With the same ambition and passionate people, we are entering a new stage of transformation in this field for which the last 15 years have brought significant changes, all of which now contribute to providing energy for a sustainable living.
I started my career in 2001 in Rompetrol Rafinare. This year marked 21 years of activity. I am one of the first interns and my time in the refinery gave me the opportunity to learn more about this complex industry.
Petromidia and Vega
I am currently Production Planning and Optimization Director, a position where I have the chance to coordinate planning, production optimization and performance activities.
My job focuses not only on the two refineries Rompetrol Rafinare owns (Petromidia Navodari and Vega Ploiesti), but also on the petrochemical complex, the only capable of producing polymers in the country.
My main duties include establishing the optimal crude oil recipe, because Petromidia refinery is very complex and can refine different types of feedstock depending on the production needs.
I also closely monitor the optimization of units’ operation, the optimization of exchanges between production units, our ultimate goal being efficiency, cost reduction, but also adaptation to market requirements.
The modernization and capacity increase of Petromidia Refinery
I have learned a lot in 21 years, but taking into account my role in the organization, a project that I am closely related to is the modernization and capacity increase of Petromidia refinery, an investment of over 380 million USD, supported by KazMunayGas.
From the production planning and optimization point of view, this project took the refinery to a new level, from an regular production unit, it became the largest in Romania and one of the most important in the Black Sea region.
I am proud that, together with my team, I was involved in a project with such a great impact on the entire local and regional industry. The new units were configured in a mathematical model to optimize production, which proved to be the ideal configuration for Petromidia.
Most importantly, our processing capacity has increased from 3.5 million tons per year to 5 million tons per year. With this expansion, we were able to increase the yields of white products (fuels) and produced exclusively Euro5 fuels with a very low sulfur content.
My source of energy
Throughout my career, I have found my source of energy in my passion for what I do and, at the same time, in the desire to contribute to the development of a performing refinery.
Specialists in our field of activity are very important, because they contribute with specific skills and innovative ideas to the continuous development of technological processes and oil and petrochemical products.
I wish the future generations of specialists maintain a permanent desire to develop, improve, be flexible, adapt to the complex and volatile demands of the market.
My career in Rompetrol began on a lucky day, Friday the 13th, 2001.
Development and Service Director
I spent most of my professional life in Rompetrol, so this company is a second family.
I had various roles, I was an engineer, shift leader, chief engineer, project manager, deputy P&E coordinator, and now I’m holding the position of Development and Service Director.
There are two major directions in the current responsibilities: the maintenance activity and the project activity.
My role is to implement those requests coming from the operational area related to repair or replacement of any parts, to identify investment opportunities and, with the help of the planning and project management departments, to go through the stages till the implementation. Also, my task is the maximum optimization of resource consumption in order to manage as many needs as possible according to the plans.
MHC and Hydrogen installations
By far the biggest challenge and an important path in my career is related to the completion of the projects and the start-up of the MHC (Mild Hydrocracking) and Hydrogen installations in 2012. They are two of the 5 new installations that Petromidia benefited from the investment package carried out between 2008 - 2012.
The mild hydrocracking unit supported the company's objectives to increase the annual production of diesel from 1.5 million tons to 2.5 million tons, improving by 8% the yield of diesel from the total production basket, achieving the highest yield of white products in the region - 84%, as well as the exclusive production of Euro 5 fuels.
The second important project for increasing the capacity of the refinery is the new hydrogen unit, which ensures the hydrogen necessary for the extraction of sulfur from crude and the full alignment of production to the Euro 5 standard.
In 2008, when the refineries were closed in Europe, due to the financial crisis, we started the largest investment program, basically, we had a new refinery.
KMG became the majority shareholder and supported all these projects that the Romanian specialists had prepared since 2006 part of the strategy to consolidate the refinery: we managed to increase the amount of crude processed to over 5 million tons/year, 5 new installations were built and many have been modernized.
Vega has developed and consolidated its position as the only bitumen producer in Romania.
Petrochemistry is still functional with the Polypropylene (PP) and Low-Density Polyethylene (LDPE) installations.
