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Better Tomorrow

Gaining Ground Together 2026

21 May 2026 British Motor Museum, Gaydon

ILC iloveclaims.com

Corporate Partners

ALLSCREENS NATIONWIDE

Corporate Partners

ALLSCREENS NATIONWIDE

Industry Body Partners

Vehicle Manufacturer Partner

ILC

iloveclaims.com

ILC

iloveclaims.com

business

ILC Insurer Partners

As an ILC Insurer Partner you will be among some truly great company – helping to shape the claims sector for a 'better tomorrow'. Together, ILC Insurer Partners help drive the industry forward through insight, collaboration and innovation.

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Contents 6 Shaping the future together Mark Hadaway

8 UK repair market is entering a new era Paul Sell

34 SHOWCASE SPECIAL

Commercial vehicle repair sector at a crossroads Tom Hudd, Matt Henson, Jason Mole and Steve Oakley

62 Protecting people through prevention Andy Smith

64 ADAS: the hidden repair challenge Satty Nanuwa

WORLD CAFE

12 Adaptability defines the future Clare Davies, Keiran Perks, Martyn Rowley and Tina Williams

16 Complexity is the ‘new normal’

Building the future one opportunity at a time Emma Speed

44 SHOWCASE

Turning research into repair intelligence

The new rules of competition

Operational resilience and the case for dual supply

Elena Vasciminno

Eddie Longworth

Making EVs insurable

Why the claims journey must evolve

Dan Harrowell

Joe Baynham

30 Collaboration, capability and customer outcomes Natalie Horton, Richard Ketley, Scott McCammon and Kate Nash

Gaining Ground Together 2026 feedback

69 The ILC App Your events, insights and community – all in one place.

Sean Richardson

Matthew Freeman

58 From reporting to action Nick Spiers

70 Mobility in insurance 2026

71 MGA Claims Conference 2026

72 Poll results

Gaining Ground Together 2026 Event Sponsors

ILC DISCLAIMER

Contributors

The views and opinions expressed within Better Tomorrow are reported from live events and are those of the individual contributor/s. They do not necessarily reflect the official policy or position of the contributor’s employer, organisation, committee or other group or individual. ILC While every effort has been made to ensure the accuracy of information, ILC will not accept responsibility for errors or omissions or for consequences arising from reliance on information published. The opinions expressed in Better Tomorrow are not necessarily the opinions of, or endorsed by ILC unless otherwise stated.

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Shaping the future together Each ILC event provides an opportunity to take stock of where our sector is today and, perhaps more importantly, where it is heading. This year's event, held at the British Motor Museum, brought together almost 400 delegates from across the vehicle repair, motor claims and wider automotive sectors. Once again, it demonstrated the value of creating an environment where insurers, repairers, suppliers, vehicle manufacturers, technology providers and industry bodies can come together to discuss the issues affecting all stakeholders. The pace of change across the industry continues to accelerate. Vehicle technology is evolving rapidly, electrification is becoming increasingly mainstream, repair methodologies continue to develop and commercial pressures remain significant. At the same time, customer expectations continue to rise, requiring organisations across the claims and repair journey to adapt and innovate. These challenges cannot be addressed in isolation, which is why collaboration remains central to everything ILC is designed to achieve. Throughout the event (and ongoing via our App and digital channels) we heard a wide range of perspectives, supported by data, research and practical experience. My sincere thanks go to all the speakers for their insightful presentations, and to everyone who contributed to our showcase sessions, commercial vehicle discussions and the New Gen Hub, delivered in partnership with AutoRaise.

Mark Hadaway Content Director & Motor Repair CoFounder ILC

ILC

Each and every one of you played an important role in making the programme both informative and relevant. Events of this scale are only possible because of the continued support of our partners. I would like to thank our Corporate Partners – Allscreens, e2e, Exclusive Repair Network, iBodyshop, Mirka, NWVA, Prasco UK, Repairify, S&G, Sherwin-Williams, Solera Audatex, Spire Drive and Surventis (formerly BASF) – for the ongoing commitment to ILC and to supporting the wider industry. My thanks also go to our event sponsors – Partly, Silverlake Automotive Recycling and Thatcham Research – whose support helped deliver another successful event. I would also like to acknowledge our Industry Body Partners – AutoRaise, the Motor Insurers' Bureau (MIB), the National Body Repair Association (NBRA) and Trend Tracker – together with our Vehicle Manufacturer Partner, Stellantis. The continued involvement helps ensure ILC reflects the broad range of perspectives across the repair and claims landscape. Equally important, thank you to everyone who attended.

INTRODUCTION

The quality of discussion throughout the day, both inside and outside the conference sessions, reinforced the importance of bringing the industry together. The willingness to engage with the programme, ask questions, share experiences and provide constructive feedback is what enables ILC to continue evolving. We place significant value on the feedback we receive following every event. It helps shape future agendas, identify emerging topics and ensure ILC continues to address the issues that matter most to the industry.

ILC has always had a clear purpose: to provide an independent platform where the industry can share knowledge, challenge thinking and work collaboratively to address the opportunities and challenges ahead. Judging by the discussions throughout the day, that purpose remains as relevant today as it has ever been. Thank you once again for your continued support. I hope you find this publication both informative and valuable, and I look forward to continuing the conversation over the months ahead.

This publication captures many of the key discussions from the day, but it is only part of the story. The conversations that began at Gaydon will continue through our Advisory Board, future events and ongoing engagement with our partners and wider community.

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UK repair market is entering a new era Paul Sell Director Trend Tracker

“Behind stable operational metrics, lurks significant strategic change”

Paul Sell, Director of Trend Tracker, delivered a keynote that questioned many of the assumptions the industry has traditionally held about growth, demand and long-term sustainability. While operational metrics may suggest a market that has found a degree of stability following years of disruption, Paul argued that a series of deeper structural forces are quietly reshaping the future of vehicle repair. The message was clear: the industry is being redefined and anyone servicing the sector needs to be aware and prepared to adapt in order to win. At face value, the market appears relatively healthy. Insurance repair volumes have remained broadly stable over the past two years, cycle times have shown little movement and, compared to the volatility experienced during and immediately after the pandemic, many businesses could reasonably conclude that a new equilibrium has been reached. However, Paul suggested that focusing solely on operational performance risks missing the bigger picture.

Interconnected trends Beneath those headline figures sit a series of interconnected trends that are beginning to alter the very foundations of the repair sector. Consumer affordability pressures, changing attitudes towards vehicle ownership, advances in vehicle safety, an ageing vehicle parc, electrification and wider geopolitical uncertainty are all influencing the way vehicles are repaired, insured and ultimately valued. Individually, none of these factors are new. Together, however, they are creating a market that looks very different to the one many have built their businesses around.

UK REPAIR MARKET IS ENTERING A NEW ERA

"If I look at insurance repair volumes for the last two years, it’s pretty stable," Paul told delegates. "Surely this is the ‘new normal’. So, what's the problem? The problem is that these operational metrics can hide quite a lot of strategic disruption."

Affordability Perhaps the strongest theme running throughout the presentation was affordability. While discussions around the future of repair often focus on vehicle technology, artificial intelligence or electrification, Paul argued that consumer spending power may prove to be the most influential force of all. Over the past decade, the cost of purchasing a new vehicle has risen dramatically. Many of the UK's most popular models now command prices that would have seemed unthinkable only a few years ago, while leasing and longer PCP agreements have become the norm as consumers seek ways to spread rising costs. Alternatively, consumers are deciding to keep their cars for longer, resulting in a struggling new car market. The impact extends far beyond the showroom.

Paul highlighted a striking statistic. Today, the average motor insurance premium is approaching the same level as the average policy excess - around £550. For motorists involved in a fault claim, that can mean more than £1,000 in direct costs before repairs even begin. It is a reality that is influencing behaviour across the market. Consumers are becoming increasingly selective about when they claim. Some are choosing retail repair routes. Others are simply questioning whether a repair is economically worthwhile at all. For insurers, the challenge is equally significant. Vehicle complexity is driving claims severity upwards, yet affordability limits how far premiums can realistically increase. As Paul explained, insurers now find themselves caught between rising costs and consumers who are becoming increasingly sensitive to price. "The affordability ceiling is becoming the constraint on the whole ecosystem," he said.

Reduced vehicle collisions The conversation then turned to another uncomfortable reality for the repair sector. For more than three decades, society has been systematically reducing the very thing the industry relies upon: vehicle collisions.

“The affordability ceiling is becoming the constraint on the whole ecosystem.” Insurance premiums remain under pressure, repair costs continue to rise and the traditional relationship between vehicle ownership, insurance and repair is beginning to shift.

Advances in vehicle safety, the widespread adoption of ADAS technologies, stricter testing standards (NCAP) and policy initiatives such as the expansion of 20mph urban zones have all contributed to a reduction in accident frequency and severity. The result is undoubtedly positive for motorists and society, but it inevitably affects repair demand. Data presented during the session showed longterm reductions in road casualty numbers across multiple categories, reinforcing the effectiveness of both vehicle and road safety initiatives. The challenge for repairers is that fewer accidents inevitably mean fewer opportunities.

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At the same time, the vehicles entering workshops are becoming increasingly different from those repaired even five years ago requiring new approvals, new skills and new relationships to repair them.

Ageing vehicle parc The UK's vehicle parc is now older than at any point in its history. More than two-thirds of vehicles on UK roads are over six years old, while almost a quarter are now over 13 years old. Conversely, only around 15% are under three years old. That shift matters because repair frequency is heavily influenced by vehicle age. Newer vehicles are far more likely to generate insurance-funded repairs. Owners are more inclined to claim, vehicle values remain higher and finance agreements often make repairs essential. Older vehicles, by contrast, increasingly fall into a grey area where repair costs and vehicle values are moving closer together creating increased write-offs. Paul described this as one of the most important dynamics shaping the future demand for the repair market. As the number of older vehicles grows, repair opportunity does not necessarily grow alongside it. In fact, the opposite may be true. "The likelihood of that vehicle coming through your repair centre goes down," he explained. "That could be because the consumer doesn't want to use their insurance, or it could be because they're written off."

Electrification Electrification is adding another layer of complexity.

“The repair decision is becoming more technological than mechanical.”

Although electric vehicles still account for a relatively small proportion of total repair volumes (12%), they are disproportionately represented among newer vehicles and therefore among insurance repairs. Data presented during the session showed that more than 85% of EV repairs involve vehicles under three years old, with over a quarter less than a year old. While the industry has made significant progress in developing EV capability, challenges remain around repairability, battery assessment, parts availability and overall repair economics. The growing number of vehicle manufacturers entering the market further complicates the picture – providing great choice for consumers but adding complexity for repairers. Chinese brands, in particular, are beginning to exert increasing influence. New entrants are arriving with highly competitive pricing, rapid product development cycles and technology-rich vehicles that are already beginning to reshape consumer expectations. For repairers, that means learning new repair methodologies, navigating unfamiliar parts supply chains and investing in broader technical capability. For insurers, it means underwriting risk in a landscape with less historical data and greater variation in repair outcomes.

Changing nature of repair Yet perhaps the most significant insight from the keynote was not about vehicles at all. It was about the changing nature of repair itself. Historically, collision repair has been driven by labour. Technical skill, workshop efficiency and local repair networks have formed the backbone of the sector for decades. Paul believes that model is changing. Modern repair decisions are increasingly influenced by diagnostics, software, data, algorithms and capital investment. Before a technician picks up a tool, decisions are already being shaped by vehicle data, insurer workflows and increasingly sophisticated digital systems.

UK REPAIR MARKET IS ENTERING A NEW ERA

"The repair decision is becoming more technological than mechanical," he said.

It may also mean making difficult decisions around specialisation, scale or collaboration.

That shift raises important questions about where influence will sit in the future.

For all the challenges outlined during the presentation, Paul’s closing message was ultimately one of opportunity.

