Andrey Horobrikh Lukoil. New round of development

Rinald Khamidullin has been appointed CEO of Lukoil-Inform LLC, an IT subsidiary of PJSC Lukoil. Previously, this post was held by Andrei Khorobrikh.

The appointment of Rinald Khamidullin (pictured) to a new post was announced by Lukoil-Inform.

Rinald Khamidullin became the General Director of Lukoil-Inform, moving from the position of Head of the Information Technology Support Development Center of the Information Technology Support Department of PJSC Lukoil.

Recall that Rinald Khamidullin moved to Lukoil at the end of 2017, taking the above-mentioned post of head of the center for the development of information technology support of PJSC Lukoil. Prior to joining Lukoil, Rinald Khamidullin headed ITSK LLC, a subsidiary of Gazprom Neft PJSC, since 2011 (see ComNews news of December 13, 2017).

Previously, Andrey Khorobrikh was the general director of Lukoil-Inform. He took this post at the end of autumn 2016, and before that, among other things, he worked as an IT director at the Federal State Unitary Enterprise Russian Post and headed the information technology department at the Fund social insurance(See ComNews news of November 15, 2016).

Lukoil-Inform is a 100% subsidiary of Lukoil, which is the largest private oil company in Russia. "Lukoil-Inform" is engaged in information technology support for organizations that are part of the "Lukoil" group.

The key area of ​​information technology support for organizations of the Lukoil group is the direction "Integrated Control Systems". It includes the development and support of all centralized, industry and specialized information systems, which support the operation of the group's enterprises: from intelligent solutions for exploration and production enterprises to a corporate management system for sales organizations. The central place among all systems is occupied by a global solution - an integrated management system (IMS).

MIS based on SAP solutions has been implemented in 118 organizations of the Lukoil group, the total number of users exceeds 18 thousand.

In addition, Lukoil-Inform, in the interests of the Lukoil Group, is engaged in the development, development and support of local information systems, production and process control systems, corporate information security, as well as the development and maintenance of telecommunications infrastructure in the Lukoil group.

ComNews dossier

Rinald Khamidullin in 1996 received a degree in field development engineer from the University of Oil and Gas. THEM. Gubkin (then - the State Academy of Oil and Gas named after I.M. Gubkin). In 1996-1999 continued his studies at this industry university, completing it with a master's degree in the development of oil fields with multilateral wells.
He began his working career while still completing his studies at the university: from 1998 to 2004 he worked as a regional service manager at Halliburton. In 2004-2006 From 2006 to 2009, he worked at TNK-BP OJSC, being responsible for business information in the Upstream block. - in telecom and IT subsidiaries of TNK-BP. In 2009-2011 was the director of the department of metrology, automation, telecommunications and IT at TNK-BP Management OJSC. In August 2011, he headed ITSK LLC. Since December 1, 2017 - Head of the Center for the Development of Information Technology Support of the Department of Information Technology Support of PJSC Lukoil. In June 2018, he was appointed General Director of OOO Lukoil-Inform.

Author of a number of publications about IT in the fuel and energy complex. Conducts teaching work at the University of Oil and Gas. THEM. Gubkin. The creator of a number of industry-specific IT developments for oil companies, including the Mobile Operator software package, which in 2016 received the Runet award in the Technology and Innovation nomination. He has experience in managing industry innovation projects, R&D, R&D projects in the IT field.

Andrey Khorobrikh, who previously worked as an IT director at the Federal State Unitary Enterprise Russian Post and headed the information technology department at the Social Insurance Fund (FSS), became the CEO of Lukoil's subsidiary IT company, Lukoil-Inform LLC.

According to the Kartoteka.ru portal, Andrey Khorobrykh became the CEO of Lukoil-Inform on November 11, 2016. Before him, Alexander Rezanov held this post for a little over a year: he joined the company in October 2015. Prior to that, since 2012 to 2015 Alexander Pruzhinin was the head of Lukoil-Inform. He continues to work for the company as an executive director.

As a source in the telecommunications market told a ComNews correspondent, Alexander Rezanov held two positions in the Lukoil group at the same time: he worked as the IT director of Lukoil and the head of Lukoil-Inform. Despite the fact that he left the second post, he continues to be the CIO of the entire Lukoil group. Lukoil's press service did not provide any comments yesterday.

