Introduction………………………………………………………………………………......3

I. Analysis of the development of the Russian oil market…….…………………………...5

1.1. Oil production dynamics and consumption analysis……………...……….....5

1.2. Investment activities in the oil industry………………………9

II. Problems and prospects for the development of the oil complex of the Russian Federation…………...12

2.1.Problems oil industry in the Russian Federation……………………………………………………12

2.2.Prospects for the development of the oil industry of the Russian Federation…………………......……...19

Conclusion………………………………………………………………………………….32

References……………………………………………………………34

Introduction

Currently, the oil sector of the Russian fuel and energy complex is one of the most sustainable production complexes Russian economy.

The oil complex today provides a significant contribution to the formation of a positive trade balance and tax revenues to budgets of all levels. This contribution is significantly higher than the complex’s share in industrial production. It accounts for more than 16% of Russia's produced GDP, a quarter of tax and customs revenues to budgets of all levels, as well as more than a third of foreign exchange earnings coming to Russia.

Such high indicators are associated with the significant resource and production potential of the oil industry. About 13% of proven oil reserves are concentrated in the depths of Russia. These resources are located mainly on land (approximately 3/4). Approximately 60% of oil resources are located in the Urals and Siberia regions, which creates potential export opportunities in both western and eastern directions. The country's economy consumes only less than a third of the oil produced (including its refined products).

Oil production in the country is carried out by more than 240 oil and gas producing organizations, with 11 oil producing holdings, including OJSC Gazprom, providing more than 90% of the total production volume.

Thus, the oil industry plays a huge role in the Russian economy and is always a hot topic. The strategic goal of the development of the oil industry is a smooth and gradual increase in production with stabilization of its level for the long term.

NK Yukos is the leader in oil production among Russian companies, one of the main oil exporters and, undoubtedly, plays a significant role in the development of the oil complex of the Russian Federation.

The purpose of the work is to review and analyze the state of the Russian oil industry.

I. Analysis of the development of the Russian oil market.

1.1. Consumption analysis and dynamics of oil production

Oil production in the country is carried out by more than 240 oil and gas producing organizations. 11 oil producing holdings provide more than 95% of total production. The main production regions are the Western Siberian fields discovered in the 1960s and 1970s, which account for 68.1% of total annual production. The country's second largest oil production region, the Volga-Ural region, is in the late stage of developing productive fields and is characterized by declining production, which will begin to decline in the next few years.

The oil refining segment is underdeveloped. During the entire existence of democratic Russia, not a single oil refinery (ORP) was built on its territory. The wear rate of domestic refineries is 65%, and utilization is less than 80%. Only Lukoil’s capacity utilization rate is close to 95%, and the Kirishi Oil Refinery, owned by Surgutneftegaz, is operating at capacity with almost 100% utilization.

Among Russian commodity giants, LUKOIL traditionally occupies the leading position in terms of oil and gas production volumes. Last year, the company produced 76.9 million tons (563 million barrels) of oil and gas equivalent, which is 10% more than its closest competitor, YUKOS (69.3 million tons), and this does not take into account the foreign divisions of LUKOIL, whose production amounted to 2.9 million tons. This is followed by Surgutneftegaz (49.2 million tons), Tatneft (24.6 million tons), TNK (37.5 million tons) and Sibneft with production of 26.3 million tons. State-owned Rosneft, with production of 16.1 million tons, ranks only eighth, behind SIDANCO (16.2 million tons). In total, the Big Eight of Russia's largest oil companies account for 83% of oil and gas equivalent production.

Today in Russia there are three types of large oil companies. The former are an integral part and in many ways the basis of financial and industrial groups. These include YUKOS, TNK, SIDANKO, Sibneft. These oil companies are managed by people from the financial and banking environment. Accordingly, their strategy is focused primarily on financial results.

The second type includes companies headed by managers raised and trained by the oil and gas industry. First of all, these are LUKOIL and Surgutneftegaz. In their activities, these corporations are guided by industry priorities: increasing the efficiency of oil production and well use, resource conservation, and social protection of workers.

Finally, the third group of companies includes those in whose management the state continues to play an important role, represented by central (100% state-owned Rosneft) or regional (Tatneft and Bashneft) authorities. According to experts, these representatives of the oil industry are far inferior to the first two types of vertically integrated oil companies both in terms of financial efficiency and industry indicators.

The three indicated types of companies differ from each other primarily in their approach to the use of subsoil. If YUKOS and Sibneft, focused on maximum production efficiency, try to work only on wells with maximum flow rate and, accordingly, with the highest return on investment, then LUKOIL and Surgutneftegaz continue to operate wells, even if the production yield becomes low.

It is known that over the last 10 years, the Russian oil industry has demonstrated the achievement of undeniably fantastic results that were unexpected for the whole world. During this period, the production of liquid hydrocarbons (oil + condensate) increased from 305.3 million tons (1999) to a maximum of 491.3 million tons (2007), or 1.6 times with an increase in production drilling volumes from 5.988 million m to 13.761 million m/year. By the end of 2007, the operating stock was increased to 157.1 thousand wells, of which 131.3 thousand wells were operating; the non-operating stock included 25.8 thousand wells, or 16.4% of the operating stock.

As of September 1, 2008, there were 158.3 thousand wells in the operating stock of the oil industry of the Russian Federation, of which 133.5 thousand wells were operating (or 84.3%), and 24.8 thousand wells were in non-operating stock. Average daily oil production in August 2008 was at the level of 1341.8 thousand tons/day, the average for January-August 2008 was 1332.9 thousand tons/day.

For 8 months of 2008, the footage of production drilling amounted to 9.9 million m, the commissioning of new wells was 3593. Expected drilling for the year will obviously exceed 14.5 million m, and the commissioning of new wells may reach ~ 5.4 thousand .PC.

Thus, the pre-crisis situation in the oil industry of the Russian Federation was quite stable and characterized by good results.

Let us note that 2007 turned out to be the second year in history with the maximum, “peak” (491.3 million tons) oil production, since in 2008 (according to the author’s preliminary estimate) it decreased to 488 million tons or ~ by 0.7%.

For 2007 – 2008 approximately the same number of meters of rock were drilled as in the previous 3 years (2004 – 2006). However, due to this, there was no increase in oil production at all in 2008, since all significant production from new wells went to compensate for the decline in the carryover well stock due to its accelerated water cut. It can be stated with confidence that by 2008, all any significant reserves for increasing oil production under the old fund had already been used.

In 2008 488 million tons of oil were produced in Russia, which is 0.7% less than in 2007.

Gas consumption in Russia in January-May 2009 amounted to 202.4 billion cubic meters. m of gas (decrease by 7% compared to January-May 2008), including the Unified Energy System of Russia - 69 billion cubic meters. m (decrease by 6.4%).

Oil production in Russia in January-February 2009 decreased by 2.1% compared to the same period in 2008. and amounted to 78.46 million tons (9.78 million barrels per day).

In February, oil production in Russia fell by 9.4% compared to January of this year. - up to 37.14 million tons.

A group of enterprises located in Bashkiria. Includes Bashneft with an annual production of 11.5 million tons of oil per year, four refineries with a total processing capacity of more than 20 million tons of oil per year, Bashkirnefteprodukt (a network of 317 gas stations). OJSC Sistema-Invest (65% controlled by AFK Sistema) acquired blocking stakes in these companies in 2005 for $600 million. In November 2008, Sistema received the rights to manage funds that own controlling stakes in BashTEK enterprises. In April 2009, the company bought shares from these funds for $2 billion.

1.2 Investment activities in the oil industry

The investment attractiveness of Russian oil companies is determined primarily by world oil prices. If they are at high levels, then corporations will be able to show good profits and pay large dividends to shareholders. If oil prices go down, the situation may change radically, and then the shares of oil companies will become the first contenders to become market outsiders.

However, today most experts predict quite favorable price dynamics for Russia on world energy markets. According to analyst consensus, oil prices this year will not go beyond the price range of $22-25 per barrel. This level allows us to count on the fact that oil workers will have enough funds to prepare for a possible decline in oil prices next year.

As market participants say, in order for oil producers not to have problems with investment resources for their own development, prices for raw materials must remain above $16 per barrel. A reduction to this level, of course, will also not mean “instant death” of the industry; it’s just that investments in exploration and development of new fields will have to be cut back, and acquisitions may have to be postponed altogether.

Oil company shares were initially market leaders. Neftyanka is superior to other sectors in both capitalization and liquidity. This situation is explained by the exceptional importance of this industry for the country's economy and the emergence of giant oil companies that are larger than any other Russian company.

The drop in black gold prices by a quarter since the end of August has reduced the investment attractiveness of Russian oil companies. The financial results of the last quarters will not be as brilliant as at the beginning of the year. But oil shares are still of interest to investors.

LUKOIL remains a favorite due to its loyalty to the state and high level of transparency and corporate governance: 9 out of 11 investment companies recommend his securities for purchase. After good results for the second quarter, the issuer presented its “accelerated growth” strategy until 2016, which was positively assessed by experts. However, the plan is based on a very optimistic forecast for oil prices. Ambitious plans include strengthening its position in the global market and increasing capitalization by 2-3 times, up to $150-200 billion.

The overall investment deficit in the oil industry of the Russian Federation in 2009 exceeded 200 billion rubles.

The year 2008 was marked in the oil industry by the process of consolidation of manufacturers of oil and gas equipment, the creation of a committee for standardization in the oil and gas complex, and a major project in the petrochemical industry.

The investment deficit in 2010 may reach 500-600 billion rubles.

There is no growth in investment over a five-year period. According to the five-year plan, which provides for the drilling of more than 30 thousand wells, solving the problem of utilization of more than 60 billion cubic meters of associated gas, the construction of installations for primary oil processing of 60 million tons and secondary processing of more than 140 million tons, the volume of investments should be 7. 6 trillion rubles This plan already has a deficit of 2.8 trillion. rubles This does not take into account the costs of shelf development and implementation of projects in new markets.”

In 2009, investments in oil refining in Russia decreased by 32 billion rubles, and in 2009-2011 they may decrease by 224 billion rubles.

In 2008, tax revenues to the Russian budget from the oil industry amounted to 4.4 trillion. rubles, additional budget revenues - another 0.5 trillion. rubles

The industry is the largest taxpayer, providing about 43% of budget revenues. The production volume achieved in 2008 allowed for record revenues to the budget in the amount of 4.4 trillion rubles.

The oil industry has a large multiplier effect and has a strong influence on the development of other sectors of the Russian economy. In this regard, increasing investment activity in the industry is the best anti-crisis measure.

II. Problems and prospects for the development of the oil complex of the Russian Federation

2.1. Problems of the oil industry in the Russian Federation

Factors influencing the domestic market.

