Annual Report 2015 12/31/2015

MIDOR
Middle East Oil Refinery
Annual Report
24195501
4500073
Design concept: www.ramadzine.com
24145936
4500075
Contents
,
MIDOR S Projects
4
24
6
28
8
32
10
36
Mission & Vision - MIDOR Core Values
12
38
Refinery Units
14
42
16
44
Conferences & Exhibitions
MIDOR Strategy
18
46
Social Activities
Quality Policy
20
48
Operation
22
Chairman,s Letter
Board Members & Shareholders
MIDOR.. Present Promotion and Future Prospects
MIDOR in Brief
A Complete Integrated Entity – MIDOR .. The Merit
Asset Integrity
Commercial & Marketing Activities
Financial Highlights
Health, Safety, and Environmental Activities
Human Resources & Training
2015 Chronological Milestones in
MIDOR Annual Report 2015
4 5
,
Chairman s
Letter
Dr.Chem.
Mohamed Abdel Aziz Metwally
Chairman & CEO
Professionalism, supreme quality of accomplishments, work seriousness, and outstanding
planning are synonyms for the continuity and distinction of prosperous firms and are the
drives of MIDOR Refinery success; which witnesses the eminentness of Egyptian calibers.
Midor managed to play its role over the past years and today MIDOR is apt to complete the
road through the expansions project to boost production capacity and reach international
specifications Euro 5 as part of what this substantial entity provides for the coming
generations. MIDOR is as always the exemplary in giving and performance excellence.
A tribute of appreciation and respect to each truthful patriotic employee contributed to this
accomplishment from ignition to flourishment.
Finally, I am honored to present to you the fruit of the fiscal year 2015; all appreciation and
gratitude to shareholders, board members and all employees at MIDOR for their outstanding
efforts in the sublimate of this giant entity.
May God bless the Egyptian Petroleum Sector which is privileged by its faithful patriotic
visionary leadership.
Dr.Chem.
Mohamed Abdel Aziz Metwally
MIDOR Annual Report 2015
6 7
Board
Members on 31/12/2015
Dr.Chem./Mohamed Abdel Aziz Metwally
Chairman & CEO
Representing EGPC
Eng.
Tarek Fahmy El Hadidy
Chairman & CEO
Middle East Oil Tankage & Pipelines ( MIDTAP )
Representing EGPC
Acct.
Khaled Mohamed Othman
Deputy of Chief Executive for Internal Trade
EGPC
Representing EGPC
Mr.
Hisham Lotfy Mohamed
Deputy of Petroleum Ministry for Legal Affairs
Ministry of Petroleum and Mineral Resources
Representing EGPC
Chem.
Amr Moustafa Kamel
Deputy of Chief Executive for Operations
EGPC
Representing EGPC
Eng.
Imam Mohamed El Said
Chairman & CEO
Engineering for the Petroleum & Process Industries ( ENPPI )
Representing ENPPI
Acct.
Hisham Mohamed Nour El Deen
Deputy of Chief Executive for Foreign Trade
EGPC
Representing EGPC
Eng.
Hamed Abdel Hameed Nour El Deen
Deputy Chairman
The Petroleum Projects & Technical Consultations Co. ( PETROJET )
Representing PETROJET
Shareholders
EGPC
ENPPI
PETROJET
Suez Canal Bank
8 9
MIDOR Annual Report 2015
MIDOR..
&
PRESENT PROMOTION
FUTURE PROSPECTS
MIDOR Annual Report 2015
10 11
MIDOR
in Brief
MIDOR
is an Egyptian shareholding
company established on 21/07/1994 under the Ministerial
decree NO. 323 in accordance with the General Free Zone regulations and the
Investment Law No. 230 of the year 1989 and its amendments; with the aim of
performing the activity of crude oil refining and high-quality petroleum products
processing, for domestic and international markets. In order to support the Egyptian
national economy, MIDOR scope of activities has been extended during the last
few years to include trading activities which involve purchasing and selling crude
oil, products and petroleum derivatives, domestically and internationally. MIDOR
refinery mixes and blends petroleum products, as well as stores crude oil, products
and derivatives in its storage tanks.
MIDOR Annual Report 2015
12 13
Mission &
Vision
Midor’s Vision:
To be the top performing Oil refinery in the Mediterranean.
Midor’s Mission:
MIDOR is participating in Egypt’s sustainable development by providing
domestic and global markets with premium quality refined products with
a strong commitment towards maximizing shareholders’ value as well as
employees and community’s welfare.
MIDOR’s
Core Values
MIDOR is driven in all its activities by three core values: Integrity,
Professionalism, and Social Responsibility.
Integrity:
MIDOR foremost perceives integrity, honesty, legal and safety standards as
synergies that represent the cornerstones of MIDOR business practices.
