12
Тамыз 2008
МҰНАЙШЫ
t
he global oil market is currently
very sensitive to any changes and
fluctuations; and we are trying to keep
up with its demands. Our most important
current goal is to increase the production
of refined crude oil from 4.1 mln tons to 6
mln tons in four years. Another important
goal is to implement deeper oil refining to
obtain new petrochemical products, which
requires new installations at the refinery.
At the same time we need to ensure that
we cover our modernization expenses.
It is important to point out that in 2008
the share of light oils that meet Euro-2
standards has increased to 80%, and that in
the near future we will be transitioning to
Euro-3 and Euro-4 standards. The refinery
has employed experienced specialists to
implement this breakthrough project, and
they have ensured that the refinery is
almost ready for modernization.
How are oil refinery products distributed,
and what percentage of its products stay on
the domestic market?
We currently use about 90% Kumkol
oil and only 10% comes from Russia. The
Almaty marketing division is responsible
for product sales. It should be pointed out
that the refinery’s petrol, kerosene or diesel
are not sent to China, Kyrgyzstan and
Afghanistan. We only export fuel oil to these
countries. Nearly 90% of petrol and diesel is
used within the country.
The Shymkent Oil Refinery currently
produces roughly a third of all fuel in
Kazakhstan. After our modernization plans
are realised this share will grow significantly
and will ensure that the refinery’s image
with respect to the country’s economy is
promoted. We are already the most stable oil
refining company in Kazakhstan from the
point of view of supplies.
You have extensive experience of
managing international projects. Can
you compare staff working styles and
qualifications abroad and those here in
Kazakhstan?
Of course business in any country has its
unique aspects. Management practices in
one place are not always compatible with
management systems in another.
In China, for example, closer relations
between departments are possible. In
addition the Chinese government subsidises
the oil industry by compensating costs and
promoting its development.
Kazakhstan has its unique aspects as
well. The fact that the refinery is managed
equally by two state companies puts its own
unique stamp on the management style.
Sometimes difficulties arise with this style of
management.
We have a highly qualified multi-national
team in Kazakhstan. I am impressed by my
local colleagues – their knowledge, skill
and qualifications. I am very happy with my
management team. They are reliable, observe
safety regulations and are very disciplined.
What were your main goals when you
started at PKOP?
When I joined I tried to create a positive
working atmosphere and create a single team
out of the managers I had. Another important
thing was to create a new company image as
the situation at that time was difficult. We
were facing friction in our talks with local
management and the public. The negative
opinion of our business was hard, and we
had to do a lot to change that.
Over the last two-three years our relations
with local executive authorities and the
public have improved significantly. We are
actively participating in many oblast akimat
programmes, and are providing sponsorship
aid. We really are working together and
helping each other.
I have also tried to instil harmony
in the way my managers work. I have
suggested that we mark important events
together more often, hold more joint
events, concerts, sporting events, organise
football matches and picnics, invite
local management, trade and journalist
representatives to them.
I invited department directors to my house
to celebrate the spring Lunar Day festival.
I told them about our national customs,
offered them a taste of traditional Chinese
cuisine. This has helped us to get to know
and understand each other; all of which is a
requirement if you want to be able to work
together.
Of course it’s not only about relaxing
and enjoying ourselves. I have held business
meetings with leading specialists to analyse
production from an economic standpoint.
We discussed technical issues, methods
for increasing production volumes and
improving the quality of our products in
detail. We thought about how we could
improve our payroll system.
All of this has brought real results. Recently
we created a new product – a new type
of winter diesel that has proved to be very
popular with Kazakhstan consumers.
I think that we can do a lot more in this
area, and are looking forward to the future.
●
the Shymkent oil refinery is the most modern in Kazakhstan and has the potential to refine up to
5.25 mln tons of oil per year. the comprehensive agreement between nC KazmunaiGas and CnPC,
which defines the conditions for conducting joint business at the refinery, has helped the peant
achieve its second wind. PetroKazakhstan Oil Product’s vicepresident for production, mr. Jiang Shi,
tells us about his company’s main goals.
the rapport of worKing together
With Mr. Jiang Shi, arrival as vice-president of PKOP the company was acquired
an individual with extensive experience in managing a large oil refining company.
Mr. Jiang Shi worked at a petrochemical plant in China for 10 years, moving his
way up from supervisor and unit manager to production director. Then he worked
for six years as vice-president overseeing the construction of a large oil refinery in
Sudan. And now he’s working Kazakhstan. He’s working a long way from home, with
his family remaining in China. His only son, who is 15 years of age, is studying in a
special English-language school in Beijing. Nevertheless, the most important thing for
Mr. Jiang Shi is the impact the stable operation and impending modernization of the
Shymkent Oil Refinery will have on both countries.
