LLC ProektStroy Group dates back to 1996 when a division of TransexGazproekt LLC was established on the basis of CJSC GazNIIproekt and LLC Samaratransgaz, specializing in the implementation of survey and design work on the design of gas facilities.

In 2000, it was decided to expand the scope of the enterprise in the field of design and avoiding narrow specialization. LLC TranexGazproekt completely became the property of LLC Samaratransgaz and was organized by LLC ProjectStroy, which, along with projects of gas facilities, began to implement projects of public, industrial, residential buildings, engineering networks. An own material and technical base was formed, the latest survey equipment was purchased.

In 2003, the production capacities of one organization became insufficient for the volume of design work being carried out. In order to optimize the production process, ProjectStroy Group LLC was organized as a leading organization, which was supposed to combine several developing commercial areas: research, design, engineering, commercial digital printing. The whole project process was reorganized, modern means of computer design, planning and workflow were introduced, new engineering equipment was purchased.

Since 2003, the main areas of activity of the group of companies have been distributed as follows:

• ProjectStroy LLC - engineering surveys.
• ProjectStroy Group LLC - design work, commercial digital printing, the formation of a new direction: customer-builder, engineering services.

In 2005, a new direction was allocated into a separate structure - LLC StroyEngineering, which served as the customer-developer. A number of projects were carried out on economic calculations, the justification of investments, which in turn were to be embodied in 2008 in the construction of 4 car dealerships and a large exhibition business center in the village of Krasny Pakhar, Samara. However, the global financial crisis prevented the implementation of the plans, investors sold their assets, construction was frozen. At the end of 2010, in connection with the introduction of regulatory mechanisms for the construction industry on the basis of SROs and a small demand for the services of a customer-builder, a decision was made to liquidate StroyEngineering LLC as an independent structure. Since 2010, engineering services have been carried out by ProjectStroy Group LLC.

At present, ProjectStroy Group LLC has managed to overcome the consequences of the crisis, retained the material and technical base, the main backbone of the creative team. And despite the reduced volumes of work and difficulties associated with the transition period for the restoration of the country's economy, he is optimistic about the future and is not going to stop there. The organization plans to further modernize project production based on modern automation tools, optimize production, reduce production costs and move to a new high-quality level of design.

history of the companyApple   (Apple) started in the garage, like many other American startups. Its founders are two friends: and Steve Wozniak.

Friends began to assemble computers and sell them. After several dozen of them were sold, they formalized their business by creating a company Apple Computer, Inc. It is happened April 1, 1976.

Until 2007, the company bore its original name. Since 2007 "Computer ”was deleted, as the company began to work not only in the field of computers and software, but also in household appliances.

"First personal"

The advantage of a computer from Apple   it was that he was in fact the "first personal" for real. Older brother « Altair » He was able to cope only with the simplest functions. Jobs and Wozniak managed to create a more developed car.

Apple ii

After the first success, Apple quickly began to gain popularity. Released in 1977 AppleII   became truly massive. At first it was released with an 8-bit operating system, and a little later with a 16-bit one.

In the late 70s - early 80sXX century Apple II and their modifications were the most common personal computers (PCs) in the world. More than 5 million Apple II computers have been sold worldwide.

Exit on the NASDAQ Stock Exchange

In 1980, one of the largest in the history of the stock market (precisely for that period) the company entered the primary IPO - Apple Computer Inc. started selling its shares. The company's shares are traded on one of the largest world exchanges - NASDAQ.

The hard stage of Apple’s development

In the spring of 1981, Steve Wozniak had a plane crash, and was temporarily forced to retire. In addition, there were sales problems "Apple III."   All this led to the fact that Jobs was simply forced to lay off about 40 Apple employees.

Journalists and all media have already sentenced the businessApple "to death." The company’s history was about to end ...

New company president

In early 1983, Steve Jobs invited Apple to serve as president. John Scullywho at that time held a similar position in PepsiCo. It was hard for Jobs to do business on his own.

As a founder, Jobs deeply worried about the company's failures. He perceived them as his own, so a misunderstanding and various frictions began to arise between him and Scully.

The first Macintosh

In 1984, Apple first introduced a new 32-bit computer Macintosh. In the history of the company, this was a real breakthrough. It was thanks to the Macintosh that the company mainly made a profit in the future.

For two decades, the company has released Macintosh computers based on Motoro processors.lla equipped with a proprietary operating system. This platform is only available under the Apple brand, without any third-party licenses.

Crucial moment

In 1985   There were 2 important events in the history of Apple:

1. US President Ronald Reagan awarded the founders of the company medals for a powerful technological breakthrough.
2. Steve Jobs, who disagreed with the company's board of directors, resigned.

Lingering fall

After the departure of the founder and spiritual leader the company continued its decline. Despite the fact that various measures were taken to release other products besides PC, they did not receive further development.

By 1997, Apple was on the verge of bankruptcy - its debts amounted to almost 2 billion dollars.

Steve Jobs Returns

Perhaps Apple’s story would have ended at the turn of the millennium, if not for the return to the post of head of the founder of the company - Steve Jobs.

In 1997, he returned, and already at the end of 1998, the company began to show the first small profithaving removed the stigma of “bankrupt”. It was a real success for Apple and Jobs.

Into the new millennium with new technologies

On the threshold of the third millennium, the revolution in the world of new technologies was in full swing. Steve Jobs "caught the wave" and started putting Apple on new product markets:

• In 2001, the company introduced an audio player iPodwhich quickly gained popularity.
• In 2003, the company opened iTunes Store   - A popular online supermarket for digital audio, video and gaming content.
• And in 2007 entered the market of mobile phones with touch iPhone smartphone.

New heights

Having noticeably crowded out the competitors and taken a strong place in the market, Apple continued and continues to develop, which, however, in 2016 decreased.

In 2010, the market was released iPad tablet computer.

The release and sale of products such as iPods, iPhones, and iPads that are in high demand around the world have improved Apple’s financial position, making the company more profitable.

Important milestones in Apple's development history over recent years

• In August 2011, Apple first became the most expensive company   world market capitalization bypassing the oil company Exxonmobil, before the end of the year, they have repeatedly changed places, but since January 2012, Apple has managed to gain a foothold in the first line for a long time.
• September 21, 2012 Apple shares during the auction reached its maximum - $705,07   per share, capitalization amounted to 662.09 billion dollars.
• In 2013, Apple first launched mass production of 64-bit ARM architecture chips, releasing 64-bit 2-core Apple A7 microprocessor.
• In 2014, the corporation introduced its first personal, wearable device - Apple watch. On November 13, 2014, Apple again broke its record in the stock market - its capitalization amounted to $ 663.43 billion.

