Innovations in the oil and gas industry. Oil and gas innovations
The oil and gas industry in Russia is faced with the need to change technological development. Since oil production in traditional regions is characterized by a decrease in the production of "light" oil and an increase in hard-to-recover reserves, as well as the depletion of oil and gas reserves at depths of up to 3 km. To change the current situation in the oil industry, it is necessary to replenish active oil reserves and create effective technologies for the extraction of hard-to-recover oil reserves. This task can be solved by intensifying geological exploration in new regions (Eastern Siberia, the Arctic shelf), and then industrial development of great depths. The innovation process in the Russian oil sector is taking place. And the dominant position is occupied by large vertically integrated companies such as OJSC Surgutneftegaz, OJSC NK Rosneft, OJSC RITEK.
hard-to-recover reserves
innovative technologies
enhanced oil recovery
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Depletion of traditional deposits at depths not exceeding 2000-3000 m requires large-scale industrial development of depths of 3-5 km, and in some regions - 5-7 km. It means that the time of cheap oil is coming to an end in the country and a new stage in the development of Russian oil production begins, which is characterized by an ever-increasing share of hard-to-recover reserves. As a result, the application and development of new innovative approaches to oil production, such as a system of horizontal wells, thermal gas treatment technology, water-gas treatment, technology based on a polymer-gel system. The use of these technologies will increase oil recovery from existing wells, and will also allow the development of new oil and gas wells.
The oil industry of Russia today is faced with the need to change the technological development of the oil and gas complex. The state of oil production in traditional regions, which are the main suppliers of oil and gas, is characterized by:
● concentration of oil production in fields with highly productive reserves;
● a decrease in the share of active and an increase in the share of hard-to-recover oil reserves;
● a decrease in the average oil recovery factor both in individual regions and in the country;
● the end of the era of giant fields with unique reserves of oil and gas, the exploitation of which began in the 1960s-1970s;
● depletion of oil and gas reserves at depths of up to 3 km.
It is rather difficult to give an example of an oil-producing country that would solve such cardinal and large-scale problems in a relatively short period of time. As always, we were let down by our wealth: a large number of large and giant fields with light, low-viscosity oil, located in natural reservoirs with high-capacity reservoirs. For such fields, a thoroughly developed technology for maintaining reservoir pressure was created, which made it possible to leave often very large fields "until better times", but with parameters that did not allow the use of this technology.
Significant depletion of traditional deposits at depths not exceeding 2-3 km pushes large-scale industrial development of 3-5 km depths, and in some regions - 5-7 km. Great depths mean difficult mining and geological conditions, different fluid dynamics, the development of oil and gas reservoirs changed by catagenetic transformations, these are higher temperatures and pressures. In order to substantiate the oil and gas content of depths of 7-10 km, and for real oil and gas production from these depths, it is necessary to introduce new scientific, technical and technological solutions.
Thus, the time of cheap oil is coming to an end in the country and a new stage in the development of Russian oil production begins, which is characterized by an ever-increasing share of hard-to-recover reserves.
Up to 70% of Russian hydrocarbon reserves can be called hard-to-recover. It is in relation to these reserves that innovative technology can be successfully applied. It is quite important to use these technologies for the development of offshore oil and gas fields, where drilling and development costs are much higher than onshore. In addition, hydraulic fracturing in 3D format will increase the volume of oil production in conventional fields. Today, Russia produces about 35% of hydrocarbons from the total reserves of fields.
Applying actively in recent years methods of intensification of production and putting into development new large fields (Vankorskoye, etc.), it is possible to maintain the average daily flow rate of one well, at the level of 10 tons (table). Due to the fact that there is an active development of fields in the East of Russia, this makes it possible to increase the volume of production drilling of wells. Thus, in 2011 and 2012, 18 million m and 19.8 million m, respectively, were covered, compared to the level of 14 million m a year earlier. However, the volume of exploration drilling continues to remain at a fairly low level. Thus, in 2012, the volume of exploration drilling was lower than the corresponding indicator of the 1990s and early 2000s. ...
To change the current situation in the oil industry, it is necessary to replenish active oil reserves and create effective technologies for the extraction of hard-to-recover oil reserves. This task can be solved as a result of the intensification of geological exploration in new regions (Eastern Siberia, the Arctic shelf), and then the industrial development of great depths.
Selected technical and economic indicators of the Russian oil industry in 1995-2012
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Average depth of wells completed by production drilling, m. |
Russian oil companies are increasingly looking at fields that require innovative approaches to develop. These fields include hydrocarbon deposits in low-permeable shale rocks, which are quite difficult to drill. The reserves of shale hydrocarbons are virtually unlimited - they will last not for 20-30 years, like gas and oil in traditionally developed fields, but for 200-300, analysts say.
Nevertheless, the innovation process in Russia in the oil sector is still taking place. The dominant position here is occupied by large vertically integrated companies.
An example of this is OJSC “Surgutneftegas”, the use of innovative technologies is the main principle of activity and the most important competitive advantage. The economic effect obtained from the use of intellectual property objects in 2012 amounted to 66.1 million rubles. Over the past ten years, the Company has completed about 400 intellectual developments, with the total value of intangible assets exceeding RUB 417 million. The use of advanced technologies allows the Company to bring into commercial production oil deposits with hard-to-recover reserves, the development of which has not been carried out before, and to develop new fields with a complex mining and geological structure.
In the field of oil and gas production, OJSC “Surgutneftegas” in 2013 took 232 measures to master new technological processes, new types of production and equipment with an economic effect of more than RUB 10 billion, 97 events were carried out to test samples of new equipment and technologies. The greatest economic effect was achieved in the field of enhanced oil recovery (47%) and maintenance and workover of wells (27%).
Development by OJSC "Surgutneftegas" of the AS4-8 deposit of the Fedorovskoye field by a system of horizontal wells (which made it possible to involve an additional 140 million tons of oil reserves in the development)
Another major oil company, Rosneft Oil Company, is an innovative company that aims to achieve the level of a world technological leader in the energy industry. The technology of development of low-permeable reservoirs was introduced at the fields of LLC RN-Yuganskneftegaz. In 2013, 32 wells were drilled, the volume of additional production amounted to 167 thousand tons. According to the Company's specialists, the potential for implementation is the commissioning of 100 million tons of hard-to-recover reserves, and the expected economic effect will exceed 5 billion rubles. In 2013, new oil and gas condensate and gas condensate deposits were discovered in the Irkutsk Region at the Mogdinsky license area. The development of the technology of the borehole drillable system was completed to eliminate extended leaks in the production string. The introduction of this technology will allow the Company to commission more than 400 idle wells within 10 years, with an additional production of more than 47 thousand tons of oil per year and an economic effect of more than 240 million rubles per year.
OJSC RITEK can also be classified as an “advanced type” company, which currently produces over 3 million tons of oil, mainly using modern technologies. This company is engaged not only in the implementation of projects for the development of new fields (usually with low and low productivity indicators, which makes it difficult to use traditional technologies), but also develops new technologies for enhanced oil recovery. At present, OJSC RITEK owns 93 objects of intellectual property. Innovative equipment and technologies belonging to OJSC RITEK are being introduced not only at its own fields, but are also implemented on the basis of licensing agreements in other companies. Basic innovative technologies include:
● Thermal gas treatment is a technology that should involve in commercial development unconventional hydrocarbon resources of the Bazhenov formation, which contain about 50-150 billion tons of light oil. Applying this technology, it will make it possible to increase the degree of hydrocarbon recovery from the deposits of the Bazhenov formation from 3-5% to 30-40% with the use of thermal gas treatment.
● Water-gas stimulation: this technology is designed to enhance oil recovery by alternately injecting water and gas into the reservoir. This solution allows increasing oil recovery from 15-25% to 30-50%.
● Technologies based on the RITIN polymer-gel system. RITIN-10 is a composition of polymeric substances. When RITIN-10 reagent is mixed with water, a polymer-gel system is formed without the introduction of additional components. Application of the polymer-gel system RITIN-10 in the oil industry allows:
Increase the displacement capacity of the agent injected into the formation;
Reduce the water cut of the produced products;
Change the direction of filtration fluid flows;
Increase oil recovery of highly watered reservoirs at a later stage of development;
Introduce previously unworked layers and interlayers into development;
Increase the sweep efficiency;
Align the injectivity profile of the injection well.
A generalizing indicator that can characterize the development of innovative processes is the share of oil production by new methods. According to experts, in Russia additional oil production through the use of new technologies and methods of enhanced oil recovery is about 60 million tons (or about 20% of the total production in the country). Thus, in the future, the volume of oil production in Russia will depend on the use of promising technologies in unconventional fields. In this connection, oil production may increase to 500-520 million tons by 2020.
Today, the development of the Russian oil and gas industry requires an innovative development strategy, which should provide conditions for the maximum use of the achievements of scientific and technological progress. As a result, the industry will be able to:
To develop and apply equipment and technologies that will ensure highly efficient development of hard-to-recover reserves, and primarily oil for the conditions of low-permeability reservoirs, residual oil reserves of flooded zones, high-viscosity oils, oil reserves in gas-cap zones;
Introduce existing and create new methods of stimulating the reservoir in order to increase oil recovery, as well as plan and manage the state of the well stock and develop environmental (resource-saving) production technologies.
Bibliographic reference
Belozertseva O.V., Belozertseva O.V. PROSPECTS OF APPLICATION OF INNOVATIVE TECHNOLOGIES IN THE OIL INDUSTRY OF RUSSIA // International Journal of Applied and Fundamental Research. - 2015. - No. 8-3. - S. 502-505;URL: https://applied-research.ru/ru/article/view?id=7137 (date of access: 27.04.2019). We bring to your attention the journals published by the "Academy of Natural Sciences"
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MOSCOW STATE INSTITUTE OF INTERNATIONAL RELATIONS UNDER THE MINISTRY OF FOREIGN AFFAIRS
GRADUATE QUALIFICATION WORK
(MASTER'S DISSERTATION)
on the topic: "The role of innovative technologies in the oil and gas industry in Russia and foreign countries"
Moscow 2017
Chapter 1. Oil and gas industry in Russia and foreign countries
1.1 Characteristics of the oil and gas industry of the Russian Federation
Oil extraction is the oldest field. It existed on the Kerch Peninsula, in the North Caucasus and in other regions of Russia. The development of the industry began with the construction of a mechanized method of the first well in 1864. The oil industry in Russia has existed for more than 150 years and in the history of the development of the oil and gas industry there are several periods that differ in their characteristics.
The oil industry in Russia began to develop with oil production in the region of Baku on the Absheron Peninsula, in the North Caucasus (Grozny, Maikop), as well as in the Emba region. But the main volume of oil production was in the area of Baku on the Absheron Peninsula. Oil production grew due to flowing wells and due to oil production by the tartan method. This is a method of extracting oil from a well using a bailer. The bailer was a bucket originally used when extracting oil from wells, but elongated, with a diameter significantly smaller than when extracting from wells, so that it passed in the well casing with an inward opening bottom valve. When the thief was lowered into the well, the valve was opened and the thief was filled with oil, and when the thief was lifted, the valve was lowered, closing the valve hole, and the oil rose to the surface.
The tartanization method was for a long time one of the main ones in oil production, because was associated with hard physical labor, the workers were called tartals. With the help of tarting with bailers, in 1913, 95% of all oil produced in Russia was extracted.
In 1879, Alexander II signed the “Imperially approved Charter of the Nobel Brothers Oil Production Partnership”, in accordance with which “The Emperor deigned to allow Ludwig Emmanuilovich Nobel in St. Petersburg, Robert Emmanuilovich Nobel in Baku, Alfred Emmanuilovich Nobel in Baku, Alfred Emmanuilovich Nobel Peter Alexandrovich Bilderlish to establish the "Partnership on Share". The distillation plant with all movable and immovable property belonging to it, as well as boreholes, oil fields, land allotments, oil pipelines, reservoirs on the banks of the Volga, steamships and barges belonging to the founders of the Partnership were transferred to the ownership of the partnership being founded. At the same time, he was granted the right to acquire or lease oil factories that are located in connection with oil production, as well as acquire or lease land and arrange oil pipelines, as well as arrange warehouses for storing oil products, have their own steamships, sailing ships, barges and other transport means, as well as railroad cars for the transport of products by rail.
In 1875, Robert Emmanuilovich Nobel acquired several fields in Baku and began drilling wells. At the same time, he buys from the Tiflis society a kerosene plant in the Black City (one of the districts of Baku), carries out its reconstruction. Having achieved a higher purification of refined products, Robert Nobel was the first in the Baku fields to receive kerosene at his refinery, which is not inferior in quality to the American, which was the most popular by that time in Russia.
In 1876, the brothers, having gathered in Baku, came to the conclusion that at the moment the main thing should not be the increase in oil production, but the preparation of the necessary infrastructure. After that, the main investments of the Nobel brothers were made in the construction of warehouses for oil and oil products and the creation of vehicles. Realizing that new scientific and technical solutions are important for a civilized economy, they established creative cooperation with the technical office of the American entrepreneur A.V. Bari, who worked in Russia. A long-term fruitful cooperation was established with the Association of the outstanding Russian inventor V.G. Shukhov, who has been working since 1878 as the chief engineer of the office of A.V. Bari. One of the most successful decisions of the Nobel brothers in the arrangement of their oil fields was the construction of the first in Russia 10-kilometer oil pipeline with a capacity of 1280 tons per day from the Balakhapin fields to the kerosene plant in the Black City. All calculations and constructions were made by V.G. Shukhov. This innovation was not accepted by everyone. Local charioteers transporting oil from oil fields to factories in wooden barrels and kerosene to sea docks, as well as barrel makers, took the innovation as an attempt on their earnings.
The Nobel brothers were the first to propose to replace wooden barges for oil product barrels along the Volga with metal bulk barges. R. Nobel applied to the government with a proposal to ban the transport of kerosene in wooden barrels, bearing in mind the pollution of the environment and damage to fish resources.
A congress of Baku oil industrialists, convened in 1885, accused the leadership of the Partnership of attempting to monopolize the Russian market and urged to reject the project, "which little withstands criticism from the technical point of view and is so destructive for the entire Russian oil business in economic terms."
Only in 1904, the Government of Russia made a decision to withdraw all wooden barges from service within 10 years.
