What is hindering your market at the moment?

Competition and rising rents from the industrial make the sector uncompetitive. There is also a lack of well-located stock available and, where value is driven by alternative use values, stock leaves the automotive sector.

What opportunities are you seeing in your market at the moment?

There are plenty of merger and acquisition opportunities as consolidation of car dealership groups continues. OEMs have been reducing their retail outlets which has led to repurposing opportunities for existing properties, perhaps through accommodating multiple franchises, or releasing value through alternative uses. This is giving us more stock for disposal and more opportunities for our non-dealership clients such as EG, self-storage operators and developers.

What’s the biggest change you have seen in your sector throughout your career?

There is a growing trend of North American companies investing in major UK car dealer groups. Recently, Group One Automotive acquired Inchcape, Lithia Motors acquired Pendragon and Jardine, Penske Automotive Group (owner of Sytner Group) purchased Rybrook, and Canada's Global Auto Holdings bought Lookers. This trend has come about due to a good exchange rate, competitive pricing and operational strength. US dealer groups that want to continue to grow are having to look outside the US and last year a quarter of the fifty top ranking car dealer groups in Europe were UK-based. Britain looks cheap to the US at the moment and mature larger groups have made good profits post-Covid so seem attractive. Some of the listed UK dealers look underpriced. Consolidation of dealer groups is beneficial for some of the country’s top dealership groups; adding new dealerships and networks enables groups to expand their territory and to offer new brands in more locations. However, less competition could result in less of an incentive to keep prices low.

What has surprised you the most about your sector post pandemic?

The sector’s buoyancy is evident. Post pandemic dealers have enjoyed record profits post pandemic as they capitalised on constrained supply and skyrocketing used car values. ​

How would you summarise/characterise your sector over the past 12-18 months?

On the property side, prime car dealership investment yields have moved out slightly post pandemic and rents for prime stock have strengthened. On the operational side the used car market is challenging with weak demand and a lack of stock. Cazoo is now in administration, Car Store (owned by Lithia) and Car Shop (owned by Sytner) are all scaling down. New entrants – the Chinese EV brands are expanding rapidly; for example, BYD, Ora and Chery. This is leading to a reconfiguration of the dealership network. ​ ​ ​ ​ ​

What are your predictions for the next 12-18 months in your sector?

The impact of the Zero Emission Vehicle (ZEV) Mandate and its stringent EV targets for manufacturers will significantly impact the automotive sector over the next 12-18 months.

 

This year, 22% of all vehicles produced must be Battery Electric Vehicles (BEV), Plug-in-Hybrid Electric Vehicles (PHEV) or Hybrid Electric Vehicles (HEV), with this requirement rising to 100% by 2035.

In addition, fines of £15,000 will be imposed on manufacturers for every vehicle that falls short of the quota. Consequently, we can expect an increase in the number of electric vehicles on the road and hopefully, improvements in charging infrastructure, which remains a major obstacle deterring motorists considering the switch to electric vehicles. Some manufacturers may even withdraw from the UK due to the penalties being imposed.

​ What is hindering your market at the moment?

Competition and rising rents from the industrial make the sector uncompetitive. There is also a lack of well-located stock available and, where value is driven by alternative use values, stock leaves the automotive sector.

​ What opportunities are you seeing in your market at the moment?

There are plenty of merger and acquisition opportunities as consolidation of car dealership groups continues. OEMs have been reducing their retail outlets which has led to repurposing opportunities for existing properties, perhaps through accommodating multiple franchises, or releasing value through alternative uses. This is giving us more stock for disposal and more opportunities for our non-dealership clients such as EG, self-storage operators and developers. ​ ​ ​

​ What’s the biggest change you have seen in your sector throughout your career?

There is a growing trend of North American companies investing in major UK car dealer groups. Recently, Group One Automotive acquired Inchcape, Lithia Motors acquired Pendragon and Jardine, Penske Automotive Group (owner of Sytner Group) purchased Rybrook, and Canada's Global Auto Holdings bought Lookers. This trend has come about due to a good exchange rate, competitive pricing and operational strength. US dealer groups that want to continue to grow are having to look outside the US and last year a quarter of the fifty top ranking car dealer groups in Europe were UK-based. Britain looks cheap to the US at the moment and mature larger groups have made good profits post-Covid so seem attractive. Some of the listed UK dealers look underpriced. Consolidation of dealer groups is beneficial for some of the country’s top dealership groups; adding new dealerships and networks enables groups to expand their territory and to offer new brands in more locations. However, less competition could result in less of an incentive to keep prices low. ​ ​ ​

What has surprised you the most about your sector post pandemic?

The sector’s buoyancy is evident. Post pandemic dealers have enjoyed record profits post pandemic as they capitalised on constrained supply and skyrocketing used car values.

How would you summarise/characterise your sector over the past 12-18 months?

On the property side, prime car dealership investment yields have moved out slightly post pandemic and rents for prime stock have strengthened. On the operational side the used car market is challenging with weak demand and a lack of stock. Cazoo is now in administration, Car Store (owned by Lithia) and Car Shop (owned by Sytner) are all scaling down. New entrants – the Chinese EV brands are expanding rapidly; for example, BYD, Ora and Chery. This is leading to a reconfiguration of the dealership network.

