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1. Theoretical foundations for developing a company development strategy

1.1 The concept of "strategy and » companies

Despite the variety of different interpretations of the concept of "company strategy", the unity of scientists in the approach to assessing this concept is absent. Until now, there are different approaches and schools. And over time, their number only increases. It seems that this situation is a reflection of the development of the concept of "strategy" in a complex, diverse, rapidly developing world economy.

The company's strategy is a general program of actions that balances the interests of the participants in the corporate process (owners of corporate capital, management, employees of the company, its counterparties and society as a whole) aimed at achieving and implementing the long-term goals of the company. In addition, the company's strategy should include ways to use and develop existing assets and skills, as well as functional plans.

Any strategy has its pros and cons.

1. "Strategy sets the direction."

"+" the main meaning of the strategy is to indicate to the organization a reliable course of development in the existing conditions.

"-" strategic course can obscure potential dangers. Direction matters a lot, but sometimes it's better to slow down in order to change behavior at the right moment.

2. "Strategy coordinates efforts"

"+": the strategy contributes to the coordination of activities. In the absence of a strategy, chaos ensues in an organization.

"-": excessive coordination of efforts leads to the reign of "groupthink", which reduces the ability to notice new opportunities.

3. "Strategy characterizes the organization"

"+": the strategy reflects the nature of the organization, demonstrates its distinctive features.

"-": the definition of an organization through its strategy may be too simplistic.

4. "Strategy provides logic"

"+": strategy of uncertainty and provides order.

"-": any strategy is a simplification that inevitably distorts reality.

The strategies have several distinctive features.

1) The process of developing a strategy does not end with any immediate action. It usually ends with the establishment of general directions, the promotion of which ensures the growth and strengthening of the company's position.

2) The formulated strategy should be used to develop strategic projects using the search method. The role of the strategy in search is to:

* Help focus on specific areas and opportunities;

* Discard all other possibilities as incompatible with the strategy.

3) The need for a strategy disappears as soon as the real course of development will bring the organization to the desired events.

4) In the course of formulating a strategy, it is impossible to foresee all the possibilities that open up when drafting specific activities.

5) Successful use of the strategy is impossible without communication processing.

6) Strategies and benchmarks are different things. The benchmark is the goal that the firm is trying to achieve, and the strategy is a means to achieve the goal. Landmarks are a higher level of decision making. A strategy that is justified under one set of benchmarks will not be justified if the organization's benchmarks change.

7) Finally, strategy and guidelines are interchangeable. Some performance parameters at one moment will serve as guidelines for the company, and at another - will become its strategy.

The company's strategy consists of:

1) Thoughtful targeted actions - the planned strategy;

2) Reactions to unforeseen developments and increased competition - unplanned strategic decisions.

The strategy is necessary to determine the intentions of the company.

Strategic ability refers to the ability of a company to develop and implement strategies that achieve competitive advantage.

The three components of a Chandler strategy.

Strategy is the definition of the main long-term goals and objectives of the organization, the adoption of a course of action and the allocation of resources necessary to achieve these goals.

Three components of the strategy:

1) Definition of the main long-term goals - the relation to logically coherent and achievable strategic goals. No goal - no action.

2) The adoption of a course of action refers to actions aimed at achieving pre-set goals.

3) The allocation of resources is associated with the possible costs that are necessary to achieve the goals. If the activities are not supported by appropriate resources, then the goal will not be achieved.

Strategy is the overall management plan for a diversified company. the strategy applies to the entire company, covers all areas of activity in which it is engaged.

It consists of the actions taken to establish one's position in various industries and the approaches used to manage the affairs of the company.

Strategy development involves four types of actions:

1) actions to achieve diversification, i.e. definition of the scope of activity, in particular, in which industries the company will operate and how: by opening a new company or acquiring an existing one;

2) steps to improve overall performance in industries where the firm is already operating;

3) finding ways to obtain a synergistic effect among related business units and turning it into a competitive advantage. This means that a company, by expanding its activities in a business with similar technologies, a similar nature of work and distribution channels, the same purchasing or other similar conditions, achieves an advantage over a company that switches to a completely new activity for it in unrelated industries;

4) creation of investment priorities and transfer of the corporation's resources to the most promising industries.

