Development of a development strategy for OAO Gazprom. OAO "Gazprom" development strategies. mobilization of domestic financial resources and reduction of external borrowings

PJSC Gazprom Development Strategy

As part of the tasks set by the Energy Strategy of Russia for the gas industry, Gazprom sees its mission in the most efficient and balanced gas supply to consumers in the Russian Federation, fulfilling long-term contracts and intergovernmental agreements on gas exports with a high degree of reliability.

Development Strategy Principles

1. Improving the efficiency of core activities;

2. Diversification and expansion of activities (new markets, transport routes, products), including through high-performance projects that ensure the creation of high value-added products;

3. Compliance with the interests of all shareholders of OAO Gazprom;

4. Improving corporate governance, increasing the transparency of financial and economic activities.

Distribution of natural gas reserves of the Gazprom Group in Russia

The strategic objective of Gazprom in relation to the resource base is to maintain parity between the increase in reserves and production and ensure an expanded replacement of reserves in the future.

One of the main documents defining OAO Gazprom's strategy for replenishing SMEs is the Program for the Development of the Mineral Resource Base of the Gas Industry until 2035. Its goal is to ensure the stable operation of the company and the expanded reproduction of hydrocarbons. The program provides for an increase in explored reserves in 2011-2035 due to exploration in the amount of 20 billion tons of fuel equivalent. T.

The Yamal Peninsula, as well as the waters of the northern seas of Russia, have been selected as strategic regions for long-term gas production.

To maintain gas production at the required level, Gazprom needs to develop new fields in regions such as the Yamal Peninsula and on the Arctic shelf.

Industrial development of the Yamal fields will make it possible to increase gas production on the peninsula by 2030 to 310-360 billion cubic meters. m per year.

Several dozens of gas and oil and gas condensate fields have been discovered in Yamal and in adjacent water areas. The explored reserves of the largest fields in the region - Bovanenkovskoye, Kharasaveyskoye, Severo-Tambeyskoye, Kruzenshternskoye and Malyginskoye, licenses for the development of which are owned by the companies of the Gazprom Group, amount to more than 8 trillion cubic meters. m of gas. The first step towards the practical implementation of the Yamal megaproject was the development of the largest field in terms of gas reserves on the peninsula - Bovanenkovo, which began production in 2012. These areas are characterized by extremely difficult climatic and mining-geological conditions. The cost of gas production in them is much higher than in other regions.

Eastern Siberia and the Far East will become other major gas production areas until 2020. Gas production will be developed on the basis of the development of offshore fields on Sakhalin Island, fields in the Republic of Sakha (Yakutia), as well as in the Irkutsk Region.

In April 2011, the Board of Directors of Gazprom approved a new version of the Program for the Development of Hydrocarbon Resources on the Shelf of the Russian Federation until 2030. Its implementation will allow the company to annually produce more than 200 billion cubic meters on the Russian shelf by 2030. m of gas (excluding Sakhalin-2 gas) and about 10 million tons of oil.

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National Research University

Institute for Energy Efficiency Problems

Department of Economics

"Strategic development of OAO Gazprom"

Abstract on academic discipline:

"Fundamentals of the economy of the fuel and energy complex"

Performed:

Student of group FP-10-11

Birilova Anna Valerievna

Checked:

Sukhareva Evgeniya Viktorovna

Moscow, 2012

Content

Introduction
I. Company strategy
III. Gazprom and Europe
IV. Gazprom Neft
Conclusion
Bibliography

Introduction

The largest in Russia, as well as one of the largest in the world, the company for the processing and marketing of hydrocarbons is the company "Gazprom". The company is an open joint stock company, which means that the authorized capital is divided into a certain number of shares, certifying the obligations of the company's participants (shareholders) in relation to the company. Gazprom shares remain one of the most attractive instruments on the Russian securities market.

JSC "Gazprom" - is engaged in exploration and production of natural gas, gas condensate, oil, their transportation, processing, and sale in Russia and abroad. It is the legal successor of the property rights and obligations of the State Gas Concern "Gazprom", established in 1989 as a result of the transformation of the Ministry of Gas Industry of the USSR.

Gazprom has the richest natural gas reserves in the world. Its share in world reserves is 16.9%, in Russian - 60%. Gazprom owns the main gas pipelines united into the Unified Gas Supply System (UGSS) of Russia. The total headcount of the Gazprom Group is about 400,000 people.

As noted on the company's website, Gazprom's mission is "an efficient and balanced gas supply to Russian consumers and the fulfillment of long-term contracts and intergovernmental agreements on gas exports with a high degree of reliability."

"And the strategic goal is to become a world-class global energy company."

I. Company strategy

Gazprom's strategic goal is leadership among global energy companies.

What is the strategic goal of OAO "Gazprom"?

Gazprom's strategic goal is to become a leader among global energy companies through the development of new markets, diversification of activities, and ensuring the reliability of supplies.

At the same time, JSC Gazprom sees its mission in reliable, efficient and balanced supply of consumers with natural gas, other types of energy resources and products of their processing.

On what principles is Gazprom's strategy based?

Gazprom's strategy is based on the following principles of the company's activities:

Improving the efficiency of core activities;

· diversification of activities through high-performance projects that ensure the creation of high value-added products;

· increase in capitalization and credit ratings;

· observance of interests of all shareholders of OAO "Gazprom";

· improvement of corporate governance;

· increasing the transparency of financial and economic activities;

personal responsibility of managers for making managerial decisions;

· minimization of specific negative technogenic impact on the natural environment.

Why is the diversification of activities among Gazprom's strategic priorities?

Under the diversification of the company's activity is understood the expansion of the directions of its production activity and the composition of end products, the aspiration to new markets and the development of logistics schemes. All these are necessary attributes for realizing the strategic competitive advantages of global companies. As Aleksey Miller, Chairman of the Gazprom Management Committee, noted: “Gazprom’s strategy is vertical integration in natural gas and diversification in related products and “high value added”. The modern structure of the global hydrocarbon business is dominated by universal oil and gas companies. lead to a reduction in unit costs and a significant increase in profits.

II. Strategic projects "Gazprom"

OAO Gazprom accomplishes its strategic tasks by implementing the following promising projects:

1. Development of the resources of the Yamal Peninsula

The Yamal Peninsula is a strategic region for the company's gas production. This is one of the most promising oil and gas bearing regions of Western Siberia. The development of the Yamal resources is the largest energy project in the recent history of Russia, which has no analogues in terms of complexity.

2. Eastern gas program

The gas resources available in Eastern Siberia and the Far East are sufficient to meet the prospective needs of the Russian East, as well as to organize gas supplies for export. The initial total gas resources onshore in the East of Russia amount to 52.4 trillion cubic meters. m, on the shelf - 14.9 trillion cubic meters. m.

3. The largest deposits of Eastern Siberia and the Far East.

Basic principles for the development of the gas supply system in the East of Russia:

· prioritizing meeting the demand for gas of Russian consumers and maintaining a sustainable gas supply in Russia by expanding the Unified Gas Supply System (UGSS) to the east;

· formation of a natural gas market based on prices that take into account competition between different types of fuel without direct administrative regulation of pricing by the state;

· implementation of export policy on the basis of one gas exporter.

4. Development of the resources of the Russian Arctic shelf

strategic goal diversification project

The Russian Arctic shelf is considered by OAO "Gazprom" as one of the most promising regions for the discovery of new and development of discovered hydrocarbon deposits.

The initial total hydrocarbon resources of the Russian continental shelf are about 100 billion tons of standard fuel, of which about 80% is gas. The main hydrocarbon resources are concentrated in the bowels of the Arctic seas - the Barents, Pechora, Kara. At the same time, gas and condensate prevail in the depths of the Barents and Kara Seas, and oil dominates in the Pechora Sea.

5. Development of the gas transmission system in Russia

The system of main gas pipelines "Bovanenkovo - Ukhta" is the first element of a multi-line gas transmission system for the removal of gas from the fields of the Yamal Peninsula, and is designed to transport gas from the Bovanenkovo field to the UGSS. The length of the system will be about 1240 km.

The Ukhta-Torzhok gas pipeline will become part of the gas transmission system for the transportation of Yamal gas in the direction of the Gryazovets gas transportation hub in the North-West region of Russia.

The Gryazovets-Vyborg gas pipeline supplies additional volumes of gas to the North-West region of Russia, as well as to the Nord Stream gas pipeline.

