OJSC Gazprom development strategy of the company, contact details, information about the management. Another area that contributes to the fulfillment of the mission is the development of recycling. Natural gas is a source of components that can be used to create

The central office of OAO Gazprom is located at: st. Nametkina, 16, Moscow, GSP-7, 117997

Phone: +7 495 719-30-01 (reference)
Fax machine: +7 495 719-83-33
Email: [email protected]

Chairman of the Management Board of OAO Gazprom, Deputy Chairman of the Board of Directors of OAO Gazprom - Alexey Miller

Gazprom" is a global energy company. Its main activities are exploration, production, transportation, storage, processing and sale of gas and other hydrocarbons, as well as the production and sale of electrical and thermal energy.

Mission and strategic goal

OAO Gazprom sees its mission in reliable, efficient and balanced supply of natural gas, other types of energy resources and products of their processing to consumers.

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

Gas reserves and production

The Gazprom Group is the world's largest company in terms of natural gas reserves. As of December 31, 2013, the Group's gas reserves in categories А+В+С1 (according to the Russian classification) were estimated at 35.7 trillion cubic meters. m.

In terms of gas production, the Gazprom Group, which accounts for 13% of global production, is the world's leading oil and gas company. In 2013, the Group produced 487.4 bcm. m of gas.

Reliable gas supplier to Russian and foreign consumers

OAO Gazprom owns the world's largest gas transmission system capable of uninterruptedly transporting gas over long distances, both to consumers in the Russian Federation and abroad. The length of Gazprom's main gas pipelines is 168.9 thousand km.

Gazprom continues to strengthen its positions in traditional foreign markets. In 2013, Gazprom supplied 161.5 billion cubic meters of gas to non-CIS countries. m of gas. About 23% of gas supplies to the European market in 2013 were provided by the Blue Stream and Nord Stream gas pipelines.

Diversifying routes and strengthening Europe's energy security

One of Gazprom's strategic goals is to improve the reliability of gas supplies to European consumers. To this end, Gazprom is initiating the implementation of new Nord Stream and South Stream gas transmission projects, which will not only diversify Russian gas export routes, but also ensure the most reliable gas supply to European consumers.

Commissioning of the first Nord Stream line with a capacity of 27.5 bcm m of gas per year took place on November 8, 2011. From that day on, Nord Stream began commercial deliveries of Russian gas to the European Union.

Diversification of markets and products

Gazprom is implementing a phased strategy to increase its presence in the liquefied natural gas (LNG) market. This allows you to expand the geography of the company. In 2005, Gazprom delivered the first LNG supplies to the USA, and in 2006 to the UK, Japan and South Korea. Gazprom's entry into the Sakhalin-2 project gave a powerful impetus to the completion of a large-scale project in the field of energy supplies to the countries of the Asia-Pacific region and North America. In February 2009, Russia's first LNG plant began operating on Sakhalin. The total volume of LNG sales in 2013 amounted to 1.51 million tons, including 0.6 million tons of LNG sales from the Sakhalin-2 project. Thus, LNG sales exceeded the level of 2012 by 5%, At the same time, Gazprom Group's share in the global LNG market did not change in 2013.

Priority areas of activity

Gazprom's priority line of business is the development of gas resources on the Yamal Peninsula, the Arctic shelf, Eastern Siberia and the Far East.

On behalf of the Government of the Russian Federation, Gazprom is the coordinator of activities to implement the Program for the Creation in Eastern Siberia and the Far East of a Unified Gas Production, Transportation and Gas Supply System, Taking into Account Possible Gas Exports to the Markets of China and Other Asia-Pacific Countries (Eastern Program). A gas processing industry will be created in the East of Russia, the development of which will make it possible to rationally use significant reserves of helium and other valuable components contained in East Siberian gas.

As part of the implementation of the Eastern Program in the fall of 2010, with the commissioning of the Sobolevo - Petropavlovsk-Kamchatsky gas pipeline, gasification of Kamchatka began. And already in September 2011, the construction of the Sakhalin - Khabarovsk - Vladivostok gas pipeline, the first interregional gas transmission system in the East of Russia, was completed.

Business diversification

The development of the oil business and competitive presence in the electric power sector are Gazprom's strategic goals.

The oil business development strategy provides for an increase in annual production to 100 million tons of oil equivalent by 2020. It is planned to reach this level through the phased involvement in the operation of all explored fields of Gazprom Neft and other companies of the Gazprom Group, as well as the acquisition of new licenses.

