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RETAIL, LEISURE AND HOSPITALITY : FREEDOM LEISURE
Leisure tends to take a wider view of each project.
These days, some of that revolves around achiev-
ing improved energy efficiency that, although not
an improvement customers are always aware of,
generates a return for investment in the business.
“We tend to do the customer facing issues at the
same time as the environmental and building
issues,” comments Matt. “If we have disruption in
a building and close it down, when we re-open it
may seem the same to customers although we
might have spent £2 million. So we tend to under-
take projects for maximum impact for the cus-
tomer and for us in the short and long term in
terms of pay back. We try to take a holistic
approach to our buildings.”
RETURN ON INVESTMENT
Sites now incorporate CHP and there’s been a sig-
nificant investment in BMS for optimum efficiency.
Added to that are PV panels on centre roofs, some
funded by local authorities with a mutual buy-back
agreement, the purchase of green energy across the
estate and the standard use of replacement LED
lighting with improved controls that include motion
sensors. The return on investment is judged in line
with the length of contracts but that hasn’t stopped
Freedom Leisure investing heavily in replacement
boilers for the longer term as well as minor items
that may deliver a return more quickly.
All work is undertaken by third party contractors
and is through tendering for the major projects, with
project management and energy management spe-
ALTHOUGH INVESTMENT INTO FRONT OF
HOUSE DEVELOPMENT IS MOST NOTICED
BY CUSTOMERS AND DIRECTLY HELPS TO
DRIVE INCREASED USAGE, FREEDOM
LEISURE TENDS TO TAKE A WIDER VIEW
OF EACH PROJECT.
cialists such as The Clarkson Alliance used to man-
age them in accordance with an agreed guide that
sets standards. For reactive repairs and small works,
there’s a retained list of approved contractors, gener-
ally sharing out the work to keep options open.
However, as Matt points out, much is specialist work
requiring particular skills: “We work with suppliers
such as Ryan Leisure, who are squash court floor
specialists, and Sport & Play that will undertake the
majority of work in relation to sports halls.
“Technogym is our main fitness equipment sup-
plier and they maintain that equipment on an ongo-
ing basis. Some equipment is less leisure specific,
such as boilers and electrical, but suppliers know
our business well enough because we’ve been
working with them for a number of years. BMSI is
one of the other companies, providing BMS main-
tenance and support, because what the building is
used for is almost irrelevant to them. They know
what parameters work and make sure all our sys-
tems are linked.”
Those skills will be required as Freedom Leisure
seeks to continue with its business growth. That will
depend on the success of its tendering for new con-
tracts and the suitability of sites that come on the
market. “We have an aspiration to grow to about
50-60 centres over the next five years but that will
be subject to the availability of contracts,” states
Matt. “It’s a more competitive market than it was a
few years back and, to hit our financial targets, we
need more centres than we might have needed
then. That’s the challenge but we have a support
structure within our head office that enables future
growth, we’re geared up for that growth and fully
intend to realise those ambitions.”
www.freedom-leisure.co.uk
Tel: 01825 880260
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