I can say that the coming of KazMunayGas as a shareholder had the main impact of keeping this business alive, at the current performance and efficiency standards, on a complex and increasingly competitive market.
The challenges of the years
The last few years have definitely been a challenge. We had a pandemic overlapped with a general overhaul in 2020. We had the incident in 2021. We had a new overhaul in 2022, in a special context determined by the cyber-attack and an extremely unpredictable market.
I believe that we have overcome all these challenges, mainly due to the team that organized itself in all difficult moments and found a way to solve the problems every time.
It is in my nature to want more, better, the best. In addition, the fact that I am surrounded by professionals pushes me in this direction.
After 16 years working in the field of production planning, I currently hold the position of Process and Engineering Director.
Process and Engineering Director
This is a natural professional development, it is not something new for me, but it represents the next level from an operational and professional point of view.
In this department, my role is closely related to the development of operational activities, respectively maintaining the parameters of the units and implicitly the quality of the products obtained. It is a key function in any refinery.
When the investment package for the modernization and increase of the refining capacity of Petromidia from 3.5 to 5 million tons was completed, it was a challenge for those involved because the way new units were integrated into the configuration of the refinery at that time was a novelty for all of us.
So, from the point of view of the processes in the refinery, everyone had to start from scratch. From scratch and in terms of integration and mentality and all the new things, because, basically, we had another refinery, a high-performance one, in a new market that we didn't know until the implementation of these investments.
In 2014, the project known as "Dolphin" was born, an internal incubator of ideas that had the role of bringing specialists from different areas together and finding real solutions for increasing the efficiency of our operational processes. Now, I lead this project, with the involvement of colleagues from all operational areas, and together we find the most effective solutions that support our evolution.
Source of energy
The source of energy came, first of all, from the family, because the first years were quite difficult, but also from the people you work with, if you work with an energetic, developing team that understands and supports personal and business goals. Because we are a team here.
Since our industry is in a continuous transformation, many years of experience are needed, and you always have something to learn.
Through the Internship program, organized in our company every year, an intern has the opportunity to become a specialist.
I have been working in this company for 15 years. During this time, I was a junior engineer, then I moved to a senior position, and currently I am the head of the cementing services department.
I am responsible for the coordination and activity of this department, having 60 colleagues in the team.
My main source of energy is the passion for this field. At the same time, the team represents for me the engine of all the projects developed during these 15 years.
Over 1500 cementing operations
The works carried out at wells has always been a challenge: I have participated in over 1500 well cementing operations, plus several hundred other simulation, control, pressure test operations.
Beyond the daily responsibilities related to the activity at the wells, a project that I am proud of and glad to be part of the mentor team is the Internship program.
I embraced this project from the very beginning. Now, year after year, I gladly share the experience gained in the field with the future specialists.
"I wish to the future generations to put passion in their work and to be competitive"
I believe that good specialists in the field of oil and gas, regardless the services or direct production, are very valuable! There is a long way to overcome to gain the necessary experience, many projects, hours of work, unexpected situations, all these bring you the necessary information that turns you into a specialist over time.
I wish young people to never stop studying about a field and to complete each task with responsibility, no matter how small it may seem.
Today better than yesterday, tomorrow better than today.
I have been part of the Rompetrol community for 14 years. For 12 years I worked for Rompetrol Rafinare, holding the position of Utility Plant Director.
Currently, for 2 and a half years, I am the General Director of Rompetrol Energy, having the responsibility of coordinating all the activities carried out within the company, with reference, mainly to the operational part and to the implementation of one of the most important development projects of the group: building a cogeneration plant that would provide electricity and steam for the Petromidia platform.
Key points - Construction of the cogeneration plant
There were many key moments during these years. I will mention one of the important projects, which has a special meaning for me. I was part of the team that worked on the first feasibility study for the new cogeneration plant, in 2009. I believed in this project, I supported it and together with all the teams involved I contributed to obtaining the necessary approvals for its implementation. At that time, I was the project manager of this study. We are currently in the construction phase of the cogeneration plant, which will be put into operation in 2023.
