Home and Garden Equipment Repair and Maintenance (NAICS 811411)

A Histometrics industry primer for public-market and private investors.

1. Overview

This is the business of fixing the machines that keep American yards running: lawn mowers, riding tractors, string trimmers, leaf blowers, chainsaws, snowblowers, tillers, edgers, pressure washers, and the small gasoline — and, increasingly, battery-electric — engines inside them. Under the North American Industry Classification System (NAICS), code 811411 covers shops that repair and service this equipment without primarily retailing new machines — the classic independent "small-engine shop" on the edge of town, plus a growing number of mobile and pickup-and-deliver operators.[1]

This is a local, labor-led after-sales trade, not a sector with its own public companies. Federal statistics count roughly 1,600 employer establishments and about $729 million in annual receipts — a rounding error next to the multi-billion-dollar companies that make the equipment.[2][3] So the practical question splits by audience:

• Public-market investors get exposure only indirectly, through the equipment manufacturers and retail channels whose high-margin parts-and-service ecosystems the repair trade runs on.
• Private investors are the ones who can actually own the repair activity itself — a single owner-operated shop, an outdoor-power-equipment (OPE) dealership with a service bay, a mobile-repair operator, a parts distributor, or a small regional roll-up. These are classic Main Street, SBA-financed (U.S. Small Business Administration) acquisitions.

The industry is small, local, seasonal, and cash-generative, with a durable but slowly shifting demand base as the equipment fleet moves from gasoline toward battery power. It is less dependent on new-equipment sales than manufacturing, but it remains exposed to weather, replacement economics, technician availability, and parts access.

2. What it is and how it's structured

In scope (811411): diagnostics, repair labor, tune-ups, preventive maintenance, sharpening, installed parts, pickup and delivery, and warranty work on home and garden equipment — walk-behind and riding mowers, garden tractors, trimmers, blowers, chainsaws, snow throwers, tillers, aerators, pressure washers, and their small engines — performed by a shop that does not primarily retail new units.[1]

What it explicitly excludes (and where those activities are counted instead):

• Dealers who primarily sell and fix new equipment → NAICS 444230, Outdoor Power Equipment Retailers. This is the single biggest carve-out. Most branded new-mower and chainsaw dealers (a Stihl or Toro dealer with a service department) are classified as retailers, and their large repair volume is counted there, not in 811411.[1]
• Appliance repair (washers, refrigerators, ovens) → NAICS 811412, the direct sibling under the shared parent 81141.[1]
• Reupholstery and furniture repair → 811420; footwear and leather-goods repair → 811430; other personal and household-goods repair → 811490.[1]
• Heavier commercial/industrial machinery repair → NAICS 811310, and related farm/agricultural-equipment codes.
• Lawn care and landscaping services themselves (mowing, planting) → NAICS 561730. Those firms are the industry's customers, not part of it.

Ownership mix. This is about as close to textbook fragmentation as an industry gets. The 2022 Economic Census counts 1,587 firms across 1,670 establishments — meaning almost every firm is a single location, overwhelmingly independent owner-operators and small partnerships/LLCs.[3] The federal data carry no legal-form or ownership split, so no share can be assigned to independent, family-owned, dealer-owned, or private-equity-backed businesses; the practical structure is a fragmented mix of local shops and dealer service departments, with large equipment brands sitting upstream. There is no national chain of pure repair shops. The nearest thing to scale is the authorized-service network layered on top: manufacturers such as Stihl and Briggs & Stratton certify local shops to do warranty work and supply genuine parts, but those shops remain independently owned.

3. How big it is

Ground-truth U.S. federal figures for the employer side of NAICS 811411:

A few things fall out of these numbers. The average establishment runs about 2.5 employees and roughly $440,000 of revenue — a genuinely tiny business.[2][3] Average payroll per worker is about $36,700, reflecting a workforce of mechanics and counter staff rather than high-wage professionals.[2] And with an SBA size standard of $9 million, essentially every business in the industry is a "small business" by federal definition — the standard exists mainly to keep the handful of larger regional operators eligible for federal small-business programs.[4]

The undercount is the most important fact about the size data. These federal figures capture only businesses with paid employees. This industry is unusually skewed toward operations that don't show up:

