallusk, Newtownabbey, the first of several new sites planned this year.
The branch comprises 12 full-time employees, bolstered with six vans, office space, retail facilities and an equipped warehouse to supply local workshops. Customers can shop online too; a Click & Collect service with many lines eligible for same-day pickup is available.
Jay Purdy, general manager at GSF Mallusk, said: “I’m hugely excited about the opportunity to expand into a second branch here in Northern Ireland. We’re ready to disrupt the market and win over local customers.
“I’ve spent 23 years in the industry and have joined GSF motivated by the challenge ahead. I have a huge amount of faith that this team will succeed. We cannot wait to get started.”
NAPA RACING POISED FOR 2026 BTCC TITLE CHARGE
NAPA Racing UK has revealed a new driver line-up and car for the 2026 British Touring Car Championship. The four-time champion, Ash Sutton, leads a team that also includes Dan Cammish, Sam Osborne and Lewis Selby, all of whom will be driving the new iteration of the Ford Focus – the saloonbased Titanium model.
Steve Richardson, the managing director of NAPA UK/Alliance Automotive Group UK and Ireland, said: “Having seen the methodical process in selecting this year’s car, I’m delighted with the progress we’ve made during the off-season. Being able to continue with Ford, having had so much success in previous years, along with Mountune, means we have the cornerstones of what is shaping up to be an exciting season on track.”
This year’s BTCC gets underway over the weekend of 18 and 19 April, with rounds one, two and three taking place at Donington Park. The 30-round season will take the chequered flag at Brands Hatch on 11 October.
NEWS
BEN AIMS TO GET AUTOMOTIVE COMMUNITY MOVING IN APRIL WITH MILES THAT
MATTER INITIATIVE
Ben, the automotive charity, is calling on people across the automotive sector to step up, get active, and make every mile count with its new virtual challenge event.
Miles that Matter is a running and walking challenge that encourages participants to set their own distance goal and complete it between 20 and 24 April while raising vital funds. Whether it’s a daily 5k, a weekend-long run, or a collective team target, every mile completed will help Ben continue its life-changing and lifesaving work supporting automotive people.
To find out more and sign up, visit www.rdr.link/FBA001
With cost-of-living pressures continuing to affect the health and wellbeing of people across the automotive industry, demand for Ben’s support remains high. Funds raised through Miles that Matter will help Ben continue to provide practical support to automotive workers and their families across the UK.
Participants can sign up individually or as part of a team, making it a great opportunity for dealerships, workshops, suppliers and other industry partners to
come together, boost morale and promote wellbeing within their organisations.
Ben Growth and Development Director, Matt Wigginton, said: “Every mile really does matter for those in our industry who are struggling or in crisis. By taking part in this exciting new challenge, our automotive community can improve their own health and wellbeing and make a life-changing difference to colleagues facing tough times. We’re encouraging businesses and individuals across the sector to lace up this April and join us.”
KLIPBOARD LAUNCHES KLIPBOARD AI
Klipboard has unveiled Klipboard AI, in what it describes as a “major step” in its strategy to bring practical, embedded intelligence to customers.
Instead of offering AI as a bolt-on, Klipboard has integrated it into its ERP and operational platforms. The result is “assistive intelligence” that supports the day-to-day work of teams. This marks the first stage in Klipboard’s AI innovations with agentic AI and augmented reality technology in development.
Klipboard AI is designed to help “asset-heavy, operations-led businesses” tackle everyday pressures, including reducing manual admin, finding information faster, supporting better decisions and improving service reliability.
Klipboard says the platform works
inside existing workflows and permissions, enhancing teams rather than replacing them.
Klipboard Chief Technology Officer, DJ Jones, said: “AI shouldn’t sit on the sidelines or add complexity. It should make everyday operations run better – and that’s exactly what Klipboard AI does.”
ONE IN SIX CARS BOOKED IN FOR TEST – AFTER MOT HAS ALREADY EXPIRED
New data released by Kwik Fit reports that millions of drivers are missing their MOT and are on the road illegally.
Kwik Fit, which has more than 500 MOT test centres across the country, found that over the last year, 16% of cars – one in six – were only booked in for a test after their MOT had already run out.
Kwik Fit says this data indicates that over the course of 2025, more than 4.3 million cars needing an MOT were booked and tested too late. Of these cars, 50% had their test within 10 days of their MOT expiring; however, many were much longer overdue, resulting in the average time between expiry and test being 33.7 days.
Furthermore, around 1.7 million cars were tested after their MOT had expired, despite being booked in before the MOT ran out.
In total, around six million cars underwent their MOT test after the expiry date.
Kwik Fit’s MOT programme is led by Dan Joyce, the company’s operations director, who said: “The MOT test may sometimes feel like a chore for drivers, but it is essential in ensuring a car is safe and roadworthy. We all lead very busy lives, and it is all too easy for the MOT to slip down the to-do list. That’s why we have a free reminder service and also allow people to book their MOT at Kwik Fit up to six months in advance.”
VALUE CAR PARTS FOCUSING ON LONG-TERM FUTURE AFTER BUOYANT START TO LIFE
Value Car Parts was launched in 2021. Since then, it has expanded into a four-branch motor factor – but Ishtiaq Malik isn’t done just yet with more store openings planned. PMF sat down with the managing director inside the Perivale branch to find out how the team go about their business.
Ish dabbled in several industries before moving into automotive – specifically, with Euro Car Parts where he learned the “fundamentals” of a motor factor business. Refining his talent and learning new skills along the way, Ish, along with colleague and now his business partner –Dipesh Shah – decided the time was right to move on and start their own factor.
Ish told PMF: “In 2019, we acquired an established motor factor business that had been operating for 40 years. Then two years later, we launched Value Car Parts as a distribution-focused operation from Staples Corner.
“We initially covered Northwest London within a five-to-seven mile radius. We didn’t have big expansion plans at first – we simply focused on gaining customers and building a reputation.
“We started small – about 15 staff including warehouse and sales – but in our first year, we achieved a turnover of £3 million. From the beginning, our focus was very clear: service above everything.”
On Ish’s relationship with Dipesh, he said: “With his help and guidance, we have managed to achieve where we are today. When it comes to future strategic business decisions, we both play equal roles. We trust and respect each other’s judgment as the two pillars of our business.”
WORKSHOPS “SELL LABOUR, NOT PARTS”
For Value Car Parts, its priority is personal service – fast, flexible and responsive. Ish believes workshops sell labour, not parts, and if they don’t receive parts quickly, they lose income.
Ish continued: “Our key differentiator was speed and service level – our SLA target was 40 minutes delivery turnaround. Service was our manifesto.”
Staples Corner became a hub for growth – it was demand-driven – and Value Car Parts’ customer base expanded into Southwest London – the likes of Chelsea, Uxbridge and Heathrow – so it needed “better geographical coverage” to maintain its “high service standards”.
Value Car Parts now has branches, alongside Staples Corner, in Perivale, Harlesden and Finchley. In each branch, Ish has an identical office – same layout, furniture, whiteboard – to ensure he feels at home in each store, which he visits at least once-a-week.
Ish is meticulous in his planning; each month is divided into four phases – sales focus, management, performance review and credit control – a routine that has suited him and the business. He holds
regular meetings with drivers, sales teams and managers.
Ish said, philosophically: “Culture must be reinforced constantly. If you live what you believe, your team will follow.”
That team is 125-strong; Ish takes the responsibility of 125 families seriously. When recruiting staff, he judges the person not their CV – and while the majority of his sales team are former colleagues of his, Ish believes that if staff are treated well, incentivised properly and are given flexibility, they will perform.
ATTRACTING YOUNG PEOPLE –UPSKILLING
While Ish has heavily relied on his contacts and experience when employing staff, Value Car Parts is “actively involved” with local councils and apprenticeship programmes: “We attend job fairs and work with colleges,” Ish said. “We’ve had apprentices join us in warehouse roles, move into admin, then into sales. One
young team member who joined as an apprentice is now a confident salesperson with full product knowledge.
“We encourage people to treat this as a career, not just a job. This industry is essential and recession resistant. Once you’re in and you’re skilled, you’re a longterm hire.”
Those skills are bolstered by training; Value Car Parts runs regular supplier-led training sessions – Bosch and MAHLE are two examples – while the factor also supports workshop customers with technical sessions.
Ish said: “Our team needs strong product knowledge. They don’t need to be master technicians, but they must understand enough to guide and support customers.”
INFLUENCE OF AI
Availability is an important part of any motor factor business – which was “very challenging during and after COVID, particularly with European supply chains and Brexit-related delays” – and while it is “much healthier” now, Ish revealed Value Car Parts has invested heavily in stock and technology to manage inventory efficiently. Each branch carries approximately £800,000 in stock.
Value Car Parts has also implemented AIbased stock classification systems. These automatically adjust minimum and maximum stock levels based on sales history and demand patterns: “That’s improved efficiency enormously,” Ish conceded.
These systems complement two AIdriven systems: automatically generated goods receiving matches invoices automatically to reduce manual errors and save time, while self-learning stock level adjustments continuously refine purchasing systems.
While Value Car Parts is investing in AI,
Ish insists AI does not – and will not –replace people: “It improves accuracy and efficiency, but customer interaction must remain human.”
For that reason, Value Car Parts does not use automated sales voices. PMF has been told of factors experimenting with this aspect of AI, but Ish has decided not to pursue it: “Our industry is built on trust and relationships. AI can support back-end operations, but I believe our customers want to talk to real people. When customers call us, they want to speak to someone who understands their urgency and problem.”
WINNING AND KEEPING CUSTOMERS
That intimate interaction is why word of mouth is “incredibly powerful” for Value Car Parts – most of its growth has been organic and without a fully developed website. Last year, despite increased competition, Value Car Parts achieved over 30% revenue growth across its network.
