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WHY WE ASK FOR CUSTOMER FEEDBACK

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At EECO2, we know the importance of our customer. We pride ourselves on our customer service and make it our mission to ensure our customers have a positive experience when working with our team. So, why do we ask for feedback?

TO LEARN

As a consultancy, we create bespoke solutions for our customers. We follow internal processes, but constantly adapt our behaviours and ways of working to improve our customer experience. For example, we are able to learn the frequency of communication a client prefers, how involved they would like to be at each stage and what channel of communication suits them best. Although these three examples are practical and somewhat easy instructions to follow, by paying attention to small details, it can greatly improve the customer’s experience.

TO ENSURE OUR CUSTOMERS KNOW WE CARE

By asking customers to provide feedback, we are communicating that we value their opinion and that we care about what they have to say about their experience with us. EECO2 puts a lot of emphasis on what customers prefer, and like to involve them in shaping the services we provide.

TO CONSTANTLY IMPROVE

As a team we focus on continuous improvement. Whether that is in an effort to refine products, services or even internal processes… we are always looking for ways to improve. By consistently listening and seeking feedback, we are looking for what is working for our customers and what is not. By doing this it will help us grow as a team and lead to an even better customer experience.

WHAT OUR CUSTOMERS SAY…


For more of our testimonials, take a look at our homepage.

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SUCCESSFUL INSTALLATION OF MEMU ON CLIENT SITE IN POLAND

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This week the EECO2 team has successfully installed a new MEMU on a client site in Poland. The team is now receiving data in our head office in the UK from the oral solid manufacturing site. The data will be analysed to produce energy consumption information that can be normalised against local temperatures, production and occupation and will help our team to identify the site’s largest energy consuming equipment. The reports and data will be analysed for any inefficiencies within the HVAC system, which will then lead to further energy saving opportunities and projects. 

memu pictures

If you are interested in what a MEMU could do for your site, or if you would like to visit our head office for a demonstration get in touch with our team today. 

For more information on the MEMU and its uses, visit the MEMU page. This page includes case studies of the MEMU as well as an explanation of how it works and what the dashboard portal looks like.

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EECO2 WELCOMES 2 NEW TEAM MEMBERS

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The EECO2 team is expanding once again, with the addition of a new Key Account Manager and a New Head of Operations in Asia.



Paul Waddle
Key Account Manager

Having spent most of his career in the Manufacturing and Retail sector, Paul has decided to attempt to save the planet by joining EECO2 as a Key Account Manager.

In a recent personality test his key skills were strong practical skills, very loyal and good at connecting with others. He starts everyday with a brisk walk with his faithful black Labrador, Olly – with two teenage daughters in the house, they both need a bit of man time together. Married for over 21 years to his childhood sweetheart, Victoria, a Health & Safety Consultant, together they are making the corporate world a safer and greener place.

Paul will be based in the UK, working on strengthening relationships with EECO2’s current clients, as well as developing and progressing new client relationships. 



Dr. Ashutosh Gautam
Head of Operations – Asia

Offering over 27 years’ experience of engineering operations in the Pharmaceutical Industry, Ashutosh will be developing EECO2’s presence in India, with plans to oversee all parts of Asia.

As well as developing business strategy and development in Asia, Ashutosh will be working closely with the UK team – further expanding our culturally diverse organisation.

Ashutosh is looking forward to establishing EECO2 as a key player in the region, as well as developing plans for an EECO2 training school in India.

Welcome to the team!


Want to see more of the EECO2 team? Click here.

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EECO2 PROJECT AT CLIENT SITE IN MEXICO

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Recently, the EECO2 team visited an oral solid dose manufacturing site in Mexico. The team conducted a HVAC & BMS Assessment, including new GMP upgrade projects. In the end, there were a total of 11 projects identified.

With quantified savings of €198,000 – which is 12% of the total site energy cost! The projects have a simple payback period of 1.6 years.

HVAC design

Look out for the Case Study on this one!

To hear more about our energy efficiency solutions and pharmaceutical HVAC design, get in touch.

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INDIA VISIT

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Last month, the EECO2 team visited a client site in East India, specialising in sterile pharmaceutical manufacturing. The team conducted a final site survey for a fresh air pre-treatment project.

In total the team was on site for 8 days, taking final plant room and equipment measurements. Meeting with the site project team and site engineering team, making final decisions on the project. This included timelines, engineering methods and final budget.

The EECO2 team is pleased to report that the project will deliver substantial energy and cost savings, with a payback period of 1.4 years.

