The main problems in the field of production and processing of oil and gas raw materials today include the lack of Kazakhstani specialized personnel, a small amount of processing enterprises for hydrocarbon raw materials and a relatively low hydrocarbon recovery factor.

The government is taking measures to solve problems in the oil and gas sector of the Republic of Kazakhstan. These include a change in the legislation of the Republic, in the part related to oil and gas industry, this is an investment directed to oil refining centers and projects related to geological and technical activities.

The problem of lack of Kazakh specialists in the oil and gas industry

One of the central issues unresolved to date is the shortage of qualified specialists in the oil and gas sector. This problem is directly interconnected with the problems of the education system of the Republic of Kazakhstan. Elimination of errors in the education system is necessary not only to improve the functioning of the Kazakhstani oil and gas industry, it is necessary to achieve the set state strategic goals, one of which is Kazakhstan's entry into the top thirty most competitive countries in the world.

The personnel shortage of oil workers, immigrants from Kazakhstan, was felt almost at all times. Now, as before, this problem is being solved by inviting leadership positions specialists from abroad. There are not so many local workers with specialized education and knowledge at the proper level. Personnel experts explain this by the fact that the newly minted Kazakhstani specialists who graduated from the relevant universities are not competent in many issues. These include knowledge in English necessary for specialists of this level, due to the many Kazakh oil and gas organizations cooperating with American or European companies. If a potential employee, a native of the Republic of Kazakhstan, has all the necessary knowledge, then his salary expectations turn out to be higher than the real possibilities.

According to some Kazakh workers employed in the oil and gas and oil refining industries, their wages are significantly less than the earnings of a foreigner in a similar position. The management explains this state of affairs by the fact that the invited specialists have higher professional training, have knowledge and experience gained at facilities using innovative methods production, more advanced technically and equipped with the latest technological equipment.

Apart from personnel problems directly related to the Kazakh oil and gas industry, this production sector is not without problems associated with a lack of qualified socialists common to the global oil and gas industry. Thus, statistical surveys conducted around the world have identified the main causes leading to a shortage of personnel. It is the aging of skilled workforce – half of the employees in the oil and gas industry are over 40 years of age. Thus, in 10-15 years, 50% of employees will be at retirement age or retired. In addition, every year the conditions of oil production become more complicated, and with it technological devices, design solutions and their management. Wage The number of oil workers is increasing, therefore, the costs of providing oil and gas production with specialists are also growing. The solution to this problem can be the involvement of freelancers for work of medium complexity and, thereby, the release of qualified personnel for more specific work that requires special knowledge and skills.

Another solution to the problem with a shortage of personnel could be the automation of oil production and oil refining. Now there are technologies to minimize the need for the presence of a person in production. These installations include the so-called "smart wells", equipped with devices that independently manage and control the production process. Similar equipment is installed on some of the artificial islands of the Kashagan field.

Lack of oil refineries in Kazakhstan

In fact, this problem is relative. Compared to other oil-producing countries, the three oil refineries that operate in Kazakhstan are too few for the volumes of oil and gas produced in the country. But, at the same time, in the current year, Kazakh refineries faced difficulties in implementing finished products. Because of low prices for fuel imported into the territory of Kazakhstan from Russia, the products of Kazakhstani oil refineries were out of demand in the fuel and lubricants market, which led to a partial halt in production at refineries.

The government found a solution to this problem and, by banning the import of fuel and lubricants into the territory of Kazakhstan, resolved the crisis situation. However, the global solution to this problem, according to experts, is to reduce the cost of gasoline production, as well as improve the quality of the produced fuel, which is this moment does not meet international standards.

The oil refineries that currently exist on the territory of Kazakhstan were built back in the years of the existence of the USSR. Their location was thought out in accordance with the general scheme of refineries throughout the USSR. After the formation of the Republic of Kazakhstan as an independent state, this system has failed, links with Russian crude oil suppliers have been disrupted, and crude oil produced in Kazakhstan is mostly exported. This creates an insufficient workload of oil refineries with raw materials. Now the state is forced to reorient the existing oil refining facilities for its own needs. The issue of supplying local factories with raw materials has been practically resolved, now there is a need for additional oil pipelines, since the existing ones do not satisfy the current needs of the Republic. In this regard, at the moment the export of oil to the directions beneficial for Kazakhstan is difficult.

The problem of low recoverability of oil and gas raw materials

If we do not take into account Tengiz and the problematic Kashagan, more than half of Kazakhstani oil fields have already passed the peak of hydrocarbon production and are "mature" fields. This fact can be considered a significant problem for the country, because in our country one third of GDP is income from the oil and gas industry, while the oil recovery factor is quite small and fluctuates within 35 percent. For comparison, in Europe the same ratio is at least 50 percent. essence given value in the amount of oil products that can be extracted to the surface, in relation to the total amount of geological reserves in this field.

If Kazakhstan had the opportunity to raise the recovery factor to the European level, then hydrocarbon production could be increased to nine billion barrels per year.

What needs to be done to achieve such volumes of oil production?

To begin with, it is necessary to change the approach to theoretical calculations for oil production in "mature" wells. These wells require additional costs, for example, an increase in the production of produced water, entails problems with an increase in the volume of impurities and scaling, which causes forced technical shutdowns to eliminate equipment malfunctions.

To reduce the actual cost of production from "mature" fields, a special approach to each of the wells and adjustment technological programs, optimization of mechanized oil production. At the same time, it is necessary to increase the recovery factor in the most profitable way from a financial point of view. To do this, it is simply necessary to carry out careful preliminary calculations. Usually the most cost-effective options are using the latest technologies oil production. To analyze existing fields, it is necessary to create an expert group, which should be headed by an experienced engineer, preferably invited from a successful European or American company, familiar with promising methods of oil production. This will help to assess the new state of affairs in the Kazakh oil and gas industry, as well as ensure the transfer of invaluable experience to local specialists working together with the leader of the expert group.

A good opportunity to increase production at mature fields is the transfer of individual wells into the hands of small companies interested in a good return on the object. This method is used in Western oil-producing countries and is quite effective. In this case, it is not necessary to completely transfer the object to hands. private organization, a variant of cooperation is possible on the terms of the division of income from the extraction of products by growth. Thus, stimulating the company to obtain positive results.

An important factor for ensuring the profitability of "mature" fields is the change in taxation in favor of a differentiated method of calculating taxes for specific oil production facilities. Yes, based on experience foreign countries, it can be determined that the taxation of income received from fields where the primary method of production technology is applied should be significantly different from the taxation of income received from fields where the primary and secondary stages of production are already behind. Otherwise, "mature" wells will be doomed to unprofitable production, and, subsequently, to stop production.

The solution of the main problems arising in the oil and gas sector is very important for the economy of the entire Republic of Kazakhstan, given its focus on raw materials. In this regard, clear strategies are needed regarding the issues of personnel shortages, hydrocarbon production and regulation of oil refining processes. These strategies should be supported and controlled by the state, this will bring the economy of Kazakhstan to a new world level of development.

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

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

1.1. Dynamics of oil production and analysis of consumption ……………...……….....5

1.2. Investment activity 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

At present, the oil sector of the fuel and energy complex of Russia 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 the budgets of all levels. This contribution is significantly higher than the share of the complex in industrial production. It accounts for more than 16% of Russia's GDP, a quarter of tax and customs revenues to the budgets of all levels, as well as more than a third of foreign exchange earnings coming to Russia.

