Ready for a challenge we aim to establish a complete understanding of our client’s needs. We ask, listen and learn, then create, inspire and deliver.
Previously LRW Interior Design, we have an enviable track-record for hotel design for top hotel brands.
Editor-in-Chief
Daemon Sands
Sub Editor
Foylan Rhodes
Creative Director
Donnie Rust
Designer Louise Smith
Publisher
The Lost Executive Ltd
Sales Department
Carl de Winterz (Director)
Tuck Bradley
Maxine Zurcher
Lost Executive Writers
Cassidy Banks
Foylan Rhodes
Dakota Murphy
Finance
Jerry Lincoln Smith
Company: The Lost Executive Ltd.
Company Director: DAA Campbell
Company Number: 11010157
Disclaimer
The Lost Executive and its writers cannot be held responsible for experiences had at any of the businesses featured/mentioned on www.thelostexecutive.com or in The Logbook. Despite how amazing, memorable and enjoyable they may be. Experience is down to the individual. Do your research prior to booking. Assume all posts are sponsored. All images are provided by respected businesses unless otherwise stated. All appropriate accreditation and licensing is upheld.
Fun. That’s what The Lost Executive has always been about even in the early days of the magazine. Enjoying the opportunities that life presents us and trying to find the spark of joy in everything we look at. There is no crime in enjoying one’s work, even when you’re doing the hard bits. This month has been a lot of fun.
Sustainability is not simply a hot topic to talk about today but has worked its way into the very underpinnings of modern business. Not only for the use of fuel and the reduction of the carbon footprint but for the sustainable future for all businesses and people. However, when it comes to businesses, there is much today that is simply greenwashing and with industries applying clever and complicated tactics to demonstrate their sustainability, it’s again the simplest and most direct method that works best. Enter our cover feature, Floris Licht and Hotels for Trees.
In today’s fast-paced business world, where corporate travel is a necessity rather than a luxury, the importance of safety and security cannot be overstated. As I’ve been speaking with CEOs across various industries, a common theme emerges ensuring the well-being of their employees while on the road is a top priority. With the unpredictable nature of global travel, from geopolitical tensions to unexpected natural events, companies are more focused than ever on establishing robust travel safety protocols.
CEOs are not just concerned about the logistics of getting from point A to point B. They’re also
considering the psychological well-being of their teams. After all, a safe and secure environment contributes significantly to the productivity and morale of employees. Many executives shared insights into their partnerships with specialized security firms that provide real-time updates and support, ensuring that their employees are never left in a vulnerable situation. These conversations have reinforced the critical role that comprehensive travel safety measures play in the broader strategy of corporate governance and responsibility.
Another area that’s garnering significant attention is the choice of vehicles for corporate travel. As companies seek to optimize travel experiences for their executives and teams, the focus has increasingly shifted to reviewing and selecting the best vehicles suited for long-distance travel, comfort, and safety. New car reviews are no longer just about luxury and performance; they now heavily weigh factors such as fuel efficiency, advanced safety features, and even connectivity options. CEOs and travel managers alike are keen to ensure that their vehicle choices reflect the company’s commitment to safety, sustainability, and employee well-being.
With the rise of electric vehicles (EVs) and hybrid options, many corporations are also aligning their travel policies with broader environmental goals. The shift towards greener options is not just about reducing the carbon footprint; it’s about projecting an image of corporate responsibility and innovation. In this light, we’re seeing a growing interest in vehicles that balance eco-friendliness with the demands of corporate travel, such as range, reliability, and the availability of charging infrastructure.
Beyond the mechanics of travel, there’s a fascinating trend in how businesses are approaching accommodations, particularly in non-traditional settings. Companies that operate in industries such as offshore energy, mining, and remote construction are providing some of the most interesting and innovative accommodations for their workforce. Whether it’s floating hotels for offshore workers or specially designed lodges in remote areas, these accommodations are engineered to offer comfort and safety in challenging environments.
These developments reflect a broader understanding of the importance of creating a supportive environment for workers, regardless of where their job takes them. The days of roughing it in substandard conditions are fading, replaced by a focus on providing amenities that promote rest, relaxation, and well-being, even in the most remote locations. This shift is not just about luxury—it’s a recognition that employee satisfaction and productivity are deeply interconnected.
Finally, as we continue to navigate the complexities of corporate travel, it’s clear that the intersection of safety, comfort, and innovation will define the future. Whether it’s through the choice of secure travel routes, the selection of the right vehicle, or the provision of unique and supportive accommodations, companies are increasingly recognizing that investing in the well-being of their traveling employees is not just good practice—it’s essential for long-term success.
And a belated congratulations to our head designer Louise.
Kindest
Donnie Rust
By Staff Writer
Whether you have had a holiday booked for months or are arranging a trip on short notice, you may be one of many Brits looking forward to going abroad this summer.
However, one element of international travel can impact the start of your holiday and put a damper on your plans - and that’s jet lag.
Jet lag can impact anyone travelling between time zones, and according to WebMD, it affects 60-70% of long-haul flyers in some way.
With this in mind, Ashley Hainsworth, sleep expert and founder of Bed Kingdom, has shared his top tips for minimising the effects of jet lag, allowing you to make the most of your time abroad.
You can take steps to prevent jet lag before you even get on your flight. In fact, one of the best ways to avoid jet lag is by adapting your sleeping patterns to line up with the time zone that you are travelling to.
If you are travelling several time zones west, waking and sleeping earlier the night before you travel abroad will allow you to settle more easily into your new time zone.
Depending on your schedule in the days before you leave, you could try to make this change gradually. Waking and sleeping one or two
hours earlier each night over a few days might seem insignificant, but it can go a long way in helping your body adapt to the time difference once you reach your destination.
If you are travelling east, do the reverse by waking and sleeping later in the days leading up to your departure. While this may not be feasible with some jobs or work schedules, slightly adjusting your sleeping habits can be helpful.
If your flight aligns with nighttime hours at your destination, you should aim to sleep on the plane. This can be difficult, especially if you haven’t already adjusted your sleep schedule, and even if you have, many people find sleeping in an unfamiliar environment challenging.
While planes often don’t provide the most comfortable conditions for sleep, there are things you can take on your flight that may allow you to sleep more easily. Sleeping masks, ear plugs, and travel pillows can all be beneficial, and they are often sold at airports if you forget to bring your own.
Listening to music, white noise or other ambient background sounds may also help you fall asleep. Remember to bring headphones and download any playlists so that you can listen to them in flight mode.
Staying active and walking around during your flight can help counter some of the effects of jet lag, especially if you are flying during daytime hours to your destination.
Staying active will maintain your wakefulness, reduce muscle stiffness throughout the flight, and may help prevent potential digestion issues that can arise because of jet lag.
Stretching your legs is also important for reducing the risk of blood clots developing, particularly during long-haul flights. Walking around every hour or so will be beneficial for both your energy levels and your overall health.
Jet lag occurs due to a disrupted circadian rhythm, so appropriately timing your light exposure can determine how strongly you are impacted by jet lag. If it is daytime when you arrive at your destination, it is a good idea to stay outside and soak up the sun as it will help you feel more energised and help adjust your internal body clock.
Staying indoors or somewhere away from natural light may make you feel more tired and encourage you to sleep during the day. Sleeping for long periods during daytime hours may mean you struggle to fall asleep at night, significantly disrupting your sleep schedule and making you feel worse.
Unnatural lighting, such as that from indoor lights or electronic devices, can also impact your circadian rhythm. Therefore, switching off screens and dimming lights as much as possible before bed may lull you to sleep more quickly and easily.
If you are extremely tired after arriving at your destination and feel an overwhelming sleep pressure, try to stick to short power naps. Taking naps for 45 minutes or less can give you an energy boost that will help you function better throughout the rest of the day without severely impacting your sleep in the evening.
This may be particularly beneficial for those
travelling overnight or in the early hours of the morning, as short naps are unlikely to have a negative effect if they are taken earlier in the day.
Try to avoid napping eight hours or less before you plan to go to bed otherwise you may find it harder to fall asleep as nighttime approaches.
Drinking significant amounts of alcohol, particularly in the hours leading up to bed, can significantly disrupt your sleep. It is best to avoid drinking a lot of alcohol during your flight or on the evening of your arrival, as this may interrupt your sleep throughout the night or prevent you from falling asleep quickly.
Additionally, consuming caffeine during the day while travelling may also increase your alertness, so depending on your time of travel and destination, it may have a beneficial effect on aligning your sleep schedule with your new time zone.
However, if you consume caffeine in the evening it is likely to keep you awake for longer. Caffeine increases alertness by blocking the effects of the neurotransmitter adenosine, which builds up throughout the day and creates a sleep pressure
in preparation for the evening. Consuming caffeine later in the evening can therefore delay the onset of sleep while it remains in your system.
Caffeine and alcohol can also dehydrate you, so balance their effects by drinking lots of water. Regardless of the caffeinated or alcoholic beverages you consume, staying hydrated will help minimise jet lag symptoms.
Melatonin is a hormone naturally produced by your body after the sun sets that signals it is time to sleep. Jet lag interferes with the timing of your body’s melatonin release.
Therefore, supplementing with melatonin is thought to realign your body’s natural circadian rhythm and help to reduce the effects of jetlag.
While melatonin is only available with a prescription in the UK, you can get it over the counter in the US, so it might be an option for those travelling to this destination. Aim to talk to your GP in advance if you think you might need it, as it can have side effects and interact with other medications.
If you are organising your daily itinerary in advance, you may want to stick to low energy activities for the first day or two if you anticipate being affected by jet lag.
There are plenty of things you can do that are relatively gentle and still allow you to enjoy your new surroundings while recovering from jet lag.
Some ideas for first-day activities include relaxing by the pool, taking advantage of the facilities at your resort or hotel, exploring the local town or city, or going to a nearby beach.
With the grand opening of Radisson Hotel Graz, Radisson Hotel Group introduces its upscale Radisson brand to Austria. The newly built hotel features 232 rooms and sits in a strategic location by the central train station and offers delightful spaces in Scandinavian-inspired design, while introducing the exciting Balaustine restaurant concept to the city.
Radisson Hotel Graz enjoys a location that provides easy access to all of Graz. As the capital of Styria, Austria’s self-proclaimed “green heart” known for its natural beauty and folkloric traditions, Graz is a charming travel destination known for its blend of historical and modern attractions. Visitors are drawn to its UNESCO-listed Old Town where they can explore Renaissance courtyards, Baroque palaces, and the iconic Schlossberg hill with its clock tower. The city boasts a vibrant arts scene,
highlighted by the futuristic Kunsthaus Graz, and offers exciting culinary experiences in its restaurants and cafés. Graz has a lively atmosphere year-round with its student-fueled nightlife and numerous parks, and the city especially comes to life during the numerous events held throughout the year, such as the Aufsteirern festival or the Austrian F1 Grand Prix weekend.
With 232 rooms, Radisson Hotel Graz is the city’s largest hotel. The rooms are designed in the signature Radisson style to provide a haven of comfort and relaxation. The tasteful design with clean lines, attractive natural materials such as stone, wood and soft fabrics, and a color palette with natural, muted tones create a calming space. All rooms are equipped with multiple USB ports, TVs with streaming functionality, and complimentary Wi-Fi for seamless connectivity and a perfect “work from anywhere” setup. Accommodation options include rooms facing the quiet inner courtyard or more spacious Premium Rooms with in-room espresso machines and large corner windows looking out onto Europaplatz square.
The gastronomic delights at Radisson Hotel Graz include the Balaustine restaurant located under a glass roof in the inner courtyard of the hotel, which offers a casualfine dining experience inspired by the Barbary coast and the Levant. The restaurant’s menu features a range of dishes that combine fresh, invigorating flavors and bold textures. The adjacent bar offers
a co-working space as well as lounge seating, and an extensive selection of cocktails and wines from Styria and beyond. The bar with its Scandinavianinspired design and tasteful décor is a cozy space that lets guests unwind while at the same time connecting to the city looking out onto the hustle and bustle of the square and streets outside.
Radisson Hotel Graz is also a destination for business gatherings with three meeting spaces flooded with natural light and adaptable for various setups. With the three rooms spanning 150m² and directly connected to the restaurant and bar on the ground floor, the conference space provides the perfect setting for productive meetings, complemented by high-speed Wi-Fi and the latest audio-visual technology.
“We’re
excited to welcome guests in Graz to a comfortable, relaxing stay. Whether exploring this fantastic, multifaceted destination during a leisure trip, visiting us for work, or
catching the bold flavors of the Middle Eastern cuisine served at Balaustine restaurant, we’ll make sure that every visit to Radisson Hotel Graz is a simply delightful experience,” says
Matthias Guttengeber, General Manager of Radisson Hotel Graz.
Radisson Hotel Group’s commitment to being a Responsible Business is exemplified in this new hotel in Graz: Electricity comes from 100% renewable sources, and water is heated by the city’s district heating system. For e-mobility, the hotel has four EV charging stations in its underground car park, and the separate bike room provides free charging of e-bike batteries. The use of energy within the hotel is highly efficient, including a connection of the property-management system to the heating and cooling systems, ensuring that only occupied rooms are heated or cooled. The hotel is aiming to receive a DGNB Gold certificate.
For more information or to book, click here
The vacation rental market has experienced impressive growth over the past decade, driven by technological development, changing consumer preferences and the surging popularity of alternative accommodations. Today, vacation rentals generate roughly 10% of the global travel and tourism revenue and the entire market is set to reach a new massive milestone this year.
According to data presented by Stocklytics.com, vacation rentals are expected to become a $100 billion industry in 2024.
Vacation Rentals Generate More Revenue than Camping and Cruises Combined
The rise of platforms like Booking.com, Airbnb, and Vrbo has revolutionized the vacation rental market, providing easy access for property owners to list their rentals and connect faster with travelers. The mobile app versions of these platforms and their user-friendly interfaces only fueled the market growth, helping it to gross more revenue than ever.
According to a Statista survey, vacation rental revenue jumped by 30% since 2017 and hit $94.5 billion last year despite the massive 50% drop in the first year of the COVID-19 pandemic. Although the annual growth rate significantly dropped compared to 2022 and 2023, the vacation rentals industry is still on the brink of setting a new record this year.
Statista expects global vacation rental revenue to increase by 6% year-over-year and hit $100.2 billion in 2024, more than camping and cruises
revenue combined. Nearly one-third of that value, or $34 billion, will come from Europe, the largest vacation rental market. Asia and North America, particularly the United States, follow with $28.5 billion and $24 billion, respectively.
While the European market generates the highest revenue in this segment of the tourism market, Asia is expected to see the fastest growth due to rising tourism and increasing internet penetration. Statista expects Asian vacation rental revenue to jump by 25% and hit $25.9 billion by 2029. The US market is forecasted to grow by 21% and hit a $29 billion value, and Europe follows with a 17% growth and around $40 billion in revenue in this period. Overall, the global vacation rental revenue is expected to jump by 25% and hit $125.6 billion in the next five years.
With travelers increasingly seeking more affordable, unique, and personalized experiences compared to traditional hotels, the number of users in the vacation rentals segment will also climb to record highs.
According to Statista, over 857 million people will pay for vacation rentals in 2024, 47 million more than last year and 100 million more than in 2017. The strong upward trend will continue in the next five years, with roughly 150 million new users in the market. Overall, more than one billion people will use vacation rentals in 2029.
By Daemon Sands
This year has been a pivotal year for Aviva plc, marking significant expansions and strategic investments that underscore its commitment to sustainability and growth. The UK’s leading diversified insurer, Aviva, has been active on multiple fronts, including major acquisitions and green investments, while continuing to provide exemplary service to its 19.5 million customers. This article provides an overview of Aviva’s recent activities, financial health, and its future-focused initiatives.
Aviva has made notable strides in expanding its portfolio through key acquisitions in 2024. On April 9, 2024, Aviva announced the successful completion of its acquisition of AIG Life Limited (AIG Life UK) from Corebridge Financial, Inc. The deal, valued at £453 million, aligns with Aviva’s strategy to strengthen its presence in the UK insurance market. This acquisition, first disclosed on September 25, 2023, enhances Aviva’s capabilities in providing life insurance solutions, further consolidating its position as a leading player in the industry.
Following this, on July 10, 2024, Aviva completed another strategic acquisition, Probitas Holdings (Bermuda) Limited, for £249 million. This acquisition, announced on March 4, 2024, reflects Aviva’s ongoing efforts to diversify and strengthen its market position. These acquisitions are part of Aviva’s broader strategy to expand its footprint and enhance its service offerings in both domestic and international markets.
