I M I Hydronic Engineering

A Message from Lord Pickles and Lord Blunkett, followed by I M I Hydronic Engineering'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 I M I Hydronic Engineering 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.imi-hydronic.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
50 | I M I HYDRONIC ENGINEERING
FastFit (fan coil unit valve set)
production planning
Founded in 1909 and based in Dunstable, Bedfordshire,
IMI Hydronic Engineering UK is the leading global provider
and recognised expert in hydronic distribution systems and
room temperature control, with an experienced workforce that
has participated in more than 100,000 construction projects
worldwide. In what follows, Derek Brown, the regional head of
project sales for the south and London, provides insights into key
aspects of the business.
As a hydronic distribution systems and room temperature control company, some
of the key areas of the business include:
»Installers and contractors
»Wholesalers, distributors and original equipment manufacturers
»Designers and consultants
»Building owners, investors and facility managers
The state of the sector
There is an increasing awareness of the importance of indoor climate to human
well-being, whereby reducing energy consumption and carbon emissions, as well as
enhancing sustainability through increased energy efficiency, is a necessity. Because
this is so, manufacturers within the heating ventilation and air conditioning (HVAC)
industry have to assist in introducing to the market new innovative products and
solutions – benefiting design, end users and all our children’s future.
IMI Hydronic Engineering, alongside IMI Precision Engineering and IMI Critical
Engineering, is part of the global IMI plc Group, a UK-based company listed on
FACTS ABOUT
I M I HYDRONIC ENGINEERING
»CEO: Mark Selway
»Established in 1909
»Based in Dunstable,
Bedfordshire
»Services: Supply of hydronic
products and heating
ventilation & air conditioning
solutions
»No. of employees: 11,000
»2016 performance
»Revenue: £290 million
(2015: £264 million)
»Operating profit: £51.9
million
(2015: £51.8 million)
I M I Hydronic
Engineering
Lean, an efficiency
measure, implemented
across IMI
51I M I HYDRONIC ENGINEERING |
BEST PRACTICE REPRESENTATIVE 2018
» THE EXECUTIVE
COMMITTEE
»Mark Selway, chief
executive
»Daniel Shook, finance
director 
»Phil Clifton, interim
managing director, IMI
Hydronic Engineering
»Paul Roberts, group
business development
director
»Geoff Tranfield, group
human resources
director
»John O’Shea, company
secretary
the London Stock Exchange. The
company has been thriving for
over 150 years. Across the three
divisions and Birmingham HQ, the
company has 11,000 employees and
manufacturing facilities in more than
20 countriesworldwide.
Hydronic Engineering’s three
product brands
IMI PNEUMATEX offers an unparalleled
range of pressurisation, dirt separation
and degassing solutions – all multi-
functional, hard-wearing and capable
of extending system life. The majority
of UK buildings with boilers and chillers
utilise pressurisation and water quality.
The products are normally installed
in plant-rooms or within original
equipment manufacturers (OEM) HVAC
packages. Water quality includes the
removal of air and dirt from systems
utilising air/dirt or combined separator
or degasser, and “Pneumatex”
market-leading products include new
innovative cyclonic separation.
IMI TA is the market’s leading balance,
control and actuation technology
provider – delivering optimum control
for the perfect indoor environment.
In the 1950s, IMI created the world’s
first manual balancing valve (MBV),
pressure independent balancing
and control valves (PICBV), and it
offers three different valves in one.
It is, moreover, currently the industry
preferred choice used to control
HVAC systems. PICBV, when installed
with variable speed pumps (VSP),
allows comfort levels to be optimised,
which reduces energy consumption.
TA Modulator PICBV and “Slider
Actuator” are innovative products
recently introduced to the market for
use on constant or variable control
heating and cooling systems.
IMI HEIMEIER is Europe’s leading
thermostatic control solutions provider,
comprising more than 120 easy-to-
fit valve variations, with innovative,
high-quality design features and a
range of thermostatic heads and
sensors, thermostats and associated
products. Effective thermostatic control
is one of the key ways to regulate
room temperatures and boost energy
efficiency and overall performance in
HVAC systems. Established in 1928,
IMI HEIMEIER today is a world leader
in thermostatic control technology
