CairoBlock 209, Second Sector, City Center, 5

th Settlement, Egypt

Phone: (+202 ) Fax: (+202)

AlexandriaAmreya Free Zone, EgyptPhone: (+203) Fax: (+203)

E-mail: info@midor.com.egwww.midor.com.eg

26733500 /26733700 26733600

4500073 4500075

Design and photography by www.ramadzine.com - Dr. Amr Ebeid Layout and Editing by Sara Saed

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مشروعات ميدور نظام تكامل األصول

ألنشطة التجارية والتسويقية المركز المالي

السالمة والصحة المهنية وحماية البيئة رد البشرية والتدريب الموا

المؤتمرات والمعارض المشاركة المجتمعية

الزياراتنقاط مضيئة في مسيرة ميدور 2017

Contents

رة رئيس مجلس اإلدا كلمة السيد رة الشركة – المساهمون مجلس إدا

سولومون

٤٦٨٩١٠١٢١٤

١٨١٦

٢٢

نبذة عن شركة ميدور

التشغيل

وحدات المعمل الرئيسية الرؤيا والمهام – القيم األساسية لشركة ميدور

ميدور منظومة متكاملة - ميدور التميز ) الجوائز (استراتيجية شركة ميدور

سياسات الجودة

Professionalism, supreme quality of accomplishments, work seriousness, and outstanding planning are synonyms for the continuity and distinction

of prosperous firms and are the drives of MIDOR Refinery success; which witnesses the eminentness of Egyptian calibers. Midor managed to play

its role over the past years and today MIDOR is apt to complete the road through the expansions project to boost production capacity and reach

international specifications Euro 5 as part of what this substantial entity provides for the coming generations. MIDOR is as always the exemplary

in giving and performance excellence.

A tribute of appreciation and respect to each truthful patriotic employee contributed to this accomplishment from ignition to flourishment.

Finally, I am honored to present to you the fruit of the fiscal year 2015; all appreciation and gratitude to shareholders, board members and all

employees at MIDOR for their outstanding efforts in the sublimate of this giant entity. May God bless the Egyptian Petroleum Sector which is

privileged by its faithful patriotic visionary leadership.

Dr.Chem.

Mohamed Abdel Aziz Metwally

Chairman,s Letter

Dr.Chem./Mohamed Abdel Aziz MetwallyChairman & CEO

EGPC

Eng. Nasser Mohamed Abdel AalDeputy Chairman for Projects PETROJET

3/8/ 2017

Acct. Hisham Mohamed Nour El Deen Ashraf Ex Deputy Chief Executive for Foreign Trade EGPC

24/9/2017

Eng. Zohdi Mohamed Marouf El Sayed Ex Deputy Chief Executive for Refining

& Processing EGPC

3/8/2017

Eng./ Mohamed Abdel Rahman HathoutChairman & CEO

ENPPI

Eng. / Ayman Mahmoud NagibDeputy Of Chief Executive for Transportation &

Distribution EGPC

EGPC

Acct./ Khaled Mohamed OthmanDeputy of Chief Executive for Internal Trade EGPC

EGPC

Acct./ Tarek Zaki Taha AhmedDeputy of Chief Executive for Foreign Trade EGPC

EGPC

Chem./ Azza SerryDeputy of Chief Executive Assistant for Programing Operations

EGPC

Eng. / Karem Hanafy Mahmoud MohamedExecutive Manager Gas Market Regulatory Authority

PETROJET

Dr. /Hisham Lotfy Mohamed SayedUnder Secretary for Legal Affairs Ministry of

Petroleum & Mineral Resources

EGPC

Mr./ Ibrahim Yehya Ibrahim KhatabHead of Central Administration for Communications

Ministry of Petroleum & Mineral Resources

Expert

Chem./Ashraf Anwar El ShamyDeputy Of Chief Executive for Refining & Processing EGPC

EGPC

During the fiscal year 2017 MIDOR board members included

MIDOR board members according to the latest session on 2018/1/9

Shareholders

EGPC ENPPI PETROJET Suez Canal Bank

BoardMembers

MIDOR is an Egyptian shareholding company established on 1994/07/12 under the Ministerial decree NO. 323 in

accordance with the General Free Zone regulations and the Investment Law No. 230 of the year 1989 and its

amendments; with the aim of performing the activity of crude oil refining and high-quality petroleum products

processing, for domestic and international markets. MIDOR scope of activities is extended to include trading

activities that involve purchasing and selling crude oil, products and petroleum derivatives, domestically and

MIDOR in Brief

internationally. MIDOR refinery mixes and blends petroleum products, as well as stores crude oil,

products and derivatives in its storage tanks.

