91成人短视频

Industry and Economics: A Community鈥檚 Perspective

Most economists agree that a nation鈥檚 strength, stability and security are directly tied to its position as a global manufacturing power. The petrochemical and refining industries are key drivers in the U.S. economy. I鈥檓 proud of our history, the products we produce, the jobs created, and, in most part, our connections to the community. My topic today will be regarding the last: the often touchy subject of community value.

The U.S. population has increased by 130 million people over the past fifty years, from 179 million to 309 million. In Harris County alone, the projected growth is an additional 2 million people in the next 15 years. These big numbers represent differing priorities and surely a changing landscape.

I鈥檒l briefly discuss the breadth of our 鈥減roduct line鈥� from fuels to pharmaceuticals. We鈥檒l explore the current business economics and envision the true globalization of the next twenty years and the impact that will have on our community. In this part of the presentation, we鈥檒l engage in a discussion of three critical assets: capital investment, labor force and feedstock (specifically the game changer of natural gas). We鈥檒l conclude this section by examining the impacts of regulations and taxes.

Now that the three foundational criteria of our industry have been assessed, let鈥檚 look at the changes in the industry.  I鈥檒l take you back to when each of us began our careers --what our expectations were, where we were in our knowledge base and how we reacted. We鈥檒l consider how that compares with the community today.

I鈥檒l share personal experience combined with interviews from community advisory leaders, TCC executives, elected officials and the plant manager network.  We鈥檒l discuss the perceptions of the NGO鈥檚 and successful communications plans directed at improved relationships.  Leadership in the community is no different than leadership in your plant; it takes trust, buy-in, and momentum. So let鈥檚 explore these three imperatives.

Character makes trust possible. How are we demonstrating our character to our community? If competence is the 鈥渁nte to get into the game,鈥� do we communicate that competence effectively? And what action do we take when there is a mistake?

Without buy-in from the community, we have just another internal exercise. So how best do we get buy-in? I鈥檒l share recent successes and a vision for tomorrow.

With enough momentum, nearly anything is possible. We鈥檒l discuss an engaged community led by an engaged workforce and how to set priorities, determine best timing and use your influence appropriately.

To be a successful company, we must take a 鈥淐ommunity鈥檚 Perspective鈥� and put ourselves in the place of those that we are affecting.