Our Values

Executive Spotlight: U Sithu Moe Myint, Country Manager & Executive Director It is good to have an opportunity to share some of my perspectives which I hope will help you better understand and relate to one of the common challenges that many of us face today.

Energy is an essential part of our lives and remains an essential part of our nation’s transportation sector. Energy resources such as fuel are needed for us to travel from one place to another, for transporting food from our growers or distributors to consumers, for transporting goods and services, and also for the purpose of powering our homes, buildings, and facilities.

Given its widespread uses and importance, the energy resources underpinning the transportation sector of any nation are considered a crucial part of a nation’s energy security. The availability of an adequate supply of fuel to meet demand, as well as the affordability and price, are all important factors that have a material impact on not just a country’s economy but also has a direct impact on each and every individual’s livelihoods.

This is the very reason why nations cannot rely solely on energy resources from foreign countries, making it essential to have a diverse mix of fuel, including from all available and sustainable domestic sources, for stable and consistent supplies as well as affordable prices. Over-reliance on imported fuels is a serious threat to any nation’s energy security on the basis of reductions in control as well as on the basis of increased costs.

At present, our country of Myanmar remains a net importer of fuel. What this means is that Myanmar does not produce enough domestic energy resources in terms of supply to meet the fuel demand required from our entire transportation sector. Myanmar thus has to rely on the import of fuel from other nations to bridge the gap. Over 90% of the entire Myanmar fuel market consists of fuel that is imported.

Imported fuel comes with higher costs than fuel that is sourced from domestic energy resources. Imported fuel incurs additional costs associated with shipping or transport, handling fees, insurance, and customs duties. Let’s take a closer look at just one of these cost factors: shipping and transportation.

At the start of the COVID-19 pandemic, expectations were that seaborne trade, including containerized trade, would experience a strong downturn. However, although this was true at the very onset of the pandemic, the cost of shipping over the past year has nearly tripled. The increase is a result of dramatic shifts in consumption as consumers have redirected money, previously spent elsewhere (for example, at restaurants, malls, or at the cinema), towards a record amount of imported goods purchased online. This dramatic shift in consumer behavior also appears likely to be sustained even in the post-pandemic future. In the near term, with the pandemic being far from over particularly in the ASEAN region (for example, Thailand, Singapore, and Malaysia have locked down major cities and areas once again) the cost of shipping is projected to continue to set new records going forward.

You may have noticed that prices of gasoline as well as food in Myanmar have risen and is understood to continue to escalate going forward. This is partly due to the increasing costs of imported fuel which in turn makes transportation of goods more expensive. It is worth recognizing that the general public and more specifically, the consumer (like you or me) ultimately pays for and absorbs this higher cost of fuel.

What is further not helping to address the escalation of fuel prices is the fact that many onshore oil-producing assets in Myanmar have suspended production since February this year, including our Mann Field project. At this point, I also believe it is worth clarifying a misconception that has materialized regarding assets such as Mann Field. Oil produced from the Mann Field is entirely absorbed by MOGE, refined to become fuel, and is then entirely sold back in the domestic market at a far more affordable price than fuel that is imported from overseas. As a result, there are no direct revenues that MOGE is able to receive from the Mann Field project, whereby the key benefit is to simply provide a domestic source of much more affordable fuel to consumers within our nation. This is very different from the current offshore producing assets such as the Yadana Field where a majority of the gas produced is purchased by a third party (Thailand in the case of Yadana) which actually generates revenues for the project and MOGE.

The overall impact of this domestic production shutdown is felt most by ordinary people and citizens of the nation in terms of increased fuel costs since the domestic supply of fuel for the transportation sector accounts for a portion of overall consumption and supplementing this with supply from overseas sources is more costly. Although it makes up a smaller proportion of overall consumption, crude oil from onshore fields produced and refined domestically benefits the general public largely because of its price and quality, which is suitable for common machinery used by the majority of our people. To date, our country has enjoyed almost US$350 million in savings as a result of our company’s efforts towards enhancing incremental production in Mann Field. I am proud that ultimately, these savings are enjoyed by the consumer and end-users within our country.

In closing, I take this opportunity to revisit the core principle of MPRL E&P’s mission - to improve livelihoods by being at the forefront of providing energy to drive progress in the nation. I hope you have enjoyed my perspectives, and in the meantime, hope you all continue to stay positive and test negative.

The Unstoppable Journey: The Power of Determination Fueling Employee Success

Daw Phyu Lai Thwe’s journey at MPRL E&P is a testament to her unwavering dedication and determination. Starting out as a female security, she has now risen through the ranks to become a Junior Engineer in the Field Operations Department. As she enters her fourth year with the company, Daw Phyu Lai Thwe opens about her professional trajectory, highlighting the challenges and triumphs she has encountered as a woman in a predominantly male workforce. Her story serves as a powerful inspiration to women everywhere, showcasing the heights that can be reached through perseverance, focus, and talent.