• Sole proprietors with no payroll. Small-engine repair is a classic one-person, no-employee trade — a retiree, a moonlighter, or an owner working alone out of a garage. The Census Bureau counts these separately in its Nonemployer Statistics program; our ground-truth employer figures do not include them, and we have no reliable nonemployer count for this specific code, so the true number of businesses is materially higher than 1,587.[5]
• Repair done at dealers (NAICS 444230). A very large share of all home-and-garden equipment repair in the U.S. happens in the service bays of new-equipment dealers, whose revenue is booked under retail, not here.[1]
• Do-it-yourself. A blade sharpening, oil change, air filter, and spark plug is a sub-$20 kit, and millions of homeowners never bring the mower to a shop at all.[7]
• Government-operated activity. The Economic Census also excludes government establishments, so in-house maintenance run by parks and public-works departments is out of scope and unquantified here.[6]

The honest read: the ~$729 million federal receipts figure is the floor — the visible, employer-based slice of a much larger repair activity spread across nonemployers, dealer service departments, and household DIY.[3][5]

4. The investable universe

There is no pure-play public company in NAICS 811411. The industry is too small and too fragmented to support one, and no repair chain has rolled it up. Public-market investors instead buy the equipment makers and retail channels, whose businesses include the parts and authorized-service ecosystems the repair trade runs on. The table below is exposure-by-proxy, not a list of repair companies — scale figures are company-wide, of which home-and-garden equipment (and its aftermarket) is only a portion.

Major private and other owners of the actual repair ecosystem:

• Briggs & Stratton — the dominant small-engine and aftermarket-parts supplier; brands include Briggs & Stratton, Vanguard, Ferris, Simplicity, Snapper, and Billy Goat. It went through Chapter 11 in 2020 (a ~$550M asset sale) and is now a portfolio company of private-equity firm KPS Capital Partners. It supplies engines and genuine parts and certifies the authorized-service network many independent shops depend on.[18][19]
• Stihl — a large, unlisted, family-owned maker of chainsaws, power tools, and garden equipment whose dealer-and-service network anchors a big share of chainsaw and engine repair.[20] Kohler Engines is a comparable private engine supplier.
• AriensCo — family-owned; sells outdoor power equipment (Ariens, Gravely) through dealer channels.[21]
• Big-box and national service brands — Sears Home Services (riding-mower repair) and repair referrals routed through Home Depot and Lowe's capture some volume outside the classic independent shop.

These suppliers are important sources of equipment, parts, warranty work, and authorized-service traffic, but they should not be confused with ownership of the underlying local repair shops. Bottom line for public investors: you cannot buy "the repair industry." You can buy the razor (equipment) and the blades (parts/aftermarket), and the aftermarket line is where the repair economics show up inside a public P&L.

5. How the money works

An independent repair shop is a straightforward labor-and-parts business, and its unit economics explain both the appeal and the ceiling of the industry.

• Billable labor is the core. Revenue is driven by technician hours sold at a posted shop labor rate — in the broader OPE dealer world, roughly $90 per hour.[8] A spring mower tune-up (oil, air filter, spark plug, blade sharpen/balance, deck clean, safety check) is the bread-and-butter ticket.[7]
• Parts carry the margin. Shops mark up parts and consumables — blades, belts, filters, spark plugs, oil, fuel-system parts, carburetors, batteries. In OPE dealerships, parts and service together are the highest-margin departments even though they're a minority of revenue, which is why the better operators push to grow them.[8]
• Warranty work is a volume-vs-margin trade. Authorized shops get warranty repairs reimbursed by the manufacturer, usually at a set rate below the retail labor rate — steady volume, thinner margin, but it builds the customer relationship for lucrative out-of-warranty work later. Toro, for example, requires authorized distributors or dealers to perform warranty work, while out-of-warranty service is paid by the customer.[13]
• Repair-vs-replace is the demand gate. A $250 big-box walk-behind mower often isn't worth a $120 repair — customers just buy new. But a $1,500 zero-turn or a landscaper's $600 commercial trimmer is worth fixing repeatedly. The industry's best customers are therefore owners of expensive equipment, especially commercial landscapers who run machines hard and need fast turnaround.[7]
• Fixed costs are low, skilled labor is the binding input. A shop is a small space, a bench, hand tools, and diagnostic gear. The constraint isn't capital — it's a skilled small-engine technician's time, which is why margins live or die on how efficiently billable hours are scheduled.

