DOCSLIB.ORG

Accelerated Transformation of IT KMG International

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Accelerated Transformation of IT KMG International CASE STUDY KMG International Accelerated Transformation of IT 1 Learning From Experience: Problems Created by Full Outsourcing KMG International had been growing very fast in Romania and as a result the IT infrastructure was completely redesigned between 2005 and 2009. Over that period, however, IT costs ballooned. At its peak, the IT team swelled to 140 people who covered everything from development and testing through to day-to-day operations. Cost reduction in order to increase profitability of outsourcing company’s short-term revenues while the business became an imperative and so in 2010 exposing KMG International to high risks in the long the management team decided to restructure IT. term. For example, in 2011 there was a decision to stop Outsourcing the entire function seemed like a good paying license maintenance for critical applications proposal and so a contract was signed with an external — in order to bank a short term cost saving. However organization that had been set up to provide all without a valid maintenance contract in place it necessary IT services for KMG International. All the was impossible to escalate issues with software IT staff were transferred out and only one person providers and deploy upgrades. The risk of not having remained within KMG International as a contact point an escalation path for critical defects was added to for IT. The arrangements covered a flat fee plus change neglecting the software upgrade path for enterprise requests for any new projects. applications. In the long run, KMG International was compelled to renew the support and pay a However, the change requests were so numerous and hefty backlog of license maintenance, since critical complex that the overall IT costs for KMG International business applications cannot function without license actually went up rather than down. Furthermore the maintenance. outsourcing organization held more than 100 contracts with other technology providers in order to fulfill KMG KMG International Background International’s requests — adding further complexity and cost to the delivery process. KMG International N.V. (formerly known as The Rompetrol Group N.V.) is an international When a new management team took control of the oil company with operations in 12 countries business in 2012 they recognized that IT was a risk for throughout Europe, Central Asia and North Africa. The group is active primarily in refining, the business both operationally and financially. They marketing and trading, with additional operations wanted to find a new solution for IT in order to reduce in exploration and production, and other oil costs while improving the quality and range of services industry services such as drilling, EPCM, and provided. transportation. As of 2010, the group is entirely owned by NC It was evident that during the period of the KazMunayGas JSC, the national oil and gas outsourcing agreement IT operations had run out of company of the Republic of Kazakhstan. KMG control. Service level agreements were lax and the International owns the largest and most modern contracts did not really incentivize any improvement. refinery in Romania and the Black Sea region — Petromidia Navodari — which boasts a processing capacity of over five million tons per year. Change requests coming from the business received responses late with price quotations much higher than The company’s retail network that operates under the market. Contracts with third party suppliers were the “Rompetrol” brand incorporates over 1,100 fuel distribution points in Romania, Georgia, not done through a transparent tender process and Bulgaria, Moldova, and under the Dyneff brand didn’t necessarily reflect the best interests of KMG in France and Spain. The company employs over International. 7,500 people worldwide, of which around 6,000 are in its home market, Romania. Poor decisions were made in order to maximize the 2 A New Model for IT Efficiency KMG International management wanted to find a different solution. Having already experienced a full internal model followed by a fully outsourced model, KMG International moved to designing a hybrid model. Under this new design, certain functions mostly focused on strategy, governance and vendor management were held internally and most operational execution was outsourced. The main objective was to reassert control for IT within KMG International so that it could direct proactively the level of service that was needed and also manage costs more effectively. Today the Group IT function of 26 people covers the following areas: • IT Strategy • Vendor Management • IT Budget Management • Systems Architecture • Demand Management • Contract Management • Information Security • Project Management The team acts as a business partner to the business entities that form the group. They work with various business clients to define their requirements in terms of IT solutions and services, drive the approval and procurement processes, oversee the delivery of the projects executed by with external providers and coordinate the support activities. More recently the team also took on a business development role, proposing new solutions with strong business cases to companies and corporate functions in the group. On the operations side KMG International has a contract with SkyConsult for helpdesk, infrastructure and application support — and in turn they have an agreement with IPsoft for infrastructure support. KMG International also holds other similar agreements with various vendors to perform support tasks and provide other services. 