Creation of SNEP, with an annual PVC production capacity of 28,000 tonnes.
OUR HISTORY
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Almost 50 years of history...
For nearly fifty years, SNEP (National Electrolysis and Petrochemical Company) has been present in several core industry businesses.
Since its privatization in 1993, SNEP has modernized its production tool. The company is part of a sustainable development approach articulated around economic profitability, social cohesion and the continuous improvement of its performance.
SNEP is today a key player in Moroccan industry.
TIMELINE
1973
Creation of SNEP
Creation of SNEP, with an annual PVC production capacity of 28,000 tonnes.
1993
Acquisition by YNNA Holding
SNEP Privatization: Acquisition by the YNNA Holding group.
1998
PVC production capacity at 50 KT
Increase of the annual PVC production capacity to 50,000T.
Signature of the Responsible Care charter.
2003
Introduction of membrane technology
Mercury electrolysis process stopped and replaced by membrane technology.
2007
Initial Public Offering
Introduction of SNEP on the stock market, by disposal of 37.08% of its capital.
2008
PVC production capacity at 70 KT
Increase of the annual PVC production capacity to 70000T.
Implementation of the integrated management system (Quality, Environment & Safety)
2009
ISO & OHSAS certifications
Obtaining ISO 9001, ISO 14001 and OHSAS 18001 certifications.
2010
Launch of the investment program
Launch of the investment program to increase the annual production capacity of PVC to 120,000T and caustic soda to 100,000T, for a total amount of 650 MDHS.
An amount of 220MDHS has been paid for the costs of licenses, engineering and part of the equipment.
2012
Anti-dumping petition
Introduction of a request for the implementation of anti-dumping measures on imports of PVC from the United States (and the European Union and Mexico three years later).
2017
Investment Program
Allocation of an amount of 130 MDHS to reach at first, a PVC production capacity of 90,000 T whose maturity is scheduled for H1 2020.
The remainder of the investment program of an amount of 300 MDHS, is scheduled to run from 2020 and will be spread over 30 months (S2 2022).
2022
PVC Compound Project
Launch of the Compound PVC project and Obtaining CSR Label
1973
Creation of SNEP
1993
Acquisition by YNNA Holding
SNEP Privatization: Acquisition by the YNNA Holding group.
1998
PVC production capacity at 50 KT
Increase in annual PVC production capacity to 50,000T. Signature of the Responsible Care Charter.
2003
Introduction of membrane technology
Mercury electrolysis process stopped and replaced by membrane technology.
2007
Initial Public Offering
Introduction of SNEP on the stock market, by disposal of 37.08% of its capital.
2008
PVC production capacity at 70 KT
Increase in annual PVC production capacity to 70,000 T. Implementation of the Integrated Management System (Quality, Environment & Safety).
2009
ISO & OHSAS certifications
Obtaining ISO 9001, ISO 14001 and OHSAS 18001 certifications.
2010
Launch of the investment program
Launch of the investment program to increase the annual production capacity of PVC to 120,000T and soda to 115,000T, for a total amount of 650 MDHS. An amount of 220MDHS was paid for license fees, engineering and part of the equipment.
2012
Anti-dumping petition
Introduction of a request for the implementation of anti-dumping measures on imports of PVC from the United States (and the European Union and Mexico three years later).
2017
Investment Program
Allocation of an amount of 130 MDHS to initially reach a PVC production capacity of 90,000 T, the deadline for which is scheduled for H1 2020. The balance of the investment program in the amount of 300 MDHS is planned to be executed from 2020 and will be spread over 30 months (H2 2022).
2022
PVC Compound Project
Launch of the Compound PVC project and Obtaining CSR Label
Through its range of diversified strategic products, SNEP operates in various sectors, including mining, construction, sanitation, drinking water supply, automotive, irrigation, food processing, textiles, etc.
Since its privatization in 1993, SNEP has made the modernization of its production tool a key element in supporting the dynamics of national growth.
While maintaining a very solid financial structure, the company is part of a sustainable development approach articulated around economic profitability, social cohesion and the continuous improvement of its performance.
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