As of June 30, 2024, Aviva’s total Group assets under management stood at £398 billion, with an estimated Solvency II shareholder capital surplus of £8.2 billion. This robust financial standing reinforces Aviva’s stability and capacity to undertake significant investments and acquisitions. The company’s shares are listed on the London Stock Exchange, and it is a member of the FTSE 100 index, reflecting its prominent position in the UK financial market.
150 years of ADT. Here now and always will be.
Aviva’s commitment to its customers is evident in its historical performance. In 2023, the company paid out £25.6 billion in claims and benefits, demonstrating its dedication to supporting its customers through various life events and challenges. With over 325 years of experience, Aviva continues to uphold its purpose of being ‘with you today, for a better tomorrow.’
Aviva’s environmental commitments are a cornerstone of its strategy. In 2021, the company announced its ambition to become Net Zero by 2040, making it the first major insurance company globally to set such a target. Aviva is working towards achieving Net Zero carbon emissions from its operations and supply chain by 2030. Despite acknowledging the broader challenges of decarbonising the global economy, Aviva remains focused on its sustainability goals and is committed to playing a significant role in the transition to a greener future.
The company’s efforts in sustainability are reflected in its comprehensive climate goals, which include reducing carbon emissions and influencing positive changes across its supply chain. More information about Aviva’s climate goals and sustainability ambitions can be found on their official website.
Aviva Capital Partners, Aviva’s in-house capital unit, is playing a crucial role in funding projects that contribute to long-term benefits for society.
On April 8, 2024, Aviva Capital Partners, in collaboration with Rock Rail and the UK Infrastructure Bank, launched a new funding platform for zero-emission buses. The initiative, named Rock Road, involves an initial commitment of £100 million to finance up to 250 zero-emission buses and related infrastructure.
This partnership aims to provide UK bus operators and public transport authorities with a finance solution to decarbonise their fleets while minimizing capital outlay and managing ownership risks. The Rock Road platform represents a scalable funding model designed to accelerate fleet decarbonisation, attract further private capital, and reduce reliance on public funding for the transition.
The Rock Road initiative has already made significant progress, including signing its first deal to fund 60 battery-electric buses to be leased to The Go-Ahead Group. These buses will be deployed across London, contributing to reduced carbon emissions and improved air quality in the capital.
The partnership’s focus on zero-emission buses aligns with the UK Infrastructure Bank’s strategic priorities to tackle climate change and support regional growth.
John Flint, CEO of the UK Infrastructure Bank, emphasized the importance of replacing the UK’s diesel-powered buses with cleaner alternatives to meet net-zero targets.
The Bank’s £50 million debt financing for the Rock Road platform underscores its commitment to accelerating the decarbonisation of the transport sector.
HSBC UK is also providing debt finance, further supporting the development of this green initiative.
Charlotte Jones, Chief Financial Officer at Aviva, highlighted the company’s investment as part of its broader strategy to stimulate growth, support communities, and facilitate the transition to net zero. The partnership with Rock Rail and the UK Infrastructure Bank exemplifies Aviva’s dedication to fostering sustainable development and advancing public transport infrastructure.
“Aviva is investing across the UK to stimulate growth, help communities get ready for the future and support the transition to net zero,” Charlotte says, “This investment will make it easier for transport authorities to decarbonise their networks whilst continuing to provide a valuable public service.
Mark Swindell, CEO of Rock Rail, praised the collaboration with Aviva, noting the company’s experience in deploying successful funding models and its potential to support the introduction of bus franchising. Since its entry into the UK rolling stock market in 2016, Rock Rail has invested over £3.5 billion in new trains and sees similar opportunities in the zero-emission bus sector.
Anthony Browne MP, Decarbonisation Minister, welcomed the partnership and its commitment to funding 250 new electric buses, complementing the recent £143 million investment to roll out nearly a thousand zero-emission buses across England. This collective effort highlights the ongoing collaboration between industry and government to provide cleaner and more efficient public transport options.
On a personable level, Aviva’s commitment to its employees is evident in its status as a Living Wage, Living Pension, and Living Hours employer. Considering the current state that the UK’s inept government has led the country into, Aviva’s employees are at least supported by a company offering market-leading benefits, including flexible working arrangements, paid carers leave, and
equal parental leave. These initiatives reflect Aviva’s dedication to supporting its workforce and fostering a positive work environment.
In 2024, Aviva plc has demonstrated its strategic foresight and commitment to both growth and sustainability through significant acquisitions and investments. The company’s focus on expanding its market presence, supporting green initiatives, and enhancing its service offerings underscores its role as a leading player in the insurance industry. With a robust financial position and a clear commitment to sustainability, Aviva is well-positioned to continue its positive impact on customers, communities, and the environment.
www.aviva.com
By Donnie Rust
Personal safety is a common and mind-occupying concern for everyone and cited as one of the major reasons why some people do not travel. For those who do, it is in their best interests to take steps to ensure their safety ahead of time. For POI (people of interest) including travelling high-end corporate executives, dignitaries, royalties and wealthy wanderers’ personal safety is something that is usually outsourced to companies that can offer the skillsets and technologies needed to prevent anything from happening.
This is one of those scenarios where the measure of success is when nothing happens. Donnie Rust took a deep look at one of the award-winning businesses
leading their sector in terms of applicable technology for the prevention of incidents as much as the monitoring of them. Eagle Eye Networks.
Eagle Eye Networks is the global leader in cloud video surveillance, providing cyber-secure, cloudbased video solutions enhanced by artificial intelligence (AI) and analytics to boost business efficiency and enhance safety worldwide. Companies of all sizes rely on the Eagle Eye Cloud VMS (video management system) to centralize their video surveillance, improving both security and operational efficiency.
Designed specifically for the cloud and AI, the Eagle Eye Cloud VMS offers unlimited scalability, straightforward usage-based subscription pricing, advanced analytics, integrated AI, and a flexible open RESTful API platform.
Eagle Eye’s products are distributed through a global network of resellers and integrators. Founded in 2012, the company is headquartered in Austin, Texas, with offices in Amsterdam, Bangalore, and Tokyo and recently their founder and CEO Dean Drako won the Ernst & Young Entrepreneur Of The Year® 2024 Gulf South Award.
Eagle Eye’s license plate reader is an AI-powered license plate recognition technology that works with any surveillance camera in all kinds of challenging conditions, increasing business security and efficiency while lowering costs. Eagle Eye LPR (also referred to as automatic number plate recognition (ANPR)) is an affordable, practical solution designed for personal security firms seeking maximum flexibility, exceptional support, and a video management and AI platform robust enough to scale and adapt to changing conditions.
Powered by Eagle Eye Networks industryleading AI and analytics, Eagle Eye LPR collaborates with the Eagle Eye Vehicle Surveillance Package to enable seamless monitoring of vehicles across multiple locations. Allowing the surroundings of POI (people of interest) to be monitored from varying perspectives and vantage points.
Should the worst take place, Eagle Eye 911 Camera Sharing is a first-of-its-kind technology that gives Emergency Communication Centre telecommunicators (911 professionals) instant access to security cameras, empowering them to deliver critical incident information to first responders during an emergency. Eagle Eye 911 Camera Sharing has won numerous security industry awards including: 2024 ESX Innovation Award, 2024 Secure Campus Award and 2024 Campus Safety BEST Award.
As mentioned above, Dean Drako, Eagle Eye Networks Founder and CEO, won the Ernst & Young Entrepreneur Of The Year® 2024 Gulf South Award. Entrepreneur Of The Year is the world’s most prestigious business awards program for unstoppable entrepreneurs and leaders of high-growth companies. The award ceremony was earlier this year.
Under Drako’s leadership, Eagle Eye Networks has revolutionized the video surveillance industry, achieved significant growth and
One of the international market leaders in vendor-neutral security and building management. Our software solutions are used wherever maximum security is indispensable.
helped businesses worldwide enhance security and operational efficiency through cloud, advanced AI and analytics to make the world a safer place.
Eagle Eye Networks has made notable advancements in AI technology, including its award-winning, AI-powered Smart Video Search and License Plate Recognition, and its newly launched 911 camera sharing, which has already won two awards recognizing its positive impact on public safety and emergency response.
“Receiving this award is a tremendous honour and a testament to the hard work and dedication of the entire Eagle Eye Networks team,” says Dean, “We remain committed to pushing the boundaries of the cloud video surveillance industry with our AI features, delivering exceptional value to our customers, and positively impacting the world.”
Drako founded Eagle Eye Networks, and he sits as Chairman of cloud access control leader Brivo, and Chairman of enterprise security automation leader Cobalt AI. Previously, he was founder, president and CEO of Barracuda Networks, where he created the IT security industry’s first spam filter appliance, growing the company from its inception in 2003 through 2012 to more than 140 products and 150,000 customers.
An independent judging panel of previous award winners, leading CEOs and other business leaders selected Drako. Candidates were evaluated based on their ability to create long-term value through entrepreneurial spirit, commitment to their purpose and the demonstration of growth and substantial impact, among other key indicators.
As a Gulf South award winner, Drako will be considered for the Entrepreneur Of The Year 2024 National Awards. The National Award winners, including the Entrepreneur Of The Year National Overall Award winner, will be announced in November at the Strategic Growth Forum®, one of the nation’s most prestigious gatherings of high-growth, market-leading companies. The Entrepreneur Of The Year National Overall Award winner will then move on to compete for the World Entrepreneur Of The Year® Award in June 2025.
Entrepreneur Of The Year recognizes many different types of business leaders for their ingenuity, courage and entrepreneurial spirit. The program celebrates original founders who bootstrapped their business from inception or who raised outside capital to grow their company; transformational CEOs who infused innovation into an existing organization to catapult its trajectory; and multigenerational family business leaders who reimagined a legacy business model to fortify it for the future.
www.een.com
By Donnie Rust
Wanting to get the best and most informative experience during visits to West Africa, business and leisure travellers keep Ucomafrik’s contact details close at hand. Ucomafrik, which was founded in 2016 by Confidence Aguiyi and now employs nine people, have a reputation for professionalism, intelligence, and going beyond simple itineraries to make their client’s leisure and business trips as rewarding as possible.
Beyond planning and providing tour guide services, Confidence’s team also assist with hotel reservation, transportation, flight tickets, tour packages and visa assistance service to their international and domestic tourist-travellers. Thanks to their complete understanding of their region, they offer an extensive range of bespoke tours including medical research tours, historical and culture exchange tours, adventure tours and wildlife safaris, pleasure and romance tours, city tours and business trips.
As the oil boom in West Africa continues to grow, numerous international companies are flocking to the region, drawn by the wealth of new business and investment opportunities offering impressive returns and lucrative trading prospects.
Contributing to this surge are organizations like Ucomafrik, which help businesses identify promising locations within Africa for business development, seminars, and training programs and then answer their specific travel needs.
Confidence explains that the rise of corporate executives seeking to combine business with leisure continues to grow and that Ucomafrik are in the perfect position to support this.
“Our understanding of city tours and safari expeditions as well as our efforts to become the most trusted tour operating partner to our clients, gives us an advantage for those businesspeople looking to expand their visits,”
he
says.
Further to this, according to Confidence, his business hinges on trust, especially as the area’s reputation has been blighted by scammers. This is why reputation and client feedback is so important and his team have worked very hard to earn a positive rating on Tripadvisor, which Confidence advises all potential clients and interested parties to visit. For the sake of representation and building this trust he regularly takes the time to respond to the positive feedback and encourage honest reviews.
“Client feedback is very useful to us to continue to grow and stay relevant,” he says, “I am humbled by the feedback and very proud of my team and what we can offer.”
In 2024 and 2025, plans include to upgrade their current website to be more client-interactive. This will further their plans to grow while continuing to offer unique tour content that is different from the normal trend and gives something special and memorable to their clients.
FULL NAME: Confidence Aguiyi, Founder
EMAIL: info@Ucomafrik.com
WEBSITE: www.Ucomafrik.com
By Isobel Kruger
The Hospitality Association of Namibia (H.A.N.)
is a trade association focused on developing Namibia’s hospitality sector to its full potential. By representing the sector’s full spectrum, including accommodations like hotels, guest houses, and lodges, conference centres, marketing and advertising companies, suppliers, and tour facilitators, H.A.N.’s growing membership signifies its commitment to building meaningful industrywide partnerships.
Since its founding in 1987, H.A.N. ‘s popularity among Namibian hospitality sector stakeholders has grown from a humble sixteen members to almost four hundred members to date. Through the years, increasing membership diversity also contributed to H.A.N. becoming the true representation of an umbrella body and a key role player in the hospitality sector, aiming to protect their members’ collective interests as well as support them to reach their full potential in an industry brimming with possibilities and rooted in true diversity.
H.A.N.’s operations are rooted in an acceptable behaviour framework comprising five foundational values: Service, Excellence, Respect, Value, and
Ethics. These foundational values lead to one key term—serve—summarising its main focus to serve its members just as businesses in the hospitality sector strive to serve their guests.
While desolate in appearance, Namibia’s arid landscape is teeming with life, the remarkable kind that managed to survive and thrive in the harshest of environments. It offers an unexpectedly eclectic range of tourist activities. Boasting the cultural diversity of the San, Himba, Vambo, and Herero peoples, as well as Germans and Afrikaners, tourists can experience these communities’ unique traditions and lifestyles.
Unabashedly Warm Afrikaner Hospitality
Whether you decide to discover the charming town of Swakopmund or go hunting towards the more rural realm of Otjiwarongo, you will find friendly Afrikaner folk ready to welcome you, many working in the Namibian tourism industry as guides, lodge managers, or local business owners.
Afrikaner hospitality gives Namibian tourism a unique flavour with its unapologetic genuineness, the Afrikaner’s need to make sure guests are extremely well-fed and comfortable at all times, and their intense appreciation for nature.
Diverse Natural Landscapes
Namibia offers tourists some of the most remarkable natural wonders. The Namib desert is the oldest desert known to man, with Sossusvlei as its most scenic tourist destination.
The Fish River Canyon is the world’s second-largest canyon,
and the area hosts sought-after lodges, guest farms, and rest camps with breathtaking views.
And, while it is challenging to unite the desert and the ocean in the mind’s eye, the Skeleton Coast achieves this beautifully with dramatic landscapes that feature long-lost shipwrecks and unsolved mysteries.
Well-known for its wildlife, tourists flock to Namibia for safaris and hunting, and both activities are wellcatered for by the tourism sector. With both public and private game reserves offering a range of accommodations and facilities designed for gamewatching and safaris, tourists are spoilt for choice.
Hunting not only contributes to the tourism sector but also plays a key role in nature conservation. In Namibia, hunting is well-regulated, and speciesspecific quotas are adjusted annually to ensure sustainable wildlife use. As these populations increase or decrease, the sustainable number of animals eligible for hunting also increases or decreases to provide an economic incentive to both protect and grow the Namibian wildlife population and responsibly contribute to the country’s tourism and hospitality.
Activities like sandboarding, quad biking, hiking, and dune climbing provide yet another dimension to Namibia’s multifaceted tourism landscape. These activities are set against Namibia’s breathtaking environment, appealing to thrill-seekers and nature lovers alike.
Namibia offers many luxury tourism opportunities that not only boast high-end amenities but also stunning landscapes and unique wildlife. Luxury safaris, hot air balloon rides, and wildlife tracking provide personalised African experiences with exceptional service, allowing tourists to explore the country’s remote wilderness in style.
A sparsely populated country with no fertile ground for commercial agricultural practices or other locally produced exportables, Namibia relies on tourism for economic growth and job creation, needing tourists’ support to keep things going.
After the lockdown became official in March 2020, leading to international travel restrictions, tourism came to a grinding halt, with dire consequences for countries like Namibia, whose economy relies on the hospitality sector.
As a result, over 50% of surveyed Namibian businesses, including those operating in tourism and hospitality, have reported retrenchments and wage reductions since the COVID-19 pandemic. One in four women employed in the tourism sector lost their jobs during this period, and 79% of businesses report reducing their staff’s working hours, with one in four workers transitioning to part-time work to make ends meet.
These cutbacks had a ripple effect, with supply chain businesses in the Namibian tourism industry reporting the need to reduce investments and business expansion by 46% and increase their prices by up to 35% while lowering logistics services by the same percentage.
Almost 50% of these business owners had to dip into personal savings to keep their doors open while delaying payments to service providers and suppliers.
Many businesses did not survive long enough to take the road to recovery. However, the country aimed to increase their post-pandemic tourist numbers to pre-pandemic levels and international tourist arrivals in Namibia shot up to 87,4% , with a 2023 report showing 1,05 million total visitors.
