Electricity + Control June 2017

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Editor: Wendy Izgorsek
Design & Layout: Adél JvR Bothma
Advertising Managers:
Helen Couvaras and Heidi Jandrell
Circulation: Karen Smith
Publisher: Karen Grant
Deputy Publisher: Wilhelm du Plessis
EditorialTechnical Director: Ian Jandrell
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Quarter 1 (January - March 2017)
Total print circulation: 4 702
The views expressed in this publication are not necessarily
those of the publisher, the editor, SAAEs, SAEE, CESA,
IESSA or the Copper Development Association Africa
Electricity+Control is supported by:
Imeet regularly with friends from industry. Obviously there are
common themes to our discussions, but education and the fu-
ture come up regularly. And (some may say surprisingly) so do
conversations about successes and gains, and how industry has in
many cases reinvented itself to respond to the changed environment
in South and southern Africa.
Equally, there are those who hanker for the good old days – days
that I have come to recall more as a mirage than a reality. Frankly,
in the cold light of day, when were the old days really good? Many
still believe they were.
Allow me to reflect on some of the positive engagements I have had
recently. These relate particularly to actual interactions I have had
with leaders of our industry, whose companies continue to grow
and prosper – largely because of the self-belief that their leadership
has in the company.
As a mere aside, I note that all of these interactions have included an
affirmation that the company has toward the upskilling of staff – and
of its customers. This resonates with me, because an informed client
is the best client; and the more you can upskill your own staff, the
better off your company will be.
It seems almost bizarre, after the above comment, that I still engage
with people who think that to upskill staff – and then see them leave
– is the end of the world. Obviously, one would like to retain all
skilled employees but sometimes that is not possible. I have seen a
wonderful comment where the CFO remarks on the risk of investing
in the training of staff – and they leave. The CEO responds: “What if
you DON’T train the staff – and they stay?”
The reality is – you cannot retain everyone – but the movement of the
skills back into the pool can only be a positive thing for the economy.
A common thread in the discussions with really successful companies
is that they are committed to investing in training – for everyone. I
like that.
The second point I would like to make is that these companies share
a fundamental belief in their own brand. This is a belief engendered
by the executives of the company – and seemingly a reality taken on
board by the staff.
This is an obvious point to make – but I find many companies where
the discussions are invariably about how bad things are, and how
difficult it is to succeed. And I fully appreciate that. The trouble is that
this tendency to see all the obstacles ends up being the establishment
of a rather defeatist attitude amongst the staff – to the extent that the
company begins to decline, rather than the rise above it all.
Nobody living and working in South African right now can imagine
that it is all a walk in the park. Of course it is not. The way you balance
the obstacles and the opportunities has a significant bearing on how
your company responds.
I am overwhelmed by the positive attitude and the sheer grit and
determination – of many with whom I interact – to succeed. Their
success impacts on far more people in our economy than on their
employees alone.
COMMENT
Ian Jandrell
Pr Eng, BSc (Eng) GDE PhD,
FSAIEE SMIEEE
1 June ‘17 Electricity+Control