To facilitate summary and analysis of various activities this year, deliberate and discuss about FREP development next year and even in the future and plan the future for FREP by pooling the wisdom and efforts of the masses, President Lu Dong chaired special OOP business meeting on December 3^rd. Totally 23 persons attended the meeting, including Vice President Abdullah H.Al Sebail and Brian Ablett, Production Operation General Manager Liu Yanchang, Project General Manager Hu Hongye, technical consultant Zhao Liping, general managers and deputy general managers from FREP various departments.

First of all, principals of FREP relevant departments made special reports at the meeting on assessment of business team restructuring, OIMS system promotion, operation optimization, energy management, capital project management, preparations for turnaround/revamping, industry benchmarking since this year and 2013 business plan arrangement etc.. Afterwards, group discussions were conducted by focusing on the main work achievements in 2012, target tasks of 2013, challenges we face, KFAs and prioritized activities, for which unified understanding was reached at the meeting.

All participants agreed that, thanks to the joint efforts of all employees, FREP had scored great achievements in 2012 in terms of HSE performance, business team optimization and restructuring, OIMS system building and ethylene debottleneck project etc.; internal communication and cooperation, supervision and awareness of self-improvement had significantly improved and HSE cultural building had been further enriched and spread to various contractors. Affected by external market situations, FREP still didn’t turn losses into profits, but the whole company well understood the significance and urgency of benefit improvement and showed strong will to improve it, and the consciousness of cost control had been obviously intensified. 

It was pointed out at the meeting that 2013 will be an extremely important and extraordinary year for FREP. Faced with dual tests of such internal and external factors as still very severe external market situations, tight internal cash flow and the necessity to further improve team leadership and execution, FREP will have to finish the first cycle of shutdown turnaround of refining and chemical units and steam cracker debottleneck project construction, further improve the technical and economic indicators and head for building of Asia leading integrated refining and petrochemical enterprise. This would be a great challenge to FREP all staff and employees. First of all, FREP management should have a consistent understanding, carefully implement expectations of the shareholders and the board of directors, push forward various activities with overall considerations and at a down-to-earth attitude, thusly ensuring simultaneous achievement of preparations for turnaround & revamping and production operation.

Analysis was made at the meeting for the progress of FREP 2012 five KFAs, discussions were performed and preliminary comments were proposed on five KFAs and prioritized activities for 2013. For the target tasks and key activities in 2013, FREP planned to hold a management level working meeting in late January 2013 for specific arrangement and deployment.