We are proud to announce that the Beekman Group has transformed the brand name and corporate identity of Anytime Holidays to Beekman Holidays, to cement the fact that it is part of the Beekman Group stable. Why the change to Beekman Holidays? In the last decade, Anytime Holidays established its reputation as a provider of exceptional holiday accommodation backed up by excellent professional service, and has sent thousands of happy guests on the best holiday experiences of their lives. So why did we bring in the Beekman brand? The Group’s vision is ‘Making extraordinary holidays THE standard’, and with Beekman fast-becoming a household name in the hospitality sector, we wanted Anytime Holidays to leverage off our success, reputability and renowned prestige. By bringing in the Beekman name, we have elevated Anytime Holidays. Simply put, we are giving Anytime Holidays the status it deserves – thus Beekman Holidays was born. What does this mean for our clients? In the heart of all this excitement is the Group striving to ensure we fulfil our vision. So we will be bringing our Beekman Holidays offering to a whole new level! Our clients can expect even more thrilling holiday choices as well as the same professional and knowledgeable service they have come to expect from our consultants. Thank you for joining us on our exciting brand elevation journey. They say change is as good as a holiday, and with us, you get both! #Beekmangroup #KZNbusinesssense #kzntopbusiness

We are proud to announce that the Beekman Group has transformed the brand name and corporate identity of Anytime Holidays to Beekman Holidays, to cement the fact that it is part of the Beekman Group stable. Why the change to Beekman Holidays? In the last decade, Anytime Holidays established its reputation as a provider of exceptional holiday accommodation backed up by excellent professional service, and has sent thousands of happy guests on the best holiday experiences of their lives. So why did we bring in the Beekman brand? The Group’s vision is ‘Making extraordinary holidays THE standard’, and with Beekman fast-becoming a household name in the hospitality sector, we wanted Anytime Holidays to leverage off our success, reputability and renowned prestige. By bringing in the Beekman name, we have elevated Anytime Holidays. Simply put, we are giving Anytime Holidays the status it deserves – thus Beekman Holidays was born. What does this mean for our clients? In the heart of all this excitement is the Group striving to ensure we fulfil our vision. So we will be bringing our Beekman Holidays offering to a whole new level! Our clients can expect even more thrilling holiday choices as well as the same professional and knowledgeable service they have come to expect from our consultants. Thank you for joining us on our exciting brand elevation journey. They say change is as good as a holiday, and with us, you get both! #Beekmangroup #KZNbusinesssense #kzntopbusiness

The annual awards, which are now in their fifteenth years of existence, celebrate business excellence and recognise the successful businesspeople who drive these achievements, across a range of categories. In his welcome address, Imraan Noorbhai, Standard Bank Head Consumer Client Coverage, KwaZulu-Natal emphasised the bank’s commitment to growing the economy. He said, “At Standard Bank our purpose is defined by ‘Africa is our home we drive her growth’. We aim to make life better for our fellow Africans by doing the right business the right way, contributing to the financial wellbeing of our clients, and supporting sustainable and job creating growth of the economies in which we operate. We are more than a bank; we are an integrated financial services operation and deeply rooted in Africa. In these uncertain times we are committed to doing everything that we can to support our people, our clients and our communities.” https://www.kzntopbusiness.com/standa… #kzntopbusiness #standardbankkzntopbusinessawards #thebattleofthebrand #SBKZN2021 Standard Bank KZN Top Business Awards 2021 Highlights #kzntopbusiness

KwaZulu-Natal-based premium gas supplier SLG rose from humble beginnings as a black economic empowerment partnership with Sasol. The company is now a wholly black-owned and -managed company, and the second-largest trader of natural gas to industrial customers, and the largest compressed natural gas supplier in Southern Africa . “SLG started with a small complement of 18 industrial customers, but currently boasts over 50 customers in KwaZulu-Natal and Gauteng,” says SLG CEO Mzi Tyhokolo . SLG delivers its methane-rich and compressed natural gas directly from the source to its customer’s factories through an extensive, well-built pipeline network. The compressed natural gas is delivered via road network to customers in specially designed 12-m skids, from its plant at Umbogintwini to their customers Tyhokolo says SLG’s valued relationships with its customers and supplier separates the company from other energy companies. “We have formed a culture of being customer-centric on the basis of these relationships, and it is this that sets us apart in this industry,” he explains. The customer-centric focus has served the company well in that it has resulted in customer loyalty, as well as an environment in which a group of consummate professionals can offer their expertise drawn from their combined 110 years of industry experience. SLG offers its customers a cleaner, environmentally friendly and cost-efficient energy alternative to conventional forms of energy such as coal , heavy fuel oil, illuminating paraffin, liquified petroleum gas , and electricity. But it is the value-added service offering that truly sets it apart, says Tyhokolo. SLG offers additional value – beyond supplying gas ­– for customers, as it is continuously engaging them in better and safer ways of using gas to improve their overall energy efficiency and wellbeing. “No customer of ours should be burning more gas than what is absolutely necessary, which is good for business and good for the environment , while it also eliminates wastage and opportunity costs,” notes Tyhokolo. Further, SLG also offers a complimentary [OA1] advisory service , which plays an important role in offering tailored technical services . This service assists customers in choosing the most suitable equipment for their particular needs. The company also ensures that it is consistently up to date regarding the changing regulatory framework and laws to advise customers of these changes and how it affects their businesses. “Beyond trading and supplying gas , we also assist our customers in responding to the obligations these laws and regulations place on their businesses, making SLG a one-stop-shop for all things natural gas ,” he explains. Energy Crisis Tyhokolo reiterates how the energy crisis has put energy under the spotlight, which inadvertently puts gas at the forefront of these discussions. “As any good engineer will note, you never let a good crisis go to waste , and this particular crisis has provided several opportunities for the energy sector to advance the concept of ‘South Africa Incorporated’ through cleaner energies, such as gas ,” he says. The energy industry faces with a variety of opportunities that can be exploited, but it must be considered in the context of producing electricity. South Africa ’s electricity is mainly produced from coal , but this is an undesirable energy source. “ Gas , however, provides a favourable transitional energy source that could find itself replacing the current primary generation source and becoming the stepping stone to the cleaner, renewable- energy sources such as solar and wind. “That is not to say that gas would be used only for a period, and then it is no longer required, but rather that it will continue to remain relevant even as renewable sources become mainstream, since there are limitations on the use of renewable energy .” Tyhokolo adds, however, that the biggest challenge remains the source of the gas . South Africa has a restricted supply of natural gas , relying wholly on the gas imported by Sasol from Mozambique, supply that has now reached a plateau. It is, therefore, necessary to look at new sources of gas , which includes liquified natural gas ( LNG ). This provides SLG with an opportunity to be involved not only as a downstream gas trader but also in the mechanisms of bringing gas into South Africa . Expansion Plans While opportunities abound everywhere, Tyhokolo says this is severely limited, owing to the lack of gas availability in South Africa . However, SLG plans on focusing on geographical expansions. The company currently operates from KwaZulu-Natal and Gauteng and, despite having been in existence in Gauteng since 2002, it has been active in the province only since 2017. He notes that 30% of the volume of gas that the company sells is in Gauteng, which has shown phenomenal growth. “We want to replicate that around the country, so our next target is the Western Cape, which has a strong industrial base,” he announces. Ultimately, SLG aims to have a national footprint and increase its value chain through vertical integration as a gas explorer and supplier. “Once we have access to larger volumes of gas , other opportunities open up to add value, such as by being a power producer rather than just a gas supplier,” says Tyhokolo. SLG aims to become an integrated energy company, which not only provides gas as an end-product for customers but is also a power producer and an aggregator of gas for the South African energy market. www.slgas.co.za +27 (0)31 812 0555 EDITED BY: CREAMER MEDIA REPORTER

DRG Outsourcing South African business leaders have no option but to think big and to think beyond serving only domestic clients and customers. They need to seek ways of growing business interests abroad, to help grow and extend our economy and country’s revenue. We do this in two ways, firstly by building solid business foundations with engaged work environments that result in the creation of successful and sustainable businesses, and secondly by finding new markets for South African products and services. DRG and BusinessFit are passionate about helping South African business leaders with both building a successful and sustainable business and helping them to identify new markets for their products and services. We have focused initially on building trade routes between South Africa and the United Kingdom and vice versa and opening these doors to new business opportunities with vigour and intent. We have done this through two channels, first by setting up BusinessFit International (BFI) in the United Kingdom, and the second through linkages with the South African Chamber of Commerce in London (SA Chamber). The three directors of BFI, Charles Henzi, Mike Miller, and David White are seasoned business leaders, and are all part of the SA Chamber Exco team. They contribute through encouraging development of trade channels, and ensuring the process is straightforward enough for all business leaders to understand and engage. Trading internationally requires support from in country professionals and networks, who can assist in understanding local legislation requirements, cultural expectations and trends, as well as providing introductions to aligned clients and opportunistic networks. It is said that as much as 98% of new business generated in service companies is through direct referrals. Consequently, introducing new business opportunities through trusted and credible partners is critical. This is the work of BFI and the SA Chamber in the United Kingdom. Being informed and knowing about existing trade opportunities is essential, as without being ‘aware’, alignment with trade opportunities is not possible. The SA Chamber has chapters in all corners of the United Kingdom, and in recent months has set up chapters in Ireland, Isle of Man, Jersey, and South Africa. As an example of local trade opportunities, John Mulder is the SA Chamber chapter leader in Ireland. On a recent zoom meeting of chapter leaders and Exco members, John shared with us the challenges