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Decarbonising the built environment is not optional. It is essential. Around 40 percent of UK emissions come from the built environment, with roughly a quarter of that linked to embodied carbon from materials, manufacturing, transport and construction. Yet while operational carbon is now well understood, embodied carbon in energy infrastructure remains largely uncharted.

That is why our whole life carbon assessment work at Lancaster University matters.

Lancaster’s Net Zero Energy Project combines an 11.5MW solar farm, a 7MW heat pump energy centre and 6.5km of new district heating pipework. It is a sector leading example of infrastructure designed explicitly to remove reliance on fossil fuels. Together with Lancaster University, we applied the RICS Whole Life Carbon Assessment methodology not as a box-ticking exercise, but as a way to test whether existing carbon frameworks are truly fit for purpose when applied to renewable energy infrastructure.

The findings, published in the paper Applying Whole Life Carbon Assessment to Renewable Energy Infrastructure: Lessons from Lancaster University’s Net Zero Energy Project, highlight a fundamental challenge. Infrastructure built to deliver near-term decarbonisation benefits is not the same as a building, a road or a railway. Applying a 120-year reference study period to assets likely to be superseded by better technology long before that point risks obscuring their real carbon value. One of the key outcomes of this work is a clear case for the industry to refine how whole life carbon guidance is applied to low carbon energy projects.

What truly distinguishes this assessment is how it was carried out. Rather than relying on high-level design assumptions, we used real, live activity data collected directly from site. Our site teams, subcontractors and partners, alongside Lancaster University interns, enabled an unprecedented level of data granularity across the solar farm, energy centre and district heating works. This makes the assessment not just robust, but genuinely reflective of what happens on site.

This approach has implications far beyond a single project. There are currently no established industry benchmarks for embodied carbon in heat networks and energy infrastructure outside of major road and rail projects. By building a growing evidence base across live schemes, including Lancaster, Leeds PIPES and new trial sites such as Easter Bush, Energy on Clyde and Walsall, we are developing the data needed to set meaningful benchmarks, identify carbon hotspots and drive real reductions.

Just as importantly, this work is done entirely in house. That allows us to integrate carbon assessment with delivery, giving clients greater confidence in our ability not only to measure emissions accurately, but to actively reduce both our Scope 1 emissions and their Scope 3 impacts.

As embodied carbon expectations increase across tenders, policy and frameworks such as the Green Heat Network Fund and UK Net Zero Building Standard, this capability is becoming critical. Our next focus is working more closely with suppliers to improve environmental product data and deepen understanding across the value chain.

For us, whole life carbon is not an academic exercise. It is a practical tool for accelerating decarbonisation, improving how infrastructure is delivered, and ensuring low carbon energy systems deliver their full climate benefit. On Earth Day, and every day, that is the standard we are working towards.

Heat pumps, solar panels and energy efficiency measures will be introduced at Royal Shrewsbury Hospital (RSH) as part of a £16.2m decarbonisation project which will reduce the site’s carbon footprint by over 3,000 tonnes a year.

The Shrewsbury and Telford Hospital NHS Trust, which runs RSH, secured funding through the Public Sector Decarbonisation Scheme, and have partnered with Vital Energi, who have developed the scheme.

Vital Energi will install a1.6MW air and water source heat pump system, which will provide low carbon heating, hot water and chilled water to buildings across the hospital site.  This will enable the Trust to remove the old steam boilers and associated gas-fired equipment and fully “de-steam” the hospital estate.

The £16.2m grant will also fund a range of energy conservation measures such as 675kWp solar panels, which will be installed on the available roof spaces, the upgrade and optimisation of the building energy management systems, upgrades of roof and pipework insultation, and the replacement of air handling unit fans units with low-energy fan systems, which will reduce the site’s energy consumption, and improve the patient and staff experience.

