This chapter reveals the essence, content and purpose of the controlling system, as well as the main tools of operational and strategic controlling. The purpose of controlling, its tasks, functions, principles, as well as the main approaches to its classification are considered.

After studying this chapter, you will be able to:

• learn about the main interpretations of the controlling system and the reasons for its formation;
• consider the purpose, objectives, functions and principles of the controlling system;
• Familiarize yourself with the classification of controlling and basic tools.

ESSENCE AND PURPOSE OF CONTROLLING

New concepts of business management provide for the formation of modern methodological approaches. One of the most popular and controversial should be considered the concept of controlling, i.e. information support systems for effective management of the firm.

Controlling in his modern form(in particular, as a set of methods of strategic and operational management, accounting, planning, analysis and control) is a product of the 20th century. At the same time, the development of controlling was carried out within the framework of the general evolution of accounting thought, although it seems difficult to trace its development for a number of reasons (Fig. 8.1).

The development of the controlling category is evolutionary in nature, changing according to the transformation economic conditions. In particular, the control function, while remaining important enough, dissolves into other aspects of controlling.

Despite the variety of interpretations, four aspects of controlling can be distinguished (Table 8.1): philosophy; tool; organizational unit; scientific discipline.

Table 8.1

Four aspects of controlling

Interpretation controlling	The essence of controlling
Philosophy	Philosophy and way of thinking of managers focused on the use of resources and the development of the company in the long term
Tool	Goal-oriented integrated system of information, analytical and methodological support for managers in the process of planning, control, analysis and management decision-making in all functional areas of activity
Organizational	Structural subdivision of the enterprise that performs the functions of controlling, assigned internal documents organizations
discipline	Development of the theory, methods and tools for measuring resources and results of production and economic activities and business processes

Controlling is a company mission-oriented system of assisting the company's management, which allows you to analyze, predict and adjust the organization's activities, taking into account the leveling of conflicts of interest of agents and correspondents.

The necessary conditions for controlling are reflected in fig. 8.2.

Rice. 8.2.

The subject of controlling is information and analytical support for such areas of management as: logistics, production and marketing, financial activities, investment process, innovations, etc.

The reasons for the introduction of the controlling system are reflected in fig. 8.3.

Rice. 8.3.

The goal of controlling is to achieve a stable and successful development of the organization by implementing strategic and tactical strategies based on focusing on the "bottlenecks" of the organization, i.e. deterrent, limiting factor, such as the sales market, production, liquidity, etc.

Controlling tasks can be performed using special tools, depending on the specific concept of the controlling service (Fig. 8.4).

The function of controlling is to control and ensure the balance of goals, manage them and achieve them, form and coordinate a system of direct and feedback between the subject and object of planning.

The main functions of controlling are reflected in Table. 8.2.

Table 8.2

	Basic Controlling Functions
	Essence
methodical	Manifested in the development of new and improvement of existing mechanisms that ensure effective development And competitive advantages enterprises
Informational	Information support of the management process
Planned	Creation of an interconnected system of plans
Coordinating	Coordination of the activities of various services, as well as tactical and strategic goals, objectives, plans
Consulting	Providing necessary clarifications to the personnel of the organization, for example, on assessment and analysis methodologies
Analytical	Determination of a system of indicators that allows the use of monetary and non-monetary indicators for performance evaluation; in determining the degree of influence of various factors on final results; in the development of measures to eliminate and prevent deviations (for example, determining the permissible range of deviations of actual indicators from standard values)

The principles of controlling are presented in Table. 8.3.