Keep an eye out for the Case Study for this project!

Whilst there, the EECO2 team explored the Indian culture which surrounded them, sampled traditional Indian cuisine and met some very hospitable locals.

INDIA TRIP

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BREXIT EFFECT ON UK PHARMACEUTICAL INDUSTRY

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Since the UK’s 2016 vote to leave the EU, pharmaceutical companies have been planning for a worst-case scenario. It seems that the pharma and life science industries are worried by the lack of clarity and security surrounding Brexit.

A recent article in The Guardian suggests that Brexit poses ‘a big threat to pharmaceutical research and manufacturing in the UK… potentially driving up manufacturing costs and deterring future investment’.

Due to Brexit uncertainty, many pharmaceutical manufactures with bases in the UK have suspended investments in Britain. Other major pharmaceutical manufactures, such as Novartis and Pfizer, have announced plans to close UK manufacturing or packaging sites by 2020. Although the decisions were made after the June 2016 referendum, the companies have stated they were not linked to Brexit.

‘The threat of a no-deal Brexit is forcing a number of companies including GSK, the UK’s biggest drug maker, to build new laboratories for parallel product testing and shift licences to ensure their products can still be sold in the EU’1

NDAs

There are reports of numerous Non-Disclosure Agreements (NDAs) being used between the government and pharmaceutical organisations, preventing information being leaked to the public regarding the plans being put in place. Further down the supply chain, the Department for Transport also has NDAs in place, forbidding transport and haulage organisations from discussing plans on managing haulage after Brexit.

Although some maintain that the NDAs are normal practice, there are those who deem this practice as unacceptable, as they are ‘undermining transparency’ regarding essential information being held from the public.

Stockpiling

It appears that the majority of pharmaceutical and biopharma companies in the UK are planning ahead, and taking steps to assure continued supply of products to customers post-Brexit. 

It has been reported that AstraZeneca is spending up to £50m modifying transport routes and increasing stockpiles of medicines. The company is increasing stocks from 3 months’ supply to 4 in warehouses in the EU, and up to 4.5 months in the UK.

Pfizer has declared that it will keep its Sandwich site open, but it is stockpiling drugs as a contingency strategy. The company estimates it will incur one-off Brexit costs of $100m (£78m)1.

Another company engaging in stockpiling is Roche. Normally, it stocks at least 4 weeks and up to 6 months’ supply (depending on product shelf-life) but plans to increase by an additional 6 weeks stock for all products.

EMA move

In January this year, the UK lost the head office of the European Medicines Agency (EMA), which finalised its move from London to Amsterdam. This resulted in the loss of 900 jobs in the UK. The move gained even more attention recently, as the EMA lost a high court battle to cancel its £500m long-term office lease in London’s Canary Wharf. The EMA blamed the need to move office locations and cancel its lease on Brexit. But the judge ruled against this justification in the hope that it would prevent a trend of ‘copycat lease cancellations’ from other affected companies attempting to move out of Britain because of Brexit.

Future

EMA and the European Commission have published guidance to help pharmaceutical companies prepare for Brexit. The guide aims to ensure that companies are ready to take the necessary steps to enable continuous supply of their medicines in the EU, based on the assumption that the UK will become a third country as of 30 March 2019.

So, what does the future hold for Britain’s pharmaceutical and biopharma manufacturing sites? We will have to wait and see… and prepare for Brexit.

As a global company, we work all over the world, including the EU – which is very important to us. Having businesses in USA, Ireland, Australia and a UK Head Quarters, maintains our global presence and helps us to continue to work seamlessly when conditions such as Brexit occur.

1 www.theguardian.co.uk

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EECO2 SUPPORTING GLOBAL CLIENTS

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This week, the EECO2 team is at a client site in Melbourne, Australia, conducting an energy assessment at a global pharmaceutical company’s production plant. The team will identify energy reduction projects to support the site team in reaching their energy and emission reduction targets.

The EECO2 team prides itself of being able to help clients all over the world. To see where the EECO2 team have been supporting global clients, take a look at the case study map.

If you have a pharmaceutical or high-tech site in need of an energy assessment, contact EECO2 here.

Case study for the Melbourne client site coming soon…

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94% of CEOs agree that business should play a critical role in addressing societal challenges such as #climatechange and sustainability.

https://www.ey.com/en_ie/ceo-imperative-study

Do you want to know more about #standards? Our short video explains how standards affect every part of your daily #life – from your work experiences through to personal choices.

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