Posted by: Roz Hartley

Here we sit, camped out on the bottom line, increasing our client’s profit by reducing their costs.

An old boss of mine had a favourite phrase which he used over and over again. “The devil’s in the detail” he would spout repeatedly.. in fact, he said it so often that we began to question his sanity but recently I have been found muttering it to myself.

When we first sign a new client, one of the services we offer is a review of their past 12 month bills to ensure that no errors have occurred in billing and to see if any rebates are due. So this week, I have been knee-deep in telephone bills from a well-known provider (rhymes with E.T.) whose billing is always something of an enigma. In amongst the legitimate call data were some very strange numbers… calls which should have been capped were being charged at a much higher rate. This happened for a two day period on three lines.

Rural picket line….. not the bottom line

I called a rather dour lady at said provider who was slightly reluctant to look at the line by line data but after I’d screamed “THE DEVIL’S IN THE DETAIL” at her a few times, she knuckled down and could see why I was questioning things. Apparently, someone or something had cancelled the call plan and reinstated it a few days later so calls had, indeed, been mischarged. She didn’t say who or how but very quickly agreed to refund my client all of the mischarged calls. We’re not talking thousands of pounds but we all love a rebate!

So moral of the story… the devil is a cunning and wiley fellow but if you search the detail he can be tracked down. If you can’t face it… then I know a man who can (clears throat and directs reader to a man who can). All it takes is a little bit of prodding and poking, a pinch of tenacity and a soupçon of dedication… yes, dedication’s what you need (cue trumpet playing à la late, great Roy Castle……..)

Posted by: Ron Yellon

“Annual income twenty pounds, annual expenditure nineteen nineteen six, result happiness. Annual income twenty pounds, annual expenditure twenty pounds ought and six, result misery” – Wilkins Micawber (David Copperfield by Charles Dickens).

This famous and much loved quote reminds us of just how fine is the line between two very different states. Mr. Micawber swings between despair at his money problems and cheerful optimism that “something” will “turn up” to save him from ruin – the latter mood generally prevailing after he has eaten a lavish dinner.

In business, however, ensuring that your essential costs are well-managed can be tricky and cannot be left to chance. Cost information must be gathered, analysed, and presented clearly to support good decision making. Detailed market knowledge must be brought to bear at the right time to identify and exploit savings opportunities. A degree of determination and craft is needed to manage the implementation so that the benefits are realised. And, going forward, unless you monitor your bills on an ongoing basis, and keep an eye on the changing markets, guess what happens? That’s right, the costs soon start to creep up again. As Mrs Micawber’s maxim has it, “Experientia does it!” (from Experientia docet, one learns by experience).

So, on the 200th anniversary of Charles Dickens, ask yourself two simple questions:

1. Are you prepared to take positive action to manage costs effectively?
2. Do you want the efforts and achievements to be sustainable?

If you answered YES to both, then I have some great news. But unlike our eternal optimist, Mr Micawber, you don’t have to emigrate to Australia for a fresh start. The solution is much closer to hand.

“My advice is, never do tomorrow what you can do today. Procrastination is the thief of time” – Mr. Micawber

Simply check out our brochure and get in touch today without obligation.

You could have an independent outsourced specialist putting profit back into your organisation. And with our contingent savings fee model it could even be self funding, without upfront cost or risk.

Now that truly is happiness!

Posted by: Ron Yellon

“No organisation, whether business or charity, will survive difficult economic times without those in charge seriously looking at their financial health, direction and whether they’re making the best use of resources”.

So said the Charities Commission in 2009 when it promoted its “Big Board talk initiative” – the conversation all charities need to have. This covered key areas where charities tell them they are most vulnerable and asked 15 questions to help trustee boards look at both the options and opportunities available to them to help inform their board and planning discussions.

Of course, it is a duty of the charity trustees to ensure that the charity’s resources are protected in order that the charity can fulfil its aims – trustees need to ensure that assets are properly used, that its funds are spent effectively and its financial affairs are well managed; but this is a more strategic and practical take than the guidance to duties set out in “Internal Financial Controls for Charities (CC8)”.