As part of the project, Vital Energi will be developing a Digital Twin of the heating and cooling systems which form part of the decarbonisation works. This Digital Twin will be used to gather insights of the existing system and will enable Vital Energi to optimise the design while ironing out any inefficiencies, thereby maximising the performance of the heat pump system, as well as the reliability.

When the work is complete, the investment could save the Trust an estimated £1m a year in energy costs, and will support the Trust’s Estates Decarbonisation Strategies, Green Plan and national NHS ambitions of reaching net zero by 2040.

Inese Robotham, Assistant Chief Executive and Chair of the Trust’s Climate Group, said:

“This is fantastic and exciting news for the Trust, and we’re delighted to have secured this funding. The Trust is committed to continuous investment in both our hospitals, particularly in areas which support greener solutions.

“This aligns with our vision of sustainable health services and more modern facilities that will improve the experience of our patients and colleagues.”

Vital Energi’s extensive track record of delivering complex energy solutions within hospital environments throughout the UK has allowed them to develop a deep understanding of the needs and requirements of the NHS. They recognise the need for the Trust to maintain patient services at all times and will work with staff to develop strategies to deliver the works without impacting on the normal operations of the hospital.

Vital Energi are delivering the project through the Carbon and Energy Fund Framework, which has been specifically created to fund complex energy infrastructure upgrades for public sector organisations.

The project received grant funding from the Public Sector Decarbonisation Scheme (PSDS), which is administered by Salix on behalf of the Government’s Department for Energy Security and Net Zero (DESNZ).

Director of Programmes at Salix Ian Rodger said:

“The Public Sector Decarbonisation Scheme is having a huge impact across the country, and we are delighted to be working with the teams at Royal Shrewsbury Hospital.

“The funding will not only deliver a more energy efficient hospital and support the Trust’s carbon reduction plans, but it will help create a more comfortable environment for patients, staff and visitors.

“Our teams will work closely with the Trust as continues its journey to a net zero future.”

Dr Neil Shastri-Hurst, Member of Parliament for Solihull West and Shirley, visited the Solihull Energy Network to see how the project is helping to reduce the town’s carbon emission by 1,070 tonnes during Phase 1.

During the visit, the MP toured the new energy centre, joined a discussion on local energy ambitions and chatted to one of the apprentices supporting the delivery of the scheme.

The visit forms part of a wider programme of engagement events, which showcase how heat networks can help towns and cities deliver more affordable and resilient sources of energy and heat to their buildings.

The network will supply well-known local landmarks, including, but not limited to:

• Solihull College
• Tudor Grange Academy
• Tudor Grange Leisure Centre
• The Core

When complete, the project will feature a low‑carbon energy centre powered by rooftop air‑source heat pumps, which draw warmth from the ambient air and store it in 100,000‑litre thermal vessels.  This heat is then distributed through a 5km underground heat network.

The surge of new technologies and ideas has opened exciting opportunities for industrial businesses, but the volume of information can feel overwhelming. With energy independence now more important than ever, focus on what matters most: visualise your energy use, optimise operations, and decarbonise your supply. By cutting through the noise and focusing on strategies outlined below, you can take control of your energy and carbon footprint, turning rising costs and regulatory pressures into a competitive advantage.

With over two decades of experience in the energy sector, Scott Lutton, Regional Director at Vital Energi, shares practical steps for energy‑intensive industries to strengthen performance and build long‑term resilience. Meanwhile, Ben Mohatta, Associate Design Director, offers an inside look at a major decarbonisation project at Simpsons Malt Limited’s Tweed Valley Maltings, the UK’s largest malting site. This scheme is now capable of reducing carbon emissions by 25,000 tonnes a year.

The message is simple: Visualise. Optimise. Decarbonise.

By focusing on the areas that deliver the greatest impact, you can reduce costs, strengthen resilience and stay ahead of regulatory change. Energy independence is more important than ever due to world economic factors, and it remains a key driver of future success. With major support arriving in April 2026, when around 500 UK businesses will see network charge discounts increase from 60% to 90%, now is the ideal moment to accelerate your plans.