The Pochinki-Gryazovets gas pipeline at the first stage ensures the supply of additional volumes of gas to the North-West region, including for the Nord Stream gas pipeline. At the next stage, with the arrival of gas from the Yamal fields, the gas pipeline will start operating in reverse mode, the gas flow will be redirected to the Central Region.

The gas pipeline "Northern districts of the Tyumen region - Torzhok" will increase the capacity for gas supplies to consumers in the North-West region of Russia, as well as ensure export supplies through the gas pipeline "Yamal - Europe".

The Sakhalin-Khabarovsk-Vladivostok gas transportation system is one of the priority projects of the Eastern Gas Program.

The implementation of the project will ensure the development of gas supply to the Khabarovsk Territory and the Sakhalin Region, the organization of gas supply to the Primorsky Territory and will create conditions for gas export to consumers in the Asia-Pacific region.

The gas pipeline "Dzhubga - Lazarevskoye - Sochi" is included in the Program approved by the Government of the Russian Federation for the construction of Olympic facilities and the development of Sochi as a mountain climatic resort. The gas pipeline route runs along the bottom of the Black Sea along the coastal strip to the Kudepsta gas distribution station near the city of Sochi.

The Southern Corridor gas pipeline system will make it possible to send additional volumes of gas to the regions of central and southern Russia, as well as ensure uninterrupted gas supply to the South Stream gas pipeline. At present, the development of project documentation for the first stage has been completed.

The Altai gas pipeline (planned) will ensure the transportation of gas to the western section of the Russian-Chinese border for the supply of Russian gas to China via the western route (if commercial agreements are reached).

6. Liquefied natural gas

Global gas consumption is growing at an average of 2.5% per year, with most of this increase coming from liquefied natural gas (LNG).

LNG has become an integral part of the global gas trade, becoming one of the key factors in the formation of the global market.

The volume of international LNG trade in 2011 approached 328 billion cubic meters. m, more than doubling since the early 1990s.

Liquefied gas deliveries have the advantage of being able to reach markets regardless of their geographic location.

7. Development and use of hydrocarbon resources in Central Asia

Uzbekistan.

In 2002, OAO Gazprom and NHC Uzbekneftegaz signed an Agreement on strategic cooperation, according to which, for the period 2003-2012, OAO Gazprom will participate in projects in the field of natural gas production in Uzbekistan on the terms of the PSA, from the middle 2004 OAO "Gazprom" on the terms of the PSA participates in the restoration of gas production at the field "Shakhpakhty". The total amount of gas produced during the period from August 2004 to May 2012 is about 2 billion cubic meters. m.

Kazakhstan.

In June 2002, OAO Gazprom and JSC National Company KazMunayGas created on a parity basis and registered in the Republic of Kazakhstan a joint venture KazRosGaz LLP for the purchase and marketing of natural gas, its processing at the gas processing plant of Russia and other activities.

The Russian part of this field is located in the unallocated subsoil fund. To determine the subsoil user from the Russian side, it is necessary to hold an auction for a license for the right to use subsoil. After the official completion of the implementation of domestic procedures necessary for the entry into force of the said Agreement, the parties will begin to implement it.

Turkmenistan.

Russian-Turkmen relations in the gas sector are built on the basis of a long-term bilateral agreement on cooperation in this sector, which was signed in 2003 and is valid for 25 years.

Tajikistan.

Cooperation between the Government of the Republic of Tajikistan and JSC "Gazprom" is regulated by a long-term (until 2028) Agreement on strategic cooperation in the gas industry dated May 15, 2003.

8. Project for the expansion of the gas transmission system "Central Asia - Center" (CAC)

The CAC gas pipeline system is today the main transport route for gas exports from Turkmenistan, Uzbekistan and Kazakhstan.

During its operation - more than 30 years - the CAC system has significantly depleted its resource and needs serious reconstruction. In order to provide transport capacities for the transit of Turkmen, Uzbek and Kazakh gas, the participants in the Uzbekistan-Kazakhstan-Russia transport chain carried out work aimed at ensuring the reliability of transportation and expanding the GTS of the CAC and concluding medium-term contracts for transit through the territories of Uzbekistan and Kazakhstan.

9. Development of hydrocarbon deposits abroad

In recent years, Gazprom has been carrying out exploration work in the shelf zones of Vietnam. On September 11, 2000, Gazprom and Petrovietnam entered into an Agreement on Geological Exploration (GE) on block No. 112 of the Vietnamese continental shelf. The contract is being implemented by the joint operating company Vietgazprom. Thus, within the boundaries of block No. 112, the Bao Vang gas condensate field was discovered in 2007, and the Bao Den field was discovered in 2009. Currently, in accordance with the terms of the Oil and Gas Contract, exploration of these fields is being carried out on the territory of block No. 112 in order to assess the reserves and their commercial value.

On May 23, 2008, OAO Gazprom and Petrovietnam entered into an Agreement on further cooperation, which provides for exploration at blocks No. 129, 130, 131 and 132 of the Vietnamese shelf, as well as expanding cooperation in the development of gas and oil fields in Russia and third countries.

In addition, in April 2012, Gazprom signed an agreement with Petrovietnam to enter the project for the development of blocks 05. 2 and 05. 3, located on the Vietnamese shelf in the South China Sea.

In October 2005 OAO Gazprom, within the framework of the Rafael Urdaneta tender, became the owner of two licenses for the exploration and development of natural gas deposits at the Urumaco I and Urumaco II blocks in the Gulf of Venezuela.

In October 2011, Gazprom and the state-owned Petroleos de Venezuela S.A. (PdVSA) signed a Memorandum of Understanding to set up a joint venture and develop the Robalo natural gas field in the Gulf of Venezuela.

In addition, JSC Gazprom Neft participates in the National Oil Consortium LLC (NOC), established to implement projects in Latin America.

In December 2008, Gazprom was declared the winner of a tender for the exploration and development of hydrocarbons at the onshore El Assel site located in the Berkin oil and gas basin in Algeria.

In September 2008 Gazprom (through its subsidiary Gazprom Latin America BV), Total and YPFB signed a Memorandum of Understanding to jointly develop the Azero block in Bolivia.

In December 2009, JSC Gazprom Neft, as an operator of an international consortium (share - 30%), won a tender for the development of the Badra field in Iraq, the reserves of which can reach 3 billion barrels. oil, and in January 2010 became the operator of the project.

In 2009, the terms for exploration were agreed under the Production Sharing Agreement on the shelf of Equatorial Guinea, and in June 2010 a PSA was signed for two offshore exploration blocks.

Also in 2010, Gazprom Neft entered into an agreement with the Malaysian company Petronas to enter into a project for the exploration and subsequent development of four blocks located on the Cuban shelf.

In addition, "Gazprom" continues to study the subsoil in the countries of Central Asia.

Since December 2010, drilling of the Shahrinav-1p exploration well has been underway on the Sarikamysh area in the Republic of Tajikistan.

In addition, Gazprom is studying the possibility of participating in oil and gas projects in Egypt, Iran, Pakistan, Bangladesh and Libya.

III. Gazprom and Europe

Nord Stream and South Stream gas pipelines

The Nord Stream and South Stream gas transmission projects will open fundamentally new routes for Russian gas supplies to Europe in order to increase European energy security.

The Nord Stream gas pipeline route, 1,224 km long, passes through the Baltic Sea from Portovaya Bay (Vyborg region) to the German coast (Greifswald region). The new pipeline will ensure the supply of Russian gas to European consumers in the amount of up to 55 billion cubic meters. m per year.

The Nord Stream project is included by the European Union in the list of priority projects of the trans-European gas network. Its implementation allows Gazprom to diversify export flows and directly connect Russia's gas transmission networks with the pan-European gas network. A distinctive feature of the Nord Stream gas pipeline is the absence of transit states on its way, which reduces country risks and the cost of transporting Russian gas and at the same time increases the reliability of its export supplies. The gas pipeline will also contribute to the expansion of gas supply to the Northwestern Federal District of Russia.

The current shareholders of Nord Stream AG, the operator of the gas pipeline construction, are OAO Gazprom (51%), Wintershall Holding (a subsidiary of BASF SE) and E. ON Ruhrgas (15.5% each), NV Nederlandse Gasunie and GDF SUEZ (by 9%).