MIDOR’s units design is distinguished by its competence to refine different kinds of crude and their blends. MIDOR strategy is based on optimizing

exploitation of the high operational potentials and various technological advances of its units for maximizing the processing economies to achieve

the maximum profit margins and produce premium quality refined products in accordance with the international specifications and adhering

to the stringent conditions for environmental protection.

Main Business: Producing high quality petroleum products.Main markets: Egypt, Europe & several Arab and African countries.

Current Capacity: 115,000 bbl/d

Capacity

115000 bbl/d

32400 bbl/d

32400 bbl/d

21700 bbl/d

10700 bbl/d

10150 bbl/d

28600 bbl/d

33500 bbl/d

64000 m3/hr.

25650 bbl/d

1150 ton/d

290 ton/d

336 ton/d

Unit

Crude & Vacuum Distillation

Naphtha Hydrotreater

Naphtha Splitter

Catalytic Reforming

Isomerization

Kerosene (Merox)

Distillate Hydrotreater

Hydrocracker

Hydrogen Plant

Delayed Coker

Light Ends & LPG Recovery

Sulphur Plant & Tail Gas Treatment

LPG Treatment

Unit No.

1

2

3

4

5

6

7

8

9

11

12

13

16

Licensed by

-

UOP

UOP

UOP

UOP

UOP

UOP

UOP

KTI

Conoco Bechtel

-

KTI

UOP

MIDORRefinery Units

MIDOR’s VisionTo be the top performing Oil Refinery in the Mediterranean.

MIDOR’s MissionMIDOR is participating in Egypt's sustainable development by providing

domestic and global markets with premium quality refined products, with a strong commitment towards maximizing shareholders’ value as

well as employees and community welfare.

MIDOR’s Core ValuesMIDOR is driven in all its activities by three core values: Integrity,

Professionalism, and Social Responsibility.

Integrity: MIDOR foremost perceives integrity, honesty, legal and safety

standards as synergies that represent the cornerstones of MIDOR business practices.

Professionalism:MIDOR strives to skilfully perform all business related activities

based on science and knowledge that are applied in practice, thus reflecting proficiency in day to day work.

Social Responsibility:MIDOR holds itself accountable to go above and beyond legal

responsibility, being aware of social issues and ethical standards; ensuring the well-being of the community and the environment.

Mission &Vision

• MIDOR is one of the most advanced refineries in Africa and the Mediterranean; based on technological complexity; reaching a standard of 12.1, according to Nelson Complexity Index.

• MIDOR refinery is designed to process a wide range of crude types with high operation flexibility to achieve ultimate economic processing using the most recent developed systems. The refinery designed capacity is 5 million tons/year; equivalent to 100,000 bbl/day.

• MIDOR refinery design is based on deep conversion (zero fuel oil production) of all heavy products such as low value gasoil into high quality light and middle distillate products equivalent to more than %87 of total production.

• MIDOR exports its refined products through its integrated export facilities at Dekheila port.

• MIDOR refinery depends on two sources of electrical power supply; its own integrated power station, and the national network of electricity. Furthermore, MIDOR has its own source of water supply.

MIDOR A Complete

Integrated Entity

MIDORThe Merit

in 2015 granted from “The European

Society for Quality Research”, based in

Switzerland in recognition of MIDOR

outstanding commitment, support

and efforts to endorse and improve

achievements in Quality management

in 2013 granted from the “Business

Initiative Directions Organization”

based in Spain, in the Diamond Category

for MIDOR commitment to Quality and

Excellence.

in 2008 granted from the “Business

Initiative Directions Organization”

based in Spain, in the Platinum Category

for MIDOR distinguished performance,

quality and high technology.

granted from the Ministry of Petroleum

for the outstanding performance for

three consecutive years 2006 ,2005

and 2007.

granted from the European Committee

for the best trademark for the year 1999.

•“The Bizz Business Excellence Award” in 2017 granted from

“World Confederation Business based

in Houston, Texas in recognition of

MIDOR outstanding performance in

management systems and products

supreme quality in accordance to the

organization standard.