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

Oil production in the country is carried out by more than 240 oil and gas producing organizations, and 11 oil producing holdings, including OAO Gazprom, provide 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 task of the development of the oil industry is a smooth and gradual increase in production with stabilization of its level in the long term.

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

The purpose of the work is to consider and analyze the state of the oil industry in Russia.

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 the total production volume. The main production regions are the West Siberian deposits discovered back in the 1960s and 1970s, which account for 68.1% of the total annual production. The second in the country in terms of oil production - the Volga-Ural region - is in the late stage of developing productive fields and is characterized by fading production, which will begin to decline in the next few years.

The oil refining segment is underdeveloped. For the entire time of the existence of democratic Russia, not a single oil refinery (refinery) was built on its territory. The degree of depreciation of domestic refineries is 65%, and the load is less than 80%. Only Lukoil's capacity utilization rate approached 95%, while Surgutneftegaz's Kirishi refinery is operating at its capacity limit with almost 100% utilization.

Among the Russian commodity giants, LUKOIL traditionally holds the leading position in terms of oil and gas production. 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 is without taking into account 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 a production of 26.3 million tons. The state-owned Rosneft, with a production of 16.1 million tons, occupies only eighth place, behind SIDANCO (16.2 million tons). In total, the "big eight" of the largest oil companies in Russia account for 83% of oil and gas equivalent production.

There are three types of large oil companies in Russia today. The first are an integral part and in many respects 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 focuses mainly on financial results.

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

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

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

It is known that over the past 10 years, the Russian oil industry has demonstrated the achievement of undeniably fantastic results, 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 development drilling from 5.988 million m to 13.761 million m/year. By the end of 2007, the operating well stock was increased to 157.1 thousand wells, of which 131.3 thousand wells were in operation, 25.8 thousand wells, or 16.4% of the operating stock, were in the non-operating well stock.

As of September 1, 2008, there were 158.3 thousand wells in the operational fund of the oil industry of the Russian Federation, of which 133.5 thousand wells (or 84.3%) were in operation, and 24.8 thousand wells in the idle fund. The average daily oil production in August 2008 was at the level of 1341.8 thousand tons/day, on average for January-August 2008 – 1332.9 thousand tons/day.

During 8 months of 2008, production drilling footage amounted to 9.9 million m, new wells commissioned - 3,593. .PCS.

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

It should be noted 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 was drilled as in the previous 3 years (2004-2006). However, due to this, there was no increase in oil production in 2008 at all, since all significant production from new wells went to compensate for the drop in the carryover well stock due to its accelerated watering. It can be stated with certainty that by 2008 all any significant reserves for increasing oil production from the old fund had already been used up.

In 2008 Russia produced 488 million tons of oil, 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 (a decrease of 7% compared to January-May 2008), including the United 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 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 filling stations). Sistema-Invest OJSC (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 activity 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 shareholders large dividends. If oil prices go down, then 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 in the world energy markets. According to analysts' 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 the oil industry will have enough funds to prepare for a possible decline in oil prices next year.

According to market participants, in order for oil companies not to have problems with investment resources for their own development, raw material prices should stay above $16 per barrel. A decline to this level, of course, will not mean the “instant death” of the industry either, it will simply have to cut investments in exploration and development of new deposits, and it may be possible to postpone acquisitions altogether.

Shares of oil companies were initially market leaders. Oil industry outperforms other sectors both in terms of 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 companies.

The fall 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 the shares of the oil industry are still of interest to investors.

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

The total deficit of investments 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 oil and gas equipment manufacturers, the creation of a committee for standardization in the oil and gas complex and major project in petrochemistry.

The deficit of investments in 2010 may amount to 500-600 billion rubles.

There is no growth in investments in the five-year perspective. According to the five-year plan, which provides for drilling more than 30,000 wells, solving the problem of utilizing more than 60 billion cubic meters of associated gas, building installations for primary oil refining 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 is without taking into account the costs of developing the shelf and implementing 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 revenues to the budget - another 0.5 trillion. rubles.

The industry is the largest taxpayer, which provides about 43% of budget revenues. The volume of production achieved in 2008 made it possible to secure 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 affecting the domestic market.

An important factor influencing the state of the domestic market of the Russian Federation, as shown by market observation statistics for many years, has become a factor that for convenience can be called as follows: “the level of world prices for crude oil”. The weighted averages are calculated through the 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 production volume of which is exported from Russia). The system works as follows: with a sharp increase in prices for oil products and oil, Russian companies seek to “pour out” more oil and oil products (who have them) for export, while the needs of the domestic market are not taken into account, then the price of oil in the domestic market rises ( it became smaller), expensive oil was "brought" for processing (outgoing oil products also rose in price), exported volumes of oil products are already baring the market and the situation leads to an increase in prices. Analyzing fluctuations in world oil prices over the year, government decisions to adjust customs duties and the dynamics of domestic market price indices, the center's specialists revealed an obvious correlation between them. Moreover, the time lag in case of a sharp rise or fall in oil prices usually ranges from 10 to 14 days. The domestic oil products market itself is not growing at a rapid pace, only the increase in the fleet of private cars is encouraging, which leads to growth in the fuel and lubricants retail sector in large cities. However, the competitiveness of Russian oil products on the European market raises doubts.

service crisis

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

The oilfield service market is determined by the capital investment programs of oil companies, primarily driven by oil prices. Despite the increase in prices that took place in the spring, most experts predict an average annual price in the region of $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, apparently, was avoided, however, a sharp reduction in demand from small oil companies, which previously provided up to 15% of the market, will affect.

Oil companies will have to engage in projects that are cheaper to continue than to stop. Customers often refuse already contracted works. Many have increased the terms of payment for work performed by 1.5 - 2 times, which is a devastating factor for service companies. Already in the fall of 2008, representatives of service companies claimed that customers were urged to reduce the price of work - by an average of 10 - 20% (sometimes even up to 30%). However, the service company will prefer to conclude at least some contracts. This, of course, will reduce the company's current economic viability and seriously prevent it from entering the market in the future.

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

Exploration drilling volumes have been reduced by almost half. Taking into account the position of the state in the issue of replenishment of stocks, one should expect some stabilization in the situation in this segment, or even some improvement due to the state order.

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

The well repair market is unanimously considered by experts to be the main "breadwinner" of oilfield services. Current well workover will inevitably be carried out on the existing well stock, ensuring the required production volumes. Capital repairs will be carried out with a sufficiently thorough economic analysis of its benefits. This led to a reduction in volumes in 2009 by 10-15%, and then to growth in 2010-2011. The situation in the well stock of Surgutneftegaz looks more optimistic, where no reductions in volumes are forecast.

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

Together with TRS, enhanced oil recovery can ensure the survival of oilfield services companies, in particular high-tech ones. Large foreign companies are active in the sector. For example, Schlumberger is currently participating in tenders for contracts in the field of preparatory work, workover, hydraulic fracturing, etc.

Due to the reduction in the volume of work, a gradual sale of drilling equipment began. So far, in the form of a lease (with the possibility of subsequent redemption) or under a leasing scheme. Cases of sale of drilling rigs and other auxiliary equipment are becoming more and more frequent. There were cases of refusal of equipment customers from orders made earlier.

The main region of oil production is still Western Siberia. 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 for the development of heavy, high-viscosity oils are likely to be frozen due to high costs.