Professionalism:
MIDOR strives to skillfully perform all business related activities based on
science and knowledge that are applied in practice, thus reflecting proficiency
in day to day work.
Social Responsibility:
MIDOR holds itself accountable to go above and beyond legal responsibility, being aware of social issues and ethical standards;
hence, MIDOR is committed to the well-being of the community and
environment and is responding with responsibility thereto.
14 15
MIDOR Annual Report 2015
Refiner
Units
y
MIDOR’s units design is distinguished by its competence to refine different kinds
of crude and their blends. MIDOR strategy is based on optimizing exploitation
of the high operational potentials and various technological advances of its
units for maximizing the processing economies to achieve the maximum profit
margins and produce premium quality refined products in accordance with
the international specifications and adhering to the stringent conditions for
environmental protection.
Business: Producing high quality petroleum products, in addition to trading
activities including purchasing and selling crude oil, products and petroleum
derivatives, domestically and internationally. MIDOR refinery mixes and blends
petroleum products, as well as stores crude oil, products and derivatives in its
storage tanks.
Main Markets: Egypt & all over the world
Design Capacity: 100,000 bbl/d
No.
Unit
Capacity
Licensed by
1
Crude & Vacuum Distillation
100000 bbl/d
-
2
Naphtha Hydrotreater
32400 bbl/d
UOP
3
Naphtha Splitter
32400 bbl/d
UOP
4
Catalytic Reforming
21700 bbl/d
UOP
5
Isomerization
10700 bbl/d
UOP
6
Kerosene (Merox)
10150 bbl/d
UOP
7
Distillate Hydrotreater
28600 bbl/d
UOP
8
Hydrocracker
33500 bbl/d
UOP
9
Hydrogen Plant
64000 m3/hr.
KTI
11
Delayed Coker
25650 bbl/d
Conoco Bechtel
12
Light Ends & LPG Recovery
1150 ton/d
-
13
Sulphur Plant & Tail Gas Treatment
290 ton/d
KTI
16
LPG Treatment
336 ton/d
UOP
MIDOR Annual Report 2015
MIDOR
A Complete Integrated Entity
• MIDOR is the most advanced refinery in Africa and is being classified as the sixth in
the Mediterranean; based on technological complexity; reaching a standard of 11.5,
according to Nelson Complexity Index.
• MIDOR units are distinguished by processing a wide range of crude types and their
blends with different rates due to high flexibility of the available conversional units
during refining operations.
16 17
MIDOR
The Merit
-ESQR,s Quality Achievements Award 2015
The «European Society for Quality Research» has granted Middle East Oil Refinery
,
,
(MIDOR) the ESQR s Quality Achievements Award 2015, in recognition of MIDOR s
outstanding commitment, support and efforts to endorse and improve achievements
in Quality management
-World Quality Commitment Award
• The refinery designed capacity is 5 million tons/year; equivalent to 100000 bbl/day.
Granted from the “Business Initiative Directions Organization” based in Spain, in the
Diamond Category for MIDOR commitment to Quality and Excellence in 2013.
• MIDOR refinery design is based on deep conversion (zero fuel oil production) of all
-International Arch of Europe Award
heavy products such as low value gasoil into high quality light and middle distillate
of total production.
products equivalent to more than
Granted from the “Business Initiative Directions Organization” based in Spain, in the
Platinum Category for MIDOR distinguished performance, quality and high technology
in 2008.
• MIDOR exports its refined products through its integrated export facilities at Dekheila port.
-Distinction Shield
• MIDOR refinery depends on two sources of electrical power supply; its own
integrated power station, and the national network of electricity. Furthermore, Midor
has its own source of water supply.
Granted from the Ministry of Petroleum for the outstanding performance for three
consecutive years 2005 ,2006 and 2007.
-Fourteenth World Award
Granted from the European Committee for the best trademark for the year 1999.
18 19
MIDOR Annual Report 2015
MIDOR
Strategy
MIDOR Strategic Management Model
Midor is following a growth strategy
First: Strategy Formulation:
1- Objectives:
• Maximize shareholders value.
• Maintain constant operations.
• Maximize refinery margin.
• Safeguard Refinery assets integrity
• Seeking growth opportunities.
• Achieve global HSEQ standards.
• Sustain robust management systems.
2- Strategies
• Enable processing for others
• Focus on trading activity.
• Tank farm optimization
• Secure Funding for steady operation.
• Allocate programs to utilize Midor,s potential to maximize profit.
3- Policies
Midor is driven in all its activities by 3 core values: integrity, professionalism and
social responsibility, to ensure timely supply of on spec refined products, with
focus on safety and security of human capital and environmental awareness.
Third: Evaluation and
Control:
Second: Strategy
Implementation:
1-Programs:
2-Budget:
Performance:
• Develop cost reduction programs.
• Implement Reliability programs.
• Monitor relations with suppliers
and develop KPIs.
