Heels & Horsepower Magazine

How To Get The Most Out Of Your Fuel Tank

Motorists often underestimate the impact their driving style has on the fuel efficiency of their cars but the truth is that a few adjustments could make a huge difference. Here are a few useful tips to help motorists be greener and more fuel efficient drivers.

  1. Drive smoothly: Aggressive driving such as rapid acceleration, speeding and braking can lower your fuel mileage significantly. So, accelerate smoothly, brake softer and earlier, and stay in one lane while it’s safe to do so. Not only do these driving techniques save fuel, they also prolong the life of your brakes and tyres. 
  2. Slow down: Speeding wastes fuel, so aim for a constant speed. Driving at 90 km/h instead of 100 km/h can improve your fuel efficiency by 10 – 15%. Pumping the accelerator sends more fuel into the engine, emptying the tank faster.
  3. Don’t keep your engine idling: Today’s engines don’t need a warm up. Start the car immediately and gently drive away. Don’t leave your car idling. Prolonged idling increases emissions and wastes fuel. Turn the engine off whenever it is safe to do so, such as when it is stationary for more than 30 seconds, this avoids unnecessary energy consumption of an idle running engine.
  4. Remove unnecessary cargo: Reducing the amount of cargo you keep in your boot or on your back seat can improve your fuel efficiency as less energy is needed for acceleration. Try to travel as lightly as possible, keep only the most important items (like an emergency kit, jumper cables, a small toolset, and a small jack) in the vehicle.
  5. Only use A/C on the highway: Your fuel economy drops by up to 15% when you use the air conditioner at low speeds. So, if it isn’t too hot, turn off the air conditioner and roll down your windows instead. However, at 90 km/h or higher, using the air conditioner is preferable to opening windows because your vehicle has much lower wind resistance with the windows closed; and because the engine produces more power at higher revs, so it is able to run accessories like the A/C compressor more efficiently.
  6. Ensure your tyres are correctly inflated: Incorrect wheel alignment and under-inflated tyres lead to increased resistance between the tyres and the road. This makes your engine work harder than it ordinarily would, leading to higher fuel consumption, and increased wear on the tyres. Check your tyre pressure at least once a month and before and after a long distance drive. Alignment should be checked at least every six months, or after run-ins with potholes.

3 Ways Parents subconsciously put their toddlers in danger: Part 1

As parents, keeping our kids safe from external factors is the norm, but what if we the parents, are the ones our kids need to be kept safe from! 

As parents, we know the importance of driving safely but not many of us consider that our own habits and practises could be more detrimental to our little occupants than the actions of other drivers around us. Here are a few behavioural traits that are harmful to the psyche of our loved ones which many of us are guilty of but can modify.

ACTION

  1. Arguing while driving

DANGEROUS SITUATION

It doesn’t happen very often but parents have been witnessed fighting, yelling and even getting physical in the car. Not only does this type of irrational behaviour distract (and amuse) other motorists, it also puts everyone in the car in grave danger and has long term negative effects on the minor passengers. 

SOLUTION

Keep the heated discussions for the privacy of your bedroom.  Not only is it emotionally unhealthy for the little ones to be exposed to the effects of the family’s dwindling finances or suspected extra marital affair, but verbal altercations can lead to reduced concentration resulting in near misses, fender bumpers or full on crashes.

ACTION

2. Speeding

DANGEROUS SITUATION

Being a working wife and mother, who also triples as a gym bunny, Michelin-star chef and support to her husband is a lot for any human being to manage on a daily basis. Hence it is understandable that a woman may find herself running late from time to time. As logical as speeding may seem it is highly imprudent and could result in death or serious injury to other motorists, yourself or your toddlers. 

SOLUTION

Time management is one of the arduous aspects of adulating, but one which could save your life and the lives of those in and around your vehicle.  Applying your make-up can wait until you get to the office parking lot or restrooms even if it does mean you may have to hold your ID picture up to your face and sign in at the main gate.

ACTION

3. Not having car insurance

DANGEROUS SITUATION

More than 80% of the cars on our roads are uninsured which means at any given time you could be driving within the proximity of 2 – 3 uninsured vehicles; which sounds scary unless yours is also uninsured in which case you would be in the company of a minimum of 4 uninsured cars. The thing about being uninsured, even at a basic level is that you run the risk of being liable for the costs of repairs of your car and that of the other vehicle(s) you may have run into.