The strategy is created by senior managers. They have the primary responsibility for reviewing messages and recommendations from lower-level managers.

1.2 Principles and stages of development company strategy

When developing a business strategy, one should, first of all, focus on the experience accumulated by other enterprises, formalized in standard strategies. Depending on the industry, there can be from 3 to 20 options for such typical strategies. At the stage of strategy formation, the goals and philosophy of the enterprise are justified, as well as the rules, procedures, concept and models by which these goals will be achieved. The criteria for the optimality of each local goal to the overall strategic goal of the business evaluates all considered options for action from certain positions. Thus, the optimality criterion for a strategic business goal is a vector consisting of local criteria. The presence of criterion vectors is another problem in decision making and strategy development in general.

As a result, we have:

the problem of formalizing qualitative criteria;

vector optimization problem;

normalization of criteria, reduction to one dimension.

At the same time, the choice of business strategy is characterized by other difficulties related to the choice itself.

In the presence of a plurality of goals that must be achieved when implementing individual strategies, the best solution to the problem may be to use the approach of matrix models.

In our opinion, to substantiate the optimal model for choosing a strategy for ensuring business success, it is necessary to use the computational procedures of cluster analysis. Cluster analysis is a multidimensional statistical procedure that collects data containing information about a sample of objects and arranges objects into relatively homogeneous cluster groups. The result of applying cluster analysis is to identify links in the selected sample. Thus, the development of a business strategy is conditioned by the need to systematize the main tasks of the enterprise, which must be formed for the long term, be linked in terms of resources and time, effectively combine and complement each other in terms of functional units.

As the main stages in the formation of a sustainable development strategy for a corporation, the following are distinguished in the work: the development of the strategy itself; implementation; the control. The content of the complex of works on the development and implementation of an industrial enterprise development strategy is conditionally grouped into the following large blocks:

analysis of the investment attractiveness of the industry. Development of a scenario forecast for the development of the industry. Forecast of changes in the conjuncture of supply and demand in domestic and foreign markets;

assessment of the corporation's competitive position in the industry (business strength);

evaluation of strategic alternatives;

shaping the image of the future corporation.

Development of strategic goals and objectives;

a set of works to implement the strategy.

The presented stages are closely interconnected with each other and therefore can be based on common methodological and scientific approaches for their implementation. This is especially evident when developing a competitive strategy for the sustainable development of an enterprise.

As a tool for developing a strategy for sustainable development of a corporation, the paper proposes to use a system of economic diagnostics. In the concept of economic diagnostics, it is advisable to include not only qualitative and quantitative, but also guiding aspects. By this, we mean the tasks that experts face when conducting a comprehensive economic diagnostics. At the same time, in practice, in our opinion, it is advisable to distinguish between global diagnostics, functional diagnostics and express diagnostics. Such a division is due to the difference in the tasks set for the assessment and the difference in the strategic decisions made on the basis of the analysis. Thus, in relation to an industrial corporation, the system of economic diagnostics is the interconnection of subsystems that include elements of evaluation as separate managerial and production functions, and the work of the enterprise as a whole, including its interaction with external information space(Fig. 1).

In this regard, diagnostics of a corporation, and, moreover, economic diagnostics, in our opinion, should be focused on: identifying dysfunctions and difficulties that hinder the development of an economic entity; identification of internal and external causes that worsen the activity of the enterprise, their study; development of a program of actions related to the restoration of functions and restructuring of the enterprise; putting into practice at a new qualitative level the decisions made in the form of developed plans for current, medium-term and long-term development economic activity enterprises and control over their implementation.

Rice. 1. Elements of the system of economic diagnostics of an industrial corporation

We offer as basic stages, phases and constituent parts economic diagnostics of the enterprise consider the following. Stages - analysis of external and internal factors; phases - financial and economic analysis, functional diagnostics and strategic diagnostics; components - components of phases, for example, for functional diagnostics - marketing, production, supply, personnel, etc. On fig. 2 the scheme of phases and components of the model of complex diagnostics of the enterprise activity is proposed.

