МҰнайшы 52 Management address 53
жүктеу/скачать 4,97 Mb. Pdf көрінісі
|
- Бұл бет үшін навигация:
- - How do you remember the Shymkent refinery from your first years there Oleg
- - What of the many changes at the refinery do you think is the most critical Bolat
- Awards
- - Which of PKOP’s achievements are you most proud of Amanali
- Bolat
- Amanali emberdiev Education
МҰНАЙШЫ The 4,000 tonne/year SPU-4000 sulphur production unit has been built and is about to be commissioned. It was built between 2011 and 2014 and covered all project stages - design and estimate documentation, approval from the authorities and state reviews, construction and assembly work, individual testing and pre-operational work. The SPU-4000 is the first technology- intensive facility in recent PKOP history and will be key in introducing granulated sulphur, a new product. The new unit is also significant for the region as it would give the impulse to development of related sectors in the South Kazakhstan Oblast due to extensive use of sulphur in the production of sulphuric acid, synthetic fibres, sulphur dyes and gunpowder; in the rubber, agriculture and pharmaceutical industries. A first trial consignment should be produced in September 2015. construction and assembly work was started on an isomerisation unit in May 2014 and is due to be commissioned in December 2016. Its main purpose is to produce the high-octane component of vehicle fuel and improve the quality of vehicle fuel to Euro-4 and Euro-5 standard. As of the end of August, the status of the project is that: • 83% of working documentation is in place;
• 238 of 372 sets or 90% of foundations have been completed, which translates as 4,946 of 5,481 m3; • foundation trenches are being refilled; • orders have been placed for the manufacture of 141 of 150 (94%) processing facilities; • the segment assembly of 17 facilities is currently in process; • 11 pieces of equipment have been supplied and are being assembled, including 3 large rectification columns: a K-701 deisopentaniser, a K-704 deisohexaniser and a K-205 naphtha splitter.
The aim of the second project stage is to build new and upgrade existing processing units and off-site facilities to restore design capacity to 6 million tonnes per year and increase oil refining depth to 90%. It will also see the construction of new units such as catalytic cracking, cut cracking gasoline hydrotreatment and MTBE production units. A 15 thousand tonne/year sulphur production unit will also be built. Petroleum product output after completion of the 2nd stage will increase to 2.3 million tonnes/year of high-octane gasoline from the current 700 thousand tonnes; 2 million tonnes/year of diesel from 1.3 and 350 thousand tonnes/year of aviation fuel from 280. New products such as propane-propylene (petrochemical feed stock) and MTBE (high-octane component of gasoline) will be produced. Western standard project and design documentation tailored to meet Kazakhstan norms and standards has already been drafted, working documentation is being developed and orders for equipment are being placed. On 16 January 2015, an EPc contract was signed with the company cPEcc to realise the second stage of the Project. Earthwork is currently being performed so that construction and assembly work can start in Q3 2015. Mechanical completion and commission work has been planned for Q3 2017. The second stage, and with it the Modernization Project is due to be completed in Q4 2017. Within Project, the following six processing units will be built at the refinery: 1) isomerisation - 600 thousand tonnes a year, licensor UOP, USA; 2) sulphur production - 4 thousand tonnes a year, licensor СРЕ, china; 3) sulphur production - 15 thousand tonnes a year, licensor СРЕ, china; 4) catalytic cracking – 2,000 thousand tonnes a year, licensor UOP, USA; 5) gasoline cut cracking hydrotreatment – 1,000 thousand tonnes a year, licensor Axens, France; 6) MTBE production - 244 thousand tonnes a year, licensor Axens, France. Once upgrade work is complete, the number of processing units will rise from 9 to 15. A range of technical processes will be introduced such as UOP licensed PENEX isomerisation, the alkali treatment of saturated and unsaturated LPG Merox, RFcc catalytic cracking – fuel oil and vacuum gasoil cracking resulting in the generation of high-octane gasoline components. UOP currently licenses over 50% of all RFcc units worldwide. Likewise, construction and upgrade work will be carried out on the following secondary and existing sections/blocks/units: • the desulphurisation of saturated and unsaturated liquefied hydrocarbon gases, alkali treatment; • single-point oil loading; • amine regeneration and steam stripping of acid waste water; • c3/c4 splitting and hydrogen treatment; • atmospheric distillation, gasoline hydrotreatment, naphtha splitter and diesel hydrotreatment. In addition, PKOP will be building new refinery facilities such as treatment facilities, water recycling, LPG storage, nitrogen production, air systems, chemical water and vapour treatment systems, reservoir parks, flare systems, a fire-fighting system and electricity supply, process control