Ish is confident word of mouth, personal
relationships and proactive account management are the three main reasons for Value Car Parts winning and keeping customers.
Ish revealed: “We don’t do cold calling anymore. Our BDMs focus on relationshipbuilding and supporting existing customers. We also use WhatsApp extensively; every sales advisor has a company phone, so customers can send photos, query parts, ask for VIN numbers –everything! That direct connection makes a big difference.”
HERE TO STAY
Acquisitions, consolidations and expansions: these are all occurring in the motor factor network, so what’s Ish’s stance? Would he and Dipesh consider selling?
Bullishly, Ish replied: “Right now, no. We’re young, ambitious and focused on growth – there’s no exit strategy at this stage. More importantly, I love what I do. If I sold, what would I do next? The passion is still there. Our focus is growth, sustainability and building something long-term.”
Upon leaving Value Car Parts’ Perivale branch, seeing motorcycles and vans return from deliveries and restocking at a rapid pace, it appears Ish’s vision is, in fact, already a reality.
Movers & Shakers
PMF introduces this month’s movers and shakers, as they begin a new stage of their career.
CAR SPARES FACTORS
Car Spares Factors has promoted Sean Douville to branch manager at its Southgate head office
Sean celebrates 22 years with CSF this month, having joined the company as an area sales manager before progressing into the role of sales advisor. His commitment, industry knowledge and customer-focused approach have made him a “well-respected figure” across the business.
Commenting on his promotion, Sean said: “I am very proud and happy to be given this opportunity to move the branch forward under my leadership. This role offers a unique opportunity to lead, mentor and drive positive outcomes for both the team and our customers.
“It signifies the culmination of hard work and a
INTERMOTOR GROUP
Intermotor Group has announced the appointment of Ethan Davenport as its new international and OE sales director.
In his new role, Ethan is responsible for overseeing the “go-to-market strategy” and “sales focus” for Intermotor Group’s business outside the UK.
Ethan brings more than 15 years of global automotive aftermarket experience to the role, having worked across Europe and North America in product and sales roles. He also has over a decade of specialist experience in engine management and emissions control products.
Ethan said: “What really attracted me to Intermotor Group is the people and the strength of the company’s engineering and manufacturing capability. This renowned family-led business thrives in design and development. These skill sets allow us to produce genuine solutions for customers and market needs. I’m looking forward to working closely with our teams across the business to support our customers and help drive continued international growth.”
commitment to professional growth. Ultimately, it’s a rewarding step that combines the challenge of managing a fast-paced environment with the pride of developing a supportive, efficient and successful branch team.”
As branch manager, Sean aims to drive growth and maintain high standards, striving for positive customer service and building a high-performing team. He also hopes to implement strategic plans to “meet and exceed” financial targets, attracting new customers while strengthening relationships with existing ones.
Karl Varley has been named as MEYLE’s head of sales UK and Ireland –a promotion after three years as an account manager and 15 years of experience in the sector.
In his new role, Karl is tasked with driving further growth, developing the sales team, strengthening key customer partnerships, pursuing new opportunities and helping to lead the brand across the UK and Ireland. He will also work closely with MEYLE’s European sales leadership, marketing and technical teams to support long-term market development.
Karl said: “MEYLE has built strong momentum in recent years, and my focus now is on building on that success. I’m looking forward to working with our customers and internal teams to strengthen partnerships, drive sustainable growth and continue positioning MEYLE as the go-to brand in the aftermarket.”
Prior to joining MEYLE, Karl accumulated technical roles before progressing into business development and key account management positions with a global supplier of car and truck parts. His background spans international buying groups, as well as independent motor factors.
CYBERSECURITY RESILIENCE, EV TRANSITION AND COST PRESSURES: WHAT’S THE OUTLOOK FOR THE TRADE?
Following his insightful, compelling address during last year’s IAAF Conference – where he tackled cybersecurity, the importance of the UK stepping up ahead of “squeezes” from the EU, US and China, and EV manufacturing – David Bailey, professor of business economics at Birmingham Business School, agreed to sit down with PMF to discuss all things related to the automotive aftermarket.
David, what’s your overall view of the automotive aftermarket?
A Q A Q A Q
I think it’s innovative, entrepreneurial and adaptable. I’ll give you an example: I have an eight-year-old Tesla Model S and had a battery cooling warning light come on. Tesla told me it would be a while before they could see me, so I found an independent specialist in Birmingham. He was excellent; he dropped the battery out, redid the coolant, rebalanced it, checked the software and had it back on the road within two days. The range even improved afterwards!
That demonstrated to me how much the aftermarket has invested in new technology and software. It shows the
sector’s strengths: high customer service expectations, strong technical capability and the ability to compete on more than just cost.
The JLR cyberattack made national news and had a significant impact – what lessons should the aftermarket take from that?
The key lesson is that cyber resilience is a critical supply chain risk, not just an IT issue. The aftermarket relies on fast data flows for parts availability, pricing, VIN lookups and diagnostics. When that stops, workshops stop. Businesses need stronger back-up systems, supply diversification and basic
cyber hygiene. Even small firms are now part of a much larger digital ecosystem, and an upstream failure can hurt everyone downstream.
Cybersecurity appears complicated and expensive –given the tight margins many workshops are facing, is the industry nervous about investing? Yes, understandably so. The sector is fragmented, cost-pressured and increasingly digital. Some smaller firms may see cybersecurity as optional rather than essential. Larger groups are investing, but preparedness overall is inconsistent. The sector is better at reacting than preventing – and that needs to change.
Do you think this situation will unite or divide the sector – with some businesses investing and others simply winding down?
That risk exists, particularly given the ageing profile of many workshop owners; however, a more positive approach would be collaboration. Organisations, like the IAAF, could help establish shared infrastructure or basic cybersecurity standards. Collaboration could help overcome the risks faced by smaller firms.
Where does cybersecurity rank among the biggest threats to the aftermarket?
It should be near the top. Reports suggest the JLR attack affected around 200,000 people – that’s huge – but the biggest long-term challenge is probably cost competitiveness. UK firms face higher energy, logistics and compliance costs than many European counterparts, which makes manufacturing and warehousing harder to justify. Cybersecurity is critical, but cost competitiveness remains the primary structural challenge.
Previously, you’ve said the British Industrial Competitiveness Scheme isn’t ambitious enough –why?
generation source sets the overall electricity price. Until we break that link with global gas prices through greater renewables and nuclear capacity, we won’t fix the problem.
EV uptake has been slower than expected – what’s your view on the 2030 versus 2035 targets?
Personally, I think the original 2030 target lacked a clear roadmap and created confusion. The government has since adjusted the policy – allowing hybrids until 2035, reducing fines and exempting smaller firms – which is a sensible compromise.
This approach keeps the push toward zero-emission vehicles while giving manufacturers more time to adapt, helping ensure the fleet can still be renewed by 2050 to meet net-zero goals.
How important are falling battery costs in driving EV adoption?
Very important. Around $100 per kWh is considered the tipping point at which EVs become costcompetitive with petrol cars upfront. China has already reached or gone below that level in some cases, which explains their rapid EV adoption.
However, upfront price is only part of the equation. Residual values, financing, charging infrastructure and consumer confidence also matter. For most people, EV adoption will accelerate via the used market rather than new car purchases.
What about battery degradation in used EVs? Is that still a concern?
A Q A Q A Q A Q A Q A Q A Q A Q
charging habits. That’s why battery health certification is critical. We’re beginning to see that emerge, which will help reassure buyers.
Overall, batteries are performing better than expected and often outlast the car if well maintained – but transparency is vital.
Chinese EV brands are growing rapidly in the UK – what does that mean for the market?
The speed of penetration is remarkable. Chinese brands will likely exceed 100,000 EV sales in the UK this year, led by MG and BYD. They offer strong value and long warranties.
This adds competitive pressure to Western manufacturers. The UK must decide whether to impose tariffs or instead attract investment by reducing energy costs and encouraging local production — as we did with Japanese manufacturers in the 1980s.
How should the aftermarket adapt to the inevitable growth of EVs?
They need to shift from purely mechanical thinking to systems thinking – software, diagnostics, battery health, thermal management and ADAS systems will be as important as brakes and suspension.
It addresses symptoms rather than structural problems. Energy price reductions are welcome but still leave UK costs significantly above EU levels –potentially 50% higher, and multiple times US or Chinese costs. The timescale is also too slow. Businesses need certainty and multi-year commitment, not short-term sticking plasters.
Our energy pricing system is fundamentally flawed; the most expensive
It’s a key issue for consumer confidence. Two identical-looking cars could have very different battery health depending on usage and
Workshops that invest early in training and capability will win long-term customer loyalty. The message is simple: start now. EV growth will be gradual, and ICE vehicles will dominate into the 2030s, but eventually electric will dominate. The aftermarket will be mixed technology for many years, but adaptation is essential for long-term success.
NORTH LONDON GARAGES OFFERING OPPORTUNITIES TO THWART YOUTH GANG CRIME
Recently, PMF spent the afternoon with North London Garages Group Training Association (North London Garages GTA) Chief Executive, Colin Denton. A former motor vehicle apprentice, he knows first-hand the rewards that hard work and dedication can unlock. He concedes that hitting those ambitions is getting harder, but, undeterred, North London Garages GTA is ramping up its new youth-program projects in an attempt to strengthen and tighten the community.
North London Garages GTA has provided training for people wanting to work as mechanics for over half a century. It has seen more than 3,000 apprentices qualify.
An Investors in People company and an approved assessment centre for the Institute of the Motor Industry (IMI) and City & Guilds, North London Garages GTA delivers a range apprenticeships, life skills and upskilling programmes.
Colin, how does your school life influence your work today?