SOLUTION

Most would agree that the responsible thing to do would be to investigate the various types of insurance policies you can sign up for which cover you for taking care of the other parties vehicle. We, however would advise that you get cover for your vehicle and occupants too so that you and your kids can receive the necessary medical attention in the event of an accident.

ACTION

DANGEROUS SITUATION

In some countries, driving distracted is ranked more dangerous than driving under the influence of drugs and alcohol. In our view however, regardless of the kids being in the car or not, driving without having your hands at the wheel or with your eyes fixed on the road ahead and around you is a recipe for a life threatening disaster. 

SOLUTION

For the record, distracted driving includes fiddling with the radio controls, eating and drinking, applying make-up, grooming and trying to appease the little ones among other things.

 

BMW SA partners with South African and German governments to upgrade eight hospitals in Covid-19 response

In a global crisis like the Corona pandemic, solidarity matters more than anything else

– Oliver Zipse, Chairman of the Board of management of BMW Group

Midrand, South Africa – BMW’s contribution to the fight against the spread of Covid-19 stepped up a gear today.  In a virtual signing ceremony, CEO BMW AG Mr Oliver Zipse, Federal Minister Economic Cooperation and Development in Germany, Mr Gerd Müller together with Professor Mkhululi Lukhele: Head of Department Gauteng Department of Health, and Tim Abbott, CEO BMW South Africa, announced upgrades to eight hospitals and four clinics, in three provinces – Gauteng, North West and Limpopo.

Improvements will include the upgrade for the Soshanguve Combined Clinic, near the company’s Rosslyn manufacturing plant, to a testing and screening centre. The company has provided a fully equipped ambulance and cars for transporting patients to the various hospitals in the region.

At Dr George Mukhari Hospital in Soshanguve, the Accident and Emergency facilities will be significantly upgraded and 300 beds added.

An additional 300 beds will be added across the region, with a further 150-bed overflow facility to be provided in Bronkhorstspruit. Supplementary to this, four community clinics in Soshanguve will be provided with a supply of face masks, disinfectant and PPE.

The project in Gauteng is part of our Corona response program

-GERD MÜLLER, Federal Minister Economic Development

Speaking at the signing of a memorandum of understanding, Oliver Zipse, Chairman of the Board of management of BMW Group said “In a global crisis like the Corona pandemic, solidarity matters more than anything else. We help where help is particularly needed. That is why, in cooperation with the Federal Ministry of Development and the South African Government, we support the development of the health infrastructure at our site in Gauteng.”

Effective assistance at the right time.

Federal Minister Economic Development, Gerd Müller, said “The project in Gauteng is part of our Corona response program, which we use to combat not only the health crisis, but also the severe economic crisis in South Africa. Here companies that are represented locally like the BMW Group are important partners in German development policy.”

We’re providing BMW X3s built here in Rosslyn to help transport patients as well

– Tim Abbott, CEO: BMW Group South Africa and Sub-Saharan Africa

Local partners make it all possible.

Tim Abbott, CEO: BMW Group South Africa and Sub-Saharan Africa, said the plan was to intervene in an area of need at the most critical time.

 “I’m pleased we are able to co-operate with the German government in a R76m investment into eight hospitals and four community clinics across three provinces. We will provide 750 beds, an ambulance, an upgrade to Accident and Emergency facilities, additional testing and screening facilities to support our communities when they need it the most. We’re providing BMW X3s built here in Rosslyn to help transport patients as well. We build more than just cars and we need international solidarity and governments working together with the private sector during a global crisis. Together we can fight this crisis.”

 “We’ve been building cars in Rosslyn for almost five decades. We’re part of this country and we’re committed to its future. More than at any time I can remember, now is the time society needs pool its resources.”

Ongoing targeted assistance.

In April, BMW South Africa responded the call for help from the Gauteng Department of Health for donations of face masks and other protective gear for emergency services personnel.

In response, the company handed over 40 000 high-quality protective respiratory (FFP2) face masks to the department in order to help protect health services workers.

In May, BMW South Africa loaned 17 cars – mainly BMW X3s built at Rosslyn – to the Red Cross, to assist them with contact tracing and the delivery of hot meals, food parcels and the dissemination of information in rural and marginalised communities.

Seamless servicing of essential services vehicles.

Many essential services use BMW Group vehicles and it has been important to the success of the national lockdown that these people have remained mobile. Specified BMW retail partners have stayed open across the country throughout the lockdown to ensure the quick and effective servicing of these vehicles. Now, under Level Four lockdown, all BMW service centres are open for business.