An important factor influencing the state of the domestic market of the Russian Federation, as shown by statistics of market observations over many years, has become a factor that, for convenience, can be called: “the level of world prices for crude oil.” Weighted average values ​​are calculated through oil exchanges, and the high price of oil “pulls” up the prices of its refined products, primarily fuel oil and diesel fuel (half of the produced volume of which is exported from Russia). The system works as follows: with a sharp increase in prices for petroleum products and oil Russian companies they strive to “pour” more oil and oil products for export (whoever has them), while the needs of the domestic market are not taken into account, then the price of oil rises on the domestic market (there is less of it), expensive oil is “brought in” for processing (outgoing oil products also increased in price), exported volumes of petroleum products expose the market and the situation leads to rising prices. Analyzing fluctuations in world oil prices over the year, government decisions to regulate customs duties and the dynamics of domestic market price indices, the center’s specialists identified an obvious correlation between them. Moreover, the time lag for a sharp rise or fall in oil prices usually ranges from 10 to 14 days. The domestic market for petroleum products itself is not growing at a rapid pace; the only encouraging thing is the increase in the fleet of private cars, which in large cities leads to growth in the retail sales sector of fuel and lubricants. However, the competitiveness of Russian oil products on the European market is questionable.

Service crisis

Oil production in 2009 remained approximately at the level of last year, and gas production may decrease by 2.9 - 6.5%.

The oilfield services market is determined by the capital investment programs of oil companies, determined primarily by oil prices. Despite the price increase that occurred in the spring, most experts predict the average annual price to be around $50 per barrel. Therefore, only those oil companies that have their own oil refining and marketing of their oil products can afford more or less significant capital investments.

The two-fold reduction in the oilfield services market predicted at the beginning of the year appears to have been avoided, but a sharp reduction in demand from small oil companies, which previously provided up to 15% of the market, will have an impact.

Oil companies will have to pursue projects that are cheaper to continue than to stop. Customers often refuse already contracted work. Many have increased payment terms for work performed by 1.5 - 2 times, which is a destructive factor for service companies. Already in the fall of 2008, representatives of service companies claimed that customers were urgently asking to reduce prices for work - by an average of 10 - 20% (sometimes it reached 30%). However, the service company will prefer to conclude at least some contracts. This will, of course, reduce the company's current economic viability and seriously hinder its ability to enter the market in the future.

At the end of the year, significant reductions occurred among works aimed at long-term development. This applies to seismic and exploration drilling. A number of oil companies not only reduced their seismic research program, but also refused contracts. The decline in physical volumes of the seismic market in 2009 is estimated at 20–25%. Some oil companies have received applications from Rosnedra with a request to suspend the implementation of license agreements regarding survey and exploration work. Similar problems arose not only in small companies, but also in large ones, for example, Tatneft.

Exploration drilling volumes have been reduced by almost half. Considering the state’s position on the issue of replenishing reserves, we should expect some stabilization of the situation in this segment, or even some improvement due to government orders.

Contrary to most forecasts, the development drilling market declined slightly at the beginning of the year. He was supported mainly by two companies - Rosneft and Surgutneftegaz. Most other companies have seen a reduction in investment programs and the volume of orders for the service.

Experts unanimously consider the well repair market to be the main “breadwinner” of the oilfield services industry. Current well repairs will inevitably be carried out on the existing well stock, ensuring the required production volumes. Major renovation will be carried out with a fairly thorough economic analysis of its benefits. This led to a reduction in volumes in 2009 by 10–15%, and then to an increase in 2010–2011. The situation at Surgutneftegaz's well stock looks more optimistic, where no reductions in volumes are predicted.

The market for enhanced oil recovery services remained at approximately the same level. In the future, some increase in orders is likely, which is necessary to compensate for the decrease in the commissioning of new wells.

Together with TRS, work to enhance oil recovery can ensure the survival of oil service companies, in particular high-tech ones. Large foreign companies are becoming more active in the sector. For example, Schlumberger today participates in tenders for contracts in the field of preparatory work, workover, hydraulic fracturing, etc.

Due to the reduction in work volumes, a gradual sale of drilling equipment began. For now in the form of a lease (with the possibility of subsequent purchase) or under a leasing scheme. Cases of sale of drilling rigs and other auxiliary equipment are becoming more and more frequent. There have been cases of equipment customers refusing previously placed orders.

Western Siberia remains the main oil production region. The main work in this region will be aimed at maintaining production volumes. The situation is similar in the Ural-Volga region, where the decline in production began even before the crisis. Projects to develop heavy, highly viscous oils will most likely be frozen due to high costs.

The processes in Eastern Siberia will be especially painful, because the formation of a mining region is just beginning there, and the period of capital investments is underway. Drilling there is more expensive than in Western Siberia, and the infrastructure is poorly developed. We should expect a revival of geological exploration around the ESPO pipeline under construction. In particular, the holding of tenders for exploration in Yakutia by Gazprom (Sevmorneftegaz) may be a factor in the development of services in this region.

The situation in the Timan-Pechora region is determined by the fact that the region has significant development potential and has convenient access to export routes. However, the main hydrocarbon reserves are located in hard-to-reach areas, including the coastal zone or on the shelf. Many fields require active additional exploration and preparation for work.

The government's decision to reduce the mineral extraction tax rate for the Timan-Pechora region and offshore fields should play a stimulating role in the development of this region. The intensification of work may be facilitated by the arrival of Rusvietpetro in the region, the main orders from which will most likely be received by RN - Burenie. The volume of work in other regions is relatively small, and they will not have a serious impact on the overall state of the market.

In Ukraine, Kazakhstan, Turkmenistan, and Uzbekistan, a policy is being pursued to restrict the access of foreign contractors to local oilfield services markets. In the CIS today, it is more interesting to work not for drillers, but for subservice companies, for which there are at least two reasons: the “flexibility” of subcontractors (less equipment, small staff, lack of connection to production service bases) and a significant advantage in terms of the cost of work.

Opportunities for entering foreign markets are mainly available to large companies or service structures of vertically integrated oil companies. A characteristic feature of the oilfield services market in some non-CIS regions is both physical and legal risk. Regions of “risky oil services” include Venezuela, Argentina, Bolivia, and Nigeria. Civilized working conditions (as, for example, in Brazil) require possession of the latest field development technologies, which is something that a rare Russian company can boast of.

The market share attributable to affiliated service companies (among them Surgutneftegaz, Gazprom Neft - Nefteservis, RN - Burenie, Tatneft - Burenie) is approximately 50%. Even in pre-crisis conditions, the sector was supposed to maintain the status quo, and in the current period, affiliation is a guarantee of the viability of the relevant companies or divisions. VINKs can count on government support, which will indirectly affect the position of the service. Therefore, in the near future the share of the affiliated structures sector will increase. Large oil and gas producing companies will primarily utilize affiliated capacities.

A factor in survival during the crisis and competitiveness in the post-crisis period for affiliated service companies will be the ability to retain qualified personnel.

The rise of large independent Russian oil services, demonstrated in the last 5 years by the companies SSK, BC Eurasia, Integra, Katobneft, Petroalliance, fueled hopes that in the near future this sector will expand to 70 - 80% and will divided between 7 – 9 companies. The expansion of the sector was planned to be carried out through the acquisition of competitive medium and small oil service companies and by updating the equipment fleet.

The crisis prevented plans for rapid development. Companies in the sector, faced with a lack of funds, are reducing capacity significantly and abandoning modernization and expansion programs. Despite the emergence of low-priced assets, there are no available funds to purchase them. It is possible to create alliances between independent companies in order to strengthen positions in relations with customers. It is possible to increase the market share (from 18 to 20 - 22%) of large companies by squeezing out medium and small companies.

The main factor for survival during a crisis period is the preservation of basic capacities and competencies, diversification of the line of services, as well as the ability to reduce prices within small limits while maintaining the quality of work and services. Support of companies by foreign investors is possible.

The sector of medium and small independent Russian service companies, which has been in a phase of formation and growth over the past 3–4 years (its current share is estimated at approximately 10%), is now experiencing the greatest difficulties. Companies that were created from scratch will have the hardest time, including the purchase of new equipment.

Medium-sized companies could create a healthy competitive environment and become good takeover targets, but falling orders are slowing down this process. It is difficult to find partners who would provide financing for the company. Loss of basic capabilities and competencies is likely.

Small companies are experiencing a sharp decline in volumes, keeping prices low with average quality. There are no opportunities to modernize capacities. The likelihood of small companies leaving the market increases significantly.

Factors of survival during a crisis period - concentration on a highly specialized segment of work and services, technological advantages, entering into alliances with major oil companies service companies or “miracle” - obtaining in tough conditions competition good order from large oil company.

Foreign companies will maintain their positions in the Russian market due to the lack of alternatives in the high-tech segment and will fully use their technological and financial advantages to moderately expand their market share, which currently amounts to approximately 20% of the entire independent market sector and 90% of the high-tech service market.

Expansion will occur through the purchase of small and medium-sized Russian companies that are well established and have connections in the regions. The purchase of domestic assets that began before the crisis is likely to continue. We should expect news of further acquisitions soon foreign companies.

2.2. Forecast of oil production in Russia until 2015 in times of crisis

From about the fourth quarter of 2008, Russia found itself involved in the global financial crisis and entered a period of recession in its economy.

It is difficult to make forecasts: what will happen to the Russian economy in the coming years, how deep will the “bottom” of the crisis be? This applies to the greatest extent to the “locomotive” of the domestic economy – the oil sector of the fuel and energy complex. What will happen to oil is now of interest to almost everyone - from the minister to the worker.

Even before the start of the crisis, or rather on August 21, 2008, the Government of the Russian Federation summed up the results of the country’s development for 6 months of 2008 and considered the forecast for social economic development countries for 2009 – 2010 according to two options.

Option 1 (inertial) provided for an increase in oil production (from the level expected at that time for 2008 - 492 million tons) to 497 - 501 million tons in 2009 - 2011.

Option 2 (innovative) assumed a further steady increase in oil production: in 2009 – up to 503 million tons, in 2010 – up to 518 million tons/year.

Both specified options were calculated at a Urals oil price of $112/barrel. in 2008, with its subsequent fall to $88 in 2011.

Less than six months later, it became clear that these plans for the development of the Russian fuel and energy complex would undergo serious changes.

The state of affairs in the oil industry is, first of all, determined by prices on the world market, the dynamics of which are unpredictable. It is known that in mid-2008 it reached a speculative peak of $147 per barrel, and by the end of the year it collapsed to $35 per barrel, or 4.2 times.

The current market situation is characterized by a high level of uncertainty and unpredictability. Even psychics cannot predict what will happen to oil prices in the future. Under these conditions, it is almost impossible for oil companies to reliably plan their activities for both the current and subsequent years.

Low oil prices on the world (and Russian) markets in the coming 2009–2010. can cause a number of strategically significant negative phenomena, namely:

a serious reduction in the volume of production drilling at the fields being drilled;

refusal to develop new fields previously planned by companies for commissioning;

refusal to drill wells with low oil yield (obviously, less than 50 tons/day);

reduction of capital construction volumes and production operating costs;

reduction of the existing operational well stock, increased withdrawal of low-profitable, low-yield and high-water-cut wells to the idle stock;

reduction in the volume of geological and technical activities and work to increase oil recovery;

complete shutdown of unprofitable fields (before oil prices begin to rise, apparently to $60/barrel or more);

redistribution of the oil market between its “sharks” and the main “players” through the absorption of weak, primarily small and medium-sized producing enterprises.

Even a 5-fold (from $500/ton to $100/ton) reduction in oil export duties, promptly and almost timely made by the Government of the Russian Federation, cannot completely normalize the situation in the industry. Here it is necessary to introduce new additional tax breaks for subsoil users, as well as simplify the imperfect and bureaucratic system for managing oil production on the part of government agencies, as the heads of large vertically integrated oil companies have repeatedly said.