It taught me the importance of hands-on learning. I try to replicate that with our apprenticeships and youth programs. It’s not just academic; we give young people practical skills that can be transformative.
What challenges do these young people face?
A Q A Q A Q A Q
Tell us about the program you run with ex-offenders. We deliver a hard-hitting program with ex-gang members who’ve served custodial time. They speak honestly about the consequences of crime, and we show them how to avoid falling into that life. It’s incredibly impactful. It’s both protective and motivational; it shows kids the right path and warns of the dangers if they stray.
Many come from high-risk environments. We’ve had young people involved in street life who eventually reach a breaking point – they see the danger and want out. Interventions are about support, not judgement. Sometimes they relapse, but the goal is to give them tools and guidance so they can succeed despite the pressures around them.
Can you recall a success story?
A 17-year-old moved from York to London, living with his brother who then pushed him out. We coordinated with social services, put money in his account for travel and food, and got him into a halfway house. Within months, he completed an apprenticeship and passed his exams. Years later, he wrote to thank us and is now working abroad. That’s why we do this.
How do you engage younger children before they reach risk age?
We know by age nine or 10, some kids have already been groomed into gangs – we want to start interventions as early as five. Early engagement, mentorship and alternative opportunities are key to keeping them safe and off the streets.
You recently visited the Old Bailey – what was that experience like?
Eye-opening. We observed cases involving young people aged 15 to 24, including knife crimes and murders. Seeing victims’ families and defendants firsthand was harrowing. It reinforced the urgency: programs need to
start earlier and be more accessible.
A Q A Q A Q A Q A Q
What about the challenges with funding and facilities?
Funding is always a challenge. Rent increases in London are steep, and councils often lack awareness. We rely on private partnerships and creative solutions, like repurposing closed schools, to provide spaces for training.
How do you see vocational training shaping the future of London’s youth?
By giving children practical skills, mentorship and safe spaces, we can prevent them from entering gangs or street life. Vocational education isn’t just about jobs – it’s about protecting
“By giving children practical skills, mentorship and safe spaces, we can prevent them from entering gangs or street life. Vocational education isn’t just about jobs – it’s about protecting communities and providing a pathway for young people to thrive.”
communities and providing a pathway for young people to thrive.
What’s next for North London Garages GTA?
We are working on two projects: the first is the engagement of school students in year 10 and 11 in motor mechanics, part of my long-held belief that vocational training should be offered as part of the year 9 GCSE choice. Our project offers motor mechanics and green skills training.
For example, they are trained to repair bicycles, e-bikes and scooters, which are then returned to the community. It’s handson training plus social contribution. Some participants may pursue apprenticeships in e-mobility or automotive sectors afterward.
The second is the creation of a multivocation training hub, offering pre and post-16 alternative provision, apprenticeships and adult learning within one facility. More news coming soon –watch this space for updates!
For more information about North London Garages GTA, www.rdr.link/FBA007
SWHAT TYPE OF ‘BUSY’ BUILDS A BUSINESS?
TIM BENSON
OLDFIELDS GARAGE OWNER
Tell us what you think via #PMFCounterView on LinkedIn or e-mail pmf@hamerville co.uk
pring is when workshops get a choice. We can let the work drift in as it always has, or we can treat April as the moment to reset customer behaviour and our own workload.
Seasonal change is real, but the opportunity is that it is predictable. The first warm week triggers AC complaints. Winter road damage shows up as knocks, uneven tyre wear and alignment issues. The workshops that win in spring are the ones that start the conversation before spring, not during it. That is how demand is smoothed rather than reacting to it.
A proactive approach only works if workshops make it easy for customers to say yes. That is why service plans matter. People are already comfortable paying subscriptions in everyday life. A monthly plan feels like a natural progression for motorists who want to manage maintenance properly – without the sting of big one-off invoices or the temptation to delay work. It also changes the tone of the relationship. The question becomes “how do we keep your car right?” rather than “how cheaply can we get it through today?”.
For the workshop, the benefit is not just payment smoothing –it is planning. When a portion of customers are committed to routine servicing and inspections, capacity can be protected, peaks and troughs reduced, and a diary can be built that works for the team. Work can be booked further ahead, ramp time can be allocated with confidence, and last-minute chaos can become a thing of the past.
Seasonal checks fit neatly into this; done properly, they are not a gimmick. They are a safety and condition snapshot that helps customers understand what winter has taken out of their vehicle. They also help us identify items we can present clearly: tyres nearing their limit, brakes with uneven wear, suspension joints showing play, fluids that have been neglected, AC performance that has drifted. The customer then has options: fix it now, plan it for the next visit, or build it into a structured approach through a plan.
We have just been through the MOT push, managing expectations and encouraging early response. Spring is the next logical step. Not a scramble but a habit. Educate early, book early, present clearly and make proactive maintenance the default. Workshops will always be busy. The point is choosing the type of busy that builds a business.
SANJIV SHAH CAR SPARES FACTORS OWNER
As April arrives and winter pressures begin to ease, the rhythm of the workshop inevitably changes. The intense demand driven by cold weather begins to level out, making way for spring servicing, inspections and repair work. At CSF, we see this seasonal evolution reflected across our counters.
From March, demand moves towards spring health checks, AC servicing, tyre replacements and repairs linked to winter wear. Pothole damage in particular leaves its mark; suspension components, steering parts, wheel bearings and tyres all see a noticeable uplift. Workshops are also preparing vehicles for summer motoring and increased mileage, which brings filters, lubricants and full-service kits back into demand.
We adapt to these seasonal trends while maintaining the consistency our customers rely on. Core stockholding remains strong throughout the year, but our procurement director closely monitors sales patterns, stock levels and historical data to ensure we are positioned for predictable seasonal shifts. As battery and antifreeze demand tapers off, AC components, condensers, cabin filters and related consumables move higher up the priority list. Availability is everything to our customers and planning ahead ensures workshops can maintain efficient workflow without disruption.
Marketing activity follows the same seasonal logic. CSF publishes a monthly Bargain Deals flyer, and these promotions are aligned with demand at that point in the year. Winter may highlight batteries, wiper blades and lighting, whereas spring typically focuses on service parts, braking components, suspension and AC products. The aim is simple: support workshops with timely, relevant offers that reflect the work coming through their doors.
Spring health checks and preventative maintenance campaigns are also playing a positive role. Encouraging motorists to address wear and tear early helps workshops smooth out workflow after winter’s peak pressure. For factors, it creates steady, well-balanced demand across multiple product categories.
Ultimately, it is less about dramatic operational change and more about intelligent adjustment. Workshops remain busy yearround, but the emphasis of the work evolves with the season. Our role is to anticipate those changes and ensure our customers have the right parts, at the right time, to keep vehicles – and our customers’ businesses – moving.
AI, AUTOMATION AND THE HUMAN FACTOR: HOW IS RECRUITMENT EVOLVING?
AI continues to make headlines, often framed as a threat to jobs. In the automotive aftermarket, that narrative has gathered pace, according to Glen Callum Associates, as electrification, connected vehicles, data-driven platforms and automation reshape the industry. However, for many businesses –particularly manufacturers, distributors, suppliers and motor factors – the reality is far more practical. The recruitment specialist believes AI is not replacing people – but reshaping roles, decision-making and how companies attract and assess talent. Here’s Glen Shepherd, the company’s founder.
The aftermarket is undergoing a quiet but significant shift in its professional workforce. As product ranges become more complex and technology-led, demand is increasing for individuals who can combine technical understanding with commercial awareness, analytical capability and leadership skills.
Pressure is being felt across engineering, product management, technical support, sales, supply chain, marketing, data, software and senior management roles. These are not traditional ‘one-lane’ positions. Increasingly, businesses require professionals who can interpret data, translate technical detail into
commercial value, manage complex stakeholder relationships and make informed decisions in fast-moving markets.
As a result, recruitment is no longer about replacing like-for-like roles. It is about identifying adaptable individuals with transferable skills and the ability to grow with the business.
HOW AI IS CHANGING RECRUITMENT – WITHOUT REPLACING JUDGEMENT
AI and automation are already influencing recruitment processes across the aftermarket. Data-led talent mapping, market insight tools and AI-assisted
screening can help speed up searches, identify passive candidates and improve visibility of salary and skills trends – but this has also introduced new challenges.
According to CV-Library, 54% of candidates now use AI to help write their CV. While this can improve structure and presentation, it has also resulted in many applicants appearing similar, making it harder to distinguish genuine capability, motivation and cultural fit.
In response, recruiters are spending significantly more time on in-depth, humanled screening, typically by telephone or face-to-face, to understand an individual beyond what appears on paper. This
approach requires experience, curiosity and the ability to probe beneath surfacelevel answers. It is not something technology can replicate.
For candidates, there is also increasing exposure to AI-led application screening and automated shortlisting, which can sometimes prevent strong individuals from reaching a hiring decision-maker. While automation has a role, it cannot assess context, nuance or long-term potential in the same way a human conversation can.
Our message to candidates is clear: AI can support a CV, but it should not replace personality, authenticity or real-world examples of achievement. Those remain critical differentiators.
USING AI TO ENHANCE – NOT REMOVE – THE HUMAN ELEMENT
At Glen Callum Associates, AI is used as a supporting tool rather than a substitute for expertise. It helps improve candidate engagement, identify hard-to-reach talent and provide clearer insight into market dynamics – but human judgement remains central.
The aim is to accelerate hiring while
improving decision quality, not to strip the process of conversation, challenge and insight.
Recent UK Government research into AI adoption highlights growing use of AI across commercial, analytical and professional functions, the very roles that underpin aftermarket businesses today. This reinforces the need for recruitment approaches that understand both technology and people, rather than prioritising one over the other.