• Implement Quality Management
System ISO 9001:2015.
• Training assessment needs.
• Update Organization Chart.
• Study and implement Zero
Liquid Discharge program.
Define amounts needed to implement
plans, programs & policies
Evaluate performance according
to results & timeframe & corrective
actions if needed.
3-Procedures:
Prepare steps needed to perform the
jobs.
20 21
MIDOR Annual Report 2015
Quality Assurance Activities during 2015
Quality
Policy
Quality Assurance department is persistently working to establish Midor
Management System (MMS) targeting to be ISO (9001:2015) certified. MMS
is a collection of business processes focused on achieving quality policy and
quality objectives to meet customer requirements. It is comprised of policies,
processes and resources needed to implement quality management.
• Quality Assurance
Activities performed within
Midor are in line with:
1- The Egyptian Legislations.
2- The ISO standards.
3- Midor Strategic Management
Model.
• Quality Assurance
department issued the
following quality mandatory
procedures:
Quality Policy
Middle East Oil Refinery “Midor” is
committed to excellence, complying
with international standards in providing
the domestic and global markets with
premium quality refined products.
Midor strives to achieve the following:
1- Establish, maintain and continually
improve an effective Quality Management
System.
2- Meet the requirements of ISO 9001
standards, statutory and regulatory
requirements.
3- Define and communicate the quality
objectives throughout the Company.
4- Focus on products quality aiming to
meet the customers’ requirements and
ensure timely products delivery.
Top Management has defined this
quality policy in accordance with its
strategic objectives. This policy shall
be well understood and implemented
throughout all levels of the Company.
The quality policy shall be periodically
reviewed to confirm its suitability and
adequacy.
1- Documents Control and
Distribution Procedure.
2- Control of Records Procedure.
3- Audits Procedure.
4- Corrective and Preventive
Actions Procedure.
5- Management review Procedure.
6- Customer Complaints and
Satisfaction Procedure.
7- Coding and Format Procedure.
Midor Quality Assurance is
aiming to:
1- Communicate Quality policy to
all Midor Departments.
2- Enhance Quality culture.
3- Empowering the role of the
assigned Quality Coordinators.
Quality Assurance Sessions
Quality Assurance Department
conducted awareness sessions
throughout the year to inform Midor
employees with MMS procedures
aiming to:
1- Ensure that desired MMS goals
and objectives are fully understood.
2- The usage of the approved unified
correspondence forms uploaded on
the share point.
MIDOR Annual Report 2015
Operation
In 2015, MIDOR witnessed some outstanding features, business activities and was classified on top of oil
and gas refining companies resulting from a dynamic integration that was set by the beginning of the fiscal
year, and represents a road map to fulfill the desired targets.
,
The features of this strategy focused on the economic side to achieve the maximum exploitation of the company s
resources, securing domestic market needs of petroleum products and exporting to provide foreign currency and create
new jobs.
MIDOR continues exerting efforts to preserve a clean environment and eliminate toxic emissions by applying the most
recent standards of HSE system in accordance with the environmental requirements, conditions and regulations.
High flexibility of the conversion units enables the refinery to optimally refine and blend different types of crude oil
according to the design specifications, in addition to the conversion of low value petroleum cuts to high value products,
to maximize the middle distillates production in order to fulfill the domestic market needs of such important strategic
products.
This great success was not attained by coincidence, but was an outcome of an integrated teamwork spirit overlooking
the future with hope and confidence.
Most Important Achievements:
• In 2015, Midor upgraded the Distributed Control System (DCS); whereby, the refinery units were completely updated
from Foxboro to Honeywell system (Production units, utilities and Facilities).
• The Upgrade of Control Systems of some refinery units (PLC).
• During September 2015, the Refinery was completely shut down (GRTA) for a complete maintenance of some important
and critical equipment to raise efficiency and preserve the Refinery,s Assets.
• As Midor believes in the importance of preserving the Environment, and reducing water consumption; the company
activated the first phase of Zero Liquid Discharge.
Operation Indicators - 2015
• Achieving an average operational capacity of
• Refining a total amount of 4,408,669 tons (four million, four hundred and eight thousand, six hundred and
sixty nine tons) of crude oil and low quality petroleum derivatives.
• Processing 32,054,118 barrels in 2015.
• Purchasing about 41,518 barrels of low quality petroleum derivatives to be blended with EGPC Crudes in
order achieve the highest economic revenue.
• Maximizing production to reach 4,342,513 MT of high quality petroleum derivatives.
• Maximizing diesel production by importing 64,978 metric tons of LCO and blending it with diesel to raise
local market sales.
, which is less than the international standards.
• Total hydrocarbon loss is
22 23
THE EXCUTION OF GENERAL
REFINERY TURNAROUND
MIDOR Annual Report 2015
24 25
,
MIDOR S
Projects
Current Projects at MIDOR Refinery
Pre- Flash Tower for current Project,s Current Status
CDU
• Engineering Designs:
• The estimated cost: 20 million
dollars
• Funding: 100% self-funding
• Payback time: 9 months from
commercial production.
