International Fleet World July 2017

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INTERNATIONAL

FLEETW RLD All that matters in the world of fleet July 2017

The New

HYUNDAI i30 Wagon Designed to move you

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seat.com/ibiza

The best Ibiza.

The best buy for your fleet.

The new SEAT Ibiza.

• 8" Navi with Full Link • Wireless Charger • ACC & Front Assist • Rearview camera • 335l boot space

Get to know the best Ibiza ever created. Dynamic handling. A larger interior. Connective technology. And did we mention the best residual value among its main competitors? It’s clear, your new car policy has got to have the new SEAT Ibiza. Discover it.

SEAT FOR BUSINESS. Your goals are our fuel.

Average fuel consumption: 4.7 - 4.9 l/100 km. Average CO2 mass emissions: 106 - 112 g/km.

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INTERNATIONAL

FLEETW RLD All that matters in the world of fleet

contents

July 2017

The New

HYUNDAI i30 Wagon Designed to move you

internationalfleetworld.com

Chairman Jerry Ramsdale jerry@fleetworldgroup.co.uk

16 SPOTLIGHT: Mazda CX-5.

18 What Brexit could mean for fleets.

22 Report: Shell’s Make the Future event.

38 Driven: New Volvo XC60 on the road.

Publisher Steve Moody steve@fleetworldgroup.co.uk Editor John Challen john@fleetworldgroup.co.uk Deputy Editor Alex Grant alex@fleetworldgroup.co.uk Business Editor Natalie Middleton natalie@fleetworldgroup.co.uk Content Editor Katie Beck katie@fleetworldgroup.co.uk Sales Director Anne Dopson anne@fleetworldgroup.co.uk

04 Fleet Review Editor John Challen assesses the opportunities for Polestar.

Sales Manager Harry Whyte harry@fleetworldgroup.co.uk Circulation Tracy Howell tracy@fleetworldgroup.co.uk Head of Production Luke Wikner luke@fleetworldgroup.co.uk

06 Fleet in figures Breaking down the latest global vehicle sales by region.

08 News The biggest stories from a month in the international fleet world.

Designers Tina Ries tina@fleetworldgroup.co.uk Victoria Arellano victoria@fleetworldgroup.co.uk Web Designer Dan Desta daniel@fleetworldgroup.co.uk

16 Spotlight An in-depth look at Mazda’s new fleet-friendly CX-5.

18 Feature The potential impact of Brexit on the automotive industry.

22 Feature The key fleet topics from Shell’s Make the Future London event.

Published by Stag Publications Ltd, 18 Alban Park, Hatfield Road, St Albans, Herts, AL4 0JJ tel +44 (0)1727 739160 fax +44 (0)1727 739169 email ifw@fleetworldgroup.co.uk web internationalfleetworld.com

26 Fleet Focus Brazil’s economic recovery and anti-corruption strategies.

30 Feature Saving time and resources with effective accident management.

34 Profile BMW’s sales success and plans for the electrification of the range.

To subscribe to International Fleet World visit: www.fleetworldsubscriptions.co.uk

38 Launch Report Volvo XC60 / Skoda Octavia / BMW 5 Series / Volkswagen Golf.

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fleet review This month, editor John Challen discusses Volvo’s foray into the EV market with Polestar and what lessons can be learned from Uber...

EVs on a charge Breaking news at the time of going to press with this month’s issue of International Fleet World was the emergence of a Volvo subbrand dedicated to electric vehicles. To be more specific, Polestar, the company acquired by the Swedes in 2015 – and until now involved in producing high-performance branded models of existing cars in the range – is moving in a new direction. It is to become ‘a new separately branded electrified global high-performance car company, marking the latest stage in Volvo’s ongoing transformation’, according to the official company press release.

There will be obvious overlap between the two companies – product and resource sharing, for example – but this development is big news. Following in the footsteps of BMW’s i brand, it’s a reasonable bet that Polestar won’t be the last such EV-specific creation that emerges from a household automotive manufacturer. The move feels right: Volvo is a company on the up – we drove the XC60 last month and it is a very promising package – as are electric vehicles. The charging infrastructure is growing, there is more consumer confidence in the product and ranges (of vehicle and mileage) are increasing.

Get used to seeing the Polestar logo. It’s not a Volvo, though…

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For fleets, new electric vehicles present interesting propositions and probably some serious number crunching for the money men. As discussed last issue, diesel is facing a few issues at the moment, so it could be the time for EVs to become a realistic third viable option alongside the traditionally fuelled cars.

Trouble at the top?

Further developments at the eleventh hour of the IFW production schedule was the departure of Travis Kalanick, the chief executive and founder of Uber after a number of incidents and his fair share of negative press. Maybe it’s a lesson of ‘too much too soon’ – Uber is now up and running in 662 cities around the world and has an estimated value of nearly US$70 billion, just seven years after the first Uber cabs hit the streets of San Francisco. Or maybe it is a stark reminder no-one, not even the boss, is bigger than a company. Running a business – like a fleet (of people or cars) – is no easy task and getting the balance right between managing growth and overstretching yourself can lead to disaster.

visit internationalfleetworld.com

INTRODUCING THE NEW VOLVO XC60

SAFEGUARDING THE FUTURE OF FLEET Identifying potential risk is invaluable in business, as is an accurate response. The New Volvo XC60 with new-generation City Safety reacts in a fraction of a second – faster than humanly possible – to detect hazards and steer your drivers to safety.

It’s one of many world-first and SUV-first advancements designed to keep your organisation moving forward.

Discover more by contacting our Global Fleet Sales Business Centre.

EMAIL GLOBALFLEET@VOLVOCARS.COM OR CALL 00 46 313258377 Official fuel consumption for the new Volvo XC60 in l/100 km: Urban 9.3 – 5.8, Extra Urban 6.2 – 4.7, Combined 7.3 – 2.1.

CO2 emissions 167 – 49g/km. L/km figures are obtained from laboratory testing intended for comparisons between vehicles and may not reflect real driving results.

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fleet in figures

Global contraction not expected to last Global vehicle sales growth of 3.4% year-on-year in May was encouraging after contraction in April. By John Challen.

lthough year-on-year sales of light vehicles in China and the US slipped a little during the month of May, they were compensated by more positive results from Europe and South America.

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North America A total of 1,517,000 light vehicles were sold in May in North America, translating into a seasonally adjusted annualised rate of 16.6 million units a year. While total industry sales through the first five months were down 2.1% compared with the same period in 2016, notably the decrease in fleet sales (-6%) has outpaced the decline in retail sales (-0.5%). OEM incentives rose at a rate of 9% year-on-year, but were outweighed by higher consumer-facing transaction prices. Economic tailwinds continue to spur consumer activity with low interest rates, longer loan durations (which may be an issue in the future), low unemployment, and high consumer confidence — albeit with the latter decreasing slightly from previous months.

Canadian sales for May 2017 totalled 217,000 units, representing an 11.4% increase from May 2016, and establishing a new monthly record.

Western Europe Light vehicle sales in Western Europe grew by 7.2% year-on-year in May, with an average of one additional selling day across the region compared with May 2016. The selling rate recovered strongly last month, to 16.4 million units a year, following a

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disappointing April result. This outcome is consistent with positive economic data in the region, the only exception being the UK, where sales declined steeply for a second consecutive month.

In Russia, sales increased for the third consecutive month in May with just under 125,000 sold. This figure represents an increase of 14.7% year-on-year and is an encouraging performance and evidence that the Russian market is now in confirmed recovery mode.

China A selling rate of 26 million units a year in May was recorded in China – up 2% from April, but down 2% compared with May 2016. The shortfall can be accounted for

by May this year having a greater number of holidays than a year ago.

In the economy, the risk of a trade war with the US has receded. Nonetheless, the private manufacturing PMI slowed further and fell into ‘contraction’ territory in May. The overheating property sector is set to slow, due to the government’s recent tightening measures.

Other Asia The Japanese market maintained a robust pace, with the May selling rate reaching a 29-month high of 5.48 million units a year. Behind the buoyant sales are the tightening job market, rising stock prices and corporate earnings prospects.

Yet, the May selling rate is unlikely to be sustainable over the long term, given the fast-aging population.

Amid the heightened military tensions with North Korea, South Koreans elected the leftist Moon Jae-in in the May presidential election. With Mr. Moon’s decisive victory, consumer confidence improved sharply and the selling rate reached a strong 1.8 million units a year in May.

South America

In Brazil’s depressed market, the selling rate picked up to a relatively strong 2.36 million units a year in May, after slowing in April due to the Easter holiday. The economy exited its worst recession on record in Q1, but the recovery in sales is expected to take a long time. The escalating political turmoil and uncertainty ahead of the 2018 presidential election remain major obstacles for investment and, thus, job Nissan Note growth and new vehicle sales.

Best performer in buoyant Japanese market The Argentine market has continued an upward trend. The selling rate rose to 821,000 units a year in May and averaged 819,000 units/year in the first five months of this year. Sales have been supported by falling inflation, negative real interest rates and the stabilised peso. After three years of weak sales, replacement demand is picking up.

The new Opel

CROSSLAND It’s a good life.

Run your business, please your drivers: 

Impressive big boot with 1,255 litres capacity



Great flexibility by sliding rear bench



– your personal on-board assistant1

1 OnStar Services require activation and account with OnStar Europe Ltd. and are subject to network coverage and availability. Charges apply after applicable trial period.

The listed features are optional/available with selected trims only.

Fuel consumption combined 5.4–3.6 l/100 km; CO2 emissions combined 123–93 g/km.

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manufacturer news

New Kia and Citroën models set sights on Nissan Juke ia and Citroën have announced plans to launch K compact crossovers later this year, providing rivals to the Nissan Juke.