3 Planning a Transition without Full Data Access Late in 2012, Marcel Chiriac engaged with KMG International’s senior management and acted as a consultant to SkyConsult in order to help shape the new organization model. He took over the CIO role formally in November 2012 moving from Vancouver back to his native Romania. At that point there were three people in Group IT. His initial task was to reduce the risk in IT operations 1. Deliver a smooth transition with no negative for KMG International — re-establishing an IT function business impact. that could be the business partner to the business 2. Build and implement a new hybrid model — units. Group IT would now have direct responsibility establishing a new relationship with vendors to to top management and be accountable for control restore control for IT within KMG International. over all vendors. As Marcel Chirac began to plan 3. Deliver a more financially efficient IT service. the transition to the new model he bore three key objectives in mind: The very first step in transitioning to the new model involved exploring the 100+ contracts that had been drawn up by the outsourcer in order to discover what they were delivering. New relationships needed to be put in place, contract terms needed to be renegotiated and in many instances contracts needed to be consolidated. For example, KMG International moved from having 38 telecoms contracts to just four. The proposed change was received with complete hostility by the outsourcing firm involved who proceeded to deny any information access to the new KMG International IT management, let alone knowledge transfer. “The entire transition to the new model was planned and managed in the same way as you might expect in a hostile takeover,” explains Marcel Chiriac. Most importantly the team worked to re-establish control of services. The layering of sub-contracts also meant that KMG International was unable to exert any authority over many of the sub-contractors. In one example, the new CIO was refused the administration passwords for the technology that was supplied to KMG International via the outsourcing company, as they had no direct relationship in place. 4 The Race to Cutover After arriving in November 2012, Marcel Chiriac had to mobilize his partners at record pace in order to take on operational responsibility for running all IT services by the contract cutover date on January 1, 2013. IPsoft played a critical role in supporting this transition With the clock ticking towards the cutover deadline, and the deployment of the IPcenter platform greatly the CIO’s combined team of 20 people made up of his facilitated information gathering of the IT operations skeleton internal team, the SkyConsult team and IPsoft, that were soon going to be transferred. IPsoft brought prepared themselves for the transfer of IT operations in a very experienced team of people to work on this supporting KMG International’s entire business. unique challenge. A core team came to Bucharest supported online by IPsoft operations teams in other The hostility of the incumbent provider continued global locations. In a very short time the team had to cause problems right down to the wire as many learned and understood the new IT environment. Using administration passwords had not been handed over. IPmons they were able to find out what was present It seemed as though the team would have to shut and make preparations to secure the infrastructure in down all servers and restart them on January 1st. With time for the looming cutover date. only a few days to go, however, on December 28th Marcel Chiriac managed to secure the handover of key Despite significant obstacles to progress, such as information that would allow the service to transfer only having a partial view of the network rather than over smoothly. full administration rights, a solid picture of the IT landscape was put in place. It covered the underlying details of: • 3 datacenters IPsoft was able to • Hundreds of servers (physical and virtual) find out what was • 3 virtualization environments present and make • 4000 users preparations to secure • 200 applications the infrastructure in • Network spanning many countries. time for the looming IPsoft carried out due diligence to manage all the cutover date underlying devices and integrated IPcenter with the other systems management tools that were in place. 3 100s 3 4000 200 datacenters of servers virtualization users applications (physical and environments virtual) 5 Cutover Success The strategy the team had put in place proved to be solid.