We also operate several operational and funding models to suite all customer needs. From fully financed customer CAPEX, through to flexible funding arrangements, we help businesses upgrade their energy infrastructure to reduce both costs and carbon.

Contact us today to find out how we can help you: [email protected]

A new energy centre begins to take shape

Construction of the new energy centre at Trippett Street car park has begun, with steelworks now in place forming the framework of the building. The facility will house air source and water source heat pumps, delivering instant low carbon heat and hot water to council buildings, educational institutions, and private sector businesses. Once complete, the team will move on to the internal works of the structure, taking small steps toward this major initiative. In the future, the scheme plans to supply residential buildings as well.

Pipework progression across the city

In addition to the energy centre, approximately 5km of underground insulated pipework will be installed across some of Hull City Centre’s major streets and roads. Works have already commenced at various locations and are progressing well in line with the construction programme, whilst also ensuring access to businesses and buildings is maintained where possible. Once the network is fully installed and operational, these pipes will efficiently transfer heat generated at the energy centre to connected buildings.

Plans for the future

These groundworks are just the beginning of a project set to transform Hull’s energy landscape. During 2026, pipework will be installed underneath the River Hull, via the Drypool Bridge underground tunnel, which will connect to future opportunities.

We are working alongside other developers and experts to further enhance the scheme for the city of Hull.

Reaching the community

Above construction works, the project is also about the growth of Hull’s economy, with job creation, education and more. In the coming weeks, we will begin to see more of this commitment come into fruition through our collaboration with Hull College who will provide us with access to deliver learning opportunities, skills development and community engagement.

As part of the scheme, other commitments will include local school and college engagement, site visits for students, work experience placements, apprenticeship opportunities, and the use of local supply chain to name a few. The scheme is projected to save an estimated 110,000 tonnes of carbon emissions over the next 40 years; the equivalent of almost 1,900 cars being taken off the road each year. Through our partnership with Hull City Council, we endeavour to deliver a project that not only reduces carbon emissions and creates a greener, healthier environment, but also deliver a range of community benefits to the residents of Hull.

Vital Energi has delivered a £1.7m energy upgrade at Bracknell Urgent Care Centre, supporting Royal Berkshire NHS Foundation Trust’s decarbonisation goals while maintaining essential clinical services.

Delivered over a seven‑month period, the upgrade focused on improving energy efficiency, resilience and flexibility within the urgent care setting, where temperature control is critical to patient comfort. Bracknell Urgent Care Centre supports vulnerable patients, including those receiving kidney dialysis treatment and cancer respite care, with different clinical needs requiring both heating and cooling at the same time.

To meet these requirements, Vital Energi installed two air source heat pumps capable of producing chilled and heated water simultaneously, ensuring temperatures can be tailored to individual areas of the building. The system is supported by four 7,000‑litre buffer vessels, providing thermal storage and enhancing system stability, alongside a newly installed energy compound to house key plant and infrastructure.

The project delivers long‑term carbon and financial savings for the Trust, while providing a future‑proofed, low‑carbon solution aligned with NHS sustainability targets.

The works were carried out within a fully operational urgent care environment, requiring careful planning, close collaboration and continuous liaison with key hospital stakeholders. Maintaining energy resilience throughout the programme was essential to ensure uninterrupted care for patients.

The successful completion of the Bracknell Urgent Care Centre project further demonstrates Vital Energi’s experience in delivering complex decarbonisation schemes across live healthcare estates, helping NHS organisations reduce carbon emissions while improving infrastructure resilience and performance.

The project received £1.7m funding through Phase 4 of the Public Sector Decarbonisation Scheme (PSDS).