In 2016   at the annual conference WWDC-2016 Apple has announced that the brand’s devices will operate on the principle of end-to-end encryption: information will be encoded on the device that transmits it and decoded by the receiving gadget.
  This is planned to be used when making voice calls, as well as on a new messenger.

The site reviewer studied the history of a Swedish company that made furniture available to a wide range of people.

Furniture is an important part of creating home comfort, and it may seem strange that at the beginning of the 20th century, even in developed countries, many could not afford to buy it. Good furniture was quite expensive, and mostly wealthy people could buy it, while the rest were content with what they had or made it with their own hands.

Such circumstances were faced by a young Swedish businessman Ingvar Kamprad, who became interested in the furniture business in the distant 1948. Most likely, he could not even think that this idea would allow him to eventually create a world famous brand with a turnover of more than $ 30 billion.

Ingvar Kamprad was born in 1926 and spent his childhood on the parent's farm. Already in early childhood, the boy was famous for his entrepreneurial abilities. At the age of five, Ingvar began selling matches to his neighbors, learning that in Stockholm they could be purchased much cheaper. Aunt helped the boy buy the first batch of goods. Later, Ingvar will say that the moment when he sold his first batch of matches became the best childhood memory.

It soon becomes clear that this was only a small workout before his further endeavors. Kamprad biographers say that the ability to trade was transferred to him from relatives by his father. Ingvar’s grandfather had his own small business - though, as a result, he almost burnt out and committed suicide. Grandmother had to rebuild the family business, which significantly influenced the formation of Ingvar and even taught him several business lessons.

An unusually adventurous boy grew up, and his goals were increasingly different from the interests of peers. During his school years, Kamprad spent most of his time looking for new ways to earn money and did not spend his money at all on toys and sweets - he instead saved them. When relatives asked the boy why he needed so much money, he answered: "To expand the business." As a child, Ingvar tried himself in various fields, starting with the sale of matches and ending with fishing.

By the age of 17, Kamprad had accumulated a good amount, after which he borrowed money from his father and opened his own company. IKEA is an abbreviation made up of the first letters of the name and surname of the entrepreneur and the names of the farm and village where he grew up. The year 1943 was on, a war roared around the world, which, fortunately, hardly touched Sweden. Initially, Ingvar began trading in basic necessities. The first model of work was the mailing of goods. The young businessman was forced to combine work and study at the Getterberg commercial school, in which, as he himself says, he learned a lot.

Writing utensils began to be in special demand at that time. To increase profits, the young man takes a risky step: he takes 500 kroons on credit and orders ball pens from France for them.

When the goods finally arrived, the entrepreneur realized that he needed to be sold as soon as possible in order to pay off his debt. The task was not an easy one, but Kamprad still found a way to attract buyers to his presentation. He gave a note to the newspaper in which he promised to treat each visitor with a cup of coffee and a bun. Inspired by the proposal, people literally broke into his presentation. More than a thousand guests gathered, and it was a disaster. The young businessman understood that he needed to treat everyone, otherwise his name would suffer. With great difficulty, having spent a lot of money, he still managed to do it.

The presentation of pens was a great success, and the goods were sold out very quickly. Ingvar first gave a loan and never took it again. He began to reflect on the importance of advertising in attracting customers - in the future, it will become one of the main factors in turning his company into an empire. Another consequence of this promotion was the mandatory presence of a restaurant in every IKEA store.

In 1945, after graduating from a commercial school, a young entrepreneur was sent to work as a clerk in the Forest Owners Association. Ingvar didn’t waste time here either: he got one of the leaders the right to sell drank. The business model has not changed, the young man was forced to independently deliver goods for sale. Invaluable help was given to him by relatives who supported all of Ingvar's undertakings.

A year later, Kamprad was drafted into the army. An active and very executive young man quickly gained the confidence of the commander of the unit and received permission to take nightly dismissals more often. This allowed him to rent a small office and continue to do his own business.

In 1948, Kamprad was thinking about expanding his business. It dawned on him: furniture is what everyone uses one way or another. The problem is that it was then quite expensive, but in order to earn money, it was necessary to make this product publicly available. According to Ingvar himself, the last argument in favor of working in this direction was that his competitors also tried to do this. In the same year, IKEA expanded: the head of the company, he was the only employee who, desperate to work in so many directions on his own, finally hired the first employee. By 1950, the company already had four people.

Kamprad spent all his time trying to find cheap furniture - at first it was a variety of small industries that could not break the high price. Its competitors also tried to reduce the cost, but could not offer the same prices as IKEA. Over time, Ingvar's approach changed, and instead of reselling furniture, he began to buy individual parts and assemble them in his own small factory, which further reduced prices. Then the famous Kamprad formula appeared - it is better to sell 600 chairs inexpensively than 60 for a lot of money.

Soon a wave of discontent rose, signifying the beginning of serious competition. At first, the company's products were no longer allowed at furniture fairs, where usually all the new items were presented. Camprad had to trick into these events, hiding in the back seat of the car. The fight against IKEA reached the point of absurdity: once Ingvara was fined for selling products at an exhibition that took place in his own building.

Kamprad was not going to give up, and competitors realized that in such ways he could not be stopped. They took the last possible step, threatening to force suppliers to boycott the young entrepreneur. But this did not help either. The reason was Kamprad's original entrepreneurial approach, as well as the unusual popularity of the company's products in Sweden.

Such fame was made possible thanks to the innovations that Ingvar introduced into the business. The first of these was the IKEA News brochure, targeted at low-income people, a prototype of modern catalogs that should have attracted customers. The first few years, the booklet did not advertise furniture at all, but the usual pens for writing.

In addition, the cheapness of the products sold and Ingvar’s ability to negotiate with suppliers helped out - some of them collaborated with the young entrepreneur, despite all the bans.

The realities are such that Russian Betters see the screensaver "Access to the site is prohibited" more often than the site of the Melbet bookmaker. Yes, no one is surprised at this anymore: not only Melbet's customers, but all the gamblers, suffered from the Internet cleaning arranged by Roskomnadzor. Indeed, the list of blocked sites included most of the bookmakers, poker rooms and online casinos. Their work in the online space of the Russian Federation was called illegal and terminated in such an elegant way - blocking.

But there is opposition to every action, and therefore in Russia quickly there were craftsmen who easily visited any blocked sites. To do this, it was enough to install Tor or put the VPN extension in your favorite browser. There was also another workaround that BC Melbet herself provided the players with - a mirror of the site. And while Roskomnadzor reported on the successful blocking of the official sites of bookmakers, Melbet simply copied its own site - and published it under a different domain.