For the first time in the world, a metal oil tanker with a carrying capacity of 240 tons was built according to the drawings of the Nobel brothers. The vessel was built at Swedish shipyards. The further policy of the Nobel brothers was aimed at improving the warehouse economy. They abandoned the traditional barrel-container storage in earthen pits, which was accompanied by losses and environmental pollution. By order of the Nobel brothers, V.G. Shukhov designed the world's first riveted metal tanks. Huge funds were invested in the construction of metal tanks and cisterns, much more than in oil production. Already in 1890, the total capacity of tanks in the Nobel Brothers Partnership was 1974 thousand m3, and the cost of storing petroleum products dropped to 3 kopecks per pood (16 kg), and with the old storage method it was equal to 10-30 kopecks. In 1882, the designers of the Partnership created a spray nozzle, which made it possible to use fuel oil, which was considered a harmful waste of oil refining. An important step was taken in the use of petroleum products for energy needs.
In 1882, on the initiative of R. Nobel and his collaborator Terkvist, the fundamental task of creating and introducing into production a fundamentally new system of continuous distillation of oil in multi-cube batteries, on which they began to obtain not only well-refined kerosene, but also high-quality lubricating oil, was solved.
In terms of processing, the Partnership has outpaced American inventors by a quarter of a century. Due to the peculiarities of the multi-cube distillation process, it became possible to sequentially select any fractions of hydrocarbons. Soon, the Partnership for the first time in Russia established the industrial production of gasoline, which at that time was used in rubber and bone-burning production. A huge merit of the Nobel brothers in carrying out the first experiments of waste-free production. The production of caustic soda, the regeneration of sulfuric acid for the purification of lubricating oils, etc., was established from the waste of oil refining.
In the early 90s, a plant for extracting paraffin from oil was built in Baku. For more than half a century, the Nobel brothers have shown the lessons of civilized economic activity. Their contribution, especially to the development of the domestic oil industry, is enormous and deserves special attention.
The first period falls on the years 1864-1872 and is characterized by a low level of oil production and the use of primitive technology, due to the fact that this is the beginning of the development of the oil industry in Russia. From 1872 to 1901, the second period was the time of the greatest prosperity of the oil industry, mass mechanized drilling of oil wells began, the introduction of new technologies and techniques for production. By the beginning of the twentieth century, Russia came out on top in the world in terms of production.
1902-1917 - the third period, passing under the conditions of monopoly capitalism. During this period, there comes a time of stagnation associated with the domination of oil monopolies and their desire to maximize profits. The oil industry was losing its position in the world market, and the outbreak of the First World War led to a deterioration and decrease in oil production. The fourth period from 1917 to 1920 - the volume of production fell catastrophically, the oil industry fell into complete decline. 1920-1927 is the fifth period. This period is characterized by a recovery process, a complete technical re-equipment and improvement of all quantitative and qualitative indicators of the industry was carried out. The export of petroleum products to Egypt, Germany, Bulgaria and others begins.
The sixth period is the years of the pre-war five-year plans, it was decided to create another oil base in the Ural-Volga region. New fields were discovered and commissioned in Bashkiria, Kuibyshev, Perm and Orenburg regions. There is an increase in oil production in 1940, the volume of oil production amounted to 31.1 million tons. 1941-1945. - the seventh period, the years of the Second World War. The tasks and working conditions of the oil refining industry are changing radically. During this period, a gas industry is being created. In 1942-1943. In the Saratov region, a gas field with commercial reserves (Elshchanskoye) was discovered, and in 1943 the first gas pipeline Pokhvistnevo-Kuibyshev with a length of 160 km was built and put into operation. At the same time, the construction of the first large gas pipeline in our country Saratov-Moscow began, which was fully commissioned in 1946.
The eighth period until 1990 is characterized by rapid recovery and accelerated development. Many fields are being discovered (the Ural-Volga region, Central Asia, under the bottom of the Caspian Sea in Azerbaijan, in the Krasnodar Territory). In 1955, for the first time in world practice, a new development technology was implemented - in-circuit waterflooding. The gas industry is developing rapidly. An intensive growth of gas production begins in Eastern Siberia. From 1990 to the present, there is a ninth period. During this time, the Russian oil industry underwent a huge restructuring, which consists in the formation of vertically integrated oil companies (VOCs) on the basis of a single multifunctional production complex, which belonged to the state, most of which became the private property of individuals.
The oil and gas complex of Russia is a key element of the Russian industry and economy. (cumulative taxation of the oil and gas industry forms up to 50% of the RF budget revenues). The economy's dependence on the oil and gas industry has grown significantly after the global financial crisis of 2008-2009, when the government was forced to provide significant fiscal support to the country's economy, which widened the oil budget deficit.
The oil and gas industry is a strategic industry that determines geopolitical opportunities and has a complex impact on the development of a country. According to the Ministry of Energy, the contribution of the oil and gas industry to the GDP of the Russian Federation is 1/3.
The role of Russia in world production and export of energy resources is very significant, this is proved by the fact that Russia ranks 2nd in world oil exports and 1st in terms of gas exports. The dominant position of the oil and gas industry in the economy is due to the fact that Russia possesses the largest reserves of oil and gas, and the rise in the cost of energy resources in the 2000s made a huge contribution to increasing the profitability of the industry.
In 2014, the growth rate of investments in fixed assets of oil and natural gas production enterprises increased by 12% in comparable prices, the volume of investments amounted to 1.9 trillion. rub. The growth rate of investments in the production of petroleum products decreased from 31.8% in 2013 to 2.5% in 2014 due to sectoral sanctions and tax maneuver. In 2015, the total volume of investments in fixed assets of enterprises of the fuel and energy complex remained at the level of 2014 and amounted to about 3 trillion. rub., while about 1 trillion. rub. - in the segment of oil production. The maintenance of the volume of financing is due to the devaluation of the ruble. The decline in production in the manufacturing sectors, observed since the beginning of 2015, led to a change in the structure of the industry: the share of the oil and gas production sector in the gross output is growing and the share of the manufacturing sectors, especially machine building, which is most sensitive to fluctuations in the investment climate, is decreasing. Due to the rise in the cost of imported equipment in the capital construction sector (investment services) in January-August 2015, the increase in prices amounted to 7.4%, and in comparison with the same period in 2014 - 10.9%.
In 2015, the conjuncture of both the Russian and global oil and gas markets constrains investment activity and construction in the Russian oil and gas industry. The main constraints on the world market are oversupply, low prices for raw materials, stagnation in the EU economy and the policy of diversifying the structure of energy imports implemented by a number of EU countries, delaying the implementation of contracts for the export of gas from the UGSS to China, as well as the persistence of uncertainty with the implementation of export corridors bypassing Ukraine. The decline in energy prices creates large-scale challenges for companies and states, which for Russia are complicated by the impact of sectoral sanctions, the halt of joint Russian production projects with foreign partners (primarily on the shelf) and the need to promptly ensure import substitution of equipment and technologies that are prohibited for delivery to Russia or which are subject to restrictions that significantly complicate their purchase.
A difficult period has begun in Russia. The reasons for this unfavorable situation are internal and external. Due to the Ukrainian crisis, Russia has entered a strategic impasse. Due to a sharp drop in oil prices and severe sanctions from Western countries, the Russian economy entered a period of depression. The internal reason is still the inefficiency of the national economy and the ongoing structural crisis.
Against the background of aggravating problems, Russia nevertheless strives to consolidate its role as one of the global leaders, which determines the world political agenda, declares its desire to ensure a high level of well-being of the population. These ambitious plans are designed for the long term, but the possibility of their achievement is being laid now. The current geopolitical situation and the developing economic crisis in the search for ways to solve the set tasks do not leave Russia the choice of a possible way to achieve the set goals - this is the transition of the Russian economy to an innovative socially-oriented development model. But this requires a technological breakthrough, the accumulation of positive domestic and foreign experience in the formation of national innovation systems.
The most important issue is the targeted selection of development priorities, and one of them in Russia is the country's oil and gas complex. At the meeting of the Presidium of the Council under the President of the Russian Federation for Economic Modernization and Innovative Development of Russia on April 17, 2015, it was emphasized that the mineral resource complex will remain one of the most important sources of the country's development for a long time to come. Most importantly, it can and must create a demand for high technologies, for modern equipment, which in turn allows us to more rationally manage all our natural resources and, of course, minimize the harmful impact on the environment. The development of the oil and gas industry, which is key for the Russian economy, and its modernization will make it possible in the future to get away from the huge dependence on hydrocarbon exports and make the structure of the economy balanced and stable.
Nevertheless, the crisis of 2014 and the global decline in production changed the price of oil, while dropping the value below $ 50 per barrel, and this, in turn, negatively affected the economic state of Russia and led to the need for a number of measures to compensate for lost profits. ...
Analyzing previous crises, it can be seen in the oil industry market that the fall in prices in 2014-2015 is smooth, the depth of the fall is comparable to previous crises. A ten-year period of high oil prices, the level of which periodically decreased as a result of the global economic crisis of 2008-2009, has led to the current situation. Since the world economy responded to high prices with an increase in consumption efficiency and an increase in oil exploration. The use of non-traditional and renewable energy sources is growing. This leads to a reduction in oil consumption in developed countries, but is growing in the rest of the countries. And given the higher growth rates of the economy of this group of countries, the volume of oil production is increasing.
The shale revolution in the United States played an important role in changing the situation on the market. The sanctions imposed by the EU and the US against Russia reduce the positive dynamics of attracting investment in the Russian oil and gas industry. As a result of sanctions and lower oil prices, the development of a number of projects has been suspended and the largest Russian oil and gas companies are suffering significant losses.
The increase in investments in oil refining occurred very rapidly during the period 2003-2014 and was a key characteristic of this period. Their volume increased 11 times from 24.4 billion rubles in 2003 to 290 billion rubles in 2014. The increase in investment was due to the increased attractiveness of the oil industry, as a number of comprehensive measures were taken by the government, which were aimed at optimizing tax regulation. The growth rates of attracting investments in gas production and infrastructure development have outstripped oil refining. This is due to the positive outlook for global gas consumption. According to the report of the Lukoil company, gas consumption in the world is expected to grow by an average of 2.2% annually until 2025. This growth rate is the highest in comparison with other fossil fuels. The growing popularity of gas as a fuel has been driven by its low cost in relation to other types of fossil fuels and its environmental friendliness. However, if the sanctions against the Russian Federation are in effect for a long time, domestic companies will not be able to attract the investments necessary to maintain production.
This is due to the fact that Russian companies have very low oil production costs in the world. Accordingly, the depreciation of the ruble made this sector even more competitive in terms of production costs. The sanctions have closed the foreign borrowing market and companies are counting on government assistance. But both Russian and world practice prove that neither state-owned companies nor the states themselves are able to independently finance large-scale projects, especially during a crisis.
The largest oil and gas companies in Russia are still faced with the problems of the suboptimal organizational structure and the structure of the company's assets, which are partly a consequence of the redistribution of the industry in the 90s and in many cases have not been adequately addressed. At the same time, companies from the CIS countries and Russia in particular are in a privileged position in relation to world leaders due to lower tax deductions from profits in percentage terms, which allows artificially overestimate some of the indicators.
The main problem is outdated technology and wear and tear of existing equipment. Average wear in the gas industry and oil production is about 60%, and in terms of the depth of oil refining, Russia is in one of the last places. Enterprises are in need of capital reconstruction, since the degree of wear of fixed assets is over 80%. The factories do not have secondary processes, so there is a lot of waste and a low yield of light products.
Today, the term of the technical and technological capabilities of the oil and gas complex is coming to an end and there is a massive retirement from operation of facilities. According to statistics, more than 60 major accidents and many cases occur annually, which entail unfavorable consequences, namely oil spills with its ingress into water bodies, the death of workers in oil refineries, and huge material costs. Most of the accidents are hidden and, accordingly, the data cannot be complete and reliable. The accidents were caused by the violation of the regulations and instructions for carrying out repair work and, of course, the physically outdated equipment of the oil and gas complex facilities. This leads to a serious aggravation of the ecological situation.
Another problem is the lagging behind the developed oil-producing states in all the main indicators of innovation activity. The oil and gas industry in Russia is facing a number of challenges. Therefore, it is necessary in the near future to resolve the issue of applying new technologies, introducing the results of scientific research and scientific and technical developments at all stages of production from geological exploration to the release of finished petroleum products. In the area of innovation, there are a number of problems: the equipment used is outdated and not updated; low funding for R&D; insufficient funding for oil refining and petrochemicals; low level of productivity in the oil and gas sector.
The main drivers of productivity growth are:
Use of new technologies;
Organizational effectiveness;
Scaling up of production.
Recently, the situation has begun to change for the better; the largest Russian companies are increasing their investments in science. This is due to fierce competition with world oil and gas leaders. Scientific support is essential as the basis for sustainable long-term growth of the company.
There is no innovation process management system either in individual companies or in the industry as a whole. There are no criteria for what kind of company can be called innovative, no mechanisms have been developed to stimulate the introduction of new technologies, there are no developed standards and regulations.
The Ministry of Industry and Trade states that oilmen are most dependent on imports of pumping and compressor equipment, equipment for geological exploration and seismic exploration, hardware and software systems and automation systems, equipment and technologies for offshore drilling. Import substitution is remembered with the arrival of the crisis; today, Western sanctions have also been added to the collapse of the ruble.
The problems of implementing large-scale projects have become aggravated due to sanctions, and hard-to-develop fields require high costs and the use of sophisticated technologies, and in our country only 14% of equipment corresponds to the world level.
Rosneft curtailed work in the Arctic: drilling of the Universitetskaya-1 well was successfully completed at the end of September 2014, and a new oil field was discovered as a result of the work. During test drilling, Rosneft worked closely with such well-known foreign oil and gas companies as ExxonMobil, Schlumberger, Weatherford, Halliburton, Nord Atlantic Drilling, FMC, Trendsetter, Baker, joint activities with which were banned by the sanctions. Thus, in the near future, the capital development of the new field has been suspended.
The fields on the Arctic shelf are the most vulnerable segment in oil production, the impact on which from all restrictions is critical and very important. This is due not only to high costs and the need to attract foreign funding, but also, above all, to the lack of domestic equipment and technologies used to develop resources in the Arctic.
Gazpromneft lost supplies of foreign equipment and the fate of the complex Prirazlomnaya offshore platform project is unknown. The partners who provided foreign modern equipment and technological services left the project, and it takes time to find new ones.
The imposition of sanctions has become a barrier to the production of shale oil in the Russian Federation, in particular the hard-to-recover oil of the Bazhenov Formation, due to the fact that the development cost is high, and the hydraulic fracturing technology developed in the United States has no analogues.
Prospective and active projects in the southern seas are in the same situation as the Arctic shelf projects - this is a high dependence of Russian companies on technologies and equipment.
