Analysis of the priorities of the “Innovative Development Program of OJSC Gazprom until 2020”

In 2002-2012 The innovative development of OAO Gazprom was implemented according to the option of catching-up development and local technological competitiveness, focused on the re-equipment of the economy based on imported technologies, as well as on local stimulation of the development of Russian developments. The demand for innovative domestic technologies for the production of equipment and technologies for constructing the gas transmission system of OAO Gazprom was determined mainly by the financial limitations of the company’s opportunities for development based on the import of the latest foreign equipment and technologies. The sector of fundamental and applied science was segmented, concentrated and financed by OAO Gazprom around those areas that had commercial application such as the creation of competitive import-substituting equipment and import-substituting technologies.

Creation of the latest projects of export gas pipelines "Blue Stream" (Russia - the bottom of the Black Sea - Turkey) in 2001-2003. and Nord Stream (Russia - the bottom of the Baltic Sea - Germany) in 2009-2012. carried out on the basis of the creation of international concerns that provided equipment and special pipes for high-pressure offshore pipelines, vessels and technology for deep-sea pipeline laying, as well as the latest gas pumping units that ensured compressor-free gas supply in offshore areas at distances of 400 km (Blue Stream) ) up to 1200 km (“Nord Stream”).

If in the Blue Stream project (2002-2003) domestically produced gas pipes were not used on the offshore section of the pipeline, then the initiation by OJSC Gazprom of the development of the metallurgical and pipe-rolling industry in Russia made it possible in the Nord Stream project (2009-2012). ) win an international tender for the supply of 25% of single-seam high-pressure pipes with a diameter of 1220 mm, a wall thickness of 41 mm and a length of 12 m for the offshore section of the pipeline, manufactured on the latest equipment of the Vyksa Metallurgical Plant (Russia) with the development of rolling of high-strength steel pipe sheets of class K65 (X80 ) on the newest domestic rolling mill “5000”.

The purpose of developing the “Innovative Development Program of OJSC Gazprom in 2011-2020.” - determination and systematization of the main directions and tasks of activity in the field of the innovation cycle, optimization of available resources and establishment of indicators of innovative development for the planned period.

The goal of the Innovative Development Program is to constantly increase the technological level of OAO Gazprom to maintain its position as a technological leader in the global energy business.

In table 1.2 and in the graphs of Fig. Table 1.1 shows the results of a technological audit conducted by OAO Gazprom of indicators of the technological level of development of OAO Gazprom and 19 leading oil and gas corporations in the world.

Table 1.2. Comparison of indicators of the technological level of development of OAO Gazprom

Rice. 1.1.

Based on the findings of a comparative technological audit to identify the most relevant areas of innovative development for OAO Gazprom (technological priorities), an assessment was made of the potential economic effect from the introduction of innovative technologies within each of the company’s business processes (gas production, transportation, processing and sales), the results of which are shown in Fig. 1.2.

As the analysis of the results shown in Fig. 1.2, the key areas of technological priorities for OJSC Gazprom are:

Gas transportation;

Development of underground gas storage facilities.

Rice. 1.2.

The priority of gas transportation and storage technologies for OJSC Gazprom is associated with the following characteristics:

1. The Unified Gas Supply System (UGSS) of OJSC Gazprom in Russia is the world's largest gas transportation system and includes gas production, processing, transportation, storage and redistribution facilities.

2. The UGSS includes 155 thousand km of main gas pipelines and branches, 268 compressor stations (CS) with a total capacity of gas pumping units (GPU) of 44.8 million kW, 6 gas and gas condensate processing complexes, 24 underground gas storage facilities .

3. As a result, technologies that improve the efficiency of main gas transportation and diversify methods of gas supply to consumers will give a NPV of 159.2 billion rubles. with the total expected level of NPV from the introduction of innovative technologies in all business processes of OAO Gazprom at the level of 449.7 billion rubles. (for the period 2011-2020).

The introduction of innovative technologies that increase the efficiency of main gas transportation and diversify the methods of gas supply to consumers will lead to:

Reducing capital investments in the construction of linear parts of main pipelines by 8-11%;

Reducing capital investments in the construction of compressor stations by 7-10%;

Reduce operating costs by 4-5%;

Reduce reconstruction costs by 10%.

Reducing capital and operating costs for underground gas storage by 10%.