Source of energy
The team I worked with gave me energy and motivation, which are extremely important.
I love what I do, and I strongly believe that it suits me. During all this time I discovered that most colleagues are passionate about what they do and share values similar to mine.
We support future generations from school
We all know that man sanctifies the place, and energy specialists are becoming fewer and harder to find. That's why it's important to support the future generations from school because they represent the future of this very important industry.
For me, personally, one of the important goals for this year is to define the team of specialists that will operate the new cogeneration plant, I rely both on our current team, but also on the young students who are part of our internship program, organized annually.
I encourage the latter to be part of our field of activity, which gives satisfaction both professionally and personally. The main objective is the same as we have had all these years, namely the continuous supply and of utilities within the established parameters, necessary for the Petromidia Platform, to support the production plans of Rompetrol Rafinare.
16 years ago, in 2006, after completing the Rompetrol internship program, I stayed with the company.
At the beginning of the career
Throughout time I held several positions, such as that of plant manager, where I had approximately 70 colleagues under my supervision, then I became refinery manager (2019-2021). These roles formed me for my current position, as Director of Operations of Rompetrol Rafinare, which involves the coordination of production in Petromidia, Vega and Petrochimie, in the best conditions of efficiency and safety.
From intern to operations coordinator of Petromidia
I was here when the company needed me! I like to say this, because regardless of the situation, I got involved and was with colleagues, partners, in identifying the best technical solutions for our refineries. Together, through a determined effort, we overcame every obstacle, and for that, I am proud.
The key moment for me was the initial meeting with Rompetrol, the internship program. It is a program that I care a lot about, because today I am the result of this concept, which gives young people confidence that they can go far. Next, it is a project of the soul, in which I am directly involved, and I want to believe that I have a significant contribution to the training and professional development of generations of engineers and operators. Many of those whom I guided, hold key positions in our refineries today, so the satisfaction is one that can hardly be described.
Source of energy
Personally, the desire to be the best motivates me in any project I undertake. From a minor work to large-scale projects, I get my energy from this determination. Doubled, of course, by competitiveness, because we always want to be in the lead, in relation to the other companies in the refining and petrochemical sector.
The field we work in cannot exist without senior and young specialists. The industry we work in is a constant challenge, there is no time to relax. Every day we are challenged to find solutions to maintain a state of motivation among people, to create short, medium, or long-term strategies and to ensure an environment conducive to the development of employees.
The importance of specialists is thus very closely related to the internship project, which helps us identify people with potential, who can contribute to the development of Rompetrol.
And the new generation must be patient and work hard to be better with each passing day. I tell them from my own experience that the time when the company will rely on them will come sooner than they imagine. They should be prepared!
Beyond our professional duties, we have the individual responsibility to find our potential and make the most of it.
Beginning of career
This year it’s been 11 years since I joined KMG International - Rompetrol, during this time I actively contributed to the transformation of the organizational culture and to increase the commitment of the Rompetrol community. Together with the leadership and human resources team, we are committed to growing and transforming the people in the company, with the mission to achieve conscious and authentic leadership, as well as to channel the energy necessary for the development of the community.
In this sense, we focus on growing the leaders of tomorrow, the new generations of professionals in the energy sector, promoting a culture of healthy choices and decisions, as well as encouraging the care and respect leadership style, which brings results for people and the company. We are the leaders we are waiting for. All our actions are focused on the strategy “Together we grow people”.
My main role is to support my colleagues to become the best version of themselves. I am also a strong supporter of projects with an impact on the community, both in the field of education, being the Ambassador of Education Transformation in Romania, and in other fields.
My objective - their successes
In addition to initiatives or projects aimed at bringing structural or operational transformations and improvements, what really matters to me is if I managed to change the approach to lead towards a transformational one, if I managed to support my colleagues to become better or if I contributed to the stories of their personal success.
The source of energy
People and consciousness of the meta-goal to contribute to a better, kinder, and more educated world.