rooms and others. eco-bonus An important aspect of the Modernization Project is its ecological component. Sulphurous gas generated at a number of refinery sections will be recycled at the sulphur production unit into a commercial product - granulated elementary sulphur, which reduces harmful sulphur compound emissions from the flare line to 99%. Implementation of an airtight petroleum product wagon loading system means wagon loading hatches will be sealed during the loading process, removing hydrocarbon vapour to a recovery system. This also helps reduce pollutant emissions to 450 tonnes/year, and return any trapped hydrocarbons to the production process. New sealed structures will be built above the ground as part of the upgrade of treatment facilities, which will help improve drainage quality and reduce harmful emissions from treatment facility open surfaces to 1,500 tonnes/year. And, of course, a key objective of the Modernization Project is to produce motor fuel that meets Euro-4 and Euro-5 standards and that contains less harmful components. For example, gasoline currently produced in Kazakhstan is Euro-2 standard and contains 500 ppm of sulphur, while the new Euro-5 fuel will reduce that figure to 10 ppm. The figures are similar for diesel (which is also currently at Euro-2 levels). As for benzol, the figures should fall from the current 5% (volume) to 1% (volume) in the new Euro-5 fuel. All of this means that the air in our cities will be cleaner.
МҰНАЙШЫ Қыркүйек 2015 65 We had interview with Bolat Baetov, Oleg Goryachkovskiy, Amanali Emberdiev, Natalya Koryachkina, Zhaksylyk Mindzhassarov, and Saktagan Tobashev.
I started in April 1978, and before that I worked in Belarus at the Mozyr Oil Refinery, but I decided to come home to look after my parents, who were already elderly by then. Back then, it was a difficult time for what is now a flourishing refinery. construction had been stopped, salaries were low, there were no bonuses or 13th salaries. There were giant phosphorous, tyre, lead and automatic press plants close by. Back then when I told I was working at the refinery I was often laughed at. People were amused by my decision and they told me to find another job. Nobody believed the refinery would ever be a success, but for some reason I knew everything would be fine, and I was right. In 1982, active construction started at the refinery as soon as oil began to be delivered through the Omsk-Pavlodar-Shymkent pipeline. In 1985, the refinery opened for work. After that, we went through Perestroika political reforms which led to the end of the Soviet Union, and for us that were irregularities in supplies of West Siberian oil and the departure of a number of specialists to Germany, Russia and Greece. In addition, around us, the industrial giants I mentioned earlier began to close along with smaller companies and construction organisations. We survived some hard times, and today we are celebrating 30 years, and that makes me really happy and proud! Bolat: I started at the refinery in May 1984 as a Unit-200 LK-6U operator. It was a busy place and there was building and assembly work going on everywhere. And as we were still young, we were sent off in groups as interns to already operating refineries. I had my internship at the Achin refinery in Krasnodar. A number of experts from refineries in Russia, Atyrau and Pavlodar were invited for the launch of the Shymkent refinery. We did come up against difficulties in learning a new profession, but we were young and full of enthusiasm, and our desire and aspirations to learn everything was huge, and the help and support from our senior colleagues was invaluable. Natalya: 30 years have flown by. It seems like yesterday when in January 1985 as young girls we were fitting out offices with apparatus and laboratory equipment. The laboratory building was so draughty… Then it all started to come together. We built the teams, the work sites were ready, we received the apparatus we needed, reactor fluids were prepared, we collected the documentation we needed and the laboratory began to operate. And then, there was our first product certification. How we were really worried and excited all together, how we proudly passed on the certificate to refinery management! That is when the everyday low and high points started. Laboratory veterans remember how we used to get to work, how difficult it was to get to a bus, and how many potholes and huge puddles we had to cross to get to the laboratory. It wasn’t for everyone, and many people left, but the backbone of the laboratory is still here. Amanali: I was invited to the refinery in autumn 1984 from the Atyrau refinery. The Shymkent refinery had only just been built and there were no fences, and building materials and equipment lay everywhere... Transportation from the town was irregular and we got to work any way we could - catching a lift, taking the bus or even walking. We were young though and all we wanted was to see the results of what we were doing. Instead of 8 hours we worked 12-14 hours a day, weren’t scared of the cold or the living conditions. We had families of four living in 8 m2 hostel rooms.