The main innovative technologies aimed at implementing the allocated priority “Gas Transportation and Storage” are:

1. Technologies for the construction and operation of high-pressure pipelines;

2. Technologies for highly efficient gas compression in new generation gas pumping units;

3. Technologies for transporting gas in a liquefied and multiphase state;

4. Technology for obtaining energy through heat recovery by expander generators in technological processes at compressor (increasing gas pressure) and gas distribution (reducing gas pressure) stations;

5. Technologies for generating electricity for the operation of devices on the linear parts of main pipelines using non-traditional and renewable energy sources;

6. Technologies for creating “intelligent” underground and above-ground gas storage facilities to maintain stable year-round operation of main pipelines;

7. Technologies for storing gas in a compressed and hydrated state in storage facilities near consumers - a new market for above-ground gas storage facilities near consumers on export gas pipelines.

In table Table 1.3 shows the main directions of innovation in the implementation of technological priority - “Introduction of new technologies for the construction and operation of high-pressure pipelines” with an investment volume of 2.608 billion rubles. (2011-2017).

Table 1.3. Technological priority 5.1 “Technology for the construction and operation of high-pressure pipelines”

In table Table 1.4 shows the main directions of innovation in the implementation of technological priority - “Introduction of highly efficient gas compression technology” with an investment volume of 0.897 billion rubles. (2011-2014).

Table 1.4. Technological priority 5.2 “Highly efficient gas compression technology”

In table Table 1.5 shows the main directions of innovation in the implementation of technological priority - “Introduction of technologies to reduce overall costs during gas transportation and storage” with an investment volume of 0.2 billion rubles. (2011-2017).

Table 1.5. Technological priorities 5.3 - 5.5 “Technologies for reducing overall costs during gas transportation and storage”

“Passport of the Innovative Development Program of Gazprom Neft PJSC until 2025 Contents Introduction 1. Key performance indicators 2....”

Program Passport

innovative development

PJSC Gazprom Neft

until 2025

Introduction

1. Key performance indicators

2. Strategic guidelines

3. Technological challenges and priorities

4. Key innovative projects

5. Technology development and implementation system

6. Interaction with third parties

7. Contact information

INTRODUCTION

Innovative technologies are the most important tool for achieving the strategic goals of oil and gas companies. The accomplished revolution in the field of production of unconventional hydrocarbons was the result of many years of efforts coordinated at the state level to improve technologies.

Today, new technologies allow oil and gas companies to develop hard-to-recover reserves and enter new production regions, increase operational efficiency, remain resilient in the face of unfavorable pricing conditions, and gain access to resources in exchange for technological competencies.

The main goal of the innovative development of Gazprom Neft PJSC until 2025 is to overcome technological challenges that impede the achievement of the company’s strategic goals and ensure the company’s leading position in the field of increasing oil recovery in mature fields, developing hard-to-recover and unconventional reserves, as well as the development and production of catalysts oil refining.

During the first stage of the implementation of the Innovative Development Program, the company achieved significant success both in the development of production technologies and in the area of ​​increasing management efficiency:

Increasing production through the introduction of multi-stage hydraulic fracturing technologies in combination with horizontal wells, increasing the efficiency of multi-stage hydraulic fracturing technology.

Exceeding the planned values ​​of the KPI “Hydrocarbon production through innovative technologies” - the most significant indicator of the Program.

Start of production on the Arctic shelf as operator of the Prirazlomnoye field.

Development of the Drilling Support Center.

Transition of all company refineries to the production of motor fuels of environmental class 5.

Transition of all the company's refineries to its own cataly

–  –  –

Formation of internal competencies for monitoring and analyzing trends in the field of technological development.

The innovative development program of Gazprom Neft PJSC covers the exploration and production segments, as well as oil refining, and decomposes the indicators of the Gazprom Neft PJSC Strategy until 2025.

1. KEY PERFORMANCE INDICATORS

–  –  –

The value is achieved by 2020 and maintained at the target level until 2025.

3. TECHNOLOGICAL CHALLENGES AND PRIORITIES

3.1. Technological challenges and priorities in the field of exploration and production Technological priorities in the field of exploration and production are determined taking into account the need to achieve the company's strategic goals and are reflected in the hierarchy of strategic documents (Section 5). For example, increasing production to 100 million toe. per year by 2020 with maintaining the specified level until 2025 - a strategic goal, the achievement of which is hampered by a number of problems (challenges):

1. Decrease in production volumes at mature fields

2. Increasing the share of new (more complex) types of deposits in the production profile:

–  –  –

Gazprom Neft PJSC has compiled a list of technological challenges in the field of exploration and production, grouped into ten priority areas of technological development, fully covering all the company’s technological tasks:

–  –  –

Strategic goals for depth and light output are achieved, first of all, through the implementation of modernization programs for oil refineries of Gazprom Neft PJSC. Since modernization programs involve the introduction of mature technologies, the projects included in them are not included in the updated Innovative Development Program.

