Hello all
Welcome to our refreshed quarterly newsletter. We’ve redesigned it with accessibility in mind, knowing that while not everyone works at a screen, most have internet access.
Since our last update, the business has undergone some organisational changes, with more still underway.
I fully recognise that change can be tough, and I want to acknowledge the impact this has, especially for those who will be moving on from the company.
Please know that support is available, and we’re committed to helping everyone through this transition.
The global data centre market remains strong, but there are clearly differences in the momentum across the regions. Whilst Europe has been slower, we can see some very encouraging signs that governments are listening to the market needs and are now making the necessary investment in infrastructure and drive through supportive planning legislation. No doubt many of you will have seen the multi-billion pound investment announcements into the UK alone, by Microsoft and Nvidia amongst others. In this newsletter, you’ll see how our business units are laying the groundwork for long-term growth – showing future clients that we’re the trusted experts their data centres demand. Securing new partnerships takes effort, and we’re confident that once onboard, they’ll be in the most capable hands in the industry. The volume of enquiries for next year and beyond is a promising sign.
As you also know, this is going to be my last year working for Airedale by Modine. It wasn’t an easy decision to leave, but after 35 years, I am ready for a rest! Over my 35 years here, we have shared as a team some memorable moments, from acquisitions and workplace celebrations to pioneering new product innovations. We have also weathered tougher periods together, including recessions, restructures and of course the fire. What I would say is I have always been inspired at the grit and resilience shown by the people of Airedale. It is something that I deeply admire and I encourage you to carry that strength forward, both in your work, and in life.
As always, thank you for your continued professionalism and dedication. It doesn’t go unnoticed.
Many thanks
Adrian
Modine Purpose, Mission and Values
The Meaning behind our Values
We continue our deeper dive into the specifics of the Modine Values, this quarter looking at what it means to be “Technology Driven”.
Technology Driven
Here we summarise what being Technology Driven means, as explained on the Modine intranet. To watch this and other videos, click here. (VPN connection required).
- Possess, apply and develop the technical knowledge and functional expertise needed to effectively met job requirements.
- Participate in generating solutions to process obstacles in order to improve efficiency and effectiveness and achieve desired results.
- Be dedicated to meeting the current expectations and requirements of internal and external customers in a timely manner.
- Use and promote technology to support productivity, profitability and change.
Modine Values People Award
The Modine Values People Award (MVPA) has been launched across all Modine organisations as a means of recognising employees, highlighting the best real-life examples of Modine employees living by Modine values.
Winners of the Modine Values People Award will receive monetary recognition and will be featured on Inside Modine.
How to nominate a colleague:
Employees are encouraged to nominate their colleagues by providing examples of how they embody Modine Values. The nomination can go through their supervisors, site leaders, or directly with Jen Peachey in Human Resources.
What constitutes award winning work?
We know that our people do incredible things every day, so identifying what makes a particular effort worthy of an award can be tricky . These awards are designed to connect everyday actions to our core Modine Values. To help guide your nomination, we’ve outlined these values in detail on our dedicated website page, so before submitting, take a moment to revisit them and consider how your colleague’s actions reflect those principles.
There are also examples of previous winners on this page to give you some ideas of what Modine are looking for. The webpage is available via the Modine intranet, so you need to be on a computer or laptop in one of our plants or connected to the VPN. For those who work in production and do not have regular access to a computer, please refer to our ‘Modine Values’ information in this newsletter and discuss with your team leader if you need more information. The link to the page is here: Modine Values People – Home
Who can win?
Employees are selected by their local site leader, or human resources business partner. Site leaders / human resources may select up to one award per location, per month so please don’t be disappointed if your nomination isn’t successful. Even getting a nomination is something to be proud of and we will let those nominated know.
Firstly we have six winners from Leeds manufacturing. Awarded for their exceptional workmanship, Vasilis, Mitch, Chris, Kim, Steve and Mateusz have gone above and beyond expectations to provide critical support on the chiller lines for our 80s customer, Sunshine.
Next we have Technical Support Manager, Stephen Potts. Praised for his commitment and effort to support colleagues, Stephen often works additional hours to achieve the best outcomes for our customers and gets great feedback.
SAP & Applications Project Manager, Shree Veeraraghavan received the award for being team focussed. Working closely with the global IT team, Shree has managed complex processes to ensure that the SAP settings test met with the business teams standards. From working on global projects with complex requirements/support activities to coordinating activities with external consultants, Shree keeps everything on track.
