Understanding the BHTA complaints process: Highlights from the Joint Section Meeting

Last Updated on 29/06/2026 by Sarah Sarsby

At the BHTA Joint Section Meeting 2026, held on 18 June at the British Motor Museum in Warwickshire, members heard from Bill Lee, Head of Policy & Compliance at the BHTA, who delivered a practical session exploring how the BHTA complaints process works in practice.

Using anonymised case studies and the latest complaints data, Bill demonstrated how complaints are assessed under the BHTA Code of Practice, highlighting the importance of evidence, communication, and proportionate decision-making.

Understanding the complaints process

The presentation opened with an overview of the BHTA complaints process, which provides a consistent framework for handling complaints made under the BHTA Code of Practice. Each complaint is assessed on its individual merits, with companies given the opportunity to resolve issues directly where appropriate. Where a complaint cannot be resolved and meets the relevant criteria, it may proceed to independent arbitration.

The seven stages of the BHTA complaints process are shown below.

Complaint trends and insights

Bill also shared complaints data covering 2024, 2025, and 2026 year-to-date.

Across the three reporting periods, BHTA recorded 149 complaint records, including 39 formal complaints. Complaint volumes peaked in 2025, which also recorded the fastest average resolution time at 27.5 days.

Looking across BHTA sections, the Mobility Group (Retailer) recorded the highest number of complaints in each reporting period, while Stairlifts & Access consistently ranked second. Bill noted that these figures should be viewed in the context of the size and activity of each section rather than as a measure of performance.

Refund or price reduction disputes and goods not being of satisfactory quality consistently featured among the most common reasons for complaints. Email remained the most common method of submitting complaints, while many cases did not progress beyond the initial review stage, reflecting the importance of early engagement and effective communication.

Learning from real complaints

Bill brought the complaints process to life through anonymised case studies, illustrating the range of issues that can arise and how complaints are assessed in practice.

One case involved a mobility accessory that detached during normal use. As the customer had reported concerns before the item was lost and the product was considered not fit for its intended purpose, the complaint was upheld and the supplier agreed to provide a replacement.

Another case highlighted the importance of clear communication around aftercare. After a customer opted out of marketing literature, they did not receive information about extending their stairlift warranty. The supplier accepted that the distinction between marketing and essential aftercare had not been sufficiently clear and offered the warranty at the original price.

Members also heard about a complaint relating to specialist equipment that had been subject to numerous service visits over several years. While the customer remained dissatisfied, the evidence showed that the supplier had continued to investigate concerns, attend appointments, and carry out remedial work, so the complaint was not upheld.

The final example followed a complaint about a rise-and-recline chair that progressed to independent arbitration. The arbitrator found that responsibility for providing a product fit for purpose remained with the supplier, resulting in the complaint being partially upheld and an award being made for inconvenience.

Collectively, the case studies reinforced the importance of BHTA members and suppliers maintaining comprehensive records, communicating clearly with customers, and resolving concerns as early as possible wherever practical. For consumers, these steps help support fairer outcomes, clearer expectations, and greater confidence when issues arise.

Complaint handling as part of good practice

Bill closed by positioning complaints as a practical source of learning for members, showing how issues can arise from product performance, communication, aftercare, record keeping, or customer expectations. The session underlined the role of clear processes in supporting fair outcomes and maintaining confidence in the standards expected of BHTA members.