•“The ESQR’s Quality Achievements Award”

• “World Quality Commitment Award”

• “International Arch of Europe Award”

•“Distinction Shield”

•“Fourteenth World Award”

Midor Strategic Management Model:

OBJECTIVES1 – Maximize Shareholders Value.

2 – Maintain Constant Operations.3 – Maximize Refinery margin.

4 – Safeguard Refinery Assets Integrity.5 – Seeking Growth Opportunities.

6 – Achieve Global HSEQ Standards.7 – Sustain Robust Management Systems.

Strategies1 – Enable Processing For Others.

2 – Improving Trading Process.3 – Tank Farm Optimization.

4 – Secure Financial Funding For Steady Operation.

5 – Cost Optimization.

Policies Midor Is Driven In Its Activity By 3 Core

Values: Integrity, Professionalism and Social Responsibility; to ensure timely supply of on spec

refined products, with Focus on safety and security of human capital and environmental awareness.

MIDORStrategy

Programs1 – Develop Efficient Cost Optimization Systems.

2 – Monitor Relations With Suppliers and Vendors.3 - Implement Quality Management System ISO 2015 :9001.

4 - Adopt best practice in HR assessment.5 – Training Assessment Needs.

6 – Update Organization Chart.7 – Study And Implement Zero Liquid Discharge Programs.

BudgetsAllocate financial resources needed to Implement plans,

programs & policies .

Procedures Prepare steps needed to perform the jobs.

PerformanceEvaluate performance according to results, timeframe and

corrective actions if needed.

خطى ميدور للحصول علىISO 9001 2015 خالل ٢٠١٧ / ٢٠١٨

اليــوم العالــم الجــودة فــي تعتبــر ممــا ناجــح مشــروع ألي األســاس يؤكــد مــن أهميــة الــدور الــذي تقــوم بــه الجــودة فــي أي صناعــة، ومــن ثــم تقــوم شــركة ميــدور بتطبيــق أحــدث المعاييــر اإلداريــة. تعمــل ميــدور علــى رة الجــودة بالشــركة تأســيس نظــام إدا ISOبهــدف الحصــول علــى شــهادةرة إدا نظــام ويتكــون ، 9001:2015ــة ــن مجموع ــدورMMS م ــركة مي شعلــى ترتكــز التــي اإلجــراءات مــن تحقيــق سياســة وأهــداف الجــودة وتتمثــل العمــالء احتياجــات لتلبيــة رد ــوا ــات والم ــات والعملي ــي السياس ف

ــداف. ــذه األه ــذ ه ــة لتنفي الالزم

أهداف توكيد الجودة ٢٠١٨/٢٠١٧ :ISO 9001:2015 ١. الحصول على شهادة

٢. المســاهمة فــي الحصــول على شــهادات ISO 45001 ISO 14001:2015

رات 3. تفعيل سياسة الجودة بجميع إداشركة ميدور

4. نشر ثقافة الجودة5. تفعيل دور منسقي الجودة

6. عقد دورة المراجعة الثانية في ٢٠١٨رة ٢٠١٨/٢٠١٧ ٧. عقد اجتماع مراجعة اإلدا

تتماشى أنشطة توكيد الجودة القائمة بشركة ميدور مع :

1. التشريعات المصرية2. لوائح شركة ميدور

3. معايير منظمة األيزورة االستراتيجية لشركة ميدور 4. نموذج اإلدا

رات تم إصدار اإلجراءات الخاصة باإلداالتالية :

رة العقود 1- إدارة تكنولوجيا المعلومات واالتصاالت 2- إدا

رة الشئون المالية 3- إدارة التفتيش الهندسي وتخطيط المواد 4- إدارة التطبيقات المتكاملة وقواعد 5- إدا

البياناترة الصيانة 6- إدا

رة المهمات 7- إدارة العمليات 8- إدا

رة تخطيط اإلنتاج 9- إدارة المشتريات 10- إدا

رة الشئون اإلدارية 11- إدارة التخطيط االستراتيجي 12- إدا

تم االنتهاء من تحديث اآلتي :

- سياسة الجودة- إجراء شكل وتكويد المستندات.