It is clear that all of the above factors are very important, but the most significant for maintaining production should be considered the maintenance of drilling activity of Russian oil producing enterprises.

Unfortunately, in 2009 – 2010. it is possible that there will be a sharp (1.5 – 1.8 times) reduction in the volume of production drilling – to the level of 8 – 10 million m3/year. This decline will undoubtedly have a significant negative impact on oil production levels over the next 5 years.

Let's consider several scenarios for the development of oil production in Russia until 2015.

Three options for forecasting oil production for the future (Fig. 1).

Fig. 1 Forecast of liquid hydrocarbon production in Russia until 2015, taking into account the crisis

Option #1. “Hypothetical” (“If there had been no crisis”), in which the volume of production drilling is maintained at the level of 13.5 – 13.0 million m3/year until 2015 (Table 1, 2).

Table 1 - Forecast figures for the production of liquid hydrocarbons in Russia until 2015.

Indicators	Options
Oil production, million tons / G
Prokhodka, million m/
Commissioning of new wells, pcs.

Table 2 - Comparison of integral indicators of oil production options in Russia until 2015

Indicators		Options
		"If there had been no crisis	"Pessimistic"	"Crisis"
Oil production levels, million tons/year
Cumulative oil production, million tons for 2009 – 2015
Accumulated volume of production drilling, million m for 2009-2015.
Total commissioning of new wells, thousand wells. for 2009-2015

Option #2. “Pessimistic” – drop in production drilling volumes in 2009–2011. up to 10 million m/year, but with its subsequent increase to 13 million m in 2015.

Option #3. “Crisis” – drop in penetration in 2009–2010. up to 8.0 million m with a subsequent gradual increase to 12 million m in 2015.

“If there had been no crisis,” oil production in Russia would have been maintained at a sufficiently high level stable level 470 – 480 million tons/year with a gradual decrease to 440 million tons/year by 2015 (average drop of 1.5% per year for the period) – while maintaining the volume of production drilling at the level of 13.5 – 13 million m /year.

From the calculations carried out it follows that the crisis will inevitably have a negative impact on the levels of oil production and the volume of production drilling in Russia. However, it is fundamentally important to emphasize that society should not expect any catastrophe with oil production in the country.

Apparently, of the considered options for the development of oil production, option 3, which provides for the following levels of oil production in Table 3, can be considered more likely.

Table 3 – Oil production levels

Thus, “Crisis” option 3 is characterized by the following key parameters:

reduction in the volume of production drilling in 2009–2010. up to 8 million m3/year, followed by a gradual increase to 12 million m3 in 2015;

reduction in commissioning of new wells in 2009 – 2010. 1.8 times (up to 3 thousand units) compared to the level of 2008;

increase in the rate of decline in oil production, which will decrease compared to the previous year (Table 4 and Fig. 2):

in 2009 – by 18 million tons (or 3.7%);

in 2010 – by 27 million tons (or 5.7%);

in 2011 – by 20 million tons (or 4.5%);

in the future, due to the restoration of production drilling volumes, the decline in annual oil production levels will decrease significantly (to 1% in 2015).

Table 4 - Change in annual oil production in the Russian Federation, in% from the previous year

Indicators

Oil production, million tons/year

Change in oil production, million tons/year

Fig. 2 – Percentage change in annual oil production

With a sharp decrease in production drilling volumes due to the crisis - up to 8 million m in 2009 - 2010. Oil production compared to hypothetical option 1 (“If there had been no crisis”) will decrease year by year by the following amounts:

2009 – by 15 million tons (-3.1%)

2010 – by 36 million tons (-7.5%)

2011 – by 50 million tons (-10.6%)

2012 – by 58 million tons (-12.4%)

2013 – by 44 million tons (-9.8%)

2014 – by 41 million tons (-9.2%)

2015 – by 40 million tons (-9.1%)

In total for 2009 – 2015 – by 284 million tons (-8.8%).

Due to the significant inertia of the process of developing hydrocarbon fields in the country, the main losses in oil production (50 - 58 million tons/year), due to the influence of the crisis, will appear later - in 2011 - 2012. Moreover, in option 3 in 2009 – 2015. 8,675 fewer wells will be put into operation than in option 1 (“No crisis”).

In passing, it is interesting to note that the forecast curve for the decline in oil production in 2008–2011 obtained in Option 3. almost repeats (in a mirror image) the growth curve of actual oil production in the previous period before the peak - 2003 - 2006.

It should also be pointed out that during the implementation of the program for the development of oil production in Russia according to option 3 (“Crisis”) in the period 2009–2015. Drilling operations in the amount of 68.5 million m will require capital investments of approximately 1.37 trillion. rubles (or about 40 billion dollars), and total capital costs (taking into account the development of oil fields) could amount to 2.89 trillion. rub. (or 83 billion dollars).

Overcoming the crisis

The main problems of oil service companies made themselves felt in the pre-crisis period; This:

outdated technologies,

lack of qualified personnel,

unsatisfactory technical condition of equipment,

the predominance of fixed costs in the cost structure.

The goals of liberalizing the oilfield services market were the desire to overcome the chronic underinvestment in an industry important for the country's economy and the creation of a flexible system of customer-contractor relations.

A crisis can easily destroy the not yet strong system of new relations in the oil services market. However, the crisis should be used to create competitive advantages in post-crisis times. You will have to think not only about the organizational and technical problems of individual enterprises, but also about the system of relations in the industry as a whole.

A radical update of the technologies of the domestic oil service industry is a matter of its survival. New oilfield services technologies should ensure the operation of the industry in conditions of depletion of developed fields and the growing difficulty of exploration and production conditions.

Experts agree that serious companies should finance R&D in order to offer new technologies to the market by the end of the crisis period. In the post-crisis period, competition will be much tougher.

An alternative to large investments can be transformations in the organization of production that are not associated with violations of technology. According to our estimates, these reserves amount to up to 20% of costs; their use will help increase the company's productivity several times.

The personnel issue at the stage of rapid development of oilfield services was most acute - qualified workers and management personnel were very difficult to find, and their high cost was to a certain extent due to their mobility.

Now the laboriously assembled staff has to be cut. Specialists go to mining companies and other industries. Highly qualified workers are the first to leave. Young people do not join drilling companies, because in difficult times they will be the first to be laid off.

Measures to retain qualified personnel and prepare a personnel reserve in case of expansion of work are coming to the fore. Preference should be given to employees who are the bearers of the best practices of the enterprise and/or are capable of generating new useful solutions; those who, during a period of recovery, will be able to restore the scale of the enterprise’s activities and who, during a crisis, will be able to work in several directions, helping colleagues.

It is known that the costs associated with the ownership of drilling equipment, repairs and maintenance account for more than half of the cost of drilling operations. Since the market for “technical readiness” suppliers has just begun to emerge, these costs remain constant for the drilling company. Therefore, companies are striving to get rid of such a “cost generator”. The prospects for participation in tenders do not allow us to reduce the equipment fleet to a minimum.

Due to the reduction in production volumes, it is advisable to withdraw (mothball) excess capacity. However, we must not forget about the proper attitude towards the withdrawn equipment - its serviceability and performance must be maintained at a level that ensures rapid deployment when the situation changes in a favorable direction.

Managing the cost of oilfield services remains a difficult problem, the solution to which has not yet been obtained.

The estimate methodology does not allow the service contractor to manage its cost: the estimate for him is a tool for managing revenue, not costs. A methodological approach to planning and analyzing the economics of a service enterprise in the mid-1980s. assumed that the vast majority (up to 90%) of the costs of a classic drilling enterprise, which has auxiliary production and other excess assets in its structure, are fixed. Therefore, there is nothing more risky than maintaining the structure of such an enterprise in the face of a sharp drop in volumes.

A means of “straightening out” costs is outsourcing. Thus, it is proposed to use the rental of drilling equipment, energy and transport services only as work progresses under received contracts. Many drilling companies, formed from classic UBRs, followed this path. The cost of own or affiliated services of large oil companies (in many respects preserving the classical structure) is 1.5 - 2 times higher than the market level.

An outsourcing scheme can work effectively if at least two conditions are met:

there is well-established management of well construction projects (at the parent company level);

strong bonds are established between partners legal relations, allowing you to control the quality of subcontracted work and their financing.

So, new methods are needed for planning and assessing the economic efficiency of service companies, as well as methods for calculating the economic efficiency of innovations related not only to the technological, but also to the organizational side of the service business, taking into account the changed structure of relations in the oilfield service market.

The structure of the Russian oilfield services market is far from optimal. In Russia, 7 oil companies account for 90% of the drilling market. At the same time, about 50% of the market belongs to affiliated service structures of five oil companies, another 18% falls on four independent service companies. According to the “law of scale matching,” large customers work with large contractors. It should be taken into account that the majority of industrial integration centers that have emerged in Russia are backed by foreign capital. Therefore, there is almost no room left for domestic independent service companies in the market.

Another factor in the development of the sector of medium and small oil service companies is the well-established system of outsourcing relationships “service - subservice”. In Russia, the system of outsourcing relationships in oilfield services has not yet reached the level of maturity when we can talk about stable connections. Therefore, there is no need to talk about the development of medium and small oil service companies until the structure of customers changes.

The market share of medium and small oil service companies may increase if medium and small oil companies develop. The objective reason for such development is the transition of an increasing share of deposits to the category of low-productivity or difficult to develop.

After the situation has stabilized, legislative reform is necessary to support small and medium-sized businesses in the field of oil and gas production. Only small business can “stretch” the economy during a crisis, because he is more willing to take risks. Creating comfortable conditions for the activities of small oil companies will automatically lead to the revival of small and medium-sized oil service companies.

On March 19, 2009, the Ministry of Natural Resources prepared proposals for differentiating mineral extraction tax for small fields, in which it is considered advisable to extend the use of deductions from mineral extraction tax for investments in geological exploration and innovative technologies for the development of small and hard-to-recover reserves.

Even if the structure of the “customer-contractor” correspondence in the oilfield services market does not change, there are means to contribute to the improvement of the market as a whole. Such a means could be the organization of a non-profit partnership (or an all-Russian registry) of oil service companies with the involvement of a rating agency that evaluates contractors. It can be expected that such an organization will help reduce costs for oil and gas producing companies, improve the quality of work and services of contractors, and reduce mutual risks between customers and contractors.

Conclusion

Oil industry Russia, a strategically important link in the oil and gas complex, provides all sectors of the economy and the population with a wide range of motor fuels, fuels and lubricants, raw materials for petrochemicals, boiler and furnace fuel and other petroleum products. Russia accounts for about 13% of world oil reserves, 10% of production volumes and 8.5% of its exports. In the structure of production of the main primary energy resources, oil accounts for about 30 percent.

In general, the resource base of the oil and gas industries of the country's fuel and energy complex made it possible to ensure an uninterrupted supply of fuel to the economy and population.

The oil industry of the Russian Federation has great stability and positive inertia.

However, the main problems remain:

high degree of depreciation of fixed assets;

lack of investment;

the high degree of dependence of the Russian oil and gas sector on the state and conditions of the global energy market;

impact of the crisis.

One should not expect any catastrophic drop in oil production due to the crisis.