Project,s Prospective
• Reduce the load on the CDU
furnace.
• The ability to increase the current
CDU capacity to reach:
• 115% in case of processing
the design crude types.
• 100% in case of processing
light crudes.
Ennpi has executed 70.8% of the
engineering designs, and the rest will
be completed with issuing of «As Built
Drawings and final documentation».
• Procurement:
19 of total 41 purchase orders have
been issued.
All Long Lead Items (LLI) of the project
have been purchased.
• Construction:
The construction duration is 14 months
starting from September 2015 and is
executed by Petrojet.
The construction and mechanical
completion will be completed on 30
October 2016 followed by commercial
production.
Retrieving the Industrial
Waste Water «Zero Liquid
Discharge»
Completion of phase 1, studies
for Phase 2 are being prepared.
Project,s Prospective
• Reutilize discharge water and
recycle most of it.
• Reduce the quantities of water
required for the refinery expansions.
The New Building in New Cairo
A new building is under construction
in the Fifth Settlement-New Cairo in
,
accordance with the company s
,
developing strategy. The building s
design is based on the most modern
architectural style and is equipped
with high techniques on an area of
5110 m2 including basement, ground
floor and 6 floors with a total building
area of 13500 m2 .
85% of the project has been executed.
MIDOR Annual Report 2015
26 27
MIDOR
Refinery Future Expansion
MIDOR
efforts
for
executing
a
strategy that is based on achieving
a balance between renovation and
development to reach the ultimate
economic operation of the units and
maximizing the added value, have
led to study available alternatives for
,
units expansions in order to maximize
the production of middle distillates to
meet the increase in the domestic
The annual production increases are as follows:
Product
Delta Production Increase
LPG
Gasoline 95
Jet Fuel
Diesel
Jet Fuel & Diesel
Coke
Sulphur
%Increase
280000
1,612,450
2,227,050
2,771,300
4,998,350
571,900
138,250
consumption of petroleum products
and meet Euro 5 specifications.
MIDOR, in cooperation with UOP
Company, has performed the
preliminary studies. The study is
based on:
• Increase of MIDOR operational
capacity from 100,000 BPSD to
160,000 BPSD.
• Maximizing middle distillate products
with zero fuel oil production.
• Maximum benefit of the existing
capabilities of the refinery units.
• Production of high quality products in
accordance with Euro 5 specifications.
• The most recent economic and technical feasibility study indicates:
Internal Rate of Return: 23.7%.
Net present value (10% discount): 1.128 billion dollars.
Payback time: 4.2 years from operation starting date.
• The preliminary investment cost of the expansions is estimated by around
1.365 billion dollars.
• The American UOP company has completed the basic engineering studies of
the new and revamped production units.
• Midor has signed an agreement with Technip regarding the designs and
equipment identification in conjunction with UOP engineering designs to save
time and determine the value of the project execution contract.
MIDOR Annual Report 2015
28 29
Asset
Electric Library:
Integrity
As a result to depreciation of the Assets
at Midor Refinery; and in accordance
with International Modern Maintenance
Systems, MIDOR implemented «The
Asset Integrity Management System».
The system implementation
based on three major pillars
First pillar: Asset
Maintenance Strategy
TYPE OF DOCUMENT
Operational Integrity:
It is based on Reliability-Centered Maintenance (RCM). Tender offers of the
Assets Criticality Study are under technical review. Last update was done by
The Reliability Department in 2005. It will be beneficial for the following:
,
• Segment the refinery s equipment according to importance
• Set Key Performance Indicator (KPI) for maintenance
• Develop maintenance programs
• Identify safe inventory for strategic spare parts, hence, determining demand
limits and issuing Automatic Purchase Requisition through Oracle MRP Module.
Based on three main elements:
• Design Integrity:
While designing any modern
refinery three main studies must
be conducted.
• Hazard and Operability (HAZOP):
Last updated in 2000, hence, it was
agreed to update the study in the
frame work of The New Expansion
Project.
• Safety Integrity level (SIL):
Unavailable, it is agreed to conduct a
study in the frame work of The New
Expansion
Project.
• Safety Critical Elements: The system
has been upgraded during 2015 Major
GRTA by Bentley Nevada Company.
Mechanical Integrity:
Second pillar : Providing required supportive elements for an
efficient and accurate maintenance process
• Spare Parts:
A committee is formed to study spare parts issues and set (MIN), (ROL) and
(MAX) limits, and the executive procedures are advancing in 2015.
,
• Stipulate and categorize spare parts at the refinery s warehouse (49,900
,
items) as per Shell s International System, and its development in accordance
,
to Midor s Standard Specifications.
