1. Gennady Lisovichenko: the key to success is to live for what you do

Gennady Lisovichenko: the key to success is to live for what you do

01.01.2016

In 2016, the Director General of the Antipinsky Oil Refinery will celebrate his 65th anniversary. According to him, it was by a lucky coincidence that the Antipinsky Oil Refinery came into being. However, its further development and continuous achievement of new high goals is by no means a coincidence, but a result of hard work and efficient management. We asked the honoree to tell us about the success of this unique enterprise for the Ural Federal District.

Gennady LISOVICHENKO, member of the Board of Directors, Director General of Antipinsky Oil Refinery JSC
Born on February 15, 1951 in Uzungul settlement, Novosibirsk Region. 
In 1975, Gennady Lisovichenko graduated from Sverdlovsk Law Institutes with a degree in law; 
1975 – 1993 – employee of Public Prosecution authorities of the Russian Federation; 
1993 – 2003 – head of business entities engaged in oil refining; 
2004 to date – Director General of Antipinsky Oil Refinery JSC, in 2006 he was elected member of the Board of Directors of Antipinsky Oil Refinery JSC. 
In charge of day-to-day management of the enterprise and ensuring the implementation of the company’s business plans. 
- Gennady Alexeevich, theAntipinsky Oil Refinery’sWorkflow I was commissioned almost 10 years ago.  For which purpose and how was the enterprise set up? What difficulties did it face during its development? 
- My education has nothing to do with oil, but after graduation from Sverdlovsk Law Institute I worked for 14 years in the North. At the time, oil and gas industry boomed before your very eyes. It so happened that from 1993 through 2003 I headed business entities engaged in oil refining and the new activities gave me experience in the area new to me at the time. In 2004, I learnt that Transneft was planning to build an oil refinery in Tyumen. But, for a number of reasons the initiative was cancelled, and the first equipment purchased for the project already came to Russia and was put out to tender. 
I saw huge prospects in building an oil refinery in the region that had enormous oil and natural gas reserves. At the time, there were no such enterprises in the Tyumen Region in principle and having them would have made so much sense. 
The first difficulties were associated with significant initial capital investment in the project. That was why I shared my idea with Dmitry Mazurov, who I worked with on other projects at the time, and who I believed to have excellent investment raising skills. That was how our yet another joint project grew into the only oil refinery in the entire Ural Federal District. 
Inevitably, we had to face competition. Almost simultaneously with the Antipinsky Oil Refinery, there appeared a Tyumen Oil Refinery, but the project did not go anywhere beyond the plans, and eventually, the land plot allocated for the construction and overgrown with weeds came to us. 
Also, at the beginning with faced with the refusal of Tekhnzdzor to issue a refining license to us. Notably, it happened at the time when the production was already commenced and we even started product shipments agreed with Russian Railways OJSC and Transneft. 
However, we solved all those problems and today the refinery is a stable enterprise with a very strong position and undoubted prospects clear both to the investors and the government. Our operations do not raise any issues with regulatory authorities: we pass all necessary checks on time and without any negative feedback on their part. 
- TheAntipinsky Oil Refinery is also unique in that it is the only private commercial-scale enterprise independent of vertically integrated oil companies. How do you manage to maintain your leading positions? 
- The Antipinsky Oil Refinery is truly unique in its own way. The secret of its success can be described simply and briefly: the existence of required infrastructure, efficient investment raising, bona fide business partnership, professional staff. But, every effective manager knows what it takes to build it all. Still, the main key to success is maximum engagement in what you do. It requires the commitment to pursue your goal, diligence, ability to handle stress and perseverance. If you live for what you do, everything will work out well. 
- So, it means that there finery’s most valuable as set is its employees. What qualities, in your opinion, should a potentialemployee of the Antipinsky Oil Refinery have? Do you havemanyyoungemployeesworking at the refinery? 
- The qualities are simple and complex at the same time: professionalism (as professional competence) and commitment to development. We have a lot of young people at the refinery, they want to work here. Therefore, we are willing to invest in the development of our young employees, provide them training in their respective core areas. We often look at students as future employees, in particular, we conduct competitions among students of Tyumen State Oil and Gas University (TSOGU) for personal Antipinsky Oil Refinery scholarships.  Personal scholarship holders intern with us and have priority in filling vacancies available at the refinery. In 2015 five TSOGU students were awarded personal scholarships, one of them was hired. In total, we hired 15 graduates of various higher educational institutions in 2015. 
- What changes to the higher education systemwould you suggest? 
- Unfortunately, all young specialists, whether they graduate from higher educational or vocational training institutions lack practical experience, particularly, when it comes to worker categories. I would suggest introducing laboratories and training workshops in the educational process, where students could develop practical skills. An operating production facility has strict safety rules and we cannot afford to have inexperienced people experiment with the production. To help resolve this issue, we, on our part, extensively cooperate with educational institutions by organizing practical training for students at our facility. We assign mentors to trainees to make it easier for them to understand our production processes. In 2015, the Antipinsky Oil Refinery provided practical training to about 350 students. Moreover, our specialists often act as experts on examination boards evaluating diploma projects. 
- Gennady Alexeevich, economic instability makes certain adjustments to the plans. Has the Antipinsky Oil Refinery changed its goals and objectives? What new developments are expected at the refinery in 2016? 
 - The company is pursuing its plans despite any crises. Our objectives to manufacture high quality fuel and achieve maximum refining depth remain unchanged. As to process innovations, I would like to mention our diesel fuel hydrotrating unit with the capacity of up to three million tons per annum commissioned in October 2015. It enabled us to commence the production of diesel fuel meeting Euro-5 compulsory and highest standard. To ensure the operation of the hydrotreating unit, hydrogen generation, gas purification and granulated elemental sulfur production workshops were built. The commissioning of the aforesaid fuel complex completed the second stage of Workflow Phase III. It is essentially the start for the implementation of secondary oil refining processes. As part of the same stage, we completed the modernization of ELOU AT-3 unit increasing its capacity to five million tons per annum. The refinery’s aggregate refining capacity has “jumped over” the level of nine million tons per annum.