The project of the transnational gas pipeline "South Stream" involves the supply of Russian blue fuel through the Black Sea to the countries of Southern and Central Europe.

The gas pipeline will run along the bottom of the Black Sea from the Russian compressor station "Russkaya" to the coast of Bulgaria and further through the territories of European states. The total length of the Black Sea part of the gas pipeline will be 900 km, the maximum laying depth will be 2,250 m.

The design capacity of the offshore section of the gas pipeline is 63 billion cubic meters. m.

Three route options for the onshore part of the South Stream project abroad are being explored:

to Austria (Baumgarten) through Bulgaria, Serbia and Hungary,

to the north of Italy (via Bulgaria, Serbia, Hungary and Slovenia),

southwestern - to Greece and Italy.

Branches to Croatia and Macedonia can be made from the main route of the European onshore section of South Stream. Of these, the last one is from the territory of Bulgaria. In addition, Montenegro and the Republika Srpska are potential participants in the project. A decision was made to develop feasibility studies for the construction of gas pipelines to these countries.

In 2008-2010, intergovernmental agreements on the implementation of the project were concluded with Bulgaria, Hungary, Greece, Serbia, Slovenia, Croatia and Austria.

JSC "Gazprom" signed bilateral agreements on cooperation in the implementation of the project with the authorized national companies of these countries and established joint design companies to carry out design work, subsequent construction and operation of the gas pipeline in the territory of the corresponding country - a participant in the project.

It is planned that the final investment decision on South Stream will be made in November 2012.

IV. Gazprom Neft

Gazprom Neft and its subsidiaries are a vertically integrated oil company (VIOC), whose main activities are the exploration, development, production and sale of oil and gas, as well as the production and marketing of petroleum products.

Gazprom Neft operates in the largest oil and gas regions of Russia: the Khanty-Mansiysk and Yamalo-Nenets Autonomous Okrugs, the Tomsk, Omsk, and Orenburg regions. The main processing facilities of the company are located in the Omsk, Moscow and Yaroslavl regions, as well as in Serbia. In addition, the company implements mining projects outside of Russia - in Iraq, Venezuela and other countries.

Gazprom Neft's proven hydrocarbon reserves according to the SPE (PRMS) classification exceed 1.1 billion tons of oil equivalent, which puts it on a par with the twenty largest oil companies in the world.

The Gazprom Neft Group includes about 80 oil producing, refining and marketing enterprises in Russia, near and far abroad countries, united according to the principle of vertical integration. The company processes more than 80% of the produced oil, demonstrating the optimal ratio of production and processing.

Gazprom Neft's products are sold both in Russia and abroad through an extensive network of its own marketing enterprises. As of the end of 2011, the company's network of operating filling stations (owned, leased and franchised) includes 1,670 filling stations in Russia, the CIS countries and Europe.

According to the results of 2011, Gazprom Neft is among the top five Russian oil companies in terms of oil production.

Conclusion

Gazprom is the largest monopoly company in Russia. Gazprom produces 9.7 million barrels daily. Profit "gas giant" - more than 40 billion dollars a year.

According to the Russian classification of reserves, Gazprom has:

1. natural gas reserves of "Gazprom" 35 trillion cubic meters. m

2. Condensate 1.4 billion tons

3. oil 1.8 billion tons

4. Current inventory value of $299.2 billion

Gazprom also has the richest natural gas reserves in the world. Its share in the world's proven gas reserves is 18%, in Russian - 72%.

In this way, the company wants to achieve leadership among the largest (global) energy companies through the development of new markets, diversification of activities and ensuring the security of supply.

In addition to fuel extraction and processing, Gazprom is a socially responsible company. From year to year, the company increases its participation in projects aimed at strengthening the social support of the population, creating new jobs, providing assistance to the low-income and needy, military personnel, veterans and invalids of the Great Patriotic War, implementing social support programs for the peoples of the Far North, investing in construction objects of industrial and social infrastructure in the regions of the Russian Federation. Particular attention is still paid to support for disabled children, orphans and children from orphanages. Every year, the company allocates funds for the construction of residential buildings, kindergartens, clinics, etc.

The company strictly complies with its tax obligations. Besides, "Gazprom" consistently carries out gasification of settlements of Russia.

In conclusion, I would like to cite recently published information.

"The American magazine Forbes published the top 25, which included the largest oil and gas companies in the world. The Russian gas monopoly Gazprom was in second place in the rating. The largest domestic oil company, Rosneft, ranked 15th, Lukoil - 18th. The rating was based on the daily volume of oil and gas production. "

Bibliography

1. http://www.gazpromquestions.ru/ - "Gazprom" in questions and answers

2. http://ru. wikipedia.org

3. http://www.gazprom.ru/ - official website of the company

4. "Economic regulation of the oil and gas industry in post-Soviet Russia" E. Dyachkova, 2011

5. "Legal regulation of subsoil use relations in the Russian Federation and foreign countries. Theory and practice." Vasilevskaya D.V., 2007

6. http://file. liga.net/company/2253-gazprom.html

7. http://www.gazprom-neft.ru/company/ - "Gazprom Neft"

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Recommendations for improving the competitive strategy of PJSC Gazprom

Any large corporate structure is constantly changing in accordance with the logic of the development of the company. Gazprom is no exception. Options for improving the management structure:

Decrease in management costs: The increase in management costs in the current year has led to a decrease in profit per manager.

Concentration of certain core activities in dedicated subsidiaries with a 100% part of the role of JSC "Gazprom", which contributes to an increase in the efficiency of investment activities, but also allows you to connect the best professionals and reduce the administrative apparatus.

Development of the main principles for constructing brand names of subsidiaries, in accordance with which the name of a subsidiary must have the name of the leading organization - Gazprom. Transformations are needed to ensure the Company's structural transparency and visual identification of JSC Gazprom in Russia and abroad.

Transition of more than 60 subsidiaries and organizations of JSC "Gazprom" to a single corporate identity, which is focused on improving the internal corporate structure of the company.

Delegation to subsidiaries of all the necessary rights of operational independence and financial responsibility, which is a fundamental condition for flexibility and efficiency of management.

These transformations will make it possible to increase the efficiency of Gazprom's work as a vertically integrated company and significantly increase its competitiveness.

When choosing a market coverage strategy for JSC Gazprom, the following reasons should be taken into account:

company resources (if they are limited, a more reasonable strategy is a concentrated marketing strategy);

level of homogeneity of products (for uniform products there is a strategy of undifferentiated marketing);

product life cycle step (when entering the market with a new product, it is appropriate to use undifferentiated or concentrated marketing strategies);

stage of market homogeneity (it is appropriate to give customers with similar tastes an undifferentiated marketing strategy);

Figure 6 - Identification of new markets by JSC Gazprom using the grid of product and market development

The formation of a sales promotion strategy for goods is based on the following types of work:

a) calculation of the total budget for incentives according to one of the methods: calculation "from cash", calculation "as a percentage of the amount of sales", competitive parity, calculation "based on goals and objectives";

b) the formation of an incentive complex, i.e. determination of the cost structure for advertising, personal selling, propaganda, direct promotion.

Determining the goals of communication and marketing of goods;

Determining the means and organization of the dissemination of advertising information;

Development of JSC Gazprom's growth strategy includes:

Identification of the types of industries that the company would like to acquire in the future;

Determination of areas for the direction of their efforts with various options for growth at three levels.

Table 1 gives an idea of the specific growth opportunities for JSC Gazprom in each of the three directions. eleven.

Table 11 - Main areas of growth opportunities for JSC Gazprom

Directions of growth opportunities by its levels
intensive	integration	diversifying
1. Deeper introduction with old goods to the old market.	1. Regressive integration by tightening policy with suppliers.	1. Concentric diversification by replenishing the market with similar products.
2. Expanding the boundaries of the market with an old product.	2. Progressive integration by tightening the policy of distribution of goods.	2. Horizontal diversification by replenishing its range with new products.
3. Product improvement for old markets.	3. Horizontal integration through tougher policies with competitors.	3. Conglomerate diversification through the development of completely new products.