Will large capital-backed repair groups gain advantage through investment and scale? Will OEMs strengthen their control as vehicles become increasingly software-defined? Will insurers reshape claims ecosystems through technology and automation? Or will data platform providers become the key decision-makers within the repair journey?

The repair market remains a multi-billion-pound sector attracting significant investment and innovation. Repairers have to successfully position themselves as trusted technical partners. "The future winners won't be the cheapest repairers," he concluded. "They'll be the most trusted technical operators."

Prepared to adapt The answer remains uncertain. What appears far more certain is that the businesses which thrive will be those prepared to adapt. For repairers, that means developing deeper relationships with clients and acknowledging their needs, whilst understanding the changing mix of vehicles entering the market and investing in the skills and technologies needed to support them. It means embracing EV capability, calibration, diagnostics and technical expertise.

The future winners won’t be the cheapest repairers. They’ll be the most trusted technical operators.”

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Adaptability defines the future If the opening keynote provided a strategic assessment of the forces reshaping the repair market, the repairer panel that followed offered something equally valuable: a practical perspective from businesses navigating those challenges every day.

Clare Davies Chief Operating Officer Solus Accident Repair Centre

Keiran Perks Managing Director Express Bodyworks Group

Martyn Rowley Executive Director NBRA

Bringing together representatives from independent repairers, major repair groups and the wider industry, the discussion explored how businesses are responding to changing demand, growing vehicle complexity, technological advancement and continuing skills shortages. Chaired by ILC Motor Repair Co-Founder and ILC Content Director Mark Hadaway, the panel featured Tina Williams, General Manager of Autocraft Telford; Keiran Perks, Managing Director of Express Bodyworks Group; Clare Davies, Chief Operating Officer at Solus Accident Repair Centres; and Martyn Rowley, Executive Director of the NBRA. While their businesses differ significantly in scale and structure, a common theme quickly emerged: success in today’s repair market is no longer about standing still and waiting for work to arrive. It is increasingly about adaptability, investment and a willingness to challenge traditional ways of operating.

Continued development For Tina, that philosophy has been central to Autocraft’s continued development.

Tina Williams General Manager Autocraft Telford

Operating two sites across the Midlands, including a manufacturer-approved repair centre and a smaller operation focused on SMART repair activity, the business has deliberately diversified its offering in response to changing market conditions. “The market changes all the time,” she explained. “There’s always something to look at.”

ADAPTABILITY DEFINES THE FUTURE

That willingness to evolve has become increasingly important as repairers face rising costs, changing vehicle technologies and shifting customer expectations. “We’ve all got to keep moving,” Tina said. “We’ve got into a routine over the years where we change really well and we change really quickly because we can’t afford not to.” Her comments resonated throughout the discussion.

Sector DNA For many repairers, the pace of change can feel relentless. Yet the panel repeatedly returned to the idea that adaptation has always been part of the sector’s DNA. Businesses operating today are fundamentally different from those of five or 10 years ago. New technologies, manufacturer requirements, electrification and changing insurer expectations have forced repairers to continuously evolve. Perhaps nowhere was that more evident than in the story shared by Keiran. Over recent years, Express Bodyworks Group has expanded from a traditional single site, repair operation into a multi-site business incorporating mobile repair capability and specialist technical services. Yet Keiran admitted the journey has not always been straightforward. Reflecting on the challenges faced during 2024, he described a period when declining volumes forced the business to reconsider some long-held assumptions.

“I wasn’t particularly confident we’d make it through that year,” he admitted. For too long, he suggested, parts of the industry had become accustomed to relying on established work streams without fully considering where future opportunities might come from. “We had got a little bit lazy,” he said. “Work landed in your inbox every Monday morning and if it wasn’t there we’d ring our insurance partners and ask where it was. The reality was it was never ours to rely on.”

“We’ve all got to keep moving because we can’t afford not to.” Tina Williams, Autocraft Telford

Proactive approach Rather than waiting for market conditions to improve, the business chose to take a more proactive approach. Returning to the principles that helped establish the company in the first place, Keiran and his team focused on building relationships, generating local demand and exploring new service models. Partnerships with local organisations, investment in mobile repair capability and a renewed focus on customer acquisition helped create new opportunities and identify future growth areas.

“We went back to where we first started,” he explained. “We knocked on every single door, we spoke to customers, we advertised.” The lesson, he suggested, was a simple one: “There isn’t a more resilient industry than what we are.”

Consolidation The conversation soon moved to consolidation and the changing shape of the wider market. With significant activity taking place across both the insurer and repair sectors, delegates were keen to understand how larger structural changes may affect independent businesses. Clare offered insight from the perspective of Solus – an Aviva company and the ongoing integration of Direct Line operations following the recent acquisition. While acknowledging that consolidation is likely to continue across the industry, she emphasised that success will ultimately depend upon agility rather than size alone. Capacity patterns are changing, regional demand remains inconsistent and businesses increasingly need to respond quickly to fluctuations that would previously have been more predictable. “We’ve had to be quite agile and, at times, reactive in our planning,” she explained.

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“There isn’t a more resilient industry than what we are.” Keiran Perks, Express Bodyworks Group

At the same time, Clare highlighted the growing importance of customer outcomes as insurers continue to operate within an increasingly competitive market. A comment she referenced from a recent industry event perhaps summed up the current environment best: “In a soft market, claims is the battlefield.” That observation reinforced a recurring theme throughout the conference: the importance of claims and repair as strategic differentiators for insurers. Customer experience, repair quality and service delivery are no longer peripheral considerations. They are increasingly central to competitive advantage.

Growing influence The discussion also explored the growing influence of vehicle manufacturers and the challenge of preparing for technologies that continue to evolve at pace. For Tina, the decision to pursue manufacturer approvals was driven largely by customer expectations and future-proofing considerations.

At Solus, significant effort is invested in understanding future vehicle trends, supporting underwriting decisions and ensuring the wider repair ecosystem can support increasingly complex vehicles. “It’s great having these vehicles coming into the market,” she said. “But we have to be able to repair them.”

A persistent concern The panel then turned to one of the industry’s most persistent concerns: skills. While electrification, ADAS and software-defined vehicles continue to dominate conversations about the future, attracting and developing talent remains one of the sector’s greatest challenges. Keiran suggested the next generation of technical specialists may look very different from those traditionally entering the industry. The future, he believes, may require individuals who are as comfortable working with technology and diagnostics as they are with tools.

Customers increasingly recognise manufacturer approval programmes and often view them as an important factor when choosing a repairer.

Martyn expanded on the wider challenge facing the sector. While many businesses recognise the need for new talent, not all are prepared to make the investment required to develop it.

However, achieving those approvals requires significant investment in equipment, training and compliance. “We had no choice but to go down that route,” she said.

“We need people into the industry,” he said, arguing that repairers need to take a longer-term view when investing in apprentices and new entrants.

Clare echoed the importance of looking ahead, particularly when it comes to understanding emerging vehicle technologies and repairability challenges.

While acknowledging the commercial pressures facing businesses, Martyn suggested that the industry must continue to create opportunities for the next generation.

ADAPTABILITY DEFINES THE FUTURE

“We need to nurture people,” he said. “We don’t grow enough in our industry.”

Removing barriers Clare highlighted how Solus has sought to remove some of the barriers traditionally associated with apprenticeship recruitment, focusing less on academic qualifications and more on attitude, behaviours and potential. “We recognised that if we’ve got the right person, we shouldn’t constrain ourselves because of an academic requirement,” she explained. Tina shared a similar example from Autocraft, where one of the company’s most experienced technicians had been repositioned into a dedicated training role to help develop the next generation of skilled technicians.

“We shouldn’t constrain ourselves because of an academic requirement.” Clare Davies, Solus Accident Repair Centres

The decision represented a significant investment but one the business believes will deliver long-term benefits.

Looking ahead As the session drew to a close, delegates were asked to look ahead. While each panellist outlined different priorities for the next 12 to 18 months, common themes emerged: investment in people; investment in technology; stronger relationships; and greater collaboration. Martyn said, “You’ve got to embrace change and you’ve got to be agile,” pointing to developments such as secure vehicle access, increasing levels of vehicle technology and changing repair requirements. He warned that businesses which fail to adapt risk being left behind as the pace of change accelerates across the sector. At the same time he emphasised the investment required in order to keep pace needs to be a shared responsibility amongst stakeholders. Although the industry remains under pressure the outlook is far from pessimistic. If anything, the discussion highlighted just how resilient the repair sector has become.

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Complexity is the ‘new normal’ When discussions turn to the future of the automotive sector, much of the focus understandably centres on electrification. Yet according to Matthew Freeman, Managing Consultant at Solera Consulting, the real story is significantly broader.

Matthew Freeman Managing Consultant Solera cap hpi

Matthew challenged delegates to look beyond the headline figures surrounding electric vehicle adoption and consider the wider structural changes taking place across the UK's vehicle parc. While electrification remains a major driver of change, it is only one part of a much larger transformation that is altering the shape of the market, increasing complexity and creating new challenges for insurers, repairers and vehicle manufacturers alike. His message was clear from the outset: "The market is no longer evolving - it's restructuring." That restructuring is happening at a pace few would have predicted even a decade ago.

Dramatic change To illustrate the point, Matthew reflected on how dramatically the market has changed in a relatively short period of time. When he originally prepared his presentation prior to the event, there were approximately 1.8 million electric vehicles on UK roads. By the time he stepped onto the stage, that figure had already exceeded two million.

“Chinese companies are accelerators of disruption. They’re not participating. They’re actively changing things.”

While EVs still represent a minority of the overall vehicle parc, their growth trajectory demonstrates how quickly new technologies can move from niche adoption to mainstream reality. Yet perhaps even more significant than electrification is the diversification of the vehicle market itself.

COMPLEXITY IS THE ‘NEW NORMAL’

Ten years ago, the UK market was largely dominated by established European, American, Japanese and Korean manufacturers. Chinese brands accounted for a negligible share of the vehicle parc and were barely visible within mainstream purchasing decisions. Today, that landscape is changing rapidly.

Growing influence According to Solera's analysis, Chinese brands now account for around 1.5% of the UK vehicle parc, while their influence within the new vehicle market is growing at an extraordinary rate. The speed of that growth is what makes it so significant. Historically, manufacturers such as Hyundai, Kia and Toyota required years, sometimes decades, to establish meaningful marketshare within the UK. New Chinese entrants are achieving similar levels of penetration in a matter of months rather than years. For Matthew, these businesses should not simply be viewed as new competitors entering the market. They represent something more fundamental. "Chinese companies are accelerators of disruption. They're not participating. They're actively changing things," explained Matthew. That disruption extends beyond sales volumes alone. Many of these manufacturers are entering the market with different business models, accelerated

Gaining Ground Together 2026

product development cycles and a level of vertical integration rarely seen among traditional OEMs. Vehicle development cycles that once stretched across six or seven years are being compressed into 18 month to two-year periods, while new technologies are being introduced at a pace that challenges established industry norms. For consumers, the result is greater choice and increasing access to advanced technology at highly competitive price points. For the wider repair and insurance ecosystem, however, the implications are considerably more complex.

Vehicle parc diversity One of the most striking themes throughout Matthew's presentation was the growing diversity of the vehicle parc itself. Electrification is not occurring evenly across all sectors of the market. Fleet operators continue to drive much of the EV adoption, aided by favourable taxation and corporate sustainability objectives, while private consumer uptake remains more variable. Around three quarters of electric vehicle registrations continue to be fleet-driven. That creates important consequences for the future shape of the parc. Vehicles entering fleet channels today will eventually flow into the used vehicle market, influencing residual values, ownership patterns and future

repair opportunities. As Matthew explained, many of the challenges experienced within the used EV market over the past year stem from the fact that large volumes of electric vehicles are entering sectors of the market that have not traditionally dealt with them before.