Gazprom Neft PJSC is also implementing R&D programs in the field of oil refining, including projects for the development of innovative solutions aimed at increasing the margins of oil refining and improving the product line. Considering the maturity of the industry and market conditions, the struggle for margins and product improvement are the main priorities of oil refineries of leading companies in the industry.

The list of technological challenges of Gazprom Neft PJSC in the field of oil refining, grouped by technological priorities of the Innovative Development Program, is given in the table below.

–  –  –

Introduction of a set of technologies, Pilot testing aimed at improving drilling technologies and completing the productivity of wells at the company’s facilities

–  –  –

Development and production of catalysts Co-investment in the project for the creation of catalytic cracking and catalytic production of hydrogenation processes

5. SYSTEM DEVELOPMENT AND IMPLEMENTATION

Hierarchy of strategic documents of Gazprom Neft PJSC

The technology strategy contains technological challenges and solutions grouped by areas. The document also indicates the method of obtaining the necessary technologies - purchase, adaptation to the company’s conditions, or development.

Methodology for developing a technology strategy The technology strategy is detailed in Long-term technology programs, which contain a road map for the implementation of the direction, a list of projects, funding amounts and a project implementation schedule. Long-term technology programs are updated annually.

Criteria for making decisions on the development or acquisition of technology

According to the Policy of Gazprom Neft PJSC in the field of innovation, the use of ready-made technologies is a priority if technologies are available on the market, the effectiveness of which has been confirmed at the industrial level. The company is interested in purchasing technological solutions brought to an industrial level, in a package with technological services. Ready-made solutions account for more than 90% of the costs of technological development of Gazprom Neft PJSC.

However, the technologies available on the market cannot fully meet the company's needs. In particular, the market does not offer universal ready-made solutions in the areas of increasing oil recovery from depleted fields and developing unconventional reserves.

In the absence or insufficient efficiency of technologies available on the market, the company carries out R&D to develop the necessary solutions. The bulk of R&D is carried out in partnership with external organizations: domestic scientific organizations and universities, small and medium-sized businesses, as well as foreign oil and gas companies and technology developers. In the oil refining segment, the share of external organizations in technology development projects is 100%.

6. INTERACTION WITH THIRD PARTY

ORGANIZATIONS

6.1. Purchase of ready-made technologies

When purchasing ready-made technologies, the company is guided by the following criteria:

–  –  –

The process of integrating external innovative solutions operating in the company is presented in the figure below.

Considering that the company’s technological development is carried out mainly through the implementation of solutions offered by external suppliers, an important task is to effectively inform the subjects of the innovation environment about target technological solutions.

On the company’s website, in the “Oil Refining Technologies” section, a window was created for submitting external applications for the development of oil refining technologies or information about ready-made technology offered for purchase.

In accordance with the tender procedures in force in the company, information about projects planned for implementation is sent to potential suppliers of technologies and services at the stage of selecting suppliers. Suppliers are selected based on a comparative evaluation of proposals.

The main mechanisms of interaction between Gazprom Neft PJSC and equipment manufacturers, as well as companies in the oil and gas sector under import substitution programs:

–  –  –

6.2. Implementation of educational programs The analysis carried out by Gazprom Neft PJSC indicates a sufficient level of staffing in the main areas of activity at the time of updating the Program. After 2020, there may be a shortage of specialists in tight reserves and enhanced oil recovery technologies, which may hinder the large-scale implementation of key technologies that are currently in development and testing. In particular, the analysis performed indicates a limited circle of Russian specialists who have the necessary competencies in the field of chemical technologies for enhanced oil recovery.

Another priority area of ​​personnel training is integrated conceptual design. Gazprom Neft PJSC considers conceptual engineering technologies to be a strategic area in which the company has developed unique competencies. Considering the novelty and high potential of this area, the company expects an increase in demand for relevant specialists in the medium term.

Another priority area for personnel training for the company is specialist technologists at oil refineries.

The company’s demand for specialists in the field of catalyst production, as well as plant operators for subsequent employment at the catalyst factory in Omsk, deserves special mention.

