MINISTRY OF EDUCATION AND SCIENCE

RUSSIAN FEDERATION

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

UFA STATE OIL

TECHNICAL UNIVERSITY

DEPARTMENT OF ECONOMY AND MANAGEMENT IN ENTERPRISES

OIL AND GAS INDUSTRY

COURSE WORK

by discipline

Enterprise economy

on the topic

INNOVATIVE ACTIVITIES

IN THE OIL AND GAS COMPLEX

COMPLETED

Martemyanova S.S.

EGz-03-01

CHECKED

TEACHER

Pozdeeva N.R.

UFA 2006

FROM
Introduction	3
1. Innovative activity of the enterprise	5
1.1 Basic concepts of innovation	5
	8
2. Sources of innovation in the oil and gas production complex	11
	11
	12
2.3 Innovative development	14
	18
	20
3. Features of organizational forms of innovation in the oil and gas industry	23
4. Evaluation of the effectiveness of innovation	29
	29
	30
	34
Conclusion	40
List of used literature	42

INTRODUCTION

A lot has already been said about the difficulties in the development of innovative activity in our country. Indeed, there are legal, financial, organizational and other shortcomings in ensuring the process of creating new products based on the results of research and development. It should be noted that a lot is still being done, first of all, through the efforts and initiative of the Ministry of Industry and Science of Russia to develop an innovative infrastructure.

At the same time, the experience of countries in which, from our point of view, these issues are resolved incomparably better, shows that there is a constant need to improve legislation and come up with more and more effective ways of state support for innovation. The development of the institutional environment is a constant process.

From an institutional point of view, the environment is a certain set of political, social and legal rules, within which the processes of production and exchange take place. Institutions such as traditions and customs are of particular importance, and not just legal norms proper.

In high-risk innovation activity, much is determined by building a balance of interests of the participants in the process, which is not only the result of contractual relations, but also the result of existing expectations, the prevailing understanding of fairness in the distribution of future income. Whatever the experts have, but if the participants in the process do not believe these explanations, then cooperation will not work out. Therefore, the most important is the cultural aspect of an adequate understanding of their own interests by the participants in the innovation process.

There are six main groups of participants in the innovation process: authors of developments; heads of scientific and technical organizations; business proposal managers and project managers; officials making decisions about state support; strategic partners that include innovation in their strategy and investors risking real funds.

In our country, the culture of innovative activity is at the initial stage of its development, and, unfortunately, it can be said about almost each of the participants that they often do not adequately understand their true interests. It is not only about incompetence, but also about the real contradictions that the process of commercializing research results entails.

1. INNOVATIVE ACTIVITIES OF THE ENTERPRISE

1.1 Basic concepts of innovation

In the world economic literature, "innovation" is interpreted as the transformation of potential scientific and technological progress into real, embodied in new products and technologies. The problem of innovations in our country has been developed for many years within the framework of economic research NTP.

The term "innovation" began to be actively used in transitional economy Russia both independently and to designate a number of related concepts: "innovative activity", "innovation process", "innovative solution", etc.

The innovative activity of an enterprise is a system of measures for the use of scientific, scientific, technical and intellectual potential in order to obtain a new or improved product or service, a new method of their production to meet both individual demand and the needs of society for innovations as a whole.

The expediency of choosing a method and option for technical and technological renewal depends on the specific situation, the nature of the innovation, its compliance with the profile, resource and scientific and technical potential of the enterprise, market requirements, stages of the life cycle of equipment and technology, and the specifics of industry affiliation.

The innovative activity of the enterprise for the development, implementation, development and commercialization of innovations includes:

- carrying out research and development work to develop ideas for innovation, conduct laboratory research, production of laboratory samples of new products, types new technology, new designs and products;

- selection of the necessary types of raw materials and materials for the manufacture of new types of products;

- development of a technological process for the manufacture of new products;

- design, manufacture, testing and mastering of samples of new equipment required for the manufacture of products;

- development and implementation of new organizational and management solutions aimed at implementing innovations;

- research, development or acquisition of necessary information resources and information support innovation;

- training, education, retraining and special methods of personnel selection required for R&D;

- Carrying out work or purchasing the necessary documentation for licensing, patenting, acquisition of know-how;

- organizing and conducting marketing research to promote innovation, etc.

The combination of managerial, technological and economic methods that ensure the development, creation and implementation of innovations is the innovation policy of the enterprise. Its goal is to provide the enterprise with significant advantages over competing firms and ultimately increase the profitability of production and distribution.

The motives for innovation are both external and internal factors. External motives are most often:

- the need to adapt the enterprise to new economic conditions;

- changes in tax, monetary and financial policy;

- improvement and dynamics of sales markets and consumer preferences, that is, demand pressure;

- activation of competitors;

- market fluctuations;

- structural industry changes;

- the emergence of new cheap resources, the expansion of the market for factors of production, that is, supply pressure, etc.

The internal motives for the innovative activity of the enterprise are:

- the desire to increase sales;

- expansion of market share, transition to new markets;

- improving the competitiveness of the enterprise;

– economic security and financial stability enterprises;

- profit maximization in the long run.

For the development of innovative activities of the enterprise, quantitative and qualitative indicators are important:

- material and technical, characterizing the level of development of R&D, provision of experimental equipment, materials, instruments, office equipment, computers, automatic devices, etc.;

- personnel, characterizing the composition, quantity, structure, qualifications of personnel serving R&D;

- scientific and theoretical, reflecting the results of exploratory and fundamental theoretical research, which underlie the scientific groundwork available at the enterprise;

- informational, characterizing the state of information resources, scientific and technical information, current scientific periodicals, scientific and technical documentation in the form of reports, regulations, technical projects and other design documentation;

- organizational and managerial, including the necessary methods of organizing and managing R&D, innovation projects, information flows;

- innovative, characterizing the science intensity, novelty and priority of the work carried out, as well as an intellectual product in the form of patents, licenses, know-how, rationalization proposals, inventions, etc .;

- market, assessing the level of competitiveness of innovations, availability of demand, orders for R&D, necessary marketing activities to promote innovations to the market;

- economic, showing the economic efficiency of innovations, the costs of research, market value intellectual products; indicators that assess the value of both our own and third-party patents, licenses, know-how and other types of intellectual property;

- financial, characterizing investments in innovations and their effectiveness.

1.2 Types of innovation and their classification

Control innovative activities can be successful if innovations are studied for a long time, which is necessary for their selection and use. First of all, it is necessary to distinguish between innovation and minor changes in products and technological processes(for example, aesthetic changes, i.e. color, etc.); insignificant technical or external changes in products, leaving the design unchanged and not having a sufficiently noticeable effect on the parameters, properties, cost of the product, as well as the materials and components included in it; expanding the range of products by mastering the production of previously not produced at this enterprise, but already known on the market products, with a goal. Meeting the current demand and increasing the income of the enterprise.

The novelty of innovations is assessed by technological parameters, as well as from market positions. Taking this into account, a classification of innovations is being built.

Depending on the technological parameters, innovations are subdivided into product and process innovations.

Product innovations include the use of new materials, new semi-finished products and components; obtaining fundamentally new products. Process innovation means new methods of organizing production (new technologies). Process innovation can be associated with the creation of new organizational structures as part of an enterprise (firm).

According to the type of novelty for the market, innovations are divided into: new for the industry in the world; new to the industry in the country; new for of this enterprise(group of companies).

If we consider an enterprise (firm) as a system, we can distinguish:

1. Innovations at the entrance to the enterprise (changes in the selection and use of raw materials, materials, machinery and equipment, information, etc.);

2. Innovations at the exit from the enterprise (products, services, technologies, information, etc.);

3. Innovation of the system structure of the enterprise (management, production, technological).

Depending on the depth of the changes introduced, innovations are distinguished: radical (basic); improving; modification (private).

The listed types of innovations differ from each other in the degree of coverage of the stages of the life cycle.

Russian scientists from the Research Institute for System Research (RNIISI) have developed an extended classification of innovations, taking into account the spheres of the enterprise, in which innovations are highlighted: technological; production; economic; trading; social; in the field of management.

A fairly complete classification of innovations was proposed by A.I. Prigogine:

1. By prevalence: single; diffuse.

Diffusion is the spread of an innovation that has already been mastered in new conditions or at new objects of implementation. It is thanks to diffusion that the transition from a single introduction of innovation to innovation on the scale of the entire economy occurs.

2. By place in production cycle: raw materials; providing (connecting); grocery.

3. By succession: substitute; canceling; returnable; opening; retroviation.

4. By coverage: local; systemic; strategic.

5. By innovative potential and degree of novelty: radical; combinatorial; cultivating.

The last two directions of classification, taking into account the scale and novelty of innovations, the intensity of innovative changes are most expressed in quantitative and quality characteristics innovations and are important for the economic assessment of their consequences and the justification of management decisions.

An original innovative observation was made by ND Kondratyev in the 1920s, who discovered the existence of so-called “big cycles” or, as they are called abroad, “long waves”. ND Kondratyev pointed out the existence of a relationship between long waves and the technical development of production, drawing on the data on scientific and technical discoveries to analyze, showing the wavelike nature of their dynamics. He investigated the dynamics of innovation, distinguishing it from discoveries and inventions. The dynamics of innovations is investigated in the context of the phases of the large cycle. In the research of ND Kondratiev, the foundations of the so-called cluster approach are first seen. ND Kondratyev showed that innovations are distributed unevenly over time, appearing in groups, that is, in modern terms, in clusters. ND Kondratyev's recommendations can be used in the development of an innovative strategy.

2. SOURCES OF INNOVATION IN THE OIL AND GAS PRODUCTION SECTOR

2.1 The path of development of the Russian economy

There is a widespread point of view that further development of the Russian economy is possible: either (as before) on the basis of using the raw material potential; or (as an alternative) on the basis of the outstripping growth of the knowledge-intensive, high-tech sector.

At the same time, it is believed that the first path is "flawed" leading to the technological lag of Russia behind the developed countries of the world, to the strengthening of our economic dependence.

The second way in modern conditions is a priori considered more preferable, since it is associated primarily with the use of the country's intellectual potential.

However, such a simplified opposition of the two approaches is completely inappropriate for at least two reasons.

Development national economy should be carried out on the basis of rational, effective use of all growth factors, and one cannot be opposed to others. A thoughtful combination (balance) of all available factors, corresponding to specific historical, economic and political conditions, is necessary.

In modern conditions, the mineral sector of the economy (primarily the oil and gas industry) has ceased to be “simple” in terms of technology. Mining raw materials is carried out using ever more sophisticated technologies, in the creation of which many billions of dollars are invested and on which the intellectual forces of many countries of the world are working. Therefore, we can confidently assert that every year oil, gas and other raw materials are increasingly becoming science-intensive products.

When choosing the priorities of socio-economic development in the 21st century, there is no and cannot be a place for a simplified opposition of two approaches: high-tech and raw materials. The development of the national economy should be carried out on the basis of the rational, effective use of all growth factors: natural, economic, intellectual. Some factors cannot be opposed to others. A well-thought-out combination (balance) of all available growth factors, corresponding to the specific historical, economic and political conditions of a particular country, is necessary.

Hardly in modern world you can find at least one country with rich natural resources that would voluntarily refuse to develop them. Therefore, the socio-economic development of Russia in the future should be associated with the use of the enormous natural potential that our country has. The only question is how to develop the existing natural resource potential?

Whether to rely only on what is given by nature itself, in the hope of a high "natural" competitiveness of resources.

Or else to achieve mastery natural resources(primarily oil and gas) has become truly effective and would serve as the basis for changing the rate and quality of growth throughout the economy.

The first path has been "ordered" for us, if only for the simple reason that Russia is not Kuwait. Neither in their concentration nor in their quality, our hydrocarbon resources are suitable for seriously considering them as "soil" for the comfortable existence of such a huge country. Consequently, there is no alternative to the second path, which presupposes a dynamic and civilized (based on market principles in combination with effective government regulation) development of the mineral sector of the economy in the interests of the whole society.

2.2 Strengthening the innovative role of oil and gas resources

There are a number of circumstances under the influence of which the innovative value of oil and gas resources is increasing from year to year:

- depletion and deterioration of the quality of oil and gas reserves in many countries of the world (in Russia, USA, Canada, Norway, Great Britain, etc.);

- the growing "threat" of the emergence and development of alternative energy sources;

- increasing instability of the world energy market, where downward and upward trends often replace each other in an unpredictable order;

- tightening of the institutional framework for the development of the oil and gas sector, which is primarily due to the growth of the “value” of property rights to oil and gas resources.

And although the listed factors do not affect the development of the oil and gas sector in different countries of the world to the same extent, their effect is widespread and primarily determines the intensification of competition between producers in its various forms:

- price competition;

- struggle to capture markets;

- competition for the right to access oil and gas resources.