Based on the Rio supermini platform, the Kia Stonic draws on styling from Kia’s Sorento and Sportage SUVs, including the familiar ‘tiger nose’ grille seen in the design sketches, with Kia placing a strong focus on its Europeanled design and vast array of customisation options.

The announcement of the Kia Stonic comes as sister brand Hyundai gives more details on its Kona compact crossover, also due this year. As well as 'dramatic styling' there will be four-wheel-drive options and the possibility of an EV version.

eanwhile Citroën is evolving its C3 Picasso replaceM ment from an MPV to an SUV as it also targets the hotly contested compact crossover sector.

Building on the C-Aircross concept shown at the Geneva Motor Show, the C3 Aircross shares a platform with the new C3 but is 20mm higher, while also bearing an elevated driving position and crossover styling. The C3 Aircross is also said to bring class-leading head- and legroom and boot space of between 410-520 litres rising to 1,289 litres maximum – compared to 354/1,189 litres respectively for the Juke.

Karl-Thomas Neumann steps down as Opel CEO

Jaguar Land Rover to supply Lyft drivers with fleet vehicles

auxhall/Opel CEO Dr Karl-Thomas Neumann has stepped down from his position and will leave the company once its sale to PSA Group has completed.

Dr Neumann will remain a board member in the interim, while the role of speaker of the management board and CEO passes to Michael Lohscheller with immediate effect.

Mr Lohscheller, appointed via a unanimous vote, has served as CFO since September 2012.

Posting on Twitter, he added: “Congratulations, Michael Lohscheller. Opel is getting a good CEO who knows the company perfectly. That’s the good story of the day.”

Carlos Tavares, chairman of the managing board of PSA Group, commented: “We fully support the decision to appoint Mr Lohscheller who will be surrounded by Opel’s best talents to bring Opel/Vauxhall to new horizons for the benefit of its employees, customers and partners.

“My personal interactions with Michael have been extremely positive, where he has shown a great deal of insight of Opel and Vauxhall, as well as a solid understanding of the international marketplace. I am enthusiastic about the idea of contributing to the rebirth of Opel as a sustainable German-based company within Groupe PSA.”

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aguar Land Rover has become the latest carmaker to invest in the ride-sharing sector with the announcement that it is to take a $25m (€22.3m) stake in US firm Lyft.

The deal, made through JLR’s InMotion mobility services business, will see the carmaker supply Lyft drivers with a fleet of vehicles while the two firms will collaborate on mobility services including testing autonomous vehicles.

The deal follows Lyft’s announcement that it’s teaming up with nuTonomy, a developer of self-driving car software, to run a trial on self-driving electric cars in the US, and the ridesharing firm has also partnered with Waymo, Alphabet’s self-driving car company, in the last couple of months on new self-driving products.

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For the latest news, visit internationalfleetworld.com

New VW Polo brings extra space and tech

fleetinquotes a few soundbites from a month in fleet

It was a difficult personal decision to not continue with the Opel/Vauxhall team when it transitions to Groupe PSA. I am proud of the team for all we have accomplished so far and have no doubt that the move to PSA will make Opel/Vauxhall an even stronger and more successful company in the future.

“ olkswagen unveiled its latest-generation Polo in Berlin last month, with the new model taking a step up in space and technology.

Underpinned by a new platform, as used in the latest SEAT Ibiza, the Polo – now only available as a five-door hatchback – is wider and over a longer wheelbase than the Mk4 Golf launched in 1997. A relatively large car in its class, it measures just over four metres from bumper to bumper, bringing improved interior space, with more headroom in both the front and back than the Mk4 Golf, and a 25% increase in boot capacity between Polo generations.

Launch engines available in Europe include four petrol and two diesel engines, all equipped as standard with start/stop system and regenerative braking and with power from 65hp to 150hp. Depending on the market, the line-up also includes a new 90hp 1.0 TGI natural gas engine.

New options on offer include the Blind Spot Detection lane change system with Rear Traffic Alert, the semi-automated Park Assist system for exiting parking spaces and a ‘manoeuvring function', and the Polo also marks the first Group model to debut the new-generation Active Info Display.

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Dr Karl Thomas Neumann, outgoing Opel/Vauxhall CEO

We will strive to achieve the technological establishment of Level 4 automated driving for personal car use by around 2025.”

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Honda president & CEO Takahiro Hachigo

Raft of changes for 2018 Skoda Superb koda is updating its flagship Superb model for 2018 with new infotainment, comfort and driver assistance features.

Available to order now, the revised family saloon now gets Skoda’s Care Connect emergency assistance as standard from the Ambition trim upwards while the display of the Columbus navigation system has grown from eight to 9.2 inches and the Swing system from five to 6.5 inches.

Superb drivers can now make use of the Connect App and Skoda has also updated the Park Distance Control system with the Manoeuvre Assist extended function, which now detects obstacles in front of the vehicle.

Prices for the updated Superb start from €23,053 OTR for the hatch 1.4S, compared to €22,932 previously.

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ABAX is one of Europe’s fastestgrowing technology companies, with a clear market leading position in the Nordic telematics industry. Given Investcorp’s experience in the telematics industry, we believe we are the right partner to help ABAX achieve its full potential.

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Fahad Murad, managing director at Investcorp for Bahrain

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environmental news

Continental cuts charging times and incompatibility ontinental has developed a new charging system which uses the vehicle’s motor and inverter to offer faster top-ups and much wider interoperability.

The AllCharge system was designed to address the ongoing issue of multiple, non-standardised charging point connectors, as well as to significantly increase the speed at which plug-in vehicles can top up as battery capacities continue to grow.

Continental said the idea stemmed from modifying the motor and inverter – existing drivetrain components which already switch between DC and AC power – to assist with charging. On an AC unit, current is directed through the motor to the inverter, which turns it into DC before it goes to the battery, while a DC charge goes straight through the inverter.

In turn, this means AllCharge can offer a much wider range of charging speeds through a single connector, from single to three-phase AC typical of home, office and slower public chargers, to high-power DC rapid charging, depending what it’s plugged into. The only additional component is a DC/DC convertor, to regulate the power flow to the battery.

Continental said this enables vehicles 12-times faster top-ups on inner-city AC charging points – as high an output as today’s rapid chargers. The system can also take a 350kW charge from a DC charger, which is seven times the output of today’s rapid chargers and adds around 96 miles of range in five minutes.

The technology also enables vehicles to offer a 230-volt on-board power supply; enough to run equipment such as a laptop, powertools or even a fridge. Features which would make it attractive in the commercial vehicle sector.

Dr. Martin Brüll, Continental‘s project manager for powertrain, technology & innovation, explained: “What was always lacking up until now was some sort of universal solution capable of working with any type of charging station. Such a universal solution is now available in the form of AllCharge.”

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New battery tech offers refuelling in minutes esearchers in the United States have developed a new type of battery pack which could provide much faster ‘refuel’ times than using a charging point.

Created at Purdue University in Indiana, the Ifbattery is a ‘flow battery’ and requires a replacement of fluid electrolytes once its range is exhausted, a process which is similar in speed and simplicity to filling up a tank of petrol or diesel.

Refuelling is said to be safe, affordable and environmentally friendly, it doesn’t require conventional charging stations, and spent electrolytes could be collected in bulk and recharged at any solar, wind or hydroelectric plant.

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The university said this not only benefits drivers, who get a familiar user experience, but also suppliers who can use existing underground piping, delivery and dispensing sites. It also removes the need for membranes, which are where much of a battery’s traditional cost and vulnerability stems from.

“Membrane fouling can limit the number of recharge cycles and is a known contributor to many battery fires,” said John Cushman, a professor at the university. “Ifbattery’s components are safe enough to be stored in a family home, are stable enough to meet major production and distribution requirements, and are cost effective.”

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For the latest EV news, visit evfleetworld.com

in brief

Samsung SDI to build EV batteries in growing European market amsung SDI has opened its first European electric vehicle battery factory in Hungary, capable of building 50,000 units a year to support what’s said to be a fast-growing local market.

The 330,000 square metre site near Budapest will begin production in the second half of 2018 and gives the South Korean company a manufacturing base near BMW and the Volkswagen Group, both of whom are customers.

Batteries would previously have been imported from factories in South Korea and China, which can now focus on local markets. Samsung SDI said the site cuts logistics costs and enables it to better serve its customers in Europe, where environmental policies are driving growth in plug-in vehicle sales.

“State-of-the-art technology of Samsung SDI will be applied to batteries to be made in this plant in Hungary. Batteries are one of the most important parts supplied to global car makers. I expect the plant to contribute much to the growth of the European electric vehicle market,” said Samsung SDI president, Jun Young-hyun.

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Tesla previews compact electric crossover

BlueCity EV sharing scheme launches in London Bollore Group subsidiary, BluePoint London, has launched its BlueCity London EV sharing scheme in London, following a pilot in Hammersmith and Fulham.

Mirroring the Group’s AutoLib service in Paris, BlueCity will operate 50 cars in four boroughs by September, available to book via an app and charged using the Bolloreowned Source London network.

£8.2m funding for Scottish EVs Businesses and individuals in Scotland can now access an extra £8.2m funding for electric and low carbon vehicles under the second phase of the country’s Switched On Scotland Plug-In Vehicle Roadmap. The scheme will offer interest-free loans for vehicles, encompassing everything from scooters to heavy goods vehicles.

Heathrow bolsters plug-in fleet

esla has released a teaser image of the Model Y, an electric crossover due in 2019 as a rival for cars such as the Audi A5, BMW X3 and Jaguar I-PACE. The newcomer is expected to outsell the forthcoming Model 3, a compact-executive EV, and will be built at a new factory, as CEO Elon Musk said the existing site in Freemont, California, is already at capacity.