Interaction with flagship universities

Gazprom Neft PJSC cooperates with more than 20 universities in the area of ​​educational programs. The company has seven flagship universities - higher educational institutions that interact with Gazprom Neft PJSC in the field of training specialists within the framework of specially developed programs.

–  –  –

Federal State Budgetary Educational Institution of Higher Education “Russian State University of Oil and Gas (National Research University) named after. THEM. Gubkin"

Federal State Budgetary Educational Institution of Higher Education "Omsk State Technical University"

Federal State Budgetary Educational Institution of Higher Education "Ufa State Petroleum Technical University"

Federal State Budgetary Educational Institution of Higher Education "St. Petersburg Mining University"

Federal State Budgetary Educational Institution of Higher Education "Tyumen Industrial University"

Federal State Autonomous Educational Institution of Higher Education "Peter the Great St. Petersburg State Polytechnic University"

Federal State Educational Institution of Higher Professional Education "Moscow Institute of Physics and Technology (State University)"

–  –  –

At the time of updating the Innovative Development Program, the company created three basic departments.

In the structure of the Russian State University of Oil and Gas named after. THEM. Since 2010, Gubkin has been part of the basic department of geology of hydrocarbon systems. The department trains masters in the program “Technologies for Modeling Hydrocarbon Systems.”

The basic department of the Omsk Refinery at the Omsk State Technical University, created in 2014, trains specialists in the areas of “Machines and apparatus for chemical production”, “Chemical technology of natural energy carriers and carbon materials”, “Systems and technical means of automation and control”

and master's degrees in the "Automation of Technological Processes and Production" program.

In 2015, at the Russian State University of Oil and Gas named after I.M. Gubkin opened the Department of Technologies for Enhanced Oil Recovery for Facilities with Difficult Conditions - the third basic department of the company - and began training masters in the specialty 04/18/01/14 “Development and application of reagents and technologies for production, transport and processing of hard-to-recover reserves.”

When creating basic departments, the company is guided by the following principles:

1. The university in which the department is opened is based in the region of presence of a subsidiary of Gazprom Neft PJSC or the parent company, or

2. The university has competencies in the company’s priority technological areas.

Development and implementation of higher professional education programs Gazprom Neft PJSC develops and implements targeted training programs, in particular master's programs aimed at training specialists in the field of oil production and refining. Company employees are also involved in the examination of professional standards.

Since the conclusion of a cooperation agreement with the Moscow Institute of Physics and Technology (SU) in 2014, a master’s program in the specialty “Fundamental and Applied Geophysics” has been implemented.

Since 2014, Gazprom Neft together with the French Petroleum Institute, IFP Training, Russian University of Oil and Gas named after. THEM. Gubkin, Omsk State Technical University is implementing a master's program in the professional training of oil refining specialists. The program is designed for two academic years, the result of the training is the defense of a diploma project under the supervision of the heads of the Logistics, Refining and Sales Block of Gazprom Neft PJSC. Upon completion of the course, a diploma from the French Petroleum Institute is awarded, which confirms the international specialized education of specialists.

PJSC Gazprom Neft and St. Petersburg State Polytechnic University have opened a master’s program in “Mathematical modeling of oil and gas production processes” since 2015.

In partnership with Tyumen State University, the master’s program “Conceptual Engineering of Oil and Gas Fields” was opened in 2016.

6.3. Joint development of technologies The company’s interaction with universities and scientific organizations in the field of technology development is carried out in the areas of joint R&D and technological examination of projects.

Universities and scientific organizations carry out R&D in the interests of the company in the following priority areas:

1. Technologies for involving in the development of unconventional reserves.

2. Methods for increasing oil recovery.

3. Catalysts for catalytic cracking and hydrogenation processes.

4. New oil refining processes that are significantly superior to existing technologies in terms of economic efficiency and environmental friendliness.

The main forms of cooperation are the conclusion of contracts for the implementation of R&D and strategic cooperation agreements, the creation of consortia and joint research infrastructure, participation in the implementation of projects as an industrial partner.

The R&D program in the field of oil refining is 100% implemented in partnership with domestic scientific organizations, universities and technology companies.

Work is performed under R&D contracts; Cooperation agreements have been concluded with three scientific organizations.

The decision to conclude a strategic cooperation agreement is made based on the following criteria:

1. The partner organization has competencies in technological areas critical to the company

2. The company is carrying out/plans to carry out a large number of projects jointly with the organization in question.

Proposals from universities and scientific organizations to carry out R&D jointly with Gazprom Neft PJSC are considered by the Technology Directorate (exploration and production) or the Oil Refining Directorate (oil refining segment) with the participation of the Strategy and Innovation Department. Proposals in the field of oil refining can be submitted through the portal of Gazprom Neft PJSC.

