Refinery in CEE invested 400M USD to expand its capacity and modernise technical units. This resulted in higher yield products and increased overall volumes. Improvements in efficiencies are necessary to lower production costs and to be competitive in the global market. Group 2020 target requires doubling of EBITDA contribution.
Neither organisation structure nor culture had been updated or adapted for many years.

After a quick diagnosis of the current conditions, the following were found:

• Performance evaluation not widely used
• Business KPIs not known or followed
• Business objectives and vision unclear
• Workforce demotivated and misguided
• Business processes have improvement potential
• Communication gap between management levels

Three fundamental changes developed and installed:

1. Middle-management roles and responsibilities redefined; created a lower management level with clear operational accountability
2. Existing evaluation system was revised to a performance management process with five clear steps; objectives were translated into 22 business KPIs
3. Promoted ambitious mindset and increased behaviours of respect and trust