Musk said he thought Tesla had “made a mistake in trying to derive the Model X from the Model S platform. It would have been better to just design an SUV the way an SUV should be designed, design a sedan the way a sedan should be designed – otherwise you’re trying to shoehorn something in that doesn’t make sense.”

Tesla also used the event to preview its new semi-truck, due to be unveiled at the end of September with a working prototype.

in numbers

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London’s Heathrow Airport has deployed 17 Nissan LEAFs as part of a commitment that all cars and small vans in its own fleet are electric or plug-in hybrid by the end of 2020. Around 8,000 vehicles are licensed to operate airside at Heathrow, with the airport planning to deploy ultra-low emission standards for all airside vehicles by 2025.

Deutsche Post to produce electric Ford Transit Deutsche Post DHL Group and Ford are partnering to produce electric vans for the courier firm’s urban delivery fleet from 2018. The joint project between group subsidiary, StreetScooter GmbH, and Ford-Werke GmbH will start production in July 2017, with at least 2,500 vehicles deployed before the end of next year.

40% China’s share of the world’s EV market in 2016.

108,641 Electric and plug-in hybrid vehicles registered in the UK – up 91% on two years ago.

Source: Department for Transport

Source: International Energy Agency

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The new E-Class All-Terrain.

Get your morning coffee where it is grown.

Masterpiece of Intelligence. Equipped with the AIR BODY CONTROL air suspension system and the 4MATIC all-wheel drive system, every day it ensures that your route does not become routine. mercedes-benz.com/fleet

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business news

Société Générale launches IPO for ALD ociété Générale has placed 20% of its ALD Automotive subsidiary in an initial public offering (IPO), raising €1.2bn.

Reported by Reuters, the IPO – which is France’s biggest in more than 18 months – is intended to accelerate development of ALD and, according to the news agency, values ALD at around €5.78 bn.

The sale includes an over-allotment option, which would increase the size of SocGen's stake sale to 23%, raising €1.3 bn.

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ABAX acquired by Investcorp ahrain-headquartered private equity firm Investcorp has completed the acquisition of Norwegian telematics firm ABAX Group for approximately NOK 1.8 billion (€190m).

Founded in 2003, ABAX has developed a range of fleet tracking, electronic triplogs, equipment and vehicle control systems and order management systems and has operations across the Nordic region as well as in Poland, the Netherlands, the UK and China.

In a statement, Investcorp said it plans to support ABAX’s international growth, both organically and by add-on acquisitions, further expanding its customer base into new markets.

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Next iPhone update to block distractions while driving pple’s new iOS 11 update for the iPhone will bring a new feature to help fleets cut down on driver distraction.

Revealed at the company’s Worldwide Developers Conference in San Jose, California, the latest update will include a Do Not Disturb While Driving feature, which will enable the iPhone to detect when users are driving and automatically silence notifications to keep the screen dark and avoid the temptation to check the phone. Drivers will also be able to activate an auto reply feature for contacts listed in Favourites.

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EU sets target to reduce serious road injuries uropean Union transport ministers have formally agreed a target of halving the number of people seriously injured on EU roads by 2030 from their 2020 level.

The agreement marks the first time the EU has set a separate pan-European target to reduce serious road injuries, complementing the targets that have been in place since 2001 to reduce deaths, and follows the landmark publication last year of figures for the number of people seriously injured on Europe’s roads, which stood at 135,000 in 2014.

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in brief ALD acquires Merrion Fleet in Ireland ALD is to establish full service leasing operations in Ireland with the acquisition of Merrion Fleet. The deal, made for an undisclosed amount, forms part of ALD’s development strategy, which has also seen the leasing giant announce the acquisition of Spain’s BBVA Autorenting in the last couple of months, and expands its direct global presence to a total of 42 geographies.

Zipcar launches car sharing service in Taiwan Zipcar has expanded into Asia for the first time with the launch of its car sharing service in Taipei, Taiwan. The service gives residents of Taipei ondemand access to a choice of cars, including the Volkswagen Golf, Audi A1, Ford Focus and Ford Fiesta, and small vans such as the VW Caddy.

Europcar Group to acquire Goldcar Europcar Group has signed an agreement with Investindustrial to acquire car rental firm Goldcar as it looks to strengthen its position in the European low-cost segment.

The deal follows Europcar’s recent transactions with its Irish and Danish franchisees and the acquisition of Buchbinder in Germany in May.

Hertz and Aeroméxico ink global deal Hertz has signed an exclusive global partnership with Aeroméxico to offer Hertz, Dollar, Thrifty and Firefly car rental to the airline’s customers.

The deal will give Aeroméxico passengers preferential rates when booking car rental with either Hertz, Dollar, Thrifty or Firefly directly from Aeroméxico.com, across all of the airline’s worldwide destinations.

WORLDWIDE INNOVATION BY ALD AUTOMOTIVE

BENEFIT FROM ALD AUTOMOTIVE’S GLOBAL COVERAGE TO RUN YOUR BUSINESS SMOOTHLY IN 54 COUNTRIES ACROSS THE WORLD. ALDAUTOMOTIVE.COM

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SPOTLIGHT Mazda CX-5

Big hopes for Mazda’s compact SUV As the current CX-5 accounts for a quarter of Mazda’s global sales, its replacement has a lot to live up to, says John Challen.

If you’re sitting comfortably…

Mazda is going for increased driver engagement and comfort with the new CX5. The compact SUV claims to have a quieter cabin, improved quality levels throughout and less interference from noise and vibration. Torsional body rigidity has been tightened up by 15% and refinements to the steering, suspension and brakes have been made a priority.

Reach for the SKY Mazda has, for some time, been nurturing and developing its SKYACTIV brand and it features heavily on the CX-5’s powertrain. Enginewise there is a choice of the 2-litre 165hp SKYACTIV-G petrol and the 2.2-litre SKYACTIVE-D oil-burner, with outputs of 150hp and 175bhp.

Both Mazda’s six-speed manual (SKYACTIV-MT) and automatic (SKYACTIV-Drive) transmissions feature in the range, along with an upgraded version of the Japanese manufacturer’s intelligent i-ACTIV all-wheel drive (AWD) system.

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Let me entertain you Standard features on the new CX-5 include LED headlights, auto power-folding door mirrors, dual-zone climate control, DAB radio and a 7-inch colour touch-screen display with integrated navigation system. Sport Nav-spec models also get a reversing camera, power adjustable driver’s seat and Smart keyless entry. New features to Mazda with the new car are power lift tailgate and a head-up display (HUD) featuring Traffic Sign Recognition.

FLEET FACT CX-5 accounts for roughly 25% of Mazda’s global sales volume.

What we think...

The market for SUVs and MPVs continues to grow and therefore become more competitive. While it hasn’t always been up with the high volume players, the company manages to attract a lot of customers who are looking for premium products without paying premium prices. Similar to the likes of Skoda, it has followed a winning formula and there is no reason to doubt that the CX-5 will be a popular choice for fleet drivers across the board.

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ANALYSIS Future Business Trends

HOW BEST TO PREPARE FOR BREXIT There is no doubt that the UK’s departure from the EU will impact the automotive sector. But Brexit is just one of the uncertainties of an ever-changing industry, explains Justin Benson.

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t might not feel like it to everyone, but UK manufacturing faces a bigger issue than just dealing with Brexit in the coming months and years. The sector is going through an age of disruption and the implications are huge.

Brexit is just one part – there are factors such as digitalisation and the introduction of Industry 4.0, as well as servitisation – in the future you’re more likely to buy a ‘package of travel’ rather than just a car, which gives you more flexibility and short-term opportunities (similar to a package holiday). The fleet world will benefit hugely from this because they will be able to manage the product – rental and leasing will become words of the past and consumers will subscribe to a journey outcome.

Purchasing a ‘bundle’ of services that provide a safe, secure enjoyable experience in arriving at your destination.

The relationship between manufacturer and dealer will change, as will the relationship between dealer and customer. You will get new entrants into the market and fleet managers – who control a large amount of the car parc – could move to these models quickly and provide packages, rather than vehicles to customers. Fleet companies will therefore start to think about what their brands mean. Insurance companies could collaborate or merge with fleet service providers or vice versa.

And this is all before you contemplate the manufacturing element. At the moment production decisions are made based on a differentiated view of how the management think their product performs in the market. If we move to autonomous vehicles or packaged mobility, how important will it be if the product has a BMW badge, for example?

Could the same product be as successful, in terms of volumes, with a Hitachi badge instead? In addition, manufacture of the vehicles could be done cheaper in

I

one place, such as India, with the money coming from how these products are marketed to consumers and users.

it builds the right infrastructure – it could steal a march on everyone else.

Will the UK be OK?

“The biggest issue is uncertainty. We don’t know what kind of deal the UK will get with the EU, and realistically, the earliest we’ll find out with any reasonable certainty will be October 2018.”

The Brexit in the room Brexit is something we have to deal with, but it’s potentially a relatively small issue for a company when you think that its business model could be overhauled in the next 3-5 years, based on the plans outlined above. Could we cope with extra levies and slightly higher priced vehicles? Probably? Could we cope with the fact that cars that have customers waiting get held up at a port? Yes, a lot of companies are already going through this. A much bigger issue is having to cope with any sort of change to the business model and approach that has already been implemented and is seemingly working well.