his organisation (and other Irish organisations) is having in importing raw materials, and some goods and services from the United Kingdom. These challenges essentially being centered around Brexit, and post Brexit ‘new ways of doing business’. This challenge has opened immediate doors to South African companies to supply the same goods and services into Ireland. Being aware of these opportunities would give business leaders and their teams an opportunity to consider if they are able to export much-needed raw materials, products, and services to Ireland. South African companies need to be ready or be in the process of preparing to trade effectively with the likes of Ireland and other countries. DRG and BusinessFit are excited to provide guidance to business leaders through their networks and experiences, through the SA Chamber chapter leaders, and through other SA Chamber members who have experienced value and opportunity from their relationship with SA Chamber networks and professional service providers. South Africans living abroad still consider themselves as South Africans, and still want to work and socialise with South Africans. This desire creates the perfect opportunity for South Africans in South Africa to build relationships with South Africans abroad, and to work together in a framework of trust and value creation. South Africans are known all over the world for their commitment and ingenuity, as well as getting things done, being hardworking, and entrepreneurially minded. BFI and the SA Chamber are perfectly placed to provide a springboard for South African companies wishing to trade in the United Kingdom, and beyond. DRG has been trading services internationally for many years and brings into South Africa over R100m in foreign currency each year. With more companies like DRG drawing foreign currency into South Africa, restoring balance and growth within our economy will go a long way. DRG is not the only company trading successfully on the international stage, there are many companies doing such work, and we all need to learn from each of these companies and strive to become part of international networks. More South Africans and companies are joining the SA Chamber to take advantage of becoming linked to international trade opportunities. Recently our very own KZN business leader and industrialist Moses Tembe joined the SA Chamber’s board of directors, and Mxolisi Miya joined as SA Chamber KZN chapter leader and Exco member serving on the Board Governance and Board Membership committees. The high-level contributors supporting simple trade development, which also includes David White as SA Chamber’s South African country chapter leader, are passionate about growing trade opportunities between South Africa and the United Kingdom, and to share their understandings and networks with all South African business leaders wishing to consider trading abroad. Equally so, there are many United Kingdom businesses wishing to trade locally in South Africa, which can be daunting for international companies. South Africa has its own uniqueness in meeting local business parameters and compliance expectations. These include adherence to labour laws, legal requirements, and Black Economic Empowerment transformation goals. The SA Chamber chapters will in time be established across the whole of South Africa, and will include government and nongovernment agencies that support and welcome trade into South Africa, as well as professional service providers such as accountants, banks, legal firms, B-BBEE specialist and advisory companies, HR service providers, etc. These organisations will help to provide a solid foundation of skill and expertise to all international companies wishing to trade or consider trading in South Africa. The SA Chamber chapters will have a dedicated section within the SA Chamber’s website where SA Chamber members (and companies interested in becoming members) will be able to see trade opportunities that have been identified. This will create the foundation for local South African companies to consider new markets, and to ready themselves for these new trade opportunities. The simple trade facility aims to increase trade effectiveness between South Africa and the United Kingdom, and to help make international trade for small and medium enterprises easily possible. There will be regular transfers of knowledge to SA Chamber members through online and group meetings, where professional business leaders, strategists, and technical export/import specialists will assist by providing best practice advice on governance reporting requirements, incentive support, and outward-bound trade expectations. We look forward to expanding the SA Chamber’s membership through attracting local South African companies to join the organisation and assisting business leaders to trade effectively with organisations in the United Kingdom. South Africa needs business leaders to consider if their businesses could trade effectively in international markets, where final goods are sold. We discourage trading raw materials where South Africa buys back final products. Trading effectively requires business leaders to also consider what is best for the country, rather than what makes business sense at a micro level. Our current South African economic situation informs us that urgent action must be taken to grow our economy, and we thus encourage business leaders to recognise their role in expanding their business operations through identifying and engaging with new opportunities and markets. This is best achieved through becoming a member of the SA Chamber of Commerce in the United Kingdom. For more information please contact Youshi Naidoo on youshi@drg.co.za , Mike Miller on mike@sapro.co.uk and/or Charles Henzi on charles@sapro.co.uk