Table 8.3

Principles of controlling

Achievement systems- Controlling should cover all the most important aspects of the activity and complex organization, take into account the influence of the economic environment, the scale and types of activities, and similar factors

Purposefulness	Result orientation, i.e. to achieve a specific formulated goal of the activity
unity	All key benchmarks should represent a single interconnected system, consistent with the goal of ensuring further stabilization financial position companies
Methodological continuity	Preservation of progressive methods and approaches for the formation and monitoring of the most important indicators
economy	Achieving goals at minimal cost
Continuity and flexibility	Systematic adjustment of the main elements that allow achieving strategic and tactical goals, as new significant information becomes available; system of timely response to changing business conditions of the company
Timeliness	Necessary actions should be taken in a timely manner based on promptly collected information

	Essence
Accuracy	Actions taken and benchmarks used should be justified and specific.
Validity	The implementation of the selected strategies is carried out on the basis of a formed accounting system that most fully reflects economic realities (as far as possible with the inevitable conventionality of the transition of real events into abstract accounting indicators]
Informative and balanced	The accounting system used by controlling in the performance of tasks must organize information flows, take into account the specifics of the organization and the needs of internal users at various levels, and also contain an alarm system that notifies of emerging problems.
	The ability of controlling to involve various employees of the company to achieve their goals, forming a reasonable system of motivation

Understanding the essence of controlling can be facilitated by its classification on several grounds (Fig. 8.5).

1. By stage life cycle organizations allocate controlling processes depicted in fig. 8.6.

2. By name area:

• 3. By development stage:
  • organizational aspects (Fig. 8.7);
  • methodological aspects - include the development of accounting and analytical methods of the controlling system (budget architecture, cost accounting methods, development of a chart of accounts, structure management reporting and so on.).
• 4. By coverage:
  • controlling the mission of the organization (general or target controlling);
  • controlling strategic goals (strategic controlling);
  • controlling local tactical tasks set within the framework of achieving the development strategy (operational controlling);
  • dispositive controlling, which involves the development of measures to eliminate negative trends, optimize ongoing processes, etc.

Rice. 8.5.

Rice. 8.7. Organizational aspects of controlling

Classifications by types and concepts of controlling are presented in Table. 8.4.

Table 8.4

Classifications by Controlling Types and Concepts

Type of controlling	Essence
By types of controlling
Historically, accounting-oriented controlling	They are applied on the basis of existing, established information, which is formed primarily on the basis of accounting data.
Future-Oriented and Problem-Solving Controlling	A higher and more effective stage of development of controlling compared to the historical one (in particular, it implies the adaptation of accounting and other types of accounting data for management purposes)
Management system oriented controlling	The most advanced level of controlling (provides, in particular, independence in the choice of forms, methods and organization of obtaining and generating information)
According to the concepts of controlling
Accounting-oriented concept (D. Schneider)	Creation based on internal production accounting information system support for management decisions related to the achievement of a high level of indicators expressed in cost indicators
Information-oriented controlling (T. Reichmann, D. Khan, I.L. Kolensky, M.L. Lukashevich, etc.)	Information support, coordination of obtaining and preparing information with the needs for it (along with cost indicators, quantitative and qualitative information is used)

Classification by functional affiliation is shown in fig. 8.8.

Rice. 8.8.

The effectiveness of the controlling system largely depends on the organization of the controlling service. The Controlling Service is structural element enterprise management systems, which can most successfully solve the problem of ensuring the relationship between strategic and current planning. The stages of creating a controlling service are shown in fig. 8.9.

The most common options for organizing a controlling service:

• the controlling service is a separate unit with a hierarchical structure, the employees of which are subordinate (Table 8.5):
  • - directly to the head of the organization (or financial director) through the main controller;
  • - to the head of the subdivision (the least effective option, since dual subordination is formed, which can cause a conflict of interest);
• delegation of controlling functions to personnel of accounting and analytical services, i.e. controlling functions can be transferred to the accounting department, planning and analytical department, etc.

There are many options for organizing a controlling service.

Development economic relations causes differentiation of accounting approaches, systems and management methods. In particular, the controlling system is scientifically substantiated as the most effective management tool. In the domestic economy, controlling methods are implemented quite rarely, which significantly reduces the effectiveness of their activities.