It’s likely that richer, more developed countries will see these changes initially, but you’ll probably see more widespread use more quickly in the developing regions, such as India and China. They could possibly leapfrog the current technology and the result will be the emergence of a self-charging electric vehicle that gets you from A to B quickly, with the ability to manufacturer such a product already in place. The early adopters will be the western world, but Southern Hemisphere countries could catch up very quickly. Especially India because if

For British manufacturers, weaker sterling implications have been very positive for manufacturers who are exporting – and profits of exporting companies such as JLR have been boosted. The higher input costs due to imports have been slower to market than I thought they would be. Inflation is obviously up, but I believe it could be topping out – partly because of lower fuel costs, but also because you get a balancing act going on in commodity prices. We are finding roughly 50% of companies are absorbing the extra cost and the other half are passing the increases on in higher prices. Ultimately, prices are creeping up but will balance out over the year. There has been a boost for exporters and the big message is that if you’re not exporting you should be – and if you are exporting, you should be looking at how you can increase those exports. Global markets outside the EU are growing, and demand for British manufactured products is increasing.

The biggest issue at the moment (even more so after an election resulting in a hung parliament) is uncertainty. We don’t know what kind of deal we will get with the EU in 2019 and, realistically, the earliest we’ll find out with any reasonable certainly will be October 2018. With this in mind, KPMG has created a timeline for everything that companies need to be doing between now and May 2019.

My general view is that Brexit will be tough because there will still be uncertainty in March/April 2019 in terms of what happens within the European Union. We might end up with no deal at that point which interestingly means much less uncertainty.

However, companies should be prepared for it. If you are moving cars across borders, there may be new levies

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ANALYSIS Future Business Trends

HOW BEST TO PREPARE FOR BREXIT →

that are added to the cost of the finished product, and component manufacturers may experience multiple levies due to complex supply chains that mean components cross the UK border multiple times, potentially adding to increases in car pricing in the future.

My bigger concern is non-tariff barriers. If, on 1st April 2019 – or whatever the official date of ‘independence’ is – you are moving products from the factory to the border to go across the channel, there will be French and British officials who might not know what to do. There might well be discussions about what needs to be done, but they won’t be automated and we probably won’t have enough people in place to cope efficiently with the level of trade.

Therefore, continued uncertainty on the ground, suggesting increases to lead times and delays. In getting paid as well as product delivery. Over time we will overcome these difficulties but ‘frictionless trade’ will take time to implement in a new trading environment with the EU. Cash flow managment and the right financing of your company will be key to minimising the effects of delays or additional tariffs.

Uncertainty is the main issue at the moment – I was with four manufacturers recently at a dinner and all four said they were investing in training, plant, people and skills. They were doing all of those things because they didn’t know what else to do. When they know the situation, that is when they said they will cut their cloth to suit.

But there are positives You’d be forgiven for thinking it is all doom and gloom with the Brexitshaped cloud hanging over the UK. Clearly there is uncertainty, but there is also opportunity. The world is growing

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further in America, because of the foreign exchange and that they are set up to deal with outside the EU. There are a lot of positives about this and many will see it as a wake-up call. It is acting on ideas that many companies thought about – but Brexit has made them focus their minds a little. We had one client who found they had land in Romania, so decided to build a shed. They don’t know what they are going to do with it, but they have options and a ready-made facility to either store, manufacture or create products. It is a low-risk decision and it sets the company up when it decides which direction to go in the future.

Think outside the box again, the economic outlook is good and I think there will be increased demand for UK products. We don’t know the relationship with the EU yet, but if we come up with a way of continuing to serve our EU customers, while remembering that it is a big world out there with the likes of the USA, South America and China and India, there are huge opportunities.

Understanding your relationship with those countries will be increasingly important to get good value components – and therein lies the opportunity. If I have a warehouse in the UK that serves European customers, could I move it to mainland Europe – so that it continues to serve those customers? Then I wouldn’t have any nontariff barriers and I free up capacity in the UK to serve customers all over the world.

That is the kind of opportunity that Brexit is offering. If you think of the world as growing, then you have export markets. If you consider the EU staying broadly stagnant, you have the same customers in Europe and then you also have more potential for everyone outside the region.

Manufacturers I’ve spoken with are already at this point, with some investing

Now is the time to start scenario planning and looking at all different alternatives – use the uncertainty to implement efficiency measures. Longer-term, if you are in the fleet business and the proportion of UK cars are premium, our numbers are saying that hit could rise in the future, so it’s a good opportunity.

The right location is essential – close to your customers and have you the opportunity to look at new areas.

Customs and transfer pricing is something else to consider – looking at prices to accept from the EU and what to charge to countries. There is a lot of legal and regulatory literature around the subject, which is partly why the free trade agreements will be complicated to negotiate. Cash and working capitial is possibly the most important part – if you don’t have cash you can’t operate. Ask yourself if you are financed correctly?

Have you got the right amount of cash in order to give yourself a buffer in case you do hit those non-tariff barriers and you’re not getting paid as quickly as you are now? And make sure you’ve got enough money to invest in new facility.

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INTERNATIONAL

FLEETW RLD

Regulatory impacts On one hand, EU emissions legislation comes into force in 2021 and if the vehicles don’t meet these targets, there will be fines to pay if the cars are sold to or manufactured in the EU. But if we come out of the EU will we be hit by those regulations? No, but if you want to sell vehicles in Europe you have to meet those regulations.

When it comes to connected car standards, there are also questions to be addressed. How many will there be? Will the UK have it’s own? How will it work? Cyber security is a huge one, especially with autonomous vehicles. You can imagine people reading or working in vehicles and due to being ‘hacked’ they end up miles away from where they should be! A lot of the regulation around tax will require renegotiation as well as the products themselves – there are ways around it, but it’s whether or not the EU will accept that the UK will continue to make acceptable products. If they do, it will be relatively easy, but I don’t think that is going to be revealed in the next few months. All of this will have to be in place by late 2018, the issue is whether the EU can decide to extend the two-year period to three or four years. The subsequent question to that is whether there is the political will in the UK to accept that…

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FEATURE Fleet Management

Predicting the future of fleet During Shell’s Make The Future exhibition, senior company figures were quizzed on a wide range of topics that are driving commercial vehicle and passenger car fleets. John Challen reports from the London event.

leets and fleet managers continue to be put under pressures from all angles – whether it be headaches regarding regulation, finances, environmental issues or the need for greater efficiency. However, technology, systems and knowledge of the market is growing and improving all of the time. So when some senior figures from Shell and associated companies spoke to a select audience in London, there was plenty of good news and positivity for the future.

F

the expert panel Scott McGregor, retail B2B sales manager, Shell

Christoph Domke, director, commercial vehicles, mobility practice, Frost & Sullivan

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Eliron Ekstein, chief operating officer, FarePilot – a Shell-backed digital venture

Michael Copson, hydrogen business development manager, Shell

FEATURE_Shell_IFW_July2017.qxp_Layout 1 23/06/2017 17:47 Page 2

Current and future trends Eliron Ekstein:

Scott McGregor:

Digital technologies are a major trend in the market. For example, it is now easier than ever to hail a cab driver thanks to the likes of Uber and similar systems. The same can be said when you are in control of your own vehicle. In the fleet world, driverless technology and other associated systems will remove one of the largest costs in the future – that of the cost of movement.

Another trend we are seeing in the commercial sector – albeit at a slower rate than has been witnessed in the passenger car market – is the emergence of the electric vehicle. The move to cleaner fuels has enabled manufacturers to get behind EVs, highlighting the potential benefits of lower costs of ownership and the environmental advantages.

Shell is responding to the market trends by investigating what customers and fleet managers actually want. When it comes to alternative fuels, for example, the company has a diverse portfolio of products such as hydrogen, CNG, diesel, LNG and others, which often results in a conversation about which one comes first.

If we take our work with LNG and hydrogen, the development of these sites have been influenced by the market and we have been looking at what people are prepared to pay for their fuel. We see a mix of vehicles in different areas that are running on one source of fuel, whereas other vehicles that run long-distance duty cycles will be powered by alternative sources.

We are constantly looking at new technologies, products and services that might be available – and also investigating how these products can help fleets improve the way they operate.

Christoph Domke: Connectivity will be a major part of the business world in the future. A lot of technologies have already made a big difference to trucks on operators’ fleets – systems such as 360° vision cameras, for example. Beyond this, platooning will be a big area to watch over the next five years, with one of the big questions being how can fleets make money out of it.

One other topic that is gathering a lot of interest is the health of the driver – any efforts that OEMs are making would be very much welcomed by the industry because with driver shortages, we need to see some positive news of new drivers entering the industry.

Hydrogen and alternative fuels Michael Copson: People have said that hydrogen is the fuel of the future for some time now, but the costs have to come down before that can become a reality. Platform sharing has helped – and the political arena it has been useful – but it remains a major challenge and a struggle to persuade people to decarbonise.

As a result, any policies that help drive it as we aim to make cities cleaner and further reduce emissions is welcomed.

renewals showing there is confidence in the systems. The autonomous vehicle aspect is important to reducing costs because nine out of 10 accidents are caused by human error and we would like to see this reduced by at least 70%.

It’s slightly terrifying for us when we think about the future of fuel stations because we will have such a range of fuel sources – and then separate filling stations for hydrogenpowered vehicles. Trying to service fleets that have such a diverse range of fuels will be a challenge, but we will be ready.

Christoph Domke: The announcement by Tesla that it was thinking about electric commercial vehicles made a lot of manufacturers sit up and listen – and it also brought forward plans by at least two of them that they had for EV trucks. That is an indication of how seriously the industry is taking the rise of electric commercial vehicles.

