rompetrol

The end of 2012 was a watershed moment for The Rompetrol Group in solving the dispute related to the conversion of Rompetrol Rafinare bonds into shares held by the Romanian state. On the one hand, through legal action, the company was trying to end the litigation by reaching a mutually beneficial agreement with the Romanian state, and on the other it had to provide rational explanations for the public opinion as to the importance of this investment for ordinary Romanians. This was a challenge for any oil company, an industry which everywhere has to fight very hard to earn the public’s goodwill.

The Agency developed a communication campaign that explained to ordinary Romanians what actual, tangible benefits they derive from the presence and investments of the company in Romania, thus boosting a true political will which was to support an agreement between the company and the Romanian state.

The campaign strategy was to develop a “social index” of Rompetrol’s investments in Romania, structured around the following key messages: 

  1. How Rompetrol’s investments influence for the better the everyday life of Romanians
  2. How many Romanian families earn a living thanks to the operations of the company
  3. The strategic importance of Rompetrol’s investments for preserving a certain degree of energy independence of the country
  4. The benefits for the Romanian state as a shareholder in a company of strategic importance
  5. The image of stability and of a business environment open to foreign investment that the amicable settlement of the dispute between the company and the state would give other investors

 

The agency developed four video infographics explaining in simple terms four broad issues related to the activity of Rompetrol in Romania: the investments of Rompetrol in Romania in the past six years; Rompetrol’s exports, placing the company at the top of Romania’s exporters; Rompetrol’s contributions to the state budget and how how these support the livelihood of state employees, and the activity of Petromidia Navodari refinery, a strategic asset both for Rompetrol and the Romanian state.

The idea of explaining a dry subject with the help of graphics and a “social index” has made it possible for the public to understand economic issues, such as, for example, that Rompetrol’s contributions to the state budget had paid the equivalent of four years’ salaries of all teachers in Romania. Rompetrol’s investments were more easily understood because they were expressed in “social currency”: in the last six years, KazMunayGas had invested in Romania, through Rompetrol, an amount equivalent to the cost of building 48,000 kindergartens, 200 new hospitals, or 250 kilometers of highways.

To lend weight to the declarations and intentions expressed by Rompetrol, the agency arranged for Mr. Daniyar Berlibayev, prime vice-president of KazMunayGas (KMG), to sit in an interview with the Financial Times in Astana (Kazakhstan). The official explained in a main story published in the printed edition of the Financial Times (Europe edition) the future plans of the group and the importance of Romania for its regional expansion. The interview was then reported by all major economic publications in Romania.