PREPARING FOR THE AFTERMARKET OF 2030
Looking ahead, we’re confident the aftermarket workforce will not shrink but continue to evolve. Roles will become
broader, more connected and more strategically aligned to business performance. AI will handle data, pattern recognition and efficiency. People will provide leadership, judgement and direction.
From a recruitment perspective, this places greater emphasis on proactive workforce planning, deeper market understanding and a long-term view of capability. Recruiting purely to fill vacancies will no longer be enough. The focus must shift towards shaping teams that can adapt as the market changes.
The real risk to the aftermarket isn’t AI replacing people; it’s organisations failing to evolve their roles, structures and recruitment strategies quickly enough. The businesses that succeed will be those that combine digital capability with human judgement and plan their talent strategy with intent.
By 2030, the automotive aftermarket will still be powered by people, operating in smarter, more data-driven environments, supported by AI rather than displaced by it.
To learn more about Glen Callum Associates, www.rdr.link/FBA008
LKQ EURO CAR PARTS LAUNCHES YOUNG TALENT PROGRAMME
LKQ Euro Car Parts marked National Apprenticeship Week with the launch of a new initiative designed to help independent workshops recruit, train and retain the next generation of automotive talent.
The LKQ Young Talent Programme, delivered in partnership with Apprenticeship Central, aims to remove barriers that can prevent workshops from taking on apprentices –from the administrative burden and difficulty finding suitable candidates to concerns around early drop-out.
LKQ Euro Car Parts says the programme combines end-to-end apprentice recruitment from Apprenticeship Central with LKQ Academyled professional development and engagement, including a dedicated preemployment summer bootcamp designed to prepare apprentices for the realities of workshop life before they start.
Once the apprentice is in post, the national distributor reports, employers can benefit from ongoing retention support, regular progress reviews and continued development through the LKQ Academy and Apprenticeship Central, as well as networking opportunities across the apprenticeship community.
NOT EXCLUSIVE TO LKQ CUSTOMERS
Open to all automotive aftermarket businesses across the UK and Ireland, including non-LKQ customers, the initiative is designed to “sit alongside formal apprenticeship training rather than replace it”. This is so employers remain in control of who they employ and where apprentices are trained, while still benefiting from structured recruitment and onboarding.
It is also designed to deliver commercial value for employers. Employer recruitment costs are covered by the £1,000 government payment available for employers in England when they take on an apprentice aged 16 to 18. In addition, apprenticeship training costs are fully funded by government for apprentices aged 16 to 21 at non-levy paying employers in England (businesses with an annual pay bill of under £3 million).
LKQ Euro Car Parts B2B Director, Matt Robinson, said:“It’s clear that the key
“This programme tackles issues head-on, ensuring apprentices are better prepared before day one and have the right support once they’re in the business – allowing both the technician and the apprentice to spend more time on the garage floor.”
challenge in delivering apprenticeship programmes is not a lack of willingness from employers, but concerns over their ability to manage the process alongside day-to-day operations.
“This programme tackles those issues head-on, ensuring apprentices are better prepared before day one and have the right support once they’re in the business –allowing both the technician and the apprentice to spend more time on the garage floor.”
LKQ Academy Head of Support, Lee Chapman, said:“Through LKQ Academy, we’ve always been focused on building real capability in the aftermarket to help people feel confident, supported and proud of the work they do.
“The Young Talent Programme is a natural extension of this commitment. It gives apprentices a stronger start, and it gives employers the structure and community around them to help young technicians stay the course and thrive.”
The Young Talent Programme is now live, with recruitment open for the first cohort. Employers can register their interest by speaking to an LKQ representative or contacting Apprenticeship Central directly.
For more information about Apprenticeship Central, www.rdr.link/FBA009
PHINIA ON THE AFTERMARKET POTENTIAL OF HYDROGEN ICE
Does PHINIA expect hydrogen ICE technologies to generate demand in the independent aftermarket?
Hydrogen is a key development area for PHINIA, offering a practical bridge to low-carbon mobility where battery power isn’t viable. To drive meaningful carbon reduction in the automotive industry, a pragmatic, stepwise approach is essential. Hydrogen-fuelled
After PHINIA showcased its hydrogen and alternative fuel innovations at Hyvolution Paris 2026, PMF was intrigued about the potential impact of hydrogenfuelled internal combustion engines in the future. As a result, we put some questions to Vice President and General Manager of PHINIA’s global aftermarket business, Neil Fryer.
internal combustion engines (H2ICE) are increasingly recognised as a critical technology option, particularly in hard-toelectrify sectors, such as heavy-duty and off-highway.
Industry forecasts predict the global H2ICE market to expand rapidly, with sales in North America and Europe projected to increase more than 61-fold in the heavyduty and truck market between 2025 and 2034, according to Frost & Sullivan.
This acceleration is driven by the technology’s ability to leverage the mature ICE supply chain, infrastructure and industry knowledge base while delivering near-zero carbon emissions. The reuse of existing manufacturing and servicing ecosystems directly benefits the independent aftermarket by preserving
technician skill relevance and enabling a smooth service transition.
As H2ICE adoption grows, the aftermarket is positioned to see increasing demand for hydrogen-specific service parts and maintenance, especially across commercial fleets, which is where we currently see a lot of the demand for the technology. Fleet operators and OEMs are already investing heavily, with over 1,200 vehicles globally integrating hydrogen ICE technology as of recent assessments.
We continue to actively research sustainable aftermarket solutions for alternative fuels, like hydrogen, to support workshops in servicing the low-emission vehicles already on our roads, ultimately continuing PHINIA’s mission to reduce carbon emissions for a cleaner world.
Which hydrogen-specific components are most likely to become regular service and replacement parts?
As the global vehicle parc grows increasingly fragmented, the aftermarket has an important role to play in that it must serve both ageing ICE vehicles running on traditional fuels and a diverse pool of lower-carbon propulsion systems. As the market transitions, there will be an increased need for sustainability-focused solutions, including remanufactured parts and low-emission technologies, like those associated specifically with H2ICE.
Hydrogen ICE vehicles will introduce several components unique to the fuel system. Key parts likely to see regular servicing or replacement include highpressure hydrogen injectors, fuel lines and regulators, specialised valves and fuel engine components. While the engine itself shares many similarities with conventional ICEs, these hydrogen-specific elements will require dedicated attention, creating new opportunities for aftermarket and service providers.
What new skills, safety training or tooling will independent workshops need to service H2ICE vehicles?
Hydrogen fuel systems operate under different pressures and have distinct characteristics compared to traditional fuels, which necessitate careful attention to certain components, such as hydrogen tanks, regulators, and injectors. Regular inspections, pressure testing and leak detection are critical to ensure safety and maintain performance. At the same time, many of the maintenance practices that technicians already use for traditional ICE vehicles remain highly relevant and transferable.
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“As H2ICE adoption grows, the aftermarket is positioned to see increasing demand for hydrogenspecific service parts and maintenance, especially across commercial fleets, which is where we currently see a lot of the demand for the technology. Fleet operators and OEMs are already investing heavily, with over 1,200 vehicles globally integrating hydrogen ICE technology as of recent assessments.”
However, while much of the foundational knowledge from traditional ICE maintenance remains relevant, it’s still essential that independent workshops participate in specialised training focused on hydrogen fuel systems, leak detection and emergency procedures. Further to this, technicians will also require access to hydrogen-specific inspection tools, wrenches and monitoring equipment to ensure safe and reliable servicing.
The beauty of H2ICE technology is that it allows workshops to leverage existing expertise built over more than a century of ICE development. Unlike EVs or hydrogen fuel-cell vehicles, which demand entirely new skill sets, H2ICE maintenance builds
directly on familiar practices, with the training primarily focused on hydrogenspecific safety protocols and system nuances.
This ability to translate established expertise means workshops can use their existing ICE experience while gradually adapting to the unique requirements of hydrogen, allowing the aftermarket to confidently support a growing fleet of lowemission vehicles. Supported by in-house IMI-accredited H2 training courses, we share our experience and knowledge by training industry experts at our dedicated training centres.
How viable is retrofit for existing LCVs and is this a realistic aftermarket opportunity?
Retrofit solutions for LCVs are technically feasible but complex, requiring careful planning and specialised expertise. Converting an existing diesel or petrol vehicle to a hydrogen ICE requires installation of highpressure hydrogen tanks, modified fuel delivery systems, updated engine components for hydrogen-specific operation and calibrating the engine to operate efficiently with hydrogen.
We have been actively involved in demonstrating the practicality of these retrofits; for example, a 1,000km test in France validated the real-world performance of an LCV retrofitted with a hydrogen internal combustion engine. Through rapid refuelling, durability and scalability, the test showcased potential for cleaner, high-performance transport, paving the way for a more sustainable transport industry.
Additionally, our first-of-its-kind Jeep Cherokee retrofit further showcased the potential of extending vehicle life while reducing emissions.
While the retrofit market is still emerging, our hands-on experience allows for an optimistic outlook. For fleet operators, retrofitting offers a way to adopt cleaner mobility without fully replacing existing vehicles, and this creates a growing opportunity for the independent aftermarket to support sustainable solutions in a cost-effective way.
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Can existing aftermarket diagnostic equipment be adapted for hydrogen systems, or will specialist tools be required? As vehicles become increasingly complex, we see digital tools, diagnostics and software solutions becoming critical, particularly in markets with high rates of technological adoption, such as Europe and North America. These tools and solutions enable workshops to efficiently maintain and repair vehicles while keeping pace with rapid technological advancements in propulsion systems.
While some conventional diagnostic equipment can monitor basic engine performance, hydrogen ICE systems introduce additional requirements due to the high-pressure nature of fuel storage and supply and their specific handling characteristics. Components, such as highpressure fuel lines, injectors, and regulators, may require enhanced monitoring capabilities, particularly around pressure management and leak detection. While the adaptation of existing tools is possible in many cases, workshops will need to ensure their tools are capable of safely and accurately assessing hydrogenspecific systems.