The Gazprom Group is the largest owner of generating assets in Russia. After the acquisition of OAO MOEK, the Gazprom Group became the largest producer of thermal energy not only in Russia, but also in the world. The total installed capacity of the Group's main generating companies in Russia as of December 31, 2013 was 38 GW, or about 15% of the total installed capacity of the Russian energy system. The Group's development strategy until 2020 provides for the expansion of generating capacity to 44.8 GW. In 2013, the Group commissioned 420 MW of new generating capacities in Russia.

Environment and social responsibility

Gazprom in its activities is guided by the principle of strict compliance with international and Russian environmental legislation. The company has approved an Environmental Policy, which is based on ensuring the conservation of resources, minimizing the negative impact on the environment, and actions to preserve the climate. In December 2011, Gazprom approved the Comprehensive Environmental Program until 2015. The Program contains a list of systemic measures and investment projects aimed at improving the environmental safety of the company's designed, constructed and operated facilities, as well as the timing, results, volumes and sources of financing of the Program.

The largest socially oriented project of OAO Gazprom is the gasification program for Russian regions. Between 2005 and 2013, Gazprom's total investment in the gasification of Russian regions amounted to RUB 214 billion. (without taking into account the funds allocated by Gazprom for the construction of gas pipeline branches and gas distribution stations (GDS), which are an integral part of the gasification of regions). In 2013, the construction of 170 inter-settlement gas pipelines with a total length of 2.5 thousand km was completed, which makes it possible to provide gas supply to 321 settlements in 41 regions of Russia. Taking into account the fulfillment by the administrations of the constituent entities of the Russian Federation of their obligations to prepare consumers for receiving gas, additional gasification was carried out for 72 thousand apartments and households, 400 boiler houses were converted to gas.

As a result of the work carried out, the predicted average level of gasification in Russia by the beginning of 2013 amounted to 65.3%, including in cities - 70.9%, and in rural areas - 54%.

In 2013, Gazprom allocated RUB 33.9 billion for gasification of Russian regions. The volume of financing for the gasification of Russia was increased by almost 10% compared to 2012. The gasification program will involve 69 constituent entities of the Russian Federation, including the regions of Eastern Siberia and the Far East, where the Eastern Gas Program is being implemented.

Gazprom in the global market

OAO Gazprom is the largest joint stock company in Russia in terms of market capitalization. The Russian Federation controls 50.23% of the share capital of OAO Gazprom.

Gazprom's shares are traded on the Russian MICEX stock exchange, and in the form of American Depositary Receipts (ADRs) on the London, Berlin and Frankfurt stock exchanges. In addition, a significant portion of the shares are traded on the US over-the-counter market among qualified institutional buyers.

The market capitalization of OAO Gazprom as of December 31, 2013 amounted to USD 99.9 billion.

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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.

OJSC "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 "efficient and balanced gas supply to consumers in the Russian Federation and the fulfillment of long-term contracts and intergovernmental agreements on gas export 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 a 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 Alexey 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. Concentration of capital and the availability of a unified infrastructure 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 East of Russia, 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 provides additional gas supplies 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 rate of 2.5% per year, with liquefied natural gas (LNG) providing most of this growth.

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 fields 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 establish 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 improve 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 link 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" has 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 Russia's largest oil and gas regions: the Khanty-Mansiysk and Yamalo-Nenets Autonomous Okrugs, 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 on 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 (own, 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%.

Thus, 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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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 extract 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 produced barrel 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 in the country and beyond. 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, in which people are cruelly assigned to highly specialized units aimed at solving specific problems, is also becoming obsolete. 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 presupposes 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 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 “CH”) 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

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 chosen 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.

For more than 20 years since its establishment in 1993, PJSC Gazprom has become one of the leaders in the global energy market.

Gazprom diversified its core business. In addition to the gas business, the Group is successfully involved in the oil and power industry: it is one of the top five domestic oil companies and ranks first in the country in terms of installed capacity in the power and heat industry.

Gazprom has significantly expanded the geography of its operations. The company has entered the promising market of the Asia-Pacific Region (APR), started operations in Central Asia, Africa and Latin America, and participates in the global trade in liquefied natural gas (LNG).

Gazprom became a pioneer in the development of the Russian Arctic shelf, created a fundamentally new gas production center on the Yamal Peninsula, and started building a large-scale gas infrastructure in the East of the country. Gazprom was the first in Russia to master the technology of underwater gas production without the use of surface structures, and, together with foreign partners, launched the only LNG plant in the country.

The Company's success became possible thanks to a long-term strategy, clear vertical integration and competent management. All this will allow Gazprom to continue to compete on an equal footing with global companies, implement ambitious projects and achieve impressive results.

