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African Petrochemicals May/June Edition 14_3 {2017}

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NURTURING HIGH-PERFORMING TEAMS Barry Elliott, Managing Director, Rockwell Automation Sub-Saharan Africa How can leaders develop and nurture high-performing teams in the workplace? Rockwell Automation Sub-Saharan Africa Managing Director Barry Elliott unpacks these requirements in this discussion on performance management and leadership. Our challenge as leaders is the creation of dynamic work environments where people are sufficiently engaged, stimulated and motivated. We rely on our employees to ensure the profitability of our enterprise. High-performing people make high-performing teams, which in turn constitute high-performing organisations. And while it’s true that each of us has to intrinsically motivate ourselves, as leaders we must create the environment that fosters motivation. This goes beyond ensuring more obvious aspects of the job, such as remuneration, work/life balance, physical workspace, team dynamics and so forth are healthy and in place; it involves questions of selfactualisation. We need to understand how we can help employees realise their professional and career objectives in line with the overall vision of the company. And in this regard, we’re constantly contending with an excessively noisy world, where shifting sociopolitical issues allied to the sluggish recovery of the global economy present tangible consequences in how we live. Part of it is about buy-in to a company vision. Questions about what the company’s purpose is, what it stands for, where it will be in years to come and how it is getting there, are important to the modern employee, millennial or not. They want to be able to translate a broader corporate vision within their own ideology, to understand and appreciate how they fit into the bigger picture. This is an ongoing dialogue of personal and company values, with open and honest communication between both the employee and the company being key. Employees need to be informed and involved in the activities and performance of the organisation, so that they not only understand where it is going and what its purpose is, but feel empowered to positively influence its outcome. Empowered employees are engaged employees. For some, being engaged is the outcome of working in an environment where there is potential for pursuing different avenues of career growth. For others, it is through challenging their technical abilities. The organisational environment and culture needs to accommodate the diversity of your employees’ aspirations and values. The true value of our workforce is in the unique skills and personalities of each employee at Rockwell Automation. Leveraging these qualities requires adaptable leadership, with a fluid approach to management that constantly deploys varying degrees of support and/or direction. Consider for example a dependable, high-performing employee. It’s easy to assume that they need very little guidance and support because they display such high competency levels. In fact, the opposite is true: high-performing people require more leadership attention. The key to managing these people is through encouraging constant personal and professional development. Top performer or not, no-one’s good at everything. It’s fulfilling and exciting as a leader to watch our employees grow. As managers we should be constantly assessing an individual’s potential to develop within the organisation, whether in a technical, professional or management capacity. Organisations getting the most from their employees are laying the groundwork for long-term business success. As leaders, our task is to foster environments where employees are engaged and their values and aspirations align with those of the company. About Rockwell Automation Rockwell Automation Inc. (NYSE: ROK), the world’s largest company dedicated to industrial automation and information, makes its customers more productive and the world more sustainable. Headquartered in Milwaukee, Wis., Rockwell Automation employs about 22,500 people serving customers in more than 80 countries. About Barry Elliott Barry Elliott is the Managing Director of Rockwell Automation Sub- Saharan Africa. Elliott joined Rockwell Automation in 2012. He previously headed business development for sub-Saharan Africa at AE&E Lentjes and Doosan Power Systems. Elliott has also held positions with AE&E Group as Sales Director for sub-Saharan Africa; sales and marketing head for Babcock Engineering; and 15 years’ service to Siemens, during which he was appointed as the General Manager of Mining and Metals and Managing Director in Tanzania. Elliott’s background is in Electrical Engineering, having studied at the Nelson Mandela Metropolitan University and Vaal University of Technology. He also has various management and executive development certificates from the UNISA School of Business Leadership and University of Strathclyde in Glasgow. Enquiries: Michelle Junius Field Marketing Specialist Sub-Saharan Africa Rockwell Automation Tel: 011 654 9700 E-mail: Web: 27

SASOL BREAKS GROUND ON NEW ALKOXYLATION PRODUCTION FACILITY IN NANJING, CHINA Nanjing, China – Sasol Limited (JSE: SOL; NYSE: SSL), a leading integrated chemicals and energy company, formally began construction of its new alkoxylation plant in Nanjing, Jiangsu Province. Ushered in by a ground-breaking ceremony on June 8th at the Nanjing Chemical Industrial Park (NCIP), the new plant is expected to be fully operational in early 2019. The ceremony was presided by Fleetwood Grobler, Executive Vice President of Chemicals Business, Sasol, and attended by Miao Ruilin, the Mayor of Nanjing; Dolana Msimang, the South African Ambassador to China; representatives from South African diplomatic missions in China and NCIP officials. The new production unit will modernise and expand Sasol’s current alkoxylation capacity, research and development facility and technical support capability in Nanjing. Through this strategic investment, Sasol will strengthen its position in China and better meet the growing demand for specialty chemicals in this important growth market. This project entails the construction of an alkoxylation plant with a capacity of approximately 150 kilo tons per annum (ktpa), with the option of using either branched or linear alcohols to meet differentiated customer requirements in applications, such as detergent, personal care, textiles and leather, metal working and lubrication, paper inks and coatings and the oil and gas recovery markets. “With China’s economy forecast to represent 40% of the world chemical demand by 2020 and its on-going shift towards high value and differentiated segments, China is an important market for Sasol,” said Fleetwood Grobler, Executive Vice President of Chemicals Business, Sasol. “The new production unit will more than double Sasol’s alkoxylation production capacity and Sasol’s state of the art technology offers our business partners significant benefits in terms of safety, reliability and flexibility.” The new site, to be located in NCIP, occupies about 35 acres representing a significant expansion of the existing footprint. Through this project, Sasol will be able to offer a range of diversified products to optimally serve this growing market by combining a unique portfolio of building blocks and extensive global experience. Sasol will continue to comply with the highest standards of environment, health and safety and is committed to a sustainable development in China. Sasol may, in this document, make certain statements that are not historical facts and relate to analyses and other information which are based on forecasts of future results and estimates of amounts not yet determinable. These statements may also relate to our future prospects, developments and business strategies. Examples of such forward-looking statements include, but are not limited to, statements regarding exchange rate fluctuations, volume growth, increases in market share, total shareholder return, executing our growth projects and cost reductions, including in connection with our Business Performance Enhancement Programme and Response Plan. Words such as “believe”, “anticipate”, “expect”, “intend”, “seek”, “will”, “plan”, “could”, “may”, “endeavour”, “target”, “forecast” and “project” and similar expressions are intended to identify such forward-looking statements, but are not the exclusive means of identifying such statements. By their very nature, forward-looking statements involve inherent risks and uncertainties, both general and specific, and there are risks that the predictions, forecasts, projections and other forward-looking statements will not be achieved. If one or more of these risks materialise, or should underlying assumptions prove incorrect, our actual results may differ materially from those anticipated. You should understand that a number of important factors could cause actual results to differ materially from the plans, objectives, expectations, estimates and intentions expressed in such forward-looking statements. These factors are discussed more fully in our most recent annual report on Form 20-F filed on 27 September 2016 and in other filings with the United States Securities and Exchange Commission. The list of factors discussed therein is not exhaustive; when relying on forward-looking statements to make investment decisions, you should carefully consider both these factors and other uncertainties and events. Forward-looking statements apply only as of the date on which they are made, and we do not undertake any obligation to update or revise any of them, whether as a result of new information, future events or otherwise. Please note: A billion is defined as one thousand million. All references to years refer to the financial year ended 30 June. Any reference to a calendar year is prefaced by the word “calendar”. Comprehensive additional information is available on our website: 28


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