UK Market Development

1. UK Market Development

2. My Background • 32 years service within the UK Fire & Rescue Service. • Experience - Large metropolitan, County Shire, and remote and isolated rural. • Previous career - • UK lead for Health and Safety. • Advisor to the UK Health & Safety Executive. • Chief Fire Officers Association - Director of Operations. • Non Ex Director of the UK Fire Service College. • Director of UK Resilience. • Professional focus – Firefighter Safety. • Academic focus – Operational Command methods. • Now – UK Marketing Manager for Cold Cut Systems.

3. UK & Ireland Market Dimensions

4. Key UK issues • Firefighter Safety – The liability agenda. • Rural capability • Insurance industry costs and expectations. • Limiting economic consequences. • Reducing environmental damage. • Community wellbeing and continuity. • Operational flexibility. • Critical assets and heritage. • Continuity of service provision.

5. Big agendas • Firefighter Safety & Public Expectation • Taking risks in a measured way and in a way that is as safe as possible – but nevertheless still taking risks – must be intrinsic to the role of a Fire Service if itis to be effective. • Operational Flexibility • Responsive, flexible, and future proofed in terms of continuity of service provision and operational efficiency. • Environmental impact • Preventing impact and pollution through the implementation of Environmental Strategies. Targeted at demonstrating best practice in environmental management.

6. Financial Pressures

8. Market Development

9. Overcoming resistance

10. Development in the UK • Initial focus was the product. • Resulting in singular use and specialist application. • New focus is the method. • Strategic development of the Cutting Extinguisher Concept. • Integrated with operational and command understanding. • Facilitating development and innovation. • Working strategically with service users. • Enhancing support quality and response. Our aim is to help services link the coldcut™cobra with the strategic development of their operational plans and organisational strategies.

11. Market developments • Greater Manchester. • Moving to a fully embedded system. • Standard appliances and rapid response. • Tender to purchase 43 units. • Lincolnshire. • Fully embedded system. • Standard appliances. • Second phase tender towards 23 units. • Kent. • Moving to a strategically diversified system. • 6 units purchased. • Progressive movement to wider implementation. • Developing maritime and Channel tunnel response options.

12. Market developments • Oxfordshire. • Moving to a fully embedded system. • Low cost vehicles / installation options under development. • Likely to be a phased approach to purchase of 24 units. • Northamptonshire • Spearheaded the development of Cobra in the UK • Operates a fully embedded system 19 of 23 Fire trucks. • Holds Cobra Academy status in the UK • Isle of Wight. • Already fully embedded system. • Highly populated island community. • Combined Urban Rural and isolated risks.

13. Market developments • Scotland (Single Service Reform) • Fully evaluating for the single Service. • Focus on rural agenda. • Refresh rate 40 new vehicles per year. • Wales • Centralised evaluation & purchasing. • Collective arrangements. • Strong political involvement. • Ireland • Presently evaluating Cobra. • Significant financial pressures. • Means of enhancing safety and rural cover arrangements.

14. Key principles • Need to deal with the new financial reality. • Need to keep firefighters safe. • Need to keep the public safe…..but - • Also want to continue to reduce damage and the cost of fire…………this can only be - • Achieved by embracing, adapting, or adopting new technology.

15. Product FocusThe dangers • The tool can become the problem! • Over emphasis on cutting at the expense of cooling. • Resistance on the bases of safety. • Appears to attack traditional methods. • Will be seen as an alternative not complementary. • Will tend to become part of a long evaluation. • At worst becomes a specialist tool, and… • The specialist tool will not be used. • Lack of use will reinforce resistance to make the purchase decision.

16. Focusing on the method • Effective application will improve safety, enhance efficiency, and protect the environment. • Speed of response = speed of extinction. • Responsive to complex buildings, materials and fire loading.

17. Scalable & integrated

18. Embedding the capability Fully-integrated ✗ ✗ Non-integrated Singular/ Limited resource Distributed / Multiple resource

19. The cutting extinguisher is: • effective as a tool supporting traditional firefighting operations. • very effective as a first response firefighting method, enhancing traditional tactics. • most effective as an embedded operational system which is fully integrated into all aspects of operational response and command awareness.

20. Product must follow the method!

21. Operational Confidence

22. UK Market Transition

23. Establishing commitment(10 point plan) • Not sales – But Awareness. • Enhancing strategic objectives. • Reinforcing strategic aspirations. • Engaging employee representatives. • Building relationships. • Support and Coaching. • Creating confidence. • Establishing the need for purchase. • Aligning coach builders. • Developing critical mass, via embeding Cobra units based on clear understanding and method development.

24. The UK purchase decision process(Traditional)

25. The UK purchase decision process(New)

26. Influencing strategic decision making • Creating sales through users. • Focus on operational opportunity first. • Gaining strategic sign up. • Creating strong advocates. • Formally create distance from negative market agendas.

