Mission

 

We aim at meeting the growing energy needs of the society in the most sustainable and efficient way, employing a competitive business model.

We strive for leadership in all areas of the Group’s activity, to steady grow our business in the region and beyond, and constantly improve of all financial and operational indicators.

We envision KMG International to be among the top performing energy companies in the countries of operations actively contributing to development of the global energy industry, providing its clients with the highest quality products and services, and consistently adhering to practices of responsible business conduct.

 

Our Strategy

 

Effects of the pandemic on the strategy of the Group

 

The evolution of the pandemic at national and international levels combined with the measures adopted by local, central and European authorities determined an adaptation of the Group’s strategy, which comprised all key directions: operational, human resources, financial and investments.

The key goal of the Group is to protect its employees and their families, by developing flexible work schedules and work-from-home programs.

In the context where at national level this period is characterized by series of decisions about technical unemployment, reduced work schedules and collective redundancies, the KMG International Group emphases its efforts to maintain the existing jobs.

Concurrently, the Group reiterates its focus on maintaining and expanding its core activities and operations - oil refining and fuel distribution in Romania and the region.

The KMG International Group focuses on continuing developing its strategic directions on the retail market – opening new petrol stations in Romania and the Black Sea region.

To these, efforts of the Group are added to comply with the commitments assumed within the Kazakh-Romanian Energy Investment Fund, which announced in August 2020 the selection of the general contractor for the turnkey construction of the cogeneration plant on the Petromidia platform.

In the same time, KMG International holds a range of non-core assets for the Group’s activity in the region, such as the production of pipes and fittings – «Palplast» SA, design and manufacture of industrial fittings – «Rominserv Valves IAIFO» SRL, security services, protection and prevention of situations Emergency – «Global Security Sistem» SA or Oil Well Services – «Rompetrol Well Services» SA. As part of the broader strategy supported by the sole shareholder – JSC NC «KazMunayGas», KMG International Group is contemplating the divestment of its shareholdings in all the non-core assets to the extent that there are attractive takeover bids.

 

 

Leading downstream player in Eastern Europe and Black Sea region


The long-term strategy of KMG International aims to  achieve a leading position in the countries of operations in the Black sea region, as well as expansion to  new markets across continental Europe, Middle East and Africa.

In line with the above-mentioned goals, the company management is committed to a continuous improvement of all business processes, in order to achieve better financial and operational results, and provide its customers with a wide range of products and services of superior quality.

KMG International’s strategy encompasses all five key business areas: supply chain, crude refining, retail, industrial services, and corporate development.

 

The five key strategic areas:

 

1. Trading and Supply Chain

Over the last years, the company has developed an efficient logistic infrastructure and built a sustainable supply chain of crude from deposits in Kazakhstan based on long-term contracts, all this allowing to maximize benefits related to the location of the Petromidia refinery, one of the key assets of the Group, at the Black Sea coast.

In this area, management efforts focus on further developing available strategic advantages through supply chain costs optimization and engagement in full-fledged trading business by increasing the volumes of feedstock and oil products supply to third parties.

 

2. Crude Refining

Large-scale modernization of the Petromidia platform, with an annual capacity of 5 million tons, allowed the facility to become one of the most advanced refineries in South-East Europe and the largest in Romania.

Strategic approach of the company in the refining sector consists in further increasing operational and energy efficiency, in order to maintain consistent high quality of fuels and petrochemical products.

 

3. Retail and Marketing

Increasing the volume of retail sales and developing the network of own and partner-controlled filling stations hold a central place in the Group development strategy as a key driver of overall business profitability.

In 2014, a large-scale rebranding program targeted the existing filling stations. The program aimed at consistent brand promotion, consolidation of the market position, and building long-term relationships with consumers.

The focus of the new concept of retail sales development shifted from product features promotion to client needs. The strategic approach in place, going under the name of “business around fuel”, consists of developing a diversified range of related high-quality services, which are made available to the consumer together with fuel products.


4. Industrial Services

The Group has accumulated substantial expertise and experience in providing specialized industrial services in the sectors of refining and logistics.

An important strategic direction for management consists in capitalizing on this experience and promoting the industrial services, ranging from consultancy support to complete engineering turnkey projects.
 

5. Corporate Development

The implementation of a transformation program aims to increase the efficiency of the governance model through adaptation of best practices and introduction of the new corporate culture.

The development path of this area consists of streamlining and simplifying decision-making procedures with a wide delegation of authority to lower levels of management, introducing an efficient risk management system, and increasing the level of engagement of personnel seen as the most important long-term asset of the Group of companies.