Constant progress is an important distinguishing feature of Gazprom. Implementing new large-scale projects, entering new markets, producing new products, applying new technologies, Gazprom is confidently at the forefront of the global energy industry and creating a reserve for the coming decades.

This is clearly confirmed by the results of the Company's work in 2014.

Gazprom has made a powerful breakthrough to the east. The largest gas supply contract in the domestic gas industry was signed. This historic document gave Gazprom access to the rapidly growing promising Chinese market. Within 30 years, the Company will supply Chinese consumers with more than 1 trillion cubic meters of gas via the "eastern" route.

The conclusion of the contract launched the world's largest investment project. The formation of the Yakut gas production center with gigantic gas reserves is in full swing.

The Power of Siberia gas pipeline is being actively built - a key element of the gas supply system in the East of Russia, the gas artery of the "eastern" route. All this is a huge incentive for the socio-economic development of the eastern regions of Russia, the basis for a radical increase in the level of their gasification and the creation of thousands of new jobs. Taking into account the extremely high capacity of the Chinese energy market, the issue of gas supplies by the Gazprom Group to China via another route, the “western” one, is being worked out. Timely important steps have been taken to significantly reduce transit risks and improve the reliability of gas supplies to Gazprom's traditional export markets - Europe and Turkey. A project was launched to build a new gas pipeline along the bottom of the Black Sea. Its capacity is 63 billion cubic meters of gas per year, of which up to 47 billion cubic meters is intended for European consumers. The implementation of the project will make it possible to completely abandon the Ukrainian transit route, which is subject to systemic risks.

Gazprom continues exploration of the Arctic. In Yamal, the future flagship of the domestic gas industry, a new, second in a row, gas field at the Bovanenkovskoye field, the largest on the peninsula, has begun operation. When creating the fishery, innovative solutions and the most advanced technologies were used. Now Bovanenkovo can produce 90 billion cubic meters of gas annually. This is comparable to the volume that Gazprom delivered last year to the three largest foreign buyers of Russian gas - Germany, Italy and Turkey.

A pioneer in the development of the Russian Arctic shelf, Gazprom is producing oil at the Prirazlomnoye field, the only hydrocarbon development project in the region. In 2014, the oil from the field - a new grade, which was named Arctic Oil - was put on the world market for the first time.

Gazprom continues large-scale work on gasification of Russian regions. In 2014, another 236 towns and villages, about 30,000 families, received access to the benefits of using natural gas. Now their life will become much more comfortable, and domestic issues will be solved much easier.

The Gazprom Group is the largest investor in the Russian power industry. The company continues to increase its generating capacity. In the reporting year, new modern power units were commissioned in the Vologda Region and Moscow. Taking into account these facilities, Gazprom has already fulfilled more than two-thirds of its obligations to the state to create new electric power capacities.

The strategic goal is to establish PJSC Gazprom as a leader among global energy companies by diversifying sales markets, ensuring the reliability of supplies, increasing operational efficiency, and using scientific and technical potential.

Table 3.1 below shows the volumes of gas production in Russia, including the share of the Gazprom Group.

Table 3.1 - Volumes of gas production in Russia

The gas industry of the Russian Federation is an essential element of resource support for the country's economic development.

PJSC Gazprom dominates the gas production market in Russia. According to Table 3.1, its share in the gas production market is 65.26%. Thus, this company is the undisputed leader in the gas production market.

Dynamics of gas production in Russia for 2010 - 2015 shown in Figure 3.1.

Figure 3.1 - Dynamics of gas production in Russia for 2010 - 2015

Over the past decade in Russia, the share of gas in energy consumption has increased in relation to other types of fuel. The share of gas in the country's fuel and energy balance has increased from 42% in 1990 to 50% at present. This is largely due to relatively low regulated gas prices. In Russia, gas is mainly supplied to power generating companies, enterprises of the metallurgical and chemical industries. According to PJSC Gazprom estimates, the structure of gas supplies to the domestic market, including its own purchases from independent organizations, is characterized by the following data (based on the results of 9 months of 2015):

- 20.36% - for the needs of the population,
- 31.96% - to power industry organizations,
- 33.94% - to other industrial consumers,
- 13.74% - household consumers.

Russia's energy strategy assumes a reduction in the share of gas in the fuel and energy balance due to its more rational use. At the same time, PJSC Gazprom plans annual production of up to 620 billion cubic meters. m by 2020 (including production in the East of Russia).

Currently PJSC Gazprom holds a dominant position in the domestic gas market and provides almost 80% of supplies. In accordance with the Energy Strategy of Russia, in the long term, by 2020 PJSC Gazprom will maintain the main share in the volume of production and gas supplies to the Russian market.