When we talk about refrigeration, often the focus is on tangibles such as refrigerants, technology and energy efficiency. But the more time I spend in this industry the more I realise that the real system isn’t just made of compressors and coils – it is made of people.

Every successful project, product or policy in our industry relies on the interactions between people: the engineers who install, the service engineers who maintain, the customers who rely on uptime, the policymakers who regulate the sales teams who bridge it all together. When things go wrong, it’s rarely because technology has failed, it’s usually because the system of people has not quite connected.

Seeing the System Differently

It’s easy to view our work through a technical lens, performance data, system design and compliance requirements. Yet behind every data point sits a network of relationships, decisions and feedback loops.

In refrigeration, well intended changes such as switching to lower GWP refrigerants or introducing new controllers, can have ripple effects; new training needs, updated safety protocols, altered maintenance costs and commercial implications.

Each stakeholder interprets these shifts through their own priorities.

·         A manufacture may define success as achieving compliance.

·         A retailer might focus on cost and uptime.

·         A service engineer may value practicality and safety.

All of these perspectives make sense in isolation, but together they can create friction and blind spots. Recognising that is not about blame, it’s about understanding the whole system and how our different roles interreact within it.

Boundaries and Voices

One of the most powerful shifts in thinking can come from when we ask: whose perspectives are being heard?

In refrigeration, the boundaries of conversation are often technical. Designers speak to engineers; policymakers engage with trade users. The end users, service technicians and even sales professionals are not always part of these early discussions, despite being the ones who live with the outcomes, day to day.

When certain voices are left out, we lose valuable insight. An installer might spot a serviceability challenge long before it becomes a cost issue. A retailer might see unintended operational consequences. A technician might know how a new refrigerant behaves in the real world.

Bringing those perspectives into the conversation strengthens the entire system. It helps us design not just for compliance but for resilience, ensuring our solutions work in practice not just on paper.

Communication as a technical process

We often treat communication as a soft skill but in our industry is arguably one of the most technical processes we manage.

When new regulations land or a refrigerant transition begins, the success of that change depends on how effectively understanding flows through the system. Misalignment between departments, whether that’s sales, service, engineering or operations can lead to confusion, rework and unnecessary cost.

This isn’t about poor intent; it’s about the way information moves (or doesn’t) across boundaries. By recognising communication as part of a technical process we can design better feedback loops, clearer channels that allow lessons to move quickly from site to strategy.

 From Blame to Curiosity

It is easy in fast paced environments to look for someone to blame when things go wrong. The engineer, the supplier, the end user. But the most productive conversations happen we shift blame to curiosity.

Instead of asking “Whose fault is this” we can ask “What is influencing this behaviour”. That simple change in perspective often unlocks learning.

Training gaps, time pressures or conflicting priorities, all shape how people behave within a system. By exploring those influences rather than judging them, we create space for improvement and a culture where people feel safe to share feedback.

In my experience, curiosity builds stronger teams, better relationships with customers and more sustainable outcomes. It encourages us to listen out to what’s really happening, not just what the process says should happen.

The Human Side of Innovation

We rightly celebrate technical innovation, new refrigerants, smart controls or energy efficient designs but innovation also depends on our social systems.

Every cooling system exists within a web of human assumptions, motivations and values. Sustainability isn’t just about the reduction of carbon emissions, it’s about design of solutions that are practical, safe, and supported by the people who work with them.

When we talk about the future of refrigeration, it’s worth remembering that every breakthrough in technology relies on people’s willingness to understand, adopt and maintain it. The human system must evolve to step in with the technical one.

A call to see the invisible system.

The next time you walk through a supermarket or stand beside a refrigerated cabinet, imagine the invisible system behind it.

The manufacturer balancing tradeoffs.

The installer adapting to site conditions.

The retailer managing uptime and costs.

The policymaker pushing for decarbonisation.

And the network of individuals connecting those dots. All working with different pressure, priorities and purposes.

If we start to see those human connections, as part of the technical system we can design solutions that don’t JUST work well but systems that are resilient, adaptable, and grounded in real world understanding.

One last thing

Every cooling system we build is the physical outcome of a social system, a web of human choices, conversations and relationships.

If we want a more sustainable and innovative future for RACHP, we need to pay as much attention to the people system as we do the refrigerant circuit.

At the end of the day, we don’t just build cooling systems, we co-create them.

Amy Gittoes is Commercial Sales Manager at AHT Cooling Systems UK. With over a decade of experience in the refrigeration sector, she is passionate about bridging the gap between people technology and sustainability. Amy believes that continuous improvement comes from collaboration and curiosity and is committed to helping create an industry where diverse voices and perspectives drive meaningful change.