The power behind the pump: Andrews Sykes on sustainability, innovation, and strategic resilience

IRN: How central is sustainability to your operations—and where are you focusing your efforts?

Photo: Andrews Sykes

David Mahon: Sustainability isn’t a bolt-on for us; it sits at the heart of our business strategy. It shapes both how we operate today and how we plan for the future.

We take our environmental responsibilities seriously, actively working to reduce carbon emissions by investing in green technologies and adapting our processes to lessen our environmental footprint. This commitment has been a consistent thread through our history and remains a key part of our identity.

That’s reflected in our ISO 14001 accreditation, a globally recognised endorsement of our environmental management systems. We’ve adopted practical innovations—switching to Hydrotreated Vegetable Oil, implementing advanced remote monitoring systems to cut down on site visits, and ensuring all new pumps meet Tier 5 emissions standards.

These changes aren’t just good for the planet—they’re good for business. Greener solutions often translate into cost savings for our customers. For instance, we’ve replaced our Pump Engineer 4x4 fleet with more efficient vehicles, leading to reduced emissions, lower fuel consumption, and improved operational performance. The result? Higher first-time fix rates on site visits and increased customer satisfaction.

Have you seen a rise in demand for greener, lower-emission solutions?

Absolutely. Demand is growing steadily—and it’s easy to see why. Rising energy costs, more stringent regulation, and a wider societal shift toward environmental responsibility are all driving this trend.

Many of our customers have their own sustainability goals, and they’re looking to us to help them achieve them. We’ve responded by broadening our product range, introducing solutions like the 380kW hybrid boiler and cutting-edge water filtration systems that reduce reliance on energy-intensive equipment.

What’s your approach to navigating the energy transition?

We recognise the energy transition as a fundamental shift—one that requires total commitment from businesses across our industry.

At Andrews Sykes, that means embracing innovation early. We work closely with suppliers to identify and implement new technologies, while maintaining an ongoing dialogue with customers to understand their evolving needs.

We’re also held accountable through annual audits by Reduce Carbon (CEMARS), as part of our commitment to UN Sustainable Development Goal 9.4. Since our baseline year of 2013, we’ve consistently lowered our carbon footprint.

But it’s not just about equipment or processes. We take a broad view of sustainability—supporting local hiring, working with regional suppliers to reduce travel, and equipping our team with the skills required for a low-carbon economy.

How is technology improving your customer service and operational efficiency?

Technology plays a critical role in how we deliver service and manage operations. We’ve used telemetry systems for years to help customers monitor performance remotely and avoid unnecessary site visits. Real-time data on fuel levels and system efficiency allows us to proactively support our clients, often resolving issues without the need for on-site intervention.

Internally, we’ve invested heavily in cloud-based platforms across CRM, ERP, HR, and telephony. These systems have streamlined our operations, eliminated inefficiencies, and enhanced our responsiveness—ensuring we remain agile and customer-focused.

David Mahon, UK managing director of Andrews Sykes

You’ve seen a slowdown in air conditioning revenue but continued strength in pump hire. How are you adapting?

Naturally, demand fluctuates across our business units due to external factors like weather and economic cycles. That’s why maintaining a flexible, comprehensive product range is so important.

As noted in our latest financial results, the air conditioning division has faced headwinds—largely from a drop in large-scale installation projects. However, our pump hire business continues to perform strongly.

Looking ahead, we’re focused on building resilience. That means diversifying our offering, responding quickly to shifting market needs, and making sure we’re well positioned to capture growth opportunities wherever they arise.

What are your strategic priorities over the next 12 to 18 months?

2024 was a standout year for us—we achieved record operating profitability.

Our challenge now is to build on that momentum. We remain firmly committed to financial discipline, with a focus on cost control, cash generation, and efficient capital management.

But beyond the numbers, our long-term success will rest on our ability to stay true to our values—delivering outstanding service, driving sustainable innovation, and continuing to invest in the people and technologies that set us apart.