Continued expansion At the same time, vehicle diversity continues to expand. Solera's data shows a six-fold increase in the number of EV variants available within the market compared to a decade ago. While increased choice is undoubtedly positive for consumers, it also creates greater complexity for anyone responsible for repairing, insuring or managing those vehicles. Every new model brings different repair methodologies, different parts requirements, different software systems and different technical considerations. For repairers, that complexity creates both challenge and opportunity. The traditional bodyshop environment was built around a relatively predictable vehicle parc. Today's repair businesses are increasingly expected to support advanced driver assistance systems, battery technologies, sensor integration and softwaredriven functionality, often across a growing number of unfamiliar brands.

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The result is a market where technical capability becomes increasingly important. Matthew said, "Cost, capability and data. Managing those is how you're going to define success." That observation became a recurring theme throughout the session.

Complexity Matthew argued that the future success of repairers, insurers and OEMs will depend less on traditional measures of scale and more on their ability to understand and manage complexity. Repairers will need broader technical capability, stronger manufacturer relationships and greater investment in diagnostics, calibration and training. Insurers will require better access to data, stronger understanding of emerging technologies and new approaches to risk assessment. OEMs will face increasing competition from manufacturers operating at unprecedented speed while simultaneously managing evolving customer expectations. The growing influence of technology further compounds those challenges. Modern vehicles are no longer simply transport products. Increasingly, they are software-enabled technology platforms.

Advanced battery systems, over-the-air updates, connected services and sophisticated sensor arrays are becoming standard features across many vehicle segments. New battery chemistries, solid-state batteries, AI-driven battery management systems and ultra-fast charging technologies are already beginning to emerge. For the accident repair sector, these developments introduce entirely new considerations around repairability, diagnostics, parts sourcing and technical training.

Consumer expectations At the same time, consumer expectations continue to evolve. Research referenced during the presentation suggested that nearly 40% of UK consumers would consider purchasing a Chinese vehicle, reflecting a growing willingness to move beyond traditional brand loyalties. Digital-first purchasing journeys, competitive pricing and strong technology propositions are reshaping how many customers evaluate vehicle ownership. As Matthew observed, brand loyalty is becoming increasingly fluid: consumers remain loyal until a compelling alternative appears. For established manufacturers, that reality presents significant challenges. Solera's analysis suggests many traditional brands are already experiencing pressure as marketshare fragments and new competitors gain traction. Yet despite the scale of change described throughout the presentation, the session was not intended as a warning. Instead, it was a call for preparation.

COMPLEXITY IS THE ‘NEW NORMAL’

Interconnected ecosystem The organisations that thrive in the years ahead are unlikely to be those attempting to preserve existing operating models. Rather, they will be the businesses willing to invest early, embrace new technologies and build partnerships across an increasingly interconnected ecosystem. Matthew encouraged delegates to think beyond capacity and focus instead on capability. Investment, he argued, should not simply be measured by the size of facilities or the number of repair bays. It should be measured by technical expertise, data utilisation, partnerships and the ability to adapt to a market that is changing faster than ever before. The vehicle parc may be becoming more complex, more fragmented and more technologically advanced. But for those willing to embrace change, that complexity also creates opportunity.

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“The market is no longer evolving - it’s restructuring.”

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The new rules of competition One of the most interesting conversations came not from a repairer, insurer or technology provider, but from a brand that, until recently, many in the room may never have encountered.

Elena Vasciminno Head of Marketing Leapmotor International UK, Stellantis

“We are a new brand, but we are not new to this. We are backed up by Stellantis, the fourth largest automaker”

As the UK automotive market continues to experience unprecedented change, the arrival of Chinese manufacturers has become one of the most widely discussed topics across the industry. Much of that discussion has focused on marketshare, vehicle technology and pricing. Yet during a fireside discussion with Motor Repair Co-Founder and ILC Content Director Mark Hadaway, Elena Vasciminno, Head of Marketing at Leapmotor International UK, offered a different perspective. Rather than focusing solely on vehicles, Elena spoke about culture, agility, customer expectations and what it means to build a completely new automotive brand in one of the world’s most competitive markets. The result was a fascinating insight into how one of the industry’s newest entrants is attempting to challenge convention. And perhaps most surprisingly, the story is not simply about disruption. It is about combining the advantages of a disruptor with the strengths of an established automotive giant. “We are a new brand,” Elena explained. “But we are not new to this.” That distinction sits at the heart of the Leapmotor proposition. Unlike many new entrants arriving in Europe, Leapmotor is backed by Stellantis, the fourth largest automaker which owns 51% of Leapmotor International and provides the infrastructure, expertise and support network of one of the world’s largest automotive groups. For Elena, this fundamentally changes the conversation.

THE NEW RULES OF COMPETITION

Learning to understand The challenge facing customers, insurers and repairers is not learning to trust a completely unknown organisation. Instead, it is learning to understand a new badge supported by a familiar ecosystem. Elena explained, “The only thing we [the sector] have to accept is a new badge on the front of the car,” she said. “We’re not new to this. We know how this industry works and we know what we’re doing.” That positioning feels particularly significant at a time when many established manufacturers are facing increasing competition from new market entrants. Throughout the conference, delegates heard how Chinese manufacturers are accelerating change across the industry. Matthew Freeman’s earlier session had highlighted the speed at which new brands are gaining marketshare, introducing technologies and challenging traditional operating models. Leapmotor’s approach, however, offers a slightly different perspective. Rather than attempting to replace established industry structures, the company is using them as a foundation. That strategy is visible throughout the business.

Trust From a retail perspective, every Leapmotor dealership currently operates through the Stellantis network. The company launched with approximately 40 retail partners, has already expanded beyond 80 locations and plans to reach 100 sites in the near future. The approach immediately addresses one of the biggest challenges facing new brands: trust. Customers already have relationships with those retailers. They know the locations, understand the service proposition and often have existing experience with Stellantis brands. As Elena explained, people trust retailers they have used for years, and that familiarity creates confidence in the new brand sitting alongside them.

Yet while the infrastructure may be familiar, much of the thinking behind the business is intentionally different.

Simplicity A recurring theme throughout the discussion was simplicity. In a market increasingly characterised by complexity, Leapmotor has deliberately chosen to reduce choice rather than expand it. Many manufacturers offer multiple trim levels, optional equipment packages and extensive configuration options. Leapmotor has adopted a far simpler strategy: one specification, high; one vehicle configuration; everything included as standard. For Elena, this is not simply about pricing but more about reducing friction. The modern vehicle market has become increasingly complicated for customers, retailers and, as many delegates would appreciate, those responsible for insuring and repairing vehicles. The company’s philosophy is therefore built around accessibility and clarity. “We want value to be simple and accessible,” she explained. “One spec, one car with all you need.”

Agility That straightforward approach extends beyond the product itself. Throughout the discussion, Elena repeatedly referenced the importance of removing unnecessary complexity wherever possible. The example she returned to frequently was the company’s response to the government’s EV grant announcement during 2025. Faced with uncertainty around eligibility criteria and customer understanding, Leapmotor launched its own grant initiative within days, providing customers with immediate clarity and avoiding confusion around the wider scheme.

“Having a legacy is a blessing and a curse.” Gaining Ground Together 2026

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The speed of that decision highlighted another important advantage available to newer organisations: agility. If there was one word that appeared repeatedly throughout, it was adaptability. Repairers spoke about it. Insurers referenced it. And for Elena, agility represents one of the greatest advantages available to a new brand. “Having a legacy is a blessing and a curse,” she explained. Legacy creates trust, credibility and familiarity. Customers know the brand and understand what it represents. However, legacy can also create complexity. Established organisations often carry layers of process, governance and historical thinking that make rapid change difficult. New entrants face fewer of those constraints. The example of the LEAP-GRANT illustrated the point perfectly. The initiative was approved and launched within days of the government’s announcement, something Elena acknowledged would have been far more difficult within many traditional automotive organisations.

Brand building That freedom extends beyond product strategy and into brand building itself. Unlike established manufacturers, Leapmotor is effectively creating its identity from a blank sheet of paper. Every campaign, every activation and every customer interaction contributes towards defining what the brand becomes. Since launching in the UK, the company has experimented with unconventional campaigns, including experiential events designed around its ‘Take a Leap’ positioning. The objective is simple: create a brand that people believe in.

Because while product specification and pricing may attract initial attention, long-term success depends upon something deeper: trust. That is particularly true for Chinese manufacturers entering European markets. Although consumer attitudes are changing rapidly, perceptions still need to be addressed. Elena acknowledged that building credibility represented one of the most significant challenges during the launch phase. Customers needed a reason to believe the brand would remain in the market and continue to invest in its future.

Long term For Leapmotor, the answer lies in long-term commitment. “We’re not aiming to be here for a few years and then disappear,” she said. “We are here to stay.” The early signs suggest the strategy is gaining traction. In March the business celebrated its first anniversary in the UK with a record registrations month. Growth continues to accelerate: by May 2026 the company had already matched the total sales volume achieved throughout the whole of the previous year, and in June 2026 month to date the brand has achieved 1% share of new car market, delivering its best performing month so far. Today, approximately one in every 200 newly registered vehicles is a Leapmotor. Within months, that figure is expected to double to one in every 100.

“If we get ahead of the game and work on these cars before they’re actually in the market, let’s try and make things that are really complicated less complicated.”

THE NEW RULES OF COMPETITION

Looking ahead, the ambition is even greater. By 2027, the company plans to offer a six-model range and secure more than one per cent of the UK market.

Collaboration Yet perhaps the most relevant discussion for the audience centred not around sales but collaboration. Throughout the day, speakers repeatedly highlighted the importance of insurers, OEMs and repairers working together to solve future challenges. Elena echoed that message strongly. Reflecting on the realities of launching a new brand, she admitted that some challenges only become visible once vehicles enter the market. Insurance, repairability and supply chain considerations are often more complicated than they initially appear.

Rather than treating those challenges as someone else’s responsibility, she advocated earlier engagement across the ecosystem. Elena said, “If we get ahead of the game and work on these cars before they’re actually in the market, let’s try and make things that are really complicated less complicated.” It was a sentiment that resonated strongly with the wider themes of the conference. For new entrants and established organisations alike, success increasingly depends upon relationships. Much has been documented about how new manufacturers will disrupt the automotive sector. Yet Leapmotor’s story suggests the future may not simply belong to those who move fastest. More likely it might belong to those who successfully combine innovation with trust, agility with experience and disruption with collaboration.

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Making EVs insurable When electric vehicles first began entering the mainstream, much of the industry's attention was focused on encouraging adoption.

Dan Harrowell Principal Engineer Advanced Technologies Thatcham Research

Manufacturers invested heavily in new products, governments introduced incentives and infrastructure providers raced to expand charging networks. The challenge, according to Dan Harrowell, Principal Engineer for Advanced Technologies at Thatcham Research, was convincing consumers that electric vehicles represented a viable alternative to traditional internal combustion engines. Speaking at the event, Dan suggested that conversation has now changed. "We've moved into an era of ‘business as usual’ where EVs are an everyday item that we have to live with," he told delegates. "The challenge isn't necessarily getting people into EVs anymore. It's making sure the ecosystem around them works." Throughout his presentation, Dan explored what that means for insurers, repairers and manufacturers as electric vehicle volumes continue to grow.

EV Blueprint Drawing on findings from Thatcham Research's latest EV Blueprint, he explained that while adoption remains important, increasing attention is now being given to affordability, repairability and long-term sustainability. A key consideration is the speed at which the vehicle parc is changing.

“We’ve moved into an era of normal business where EVs are an everyday item that we have to live with.”

While electric vehicle registrations continue to rise, Dan noted that the UK will continue to operate a mixed parc for many years to come. Thatcham Research's analysis suggests that by 2030 the vehicle parc is likely to comprise a combination of battery electric vehicles, hybrids and internal combustion engine vehicles rather than being dominated by any single technology.

MAKING EVS INSURABLE

For insurers and repairers, that means supporting multiple propulsion systems simultaneously. "It isn't a case of switching from one technology to another overnight," Dan explained. "We're going to be dealing with all of these technologies for quite some time."