With this new dawn in the Namibian tourism landscape, H.A.N. aims to help its members make the most of the renaissance and beyond by promising quality, service, and value for money. As an umbrella body for the hospitality sector, the Association also aims to involve all role-players in the hospitality industry and elevate their members to true ambassadors of Namibia’s unique landscape and experience.
By Donnie Rust
Standing out like a beacon upon a backdrop of arid shrublands, the White House Guest Farm offers travellers and road trippers, true Afrikaner hospitality under Namibia’s magnificently clear skies. Set on a 112-year-old farm, the guest farm was opened in 1995 and offers guests a historic farm-style accommodation, great food and fun activities in the sublime, calm beauty of South Namibia Grunau.
A small community with a permanent population of roughly four hundred people, Grunau is an important overnight bolthole for those embarking on sightseeing tours along the west coast of Africa and for businesspeople and families travelling between Cape Town and Windhoek. While a wellrelied upon spot to refuel the car and stretch the legs, travellers often stop for multiple days to enjoy the rejuvenating calm of the vast desert shrublands.
own standards. Also, they can prioritise strong relationships and partnerships over a bottom line. Which is everything out here.
We were lucky enough to speak with Nita De Wet, a member of the second generation of De Wets managing the guest house and discussed what it’s like to manage a business in the middle of nowhere.
Nita explains that managing an operation like The White House Guest Farm, is unique and over two generations the De Wets have become experts at planning ahead. Their independence comes with pros and cons. Not owned or supported by big corporate entities they are entirely responsible for their own fate, but this makes them light on their feet, quick to act and free to set their
“Obviously you have to have good relationships with reliable suppliers and subcontractors that understand your business needs,” she explains, “For example, when we look at new suppliers the first thing we consider is their logistics, quality, pricing and frequency of delivery and if they understand how important this is.”
Open communication like this is mirrored in the way the De Wets discuss new developments and plans for their business. As an example: road travel, for business and leisure, from South Africa through Namibia is growing in popularity and Grunau’s strategic location makes it an increasingly competitive market. To keep ahead of things like this, Nita tells us that the family take the time to have regular sit downs to talk things through. Making sure they’re all on the same page with their decisions. It brings to mind the adage of failing to plan is planning to fail.
Namibia is in the middle of a drought and Nita explains that major onsite developments are currently on hold. However, innovation is always part of life out here and the family have always tackled challenges head on. While other businesses may swoon under the heat, the De Wets get busy and find a way to improve the guest experience in spite of circumstances.
“A problem can always be solved if you are able to look at things from a different perspective,” she says, “This is not the first drought that our family has gone through, and a plan is always made. Giving up is just not a family trait.”
In this instance, one may notice the greenery surrounding the White House standing out against the parched dryness. This is not by accident and Nita explains that they wanted to offer guests some greenery to enjoy. However, being in the middle of a drought such use of water was impossible and they had to make a plan.
Instead of using the limited potable water, they made their own grey water system to filter and reuse all water waste from the property. This allows them to enjoy a grassy lawn and a vegetable garden even in the middle of the drought. It sets them apart from their competition in the area and provides them with a means of ensuring zero water wastage until the overdue rains.
For almost thirty years, the De Wets have worked hard to keep their standard of guest care, and according to Nita this starts with looking after all members of the team. The onsite staff who are locally recruited, have worked for them for generations and are a part of the family. Happy staff means happy customers, but there are a few things that make Afrikaans hospitality extra special.
“We use honest advertising and keep our word,” she says, “Going out of our way to accommodate their needs. We aim for true hospitality. Which is more than just being pleasant and checking rooms. It is going out of our way to be good hosts.”
The White House has a communal dining room, fully equipped kitchen, living room and braai area. In each room guests can find a fridge well stocked with the essentials: cold beer, wine, soft drinks and water. Teas, coffee, sugar and milk are available in the kitchen and each room has its own private shower and toilet facilities, and the main building is fully equipped with modern amenities.
There are a host of activities available that promise to give the full experience of this unique travel destination. The White House is situated 115 km from the Fish River-Canyon (C12), and 125 km from Ai-Ais hot springs (C10). Interestingly, the area of Grunau is known for a succulent plant called Lithops (beeskloutjies) and, more specifically, the Mickberg-gensis, a sub species of the Karasmontana group which can be found on the farm.
A site seeing trip of between 3-4 hours is available and includes a visit to the Rose-Quartz quarry. Rose quartz has a beautiful delicate pink colour which is used to make jewellery.
Hikers, cyclers, mountain bikers and dirt bikers will love the area, but will need to bring their own bikes and equipment. The old farm dam has been converted into a swimming pool with clear water for the children and a Jungle Gym that will make kids very happy and adults very jealous.
As explained on their website, guests are welcome to self-cater while they stay, however it is suggested that they take the chance to enjoy a proper Afrikaans braai. Braai packs are available, and
nothing comes close to sitting around a fire, with the smell of lambchops under that endless sky. For those who are visiting this region for the first time, the delicious catalogue of flavours that come with a braai will immortalize the experience in your mind. And for those who have experienced it before, you know exactly what we’re talking about.
Afrikaner Boerekos, literally translated as “Farmer’s Food,” is to Afrikaners what spaghetti is to Italians. This traditional, hearty country-style cuisine is enjoyed wherever Afrikaans is spoken and typically features a plate piled high with vleis, rys, aartappels, en pampoen (meat, rice, potatoes, and pumpkin).
At White House Guest Farm, Boerekos is given special attention, with Nita proudly revealing that the lamb served in theirs comes directly from their own farm.
Rates are shown below but these are due to increase from 01 March 2025.
Family Accommodation
There are three family rooms that consist of one double bed and two single beds (one of these rooms is on the side of the building and has its own private entrance and small kitchenette), and two-family chalets that include a double bed and a bunk bed.
4 pax = N$ 1020 per room per night
3 pax = N$ 950 per room per night
2 pax = N$ 880 per room per night
Two Family Chalets, consisting of double beds and a bunker bed. The chalets are all equipped with a kitchenette, well stocked fridge with cold beer, wine, soft drinks and water, private barbeque area and ensuite bathroom with shower, toilet and wash basin.
4 pax = N$1020 per chalet per night
3 pax = N$950 per chalet per night
2 pax = N$880 per chalet per night
Student Accommodation
There is a smaller student room which includes two single beds. Perfect for older children, kids with friends, or students.
2 pax = N$600 per room, per night
1 pax= N$600 per room, per night
The Twin Chalet offers much more than the Student Room With each chalet having the abovementioned amenities.
2 pax = N$880 per room, per night
1 pax = N$660 per room, per night
There are four campsites suitable for tents or caravans and each one comes with an electrical outlet, water faucet and light as well as a communal ablution block, with showers, toilets and basins.
N$200 per person per night
Children under 6 years old stay for free Children under 12 years old pay half price. Children 12 years old and up pay full price.
ADDRESS: Farm Mickberg 262, Grunau, Namibia
TELEPHONE NUMBER: +264 81 351 0534
EMAIL: withuis@iway.na
WEBSITE: www.withuis.net
by Sara Essop
Tucked away in a vast expanse of Namibian wilderness, at the edge of the Auas Mountains, Farm Finkenstein is more than just a place to rest your head—it’s a journey through time. Owned and operated by the Finke family for four generations, Farm Finkenstein has evolved from a humble rest stop for ox-wagon travellers to a homely guest farm that continues to welcome visitors from around the world with its unique blend of history, nature, and heartfelt Namibian hospitality.
Bernhard Finke, the current owner, was raised on the farm, which was purchased by his great grandfather in 1903, following his travels around Africa with Cecil John Rhodes. Located approximately 17 kilometres from Windhoek, the farm once served as the first stop on the eastward journey from the city, offering much-needed rest and respite to weary travellers after a long day of traversing the rugged Namibian terrain by oxwagon.
During the early 1940s, Bernhard’s grandfather began offering tours through Southern Africa. In later years, people would come with their families and stay for a minimum of three weeks, often longer. These days, most guests are self-driving tourists arriving in the country or departing, who choose the farm for its convenient location, 25km from Hosea Kutako International Airport.
As expected, the busiest times of the year are during the summer holidays in both the Northern and Southern Hemispheres. Travel trends change over time and Bernhard observes that before lockdown, guests used to travel either in large groups with buses or in small compact groups, trying to see as much as they could in as little time as possible. After lockdown, the bus groups became smaller, and the self-driving groups became bigger, with travellers taking more time to appreciate the beauty of the
country. In the long run, this is expected to lead to more long-term stays and less short-term stays.
Guests in search of the wide-open spaces and wildlife that Namibia is renowned for will not be disappointed. Situated close enough to the city to be easily accessible, yet far enough to offer a peaceful escape into nature, Farm Finkenstein allows visitors to experience the best of both worlds. It is surrounded by 5,000 hectares of land and located within a hunting association of approximately 100,000 hectares.
Nature conservation is a top priority at the farm, which operates with a strong focus on sustainability. Largely self-sufficient, the farm produces its own milk, meat, eggs, and vegetables, offering guests a true farm-to-table experience.
With just five en-suite rooms which can accommodate up to 12 guests, each stay feels intimate and personalised. Four of the five rooms are spacious with the capacity to add extra beds, and one is a family room. The rooms are designed to reflect the farm’s rich history and natural surroundings, with warm, earthy tones and traditional Namibian décor, and they have been
recently renovated. Wooden accents and simple yet elegant furnishings add to the sense of home, while large windows offer panoramic views of the outdoors.
Despite the farm’s historic roots, the rooms are equipped with modern amenities, ensuring that guests don’t have to sacrifice contemporary comforts while enjoying an authentic farm experience.
Accommodation can be booked either on a roomonly basis, with breakfast, or on a half-board basis. Guests can socialise on the sun terrace, in the communal dining area or outdoors, and future plans include a small open venue with a fireplace and cooking facilities.
For those who see Farm Finkenstein as more than a stopover to other destinations, there are sufficient activities to keep them entertained. The farm’s location provides guests with the perfect opportunity to immerse themselves in Namibia’s stunning landscapes, which can be explored through farm tours and game drives, seeing wildlife and birdlife en-route.
Mountain excursions will take guests on hikes into the Auas Mountains, where they will be treated to beautiful scenery, crisp mountain air, along with invigorating physical activity. Tours of Windhoek city and Katutura township will delve into the
history of the areas, offering deeper insights into their origins, while stargazers will be thrilled at the breathtaking, clear night sky.
The farm’s vast hunting grounds are home to abundant wildlife species including oryx, kudu, warthog and more, and the pristine setting and varied terrain provide the perfect backdrop for
responsible and sustainable hunting adventures with professional guides.
For an even more unique activity, guests can try their hand at a basic blacksmithing course, which provides a hands-on experience of Namibia’s artisanal heritage, and gradually advances from crafting a beginner-friendly fire poker to a more intricate frying pan.
Bernhard runs the farm with his wife, who hails from the northern Namibia, and grew up travelling in Namibia and South Africa. They employ a small staff complement of between 3 and 6 locally recruited staff members depending on demand for services. The staff are given basic hospitality training as well as training in any other specialised areas within the hospitality scope, that they require.
Guests can book via mainstream booking portals and awareness of the property is driven through attendance at hospitality functions, and good relationships with travel agents and hospitality firms.
Namibia attracts a diverse range of travellers, primarily those seeking adventure, natural beauty, and cultural experiences. Bernhard’s advice to first-time visitors there is that they should bear in mind that most places are reached through gravel roads, which require much slower driving than one might anticipate. Most places have much more to see if one takes the time to discover them.
According to Bernhard, guests here aren’t just room numbers; they’re treated as individuals with feelings. Farm Finkenstein has been a sanctuary for travellers for over a century. Its appeal lies in its proximity to the airport, its rich history, surrounding nature and homely atmosphere. From the early days of ox wagons to modern-day road trippers, Farm Finkenstein has evolved but remains true to its roots as a haven of comfort and rustic charm.
WEBSITE: https://farmfinkenstein.com
CONTACT: bernhard@farmfinkenstein.com
+264 81 124 7067
SOCIALS: Facebook, Instagram
De Heerlijkheid Loenen Bed en Breakfast, a historic building situated in Slijk-Ewijk is a recently renovated bed and breakfast with a garden and terrace.
www.deheerlijkheidloenen.nl iwegereef@deheerlijkheidloenen.nl
By Donnie Rust
Floris Licht, founder of Hotels for Trees is at the head of a pioneering organisation with over two hundred and twenty hotel partners across thirty different countries. He kindly spoke with the Lost Executive, about how a good idea, requiring minimal effort from those participating, has successfully planted over four hundred thousand trees across the globe.
Regardless of sustainability being a hot topic in hospitality (as well as other industries) there seems to be more talk than action. Everyone may be willing to be more sustainable, but life is challenging, and people have different priorities. The riddle is how do you make people act without asking them to? Hotels for Trees has provided a simple solution that everyone staying at one of the participating hotels can get involved with. And what does it take? Hanging a strip of cardboard on a door handle and skipping a room clean.
When staying at one of the participating hotels for more than one night, guests can skip the usual daily clean of their room by hanging a specific Hotel
for Trees door-hanger on the door. The cleaners bypass the room, and the savings made in staff time, cleaning materials and energy costs etcetera, are used to plant a tree. As Floris Licht says, “Skip a clean and plant a tree.”
It is a simple and effective elevator pitch, but is it really the sort of replicable solution we have been looking for or just another ploy offering lip-service greenwashing?
Floris Licht is a hotel General Manager himself who has spent his career working with Hilton and Accor, managing various prestigious and high-end hotels in multiple countries across the globe including Germany and Australia. He is eloquent, well spoken and candid and took the time to outline the specific points that has made this project successful.
Firstly, it relies on complete transparency. On hotelfortrees.com/en/results guests and interested parties can see the data on which hotels are taking part, the number of trees planted yesterday, last month and so far. The stats have been updating since July 2021 and are changed in real-time.
“This is important because it gives the participating hotels real data to work with
to demonstrate their own sustainability efforts,” he explains, “And interested parties are able to see the statistics of each hotel as well.”
Travellers, be it for business or pleasure, who have an interest in sustainability can use the hotelsfortrees. com website to search for participating hotels in any area. This is a powerful tool for the hotels because if given the choice travellers today will select a hotel with a sustainability plan over one that does not. And, from the guest’s perspective, this sort of participation won’t be foreign to them because many hotel chains offer a “skip a clean to save energy” or “reuse your towel” option, it simply takes that idea and goes a step further.
Like icebergs, plans are judged by what can be seen. Floris explains that the coordination behind the project was carefully thought out and based on research and testing. A network of partnerships was established that would allow the project to get through the culture differences, language barriers and the ESG (environmental, social and governance) of different countries.
He reveals that there were a number of questions that had to be asked prior to getting set up. Such as: Where were the trees going to be planted and who was going to plant them? How were they going to make sure that the trees were looked after long enough to grow to collect carbon and how could they keep participating parties involved?
“One of the first obstacles was obviously language,” Floris
explains, “Another was and remains cultural differences. And of course it isn’t at the top priority of some places.”
But surely hotel businesses would be on board with an idea that had proved results and very little (if any) real expenditure?
“It is a twofold issue,” he says, “On one side are the operators and the hotels themselves and on the other side are the guests. If you look at where there is the most focus on sustainability it actually comes from the markets where we are already present. The demand from guests from foreign countries for hotels to be sustainable is less than the demand from the UK, Europe and Australia.”
Whether for a business trip, a seminar, a romantic getaway or a visit to the region as a group, alone or with your family, the AFTERWORK Hotel will meet all your expectations.
Concurrent to this in some countries where they have tried to grow, they’ve come into conflict with the industries themselves. For example, in parts of America, the labour unions- who Floris stresses are an essential part of the industry- see the skipping of a room clean as meaning that a labourer is losing work.
“Next to this, if you’re in a country and struggling to meet basic needs, you’re not going to be concerned with sustainability,” Floris says candidly, “It’s only when you have enough that you can start saving on what you have. Sustainability is a luxury.”
“It’s only when you have enough that you can start saving on what you have. Sustainability is a luxury.”
The largest number of participating hotels is currently Europe where outsourced cleaning usually costs anywhere between 7 and 12 euros per room. Interestingly, Floris reveals that feedback from (young) employees at these hotels shows that they prefer working for hotels that have sustainability programmes. By relieving some of the pressure from housekeeping there is more time for training, learning & development and quality control. Additionally, many event planners and corporate buyers increasingly want to do business, meet and stay at hotels that go above and beyond when it comes to ESG.