• Approve four classification levels for each item in stock (1- Finance,
2- Owning Department, 3- Assets Group, 4- General Name).
• Collect data of manufacturers and suppliers of spare parts and suggest the
perfect method for storage on Oracle.
• Transfer old data of spare parts from the old system to Oracle.
• Cancel all non-transactional items, delete all duplicated ones and unify them
under one specification.
• Agreement on procedures for repairing assets or part of them.
• Identify the Bill of Material
• Identify procedures for disbursement and refund of the Special Tools.
• Unify storage areas for spare parts of the same type into one location.
Based on Risk Based Inspection
(RBI) on four main elements:
• Pressure Vessels: Upgrade will be
completed by beginning of 2016.
• Pressure Safety Valves: Will start in
2016
• Pipe Lines: Will start in 2017
• Tanks: Will start in 2017
,
,
A scan to all technical documents for Midor s Refinery is undergoing in preparation for
,
the receipt of scanned documents of Midor s Expansion Project. Accordingly, a team
,
was formed from MIDOR and EPROM to implement the committee s recommendations
as of 01/06/2015;in addition to upgrading Oracle System to facilitate display and easy
access for users.
,
MECHANICAL CATALOUGES
OPERATING MANUALS
INSPECTION BOOKS
ISOMETRIC
BILL OF MATERIAL
PORT
UOP
STANDARDS
PIPING LINE LIST
TOTAL
BOOK
RECORD
1687
72
1016
157
64
33
3029
69450
1823
27117
15000
15000
645
1293
8000
19000
157328
MIDOR Annual Report 2015
30 31
Tank Management:
A technical committee was formed to study and activate the best method for Tank
Management based on two main elements:
• A Technical elements represents the development of readings for storage tanks
(levels, temperature, pressure and the density).
A Technical study of the tender to supply the necessary equipment is being
carried out.
• The second element is to activate «Tank Management Module » on Oracle
System; that requires revision of the calibration data for eachTank separately,
and the complete cycle of Tank Management ( live readings, conversion
equations of each Tank separately and the linkage to Oil accounts ).
Third Pillar : The usage of Oracle System as an effective tool
which links and organizes all Integrated Asset Protection
Management Systems by achieving the following elements:
• HR Hierarchy
Raising the hieratical structure for all elements involved in the firm and their
responsibilities. All Human Resource Units are being activated on Oracle
System:
• Core-HR
• Public Relations
• Learning Mgmt
• Payroll
• Medical
• Self-Service
• Enterprise Asset MGMT:
The optimal linkage of maintenance work starting from
(Work Order), (Work Request), (Work Permit) and
electronic library.
• Warehouse Management (Warehouse MGMT):
Configuration of the system for the update process of the
spare parts and preparing necessary reports for control
• Contracts & Procurement
Update the business cycle to speed up the supply of
Purchase Reqisition and provide necessary reports to
follow up the Purchase Cycle.
• Finance
The full financial system has been successfully
activated
• General Ledger-GL
• Cash MGMT- CM
• Payables- AP
• Receivables- AR
•Fixed Assets- FA
)Fixed Assets- FA(
In this context, fundamentals of Capitalization
for the company's Assets is activated to
guarantee the company and shareholders
rights by raising the value of the company's
assets rather than the cost of replacement
and renovation of depreciated assets as an
expense; thus laying burdens on company
budget doubled losses in accordance with The
Egyptian Accounting Standards.
32 33
MIDOR Annual Report 2015
Commercial and
Marketing Activities
Feedstock
Crude Oil
MIDOR refined an amount of 32.012 million barrels of crude oil illustrated as
follows:
Crude type
Basrah
Qarun
Arab Light
Arab Heavy
Gaisoum
Western Desert
Balayim Land
Total
Quantity / BBLS
16070028
1212814
1321489
837000
232532
8555694
3783038
32012595
Other Feedstock Sources:
Type
Quantity / ton
Source
Fuel Oil
7087
Alexandria Petroleum Co.
LCO
64977
Imported
Total feedstock for MIDOR refinery was 32.054 million barrels
of crude oil and derivatives.
MIDOR Annual Report 2015
34 35
Products
• Supplying EGPC with 3.5 million tons of products, equivalent to 90.2% of the total production of the
refinery during 2015, under the current EGPC contract including processing for others.
• Importing 7087 MT of Fuel oil blended with crude oil to maximize the refined quantity and production.
• Importing 65 thousand MT of LCO blended with Diesel to maximize its production.
• Activating Processing for others starting May 2015 through EGPC with total quantity of 10.731 million barrel.
• GASOLINE 95: supplying 571,596 MT by lines and 185,514 MT by trucks to local market.
• GASOLINE 92: supplying 249,728 MT by lines and 10,354 MT by trucks to local market.
• JET fuel: selling 300,390 MT locally by lines and exporting 119,097 MT by EGPC and 430,023 MT
by Midor through ships.
