Heat networks: is getting through the door the biggest issue?

Understanding the problem

Gaining access to residents’ homes can be challenging in any maintenance programme, but heat networks present additional barriers. In some developments, all heating and hot water costs may have historically been distributed on a flat-rate across the scheme rather than directly linked to individual use. As residents are not used to seeing their own consumption reflected in their bills, the move towards household metering can be tricky to explain. 

There can also be a financial dimension to a resident’s lack of response. If an individual meter has been faulty for some time, for example, they may have been paying little or nothing for their heating and hot water. Asking them to allow an engineer into their home to repair or replace it could therefore be met with understandable reluctance.

Even when residents are familiar with household consumption-based billing, like in conventional gas or electricity services, they may be unfamiliar with the relatively complex charging formats of heat networks, where certain costs are shared across developments. This means messaging around the need for metering is inherently more complicated. The challenge is not simply about explaining what an engineer needs to do. Residents need to understand why the work is necessary, what it will mean for them and whether it is likely to affect their bills. 

The WhatsApp effect

For property managers, resident communication has also become more complicated because information can spread rapidly through informal channels. Someone who has had a poor experience with a previous installation, maintenance visit or contractor can share details of that encounter with dozens of neighbours within minutes. A negative account on a residents' WhatsApp group can influence perceptions of an entire project before an engineer has even arrived.

That does not, however, mean informal neighbour networks are inherently problematic. In fact, they can be valuable channels for sharing useful messages. The challenge is ensuring residents receive accurate information before speculation fills the gap. This makes early engagement particularly important.

Simple and smooth

As always with resident communications, consistency is key. There should not be conflicting information from the managing agent, heat supplier, contractor and metering company. Reducing the number of different voices involved can also help make things easier for people to understand. 

It’s therefore essential to sit down with your lead contractor to formulate a communications strategy at the outset, with agreed timings and clearly defined responsibilities. Depending on contract terms and the specific situation, the engineering partner can interface directly with residents or provide information for the property manager to disseminate. Some providers have a lot of relevant expertise and experience to offer around successful communication processes which can make a big difference to a project’s overall success. 

Open dialogue

A letter or email announcing that engineers will be visiting is unlikely to be enough on its own. People need an opportunity to understand the project and ask questions before appointments are booked.

One approach that can work well is community presentations, either in communal areas or online, to give residents a clearer explanation of the work ahead. The aim should be to answer some basic questions: 

• What is being installed? 

• Why is it necessary? 

• How long will the visit take? 

• What will the engineer need access to? 

• Will the heating or hot water be interrupted? 

• What will the financial impacts be? 

• And who should residents contact if they have concerns?

Where these sessions are used effectively, they can help remove uncertainty before engineers begin visiting individual properties.

Know your residents

There is no single communication strategy that will work for every development. The more tailored the communication, the less likely residents are to feel that a project is simply being imposed on them. 

Language barriers, accessibility requirements and individual vulnerabilities all need to be considered when planning retrofit programmes. Property managers should ensure that relevant information about residents in vulnerable situations is available to those carrying out the work, alongside an appropriate Priority Services Register policy. This allows engineers to understand particular requirements before arriving, rather than trying to address them at the doorstep.

Making the right impression

Once an engineer arrives, the quality of that interaction can either reinforce or undermine all the work done beforehand. Technical competence remains fundamental, but punctuality, professional appearance, good communication and the ability to deal calmly with concerns are also vital. Engineers are effectively representing the wider project at the point where residents are deciding about whether to allow work to proceed.

Property managers should look for maintenance partners that provide a structured induction programme for their resident-facing employees. This should combine technical instruction on manufacturer-specific equipment with training in conflict resolution, communication and tone of voice.

This approach should extend across the entire customer journey, from engineers arriving with visible identification and appropriate branding to explaining the work, setting realistic expectations and ensuring residents understand what has been completed. This enables positive relationships to be quickly established and consistently maintained, building confidence and making each step of the process easier.

Similarly, wherever possible, allocating the same engineers to particular developments means residents become familiar with the people carrying out the work. Engineers, in turn, develop a better understanding of the building and its residents.

First-time fix starts before the visit

Getting a meter installation or repair completed during the first visit is valuable for everyone. It keeps costs to a minimum, limits disruption for residents and helps contractors manage increasingly demanding workloads.

But first-time fix rates are not purely a measure of technical capability. As well as understanding the system, the engineer needs to secure sufficient cooperation from the heat supplier and operator to complete the job. In order to arrive with the right equipment and parts, O&M partners need to ensure that suitable surveying before project goes ahead so that they know exactly what needs to be replaced and what work needs to be carried out. This is particularly important around identifying aging heat network assets. That helps to plan ahead and have a well-stocked vehicle.

Before committing to a contract with a potential maintenance partner, it’s always worthwhile finding out how often they complete jobs within a single visit. A poor score could affect resident engagement not only for the current project but for all future activities, even if the supplier is replaced. Engineers should generally be resolving well over 90% of issues in the first visit. Anything less than that could be cause for concern. 

Trustpilot ratings are also a great indicator of the quality and consistency of a company’s service over months and years. It shows how satisfied residents are with the overall experience of dealing with them.

A shared responsibility

The coming wave of heat network metering work will put considerable demands on property managers, suppliers and engineers. Successful compliance will require careful planning around resident access and partner collaboration. 

For property managers, that means working with partners to establish clear responsibilities, understand resident needs and communicate requirements early with all stakeholders involved. For suppliers and contractors, it means recognising that the engineer's role extends beyond technical installation.

As heat network regulation drives more work into existing developments, the ability to get through the front door will become just as important as the ability to complete the work once inside.

By Terry Johnson, Operations Director at Insite Energy.