Economics Much of the discussion focused on the economics of repair. Electric vehicles have become significantly more repairable over recent years and the industry has made considerable progress in reducing repair costs. However, Dan acknowledged that challenges remain. Historically, Thatcham Research identified that EV repairs could be around 25% more expensive and take longer to complete than equivalent internal combustion repairs. While those gaps are narrowing, repair economics continue to be a major consideration because of the direct impact they can have on claims costs and ultimately insurance premiums. "If repairs take longer, it's not just the repair cost itself," he said. "There's potentially mobility costs, vehicle hire costs and a range of other factors that feed into the overall claim."

Batteries A significant proportion of the session centred on battery technology and the role batteries play in repair decision-making. Dan explained that the high-voltage battery remains one of the most valuable components within an electric vehicle, accounting for around 40% of the cost of a new vehicle.

“The battery is such an important asset that we need to get the decision right first time.” The ability to understand whether a battery has genuinely been damaged, whether it can be repaired and whether it remains safe for continued use has a direct influence on repair outcomes, vehicle values and claims costs. Dan shared several examples where relatively minor incidents can create unexpectedly complex repair scenarios, not necessarily because of battery damage itself but because of the way components are integrated within modern vehicles.

Repairability As vehicle technology becomes increasingly sophisticated, repairability is becoming an important consideration during the design process. "It's working with OEMs to identify ways to mitigate that and making sure their vehicles are designed early on with repair in mind," he explained. That collaboration formed one of the central themes as Dan repeatedly highlighted the importance of insurers, repairers, manufacturers and technology providers working together to address future challenges. Thatcham Research's EV Blueprint, he explained, is designed to support those conversations by focusing on three core principles: safety, sustainability and affordability. Rather than treating those areas as separate issues, Dan argued that they are closely linked. Improving repairability supports affordability. Better diagnostics support sustainability. Designing vehicles with repair in mind can improve outcomes across the entire claims and repair journey.

"The battery is such an important asset that we need to get the decision right first time," he said. For that reason, accurate diagnostics and assessment processes are becoming increasingly important.

Gaining Ground Together 2026

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Circularity One area where this approach is becoming increasingly important is battery circularity. As electric vehicles age, Dan believes the industry will need greater access to refurbished batteries, remanufactured components and validated green parts if older vehicles are to remain economically repairable. "The business case to put a brand-new battery into an older vehicle won't always be there," he said. "We need all of these options available if we're going to keep repairing these vehicles." He added that access to those solutions needs to become consistent across the country. "We need the options across the country to make sure we're not writing off EVs unnecessarily."

Looking ahead The session concluded with a look ahead at how vehicle design, battery technology and diagnostic capability are likely to evolve over the coming years. Dan highlighted ongoing work taking place between Thatcham Research and vehicle manufacturers to improve repairability at the design stage, noting that some of the newest entrants to the market are already demonstrating an ability to implement changes at remarkable speed. For insurers, repairers and manufacturers alike, the message was clear: the transition to electrification is already underway. The next challenge is ensuring the supporting ecosystem develops quickly enough to keep pace. As electric vehicles become an increasingly familiar part of everyday life, the industry's focus is shifting from adoption to optimisation - ensuring that vehicles remain safe, sustainable and affordable throughout their entire lifecycle.

“We need the options across the country to make sure we’re not writing off EVs unnecessarily.”

MAKING EVS INSURABLE

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Collaboration, capability and customer outcomes The insurer panel discussion opened with a question that reflected many of the themes discussed throughout the day: is the current model sustainable?

Natalie Horton Head of Motor Claims Operations The AA

Richard Ketley National Repair Network Manager esure

Moderated by ILC Content Director Mark Hadaway, the discussion brought together Scott McCammon, Head of Motor Repair at Admiral; Natalie Horton, Head of Motor Claims Operations at The AA; Kate Nash, Head of Outsourcing & Supply Chain Management at Tesco Insurance & Money Services; and Richard Ketley, National Repair Network Manager at esure/ ageas. Collectively, the panel represented more than a century of experience across motor claims, repair and supply chain management. While each organisation operates slightly differently, there was clear agreement on one point: the motor insurance landscape is changing, and fast. Vehicle technology is evolving, regulation continues to increase, customer expectations are shifting and geopolitical uncertainty continues to influence costs and supply chains. As a result, insurers are increasingly reassessing what they need from their repair networks and wider supply chains.

Scott McCammon Head of Motor Repair Admiral

Kate Nash Head of Outsourcing & Supply Chain Management Tesco Insurance & Money Services

Structural change Early in the discussion, Scott reflected on the themes that had emerged throughout the day and suggested the industry was experiencing something more significant than a typical cycle of change. "I think the industry is familiar with ongoing change, but when you think about vehicle technology, regulation and consumer expectations, it feels less like cyclical change and more like structural change," he said.

COLLABORATION, CAPABILITY AND CUSTOMER OUTCOMES

For insurers, that means traditional measures of success are being supplemented by new requirements. Historically, capacity and cost management have been critical factors when building and managing repair networks. While those considerations remain important, Scott explained that insurers are increasingly looking at a broader range of capabilities when assessing partners. Technical competence, customer delivery, operational resilience and ESG credentials are all becoming more prominent considerations. "I think it's becoming a lot broader, what insurers are looking for now across the network," he explained. "Those suppliers and repairers that embrace that broader picture will become the more stable networks within the insurer world." Kate supported this view, highlighting the importance of information exchange. “Topmost on my list of things to focus on is how do we make sure that we've got the right information flowing through the business,” she said. “It really is a two way relationship.”

Capacity to capability That shift from capacity towards capability was a recurring theme throughout the discussion. As vehicles become increasingly complex, insurers are placing greater emphasis on technical expertise and specialist knowledge. Reflecting on the changing nature of the vehicle parc, Scott noted that repair networks are increasingly being assessed on their ability to repair modern vehicles rather than simply their ability to process volume. "We're moving from a capacityled market to a capability-led market," he said. "When we look at repair partners now, we're looking more at EV accreditations and ADAS calibrations and less about capacity and postcode coverage." For repairers, that observation echoed many of the themes raised earlier in the day by both Paul Sell and Matthew Freeman. Investment in capability is becoming increasingly important as vehicle technology evolves and repair methodologies become more sophisticated.

Collaboration “We’re moving from a capacityled market to a capability-led market.” Scott McCammon

Gaining Ground Together 2026

Alongside capability, the panel returned repeatedly to the subject of collaboration. Natalie explained that The AA's approach remains focused on maintaining strong, long-term relationships with its repair

partners. Operating a network of approximately 180 repairers, she emphasised the importance of consistency, trust and continuity at a time when many businesses are navigating uncertain market conditions. "We have a lot of partners that we've worked with for a long time and they are true, genuine partners to us," she said. That partnership approach also extends into repair versus total loss decision-making. The subject generated considerable discussion as panellists explored how insurers balance repairability, customer outcomes and affordability.

Preferred outcomes Richard acknowledged that insurers would always prefer to repair vehicles where possible. "We all want to repair more cars. We don't want to write cars off," he said. "It's costly for us as an insurer and it's not a great journey for customers." However, he also highlighted the commercial realities facing insurers. "Sometimes we're going to have to make a commercial decision that means we do write something off because we've got to keep insurance at an affordable cost for the public." Natalie agreed that repair remains the preferred outcome wherever possible and outlined how The AA has actively sought to increase repairability over the past 12 months.

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"The customers largely want their car fixed," she said. "It's very inconvenient for them to not have it fixed and to go through having to search for a new vehicle." She explained that the business is increasingly working with repairers to review borderline cases and identify opportunities to safely repair vehicles that might previously have fallen into total loss territory. "We've already made really big inroads in the last 12 months in terms of our repairability and we are repairing more cars than we ever have."

Technology Technology was another major theme throughout the session. As claims operations become increasingly digital, insurers are exploring how automation, AI and integrated systems can improve efficiency while maintaining customer service standards. Richard described esure's ongoing digital transformation programme, explaining that the organisation has invested heavily in technology while remaining conscious that not every customer wants a fully digital experience. "We've put a lot of AI systems into our business. We haven't lost headcount. We've just enabled people to be more efficient," he said. At The AA, Natalie shared an example of how AI is already helping streamline communication between insurers and repairers. Rather than relying on multiple daily telephone calls, repairers now receive automated job summaries requesting specific updates. The initiative has already delivered significant operational benefits while reducing unnecessary disruption for repairers.

“We all want to repair more cars. We don’t want to write cars off.” Richard Ketley

"They don't want us ringing them. They are busy enough as it is," Natalie said. "We're probably getting about 40% of our updates coming through that way."

Human value Yet despite the growing role of technology, panellists were keen to stress that human judgement remains essential. Discussing repairability decisions, Richard explained that automated systems are increasingly used to support decision-making, but they are not infallible. "Technology is great, but sometimes it still needs a human being," he said. As the conversation progressed, attention turned towards regulation and the growing influence of Consumer Duty. The panel highlighted how regulatory requirements now extend well beyond insurers themselves and increasingly influence expectations throughout the wider supply chain.

Non-negotiable Natalie described compliance as a non-negotiable consideration for insurers. "Nothing happens unless we're compliant," she said. "The consumer is more aware than ever of rules, regulations and expectations." Richard echoed that view, explaining that insurers are ultimately accountable for ensuring customers receive the right outcomes and that supply chain partners understand their responsibilities. "Every part of that ecosystem needs to understand that the customer is there and we need to provide that service," he said. Scott suggested that regulation will continue to influence how insurers engage with suppliers in the future. "I think there'll be more due diligence going forward," he said. "Less about contractual SLAs and statements made about things and more about can we track it and can we prove it?"

COLLABORATION, CAPABILITY AND CUSTOMER OUTCOMES

ESG, security and governance The discussion also touched on ESG, cyber security and data governance, all of which are becoming increasingly important considerations within insurer procurement and supply chain strategies. Kate highlighted the growing importance of reliable data and consistency across the supply chain. "One hundred different suppliers coming up with one hundred different methods is not going to help," she said. "How can we get simple and efficient about doing this?" Despite the breadth of topics discussed, the panel repeatedly returned to one central theme: The customer. Whether discussing repairability, technology, regulation or future partnerships, every panellist emphasised the importance of delivering positive customer outcomes. As Kate observed, relationships need to move beyond traditional transactional measures.

The final question of the session asked what defines a successful insurer-repairer relationship. The answers reflected many of the themes that had emerged throughout the discussion. For Scott, it was stability; for Natalie, it was collaboration and shared learning; for Kate, it was moving beyond transactions and understanding the strengths each organisation brings to the relationship; and for Richard, it was recognising that everyone is operating within the same ecosystem and facing many of the same challenges. "We don't know it all," he admitted. "We're facing the same problems." The challenges facing the sector are significant, yet the insurer panel reinforced a message that surfaced repeatedly across both insurer and repairer discussions: future success will depend on stronger partnerships, greater transparency and a shared commitment to delivering the right outcomes for customers.

“We really want to move away from those transactional relationships where it’s about cost and SLAs.” Kate Nash

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"We really want to move away from those transactional relationships where it's about cost and SLAs," she said. "We need to understand each of our resources and capabilities in this value chain because we can't operate without each other."

Success

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SHOWCASE SHOWCASE SPECIAL

Commercial vehicle repair sector at a crossroads While much of the industry's focus has centred on the challenges facing passenger vehicle repair, a specialist session was dedicated to a sector facing many of the same pressures but often at an even greater level of complexity.