Currently, low oil prices are of secondary importance in the implementation of projects for the development of unconventional oil resources in Russia. In the short term, access to foreign technology and investment is more important. If we consider the long-term period and the possible lifting of sanctions, then oil prices can play the role of selecting the most effective projects, and their implementation may require an increase in business efficiency and the development of proprietary technologies.
1.2 Features of the development of the oil and gas industry in foreign countries
The study of foreign experience in the management and development of the oil and gas industry, the study of the main problems of the industry in countries that are Russia's competitors in the world oil and gas market, as well as the development trends of the world oil and gas complex as a whole is a prerequisite for the formation of scientific ideas about the main directions of improving the efficiency of the modern Russian oil and gas industry. as an integral part of the world. The Russian practice of managing the oil and gas industry differs markedly from those used in foreign countries. So, for example, in countries with a liberal approach, private companies can develop deposits on their own, direct state participation in production is absent or insignificant.
The experience of the USA and Canada is interesting from the point of view of regulation of the oil and gas market. The world economy refers to the characteristic features of the American energy market: a severe restriction on the use of foreign capital in the production of hydrocarbons; patent system for the right to conduct exploration and production of hydrocarbons; effective legal support; strict antimonopoly policy providing for equal access of companies to the market, excluding the monopoly position of any of them, even in the territory of a separate state; tendency towards strengthening of the centralized regulatory impact on oil and gas companies. Thousands of private mining companies operate in the US market. At the same time, there is no mineral extraction tax (MET), which makes it easier to achieve profitability. Oil production has been de-bureaucratic. Unlike Russia, where management is carried out through a heavy budget planning system with minimal opportunities for operational adjustments, in the United States, local oil producers have the ability to quickly and flexibly respond to market changes. The presence of a significant number of small oil refineries (refineries) completely eliminates the problem of selling the produced oil. So, in Russia there are only 50, and in the USA - more than 8 thousand small and medium-sized businesses in the oil sector. Canada implements an effective multifaceted regulation of the subsoil use, which is based on the principles of ensuring the effective use of subsoil, preventing unjustified depletion of reserves, and ensuring the efficiency of exports from the point of view of national interests.
Canada has a flexible system of taxation for subsoil use: tax rates are regulated, "tax holidays" are provided, and a system of discounts is applied. Royalties depend on oil prices, well production rates, oil quality, type of fields, level of production and transportation costs, and opening times. Such a mechanism encourages the search and exploration of new deposits and areas, systematically increases the efficiency of oil production. The tax burden of oil production in the country is relatively high. Income tax is 40.8-45.8%, including federal - 28%, deductions to the provincial budget - 12.6-17.8%. The total share of the state in revenues from oil production, according to expert estimates, is 45-52%. In addition, one of the main directions of regulation is to stimulate the attraction of domestic and foreign investment. The Foreign Investment Law contains such conditions for their attraction, which ensure that Canada's interests in the efficient use of resources, environmental protection, commercial interests, support for exploration work (including direct subsidies), export control (including control over the return of export earnings), protectionism in respect for resource-rich, but poorly developed areas; and respect for the interests of the indigenous population.
It is extremely indicative from the point of view of Russian reality, such measures as prohibiting companies and firms with the participation of the state from using offshore schemes; a ban on the participation of managers of companies with state participation in the creation of their own firms that can be used to withdraw the assets of companies, including offshore; control over the income of companies.
In large oil-producing countries, oil export revenues are organically digested and absorbed by national economies and redistributed among large populations. The situation is different in Arab monarchies. Huge oil revenues were absorbed by a small population.
The Middle East ranks first in terms of oil and gas reserves. The countries of this region over the past decades have been among the ten leaders in the world oil and gas production. Huge reserves of oil and gas, as well as a high level of their production with a small number of indigenous people, are the main factors for countries of this type. The oil and gas industry is completely nationalized and controlled by the state through state oil companies.
The largest oil exporting countries in the Middle East have been very successful in investing in the Western economy through targeted investments in the structures of transnational corporations and large international financial institutions (including the IBRD and the IMF). Saudi Arabia's foreign investment is already in the hundreds of billions of dollars, with most of it going to the United States. Kuwait is a co-owner of dozens of British, Canadian, American, Western European and Japanese companies (British Petroleum, General Motors, IBM, Kodak, Total, Sony, etc.).
In addition to three refineries on its territory, Kuwait owns three European refineries - in Denmark, the Netherlands and Italy. Kuwait owns thousands of filling stations in Denmark, Sweden, Great Britain, Italy and Norway, ten filling stations in major Western European airports. With a fleet of 25 of its own tankers, Kuwait, in fact, today has its own distribution network (the entire cycle from production to sale to the final consumer) for a significant part of the oil produced. Profits from foreign investments are becoming an increasingly important source of foreign exchange earnings. Thus, one of the strategic directions of the oil policy of the countries of the Near and Middle East is the creation of an infrastructure for oil refining and marketing of oil products abroad through the acquisition of assets of foreign oil companies, which allows effective control over the full cycle of production, processing, and marketing. The experience of Norway is also of practical interest, in which the oil and gas industry occupies the largest share in the structure of GDP, while being completely controlled by the state. This industry is the largest source of income for the country, as well as the most important driver of technological and innovative development. In 2012, the oil and gas sector accounted for 23% of GDP, 30% of government revenues, 52% of export revenues and 29% of all investments. Norway ranks seventh among the world's largest oil exporters and third among gas exporters (based on 2013 data).
Income from Norway's oil and gas industry goes to the State Pension Fund and is then invested in foreign securities. The fund, being both a savings and a stabilization fund, ensures the long-term stability of the country's budget system. The Norwegian government forms the policy of the oil and gas sector, carries out long-term planning in the industry, selects territories for which licenses can be issued, evaluates reserves, explores unexplored areas, etc. The state controls the implementation of projects at all stages, demanding from companies a drilling program, a report on the discovery of a deposit, a production plan, a transportation plan, a plan for processing the extracted raw materials and ensuring their compliance. The Ministry of Energy and Petroleum is responsible for shaping Norway's energy policy. It also plays a key role in the issuance of licenses.
The Norwegian Petroleum Directorate, which is subordinate to the Ministry, exercises operational control over the observance of the license conditions. The strength of the oil and gas complex in Norway is the chosen management model, the main element of which is government regulation. The state initially developed an effective program for the development of the oil and gas production complex, set the right tasks: national control and participation in oil projects, rationality of resource management, a high level of technological competence, long-term potential. Among the methods to achieve the set goals, active involvement of foreign industry leaders and the rapid borrowing of financial and intellectual resources for investment in oil production were chosen. By allowing foreign companies to access their reserves, Norway obliged them to transfer their technological expertise and train local personnel. Also, multinational oil companies were required to contribute to the financing of project engineering programs, which allowed the country to solve many research problems. The high development of the economy, in particular the social sphere, (to paraphrase, since the economy and the private sphere are not the same) of Norway testifies to the effectiveness of the policy pursued in the field of subsoil use, management of the oil and gas sector and its legal regulation. - why is a piece of text highlighted in gray? NS
Table 1. Features of the development of the oil and gas market of foreign countries
Peculiarities |
||
Severe restrictions on the use of foreign capital; Patent system for the right to conduct exploration and production; Effective legal support; Tough antitrust policy; The tendency to strengthen the centralized regulatory impact on oil and gas companies; No Mineral Extraction Tax (MET) |
||
Diversified regulation of the subsoil use sphere; Flexible taxation system for subsoil use; Stimulating the attraction of domestic and foreign investment. |
||
Near and Middle East |
The oil and gas industry has been completely nationalized; Investing in the Western economy through targeted investment in the structures of transnational corporations and large international financial organizations; Creation of infrastructure for oil refining and marketing of oil products abroad |
|
Norway |
An effective management model, the main element of which is state regulation; National control and participation in oil projects; Rationality of resource management; High level of technological competence; Active involvement of foreign industry leaders and rapid borrowing of financial and intellectual resources to invest in oil production |
Thus, a number of the above approaches are relevant for the further improvement of the mechanisms for the development of the oil and gas market. These include regulation of the industry by the state, a tough stance in upholding national interests, the use of oil and gas revenues to invest in the national economy, focus on innovative technologies, etc. The study and rational application of foreign experience will improve the efficiency of the oil and gas complex of Russia.
Chapter 2. Basic concepts and content of innovation in the oil and gas industry
2.1. Innovative activities in the oil and gas sector abroad
For more than 150 years of the history of the oil and gas industry, its progress has been ensured by access to resources through innovation and new technologies. Technological development has changed the ways and methods of finding resources, opened up access to the development of shelf deposits, shale deposits, increased the efficiency and safety of the implementation of oil and gas production projects. New projects on the deep sea shelf prove how new technologies are changing the production map and provide access to resources that could not have been imagined several decades ago.
In economically developed countries (USA, Canada, Japan and EU countries), the fuel and energy complex is a sector of the national economy, the share of state participation in the management of which is significant. The most important means of implementing energy policy is the state scientific and technical policy in the field of energy.
Foreign oil and gas companies pay great attention to scientific and technological development. The companies have their own large research centers and laboratories, design and engineering organizations. In addition to their own programs, companies finance joint research with other companies with the involvement of laboratories of higher educational institutions and government agencies.
In the field of exploration and development of oil and gas fields, research divisions of the companies carry out work on modeling fields and characteristics of productive formations used for planning oil production volumes with approbation in the fields. The main efforts are aimed at improving drilling technologies, which will significantly reduce the cost of well construction while reducing the harmful impact on the environment, as well as improving secondary methods of hydrocarbon recovery.
In the field of oil and gas processing, research is aimed at improving the quality of the main types of oil products. In manufacturing, efforts are focused on developing more economical catalysts and process improvements, as well as developing new processes that improve product quality. In order to select promising territories for prospecting and exploration, new analytical and predictive methods for assessing prospects are being developed. In search of alternative energy sources, research is underway with the aim of mastering the technology for the production of liquid synthetic fuel.
The result of these scientific developments will be gas conversion technology that will address global energy needs by creating commercial markets located in remote locations and inaccessible to conventional transportation. Accordingly, this will lead to the abandonment of the construction of expensive main gas pipelines and powerful compressor stations, which will lead to a reduction in costs.
Among the priority developments of foreign companies is research that will help reduce the harmful effects of production on the environment and improve labor safety. The priority for oil companies are developments that have potential economic efficiency.
As the experience of foreign countries shows, the oil and gas industry is one of the most high-tech industries in the world. In recent years, a commitment to innovation has been a general trend in the development of the global oil and gas industry. The experience of the USA, Canada, Australia and Norway shows that the oil and gas sector of the economy is a powerful “generator” of demand for science-intensive and high-tech products.
There are circumstances under the influence of which the importance of the development of new methods for the introduction of new technologies in the sector of activities related to the extraction and use of oil and gas resources is increasing in the world.
Firstly, in a number of countries of the world (USA, Canada, Norway, Great Britain, etc.) oil and gas reserves are being depleted, and it became necessary to develop deposits on the shelves of the seas and deep-water deposits.
Secondly, the emergence and development of alternative energy sources is increasing. Their range is expanding, but their widespread use is constrained by high costs, and this leads to low competitiveness in comparison with natural energy sources. However, these costs are constantly decreasing and therefore natural sources can be competitive only if the cost of their operation is low. In modern conditions, cost reduction is an improvement in the technology of production, transportation and processing.
Third, the instability of the world energy market.
Fourth, there is a tightening of the institutional framework for the development of the oil and gas sector, this is due to the growth in the value of property rights to resources. Since the owner of the resources is interested in receiving rental income.
These factors do not equally affect the development of the oil and gas sector in different countries, their effect is widespread and leads to increased competition between producers. In modern conditions, competitive advantages are obtained by those manufacturers who are constantly cutting costs. Sustainable cost reduction is ensured through continuous technology upgrades throughout the oil and gas resource chain.
An important tool for developed countries is to stimulate innovation through the tax system. There are three groups of tax instruments that stimulate innovation:
tax exemption for public and private organizations (VAT, property, land);
tax incentives to encourage companies to spend more on research and development;
tax breaks for early stage start-up companies.
Tax breaks from the first group do not provide serious incentives for additional investment in R&D. Since if organizations are forced to pay all taxes stipulated by law, then the state must compensate for these costs by increasing the amount of funding.
The global oil business has come very close to the stage when the role of oil companies has come down to obtaining a license for the development or development of fields, providing financing and organizing all processes. The entire production part of exploration, development and development of deposits is performed by third-party service companies. This transformation is due to the increasing technological complexity of a large number of heterogeneous operations in the exploration and operation of fields.
Traditionally, the overall leadership in the innovative development of the industry belongs to large vertically integrated companies, the technological competence of service companies has significantly increased. The largest service companies, such as Halliburton, Shlumberger and Baker Huges, now have powerful state-of-the-art research facilities with government support, which allows them to carve their niche in the innovation market.
The history of the emergence of innovative economies shows different examples of the time frames that were required to launch, accelerate and sustain the introduction of new technologies. There are countries that systematically moved towards innovative development and those that made an innovative breakthrough under the influence of state policy.
In Great Britain until the beginning of the 21st century, there was no purposeful policy to stimulate and introduce new technologies. In 2003, the government's strategy for technological development was published by the Ministry of Trade and Industry, and the Technology Strategy Council was established in 2004, which invests in the creation of new technologies, supports their development and commercialization in the commodity sector and the exchange for new efficient technologies. State funding for research is carried out under a dual support system. It is produced through a one-time subsidy and, in parallel, the Department of Innovation finances Research Councils, and they, in turn, finance research in the country. Today, there are eight centers of innovation and technology in the UK.
In France, in 1999, the Law on Innovation and Scientific Research was adopted, which was supposed to reorganize and modernize the innovation system. The implementation of this law in 2002 led to the adoption of a special innovation plan aimed at creating a legal framework. Which, in turn, stimulated the development and implementation of new technologies in the mining and processing industry. More than 50% of government spending on R&D is provided by mining companies and processing companies of subsoil users.
The Spanish oil company Repsol has developed, with the support of the state, the State Strategy for the Transfer of High Technologies. It is administered by the Spanish Ministry of Science and Innovation. For the implementation of this strategy from the budget of the country from 2010 to the present, 6720 tons million euros are allocated annually.
In the Netherlands, in 2003, the Ministry of Economic Relations implemented the program “Path to innovation, introduction of new technologies in the extractive processing industry. This program was supposed to lead to an improvement in the innovation climate. Companies were stimulated through customs preferences, exemptions and tax cuts.
Ireland embarked on an innovative development path in 2007 with € 8.2 billion in funding for the Science, Technology and Innovation Strategy. It is the state that plays the main role in the process of introducing new technologies into the processing sector. The main direction to stimulate the development of knowledge-intensive industries is the allocation of grants for R&D, reduction of tax rates.