The operating metrics that matter most are technician utilization, labor realization, average repair ticket, first-time fix rate, turnaround time, parts gross margin, inventory turns, warranty reimbursement, repeat-customer and commercial-account retention, and revenue concentration. The two forces that most move a shop's revenue in a given year are turnaround time in spring (the busy season creates multi-week backlogs, and lost jobs walk to a competitor) and the parts-attach rate on every ticket.[7][8] A lawn-only shop is highly seasonal; one that also services snowblowers, generators, or commercial fleets smooths utilization across the year.

6. What drives demand

• The installed equipment fleet. Demand tracks how many mowers, trimmers, and blowers are in service and how hard they're used — tens of millions of residential units plus commercial landscaper fleets.[9]
• Weather. Rain grows grass (more mowing hours, more wear, more repairs); snowfall drives snowblower repair in northern markets; drought or a mild winter suppresses both. Revenue is genuinely weather-cyclical. Toro describes lawn-and-garden shipments as concentrated in spring and snow products in the months before and during winter.[13]
• The commercial-landscaping cycle. Professional lawn-care and landscaping firms are the highest-value, most-frequent repair customers; their equipment spend and utilization tracks housing, construction, and commercial-property activity.[9]
• Seasonality. A sharp spring peak (equipment pulled out of winter storage all at once), a summer maintenance grind, a fall/snow-prep bump, and a slow winter — cash flow is front-loaded into March–June.[7]
• Repair-vs-replace economics. When new machines get cheaper or discounting is heavy, marginal repairs convert to replacements; when new equipment is expensive or back-ordered, repair demand rises.
• Fuel chemistry. Ethanol-blended gasoline (E10/E15, gasoline with 10–15% ethanol) degrades small-engine fuel systems and is a persistent, if unglamorous, source of carburetor and fuel-line repair work.
• Battery and robotic adoption. As the fleet electrifies, carburetor, oil, and engine work falls while battery, electronics, software, and diagnostic work rises.[13]
• Parts and repair-information access. The Federal Trade Commission (FTC) has identified restricted parts, tools, and diagnostic software as barriers to independent repair; easier access supports the shop channel.[27]
• DIY vs. outsourcing. A structural swing factor: how many owners do their own ~$20 tune-up versus paying a shop $35–$225 for it.[7]

7. Regulation

For a Main Street trade, this industry sits under a surprisingly consequential regulatory overhang — most of it aimed at the engines, which reshapes the repair market indirectly.

• Federal emissions standards. The U.S. Environmental Protection Agency (EPA) has regulated small spark-ignition and off-road engines under the Clean Air Act since the 1990s, tightening allowable emissions in successive phases. Repair businesses must avoid illegal tampering, defeat devices, or disabling emissions controls — the EPA actively pursues engine-tampering cases.[22]
• California's zero-emission rule (the big one). The California Air Resources Board (CARB) regulates small off-road engines (SORE) — many lawn and garden engines rated at or below 25 horsepower. Under its 2021 amendments (implementing Assembly Bill 1346, 2021), most new SORE equipment — mowers, blowers, trimmers, chainsaws — must be zero-emission starting with model year 2024, with certain higher-power categories phased in later.[23] Crucially, the rule bans new gas sales, not the use or repair of the existing gas fleet. In the near term this actually supports repair demand: owners keep older gas machines running longer because they can't buy new gas replacements in-state. Other states are watching California's lead, and 100-plus local ordinances restrict gas leaf blowers.
• Right-to-repair. As equipment adds electronics and sealed battery packs, access to diagnostics, firmware, and parts becomes a live issue. The FTC's Nixing the Fix report flagged manufacturer repair restrictions, and EPA's 2026 "Freedom to Fix" guidance is a favorable signal for independents — though its clearest nonroad example concerns agricultural diesel equipment, not a blanket exemption for all gasoline lawn-equipment repair.[27][28] Right-to-repair momentum is broadly favorable to independent shops; manufacturer control of parts and software is the countervailing risk.
• Workplace safety. The Occupational Safety and Health Administration (OSHA) requires employers to control hazardous energy during servicing (lockout/tagout) under 29 CFR 1910.147, covering unexpected startup and stored mechanical, electrical, chemical, hydraulic, and pneumatic energy.[24]
• Environmental and shop-level compliance. Used oil, fuel, solvents, and lithium-ion batteries are regulated waste streams; EPA used-oil standards apply to any business handling used oil, and lithium-ion batteries may require universal-waste or hazardous-waste management.[25][26] Shops also face state and local business licensing, fire safety, and fuel-storage rules.