Stage 1 "Research"

Stage 2 "Analysis"

Stage 3 "Synthesis"

Rice. 2. Model of complex diagnostics of corporation activity

In this regard, functional diagnostics, in our opinion, is a retrospective (based on past activities), operational (current state) and prospective (development forecast) systematic study of the economic activity of an enterprise in order to develop its economic policy (development strategy). At the same time, as the main goal of functional diagnostics, we single out the identification of the most significant problems and priorities of economic activity and the development of a program of short-term and long-term measures to improve the efficiency and financial performance of the enterprise. One of the features of functional diagnostics is its sequence.

It is advisable to distinguish the following stages: identifying the mission of the enterprise, analyzing the results, evaluating the policy and strategy, means and organization of a particular function, studying methods of management and control, as well as current activities. As a result, the result of a comprehensive functional diagnostics of the enterprise's activities is the development of measures to develop the management system and financial recovery of the company, increase the profitability of management, as well as improve the manageability of the company and its market attractiveness. The last provision is very significant, as it reflects the commercial value of functional diagnostics, its direct relationship with the growth financial results firms. Functional diagnostics should be carried out either by the planning and analytical services of the enterprise itself, or by involving third-party consultants, which, as a rule, guarantees a greater degree of objectivity of the results due to the independence of analysts.

Accordingly, at the first stage of the study, the general dynamics of the system development should be recorded (for an enterprise, this is the dynamics of financial results, balance sheet, the value equity etc.), at the second stage it is advisable to carry out analysis (separation of the object of study into components and a detailed autonomous study of these parts), and at the third stage - synthesis (i.e., the study of the internal functional connection of these parts). For the enterprise, the third stage of the study is the synthesis of the identified development goals for certain aspects of economic activity in order to form an integrated balanced strategy for the enterprise. Neglecting the third stage can lead to a dead end in the final results of diagnostics, since the internal connection of the system is often contradictory (i.e., the conclusions arising from the results of the analysis often do not fit with each other, so it is necessary to find a reasonable balance between them).

The implementation of this approach, based on analysis and subsequent synthesis, makes it possible to adequately assess the existing management system and financial position enterprises and formulate proposals that ensure the maximum growth of its financial results. So, for example, this approach allows solving the problems of "docking" various aspects of the enterprise's activities, which are acute for almost any large or medium-sized enterprise.

2. Analysis of the company's strategy and development prospects

2.1 Ra strategy h developments in the gas industry

The forecast of demand for natural gas in the domestic market was made using an integrated approach that takes into account, on the one hand, forecast estimates of social economic development the country as a whole and the main sectors of the national economy, on the other hand, programs for the development of Russian regions and the main fuel and energy consuming enterprises and organizations operating in the region. The assessment of the prospective level of demand for natural gas in the Russian Federation based on the forecasts of the country's socio-economic development is based on the following macroeconomic parameters of the prospective development of the Russian economy, which determine the need for fuel and energy resources.

Table 1. Macroeconomic indicators for assessing the range of demand for natural gas in Russia

The total volume of gas supplies for the production and operational needs of Russian consumers in accordance with the forecasts made is presented in Table 2.

Table 2. Range of forecast volumes of gas consumption in the Russian Federation for the period up to 2030

The projected growth in gas supplies to Russian consumers until 2030 is driven mainly by an increase in gas use in industries due to an increase in industrial production.

The implementation of the Program for the Gasification of Russian Regions will contribute to an increase in the use of gas by the domestic sector and the population.

The predictive assessment of the levels of demand for gas in industry and the electric power industry was made on the basis of indicators developed by the Russian Ministry of Industry and Energy of the strategies for the development of key industries in Russia for the period up to 2015 (chemical and petrochemical, light, timber, pulp and paper and woodworking industries, metallurgical and machine-building complexes) and the General Scheme for the Location of Electric Power Facilities for the period up to 2020, regional development programs and major investment projects involving the use of gas.

In general, the increase in gas supplies to industrial consumers in 2030 will be 20-50% compared to 2007.