Remuneration, one of the key elements in the Total Rewards model, remains the most critical factor for the attraction, motivation and retention of staff both to and in an organisation. To remain competitive organisations should review the way they establish their pay levels. Role profiling and salary benchmarking can help organisations to overcome various issues. Crucially, this is a much more focused and detailed process than simply interrogating a traditional salary survey to establish a salary range for a job title. Role profiling helps create profiles that replace complicated and poorly structured job descriptions, often no more than a ‘duty list’, with reference documents that are far more useful for employees, managers, and hiring teams. These role profiles form the basis of key talent management applications – from recruiting and onboarding to development, grading of positions, and succession planning. Properly constructed role profiles serve to establish role clarity and mitigate conflict arising out of uncertainty. Salary benchmarking is a process by which an organisation jobs are matched (typically, at least 70% match) to similar jobs and descriptions in a selected salary survey or other source of market pay data. Companies often come to us wondering whether their senior executives’ remuneration packages are in line with those offered by other organisations of similar size. Few employers routinely have access to this information and gaining it can be challenging. Pay varies widely depending on sector and many other factors. Salary benchmarking allows organisations to get an idea of these differences, while finding out pay levels typical in their own sector. Some businesses have remuneration committees in place for this purpose but knowing where to start can be difficult. Salary surveys can be useful for benchmarking at more junior levels, particularly with the volume of data that can be generated when comparing pay for roles that are common in the marketplace. The value of different components of the package can differ greatly depending on the employer. Salary benchmarking considers all aspects of remuneration to ensure an accurate reflection of the package is given. Importantly, salary benchmarking allows companies to make comparisons of these figures between a large number of businesses. As part of the analysis, research can determine the overall mean, as well as lower and upper quartiles, of staff members overall compensation packages. In developing a suggested payline and salary scale structure the organisation’s policies on remuneration must be taken into consideration, such as skills shortages and premiums, competitive position, review dates, lead/lag policy, etc. One needs to identify the market segment with which the organisation should compare itself, e.g. industry sector and choose the position within that market for which you strive, e.g. median, upper quartile, etc. Government has made significant changes to Employment Equity (EE) reporting requirements with the goal to improve the accuracy and efficiency of collecting data about wage disparities between the highest paid and lowest-paid employees. This will enable the Department of Employment and Labour to identify wage gaps and set benchmarks for different sectors. Employers must ensure that they have policies and mechanisms in place to resolve remuneration gaps and avoid unfair discrimination, real or, perceived. If there are disproportionate differences in remuneration that are not justifiable, they need to take measures to progressively reduce such differences or face possible consequences in the years to come. Failure to do so may be costly as employers may receive hefty penalties should the Department of Labour conduct an equal pay for equal work audit. With the correct role profiling and salary benchmarking technology, we are able to aid in helping you build consistency across the organisation. It is our pleasure to assist companies in these critical areas of attraction, motivation, and retention of their staff. For more information contact T: +27 (0)31 7670625 E: nikita@drg.co.za W: www.drg.co.za

We are delighted to feature Ashok Sewnarain CEO of International Bank Vaults on the front page as well as on page three of this edition of Business Sense. Ashok is the well deserving winner of the Standard Bank KZN Top Business Personality of the Year award 2021. Entering awards offer a number of benefits to businesses which should not be easily overlooked. Business awards are validation, recognition, a celebration and great public relations opportunities for businesses. All the Standard Bank KZN Top Business Award 2021 winners of this year’s event are featured in a special insert in this edition. We congratulate all these winners and the finalists on their achievements. The July edition of Business Sense welcomes some new editorial partners to our existing contributors. These are Melinda Cookson CEO Futurelink Flexible Staffing on page 2 and Thabani Zulu from Stella Lumen on page 14. Other regular contributors include: · SLG which not only supplies pipeline and compressed natural gas, but also prides itself in ensuring that its customers use gas optimally. Read more on page 4. · There is a call for entrepreneurs to enter KZN tourism projects for possible funding and to register for the TIA360 eThekwini Tourism Investment Symposium, which is set to take place in July. See page 4. · Marlene Powell in Biz Talk Corner who is on hand to assist family run business to create a legacy – page 13. · Johan van Deventer, Regional Manager KZN, LabourNet who provides some advice around the necessary actions required to manage workplace accidents effectively – page 14. · Nikita Pillay comments on remuneration, which remains the most critical factor for the attraction, motivation and retention of staff both to and in an organisation – page 15. · Dr Fareed Amod of Crown Dental Studio who asks the question: Why are regular dental visits considered a luxury? – page 15. · David White is the South African Chamber of Business in London, South African country chapter leader. He is passionate about growing trade opportunities between South Africa and the United Kingdom. Read more on page 16. Please take the time to follow the links to see the videos that accompany many of the editorials.