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

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

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

In Ukraine, Kazakhstan, Turkmenistan, Uzbekistan, a policy is being pursued to restrict the admission of foreign contractors to local oilfield service markets. Today, it is more interesting to work in the CIS not for drillers, but for subservice companies, for which there are at least two reasons: the “flexibility” of subcontractors (less equipment, small staff, no connection to production service bases) and a significant advantage in terms of the cost of work.

Opportunities to enter foreign markets are mainly large companies or service structures of VIOCs. A characteristic feature of the oilfield services market in some regions of the far abroad is both physical and legal risk. Venezuela, Argentina, Bolivia, Nigeria can be attributed to the regions of "risky oil service". Civilized working conditions (as, for example, in Brazil) require possession of the latest field development technologies, which a rare Russian company can boast of.

The market share of affiliated service companies (including 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 respective companies or divisions. VIOCs can count on state support, which will indirectly affect the position of the service. Therefore, in the near future, the share of the sector of affiliated structures will increase. Large oil and gas companies will primarily load affiliated capacities.

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

The rise of a large independent Russian oilfield service, demonstrated over the past 5 years by SSK, BC Eurasia, Integra, Katobneft, Petroalliance, nurtured hopes that in the near future this sector would expand to 70-80% and divided between 7 - 9 companies. The expansion of the sector was planned to be carried out through the absorption of competitive medium and small oilfield service companies and through the renewal of the equipment fleet.

The crisis prevented plans for rapid development. Companies in the sector, faced with the problem of lack of funds, significantly reduce capacity and abandon modernization and expansion programs. Despite the appearance of assets with a low price, there are no free funds for their purchase. It is possible to create alliances between independent companies in order to strengthen the position in relations with customers. It is possible to increase the market share (from 18 to 20 - 22%) of large companies due to squeezing out medium and small companies.

The main factor for survival during the crisis period is the preservation of basic capacities and competencies, diversification of the range of services, as well as the ability to reduce prices to a small extent 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 (its current share is estimated at about 10%), which has been in the phase of formation and growth over the past 3-4 years, is now experiencing the greatest difficulties. Companies that were created from scratch, including those with the purchase of new equipment, will have the hardest time of all.

Medium-sized companies could form a healthy competitive environment and be good targets for takeovers, but falling orders are slowing this process down. It is difficult to find partners who would provide financing for the company. The loss of basic capacities and competencies is likely.

Small companies are experiencing a sharp reduction in volumes, keep prices low with average quality. There are no opportunities for capacity upgrades. The probability of exit from the market of small companies increases significantly.

Survival factors in a crisis period - concentration on a highly specialized segment of works and services, technological advantages, entering into alliances with large oilfield service companies or a "miracle" - obtaining in a tough competition a good order from a major oil company.

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

The expansion will take place through the purchase of small and medium-sized Russian companies that have proven themselves well, with connections in the regions. The purchase of domestic assets that began before the crisis is likely to continue. In the near future we should expect news about the next acquisitions of foreign companies.

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

Since about the fourth quarter of 2008, Russia has become involved in the global financial crisis and entered a period of recession in its economy.

The situation is difficult with forecasts: what will happen to the Russian economy in the coming years, how deep will the “bottom” of the crisis be? To the greatest extent, this applies 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 of the country's socio-economic development for 2009-2010. on two options.

Option 1 (inertial) provided for an increase in oil production (from the level expected at that time in 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 the price of Urals oil - 112 dollars per barrel. in 2008, with its subsequent fall to $88 in 2011.

In less than half a year, 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 primarily determined by world market prices, the dynamics of which is unpredictable. It is known that in mid-2008 it reached a speculative peak of $147/bbl, and by the end of the year it had fallen to $35/bbl, or 4.2 times.

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

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

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

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

refusal to drill low-margin wells in terms of oil flow rate (obviously, less than 50 tons per day);

reduction of capital construction and operating costs for production;

reduction of the operating well stock, increased decommissioning of low-margin, low-yield and high water cut wells;

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

a complete shutdown of unprofitable fields (before the oil price began to rise, apparently to $60 per 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 mining companies.

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

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

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

Let us consider several scenarios for the development of oil production in Russia up to 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 number 1. “Hypothetical” (“If there were no crisis”), in which the volume of footage in production drilling is maintained at the level of 13.5–13.0 million m/year until 2015 (Tables 1, 2).

Table 1 - Forecast indicators of liquid hydrocarbon production in Russia until 2015

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

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

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

Option number 2. "Pessimistic" - a drop in production drilling in 2009-2011. up to 10 million m/year, however, with its subsequent increase to 13 million m – in 2015

Option number 3. "Crisis" - a drop in penetration in 2009 - 2010. to 8.0 million m, with its subsequent gradual increase to 12 million m – in 2015

"If there was no crisis" - oil production in Russia would be supported sufficiently stable level 470 – 480 million tons/year with a gradual decrease to 440 million tons/year by 2015 (an average drop of 1.5% per year over the period) - while maintaining production drilling volumes at the level of 13.5 – 13 million meters /year.

It follows from the calculations that the crisis will inevitably have a negative impact on the levels of oil production and 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 can be considered more likely, providing for the following levels of oil production in Table 3.

Table 3 - Levels of oil production

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

reduction in development drilling in 2009-2010 up to 8 million m3/year with its subsequent gradual increase up to 12 million m3 in 2015;

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

an increase in the rate of decline in oil production, which will decrease against 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 drop in annual levels of oil production will significantly decrease (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 of change in annual oil production

With a sharp decline due to the crisis in the volume of production drilling - up to 8 million m in 2009-2010. Compared to hypothetical option 1 (“If there was no crisis”), oil production will decrease by the following amounts over the years:

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 deposits in the country, the main losses in oil production (50 - 58 million tons / year), due to the impact of the crisis, will appear later - in 2011 - 2012. At the same time, in option 3 in 2009-2015. 8675 wells will be put into operation less 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. ruble (or about 40 billion dollars), and the total capital costs (including the development of oil fields) may amount to 2.89 trillion. rub. (or $83 billion).

Overcoming the crisis

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

outdated technology,

lack of qualified personnel,

unsatisfactory technical condition of the equipment,

the predominance of fixed costs in the cost structure.

The objectives of the liberalization of the oilfield services market were to overcome the chronic underinvestment in an industry important for the country's economy and to create a flexible system of "customer-contractor" relations.

The crisis can easily destroy the still weak system of new relations in the oilfield service market. However, the crisis should be used to create competitive advantages in the post-crisis period. We 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 renewal of domestic oilfield service technologies is a matter of its survival. New technologies for oilfield services should ensure the operation of the industry in the face of depletion of developed fields, 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 related to violations of technology. According to our estimates, these reserves amount to up to 20% of costs; their use will help to increase the productivity of the company several times.

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

Now with difficulty collected personnel have to be reduced. Specialists leave for mining companies and other industries. First of all, highly qualified workers leave. Young people do not go to drilling companies, because at a difficult moment they will be laid off in the first place.

At the forefront are measures to retain qualified personnel and prepare a personnel reserve in case work is launched. Preference should be given to employees who are carriers of the best practices of the enterprise and/or are capable of generating new useful solutions; those who during the upswing will be able to restore the scale of the enterprise and who during the crisis will be able to work in several areas, helping colleagues.

It is known that the costs associated with the ownership of drilling equipment, repair and maintenance account for more than half of the cost of drilling. Since the market for “readiness” suppliers has just begun to form, 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 minimizing the equipment fleet.