The conversation you can’t afford NOT to have

Nearly three years on, and like many organisations which receive funding through local and central government schemes, charities continue to face enormous challenges ahead. To meet these head on they must make enough money to survive as a viable business. Deep cuts in direct public funding calls for radical thinking. Further, the trickle-down effect of these cuts on major users of the services charities provide, such as the NHS and local government, can mean a sharply reduced income and a painful double whammy. For most, if not all, the development of a much more strategic 3-5 year business plan aimed at securing long-term financial sustainability is an absolute imperative.

Delighted to be part of the solution

“Auditel has had the privilege to work closely with a number of Charities among its 3,500 UK clients. I thought it was timely to reflect on just why they have found our special brand of outsourced cost management service so helpful?

A number of forward thinking organisations, like the Peepul Centre in Leicester, keen to include a thorough review of their overheads and service contracts as part of their strategic planning, called on independent specialists to provide the knowledge, supplier contacts, and buying power to analyse, inform, support and implement their decisions.

Earl Mountbatten Hospice, for example, which relies on fundraising activities to cover annual outgoings of over £2 million, recognises that every penny is vital and that costs need to be kept firmly under control. Anything they could do to reduce overheads and improve profitability was worth a try. They found that any initial concerns about bringing in specialists were soon put at rest through an engaging, helpful and understanding relationship.

The simple reality is that it isn’t economically viable for a charity to have a specific buying department. Ben, a 100 yr + charitable organisation offering financial, emotional and practical help to more than 15,000 men, women and children connected with the automotive sector at their five residential centres across the UK found using the services of an outsourced cost and purchase management expert is a cost effective way of ensuring that they aren’t paying more than they should for their business costs.

For organisations like the Papworth Trust, the Children’s Trust, and others, controlling business expenses is a high priority – releasing as much of their funding as possible to providing services. Wherever possible, Auditel’s no-win no-fee approach means that there is no need to pay any up front consultancy fees, and savings can contribute directly to the organisation’s goals.

An additional management resource frees up the time of hard pressed staff so they can focus on providing excellent service.

Tenders are particularly complicated and time consuming for those with a large estate, like Brunelcare, a registered social landlord and registered charity. With a large number of electricity supply points, for example, it can be a relief to hand this responsibility over.

Trying to keep costs under control is a constant battle. As Jencare Homes, for example, testify, having Auditel on board is like having an additional team member without the hassle of employment, and relying on expertise on a day-to-day basis gives the comfort of knowing that costs are being constantly monitored. It also means that there is someone on hand to evaluate the suppliers who are constantly ringing with money saving offers – removing a headache very simply.

With the economic hatches being battened down once more, is it time to dust off your Big Board Talk for a conversation you can’t afford NOT to have?

Ron Yellon, Auditel – Managing the cost of doing business

To download The Economic Downturn – 15 questions trustees need to ask, go to www.charitycommission.gov.uk and you will find it under ‘Guidance’.

Now this situation is even more pressing.

The recent study of 750 small businesses by the Centre for Economic and Business Research (CEBR) reveals that 78% of small business owners identify rising costs as the most significant threat to their company this year. More than two thirds of firms have seen their profit margins hit by increasing costs over the past three years.

However, KPMG, in their authoritative global survey conducted by the Economic Intelligence Unit, report: “Businesses are under constant pressure to reduce costs, yet many find it hard to do so in a sustainable fashion”. The survey included interviews with senior executives in a cross-section of industries and large, midsize and smaller organizations and experts in the field of cost management. It revealed that 9 out of 10 companies are potentially missing out on major opportunities to boost profits.

They found that:

• Just eight percent of businesses reach or exceed their targets for cost-saving initiatives

• One of the single biggest barriers to achieving these targets is the lack of adequate processes to drive cost reduction

• Getting people to assume personal responsibility for cost management is always difficult

The survey concluded that many businesses seem to be aware of this, but too few are acting to redress the situation. Too many firms treat cost reduction as an unpleasant exercise in abstinence; a pressure do the same things only a little bit more efficiently.

KPMG repeated their advice in their recent paper, The Cost Boomerang. “In this environment, businesses that are able to identify and exploit sustainable cost-efficiencies will enjoy significant competitive advantages over their peers: better profit margins, more flexible working capital and a greater alignment for future growth.”

While opening this year’s Financial Director Summit, Professor Doug McWilliams, founder and chief executive of the Centre for Economic and Business Research, caused a sharp intake of breath among members of the audience listening to his speech. He predicted the end of the euro and added that the kind of annual growth Western nations enjoyed in the decade before the economic crisis would unfortunately be consigned to the past. His thoughts cement the position of cost management at the top of the FDs’ agenda – and as something that will be a real leadership issue for the next few years. He stated: “Procurement is an ever more troublesome jewel in the cost-management crown.”

