Leading the way through engineering

For many FM organisations, engineering is a specialist service that sits within its wider operations. EMCOR UK sees it differently – in July, Matt Kent was appointed as its director of engineering, a new position that makes engineering a central consideration for all areas of the business. 

Beyond the technicalities of an engineering role, Matt’s work requires leadership skills, which he has developed across a wide range of industries, from defence crisis management and nuclear infrastructure to pharmaceutical operations and critical national infrastructure. 

His role requires liaison with all areas of the business, from the CEO to frontline engineers, and he has recently begun rolling out a multi-stage plan to further enhance EMCOR UK’s engineering services. He plans to weave a “golden thread” of engineering excellence throughout the business.

Magenta Associates, communications specialist for the built environment, spoke with Matt to discuss what his new role entails, and the new direction his strategy will take EMCOR UK in. 

Why would an FM organisation need a director of engineering?  

At EMCOR UK, we have many specialisms in our organisation, from our Carbon Transformation service that focuses on customers’ decarbonisation strategies to our Insight Intelligence platform that uses intelligent modelling tools for customers to better understand their estates. Those services are streamlined and individually primed for customer collaboration, and will be even stronger once fully aligned within our business.

The specialisms within FM organisations often feature elements of engineering. For example, a decarbonisation project will typically involve modifying or replacing mechanical and electrical equipment and often revises the operational procedures of a building, which requires engineering specialism and technical input. Engineering is vital even for areas that seem less technical, like workplace management – an office optimised for hybrid workers or changing teams may use sensors to detect the number of occupants, in turn affecting what assets are in use, for how long, and potentially modifying the required maintenance schedules.

Other day-to-day aspects of FM management also rely on engineering expertise. For example, the impact on a building’s fire strategy and risk assessment created if a new internal wall is built to meet the latest building regulations. This in turn can impact the maintenance work and operation of fire detection systems, HVAC operation and indoor air quality, all requiring engineering thinking and solutions. Having the input of engineers from a strategic level down is therefore integral to every stage of a business’s operations.

I aim to further integrate these different areas, with engineering excellence as the golden thread that runs throughout EMCOR UK. That is why are continuing to strengthen our process of technical communication and collaboration with the company.

How do you plan to restructure your engineering team?

I plan to formalise this golden thread through defined roles, strategy and specialist committees, and to develop the concept of an engineering centre of excellence.

The key is regular communication. My team and I have created an engineering steering committee that will meet routinely throughout the year, along with a maintenance assurance and compliance working group that meets monthly to review changes in legislation and technical standards that may impact operational output. These regular check-ins ensure we deliver sustained compliance, our strategy remains flexible to changing market trends and that we can address and respond to exactly what our customers need.

We will also create new roles within the business to spearhead specific areas of our engineering including technical operations and project delivery leads, who will ensure we continue to operate safely and effectively. They will work alongside our existing asset management and technical assurance leads who set the policies, processes and procedures for our operational teams to be safe to operate.

My vision is the appropriate involvement of all levels of engineering in the business, ensuring that our technical teams are competent and confident in delivering their roles and feel engaged, valued and trusted.  

What are the most important qualities for frontline engineers?

Engineering in FM requires a combination of both specialist skills and broader knowledge and experience. In simple terms, you need to understand how equipment and systems operate (and are operated), maintained, diagnosed and repaired. Beyond that, fundamental personal and professional traits essential to being a good engineer include punctuality, attention to detail, trust, and reliability.

One of my goals is to streamline our technical accreditation routes so that all engineers in our business have a route to professional accreditation, from associate member to chartered engineer, if they choose to. We want everyone who comes into the business in a junior grade to be able to work up through different technical positions and seniority levels, with the option for the right candidates to branch into operational managerial positions.

These opportunities need to be made clear to potential candidates and those looking at engineering roles, especially as England needs 12,000 newly qualified electricians every year to meet increasing demands. The British Chambers of Commerce also reported that 82 per cent of construction and engineering businesses are facing recruitment difficulties. FM firms with engineering expertise therefore have an important role to play in showcasing career opportunities in engineering.

We need to make training, recruitment and engineering retention stronger throughout the industry. When I first decided to pursue engineering, I was unsure what the future held for me. I began my career in the Royal Navy, which led to a range of roles spanning nearly three decades. I served as an operational engineer and worked up from an apprentice to commander before joining EMCOR UK.

Now, as a Chartered and Fellow Engineer leading our technical delivery and supporting our company strategy, I can confidently say how engaging and challenging engineering is – it’s perfect for the curious mind.

We have many ways of measuring engineering excellence, but to put it in simple terms, teams need to engineer the right things, at the right time, to the right standard, by the right person. To ensure delivery of this now, and in the future, we will continue to demonstrate professional curiosity, trust, and pride in the work that we do.