In modern conditions, real and sustainable competitive advantages are obtained by those manufacturers who achieve constant cost savings (at least relative - compared to competitors). In turn, sustainable cost savings are ensured through continuous technology upgrades throughout the entire oil and gas resource chain, from exploration to sales. end products consumers.

Russian manufacturers, willingly or unwittingly, are forced to participate in the competitive struggle both on their "own" territory and beyond, and therefore, are forced to join the "permanent technological revolution" that is taking place in the world oil and gas industry... In order to assess the possibilities of Russia's participation in this process, it is necessary first to find answers to three questions:

What are the nature and intensity of action of specific “innovation-stimulating” factors, and what is their overall balance in the national oil and gas sector?

What level of competitive advantage should you strive for?

What is the current basis and what are our future opportunities for technological innovation in the oil and gas sector?

The latter issue requires the closest attention, since in the last 10-12 years, the processes of technological renewal in the oil and gas sector have sharply slowed down, and the country's scientific and innovative potential has been largely undermined.

2.3 Innovative development

In the last 20-30 years, commitment to innovation has been a general trend in the development of the global oil and gas industry (especially in the industrial developed countries). But this does not mean that all oil and gas producing countries follow a single template. There are different approaches and models. The choice of a specific model in a particular country depends on many factors: the level and nature of the development of the national economy, the "age" of the oil and gas sector, the socio-political situation, national goals and priorities, the mentality of the nation, etc.

As two extreme alternatives, we can name the models of innovative development of the oil sector, which have developed, on the one hand, in Great Britain, and on the other, in Norway:

in the United Kingdom (first model), the world's leading companies entered the oil sector with their technologies, followed by a plume of service and knowledge-intensive companies. As a result, a national knowledge-intensive oil industry was not created;

In Norway (the second model), there was a purposeful (under state control) formation of conditions for the formation of national science-intensive service companies and a system of scientific and technological centers. As a result, a high-tech national oil and gas industry has gradually emerged.

Great Britain and Norway show examples of completely opposite models of innovative development of the oil and gas industry. But it is very important that these models are not some kind of "frozen" schemes. Both the "British" and "Norwegian" models are gradually changing due to changes in certain conditions of activity in the oil and gas business. Moreover, the development of the named models goes in the opposite direction: the “British model” is characterized by a certain strengthening of the regulatory role of the state, while the “Norwegian” model is characterized by partial liberalization and expansion of the private entrepreneurial principle.

And what about Russia? Which innovation path should we take? Our country, in terms of the development of the oil and gas industry, is noticeably different from both Great Britain and Norway. On the one hand, Russia has over 100 years of oil production history. Russian oil and gas workers have accumulated vast experience in field development - moreover, in a wide variety of natural, climatic and geological conditions. There are dozens of machine-building plants and scientific and technological centers operating in the country, ensuring the functioning of the oil and gas sector. On the other hand, there are a lot of unresolved problems generated by transition period and that "ballast" of mistakes that has been accumulated over the years of the planned economy.

Therefore, the future paths of innovative development of the oil and gas sector in Russia are largely predetermined by the negative situation that has developed to date. The development of the oil and gas sector in our country is "squeezed" by two deficits: a deficit of investments and a deficit of new technologies. Over the past 10 years, the bulk of capital investments in the oil and gas sector have been carried out at the expense of the own funds of enterprises and companies. There is no such thing anywhere in the world. Financial resources for investment are largely attracted "from outside": either through stock market(this form dominates, for example, in the USA and Great Britain), or through banking system(as in Japan, South Korea and several European countries). Accordingly, the investment opportunities of oil and gas companies are expanding. The latter, in turn, by purchasing products and services for material and technical purposes, finance the investment process in other sectors of the economy. Since Russian oil and gas companies are mainly forced to limit themselves to their own funds, the volume of investments is too small, and the stimulating role of these investments for the development of the national economy (and its innovation sector) turns out to be too weak. This largely results in the shortage of new domestic oil and gas technologies.

Despite the fact that the Russian oil and gas sector is mainly on investment "self-sufficiency", its innovative development is largely due to the inflow foreign capital... A joint inflow of foreign investment and technology takes place in the case of direct investment by foreign companies (for example, in the creation of enterprises with mixed capital and the implementation of production sharing agreements / PSAs) or through the use of tied loans. Further expansion of foreign investment will be associated with an increase in the inflow of imported technologies. Thus, the Russian oil and gas sector is currently implementing an innovative development model according to the formula: "Russian resources + foreign capital and technologies." That is, Russia is still following approximately the British path of innovation - mainly foreign technologies, foreign companies and participants.

How profitable is it for us? Since the implementation of the existing model takes place in conditions when the country's economy is just beginning to emerge from the deepest crisis, there is a further increase in raw material dependence and stagnation continues in domestic industry and science as a whole. But even this way of innovative development has advantages over inertial development. Technological renewal of the oil and gas sector, which contributes to increasing its competitiveness and reducing costs, lowers the maximum "bar" for the growth of prices for energy resources in the domestic market. Accordingly, within the framework of the national economy, investment opportunities are expanding, which should be used, first of all, for the development of high-tech industries. It can be said that the direct impact on the economy of the current model of innovative development of the oil and gas sector is negative. Nevertheless, there are certain indirect effects that stimulate economic and technological growth.

It is quite obvious that the transition to a different development model based on the formula “Russian resources and technologies + foreign capital” is extremely urgent for our country. But this can be achieved only if reasonable and effective protectionist policies from the state. The line separating reasonable protectionism from the unjustified is very thin and vague. And the state must learn to protect the interests of domestic producers in such a way as not to overstep this line.

Manufacturers and consumers of oil and gas equipment and technologies have developed a directly opposite attitude towards the idea of protectionism. Representatives of the machine-building complex, naturally, advocate state protectionism in its various forms, for example, mandatory quotas for purchases of Russian equipment when implementing a PSA or providing tax incentives oil and gas workers in the event that they prefer domestic equipment and technologies, rather than imported ones. At the same time, it is understood that the quality of equipment purchased from Russian manufacturers should not be lower than that of foreign ones. But it is not so easy to judge the quality of equipment and technologies (especially new ones). This is where the position of the Union of Oil and Gas Producers follows, which insists not on supporting the domestic producer in general (in order to exclude “those who ask and give”), but on the implementation of measures to increase its competitiveness. Then the basis can really be created for eliminating the contradictions between manufacturers and consumers of equipment and technologies.

In this sense, the example of Norway is very indicative, which for a long time applied mandatory quotas for purchases of products and services from national suppliers in the implementation of oil and gas projects. By introducing such quotas, the government was confident in the potentially high competitiveness of Norwegian firms in terms of the quality and cost of the products themselves. Another thing is that national producers did not have the appropriate authority in the oil and gas business and experience of competing with foreign companies, were not “promoted”, did not have sufficient funds to penetrate the market. And protectionism in this case was completely justified, which is confirmed by the subsequent development of events. Having entered the market of oil and gas equipment and services with the help of the state, Norwegian companies quickly gained high prestige and in fact proved their competitiveness. And the Russian state should also learn to support those producers who deserve it - otherwise protectionism will result in irreparable losses for the oil and gas sector and the entire national economy.

2.4 Government support in the development of innovations

The Russian oil and gas sector has already embarked on the path of innovative development, but at the same time focusing on foreign technologies (“British” model). To significantly enhance the positive effect of innovative development, to extend its impact on the entire domestic economy, it is necessary to switch to a different model, similar to the "Norwegian" one. One cannot hope that the change in the model of innovative development of the oil and gas sector will happen by itself. The transition to the most beneficial for the country formula of innovative development can only occur as a result of active government intervention.

Unfortunately, the existing experience government controlled scientific and technological progress in the oil and gas sector gives no reason for optimism. Developed by federal programs and individual measures taken at the regional level have largely failed to produce tangible results. As for oil and gas companies and corporations with state participation, it turned out that the national “belonging” of the applied innovative resources does not matter for them.

To solve the problem, it is necessary to revive such a concept as the state scientific and technical (innovation) policy in the oil and gas sector. At the same time, the emphasis should not be placed on the definition of "priority directions for the development of science and technology" or the development of individual programs. The main task: the search for "painful" points and the construction of effective mechanisms of influence that would direct the demand of enterprises and companies in the oil and gas sector for high technology products towards the internal market of innovative resources.

Within the framework of the state scientific and technical (innovation) policy, two principles must be strictly adhered to:

competitiveness - stimulating demand for domestic high-tech products should not be transformed into unjustified protectionism, which can ultimately lead to a drop in the competitiveness of Russian oil and gas resources;

universality - incentive measures should apply to all oil and gas producers operating in our country, regardless of their nationality.

The second principle is extremely important in the context of foreign capital inflows and penetration foreign companies to the Russian oil and gas sector. The entire economy of our country (not to mention the oil and gas sector) is highly dependent on the situation on the world energy market. But this dependence is not one-sided. The West - and above all the European countries - are significantly dependent on energy supplies from Russia. Consequently, one of the main tasks of the state (federal) policy aimed at supporting the innovative sector of the economy is to effectively use the dependence of foreign consumers on oil and gas supplies from Russia in order to raise the knowledge-intensive sectors of the domestic economy. At the same time, specific mechanisms of influence should to a large extent “materialize” in the context of attracting foreign capital and foreign companies to the Russian oil and gas sector.

But at the same time, we must not forget about the interests of investors. If Russia is striving to become a full-fledged participant in the global oil and gas "space", then it makes sense to listen to how representatives of the world oil business assess the situation in our country. In the world oil business, an opinion has long been formed about what is primary and what is secondary. Investments come first, and everything else comes second. In other words, hydrocarbon reserves, production and processing are considered a “function” of investment. Therefore, foreign oil companies first of all and are concerned about the problem investment climate in Russia.

It is about creating a stable and transparent system state regulation that would reflect the goals pursued by the state, would be understandable and acceptable for investors.

The role of the state in the development of the oil and gas sector (including innovative development) is difficult to overestimate today. It is only important that the state, represented by federal and regional authorities, properly perform its functions, not neglecting "trifles". The Russian state must clearly define the scale and scope of its direct participation in the oil and gas sector, complete a transparent and efficient regulation system and transfer mechanisms of informal influence into a civilized channel. Under this condition, the quality and efficiency of the government's performance of the functions of intervention in the development of the oil and gas sector will be adequate to its role.

2.5 Specific ways of innovative development

The innovative way of development of the oil and gas sector is associated with large long-term investments not only in the production of hydrocarbons, but also in the development of new high-tech infrastructure and a science-intensive sector of the economy. Long-term stability is needed to make such investments. Therefore, the main element of state policy is to ensure stable "rules of the game", enshrined in legislation.

On the basis of the legislative “foundation”, special sets of measures should be developed and implemented in three main areas of regulation, covering: subsoil use processes; development of the national market for innovative resources; investment activity.

In the field of regulation of subsoil use processes, it is necessary, first of all, to strengthen the role of licensing agreements in the selection and nationality of technologies for the development of oil and gas resources (as opposed to concession agreements, which do not have the proper regulatory functions); systematization of norms and rules governing scientific and technical conditions for prospecting, exploration and development of oil and gas fields.

In the sphere of regulation of the market of innovative resources, at least at the stage of its formation, it is necessary: to recreate the system of state scientific and technical centers (with the definition of the status of these institutions, adequate market conditions); implementation of integration programs within these centers in priority areas of research and development (for example, informatization); budgetary and price regulation aimed at supporting fundamental and applied research of a "breakthrough" nature, at ensuring a "fair" distribution of financial resources between various participants in the market of innovative resources.

In the field of regulation investment activities a set of measures is required that differ depending on specific innovative projects and areas of their implementation, including: measures aimed at reducing non-economic investment risks, administrative and social burden - in order to increase the competitiveness of domestic innovation projects; application of long-term tariff guarantees and special investment regimes (for all investors, regardless of nationality), stimulating the demand for Russian innovative resources; measures of tax incentives for investments in the implementation of innovative projects within the framework of the oil and gas sector itself and within the framework of related science-intensive sectors of the economy.

Unfortunately, an example of a one-sided approach was the steps and measures aimed at improving the investment climate in 2002. In the first half of this year, investments in fixed assets grew by less than 2% compared to 6 months of last year. And foreign direct investment declined over the same period by 10% compared to 2001. As a result, it turns out that tax innovations, which were supposed to increase investments, in fact led to their actual stagnation.

The Russian oil and gas sector is embarking on the path of innovative development. To significantly enhance the positive effect of innovative development, to extend its impact on the entire domestic economy, it is necessary to move to a new development model. One cannot hope that the change in the model of innovative development of the oil and gas sector will happen by itself. The transition to the most beneficial for the country formula of innovative development can occur only as a result of active government intervention.