In Denmark, an important part of the innovation system is the GTS (Godkendt Teknologisk Service - Approved Technology Service Provider to the extractive sector), acting as a bridge between public and private actors. GTS is a privately held, independent consulting company that develops and markets applied knowledge and technology services. GTS was created by the Ministry of Science, Technology and Innovation.
In Germany, the first venture capital funds appeared in the 1970s and were aimed at developing innovative companies in the extractive and processing sectors. Public-private partnership programs are being implemented in research activities. And if in the 70s the share of budgetary finance was 70% in R&D expenditures, today it is 30%. The legislative base of the innovation system is formed in such a way that legal acts are conditionally divided into three groups:
belong to educational institutions;
to research organizations;
to the subsoil use sector.
In Finland, the state fund Sitra has become the main investor in innovation for the oil and gas sector since the 2000s. A huge influence is paid to the development of technoparks.
In Norway, the state co-finances R&D of raw materials companies. The main goal is to create a scientific environment on a global scale and accumulate knowledge in the field of oil production. R&D development is encouraged by a tax deduction system for R&D expenditures. At the same time, high taxes on oil production stimulate oil and gas companies to develop new technologies that will reduce the cost of production and increase the degree of oil production from reservoirs. The main direction of the innovation policy is to involve enterprises in the extractive and processing sector in research.
Japan, not having its own raw material base, followed the vector of high technology development. In 1999, a law was passed on the export of technology in exchange for raw materials for Japan. In Sweden, in 2005-2008 alone, five priority areas for R&D funding were identified: biotechnology, sustainable development, energy conservation, environment and medicine. High-tech centers represent a combination of research and development and commercial forces for the effective commercialization of new technologies.
The US innovation policy dates back to the 1990s; it is most clearly expressed in the priorities identified by B. Clinton in his report to Congress "Science and Technology in the Extractive Sector: Shaping the 21st Century." A feature of the development of the American innovation sphere is the emergence of institutions of the innovation sphere independent of federal government bodies: technology parks and venture funds.
The oil and gas industry is a sector where process innovation has a huge impact not only on the end results of individual companies, but also on the state of the national economy as a whole. It is clear that over the past decade, the oil and gas industry has demonstrated a number of astounding achievements around the world. For most of the largest oil and gas companies, innovation is a critical part of the corporate culture and mission of the company, and companies reap significant benefits from their innovation activities.
The most pressing innovation challenges for oil and gas companies are developing the right technology strategy and the right operating model, selecting the right business partners, and using the right set of performance metrics to gauge the company's progress towards innovation.
Leadership in innovation is an important factor in the economic growth of companies. Oil and gas companies are consistently and purposefully working to bring their production capabilities to the next level. Technological innovations make it possible to extract from the subsoil such types of fuel, the extraction of which was impossible 10-20 years ago. It is envisaged to use a "well pad" for drilling multiple wells in one area, this will increase productivity, while eliminating the need to expand the geographical presence of companies in the sector in remote regions. According to some estimates, in just the past six years, the productivity of an average oil and gas well in North America has quadrupled. This is in line with the results of studies in many fields carried out over several decades. It is obvious that oil and gas companies are already correctly building their work in many areas.
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For more than 150 years of the history of the oil and gas industry, its progress has been ensured by access to resources through innovation and new technologies. Technological development has changed the ways and methods of finding resources, opened up access to the development of shelf deposits, shale deposits, increased the efficiency and safety of the implementation of oil and gas production projects. New projects on the deep sea shelf prove how new technologies are changing the production map and provide access to resources that could not have been imagined several decades ago.
In economically developed countries (USA, Canada, Japan and EU countries), the fuel and energy complex is a sector of the national economy, the share of state participation in the management of which is significant. The most important means of implementing energy policy is the state scientific and technical policy in the field of energy.
Foreign oil and gas companies pay great attention to scientific and technological development. The companies have their own large research centers and laboratories, design and engineering organizations. In addition to their own programs, companies finance joint research with other companies with the involvement of laboratories of higher educational institutions and government agencies.
In the field of exploration and development of oil and gas fields, research divisions of the companies carry out work on modeling fields and characteristics of productive formations used for planning oil production volumes with approbation in the fields. The main efforts are aimed at improving drilling technologies, which will significantly reduce the cost of well construction while reducing the harmful impact on the environment, as well as improving secondary methods of hydrocarbon recovery.
In the field of oil and gas processing, research is aimed at improving the quality of the main types of oil products. In manufacturing, efforts are focused on developing more economical catalysts and process improvements, as well as developing new processes that improve product quality. In order to select promising territories for prospecting and exploration, new analytical and predictive methods for assessing prospects are being developed. In search of alternative energy sources, research is underway with the aim of mastering the technology for the production of liquid synthetic fuel.
The result of these scientific developments will be gas conversion technology that will address global energy needs by creating commercial markets located in remote locations and inaccessible to conventional transportation. Accordingly, this will lead to the abandonment of the construction of expensive main gas pipelines and powerful compressor stations, which will lead to a reduction in costs.
Among the priority developments of foreign companies is research that will help reduce the harmful effects of production on the environment and improve labor safety. The priority for oil companies are developments that have potential economic efficiency.
As the experience of foreign countries shows, the oil and gas industry is one of the most high-tech industries in the world. In recent years, a commitment to innovation has been a general trend in the development of the global oil and gas industry. The experience of the USA, Canada, Australia and Norway shows that the oil and gas sector of the economy is a powerful “generator” of demand for science-intensive and high-tech products.
There are circumstances under the influence of which the importance of the development of new methods for the introduction of new technologies in the sector of activities related to the extraction and use of oil and gas resources is increasing in the world.
Firstly, in a number of countries of the world (USA, Canada, Norway, Great Britain, etc.) oil and gas reserves are being depleted, and it became necessary to develop deposits on the shelves of the seas and deep-water deposits.
Secondly, the emergence and development of alternative energy sources is increasing. Their range is expanding, but their widespread use is constrained by high costs, and this leads to low competitiveness in comparison with natural energy sources. However, these costs are constantly decreasing and therefore natural sources can be competitive only if the cost of their operation is low. In modern conditions, cost reduction is an improvement in the technology of production, transportation and processing.
Third, the instability of the world energy market.
Fourth, there is a tightening of the institutional framework for the development of the oil and gas sector, this is due to the growth in the value of property rights to resources. Since the owner of the resources is interested in receiving rental income.
These factors do not equally affect the development of the oil and gas sector in different countries, their effect is widespread and leads to increased competition between producers. In modern conditions, competitive advantages are obtained by those manufacturers who are constantly cutting costs. Sustainable cost reduction is ensured through continuous technology upgrades throughout the oil and gas resource chain.
An important tool for developed countries is to stimulate innovation through the tax system. There are three groups of tax instruments that stimulate innovation:
tax exemption for public and private organizations (VAT, property, land);
tax incentives to encourage companies to spend more on research and development;
tax breaks for early stage start-up companies.
Tax breaks from the first group do not provide serious incentives for additional investment in R&D. Since if organizations are forced to pay all taxes stipulated by law, then the state must compensate for these costs by increasing the amount of funding.
The global oil business has come very close to the stage when the role of oil companies has come down to obtaining a license for the development or development of fields, providing financing and organizing all processes. The entire production part of exploration, development and development of deposits is performed by third-party service companies. This transformation is due to the increasing technological complexity of a large number of heterogeneous operations in the exploration and operation of fields.
Traditionally, the overall leadership in the innovative development of the industry belongs to large vertically integrated companies, the technological competence of service companies has significantly increased. The largest service companies, such as Halliburton, Shlumberger and Baker Huges, now have powerful state-of-the-art research facilities with government support, which allows them to carve their niche in the innovation market.
The history of the emergence of innovative economies shows different examples of the time frames that were required to launch, accelerate and sustain the introduction of new technologies. There are countries that systematically moved towards innovative development and those that made an innovative breakthrough under the influence of state policy.
In Great Britain until the beginning of the 21st century, there was no purposeful policy to stimulate and introduce new technologies. In 2003, the government's strategy for technological development was published by the Ministry of Trade and Industry, and the Technology Strategy Council was established in 2004, which invests in the creation of new technologies, supports their development and commercialization in the commodity sector and the exchange for new efficient technologies. State funding for research is carried out under a dual support system. It is produced through a one-time subsidy and, in parallel, the Department of Innovation finances Research Councils, and they, in turn, finance research in the country. Today, there are eight centers of innovation and technology in the UK.
In France, in 1999, the Law on Innovation and Scientific Research was adopted, which was supposed to reorganize and modernize the innovation system. The implementation of this law in 2002 led to the adoption of a special innovation plan aimed at creating a legal framework. Which, in turn, stimulated the development and implementation of new technologies in the mining and processing industry. More than 50% of government spending on R&D is provided by mining companies and processing companies of subsoil users.
The Spanish oil company Repsol has developed, with the support of the state, the State Strategy for the Transfer of High Technologies. It is administered by the Spanish Ministry of Science and Innovation. For the implementation of this strategy from the budget of the country from 2010 to the present, 6720 tons million euros are allocated annually.
In the Netherlands, in 2003, the Ministry of Economic Relations implemented the program “Path to innovation, introduction of new technologies in the extractive processing industry. This program was supposed to lead to an improvement in the innovation climate. Companies were stimulated through customs preferences, exemptions and tax cuts.
Ireland embarked on an innovative development path in 2007 with € 8.2 billion in funding for the Science, Technology and Innovation Strategy. It is the state that plays the main role in the process of introducing new technologies into the processing sector. The main direction to stimulate the development of knowledge-intensive industries is the allocation of grants for R&D, reduction of tax rates.
In Denmark, an important part of the innovation system is the GTS (Godkendt Teknologisk Service - Approved Technology Service Provider to the extractive sector), acting as a bridge between public and private actors. GTS is a privately held, independent consulting company that develops and markets applied knowledge and technology services. GTS was created by the Ministry of Science, Technology and Innovation.
In Germany, the first venture capital funds appeared in the 1970s and were aimed at developing innovative companies in the extractive and processing sectors. Public-private partnership programs are being implemented in research activities. And if in the 70s the share of budgetary finance was 70% in R&D expenditures, today it is 30%. The legislative base of the innovation system is formed in such a way that legal acts are conditionally divided into three groups:
belong to educational institutions;
to research organizations;
to the subsoil use sector.
In Finland, the state fund Sitra has become the main investor in innovation for the oil and gas sector since the 2000s. A huge influence is paid to the development of technoparks.
In Norway, the state co-finances R&D of raw materials companies. The main goal is to create a scientific environment on a global scale and accumulate knowledge in the field of oil production. R&D development is encouraged by a tax deduction system for R&D expenditures. At the same time, high taxes on oil production stimulate oil and gas companies to develop new technologies that will reduce the cost of production and increase the degree of oil production from reservoirs. The main direction of the innovation policy is to involve enterprises in the extractive and processing sector in research.
Japan, not having its own raw material base, followed the vector of high technology development. In 1999, a law was passed on the export of technology in exchange for raw materials for Japan. In Sweden, in 2005-2008 alone, five priority areas for R&D funding were identified: biotechnology, sustainable development, energy conservation, environment and medicine. High-tech centers represent a combination of research and development and commercial forces for the effective commercialization of new technologies.
The US innovation policy dates back to the 1990s; it is most clearly expressed in the priorities identified by B. Clinton in his report to Congress "Science and Technology in the Extractive Sector: Shaping the 21st Century." A feature of the development of the American innovation sphere is the emergence of institutions of the innovation sphere independent of federal government bodies: technology parks and venture funds.
The oil and gas industry is a sector where process innovation has a huge impact not only on the end results of individual companies, but also on the state of the national economy as a whole. It is clear that over the past decade, the oil and gas industry has demonstrated a number of astounding achievements around the world. For most of the largest oil and gas companies, innovation is a critical part of the corporate culture and mission of the company, and companies reap significant benefits from their innovation activities.
The most pressing innovation challenges for oil and gas companies are developing the right technology strategy and the right operating model, selecting the right business partners, and using the right set of performance metrics to gauge the company's progress towards innovation.
Leadership in innovation is an important factor in the economic growth of companies. Oil and gas companies are consistently and purposefully working to bring their production capabilities to the next level. Technological innovations make it possible to extract from the subsoil such types of fuel, the extraction of which was impossible 10-20 years ago. It is envisaged to use a "well pad" for drilling multiple wells in one area, this will increase productivity, while eliminating the need to expand the geographical presence of companies in the sector in remote regions. According to some estimates, in just the past six years, the productivity of an average oil and gas well in North America has quadrupled. This is in line with the results of studies in many fields carried out over several decades. It is obvious that oil and gas companies are already correctly building their work in many areas.
Let's take as an example the production of biofuel from algae. Research in this direction has been going on for many years. A pilot project is currently being developed in Canada as part of the Canada Oil Sands Developers' Innovation Alliance (COSIA) program. The project foresees that the biofuel refinery will grow algae using waste heat and by-products from the drilling process. Extraction of oil from oil sands and gas from shale was considered too difficult or expensive in the recent past, and today the development of such resources is rapidly changing the situation in the North American market.
The increase in shale gas production is a well-known fact, but it is far from the only example of changes in the industry. In recent years, there has also been a steady increase in the oil recovery factor. The Permian oil and gas basin is a 250 by 300 mile area in the United States, encompassing western Texac and eastern New Mexico. Oil production began there as early as 1921. A decade ago, oil production from wells in the area was discontinued, but the introduction of new drilling methods (in particular, hydraulic fracturing, or "hydraulic fracturing") has led to a recovery in oil production over the past three years. This basin currently accounts for 14% of all US oil production.
However, hydraulic fracturing is by no means the only new drilling method that has an impact on recovery of production volumes. Innovative activity in the oil and gas sector is focused not only on increasing the production of raw materials. Another important area is ensuring the security of operational activities. This may include finding new ways to monitor the mechanical integrity and technical condition of materials as environmental conditions change, or creating new systems for manufacturing control, maintenance and repair. As businesses in the industry increasingly operate in extreme environments, safety and health innovations are gaining momentum. Let's take deep sea drilling as an example. Anadarko's president compared deep-sea drilling techniques to those used to land a man on the moon. And this is no exaggeration: some industry players are working with the National Aeronautics and Space Administration (USA), for example, to develop fiber optic sensor systems to improve the stability and safety of offshore drilling platforms.