In connection with the reduction in production volumes, it is advisable to decommission (conserve) excess capacities. However, one should 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.

Oilfield service cost management remains a difficult problem, the solution of which has not yet been received.

The estimated methodology does not allow the service contractor to manage its cost: the estimate for him is a tool for managing revenue, not costs. A methodical approach to planning and analyzing the economy 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 to maintain the structure of such an enterprise in the face of a sharp drop in volumes.

Outsourcing is a means of “straightening” costs. Thus, it is proposed to use the rental of drilling equipment, energy and transport support services only as far as work under the contracts received. Many drilling companies, formed from the classic UBR, have gone down this path. The cost of own or affiliated service of large oil companies (which largely retains 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 a well-established management of well construction projects (at the level of the parent company);

strong legal relations have been established between the partners, allowing to control the quality of subcontracted works and their financing.

So, new methods are needed for planning and evaluating 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 service 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% is owned by four independent service companies. According to the “law of scale conformity”, large customers work with large contractors. It should be taken into account that foreign capital stands behind the majority of industrial integration centers that have emerged in Russia. Therefore, there is almost no place for domestic independent service companies on the market.

Another factor in the development of the sector of medium and small oilfield service firms is the well-established system of outsourcing relations "service - subservice". In Russia, the system of outsourcing relationships in oilfield services has not yet reached the degree of maturity when one can speak of stable relationships. Therefore, it is not necessary to talk about the development of medium and small oilfield service companies until the structure of customers changes.

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

After the stabilization of the situation, it is necessary to reform the legislation in order to support small and medium-sized businesses in the field of oil and gas production. Only small business can “pull out” the economy during a crisis, because it 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 oilfield service companies.

On March 19, 2009, the Ministry of Natural Resources prepared proposals for differentiating the MET for small deposits, in which it is considered appropriate to extend the use of MET deductions for investments in exploration and innovative technologies for the development of small and hard-to-recover reserves.

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

Conclusion

The Russian oil industry, 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 petrochemistry, boiler and furnace fuel and other petroleum products. Russia accounts for about 13% of the world's oil reserves, 10% of production 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 the 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;

a high degree of dependence of the oil and gas sector of Russia on the state and conjuncture of the world energy market;

the impact of the crisis.

Any catastrophic drop in oil production due to the crisis should not be expected.

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 m/year in 2009-2010.

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

Due to the impact of the crisis, the shortage of oil in 2009-2015 (compared to the “no 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 decrease by 23.5 million m over the specified period , 8675 new wells will not be put into operation.

Under 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, the implementation of plans for the development of new oil fields in order to increase the resource base of hydrocarbons involved in oil production.

With a timely "adequate" change in the legislation of the Russian Federation (MET, export duty, etc.), the fall in oil prices on the world market 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 may 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 (the expected reduction in oil production and, accordingly, its export abroad), Russia will remain the largest player in the global oil market until 2015 and beyond.

List of used literature:

Kokurin D., Melkumov G. Participants of the world 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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Role and purpose of oil and gas service

The concept of "oil and gas complex" (OGC), along with oil refining and other components, includes two major components: 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 major components: 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 in the vast majority of oil and gas producing countries of the world there is no necessary intellectual, technological and industrial potential to properly provide national production with their own high-tech service. 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 service and oil and gas equipment.

Oil and gas service is a means of ensuring the energy and environmental security of the country. In the USA and China, this type of work is admitted mainly national companies. This is due to the strategic importance for the country's security of information obtained with its help on the state and prospects of the state's mineral resources (the results of geological exploration, seismic exploration, drilling, geophysical studies of wells on land and sea). The service provides the required level of oil and gas production and transportation (development design and development of fields, 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 depths during oil and gas production.

Oil and gas service is one of the most important locomotives for transferring the country's economy from a raw-material orientation to the sphere of high technologies. The world market for oil and gas equipment and services is represented by high-tech, science-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 for both industries and the country's economy as a whole. It quickly moves away from raw material dependence. If the annual export of products of the military-industrial complex has reached the level of 5 billion dollars, then oil and gas services can generate revenue in the world market of 15-20 billion dollars / year (Fig. 1), and the export of oil and gas equipment can gradually gain a position in 5-10 billion dollars/year.

Oil and gas service is an effective tool for the implementation of the geopolitical and geo-economic goals of the state. The nationalization of the oil and gas industry in the 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 developed by China. The return of Russia will not only expand the export of high-tech products, but also significantly strengthen the economic and geopolitical positions of our country.

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

the presence of a large fuel and energy complex creates a 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 technological leadership in service through the use the latest achievements defense technology;
a high level of academic and sectoral science ensures the competitiveness of the equipment and services offered to the world market;
a developed system and a high level of education of the population reproduce the intellectual potential of leadership.

The most powerful oil and gas services and almost complete control of the global service market are owned by 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. The Chinese oil and gas service is the youngest and most intensively developing. He not only independently provides for the needs of the oil and gas industry of his country, but also actively strengthens his position on the world stage.

THE STATE OF THE OIL AND GAS SERVICE IN RUSSIA

In the former USSR, the state policy and management of oil and gas services were carried out by industry departments - the Minnefteprom, Mingeo and Mingazprom in accordance with the instructions of the Central Committee of the CPSU and the Council of Ministers of the USSR for the development of the fuel and energy complex of the country. Foreign economic activity in this area was regulated by the same authorities. The power of the oil and gas service was ensured by large investments in personnel training, domestic science, mechanical engineering and instrumentation, and technical equipment. The potential of the military-industrial complex was involved in solving complex problems. In conditions " cold war"and complete isolation from Western service, the oil and gas complex of the country not only had no problems in the field of service, but could also operate effectively, relying on its own service, 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 were lost, it was fragmented and weakened. In the 90s. in the Ministry of Fuel and Energy of the Russian Federation, for some time, the deputy minister with the appropriate apparatus was responsible for these problems. With the transformation into the Ministry of Industry and Energy of the Russian Federation, the issues of oil and gas services fell out of the view of the ministry. The principle of the liberals, erroneous for the transitional period, prevailed in the country and still has not been fully eliminated - the market will regulate everything itself.

The leaders of the American oil and gas service did not fail to take advantage of this, 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 of absorption of domestic service 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 should get rid of "non-core service assets";
- Western service companies are carriers of high technologies.

The annual capacity of the Russian oil and gas service market is estimated at about 10 billion dollars, and the annual growth rate is about 20%. These figures will multiply if you 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 service department of these companies is up-to-date, equipped with the best domestic and world equipment and technology, and fully satisfies the needs of their companies in 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 released into "free floating". Some of them adapted to work 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. For 3-5 years from the moment of their inception, they were able to raise their revenue to 5-8 billion rubles, but it is difficult for them to compete in our market with Western companies with annual revenues of 15-17 billion dollars. and 50-70 years of history of evolutionary development. The other part, having lost the support of customer companies and the state, having no funds for technical re-equipment and technology improvement, either went bankrupt or drags out a miserable existence. At this point, the financial component came into play. Absorbing the best of these enterprises, the foreign service business thus increased its market share. Russian service. Thus, Petroalliance, Tyumenpromgeofizika, Siberian Service Company, Krasnoyarsk UGR, Geofit and others became part of Schlumberger. Baker Hughes acquired shares in OAO Orenburgneftegeofizika. Created with funds from Western investment funds, Integra-Management bought up the assets of a number of drilling, geophysical and well workover companies, a plant for the production of drilling rigs at Uralmash, VNIIBT, the leading institute for drilling equipment.