When I started at the refinery as an electricity unit foreman in 1979, only the workover, equipment depot and mechanical repair departments were ШМӨЗ құрылысшылары символикалық кілт тапсыруда, 1985 / Строители вручают символический ключ ШНПЗ, 1985 / Builders hand over a symbolic key of the Shymkent refinery, 1985
66 Қыркүйек 2015 МҰНАЙШЫ up and running. The water supply, sewage, and treatment works were only just starting to hire people. The refinery site back then was completely different from what it is today. It was almost waste ground with a building here, tanks and unfinished building there. The team was small and we all knew each other by sight. We were young and ambitious, and suffered the small salaries with the prospect of receiving an apartment in 5-10 years. Overtime and no bonuses during the refinery construction period were the norm.
The young experts coming to build the Shymkent refinery were not only from Kazakhstan, but also from all corners of the Soviet Union. This was the trend in the refinery early years. Before being invited to work at the new Shymkent refinery in 1984, I was the head of the Atyrau refinery crude distillation unit. Shymkent back then was already a well-developed industrial town with a large number of operating industrial facilities. Due to the number of existing industrial giants, nobody wanted to concentrate on the new oil refinery, and we were constantly in search of workers and specialists. Then along came political reforms, which led to a huge number of experts leaving and going home. Also many of the large concerns began to close down, including the petrochemistry giants such as the phosphorous and tyre factories. Their people run to work for us. The new competition worked to our benefit in terms of professional development and local staff, who began to form the backbone of the refinery’s specialists. - What of the many changes at the refinery do you think is the most critical? Bolat: After the end of the Soviet Union, a lot of companies closed down, but our refinery, thanks to the management team of Asilbekov and Bauman, kept going. We have grown with the arrival of each new team. The Bizakov team brought with it its own ideas and approach to refinery operations – all of this in the market economy transition period. Then the canadians came, in the form of the Hurricane Group. We learnt up-to-date management practice from them. However, the greatest positive changes came with the arrival of cNPc and KMG, when finally the issue of upgrading and modernising the refinery became an issue.
The ability to adapt in difficult situations. Happened to be without Russian crude at the end of the Soviet Union, the refinery was able to transition to refining Kumkol oil. It wasn’t easy as Kumkol oil is different and we had to make significant changes to technical processes to refine paraffin-rich Kumkol oil and generate quality petroleum products. I believe that if we hadn’t had done that as quickly as we did, I don’t know what would have happened to the refinery, and to us.
When other industrial concerns were closing down, we remained profitable and even managed to set off on new development paths. Bizakov’s arrival at the refinery coincided with a time of regeneration. We created a modern working approach, both in technical terms and in terms of working relationships, creating contemporary and effective working conditions (computers, social improvements and others). Salaries were increased, taking into account each person’s skills, and performance bonuses were introduced. This, of course, led to higher demands on performance. All that in whole made each team member to concentrate his efforts to develop the enterprise. Initiative, openness, responsibility, trust, quality control and teamwork all became the key to the refinery’s success and future development. Natalya: The refinery upgrade, which will not only help increase light petroleum product output and raise quality to global standards, but will result in new products and a reduction in harmful waste products. Most importantly, it will increase the refinery’s importance to the national economy. In addition, with the launch of
Tomsk Polytechnic Institute
central Laboratory Inspector, central Laboratory Engineer, control Laboratory Head, Refinery Laboratory Head, Refinery Laboratory Technical control Manager. Contribution: - took part in laboratory technical re- equipment projects to improve testing quality and speed, improve laboratory working and safety conditions (construction and commission of storage warehouse for empty and full gas cylinders); upgrade and commission of a laboratory fire alarm system; fireproofing of the laboratory apparatus floor to reduce fire risks.