Scott McGregor: We’ll overcome barriers that prevent the uptake of EVs – such as the infrastructure – in the US and Europe, because it is our goal to reduce CO2 levels and make cities cleaner. For hydrogen it might be a bit too early to say when an established infrastructure would be possible, but we have a number of opportunities to support platooning and wireless connectivity to reduce emissions and costs. Then there is the safety element – we will continue to see great strides here and we believe challenges to be overcome quickly, with fleet

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FEATURE Fleet Management

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Battery technology Michael Copson:

If the upward trend of demand for electric vehicles continues, there is a chance that it could impact on lithium resources and therefore the cost of batteries. Trucks powered by batteries still represent a major challenge, but electrification of them has not been considered before, so there are still potential breakthroughs to be found and considered. Light trucks and vans will still make more commercial and economic sense because many are typically running no more than 100km a day, which suits the technology.

Data/digital transportation Eliron Ekstein: Data is essential to decision-making and plays an important role in running vehicle fleets. If you are driving or operating a fleet, you need to have accurate data and the industry recognises this and is moving towards making more data available.

Christoph Domke: There are two issues that we are currently facing regarding

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data management. First is the number of data points, which is constantly increasing. Many drivers and fleet managers don’t know how to use it or interpret it, which means that they are not able to use it to its full potential. The second issue is that the delivery of data is different according to the provider or system that is supplying the data. There needs to be better methods of filtering the data and educating drivers on how best to use it. This is where a lot of companies can help.

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FLEET FOCUS Brazil

Brazil’s on the road to recovery Autorola Brazil – through its online inspection and remarketing portal – is helping combat corruption, says country manager Marly Fialho Kierulf.

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fter a five-year economic downturn in Latin America it is expected that economies will continue to stabilise and drag themselves out of recession in 2017, with Brazil likely to recover the quickest. A rise in output of 11% is estimated

by Anfavea, Brazil's automotive association, based on a small GDP growth, continued low interest rates and rising export demand.

Car companies are starting to announce investment again in the area with Toyota Motor Corporation and General Motors both announcing plans to pump money into Brazil.

Toyota is investing US$177m in its Porto Feliz plant to start producing engines for its Corolla model range, while General Motors’ Chevrolet brand is investing US$3.8bn in developing new models.

The manufacturers are keen to be in a position to take advantage of increased export opportunities in the Latin America region as well as growing home market sales. Brazil’s economy is set for the biggest growth in the region of 8% year-on-year until 2021.

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THE BRAZILIAN FIGHTBACK Brazil’s automotive industry has been hard hit by the region’s economic downturn with a fall in production of 11% in 2016 to 2.16m from a high of 3.7m in 2013 and a reported production capacity of just 42% of its capacity of five million.

Ford still refrains from investing further in Brazil; VW South America is hopeful of sales stabilising and Toyota is struggling to make profit in Brazil in 2017. The top five new cars sold in April gives some idea that small low cost cars are popular new cars currently.

The top five cars in Brazil (April 2017) 1. Chevrolet Onix 2. Hyundai HB20 3. Ford Ka 4. Renault Sandero 5. Volkswagen Golf One key area that causes challenges for companies in Brazil is the high levels of corruption in all areas of society, but Autorola Brazil has turned this to its advantage. After many years of meetings with the key car makers, dealers groups, rental companies and leasing providers demand for its vehicle inspection and online remarketing portal are reaching record levels in 2017.

The company decision maker likes the transparency that our connected range of vehicle inspection and online remarketing products has to offer. They like the fact that everything is open and transparent, right from the recording of an inspection of a car and upload of a vehicle’s condition to the sales portal to the vehicle payment process. As such Autorola Brazil is more than just an intermediary of remarketing of vehicles.

We present a demobilisation process, reflecting core attributes such as transparency, flexibility and accuracy. Our experience in Brazil follows according to our HQ and the culture of Denmark.

And they like the fact even more that Autorola is a Danish online business and that there is very little or no corruption in its home country. It gives them a confidence to use and trade on our online channels.

The Chevrolet Onix was the best-selling car in Brazil in April 2017.

“The top five new cars sold in April gives some idea that small low cost cars are popular new cars currently.”

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FLEET FOCUS Brazil

Marly Fialho Kierulf Autorola Brazil country manager.

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CONTINENTAL LINKS European car companies, pharmaceutical fleets, rental and leasing companies as well as fleet owners are now investing extra time and resource to work with suppliers such as Autorola. The value of transparency is getting more and more appreciated and mandatory to fight corruption. We defend a new vision of the vehicle demobilisation process, offering proposals that follow the whole chain of strategic solutions that go beyond mere resales through IT intelligence for the demobilisation of semi-new and used vehicles.

On the back of a falling new market, the used car sector has continued to thrive with strong demand for smaller, low value used cars, eg from Toyota and Hyundai and at the other end of the market prestige brands such as Audi, Mercedes, BMW and Volvo and even Ducati motorcycles.

A car has an optimum used value at less than two years old and less than 30,000km on the road and the prestige stock is generating between 79% to-88% of Fipe (eurotax).

The lower and middle classes have been most affected by a recession but the upper classes continue to demand higher value prestige cars. For many months we could have sold double the amount of prestige used cars on our portal.

THE AUDI EXPERIENCE Since 2014 Autorola Brazil has started doing inspections and online remarketing through Sales Cascade programme for Audi Brazil’s management, press and HQ demonstrator cars.

The used cars are inspected anywhere in the country using Autorola’s online inspection system. The used cars are then uploaded onto the Autorola Brazil portal complete with images and a detailed breakdown of the car’s condition.

Autorola works with Audi to fine tune prices to ensure stock is priced perfectly to tie in with market conditions before the cars go live. The three stage cascade auction offers the used Audis to its franchise dealer network first and then those that

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Paul Dieter Lundberg Used cars manager at Audi do Brasil.

aren’t sold, normally around 10-15%, are then offered out to Autorola Brazil’s 6,000 active b-2-b buyers.

“Generally cascade sales have a conversion rate of 100% as buyers trust the process, the declared condition of the cars and know that they will only take delivery of the car once the funds have passed to the vendor. We as a vendor are in turn very happy. Once again at the transparency at the process, including receiving payment before the car is delivered from a registered Autorola Brazil buyer and ultimately we like the prices that we have been achieving,” says Paul Dieter Lundberg, used cars manager at Audi do Brasil.

“Prices achieved have been at around 75% of a car’s original cost, which is very strong. Importantly the reports that Autorola Brazil sends to the vendor every time the events are over, trace the car’s life from when it is registered to when it is sold and who the buyer is. And if there is a query from a buyer, Autorola Brazil manages that in close co-operation with the used car team. The human element supporting the predominantly online proposition works well,” adds Lundberg.

CLEAN CAR BUSINESS Autorola is now turning its attention to the rental and leasing industries as they are also keen to run a corruption free disposal operation. In July and August Autorola has been tasked with selling a few hundred used cars quickly to free up the vendor’s cashflow and is just about to enter into an agreement to manage the inspection and remarketing of a major rental buy back deal.

We are doing out bit with our customers to ensure that good wins over evil. We hope the entire market will come round to Autorola’s way of thinking in the next few years. Ultimately the automotive market is a big part of Brazil’s industrial success story so it would be good to see that it was the first to achieve a zero corruption status with our help.

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Source: FocusEconomics

Brazilian economics

lthough GDP improved notably in Q1 thanks to a record harvest of soybeans and improved sentiment, overall conditions are still weak and incoming data is mixed. Industrial production improved in April but growth remained slow, however, the current account recorded a solid surplus while the manufacturing PMI rose in May. The sharp increase in political uncertainty led FocusEconomics analysts to downgrade Brazil’s outlook this month.

The panel sees GDP expanding 0.5% in 2017, which is down 0.1 percentage points from last month’s forecast. The recovery is seen gaining speed in 2018 and GDP should increase 2.2%.

Retail sales (excluding cars and construction) rebounded in April after falling in March. Sales rose 1% from the previous month in seasonally-adjusted terms, which contrasted March’s revised 1.2% decrease (previously reported: -1.9% month-on-month) and overshot market analysts expectations of a drop. The rise is a positive sign and points to recovering activity in the battered economy.

On an annual basis, retail sales increased 2.0% in April, which was an improvement from March’s 3.2% decline. As a result, the trend rose and the annual average variation in retail

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sales came in at -4.6% in April, above March’s -5.2%.

Panelists participating in this month’s LatinFocus Consensus Forecast expect retail sales to increase 0.7% in 2017, which is up 0.3 percentage points from last month’s forecast. For 2018, the panel sees retail sales growing 2.8%.

In April, industrial production rose 0.6% from the previous month in seasonally-adjusted terms, which contrasted March’s revised 1.3% fall (previously reported: -1.8% month-on-month). The result overshot market expectations of flat growth as manufacturers gradually recover from Brazil’s deep recession. Behind the upturn were gains in the production of intermediate and capital goods.

Looking at the wider issues in the country, testimony from a corruption scandal implicated President Michel Temer directly in May, unleashing a political bombshell in Brazil and casting doubt on whether Temer will fulfil his term.

Although Temer has held onto power so far and was cleared by the top court of accusations that he violated campaign finance laws on 9 June, he is deeply unpopular and the government’s implication in a corruption scandal is threatening its stability and effectiveness. The political chaos bodes poorly for the economy’s battered recovery as reform momentum will likely slow as politics takes centre stage.

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FEATURE Accident Management

Improving safety on the streets Accident management has become a crucial area of any modern, forward-thinking eet’s operation, says Craig Thomas.

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ith the need to minimise downtime so important to managers, the use of a specialist accident management company to not only efficiently and effectively deal with the aftermath of a collision, but also to save operators admin time, has become an increasingly essential element to the smooth running of fleets.