A pilot study was conducted in the DoubleTree by Hilton Amsterdam Centraal Station, the Hilton Hotel that Floris manages himself, where they added a QR code on the back of the door-hanger that invited guests to take a short survey. Over a month period, they had an average of 30-40 people opt to skip a clean for a tree every day, but not one person took the extra step to complete the survey.
“It opened our eyes,” he says, “But it makes a lot of sense. Convenience is everything today, all of our devices and all of our new ideas are aimed at making
things easier and quicker. A big part of our success is that it’s a simple idea of putting a cardboard slip on the doorknob or clicking an option on the booking in stage. Then that’s it, you’ve planted a tree and contributed to a long-term sustainability plan that’ll benefit you and your kids.”
Using the technology landscape already imbedded within the hotel industry to engage the consumer has been important. Every hotel has a Property Management System and one of these systems called Mews, which is cloud based, has adopted
Hotel For Trees as their CSR partner, so a guest is able to sort things out from their device at the check in stage.
Introducing the wrong types of trees into a biosphere can have devastating consequences on the environment. This is where the actionable arm of the project, Trees for All, comes into the story.
Trees for All have the network of in-country-on-site groups who are the experts in trees, soil, carbon absorption and environmental impacts.
How it works is, Hotel for Trees donates the money from their network of hotels to Trees for All who then set up the incredible work to make sure the right trees are planted in the right areas for the best results. Furthermore, the trees are looked after and monitored in what has to be the best example of fore planning.
Aletta Janssen, relationship manager, has been with Trees for All for seven years and admits that there have been a lot of companies involved in greenwashing. As such, they have been very careful in selecting who they work with.
“We’re not just planting trees,” she asserts, “We’re creating biospheres, that not only collect carbon dioxide but also provide natural habitats for insects, animals, birds and other plants. Growths have to be nurtured and looked after for years before they reach the right size for us to realistically measure the amount of carbon they’ve collected. But these growths serve many purposes prior to that time.”
She also highlights that companies that may have greenwashed previously are now starting to get involved earnestly. She explains this change of heart to government initiatives, consumer insistence and a new generation of eco-conscious businesspeople stepping into leadership positions and wanting to make a difference.
Aletta explains that Trees for All isn’t just their project, they work with all sorts of project partners, at home and out. Such as in Mexico where they collaborate with an independent partner to replant mangrove forests. These independent businesses work with their local agriculture. She explains that
they have certain rules where projects that their partners need to follow. Such as, they have to plant various trees that are suitable to the area and be able to monitor the growths afterwards.
“Trees for All donate money to these partners to plant and look after trees,” she says, “These community-based projects also provide employment and a sense of ownership and a desire to protect them.”
Each partner is vetted before they’ll work with them based on qualifications and experience; data on the growths is sent to them twice a year and every two years they visit them in purpose to check in.
When Aletta started seven years ago, they had five staff members and now they’re up to twenty-three roughly. They’ve been operating for twenty-five years but in the last seven they’ve had a hockey stick growth. In 2023 they celebrated 10 million trees planted.
Speaking with Floris, we enquired about what is next. He says that more growth is wanted as the more the better, but that the future of the project depends on getting stuck in today.
“We have 220 partners, but half are based in Netherlands, we know there is great potential in other markets, so we have a lot of work to do. We recently hired some new market managers who will continue to grow the reach,” he says, “Some of them are hospitality students who love what we do and are native speakers for markets where we want to grow in. One is Spanish, one speaks all of the language in Scandinavia, and one speaks French and German. Our main goal right now is to continue to grow and plant one million trees a year. We are currently at around 300,000 so there still is a lot of work to do!”
By Amelia C Edison and Donnie Rust
An onsite visit to the Trigony Hotel provided us the opportunity to test the Lexus LX ES Takumi in an area of windy, snake-back roads curing through the rolling Kier hills and woodlands of Dumfriesshire in Southwest Scotland. Presenting the hybrid vehicle with tests of hairpin turns, rugged road, the need to accelerate in the rain and of course the everpresent danger of potholes and cow pies. Creative Director Donnie Rust had the chance to make use of the car on his cross-country adventure in the sticks and while staying at the luxury hunting-lodge Trigony Hotel. Our vehicle expert, Amelia C. Edison got the chance to drive it around the block when he got back.
Now, the Lexus ES is an attractive option due to its competitive pricing, low running costs compared to rivals, and extensive standard equipment and safety features. However, while our team was happy with its performance in the sticks, it still falls short in terms of performance and driver engagement, with its hybrid system showing some roughness under acceleration.
Rather, the Lexus ES caters to luxury buyers seeking hybrid benefits without the need for plugging in. As a regular hybrid, it offers short-
distance electric travel, lowering CO2 emissions to levels comparable with smaller cars and the hybrid engine costs less than a quarter tank of fuel even through 167 miles of rugged driving.
As the seventh generation of the ES and the first in the UK, it faces strong competition from highend rivals like the Audi A6, BMW 5 Series, and Mercedes E-Class, especially those offering plug-in hybrid options. The ES combines luxury features with efficiency but may struggle against these competitors. Here’s how it measures up:
The ES is not known for speed. Its 2.5-liter petrol engine and dual electric motors deliver 176bhp, achieving 0-62mph in 8.9 seconds. While not designed for high performance, it is slower than many rivals, including entry-level BMW 5 Series and Honda Civic. The ES lacks the lowrev responsiveness found in some competitors, favouring efficiency over excitement. Despite this, it handles corners well with precise steering and reasonable grip. The ride is comfortable, though not as refined as top versions of the 5 Series or Mercedes E-Class, with some road noise and
engine sound noticeable under hard acceleration. Compared to plug-in hybrids, the ES offers shorter electric-only travel.
of the plushness of the Audi A6 or BMW 5 Series, with some harder plastics present.
The ES comfortably accommodates four adults, though taller rear passengers may find headroom limited due to the sloping roofline. The interior includes average-sized cupholders, a small glovebox, and door pockets. Boot space is below average at 454 litres, less than some plug-in hybrids. Practicality is limited by the inability to fold down rear seats, though a ski flap is included.
The Lexus ES offers a comfortable driving position with adjustable seats, though some taller drivers might find the seat height insufficient. Visibility is good with slim front pillars and large rear windows, and parking is facilitated by front and rear sensors and a rear-view camera, upgraded to a 360-degree system in higher trims. The ES features automatic LED headlights, with adaptive high beams available on the Takumi trim. While the digital driver’s display is less customizable than some rivals, all models include a 12.3-inch touchscreen with Android Auto and Apple CarPlay. The top Takumi model boasts a 17-speaker Mark Levinson sound system. The interior uses quality materials, though it falls short
The entry-level Premium trim offers great value with extensive standard features like dual-zone climate control, adaptive cruise control, electric seat adjustment, and a sunroof. The Premium Plus trim adds additional features, including 10way adjustable seats and an upgraded reversing camera. The top Takumi model is well-equipped but pricey compared to alternatives. All trims come with numerous safety features and have achieved a five-star Euro NCAP rating. Lexus’s reputation for reliability is strong, with the ES covered by a three-year/60,000-mile warranty, extendable to 10 years and 100,000 miles with regular servicing at a Lexus dealer.
By Georgina Crouth
With a history spanning over 40 years, the Hollard Insurance Group has expanded from South Africa to offer a comprehensive suite of innovative products worldwide.
Intro: As one of Africa’s largest privately held insurance groups, the Hollard Insurance Group serves millions of policyholders globally, offering a comprehensive suite of leading-edge short-term, life insurance, and investments solutions.
Hollard Life Solutions partners with businesses to offer their customers and staff innovative life insurance solutions. With over 100 partnerships in 38 years, the life division has proven to be responsive, innovative, and flexible.
Hollard underwrites a broad range of general insurance products, including motor, home, contents, business, bicycle and pet; both directly and indirectly.
Hollard Investments helps make saving and investing accessible for everyone with simple product solutions, offered in collaboration with selected outsourced service providers.
The long-term insurance sector offers a diverse range of products, including life insurance, retirement annuities, and disability cover. It is well-established, regulated, and influenced by technological advancements and changing demographics. Despite economic challenges, the sector remains crucial for providing financial security to millions of consumers.
Similarly, the short-term insurance sector is a dynamic and competitive industry, offering essential protection against various risks through a wide range of insurance products, including car, travel, equipage, legal, home and pet. It is a highly competitive, well-regulated and technologydriven sector, which plays a vital role in a country’s economy.
However, insurers worldwide are faced with economic uncertainty, cybersecurity risks, evolving customer expectations, increasing claim costs, rapid technological advancements, and the growing impact of climate change.
Established in 1980 by Robert Enthoven and his son Patrick to underwrite self-insurance programmes for large corporate clients and banks, Hollard is headquartered in Johannesburg, South Africa.
The group currently comprises insurance businesses throughout Africa, New Zealand and Australia, with operations and investments in the United Kingdom, India, China, and the United States.
Hollard Group Risk is a leading provider of group risk solutions in the UK, offering its business partners and their clients a comprehensive benefits package including death, funeral, disability, and critical illness cover. Established in 2005, Hollard adopted a specialist risk-only strategy in 2007. It was the UK’s fastest growing group risk insurer in 2009, and 2018 to 2022. In 2023, it collected about £85,9-million in premiums.
In Australasia, The Hollard Insurance Company was established in 1999, as part of the Hollard International Group of companies, operating in Australia and New Zealand. Hollard Insurance Partners Limited (formerly Commonwealth Insurance Limited) became part of the group from October 2022.
As an independent, privately owned company, Hollard ranks among Australia’s top five insurers. Hollard partners with broker businesses and leading direct insurance brands like Commonwealth Bank, Everyday Insurance, Real Insurance, and Steadfast to offer innovative insurance solutions for a diverse range of customers.
Its primary customer segments include retail customers in Australia and New Zealand (home, motor, and pet), as well as commercial and smallto-medium-sized businesses (commercial motor, commercial property and business interruption, public liability, and ancillary cover like theft and machinery).
In Africa, Hollard now has a presence in 10 countries, including South Africa, Mozambique, Namibia, Botswana, Ghana, Zambia, Lesotho, Kenya, Tanzania and Uganda.
Recognised as a top employer in South Africa, Hollard has a strong reputation and commitment to innovation, providing reliable and innovative insurance solutions to customers.
By partnering with Harambee, businesses can contribute to a more prosperous future for South Africa while addressing their own talent needs.
It employs over 3,250 “Hollardites” around the world: 2,783 in Africa, 447 in Austrasia, 14 in North America, five in Asia and five in Europe.
Hollard is a founding partner in Harambee — a private-sector initiative, offers a sustainable solution to South Africa’s youth unemployment crisis. By providing entry-level job opportunities and essential workplace skills, Harambee helps young people secure long-term employment. With a 26.4% unemployment rate and a high youth unemployment rate, South Africa faces a significant challenge. Harambee’s 90-day bridging programme prepares young candidates for the workplace, ensuring that they have the necessary skills and confidence to succeed.
Participating companies commit to employing graduates for at least a year, providing valuable work experience.
Many Harambee trainees find opportunities at Hollard.
Harambee has grown from a small initiative to a programme serving over 100 corporate employers and creating jobs for thousands of young people. The programme has received government support and offers a promising solution to South Africa’s unemployment crisis.
Hollard collaborates closely with brokers and intermediaries to offer customers a diverse range of insurance options and expert advice, enhancing the overall customer experience and providing tailored solutions.
In 2017, Hollard invested in Naked Insurance, a South African digital-only insurance company that now operates under its umbrella. The investment aligns with Hollard’s growth ambitions in digitally driven insurance solutions.
Naked Insurance offers a simplified, online-only approach to car and home insurance. Naked offers cover through its app in seconds, allowing customers to claim and manage their car, home and single-item insurance directly.
Naked puts customers in control. Cover can be bought online in seconds, and managed directly through our app, anytime, anywhere. The technology eliminates the need for call centers, saving customers time and money.
Unlike traditional insurance, Naked’s profits aren’t tied to how much they pay out in claims. They charge a flat fee for running costs and profits,
ensuring that the rest goes towards claims and charitable causes chosen by customers.
Driven by its hugely successful advertising drives, including this year’s cheeky “Lose Wait” campaign, Naked has grown into one of the most popular short-term insurers in South Africa.
In June, Naked raised R160-million (£6.88-million) in additional funding, led by Naspers, Hollard and Yellowwoods, to focus on expanding its team, invest in its technology and enter international markets.
Last year, Hollard also invested in Simply Financial Services, an insurtech startup. This strategic move aligns with Hollard’s digital expansion goals. Simply offers affordable, flexible life insurance, leveraging proprietary technology to disrupt the traditional market. Hollard’s investment will fuel Simply’s growth and enhance Hollard’s offerings.
It’s yet another partnership that reflects Hollard’s commitment to innovation and meeting customer needs. INFO@ATLAS360.CO.ZA
By Donnie Rust
Loud and cool, Triple FFF Brewing Company is considered the Fortissimo brewery, fortissimo being music score instruction for “loud”, and there being three of them to make them very loud.
Speaking to Xen Gladstone, Managing Director, he immediately makes it clear, that they love great music, and they make great beer!
Xen reveals that the founder, Graham Trott, has been home brewing since the 1970s and in 1997 decided to roll the dice and do it commercially. Within five years he was collecting awards on a national level. Xen joined him later and heralds from a finance background but spent time as a business analyst looking at the biggest beer company in the Philippines (San Miguel Philippines).
“My first working exposure to home-brew was in
the Wasatch brew Pub in Park City, Utah in 1992,” he reflects, “I’ve been a beer lover as long as I can remember.”
Xen says that they have seen a fragmentation over the past 30 years in the beer industry in the UK. Whereas simplistically in places like the USA the market is split between Bud and fabulous IPAs, in the UK it feels like the craft market is more diverse.
“We see many players either focused on “the story” of the beer or pushing packaging and marketing budgets against beers they themselves see as “good-enough”,” he says, “We are swimming against the tide somewhat here because we are focused on only making great beer, we are sticking to our knitting with cask-only ales whilst both kegging and producing traditional cask lagers.”
The fact is, as Xen explains, the most successful British brewers of the last three centuries have outlasted competitors because they focus on making good beer first and just let the story unfold itself.
“Customers want to enjoy a greatest tasting beer,” he
says,
“Not hear a razzmatazz story.”
That being said, their story isn’t exactly boring. They are a regional brewer distributing primarily in the Southeast of England, but it is not uncommon for their beers to appear in parts of Norfolk, Suffolk and Kent due to some of the wholesale agreements that they have in place. Exports are not a major focus for them, as they ship cans and bottles nationally throughout the UK, but Xen reveals that they do have a wonderful following in Sweden and the Nordic countries.
Their best-selling beer Moondance, was the first British Pale Ale to be brewed using American Cascade Hops and it won the Premium Best Bitter at the Great British beer Festival in 2002 and has been top three in the Supreme Champion Beer of Britain Category at least twice. Xen explains that trends are for those who want to follow.
“We try to stay innovative and experiment but within a traditional framework we know works,” he
says,
“You won’t find us adding six different hops top a brew for example. Regardless of one’s size, we think it’s better to lead with what you do well.”
Innovating rather than following trends is important in any market, and true to this spirit Tripe FFF Brewery Company have commissioned a small 5BBL brew kit to complement their 50BBL kit in 2024, and have produced some new beers including Jagged Little Pilsner which has been a great hit and the 5.4% Fool’s Gold which sold out in around one hour. They have been using this new kit to also bring back successful beers in smaller
batches that have not been seen for a long time such as their We’ll Meet Again which was a smash hit to honour the D-Day remembrances.
“We have also purchased an open square as Graham loves the flavours that can add to some of our most followed beers such as Comfortably Numb and Whole of the Moon,” he says, “Increasingly we use vegan finings in our beers and are in the process of doing a business study on the pros and cons of gluten free beers.”
A potential innovation that the team are excited about is the possibility of capturing the carbon dioxide produced in the fermentation process which can then be used to carbonate their lagers and potentially sell externally.
“This is some ways off yet and will be expensive to
implement,” he says, “But is all part of the circular economy concept we try and live as much as possible.”
Xen jokes that brewing is mostly about making a mess and then clearing it up! This is because, according to his expert opinion, everything begins with hygiene. As such Triple FFF Brewery Company have the top (5) rating when it comes cleanliness which has been awarded from their local regulators, although Xen does point it is always an effort battle to keep improving.
