In the wake of a transformative period for the Cast Metals Federation (CMF) and on the dawn of a new Industrial Strategy for the UK, Foundry Trade Journal editor Lynn Postle FICME sat down with the newly appointed CMF chief executive Simon Forrester MBA MICMEand his predecessor Dr Pam Murrell FICME to discuss Murrell’s decade-long legacy and how Forrester will manage a new phase in the Federation’s history.
There are still huge challenges to face collectively as an industry in the UK and as a trade association representing the best interests of its members, but the Cast Metals Federation (CMF) is in an excellent position to lead the charge, says the new chief executive Simon Forrester MBA MICME.
Joining the leading UK organisation for the cast metals sector from outside the industry, Forrester will bring a fresh approach and new ideas but he is clear on one thing. “Positivity and passion are fundamental to the success of any sector and from what I have seen so far, the foundry industry in the UK has an abundance of both. It’s evident in the staff at CMF, who form a small but capable and committed team, and it is apparent in our supportive membership. We have a loyal volunteer network serving on our committees and steering the Federation. We are thankful of that, but we also need to spark this positivity and enthusiasm in others.”
Forrester has widespread experience in the not-for-profit and trade association worlds, with his most recent position being the chief executive of the Guild of Architectural Ironmongers (GAI). This was a standout aspect of his appointment, noting the important attributes needed for the role to be strong business acumen and an empathy with the membership and its exacting needs.
He is experienced in working with membership organisations and is keen to highlight the importance of collective thinking. “Members’ meetings are so valuable, not just for those of us working in this type of organisation, but for those attending these meetings,” he enthused. “It’s about meeting with your peers as often as you can, not just in your own area of the industry but in the wider metals sector. Through links with other trade associations, we can discuss problems and find solutions because we are in a strong network.”
Forrester has the unenviable task of taking over from Dr Pam Murrell FICME who is stepping down after ten years in the role. Known for her impressive work ethic, boundless energy and relentless drive, Murrell is a hard act to follow, but she is confident Forrester will deliver. “I have loved my time with CMF – I’ve met a lot of people, visited many of our member companies and have been fortunate to work with a supportive and willing team, but I believe it’s now time for a re-set. Simon will bring a new perspective and that is a good thing,” she explains.
During this period of change, Murrell is acutely conscious of not stepping on any toes, offering support without compromising her successor’s aspirations. “I am proud of my time as chief executive of CMF and I am particularly pleased to have raised the profile of the industry in the UK, as a key foundation industry and part of the circular economy for metals and to have re-established our national conference. Perhaps most importantly I am pleased that our net zero panel is working towards improving the competitiveness of the industry and support greater sustainability. But it is also important to recognise when it is time for new energy. As an organisation we must be dynamic and agile. Our members are proud of the industry, and they have been very supportive, and I am confident that they will be equally as supportive for Simon as the Federation continues to represent the industry and embrace new opportunities.”
On Murrell’s watch CMF has grown its membership, re-shaped the level of membership to incorporate more suppliers to the industry, as well as academia and wider stakeholders, and has had a clear commercial awareness, whilst also maintaining its focus on representing member and industry needs. She has been particularly successful in bridging the gap between industry and academia. “I’ve been very open to embracing those wider networks, in part perhaps because of my background at Cranfield, and then at BCIRA, and I recognised early on that strong links with universities such as Cranfield, Birmingham, Brunel and Warwick were important to ensure our members were able to engage in new projects and drive innovation,” she says. “As a trade association we have the luxury of the time and space that our members, especially SMEs, don’t have to consider the wider perspectives and articulate our challenges to academics and researchers. It is important to be able to recognise where we can have an impact and appreciate where we can work together. For instance, when we launched our Net Zero Roadmap we were clear that this needed to be industry-led to have validity, and we were able to enable that. The government wants to talk to businesses and we are the voice for our sector.”
Forrester concurs: “I’d much rather support our members to do that because it has greater impact, and it gives our members confidence. What Pam has been good at is focussing on things that the members really value – this is what will inform our future strategy. Pam has built such strong foundations but I’ll be bringing fresh eyes to inform our future work.”
Murrell has worked alongside Forrester since October 2024 during a handover period and will remain at CMF in the build up to CASTcon 2025 (15-16th April) to assist with the organisation of the two-day conference, which she has helped to re-introduce into the UK foundry calendar.
THE SHAPE OF THINGS TO COME
There are always new challenges but Forrester is ready. He says: “We know CMF can help the industry to survive but it’s important to ask how do we enable it to thrive?”
“It’s about a culture change around UK manufacturing and valuing the metals supply chain,” Murrell says. “Our members are proud of the industry and of course they want it to thrive, but we have to be able to spot the key areas to focus on. It’s about saying yes to the right initiatives and then making it happen. We have to problem solve and facilitate intelligent, informed conversations.”