And finally, we have four awards from the Bradford manufacturing facility:
Lewis Nelson, Bradford Packing – awarded for demonstrating great commitment and team focus since transferring to Bradford. He has established his work area and worked hard to keep up with demand, showing great flexibility to change plans on numerous occasions when things have changed in production. Recently several jobs were delayed in production and had to ship on the Friday afternoon, but the units did not arrive to the packing department until the time Lewis was due to go home. Showing great team spirit and customer focus, Lewis changed his plans without question and stayed with enthusiasm after his finish time to ensure the units were packed and left on time to the customer. Lewis’s help ensured we met the order on time and avoided a hit to our OTIF performance.
James Gale, Bradford Manufacturing Engineer joined the Bradford manufacturing team at a particularly stressful time when the facility was just setting up for production in October last year. When Sam Featherstone went on paternity leave for three weeks, James stepped up to provide cover and went through all the layout of the new production lines, got up to speed with all the construction works, working over on numerous occasions to ensure that everything was completed and ready for the start of production in October. James has continued to provide invaluable support to the Bradford management team by providing solutions and suggestions for the many enquires that crop up every day. In addition to this he has also created layouts for the entire site, some that show all new and transferred assets we have put in the facility for auditing and servicing purposes and also produced high detailed fire plans showing, fire doors, extinguishers, break glass points and muster locations. This was a requirement requested by building control which has saved Airedale lots of time and money, as quotes for this work came at a high cost. These drawings were all approved by Abdul Razaq, who sent them onto building control.
Almost one year on and James continues to play a vital role in the day-to-day running of the site by offering unwavering encouragement and continuing to be a valuable asset to the team, and the company.
Colocation update with
Paul Golding
As we all know, the EMEA colocation data centre market has presented some challenges over the first two quarters of FY26. However, we also know that by applying our proven model of product support we can grow in this area.
Customer-centric Approach
At every level of our business, we prioritise customer care and support. By applying multiple touchpoints, we ensure that our clients consistently receive the highest standard of service.
CyrusOne Partnership
Our strong relationship with CyrusOne has delivered outstanding results, securing a pipeline of work for the next 2-3 years. This success demonstrates the effectiveness of our customer-focussed strategy, and we aim to replicate this with other key clients to further grow our business.
Yondr Update
We have a proven track record with Yondr, and although their projects are currently paused due to a recent acquisition, we anticipate a restart soon. When that happens, we’ll be well positioned to support them with our Total Solutions offer of products, site services, controls and preventative maintenance. These value-added services are highly profitable for Airedale and will remain a focus for future projects.
Khazna & Dubai Growth
Khazna is another example where we’re deploying our robust product support model. Dubai is a region with significant growth potential, and our established relationships there will benefit production, whether in Bradford or Guadalajara, depending on capacity.
Hyperscale update with
Adam Yarrington
Sunshine is progressing their CoDC (Cost-Oriented Data Centre) design with us and we hope to see orders for this design mid-2026 for the first 2 sites in Frankfurt.
We received our first order from AWS in June for some DeltaChills and we are working with the AWS technical team to get our SmartCool SV R32 product qualified for use in the AWS EMEA data centres. AWS will be in Leeds and Guadalajara in October to undertake plant audits so it’s essential to do our best.
Microsoft is continuing to work with us on 2 data centre designs in Germany to progress the design through to approval.
We are working with their procurement team and are getting good feedback on our performance in the process thus far.
September has seen the EMEA Plant Managers present to Microsoft on our capabilities and the relationship is progressing well for when Microsoft want to commit to placing purchase orders with us.
We are working on developing our relationship with Meta and they have asked us to provide a CAD model for an in-row cooler to integrate into their next generation data centre design. We are working hard to get a meeting with them to work on their cooling strategy and get Airedale at the forefront of their decision-making.
It is imperative in all of the above works that we pay attention to the detail and address every point that Sunshine, AWS, Microsoft and Meta demand if we are to secure orders from them in the coming years. We recognise the prioritisation of this work, and that the reduction in team numbers will impact the resource to maintain the urgency.