In the current crisis conditions (due to low oil prices), one of the likely scenarios for the development of the Russian oil industry may be accompanied by a significant reduction in the volume of production drilling - up to 8 million m3/year in 2009-2010.

As a result, oil production levels in Russia may decrease to: in 2010 - 443 million tons, in 2011 - 423 million tons, 2015 - 400 million tons.

Due to the impact of the crisis, there was a shortage of oil in 2009–2015. (compared to the “without crisis” option) is estimated at 284 million tons (an average of 40 million tons/year, or 8.8% per year), the volume of penetration may be reduced by 23.5 million m over the specified period , 8,675 new wells will not be put into operation.

In the current conditions, the Russian oil industry needs a further targeted reduction in the tax burden in order to stimulate the maintenance of production drilling, the commissioning of new wells, and the implementation of plans for the development of new oil fields in order to increase the hydrocarbon resource base involved in oil production.

With a timely “adequate” change in the legislation of the Russian Federation (mineral extraction tax, export duty, etc.), the price of oil on the world market will fall to the level of $50 per barrel. for the Russian oil industry is not critical.

It can be assumed that the resumption of the long-term sustainable development of the Russian oil complex can begin with an increase in the price of Urals oil on the world market to a level of at least 70 - 80 dollars per barrel.

Despite the global impact of the crisis (an expected reduction in oil production and, accordingly, its exports abroad), Russia will remain the largest player in the world oil market until 2015 and beyond.

List of used literature:

Kokurin D., Melkumov G. Participants in the global oil market//Russian Economic Journal. – 2009. - No. 9.

Liuhto K. Russian oil: production and export//Russian Economic Journal. – 2009. - No. 9.

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May 3, 2017

Interview with First Deputy General Director of Gazprom Neft Vadim Yakovlev

Several years ago, Gazprom Neft set itself ambitious strategic goals to increase production and increase reserves. Due to the changed macroeconomic situation, did these plans have to be changed?

No, in accordance with our strategy covering the period up to 2020, we still plan to increase production to 100 million tons of oil and gas and, at a minimum, maintain this level until 2025. The goal for the provision of reserves of category 1P PRMS (proven reserves) also remained - at least 15 years, annual replenishment of reserves in category 2P (proven and probable reserves) of at least 100%. Time has shown that our goals are quite realistic. To reach the level of 100 million toe. by 2020, we need to increase production annually by about 4%, and in recent years this figure has exceeded 8%. These are very high growth rates not only for Russia, but also for the global oil industry.

Nevertheless, to implement the main mining projects for the company recent years - New Port and Messoyahu - had to under certain pressure. Did this affect their success?

Indeed, many key investment decisions on these projects were made in 2014–2015, during a period of worsening foreign economic situation. Then we had to actively carry out optimization, shifting the construction deadlines for auxiliary facilities to a later period and maintaining the deadlines for commissioning facilities directly related to oil production and the efficiency of the project. As a result, we were able to begin full-scale commercial production last year. In 2017, production at the Novoportovskoye and Vostochno-Messoyakhskoye fields will exceed 8.5 million tons of oil. This is a very significant contribution to the company's overall production.

- That is, by and large, the sanctions did not affect Gazprom Neft’s upstream projects?

They certainly did not affect the overall production volume. You need to understand that sanctions affect only certain areas of our work. For example, we encountered their negative influence during the construction of an Arctic terminal for loading oil from the Novoportovskoye field - one of the important suppliers refused the contract, and we had to look for a replacement, which slightly affected the time for putting the terminal into operation. However, this turned out to be uncritical for the entire project; we worked a little longer under the temporary shipment scheme, and the production schedule was not affected. On the other hand, we gained valuable experience, making sure that there are no irreplaceable people and that for anyone who seems unique technical solution There are quite working alternatives.

To a greater extent, perhaps, the sanctions affected projects for the development of the so-called shale oil of the Bazhenov formation?

Yes, initially we had plans to begin work on the development of Bazhen together with one of the Western companies. But in the end, we embark on this project on our own. By the way, it recently received national status thanks to that complex innovative technologies, which we develop and implement at Bazhen.

- What technologies are we talking about?

Our experience of working with the Bazhenov formation at Palyan and the Vyngayakhinskoye field allowed us to develop a clear expert position: the successful development of such deposits is impossible without the effective use of technologies to create artificial permeability in the formation. That is, in the case of Bazhen, it is important not only to drill a well and gain access to the formation, but also to simultaneously solve the problems of stimulating inflow and creating zones of artificial fracturing. It's about on well completion technologies, including multi-stage hydraulic fracturing (fracturing). Our task today is to make these technologies cheap and effective. However, the issue of the cost of the technologies used is acute not only for unconventional reserves, but also for all deposits classified as hard-to-recover - with low permeability and complex geology. And one of the key points on the way to reducing the cost of wells is working on new elements of hydraulic fracturing technologies. This includes the development of new formulations of fracturing fluids, improvement of proppant properties and the creation of technologies for monitoring and assessing the effectiveness of hydraulic fracturing, including a hydraulic fracturing simulator for the Bazhenov formation, a prototype of which we have already developed in collaboration with the Moscow Institute of Physics and Technology.

Today we are looking for access to all the solutions that exist in the oil industry on a global scale. And together with technology leaders in the industry, we form long-term programs aimed at equal cooperation

The introduction of new technologies is a costly endeavor. How are they searched for and a decision made about the need for a particular technology?

The company has developed a Technological Strategy for the Exploration and Production Block. Its goal is precisely to ensure maximum compliance of the technologies being developed with the needs of our assets. The technical strategy consists of 9 long-term programs, including more than 60 projects. The selection of projects and, accordingly, further search for suitable technologies are carried out on the basis of prioritization and comprehensive analysis all production challenges of our subsidiaries. This important point- when deciding whether we need this or that technology, we, first of all, start from real production tasks, it doesn’t matter - momentary or long-term. I can give Messoyahu as an example. As we developed this field, it became clear that we had underestimated its geological complexity, and even horizontal wells here may not be effective. But we were able to quickly find a solution - this is drilling fishbone, that is, horizontal wells with several wastes that resemble the shape of a fish skeleton. Last year we successfully drilled several such wells, and this year we are replicating them.

- What partners does the company attract when solving technological problems?

We work with both foreign and domestic companies, both in the field of services and in the scientific field. Today we don't want to be limited technological solutions, present only on the Russian market. We are looking for access to all the solutions that, in principle, exist in the oil industry on a global scale. But it's not about buying ready-made solutions, because in any case they still need to be adapted to the geological conditions of our fields. Therefore, in fact, we, together with technology leaders in the industry, are forming long-term programs that are aimed at creating new solutions and equal cooperation. By the way, it should be noted that the sanctions have created an effective incentive to improve the technological base of domestic service companies. Their competitiveness in the segment of high-tech services is growing steadily. In particular, we are already seeing the rapid development of domestic technologies for drilling horizontal wells, which, in general, are not inferior to their Western counterparts, and sometimes even surpass them.

If we talk about the long-term development strategy of Gazprom Neft's production assets, how would you rate it - extensive or intensive?

Probably as a combination. We have put several large fields into development, in particular Messoyakha and Novy Port, and based on the built infrastructure we will be increasing production for many years to come. In addition, as a result of the implementation of the technological strategy and the use of new technologies, we are attracting additional reserves at our old fields. All this is an intensive path of development. The Bazhenov Formation stands apart here - this is a fundamentally new type of reserves, but we will begin their development in regions of traditional production, in already developed fields with developed infrastructure. We also have interests outside the Gazprom Neft perimeter. The easiest way of development here is cooperation with Gazprom in the development of sub-gas deposits - untapped reserves of liquid hydrocarbons in gas fields. We are also looking at sources of growth that are fundamentally new for us, we are going to further develop geological exploration, including active exploration on the shelf, and we are studying new international assets that we can enter into in the future.

- Which countries abroad are companies most interested in?

Today, the Middle East remains the key area of ​​development for Gazprom Neft outside Russia. We are actively working to expand our business in the region of our presence - in Iraq, where Gazprom Neft is the operator major project"Badra" and operates in the Kurdish region of the Republic of Iraq. We are also looking at new options in Iran. Last December, a Memorandum of Understanding was signed with the National Iranian Oil Company, under which two onshore blocks are currently being explored.

- How competitive is the company in foreign markets?

Depends on the market. In the Middle East, for example, Gazprom Neft has quite obvious competitive advantages - successful experience work in the region and significant technological potential. At the same time, the company’s practice of entering projects abroad indicates that cooperation is preferable to competition both in terms of the ability to share risks, which are traditionally high for foreign projects, and in terms of the exchange of competencies. For example, in Badr we successfully cooperate with the Korean KOGAS, the Malaysian Petronas and the Turkish TPAO. In Iran, the company is also considering the possibility of development within a consortium of partners. Our task during foreign expansion is to rely on technological competencies to establish ourselves as a partner with whom world leaders will strive for mutually beneficial cooperation.

- What, in your opinion, is the most serious growth driver for the company today?

There are several of them. Technological development, in which we invest heavily, and the active use of digital technologies, organizational effectiveness. We place serious emphasis on training our employees, on constant professional growth. The industry has problems with personnel - the oil industry today is developing faster than new knowledge enters universities and becomes available to students. Therefore, Gazprom Neft actively cooperates with a number of universities, creating its own departments and educational programs. We also consider these projects to be serious, necessary investments that will definitely have an effect in the future and will contribute to our growth.

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Ministry of Science and Education of the Republic of Belarus

GPBEI SPO Oktyabrsky Petroleum College

named after S.I. Kuvykina

production refining oil gas

PROSPECTSDEVELOPMENTOIL AND GAS ENTERPRISESINRUSSIAONEXAMPLEOJSC " NKROSNEFT"

R 130109 SD VD 01 05 PZ

Completed Art. gr.4Gd2-12

VC. Silantiev

Checked

E.V. Rakhmanova

• annotation
• Geography
• Resource base
• Geological exploration
• Oil production
• Gas production
• Recycling
• Export terminals
• Gas station network
• Corporate governance
• Environmental Safety
• Science and innovation

annotation

Rosneft is the leader of the Russian oil industry and the largest public oil and gas corporation in the world. The main activities of OJSC NK Rosneft are the search and exploration of hydrocarbon deposits, the production of oil, gas, gas condensate, the implementation of projects for the development of offshore fields, the processing of extracted raw materials, the sale of oil, gas and their processed products in Russia and abroad. .

The company is included in the list strategic enterprises Russia. Its main shareholder (69.50% of shares) is OJSC ROSNEFTEGAZ, 100% owned by the state. 19.75% is owned by BP, the remaining 10.75% of shares are in free float.

Geography

The geography of Rosneft's activities in the exploration and production sector covers all the main oil and gas provinces of Russia: Western Siberia, Southern and Central Russia, Timan-Pechora, Eastern Siberia, the Far East, shelves Russian Federation, including the Arctic. The company also operates in Belarus, Ukraine, Kazakhstan, Turkmenistan, China, Vietnam, Mongolia, Germany, Italy, Norway, Algeria, Brazil, Venezuela and the UAE, in Canada and the USA (Gulf of Mexico).