Transferring the development of the oil and gas sector to an innovative path according to the new model should become a long-term national priority. And through the innovative development of the country's fuel and energy complex, conditions will be created and the development of other sectors of the economy, the entire society will be ensured. Therefore, as a supporter of the innovative development of the fuel and energy complex, I advocate the announcement of a new course, a new paradigm for the development of the oil and gas sector of the economy of our state.

3. PORTFOLIO FORMATION INNOVATIONS AND INNOVATIONS

Research and development is managed in a constantly changing environment. This necessitates continuous improvement of R&D programs. At any time, an unforeseen technical problem may arise and the project will have to be postponed or even terminated. Customer requirements and demand may change and therefore the viability of the project needs to be reassessed.

When managing an R&D program, the manager must remember that he is dealing with managing a dynamic project. The planning and management system must be flexible enough to allow for the necessary modifications.

The effectiveness of R&D is revealed in the market. It depends on how market demand is taken into account when setting the goal.

The main characteristics of a market segment are represented by four interrelated variables: market size, acceptable price, technical efficiency requirements, and time.

Most scientific products can be offered in forms that differ in effectiveness, price and date of first introduction on the market. It is important to determine what level of technical efficiency a particular market segment is most likely to require, since scientific and technical workers can strive for a very high level of performance of a new product. This certainly leads to technical ideas, but it may not take into account the real requirements of consumers. In addition, R&D and manufacturing costs can be overstated, and development time can be lengthened. All of these points will lead to a decrease in the potential profitability of the product.

In modern conditions, project development should be focused on specific market needs.

Selection of a bundle project with an active search for alternative solutions. The mechanism for managing the R&D process is clearly shown in Fig. 3.1.

Fig. 3.1. R&D process management mechanism

An R&D portfolio can consist of a variety of projects, large and small; close to completion and beginning. However, each requires the allocation of scarce resources depending on the specifics of the project (complexity, labor intensity, etc.).

The portfolio must have certain contours, be stable in order to working programm could be carried out evenly.

The number of projects in the portfolio at a given time period depends on the size of the projects, which is measured in terms of the total resources required for development and the cost of implementing one project.

If, for example, CU 4000 is allocated for R&D, and the cost of implementing one project is CU 2000, then the portfolio may contain 2 projects.

Thus, the number of projects in the portfolio (n) is determined from the following ratio:

The manager needs to decide how many projects can be managed at the same time;

¨ if he concentrates his efforts on several projects;

¨ if it allocates available resources to more projects.

A portfolio consisting mainly of large projects is more risky than a portfolio where resources are allocated between small projects.

According to experts, only 10% of all projects are completely successful. This means that there is only a 10% chance of efficiently completing each project in the portfolio. As the number of projects grows, the likelihood that at least one of them will be successful increases.

The advantage of smaller projects is that they are easier to adapt to each other in terms of matching available resources. A large project requires a large amount of scarce resources.

However, small projects (requiring relatively low R&D costs) are usually implemented in new products with modest sales potential (and profit potential).

A portfolio of small projects can lead to a steady stream of innovations, most of which have limited market potential, which is undesirable from the point of view of the product range generated by marketing departments.

Considering certain projects for possible inclusion in the portfolio, it is necessary to take into account the possible quality of management and the consequences of reallocation of costs for projects.

Overall return on portfolios

where and are the average profitability of portfolios A and B, respectively.

Based on the profitability indicators, the preference coefficient can be calculated:

where K P is the coefficient of preference.

However, each project has an individual profitability (Ri) and a certain share in the cost of building a portfolio ().

This means that the average or generalized preference coefficient () can be represented as a system of preference coefficients for profitability and cost structure.

Profitability preference ratio:

Cost preference ratio:

In this way

Formation of a portfolio of orders involves work with potential consumers of R&D results.

For the current situation in Russia, it is difficult to accurately predict the demand for scientific and technical products, i.e. there is an uncertainty in demand.

Let us consider some areas of studying the demand for products that are the result of innovation.

Analysis of the demand for scientific and technical products is one of the most important areas in the activities of organizations engaged in R&D.

In conditions market economy analysis of the demand for scientific and technical products is of paramount importance.

Let's list the directions of analysis of the demand for innovation:

1. Analysis of the need for the produced and (or) implemented innovation or new service.

2. Analysis of the demand for innovations and related services and the impact on them of various factors.

3. Analysis of the impact of demand on the results of the enterprise.

4. Determination of the maximum sales opportunities and justification of the sales plan, taking into account the solution of the first three tasks, as well as the production capabilities of the company.

Features of the analysis of demand for innovation

The peculiarities of the development of innovations and the difference in their types largely predetermines the specifics of the analysis of demand for them in each specific case.

First of all, it is necessary to clarify which innovations - basic or improved - are the products, the demand for which is to be studied. Such identification can be carried out in two ways: firstly, by constructing curves of product life cycles based on data on the volume of its duration and supply or sale in the market. If a cyclical wave fits into a higher one and the life of a product is short relative to a “large” wave, we are talking about evolutionary or partial innovations (see Fig. 3.2).

Fig. 3.2. Identification of innovations

Secondly, an enterprise producing innovative products conducts a comparative analysis of the parameters of previously produced and new products according to the following scheme: the presence in the constructive development of a new product in comparison with the old one, fundamentally different approaches, for example, unknown laws and patterns; the number of new parts, assemblies in a product or operations in technology; additional amount the cost of changing the product and its share in the cost of a new product.

As a result of this analysis, new products can be grouped into three groups: the first, which did not exist before (for example, laser discs); the second, which was produced earlier, but significantly changed in material or design; the third, which received only a new design.

Innovative products come in a wide variety of shapes. It may have (for example, machine tools, goods for the population) or not have a natural-material form (know-how, patents, licenses), differ in purpose (for production or final consumption), types of products, etc.

As a result, the analysis of demand and the creation of an information base for its implementation is specific in each case.

4. EVALUATION OF THE EFFICIENCY OF INNOVATIVE ACTIVITIES

4.1 Effectiveness of innovation use

An innovative project has been selected. The next stage begins - the use of innovations.

The importance of determining the effect of the implementation of innovations increases in a market economy. However, it is no less important for the transition economy.

Depending on the results and costs taken into account, the following types of effect are distinguished

Effect type	Factors, indicators
1. Economic	The indicators take into account, in value terms, all types of results and costs due to the implementation of innovations
2. Scientific and technical	Novelty, simplicity, usefulness, aesthetics, compactness
3. Financial	The calculation of indicators is based on financial indicators
4. Resource	Indicators reflect the impact of innovation on the volume of production and consumption of a particular type of resource
5. Social	The indicators take into account the social results of the implementation of innovations
6. Environmental	Noise, electromagnetic field, illumination (visual comfort), vibration. Indicators take into account the impact of innovation on the environment

Depending on the time period of profitability and cost accounting, the indicators of the effect for settlement period, indicators of the annual effect.

The duration of the accepted time period depends on the following factors, namely:

¨ duration of the innovation period;

¨ service life of the object of innovation;

¨ the degree of reliability of the initial information;

¨ requirements of investors.

It was noted above that general principle evaluation of effectiveness is a comparison of the effect (result) and costs.

The ratio can be expressed in both natural and monetary values, and the efficiency indicator for these methods of expression may be different for the same situation. But, most importantly, you need to clearly understand: efficiency in production is always an attitude.

In general, the problem of determining economic effect and the choice of the most preferable options for implementing innovations requires, on the one hand, the excess of the final results from their use over the costs of development, manufacture and implementation, and on the other hand, the comparison of the results obtained with the results from the use of other innovation options similar in purpose.

The need for a quick assessment and the correct choice of an option arises especially urgently in firms using accelerated depreciation, in which the terms of replacement of existing machines and equipment with new ones are significantly reduced.

The method of calculating the effect (income) of innovations, based on comparing the results of their development with the costs, makes it possible to make a decision on the expediency of using new developments.

4.2 Overall cost-effectiveness of innovation

To assess the overall economic efficiency of innovation, a system of indicators can be used:

1. Integral effect.

3. Rate of return.

4. Payback period.

1. The integral effect of Eint is the value of the difference between the results and innovation costs for the calculation period, reduced to one, usually the initial year, that is, taking into account the discounting of results and costs.

where Tr is the estimated year; Рt - result in t-th year; Зt - innovation costs in the t-th year; at - discount factor (discount factor).

The integral effect also has other names, namely: net present value, net present or net present value, net present value.

The discounting method we have considered - the method of comparing costs and incomes at different times - helps to choose the direction of investment in innovation when these funds are especially scarce. This method is useful for organizations that are in a subordinate position and receive a rigidly laid out budget from their higher management, where the total amount of possible investments in innovation is unambiguously determined.

As an indicator of profitability, you can use the profitability index. It has other names as well: profitability index, profitability index.

The profitability index is the ratio of discounted income to innovation expenditures given at the same date.

The calculation of the profitability index is carried out according to the formula:

where JR is the profitability index; Dj - income in period j; Kt - the amount of investment in innovation in the period t.

The above formula reflects in the numerator the amount of income reduced to the moment of the beginning of the implementation of innovations, and in the denominator - the amount of investment in innovation, discounted by the moment of the start of the investment process.

Or, in other words, we compare two parts of the flow of payments: income and investment.

The profitability index is closely related to the integral effect, if the integral effect of Eint is positive, then the profitability index JR> 1, and vice versa. For JR> 1 innovative project considered cost effective. Otherwise JR<1 – неэффективен.

In conditions of a severe shortage of funds, preference should be given to those innovative solutions for which the profitability index is the highest.

3. The rate of return Ер is the discount rate at which the value of discounted income for a certain number of years becomes equal to innovative investments. In this case, the revenues and costs of the innovation project are determined by bringing them to the estimated time.

and

This indicator differently characterizes the level of profitability of a particular innovative solution, expressed by the discount rate at which the future value of the cash flow from innovations is reduced to the present value of investment funds.

The rate of return indicator has other names: internal rate of return. Internal rate of return, rate of return on investment.

Abroad, the calculation of the rate of return is often used as the first step in the quantitative analysis of investments. For further analysis, select those innovative projects, the internal rate of return which is estimated to be at least 15-20%.

The rate of return is determined analytically as such a threshold value of profitability that ensures the equality of the integral effect to zero, calculated over the economic life of innovation.

The resulting estimated value Ер is compared with the rate of return required by the investor. The issue of making an innovative decision can be considered if the value of Ер is not less than the value required by the investor.

If an innovative project is fully financed by a bank loan, then the value of Ер indicates the upper limit of the admissible level of the bank interest rate, the excess of which makes this project economically ineffective.

In the case when there is financing from other sources, the lower limit of the value of Ер corresponds to the price of the advanced capital, which can be calculated as the arithmetic weighted average of payments for the use of the advanced capital.

4. Payback period That is one of the most common indicators for evaluating the effectiveness of investments. Unlike the "payback period" indicator used in our practice, it is also based not on profit, but on cash flow, bringing the invested funds into innovation and the amount of cash flow to their present value.

Investing in market conditions is associated with significant risk and this risk is the greater, the longer the payback period of the investment. Both market conditions and prices may change too significantly during this time. This approach is invariably relevant for industries in which the rates of scientific and technological progress are the highest and where the emergence of new technologies or products can quickly devalue previous investments.

Finally, the payback period indicator orientation is often chosen in cases where there is no certainty. That an innovative event will be implemented and therefore the owner of the funds does not risk entrusting the investment for a long time.

Payback Period Formula

where K is the initial investment in innovation; D - annual cash income.

4.3 Calculation of economic benefits

In world practice, numerous indicators are used that make it possible to analyze the technical level of production, the efficiency of new technology, the efficiency of the use of technology, etc. All this variety of generalizing and particular indicators, however, can be reduced to three groups that characterize the impact of new technology on the dynamics and efficiency of intensification of production. those. to reduce material and labor costs per unit of manufactured products.

The first group assesses the impact of tools of labor on the technical equipment of production. This group includes the following indicators: the rates of renewal and retirement of equipment, the coefficient of mechanization, the coefficient of physical wear and tear of equipment, the average age of equipment, capital productivity, etc. The second group assesses the impact of new technology on objects of labor: consumption of materials, economy of raw materials and materials, etc. The third group assesses the impact of new technology on the labor force: the technical equipment of labor, the coefficient of labor mechanization, an increase in labor productivity as a result of the use of new equipment and technology, a decrease in the labor intensity of a unit of final product, etc.

First of all, it is necessary to clearly distinguish between the concepts of economic effect and economic efficiency of new equipment and technology.

The economic effect is the final result of the application of technological innovation, measured in absolute terms. They can be profit, a decrease in material and labor costs, an increase in production volumes or product quality, expressed in price, etc.