Over the past few years, Andrey Khorobrykh has been heading the IT departments of companies in various industries, including oil and gas, communications, insurance, etc. From April to December 2013, Andrey Khorobrykh worked as the IT Director of Russian Post, after which this position was taken by another top manager, and Andrey Khorobrikh remained as an IT advisor at Russian Post. From 2014 to 2015 he headed the Social Information Systems Development Projects Department at the FSS.

Lukoil-Inform is a 100% subsidiary of Lukoil, which is the largest private oil company in Russia. According to the Kartoteka.ru portal, Lukoil-Inform's revenue for 2015 amounted to 20.4 billion rubles, which is 3.6% more than in 2014. The company develops, implements and maintains information systems, systems for managing production and technological processes, ensuring corporate information security, developing the maintenance of telecommunications infrastructure in the Lukoil group.

Revenue of the Lukoil group for 2015 according to international standards financial reporting increased by 4.4% to 5.749 trillion rubles. EBITDA decreased by 3.7% and amounted to RUB 768.9 billion. Net profit for 2015 decreased by 26% and amounted to 291 billion rubles.

ComNews dossier

Andrei Khorobrikh was born in 1971 in Leningrad. Received here higher education, graduating in 1995 from St. Petersburg State Technical University with a degree in Information and Measuring Equipment and Technology. After graduating from university, starting in 1999, he worked for leadership positions for the development and operation of IT products in large companies, such as CJSC Ilim Pulp Enterprise, LLC Lenta, OJSC AKB Svyaz Bank. In 2007-2011 he headed the Department of Information Technology, Automation and Telecommunications (DITAT) at JSC Gazprom Neft. Later he was responsible for structuring the IT function in the Russian Technologies State Corporation (after December 2012 - Rostec). In April, 2013 Andrey Khorobrikh became the Chief information officer of Russian Post. In December, 2013 he left this post, becoming the adviser on IT in Federal State Unitary Enterprise Russian Post. In the spring of 2014, Andrey Khorobrikh became the head of the Social Information Systems Development Projects Department at the Social Insurance Fund. In February 2015, he left this post.

Andrey Khorobrikh: IT service does not work chaotically - it is a built-in system

The notion that the only job of IT departments is to maintain personal computers and printers is more than common. Which, in principle, is quite understandable - most of us remember about "IT people" only by dialing the service number technical support. However, this view is somewhat misleading. Today, without IT, it is impossible to operate any production, especially such a complex one as oil, in a vertically integrated company, where the speed of information flow and accurate accounting are the most important components of efficiency. Andrey Khorobrikh, head of the division, talks about the work of the Department of Information Technology, Automation and Telecommunications of Gazprom Neft.

Interview with Igor Sviriz

The activities of the department are carried out in five directions. Service is one of them, of course, important, but still "one of".

The first direction is informatization. This is a complex business scheme that includes systems accounting, financial analysis, management of logistics, logistics, fishing.

The second direction is the use and development of automated control systems for technological processes and equipment, namely the APCS unit. He manages the technological cycles of production.

The third direction is infrastructural. These are data processing centers, communication channels, computers themselves, and so on. The fourth direction is metrology. The centralization of this function in our department allows us to avoid conflicts between measuring equipment and process control systems, to unify the requirements and standards of metrological accounting and support throughout the company. In addition, metrological information is subject to special requirements from government regulatory authorities, which we must comply with. Centralization of compliance with all regulatory state acts and procedures is also our task. Probably few people know that chief metrologist represents the company in the Ministry of Energy, where oil accounting instructions are being developed for the entire state. And our proposals in this document are taken into account.

Well, the fifth direction is just service maintenance of workplaces, other office equipment. The process is also not as easy as it seems. First of all, I note that it is quite expensive. Throughout the entire perimeter of the company, we spend about 1 billion rubles a year on service maintenance. Service maintenance consists of a set of services, each of which, in turn, contains a certain set of elementary works. This work requires constant monitoring, and the final amount of costs depends very much on its correct alignment. It is on a clear organization of the management process that we hope to save about 5% of the total budget for services.

- What is the scope of the department's activities?