9 large refineries and 4 mini-refineries of Rosneft are distributed throughout Russia from the Black Sea coast to the Far East and 7 refineries are located outside of it (shares in 4 refineries in Germany, share in the Italian oil refining company Saras S. p. A and in Mozyr Oil Refinery in Belarus, as well as Lisichansky Oil Refinery in Ukraine), and the sales network covers 56 regions of Russia.

Resource base

According to the results of an audit conducted by DeGolyer & MacNaughton according to the SEC classification, which provides for an assessment until the end of the period of profitable development of fields, as of December 31, 2013, the proven hydrocarbon reserves of Rosneft amounted to 33,014 million barrels. AD Including liquid hydrocarbon reserves (oil, condensate, wide fraction of light hydrocarbons - NGLs) amounted to 25,191 million barrels. (3,398 million tons), gas reserves - 46,941 billion cubic meters. ft (1,329 billion cubic meters).

DeGolyer & MacNaughton also audited Rosneft reserves according to the PRMS classification. Proven reserves (1P) of hydrocarbons as of December 31, 2013 amounted to 41,771 million barrels. B.E., including 30,782 million barrels. (4,161 million tons) of liquid hydrocarbons (oil, condensate, NGL) and 65,937 billion cubic meters. feet (1,867 billion cubic meters) of gas.

At the end of the year, Rosneft OJSC had proven hydrocarbon reserves for 24 years, including 20 years for oil and 50 years for gas. The majority of the reserves are classified as traditional, which makes it possible to effectively increase production.

The volume of proven reserves is largely based on the results of development of existing fields, taking into account their geological and technological potential. At the same time, the Company is actively preparing new large deposits Eastern and Western Siberia, including Suzunskoye, Tagulskoye, Lodochnoye, Yurubcheno-Tokhomskoye, Russkoye, Kynsko-Chaselsky group. Also, the introduction of new technologies, in particular drilling wells with long horizontal trunks using multi-stage hydraulic fracturing, will make it possible in the medium term to bring into development a significant amount of oil reserves, including hard-to-recover ones (shale oil). Thus, the potential of probable reserves, which amount to more than 70% of proven hydrocarbon reserves, will be confidently involved in development.

As of December 31, 2013, the average estimate of the Company's prospective recoverable hydrocarbon resources was 339 billion barrels. AD (46 billion toe), which is almost 70% higher than the level at the end of 2012. The increase in resources is associated with geological exploration work in the Company’s areas in the Kara Sea, Laptev Sea, Black Sea, as well as with the receipt in 2013 of licenses for new shelf areas in the Barents, Pechora, Kara, East Siberian, Chukchi Seas and the Laptev Sea.

Geological exploration

OJSC NK Rosneft has the largest hydrocarbon resource base on land and the continental shelf. The strategic priority of the Company’s activities is the systematic replacement of over 100% of production with new reserves and improvement of the quality of reserves.

Rosneft is systematically increasing investments in geological exploration. In 2013, investments in the Company's geological exploration work (in share) amounted to RUB 83 billion. (21% of work is on the shelf, 19% in Eastern Siberia). This made it possible to complete 35 thousand linear km of 2D seismic exploration (92% of the work is on the shelf, 2% in Eastern Siberia), 12 thousand sq. km of 3D seismic exploration (21% of the work is on the shelf, 16% in Eastern Siberia), drill and complete testing of 90 prospecting exploration wells (13% are in Eastern Siberia). As a result of the complex of geological exploration work, 6 fields and 70 new deposits were discovered.

In 2013, Rosneft replaced more than 179% of oil and condensate production with new reserves (according to SEC methodology) - this is the best result among the largest international oil and gas companies. As of January 1, 2014, the Company's prospective oil and condensate resources within the Russian Federation amount to 46 billion toe. Compared to the 2012 estimate, prospective resources increased by 6.5 billion toe, mainly due to the acquisition of new areas and revaluation of areas on the Arctic shelf.

Rosneft places high priority on carrying out the optimal volume of geological exploration work and increasing its efficiency. Rosneft implements the bulk of geological exploration projects in the most promising oil and gas regions of Russia (Western and Eastern Siberia, the Volga region, the shelf of the southern seas). In 2014, Rosneft continues effective additional exploration of mature fields and geological exploration activities in new areas of Eastern Siberia and the Yamalo-Nenets Autonomous Okrug.

OJSC NK Rosneft occupies a leading position in the development of Russian continental shelf. In 2013, the Company, together with its partners, completed an unprecedented program of geological exploration in offshore areas, including 32.5 thousand linear. km of 2D seismic and 2.6 thousand sq. km of 3D seismic, engineering and geological surveys to prepare 12 sites for exploratory drilling, and also acquired 19 new licenses for geological study, exploration and production of hydrocarbons in areas of the Arctic shelf, Okhotsk and southern seas. The total number of licenses the Company has for the development of the Russian shelf is 46 licenses with a total volume of hydrocarbon resources exceeding 43 billion tons of oil equivalent.

Oil production

OJSC NK Rosneft is the leader in the production of liquid hydrocarbons in the world. The company produces more than 40% Russian oil and successfully implements a strategy for sustainable production growth, including through the introduction of the most modern technologies. Production of oil and liquid hydrocarbons increased by 72% and amounted to 4,196 thousand barrels. /day (organic growth 1%).

The company has a unique portfolio of fields in terms of the size of reserves and their recovery potential. Oil production at mature fields was about 80%. In 2013, production growth was shown by the mature fields of Samaraneftegaz OJSC in the Volga-Ural region (2.9%), as well as new operating assets - the Vankorskoye field (17.8%) and the Verkhnechonskoye field (7%) in Eastern Siberia and the Uvat a group of deposits in the south of the Tyumen region (18.4%).

At the same time, the Company continued to implement measures to improve efficiency and control operating costs for production, which in 2013 amounted to 4.3 US dollars per barrel, which is the best specific indicator among public oil companies in the world.

In 2014, the Company’s task is to further stabilize production at mature assets, plan to increase production at new fields and prepare for commissioning industrial operation new fields based on Vankor.

Gas production

At the end of 2013, OJSC NK Rosneft became the third largest producer gas in Russia, producing 38.17 billion cubic meters. m. The record growth in gas production more than doubled is associated, first of all, with the consolidation of new assets, the consolidation of LLC NGK ITERA, as well as with the implementation of programs for rational use associated petroleum gas in LLC RN-Yuganskneftegaz and CJSC Vankorneft and carrying out effective geological and technical measures (GTM) on the gas well stock in LLC RN-Krasnodarneftegaz.

In 2013, the prerequisites were created for further development gas business of the Company through organic production growth. Thus, the Rospan project is actively developing (development of the East Urengoy and Novo-Urengoy license areas), and an integrated project for the development of gas deposits of the Kharampur field has been approved.

Gas sales in 2013 amounted to 39.1 billion cubic meters. m., including 24.0 billion cubic meters. m - in Western Siberia, 10.4 billion cubic meters. m - in the European part of Russia, 3.1 billion cubic meters. m - in the South of Russia, 0.5 billion cubic meters. m - on Far East and 0.9 billion cubic meters m - outside the Russian Federation. The total sales volume increased by 3.5 times compared to 2012 due to the integration of new assets.

Rosneft has enormous potential to further increase production due to the presence of a significant amount of reserves. Realizing gas potential is one of Rosneft’s strategic goals. The company plans to expand its presence in the gas market and is already actively developing this line of business, concluding long-term direct contracts for the supply of gas with major consumers. By 2020, the Company plans to produce 100 billion cubic meters of gas per year, doubling its share in the domestic gas market (to about 20%).

Entering the LNG market is one of the options for monetizing Rosneft's gas reserves. Together with ExxonMobil, the Company began implementing a project to produce liquefied natural gas(LNG) - "Far Eastern LNG" - for the purpose of effective commercial use of gas reserves on the shelf of Sakhalin Island. The plant's design capacity is 5 million tons per year with possible expansion in the future; the launch is planned for 2018-2019. Rosneft is considering various options for marketing the products of the future plant. The company has already contracted LNG volumes with Japanese companies Marubeni and Sodeco. Steady demand for LNG in the Asia-Pacific countries guarantees Rosneft a stable market for this project. Part of the production volumes of the future plant are contracted by one of the world's largest traders - the Vitol company, which allows Rosneft to diversify possible risks in the global LNG trading market.

The Company is currently successfully implementing a program to increase the level of associated petroleum gas use to 95%.

Recycling

In 2013, the Company’s Russian and foreign refineries processed 90.1 million tons of oil, while refining in Russia accounted for almost a third of general processing in the country. The structure of OJSC NK Rosneft includes nine large oil refineries in Russia: Komsomolsky, Tuapse, Kuibyshevsky, Novokuybyshevsky, Syzransky, Achinsky, Saratov Oil Refinery, Ryazan Oil Refinery Company and Angarsk Petrochemical Company.

In Russia, the Company also owns four mini-refineries in Western and Eastern Siberia, Timan-Pechora and the south of the European part of Russia with a total capacity of 0.6 million tons of oil per year, as well as a share in the Strezhevsky mini-refinery in Western Siberia. In Germany, Rosneft owns shares in four oil refineries with a capacity of 11.5 million tons (in the Company's share).

The Company is currently implementing a large-scale program to modernize its processing facilities, which will allow it to increase its processing depth to 81% and ensure compliance with the terms of quadripartite agreements. In 2013, the Rosneft refinery continued to implement measures for a complete transition to the production of petroleum products that meet the requirements of the Euro-5 environmental standard, increasing the depth of refining, increasing the operational efficiency of oil refining, environmental and industrial safety. As a result of the modernization of oil refineries, the production of motor gasoline and diesel fuel of Euro-4 and Euro-5 standards at the Company’s Russian refineries amounted to about 15 million tons.

The company is creating a powerful oil refining center in the Russian Far East and Eastern Siberia to meet the growing needs of the region for high-quality fuel at competitive prices and in sufficient quantities. Stable supplies of high-quality fuel to industrial consumers and the region’s retail chain will create additional favorable conditions for the economic development of the Russian Far East. As a result of significant modernization of the capacities of the Komsomolsk and Achinsk refineries and the Angarsk Petrochemical Plant, as well as the development of the Eastern Petrochemical Company project, Rosneft will increase its competitiveness when exporting to the markets of the Asia-Pacific region.

Export terminals

A distinctive feature of Rosneft is the presence of its own export terminals in Tuapse, De-Kastri, Nakhodka, Arkhangelsk, which improves the planning process, helps optimize costs and can significantly increase the efficiency of exporting the Company's products. Currently, Rosneft is carrying out comprehensive programs their expansion and modernization in order to ensure that these capacities correspond to the planned export volumes.

Gas station network

One of Rosneft’s strategic objectives is to increase sales volumes own products directly to the end consumer. To this end, the Company is developing a retail sales network.

The main goal of the Company's sales activities is to increase the volume of sales of high-quality products with high added value directly to the end consumer. To achieve this goal, Rosneft is expanding its sales network, primarily in strategically important regions, systematically increasing the number of gas stations equipped with retail space, cafes, car washes and service stations.

The company owns one of the largest sales retail chains. As of December 31, 2013, the Company’s network of operating gas stations includes 2,627 owned and leased stations, including 150 gas stations in Ukraine, 40 gas stations in the Republic of Belarus and 3 gas stations in Abkhazia. Own and leased gas stations have 1,850 shops, 424 cafes and 207 car washes. At 91 gas stations there are minor repair stations and Maintenance cars. Every seventh car in Russia is refueled at gas stations/filling stations of the Rosneft distribution network.