The Coed Ely Solar Farm is a landmark project which has seen Rhondda Cynon Taf County Borough Council create a 6MW solar farm, but in an innovative collaboration, 1MW of the clean electricity generated will be exported to Royal Glamorgan hospital. Shortly after the project was finished we caught up with Rhondda Cynon Taf County Borough Council’s Coed-ely Solar Project Team to discuss the project…

What did this project mean to the council?

This project represented a bold step forward for the council, moving beyond our traditional delivery models to embrace a more innovative, partnership-led approach. By working closely with external stakeholders, we’ve not only delivered a major renewable energy installation, but also laid the groundwork for long-term financial sustainability through income generation. It’s a tangible example of how local authorities can lead on climate action while creating value for the public sector. The successful completion of the project, on time and in line with our strategic aims, reflects the strength of collaboration and the council’s commitment to delivering impactful, future-focused infrastructure.

How important was the preconstruction period and what should you look to achieve?

The detailed design and pre-construction phase was absolutely vital to the success of the project. It provided the opportunity to discharge planning conditions, secure essential consents, and develop the design to a level of maturity that gave everyone confidence moving forward. This period wasn’t just about ticking boxes, it was about building trust, aligning expectations, and ensuring that the technical and logistical groundwork was solid. It allowed us to engage meaningfully with stakeholders, clarify roles and responsibilities, and identify potential risks early on. Importantly, it also enabled the contractor to begin procurement with certainty, which helped maintain momentum and avoid delays later in the programme. That early investment in planning and coordination laid the foundation for a smooth delivery phase and ultimately contributed to the project being completed on time and to a high standard.

Do you feel like Vital Energi are a part of your wider team?

Initially, the team had some reservations about working with a contractor whose head office is based in the North West, quite a distance from our site in Wales. But those concerns were quickly put to rest. Vital Energi have consistently demonstrated that geography is no barrier to collaboration. From the outset, they’ve been fully engaged, always available, whether on site or at the end of the phone, and ready to support with any query or challenge. Their communication has been clear and proactive, and they’ve shown a genuine commitment to being part of the wider delivery team. It’s never felt like ‘us and them’, we’ve operated as one team with a shared goal. They’ve contributed not just technical expertise, but also a positive, solutions-focused attitude that’s helped us navigate complex aspects of the project. Their willingness to adapt, listen, and work collaboratively has made a real difference, and it’s been a pleasure having them as a key delivery partner.

What lessons have you learned during the delivery process which could help others?

One of the key lessons we’ve learned is the importance of prioritising legal documentation early in the process. These agreements can take significantly longer than expected to finalise, and having the right legal and commercial support in place from the outset is essential to avoid delays. It’s not just about drafting contracts—it’s about aligning stakeholders, clarifying responsibilities, and ensuring the project has a solid foundation to move forward.

Another critical insight is the value of strong relationships with local authorities, particularly around traffic management. Their input and influence can shape the feasibility and timing of works, especially when operating in sensitive or high-traffic areas. Engaging early and maintaining open communication with highways teams can make a real difference.

We also learned the importance of thorough ground investigation, especially when working on reclaimed or previously developed land. Understanding the site conditions in detail helped us minimise surprises during construction and allowed the design to be adapted accordingly. Investing in this early stage of work can save time, cost, and complexity later on.

Overall, these lessons highlight the need for proactive planning, strong stakeholder engagement, and a willingness to adapt as new information emerges. Sharing these insights can help other teams navigate similar challenges more effectively.

Part of this project is a power purchase agreement with a local hospital.  How have Vital been at working in a live hospital environment?

One of the more challenging aspects of this project was coordinating civil and electrical works within the operational constraints of a live hospital setting. The hospital was already undergoing its own expansion works, and parking availability was a sensitive issue. Our project introduced further restrictions, which required careful negotiation and planning to avoid compounding disruption.

Vital demonstrated a strong understanding of the complexities involved in working within such a critical environment. From the outset, they engaged proactively in a series of detailed planning meetings with both our team and hospital stakeholders. These sessions focused on minimising disruption to hospital operations, particularly around access, safety, and parking logistics.