In their ‘Eight Strategies for Surviving the Downturn’, ICAEW offered the advice that “now is a good time to review the structure and cost base of your business critically. Do you have the right business model to see you through the recession and put you in the best possible position to take advantage of the upturn when it comes? If you need to make savings, examine carefully how you can get the best value out of your business and enable your business to emerge leaner and fitter at the end of the recession.”

Finally, they ask – ‘Is outsourcing a possibility?’

In a recent edition of FM World, the Facilities Management journal, Kevin Stanley wrote: “With cost-cutting still an economic necessity, the question of whether or not to outsource services has never been more relevant. Which is best – insourcing or outsourcing? The issue has long been a source of debate. The key drivers of large-scale outsourcing are cost reduction, efficiency and the expertise, knowledge and support gained from a specialist provider. What better time to put outsourcing to the test than in a recession, when every penny counts?”

In the same article, Richard Thompson, Managing Director of PBMS (UK & Ireland) agreed, “I believe it can. In an economic downturn, outsourcing is a smart way to get your organisation moving forward. Managing processes internally can distract an organisation from focusing on growing the business and can possibly contribute to missing out on growth opportunities. Sometimes people fail to act in this type of economy, to create positive change through a new partnership.”

The consensus certainly seems to be turning towards outsourcing cost management.

Established in 1994, Auditel is the premier independent cost and purchase management consultancy in the UK, with over 200 fully-trained specialists. Their services include a free Business Health Check which consists of an examination of all expenditures associated with making effective cost management decisions. This free service coupled with their performance-driven contingency fee model, means the service is totally self-funding. There are no up-front fees, no hidden charges and no extras.

Chris Allison, Auditel’s Managing Director, confirms: “As a result of the recession, we’ve all become a lot more cost-conscious. Everyone understands the need to keep operating expenditure as low as possible. However, to achieve long-term, sustainable savings that take all the direct and indirect costs of products and services into account, you need expert knowledge, buying power and above all, time. With over 3,500 satisfied clients on our books, we can safely say that Auditel’s brand of sustainable and ethical cost and purchase management is playing a pivotal role in that equation.

“Our Total Cost of Purchase ® is a holistic way of reducing and managing the costs of doing business. It enables organisations to lower their business costs year-in and year-out. For 2012, we would encourage our existing clients to take a look at some of the less visible items. Cleaning, merchant cards, stationery, alarms, insurance and janitorial supplies and many others, for example, where savings achieved range from 22% to 64%.”

Farnham Maltings is a multipurpose arts and community centre set in the heart of Farnham in Surrey, attracting more than 350,000 visitors a year. With savings achieved of 13% on electricity, 26% on telecoms, 13% on gas, 23% on merchant card fees, 47% on franking machines, and 60% on alarms. General Manager Chris Maddocks, affirms:”I see Auditel as another member of my management team and we’ve got a stream of projects that will keep them busy this year. Auditel offers us lots of guidance and experience and altogether I see the experience as being 100% positive. I wouldn’t hesitate to recommend Auditel to any business, large or small.”

Posted by: Ron Yellon

Rebecca Birbeck, Deloitte’s director in consulting strategy in her article, “Soft outcomes need hard evidence” (Guardian Professional, Sat 21 January 2012), argues that in order to attract the most investors, social enterprises should balance social impact with maximising profit.

Profit is not a dirty word
Where a social enterprise has the creation of social impact as its primary objective, making profit can be relegated to a poor second. Profits provide a means to sustaining the mission over the longer term, but the statistics show that perhaps only half achieve this with the result that potential investors, ideally seeking both a social and financial return on their investment, are put off. The difficulties for socially minded investors lies in evaluating the social return on their investment when they have only “soft“ outcomes to show and where the wider benefits to society, though compelling, are difficult to quantify.

Don’t fall short
To help to address this impact assessment challenge a number of methodologies are available. In my view, these are supported by some quite brilliant and dedicated people. But, as Rebecca explains, the concepts are by no means straightforward and even where there is a demonstrable impact the analysis can still fall short of providing sufficient evidence of value for money required by certain investors.