Economic efficiency is an indicator determined by the ratio of the economic effect and the costs that generated this effect, i.e. either the size of the profit received, or the decrease in costs (at the enterprise level), or the increase in national income or gross domestic product (at the country level) are compared with capital investments for the implementation of this technical measure. The following indicators are used to calculate the economic effect or economic efficiency.

The economic effect of a feasibility study for the introduction of EOR is determined by the formula:

(4.1)

where E measures is an indicator of economic effect, rubles; P measures - cost estimate of the results of the EOR, rubles; 3 measures - the cost estimate of the total costs of the EOR, rubles.

(4.2)

where is additional oil production due to EOR, t; P is the price of 1 ton of oil, rubles / t.

where Z obr - the cost of one treatment of the well, rubles; N arr - the number of well treatments with the reagent, pcs; З additional - costs for additional oil production, rubles.

The cost of carrying out one treatment consists of the costs of wages of workers involved in the processing of WZ, deductions for social insurance W of social welfare, material costs for the purchase of a reagent and fresh water W mat, costs of specially attracted transport W TR, geophysical W of geof and workshop costs 3 workshop:

where С Т i is the hourly wage rate of the i-th category worker, rubles / hour; t is the duration of one treatment, hours; h i - the number of workers of the i-th category; K P - premium for the current regulation; K P - regional coefficient (in Bashkortostan K P = 0.15);

(4.6)

where n is the rate of the unified social tax,%. (26%)

where V react, V pv - consumption of the reagent and fresh water, respectively, for one treatment, t and m 3; С reag, С пв - the cost of one ton of reagent and 1 m 3 of fresh water, respectively, rubles.

(4.8)

where Зexp i is the cost of operating the i-th unit of transport, rubles / h; N - the number of vehicles involved, pcs;

Shop (geophysical, general) costs are usually taken at the level of m percent of wage costs, the calculation formula is:

(4.9)

Operating costs for additional oil production are calculated:

(4.10)

where З pack - conditionally variable costs per 1 ton of oil, rubles / ton.

The increase in the company's balance sheet profit after the EOR is determined by the formula:

where С 1, С 2 - the cost of 1 ton of oil before and after the introduction of EOR, respectively, rubles / ton;

Q 1, Q 2 - oil production before and after the introduction of EOR, i.e.

The prime cost of 1 ton of oil after the implementation of the measure is calculated by the formula:

(4.12)

(4.13)

where n is the interest rate of income tax,% (24%).

When analyzing the effectiveness of new technology, it is necessary to compare the capabilities of new technology and its prices. In countries such as Russia, i.e. experiencing a shortage of new equipment, and in the presence of monopolistic enterprises producing it, or when importing new equipment, there are often cases when an increase in the unit capacity of a machine by 10-15-20% is accompanied by an increase in its cost (in constant prices) by 100-200 % and more, which sharply reduces the efficiency of technical progress. That is why, when marketing new technology, there is always a need for an accurate economic calculation of the maximum allowable price level at which the consumer will agree to buy this new technology. After all, the consumer will agree to buy it only when it will provide him with either a decrease in production costs per unit of finished product, or a higher quality of the product produced, which guarantees its sale at a higher price and additional profit.

Using the above methodology, we will calculate the main indicators for the introduction of a new technology for intensifying oil production. Initial data are presented in table 4.1.

Table 4.1 - initial data for the calculation

Indicator	Value
Expected additional oil production due to the event, t
Price of 1 ton of oil, rubles / ton	1373
The amount of conditionally variable costs for the production of 1 ton of oil, rubles	498,95
Required amount of reagents
PAA, kg	1368
clay solution, m 3	410
Reagent price
PAA, rub / kg	32
clay solution, rub./m 3	110
Duration of the event, h	99
The total hourly rate of workers involved in the event, taking into account bonuses and additional wages, rubles / hour
Cost of 1 hour of work, rub./h
- pumping unit	127
- tank truck	62
-bus	45
Time worked, h
- pumping unit	99
- tank truck	92
-bus	26
Average costs for 1 hour of work according to the NGDU data, RUB / h
- workshop	74,8
- general management	65,8
- equipment rental and repair	60,3
Costs for geophysical services, rubles / oper	2250

To determine the economic effect in the feasibility study of the introduction of EOR, we first calculate the wages using the formula (4.5).

The amount of deductions for social insurance is calculated using the formula (4.6):

rub.

Then the increase in profit remaining at the disposal of the enterprise:

CONCLUSION

The Government of the Russian Federation intends to take as a basis the scenario of innovative development of the economy for the period 2005-2008. Discussions began with the State Duma committees of the draft medium-term program for the socio-economic development of the Russian Federation for 2005-2008. The medium-term program is far from perfect, but an attempt is being made to orient the development of the economy along an innovative path. During the discussion, a lot of questions have already arisen. They are so characteristic and illustrate not only the complexity of the problem, but also the authors' unwillingness to answer them. It is necessary to find a balance between the radical liberal views on economic development and the realities that we are experiencing today.

The government is trying to find tools that would allow the country to develop, become more competitive, increase labor productivity and incomes of the population, that is, identify internal growth factors and rely on them to make life better. Proceeding from the confidence that it will be possible to cope with this task, that the Government intends to make the discussion of the medium-term program open and involve all interested in the discussion.

The Ministry of Economic Development has developed three scenarios for the socio-economic development of the Russian Federation for the medium term. The first option is inertial. This is what we practically have today. The scenario is based on a favorable external economic environment and the expectation that the raw materials sector will provide economic growth, which is temporary and quite problematic for long-term planning. The second option is export and investment. This option assumes greater participation of the state and the creation of conditions for attracting investment and the development of individual sectors of the economy. The third scenario is the innovative development of the economy. It presupposes the implementation of a qualitative breakthrough and the use of the achievements of science and technology on a large scale. The third scenario is taken as a basis. But so far the discussion has not led to an understanding of how to implement it in practical terms in order to have economic indicators in the next three years that could indicate a progressive economic growth and a doubling of GDP within 10 years. The goal of state policy in the field of science and technology is the transition of our economy to an innovative path of development.

According to the draft medium-term program of the Ministry of Economic Development and Trade, the innovation-oriented development scenario is characterized by a more moderate scale of investments in the oil and gas sector and in transport, but more ambitious projects in the high-tech and informational spheres. This scenario can be viewed as a scenario of active diversification of the economy and a structural shift in favor of manufacturing sectors and services. To a greater extent than the first two scenarios, it proposes the development of the Russian economy in the direction of a post-industrial structure and a knowledge economy.

Under the third scenario, for the period 2005-2008, GDP increases, as in the second scenario, by 25-27% and by about 100-104% for the period up to 2015. In contrast to the baseline scenario, characterized by a slowdown in growth rates in 2010-2015 (compared to 2005-2007), in the second and third scenarios, on the contrary, in 2012-2015 they accelerate to the growth target of 7 percent or more in year. At the same time, within the framework of the third post-industrial scenario, it also has better prospects for further acceleration of growth after 2015 compared to the second resource-intensive scenario.

LIST OF USED LITERATURE

1. V.F. Shmatov et al. "Economics, organization and planning of production at the enterprises of the oil and gas industry." - M .: Nedra, 1999 .-- 410 p.

2. The economy of the enterprise and industry. Series "Textbooks, teaching aids". 4th ed., Rev. and add. - Rostov n / a: "Phoenix", 2001. - 544 p.

3. Enterprise Economics: Textbook / Edited by prof. ON THE. Safronov. - M .: Jurist, 2002 .-- 608 p.

4. A. D. Brenz et al. Planning in the Oil and Gas Industry. - 2nd ed., Add. and revised, Moscow: Nedra, 1999 .-- 332 p.

5. Zemtsov R.G., Silkin V.Yu. Problems of innovative development of the oil and gas sector // Vestnik NSU. Series of Socio-Economic Sciences. - 2005. - T. 5, No. 1. - S. 41-50.

6. Kryukov V.A., Shmat V.V. Innovation Processes in the Russian Oil Industry: Creative Freedom in the Absence of Rules? // ECO. - 2005. - No. 6. - S. 59-68. Kryukov V., Shmat V.

7. The innovation process in oil production and national economic interests: the harmonizing potential of the institutional approach in the state regulation of the industry // Russian Economic Journal. - 2005. - No. 3. - S. 22-34.

The oil and gas industry in Russia is faced with the need to change technological development. Since oil production in traditional regions is characterized by a decrease in the production of "light" oil and an increase in hard-to-recover reserves, as well as the depletion of oil and gas reserves at depths of up to 3 km. To change the current situation in the oil industry, it is necessary to replenish active oil reserves and create effective technologies for the extraction of hard-to-recover oil reserves. This task can be solved by intensifying geological exploration in new regions (Eastern Siberia, the Arctic shelf), and then industrial development of great depths. The innovation process in the Russian oil sector is taking place. And the dominant position is occupied by large vertically integrated companies such as OJSC Surgutneftegaz, OJSC NK Rosneft, OJSC RITEK.

hard-to-recover reserves

innovative technologies

enhanced oil recovery

1. Antoniadi D.G., Koshelev A.T., Islamov R.F. Problems of increasing oil production in the conditions of Russian oil fields // Oil. Gas. Innovations. - 2010. - No. 12. - P. 61–63.

2. Darishchev V. Innovations of JSC "RITEK" // Oil and Gas Vertical. - 2011. - No. 5.

3. Dmitrevsky AN .. Innovative development of the oil and gas industry in Russia // Rational development of mineral resources. - 2013. - No. 7. (www.roninfo.ru).

4. Russia in figures, 2013,2012

5. Results of work of the Russian fuel and energy complex / www.forumter.ru

6. The results of the production activities of the Russian fuel and energy complex // Russian fuel and energy complex. - 2000–2013. - No. 1.

7. Summary indicators of energy production in the Russian Federation // TEK Info. - 2000–2013. - No. 1.

8. Statistics // Exploration and production - 2005–2013. - No. 1.

9. Filimonova I. .. The current state of the oil industry in Russia // Drilling and oil. - 2013. - No. 5.

10. NK Rosneft. Annual report. 2013 [Electronic resource] - Access mode: http://www.rosneft.ru.

11. OJSC “Surgutneftegas” Annual report 2013 [Electronic resource] - Access mode: http: // www. surgutneftegas.ru.

Depletion of traditional deposits at depths not exceeding 2000-3000 m requires large-scale industrial development of depths of 3-5 km, and in some regions - 5-7 km. It means that the time of cheap oil is coming to an end in the country and a new stage in the development of Russian oil production begins, which is characterized by an ever-increasing share of hard-to-recover reserves. As a result, the application and development of new innovative approaches to oil production, such as a system of horizontal wells, thermal gas treatment technology, water-gas treatment, technology based on a polymer-gel system. The use of these technologies will increase oil recovery from existing wells, and will also allow the development of new oil and gas wells.

The oil industry of Russia today is faced with the need to change the technological development of the oil and gas complex. The state of oil production in traditional regions, which are the main suppliers of oil and gas, is characterized by:

● concentration of oil production in fields with highly productive reserves;

● a decrease in the share of active and an increase in the share of hard-to-recover oil reserves;

● a decrease in the average oil recovery factor both in individual regions and in the country;

● the end of the era of giant fields with unique reserves of oil and gas, the exploitation of which began in the 1960s-1970s;

● depletion of oil and gas reserves at depths of up to 3 km.

It is rather difficult to give an example of an oil-producing country that would solve such cardinal and large-scale problems in a relatively short period of time. As always, we were let down by our wealth: a large number of large and giant fields with light, low-viscosity oil, located in natural reservoirs with high-capacity reservoirs. For such fields, a thoroughly developed technology for maintaining reservoir pressure was created, which made it possible to leave "until better times" often very large fields, but with parameters that did not allow the use of this technology.

A significant depletion of traditional deposits at depths not exceeding 2-3 km pushes large-scale industrial development of 3-5 km depths, and in some regions - 5-7 km. Great depths mean difficult mining and geological conditions, different fluid dynamics, the development of oil and gas reservoirs changed by catagenetic transformations, these are higher temperatures and pressures. In order to substantiate the oil and gas content of depths of 7-10 km, and for real oil and gas production from these depths, it is necessary to introduce new scientific, technical and technological solutions.

Thus, the time of cheap oil is coming to an end in the country and a new stage in the development of Russian oil production begins, which is characterized by an ever-increasing share of hard-to-recover reserves.

Up to 70% of Russian hydrocarbon reserves can be called hard-to-recover. It is in relation to these reserves that innovative technology can be successfully applied. It is quite important to use these technologies for the development of offshore oil and gas fields, where drilling and development costs are much higher than onshore. In addition, hydraulic fracturing in 3D format will increase the volume of oil production in conventional fields. Today, Russia produces about 35% of hydrocarbons from the total reserves of fields.