But accident management itself is constantly evolving, in order to keep up with changing legislation that affects corporate vehicle use and take advantage of new technologies available to manufacturers and fleet operators. As a result, accident management is now a field that has become so much more than reacting to events on the road.

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Vehicle availability Matt Cranny is the UK operations director for ARI, a company that employs over 2,800 people in North America, the UK, Europe and Hong Kong to manage over two million vehicles worldwide.

There is specific support for commercial vehicles, trucks and vans and Cranny explains the importance of vehicle availability is growing. “That’s the key difference between our customers’ truck and van fleets compared to the more traditional company car,” he says. “While controlling repair cost is still important, on the commercial side that is seen as a hygiene factor. Our true values are about how we can increase vehicle availability and reduce downtime.

“This situation, in turn, is not just about managing the downtime when a vehicle has had an accident, but using data and insight to understand what you can do to prevent accidents from

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FEATURE Accident Management

Improving safety on the streets →

occurring,” continues Cranny. “We try and work out which drivers may be high risk, or if it’s a particular cost centre or depot, or even the fact that a particular type of vehicle may not be right for the region of the country it operates in. We can even take it to the level of identifying where the vehicle is operating – are the particular types of incidents occurring because vehicles are ‘clipping’ fixed objects or hitting pot holes as they travel in and out of locations? The story is always in the data, and being able to mine this and turn it into actionable insight is key.”

Trial by telematics The wider availability of – and advances in – fleet telematics has therefore been a significant factor in the development of what the accident management industry can offer its customers in the fleet sector.

However, it's the analysis of the data collected by fleet telematics systems that is crucial here, as Cranny outlines.

“It's about turning all the data that’s

collected into real insight. The key for us is not about whether it's interesting, but whether it's useful and actionable.

“So, for example, at ARI we can interface with any telematics system. We can import telematics data with our Riskmaster product to support the driver’s overall risk profile,” explains Cranny. “Our work is based on criteria agreed with the customer and starts from the basic question of ‘Do they have the right licence for the vehicle they are driving?’ through to tailored specific profiles based on the customers’ business needs.

“We can then use Riskmaster to generate specific scoring for drivers and agree intervention programmes, that range from online and on-road driver training to having conversations regarding their suitability to drive a vehicle.”

Risk management platforms such as these are now an integral part of the offer from accident management companies. These products can take data from a variety of different sources to help fleet managers minimise the likelihood of downtime-creating incidents.

“ The story is always in the data, and being able to mine this and turn it into actionable insight is key.”

Bodyshop skills shortages could undermine downtime reduction Accident management is proving a highly useful tool for fleet managers to help them minimise downtime, but sometimes that is out of their hands. Skills shortages in workshops and service centres, for example, could prove a pinch point in the process of getting a fleet vehicle back on the road after a collision.

“One of the big challenges I see for the industry is potentially for the repairers to find the skilled labour to fix vehicles,” says ARI’s Matt Cranny. The shortage of skilled technicians is a problem across many industries, but I see particular challenges within the bodyshop industry.

“Hopefully, [initiatives such as the UK government’s] modern apprenticeships funding introduced in May will help address this and we are always working with suppliers to ensure they have a robust and sustainable business, including having recruitment and training of skilled technical staff.

“But it is a challenge across the entire automotive industry and, given the fact that in general, labour rates in bodyshops are lower than labour rates in mechanical workshops for what could be perceived to be a more complex job, there is a specific challenge in the bodyshop arena.”

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“Our Riskmaster product is the one that we’ve really been enhancing to help our customers ensure that their drivers are safe and legal to drive,” says Cranny.

“We’ve recently enhanced it to bring in Driver Certificate of Professional Competence (Driver CPC) and tachograph information from the DVSA [UK Driver and Vehicle Standards Agency] to meet the needs of our commercial vehicle customers.

“In addition to this, we also offer the ability to manage and look at the whole of our customer’s fleet in terms of accident management, vehicle funding, maintenance management, compliance management and driver risk management.

“So if you have a vehicle with a small knock, you might not want to pull it out of service to repair it: you might instead want to combine this repair with the next time it goes in for any planned maintenance. Commercial vehicles go into garages on a regular basis, so it

becomes much more efficient to take the vehicle off the road for one incident.

One-stop shop for accident management Cranny says the company has supported numerous customers in reducing their downtime average, and therefore, reducing costs, while improving vehicle usage. “Although we can’t provide exact figures, we understand what it takes and it’s all about managing the actual vehicle off road (VOR) events and preventing the number of VOR events that happen,” he explains.

“So it's not just about being a pure accident management provider: it's about being a more rounded provider, offering accident management, risk management and maintenance management,” he added.

The automotive industry is currently on the cusp of an information revolution, with telematics systems and connected vehicles being

just the start. Indeed, the cars that are currently coming to market are among some of the most complex machines ever available to be used by humans. As an indication of just how complex they now are, it's not uncommon for over 100 million lines of code to be employed to ensure the smooth operation of a car: as a comparison, the space shuttle had to make do with just 400,000 lines of code.

All the data that fleet vehicles generate – whether from telematics or components such as sensors, radar and Lidar systems and electronics – can therefore be harnessed to provide vital information to fleet operators about how a vehicle in being used and how a driver is performing. This can both improve safety and lower costs.

As Cranny says: “The biggest thing is that prevention is better than cure: preventing accidents in the first place is where the true efficiency and cost prevention can take place.”

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PROFILE BMW

The next 100 years In 2016, BMW AG celebrated its 100th anniversary with record international sales. The brand moves forward into a new century of operations with a focus on the digitalisation and electrification of future models…

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PROFILE_BMW_IFW_July17.qxp_Layout 1 23/06/2017 14:17 Page 2

Manufacturer BMW Total sales 2016 2,003,359 Headquarters Munich, Germany Global market share 3.4% No. of models 19

FIN

BMW 3 Series remains the best seller he BMW Group sold 2,367,603 BMW, MINI and Rolls-Royce brand vehicles worldwide in 2016 (+5 %). Of the total recorded Group sales, 2,003,359 were BMW brand models, exceeding the two-million sales threshold for the first time.

The compact executive 3 Series sedan was once again the best-selling BMW model in 2016, with 411,844 units sold, accounting for 20% of the brand’s total international sales. Despite the strong result, this represented a -7% downturn over the previous year. This downturn can be partially attributed to an uplift in sales of other recently refreshed sedan models, such as new 2 Series (+25%) and the increasing popularity of crossovers.

BMW 1 Series fell just short of its previous year’s sales performance, with a sales volume of 176,032 units (-3%). Nearing the end of its life cycle, sales of 5 Series were also down on the previous year at 331,410 units (-5%). However, the imminent release of new 5 Series, including a plug-in hybrid variant, should help to boost 5 Series sales significantly in 2017. Worldwide sales of new 7 Series, meanwhile, were over two thirds up on the previous year (+69%), following the launch of the new model.

The BMW X family of crossover models remained extremely popular in 2016, with sales rising by more than a fifth worldwide to 644,992 units (+22%). Sales volume growth of X1 was particularly pronounced (220,378, +84%) following the launch of the refreshed model in late 2015. BMW X3 also saw a significant year-on-year rise in deliveries to customers (+14%). BMW reported sales of more than 100,000 i models since the launch of i3 in 2013, and the BMW Group plant in Leipzig produced over 29,000 BMW i model vehicles in 2016.

Looking at sales performance by region, the BMW Group surpassed the one-million mark for sales of BMW, MINI and Rolls-Royce brand vehicles in Europe with 1,092,155 units sold (+9%). Sales in the home market of Germany were up +5% to 298,928 units, while sales in the UK also developed positively during the year, with sales rising to 252,205 units (+9%).

Positive sales volume growth was also recorded in the Asian markets. Overall, sales of the Group’s three brands in the region totalled 747,291 units (+9%), including 516,785 units sold in the key market of China. This represented an +11% uplift over 2015 sales. Total sales performance in the Americas was less positive; sales of BMW, MINI and Rolls-Royce brand vehicles fell by -7% to 460,398 units, while sales in the USA fell by –10% to 366,493 units.

Expansion work continues at the BMW plant in Spartanburg (USA) to support local sales, and in 2016, the plant set a new annual record, turning out over 411,000 units.

In terms of production volume, the Spartanburg plant is therefore now the largest in the BMW Group’s network. A new production plant in San Luis Potosí, Mexico, is due to commence operations in 2019 to further support regional sales activities.

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fleet in numbers

32% Percentage of BMW’s 2016 sales that were crossover X models.

2021 Scheduled launch of iNext all-electric crossover with autonomous-drive functionality.

Fifty per cent Expansion of production facilities at Rosslyn plant, South Africa, for new generation X3.

50km Range of new BMW 5 Series plug-in hybrid in EV mode.

BMW Global sales, by territory* Territory Europe Of which Germany Of which UK USA China Total

2015 1,000,400 286,100 231,000 405,700 464,100 2,247,500

2016 1,092,200 298,900 252,205 366,500 516,800 2,367,600

% change +8% +5% +9% –10% +11% +5%

100,000 Targeted sales of BMW Group’s electrified vehicles in 2017.

*Combined BMW, MINI and Rolls-Royce sales

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PROFILE_BMW_IFW_July17.qxp_Layout 1 23/06/2017 14:17 Page 3

PROFILE BMW BMW fleet model range

Where

→

are they made?