Commercial & Industrial update with Simon Scott
Following the wider business decision to dedicate our UK manufacturing chiller capacity to the data centre (DC) market, we are now in the process of restructuring the team to focus on OEM chiller and PAC opportunities. This decision was not taken lightly, but given the size of the opportunity on the DC side, and by reviewing it thoroughly through an 80/20 lens, this is the best use of the resources we have available to us from a full business stand point.
As we more forward with this new focus we have already seen some immediate wins.
On the PAC side, in the last four weeks we have won two sizable orders from two of our key construction accounts. These two orders will provide more than £500k of PAC product for Bradford, one of these projects is split into multiple phases which means there is more to come.
On the OEM side we have recently won a £900k order for a large NHS project in Wales and another £460k for one of the two key accounts mentioned above.
There is no doubt that the first half or FY26 has been very tough for the C&I business. But with the backlog now starting to rise, and the cost structure better aligned with the volume we have there is reason to be optimistic that we will see some much better results during Q3 and Q4.
Product Management update with Patrick Cotton
Roadmap Prioritisation for Maximum Impact
As we navigate these challenging times, our Product Management team is committed to making rationalised decisions that position us for long-term success. With that in mind, as a team, we are taking proactive steps to reprioritise elements of our product roadmap, which means focusing our efforts on initiatives that deliver the clearest value to our customers and our business.
Core to prioritisation is to ensure our critical resources, including time, talent, and budget are aligned to developments, product extensions, features, accreditations, system integrations, and software enhancements that will deliver the highest value returns. The focus is to ask questions, ensuring we are working on the right things by evaluating against key criteria such as whether it solves a pressing customer need. Will it strengthen our competitive edge? Can we execute it efficiently with our current capabilities and core competencies? By doing this, as we have been doing, we aim to accelerate delivery on what matters most and what will deliver the most value to our customers, us and our business – sharpening our focus.
We stand on solid foundations with a proven track record of innovation, dedicated teams, unrivalled knowledge of thermal management excellence and deep customer relationships with some of the largest businesses throughout the world, including hyperscale and colocation. These elements allow us to capture and execute on new opportunities as they arise.
Strengthening Voice of the Customer (VoC) Insights
In a separate but equally vital initiative, we are developing a formal tool to capture Voice of the Customer (VoC) insights systematically. The VoC platform will serve as a hub for gathering feedback from interactions, surveys, and support channels. This ensures that customer perspectives directly shape our decisions, aligned with value creation, and we maintain our deep-seated relationships with the key accounts that matter most.
VoC needs to be at the heart of our business. The feedback loop between our customers and us as a business helps us stay aligned with what our market truly needs and values. This alignment enables us to increase our right-to-win with customers, who in turn shape future continuous improvements in our products, processes, and systems. By continuing to formalise this process, we will inform every stage of product development, from idea to iteration. The approach and commitment to VoC will allow us to tailor offerings more precisely, drive continuous improvements, and build deeper, strong relationships with our key customers and targeted prospects.
To ensure that VoC is genuinely effective, we must commit to capturing and sharing all learned knowledge across the organisation, fostering collaboration and alignment. Together, this will ensure our customer base values our innovations and will drive sustained success.
Liquid Cooling Update with Richard Burcher
Our new range of CDUs (400kW-2MW) is on track to launch by the end of October 2025, with commercial training scheduled for 14th October. The accelerated development timeline reflects the commitment, collaboration and dedication of everyone involved, especially our highly talented engineering team. Their expertise has been instrumental in ensuring the vision is brought to life and supports our hybrid-cooling future (air-cooling combined with liquid cooling).
We will be launching a range of materials in the coming weeks to support the sales team and ensure we improve our right-to-win in the liquid market. The resources aim to allow the team to engage confidently with customers and prospects, and ask the right questions to inform selections.
Encouragingly, we are already seeing project opportunities for our CDU. Our commercial team is quoting to a range of consultants, hyperscale and colocation operators, including existing accounts and targeted prospects. Again, voice of customer (VoC) feedback is critical, more so with a new product line, to ensure our pricing, response to the market and offer are in line with expectations and allow us to tailor moving forward.
As always, we will continue to keep you up to date on developments and wins related to the rise of liquid cooling. Your commitment will help us refine and succeed.