8. Competitive dynamics and consolidation

The concentration data confirm what the storefront count implies: this is one of the least-concentrated industries in the entire economy.

• The largest 4 firms hold just 8.7% of revenue; the top 8, 11.1%; the top 20, 16.4%; the top 50, only 25.5%.[3]
• The Herfindahl-Hirschman Index (HHI) — the standard antitrust concentration measure, where 10,000 is a monopoly and anything under 1,500 is "unconcentrated" — is 29.3.[3] That is essentially perfect competition; there is no market power anywhere in the employer universe.

What competition actually turns on is local: reputation, honesty, turnaround speed, and proximity. Barriers to entry are low (skill, tools, a small space), so the moat is a customer list and a fast, trustworthy bench — not scale. The strongest local advantages are technician skill and retention, fast turnaround and pickup/mobile capability, access to original and aftermarket parts, manufacturer authorization and diagnostic tools, multi-brand capability, and dense customer coverage. Authorized dealers get better warranty-system and brand-parts access; independents compete through multi-brand service, lower overhead, used-equipment expertise, and flexibility.

Consolidation is real but slow — and mostly upstream or adjacent. At the supplier level it is visible (KPS owns Briggs & Stratton; Stanley Black & Decker owns the MTD outdoor brands).[18][11] At the shop level, roll-ups are happening one town at a time in the dealer channel (NAICS 444230), not in pure repair, alongside a few mobile and pickup-and-delivery concepts nibbling at the convenience edge. Our judgment: a buy-and-build strategy can work when it adds route density, purchasing power, scheduling systems, technician training, and parts discipline — but integration is hard because owner knowledge, local reputation, and technician relationships are often worth more than the physical shop. The most important structural pressures are two: an aging small-engine technician workforce with thin replacement supply, and a wave of owner retirements with no succession plan — which simultaneously constrains capacity and creates acquisition deal flow.

9. Risks

• The battery transition (double-edged). As the fleet shifts from gas to cordless-electric, routine maintenance revenue per unit falls — battery machines have no oil, filters, spark plugs, or carburetors to service. Long-term, that shrinks the highest-frequency, easiest work, even as new failure modes (battery packs, control boards, motors) require different skills, tools, and safety/disposal handling.
• Weather and cyclicality. A dry summer, a snowless winter, or a soft housing/landscaping cycle hits revenue directly, and repair is a discretionary, deferrable purchase.
• Repair-vs-replace erosion. Cheap imported equipment keeps pulling marginal jobs toward replacement.
• DIY and internet self-help. Ubiquitous repair videos and mail-order parts let more owners skip the shop.
• Technician scarcity and succession. The workforce constraint can cap growth, inflate wages, and complicate ownership transfers; many shops are dependent on a single owner-mechanic.
• Parts and software access (OEM control). If original-equipment manufacturers (OEMs) lock down parts, software, diagnostics, or warranty work, independents lose the ability to service newer machines — the flip side of the right-to-repair fight.
• Compliance exposure. Emissions tampering, workplace-safety, fuel-storage, and hazardous-waste violations carry real penalties for small operators.
• Small-business fragility. These are thinly capitalized, owner-dependent operations with seasonal working-capital needs and aging parts inventory; a single key person's illness or exit can end the business. In a roll-up, poor acquisition integration is its own risk.

10. How to invest and the outlook

Public-market routes (indirect only). There is no listed pure-play, so exposure comes through the equipment makers and retail channels, where the relevant read-through is each company's parts and aftermarket line — the recurring, high-margin revenue that mirrors repair economics. The clearest turf/OPE exposure is The Toro Company (TTC); broader, more diluted exposure comes from Deere (DE), Stanley Black & Decker (SWK), Techtronic (TTNDY), Husqvarna (HUSQ B / HUSQF), Generac (GNRC), retailers Home Depot (HD) and Lowe's (LOW), plus Honda (HMC) and Japan's Kubota and Makita.[10][11][12][13][14][15][16][17] For a thesis on the electrification shift specifically, Techtronic (Ryobi/Milwaukee) and Husqvarna (robotic mowers) are the most levered.[12][14] Treat all of these as diversified equipment/tools/retail investments with after-sales exposure — not as direct ownership of the 811411 repair market. The indicators to watch are dealer health, parts availability, warranty costs, service-network quality, installed-base trends, and the pace of the battery transition.