Tom Hudd Head VBRA

Matt Henson Managing Director Square 4 Limited

Jason Mole Commercial Vehicle Managing Director Steer Automotive Group Ltd

Steve Oakley Technical Manager Scania UK

Bringing together representatives from repair, accident management and vehicle manufacturing, the Commercial Vehicle session – held in association with the VBRA - explored the realities of repairing modern trucks and heavy commercial vehicles, the growing influence of ADAS and electrification, and the urgent need for industry-wide standards, training and collaboration. Chaired by Tom Hudd, Head of the Vehicle Body Repair Association (VBRA) and featuring panellists: Matt Henson, Managing Director, Square 4 Ltd; Jason Mole, Commercial Vehicle Managing Director, Steer Automotive Group Ltd; and Steve Oakley, Technical Manager, Scania UK, the discussion highlighted a sector undergoing significant change. "Commercial vehicles are evolving faster than ever," Tom told delegates. "You thought cars were evolving. Commercial vehicles are evolving equally as fast and they had advanced technologies way before cars." Those changes are being driven by many of the same factors affecting the wider automotive market, including Advanced Driver Assistance Systems (ADAS), electrification, alternative powertrains and new vehicle construction methods. However, the panel agreed that the commercial vehicle sector faces additional complexity because of vehicle size, operational demands and the critical role these assets play within businesses. "The reality is the right repairer has never been so important," Tom said. "But it's also never been so complex."

COMMERCIAL VEHICLE REPAIR SECTOR AT A CROSSROADS

Stakes are high For fleet operators, the stakes are particularly high. Unlike private motorists, commercial vehicle owners are not simply concerned about repair costs. Every day a vehicle remains off the road represents lost productivity, disrupted operations and additional expense. "The repairers are under immense pressure to reduce key-to-key times because that asset needs to be on the road, earning hauliers money and customers money," Tom explained.

The challenge is compounded by growing vehicle complexity. According to Steve the technology found within today's commercial vehicles increasingly mirrors and in some cases exceeds - that found in passenger cars. "If they’re not repaired correctly, they simply won't work," Steve warned when discussing ADAS systems. "And we see that often."

Methods and data

That pressure creates a balancing act between speed and quality - a theme that ran throughout the discussion.

Throughout the session, the panel returned repeatedly to the importance of manufacturer repair methods and technical data.

Matt argued that communication has become one of the most important tools available to those managing commercial vehicle repairs.

Unlike passenger vehicle repair, where estimating platforms and repair methods are often readily available, commercial vehicle repairers frequently need to access information directly from manufacturers.

Historically, fleet operators were primarily interested in one question: when will the vehicle be returned? Today, however, growing awareness of compliance requirements, operator licence obligations and vehicle technology means many fleets are taking a far greater interest in how repairs are completed. "One of my biggest things is early and accurate communication," Matt explained. "Tell them early enough. It may not be the good news they want to hear, but tell them early enough so they can plan."

Expectations Managing expectations has become increasingly important because modern repairs frequently involve processes that simply did not exist a decade ago. ADAS calibration was repeatedly highlighted as one of the biggest examples. Even routine repairs such as windscreen replacements can now require calibration procedures before a vehicle can safely return to service. "If it's had a front-end impact, if it's had a windscreen or side cameras, anything like that, I always communicate at the earliest opportunity that you're going to have to have the ADAS reset," Matt said.

Gaining Ground Together 2026

Jason who is also Chair of the VBRA Commercial Vehicle division, explained that obtaining the correct information can be one of the biggest barriers to efficient repairs. "The methods don't come in a pre-packaged, easily accessible method portal. None of that information is available readily," he said. "So all that information before you can even start repair needs to come in." The consequences of missing that information can be significant. Jason highlighted examples where seemingly straightforward repairs become substantially more complex once manufacturer procedures are reviewed. In some cases, repairers may need to remove additional structural components or source specialist parts that were not originally identified during assessment.

“The reality is the right repairer has never been so important. But it’s also never been so complex.” Tom Hudd,

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Body construction

"If you are a commercial repairer and you put heat into a chassis and you overheat it?" Tom asked.

Commercial vehicles also introduce another level of complexity through body construction.

"Put it in the bin," Jason replied.

Unlike passenger vehicles, where manufacturers largely control the entire vehicle, commercial vehicles frequently involve independent body builders who install specialist bodies, trailers, tail lifts and ancillary equipment.

Those challenges have helped drive the development of the VBRA's Elite Truck Standard, which formed another major focus of the session.

As a result, repairs often require coordination between multiple organisations, each with their own parts supply chains, repair methods and lead times. The discussion also highlighted the unique challenges associated with chassis repair. Commercial vehicle chassis structures require specialist equipment, specialist knowledge and highly controlled repair techniques. Jason warned that improper repairs can have severe consequences. "A lot of people think, right, if we heat that up, we'll bend that straight," he said. "But you can get away with it 90% of the time without heat. Yet 75 to 80% of repairers who try and attempt this will put heat on because they think that's the way forward." The result can be catastrophic.

SHOWCASE

Elite standard

Unlike passenger vehicle repair, commercial vehicle repair has historically lacked a recognised technical standard. Both Matt and Jason argued that this has created inconsistency across the sector and made it difficult for insurers and fleet operators to identify competent repair partners. "It guarantees the work is done to the right level," Matt said of the Elite Truck Standard. "It does what it says on the tin." The standard introduces structured assessment, auditing and competency requirements designed to provide greater confidence in repair quality and compliance.

Training and development Closely linked to that discussion was the industry's growing skills challenge. The panel highlighted a significant shortage of formal commercial vehicle training

pathways, particularly in areas such as panel repair, MET operations and chassis repair. Jason revealed that many technicians currently acquire their knowledge through practical experience rather than structured training programmes. "They only know from experience," he explained. Tom outlined a number of initiatives designed to address this issue, including the development of new qualifications, bodybuilder training pathways and specialist chassis repair certification programmes. Electrification is creating additional training demands. While commercial vehicle EV adoption remains behind passenger cars, manufacturers are rapidly introducing batteryelectric and hydrogen-powered vehicles. Steve described how Scania is already operating hydrogen fuel-cell pilot vehicles and increasing its EV presence within the UK market. Importantly, he argued that the technology itself should not be feared.

“Tell them early enough. It may not be the good news they want to hear, but tell them early enough so they can plan.” Matt Henson

COMMERCIAL VEHICLE REPAIR SECTOR AT A CROSSROADS

"I've kind of embraced it and I respect it," he said. "Train your people to respect this technology and you'll have no problems."

The future The session concluded by looking towards the future. Artificial intelligence, digital diagnostics, remote calibration and greater access to vehicle data are all expected to play a larger role in commercial vehicle repair over the coming years. However, the panel agreed that technology alone will not solve the sector's challenges. Instead, success will depend on collaboration between manufacturers, repairers, insurers, fleet operators and industry bodies. Throughout the discussion, one message remained constant: commercial vehicle repair is no longer simply about repairing damage. It is about restoring increasingly sophisticated vehicles safely, compliantly and efficiently. As commercial vehicles continue to evolve, ensuring repair capability keeps pace may prove one of the sector's most important priorities.

“I’ve kind of embraced it and I respect it. Train your people to respect this technology and you’ll have no problems.” Steve Oakley

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WORLD SHOWCASE CAFE

Building the future one opportunity at a time As the industry grapples with technological change, evolving vehicle complexity and an ongoing skills shortage, one question continues to sit at the heart of every conversation about the future: where will the next generation come from? Emma Speed Managing Director AutoRaise

“The best mentors are the steady presence in a workshop when someone is unsure.” Emma Speed, AutoRaise

The inaugural New Gen Hub saw the discussion moved beyond recruitment statistics and apprenticeship targets to explore something far more fundamental: how businesses create environments where young people can thrive. Delivered in partnership with AutoRaise, the New Gen Hub brought together industry leaders, apprentices and employers to examine the role mentorship, workplace culture and opportunity play in attracting and retaining future talent. While skills shortages remain one of the industry’s most pressing challenges, the discussion repeatedly returned to a simple truth: young people do not build careers because they are given jobs, they build careers because somebody believes in their potential.

Think differently Opening the session, AutoRaise Managing Director Emma Speed challenged delegates to think differently about apprenticeships and talent development. Rather than viewing succession planning as a future problem to solve, she argued that businesses should focus on creating structures that actively build the next generation today. Drawing on examples from both inside and outside the repair sector, Emma highlighted the critical role mentors play in shaping early career experiences. The most effective mentors, she suggested, are not necessarily the most technically gifted people in a business.

BUILDING THE FUTURE ONE OPPORTUNITY AT A TIME

Youth Alliance

Opportunities Initially responsible for administrative duties and customer enquiries, she actively sought opportunities to learn more about the business and the technologies it supported.

Profound impact

Emma shared examples gathered through AutoRaise’s Youth Alliance programme, including stories of apprentices whose careers were transformed because employers looked beyond initial impressions and invested time in development rather than judgement.

Describing what one colleague affectionately refers to as the “work dad”, Emma outlined how seemingly small interactions can have a profound impact on retention and development.

In one case, a young apprentice initially viewed as ‘disengaged’ and ‘unreliable’ ultimately flourished after being paired with an experienced mentor who provided structure, consistency and support.

A conversation during a break; a moment of encouragement after a mistake; or a willingness to explain rather than criticise. These moments, she explained, often determine whether a young employee sees a future in the industry or quietly begins looking elsewhere.

The lesson was clear: potential is often easier to unlock than it is to identify. The challenge for employers is creating environments where that potential has the opportunity to emerge.

They are often the individuals who create stability, confidence and trust; the people who notice when someone is struggling; the people who challenge without discouraging; and the people who help young employees believe they belong.

“The best mentors are the steady presence in a workshop when someone is unsure,” she explained. “They create enough structure for a learner to think clearly, enough challenge for them to improve, enough trust for mistakes to become lessons rather than a label.” The message resonated strongly with delegates.

Gaining Ground Together 2026

Beginning her career through a business administration apprenticeship, Shelby’s journey demonstrates how apprenticeships can create pathways that extend far beyond traditional expectations.

Over time, those efforts opened new opportunities. What began as an administration apprenticeship evolved into technical support responsibilities, equipment demonstrations and eventually a customer-facing technical sales role covering the North West region. Looking back, Shelby admitted she could never have imagined where the apprenticeship route would ultimately lead. “If you’d have told me when I started that job I’d be where I am now, I’d probably have laughed at you,” she told delegates.

“If you’d have told me when I started that job I’d be where I am now, I’d probably have laughed at you.”

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Throughout the session, discussion consistently moved beyond traditional conversations about skills shortages and workforce planning to focus on culture, belonging and opportunity.

That theme was reinforced through the personal story shared by Shelby Carwardine, Technical Sales Representative at Car-O-Liner and a member of the AutoRaise Youth Alliance.

Rather than limiting herself to the responsibilities outlined in her role, she repeatedly asked questions, sought additional responsibilities and developed expertise across multiple areas of the organisation.

Shelby Carwardine, Car-O-Liner & AutoRaise Youth Alliance

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SHOWCASE

“You can train and shape apprentices in the company’s vision and values, and they become part of the cultural DNA of the organisation.” Andy Whatmough, S&G Response

Vision Her experience illustrated one of the session’s central themes: young people often enter the industry without a clear vision of where their careers might take them. The role of employers is not simply to fill vacancies but to create opportunities that allow ambition and capability to develop. Equally important, Shelby’s story demonstrated the value of curiosity. Throughout her career progression, she repeatedly referenced the importance of asking questions, seeking understanding and embracing opportunities that initially felt uncomfortable. That willingness to learn became a recurring theme throughout the wider discussion.

World café workshop Following the presentations, delegates participated in a series of collaborative workshops exploring the barriers, opportunities and perceptions surrounding apprenticeships and talent development.

The discussions revealed widespread recognition of the importance of attracting new talent but also highlighted the practical challenges many businesses face. Among the most common concerns raised were the time required to support apprentices, uncertainty around productivity and the resources needed to provide effective training and mentorship. These challenges were addressed directly by Andy Whatmough, Managing Director of S&G Response, whose organisation has operated a structured apprenticeship programme for more than a decade.

Long-term value Sharing examples from within his own business, Andy demonstrated the long-term value apprentices can bring when employers commit to development. One former apprentice now sits on the company’s operational board after joining the organisation at the age of 16. Another has progressed into a senior supply chain leadership position and has been recognised through industry awards.

