Nando’s energy efficiency drive is cooking on gas

Budget certainty, billing accuracy and competitive pricing are helping to keep Nando’s energy spend under control


Established in 1987 with a single take-away restaurant near Johannesburg in South Africa, and then coming to the UK in 1992, Nando’s has grown to become one of the most popular restaurant chains in the country. It has 310 fully-owned restaurants nationwide – a number that is growing at a rate of around 30 per year – serving up half a million chickens to 800,000 customers every week. Along with the cost of ingredients and employees’ wages, energy is one of the biggest overheads for the business and, as such, minimising consumption and spend wherever possible is a top priority for the business. Julie Allen, who joined Nando’s in 2010 as its first dedicated energy manager, is the person tasked with delivering this goal.

She says: “Nando’s is about one thing – giving our customers a fantastic experience when they come in to eat chicken and chips, so it’s my job to help our restaurants do this as efficiently as possible without affecting any of the things that make our business great.”

The challenge

  • Reduce the energy spend of one of the UK’s most popular restaurant chains
  • Assist in implementing behavioural change by helping Nando’s understand its energy consumption from the ground up

The solution

  • A dedicated Gazprom Energy account manager appointed for Nando’s to provide a single point of contact for any energy-related query
  • Advanced meters installed across Nando’s estate • Individual restaurant managers given access to the latest available consumption data for their site
  • Accuracy of billing across all restaurants guaranteed, based on consumption data

The result

  • Provision of excellent customer-service and support to ease pressure on Nando’s internal energy-management team
  • Removed disconnect between restaurant managers’ budgets and their team’s energy consumption
  • Freed up Nando’s energy management time from invoice querying to focus more on coaching restaurant managers and other core activities
  • Cut energy consumption across the business – in 2013, bills rose just 1% despite a 10% expansion restaurant numbers