We centralize functional management by all IT departments and IT customer services at our enterprises. These are Noyabrskneftegaz, Khantos, Vostok, ONPZ, NIS, this is a block regional sales, as well as our specialized enterprises "Aero", "Bunker", oils and so on. And each enterprise has a huge share of the IT component. For example, on a recently purchased oil factory in Bari, the former owner of Chevron, leaving, took off everything software, removed all infrastructure facilities. In just a week, we installed our corporate program, ensured the functioning of the plant, set up a system of financial and economic accounting, and organized postal communication with the central office. This was especially noted by the management of the logistics, processing and marketing unit of the company.

- Speaking about the perimeter of activity, you mentioned Serbia and Italy. Does the scheme of work from the point of view of the IT system abroad somehow differ from the Russian one?

In fact, there is practically no difference. Of course, specialization and country issues are present, but these are not determining factors. For example, in Italy the plant is not large - the main task there was the correct accounting of the work of production and the system of shipments. At NIS, the complexity is of a different nature, as it is a vertically integrated company. This means that the main thing is the integration and coordination of IT functions with each other. And so everything works according to the same scheme as in Russia, and clearly fits into our strategy.

- What is this strategy?

It is important to understand here that the IT service does not live by itself in a company. In December last year, on the Board of Directors, we defended the development strategy until 2020. It covers all areas of work, and, most importantly, within its framework, we get the opportunity to correctly fit disparate projects into a whole picture, understanding how they are linked to each other. Figuratively speaking, a strategy can be compared to a puzzle in which individual projects are individual elements. By implementing one of these project-elements, we have an absolutely clear idea of ​​how it will be connected with the others. For example, how will information move from a gun inserted into the tank of a car at a gas station to a budgeting and monitoring system financial result here at the parent company. The IT service does not work chaotically, it is an absolutely well-organized system that has its own strategy and its own governing bodies.

- What should the company's IT system achieve in the end, that is, in 2020?

As a result, we plan to come to the minimization of manual input of primary information, that is, in technological processes it will be generated from sensors, transmitted to automatic systems collection and processing and beyond industrial systems be transferred to our SAP corporate finance system to analyze the execution of business plans.

- These are the general goals of implementing the strategy. Let's now talk about those projects-elements of the puzzle-strategy that make up the overall picture...

The whole strategy is divided into two blocks: informatization and automation. Informatization is mostly a control system financial performance and planning. In turn, this block consists of accounting, planning, inventory management, logistics and production optimization systems. Due to informatization, a business should optimize its work, which, in fact, is the main function of IT: the introduction of tools that will allow, through data analysis, to reduce the cost of the main production or earn more. One of the projects of the informatization block is the introduction of an accounting system. Such a SAP-based system has already been put into commercial operation at the holding's last enterprise within the framework of the project - Gazpromneft-Noyabrskneftegaz. The rest of the subsidiaries and affiliates have already been automated, the process of finalizing the system is underway there. This project is extremely important, as work is built around accounting in such areas as inventory management, finished product flow management, treasury management, and business planning. Further, the development of informatization will go in the direction of logistics management, and for all modes of transport: pipelines, railway, sea transportation, road transport. It's about and about finished products, and about material and technical resources. In addition, we are now fine-tuning the material and technical resource management system in Noyabrsk and are starting to replicate it in Khanty-Mansiysk and Tomsk. I also consider the launch of the SAP HR system in the company as our common breakthrough. This is the management of all human resources, including the calculation wages. Now we will implement this system at the Gazpromneft-Khantos enterprise.

- What about the second block - automation?

For this direction last year was heavy enough. However, we have taken a big step forward by introducing a system for recording oil and gas production. Now the situation is analyzed promptly - operational reports are formed every two hours, weekly full reports are received by the company's management, including the general director. At the same time, we organized a system for the rapid generation of reports for state structures. Four standards have been developed and implemented for all enterprises of the holding: for project management, for service maintenance, for selecting contractors and for information and technical support. In refining, for the first time in the history of the company, together with the department of oil refining, we took a comprehensive approach to the technical improvement of the entire unit. Using the ONPZ as an example, we prepared a master plan for the technical re-equipment of the plant, which is designed for five years, with a budget of 5 billion rubles. At the first stage of its implementation, we started to introduce a system for commercial accounting of the shipment of finished products and modernization of diesel hydrotreating units. We are going to develop exactly the same plan for the exploration and production block. I will make a reservation that this plan is not mandatory for detailed execution - this is an ideal comprehensive program actions. Each project within the framework of the master plan will go through an investment committee, which must determine how its implementation is profitable and priority in this moment.

