Projective’s Continuous Improvement Programme

During a busy day at Projective, we sat down with Eleanor Parker (Senior Project Manager at Projective) to discuss the Continuous Improvement Programme (CI Programme). An initiative designed to help organisations optimise their existing assets, reduce energy consumption and embed a lasting culture of efficiency and sustainability.

Throughout the conversation, Eleanor explained how the programme was developed, the challenges it addresses and the tangible benefits it has already delivered. She also shared insight into why Projective is uniquely positioned to lead such initiatives, the value of strong client partnerships and the long-term impact of aligning continuous improvement with strategic net zero goals.

What is the Continuous Improvement Programme?

Eleanor: The Continuous Improvement Programme is a partnership we’ve developed with our client to focus on improving site operations. It’s about driving energy reduction and ensuring existing assets work as efficiently as possible, so maximum performance is achieved. At the same time, it helps to embed a long-term culture of continuous improvement across site teams.

What was the purpose behind the development of the Continuous Improvement Programme?

Eleanor: We began the Continuous Improvement Programme following some work with one of our clients on net zero targets. We identified continuous improvement as a key element of the net zero journey. It’s not just about introducing new technology projects, it’s also about ensuring the existing baseline operations are as efficient as possible, before introducing new technologies. Alongside this, we wanted to improve the reliability of existing assets, which goes hand in hand with efficiency.

You’ve mentioned net zero targets but were there other challenges or opportunities that prompted the creation of the programme?

Eleanor: A large part of this programme involved addressing ageing assets on site. Over the years, maintenance hasn’t always been the main focus, so we wanted to refocus on energy-intensive assets and get them working in the best possible way.

How does the programme add value?

Eleanor: The programme was designed to ensure continuation, it’s not a one-off project or single initiative. It’s about embedding a culture of continuous improvement into the client’s organisation for the long term. By running this as an ongoing programme, we can cycle improvements year on year, ultimately bringing the client’s operations to the highest possible level with their existing assets.

Why is Projective best placed to lead this initiative?

Eleanor: Projective is well placed to lead this because of our expertise in industries such as pharmaceuticals, which come with unique challenges in GxP environments. We understand the priorities of these organisations, so our suggestions are practical, deliverable and don’t introduce unnecessary risk. Additionally, we bring extensive knowledge of core utilities and best practice, allowing us to introduce new ideas that clients may not have considered before.

What unique capabilities does Projective bring to the table?

Eleanor: What makes our approach unique is the focus on building strong relationships and embedding ourselves as part of the client’s team. This builds trust and allows us to work more effectively, rather than simply acting as external consultants who leave the site to deal with changes on their own. We aim to be an extension of the client’s team.

What are the key outcomes from the programme?

Eleanor: We aim to deliver quick wins and short-term energy savings. Recently for our client, that meant carbon reductions this year, with benefits continuing year after year as more improvements are embedded.

What tangible outputs have already been delivered?

Eleanor: Many opportunities have already been implemented, such as fine-tuning BMS systems and adjusting setpoints. These have delivered quick returns through carbon reductions. We’ve also seen a culture shift, with more ideas and suggestions coming from the client’s own teams, which shows the programme’s spirit is taking hold.

How do you measure success within the programme?

Eleanor: Success is measured by embedding follow-up processes to ensure savings are delivered. With this client, we’ve worked closely with the energy team to set Key Performance Indicators (KPI’s) and metrics for tracking performance. We’re moving from monthly reporting to daily and weekly KPI’s, allowing us to track results in near real-time and link specific initiatives directly to reductions in energy use.

How do you ensure long-term delivery?

Eleanor: A key focus has been knowledge transfer, training site teams and leaving them with tools, templates and tracking systems so they can continue implementing improvements independently. This ensures the programme has lasting value.

Can you highlight any practices that made a real difference?

Eleanor: One example is the HVAC heat recovery systems. By making small, low-cost adjustments to controls and setpoints, we significantly improved performance and recovered more free energy. This has been particularly valuable in reducing carbon consumption during the winter.

How have participants responded to the programme?

Eleanor: Feedback has been very positive. Teams have valued the expertise we’ve brought, the strong relationships we’ve built and the best practices we’ve shared, both from other sites and from wider industry experience.

Who is the target audience for the Continuous Improvement Programme?

Eleanor: We focus on involving key technical leads, as well as energy and maintenance teams. It’s important to include representatives from across all relevant functions; maintenance, operations and even end users in labs or technical areas. This broad representation helps streamline communication and enables quicker delivery of savings.

How does the programme align with strategic industry goals?

Eleanor: The programme plays a crucial role in supporting net zero strategies. It ensures existing assets are optimised before introducing new technologies like heat pumps or electric boilers. This dual approach provides quick, tactical carbon savings while keeping the bigger, long-term vision in sight.

What unique capabilities do Projective offer?

Eleanor: We bring a deep understanding of the pharmaceutical and life sciences sectors, including the complexities of GxP environments. This allows us to design targeted initiatives that minimise risk while delivering results. Reliability and maintenance are always the top priorities and our energy reduction initiatives work to strengthen those. Alongside this, our technical expertise and best practice knowledge mean we can focus on individual utilities while keeping the bigger picture in view, ensuring all initiatives contribute to a holistic vision for the site.

What’s on the horizon for the Continuous Improvement Programme?

Eleanor: We’ll continue with scheduled follow-ups to track KPI’s and the success of initiatives already implemented. We’ll also identify new opportunities, becoming increasingly ambitious as the programme develops. I’m excited to see the combined impact, with reductions in carbon and costs, alongside a lasting culture of continuous improvement across sites.