During the civil works phase, Vital worked collaboratively to develop phased approaches that allowed disruption to essential hospital functions to be minimised.

In the electrical works phase, Vital maintained a high level of professionalism and coordination. They ensured that all activities were scheduled around hospital peak times and critical services, with clear communication channels in place to respond to any issues swiftly. Their team was respectful of the environment, adhering to strict health and safety protocols and maintaining a low-impact presence on site.

How were we at resolving issues?

Throughout the project, our team demonstrated a proactive and solutions-focused approach to resolving issues as they arose. Working in a live hospital environment presented unique challenges, from access restrictions and parking limitations to coordinating around ongoing hospital operations, but they remained committed to maintaining progress while minimising disruption.

The team prioritised open communication and early engagement with stakeholders, which helped us identify potential issues before they escalated. Regular coordination meetings allowed us to respond quickly and collaboratively, ensuring that any concerns were addressed with clarity and care.

This responsiveness not only helped maintain momentum but also strengthened relationships with our partners and stakeholders, reinforcing trust and confidence in our approach.

What’s been the most positive part of the process?

The most rewarding part of this project has been working as part of a wider, multidisciplinary team all aligned around a shared goal. From the early planning stages through to delivery, there was a strong sense of collaboration and mutual respect across all parties involved, whether it was our internal teams, Vital, the hospital stakeholders, or external consultants.

Everyone brought their expertise to the table, and there was a genuine commitment to problem-solving, innovation, and delivering impact. That unity made even the more challenging aspects of the project feel manageable and purposeful. It created an environment where ideas could be shared openly, issues were tackled collectively, and successes were celebrated together.

This spirit of collaboration not only helped us deliver a technically complex project in a sensitive environment but also reinforced the value of partnership in achieving sustainable, long-term outcomes.

If you had one piece of advice for working with an energy partner, what would it be?

If the team had to give one piece of advice for working with an energy partner, it would be: invest time early in building a shared understanding of goals, constraints, and communication expectations.

Energy projects, especially those involving live environments like hospitals, are complex and often involve multiple stakeholders with competing priorities. Establishing a strong foundation of trust and transparency from the outset helps ensure that everyone is aligned and working toward the same outcomes.

Ultimately, the success of the partnership came down to clear communication, mutual respect, and a shared commitment to delivering impact with minimal disruption.

One of the most valuable aspects of attending the annual AUDE exhibition is speaking directly with Estates Directors and energy teams who are delivering decarbonisation across the FE sector. Every year, these conversations offer a real‑time insight into the pressures facing higher education and the innovative ways institutions are responding.

Some universities are working towards ambitious 2030 net zero targets, while others are aligned with the UK Government’s 2050 deadline. Even with an additional two decades, the scale of the challenge is formidable.

Many institutions have already published detailed, costed decarbonisation roadmaps and the price tag is significant. For many, the journey to net zero will come with a £100 million+ price tag. With over 160 universities in the UK, the overall sector requirement will run into the billions.

Progress, however, remains uneven across the sector. A small number of organisations invested early and are now approaching the finish line. Many more universities are still at the initial stages of decarbonisation, and the question I was asked most often at AUDE was a simple one: “Where should we start?”

Having worked with more than 20% of the UK’s universities, we’ve seen first hand the strategies, attitudes and behaviours that build real momentum on the journey to net zero.

The project is being delivered through the NDEE framework and comes with an energy performance contract, which guarantees certain key performance indicators, such as carbon reduction, will be met, providing the College with certainty that its new heating system will perform as promised.

Start with a decarbonisation plan

We can’t overstate how impressed we’ve been by the universities that have invested time into developing robust decarbonisation plans. These documents become the blueprint for everything that follows and should be formed based on data collection and deep understanding of your Estate’s energy profiles and emissions.