NK Rosneft successfully competes in retail market petroleum products and aviation fuel market. The company acquired additional fueling complexes at airports and expanded the customer base of the high-premium in-wing channel (high-premium channel) by attracting large counterparties. As a result, the volume of jet fuel sales in 2013 almost doubled compared to 2012, and currently Rosneft is the market leader in jet fuel sales with a share of 34%.

Corporate governance

When implementing its development strategy, Rosneft aims to both increase the Company's shareholder value and achieve the highest standards in management. The Company is firmly convinced that these two goals are interconnected. A commitment to transparent and responsible business management is critical to maintaining investor confidence and ensuring that all our shareholders receive the maximum return on their investment over the long term.

The corporate governance system of OJSC NK Rosneft is aimed at protecting the rights of shareholders, the successful and sustainable development of the Company, ensuring that the Company's management makes effective and responsible decisions. Rosneft is continuously improving the corporate governance system in accordance with the principles of corporate governance generally recognized by the world economic community. significant criteria for assessing the effectiveness of the Company’s corporate governance system are information openness, professionalism and responsibility of management.

As part of its efforts to improve information transparency and openness, the Company pays primary attention to improving the efficiency of interaction with shareholders and investors. On an ongoing basis, Rosneft operates telephones and electronic mailboxes for requests from shareholders and investors. A call center for shareholders, including a hotline, has been organized. As part of its interaction with institutional investors and analysts, Rosneft holds regular presentations of its financial results according to IFRS, meetings in Russia and in the largest financial centers of the world, teleconferences.

Transparency of financial statements - important element corporate governance. On February 1, 2013, Rosneft was the first among the world's largest oil and gas companies to publish a complete audited consolidated financial statements according to IFRS for 2012

One of the most convincing evidence of the application of the principles of strong corporate governance in practice is the composition of the Board of Directors and its committees. Members of the Board of Directors of OJSC NK Rosneft are experienced managers who enjoy high authority in the business community. For more effective consideration of issues at meetings of the Board of Directors, on many of the most important topics, the permanent Committees of the Board of Directors provide their recommendations - the Personnel and Remuneration Committee, Committee on strategic planning and the Audit Committee.

Environmental Safety

In the field of environmental protection, the Company pays special attention to preventive measures aimed at minimizing the negative impact on environment. The Rosneft company is implementing a Target Environmental Program for 2009-2014, aimed at modernizing environmental structures and equipment.

In connection with the intensification of the Company’s work on the shelf, in 2013, a transaction was completed to create Arctic Science Center LLC (ASC) together with ExxonMobil. At the initial stage, the Arctic Center will conduct work in such areas as safety and environmental protection; ice, hydrometeorological and geotechnical research; preparation of recommendations in the field of ice management; development of design criteria, and evaluation and creation of field development concepts. The Arctic Center will use the existing developments of Rosneft and ExxonMobil to create environmentally friendly and more efficient technologies.

The strategic goal of OJSC NK Rosneft is to achieve unconditional leadership in setting standards in the field of environmental protection in the Russian oil and gas industry, as well as their compliance with recognized international practices.

Science and innovation

OJSC NK Rosneft is a leader in the process of high-quality modernization and innovative changes in the Russian oil and gas industry. The Company’s efforts are aimed at developing the intellectual and technological potential of the industry based on the powerful foundation of the Russian oil and gas school - “one of the best in the world?” - ?and in partnership with leading companies in the international oil business.

Technological leadership is ensured innovation activities, which consists in the constant implementation latest technologies and equipment, using best international practices, improving the quality of management and control over business processes, as well as continuously improving the competence of specialists. Rosneft is aware of the need for an innovative path of development, actively accumulating scientific potential in close cooperation with industry research institutes, universities, small and medium-sized innovative enterprises in the industry.

Program innovative development NK Rosneft is the most important part of its development concept. Innovations are aimed at modernizing the production base, creating and introducing new technologies to solve production problems. These include replenishing reserves, increasing the oil recovery factor, maximizing the full use of associated petroleum gas, effective implementation of offshore projects, increasing the depth of oil refining, increasing energy efficiency, minimizing capital and operating costs, as well as ensuring environmental and industrial safety. The innovative development program of OJSC NK Rosneft is designed to respond to the global challenges facing it and will ensure the achievement of its strategic goals.

The system of goals of the Innovative Development Program includes:

1. Ensuring the development of Rosneft as a high-tech energy company.

2. Providing technological leadership in key competencies: oil and gas production, oil refining.

3. Maintaining specific capital and operating costs at the level of the best global industry indicators.

4. Increasing the energy efficiency of production to achieve the best world level.

5. Compliance with high international standards environmental and industrial safety.

Taking into account the results of the analysis of the technological challenges facing the Company, 20 priority areas of innovative research of Rosneft were identified:

1. Geological exploration and study of strata;

2. Geology and mining;

3. Construction of wells;

4. Oil and gas production technologies;

5. Construction and operation of ground infrastructure facilities;

6. Non-traditional sources hydrocarbons (viscous oils, bazhens, gas hydrates, oil from coal);

7. Non-hydrocarbon raw materials;

8. Shelves;

9. Information Technology"Upstream";

10. Oil refining technologies;

11. Petrochemical technologies, GTL;

12. Development of own catalysts;

13. Development of new oil refining products;

14. Processing of heavy oil residues;

15. Information technologies "Downstream";

16. Engineering support for the implementation of new technologies by corporate design institutes;

17. Energy saving;

18. Ecology;

19. Alternative energy;

20. Knowledge dissemination systems and general corporate information technologies.

In 2013, OJSC NK Rosneft continued to work to build up the intellectual and technological advantage of the Company by financing advanced developments of its own research and development center, supporting the activities of the country's leading scientific and educational universities, as well as creating joint research centers with progressive international companies.

The volume of expenses for the Company's innovative activities in 2013 amounted to 148.1 billion rubles, while R&D expenses amounted to 23.2 billion rubles. Number of applications for patents securing the Company’s intellectual property for inventions, utility models and software, amounted to 52 units, which is almost three times more than patent applications registered in the previous year.

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Role and purpose oil and gas services

The concept of “oil and gas complex” (OGC), along with oil refining and other components, includes two most important ones: oil and gas production and oil and gas services.

The concept of “oil and gas complex” (OGC), along with oil refining and other components, includes two most important ones: oil and gas production and oil and gas services.

Both components are integral elements of a single technological cycle of the oil and gas industry. The problem is that the vast majority of oil and gas producing countries in the world do not have the necessary intellectual, technological and industrial potential to properly provide national production with their own high-tech services. Only three countries in the world have such potential: the USA, Russia and China. Therefore, the rest of the world is forced to turn to the services of companies in these countries and depend on them. It follows from this that Russia can and should play a significant role in ensuring global energy security, relying not only on the resource component, but also on its high intellectual and technological potential, embodied in services and oil and gas equipment.

Oil and gas services are a means of ensuring the energy and environmental security of the country. In the USA and China, this type of work is mainly allowed national companies. This is due to the strategic importance for the security of the country of the information obtained with its help about the state and prospects of the state’s mineral resources (results of geological exploration, seismic surveys, drilling, geophysical surveys of wells on land and sea). The service provides the required level of oil and gas production and transportation (field development design and development, well repair, field automation, enhanced oil recovery, pipelines, construction offshore platforms etc.), is the information basis for environmental safety on land, sea and in the subsoil during oil and gas production.

Oil and gas services are one of the most important engines for transferring the country's economy from a resource-based focus to high technology. The global market for oil and gas equipment and services is represented by high-tech, knowledge-intensive and capital-intensive products, which are based on the achievements of the military-industrial complex. Close interaction between oil and gas and defense complexes mutually beneficial to both industries and the country’s economy as a whole. It is quickly moving away from dependence on raw materials. If the annual export of products of the military-industrial complex reached the level of 5 billion dollars, then oil and gas services can generate revenue in the world market of 15-20 billion dollars per year (Fig. 1), and the export of oil and gas equipment can gradually gain a position of 5-10 billion dollars/year.

Oil and gas services are an effective tool for realizing the geopolitical and geo-economic goals of the state. The nationalization of the oil and gas industries in Arab countries, Latin America, Africa and Asia has made many of these states dependent on foreign oil and gas services. US companies dominate here, which for various reasons is not always acceptable for these countries. The place of the former USSR in this market is now being actively and systematically explored by China. The return of Russia will not only expand exports high-tech products, but also significantly strengthen the economic and geopolitical positions of our country.

Currently, three countries are the world leaders in the development of equipment and technology for oil and gas services: the USA, Russia and China (Fig. 2). These countries develop and produce the most complete range of oil and gas equipment, equipment, technologies and have the largest service and intellectual potential to carry out work from prospecting and exploration of fields to the most complete extraction of the oil and gas reserves contained in them. Among the factors determining the leadership of these countries in this area, the main ones are:

the presence of a large fuel and energy complex creates the need for new equipment and technology and serves as a testing ground for their development;
the presence of a developed military-industrial complex creates the prerequisites for technological leadership in service through the use the latest achievements defense equipment;
high level academic and industrial science ensures the competitiveness of equipment and services offered to the world market;
a developed system and a high level of education of the population reproduces the intellectual potential of leadership.

The most powerful oil and gas services and almost complete control of the global service market belong to US companies (see Fig. 2), followed by Russia, whose oil and gas services in Soviet times independently managed to ensure record annual levels of oil production of 600 million tons and gas of 600 billion m3. In addition to his own country, he successfully worked in the CMEA countries, China, Vietnam, India, Iraq, Egypt, Libya, Algeria, Cuba, Yugoslavia and others. Chinese oil and gas services are the youngest and most rapidly developing. It not only independently meets the needs of the oil and gas industry of its country, but also actively strengthens its position on the world stage.

STATE OF OIL AND GAS SERVICES IN RUSSIA

In the former USSR, state policy and management of oil and gas services were carried out by industry departments - the Ministry of Oil Industry, Mingeo and Mingazprom in accordance with the guidelines of the CPSU Central Committee and the USSR Council of Ministers for the development of the country's fuel and energy complex. Foreign economic activity in this area was regulated by the same authorities. The power of oil and gas services was ensured large investments in personnel training, domestic science, mechanical engineering and instrument making, technical equipment. The potential of the military-industrial complex was involved in solving complex problems. In the conditions of the Cold War and complete isolation from Western services, the country's oil and gas complex not only had no problems in the field of service, but could also operate effectively, relying on its own services, in many countries of the world.

In the era of economic and political transformations, control and management of the development of oil and gas services by the state was lost, its fragmentation and weakening occurred. In the 90s In the Ministry of Fuel and Energy of the Russian Federation, for some time the deputy minister with the corresponding apparatus was responsible for these problems. With the transformation into the Ministry of Industry and Energy of the Russian Federation, issues of oil and gas services fell out of the ministry's field of view. The country was dominated by and has not yet completely eradicated the principle of the liberals, which was erroneous for the transition period - the market itself will regulate everything.