Many companies in South Africa continue to trade out of a hard lockdown implemented in March 2020. As a national staffing company at the coal face of placing people into a variety of positions within various sectors of the South African economy, key roles continue to be filled with experienced and skilled people. Whilst some companies continue to offer graduates entry level positions as part of their learnership programmes, so much more still needs to be done in this area. The burden of unemployment is also concentrated amongst the youth as they account for 59.5% of the total number of unemployed persons of which graduates unemployment rate was 40.3%. Some of these young people have become discouraged from participating in the labour market and they are also not building on their skills base through education and training – they are not in employment, education or training (NEET), (According to: Quarterly Labour Force Survey of 2021). Pro Bono Graduate Programme In the midst of 2020, Futurelink embarked on an initiative to bridge the gap between graduates and industry. Our goal was to help this country’s graduates find a foot hold in the employment arena to give them valuable practical experience within their specific area of learning and to simultaneously offer industry access to a resource of interviewed, highly capable, resilient, and intelligent young graduates without having to pay exorbitant salaries. Futurelink is offering this service to industry for FREE. The clients we have partnered with have found the investment of their time in upskilling and developing these graduates a worthy investment. For more information on our Pro Bono Graduate Programme please email: Natalieharvey@futurelink.co.za

Ashok Sewnarain is the founder and chairman of IBV International Vaults (IBV), a world class and sophisticated, privately owned safe deposit vaults in South Africa. Sewnarain was born in Mayville, Durban and his father ran a small, often struggling, estate agency. When Sewnarain took over the family business, he utilised his entrepreneurial mindset to inject new ideas into it, expanding into the hotel and hospitality industry as the barriers put up by apartheid were dismantled. “It was around 2004 when I overheard a bank teller saying that there is a long waiting list of people who wanted to put their valuables in the bank’s vault. I jokingly said that I will open my own vault,” Sewnarain says with a wry smile. Sewnarain began to seriously think about opening a vault. He did extensive research, which took him to other countries to look at how the vaults are constructed, the finance involved, security features and a host of other things. He found that there is substantial demand for such sophisticated facilities. In May 2005, Sewnarain opened the first private vault facility in Umhlanga’s Gateway Mall. Since then, IBV has grown exponentially and operates branches globally in London, Switzerland, and Dubai. “We choose the best malls and prime spots for our vaults. Our first site was selected because of its proximity to significant business and residential developments in KwaZuluNatal. Also, the layout of the Gateway complex facilitates IBV’s strict security standards.” “It’s a risk to have a safe at home because many people have access to your home. We offer a solution, and peace of mind. We add value to the country in a sense that people can safely keep their gold and other assets in the country instead of sending them offshore.” IBV offers safety deposit boxes in a modern-day fortresses. The vaults are built to international standards and specifications, complete with steel-reinforced concrete and protected by a sophisticated, multitiered security system. They are monitored by trained professionals 24/7. Sewnarain subscribes to the philosophy that says one should persevere and be determined to pursue one’s dreams in whatever business that one chooses. He says, “Business is full of risk and challenges that we must confront on a daily basis.” He added that he had had many failures in his business career, but all had made him more knowledgeable and humble. However, in advising other entrepreneurs, Sewnarain says, “You must be bold and have courage to launch business ventures with honesty and respect for staff, customers, suppliers and service providers.” “Life is about dreaming big. Dream to make a million dollars, rather than a million rand. The most successful people in the world dream big. It’s free. It has no boundaries and borders,” he explained. He also suggested that businesspeople should visualize their life as a set of ladders. One for spirituality and health, one for one’s career and earnings and one for investments and savings - and the final one, being the personal living and lifestyle ladder. “If you measure these four ladders, you will find that your Lifestyle ladder will be dictated by the first three ladders. If you fail, you will fall off your ladder.” IBV’s customers have special, reserved parking close to the facilities and many of them drive exotic cars. The IBV Supercar Club has spun off from the vault business; has a membership of more than 700 super-rich car owners and is recognised as one of the world’s leading supercar clubs. Sewnarain is its founder, leading patron and chairman. The members of the club often raise funds for charity. In 2014, they won the Guinness world record for the most number of supercars in a charity parade and raising R1 million for Child Welfare of South Africa in record time. The club has also partnered with the United Nations Children’s Fund Unicef in raising money for charity. Sewnarain commented that he tries to create a balance between good business and profit through providing community and social support. This balance is achieved by promoting a spirit of social entrepreneurship, which he believes is an important aspect that every business leader should adopt in their own enterprises. He concluded, “The more that you give the more that you get”.