So, two Melbet bk sites appeared on the Internet: a mirror, which could be accessed by any knowledgeable player, and the old site, safely listed in the banned list. Apart from this minor detail, there was no difference between the two sites. Melbet's customers easily got into their old accounts from the mirror and calmly continued to bet. But this continued exactly until the mirror Melbet blocked Roskomnadzor.

This, of course, did not become a problem: mirrors are a universal thing and are not limited in quantity. The bookmaker did not cost anything to release another copy of his site, and after blocking it - another one and so on. Of course, all these transfers from mirror to mirror were very unnerving, because every time the player had to look again under what domain name the "spare" site is now.

Now this eternal problem of betters is solved. By following the link above, you will be taken to the Melbet working mirror. Use this option on your next search: you will definitely save both time and nerves - and you will still need them when playing on bets. By the way, if an “illegal” game is your unconscious choice, there is an option that will permanently save you from blocking problems. This is a game in legal offices - and many of them are in no way inferior to BC Melbeth. So getting out of the shadows is never too late).

Melbet Betting Today Access your Melbet 2019 site today! Greetings to all betters, today I would like to touch upon an important question for all of us: where to look for a working mirror of a melbet? I will tell you the options that I personally use. If the user correctly indicates the result of the match, then he receives a reward in the form of a bet multiplied by a coefficient. Many betting enthusiasts have already replenished their wallets thanks to this proven bookmaker. But the office administration provided for such a development of events and created a working mirror, which is an alternative site melbet, which is an exact copy of the main one. In addition to linking to the mirror, you can use other methods to restore access. Each of the above options has pros and cons.
  VPN involves downloading a special extension that allows access to sites from the IP of another country. Roskomnadzor blocks resources only for users from Russia, and thanks to VPN you can create the appearance that a person is in another state. Sometimes relevance is lost and you have to install a new application for access.

The history of the Rosneft oil company is inextricably linked with the history of the domestic oil industry. The first references to the enterprises that are now part of Rosneft date back to the late 19th century. In 1889, for example, exploration of oil fields on Sakhalin began.

The main assets of Rosneft were created in the Soviet period, when full-scale development of new oil and gas fields began. In the 1990s, numerous enterprises of the fuel and energy complex and other related enterprises of the state sector of the economy were merged into vertically integrated companies on the model of the world's largest corporations -
with their subsequent partial or full sale to private investors. Most of the oil industry was privatized. The state-owned oil and gas assets were managed by the state-owned enterprise Rosneft, which in September 1995 was transformed into the open joint-stock company Rosneft Oil Company.

During the 1998 crisis, Rosneft faced serious financial and operational difficulties: a drop in production due to the high depletion of its resource base, extremely low refining capacity, and a decrease in retail sales.

In 2002-2004, the Company began to restore its position by acquiring new licenses and expanding the geography of operations. In 2002, Rosneft received a license for the development of the Kaigan-Vasyukansky section (Sakhalin-5 project), in 2003 - a license for the Veninsky section (Sakhalin-3 project). The oil company OAO Severnaya Neft was acquired, which significantly strengthened Rosneft's position in Timan-Pechora, as well as the Anglo-Siberian oil company, which holds a license to develop the Vankor field in Eastern Siberia.

Since 2004, a new stage in the development of the Company began. In a short period, it significantly increased the efficiency of corporate governance, carried out serious work to consolidate oil-producing and refining assets, and improved financial discipline. Already in 2005, Rosneft took a leading position among Russian oil companies in terms of production.

In 2006, Rosneft shares were first listed on the London Stock Exchange. The total placement amounted to 10.7 billion dollars. This is the fifth largest IPO in the world and the largest among Russian companies. The trust of the Company was provided by such global energy players as BP and SINOPEC, who bought large blocks of shares, about 150 thousand Russian individuals also became Rosneft's shareholders.

As a result of the acquisition of a number of oil and gas assets in Russia, the reserves and volumes of oil production, oil refining capacities were significantly increased, and the retail network was expanded. In 2007, Rosneft already provided more than 20% of the country's total oil production, producing more than 100 million tons of oil.

Despite the global economic crisis at the end of 2008, the Company once again became the leader in terms of production growth rates among Russian and international competitors. Work was continued to optimize and increase the efficiency of all business lines; unfavorable market conditions at the end of the year became one of the incentives for this work. The company managed to achieve significant results in improving the corporate governance system and increasing the level of information transparency.

In 2009, the largest field in Eastern Siberia, Vankorskoye, was put into commercial operation. The successful development of the field made Vankor the largest production project in the modern history of the Russian oil industry and allowed it to enter the top ten oil projects in the world.

In 2010, fundamental changes took place in the management policy, the update of the Company's strategy was initiated. The program of modernization of oil refining enterprises has been activated in order to fulfill the requirements of the Technical Regulations for the quality of motor fuels. Subsoil use rights were obtained in a number of promising new areas, including on the Arctic shelf of the Russian Federation. Shares in four refineries in Germany were acquired, thanks to which the total refining of the company grew by more than 20% to 61.6 million tons. According to the results of the year, the highest absolute growth rate of oil production among Russian companies was obtained.

In 2011, the Company continues to actively replenish the resource base. In particular, two licenses were obtained upon the discovery of deposits, on the Baikalovsky site in the Krasnoyarsk Territory and on the Buzerovsky site in the Samara Region, and two certificates of establishing the fact of the discovery of deposits named after N. Lisovsky and Sanarsky in the Irkutsk region. The discovery of deposits in extremely difficult geological conditions was made possible through the use of innovative methods and the modernization of exploration technology.

In 2011-2012, unprecedented agreements were signed with ExxonMobil, ENI, Statoil on joint work on the shelf of the Russian Federation.

In 2013, Rosneft became the largest public oil and gas company in the world after the completion of the acquisition of TNK-BP. BP is turning into the largest minority shareholder of NK Rosneft with a 19.5% stake.

In 2014, despite the crisis in the oil market, Rosneft once again confirmed the status of a leading Russian oil and gas corporation, the largest taxpayer in the Russian Federation, which provides a significant part of all tax revenues of the consolidated budget of the Russian Federation, and one of the leaders in the global oil and gas industry as a whole . During this year, the main events in the industry were associated with projects implemented with the participation of the Company. This includes the successful completion of exploratory drilling at the new Pobeda field in the Kara Sea, the discovery of the Kara oil and gas province, the commissioning of the first well at the world's largest drilling platform Berkut in the Sea of \u200b\u200bOkhotsk, and the beginning of production using the unique drilling rig “ Hawk "on Sakhalin in Northern Chayvo.