This has meant that vehicles driven by the South African Police Services, Metro Police departments, medical personnel and the private vehicles of essential services workers have had the servicing and roadside assistance support they have required from the outset of the lockdown.

When do I need to consider wheel alignment?

Alignment should be checked every 10,000 km or 6 months, whichever occurs first unless you know that you have hit a pothole, or some other object, in which case it should be done immediately as a precaution.

Other facts drivers should know about wheel alignments:

  • A proper wheel alignment should best start and end with a test drive.
  • The front end and steering linkage should be checked for wear before performing an alignment.
  • The tyres should all be in good shape with even wear patterns. 
  • If you have a tyre with excessive camber wear, for instance, and you correct the alignment problem that caused that wear, the tyre will now be making only partial contact with the road
  • Pulling problems are not always related to wheel alignment.  
  • Problems with tyres (especially unequal air pressure), brakes and power steering can also be responsible.

Tips for safe driving in cold weather

  • If the roads are icy, drive with extra caution
  • Top up your anti-freeze and check that your tyres are properly inflated throughout winter
  • Increase your following distances
  • Brake more cautiously and well before time
  • Drive around corners more slowly
  • Do not use cruise control when the roads are slippery
  • Adjust your speed to suit the conditions
  • Be cautious in places where ice is common even if you cannot see it, like under bridges
  • If you lose control do not panic but gradually slow down and steer in the direction of the skid

Driving In High Accident Zones

Every driver has seen a roadside sign warning them that the section of the road that they are driving on is a high-risk accident zone. When a driver sees one of these signs, they should change their driving style and increase their awareness levels to be ready to respond to unexpected challenges.

Assess the situation to determine what makes that stretch of road dangerous and adapt your driving to account for this.

– eugene herbert, managing director – masterdrive

The managing director of MasterDrive, Eugene Herbert, explains areas that have high accident rates with warning signs of this, require changes to your driving to meet the situation. “It is up to you to assess the area and identify what makes that particular area high risk. Van Reenen’s Pass is one of South Africa’s more notorious high-risk areas because it is vulnerable to bad weather and a dangerous area for trucks to travel.

“In this instance drivers need to drive with more caution especially when weather conditions are bad and ensure they follow the instructions along the route that separate cars and trucks. Additionally, keep an eye out for vehicles that may swerve into oncoming traffic.”

There are a number of other conditions that can make a road into a high-risk area. “Concealed accesses, high traffic volumes, a blind rise, animals that may wander into the road, high incidents of negligent driving, low visibility, roads prone to potholes and weather conditions are just a few challenges that can make an area high risk.

“Assess the situation to determine what makes that stretch of road dangerous and adapt your driving to account for this. Even if you cannot immediately identify the risk, be just as cautious as what you would if you did know,” says Herbert.

Examples of driving styles that you can ensure you are following include:

  • Slow down so that you have extra time to react should a car suddenly enter the road from a side road unexpectedly or to react to many other hazards
  • Increase your following distances to give yourself additional time and space to react to the actions of cars ahead of you or to concealed obstacles
  • Look 12 seconds ahead as you drive so that any potentially dangerous situations do not catch you unaware
  • Watch the reactions of drivers in front of you. Additional time and space gives you the opportunity to notice if all the cars ahead are veering to one side of the road to avoid something like a pothole and allows you to react to the hazard timeously and carefully
  • Always drive with your headlights on to increase your visibility to other vehicles or pedestrians
  • Be prepared for slippery roads by paying attention to your surroundings and learning what to do should you lose control of your vehicle
  •  Do not drive fatigued as it can make something as simple as a straight road extremely dangerous because your ability to pay attention and react quickly, among other issues, is affected
  • Be patient and courteous in heavy traffic. Losing your cool or preventing others from entering a lane creates dangerous as well as volatile situations

Roads where you are at a higher risk of crashing are not unusual, making preparation for it essential. “Follow the principles of defensive driving on these roads and be ready for any challenge you may encounter to ensure you emerge from these areas as safely as possible,” advises Herbert.

Nissan announces four-year business plan for Africa, Middle East and India region

Yokohama, Japan – Nissan’s chief operating officer Ashwani Gupta helped engineer the troubled carmaker’s latest turnaround plan. Now his allies are pressing the board to promote him to co-CEO to drive the new strategy, said four people with direct knowledge.

Thus far, Nissan’s 12-member board has no plan to change the roles of Chief Executive Makoto Uchida or his No. 2 Gupta, the sources told Reuters. But the behind-the-scenes campaign, involving at least half a dozen current and former executives, points to continued tensions at the top of the Japanese carmaker, which has had four CEOs in four years.