Can you tell us a little bit about yourself?

I am Phyu Lai Thwe, and family holds a special place in my life. I live with my mother, who has been my constant source of support and inspiration. I was born and raised in Yangon. With a strong passion for petroleum engineering, I dedicated six years of my life to studying this subject at Thanlyin Technological University, from 2012 to 2018. In 2017, I earned the degree of Bachelor of Technology in Petroleum Engineering (B.Tech), followed by the Bachelor of Petroleum Engineering (B.E) in 2019.

Shortly after graduating, I embarked on an exciting chapter in my career. In August 2019, I joined MPRL E&P Group of Companies, where I have been fortunate to contribute my skills and expertise. It’s worth mentioning that I initially started my professional journey in Myint & Associates Co., Ltd. (M&AS) before transitioning to MPRL E&P. Over the past three years, I have accumulated valuable experience within the company, continually expanding my knowledge and capabilities.

What was your first job? And what led you to become part of MPRL E&P?

My professional journey started as a tutor for middle school children while I was pursuing my university education. However, it was my position as a female security at M&AS that I consider my first substantial job experience.

In March 2022, I had the privilege of joining MPRL E&P, and I was delighted to be transferred from M&AS to MPRL E&P. The opportunity to work at MPRL E&P has always been a personal aspiration of mine. I believe that this company offers many opportunities and invaluable experiences that align perfectly with my academic background.

Moreover, the oil and gas sector are constantly evolving, and I am eager to contribute to its growth. MPRL E&P provides an ideal platform for me to build a successful professional career, expand my expertise, and enhance my capabilities. I am excited about working in such a dynamic industry and being part of a company that shares my passion and dedication.

You are now working as a junior petroleum engineer in Mann Field at the Measurement Unit, Field Operations Team. Can you tell us more about your career switch from security to engineer?

I am enjoying my role as a junior engineer, having successfully transitioned from a security personnel. While I anticipated the challenges that came with this career switch, I have always maintained strong belief in my abilities and a commitment to excel in everything I do. Becoming an engineer in the oil and gas industry has long been my dream, and I am determined to make it a reality.

Initially, I faced many difficulties due to my limited hands-on experience in the technical field and being distanced from academia after graduation. Having spent approximately two and a half years as a security personnel, my responsibilities vastly differed from those of a petroleum engineer. Nonetheless, I embraced these challenges as opportunities for growth and diligently worked to bridge the gaps in my knowledge and skills.

Through perseverance and focus, I have been able to overcome these initial hurdles. Each day, I strive to strengthen my technical expertise and contribute effectively to the team. I am grateful for the support and guidance I have received from my colleagues and mentors, who have played a significant role in my professional development.

My journey from security to junior engineer has reinforced my belief in the power of determination and the ability to pursue one’s dreams.

Can you share your biggest achievement and challenges as a security personnel at MPRL E&P?

Throughout my experience as a female security, I encountered some challenges, particularly in terms of interpersonal communication and emotional management. However, I consider my greatest achievement in this role to be the development of my ability to effectively control my feelings, emotions, and stress levels. This accomplishment has played an important role in my personal growth, resulting in stronger emotional and mental strength. And I have to say that my soft skills have improved that I no longer require additional soft skill training. This experience has led me to become more confident in general and significantly contributed to my professional growth.

Are there any challenges as a female petroleum engineer working in the field?

One of my primary challenges has been bridging the gap between technical terminology and practical applications. However, working alongside my male colleagues in the field has never been an issue for me. Instead, I view them as an extended family—a supportive network that encourages and motivates one another to strive for excellence.

As an engineer, one of the most rewarding aspects is the opportunity to gain both technical expertise and practical experience while working directly at the operation site. This combination not only contributes to my professional growth but also serves as a source of inspiration, pushes me to improve my skills each day.

What are your long-term professional goals?

My ultimate career objective is to establish myself as a distinguished professional in a specific area of the oil and gas field. I want to become a recognized subject matter expert, capable of making big contributions to the industry. To achieve this, I am committed to staying focus and motivated while continuously honing my skills and expanding my knowledge.

What do you think are the most important qualities of a successful petroleum engineer working in the field camp?

A successful petroleum engineer working in the field camp possesses a range of qualities that contribute to their effectiveness. I would say, technical knowledge, problem-solving skills, safety awareness, attention to detail, teamwork, critical thinking, and leadership abilities are very vital for this role.

How would you motivate other female engineers?

Acknowledging that there will be challenges is important, but with determination, these obstacles can be overcome, leading to significant contributions within your team and work. It is important to actively seek guidance and support from colleagues and mentors without hesitation or reservation. Don’t shy away from asking for help when needed.