Specialists are the future of the industry
Specialists are the future of the industry, and their level of professionalism, commitment and energy contribute directly to the achievement of collective objectives. My message to future generations is to challenge the status quo, to constantly work on their own personal and professional development, to actively contribute to the community.
I have been working in the company for 37 years, life dedicated to my profession.
I joined the company right after graduating the high school. After a year, I thought it would be better to continue my studies and in parallel go on with the job, I also finished my studies.
In all these years, I occupied all sorts of positions, from field operator, control panel operator, formation chief, unit manager, shift leader, to Production Manager in the Polymer Division, position I have held since 2008.
I am responsible for everything related to petrochemicals, from human resources management to production management.
During my 37 years of career, I have had many key moments, of which I can mention an ambitious project from 2005 to 2006, a project that consisted in the general turnaround of the LDPE unit, restarted after more than 10 years, a project in which we integrated the cryogenic storage area, a really significant project.
If I can draw a conclusion from my activity in these years, it is that I contributed to the relaunch of Romanian petrochemicals activity, we are basically the bastion of local petrochemicals.
We have relaunched a new production line – LPDE, successfully restarted. I am proud because everything was done by our specialists, obviously with the support of the technology licensors, but absolutely all decisions were made by us. We continued in 2007 with the restart of HDPE unit, following a natural course.
One of the projects I hold in my soul is the restart of polyethylene units.
Petrochemistry is flexible, versatile and we enjoy the experience of a homogeneous, at the same time diverse team: senior specialists and, what is very gratifying for me, future generations of engineers, who are more anchored in reality.
In addition to normal projects, I am involved in the Internship Program. In all these years, I haven't let a generation slip that didn't pass through my hands.
The most valuable legacy lies in the transfer of knowledge. If you lean over them lovingly and draw them close to you, you are not rigid, putting yourself in their shoes, you discover an unsuspected world. I am often pleasantly surprised at what they can think if they are directed correctly.
Energy for me is represented by these young people, collaboration, communication and action together with them.
I have been working in the company since 1984, this year I have celebrated 38 years of activity.
I am currently in charge of the operational part for crude and raw material purchases for the Petromidia refinery.
I also manage the transfers of semi-finished raw materials from Petromidia to the second refinery of the Group, Vega, as well as the sales of products from the two refineries.
When I started the activity, only a few installations were running at Petromidia. The first 9 years I worked as a trainee engineer in the Aromatic Department, but with the new needs of the market after 1989, I chose the commercial field: marketing, sales, import of raw materials.
After 2007, when KMG became a shareholder, it was the best period in the history of the refinery. A strong shareholder provided stability and strength by building new installations to increase the yield of white products and obtain Euro 5 products, but also to ensure the source of crude oil.
After 2007, when KMG became a shareholder, it was the best period in the history of the refinery. A strong shareholder provided stability and strength by building new installations to increase the yield of white products and obtain Euro 5 products, but also to ensure the source of crude. This meant that Petromidia became the engine of the entire Group, being strongly integrated with all the subsidiaries in Romania, Bulgaria, Moldova, Georgia.
Supply chain department
I am proud to have contributed from the very beginning to the formation of the supply chain department, which by integrating the raw material supply activity with product deliveries at the Group level led to the optimization of the entire chain of activities.
In the supply chain, the slogan is "action". All processes involve knowledge and compliance with fiscal and customs legislation, as well as legislation in the field of product standards and biofuels. So, a very high complexity.
The market is constantly changing and only flexibility, understanding of the mechanisms and adaptability guarantee a very good result.
My energy source
My source of energy comes from the love for the job, for the workplace and the team I am part of, but also from the harmony and balance with myself and with others.
I really like what I do, I think it's important to come to work with love, to enjoy meeting your colleagues and to do your job as good as possible.
The success of any business depends on people with the expertise to understand market mechanisms. Experience shows us that financial results clearly depend on the market situation. So, a strong, flexible team is needed, where expertise is combined with the wisdom of seniors with a lot of experience and the energy and exuberance of youth.
I want the future generations to have confidence in their own strengths, to learn daily, to highlight their qualities and to develop permanently. Of course, to have a positive and optimistic attitude, but not to forget to be competitive.