–  –  –

1. Carrying out R&D together with participants of the technology platform.

2. Conducting regular communication events within the platform.

3. Involving representatives in the examination of the company’s innovative projects, in particular, within the framework of the scientific and technical council of Gazprom Neft PJSC for oil refining.

–  –  –

6.5. Access to innovation infrastructure In 2015, a technology park was created in Omsk on the basis of Avtomatika-Service LLC, a subsidiary of Gazprom Neft PJSC, which is also:

–  –  –

Technological areas on which the technology park focuses:

1. Measurement and automation equipment.

2. Distributed control and emergency protection systems.

3. Production management systems.

Equipment manufacturing companies and technology developers in the above areas are invited to cooperate within the technology park.

The technology park uses an accelerated procedure for making decisions on the introduction of products based on testing results - the average time from the end of testing to the decision being made is two weeks.

–  –  –

In 2016, a pilot catalytic cracking unit was put into operation on the territory of the Omsk Refinery to test catalysts ordered by Gazprom Neft PJSC enterprises and external organizations. Testing will allow you to select the most effective catalysts and optimize the technological conditions of the catalytic cracking process. Expansion of the fleet of pilot plants is planned for the coming years.

7. CONTACT INFORMATION

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The development of the oil industry is subject to the same laws as the development of any other production and the economy as a whole. We are talking about discreteness, technological breakthroughs that become a response to changing external conditions and determine the vector of further development of the industry for decades. The invention of the internal combustion engine and its displacement of almost all alternative types of power plants entailed a technological revolution in the fields of oil production and refining, which until the mid-19th century was extracted from the ground by artisanal methods and used almost exclusively for lighting. The colossal growth in industry scale and production efficiency was associated with the advent of downhole mechanized production technologies, the replacement of rotary percussion drilling and the beginning of the use of deep-well pumps.

A more recent example comes from Soviet reality: the technical re-equipment of the industry associated with the post-war economic recovery, the introduction in the 50s of the last century in the USSR of field development systems with maintaining reservoir pressure made it possible to increase oil production (with gas condensate) from 1950 to 1960 four times - from 37.9 to 147.9 million tons. The development of geological prospecting and geophysical technologies and methods resulted in the discovery of unique West Siberian deposits, such as Samotlor.

Western companies, unlike Soviet oil companies, not provided with an accessible resource base, organized a real industry scientific and technological revolution: the development of complex and offshore fields required a new level of automation, the development of innovative structural materials and advanced drilling methods. The revolution turned out to be successful - for example, the development of tar sands in the province of Alberta increased Canada's share in the structure of world oil reserves from 3 to 15%. And the latest technological breakthrough in the oil industry - the development of shale oil production technologies - threatens to redraw the entire oil map of the world, making the North American states - the USA, Canada and Mexico - import-independent by 2020. Today in Russia, the chances of discovering new unique deposits of easily accessible oil are also virtually zero - which means that the transition to innovative development is inevitable.

Revolutionary situation

According to the data cited during the development of the general scheme for the development of the Russian oil industry, 2,750 oil fields have been explored in the country. 1,580 of them are in development, 78% of the country's total reserves are concentrated here. And almost all operating fields are characterized by a high degree of depletion of proven reserves - more than 60%. 1,170 fields have not been put into development due to any difficulties: distance from infrastructure, difficult geological conditions, non-standard oil properties or small deposits...

Only a third of all explored reserves in the country are active; 67% are difficult to remove. At the same time, efficiency indicators when approving reserves by the state commission have remained unchanged for 60 years: the oil recovery factor (ORF) on average fluctuates between 30 and 40%. And this is under normal conditions, and when developing low-permeability reservoirs, the oil recovery factor is 16-20%, high-viscosity oil - 5-35%, and gas-sub-gas zones - 10-30%. At the beginning of the 21st century, the Russian oil industry was technologically unprepared and faced the need to develop the fields of Yamal and the north of the Krasnoyarsk Territory, the shelf of the Arctic seas, where, meanwhile, the main potential for expanding the country's resource base was hidden.