The most striking event of 2014 was the opening of a large oil and gas province in the Kara Sea, the explored resources of which are comparable in volume to the current resource base of Saudi Arabia. The discovery significantly increases the mineral resource potential of Russia and for a long time will allow the country to remain among the leaders in oil and gas production. The new field was given a symbolic name - “Victory”. Only the first well allowed balancing the total initial recoverable reserves of 130 million tons of oil and 396 billion cubic meters of gas.

At the XVIII St. Petersburg International Economic Forum, devoted to the topic of building confidence in the era of transformation, Rosneft signed a record number of agreements (more than 50) that both expanded earlier agreements with Russian and foreign partners, and opened new horizons for cooperation in all areas of the Company's business .

In January 2015, Rosneft began oil production at the Arkutun-Dagi field using the Berkut drilling platform, the largest in the world. The volume of production at the field when reaching the planned capacity will reach 4.5 million tons per year. In March, the Company completed the acquisition of a 100% stake in SANORS Holding (Novokuybyshevskaya Petrochemical Company CJSC). The synergistic effect of integration will strengthen the vector of petrochemical development and increase the added value of production.

The scientific research expedition “Kara-winter-2015”, organized by the Company with the participation of the “Arctic Research and Design Center” and the specialists of the Federal State Budgetary Institution “Arctic and Antarctic Research Institute”, has become the largest in terms of volume and scope of work of the Arctic expedition in the world in recent years 20 years.

Integral Privatization Transaction

In 2016, Rosneft not only demonstrated strong operating results, but was also able to provide substantial support to the Russian budget through the implementation of the privatization transaction and tax deductions. The main success of Rosneft, of course, was the completion of an integral transaction to privatize a 19.5% stake in the company and a controlling stake in Bashneft, as a result of which the state received 1.04 trillion rubles (in total, the amount of payments to the budget for 2016 year exceeded 3 trillion rubles). According to Igor Sechin, the privatization of the Company's shares made it possible to ensure that the total amount of funds transferred to the budget amounted to 30% of all privatization revenues of Russia since 1991. ”

“This deal was a tectonic shift in how investors perceive the company,” Wood Mackenzie said in a report. “Rosneft has made a breakthrough in its international strategy.” It is no coincidence that at the final press conference in 2016, President Vladimir Putin called Rosneft “one of the most efficient energy companies in the world.” According to analysts, the deal became the largest in the world oil and gas industry for the year and served as evidence that investing in Russia is profitable.

The powerful synergistic effect that the combination of Rosneft and Bashneft will give will undoubtedly contribute to the development of the Russian economy. The effect is due to the optimization of mutual oil supplies, transportation and logistics costs, lower cost of drilling services, joint use of the infrastructure of production assets, modern technologies and know-how. The guarantee of speedy monetization of this effect is Rosneft’s successful experience in integrating TNK-BP. “We will work to maximize the synergistic effect,” Igor Sechin promised at the annual meeting of shareholders. “In the first two quarters of 2017 alone, the synergistic effect of Bashneft’s integration in cash amounted to more than 40 billion rubles.”

Capitalization growth

In 2016, the value of Rosneft shares on the Moscow Exchange increased by almost 60% (this figure is not only higher than market indices, but also significantly exceeds the corresponding figures of the main Russian competitors). In the first half of the year, Rosneft for the first time in its history became the largest market capitalization company in Russia. In December, the company's market capitalization exceeded 4 trillion rubles. The quality of Rosneft’s assets, as well as the emergence of new professional investors as shareholders, was highly appreciated by the market.

Industry experts have repeatedly pointed out the fundamental underestimation of Rosneft, which is also exacerbated by the country factor and politically motivated sanctions. However, in the long term, in their opinion, the company has enormous potential for further growth in capitalization due to the activities of all business areas: production, processing, oilfield services and trading. This is stated in the reports of the largest investment banks, which forecast an increase in the cost of Rosneft's Global Depositary Receipt (GDR) to $ 9 apiece and note that a capitalization of $ 100 billion, which was before the crisis in the 2000s, is quite achievable.

“Rosneft’s competitive advantage is due primarily to the record number of high-yield new fields that will be commissioned, which contributes to the generation of free cash flow and, as expected, significant dividend payments,” the Bank of America notes. Almost all leading analysts recommend buying Rosneft shares, including noting the significant synergy potential from the integration of Bashneft’s acquired assets.

Exploration and Production

In 2016, the company again achieved growth in all key areas. Another milestone in hydrocarbon production was conquered - 265 million tons. e. per year (an increase of 4.3%). The main positive growth factors were the integration of Bashneft’s assets in October 2016, the commissioning of production capacities at the East Messoyakhskoye and Suzunskoye fields, increasing the efficiency of work on mature assets, and the implementation of an intensive drilling program reliably supported by a well-developed service block.

Rosneft surpasses its competitors in the efficiency of geological exploration work. As of January 1, 2017, the Company's recoverable oil and condensate reserves in the AB1C1 + B2C2 category are 12.2 billion tons and 7.6 trillion m3 of gas. During 2016 alone, the Company discovered 13 deposits and 127 new deposits with total reserves of 207 million tons of oil equivalent. by categories AB1C1 + B2C2. The replacement rate of hydrocarbon reserves according to the Russian classification was 126%. Increasing the resource base is one of the key priorities of the Company.

The scale of seismic exploration in 2016 increased by 58%. According to the results of 2016, onshore, Rosneft completed 2D seismic operations in the amount of 2.8 thousand linear meters. km and 3D seismic work - 7.9 thousand square meters. km, showing growth of 27% and 29%, respectively. Completed by testing 85 exploration wells with an efficiency of 80%.

The volume of production drilling for the year increased by 35% - up to 9.3 million m. The new record for the company was the commissioning of more than 2.6 thousand new wells, which is 43% higher than in 2015. Moreover, the proportion of horizontal wells amounted to 32% in 2016. At the end of 2016, the number of operating drilling rigs reached 280 units (+ 26% by 2015). Currently, Rosneft’s own divisions carry out more than 50% of drilling, exploration and completion operations.