- Gold President’s Award (2010); - RK Ministry of Energy certificate of Merit.
oleg Goryachkovskiy Education: Kazakh chemical and Technical Institute, Shymkent Refinery starting date: 1978 Career: Senior Engineer-Economist in Production Department, Senior Engineer in Technical Department, Deputy Head of Maintenance, Acting chief Engineer, Deputy Head of Maintenance, Technical Department Head, Head of Production Planning, and Technical Department Head. Contribution: - development and implementation of technology to refine oil blends from Kumkol, West Siberia and Aktobe into jet fuel; - implementation of a modern catalytic agent at Units 200 and 300/1; - managed rationalisation and innovative activities at PKOP; - increased the share of high-octane gasoline to 65.3%.
- President’s Award (2012-silver, 2013-silver and 2014-bronze); - PetroKazakhstan certificate of Merit in honour of the 20th anniversary of PKOP, and a KazMunaiGas certificate of Merit.
МҰНАЙШЫ Қыркүйек 2015 67 new facilities, the youngsters working for us will learn new techniques and skills, which will help them become high-class specialists.
The refinery’s greatest asset, apart from its technical facilities and apparatus, is its experienced experts and dedicated employees, for many of whom the refinery is like home, a second family, and represents stability, pride in success and a dignified life. I believe it is extremely important that this does not change and is actively promoted. Natalya: There is a lot to be proud of - the refinery has grown, new facilities have been built, product ranges have increased and improved …. I am proud that in 1994 we won the international Golden Globe prize for our ecologically friendly low- sulphur diesel. Not many people remember that, and the younger generation isn’t even aware we ever won it. Zhaksylyk: I am proud of the decisions and actions of the refinery’s directors. It’s thanks to them that the refinery stood strong during the difficult times. For example, in the difficult 90’s, the refinery still managed to guarantee its people a good job; or at the start of the new millennium, when the refinery, just like us, took the path towards the market economy, or when, with the arrival of foreign management, we began to transition to contemporary technology and management practices.
Today, the refinery has great potential in the form of its young experts dealing with scientific research at its central laboratory. Their research helps us resolve current technical issues such as how to reduce oil and petroleum product losses during the refining process, and ecological issues such as how to extract oil from oil sludge and sewage recycling, all of which have a positive impact on the refinery’s ecology policy. Bolat: I am especially proud of the implementation of the process control system in 1993-1994. - What, in your opinion, still needs to be done at PKOP? Oleg: We need to complete Modernization Project in time which will upgrade our production to a completely new level.
I believe we need to focus on our younger colleagues, develop a mentoring culture and teach them to love their work and about the history of the refinery and its many dynasties. All of this will create a strong foundation for staff and corporate development. ЭЛТқ-Ақ (мұнайды атмосфералық айдау және электрмен тұзсыздандыру қондырғысы) ЛК-6У қондырғысының 100 секциясы / ЭЛОУ-АТ (электрообессоливающая установка атмосферной перегонки), секция 100, установка ЛК-6У / cDU (crude Distillation Unit) Unit-100, LK-6U
Technical Institute, Shymkent Refinery starting date: 1984 Career: Unit-100 LK-6U Senior Operator, chairman of the PKOP Trade Union committee, Ecology and Work Safety Department Director, chief Technical Director, Labor Protection, Safety & Environment Department Director. жүктеу/скачать 4,97 Mb. Достарыңызбен бөлісу:
|