A strong plan gives you a deep understanding of your energy infrastructure, how it performs, where it falls short, and where the most meaningful improvements can be made. It enables simple comparisons, such as the carbon and cost savings from replacing fluorescent lighting with LEDs, alongside more complex decisions, such as identifying the appropriate replacement for fossil‑fuelled heating and a reliance on the electricity grid.

By the end of the process, you’ll have a workable, evidence‑based roadmap, and crucially, clarity on whether you’re facing a £10 million challenge or a £100 million one.

Be ready and flexible to secure funding

No university reaches net zero through one flagship project. Even those securing headline‑grabbing £30m+ investments are only reducing their emissions by a proportion. Most institutions will need to deliver dozens of projects over the coming decades, from quick‑win energy‑reduction measures to major energy‑centre redevelopments or large‑scale renewable energy generation schemes.

Funding windows often appear quickly and close even faster. A strong decarbonisation plan helps you identify packages of work that meet a funder’s criteria, rather than waiting for funding that perfectly matches an ideal project.

Flexibility is key. If you can group and regroup initiatives in several ways, you dramatically increase your chances of being eligible for multiple funding opportunities. The universities that make the most progress are the ones able to move quickly and fluidly.

Start with the low-hanging fruit… strategically

Energy‑conservation measures are often the first place universities turn, and for good reason. They reduce energy and carbon at source, are usually self‑funded, and can be delivered with minimal disruption or as part of maintenance works. They also help reduce overall energy demand, meaning future generation or electrification solutions can be smaller and more cost‑effective.

Funding schemes often include requirements such as £ per tonne of carbon reduction. By combining high‑impact measures such as Solar PV with less cost‑effective upgrades, such as glazing, you can build packages that meet each criteria whilst retaining a ‘fabric first’ approach to decarbonisation.

Your decarbonisation plan should give you a detailed understanding of each measure, enabling you to create funding‑ready bundles with confidence.

Build internal momentum: get on your soapbox

Once you’ve created your decarbonisation roadmap, it’s vital to socialise it. Many universities have made public commitments but delivering them requires strong internal political will and this can be difficult when competing for budget with student‑facing services.

The institutions making the fastest progress are those with a proactive approach to internal and external communication. Be vocal. Be visible. Advocate relentlessly for your decarbonisation agenda. Your work will only gain traction if internal enthusiasm matches the public commitments being made.

When competing for internal budget, you need to demonstrate the strategic value, and often the financial return of your initiatives. Sharing early wins is critical: use data to highlight impact, build confidence and secure support. One NHS estates manager told me that raising the internal profile of sustainability work was “one of the most important things you can do”.

Declaring a climate emergency or announcing a 2030 target only matters if you follow through. We’re proud to have partnered with many of the UK’s universities over multiple phases of decarbonisation projects and all our partners have one common trait – passionate people in their organisation who drive change and continue to achieve phased steps towards their net zero ambitions.

Finally… don’t overthink it, something is better than nothing

Your decarbonisation road map is an evolving document, and you don’t need to begin with a “set-in stone” list of priorities.  Simply beginning the process can bring greater clarity, allowing you to get a better understanding of the potential phases.

Also, don’t let the size of your net zero challenge overwhelm you.  Even the projects which have multiple projects under their belt didn’t have a full sequence of project and phases from day one.  They created an overarching plan which could be adopted to suit available funding streams, access windows and the life cycle stages of existing infrastructure.

Once you have your basic plan, you can begin to build on it, crafting your long-term strategy over time.

Infrastructure projects, like the Duffryn Heat Network replacement project, can be an opportunity to deliver meaningful social value initiatives. We spoke to Mark Chircop, Hedyn housing association’s Community Investment and Partnership Coordinator to discuss how to understand communities and make the contributions that matter.

What were you hoping to achieve through the Duffryn Heat Network Replacement Scheme?