- Is there any information about how actively the IT-direction is developing in other Russian oil companies and how do we look against their background in this respect?

Objectively, back in 2008 we were in one of the last places in terms of IT development. Companies such as TNK and LUKOIL were ahead of us in terms of the level of informatization and automation simply because they started this work much earlier. But in 2008 we made a colossal leap. A dozen and a half projects in the field of SAP, five major projects in the field of automated process control systems and metrology have been implemented, standard technical specifications for the automation of tank farms and gas stations have been developed. We assisted the regional sales department in transferring the fuel card system from the old technology to the modern one, which makes it possible to use the cards in the loyalty system in the future. Due to all this, at the moment, at least in terms of dynamics, we are ahead of absolutely everything oil companies in the IT segment. I think that we are the best now in terms of a systematic approach to the issue. We have a very clear idea of ​​the development strategy, we have working bodies for the implementation of this strategy, a working system of control over the use of the budget, well-functioning IT departments and customer services, and, most importantly, we have, in my opinion, the best business customers in the industry. We have done a lot of work on the organization of service maintenance. Having created subsidiary- ITSC, we are in an unprecedented short time, in just a year, we set up the work of the enterprise, and without failure in after-sales service, and entered the mode of ordering services. The cost of services under the development plan will be managed starting from 2010.

- Serious problem faced by IT services of almost all companies is personnel problem. How are things going with this at Gazprom Neft?

Yes, perhaps, the personnel problem is the main one for everyone. It is very difficult to find specialists who know how not only to maintain hardware, but to work with complex intelligent systems, and who understand the benefits for business from using these systems. But in fact, the problem lies elsewhere. People have little experience of working in a geographically distributed team. Previously, enterprises were quite local, self-contained. Now we are building a normal strategy execution vertical, a vertical of IT departments and a vertical of IT managers who understand the tasks they face and properly optimize their activities. I think that by the middle of next year the mechanism will work. The team is being formed, and the people who occupy leadership positions in our block absolutely meet all the requirements for them and are ready for changes.

A joint meeting of the Organizing Committee of the X International Forum "Intellectual Property of the 21st Century" and the Council of the Chamber of Commerce and Industry of the Russian Federation on Intellectual Property was held at the Chamber of Commerce and Industry of the Russian Federation on December 21, 2016. It was attended by the Vice-President of the Chamber of Commerce and Industry of the Russian Federation Vadim Chubarov, Chairman of the Council of the Chamber of Commerce and Industry of the Russian Federation on Intellectual Property Ivan Twin, Deputy Head of the Federal Service for Intellectual Property Mikhail Zhamoydik, Director of the WIPO Office in Russian Federation Alexander Bavykin, Vice President of the Eurasian Patent Office Khabibullo Fayazov and etc.

The participants approved the composition and structure of the Council of the Chamber of Commerce and Industry of the Russian Federation on Intellectual Property, designed to comprehensively address challenges modern economy, problems of copyright protection, commercialization of an intellectual product.

CCI Vice President Vadim Chubarov recalled that during the IX International Forum "Intellectual Property - XXI Century" in April 2016, 18 thematic sections were held, of which 15 events were held at the venues of the Chamber.

Ivan Bliznets, Chairman of the RF CCI Council on Intellectual Property (pictured), noted that the Forum will traditionally be held under the auspices of WIPO, and the Federation Council of the Federal Assembly of the Russian Federation will be its co-organizers, federal Service on Intellectual Property, Eurasian Patent Office, Court of Intellectual Property Rights. Traditionally, the Forum will host the International Olympiad for Schoolchildren on Intellectual Property. Vadim Chubarov, Vice-President of the Chamber of Commerce and Industry of the Russian Federation, was approved as the Chairman of the Organizing Committee of the Forum.

The participants of the meeting supported the proposal of the Vice-President of the Chamber of Commerce and Industry of the Russian Federation hold the Forum from 25 to 28 April 2017. In addition, he emphasized the need for a careful selection of thematic sectional events: the topics that are planned to be discussed during these sessions should be of real interest to Russian copyright holders and entrepreneurs. In addition, the results of the discussion of these problems should be concrete proposals for improving legal framework in the field of intellectual property, which will be included in the final resolution of the Forum, said Vadim Chubarov.