At the end of 2016, Rosneft put into experimental and industrial development 37 fields with a total recoverable oil reserves of more than 500 million tons, including large fields - Vostochno-Messoyakhskoye in the Yamalo-Nenets Autonomous Okrug, Suzunskoye in the Krasnoyarsk Territory, Naulskoye in the Nenets Autonomous Okrug, named after O .A. Moskovtseva in the Khanty-Mansi Autonomous Okrug. The company works extremely efficiently on mature assets, using advanced technologies in the field of drilling, production intensification and oil recovery efficiency.

Rosneft pays great attention to the development of hard-to-recover reserves. The era of “light” oil reserves is coming to an end, but Russia has unlimited potential in the area of \u200b\u200bTRIZ. It was the successful development and application of new technologies, including horizontal drilling methods, that allowed the Company to begin the effective development of hard-to-recover oil reserves, the production of which grew 15 times in 2016.

Rosneft's share in oil production in the Russian Federation is about 40%, and more than 5% in world production. Active development of the exploration and production direction in the near future will ensure the Company up to 98% success in exploration, a fundamental increase in the technological success of production drilling and sidetracking while maintaining economic efficiency. Rosneft plans to increase the annual production level to 30 million tons of oil by 2022 due to organic growth.

“Our strategic advantage,” notes Igor Sechin, “is the vast traditional reserves of oil on land in regions with developed infrastructure. Our strategic prospects are colossal reserves of the shelf. Our analysis shows that the existing reserves allow us to produce 500 million tons of oil more than the existing technical plans suggest in 20 years. But this can only be done if the efficiency of production processes is improved. ”

Among the key measures proposed by the Company are increasing the commercial drilling speed, using multi-stage hydraulic fracturing, increasing the share of horizontal drilling of wells by at least 40%, increasing the efficiency of internal services, using standard solutions in construction processes, and revising standard solutions in favor of innovative ones.

The new strategy of Rosneft will expand the opportunities in the oilfield services. The company plans to invest in drilling IT solutions. “We understand,” says Sechin, “that the future lies in the large-scale use of highly automated drilling complexes, in the robotization of construction processes, in the development of technologies for completing high-tech wells of complex architecture. These are super-long horizontal, horizontally-branched and multilateral wells. ”

The total investment of Rosneft in 2016 amounted to 750 billion rubles. They were mainly aimed at increasing production drilling in Western Siberia and developing new projects. According to Igor Sechin, for 2017, Rosneft plans an investment program in the amount of 1.1 trillion rubles. The priority for the company will be the development of new promising fields in Russia: Suzunsky, Lodochny, Russky, Kuyumbinsky, Yurubcheno-Tokhomsky, Srednebotuobinsky (project "Taas-Yuryakh"), as well as gas assets of ROSPAN, Kharampur, Kynsko-Chaselsky field. For 2018, an investment program of approximately 1.3 trillion rubles is planned.

Offshore projects

The company is the largest subsoil user on the Russian shelf: Rosneft owns 55 licenses for the continental shelf of the Russian Federation. Hydrocarbon resources in these areas amount to about 41.5 billion tons of oil equivalent.

Rosneft implemented a large-scale program for geological exploration of subsoil offshore areas and exceeded its license obligations more than twice. In the field season of 2016, Rosneft completed 2D seismic work in the Barents, Pechora, Kara, East Siberian, Chukchi and Laptev seas in the amount of more than 33 thousand linear meters. km Also completed more than 4 thousand square meters. km of 3D seismic surveys.

In 2017, Rosneft ahead of schedule began drilling on the Khatanga license area. The start of exploratory drilling of the northernmost well on the shelf of the Eastern Arctic was given by Russian President Vladimir Putin during a teleconference with the head of Rosneft Igor Sechin. According to preliminary estimates, the resource potential of the Laptev Sea is about 9.5 billion tons in oil equivalent. According to the results of a preliminary analysis of the raised core from the Central-Olginskaya-1 well, the head of state was informed about the discovery of a large oil field. Coring showed high oil saturation with a predominance of light oily fractions, which confirmed the geological model developed by Rosneft experts. “We are on the verge of opening a new oil and gas province. This group of fields with convenient logistics to the Asian market will become the most effective and extremely attractive project in the company's portfolio, ”said Igor Sechin. In the next five years, Rosneft plans to increase investment in the development of the Arctic shelf by 2.5 times - up to 250 billion rubles.

Oil refining

Rosneft has 18 oil refineries in Russia and abroad. In 2016, refining volume at the Russian refineries of the Company increased by 3.3%, and at foreign ones - by 4.8%. The output of light petroleum products last year increased and reached 56%, the refining depth increased to 71.2%. The decrease in fuel oil production at the Russian Rosneft refineries by almost 15% was accompanied by an increase of more than one and a half times in the production of Euro-5 gasoline and diesel fuel.

“The main strategic objective of the company,” Igor Sechin said in a report at a meeting of shareholders, “will be to increase margins along the entire value chain. In conditions of high competition in global markets, it is important to "get closer" to the end user. This is the only way Rosneft will maintain premium sales and will respond as quickly as possible to changes in market conditions. Therefore, the Company will prioritize the development of processing assets in developed and growing consumption markets, and the creation of trading and marketing “hubs”. Rosneft assigns a special role in its strategy to petrochemicals. The company expects global demand for petrochemical products to grow faster than GDP growth and oil product consumption. And this will create additional prospects for this line of business. Rosneft aims to increase the share of oil and gas chemistry to 20% of the total refining capacity of Rosneft. And this goal is quite achievable, especially considering the fact that investments will be implemented with project financing, as well as qualified partners with the necessary technologies, developed distribution channels for products. ”

Innovation

In 2016, 44.1 billion rubles were allocated for the innovative development of Rosneft. A set of measures has been taken to increase the efficiency of the Company's research, design and innovation activities, including the formation of the Corporate Research and Design Complex (KNPK) as a single unit of the Company based on a number of corporate KNIPI. Today KNPK has a powerful infrastructure and research potential: it includes 26 corporate institutes, where about 12 thousand employees work. KNPK is represented in all regions of the Company, including abroad; KNPK design products cover all business areas: from field development to retail.

It should be emphasized that Rosneft sponsors a large-scale research program in the Arctic. During the Kara-Summer 2016 expedition organized by the company, for the first time in Russia a unique technology was applied to change the iceberg drift trajectory by external influence.

Rosneft expects to move to a new, “digital” model of work. The company agreed with the industry leader General Electric to create a joint venture that will introduce modern digital technologies and new industrial Internet standards on Rosneft’s assets. The introduction of the latest digital solutions based on the Preix and Meridium platforms will optimize the collection, processing and analysis of industrial data “from the well to the gun at the gas station”. Rosneft relies on accelerated business digitalization, industrial Internet technologies, which will fundamentally strengthen the control of material flows and eliminate the human error factor.