Having a well-articulated innovation strategy sets the best companies apart from the rest. After analyzing interviews with CEOs of oil and gas companies operating at all levels of the value chain, including both small companies and very large market participants operating in the exploration and production segment (including oil field services) and in the refining and marketing segment. About 4/5 of the respondents from the oil and gas sector noted the importance of innovation for their business. For 39% of top managers in oil and gas companies, innovation has already become a prerequisite for maintaining competitiveness. If we look at this issue in a five-year perspective, this figure rises to 48%, which suggests that innovation is extremely important for every segment of the oil and gas industry. However, only about half of the respondents from the same oil and gas companies noted that their companies have a clearly formulated innovation strategy, which they are implementing in their practice.
This is a serious problem for those companies where there is no clear concept of innovative development, since the practical solution of development and growth problems begins with the formation of a sound and well-thought-out strategy.
All divisions of the company, without exception, should deal with issues of innovative development, and not just the R&D division. For companies engaged in exploration and production, R&D in the field of new technologies, business systems and processes is of absolute relevance, and for companies engaged in refining and marketing, new developments in the field of products and services. However, it is important not to lose sight of business opportunities for growth in areas such as business models and supply chain. Less than half of oil and gas CEOs said they have a well-articulated innovation strategy (compared to 79% of innovation leaders across industries). Oil and gas CEOs see innovation as a vital factor in their future success.
One of the key growth factors is the constant focus of companies on ensuring a balanced innovation portfolio. Balance is the optimal combination of investments in the development of phased, breakthrough and radical solutions in all areas of innovation. The optimal mix of investments for oil and gas companies will depend on where they are in the value chain.
The focus of the companies is on highly qualified specialists and corporate culture. Representatives of almost all companies consider some aspects of the innovation process to be quite complex. Among the most serious challenges are the following factors: assessment and measurement of the success of innovative projects, the availability of highly qualified specialists, as well as the search and selection of optimal partners.
In search of today's and tomorrow's innovators, top managers of oil and gas companies note that the lack of highly qualified personnel is a certain problem for the innovative development of the company. One of the aspects of this issue in today's environment is the search for highly qualified specialists-innovators and attracting them to the company.
Oil and gas executives plan to develop cooperation with a wide range of business partners. The degree of interaction of these specialists with specialists from other companies is also of great importance. Firms leading innovation development are far more likely to use a collaborative strategy than firms less innovation-driven, a trend that has been observed across all sectors. In the oil and gas sector, the relevance of cooperation with other organizations and companies is especially high due to the high costs and long periods of preparation and implementation of projects aimed at technological improvement of processes in the oil and gas industry.
Joint projects with the participation of large and largest oil and gas companies, oilfield service companies, as well as strategic partners, suppliers and research units of universities today are not an exception to practice, but the norm. And such cooperation is now widely spread across the global market. Consider, for example, the activities of the Italian company Eni. The company has entered into partnership agreements with a number of Italian universities and the country's National Research Council. She also works with the Massachusetts Institute of Technology. The companies plan to establish partnerships with a wide range of organizations over the next three years, including strategic partners, suppliers, academic institutions and even rival companies, although those planning to develop partnerships with competitors are still in the minority. Partnerships with organizations from other industries can provide tremendous benefits. For example, magnetic resonance imaging techniques that were originally developed for medical purposes are widely used in the industry today. With the help of these methods, it became possible to determine the volume of oil in the rock. Moreover, Shell today is collaborating with one of the Hollywood film companies involved in the production of animated films about Shrek. Shell management hopes this collaboration will improve the visualization of seismological data.
Several companies are now starting to develop their own corporate processes to drive innovation. The most famous example of this is Shell's GameChanger. The program includes elements of methods such as open innovation, business incubator and corporate venture projects. In addition, Statoil has created an Internet portal dedicated to innovation. The portal plays a leading role in highlighting the problems and challenges of innovation. In addition, this is where you can offer your new ideas in free form. To help potential contributors to this topic, the company created a discussion group on the social network LinkedIn, which contributed to the quality and increase in the number of incoming proposals.
Ashok Belani, executive vice president of technology at Schlumberger, believes software platforms are an area where the open innovation model in the oil and gas sector is already being implemented. He noted: “For example, when we transfer the Petrel platform to Shell or Petrobras, our software is designed not only to provide the necessary functionality and user-friendly interface, but, more importantly, to make it compatible with their own systems by opening new spaces for the oil and gas industry.
To address some of the technical challenges involved in maintaining deep water drilling sites, Total is joining forces with French robotics engineering firm Cybernetix to develop a new production control, maintenance and repair system called SWIMMER. The system is designed to monitor the progress of underwater operations and maintain facilities using remotely controlled underwater vehicles capable of operating in a minimal spatial environment. The SWIMMER system will be able to remain under water for three months and operate within a radius of 50 km.
Oil services company Schlumberger has partnered with Saint-Gobain for crystallography and Lockheed Martin for state-of-the-art computer science. And these are just two examples from a wide range of business partners of the said company. The Houston, Texas-based Petroleum Technology Innovation Center, a customer service provider for petrochemical companies, is profiling technologies developed in other industries for use in the petrochemical industry. The most relevant technologies fall into the following categories:
- - insulating coatings and materials;
- - communications and energy production;
- - filtration and working fluids;
- - labor protection, industrial safety and environmental protection (HSE and EP);
- - production control and monitoring;
- - traffic control;
- - security;
- - sensory devices;
- - software.
The Brazilian government is providing billions of dollars in funding to promote research and development that will provide an opportunity to stimulate offshore exploration. The Brazilian authorities expect to create a developed oilfield services industry in the country. At the same time, the leading role in this direction is assigned to the state oil company Petrobras. The company has already established a research center, which is attended by experts from Baker Hughes, Schlumberger and Halliburton.
In oil and gas companies, the open innovation model is the approach with the greatest potential in terms of increasing revenue. The Canadian Oil Sands Innovation Alliance (COSIA) is an excellent example of oil companies joining forces to address the challenges of reducing the negative environmental impact of operations. COSIA was founded in March 2012 and today it includes 14 companies. Companies involved in COSIA identify and develop innovative approaches and best practices to improve environmental performance in oil sands production and exchange ideas and information on these approaches, with a focus on waste management, land management, water resources management and mitigation. greenhouse gas emissions. According to COSIA, to date, members of this organization have exchanged information on 446 unique technological and innovative solutions, the development of which cost over $ 700 million.
Another important trend in the oil and gas sector is the development of corporate venture projects. Chevron, BP, Shell, ConocoPhillips and other companies have specialized divisions dealing with corporate venture projects. Investing in small startups is another way that companies in the sector hedge their investments and expand access to a wide range of technologies across different industries. In addition, for some companies, this approach allows them to maintain a balance of their innovation portfolio. Shell's acclaimed GameChanger software integrates elements from all three of the above innovation models.
The program appeared in the mid-90s, during the recession in the oil and gas sector. While companies in the industry were faced with an urgent need to reduce costs, including R&D costs, Shell management understood how important it was not to lose the ideas that would drive business growth in the long term. The GameChanger software was designed in the image and likeness of the ecosystem created in Silicon Valley. The program included peer evaluation and early development experiments as part of the process. As part of the GameChanger program, Shell began building partnerships with universities in the United States and Western Europe in 2002.
Shell executives began an active search for new ideas, not waiting for the developers of innovative solutions to come up with them themselves. Measures taken included increased collaboration with venture capital firms, conferences and special events to ensure broader contacts with small and medium-sized businesses. Shortly thereafter, the company started organizing "domains" to make the process more structured. The information field of such domains was wide enough to provide coverage of various aspects.
This allowed the company to strengthen the relationship between the bottom-up ideas from the GameChanger program and the strategic plans of the firm's management, which were communicated to employees through the top-down communication channels. Since 1996, this program has invested over US $ 250 million in the development of more than 3,000 new ideas, 300 of which have been implemented in commercial projects that are helping Shell today deliver more energy products to its customers. One of GameChanger's technology solutions, a swellable rubber O-ring, delivered 1.5 million barrels of enhanced oil recovery over three years. In its current form, GameChanger is managed through a central team that spans the entire business of the company. New ideas come through the company's web platform or internal communication channels, and a curator is assigned to work with each of them. The members of the GameChanger central group review the proposed ideas and decide whether or not they should be formalized as a formal proposal for further development. In the next phase, the proposal goes to an expanded committee, which includes three members of the central GameChanger team and three technical experts in their respective fields. They evaluate the proposal and immediately decide on the next steps. If so, the next step is to include the proposal in a pilot proof-of-concept funding program that periodically evaluates the proposed idea. Once the practical development of an idea begins, GameChanger will also help ensure the commercialization of the idea. Corporate venture projects are carried out not only by international oil companies. This area is also represented at the level of national oil companies such as Eni SpA, SaudiAramco and Statoil.
The true measure of innovation success cannot be viewed solely through the lens of financial performance. Leading companies go far beyond the traditional measure of return on investment in defining success metrics for innovative solutions. One of the standard indicators for oil and gas companies is the monitoring of existing licenses. Other qualitative approaches can also be very helpful. Shell's VP of Technology Strategy believes that the true measure of success is the company's ability to attract the best business partners. The Italian company Eni has developed a comprehensive approach to assessing the effectiveness of its R&D program.
Different business units focus on different types of innovation, and this is reflected in the system of key performance indicators. The indicators adopted in the company are divided into four categories: value (benefit) for the company (both tangible and intangible), efficiency and effectiveness of the portfolio, efficiency and effectiveness of projects, and consistency with the company's strategy. One example of material benefit is capital cost savings. This metric quantifies the amount of capital cost savings generated by using innovative technology instead of the best available traditional alternative technology. Intangible (non-financial) performance indicators include the number of patents and publications, as well as the number of unique developments (know-how) transferred to other business units of the company. As innovation portfolios diversify, the benchmarks for disruptive and truly radical innovation must change to adequately reflect the new processes and the benefits they provide to companies.
Technological innovation has a huge impact on all aspects and links of the supply chain. Technological advances, from 3D and 4D seismological surveys to improvements in fractional distillation and isomerization, gas liquefaction and regasification technologies, have a huge impact on the exploration, drilling, production, refining and marketing of oil and gas. In the future, scientific and technological progress will gain momentum. Companies in the fuel and energy complex are already considering the prospects for the application of nanotechnology, biotechnology and environmentally friendly solutions in the field of chemistry.
Companies leading in the field of innovative development will receive great competitive advantages. Innovative development in the oil and gas sector requires careful planning and a well-articulated strategy. Oil and gas companies lag behind the innovation leaders in terms of having a clear and clear innovation strategy.
Do not limit innovation to R&D. Investments in R&D are an important part of the innovation process, but they by no means reflect the entire content of this activity. Oil and gas companies are leaders in fundamentally improving processes and systems, but they need to apply innovative approaches and solutions in areas such as developing business models and product offerings, improving the quality of customer service (in terms of refining and distribution) and improving the supply chain.
The focus is on people. Correct selection of business partners from various industries and cooperation with them. Finding and selecting reliable business partners from other industries is a daunting task for many companies. But solving it is extremely important, especially in light of the well-established reputation of the oil and gas industry as a “technology integrator”. Drilling a well to a depth of more than two and a half kilometers on the ocean shelf requires the same sophisticated technologies as launching a spacecraft with a man on board. Joint projects with the participation of large and largest oil and gas companies, oilfield service companies, as well as strategic partners, suppliers and research units of universities today are not an exception to practice, but the norm. Often, these projects are part of open innovation initiatives, but there has also been a revival of interest in corporate venture capital projects.
Thorough assessment and measurement of the degree of success. This provision means developing correct and adequate KPIs for different types of innovations and different business units. While assessing innovation in terms of financial performance is an important component of a KPI framework, non-financial performance is equally important.
MINISTRY OF EDUCATION AND SCIENCE
RUSSIAN FEDERATION
STATE EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
UFA STATE OIL
TECHNICAL UNIVERSITY
DEPARTMENT OF ECONOMY AND MANAGEMENT IN ENTERPRISES
OIL AND GAS INDUSTRY
COURSE WORK
by discipline
Enterprise economy
on the topic
INNOVATIVE ACTIVITIES
IN THE OIL AND GAS COMPLEX
COMPLETED |
Martemyanova S.S. EGz-03-01 |
CHECKEDTEACHER |
Pozdeeva N.R. |
UFA 2006
WITH | |
Introduction | 3 |
1. Innovative activity of the enterprise | 5 |
1.1 Basic concepts of innovation | 5 |
8 | |
2. Sources of innovation in the oil and gas production complex | 11 |
11 | |
12 | |
2.3 Innovative development | 14 |
18 | |
20 | |
3. Features of organizational forms of innovation in the oil and gas industry |
23 |
4. Evaluation of the effectiveness of innovation | 29 |
29 | |
30 | |
34 | |
Conclusion | 40 |
List of used literature | 42 |
INTRODUCTION
A lot has already been said about the difficulties in the development of innovative activity in our country. Indeed, there are legal, financial, organizational and other shortcomings in ensuring the process of creating new products based on the results of research and development. It should be noted that a lot is still being done, first of all, through the efforts and initiative of the Ministry of Industry and Science of Russia to develop an innovative infrastructure.
At the same time, the experience of countries in which, from our point of view, these issues are resolved incomparably better, shows that there is a constant need to improve legislation and come up with more and more effective ways of state support for innovation. The development of the institutional environment is a constant process.
From an institutional point of view, the environment is a set of political, social and legal rules within which the processes of production and exchange take place. Institutions such as traditions and customs are of particular importance, and not just legal norms proper.
In high-risk innovation activity, much is determined by building a balance of interests of the participants in the process, which is not only the result of contractual relations, but also the result of existing expectations, the prevailing understanding of fairness in the distribution of future income. Whatever the experts have, if the participants in the process do not believe these explanations, then cooperation will not work out. Therefore, the most important is the cultural aspect of an adequate understanding of their own interests by the participants in the innovation process.
There are six main groups of participants in the innovation process: authors of developments; heads of scientific and technical organizations; business proposal managers and project managers; officials making decisions on state support; strategic partners that incorporate innovation into their strategy and investors risking real money.
In our country, the culture of innovative activity is at the initial stage of its development, and, unfortunately, it can be said about almost each of the participants that they often do not adequately understand their true interests. It is not only about incompetence, but also about the real contradictions that the process of commercializing research results entails.
1. INNOVATIVE ACTIVITIES OF THE ENTERPRISE
1.1 Basic concepts of innovation
In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. The problem of innovations in our country has been developed for many years in the framework of economic research of scientific and technological progress.
The term “innovation” began to be actively used in the transitional economy of Russia both independently and to denote a number of related concepts: “innovative activity”, “innovation process”, “innovative solution”, etc.