Director of the Russian Bureau of WIPO Alexander Bavykin confirmed the intention of the World Intellectual Property Organization to support the Forum, as during the Forum decisions are made aimed at developing innovations in order to promote the use of intellectual property in the interests of the socio-economic and cultural development of Russia. The plenary session of the Forum is scheduled to be held at the Chamber of Commerce and Industry of the Russian Federation on April 26, 2017 - the International Day of Intellectual Property.

The Council on Intellectual Property approved the personal composition of the Council in the amount of 62 people, which included the most authoritative experts in the field of intellectual property of the Russian Federation, representatives of government agencies and big business. 6 working groups have been created:

1. On the problems of information and communication interaction in Russia and the CIS countries(Head: Yesenkin Boris Semenovich, President Non-profit partnership"Guild of Scribes");
2. On the commercialization of the results of intellectual activity in the creative field(head: Klevitsky Alexander Leonidovich, chief conductor of the Yu. Silantyev Academic Grand Concert Orchestra of the Russian State Musical Television and Radio Center);
3. On studying the problems of managing intellectual property and commercializing the results of intellectual activity in the interests of developing the innovative economy of the Russian Federation (supervisor: Simonov Boris Petrovich, Scientific Supervisor of the Department of Innovation Management and Commercialization of Intellectual Property, Professor of RGAIS);
4. On the problems of countering counterfeit products(Head: Tereshchenko Boris Leonidovich, Major-General of Militia, Acting State Councilor of the Russian Federation III class);
5. On the development of judicial expert activities in the field of intellectual property.(Head: Tsoi Valentin Evgenievich, Vice-President of the Russian Academy natural sciences(RANS) for innovation activities);
6. On the study of problems in the field of copyright and related rights(Head: Krichevsky Andrey Borisovich, All-Russian Organization of Intellectual Property: CEO).

List of members of the Intellectual Property Council:

Twin Ivan Anatolyevich. Council Chairman, RGAIS Rector

Adoniev Mikhail Alexandrovich. Head of the Intellectual Property Management Service of PAO TMK

Alekseev Vyacheslav Ivanovich. Head of the Center for Managing the Results of Intellectual Activity of the Design and Engineering Branch of Rosenergoatom Concern OJSC

Bayakhchyan Elena Valerievna. Chairman of the Board of the NP "Fund for Support and Development of Education, Creativity, Culture"

Bednova Ekaterina Sergeevna. Deputy Chief Legal Department— Head of the Intellectual Property Department of EXPOCENTRE

Beilina Elena Nikolaevna Chief Editor magazine "University Book"

Belenkaya Natalya Vladimirovna Project Manager, Innovation Management Unit, Rosatom State Corporation

Belova Elena Veniaminovna CFO IPM Group LLC

Vidyakina Olga Valentinovna Head of the Sector for Patenting and Protection of the Results of Intellectual Activity of Transneft Research Institute LLC

Visly Alexander Ivanovich. Director General of the Russian State Library

Gordeev Anatoly Nikolaevich. Vice President of the Moscow Representative Office of Samsung Electronics

Dikul Dmitry Olegovich. Head of the department of judicial protection and legal support for the disposal of rights to RNTD. Directorate for legal support activities of the Concern and SDCs in JSC Concern VKO Almaz-Antey

Yesenkin Boris Semenovich. President of the Non-Commercial Partnership Guild of Book Books, President of LLC Trading house"BIBLIO-GLOBUS", Doctor of Economics

Zhurbinskaya Tatyana Konstantinovna Union of Composers of Moscow, head of creative commissions

Zalesov Alexey Vladimirovich. Deputy General Director of Soyuzpatent LLC

Zinina Ulyana. Director of Corporate Affairs at Microsoft, member of the Presidium of the Expert Advisory Council with authorities state power at RAEC

Zubov Yuri Sergeevich. Director of the Federal State Budgetary Institution "Federal Institute of Industrial Property"

Katkov Pavel Alexandrovich. President of NP "Association of Rights Holders"

Klevitsky Alexander Leonidovich. President of the Subcommittee on Entrepreneurship in the Sphere of Culture, Vice President of the Russian Authors' Society, Principal Conductor and Artistic Director of the Y. Silantiev Academic Grand Concert Orchestra, composer, producer

Kozyrev Anatoly Nikolaevich. Doctor of Economics, Head of the Department of Economics of Intellectual Property, Moscow Institute of Physics and Technology

