Exploration and Production Syngas Production Fuel products Co-products Chemical products Fisher Tropsch Conversion coal natural gas feedstock crude oil Refine & blend Fuel components Chemical processes Chemical components 3 rd party producer Source: Sasol
Employment Value Proposition key strategy for growing the talent pipeline Increase the size of the available talent pool Increase individual-organisational fit Improve employee commitment and retention “ organisations with managed EVP’s are able to effectively source from more than 60% of the labour market” CLC 2006 People Organisation Work Opportunity Rewards 5 EVP Categories
Business case: career and succession management Strategic “themes” Financial Operational Organisation Workforce requirements Labour market realities Workforce strategies Growth Globalisation Gearing EVA GTL/CTL hubs Integrated chemicals business SA growth Operational safety Joint ventures Shared services Integrated facilities ± 1000 secondees > 6000 local hires Leadership in complex environments Technical skills and experience Transformation GTL industry growth DG shortage in SA SA growth, projects Global skills shortage Accelerated sourcing Leadership development Technical development Retention Skills transfer Organisational health Multifaceted diversity Retirement waves New ventures Existing business Transformation Succession Management 10 Year People Planning
Reconfigure leaders roles and responsibilities. Few job descriptions call upon post holders to utilize their full potential. Much latent leadership energy can be liberated by redefining roles.
Create a network to integrate leadership energies. While reconfiguration involves structural change, networking is about association between people with like interests.
Align and realign leaders around the essentials. People behave according to their beliefs, not what they might have agreed to in a meeting.
Raise leaders aspirations. Visions of a brighter future are uplifting
Improve leaders resilience. While people can adapt their approach and style to some extent…leaders are often thrown into situations where their knowledge does not apply and their style is inappropriate
“ We have found that the wisest course is to sequence initiatives carefully and launch in the best wave only those most critical initiatives that have adequate leadership capacity driving them. This means structuring, timing, and staffing initiatives wisely:”
Structuring involves determining the scope of the project, how it relates to other initiatives, and, above all, how tackling this one best might shed light on how to approach other projects with greater economies in time and money. More importantly, tackling the right one will unleash more energies in the organization, thus moderating if not reducing the leadership burden.
Timing presents a tough judgment call: how long should leaders be given to come up with an initial answer, mobilize the organization, and institutionalize the new way? Sound judgment is needed in deciding not only how long leaders will take to complete a given task, but also how much stretch they can absorb.
Staffing then becomes critical. It means selecting the right leader for the right task and pending opportunities to build more potential capacity into the first wave so that younger talents can be coached to lead later efforts.
Finding opportunities to build more potential capacity into the first wave will allow younger talents to be coached to lead later efforts