The leaders of the American oil and gas service did not fail to take advantage of this, as they had a unique opportunity not only to absorb the promising Russian market, but also to remove a potentially dangerous competitor from the world market. The technology for absorbing domestic services includes ideological and financial components. As an ideological basis for the redistribution of the service market, two theses are actively imposed on mining companies:

Oil and gas companies must divest from “non-core service assets”;
- Western service companies are carriers of high technology.

Annual capacity Russian market oil and gas services are estimated at approximately $10 billion, and the annual growth rate is about 20%. These figures will increase exponentially if we add the construction of pipelines and the production of oil and gas equipment.

The results of the work carried out are impressive. Only Gazprom with Gazprom Neft, Tatneft and Surgutneftegaz were not freed from “non-core assets”. The customer service of these companies is at a modern level, equipped with the best domestic and world equipment and technology and fully satisfies the needs of their companies for the necessary types of service. Other oil companies, such as Rosneft, LUKOIL, YUKOS, TNK-BP, got rid of their service assets (Fig. 4). To this should be added a significant number of enterprises that, after the liquidation of ministries, privatization and corporatization, were allowed to float freely. Some of them adapted to working in a competitive environment and gradually began to integrate into larger companies (for example, ANEGA). For this type of company, the problem is the time factor. In 3-5 years since their inception, they were able to increase revenue to 5-8 billion rubles, but it is difficult to resist them in our market Western companies with annual revenue of 15-17 billion dollars. and a 50-70 year history of evolutionary development. The other part, having lost the support of customer companies and the state, and lacking funds for technical re-equipment and technology improvement, has either gone bankrupt or is eking out a miserable existence. At this point the financial component came into play. By absorbing the best of such enterprises, foreign service businesses thus increased their market share Russian service. Thus, Schlumberger included Petroalliance, Tyumenpromgeofizika, Siberian Service Company, Krasnoyarsk UGR, Geofit, etc. Baker Hughes acquired shares of Orenburgneftegeofiziki OJSC. Created with funds from Western investment funds, the Integra Management company bought up the assets of a number of drilling, geophysical and well repair companies, a plant for the production of drilling rigs at Uralmash, and VNIIBT, the leading institute for drilling equipment.

Oil and gas companies, after being freed from “non-core assets,” abdicated responsibility for ensuring the competitiveness and viability of the domestic service, and lost interest in its development. Relations between Russian oil and service companies have become so commercialized that mutual support, partnership, and consideration of national interests, so characteristic of Russians, have faded into the background.

The example of the geophysical sector shows how high the rate of absorption of the Russian market by companies with foreign capital is (Fig. 5, see Fig. 4). A similar trend is typical for other segments of the service market. In the sectors of drilling, logging and seismic exploration, the share of companies with foreign capital by the beginning of 2006 reached 48, 31, 13%, respectively. In general, foreign presence in the Russian service market exceeded 30%.

The second argument is only partly true, since many of the Western high technologies that have appeared on our market are of Russian origin and are offered by domestic companies.

The complete cessation of R&D funding from both the state and oil and gas companies played a negative role in reducing the competitiveness of domestic services. This largely led to the destruction of the network of industrial research institutes and design bureaus that existed in the former USSR, and a significant outflow of high-quality scientists and specialists abroad, mainly to the USA. Service companies, due to their fragmentation and lack of blood, cannot allocate the necessary funds for these purposes. An exception is the ANEGA company, which conducts scientific research, partially financed by the company, and has its own instrument making, which meets the needs for new equipment and technology not only of its own, but also of other domestic and foreign companies. American service companies in Russia demonstrate a different strategy in the intellectual sphere. They created their own research centers at Moscow State University ("Schlumberger") and the Siberian Branch of the Russian Academy of Sciences ("Schlumberger", "Baker Hughes"), select and finance the training of talented youth at the country's leading universities.

The situation surrounding the prospects for development of the Russian shelf is of particular concern. Domestic geophysical services are not allowed to solve these problems. In the Caspian Sea, Sakhalin, northern seas Schlumberger, Halliburton and Baker Hughes dominate.

The result of this development of events was the accelerated absorption of the Russian market by American companies, rising prices for services and aggravation of environmental problems. Meanwhile, the experience of Gazprom, Surgutneftegaz, Tatneft and ANEGA shows that Russian services in market conditions have learned to independently meet the needs of their oil and gas companies.

In Russia there is no state policy in the field of oil and gas services.
There is a real threat of absorption of the domestic service market by companies with foreign capital.
The Russian service is losing both the CIS market and the world market.

ANALYSIS OF THE STATE OF OIL AND GAS SERVICES IN THE USA AND CHINA

In the United States, oil and gas service issues fall under the purview of the Department of Energy. The functions of this department include monitoring the current situation in the fuel and energy sector in the country and the world. The US authorities are implementing a policy that ensures full control by American companies of the domestic oil and gas services market. As for the world arena, the protection of the interests of the American oil and gas service is ensured by all economic, political and diplomatic means available to the United States. The ministry pays great attention to the development of a competitive environment in services, support of small service and instrument-making companies, financing of innovative projects that ensure global leadership of American companies in this business.

Oil and gas services in the USA are carried out mainly by American companies, among which the leaders are Schlumberger, Halliburton, Baker Hughes and Weatherford. Over the more than 60-year period of their existence, they have grown to become the world's largest transnational companies with an annual turnover of 15-20 billion dollars. The business structure of American companies is diversified and covers many types of services. The development of the world market took place in a close alliance with American oil and gas corporations. But unlike them, the process of nationalization of the oil and gas industries, observed in many oil and gas producing countries of the world, has not led to a weakening of the position of American services in these countries, since the latter do not have the appropriate scientific and technical potential to create their own services. Currently, divisions of American companies operate in almost all countries of the world that carry out work in oil and gas (see Fig. 2). World leadership is ensured through significant investments in R&D (Schlumberger alone spends more than $350 million per year for these purposes), the use of high-tech machine-building and instrument-making facilities, attracting talented specialists from all over the world, effective management and aggressive marketing. Oil and gas engineering and service companies play a significant role in solving the problems of the American military-industrial complex. In concentrated form, this leadership is embodied in the creation service equipment and technologies, primarily for the development of oil and gas resources on the shelf. It is no coincidence that the recovery of the sunken nuclear submarine "Kursk" from the bottom of the sea was only possible American company Halliburton is a leader in the field of oil and gas services. Lobbying for the interests of American service is carried out at the highest level. Suffice it to mention US Vice President D. Cheney, who was in the leadership of the Halliburton company for many years.

China's state policy to reform, protect the interests of the Chinese oil and gas service and increase its competitiveness is developed and implemented by the China National Petroleum Corporation. When China joined the WTO, the country's leadership needed to solve two problems:

Protect the domestic service market from being absorbed by foreign companies;
- to ensure a worthy place for Chinese companies in the global oil and gas services market.

For this purpose, upon joining the WTO, a 7-year validity period for restrictive quotas on the access of foreign service companies to the Chinese market was agreed upon. During this period, the oil and gas complex was radically reformed (Fig. 6). Small isolated oil and gas service enterprises were consolidated and included in oil and gas corporations and companies: Petro China, SINOPEC, China National Offshore Oil Corporation. The most powerful Chinese service is represented in the China National Petroleum Corporation. Two groups of service companies are concentrated here, one of which meets the needs of the domestic market, the other is focused only on servicing the world market. China has not succumbed to the temptation to “liberate oil companies from non-core assets.” To ensure the competitiveness of the service, the state and oil and gas companies have invested significant funds and continue to finance personnel training, R&D, the acquisition of the best examples of Western and Russian equipment and technologies, with the subsequent development of the production of analogues by high-tech enterprises, including the defense complex. Chinese oil and gas companies always give preference to national services in tenders for services. The exception is one-time work by foreign companies with the latest technologies that China does not yet own.

Thus, in China, the solution to the first problem was ensured, which made it possible to limit the share of the presence of foreign services in the Chinese market to 2-3%. Particularly noteworthy is China's success in the development of equipment and technology for shelf development. Marine seismic, logging, and drilling companies that are part of the China National Offshore Oil Corporation (CNOOC) are equipped with the most modern equipment and technology and not only fully meet their national needs, but have also entered the world market. The starting positions in China's development of marine technology and oil and gas service technology were realized by American companies, and further development is ensured by CNOOC's own research and production complex. The Chinese Navy Academy is involved in solving the most complex problems.

As for the second task, currently Chinese oil and gas services successfully compete with American service companies on land and sea in more than 25 countries, including Kazakhstan, Turkmenistan, Uzbekistan, Arab countries, Africa, Central and South America, countries of the Asia-Pacific economic space. Interesting is China's experience in creating directly in the USA Chinese companies for the development, production and subsequent delivery to the homeland of the most high-tech equipment for oil and gas services. In Russia, the Chinese service is represented by the seismic company "Bureau of Geophysical Prospecting", which has begun seismic exploration in Western Siberia.

Thus, the following conclusions can be drawn.

The oil and gas service markets of the United States and China are controlled mainly by their domestic companies.
The government authorities of the USA and China provide protection and support for the interests of their service companies in the domestic and global markets.
The global oil and gas services market is mainly controlled by American companies.

CONCEPT FOR THE DEVELOPMENT OF OIL AND GAS SERVICES IN RUSSIA

Increasing Russia's role in ensuring global energy security is associated with solving the most complex problems of exploration, development and development of oil and gas fields in the European part of Russia, Western and Eastern Siberia, the Far East, and the shelf of the northern, eastern and southern seas. Within the CIS, it is possible to strengthen cooperation with adjacent states in the development of the resources of the Caspian Sea, continental fields of Kazakhstan, Turkmenistan, Uzbekistan and Azerbaijan. Taking into account the current favorable geopolitical situation, it is possible to expand Russia’s interaction in the oil and gas sector with Arab states, countries of Latin America, Africa and Southeast Asia. Russian oil and gas services can and should play a big role in the implementation of all these opportunities.

State policy in the field of oil and gas services should be focused on the creation and support of several large domestic oil and gas service corporations, equipped with modern equipment and technology, competing with each other on domestic market and implementing their own marketing strategy on the world market. Some of them should remain part of oil and gas companies, but with the right to serve third-party customers in the domestic and international markets. Another part could be created based on the consolidation of public and private service assets.

In connection with the great prospects for the development of hydrocarbon resources of the Russian shelf, the Government of the Russian Federation is considering the issue of creating national corporations for geological exploration and oil and gas production in the adjacent seas. When creating an oil and gas producing corporation, it is necessary to provide for the organization of a service company that provides the entire cycle of marine services from geophysical survey of wells, drilling of wells, field development to environmental monitoring of the environment. This company may have the status of a subsidiary of a maritime corporation (as is done in China) and, in addition to working in Russia, must seek applications for its capabilities in the global market.

The share of foreign services in Russia on land and sea should be reduced to 3-5%. This is not difficult to implement if, at tenders, Russian oil and gas companies, all other things being equal, give preference to Russian oil and gas service companies. As the volume of foreign services to domestic service companies decreases, the influx of Russian specialists who have received good experience work in first-class companies in the West. In the global service market, Russia should increase its revenue to 15-20 billion dollars/year.