Far Eastern Shipyard

On behalf of the President of the country, Rosneft is implementing a large-scale project to create a shipbuilding cluster in the Far East, the core of which will be the Zvezda shipbuilding complex. In September 2016, in the city of Bolshoi Kamen, Vladimir Putin took part in a ceremony to launch the first stage of the shipyard. “We have every reason to believe that the new enterprise will be better in many respects than our main competitors in the world,” the Russian President said. As the head of Rosneft Igor Sechin reported to him, all construction and installation work at the main facilities of the first stage was completed in strict accordance with the schedule, and at the open outfitting slipway, they were carried out ahead of the previously approved plan.

The head of state also inspected the installation work area of \u200b\u200bthe complex, where at the end of August 2016 modern specialized cranes with a lifting capacity of 320 tons were delivered. The equipment was manufactured under a joint contract between Zvezda FEZ and China Heavy Industry Corporation Nantong (CHIC). According to the contract during 2016 - 2017. CHIC will supply four cranes with a lifting capacity of 320 tons, four cranes with a lifting capacity of 100 tons and a unique Goliath crane with a lifting capacity of 1200 tons to the construction site of the Zvezda shipbuilding complex. Cranes of this type allow the construction of several ships from large blocks at the same time.

In June 2016, between Zvezda DVZ JSC, China Shipbuilding Industry Corporation (CSIC) and Qingdao Beihai Shipbuilding Heavy Industry Co., Ltd. (BSIC) A contract was signed for the construction and delivery of a transport and transfer dock with a carrying capacity of 40,000 tons, which is being created for the construction of marine equipment at a shipyard.

It is worth recalling that the main tasks for the construction of new shipyards in the Far East were formulated by the President in May 2009 during a workshop in Komsomolsk-on-Amur. This moment should be considered the beginning of the creation of the shipbuilding cluster, which is being formed on the basis of the Far Eastern Center for Shipbuilding and Ship Repair (DCSS). Ship production will begin this year, while a pilot order is scheduled for delivery in 2019.

As for the Zvezda product line, the enterprise will produce high-tech, large-capacity vessels, offshore drilling, exploration and production platforms, vessels serving the fleet, including ice class. In order to gain experience in modern shipbuilding and subsequently localize production on the territory of Russia, DCSS plans to create joint ventures with foreign technological partners: to develop projects of ice-class ships with Damen, drilling platforms with Keppel and ship equipment with General Electric.

Rosneft secured a pilot order for the shipyard: four multi-functional ice-class supply vessels and five green Aframax-type tankers operating on NGV fuel and meeting high environmental standards.

In December 2016, the creation of the Eastern Mining and Metallurgical Company, a joint venture of Rosneft and the Ural Mining and Metallurgical Company (UMMC), was announced. In accordance with the agreements reached, the joint venture will become an anchor supplier of large-format steel sheet to meet the long-term needs of the Far Eastern shipyard.

By 2024, more than 7,500 highly skilled jobs will be created at the shipyard, and Rosneft has already allocated funds for the construction of six residential buildings.

At the launching ceremony of the first stage of the shipyard, Vladimir Putin said that the development of civil shipbuilding and the commissioning of new production facilities is one of the key strategic tasks to strengthen the industrial potential of the Russian Far East. The President noted the importance of implementing Rosneft’s comprehensive strategy in the Far East, within the framework of which not only hydrocarbon production capacities are being increased, but also scientific research is being supported, social projects are being implemented and infrastructure is being created for quality growth. “All this reflects a thorough, responsible approach to business development, sets a good benchmark for other large Russian and foreign companies investing in the Far East,” said Vladimir Putin.

Trading Bet

In 2016, Rosneft significantly strengthened its position in the international market. The company successfully diversifies supplies between the western and eastern directions. At the end of 2016, annual contracts were signed for the supply of oil to Belarus with a total volume of up to 10.2 million tons and to Germany - up to 7.3 million tons. At the international economic forum in St. Petersburg, the contract with PKN Orlen for the supply of oil to the Czech Republic was extended for three years. The contract provides for the possibility of increasing supplies to PKN Orlen to 15.8 million tons of oil and is an example of Rosneft's successful strategy in traditional sales markets. In the promising Asian market, Rosneft's leading position will strengthen an unprecedented contract with PetroVietnam for the supply of up to 96 million tons by 2040 in the amount of $ 36 billion, also concluded at SPIEF. In general, Rosneft significantly increases supplies to the east. In 2016, they increased by 8.6% to 43.1 million tons. As a result, Russia caught up with Saudi Arabia in terms of oil supplies to China, while three years ago, Saudi companies supplied twice as much raw materials to China as Russian ones.

In early 2017, Rosneft and the China National Petroleum Corporation (CNPC) signed an additional agreement to increase the transit of oil through Kazakhstan and to extend the contract concluded on 06/21/2013 until 12/31/2023. Deliveries from 01/01/2017 to 12/31/2023 will amount to 70 million tons, while the total volume of oil supplies under the above contract, taking into account the previously allocated 21 million tons, will reach 91 million tons over a 10-year period. Rosneft has successful experience in implementing contracts for the supply of oil to China. Between 2005 and 2016, the Company entered into a number of long-term contracts under which Rosneft has already delivered over 186 million tons of oil worth more than $ 95 billion. Rosneft is also one of the leaders in the supply of petroleum products to China. From 2009 to 2016, the Company supplied about 30 million tons of petroleum products worth more than $ 19 billion.

In order to provide raw materials for its growing network of international refineries, Rosneft is expanding its activities in oil trading and seeks to conclude more supply transactions with other producers. Rosneft is interested in having many options in trading - to be able to choose the method of implementing each supply of raw materials - from transportation via oil pipelines or by sea, to mixing or refining. Unlike Shell, BP and Total, which produce less raw materials than Rosneft, the largest oil company in the Russian Federation relies on partnerships with trading companies to send a significant share of its exports by sea. Singapore's Trafigura Group, Switzerland's Glencore and other traders are signing supply agreements with Rosneft. At the same time, Rosneft is competing with them for transactions with other producers in order to support its own oil trading. ” Experts talk about the potential of Rosneft’s subsidiary in Geneva, Rosneft Trading SA, in an actively growing international trading market. In 2016, the first ever LNG batch was delivered to Egypt. That contract became for Rosneft an entry ticket to the global LNG trading market - as a rule, to participate in international tenders, confirmation of the experience of organizing LNG supplies is necessary.