Rice. 8.9.

Table 8.5

Options for subordinating the personnel of the controlling service

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To implement the tasks and functions of controlling, a group was created, the members of which were recalled from various departments on orders, without the formation of a separate structural unit. This is due to the specifics of project work, because, by definition, a project cannot last 10-20 years, i.e. all employees of the controlling group of the Kalina project work in it temporarily.

Since the controlling group works on the project, it reports directly to the project manager. The structure of the project team and the controlling group is periodically measured and approved by orders of the department heads.

The controlling group collects information and analyzes several indicators of project performance.

The first indicator is the correspondence between the planned and actual deadlines for the implementation of certain stages of work: the start of assembly and the main conveyor, the start of assembly of pilot batches in pilot production, etc.

The second indicator is the quality of the assembled car or prototype, the degree of compliance of its components and components with the issued design documentation (design documentation), the car's compliance with the requirements of the technical specifications, Russian and international standards.

The third indicator is the cost of the car (planned value and actual), as well as the costs of the project.

These are the main indicators, they should be deepened and detailed. In total, the project needs to monitor about 30-40 indicators.

The indicators are determined taking into account the enlarged stages of work on the project.

Design development is carried out cyclically. First, design documentation with the letter D1 is developed, then prototypes of the car are made, then tests are carried out. As a rule, during the tests many design flaws are revealed. At the next cycle (development of a design documentation with the letter D2), the shortcomings are eliminated and the cycle is repeated again. There are three or four cycles in total, depending on the novelty of the design.

After the development of CD D3, the work of technologists begins, and the work of designers continues. This collaboration is called "parallel engineering".

Technological preparation of production is divided into two major areas - internal production and external supply of components. One of the most important stages of supply is the conclusion of contracts for the preparation of production. Each component part goes through a full cycle of tests at the AvtoVAZ Research and Development Center, after receiving a positive result, a conclusion is issued on its suitability for delivery to the assembly of the main production.

At the stage of manufacturing prototypes, the manufacturing technology of the car, its assembly are checked, an array of requests for quality improvement is formed (so that the identified inconsistencies do not fall into the main production).

The volume of information on the project of a new car is very large, so when managing it, it is impossible to do without electronic databases. For example, the following figures can be given. The new car VAZ-1118 of the Kalina project consists of 3300 components and parts, 900 of which are borrowed from previous models. Consequently, it is necessary to design, manufacture prototypes, and test 2,400 new parts. It is necessary to plan the development, manufacture and delivery for each new part.

In order for the car to turn out to be of high quality, it must be tested for compliance with 318 international and Russian automotive standards and, in addition, many other consumer requirements. In this case, it is necessary to measure and evaluate 420 parameters of the complete vehicle and several hundred parameters of individual components and assemblies.

To produce a car on an industrial scale, it is necessary to mount 3500 units. new equipment, make 7800 units. new equipment, etc. At the same time, it is necessary to work with 80 suppliers to develop 560 new components.

If we talk in general about the process of developing designs and technologies for new cars, then at present JSC AvtoVAZ has several electronic systems (databases) for implementing the principle of developing a product and process in a virtual environment.

Programs for geometric modeling of car parts. In the CATIA program, the designer develops three-dimensional mathematical models of a car part (mainly the body and interior) and analyzes the assembly. The mathematical model is then hosted on a server that tooling designers from AvtoVAZ and third-party tooling companies have access to. The detail drawing is done in Catia (mainly body) or Autocad (mainly chassis, engine parts).

Programs for modeling technological processes. For example, the Autoform program checks the manufacture of body parts. The Unigraphics program is used to develop a mathematical model of the die surface and a control program for a CNC machine. The drawing of the stamp is done manually on paper.

Programs for planning, coordinating project work (for linking work on product and technology development). These are several self-developed AvtoVAZ systems that are interconnected.