Oil and gas companies, after being freed from "non-core assets", relieved themselves of responsibility for ensuring the competitiveness and viability of domestic service, and lost interest in its development. Relations between Russian oil and service companies have become so commercialized that mutual support, partnership, 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 drilling, GIS and seismic sectors, the share of companies with foreign capital by the beginning of 2006 reached 48%, 31%, and 13%, respectively. In general, the foreign presence in the service market of Russia 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.

A negative role in reducing the competitiveness of the domestic service was played by the complete cessation of R&D funding from both the state and oil and gas companies. This largely led to the destruction of the network of industrial research institutes and design bureaus that existed in the former USSR, a significant outflow of highly qualified scientists and specialists abroad, mainly to the United States. Service companies, due to their fragmentation and bloodlessness, cannot allocate the necessary funds for these purposes. An exception is the ANEGA company, which conducts scientific research, partially funded by the company, and has its own instrumentation, which meets the needs for new equipment and technology not only for its own, but also for other domestic and foreign companies. American service companies in Russia demonstrate a different strategy in the intellectual sphere. They have created their own scientific 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 young people in the country's leading universities.

Of particular concern is the situation around the prospects for the development Russian shelf. The domestic geophysical service is not allowed to solve these problems. In the Caspian, Sakhalin, northern seas dominated by Schlumberger, Halliburton and Baker Hughes.

The result of this development of events was the accelerated absorption of the Russian market by American companies, an increase in prices for services and an aggravation environmental issues. Meanwhile, the experience of Gazprom, Surgutneftegaz, Tatneft and ANEGA shows that Russian service in the market has learned to independently meet the needs of its oil and gas companies.

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

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

In the US, oil and gas services are the responsibility 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 US companies of the domestic oil and gas service market. As for the world stage, the protection of the interests of the American oil and gas service is provided by all the economic, political and diplomatic means available to the United States. The Ministry pays great attention to the development of a competitive environment in the service, support for small service and instrument-making companies, financing innovative projects, providing the world leadership of American companies in this business.

Oil and gas services in the USA are carried out mainly by American companies, among which "Schlumberger", "Halliburton", "Baker Hughes" and "Weatherford" are in the lead. For more than 60 years of their existence, they have grown to the world's largest multinational 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 close alliance with American oil and gas corporations. But unlike them, the process of nationalization of the oil and gas industries, which is observed in many oil and gas producing countries of the world, has not led to a weakening of the positions of the American service in these countries, since the latter do not have the appropriate scientific and technical potential to create their own service. Currently, divisions of American companies operate in almost all countries of the world that carry out work on oil and gas (see Fig. 2). Global leadership is ensured by significant investments in R&D (Schlumberger alone spends more than 350 million dollars per year for these purposes), the use of high-tech machine-building and instrument-making capacities, 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 technology, primarily for the development of offshore oil and gas resources. It is no coincidence that only the American company Halliburton, a leader in the field of oil and gas services, could lift the sunken nuclear submarine Kursk from the bottom of the sea. Lobbying for the interests of the American service is carried out at the highest level. Suffice it to name US Vice President D. Cheney, who for many years was in the management of Halliburton.

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

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

To this end, when joining the WTO, a 7-year term was agreed upon for restrictive quotas for foreign service companies to access the Chinese market. During this period, the oil and gas complex was radically reformed (Fig. 6). Small disparate oil and gas service enterprises were consolidated and incorporated into 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 provides the needs of the domestic market, the other is focused only on servicing the world market. China has not succumbed to the temptation to "free oil companies from non-core assets." To ensure the competitiveness of the service, the state and oil and gas companies have invested and continue to finance training, research and development, the acquisition of the best samples of Western and Russian equipment and technologies, followed by the development of the production of analogues by high-tech enterprises, including the defense complex. Chinese oil and gas companies in tenders for services always give preference to national service. The exception is the one-time work of foreign companies with the latest technologies that China does not yet own.

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

As for the second task, at present, the Chinese oil and gas service successfully competes with American service companies onshore and offshore in more than 25 countries around the world, including Kazakhstan, Turkmenistan, Uzbekistan, Arab countries, Africa, Central and South America, countries of the Asia-Pacific economic space. China's experience in creating directly in the USA is interesting Chinese companies for the development, production and subsequent delivery to the homeland of the most high-tech samples of apparatus and equipment for oil and gas services. In Russia, the Chinese service is represented by the seismic company "Bureau of Geophysical Prospecting", which started seismic exploration in Western Siberia.

Thus, the following conclusions can be drawn.

The US and Chinese oil and gas service markets are controlled primarily by their domestic companies.
The government of the United States and China ensures the protection and support of the interests of their service companies in the domestic and global markets.
The global oil and gas service market is mainly controlled by US companies.

DEVELOPMENT CONCEPT OF OIL AND GAS SERVICE IN RUSSIA

Increasing the role of Russia 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, the shelf of the northern, eastern and southern seas. Within the framework of the CIS, it is possible to strengthen cooperation with adjacent states in the development of the resources of the Caspian Sea, the continental deposits of Kazakhstan, Turkmenistan, Uzbekistan and Azerbaijan. Taking into account the emerging favorable geopolitical situation, it is possible to expand Russia's cooperation in the oil and gas sector with the Arab states, the countries of Latin America, Africa and Southeast Asia. The Russian oil and gas service can and should play an important role in realizing all these opportunities.

The state policy in the field of oil and gas service 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 in the domestic market and implementing their own marketing strategy on the world market. Some of them should remain part of the oil and gas companies, but with the right to serve third-party customers in the domestic and international markets. Another part can be created on the basis of 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 creation of 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 exploration of wells, drilling of wells, field development to environmental monitoring of the environment. This company may have the status of a subsidiary of a marine corporation (as is done in China) and, in addition to working in Russia, must seek an application for its capabilities in the global market.

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

To achieve the goals set, it will be necessary to significantly expand funding by the state and oil and gas companies for R&D to create latest technology and technology of oil and gas service on land and shelf. It will be necessary to revive on a new basis the research institutes and design bureaus that served this business, and to connect the corresponding potential of the military-industrial complex. The state should help machine-building enterprises to re-equip production and master the production of the latest types of equipment, ground and offshore oil and gas equipment both for the internal needs of the Russian oil and gas complex, and to expand exports of high-tech products to the level of 5-7 billion dollars / year. This will make the country's economy less dependent on primary industries.

In order to implement the proposed policy,

1. Determine the state body responsible for the control and development of the domestic oil and gas service, which should be entrusted with the development and implementation of a program to strengthen the positions of the Russian oil and gas service in the domestic and global service markets. It is necessary that this state structure has the appropriate rights and financial means to solve the tasks set.

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 "Shelfneftegazservis"), which in the future should actively enter the world service market.

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

4. The oil and gas companies "Gazprom", "Gazpromneft", "Rosneft", "Surgutneftegaz", "Tatneft" should be 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 markets.

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 capacities 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 the search and exploration of hydrocarbon deposits, the production of oil, gas and gas condensate, the implementation of projects for the development of offshore fields, the processing of extracted raw materials, the sale of oil, gas and products of their processing in Russia and abroad. Karavaev V. Regional development and cooperation // International trade. - 2009. - No. 4. , P.251

The company is listed strategic enterprises Russia. Rosneft's main shareholder is ROSNEFTEGAZ, which owns almost 70% of the shares and is wholly owned by the state, 20% is owned by BP, and the remaining 10% is in free float.