Load more

Recommended publications
  • Rompetrol Rafinare Sa Current Re
    No. 3652/ 30 June 2021 To: Financial Supervisory Authority Bucharest Stock Exchange From: ROMPETROL RAFINARE S.A. CURRENT REPORT prepared according to Law no. 24/2017 on issuers of financial instruments and market operations and the F.S.A. no. 5/2018 on issuers of financial instruments and market operations Report date: 30 June 2021 ROMPETROL RAFINARE S.A. Head office: Navodari, 215 Navodari Boulevard, Administrative Building, Constanta County Phone number: 0241/506100 Fax number: 0241/506930; 506901 Serial number in the Trade Register: J13/534/1991 Unique Registration Code: 1860712 Subscribed and Paid-in capital: RON 4,410,920,572.60 Regulated market on which securities are traded: Bucharest Stock Exchange (RRC market symbol) Important event to report: Signing of related documents for the extension until October 28th, 2021 of Facility C in the amount of USD 75 million, component part of the existing Credit Facility in the amount of USD 435 million ROMPETROL RAFINARE S.A. (hereinafter referred to as “the Company” or “RRC”) informs the Shareholders and Investors that on 30 June 2021 it extended the duration until October 28th, 2021 and amended accordingly a multicurrency credit facility (USD, RON, EUR) in the amount of USD 75 million (Facility C), component part of the Credit Facility concluded on April 23, 2015, with subsequent amendments and completions (“Existing Credit Facility Agreement”), in the total amount of 435 million USD. The extension of Facility C within the existing USD 435 million Facility was arranged by the following banks as Mandated Lead Arrangers and made available by ROMPETROL RAFINARE SA 215 Năvodari Blvd.
    [Show full text]
  • 021/305.77.45 KMG International, Exceptional Results in the First Nine
    October 21st, 2015 Contact: Bogdan Urzică Tel: 021/305.77.45 KMG International, exceptional results in the first nine months of 2015 KMG International Group, part of KazMunayGas - the national oil and gas company of Kazakhstan - managed to obtain, in the first nine months of this year, an increase by 11% of the operating result and a net profit of USD 11.4 million, as compared to a negative value of USD 30 million in the same period of 2014. “The operational and financial performance achieved by the Group in the period from 2014 to 2015 is a historical record based on the measures taken to consolidate and optimize the core activities - refining, retail and trading in the Black Sea and the Mediterranean Sea regions, also supported by USD 1.6 billion granted by the sole shareholder since 2007 until present. Taking into account that the refining sector has been strongly affected by the financial crisis, our long-term strategy targeted the expansion and modernization of the Petromidia Năvodari refinery, the development of the retail segment in Romania, Bulgaria, Moldova and Georgia, as well of the trading sector in Turkey, France, Spain and Singapore” states Zhanat Tussupbekov, CEO of KMG International. In the first nine months of the year, the Group recorded an operating result (EBITDA) of USD 136.1 million, an increase of 11% as compared to the level of the same period of 2014. In the period from July to September, the operating profit amounted to USD 54.2 million. In the context of the major depreciation of raw materials (crude oil) and finished products, the gross turnover recorded by the Group in the same period decreased by 25%, from approximately USD 10.3 billion to USD 7.7 billion.
    [Show full text]
  • Rompetrol Opens New Site in Romania
    Rompetrol opens new site in Romania This is the fifth station in Vrancea County and joins the other four Rompetrol stations in Focsani. The total investment amounts to approximately 1.4 million USD. The new gas station features a wide range of facilities and services: four Efix and EfixS fuel pumps, a high capacity truck pump, an Adblue tank, vignette purchase service, prepay card top-up, air / water. The station is also equipped with a liquefied petroleum gas supply point, a cylinders rack and also with a “hey” restaurant. ”In the new station from Adjud, Rompetrol customers will find quality fuels produced by the largest refinery in Romania and one of the most modern in the Black Sea region - Petromidia Năvodari", says Serghei Sevcenco, Rompetrol Downstream General Director. The station is equipped with an electric charge point, a service offered free of charge to all Rompetrol customers who own electric or hybrid cars. With a capacity of 50KW it is able to charge two cars at the same time. Rompetrol Downstream, the retail division of the KMG International Group in Romania, owns 13 electric charge points in its gas station network, 4 of which are in Moldova region (Vrancea - Adjud, Iasi and 2 in Bacau). By opening the Adjud station, KMG International continues its development at the national level. The company operates in Romania a fuel distribution network consisting of 918 fueling stations (own stations, partner stations, mobile stations: express, internal bases of 5, 9 and 20 cubic meters), up by 14% compared to the level of 2017. There are also 6 fuel depots (Arad, Craiova, Mogoşoaia, Simleul Silvaniei, Vatra Dornei and Zarnesti), as well as the three liquefied petroleum cylinders filling stations (Bacău, Arad and Pantelimon).