Key milestones in the development of Antipinsky Oil Refinery (2004-2015)

2004, July – incorporation of Antipinsky Oil Refinery JSC.
2006, November – commissioning of Workflow Phase I (ELOU-AT-1 unit) with the capacity of 400 thousand tons per annum.
2008, January – revamping of ELOU-AT-1 unit whereupon its capacity reached 740 thousand tons per annum.
2010, May – commissioning of Workflow Phase I (ELOU-AT-2 unit) with the capacity of 2.5 million tons per annum.
2012, January – revamping of ELOU-AT-2 unit whereupon the refinery’s aggregate refining capacity (ELOU-AT-1 + ELOU-AT-2) reached 4 million tons per annum.
2014, January – commissioning of ELOU-AT-3 unit with the capacity of 3.7 million tons per annum; the refinery’s refining capacity reached 7.74 million tons per annum.
2015, Octover – commissioning of the diesel fuel hydrotreating unit with the capacity of up to 3 million tons per annum.
2015, October – commissioning of the hydrogen generation unit with the capacity of 25 thousand tons per annum.
2015, October – commissioning of the sulfur production unit with a granulation module with the capacity of 30 thousand tons per annum.
2015, October – revamping of ELOU AT-3 unit, the refinery’s aggregate refining capacity (ELOU-AT-1 + ELOU-AT-2 + ELOU-AT-3) reached 9 million tons per annum.
2015, October – commissioning of the LPG production warehouse unit intended for the shipment of PA, PBA commercial-grade liquefied motor gases. Throughput capacity – 25,000 tons per annum.