In 2015, MIDOR’s production reached 4.343 million tons to be distributed
to the domestic and international markets
Total Production
Product
Quantity / Th Metric Tons
LPG
161
Gasoline
1010
Jet Fuel
832
Diesel
1907
Coke
380
Sulphur
53
Total
4343
Domestic Market Sales
Product
Quantity / Th Metric Tons
LPG
160
Gasoline
1017
Jet Fuel
300
Diesel
1929
Sulphur
55
Coke
243
Total
3704
Export Sales
Product
Quantity / Th Metric Tons
Jet Fuel
549
Coke
173
Total
722
36 37
MIDOR Annual Report 2015
a
Financial
Statement
Balance Sheet (Highlights)
Description
Fixed & Long Term Assets
Cash and Short-Term Investment
Accounts Receivable & Notes Receivable
Inventory
Total Assets
Current Liabilities
Long Term Liabilities
Total Liabilities
Shareholder’s Equity
Total Liabilities & Shareholder’s Equity
Amounts in million USD
Financial Highlights
Income Statement
Description
Total Revenues
Total Expenses
Net Profit before Deferred Tax
Deferred Tax
Net Income
Amounts in million USD
2015
1580
1472
108
9
99
2015
1055
422
1026
108
2611
912
178
1090
1521
2611
MIDOR Annual Report 2015
38 39
Health, Safety and
Environmental Activities
Safety:
MIDOR continues to provide support
for ultimate industrial safety degree,
as well as maintaining assets and
environment protection, to comply
,
with the company s policy, which
takes into consideration the standards
of HSE, in light of the full commitment
to apply the latest standards, general
conditions and local laws applicable
in refineries worldwide, with regard to
HSE, so as to provide safe working
conditions free of the causes of
accidents, injuries or diseases.
Health
MIDOR is committed to manage its
activities to upgrade health care levels
and protect its employees, contractors,
visitors and the surrounding environment
against any potential hazards.
This system sets a frame of work
aspects, implementing and securing
health conditions; likewise, it provides
integrated health insurance
for
the employees and their families
in
specialized
hospitals.
Also,
MIDOR provides periodical medical
examinations to all employees,
especially above 45 and those whose
nature of work requires it to insure their
safety and besides early detection of
any pollutant to set immediate solutions
for prevention.
MIDOR is committed to apply standard
specifications of quality management
system and HSE to all its activities and
services. Accordingly, the refinery is
entirely compliant to the International
Safety Standards.
MIDOR is committed to create a
healthy environment through the
participation of all employees in
setting the rules of HSE. Similarly, the
employees and contractors are keen
on abiding to safety and protection
standards throughout the working
hours. Moreover, a risk assessment
is performed on regular basis to
reduce potential hazards using the
appropriate control methods.
MIDOR is committed to create safe
working conditions for its employees.
«Safety First» is the motto of all
employees in the refinery.
,
TUV Int l has reviewed the safety
management system of MIDOR,
and reported the distinction of this
system compared to similar refineries
worldwide.
Petrosafe company has audited the
terms and conditions of HSE applied
by MIDOR; thereby MIDOR received
a technical conformity certificate that
is certified from a global organization
with «A» grade.
MIDOR provided firefighting and rescue
training courses in accordance with
the annual plan through cooperation
between MIDOR and Civil Protection
in Alexandria.
,
A full collaboration among MIDOR s
various sectors and departments is
ensured to implement the HSE policy,
along with the full understanding and
comprehension of the tasks assigned
to each employee to deal with hazards
or emergencies.
40 41
MIDOR Annual Report 2015
Summary of Safety Performance 2015
Item
Alexandria
Zero
Zero
Man working hours
1668086
Contractors working hours
2171939
Series Injuries
Zero
First aid injuries
Zero
Accident frequency rate
Zero
No. of trainees in HSE (employees & contractors) 3110 (Trainees)
Near Miss Accidents
42
Time lost due to incidents
Number of fatalities
Cairo
Zero
Zero
745200
61834
Zero
Zero
Zero
30
Zero
Environmental Activities:
MIDOR faces many challenges
regarding the HSE work required for
the implementation of unconventional
methods of environmental protection,
through introducing the environmental
,
dimension in MIDOR s policies, plans
and projects.
A- Control and reduction of various
sources of pollution to maintain public
health.
B- Protection and management of
natural resources in the context of
sustainable development.
Accordingly, MIDOR is committed to
pursue different activities within the
refinery to ensure consistency with
the Egyptian Environmental Law No. 4
of the year 1994 and regulations and
amendments thereof in compliance
with Law No. 9 of the year 2009,
as well as international laws and
standards.
Midor constructed a fence surrounding
the coke storage area at the Delayed
Coker Unit to prevent dispersion of
coke particles and maintain efficient
performance at the refinery.