The innovative activity of an enterprise is a system of measures for the use of scientific, scientific, technical and intellectual potential in order to obtain a new or improved product or service, a new method of their production to meet both individual demand and the needs of society for innovations as a whole.
The expediency of choosing a method and option for technical and technological renewal depends on the specific situation, the nature of the innovation, its compliance with the profile, resource and scientific and technical potential of the enterprise, market requirements, stages of the life cycle of equipment and technology, and the specifics of industry affiliation.
The innovative activity of the enterprise for the development, implementation, development and commercialization of innovations includes:
- carrying out research and development work on the development of ideas for innovation, laboratory research, the manufacture of laboratory samples of new products, types of new technology, new designs and products;
- selection of the necessary types of raw materials and materials for the manufacture of new types of products;
- development of a technological process for the manufacture of new products;
- design, manufacture, testing and mastering of samples of new equipment required for the manufacture of products;
- development and implementation of new organizational and management solutions aimed at implementing innovations;
- research, development or acquisition of the necessary information resources and information support for innovations;
- training, education, retraining and special methods of personnel selection required for R&D;
- Carrying out work or purchasing the necessary documentation for licensing, patenting, acquisition of know-how;
- organizing and conducting marketing research to promote innovation, etc.
The combination of managerial, technological and economic methods that ensure the development, creation and implementation of innovations is the innovation policy of the enterprise. Its goal is to provide the enterprise with significant advantages over competing firms and ultimately increase the profitability of production and distribution.
The motives for innovation are both external and internal factors. External motives are most often:
- the need to adapt the enterprise to new economic conditions;
- changes in tax, monetary and financial policies;
- improvement and dynamics of sales markets and consumer preferences, that is, demand pressure;
- activation of competitors;
- market fluctuations;
- structural industry changes;
- the emergence of new cheap resources, the expansion of the market for factors of production, that is, supply pressure, etc.
The internal motives for the innovative activity of the enterprise are:
- the desire to increase sales;
- expanding market share, moving to new markets;
- improving the competitiveness of the enterprise;
- economic security and financial stability of the enterprise;
- profit maximization in the long run.
For the development of innovative activities of the enterprise, quantitative and qualitative indicators are important:
- material and technical, characterizing the level of development of R&D, provision of experimental equipment, materials, instruments, office equipment, computers, automatic devices, etc .;
- personnel, characterizing the composition, quantity, structure, qualifications of personnel serving R&D;
- scientific and theoretical, reflecting the results of exploratory and fundamental theoretical research, which underlie the scientific groundwork available at the enterprise;
- informational, characterizing the state of information resources, scientific and technical information, current scientific periodicals, scientific and technical documentation in the form of reports, regulations, technical projects and other design documentation;
- organizational and managerial, including the necessary methods of organizing and managing R&D, innovation projects, information flows;
- innovative, characterizing the science intensity, novelty and priority of the work carried out, as well as an intellectual product in the form of patents, licenses, know-how, rationalization proposals, inventions, etc .;
- market, assessing the level of competitiveness of innovations, availability of demand, orders for R&D, necessary marketing activities to promote innovations to the market;
- economic, showing the economic efficiency of innovations, the costs of ongoing research, the market value of intellectual products; indicators assessing the value of both own and third-party patents, licenses, know-how and other types of intellectual property;
- financial, characterizing investments in innovations and their effectiveness.
1.2 Types of innovation and their classification
Innovation management can be successful if there is a long-term study of innovations, which is necessary for their selection and use. First of all, it is necessary to distinguish between innovations and minor changes in products and technological processes (for example, aesthetic changes, that is, color, etc.); insignificant technical or external changes in products, leaving the design unchanged and not having a sufficiently noticeable effect on the parameters, properties, cost of the product, as well as the materials and components included in it; expanding the range of products by mastering the production of previously not produced at this enterprise, but already well-known on the market products, with a goal. Meeting the current demand and increasing the income of the enterprise.
The novelty of innovations is assessed by technological parameters, as well as from market positions. Taking this into account, a classification of innovations is being built.
Depending on the technological parameters, innovations are subdivided into product and process innovations.
Product innovations include the use of new materials, new semi-finished products and components; obtaining fundamentally new products. Process innovation means new methods of organizing production (new technologies). Process innovation can be associated with the creation of new organizational structures within the enterprise (firm).
According to the type of novelty for the market, innovations are divided into: new for the industry in the world; new to the industry in the country; new for the given enterprise (group of enterprises).
If we consider an enterprise (firm) as a system, we can distinguish:
1. Innovations at the entrance to the enterprise (changes in the selection and use of raw materials, materials, machinery and equipment, information, etc.);
2. Innovations at the exit from the enterprise (products, services, technologies, information, etc.);
3. Innovation of the system structure of the enterprise (management, production, technological).
Depending on the depth of the changes introduced, innovations are distinguished: radical (basic); improving; modification (private).
The listed types of innovations differ from each other in the degree of coverage of the stages of the life cycle.
Russian scientists from the Research Institute for System Research (RNIISI) have developed an extended classification of innovations, taking into account the spheres of the enterprise, in which innovations are highlighted: technological; production; economic; trading; social; in the field of management.
A fairly complete classification of innovations was proposed by A.I. Prigogine:
1. By prevalence: single; diffuse.
Diffusion is the spread of an innovation that has already been mastered in new conditions or at new objects of implementation. It is thanks to diffusion that the transition from a single introduction of innovation to innovation on the scale of the entire economy occurs.
2. By place in the production cycle: raw materials; providing (connecting); grocery.
3. By succession: substitute; canceling; returnable; opening; retroviation.
4. By coverage: local; systemic; strategic.
5. By innovative potential and degree of novelty: radical; combinatorial; cultivating.
The last two directions of classification, taking into account the scale and novelty of innovations, the intensity of innovative change to the greatest extent express the quantitative and qualitative characteristics of innovations and are important for the economic assessment of their consequences and justification of management decisions.
An original innovative observation was made by ND Kondratyev in the 1920s, who discovered the existence of so-called “big cycles” or, as they are called abroad, “long waves”. ND Kondratyev pointed out the existence of a relationship between long waves and the technical development of production, drawing on the data on scientific and technical discoveries to analyze, showing the wavelike nature of their dynamics. He investigated the dynamics of innovation, distinguishing it from discoveries and inventions. The dynamics of innovations is investigated in the context of the phases of the large cycle. In the research of ND Kondratiev, for the first time, the foundations of the so-called cluster approach are discerned. ND Kondratyev showed that innovations are distributed unevenly over time, appearing in groups, that is, in modern terms, in clusters. ND Kondratyev's recommendations can be used in the development of an innovative strategy.
2. SOURCES OF INNOVATION IN THE OIL AND GAS PRODUCTION SECTOR
2.1 The path of development of the Russian economy
There is a widespread point of view that further development of the Russian economy is possible: either (as before) on the basis of using the raw material potential; or (as an alternative) on the basis of the outstripping growth of the knowledge-intensive, high-tech sector.
At the same time, it is believed that the first path is “flawed”, leading to the technological lag of Russia behind the developed countries of the world, to the strengthening of our economic dependence.
The second way in modern conditions is a priori considered more preferable, as it is associated primarily with the use of the country's intellectual potential.
However, such a simplified opposition of the two approaches is completely inappropriate for at least two reasons.
The development of the national economy should be carried out on the basis of a rational, effective use of all growth factors, and one cannot be opposed to others. A thoughtful combination (balance) of all available factors, corresponding to specific historical, economic and political conditions, is necessary.
In modern conditions, the mineral sector of the economy (primarily the oil and gas industry) has ceased to be “simple” in terms of technology. The extraction of raw materials is carried out using ever more sophisticated technologies, in the creation of which many billions of dollars are invested and on which the intellectual forces of many countries of the world are working. Therefore, we can confidently assert that every year oil, gas and other raw materials are increasingly becoming science-intensive products.
When choosing the priorities of socio-economic development in the 21st century, there is no and cannot be a place for a simplified opposition of two approaches: high-tech and raw materials. The development of the national economy should be carried out on the basis of the rational, effective use of all growth factors: natural, economic, intellectual. Some factors cannot be opposed to others. A well-thought-out combination (balance) of all available growth factors, corresponding to the specific historical, economic and political conditions of a particular country, is necessary.
It is unlikely that in the modern world one can find at least one country with rich natural resources that would voluntarily refuse to develop them. Therefore, the socio-economic development of Russia in the future should be associated with the use of the enormous natural potential that our country has. The only question is how to develop the existing natural resource potential?
Whether to rely only on what is given by nature itself, in the hope of a high "natural" competitiveness of resources.
Or to ensure that the development of natural resources (primarily oil and gas) becomes truly effective and would serve as the basis for changing the rate and quality of growth across the entire economy.
The first path has been "ordered" for us, if only for the simple reason that Russia is not Kuwait. Our hydrocarbon resources are not suitable either in terms of their concentration or their quality to seriously consider them as “soil” for the comfortable existence of such a vast country. Consequently, there is no alternative to the second path, which assumes a dynamic and civilized (based on market principles in combination with effective government regulation) development of the mineral sector of the economy in the interests of the whole society.
2.2 Strengthening the innovative role of oil and gas resources
There are a number of circumstances under the influence of which the innovative value of oil and gas resources is increasing from year to year:
- depletion and deterioration of the quality of oil and gas reserves in many countries of the world (in Russia, USA, Canada, Norway, Great Britain, etc.);
- the growing "threat" of the emergence and development of alternative energy sources;
- increasing instability of the world energy market, where downward and upward trends often replace each other in an unpredictable order;
- tightening of the institutional framework for the development of the oil and gas sector, which is primarily due to the growth of the “value” of property rights to oil and gas resources.
And although the listed factors do not affect the development of the oil and gas sector in different countries of the world to the same extent, their effect is widespread and primarily determines the intensification of competition between producers in its various forms:
- price competition;
- struggle to capture markets;
- competition for the right to access oil and gas resources.
In modern conditions, real and sustainable competitive advantages are obtained by those manufacturers who are striving for constant cost reduction (at least relative - in comparison with competitors). In turn, sustainable cost savings are ensured through continuous technology upgrades throughout the entire oil and gas resource chain, from exploration to end product sales to consumers.
Russian producers, willingly or unwittingly, are forced to participate in the competitive struggle both on their "own" territory and abroad, and therefore are forced to join the "permanent technological revolution" that is taking place in the global oil and gas industry. In order to assess the possibilities of Russia's participation in this process, it is necessary first to find answers to three questions:
What are the nature and intensity of action of specific “innovation-stimulating” factors, and what is their overall balance in the national oil and gas sector?
What level of competitive advantage should you strive for?
What is the current basis and what are our future opportunities for technological innovation in the oil and gas sector?
The latter issue requires the closest attention, since in the last 10-12 years, the processes of technological renewal in the oil and gas sector have slowed down sharply, and the country's scientific and innovative potential has been largely undermined.
2.3 Innovative development
In the last 20-30 years, commitment to innovation has been a general trend in the development of the global oil and gas industry (especially in industrialized countries). But this does not mean that all oil and gas producing countries follow a single template. There are different approaches and models. The choice of a specific model in a particular country depends on many factors: the level and nature of the development of the national economy, the “age” of the oil and gas sector, the socio-political situation, national goals and priorities, the mentality of the nation, etc.
As two extreme alternatives, we can call the models of innovative development of the oil sector, which have developed, on the one hand, in Great Britain, and on the other, in Norway:
in the United Kingdom (first model), the world's leading companies entered the oil sector with their technologies, followed by a plume of service and knowledge-intensive companies. As a result, a national knowledge-intensive oil industry was not created;
In Norway (the second model), there was a purposeful (under state control) formation of conditions for the formation of national science-intensive service companies and a system of scientific and technological centers. As a result, a high-tech national oil and gas industry has gradually emerged.
Great Britain and Norway show examples of completely opposite models of innovative development of the oil and gas industry. But it is very important that these models are not some kind of "frozen" schemes. Both the “British” and “Norwegian” models are gradually changing due to changes in certain conditions of activity in the oil and gas business. Moreover, the development of the named models goes in the opposite direction: the “British model” is characterized by a certain strengthening of the regulatory role of the state, while the “Norwegian” model is characterized by partial liberalization and expansion of the private entrepreneurial principle.
And what about Russia? Which innovation path should we take? Our country, in terms of the development of the oil and gas industry, is noticeably different from both Great Britain and Norway. On the one hand, Russia has over 100 years of oil production history. Russian oil and gas workers have accumulated vast experience in field development - moreover, in a wide variety of natural, climatic and geological conditions. There are dozens of machine-building plants and scientific and technological centers operating in the country, ensuring the functioning of the oil and gas sector. On the other hand, there are a lot of unresolved problems generated by the transition period and the "ballast" of mistakes that has been accumulated over the years of the planned economy.
Therefore, the future paths of innovative development of the oil and gas sector in Russia are largely predetermined by the negative situation that has developed to date. The development of the oil and gas sector in our country is "squeezed" by two deficits: a deficit of investments and a deficit of new technologies. In the past 10 years, the bulk of capital investments in the oil and gas sector have been carried out at the expense of the own funds of enterprises and companies. There is no such thing anywhere in the world. Financial resources for investment are largely attracted "from outside": either through the stock market (this form dominates, for example, in the USA and Great Britain), or through the banking system (as in Japan, South Korea and a number of European countries). Accordingly, the investment opportunities of oil and gas companies are expanding. The latter, in turn, by purchasing products and services for material and technical purposes, finance the investment process in other sectors of the economy. Since Russian oil and gas companies are mainly forced to limit themselves to their own funds, the volume of investments is too small, and the stimulating role of these investments for the development of the national economy (and its innovation sector) turns out to be too weak. This largely results in the shortage of new domestic oil and gas technologies.
Despite the fact that the Russian oil and gas sector is mainly on investment "self-sufficiency", its innovative development is largely due to the inflow of foreign capital. A joint inflow of foreign investment and technology takes place in the case of direct investment by foreign companies (for example, in the creation of enterprises with mixed capital and the implementation of production sharing agreements / PSAs) or through the use of tied loans. Further expansion of foreign investment will be associated with an increase in the inflow of imported technologies. Thus, the Russian oil and gas sector is currently implementing a model of innovative development according to the formula: "Russian resources + foreign capital and technologies." That is, Russia is still following approximately the British path of innovation - mainly foreign technologies, foreign companies and participants.