Bradford Manufacturing with James Severn
It doesn’t feel long since we stood for a photograph around the first unit we produced in Bradford, and yet very soon we will be doing the same thing to celebrate the completion of our first batch of chillers. How times have changed since we started production as a CRAH focused facility in October last year. Just 12 months later we are producing our first chillers, we’ve built CDU prototypes and now have clear line of sight to producing our own sheet metal and installing a chiller production line and test facility!
The first 12 months of CRAH production has not been without its challenges, but our results have been good, and it’s been a pleasure to watch everyone bond into a close group that demonstrates teamwork, flexibility, commitment and helpfulness every day.
This is borne out by the fact that, at the time of writing, we are very close to completing five TCW chillers in half the time we originally planned, albeit with a bit of greatly appreciated help from our friends in Service and Commissioning. We will now start work on another three chillers due this year on our PAC assembly lines.
That was a big step, and will shorty be followed by another with the introduction of sheet metal punch and fold machinery, welding, paint, chiller assembly and end of line test in the area we will soon stop calling ‘Finished Goods Storage’. Its likely we will see folding machinery arrive in late October, paint in November and hopefully a sheet metal punch for Christmas.
Finally, I would like to congratulate the members of the Bradford team who recently received Modine Values People Awards for outstanding contributions in their work areas and admirable demonstration of our values at work.
Well done and thank you to the whole team as we look forward to another exciting 12 months.
Leeds Manufacturing with Mark Dowell
In August we produced 20 chillers, that’s around double the output of previous months and something we should be very proud of.
The graph below shows our journey so far, and also how fast we need to keep growing.
Our next growth phase comes from the US orders (Crusoe & Sunshine). In manufacturing we are busy preparing for flow line number 2, our largest yet. Capable of producing 20 chillers per month, this will propel total plant output to more than thirty per month. This line requires 120 new people and I’m pleased to say we have half of them here, already learning how to make chillers.
Teams are also working hard to prepare the factory infrastructure for US voltage and frequency, plus accommodating all of the electrical and imperial product differences. Demand for chillers is so high in the US currently that the customer has agreed to pay for all shipping and import duty costs between Leeds and North America.
The end game for Leeds is 3 flow lines, producing 50-60 chillers per month.
Once line 2 is established we will move onto setting up the infrastructure for line 3. The recruiting of people for line 3 will begin when we get clear sight of firm loading (customer orders). This may come from more units for the US or new large orders for Europe, or a mixture of both. The current demand in the US allows us to prepare Leeds now, ready for when demand in our region EMEA grows to forecast.
This is a very challenging but exciting time for our Leeds plant and I want to thank you all for your contributions in the plant, helping us to maintain our extremely high quality level during this challenging growth. We don’t always get it right first time inside the plant, but the quality of what the customer sees is what differentiates us from our competitors.
As always, above all else, stay safe
Consett Manufacturing with Simon Scott
It has been an incredibly challenging start to the year for the Consett AHU business. We needed to change our sales strategy and take very difficult decisions to align our cost base with expected revenue. Although these changes are painful they will allow us to find a solid footing to return to profit in Q3 and Q4.
The sales strategy focuses around targeted NHS projects, data centres and larger general contract orders is starting to bear fruit. We have recently won significant orders for Dorchester and Harrogate hospital on the NHS side and are in the closing stages of a deal for Shrewsbury hospital.
On the DC side we have won the SAM3A job for customer Sunshine which we deliver in December and are working on at least 3 other significant DC opportunities. On the contractor side we are working on a significant opportunity with a large retailer, which would cover multiple sites across the country.
Although this is positive news on order intake, this only provides enough revenue to match the size of the current team. The strategy going forward is to win larger orders which have a lower burden on the front end office functions. We then intend to add production people back in as soon as demand allows.
Guadalajara Manufacturing with Sergio Malvar
Over the past few months we have been heavily engaged in two major projects for UAE. One of them involves a key customer, Khazna, who is expected to become a highly strategic client in the future. We are fully committed to meeting their requirements with the highest standards of quality and delivery.
The scope of work includes 17 different type of units and nearly 300 units in total across both projects. This represents a huge workload for all the departments in Guadalajara, as well as for the transfer team in Leeds, who has been responsible for preparing and consolidating the standard engineering information, and also to support all the queries and lack of information in the standard documentation. During the initial assembly phases, our production team encountered some issues with the information and drawings provided. Nevertheless, thanks to the considerable efforts of the teams involved, most of these challenges have now been resolved.