According to forecasts, the increase in gas use at electric power facilities will be about 18% compared to the level of 2007, which corresponds to the indicators of the basic version of the General Scheme for the Location of Electricity Facilities.

The forecast estimate of gas supplies to regions that are currently not connected to the Unified Gas Supply System of Russia corresponds to the indicators approved by Order No. 340 of the Ministry of Industry and Energy of Russia dated 03.09.2007 of the Program for the Creation in Eastern Siberia and the Far East unified system production, transportation of gas and gas supply, taking into account the possible export of gas to the markets of China and other Asia-Pacific countries.

Changes in the gas market, an increase in the level of gas prices, combined with the diversification of the structure of the economy, and the transition to a new technological base for production will have a significant impact on the rationalization of fuel consumption and, as a result, will make it possible to overcome the trend of gas dominance in the fuel balance of Russia. In accordance with the calculations of the ERI RAS to determine the volume of internal total energy consumption and gas consumption forecasts, carried out on the instructions of the Ministry of Economic Development and Trade of the Russian Federation as part of the development new edition The Energy Strategy of Russia for the period up to 2030, the share of gas in the structure of consumption of fuel and energy resources will decrease to 45% by 2030. The phenomenon of an emerging competitive environment is taking place in the Russian gas market, while none of the emerging firms is yet able to really compete with OAO Gazprom for foreign markets. In 2001-2009 the share of gas produced by established oil companies was insignificant compared to that produced by OAO Gazprom, but the role of independent gas suppliers and oil companies is increasing. It should be noted that in 2005 one oil company (Rosneft) produced gas, in 2007 there were five such companies (Surgutneftegaz, Lukoil, Sidanko, Yukos, Rosneft).

The Russian economy has a number of features that determine the originality of the national energy complex. Among them we include:

1) a decrease in the population with a deterioration in its quality characteristics, a decrease in the working-age population, an increase in the number of pensioners per one able-bodied person, the preservation of a high level of women's employment in the economy;

2) a large territory of the country, which leads to the construction of long transport and energy communications with limited reservation of their capacity, while hydrocarbon consumption centers are remote from energy bases;

Rice. 4. Gas production in the Russian Federation in 2009

3) high costs for maintenance and maintenance of morally and physically obsolete technologies and equipment, including energy;

4) a significant shortage of investment resources that hinder the development of the national economy in general and the energy complex in particular;

5) disparity in prices for fuel and energy, which differ significantly from the price structure of the world market, the possibility of provoking internal social tension if the provision of energy and its prices are not linked to the growth of incomes of the population, the lack of a clear pricing policy that limits the introduction of energy-saving measures;

6) preservation of the inefficient technical and technological structure of the energy complex, formed in a quasi-market economic environment.

These features require Russian energy when entering foreign markets, taking into account national foreign economic priorities related to the key goals of the development of the domestic economy in the near future. In our opinion, these include:

1) basing the socio-economic development of the country on its own energy resources and awareness of the growing demand for them in the domestic market when determining the export of energy resources in the balance of payments of the national economy;

2) focus on the electrification of production, the service sector and the household sector as a factor in maximizing labor productivity, overcoming the deficit labor resources and improving the living standards of the population, which will lead in the long term to import substitution of energy-intensive products and services;

3) maintaining the optimal share of exports of energy resources to finance the national economy, its energy complex and servicing external debt with a gradual change in the structure of exports in favor of innovative technologies, products and services;

4) maintaining the priority of fossil fuels in the energy balance of the country when introducing innovative technologies for the processing of coal and hydrocarbon fuels - oil and gas, with the subsequent export of processed products;

5) increasing the role of carbon-free technologies (nuclear energy and renewable energy sources) in the country's energy balance and gradual transition to these technologies;

6) prolongation of priorities for the use of environmentally friendly final types of energy in the foreign economic and domestic economic policy of the country and an increase in the role of the environmental factor in the choice of energy supply systems;

7) ensuring intensive energy saving when implementing an innovative way of developing the national economy and exporting high-quality energy saving products to the world market;

8) creating a favorable investment climate in the Russian gas sector using international instruments project finance to solve global energy problems.