Komlev Nikolay Vasilievich Use Director of the Association of Computer and Information Technologies (AP KIT)

Kondratiev Sergey Vyacheslavovich, Coordinator of the Organizing Committee of the National Consortium for the Professional Management of Intellectual Property (NC PMIS)

Krasnov Dmitry Valerievich. Chairman of the Board of the industrial group "Privodnaya Tekhnika" (Technopolis Moscow)

Krichevsky Andrey Borisovich. General Director of the All-Russian Organization of Intellectual Property

Kurochkina Oksana Leonidovna. Deputy Head of the Bar Association "Customs Advocate"

Lavrinova Anna Vladimirovna Deputy Director of NP PPP

Levina Elena B. South Ural Chamber of Commerce and Industry, Director of the Center for Intellectual Property.

Leontiev Boris Borisovich. Gene. director Federal Institute certification and assessment of intellectual property and business (ZAO SOIS)

Lyubimov Alexey Pavlovich. Full member - Academician of the Russian Academy of Natural Sciences, International Academy of Sciences "Information, Information Processes and Technologies" (IAS IPT) - Head of the Department "Information Technologies in legislative activity". Editor-in-chief of the legal scientific and practical journal "Representative power - XXI century"

Makhortov Evgeny Alexandrovich. Nokia-RU/Moscow

Medvedev Mikhail Vladimirovich Member of the Board of Directors of the Safonovo Industrial Park

Melnikov Oleg Nikolaevich Deputy Editor-in-Chief of the magazine "Russian Entrepreneurship"

Orlova Valentina Vladimirovna Head of Intellectual Property and Trademark Practice, Pepeliaev Group LLC

Osipov Yuri Vladimirovich. General Director of OJSC NPO Innovative Technologies

Polyakova Natalya Vladimirovna Director of the Legal Department of JSC "Russian Venture Company"

Pochernin Igor Gennadievich. Chairman of the Board of NP "Partnership for the management of copyright and related rights"

Proksh Maxim Yulievich. Skolkovo Foundation. Head of Government Relations

Sadovsky Pavel Viktorovich. Head of Intellectual Property/TMT Practice at Egorov Puginsky Afanasiev & Partners

Samokhin Andrey Nikolaevich Managing Partner of Consulting Group "PARTNER GROUP"

Safronov Evgeny Anatolievich. Information agency InterMedia. Chief Editor

Sevostyanov Valery Leonidovich. Scientific Secretary of the Parliamentary Center "High Technologies, Intellectual Property" (HRC "NTIS"), Ph.D., Academician of the Russian Academy of Natural Sciences and the International Academy of Informatization

Simonov Boris Petrovich Scientific Supervisor of the Department of Innovation Management and Commercialization of Intellectual Property, Professor of RGAIS

Sitnikova Oksana B. General Director of LLC "Eurasia"

Smirnova Veronika Removna. Head of the Department of Innovation Management and Commercialization of Intellectual Property of RGAIS, Doctor of Economics

Sokolov Dmitry Vladimirovich. Director of NP Suppliers Software Products(NP PPP)

Stepanov Pavel Vladimirovich CEO of Central Partnership Gazprom-Media-Holding

Sytenko Georgy Igorevich. Deputy Director - Head of the Department for Control in the Sphere of Cultural Heritage Objects of the Department for Control, Supervision and Licensing in the Sphere of Cultural Heritage of the Ministry of Culture of Russia

Tarlo Evgeny Georgievich. President of the Legal State Foundation, Vice President of the Federal Union of Lawyers of Russia

Terentyeva Natalia B. Chief editor of the journal "Intellectual Property"

Tereshchenko Boris Leonidovich. Deputy Chairman of the Council, Major General of Militia, retired. Acting State Councilor of the Russian Federation III class. Honored Lawyer of the Russian Federation. Honored Worker of the Ministry of Internal Affairs. PhD in Law

Terletsky Vasily Vitalievich. General Director of the Russian Copyright Organization "Copyrus", General Director of Copyright.ru

Tikhonov Alexander Vladimirovich Information agency InterMedia. Chief Expert

Toporkova Inessa Leonovna. Deputy Head of the Department of Tax Planning Department of PJSC Sberbank of Russia

Fedotov Mikhail Alexandrovich. Secretary of the Union of Journalists of Russia

Fokin Gennady Vasilievich. Organizing Committee of the National Consortium PMIS TC "Intellectual Property and Innovation"