    [Show full text]
  • Transforming the Future Contents
    2016 SUSTAINABILITY REPORT TRANSFORMING THE FUTURE CONTENTS INTRODUCTION 2 WHO WE ARE 6 OUR PEOPLE 20 ENVIRONMENT 26 COMMUNITY 32 MARKETPLACE 36 APPENDICES 42 KMG INTERNATIONAL 2 INTRODUCTION A MESSAGE FROM OUR CEO ABOUT THIS REPORT KMG International is committed to reporting on Dear friends, the progress we make each On behalf of everyone at KMG International, thank In addition to the actions taken to address this specific year toward a sustainable you for your interest in our sustainability report. As incident, we continue to focus on contractor safety, a major player in the global oil and gas industry and vehicle and machinery safety and fall prevention and future, and this is the third a worldwide system that includes operations in 16 protection with a newly improved and much more addition of the sustainable different countries, we are committed to positively comprehensive safety training system. development report. contributing to our local communities, keeping our Even though this was a terrible tragedy and no employees safe and protecting the planet we all share. As we look back on 2016, success can compensate for loss of life, we are Sustainability is at the core of everything we do. fortunate that aside from this incident, the remainder it’s a time to share the of the highlights are mostly positive in nature. achievements we’ve Whether it’s employee safety, ethical business made, while also honestly practices, or social progress, we will continue to push We are proud to report some significant steps forward and establish KMG International as a leader forward in how KMGI treats our greatest asset: our reflecting on the gaps in weaving sustainability standards into the fabric of people.
    [Show full text]
  • August 12Th 2016
    20th June 2018 Contact: Bogdan Urzică Telephone: 021/305.77.45 Press Release The Chairman of the Management Board of KazMunayGas (KMG), the National Gas and Petroleum Company of Kazakhstan and the sole shareholder of KMG International, Sauat Mynbayev, met with Mr. Anton Anton, the Minister of Energy, in Bucharest on Tuesday. During the meeting, the KMG Chairman presented Rompetrol’s financial performances obtained in Romania following the historical production records and the company’s plans to consolidate its position both locally and regionally. In this context, the two also discussed ways to synchronise Rompetrol Group’s regional development efforts with Romania’s plans to become an energetic hub in the region. “Romania and the Romanians are our partners in turning Petromidia in the most modern refinery in the South-Eastern Europe and we will not stop here. We will continue to invest in the Romanian energetic sector, will continue to be one of the largest producers and exporters in the country, to work to improve the most important social sectors of Romania and also to retain valuable people in the country. All these because we wish to look back in pride and satisfaction. We’ve been building together for over a decade and we look to our future together with responsibility and optimism”, says Sauat Mynbayev. During the discussions with the Ministry of Energy officials, KMG firmly committed to fulfilling all the obligations taken under the Memorandum of Understanding signed with the Romanian Government. One of the most important provisions of the said Memorandum refers to the establishment of the mixed Romanian-Kazak investment fund for a 7-year investment period and an estimate USD 1 billion in investments.