How profitable is it for us? Since the implementation of the existing model takes place in conditions when the country's economy is just beginning to emerge from the deepest crisis, there is a further increase in raw materials dependence and stagnation continues in domestic industry and science as a whole. But even this way of innovative development has advantages over inertial development. Technological renewal of the oil and gas sector, which helps to increase its competitiveness and reduce costs, lowers the maximum "bar" for the growth of prices for energy resources in the domestic market. Accordingly, within the framework of the national economy, investment opportunities are expanding, which should be used, first of all, for the development of high-tech industries. It can be said that the direct impact on the economy of the current model of innovative development of the oil and gas sector is negative. Nevertheless, there are certain indirect effects that stimulate economic and technological growth.
It is quite obvious that the transition to a different development model based on the formula “Russian resources and technologies + foreign capital” is extremely urgent for our country. But this can only be achieved if a reasonable and effective protectionist policy is pursued by the state. The line separating reasonable protectionism from the unjustified is very thin and vague. And the state must learn to protect the interests of domestic producers in such a way as not to overstep this line.
Manufacturers and consumers of oil and gas equipment and technologies have developed a directly opposite attitude towards the idea of protectionism. Representatives of the machine-building complex, naturally, advocate state protectionism in its various forms, for example, mandatory quotas for purchases of Russian equipment when implementing PSA or granting tax incentives to oil and gas workers in the event that they prefer domestic equipment and technologies rather than imported ones. At the same time, it is understood that the quality of equipment purchased from Russian manufacturers should not be lower than that of foreign ones. But it is not so easy to judge the quality of equipment and technologies (especially new ones). This is where the position of the Union of Oil and Gas Producers follows, which insists not on supporting the domestic producer in general (in order to exclude “those who ask and give”), but on the implementation of measures to increase its competitiveness. Then the basis can really be created for eliminating the contradictions between manufacturers and consumers of equipment and technologies.
In this sense, the example of Norway is very indicative, which for a long time applied mandatory quotas for purchases of products and services from national suppliers in the implementation of oil and gas projects. By introducing such quotas, the government was confident in the potentially high competitiveness of Norwegian firms in terms of the quality and cost of the products themselves. Another thing is that national producers did not have the appropriate authority in the oil and gas business and experience of competing with foreign companies, were not “promoted”, did not have sufficient funds to penetrate the market. And protectionism in this case was completely justified, which is confirmed by the subsequent development of events. Having entered the market of oil and gas equipment and services with the help of the state, Norwegian companies quickly gained high prestige and in fact proved their competitiveness. And the Russian state should also learn to support those producers who deserve it - otherwise protectionism will result in irreparable losses for the oil and gas sector and the entire national economy.
2.4 State support in the development of innovations
The Russian oil and gas sector has already embarked on the path of innovative development, but at the same time focusing on foreign technologies (“British” model). To significantly enhance the positive effect of innovative development, to extend its impact on the entire domestic economy, it is necessary to switch to a different model, similar to the "Norwegian" one. One cannot hope that the change in the model of innovative development of the oil and gas sector will happen by itself. The transition to the most beneficial for the country formula of innovative development can occur only as a result of active government intervention.
Unfortunately, the experience of state management of scientific and technological progress in the oil and gas sector does not give grounds for optimism. The developed federal programs and individual measures taken at the regional level, for the most part, did not give noticeable results. As for oil and gas companies and corporations with state participation, it turned out that the national “belonging” of the applied innovative resources does not matter for them.
To solve the problem, it is necessary to revive such a concept as the state scientific and technical (innovation) policy in the oil and gas sector. At the same time, the emphasis should not be placed on the definition of "priority directions for the development of science and technology" or the development of individual programs. The main task: the search for "painful" points and the construction of effective mechanisms of influence that would direct the demand of enterprises and companies of the oil and gas sector for high technology products towards the internal market of innovative resources.
Within the framework of the state scientific and technical (innovation) policy, two principles must be strictly adhered to:
competitiveness - stimulating demand for domestic high-tech products should not be transformed into unjustified protectionism, which can ultimately lead to a drop in the competitiveness of Russian oil and gas resources;
universality - incentive measures should apply to all oil and gas producers operating in our country, regardless of their nationality.
The second principle is extremely important in the context of the inflow of foreign capital and the penetration of foreign companies into the Russian oil and gas sector. The entire economy of our country (not to mention the oil and gas sector) is highly dependent on the situation on the world energy market. But this dependence is not one-sided. The West - and above all the European countries - are significantly dependent on energy supplies from Russia. Consequently, one of the main tasks of the state (federal) policy aimed at supporting the innovative sector of the economy is to effectively use the dependence of foreign consumers on oil and gas supplies from Russia in order to raise the knowledge-intensive sectors of the domestic economy. At the same time, specific mechanisms of influence should to a large extent “materialize” in the context of attracting foreign capital and foreign companies to the Russian oil and gas sector.
But at the same time, we must not forget about the interests of investors. If Russia is striving to become a full-fledged participant in the global oil and gas "space", then it makes sense to listen to how representatives of the world oil business assess the situation in our country. In the world oil business, an opinion has long been formed about what is primary and what is secondary. Investments come first, and everything else comes second. In other words, hydrocarbon reserves, production and processing are considered a “function” of investment. Therefore, foreign oil companies are primarily concerned with the problem of the investment climate in Russia.
It is about creating a stable and transparent system of government regulation that would reflect the goals pursued by the government, would be understandable and acceptable for investors.
The role of the state in the development of the oil and gas sector (including innovative development) is difficult to overestimate today. It is only important that the state, represented by federal and regional authorities, properly perform its functions, not neglecting "trifles". The Russian state must clearly define the scale and scope of its direct participation in the oil and gas sector, complete a transparent and efficient regulation system and transfer mechanisms of informal influence into a civilized channel. Under this condition, the quality and efficiency of the government's performance of the functions of intervention in the development of the oil and gas sector will be adequate to its role.
2.5 Specific ways of innovative development
The innovative way of development of the oil and gas sector is associated with large long-term investments not only in the production of hydrocarbons, but also in the development of new high-tech infrastructure and a science-intensive sector of the economy. Long-term stability is needed to make such investments. Therefore, the main element of state policy is to ensure stable "rules of the game", enshrined in legislation.
On the basis of the legislative “foundation”, special sets of measures should be developed and implemented in three main areas of regulation, covering: subsoil use processes; development of the national market for innovative resources; investment activity.
In the field of regulation of subsoil use processes, it is necessary, first of all, to strengthen the role of licensing agreements in the selection and nationality of technologies for the development of oil and gas resources (as opposed to concession agreements, which do not have the proper regulatory functions); systematization of norms and rules governing scientific and technical conditions for prospecting, exploration and development of oil and gas fields.
In the sphere of regulation of the market of innovative resources, at least at the stage of its formation, it is necessary: to recreate the system of state scientific and technical centers (with the definition of the status of these institutions, adequate to market conditions); implementation of integration programs within these centers in priority areas of research and development (for example, informatization); budgetary and price regulation aimed at supporting fundamental and applied research of a "breakthrough" nature, at ensuring a "fair" distribution of financial resources between various participants in the market of innovative resources.
In the area of investment regulation, a set of measures is required that differ depending on specific innovative projects and areas of their implementation, including: measures aimed at reducing non-economic investment risks, administrative and social burden - in order to increase the competitiveness of domestic innovation projects; application of long-term tariff guarantees and special investment regimes (for all investors, regardless of nationality), stimulating the demand for Russian innovative resources; measures of tax incentives for investments in the implementation of innovative projects within the framework of the oil and gas sector itself and within the framework of related science-intensive sectors of the economy.
Unfortunately, an example of a one-sided approach was the steps and measures aimed at improving the investment climate in 2002. In the first half of this year, investments in fixed assets grew by less than 2% compared to 6 months of last year. And foreign direct investment declined over the same period by 10% compared to 2001. As a result, it turns out that tax innovations, which were supposed to increase investments, in fact led to their actual stagnation.
The Russian oil and gas sector is embarking on the path of innovative development. To significantly enhance the positive effect of innovative development, to extend its impact on the entire domestic economy, it is necessary to move to a new development model. One cannot hope that the change in the model of innovative development of the oil and gas sector will happen by itself. The transition to the most beneficial for the country formula of innovative development can only occur as a result of active government intervention.
Transferring the development of the oil and gas sector to an innovative path according to the new model should become a long-term national priority. And through the innovative development of the country's fuel and energy complex, conditions will be created and the development of other sectors of the economy, the entire society will be ensured. Therefore, as a supporter of the innovative development of the fuel and energy complex, I advocate the announcement of a new course, a new paradigm for the development of the oil and gas sector of the economy of our state.
3. PORTFOLIO FORMATION INNOVATIONS AND INNOVATIONS
Research and development is managed in a constantly changing environment. This necessitates continuous improvement of R&D programs. At any time, an unforeseen technical problem may arise and the project will have to be postponed or even terminated. Customer requirements and demand may change and the viability of the project needs to be reassessed.
When managing an R&D program, the manager must remember that he is dealing with managing a dynamic project. The planning and management system must be flexible enough to allow for the necessary modifications.
The effectiveness of R&D is revealed in the market. It depends on how market demand is taken into account when setting the goal.
The main characteristics of a market segment are represented by four interrelated variables: market size, acceptable price, technical efficiency requirements, and time.
Most scientific products can be offered in forms that differ in effectiveness, price and date of first introduction on the market. It is important to determine what level of technical efficiency a particular market segment is most likely to require, because scientific and technical workers can strive for a very high level of performance of a new product. This certainly leads to technical ideas, but it may not take into account the real requirements of consumers. In addition, R&D and manufacturing costs can be overstated, and development time can be lengthened. All of these points will lead to a decrease in the potential profitability of the product.
In modern conditions, project development should be focused on specific market needs.
Selection of a bundle project with an active search for alternative solutions. The mechanism for managing the R&D process is clearly shown in Fig. 3.1.
Rice. 3.1. R&D process management mechanism
An R&D portfolio can consist of a variety of projects, large and small; close to completion and beginning. However, each requires the allocation of scarce resources depending on the specifics of the project (complexity, labor intensity, etc.).
The portfolio must have certain contours, be stable, so that the work program can be carried out evenly.
The number of projects in the portfolio at a given time depends on the size of the projects, which is measured in terms of the total resources required for development and the cost of implementing one project.
If, for example, CU 4000 is allocated for R&D, and the cost of implementing one project is CU 2000, then the portfolio may contain 2 projects.
Thus, the number of projects in the portfolio (n) is determined from the following ratio:
.
The manager needs to decide how many projects can be managed at the same time;
¨ if he concentrates his efforts on several projects;
¨ if it allocates available resources to more projects.
A portfolio consisting mainly of large projects is more risky than a portfolio where resources are allocated between small projects.
According to experts, only 10% of all projects are completely successful. This means that there is only a 10% chance of efficiently completing each project in the portfolio. As the number of projects grows, the likelihood that at least one of them will be successful increases.
The advantage of smaller projects is that they are easier to adapt to each other in terms of matching available resources. A large project requires a large amount of scarce resources.
However, small projects (requiring relatively low R&D costs) are usually implemented in new products with modest sales potential (and profit potential).
A portfolio of small projects can lead to a steady stream of innovations, most of which have limited market potential, which is undesirable from the point of view of the product range generated by marketing departments.
Considering certain projects for possible inclusion in the portfolio, it is necessary to take into account the possible quality of management and the consequences of reallocation of costs for projects.
Overall return on portfolios
where and are the average profitability of portfolios A and B, respectively.
Based on the profitability indicators, the preference coefficient can be calculated:
where K P is the coefficient of preference.
However, each project has an individual profitability (Ri) and a certain share in the cost of building a portfolio ().
This means that the average or generalized preference coefficient () can be represented as a system of preference coefficients for profitability and cost structure.
Profitability preference ratio:
Cost preference ratio:
Thus
Formation of a portfolio of orders involves work with potential consumers of R&D results.
For the current situation in Russia, it is difficult to accurately predict the demand for scientific and technical products, i.e. there is an uncertainty in demand.
Let us consider some areas of studying the demand for products that are the result of innovation.
Analysis of the demand for scientific and technical products is one of the most important areas in the activities of organizations engaged in R&D.
In a market economy, the analysis of the demand for scientific and technical products is of paramount importance.
Let's list the directions of analysis of the demand for innovation:
1. Analysis of the need for the produced and (or) implemented innovation or new service.
2. Analysis of the demand for innovations and related services and the impact on them of various factors.
3. Analysis of the impact of demand on the results of the enterprise.
4. Determination of the maximum sales opportunities and justification of the sales plan, taking into account the solution of the first three tasks, as well as the production capabilities of the company.
Features of the analysis of demand for innovation
The peculiarities of the development of innovations and the difference in their types largely predetermines the specifics of the analysis of demand for them in each specific case.
First of all, it is necessary to clarify which innovations - basic or improved - are the products, the demand for which is to be studied. Such identification can be carried out in two ways: firstly, by constructing curves of product life cycles based on data on the volume of its duration and supply or sale in the market. If a cyclical wave fits into a higher one and the life of a product is short relative to a “large” wave, we are talking about evolutionary or partial innovations (see Fig. 3.2).
Rice. 3.2. Identification of innovations
Secondly, an enterprise producing innovative products conducts a comparative analysis of the parameters of previously produced and new products according to the following scheme: the presence in the constructive development of a new product in comparison with the old one, fundamentally different approaches, for example, unknown laws and patterns; the number of new parts, assemblies in a product or operations in technology; additional cost of changing the product and its share in the cost of a new product.
As a result of this analysis, new products can be grouped into three groups: the first, which did not exist before (for example, laser discs); the second, which was produced earlier, but significantly changed in material or design; the third, which received only a new design.
Innovative products come in a wide variety of shapes. It may have (for example, machine tools, goods for the population) or not have a natural-material form (know-how, patents, licenses), differ in purpose (for production or final consumption), types of products, etc.
As a result, the analysis of demand and the creation of an information base for its implementation is specific in each case.
4. EVALUATION OF THE EFFICIENCY OF INNOVATIVE ACTIVITIES
4.1 Effectiveness of innovation use
An innovative project has been selected. The next stage begins - the use of innovations.
The importance of determining the effect of the implementation of innovations increases in a market economy. However, it is no less important for the transitional economy.
Depending on the results and costs taken into account, the following types of effect are distinguished
Effect type | Factors, indicators |
1. Economic | The indicators take into account, in value terms, all types of results and costs due to the implementation of innovations |
2. Scientific and technical | Novelty, simplicity, usefulness, aesthetics, compactness |
3. Financial | The calculation of indicators is based on financial indicators |
4. Resource | Indicators reflect the impact of innovation on the volume of production and consumption of a particular type of resource |
5. Social | The indicators take into account the social results of the implementation of innovations |
6. Environmental | Noise, electromagnetic field, illumination (visual comfort), vibration. Indicators take into account the impact of innovation on the environment |
Depending on the time period for taking into account the results and costs, there are indicators of the effect for the calculation period, indicators of the annual effect.