“There is a lot of bureaucracy in terms of the safety checks that chews up time and resources.” He says, where the power is in the official ticks on the checklist, “The other thing is ingredient integrity
and equipment maintenance, which basically boils down to the philosophy of building on firm foundations.”
The way Xen talks about it, brewing is seven days a week job requiring a mad-scientist’s dedication to an experiment with customers never being aware or privy to the number of hours that are consumed with the list of things that need doing. Be it the regular checking of the gravities of the beers in production, to yeast and equipment checks and these priorities do not go away just because they are a small team.
“But as a small team we all know the importance of what is happening and we work together,” he says, “Reliable team work literally makes a difference to the taste of a beer.”
Along with having a reliably superb taste, winning and keeping customer loyalty is right up there with the priorities of a brewery. When it comes to managing these relationships, Xen reveals that in the same way that good friendships are built on reliability, commitment and honesty, being truthful is the best way to win trust, but within the business-vsretailer it begins with process.
He explains, “For our core beers we use exactly the same recipe for each brew, but you are dealing with nature’s ingredients and no two fields on earth are absolutely identical, so there is art in brewing the same beer every time, just as there is chemistry and science!”
If things ever are not as they should be in terms of product, they have a zero-quibble policy and replace as fast as possible. Then they get into the lab to investigate what could have happened. Luckily, as Xen says, the harder they work the luckier they get! And the amount of time invested (as mentioned above) pays dividends.
“I think our problem rate has been less than one in 2,000,” he reveals, “Or 99.995% of customers being satisfied. We aim for 100% but in truth that is highly unlikely to ever be the case.”
Unquestionably, quality control is important to keep the relationship between brewery, customer and drinker. Xen explains that in addition to their no quibble policy, they make sure they only use the highest quality ingredients and partners. Their Malt comes from the traditional Floor Maltings at Warminster as well as from Crisps and French and Jupps. With hops they use the ever-reliable Charles Fareham and meet with them to do a hop-sniffing at the start of each year to get the best possible match from the recent harvest for their beers.
“We rigorously and regularly test water and our beers with Murphy’s whom we also use to buy most of our chemicals,” he elaborates, “For recyclable packaging we use the PolyKeg Company and Niche for keykegs and for courier services we use InExpress who have surpassed all other logistics companies in our experience.”
Brewery software is from Brewman who could not be more responsive and having their systems cloud based means they should never miss an order and when they send pallets, they use PalletOnline. The common theme here is using suppliers that are firstly accredited and secondly understand how the company runs and thirdly often are family run and have the personal touch. Also, Xen says that they try to use local where they can cut down on their environmental footprint.
“Barrel to Tap is amazing and do the cellaring in our Taproom,” he adds, “Chillpoint take care of our cooling needs, and we collaborate wherever we can with those in the industrial estate we are based in.”
The hospitality trade continues to suffer from the knock-on effects of global inflation and cost-of-living crisis, Xen tells us. The situation is not helped by local councils and government institutions in the UK who seem keen to put sand into the gears whilst fulfilling their mandated duties. This also includes the VAT which is levied at 20% creating a barrier to consumer spending which is hitting the industry and brewers especially hard. It would seem that the UK can learn a lot from overseas markets as to how to support small to medium enterprises.
The Lost Executive: When looking at new suppliers what is the most important thing you look for?
Xen: Quality is our overarching criteria for our suppliers. Sometimes they need to have appropriate accreditation too, which we obviously insist on where needed. Price is important of course, but we like people we can trust – we had a persistent and widespread issue with some packaging we were supplied wherein the supplier told us we were the only ones seeing this problem – it is very hard to trust them after this and we are looking for alternative suppliers. Location is important as we want to cut down carbon miles, and our experience of dealing with family businesses is usually better than big companies!
Charles Faram Hop Merchants and Factors has one of the largest range of hop varieties available from stock in our temperature-controlled hop storage warehouses in both nitrogen-flushed leaf hops, Type 90 (T90) pellets and Type 45 (T45) pellets.
Varieties come from the UK, Belgium, Czech Republic, France, Germany, Poland, Slovenia, New Zealand and the USA.
Faram’s provides an artist’s palette of flavours to create every type and style of beer from the traditional varieties to exciting new developmental varieties from Faram’s own breeding and development program.
By Foylan Rhodes
The Lost Executive looks at the United Kingdom food and catering business Apetito, a wellestablished brand who’s specifically created and frozen meals have changed the lives of millions of people in British schools, care homes and hospitals.
Founded by Karl Düsterberg in 1958 in Rheine, Germany as “Apetito Ready Meals” producing frozen ready meals for retail and business canteens, schools, nurseries and the service of Meals on Wheels in German. Now firmly settled in the UK, Apetito is set on offering these sectors better nutritional and flavoursome food options with the belief that food should be enjoyed by everyone.
And, by providing exceptional meals to organisations catering to the young and the elderly with meals that are expertly crafted by their inhouse dietitian and chefs, and frozen to retain their taste and goodness, they have considerable raised the standards of hospital meals, care home meals, nursery meals and school meals to a completely different level.
He elaborates that they operate a positive release system, they’ll test a product prior to any release for any bacteria that may be present before any food is released to be sold. So, consumers can be 100% confident that their food is safe. They test over 120,000 batches of food per year and test every batch they produce and of those samples ⅔ of them will look specifically at pathogens. All the
testing is also accredited by the Camden Laboratory Credidation Service. Campden BRI Ad.
Food safety is the company’s number one priority because, as Apetito’s group technical manager Ian Mortimer says, “Our customers need to know the food they eat is safe. Thanks to our accredited safety and traceability process, we know this is the case every time.
”We recognise that our consumers are vulnerable, so it’s important to us that when they eat, they can enjoy their food because it’s great quality and its as safe as it possibly can be.”
“We also go further to take a bacteriological map of the location, swabbing floors, walls, matts, working areas where a pathogen carrying bacteria contamination is going to come from and instead of curing a problem they would rather prevent it from happening in the first place.” he says.
Once cooked, their positive release policy means a sample is taken from each batch of food, analysed in our three laboratories, before being released for sale once confirmed safe. We are also able to assure nutritional levels are kept.
“We’re the only caterer to the health and social care sector that has microbiological, chemical and allergen laboratories onsite,” Ian says, “All of which are independently compliant by the Campden Laboratory Accreditation Scheme.”
Paul Freeston has announced that after 25 years of service at meals provider Apetito he will be stepping down at the end of the year (December 2024).
Under Paul’s leadership, Apetito UK and its Wiltshire Farm Foods home delivery business has grown from £30m to £250m in the UK, whilst increasing its team from 400 to almost 2,000. He also led the Apetito Group into Canada and USA and has been a member of the International Group Board since 2007.
Paul said: “My passion for our business and belief in its future potential to grow and make a real difference is undiminished. I have loved every moment. However, at the end of 2024, it will be time to pass the baton on as I am looking to investing my energies into new business opportunities and challenges.
“I’m immensely proud of what we have accomplished as a team and know that I leave behind a strong legacy and a team poised for even greater success in the future. Apetito is a fantastic company making a real difference to the people we serve. It also benefits from long term stability through family ownership.”
Now employing just under 2,000 people across the UK, Apetito is the ‘UK’s leading meals producer into the Healthcare and Care Home markets’ with a recently launched Education division.
Robert Düsterberg, deputy chairman of the Apetito Group, added: “Paul has grown our business with unparalleled passion and dedication and been the driving force behind the success of Apetito UK, transforming challenges into opportunities and always having a clear vision of the direction the company needed to go.
“His unwavering commitment and visionary leadership have shaped Apetito UK and led the
Group into North America. We want to express our deepest gratitude for these exceptional achievements. With Paul stepping down, we will prepare for the next phase of growth and work on the succession plan is underway.”
He has instigated a number of important developments with the company, for example when Apetito were given King’s Award for recycling initiative earlier this year. For their work catering to the Health, Social Care, Care Homes and Education Sectors, Apetito has been awarded the King’s Award for Enterprise in Sustainable Development.
Previously the company has secured three Queen’s Awards for Enterprise, two for Innovation in 2005 and 2016, and one for Sustainable Development in 2019.
This year’s accolade is bestowed upon 252 organisations nationwide, with 29 businesses acknowledged for their contributions to sustainable development.
Apetito received the accolade for its work on ‘Project Boomerang’- a sustainability initiative launched through Wiltshire Farm Foods. This project focuses on implementing closed-loop recycling systems for plastic meal trays on an industrial scale, particularly targeting ready-meal deliveries to the homes of the elderly and vulnerable.
Paul Freeston, CEO and chair of Apetito UK and North America, said: “We are proud, honoured and delighted to have been recognised in The King’s Awards for Enterprise in Sustainable Development 2024. It epitomises the collective hard work, dedication and vision of our entire team.
“All of us at Apetito are passionate about making a real difference to people’s lives and we believe our commitment to sustainable development reflects this. Sustainability informs not just the way we work, but how we treat people, the impact on the
environment and our contribution to the economy. Leading from the top, we’ve worked to embed this belief into the fabric of the whole business. Put simply, we believe it’s the right way to do business.”
As a company dedicated to doing business in a sustainable way and reaching its goal of Net Zero by 2040, leading care homes meal provider, Apetito expands its pioneering closed-loop recycling system for meal trays into care homes across the UK.
Following highly successful results within its consumer business, Wiltshire Farm Foods, and within the NHS, the world-first “Project Boomerang” will soon be operating at select partnering homes with plans to extend further across Apetito’s customers later this year.
Lee Sheppard, Director of Corporate Affairs, Policy and Sustainability at Apetito is proud of the significant success seen from this scheme across its Consumer and Healthcare businesses and sees a real opportunity to support partnering homes to reduce their carbon footprint.
Through this scheme, all the plastic meal trays used in Apetito’s Specialist Nutrition range can be washed and returned after use and recycled into brand-new trays – right here in the UK. The recycling system guarantees that 100% of trays returned will be recycled into new trays – compare that to UK household recycling where due to the lack of infrastructure nearly 50% ends up being sent abroad for recycling – with uncertain results.
Participation in the initiative is set to save each care home an estimated 113kg CO2e per year*, supporting partnering homes to bring down their carbon emissions and minimise their impacts on the environment, as well as reducing waste costs.
“To date, we have seen brilliant results and had positive receptions of this scheme from both our Wiltshire Farm Foods and Healthcare customers and have collected back an over 25 million trays to be recycled.
“Reducing environmental impacts is becoming a growing priority for all businesses, and so we’re pleased to be able to work closely with our partnering care homes to help tackle their carbon emissions and provide a more sustainable packaging option through our closed-loop recycling scheme.
“Participation also has the potential to drive cost efficiencies for care homes through reducing waste collection costs, at a time when cost inflation is a real concern for the sector.”
Images Courtesy of apetito.com
By Daemon Sands
Close Brothers Brewery Rentals offer tailored solutions for kegs, casks and drinks equipment, bringing together a team of specialists with extensive experience and knowledge to find the right solutions for businesses within the brewery industry.
A specialist division of Close Brothers Group plc, who’s underpinning are traditional values complimented by responsible practises and an ethical approach to lending, Close Brothers’ purpose is to help the people and businesses of the UK and Ireland over the long term. Employing over 3,700 people, principally in the UK, the company is committed to creating an inclusive environment where all colleagues are proud to work and feel supported, valued and respected.
While, demonstratively, the company provides the highest standard of equipment to breweries across the United Kingdom, it is their people that makes the business as strong as it is. The Close Brother culture actively encourages staff to be themselves, gaining strength from the diversity that people bring to the table rather than just the strength of numbers. Different people draw from different experiences, which can provide different and original perspectives. Diversity is important but unless you have the inclusion these people will not stay. People who can successfully balance their work and life commitments while being supported by their team, will have a much more positive attitude and will perform better. Close Brother’s flexibility is a major benefit to the staff, for example the home contract allows people to work remotely and, in some instances, choose flexible working hours.
Their people-centric approach includes investing in learning and development to support staff, allowing them to explore career aspirations by gaining qualifications that will enable them to pursue higher earning roles with greater responsibility.
Staff agree that the company has a focus on mindfulness and communication, with an open relationship existing between colleagues where things are transparent and clear. A great deal of effort is put into informing and educating staff about neurodiversity in the workplace, to further enable the sense of community in the office.
Saying, “If you want to go fast you go alone but if you want to go far you go together.”
Close Brothers Brewery Rentals recently announced the appointment of Ross Mair, as the new managing director. A position that follows a lengthy career working for the titans in the brewery trade. This includes eighteen years working for the Dutch brewer Heineken in various commercial roles throughout the UK and Europe and two years spent with Close Brothers as Commercial Director.
Ross stepped into the position left by former MD David Beswick, who, after 12 years with the company, stepped down after working tirelessly to develop the business and its product portfolio in the brewing and distilling sectors. Ross reveals that during the last few years both he and David have overseen the development and implementation of a class-leading short-term keg rental model EkegPlus, which uses industry-leading technology to provide improved value to customers.
champion EkegPlus as a flexible and efficient rental tool for brewers of all sizes, as well as supporting the beverage industry across the UK and Ireland with specialist funding and leasing solutions, and in innovating and investing for the future of the industry.”
“I’m excited to be taking the helm at Close Brothers Brewery Rentals, following David’s exceptional work growing the brand and establishing our market leading products,” he says, “I will continue to
The brewing industry is one based on science and there is a list of specific issues that Close Brothers Brewery Rentals and Ross Mair are aiming to address, such as the navigation of the seasonal fluctuations experienced by British craft breweries.
As with many businesses in the hospitality sector, preparing for peaks in demand is crucial for businesses to succeed, limit waste products and maximizing sales. Brewing independently often comes with a set of challenges that include tight profit margins and a need to forecast well, sometimes with limited information. Here are some ways to approach seasonal highs and lows to keep costs low and maximize profits.
“There are practical, low-cost methods that can be employed,” he says, “Such as capitalising on the easy wins that can be found such as bank holidays, special occasions and televised sporting events that attract people to the hospitality sector. This takes creative thinking and planning for these industry hotspots is the first step in marketing.”
The other important aspect is the utilisation of all available data for forecasting. Data adds value across all sectors, giving insight into operations, finance, productivity and sustainability.
Collaboration and adaptation are equally important, and for many business owners in the drinks sector the fluctuations of customer demand may be second nature to them but using data to prepare accordingly will make a brewery more resilient.
For craft brewers, their local area is the frontline of their customer base, particularly with many breweries having their facilities open to the public.
Collaborating with other businesses in their area is a terrific way to highlight products and support local ventures. From collaborative coffee stouts and porters to discounted orders with a local restaurant or takeaway, community minded events and products can introduce new customers to your business.
At Close Brothers Brewery Rentals, their EkegPlus container rental pooling service is helping brewers across the country become more flexible and adapt to changes in demand.
EkegPlus customers can access a container pool of over 400,000 ekegs and ecasks and have the freedom to adjust the size of their rental fleet as often as needed. The pay-as-you-fill model gives users more control, with charges calculated per day, providing the flexibility to increase output or reduce costs.
With fixed RFID tags, brewers can track and manage hundreds of containers in seconds. Plus, they have access to data that enables better understanding of products, logistics and supply chains, as well as increased asset visibility.
Planning for success in the distillery industry means planning for expansion and innovation, and knowing how and when to fund new equipment needed to help realise this success can be challenging.
Providing and sourcing high quality, compliant, and fitfor-purpose equipment and sundries for the brewing, distilling and winery sectors. From casks and barrels, hoses, valves, pumps, heat exchangers, to full plant delivery, custom instrument panels, ATEX-rated equipment, we offer the operational expertise and insight to suit your individual requirements.
Distilleries employ creativity to grow and develop brands. Incorporating this, alongside navigating the increased cost of doing business, means funding options that offer bespoke and flexible solutions are increasingly important.
Finance options fall into two main categories when it comes to getting equipment, finance leasing and hire purchase. It can be to grow production, invest in more efficient operations, packaging and labelling lines or to implement technology to decrease carbon emissions and reduce energy costs. It can be tailored to meet individual requirements, from established distilleries needing a fermentation vessel to installing a completely new distillery.
Both finance leases and hire purchases provide a way to acquire equipment without a significant upfront cost, aiding in monthly budgeting and clear forecasting for sustainable growth. A finance lease
allows you to rent an asset over a specified period, and at the end of the contract, you can choose to continue leasing, return the asset, or make a final payment to own the equipment. This option is excellent for distillers with ambitious growth plans, offering tax advantages and flexibility. Wellplanned finance leasing can align the end of the rental period with new investment needs, such as adding tanks to boost brewing capacity.