I have been working in the company since 2003, all the projects in which I have been involved in the 19 years are related to retail activity, namely Rompetrol stations.
Planning and expanding
I can say that I have contributed to the development of this activity of the Group, because 2003-2004 was the period when the investment projects in the retail area began: concepts with the launch of new services, 3 processes of changing the image of the stations (rebranding), the expansion the distribution network.
I am currently the Network Planning & Development Manager and I mainly deal with everything that means planning and expanding the fuel distribution network at a national level.
The start of my career and rebranding
I started my activity in Rompetrol Downstream as a supervisor of the activity within the shops inside the stations, but the project that brought a new approach to the local market was in 2004 when Rompetrol introduced the concept of a restaurant in the station network through the brand hey.
A year later it went into the implementation phase, simultaneously with the rebranding process of the stations in which I participated from the shop department, Rompetrol making the transition from a simple fuel distribution station to the creation of a relaxation place for drivers and passengers.
In 2007, when KMG became a shareholder, I had the opportunity to work with the team in Bulgaria to implement the hei concept in three locations in Sofia. It was a strategic direction to expand and bring the concepts developed in Romania to the countries where the Group had subsidiaries, and this made Rompetrol a trendsetter, Rompetrol being the first Romanian brand in its category to expand internationally.
The areas dedicated to gastro area and shops have become the starting point for any further developments of the stations, and between 2012 and 2017 I was involved in the rebranding project whose concept was developed and improved in the Mogosoaia and Otopeni stations.
The pilot project involved the adaptation of a station to a new concept called Aero, in line with the requirements and trends in the market at the time.
We all received enough lessons on how we can continue and adjust the approach of changing the image of the stations both internally, as well as exterior elements. The collaboration of several departments with different visions and approaches is always the key to success.
It was beneficial for me to take part in all phases of the project, from concept to preparation and then implementation/execution.
Year 2020 and the turning point
Starting with 2020, I have returned to hei, when I participated in a new Rompetrol station rebranding project that was implemented in the Sisesti station. I believe this was a turning point in changing the image of our retail segment.
The external elements are made of ecological materials, all the equipment used and the technologies used are energy efficient and represent our concern for the impact of the group's activities in the current context, but also a commitment to our clients that we invest in sustainable projects.
My source of energy
The source of energy I believe always comes from the desire to achieve performance. I learned how important adaptation is, and changes are welcome.
I learned many things from numerous colleagues by working in different departments. It is important to know when to listen and when to support a point of view.
For the younger specialists, I tell them to treat their time with respect, to see it as an investment. To establish their values and put them in order. To try to adapt within the teams they will work with and to use their creativity.
My career in Rompetrol started in 2000 and I feel that I am part of the company's DNA, because that was the year when the Group started the activity, with the acquisition of the Petromidia refinery, after Vega in 1999.
I currently hold the position of Senior HR Business Partner, more precisely, my role is to connect business needs with actual HR activity, and on the other hand, I also fulfill the role of consultant for management and employees alike. From this position I address each function and cover all levels such as strategy and development, reporting and analysis, administrative.
I dedicated most of these 22 years to people, having responsibilities in HRs departments in various companies of the Group.
About the industry
It is a complex industry, with various roles, we have over 200 specializations, some of which are unique on the Romanian labor market. It is also an industry where responsibility is a defining element for many of our colleagues, and time is an absolutely mandatory element to accumulate the experience necessary for a good specialist.
This combination of elements made me get involved in various projects for my colleagues, without feeling how fast the time passed.
There are many projects that I initiated to highlight the potential of my colleagues, but the internship program that reached the 21st edition is the one I have many memories about.
Launched in 2001, it was the first program of its kind initiated in Romania by a company. We realized the need for young people to practically learn a profession, and we at Rompetrol anticipated the common benefits of this partnership. Today, we have colleagues in management who participated in those first editions, and that gives me a sense of fulfillment.
Speaking of generations of specialists, different generations of colleagues work together in our production units, and this has opened up the prospects of a beneficial partnership between young people at the beginning of their careers and our senior specialists.