- الشئون التجاريةرة الداخلية - التجا

تم االنتهاء من :

- إعــداد دليــل الجــودة الخــاص بشــركة ــدور مي

- المشــاركة فــي تحديــث اهــداف ميــدور رات لتحقيــق رؤيــة الشــركة بمختلــف اإلدا

المدرجــة فــي رات اإلدا زيــادة توعيــة -خطــة المراجعــة بشــئون الجــودة ومراجعــة

اإلجراءات من خالل العروض التقديميةتكنولوجيــا رة إدا مــع المشــاركة -ــركة رة ش ــام إدا ــع نظ رف ــي ــات ف المعلومــة ــركة الداخلي ــبكة الش ــى ش ــدور عل ميخــالل مــن االســتخدام كيفيــة وشــرح

التقديميــة العــروض - االنتهاء من أول دورة مراجعة

لخطة المراجعة.ًطبقا

MIDOR Vision to Achieve ObjectivesIn 2017, MIDOR achieved some outstanding business

activities classifying it on top of Egyptian refining companies, achieving results that is an outcome of an integrated defined

strategy, representing a road map to fulfill the aspired targets. One

of the achieved targets was The Pre-Flash tower project which

started operation in January 2017. This strategy introduced

and developed fundamentals and untraditional methods to be

implemented according to planned timetables.

The features of this strategy focused on the operational economic

side to achieve the maximum utilization of the company's

resources, securing the high domestic market needs of petroleum

products, and exporting the surplus to provide foreign currency

and creating new jobs.

MIDOR continues exerting efforts to preserve a clean and safe

environment by applying the most recent standards of HSEQ

system in accordance with the environmental requirements,

conditions and regulations. In addition to its vital role in the

geographical committee in Alexandria.

High flexibility of the conversion units enables the refinery to

optimally refine and blend different types of crude oil according

to the design characteristics, in addition to the conversion of

low value petroleum cuts to high value products, to maximize

the middle distillates production in order to fulfill the increasing

domestic market needs of such important strategic products.

This great success was not attained by coincidence, but was

an outcome of an integrated teamwork spirit overlooking the

future with hope and confidence.

Operation

Periodic technical follow up of the process units to maintain the processing capacity and efficiency of the refinery units,

and to affirm the production of all petroleum products in accordance desired specifications.

- Rationalization of expenditures in foreign currencies and maximize dealing in Egyptian currency regarding the

purchase of spare parts, chemicals and etc. Negotiations were made for discounts and payment in Egyptian currency.

- Reviewing the technical condition of existing units with UOP representatives during their periodic visits.

- MIDOR conducted comprehensive planned turnarounds for some important and critical equipment to maintain high

efficiency and assets preservation.

Operation policy for

existing units

OperationIndicators

2017

• The operation of Pre Flash Tower

at the current Crude & Vacuum

Distillation unit in January 2017,

increasing the refinery operational

capacity to %15 of the designed

capacity.

• Processing a total amount of 36

million barrels (4,965,529 Mtons)

crude mixture with an increase of

about %8.2 compared to total amount

refined in 2016.

• Importing 27,226 MT of Heavy

naphtha and converting it to to

high-octane gasoline for exporting.

• Processing of 501,422 Mton of low

quality Gasoil through contracts

with two different companies at

an average of 17 cargoes received

within the year.

• The refinery total input is about

39.8 million barrels.

• Handling & storage of 78,462 MT

of condensates as per contract with

DANA GAS by receiving of 2,169

truck in 2017. Also, exporting of

55,590 MT of these condensates in 3

shipments through MIDOR facilities

at Dekheila port

• Refining for others an amount of

10,798,332 as per the contract with

EGPC.

•The optimization of the refinery’s

conversion units through purchasing

the convenient blend; the average

operational capacity for Crude &

Vacuum Distillation unit reached

%108 while Hydrocracker unit was

%96, the Delayed Coker unit was

%96, Isomerization unit was %99 and

CCR unit was %93.

•Maintaining hydrocarbon loss at

%1, which is within the international

limits.

• Percentage of local crude in blends

is %26.

•Sources of crude types are diversified

as new types were processed like CPC

and Ras Ghareb.