TURBOS SHOWING A ‘TWO-SPEED’ TREND, SAYS THE TURBO GUY
The turbocharger market is showing a ‘two-speed’ trend, says The Turbo Guy Managing Director, Allan Mitchell. While EVs are reducing ICE car share, growth in LCVs and hybrids –driven by tech advances and strong aftermarket demand – is sustaining the market.
Latest data from the Society of Motor Manufacturers and Traders (SMMT) shows the new car market shifting towards 28.5% EV share this year, with the remaining market becoming increasingly dominated by hybrids. Turbos are now integral to hybrid powertrains and range extenders to maximise efficiency. In addition, the use of electric turbos designed to eliminate ‘turbo lag’ and support 48V mild-hybrid systems is also increasing in new passenger cars.
While the SMMT forecasts that pure petrol and diesel car registrations will drop by 12.7% and 18.8% respectively in 2026, the LCV market remains much more reliant on turbocharged engines, with around 80% of the LCV parc powered by diesel. Against this background, LCV has become one of the fastest-growing segments for turbos, primarily driven by the ever-growing needs of the last-mile logistics and home delivery sectors.
Vans typically work harder, cover more mileage and stay in service longer than private cars, which supports a steady pipeline of turbo replacement. We would expect this trend to continue for some time, especially since EV fleets operating in rural operations are constrained by payload, range and charging infrastructure.
TURBO CATEGORY APPEARS HEALTHY
According to data from Grand View Research, turbochargers are forecast to be the fastest-growing replacement part segment in the UK automotive aftermarket over the coming years, outpacing growth in other parts such as tyres, batteries and brake components.
In terms of demand, the high penetration of turbocharged petrol and diesel engines in the car and LCV parc is the key driver. The turbocharged vehicle parc is ageing; cars and vans are remaining in service for longer, as businesses and consumers become more cost conscious. This has increased the need for replacement turbos as components wear out.
Although the government has formally reinstated the 2030 ban on new petrol and diesel car sales, new hybrids can still be sold until 2035 – after which all new cars must be zero-emission.
Crucially for the turbo aftermarket, the legislation only covers new vehicle sales, so used ICE and hybrid cars and vans can continue to be bought and sold indefinitely. This creates a split reality where there is a shrinking new ICE volume, but a large and ageing turbocharged parc staying in service well into the 2040s.
EMISSIONS RULES HAVING AN IMPACT
Downsized, turbocharged engines and hybrids have become an increasingly attractive transitional technology for manufacturers, which, in turn, boosts long
term aftermarket demand for turbo replacement.
In the EU market, where diesel sales have consistently declined since the ‘Dieselgate’ scandal in 2015, it is notable that some manufacturers are reintroducing diesel models to gain competitive advantage against the influx of EVs imported from China; for example, Reuters has reported that Stellantis is reintroducing seven diesel models across its European car and van brand portfolio in segments where Chinese manufacturers specialising in EVs do not compete.
REMANUFACTURED TURBOS ON THE UP
Price sensitive fleets and private owners are increasingly turning to remanufactured turbochargers, which offer OEM levels of performance and quality, as well as costing around 40% less than brand new units. Remanufacturing is a key growth area under the circular economy, and this offers workshops a cost-effective and sustainable choice for turbo replacement, as remanufactured units use significantly less energy and materials in production.
Remanufacturing almost 2,000 turbos per month, The Turbo Guy is expanding its presence across the UK, to meet growing demand. We sell turbos exclusively to the trade, with stock availability that covers over 90% of the UK’s petrol and diesel car and LCV vehicles.
DUCKHAMS ACCELERATES EXPANSION PLANS FOLLOWING ZUBER ISSA INVESTMENT
From Zuber Issa’s investment and increasing its global distribution footprint to seeing the liveried Porsche Carrera secure championship honours, it’s safe to say that it’s a busy time for Duckhams. To find out more, PMF caught up with Mike Bewsey, its CEO.
Nearly a year on from Zuber Issa’s investment – what impact has that made on the business and its motor factor customers?
It has been a pivotal 12 months in Duckhams’ 127-year history, with Zuber Issa’s investment delivering a significant impact.
During the year, we have increased our distribution footprint in the UK and internationally as part of our go-to-market strategy. We exhibited at Automechanika in Birmingham last June, reaching out to motor factors and workshops to highlight our product offer in the UK and Ireland. We showcased our complete range of passenger car products, from the iconic QXR oils for modern cars to the Duckhams Q Classic oils range.
Winning Porsche Carrera Cup GB racing driver, Max Coates, was at the show with his stunning Duckhams-liveried car and his trophy from the latest racing round at Snetterton. There was a fantastic atmosphere throughout the show, and so much warmth for Duckhams.
By October, Duckhams’ engine oils were rolling out onto the shelves of 150 EG On The Move forecourts in England, Scotland and Wales, from Aberdeen to Ashford and Bridgend to Bexhill-on-Sea. Duckhams also secured retail partnerships with Screwfix, Amazon and Autodoc, then launched its branded eBay store in partnership with D2P Autoparts.
Globally, Duckhams launched a new range of co-branded two-wheeler oils, proudly developed in collaboration with JDT Lubricants in Malaysia. Formulated with technology and advanced additives, these engine oils deliver exceptional efficiency and long-lasting engine
protection – even under the toughest conditions. In November 2025, the products were awarded SIRIM Product Certification, confirming that they meet strict safety, quality and regulatory standards. The SIRIM certification was introduced by Malaysian authorities in response to growing concerns over the increasing number of counterfeit engine oils in domestic and international markets.
Duckhams’ joint venture in Thailand delivered record revenues driven by an active promotional and motorsport programme. Duckhams Thailand competed in the PT Racing Series, Toyo Tires Explorar Racing and the Motocross Championship. Duckhams has also recently signed a new agreement to strengthen its presence in one of Indonesia’s largest automotive markets.
Back here in the UK, we made several key appointments to strengthen our team,
including the welcome of Lee Shipley, our new sales key account manager UK and Ireland, and David McLean, chief marketing officer.
It’s been a dynamic 12 months at Duckhams, as we bring our new strategy to market and deliver on our growth trajectory. In the UK and internationally, we
Mike Bewsey CEO
Mike Bewsey, Global CEO, Duckhams, and Zuber Issa CBE, CEO of EG On The Move
are building on Duckhams’ established legacy while propelling it into a new era of innovation and growth.
With Duckhams’ oils now on EG On The Move forecourts, how challenging has it been to balance retail with trade?
Of course, it’s a challenge, but one we are delighted to be facing head-on. Retail and trade markets have different requirements and audiences, but the Duckhams brand is a strong platform to build on.
In retail, with space even more limited, we have worked hard to select products that offer maximum coverage for the current vehicle parc, as well as provide point of sale materials to help drivers find the right oil for their vehicles and outdoor signage to highlight our availability.
A recognisable and trusted brand, like Duckhams, gives drivers confidence to top up their oil and keep moving. This retail rollout is an example of the benefits of our investment by Zuber, enabling us to expand Duckhams’ footprint in the UK and bring this brand directly to motorists.
From a factor perspective, what are Duckhams’ priorities for the rest of the year?
We are focused on increasing the availability of Duckhams’ products to workshops and mechanics by expanding the breadth and depth of our offer through motor factor distribution.
Trust is essential when it comes to decision-making for mechanics and motorists alike. Well-known brands have been around for decades, developing products to meet the changing needs of the vehicle parc. By stocking brands with a proven track record, motor factors can give themselves and their customers peace of mind.
Oils continue to get thinner, meaning more SKUs for factors –what is Duckhams doing to simplify stock management?
This is a constant challenge for all oil suppliers and all motor factors. Engine oils are becoming increasingly complex, and choosing the right oil for each vehicle is more critical than ever. Using the wrong or poor quality oil can cause increased wear to critical parts of the engine and compromise fuel efficiency. All this creates knock-on costs for motorists –and potential damage to a workshop’s and a motor factor’s reputations – that could be avoided by using the correct, quality
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engine oil.
There is no easy solution, but we are working hard to cover the largest number of vehicle requirements with the fewest number of SKUs, reducing stock holding for ourselves, motor factors and end-users. We continue to proactively review our range, optimising the offer to meet market needs, and adapting to drive the best results for our customers.
How can factors ensure they have the right stock for their customers?
Like any category, motor factors should regularly review which products are selling and review any slow-moving lines. Oil suppliers are well placed to advise on which products are most likely to benefit their customers, given their coverage of the most commonly serviced vehicles on UK roads.
It’s important to remember that UK vehicles are getting older. There are more than 20 million vehicles over 10-years-old being serviced by factor customers. Whilst innovation is important, the latest, lower viscosity products will not be suitable for many of their customers, so maintaining a broad and balanced range is essential. It’s about finding the right fit for every vehicle,
from a brand that users trust.
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Are there any new product launches or initiatives that factors should be aware of?
There’s lots of exciting development work going on at the moment. As a brand, we are working on several product launches and planning to roll out a broader range of passenger car oils, motorcycle oils and brake fluids. We’ll be pushing further into lower viscosities, like 0Ws, to meet the needs of modern cars with smaller engines and higher operating pressures.
Quality oils are highly engineered products, which play a vital role in achieving fuel efficiency and emissions regulation targets, making them a key component in vehicle performance and longevity.
Alexander Duckham established his oil company in 1899. His entrepreneurial, pioneering spirit has been at the company’s heart since then and continues to drive us today. From setting the land speed record to developing Europe’s first multigrade oil – which would change lubrication technology forever – Duckhams has carved a history of ground-breaking achievements.