We should not forget that innovation provides access to new resources, including by reducing production costs. According to experts, with existing technologies and existing levels of efficiency, specific capital investments per ton of new capacity and the labor intensity of producing a ton of oil increase - respectively, when developing low-permeability reservoirs, by an average of 3.8 and 2 times; sub-gas deposits - 5.5 and 2.7 times; high-viscosity oil - 6.8 and 2.9 times. And there are more than enough examples of the “work” of new technologies in this direction. For example, in 1985, with an oil price of $30 per barrel, the development of super-heavy oil in the Orinoco River basin was unprofitable. It took a little more than 10 years to obtain effective technologies for extracting such hydrocarbons - in the late 1990s, ExxonMobil, Total, ConocoPhillips were already launching large projects in the region, and under much worse conditions: the price of oil fell to $15 per barrel.

Abroad will help us

The Russian oil industry has not updated its technological capabilities for several decades, essentially eating up the Soviet legacy and making the most of the simplest developments, such as hydraulic fracturing. This is clearly not enough not only to develop new territories, but also to maintain an acceptable level of decline in base production and provide the domestic market with petroleum products of the required quality. And the mechanism of innovative development was launched.

In production - mainly through the creation of alliances with leading international companies that have the necessary technologies. For example, Rosneft plans to develop the Arctic shelf together with ExxonMobil, Gazprom Neft, following Gazprom, has entered into a strategic agreement with Shell. The memorandum, which was signed in April by the head of Gazprom Alexey Miller and the chairman of the board of directors of Royal Dutch Shell Plc Jorma Ollila, defines the principles of cooperation in the exploration and development of hydrocarbon reserves of the Russian Arctic shelf, and the document, signed by the chairman of the board of Gazprom Neft Alexander Dyukov and Executive Vice President of Royal Dutch Shell Plc Andrew Brown, concerns the exploration and production of the Bazhenov-Abalak formation, which in its structure is in many ways close to shale oil deposits. The companies will create a special joint venture, which, in essence, will serve as a Russian center of competence for the development of oil shale reserves.

However, in more traditional projects, modern technologies, such as horizontal drilling with multi-stage hydraulic fracturing, are already being used quite actively. Here, the partners of Russian oil companies, including Gazprom Neft, are Western service companies, such as Schlumberger.

In the field of processing, innovative development is also still based on the use of processes licensed to foreign companies. This allows us to significantly increase the technological level of the refinery in a short time. There are, however, exceptions: for example, the Omsk and Moscow Gazprom Neft refineries use domestic technology for the isomerization of light naphtha, one of the key processes for the production of high-octane gasoline.

But this is precisely the exception, and at the present stage, the search, selection and adaptation of “foreign” technologies to suit our own needs is perhaps the only way for the Russian oil industry to quickly respond to new challenges. However, it is obvious that innovative development is the only way to gain competitive advantages today. And Russian oil companies are developing their own innovative development strategies, harmonized in terms of goals and resources with corporate strategies. This year, Gazprom Neft also developed an innovation strategy that complements and details the current innovative development program of Gazprom.

Innovation Expectations

In the Gazprom Neft innovative development program, designed for the period until 2020, research and development work is grouped according to the same technological priorities as in the Gazprom strategy. The main tasks are effective exploration and development of deposits in difficult geological and climatic conditions; economically viable and energy-efficient production from depleted fields, as well as the development of oil refining and petrochemicals.

According to the calculations of the company's specialists, increasing oil recovery and well productivity through the use of electronic field technology, the introduction of new methods of hydraulic fracturing and sidetracking, in combination with the implementation of an energy efficiency program, will reduce the rate of decline in base production by 10%. The use of high-resolution seismic, the development of a program for drilling horizontal wells with multi-stage hydraulic fracturing, the development of technologies for the production of high-viscosity oil in sub-gas deposits and working methods on land and the Arctic shelf will make it possible to involve 500 million tons of low-productive reserves in cost-effective development. The development of shale oil production technologies will bring the company up to another 150 million tons of reserves, and the potential for production growth by increasing oil recovery factor using alkali-surfactant-polymer flooding technologies and air injection with in-situ combustion is about another 170 million tons.

A large share of the oil refining innovative development program is tied to the company’s refinery modernization programs already underway. Reconstruction and commissioning of new installations will make it possible to significantly reduce fuel oil production (from 17% of total production in 2013 to 3% in 2020), increase the yield of light petroleum products (from 64.1 to 77.6%) and the depth of refining (from 80 to 93%).

However, innovative plans are not limited to projects based on the implementation of existing technologies. Gazprom Neft specialists, in partnership with scientists, are also working on a project of fundamentally new technologies, such as the processing of associated petroleum gas into synthetic oil, hydroconversion of tar on nano-sized catalysts, and alkylation on solid catalysts. However, solving such large-scale problems requires symmetrical organizational support.