AO in a competitive fight to play one of the 4 ro

1) the leader (about 40% share) is self-confident. In his positions, he resorts to various

- "defense position" of creating price and other barriers;

Defense" through key zones and fortified

- "preemptive defense" ahead of competitors using special signals, attack, for example, information about upcoming prices;

- "counteroffensive", after the offensive pauses, and hits a weak competitor, showing his superiority;

Defense" - the leader expands the impact due to the production, deep needs

- "compressive defense" - the leader from the weakened segments with one amplification of the most

2) the applicant for leadership in the market about uses the following attacks:

- "frontal in many directions to goods and prices, and sales), this attack of significant resources;

Attack all or a large area

- "bypass" - the transition to the production of new goods, the development of new markets;

Gorillas" - small attacks not quite by methods;

3) follower or (share 20%) - this is to follow the leader, saving money;

4) entrenched in a niche (10%) - they start with a role, like great newcomers.

Strategic should be developed from the point of view of the whole corporation, not the individual. It must be based on extensive and factual data about the market, competition, and other firms. The firm's strategic plan is certainty, which allows it to attract types of workers and at the same time not workers of others. Finally, the strategic plan must be flexible so that they can be modified and reoriented.

Table 12 - Choice of optimal development strategies for JSC Gazprom

Strategy
Increase in market share	Increasing staff productivity	Reduction of enterprise costs
The strategy of increasing the sales market due to the range and low prices
Competitiveness Strategy
Growth strategy through quality of service
Cost reduction strategy
Spirit Growth Strategy
Market growth strategy
Enterprise manageability strategy
Labor Efficiency Improvement Strategy
A strategy to better understand customer needs
Strategy for increasing the rhythm of work

The current pace of change and increase in knowledge is so great that strategic planning seems to be the only way to formally predict future problems and opportunities. Formal planning helps reduce risk in decision making.

The firm must plan to enter new markets. AO Gazprom, like any other company, should strive to win as much market share as possible in terms of competitiveness. Therefore, management needs to pay due attention to marketing research and advertising campaigns, which facilitates the search for the necessary markets for it and reduces the uncertainty in future results when purchasing new types of products.

To ensure the promotion of products to new markets, an active advertising campaign is needed, for example, the participation of JSC Gazprom in various exhibitions will help entrepreneurs get acquainted with the activities of the company. In the area of advertising, AO Gazprom is currently focusing on print, Internet and outdoor advertising.

The results of marketing research have shown that great attention is paid to fame when choosing a place of purchase. Therefore, to increase the demand for goods, it is necessary to organize advertising.

The simplest and most unpretentious version of outdoor advertising for JSC Gazprom is a box with external illumination by halogen spotlights on remote brackets.

The implementation of differentiation is based on the fact that the products being sold are at the stage and JSC Gazprom has a market share and it is planned to carry out measures aimed at the quality of the products being sold and also satisfaction during the analysis of consumers of products.

Thus, the competitive strategy - the strategy of differentiation - with the external environment; balanced; taking into account the existing potential of JSC Gazprom and

In the context of overcoming fuel and energy at the level of mega-proportions, market transformation in the reproductive sector of Russia is becoming relevant. There is a competitive environment here: with the largest company - JSC "Gazprom" in the gas industry, independent changes occur in the management of natural resources at the macro and micro levels. natural gas is of significant importance in the budget of the Russian and the gas complex in predetermines the reproduction of the balance. Modeling the strategy of Russian enterprises on the basis of balanced indicators in the liberalization of foreign economic activity will allow the implementation of foreign trade policy with an innovative concept of Russia's development.

the Group's competitors in the European market gas and LNG suppliers from the Netherlands, the UK, Qatar, Nigeria and

Traditional European gas exporters in 2016 Data for the period of the first quarters of 2016 reduced supplies. Thus, from Libya, according to preliminary estimates, they decreased by 7.8 billion m3 by 75.8%), from Algeria - by 5.2 m3 (a decrease by 9.1%). In Libya, the export infrastructure was in hostilities from March to October. Then, deliveries via GreenStream to Italy were resumed, but not in full. Own production in European countries fell and, according to preliminary estimates, amounted to about 288 m3, which is 23 billion m3 (7.4%) The level of 2015 of own production in Europe is explained both by the reduction of reserves and competition in the market. in conditions of higher prices on trading floors, it is more profitable for gas producers to import gas than to extract it for their obligations.

At the stage of economic development, the priority for the theoretical and methodological understanding of the energy market is not the study of relations between economic entities in the production, distribution, and consumption of goods, but its approximation, i.e. political and economic ambitions of the world gas industry The absence of a systemic-holistic strategic development of the Russian complex lack of demand for the real economy of the methodological justification of foreign economic as a vector of formalization of management technologies.

The problem of providing world natural energy has a direct impact on the pricing policy of markets and the policy of exporters of this According to the International Agency (IEA), the energy market, Russian producers, one of the leaders in terms of production in the next 25 years, will grow: the demand for energy carriers in the base development of the world increase by 60%, or per year. According to the new scenario, by 2030 the demand for energy will be 10% less than in the base case by 2030. In addition, competition is predicted for global energy resources, which hinders exports due to extensive factors by Russian producers

Rising prices for natural as well as scientific and technical in recent decades, the growing interest in unconventional gas resources. In North America, the share of gas production from unconventional sources is expected to continue to grow in the long term. This may lead to a decrease in LNG imports to the US and the redirection of released LNG volumes by suppliers to the markets of Europe and the Northeast, and, as a result, to strengthening in these markets. for the extraction of gas from sources sold in countries, in particular, may lead to the need for these in imported gas.

OAO Gazprom's strategic goal is to establish the Company as a leader among global energy companies through the development of new markets, diversification of activities, and ensuring the reliability of supplies.

The Company's activities are based on the following principles:

Improving the efficiency of core activities;

Diversification of activities through high-performance projects that ensure the creation of high value-added products;

Increase in capitalization and corporate rating;

Compliance with the interests of all shareholders of the Company;

Improvement of corporate governance;

Increasing the "transparency" of financial and economic activities;

Personal responsibility of managers for making managerial decisions;

Minimization of negative technogenic impact on the natural environment.

In connection with the fall in demand for gas in the domestic and foreign gas markets, caused by a slowdown in industrial production as a result of the global financial and economic crisis, Gazprom plans to ensure gas production in 2010 in the amount of about 515 billion cubic meters. The tasks of ensuring the required levels of gas production in the medium term will be addressed through the operation of existing fields, as well as bringing the Kharvutinskaya area of the Yamburgskoye field to design capacity, increasing production from the Cenomanian deposits of the Zapolyarnoye field, the Achimov deposits of the Urengoyskoye field. The Company plans to bring into development the Valanginian deposits of the Zapolyarnoye and Pestsovoye fields, the Nydinskaya and Zapadno-Pestsovaya areas located near the existing infrastructure, which predetermines the economic efficiency of their exploitation. In 2012, it is planned to bring the Bovanenkovskoye field into development on the Yamal Peninsula.

The priority direction of the Company's activity will also be the development of gas resources in Eastern Siberia, the Far East, the waters of the Ob and Taz bays, the Shtokman field, the potential of which allows the formation of a number of large gas production centers.

The Company's entry into new regions will contribute to solving the problems of maintaining a stable gas supply in Russia and diversifying the directions of export gas supplies.

Due to the global financial and economic crisis, the development of the Group's oil business has not changed, but the medium-term objectives have been amended.

OAO Gazprom Neft is a subsidiary of OAO Gazprom, whose activities are aimed at reliable supply of domestic and foreign consumers with oil and oil products, the introduction of high-performance production and processing technologies that make it possible to increase the efficiency of operations and strengthen competitive positions, both in Russia and abroad. world markets.

The development strategy of JSC Gazprom Neft until 2020 defines the main principles, goals, directions and expected results of the activities of JSC Gazprom Neft, including subsidiaries and affiliates.

The company intends to increase oil production to 100 mmtoe. (tons of oil equivalent) per year by 2020. Achievement of these indicators is planned due to the phased commissioning of the explored oil fields of JSC Gazprom Neft and the fields of JSC Slavneft and JSC Tomskneft, in which JSC Gazprom Neft controls 50 % of share capital, as well as oil assets of OAO Gazprom. The target level will be achieved both at the expense of existing assets and projects with equity participation of JSC Gazprom Neft. It is also expected to expand the portfolio of assets through the acquisition of areas of the undistributed fund, the purchase of assets in the Russian market. The share of foreign projects should be 10% of the total production for the Gazprom Neft group of companies.

An important task of increasing the efficiency of Gazprom Group companies is the rational use of gas resources, including increasing the level of associated petroleum gas utilization up to 95%.