Earlier this month, we also supported audits from both customers, the next survey is scheduled to take place by the end of the month
To date, we have already manufactured all the FAT units required for Khazna: SO18, SO35, AWO 310kW, AWO 255kW. We are now progressing with full-scale production for the complete batch, and the first customer requested units have already been dispatched this week (SN09, SO18 & SO35).
At present, production is focused on completing the remaining FAT units for Mercury. The AWO 254 has been sent and the objective is to ship the last FAT unit (SO31) on Friday 26th September.
In parallel, we continue to work on finalizing the required documentation for the remaining units to ensure a full compliance with the customer expectations.
Strategy Process
As we move into Q3, work starts on our strategic plan for the coming years. Now is a good time to recap on our strategy for this fiscal year and adapt it to reflect the evolving overall market and regional trends. Strategy is often at odds with the month-to-month reality of operating as a publicly traded business, but although short term business pressures create turbulence that we are certainly feeling across our verticals and sub-verticals, we must ensure long-term adherence to proven 80/20 practises in order to succeed. Our business landscape has changed in the past year, and our strategic initiatives must adapt accordingly, but the fundamentals still hold true. I understand there are probably a lot of questions around strategy and the long-term vision of the group at the moment, I am always open to discussing this with anyone that wants to.
Products
80/20 best practise tells us that we should simplify product offerings to focus on higher volume ranges. However, the fact is our best successes are with customised solutions. If we deliver customised products at scale, they become 80 products in their own right. The key is finding the right balance between developing standard platforms that allow us to be responsive and offer quick selections, while also working with client engineering teams to develop solutions tailored exactly to their needs.
People
Delivering custom solutions is a labour-intensive process. In the past, we have been guilty of trying to win everything in front of us, but our long-term strategy must be selective in terms of when and where we deploy our engineering teams to develop custom solutions. Quad analysis, robust prioritisation matrices and strong business cases must be developed to determine which engineering projects make it onto the development roadmap. Prioritising the time of our people allows us to develop a key characteristic that we know our customers value: responsiveness.
Tools
The right people, offering the right products is a great combination. However, the missing piece to unlock responsiveness is the tools we use. Whether it be selection software or CRM, we made it a key part of our strategy to develop and deploy tools that would help our people focus in the right areas and get specifications and prices back to clients quickly, putting us first in the queue for business. This was prioritised last year and for me, it is still a critical gap in the business that we must fill.
Data Center Sustainability
Sustainability matters now more than ever before for our data centre customers. It is no longer seen as a ‘nice to have’ but rather a necessity and a core expectation. Industry leaders like Sunshine, AWS, QTS and Yondr are setting ambitious climate targets and are demanding the same from their partners. As data centre energy continues to rise, our ability to deliver low-carbon, resource-efficient solutions and have established sustainability credentials is becoming a key differentiator.
We are in the process of levering the strategic opportunity that the data centre market presents and reframing sustainability as a driver of innovation, growth and competitive advantage for Airedale by Modine. This is being done by the creation of a data centre specific sustainability roadmap, working alongside leadership to enhance the roll out and adoption of key environmental, social and governance initiatives. The initiatives are driven by customer and competitor analysis as well as sustainability benchmarking and materiality assessments.
A centralised and cohesive data centre strategy ensures consistency, efficiency and credibility whilst giving us the ability to speak the same sustainability language across the market and at every site. From this we will be able deliver our own sustainability goals whilst reinforcing our positioning in the market as a strategic partner for global 80 customers.
Data Center Embodied Carbon
In August we provided formalised communication documents to our sales team that confirms our positioning on embodied carbon. This is underpinned by a data center specific embodied carbon strategy. The strategy will cover all data center sites, include all DC products and have key focus areas; supply chain engagement, carbon life cycle assessment (LCA) and the finalisation of a clear roadmap for environmental product declaration (EPD) priority.
We have received a high response from our suppliers in the request for embodied carbon data. Our big challenge over the next few months is to ensure the strategy receives the financial backing required for catalyse EPD production.
Modine 2030 Environmental Targets
In July Modine published the latest sustainability report which includes the establishment of environmental targets for 2030, baselined against 2018 consumption levels. Targets will be split between each vertical, and within each vertical, each site will have specific targets that will contribute to Modine’s 2030 commitments.