Patches for Science and Education

One of the most important organizational changes is the introduction of project management in the field of innovation. A technology management system will be implemented to assess and meet the company's technological needs. And in order to collect information about best practices within the company, disseminate it, create an environment for creating new knowledge within the organization and ensure the possibility of collective formation of ideas, the construction of a knowledge management system begins in 2013.

However, in order for new organizational mechanisms to work, not only now, but also in the future, it is necessary to provide innovation processes with personnel of appropriate qualifications. At the same time, specialists must initially be “involved” in the problems of the company and the industry. This problem is intended to be solved by a program of cooperation with higher educational institutions, which will be engaged in targeted training of specialists, as well as retraining and advanced training of Gazprom Neft employees. Over seven years (until 2020), it is planned to invest 554 million rubles in sponsorship support for universities.

Other Russian oil companies also have such programs, which, in essence, close the gaps that appeared in the specialized education system in the 1990s. A program of cooperation with large specialized scientific organizations and research institutes is designed to eliminate the consequences of another failure - in systemic sectoral applied scientific research. Universities will also be involved in conducting research and development work (R&D). An example of such cooperation is the opening in 2012 of the Joint Research Center for Innovative Technologies (JRC), which combined the competencies and human resources of the Gazprom Neft Scientific and Technical Center and the National Mineral Resources University.

The share of hydrocarbon production at Gazprom Neft should increase to 20% due to innovative technologies.

Private-state technological platforms, such as “Technologies for the extraction and use of hydrocarbons” and “Advanced processing of hydrocarbon resources”, are called upon to “cement” the reviving industry system of innovative development, participation in the work of which is an integral part of the innovation strategy of Gazprom Neft. .

Economic connection

A declaration becomes a strategy only when it receives clear, digitized goals. To assess the effectiveness of innovations, Gazprom Neft has developed a system of key indicators. For example, through the use of innovative technologies, operating costs in projects until 2020 should be reduced by at least 5%; labor productivity in exploration and production will increase by 2-5% per year, in processing - by 7% over seven years, and the share of hydrocarbon production through innovative technologies in the total volume will increase from 0 to almost 20%. However, speaking about goals, it is worth remembering one of the information inputs that plays an important role in the development of innovative strategies - the forecast of changes in the external situation. This is not easy in Russia. The work of the domestic oil industry under the existing tax regime is equivalent to work with the price of a barrel of oil being $30-35. But innovative technologies begin to work effectively to reduce costs only after they cease to be innovative. The search and implementation of new methods is an extremely expensive process. And if we talk about the extraction of hard-to-recover reserves, technologies become effective only when oil prices are high. “High oil prices in the world make it possible to use expensive technologies for extracting oil from the subsoil, which was previously considered unrecoverable,” explained Sergei Vakulenko, head of the strategic planning department at Gazprom Neft. - Yes, it costs $50, 60, 70 per barrel to extract it, but in a $100 world it makes sense. You can compare this with gold mining: once they were looking for native gold, then they began to wash tons of sand for grains, and then they began to extract gold from ore using chemical reactions and through dozens of complex processes - each transition meant an increase in the cost of mining by an order of magnitude, but the price of gold allowed the use of these technologies."

The technological development of the industry could be launched at full capacity by excluding R&D costs from the tax base, but so far the state does not have a comprehensive solution for innovative stimulation of the industry. Certain conditions for the development of hard-to-recover unconventional reserves are created through the provision of tax incentives, but at the same time, we are again talking about increasing the mineral extraction tax.

“Of course, statements about plans to revise and increase the tax burden will force oil companies to recalculate investment projects and programs,” Alexander Dyukov, Chairman of the Board of Gazprom Neft, commented on this possibility in a recent interview with the Rossiya 24 TV channel. - But for oil workers, not only the level of the tax burden is important, but its stability and predictability. It turns out that recently the issues of revising excise taxes, mineral extraction tax, and export duties have been raised quite regularly, and this, of course, prevents companies from making long-term investment decisions.”

The emergence of innovative strategies among Russian oil companies is confirmation that restoring technological competitiveness is becoming one of the business priorities. If this direction is supported at the state level, not only the fuel and energy sector will benefit. An increase in oil production by reducing the specific tax burden and involving new reserves in the development will ensure an increase in the total volume of tax revenues and the development of other sectors of the economy. It is enough just to remember what technological impetus in the 1960-1970s the development of the oil and gas complex in Western Siberia gave to the spheres of construction, aircraft and shipbuilding, and mechanical engineering.