Go “hard core”
Her solution to address potential investors’ concerns on return on investment is to be achieved, in part, “by social enterprises making their commercial delivery more hard core”. For organisations looking to improve their chances of obtaining finance Deloitte include engaging with cost management among their recommendations – along with growth and marketing; having a clear business plan and model, and building and demonstrating business skills and management capability. They see a reluctance to engage with business topics like cost reduction or competitiveness as a very real risk as this can result in a failure to convince investors of both the impact and long-term sustainability of their investment. “Becoming more hard core in their delivery”, Deloitte say, “will increase the chances of being viewed as reliable investments”.

Postscript:

Need to hook up?
Established social enterprises looking to engage with commercial cost management – either with a view to investor readiness or simply wishing to raise their game – should ask about our self-funding outsourced cost management service. It is already helping many NFPs succeed. Investors will love it, and it may not even cost you a penny!

Posted by: Tim Halfhead

There was an excellent piece in yesterday’s Mail on Sunday (The Enterprise Zone) about White’s Seafood and Steak Bar in Hastings which had received a letter from British Gas the previous month warning that their energy contract was soon due for renewal and that failure to terminate the contract within a 3 week renewal window would see them rolled over on to a two year contract at a kWh rate 47.7% higher than their current contract. With an annual usage of 76,000 kWh this would mean an additional £3,200 a year. That’s an awful lot of fish suppers!

British Gas had, however made an error as the business should have been classed as a micro-business as it has fewer than 10 employees. Legally, suppliers can only roll micro-businesses on to contracts of 12 months at most. White’s has, unsurprisingly, terminated its contract and taken its business elsewhere.

This point aside, the important thing is that the proprietors of White’s actually read the letter that they were sent and acted on its contents. I see so many companies who ignore these letters (and let’s face it some seem to be deliberately designed to look as boring and uninteresting as possible so that they get binned or filed as just another peice of junk mail) and then are startled to discover the new pricing that they are landed with which can include huge hikes in both standing charges and the energy cost. At Auditel, of course, we diarise contract renewals so that our clients never get caught out by this sort of thing.

Posted by: David Powell

A strange question at first sight, however quite a pertinent one due to the warmer than average winter we’re having and the implications this can have for some business energy contracts.

Many energy suppliers, particularly Gas, include in their contracts something known as a ‘Take or Pay’ clause giving pre-determined upper and lower limits that your consumption must fall within in order to avoid what are usually fairly punitive charges. i.e. Take what you’ve contracted for or Pay for it anyway.

The pre-set limits are based on your ‘AQ’ – this should be your average consumption over the previous 3 years or so. However we’ve often found this industry database figure to be wildly inaccurate and should be checked against your predicted consumption before accepting any contract. Your AQ becomes your contractual 100% of consumption and the limits are a percentage either side of this, with the limits differing from supplier to supplier.

Take or Pay clauses have been historically been included in gas contracts but more recently many suppliers have begun to include them in their electric contracts as well. Another point to note is that if you are outside your pre-set limit the energy supplier doesn’t just charge you up to that limit but all the way to 100% consumption ie your pre-determined AQ.

The fairly bizarre logic of this follows that it can, in some cases, be cheaper to use more energy!

If you don’t think you will reach your minimum consumption limit it can be cheaper to consume excess gas or electric at your contracted rate rather than be hit with reconciliation charges. For example, if your minimum consumption limit is 80% of your AQ and you’ve only used 75%, the energy company could then charge you for 25% of consumption at a reconciliation rate (almost always higher than the contracted rate). Whereas you could get inside the limit by using 5% more energy – and this would be charged at what would likely be more competitive contracted rate, thereby saving you money.

This is obviously completely at odds with the government’s current drive to reduce the UK’s carbon consumption but nevertheless  is a cost effective strategy for companies being told they must use X amount of energy.

What you, or anyone responsible for energy within your organisation, needs to consider is:

• Has our consumption been stable over the last 3 or more years?
• Are we using less gas because of the warmer than average temperatures?
• How much gas or electric should we be using to avoid being hit with additional charges at the end of our energy contract?
• How much would those charges potentially be?

This list is not exhaustive and it’s likely there are several other factors you may need to take into consideration dependent upon your circumstances.

Please contact us for a free business health check and we can answer the questions above ensuring that:

• you aren’t going to be hit with ‘take or pay’ charges,
• you’re on a competitive tariff and
• you haven’t historically been overbilled on your energy supplies amongst other checks.