    [Show full text]
  • JSC Kazmunaygas TABLE of CONTENTS
    JSC KazMunayGas TABLE OF CONTENTS 01 COMPANY OVERVIEW ...........................3 04 CORPORATE RESPONSIBILITY .................................97 Overview of KMG ....................................4 Climate change .....................................98 Geography of assets ................................6 KMG efforts to realise KMG in figures .......................................12 sustainable development goals ........... 102 Market trends and challenges ................14 Ecological responsibility ...................... 104 Social responsibility ............................. 118 02 STRATEGY OVERVIEW .........................19 Statement from the Chairman 05 CORPORATE GOVERNANCE ...............129 LIMITS AND of the Board of Directors .......................20 Risk management ................................130 RESTRICTIONS Strategy ................................................22 Corporate governance ..........................138 OF THE ANNUAL Performance metrics .............................26 Information for shareholders REPORT KMG business model .............................28 and investors .......................................182 Transformation and privatisation ...........30 The JSC National Company KazMunayGas IFRS and a number of recommendations 06 FINANCIAL STATEMENTS ................... 191 (“KMG” or the “Company”) Annual Report for from international GRI standards on Digitalisation ........................................34 2018 includes operating results for KMG and the presentation of financial results and Terms,
    [Show full text]
  • Economic Impact Assessment
    PREPARED BY THE BUCHAREST UNIVERSITY OF ECONOMIC STUDIES KMG International Economic Impact Assessment Executive Summary 4 About KMGI 8 Contribution to Energy Security 14 Economic Impact 22 Support to Communities 28 Appendices 33 Executive Summary 6 KMG INTERNATIONAL - ECONOMIC IMPACT ASSESSMENT NC “KazMunayGas” JSC (KMG) is the the Strategy acknowledges a high dependency of EU’s refining industry of Russian crude oil, as well national operator for exploration, as increased challenges of the EU refining sector to production, refining and transportation remain competitive, a fact which is evidenced by the of hydrocarbons in Kazakhstan, with reduction in refining capacity and foreign investment. operations in Europe and Central Asia. Competitiveness and sustainability of the refining industry and reducing dependency of crude suppliers by diversification of crude sources become of outmost importance to ensure secured and sustainable supply, KMG entered the Romanian market in 2007, through as well as affordable market prices for fuel products. the acquisition of Rompetrol Group N.V, later renamed into KMG International N.V. In Romania, the oil & gas industry has known an explosive growth between 1960 and 1980, when As of December 2015, KMG International (KMGI) five major refineries were built. These resulted in a comprises 55 entities, headquartered in 16 countries processing capacity which exceeded the national (i.e. Romania, The Netherlands, Kazakhstan, consumption and production of crude oil. As such, Switzerland, Bulgaria, Republic of Moldova, Georgia, the industry was heavily dependent on the import of Turkey, Ukraine, France, Spain, Singapore, Libya, Iraq, crude, from OPEC members and Russia, and on the Oman, Gibraltar). export of refined products on external markets, which KMGI’s activities include trading of crude oil, oil were however dominated by integrated international refining, retail and marketing of oil products in players.
    [Show full text]
  • Wiiw FDI Report 2016: FDI in Central, East and Southeast Europe: Slump Despite Global Upturn
    2016 FDI Report FDI in Central, East and Southeast Europe: Slump despite Global Upturn The Vienna Institute for International Economic Studies Wiener Institut für Internationale Wirtschaftsvergleiche FDI in Central, East and Southeast Europe: Slump despite Global Upturn WIIW FDI REPORT 2016 Concept and analysis: Gábor Hunya Database and layout: Monika Schwarzhappel Gábor Hunya is research economist at wiiw, and Monika Schwarzhappel is head of the statistics department at wiiw. ABSTRACT 1 FDI Report 2016 Abstract In 2015, the FDI inflow to the Central, East and Southeast European (CESEE) countries fell to its lowest level since 2008, while global FDI recovered. The decline was especially severe in the EU Member States of Central and Eastern Europe, as well as in Russia, while expansions were recorded in the Western Balkans and Turkey. The first part of this report provides an analysis of the 2015 FDI trends in 23 countries, highlighting uneven developments. New features of FDI have appeared recently in the Central European countries, which are deeply integrated into multinational production networks. FDI inflows fluctuate more wildly than before and have lost their close connection with economic growth or changes in the business environment. Capital relations between subsidiaries and parent companies have become more complex: capital reserves, losses and profits are shifted around within multinational conglomerates in various forms of FDI and income. Moreover, tax optimisation by multinational enterprises has become one of the main factors determining the economic sector or the immediate host country chosen by investors when they reorganise their assets into holdings. Round-tripping domestic capital distorts the FDI statistics, of Russia in particular.