This is how the Succession project started on the platform in line with another initiative, Knowledge Transfer. Our colleagues close to retirement work alongside the younger generations and each of them exchange skills.
I like to know my colleagues well and the most energy comes from them. I learned that you have to dedicate your energy because it is important not only to know the people you work with, but to really understand them, without limiting yourself strictly to the hours spent at the office.
Patience, perseverance, appreciation, and genuine interest in their condition are key elements for the health of the organization. There is happiness at work, as long as each of us finds our place and has resources at hand to keep motivation alive.
Fortunately, the diversity of activities and projects in the Group is great, so Rompetrol offers you the possibility to explore - to find what you like, from statistics to the most creative projects.
Leaders are also important in training and promoting specialists. If we overlap a career plan on top of the necessary motivation, then we have the ideal recipe.
Together we grow people concept
As a personal goal, I propose to continue learning, there is always something new. I want to convey the same to all my colleagues. As an HR person, I understand how important it is to value the skills and what is unique in each one. To adapt with each year, with each generation, to be connected with the realities and trends and to build communities - Together we grow people concept - aims to build and strengthen communities (made up of both members and their families).
I have been working in the company since 2007, the year KazMunayGas became a shareholder.
The beginning of the career
Over the course of the 15 years, I have evolved professionally, holding various positions, from the position of the operator, head of shift, foreman, head of the processing center at the VD bitumen units, section shift leader, a position I held since 2016 until now.
Responsibilities include all areas of activity within the Vega refinery, from establishing the production plan, following its implementation to responsibilities that directly involve safety at work, protecting the environment, but also working closely with local authorities.
Doubling of bitumen production
There are many projects that I am proud of, projects that I proposed during this period and implemented successfully with the team.
One of the most important projects was the doubling of bitumen production from 66,000 to 140,000 tons/per year. Vega Refinery is the only refinery in Romania that still produces modified bitumen, with polymers, and road bitumen.
At the same time, the quality of the bitumen has improved considerably in recent years, due to the quality of the raw material received from the Petromidia Refinery, but also the technical solutions implemented, which involved a minimal investment, we managed to reduce the oxidation time, exposure to air and temperature.
Another concern that I have permanently had was to continuously improve what we already have, and one of the solutions identified has made a major contribution to reducing the amount of bitumen waste, we recover approximately 25-30 tons of bitumen/year, which re-enters the production cycle.
The largest producer of Hexane in Europe
In 2022, the DV unit furnace was put into operation, replacing the furnace in operation since 1933. Also, certain process changes were implemented at the hexane unit, which led to an increase in production by approximately 100 tons/day. Vega is the largest producer of Hexane in Europe and the only producer of ecological solvents in Romania, used both in the Romanian industry and on the regional market.
Source of energy
I found my source of motivation in the positive energy transmitted by me and my team.
I believe that a united collective is the basis of a successful project, we always have to look for the best solutions, because they exist, they are there.
Every project is a challenge, and I always tell my team "Is it possible? Why not!". This mentality has been behind these projects initiated throughout the 15 years.
It is important to understand the field, to accumulate experience, to experiment.
Theoretical information is not enough, it must be implemented through practice, and here we intervene through the internship program, organized every year.
It helps future specialists in the field to apply the information accumulated during the faculty. I was a mentor in this program, and many of them are our colleagues now.
I’d like to tell them to persevere, not to be overwhelmed by the field, because every unforeseen situation has a solution to it.
I have been working in the company since 2008, and I currently hold the position of lead diver.
I have been employed with Midia Marine Terminal since 2008, as a diver, a mission that mainly involves activities in a hyperbaric environment, with direct responsibility for the maintenance and repair works at the Petromidia refinery offshore terminal (buoy). At the same time, as a diver, I have to participate in the maneuvers of connecting and disconnecting ships to/from the buoy.
In 2013 I became Diving Supervisor, and this position comes with direct responsibilities in the organization, coordination, and supervision of all our activities. It should be noted that most of the terminal's maintenance work is performed by the divers' team, consisting of 8 divers and a supervisor.
