Author: edzwonkiewicz

In recognition of International Women’s Day, we recently hosted a roundtable discussion with several of our female engineers: Dhivya Srinivasan – Director of Transformation for North America, Alisha McAllister – Application Engineer, Amanda Herrick – Systems Engineer, Cassandra Billock – Thermal System Engineer, Rebecca Ostman – Simulation Engineer, Vijeta Nimmagadda – Application Engineer, and Jessica Hester – Senior Project Engineer.

Organized and chaired by Erica Dzwonkiewicz, Director of Marketing and Communications, the session brought together diverse experiences and insights on how we can continue to support and inspire women in the automotive sector.

Finding a path into engineering

Many of the participants discovered their passion for engineering through a blend of aptitude, curiosity, and family influence. Alisha entered chemical engineering after realizing her love for math and science, while Vijeta followed in the footsteps of her father and grandfather, both mechanical engineers. Amanda explored biomedical engineering first but pivoted to mechanical engineering upon finding more opportunities in fluid dynamics and thermal systems. In every case, a desire to solve real-world problems fuelled their decision to pursue engineering.

Experiences in the automotive engineering sector

Rebecca and Dhivya shared that their engineering schools had a higher percentage of women compared to the industry. Rebecca’s class had the highest percentage of women, with 29%, while Dhivya’s school had a ratio of one woman to every eight men.

Once in the engineering workforce, participants noticed varying levels of representation, particularly in leadership roles. They all recalled times when they were the only woman on an engineering team.

Despite these challenges, each participant praised the fast-paced nature of automotive work. Cassandra, with three decades in the industry, loves constantly learning new design and engineering methods. From fluid simulation to product development, the range of specialized areas keeps them engaged.

Challenges and the need for broader industry change

The group acknowledged common hurdles for women in engineering. One recurring issue is feeling a need to prove technical competence more often. The group noted having to work extra hard to be heard. Rebecca mentioned that, while there might be more women at the working level, there are very few women in engineering management across the industry.

The group agreed that balancing career and family responsibilities can influence how long women remain in the field. They concluded that genuine progress calls for flexible policies, visible role models, and consistent efforts to cultivate inclusive workplaces across the sector.

Supportive allies and constructive environments

Throughout their careers, each participant benefited from guidance and advocacy from colleagues who encouraged new ideas. Alisha noted she has a boss who genuinely listens, while Cassandra and Dhivya spoke about leaders who invest in developing team members with varied backgrounds and perspectives. These positive relationships illustrate how allies and mentors help build confidence and foster a collaborative atmosphere.

Advice for aspiring women engineers

When asked what they would recommend to younger women considering an automotive career, the group emphasized self-belief, an eagerness to learn, and resilience. Dhivya urged future engineers not to be afraid of mistakes, because “each one is an opportunity to grow.”

Several participants encouraged seeking out supportive networks – both inside and outside the company – and investing in mentorship, which can speed up learning curves and build professional connections. They also suggested celebrating small wins and allowing time for personal life, which helps maintain balance.

Jessica neatly captured the essence of the discussion, saying that “as the industry evolves, there’s a chance to redefine workplace culture and create more inclusive environments. I’m excited for women to continue pushing boundaries, leading innovation, and proving that technical excellence isn’t limited by gender”.

Looking ahead

Erica concluded the roundtable by underscoring the value of conversations that highlight women’s experiences and prompt new ideas. Plans are already taking shape for future discussions, potentially inviting male allies to help create meaningful change at the team and organizational levels.

On this International Women’s Day, we celebrate the achievements of Dhivya, Alisha, Amanda, Cassandra, Rebecca, Vijeta, and Jessica, as well as the countless other women who continue to innovate in automotive engineering. While progress may be gradual, their commitment to sharing experiences and championing each other’s success can help move the entire industry forward, one voice at a time.

TI Fluid Systems is continuing to set new standards in electric vehicle thermal management with the launch of our 12V Electric Coolant Pump (eCP). Tailored for battery electric vehicles (BEVs), the eCP integrates precise thermal control and energy efficiency with environmentally conscious design, addressing the needs of BEV manufacturers in an increasingly competitive market. Engineered for maximum flexibility and optimized performance, the eCP addresses the specific thermal management and production challenges faced by BEV manufacturers.