    [Show full text]
  • An Essential Component of Social Responsibility for the Most Important Romanian Companies
    IJASOS- International E-Journal of Advances in Social Sciences, Vol. III, Issue 7, April 2017 ENVIRONMENTAL RESPONSIBILITY- AN ESSENTIAL COMPONENT OF SOCIAL RESPONSIBILITY FOR THE MOST IMPORTANT ROMANIAN COMPANIES Valentina-Mariana Mănoiu1* and Alexandru Valeriu Gâdiuţă2 1Assoc. Prof. Dr., University of Bucharest, Faculty of Geography, ROMANIA, [email protected] 2Councillor, General Council of Bucharest, ROMANIA, [email protected] *Corresponding author Abstract The environmental impact is one of the most important consequences of a company's economic activity. By their operations, economic entities constantly strain the environment. Because of this significant effect, the environmental component of corporate social responsibility (CSR) is very important. The present study is a historical descriptive-analytic investigation of social responsibility and its environmental component in the case of Romanian companies.The aim of the research is to create a historical analysis of this concept and its environmental aspects at the national level, and also to present the way in which some of the most important Romanian companies have built up the environmental component of their corporate social responsibility policies, as well as the projects that have been undertaken in this area. The selection of the companies was based on their size, as we sought to present major companies that have a high degree of involvement in this field. For each and every company, we analyzed the components of the environmental social responsibility that are created in order to reduce environmental impacts as well as any projects aimed at increasing the general public's involvement in protecting nature. In Romania, the concept of corporate social responsibility did not develop as quickly as it did at an international level.
    [Show full text]
  • Sustainable Development Report 2019
    SUSTAINABILITY REPORT 2019 STRIVING FOR PROGRESS CONTENTS | 2 Report Overview | 4 KMG Group Key Performance Indicators | 16 Message of the Chairman of the Board of Directors | 18 Message of the Chairman of the Management Board 20 34 48 56 88 102 Company Overview Sustainability Economic Environmental Social Appendices Management Performance Responsibility and Safety at the Workplace Responsibility Company’s Mission Sustainability Integration Generated and Distributed Our Approach to the Management Employment Appendix 1 and Strategic Intents | 34 Economic Value | 56 | 88 Reporting Limits, Changes, Notes | 24 | 49 | 102 Ethics and Integrity Workplace Safety Equal Opportunities Corporate Governance | 37 Implementation of Investment | 58 and Our Market Presence Appendix 2 | 25 Projects | 93 Environmental Indicators Mechanisms for Seeking Advice | 50 Occupational Health | 105 Key Corporate Events in 2019 on Unethical Conduct and Workplace Hygiene Observance of Human Rights | 31 | 37 Procurement Practices | 61 and Social Assistance Appendix 3 | 52 | 94 GRI Content Index Digital Transformation Stakeholder Engagement Industrial Safety | 108 | 32 | 39 Anti-Corruption Management | 62 Staff Development | 54 | 97 Appendix 4 Identification of Material Topics Environmental Performance Abbreviations and Acronyms of the Report | 64 Our Communities | 117 | 41 | 99 Transition to Low Carbon Contact details Initiatives and Memberships Development | 118 | 44 | 79 Compliance with Requirements | 85 HSE training | 86 1 Report Company Sustainability Economic Environmental Liability Social Appendices Overview Overview Management Performance and Workplace Safety Responsibility Sustainability report 2019 United Nations REPORT OVERVIEW Global Compact GRI 102-1, 102-32, 102-46, 102-50, 102-52, 102-54 Businesses should support and respect the protection of the internationally Principle 1 proclaimed human rights.