We work on a contingency-based fee structure and make impressive and sustainable savings for our clients – without it costing them a penny.

The Lady Magazine was founded in 1885 by Thomas Gibson Bowles, the maternal grandfather of the Mitford sisters, who wanted to create a “lite” version of Vanity Fair, which he had founded in 1868.Famous for its classified adverts, The Lady remains the first port of call for anyone seeking domestic staff, with vacancies listed for nannies, butlers and governesses. The Prince of Wales and Queen Mother are believed to have used it, and the Duchess of York famously once advertised for a dresser. The Lady is the oldest women’s weekly, and is thought to be the oldest magazine still owned by one family. It continues to operate out of a Victorian building on Bedford Street in Covent Garden, central London.

Ben Budworth took over as Publisher and Chief Executive in 2008. The famous magazine, which since the sixties had been owned by his uncle, was very run down and in desperate need of modernisation. Embarking on a crusade to revitalise this embattled brand, Ben turned The Lady, which had previously been a partnership, into a limited company, with his mother and siblings as shareholders.

He immediately halved the workforce, scrapped the outdated typesetting methods and set a goal of transitioning The Lady to be platform independent whether in newsagents, on the internet, on TV or on the radio.

When the readership was researched, it was discovered that the average age was 78, there were no circulation plans or subscriptions and their associated offers were still being fulfilled in-house. Ben remembers, “The Lady was stuck in a time warp, doing its best to ignore the digital age. The editorial was irrelevant. The magazine out of touch and out of place and archaic working practices were still being employed.”

Cost management was an important part of this planned transformation since supplier contracts, which had been in place for many years, hadn’t ever been reviewed. Auditel was recommended to Ben by his Sales Director in 2010. They deliver cost and purchase management services to clients in well over 100 areas of business costs. They have over 200 specialists covering the country. Ben was keen to see what could be achieved.

Ben enthuses, “Over the last year Colin [Colin Simmons, Auditel Consultant] has proved to be a valuable resource for us. I was impressed that he didn’t simply switch to the lowest bidder, but found the supplier that best suited out needs. By outsourcing our cost and purchase management, we have not only made savings, but also saved ourselves the time and cost of doing it in-house.”

Auditel have made welcome reductions for The Lady in three main areas so far. Electricity costs have been lowered by 11%, credit card charges by over 17% and, most significantly, stationery and IT consumables by an impressive 20%. Ben is genuinely enthusiastic about his experience with Auditel. “Colin is quiet, honest, open, discreet and transparent. I would recommend him to other businesses without hesitation.”

Silver Springs Soft Drinks is the third largest, independent soft drinks manufacturer in the UK, based in Kent. With a workforce of around 140, they produce a number of branded drinks including such household names as Perfectly Clear, 1870 Mixes, Pulsar Isotonic, Fruit Squeeze and Stripes Cola, as well as many own brand drinks for major supermarkets. Formerly, Silver Spring Mineral Water Company, a fourth generation family business, it was bought out of administration in September 2009 and a new management team installed.

With over 200 specialists covering the country, Auditel can deliver its fully independent cost and purchase management services to clients in well over 100 areas of business costs. They were initially engaged by CEO Gary West at the time of the purchase to ensure continuity of the electricity supply for the new company. “Faced with an extremely precarious situation, including the threat of disconnection, a significant increase in security deposit and uncompetitive terms, we were pleased to call upon Auditel’s expertise. Their team worked with us to ensure a successful outcome. In the process they re-wrote the rule book with a major energy provider, establishing a way forward.”

Due to the success of the electricity project, Auditel were engaged to assess Silver Spring’s spend over a basket of 14 additional areas. The five-member team was augmented by other Auditel consultants who contributed their specialist knowledge. Auditel also recommended two of their highly respected strategic partners with suitable professional and statutory qualifications to assist with insurance and business rates. The insurance renewal cost significantly less with improved and additional cover. A substantial reduction was obtained on business rates with guaranteed refunds in the future.

In the first 10 months, savings on these two areas and others, including electricity, mobiles, landline calls, pallets and stationery have exceeded £266,000 and are increasing substantially month by months. Further cost reductions will be realised as other projects are implemented.