OJSC Rosneft produces more than 40% Russian oil. It carries out development by 12 enterprises located in Western and Eastern Siberia, Timan-Pechora, Central Russia, the southern part of the European part of Russia and Far East. The company also owns a 20% stake in the Sakhalin-1 project, which is reported by Rosneft under the proportional consolidation method, and also produces oil and gas through four production joint ventures accounted for by 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/ (date of access: 15.04.2014)

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 for largest enterprises Western Siberia, including Samotlorneftegaz, Nizhnevartovsk, Varyeganneftegaz and Nyaganneftegaz. The efficiency of work at mature fields is primarily due to the use of new technologies that increase the oil recovery factor, including the massive introduction of horizontal wells with multi-stage hydraulic fracturing, sidetracking, waterflooding management, as well as simultaneous-separate production and injection. Samaraneftegaz achieved a 2.9% increase in liquid hydrocarbon production in 2013 due to the drilling of deposits discovered in licensed areas acquired in 2011-2012 and improved exploration efficiency through increased use of 3D seismic.

In 2013, production from new operating fields (Vankor, Verkhnechonskoye and Uvat group) accounted for 19% of total liquid hydrocarbon production.

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

Gas production.

Following the results of 2013, Rosneft became third largest producer gas in R Russia, producing 38.17 billion cubic meters. The record increase in gas production by more than two times is associated primarily with the integration of large gas assets as a result of the acquisition of TNK and the consolidation of NGK Itera. In 2013, the prerequisites were created for further development of the Company's gas business through organic production growth. Thus, the Rospan project (development of the Vostochno-Urengoysky and Novo-Urengoysky license areas) is actively developing, an integrated project for the development of gas deposits of the Kharampur field has been approved. In 2013, gas sales amounted to 39.07 bcm. 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 huge potential to further increase production due to the presence of a significant amount of reserves.

The realization of the gas potential is one of the strategic tasks of Rosneft. The company plans to expand its presence in the gas market and is already actively developing this line of business by concluding long-term direct gas supply contracts with major consumers. By 2020, the Company plans to produce 100 billion cubic meters of gas per year, doubling its share of 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 Japanese companies Marubeni and Sodeco. Steady demand for LNG in Asia-Pacific countries guarantees Rosneft a stable market for this project.

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

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

Recycling.

Rosneft accounts for more than 20% of Russian oil refining. On the territory of Russia, the Company owns 11 large oil refineries with a favorable geographical position. This makes it possible to significantly increase the efficiency of supplies of produced petroleum products. In addition, Rosneft owns stakes in or controls seven refineries outside the Russian Federation.

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

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

As part of the refinery modernization program, in October 2013 Russia's largest primary oil refining unit, AVT-12, was launched at the Tuapse Refinery with a capacity of 12 million tons per year. In the fourth quarter, the main large-capacity production equipment to the Komsomolsk Oil Refinery, the Achinsk Oil Refinery, the Novokuibyshev Oil Refinery, the Kuibyshev Oil Refinery, the Angarsk Oil and Gas Complex and the Syzran Oil Refinery. The company successfully competes in retail market oil products and the aviation fuel market. The client base of the high-premium channel "into the wing" has been expanded by attracting new counterparties. At the end of 2013, the volume of deliveries 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 exporting the Company's products. Rosneft is currently comprehensive programs their expansion and modernization in order to ensure that these capacities correspond to the planned export volumes.

Gas station network.

One of the strategic objectives of Rosneft is to increase sales volumes own products directly to the end user. 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 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 filling stations equipped with retail space, cafes, car washes and service stations. The company owns one of the largest marketing retail chains. Today it is more than 2400 petrol 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 environment. Rosneft is implementing the Targeted Environmental Program for 2009-2014, aimed at modernizing environmental facilities and equipment. In connection with the intensification of the Company's work on the shelf in 2012, a program was formed environmental works for the Arctic scientific center The companies have prepared draft agreements on cooperation with the Ministry of Emergency Situations of Russia, Roscosmos and the Ministry of Transport of the Russian Federation.

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

The Rosneft Innovative Development Program is the most important part of its development concept. Innovations are aimed at modernizing the production base, creating and implementing new technologies to solve production tasks. These are the replenishment of reserves, an increase in the oil recovery factor, the fullest possible use of associated petroleum gas, the effective implementation of offshore projects, an increase in the depth of oil refining, an increase in energy efficiency, minimization of capital and operating costs, as well as ensuring environmental and industrial safety. Rosneft's Innovative Development Program is designed to respond to the global challenges it faces and 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/ (date of access: 15.04.2014)

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

2. Providing technological leadership in core competencies Keywords: 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 establishment of the Arctic Research and Development Center and the exchange of technologies. The Arctic Center will provide a full range of services in the field scientific research and engineering developments.

In 2009 Rosneft was fined (by 5.3 billion rubles) for violating antimonopoly laws. The fine was imposed for abuse of a monopoly position in the wholesale market of petroleum products, 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 for discrimination in the sale of petroleum products to certain counterparties. These actions led to higher prices in the wholesale markets for motor gasoline, diesel fuel and aviation kerosene in early 2009.

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

RESEARCH OF THE MARKET OF OIL AND GAS SERVICES IN RUSSIA

AntropovaA.S.

The importance of oil and gas service is considered, the types of services in the fuel and energy complex are identified, the main business models for the development of the oil and gas service market are identified, the efficiency of bit service in drilling wells is assessed, the main problems, trends and prospects for the formation of an effective oil and gas service market are studied. .

In the article value of oil and gas service is considered, types of services in the energy industry are defined, main business models of development of the market of oil and gas service are determined, an assessment of efficiency of drill service in drilling wells is carried out, the main problems, tendencies and prospects of the development of an effective market of oil and gas service are investigated .

Keywords:oil and gas service, types of oil and gas service, business models, service efficiency in the fuel and energy complex, service market trends in Russia .

key words:oil and gas service, types of oil and gas service, business models, efficiency of service in energy industry, tendencies of the service market in Russia .

concept « oil and gas complex"(OGC), along with oil refining and other components, includes two major 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 in the vast majority of oil and gas producing countries of the world there is no necessary intellectual, technological and industrial potential to properly provide national production with their own high-tech service. 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.

Oil and gas service is a means of ensuring the energy and environmental security of the country. The service provides the necessary level of production, transportation of oil and gas, is the information basis for environmental safety on land, sea and in the depths during oil and gas production.

Oil and gas service is one of the most important locomotives for transferring the country's economy from a raw-material orientation to the sphere of high technologies. The world market for oil and gas equipment and services is represented by high-tech, science-intensive and capital-intensive products, which are based on the achievements of the military-industrial complex. The close interaction of the oil and gas and defense complexes is mutually beneficial for both industries and the country's economy as a whole.

At present, the world leaders in the development of oil and gas service equipment and technology are three countries: the USA, Russia and China. These countries develop and manufacture the most complete range of oil and gas equipment, equipment, technologies and have the largest service and intellectual potential to perform work from prospecting and exploration of deposits to the most complete extraction of oil and gas reserves contained in them.