Manufacturing plant locations 1 Dingolfing plant, Bavaria, Germany

– 3, 4, 5, 6 & 7 Series, M5,M6 2 Leipzig plant, Saxony, Germany

– 1 & 2 Series, i3, i8, X1 3 Munich plant, Bavaria, Germany

– 3 Series, 3 Series Touring, 4 Series Coupe

1 Series

4 Regensburg plant, Bavaria, Germany

10

5 Rosslyn plant, Pretoria, South Africa

Variants: 3/5dr Hatchback, Sedan Markets: Global Fuel: 3.4-7.1l/100km CO2: 89-163g/km

11

– 1 & 2 Series, 4 Series Convertible, M3, Z4

6

– 3 Series Sedan

9

6 Spartenburg plant, South Carolina, USA –

8

X3, X4, X5, X6.

7 Araquari plant, Santa Catarina, Brazil –

3 Series, X1, X3, X4.

8 Chennai plant, Tamil Nadu, India- 1 Series,

3 Series, 5 Series, 7 Series, X1, X3, X5.

5

9 Rayong plant, Rayong Province, Thailand

– 1 Series, 3 Series, 5 Series, 7 Series, X1, X3, X4, X5.

10

BMW Brilliance Automotive Holding, Dadong Province, China – 5 Series (Extended wheelbase).

11

BMW Brilliance Automotive Holding, Tiexi Province, China – 3 Series (Extended wheelbase), X1 (Extended wheelbase).

7

3 2 4 1

3 Series Gran Turismo Variants: 5dr Hatchback Markets: Global Fuel: 4.3-7.7l/100km CO2: 113-175g/km

Focus on electrification of range... ith a pedigree of 45 years, six generations and 7.9 million sales, the latest 5 Series launched to international markets at the start of this year. The new model is larger in all directions than its predecessor, but also lighter thanks to wider use of exotic materials and optimised construction.

The efficient diesel engine range starts with the 190hp 520d, the likely best-seller in Europe, which returns 4.1l/100km with the eight-speed automatic gearbox. Even the high-powered 530d, a sixcylinder 265hp unit, consumes just 4.5l/100km.

A plug-in hybrid version is also available, forming a cornerstone of BMW’s plan to deliver a further 100,000 electrified vehicles in 2017. The BMW Group’s portfolio of electrically powered vehicles includes the i3 all-electric, batterypowered vehicle, six plug-in hybrid vehicles for the global market, and an additional plug-in hybrid exclusively developed for the Chinese market. For the medium and long term, the Group is also developing a fuel cell electric vehicle (FCEV).

Adopting technology from the new 7 Series, new 5 Series Touring offers fleetfriendly safety options including BMW’s advanced cruise control, which can now adjust itself based on speed limits, maintain a distance from the car in front. Other variants will follow during the course of the year, offered with rear-wheel drive or all-wheel drive.

Also launching this year, the latest 4 Series range (comprising the Coupe, Convertible and Gran Coupe models), offers tweaked styling, bringing closer links to the BMW Concept 4 Series Coupe revealed in 2012.

BMW has also updated the navigation, telephone connectivity, display and control options for the range. Features include the BMW Connected personalised digital mobility assistant, which can be used in BMW models with ConnectedDrive Services specified. This comes as standard on the new BMW 4 Series models with the M Sport package or optionally available with the Professional navigation package.

Engine line-up brings three petrol engines (420i, 430i and 440i) and three diesel options (420d, 430d, 435d Xdrive). 4 Series Gran Coupe is available in a further diesel variant – the 418d.

BMW Group is also focused on preparing for the transition to “fully-autonomous driving” from around 2030. The brand aims to bring highly-automated driving and future technologies to the road with the iNext programme from 2021.

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6 Series Variants: Coupe, Convertible Markets: Global Fuel: 5.2-10.3l/100km CO2: 139-239g/km

X1 Variants: Crossover Markets: Global Fuel: 1.8-6.6l/100km CO2: 42-152g/km

X6 Variants: SUV Markets: Global Fuel: 6.0-11.1l/100km CO2: 157-258g/km

PROFILE_BMW_IFW_July17.qxp_Layout 1 23/06/2017 14:18 Page 4

2 Series

2 Series Active Tourer / Gran Tourer

3 Series

Variants: Coupe, Cabriolet Markets: Global Fuel: 3.8-8.5l/100km CO2: 99-199g/km

Variants: MPV Markets: Global Fuel: 2.0-6.4l/100km CO2: 46-144g/km

Variants: 4dr Sedan, Wagon Markets: Global Fuel: 1.9-8.8l/100km CO2: 44-204g/km

4 Series

4 Series GranCoupe

5 Series

Variants: Coupe, Cabriolet Markets: Global Fuel: 4.0-9.1l/100km CO2: 106-213g/km

Variants: : 5dr Hatchback Markets: Global Fuel: 4.0-7.4l/100km CO2: 106-172g/km

Variants: 4dr Sedan, Wagon Markets: Global Fuel: 1.9-7.7l/100km CO2: 44-177g/km

6 Series GranCoupe

6 Series Gran Turismo

7 Series

Variants: 4dr Sedan Markets: Global Fuel: 5.4-9.9l/100km CO2: 143-231g/km

Variants: 5dr Hatchback Markets: Global Fuel: 4.9-7.7l/100km CO2: 129-183g/km

Variants: 4dr Sedan Markets: Global Fuel: 2.1-12.8l/100km CO2: 49-294g/km

X3

X4

X5

Variants: Crossover Markets: Global Fuel: 4.7-8.3l/100km CO2: 123-193g/km

Variants: Crossover Markets: Global Fuel: 5.2-8.6/100km CO2: 136-199g/km

Variants: SUV Markets: Global Fuel: 3.3-11.1l/100km CO2: 77-258g/km

i3

i8

Variants: 5dr hatchback Markets: Global Fuel: 0.0-0.6l/100km CO2: 0-12g/km

Variants: Supercar Markets: Global Fuel: 2.1l/100km CO2: 49g/km

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ROAD_IFW_Volvo_XC60_July17.qxp 23/06/2017 17:05 Page 1

Volvo XC60 John Challen gets behind the wheel of the latest Swedish SUV. SECTOR Compact SUV PRICE €42,000-€65,000 FUEL 2.1-7.7l/100km CO2 49-176g/km

hen it was launched in 2008, Volvo clearly had high hopes for the XC60. It was referred to by senior management as ‘the safest Volvo the company had ever built’ – keen to hang on to that USP, even though others were catching up. It went on to become a big success and today ranks as the Swedish manufacturer’s most popular model, having sold nearly one million units since launch.

The new compact SUV is the latest in a range overhaul, following it’s bigger brother – the XC90 – and the S90 and V90 models. Many of the styling cues have been carried across from those models, slightly tweaked and improved for the XC60. Volvo bosses stopped short of describing it as a copy and paste exercise, because this is a more dynamic proposition with greater emphasis on ride and handling. To accommodate this improvement, the ride height over the outgoing model has been increased by 100mm and the overall length and width has also gone up. Not only does this help the stance of the new SUV, but it also affords passengers more room and allows for luggage space. Interestingly, Volvo admits that it falls short of the overall capacity in litres in the The engine range is expansive, cylinder-wise but none of rear of the car, but maintains that the XC60 offers more the units will be more than 2-litres in displacement. At useable space. launch there will be T5 and T6 petrol units – with 254hp and The ride height has been reduced to enable 320hp respectively – and D4 and D5 diesels flatter cornering – following in the footsteps of (with outputs of 190hp and 235hp). All of these FLEET FACT the likes of Audi with the Q5 and BMW’s X3, the models will be all-wheel-drive, although Volvo Swedes realise that drivers want an SUV that is promising D3 and D4 front-wheel-drive doesn’t necessarily behave like an SUV, so have versions to follow, with details to be confirmed All XC60 models adopted a dynamic setup that aims to please. prior to their launch in 2018. will have a fourInside the car, many details will be familiar to On the road in the D5, the XC60 is quiet, cylinder engine those who have experienced the XC90. The comfortable and responsive. The tweaks to the or smaller. appealing and very useable large portrait screen suspension are very evident, the car feeling a lot has been integrated as the central feature of the more taught than the outgoing model, without dash and combines all communication, comfort and entertainimpacting on the ride quality. There is a bit of turbo lag ment elements. There's a slightly smaller screen in the XC60 through the automatic ‘box, but tipping the scales at nearly than the XC90, but nothing is lost in the more compact version.

2,000kg, XC60 is still a sizeable car. The steering is nicely weighted and is pretty direct – another nod to the efforts of the engineering team to make this more of a driver’s car.

Like the XC90, there will be a T8 plug-in hybrid version of the smaller SUV. While it hasn’t had quite the impact some people thought it might have had with the larger car, Volvo believes as a smaller, more economical and useable package the T8 could offer a real alternative to the models typically preference by fleets. Using the same inline four-cylinder engine as the other gasoline models, the T8 offers 407hp, 640Nm of torque and 49g/km of CO2. The electric-only driving mode is an impressive 45km.

Volvo being Volvo, there is plenty of safety technology, much of it new. But first let’s talk about updated and more intuitive Pilot Assist (available up to 130km/h) – a further move to semi-autonomy from Volvo, but actually very accurate and easy to get used to. The brand new features on the car include: oncoming lane mitigation; City Safety with steering support and runoff road mitigation. Impressive technologies that drivers hope they never get to find out about.

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ROAD_IFW_Volvo_XC60_July17.qxp 23/06/2017 17:05 Page 2

what we think highlights Reduced ride height and longer wheelbase have improved ride and handling

In a nod to Volvo’s heritage, the new XC60 debuts safety technologies, but this is one of the most engaging Volvos ever. Drivers will appreciate the enhanced dynamic offering, but also improvements to interior space and the cabin.