By 2020, Gazprom Neft's oil refining volume will be up to 70 million tons per year. This volume will be achieved by increasing own oil refining capacities in Russia up to 40 million tons and increasing capacities abroad of the Russian Federation up to 25-30 million tons.

JSC Gazprom Neft's priorities are the implementation of programs to improve the quality of motor fuels, the depth of oil refining and operational improvements at all of the Company's refineries in the Russian Federation. The task of increasing the profitability of existing refineries will be addressed as part of the changes in the regulatory framework considered by the Russian government, and taking into account expected changes in the market situation

In the field of marketing of petroleum products, the company's strategic goals by 2020 are to sell 40 million tons of petroleum products through marginal sales channels in Russia and abroad, create a strong retail brand, increase the average filling station turnover by 20% and double the share of related products and services in revenue. By 2020, JSC Gazprom Neft plans to enter the top three VIOCs of the Russian Federation and the CIS in terms of retail sales.

The intensification of geological exploration work carried out by the Company's own resources will be aimed at further developing the mineral resource base in the main gas producing regions and its formation in order to create a unified gas production, transportation and gas supply system in Eastern Siberia and the Far East. Geological exploration will be concentrated in the Nadym-Pur-Taz region (including the waters of the Ob and Taz Bays), on the Yamal Peninsula, the waters of the Barents, Pechora and Kara Seas, in the Arkhangelsk Region, in the Krasnoyarsk Territory, the Irkutsk Region, on the shelf of Sakhalin Island, and in other areas with the subsequent receipt of licenses for the development of discoverable deposits.

One of the priority areas of the Company's activity is the reconstruction and technical re-equipment of gas production facilities and gas transmission system facilities. OAO Gazprom has developed and is implementing detailed comprehensive programs for the reconstruction and technical re-equipment of gas production facilities for the period up to 2010 and the reconstruction and technical re-equipment of gas transportation facilities, booster compressor stations (BCS) and compressor stations of underground gas storage facilities (CS UGS) for the period 2007–2010 The programs provide for the replacement of physically and morally obsolete gas production and gas transmission equipment with modern models, the introduction of automated control systems and the optimization of the operation of both individual facilities and the system as a whole. The Comprehensive Program for the Reconstruction and Technical Upgrade of Gas Production Facilities for 2011–2015 and the Comprehensive Program for the Reconstruction and Technical Upgrade of Gas Transportation Facilities and Underground Gas Storage Facilities for 2011–2015 are currently being developed.

OAO Gazprom is gradually implementing a number of projects for the construction of main gas pipelines: completion of the CS on the gas pipeline Northern regions of the Tyumen region - Torzhok, expansion of the Zapolyarnoye-Urengoy gas pipeline, as well as the construction of new gas pipelines Bovanenkovo-Ukhta, Pochinki-Gryazovets, Gryazovets-Vyborg and others.

OAO Gazprom is carrying out work on the implementation of the project for the construction of the Nord Stream gas pipeline. Nord Stream is a fundamentally new natural gas export route to Western Europe and one of the Company's priority long-term projects, which will improve reliability, reduce the cost of gas transportation and increase the volume of Russian natural gas exports. The gas pipeline will run directly from Russia (Vyborg region) to Germany through the Baltic Sea, bypassing third countries. The project involves the construction of two lines of the gas pipeline. The design capacity of Nord Stream will be about 55 billion cubic meters of gas per year. The length of the route is more than 1,200 km.

In November 2005, a joint venture Nord Stream AG (originally called North European Gas Pipeline Company) was established in Switzerland to carry out work at all stages of the project: from design and construction to operation of the gas pipeline.

The shares in Nord Sream AG are distributed as follows: OAO Gazprom - 51%, Wintershall Holding and E. ON Ruhrgas - 20% each, N. V. Nederlandse Gasunie - 9%.

In June 2010, the parties signed an agreement on the accession of Gaz de France Suez to the Nord Stream project. This agreement is the Fifth Addendum to the Nord Stream AG Final Shareholder Agreement and regulates the conditions for Gaz de France Suez to enter the Nord Stream operator as the fifth shareholder.

As a result of the transaction, Gaz de France Suez will receive a 9% stake in the project, while the shares of E. ON Ruhrgas AG and BASF will decrease by 4.5% each.

In April 2010 Nord Stream AG started construction of the first string of the Nord Stream gas pipeline.

As part of the strategy of diversifying Russian natural gas supplies, OAO Gazprom, along with the implementation of the Nord Stream project, is developing the South Stream gas pipeline.

The South Stream project involves the construction of a gas transmission system from Russia through the Black Sea to the coast of Bulgaria and further through the territories of the countries of Southern and Central Europe. The capacity of the designed system can be up to 63 billion cubic meters. m of gas per year. The total length of the Black Sea part of the gas pipeline will be about 900 km, the maximum depth will be more than 2,000 m.

In June 2007, on the basis of the Strategic Alliance Agreement, Gazprom and ENI signed a Memorandum of Understanding to study the possibility and evaluate the effectiveness of the South Stream project. To implement the project in January 2008, the parties established a special purpose vehicle, South Stream AG, on a parity basis.

In order to implement the onshore part of the Project abroad, intergovernmental agreements were signed with a number of countries in Southern and Central Europe, through whose territories the gas pipeline route is possible, including with the Republic of Bulgaria (January 18, 2008), the Republic of Serbia (January 25, 2008) , Republic of Hungary (28 February 2008), Republic of Greece (29 April 2008), Republic of Slovenia (14 November 2009), Republic of Croatia (2 March 2010), Republic of Austria (24 April 2010).

The provisions of the above intergovernmental agreements provide for the creation of joint project companies to carry out feasibility studies for the implementation of the project and, if the technical feasibility and commercial feasibility of the project is confirmed, further design, construction and operation of the South Stream gas pipeline in the territories of the participating countries.

On February 25, 2008, OAO Gazprom and the Serbian company GP Serbiyagaz signed an agreement on cooperation to implement a project to build a gas pipeline for natural gas transit through Serbia. On March 10, 2009, OAO Gazprom and the Hungarian Development Bank (MFB) signed a Basic Cooperation Agreement within the framework of the South Stream project. On May 15, 2009, OAO Gazprom entered into bilateral agreements on cooperation within the framework of the South Stream project with Bulgarian Energy Holding EAD, SE Serbiagaz and the Greek company DESFA. In addition, the “Second Addendum to the Memorandum of Understanding on further steps to implement the South Stream project” was signed jointly with Eni. On April 24, 2010 OAO Gazprom and the Austrian company OMV signed the Basic Cooperation Agreement on the South Stream project in the Republic of Austria.

On November 17, 2009, in Bern (Switzerland), the procedure for signing and submitting to the registration authorities the constituent documents of the joint project company South Stream Serbia AG, created by OAO Gazprom and SE Serbiagaz for the implementation of the South Stream project on the territory of the Republic of Serbia, took place. South Stream Serbia AG will be responsible for preparing a feasibility study for the Serbian section of the South Stream project, as well as, in case of a positive investment decision, designing, financing, building and operating a gas pipeline in Serbia. The share of JSC "Gazprom" in the SEC will be 51%, SE "Serbiyagaz" - 49%.

On January 29, 2010 in Budapest (Hungary) the procedure of signing the constituent documents of the South Stream Hungary Zrt. In the scope of South Stream Hungary Zrt. will include organizing the development of a feasibility study for the Hungarian section of the South Stream project, as well as financing, construction and operation of the gas pipeline in Hungary.

On June 7, 2010, the charter of the joint project company South Stream Greece S.A., established on a parity basis by OAO Gazprom and DESFA S.A., was signed in Moscow to implement the Greek section of the South Stream project. The scope of the company's activities will include the design, financing, construction and operation of the gas pipeline in Greece.

On June 19, 2010, Gazprom, ENI and French energy company EDF signed a tripartite Memorandum providing for EDF to become a shareholder of South Stream AG by the end of 2010 by reducing ENI's stake in the joint project company. At the same time, the share of EDF will be at least 10%. The document also regulates the process of implementing the construction project for the offshore section of the South Stream gas pipeline at the current stage.

OAO Gazprom is currently studying possible options for the gas pipeline route. The choice of the final version of the implementation of this project will be carried out based on the criteria of its technical feasibility and economic feasibility, as well as on the basis of minimizing associated risks.