Applying actively in recent years methods of intensifying production and putting into development new large fields (Vankorskoye, etc.), it is possible to maintain the average daily flow rate of one well, at the level of 10 tons (table). Due to the fact that there is an active development of fields in the East of Russia, this makes it possible to increase the volume of production drilling of wells. Thus, in 2011 and 2012, 18 million m and 19.8 million m, respectively, were covered, compared to the level of 14 million m a year earlier. However, the volume of exploration drilling continues to remain at a fairly low level. Thus, in 2012, the volume of exploration drilling was lower than the corresponding indicator of the 1990s and early 2000s. ...

To change the current situation in the oil industry, it is necessary to replenish active oil reserves and create effective technologies for the extraction of hard-to-recover oil reserves. This task can be solved as a result of the intensification of geological exploration in new regions (Eastern Siberia, the Arctic shelf), and then the industrial development of great depths.

Selected technical and economic indicators of the Russian oil industry in 1995-2012

Indicator
Oil production, million tons
Oil production by well operation method,%
pumping
compressor
fountain
Average daily flow rate of one well, i.e.
Production well stock, thousand pcs.
Inactive well stock, thousand pcs.
Share of inactive fund,%
Drilling volume for oil, million cubic meters
operational
exploratory
Average depth of wells completed by production drilling, m.

Russian oil companies are increasingly looking at fields that require innovative approaches to develop. These fields include hydrocarbon deposits in low-permeable shale rocks, which are quite difficult to drill. The reserves of shale hydrocarbons are virtually unlimited - they will last not for 20-30 years, like gas and oil in traditionally developed fields, but for 200-300, analysts say.

Nevertheless, the innovation process in Russia in the oil sector is still taking place. The dominant position here is occupied by large vertically integrated companies.

An example of this is OJSC “Surgutneftegas”, the use of innovative technologies is the main principle of activity and the most important competitive advantage. The economic effect obtained from the use of intellectual property objects in 2012 amounted to 66.1 million rubles. Over the past ten years, the Company has completed about 400 intellectual developments, with the total value of intangible assets exceeding RUB 417 million. The use of advanced technologies allows the Company to bring into commercial production oil deposits with hard-to-recover reserves, the development of which has not been carried out before, and to develop new fields with a complex mining and geological structure.

In the field of oil and gas production, OJSC “Surgutneftegas” in 2013 took 232 measures to master new technological processes, new types of production and equipment with an economic effect of more than 10 billion rubles, 97 events were carried out to test samples of new equipment and technologies. The greatest economic effect was achieved in the field of enhanced oil recovery (47%) and maintenance and workover of wells (27%).

Development by OJSC "Surgutneftegas" of the AS4-8 deposit of the Fedorovskoye field by a system of horizontal wells (which made it possible to involve an additional 140 million tons of oil reserves in the development)

Another major oil company, Rosneft Oil Company, is an innovative company that aims to achieve the level of a world technological leader in the energy industry. The technology of development of low-permeable reservoirs was introduced at the fields of LLC RN-Yuganskneftegaz. In 2013, 32 wells were drilled, the volume of additional production amounted to 167 thousand tons. According to the Company's specialists, the implementation potential is the commissioning of 100 million tons of hard-to-recover reserves, and the expected economic effect will exceed 5 billion rubles. In 2013, new oil and gas condensate and gas condensate deposits were discovered in the Irkutsk Region at the Mogdinsky license area. The development of the technology of the borehole drillable system was completed to eliminate extended leaks in the production string. The introduction of this technology will allow the Company to commission more than 400 idle wells within 10 years, with additional production of more than 47 thousand tons of oil per year and an economic effect of more than 240 million rubles per year.

OJSC RITEK can also be classified as an “advanced type” company, which currently produces over 3 million tons of oil, mainly using modern technologies. This company is engaged not only in the implementation of projects for the development of new fields (usually with low and low productivity indicators, which makes it difficult to use traditional technologies), but also develops new technologies for enhanced oil recovery. Currently, RITEK OJSC owns 93 objects of intellectual property. Innovative equipment and technologies belonging to OJSC RITEK are being introduced not only at its own fields, but are also implemented on the basis of license agreements in other companies. Basic innovative technologies include:

● Thermal gas treatment is a technology that should involve in commercial development unconventional hydrocarbon resources of the Bazhenov formation, which contain about 50-150 billion tons of light oil. Applying this technology, it will make it possible to increase the degree of hydrocarbon recovery from the deposits of the Bazhenov formation from 3-5% to 30-40% with the use of thermal gas treatment.

● Water-gas stimulation: this technology is designed to enhance oil recovery by alternately injecting water and gas into the reservoir. This solution allows increasing oil recovery from 15-25% to 30-50%.

● Technologies based on the RITIN polymer-gel system. RITIN-10 is a composition of polymeric substances. When RITIN-10 reagent is mixed with water, a polymer-gel system is formed without the introduction of additional components. Application of the polymer-gel system RITIN-10 in the oil industry allows:

Increase the displacement capacity of the agent injected into the formation;

Reduce the water cut of the produced products;

Change the direction of filtration fluid flows;

Increase oil recovery of highly watered reservoirs at a late stage of development;

Introduce previously unworked layers and interlayers into development;

Increase the sweep efficiency;

Align the injectivity profile of the injection well.

A generalizing indicator that can characterize the development of innovative processes is the share of oil production by new methods. According to experts, in Russia, additional oil production through the use of new technologies and methods of enhanced oil recovery is about 60 million tons (or about 20% of the total production in the country). Thus, in the future, the volume of oil production in Russia will depend on the use of promising technologies in unconventional fields. In this connection, oil production may increase to 500-520 million tons by 2020.

Today, the development of the Russian oil and gas industry requires an innovative development strategy, which should provide conditions for the maximum use of the achievements of scientific and technological progress. As a result, the industry will be able to:

To develop and apply equipment and technologies that will ensure highly efficient development of hard-to-recover reserves, and primarily oil for conditions of low-permeability reservoirs, residual oil reserves of flooded zones, high-viscosity oils, oil reserves in gas-cap zones;

Introduce existing and create new methods of stimulating the reservoir in order to increase oil recovery, as well as plan and manage the state of the well stock and develop environmental (resource-saving) production technologies.

Bibliographic reference

Belozertseva O.V., Belozertseva O.V. PROSPECTS FOR APPLICATION OF INNOVATIVE TECHNOLOGIES IN THE OIL INDUSTRY OF RUSSIA // International Journal of Applied and Fundamental Research. - 2015. - No. 8-3. - S. 502-505;
URL: https://applied-research.ru/ru/article/view?id=7137 (date of access: 27.04.2019). We bring to your attention the journals published by the "Academy of Natural Sciences"

MINISTRY OF EDUCATION AND SCIENCE

RUSSIAN FEDERATION

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

UFA STATE OIL

TECHNICAL UNIVERSITY

DEPARTMENT OF ECONOMY AND MANAGEMENT IN ENTERPRISES

OIL AND GAS INDUSTRY

COURSE WORK

by discipline

Enterprise economy

on the topic

INNOVATIVE ACTIVITIES

IN THE OIL AND GAS COMPLEX

COMPLETED

UFA 2006

INTRODUCTION

From an institutional point of view, the environment is a set of political, social and legal rules within which the processes of production and exchange take place. Institutions such as traditions and customs are of particular importance, and not just legal norms proper.

There are six main groups of participants in the innovation process: authors of developments; heads of scientific and technical organizations; business proposal managers and project managers; officials making decisions on state support; strategic partners that include innovation in their strategy and investors risking real funds.

1. INNOVATIVE ACTIVITIES OF THE ENTERPRISE

1.1 Basic concepts of innovation

The term “innovation” began to be actively used in the transitional economy of Russia both independently and to denote a number of related concepts: “innovative activity”, “innovation process”, “innovative solution”, etc.

The innovative activity of the enterprise for the development, implementation, development and commercialization of innovations includes:

– carrying out research and development work on the development of ideas for innovation, laboratory research, the manufacture of laboratory samples of new products, types of new technology, new designs and products;

– selection of the necessary types of raw materials and materials for the manufacture of new types of products;

– development of a technological process for the manufacture of new products;

– design, manufacture, testing and mastering of samples of new equipment required for the manufacture of products;

– development and implementation of new organizational and management solutions aimed at implementing innovations;

– research, development or acquisition of the necessary information resources and information support for innovations;

– training, education, retraining and special methods of personnel selection required for R&D;

– carrying out work or purchasing the necessary documentation for licensing, patenting, acquiring know-how;

– organizing and conducting marketing research to promote innovation, etc.

The motives for innovation are both external and internal factors. External motives are most often:

– the need to adapt the enterprise to new economic conditions;

– changes in tax, monetary and financial policies;

– improvement and dynamics of sales markets and consumer preferences, that is, demand pressure;

– activation of competitors;

– market fluctuations;

– structural industry changes;

– the emergence of new cheap resources, the expansion of the market for factors of production, that is, supply pressure, etc.

The internal motives for the innovative activity of the enterprise are:

– the desire to increase sales;

– expanding market share, moving to new markets;

– improving the competitiveness of the enterprise;

– economic security and financial stability of the enterprise;

– profit maximization in the long run.

For the development of innovative activities of the enterprise, quantitative and qualitative indicators are important:

– material and technical, characterizing the level of development of R&D, provision of experimental equipment, materials, instruments, office equipment, computers, automatic devices, etc.;

– personnel, characterizing the composition, quantity, structure, qualifications of personnel serving R&D;

– scientific and theoretical, reflecting the results of exploratory and fundamental theoretical research that underlie the scientific groundwork available at the enterprise;

– informational, characterizing the state of information resources, scientific and technical information, current scientific periodicals, scientific and technical documentation in the form of reports, regulations, technical projects and other design documentation;

– organizational and managerial, including the necessary methods of organizing and managing R&D, innovation projects, information flows;

– innovative, characterizing the science intensity, novelty and priority of the work carried out, as well as an intellectual product in the form of patents, licenses, know-how, rationalization proposals, inventions, etc .;

– market, assessing the level of competitiveness of innovations, availability of demand, orders for R&D, necessary marketing activities to promote innovations to the market;

– economic, showing the economic efficiency of innovations, the costs of ongoing research, the market value of intellectual products; indicators that assess the value of both our own and third-party patents, licenses, know-how and other types of intellectual property;

– financial, characterizing investments in innovations and their effectiveness.

1.2 Types of innovation and their classification

Innovation management can be successful if there is a long-term study of innovations, which is necessary for their selection and use. First of all, it is necessary to distinguish between innovations and minor changes in products and technological processes (for example, aesthetic changes, that is, color, etc.); insignificant technical or external changes in products, leaving the design unchanged and not having a sufficiently noticeable effect on the parameters, properties, cost of the product, as well as the materials and components included in it; expanding the range of products by mastering the production of previously not produced at this enterprise, but already known on the market products, with a goal. Meeting the current demand and increasing the income of the enterprise.

The novelty of innovations is assessed by technological parameters, as well as from market positions. Taking this into account, a classification of innovations is being built.

Depending on the technological parameters, innovations are subdivided into product and process innovations.

According to the type of novelty for the market, innovations are divided into: new for the industry in the world; new to the industry in the country; new for the given enterprise (group of enterprises).

If we consider an enterprise (firm) as a system, we can distinguish:

1. Innovations at the entrance to the enterprise (changes in the selection and use of raw materials, materials, machinery and equipment, information, etc.);

2. Innovations at the exit from the enterprise (products, services, technologies, information, etc.);

3. Innovation of the system structure of the enterprise (management, production, technological).

Depending on the depth of the changes introduced, innovations are distinguished: radical (basic); improving; modification (private).

The listed types of innovations differ from each other in the degree of coverage of the stages of the life cycle.

A fairly complete classification of innovations was proposed by A.I. Prigogine:

1. By prevalence: single; diffuse.

2. By place in the production cycle: raw materials; providing (connecting); grocery.

3. By succession: substitute; canceling; returnable; opening; retroviation.

4. By coverage: local; systemic; strategic.

5. By innovative potential and degree of novelty: radical; combinatorial; cultivating.

The last two directions of classification, taking into account the scale and novelty of innovations, the intensity of innovative change to the greatest extent express the quantitative and qualitative characteristics of innovations and are important for the economic assessment of their consequences and justification of management decisions.

2. SOURCES OF INNOVATION IN THE OIL AND GAS PRODUCTION SECTOR

2.1 The path of development of the Russian economy

The second way in modern conditions is a priori considered more preferable, since it is associated primarily with the use of the country's intellectual potential.

However, such a simplified opposition of the two approaches is completely inappropriate for at least two reasons.