As the current custodians of this muchloved British classic, we are proud to continue his legacy by creating highperformance products that keep engines of all ages moving, from cherished classics to the latest models. For more information about Duckhams, www.rdr.link/FBA012
MOTUL’S DEVELOPING PRODUCTS – FROM THE TRACK TO THE ROAD
The 2026 Formula One season has just got underway, and it marks the return of Motul to the sport after an absence of more than 50 years – but that doesn’t do the journey justice.
The team Motul partners with is the McLaren Mastercard Formula 1 Team, which has been the F1 Constructors’ World Champion for the past two years. McLaren also supplied F1 World Champion Lando Norris with his championship-winning car.
Motul UK Country Manager, Andy Wait, explains how the partnership came about: “Motul has worked with McLaren before in various areas and, with the new regulations coming into force for 2026, McLaren was searching for a transmission fluid supplier. The technical closeness, built up over the years, put Motul into the frame.
“Motul designed a unique formulation and worked in partnership with McLaren to ensure that it performed to the required parameters. This demanded a period of evaluation that took more than nine months and dozens and dozens of tests.”
MOTUL’S MOTORSPORT MILESTONE PRODUCTS
Motul is no stranger to developing products, however, and for almost three quarters of a century has been using
motorsport both as a part of its development process and as a showcase to show how its products perform. Racers are always looking for a competitive edge and Motul says it has shown, time and again, that it can deliver this.
Motul has secured numerous world and national titles – both on two wheels as well as on four – and there is an old adage of “win on Sunday, sell on Monday” – but the company believes it goes much further than that. Motul argues motorsport has been the driving force for every major breakthrough in automotive lubricants.
In 1953, Motul’s 100th anniversary was celebrated with a motoring milestone: the world’s first multigrade motor oil. Until then, lubricants had to be changed in summer and winter, depending on where motorists
were living. This new product could be used all year round, in a broad range of temperatures, thereby reducing lubricant consumption and maintenance. Motul says Motul Century established itself as a “musthave” for those competing in motorsport.
Success in motorsport requires constant innovation and, in the case of Motul, this next came in 1966 with the launch of Motul Century 2100. It was the world’s first semisynthetic car lubricant, offering the advantages of castor oil but without the disadvantages of oxidation, varnish deposit and, not unimportantly, cost. The result was a product that withstood constraints and mechanical loads “10 times higher” than the previous-generation mineral oil lubricants.
Once more, motorsport played a key
role in the next milestone product. Using vegetal-derived Ester Technology that had been developed for the aircraft industry, Motul created 300V, the world’s first fully synthetic motor oil and launched in 1971. The name refers to the 300 race victories that Motul cars had achieved.
Launched in 1971, Motul 300V made its public debut in Formula 1 in the March 711 driven by Henri Pescarolo.
Motul says 300V quickly found a ready market, and the now-expanded 300V range remains the company’s flagship product – and a proven winner. Just last year, through the Manthey Porsche squad, it added the GT3 Teams’ World Title in the FIA World Endurance Championship to its list of honours. The season also included the team’s second consecutive GT3 class victory at the 24 Hours of Le Mans.
PARTNERSHIP WITH McLAREN
Given this success, Motul says it should come as little surprise that F1 is now only part of the picture with McLaren. Motul announced an extension of its technical tieup with McLaren as it moves into the top echelon of Sportscar Racing in 2027. This means that Motul is its partner as the team
enters the Hypercar Category of the World Endurance Championship.
Motul’s endurance legacy extends beyond the circuit too, with a presence in other long-distance challenges, such as the Dakar Rally. This know-how will now directly support McLaren Endurance Racing as Motul applies its technical and research and development capabilities to co-create bespoke lubricants for the Hypercar programme.
Motul says its race-bred technology is incorporated into its core product range too, with fully-synthetic lubricants part of everyday motoring. The company believes its expertise lies in developing tailor-made fluid solutions that deliver reliability and performance over time, whether on the road or in the heat of competition.
For more information about Motul, www.rdr.link/FBA013
DON’T FAKE IT TO MAKE IT, SAYS KALIMEX
The Independent Garage Association’s endorsement of the ‘Fake Always Breaks’ campaign highlights the risks associated with counterfeit vehicle parts and the importance of vigilance across the motor trade. A similar principle applies to vehicle additives, according to Kalimex, that using products with unclear formulations or low active ingredient levels can reduce effectiveness and may impact vehicle performance if not used correctly.
For Mike Schlup, managing director of Kalimex – the K-Seal Coolant Leak Repair pioneers and exclusive UK distributor of the JLM Lubricants range –the comparison is clear.
He said: “We’ve long emphasised that some DPF additives may not deliver optimal results if not used as intended. For example, iron-based additives designed for DPF cleaning can generate higher temperatures, which, if not managed correctly, could affect the DPF. The market offers a wide range of products, and understanding their correct use is key.
“The JLM range of DPF cleaning products uses cerium and platinum, which operate at lower temperatures to help burn trapped soot. This approach is designed to protect the DPF core, extend DPF life and reduce ash accumulation.
“Based on discussions with DPF specialists, such as AJ Fleetcare, technicians occasionally encounter vehicles in ‘limp mode,’ where additive use may be a contributing factor. To help, the team now provides comprehensive DPF training, enabling technicians to clean DPFs effectively while on the vehicle.”
K-SEAL: TESTED AND TRUSTED
K-Seal Permanent Coolant Leak Repair has been a global bestseller for 15 years and maintains strong positions in key markets,
including the US. Mike invested in product testing after recognising the need for rigorous, independent evaluation.
He said: “We worked with Brighton University Engineering Division, known for its collaborations with leading automotive brands. We identified an internationally recognised benchmark – the ASTM D-3147 Standard Test Method for Testing StopLeak Additives for Engine Coolants – to assess K-Seal alongside other products.
“This standard defines the procedures and equipment for evaluating the effectiveness and safety of coolant stopleak products. Under these conditions, KSeal successfully sealed 0.025in (0.635mm) diameter holes and 0.010in (0.254mm) wide by 0.5in (12.7mm) long slots.
“Further testing indicated that K-Seal performed reliably under these conditions and is compatible with a wide range of water-cooled engines. The testing supports its performance and safety, and the formula has remained unchanged since its launch in May 2003.”
JLM LUBRICANTS: DEVELOPED WITH TECHNICIANS IN MIND
With workshops increasingly prioritising ‘products over parts’, reports Kalimex, JLM Lubricants additives are now available in 39 countries, with the UK among the strongest markets.
“Our team develops products in the laboratory using carefully measured concentrations of active ingredients and maintains a clear audit trail,” said Mike. “Independent technicians are central to our process, so before launching a product, we engage a group of technicians to trial it under real-world conditions.
“Does it meet intended performance goals? Are results consistent? What value will it add in the workshop? They also consult distributors, such as Kalimex, to gauge market interest. Once testing and feedback are complete, the new or improved formula is launched globally.”
VLS REVEALS INVESTIGATION UPDATES
The Verification of Lubricant Specifications (VLS), an independent and impartial body investigating lubricant product complaints, has provided an update on two major strands of its work: an investigation into engine oils claiming compliance with the Stellantis FPW 9.55535/03 specification, and the closure of investigations into Silverhook products following corrective action.
In 2025, VLS launched a review of oils claiming compliance with the Stellantis FPW9.55535/03 5W-30 specification, which is mandated for numerous modern Stellantis vehicles, including those fitted with DV5R, DW10F and DW12RU diesel engines, as well as 1.2 PureTech (EB2) petrol engines.
It applies to many Peugeot, Citroën, DS, Fiat, Vauxhall, Opel and Jeep models of passenger and LCVs.
The specification is designed specifically for engines with ‘wet belts’ to prevent premature wear, degradation and the formation of debris that can clog oil strainers. It was introduced by Stellantis in 2023/2024 as a mandatory requirement for many vehicles to address reliability issues with wet timing belt systems, as well as engines fitted with external dry belts. Problems can arise if service intervals are not adhered to.
Two versions of the specification have been released so far: in July 2023, Version 1 of the specification was issued, and four engine oils were approved against it from TotalEnergies, BP/Castrol, ExxonMobil and Stellantis’s own range of original engine oils. In June 2024, Version 2 of the specification was released. Oils making claims against Version 1 have until June 2026 to be reapproved.
Currently, the market contains oils claiming compliance with Version 1, while those already approved or meeting Version
1 requirements are undergoing a series of engine tests to demonstrate suitability for approval against Version 2. This approval process is expected to conclude before June 2026. Version 2 includes four additional engine simulation tests compared with Version 1.
VLS believes that market general technology to meet Version 2 is being developed so that end-users will have a choice of products that are either approved or meet the requirements of Version 2 when Version 1 is withdrawn in June 2026. There is, therefore, “some overlap” between oils making claims against Version 1 while simultaneously being submitted for testing against Version 2.
In response, VLS opened investigations into 12 engine oils. Responses from the lubricant marketers involved included updates on progress toward passing the Version 2 engine tests, prompting VLS to examine these marketing claims “more thoroughly than might otherwise be the case”. Nine cases have been closed, with most claims found valid, as they involved rebranded approved oils or formulations based on the same technology as the original four approved products.
In case VLS 010236, this was withdrawn by the marketer when challenged on evidence. The remaining investigations are expected to conclude shortly – but, at the time of writing, no update or results have
been published.
Separately, VLS has closed investigations VLS 010226 and VLS 010227 after Silverhook took corrective action.
In April 2025, a batch of Silverhook Ultra-V 0W-30 PCEO was found noncompliant with SAE J300 due to excessive low-temperature pumping viscosity and yield stress. Similarly, Silverhook 0W-20 Fuel Efficient PCEO did not meet SAE J300 and ACEA C5 and C6 requirements for yield stress and apparent viscosity at -40°C.