JSC "Gazprom" is also working on possible schemes and routes for the supply of liquefied and compressed natural gas. On March 26, 2008, the Board of Directors approved OAO Gazprom's Strategy for the production and supply of liquefied natural gas.

Since 2005 OAO Gazprom has been making swap (exchange) deliveries to the US market of liquefied natural gas. In the coming years, deliveries are planned to continue on the basis of short-term and medium-term contracts with American companies.

In order to diversify export routes, ensure security of supplies and strengthen the company's leading position in the international gas market, at the meeting of the Gazprom Management Committee on April 1, 2009, the Company's specialized divisions were instructed to continue work on the implementation of the Strategy of OAO Gazprom in the field of production and supply of liquefied natural gas".

The long-term plans of the Company provide for the development of underground gas storage in Russia. The main development goals are:

Formation of potential commercial gas reserves that ensure the regulation of seasonal irregularities;

Maintaining during the implementation of the UGS development program the degree of reliability by types of reserves and daily productivity of about 25% in relation to the forecast level of gas withdrawal from underground gas storages to improve the reliability of the Unified Gas Supply System;

Further increase in daily gas extraction capacity through the reconstruction and expansion of existing and construction of new UGS facilities.

OAO Gazprom is currently building two new underground gas storage facilities in rock salt deposits (Kaliningradskoye and Volgogradskoye), and several more UGS facilities are at the exploration and development stage.

A feasibility study for investments in the creation of a plant for the liquefaction, storage and regasification of natural gas in the region of St. Petersburg was developed for the volume of regasified gas - 170 million cubic meters with a peak capacity of 9.6 million cubic meters / day, which is currently undergoing examination .

To ensure stable gas supplies within the framework of obligations under contracts, OAO Gazprom uses UGS facilities located in the territory of European countries: Austria (Haidach), Great Britain (Humbley Grove), Germany (Reden and UGS facilities of VNG), Latvia (Inchukalns), France (UGS facilities of the company Vitol). In 2009, 2.0 billion cubic meters were pumped into UGS facilities in foreign countries. m, the total gas extraction amounted to more than 2.1 billion cubic meters. m (excluding UGS Inchukalns).

As part of the strategy to ensure the reliability of natural gas supplies, OAO Gazprom is working to expand access to underground gas storage in European countries, through which the main volumes of Russian exports pass. In addition to using existing gas storage capacities, OAO Gazprom has entered into a number of agreements aimed at expanding the Company's gas storage capabilities in Europe:

Haidash. In 2005, together with WINGAS, RAG, Centrex and Gazprom Germania GmbH, a joint venture (without formation of a legal entity) was organized for the construction and operation of the Haidach UGS facility located in northwestern Austria. In May 2007, the construction of the first stage of UGSF was completed, providing storage capacity of 1.2 billion cubic meters. m of active gas and a daily output of 12 million cubic meters. The commissioning of the second phase of UGS facilities is scheduled for April 1, 2011, while the storage capacity will increase to 2.64 billion cubic meters of active gas with a daily capacity of 26.4 million cubic meters. m. The share of the Gazprom Group in this project, as an investor, is 33.3%. After the construction of the second stage of the UGS facility is completed, the parties will consider the possibility of further expansion of the gas storage facility.

Saltfleetby. As part of a joint venture between WINGAS and ZMB Gasspeicherholding GmbH (a subsidiary of Gazprom Germania GmbH), the Company is evaluating the possibility of constructing an underground gas storage facility based on the UK's largest gas field, Saltfleetby. The projected active volume of gas is 775 million cubic meters. m, daily capacity of 8.5 million cubic meters. m. It is expected that the commercial operation of UGS facilities will begin in 2013.

Katharina. On May 19, 2009, a Consortium Agreement was signed, under which a joint company, Erdgasspeicher Peissen GmbH, was established to create the Katharina (formerly Peissen) underground storage facility. The project partner is Verbundnetzgas AG. The joint project is expected to have an active storage capacity of up to 600 million cubic meters. m, and daily productivity up to 12 million cubic meters. m. It is assumed that the project will reach its planned capacity by 2025. In accordance with the agreement, the Gazprom Group's share in the project is 50%.

Humbly Grove. In July 2005, a leasing agreement was signed with Vitol on access within 5 years to 50% of the Humbly Grove UGS facilities in the south of England, which corresponds to 151 million cubic meters. m of active gas. Since 2007, the Gazprom Group's share has increased to 75% (227 million cubic meters).

Banat Yard. On December 24, 2008, a Memorandum of Understanding was signed with SE Srbijagaz on the Banatski Dvor UGSF project. On October 20, 2009, in Belgrade, the Agreement on the Establishment of the Banatski Dvor UGSF Joint Venture was signed between OOO Gazprom Export, Gazprom Germania GmbH and SE Srbijagaz, according to which the Gazprom Group's share in the project is 51%. The Banatski Dvor UGS Joint Venture (JV) was officially registered on February 8, 2010. The main management bodies of the company (Board of Directors) were formed, the JV Business Model was developed and approved. The start of UGS operation is scheduled for the beginning of 2011.

Bergermeer. In August 2009, an agreement was signed with a consortium of Energie Beheer Nederland, Dyas B.V, Petro-Canada and TAQA Energy to build the Bergermeer underground gas storage facility. In accordance with the agreement, OAO Gazprom undertook to supply the required volume of buffer gas for the storage in the amount of 4.7 billion cubic meters. m. in exchange for the right to access storage facilities in the amount of 1.9 billion cubic meters. Well design and re-equipment work began in 2010. Final permits for the project will be received in March 2011, the start of commercial operation of the UGS facility is scheduled for 2013.

Pusztafoldvar. In December 2009, an agreement was signed with MOL on the establishment of a joint venture for the construction and operation of UGS facilities with an active volume of 1.3 billion cubic meters. m. in Hungary. Gazprom Group's share in the project will be 50%. Currently, the joint venture is implementing additional geological information provided by the Hungarian side in the spring of 2010 in order to further prepare a feasibility study for the project, on the basis of which an investment decision will be made.

Other projects. Gazprom also signed a number of agreements with foreign partners to explore the possibilities of creating joint projects for the construction of underground storage facilities in Turkey and the Czech Republic. In addition, the Company conducts a feasibility study of participation in joint underground gas storage projects in Romania, Belgium, Slovakia, France and other countries.

The Company plans to carry out technical re-equipment and reconstruction of existing gas processing plants for deeper processing of hydrocarbon raw materials, maximum extraction of valuable components from gas, increase in economic efficiency and environmental safety of enterprises.

OAO Gazprom aims to expand the production of gas and petrochemical products, as well as to increase the utilization of processing capacities. The Company's task is to expand sales and increase the level of profitability to ensure a competitive position in the markets of Russia, the CIS countries and Europe.

On March 26, 2008, the Board of Directors approved the Strategy for the Development of Gas Chemical and Gas Processing Complexes of OAO Gazprom and instructed the Management Board to organize work on its implementation. According to the approved strategy, the main activity of OAO Gazprom in the field of gas processing and gas chemistry is to increase the degree of extraction and efficient use of valuable components of natural gas, as well as associated petroleum gas (APG) for the purpose of their further processing into high value-added products.

The main focus of OAO Gazprom's export strategy is to maintain and strengthen its leadership position in the European gas market.

In the context of the liberalization of the European gas market, OAO Gazprom is pursuing a more active marketing policy, plans to develop new forms and methods of trading (exchange transactions, one-time and exchange transactions, short-term contracts, electronic trading), while maintaining long-term contracts as the basis of the gas business, to form joint approaches to protect the interests of gas suppliers with other foreign exporters, to develop trade in liquefied gas and liquid synthetic hydrocarbons obtained from gas. OAO Gazprom is actively studying the gas markets of the Asia-Pacific Region (APR), which have significant growth potential. The Russian government has appointed OAO Gazprom as the coordinator for the implementation of the Program for the Creation of a Unified Gas Production, Transportation and Supply System in Eastern Siberia and the Far East, taking into account possible gas exports to the markets of China and other Asia-Pacific countries. The company proposes to use an integrated approach in the development of hydrocarbon deposits in this region, carry out deep processing of raw materials, consider gas supply to Russian consumers and gas supplies to Asia-Pacific countries through a single export channel as a priority.