On the other hand, a hire purchase agreement is similar but ensures ownership of the asset at the end of the contract period. This financing method is beneficial for distilleries aiming to increase production, as acquiring additional equipment like extra vessels can expand capacity to meet higher demand.
IMAGES: closebreweryrentals.co.uk www.closebreweryrentals.co.uk
By Daemon Sands
As a major provider of coffee branded products to the consumer Nestlé is dedicated to improving its coffee by carefully examining every component involved in its production. From sourcing highquality beans through sustainable farming practices to refining roasting techniques, Nestlé aims to enhance the flavour and aroma of its coffee. The company also invests in advanced technologies to optimize processing and packaging, ensuring freshness and consistency. Nestlé collaborates with farmers to improve agricultural methods, promoting environmental sustainability and better livelihoods. By focusing on the entire supply chain, from bean to cup, Nestlé is committed to delivering a superior coffee experience for consumers. Daemon Sands reports.
Over the past six months, coffee has emerged as the largest contributor to organic growth for Nestlé, driven primarily by the strong performance of Nescafé and licensed Starbucks products across key markets, including Europe, North America, and China. Despite this success, the company continues to face challenges, particularly with declining revenues for its Nespresso brand.
Nestlé recently reported a 2.7% decline in group sales for the first half of 2024, bringing total revenue down to CHF 45 billion ($51 billion). This decrease was observed year-on-year in all regions except Latin America. The company, headquartered in Vevey, Switzerland, manages a diverse portfolio of brands spanning confectionery, pet care, dairy, and baby food industries. Nestlé acknowledged in a press release that it had slowed the pace of its price increases sooner than initially planned, as consumers across various markets have been reducing their spending. In light of these trends, Nestlé has revised its full-year sales growth forecast, lowering it from 4% to 3%.
Despite these challenges, Nestlé’s coffee segment has remained resilient. The company’s retail packaged coffee products achieved mid-single-digit sales growth globally during the first half of 2024, a notable achievement given the broader economic conditions. This growth has been driven by strong demand for Nescafé’s ready-todrink (RTD) products
and a new range of health-focused coffee beverages made from upcycled cascara, which have contributed to high single-digit growth in Greater China. In Europe, Nescafé instant coffee and Starbucks-branded products have been particularly successful, driving mid-singledigit growth in the region.
However, the performance of Nestlé’s coffee segment has been mixed across different markets. While growth in China and Europe has been robust, the company has seen flat growth in North America, its largest market. In this region, strong sales of Starbucks and Nescafé products have been counterbalanced by a decline in sales of Coffee mate, the brand’s popular coffee creamer.
Nespresso, one of Nestlé’s flagship coffee brands, has continued to struggle. The brand’s sales fell by 1% in the first half of 2024, bringing total revenue for Nespresso to CHF 3.1 billion ($3.5 billion). This decline has been attributed to weak consumer demand in Europe, a region that has been particularly challenging for the brand. Since the start of 2023, Nespresso has reported a quarterly decline in year-on-year revenue, with total sales falling by 1.2% last year and by 4.1% in the first quarter of 2024.
Despite these setbacks, Nestlé remains optimistic about Nespresso’s future. The brand is under new leadership, with Philipp Navratil taking the helm in July 2024. Nestlé is banking on a series of strategic initiatives to reinvigorate Nespresso’s sales. These include the continued rollout of the Momento professional coffee machine range, which is designed for offices and businesses, as well as the expansion of Nespresso’s home compostable paperbased capsules in seven European markets. Additionally, Nestlé has plans to launch Nespresso in India, a move that could open up a significant new market for the brand.
Recently, the global food and beverage giant announced that it has developed Star 4, a new high-yielding Arabica coffee variety aimed at mitigating the impact of climate change on the coffee supply chain and enabling lower greenhouse gas emissions attributes from coffee farming. According to Nestlé, the new coffee variety is being launched as climate
Our expertise spans green coffee procurement and preparation, quality control, risk management, and logistics. Our network of buying and selling offices covers over 90 percent of world production.
change threatens to reduce the area suitable for coffee growing, citing an IPCC study indicating that land suitable to grow Arabica coffee might be reduced by over 50% by 2050.
According to Jeroen Dijkman, Head of Nestlé’s Institute of Agricultural Sciences, the new Star 4 coffee variety is characterized by a larger bean size and resistance to coffee rust, a fungus-based foliar disease known to threaten coffee crops, enabling higher yields and greater resilience.
“We are proud to make another important step towards resilient coffee supply chains,” Dijkman said, “Ensuring that consumers can continue to enjoy great coffee in the future.”
He also noted that the new coffee variety will feature reduced GHG emissions properties, driven by the higher yielding plants, as well as by improved farming methods. Two years ago, Nestlé launched a Regenerative Agriculture Framework, aimed at helping the company reach its sustainability and 2050 net zero climate goal through promoting sustainable farming practices and responsible sourcing. The company also launched its Nescafé Plan 2030 in the same year, outlining its initiatives to improve the sustainability of coffee farming, and helping farmers transition to regenerative agriculture practices, including planned investments
of over one billion Swiss Francs (USD$1 billion) by 2030.
Head of Green Coffee Development at Nestlé, Marcelo Burity, said, “Optimizing cultivation practices remains vital as they are the primary factor contributing to the environmental impact of a cup of coffee.”
The coffee itself is not the sum of the drink, and Nestlé have reached a new breakthrough as they cut fat in milk powder by 60%. Through the hard work of their R&D teams they have identified a method to reduce the fat present in milk powder by up to 60%, without compromising on quality, taste, and texture.
Developing new science-based solutions to enhance the nutritional value, affordability and sustainability of its products is a key pillar for Nestlé. This includes reducing added sugars, sodium, and saturated fat, while providing positive nutrients and ensuring minimal impact on the taste and texture that consumers enjoy. Key to this breakthrough innovation is the controlled aggregation of milk proteins, where the size and texture of milk fat is mimicked by protein. This fat reduction leads to lower calorie levels compared to full-fat milk.
“Leveraging our expertise in nutrition science and product development, we have successfully introduced this proprietary technology in NinhoAdulto in Brazil and reduced the level of milk fat in the product significantly. Our new milk brings creaminess and mouthfeel and is preferred by consumers,” explains Isabelle Bureau-Franz, Nestlé’s Head of R&D for the Nutrition Business.
Nestlé’s new fat reduction method is just one of many existing, science-based solutions developed by the company’s R&D experts. These include an enzymatic process to reduce intrinsic sugars in key ingredients, as well as a proprietary micro-aeration technology that increases the creaminess of chocolate while also meeting consumer taste preferences.
Laurent Alsteens, Global Category Head in Nestlé’s Nutrition Strategic Business Unit, wraps up, “This innovation revolutionises the way that our consumers can enjoy dairy products while improving their experience. It marks an important milestone in our approach to offer healthier options without compromising on the taste that consumers love. Ninho is a hugely popular brand in Brazil, and our sustained innovation will ensure that we continue to meet ever-evolving customer expectations. I am delighted that we are rolling out this technology across our Nido portfolio
globally, which will help to drive demand for this product offering.”
www.nestle.com
Thornhill. Dumfriesshire. Southwest Scotland.
By Donnie Rust
Set in the idyllic heart of Dumfries and Galloway, the former hunting lodge enjoys regular traffic yearround of returning guests who have become familiar with the elegant style and comfort offered here. Quiet, picturesque and comfortable the Trigony Hotel and Garden Spa offers a wonderful ambiance for guests to relax and rejuvenate, be it in the garden, in the hotel or in the spa. While there, I had the opportunity to speak with the co-owners Adam and Wendy as well as meet some of the other guests and staff. I stayed two nights and sampled several items from the menu.
The Trigony House Hotel & Garden Spa is located just north of Closeburn before the village of Thornhill, in the beautiful Nith Valley, surrounded by the rolling Kier hills and woodlands of Dumfriesshire. Situated about 100 yards from the main road there is limited traffic noise, mostly thanks to the surrounding trees, and a lack of real traffic.
This is a land of rolling hills, where even in the rain there is a calmness about it. Beyond the A76, the roads snakeback through woodlands and fields. These lanes are rural and there are potholes aplenty, so driving diligently is advised. This is after all, a land for exploring the myriads of paths leading around the area either by foot or by pedal.
There is a definite range of guests who come to Trigony and they all seem to leave an impression. Wendy told me of one who spent her stay nesting on the chesterfield in her slippers and gown, cuddled up with a book and a blanket, warmer than a squirrel in winter. Parked outside, I saw classic cars, BMWs, Mercedes and one stricken Lexus that made me think someone had over-trusted their satnav. I saw walkers, cyclers and big-bootgallumphers coming and going during my stay as well as a number of dogs that got their own dining room and menu!
The location in West Scotland, south of Glasgow makes it a great port of call for travellers and road trippers. They host French, Germans, Norwegian and West England travellers seeking the highlands. Usually, those travelling from the south will make a point of stopping at Trigony for a night before heading out into the highlands which get ever more rural and unpopulated the more North you go.
Decorated in sage green, the room was spacious and dominated by a bay of windows overlooking the picturesque garden which brought to mind Pride and Prejudice scenes. While the boutique design and decoration were certainly pleasing and welcoming, there is a lack of plug sockets and a working desk. While speaking with her, Wendy pointed out there are plans to introduce better working spaces in the rooms, along with additional plug sockets and charging points for various devices.
Very well-travelled herself, Wendy is a borne entertainer with an interest in other people’s stories which has served her well in her varied career. A businesswoman with keen instincts she and her husband Peter had been visiting Trigony for fourteen years before the opportunity to coown the business with Adam came about seven years ago.
“The number of digital nomads and nomadic executives that we host are going up,” she says, “We are planning to put something in for them so that they can get work done as needed. The way we work is changing and if we want to host more digimads who are balancing work and leisure we have to be able to offer both to them.”
She went on to explain that for the moment their intention is to keep the workspaces exclusively in the rooms to create a line between work and life. Digital nomads and travelling journalists writing reviews, can do their work in their rooms where the incessant clicking and clacking of keys will not disturb the solace of the other guests.
There are not that many places available that are actually happy to have pets. As Wendy accurately points out, so many places are “dog tolerant” but not many are dog friendly. At Trigony, the dogs get their own welcome bundle of treats in a bowl as well as their own menu. There is plenty of space for them to roam while walking and, for the bigger dogs, plenty of muddy paths in the fields to drag their owners through. Doggy heaven.
Inevitably, given the period-appeal of the location, Trigony is often asked to host events and their event crew, which includes everything from designers to management, have created some spectacular occasions. They’ve hosted events for birthdays, weddings, car touring
groups and others. As each one is bespoke created it is worthwhile getting in touch to discuss if you have something in mind.
I didn’t get the chance to enjoy the spa, which wasn’t entirely my fault. The plan was to visit Trigony Hotel and Garden Spa with my partner. She’s the connoisseur of all thing’s spa-related and usually reviews them fully while I do the heavy lifting. She was unable to join me this time, and I didn’t bring a bathing suit. I mention that because I didn’t try the hottub either.
In my experience, the kitchen makes or breaks a stay. As a traveller, when I think about somewhere I’ve visited those memories are always flavoured by the food I’ve eaten there. Good food speaks for itself and Adam, who has been running the kitchen for twenty years, specialises in what Wendy calls “Elevated homecooked food”. A style of cooking not measured in stars but in the number of guests returning annually.
supported by an incredible level of service by the staff (Here’s looking at you Dora, Alistair and Richard) who make the whole experience so satisfying. My table by the window was reserved for 19.00 on the first night and 18.30 on the second. I arrived early both evenings to take some time languishing in the beautiful chesterfields that furnish the adjoining waiting/bar area.
This area is not huge but can comfortably accommodate all of the guests from the nine rooms. I understand the colours are destined to be changed, but I found the dark shades of green on the walls and the grey toned ceiling and wooden floors worked well with the leather chesterfields and scatter cushions.
Immediately acknowledged by the sommelier Richard. I was provided with that night’s menu, told what the specials were, and my drink order was taken. Currently, as I’m writing this, I am training for a power lifting competition, so a good mixture of protein and carbohydrates are a priority for me. I mentioned this to the waiter Alistair, when he came to collect my order and he took the time to consider this, asked me some pertinent questions to establish what my pallet was like and if I’d ever
And, while the quality of food from the kitchen may be enough to win the loyalty of guests, it is
tried certain dishes, before recommending what he felt were the best options. He didn’t claim to be a nutritionist, but rather just a fan of the kitchen.
Adam revealed later that this friendly but attentive approach has come about by having a genuine interest in the people visiting the lodge and their stories. It feels a little like you’re mates with a gourmet chef and you’re eating at their house.
The result of this is that it all seems pretty effortless and natural. The first night I enjoyed a marvellous starter of: Seared Pigeon Breast, Stornoway Black Pudding , with mixed leaves, grain mustard balsamic dressing (recommended to be enjoyed with a glass of Kloof Street).
I had already been working on a southern comfort and coke and kept that going. I have to say the tastes worked well together. This was followed by a Roast Loin of Local Wild Venison with Balsamic Braised Red Cabbage, Juniper Red Wine Jus, (recommended to be enjoyed with a glass of Prima mano.) All mains are served with a side of roasted vegetables and bread.
Considering how succulent the venison was, I could have sworn I heard antlers rattling in the kitchen!
The following morning, promptly at 8am I enjoyed a spectacular Scottish Breakfast with poached eggs, sausages, black pudding, bacon and hash brown, and a cafetiere of strong coffee. The perfect way to start the day. Breakfast was arranged via email (or could have been booked on the website) at the check-in process and during my evening meal I was asked my order.
The second night, after a day of gunning around the Kier hills and woodlands of Dumfriesshire in the fancy Lexus I’d organised (our vehicle correspondent remains furious about this), I was famished and decided to try the other side of the menu and opted for a main and a dessert.
Fresh Scottish Sea Trout , served with Shetland Mussels, Leek White Wine & Tarragon (recommended to be enjoyed with a glass of Albarino). For my sweet I had initially gone for the White Chocolate Basque Style Baked Cheesecake, however a last-minute menu change in the kitchen resulted in Belgian Chocolate Basque Style Cheesecake with Black Cherry Sauce becoming my favourite dessert.
According to Adam who has governed the kitchen at Trigony for twenty years, the menu choices have been influenced by a lifelong love-affair with foods from different countries.
“I do have a core repertoire based on my cultural interests and travels,” he explained to me, “I lived in the mediterranean and Europe for a decade and
that’s mixed with really good Scottish ingredients and dishes. Plus, I had a lot of friends with Indian parentage as a kid and that has been a big influence.”
He also admits that last minute menu changes really are a thing, “I usually change a couple of dishes each day,” he says, “It keeps things interesting, and encourages guests to try something new and fresh and we also have a great little herb garden that provides a lot of our herbs and soft fruit.”
In terms of the menu, I cannot find fault in anything on it, from the presentation to the taste whatever goes on in that kitchen should not, for any reason, change. However, given that Trigony House was once a hunting lodge, I thought that a big bowl of stew with big chunks of bread would have fitted perfectly on the menu and been a popular option with hikers coming in on colder days.
There has been a lot of effort in creating grounds that are stylish and picturesque, and I counted no less than half a dozen lovely spots outside for a person to sit and read. And that isn’t including the hot tub, which is situated right next to the sauna, just a little walk away from the main building.
However, aside from the Oxford Dictionaries (which have a story behind them), there isn’t a big selection of books. There is a pretty good selection of DVDs, but I felt that this was lost on the sort of people visiting because firstly, all of us would have our phones and devices to watch any film there, and again, it’s just the perfect spot for a book. I mentioned this to Wendy, and she revealed that they actually have boxes and boxes of books that are destined to be read but they’re just waiting for the right bookshelves. So by the time you book they might be there.
The comfortable atmosphere. I’d feel as comfortable sitting in the bar room and enjoying dinner in a suit and tie as I would if I was walking around in slippers and pyjamas. Trigony has achieved a wonderful balance of culture and comfort, style and ease that makes a guest feel very welcomed and at home.
And the food. Oh my… the food. I loved the food.
www.trigonyhotel.co.uk
Onsite Review by Donnie Rust and KerryLouise Darcy Winterz
In the heart of the Scottish Highlands lies a hidden gem where luxury meets nature in perfect harmony—Eagle Brae Cabins. Set within the sprawling 8,000-acre Struy Estate in Invernessshire, this retreat offers an unparalleled escape from the hustle and bustle of daily life. Whether you’re seeking adventure or tranquillity, Eagle Brae promises a master-crafted experience that blends comfort with the wild beauty of the Highlands. The Lost Executive sent Donnie Rust and his partner to explore.
