budgeted sum of money was distributed to anyone who asked for it on a first come, first served basis. Mr. Hannan required that the public affairs budget be consistent with our business plan. Money would be given preferentially to the community surrounding the refinery to improve our relationship with our neighbors. Because the ability to get environmental permits is critical to completing our capital projects, a
good relationship with the community is absolutely necessary. By focusing our public efforts in this area, we are improving the likelihood that the community will view us as good neighbors and support us in our efforts to obtain permits. Mr. Hannan also improved the work environment in the refinery. He empowered people by putting decision making authority at the proper levels. Previously, decisionswere made at very high levels in the organization by those who were furthest from where the actual work was completed. This resulted in inefficient use of the employees’ talents and often resulted in less effective solutions to problems. In addition, Mr. Hannan has fostered an environment where risk taking and creativity arerewarded. Employees are beginning to step out of the old conservative ways of doing business and are making dramatic improvements in their work processes. Now even the employees at the lowest level of the organizational hierarchy feel they can contribute. Because Mr. Hannan has focused all aspects of the refinery on the same goals, all employees are able to see how they fit into the organization and how their efforts contribute to the bottom line. I have seen the morale at this refinery increase dramatically since these changes were implemented. This has resulted in a more profitable refinery and a more pleasant work environment. Mr. Hannan has had a tremendous influence on me because I have been able to see first-hand how an effective manager works. By providing clear focus and objectives, he was able to mobilize all the employees and accomplish many of the goals he outlined in his mission statement. I am lucky to have an office two doors away from Mr. Hannan. He enjoys developing bright young people and often comes into my office to share his philosophies of business with me. I have a tremendous amount of respect for him and take his advice to heart. Now when I begin work on a new project, I clearly define how the project will contribute to the refinery’s bottom line. I have begun to think more strategically and look not only for the answers that best suit our needs today, but will also serve us in the future. I continually challenge the status quo and take calculated risks knowing that I will have some failures. Because the problems I solve in my current position cross operating divisional boundaries, I am dependent on the assistance of people from all over the refinery to solve them. I have learned how to identify who is best suited to solve particular problems and how to get them involved in the planning process. This has resulted in improved planning and more profitable refinery
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