The concept of "teamwork"
When talking about diving, we are talking about a different job, by the simple fact that we divers work in an environment unfriendly to life, so we depend a lot on the equipment we use, and we are always in a "fight" with the partial pressures of the breathable gases. In our job, the training and experience of each team member are very important. Basically, we always depend on each other, which is why we put the notion of "teamwork" on a pedestal.
There are two big challenges related to my position: always bring the divers to the surface healthy, after every dive, get them home healthy, and at the same time deliver quality work no matter the work conditions.
I have been here since the beginning of the activity related to the operation of the offshore marine terminal. Here, at Midia Marine Terminal, I had my first big challenge as a commercial diver. I remember that it was a very difficult period, that of the first general turnaround, changing the marine hoses, because we ran into many unknowns. But in the end, I really felt what professional satisfaction means, after realizing that I had successfully completed an extremely complicated work.
I was here in 2015, when another general turnaround caught me in the position of Diving Supervisor. Then, without discussion, I successfully "passed" the position's major exam. Together with colleagues from other companies, we had to organize the whole repair works, step by step, to see where we need to correct things and where we had logistical challenges. In short, many responsibilities, challenges to match. However, at the end of the 2015 turnaround, we set a new hose change time record.
Source of energy
I always find my source of energy in the daily challenges, but also in my dedicated colleagues and, last but not least, in the personal desire to be better, day after day.
A message dedicated to future specialists
In our very niche field, specialists are the people you rely on at all times, the ones who pass the baton, the people who inspire and shape the generations that come after you. Here, you are a mentor for younger colleagues from day one.
As a message, I would say to those who want to follow our footsteps, but also to all future specialists, regardless of the formation, to learn day after day, to document thoroughly and not to settle for less. In our field there is a permanent improvement and modification of procedures, we deal with a lot of new information, which must be accumulated and assimilated. So, without a permanent concern and without a desire for evolution, you cannot become a specialist.
Through a lot of work, dedication and perseverance, the Petromidia Refinery became the largest in Romania and the most modern in Southeast Europe.
I have 17 years of experience in Rominserv, the Group's general contractor, and I currently hold the position of Turnaround Manager. The main responsibilities include planning and carrying out of all turnarounds in Petromidia and Vega, together with ISCIR (State Inspection for the Control of Boilers, Pressure Vessels and Lifting Installations) authorizations, also ensuring technical support in the implementation of internal and external projects.
I have participated in many projects, from idea to implementation. Amongst them I can list those that had a major impact on my professional development.
My training as a specialist took place in the Vega Refinery, within one of the most important projects, the Bitumen Plant.
Between 2013-2018, the project aimed at modernizing the refinery in Pavlodar was implemented, it had a significant impact on my development process, especially on the management side. But the relevant project for my area of expertise is the 2020 Turnaround, the biggest one in the history of the Petromidia Refinery. It was also the most difficult due to the pandemic and it is important to note that during the turnaround we implemented 20 separate projects that were not necessarily related to the big project itself.
It was a complex project and I am proud that we managed to implement it with our specialists and with the help of partners from Romanian companies.
Planning for such a turnaround is done well in advance and is a legal requirement, and the timing of the start coincided with the lockdown. This has brought a lot of changes in the way of working, with the organization of all protective measures for everyone involved. It was important to finish everything on time, we succeeded even before the planned deadline, as if we were working under normal conditions, for Petromidia to ensure the necessary products, being a strategic production unit within the local industry.
Source of energy
The sources of energy that helped me in my career and ensured my success were family and challenges. The family was always there, they supported me unceasingly, and the challenges were there because I chose to be open and accept them. Difficult projects are the ones that spark my curiosity and open up new horizons for me.
Future specialists play a crucial role
I believe that specialists play a crucial role, regardless of the field they have chosen to be a part of. I am convinced that without specialists we would not have been able to achieve the performance we enjoy today.
I wish future generations not to be afraid of what "new" means, to have the courage to ask questions, to be eager to always learn, to be dedicated and, last but not least, to be patient throughout this learning process.