27. Cobra – Method & Strategy An example from the Netherlands The Brandweerdoctrine

28. Tactical Modes Defensive outside attack Offensive inside attack Relative Risk Objective Firefighters operate outside the building, outside the collapse zone. Saving the building is no longer an option without excessive risk to firefighting personnel. Objective Firefighters operate directly within the hazard zone or fire compartment within the building, where benefit outweighs risk –Risk of dynamic and aggressive change in fire conditions will always be present. Relative Safety

29. What is the story? Outside Defensive!

30. Brandweerdoctrine • Focus on improvements in firefighter safety. • Impetus generated from multiple firefighter fatality incident – De Punt Fire, May 9th 2008. • Movement towards default defensive position. • Development of the Kwadrantenmodel.

31. Kwadrantenmodel Relative Safety Relative Risk

32. UK Modes – QuadrantModel Outside Offensive outside attack Objective Rapid response to contain and stabilise the fire from outside. Create tenable conditions in readiness for offensive inside attack. Defensive outside attack Offensive inside attack Relative Risk Objective Firefighters operate outside the building, outside the collapse zone. Saving the building is no longer an option without excessive risk to firefighting personnel. Objective Firefighters operate directly within the hazard zone or fire compartment within the building, where benefit outweighs risk –Risk of dynamic and aggressive change in fire conditions will always be present. Defensive Offensive Defensive inside attack Objective Rapid response to contain and stabilise the fire from outside the compartment. Create tenable conditions in readiness for offensive compartment attack. Relative Safety Inside

33. CuttingExtinguisher & QuandrantModel Outside Defensive outside attack Offensive outside attack Objective Rapid response to contain and stabilise the fire from outside. Create tenable conditions in readiness for offensive inside attack. Objective Firefighters operate outside the building, outside the collapse zone. Saving the building is no longer an option without excessive risk to firefighting personnel. Relative Risk Defensive Offensive Defensive inside attack Offensive inside attack Objective Rapid response to contain and stabilise the fire from outside the compartment. Create tenable conditions in readiness for offensive compartment attack. Objective COBRA facilitates safer egress into building or compartment for BA operations and traditional firefighting methods. COBRA Supported rapid internal firefighting intervention into the fire compartment, with lower risk and more effective facilitated BA deployment. Objective Firefighters operate directly within the hazard zone or fire compartment within the building, where benefit outweighs risk –Risk of dynamic and aggressive change in fire conditions will always be present. Relative Safety Relative Risk Relative Safety Inside

34. Pharmaceutical production site Outside Defensive 100 m 100 m

35. COBRA High Bay Warehouse 2 Production Areas HP HP PPV & COBRA High Bay Warehouse 1 Loading Bay Offices Inside Defensive Attack? HP

36. Integrated Method Defensive Inside Attack Offensive Outside Attack Low Risk Offensive Inside Operations • The application of the cutting extinguisher will, in isolation or when integrated with traditional firefighting methods, significantly reduce the risk to firefighters during structural firefighting operations, whilst also increasing performance and efficiency. • It will facilitate safer and more effective firefighting operations, and will significantly extend the command options within the risk profile of the incident. • When used sequentially, the cutting extinguisher will complement and enhance traditional internal firefighting methods. • Water damage is substantially reduced, and environmental impact is minimised.

37. Enhancedcommandoptions Outside Defensive outside attack Offensive outside attack Command Objective To provide an effective means of an offensive attack from the relative safety of a defensive position without the need to expose firefighters to internal risks. Outcome Rapid control and stablisation of the fire conditions from a position of low risk. Command Objective To ensure that firefighting personnel are not exposed to excessive risk, based on the nature of the fire and the potential for structural collapse of the building. Outcome limiting fire damage to the boundary of the building resulting in prolonged but safer firefighting operations. Consequence - high levels of damage, social, and environmental impact Defensive Offensive Defensive inside attack Offensive inside attack Command Objective To rapidly respond to a high risk internal compartment fire without the need to significantly increase the risk parameters of the fire situation. Outcome Facilitating rapid sequential traditional attack options under significantly safer conditions. Command Objective COBRA facilitated faster and More effective operational attack under significantly improved operational conditions: Outcome Less Risk to firefighting personnel and remaining building occupancy facilitating more effective operational deployment. Relative Risk Relative Safety Inside

38. Command • Cutting extinguisher applied within the context of the Quadrant Model will improve speed of attack and firefighting capability for offensive and internal defensive operations. • In effect, it provides commanders with the tactical option of an effective offensive attack from a defensive position. • Traditional offensive compartment firefighting and BA operations will be significantly enhanced due to the speed of offensive cooling prior to opening up the fire compartment. • Once embedded into operational response it will enhance confidence and reduce risk, converting “risk aversion” to risk control.

39. Enhanced tactical options The introduction of the Cutting Extinguisher as an embedded system into the command decision process creates the opportunity to extend the present two primary modes in the UK into four distinct options within the Quadrant Model. A significantly improved level of control over the balance of risk and benefit is maintained within the context of a much wider template of deployment options. Combined with the application of supportive methods of operational practice. - Will enhance the safety and efficiency of firefighting operations. Embedded integrated use of the cutting extinguisher concept -

40. Developing the market • Continue to develop strategic awareness – product & Method. • Coach and support the purchase decision. • Develop & Support national influencers. • Enhance the level of coaching and support to installers. • Support market advocates. • Focus thinking towards critical mass.

41. www.coldcutsystems.com mark.smitherman@coldcutsystems.com