Air Quality
• With the belief that the preservation
of the environment is no longer a
luxury but rather a necessity as well
as the optimizing of the use of natural
resources.MIDOR, in cooperation with
the Egyptian Environmental Affairs
Agency (EEAA), is implementing an
environmental monitoring project
,
that links the company s flares to the
«National Grid for Monitoring Industrial
Emissions» to detect emissions
and assure their compliance with the
legitimate maximum limits.
• The air quality is monitored and
analyzed in fence and off fence
,
through MIDOR s labs and the
Institute of Postgraduate Studies and
Research at Alexandria University,
being authorized by (EEAA) to monitor
environmental pollutants.
• Air quality is also monitored and
analyzed through The Environmental
Surveillance Station which is a
subsidiary of The Geographical
Committee for Petroleum companies
in Alexandria.
Wastewater Quality
• MIDOR monitors and treats
industrial wastewater using the most
advanced technologies, like the
biological treatment unit.
• Random samples are taken and
analyzed monthly by (EEAA) and the
Ministry of Health labs in Alexandria
and the laboratories of Ministry of
Agriculture.
• MIDOR performs daily sample
measurements of wastewater for
analysis to confirm the performance
of the CPU and ensure the conformity
of the wastewater to the legitimate
rates stipulated by the Egyptian
Environment
laws.
Handling of Hazardous
Wastes
• MIDOR has developed an integrated
plan for the management and disposal
of hazardous wastes in compliance
with the environmental laws and
regulations with the purpose of
reducing the hazards of such wastes
and preventing their formation.
Continuous Improvement of the
Environmental Performance
,
• MIDOR s environmental policy
aims to improve the environmental
performance by implementing systems
and documented procedures to control
and reduce the potential sources
of contamination, and maintain the
safety and health conditions of the
employees, production units and
surrounding community.
• The environmental policy aims to
apply ultimate utilization of natural
resources to reduce the loss that
might cause pollution.
• MIDOR applies the international
standard ISO14001/2004 in all
refinery operations and activities.
• MIDOR management is dedicated
to
spread
the
environmental
policy among employees and
continue applying commitment to
environmental performance program.
Safety and Health Systems at MIDOR Cairo Office
Building
In order to apply international quality systems requirements that aim
for continuous development and upgrading, in addition to periodical
supervision on work procedures and system, the HSE system at MIDOR
Cairo office building was revised and upgraded as follows:
• HSE department is working to execute 18001 OHSAS certificate
through issuing many patterns that are used periodically at MIDOR HSE
systems as per international standards and approving HSE policy. In
cooperation with Quality Department, the HSE worked on unifying the
documents to execute 9001 ISO certificate to keep pace with the latest
international systems.
• The emergency plan was upgraded according to the change of the
,
employees numbers and their distribution in the building by amending
the evacuation lists and signboards of the escaping routes in emergency
,
cases. Moreover, the increase in the employees interaction with HSE
systems by preparing Volunteer lists and organizing training lectures to
promote awareness for evacuating the building.
• A future plan has been prepared to train the stuff on the basic safety
and health programs to activate the safety firefighting and quick action
systems in emergency cases. Training department has organized
specialized training courses in this field, in addition to internal periodic
training through the HSE Department.
• The follow up and revision of the alarm and firefighting systems at
MIDOR new building at Fifth District. The Committee that follows up the
supervision in the new administrative venue in New Cairo.
42 43
MIDOR Annual Report 2015
Human
Human Resources
MIDOR believes that employees are
the pioneering element that must be
developed; hence raise their technical
and practical efficiency. Therefore,
MIDOR applies a flexible strategy
in developing human resources to
elevate the employees personal skills
and provide them with the continuous
technical development.
MIDOR aims to establish efficient
leadership and team work vertically
and horizontally, in accordance with
MIDOR aim to maintain its pioneer and
human and production superiority.
Course
Resource
s
& Trainin
g
MIDOR believes that the balance in
distributing work leads to an excel in
both quantity and quality.
Each employee is an effective element
In addition to:
,
- An introductory course on MIDOR s
refining industry for 90 students from
Faculty of Science (Chemistry Dept.)
who performs an assigned role in the
framework of administrative and technical
system.
- Sohag University.
-Mindset Shaping
courses for Faculties of Engineering:
• Faculty of Petroleum and Mining
Engineering - Suez University
(MIDOR day).
• Petroleum Engineering - Cairo
University.
•The International Society of
Petroleum Engineers (SPE).
Training
MIDOR believes that developing
personal skills of employees is
the most important factor to
maintain its superiority, production
enhancement and growth. Thus,
MIDOR applies specialized training
courses to improve the employees`
administrational and technical skills.
•Couse in cooperation with MIDOR,
SPE and Weather Ford.
