FEATURES OF OPERATIONAL AND INFRASTRUCTURAL TRANSFORMATION IN CORPORATIONS IN THE OIL AND GAS SECTOR OF RUSSIA
Abstract
Modern economic and political conditions pose a number of issues for Russian companies related to their further functioning in the current environment. Economic restrictions, shocks in the global energy markets, the environmental agenda of Western countries — all this requires Russian companies in the oil and gas industry to revise their strategic decisions, introduce new approaches to management, and transform their processes at all levels of business organization. In addition, the development of digital technologies and high competition in industries encourage companies to carry out large-scale programs for the implementation of digital solutions, the development of digital competencies in all areas of business processes. The purpose of this article is to study the features of the implementation of operational, infrastructure and digital transformation programs In Russian oil and gas corporations, as well as to evaluate the effectiveness of the transformation programs carried out based on an analysis of economic indicators for individual corporations. The study analyzes and describes the most common approaches and forms of implementation of transformational change programs In Russian companies. On the example of the largest corporations in the oil and gas industry, cases of operational and infrastructural transformation of business processes are described and analyzed, features of transformation in the studied sector of the economy are identified. For the two largest corporations in the oil and gas industry (PJSC NK Rosneft, PJSC Gazprom Neft), key performance indicators (production indicators, sales proceeds, operating profit, capital costs, profitability, etc.) were analyzed before and after the implementation of the large-scale transformation programs. Conclusions are drawn about the effectiveness of these programs and their impact on the performance of the companies under study.
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