Released on 30th January, the Freight Transport Association (FTA) has hailed the OFT report into competition in the UK road fuel sector as ‘just a side show’. The report found rises in pump prices for petrol and diesel over the last ten years have been caused largely by higher crude oil prices and increases in tax and duty and not a lack of competition.  The evidence gathered suggests that at national level competition is working well in the UK road fuel sector, although it has identified an absence of pricing information on motorways as a concern and does not rule out taking action in some local markets if there is persuasive evidence of anti-competitive behaviour. _______________________________________________________________ FOR A DETAILED LOOK AT THE REPORT’S FINDINGS – SEE THE INSIDE OUT PAGE IN THE MARCH ISSUE OF FUEL OIL NEWS _______________________________________________________ The FTA however believes that fuel duty still remains at the heart of the pump price problem. James Hookham, FTA managing director policy & communications, said: “This report won’t change anything, and FTA believes it is only a distraction from the real issue of fuel duty and the chancellor still has to do something.” Mr Hookham’s message to the consumer at the pumps was: “In our view, the quickest and most effective way to get expensive petrol down is not to buy it.  Quite simply, if there are scurrilous petrol retailers who set their own pump prices, then don’t go to them – take a leaf out of the commercial operators’ handbook and don’t get ripped off.” Through its work with FairFuelUK, FTA continues to campaign on behalf of its members, calling on government to recognise in its forthcoming Budget the positive economic benefits (demonstrated by both the CEBR and NIESR reports) that a cut in fuel duty could have. Clive Maxwell, OFT chief executive, said:  ‘We recognise that there has been widespread mistrust in how this market is operating. However, our analysis suggests that competition is working well. “Competition appears to be strong at national level. Where we receive evidence of potential anti-competitive behaviour we will consider taking action. For example, we’ve recently opened an investigation into the supply of road fuel in the Western Isles of Scotland.’  www.oft.gov.uk To return to the newsletter click here.

Jan Trocki, marketing and technology general manager at Morris Lubricants will be speaking at the 17th ICIS World Base Oils and Lubricants Conference in London.  Addressing around 600 delegates this Thursday (21st February) at the Hilton London Metropole, Jan will focus on the challenges facing smaller blending companies.  Despite difficult operating environments, he will reassure delegates that there are many strengths and advantages amongst these companies. Jan will also act as chairman for the conference on day two (Friday 22nd February), which will include speakers from Shell and Peugeot. A prominent figure in the European lubricants industry, Jan was recruited last April by Shrewsbury-based Morris Lubricants.  He previously held senior managerial positions with BP, Castrol and SK Lubricants Europe BV, a subsidiary of Korea’s largest energy company for three years. He is chairman of the technical council at ATIEL, the technical association of the European lubricants industry. It will be the third year running that Jan has addressed this major conference, which attracts delegates from around the world and shares unrivalled market intelligence. www.icisconference.com/worldbaseoils  www.morrislubricants.co.uk To return to the newsletter click here.  

As an oilfield tax allowance paves the way for hundreds of new jobs in the UK, the Oil and Gas Global Salary Guide 2013 says UK oil and gas professionals are well rewarded. Based on data from over 25,000 respondents, the guide produced by Hays Oil & Gas and job site, Oil and Gas Job Search shows that full time professionals in the UK oil and gas industry enjoy average salaries of £57,900 per annum – a rate of growth of 7.2% from last year and more than twice the current rate of inflation. A rise in bonuses has continued and is now the dominant mechanism by which companies attract and retain talent. On average, bonuses account for a further 5.8% of the employees overall package with almost two thirds receiving some kind of benefit or allowance on top of their basic salary. Download a free copy of the guide www.hays.com.au/employer-services/oil-gas-recruitment/Salary-guides/HAYS_089070 www.oilandgasjobsearch.com/SalaryGuide Making the most of a valuable national asset As the government stimulates investment in the North Sea to ‘make the most of this valuable national asset’, EnQuest, the North Sea’s largest independent UK oil producer, has secured a brownfield tax allowance to fully exploit its Thistle oilfield. The move will safeguard almost 500 existing jobs and create almost 1000 new jobs across the UK oil and gas supply chain in Aberdeen, Newcastle, Manchester and Swansea over the next three years. “We acquired Thistle in 2010, and as a result of our investment so far production has significantly increased,” said David Heslop, general manager for EnQuest in Aberdeen.  Thistle is a prime example of how we’re able to recover more oil from mature assets through a combination of innovative ways of working and technical expertise. It demonstrates what EnQuest does best and underlines our long-term commitment to the North Sea.” “Oil and gas will still be needed to provide 70% of our energy needs into the 2040s,” added Mike Tholen, Oil & Gas UK’s economics and commercial director.  “EnQuest’s decision to make fresh investment in the Thistle field will provide  hundreds of jobs right across Britain and with extra oil being extracted, UK energy security will be strengthened.”  www.enquest.com To return to the newsletter click here.

Adler & Allan is one of the companies taking advantage of Alpeco’s bespoke liquid loading and dispensing systems With a big reduction in the number of new tankers produced last year, manufacturers and ancillary equipment suppliers are increasingly turning to niche markets. One niche area which has attracted the attention of Alpeco is bespoke liquid loading and dispensing systems for depots, harbours and trucks, with the company focusing its efforts on the design and manufacture of such equipment. A unit with a small demountable electric pump and meter system is now available from Alpeco.  Designed to be carried in a van or pick-up truck with an IBC or small storage tank, the unit is ideal for conducting small fuel deliveries to plant equipment such as generators, or for sites with difficult access where it may not be practical or cost efficient to send a delivery tanker._____________________________________________________________For more news on the niche markets being served by tanker manufacturers, see the 2013 Tanker Review in the February issue of Fuel Oil News._____________________________________________________________www.alpeco.co.uk To return to the newsletter click here.

Chris Dalton, managing director Just a few months after opening, Lateu Logistics has the ‘enviable position of working outside the UK as well as closer to home’, says managing director Chris Dalton. The team at Lateu Logistics has over 40 years combined experience within the transport industry. The company, which was established to fill a gap in the energy/chemical sector for experienced consultancy across the total supply chain logistics, has recently refined its online presence to better showcases its skills. “In a very volatile world where austerity is the key word, people are changing their perceptions on spending and value,” said Chris. “With businesses needing to evaluate their modus operandi, Lateu Logistics can help them decide the way forward from an impartial and knowledgeable base, taking a holistic view of their supply chain and business development needs of the future.” “We can also enhance our offering to clients with outsourced support services including planning, customer services, logistics management and sub-contractor selection which the client can no longer  undertake internally due to cost, skill or corporate policies.”   www.lateulogistics.com To return to the newsletter click here.

Speaking on the subject of top up, the majority of distributors to whom Fuel Oil News recently spoke had only a small number of customers opting for the service So which customers are using top up, and is the service in decline due to the proliferation of price comparison sites? Less than 5% of Nolan Oils’ customers use top up said transport manager, Mark Mackenzie.  “It’s becoming less popular as everyone’s pushed further into comparing prices for everything.  When prices didn’t change every five minutes you’d find a much more loyal customer base, willing to sign up to standing order accounts and top up services in the knowledge that they were getting a fair price and a reliable supply.” “I think the level of top up will grow if there’s a challenging winter,” commented Craggs Energy managing director, Chris Bingham. “That’s when customers start to focus on the guarantee of supply which comes as part of most top up services.” Which customers are using top up? Whilst some distributors, including AD Fuels, reported a broad spectrum of customers keen to top up; for others, top up customers fall into very specific sectors. “Our service is used mostly by the elderly, those who work away from home and by second homeowners,” Mark Mackenzie told FON.  “We also encourage top up for those customers who habitually run out, but it’s hard to educate some people…. However, when you offer the service we do, customers know they’ll only wait a day or two, at the longest, for a delivery.” “A good percentage of customers using this service are sons and daughters caring for elderly parents,” says Stevenage Oils’ account manager, Lisa Armstrong.  “Others include community centres and conference venues that mustn’t run out, and those who aren’t particularly worried about cost.” At Craggs Energy top up is offered to a small but solid set of customers, often along with a fixed monthly payment model.  Chris Bingham commented: “Many customers are what might be termed vulnerable, but we also have a number who just want to forget about the need to check their oil and trust us to manage the levels.” Is top-up in decline? Mark Mackenzie believes that the number using top up services has noticeably declined since the rise of price comparison sites.  “More and more customers are quoting online buying site prices when they either ring for a quote or wish to compare their current supply situation.” AD Fuels’ Rob Warne shares this view: “Generally people are shopping around more – customers admit to it.” Ribble Fuels has not, however, noticed any affect.  Managing director, David Hodge, said: “We’re talking about two very different markets.  Customers that use our top up service tend to be those that want to pay by direct debit and spread the cost, or they’re loyal, regular customers.” Chris Bingham adds: “I don’t know if price comparison sites are impacting the top up model.  As we offer a full online pricing/ordering system, we’re pulling in a strong number of online customers directly. “I do feel that the industry risks losing control of online sales if it doesn’t offer such a sales channel.  With the vast majority of distributers shying away from providing a direct online service, we’re encouraging third parties to build alternative sales channels that carry none of the costs and risks that we’re forced to shoulder.  Other industries have found to their cost how fast this can develop, and we can only blame ourselves if we allow it to happen.” Trusting telemetry Concerns were raised as to the effectiveness of available telemetry to assist with top up.  “Telemetry isn’t as good as it needs to be,” said David Hodge.  “At any one time there can be 10-15% of monitors not working and often batteries are dead.” Consequently, some did not feel confident relying on technology; Marsh Fuels  being one.  “We use good old-fashioned pen and paper, cutting costs and getting back to basics,” said Carried Marsh. “After all, I don’t recall ever hearing of a pen’s battery running out or it being useless in a power cut!   We review customers’ annual usage and provide a delivery schedule which is 90% effective.  It’s much easier than temperamental (in our experience) electronic readings or confused customers.” Stevenage Oils also runs a manual service as Lisa Armstrong explains. “The emphasis is on the customer to request top ups, it’s not a service we actively promote.  The customer sets up a delivery timescale and it’s up to them to let us know if they want to amend this.  We do monitor accounts on a regular basis as we don’t want our drivers turning up to deliver oil and finding that it’s not needed!” For Melanie Noel, WP Group’s fuel sales manager: “Whilst there have been a few issues with the older systems, mainly the battery, the new telemetry has improved.” Find out how telemetry has been improved when Fuel Oil News looks at the very latest telemetry products in the January issue of Fuel Oil News.

Global recession has put the credit insurance market through the most difficult period in its history.  As business failures took a dramatic rise, claims flooded in to insurers from companies incurring bad debt losses caused by the insolvency of their customers From being a relatively specialist area of the insurance market that rarely hit the headlines, credit insurance was promoted to front page news in the financial press. The industry received criticism for reducing available cover and increasing premiums; and coverage was sprinkled with selected high profile failures, and perceived early withdrawal of cover for suppliers. “Insurers were forced to defend their actions and reputations, despite paying out millions of pounds on the insolvencies of firms such as Petroplus in early 2012, and Connaught Rok in the construction sector.  In the retail sector, the collapse of Woolworths saw companies facing multi-million pound claims,” said Paul Martin, managing director of the John Reynolds Group. “Pre-recession days had seen credit insurance companies operating in a relatively benign economy. Claims levels were easily manageable, premiums were very low and the amount of cover being written for policy holders was at an all time high.  During the worst days of the recession there is no doubt that, in the face of unprecedented claims levels, some insurers took action deemed necessary to balance the risk being written for the premium income being received. Cover and premiums could not be sustained at pre-recession levels, and insurers had to make a call on when they felt suppliers should no longer be insured if a business hit upon hard times. Mistakes were made and lessons learned during the process.” However, Paul believes that communication with policy holders is superior, and cover has improved as a result. “A no benefit of the doubt attitude has been replaced with a credit where it’s due mentality. Competition in the market has returned and non cancellable credit limit cover is being developed.  While high levels of insolvencies are likely to continue during the economic gloom, the good news for businesses is that credit insurers have the capacity to offer increasing levels of cover.” Credit insurance from Reynolds Trade Credit is a bespoke product, designed for the individual needs of a client’s business.  Access to credit information can also help grow a business rather than simply protect against bad debts.  It can form an integral part of an existing strong credit management process. As a business changes, the insurance is designed to develop alongside, meeting the client’s needs for the lifetime of the relationship.  www.reynoldsinsure.com   A fully integrated system OAMPS Petrochemical – part of the OAMPS (UK) Group – handles in excess of £45m in premiums and manages over 6500 claims each year in the UK and Ireland. “We fit insurance to your business rather than trying to fit your business to an insurance product,” said scheme director, Ros Bayley. Each policy is written and designed with industry trade associations and underwritten by leading global insurers, including Zurich and QBE. “Our complete selection of specialist insurance products is carefully tailored to the needs of these sectors, bringing peace of mind to a vast range of clients from sole traders to multinational conglomerates,” added Ros. “With over 25 years’ experience, we can carefully identify sectors where although the general perception of risk is high, our experience can identify the true hazard.  The risk can then be lowered through the utilisation of our specialist risk management services.” OAMPS customers receive access to a 24-hour environmental emergency response facility operated by OHES Environmental as standard. A UK-wide network of Level 2 spillage responders – giving customers advice at the scene of the incident – is available, with experienced personnel always on call.  Subsequently, a specialist environmental team can be rapidly deployed to co-ordinate remediation activities and provide on-site advice. For larger incidents, a Level 3 response is provided enabling emergency clean-up response to be mobilised.  The team holds a national database of pre-screened, accredited specialist contractors to facilitate the quickest and most effective response for any emergency. The network is activated on a daily basis and handles over 900 projects a year. “Through listening to our clients and trade partners, we have continued to evolve and innovate our insurance offering.  In this fast moving industry OAMPS prides itself in keeping ahead to make clients lives easier,” explained Ros. Consequently, OAMPS has updated policy covers to include automatic occupational personal accident insurance for employees, and removed the hassle at claim time by having an ADR approved vehicle recovery partner, in case a tanker should roll. Additionally, the company now provides a Level 1 24-hour specialist advice over the telephone on how to handle emergency situations. In addition to automatically benefitting from the higher level responses, by accessing this service customers can receive a fully integrated incident response system. The incident advisors, who provide authoritative and calm advice, are all chemists with an understanding of supply and transport legislation. www.oamps.co.uk      www.ohes.co.uk  www.24-7response.org

Following the acquisition of TDG in March 2011, global logistics firm Norbert Dentressangle has gone from strength to strength. The company recently reported an increase of 9.9% in consolidated revenues for the first 9 months of 2012, compared to the same period in 2011 Liz Boardman met with Ann Dawson, managing director of the company’s UK tanker division to find out more about the integration of TDG and its plans for the future. Seamlessly acquired Ann was working for TDG at the time of the acquisition and believes it was an extremely positive step, seamlessly undertaken: “Norbert Dentressangle has extensive experience with acquisitions and as a result, the integration went well and was quick, one of quickest in the industry. We shared a similar customer base and had the same values, and great pains were taken to ensure that both Norbert Dentressangle and TDG employees always felt part of the same team. It was the best thing that could have happened.” UK operations With around 30 fuel bases across the UK, stretching from Inverness to Plymouth and everywhere in between, Norbert Dentressangle is well placed to serve companies such as Murco and Tesco, who have been customers for more than twenty years. At present, the company does not undertake any contracts for distributors, but would be keen to develop this area of the business. The company currently operates a fleet of nearly 200 fuel tankers in the UK, which includes its customers’ vehicles. As part of the move from TDG, the company is undertaking an aggressive replacement plan. By the end of 2013, at least 40% of the company’s vehicles will be sporting the distinctive red and white Norbert Dentressangle livery. “All new equipment is branded up as Norbert Dentressangle but existing equipment will only be rebranded when it is replaced,” explained Ann. Tankers are regularly replaced on a rolling basis, in line with the Group’s procurement strategy. The Group has an agreement in place with Renault but has also used MAN and Magyar on occasion. Driving safety With 395 drivers working in fuels alone, health and safety is top priority for the firm. Norbert Dentressangle also employs a large number of multi-skilled drivers who work across various areas of the business. Depending on customer requirements, drivers will move from areas such as powder to gas or chemicals to fuels etc, and must all be highly trained. The company carries out regular toolbox talks and takes driver training very seriously. It was no surprise to discover that Norbert Dentressangle is well on track as the CPC deadline approaches, with drivers having at least one day of training each year. “In terms of training, we are at the top end of our industry,” said Ann. “All of our training is carried out internally by JAUPT accredited trainers, as part of our Safe Driver Plan. We also actively manage and audit our subcontractors. The time and resource invested in this area of the business is borne out by our OCRS scores and accident/RIDDOR statistics.” Future success “Fuels is a market we work very well in,” commented Ann. “We’re ambitious and have a desire to grow our national presence and win new contracts.” It’s been a good year for the company. ”The team is working very hard and very well, and we’re exceeding the expectations of customers not just in fuels, but in all of our other markets. We are actively growing the gas and chemicals side of the business. Our long-term plan is to remain in the market, be successful and grow – which we believe is the right approach.” With a steadily growing workforce, investing in people is also key for Norbert Dentressangle. “We’re very lucky to have a stable management team, with a wealth of industry experience. We may not be the sexiest industry but we are attracting a lot of young people to the company. We operate a good graduate recruitment scheme and are actively recruiting now.” And it’s not just graduates. The company recruits at all levels including school leavers and is always on the lookout for fresh, keen individuals.

Judith Stoddard Stoddards had a proud history of seizing changes when faced by challenges. Alex Porter spoke to Company Director, Judith Stoddard, about continuing that heritage into a changing landscape, and keeping things simple. Were it not for a willingness to take a risk, Stoddards might not be in the oil business today. Before beginning life as a Jet distributor in 1966, Judith’s grandfather, Percy Stoddard, had been working with coal for forty years. In 1926 he acquired his first motorised vehicle, replacing a horse and cart for deliveries, and the company got the first glimpse of its future. Just after the war, when heavy rationing had made coal less stable, Percy expanded to include a coach business. Buying fuel for the vehicles led him into contact with a local Jet representative, who was looking for an authorised distributor in the area. Quick to jump at an opportunity, Percy shook hands on it, and took a chance on selling oil. Now run by Judith, her brother Pete, and cousin Paul, that philosophy continues to serve the modern Stoddards well. Judith said: “The industry is changing all the time, and we’re always looking for something new, and ready for more opportunities. I enjoy my job every day, and consider myself very lucky to work with a great bunch of people.” The company has distinct divisions, as the profitable coach business is run from the same site in Cheadle, Staffordshire as the fuel side. The company’s 11 staff work across both aspects, and the number is boosted by retired staff who continue to help out as needed.  The longest serving member staff started with Stoddards at 14 and still works there part time at 67. Judith’s father, Brian still pops into the office regularly to catch up on business affairs. She said: “He likes to check everyone has arrived for work, including me!”Quality assurance Standard of fuel remains one of the most important factors, which is why Stoddards is still supplied by Phillips 66 today – being one of their oldest distributors,  and draws most of its fuel from Bramhall.   Judith said: “We have an excellent relationship with Phillips 66 and we are proud to be part of the brand.” During the winter, the large majority of customers are in the domestic sector, apart from a few large commercial orders. The quality of kerosene in particular is therefore vital, as it makes up 80% of the company’s fuel orders, with 15% being gas oil and 5% diesel. Judith explained: “In this area, which is very rural, there are a high proportion of AGAs and similar equipment, so a quality product is essential.” The company owns four tankers, composed of three rigids and an artic supplied by RTN, to serve a 30 mile radius across the North Staffordshire area, Peak District and South Manchester. On site, there are four oil tanks which can store 52,000 litres each.Price the priority The biggest challenge for the modern business is the increasing issue of customer loyalty. For some, a quality product and excellent service has fallen down the priority list when compared to even a small saving on price. “It is understandable. It’s the way we live now, encouraged by the internet. Customers are so conscious of price, that 0.02 pence per litre can lose you business. When you spell out to people that the saving is just £2, some realise that our excellent customer service is cheap, but people can be very shortsighted. Unfortunately the internet doesn’t have the personal touch, we are encouraged to communicate more via numerous media but one-to-one conversation seems to becoming more infrequent. But that’s where we are.” Keen to keep up, the company recently updated the computer system, supplied by IMS, so that drivers can deliver more efficiently and invoices can be sent quickly in a more cost effective manner. “We’re up to date with the back office, but need to embrace the internet and social media a lot more. The coach side caters to more elderly customers but they too love the internet – recently a lady of around 70 asked me to put the coach trips on twitter, whilst another asked if we were on ‘face box’!”Pub talk? As the spectre of alternative technologies and the Renewable Heat Incentive (RHI) begins to grow on the horizon, Judith admitted: “The RHI will affect us. You can see it already – there are now lots of people with solar panels, myself included. It has started with electricity and will filter down, but it will take a while because we have to get it right. “I can’t see it being too significant in the next five years though, because people replace boilers when they break down. You’ve also got to go to someone you can trust, because potentially you could be ripping out a perfectly good oil system for a ground source heat pump which might not work, or an air source heat pump which simply isn’t up to the job. “I went to the Oil & Renewable Energy Show in Manchester recently and felt some of the suppliers didn’t have confidence in the new technology. We will do something with renewables but only once there is a definite answer. At the moment, the goalposts keep moving too frequently. “It’s all just pub talk – there are lots of misconceptions, and customers need a place to go where they can get good impartial advice, along with a complete range of proven products.” Judith has always been unfazed by operating as a fuel distributor in a world once dominated by men. “I had an unbiased mentor. When I first started attending West Midlands FPS meetings some thought I was there to make the tea –but after tasting it they never bothered again!” But Stoddards remains focused and confident about the future. “Really, it’s very simple – give the customers what they want!”

Last year’s winner – Ian Coles of Butler Fuels The search is now on for the best tanker driver with entries for the 2013 Driver of the Year award invited by the Federation of Petroleum Suppliers. If your company has a tanker driver who stands out amongst his/her peers then make sure you nominate them for the award before the closing date on Friday 22nd February.  First prize is £1000 whilst two runners-up will each receive a cheque for £250. Sponsored by OAMPS Petrochemical for the last 14 years, this award celebrates those drivers who have set an excellent example, made great efforts or who have a great safety or customer service record.  “We want to make 2013 the best yet in terms of entries,” said marketing and events manager, Vanessa Cook.   “We’re calling on all our members to recognise the hard work undertaken by their delivery drivers.” The winner will be announced at the FPS 2013 awards dinner on Thursday 18th April at the Harrogate International Centre. Nomination forms and further information can be found at www.fpsshow.co.uk. To return to the newsletter click here.

“The DODF training standard will build on the good practice that already exists in many parts of the industry,” says Colin Rutherford, general manager, Turners Establishing a common training standard for the training and assessment of petroleum tanker drivers has been the first priority of the UK Downstream Oil Distribution Forum which has introduced a driver safety passport. Re-established last July, the UK Downstream Oil Distribution Forum (DODF) provides an on-going forum for the discussion and resolution of issues relating to health & safety in the downstream oil industry.  The newly constituted group, which represents trade bodies, haulage companies, Unite, the HSE and government departments has agreed  a training standard for all petroleum drivers. This will be additional to ADR and specific to the industry sector and five industry sub sectors – home heat, commercial, aviation, retail and marine.  Forum members include Turners, Norbert Dentressangle, Wincanton, Greenergy, BP, GB Oils and Suckling Transport. Colin Rutherford, general manager, Turners commented: “The DODF training standard will build on the good practice that already exists in many parts of the industry. The combination of an industry-wide training standard with written/practical assessment will guarantee that all drivers in the industry have been trained to a consistently high standard.  We envisage the proposed annual refresher day will also count as driver CPC training and are working to ensure that is the case.”   Content will be delivered by a combination of accredited inhouse or third party training providers. On completion of a written and practical assessment, drivers will be issued with a safety passport. The passport will be valid for five years, but will be subject to an annual refresher assessment. The DODF is now looking to appoint a scheme manager and is working with terminal operators and owners of petroleum products to ensure the scheme has maximum take up across the industry. To return to the newsletter click here.

The deadline for entries to the Logistics Carbon Reduction Scheme awards has been extended to Friday 22nd February.  Developed to celebrate the efforts of green leaders in the freight industry in reducing their carbon emissions, the inaugural Logistics Carbon Reduction Scheme(LCRS) awards consist of the following categories:   – Carbon reduction through fuel efficiency – sponsored by Bridgestone Tyres –  Carbon reduction through use of alternative low carbon fuels and technologies – sponsored by Iveco  –  Carbon reduction through innovative fleet management –   Carbon reduction through use of low carbon transport modes The awards will be judged by a panel of industry experts including FTA president, Stewart Oades.  Launched in September 2012, the awards will be presented at the FTA’s Cutting Carbon, Cutting Costs conference in May.   www.fta.co.uk/lcrs To return to the newsletter click here.

JN Bentley needs “a reliable supplier that will deliver on time, every time Working with construction firm, JN Bentley since 2010, Bayford Oil ensures site operations are kept running with a dependable fuel supply. At any given time, JN Bentley has teams working on a number of sites. The company requires a flexible service and fuel deliveries of anywhere between 1000 to 10,000 litres each time.   Bayford Oil was selected for its national infrastructure which enables the company to deliver any quantity of diesel within 48 hours, whenever required.  More urgent requests for additional fuel can also be accommodated, even at very short notice. “We provide a first class, dependable service and fuel at an affordable price,” said Jonathan Best, Bayford Oil regional manager.  “We offer JN Bentley a national fuel service but ensure we still have a local focus and the same friendly voice at the end of the phone.” Kevin Young, a member of JN Bentley’s buying team, explained: “We require a reliable supplier that will deliver on time, every time because keeping operations running on time is crucial to our business.  Without diesel, the site stops and that simply isn’t an option because even a small, unforeseen stoppage can put projects off track and over budget.” www.bayfordoil.co.uk To return to the newsletter click here.