Modine Green Teams
Earlier this year Modine launched the Green Team initiative worldwide, designed to put sustainability into the everyday actions of our manufacturing plants to help meet our goals. If you have any ideas or would like to participate – please get in contact!
Health and Safety update with Abdul Razaq
We are pleased to announce that our manufacturing facility in Bradford, UK, has achieved ISO 14001 certification following an intensive three-day audit by BSI. Our Leeds site also has this accreditation.
ISO 14001 is a globally recognised environmental management standard that enables us to enhance our environmental performance, ensure legal compliance, and bolster our reputation. This certification helps reduce waste, minimise pollution, and promote sustainability. It demonstrates our commitment to reducing environmental impact, a quality increasingly valued by our customers and partners who prioritise environmentally responsible organisations. This standard fosters a culture of environmental awareness and improves safety performance by reducing the risk of environmental incidents. This milestone underscores our dedication to environmental excellence and our ongoing efforts to meet and exceed industry standards.
Learn more by visiting the BSI ISO 14001 standards webpage: ISO 14001 – Environmental Management System (EMS) | BSI
I would like to take this opportunity to sincerely thank everyone who was involved in the audit. The results were excellent, with just three minor nonconformities being raised, and a number of opportunities for improvement. The auditor commented that everyone he spoke with were friendly, willing to engage and could demonstrate knowledge of how ISO 14001 affected them in their job role.
In addition, we’d like to remind everyone of the importance of using the correct methods when it comes to manual handling. We’re excited to announce the release of a new manual handling training video created at Leeds site. The video provides clear demonstrations of correct lifting, handling techniques, tips for reducing strain, and guidance on using equipment effectively.
We encourage all staff to watch the video and refresh their knowledge. Safe manual handling is everyone’s responsibility. Protect yourself, your colleagues, and our workplace safety culture. The training department will be incorporating this video into our existing training program when onboarding new starters and training for existing workforce.
The video is accessible to everyone via the link below and also available on the Leeds site Intranet.
Welcome to the new starters
Airedale by Modine welcomes all of the new direct manufacturing people that have joined in preparation for the increased chiller production in both Leeds and Bradford.
Vacancies
Below is a list of our current vacancies, as of 18th September 2025. These are open to both internal and external applicants. For a detailed job specification, please contact HR at [email protected]
- Service Engineers (Scotland & South)
- Controls Software Engineer (Leeds)
- European Treasury Manager (US)
- Controls Commissioning Engineer (South)
- End of Line Test Technician (Leeds)
- Mechanical Assembly – Leeds and Bradford
- Brazers – Leeds and Bradford
- Panel Wirers – Leeds and Bradford
Please note that this is a live list and although accurate at the time release, changes may occur.
Airedale Rewards is a benefits platform, offering lots of exclusive money-saving incentives.
To use it, you must register first and can then select any of the benefits that appeal to you.
How to register:
If you haven’t yet registered on the Airedale Rewards scheme, you can do so by visiting www.airedalerewards.co.uk.
Or you can scan the QR code below…
Once you are on the website:
- Click ‘join’, enter your email address (best to use your home email address so you can access it at any time)
- Enter your name (as it appears on your pay slip)
- Enter your employee number (which can also be found on your pay slip)
- Start saving!
Tusker cars
The car benefit scheme is now live on the Airedale Rewards platform (www.airedalerewards.co.uk).
This is a no deposit, car lease scheme, from Tusker Cars, that also includes maintenance, tax, breakdown cover and insurance. Those that sign up will see a fixed monthly amount taken directly from their gross salary, before tax, and in return, they get the use of a brand-new car.
As the car is provided as a benefit by Airedale, Benefit in Kind tax will apply, please note this varies according the vehicle. As of April 2025 the electric vehicle tax is charged at 3%.
To see what models are available and what the prices look like, you need to log on to Airedale Rewards, click Tusker Cars and then it will guide you through setting up an online account (this is not a commitment to buy – it just allows you look at prices and lead times, which vary).
If you need some assistance, you can contact Tusker via Live Chat, call on 0333 400 7431 or email them at [email protected].
Shopping discounts
There are lots of ways to save on the Airedale Rewards platform (www.airedalerewards.co.uk).
eVouchers, get instant discounts online and in-store by simply clicking on the eVouchers section of your homepage to view all discounts available. There are some great discounts on everything from your weekly shop to treats, gifts and activities!