Kharkova Marina Georgievna. Executive Director of the NP Guild of Books

Khorobrikh Andrey Mikhailovich Head of the Information Technology Committee of the Research Institute of Corporate and Project Management

Tsoi Valentin Evgenievich. Vice President of the Russian Academy of Natural Sciences (RANS) for Innovation

Chugunova Margarita Vitalievna Financial Director of OJSC NPO Innovative Technologies

Shkarin Andrey Yurievich. Director of innovative development and legal support of OJSC NPO Innovative Technologies

Shraiberg Yakov Leonidovich. General Director of the State Public Scientific and Technical Library of Russia (SPSL of Russia)

Eldarkhanova Irina Borisovna Chairman of the Board of Directors of Confael Group of Companies

General Director of OOO LUKOIL-INFORM

All of our projects, both those that are already in operation and those that we are planning to implement, are aimed at creating the most efficient and modern information technology environment for the enterprises of the LUKOIL Group

Strategic goal is a set of local tasks that must be solved, and LUKOIL-INFORM is a structure that provides management decisions and provides the required tools for solving these problems to the largest vertically integrated energy company in Russia and in the world, LUKOIL. Andrei Khorobrykh, Director General of OOO LUKOIL-INFORM, talks about the role and place of LUKOIL-INFORM in the business of LUKOIL.

25 years for an IT enterprise is a long time. Andrey Mikhailovich, what goals were set for LUKOIL-INFORM at the first stages of development?

Creation of a society with limited liability"LUKOIL-INFORM" was due to the need for the then young company "LUKOIL" to build automated system a connection that would unite all enterprises geographically located in different regions of the Russian Federation. The company understood that effective management all business segments, timely receipt of reliable information, rapid response can only be ensured with the help of modern telecommunications. It was to solve these problems that LUKOIL-INFORM was formed in 1993. In the first years of the company's operation, a geographically ramified modern telecommunications network was deployed with a center in Moscow, which was called LUKNET, and by 1997 LUKNET covered 35 subjects of the Federation in which LUKOIL Group organizations carried out their activities. Of course, this was a test of capacity, and LUKOIL-INFORM successfully completed the task set by the business.

The debugged sensors - accuracy of indications.

Today, our organization develops, implements and maintains information systems (IS), process and production control systems (APCS), is responsible for ensuring corporate information security, development and operation of the telecommunications infrastructure of the LUKOIL Group.

How have relations with the parent company been built during these years? Did you propose new IT solutions or did LUKOIL set the tone for innovative solutions?

Without the use of modern IT technologies it is impossible to be - and even be called! - a dynamically developing international energy company. LUKOIL-INFORM, in fact, is an integral element of the core business of the LUKOIL Group, concentrating all the necessary IT competencies. LUKOIL-INFORM does not fulfill the tasks of a developer of individual information systems, but implements the company's policy of introducing modern information technologies and creating a unified information space of the LUKOIL Group. The company's plans are very ambitious - huge investments are directed to the development of new fields, to maintaining and increasing production at existing fields, to processing, the sales network of LUKOIL is rapidly developing, industries new to LUKOIL - energy, alternative energy. Virtually no investment project in these business segments can be implemented without the use of production management systems and information technology. Therefore, in all investment programs of the LUKOIL Group, we see all our work as a separate line, we plan it, include it in the business plan and in our own investment program.

Preparing equipment for videoconferencing.

LUKOIL is effectively developing its business, and information Technology- one of the main tools that should ensure this development. We were one of the first in the world to create a system that combined all technologies related to the collection, processing and storage of information, both in terms of telecommunications assets associated with information systems, computers, and in terms of automation projects technological processes enterprises of LUKOIL.

The creation and development of the Integrated Management Systems (IMS) of the LUKOIL Group has led to a single standard and the correct organization of colossal information flows circulating between enterprises engaged in oil production and refining, the sale of petroleum products, power generation, and other activities, and the LUKOIL Corporate Center ". Integrated systems have been implemented in more than 150 organizations of the LUKOIL Group, they are used by about 18,000 employees of the company.