OPINION

WITHergey Vakulenko, head of the strategic planning department at Gazprom Neft:

Gazprom Neft has quite consciously chosen today’s innovative philosophy. In technological development, there is such a concept - the “pioneer’s curse”: someone spends a lot of time and effort on creating technologies, and others follow him. We now have some catching-up advantage; we see a sufficient number of technologies on the shelf that have already been commercialized to a fair extent, and we do not need to waste time or money on their development or run into obstacles.

We have a few more years to intelligently search for what is needed in the library of already mature technologies, select what can be applicable in our country, adapt it to our conditions and distribute it. Today we are positioned as a competent integrator. This is one of the corners of our strategy, and there is nothing wrong with it. We simply choose the right tools from the existing base for the highest quality development of the deposits that we have in our portfolio. That is, our innovation lies in the ability to quickly monitor what is happening on the market and implement it into production.

We are already working on creating our own breakthrough technologies, but this is work for the future, while the position of a smart buyer is optimal for the stage of development that Gazprom Neft is at today.

Text: Igor Sviriz

Gazprom considers the development of innovative activity and increasing the technological level of the company as priority areas of its activities, since only on this basis can the effective and sustainable development of the oil and gas sector and the Russian fuel and energy complex as a whole be ensured.

Gazprom invests heavily in research and development.

According to this indicator, we are leaders among Russian energy companies and are among the ten leading energy companies in the world.

The innovative activities of the Gazprom Group include the development of long-term plans and programs for the sustainable development of the Russian fuel and energy complex, the development of the raw material base and the creation of new technologies for the efficient production of natural raw materials.

In June 2011, the Innovative Development Program of OJSC Gazprom until 2020 was approved. This document contains a whole range of measures for the development and implementation of new technologies, innovative products and services at production, transportation, gas and oil processing facilities, as well as electricity production.

The Company’s work on the development of innovative activities is also regulated by another fundamental document - the “List of priority scientific and technical problems of OAO Gazprom”. All advanced ideas and proposed solutions are submitted to the Scientific and Technical Council of OAO Gazprom, which consists of highly qualified specialists. Here, existing proposals are reviewed from the point of view of the possibility of their application for the development and development of fields, modernization of existing facilities, etc.

Outstanding research, design and development projects in priority areas are nominated for the Gazprom Prize.

One of the most important elements of OAO Gazprom's activities is the effective management of intellectual property. Thanks to this, the implementation of the strategic course of state policy on the transition to innovative development of the country is ensured, and the economic and financial performance of the company is improved.

Marketing

The main objective of Gazprom's marketing strategy in the domestic market is to ensure uninterrupted gas supply to the country while increasing sales profitability.

The Russian market is the largest and potentially most attractive gas market for Gazprom. The Gazprom Group sells more than half of its gas sales on the domestic market. In 2010, the Group's revenues from gas sales (net of VAT and excise tax) on the domestic market reached 614.7 billion rubles, exceeding the 2009 level by 24%. Sales volumes amounted to 262.1 billion cubic meters of gas (in 2009 - 262 .6 billion cubic meters).

A slight decrease compared to 2009 is due to the entry into the Gazprom Group in December 2009 of OJSC TGK-1, whose gas sales amounted to 6.2 billion cubic meters. m are classified from this period as intra-group.

Currently, Russia has a gas market model that includes regulated and unregulated sectors. The regulated segment of the market occupies a dominant position. In this segment, the main supplier is Gazprom.

In accordance with the Laws of the Russian Federation and Decrees of the Government of the Russian Federation, gas produced by Gazprom is sold to Russian consumers at state-regulated prices. In 2011, the increase in wholesale gas prices in Russia averaged 15% compared to 2010.

The parameters for changing regulated wholesale gas prices are determined by the Government of the Russian Federation. Specific regulated wholesale gas prices, differentiated by price zones taking into account the distance of consumers from gas production regions and categories of consumers, are approved by the Federal Tariff Service (FTS of Russia). Retail gas prices for the population are set by the administrations of the constituent entities of the Russian Federation.

The essence and significance of innovation in the enterprise development strategy. Analysis of priorities of the "Innovative Development Program of OAO Gazprom until 2020." Technical and economic analysis of the state and problems of operating the gas transportation system of this organization.

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