A pump that delivers more

The eCP brings a suite of features that set it apart in thermal management systems:

Scalable power range: From 60W to 230W, the eCP adapts to diverse vehicle requirements.

Eco-friendly design: Free of rare earth magnets, it’s both cost-effective and environmentally responsible.

Quiet and efficient: With noise levels below 40 dB(A) and ultra-low electricity consumption, the eCP enhances performance without compromise.

Broad temperature range: Functioning seamlessly in conditions from -40°C to 90°C.

Compact and modular: Its standardized design simplifies installation and manufacturing while ensuring longevity and reliability.

Innovation in action

Produced at our Tianjin facility in China, the eCP reflects our commitment to engineering excellence. Our production process combines advanced automation with skilled craftsmanship to deliver a product that meets the rigorous demands of modern BEVs. A high level of standardization ensures the eCP aligns with global OEM requirements while enhancing production efficiency.

Talking about the eCP, our Chief Technology Officer Johannes Helmich, said: “Battery electric vehicles present unique thermal management challenges, and with OEMs laser-focused on making BEVs as cost-competitive as possible, we have developed the eCP to be highly efficient and seamlessly integrates into the vehicle architecture.”

Why it matters

The eCP represents a significant step towards more sustainable electric mobility. By eliminating the use of rare earth magnets and optimizing efficiency, this pump supports the automotive industry’s transition to greener technologies. Its scalable and compact design ensures it’s ready to meet the diverse needs of BEV manufacturers worldwide.

I’m often asked about the next big steps in automotive design. One area that stands out is lightweighting, especially for electric vehicles. By 2025, we will likely see a greater focus on removing mass from every aspect of cars, helping to improve range, handling, and overall resource consumption. Lighter vehicles demand less energy to move, making them ideal for battery-driven transportation. That means fewer raw materials, smaller battery packs, and less environmental impact. Achieving this balance requires advanced materials, creative engineering, and an unwavering commitment to making systems more efficient than ever.

Though mass reduction can take many forms, thermal management deserves special attention. Today’s electric powertrains produce and distribute heat across batteries, motors, and other components. Allowing excess heat to accumulate can degrade battery life or limit performance. Our engineering teams devote considerable effort to designing modules that cool essential parts precisely where needed. These modules are typically compact, easy to integrate, and refined to reduce mass while maintaining effectiveness. By choosing optimized materials, we ensure a sound structure without adding unnecessary weight.

Lightweight thermal modules are especially relevant because they have dual benefits: they save weight and contribute to the vehicle’s overall performance. We approach each project with a mindset that combines technical insight, rigorous testing, and a focus on practicality. For instance, we use advanced manufacturing techniques to refine product geometry, channels, and mounting points. With these methods, we can minimize mass and maintain robust function. Our drive to trim unnecessary bulk brings both range improvement and cost benefits to vehicle programs.

Another advantage of concentrating on thermal modules is that they are part of a broader fluid handling strategy. When integrated with coolant lines and other fluid pathways, these modules help manage heat across systems more effectively. This synergy extends to both electric and hybrid platforms. The same principles apply whether you’re cooling a purely electric powertrain or a combined combustion and electric system. By standardizing certain components and processes, we can ensure consistent performance even as powertrain architectures vary.

At TI Fluid Systems, our role is to supply solutions that meet both present requirements and future demands. Over the years, we have refined our approach to material selection, design methodology, and quality assurance. We focus on making sure every product meets rigorous standards of weight reduction, safety, and functionality. In my view, this mindset will continue to shape our industry’s future. As we head into 2025, lightweight designs will likely become even more critical. Motorists will expect greater range from their electric vehicles, and automakers will search for fresh ways to trim mass without sacrificing performance or comfort. Thermal modules, designed with a focus on resource efficiency, are a vital part of that equation.

I am proud of our teams for pushing the boundaries of design and material science, with an eye on mass reduction and heat management. By blending expertise, data, and creativity, we stay ahead of emerging demands, ensuring electric vehicles achieve optimal performance and reliability for years ahead.

As the global automotive industry strives to balance sustainability targets with consumer demands and robust financial performance, TI Fluid Systems (TIFS) is leading the charge with its product portfolio that addresses all propulsion types. By embracing adaptability, our dual approach capitalizes on our dominant position in conventional fluid systems while rapidly scaling for the shift to EVs.

