21st November 2018
Are we on the road to nowhere?

It's not all doom and gloom

How can UK automotive possibly compete with China, Korea and the US in terms of electric vehicle supply? Isn’t it too late and the game is already over? China accounts for 50% of all production and sale of electric vehicles. We’re not going to be able to compete with this on scale, the UK needs to compete on a completely different basis.
Neil Morris, CEO of The Faraday Institution, explains why it’s not all doom and gloom for the UK automotive industry.

About the speaker

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Neil Morris CEO, The Faraday Institution
  Neil Morris has over 33 years of international operations, business and commercial experience in the energy sector. Neil joined BP plc in 1985 and has led large, globally diverse teams, consistently delivering sustainable performance improvement in a wide range of challenging roles. He has excellent strategic, analytical, leadership, management and communication skills. He has a track record of driving sustainable change through distilling complex issues to establish a clear improvement strategy and engaging teams at all levels in the organisation in delivery. He has extensive experience of the downstream oil business and deep knowledge of refining and high hazard petrochemical operations. He has held executive management positions at a number of large operating sites, including Plant Manager at a petrochemicals facility in Canada. He was Head of Engineering and Technology for BP’s Global Refining Business, the 4th largest refiner in the world, driving significant improvements in safety, reliability, efficiency and project performance across the portfolio. His business experience includes developing strategy for BP’s Gas, Renewables, Supply and Trading business, leading multi-million-dollar M&A transactions, establishing a downstream research program including successfully negotiating partnerships with universities and other companies to commercialise a number of new technologies. Neil’s corporate experience includes supporting the Group CFO during the quarterly financial close process, investor relations briefings, major M&A transactions and developing corporate finance strategy. He was also Deputy General Auditor and has engaged with BP Executive Management and Board members on governance, internal controls and risk management.