OAO Gazprom is developing cooperation in the development of gas reserves, modernization and development of gas transmission systems in the Central Asian countries.

On May 12, 2007, the Presidents of the Republic of Kazakhstan, the Russian Federation, Turkmenistan and the Republic of Uzbekistan signed a joint declaration providing for the further development of cooperation between the four states in the reconstruction of the existing gas transmission system and the creation of new capacities for the transportation of natural gas in the Central Asian region. At the same time, a joint declaration was signed by the President of the Republic of Kazakhstan, the President of the Russian Federation and the President of Turkmenistan on the construction of the Caspian gas pipeline.

In December 2007, an Agreement was signed between the Government of the Republic of Kazakhstan, the Government of the Russian Federation and the Government of Turkmenistan on the construction of the Caspian gas pipeline. The agreement provides for the preparation of a feasibility study for the project by the authorized organizations of the parties (JSC NC "KazMunayGas", OJSC "Gazprom", SC "Turkmengaz").

In recent years, there has been a steady trend towards reducing the negative impact of the gas industry on the environment, which is associated with the introduction of new technologies and equipment. OAO Gazprom is working to improve the efficiency of existing and commission new treatment facilities, improve waste disposal sites and introduce new equipment for waste disposal.

One of the important measures to reduce the harmful impact of vehicles on the environment is the Company's work on the transfer of vehicles to natural gas fuel. In March 2007, OAO Gazprom approved the “Target Comprehensive Program for the Development of the Gas Refueling Network and Natural Gas Equipment Fleet for 2007-2015”. The program will be implemented in more than 40 regions of Russia.

The Company is already making a transition to more efficient forms of financing its projects, in particular, to project financing. The principles of project financing will make it possible to share investment risks with other investors and optimize the long-term (for 10–15 years) financial borrowing program, taking into account the implementation of the Company's largest projects.

The Company's development as a global energy leader is impossible without a well-established and modern planning process. On September 28, 2005, the Board of Directors of the Company approved the list of strategic target indicators (STPI) for the development of OAO Gazprom approved by the Board of Directors for the last year of the ten-year forecasting period. The list includes the following indicators:
- growth of economic profit;
- return on capital;
- the ratio of own and borrowed capital;
- volumes of gas production and sales;
- the value of total gas reserves;
- reserve replenishment ratio.

OAO Gazprom's Management Board Resolution No. 34 dated June 26, 2006 approved the “Planning Procedure at OAO Gazprom Using Strategic Targets” (hereinafter referred to as the “Planning Procedure”).

On July 12, 2006, the Board of Directors of the Company approved the levels of strategic target indicators for the development of OAO Gazprom for 10 years (Decision of the Board of Directors of OAO Gazprom dated July 12, 2006 No. 872) and instructed the Management Board of the Company to organize work to achieve these levels of SPM.

On November 26, 2008, the Board of Directors decided to keep the levels of SPC approved in 2006 for a ten-year planning period (Decision No. 1319 of OAO Gazprom's Board of Directors dated November 26, 2008).

On December 29, 2009, a regular meeting of the Board of Directors was held, at which a decision was made to maintain for a ten-year planning period the levels of SPM approved by the decision of the Board of Directors dated November 26, 2008 No. 1319 (Decision of the Board of Directors of OAO Gazprom dated December 29, 2009 No. 1528).

In accordance with the Planning Procedure and in order to achieve the approved STsP, the Company develops the Gazprom Gas Business Development Program for 10 years. The program includes a list of priority projects, forecasts for the commissioning of production facilities and the corresponding capital investments, the main production, financial and economic indicators of the Company's development.

Improving the planning system based on the Planning Procedure is intended to strengthen the relationship between the elements of the Company's management system - the systems of long-term, medium-term and short-term planning, budgeting, cost management, control, motivation, and, ultimately, to ensure that the current financial and economic activities of the Company comply with its strategic goals.

We would like to thank the editors of the Siberian Oil corporate magazine of PJSC Gazprom Neft for providing this material.

Most industry experts agree that oil companies have a few years of fairly comfortable existence with consistently high oil prices. This supposed period of stability is largely artificial, with the help of the OPEC+ agreement. Production quotas accelerated the rebalancing of the liquids market and contributed to higher prices. The budgets of the countries participating in OPEC + received significant income (Russia, according to the Ministry of Energy, about 1.7 trillion rubles in 2016-2017 and 2.5-3 trillion rubles in 2018), and oil companies received funds for investment in development . It can be assumed that the mechanism of market regulation applied by the oil exporting countries can be successfully used in the future. Moreover, in the early 2020s, the impact of three years of large-scale freezing of investments in new projects (starting from 2014) caused by the crisis will become most noticeable. According to expert estimates, the deficit at the peak will be 1-2 million barrels of oil per day, which, of course, will keep prices high. However, longer-term forecasts are mostly disappointing.

Large scale decarbonization

The main factor of uncertainty in the energy market is the decarbonization of the economy. The development of alternative energy and the electrification of transport receive strong political support in many countries of the world. France has imposed a ban on the extraction of hydrocarbons on its territory and intends to stop the sale of traditional cars by 2040. In this it was supported by Great Britain. In Germany and India, they plan to abandon the sale of cars with internal combustion engines even earlier - in 2030, and in Norway and the Netherlands - in general by 2025. And these are not declarations. In the same Norway today, about 40% of new cars sold are electric vehicles and hybrids. And by 2025, electric vehicles and plug-in hybrids can take 20% of the global car market.

Alternative energy is also actively developing. In addition to political will, this also has quite obvious economic reasons: technologies for generating energy from renewable sources are becoming cheaper. Result: in 2018, about 160 GW of solar and wind power plants were commissioned in the world. For comparison: this is how much the electric power complex of such a rather big country as Brazil annually produces today.

Of course, a total change in the world energy concept is not a fleeting process. In the scenario of a complete decarbonization of the global economy, called Sky and published by Shell this spring, the peak of oil consumption falls on 2025. BP is more optimistic about the future of the oil industry and expects liquid hydrocarbon consumption to start declining by 2035.

Be that as it may, all the majors of the world oil market are already diversifying their business. Shell continues to increase the share of gas and renewable sources in its portfolio. For the second decade, Statoil has been developing the wind energy business (since 2018 - Equinor). At the same time, the Norwegians say that by 2030 they will direct 15-20% of investments in new energy projects. There is a more radical example: in 2017, the largest Danish energy company DONG Energy sold its entire oil and gas business to the British group INEOS and was engaged exclusively in renewable energy projects, primarily the construction of offshore wind farms.

However, decarbonization is a process that is greatly extended in time and does not mean an absolute rejection of hydrocarbons. Even the blatantly radical Sky scenario (Shell emphasizes that it “is not intended to predict likely future events or outcomes” and only serves to expand managerial vision) suggests that renewables will overtake fossil fuels in global primary energy consumption after 2050. , consumption of liquid hydrocarbon fuels will decrease by almost half between 2020 and 2050 and will decrease by 90% by 2070. Until 2040, the volume of oil consumption in absolute terms will remain at the current level. Despite this, there are not many reasons for complacency among oilmen today.

Every man for himself

Inter-fuel competition is getting tougher, but so far it still cannot be compared with the intensity of the competition waged by the oil producers themselves. The tone of this game, of course, was set by companies involved in the development of shale oil in the United States, the introduction of additional volumes of which on the market in 2014 brought down prices. However, the crisis did not stop the development of shale, and in 2017 the United States produced the same amount of shale oil as at the pre-crisis peak, but at half the price and using half the number of drilling rigs than before. This allows us to conclude that the payback level of shale oil production has been reduced by half in just three years. At the same time, another result of the shale revolution and the crisis it caused was a change in attitudes towards the efficiency of their work and producers of traditional oil. All the leading players in the global oil production market quickly adapted to low prices, simplifying projects, reducing operating costs and service costs, and focusing on the most profitable assets. As a result, investment in the industry began to recover already at a price of $50 per barrel, and competition with shale oil production will force everyone else to at least maintain the achieved efficiency and cost indicators.

The OPEC+ agreement has added sharpness to the struggle in the oil market, as the restriction of production for cartel members and those who have joined reduces their market share due to the growth in production in countries remaining outside the perimeter of the agreement. At the same time, the new scheme of market regulation, successfully tested by OPEC today, may itself become a factor of uncertainty tomorrow. Creating an artificial deficit always carries the risk of artificially inflating prices, which, in turn, provokes an increase in investment in long-term projects that are not controlled by OPEC +, and therefore leading to an excess of oil in the future and a new crisis.