The development of the national economy should be carried out on the basis of a rational, effective use of all growth factors, and one cannot be opposed to others. A thoughtful combination (balance) of all available factors, corresponding to specific historical, economic and political conditions, is necessary.

In modern conditions, the mineral sector of the economy (primarily the oil and gas industry) has ceased to be “simple” in terms of technology. The extraction of raw materials is carried out using ever more complex technologies, in the creation of which many billions of dollars are invested and on which the intellectual forces of many countries of the world are working. Therefore, we can confidently assert that every year oil, gas and other raw materials are increasingly becoming science-intensive products.

It is unlikely that in the modern world one can find at least one country with rich natural resources that would voluntarily refuse to develop them. Therefore, the socio-economic development of Russia in the future should be associated with the use of the enormous natural potential that our country has. The only question is how to develop the existing natural resource potential?

Whether to rely only on what is given by nature itself, in the hope of a high "natural" competitiveness of resources.

Or to ensure that the development of natural resources (primarily oil and gas) becomes truly effective and would serve as the basis for changing the rate and quality of growth across the economy.

2.2 Strengthening the innovative role of oil and gas resources

There are a number of circumstances under the influence of which the innovative value of oil and gas resources is increasing from year to year:

– depletion and deterioration of the quality of oil and gas reserves in many countries of the world (in Russia, USA, Canada, Norway, Great Britain, etc.);

– the growing "threat" of the emergence and development of alternative energy sources;

– increasing instability of the world energy market, where downward and upward trends often replace each other in an unpredictable manner;

– tightening of the institutional framework for the development of the oil and gas sector, which is primarily due to the growth of the “value” of property rights to oil and gas resources.

– price competition;

– struggle to capture markets;

– competition for the right to access oil and gas resources.

Russian producers, willingly or unwittingly, are forced to participate in the competitive struggle both on their "own" territory and abroad, and therefore are forced to join the "permanent technological revolution" that is taking place in the global oil and gas industry. In order to assess the possibilities of Russia's participation in this process, it is necessary first to find answers to three questions:

What are the nature and intensity of action of specific “innovation-stimulating” factors, and what is their overall balance in the national oil and gas sector?

What level of competitive advantage should you strive for?

What is the current basis and what are our future opportunities for technological innovation in the oil and gas sector?

2.3 Innovative development

In the last 20-30 years, commitment to innovation has been a general trend in the development of the global oil and gas industry (especially in industrialized countries). But this does not mean that all oil and gas producing countries follow a single template. There are different approaches and models. The choice of a specific model in a particular country depends on many factors: the level and nature of the development of the national economy, the "age" of the oil and gas sector, the socio-political situation, national goals and priorities, the mentality of the nation, etc.

As two extreme alternatives, we can name the models of innovative development of the oil sector, which have developed, on the one hand, in Great Britain, and on the other, in Norway:

And what about Russia? Which innovation path should we take? Our country, in terms of the development of the oil and gas industry, is noticeably different from both Great Britain and Norway. On the one hand, Russia has over 100 years of oil production history. Russian oil and gas workers have accumulated vast experience in field development - moreover, in a wide variety of natural, climatic and geological conditions. There are dozens of machine-building plants and scientific and technological centers operating in the country, ensuring the functioning of the oil and gas sector. On the other hand, there are a lot of unresolved problems generated by the transition period and the "ballast" of mistakes that has been accumulated over the years of the planned economy.

Therefore, the future paths of innovative development of the oil and gas sector in Russia are largely predetermined by the negative situation that has developed to date. The development of the oil and gas sector in our country is "squeezed" by two deficits: a deficit of investments and a deficit of new technologies. Over the past 10 years, the bulk of capital investments in the oil and gas sector have been carried out at the expense of the own funds of enterprises and companies. There is no such thing anywhere in the world. Financial resources for investment are largely attracted "from outside": either through the stock market (this form dominates, for example, in the USA and Great Britain), or through the banking system (as in Japan, South Korea and a number of European countries). Accordingly, the investment opportunities of oil and gas companies are expanding. The latter, in turn, by purchasing products and services for material and technical purposes, finance the investment process in other sectors of the economy. Since Russian oil and gas companies are mainly forced to limit themselves to their own funds, the volume of investments is too small, and the stimulating role of these investments for the development of the national economy (and its innovation sector) turns out to be too weak. This largely results in the shortage of new domestic oil and gas technologies.

Despite the fact that the Russian oil and gas sector is mainly on investment "self-sufficiency", its innovative development is largely due to the inflow of foreign capital. A joint inflow of foreign investment and technology takes place in the case of direct investment by foreign companies (for example, in the creation of enterprises with mixed capital and the implementation of production sharing agreements / PSAs) or through the use of tied loans. Further expansion of foreign investment will be associated with an increase in the inflow of imported technologies. Thus, the Russian oil and gas sector is currently implementing an innovative development model according to the formula: "Russian resources + foreign capital and technologies." That is, Russia is still following approximately the British path of innovation - mainly foreign technologies, foreign companies and participants.

It is quite obvious that the transition to a different development model based on the formula “Russian resources and technologies + foreign capital” is extremely urgent for our country. But this can only be achieved if a reasonable and effective protectionist policy is pursued by the state. The line separating reasonable protectionism from the unjustified is very thin and vague. And the state must learn to protect the interests of domestic producers in such a way as not to overstep this line.

Manufacturers and consumers of oil and gas equipment and technologies have developed a directly opposite attitude towards the idea of protectionism. Representatives of the machine-building complex, naturally, advocate state protectionism in its various forms, for example, mandatory quotas for purchases of Russian equipment when implementing PSAs or providing tax incentives to oil and gas workers in the event that they prefer domestic equipment and technologies over imported ones. At the same time, it is understood that the quality of equipment purchased from Russian manufacturers should not be lower than that of foreign ones. But it is not so easy to judge the quality of equipment and technologies (especially new ones). This is where the position of the Union of Oil and Gas Producers follows, which insists not on supporting the domestic producer in general (in order to exclude “those who ask and give”), but on the implementation of measures to increase its competitiveness. Then the basis can really be created for eliminating the contradictions between manufacturers and consumers of equipment and technologies.

2.4 Government support in the development of innovations

The Russian oil and gas sector has already embarked on the path of innovative development, but at the same time focusing on foreign technologies (“British” model). To significantly enhance the positive effect of innovative development, to extend its impact on the entire domestic economy, it is necessary to switch to a different model, similar to the "Norwegian" one. One cannot hope that the change in the model of innovative development of the oil and gas sector will happen by itself. The transition to the most beneficial for the country formula of innovative development can occur only as a result of active government intervention.

Unfortunately, the experience of state management of scientific and technological progress in the oil and gas sector does not give grounds for optimism. The developed federal programs and individual measures taken at the regional level, for the most part, have not yielded noticeable results. As for oil and gas companies and corporations with state participation, it turned out that the national “belonging” of the applied innovative resources does not matter for them.

Within the framework of the state scientific and technical (innovation) policy, two principles must be strictly adhered to:

universality - incentive measures should apply to all oil and gas producers operating in our country, regardless of their nationality.

The second principle is extremely important in the context of the inflow of foreign capital and the penetration of foreign companies into the Russian oil and gas sector. The entire economy of our country (not to mention the oil and gas sector) is highly dependent on the situation on the world energy market. But this dependence is not one-sided. The West - and above all the European countries - are significantly dependent on energy supplies from Russia. Consequently, one of the main tasks of the state (federal) policy aimed at supporting the innovative sector of the economy is to effectively use the dependence of foreign consumers on oil and gas supplies from Russia in order to raise the knowledge-intensive sectors of the domestic economy. At the same time, specific mechanisms of influence should to a large extent “materialize” in the context of attracting foreign capital and foreign companies to the Russian oil and gas sector.

But at the same time, we must not forget about the interests of investors. If Russia is striving to become a full-fledged participant in the global oil and gas "space", then it makes sense to listen to how representatives of the world oil business assess the situation in our country. In the world oil business, an opinion has long been formed about what is primary and what is secondary. Investments come first, and everything else comes second. In other words, hydrocarbon reserves, production and processing are considered a “function” of investment. Therefore, foreign oil companies are primarily concerned with the problem of the investment climate in Russia.

It is about creating a stable and transparent system of government regulation, which would reflect the goals pursued by the government, would be understandable and acceptable for investors.

2.5 Specific ways of innovative development

In the sphere of regulation of the market of innovative resources, at least at the stage of its formation, it is necessary: to recreate the system of state scientific and technical centers (with the definition of the status of these institutions, adequate to market conditions); implementation of integration programs within these centers in priority areas of research and development (for example, informatization); budgetary and price regulation aimed at supporting fundamental and applied research of a "breakthrough" nature, at ensuring a "fair" distribution of financial resources between various participants in the market of innovative resources.

In the sphere of regulation of investment activity, a set of measures is required that differ depending on specific innovative projects and areas of their implementation, including: measures aimed at reducing non-economic risks of investment, administrative and social burden - in order to increase the competitiveness of domestic innovation projects; application of long-term tariff guarantees and special investment regimes (for all investors, regardless of nationality), stimulating the demand for Russian innovative resources; measures of tax incentives for investments in the implementation of innovative projects within the framework of the oil and gas sector itself and within the framework of related science-intensive sectors of the economy.

3. FORMATION OF A PORTFOLIO OF INNOVATIONS AND INNOVATIONS

The effectiveness of R&D is revealed in the market. It depends on how market demand is taken into account when setting the goal.

The main characteristics of a market segment are represented by four interrelated variables: market size, acceptable price, technical efficiency requirements, and time.

In modern conditions, project development should be focused on specific market needs.

Selection of a bundle project with an active search for alternative solutions. The mechanism for managing the R&D process is clearly shown in Fig. 3.1.

after-sales service

consumer

portfolio planning

R&D

product

access to the market

consumer

Fig. 3.1. R&D process management mechanism

The portfolio must have certain contours, be stable, so that the work program can be carried out evenly.

If, for example, CU 4000 is allocated for R&D, and the cost of implementing one project is CU 2000, then the portfolio may contain 2 projects.

Thus, the number of projects in the portfolio (n) is determined from the following ratio:

The manager needs to decide how many projects can be managed at the same time;

if he concentrates his efforts on several projects;

if it allocates available resources to more projects.

A portfolio consisting mainly of large projects is more risky than a portfolio where resources are allocated between small projects.

The advantage of smaller projects is that they are easier to adapt to each other in terms of matching available resources. A large project requires a large amount of scarce resources.

However, small projects (requiring relatively low R&D costs) are usually implemented in new products with modest sales potential (and profit potential).

Overall return on portfolios

Where and - the average profitability of portfolios A and B, respectively.

Based on the profitability indicators, the preference coefficient can be calculated:

where K P - coefficient of preference.

However, each project has an individual profitability (Ri) and a certain share in the cost of building a portfolio ().

This means that the average or generalized preference coefficient () can be represented as a system of preference coefficients for profitability and cost structure.

Profitability preference ratio:

Cost preference ratio:

In this way

Formation of a portfolio of orders involves work with potential consumers of R&D results.

For the current situation in Russia, it is difficult to accurately predict the demand for scientific and technical products, i.e. there is an uncertainty in demand.

Let us consider some areas of studying the demand for products that are the result of innovation.

Analysis of the demand for scientific and technical products is one of the most important areas in the activities of organizations engaged in R&D.

In a market economy, the analysis of the demand for scientific and technical products is of paramount importance.

Let's list the directions of analysis of the demand for innovation:

1. Analysis of the need for the produced and (or) implemented innovation or new service.

2. Analysis of the demand for innovations and related services and the impact on them of various factors.

3. Analysis of the impact of demand on the results of the enterprise.

Features of the analysis of demand for innovation

The peculiarities of the development of innovations and the difference in their types largely predetermines the specifics of the analysis of demand for them in each specific case.

Volume

offers (advice) innovative products (units)

Time of offer (advice) of innovative products on the market, years, (months)

Fig. 3.2. Identification of innovations

Secondly, an enterprise producing innovative products conducts a comparative analysis of the parameters of previously produced and new products according to the following scheme: the presence in the constructive development of a new product in comparison with the old one, fundamentally different approaches, for example, unknown laws and patterns; the number of new parts, assemblies in a product or operations in technology; additional cost of changing the product and its share in the cost of a new product.

As a result, the analysis of demand and the creation of an information base for its implementation is specific in each case.

4. EVALUATION OF THE EFFICIENCY OF INNOVATIVE ACTIVITIES

4.1 Effectiveness of innovation use

An innovative project has been selected. The next stage begins - the use of innovations.

The importance of determining the effect of the implementation of innovations increases in a market economy. However, it is no less important for the transition economy.