and a partner to thousands of HVAC
customers around the world. Accurately
configured thermostatic radiator valves
can reduce energy consumption by
as much as 28 per cent compared
with manual radiator valves. Eclipse
automatic TRV (thermostatic radiator
valve) eliminates the need for complex
pressure-loss calculations, minimises
risk of overflow and is simple to install
– saving both time andmoney. Eclipse
has the new EN 215 standard and is
keymark registered.
Challenges
One of the challenges faced by HVAC
industry professionals is the necessity
for innovative solutions – something
of an obsession at IMI Hydronic
Engineering. Whether it’s a small
domestic installation or a mammoth,
high-profile development, IMI Hydronic
Engineering provides products,
service and support to deliver optimal
hydronic solutions and sustainable,
energy-efficient buildings.
To support our significant new product
offering and our strengthened over-
the-counter sales strategy, we have
Whether it’s a
small domestic
installation or a
mammoth,
high-profile
development,
IMI Hydronic
Engineering
provides
products
Newly introduced
‘simply compresso’
air-controlled packaged
pressurisation unit
THE PARLIAMENTARY REVIEW
Highlighting best practice
52 | I M I HYDRONIC ENGINEERING
revitalised our sales and marketing
activities within the division. At the
heart of our new approach is our sales
team, who have dedicated roles and
responsibilities tailored to meet the
specific needs of our wholesale and
project-based customers to ensure
that at all times an optimum customer
experience is delivered. Feedback to date
has been very positive, as evidenced by
improved net promoter scores (NPS)
which measure customers’ satisfaction.
NPS feedback indicates that 86 per
cent of our customers rank Hydronic
Engineering as a “true innovator” – not
least because we provide a range of
different learning opportunities to suit
every type of customer, including:
»Seminars and training events in
multiple locations
»Webinars and online learning resources
»In-house seminars at customers’
premises, giving the benefit of
understanding and solving the
hydronic challenges faced in ongoing
projects either on or off-site; tailor-
made training events
»Practical, hands-on training using our
specially designed simulation units
and online modules
Conclusion
IMI has been extremely successful over
many years by selling great products
to a long list of fantastic customers.
WhenIMI and the customer have a
strong, mutual understanding of how
the most value is created, then IMI
delivers that value through its products
and services.
Our key objective in introducing Lean
(an efficiency measure) across IMI is
to establish systems that enable our
organisation to deliver on demand,
minimise inventory, maximise the
use of multiskilled employees, flatten
the management structure and focus
resources where they are needed.
Promoting employee wellbeing is
an ongoing process at IMI Hydronic
Engineering. We provide extensive
training and information, and are
committed to eliminating health and
safety incidents wherever possible
through continuous improvement.
An indication of how seriously we take
our responsibilities is reflected in the
fact that we have recently integrated
responsibility for health and safety
intoour extensive Lean programme. The
programme aims to improve processes
across every part of the business and
we are determined to embed a planned
and disciplined approach to improving
health and safety into everything we
do, now and in the future.
We only use materials that have low
environmental impact and are capable
of being recycled at the end of their
lifecycle. We also strive to implement
the cleanest and greenest production
processes, which includes minimising
CO2 emissions.
Our values and vision are underpinning
sustainable competitive performance
and make us a company to be proud of.
Whether it’s an employee, stakeholder,
executive or business partner, we all
make sure we are: acting ethically;
aesthetically agreeable; behaviourally
stringent; responsible in terms of our
impact and always seeking to improve.
By following along these lines, we can
expect continued success. In short, we
always seek to do the right thing.
Our key
objective in
introducing
Lean (an
efficiency
measure)
across IMI is to
establish
systems that
enable our
organisation
to deliver on
demand
Specialists in hydronic
products and HVAC
solutions

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

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

By The Rt Hon Theresa May MP

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