The Nelson Mandela Foundation is inviting everyone to join them on 18 July as we honour Madiba’s birthday by contributing to meeting the immediate needs of the most vulnerable communities. While the Mandela Day call to action remains a general call to reach out to those in need, this year, the focus will be on the challenge of food security. Before Covid-19, the statistics showed us that one in four six-year-olds in South Africa suffered from stunting due to malnutrition. The ravages of the pandemic will surely worsen this devastating reality. By harnessing the Each1Feed1 programme to Mandela Day and developing the 4Cans4MandelaDay campaign, we aim to ensure that basic foodstuffs reach the most vulnerable communities this July. In the longer term, we are committed to using our research and advocacy capacity to address the systemic issues which cause food insecurity in our country. We believe that getting this right is fundamental to social cohesion and respect for the rule of law. Each 1 Feed 1 is a food distribution network championed by the Nelson Mandela Foundation that was started at the beginning of the lockdown to support families who have been worst affected by the challenge of food insecurity. Beneficiaries have included child-headed households, orphaned families, the elderly, people who are informally employed in the ECD workforce as well as people living with disabilities. The food pack has historically been robust and nutritious, capable of supporting a family of five for at least a month. The public is encouraged to emulate the campaign in their own ways to ensure that everyone has access to food this Mandela Day. We are inviting the public to donate to the campaign via our GivenGain platform or by contributing to the Each 1 Feed 1 #4Cans4MandelaDay call to action. Over Mandela Month, July 2021, the public is encouraged to contribute to the Each 1 Feed 1 food distribution network by donating non-perishable food items at all participating malls for Mandela Day. All participating malls will have clearly marked signage and a Mandela Day representative at the collection point where people can drop off their donations. Lastly, the public is encouraged to register on the Mandela Day Global Network on our ForGood platform. Here, you will find pre-vetted NGOs looking for volunteers this Mandela Month to safely donate time, skills, and resources. The ForGood platform is also an excellent portal to find ‘microvolunteering’ opportunities from the convenience and safety of home. To stay informed, subscribe to our newsletter from nelsonmandela.org

You’ve heard it before, ‘costcutting’, ‘project savings’, ‘limited operational expenditure’, ‘do more with less’. These are common phrases in the manufacturing sector. So what can an organisation do to jump on board the savings and sustainability bandwagon? As the heartbeat of all operating plants, the procurement and usage of energy attracts the most cost and requires continuous monitoring, analysis, action and improvement. Organisations need to get the correct people to answer the following imperative questions. How can fuel be optimally used? Are we combusting it correctly? Is the end-use justified and optimised? Whether its boilers, furnaces, ovens, stentors or even welding applications, all fuel-burning equipment requires monitoring and optimisation, in order to yield the best results. Safety First In a combustion reaction, a fuel reacts with oxygen. These reactions transfer energy to the surroundings as light and heat. Combustion safety is paramount and if not conducted correctly, it could lead to a chain of catastrophic events. To ensure safe and complete combustion, excess oxygen needs to be supplied to the combustion process. Failure to provide sufficient air into the combustion process means that not all fuel will not be burned and, consequently, it will be lost up the stack in the form of combustibles. Not only does this result in an obvious waste of valuable energy, but also presents as a safety hazards, as the possibility of explosions are created. Fuel Efficiency On the other hand, when there is too much air in the combustion process, additional fuel is burned to raise the temperature of this excess air to that of the combustion process. Excess air is a costly waste of fuel, because it simply absorbs heat that goes up the stack, rather than being used in the operating process. Finding the Optimal Balance The luxury of ensuring that your process receives the correct quantities of air has now become a necessity. The optimum zone of combustion has a small range, so how can one get the right balance? Firstly, one needs to monitor and analyse the stack or flue gas, by means of a flue analyser. Traditionally this was seen as expensive, however, the development of this technology, have made them affordable. As part of its