With a background managing membership-based organisations, Forrester is focused on meeting CMF Council’s and the member’s expectations. “It is about supporting companies in their decision making. We are not going to tell companies how to run their business; they know how to do that, but we are here to highlight and share best practice,” he says.
He is particularly referring to the CMF’s leading position for health and safety guidance. “Very few trade associations employ a full-time health and safety manager in such a small team – but we do. We have made a huge investment into keeping people in our industry safe and companies well informed. This is an excellent example of utilising our members’ money in the most appropriate way. Now that’s a positive outcome.”
OUR INDUSTRY, OUR PEOPLE
Prior to joining CMF in 2014, Murrell was general secretary of the Institute of Cast Metals Engineers (ICME) for eight years having previously been technical and training officer for six years, and so had a vast amount of expertise in people development. She was acutely aware of the importance of continuing professional development and training needs, and her involvement at international level with ICME, through its links with the World Foundry Organization, meant Murrell was switched on to how other countries were tackling the looming skills gap dilemma. She instigated the CMF’s adoption of the ‘Foundry in a Box’ schools training kit, made famous by the American Foundry Society, thus bringing the idea to the UK. CMF currently has twenty of these kits out in the industry around the country, a credit to Murrell’s tenacity – as well as various other initiatives focussed on schools’ engagement. “I am pleased that personally, and through my time at CMF, we have been able to continue to develop the training offer for the UK industry. We continue to seek ways to help ensure that the National Foundry Training Centre becomes an effective resource for the UK Industry.”
Forrester agrees. “Supporting companies to continue to train their people is vital to the industry, as is attracting young people into the sector, so we must find ways of doing this working with ICME, our members and the wider industry.”
INDUSTRIAL STRATEGY
It is a critical time for manufacturing in general and specifically foundation industries, something that is not lost on Murrell and Forrester. “I am joining at a point where our government is just about to put together an Industrial Strategy and we compiled our response with input from our members,” Forrester says. He is well aware that more is needed from the corridors of power. Murrell agrees. “We want more UK castings to be used in UK supply chains for critical infrastructure, so how can government be encouraged to support that and make our industry more competitive? As an energy-
challenged industry, these are important conversations to have when we know that forty per cent of our electricity in the UK is now from sustainable sources – and some days even more. We are clear that it’s about sovereign security, competitiveness and net zero – make it in metal, make it here, sell it here”.
Forrester is completely aligned: “With tariffs being imposed on countries that are less sustainable, our members should then be in a more positive position. The metal casting industry was considered a vital part of the supply chain during the pandemic and we still are – the UK government needs to understand the supply chain more, and our role is to articulate that clearly.
We also need to help our membership to understand the impact of legislation and we take that responsibility seriously. Plus, we also need to engage with suppliers as they know our foundries and can bring an international viewpoint. There is huge value in bringing the whole value chain together – this is how we will meet upcoming challenges.”
WHAT DO WE LOOK LIKE?
Another objective that Forrester is passionate about is ensuring CMF is fully representative of today’s world. “One of our challenges is to fill our sector and regional meetings with members with a wide range of views,” he urges. “It is the industry’s responsibility to address diversity and inclusion, otherwise you always get what you always have. Your client base will ask for that.
“CMF is good at providing networks and outlets for the industry to come together to debate and enact change. A federated group of companies means that within three emails or telephone calls you can get to an absolute expert.
“One of the immediate challenges we face is the public perception of foundries, and I look forward to engaging with members and key stakeholders to address this issue. We cannot expect young people to join a sector they believe does not have a future, or which offers no career advancement – CMF has a key role in communicating what we can offer.”
A BRIGHT FUTURE
As for Pam Murrell – she can legitimately be credited with continuing the good work of her predecessor and then adapting the organisation to a changing landscape, something that Simon Forrester will embrace. Murrell has raised CMF’s profile, championed an industry led Net Zero Roadmap, changed attitudes in all sectors of our industry and fashioned a new-look foundry trade association. When asked how she did this, with a wry smile she answers: “with a certain amount of cheerful tenacity and dogged determination.”
As with any dynamic organisation, ongoing development is crucial and there comes a time for a change of guard – when we respect the past and embrace the future. Simon Forrester is equipped with the necessary skillset, has a strategic outlook, and is surrounded by a competent and enthusiastic army of support, comprising CMF staff, council, volunteers, the membership and partnering bodies. A bright future in terms of solid representation for UK cast metals plc!
Contact: Simon Forrester MBA MICME, Cast Metals Federation, Tel: +44 (0) 121 809 3500, email: [email protected] web: www.castmetalsfederation.com