Among the factors that determine the leadership of these countries in this area, the main ones are: presence of a large fuel and energy complex, which forms the need for new equipment and technology and serves as a testing ground for their development; presence of a developed military-industrial complex creates the prerequisites for technological leadership in the service through the use of the latest advances in defense technology; high level of academic and industry science ensures the competitiveness of the equipment and services offered to the world market; developed system and high level of education of the population reproduces the intellectual potential of leadership.

Today, service companies are one of the main driving forces behind the innovative development of the fuel and energy complex in Russia. Their main task is to ensure the stabilization of production in the old oil-bearing provinces, to accelerate the involvement in the development of unprofitable fields with hard-to-recover reserves.

Services in the oil sector (oilfield service) include a number of activities: well drilling (primarily operational and exploration); current and capital repairs of wells; seismic research and geophysical work; infrastructure construction; application of methods for enhanced oil recovery and production stimulation; technological and general transport services; production, maintenance and repair of oilfield equipment.

Currently, the Russian fuel and energy complex is dominated by three main models for the development of services.

The first business model, in which the company uses its own divisions to provide the main production with ancillary oilfield services, is widely used in the Russian market. A number of the largest Russian oil and gas companies, such as Gazprom, Gazprom Neft, Surgutneftegaz, Tatneft, have retained their oilfield services divisions or even individual enterprises and maintain them at a high competitive level.They have a secure parent company market that is not accessible to third-party players, are usually equipped with the most advanced machinery and technology, are well equipped, and have a solid staff. social package. The presence of the resources of the parent company allows them to develop these divisions and invest in technological and managerial innovations.

The second business model for the development of the domestic oil and gas sector is associated with the entry of foreign service companies into the Russian market.All the leaders of the world oil and gas service are represented here - these are the American companies Schlumberger, Halliburton, Baker Hughes, Weatherford.

Founded in 1919, Halliburton provides products and integrated services for the entire life cycle of oil and gas fields from exploration, development and production of oil and gas, field operations, Maintenance equipment, processing and distillation of oil to the organization of infrastructure and liquidation of wells. Halliburton has the world's largest experience in providing services to oil companies and is constantly on the alert to develop advanced technological solutions that allow you to get the maximum economic return from the exploitation of resources. Schlumberger, being the largest oilfield services company, provides a wide range of services related to the development of oil fields - geological exploration, drilling, well testing, well workover, oil production stimulation, well cementing, well completion. Major customers Schlumberger in Russia - Rosneft, Gazprom, Gazpromneft, TNK-BP, Lukoil, NOVATEK, Surgutneftegaz, etc.

Encountering no opposition from the state and domestic oil and gas service companies, they are increasing their presence in the Russian market year by year by acquiring independent companies.

The third business model for the organization and development of oil and gas services provides for the separation of service structures from the composition of oil and gas producing enterprises and the subsequent receipt of services in the market. During the period of reforming the Russian fuel and energy complex, many oil and gas producing companies, freeing themselves from non-core assets, which were also considered servicing oilfield service units, formed the basis for the creation of independent domestic service companies operating in the fuel and energy sector.

PetroAlliance has long occupied a prominent position in the service sector of the oil and gas industry. Services provided by the company: seismic exploration; well workover; cementing; deposits modeling; geophysical research of wells, etc. The company "Oil Technology Overseas" was established to provide scientific, technical and technological services in the field of oil and gas complex. Eurasia Drilling Company LLC is one of the largest drilling companies in Russia, it is engaged in the construction and repair of wells. The company's teams work in all oil regions of Russia.

CJSC "Siberian Service Company" is another major drilling company operating in Yamalo-Nenets Autonomous District, Tomsk Region, Samara Region, Krasnoyarsk Territory, KhMAO. The activities of SSK are currently carried out in two main oil and gas basins in Russia - the West Siberian and the Volga-Urals. The company provides the following range of services: construction of drilling rigs; construction of wells for all purposes; production of plugging works; well workover; provision of services for the organization of production management, etc. However, the resource support of these companies is not comparable with the capital of foreign oilfield services. Thus, the majority of Russian independent service companies cannot provide the variety and the required level of quality of services.

The Komi Republic is one of the leading oil and gas producing regions in Russia. Many oil and gas field maintenance companies operate on its territory.

Usinsky branch of Integra LLC, Usinsky branch of BK Eurasia LLC, Usinsky branch of RN-Bureniye LLC, Ukhta Burenie branch of Gazprom Burenie LLC created for the organization of highly efficient production for the construction of industrial, social, environmental purposes, including the organization of work on drilling, fastening, development, overhaul and underground workover of wells, enhanced oil recovery.

An enterprise with foreign investments Komi-Kuest LLC has existed since 1992. Its founders are OAO Komineft and Kuest Petroleum Exploration GmbH (Austria). Today Komi-Quest LLC carries out repair and isolation works, eliminates leaks in the production string, accidents made during operation or repair, processes bottom-hole zones, explores and transfers wells to use for another purpose, puts them into operation injection wells. High oil recovery is achieved by oilmen through the use of modern Russian and Western technologies. The best equipment, tools and production technologies affect the quality of the work performed.

Oil and gas services in the Komi Republic are provided by Schlumberger, Halliburton and PetroAlliance.

Currently, experts give positive assessments of the prospects for the development of the domestic oilfield services market, despite the fact that during the global financial crisis, the oilfield services market contracted. Moreover, the sector of production of new equipment suffered the greatest losses (more than 50%). The volumes of geophysics and exploration drilling also decreased.

The oil and gas service market at the beginning of 2011 looked something like this: the leading position was occupied by the service divisions of vertically integrated companies (43%), followed by the drilling company Eurasia Drilling Company Ltd. (17%), then Schlumberger (11%), Integra (7%), Baker Hughes (3%) and Halliburton (3%).

Starting from 2011, there has been a rapid recovery of the Russian oil and gas service: the volumes of both exploration and production drilling are increasing. The new general scheme for the development of the oil industry involves drilling in 2010-2020. more than 50 thousand production wells.

Today, the service market in the fuel and energy complex is characterized by a certain stability. Market participants seek to maximize the opportunities that open up and strengthen their positions. It is assumed that in 2012 the Russian market of oilfield services will amount to 24.2 billion dollars, and in 2015 - 35.9 billion dollars. The dominant sectors will continue to be drilling and well workover. The total spending on these types of services in 2014 will reach $28 billion.

The dynamics of the development of the oil and gas service market in Russia is shown in Figure 1.

Rice. 1. Dynamics of the development of the oil and gas service market in Russia, billion dollars

Currently, service companies are one of the main driving forces behind the innovative development of the fuel and energy complex in Russia. Their main task is to ensure the stabilization of production in the old oil-bearing provinces, to accelerate the involvement in the development of unprofitable fields with hard-to-recover reserves.

New oil and gas provinces are being developed, primarily in Eastern Siberia and the Russian part of the Caspian Sea. Also, service companies expect a large amount of work at the fields that have already been put into operation, where the priority remains the stabilization of production volumes.

According to experts, the sector of oilfield equipment production in Russia, especially the construction of drilling rigs, can also increase significantly. Analytical company Douglas-Westwood estimates the need for their replacement in 2011-2012 at the level of more than 200 units per year, while in 2009 it was 100, and in 2010 - 120 units. According to the company's forecast In 2013, another 190 units will need to be put into operation.

