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Allan Tyrer FIMI - FD & Company Secretary

Allan Tyrer FIMI - FD & Company Secretary. Institute of the Motor Industry. Established in 1920 Member owned Sector Specific Independent Competence Updating (CPD) Careers & Member Support. Goals.

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Allan Tyrer FIMI - FD & Company Secretary

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  1. Allan Tyrer FIMI - FD & Company Secretary

  2. Institute of the Motor Industry • Established in 1920 • Member owned • Sector Specific • Independent • Competence • Updating (CPD) • Careers & Member Support

  3. Goals • To progressively improve the professional standards of individuals employed in the retail motor industry Thereby achieving • Better employee attraction & retention • Improved customer trust & confidence • More profitability for the sector

  4. Encouraging Professionalism in our Industry • Competence • Behaviour • Recognition • Differentiation • A professional is someone who is currently competent and uses that competence with integrity

  5. Benchmarking • Occupational Standards • Consistent Assessment strategies • Alignment • International comparisons • Top 25 Manufacturers & importers • Respect • Linked to behaviour • Professionals

  6. Vocational Qualifications • Apprenticeships • Over 100 different qualification routes • Tailored assessment strategies • On line assessment • Schemes of work • Knowledge & understanding • Practical skills • Apprentice programmes – 24 out of top 25 manufacturers/importers • Progression – schools 14 -16 yr old

  7. QAA • Mapping of assessed training outcome • Measured against national levels • Same quality assurance process • Reward • Proof • Pride • 80 employers/providers

  8. Membership • Recognition • Status • Employability • Career partner • Competence & Integrity

  9. ATA • Current Competence • Ethical behaviour • Universal Standard • Time bound • Confidence & Integrity • Benchmarking

  10. Partners • Government departments, trade bodies etc • Over 400 approved training & assessment centres, world-wide • Nearly all Manufacturers/Vehicle Assemblers • 48,000 learners • 25,000 members • 6,000 Accredited Technicians • IMI Malaysia

  11. International Aspirations • Benchmarking • Adding Value, both at home and overseas • Additional Income streams • International Recognition • Enhanced status • Improved employability and transferability of skills

  12. Why Malaysia • Demand Led • Respected/known contacts there • Desire in Malaysia to lead Educational field in SE Asia • English language widespread

  13. Research • UK Government funded research ( UK T&I) • Identify possible partners • Identify and sound out potential customers and stakeholders • Consider routes to market • Assess competition • Understand cultural & economic issues • Be innovative

  14. Setting up Chosen vehicle/partner – a licensed office, owned by a Malaysian company, with no IMI shareholding UK based chairman and majority investor Malaysia investors – both Malaysian and Chinese Malaysian Non Executive directors UK Managing director Office and local admin staff Computer systems linked to IMI UK Pricing structure/product adaptation Business plan & budget

  15. Getting Started • 10 potential training providers • Launch • Manufacturer links • Retailer links • Approvals • Candidate numbers • Lapsed members

  16. Issues • Lots of Interest, but no commitment especially financial • Changing plans • Commission/consultancy/sweeteners • Chinese/Malay divide/competition • Even within Government departments • Debt Collection • Getting to the right person

  17. Support existed – how to use it • Individual support evident in all the key areas • Face to face meeting in Malaysia and UK with government departments, major players • Inward Missions • How to make them look good avoiding commission discussions

  18. Has it worked • Partially • 27 training providers approved • Estimated candidates this year 2,500 • Estimated member numbers by end of year 1,000 • Two Government Departments considering making ATA mandatory • Contracts on other from Government Vocational training departments BUT

  19. BUT Losses incurred by Malaysian company No income to UK yet Business plan too optimistic Employment issues Progress slowed by ‘commission issues’ Cultural divide under estimated Prices too high

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