During our stay in the cabin Parus, which is perched at a top of the hill and benefits from the best scenery, I dropped in and enjoyed a wonderful coffee with the co-owner Michael. We chatted about the history of the land, Struy Estate, and what it took to bring Eagle Brae to life. It is quite the story.
Owned by the Spencer-Nairn family since the 1930s, Struy Estate has always been a place of natural beauty and serenity. However, it was the vision of Michael and Pawana Spencer-Nairn that transformed this estate into the ultimate Highlands holiday destination. Their dream was to create a space where guests could enjoy all the comforts of home in a setting that feels both intimate and aweinspiring.
It was a huge project, with much of the timber and wood being shaped into the cabins in Canada and then shipped over to the Highlands where they were assembled. By that stage, the infrastructure that would support the cabins with their ultrareliant modern amenities had to be installed and functional. The whole tale is outlined in their incabin photo book.
Eagle Brae is home to ten individually named log cabins, each a masterpiece of artisanry. Built in 2013 using sustainably sourced Western Red Cedar logs and traditional Norwegian techniques, these cabins are a testament to the careful attention to detail that defines Eagle Brae. The cabins were constructed with a focus on sustainability, featuring grass-insulated roofs, bio-mass boilers, and a micro-hydro scheme that provides electricity and hot water.
Each cabin is a sanctuary in itself, secluded from its neighbours and offering stunning views of the surrounding Highland landscape. Whether it’s the sparkling River Glass or a secluded pond teeming
with wildlife, every cabin has a vista that invites relaxation and reflection. Inside, the cabins are equally impressive, with artistic Himalayan-carved wooden furnishings, natural décor, and handwoven fabrics that create a cozy yet luxurious environment.
Guests can choose from four smaller cabins— Tringa, Parus, Sylvia, and Strix—each featuring one
double bedroom. For larger groups, the Buteo, Loxia, and Aquila cabins offer an additional en-suite bedroom upstairs and two single log beds on the mezzanine, accommodating up to six guests. All cabins feature a spacious open-plan living area with a sitting room, kitchen, and dining area beneath a stunning cathedral ceiling. The mezzanine level adds a touch of elegance with its exquisitely carved balconies overlooking the living space below.
While the cabins themselves are a marvel, Eagle Brae’s true allure lies in the wealth of outdoor activities available. The Scottish Highlands are a playground for adventurers, and Eagle Brae is the perfect base from which to explore. Whether you’re interested in mountain climbing, hiking, fishing, or sledding, there’s something for everyone.
The nearby Munros—mountains that rise over 3,000 feet—offer a challenging yet rewarding experience
for climbers. Fishing enthusiasts can enjoy salmon fishing in the rivers or trout fishing in the lochs, with the serene surroundings adding to the pleasure of the catch. Even a simple walk through Strathfarrar’s pinewood forest and wildflower-strewn grasslands becomes an extraordinary experience in this picturesque setting.
For those seeking a unique adventure, Eagle Brae also offers pony trekking and husky sledding, providing a taste of traditional Highland life. After a day of exploring, guests can return to their cabin to enjoy a homecooked meal or take advantage of the on-site shopping facilities to stock up on essentials. The nearest village, Beauly, is just 13 miles away and offers additional shops, restaurants, and amenities.
One of the standout features of Eagle Brae is its commitment to sustainability. The entire site is selfsufficient, with a micro-hydro scheme generating the electricity and hot water needed for the cabins. Each cabin’s bio-mass boiler ensures a consistent supply of heat, while the grass-insulated roofs blend the buildings seamlessly into their natural surroundings.
This focus on sustainability doesn’t come at the cost of luxury. The cabins are equipped with contemporary fixtures and fittings, including ecofriendly wood burners to keep the space cozy. Modern conveniences like Wi-Fi and a dedicated office space cater to those who need to stay connected, even in this remote location.
Eagle Brae isn’t just about the cabins and the activities—it’s about the experience as a whole. The site has a genuine community feel, thanks to the friendly and attentive owners, Mike and Pawana, who are always on hand to offer suggestions or
assistance. The atmosphere is warm and welcoming, yet there’s also plenty of privacy for those who prefer a more secluded stay.
For those who want to make the most of their time at Eagle Brae without the hassle of cooking, a selection of home-cooked meals is available to order. Groceries, wine, and quality food can be ordered through the convenient Eagle Brae intranet, ensuring that guests have everything they need for a comfortable stay.
Eagle Brae is easily accessible by road, rail, and air, with Inverness being the closest rail station and airport. However, reaching the cabins themselves requires navigating a dirt road, which means that vehicles with lower gears and a strong engine are recommended. Smaller cars might struggle with the terrain, so it’s worth considering when planning your trip.
The cabins can accommodate either two or up to six guests, depending on the layout and size. Short breaks are permitted within 30 days of arrival for selected dates, with a minimum stay of two nights during the low season (November to March) and a week during the high season (April to October). Well-behaved dogs are welcome, though a surcharge applies, and there are limits on the number of dogs allowed per cabin.
Eagle Brae offers an exceptional experience that combines the best of Highland luxury with the beauty and tranquillity of nature. Whether you’re looking to reconnect with the outdoors, embark on new adventures, or simply relax in a stunning setting, Eagle Brae has something to offer. The only
challenge you might face is finding the will to leave this enchanting haven and return to the everyday world.
There is nothing that springs to mind that I thought the cabin was lacking. After some deliberation I did think that the wooden stairs could have done with some kind of covering on them to create a bit more traction because when I walked on them in my socks, I almost slipped a couple of times when coming down. That being said, the easiest solution would be for me to wear slippers instead of socks. So, forget I said anything.
The decoration. The hand carvings throughout the cabin offer a great deal of authenticity and personality to the place which I found quite inspiring.
Every effort has been made to make the accommodation comfortable. Onsite review-stays aside, there is a minimum length of stay available and guests generally have to book for about a week according to Michael. With this in mind it was good to find a seated area with two comfortable couches and a television for me and my partner to relax in. If we had children with us or were here for several nights, this would be a perfect way to relax in the evening after a day of activities. Also, in the highlands one has to make considerations for what to do in the inevitable rain.
I really liked the working desk with its assortment of charging points which got a solid smiley face from me.
Also, there are deer that wander freely through the resort.
www.eaglebrae.co.uk
Eagle Brae, Struy IV4 7LE
by Amelia C. Edison
Repurposing old buildings and turning them into something new while retaining the original architectural designs that made them so interesting in the first place, is a common and well honoured tradition within the hospitality industry. Whereas many hotels certainly retain the original concept design and hold something of the spirit there it takes a certain boutique bravery to offer an experience that is as authentic as what is found at Het Arresthuis in Roermond, Netherlands.
Originally constructed around 1850, the Arresthuis prison building underwent several renovations and expansions until the late 20th century. This historic former prison complex spans nearly an entire city block in the heart of Roermond. When the prison facilities relocated from the historic site and vacated the city center, the buildings were left empty.
This vacancy presented an opportunity for urban redevelopment, with the main objective being to preserve the original 1850 structures while demolishing the newer additions to make way for modern buildings.
With minimal resources, the cell block area was transformed into a hotel by combining three cells to create a single room. One cell was converted into a bedroom, another into a sitting area, and the third into a bathroom. The building’s original character as a place of accommodation remains intact, with elements such as cell doors, prison bars, cast iron stairways, and landings being restored and integrated into the design, preserving the atmosphere of the former prison.
The tangled network of pipes and installations that once covered the walls has been entirely removed and replaced with meticulous attention to detail, leaving no trace of the old infrastructure. The complex has been repurposed with a new, sustainable functionality, ensuring its use for another century. Without disrupting the historic fabric of the city, the block and street façades have
been enhanced with two new apartment buildings and a new gate. These additions are modest in scale, reflecting the simplicity of the original prison design. The use of traditional masonry craftsmanship maintains a connection to the past.
The prison’s enclosed nature has been preserved, but the creation of a new inner courtyard, where old and new elements blend seamlessly, gives the complex a semi-open character, reintegrating it into the vibrant fabric of the city.
After closing in 2007, the property was purchased by the Van der Valk family, who own 28 hotels worldwide. Recognizing the building’s potential, they converted its 105 cells into 40 guest rooms, offering modern luxuries such as free WiFi, air conditioning, flat-screen TVs, and room service— amenities far beyond what previous “guests” experienced.
While the hotel’s interior underwent a dramatic transformation, certain prison-like features, such as heavy doors and window bars, were retained to add a quirky charm. The result is a boutique hotel that leaves a lasting impression.
Cachot | Deluxe from € 174.00 per night excl. city tax
32 m²
Rain shower
Double bed
Check-in from 3:00 PM
Check-out until 12:00
The former recreation rooms of the prison have now been transformed into Deluxe cachots. A Deluxe cachot has a double bed, desk, sitting area, safe, coffee and tea making facilities, minibar, flatscreen TV, telephone, rain shower, toilet, air conditioning, hairdryer, slippers, bathrobes, luxury bath products and free Wi-Fi.
Cachot | Comfort from € 159.00 per night excl. city tax
30 m²
Rain shower
Double bed
Check-in from 3:00 PM
Check-out until 12:00
Three former cells have been converted into a Comfort cachot. A Comfort cachot has a double bed, desk, sitting area, safe, coffee and tea making facilities, minibar, 2 flatscreen TVs, telephone, rain shower, toilet, air conditioning, hairdryer, bathrobes, luxury bath products and free Wi-Fi.
Suite The Judge from €239.00 per night excl. city tax
43 m²
Whirlpool
Kingsize bed
Check-in from 3:00 PM
Check-out until 12:00
Suite De Rechter is inspired by the painting above the desk, of the judiciary in England. The colours taupe, white and grey are the dominant colours in this beautiful suite. A spacious bathroom with a bath with massage jets and a luxurious rain shower. A seating area with a flatscreen TV and fireplace ensure a comfortable
stay. Suite De Rechter has a king-size bed with a luxurious feather topper for a sensational sleeping experience and a Nespresso coffee and tea machine.
The suites of Het Arresthuis are located in the director’s quarters and office spaces of the former prison. They can rightly be called an unforgettable experience. Each suite has its own character and style. They are named after the previous residents who carried out their work in this room. Of course, the suites have the same facilities as the dungeons, but just that little bit more.
Suite The Advocate from €224.00 per night excl. city tax
35 m²
Rain shower
Kingsize bed
Check-in from 3:00 PM
Check-out until 12:00
The inspiration for Suite De Advocaat is the black robe that the lawyer wears in the courtroom. Black, white and grey colour this stylish suite. De Advocaat has an extra large rain shower. Take a seat in one of the two rocking chairs by the fireplace to relax.
Suite De Advocaat has a king-size bed with luxurious feather topper for a sensational sleeping experience, flat-screen TV, desk and a Nespresso coffee and tea machine, minibar.
The Prisoner Suite from €239.00 per night excl. city tax
40 m²
Bath and shower
Kingsize bed
Check-in from 3:00 PM
Check-out until 12:00
Suite De Cipier owes its colour scheme to the old blue guard’s cap that was found during the renovation. This blue colour forms the basis of this suite.
The Cipier has a king-size bed with luxurious feather topper for a sensational sleeping experience, desk, sitting area, Nespresso coffee and tea machine, minibar, 2 flatscreen TVs, luxurious rain shower, bath and a separate toilet.
The Director’s Suite from €279.00 per night excl. city tax 60 m²
Whirlpool
Kingsize bed
Check-in from 3:00 PM
Check-out until 12:00
The Director’s Suite is located in the former living quarters of the prison director and is also the largest suite in our hotel.
This suite has a spacious living room with flat screen TV, sitting area and two sofas. The bathroom with whirlpool and luxury rain shower is located in the sleeping area.
The Director has a king-size bed with luxurious feather topper for a sensational sleeping experience, two flat-screen TVs, desk and a Nespresso coffee and tea machine.
For almost 100 years De Ploeg has been designing and developing premium upholstery and curtain fabrics. Ploeg fabrics are timeless, reliable and functional. We have a tradition of working with honest materials with a clear vision on design. We strive to create stylish interiors with a central role for craftmanschip and sustainability. Our products are use by architects, project designers, consumers and furniture manufactures.
40 Rooms
3 Meeting rooms
Het Arresthuis is a versatile venue for hosting business events, whether it’s a presentation, a small meeting, or a party. Beyond business, Het Arresthuis is an exceptional setting for special occasions like weddings and anniversaries, creating unforgettable memories in its unique and authentic ambiance. The venue offers three boardrooms with varying capacities (up to 28 people) and the Galerij, the former cell block. The Galerij is perfect for parties, celebrations, weddings, and exclusive sitdown dinners, accommodating up to 150 guests.
Het Arresthuis is conveniently situated in the center of Roermond, just a few minutes from the train station and wellconnected by various public transport options. Additionally, the hotel is easily accessible by car, with Düsseldorf International Airport only 60 km away.
Coffeemaker
Rooms for Non-smokers
Refrigerator
Internet Access (Wireless)
RECREATION
Health Spa/Massage
Vand der Valk Hotel Het
Arresthuis Nearby Activities
Golf Course
And Roermond is a picturesque town to visit filled with history and the finest restaurants in the area.
Vand der Valk Hotel Het
Arresthuis Guest Services
Laundry Room
Laundry/Dry Cleaning Service
Free Onsite Parking
Room Service
Wheelchair Access to Common/Public Areas
Common Area Internet Access (Wireless)
Vand der Valk Hotel Het Arresthuis Rates & Policies
Rate Policy: Daily in USD
Standard Room: from $150-$130
Suite: from $206
Credit Cards: Credit Cards Are Accepted
Reservation Policy: Reservations must be guaranteed with a credit card
Included Meals: No Meals Included
Website: www.hetarresthuis.nl
By Foylan Rhodes
Accor S.A., a French multinational hospitality giant, has reported a notable increase in revenue for the first half of 2024, reflecting the company’s robust performance and strategic advancements. With group revenue reaching €2,677 million, Accor has demonstrated an impressive 11% growth compared to the same period in 2023. This performance is attributed to several factors, including a rise in room revenue and strategic acquisitions that have strengthened the Group’s market position. Very different from only two years ago with the company, like many others in the hospitality industry, was still in recovery mode after ‘20 and ‘21.
Sébastien Bazin, Chairman and CEO of Accor, expressed confidence in the company’s performance, highlighting that the results for the first half of 2024 align with the medium-term outlook presented to investors last year. Bazin noted that the Group’s success in the second quarter was marked by strong activity across all regions and brands. He emphasized that the Group’s accelerated development pace and enhanced luxury and lifestyle offerings were pivotal to these results.
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“Accor’s involvement in the Paris 2024 Olympic and Paralympic Games, where we provided hospitality services to the Athletes’ Village, Media Village, and other visitors,” he said, “Allowed us to elevate our profile globally on a completely different level. Bolstering our position as an internationally relevant company.”
Accor’s diverse geographic and segmental portfolio continues to be a major asset. During the first half of 2024, the company opened 146 hotels, adding 24,000 rooms to its portfolio, which now totals 838,722 rooms across 5,682 hotels. The pipeline remains strong with 218,000 rooms under development in 1,297 hotels.
In terms of revenue per available room (RevPAR), different regions showed varying performances. The Premium, Midscale, and Economy (PM&E) division experienced a 4% increase in RevPAR for the second quarter of 2024 compared to the previous year, driven more by price increases than by occupancy
rates. The Europe North Africa (ENA) region saw a modest 1% increase in RevPAR. Within ENA, France experienced mixed results; while the provinces posted positive RevPAR growth, the Paris region saw a decline due to a high comparison base from June 2023, notably impacted by the Paris Air Show.
Germany outperformed other European markets with stronger RevPAR growth, bolstered by the European Football Championship in June. In contrast, the Middle East, Africa & Asia-Pacific region posted a 7% increase in RevPAR, with substantial contributions from the Middle East and SouthEast Asia. The Middle East, particularly the UAE and Saudi Arabia, benefited from events such as the Hajj pilgrimage, while South-East Asia saw double-digit growth driven by a recovery in Chinese tourist flows.
Conversely, the Pacific region struggled with weak leisure demand, leading to negative RevPAR growth despite improved occupancy rates. In China, RevPAR growth was also negative, reflecting a shift in domestic tourism towards South-East Asia.
The Americas region, significantly influenced by Brazil, recorded a 12% increase in RevPAR, attributed to a vibrant event calendar in São Paulo and Rio de Janeiro.
