The size of the low carbon refurbishment programme gives us an opportunity to create a continuity of work that will allow practices to recruit and retain talented people
the domestic sector will not be successful without our input.’ CIBSE has a key role to play in sharing
its knowledge and experience with other professions and institutions. The development of the institution’s online Knowledge Portal will play a pivotal role, says Ford. ‘I believe that when you become a member of CIBSE you own all of that knowledge – your peers created it and it is yours. You have paid to join and should not be expected to pay again when you want to gain access to your institution’s bank of knowledge. Online tools now make that possible.’ There is also a data explosion coming that
The industry needs to be more inclusive if it is going to be able to recruit people from a wider base, insists Andy Ford
will challenge traditional working practices; this is another area that CIBSE can lead on. ‘With the deployment of smart meters, we will suddenly have access to more energy performance information than ever before. We must be able to analyse and make best use of that data. If this was combined with a full roll-out of Display Energy Certifi cates and proper benchmarking, we could at last start a cycle of continuous improvement.’ Ford’s principle of respect has informed
his career and the values behind Fulcrum, the practice he founded and eventually sold to Mott MacDonald in 2009. Like many building services engineers, he came into the sector by accident, having studied for a mechanical engineering degree at the University of Bath after a period of working in diesel engine manufacturing. ‘I liked making things and was attracted
by the idea of making really big things – buildings. I also fi nd the whole process fascinating.’ It was architects, with whom he shared
fl ats during his degree, who introduced him to buildings and, after graduating
in 1974 aged 21, he applied for a job with Max Fordham & Partners. Attracted by the ‘democratic’ structure of the company, he took to the hands-on learning and adherence to ‘fi rst principles’ that characterised the Fordham approach.
Inclusiveness When he founded Fulcrum, Ford wanted to create a ‘socially normal’ business model: ‘It seemed to me that a lot of people coming up through the tools were being ignored. They had a lot to offer, but weren’t treated with equal respect. Everyone needs to feel they are part of the solution – feel empowered. I also think it is important for people to have a broad view and be interested in other things: they need to be able to see the full picture when designing a building and not simply focus on building services.’ The industry needs to be more inclusive
so that it can recruit and retain from a broad base, Ford believes. ‘We must break free from the relentless cycle that has defi ned our sector for years. Work comes and goes and we hire and fi re. We lose good people because we continually move from boom to bust. ‘The size of the low carbon refurbishment programme and the requirement to control the lifecycle gives us an opportunity to create an industry with the continuity of work that will allow practices to recruit and retain talented people. Much of the sustainability expertise lies with our youngest engineers. It has only been taught for the last 10 years, after all, so experienced engineers have to turn to young colleagues for guidance. That creates a certain tension, but I believe it is very positive and highlights the importance of a diverse workforce.’ The supply chain is evolving quickly, and Ford believes that building services
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28
CIBSE Journal July 2011
www.cibsejournal.com
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