In the service of the chief designer, an ESKS system has been created, which contains the specifications (composition) of the car.

To prepare the production of external components, a specialized information system is used, which contains information on issuing terms of reference for equipment, conclusion of contracts for the preparation of production, for the supply of components for testing.

There are two systems for intra-factory preparation of production: “technological production routes” and “order and delivery of equipment”.

The economic service has an electronic system for calculating the cost of a designed car. In addition, an electronic system is used to analyze and eliminate vehicle defects, which contains requests for quality improvement. For project management, an intra-factory website is also used, which contains orders, schedules, minutes of meetings and other organizing documents on the project, as well as information on the implementation of decisions made.

The Company's personnel management policy is based on compliance with the Constitution of the Russian Federation, Labor Code Russian Federation and other regulatory legal acts. Basic principles personnel policy The company and its human rights position are reflected in Corporate Code OAO Gazprom Neft. These principles include respect and cooperation, efficiency and results, leadership and dynamic development, initiative and responsibility.

Organizational structure of Gazprom Neft personnel management

HR Department of the Corporate Center (Block of organizational issues)

HR departments in production units

Human Resources Departments in DO

The personnel management strategy at Gazprom Neft is built in accordance with the Company's business strategy, taking into account the goals and objectives of sustainable development and the expectations of stakeholders.

In 2013, the Company's HR strategy was updated in accordance with the new Gazprom Neft Development Strategy until 2025. The key areas of the HR strategy were:

• systematic selection and rotation of personnel;
• talent management, competency development and training;
• development of motivation systems and formation of a culture of involvement;
• growth of labor productivity and organizational efficiency;
• improving the efficiency of the HR function.

One of the priority areas of the Company's personnel policy is to increase the efficiency of personnel work. The Company has a labor efficiency management system in place. It is based on the use of a set of indicators for various levels management and individual targets for employees. An important component of the system is personnel assessment. Since 2012, a regular assessment during summarizing the results has been carried out in the Corporate Center, and since 2013 - in the Company's subsidiaries. The activities of employees are annually assessed by two parameters: the effectiveness of achieving goals and the potential of a specialist. The results of the assessment are taken into account when planning a career and inclusion in the personnel reserve, and also affect the revision wages and annual bonus.

In the reporting year, special attention was paid to the development of systems for the formation of a personnel reserve and professional development employees in order to form a highly professional team capable of implementing strategic goals Companies in changing socio-economic conditions.

In 2013, the Company began to introduce a functional management model. It involves the active participation of the leaders of key corporate and production functions in the development of personnel along the entire perimeter of Gazprom Neft. This initiative allows you to support business in such matters as the search and rotation of employees, the development of their competencies, the distribution best practices and technologies within the Company.

Compliance with human rights in the Gazprom Neft Company:

• ensures equality of opportunity;
• does not allow discrimination based on nationality, gender, origin, age and any other grounds;
• does not use child and forced labor;
• makes decisions on personnel rotation based on the qualifications and professional competencies of the employee, as well as business requirements;
• seeks to replace vacant positions internal candidates, expanding opportunities for career and professional growth of their employees;
• recognizes the right of workers to form trade unions and participate in them, guarantees trade unions non-interference in their activities;
• controls compliance with labor legislation and fulfillment of the Company's obligations under collective agreements.

Priority innovative development"Gazprom Neft" are technologies that ensure the achievement of strategic goals for cost-effective increase in production and improve the manufacturability and efficiency of oil refining.

3.7 billion rubles investments in the Innovative Development Program in 2017

The company researches and creates, together with market leaders, effective solutions, adapting them to the conditions of specific assets. At the same time, Gazprom Neft is developing the technology market, encouraging partners to create new breakthrough solutions. Unique solutions that are not available on the market are developed by the Company together with domestic and foreign partners.