From a social value perspective, although this contract was based over a short period of time, our Community Development Team were able to carry out Asset Mapping before Vital Energi won the contract. We spent time talking to community members, charities, and community groups to really understand the wants, needs, and aspirations of the people in Duffryn. Our aim was to work in partnership with Vital Energi and pass on what we’d learned so that we could support the community and leave a long-term, positive legacy.

Do you think that goal was achieved?

Personally, yes. Together we tackled urgent needs, like donating Christmas food packages to the local food bank, and invested in long-term projects, such as the Nurture Farm at Tredegar Park Primary, which will benefit the community for generations. We focused on where we could maximise the collective impact on the community.

The Duffryn community has long felt unheard, but Vital, in partnership with Hedyn, showed they were truly listening and took meaningful action based on what the community had identified.

How important is social value to Hedyn?

Absolutely. Social Value is very important. Utilising localised knowledge to help us make informed decisions. We were very focused on delivering something with longevity in the heart of the community.  While short-, and medium-term initiatives are essential for urgent needs, we’re also thinking about the wellbeing of future generations.

Our mantra is: “Doing the right thing. Making it happen. Being the Difference”,  connecting communities where everyone can live well and creating a lasting legacy.

How did Vital Energi align with that mantra?

Like any partnership, it took time. Vital isn’t a local contractor, so we had to help them understand the community’s wants, needs and aspirations. What they did well was listen. There was no arrogance on their part, and they were open to the research we’d been doing and the options we were able to provide.

They worked with us to build initiatives that would have real impact. Once we understood each other, it was clear our missions were aligned. We found shared passions and worked hard to deliver on them. The Vital team was really positive and, overall, their mission and ours was very similar in that we want to help create stronger communities. Once this had been created, we were able to introduce them to the options in the community.

Hedyn seems to have a deep understanding of Duffryn. How did you get to this point, and what advice would you give other housing associations?

It’s an ongoing journey. We’ll never fully understand everything, but we’ve spent a lot of time engaging with groups and individuals, building an asset-based community development model. We look at what exists, what the challenges are, and how to remove barriers and unlock potential.

You also have to be honest, learn from what worked and what didn’t. Accept criticism and use it to improve. That way, we can help contractors maximise the good they can do whilst they’re working in these communities.

Not all contractors listen, and that’s their choice. But Vital made it clear they weren’t just an energy partner, they were a full partner, which is when this kind of work really shines.

For example, they funded a Carpet Kurling competition for the over-55s for a year. That one initiative promoted activity, wellness, mental wellbeing, and tackled loneliness. It had a real positive impact on that community and culminated in an away day visit to Rodney Parade stadium, where the sessions were put into practice, with other schemes from around the City. This also left somewhat of a legacy, as it continues to this very day, growing every year.

How important is the pre-construction period in building shared values and goals?

It’s crucial. I attended the mobilisation meetings and got to know the team early on. This was a shorter contract, just nine months, so we had to hit the ground running. We started mapping opportunities three months before the project began, so we had ideas to bring to the table.

That early dialogue helped us build strength and focus on real community needs.

What advice would you give to organisations planning similar heat network replacement projects?

Be open and honest.  Have challenging conversations early on if necessary.  Build understanding and gather feedback. Decisions should be collective and informed.

Balance short-term needs, like food bank support, with long-term goals, like the Nurture Farm.

What can these Public/Private Partnerships Achieve at Their Best?

I think the Tredegar Park Primary School’s new Nurture Farm, which Vital part-funded, is a fantastic example of what can be achieved.  It’s created a new, outdoor space which promotes an active learning model.

In an age where it’s tempting for children to stare at their screens, the kids at Tredegar Park Primary are out in nature, learning practical skills and connecting with nature.  This new facility now serves 430 children and the headteacher is sharing it with the wider community so more people can enjoy this fantastic facility.

If you want a metric that matters, look at the faces of the kids when they’re outdoors, looking after goats, chickens and tending vegetable beds… You really can’t put a price on that.