As a woman in a male-dominated industry, it is important to recognize that you may encounter unique challenges and obstacles. However, never give up on your dreams. Stay motivated by focusing on the positive impact you can make. Remember, you have worked hard to reach your current position, and every success that comes your way is well-deserved. As a female petroleum engineer, you have the power to break down barriers and gender stereotypes.

Lastly, believe in yourself, set meaningful goals, and discover your true passion in life. Trust in your abilities and let your passion drive you towards success.

Employee Recognition Efforts: Valuing Dedication and Expertise MPRL E&P believes its employees are its greatest asset and rewarding long service personnel is one of the strategies it has adopted for employee recognition. Appreciation is a fundamental human need. At workplace, when employees are appreciated and recognized for their good work, their productivity and satisfaction level rises as they feel their work is valued and motivated to maintain or improve their good work.

Employee recognition is all about acknowledging the hard work and accomplishments of the individuals and teams within the organization. It is simply about creating an emotional connection between employees and the company, bringing about the best in them and supporting the work they do and staying authentic to the company’s values at heart.

MPRL E&P implements the following employee recognition awards programs:

Service Years Awards - which are provided to all permanent staff who have had certain years of service in the company and are rewarded with plaques and cash awards by Chief Executive Officer on the occasion of company-wide town hall meetings or Monthly Management Meetings.

Exceptional Performance Awards - which are provided to outstanding employees who get grade A and B in their performance evaluation process at the end of a fiscal year with a written recognition certificate.

Outstanding Performers Awards - which are presented to those employees who are dedicatedly contributing their endless efforts to achieve not only their respective departmental goals but also corporate goals as well as those who possess strong technical skills or ability to execute beyond the scope of current job roles, or demonstrate robust leadership skills and team working skills. Upon nominations by the Heads of Departments, in connection with the company’s Performance Management Process and Formal Mentorship Program, the following performance awards are offered

1. Outstanding Performer of the Mid-year
2. Outstanding Performer of the Year-end

The goals of the present employee recognition programs are to better motivate employees, to increase employee engagement and productivity, to lower turnover, to create a better work environment, to retain top performers and recognize accomplishments of the employees.

Since August 2015, a total of 32 employees have been rewarded with service year awards in order for the company to take an opportunity to recognize and congratulate them for their longevity or tenure with the company, to appreciate their loyalty, commitment and dedication, to honour experienced employees for their expertise and continuing contributions.

On the most practical level, it is suggested nurturing appreciation and recognition practices among team members on a daily basis. Simply saying “Well done”, “Thank you for your help” or “Congratulations” in a face to face conversation or written messages or a pat on the back are non-financial rewards everyone can give to everyone else. Or be creative as much as you can in applauding your team and constructing the bond!

Myanmar Businesses Adapt to the Country’s New Era of Transparency

The power of transparency – MPRL E&P ranks top 10 three years in a row.

Businesses operating in Myanmar should be able to explain how they conduct their business in a socially responsible and environmentally sustainable manner.

The Pwint Thit Sa Report is the first tailor-made business transparency project for Myanmar, conducted yearly since 2014 by a Yangon-based donor-funded initiative known as Myanmar Centre for Responsible Business (MCRB), which aims to serve as a platform between government, businesses and civil society, for the establishment of knowledge, competence and dialog regarding promotion of responsible business in the country based on national context and international standards. As a result, the Pwint Thit Sa Report basically identifies 100 of the largest Myanmar companies and assesses them using 35 questions based on the information they disclose on their websites. The assessment criteria mainly consists of anti-corruption, organizational transparency, human rights and HSE, drawing on the methodology adopted by Transparency International.

The Report, released for the first time in July 2014, confirmed that only 35 Myanmar companies out of 100 surveyed had a website while only 11 out of those websites disclosed information about anti-corruption policies and 32 released information on organizational transparency. All the companies did least well in the area of reporting on human rights and HSE, which is a critical area for the country. Although the report had publicly acknowledged the level of transparency Myanmar businesses were having at the start, it also highlighted the challenges and issues in terms of policy, legal and social, to be addressed by Myanmar businesses in order to be more responsible in the coming years.

There is a clear business case for transparency that Myanmar businesses should recognize: brand reputation and competitive advantage, employee engagement, staff recruitment and retention as well as accurate media coverage through easily available information about the company activities. For example, a Myanmar company which is well-operated and regularly have its financial statements audited, is very likely to tap foreign investment in terms of capital and technology to grow and expand its business activities. On the other hand, lack of transparency implicates weak rule of law and lack of good governance, which is a major threat to social and economic development. As a result, what companies communicate and how they communicate will certainly dictate where Myanmar businesses stand in the indices and the role they play in driving national development as well as private sector led.

Myanmar businesses play a key role towards modernizing every facet of the economy and forcing its industries to rethink their fundamental values they bring to society as a whole. They have to convince themselves or be convinced that their focus should be optimizing the benefits for all stakeholders and sustainability.