Depending on the results and costs taken into account, the following types of effect are distinguished

Effect type

Depending on the time period for taking into account results and costs, there are indicators of the effect for the calculation period, indicators of the annual effect.

The duration of the accepted time period depends on the following factors, namely:

the duration of the innovation period;

the service life of the innovation object;

the degree of reliability of the initial information;

requirements of investors.

It was noted above that the general principle for assessing efficiency is to compare the effect (result) and costs.

Attitude can be expressed in both natural and monetary values, and the efficiency indicator for these modes of expression may be different for the same situation. But, most importantly, you need to clearly understand: efficiency in production is always an attitude.

In general, the problem of determining the economic effect and choosing the most preferable options for implementing innovations requires, on the one hand, the excess of the final results from their use over the costs of development, manufacturing and implementation, and on the other hand, comparing the results obtained with the results from the use of other similar ones. assigning innovation options.

Especially acute is the need for a quick assessment and the correct choice of options in firms that use accelerated depreciation, in which the terms of replacement of existing machines and equipment with new ones are significantly reduced.

4.2 Overall cost-effectiveness of innovation

To assess the overall economic efficiency of innovation, a system of indicators can be used:

1. Integral effect.

3. Rate of return.

4. Payback period.

where Tr is the estimated year; Rt- result in t th year; Z t- innovative costs int th year;  t- discount factor (discount factor).

The integral effect also has other names, namely: net present value, net present or net present value, net present value.

2. Index of profitability of innovationsJr.

The discounting method we have considered - a method of comparing costs and incomes at different times - helps to choose the direction of investment in innovation when these funds are especially scarce. This method is useful for organizations that are in a subordinate position and receive a rigidly laid out budget from their higher management, where the total amount of possible investments in innovation is unambiguously determined.

As an indicator of profitability, you can use the profitability index. It has other names as well: profitability index, profitability index.

The profitability index is the ratio of discounted income to innovation expenditures given at the same date.

The calculation of the profitability index is carried out according to the formula:

Where JR- profitability index; Dj- income in the periodj; Kt- the amount of investment in innovation in the periodt.

The above formula reflects in the numerator the amount of income reduced to the moment of the beginning of the implementation of innovations, and in the denominator - the amount of investment in innovation discounted by the moment of the start of the investment process.

Or, in other words, we compare two parts of the flow of payments: income and investment.

The profitability index is closely related to the integral effect, if the integral effect Eint is positive, then the profitability indexJR> 1, and vice versa. WhenJR> 1 innovative project is considered cost effective. OtherwiseJR<1 – неэффективен.

In conditions of a severe shortage of funds, preference should be given to those innovative solutions for which the profitability index is the highest.

The rate of return indicator has other names: internal rate of return. Internal rate of return, rate of return on investment.

The rate of return is determined analytically as such a threshold value of profitability that ensures the equality of the integral effect to zero, calculated over the economic life of innovation.

Payback Period Formula

where K is the initial investment in innovation; D - annual cash income.

4.3 Calculation of economic benefits

First of all, it is necessary to clearly distinguish between the concepts of economic effect and economic efficiency of new equipment and technology.

Economical effectIs the final result of the application of technological innovation, measured in absolute terms. They can be profit, a decrease in material and labor costs, an increase in production volumes or product quality, expressed in price, etc.

Economic efficiencyIs an indicator determined by the ratio of the economic effect and the costs that generated this effect, i.e. either the size of the profit received, or the decrease in costs (at the enterprise level), or the increase in national income or gross domestic product (at the country level) are compared with capital investments for the implementation of this technical measure. The following indicators are used to calculate the economic effect or economic efficiency.

The economic effect of a feasibility study for the introduction of EOR is determined by the formula:

(4.1)

where e measures - indicator of economic effect, rubles; R measures - cost estimate of the results of the EOR, rubles; Z measures - cost estimate of the total cost of EOR, rubles.

(4.2)

Where - additional oil production due to EOR, t; P is the price of 1 ton of oil, rubles / t.

(4.3)

where Z arr - costs for one well treatment, rubles;N arr - number of well treatments with reagent, pcs; Z add - costs for additional oil production, rubles.

The cost of carrying out one processing consists of the cost of wages of workers employed in processing 3 RFP , deductions for social insurance З social , material costs for the purchase of reagent and fresh water З mat , expenses for specially attracted transport З TR , geophysical Z geof and shop costs З shop :

(4.4)

(4.5)

where C T i - hourly wage rate of the workeri-th category, rub / hour;t- duration of one treatment, hours; h i - number of workersi-th category; TO P - premium for the current regulation; TO R - regional coefficient (in Bashkortostan K R = 0,15);

(4.6)

Wheren- the rate of the unified social tax,%. (26%)

where Z exp i - operating costsi-th unit of transport, rub./h;N- the number of involved transport units, pcs;

Workshop (geophysical, general) costs are usually taken at the levelmpercent of wage costs, the calculation formula is:

(4.9)

Operating costs for additional oil production are calculated:

Using the above methodology, we will calculate the main indicators for the introduction of a new technology for intensifying oil production. Initial data are presented in table 4.1.

Table 4.1 - initial data for the calculation

Indicator

2250

rub.

CONCLUSION

LIST OF USED LITERATURE

1. V.F. Shmatov et al. "Economics, organization and planning of production at the enterprises of the oil and gas industry." - M .: Nedra, 1999 .-- 410 p.

2. The economy of the enterprise and industry. Series "Textbooks, teaching aids". 4th ed., Rev. and add. - Rostov n / a: "Phoenix", 2001. - 544 p.

3. Enterprise Economics: Textbook / Edited by prof. ON THE. Safronov. - M .: Jurist, 2002 .-- 608 p.

4. A. D. Brenz et al. Planning in the Oil and Gas Industry. - 2nd ed., Add. and revised, Moscow: Nedra, 1999 .-- 332 p.

5. Zemtsov R.G., Silkin V.Yu. Problems of innovative development of the oil and gas sector // Vestnik NSU. Series of Socio-Economic Sciences. - 2005. - T. 5, No. 1. - S. 41-50.

6. Kryukov V.A., Shmat V.V. Innovation Processes in the Russian Oil Industry: Creative Freedom in the Absence of Rules? // ECO. - 2005. - No. 6. - S. 59-68. Kryukov V., Shmat V.

The interest in intelligent technologies in the oil and gas industry is not simply due to fashion trends, but to the real problems facing mining companies today. Few fields in the world can boast of flowing wells, in which the task of increasing efficiency is not yet so urgent. In most regions, especially if we are talking about Russian subsoil, the time of "light oil" is over. Unique fields, the development of which began about half a century ago, are now at the stage of declining production. And this trend will only grow.

Intellectualization is the path to a dignified future

Today it is obvious to everyone that if the development of new deposits is not started, then in the near future there will simply be nothing to extract in Russia, and accordingly, nothing to export. Prospective reserves in the sense of reservoir geology for the most part can be attributed to the category of "hard-to-recover". In addition, the new sites are located in extreme climatic zones, on the shelf and other places remote from the existing infrastructure, which cannot but affect the development cost.

At the same time, it is clear that, given the sharp drop in oil prices, production costs are beginning to play a decisive role. If earlier the inefficiency of the oil and gas production company could be at least partially offset by the price of $ 100 per barrel, then in the foreseeable future one can hardly count on something like that.

To remain profitable, market players must inevitably reduce costs and improve their efficiency. And intelligent technologies will help to solve this problem.

What is Smart Field or Smart Field?

Smart Field ("smart field", SF) is a set of software and hardware tools that allows you to manage an oil reservoir in order to increase hydrocarbon production rates. The system is based on the idea of careful use of the field, the maximum extension of the period of its operation. That is, it implies a reasonable increase in production volumes, and not a predatory exploitation of the subsoil.

Another important task for SF is to improve the energy efficiency of equipment and technological processes. Thus, the implementation of this concept helps companies to reduce energy costs and leads to an overall reduction in carbon dioxide emissions into the atmosphere.

The SF system consists of a number of components responsible for various functions. The solution offered by Schneider Electric includes end-to-end automation, data collection and analysis technology, and solutions for taking measures to improve the efficiency of the oil and gas company at different levels.

For example, the Foxboro NetOil & Gas solution is an integral part of the “smart field” system, which makes it possible to measure the flow rate of a well directly at the wellhead and determine the flow rates of water, oil and gas.

Fig. 1. Coverage of Smart Field

SF can control a separate well, or rather, the pump operation modes (PSHGN and ESP, and maybe also well clusters) due to cluster telemechanics. It is also in charge of oil and gas treatment systems, including booster pumping stations, flare systems, etc. SF manages reservoir pressure maintenance systems, including water intake stations, water metering units, injection wells; controls oil pumping stations and tank farms.

The system assumes the use of various intelligent and multivariable sensors. Smart technologies provide remote access to all field equipment, allow you to diagnose its condition and, if necessary, configure it.

An important segment of SF is the organization of smart power supply, which implies flexible power distribution systems, detailed metering, and the ability to manage power consumption.

The concept also involves the introduction of physical (video surveillance, access control, fire extinguishing) and information security systems.

The upper level SF is the automated control of the entire production process MES (Manufacturing Execution System), which makes it possible to link the production itself with the rest of the processes taking place at the enterprise.

The main task is optimization

Fig. 2. Scheme of interaction of control systems in Digital Oil Field

The main objectives of SF are to increase oil and gas production, extend the life cycle of a hydrocarbon reservoir and optimize production costs.

The use of intelligent technologies in the field makes it possible to take a step forward compared to the use of traditional automation systems. The "smart" system provides the responsible personnel of the company with all the necessary information in real time and allows to adequately and almost instantly respond to changes in parameters, flexibly adapt to changing conditions and, with the help of adjustments, achieve maximum production volumes.

Important functions of SF are short-term forecasting and situation modeling. The “smart field” system is built in strict accordance with the real geological and geographical model of the field, moreover, it accumulates data on its current state. This allows you to play various scenarios and draw conclusions with high accuracy about how the reservoir will behave in the event of certain influences from a person, not only at the current time, but also in the future. Such eventfulness "if ... then ..." allows avoiding errors, emergencies and significantly saves money, time and increases the effectiveness of the measures taken.

Schneider Electric is an expert in energy management and industrial automation, offering a range of oil and gas field solutions to optimize energy consumption.

First of all, it is recommended to equip pump drives and other powerful consumers with frequency converters. This measure alone can provide up to 30% savings in the electricity consumed by this equipment and make a significant contribution to the overall savings.

Schneider Electric also offers highly functional energy management systems for the production site. As you know, any energy saving should begin with a detailed accounting and analysis of the use of electricity. The availability of data on individual areas, equipment, time of day and seasons allows us to identify places where losses occur, eliminate their causes and control the effect of the measures taken.

Using detailed consumption data, it is possible to conclude more profitable contracts for the purchase of electricity for the company, redistribute the load, smooth out peaks or compensate for them by means of its own generation. By compensating for power factors, a company can avoid reactive power penalties, etc.

Smart solutions for power distribution management involve a single center responsible for maintenance, modernization, monitoring (tracking consumption, monitoring harmonics and other quality characteristics of power supply), as well as managing all systems.

For fields with unstable power supply, it is important to create their own uninterruptible power supply systems. Intelligent control will allow you to quickly switch to a backup energy source without losses for production activities.

It is also important that the SF (Smart Field) concept implies a close relationship between energy management systems and automation systems. If we talk about the internal structure of the solution, then, depending on the specific conditions and wishes of the customer, SF can be built either on traditional client-server technologies, or on more modern - cloud technologies. At one time, "clouds" changed the face of the information technology industry, and the next step is the field of automation.

Nevertheless, the implementation of the “smart field” concept would not have been possible without the use of other IT achievements: secure open data transfer protocols that ensure easy integration of equipment of different types from different manufacturers; high-speed, including wireless, communication channels, specialized software.

Smart Field: reliability criteria

As a rule, it is important for the management of oil and gas companies to understand what business effects the implementation of a “smart field” will have at the end. If several suppliers and service companies engaged in implementation work on the site, then truly no one will be able to guarantee the achievement of this or that result.

By the way, according to the representatives of the oil-producing companies themselves, the widespread introduction of intelligent technologies in Russia, among other things, is hampered by the insufficient representation of ready-made technical solutions on the market. In this sense, Schneider Electric is one of the few who can offer a holistic concept of an intelligent field and act as a MAC – MEC (Main Automation Contractor – Main Electrical Contractor), that is, turnkey delivery of a production automation system and organize an efficient power supply for field.

Thanks to the technologies mentioned above, the company is able to optimize the production process. The consumption of electricity, water, steam and other energy resources is reduced, which has a positive effect on the cost of oil or gas production.