Under the conditions of the global economic crisis, the strategy needs to be adjusted foreign economic activity Gazprom". On fig. Figure 5 schematically shows the impact of the global economic crisis on gas exports from Russia.

When developing a strategy for the development of the gas cluster of the national economy of the Russian Federation, it should be taken into account that its key feature is the uneven distribution of production sites. This allocation has developed historically. So, in 1985-1991. 18 enterprises were engaged in gas production in Russia, but Urengoygazprom, Yamburggazprom, Nadymgazprom and Turkmengazprom accounted for the bulk of production. The joint share of these enterprises in total production natural gas increased from 71% in 1985 to 81% in 1991

We believe that the artificial introduction of competition into the market environment of the gas industry through the division of OAO Gazprom into competing structures will lead to negative consequences. At the enterprises "Urengoygazprom", "Yamburggazprom" and "Nadymgazprom" with high volumes production is saved relatively low level cost of gas and enough high performance labor, which, in combination with an extensive network of main gas pipelines that allow transporting gas from Western Siberia and the Far North to any region of Russia and far abroad, makes it impossible to compete with these enterprises.

2.2 Analysis JSC strategies " Gazprom "

The Company's 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.

In order to demonstrate to what extent the Company's strategy meets the objectives of sustainable development, it is necessary to understand what the stated leadership formula includes, how the interests of the main stakeholders are taken into account in the Company's strategy.

Gazprom organizes its activities in such a way as to meet the energy needs of the economy of Russia and foreign countries and to make the most of the opportunities that open up in the international energy markets.

In determining its strategic goal, Gazprom is guided by global trends: the energy needs of the world's population will grow as the world's gross domestic product grows. Temporary reduction in energy consumption in 2008-2009 due to financial crisis and a slowdown in industrial growth, has not changed the obvious pattern - world energy consumption will increase.

Under leadership in the global energy sector, Gazprom means not only the highest indicators of production and innovation activities. The company expands the concept of leadership to include the ability to respond faster than others and with a guarantee of a positive result in any scenario to the pressing issues of modern energy.

Today, the international community is faced with the need to solve the problem of how to provide energy to the population of the Earth with the least damage to the environment and future generations. Offering its answer, Gazprom stands on realistic, rational positions and proceeds from the conviction that in the 21st century. fossil fuels will continue to dominate the global energy mix. At the same time, natural gas will remain the most preferred component of the "energy basket" in the present and in the near future.

There are objective reasons for such a conclusion:

- gas is the safest form of hydrocarbon raw materials from an environmental point of view;

- gas reserves are significant, so it can meet the needs of the world's population in the implementation of any scenarios for the development of the energy industry;

- Significant time and investment will be required for renewable and non-traditional energy sources to become a real alternative to hydrocarbon fuels;

- the development of technologies for the production and transportation of gas (including in the form of liquefied natural gas (LNG)), as well as the emergence of new products based on natural gas, such as synthetic liquid fuels, contribute to the fact that gas finds a mass consumer in any region of the globe , the gas market has become global.

In the concept of leadership, Gazprom also invests the task of occupying and maintaining such positions in international market which will allow developing the potential of the Company itself, using the opportunities that open up in connection with the emergence of new technologies. Gazprom is one of the largest innovative companies in the global energy sector and aims to constantly improve its technological level.

Thus, the strategic task of achieving leadership has several aspects.

geographical aspect.

This is a course towards maintaining a share in the traditional European market, provided that the necessary profitability of sales is ensured, as well as expanding participation in foreign projects and developing activities in new markets.

resource aspect. Maintain inventory levels sufficient to meet all contractual obligations.

Technological aspect. Activities to create the prerequisites for a rapid transition to new technologies in each of the links in the technological chain in the event that irrefutable arguments appear in favor of the need and justification for such innovations.

organizational aspect. Improvement of activity management and development of interaction with stakeholders.

Ecological and social aspects. Development of the Company's business, taking into account the need to respect the environment and participation in the socio-economic development of the regions of presence.