Admin
Financial
HSE
Technical
IT
Quality Languages Summer Training
No. of Courses
15
5
7
8
7
2
7
-
No. of Trainees
274
56
59
23
78
4
7
297
Certificates
Advanced Course Ethical Hacking
2
CMA
CM
Masters
Film Making
6
22
2
3
44 45
MIDOR Annual Report 2015
Exhibitions &
Conferences
Midor participated in the following exhibitions and conferences:
• Oil, Mineral Resources & Development 18th Conference & Exhibition
8 -10 February 2015
Organized by: Petroleum Research Institute
• Energy & Investment Opportunities in Egypt Conference
25th May 2015
Intercontinental Hotel
• North Africa Technical Conference and Exhibition
14-16 September 2015
Fairmont Hotel
• Joint Refining & HSEQ & Specifications Meeting Conference
African Refining Association ARA
7- 8 October 2015
Nasr Petroleum Academy - Suez
• 2nd Kuwait Oil & Gas Show and Conference
12-14 October 2015
Kuwait
• The Absolute Quality in Oil, Gas & Petrochemical Conference
20-22 October 2015
Ain Shams University Guest House
• INTERGAS - VII (Oil, Gas & Petrochemicals)
24 -26 November 2015
Kempinski Hotel
• Egypt Chemical Supply Chain Security Workshop
7- 8 December 2015
Marriott Hotel
46 47
MIDOR Annual Report 2015
ACTIVITIES
,
MIDOR works on developing the employees social activities to positively
reflect on job performances efficiency and organizing, in addition to easing the
work pressure and strengthening social ties between employees.
• MIDOR organized group trips for employees and their families to different
touristic sights around Egypt all year round.
,
• MIDOR participated in employees different occasions as marriage,
,
pilgrimage, promotions and honored retired employees through MIDOR s
sports committee.
• MIDOR cared that employees and their families are involved in different
entertainment and cultural activities.
SOCIAL
RESPONSIBILITY
• Availing school supplies for a school in King Mariout area and
students around the refinery area.
• The cooperation between MIDOR and scientific institutions; Midor
organized visits for Science and Engineering students from all over the
country.
MIDOR Annual Report 2015
48 49
Chronological
Milestones in 2015
Strategy achieved during 2015:
Chronological Milestone in 2015
• Maintain constant refinery operation and maximize refinery margin.
• High and effective performance of the biggest comprehensive planned
turnaround for MIDOR refinery.
• Utilizing the existing flexibility of the current process units.
• Upgrading and assuring asset integrity and executing general
scheduled turnarounds.
• Basic Engineering agreement signed & performed with UOP for the
refinery future expansion.
• The completion of Oracle and activating 7 Module.
• Commitment to the national role towards local market and activating
( processing for others ) policy.
• Coping with international specifications of petroleum products &
hydrocarbon loss figures and maximizing the benefit of best available
techniques.
• Construction contract with PETROJET was signed and the execution
of Pre Flash Tower project has started.
• Early Work Activities contract was signed with Technip company which
includes the detailed designs of process units, «HAZOP/SIL» & «Open
Book Estimate» for refinery future expansion.
• MIDOR refinery future expansions.
• The completion of Distributed Control System «DCS» for all production
units and facilities.
• Coding 42,000 spare parts in refinery warehouse, Alexandria.
• Reaching an initial agreement with international banks for
financing the expansions project of 1.2 billion dollars.
‫‪٤٩ ٤٨‬‬
‫نقاط مضيئة في مسيرة ميدور ‪:٢٠١٥‬‬
‫• تنفيذ أكبر عمرة شاملة ملعمل ميدور‪.‬‬
‫• توقيع عقد تنفيذ التصميمات األساسية لتوسعات معمل ميدور مع ‪.UOP‬‬
‫• استكمال نظام ‪ Oracle‬وتفعيل ‪.Module 7‬‬
‫• توقيع عقد مع ‪ PETROJET‬لتنفيذ مشروع ‪ Pre Flash Tower‬والبدء في تنفيذ املشروع‪.‬‬
‫• توقيع عقد أعمال ‪ Early Work Activities‬مع شركة تكنيب االيطالية للبدء في التصميمات‬
‫التفصيلية ودراسات ‪ HAZOP/ SIL‬و ‪ Open Book Estimate‬لتوسعات معمل ميدور‪.‬‬
‫• استكمال تغيير نظام التحكم الرقمي ‪ DCS‬للوحدات اإلنتاجية بالكامل واملرافق والتسهيالت‪.‬‬
‫• إعادة تصنيف وتكويد قطع الغيار باملخازن باإلسكندرية لعدد ‪ ٤٢‬ألف قطعة غيار‪.‬‬
‫• التوصل التفاق مبدئي مع أكبر البنوك العاملية لتوفير التمويل بواقع ‪ ١٫٢‬مليار دوالر‬
‫ألعمال التوسعات‪.‬‬