EQUIPMENT HIRE


Cooling heads, warming trends


The industry is evolving quickly, and everyone’s trying to keep pace. From new regulations to smarter kit and sharper skills demands, the landscape is changing, and so are the expectations placed on those who keep our buildings running smoothly, as Sean McDevitt, Business Development Leader at ICS Cool Energy, explains.


W


hether it’s geopolitical tensions, extreme temperatures, price spikes or pressure on global supply chains, businesses


continue to operate in an increasingly unpredictable environment in 2026. And ‘continue’ is the keyword. In 2022, manufacturers faced record-high energy prices, which subsequently led to record-high infl ation and continues to be felt today. Moreover, these challenges are coupled with increasingly common weather anomalies. These include record- high temperatures last summer and heavy rainfall that is set to place eight million properties at risk of fl ooding by 2050, compared with more than six million properties today, according to Environment Agency data estimates. This period of ‘record-highs’, and the instability it brings, is especially concerning for manufacturers that rely on HVAC and process temperature control, where even a short loss of cooling or heating can quickly bring production to a halt. In this context, a strong contingency plan is no longer optional in manufacturers’ operational resilience strategies. Even a well-maintained plant can be aff ected by factors outside a manufacturer’s control. Power failure, extreme temperatures, fl oods, accidental damage or delays in sourcing replacement parts can all compromise production if there is no plan in place.


When are contingency plans most benefi cial?


A contingency plan can be critical in a wide range of scenarios, including: ■ Extreme weather events such as fl ooding or heatwaves


■Power outages or unstable electrical supply 18 March 2026 • www.acr-news.com


■ Planned maintenance contingency to maintain output while permanent systems are serviced


■ Partnership with a specialist supplier to ensure temporary heating and cooling solutions are specifi ed correctly, tested in advance and available when required.


■Planned maintenance on critical plant ■ Unexpected failure of chillers, boilers or heat pumps


■Refrigerant loss or mechanical breakdown ■ Increased production demand that pushes systems beyond capacity


An eff ective contingency strategy should refl ect the systems that are critical to production. These commonly include: ■ Cooling contingency plans for process cooling, data-driven manufacturing and controlled environ- ments


■ Heating contingency plans to maintain working conditions, protect processes and prevent frost damage


■ Temporary plant hire strategies that integrate with existing systems


Having the right contingency plan is also relevant when it comes to futureproofi ng, especially in the context of energy prices. In a recent article, Make UK highlighted energy costs as one of the biggest barriers to manufacturing growth. Without action, high energy prices risk weaker investment, reduced competitiveness and the gradual decline of key industries. The impact is felt most strongly across regional industrial heartlands, where manufacturing underpins productivity, jobs and supply chains. In this context, contingency planning is not only about responding to emergencies. It is about protecting productivity, reducing exposure to downtime and supporting more effi cient, resilient operations in an increasingly challenging energy landscape. As part of this futureproofi ng, manufacturers can also gain greater control over operational costs, particularly during periods of dynamic increases in production demand.


Practical steps to improve manufacturing resilience There are several practical actions manufacturers can take to strengthen contingency planning. 1. Conduct a site and operations audit. Risk assessment should cover all operations. In manufacturing, process temperature is often critical, making chillers, boilers and heat pumps a priority.


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