Balanced decisions are a requirement that Gazprom's management makes of itself. In a business in which the decisions of today determine the development for many years to come, it is impossible to take hasty steps that have not been tested by practice and scientifically based calculations. Gazprom is guided by considerations close to the main goal of sustainable development - to meet the needs of the current generation without harming future generations.

The main expectations of the Company's stakeholders are still related to the gas business. This is primarily due to the fact that Gazprom is the main gas producer in Russia and occupies a prominent place in world production. In this regard, OAO Gazprom sees its mission in reliable, efficient and balanced supply of consumers with natural gas, other types of energy resources and products of their processing.

The mission is facilitated by hydrocarbon reserves, the development rights of which belong to Gazprom, and the presence of a gas transmission system. Gazprom considers its activities to develop the resource base and transport system, including participation in the implementation of international projects for the transportation of natural gas along the bottom of the Baltic and Black Seas, as its contribution to strengthening guarantees for the supply of energy resources to European states.

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 valuable and innovative products.

In accordance with the Strategy for the development of gas chemical and gas processing complexes.

Gazprom plans to increase the degree of extraction and efficient use of valuable components of the extracted raw materials, as well as to expand the range of products. These plans also correspond to the priority tasks of the development of the national economy. Thus, at its core, the Company's strategy is aimed at developing the gas business and achieving sustainable development goals, such as ensuring the availability of energy resources for consumers and the reliability of their supplies, as well as the rational use of natural resources and the development of new products based on them.

At all stages of its history, Gazprom has played a key role in the implementation of the state energy policy. From the moment of corporatization, the Company began to perceive corporate interests and the interests of the state, taking into account the fact that it had new stakeholders in the form of shareholders and investors not associated with the state.

At the same time, the commonality of the mission to ensure the energy stability of the country was preserved. Therefore, the Company pursues a policy of close cooperation and interaction with the state, which is one of its main stakeholders.

In its strategy, Gazprom takes into account the goals set in the Energy Strategy of Russia for the period up to 2030. The Company took part in the development of this document. Gazprom's proposals were included in the Consolidated Action Plan of the State Energy Policy in terms of:

- optimization of the fuel and energy balance;

- diversification of export energy markets;

- diversification of the export structure, including proposals to increase the share of LNG in gas exports.

In accordance with this, the long-term plans of the Company are focused on solving the following tasks:

- formation of new centers for production and processing of hydrocarbon raw materials in the eastern regions of the country;

- development of the hydrocarbon potential of the continental shelf of the Arctic seas and the northern territories of Russia;

- development and territorial diversification of energy infrastructure;

- development of non-fuel energy;

- energy saving.

The company uses a modern approach to strategy implementation based on a planning system using strategic targets (STs).

In the course of strategic planning, the tasks of investment, financial and operational activities are integrated. The instrument of this integration is the strategic financial and economic model of the Company, which ensures the formation of its Development Program for 10 years. In the budgeting system, plans are detailed for a period of one to three years, which makes it possible to ensure a balance of budget indicators and orient them towards the achievement of the Company's strategic goals.

A number of STPs of the first and second levels correspond to the tasks that are directly related to the goals of sustainable development, namely:

- indicators reflecting the effectiveness of energy saving and resource saving measures (reserve replacement ratio, specific technological losses);

- environmental indicators (level of emissions of pollutants and greenhouse gases);

- indicators characterizing the level of industrial safety (frequency of accidents and accidents);

- socially significant indicators (data on employee training).

The first level SPCs are approved by the Board of Directors. Achievement of the goals set on the basis of the SPM is taken into account when evaluating the activities of the top management and heads of the Company's structural divisions.

Management of financial resources and investments is carried out in order to maintain the stability of the Company and its ability to implement the development strategy.

The crisis phenomena in the global financial markets have become a test of strength, proving the Company's ability to make prompt decisions, thanks to which the activity continues to achieve its goals.

In 2008, the Board of Directors of OAO Gazprom approved the main principles of the anti-crisis financial strategy, making timely changes to some of the performance parameters.