For Andy, apprenticeship success is not simply measured by qualifications. It is measured by long-term contribution, leadership development and cultural alignment. “The key benefit of bringing in people at that age is there’s no baggage,” he explained. “You can train and shape apprentices in the company’s vision and values, and they become part of the cultural DNA of the organisation.” However, he also acknowledged the realities facing many smaller businesses. Concerns around commercial return, training capacity and available resources remain genuine barriers. Particularly within SMEs, employers often struggle to identify who will take responsibility for mentoring and development while maintaining operational performance.

Perception Vs reality Yet throughout the discussion there was broad agreement that many of these barriers stem from perception rather than reality. Several contributors highlighted how apprentices frequently begin delivering value earlier than employers expect when provided with clear expectations and appropriate support.

BUILDING THE FUTURE ONE OPPORTUNITY AT A TIME

The workshop feedback reinforced this view. Delegates spoke about improved productivity, succession planning, innovation and future skills development as some of the key benefits generated through successful apprenticeship programmes. Others reflected on the individuals who had influenced their own careers. Parents, colleagues, managers and first employers were repeatedly cited as the people who created opportunities and instilled confidence during formative career moments. That reflection perhaps captured the wider purpose of the New Gen Hub more effectively than any statistic could. Behind every successful career is usually somebody who offered guidance, encouragement or opportunity at exactly the right moment.

The future As the session concluded, the conversation returned to the future. The industry’s workforce challenges are well documented.

The average age profile continues to rise, competition for talent remains intense and emerging vehicle technologies require increasingly diverse skillsets. Yet the atmosphere inside the New Gen Hub was notably optimistic. Rather than focusing solely on the challenges ahead, delegates concentrated on the opportunities available to businesses willing to invest in people. The message from both employers and apprentices was remarkably consistent: •

Skills can be taught

•

Technical knowledge can be developed

•

Confidence, belonging and belief often come first

Ultimately, the future of the industry will not be determined solely by recruitment campaigns or apprenticeship targets. It will be shaped by workplaces that create opportunities, mentors who develop potential and businesses willing to invest in people before the return is immediately visible.

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SHOWCASE

Turning research into repair intelligence For many years, Thatcham Research has been recognised as one of the automotive industry's leading sources of technical knowledge, research and vehicle intelligence.

Sean Richardson Content & Research Marketing Lead Thatcham Research

Speaking on the Showcase Stage, Sean Richardson, Content & Research Marketing Lead at Thatcham Research, introduced delegates to AIQ, a new platform designed to bring much of that information together and make it more accessible to both insurers and repairers. The session provided an overview of the platform, its purpose and the type of information it contains, while also highlighting some of the challenges currently facing the repair sector as vehicle technology continues to evolve. Opening the presentation, Sean reflected on Thatcham Research's role within the industry. Founded by the insurance sector in December 1969, the organisation has spent more than five decades researching vehicle safety, security and repairability, while working closely with manufacturers, insurers and repairers to better understand emerging technologies and their impact on the market. "We do a lot of research into a multitude of different technologies – electrification, automation and connected vehicles – as well as doing loads of things that benefit the repair sector around accidents, damageability and repairability," he explained.

“We’ve been doing loads of different research over the years. We’ve never really had a repository, a place to put those things.”

Sharing According to Sean, one of the challenges has been finding an effective way to share that growing body of knowledge with the wider industry. "We've been doing lots of highly valuable research over the years

TURNING RESEARCH INTO REPAIR INTELLIGENCE

but we've never really had a repository, a place to put those things," he said. That challenge led to the creation of AIQ. Launched initially for the insurance market in 2024 before being opened to repairers through a soft launch in late 2025, the platform has been designed as a central source of intelligence, research and technical information. Sean described it as a way of communicating Thatcham Research's research directly to the industry while also creating opportunities to better understand the challenges repairers are facing on a day-today basis. "We're really interested to know any pain points you might have," he told delegates. "Any repair difficulty you're having and how AIQ can hopefully be of benefit."

Information Much of the presentation focused on the type of information available through the platform. One area is vehicle-specific research, where Thatcham Research assesses individual models and examines factors such as repairability, damageability, parts availability and repair costs. Sean explained that these reports are designed to provide a practical understanding of how vehicles perform from an insurance and repair perspective.

Gaining Ground Together 2026

“A big message we’re pointing out is the importance of repairing the EV over replacing the battery.”

"We break down the car piece by piece," he said, highlighting how Thatcham Research's engineers evaluate both the positives and challenges associated with new vehicle introductions. The growing influence of electrification was another recurring theme throughout the session. Sean highlighted several areas of research focused on electric vehicles, including battery safety, repairability and the wider challenges associated with managing EV repairs. One example is Thatcham Research's work around highvoltage battery drain risk during repair. "HV batteries are a big thing in the repair market at the minute," Sean explained. "How can you manage it safely, more importantly than anything, going into your bodyshops?" He noted that many repairers continue to encounter unfamiliar technologies as EV volumes increase, creating a growing need for reliable technical information and guidance.

EV Blueprint Another significant area of focus is Thatcham Research's EV Blueprint. Sean explained that one of the key objectives is helping the industry repair more electric vehicles rather than unnecessarily replacing batteries or writing vehicles off. "A big message we're pointing out is the importance of repairing the EV over replacing the battery," he said. He highlighted concerns around the growing number of batteries entering salvage channels and the need to develop better repair pathways and greater confidence in battery assessment. "We want to work with repairers and the insurance market to mitigate that as best we can," he added.

Megacasting The platform also contains research into emerging vehicle technologies and construction methods. Sean referenced Thatcham Research's work on megacasting, a manufacturing process that has become increasingly associated with electric vehicles and was pioneered by Tesla. Using large single-piece aluminium castings in place of multiple smaller components can deliver manufacturing efficiencies, but it also raises important questions around damageability and repairability.

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"We looked at: is this a good idea or not?" Sean said. "How easy is it to repair and replace a massive piece of aluminium rather than multiple pieces?" Alongside research reports, AIQ includes access to industry events, technical updates, vehicle assessments, podcasts and wider market intelligence. The platform also provides updates on Thatcham's engagement with government and regulators. Sean referenced the organisation's involvement in discussions surrounding the Automated Vehicles Act, reflecting the growing importance of ensuring future vehicle technologies can be introduced safely and effectively.

Knowledge sharing While the session focused on a technology platform, the broader message was about knowledge sharing. As vehicle technology becomes increasingly sophisticated, repairers are being asked to work with new materials, new systems and new repair processes. At the same time, insurers are seeking better information to support repairability, claims management and customer outcomes. Sean's presentation highlighted the role research can play in helping bridge those challenges. By bringing together technical insight, vehicle intelligence and practical guidance in a single location, AIQ has been designed to help insurers and repairers make more informed decisions. And for Thatcham Research, AIQ represents an effort to make decades of technical expertise more accessible to the people who need it most.

SHOWCASE

TURNING RESEARCH INTO REPAIR INTELLIGENCE

“We’re really interested to know any pain points you might have, any repair difficulty you’re having and how AIQ can hopefully be of benefit.”

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SHOWCASE

Operational resilience and the case for dual supply Speaking on the Showcase Stage, Eddie Longworth, CEO of e2e Total Loss Claims Management, explored how FCA Operational Resilience requirements are influencing insurer supplychain strategy and why dual-supply models are becoming an increasingly important consideration for regulated businesses.

Eddie Longworth Chief Executive Officer e2e

“The threat is that if you are a solus supplier to an insurer or have a substantive share of a market sector then you could be in serious trouble of losing business.”

The presentation focused on a topic that sits high on the agenda of many insurance leaders but is often less visible to the wider market: how organisations ensure critical services remain operational when disruption occurs. The FCA's Operational Resilience framework requires regulated firms to identify important business services, understand where vulnerabilities exist and ensure they can continue operating within defined impact tolerances during severe but plausible disruption scenarios. For insurers, that extends beyond their own internal operations and into the supply chains that support claims delivery.

Risks Opening the session, Eddie highlighted what he sees as one of the biggest risks facing some organisations: supplier concentration. Where large volumes of activity are managed by a single organisation, insurers may become exposed if that supplier experiences operational difficulties, capacity constraints or service disruption.

TURNING RESEARCH INTO REPAIR INTELLIGENCE

"The threat is that if you are a solus supplier to an insurer or have a substantive share of a market sector then you could be in serious trouble of losing business," Eddie explained.

By maintaining parallel capability, insurers may be better positioned to continue delivering customer outcomes while remaining within their operational impact tolerances.

According to Eddie, the FCA's expectations around operational resilience are encouraging insurers to take a closer look at these potential dependencies and assess whether alternative arrangements may be required.

Customer implications

He argued that businesses operating within solesupplier structures should be proactively discussing dual-supply arrangements with regulated firms. "Where solus supply exists, and/or you can see too much concentration in the hands of a single supplier; you should be talking to all the FCA regulated businesses you can find and suggesting a dual supply structure."

Concentration risk The concept of concentration risk formed a central theme throughout the presentation. Eddie outlined how the FCA expects firms to identify vulnerabilities within their operational ecosystem, particularly where third-party dependencies could create single points of failure. Those expectations include managing supplier concentration risk, demonstrating credible contingency arrangements and maintaining appropriate oversight at senior leadership level.

Eddie also highlighted the customer implications of service disruption. Within total loss claims, customers are often dealing with financial uncertainty, mobility challenges and heightened expectations around speed of settlement. Delays or disruption within the claims process can therefore have a significant impact on customer experience and potentially increase regulatory exposure. The presentation argued that dual-supply structures can help reduce that risk by ensuring critical services remain available even if one supplier encounters operational difficulties.

Alongside resilience benefits, Eddie suggested that dual supply can also create commercial advantages. With more than one supplier operating within the process, insurers gain greater visibility of performance and additional flexibility when allocating work. The model enables ongoing benchmarking, service comparison and performance management rather than relying solely on periodic procurement exercises.

He suggested that these requirements are likely to influence future procurement and supplier management decisions across the insurance sector. A key argument presented during the session was that dual supply offers a practical mechanism for improving resilience. Rather than relying on a single provider, insurers can distribute activity across multiple suppliers, reducing dependency on any one organisation while maintaining continuity should disruption occur. The approach can also provide additional flexibility during periods of increased demand, such as severe weather events or industry-wide capacity pressures.

Gaining Ground Together 2026

“Where solus supply exists, and/or you can see too much concentration in the hands of a single supplier; you should be talking to all the FCA regulated businesses you can find and suggesting a dual supply structure.”

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Governance Another important aspect of the discussion centred on governance. The FCA's Operational Resilience framework places responsibility firmly at senior leadership level. As a result, Eddie argued that resilience planning can no longer be viewed solely as a procurement or supply-chain issue. Instead, boards and executive teams are expected to understand operational dependencies, assess risk appropriately and demonstrate that suitable controls are in place. The presentation concluded by positioning dual supply not simply as a procurement strategy but as a response to a changing regulatory environment. As insurers continue to review important business services and operational dependencies, resilience is becoming an increasingly important factor in supplier selection and claims strategy. Eddie's message was that organisations should begin those conversations now rather than waiting for disruption to expose potential weaknesses. As regulatory expectations continue to evolve, operational resilience is likely to remain a significant area of focus across the insurance sector. For suppliers and insurers alike, understanding concentration risk and considering how best to maintain continuity of service may become an increasingly important part of future planning.

SHOWCASE

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SHOWCASE

Why the claims journey must evolve As vehicle technology continues to evolve, insurers and repairers face increasing pressure to manage more complex repairs, rising costs and growing customer expectations.

Joe Baynham Business Development Manager Solera Audatex

Joe Baynham, Business Development Manager at Solera Audatex explored how artificial intelligence (AI) is beginning to play a larger role in addressing those challenges, helping organisations make faster decisions, improve consistency and create more efficient claims journeys. The session focused on the growing complexity of vehicle repairs and why traditional estimating and claims processes may need to evolve to keep pace with changing market conditions. According to the presentation, insurers and repairers are operating in an environment where several factors are contributing to increased claims costs and operational pressure. These include changing driving patterns, ongoing supply chain disruption, inflationary pressures, labour shortages and the growing complexity of modern vehicles. Advanced Driver Assistance Systems (ADAS), electrification and increasingly sophisticated vehicle architectures are delivering important safety benefits, but they are also changing the nature of repair work.