The Company has an Innovative Development Program, which is based on the introduction of technologies that increase well productivity, the development of the Bazhenov formation, the improvement of tertiary methods for enhanced oil recovery at depleted fields, as well as the development and production of oil refining catalysts. An important place in the Innovative Development Program is occupied by projects of digitalization of production in the mining, oil refining and marketing segments.

Key elements of the Company's innovation infrastructure

Exploration and production

• OOO Gazpromneft NTC - provides analytical, methodological, scientific and technical support for all key production and technical functions of the Exploration and Production Block.
• Production Control Center - manages hydrocarbon production using "digital twins" of fields - virtual models that change based on constantly updated information from sensors at the facilities. Digital twins allow Gazprom Neft to foresee possible technical and technological complications that may occur, help to make the best decision on equipment repair and thereby reduce the cost of operating facilities.
• Drilling control center "GeoNavigator" - carries out round-the-clock monitoring, control and remote engineering support for the construction of high-tech wells at the Company's fields.
• Project “Cognitive Geologist” – involves the creation of a self-learning model of a geological object. This allows you to reduce the analysis time from two years to several months, create thousands of field development options and choose the best one.
• Project “Cognitive Engineering” – using artificial intelligence to analyze big data allows you to calculate the best solutions in the face of high geological, technical and economic uncertainties.
• The system "Electronic development of assets (ERA)" - is aimed at the development of IT projects in the field of exploration and production. It is included in the Technology Strategy of Gazprom Neft and is one of its key areas. On this moment more than 30 projects included in the "ERA" are in work.

Processing and marketing

• Digital Innovation CenterOpened April 2018 – was created to search for and implement technological solutions in the field of working with big data, predictive management, and the creation of "digital twins" of infrastructure. The Center's task is to develop innovative digital products for the development of a unified technological platform for Gazprom Neft in the field of logistics, refining and marketing.
• Industrial Automation Technopark Gazprom Neft(Omsk) - a platform for the development and testing of high-tech solutions in the field of automation of oil refineries.
• Center for Refining and Marketing Efficiency Management – covers the management of the value chain, production, equipment reliability and oil control system, and also provides a transition to a fully predictive production management model.
• Project "Digital Plant" - is part of the Gazprom Neft project to create the first unified digital platform in Russia for the logistics, production and marketing of petroleum products. The digital platform will integrate, store and process data online, providing visualization of changes in key production parameters.
• Oil control system - provides analysts with prompt and reliable information on the production and movement of oil and petroleum products at all stages: from an oil refinery to a gas station, a filling complex at an airport or a ship berth.
• Project "Digital Filling Station" - provides centralized control of the Company's automatic filling stations from a single dispatch center in Yaroslavl, where all parameters of equipment operation and the quality of petroleum products are monitored in real time.
• Project "Digital refueling complex" - a pilot project for the introduction of automation at the stage of aircraft refueling was implemented at one of the largest airports in Europe - Moscow's Sheremetyevo. The first tanker equipped with an automated commercial accounting module is being tested at the airport. The refueling process is now also almost completely automated. The tanker operator logs in using a smart card, enters data on the required amount of fuel. During refueling, the electronic scoreboard online displays all the necessary information about the parameters and mode of fuel supply. When the specified volume is reached, the system automatically stops refueling, a receipt is printed on the printer, and a refueling report is sent to the Gazpromneft-Aero server using the GSM module. Automated commercial accounting of aviation fuel will allow sending invoices to airlines and controlling accounts receivable online. The installation of new modules will become an important element of the strategic project of complete commercial accounting, which will change not only the Company's IT landscape, but in many respects the very principles of doing business.
• Project "Digital sales" - allows you to fine-tune the product and service offer for each client in any of the distribution channels, quickly create and bring new products and services to the market, and provide the consumer with instant access to the required solution.