In 2009 OAO Gazprom's anti-crisis financial strategy included the following elements:

- multi-variant budget;

- operational adjustment of the investment program, which made it possible to concentrate financial resources on the most significant projects;

- reduction of administrative expenses;

- mobilization of internal financial resources and reduction of external borrowings;

- management of receivables, working capital and debt;

- sale of non-core assets and optimization of the asset management structure;

- financial risk management.

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31. Popov S.A. Strategic management: 17-module program for managers "Management of the development of the organization." Module 4. - M.: "INFRA-M", 1999. - S. 202.

32. Forecast of the development of gas supply in Europe and Turkey based on an analysis of the state of the basic infrastructure, resource endowment and trends in gas demand / Research report - M .: OOO "NIIgazekonomika", 2003.

33. Prokoshin M.S. Development Strategy of the Bank of Russia (Legal Aspect) // Law and Management. XXI Century. - 2008. - No. 1.

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

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

Improving the efficiency of core activities;

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

Increase in capitalization and corporate rating;

Compliance with the interests of all shareholders of the Company;

Improvements corporate governance;

Increasing the "transparency" of financial and economic activities;

Personal responsibility of managers for making managerial decisions;

Minimization of the negative technogenic impact on natural environment.

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

The priority area of ​​the Company's activity will also be the development of gas resources in Eastern Siberia, Far East, the water areas of the Ob and Taz bays, the Shtokman field, the potential of which makes it possible to form a number of large gas production centers.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

In June 2007, on the basis of the Agreement on strategic alliance, OAO Gazprom and ENI signed a Memorandum of Understanding to study the feasibility and evaluate the effectiveness of the South Stream project. To implement the project in January 2008, the parties established a company on a parity basis special purpose South Stream AG.

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

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

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

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

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

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

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

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

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

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

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

Perspective plans The companies envisage the development of underground gas storage in Russia. The main development goals are:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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 creates 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. Formation in full swing Yakut center gas production with huge gas reserves.

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 one more route - the "western" one - is being worked out. Made timely important steps 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, oil fields - new variety, which was named Arctic Oil, was first put on the world market.

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 domestic market, including its own purchase 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 supply of gas to the Russian market.

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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 authorized capital 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. Total population personnel of the Gazprom Group - about 400 thousand people.

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

"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?

The diversification of the company's activities is understood as the expansion of the directions of its production activity and composition final products, striving for new markets and developing 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. Currently completed development project documentation the first stage.

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

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

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

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

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

In October 2011, Gazprom and the state-owned Petroleos de Venezuela S.A. (PdVSA) signed a Memorandum of Understanding to 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), N. V. Nederlandse Gasunie and GDF SUEZ (by 9%).

The South Stream transnational gas pipeline project 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. Besides, potential participants projects are Montenegro and Republika Srpska. A decision was made to develop feasibility studies for the construction of gas pipelines to these countries.

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

JSC "Gazprom" signed bilateral agreements on cooperation in the implementation of the project with authorized national companies these countries and established joint project companies to carry out design work, subsequent construction and operation of the gas pipeline on the territory of the relevant 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 according to the principle of vertical integration. The company processes more than 80% of the produced oil, demonstrating the optimal ratio of production and processing.

Gazprom Neft's products are sold both in Russia and abroad through an extensive network of its own marketing enterprises. As of the end of 2011, the company's network of operating filling stations (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 value reserves 299.2 billion USD

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

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

In addition to fuel extraction and processing, Gazprom is a socially responsible company. From year to year, the company increases its participation in projects aimed at strengthening the social support of the population, creating new jobs, providing assistance to the low-income and needy, military personnel, veterans and disabled people of the Great Patriotic War, implementing social support programs for the peoples of the Far North, investing in the construction of industrial and social infrastructure facilities 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 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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The central office of OAO Gazprom is located at: st. Nametkina, 16, Moscow, GSP-7, 117997

Telephone: +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 Asia-Pacific countries 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%, with 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. Construction was completed in September 2011 main gas pipeline"Sakhalin - Khabarovsk - Vladivostok" - the first interregional gas transmission system in the East of Russia.

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 MIPC, the Gazprom Group became largest producer 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 social oriented project JSC "Gazprom" is a program of gasification of the regions of the Russian Federation. 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 locality 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 by 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.