What are your predictions for the next 12-18 months in your sector?

The impact of the Zero Emission Vehicle (ZEV) Mandate and its stringent EV targets for manufacturers will significantly impact the automotive sector over the next 12-18 months.

This year, 22% of all vehicles produced must be Battery Electric Vehicles (BEV), Plug-in-Hybrid Electric Vehicles (PHEV) or Hybrid Electric Vehicles (HEV), with this requirement rising to 100% by 2035.

In addition, fines of £15,000 will be imposed on manufacturers for every vehicle that falls short of the quota. Consequently, we can expect an increase in the number of electric vehicles on the road and hopefully, improvements in charging infrastructure, which remains a major obstacle deterring motorists considering the switch to electric vehicles. Some manufacturers may even withdraw from the UK due to the penalties being imposed.

The changing demographic within the UK has resulted in a situation where, for the first time, there are more people of pensionable age than there are children under the age of sixteen. This, coupled with the aging workforce in the construction industry, both within the contracting and consultancy markets, means that it is an alarming time for the industry. Satisfying labour workforces and recruitment demands has become a very real and pertinent issue for both contractors and consultancies.

Recruiting people into the industry is not a new challenge, but the changing demographic of the country is exacerbating the problem, requiring immediate attention. ​

Challenges caused by the construction skills shortage

It is essential to view these challenges within the broader context of the changing modern world, including increased flexible working, EU worker policy, the implementation of modern construction methods, and the efficiencies being driven through these technologies.

However, in the short to medium term, the aging workforce is straining the labour supply, leading to increasing labour costs. Wages have risen by 6% from a shortage of skilled tradespeople.

This is putting upward pressure on outturn construction costs as clients and developers strive to make their schemes viable. ​ Contractors are grappling with inflation, supply chain disruption, and a diminishing supply of workers to choose from as costs increase. Some contractors have even been forced to cease trading due to these challenges. All this has been too much for some contractors and we have seen some notable companies cease trading.

In terms of growth, the UK will look to construction to kickstart the economy in Q3 2023 and beyond. However, the drain of resources will put sustained growth at risk and make it difficult to meet the aforementioned numbers over the next few years.

Construction has historically leaned on workers from the European Union to satisfy this demand but according to the ONS, between 2020 and 2017 there was a 42% decline in the number of EU workers, compared to just a 4% drop from that of UK workers.

It remains to be seen what the effect of the ‘Back to Work’ budget will have on the industry after the government has relaxed migration requirements for key workers and whether this will mitigate some of this decline.

What are some of the schemes trying to help?

The government is trying to do its bit by the introduction of schemes to flood the younger end of the industry with the next generation. One such initiative is the introduction of the T Level in construction. This new technical qualification can be pursued after GCSEs and is the equivalent of 3 A Levels. Schemes like this can be used in collaboration with companies to meet their resourcing requirements and prepare the apprentices for the workplace. The courses are two years long and include nine weeks minimum working with an employer as an industry placement.

Although similar to apprenticeships, T levels will be more classroom-based, and give young people a route to academic achievement in a technical role.

In addition to the T level, there is the Construction Skills Fund, funded by the CITB, which aims to set up training hubs across the country. The funding supports live projects, providing to onsite experience to nearly 20,000 participants. Major contractors Wilmott Dixon, Balfour Beatty, and Morgan Sindall are just some of the major players in this scheme and have directly hired individuals for various roles.

Opportunities to help mitigate the skills shortage ​

The skills shortage is also impacting the consultancy sector of the industry. There is still a large proportion of the workforce that is aging, and the industry needs to do more to attract young talent.

The consultancy workforce has still seen the effects of Brexit and Covid 19; the exodus of EU workers and ‘big resignation’ of the older workforce after the pandemic. This is compounded by the globalisation of the construction industry and the attractiveness of international markets such as Australia, New Zealand, and USA in drawing talent away from UK consultants.

To address this, the Colliers Bristol Project and Building Consultancy team are actively contributing to rebalancing the scales by having over 25% of the team composed of apprentices. Two of them are pursuing their education at the University College of Estate Management, while the other two are enrolled in the local University of the West of England. ​

Additionally, there are a further two apprentices within the Bristol office that are part of the larger Colliers ‘Emerging Talent’ programme’. ​

Applicants are being encouraged for the next intake in 2024 and applications will open in autumn 2024.

In conclusion, there is a growing recognition within the industry of the challenges we currently face, particularly in the short to medium term, concerning the skills shortage. Initiatives like the government's T level and CITB Construction Skills Fund serve as positive starting points. However, it is now the responsibility of companies to drive their own programs, such as Colliers' Emerging Talent, to address these challenges.

The industry must adopt a cohesive and collaborative approach to: Attract skilled workers already working elsewhere in the industry

Alex Vacher​
Director | Cost Management

Alex is ​ director and Chartered Quantity Surveyor with over 10 years of industry experience in Cost Management and Quantity Surveying.

Alex is passionate about delivering excellent commercial advice for our clients for them to obtain best value. His focus is on how he can apply commercial acumen to add value for our clients through all stages of the project.

As the head of the Cost Management team at our Bristol office, Alex assumes the responsibility of leading a highly skilled and dedicated team, ensuring the delivery of outstanding results for our esteemed clientele.