Gary West sums up: “In order to make Silver Spring profitable again, one of my key objectives was to ensure that the non-core business assets were streamlined and kept under control. Auditel have not only made us more profitable, but have also become a sounding board and a valuable extension to our management and procurement teams.”

Established in 1994, Auditel is the premier cost and purchase management consultancy in the UK with over 3,500 clients ranging from small businesses to global brands such as Pizza Express, YMCA and Oxford University. Their services include a free Business Health Check which consists of an examination of all expenditures associated with making effective cost management decisions. This free service coupled with their performance-driven contingency fee model, means the service is totally self-funding. There are no up-front fees, no hidden charges and no extras.

Auditel, the UK’s premier cost and purchase management consultancy, generate savings for organisations over an enormous range of business expenditure. Last month, they added yet another opportunity to reduce both cost and energy – LED lamps.

The quality and performance of LED replacement lamps has come a long way in the last few years. Their hugely improved light quality and low energy consumption means that businesses can save up to 80% on their energy bills by installing LED lamps in place of their existing halogen or incandescent bulbs.

ENERGY SAVING
In the face of ever-increasing energy costs, companies are searching for ways to save energy. Increasing insulation, upgrading boilers and self-generating power can be expensive and disruptive to the business, often with a slow return on investment. Simply replacing existing lamps with LED is fast, easy and highly effective. For example, a typical halogen spotlight that uses 35W of energy can be replaced by a 6W LED, leading to energy and cost savings of an impressive 80%.

Changes are already being made on large-scale public infrastructures. In London, thousands of low-power LED lights are set to be installed along Tower Bridge. It is hoped that by replacing the current high-powered fluorescent lights, energy consumption will be reduced by 40 per cent. The London Eye was among the first of the capital’s green landmarks to go green when a new LED lighting system was introduced as part of its 2009 refurbishment. The change saves 69 per cent more energy than the previous version.

RETURN ON INVESTMENT
LED lamps are more expensive to buy than traditional lamps but they use 80% less power and last more than 10 times as long. This leads to a typical return on investment for a business investing in LED lamps of under 2 years, which is a persuasive proposition. Not only that, LED lamps will continue to save cost and energy for many years after the investment has been returned.

MAINTENANCE COST SAVINGS
In addition to the savings made on energy usage, companies can save money on their maintenance costs. Lighting can often be installed in high and difficult to reach locations, accessible only by ladder or cherry picker. Replacing traditional light bulbs that last for only a year or so can be costly, disruptive and time consuming. A typical incandescent or halogen will last for around a year (if on for 12 hours a day), whereas changing to an LED lamp which will last for around 10 years, reduces maintenance costs by a factor of 10.

CARBON REDUCTION
Carbon reduction is now centre stage, driven by both commercial and political concerns. The Climate Change Act 2008 demands that greenhouse gases are cut by 80% globally by 2050.  The UK government has already introduced a number of carbon reduction schemes, such as the Carbon Reduction Commitment scheme, to which businesses must conform. In future, all businesses will need to demonstrate that they are taking steps to reduce carbon, as further punitive legislation is inevitable.

FREE INTEREST FREE LOANS
The Carbon Trust offers interest-free loans to qualifying companies that implement carbon reduction schemes. In 2010, installing LED lamps was the fasting growing and now largest sector that the Carbon Trust deals with. Auditel can help your company to establish whether it is eligible for a loan. They can also advise on how the purchase of LED lamps should be represented in the company’s accounting records.

FEATURES AND BENEFITS
LED lamps produce a high quality light, which can be customised to meet the client’s requirements. The customer can specify the colour of light from a warm, yellowy light, good for restaurants and hotels, through to a bright white, good for dentists and doctors surgeries. Beam angles can also be specified and the light can be directed to where the client wants it. LED lamps produce significantly less heat than traditional lamps, contain no toxic mercury and emit no damaging Ultra Violet.

STANDARDS AND CERTIFICATION
Whilst this new technology is very exciting, it is important to ensure than when choosing LED lamps, all the standards and certifications have been achieved and that the products are printed with the CE mark. You can ask to see all the manufacturer’s supporting documentation to give you peace of mind that the LED you are choosing conforms to all necessary regulations and is manufactured to a high standard.

SUMMARY
Of all the energy and carbon saving measures available to a business, replacing the existing lamps with LED lamps is the simplest, least disruptive and most cost effective measure you can take.