Power pulse compressed-air system helps to reduce turbo lag Four-wheel-drive throughout the range at launch; front-wheel-drive models to follow in 2018

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ROAD_IFW_Skoda Octavia_July17.qxp_Layout 1 23/06/2017 16:08 Page 1

Skoda Octavia Sharper styling and upgraded technology keep the Octavia a cut above, says Alex Grant.

SECTOR Lower Medium PRICE €19,000-€35,000 FUEL 4.7-6.8l/100km CO2 106-158g/km

vRS and off-road Scout. There is no economy-tuned Greenhe Octavia might not have been Skoda’s first launch line version, but DSG is available across the range. under Volkswagen Group ownership, but it’s been It’s also been an opportunity to update the technology on transformative for the brand. Based on Golf mechanboard. An 8-inch glass-fronted touchscreen is standard ical parts and with the material quality to match, its high equipment, while a 9.2-inch display is fitted higher up the value, functionality and durability has found it more than range. Both are operated via the same pinch and swipe inputs five million homes in 100 countries since 1996. And it’s still as a smartphone, and include Android Auto and Apple setting touch standards for the competition.

CarPlay, which means all Octavias have some form of satellite In part, that’s because it straddles two key fleet segments. navigation even without adding the optional built-in system.

The Octavia is larger than a Golf, but smaller than a Passat, on It’s easy to operate, quick to respond, and an unusually long wheelbase for what’s data-connected versions include live technically a C-segment car. In turn, it’s weather, traffic and parking information. enabled Skoda to compete with classSo the Octavia feels even more like a above interior and load space, at classfull-size family car than ever. It’s quiet at below prices – it’s very difficult to argue high speed, and rides and handles with with for businesses with a job need. the confidence of something bigger. Rear Mid-life updates speak volumes about legroom is generous and the cabin feels weaker points of the launch cars, and the solidly built, if a little lacking in the satin Octavia hasn’t had to evolve much to silver embellishments that come with a remain competitive. For the most part, Golf price tag. Boot volume in either variit’s a visual upgrade – quad-lamp headant is bigger than the equivalent Opel lights which flow into a wider grille, and Insignia, and the wagon’s easily extended LED light units at the back mean it’s load area, with under-floor storage for become a more distinctive car than the the tonneau cover, makes it easy to 2013 model, which had a hint of turn-ofaccommodate bulky items when needed.

Millennium Audi A4.

A light refresh for an Skoda might once have looked like an The line-up itself has hardly changed; already very capable outsider in this segment, but successive for fleets, there are 1.6 and 2.0-litre diesel car, but new technology generations of the Octavia have put it at engines at 115hp and 150hp respectively, and more distinctive the forefront in fleet, and made it a familand equally noteworthy petrol engines styling mean it’s got iar workhorse for businesses all over the with the same power output and nearworld. From job-need drivers seeking identical CO2 emissions. For those with all the right ingredients load-hauling flexibility, to those with the more flexibility in terms of company car to bolster its already choice to opt into one of its faster or more choice, the range reaches up to the wide appeal. luxurious variants, it’s a solution for a luxury-focused Laurin & Klement, and broad range of needs. petrol and diesel versions of the sporty

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ROAD_IFW_BMW 5 Touring_July17.qxp_Layout 1 23/06/2017 17:49 Page 1

BMW 5 Series Touring As a car to meet all of life’s challenges, BMW’s executive load-mover is hard to beat, reckons Alex Grant.

SECTOR Executive PRICE €50,000-€65,000 FUEL 4.3-7.5l/100km CO2 114-172g/km

petrol engines, each with an eight-speed paddle-shift autot took BMW three generations of the 5 Series to add a matic gearbox, and the 520d is likely to be the biggest-sellTouring version to the line-up, and this remains a range ing version in most European markets. This consumes where the sedan is the bigger seller. While its desirabil4.3l/100km and emits 114g/km on its smallest wheels, ity is perhaps overshadowed by the SUV cachet of the compared to 4.1l/100km and 108g/km for the sedan, but bigger-selling X5, there are few moments when this highwith 190hp for easy progress on high or low-speed roads. tech wagon would leave you wanting something else.

It’s exceptionally quiet and almost vibration-free, too, only Executive wagons are a sector BMW knows well. The new rising to a dull thrum when it’s working hard.

Touring is 36mm longer than its predecessor, extending the There are also 231hp 525d and 265hp 530d diesel engines seats-up boot capacity by around half the volume of a carrywhich, at 124g/km and 131g/km, could on suitcase. Handles inside the tailgate attract fleet interest, the latter being the drop the rear bench and almost triple the engine which suits the 5 Series best. available volume over a near-flat load Those needing xDrive four-wheel drive floor, now with a space underneath for the can add it to the 520d (4.9l/100km and load cover. A small but important detail for 129g/km) and 530d (4.9l/100km and impromptu moving of large items.

129g/km), while the 320hp 540d is not The old car’s best features are retained; offered with two-wheel drive. a tailgate which either opens in one piece However, there won’t be a 520d Effiand lifts the load cover with it, as well as cientDynamics at launch, and there are the unique rear window which opens no plans to offer the 530e plug-in hybrid separately for cramming the last items in Touring guise. Fleets who don’t fancy into a full boot. However, the E-Class offers committing to a diesel have the choice of a powered tailgate as standard equipment, the 520i and 530i which, at 132g/km where BMW offers it as an option. and 139g/km aren’t quite as scary on Growing the capacity meant re-engirunning costs as a petrol executive car neering the entire rear structure and The E-Class offers more might once have been, or the less accessuspension setup, and the new 5 Series room, and seven seats, sible 540i xDrive. includes self-levelling air suspension as but, with a broad range Factor in a range of options enabling standard. Luckily, you can’t tell; they to choose from, the the 5 Series to offer highly datahaven’t scuppered its size-defying agility, Touring is something connected services, autonomy to the though the larger wheels and 10mm ride extent that it all but drives itself at height reduction on the M Sport version to think about next motorway speeds, and the Touring is all make a big, and positive, difference to the time you’re looking the best bits of the sedan, with a little weight and feel of the steering. It’s the at an SUV. more space on board. Do you really version to have. need an X5?

The range spans four diesel and three

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ROAD_IFW_VW Golf_July17.qxp_Layout 1 23/06/2017 16:10 Page 1

Volkswagen Golf GTE The plug-in performance Golf could be about to find its spot in the limelight, reckons Alex Grant.

SECTOR Lower Medium PRICE €37,000 FUEL 1.6-1.8l/100km CO2 36-40g/km

EV range left, regularly switching the engine off under low n the 40 years since the GTI launched, Volkswagen’s loads to save fuel. It works better here than it does in the widening family of performance Golfs have regularly heavier Passat GTE, which tends to rely on petrol power pioneered ideas that have found their way into the more frequently. spearhead model. The GTD was turbocharged more than However, even with its sports styling and GTI-esque tartan a decade before the GTI, and the GTE’s plug-in hybrid interior (accented in blue rather than red) it falls just short technology feels like a hint of where CO2 limits will take of being a genuine hot hatch. Assisted by the torque of the future GTIs. electric motor, it’s quicker to 80km/h than the GTI, and Especially as it might be about to find its niche; the GTD reaches 100km/h faster than the GTD, but doesn’t feel as has found widespread popularity across Europe, espefocused, or as muscular, as either, even cially in fleet. That’s not expected to with GTE mode delivering the full 204hp. disappear, but a CO2 hike for the GTD, The ownership experience is otherand changing attitudes towards diesel wise fairly typical of a Golf, though not in general, mean Volkswagen expects compromise free. Packaging the battery more buyers to take note of the GTE this deprives the GTE of around a quarter of time around. its boot volume, and the electric range Little has changed with the recent doesn’t fill in for the 10-litre reduction in refresh. The GTE uses the Group’s ubiqfuel tank capacity, to 40 litres. Given that uitous 150hp 1.4-litre petrol turbo the latest GTD consumes 4.6l/100km – a engine, paired with a 100hp electric realistic claim, on past experience – and motor and six-speed DSG transmission. isn’t reliant on frequent, two-hour chargThere’s no battery capacity increase ing sessions, the GTE also isn’t a straight between generations, unlike the e-Golf, substitute for a diesel engine yet. so the range is still 50km, contributing It’s also worth carefully considering to 36g/km CO2 emissions for those who specifications. Volkswagen’s navigation can resist upsizing the alloy wheels.

The GTE doesn’t feel like system not only includes charging points, There are plenty of similar-sounding a fully-fledged hot hatch, but can interact with the drivetrain, high-performance plug-in hybrids on but it’s pretty close. And, which means the car can pre-plan how it offer, and the real-world use case often until recently, neither uses and replenishes the battery charge doesn’t stack up, but the Golf works well did the GTD. But as a based on the topography and urban and as an eco car. The best way to use it is to rural sections of the route ahead. Useful charge it regularly and drive mostly on hint of where the GTI is equipment, but it’s not standard-fit. It’s a battery power, which is available at up heading, the future is minor oversight for a car which otherto 130km/h, but it can also average looking very positive. wise suggests the electrified hot hatch around 6.0l/100km at motorway has a very promising future. speeds even when you set off with no

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ADVERT_IFW subs_IFW_May17.qxp_Layout 1 24/04/2017 14:38 Page 1

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CROSSLAND It’s a good life.

Run your business, please your drivers: 

Impressive big boot with 1,255 litres capacity

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Great flexibility by sliding rear bench

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– your personal on-board assistant1

1 OnStar Services require activation and account with OnStar Europe Ltd. and are subject to network coverage and availability. Charges apply after applicable trial period.

The listed features are optional/available with selected trims only.

Fuel consumption combined 5.4–3.6 l/100 km; CO2 emissions combined 123–93 g/km.

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