The amount of savings varies from site to site. The projects already implemented by Schneider Electric for the implementation of systems to reduce specific energy consumption show that savings can reach 20-25%. For example, in one of the Russian producing companies with a production volume of 1.15 million tonnes of oil, due to the active implementation of an energy efficiency program, it was possible to reduce energy consumption by 6,820 thousand kWh in the amount of more than 22 million rubles. in year.

If we are talking about indicators related to the management of a hydrocarbon reservoir, then they need to be assessed not only quantitatively, but also qualitatively. SF optimizes the amount of water and gas injected into the reservoir, thereby also reducing the energy consumption required to operate the pumps. In addition, SF makes it possible to avoid flooding of the field and, therefore, to extend its life. The modeling function excludes inappropriate investments in the development of the site. Automation systems minimize the likelihood of emergencies. In short, the effect is complex, and it is difficult to estimate it in one figure.

Today, many domestic oil and gas companies, realizing the advantages of intelligent technologies, are interested in the possibility of using them. So far, individual components are being introduced more often, but gradually there will be a transition to complex projects, since it is such solutions that can give the maximum effect.

In the current economic situation and in conditions of falling production, the introduction of smart field technologies is becoming a critical condition for maintaining the competitiveness of oil companies. Moreover, the use of intelligent technologies in oil and gas production can take the industry to a new level. Today, the Russian economy is often criticized for its strong dependence on the raw material component, but in the future, hydrocarbon production may become a high-tech innovative business that creates the basis for the development of related industries. And reducing the negative impact on the environment and the ability to get closer to "green" standards will provide fossil fuels with a confident position even in the era of promoting alternative energy sources.

The need for the transition of Russian oil and gas production to an innovative development path is dictated by a number of objective factors. Mining and geological
and the natural and climatic conditions for the exploration and development of natural hydrocarbons tend to deteriorate. With the development of new deposits, processing and marketing centers are moving farther and farther away from production sites. In traditional production areas, the depth of productive strata is increasing;
the complication of the geological structure of the deposits is noted. There is a situation of “eating up” reserves, in which the volume of oil and gas production exceeds the replacement of reserves due to the exploration of new and additional exploration of previously discovered fields.

The current situation requires the inclusion of advanced technologies, innovative models of special machinery and equipment, and the introduction of new materials and components used in oil production into the oil production process. This is an incredibly broad topic, and it is very difficult to cover it even in general terms in the format of a journal article. Therefore, here we will restrict ourselves to examples of innovative products that are already available today and are used in the process of oil and gas production.

TECHNOLOGIES

A range of innovative technologies in the extractive industry are aimed at achieving production efficiency. The average oil recovery in different regions of Russia is 40% and depends on the structure of oil reservoirs and methods of their development. Thus, residual reserves often exceed recoverable ones and it is possible to increase oil recovery only through the introduction of new technologies and production methods, which is carried out consistently. If in 1985 the volume of oil produced using new technologies amounted to 70 million tons per year, then twenty years later it doubled and amounted to more than 140 million tons. Innovative oil production methods - gas, thermal, chemical, physicochemical and others - make it possible to double or more oil recovery.

Experts consider the thermogas method to be one of the most promising in terms of production intensification, which began to be used in the United States and in recent years has been increasingly used in Russia (Ai-Pimskoye, Maslikhovskoye, Galyanovskoye, Priobskoye and other fields). This technology is based on the injection of air into the reservoir and its transformation into effective displacing agents due to low-temperature in-situ oxidation processes. As a result of low-temperature oxidative reactions, a highly efficient gas agent containing nitrogen, carbon dioxide and a wide fraction of light hydrocarbons is generated directly in the formation. The high efficiency of the thermogas method is achieved through the implementation of complete or partial miscible displacement.

Greater oil recovery is made possible by the technology of directional and horizontal drilling, as well as drilling of multilateral wells. Starting vertically, the well, reaching the oil-bearing formation, changes direction, which allows it to reach the layers, drilling directly above which is not possible. In multilateral drilling, one branching well replaces several conventional wells at once, which allows for a more efficient oil flow from the reservoir and significantly increases the oil recovery factor (ORF). And although the technology of multilateral drilling cannot be called new, in itself it is an area of active application of innovations.

Perhaps the most famous innovative technology in the world for stimulating the production of natural hydrocarbons is the method of hydraulic fracturing (hydraulic fracturing), the advantages and disadvantages of which a separate article was devoted to in our journal. This time, we just recall that the essence of this method is to create an artificial fracture in the reservoir by pumping a viscous fluid with a granular material - proppant under pressure into the well. The place of application of innovations in hydraulic fracturing is to control the angle of inclination of the fracture - so that it penetrates all productive layers, but at the same time is sufficiently flat.

New methods are being used today to obtain data on the condition of the wellbore. If back in the eighties of the last century they could be obtained only after the completion of drilling, today the method of data transmission due to the pulsation of the drilling fluid in the well is widely used. This method allows you to avoid the use of many kilometers of wires for data transmission and, more importantly, to receive information in real time in order to respond as quickly as possible to problems arising during the drilling process.

According to industry experts, if a favorable scenario develops in the industry with the introduction of new methods and innovative technologies, recoverable oil reserves in Russia could grow to four billion tons with an annual additional production of forty to sixty million tons. According to some reports, in the oil industry around the world today there are nearly fifteen hundred projects in which modern methods of enhanced oil recovery are applied.

EQUIPMENT

The efficiency of the mining process largely depends on the quality of the special machinery and equipment used, therefore Russian developers are striving to translate their best developments into new models of machines. One of the domestic enterprises, whose design developments are focused on innovation, is the Innkor-Mash company. Its design engineers have on their account a number of scientific and practical solutions both in the field of drilling equipment and in the transport, railway, packaging and many other manufacturing industries. The company develops and manufactures both serial and highly specialized drilling technological equipment in strict accordance with the requirements of customers.

One of the models of "Inkor-Mash" equipment, which can be fully called innovative, is a high-performance hydraulic drilling rig GBU-5M "Osa" with a lifting capacity of up to 10 tons for exploration, geophysical and production drilling to a depth of 500 meters, engineering and construction surveys as well as drilling water wells.

As conceived by the manufacturers, it is a logical continuation of the well-proven GBU-5 unit. Its main advantages are reliability, modern design, and most importantly, versatility: with the help of one GBU-5M "Osa" in the production of various engineering-geological and drilling operations, it is possible to carry out auger drilling, percussion and core drilling, including the use of pneumatic percussion tools, as well as to carry out static sounding of soils and perform a number of other production tasks.

Innovative solutions embodied in the design of the installation made it possible to provide it with a multiple safety margin, increase the speed and increase the efficiency of the work performed. At the same time GBU-5M "Osa" is simple and easy to use.

The "Osa" has a full hydraulic drive of a movable swing-out rotator and a high-speed cargo winch with a free discharge with a carrying capacity of 3 tons, and at the request of the customer, this characteristic can be increased to 5 tons. The unit's drive in the basic configuration is carried out from the engine of the transport base through the PTO, but at the request of the customer it can be implemented from the deck internal combustion engine.

The mast of the drilling rig is of circular cross-section, with a closed edge, with supporting hydraulic jacks. Carriage movement drive - hydraulic, with one hydraulic cylinder; the speed of movement of the carriage of the rotator is 0.1-0.5 m / s. The maximum stroke of the rotator at the customer's option can be 2200, 3600 or
5200 mm. Axial force on the rotator spindle (down / up) - 10,000 kgf.

The rotator of the drilling tool of the rig is mobile, single-spindle, with a hydraulic drive with the ability to retrace the rotator and release the well alignment, with two mechanical and three hydraulic gears. Its double-spindle design is also possible on request. Rotation speed - from 5
up to 550 rpm.

The maximum torque on the spindle of the rotator for GBU-5M "Osa" is 500 kgm; maximum geometrical drilling diameter - 600 mm. Drawworks of the installation is hydraulic, planetary, with free discharge; the speed of tripping and lifting operations is from 0.07 to 1.2 meters per second.

The rig is equipped with a quick-lift drilling table with a backing fork. The maximum diameter of drill rods is 168 millimeters.

Due to the individual needs of the customer, GBU-5M "Osa" can be additionally equipped with PK-5/25, 4VU1-5 / 9, AK-9/10, KV-10/10 compressors, NB-4, NB mud pumps -5, as well as a shock-absorbing device for damping shock loads on the rotator.

Depending on the conditions in which the drilling rig will operate, GBU-5M "Osa" can be mounted both on a GAZ-3308, Sadko (GAZ-66), ZIL-131 (AMUR), KAMAZ-43114 and -43118, URAL-4320, and on the chassis of tracked transporters MT-LB, MGSH-521 or
skidders TT-4M, TLT-100.

ADDITIVES AND REAGENTS

Tatkhimprodukt is one of the leading Russian enterprises developing and producing innovative reagents that allow to increase oil recovery and intensify oil production. At its production base, with the participation of a partner enterprise, OOO Neftekhimgeoprogress, has mastered the synthesis of surfactants (surfactants), which are made on the basis of Russian raw materials with the use of imported additives. The flexible production process allows the production of a large line of these products with different in nature anions and cations, including reagents "Sulfen-35", "Sulfen-35K", "Sulfen-35D", heat stabilizer "SD-APR", lubricating anti-seizure additive "KSD", universal acid retarder "THP-1". Let us consider in more detail one of the reagents - "Sulfen-35", its properties and application in production technologies.

"Sulfen-35" is a non-flammable liquid, the handling of which is safe for the human body and does not require special precautions during storage and use, and is capable of retaining its properties after thawing. Freezing temperature (loss of mobility) of the summer form of the product -50 ° C; for the winter form - 300 ° C. This reagent is a composition of high molecular weight and low molecular weight anionic and nonionic synthetic surfactants and targeted additives and is used to enhance oil recovery and enhance oil production. Injection of a 3-5% aqueous solution of the reagent into production wells allows to increase the permeability of the formation, destroy water-oil emulsions and clear the pore space of the formation from oil slick and asphalt-resinous deposits.

Surface activity in formation water and, by and large, the effectiveness of the Sulfen-35 reagent significantly exceeds that of other chemicals used in the industry, such as sulfonic powder, various neonols, compounds, and so on.

High efficiency is also characterized by salvo feeding of 1-2 - percent solution of the reagent "Sulfen-35" into injection wells for the purpose of "additional washing" of the oil film in the oil-saturated reservoir; in addition, the addition of a reagent increases the efficiency of the EOR in polymer flooding.

The use of Sulfen-35 reagent and other innovative synthetic surfactants manufactured by Tatkhimprodukt ensures the effectiveness of treatments regardless of the composition and pH of formation waters. In this case, the efficiency of the process is comparable (and in some cases even exceeds) with the treatment with an organic solvent, but the cost of the chemical is much lower. Pre-treatment of the bottomhole zone with the Sulfen-35 reagent allows to prepare the oil-saturated reservoir for subsequent acid treatment and to increase the degree of reaction of hydrochloric or hydrofluoric acid along oil-saturated interlayers.

Note that "Sulfen-35" dissolves in fresh, industrial and formation water, it is supplied as a concentrate, in barrels, cisterns or eurotars and is available in two versions - summer and frost-resistant.

The introduction of innovations - whether it be new technologies, models of special equipment with improved characteristics or more effective additives and reagents - is one of the main directions of development of the modern oil industry in Russia. Such important indicators as the volume of reproduction of the mineral resource base, expressed in the level of prospecting and appraisal and exploration drilling, directly depend on their implementation; recovery factor; the share of involvement in the development of hard-to-recover reserves; development of deposits in regions with predominantly harsh natural and climatic conditions and lack of developed infrastructure, such as, for example, Eastern Siberia and the Far East; the share of oil production from unconventional sources - mainly liquid hydrocarbons (shale oil, bituminous sandstones, and others).

At the same time, both the direct production of natural hydrocarbons and their exploration remain the priority areas of application of innovations in the industry. To increase the efficiency of geological exploration, in addition to the introduction of innovative methods, it is equally important to increase their funding by the state - especially in regions that are less studied than others: such as the shelves of the Arctic seas, Eastern Siberia and the Far East.

The introduction of new technologies and equipment is especially important from the point of view of improving methods of stimulating reservoirs and increasing oil recovery. This will increase the efficiency of the development of hard-to-recover hydrocarbon reserves both in the fields with depleted resource base and in those of the new ones, which are characterized by the presence of low-permeability reservoirs, oil reservoirs with abnormally low temperatures and reservoir pressures, residual oil reserves in flooded zones, as well as reserves in gas cap zones with a high degree of depletion and low-pressure gas reserves.

Innovative exploration and production methods can provide highly efficient development of high-viscosity oils, exploration and development of unconventional sources of liquid hydrocarbons, and in addition, significantly increase the level of energy savings and significantly reduce the burden on the environment.