To achieve these goals, it will be necessary to significantly expand funding by the state and oil and gas companies for R&D to create the latest technology and technologies for oil and gas services on land and offshore. It will be necessary to revive the research institutes and design bureaus that served this business on a new basis and tap into the corresponding potential of the defense-industrial complex. The state should help mechanical engineering enterprises in re-equipping production and mastering the production of the latest types of equipment, onshore and offshore oil and gas equipment, both for the internal needs of the Russian oil and gas complex, and for expanding the export of high-tech products to the level of 5-7 billion dollars/year. This will make the country's economy less dependent on raw materials industries.

To implement the proposed policy it is necessary.

1. Determine the government body responsible for the control and development of domestic oil and gas services, which must be entrusted with the development and implementation of a program to strengthen the position of Russian oil and gas services in the domestic and global service markets. It is necessary that this government structure has the appropriate rights and financial resources to solve the assigned tasks.

2. In parallel with the creation of an offshore oil corporation for the development of the Russian shelf, provide for the creation of a domestic oil and gas service corporation (conditionally “Shelfneftegazservice”), which in the future should actively enter the global service market.

3. Create a state specialized corporation for oil and gas services abroad and the export of Russian oil and gas equipment (Rosneftegazservice) and gradually increase its revenue to 20-25 billion dollars/year.

4. Oil and gas companies "Gazprom", "Gazpromneft", "Rosneft", "Surgutneftegaz", "Tatneft" are recommended to further strengthen and equip their service departments with advanced equipment and technology. This service, along with ANEGA and other domestic service companies, should meet the needs of the domestic and partially foreign market.

5. Develop and implement a state program for the technical re-equipment of oil and gas services, strengthening R&D and equipping machine-building and instrument-making facilities with modern technological equipment with the involvement of financial resources from both the state budget and Russian oil and gas companies.

6. Intensify work on the harmonization of Russian and international standards in the field of oil and gas services, which will facilitate the entry of Russian services into the world market.

OJSC Rosneft is not only the leader of the Russian oil industry, but also the largest oil and gas company in the world. The activities of OJSC Rosneft are aimed at searching and exploration of hydrocarbon deposits, production of oil, gas and gas condensate, implementation of projects for the development of offshore fields, processing of extracted raw materials, sales of oil, gas and their processed products in Russia and abroad. Karavaev V. Regional development and cooperation // International trade. - 2009. - No. 4., P.251

The company is included in the list of strategic enterprises in Russia. The main shareholder of OJSC Rosneft is OJSC ROSNEFTEGAZ, which owns almost 70% of the shares and is fully owned by the state, 20% belongs to BP, and the remaining 10% is in free float.

OJSC Rosneft produces more than 40% of Russian oil. It carries out development by 12 enterprises located in Western and Eastern Siberia, Timan-Pechora, Central Russia, the southern part of European Russia and the Far East. The company also owns a 20% stake in the Sakhalin-1 project, included in Rosneft’s financial statements using the proportionate consolidation method, and also produces oil and gas through four production joint ventures accounted for using the equity method: Tomskneft - 50, 0%, Udmurtneft - 49.54%, Polar Lights - 50.0% and Verkhnechonskneftegaz - 25.94%. Rosneft [ Electronic resource] URL: http://www.rosneft.ru/ (access date: 04/15/2014)

Oil production.

Rosneft produces more than 40% of Russian oil and is successfully implementing a strategy for sustainable production growth, including through the introduction of the most modern technologies. Production of oil and liquid hydrocarbons increased by 72% and amounted to 4,196 thousand barrels per day. (organic growth 1%).

The company stabilized oil production at largest enterprises Western Siberia, including Samotlorneftegaz, Nizhnevartovsk, Varyeganneftegaz and Nyaganneftegaz. The efficiency of work in mature fields is determined, first of all, by the use of new technologies that increase the oil recovery factor, including the massive introduction of horizontal wells with multi-stage hydraulic fracturing, sidetracking, waterflood control, as well as simultaneous separate production and injection. In 2013, Samaraneftegaz achieved an increase in liquid hydrocarbon production of 2.9% due to the drilling of deposits discovered in license areas acquired in 2011-2012, and increasing the efficiency of geological exploration through the expanded use of 3-dimensional seismic.

In 2013, production from new operating fields (Vankor, Verkhnechonskoye and Uvat group) amounted to 19% of the total production of liquid hydrocarbons.

At the same time, the Company continued to implement measures to improve efficiency and control operating costs for production, which in 2013 amounted to 4.8 US dollars/barrel, which is the best specific indicator among public oil companies in the world.

Gas production.

At the end of 2013, OJSC NK Rosneft became third largest gas producer in Russia Russia, producing 38.17 billion cubic meters. m. The record growth in gas production more than doubled is primarily due to the integration of large gas assets as a result of the acquisition of TNK and the consolidation of Itera Oil and Gas Company. In 2013, the prerequisites were created for the further development of the Company’s gas business through organic production growth. Thus, the Rospan project is actively developing (development of the East Urengoy and Novo-Urengoy license areas), and an integrated project for the development of gas deposits of the Kharampur field has been approved. In 2013, gas sales amounted to 39.07 billion cubic meters. m., including in Western Siberia - 24.02 billion cubic meters. m, in the European part of Russia - 10.42 billion cubic meters. m, as well as outside the Russian Federation - 0.94 billion cubic meters. m.

Rosneft has enormous potential to further increase production due to the presence of a significant amount of reserves.

Realizing gas potential is one of Rosneft’s strategic goals. The company plans to expand its presence in the gas market and is already actively developing this line of business, concluding long-term direct contracts for the supply of gas with major consumers. By 2020, the Company plans to produce 100 billion cubic meters of gas per year, doubling its share in the domestic gas market (to about 20%).

Entering the LNG market is one of the options for monetizing Rosneft’s gas reserves. Together with ExxonMobil, the Company is considering the possibility of building a plant for the production of liquefied natural gas in the Far East with a capacity of 5 million tons per year. Rosneft is considering various options for marketing the products of the future plant. The company has already contracted LNG volumes with the Japanese companies Marubeni and Sodeco. Steady demand for LNG in the Asia-Pacific countries guarantees Rosneft a stable market for this project.

Part of the production volumes of the future plant are contracted by one of the world's largest traders, the Vitol company, which allows Rosneft to diversify possible risks in the global LNG trading market.

Currently, Rosneft is successfully implementing a program to increase the level of use of associated petroleum gas to 95%.

Recycling.

Rosneft accounts for more than 20% of Russian oil refining. In Russia, the Company owns 11 large oil refineries with a favorable geographical location. This allows us to significantly increase the efficiency of supply of produced petroleum products. In addition, Rosneft owns shares in or controls seven refineries outside the Russian Federation.

In 2013, the Company's Russian and foreign refineries processed more than 96 million tons of oil (organic growth of 1%). In 2013, the production of motor gasoline and diesel fuel of Euro-4 and Euro-5 standards amounted to 18 million tons.

Rosneft is currently implementing projects to expand and modernize its refineries in order to improve the balance between production and refining, as well as to increase the output of high-quality products with high added value that meet the most modern environmental standards.

As part of the plant modernization program, in October 2013, the largest primary oil refining unit in Russia, AVT-12, was launched at the Tuapse Oil Refinery with a capacity of 12 million tons per year. In the fourth quarter, the main large-capacity cargo was delivered production equipment to the Komsomolsk Refinery, Achinsk Refinery, Novokuibyshevsk Refinery, Kuibyshev Refinery, Angarsk Petrochemical Plant and Syzran Refinery. The company successfully competes in the retail petroleum products market and the aviation fuel market. The client base of the high-premium “wing” channel has been expanded by attracting new counterparties. At the end of 2013, the volume of supplies under contracts with airlines increased to 67.8 billion rubles, which is 23% more than in 2012.

Export terminals.

A distinctive feature of Rosneft is the presence of its own export terminals in Tuapse, De-Kastri, Nakhodka, Arkhangelsk, which can significantly increase the efficiency of exports of the Company’s products. Rosneft is currently implementing comprehensive programs for their expansion and modernization in order to ensure that these capacities correspond to planned export volumes.

Gas station network.

One of Rosneft’s strategic goals is to increase the volume of sales of its own products directly to the end consumer. To this end, the Company is developing a retail sales network.

The main goal of the Company's sales activities is to increase the volume of sales of high-quality products with high added value directly to the end consumer. To achieve this goal, Rosneft is expanding its sales network, primarily in strategically important regions, systematically increasing the number of gas stations equipped with retail space, cafes, car washes and service stations. The company owns one of the largest retail distribution networks. Today it is more than 2400 gas stations and complexes throughout Russia.

Environmental Safety

In the field of environmental protection, the Company pays special attention to preventive measures aimed at minimizing the negative impact on the environment. The Rosneft company is implementing a Target Environmental Program for 2009-2014, aimed at modernizing environmental structures and equipment. In connection with the intensification of the Company’s work on the shelf in 2012, a program was formed environmental work for the Arctic scientific center The company has prepared draft cooperation agreements with the Russian Ministry of Emergency Situations, Roscosmos and the Ministry of Transport of the Russian Federation.

IN modern conditions The level of technological development is one of the main factors of the competitiveness of an oil company. Technological leadership is ensured by innovation, which consists of the constant introduction of the latest technologies and equipment, the use of advanced international experience, improving the quality of management and control over business processes, as well as the continuous improvement of the competence of specialists. The Rosneft company recognizes the need for an innovative development path, actively accumulating scientific potential in close cooperation with industry research institutes, universities, small and medium-sized innovative enterprises in the industry.

The Rosneft innovative development program is the most important part of its development concept. Innovations are aimed at modernizing the production base, creating and introducing new technologies to solve production problems. These include replenishing reserves, increasing the oil recovery factor, maximizing the full use of associated petroleum gas, effective implementation of offshore projects, increasing the depth of oil refining, increasing energy efficiency, minimizing capital and operating costs, as well as ensuring environmental and industrial safety. The innovative development program of OJSC NK Rosneft is designed to respond to the global challenges facing it and will ensure the achievement of its strategic goals.

The system of goals of the Innovative Development Program includes: Rosneft [Electronic resource] URL: http://www.rosneft.ru/ (access date: 04/15/2014)

1. Ensuring the development of Rosneft as a high-tech energy company.

2. Providing technological leadership in key competencies: oil and gas production, oil refining.

3. Maintaining specific capital and operating costs at the level of the best global industry indicators.

4. Increasing the energy efficiency of production to achieve the best world level.

5. Compliance with high international standards of environmental and industrial safety.

In 2013 - Rosneft and ExxonMobil signed final agreements on the creation of an Arctic research and design center and technology exchange. The Arctic Center will provide a full range of services in the region scientific research and engineering developments.

In 2009, Rosneft OJSC was fined (5.3 billion rubles) for violating antimonopoly legislation. The fine was imposed for abuse of a monopoly position in the wholesale petroleum products market, which resulted in the withdrawal of goods from circulation, which led to an increase in prices in the wholesale segment of the petroleum products market, creating conditions of discrimination in the sale of petroleum products to individual counterparties. These actions led to an increase in prices for wholesale markets motor gasoline, diesel fuel and aviation kerosene at the beginning of 2009.

In 2011, Rosneft OJSC was again fined 1.8 billion rubles. for abuse of a dominant position by establishing and maintaining a monopoly high price on diesel fuel and aviation kerosene in early 2011.