Percentage of refined crude

types is as follows

Basrah

Western Desert

Balayim

CPC

Arab Light

Extra Arabic Light

Qarrun

Raes Gareb, Gaisoum, Suez Bay Blend

• Production in 2017 is as follows

LPG

Gasoline High Octane

Jet Fuel

Diesel

Coke

Sulphur

Intermediate Products

165,478

1,139,050

1,017,425

1,966,499

429

86

18,447

Metric TonsProduct

SolomonStudy Results For MIDOR

Refinery “2016-2015”

MIDOR participated in the

Comparative Performance Analysis

study for petroleum refineries by

Solomon Associates for “2016-2015”;

the results were very promising in

all operational aspects and periodic

maintenance.

Main features of the study:

• Number of companies participated

in the study is around 350.

• Number of refineries participated

in the study is around 110, ranked

from low, intermediate to high

complexity.

• Evaluation of MIDOR refinery

based on complexity index and

current operating units.

• Evaluation of MIDOR refinery in

comparison total refineries in the

study, same complex refineries and

Middle Eastern refineries.

• The study showed the rise of

MIDOR complexity factor to 12.1 as

a result of operating the production

units with a refining capacity

conforming to the design after

the General Refinery Turnaround

carried out in 2015.

MIDOR ranked in the 1st Quartile in the following operational indicators

Process utilization.

Operational / Mechanical

Availability.

Turnaround Activities

Net cash Margin

Maintenance Index

Refinery configuration

Inventory Handling

٩٨

٩٧

٩٦

٩٥

٩٤

٩٣

٩٢

٢٠١٢ 2014 2016

1Q

4Q

Operational Availability (Without Slowdowns), %

130

120

110

100

90

80

70

4Q

1Q

201620142012

Energy Intensity Index (EII®)

MIDOR

60

50

40

30

20

101Q

4Q

20162014٢٠١٢

Maintenance Index, USD/EDC

MIDOR

MIDOR

7

6

5

4

3

2

1

01Q

4Q

20162014٢٠١٢

Net Cash Margin, USD/bbl

MIDOR

1Q

4Q

90

85

80

75

70

65

٢٠١٢ 2014 2016

Process Unit Utilization, %

MIDOR

MIDOR’s efforts for executing a

strategy that is based on achieving

a balance between renovation and

development to reach the ultimate

economic operation of the units and

maximizing the added value, has

led to the stand out of the strategic

importance of studying the available

alternatives for units' expansions.

Expansions Objectives•Increase refining capacity by 60,000

BPSD the original design capacity

(100,000 bbls/d) in addition to %15

increase after executing the expansion’s

first phase.

• Maximize the production of middle

distillates to meet the increase of

domestic consumption.

• Possibility to export extra products to

international market.

• Products qualities in accordance to

EURO 5 specifications.

MIDOR Refinery Future Expansion• The construction of 4 new units (Crude

& Vacuum Distillation Unit, Diesel

Hydrotreater, Solvent Deasphalting,

Hydrogen Unit).

• The expansions of 5 existing units

(Naphtha Hydrotreater unit, Naphtha

Splitter unit, Isomerization unit,

Hydrocracker unit, LPG treatment &

recovery unit, Sulphur Plant).

• The conversion of the current diesel

hydrotreater unit to a kerosene one to

process high acidic, low value crude.

• “Performing modifications to all utility

units, auxiliary units and refinery tanks

to cope with the units’ productivity after

expansions.

• The estimated EPC contract value is

around 1.7 billion US$.

Project Milestones achieved • Detailed feasibility study by UOP.

• Basic engineering designs by UOP.

• Signing the performance guarantee

agreement for the project between

MIDOR, UOP and Bechtel companies.

• Early Work Activities by Technip as the

main contractor of the project.

• ENVID/HAZID/HAZOP/SIL study of

the modified and new units.

• Quantitative Risk Assessment report for

the new units by DNV.GL as per Lenders

and SACE request.

• Open Book Estimate by Technip under

full review by MIDOR.

• ESIA study by Institute of Graduate

Studies and Research, Alexandria

university,

• Environmental permission for the

project from Egyptian Environmental

Affairs Agency.

• Permission for the new flare (180 m),

new units and revamped equipment

height by the concerned authority.

• Initializing “Form of Agreement &

General Conditions” for the EPC contract

between MIDOR and Technip.

• Signing Mandate Letter & Term sheet for

the project financing between MIDOR,

lending banks and Italian Export Credit

Agency (SACE).