Being ‘propulsion agnostic’ means we design our systems to work seamlessly across diverse propulsion methods, adapting to the demands of ICE, hybrid, electric, and hydrogen applications. This positions the business as a reliable partner for OEMs navigating the energy transition, where versatility and agility are key.

Hydrogen technology is a cornerstone of TIFS’s innovation strategy, as hydrogen-powered vehicles are gaining traction as part of the global push toward zero emissions. These vehicles rely on hydrogen fuel cells to convert hydrogen into electricity, producing only water as a byproduct. However, the success of hydrogen vehicles depends on the infrastructure being robust, including high-pressure hydrogen lines that efficiently transport hydrogen within the vehicle.

We lead the way in the development of hydrogen lines, a critical component of hydrogen-powered vehicles. These high-pressure lines are designed to transport hydrogen safely from storage tanks to the fuel cell or internal combustion engine.

Here’s why our products stand out:

Durability and safety – TIFS hydrogen lines are engineered using advanced materials capable of withstanding extreme pressures – up to 900 bar – and a wide range of temperatures. This ensures safe and reliable operation under rigorous conditions, a key factor in accelerating hydrogen adoption.

Streamlined, integrated design – by incorporating essential features such as sensors, connectors, and attachment hardware, TIFS hydrogen lines reduce system complexity, improve reliability, and support modular vehicle architecture.

Precision manufacturing – using state-of-the-art manufacturing processes, we ensure the highest levels of precision and quality, meeting stringent global safety standards while reinforcing its reputation for engineering excellence.

Hydrogen is more than a technology; it’s a pathway to achieving net-zero emissions. With our expertise and commitment to innovation, TIFS is positioned to lead the global shift toward decarbonized transportation.

We believe in fostering talent and empowering our employees to reach their fullest potential, and today, we’re thrilled to share the remarkable journey of Rena Jin. Rena has progressed from her role as a legal assistant to a fully qualified member of our legal team, having recently passed the Chinese Legal Exam. We caught up with Rena to get the inside track on her impressive rise through the company and what motivates her.

Q1: Rena, congratulations on passing your legal exams! Can you take us back to the beginning of your journey at TI?

Rena: Thank you! I joined TI in 2014 as an assistant to the Asia Pacific legal counsel. My role involved daily support tasks like legal database management, contract filing, and organizing travel plans. This position allowed me to immerse myself in the legal aspects of our business and sparked my interest in pursuing a legal career.

Q2: What motivated you to transition from an assistant role to pursuing the Chinese bar exam, and how has this achievement impacted your role?

Rena: Working closely with our legal team exposed me to the complexities and importance of legal work within TI. I was inspired by the professionalism and dedication of my colleagues and wanted to contribute more significantly. With strong support from my managers and HR, I enrolled in a two-year Juris Master program at East China University of Political Science and Law in Shanghai, which provided me with a systematic understanding of Chinese legal systems and laws. Preparing for and passing the Chinese bar exam was challenging, but it equipped me with comprehensive knowledge of corporate law and compliance regulations. This accomplishment has enhanced my ability to support the legal team, handle more complex legal matters, and contribute to the company’s success in the Chinese market, which is hugely exciting!

Q3: Balancing work and studies must have been challenging. How did you manage this transition?

Rena: It was definitely a challenge. Time management was essential, and I had to carefully plan my schedule to accommodate both work and study. The support from my supervisors and the company was invaluable – they offered flexibility and encouragement. Additionally, participating in a long-term training program and interning at a law firm helped me gain practical skills and stay motivated.

Q4: Can you highlight some key experiences that have been pivotal in your legal career at TI?

Rena: One significant experience was working closely with our Asia Pacific legal director, Stanley, to resolve customer disputes. Handling these complex cases taught me the importance of legal expertise in risks management whilst maintaining a keen sense of business acumen. Additionally, the experience of seconding at a local law firm and attending court hearings have significantly widened my perspectives in analysing legal issues and developed my problem-solving skills. Supporting corporate governance compliance and new business setups have also been crucial in shaping my strategical thinking.

Q5: How has TI Fluid Systems supported your professional development throughout your career?