The sources, all of whom have ties to Nissan’s leadership team, declined to be identified because they aren’t authorised to speak to reporters and because of the sensitivity of the topic.

Nissan responded in a statement to Reuters there are “no plans or consideration for any change in the management structure at Nissan, and no change to the close collaborative working relationship between Mr Uchida and Mr Gupta in their current roles.” Speculation to the contrary is baseless and misleading, the statement went on.

Lobbying to promote Gupta, 49, has intensified, the sources said, since Nissan unveiled a four-year recovery plan on May 28 to slash costs and strengthen its global alliance with Renault and Mitsubishi. Indian-born Gupta, an industry veteran, was instrumental in drawing up the plan. His allies now want him to implement it.

…the main focus of the plan is not restructuring.

According to the people with knowledge of the matter, Gupta’s supporters are proposing that he either share the CEO role with Uchida, or replace his boss, with Uchida becoming chairman. One of the sources, a Nissan executive, told Reuters: “We’re clear enough in telling the board what our expectations are. But we don’t want to push the issue too hard. We want this to happen in a natural way.”

The uncertainty threatens to increase instability at Nissan that stretches back to late 2018, when long-time leader Carlos Ghosn was arrested and fired because of alleged financial misconduct, which he denies. Ghosn was Nissan’s CEO through April 2017, when he stepped aside, remaining as chairman. Since Ghosn, Nissan has had three CEOs. The discussion about Gupta’s role is also a distraction as Nissan wrestles with an array of problems, from its own financial woes to the industry-wide impact of the COVID-19 pandemic that is hurting sales.

The Nissan plan is a restructuring plan, no matter how you slice it,

The sources said Gupta’s allies have become emboldened in recent weeks because of growing doubts among rank-and-file employees about Uchida’s ability to lead Nissan back from its first annual loss in 11 years.

Two of the sources cited Uchida’s performance during a news conference on May 28 at which he presented the plan to cut Nissan’s production capacity and model range, and put new emphasis on sharing costs and investment with Nissan partners Renault and Mitsubishi Motors. Uchida emphasized that “the main focus of the plan is not restructuring.” Its purpose, he said, is “to build a financial foundation that will lead to sustained future growth. For that future growth, we plan to continue to invest in (product and technology) development.”

The sources said Uchida’s comments displayed a lack of urgency at a critical moment.

“The Nissan plan is a restructuring plan, no matter how you slice it,” said Tokyo-based SBI Securities analyst Koji Endo. “But Uchida fell short of clearly defining this as a restructuring plan. I think it would’ve served him better if Uchida had said honestly what this is, in order to instill the urgency of the plan and to stress people need to scramble.”

… management is “focused and united on the delivery of the transformation program,

Gupta is already taking on much of the leadership of Nissan, said the four people with direct knowledge. Uchida, they said, is less engaged. Another source, a mid-ranking global product distribution strategy manager, said Gupta has hosted all recent meetings attended by this manager and his colleagues at head office in Yokohama to discuss recovery in key markets like China and the United States.

“He’s doing all the heavy lifting in formulating the plan, and we are not getting any guidance from Uchida,” the manager said.

Nissan said in its statement to Reuters that the management is “focused and united on the delivery of the transformation program, led by chief executive officer Makoto Uchida. Ashwani Gupta, as chief operating officer, is working intensively in partnership with Mr. Uchida on executing the program.”

Nissan’s recovery plan draws on ideas previously employed by Gupta to reinvigorate the commercial vehicle businesses of Renault and Nissan. After joining Renault in India in 2006, Gupta became vice president in charge of Renault’s global commercial vehicle business, a job he held until April 2019, when he was named COO of Mitsubishi.

In drawing up Nissan’s latest turnaround strategy, Gupta worked closely with Renault’s chairman, Jean-Dominique Senard. As a consequence, Gupta and Senard, who sits on the Nissan board, have developed a close relationship, the sources said.

According to two of the sources, this might persuade Senard to support making Gupta co-CEO. If Gupta were to be promoted, the sources said, it would be positive for the Nissan-Renault alliance because Uchida and Senard have yet to develop a solid relationship.

A spokesperson for Renault said the company wouldn’t comment on speculation, adding that the relationship between the current leaders of Renault, Nissan and Mitsubishi is “excellent.” Mitsubishi declined to comment for this article. 

iol / Reuters