In the competition for the oil market, two strategic approaches have emerged: price dumping and the establishment of partnerships with oil importers. The main adept of the “price war” was Saudi Arabia, which abandoned any restrictions on oil exports and set a price for its oil obviously lower than the market. The Russian strategy in the oil market is completely different. Rosneft is expanding its presence by establishing partnerships and creating joint ventures with key oil consumers, building global integrated chains. “Russia is not going to play the role of an extras in the current price war,” said Igor Sechin. - As you know, Rosneft has the lowest operating costs: $ 2.5 per barrel (excluding taxes and transport), and we are rapidly increasing our share of the global oil market. Over 10 years (from 2005 to 2015), our share in the oil market (plus condensate) according to IEA statistics has grown from 1.9% to 4.9%, and after the acquisition of Bashneft, to 5.4%.

“Perhaps the most striking example of a global integrated approach,” continues Sechin, “is Rosneft’s entry into the Indian market, which world leaders in the oil and gas industry consider to be one of the most attractive and promising. In order to gain a foothold on it, Rosneft used the transcontinental business format. The company created alliances with Indian partners, attracting them to the development of promising oil and gas provinces in Russia. This laid the foundation for the energy bridge between the countries. Then the Russian company entered the capital of the leading refinery in India, located in the city of Vadinar. Thanks to its active presence on the Venezuelan market, Rosneft will be able to obtain significant synergies from the processing of heavy raw materials from Latin America at the facilities of the Indian refinery. In addition, a modern refinery with integrated infrastructure will create an energy hub in Vadinar that provides petroleum products to the markets of Southeast Asia and the Indian Ocean. It is such global integrated chains that are at this stage the best way to survive in the competition. ”

Integrated approach

During 2016, Rosneft successfully implemented a strategy to attract strategic partners to Russian promising projects - the leaders of the global oil and gas industry. This strategy allows for the efficient exploration and production of hydrocarbons. In addition, thanks to the integrated approach, consumer countries are interested in obtaining guaranteed volumes of raw materials, in the extraction of these volumes, their transportation and delivery to the final consumer. This approach minimizes the risks of participants, guaranteeing them profit on the entire production chain. Attracting investment partners, Rosneft offers them complex, inaccessible projects that require long-term investments. However, oil consumers are interested in partnerships due to a possible shortage of resources and price fluctuations. And in the end, they share the risks - both the exploitation of deposits and the marketing of products.

A striking example of this approach is the involvement of Indian partners in the development of East Siberian deposits. Rosneft completed a project to create a unique international energy hub based on the so-called Vankor cluster in a short time. The share of Indian state-owned companies in it amounted to 49.9%. At the same time, Rosneft retained a majority share in the capital, control over the operating activities of the company, as well as 100% control over the overall infrastructure of the cluster. The achieved valuation of the Vankor project is $ 3.4 per barrel of hydrocarbon reserves (category 2P of PRMS methodology) and reflects the high potential of the resource base of the project.

An international consortium has also been created on the basis of Taas-Yuryakh Neftegazodobycha LLC, which in addition to Rosneft (a 50.1% stake) includes BP and Indian state oil and gas companies. Recently, Rosneft has increasingly acted as a Eurasian integrator. And experts do not exclude that in this case we are talking about a trend, a kind of strategy to create Eurasian energy hubs.

The entry of Indian companies into Russian projects was complemented by a breakthrough in India, where Rosneft received a stake in the Vadinar refinery with infrastructure, including a deep-water port that can accept VLCC-class super-large tankers , and a network of 3 thousand gas stations. A significant factor determining the choice in favor of this asset was the high level of technological equipment of the plant (11.8 according to the Nelson index), which allows to provide an outstanding project economy (average refining margin over the past six months - over $ 10 per barrel). The capacity of the Vadinar refinery is 20 million tons, the refining depth is 95.5%. Commenting on the deal, Igor Sechin said: “This is a historic event for the company - Rosneft enters one of the most promising and fastest growing markets in the world. The project creates unique synergistic opportunities for both the existing assets of the Company and the planned Rosneft projects, and opens up prospects for increasing the efficiency of deliveries to the markets of other Asia-Pacific countries, such as Indonesia, Vietnam, the Philippines, and Australia. ” According to recently published data from the International Energy Agency, India will become the world's leading driver of growth in the motor fuel market: by 2040, motor fuel consumption in this country will double to 10 million barrels per day, and already in 2017, gasoline consumption will increase by 12%.

Vladimir Putin called for building a Eurasian partnership on the basis of a "broad integration path." And Rosneft in practice embodies the ideas of the President. Another example of the company's integrated approach was an agreement with Beijing Gas on the acquisition by Chinese partners of a 20% stake in Verkhnechonskneftegaz PJSC. The transaction price was about $ 1.1 billion. As a result of the transaction, a vertically integrated cooperation structure will be created: a Chinese company acquires a stake in one of the largest producing fields in Eastern Siberia with developed infrastructure and access to the ESPO pipeline, while Rosneft, in turn, gets the opportunity to enter the Chinese domestic gas market through swaps gas supplies.

The total funds received by Rosneft as a result of transactions involving partners from India and China in promising Russian projects amount to about $ 6 billion.

Global energy company

In general, in 2016, Rosneft continued to strengthen its position in the global oil and gas market through effective M&A transactions. The “Indian scheme” began to be implemented with Indonesia: memorandums on the acquisition of shares in Russian fields were signed with the oil company Pertamina. In accordance with the memorandum on the Northern Chayvo project (Sakhalin Island), the parties intend to agree on legally binding documentation on the acquisition of Pertamina up to a 20% interest in the project. Another memorandum envisages the inclusion of Pertamina in the project for the development of the Russian field in a share of up to 37.5%.

At the same time, an agreement was signed on the creation of a joint venture to implement the project for the construction of the Tuban oil refining and petrochemical complex in the eastern part of Java (Indonesia). A feasibility study for the project is currently under development. After the development of a feasibility study, a decision will be made on investments in the construction of a refinery. The design capacity of the primary processing of the Tuban complex is planned at the level of 15 million tons / year. The project provides for the construction of a large installation of catalytic cracking of fuel oil, as well as a petrochemical complex. It is assumed that the complex will be able to accept VLCC class supertankers with a deadweight of up to 300 thousand tons. The document regulates the distribution of shares between JV participants (Rosneft - 45%, Pertamina - 55%).