In response, Silverhook stated it had amended the formulation prior to the VLS investigation, which would bring the product back into compliance, and these actions had been agreed with a third party. Based on the action taken and the assurances given by the third party, VLS agreed to close the investigations, subject to a standard six-month review.
VLS Chairman, Darren Frogson, said: “We would like to thank Silverhook for its positive, proactive action in this case to address product formulations. As the lubricants sector navigates rapid change in response to OEM design changes and the need to meet increasing emissions legislation, we must have a robust, anonymous process that holds lubricant producers and marketers to account and protects end users.”
MORRIS LUBRICANTS: HOW TO MEET THE CHALLENGE OF MODERN ENGINE OIL SPECIFICATIONS
Navigating OEM approvals, low-SAPS formulations and tightening viscosity requirements to avoid missupply are important when manufacturing engine oils. Morris Lubricants Technology Manager, Adrian Hill, explains how the Britishbased company solves these problems.
Engine oils continue to evolve as OEMs innovate and bring to market new engine platforms to accommodate the need to reduce emissions. New engine oils are developed by the industry technology providers in conjunction with the OEMs through a lengthy programme of liaison and testing, to ensure compliance and that engine oils perform as they should. The outcome is a validated engine oil formulation, using high-quality tailored additive chemistry and approved base oils, which have passed bench testing, rig testing and arduous field trials.
Morris Lubricants has the responsibility to commercialise these oil formulations; this is done by manufacturing engine oils, using the correct base oils and additives to the precise chemical blend as set in the formulations. The resultant engine oil is then supplied to the aftermarket.
Continued communication with technology providers keeps our engine oils relevant to the emerging OEM requirements. Essential documentation is available, if requested by the customer, supporting any industry claims or specifications made on the finished engine oil.
To keep up to date, we are active
members of industry bodies, committees and steering groups. This enables us to stay informed when legislation changes or codes of conduct are updated. These factors can also result in different or additional engine oils being produced to meet these changing requirements. Involvement like this has increased in importance over recent years,
as topics, such as sustainability, have become high up on the agenda and are becoming the driving force in modern businesses.
Our senior leadership members and cross-functional teams refine business practices and implement operational improvements across all areas of the company.
STRICT MANUFACTURING PROCESS
Continuing to produce high-quality engine oils is, therefore, paramount. The manufacturing process is strictly controlled to ensure the integrity of every litre of engine oil that leaves our production facility. Continued investment in infrastructure yields operational efficiencies, consistency and process accuracy. This is also backed by thorough product quality testing. Samples are taken and quality tested from the raw materials that arrive on site, through to engine oils blended in the factory and finally the filled products ready to be sent out to our motor factor customers.
The new generation of engine oil formulations entering the market are tailored to meet specific demands with tighter and tighter limits, whether that’s innovative chemistry or more advanced physical
properties. This is resulting in a new generation of OEM specific engine oils that, in many cases, are not compatible with older engines; for example, the newer thinner oil grades with ultra-thin oil films, such as 0W20s, 0W-16s and even 0W-8s, are becoming commonplace. This provides rapid circulation for hybrid engines, improved fuel economy and reduced emissions.
A note of caution needs to be made here, though, as these thinner oil grades with ultra-thin oil films may accelerate wear if used in older engine designs.
TECHNICAL DEEP DIVE
OEM and international specifications set limits that control the amount of sulphated ash formed – when oil is burned in the combustion chamber – and chemically restrict the levels of sulphur and phosphorous. This is generally referred to as low SAPS (sulphated ash, sulphur and phosphorous). This is important as it ensures, where fitted, particulate filters don’t become prematurely blocked with ash and catalysts (three-way catalysts and AdBlue catalysts) do not become poisoned by sulphur and phosphorous reducing their service life. The engine oil is precisely formulated to comply
with these low SAPS limits.
OILS, LUBRICANTS &
On top of these performance requirements, it is also essential that engine oil performs to keep engine components clean and deposit free, limit wear, control corrosion and stop the effects of soot. The service life and efficiency of an engine can be badly affected by poor oil choice, resulting in reduced reliability, increased workshop time and more expense.
SUPPORT IS AVAILABLE
Correct engine oil choice can be a minefield, so we support our motor factor customers with technical advice – available in a variety of forms. We have a team of technical service advisors that can be contacted by phone, e-mail or through social media. This team can also make site visits, to provide technical advice.
Whatoil, our own online oil, lubricant and functional fluid lookup tool that shows the correct engine oil using a vehicle registration number, can be found on our website – www.rdr.link/FBA023 – and is available 24/7. Training seminars and training videos are also available that explain a wide variety of different features
and benefits of oils and lubricants, to help to make informed decisions on oil and lubricant choice.
IN SUMMARY
In the latest engine designs, engine oils are a critical component, and correct selection will keep a vehicle out of a workshop and on the road. Choosing and using the correct oil and lubricant is key, so follow the recommendations set by the OEM and check them against what is printed on the engine oil packaging.
For more information about Morris Lubricants, www.rdr.link/FBA016
MAHLE: HOW TO REDUCE COMPRESSOR FAILURES AND WARRANTY CLAIMS
Few components in the AC system are as critical, or as costly, as the compressor. Yet in the aftermarket, compressors are also one of the most commonly returned parts, claims MAHLE, with the company suggesting the problem is that a large proportion of these returns are down to mistakes made during installation – not because of a defective unit.
According to MAHLE, the story is often the same: a new compressor is fitted, but the surrounding system hasn’t been prepared correctly, or vital installation steps have been skipped. The result is premature failure, frustrated customers, and warranty claims that could easily have been avoided.
One in three vehicles produced is equipped with a MAHLE compressor – and the OEM believes that expertise flows into the aftermarket. MAHLE offers a dualquality programme:
• References ending on P (Premium) are the exact same part as originally fitted by the OEM
• Whereas references ending on S (Standard) provide a more “competitively priced alternative” with the same MAHLE reliability
BEST PRACTICE COUNTER ADVICE FOR TECHNICIANS
If the compressor fails, the entire system is compromised, but dropping in a new unit is not enough – the whole system needs to be ready to accept it. That means flushing away contaminants, checking oil levels, replacing non-reusable components, and ensuring the first start-up is handled carefully. Every one of these tasks is critical, and missing even one can cut short the life of the new compressor. Take flushing… Whenever a compressor has failed mechanically, swarf and metal
abrasion will almost certainly have spread throughout the circuit. Add to that the possibility of sealant residues, degraded rubber particles or even desiccant granules from a saturated dryer, and there is a system full of contaminants waiting to damage the new part.
MAHLE stresses that flushing is not an optional extra; it is the only reliable way to remove these risks. And because some components, like the dryer, accumulator, expansion valve or most modern condensers, cannot be flushed, they must be replaced outright. Skipping this step is one of the quickest routes to another failure.
Oil is another area where oversight is common; MAHLE’s compressors are supplied pre-filled with refrigerant oil, but because the same unit can be specified for multiple vehicle applications, the oil quantity must always be checked and adjusted before installation.
Draining the oil into a clean container, measuring it, and then matching it to the VM’s specification ensures the correct fill. Too much oil, there is a risk of hydraulic lock or reduced cooling performance; too little, the compressor is starved of the lubrication it needs.
Once adjusted, the oil is refilled and the compressor prepared by standing it upright to lubricate the shaft seal, before carefully rotating the pulley to distribute oil evenly. It’s a small but vital detail that can mean the difference between smooth operation and
an early failure. To support technicians, MAHLE provides a filling quantity tool, which gives oil specifications for different vehicles: www.rdr.link/FBA017
MAHLE encourages compressors to be installed with new seals at every connection point and insists drive belts must be perfectly aligned. Moisture and air must be fully evacuated before refrigerant is charged, and only the correct refrigerant specified by the VM should be used.
How the system is started for the first time is crucial too: running the engine at idle before engaging the AC and then cycling the system on and off several times allows oil to circulate gradually. Miss this stage, and the compressor can suffer an oil shock that places immediate strain on internal components.
NOT A QUICK FIX
Too often, technicians view compressor replacement as a quick part swap, says MAHLE, but, in reality, it is a system-level repair. Without the supporting steps, even the best-quality compressor cannot be expected to last. For MAHLE, this is not just about protecting its reputation, but about giving your workshop customers the tools to protect theirs too. A warranty rejection is bad news for everyone: the factor, workshop and end-customer alike.
For more information about MAHLE www.rdr.link/FBA018
ELTA AUTOMOTIVE ACQUIRES COOLING COMPONENTS
ELTA Automotive Limited has announced the takeover of Cooling Components Limited, marking a milestone in the company’s “continued growth strategy” and showing its commitment to investing in “strong, specialist businesses” serving the trade.
Based in Tamworth, neighbouring ELTA’s Coleshill headquarters, Cooling Components is a specialist in automotive cooling systems – probably best recognised for its Serck Automotive brand – but, according to its website, it also supplies engine-related parts, fuel and engine management components, steering parts, switches and wipers.
ELTA says Cooling Components will continue to operate from its Tamworth warehouse, with all day-to-day operations remaining unchanged. Due to the business being “successful and well run”, the acquisition marks a “rare opportunity to bring a company in excellent shape” into ELTA’s group.
Cooling and thermal management products are becoming increasingly strategic, says ELTA, citing the complexity of modern vehicle technology – particularly in hybrid and electric vehicles – and the
“Access
to ELTA’s in-house data, marketing and operational expertise will deliver immediate benefits and support sustainable long-term growth, while allowing us to retain the specialist focus our customers value.”
importance of effective temperature control for performance, reliability and emissions compliance. This underlines ELTA’s drive to strengthen its position in the sector.