In general, there are many options for the development of events. In Gazprom Neft, the most likely scenario is a gradual slowdown in consumption growth against the backdrop of continued volatility and a rapid change in the economic environment. The optimal algorithm of actions in such conditions is to ensure the speed and flexibility of business response to risks and changes and the most efficient use of the opportunities provided by the market. In an unfavorable scenario in which fierce competition could lead to a protracted fall in oil prices, a high level of operational efficiency and a low level of production costs become the most important. In order to prepare for any developments, Gazprom Neft launched a process of large-scale and comprehensive business transformation.

Faster than the market

Today, Gazprom Neft is one of the largest and most efficient companies on the Russian oil market. In principle, it is already quite possible to compare it, if not with the giants that form the top league of the world oil and gas, then certainly with the leading holdings of the first division. Gazprom Neft is bigger than Statoil and Conoco. In terms of production of liquid hydrocarbons, the Russian company is on a par with Total, while surpassing the French concern in terms of reserves.

Gazprom Neft's strengths include its managers' skills in implementing large and complex projects, a systematic approach to technological development and efficiency improvement. It is difficult to argue with all this, even assessing the activity of the company in the Arctic region, where several unique projects have been implemented over the past 10 years, and in a far from the most favorable environment.

It was these assets that largely became the basis for achieving the goal of the "Strategy-2020", to reach the production of 100 million tons of oil equivalent. e. per year, and to implement a new development strategy for the company - for the next ten years. Despite the fact that this fundamental document will be finalized only by the end of the year, most of the strategic tasks and targets are already clear today.

The first of them is to strengthen its position in the top 10 public companies in the world in terms of oil production. To achieve this, Gazprom Neft will have to solve a difficult task for a decade - to grow faster than the market even under the most inconvenient scenario for the development of the global economy.

One of the ways is to start today, in favorable conditions, the implementation of large-scale expensive projects with a long payback period. The risk is obvious: if the market situation changes for the worse, such projects are likely to become a factor in reducing the company's profitability or even be frozen. In both cases, this will lead to a decrease in the company's competitiveness, only in a different time perspective. Therefore, when deciding on the launch of a project, it is planned to rely on the idea of market volatility: when developing projects that can pay off fairly quickly, it is supposed to focus on a higher price range, and projects with high capital investments at the start and long payback periods should remain economically sustainable even at low prices.

Another area of development is working with unconventional and hard-to-recover reserves, such as oil from the Bazhenov formation or the Achimov horizons. Now it is expensive to produce such oil, but the cheaper technologies for developing these reserves can make them the basis for the company's development. How this works can be seen in the example of the same shale oil in the United States. In principle, the same applies to projects in processing, in the petrochemical industry, where technological development can become one of the most important factors in increasing competitiveness.

However, both fixation in the top 10 and other high-quality strategic benchmarks (such as maximizing the cost of each barrel produced and leadership in terms of profitability) are only filling the main strategic goal of the company, reflected in the updated mission of Gazprom Neft: to become the flagship of the smart energy of the future , one of the best industrial companies in the world, defining the progressive transformation of the industry, making the impossible possible and inspiring its followers at home and abroad. This is where a comprehensive business transformation is needed.

Directions of transformation

If the mission of Gazprom Neft reflects its strategic goal of becoming a global benchmark, then the revised vision, in principle, reveals the meaning of business transformation: “Develop to develop the world. Create to be proud of what you have created.” Based on the principle of continuous and integrated development, the company has identified four main areas of transformation: operational, organizational, cultural and digital.

The basis of operational transformation is Operations Management System (SUOD) "Etalon", the implementation of which began at Gazprom Neft in 2016. The main objectives of the OMS are to ensure continuous improvement in operational efficiency and minimize the risks of production incidents. Realizing the potential that exists in these areas is not a one-year challenge, but for the near future, program priorities are elements of leadership and culture, reliability management, industrial safety management, contractor management, and operational performance management. It is in these areas that Gazprom Neft expects the widest possible introduction of new progressive tools that can change the operating culture and bring high returns.

For example, in the field of industrial safety management, one of the most important tools is the Karkas program, the purpose of which is to form a list of damages that are unacceptable for the company and put up effective barriers in their path.

In the field of leadership and culture, a basic tool for ensuring consistent behavior of managers is being actively introduced - regular management practices (RMP).

Organizational transformation is aimed primarily at increasing the flexibility and responsiveness of the company. The hierarchical management scheme, in which information is first collected from the bottom up along the organizational pyramid, decisions are made at the top, and then they cascade down, becomes ineffective. The organizational structure is also becoming obsolete, in which people are cruelly assigned to highly specialized units aimed at solving specific problems. Modern business management mechanisms involve the formation of working groups of specialists of various profiles with the necessary abilities and talents to solve various problems. An important condition for efficiency in this case is the autonomy of these cross-functional teams, capable of independently solving problems, coordinating with other groups through horizontal links, and then reassembling to solve the following tasks. In this configuration, the role of managers will also change - from the boss to the leader, the organizer of the discussions.

Such a scheme of interaction implies cooperation at the horizontal level, exchange of experience and information, attentive attitude to the interests of others, and this is a typical attribute of the culture of consent, which today is the main guideline for the cultural transformation of Gazprom Neft. The system of values, views, goals, principles of teamwork, dispute resolution should be common to all employees, it is the corporate culture and its elements that will give an understanding of the tasks, and it is the culture that will largely determine the methods for solving them.

Digital transformation should give the company the tools necessary to work in the new conditions. This is not only about the technologies themselves - their implementation, that is, in fact, digitalization, is only one of the elements of digital transformation, which is impossible without changes in the culture and organizational model.

And the introduction of technologies of the fourth industrial revolution in conjunction with other elements of business transformation will solve many problems - from increasing the level of interaction with customers to reducing the implementation time for large projects, from managing the entire value chain, rather than individual elements, to increasing the level of industrial safety for account of the refusal to use the labor of people in hazardous areas. All these are factors for increasing efficiency, and hence competitiveness.

Gazprom Neft does not exclude that the skills that the company will acquire in the course of business transformation will ensure its development not only in the traditional field of activity. They are truly universal, which means they are applicable in almost any industry. Including in new sectors of the economy where there is no established market structure and there are niches for creating new businesses in the energy, petrochemistry, and digital technologies. This can be an addition to the traditional business of the company. And all these are new opportunities and the means by which you can remain competitive in the new reality.

From the speech of Alexander Dyukov, Chairman of the Management Board of Gazprom Neft, at an expanded meeting of the Management Board:

— We live in an era when the most valuable resource is talent, not capital. I believe that we have managed to assemble the strongest team in the Russian oil industry and one of the strongest in the country as a whole. This is not only my conviction, it is a stable opinion in the business community and in government bodies. And everything that we have achieved is the result of the efforts of tens of thousands of people, united by common values and culture, a sense of a common goal and meaning of activity.

We have set ourselves the goal of growing faster than the market. But it is important to realistically evaluate projects before entering them. We must continue to increase our operational efficiency, the level of technological development, increase flexibility, the speed of decision-making and the speed of implementation of these decisions. At the same time maintaining financial sustainability, carefully monitoring the economic sustainability of our projects, not allowing a decrease in the efficiency of the use of capital.

— At the current stage of development, we should be focused on long-term sustainable leadership in ROACE (return on average capital employed. — Note “SN”) and on maximizing the value created per barrel through the integration of the value chain, a balanced structure of produced petroleum products and efficient placement petroleum products on the market.

“The tools that the new industrial revolution gives us can help us achieve new goals. But it will be impossible to take full advantage of them if you use the old approaches to work, processes and principles of building an organization that were created for the previous technological order. Without transformation, we will be overtaken by competitors.

“Having behind us the completed development strategy – 2020, formulated 10 years ago, and understanding the development trends of the global energy sector for the coming decades, last year we started developing a new development strategy for the company until 2030. We began work on the new strategy by clarifying our mission, vision and formulating new goals. It will not only set guidelines for movement, but also determine how we will move towards these goals. Our goal is to build a company that in 20, 30, 50 years will be the leader in Russia and the world.

Text: Sergey Orlov