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Planning your 2027 workforce: what automotive leaders need to know about the Employment Rights Act 2025

Q&A with Anna Robinson, Employment Partner at Watson Farley & Williams LLP Recent reports have suggested that some businesses are accelerating performance management processes, restructuring programmes and hiring decisions ahead of major employment law reforms due to take effect from January 2027. The focus has largely been on financial services and technology companies, where concerns...
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Ennis & Co’s New Entrant Playbook: What Chinese Brands Are Teaching the UK Market

“In every area of business, we weigh risk against opportunity, and when we choose to proceed, we apply pragmatic mitigations that give the venture its best chance of success.”– Andy Carroll 16 September 2026 The latest Ennis & Co report reveals the five pressure points that are critical for new entrants to succeed and where...
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Influence without authority: the leadership skill automotive never hired for

Last year, our Torque & Truth research reached a conclusion that appeared to settle the matter. Third-party relationships, we found, are now essential to strategy (no organisation can deliver its future alone) and yet automotive is structurally ill-suited to them. Built around control, process and internal capability, the industry finds collaboration hardest, precisely where it...
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Red announcement banner at top, article title 'BUILDING THE C-SUITE: What four automotive leaders say about preparing the next generation,' introductory paragraphs, followed by four portrait photos with captions: Laura Coase, Chief Executive Officer, ALN; Mandeep Dhatt, People Director, Hendy Group; Nigel McMinn, Managing Director, Pybus Recruitment; Matt Galvin, Managing Director, Polestar UK.

Building the C-suite: what four automotive leaders say about preparing the next generation

Last year, drawing on interviews with more than 50 automotive leaders, our Torque & Truth research found that the leadership pipeline is not ready for what comes next. The shortfall was not one of talent, because capable people exist in abundance. It was one of preparedness, caused by a mismatch between how leaders have historically...
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Headline page: 'The Adoption Illusion' with a grid of executive headshots and captions beneath.

The adoption illusion: three questions that separate automotive leaders building AI strength

Last year, through our work with 50 automotive leaders, Ennis & Co found that AI had become everyone’s priority but no one’s strength. Leaders were unanimous that digital capability would define future competitiveness – and almost as unanimous in admitting their organisations were not yet confident in delivering it. A year on, in conversation with...
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Headline 'Discipline Without Decline' with three executive portraits (Andrew Burn, Milly Camley, Nigel McMinn). -informative image for an automotive leadership article

Discipline without decline: how three automotive leaders are navigating cost pressure without losing sight of what matters

Last year, through our work with 50 automotive leaders, Ennis & Co argued the case that cost pressure in automotive has stopped being cyclical. Leaders are no longer managing through a downturn and waiting for conditions to improve. The constraint, we found, is permanent and something that strategy must work within. In conversation with three...
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