It should be noted that the Tuban refinery construction project is strategic for Indonesia (new refineries have not been built in the country since 1994). At the same time, Indonesia is a rapidly growing market, and oil refining and petrochemical projects in this country are of great interest. In the coming years, the authorities plan to create powerful refineries in Indonesia (according to government plans, oil refining capacities should increase from 1 million barrels to 2.3 million barrels per day by 2020).

During a visit to Jakarta, Igor Sechin noted that Indonesia now imports oil products produced from Russian oil mainly from South Korea and Singapore, and it is important for Rosneft to supply oil directly to the country. “10 years ago, Indonesia produced 71 million tons of oil, today - 38 million tons, and by 2030 it will be 11 million tons,” the head of Rosneft said at the Russia-ASEAN summit. - And this is with an increase in consumption. Of course, this creates conditions for our interest both in deliveries, and in participation in processing, and in trading. ”

Observers note that the planned Rosneft projects in the field of refining and petrochemicals in the region are distinctive and, at the same time, will complement each other. The creation of a joint venture with Pertamina, the acquisition of equity in Essar Oil Limited and the construction of the Tianjin Oil Refinery in China are elements of a long-term strategy. Their implementation will create unique synergies in the region and will give impetus to the rapid development of the Rosneft trading division.

Rosneft also plays an important role in European refining. At the end of 2016, during the restructuring of the oil refining and petrochemical complex jointly with BP in Germany, Rosneft received shares (from 24% to more than 54%) in three German refineries. As a result, the Company controls more than 12% of the German oil refining industry (with a capacity of 12.5 million tons per year), which makes it the third player in the German oil refining market.

In Russia, the Company also plans to develop joint projects with foreign partners in the field of oil refining. In September 2016, Rosneft and Chinese Sinopec signed a legally binding agreement at the Eastern Economic Forum on the preparation of a joint preliminary feasibility study for a project for the construction and operation of a gas processing and petrochemical complex in Eastern Siberia. It is assumed that the annual capacity of the first stage of the complex will be 5 billion cubic meters of raw natural gas with the release of up to 3 million tons of high-tech polymers and petrochemical products for sale mainly on the Russian and Chinese markets. The resource base for the project is the Rosneft oil and gas fields of the Yurubchen cluster in Eastern Siberia. In addition, Rosneft and ChemChina will work on the project of the Eastern Petrochemical Company, the parties intend to create a joint venture for its implementation (the parties' participation in the JV Rosneft - 60%, ChemChina - 40%).

Rosneft is also expanding its presence in promising production projects abroad. Rosneft and PDVSA agreed to increase the share of the Russian company in the Petromonagas joint venture to 40%. An important event for the company was a contract according to which it acquires from Eni up to 35% in a concession agreement for the development of the Zohr field, as well as 15% in the project operator - a joint parity company Eni and EGAS: Petroshorouk. The cost of the stake acquired by Rosneft is $ 1.125 billion. The company becomes a participant in a project to develop the largest hydrocarbon field in Egypt, together with global majors - its long-standing partners: Eni and BP. Upon completion of transactions between Rosneft, Eni and BP, the shareholding structure of the concession agreement can be formed as follows: Eni - 50%, Rosneft - up to 35%, BP - up to 15%.

The discovery in August 2015 of this field was a significant event for the oil industry - according to Eni, an open area of \u200b\u200b100 sq km can contain up to 30 trillion cubic feet of dry gas (5.5 billion boe) at the location. And this despite the fact that the reserves of the Israeli Lefiafan field, the discovery of which the world media have been buzzing for a long time, range from 14 to 20 trillion cubic feet. The successful development of Zohr for decades will meet Egypt's natural gas needs, as it accounts for more than a third of the country's gas reserves. This deal is a true example of the fact that Western and global business seeks to break the sanctions blockade and establish close relations with the largest oil company in the Russian Federation, inviting it to participate in a joint project to develop the Mediterranean shelf. According to experts, participation in the development of a unique production asset will provide Rosneft's trading division with a significant amount of physical resources, which, in turn, will provide the company with the opportunity to actively expand its presence in the markets in the Middle East - Europe region.

In 2020, after the Zohr project reaches its planned capacity, Rosneft’s gas production will increase by 9 billion cubic meters per year. The effectiveness of monetization of this volume of gas is ensured by proximity to important markets. Rosneft also plans to export gas from this project to the European market and the Middle East, depending on the economic attractiveness of export options. Moreover, it is worth noting that 9 billion cubic meters is only the basic development model without the potential for additional exploration. Participation in the project will allow the company to gain invaluable experience in developing offshore fields (Rosneft is already implementing a project to develop gas fields on the Vietnam shelf and has sufficient technological experience). In addition, as experts in the oil market note, following the close of the transaction, Rosneft will be able to increase the geological reserves of hydrocarbons by about 250 billion cubic meters.

In general, for most players in the oil market, Rosneft’s integrated approach, which implies cooperation with partners along the entire production chain, from production to hydrocarbon processing and petrochemicals, seems to be an ideal way to withstand competition.

The results of 2016 indicate that the role of Rosneft in the processes taking place on the oil market is enormous. The privatization transaction for the sale of a 19.5% stake in the company allowed attracting the attention of potential investors to the Russian oil industry. And strong operating results have strengthened the position of Rosneft as one of the leaders in the global energy industry, which will play a significant role in reformatting the oil and gas market.

Over the past five years, Rosneft has turned from a regional player into a global major, the largest public company in production, reserves and scale of business, as well as the most efficient in terms of operating costs. In order to consolidate its success, the Company proposes to adopt a new strategy and a new organizational and staff structure. The basis of the strategy should be a qualitative change in the company’s business due to technological breakthrough, full-scale application of digital technologies in all areas of activity, continuous work to reduce costs, increase the margin of the processing segment due to the flexibility of the basket.

As part of the new strategy, Rosneft will switch to a holding management structure with the identification of business segments responsible for the financial result. As a “pilot” project, it is proposed to implement a project to spin off Rosneft’s retail business. This will significantly increase the capitalization of RN-Retail and attract strategic investors. Almost 90% of retail has already been consolidated into a single subholding, and the combination of retail assets has proved its effectiveness. Rosneft expects that the holding structure will allow more efficient distribution of financial resources, increase return on invested capital and increase profitability for shareholders.

According to Igor Sechin, the implementation of the Rosneft 2022 strategy will allow the Company to increase capitalization by 25-30%. “The main thing is a significant increase in efficiency and competitiveness. We set a goal for the company to achieve long-term cost-effectiveness at the level of Saudi Aramco. This guarantees Rosneft and the Russian oil and gas industry leadership in the global energy sector, ”summarizes the head of Rosneft.