Rena: TI has been incredibly supportive of my growth. The legal team’s communication is flat and the culture encourages team members to express our opinions plainly and honestly. The company also invests heavily in employee development, from providing access to professional legal training programs to offering leadership training programs in the UK etc.. I am grateful for the great talent development policy which recognizes people and allows possibilities to happen. Meanwhile, I really appreciate the collaboration and teamwork from legal teammates during study leave, especially mentorship from leaders like Janis, our CLO, has also been instrumental in guiding my career path and encouraging me to take on more responsibilities.

Q6: What advice would you give to colleagues aspiring to advance their careers at TI?

Rena: I encourage everyone to stay curious and proactive in seeking growth opportunities. Don’t hesitate to pursue further education or certifications that align with your career goals. Communicate your aspirations with your supervisors, get necessary support and resources and be ready. Most importantly, maintain a healthy work-life balance to sustain your motivation and well-being.

Rena Jin’s journey exemplifies the growth opportunities available at TI Fluid Systems. We congratulate Rena on her achievements and look forward to her continued success.

As we move toward 2025, it’s clear that hybrid vehicles are no longer just transitional products – they’re evolving into a sophisticated market segment all their own. Hybrid technology has grown from a niche option to a mainstream solution, serving drivers who want better efficiency and lower emissions without fully committing to an all-electric lifestyle. This shift isn’t just about adding a battery to an internal combustion engine; it’s about reimagining nearly every component in the vehicle, including one that’s often overlooked: the fuel tank.

Traditionally, fuel tanks in gasoline-powered cars have been relatively straightforward. But in a hybrid, the tank’s role is more complex. When a car runs on electric power alone, the fuel tank can no longer vent, resulting in increased pressure creating unique challenges in terms of vapor management, fuel tank deformation, and long-term durability. Tanks must handle this increased pressure, sometimes at elevated temperatures – factors that standard designs never had to consider. This is where advanced tank technology steps in, ensuring that hybrids can meet tighter emissions regulations, offer improved reliability, and integrate smoothly with ever-more-sophisticated powertrains.

TI’s engineers have spent decades refining the design and production of blow-molded plastic fuel tanks, originally for traditional internal combustion vehicles. Now we’re adapting and innovating that expertise to address the needs of hybrids. The result isn’t just a slight ‘tweak’ to existing products – it’s a wholesale rethinking of tank architecture. Through close collaboration with leading automakers, we’re developing tanks that are optimized for the unique demands of hybridization. This work includes the application of stiffening solutions and the associated manufacturing processes to withstand increased internal pressures, and the associated vapor-handling requirements required of a hybrid system.

The impact of these new tank technologies extends beyond making hybrids more efficient and eco-friendly. By pushing the boundaries in pressure resistant solutions and advanced production methods, we’re creating a foundation for future developments. Lessons learned today in hybrid fuel tank performance will inform next-generation solutions, whether for plug-in hybrids, hydrogen fuel cell cars, or fully electric systems that rely on advanced thermal management. The knowledge gained in meeting hybrid demands allows us to anticipate the challenges of tomorrow’s mobility landscape.

As we look ahead to 2025, the hybrid fuel tank stands as a perfect illustration of how automotive innovation is shifting. No longer is it enough to simply optimize a single component; now, each part of the vehicle must integrate seamlessly into a broader vision of cleaner, more efficient transportation. The fuel tank of the future must serve as both a technical and strategic link – one that helps automakers hit stricter environmental targets while meeting consumer expectations for convenience and reliability.

We’re proud at TI to be doing our part, one advanced hybrid tank at a time, to power the world forward.

Earlier this year, our Product Management team delivered a series of comprehensive training sessions for the wider TIFS team. Delivered between May and July, the sessions were designed to ensure that TIFS employees have a thorough and professional understanding of our products. To ensure that the sessions took the varying levels of technical understanding of our staff into account, the sessions were tailored for different people. Level 0 sessions were designed for those with a very basic understanding, Level 1 was suited for those in sales roles, and Level 2 sessions were designed for the experts in our engineering department.

Each level focused on different products and target groups. Level 0 sessions provided a basic understanding of both our traditional and new product portfolio, while Level 1 went slightly deeper, examining our new Coolant and Refrigerant products. Both levels were suitable for members of our sales, engineering, purchasing, quality, and operations teams.