value-added services to customers, SLG’s flue gas analyser is available to all customers at no cost. Additionally, coupling the signals from the analysers to that of the fans will ensure that production is in the optimum combustion zone. Un-optimised combustion can cause industries to spend as much as 10% extra on fuel overheads, which is a massive expense, especially if calculated over a five to ten-year contract term. Over the recent years, SLG’s gas analyser has enlightened customers on efficient combustion. The analyser has revealed inefficiencies and the potential for financial savings, and in some cases, has highlighted significant safety risks of substoichiometric combustion and carbon monoxide formation. As a reputable gas supplier in the energy sector, SLG not only supplies pipeline and compressed natural gas, but also prides itself in ensuring that its customers use gas optimally. Complementary, value-added services, ensure that all customers are familiar with the full supply chain, the safety and compliance requirements and lastly, the need to ensure allround optimisation. T: +27 (0)31 812 0555 W: www.slgas.co.za

John Aritho, general manager of the Beverly Hills Hotel, is a strong believer in networking. “Networks make people’s net worth grow. And I always say wherever I am, whatever position I am in, whoever I meet, it is for a purpose, and I make sure that there is a connection that helps their business and my business grow.” John was born in Kenya where he grew up in a little town in the foothills of Mount Kenya where coffee was grown. After completing hotel studies at university, John travelled to India and on to Sri Lanka and Singapore where he worked in various organisations. “I really learnt the trade and more importantly learn about Indian cuisine, which I absolutely love.” In commenting on his career choice John explained, “I chose my career out of a love for food. I also had various options as a really good basketball player, so I had to choose between playing basketball professionally or getting into cuisine. At that time, in the eighties, there were only really cooks and not chefs, but it was something I really loved doing.” His career has not always been smooth, and he has had to face a variety of challenges along the way. John commented that moving from country to country where you have to adopt different cultures and different styles of working as well as dealing with other external factors has been difficult at times. John says that another challenge in the hotel industry has been getting the right staff with the right positive attitude towards guests, which has been a challenge in some countries more than others. In reflecting on his career path, John believes that he has been successful through learning from the people that have been there before him. “I have learnt a lot from my leaders and various directors and managers that I have worked under. I am one of those people who tries to learn from other people as much as possible and I learn from my own mistakes.” The key leadership skill that he has learnt is the importance of listening. “I think that listening to what my staffs’ needs are and especially understanding what is really troubling them and what makes them happy is important. Then I move to the next step which is listening to the consumer and the shareholders of the business. If you don’t listen to what the staff, shareholders and the leaders are asking for, then, I do not think that you can be successful.” John’s future goals are to continue his career path in hotel management and to grow with the company. “But simpler than that is to make sure that the people who work under me grow into my shoes and bigger shoes if possible.” The importance of people in his life is evident in that he finds his inspiration to succeed in them. “I am inspired by a lot of people – I am inspired by innovators, I am inspired by pioneers, people like Richard Branson – not because of the millions that he has made but because of the kind of outward thinking out of the box. I think that one of the key things required to succeed is continuously learning. I read as much as I can. I try and learn and grow myself through the various courses that I enrol myself in. Education doesn’t stop and I would advise both young and older people to continue learning.” John is devoted to his family and strives to create a work/life balance. In order to disconnect and relax he says he spends time on his hobbies and doing things that make him happy. “I love nature and I love the outdoors, so I do a lot of motorbike riding. I love old things, so I restore old fashioned cars in my free time. I try to be as mechanical as possible to understand how things are built – that is one of the ways I disconnect.” The motto he lives by is very simple it is: “Work hard but learn to unplug.”