Private routes (where you can own the actual business). This is fundamentally a private-market, Main Street opportunity:

• Buy an independent shop or an OPE dealership with a service department, typically financed with an SBA 7(a) loan (the $9M size standard means the whole industry qualifies).[4] The retiring-owner succession wave is generating sellers.
• Roll up several local shops into a regional service brand, standardizing scheduling and parts purchasing to lift the parts-attach rate and billable-hour efficiency — the two levers that drive shop profit.[8]
• Mobile / pickup-and-deliver models, competing on convenience against the drop-off-and-wait incumbent.
• Supply the ecosystem — parts distribution or seasonal working-capital finance for shops and dealers.

Due diligence should focus on normalized owner-independent earnings, technician retention, parts access, customer concentration, inventory aging, warranty terms, environmental compliance, lease obligations, and seasonal cash needs.

The outlook (forward-looking judgment, not reported fact). Near term, demand looks supported: the enormous installed base of gas equipment still needs service, and California-style bans on new gas sales keep older gas machines in shops longer rather than retiring them; commercial-landscaper demand should stay firm. The structural swing factor is electrification — over a longer horizon, battery equipment likely means less routine maintenance revenue per machine but higher unit values and new electronics/battery repair work, favoring shops that retrain and re-tool early. The industry will almost certainly remain highly fragmented; the binding constraints are the technician shortage and owner succession, not competition. Our base case is a durable but modest-growth specialty service market where the best returns come from operational improvement, pricing discipline, technician productivity, parts availability, and carefully executed consolidation — rather than from broad industry growth. For private investors, that combination — steady cash flow, cheap entry, motivated sellers, and a slow-moving technology transition — is the whole attraction; for public investors, it remains a theme you rent through the equipment makers rather than a sector you can buy directly.