Today, the Antipinsky Oil Refinery hascommenced the commercial productionof Euro-5 compliant diesel fuel and willproduce high-octane gasolines in 2016.
The refinery’s other achievement is the completion of the construction and commissioning of the LPG (liquefied petroleum gases) production facility shipping PA and PBA commercial-grade liquefied motor gases. The nameplate capacity for the shipment of liquefied petroleum gases totals 25 thousand tons per annum. With the commissioning of the full refining cycle, its throughput capacity will double.
Moreover, we were faced with the need to expand traffic and carrying capacity of railway tracks. To that end, we commissioned a new receiving and shipment yard for dark petroleum products. The length of the additional tracks built is about 6 km, which is more than double the length of the existing tracks.  Our products are shipped to the consumers using the new railway tracks. 
In 2016, we are going to increase the refining depth to 97% by commissioning of the combined deferred tar carbonization unit a fuel oil vacuum distillation module. The vacuum part of the unit will be commissioned in March, and the combined unit will be fully commissioned in May this year. The resulting diesel fuel output with increase to 50% of the total throughput volume. The coke obtained by tar carbonization represents a finished product highly demanded in metallurgical industry. This year, we will also commission the second diesel fuel hydrotreating section. It feed capacity will amount to 1.01 million tons per annum and the aggregate maximum capacity of the diesel fuel hydtrotreating unit will reach four million tons per annum.
The transition to the production of high-octane Euro-5 gasolines with octane ratings of 92, 95 points measured using the research method will be effected at the fourth stage of Workflow Phase IIIby the commissioning of a gasoline reformer with continuous catalyst regeneration and an isomerization unit. 
- Gennady Alexeevich, you as theDirector General of a large enterprisemust have your own view of crisis-response measures, the idea of what heads of oil and gas companies should be doing? 
- Alas, there is no one-size-fits-all recipe here. We all understand that the oil and gas sector needs serious reforms. It is clear to everyone who has anything to do with it including representatives of the authorities. On our part, we handle the main task, that of launching deep refining processes. As you can see, we have made certain achievements in that area: we have commenced the production Euro-5 compliant diesel fuel, and will produce high-octane gasolines in 2016. In other words, we are trying to derive maximum profits from Russian natural resources and make the most efficient use of them.

- It is a known fact that the Antipinsky Oil Refinery is a socially responsible company that cares about the prosperity of the region it operates in. Could you tell us in detail about 2015 social projects and the ones scheduled for the year of 2016 that just started 
- We undoubtedly realize our social responsibility to the refinery employees, Tyumen and the Tyumen Region. 
For example, we consistently work on addressing the issues of employee social security and creating favorable working conditions. An important element of our social policy is the corporate housing program. Specifically, at the end of 2015, we commissioned a 152-apartment residential building with a convenient and spacious parking area. The apartments are currently being distributed among the employees. 
Further, the Antipinsky Oil Refinery’s management rented a parcel of land of 6.5 ha total area in the central part of Malkovo village in Old Tobolsk Highway, 20 kilometers off Tyumen. We offered 52 land plots to our employees for them to build private houses there plus ready-made cottage designs that could be used for such construction. The issues associated with connecting the land plots to power and gas supply networks will be resolved at the cost of the company, which will be a significant saving for employees.
The Antipinsky Oil Refinery’s charity policy is based on the principles that charitable aid should be provided directly to those who need it, be efficient and systematic. For instance, in cooperation with the Uprava (Municipal Council) of Leninsky Administrative District we perform soft- and hard landscaping works in Kazachy Luga mini-park, where we put up a new children’s playground, outdoor exercise complex and a separate ground for special needs children last year. 
The Antipinsky Oil Refinery is a member of the Board of Trustees of Borkovsky Forster Home and tries to help its children as much as possible on a wide variety of issues. “Key to Life” Charity Foundation established with the support of the Tyumen Region governor is also supported by the refinery. In general, it should be noted that the Antipinsky Oil Refinery on a regular basis provides aid to children, physically challenged people and facilitates the development of various educational and creative programs. 
Among top priorities of the company’s charitable activities is supporting and looking after veterans of the World War II. For the 70th anniversary of the Victory in WWII, we provided direct aid to WWII veterans, labor veterans, home front workers and widows of fallen soldiers.
In particular, we purchased for and delivered to 11 veterans household appliances they needed the most according to surveys. For the most part, they are very simple, but vital things, such as gas cookers, vacuum cleaners, washing machines, TV sets. We have also financed the event to honor war veterans organized by the Tyumen Region Military Commissariat and “Great-grandfather” commemoration event. 
Moreover, every year, the Antipinsky Oil Refinery provides funds for mothers of missing servicemen from Tyumen and the Tyumen Region to take a trip to Moscow on the Remembrance Day for unidentified soldiers killed in the Chechen Republic and buried at the Bogorodskoe Cemetery in the Moscow Region.

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