Accor’s Luxury & Lifestyle (L&L) division delivered an 8% increase in RevPAR, driven predominantly by higher occupancy rates. The
Luxury segment, which constitutes 76% of the L&L division’s room revenue, saw a 6% increase in RevPAR, driven by improved performance across all luxury brands. The Lifestyle segment experienced a 14% increase in RevPAR, fuelled by price hikes, particularly in resorts located in Turkey, Egypt, and the UAE.
The Group’s revenue growth was split between its two primary divisions. The Premium, Midscale, and Economy division saw a 4% increase, while the Luxury & Lifestyle division grew by 22%. Notably, scope effects from the acquisition of Potel & Chabot contributed €117 million to the revenue. However, currency fluctuations, particularly from the Turkish lira, Australian dollar, Egyptian pound, and Argentine peso, negatively impacted revenue by €63 million.
Accor’s growth trajectory is underpinned by its strategic focus on diversification and brand expansion. The Group’s “asset-light” model, which emphasizes brand and product management over property ownership, has allowed it to invest in highgrowth areas, particularly in luxury and lifestyle segments.
The Group’s history of expansion and strategic realignment has positioned it as a leader in the global hospitality industry. Founded in 1967, Accor has evolved from its origins with Novotel and Ibis hotels to become the largest hospitality company in Europe and the sixth largest globally. The company’s acquisitions, including those of Potel & Chabot and Orient Express, and its innovative approaches, such as launching new brands and embracing digital transformation, underscore its commitment to growth and adaptability.
Accor’s future looks promising with continued investments in expanding its portfolio and enhancing its luxury and lifestyle offerings. The upcoming Paris 2024 Olympics will further boost its global presence, highlighting the company’s expertise in high-profile events. As Accor continues to navigate the complexities of the global hospitality market, its strategic focus on diversification and premium segments will likely sustain its growth and leadership in the industry.
Bazin indicates that Accor’s strong performance in the first half of 2024 reflects the
effectiveness of its strategic initiatives and its ability to adapt to market dynamics, adding, “With robust growth in revenue and RevPAR across various regions and segments, the Group is well-positioned to achieve its targets and further strengthen its position as a leading global hospitality provider.”
All images courtesy of Accor.com
www.accor.com
By Foylan Rhodes
Publicly traded Brazilian energy giant Petróleo Brasileiro SA (Petrobras)’s commitment to energy is only matched by their commitment to their staff wellbeing, especially as, with an employee number over 46,000, their team numbers are by far their most valuable commodity. A career working in the offshore industry promises long hours and good pay and is considered by many sectors to be one of the most physically and mentally demanding roles one can have even with the recent victories won by unions to improve working conditions. Foylan Rhodes for The Lost Executive investigates.
Considering the dangers that are found on an oilrig and how expensive accidents can be, an increasing amount of focus on the quality of workers sleep has been applied to the industry over the last two decades, according to Petrobras Chief Human Resources director, Eberaldo de Almeida Neto, “Petrobras have made significant steps in the effort to improve the standards of workers in our field. For offshore workers this starts with ensuring that they are able to get the chance to recuperate between shifts both physically and mentally. This begins with making sure that their sleep is of a high a standard as possible.”
Beyond the accommodation found on offshore rigs which, while not the Hilton are well known for being efficient and at very least comfortable if a little Spartan, but there are many occasions where workers are working in inhospitable and unpredictable locations and for this sort of accommodation Petrobras turn to their partners.
In May 2022, Prosafe, a leading owner and operator of semi-submersible accommodation vessels who are listed on the Oslo Stock Exchange, were awarded a contract by Petrobras for the provision of the Safe Notos semi-submersible vessel for safety and maintenance support offshore Brazil.
The contract linked to the award came with a firm period commitment of four years and the commencement was in Q3/Q4 2022 following on from the expiry of her current mutually extended three-year contract that began in Q4 2016. The total value of the contract is approximately USD 110 million.
The Safe Notos is a technologically advanced and efficient Dynamically Positioned (DP3) semisubmersible safety and maintenance support vessel, capable of operating in harsh environments. The Safe Notos can accommodate up to 500 persons, has extensive recreation facilities and a large capacity open deck area and telescopic gangway. When running the vessel, Prosafe will have a strong focus on reducing emissions through innovative energy performance monitoring and associated fuel consumption reduction.
Jesper Kragh Andresen, CEO of Prosafe says: “Brazil remains a primary operational region for Prosafe, and it is a testament to crew, vessel and operational management that the Safe Notos will continue to demonstrate best in class performance into 2026.”
In preparation for operations, contract and regulatory compliance scopes were performed en-route to and whilst in Brazil ensuring that the Safe Zephyrus could efficiently begin contract.
Andresen added, “Prosafe set a goal of commencing contract with Petrobras on 1 May 2023, and we successfully achieved this early, which was and remains a testament to the capabilities and focus of the organization with collaboration between the North Sea and Brazil business units. It has been a successful period so far.”
As Eberaldo reveals, data regarding the dangers associated with poor sleep is abundant but the industry is still finding ways to balance the needs of the employees against the demand of the industries.
“Technology advances far faster than human durability and while so much of the machinery and equipment we use is state of the art, it still needs to be monitored and managed by people. The one area where technology is slower to develop is within human welfare and it is an issue that is being looked at constantly.”
Safety is a big issue because even mild sleep deprivation reduces a person’s capacity to function optimally and responsibly. Evidence in 2017 showed that even slightly broken sleep can impact one’s wellbeing. And while certainly the industry is often considered the realm of “manly men” who don’t succumb to such nuisances, if you’re in the wrong frame of mind, working in the middle of
nowhere, safety is not going to be top of your list.
And while some businesses have spent millions of dollars hiring psychologists and providing workplace counselling for workers in the industry, for the most part, it boils down to how much good sleep someone is getting.
As the drive of their industry is found within the people working on the hundreds of different projects, Petrobras’ focus on their staff is largely behind the scenes. Like all giant companies they have not been able to please everyone, but that is a given. Also, as a publicly traded corporation operating in an integrated and specialized manner in the oil, natural gas, and energy industry they value their team for their expertise in exploration and production that has been nurtured over decades of development in the Brazilian basins, especially in deep and ultra-deep waters. This has made them a world leader in the segment.
Petrobras has invested R$350 million ($62 million US) into training people for the energy sector.
Autonomy and Income Program will have almost 20 thousand vacancies in seven states, more than 7 thousand in Pernambuco Brazil alone. Over the next four years to train 19,560 professionals for the energy sector in Pernambuco, Espírito Santo, Rio de Janeiro, Minas Gerais, São Paulo, Paraná and Rio Grande do Sul.
The area covered by the Abreu e Lima Refinery (RNEST) will receive the largest number of vacancies under the Program, approximately 7,400 over the four years of the program. Of this total, approximately 550 vacancies will be offered for technical education courses and 6,832 vacancies for Initial and Continuing Education (FIC) courses. On Thursday (June 27), an agreement was signed between Petrobras and the Federal Institutes of Education, Science and Technology, represented by the Ennio de Jesus Pinheiro Amaral Foundation for Support to the Rio Grande do Sul Institute (FAIFSul).
In Pernambuco, more than 60 classes are planned for the second half of this year, totalling 1,700 professional qualification vacancies offered in 2024. The notices for registration for the vacancies should be released in the last week of July. Among the courses offered in the state of Pernambuco are those of Boilermaker, Electrician, Inspector, Instrumentalist, Insulator, Mechanical Assembler and Maintenance, Scaffold Assembler, Welder and technician in Automation, Electrotechnics, Mechanics, Planning and Safety.
The Federal Institutes of Education, Science and Technology will manage more than 6,800 vacancies distributed across 17 FIC courses and 9 technical courses. In addition to the Federal Institutes, Petrobras will also sign an agreement in the coming days with Sistema S, represented by SESI-SENAI Rio de Janeiro. SENAI will offer 12,750 vacancies across 23 FIC courses and 9 technical courses.
The initiative expands job opportunities especially for people living near Petrobras in the participating states, prioritizing the service of people with low income or without formal employment contracts; women;
transgender, transsexual or transvestite people; people with disabilities; indigenous and quilombola people; black and brown people and refugees.
“The vacancies are connected to the shortage of qualified labour in the companies that supply the Oil and Gas sector. There is a lack of professionals trained to work in maintenance shutdowns and investment projects foreseen in Petrobras’ Strategic Plan and we believe that offering these courses can boost opportunities for the communities near our facilities. Once the course is completed, graduates will be guided to look for vacancies in the National Employment System (SINE). Likewise, we will encourage our suppliers to offer their job opportunities in SINE”, explains José Maria Rangel, Executive Manager of Social Responsibility at Petrobras.
The courses offered include, for example, Auxiliary and Helpers (Civil, Electrical, Instrumentation, Mechanical, Piping, Miscellaneous), Boilermaker, Electrician, Mechanical Assembler, Maintenance Mechanic and Welder. These courses will last
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from 4 to 9 months and the prerequisite is to have completed elementary school. For technical level courses, such as Automation Technician, Electrotechnics, Mechanics, Planning and Safety, which will last two years, a high school diploma will be needed. In addition to the technical and professional content, students will have classes on occupational safety, psychosocial monitoring and development of personal skills ( soft skills ). For students on FIC courses, there will also be reinforcement in Portuguese and mathematics to correct any gaps in basic training and to improve the participants’ education.
The opportunity to implement the 100% diverless project arose during adjustments to the safety valve circuits on the Mexilhão platform (PMXL-1), in the Santos Basin, the so-called ESDV ( Emergency Shutdown Valve ), throughout 2023. Originally, the replacement of the umbilicals and adjustments to the control system connections of the platform’s six ESDVs would be done through saturated diving and, after analysis, the solution using underwater robots was applied. In December of last year, the most critical interventions of the campaign were completed, whose operational scenarios were unprecedented for diverless operations . The Mexilhão platform is highly relevant to the gas supply, as it is responsible for the flow of almost 20% of the gas produced in Brazil.
The company will continue to rely on divers for activities up to 50 meters deep and some of the professionals are also being transferred to work on diverless fronts and trained to operate underwater
robots (this has been happening, but the market has been making this move based on interactions with Petrobras).
Petrobras has respect for life, people and the environment as one of its values in its Strategic Plan. This is why it constantly works to remain among the main safety references in the sector worldwide, pursuing a zero fatality rate in its operations, reinforcing its commitment to the lives of all workers.
“This was a challenge overcome thanks to the integration, perseverance and collaboration of people from SUB, Supplies, CENPES, UN-BS and the team specialized in diving safety at Petrobras, who formed a great team and qualified suppliers. Diverless diving is another advance for Petrobras both in the area of technology and innovation, as well as respect for life, an important value in our Strategic Plan”, highlighted Petrobras’ Executive Manager of Subsea Systems, Suen Marcet.
In operations alone, savings of US$10 million were generated. Over the next four years, the expanded use of robots should generate savings of up to US$400 million.
Images courtesy of Petrobras. www.petrobras.com
By Foylan Rhodes
The Johannesburg Stock Exchange (JSE) has long been a cornerstone of economic activity in South Africa, providing a platform for companies across various sectors to raise capital, expand, and grow. In a significant development, the JSE’s AltX Board welcomed its first medical cannabis Special Purpose Acquisition Company (SPAC), Cilo Cybin Holdings Limited, marking a pivotal moment in the intersection of biotechnology, cannabis, and public investment. This listing not only represents a milestone for Cilo Cybin but also signals the growing acceptance and potential of the medical cannabis industry in South Africa and beyond.
Cilo Cybin Holdings Limited, a medical cannabis investment company, has set its sights on ambitious growth and expansion. By listing on the AltX Board, the company aims to leverage the SPAC structure to secure funds through an Initial Public Offering (IPO) to acquire existing companies or assets in the biotechnology and medical cannabis sectors. This strategy is designed to fast-track Cilo Cybin’s entry into these burgeoning industries, where innovation and regulatory changes are opening up new opportunities for growth.
As the first cannabis-focused SPAC to list on the AltX Board, Cilo Cybin is breaking new ground. The company’s initial target is Cilo Cybin Pharmaceutical, a leader in the South African medical cannabis industry. This subsidiary is
We believe we are one of the largest and most successful managers of institutional and retail assets in southern Africa and offer both segregated and pooled investment vehicles. Our clients include pension and provident funds, medical schemes, unit trusts, banks, insurers and other fund managers. We also manage assets for a growing number of international retirement funds, endowments and family offices.
recognized as the first entity in South Africa to obtain both cultivation and manufacturing licenses for medical cannabis. The company’s state-ofthe-art facility in Midrand, spanning 2,500 square meters, produces Good Manufacturing Practice (GMP) medical cannabis products, including CBD, CBG, CBN isolates, and THC and CBD distillates. These products are supplied to both local and international markets, positioning Cilo Cybin Pharmaceutical as a key player in the global medical cannabis supply chain.
The listing of Cilo Cybin Holdings on the JSE’s AltX Board is not just a financial manoeuvre; it is a strategic move aimed at positioning the company at the forefront of the medical cannabis and biotechnology industries. By listing as a SPAC, Cilo Cybin has provided itself with a platform to raise capital and pursue acquisitions that can drive rapid growth. The company is making only 10% of its total equity available, with over seventy-one million ordinary shares priced at R1 per share. This approach underscores the company’s confidence in its growth potential and its commitment to delivering value to its shareholders.
Once the acquisition of Cilo Cybin Pharmaceutical is complete, the company plans to transition to the JSE Main Board. This move will not only elevate its profile but also enable it to access a broader pool of investors and capital. The company’s longterm strategy includes organic growth as well as further acquisitions in the medical cannabis and biotechnology sectors. By building a diverse portfolio of assets, Cilo Cybin aims to become a leader in these industries, leveraging its expertise and resources to drive innovation and growth.
The listing of Cilo Cybin Holdings on the AltX Board is a significant event for the JSE and the South African investment community. It represents the JSE’s commitment to diversifying its offerings and embracing sectors that are poised for innovation, such as medical cannabis and biotechnology.
Valdene Reddy, Director of Capital Markets at the JSE, highlighted the importance of this listing, stating, “We are pleased to welcome Cilo Cybin to our AltX Board, which is a springboard for small and mediumsized companies and catalyses their growth. The addition of Cilo Cybin to the AltX underscores our commitment to embracing sectors poised for innovation.”
Cilo Cybin’s listing also adds to the growing number of companies on the JSE, which now boasts 282 listed
companies with a market capitalization exceeding R18.6 trillion. The inclusion of a medical cannabis SPAC reflects the JSE’s forward-looking approach and its willingness to support emerging industries that have the potential to contribute significantly to economic growth.
The medical cannabis industry is one of the fastest-growing sectors globally, driven by increasing acceptance of cannabis for medical use, ongoing research into its therapeutic benefits, and changes in regulatory frameworks. However, the industry is also characterized by challenges, including regulatory hurdles, the need for rigorous quality control, and the complexities of navigating different markets with varying legal requirements.
Cilo Cybin’s leadership, under the guidance of CEO and Founder Gabriel Theron, is well aware of these challenges. Theron’s vision for the company is encapsulated in his statement, “Embrace the highs, conquer the challenges. Each hurdle we overcome fuels our growth and strengthens our resolve. Together, we forge ahead, unwavering in our commitment to redefine possibilities and lead with innovation in the health and wellness industries.” This mindset reflects the company’s determination to not only navigate the complexities of the medical cannabis industry but to lead it with innovation and resilience.
https://cib.absa.africa rsc.corpprc@absa.co.za
As Cilo Cybin Holdings embarks on its journey as a listed company on the JSE’s AltX Board, it is poised to play a significant role in shaping the future of the medical cannabis industry in South Africa and beyond. The company’s strategic focus on acquisitions, coupled with its commitment to innovation and quality, positions it as a key player in an industry that is still in its early stages but has immense potential for growth.
The medical cannabis market is expected to continue expanding as more countries legalize cannabis for medical use and as ongoing research uncovers new therapeutic applications. Companies like Cilo Cybin are at the forefront of this expansion, driving the development of new products and technologies that can improve health outcomes and enhance the quality of life for patients.
Cilo Cybin’s listing on the JSE’s AltX Board is a milestone not only for the company but for the broader medical cannabis industry. It represents a bold step into the public markets and signals the growing acceptance and potential of medical cannabis as a legitimate and valuable sector of the economy. As Cilo Cybin continues to grow and innovate, it will serve as a model for other companies in the industry, demonstrating the potential for success in this dynamic and rapidly evolving field.