“The collision repair industry is ripe and ready for a workflow with integrated AI.”

Costs and customers The presentation highlighted research showing that repair costs continue to rise as vehicles become more technologically advanced and require increasingly specialist repair methodologies.

WHY THE CLAIMS JOURNEY MUST EVOLVE

At the same time, customer expectations are evolving. Today's policyholders increasingly expect digital interactions, rapid decision-making and greater transparency throughout the claims process. Insurers are seeking faster and more consistent assessments, while repairers are looking for ways to improve productivity and reduce unnecessary administration. Against this backdrop, Joe explored the role AI could play in supporting the collision repair ecosystem. The central argument was that AI has the potential to improve efficiency across the claims journey by helping organisations make better-informed decisions earlier in the process.

Decision making The presentation noted that manual estimating processes can often be time-consuming and may introduce inconsistencies between different parties. AI offers the opportunity to standardise elements of the process while supporting faster decisionmaking. One of the key themes was the importance of understanding repair requirements as early as possible. AI-enabled estimating can help identify factors such as electric vehicle requirements, ADAS calibration needs and specialist material considerations before repairs begin. This information can then support more effective repair routing and resource allocation. Joe outlined how getting vehicles to the right repairer at the right time has the potential to reduce delays, improve cycle times and enhance customer outcomes.

“Insurers see AI as an enabler to make better and faster decisions.”

Gaining Ground Together 2026

Intelligent estimating Supporting this evolution is Solera's Qapter Intelligent Estimating platform, which combines image analysis, machine learning and repair data to generate preliminary repair estimates from photographs. The process begins with image categorisation, where photographs are assessed for quality and suitability before damage analysis takes place. Machine learning algorithms then identify damaged components, assess severity and calculate the likely repair requirements. The system currently supports the identification of multiple damage types, including dents, scratches, cracks, missing parts and glass damage, before applying repair rules and vehicle-specific data to generate an estimate. The process can create a preliminary estimate in under one minute, with some calculations completed in less than 30 seconds. The objective, however, is not simply speed.

Standards Joe highlighted how AI-enabled estimating can help standardise processes, reduce subjectivity and support more informed repair-versus-replace decisions. It can also reduce friction between different parties within the claims journey by providing a common starting point for assessment and review. For repairers, the benefits extend beyond estimate creation. Earlier visibility of vehicle requirements can help improve workflow planning, identify specialist repair needs and ensure vehicles are directed to appropriately equipped facilities. This becomes increasingly important as ADAS systems, electrification and alternative vehicle constructions become more prevalent throughout the vehicle parc.

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Joe also outlined the value of Qapter’s guided image capture technology, which helps vehicle owners provide suitable images during the claims process. Using vehicle identification and image-capture guidance, the system aims to improve image quality and increase the accuracy of damage detection.

“Repairers need help to increase productivity and billable time.”

Efficiency Throughout the session, a recurring theme was the growing need for efficiency. Insurers are seeking more predictable outcomes. Repairers are looking for greater productivity. Customers increasingly expect faster and more convenient service. The session highlighted how AI could help address each of these priorities by reducing manual processes and enabling earlier intervention throughout the claims journey. For insurers, repairers and technology providers alike, the focus is increasingly shifting towards how data, automation and AI can support better decisions and more efficient outcomes. The session concluded with a simple message: as the industry evolves, estimating and claims processes need to evolve with it.

SHOWCASE

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SHOWCASE

From reporting to action Technology was a recurring theme throughout the day, with discussions ranging from vehicle complexity and repairability to artificial intelligence and future workforce requirements.

Nick Spiers Head of Business UK & Ireland iBodyshop

Nick Spiers, Head of Business UK & Ireland at iBodyshop, focused on a more practical question: how can technology help bodyshops reduce administration, improve visibility and spend more time focusing on productive work? Introducing iBodyshop to the audience, Nick explained that the platform has been developed specifically for the collision repair sector and has already established a significant presence in the Australian and New Zealand markets. "The reason why iBodyshop has come to the UK and Irish market is to change some of the legacy systems that we probably see operating currently," he told delegates.

Administrative burden Despite significant investment in technology across the sector, bodyshops often continue to face large administrative workloads, multiple disconnected systems and increasing reporting requirements.

“Think of anything you want to know inside your business and AI will generate you a report for it.”

Looking at the UK market from an international perspective, Nick suggested that many repair businesses are carrying a significant administrative burden. "Bodyshops are under the spotlight more than ever," he said referencing the requirements often stipulated as part of working relationships.

FROM REPORTING TO ACTION

He also argued that the industry often struggles with visibility and access to meaningful information.

A significant portion of the presentation focused on the platform's developing AI capabilities.

"There's no real visibility," he explained. "That's why there's many of these companies creating different data centres to extract and produce report upon report upon report."

While artificial intelligence is becoming increasingly common across many industries, Nick suggested that its value within repair operations extends beyond generating reports.

According to Nick, the challenge is not necessarily a lack of data. Instead, it is turning that data into useful actions that help businesses make better decisions.

Change To address this, the presentation explored how cloud-based systems and artificial intelligence are beginning to change the way bodyshops manage workflow, communication and operational performance.

AI Ask One of the newest developments is a feature called AI Ask, which allows users to ask questions about their business in natural language and receive immediate responses based on live operational data. "Think of anything you want to know inside your business and AI will generate you a report for it," he explained.

According to Stuart, the real value lies not simply in presenting information but helping businesses take action. "Beyond reporting, lots of people extract data and put it into Power BI and you can run reports and charts and a whole load of visual graphics," he explained. "But then what do you do with the information?"

Identify, analyse and understand He described how the system can identify vehicles at risk of delay, analyse the reasons behind those risks and help users understand likely outcomes based on historical data.

Nick described iBodyshop as a fully cloud-based platform with integrated connections across estimating, accounting and operational systems.

Examples could include identifying where work has originated, highlighting vehicles at risk of delay or providing information about daily operational priorities.

One example involved parts availability. The system can assess average supplier lead times and use that information to predict when components are likely to arrive, helping businesses manage workflow and customer communication more effectively.

The aim, he explained, is to reduce duplication, improve visibility and simplify processes by ensuring information flows throughout the business without repeated manual intervention.

To illustrate the concept further, Nick invited Stuart Faid, Chief Commercial Officer from iBodyshop's Australian parent company, Clear 21, to discuss how the technology is already being used in practice.

Stuart suggested that future developments could go even further by automatically updating customers and arranging collection times based on predicted completion dates.

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“There’s no real visibility. That’s why there’s many of these companies creating different data centres to extract and produce report upon report upon report.”

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"It's not spreadsheets and reporting," he said. "It is literally like a digital Yoda that sits on the end of your desk and then scurries off and executes actions and saves you a whole heap of time."

Developments Nick also outlined several other AI-enabled developments currently being refined within the platform. These include voice-controlled workflow management, where managers can verbally allocate jobs and update schedules, as well as mobile functionality that allows technicians to capture images and send them directly into repair estimates without leaving the workshop floor. Another area of focus is customer communication. Nick described how AI-powered reception functionality is being developed to support appointment booking, customer updates, courtesy car management and other routine interactions that can consume significant amounts of administrative time.

“We’re moving from the Nokia to the iPhone in the bodyshop management world.”

Performance Alongside the technology roadmap, the session also highlighted performance improvements reported by existing users. According to Nick, businesses using the platform have achieved an average 40% reduction in administration time, a 60% reduction in inbound customer calls and a 25% improvement in workflow efficiency through enhanced job allocation and scheduling processes.

SHOWCASE

The platform is also reported to reduce invoicing delays through integration between operational and financial systems, helping businesses improve cash flow and reduce manual processing. While the technology itself formed the centrepiece of the presentation, the underlying message was broader. As the repair sector continues to evolve, the focus may increasingly move beyond simply collecting data towards using technology to drive decisions, automate routine processes and support more efficient operations. "We believe this is the future," Nick concluded. "We're moving from the Nokia to the iPhone in the bodyshop management world."

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SHOWCASE

Protecting people through prevention While much of the event had focused on vehicle technology, electrification and the future of repair, Andy Smith's Showcase Stage presentation served as a reminder that one of the industry's most important responsibilities remains much closer to home.

Andy Smith Business Sector Manager - Collision Repair Mirka

As Business Sector Manager – Collision Repair at Mirka, Andy explored the issue of Hand Arm Vibration Syndrome (HAVS) and the role technology can play in helping businesses better understand, monitor and manage vibration exposure in the workplace. The session focused on awareness, duty of care and employee wellbeing, highlighting the importance of ensuring technicians are protected while carrying out everyday repair tasks. HAVS remains a recognised occupational health risk across a number of industries where employees regularly use vibrating hand-held tools. Within accident repair, sanding and preparation processes can result in prolonged vibration exposure, making monitoring and management an important consideration for employers.

Measure and understand Andy explained that while awareness of vibrationrelated risks has improved significantly in recent years, many businesses still face challenges when it comes to accurately measuring exposure levels and understanding how they vary across different activities and individuals.

PROTECTING PEOPLE THROUGH PREVENTION

The presentation highlighted the responsibilities employers have in relation to employee welfare and Health and Safety Executive (HSE) requirements, emphasising that vibration exposure should be monitored and managed in the same way as other workplace risks. A significant part of the session focused on Mirka's myMirka App, which has been developed to provide users with greater visibility of vibration exposure when using compatible Mirka electric and cordless tools. The App allows technicians and businesses to track and monitor vibration exposure throughout the working day using integrated vibration sensors built into Mirka tools. The objective is to provide users with real-time information that can support safer working practices and help employers make more informed decisions around tool usage and exposure management.

Clear picture Andy outlined several of the features available within the platform, including live vibration monitoring, tool speed information, usage tracking and colour-coded indicators designed to provide a simple visual representation of vibration levels. The system also records total usage time and trigger time, helping users build a clearer picture of cumulative exposure over the course of a working day. By making this information readily accessible, the aim is to move vibration monitoring from a reactive process to a proactive one. Rather than relying solely on estimates or periodic assessments, businesses can gain access to realtime data that helps support compliance and employee wellbeing.

Alongside vibration monitoring, the platform includes additional functionality designed to support equipment management. Users can register tools through the App, extending warranty coverage and creating a centralised record of equipment within the business.

People While all these features provide practical operational benefits, the central message of the session remained focused on people. Discussions regularly returned to themes such as skills, recruitment and employee development. Andy's presentation offered a different perspective on workforce sustainability, focusing on the importance of protecting existing talent and ensuring technicians can enjoy long and healthy careers within the industry. As vehicle repair processes continue to evolve and businesses invest in new technologies, workplace wellbeing remains a fundamental consideration. The ability to better understand workplace risks, monitor exposure and support safer working practices can help organisations strengthen both compliance and employee welfare. For repairers, the message was straightforward: technology is often associated with productivity, efficiency and performance improvements. However, it can also play an important role in helping businesses fulfil their duty of care and create safer working environments for their teams.

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The presentation demonstrated how users can review detailed information through the App, including usage data, vibration measurements and tool settings.

Andy suggested that providing technicians with greater visibility of their own exposure can also help increase awareness and encourage positive behaviours.

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SHOWCASE

ADAS: the hidden repair challenge Advanced Driver Assistance Systems (ADAS) are becoming an increasingly familiar part of modern motoring.