We have built large industrial Data Processing Centers (DPCs), which many companies like LUKOIL still do not have. In April 2017, the company completed the relocation of a backup Russian data center to a site with a TIER III reliability level and combined this process with the renewal of the equipment park, the reorganization of inter-code data transmission channels and the optimization of the placement of computing resources, which made it possible to create a fault-tolerant configuration of Data Processing Centers. The 99.982% reliability level provided by the TIER III certification allows you to carry out preventive maintenance without the need to shut down the data center.

In addition, we took an active part in a new project for the company - improving the management system based on the description and analysis of business processes. This was a new area both for us and for the business, but it was in this project that information technology gave a good effect both in terms of ease of use of such solutions, and in terms of keeping all information up to date.

All of the above, obviously, would not have been possible if the company did not pay due attention to the development of information technology.

And it should be noted especially that all strategic decisions in the field of information technology in the LUKOIL Group are made by the IT Information Committee, which is personally headed by the company's president Vagit Yusufovich Alekperov.

- LUKOIL-INFORM is a network of branches in the regions where the company operates. What tasks do you set for them? How are relations with local customers developing?

Seven branches of LUKOIL-INFORM are located in the main regions where LUKOIL operates. In them, we directly interact with specialists who are responsible for technological and business processes in the Group's organizations. Modern information technologies are used in almost all areas of business, and it is impossible to separate them from business activities. It is absolutely clear to us that the success of creating and effective use information systems depends on the interaction of people who understand information technology, and people who understand the features of business technology or production technology.

Central Dispatch Department of PJSC LUKOIL.

The task of each branch includes planning and implementation of a full range of necessary measures aimed at ensuring accident-free, uninterrupted and uninterrupted technological processes. Great importance we attach to the quality of infrastructure services - this is telephone communication, e-mail, a personal computer with a set of software and telecommunications tools necessary for performing business functions, information security.

Some regions are experimental sites, each in its own way.

Perm is a historical leader in integrated management systems, where specialists are concentrated who have been and are developing systems for oil refining and marketing enterprises. We have a strong team of specialists who provide production planning projects in Nizhny Novgorod, in Kstovo. Services located in Western Siberia, in Komi, in Astrakhan, support complex projects in the field of oil production - the development of gas fields in Yugra and Yamal. We are strengthening our presence in the Astrakhan region, in the Northern Caspian region. There, LUKOIL is now actively developing its offshore projects, construction of coastal facilities is underway. And we understand that for all these projects, timely and high-quality provision of IT services is necessary.

- LUKOIL-INFORM has gone through a serious transformation in recent years. Can we already talk about the effectiveness or advantages of organizing work within the framework of the new model?

I would say not "survived", but "survives". The tasks that were set for the enterprise at the beginning of the reorganization differ in many respects from those that we are solving today. It is possible that at that time they were justified and seemed correct. But time has shown that past decisions should be corrected, and in some issues completely changed.

The process of signing a document with an electronic signature.

Now the whole world is on the verge of digital transformation, processes are changing, life is changing. This is a reality that requires us to completely reconsider our approach to working with a customer.

We have grandiose plans, and we are already taking the first steps in this direction: we have abandoned the uncontested choice of a contractor, and we are seriously engaged in the return of competencies.

We started creating the Engineering and Technical Support and Supervising Service. We are confident that the creation of such a service will multiply the efficiency of project management and help us coordinate and control the work of contractors.

Now in the parent company stage industrial operation passes the Electronic Document Management System. This is an example that demonstrates how information technology leads to a fundamental reorganization of the business process. We convert the entire process of document flow into electronic form, from its creation to approval with an electronic signature. Now the preparation of even a paper document takes 4 hours, and an electronic document management will take 10 minutes; 6 days are spent on the transfer of documents to the counterparty, and in in electronic format- 1 minute. The effects of the introduction of this system are obvious. Next year, we hope that we will start its distribution to all organizations of the LUKOIL Group. In the future, let's move on to electronic document management with external service providers for Group entities.

We have begun to implement another important project in the company: the transition from 2018 to a new tax administration regime - tax control in the tax monitoring regime - “Tax Monitoring. Data mart. The implementation of this project will reduce paperwork and bring LUKOIL to a new level of interaction with tax authorities, will allow to receive public and official recognition as a conscientious and responsible taxpayer, conducting a transparent and reliable business.

All of our projects, both those that are already in operation and those that we are planning to implement, are aimed at creating the most efficient and modern information technology environment for the enterprises of the LUKOIL Group.