The post-crisis period of development of the oil and gas service market was marked by an important event. Eurasia Drilling Company, the largest drilling company in Russia in terms of volume of work performed, provides construction and overhaul wells, at the end of 2010 entered into an agreement of intent with one of the world's largest oilfield service companies - Schlumberger. According to this document, the parties must exchange assets in the field of oil and gas services. The amount of the deal, according to experts, should be $280 million. The agreement also provides that Schlumberger will become the main service provider for 200 drilling rigs operated by Eurasia Drilling Company for five years.

Such an alliance of the Eurasia Drilling Company will allow expanding the client base and open access to partner technologies, and for Schlumberger, the asset swap will allow it to optimize its work in Russia.

Oil and gas service experts note two main trends that are characteristic of the current state of the Russian service market:

Formation of a competitive environment resulting from the withdrawal of service units from VIOCs;

Creation strategic alliances between national oilfield service companies and international corporations.

The separation of service assets into separate companies is an already established trend in the Russian fuel and energy complex, the reasons for the withdrawal service work for outsourcing several: 1) the cost of oilfield services for companies using the services of external contractors is half as much and amounts to about 15 dollars per ton of oil produced, while oil companies using their own service units spend 18 to 30 dollars; 2) improving the quality of service work as a result of the struggle for the client; 3) outsourcing of oil and gas services oil company more transparent and understandable for investors.

The most important problem of the world economy of the oil and gas industry is the development of methodological approaches to assessing the effectiveness of oil and gas services.

In this regard, an assessment efficiency of bit service in drilling wells at the Bovanenkovskoye field. Well drilling is carried out by the Ukhta Burenie branch of Gazprom Burenie LLC. The wells in the field are directional, 1737 meters deep, consisting of four casing strings: direction, conductor, technical and production strings . Gazprom Burenie LLC entered into a bit service agreement with Urengoy Burtekh LLC, the purpose of which is to increase the economic efficiency of drilling operations by reducing the construction time of production wells at the Bovanenkovskoye oil and gas condensate field by increasing the drilling trip speed compared to the indicators provided for by the technical project at well construction.

Cost calculation results bit service per well is presented in Table 1 (developed by the author).

The results of calculating the cost of bits included in the total estimated cost of well construction at the Bovanenkovskoye field are presented in Table 2 (developed by the author).

Table 1

Cost of bit service per well at the Bovanenkovskoye field

	Bit diameter, mm	Drilling interval		The cost of 1 m of drilling, rub. (without VAT)	Cost of services by interval, rub. (without VAT)	Cost of services by interval, rub. with VAT 18%
	Total				1 046 611,54	1 235 001,70

table 2

The results of calculating the cost of bits per well at the Bovanenkovskoye field

	Name of works	Drilling interval	Cost, rub.
	Directional drilling
			130 605,39
	Drilling under udl. Direction
	Total cost (in 1991 prices)
	Total costs, taking into account K - 49.69		43 615,84
	Conductor drilling
	Total cost (in 1991 prices)
	Total costs, taking into account K - 49.69		454 488,89
	drilling under intermediate column
	Total cost (in 1991 prices)
	Total costs, taking into account K - 49.69		261 631,76
	Filter liner drilling
	Total cost (in 1991 prices)
	Total costs, taking into account K - 49.69		712 857,06
	Well Total		1 603 695,20

Based on the data given in the tables, we can conclude that the savings in bit service per well of the field is 368.7 thousand rubles, and per annual volume construction of wells, savings for the year will amount to 3.7 million rubles. Therefore, using the services of a bit service is much more profitable and profitable than purchasing, transporting and storing bits on your own.

Apparently, 2012 may become decisive in the confrontation between Russian and foreign businesses for domestic market oil and gas service. If the national business, with the conscious support of the state, takes over, then foreign service companies will gradually be forced out of the Russian market and the struggle for the global market of high-tech oil and gas services will begin.

Oil and gas service specialists note that the basis for effective interaction between service and oil and gas companies is the transparency of processes. The main goal of VIOCs is to reduce the cost of oil and gas services and improve the quality of services due to the ability to control the timing and cost of work performed by contractors. And the task of oilfield services companies is to effectively manage their own resources based on a detailed understanding of the processes and assets of the producing company.

The lack of legal regulation of relations between oil and gas producers and independent service companies is one of the main problems of oil and gas services. Other main problems of the service sector in the Russian fuel and energy complex include: the strengthening of the positions of imported equipment, mainly of Chinese production, on the market; weak positions of Russian companies in the “premium segment” (geophysics, directional drilling) in the absence of investment resources for most service companies to modernize production.

Further development of oil and gas services will depend on the following factors: state policy in the field of oil and gas services; built relationships with oil and gas companies; the availability of technologies that reduce costs and increase production efficiency; compliance with safety regulations, etc.

Thus, summing up what has been said, we can draw the following general conclusions.

Oil and gas service is such a complex of services, on the scale and quality of which the well-being of the oil and gas complex of Russia, the main supplier of funds to the state budget, depends to a decisive extent.

Services in the oil sector include a number of activities: well drilling (primarily operational and exploration); current and capital repairs of wells; seismic research and geophysical work; infrastructure construction; application of methods for enhanced oil recovery and production stimulation; technological and general transport services; production, maintenance and repair of oilfield equipment.

In conclusion, we can say that the full development of oil and gas services is connected with the issues of transferring the Russian economy to high technologies that provide solutions to the problems of energy efficiency, resource conservation, and energy security. There are all conditions for the development of oil services as an independent business, and the size and growth of the market make it attractive. In this regard, oil and gas services are the most dynamically developing segment of the Russian oil industry.

Bibliography:

Alexandrov V. Readiness number one. Oil and gas service restores its pre-crisis potential // Oil of Russia. Oil service. - 2011. - No. 1 (8). - S. 18-21.

Baskaev K. Stormy work. Oil and gas service suffered from the financial crisis not as much as market players feared // Oil of Russia. Oil service. - 2010. - No. 1 (7). - S. 16-22.

Was there an apocalypse? Domestic oil and gas service is rapidly recovering after the global financial and economic crisis // Oil of Russia. Oil service. - 2011. - No. 1 (8). - P. 6-9.

Dudyreva N.V. Study of the oilfield services industry in Russia. Service. - M.: Respublika, 2009. - S. 180-210.

Tiron D.V., Pavlovskaya A.V. Problemsdevelopment of oil and gas services. Socio-economic problems of development of enterprises and regions: collection of articles of the 13th International Scientific and Practical Conference. - Penza: Privolzhsky House of Knowledge, 2011. - S. 114-117.

Literature:

1. Aleksandrov V. Readiness number one. Oil and gas service restores the pre-crisis potential//Oil of Russia. oil service. - 2011. - No. 1 (8). - R . 18-21.

Baskayev K. Rough work. Oil and gas service suffered from the financial crisis not so strongly as players of the market had supposed//Oil of Russia. oil service. - 2010. - No. 1 (7). - R . 16-22.

Was there an Apocalypse? Domestic oil and gas service is quickly restored after the global financial and economic crisis//Oil of Russia. oil service. - 2011. - No. 1 (8). - R . 6-9.

Dudyreva N.V. Research of oilfield services in Russia. service. - M: Republic, 2009. - R . 180-210.

Tyron D.V., Pavlovskaya A.V. Problems of development of oil and gas service. Social and economic problems of the development of enterprises and regions: collection of articles of the 13th International scientific and practical conference. - Penza: Volga House of knowledge, 2011. - R . 114-117.