Level 2 was more advanced, taking a deep dive into the technical specifications and troubleshooting processes of our Coolant and Refrigerant products and modules. The sessions were held at our state-of-the-art e-Mobility Innovation Center (eMIC) in Rastatt, Germany, and TIFS employees from South Korea, Japan, India, the United States, France, and China were present for a series of hands-on activities and in-depth discussions about the product lines. These discussions included extensive technical reviews between the delegates and trainers.

Having gained practical knowledge and skills from the immersive sessions, the delegates are now equipped to deliver effective training to colleagues in their local teams. We would like to express our thanks to our team of product experts for sharing their insights and delivering the sessions.

Our global Diversity & Inclusion (D&I) committee is dedicated to championing inclusivity across the business. Tasked with creating a safe and engaging working environment for the company’s 27,000 employees, the team have been hard at work to reinforce TIFS’s mindsets of embracing change, winning as a team, and being a continuous learner.

In recent months, the committee’s focus has been on educating the business’ global workforce on Allyship. Defined as the willingness to take action in support of another person or community, Allyship is a crucial part of our goal to enable true diversity, equity, and inclusion.

To help ensure that Allyship is understood and adopted across the business, the D&I committee worked in tandem with TIFS’s Women’s Empowerment Network to hold an Ally Workshop. 20 male members of the TIFS team were selected to participate in the event, with all 20 holding critical, influential roles within the company. The purpose of the workshop was to help participants understand what it means to be an Ally and what is expected of Allies.

The workshop was a huge success and the feedback on the event was overwhelmingly positive. In particular, the business’ UK-based Director of Corporate Reporting, Simon Howell, was so inspired by his experience that he was eager to discuss his thoughts on what he learnt. Check out Simon’s thoughts below.

Q: Why do you think D&I and/or Allyship are important at TIFS?

Simon Howell (SH): Understanding diversity and Allyship in particular is really important to be able to address it. For many, this is often a blind spot, but from our perspective, having a genuine interest and understanding is fundamental to the success we have as individuals and teams. Working in global teams means it is really important to understand and be empathetic to colleagues.

Q: How has this training influenced your perspective on your role as a man and/or senior manager in promoting diversity, equity, and inclusion?

SH: Everybody has a role to play – but as a leader, I now have clarity that it is about taking action if I see poor behaviour and correcting myself immediately if I say or do something wrong.

Q: Were there any previous misconceptions you had about Allyship that were clarified during the training?

SH: The biggest learning for me in the training – and I heard a few others say this – was around the discussion of “privilege”. This is often included in conversations as a negative and sometimes as an insult. It is more about recognizing what you do have experiences of, and those that you have not had experience of, but others have. The reality of privilege is that it is important to understand perspectives and that individuals may not have certain experiences. So as a leader, I know it is my role to create an environment for others that can help them succeed.

Q: What immediate action steps do you plan to implement in your team or department to foster a more inclusive environment as an Ally?

SH: I will listen and seek out diverse ideas and experiences, and ensure that all voices are heard.

Q: How do you believe your actions as an Ally can contribute to the overall success of TIFS?

SH: Different perspectives, ideas, and discussion lead to better decisions being made. An environment of innovation and improvement comes from allowing people to speak up with their ideas.

Q: What barriers or challenges do you anticipate in your journey as an Ally, and how do you plan to overcome them?

SH: The biggest barrier is often myself. To be an effective Ally, I need to be sure to stop and think about how I am going to say something, how to include or bring people into the conversation in the right way, and how to ask for open feedback. I have previously spent a lot of time in my career understanding and trying to stop microinequities. A practice that I’ve adopted if I say something incorrect is to say out loud “that was wrong, that was a microinequity” and then correct myself immediately. I need to ensure I do this more, and correct others’ microinequities.

Q: What advice would you give to other men in management roles about the importance of participating in Allyship training?

SH: This training is one of the best workshops I have been on in recent years. The investment in time is small compared to the positive outcome it can have, not only on colleagues, but in making good business decisions. I am glad I invested the time as I know I will be more successful and a better leader if I keep working on the behaviours that I learned and keep making them a daily habit.