The duration of the accepted time period depends on the following factors, namely:
¨ duration of the innovation period;
¨ service life of the object of innovation;
¨ the degree of reliability of the initial information;
¨ requirements of investors.
It was noted above that the general principle of assessing efficiency is to compare the effect (result) and costs.
The ratio can be expressed in both natural and monetary values, and the efficiency indicator for these methods of expression may be different for the same situation. But, most importantly, you need to clearly understand: efficiency in production is always an attitude.
In general, the problem of determining the economic effect and choosing the most preferable options for implementing innovations requires, on the one hand, the excess of the final results from their use over the costs of development, manufacturing and implementation, and on the other hand, comparing the results obtained with the results from the use of other similar ones. assigning innovation options.
Especially acute is the need for a quick assessment and the correct choice of options at firms that use accelerated depreciation, in which the terms of replacing existing machines and equipment with new ones are significantly reduced.
The method of calculating the effect (income) of innovations, based on comparing the results of their development with the costs, makes it possible to make a decision on the expediency of using new developments.
4.2 Overall cost-effectiveness of innovation
To assess the overall economic efficiency of innovation, a system of indicators can be used:
1. Integral effect.
3. Rate of return.
4. Payback period.
1. The integral effect of Eint is the value of the difference between the results and innovation costs for the calculation period, reduced to one, usually the initial year, that is, taking into account the discounting of results and costs.
where Tr is the estimated year; Рt is the result in the t-th year; Зt - innovation costs in the t-th year; at - discount factor (discount factor).
The integral effect also has other names, namely: net present value, net present or net present value, net present value.
The discounting method we have considered - the method of comparing costs and incomes at different times - helps to choose the direction of investment in innovation when these funds are especially scarce. This method is useful for organizations that are in a subordinate position and receive a rigidly laid out budget from their higher management, where the total amount of possible investments in innovation is unambiguously determined.
As an indicator of profitability, you can use the profitability index. It has other names as well: profitability index, profitability index.
The profitability index is the ratio of discounted income to innovation expenditures given at the same date.
The calculation of the profitability index is carried out according to the formula:
where JR is the profitability index; Дj - income in period j; Kt - the amount of investment in innovation in the period t.
The above formula reflects in the numerator the amount of income reduced to the moment of the start of the implementation of innovations, and in the denominator - the amount of investment in innovation, discounted by the moment of the start of the investment process.
Or, in other words, we compare two parts of the flow of payments: income and investment.
The profitability index is closely related to the integral effect, if the integral effect Eint is positive, then the profitability index JR> 1, and vice versa. If JR> 1, an innovative project is considered cost-effective. Otherwise JR<1 – неэффективен.
In conditions of a severe shortage of funds, preference should be given to those innovative solutions for which the profitability index is the highest.
3. The rate of return Ер is the discount rate at which the value of discounted income for a certain number of years becomes equal to innovative investments. In this case, the revenues and costs of the innovation project are determined by bringing them to the estimated time.
and
This indicator differently characterizes the level of profitability of a particular innovative solution, expressed by the discount rate at which the future value of the cash flow from innovations is reduced to the present value of investment funds.
The rate of return indicator has other names: internal rate of return. Internal rate of return, rate of return on investment.
Abroad, the calculation of the rate of return is often used as the first step in the quantitative analysis of investments. For further analysis, select those innovative projects, the internal rate of return which is estimated to be at least 15-20%.
The rate of return is determined analytically as such a threshold value of profitability that ensures the equality of the integral effect to zero, calculated over the economic life of innovation.
The resulting estimated value Ер is compared with the rate of return required by the investor. The issue of making an innovative decision can be considered if the value of Ер is not less than the value required by the investor.
If an innovative project is fully financed by a bank loan, then the value of Ер indicates the upper limit of the admissible level of the bank interest rate, the excess of which makes this project economically ineffective.
In the case when there is financing from other sources, the lower limit of the value of Ер corresponds to the price of the advanced capital, which can be calculated as the arithmetic weighted average of payments for the use of the advanced capital.
4. Payback period That is one of the most common indicators for evaluating the effectiveness of investments. Unlike the "payback period" indicator used in our practice, it is also based not on profit, but on cash flow, bringing the invested funds into innovation and the amount of cash flow to their present value.
Investing in market conditions is associated with significant risk and this risk is the greater, the longer the payback period of the investment. Both market conditions and prices can change too significantly during this time. This approach is invariably relevant for industries in which the rates of scientific and technological progress are the highest and where the emergence of new technologies or products can quickly devalue previous investments.
Finally, the payback period indicator orientation is often chosen in cases where there is no certainty. That an innovative event will be implemented and therefore the owner of the funds does not risk entrusting the investment for a long time.
Payback Period Formula
where K is the initial investment in innovation; D - annual cash income.
4.3 Calculation of economic benefits
In world practice, numerous indicators are used that make it possible to analyze the technical level of production, the efficiency of new technology, the efficiency of the use of technology, etc. All this variety of generalizing and particular indicators, however, can be reduced to three groups that characterize the impact of new technology on the dynamics and efficiency of intensification of production. those. to reduce material and labor costs per unit of manufactured products.
The first group assesses the impact of tools of labor on the technical equipment of production. This group includes the following indicators: the rates of renewal and disposal of equipment, the coefficient of mechanization, the coefficient of physical wear and tear of equipment, the average age of equipment, capital productivity, etc. The second group assesses the impact of new technology on objects of labor: consumption of materials, economy of raw materials and materials, etc. The third group assesses the impact of new technology on the labor force: the technical equipment of labor, the coefficient of labor mechanization, an increase in labor productivity as a result of the use of new equipment and technology, a decrease in the labor intensity of a unit of final product, etc.
First of all, it is necessary to clearly distinguish between the concepts of economic effect and economic efficiency of new equipment and technology.
The economic effect is the final result of the application of a technological innovation, measured in absolute terms. They can be profit, a decrease in material and labor costs, an increase in production volumes or product quality, expressed in price, etc.
Economic efficiency is an indicator determined by the ratio of the economic effect and the costs that generated this effect, i.e. either the size of the profit received, or the decrease in costs (at the enterprise level), or the increase in national income or gross domestic product (at the country level) are compared with capital investments for the implementation of this technical measure. The following indicators are used to calculate the economic effect or economic efficiency.
The economic effect of a feasibility study for the introduction of EOR is determined by the formula:
(4.1)
where E measures is an indicator of economic effect, rubles; P measures - cost estimate of the results of the EOR, rubles; 3 measures - the cost estimate of the total costs of the EOR, rubles.
(4.2)
where is additional oil production due to EOR, t; C - price of 1 ton of oil, rubles / t.
where Z obr - the cost of one treatment of the well, rubles; N arr - the number of well treatments with the reagent, pcs; З additional - costs for additional oil production, rubles.
The cost of carrying out one treatment consists of the costs of wages of workers involved in the processing of WZ, deductions for social insurance W of social welfare, material costs for the purchase of a reagent and fresh water W mat, costs of specially attracted transport W TR, geophysical W of geof and workshop costs 3 workshop:
where С Т i is the hourly wage rate of the i-th category worker, rubles / hour; t is the duration of one treatment, hours; h i - the number of workers of the i-th category; K P - premium for the current regulation; K P - regional coefficient (in Bashkortostan K P = 0.15);
(4.6)
where n is the rate of the unified social tax,%. (26%)
where V react, V pv - consumption of the reagent and fresh water, respectively, for one treatment, t and m 3; С reag, С пв - the cost of one ton of reagent and 1 m 3 of fresh water, respectively, rubles.
(4.8)
where Зexp i is the cost of operating the i-th unit of transport, rubles / h; N - the number of vehicles involved, pcs;
Workshop (geophysical, general) costs are usually taken at the level of m percent of wage costs, the calculation formula is:
(4.9)
Operating costs for additional oil production are calculated:
(4.10)
where З pack - conditionally variable costs per 1 ton of oil, rubles / ton.
The increase in the company's balance sheet profit after the EOR is determined by the formula:
where С 1, С 2 - the cost of 1 ton of oil before and after the introduction of EOR, respectively, rubles / ton;
Q 1, Q 2 - oil production before and after the introduction of EOR, i.e.
The prime cost of 1 ton of oil after the implementation of the measure is calculated by the formula:
(4.12)
(4.13)
where n is the interest rate of income tax,% (24%).
When analyzing the effectiveness of new technology, it is necessary to compare the capabilities of new technology and its prices. In countries such as Russia, i.e. experiencing a shortage of new equipment, and in the presence of monopolistic enterprises producing it, or when importing new equipment, there are often cases when an increase in the unit capacity of a machine by 10-15-20% is accompanied by an increase in its cost (in constant prices) by 100-200 % and more, which sharply reduces the efficiency of technical progress. That is why, when marketing new technology, there is always a need for an accurate economic calculation of the maximum allowable price level at which the consumer will agree to buy this new technology. After all, the consumer will agree to buy it only when it will provide him with either a decrease in production costs per unit of finished product, or a higher quality of the manufactured goods, which guarantees its sale at a higher price and additional profit.
Using the above methodology, we will calculate the main indicators for the introduction of a new technology for intensifying oil production. Initial data are presented in table 4.1.
Table 4.1 - initial data for the calculation
Index | Meaning |
Expected additional oil production due to the event, t | |
Price of 1 ton of oil, rubles / ton | 1373 |
The amount of conditionally variable costs for the production of 1 ton of oil, rubles | 498,95 |
Required amount of reagents | |
PAA, kg | 1368 |
clay solution, m 3 | 410 |
Reagent price | |
PAA, rub / kg | 32 |
clay solution, rub./m 3 | 110 |
Duration of the event, h | 99 |
The total hourly rate of workers involved in the event, taking into account bonuses and additional wages, rubles / hour | |
Cost of 1 hour of work, rub./h | |
- pumping unit | 127 |
- tank truck | 62 |
-bus | 45 |
Time worked, h | |
- pumping unit | 99 |
- tank truck | 92 |
-bus | 26 |
Average costs for 1 hour of work according to the NGDU data, RUB / h | |
- workshop | 74,8 |
- general management | 65,8 |
- equipment rental and repair | 60,3 |
Costs for geophysical services, rubles / oper | 2250 |
To determine the economic effect in the feasibility study of the introduction of EOR, we first calculate the wages using the formula (4.5).
The amount of deductions for social insurance is calculated using the formula (4.6):
rub.
Then the increase in profit remaining at the disposal of the enterprise:
CONCLUSION
The Government of the Russian Federation intends to take as a basis the scenario of innovative economic development for the period 2005-2008. Discussions began with the State Duma committees of the draft medium-term program for the socio-economic development of the Russian Federation for 2005-2008. The medium-term program is far from perfect, but an attempt is being made to orient the development of the economy along an innovative path. During the discussion, a lot of questions have already arisen. They are so characteristic and illustrate not only the complexity of the problem, but also the unwillingness of the authors to answer them. It is necessary to find a balance between radical liberal views on economic development and the realities that we are experiencing today.
The government is trying to find tools that would allow the country to develop, become more competitive, increase labor productivity and incomes of the population, that is, identify internal growth factors and rely on them to make life better. Proceeding from the confidence that it will be possible to cope with this task, that the Government intends to make the discussion of the medium-term program open and involve all interested in the discussion.
The Ministry of Economic Development has developed three scenarios for the socio-economic development of the Russian Federation for the medium term. The first option is inertial. This is what we practically have today. The scenario is based on a favorable external economic situation and the expectation that the raw materials sector will provide economic growth, which is temporary and quite problematic in the case of long-term planning. The second option is export and investment. This option assumes greater participation of the state and the creation of conditions for attracting investment and the development of individual sectors of the economy. The third scenario is the innovative development of the economy. It presupposes the implementation of a qualitative breakthrough and the use of the achievements of science and technology on a large scale. The third scenario is taken as a basis. But so far the discussion has not led to an understanding of how to implement it in practical terms in order to have economic indicators in the next three years that could indicate a progressive economic growth and a doubling of GDP within 10 years. The goal of state policy in the field of science and technology is the transition of our economy to an innovative path of development.
According to the draft medium-term program of the Ministry of Economic Development and Trade, the innovation-oriented development scenario is characterized by a more moderate scale of investments in the oil and gas sector and in transport, but more ambitious projects in the high-tech and informational spheres. This scenario can be viewed as a scenario of active diversification of the economy and a structural shift in favor of manufacturing sectors and services. To a greater extent than the first two scenarios, it proposes the development of the Russian economy in the direction of a post-industrial structure and a knowledge economy.
Under the third scenario, for the period 2005-2008, GDP increases, as in the second scenario, by 25-27% and by about 100-104% for the period up to 2015. In contrast to the baseline scenario, characterized by a slowdown in growth rates in 2010-2015 (compared to 2005-2007), in the second and third scenarios, on the contrary, in 2012-2015 they accelerate to the growth target of 7 percent or more in year. At the same time, within the framework of the third post-industrial scenario, it also has better prospects for further acceleration of growth after 2015 compared to the second resource-intensive scenario.
LIST OF USED LITERATURE
1. V.F. Shmatov et al. "Economics, organization and planning of production at the enterprises of the oil and gas industry." - M .: Nedra, 1999 .-- 410 p.
2. The economy of the enterprise and industry. Series "Textbooks, teaching aids". 4th ed., Rev. and add. - Rostov n / a: "Phoenix", 2001. - 544 p.
3. Enterprise Economics: Textbook / Edited by prof. ON. Safronov. - M .: Jurist, 2002 .-- 608 p.
4. A. D. Brenz et al. Planning in the Oil and Gas Industry. - 2nd ed., Add. and revised, Moscow: Nedra, 1999 .-- 332 p.
5. Zemtsov R.G., Silkin V.Yu. Problems of innovative development of the oil and gas sector // Vestnik NSU. Series of Socio-Economic Sciences. - 2005. - T. 5, No. 1. - S. 41-50.
6. Kryukov V.A., Shmat V.V. Innovation Processes in the Russian Oil Industry: Creative Freedom in the Absence of Rules? // ECO. - 2005. - No. 6. - S. 59-68. Kryukov V., Shmat V.
7. The innovation process in oil production and national economic interests: the harmonizing potential of the institutional approach in the state regulation of the industry // Russian economic journal. - 2005. - No. 3. - S. 22-34.
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