Texa UK

A Message from Lord Pickles and Lord Blunkett, followed by Texa UK's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Texa UK is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


UK Director David Tempest
Ever more complex
vehicle systems
Director David Tempest has been responsible for
establishing TEXA in the UK market. David was offered
this opportunity in 2005, and, through determination,
he has been able to ensure it has been a successful venture.
From an initial home-based start-up, his hard work and
resolve have allowed the organisation to be a success within
an industry he was passionate about. Over the past 13 years,
the business has seen consistent growth in both turnover and
profitability, despite sector changes and the technical changes
encountered by end users. David’s technical experience within
the automotive industry has had a major influence on the
company’s reaction to these changes and has allowed TEXA UK
to remain competitive throughout its existence.
Dealing predominately with the independent aftermarket, we supply diagnostic
equipment to the multibrand car, commercial, motorcycle and off-highway
(agriculture and construction) sectors to allow workshops to access the electronic
systems on vehicles. These products are designed and manufactured at our head
office facilities in Italy and are distributed throughout Europe and the rest of
With changes in European legislation relating to tailpipe emissions and occupant
and pedestrian safety systems, as well as changes in the customer expectations for
comfort and convenience, modern vehicles in all sectors have become increasingly
»UK Director: David Tempest
»Italian Directors: Bruno
Vianello and Luciano Marton
»Established in 2005
»Located in Nelson, Lancashire
»Services: Supply of diagnostic
and air-conditioning service
stations to the automotive
»No. of employees: 27
»Turnover: £6 million
Texa UK
Highlighting best practice
28 | TEXA UK
complex. Access to the electronic
systems is vital for even simple service
and maintenance tasks; without this
type of equipment, independent
workshops could not survive, and
the service and repair business would
be tied to the franchised dealer
workshops. As the market and
technology are constantly evolving,
we must, as a group, invest in
software and product development
to ensure that we remain current
Another major component of our
business relates to vehicle air-
conditioning service stations. Once
again, changes in the European
legislation have meant that there
have been opportunities for TEXA
to supply products to deal with
the new environmentally friendly
refrigerant now used by all vehicle
manufacturers. In this field, we have
had good relationships with the vehicle
manufacturer and franchised dealer
network through European approvals,
and these are now moving into the
independent workshops.
In line with our worldwide sales
philosophy of selling thorough
distribution partners, the UK
business works with a network of 47
distributors. This method of sales and
distribution enhances our routes to
market and improves the local support
provided by these specialist companies.
In addition to the sale of products,
we have had to make significant
investment in aftersales support
for the service and maintenance of
hardware, as well as technical and
training support for the technicians
in the workshops. These areas of any
business are less profitable but are
necessary to offer a comprehensive
package for the market. To add value
to the training, we work closely with
the Institute of the Motor Industry to
provide accreditation.
Responding to challenges
Over the last few years, one of the
main challenges has been recruiting
and retaining the best people for
the business, as a skilled workforce
is essential for the organisation’s
growth. The business has a high-level
requirement for staff with technical
automotive knowledge and experience.
Approximately 60 per cent of our staff
fit into this category.
We appreciate that technical positions
are difficult to fill, but recruiting
employees for administration,
warehouse and logistics positions has
been equally challenging. Recruitment
through the government website
has been fruitless and employment
agencies are expensive, and, from our
experience, they do not appreciate
a candidate’s experience, skills or
potential. This has forced us to look
at alternative methods, including
headhunting and approaching
candidates directly from online CV
databases. Research by the British
Chambers of Commerce indicates that
this is not just an issue for us.
Advanced driver vehicle
As the market
are constantly
evolving, we
must, as a
group, invest
in software
and product
to ensure that
we remain
current and
A skilled workforce is fundamental
to every successful business, and
growing the workforce is crucial for
economic growth and international
competitiveness. Many young people,
however, are denied meaningful
interactions with the world of work,
and many employers are frustrated by
the lack of skills and experience they
are looking for.
We support employees with training
and development programmes,
which improve their capabilities and
provide the skills required within our
business. Some of this training includes
CIPD, CIM and AAT qualifications.
Unfortunately, and presumably for
many other businesses as well, this
investment leads to these employees
eventually moving on to further
As 98 per cent of our products are
imported from our manufacturing
facility in Italy and 15 per cent of
our sales are to Ireland and Iceland,
the continued uncertainty around
our departure from the EU is having
both short-term effects and unknown
potential cost impacts in relation to the
movement of goods. The immediate
impact of the euro–sterling exchange
rate has been a challenge for several
years and has meant that, despite
European pricing remaining constant,
we have experienced a 30 per cent
increase in sterling street prices. The
business has had to work hard to
absorb or justify any increases. The
sooner some clarity is available on
the situation, the sooner we can
implement changes to manage this.
Plans for the future
We are always investing in the future
of the business and looking for
opportunities within the automotive
sector where we can innovate. These
will be both within our existing
product portfolio and in new technical
developments. An example of this is
a new company within the group,
TEXA Dynamics, focused specifically
on electric and autonomous
We will continue to increase our sales
and distribution networks within our
markets, and we are already investing
in the expansion of our warehouse
and training facilities to support future
growth. Our vision is to become the
trusted partner and point of reference
for mechanics worldwide in the
electronic diagnosis of vehicles and
related services.
To pursue our vision means:
»Designing and developing highly
innovative, high-quality products
that represent the very best the
market has to offer for the specific
uses identified
»Supplying services that support the
sales of our products and make the
TEXA world truly exclusive
»Being able to supply what the
market wants, staying one step
ahead of demands and keeping up
with current needs
»Seeking out new market segments
to achieve important shares in that
Our vision is to
design and
develop highly
innovative, high-
quality products
that represent
the very best the
market has to
offer for the
specific uses
Technical training to
support our customers


This article was sponsored by Texa UK. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister