impulseleisure.co.uk

Charity number: Adur Community Leisure 1112020

ANNUALREPORT2013 – 2014of Adur Community Leisure Limited trading as Impulse Leisure

Creating active & healthy communities

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CHAIR’S WELCOME 2

THE BOARD OF TRUSTEES 3

STRATEGY 4 - 5

OUR BUSINESS 6 - 8

OUR YEAR 9 - 18

OUR FUTURE 19 - 20

OUR THANKS 21

CONTENTS

CONTENTS CHAIR’S WELCOME

Welcome to Adur Community Leisure’s (ACL) ninth Annual Report and my third as Chair of the organisation.

ACL’s profile in Adur’s community continues to improve so much so that other groups, authorities and organisations approach us to help them deliver their objectives within Adur and in the wider community.

Through its diverse range of improving services and facilities, ACL provides significant public benefit, encouraging more people in more places to be more active, healthier, with increased feelings of wellbeing and improved quality of life, at rates that are affordable to all. Indeed, ACL’s work improving the health of the community was recognised in the Sport and Recreation Trust Association (Sporta) Purple Report and in leisure industry publications during the year.

Our continued work in Adur with partners including Adur District Council (ADC), schools, Health Boards and others have helped us to achieve our mission of ‘creating active & healthy communities’ through good attendance including attendance from those groups that might have been previously excluded by socio economic or health inequality.

The partnership funded and extended GP referral programme and our extensive work with disabled youngsters are great examples of our success in improving the health and wellbeing of the community.

2013/2014 has been a reasonable year from a financial perspective, despite the continued slow recovery from global economic issues. Regardless of the difficulties there was still a positive contribution to reserves resulting from the year.

Public Sector funding has and will increasingly be under pressure for the foreseeable future and coupled with the expected slow recovery from recession, is likely to make any significant business growth difficult. As such income levels in new budgets for 2014/2015 have been prudently set.

Whilst our aims for developments at Lancing Manor have not yet been realised we have attempted to improve the facilities and services on a number of fronts in an attempt to maintain business levels in the face of improving competition. We continue to improve our services and all of the sites have maintained their quality (QUEST) registration.

The success of ACL continues because of the experience, focus and commitment of the Board and management team. Of course, this achievement would be impossible without the hard work and dedication of all our staff. I would like to take this opportunity to personally, and on behalf of the Trustees and management, thank the staff for their efforts.

Peter Wilson

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BOARD OF TRUSTEESThe Board of Trustees (Volunteer Directors) govern ACL in pursuit of its Mission and make sure we comply with the rules that govern charitable companies. The Trustees take a key role in shaping and directing the service, essentially determining the overall policy of ACL.

The Trustees come from a variety of backgrounds: Adur District Council elected members, nominees from local organisations, individuals with a variety of skills, users of facilities and a staff elected Trustee.

TRUSTEES DURING THE YEAR WERE:-Richard Brattle, Susan Hellenburgh (retired), Cllr Rod Hotton, Cllr Fred Lewis, David Vandyke, Peter Wilson, Margaret Woolacott, Andrew Ryall, Janice Roberts, Len Saunders, James Trotman.

The Board meet regularly, directing the future of the organisation. Like last year, the Board have considered performance reports throughout the year, closely monitoring the Company’s financial position, ensuring management were taking early action to address issues as they arose, particularly around cash flow and budget setting.

The Chair has attended a number of seminars provided by our auditors during the year.

The Board comply with the Code of Good Governance.

VERY WELCOMING; HELPFUL, KIND, FRIENDLY STAFF; EXCELLENT FACILITIES AND VALUE FOR MONEY

CLEAN, SAFE & FRIENDLY SURVEY APRIL 13

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STRATEGYOur Strategy is aligned with that of the Impulse Leisure Group, it takes account of the growing national health improvement agenda, our working relationship with local authorities and the need to contribute to their aspirations. How we go about our business remains consistent, leading to stability for staff, customers and the Board.

OUR CHARITABLE OBJECTIVESACL has charitable objects set out in its Memorandum of Association, which cannot be changed without the consent of the membership. They remain:-

‘To primarily run leisure and recreation facilities and services for the benefit of the community of Adur and its neighbourhood.’

OUR VISION

• Provide clean, safe, friendly and accessible leisure facilities, which provide a value for money top class service to all members of the communities in which we work

• Cultivate relationships with potential partners including local authorities, education (schools), health providers, youth services, crime reduction agencies and social care providers

• Improve the communities in which we work, as healthier places to work, live and grow

• Identify areas, and where appropriate with partners create and influence the provision of new leisure facilities, and or opportunities

• Explore and take opportunities to expand the operations of the company and its subsidiaries, increasing turnover, with a view to improved operational efficiency

• Value all members of staff as important assets

• Where relevant seek external funding, and or sponsorship in identified areas

• Create and operate an organisational structure that promotes the above.

OUR MISSION

‘Creating active & healthy communities’

OUR GOALS

‘Active communities with sport, leisure and well-being accessible to all’

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OUR VALUESOur values are important and significant issues that are an intrinsic part of all activities we undertake. Our values are to EXCEL + IMPROVE

EQUALITY OF OPPORTUNITY

EXEMPLARY EMPLOYMENT POLICIES, PRACTICES AND PERSONAL CONDUCT

CUSTOMER SERVICE EXCELLENCE

EMBRACING CHANGE

LOOKING AFTER THE ENVIRONMENT

+INSTILLING RELEVANT URGENCY AND PRIORITY

MINDFUL OF SOCIAL INCLUSION

PARTNERSHIP AND TEAM WORKING

REWARD AND RECOGNITION

ONGOING IMPROVEMENT AND USE OF BEST PRACTICE

VALUE FOR MONEY

ECONOMY, EFFICIENCY AND EFFECTIVENESS

BRILLIANT! WE WILL BE BACK NEXT WEEK! EXCELLENT FOR HER CO-ORDINATION, FOLLOWING INSTRUCTION AS WELL AS USING UP ENERGY

REBOUND THERAPY PARENT AFTER HER DAUGHTER’S SESSION AT SOUTHWICK. JAN 14

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OUR BUSINESSAdur Community Leisure Limited (ACL) is a company limited by guarantee operating in the leisure industry in the United Kingdom, trading as Impulse Leisure. ACL was established during 2005 and is a registered charity.

ACL is a charitable subsidiary of the Group Parent Impulse Leisure (IL). IL is a Non-Profit-Distributing-Organisation (NPDO) that provides management, support and development services to its subsidiary companies including ACL. ACL pay IL for these services, but IL only charge an amount equal to its expenditure, and charging between the Group members is tax efficient. An Intra Group Agreement governs the relationship between IL and the subsidiary companies.

ACL is dedicated to improving the quality of life in the local community by providing leisure opportunities in Adur. This is achieved through direct management of three leisure centres, which together welcome over 400,000 visitors per year. In addition ACL provides ‘Outreach’ services in the community, schools and ‘hard to reach groups’ for the benefit of the local community.

ACL has continued to develop the services and facilities inherited from ADC and maintain a close working relationship with them. ADC remain ACL’s major funding partner.

ACL is a ‘Social Enterprise’, an efficient business providing inclusive leisure and public benefit. ACL contributes to a cross cutting agenda, wider than the sporting and fitness services provided. This wider agenda, which relates well with the partners’ aspirations includes contribution to physical and mental well-being, promotes social interaction and integration, encourages self-empowerment, contributes to crime and disorder reduction strategy, and above all, is fun!

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OUR BUSINESS (CONTINUED)Our business is currently operated from the following leased facilities, which are listed and described below -

LANCING MANOR LEISURE CENTRE (01903 524624)Lancing Manor Leisure Centre is in the West of Adur and includes:-

Impulse Fitness Suite

Six court Sports Hall

Two Squash Courts

Crèche

Aerobics Studio

Health Suite

Café bar

De Brock Suite Function Room

Multi-use-games-area (MUGA)

Petanque Terrain

Local management and administration for ACL is based at Lancing Manor

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SOUTHWICK LEISURE CENTRE (01273 238111)Based in Southwick (East of Adur) the centre includes:-

Impulse Fitness Suite

Six court Sports Hall

Aerobics Studio

Health Suite

Conference room

Changing facilities for outdoor sport

Café bar

Three Tennis Courts

Some disused Tennis Courts

Cricket Net

WADURS COMMUNITY POOL (01273 238000)Based in central/East Adur on a retail site, this centre includes:-

25m swimming pool

Multi use spectator area

MY DAUGHTER HAS WEEKLY SWIMMING LESSONS AT WADURS POOL. I AM REGULARLY IMPRESSED BY THE QUALITY OF TEACHING AND THE CARE OVER THE CHILDREN’S WELL-BEING BY ALL STAFF MEMBERS. SHE HAD DIFFICULTIES WITH CONFIDENCE BUT THE INSTRUCTORS LISTENED AND ADAPTED THEIR TEACHING TO SUPPORT HER ANXIOUSNESS AND REASSURE HER

CUSTOMER COMMENT CARD JAN-MARCH 14

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OUR YEARHUMAN RESOURCES (HR)

At 31st March 2014 ACL employs 156 staff, representing approximately 61 full-time equivalents. Staff are our biggest asset and cost.

Our staff do a great job, not only providing safe and friendly services, but also helping people to reach their goals and improve their health and wellbeing. Staff contributions to the successes within our business are very important.

We continue to try to improve how we manage and develop staff and during the year introduced enhancements to our long service recognition scheme to improve retention and reward loyalty. In addition a 3% inflationary pay increase was implemented in April 2013. These improvements have contributed to happier staff (staff satisfaction survey 2014), lower staff turnover and continued low absence rates (1.8%). In addition over 99% of employees returning questionnaires agreed they would recommend ACL as an employer to a friend.

Preparation for compliance with pension auto enrolment law was completed during the year along with the move to electronic payslips and electronic communication with staff. This work will enable implementation at the beginning of the new financial year.

FINANCE

OVERALL - ACL produced a small surplus for the year which was better than budget and which resulted in a positive contribution to reserves.

The surplus position was achieved largely as a result of savings in expenditure and despite income not achieving budgeted targets.

Pension deficits aside, the balance sheet continues to improve.

INCOME – Income was under target and less than prior year by 0.7%. This was largely a result of increased competition locally especially for membership, although other income areas didn’t meet expectations either. On a brighter note there was a growth in income from swimming and swimming lessons at Wadurs.

Staff make a huge effort attending local outreach events in Adur.

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LES MILLS GRITTM has been a hit with staff and customers at Impulse Leisure.

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INCOME

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Fig 1 shows that income growth has slowed. Continuous investment in services is required to improve the potential for better growth in future years.

Whilst there has been some marginal growth in membership, this has been lower than targeted. As previously mentioned improved competition, combined with sales staff shortages throughout the year, contributed to fewer than targeted sales. The marginal growth in membership is illustrated in Fig 2.

AVERAGE DD INCOME/MONTH

We continue to provide good value services to concession members (free membership to those in receipt of state aid), thereby targeting services to those most in need in the community. The number of senior citizen, over 55 and youth members remains high, thereby ACL is achieving its objectives of improving community well-being and providing service to ever expanding sections of the community for public benefit.

Fig 1

Fig 2

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OUR YEAR (CONTINUED)EXPENDITURE – Although expenditure was higher than in previous years it was well controlled with the majority of the increases relating to staff costs. This combined with only marginal growth in income has resulted in an increase in the staff costs as a percentage of income ratio. The graph at Fig 3 illustrates the year on year position.

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STAFF COSTS AS A PERCENTAGE OF TOTAL INCOME

GENERAL FINANCE – ACL reappointed Sayer Vincent as auditors, following delegated authority granted at the last Annual General Meeting (AGM). ACL is operating effectively within The Charities’ Statement of Recommended Practice (Charities SORP), for accounting and reporting procedures.

ACL continues to benefit from being part of the Impulse Leisure group of companies.

Detailed financial information can be found in the Company’s audited accounts.

ATTENDANCE – We aimed to increase total attendance during the year and as can be seen in Table 1 below there was a marginal 2% increase. There was only one facility disruption due to refurbishment during the year at Southwick.

We aim to increase attendance in a number of specific areas - • In terms of racquet sports, Table 1 shows numbers had stabilised in recent years, however

there was a fall during the year. New branding and marketing of badminton in partnership with Badminton England has been put in place during the year. The introduction of a table tennis club has proven very popular and is expanding

• The number of junior attendances continues to show good growth • There are fewer fitness related attendances although membership has continued to show some

growth• Pool attendances have increased over recent years potentially related to improvements in the

pool hall and changing rooms and through an increase in swimming lesson provision.

Fig 3

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TABLE 1

HEALTH AND SAFETY

The importance of health and safety for both our staff and customers is paramount.

During the year we have continued to meet regularly to discuss health and safety improvement. We proactively use risk assessment, auditing and resulting actions along with monitoring and review of accident statistics to guide health and safety improvement.

Fig 4 shows that although the number of accidents is fewer and the rate of accidents to visits is less than the prior year, there is a general trend increase over the years. This is largely due to an increase in relatively minor accidents many of which result from the increasing popularity of our roller disco sessions.

05/06(Impulsefigures) *

06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14

Total Platinum Members 931 1,184 2,587 2,935 3,223 3,361 3,363 3,404 3,370

Total Health and Fitness Visits 99,498 * 86,738 110,224 128,117 134,023 188,304 176,306 166,293 149,263

Total Casual Racquet Sports 61,013 * 47,673 40,783 39,537 29,463 25,391 26,394 26,257 22,560

Total Junior Attendances 39,675 42,631 45,109 67,332 76,814 93,672 92,212 110,805 133,089

Total Casual Pool Visits 97,208 ** 94,985 81,502 86,650 80,416 81,004 73,980 75,150 81,629

Total Swims/Visits 455,021 333,223 394,429 409,773 391,768 413,478 406,130 410,934 418,696

ATTENDANCE PERFORMANCE INDICATORS

Note * and ** includes 6 months of ADC calculations.

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OUR YEAR (CONTINUED)

1712 CUSTOMERS ARE OUR FACEBOOK FANS AND THIS IS AN INCREASE OF 34% ON LAST YEAR.

735 CUSTOMERS ARE NOW FOLLOWING US ON TWITTER WHICH HAS INCREASED BY 60% ON LAST YEAR.

Acc rate per million visits Number of public accidents

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ACL ACCIDENT NUMBERS/RATES

Fig 4

ACL retains the services of leisure specific health and safety experts (QLM Limited). This service provides us with up to date health and safety news and legislation updates, audits, advice and support in any future litigation.

MARKETING AND PROMOTION

Our marketing and sales approach has continued to be strong and we have maintained our position in the market despite the continued recession and increased competition. Membership Sales have again been consistent with previous years, although cancellation levels were high.

Our PR exposure has been very proactive in promoting the essence of a Charitable Leisure Trust and the portfolio produced around our work with the community has helped to secure our position as the ‘go to’ provider when community health, wellbeing and cohesion programmes are required.

Social Media continues to be a growth media for fast, public, customer interaction. We have continued to concentrate on the use of Facebook and Twitter.

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FACILITIES

There was some expenditure during the year on redecoration, renewal and repairs. The more notable projects included -

LANCING MANOR – A business plan for improved usage for the squash courts and bar and catering areas was being delayed due to the possible inclusion of a 3G pitch funded by others. It now appears that the 3G pitch will be located elsewhere in the Lancing area

A plan to increase car park provision is included in the above plan, but in the interim some planters were removed from the car park by ADC resulting in a few additional car park places

Work to improve the sports hall heating was carried out with positive feedback from the customers.

SOUTHWICK – Energy efficient LED lighting was installed in the sports hall

GENERAL – GRITT - The latest high intensity exercise classes to music were introduced across all sites

New Vending Machines were installed

Work continued on achieving ISO14001 (the standard for energy and environmental good practice). Management are working to an action plan with a view to accreditation during 2014. Management have continued to monitor and manage energy usage through a bi-monthly Environment Management Committee

ADC carried out building condition surveys which we will be able to use together to plan the future maintenance and development of the facilities in the most effective and efficient way

MEMBERSHIP PROMOTION

Despite the problems experienced during the year reasonable sales figures have been achieved especially towards the year end.

Record numbers of customer newsletters were distributed by email.

Numerous press releases, centred around events, work in the community and with special groups, were provided to the local press improving the profile of ACL.

The popularity of online booking continues to grow.

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Overall Trend

60%

70%

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90%

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OUR YEAR (CONTINUED)QUALITY AND CUSTOMER CARE

All the facilities operate quality management systems to ensure the level of service provision is delivered consistently. Our systems have been externally audited and endorsed by the leisure industry quality standard (QUEST). All sites have attained/retained QUEST registration following maintenance and or full audits.

CUSTOMER SATISFACTION SURVEYS - The results of the most recent surveys depicted in Fig 5 have seen a general marginal increase. 97% of our customers indicate they would recommend our service to a friend.

OVERALL SCORE

Fig 5

Customers often leave written comments or suggestions about aspects of their experience on cards designed for this purpose. The cards allow the customers to score other aspects of the service, which some 148 did. This year the scores were generally very good and 85% of customers rate value for money as good. We received 160 comment cards in total with 20% of these containing compliments about the service.

JUST TO SAY THANKS – YOU ARE A FABULOUS FACILITY!

GROUP EXERCISE SURVEY NOV 13

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PUBLIC BENEFIT AND DEVELOPMENT

ACL has invested in excess of £2.6 million in leasehold facilities, which have been a great advantage to the community, ADC and ACL.

Our services are available to all, both casual pay and play users, as well as members. All of our prices are competitive and in addition we offer significant concessions to those most in need including FREE membership, with 50% discounts on most facility prices.

It remains a priority for ACL to continue to develop new and existing services in the community, working together with ADC and others.

ADC continues to benefit significantly every year, through our joint work and agreements.

SERVICES PROVIDED WITH OTHERS INCLUDE -• GP Referral Initiative in partnership with the ADC Wellbeing team, delivering service to local GP’s,

physiotherapists and chiropractors within Adur. Some external funding has been received to support the expansion of this programme in 2013/14

• Short Breaks project in partnership with the WSCC Aiming High team, providing weekly sessions for young people with additional needs. These session include rebound therapy, music, multi sports and regular Fun Days

• The Short Breaks sessions have expanded into providing ongoing club sessions for various disability sports which are increasingly popular

• Regular partnerships with local schools providing taster sessions in a variety of sports and activities, leading to long term courses / curriculum sessions

• Attendance, displays and activity provision at schools, fayres and festivals in the community

• Rebound Therapy sessions delivered to local schools for children with additional needs. In addition to the drop in sessions, Southwick now hosts exclusive use to Hillside School and 2 adult groups, Aspirations and Connaught

• “Active for Kids” sessions aimed specifically at targeting obesity in young people in partnership with the Wellbeing Hub

• Continued partnership with the Amateur Swimming Association and Sportivate to promote and deliver a number of swimming initiatives as part of the Olympic legacy programme

• Partnership with ADC Communities Team to deliver fitness sessions for girls aged 14+ and to provide support for a number of Health Fairs within the District, promoting health and fitness to young people

• Albion in the Community (the community arm of Brighton & Hove Albion), partnership with their disability, health, youth and education departments providing a full range of activities, ranging from football sessions for young people with Downs Syndrome, through to running courses for unemployed individuals to train as fitness instructors

• Held a number of taster days and events offering free use and classes to all, including some special days for disabled users

• Kickstart (weight loss and exercise course) initiative in partnership with Adur & Worthing wellbeing hubs delivering exercise and nutritional advice out in community venues

THE STAFF AND INSTRUCTORS ARE ALWAYS HELPFUL & HAPPY

GROUP EXERCISE SURVEY NOV 13

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OUR YEAR (CONTINUED)• Partnerships with the Sir Robert Woodard Academy to provide community links with the local

secondary schools and their children / families

• Hosting the National Play Day 2013 in conjunction with ADC’s Community Teams

• Partnership with the Sussex Football Association to provide Futsal Tournaments at Southwick Leisure Centre

• Various coaching courses developed with governing bodies and local clubs, Youth Offending Team, Police and others to provide facilities for use by local youth

• Other arrangements exist with - BHA Wheelchair Football, Lancing United, Lancing Netball League, STARS Gymnastics, Shoreham Sharks, Worthing Athletic, Lancing Town FC, Lancing Youth Club, Lancing Squash Club, O&G United and Sompting FC

• Host various Charitable Events in the community including – Red Nose Day, Party in Pink, Sport Relief Mile and Swimathon, all using physical activity to inspire charitable giving for community wellbeing.

Most of the above aim to increase physical activity levels, targeting health improvement. This all fits perfectly with ACL’s mission ‘Creating active and healthy communities’.

GREAT EXERCISE CLASSES! PLUS MY CHILDREN LOVE BADMINTON AND GYM SO WE CAN ALL COME ALONG TOGETHER TO DO DIFFERENT ACTIVITIES

GROUP EXERCISE SURVEY NOV 13

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In addition ACL has self funded a number of initiatives to improve the quality of life of the community -

• Encouraging independence through standard and special services for older people, i.e. free senior citizen swimming sessions

• Improved disabled access and participation leading to accreditation as Inclusive Fitness Initiative sites at both Southwick and Lancing with the resulting increasing disabled attendance referred to above

• Developed a scheme to give free use to elite athletes in support of Sport England’s aim of More People, More Medals, More Often

• Made energy efficiency improvements that significantly reduce our carbon emissions, reducing impact on the environment.

ADUR DISTRICT COUNCIL

Regular meetings with senior officers and Councillors have largely worked well. In addition Trustee involvement with Councillors at social events promotes understanding between the parties. The meetings have also given both parties the opportunity to evaluate progress, discuss property matters, ongoing issues and explore strategy and development.

ADC continue to benefit from the agreement with ACL, improving services to the community, at a significantly reduced revenue cost. ADC’s agreement with ACL sees the revenue costs continue to reduce year on year. In real terms funding reductions represent even better value for money and savings to ADC, as ACL absorb inflationary cost increases.

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OUR FUTUREThe economic situation, although reportedly improving, is likely to have a lasting negative influence on public sector spending and disposable income and this has shown signs of having an impact on our ability to continue to grow the business.

Budgets for 2014/2015 have been set allowing for a prudent growth in income compared to the previous year accounting for continued slow recovery from recession and improving competitors. Reduced grant funding and increased staff costs have led to bottom line projections only showing a marginal surplus position.

Any surpluses generated will continue to improve reserves for the future investment and support of the service.

Again, close monitoring of performance against budget throughout 2014/2015 is required whilst business improvements are planned to cope with future funding reductions and the potential for rising costs.

Work will continue throughout 2014/2015 to enable a refurbishment project at Lancing Manor to be realised. Whilst implementing this project will cause disruption, it will ultimately result in further improved facilities and service to our valued customers.

Along with a raft of IT infrastructure and software improvements and the vast amount of work already undertaken in setup, the ability for members to join and set up direct debits online will be implemented.

We will continue to actively seek to expand our work within Adur and with other local authorities. Further expansion of our business, or joint work with other like-minded organisations in the future will enable us to become more efficient and provide best value to the local area, as well as the new areas in which we may work.

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OTHER MEDIUM AND LONGER-TERM AIMS INCLUDE:-

Continuous health and safety improvement

Continuous redecoration and facility improvements

Improvements to front of house appearance at Lancing Manor and Wadurs

Investigation into alternative usage for part of Southwick sports hall

Improvements/changes to function, bar and catering facilities at Lancing Manor

Disabled access improvements during all refurbishment work

Environmental conservation measures including:-Recycling initiativesUse of new pool water disinfection technology, reducing the need for chemical additives Further energy management and energy usage reduction

Investigate ways to increase swimming attendances –Introducing Direct debit payment to swimming lessonsIntroducing software to manage swimming lessons

Investigating new phone systems

Seeking external funds where applicable

Security improvements.

ACL will continue to work with the local schools, ADC and health service, with a view to expanding into opportunities that might arise in these areas in future. This remains an area of both opportunity and threat in future, as schools and others potentially develop their own facilities, which may compete with ACL.

There is a change in the senior staff structure at ADC and as such we will need to work towards establishing new relationships in the coming 12 months. ACL continues to benefit from the Group’s work in Thurrock and Storrington through the sharing of overhead costs.

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impulseleisure.co.uk

Charity number: Adur Community Leisure 1112020

OUR THANKSACL would like to express its appreciation to the many organisations, clubs and individuals who have helped us to achieve continuous service improvements.

IN PARTICULAR WE WOULD LIKE TO THANK -

Our staff

All Councillors and staff at Adur District Council

Our professional advisors, Sayer Vincent (auditors), Winckworth Sherwood (legal), QLM (health and safety) and NatWest (bank)

Our partners who have helped and supported us most notablyOur suppliersSchoolsAlbion in the Community

Above all, our customers

ADUR COMMUNITY LEISURE LIMITED

Registered in England under Company number 5386540Also registered as a charity, number 1112020

Registered Head Office address is Blackshots Leisure Centre,Blackshots Lane, Grays, Essex. RM16 2JU

The Company’s VAT number is 821 1770 56

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