INDUSTRY INSIGHT


Soft skills: the secret to first-time fixes


In the heat network sector, resident engagement is crucial to getting the job done, says Terry Johnson, operations director at Insite Energy


T


he HVAC sector is rightly focused on the growing shortage of technically skilled engineers. But there is another skills gap that has just as much impact on operational performance: communication. An engineer can be technically outstanding, but if they cannot gain the trust of a resident, they may never get through the front door.


Knowledge deficit


Reflecting a key finding of Ofgem’s recently published ‘Needs and Experiences of Domestic Heat Network Customers’ research, many residents have limited comprehension of how heat networks operate. They work very differently to conventional gas, electricity or water services. In addition, faults and inefficiencies are not always obvious or concerning to users. This can make people wary of agreeing to interventions they don’t fully understand or see a need for. Financial anxieties often play a role, too. In some social housing schemes, heating costs have historically been shared across the development, so introducing individual metering can naturally raise concerns about future bills. Residents may also be reluctant to have existing meters fixed or replaced if a fault has meant they have previously paid little or nothing for heating & hot water. The rapid spread of misinformation can be another problematic barrier. A single negative experience shared on a residents’ WhatsApp group can rapidly influence an entire development. Language barriers can present further


challenges where English is not the occupants’ first language. Understanding who lives within a development and tailoring communications accordingly has therefore become an increasingly important.


Early communication


Successfully delivering metering programmes isn’t simply about booking appointments. Resident engagement needs to begin well before engineers arrive on site.


Sending a letter through the post or an email with


little context often creates confusion rather than confidence. We’ve found that projects are far more successful when clients engage residents early through kick-off meetings, community presentations or online briefing sessions that explain what work will take place, why it’s necessary and what they should expect. Clear communication also means reducing the


14 September 2026


Above: Getting through the door is just as important as knowing what to do once you’re inside


Below: Terry Johnson, operations director at Insite Energy


www.heatingandventilating.net


Above: Engineers who communicate effectively – such as calling the resident ahead of their visit (pictured) – are better able to understand the issue, explain the solution and gain the cooperation needed to complete the work during a single visit


number of organisations speaking to residents. Collaboration is key to this. Wherever possible, we work with clients to streamline interactions, ensuring consistent messaging throughout the project and minimising uncertainty. We can either communicate with residents directly or provide information and expertise to support clients to do it themselves. For vulnerable residents, preparation becomes


even more important. Maintaining an up-to-date priority services register (PSR) alongside a robust ‘Residents in vulnerable situations’ policy enables engineers to understand individual needs before arriving on site and provide appropriate support throughout the visit.


Setting the tone for success


Technical competence will always be fundamental, but it is only part of the job. At Insite Energy, every engineer completes a mandatory four- week shadowing programme before working independently. Alongside technical training on manufacturer- specific equipment, the induction places significant emphasis on resident interaction, tone of voice and conflict resolution. Every step of the customer journey is covered, from arriving on time in branded uniform with visible identification to explaining


the work clearly, setting realistic expectations and leaving residents confident about what has been completed.


Consistency builds confidence


Trust is built through familiarity, so, wherever possible, we allocate the same engineers to specific developments. Consistent branding, clearly displayed identification and professional presentation also all help reassure people that they’re dealing with authorised engineers. This continuity also benefits engineers themselves.


Quantifiable improvements


Insite’s investment in both technical and interpersonal skills has produced measurable results. Over the past year, we’ve expanded our engineering team from 10 engineers to 22 while maintaining a 94% first-time fix rate. Technical training plays an important role, however, first-time fixes also depend on more than that. Engineers who communicate effectively are better able to understand the issue, explain the solution and gain cooperation.


Rising to the skills challenge


As heat network regulation gathers pace, thousands of existing systems will require metering upgrades and ongoing maintenance. The companies that deliver projects most effectively will be those that recognise resident engagement as a core engineering skill, not just an administrative afterthought


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