    [Show full text]
  • To: FINANCIAL SUPERVISORY AUTHORITY BUCHAREST STOCK EXCHANGE Current Report Submitted in Compliance with the National Securities
    ROMPETROL RAFINARE S.A. phone: + (40) 241 50 60 00 Bulevardul Navodari, nr. 215, + (40) 241 50 61 50 Pavilion Administrativ, fax: + (40) 241 50 69 30 Navodari, Judetul Constanta, [email protected] ROMANIA www.rompetrol-rafinare.ro www.rompetrol.com To: FINANCIAL SUPERVISORY AUTHORITY BUCHAREST STOCK EXCHANGE Current Report submitted in compliance with the National Securities Commission no. 1/2006 Report date: April 20, 2018 ROMPETROL RAFINARE S.A. Registered Seat: Năvodari, 215 Năvodari Blvd. (Administrative Facility), Constanta County Telephone number: 0241/506100; 506553 Fax number: 0241/506930; 506901 Number of registration with the Trade Registry: J13/534/1991 Sole Registration Code: 1860712 Subscribed and paid-up capital: 4.410.920.572,60 lei Regulated market on which the securities are traded: Bucharest Stock Exchange (market symbol RRC) Significant event to be reported: Signing of the documents related to the prolongation of a 360mUSD loan. ROMPETROL RAFINARE S.A. (hereinafter " Company" or "RRC") informs shareholders and investors that, on 20.04.2018 has amended and extended a multicurrency (USD, RON, EUR) revolving loan in amount of 360mUSD, concluded initially on April 23, 2015 (“The loan contract”), for a period of 3 years, the company benefitind also of the two 1-year extension options. In order to conclude this prolongation of the loan, the Company, together with other subsidiaries of the group like KMG International NV, KMG Rompetrol S.R.L., Rompetrol Downstream S.R.L, KazMunayGas Trading AG, has concluded on April 20, 2018 together with several lenders, ING Bank N.V. – Bucharest Branch, Banca Comercială Română SA, 1 Trade Registry No: J 13/534/1991 IBAN: RO22BACX0000000030500310 Fiscal Identification No: RO1860712 UniCredit Bank – Constanta ROMPETROL RAFINARE S.A.
    [Show full text]
  • Together 2013-2014 KMG International Sustainability Report
    Getting further together 2013-2014 KMG International Sustainability Report 01 02 03 04 05 06 07 Introduction Who We Are Our People Environment Community Marketplace Appendix Message From Our CEO 3 Our Operations 8 Our Approach 18 Strategic 26 Our Approach 36 Supply Chain 44 Abbreviated 48 Interview With Our 4 Major Projects and 10 Human Resources 19 Environmental Investments in the 37 Quality and Customer 45 Financials INTRODUCTION Senior Vice President Achivements Management Objectives Community Management Glossary 49 Corporate Governance 6 About This Report 12 Training and Career 23 Major Achievements 27 Joint Partnerships 40 Controls and 46 Third-Party Opinion 50 Our Stakeholders 12 Development in 2013-2014 Employee 41 Monetary Fines GRI Annex 51 Materiality Assessment 13 Occupational Health 24 Environmental 28 Engagement Legal Actions 46 Stakeholder 59 Code of Conduct 14 and Safety Indicators Awards 42 Feedback Form Code of Ethics 15 Future Objectives 42 Reporting Team 61 Memberships and 16 Contacts 61 Affiliations Notes 62 2013-2014 KMG INTERNATIONAL SUSTAINABILITY REPORT | SUSTAINABILITY 2013-2014 KMG INTERNATIONAL 2 3 Message From Our CEO Based on sound corporate governance, a We care deeply about the economic, career programs. comprehensive compliance network, and a environmental and social impact of our activities Furthermore, our responsibility towards preventive risk management framework, we on our employees, stakeholders and community has been translated into numerous strive to conduct our business in accordance communities where we are active. Therefore, we projects which have contributed to the with the highest ethical standards and in full have continued widespread tracking of specific development of the areas where we operate, compliance with applicable laws.
    [Show full text]