MIDOR Refinery Future Expansion

MIDORProjects

• Technical and environmental due diligence by

lenders technical and environmental consultants.

• MIDOR started site preparation works for the

new process units (Excavation, earthmoving and

backfilling).

• Business Plan & Financial Model till the execution and

operation of the project and presenting it to the lending

banks and SACE as a funding condition.

Other ProjectsMIDOR adapts an environmental conservation policy; partial reuse

of industrial wastewater discharge.

-Utilize portion of wastewater discharge in Coke spray & suppression

system.

Irrigation of non-edible plants at the refinery.

Connecting boilers blow down with the main cooling network at the refinery.

The Asset Integrity Management

System (AIMS) is an aspect of the

Asset Management (AM) program of

MIDOR Refinery. The program has

two distinct elements according to

ISO 55000:2014:

1 – Financial aspect:The financial aspect of the asset

management program deals with

the management of asset portfolio’s

worth over the expected time the

asset remains in the organization

- Pre-Acquisition

- Acquisition

- Exploitation

- Disposal

2 – Asset Integrity Management System:The (AIMS) is the operational

component which allows the financial

component to be successfully achieved

through the system elements.

1. Leadership

2. Design Integrity

3. Technical Integrity

4. Operational Integrity

5. Management of Change

6. Process, Procedures and

Practice

7. Contracts and Procurement

8. Competency, Training and

Knowledge Management

9. Communication and Interfaces

10.Review and Audit (Performance

Measurement/KPIs)

11. Risk Management

All of these system elements work to ensure all assets including personnel,

reaching their full potential in terms of performance at the lowest possible

cost, while preserving or maximizing asset portfolio value.

Achievement:1. Re-tendering of Criticality Study and S—RCM for MIDOR refinery is in progress

2. RAM study for MIDOR expansion in progress

3. RBI study for MIDOR expansion in progress

4. QRA for MIDOR expansion in progress

5. RCA in progress as part of continuous improvement program

6. Calculating Overall Equipment Effectiveness (OEE) for Main Units

7. Calculating Maintenance Overdue for Critical Equipment

8. Calculating Availability Status of High Critical Equipment

9. Calculating Annual Maintenance Plan (AMP) Effectiveness & WO Completion

10. Calculating (CM/PM) Ratio for Total & High Critical Equipment per (hr.)

11. Calculating Worst Actors RAM calculations

12. Four personal acquired ISO 55001 lead auditor certificate

Providing required supportive elements for an efficient and accurate maintenance process.

1- Materials:A committee is formed to study materials issues and identify the criteria to set (MIN), (ROL) and (MAX) limits and

a sub formed committee for fixed Assets & Taskforce team from MIDOR & EPROM to perform the committee’s

recommendations resulted as following:

• Fulfill A.I.M.S. Requirements through Data Base integrations as we Redesign Material Data Base to Fulfill Asset

Integrity Management System elements through Oracle ERP system

• Use material categorization as an effective tool of grouping

• Transfer categorized material codes to the concerned department

• Technical Data verification according to Shell Int’l Standard, and its development in accordance to MIDOR Standard

Specifications

• Identify the special tools items at the warehouse

• Identify the items with expiry date

• Update the manufacturers› data

• Update all items purchase type (Local, Foreign) and the Sole Source items

• Departments Budget Estimation Facilitation Process

• Duplication identification and finding required materials or its alternatives easily

• Inactive all non-transactional items with zero stock

• By enriching material’s technical data

Since 2015 slow move items with 6.5 M USD were consumed

Since 2014 reduction of slow move items value from 25 M to 16 M USD

• Modifying asset-repairing procedures

• Set an integrated material search report to fit end user needs

• Set an online coding form to cover Oracle ERP system data requirements

• Identifying the Material Bill during 2018/2017

• Unify storage areas for materials of the same type into the new Warehouse

• Waiting for 2018 updated Asset Criticality Study to set the planned Materials Order Points

The categorization concept & verified technical data along

with the new customized Material Requisition Preparation

Form (MRPF) developed by the new MIDOR MRP system

improve the procurement activities for the welfare of MIDOR

as below chart

2017/2013 Procurement Lead Time Analysis

• One of the Main KPI in maintenance that MIDOR is continuously monitoring is the Percentage

of Preventive Work orders to corrective Work orders:

The improvement of the ratio is due to the continuous revision of the Preventive maintenance.