REACTION
As part of the acquisition, Paul Baggott will remain as director of Cooling Components. He said that to take Serck Automotive to the “next level”, new investment and additional resources were needed.
He continued: “Joining the ELTA group gives us exactly that. Access to ELTA’s inhouse data, marketing and operational
expertise will deliver immediate benefits and support sustainable long-term growth, while allowing us to retain the specialist focus our customers value.”
ELTA Automotive Limited Director, Ian Hallam, added: “Cooling Components is a strong business with an excellent reputation and deep technical expertise.
Cooling and thermal management are vital growth areas for the aftermarket, as vehicle technology continues to evolve.
“We are delighted that Paul will continue to lead the business and that operations will remain in Tamworth, preserving the specialist focus customers value.”
The addition of the Serck Automotive brand strengthens ELTA’s portfolio, which includes VXPRO, VisionPRO, Lucas and Pride.
ELTA says both businesses will benefit from shared resources, extended product ranges and new commercial opportunities, while maintaining their individual identities and strengths. Furthermore, customers can expect “continuity of service alongside enhanced support and long-term investment”.
For more information about ELTA, www.rdr.link/FBA019
AUTO AIR GLOUCESTER EXPANDS CAPACITY AND CAPABILITIES AHEAD OF PEAK SEASON
Auto Air Gloucester has completed a major expansion of its operational site, delivering a 25% increase in stock-holding capacity and a series of “strategic investments” designed to enhance service, speed and reliability.
Auto Air Gloucester says its extended warehouse enables it to carry a “deeper and broader” range of components than previously. To support this growth, the company has upgraded its logistics infrastructure with new loading platforms and a robotic wrapping system, improving dispatch efficiency and ensuring every shipment is securely and professionally packaged.
It has also improved its packing area, allowing for faster order processing and greater accuracy during peak demand.
Combined with its next-day morning delivery service, Auto Air Gloucester says its customers can rely on the company for quick turnaround and consistent supply.
BROADER PRODUCT OFFERING AND PROVEN QUALITY
Auto Air Gloucester reports that its expanded stock profile now includes a range of consumables, tooling and diagnostics, giving workshops access to
the equipment they need for AC service and repair.
Hard parts have been strengthened too with compressors, condensers and blower motors available, meaning the trade has access to the components required for both routine and urgent repairs.
Quality, though, remains central to its operation, according to Auto Air Gloucester, with its products undergoing a 10-year durability check. This supports the company’s commitment to long-term reliability and contributing to its “exceptional” warranty rates.
Auto Air Gloucester is an ISO 9001:2015 company, meaning all its practices and products are monitored for quality purposes.
TECHNICAL SUPPORT AVAILABLE
To support the trade, Auto Air Gloucester operates a dedicated technical support telephone line for end users – details found on www.rdr.link/FBA024 This service provides practical guidance, troubleshooting assistance and product advice, helping professionals resolve issues quickly. The in-house team has also completed specialist EV AC training, which has both strengthened their technical knowledge and ensured they can support those working on the latest hybrid and electric vehicles.
Auto Air Gloucester notes it is also proud to be an accredited premium data supplier for TecDoc.
BUILDING FOR THE FUTURE
“These investments represent our ongoing
commitment to delivering the availability, speed, and service our customers depend on,” said an Auto Air Gloucester spokesperson. “With increased capacity, enhanced logistics and a broader product offering, we are entering the season stronger than ever and ready to support the industry.”
NISSENS INTRODUCES AC HOLES TO PORTFOLIO
Nissens Automotive has expanded its climate comfort system replacement parts offering with an AC hose solution.
To work correctly and operate at optimum efficiency, each element within a vehicle system needs to be in good condition and work in harmony with all the others – Nissens says this is particularly true of the AC because though it utilises certain common properties – such as electrical power from the battery and drive from the engine – arguably it is a standalone system that works independently.
The compressor is often referred to as its heart, but the hoses – which connect all of the components together and transport the oil/refrigerant mixture around the sealed loop – are also vital for the system to function correctly, so can perhaps be compared to its arteries?
Annual checks of the AC system is an important job, and to enable technicians to carry out the work proficiently and use premium quality replacement components, Nissens believes it can help both instruction and parts.
WHAT’S INSIDE THE RANGE?
NEW AC HOSES
Nissens has added replacement AC hoses into its growing product portfolio. One of the most important aspects of AC service is to check the condition of the entire sealed loop, not just around the joints to the system’s major components – like the compressor, condenser and heat exchangers – but also along the length of the hoses whether they are sections of solid tube or flexible hose.
Nissens points to oily, dust-attracting areas as a tellsale sign of potential AC hose issues or refrigerant leaks because the oil remains on the surface and dust/dirt sticks to it, so soiling on the hose, joints or
With an initial range covering approximately 25-30% of the European passenger and LCV parc, Nissens’ AC hose range comprises a “meticulous design”, fully compatible with vehicle layouts and modern refrigerants to provide a “one-stop-shop-solution” for AC system repair. Nissens says the hoses are thoroughly tested to ensure a leak-tight, efficient and long, trouble-free service life.
• Double-wall barrier construction (five-layer design): Combines EPDM, nylon and PET layers for refrigerant retention, vibration resistance and corrosion protection
• Helium-tested: Leak-free performance and precise bend alignment for integration into tight layouts
• Temperature range: -40°C to +135°C – suitable for extreme operating conditions
• Everything in one place: Includes pre-mounted O-rings, gaskets and fixed brackets, reducing installation time and eliminating the need for sourcing additional required parts. Orifice tubes, filters and mufflers are also included when applicable.
• Compatibility with R134a and R1234yf refrigerants: Future-proof repairs expected
• Safe, recyclable packaging: Protects against dirt and moisture during storage and transportation. Features a sustainable, single material design.
surface are clear signs of a leak problem.
In addition, the flexible rubber-based sections can become porous, causing the gradual escape of the refrigerant. Older and higher mileage cars should undergo particularly careful inspection in these areas. Mechanical damage, even if only light in nature, or vibrations can both expose the hose to risk or the loosening of joints and subsequent refrigerant loss. Cracks, dents and perforations cannot be repaired.
If a potential leak is detected, Nissens insists a proper leak test procedure should be undertaken – including a long-term leak test using a nitrogen-based solution and leak sensor support.
This is important, notes Nissens, because the refrigerant and lubricant – which is necessary for the AC system’s efficient operation – need to be in the correct ratio. Leaks in the system can easily affect it. In addition, these can cause contamination from moisture or foreign particles.
Should a failing joint, crack or split become apparent, the AC hose will need to be replaced, which also provides the opportunity to flush out the old mixture and replenish it with new oil and refrigerant –something that should also be part of a standard AC service, but Nissens suggests this will also require the appropriate pulled vacuum process to remove moisture and facilitate the final charge.
For more information about NIssens, www.rdr.link/FBA021
DENSO: MOTOR FACTORS NEED TO ENCOURAGE WORKSHOPS TO GET A GRIP ON AIR CONDITIONING
DENSO points out that while AC maintenance isn’t usually included in the scheduled service plan for traditional combustion engine vehicles, it’s different for BEVs and some modern hybrids. This shift gives independent workshops a valuable opportunity to expand their AC services and tap into the revenue these systems can generate.
DENSO explains that AC maintenance hasn’t typically been included in service schedules mainly due to concerns over costs, especially the projected total cost of ownership for fleets owned by leasing companies. As a result, despite being an essential system, AC remains one of the “least understood areas” in independent workshops.
The situation is worsened because owners’ manuals rarely mention AC service, so drivers rarely consider it. Ironically, the most common AC service offered – topping up the refrigerant – is often the least effective, says DENSO, as it only addresses symptoms rather than the underlying issues.
THE OUTLOOK
Having addressed the gloomy background, there is a more positive outlook – one that is brought into even greater focus with the growth of BEVs and modern hybrids now in the vehicle parc, which are gradually beginning to find their way into independent workshops.
Generally, these vehicles do include the AC system in their prescribed service schedules, as it not only provides important cabin comfort for the occupants, but is also a critical factor in the thermal management of the vehicle, particularly the high-voltage battery. This is vital to ensuring the range, efficiency and reliability of the whole vehicle. DENSO argues that this shift in priority presents an opportunity to specialise in AC service.
WHAT DOES AN AC SERVICE INCLUDE?
Simply, the process comprises the recovery of the refrigerant, visual inspection of the system, leak finding, evacuation, charging and
performance testing. Specialist equipment is necessary to undertake AC service –and, unfortunately, even here difficulties can arise.
Many workshops choose automatic AC machines because, in theory, they can complete the job more efficiently, allowing technicians to perform other tasks, such as draining engine oil or checking brakes, during the process; however, DENSO warns that while these machines follow a set cycle well, they offer limited control over the process, which can hide underlying problems.
To help potential leak detection, for example, many machines will automatically introduce UV-dye into the system. This will help find the source of a leak before rectifying the problem and re-gassing, but this process must only be done once DENSO says this is because, in effect, it dilutes the oil/refrigerant mix, and a mixture that is too dilute can lead to compressor failure due to lack of lubrication. So, without knowing if the system already has
UV dye, the technician doesn’t know whether to override this function or not. Each of these steps is crucial for maintaining the health of the AC system and must be performed correctly to ensure the best results. DENSO cites examples, such as only recovering refrigerant from the low-pressure side, checking the system for damage or corrosion, using the most appropriate leak-testing method, evacuating the system through both low and high-pressure connections, knowing the correct ports for charging, and conducting a thorough performance test once the service is complete.
OPPORTUNITIES
While DENSO’s examples highlight the complexities of the AC system, unlike some vehicle technologies approaching the end of their development – or even their lifecycle – the AC system will remain essential across all powertrains and vehicle designs.
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