Key partners of Gazprom Neft in the field of development and implementation of technologies: Institute for Problems of Hydrocarbon Processing and Institute of Catalysis of the Siberian Branch of the Russian Academy of Sciences, Institute of Petrochemical Synthesis named after V.I. A. V. Topchieva Russian Academy of Sciences, Skolkovo Institute of Science and Technology, MIPT Engineering Center, Russian State University of Oil and Gas. Gubkin, Tyumen State University, National Intellectual Development Foundation, Yandex.Terra, Shell.

Objects of intellectual property (OIP) Source: Company data

RUB 980 million investment in research and development in 2017

Applications Source: Company data

Digital transformation

The most important aspect of Gazprom Neft's development strategy is the digital transformation of business.

New generation production management systems are being created in all segments of the Company's activities. They include integrated management of all services to maximize the value of the asset, the use of "digital twins" to optimize operating modes and plans. Maintenance, development corporate system dissemination of knowledge. Projects are being implemented at all stages of the value chain from extractive enterprises to the sale of petroleum products.

“We have already formed a digital ecosystem that covers all aspects of our work: from geology and production to the process of disseminating knowledge within the Company. Our priority direction is the creation of electronic advisers, cognitive assistants that will process information and carry out calculations in order to offer engineers ready-made solutions for further actions.”

Mars Khasanov Head of the Technology Directorate, General Director of the Science and Technology Center of Gazprom Neft

>110 projects carried out as part of the Technology Strategy in 2017.

Since 2014, the Company has been implementing a Technological strategy in the field of exploration and production, which has combined technological challenges in priority areas. Among the key technological tasks are involvement in the development of hard-to-recover and unconventional hydrocarbon reserves, enhanced oil recovery at mature fields, improved drilling efficiency, development of carbonate and fractured reservoirs. For each area of ​​the Technological Strategy, a Long-Term Technological Program has been developed and projects are being implemented aimed at solving technological challenges.

The implementation of the Technology Strategy is managed by the Steering Committee chaired by the First Deputy General Director of the Company.

Key events of the year

• In 2016, drilling of two horizontal wells with multi-stage hydraulic fracturing (MHF) at the Palyanovskaya area ensured a commercial flow of oil from the Bazhenov formation. Software GROWTH MSHF, developed by the Company as part of a research consortium in 2017, has been tested in the wells of the Bazhenov formation. This solution is the world's first hydraulic fracturing simulator in the conditions of the Bazhenov formation that allows you to simulate the formation of fractures in the reservoir, predict oil inflow and select the optimal hydraulic fracturing parameters
• Gazprom Neft and the Government of Khanty-Mansi Autonomous Okrug-Yugra have agreed to establish a center for the development of production technologies from the Bazhenov formation, the Bazhen Technology Center, on the territory of Khanty-Mansiysk Autonomous Okrug-Yugra. Opening of the center - new legal entity with the status of a technological test site – planned for 2018
• The active phase of the soda-surfactant-polymer flooding pilot project is nearing completion at the West Salymskoye field. According to the results of the project implementation, the increase in the oil recovery factor (ORF) amounted to 15%, which indicates a high technological efficiency new solution
• The Production Control Center (PCC), created as part of the Digital Field program, has started operating at Gazpromneft-Khantos. The Center combined previously developed solutions to improve the efficiency of individual production processes production into a single integrated environment. The work of the Center will reduce operating costs by 15%
• In partnership with the MIPT Engineering Center, the Center for Scientific and Technical Support of Hydraulic Fracturing was established
• Well design has been optimized at the Tsarichanskoye field. As part of the successfully completed project, for the first time in the Russian Federation, a two-liner design was used, as well as a set of technological solutions (geomechanics, foam cementing), which allows drilling and cementing in conditions of catastrophic loss of drilling fluid. Based on this approach, 17 wells were drilled. The total savings are more than four times the cost of the project. The overall reduction in drilling costs amounted to more than RUB 840 mln.
• The company worked on the creation of a set of IT solutions in the direction of "Cognitive assistant to a geologist", which will significantly increase the efficiency of preparing solutions in geology: more than double the speed of data processing, reduce the cost of extracting information by a third