Pluxee card, a prepaid Visa card that gives you between 3% – 15% cashback when you spend with Pluxee retail partners.
Pluxee discount app, simply download the app from your app store (search ‘Pluxee UK Discounts’). Open the app and log in using the same details as the employee benefits platform and then you’re free to purchase eVouchers and get saving!
Holiday discounts, save up to 10% on your next holiday by calling the dedicated travel executives for unbiased advice.
If you need some assistance, you can call the Airedale benefits provider on 01908 303 531.
Cycle to work
The cycle to work scheme is now live on the Airedale Rewards platform (www.airedalerewards.co.uk).
This is a no deposit, cycle to work scheme, from Halfords that gives you a cost-efficient way to get a new bike, cycling equipment or both. Those that sign up will see a fixed monthly amount taken directly from their gross salary, before tax, and in return, they get the use of a brand-new bicycle.
To see what’s available and what the prices look like, you need to log on to Airedale Rewards, click cycle to work and then it will guide you through setting up an online account (this is not a commitment to buy – it just allows you look at prices and lead times, which vary).
If you need some assistance, you can contact [email protected] or you can call on 01908 303498.
#Get active
Can you kick it? Yes you can!
Tired of the same old routine? Looking for a fun way to unwind after work? Join us for Thursday night Football at Benton Park High School!
Football is a fun way to stay active, break a sweat and burn off the stress of the week. It’s a great way to connect with colleagues without the pressure of work. So, whether you’re Messi on the field or just love kicking a ball about, everyone is welcome!
Time: Every Thursday, 5pm-6pm
Place: Benton Park High School, Harrogate Road, Rawdon, Leeds, LS19 6LX
Cost: Free!!
Simply scan the QR code to join the team group chat.
Simply scan the QR code to join the team group chat.
Why wait for the weekend to have fun, grab your boots, boost your energy levels and make Thursdays the highlight of your week!
Shuttlecock shenanigans!
Looking for a different way to exercise? If you fancy giving Badminton a go then join the Airedale Badminton Club on Tuesday evenings at the Trinity University Campus in Horseforth.
Originating in the mid 19th century, badminton is a fun way to get moving and good fun to play, regardless of ability.
Time: Every Tuesday, 5pm-6pm
Place: Trinity University Campus, Horsforth, Leeds, LS18 5HD
Cost: Maximum cost £3 (depending on numbers of participants)
If you’d like to join the team, drop Paul Fieldhouse a message, you can find him in the Controls section (near the Airedale Optimiser sign).
Whether it’s singles, doubles or even in small teams, get your week off to a flying start with a game of badminton!
#Take Care
Mental Health First Aiders
Below are details of your mental health first aiders. Please do approach any of the people below if you need support, by any means that works best for you, and know that they will make some time for you.
Leeds
- Belinda Lomax – Service Administrator – days
- Nicola Ware – Marketing Specialist – days
- Kurtis Mckeown – Machine Operator Sheet metal – nights
- Liam Arcus – Mechanical Assembler – PAC – afternoons
- Scott Bowles – Brazer – Coils – afternoons
- Steven Bradley – Quality Engineer – days
- Sam Zaccardelli – Machine Operator Sheet metal – days
- Garry Fernie – Line Leader Sheet Metal nights
- James Exley – Sheet Metal nights
- James Bowman – Project Manager – days
Consett
- Joanne Pullen – Technical Support and Warranty Technician – days
- Sean Lisgo – Manufacturing Systems – days
- Darren Leadbitter – Line Leader – days
- David Goodfellow – Fabrication – days
- Liam Bartle – Production Controller – days
Bradford
- Sam Featherstone – Manufacturing Systems – days
How to get support:
- Send a message on TEAMS and make a plan to meet up
- ASK them for time, by calling on the phone or on Teams
- FIND them in the building and request a time to catch up
- EMAIL them to find out when you can meet
- TAKE notice of your mental health.
- You are important and your safety is paramount. Urgent help is always available. If you cannot speak with your preferred person, do approach one of our other volunteers, use the Airedale EAP or contact the Samaritans.
- The Samaritans are available, day or night, 365 days a year. You can call them free on 116 123 or email them at [email protected]. If a MHFA is available, you can speak to them and tell them it is urgent.
