One of the fi rst things Allen did when
Through half-hourly electricity and gas monitoring, Allen is able to identify which patrão was on shift when an outlet’s operational performance was particularly good – or bad
she joined was to study the chain’s overnight energy consumption. ‘This was a massive hit for fi nding out operational and equipment issues and timer fl aws,’ says Allen. ‘In one particular case it was quite easy
to solve – the extractors were being left on, which is the biggest piece of kit we use in the kitchens.’ The timers operating the extraction fans had
failed. When they were subsequently repaired, Allen could see an immediate effect. And, after a new manager – who really bought into the idea of reducing energy consumption – joined the restaurant, its utility bills were slashed. The manager achieved this by making use
of a ‘Fire up’ and a ‘Fire down’ schedule, which suggests the time that equipment should be turned on or off to save energy. Before these schedules were introduced, consumption was 1,907 kWh in a 24-hour period. Afterwards energy usage fell to 801 kWh – a saving of more than 50%. These habits that staff can fall into, where
NANDO’S IN NUMBERS
Branches 2011: 240
Carbon emissions April 2010-2011: 38,489 tonnes Branches 2012: 265
Carbon emissions April 2011-2012: 38,079 tonnes
Lighting consumption circa 2009 for a typical store: 20 kWh
Lighting consumption circa 2012 for a typical store: 5 kWh
18 CIBSE Journal October 2012
they turn on equipment before it is needed, is being addressed across the chain, says Allen. ‘Staff go around turning everything on and I’m trying to persuade them not to. The Fire Up schedule came from an existing restaurant that, in my eyes, is the best. The manager put this together and I have used it and rolled it out to anyone who asks.’ No offi cial carbon or energy consumption
targets have been set, but whatever was achieved in the last year is expected to be bettered the next. Sometimes the levels of energy consumption are not what was expected. What Allen did was to look at energy consumption on Christmas Day – the one day the restaurants were guaranteed to be shut – and found energy consumption to be unexpectedly high in some cases. ‘I found out they were holding Christmas parties for Nandocas that didn’t have anywhere to go. I can’t really argue with that one. Sometimes what you think is not right could actually have a very valid reason.’ Monday night’s consumption is not
always what Allen expects, either. ‘They quite often hold staff parties, but it’s good for staff morale.’ Allen says it is the tight-knit culture that
makes staff so enthusiastic about reducing the company’s utility bills. ‘There’s real buy-in from everybody, and it’s
driven by the people that make the chicken and chips. ‘That makes it easier. I don’t feel like I’m
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banging my head against a brick wall, but it’s also harder because rather than me focusing on one restaurant at a time, it’s more like 50 to 60 because they’re ganging up on me, asking me to come and see them. ‘You will always fi nd someone in the
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