Satty Nanuwa National Sales & Partnership Manager Repairify

Features such as lane-keep assistance, adaptive cruise control, blind spot monitoring and autonomous emergency braking are now commonplace across much of the vehicle parc, helping improve safety and reduce the likelihood of accidents. However, according to Satty Nanuwa, National Sales & Partnership Manager at Repairify, these systems are also introducing a new set of challenges for the repair industry. Satty explored how the rapid growth of ADAS technology is changing the nature of vehicle repair, increasing the importance of diagnostics and calibration, and placing new demands on repairers across the sector. Opening the session, Satty highlighted the pace of change currently taking place within the automotive market. "We're seeing three major shifts simultaneously: electrification, rapid rollout of ADAS, and new manufacturers entering the market," she explained. "Each brings huge benefits for drivers, but also huge complexities for repairers." Satty argued that the industry's traditional view of vehicles as predominantly mechanical products is rapidly becoming outdated.

"Today's vehicles are sensor networks on wheels, driven by software and safety systems."

"Do we still think of cars as mechanical machines? Because they're not anymore," she said. "Today's vehicles are sensor networks on wheels, driven by software and safety systems."

“Today a repair isn’t about fixing damage, it’s about restoring safety systems and that means calibration is no longer optional, it’s critical.”

Critical component As ADAS technology becomes more widespread, repairing a vehicle increasingly requires ensuring the vehicle's cameras, sensors and safety systems are operating exactly as intended. "Today a repair isn't all about fixing damage, it's about restoring safety systems and that means calibration is no longer optional, it's critical," Satty told delegates. The scale of that challenge is growing quickly. Satty explained that modern vehicles can incorporate multiple cameras, radar units, ultrasonic sensors and sophisticated software systems, all working together through a process known as sensor fusion. "The modern vehicle today can include up to 10 sensors, five radars and up to 100 million lines of code, all working together through something called sensor fusion," she explained. Those systems continuously analyse information from different sources to create an accurate picture of the vehicle's surroundings.

Inaccuracies and consequences As a result, even minor inaccuracies following repair can have significant consequences. Using the example of an Audi A6 equipped with matrix headlights, Satty explained how a forward-facing camera helps determine where light should be directed. If that camera becomes misaligned following a repair, the vehicle's ability to interpret its environment correctly can be affected.

Gaining Ground Together 2026

"Now if that camera is slightly misaligned after a repair, it directly impacts safety," she explained. "The car sees incorrectly." Importantly, she stressed that this is no longer confined to premium vehicles. "The Renault Megane E-Tech is a new family hatchback with 16 ADAS sensors," Satty noted. "So calibration and complexity isn't coming next year, it's already here today in the vehicles that we're repairing." As the presentation progressed, Satty outlined how repair processes that were once relatively straightforward now frequently require additional diagnostic and calibration procedures. "What used to be simple isn't simple anymore," he said. "Windscreen replacement, bumpers and suspension, they all come with calibration."

Challenges She highlighted several challenges currently facing repairers, including OEM-specific procedures, evolving technical requirements, limited workshop space and the industry's ongoing skills shortage. One example involved calibration space requirements. "If you take the BYD for example, it requires 15m by 10m to do a 360 degree calibration," Satty explained. For many businesses, accommodating those requirements can present practical and commercial challenges. The result, according to Satty, is increased pressure on repair operations and potentially longer repair journeys.

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"Vehicles stay off the road longer, which directly affects key-to-key and costs," she said. "It's not just an inconvenience, it's an operational challenge for the whole industry."

Adapting Despite these challenges, the session also focused on how the industry is adapting. Satty highlighted several emerging approaches designed to help repairers manage growing vehicle complexity, including remote diagnostics, mobile calibration services and specialist ADAS facilities. Rather than expecting every repairer to invest in every piece of equipment, she suggested that partnerships and access to specialist expertise will play an increasingly important role. "You don't need every single piece of equipment to do a calibration," explained Satty. "You just need the right partner, the right tools and make sure your partner is aligning with you on strategy."

Collaboration As vehicle technology continues to advance, Satty argued that no single organisation can address these challenges alone. "We need collaboration between OEMs, insurers, repairers and technology providers," she said. Access to OEM data, specialist tooling and scalable calibration capability will all become increasingly important as ADAS adoption continues to grow. The session concluded with a challenge to the industry. Vehicle technology is continuing to evolve at pace, and repair methodologies must evolve alongside it. "Vehicles are evolving," Satty said. "The only question is, are we evolving fast enough to repair them? Because if we don’t calibrate for the future, we won’t be able to repair”.

SHOWCASE

“You don’t need every single piece of equipment to do a calibration. You just need the right partner, the right tools and make sure your partner is aligning with you on strategy.”

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Feedback What was said “This was my first ILC, and it definitely won’t be my last. I found it incredibly informative especially from a repairer’s perspective.”

“Very happy to be there. Great event that I would recommend to anyone especially the bodyshop fraternity.”

“The opportunity to speak with so many decision makers cant be matched and the recognition our brand has is money well spent.”

“One of the best events in the calendar for bringing together the motor claims, repair and insurance sectors to share insight, strategy and innovation.”

“The networking really works well at these events, great chance to meet people in a relaxed atmosphere.”

“This is the first of these events I have been to! The atmosphere , information and learnings were first class! I will definitely be going to future ILC events”

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Poll results

POLL RESULTS

If you drove here today, by which powertrain did you arrive? Multiple choice poll

ICE - pretol/diesel 50% Hybrid 24% EV 26% Hydrogen 0%

What has been your exposure to EV claims to date? Multiple choice poll

None 9% Minimal - very few to date 15% Moderate - starting to see regulary 48% High - established part of work mix 27%

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Wordcloud poll

What is the main impact the changing vehicleparc is 1 4 6 What is the main impact the changing vehicle having on your business today? parc is having on your business today? Wordcloud poll

Reduction in ﬂeet size

Reduced margin

Risk

Supply chain and repair time Higher parts costs

Time Training

Oppertunity

Rates Opportunity Expertise

New brands Repair complexity Parts delay

Technology Inﬂation

Increased spend

Cost Parts

Cost inﬂation Costs Additional training

Lack of previous data

Uncertainty Data Investment Frequency

Parts supply Delays Green Parts

Suppressing inﬂation

Increased cost Skill Knowledge

Complexity

Questions

Fleet mix

Parts delays Nothing

Repair cost Slowing production

Lead time

Total Loss identiﬁcation Qualiﬁcation technology

Wordcloud poll

What has been your greatest business challenge over What has been your greatest business challenge 1 6 4 the past months? over12-18 the past 12-18 months? Wordcloud poll Labour party!!! New Business Legal experienced staﬀ Technology advances

Operational costs Integration

Volumes

My boss Resource People Sourcing parts

Lead time

Training Parts

Economic climate Growth Mergers

Recruitment

Technology

Parts supply Capacity

Paye

Team Retention

Inﬂation

Rapid changes

Volume

Staﬀ Cost

Process

Retention of staﬀ

Claims volume

Managing growth Claims drop

Staﬃng Labour costs

Performance

Due diligence

Costs

M&A

Work volume

Wait times Skills System Integration

Wages Talent

Management

Speed of change

Understanding frequency changes Increasing volumes

Wordcloud poll

What is one of the key priorities in your business today? What is one of the key priorities in your

1 7 8

Wordcloud poll business today?

Service level Adherence

Talent pipline Understanding whats to come Sustaining business

New Business

Apprentices

Customers providing

Sector alignment Winning

Customer process

Strategy

Quality

Customer journey Staﬀ retention Structure Customer satisfaction Training Stability

Data

Automation Staﬀ Proﬁt Work life balance for all

Growth

Sustainability jorney Performance Upskilling

Customer service

Togetherness

Revenue Turn around time Customer outcomes

AI Technology Digitisation Quality service Customer retentionWork

cost control/inﬂation

outcomes

Value proposition change in service provision Settling claims

Wordcloud poll

What What impact do do you believe theongoing ongoing geopolitical 1 8 0 impact you believe the geopolitical instability have on the instability might have onmight the sector as asector whole? as a whole?

Wordcloud poll

Less mileage driven.

Reduced claims frequency Redundancies Increased cost

Rising fuel costs Moderate Lower margins Longer k2k

Delays and cost increase

Time delays Slow down Conﬁdence Increase costs Costs

Increased costs Parts delays Minimal

Volume Supply

sustainability

Lifecycles Squeezed out the industry Consolidation Mini am

Inﬂation Supply chain

Cost Rising costs

Cost increases

Reduce proﬁts Repair cost

Repairs

Supply Delays

Parts

People driving less

downward spiral

Increased costs and time

Opportunity for new ways to work

Opportunity

Overal costs Massive

Unwillingness to embrace new ideas Parts, labour workforce

BETTER TOMORROW

GAINING GROUND TOGETHER 2026

How many different brands of VM are you commonly seeing in your operations today? Multiple choice poll

1 to 10 9% 11 to 20 55% 21 to 30 18% 30 plus 18%

Do you expect or plan on this number increasing in the coming 12-18 months? Multiple choice poll

Yes 98% No 2%

Wordcloud poll

0 8 2 about one thing have you/do you to to learn What What one thing have you/do youcontinue continue learn about new technology and new technology vehicles andvehicles repair?

repair?

Wordcloud poll

AI and complex repair process It's evolving rapidly Parts availibility

Complex repair Various pricing structures Learn Chinese

Training

Longevity Pain

Constant change Thatcham Evolving

Steer

Software Technology

ADAS calibration

Data

Variety

Complexity

Advancing Change Investing

AI tech Technology shift ai Partner Access Methods

Adas Ai

Sermi

GSR Rapid iterations

Methods availability Risk rating Parts supply

cleaner Repairability Technology shift

Complexity / integration Software issues

Eﬃciency

Fast pace technology changes

How many different ‘work providers’ are you partnering with today? Multiple choice poll

1 to 10 60% 11 to 20 27% 21 to 30 6% 30 plus 7%

GAINING GROUND TOGETHER 2026

BETTER TOMORROW

Wordcloud poll

What do you see as the greatest challenge of working 0 8 4 What do you see as the greatest challenge of with insurers today? working with insurers today? Wordcloud poll

Automated communication Understanding tech and impact to the operation Appricate technogy changes Cost pressure Nothing they are great We're brilliant

Complexity Demands

Flexibility

GDPR Volume Nothing Proﬁt

Due Dillagence Price

Expectations

Rates Trust We're perfect, aren't we?

Communication

Rising costs Friction

Transparency Speed Suppressed costs

Understand technology

Loyalty

Cost

Control

Agility

Labour rate

Slow payment terms Managing costs

Time and information

Being constantly squeezed

Innovation

Maintaining a reasonable margin

Wordcloud poll

0 9 3 to do you envisageas asthe the greatest What What do you envisage greatest opportunity opportunity to advance relationships with advance relationships insurers in future? with insurers in future? Wordcloud poll Deliver performance

Conversation Connectivity

Understand each other's goals Integrated systems Innovation Knowledge sharing Cost control Mutual beneﬁt

ILC

Aries

Listen

Digital integrations

Honesty and trust

Integration

Vrr

�� JVs

Interact more Vm listening Transparency communicating Freedom Honesty Trust

Collaboration

Open ecosystem Understanding

Communication

Open lines of communications Be good at the basics

Understand each others challenges More direct relationships

Sustainable relationships Working together

Value

Specialisms Open

Safe system

Removal of AM's

Sustainability and Diversity

Manufacture approval

Direct communication

Expertise

ILC

Contact us To discuss an ILC Corporate Partnership, as well as other ways that we can help in the marketing and brand awareness of your company at an ILC event, please contact: Liane Price

Rachael Hunt

Sales & Account Manager

Events Director

liane@iloveclaims.com

rachael@iloveclaims.com

07850 220714

07813 146944

Mark Hadaway Content Director & Motor Repair Co-Founder mark@iloveclaims.com 07843 538559

ILC iloveclaims.com

Gaining Ground Together 2026

ILC

Events calendar Built for claims professionals By claims professionals

Find out

Liane Price

more today

liane@iloveclaims.com

ILC

Sales & Account Manager 07850 220 714 iloveclaims.com

Visit: www.iloveclaims.com