The first IT platform for seismic exploration

In 2017 Gazprom Neft in cooperation with Yandex.Terra, Pangea, MIPT began creating the first integrated platform in Russia for processing and interpreting seismic data, capable of accompanying the entire cycle of seismic surveys - from setting tasks to completing projects. The software will be capable of solving tasks ranging from selecting prospects and interpreting data to suggesting ideas for building seismic geological models. In the future, the prototype will be supplemented with Big Data processing and decision-making algorithms. Development of new software products conducted under the Electronic Asset Development (ERA) program. The program covers all the main areas of the Company's activities in the exploration and production segment: geological exploration, drilling, development, production and field development.

“In today's oil and gas industry, decision-making is based on data, which is growing exponentially. The Big Data paradigm allows you to adapt business strategies to such “exploding” growth rates, and modern methods data analysis, such as machine learning and convolutional neural networks, allow us to give fundamentally new approach to a decision actual problems».

Timur Tavberidze CEO engineering center MIPT

30 R&D carried out in 2017

In the oil refining segment, long term strategy R&D, in accordance with which the portfolio is formed innovative projects in priority areas of technological development. The implementation of their results at the Company's refineries allows increasing the yield of high-margin products, taking into account the technological conditions of a particular refinery, as well as reducing operating costs.

Key events of the year

• In the Logistics, Refining and Marketing Block, the Efficiency Management Center (CUE) for oil refining and marketing was created. The task of the CUE is to build a unified digital platform for managing the efficiency of the value chain from the receipt of oil at the refinery to the sale of petroleum products to the end consumer. In real time, 250,000 automated monitoring sensors and dozens of production process systems transmit information about the demand for petroleum products, the condition of equipment, and the quality of raw materials to the CUE. A “data lake” has been deployed at the CUE, where, based on their analysis, management decisions. CUE will provide a significant economic effect by optimizing all processes and increasing production reliability
• As part of the Gazprom Neft project to develop the production of catalysts for oil refining, own catalysts and technological solutions have been successfully introduced:
  • catalytic cracking: a new brand of catalyst "Avangard": gasoline yield increased by 3.7% at the catalytic cracking unit;
  • oligomerization: new KOB1 catalyst – the regeneration run has been doubled and the yield of the high-octane component of gasoline has been increased by 30%;
  • isodewaxing: a new precious metal-free catalyst enabled the production diesel fuel winter and arctic varieties in accordance with the production program;
  • new catalyst reactivation process for diesel fuel hydrotreatment: the reactivated catalyst worked effectively at the Omsk Refinery for a year instead of the planned six months, reducing the cost of purchasing fresh catalyst by 55%
• General agreements were signed until 2025 between the Company and its strategic scientific partners – the Institute of Catalysis named after V.I. G.K. Boreskova (Novosibirsk) and the Institute of Problems of Hydrocarbon Processing of the Siberian Branch of the Russian Academy of Sciences (Omsk) in the field of creating catalysts for oil refining

Solid acid alkylation

In 2017, the project committee under the Ministry of Energy of Russia approved the project of Gazprom Neft to create an environmentally friendly technology for solid acid alkylation, an innovative waste-free technology for the production of a high-octane component of Euro-5 motor gasoline. The industrial implementation of the technology at the Moscow Refinery will ensure the production of more than 100 thousand tons of alkyl gasoline per year. As part of the project in Elektrogorsk, the construction of the first in Russia pilot plant for solid acid alkylation with a capacity of 300 tons per year for the product was completed.

“The process proposed by Gazprom Neft specialists provides unique advantages associated with operating with a non-corrosive environment, obtaining a higher octane number, with lower capital costs than mineral acid plants.”

Yuri Zlotnikov Director of the Oil and Gas Processing Department of the Ministry of Energy of Russia