- www.airedalerewards.co.uk – select “Employee Assistance Programme” from the tab on the right hand side (see details on the next page)
Taking care during stressful times
Redundancy is never an easy process, it can lead to worries about the future as well as financial stress, and whilst it may all feel very unpredictable, there is lots of insightful information to help with the everyday questions that can arise from the uncertainty.
Despite the negative connotations that can be associated with the process, it’s important to remember that it is the role, and not you that is being made redundant.
Difficult as it is for many, developing a strategy to help you manage the situation in a way that will help you move forwards can be very beneficial:
- Acknowledge the emotional impact so that you can prioritise your mental well-being and seek support if needed.
- Assess your finances, can you take a mortgage holiday if you own your home? Do you have redundancy insurance that could be claimed? Look for the best way to minimise the financial impact.
- Think about your career path, are you happy in the field that you’ll be leaving? Is your CV up-to-date and ready to seek new employment or could you retrain to try a new career path?
- Don’t be afraid to ask for help! Use the resources and networks that are out there.
The most important thing to remember is that you are not alone and there is a wealth of advice available if you know where to look. Below is a list of websites that provide impartial advice:
Made Redundant? Step-by-step survival plan – MoneySavingExpert
Redundancy and dealing with losing your job | National Careers Service
Employee assistance programme
A really valuable resource from Airedale Rewards, is the free-of-charge, self-referral access to counselling and specialised support services. With specialists available to offer help and guidance around major life issues, including things like debt, bereavement and stress amongst others, you can be matched with a qualified counsellor to offer direction and support when you need it most.
Accessed from the Airedale Rewards platform, www.airedalerewards.co.uk ,simply click the “benefits” tab and select “employee assistance” from the drop-down menu, as shown below, and from there you can self-refer or find out more.
This service is completely confidential and no one at Airedale will know if you have self-referred.
A new addition to celebrate the achievements and goals of Airedale by Modine EMEA team…
SAP & Applications Project Manager, Shree Veeraraghavan recently shared some fantastic news…
“I participated in the Great North Run on 7th September 2025, joining over 60,000 runners in support of Cancer Research UK. It was an incredible experience to cross the finish line and contribute to such a meaningful cause.”
On November 30th, Paulina Walewska (chillers production line), will be running the Leeds Abbey Dash to raise money for Age UK. Age UK is the leading charity for older people in the UK, providing the help, information and advice those in need may require.
It would be hugely appreciated if you can spare your time, and any amount, to support her in reaching her £500 goal!
The annual Airedale Golf Day took place on Sunday 7th September at the Shipley Golf Club. A well-attended event with acceptable weather, we even avoided the thunderstorm that commenced shortly after we finished playing!
Winners from the day included:
- 1st Place and Championship Golfer of the Year – Ben Jacques, with a very good score of 40points.
- 2nd Place (on countback) – Callum Gaunt, with a very good score 40points.
- 3rd Place – Harry Widdop, score 35points.
- Nearest the pin on the 11th hole – Callum Gaunt.
- Nearest the pin on the 17th hole – Si Gaunt.
- Longest drive on the 18th hole – Harry Widdop.
A huge thanks to all who took part on the day, we look forward to them, and more joining us to play at the next Airedale Golf Day September 2026!
This much loved feature is back with a couple of very different spots…
#spotted as you know it…
Sent in by Gareth Herfield, one of our smaller units located somewhere in deepest, darkest Rawdon!
If you spot any Airedale by Modine units, big or small, we’d love to see them!
And now for something completely different…
Back in April Paul Fieldhouse, Controls Electrical Design Engineer found this little fox kit on the path below the top lake (Leeds site) on his way home. Without touching it he persuaded it back up the hill into a safer place to wait for one of the parents to retrieve it.
Typically, baby foxes will start venturing out of the den at around 3 to 4 weeks old. However, it’s important to note that initial explorations are usually confined to the immediate vicinity of the den. It is common for foxes to leave kits whilst out hunting, and in most cases, they will return and take the kit back to the safety of the den.
Being a local resident, Paul came back to check around 9pm and it was no longer where he had left it, so we can only assume that one of the parents did indeed come back for it!
The Leeds site is very fortunate to be situated in a rural setting that is home to an abundance of wildlife in and around the area. If like Paul, you spot some of our local wildlife residents at any of the Airedale sites, we’d love to see them!
