OCP Corporate

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Investing the future

The need for agricultural products set to double.
With the expected global population growth – more than 53% between 2000 and 2050 – world agricultural production will need to increase to 7.5 Billion tons in 2015. In turn, fertilizer production becomes even more critical. As a world leader in this sector, our company supplies 30% of all global imports of phosphate and phosphate-derived products today – the OCP Group plans to increase its capacity as it continues to contribute to the dynamic competitive environment.

 industry phosphates

 

Investing for the future, major projects

 

industrial strategy

A long-term investment program to respond to world demand

OCP Group has ushered in a new industrial process era with a long-term investment program designed to expand phosphate and fertilizer production capacity, realize cost efficiencies, invest in R&D, and increase the Group’s international scale.

OCP Production System

Implementing the OCP strategy required an in-depth industrial transformation of not only the production tools and technologies, but also practices and industrial processes. By aggregating methods and practices developed in-house - the result of our extensive experience - with international best practices, OCP has implemented a global OCP Production System that serves OCP’s world-class ambition and excellent executional standards.

 

  • Boost Capacities
  • Cost Leadership
  • Flexibility
  • OCP Production System

Our current phosphate rock capacity is 30 million tons per year, and we are among the five largest fertilizer companies worldwide.
We have an international footprint serving over 150 customers around the globe, and our portfolio of diversified physical assets includes four mining centers, nine chemical manufacturing facilities in Morocco and abroad, and access to four Moroccan ports on the Atlantic Ocean - Casablanca, Jorf Lasfar, Safi and Laayoune - from which we serve customers on five continents.

In 2008, we introduced a new, more efficient corporate structure which, combined with a multi-billion dollar capital investment campaign, puts us on track to increase annual phosphate rock production to 55 million tons over the next several years to address rising worldwide food requirements.

The Group believes it has the lowest phosphate rock cash costs in the industry because of its high-quality phosphate rock reserves; its easily accessible, open-pit sites and its relatively low transportation costs and its labor costs. We are expanding on this solid platform with numerous new initiatives. We’re opening new mines, implementing more efficient production methods and maximizing economies of scale.
Also, we’re building new slurry pipelines that will help us meet additional capacity, increase reliability and reduce emissions. We’re optimizing supply-chain efficiencies, and striving to make raw materials sourcing more dependable by securing long-term contracts for low-cost raw materials and diversifying our suppliers.

Depending on demand, we are able to swiftly modify our mining and granulation processes to produce varying amounts of rock, acid and fertilizer. New technologies and processes have significantly increased our flexibility, guaranteeing that we will remain a secure long-term source of phosphate and derivatives that fully address our customers’ needs.
Moving forward, we will continue to monitor fluctuating demand for phosphate products closely and adjust our production volumes accordingly. In addition, we will continue to expand our production capacity, helping maintain a sufficient amount of phosphate products to sustain global food supplies, by completing our current capital investment plan, and innovating and modernizing as needed in the future.

 

 

 

Since creating the OCP Production System (OPS) in June 2012, the Group’s industrial division has undergone a significant transformation. More than just a project, OPS is a program which develops managerial practices, embeds a culture of industrial accomplishment and promotes a human innovative enterprise.
OPS’ system priorities are  perfectly aligned with the business strategy of the Group:

  • To bring the OCP production system to a world-class level of performance;
  • To be a global reference system for continuous process industries, like Toyota is for the automotive manufacturing industries.

OPS relies on 3 fundamental principles:

  • Team-work: putting people at the heart of the company;
  • The voice of the customer (internal or external) must be heard at the factory level, by all ;
  • Close attention to detail across the entire value creation chain.

OPS draws its inspiration from the finest tools and global practices, adapted to fit to the different business activities of OCP Group. Its implementation is in compliance with the key principles of the operational transformation of OCP:
Dedicated to the corporate vision and strategy;
Co-construction: involving the management in the construction of the system and its evolution ;
Innovative implementation of technology.