1225

BUSINESS NEWS JACOBS ENGINEERING SELECTED BY AERIE PHARMACEUTICALS AS ITS ENGINEERING CONTRACTOR FOR AERIE’S FIRST PHARMACEUTICAL MANUFACTURING FACILITY Jacobs Engineering Group Inc. has been selected by Aerie Pharmaceuticals Inc. to provide engineering, procurement, and construction management services for Aerie’s first pharmaceutical manufacturing facility, located in the Industrial Development Authority’s advanced technology building in Athlone, Ireland. Under the terms of the contract, Jacobs will outfit Aerie’s manufacturing facility for commercial processing of sterile ophthalmic solutions. The ophthalmic solutions will

be compounded, sterile filtered and filled aseptically. Aerie’s lead product candidates are new chemical entities focused on treating patients with glaucoma or ocular hypertension. “Leveraging our extensive experience in EPCM for fill-finish facilities, we’ll work alongside Aerie to support their important goal of developing first-in-class therapies for the treatment of patients with glaucoma and other diseases of the eye,” said Jacobs Life Sciences, Consumer Goods, and Manufacturing Senior Vice President and General Manager Ken Gilmartin. “Key to Aerie’s selection of Jacobs to support the design and construction of our

first manufacturing plant was their proven capability and track record of delivering sterile manufacturing facilities,” said Barry Ivin, Site Director, Aerie Athlone. Jacobs has designed more than 30 fill-finish facilities across the world over the past 10 years. Jacobs is one of the world’s largest and most diverse providers of full-spectrum technical, professional, and construction services for industrial, commercial and government organizations globally. The company employs more than 54,000 people and operates in more than 25 countries around the world.

consistent, your relationships can be strengthened as the un- knowns in the relationships are removed. Learning how to avoid emotional extremes is equally impor- tant. Showing fits of rage toward a team member can quickly alienate you from your team and your clients. Do you really think it is beneficial for your staff to fear approaching you be- cause they are afraid of your probable volatile response? ❚ ❚ Applying EQ to your team’s experience. We all have dif- ferent individual emotional profiles and no firm should want monochromatic emotional clones. Just as technical diversity is important to the firm, differing emotional profiles can provide a more healthy and productive work environment. However, as the importance of emotional intelligence crosses all emotional profiles, it is essential for all firms to assist their staff in enhancing their individual EQ. Training, individual counselling and mentor-protégé programs all provide plat- forms from which this EQ training can take place. ❚ ❚ The power of exercising EQ. You should not shy away from your emotions, but you also should not let them take control of your actions. Pursue self-awareness and manage your be- havior because your EQ will positively impact your firm and differentiate you and your team from your competition. According to Dr. Travis Bradberry, president of TalentSmart, “emotional intelligence … affects how we manage behavior, navigate social complexities, and make personal decisions that achieve positive results.” Best of all, the more we exercise our emotional intelligence, the more positively ingrained our behavior becomes, enabling us to better understand ourselves and our teams and motivate them to greater performance and success. STEPHEN LUCY is CEO of JQ with offices in Austin, Dallas, Fort Worth, Houston, and Lubbock, Texas. Contact him at slucy@jqeng.com. “EQ is the strongest predictor of performance and forms the foundation for the other business skills critical to success. So, as we are all emotional beings, it is not about what emotions we experience, but how we harness and direct our emotions that will impact our success or failure.”

STEPHEN LUCY, from page 3

in the right way. These negative emotions can drive beneficial change in behavior and understanding. We chase new services because we do not want to experience the sense of loss when we were beaten by our competition. We enhance our quality control procedures because we want to avoid the anger over paying our deductible to an attorney. Also, if you only experience the good emotions, you and your firm can become complacent because you begin to believe that no wrong can happen to you. It may be a hard concept to accept, but feeling bad can be very good. ❚ ❚ Don’t be emotion neutral. Some take the position that instead of running the risk of emotional extremes, they will simply be emotion neutral. In theory, that may seem like a fantastic approach as you cannot offend anyone if you don’t have any emotions toward anyone or anything. But who wants to be associated with, much less led by a person with no emotions? Our businesses are based on personal relationships, and staff and clients expect you to have emotions, both good and bad, that are reflective of current events. Avoid hiding what you are really feeling, but do not display your emotions to the ex- tent that they become the primary descriptors of who you are and what you stand for. “In the relationship-driven work environment, valuing your emotional intelligence – how you recognize and use emotional information to guide your behavior and thinking – can be one of the best predictors of your success and the success of your firm.” ❚ ❚ Be emotionally consistent. We may want our firms to be ready to expect the unexpected, but that is not what your staff or clients should expect from you. Consistency in how you manage your response to situations is essential. You can- not afford to be conciliatory toward one employee and angry with another if they have both made the same error unless you want to drive one away from your firm. If you are

THE ZWEIG LETTER November 27, 2017, ISSUE 1225

Made with FlippingBook Annual report