Sasol is one of many energy companies that is expanding in Louisiana because of our world class energy infrastructure, strong business climate and incomparable workforce. This project is a giant step forward to help our country become more energy independent and less reliant on foreign sources of energy.
Despite a national economic downturn, this historic economic development win is happening in Louisiana because we have been laser focused on job creation by creating an environment where businesses want to invest and create jobs for our people.
The GTL facility, the first of its kind in the U. GTL diesel is a cleaner-burning, high-performance fuel with significant emission reduction benefits. GTL diesel can be used in existing vehicles and fuel delivery infrastructure without modifications. The ethane cracker will produce 1. Based in Johannesburg, South Africa, Sasol has been an innovator in coals-to-liquids and gas-to-liquids processes since the s. Through its Sasol North America Inc.
We greatly appreciate the support we have received from the State of Louisiana and Governor Jindal, along with the people of Calcasieu Parish, in reaching these significant project milestones. We look forward to furthering our interests in the region, and continuing our engagement with all our stakeholders. For the past three years, Louisiana has actively cultivated GTL projects with Sasol and other leading energy companies around the world.
Ultimately, a acre site near Sasol's existing facilities was identified that would meet the project's needs, and a September announcement identified the company's site selection and its decision to move forward with a final feasibility study for the GTL facility.
For many years, Sasol has been a valued partner with the Southwest Louisiana Economic Development Alliance and we look forward to many years of working together to improve the economic outlook of our region. At the time, the financial rand was at a discount in excess of 30 percent as against a more normal rate of about 12 percent. The public issue was more than 30 times oversubscribed. Foreign investors did not do as well as they hoped out of the allocation.
In , on the basis of the expanded capacity provided by Sasol 2 and 3, Sasol Limited was able to begin moving beyond the provision of feedstock for the country's chemical industry into the production of fertilizers and various specialty chemicals. Existing producers did not welcome this competition. Still a relative newcomer to the industry, Sasol was nonetheless part of the general effort to increase South African specialty chemical output. In addition to saving substantial amounts of foreign exchange by reducing reliance on imports, Sasol also planned to produce for export.
In , major investment plans were approved for the company to expand production of a range of products that would contribute to this end. In relations with its workers, Sasol was facing, like most other South African enterprises, increasing pressure from African trade unions for improvements in pay, working conditions, and housing. A nine-day strike in , for example, was resolved by the payment of a food allowance for African workers not living in hostel accommodation.
More serious industrial action in resulted in Sasol's being criticized by the Industrial Court for using "rough and ugly tactics" in dealing with a strike by members of the Chemical Workers' Industrial Union. The company was, the court held, more interested in forcing capitulation than in negotiating a financial settlement. A subsequent appeal, however, found the company's actions justified.
Apart from specific trade union issues, Sasol was also a major target for political activists seeking to put pressure on the South African government to bring the apartheid system to an end.
In June , for example, there was a well-coordinated attack on Sasolburg, showing evidence of detailed knowledge of the plant and its weak security points. Bombs placed in the offices at Fluor, then constructing Sasol 2 and 3, were defused only a short time before they were set to explode. During this period Sasol placed considerable emphasis on research and development, which had been the platform for considerable technological advance.
On this basis it not only built up its manufacturing base within South Africa, but also provided technical services abroad. Most notable was technical support for some U. By the beginning of the s the company was calling for the expansion of synthetic fuel production in South Africa. It turned to government and other industries to provide the large amount of capital required, but it was not forthcoming.
As the apartheid system was being dismantled in the early s, Sasol was searching for ways to remain competitive in the emerging free market economy. Deregulation and the end of government protection made it clear that the company would no longer be able to survive on the profits from its synthetic fuel business.
In synthetic fuel still accounted for 41 percent of the company's profits, much of which were in the form of government subsidies.
The government's plan to gradually phase out these subsidies--which amounted to R 1. The most obvious solution involved the expansion of the company's petrochemical business. With significantly lower operating costs, Sasol had a distinct edge over its European competitors. The key, however, was gaining a foothold in previously unexplored global markets.
To this end, the company entered into a number of strategic partnerships with overseas corporations in the mids. These agreements included deals with Merichem for the production of phenolics and with DHB for the manufacturing of explosives.
In Sasol joined forces with the German chemicals firm Schumann, giving the joint company control over one-fifth of the international wax market, and its acquisition of AECI made it the third largest producer of explosives in the world. In spite of this shift toward petrochemicals, however, Sasol remained committed to developing an economically viable synthetic fuel throughout the s.
Much of the company's efforts remained focused on the possibilities of coal. By Sasol had succeeded in lowering the operating costs of its synthetic fuel reactors significantly, and it became conceivable that its product might become competitive with standard crude oil.
At the same time, Sasol began exploring the possibilities of alternative forms of fuel conversion, most notably natural gas.
By the joint venture emerged into a new company, Sasol Chevron Holdings, dedicated to establishing similar natural gas-to-oil refineries around the world. Clearly, Sasol was finding its way quite well as it took its first steps into the global economy.
Investors were not blind to the company's potential; Sasol's stock price rose 50 percent between and , prompting the Dow Jones World Sustainability Index to name it the second best performer of the year. While Sasol was still feeling its way in the post-apartheid economy at the beginning of the new millennium, it had every reason to feel confident that its past success in South Africa was going to translate into future success worldwide.
James Press, Its Strategic Business Units are energy, base chemicals, performance chemicals and group functions. It offers market ready fuels and oils, such as bitumen; industrial heating fuels; naphtha and illuminating paraffin transport fuels; automotive lubricants; industrial lubricants; greases; cleansers and degreasers; automotive fuels, and burner fuels.
Chemical Manufacturing. Contact Info. South Africa. Executive Leadership. Sipho Abednego Nkosi. Non-Executive Independent Chairman of the Board. Fleetwood Grobler. Paul Victor. Chief Financial Officer, Executive Director. Charlotte Mokoena. H C Brand. Executive Vice President - Technology and Sustainability.
New Stories. South Africa's failure to tackle toxic levels of air pollution produced by burning coal is a violation its post-Apartheid constitution, activists and a U.
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