---

Sources

1. U.S. Census Bureau, "2022 NAICS: 811411 Home and Garden Equipment Repair and Maintenance" (definition, scope, and exclusions incl. 444230/811412/811420/811430/811490). https://www.census.gov/naics/?details=811411&input=811411&year=2022
2. U.S. Census Bureau, County Business Patterns: 2023 — establishments, employment, annual and Q1 payroll for NAICS 811411 (Histometrics federal-statistics ingest). https://www.census.gov/data/datasets/2023/econ/cbp/2023-cbp.html
3. U.S. Census Bureau, 2022 Economic Census, Concentration of Largest Firms — firms, receipts, concentration ratios (CR4/CR8/CR20/CR50), and HHI for NAICS 811411 (Histometrics ingest). https://api.census.gov/data/2022/ecnsize/groups/EC2200SIZECONCEN.html
4. U.S. Small Business Administration, Table of Small Business Size Standards — NAICS 811411 set at $9.0 million average annual receipts, 2023 (Histometrics ingest). https://www.sba.gov/document/support-table-size-standards
5. U.S. Census Bureau, Nonemployer Statistics (methodology and coverage of sole-proprietor businesses without payroll), 2023. https://www.census.gov/econ/overview/mu0500.html
6. U.S. Census Bureau, Economic Census Overview (coverage, including exclusion of government establishments), 2026. https://www.census.gov/econ/overview/mu0000.html
7. Lawn Love, "Spring Mower Tune-Up: DIY vs. Professional Service Costs" (tune-up tasks, consumable kits, DIY-vs-shop cost ranges), 2026. https://lawnlove.com/blog/diy-vs-professional-mower-tuneup-costs/
8. Rural Lifestyle Dealer, "Study Measures OPE Dealers' Performance" (service-department revenue mix and ~$90/hr shop labor rate), 2024. https://www.rurallifestyledealer.com/articles/5903-study-measures-ope-dealers-performance
9. Mordor Intelligence, "United States Lawn Mowers Market Size & Share Outlook" (installed-base and commercial-landscaping demand context; U.S. lawn-mower market ~$7.1B in 2025), 2025. https://www.mordorintelligence.com/industry-reports/united-states-lawn-mowers-market
10. Deere & Company, "Deere Reports Net Income of $7.1 Billion for Fiscal 2024" (net sales ~$44.8B), 2024. https://www.deere.com/en/news/all-news/fy24-fourth-quarter-earnings/
11. Stanley Black & Decker, "Reports 4Q & Full Year 2024 Results" (2024 revenue ~$15.4B; Cub Cadet/Troy-Bilt/Hustler MTD brands), 2025. https://www.stanleyblackanddecker.com/stanley-black-decker-reports-4q-full-year-2024-results
12. Techtronic Industries, "Techtronic Industries Delivers Outstanding Financial Results in 2024" (record sales ~US$14.6B; Ryobi, Milwaukee), 2025. https://www.prnewswire.com/apac/news-releases/techtronic-industries-delivers-outstanding-financial-results-in-2024-302391582.html
13. The Toro Company, Form 10-K (net sales ~$4.58B; warranty performed by authorized dealers/distributors; seasonality of lawn and snow products). https://www.sec.gov/Archives/edgar/data/737758/000073775825000115/ttc-20251031.htm
14. Husqvarna Group, Year-End / Annual Report 2024 (net sales ~SEK 48.4bn / ~US$4.56B; robotic mowers; Nasdaq Stockholm listing HUSQ B), 2025. https://www.husqvarnagroup.com/sites/husqvarna/files/pr/202504073721-1.pdf
15. Generac Holdings, FY2024 results (2024 revenue ~$4.30B), 2025. https://www.macrotrends.net/stocks/charts/GNRC/generac-holdings/revenue
16. The Home Depot, "Investor FAQs" (home-center distribution channel), 2026. https://ir.homedepot.com/investor-resources/faqs
17. Lowe's, 2025 Annual Report (home-improvement retail-channel exposure), 2026. https://corporate.lowes.com/sites/lowes-corp/files/2026-04/lowes-2025-annual-report.pdf
18. KPS Capital Partners, "Briggs & Stratton" (portfolio company; brands Briggs & Stratton, Vanguard, Ferris, Simplicity, Snapper, Billy Goat), 2026. https://kpsfund.com/investments/briggs-stratton/
19. Fox Business, "Engine maker Briggs & Stratton files for bankruptcy protection, agrees to sell assets to KPS" (Chapter 11 2020; ~$550M sale to KPS Capital Partners), 2020. https://www.foxbusiness.com/markets/briggs-stratton-bankruptcy-protection-asset-sale-kps
20. STIHL, "Economic Sustainability" (unlisted, family-owned; chainsaws, power tools, garden equipment), 2026. https://corporate.stihl.com/en/sustainability/economic-sustainability
21. AriensCo, "Company Overview" (family-owned; Ariens/Gravely dealer-channel OPE), 2026. https://www.ariensco.com/
22. U.S. Environmental Protection Agency, "Clean Air Act Vehicle and Engine Enforcement Case Resolutions" (engine-tampering/defeat-device enforcement), 2026. https://www.epa.gov/enforcement/clean-air-act-vehicle-and-engine-enforcement-case-resolutions
23. California Air Resources Board, "2021 Amendments to the Small Off-Road Engine (SORE) Regulations" (most new SORE zero-emission from model year 2024 under AB 1346; higher-power categories phased later). https://ww2.arb.ca.gov/our-work/programs/small-road-engines-sore/2021-amendments-small-road-engine-regulations
24. Occupational Safety and Health Administration, "1910.147 — The Control of Hazardous Energy (Lockout/Tagout)." https://www.osha.gov/laws-regs/regulations/standardnumber/1910/1910.147
25. U.S. Environmental Protection Agency, "Managing Used Oil: Answers to Frequent Questions for Businesses," 2026. https://www.epa.gov/hw/managing-used-oil-answers-frequent-questions-businesses
26. U.S. Environmental Protection Agency, "Lithium-Ion Battery Recycling Frequently Asked Questions," 2025. https://www.epa.gov/hw/lithium-ion-battery-recycling-frequently-asked-questions
27. Federal Trade Commission, "Nixing the Fix: An FTC Report to Congress" (parts, tools, and diagnostic-software restrictions as barriers to independent repair), 2021. https://www.ftc.gov/system/files/documents/reports/nixing-fix-ftc-report-congress-repair-restrictions/nixing_the_fix_report_final_5521_630pm-508_002.pdf
28. U.S. Environmental Protection Agency, "Freedom to Fix" (2026 right-to-repair guidance; clearest nonroad example is agricultural diesel equipment). https://www.epa.gov/ve-certification/freedom-fix