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This paper is concerned specifically with what has happened, and is continuing to happen, with regard to the impact of safety procedures on records management practices at Tioxide, which is a chemical manufacturing company, based on Teesside in the UK. Similar initiatives are taking place throughout the Tioxide Group world‐wide, as individual members respond to local laws and requirements.

Leadership style and organizational change.

The case study level is rated medium to difficult depending on the depth of the analysis undertaken. Managers and executives who undergo training in leadership related issues will benefit from the case study through development of analytical- and decision-making skills. In addition, this case study is written for high level managers and postgraduate students in business courses.

This case study revolves around a man whose name is Rozano Saad. He was a man with strong will, imagination, and ready to explore the new world of Huntsman Tioxide. To him, development of people was necessary. Development of people is the process of getting people to progress from dependent to socially and economically self-reliant. This man with positive views saw difficulties with enthusiasm and noted obstacles as opportunities. He was brave enough to go that extra mile into moulding the organization in the “right pattern.” He was an optimistic angel who was sent to the bleak area of Teluk Kalong, though others might just pack their bags and leave. He was eager for improvement and never stopped looking for ways to make the situation better.

The target users of the case study are expected to:

• Identify the critical success factors (CSFs) of successful leader.

• Examine the leadership and decision making styles employed by the leader.

• Develop the competencies or capabilities of a leader.

• Determine programmes or initiatives and strategies used by the leader in transforming the organization.

• Apply the lesson learnt of a successful leader to their organization.

Identify the critical success factors (CSFs) of successful leader.

Examine the leadership and decision making styles employed by the leader.

Develop the competencies or capabilities of a leader.

Determine programmes or initiatives and strategies used by the leader in transforming the organization.

Apply the lesson learnt of a successful leader to their organization.

Teaching notes.

This series of articles is based on the new 64pp booklet prepared by the author, aided by many of his colleagues in Tioxide International Ltd, and published last month under the title “Dispersion of Tioxide Pigments in Non‐Aqueous Media”. The book describes the principles of dispersion and gives practical advice to help coatings chemists disperse Tioxide pigments in the most efficient and economical manner possible. Section A defines dispersion and gives a brief explanation of mechanisms that may be concerned in the production of a stable dispersed system. It presents an outline scheme for the formulation of millbases that can be applied to all combinations of titanium dioxide pigments and resins. The effects of resins, solvents, and “dispersing aids” are also considered. Section B describes the types of paintmaking machine used in the industry today. The sections of the original book to be ommitted from the series of articles to be published in the journal are those that it is considered have already been adequately covered in the literature.

Mr John K. Pitts, at present a deputy chairman of the Agricultural Division of ICI, has today been appointed a director of Tioxide Group Ltd.

Tioxide Group has announced the rationalization of its European activities into a new business, Tioxide Europe.

Describes competence modelling at Tioxide, UK. Dissatisfied with using models of specific management competences solely for assessment and selection Tioxide transformed it into a tool to develop greater flexibility among managers. Beginning with four days of modelling skills uptake participants went on to model as many management competences as they could in the next three weeks. The outcome was a group of individuals who could elicit, model and develop their own new skills as well as being able to teach these new skills.

Titanium dioxide pigments have been produced commercially for eight decades. The industry has seen many developments from the humble beginnings with uncoated, impure, anatase pigments to the highly refined TiO₂ pigments of today. For the past four decades there have been two commercial routes for making TiO₂ pigments ‐ sulphate and chloride. In recent years, significant efforts have been made to produce TiO₂ by both routes with greater environmental awareness. To compare the overall impact of TiO₂ manufacturing processes on the environment, life‐cycle assessments of several process options are described in this paper.

British Titan Ltd, the parent company of the international group which manufactures and markets titanium pigments under the trade mark “Tioxide” changed its name on 29 December 1975 to Tioxide Group Ltd. This will bring the Group's British companies into line with the predominant overseas operations of the Group by ceasing to use the name “Titan” which is also used by competitors in the industry.